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Home My WebLink About2026-03-02 City Council Agenda PacketCITY COUNCIL Regular Meeting Monday, March 02, 2026 Council Chambers & Hybrid 5:30 PM Councilmember Julie Lythcott-Haims Remote Call In Teleconference Location: Omni Houston Hotel, 4 Riverway, Houston, TX, 77056 Palo Alto City Council meetings will be held as “hybrid” meetings with the option to attend by teleconference or in person. Information on how the public may observe and participate in the meeting is located at the end of the agenda. The meeting will be broadcast on Cable TV Channel 26, live on YouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media Center https://midpenmedia.org. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone:1(669)900-6833 PUBLIC COMMENTS General Public Comment for items not on the agenda will be accepted in person for up to three minutes or an amount of time determined by the Chair. General public comment will be heard for 30 minutes. Additional public comments, if any, will be heard at the end of the agenda. Public comments for agendized items will be accepted both in person and via Zoom for up to three minutes or an amount of time determined by the Chair. Requests to speak will be taken until 5 minutes after the staff’s presentation or as determined by the Chair. Written public comments can be submitted in advance to city.council@PaloAlto.gov and will be provided to the Council and available for inspection on the City’s website. Please clearly indicate which agenda item you are referencing in your subject line. Multiple individuals who wish to speak on the same item may designate a spokesperson. Spokespersons must be representing five or more verified individuals who are present either in person or via zoom. Spokespeople will be allowed up to 10 minutes, at the discretion of the presiding officer. Speaking time may be reduced if the presiding officer reduces the speaking time for individual speakers. PowerPoints, videos, or other media to be presented during public comment are accepted only by email to city.clerk@PaloAlto.gov at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strong cybersecurity management practices, USB’s or other physical electronic storage devices are not accepted. Signs and symbolic materials less than 2 feet by 3 feet are permitted provided that: (1) sticks, posts, poles or similar/other type of handle objects are strictly prohibited; (2) the items do not create a facility, fire, or safety hazard; and (3) persons with such items remain seated when displaying them and must not raise the items above shoulder level, obstruct the view or passage of other attendees, or otherwise disturb the business of the meeting. TIME ESTIMATES Listed times are estimates only and are subject to change at any time, including while the meeting is in progress. The Council reserves the right to use more or less time on any item, to change the order of items and/or to continue items to another meeting. Particular items may be heard before or after the time estimated on the agenda. This may occur in order to best manage the time at a meeting or to adapt to the participation of the public. 1 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. CALL TO ORDER SPECIAL ORDERS OF THE DAY (Item 1: 5:35 - 5:50 PM, Item 2: 5:50 - 6:05 PM) 1.Santa Clara County Science and Engineering Fair Association 2026 Science Fair Winners from Palo Alto 2.Review Applications and Select Candidates to Interview for the Historic Resources Board (HRB), Human Relations Commission (HRC), Planning & Transportation Commission (PTC), Stormwater Management Oversight Committee (SWMOC), and Utilities Advisory Commission (UAC) Vacancies; CEQA Status - Not a Project AGENDA CHANGES, ADDITIONS AND DELETIONS PUBLIC COMMENT (6:05 - 6:35 PM) Members of the public may speak in-person ONLY to any item NOT on the agenda. 1-3 minutes depending on number of speakers. Public Comment is limited to 30 minutes. Additional public comments, if any, will be heard at the end of the agenda. COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS (6:35 - 6:50 PM) Members of the public may not speak to the item(s). STUDY SESSION (6:50 - 7:50 PM) 3.Palo Alto Link Program & Transit Futures Review; CEQA status – not a project. CONSENT CALENDAR (7:50 - 7:55 PM) Items will be voted in one motion unless removed from the calendar by three Council Members. 4.Endorsement of the Connect Bay Area Transit Initiative 5.Authorize Transmittal of the 2025 Comprehensive Plan Annual Progress Report to the Governor’s Office of Land Use and Climate Innovation and the 2025 Housing Element Annual Progress Report to the Department of Housing and Community Development. CEQA Status: Not a Project. 6.Approval of General Service Contract No. C26195719 with Clean Harbors Environmental Services, Inc. in an Amount Not-to-Exceed $1,914,000 to Provide Household Hazardous Waste Management and Emergency Response Services for a Period of Five Years, and 2 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. Approval of a Budget Amendment in the Refuse Fund; CEQA Status – Negative Declarations Previously Approved 7.Approval of Professional Services Contract Number C26195818 With BKF Engineers in an Amount Not to Exceed of $900,000 Over a 3-year Term for On-Call Surveying and Design Support Services; CEQA Status – Not a Project 8.Approval of Amendment No. 1 to the Multi-Agency Staffing Agreement for Fire Station 8. CEQA Status – Not a Project. CITY MANAGER COMMENTS (7:55 - 8:10 PM) BREAK (15 MINUTES) ACTION ITEMS (Item 9: 8:25 - 9:55 PM, Item 10: 9:55 - 10:55 PM) Include: Report of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Report of Officials, Unfinished Business and Council Matters. 9.Review the 2024 Greenhouse Gas Inventory and S/CAP Key Performance Indicators Annual Progress Report, and Approve the 2026-2027 S/CAP Work Plan and Receive Six S/CAP Studies Recommended by the Climate Action and Sustainability Committee; CEQA Status: Review GHG Inventory and Key Performance Indicators: Not a Project; Potential Environmental Impacts of the S/CAP Work Plan were Studied in the June 5, 2023 S/CAP Addendum to the 2017-2031 Comprehensive Plan EIR; this Project is also Exempt Pursuant to CEQA Guidelines Section 15183 10.Status Update on Implementation of the Reliability and Resiliency Strategic Plan; Accept 1) Palo Alto’s Electric System Reliability Indices and Recommended Goals and Reporting, 2) the “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Report (as recommended by Climate Action and Sustainability Committee and Utilities Advisory Commission) to Complete Reliability and Resiliency Strategic Plan Strategy Four and Strategy Five; and Provide Direction to Pursue Various Activities Related to Flexible Energy Resource and Efficient Electrification to Improve Reliability and Resiliency; CEQA Status - Not a Project ADJOURNMENT INFORMATION REPORTS Information reports are provided for informational purposes only to the Council and the public but are not listed for action or discussion during this meeting’s agenda. 3 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. A.Informational Report for Council: League of California Cities Annual Report 2025 B.Sales Tax Digest Q3 2025 (Jul-Sept) C.Informational Report on Residential Electric and Water Utility Customer Satisfaction Survey Results OTHER INFORMATION Standing Committee Meetings this week Finance Committee March 3, 2026 CANCELED Climate Action & Sustainability Committee March 6, 2026 Public Comment Letters Schedule of Meetings 4 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1.Written public comments may be submitted by email to city.council@PaloAlto.gov. 2.For in person public comments please complete a speaker request card located on the table at the entrance to the Council Chambers and deliver it to the Clerk prior to discussion of the item. 3.Spoken public comments for agendized items using a computer or smart phone will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom-based meeting. Please read the following instructions carefully. ◦You may download the Zoom client or connect to the meeting in- browser. If using your browser, make sure you are using a current, up-to-date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. Or download the Zoom application onto your smart phone from the Apple App Store or Google Play Store and enter in the Meeting ID below. ◦You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. ◦When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. ◦When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 4.Spoken public comments for agendized items using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 362-027-238 Phone: 1-669-900-6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at (650) 329-2550 (voice) or by emailing ada@PaloAlto.gov. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. 5 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. California Government Code §84308, commonly referred to as the "Levine Act," prohibits an elected official of a local government agency from participating in a proceeding involving a license, permit, or other entitlement for use if the official received a campaign contribution exceeding $500 from a party or participant, including their agents, to the proceeding within the last 12 months. A “license, permit, or other entitlement for use” includes most land use and planning approvals and the approval of contracts that are not subject to lowest responsible bid procedures and have a value over $50,000. A “party” is a person who files an application for, or is the subject of, a proceeding involving a license, permit, or other entitlement for use. A “participant” is a person who actively supports or opposes a particular decision in a proceeding involving a license, permit, or other entitlement for use, and has a financial interest in the decision. The Levine Act incorporates the definition of “financial interest” in the Political Reform Act, which encompasses interests in business entities, real property, sources of income, sources of gifts, and personal finances that may be affected by the Council’s actions. If you qualify as a “party” or “participant” to a proceeding, and you have made a campaign contribution to a Council Member exceeding $500 made within the last 12 months, you must disclose the campaign contribution before making your comments. 6 March 02, 2026 Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas. City Council Staff Report Report Type: SPECIAL ORDERS OF THE DAY Lead Department: City Clerk Meeting Date: March 2, 2026 Report #:2601-5847 TITLE Santa Clara County Science and Engineering Fair Association 2026 Science Fair Winners from Palo Alto BACKGROUND The Santa Clara Valley Science and Engineering Fair Association is asking the Mayor and City Council to recognize the 2026 Santa Clara Valley Science and Engineering Fair Association Science Fair Winners from Palo Alto. The 2026 awardees and their projects are: Student Name Project Title Ayan Arora Development of a Smart Compression Sleeve Incorporating Thermal Regulation for Optimal Muscle Recovery Aditya Banwasi DeepSleep: A Novel Convolutional Neural Network for Sleep Apnea Detection by Analyzing Electroencephalogram Data Diya Bhagat Optimizing NPK Nutrients for Water-efficient Hydroponic Lawns Subhang Bhatti A Protein Generative Model for Expanding the Designable Space of Functional Proteins Maya Caren An Easy and Intuitive Way to Learn the Piano by Visualizing your Voice on a Keyboard Tse Wei Chan Soft Robot with Magnetic Self-Sensing for Wrist Rehabilitation McKenna Chang Engineering an AI Communication System to aid Alzheimer's Patients facing Isolation Noam Dadon Glove with refillable chemical heat pack Sharvi Dhamdhere What is the Effect of Herbal Remedies Compared to Commercially Available Acid Neutralizers on a Simulated Gastric Acid? Rebecca Ding What is the effect of manuka honey on redworm respiration rates? Carina Gross Hidden Threats in a Microscopic World: Unraveling the Impacts of Microplastics on Protist Ecology and Function Ishan Joshi On the Nilpotence of Moufang Loops Jessica Manson Using Jacobian matrix determinants and eigenvalues to determine properties of nonlinear iterative equations Item 1 Item 1 Staff Report Item 1: Staff Report Pg. 1 Packet Pg. 7 of 711 Aidan Peng Enhancing ambient carbon dioxide capture through fluidization of covalent and metallic organic frameworks (COFs/MOFs) Diya Sawhney Infrastructural Electromagnetic Suspension Alexis Sheng What combination of materials and design features create a comfortable, absorbent, non-toxic sanitary pad? Joseph Sun Suppression of Immune Response to Brain Implants Using Antibody SIF001 Against Galectin-3, a Key Player in Inflammation Yul Sung Comparison of DR-RRT and RRT Kaavya Tatavarty Personalized Cloud-Based sEMG-to-Haptic System to Enable Long-Distance Communication for Usher Syndrome Lucas Wu De novo Discovery of a Mucin-1 Inhibitor via Machine Learning Serena Yuan Utilizing Food Waste to Produce Biodegradable Packaging Material Danielle Zomet Catalase vs Hydrogen Peroxide: Which liver wins? ATTACHMENTS Attachment A: 2026 Science Fair Winners Certificates of Recognition APPROVED BY: Mahealani Ah Yun, City Clerk Item 1 Item 1 Staff Report Item 1: Staff Report Pg. 2 Packet Pg. 8 of 711 Certificate of Recognition HONORING Ayan Arora In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 3 Packet Pg. 9 of 711 Certificate of Recognition HONORING Aditya Banwasi In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 4 Packet Pg. 10 of 711 Certificate of Recognition HONORING Diya Bhagat In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 5 Packet Pg. 11 of 711 Certificate of Recognition HONORING Subhang Bhatti In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 6 Packet Pg. 12 of 711 Certificate of Recognition HONORING Maya Caren In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 7 Packet Pg. 13 of 711 Certificate of Recognition HONORING Tse Wei Chan In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 8 Packet Pg. 14 of 711 Certificate of Recognition HONORING McKenna Chang In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 9 Packet Pg. 15 of 711 Certificate of Recognition HONORING Noam Dadon In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 10 Packet Pg. 16 of 711 Certificate of Recognition HONORING Sharvi Dhamdhere In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 11 Packet Pg. 17 of 711 Certificate of Recognition HONORING Rebecca Ding In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 12 Packet Pg. 18 of 711 Certificate of Recognition HONORING Carina Gross In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 13 Packet Pg. 19 of 711 Certificate of Recognition HONORING Ishan Joshi In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 14 Packet Pg. 20 of 711 Certificate of Recognition HONORING Jessica Manson In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 15 Packet Pg. 21 of 711 Certificate of Recognition HONORING Aidan Peng In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 16 Packet Pg. 22 of 711 Certificate of Recognition HONORING Diya Sawhney In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 17 Packet Pg. 23 of 711 Certificate of Recognition HONORING Alexis Sheng In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 18 Packet Pg. 24 of 711 Certificate of Recognition HONORING Joseph Sun In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 19 Packet Pg. 25 of 711 Certificate of Recognition HONORING Yul Sung In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 20 Packet Pg. 26 of 711 Certificate of Recognition HONORING Kaavya Tatavarty In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 21 Packet Pg. 27 of 711 Certificate of Recognition HONORING Lucas Wu In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 22 Packet Pg. 28 of 711 Certificate of Recognition HONORING Serena Yuan In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 23 Packet Pg. 29 of 711 Certificate of Recognition HONORING Danielle Zomet In recognition of outstanding achievements as a Now I, Vicki Venkeer, do hereby offer the highest praise and congratulations on this 2nd day of March, 2026 __________________________ Vicki Venkeer Mayor, City of Palo Alto Item 1 Attachment A - 2026 Science Fair Winners Certificates of Recognition Item 1: Staff Report Pg. 24 Packet Pg. 30 of 711 City Council Staff Report From: City Clerk Report Type: SPECIAL ORDERS OF THE DAY Lead Department: City Clerk Meeting Date: March 2, 2026 Report #:2512-5763 TITLE Review Applications and Select Candidates to Interview for the Historic Resources Board (HRB), Human Relations Commission (HRC), Planning & Transportation Commission (PTC), Stormwater Management Oversight Committee (SWMOC), and Utilities Advisory Commission (UAC) Vacancies; CEQA Status - Not a Project RECOMMENDATION Staff recommends that the City Council review applications and select the following number of candidates to interview for each commission: 1. All 3 candidates for HRB (or direct staff to extend recruitment); 2. Up to 6 candidates to interview for HRC; 3. Up to 6 candidates to interview for PTC; and 4. Up to 8 candidates to interview for UAC. In addition, staff recommends extending the recruitment for SWMOC as no applications were received. Council may decide to extend any of the recruitments at their discretion. BACKGROUND Vacancies Per Council direction1, recruitment for Boards, Commissions, and Committees (BCCs) is split into fall and spring cycles. HRB, PTC, and UAC are included in the spring cycle. HRC and SWMOC are typically in the fall cycle, however, these BCCs have been included in the spring recruitment cycle to fill one unscheduled partial vacancy in each commission. HRC and SWMOC will have unscheduled vacancies starting on 4/1/2026. More details on openings, eligibility requirements, and term lengths for each vacancy are included in the analysis section below. 1 May 13, 2024, City Council Action Minutes, Agenda Item #12: Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 1 Packet Pg. 31 of 711 Interview and Appointment Process 3. Per the approved process, Councilmembers will vote on whom to interview, with each Councilmember allotted twice as many votes as openings. Candidates must receive a threshold of two votes to be interviewed4. The candidates receiving the top number of votes are interviewed. The number of candidates interviewed is based on the number of vacancies as follows: Interview all candidates if there are 6 or fewer applicants Interview up to 6 candidates when there are 1-2 openings Interview up to 8 candidates when there are 3 openings Interview up to 10 candidates when there are 4 openings 5. ANALYSIS 3 City Council, May 5, 2025; Agenda Item #11, SR# 2504- 4537https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83381 4 October 6, 2025, City Council Action Minutes; Agenda Item #2 https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83755&dbid=0&repo=PaloAlto 5 Ordinance 5643 https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=48323 Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 2 Packet Pg. 32 of 711 Historic Resources Board (HRB) Vacancies and Term Dates Seat Numbers Number of Applicants Number of Candidates to Interview Number of Votes per Councilmember 3 Full Terms 4/1/26 – 3/31/29 1, 2, 3 3 3 N/A – Interview all candidates or direct staff to extend recruitment HRB Eligibility Requirements9: Palo Alto residency is not required All members shall have demonstrated interest in and knowledge of history, architecture or historic preservation. Two members shall be professionals in the disciplines of architecture, architectural history, planning, landscape architecture, or related disciplines, or pre-historic and historic archeology, folklore, cultural anthropology, curation, or conservation. o This requirement is currently fulfilled by three members of the commission, two of which do not have expiring terms. Therefore, this requirement will remain fulfilled regardless of applicant selection in this recruitment. At least one member shall possess academic education or practical experience in history or a related field such as American studies, American civilization, or cultural geography. o This requirement is currently fulfilled by three members of the commission, and all three have expiring terms in this recruitment. At least one new appointment must meet this requirement. Human Relations Commission (HRC) Vacancies and Term Dates Seat Number Number of Applicants Number of Candidates to Interview Number of Votes per Councilmember 1 Partial Term 4/1/26 – 10/31/26 4 9 Up to 6 2 HRC Eligibility Requirements10: Palo Alto residency is required 9 Palo Alto Municipal Code 2.27.010 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0- 61517 10 Palo Alto Municipal Code 2.22.010 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0- 61312 Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 3 Packet Pg. 33 of 711 Planning & Transportation Commission (PTC) Vacancies and Term Dates Seat Numbers Number of Applicants Number of Candidates to Interview Number of Votes per Councilmember 2 Full Terms 4/1/26 – 3/31/30 1, 4 11 Up to 6 4 PTC Eligibility Requirements13: Palo Alto residency is required Stormwater Management Oversight Commission (SWMOC) Vacancies and Term Dates Seat Number Number of Applicants Number of Candidates to Interview Number of Votes per Councilmember 1 Partial Term 4/1/26 – 10/31/26 4 0 N/A N/A Staff recommends extending the recruitment for Stormwater Management Oversight Committee, as no applications have been received. SWMOC Eligibility Requirements14: Each Committee member shall be a resident of Palo Alto, an employee of a business located in Palo Alto or an owner of real property within the City. 13 Palo Alto Municipal Code 2.20.010 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0- 61274 14 Resolution 9969 https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=61425&dbid=0&repo=PaloAlto Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 4 Packet Pg. 34 of 711 Utilities Advisory Commission (UAC) Vacancies and Term Dates Seat Numbers Number of Applicants Number of Candidates to Interview Number of Votes per Councilmember 3 Full Terms 4/1/26 – 3/31/29 3, 5, 6 10 Up to 8 6 UAC Eligibility Requirements17: Each member shall be a utility customer or the authorized representative of a utility customer. 6 members of the commission shall at all times be residents of the City. o The 4 commission members whose terms are not expiring in this recruitment are currently residents. Therefore, at least two Palo Alto residents must be appointed in this recruitment to maintain this requirement. FISCAL/RESOURCE IMPACT None. STAKEHOLDER ENGAGEMENT City staff publicized the recruitment through the following methods: Electronic distribution via the City’s Uplift Local community newsletter, City Clerk’s Office newsletter, City’s website, and City’s social media channels; Physical posting and distribution of flyers to 10 city locations including City Hall posting boards and public meetings, libraries, and community centers; Print and online ads in the Palo Alto Daily Post, as well as print ads in the Palo Alto Weekly; Paid LinkedIn Advertisement; and Outreach to previous applicants, community-based organizations, and businesses related to the commissions’ purview. ENVIRONMENTAL REVIEW Council action on this item is not a project as defined by CEQA because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. CEQA Guidelines section 15378(b)(5). 17 Palo Alto Municipal Code 2.23.010 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0- 61350 Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 5 Packet Pg. 35 of 711 ATTACHMENTS APPROVED BY: Item 2 Item 2 Staff Report Item 2: Staff Report Pg. 6 Packet Pg. 36 of 711 Historic Resources Board Application Submitted on 23 January 2026, 10:26am Receipt number 17 Related form version 20 Name Alisa Eagleston-Cieslewicz Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Historic Resources Board? Other: Former Council Member Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 7 Packet Pg. 37 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Art Conservator Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I have served as a member of Palo Alto’s HRB since January 2022 when I filled a partial term. I have since served a full term, including two years as chair. I also have relevant professional experience from my career in art conservation, where I work with the preservation of art and historical objects. I am a Professional Member of the American Institute for Conservation and my work includes documentation of art and historic works, understanding of object life-cycles, and balancing trade-offs between object use and preservation. I also have experience as a consultant on architectural projects, where I have worked on items including original woodwork, built-in furniture, and stonework. I have previously held positions at The Fine Arts Museums of San Francisco and SFO Museum. I am currently an art conservator in private practice in Palo Alto at Mayfield Art Conservation and Consulting LLC. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. In addition to my previous service on the HRB (2022-present, with 2 years as chair), I am a member of the board of the Bay Area Art Conservation Guild and the board of a local independent school. I also write a regular regional news column for the Western Association for Art Conservation newsletter. Please select all that apply to you.I have demonstrated interest in and knowledge of history, architecture or historic preservation I am a professional in the discipline of architecture, architectural history, planning, landscape architecture, or related disciplines, or pre-historic and historic archeology, folklore, cultural anthropology, curation or conservation Personal and Job Experience 1. Why are you interested in serving on the Historic Resources Board and what experience would you bring to the position? I am interested in continuing to serve on the HRB because I think that the HRB does important work in the community. Palo Alto has excellent historic architectural resources and input from the HRB provides a valuable tool for the preservation of Palo Alto’s heritage. I very much value the community engagement aspect of the HRB, which serves to not only raise awareness of historic preservation in the city, but also to connect with community members who may have questions about how the principles of historic preservation apply to their own properties. As a professional art conservator, I understand and value historic preservation, and I am enthusiastic about sharing this with the community. 2. Please describe an issue that recently came before the Board that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. Recently the HRB has been working to establish a preservation awards program. This has been an interesting process because it has required discussion of what types of projects we would like to highlight to the community as outstanding examples, how we structure the program to be achievable for the HRB and staff, and how we avoid duplication or redundancy with community groups that also give awards in this space. It has been interesting to visit award candidate properties in person because this allows me to see different approaches to projects such as renovations and additions and it is always enjoyable to see historic properties in the city that I was not familiar with previously. Historic preservation relies on community engagement and support and I am excited to be developing an HRB awards program as a way to connect with Palo Alto residents and businesses. Application Questions 2 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 8 Packet Pg. 38 of 711 3. If appointed, what specific goals would you like to see the Historic Resources Board achieve, and how would you help in the process? I am very enthusiastic about the HRB awards program that is under development and that I discussed in Question 2. I am currently supporting this initiative by reviewing and visiting individual projects and properties. I also think that the routine project reviews that the HRB does for historic properties is important ongoing work. These reviews give property owners important information and guidance about their proposed projects and help maintain the character of historic properties, while also giving owners the opportunity to make historic properties functional for modern needs. I look forward to participating in this process and facilitating partnerships between the City and property owners. Finally, it would be wonderful to work with City Council to develop a pilot program giving property owners access to the Mills Act. The Mills Act is an important tool for encouraging historic preservation in California and it would be wonderful to make it available in Palo Alto. 4. Historic Resources Board Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto Comprehensive Plan Land Use Element (2017) Palo Alto Municipal Code Chapter 16.49 Secretary of the Interiors Standards for the Treatment of Historic Properties (2017) California Environmental Quality Act The Professorville Historic District Design Guidelines (2016) Other documents listed on this website as well. I am a familiar with all of these documents through my previous work as a member of the Historic Resources Board. I am particularly familiar with the Secretary of the Interior’s Standards for the Treatment of Historic Properties because these standards are often invoked for historic house museums. As an owner and resident of a Category 2 historic home in Professorville, I am also particularly familiar with the Professorville Historic District Design Guidelines. 5. Please identify a project or projects that you find to be examples of good historic architecture, and explain why. You may attach samples, identify project addresses, or provide links. One of the wonderful things about Palo Alto is the historic architecture that is present throughout the city. It is hard to discuss architecture in Palo Alto without mentioning the work of architect Birge Clark and developer Joseph Eichler. The Norris House at 1247 Cowper St. is an outstanding example of Birge Clark’s work in the Spanish Colonial Revival style. The ironwork and light on the entrance gate are particularly striking and the PAST award that the home won in 2004 is a testament to its thoughtful preservation. Its history as the Newman Center also speaks to the often fascinating use histories of significant buildings. The designation of the Greenmeadow Eichler neighborhood on the National Register of Historic Places is a wonderful acknowledgment of the contributions of mid-century architecture to Palo Alto’s landscape. I also think that the Theophilus Allen House at 601 Melville Ave. is an outstanding example of Craftsman architecture in Palo Alto. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Alisa Eagleston-Cieslewicz Link to signature Date Completed 01/23/2026 3 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 9 Packet Pg. 39 of 711 Historic Resources Board Application Submitted on 17 February 2026, 7:51pm Receipt number 19 Related form version 20 Name Nandini Ramamurthi Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City palo alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? Yes Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Historic Resources Board? City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 10 Packet Pg. 40 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Senior Designer, Arcanum Architecture Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I have over twenty years of professional experience in architecture, focused primarily on residential design, including custom single-family homes, additions, remodels, and small multifamily projects. Since 2021, I have practiced at Arcanum Architecture, managing projects through design, permitting, and construction. Previously, I worked at several firms in Palo Alto and the Bay Area, where I led residential projects and coordinated closely with consultants, contractors, and local agencies. I also served as Planning Staff for the City of Palo Alto, reviewing development applications for zoning compliance and advising applicants on municipal codes and procedures. This combination of private practice and public service has given me a strong understanding of Palo Alto’s regulatory framework, residential design standards, and neighborhood context. I hold a Master of Architecture from University of Southern California. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Although I have not held formal positions in preservation-focused organizations, I have been consistently engaged in the Palo Alto community through both my professional work and prior public service. As an architect practicing locally for many years, and as a former Planning Staff member for the City of Palo Alto, I have participated in public hearings, Architectural Review Board meetings, and neighborhood discussions concerning residential development, zoning compliance, and neighborhood character. My work frequently involves projects within established neighborhoods, where sensitivity to scale, context, and architectural heritage is essential. These experiences have deepened my appreciation for Palo Alto’s history and the importance of preserving its urban fabric while allowing thoughtful and well-considered change. I am motivated to contribute more directly to the community through service on the Historic Resources Board. Please select all that apply to you.I am a professional in the discipline of architecture, architectural history, planning, landscape architecture, or related disciplines, or pre-historic and historic archeology, folklore, cultural anthropology, curation or conservation Personal and Job Experience 1. Why are you interested in serving on the Historic Resources Board and what experience would you bring to the position? I am interested in serving on the Historic Resources Board because I care deeply about Palo Alto’s architectural heritage and the role thoughtful preservation plays in shaping the city’s identity. Having practiced architecture in Palo Alto for many years, and having previously served as Planning Staff for the City, I bring a unique vantage point: I understand both the creative aspirations of designers and homeowners and the regulatory constraints that guide development. While I value maintaining and protecting the city’s historic fabric, I am also interested in how the decisions we make today will become the history of the future. This period of growth and change will ultimately define another chapter of Palo Alto’s story. I believe the HRB has an important role in establishing clear, thoughtful guidelines that not only preserve significant resources but also ensure that new interventions contribute meaningfully to the city’s evolving architectural narrative. 2. Please describe an issue that recently came before the Board that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. I am interested in the HRB's role in reviewing and updating Palo Alto’s historic inventory. A few cases that stood out to me are 1680 Bryant Street, 411 and 431 - 433 Kipling Street. Most interestingly, I thought 261 Hamilton Avenue was a fantastic example of a building worth preserving and an applicant pushing for stronger historic Application Questions 2 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 11 Packet Pg. 41 of 711 protection which is not usually the case. It has turned out to be a fantastic project! 3. If appointed, what specific goals would you like to see the Historic Resources Board achieve, and how would you help in the process? I would like to see the HRB continue to advance its thoughtful stewardship of the Professorville Historic District. Professorville represents an important chapter in the city's early residential development, and its character contributes significantly to the it’s identity. At the same time, properties within the district face evolving needs. I believe the Board can play a constructive role in clarifying guidelines that allow sensitive, well-designed development while maintaining the district’s defining features of scale, massing, materials, and streetscape rhythm. I would contribute by bringing my experience designing residential projects within Palo Alto’s regulatory framework, understanding both the constraints property owners face and the importance of preserving neighborhood character. My goal would be to help facilitate solutions that respect historic context while acknowledging that careful change, when thoughtfully guided, can strengthen the long-term vitality of the district. 4. Historic Resources Board Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto Comprehensive Plan Land Use Element (2017) Palo Alto Municipal Code Chapter 16.49 Secretary of the Interiors Standards for the Treatment of Historic Properties (2017) California Environmental Quality Act The Professorville Historic District Design Guidelines (2016) Other documents listed on this website as well. I am very well versed in Palo Alto Municipal Code Chapter 16.49 and The Professorville Historic District Design Guidelines (2016). My experience in the Planning Department has exposed me to several of these documents. 5. Please identify a project or projects that you find to be examples of good historic architecture, and explain why. You may attach samples, identify project addresses, or provide links. Ramona Street is one of the most charming and architecturally cohesive blocks in the City. The courtyard typology makes Ramona Street naturally suited to restaurants and street life. The Lucie Stern Community Center, designed by Birge Clark, exemplifies Palo Alto's civic identity through its Spanish Colonial Revival architecture. Unlike many civic buildings that outlive their original purpose, I love how Lucie Stern was designed for community life in all its variety and it shows in how naturally it still functions today. The Eichler neighbohoods also represent a very unique and significant architectural chapter. And finally the Palo Alto Post Office! It will be interesting to see what the future holds for this building! If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: nandini ramamurthi Link to signature Date Completed 02/17/2026 3 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 12 Packet Pg. 42 of 711 Historic Resources Board Application Submitted on 13 February 2026, 1:06am Receipt number 18 Related form version 20 Name Ronald Katz Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Historic Resources Board? Palo Alto Weekly Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 13 Packet Pg. 43 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Author Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. B.A. NYU (history major) M.A. Oxford University (Politics, Philosophy & Economics) J.D. Harvard Law School Retired Member of the California Bar Author, Sport, Ethics and Leadership (Routledge, 2017, with 2d edition in process) Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Board member, Association of American Rhodes Scholars, 2018-2026 Board Vice-Chair, Institute for Intellectual Property and Social Justice, 2023- present Please select all that apply to you.I possess academic education or practical experience in history or a related field such as American studies, American civilization, or cultural geography Personal and Job Experience 1. Why are you interested in serving on the Historic Resources Board and what experience would you bring to the position? I would like to serve my community in an area in which historical knowledge is important 2. Please describe an issue that recently came before the Board that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. I’m interested in the process of categorizing homes as historically significant. 3. If appointed, what specific goals would you like to see the Historic Resources Board achieve, and how would you help in the process? Preserving what is historically significant without stifling progress or unfairly penalizing owners of historic properties. 4. Historic Resources Board Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto Comprehensive Plan Land Use Element (2017) Palo Alto Municipal Code Chapter 16.49 Secretary of the Interiors Standards for the Treatment of Historic Properties (2017) California Environmental Quality Act The Professorville Historic District Design Guidelines (2016) Other documents listed on this website as well. I have no experience with these documents, but I believe that I could come up to speed on them in relatively short order. 5. Please identify a project or projects that you find to be examples of good historic architecture, and explain why. You may attach samples, identify project addresses, or provide links. Many homes in old Palo Alto are good examples of historic architecture, in part because they were designed by distinguished architects like Pedro de Lemos. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Application Questions 2 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 14 Packet Pg. 44 of 711 Name of signatory: Ronald S. Katz Link to signature Date Completed 02/13/2026 3 of 3 Item 2 Attachment A - HRB Applications - Redacted Item 2: Staff Report Pg. 15 Packet Pg. 45 of 711 Human Relations Commission Application Submitted on 7 February 2026, 10:01pm Receipt number 71 Related form version 16 Name Anne-Marie Duliege Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 16 Packet Pg. 46 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Physician. Board Member. Chief Medical Officer in a Biotechnology Company Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Education includes an MD (Paris Medical School), MS in Epidemiology (Harvard School of Public Health), and MS in Biostatistics (Paris Medical School). I hold medical licenses in California and France, am board-certified in pediatrics (France), and completed a pediatrics residency at UCSF. I am an Adjunct Clinical Assistant Professor at Stanford/Lucile Packard Children’s Hospital. I bring 30+ years of executive and board leadership in biopharma and nonprofit health organizations. As Board Director, California Institute for Regenerative Medicine (CIRM), I serve on the Application Review, Finance, IP/Industry, and Governance committees and help guide $5.5B in public funding, evaluating and awarding grants to research institutions and companies advancing stem cell therapies. As Deputy Director, Bill & Melinda Gates Foundation, I managed investment portfolios across drugs, vaccines, and diagnostics. Additional roles include Chief Medical Officer, Board Chair, FE Pharmaceuticals. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I have a long record of service on nonprofit, advocacy, and professional boards. I have served as a Board Member of the California Institute for Regenerative Medicine (CIRM) since 2012, including committee service on Application Review, Finance, IP/Industry, and Governance, helping guide public research funding for the benefit of Californians. I have been a Board Member (and Chairperson, 2015–2019) of Global Strategies for HIV Prevention since 2010. I served on the Board of the AIDS Vaccine Advocacy Coalition (AVAC) from 2005–2023 and continue as a strategic advisor (2024–present). I am a member of Women In Bio (EWIB), How Women Lead (Board Readiness Workshop, 2022), Stanford Women on Boards, and Women Corporate Directors. In addition, I volunteer with the Ravenswood Classroom Partners/Costano elementary school in East Palo Alto, helping young children overcome challenges with their reading skills. Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I am interested in serving on the Human Relations Commission because I value inclusive communities where all residents feel respected, heard, and supported. As a long-time Palo Alto resident and nonprofit board member, I am motivated to contribute my experience in public service, community engagement, and equitable decision-making to help strengthen dialogue and understanding across diverse groups. I bring more than 30 years of leadership in nonprofit, academic, and public- benefit organizations, including service on the California Institute for Regenerative Medicine, where I help oversee the allocation of public grant funding. This work requires fairness, transparency, and sensitivity to community impact. I also have extensive experience working with patient advocacy groups,, and have served on committees focused on governance, ethics, and inclusion. I would contribute collaborative leadership, thoughtful listening, and a strong commitment to equity and community well-being. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. I am particularly interested in the Commission’s work addressing discrimination, bias incidents, and community dialogue initiatives that promote belonging and mutual respect. Efforts to support vulnerable populations, encourage reporting of hate or bias-related incidents, and foster constructive conversations across cultures are especially important in a Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 17 Packet Pg. 47 of 711 diverse city like Palo Alto. My interest stems from a career spent working with diverse communities, patient advocacy groups, and global partners where trust, inclusion, and respectful engagement were essential to success. I have seen firsthand how proactive education, outreach, and fair processes can strengthen communities and improve outcomes. Supporting initiatives that promote equity, understanding, and access to opportunities aligns closely with my values and with my experience serving organizations focused on public benefit and inclusive decision-making. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? If appointed, I would like to see the Human Relations Commission continue strengthening trust, inclusion, and respectful dialogue across Palo Alto’s diverse communities. Specific goals that resonate with me include expanding community outreach and education on bias prevention, supporting initiatives that give voice to underrepresented groups, and ensuring that recommendations to City Council are grounded in fairness, transparency, and measurable impact. I would contribute by bringing experience in collaborative leadership, consensus-building, and evaluation of programs and funding priorities. Through my work on boards and grant review committees, I am accustomed to listening to diverse perspectives, assessing needs, and helping guide thoughtful, equitable decisions. I would work to support data-informed initiatives, encourage partnerships with local organizations, and help the Commission translate community input into practical, inclusive actions that strengthen civic engagement. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) If appointed, I would like to see the Human Relations Commission continue strengthening trust, inclusion, and respectful dialogue across Palo Alto’s diverse communities. Specific goals that resonate with me include expanding community outreach and education on bias prevention, supporting initiatives that give voice to underrepresented groups, and ensuring that recommendations to City Council are grounded in fairness, transparency, and measurable impact. I would contribute by bringing experience in collaborative leadership, consensus-building, and evaluation of programs and funding priorities. Through my work on boards and grant review committees, I am accustomed to listening to diverse perspectives, assessing needs, and helping guide thoughtful, equitable decisions. I would work to support data-informed initiatives, encourage partnerships with local organizations, and help the Commission translate community input into practical, inclusive actions that strengthen civic engagement. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Anne-Marie Duliege Link to signature Date Completed 02/07/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 18 Packet Pg. 48 of 711 Human Relations Commission Application Submitted on 27 January 2026, 3:43pm Receipt number 75 Related form version 16 Name Cynthia Wood Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 19 Packet Pg. 49 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Principal Data Scientist Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Rice University, Houston, TX Ph.D., Computational & Applied Mathematics, November 2015 M.A., Computational & Applied Mathematics, August 2013 University of California, San Diego, La Jolla, CA B.S., Applied Mathematics, June 2010 Principal Data Scientist | Genentech, South San Francisco, CA | June 2022- Present Head of Data Science | Source Agent by SAP, Palo Alto, CA | May 2021-May 2022 Senior Data Scientist/Recommendations Team Lead | SAP Ariba, Palo Alto,CA | January 2017-May 2021 Data Scientist | Coinalytics/Skry (Acquired by Bloq), Palo Alto, CA | November 2015-December 2016 Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Palo Alto Chamber of Commerce Senior Fellow | Palo Alto Chamber of Commerce & Visitor Center, Palo Alto, CA| August 2024-May 2025 - Actively engage as a leader to impact Palo Alto and the broader Silicon Valley. - Develop connections with community, government and business leaders. Palo Alto Community Child Care Board of Directors| PACCC, Palo Alto, CA | August 2022-Present - Advocate for accessible childcare at the local, county and state levels. - Board Development Committee Chair for the 2023- 2024 fiscal year . Led Bylaws revision and Board approval.In addition, supported off-cycle and regular recruiting process. - Incoming Chair for 2025-2026 FY; - Serve as Secretary and leader of the Audit Committee, providing financial oversight for the 2024-2025 fiscal year. Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I have a deep interest on making an impact in my community. I envision Palo Alto to continue fostering a culture of inclusivity and belonging. I believe this is best achieved through listening to people needs. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. Youth Mental Health & Suicide Prevention. In 2015, I started working in Palo Alto and commuting via Caltrain. Soon after, I noticed that sometimes my commute was affected by Caltrain trespassers. What was shocking to me was to learn they were high school students. While initially upset for the delay in my commute, I found very sad to learn the much bigger issue that caused it. As a parent who permanently move to Palo Alto in 2017, the initial move seem scary. I care about supporting youth mental health for my children, their friends and those I may not know that are part of this community. I believe the city is partnering with the Jed Foundation and the community already and would like to see this type of outcome driven partnerships continue. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? The goal of promoting fair treatment of all residents especially those related to vulnerable populations as well as safety in the community. To help in the process I would start by informing myself on discussion topics, listen really well to the community needs regarding the aforementioned topics to understand the needs rather than my assumptions, and consider possible solutions to provided well-rounded advice Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 20 Packet Pg. 50 of 711 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) At the moment, I am not. However, I will start studying these documents now. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Cynthia Wood Uploaded signature image: Cynthia_Wood_Signature.png Date Completed 01/26/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 21 Packet Pg. 51 of 711 Human Relations Commission Application Submitted on 18 February 2026, 12:21pm Receipt number 79 Related form version 16 Name Deborah Goldeen Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 2 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 22 Packet Pg. 52 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Retired Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. See attached pdf Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. See attached pdf Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? See attached pdf 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. Food insecurity - because I know of a program, which, if implemented, could be a game changer for food closets. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? See attached pdf 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I've been working my way through these documents. They are fascinating. If you'd like to provide any additional documents, please upload below. Application for appointment to the partial term.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Deborah Goldeen Link to signature Date Completed 02/18/2026 Application Questions 2 of 2 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 23 Packet Pg. 53 of 711 Application for appointment to the partial term/vacancy on the Human Relations Committee. February 18th, 2026 The Human Relations Commission, at its best, serves at the conscience of Palo Alto. I am that conscience. The best candidates for council, committee and commissions can dexterously navigate and negotiate policy. They are skilled at building consensus and measured diplomacy. They also “bring strategic thinking to civic engagement “and “embrace diverse perspectives while remaining practical and forward thinking.” There is good reason for this. Governing boards need a majority of this particular proﬁle to function. The downside of the dominance of the “policy mind” is the collective thinking process becomes so convoluted and internally referenced that the most decisions end up being either performative or cowardly, which explains why Palo Alto has a Human Relations Commission in the ﬁrst place. If Palo Alto was really concerned with “just and fair treatment” and “enhancing inclusion,” it would have allowed this city to grow by a thousand residents a year for the past forty years (to a population between 100 and 120K). But this is incompatible with the blueprint for Palo Alto, which is that of a high end, speculative, real estate venture. (It was one of Leland Stanford’s many businesses.) The speculators were/are selling a fantasy, a life without discomfort and everything is pleasant. This fantasy provides the illusion of individual wellbeing at the expense of a robust, healthy community. Instead of owning up to this discrepancy and taking decisive, but unpopular, action, the council created the HRC. Most Palo Alto residents don’t know it exists, except in its capacity as a launching pad for city council careers. But it doesn’t have to be this way. The HRC could take practical, discrete actions like negotiating with the corporate property owners to allow RV dwellers to park in some of the expansive, unused, private parking lots. Or they could use the leverage of this commission to lobby for county legislation that would result in redirecting 50,000 pounds of good quality, perishable foods out of the landﬁll/compost and into local food bank distribution. I do not know, should I be appointed to the HRC, whether I would be able to be instrumental in initiating this type of action, but that is where my focus would be. When it comes to lived experience and depth and breadth of knowledge and understanding, I expect no applicant for the HRC can or has ever come close to the shear volume of both that I have that is relevant to the work of the HRC. Except for the ﬁve or six years when my children were littles, I have never given less than forty hours a year of community service of one kind or another, often a lot more. That experience runs the gamut from food rescue, to producing block parties, to art center community activities, to clothing drives, to removing invasive plants from Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 24 Packet Pg. 54 of 711 Foothills Nature Preserve, to producing holiday decorations on Cal Ave . . . You name it, I’ve done it. Also, as a child, so poor we dumpster dived for food, in Palo Alto, where I grew up, I was that “vulnerable community” that the HRC professes to have so much concern for. That alone should qualify me for a position on the HRC. Besides my conviction that the city needs a conscience, my other motivation for applying to be on the HRC is the worrisome fact that committees and commissions of this type are uniquely vulnerable to the chicanery of ideologues. Unable to gain political power directly, they look for a backdoor like the HRC. This phenomenon is not immediately in play in Palo Alto. But it is in full swing in the County of Santa Clara governance, as evidenced by the month of February art installation that is in the breezeway of the county governance center. The installation is a commemoration of the “Children of Palestine who were killed”/” They deserve to play.” Instead of using a kite or toys or dolls as commemoration, the chose to use the Kalanit (a red anemone), which is the Israeli national ﬂower, a ﬂower chosen by the Israeli people as a commemorative – used in thousands of exhibits worldwide – of the 1,200 killed in the Oct 7th Hamas attack. (We have Palo Alto’s own Samina Sundas to thank for this.) I’d like to say there are adequate protections in place already on the HRC and city council, but even here there has been a serious oversight. I feel that going public with this information, at this point, would cause unnecessary drama. But if anyone reviewing this application wants to call me and talk with me, conﬁdentially, about it, I would share it. As for the assertions that I am Islamaphobic, I do not have a beef with Vigil4Gaza. My issue is the refusal of the city and of Town and Country management to enforce code and private property rights violations. If the city enforced established boundaries, the protests would continue, but they would do so in cooperation with the law. Because I have been vocal about this, it means appointing me to the HRC is “not good optics.” Optics, in my mind, are overrated. This is, of course, one of the reasons I am an advocate not a politician. Not only am I not Islamaphobic, but I am also anti-Islamaphobia. That is why I have a hijab. My Muslim friend Lubna gave it to me when Trump was elected in 2016. I keep it on hand in case I need to stand shoulder to shoulder with my Muslim friends should their civil rights come under assault locally. If you are not going to appoint me to the HRC, at the very least stop appointing people to the HRC who should really be running for council and make sure your appointees aren’t idealogues. Thank you for considering – Deb Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 25 Packet Pg. 55 of 711 Human Relations Commission Application Submitted on 17 February 2026, 3:33pm Receipt number 78 Related form version 16 Name Ellen Bob Cell Phone Number 6508678048 Home Phone Number Email Address esbob@aol.com Are you a Palo Alto resident?Yes Address 3296 Emerson Street City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Palo Alto Weekly Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 26 Packet Pg. 56 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Retired Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I have lived in the area most of my life. I am a graduate of Los Altos High, where I demonstrated my interest in everyone getting along in student government leadership and Model UN. I was the editor of the Palo Alto Co- op News which focused on consumer rights, green belt preservation, and healthy food habits. I owned a small business called bob and bob in Palo Alto for 25 years and then managed a small community non-profit as Executive Director, Congregation Etz Chayim for 15. During that time, I worked to lease part of our space to Spark Church, creating a unique model in Palo Alto for interfaith cooperation. I hold a 40-hour certificate in Mediation. I also hold certificates in suicide prevention, mental health first aid, and gun violence prevention. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I was a part of the Palo Alto Mediation Program in 2010-11. I served on the committee in 2020 to celebrate the 125th anniversary of the City of Palo Alto, organizing different faith communities and student musical groups to participate. I hosted and supported legal training for Palo Alto houses of worship about their rights and responsibilities when interfacing with immigration enforcement in 2025. For the last 5 years or so, I supported St. Andrews Church in hosting a food giveaway which served approximately 400 households weekly. When my 3 children were students at Gunn High School, 1998-2009, I was active in the Choir and Theater Boosters.. I was a Theaterworks volunteer usher 2009-11. I served on the Board and as President of the Mid-Peninsula Jewish Community Day School (now Hausner) 1991-2001. I worked with neighbors of the site when we built our building on Arastradero Road to be sure their concerns were met. I served on the Board of Kehillah Jewish High School 2005-2008. Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? Among the things that attracted me to move to Palo Alto in 1990 was the diversity of the community. Our new block included people with deep roots in Palo Alto who remembered the Duvenecks when they were teen-agers, as well as immigrants from Germany, Israel, Mexico, and China. I have seen, however, how some Palo Altans have struggled over the years with the changing demographics of our community, including the growth of unhoused neighbors. Whenever I've been invited to participate in a talent show, I wonder how I could bring my strong skills in getting a group of people to consensus, to help people understand that what we have in common far exceeds what keeps us apart, and to encourage us to remember that each human being is of infinite worth and deserves respect because of that. While I typically end up telling jokes or singing a song for the show, I believe my commitment to respectful dialog and open communication would serve our community well as we confront our challenges. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. I am motivated to apply for the HRC now because I am impressed by the recently adopted workplan for the coming year. I think it accurately reflects the challenges our community faces right now. Paying attentions to housing equity and renters' protections makes sure that Palo Alto continues to be a community that is accessible to as broad a demographic as possible and is consciously paying attention to some of the less wealthy members of the Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 27 Packet Pg. 57 of 711 community. Youth mental health is clearly something that cannot be emphasized enough. My daughters were at Gunn during a suicide cluster and it was terrifying to all parents. I live near a RR crossing. How we use AI in our community to make us safer without threatening our civil rights needs serious attention and we are in a unique place to be on the vanguard of that. Finally, community safety is the heart of all of this. We need to pay attention to every resident, regardless of background, to be sure they are not afraid to walk our streets. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? My goals are both global and narrow. I want Palo Alto to be a place where everyone is safe and feels respected. This is can be achieved through a number of avenues which include active listening to a variety of residents, strategic thinking, and tactical implementation. An example of programming like this is the meeting between police top brass and faith leaders last year. No formal resolutions came out of that meeting, but I saw the Police Department become more proactive in responding to antisemitic activities and I knew whom to call when I was something of concern. I would like to see more meetings like this between communities or entities who are in tension with each other so that we become aware of each other as individuals, not threats, and can figure out how we can support each other to make this a safer community. As a mediator and community worker I have developed skills to listen to what is really important to people so we can build on our shared interests. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I think I responded to the survey about the Human Services Needs assessment, but I am not really sure if it was that survey or another one on a similar topic. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Ellen Bob Link to signature Date Completed 02/17/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 28 Packet Pg. 58 of 711 Human Relations Commission Application Submitted on 25 January 2026, 11:26pm Receipt number 73 Related form version 16 Name Haylea Hannah Cell Phone Number 9193321074 Home Phone Number Email Address drhayleahannah@gmail.com Are you a Palo Alto resident?Yes Address 116 Colorado Ave City Palo Alto Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 29 Packet Pg. 59 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Senior Epidemiologist Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. PhD-trained epidemiologist working for California Mental Health Services Authority where I support County Behavioral Health Departments in delivery of specialty behavioral health services to people who are uninsured or enrolled in Medi-Cal. I previously worked for Marin County Health & Human Services where I led wastewater and substance use surveillance, community-wide surveys, and responded to the COVID-19 pandemic, including producing weekly maps to guide equitable vaccine distribution. I have a passion for integrating perspectives of people impacted by policies and programs in their design, implementation, and evaluation. My dissertation project, funded by a grant from the National Institute of Justice, evaluated the impact of jail-based opioid use disorder treatment policies in California. I interviewed people who were formerly incarcerated and living with a substance use disorder and evaluated how offering opioid agonists in jail influenced county-wide death and arrest rates. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. In Marin County, I supported many community-based organizations serving underserved communities. I provided technical support to OD Free Marin, a community collaborative working to prevent overdoses. I facilitated community conversations about strategies at OD Free Marin's annual events. I collaborated with SUD treatment and harm reduction providers to conduct interviews with people who use drugs to integrate their preferences into overdose prevention and treatment programs. I also volunteer for Seeds of Hope (2022 to date), a community-led event providing services to people experiencing homelessness. I served as Event Co-Chair of UNC-Chapel Hill Relay for Life (2011-12), a Vice position to Executive Director. I supervised the work of 3 sub-committee chairs and liaised directly with the American Cancer Society to meet targets. I also was Co-Chair of the Entertainment Committee (2010-11), which was responsible for securing entertainment for annual and routine fundraising events. Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I’m passionate about addressing structural forces that drive how people experience the world. I’m excited for the opportunity to influence equity in my community. I have spent my career providing data to drive equitable delivery of services. During COVID-19, I provided equity-based prioritization maps to community-based organizations for vaccine delivery. I have a wealth of personal and professional experience supporting people living with mental health and substance use disorders, and returning to the community from incarceration, including studying how these conditions affect marginalized groups (e.g., people experiencing homelessness or living with disabilities, BIPOC, immigrants). I hope to bring these experiences to the HRC by uplifting the voices of these groups, offering expertise in translating scientific evidence to drive evidence-based decision making, and ensuring the committee has optimal infrastructure to engage all community members. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. Increasing responsiveness to mental health crises is of particular interest to me. I have family members who have benefited from emergency mental health aid during crises. At work, I advocate for and study the most effective prevention and treatment resources for people living with behavioral health conditions with Medi-Cal or who are uninsured. I’ve seen firsthand how mental health and substance use are intertwined – open community conversations support those who are struggling. Family and friends need the Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 30 Packet Pg. 60 of 711 right tools to facilitate their loved ones’ getting the help they need to change the trajectory of their lives. Suicide has resulted in the loss of too many Palo Alto residents, and HRC has a unique role to empower residents to save each other. I also appreciated the discussion of HRCs role in housing equity. Housing is a human right--research shows that addressing homelessness impacts so many things affecting our community, including public health, suicide and substance use. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? Palo Alto has one of the lowest overdose rates in Santa Clara, and one of the highest non-fatal overdose rates. This suggests that we have resources to respond to overdoses when they occur, yet there is a gap in safe substance use. Some of this gap might be driven by Palo Alto’s high suicide rate, and substance use that is related to underlying mental health conditions. The HRC can facilitate conversations to reduce stigma for mental health and substance use disorders and treatment, and advocate for culturally competent programs in underserved communities with higher risk. I have experience integrating voices of affected communities in local policy development, and interviewing people who use drugs, are unhoused, or those who were incarcerated. The HRC has a unique position to facilitate conversations with underserved and overlooked communities. These structured conversations can result in targeted recommendations to the Board of Supervisors to uplift community ideas and concerns. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I supported Marin County’s Community Needs Assessment, including obtaining data and producing visuals for public-facing reports to meet Public Health Accreditation requirements. As a Palo Alto resident, I participated in the HSNA last year at Safeway! I participated in several rounds of Strategic Planning in Marin County, so have experience with gathering information to support data-driven comprehensive community planning. As former colleagues, I’m also well positioned to support close partnerships with Santa Clara’s Public Health Department to advance HRCs goals. I have been a renter for over 16 years in many rental markets (CA, WA, GA, NC), and have been in positions where I was in unsuitable rental conditions that involved me personally resolving conflicts with the landlord. As a current renter in Palo Alto, I am well positioned to recognize power imbalances between renters and landlords, and advocate for equitable policies to support rights of all Palo Alto residents. If you'd like to provide any additional documents, please upload below. Haylea_Hannah_CV_2025.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Haylea Hannah Link to signature Date Completed 01/25/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 31 Packet Pg. 61 of 711 1 Haylea Hannah, PhD, MSPH 116 Colorado Ave Phone: (919) 332-1074 Palo Alto, CA 94301 E-mail: haylea.hannah@calmhsa.org OVERVIEW PhD-trained Epidemiologist with extensive experience in public health research, epidemiology, and program evaluation, specializing in substance use, policy analysis , and behavioral health epidemiology. My work spans government agencies, academia, and research institutions, where I have led innovative projects, secured federal, state, and local grant funding, and conducted complex epidemiologic analyses. With a strong background in teaching, mentorship, and applied research, I have contributed to public health advancements through interdisciplinary collaborations and data-driven policy and practice recommendations. Key Skills: Epidemiology; policy analysis; mixed methods; quasi-experimental research designs; Academic- Public partnerships EDUCATION School of Public Health, University of Washington, Seattle, WA Aug 2022 Doctor of Philosophy in Epidemiology (Cumulative GPA: 3.93) Dissertation: Enhancing public health and public safety: informing policies to increase access to medications for opioid use disorder treatment in the criminal legal system Rollins School of Public Health, Emory University, Atlanta, GA May 2015 Master of Science in Public Health in Epidemiology (Cumulative GPA: 3.94) Thesis: Socio-demographic and clinical risk factors associated with TB mortality in the United States, 2009 -2013 University of North Carolina at Chapel Hill, Chapel Hill, NC May 2013 Bachelor of Science in Biology, Minor in Chemistry (Cumulative GPA: 3.20) PROFESSIONAL EXPERIENCE California Mental Health Services Authority, Sacramento, CA Jan 2024-Present Senior Epidemiologist • Lead analyses of data from a semi-statewide electronic health record for delivering public behavioral health services using SQL and R • Conduct studies and evaluations to assess how changes in behavioral health policies and initiatives will impact county behavioral health plans using quasi-experimental methods and other advanced statistical models • Lead a team of 3-5 analysts in developing a suite of PowerBI dashboards to share insights with county stakeholders to improve behavioral healthcare delivery and practice • Design and execute a copula-based simulation model and Bayesian hierarchical model to estimate the number of people with clinical need for evidence-based practices that was used by the California Department of Health Care Services to provide official estimates to all county behavioral health plans in California • Design webinars and trainings for county behavioral health plan leaders and staff on data principles and statewide policies Marin County Department of Health and Human Services, San Rafael, CA Senior Department Analyst Sept 2022-Dec 2024 • Coordinated pilots and research projects to test implementation of innovations, including a pilot using wastewater for overdose prevention which received national attention from the CDC and media and was funded by two innovation grant awards I wrote and administered Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 32 Packet Pg. 62 of 711 2 • Supported evidence-based policy and program development, implementation, and evaluation in collaboration with subject matter experts and leadership through leading evidence-based reviews and conducting complex epidemiologic analyses • Built research capacity throughout the Division of Public Health through academic partnerships and supporting development of research projects from inception to publication • Managed substance use and wastewater surveillance programs, including reporting, research, and evaluation of surveillance systems (e.g., conducted an evaluation and implemented a refined protocol for non -fatal opioid overdose 911 call surveillance definition) Department Analyst II/Contractor Apr 2017-Aug 2022 • Managed an Emergency Medical Services-based referral program aimed at identifying and connecting people who experience non-fatal drug overdoses to a telemedicine substance use disorder treatment provider • Evaluated programs and policies by conducting analyses using various statewide data sources (hospital, death records, prescription drug monitoring program) and internal databases (911 call response records) • Managed internal and external geographic data on Coronavirus Disease 2019 cases and vaccine distribution to inform community outreach and equity-based vaccine distribution in 2021-2022 • Provided technical expertise in applying advanced epidemiologic and statistical methods CDC/CSTE Applied Epidemiology Fellow Jul 2015-Apr 2017 • Served as California’s local health department representative at the CDC’s Zika Action Plan Summit • Provided epidemiologic support to community programs, including creating maps using ArcGIS to prioritize areas to implement a pilot to improve housing conditions and routinely presenting substance use surveillance data to a community collaborative (RxSafe Marin, now OD Free Marin) • Conducted a county-wide vaccine beliefs survey among parents of kindergarteners to inform local immunization program outreach in midst of a new statewide vaccination policy (SB277) University of Washington, Seattle, WA Study Coordinator Aug 2019-Feb 2020 • Set agendas and lead meetings for members of a multi-national study team across the United States and South Africa for the Prospective Evaluation of Novel Diagnostics for Tuberculosis (PROVE TB) study • Oversee creation and maintenance of study-related standard operation procedures, consent documents, and informational materials • Coordinate specimen transfers between academic and industry partners to advance the evaluation and development of novel TB diagnostics Research and Teaching Assistant Sept 2017-Aug 2019 • Managed a graduate-level training program to provide students with experience in applied epidemiology through methods training and field assignments at state and local health departments • Organized department-wide communication and speaker materials for the Epidemiology Department seminar series (EPI 583) • Authored National Institute of Health (R21 and R25) and internal grants to advance connections between public health practice agencies and academia National Institute of Justice Fellow in the Social and Behavioral Sciences Feb 2020-Sept 2022 • Designed and conducted a study to evaluate the individual and population -level impact of medications for the treatment of opioid use disorder delivered in county jails in California • Authored and served as Principal Investigator for a National Institute of Justice grant, including study protocols, IRB submissions to California and University of Washington, data requests, and all data collection and analysis related to the project • Led data request process for data requests from multiple California agencies for all arrests, convictions, emergency department visits, hospitalizations and deaths statewide -Conducted in-depth interviews with stakeholders in 26 counties in California to characterize their jail-based medication for opioid use disorder treatment policies • Conducted a quasi-experimental multi-county study using mixed effects modeling to test the impact of jail - based MOUD policies on county-level arrest and public health outcomes. Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 33 Packet Pg. 63 of 711 3 • Led and conducted a qualitative study including semi-structured interviews with 22 individuals who were formerly incarcerated and with a history of substance use in Marin County, California to understand experiences with and perceptions towards jail-based treatment policies Centers for Disease Control and Prevention, SEOIB, DTBE, Atlanta, GA Graduate Research Assistant Oct 2013-May 2015 • Developed a database for the National Surveillance of Severe Adverse Events for LTBI treatment regimens • Conducted a systematic review of the FDA Adverse Event Report System database to assess the reported burden of severe adverse drug reactions due to LTBI treatment • Updated surveillance materials for public dissemination through data cleaning and analysis using SAS 9.4 (Cary, NC) The Aurum Institute, Johannesburg, South Africa CAPRISA Fellow May – Aug 2014 • Co-designed, co-authored, and served as Principal Investigator of a research protocol for a cross -sectional research study to assess women’s knowledge, attitudes, and practices regarding medical male circumcision • Conducted, designed, and authored a research protocol for a retrospective analysis to determine how young men’s perceptions of cultural gender roles, HIV, and gender-based violence relate to sexual risk behaviors • Developed and conducted an evaluation of an electronic appointment system in a medical male circumcision clinic TEACHING EXPERIENCE University of Washington, Seattle, WA Sept 2018-Aug 2022 Teaching Assistant • Developed a global health surveillance module (5 1-hour lectures) and refined course content describing introductory epidemiology methods for a virtual, international course (Introduction to Epidemiology for Global Health) • Lectured about communications, outbreak investigations, data safety, and interviewing for case investigations in a Field Epidemiology course (EPI 594: Field Epidemiology) • Guest lectured annually for graduate courses in Disaster Epidemiology (ENVH 506: Disasters in Public Health) • Developed an interactive lecture about quantitative bias analysis, held office hours, and graded course content (EPI 515: Advanced Epidemiologic Methods) Tutor Sept 2018-Jun 2021 • Tutored PhD and MPH students in epidemiologic methods and introductory biostatistics Dominican University, San Rafael, CA Jan 2016-Present Adjunct Faculty (Jan-May 2016) and Guest Lecturer (Present) • Designed an undergraduate course in Global Health (PH3100): authoring a syllabus, lectures, and assignments • Served as a co-instructor for an undergraduate course in Global Health (PH3100) • Guest lecture for several undergraduate courses in Epidemiology and Public Health Touro University, Vallejo, CA Jun 2016, Sept 2023 Invited guest lecturer in a graduate-level Program Evaluation and Needs Assessment and Health Policy and Management course Emory University, Epidemiology Department, Atlanta, GA Graduate Teaching Assistant for Epidemiologic Methods II (EPI 534) Jan-Apr 2015 • Taught a weekly laboratory session for 26 graduate students on the statistical foundations of epidemiology • Developed and graded course materials in collaboration with a team of 6 graduate students and 3 professors Graduate Teaching Assistant for Case Studies in Infectious Diseases (EPI 540) Aug-Dec 2014 • Provided academic and lecturing assistance to students in RSPH’s largest elective course with around 150 graduate students enrolled ACADEMIC SERVICE University of Washington, Curriculum Development Committee, Seattle, WA Dec 2020-Apr 2022 • Reviewed anti-racism course development plans and syllabi for Epidemiology courses each quarter Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 34 Packet Pg. 64 of 711 4 University of Washington, Exploration Seminar Development, Sendai, Japan Jul-Dec 2019 • Served as a student representative for the School of Public Health for development of a study abroad exploration seminar on the health impacts of the Great East Japan Earthquake as part of a multi -national collaboration with Tohoku University in Sendai, Japan • Completed Tohoku University’s APRU-IRIDeS Summer Program with a focus on working with multi- disciplinary, international stakeholders to develop Disaster Risk Reduction plans • Met with research and educational partners at Tohoku University to discuss opportunities for international collaborations and student research projects University of Washington, Public Health Practice Fellowship Panel, Seattle, WA. Sept 2017-Dec 2019 • Arranged several public health practice fellowship panels for undergraduate and graduate students interested in pursuing careers in applied public health • Routinely meet with students interested in applied epidemiology to provide mentorship Emory University, Student Outbreak and Response Team (SORT), Atlanta, GA Dec 2013-Dec 2014 • Acted as first point-of-contact for partnerships with the CDC Emergency Operations Center, Center for Emergency Preparedness and Response, and the DeKalb County Board of Health • Organized events related to emergency preparedness and outbreak response for the Rollins School of Public Health and the Emory community • Assisted the CDC Emergency Operations Center during outbreak responses by conducting phone interviews, risk assessments, data entry, and data cleaning • Co-wrote and led an interactive tabletop exercise about emergency response to a snowstorm in Atlanta for 40 participants SELECTED FUNDING HISTORY Enhancing Public Health and Public Safety: Informing Policies and Programs to Increase Access to Medications for Opioid Use Disorder Treatment in the Criminal Justice System Principal Investigator: Haylea Hannah; Mentor: Ali Rowhani -Rahbar Role: Principal Investigator [50% FTE] Funding Source: National Institutes of Justice Dissertation Fellowship in the Social and Behavioral Sciences [2019R2-CX-0006] Total Direct Costs: $145,611 Project Date: 01/01/2020-09/15/2022 Goal: Evaluate the individual and population -level impact of medications for the treatment of opioid use disorder delivered in county jails in California WePrOTECT (Wastewater-based Epidemiology for the Prevention of Overdoses through Timely, Evidence-based Community action & Treatment Project Lead: Haylea Hannah Role: Principal Investigator and Project Lead Funding Source: County of Marin Innovation Grant Total Costs: $16,000 Project Date: 02/01/2023-07/31/2023 Goal: Evaluate the utility of wastewater data for overdose prevention and assess perceptions towards wastewater surveillance of high -risk substances among people who use drugs, including if and how they would like information shared Assessment of correlations between levels of substance use disorder treatment medications in wastewater and treatment encount ers in Marin County, California Project Lead: Haylea Hannah Role: Project Lead Funding Source: PHI County Overdose Prevention Network Total Costs: $32,000 Project Date: 07/01/2024-09/15/2024 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 35 Packet Pg. 65 of 711 5 Goal: Evaluate the utility of wastewater monitoring for substance use disorder treatment and prevention by testing banked wastewater samples for medications for opioid use disorder treatment and naloxone and their metabolites and examining their correlations with treatment encounters HONORS AND AWARDS • County of Marin Innovation Grant (2023) • Magnuson Scholarship, University of Washington (2020 -2021) • National Institutes of Justice, Graduate Research Fellowship in the Social and Behavioral Sciences (2019 - 2022) • Exceptional Student Award, Washington State Public Health Association (2019) • Competitively selected to participate in Yale University’s Innovation to Impact program (2021) • Honorable Mention for Outstanding Student or Post -Degree Abstract at the International Society of Disease Surveillance 2019 Annual Conference (2019) • Top Scholar Award at the University of Washington (2017 -2018) • Outstanding Team of the Quarter from the Marin County Department of Health and Human Services (2017) • Finalist - APHA Aging and Public Health Section’s James G. Zimmer New Investigator Research Award (2016) • Phi Chapter of the Delta Omega Honorary Society (2015) • CAPRISA Fellowship (2014) • Lettie P. Whitehead Scholarship at Emory University (2014, 2015) • Selected as a participant for the Clinic on the Meaningful Modeling of Epidemiologic Data (2015) • Honors Commendation in Biology at the University of North Carolina at Chapel Hill (2013) MEDIA CBS News Bay Area, The Washington Post, KQED, SF Standard, Drug Topics Magazine, GovTech, University of Washington School of Public Health ACADEMIC PUBLICATIONS Haylea Hannah, Lee Ann Prebil, Catherine Condon, Jeffrey DeVido, Fay Zenoff, Matthew Willis. Correlations between wastewater levels of naloxone and medications for substance use disorder treatment with treatment encounters and overdoses – Marin County, California, USA March 2023 -June 2024. Public Health, Volume 246, 2025, 105823, ISSN 0033-3506, https://doi.org/10.1016/j.puhe.2025.105823. Haylea Hannah, Sophie Zhu, Zerleen S. Quader, Souci Louis, Priyanka Thatipamala, Lee Ann Prebil, Megan Bias, Carly Adams, Heather E. Reese, Jessica Ricaldi, Scott Santibañez, Jonathan Yoder, Jean Ko, Alana Vivolo -Kantor, Matthew Willis. The Potential Role of Wastewater Surveillance Signals and Overdose Alerts for Opioid Overdose Prevention in Marin County, California, February 2023–June 2024. Submitted to Water Research. Ali Rowhani-Rahbar and Haylea Hannah (2024, January 30). Epidemiological criminology. In Oxford Research Encyclopedia of Criminology and Criminal Justice. doi: https://doi.org/10.1093/acrefore/9780190264079.013.847 Haylea Hannah, Danielle Russell, Caleb J. Banta-Green, Matthew Willis, Janet Baseman, Ali Rowhani-Rahbar. "You're not treated like a person, you're a number": Experiences with stigma and service preferences among people with an opioid use disorder who were incarcerated in Marin County, California. Journal of Substance Use & Addiction Treatment. In Process. Jasmine Soriano, Lee Ann Prebil, Haylea Hannah, Pooja Mhatre, Lisa Santora, Matthew Willis. Life Expectancy and Causes of Premature Death by Subgroup for Commu nity-Based Action in Marin County, California, 2017 -2021. 29 December 2023. Cureus 15(12): e51300. 10.7759/cureus.51300 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 36 Packet Pg. 66 of 711 6 Jasmine Soriano, Haylea Hannah, Karina Arambula, Tyler Evans, Rochelle Ereman, Matthew Willis COVID-19 Vaccine Perceptions Survey for Real-Time Vaccine Outreach in Marin County, California. 23 March 2023. Cureus 15(3): e36583. doi:10.7759/cureus.36583 Allyson O’Connor and Haylea Hannah*, Elisabeth Burnor, Kai Fukutaki, Troy Peterson, Dustin W. Ballard, Rochelle Ereman, Matthew Willis, Orvalho Augusto, Bradley H. Wagenaar. Emergency Medical Service Utilization and Response Following COVID-19 Emergency and Stay-at-Home Policies: An Interrupted Time-Series Analysis. Cureus 2021 Nov. 13(11): e19794. doi:10.7759/cureus.19794. *Shared first authorship Haylea Hannah, Audrey Brezak, Audrey Hu, Simbarashe Chiwanda, Tsitsi Juru, Maayan Simckes, Mufuta Tshimanga, Gerald Shambira, Joseph Mberikunashe, Notion Gombe, Janet Baseman. A Framework for Conducting International Field-based Surveillance System Evaluations. SAGE Research Methods Cases: Medicine & Health. 2020. SAGE Publications Ltd: London. Online ISBN: 9781529741018. doi: https://dx.doi.org/10.4135/9781529741018 Haylea Hannah, Audrey Brezak, Audrey Hu, Simbarashe Chiwanda, Maayan Simckes, Debra Revere, Gerald Shambira, Mufuta Tshimanga, Joseph Mberikunashe, Tsitsi Juru, Notion Gombe, Danuta Kasprzyk, Daniel Montano, Janet Baseman. Field-based Evaluation of Malaria Outbreak Detection and Response in Mudzi and Goromonzi Districts, Zimbabwe – 2017. Glob Public Health. 2019 Dec;14(12):1898-1910. doi: 10.1080/17441692.2019.1642367. Epub 2019 Jul 15. PubMed PMID: 31303135. Paul K Drain, Jennifer Gardiner, Haylea Hannah, Tobias Broger, Keertan Dheda, Katherine Fielding, Gerhard Walzl, Myrsini Kaforou, Claudia M. Denkinger, Katharina Kranzer, Simone A. Joosten, and Samuel Schumacher. Guidance for Studies Evaluating the Accuracy of Biomarker-based Non-sputum Tests to Diagnose Tuberculosis. J Infect Dis. 2019 Oct 8;220(Supplement_3):S108 -S115. doi: 10.1093/infdis/jiz356. PubMed PMID: 31593598. Stephanie Mathews, Haylea Hannah, Hillary Samagaio, Camille Martin, Eleanor Rodriguez -Rassi, and Ann Matthysse. Glycoside Hydrolase Genes are Required for Virulence of Agrobacterium tumefaciens on Bryophyllum daigremontiana and Tomato. Appl Environ Microbiol. 2019 Aug 1;85(15). doi: 10.1128/AEM.00603 -19. Print 2019 Aug 1. PubMed PMID: 31126942; PubMed Central PMCID: PMC6643255. Haylea Hannah, Roque Miramontes, and Neel R. Gandhi. Socio -demographic and clinical risk factors associated with TB mortality in the United States, 2009-2013. Public Health Reports. 2017; 132(3): 366-375. Haylea Hannah, Karina Arambula, Rochelle Ereman, Darrell Harris, Alexandra Torres, Matthew Willis. Using Local Toxicology Data for Drug Overdose Mortality Surveillance. Online Journal of Public Health Informatics. 2017; 9(1): e143. SELECTED CONFERENCE AND SYMPOSIA PRESENTATIONS Kiley Doherty*, Haylea Hannah, Lee Ann Prebil. Evolving Relationship between Wastewater Levels of SARs -CoV-2 and COVID-19 Hospitalizations in Marin County, California. Oral Presentation. CSTE 2024 Annual Conference, June 9-13, 2024. Pittsburgh, PA *Served as scientific mentor on the p roject Haylea Hannah, Lee Ann Prebil, Priyanka Thatipamala, Alex Buben, Ou Suk Kwon, Anita Renzetti, Matthew Willis . Wastewater-Based Epidemiology for Preventing Overdoses through Timely, Evidence -Based Community Action and Treatment: A Pilot & Feasibility Project. Oral Presentation. CSTE 2024 Annual Conference, June 9 -13, 2024, Pittsburgh, PA. Haylea Hannah, Ou Suk Andrew Kwon, Lee Ann Prebil, Troy Peterson, Dustin Ballard, Jocelyn Chung, Kiley Doherty, Matthew Willis. Enhancing nonfatal overdose surveillance using Emergency Medical Services records: A comparison of 2022 CSTE guidance and a local probabilisti c algorithm. CSTE 2024 Annual Conference, June 9-13, 2024, Pittsburgh, PA. Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 37 Packet Pg. 67 of 711 7 Haylea Hannah, Danielle Russell, Caleb J. Banta-Green, Jacqueline van Wormer, Janet Baseman, Matthew Willis, Ali Rowhani-Rahbar. "You're not treated like a person, you're a number": Experiences with stigma and policy preferences among people with an opioid use disorder who were incarcerated. Oral Presentation. American Public Health Association 2022 Conference. November 6 -9, 2022. Boston, MA. Haylea Hannah, Pooja Mhatre, LeeAnn Prebil, Bethany Dominik, Maura Nakahata, Alana McGrath, Dana Armanino, Jasmine Soriano, Karina Arambula, Tracy Lam -Hine, Ou Suk Andrew Kwon, Lisa Santora, Matthew Willis, Rochelle Ereman. Surveillance infrastructure and epidemiologic capacity building among Epidemiologists during a pandemic in Marin County, California. CSTE 2022 Annual Conference. Poster. Virtual. June 19 -23, 2022. Tracy Lam-Hine*, Haylea Hannah, Rose Kantor, Sasha Harris -Lovett, Rochelle Ereman, Matthew Willis, and Kara Nelson. Confirmed COVID-19 case counts increase with increasing SARS-CoV-2 wastewater concentrations: a meta-analysis from community wastewater surveillance in Marin County, CA. APHA 2021 Annual Conference. Poster. Virtual. October 23 -27, 2021. *Served as scientific mentor on the project COVID-19 Vaccine Hesitancy Differs by Racial and Ethnic Subgroups in Marin County, California . Jasmine Soriano, Karina Arambula, Haylea Hannah, Rochelle Ereman, Matthew Willis, and Tyler Evans. APHA 2021 Annual Conference. Poster. Virtual. October 23 -27, 2021. Tracy Lam-Hine*, Haylea Hannah, Rose Kantor, Sasha Harris -Lovett, Rochelle Ereman, Matthew Willis, and Kara Nelson. Association between trends in community COVID-19 wastewater surveillance and confirmed cases in Marin County, CA. CSTE 2021 Annual Conference. Virtual. June 13 -17, 2021. *Served as scientific mentor on the project Haylea Hannah and Ali Rowhani-Rahbar. Exposure to direct victimization or witnessed violence and development of alcohol and drug dependence among adolescents adjudicated for serious offenses. APHA 2020 Annual Conference. Oral. Virtual. October 24-28, 2020. Karina Arambula, Haylea Hannah, Andrew Patton, Bethany Dominik, Matthew Willis, and Rochelle Ereman. Characteristics of Emergency Medical Services Suspect Overdose Responses Associated with Opioids, Methamphetamine, Alcohol, or Polysubstances in Marin County, California. APHA 2020 Annual Conference. Poster. Virtual. October 24-28, 2020 Tracy Lam-Hine*, Haylea Hannah, Karina Arambula, Rochelle Ereman, Roger Fielding, and Matthew Willis. Linking Toxicology Reports with Death Certificates to Improve Drug Overdose Mortality Surveillance. APHA 2020 Annual Conference. Poster. Virtual. October 24 -28, 2020 *Served as the student’s primary mentor Haylea Hannah, Alana McGrath, Troy Peterson, Karina Arambula, Dustin Ballard, Rochelle Ereman, and Matthew Willis. Utilization of Emergency Medical Services during an Extended Public Safety Power Shutoff in Marin County, California - October 27-29, 2019. APHA 2020 Annual Conference. Oral. Virtual. October 24-28, 2020. Alana McGrath, Haylea Hannah, Karina Arambula, Bethany Dominik, Matthew Willis, and Rochelle Ereman. Assessing the Impact of a Public Safety Power Shutoff on Emergency Department Visits in Marin County, California. APHA 2020 Annual Conference. Poster. Virtual. October 24 -28, 2020. Haylea Hannah, Ross Matsueda, Ali Rowhani-Rahbar. Applying Directed Acyclic Graphs (DAGs) to Analytic Criminology: A Framework for Causal Inference. SER 2020 Annual Conference. Boston, MA. December 15 -18, 2020. Karina Arambula. Haylea Hannah, Andrew Patton, Jeffrey DeVido, Matthew Willis, Rochelle Ereman . Preventing the Next Overdose: An Emergency Medical Services -Based Non-Fatal Opioid Overdose Surveillance and Telephone Outreach Pilot Program. CSTE 2019 Annual Conference. Raleigh, NC. June 2 -6, 2019. Oral. Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 38 Packet Pg. 68 of 711 8 Haylea Hannah, Karina Arambula, Andrew Patton, Jeffrey DeVido, Matthew Willis, Rochelle Ereman. Cost- Effectiveness of Offering Treatment to Non-Fatal Opioid Overdoses Encountered by Emergency Medical Services in Marin County, California. CSTE 2019 Annual Conference. Raleigh, NC. June 2 -6, 2019. Lightening (Oral). Haylea Hannah, Bradley G. Wagner, Stewart Change, Paul K. Drain. Optimizing Diagnostic Algorithms for Tuberculosis Integrated with HIV Testing in South Africa: A Mathematical Modeling Analysis. Institute for Disease Modeling 2019 Symposium. April 15-17, 2019. Oral. Haylea Hannah, Bradley G. Wagner, Stewart Change, Paul K. Drain. Optimizing Diagnostic Algorithms for Active Pulmonary Tuberculosis in HIV Clinics. CROI 2019 Annual Conference. March 4 -7, 2019. Poster. Haylea Hannah, Audrey Brezak, Audrey Hu, Simbarashe Chiwanda, Maayan Simckes, Debra Revere, Gerald Shambira, Mufuta Tshimanga, Joseph Mberikunashe, Tsitsi Juru, Notion Gombe, Danuta Kasprzyk, Daniel Montano, Janet Baseman. Field-based Evaluation of Malaria Outbreak Detection and Response in Mudzi and Goromonzi Districts, Zimbabwe, 2017. ISDS 2019 Annual Conference. January 30 -February 1, 2019. Poster. Honorable Mention for Outstanding Student or Post- Degree Abstract Andrew Patton, Rochelle Ereman, Matt Willis, Haylea Hannah, Karina Arambula. Development of Text-Based Algorithm for Opioid Overdose Identification in EMS Data. ISDS 2019 Annual Conference. January 30 -February 1, 2019. Oral. Haylea Hannah, Carmen R. Nevarez, Amy Max, Matthew Willis, Karina Arambula, Rochelle Ereman. Tackling an Epidemic: Evidence of the Coalition Approach to Opioid Safety. APHA 2018. November 10 -14, 2018. Oral. Haylea Hannah, Karina Arambula, Jessica Cunningham-Krahl, Rochelle Ereman, Matthew Willis. Opioid and Benzodiazepine Prescribing Patterns and Presence in Fatal Drug Overdoses − Marin County, California, 2012-2015. CSTE 2017 Annual Conference. June 4-8, 2017. Poster. Haylea Hannah, Danielle Hiser, Jessica Cunningham-Krahl, Karina Arambula, Rochelle Ereman, Matthew Willis. A Comparison of Vaccine Beliefs between English and Spanish -speaking Parents of Kindergarteners – Marin County, California, 2016. CSTE Annual Conference. June 4 -8, 2017. Oral. Haylea Hannah, Danielle Hiser, Jessica Cunningham-Krahl, Karina Arambula, Rochelle Ereman, Matthew Willis. Perceptions towards California’s Elimination of Personal Belief Exemptions in a Community with High Personal Belief Exemption Rates – Marin County, California, 2015-2017. CSTE 2017 Annual Conference. June 4 -8, 2017. Oral. Jessica Cunningham-Krahl, Haylea Hannah, Karina Arambula, Matthew Willis, Rochelle Ereman. Utilization of a Real-time, Data Visualization Tool to Inform service provision in a local health and human services clinic. California Conference of Local Health Data Managers and Epidemiologists 2017 Annu al Conference. Oral. Haylea Hannah, Danielle Hiser, Jessica Cunningham-Krahl, Karina Arambula, Rochelle Ereman, Matthew Willis. Vaccine Behaviors and Lessons Learned from a Survey of Spanish -Speaking Parents of Kindergartners – Marin County, California, 2016. California Immunization Coalition 2017. April 3 -4, 2017. Oral. Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 39 Packet Pg. 69 of 711 9 Haylea Hannah, Karina Arambula, Jessica Cunningham-Krahl, Rochelle Ereman, Matthew Willis. Practices among Primary Care Providers Prescribing Opioids for Chronic Non -Cancer Pain – Marin County, CA, 2015. CSTE 2016 Annual Conference. June 19 -22, 2016. Oral. Haylea Hannah, Karina Arambula, Jessica Cunningham-Krahl, Rochelle Ereman, Matthew Willis. An Evaluation of Drug Poisoning Mortality Surveillance – Marin County, CA, 2007-2013. CSTE 2016 Annual Conference. June 19 -22, 2016. Poster. Haylea Hannah, Angela Chu, Amy Dietz, Rochelle Ereman, Jessica Cunningham -Krahl, Karina Arambula, Matthew Willis. Food insecurity among older adults living at or below versus above the Elder Economic Security Index – results from a community survey in Marin County, CA. APHA 2016 Annual Meeting. Oct 29-Nov 2, 2016. Oral. Finalist for the James G. Zimmer New Investigator Research Award. Haylea Hannah. Zika Action Plan Summit: The Local Perspective. California Coalition of Local Health Officers Semi-Annual Meeting, Spring 2016. Oral. Maureen De Nieva, Karina Arambula, and Haylea Hannah (Co-Presenters). Using Local data to Mobilize a Community to Address Prescription Drug Abuse – Marin County, California. Health and Human Services Bay Area Open DataFest III. February 12, 2015. Oral. Haylea Hannah, Refilwe Mophosho, Michelle Leisner, Laura Podewils, Salome Charalambous, Mpho Maraisane, Candice M. Chetty-Makkan. Knowledge and perception assessment of gender -based violence and cultural roles on sexual risk behaviours among South African youth. 7 th Annual South African HIV/AIDS Conference. June 9 -12, 2015. Poster. Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 40 Packet Pg. 70 of 711 Human Relations Commission Application Submitted on 21 February 2025, 5:17pm Receipt number 48 Related form version 12 Name Jonake Bose Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for? (Partial Term expiring October 31, 2025) Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Community Group Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Applying for partial term ending 10/31/2026 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 41 Packet Pg. 71 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Independent College Consultant Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I have been an independent college counselor (paid and probono practice) since 2020. My college counseling website is www.jonakebose.com I am a professional member of the IECA (College Counseling prof. organization) I received my College Counseling Certificate from UC Berkeley in 2020 I was the Executive Director and served on the Board of Dream Catchers 2018-2020 I received my MA in International Relations & Economics from U of S. Carolina Served on Site Council for Ohlone Elementary, JLS Middle School, Palo Alto High School For additional information related to my professional career in banking please view my LinkedIn profile: www.linkedin.com/in/jonakebose/ Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I was the Board member on Youth Community Service 2014-2016 Board member and Finance Comm. Chair for Sage - Education travel organization Vestry member St. Marks - 2 terms - most recent term started in 2024 Board member of Woodstock School - Oldest international residential school in the Himalayas - since 2020. Chair of Audit and Advancement committee Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? Having come to the US on a full scholarship and benefited tremendously from that opportunity, I have always volunteered striving to pay it forward to those who are marginalized and don't have access to the resources many in this community do. As the executive director of a small non-profit serving low income middle school students in Palo Alto, I realized that many in this community are not aware that there are people living among us struggling to make ends meet. I would like to serve in a way so as to bring more equity to this disenfranchised group and increase awareness among Palo Alto residents so that we listen and learn from each other. I believe my experience working closely with this marginalized community has increased my awareness and understanding which will allow me to contribute positively to the work of this commission. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. There are two issues that I believe came up before HRC that are interest to me: 1. Providing assistance to support the unhoused community members - (RV dwellers, those living in the cars).. I have learned about this as I have engaged through our church with Life Moves and Hotel de Zink. I have had a chance to see how hard working these people are and would like to support them in finding more stability and ways for them to connect with the community they work in. 2. The other issue that is close to me is mental health issues affecting the youth in our community. With the increased proliferation of screen usage, there is a lot more anxiety and loneliness among our youth. I believe the HRC could work on recommendations to support our youth in ways they can connect with each other and have a sense of belonging within the community thereby feeling less lonely and less anxious. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the I do not have specific goals that I would like to see the HRC achieve, but I would like to actively support the goals the committee has put forward Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 42 Packet Pg. 72 of 711 process?making sure we are listening to all stakeholder voices and being as inclusive as possible. Residents should feel safe and know that their voices are heard. There might be new issues that surface given the current political climate. It is important that we listen as issues arise and adapt accordingly if necessary. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2020) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I do not have any particular experience with any of the above mentioned documents. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Ms. Jonake Bose Link to signature Date Completed 02/21/2025 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 43 Packet Pg. 73 of 711 Human Relations Commission Application Submitted on 15 February 2026, 12:47pm Receipt number 76 Related form version 16 Name Raizel Rosenberg Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 44 Packet Pg. 74 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Manager, NPI Engineering Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Manager, NPI Engineering at Veev by Lennar – Lead engineering team in launching new prefabricated housing models. Relief Engineer & Educator, World Ocean School (nonprofit) – Served as relief engineer, medical officer, and deckhand/educator. Technical Program Manager, Tesla – Directed new product introduction (NPI) programs; led launches involving 70+ coordinated parts and managed 200+ change actions across Interiors, Low/High Voltage Distribution, and Electronics systems. B.S. Mechanical Engineering – Dean’s List; Honors Mechanical Engineering Fraternity Pi Tau Sigma Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. World Ocean School (3 months) – Volunteer relief engineer, medical officer, deckhand/educator; supported STEM education, community values, and first aid/mental health for at-risk youth, new immigrants, and students from over 9 countries; fluent in Spanish. Community Cornerstone Kitchen - Weekly service sorting donations, organizing community dinners, leading holiday drive (100+ gifts for families); designed logos for easier distribution and provided English–Spanish translation. Second Harvest (2 years) - Ongoing volunteer with food distribution and packaging; assisted with donation sorting and community events addressing food insecurity. SF Parks Alliance (last year) – Hands-on trail maintenance and public space improvements, supporting environmental stewardship and community access to outdoor areas. ReHomed, NC (prev. summers) – Assisted with housing rehabilitation and placement for underserved families; supported repairs, logistics, and client outreach for stable housing. HSSV foster Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I am interested in serving on the HRC to advance conversations around technology safety and its impact on mental health and well-being. I am passionate about partnering with HRC collaborators such as Palo Alto libraries to host community education on technology safety, mental health, and responsible AI use. As a Spanish speaker, I can help fill a gap the Commission has faced, particularly in childcare and “know your rights” sessions. Being of Mexican-American heritage, culturally Jewish and Christian leaning gives me a unique perspective on inclusion and representation. Through service with World Ocean School, Community Cornerstone Kitchen, Second Harvest, SF Parks Alliance, HSSV, and ReHomed, I’ve gained insight into the realities of nonprofit partners. In my current role, I have seen the challenges that will grow as affordable housing funds decline. I want to support the Commission as a strong advocate for residents' well being using my technical expertise and varied experience. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. Having kept up with the 2025 and 2026 HRC meetings and agendas, I am particularly interested in the Commission’s recent listening sessions on childcare access and alternative pathways to homeownership for tenants and communities that might otherwise not have a clear route. As with many of the Commission’s listening sessions, it was clear these need to remain ongoing discussions. In the homeownership session, it was noted that with affordable housing funds set to decline over the next two years, there is an opportunity to Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 45 Packet Pg. 75 of 711 partner with the Planning and Transportation Commission on joint education sessions. These could highlight innovative pathways to affordable homeownership and explore how childcare spaces—such as those at Cubberly—can be better integrated into community planning. I am also especially interested in the RV Dwellers Subcommittee’s work and contributing to expanding safe parking options, which directly supports some of our most vulnerable community members. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? If appointed, I'd love to see the Commission achieve its goal of hosting a City LGBT+ Pride event, building on the new sponsorship process of the Commission and support from the City event staff. Pride is highly valued by our youth and strengthens our community’s commitment to inclusion. I would also like to host a community education session with the Palo Alto libraries and other stakeholders on technology safety, responsible AI use, and their connection to both mental health and well-being. Beyond these, I am committed to advancing the Commission’s work on childcare access and alternative paths to homeownership with the PTC. I'd also contribute to the RV Dwellers Subcommittee’s efforts in expanding safe parking, and strengthening outreach by serving as a Spanish-speaking commissioner where language access is essential. I would help the Commission achieve these goals through collaborative partnerships and hands-on community engagement using my technical and nonprofit experience. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I do not have prior experience working directly with these documents. However, I have reviewed their purpose and relevance: Human Services Needs Assessment: A citywide study identifying top community needs- such as affordable housing and service improvements for folks with disabilities—as well as barriers like cost, access, and transportation. Municipal Code 9.72 (Mandatory Response Program): A local law requiring landlords and tenants to participate in mediation for rental housing disputes, with protections against retaliation and required notices of tenant rights. (I am aware one of HRC's key partners is the Palo Alto Mediation Program. As a renter in Palo Alto, I experience firsthand the importance of policies and services that promote housing stability and community well-being.) Community Services Element of the Comprehensive Plan: A long-range planning framework guiding how the City delivers parks, recreation, libraries, childcare, and human services to ensure equity and access. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Raizel Rosenberg Link to signature Date Completed 02/15/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 46 Packet Pg. 76 of 711 Human Relations Commission Application Submitted on 18 February 2026, 11:43pm Receipt number 80 Related form version 16 Name Raymond Goins Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo alto Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 47 Packet Pg. 77 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Community Health Worker III Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I am a community health worker for BAY AREA COMMUNITY HEALTH, who is the program coordinator for a Grant which we have with the County of Santa Clara County in Partnership with Public Health. In my role I work specifically with the incarcerated population in receiving Hep C treatment, as well as other resources to help with their reintegration back into society, so their health outcome helps them and the community they will return too. I attended De Anza College in which I received a Certificate in Leadership and Social Change, and was awarded Recognition as being a Leader in my class for the work I did outside of it to bring change in the community. I also have an unique lived experience in which I use to advocate to assist those in the community that often feel as if they are voiceless, and try to use that education through my lived experience to bring humanity back to those often left behind. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. My involvement in Community Activities include volunteering in several areas around social Justice reform, Advocacy for the un-housed, as well as Advocacy for Healthcare for the marginalized population here in Santa Clara County. I have worked on the Campaign for Measure A which was passed, As well in my role as in the NAAACP worked on a campaign to get a raciest mural covered in the Palo Alto Court House. I have wrote several articles that where published by Silicon Valley DeBug in regards issues around reentry, the death penalty , as well as Juvinile Justice. I have worked with the Coalition for Justice and Acountability to advocate against the Santa Clara County Sheriff Department to stop them from a county wide deployment of tasers, which we where successful at doing. I am on the Executive Committee of Afro Upris which is the Black Santa Clara County Dem club, and have passed resolutions for equity within the party. Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I am interested in serving on the Human Relations Commission because I believe in bringing change that will help others live a life they can thrive in. I believe in the power of people, and its my lived experience of going through the school to prison pipeline, spending decades in an oppressive environment where content reminders of dehumanization where actions that where felt physically, mentally, and emotionally on a daily basis. That allows me to have a perspective of what inequality feels like that I don't want nobody else too feel. I have experienced homelessness, and have been fortunate enough to lift myself out of such state with the support of others. It is that support that I want to bring into my role on the Human Rights Commission, to be a voice for those who didn't know that their voice held power to bring change for a better community for all. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. One recent issue that stood out to me is the Commission’s discussion of homelessness and RV dwellers as a housing and economic‑justice concern, not just a parking problem. I was especially struck by the acknowledgment of large clusters of RVs in specific neighborhoods and the need for outreach and services to the people living in them. For me, those RVs are a visible sign of a deeper moral failure in a city shaped by extreme wealth, where billionaire compounds and tech fortunes exist alongside families who must live in vehicles to stay near their work and schools. I am interested in this issue because I believe those who profit most from our local economy should be required to contribute more through targeted taxes or similar mechanisms to fund deeply affordable housing, safe RV programs, and supportive services so that every resident, regardless of income, has a real chance at Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 48 Packet Pg. 78 of 711 stability and dignity. 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? One recent issue that stood out to me is the Commission’s discussion of homelessness and RV dwellers as a housing and economic‑justice concern, not just a parking problem. I was especially struck by the acknowledgment of large clusters of RVs in specific neighborhoods and the need for outreach and services to the people living in them. For me, those RVs are a visible sign of a deeper moral failure in a city shaped by extreme wealth, where billionaire compounds and tech fortunes exist alongside families who must live in vehicles to stay near their work and schools. I am interested in this issue because I believe those who profit most from our local economy should be required to contribute more through targeted taxes or similar mechanisms to fund deeply affordable housing, safe RV programs, and supportive services so that every resident, regardless of income, has a real chance at stability and dignity. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I do not have the experience, but I am a quick learner If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Raymond Goins Link to signature Date Completed 02/18/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 49 Packet Pg. 79 of 711 Human Relations Commission Application Submitted on 16 February 2026, 3:55pm Receipt number 77 Related form version 16 Name Rona Hu Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Human Relations Commission? Other: Rowena Chiu Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 50 Packet Pg. 80 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Psychiatrist and Stanford Professor Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. MD 1990 UCSF Psychiatry residency 1990-1994 UCSF Postdoctoral Fellow National institutes of Health 1994-1998 Lieutenant Commander US Public Health Service 1994-1998 Stanford Department of Psychiatry 1998-ongoing (Clinical professor since 2019) Associate Dean, Stanford University School of Medicine 2020-2022 Licensed Medical Board of California 1992 ongoing Diplomate National Board of Medical Examiners 1991 Board certification, American Board of Psychiatry and Neurology 1995- ongoing American College of Psychiatrists 2022- ongoing American Psychiatric Association 1991- ongoing Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. APA: Council on Research 1991-1994 National Minority Mentors Network 1998- ongoing APA Kun-Po Soo Award 2021 Stanford department of psychiatry Community Engagement award 2017 Stanford University Asian American Faculty Award 2017 Nominee, Santa Clara County Behavioral Health Conmunity Hero 2017 Northern California Psychiatric Society: council member 2012-2015, ongoing roles as Awards Committee Chair, Ethics committee member and Asian American Committee member Founder and Director: Stanford CHIPAO (Communication Health Interactives for Parents of Adolescents and Others) 2016- ongoing NCPS Exemplary Community Service Award 2023 for helping the Half Moon Bay mass shooting victims Half Moon Bay city council award 2024 Personal and Job Experience 1. Why are you interested in serving on the Human Relations Commission and what experience would you bring to the position? I’m interested in HRC both personally and professionally. I joined Stanford as full time faculty in 1998 and moved from campus to Palo Alto in 2005 when my daughter was 3. Her whole life has been here, and she attended PAUSD schools including Paly. My husband has worked as a teachers aide for special needs students at Cubberley and Gunn, and he and I both volunteered for Duveneck and Paly, including chaperoning the choir in Italy when they sang at the Vatican. The entire family danced the Nutcracker for years at Dance Connection and sold Girl Scout cookies up until the pandemic. This is our community and our home. On a professional level, I have cared for tens of thousands of patients in the hospital and clinic, many struggling with suicidal thoughts and behavior. Young, old, marginally housed or affluent, immigrant families or otherwise marginalized: our community includes many who need help. I’m privileged to help directly with people 1:1 every day, but I’d also like to do more. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. Archived video meetings are available from the Midpen Media Center. The ongoing crisis in mental health: I watched the February meeting on video and I’m impressed with the commitment to do something. The meeting mentioned my longtime friends and colleague Dr. Shashank Joshi but when I asked if he’d apply for this role he declined and urged me to. Although I’m not a child psychiatrist I have been recognized internationally for my work helping parents to understand and communicate better with their children. I see mental health as a multifactorial issue, not zero sum, that includes and interfaces with many other issues. Application Questions 2 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 51 Packet Pg. 81 of 711 3. If you are appointed, what specific goals would you like to see the Human Relations Commission achieve, and how would you help in the process? I have more than one issue I’d like to help with and I think one way I can help is by listening. Obviously mental health is my top priority but helping this will benefit from a host of solutions, including means restriction (NCPS was crucial in the Golden Gate Bridge suicide barrier), bullying prevention, support for marginalized youth including LGBTQ, addressing school stressors, housing, media and social media use, healthcare and human rights in general. I’ve tried to do as much as I can as a psychiatrist, educator and parent, but I hope to help in additional ways as a member of the commission. 4. Human Relations Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Human Services Needs Assessment (2024) Muni Code 9.72 – Mandatory Response Program Community Services Element of the Comprehensive Plan (2017) I have not yet worked with these documents but I pledge to do so. I understand this application is due in 2 days so I’m prioritizing “done is better than perfect”! But yes, if chosen I agree to read these documents before starting on the commission. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Rona Hu Link to signature Date Completed 02/16/2026 3 of 3 Item 2 Attachment B - HRC Applications - Redacted Item 2: Staff Report Pg. 52 Packet Pg. 82 of 711 Planning & Transportation Commission Application Submitted on 17 February 2026, 2:52pm Receipt number 92 Related form version 18 Name Bobi Adle Cell Phone Number 3232537495 Home Phone Number Email Address muranowine@mac.com Are you a Palo Alto resident?Yes Address 291 Carolina lane City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Other: I have applied a few times Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 53 Packet Pg. 83 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Director Of Operations Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Project Management training; Certified Sommelier (Court of Master Sommeliers); CPR Certified; former Investment Banker with experience in financial analysis and risk assessment. Multi-Unit Regional Leader, Compass Group (Mountain View, CA, 2019– 2025): Full P&L oversight across multiple accounts; budgeting, forecasting, compliance, contract support, and executive-level stakeholder engagement. Area Manager, Bon Appétit @ Google (Palo Alto, CA, 2014–2019): Managed 10 locations; oversaw operations, regulatory compliance, staffing, and cost controls. General Manager, Wayfare Tavern (San Francisco) and Manresa (Los Gatos): Led financial performance, operational compliance, and long-term business planning. 20+ years leading complex, multi-site operations with financial, regulatory, and strategic oversight experience. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Architectural Review Board Member, (Current): Review residential improvement proposals for consistency with neighborhood standards and community character; evaluate design, scale, and compliance considerations. PTA Member (Current): Support school initiatives, fundraising, and parent engagement activities. Little League Coach (past): Volunteer youth coach focused on mentorship, teamwork, and community building. Community Volunteer (Ongoing): Participate in local events and service initiatives supporting neighborhood engagement and youth development. Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I am interested in serving on the Planning & Transportation Commission because land use and transportation decisions shape Palo Alto’s long-term vitality, fiscal health, and quality of life. As the City addresses housing mandates, mobility improvements, and neighborhood preservation, balanced, data-driven decision-making is critical. I bring over 20 years of executive leadership experience with full P&L oversight, budgeting, forecasting, regulatory compliance, and contract analysis. As a Multi-Unit Regional Leader for Compass Group and former Area Manager for Bon Appétit @ Google in Palo Alto, I managed complex operations requiring stakeholder engagement and long-term planning. I also serve on my neighborhood’s Architectural Review Board, reviewing projects for design consistency and compliance. I would bring disciplined analysis, independence, and a commitment to thoughtful public process. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. A recent issue before the Commission is the review of the proposed bike and pedestrian transportation improvements and connectivity projects in south Palo Alto, including options for bicycle/pedestrian tunnels across the Caltrain corridor and safety enhancements for multimodal travel. The Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 54 Packet Pg. 84 of 711 Commission discussed multiple alternatives, separated tunnel crossings and improved bike/pedestrian facilities, balancing safety, right-of-way constraints, investment priorities, and neighborhood impacts before moving the project forward for staff refinement and future council decisions. I am interested in this issue because enhancing safe, accessible transportation options is essential for a more equitable, sustainable, and healthy community. Decisions like this require careful analysis of mobility needs, fiscal impacts, land use implications, and community feedback, all areas where I can contribute through disciplined evaluation and stakeholder engagement. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? If appointed, I would like the Commission to focus on achieving balanced, data-driven outcomes in housing, transportation, and neighborhood preservation. Key goals include supporting sustainable housing development that aligns with infrastructure capacity, enhancing safe and equitable multimodal transportation options, and ensuring that land use decisions respect community character while meeting state requirements. I would contribute by applying my experience in financial analysis, regulatory compliance, and multi-stakeholder decision-making, and by bringing a disciplined, methodical approach to reviewing proposals, evaluating long- term impacts, and engaging with community input to support transparent, well-informed recommendations to the City Council. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) While I have not formally worked with all of these Palo Alto planning documents, my professional experience has provided extensive exposure to regulatory frameworks, policy review, and compliance standards. As a Multi- Unit Regional Leader and Area Manager in Palo Alto, I regularly reviewed contracts, operational guidelines, and compliance requirements, evaluating proposals for financial, operational, and regulatory impacts. Additionally, my service on my neighborhood Architectural Review Board involves reviewing development and design proposals for consistency with local standards, community character, and code compliance. These experiences have prepared me to analyze planning documents, evaluate land use proposals, and make informed recommendations aligned with city policies and goals. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Bobi Adle Link to signature Date Completed 02/17/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 55 Packet Pg. 85 of 711 Planning & Transportation Commission Application Submitted on 18 February 2026, 10:49pm Receipt number 84 Related form version 18 Name Bryna Chang Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Other: I am a current PTC commissioner reapplying for a second term Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 56 Packet Pg. 86 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Retired Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. MBA 2003, Stanford Graduate School of Business, Stanford University BS Biology, 1997, Stanford University I have strong skills in strategy, operations, and teamwork. Most recently, I lectured at the Stanford Graduate School of Business on “Innovation and Problem Solving” and “Critical Analytical Thinking.” Prior to that, I ran the MBA Program Office at Stanford, where I was responsible for the strategy and operations of one of the top MBA programs in the US; I also spent time directing the Stanford Public Management Program. Finally, I have past experience in internet product management (Campus Pipeline) and management consulting (The Boston Consulting Group), global environmental consulting (Conservation Strategy Fund), and developmental neurobiology (Stanford University). Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Commissions/advisory groups: Palo Alto PTC, 2021-present, Chair 1x, Vice-chair 2x Midpeninsula Regional Open Space District, Hawthorns Area Public Access Working Group, 2023-25 PAUSD Volunteer: - Gunn High School Site Council, 2020-22 - JLS Middle School Site Council, 2018-21, Chair one year - JLS Middle School PTA Executive Board: Auditor, 2021-23; VP Community Service, 2019-21; VP Membership, 2017-19 - PAUSD Elementary Report Card/Progress Report Committee, 2013-15 - Hoover Elementary Site Council, 2011-13, 2014-16, Chair 2x - Hoover Elementary Green Team parent leader, 2014-19 - Hoover Elementary Room Parent, 2010-19 - Hoover Elementary Project Cornerstone ABC Reader, 2014-18 Additional community leadership/volunteering: - Silicon Valley Boychoir Board of Directors, 2015-21 (Treasurer, 2018-21; President 2016-18, Secretary 2015-16) - Greenmeadow Community Association swim team head data committee, 2020-present - Palo Alto Little League team manager/coach, 2014 Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I’ve seen Palo Alto change over the last 45 years, for the better and also in ways I wish were different. I grew up here, attending Nixon, JLS, and Gunn. Twenty years ago, I moved back to Palo Alto for the community character and city services that make our city different from others and a wonderful place to live. I first started learning about transportation and city planning when I witnessed daily close calls between kids and commuters while on traffic duty at Hoover school. I participated in Charleston corridor planning meetings and learned our city’s population doubles during the day due to the jobs/housing imbalance, which we inadvertently created over many years. I have served on the PTC for the last five years and would like to continue my service. Since most new housing for the 6th Housing Element cycle is planned for the southern half of Palo Alto, I’m particularly interested in representing south Palo Alto neighborhoods as we work on addressing housing and other issues. Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 57 Packet Pg. 87 of 711 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. There are so many, including the South Palo Alto Bike/Ped grade crossing, Dark Skies Ordinance, 660 University, 70 Encina, 3265 El Camino Real ad 2100-2400 Geng Road, but I will focus on the ECR Retail nodes. I want a liveable Palo Alto for current and future residents, and to avoid the type of long-term oversight that led to our jobs-housing imbalance. We have zoned for housing but neglected retail, particularly in south Palo Alto. Strong communities and “walkable” cities also need healthy retail so our residents have places to get what they need. Our retail must survive despite pressures from housing development and the new ECR bike lanes. Without it, we leave multiple Palo Alto neighborhoods and Gunn and Fletcher almost completely unserved. Analysis I did showed that our smallest housing element opportunity sites on ECR generate only ~100 units of housing but could wipe out ECR retail by not requiring retail be replaced. The nodes are a start to helping ECR retail survive. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? I would like to reduce the delays and amount of churn we see between City Council and the PTC to make projects and laws better, more quickly. As Chair and Vice-chair I have been surfacing potential issues with staff in advance of meetings so that staff can be prepared with the right information and to reduce the likelihood that items are continued. I have also worked with staff, the mayor, and individual councilmembers to ask the PTC liaison to Council for input on items that move on to Council. This ensures nuances that may not have been included in the staff report to Council are raised, improving decision-making and preventing Council from sending items back to PTC for issues we have already discussed. Finally, I have encouraged the PTC to specify and document its recommendations in motions so that information is accurately captured and easily implemented, rather than relying on staff to digest hours of discussion into a coherent PTC intent. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) I have plenty of experience with all of the above; I have referenced them before almost every PTC meeting over the last five years to be better prepared. I refer to Title 18 (zoning) and the Comp Plan for almost every PTC meeting and have voted to recommend changes to City Council for both documents as part of many PTC legislative items. Furthermore, all quasi- judicial PTC decisions must be made based on findings or guidelines enumerated in the code. I have referenced other parts of PAMC as well, most commonly Titles 8, 10 and 16 (trees, traffic, and building code). For my recent work on the El Camino retail nodes and the retail ad hoc committee of the PTC, I read the ECR master plan and ECR design guidelines carefully since we seem to have forgotten the institutional memory recorded in these documents. Similarly, I studied the SOFA plans while the PTC worked on NVCAP, and the Baylands Master Plan for the 2100-2400 Geng Road project that just came to the PTC in December. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Bryna Chang Link to signature Date Completed 02/18/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 58 Packet Pg. 88 of 711 Planning & Transportation Commission Application Submitted on 26 January 2026, 11:55pm Receipt number 87 Related form version 18 Name Daniel Phillip Benas Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Daily Post Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 59 Packet Pg. 89 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Corporate Finance Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Education--BS Business-UC Berkeley; MBA-UCLA. CPA-California (active); Texas. I have 45 years of experience in Finance and Accounting primarily in Technology Companies. I have spent the last 30 years in Senior Management positions. I have worked in Public Accounting, F-500 such as Occidental Petroleum, Xerox and Currently Head of Finance (VP Level) for Business Wire-A Berkshire Hathaway Company. I have worked in the Semiconductor industry with13 years at Cypress Semiconductor, 3 years at Monolithic Power. and 5 years at Pre-IPO Silego which was acquired by Dialog Semiconductor. I have also worked in the Networking, Software, and Life Sciences industries. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I am currently on the Board of Directors of the Portola Castle Rock Foundation, a small NFP that supports infrastructure improvement and educational programs at Portola and Castle Rock State Parks. I am also a docent at Big Basin Redwoods primarily working on Roving/Wilderness Patrol. Prior to moving to Palo Alto in 1995, I was Treasurer of Peninsula Temple Sinai in Foster City. Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? Proper planning and transportation is crucial to maintaining Palo Alto as a desirable place to live and work. Much of Palo Alto has become too congested and the economic ecosystem is crowding out core businesses and start-up accessibility. Even for certain basic services, one must leave Palo Alto as it has become unaffordable to provide them here. Affordability has become a mantra across the country, and this is certainly relevant in Palo Alto. I have extensive experience with companies that are known for cost control which is a crucial component of affordability. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. Although not the most important item in the scheme of things, one recent topic is very relevant for me which is the Pedestrian plan. I do a great deal of walking here in Palo Alto and I don't believe pedestrians have a voice or a high priority. Bicyclists, yes; pedestrians no. I have been nearly run over multitudes of times on the sidewalks by bicycles while bike lanes service many of the same streets. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? 1. Make Palo Alto a desirable and affordable place to set up business. 2. Maintain the residential and suburban nature of Palo Alto. 3. Have traffic that flows efficiently and enough Parking to support business' without disturbing the suburban feel. 4. We are blessed to live in a city where we can walk anytime of the day or night without fear except for being plowed over by bicycles on the sidewalk. I would like to revisit the balance between walking, bicycling, and motorized vehicles. Also, the new e-bikes are causing havoc on sidewalks and bike lanes as they are ostensibly motorcycles. I believe this is a particular danger for adolescents/teenagers and others that is not being addressed. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act NA Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 60 Packet Pg. 90 of 711 El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) If you'd like to provide any additional documents, please upload below. Daniel Benas Resume.11.03.25.doc Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Daniel P Benas Link to signature Date Completed 01/26/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 61 Packet Pg. 91 of 711 DANIEL BENAS, CPA (active) • Palo Alto, CA 94306 Highly accomplished & results-driven, 30+ years of experience in scaling, ramping and monetizing companies, developing motivated finance teams, spearheading finance-related practices along with verifiable success in streamlining operations. Organizational scope includes Fortune 500, Controllership of three public companies and successful pre-IPO companies. Core Competencies include: Technical Accounting (US GAAP, SEC Reporting & Revenue recognition); ASC 606 Implementation; IPO Experience; Collaborative Leadership; Effective Recruiter, Talent Development and Mentoring, Building organizational capability; Financial Planning and Analysis; Scaling and Ramping Operations; M&A Diligence & Integration; Sarbanes-Oxley/ Processes and Procedures; ERP Implementation; Treasury & Bank Relationships; Successful leadership through public company restatements and SOX remediation; Legal Relationships; Multi-Disciplined Manager of: Human Resources, IT, Facilities and Production Control Depts. EXPERIENCE BUSINESS WIRE-A BERKSHIRE HATHAWAY COMPANY- Vice President-Finance 2020-Present • Finance Head reporting to CEO. Leading Finance portion of operational turn-around of media-tech company acquired by BRK • Responsible for Corporate and Operational Accounting, FP and A and systems enhancements within Finance • Reduced close by one week; numbers to management Day 3. Streamlined accounting processes; rebuilt accounting team • OTC process reengineering and automation. Implemented Esker OTC system and customer portal. DSO improved by 45 days. • Implemented AP Express-routing and approval SW; executed a 10- year catch-up upgrade of Oracle. • Facilitated 22% YoY revenue growth. Increased dividend cash flow to BRK by over 30%. Manage team of 46 PULMONX CORPORATION (LUNG), Redwood City, CA-Vice President-Controller 2019-2020 • Hired by late-stage pulmonary device manufacturer to lead company through S-1 process & to be public company Controller • Hired and built public company accounting team; took close from annual hindsight to 7 day monthly close in 6 months • First S-1 filing done within 5 months of hire and 2019 FY filing done in 54 days with public flip on February 28, 2020 • Minimal SOX deficiencies (non-reportable); IPO placed on hold due to COVID-19 • Developed full absorption cost accounting system for company’s Redwood City manufacturing plant SILEGO TECHNOLOGY (SLGO), Santa Clara, CA Vice President – Corporate Controller 2014- 2019 • Led late-stage semiconductor company through restatement process to complete confidential S-1 filing • Cured 18 MW over 18 months allowing Silego to file with zero MW’s • Led effort to early adapt Topic 606, Revenue Recognition within S-1 filing process; prepared road-show and IB packages • Drove implementation of Microsoft Dynamics AX ERP system • Built multinational finance team of 12 in the US, Taiwan, Ukraine and PRC; set up offshore tax structure (ETR 5%) • Developed audit worthy cost accounting reporting process, timely close and budgeting processes • Sale to Dialog Semi. (DLG.DE) for $300M; retained for integration as Top 25 performer. Achieved 99% of deal potential • Retained by Dialog to lead Finance for their World-Wide Operations Group (Manufacturing, IT, Quality, Procurement.) SOAProjects, Mountain View, CA; Technical Accounting Consultant (before/after Callidus) 2011- 2014 Positions included: 1) supporting a Singapore IPO IFRS filing for a US based Medical Device Firm; 2) supporting acquisition of two public company REIT’s with $18B market cap; 3) Interim Controller position supporting a QAD ERP installation and UK product launch for a pre-IPO medical device co; 4) Interim Controller for a public military contractor; 5) SEC filings for a semiconductor firm CALLIDUS CLOUD (CALD), Pleasanton, CA; Vice President – Corporate Controller 2011 – 2013 • Managed finance staff of 20 for an $100M+ public SaaS company directing all areas of accounting including revenue recognition • Performed financial due diligence and led integration for eight international acquisitions (combined purchase price of $40M+) in Serbia, India, New Zealand, and the UK; set up 200 person “in-sourced” entity in India saving company $5M in OPEX • Implemented financial segment of NetSuite ERP system CORSAIR COMPONENTS (formerly CORSAIR MEMORY), Fremont, CA 2009-2010 Vice President – Corporate Controller Recruited to restructure the worldwide financial organization of a $400M late-stage electronics company with sales in Europe, U.S., Russia, and Latin America and manufacturing in Taiwan and China. • Reduced audit costs by $1.1M (65%); Remediated four MW’s enabling Company to become IPO-ready • Shortened close from sixteen to four days resulting in a streamlined process for reporting • Rebuilt the financial staff through the recruitment of six key hires and termination of non-performers; managed a staff of eighteen in four worldwide locations • Coordinated the set up of the offshore trading company in Hong Kong and logistics center in South China • Signed off as principal accounting officer on Company’s S-1 filings which were completed on schedule • Revamped revenue process resulting in removal MW and an overall reduction in delinquent chargebacks of $2M Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 62 Packet Pg. 92 of 711 DANIEL BENAS Page Two MONOLITHIC POWER SYSTEMS (MPWR), San Jose, CA; Vice President – Corporate Controller 2006 – 2009 Recruited to turn around the financial organization of a $180M publicly traded firm facing numerous legal challenges and de- listment from NASDAQ. • Directed the successful 3-year restatement within two months of hire which enabled the company to avoid being de-listed • Successfully took company through Sarbanes-Oxley (SOX) remediation curing five material weaknesses and established normal financial operations with timely closes • Rebuilt the financial staff with the recruitment of 8 key hires and termination of non-performers; managed WW staff of 20 • Set up operations and hired financial staff for new manufacturing facility in Chengdu INFINERA CORPORATION (INFN), Sunnyvale, CA; Vice President – Finance/Corporate Controller 2001 – 2006 Employee number 37 in a telecom networking manufacturer utilizing proprietary semiconductor technology. Company created the first digital optical network reducing product size by 2/3 and cost by 50% • Secured a $30M debt package with Silicon Valley Bank. Package also contained working capital financing • Created two asset-backed loan packages totaling $10M which reduced operating burn by 10% • Raised $167M in Series B-E financing from venture, corporate, and international government investors • Coordinated auction procurement tasks enabling Indium Phosphide Fab to be built for $15M • Established an Indian subsidiary to perform software development saving $8M annually utilizing a government-sponsored tax holiday program; led site selection in Bangalore • Drove turnkey outsource-manufacturing process saving $10M+/yr. • Involved in setting up initial $140M revenue transaction with Level 3 which led to IPO • Led team that implemented Microsoft-Great Plains ERP system in preparation for IPO • Managed Human Resources, IT and Facilities departments in 2003-2004 CYPRESS SEMICONDUCTOR (CY), San Jose, CA 1989 – 2001 Vice President – Corporate Finance (1999 – 2001) Led a 42-person team in a $1.3B corporation. Managed Internal, External and SEC Reporting, Consolidations, Financial and Strategic Planning, Shared Services and Financial IT Systems. Coordinated the annual audit as well as interfaced with audit committee. Oversaw preparation for Board of Director’s meetings and analyst conferences. • Led overhaul of capital acquisition & planning processes resulting in the successful completion of over $1B in capital projects • Negotiated and integrated ten successful acquisitions (totaling $300M annual revenue) • Implemented new versions of Oracle and Ariba Travel and Expense system • Drove process improvements in finance transactional functions that enabled successful transfer to Cypress Philippines Director – Worldwide Sales and Marketing Finance (1998 – 1999) • Directed all financial planning and accounting activities in support of Sales & Marketing worldwide including revenue and distributor accounting, commissions, and A/R • Led multiple cross-functional process re-engineering teams including automating and streamlining the consignment process which led to channel growth of $60M in one year • Simplified and automated the Distributor Accounting system saving the Company $3M per year in false debits Finance Director – Worldwide Manufacturing (1996 – 1998) • Directed financial planning and accounting for all manufacturing entities- $16M improvement in profitability during tenure • Set up Finance department for the first 100% Cypress-owned Asian plant in the Philippines; part of site development team • Transferred most manufacturing, cost accounting, and transactional activities to the Philippines saving $400K/year Controller, Production Control Manager and Business Unit Manager-Datacom Division (1989-1995) • Member of management team that grew division from $6M to $250M becoming the most profitable in CY • On team that did initial offshoring at CY moving to assembly and test facilities in Thailand dropping product costs over 50% • Led production control team meeting or exceeding forecasts for eight consecutive quarters • Ran EOL business unit, profitably harvesting end of life products XEROX CORPORATION (XRX), Fremont and Santa Clara, CA 1982 – 1989 Senior Auditor /Manufacturing Financial Planning Manager/Memorywriter Controller OCCIDENTAL PETROLEUM (OXY), Houston, TX – Treasury 1981 – 1982 LAVENTHOL AND HORWATH CERTIFIED PUBLIC ACCOUNTANTS (Size-#10 worldwide) 1980 – 1981 EDUCATION / ACCREDITATIONS UCLA – ANDERSON SCHOOL OF MANAGEMENT, Los Angeles, CA, MBA – Finance UNIVERSITY OF CALIFORNIA (HAAS), Berkeley, CA, B.S., Business Administration – Honors CERTIFIED PUBLIC ACCOUNTANT – California (active) and Texas (active) PLATINA NETWORKS- Finance Technical Advisor- Santa Clara, CA-Series A networking company 2015-Present ATLAS MAGNETICS- Finance Advising CFO—Reno NV, L’viv-Ukraine—Series A semiconductor company 2021-Present Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 63 Packet Pg. 93 of 711 Planning & Transportation Commission Application Submitted on 26 August 2025, 1:56pm Receipt number 78 Related form version 17 Name david wu Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City palo alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Community Group Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 64 Packet Pg. 94 of 711 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 65 Packet Pg. 95 of 711 documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: david wu Link to signature Date Completed 08/26/2025 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 66 Packet Pg. 96 of 711 Planning & Transportation Commission Application Submitted on 15 February 2026, 11:34am Receipt number 89 Related form version 18 Name Ellen Shay Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Other: conversations with other residents Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 67 Packet Pg. 97 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Registered nurse, currently doing paperwork and collection for husband's consulting business and our housefhold Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I received a Bachelors of Science in Nursing at the University of Washing in 1979 and have been registered in Washington, New York, and California. I worked in burns, cardiac, ICU, and psychiatry units in Seattle and the New York area. I went to library school for one year at the University of Washington. I published two short stories in Between the Heartbeats, a collection of creative writing by nurses. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I volunteered at the Crisis Clinic in Seattle from about 1978 to 1982. I volunteered for community outreach for the Burn Unit at Harborview Hospital in Seattle. I was the recording secretary for the PTA for 3 years at a middle school in Arlington, MA and am now for Chapter HV of P.E.O, since 2025. I volunteered in several capacities in all my children's schools during all the years they were students, in Palo Alto and Arlington, MA, from 1995 to 2012. This included volunteering in the Science Lab at Gunn High School for 3 years. I'm on the Communication Committee and the Grants Committee for the Womans' Club of Palo Alto. I currently volunteer in a store that P.E.O. uses to raise money for women's scholarships. I am the Palo Alto Neighborhoods representative for Esther Clark Park, starting in fall of 2025. I'm in three books, two of which I started. I monitor and assist my elderly neighbors. Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I'm interested in serving on the Planning and Transportation Commission because I've seen recently how important it is in my own neighborhood and interested in what's happening in other neighborhoods. I'm enjoying learning about how my city works. I don't have experience as a public politician, but I take charge when it's needed. I enjoy doing research and analysis. I'm currently the recording secretary for one organization. I'm a good writer in general and a slightly published short story writer. I feel I can express myself effectively when speaking as well. Two of the things I learned as an RN are the importance of teamwork, and also the importance of speaking up for needed change. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. I became the PAN representative for Esther Clark Park in the Fall of 2025. The residents have multiple concerns, especially the Stream Corridor Protection Ordinance. This has taught me how important it is to be aware of what's happening in City Hall and to help others know also. I've only been to one City Council meeting and one Planning and Transportation Meeting so far. I've watched parts of several PTC meetings. I've read the guidelines for Meeting Participation and will study them more carefully. I'm reading my Palo Alto Weekly more carefully and learning to use the City of Palo Alto website. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? Contribute to Palo Alto Comprehensive Plan for 2040 in areas that affect planning and transportation. Evaluate adequacy of current data-collecting by consultants, city staff, and commissions, particulary as it affects planning and transportation. Improve safety of crosswalks for roads with 35 MPH speed limit, possibly by addition of pedestrian-activated flashing lights. Explore communication about city issues with local news sources by meeting reporting and editing staff of The Daily Post, Palo Alto online, the Palo Alto Weekly, and Mayor Ed Laing. Learn more about Builders' Remedy and how to increase density while minimizing negative impact on residents. Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 68 Packet Pg. 98 of 711 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) I've read parts of the Palo Alto 2030 Comprehensive Plan, especially the part in the Natural Environment section about stream setbacks which are currently being discussed for consideration of the revision of the Stream Corridor Protection Ordinance. I've looked at the next four documents but need to read them more thoroughly. I'm a fast learner and rscanner of written materials. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Ellen Shay Link to signature Date Completed 02/15/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 69 Packet Pg. 99 of 711 Planning & Transportation Commission Application Submitted on 18 February 2026, 9:01pm Receipt number 93 Related form version 18 Name Forest Olaf Peterson Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Other: Incumbent Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 70 Packet Pg. 100 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Engineer Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. At Palo Alto Data Group, I lead product development in labor standards enforcement. At Stanford, I am a distinguished research affiliate and consulting faculty member at CIFE. Prior to my engineering career, I built hundreds of homes—including my own in the Sierras—before starting in heavy construction as a concrete laborer. My doctorate is a joint degree from Stanford Engineering and the Doerr School of Sustainability with an emphasis in CS. This was after attending the UNR Economics program. I served a year of public service as the first investigator in the County's Division of Equity and Social Justice, where I led COVID compliance efforts. The doctorate requires an industry component, which I completed in software at Cadwork Informatik in Basel and Rhumbix in San Francisco. Prior to this, I was a design-build engineer on Reno's rail corridor. I paid for my education by shoveling concrete. See my professional and educational history linkedin.com/in/forest-peterson Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. During COVID-19, I co-led 501c3 Step Forward's outreach project, encouraging the workforce to report concerns via social media. I care about environmental sustainability: the Camp Fire destroyed my home and community and took the lives of my neighbors. I have three kids in public schools: Greene, Paly, and Foothill College. I participate in council and board meetings across the County through community groups: 2021-26 Chair, Valley Water, bond flood protection subcommittee 2021-26 Chair, National Academy Transportation Research Board, AI subcommittee 2021-26 President, SV Working Blue Dem Club 2020-25 Director, SCC Construction Careers Association 501c3 My grandmothers were feminists, and I honor them by supporting women through the League of Women Voters and Parents in Academia. I mentored Dr. Montoya's thesis in feminism at UC Irvine, "Promoting Equitable Pathways in Engineering and Career Technical Education." See my volunteering history linkedin.com/in/forest-peterson Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? My perspective is common to Palo Alto, though underrepresented on the PTC. I am a father of three, an apartment resident with a blue-collar background, and a daily patron of public transportation. For the past decade, I've walked 45 minutes to my lab at Stanford, and my family relies on a network of walkways, rail, buses, air travel, and rideshare. We made the carless leap and never looked back! For thirty years, I've worked in the built environment. For the past few years, I've volunteered with policy-focused groups. My expertise is in information models, which will become a focus of regional planning through AI-based visualizations across a range of 'what if' scenarios. Application Questions 2 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 71 Packet Pg. 101 of 711 Policy Visions: (1) Work with staff and the Commission on acceptable compromises. (2) Define development agreements that include data-driven community impact mitigations. (3) Advocate for public transit networks linked to affordable housing, similar to the excellent example of the teacher housing at 231 Grant. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. A riparian information model! I enjoyed participating in the return of the proposed 18.4.140 stream corridor. The current design flooded in '19 and 22. The proposal incorporates the '07 water collab guideline. However, a complexity issue is at play: 2,600 scenarios across 3 segments, 3 types of channels, etc. -- required a simplified approach, and I made a motion to split the proposal into separate urban and rural measures. During the discussion, staff explored my advocacy of bioswales to limit runoff in the Stanford Community Plan (see Land Ch6). Unfortunately, there is insufficient habitat to retain the cfm runoff from creeks draining Stanford lands that have been deforested by grazing. Again, I propose an info model visual of the complexity to highlight the 200 likely problem lots of 6,600, which Reckdahl (1:59:55), Summa (2:27:00), and, to some degree, Hechtman (2:39:00) asked for. Also, our Palo Alto rail corridor would be my third (Reno 2004 and High- speed 2011). 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? My first priority is to continue the commission's focus on reducing staff time demands by limiting ad hoc follow-ups and using clear priorities. Second priority, we should increase the use of technology, particularly for significant developments. I chair a Digital Twin subgroup (information modeling and artificial intelligence) at the National Academy of Sciences' Transportation Research Board. That method of modeling as part of planning is not often used. I bring that focus to the Water District, where it has understandably been a process as capabilities develop. The Palo Alto planning and transportation departments could benefit from information models. And, Third, my priority is to balance short-term livability needs with long- term sustainability goals, with respect to environmental and social objectives. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) CEQA: I have a working knowledge of the California Environmental Quality Act through my work on large public works projects. During the Stanford General Use Permit (GUP), I successfully co-led a community organization in what was then a controversial effort to include community impacts mitigation in the CEQA public discussion, and I also acquired familiarity with the County General Plan. Baylands Master Plan: In my role as chair of the Water District bond flood control subcommittee, I am familiar with the Baylands Plan within the San Francisquito Creek JPA. Comprehensive and El Camino Plans: Regarding the Comprehensive and El Camino Corridor plans, I have general experience with similar corridor documents throughout my thirty years in the built environment professions: some of which I have taught at Stanford, and others I have worked extensively with professionally. 3 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 72 Packet Pg. 102 of 711 If you'd like to provide any additional documents, please upload below. cv_f_peterson.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Forest Olaf Peterson, PhD Uploaded signature image: forest_peterson_signature5c1afcd2e1877.png Date Completed 02/18/2026 4 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 73 Packet Pg. 103 of 711 Forest Olaf Peterson BIOGRAPHICAL AND BIBLIOGRAPHICAL INFORMATION Forest Olaf Peterson Stanford University, Doerr School of Sustainability, and Department of Civil and Environmental Engineering Center for Integrated Facility Engineering The Jerry Yang and Akiko Yamazaki Environment and Energy Building 473 Via Ortega, Room 293, MC: 4020, Stanford, CA 94305-4020, USA Currently: Staﬀ Research Aﬀiliate ACADEMIC HISTORY COLLEGES AND UNIVERSITIES Stanford University Doctor of Philosophy in Civil and Environmental Engineering, emphasis in computer science , 2020 Dissertation: Communication to Align Ideal with Reality: A Contribution to Virtual Design and Construction Theory for Infrastructure Projects Committee: Martin Fischer (PI), Burcu Akinci, Michael Lepech, Rishee Jain, Terry Winograd, Stephen Luby M.D. University of Nevada, Reno Master of Science in Economics degree candidate SCHOLARSHIPS AND HONORS ECMCF Postdoctoral Fellow in Postsecondary Career Technical Education Research The John F. P. Brahtz Fellow in Civil Engineering Stanford University Clarkson Oglesby Graduate Fellow Stanford University Homer Olsen Fellow Stanford University Construction Engineering Management Fellow Center for Integrated Facility Engineering Seed Award Stanford University Dean E. Stephan / Charles Pankow Builders Stanford Fellow RELEVANT COURSEWORK Macro and Monetary Economics (6-semester units) Real Analysis (3-semester units) and Linear Algebra (3-semester units) Programming in C++ (Stanford CS 106 series) Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 74 Packet Pg. 104 of 711 ACADEMIC RESEARCH APPOINTMENT HISTORY 2023 to Present: Center for Integrated Facility Engineering, Stanford University School of Engineering Staﬀ Research Aﬀiliate Project: Ethnographies in Workforce Virtual Design and Construction Sept 2020 to 2022: Joint North Carolina State University College of Education and the Center for Integrated Facility Engineering, Stanford University School of Engineering Postdoctoral Fellow Project: Ethnographies in Workforce Virtual Design and Construction Extension of doctoral thesis on the OARplan-based feedback-loop ontology for construction planning, integrating change detection and human-in-the-loop models informed by Suchmanʼs situated action framework. Through field experiments that incorporate crew perspectives into replanning for safety and productivity, this research explores the applications of large language models and AI-based platforms to engage the workforce in the project control and feedback cycle. ● Ontology-based AI passive detection of non-compliance with the US Davis-Bacon Act: Collaboration with union-aﬀiliated multiemployer pension and benefit funds that jointly finance retirement, healthcare, and apprenticeship programs. These funds support workforce development, which directly influences labor productivity, unit costs, and project outcomes. Research (2020–2021): Full-time embedded ethnography with a government agency in a labor standards investigator role and a machine learning pilot with DataKind SF in collaboration with the U.S. Department of Labor Wage and Hour Division. Validation (2021–2023): Contributions appear as the first ML-based enforcement prioritization tool in loca policy settings. Implementation (2023–present): Tech transfer with public policy legislation. ● Human–AI Interaction in a Workforce Education Project-based Learning Model: Advancement of Applied STEM Career and Technical Education (AS-CTE) in Virtual Design and Construction through mentorship of two doctoral researchers, in collaboration with union-aﬀiliated multiemployer funds—joint financiers of apprenticeship programs. This research develops a method to bridge the opportunity gaps that limit workforce participation in project control and feedback loops as embedded agents within adaptive, AI-enabled construction systems. Research (2020–2024): Part-time embedded ethnography, workforce post-secondary educator with regional CTE education centers in a faculty role Validation (2020–2025): Additional full-time and part-time embedded ethnographies in collaboration with Warschauerʼs UC Irvine Digital Learning Lab Implementation (2024–present): Tech transfer with public education partners—the Workforce VDC PBL curriculum is now used at all Silicon Valley region secondary and post-secondary CTE construction programs at and has been adopted by several apprenticeship education centers. ● Socioeconomic Factors of the Workforce: Ethnographic col aboration required acknowledging tensions in the target environment—including wage theft, labor standards compliance, and evolving models of human capital—to meet ethical obligations to the workforce as action partners in the above focus areas. To fulfill Industry Review Board requirements for adherence to cultural norms and collaborative interpretation, this research addresses CTE issues such as opportunity gaps, traditional human capital framings, and hegemonic masculinity in curricula. 2 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 75 Packet Pg. 105 of 711 June 2010 to Dec 2020: Center for Integrated Facility Engineering, Stanford University School of Engineering Doctoral Research Assistant—Civil rail/highway Virtual Design and Construction Project: Ontology of Feedback Loops in Construction Planning Research (2011–2012): Embedded Ethnography Journeyman “Virtual Technician” Laborer Immersive fieldwork across the Laborersʼ International Union of North America (LiUNA), RGW Construction, and DPR Construction as an embedded laborer to support advisory research on VDC implementation. Findings contributed to construction feedback- oop ontology design for safe and adaptive replanning. Hospital: Developed workforce VDC education curriculum in monthly one-week sprints as a subject matter expert at the United Brotherhood of Carpenters, Las Vegas Training Center, concurrent with West Merced. Rail: West Merced Overhead Project on State Route 99—10-0K0204, $33M—Civil Virtual Design and Construction (VDC), RGW served as a proxy test platform, replicating the demographics of Granite Construction regarding laborers and heavy equipment. Validation (2013–2016): Supplemental policy review and quantitative analysis Implementation (2017–2020): Tech transfer with industry partner cadwork Informatik AG, CH Jan 2008 to June 2010: Center for Integrated Facility Engineering, Stanford University School of Engineering Graduate Research Assistant—BIM Engineer/VDC Engineer Research (2008): Model-based Quantities Collection and Control (CIFE seed award) Implementation (2010): Tech transfer with industry partner Stanford University Land, Buildings, and Real Estate on the Stanford Law School William H. Neukom Building; Precast Concrete Institute PCI) Sustainable Design Award and Best University Project (2012)—Unified BIM coordination of BIM process design, MEP-FS clash detection, observation and documentation of processes I observed contractor aversion to electronic scheduling, and a phenomenon of faking the BIM coordination AWARDS AND CERTIFICATES AWARDS PBL Lab Mentor Appreciation, issued by Doer School of Sustainability, Dr. Renate Fruchter Certificate of Reviewing by the Editors of Automation in Construction (Elsevier) Stanford University GradEd Champion for Commitment to Graduate Students Commendation by the City of San Jose: “Bringing Awareness of Wage Theft in the Construction Industry” Certificate of Outstanding Contribution in Reviewing by the Editors of Automation in Construction (Elsevier) Zero Waste—Swinerton Challenge: CIFE Project-based Learning AEC Global Teamwork (team owner) Best Carbon Neutral Construction—Swinerton Challenge: CIFE Project-based Learning AEC Global Teamwork California Construction Award of Merit: Green Building—Stanford Y2E2 Building American Public Works Association (APWA) Public Works Project of the Year—ReTRAC CERTIFICATES Transportation Research Board, Highway Engineering Exchange Program (HEEP), and buildingSMARTUSA BIM for Infrastructure—Using Model-Based Digital Delivery in Design and Construction; 2 hrs. Autonomous Drone—Stanford Unmanned Aerial Vehicle Enthusiastic Engineers (SUAVE); 12 hrs. CE News-Zweig White Designing with BIM on Large Transportation Projects; 2 hrs. PCI Solutions advanced CPM scheduling with Primavera PM (P3); Inst. Charlie Jackson; 32 hrs. 3 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 76 Packet Pg. 106 of 711 SCHOLARLY PUBLICATIONS ResearchGate: 216 Research Interest, 18 recommendations Google Scholar: 340 citations, h-index 6 Scopus Author ID: 35099034000 ORCID: https://orcid.org/0000-0001-9694-8434 REFEREED PUBLICATIONS PUBLISHED Montoya, J., Peterson, F., Kinslow II, A., and Bustamante, A. “Fiddlers Green College: Looking for Equitable Workforce Pathways in Silicon Valley,” Journal of Problem Based Learning in Higher Education (2021). Peterson, F., Hartmann, T., Fruchter, R., and Fischer, M. “Teaching construction project management with BIM support: Experience and lessons learned,” Automation in Construction (2010), doi:10.1016/j.autcon.2010.09.009 PUBLICATIONS IN PREPARATION Peterson, F. and Fischer, M. “A Discrepancy Ontology for Representing Communication about Activities from Crew to Field Engineer,” Journal TBD, (in preparation). Peterson, F. and Akinci, B. “Augmented Indexicality Knowing-How: A Philosophical Model of References to Detect Gaps in Shared Understanding,” Journal TBD, (in preparation). Peterson, F. and Lepech, M. “Discrepancy Maximum Boundary: Crew as Principal Replanning Actor,” Journal TBD, (in preparation). Thai, B., Silver Taube, R., Modica, J., Peterson, F., and Fischer, M. “Child Care in Silicon Valley: A Policy Proposal on Labor Standards, Equity, and Aﬀordable Housing Infrastructure,” Stanford University CIFE Working Paper ##, (in preparation). Montoya, J., Peterson, F., and Bonilla, S. "Opportunity Gap and Women in the Energy Infrastructure Workforce." Journal TBD, (in preparation). Montoya, J., Lundell, R., Peterson, F., Tarantino, S., Ramsey, M., Katz, G., Bini, D., Fruchter, R., Fischer, M., and Warschauer, M. “Shifting Perceptions of Building Industry Occupations Through Project-based Learning,” Journal TBD, (in preparation). THESES F. Peterson, “Communication to Align Ideal with Reality: A Contribution to Virtual Design and Construction Theory for Infrastructure Projects,” Thesis Ph.D., Stanford University, 2020. F. Peterson, “A Study of Input and Output Field Quantification in Heavy Civil Construction,” Thesis Engineer, Stanford University, 2015. REFEREED CONFERENCE OR SYMPOSIA PROCEEDINGS Lundell, R., Montoya, J., Peterson, F., Kinslow, A., II., Fruchter, R., Fischer, M., Bustamante, A. S., Nava, P. “Looking Beyond Fiddlers Green College: Social Justice in Workforce Engineering Education Pathways,” IACEE2022 Proceedings 18th World Conference on Continuing Engineering Education, July 2022. Montoya, J., Peterson, F., and Bonilla, S. "Opportunity Gap and Women in the Energy Infrastructure Workforce." 8th International Research Symposium on PBL, Educate for the future: PBL, Sustainability and Digitalization, Aalborg University, Denmark, August 2020. Montoya, J., Peterson, F., Tarantino, S., Lundell, R., Ramsey, M., Katz, G., Baldini, R., Fruchter, R., and Fischer, M. “Building Sustainable Communities: A Project-based Learning Approach to Modify Student Perceptions of the Building Industry,” Proceedings of the 2018 ACEEE Summer Study on Energy Eﬀiciency in Buildings, Pacific Grove, CA, August 12, 2018. 4 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 77 Packet Pg. 107 of 711 Tarantino, S., Peterson, F., Cooper, A., Struthers, N., and Fischer, M. “Community-Scale Research-based Integrated Education Experience,” Proceedings of the 2016 ACEEE Summer Study on Energy Eﬀiciency in Buildings, Pacific Grove, CA, August 21, 2016. Peterson, F., Fischer, M., Seppänen, O., Tutti, T., See, R., and Wingate, T. “Teaching Integrated Scope-Cost Methods with Model-based Tools,” A. Dikbas, E. Ergen, H. Giritli (Editors), “Proceedings of the 26th International Conference on Managing IT in Construction / Managing Construction for Tomorrow,” 2010 Taylor and Francis Group, London, UK, pp 63–73, 2009. ISBN 978-0-415-56744-2 Peterson, F. and Fischer, M. “Programming for Field Engineering Quantity Collection: A Case Study,” in B.H.V. Topping, L.F. Costa Neves, R.C. Barros (Editors), “Proceedings of the Twelfth International Conference on Civil, Structural and Environmental Engineering Computing,” Civil-Comp Press, Stirlingshire, UK, Paper 291, 2009. doi:10.4203/ccp.91.291 Peterson, F. and Fischer, M. “Project Monitoring Methods Exploratory Case Analysis: Industry Responses,” C. Caldas, W. OʼBrian (Editors), “Computing in Civil Engineering: Proceedings of the 2009 ASCE International Workshop on Computing in Civil Engineering,” ASCE, Austin, Texas, U.S., pp 105–114, 2009. doi:10.1061/41052(346)11 Peterson, F., Fischer, M., and Tutti, T. “Integrated Scope-Schedule-Cost Model System for Civil Works,” K. Belloni, J. Kojima, I. Seppä (Editors), “VTT Symposium 258: 1st International Conference on Improving Construction and Use Through Integrated Design Solutions,” Julkaisija - Utgivare, Helsinki, Finland, pp 176–199, 2009. ISBN 978-951-38-6341-8 TECHNICAL REPORTS AND WORKING PAPERS ( SELECTED ) Tayag, M., Silver Taube, R., Mondina, F., Nasol, K., Kinslow, II., A., Peterson, F. “Wage Theft in Low-Wage Industries: Mixed Methods Research in Silicon Valley,” Stanford University CIFE Working Paper 147, November 2021. Martin, P., Costa, D., Rutledge, R., and Peterson, F. “Labor Standards Enforcement in California Agriculture,” Workforce perspectives with technology solutions, Agricultural Labor Research University of California, Davis, March 2021. Johnson, T., Peterson, F., Silver Taube, R., Myers, M., and Fischer, M. "Predicting, Analyzing, and Educating on Wage Theft with Machine Learning Tools." 2nd Annual Public Works Educational Conference, 2018. Peterson, F., Winograd, T., and Eckles, D. “Connections: Facilitating Language Pragmatics: A Heavy Civil Engineering Breaking Point in Feedback,” Stanford University Human-Computer Interaction CS378 Working Paper, 2010. Peterson, F. and Fischer, M. “ Case Study: Scope-Cost-Time Integrated Model with Work Breakdown Structure ,” Stanford University CIFE Working Paper 115, April 2009. Peterson, F., Fischer, M., and Tutti, T. “Integrated Scope-Schedule-Cost Model System for Civil Works,” Stanford University CIFE Working Paper 114, April 2009. OTHER PUBLICATIONS AND GRANT PROPOSALS California COV D-19 Workplace Outreach Project (CWOP I and II), State of California Department of Industrial Relations (DIR) Labor and Workforce Development Agency, 2021. (funded $446,100) “East Side Career Pathways,” 2018-22 K12 Strong Workforce Pathway (SWP) (funded $1,971,697) “Data-Driven Wage Theft Investigations,” DataKind.SF, August 2016 (accepted for data dive) “Worker Report,” The Workers Lab, Ruth Silver Taube Principal Investigator, 2016. (funded $20,000) Venture Capital Proposal, Rhumbix, Greylock Partners, Series A, August 2015. (funded $6,100,000) Venture Capital Proposal, Rhumbix, StartX, Stanford University startup accelerator, and seed round, May 2014. (funded $1,000,000) “Automating Activity Coding from Model and Sensor Data,” Stanford University C FE seed proposal, Professor Martin Fischer Principal Investigator, April 24, 2008. (funded $50,000) 5 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 78 Packet Pg. 108 of 711 TEACHING EXPERIENCE 2024: Stanford University School of Engineering and Doerr School of Sustainability Instructor of record—Construction Project Assessment and Budgeting Course covers construction project management fundamentals: critical path scheduling, cost estimating/distribution using industry-standard software, with real-world project applications. 2022: Stanford University d.school Team Coach—Design for Extreme Aﬀordability MV Day Workers Center challenge: A team of students from the School of Engineering and the Graduate School of Business applied design, engineering, and business skills to create a comprehensive solution for challenges faced by vulnerable communities in the Bay Area. 2019: Stanford University School of Engineering Sustainable Design and Construction Program Teaching Assistant—Construction Law and Claims Concepts of preparation and analysis of construction claims, cost overrun analysis, schedule delay analysis, general legal principles, contracts, integrated project delivery, public-private partnerships, and resolution of construction disputes through ADR and litigation. I was responsible for delivering supp emental lectures, supervising the lab, and grading lab assignments and exams. 2017–Present: Stanford Continuing Studies Lead Lecturer and Program Director—Workforce VDC Workforce Virtual Design and Construction Summer Certificate Program with the Center for Integrated Facility Engineering, Stanford University. 2017: Stanford University School of Engineering Sustainable Design and Construction Program Teaching Assistant—Stanford Sustainable Living Lab (Engineering economy style) Concepts of sustainability economics, system optimization, life cycle costing, basic project finance, and formal decision-making theory. I was responsible for delivering supplemental lectures, supervising the lab, and grading lab assignments. 2013: Stanford University School of Engineering Sustainable Design and Construction Program Teaching Assistant—Building Information Modeling (BIM) Creation, management, and application of Building Information Models (3D computer representation of building components and geometries). Organizing and operating on models to produce architectural views, construction documents, renderings, animations, and interface with analysis tools. I was responsible for delivering supplemental lectures, supervising the lab, and grading lab assignments and exams. 2009–Present: Stanford University School of Engineering Sustainable Design and Construction Program Team Owner and Construction Management Mentor/Lecturer—Global AEC PBL pbl.stanford.edu international integration project teams, Dr. Renate Fruchter, Lead Lecturer and Program Director. 2007 and 2008: Stanford University School of Engineering Sustainable Design and Construction Program Teaching Assistant—Managing Fabrication and Construction Methods to manage the physical production of construction projects, project management techniques, production system design, and supply chain systems. Developed and lectured on lab material as well as lab assignments and exam grading. 6 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 79 Packet Pg. 109 of 711 PRESENTATIONS CONFERENCE AND PAPER PRESENTATIONS “ Inclusive Pathways Utilizing Culturally Responsive Computing for Social Justice,” co-presented with Ryan Lundell (ESUHSD) and Jonathan Montoya (UCI) The Educating for Careers Conference, virtual, March 2021. “Opportunity Gap and Women in the Energy Infrastructure Workforce: Paper Presentation,” co-presented with Jon Montoya (UCI) and Sade Bonilla (UMass), Flipped IRS PBL Moving toward a virtual PBL Community, Aalborg University, Denmark, March 2021. “Student Social Mobility in CTE Promoted by a Researcher-Practitioner Partnership,” co-presented with Ryan Lundell ESUHSD and Jonathan Montoya (UCI), The Educating for Careers Conference, Long Beach, February 28, 2020. “Predicting, Analyzing, and Educating on Wage Theft with Machine Learning Tools,” 2nd Annual Public Works Educational Conference (co-presented with Dr. Tessa Johnson, InSight Data Science), San Jose, December 18, 2018. “Community Scale Research-based Integrated Education Experience” Presenter, 19 th biannual Summer Study on Energy Eﬀiciency in Buildings, American Council for an Energy-Eﬀicient Economy (ACEEE), Asilomar Conference Grounds, Pacific Grove, California, August 26, 2016. Early (pre-2015) InfraBIM and field VDC methods presentation at six peer-reviewed conferences: National Academies TRB International Symposium on Visualization in Transportation CIB W078 International Conference on Managing IT in Construction Civil-Comp International Conference on Civil, Structural and Environmental Engineering Computing ASCE International Workshop on Computing in Civil Engineering CIB IDS International Conference on Improving Construction and Use Through Integrated Design Solutions FIATECH Technology Conference and Showcase INVITED PRESENTATIONS Lectures on InfraBIM and field VDC at Stanford University Civil and Environmental Engineering, 2009–2020 CEE-CIFE Research Seminars CIFE VDC Certificate Program 2008 and 2009 founding lectures CEE 100 Managing Sustainable Building Projects CEE 222 Global Architectural, Engineering, and Construction CEE 241 Managing Fabrication and Construction CEE 211 Integrating and Optimizing the AEC Design Process CEE 215 Defining and Communicating the AEC Design Process Lectures on InfraBIM and field VDC at San José State University Civil Engineering, 2010–2015 CE131 Project Management for Civil Engineers CE239 Information Technology in Construction “Integrated Scope-Schedule-Cost,” Civil engineering undergrad course, Universidad de Los Andes, September 30, 2021. “Integrated Scope-Schedule-Cost,” Workforce Virtual Design and Construction program, Center for Integrated Facility Engineering, September 16, 2021. “Foundational Rework,” Stanford University, Human-Computer Interaction Group, Computer Science Department Lunch Talk, March 31, 2021. “Infrastructure-Virtual Design and Construction,” University of California, Santa Cruz, February 2020. 7 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 80 Packet Pg. 110 of 711 “Industry Foundation Classes: A heavy construction case,” Transportation Research Board meeting, Washington D.C., January 2020. “Workforce Virtual Design and Construction,” Poster session presented at the STEM Core Convening, SLAC, Stanford University, March 7-8, 2019. “Workforce technologies development,” Laborersʼ International Union of North America, September 14, 2018. “Introduction to Virtual Design and Construction (VDC) Project Control with Integrated Building Information Modeling (BIM),” Invited Guest Lecture at Google to the Real Estate and Works Spaces Group and the Data Center Construction Group, December 10, 2015. “Lead Paint and Housing Repairs at Stanford Escondido Village,” Invited Guest Lecture at International Union of Painters and Allied Trades (IUPAT) District Council 16, April 8, 2015—presented on labor standards and hazardous material risks in campus family housing; part of a broader collaboration on public interest construction education. “Apprentice Virtual Technician,” Guest Lecture at the Northern California “Terence J. OʼSullivan” Laborers Training Center, December 16, 2011—initiated a long-term research collaboration with LiUNA on field-integrated VDC, which formed the foundation for PhD work on labor-informed construction technology. PRESS COVERAGE Palo Alto Online, 2024, From the ground up San Jose Spotlight, 2024, San Jose wage theft policy compromises with developers DIR Apprenticeship News, 2022, Virtual Design and Construction Apprenticeship Program Brings Tech to the Trades Comunidad del Valle, 2022, Roofers Take Over Stanford University The Stanford Daily, 2020, COVID-19 protections for contracted workers at Escondido Village spark safety concerns CIFE News, 2020, Forest Peterson elected to the board of the Santa Clara County Construction Careers Association The Stanford Daily, 2014, Slipping through the Cracks, Part II: whY(2E2) So Serious? 8 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 81 Packet Pg. 111 of 711 PUBLIC AND PROFESSIONAL SERVICE SCIENTIFIC COMMITTEES , CONFERENCE SESSIONS , WORKSHOPS , AND SEMINARS ORGANIZED 2024 Seminar: The System Dynamics of School-Industry Partnerships 2024 Seminar: Workforce PBL Education and Lessons in Ethnography 2018 Workshop: Creating a Pathway to High-Skill Jobs in Construction UNIVERSITY SERVICES 2014–Present Stanford University Parents in Academia: co-founded and advocate for undergrad, grad, postdoc, and staﬀ 2017–2020 Stanford Solidarity Network, co-founded 2015–2020 National Electrical Contractors Association Stanford University Student Chapter, co-founded 2017–2019 Stanford Coalition for Planning an Equitable 2035, co-founded: this coalition led a multi-year policy and advocacy campaign during Stanfordʼs General Use Permit environmental review. Coordinated public testimony, drafted labor and housing policy conditions, and mobilized city and county support for equitable development. The coalitionʼs influence prompted a formal response from Stanford University disputing the groupʼs standing. 2015–2016 Civil and Environmental Engineering Department Graduate Life Council: SDC program representative 2008 The Vice Provost for Student Aﬀairs Graduate Housing Advisory Committee MENTORSHIP Practitioner-Ethnographer Research Mentorship and IRB-aligned supervision of embedded ethnographic dissertations by full-time professionals in construction and aﬀiliated sectors contributing to knowledge through situated, long-duration fieldwork. 2022–2025: EdD student Ryan Lundell at Santa Clara University, “Moving Beyond Human Capital: Constructivism, Critical Pedagogy, and Interdisciplinary Collaboration in a Building and Construction Pathway” 2020–2023: PhD student Anthony Perry at Massachusetts Institute of Technology, “Conceptualizing and Investigating Student Pathways into Secondary STEM-CTE Concentrations” (Asst. Professor U. North Dakota) 2020–2023: PhD student Jonathan Montoya at UC Irvine, “Promoting Equitable Pathways in Engineering and Career Technical Education” (Asst. Professor St. Maryʼs College of California) Civil Engineering Research 2025–Present: PhD student Devan Addison-Turner at Stanford University, “Quantifying the Impact of Building Energy Eﬀiciency Retrofits and Nature Exposure on Chronic Student Absenteeism” 2022–Present: PhD student Allie Ćemalović at Stanford University, “Bringing in Blue-Collar Construction Workersʼ Perspectives on Production” 2021–2022: Stanford SDC Masters—Workforce VDC, Melissa Lopez (Project Manager, Leading Edge LLC), Julia Lind (Sr. Project Engineer, R&S), Kai Ling Liang (Engineer, Thornton Tomasetti), Alan Figot (Consulting Manager, CBRE), Indulatha Kolli (Business Analyst, DPR Construction), Nicolas Abello (Associate Project Manager, Sprigpoint Group) 2020–2022: Workforce VDC Alumni, Bill Wise (Gavilan College Faculty), Jose Ochoa (Evergreen Valley College Faculty), Ben Ellison (Evergreen Valley College Faculty), Jeramiah Ellison (Evergreen Valley College Faculty), Dennis Meakin (San Jose City College Faculty), Erica Valentine (Foothill College Faculty), Aster Tseng (UPC Technical Committee Member), Kyle Dobrenz (San Jose City College Faculty) 2021–2022: East Side High School Students—Workforce VDC, Anahi Rodriguez (2020), Arturo Espinoza (2020), Emily Chien (2020), Royce Wong (2020–2022) 9 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 82 Packet Pg. 112 of 711 Public Policy Research 2017–2022: Wage and Hour Public Policy: Michael Tyag (Stanford ʻ13, Yale Law School), Katherine Nasol (Stanford ʻ15, UC Davis PhD) 2020–2021: Stanford Undergrads—Workers App, Alex Oseguera (CS ʻ22 - Meta), Manuka Stratta (CS ʻ22 - Open AI), Angel Pan (CS ʻ21 - Roblox), Ryan Tan (CS ʻ23 - Glean), Victoria Ayres Ibarra (EE ʻ24 - NEI Power) 2024: Foothill College Students—Workforce Public Policy: Thao Tran, Vivian Tran, Priscilla Rodrigues, Heldana Desta, Katie Ngo, Stella Tran, Shaur Kadiyala, Khadijah Abdalla, Uriel Barrón 2024: High School Student—Workforce Public Policy: Karthi Gottipati (Paly ʻ25 - Claremont McKenna College) OUTSIDE SERVICES — PUBLIC INTEREST , TECHNOLOGY , AND WORKFORCE POLICY 2025–Present: Commissioner, Palo Alto Planning and Transportation Commission, appointed by Palo Alto City Counci 2022–Present Steering Committee, Apprenticeship Bachelor Degree Curriculum, Foothill College 2021–Present Chair, Flood Protection subcommittee: Santa Clara Valley Water District—Safe, Clean Water & Natural Flood Protection: Independent Monitoring Committee (appointment by Board of Directors) 2021–Present Co-chair, Digital Twin InfraBIM and AI sub-group of the Data, Planning, and Analysis Group (AED) Visualization in Transportation (AED80), National Academy of Sciences, Engineering, and Medicine, Transportation Research Board (TRB) 2021–Present Voting member of AFL-CIO Central Labor Council, elected delegate by membership of the Service Employees International Union 2021–Present Chair and Secretary-Treasurer, Palo Alto Data Group Board of Directors 2020–Present 501c3 Director, Santa Clara County Construction Careers Association: Founded a student-run organization that provides continuing education to community colleges, apprentice programs, and high school instructors—1,000+ participants 2017–Present Legal Observer, National Lawyers Guild, SF Bay Area 2016–Present Steering Committee, Santa Clara County Wage Theft Coalition: Founded an organization of 80+ volunteers that provides data analysis and open source technology development on wage theft, supervised by Professor Ruth Silver Taube, Esq. JOURNAL PEER REVIEW ACTIVITY Automation in Construction Automation in Construction-Special Issue "BIM and Changing Construction Practices" Journal of Problem Based Learning in Higher Education Journal of Management in Engineering CONFERENCES PEER REVIEWED International Conference of the Associated Schools of Construction (ASC) International Workshop on Computing in Civil Engineering, ASCE, Austin, Texas, U.S. MEMBERSHIP AND AFFILIATIONS ASTM International, Committee E60 on Sustainability, subcommittee on Water Use and Conservation The American Planning Association (APA) Northern California Chapter California Association of Environmental Professionals (AEP)—Monterey/Silicon Valley Chapter National Association of Fair Contracting (NAFC) 10 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 83 Packet Pg. 113 of 711 PUBLIC SERVANT EXPERIENCE 2020 to 2021: The County of Santa Clara Emergency Operations Center Staﬀ COVID-19 Community Public Health Enforcement Data Scientist III (concurrent assignment) Under limited supervision, design, develop, and maintain a public health enforcement database by receiving large datasets of county-wide health protocol applications and health enforcement inspection reports, examining and analyzing records, recommending resolutions to public health violation trends; and disseminating information related to COVID-19 public health enforcement to all parties within the County of Santa Clara. 2020 to 2021: The County of Santa Clara Division of Equity and Social Justice Oﬀice of Labor Standards Enforcement Staﬀ Labor Standards Investigator III Under limited supervision, maintain an investigation caseload by receiving complaints, interviewing involved parties, examining and analyzing accounting, business, and financial records and recommending resolutions and/or penalties related to labor standards and wage violations; and disseminating information related to wage regulations to all parties contracting with the County of Santa Clara. INDUSTRY EXPERIENCE PROFESSIONAL EMPLOYMENT 2021 to Present: Palo Alto Data Group (founding team), Palo Alto, California Staﬀ Engineer III Developed labor standards enforcement technology serving 50+ government agencies and union-aﬀiliated benefit funds with 100% customer retention. Lead engineer for certified payroll compliance systems, wage theft detection tools, and jobsite data analytics. Combined ethnographic research with cloud-based system design to support Davis-Bacon Act enforcement and construction workforce policy. Company maintains enforcement contracts across California municipalities and joint labor-management trust funds. 2014 to 2016: Rhumbix Inc. (founding team), San Francisco, California Labor Standards Corp. Compliance Oﬀicer (concurrent) As a founding employee (emp. #0), I developed the crew-based wearable technology concept in the StartX incubator alongside the business founders for one year, before securing what eventually rose to over $80 million in venture capital funding. In addition to verifying technology development compliance, I led action-partnering eﬀorts with labor unions and contractor associations in the hazardous materials, roofing, and waterproofing industries, earning a Bravo Zulu award for collaboration with Roofers and Waterproofers. 2007: Public Works Projects Project Engineer (part-time) 2007: Stanford Engineering Quad Jerry Yang and Akiko Yamazaki Environment and Energy (Y2E2) Building; LEED Platinum (2013), California Construction Award of Merit: Green Building (2008), ASHRAE Technology Award First Place New Institutional Bui dings (2011). 2007: Granite Construction Company Bay Area Branch Project Engineer: Civil construction historical project cost analysis for estimating ratios on horizontal construction by project type. 11 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 84 Packet Pg. 114 of 711 2005 to 2006: Granite Construction Company, Heavy Construction Division, Western United States Region Project Engineer, Design-Build Reno Transportation Rail Access Corridor (ReTRAC), $470 million design-build lump sum project—American Public Works Association (APWA) Public Works Project of the Year. Granite Construction is one of the largest owners of a private heavy equipment fleet in North America, as well as one of the largest employers of laborers, equipment operators, and cement masons. These experiences later formed the basis of VDC InfraBIM and field VDC research as well as early case studies. Field Engineer—Design-Build, Earthwork One of six field engineers, each supervised nine foremen, with $16M per year of self-performed operations involving associated labor, equipment, and materials, as well as final design, scheduling, and cost, including managing related specialty subcontractors. Designed downtown drainage and grades to comply with the Americans with Disabilities Act, as well as designed a concrete ʻlidʼ with portals to exhaust gases from subterranean diesel locomotives. Supervised a fleet of mass haul on-site and oﬀ-site, as well as the maintenance shop of a 60-piece heavy equipment f eet. 2000 to Present: Laborersʼ International Union of North America (LiUNA) Local 185, Sacramento, California Journeyman (Foreman) Laborer #3807895 classification groups 1 (mechanical equipment), 2(concrete), 3 (general), asphalt rake specialist, and pneumatic drill unit specialist: 2003 Concrete Highway: R&L Brosamer I-80 West 16 miles from Boca to Floriston (03-3A21U4), white paving prep-crew lead-man and batch-plant maintenance, $13M subcontract of $160M 2002 Concrete Highway: Kiewit Pacific NW I-80 Donner Rehabilitation (Gold Run Project) batch-plant teardown and punch-list, $140M 2001 Concrete Highway: Cone Engineering Carquinez Bridge Crockett #04-013054 1-mile white paving crew $3M subcontract of $120M 2001 Airport Rotunda: Cone Engineering San Francisco (SFO) International Airport International Terminal Rotunda Reconstruction, $8M subcontract of $5B 2001 Airport Parking: Cone Engineering San Francisco (SFO) International Airport Parking Garage Overlay, $2M subcontract of $5B 2001 Water Transmission: Azteca Construction 24-inch Loomis Basin Water Pipeline—6 miles from Horseshoe Bar Road to Gilardi Road, Placer County Water Agency #2000-12, $4M 2000 Concrete Highway: Cone Engineering Highway 101 Healdsburg to Cloverdale, highway concrete section remove and replace (R&R), $6M 2000 Concrete Highway Bridge: Cone Engineering Penryn Rock Springs Bridge Rehabilitation #2A7401, I-80 deck replacement and epoxy overlay, $4M pre-2000 non-union light construction ʻhodʼ laborer 12 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 85 Packet Pg. 115 of 711 CONSULTING AND OTHER SIGNIFICANT STUDIES Crew-based field technology 2022–2023: United Union of Roofers, Waterproofers, and Allied Workers field technology and supervisorsʼ technology course; Stanford University IRB approved study and supervised by Professor Martin Fischer Laborers International Union of North America (LiUNA) field technology survey and supervisorsʼ technology course, collaboration with Foundation for Fair Contracting; Stanford University IRB approved study and supervised by Professor Martin Fischer 2015–2017: Collaboration with Laborers on developing an integrated field-BIM superintendent course; Martin Fischer (CIFE), Michael Walton (CEA), Oscar De La Torre (LiUNA), Ben Kerr (Peck and Hiller Construction), Rodney Spencley (DPR), Doyle Radford (LiUNA), and Leonard Gonzales (LiUNA); formed the basis of my Ph.D. research 2015: Audited Labor Law and Policy, Industrial Relationships: Negotiations, Strikes, and Dispute Resolution; National Labor Relations Act (NLRA). Taught by Michael Walton (Construction Employersʼ Association) at Stanford University 2006: Environmental Law and Policy: National Environmental Policy Act (NEPA)—crew-based response to NEPA response triggers. Taught by Mark Demuth at the University of Nevada, Reno Horizontal infrastructure 2010: Munich Airport (MUC) Virtual Construction, 3D modeling of 3rd runway with link to cost and schedule (4D simulation), supervised by Professor Martin Fischer 2008: San Jose International Airport Terminal Area Improvement Program ($500M) feasibility investigation of innovative and sustainable methods used by Granite Construction, supervised by Professor C.B. Tatum 2007: Rail Corridor (ReTRAC) VDC Case Study, a retrospective look at project data through 4D simulation and line of balance applications, I found a gap in the projectʼs as-built schedule that had made it past the project teamʼs audits Vertical commercial and education infrastructure 2007: Stanford Global Ecology Center Building—Design Builder Energy Model, supervised by Dr. Tobias Maile; the mode was built for comparative cross-analysis of planned to actual energy use, the sensors in the building provided poor quality data for the comparison, and the project was abandoned 2007: Stanford University Hospital project organization analysis with SimVision software; Turner Construction, supervised by Professor Levitt; the analysis identified an overloaded organizational point, that when presented to the project team was recognized as a consistent problem point in their experience—recommended splitting the role into two salaried positions 2007: SLAC project implementation study of Virtual Design and Construction (VDC); Turner Construction and Cupertino Electric, supervised by Professor Fischer; we found that Turnerʼs use of an abstract schedule that ignored location, and used an inconsistent work breakdown—we presented our findings to one of Turner ʼs subcontractors who recognized this as a problem 13 of 14 1/16/2026–Peterson Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 86 Packet Pg. 116 of 711 Planning & Transportation Commission Application Submitted on 18 February 2026, 6:20pm Receipt number 91 Related form version 18 Name Jeff Watt Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City PALO ALTO Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? Yes How did you learn about the vacancy on the Planning and Transportation Commission? Community Group Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 87 Packet Pg. 117 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Retired Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Education: Ph.D., Electrical Engineering, Stanford University Work Experience: 2022-2025: Altera Corp. (an Intel Company), Altera Fellow and Principal Investigator for Defense Advanced Research Projects Agency (DARPA) programs on extremely high-bandwidth silicon-photonic optical interconnect and liquid-nitrogen-temperature integrated circuits 2016-2022: Intel Corp., Intel Fellow, Silicon Design and Architect of Field Programmable Gate Array (FPGA) Technology, responsible for leading silicon technology pathfinding and design-technology co-optimization Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. 2025-Present: Board member of the Palo Alto Historical Association Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I have lived in Palo Alto for over 30 years and have closely followed planning and transportation issues throughout that time. I care deeply about maintaining the city’s livability while improving the effectiveness of its decision-making. I have seen projects where extended process and repeated revisions did not necessarily produce better outcomes and believe that we can do better. Professionally, I am an engineer who has led highly complex, time- and budget-constrained programs in the semiconductor industry for Intel and the US government (DARPA). My work requires disciplined, data-driven analysis; balancing cost, performance, and schedule; and making practical decisions under real constraints. I also bring firsthand experience navigating Palo Alto’s planning system, including the variance process, after building two homes for my family here. I would contribute structured problem- solving, focus on measurable impacts, and an emphasis on timely, implementable outcomes. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. The recent proposed update to the Stream Corridor Protection Ordinance (SCPO) particularly interests me. The analysis and recommendations by staff and consultants, along with the discussion at PTC meetings highlighted to me the importance of a more thorough data-driven approach to achieve a balanced outcome that can be supported by the community. Environmental protection is critical, but in this case standards should be grounded in actual hydrologic, ecological and on-the-ground conditions, and aligned with regional guidance. The impact on property owners' reasonable and long- established use of their property must be very carefully weighed against the intended benefit of the ordinance. In the case of the SCPO, the significant amount of feedback from the community late in the process illustrates the opportunity for improved outreach in the future. This issue also reflects the broader need for disciplined analysis and balanced tradeoffs in Commission decisions. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? If appointed, I would like to see the Commission advance disciplined, evidence-based decision-making that results in balanced outcomes supported by the community, and improve the timeliness of recommendations to Council. The PTC plays an important role in ensuring that staff analysis is rigorous, alternatives are clearly evaluated, and decisions are grounded in measurable impacts. Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 88 Packet Pg. 118 of 711 I would support these goals by applying structured, data-driven analysis and focusing discussions on constraints, feasibility, and long-term outcomes. My experience managing complex programs under cost and schedule pressures would help keep deliberations focused and balanced, while maintaining high community standards and improving predictability in the planning process. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) I have experience with Chapter 4 of the 2030 Comprehensive Plan on the Natural Environment Element due to my interest in the Streamside Corridor Protection Ordinance update. This update is aligned with policy goal N-3 in the Comprehensive Plan. I also have experience with parts of the Zoning Code having built two houses for my family over the past 30 years in Palo Alto. This experience includes Chapter 18 of the Municipal Code on Zoning and Chapter 20 of the Municipal Code covering Precise Plans including setback lines. I successfully navigated the Palo Alto variance process to contest an error on the special setback map pursuant to Chapter 20.08.020 which was modified by Ordinance No. 2036 in 1961. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Jeff Watt Link to signature Date Completed 02/18/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 89 Packet Pg. 119 of 711 Planning & Transportation Commission Application Submitted on 26 January 2026, 9:40am Receipt number 85 Related form version 18 Name Joyce Beattie Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Email from the City Daily Post Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 90 Packet Pg. 120 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Retired Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. BA Community Studies, +Social Studies @ UCSC Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Volunteer @ FOPAL, present since 2011. Volunteered at: Repair Cafe @ MOAH; Music@Menlo; Palo Alto Gamble Garden Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? As a former Bicyclist, a Pedestrian and a Palo Alto Driver, I have intimate knowledge of our streets since 1970. I understand the needs of students on foot or wheels, and commuters in cars, the needs of the Elderly in our Community. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. railroad crossings bicycle p 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? There is pressing need to address the backed up traffic on our streets and how it affects the quality of life in our town. Palo Alto is noticeably worse than the surrounding cities. It's embarrasing and dangerous. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) none If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Joyce Beattie Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 91 Packet Pg. 121 of 711 Link to signature Date Completed 01/26/2026 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 92 Packet Pg. 122 of 711 Planning & Transportation Commission Application Submitted on 5 November 2025, 4:41pm Receipt number 81 Related form version 17 Name Martin Blanchet Cell Phone Number 6502319503 Home Phone Number 2126780117 Email Address m97603495@gmail.com Are you a Palo Alto resident?Yes Address 4154 Interdale Way City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? Yes Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Email from the City Palo Alto Weekly Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 93 Packet Pg. 123 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Student Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Current Education: Senior, Gunn High School, Palo Alto. Relevant Knowledge/Skills: Strong understanding of city government processes through previous work with organizations; experience in civic advocacy and project coordination. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Co-founder, Vote16 Palo Alto (2024–present): Organized youth voter engagement campaigns, coordinated partnerships with local organizations, and led initiatives to expand civic participation among teens. Youth Community Service Youth Advisory Council member (2025–present): Participated in planning and executing community service programs. Member, Youth Advisory Board, Office of Congressman Sam Liccardo (2025–present): Contributed to discussions on local civic initiatives and youth engagement programs, as well as topics related to the usage of AI in the workplace. Partnered with Youth Community Service in Palo Alto (2024–2025) to promote public transit awareness and accessibility for high school students by organizing trips to local destinations and teaching students how to navigate the public transportation system. Personal and Job Experience 1. For which vacancy are you applying (check all that apply)?Full term, Expiring 3/31/2029 2. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I am interested in serving on the Planning and Transportation Commission because I want to actively contribute to policies that shape our community. I hope to bring a useful perspective as someone who regularly relies on the city’s public services. Through my work with Vote16 Palo Alto and partnerships with local organizations, I have gained hands-on experience in civic engagement and local policy. I would welcome the opportunity to apply that background on the Commission and help inform meaningful recommendations to the City Council. 3. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. Recently, the Commission considered a proposal to build a mixed-use building in downtown Palo Alto. This issue matters to me, because I believe the city must do more to address affordability. According to the Palo Alto Weekly, the average home in Palo Alto now costs $3.16 million, and prices continue to rise. As a result, young families are increasingly priced out of the opportunity to own a home and raise their children here. This trend has contributed to declining enrollment in our public schools, which weakens our community and reduces diversity. I want to offer the perspective of someone directly affected by the city’s housing decisions, as I hope to be able to continue living in Palo Alto when I am older. 4. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? If appointed, I would like to see the Commission prioritize zoning reforms that allow more mixed-use housing near transit and commercial areas, including around the California Avenue train station and in Downtown Palo Alto. Expanding housing in these areas would increase affordability and help bring our community together. Application Questions 2 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 94 Packet Pg. 124 of 711 I would also like the Commission to continue strengthening bike and pedestrian safety. Although progress has been made, important corridors, such as segments of El Camino Real and Arastradero Road, still pose risks for cyclists. As someone who regularly bikes throughout the city, I can help identify where improvements are needed and ensure those considerations are reflected in recommendations to the City Council. To help achieve these goals, I would bring firsthand experience with local policy advocacy and work to engage younger residents in the planning process in order to deliver practical, data-informed recommendations to the City Council. 5. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) N/A If you'd like to provide any additional documents, please upload below. Only Resume-3.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Martin Blanchet Link to signature Date Completed 11/05/2025 3 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 95 Packet Pg. 125 of 711 Martin (Iris) Blanchet Martin (Iris) Blanchet 4154 Interdale Way Palo Alto, CA 94306 650.231.9503 m97603495@gmail.com.com ㅡ Skills Heavily invested in activism and has shown leadership skills. Problem solving and easy adaptability to new situations. Strong interest in political science and economics. I am fluent in both Spanish and English. Excellent one-on-one people skills ㅡ Experience Gunn Student Executive Council/ Freshman President AUGUST 2022 - JUNE 2023, 780 ARASTRADERO ROAD Member of the Gunn Class Council and was very involved in organizing events and delegating tasks to other members of the student body. YCS / YCS Summer of Service JUNE 2023 - JULY 2024, ALTA HOUSING COMPLEX Participated in a volunteer service program in YCS over the summer. Assisted in organizing events among youth and helping in distributing food to low income housing tenants. Audiobook Recorder JUNE 2024 - AUGUST 2024 Professionally narrated and recorded Clone of Liberty: A Journey to Presidential Destiny, managed audio production including editing. Delivered project within set deadlines, demonstrating strong time management and attention to detail. Intern with Sam Liccardo For Congress AUGUST 2024 - NOVEMBER 2024 Intern on former San Jose Mayor Sam Liccardo’s campaign for Congress, engaged directly with community members, managed outreach efforts, and supported voter engagement initiatives. Developed hands-on experience with campaign operations, honed communication skills, and developed understanding of effective grassroots organizing. Co-Director/Co-Founder for Vote16 Palo Alto MARCH 2025 - PRESENT Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 96 Packet Pg. 126 of 711 Organizing and leading a student-led campaign to lower the municipal voting age to 16 via a ballot initiative for the November 2026 ballot, managing signature collection efforts, coordinating volunteers, and engaging with local policymakers and community stakeholders to advance youth civic participation. Teen Docent for the Los Altos History Museum JUNE 2025 - PRESENT Guiding visitors through exhibits and teaching them about local history for the area, using public speaking and interpersonal skills to engage with diverse audiences. YCS Youth Advisory Council Member AUGUST 2025 - PRESENT Served on the Youth Advisory Council for Youth Community Service (YCS), organizing volunteer events in Palo Alto and representing youth perspectives in community planning and outreach. Youth Advisory Committee for Office of Sam Liccardo AUGUST 2025 - PRESENT Member of the Youth Advisory Committee for Sam Liccardo, representing youth voices in the district and helping organize outreach on key issues like AI and Medi-Cal access. ㅡ Education Henry M. Gunn High School / High School Degree AUGUST 2022 - PRESENT 780 ARASTRADERO ROAD 11th Grade and has been a student at Henry M. Gunn High School since 2022. Predicted graduation year is 2026 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 97 Packet Pg. 127 of 711 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 98 Packet Pg. 128 of 711 Planning & Transportation Commission Application Submitted on 18 March 2025, 7:29pm Receipt number 77 Related form version 16 Name Nikita Kutselev Cell Phone Number 9256942407 Home Phone Number Email Address qnicks@gmail.com Are you a Palo Alto resident?Yes Address 3887 Middlefield Road City Palo Alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 99 Packet Pg. 129 of 711 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 100 Packet Pg. 130 of 711 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 101 Packet Pg. 131 of 711 Planning & Transportation Commission Application Submitted on 14 February 2026, 3:42pm Receipt number 90 Related form version 18 Name Tom Siegel Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Planning and Transportation Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 102 Packet Pg. 132 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation I am the Co-founder & CEO of a Small Business that was incorporated n Palo Alto in 2019, and is now located in San Mateo, CA. In addition, I am the Co-Founder and CEO of a Palo Alto based non-profit organization called Fishbowl Challenge Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I am an industrial engineer and have an MBA from Stanford University. I rented in Palo Alto from 2004-11, and home owner since 2011. I completed multiple building projects, incl. the construction of an ADU 2021- 23. From 2018-24 I was member and chairman of the Palo Alto School District's Bond Citizen's Oversight Committee. We oversaw the physical infrastructure improvement projects for the public Palo Alto Schools, working with public officials, construction companies, and local community. Since 2019 I have been the Co-founder & CEO of a local Small Business, and rent office space in Palo Alto and San Mateo for the past 6 years, 2013-15 I was the Chairman of the Board of Silicon Valley International School in Menlo Park. During this time we re-located the School to a new location in the city, which included permitting and working with local partners incl. City and School District. Since February 2026 I am renting a hangar from the City of Palo Alto at the local airport. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. From 2018-24 I was member and chairman of the Palo Alto School District's Bond Citizen's Oversight Committee. We oversaw the physical infrastructure improvement projects for the public Palo Alto Schools, working with public officials, construction companies, and local community. Since 2020 I am the Co-Founder and CEO of a Palo Alto based non-profit organization called Fishbowl Challenge. We provide stipend and support for young adults who start initiatives to bring positive change to their local communities. 2013-15 I was the Chairman of the Board of local non-profit School, Silicon Valley International School, in Menlo Park. The school is IB accredited for grades k-12. Personal and Job Experience 1. Why are you interested in serving on the Planning & Transportation Commission and what experience would you bring to the position? I am interested in serving for 3 reasons - Contribute to creating a thriving community., having raised my family here and made Palo Alto my permanent home, - Lots of relevant experience and insights (see below) - Valuing different perspectives, finding common ground, and community outreach are my strength. Moved to Palo Alto in 2004 and gained a lot of exposure and different experiences with City Planning processes and topics from a variety of angles, and a chance to learn and understand the different perspectives of community members, the city and other stakeholder groups. My experience include - Long term renter and home owner in Palo Alto - Owner of a local small business that is renting office space (initially Palo Alto, now San Mateo) Application Questions 2 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 103 Packet Pg. 133 of 711 - 6 years as a member and chairman of the Palo Alto School District's Bond Oversight Committee where we reviewed large scale building projects in the City - As homeowner completed several large improvement projects, incl. construction of an ADU 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived video meetings are available from the Midpen Media Center. The permitting processes for the site of the former Fry's Store and the Fish Market are very interesting to me for a couple of reasons. They require carefully balancing of 1) the need for more housing and the impact on character of local communities 2) local planning authority and state mandates for housing 3) environmental protection and technical feasibility. My interest lies in understanding the nuances, navigating these statutes effectively and professionally, and proposing solutions that lead to the best outcome for the City and all its citizens. 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and how would you help in the process? If appointed, I will prioritize two goals 1) Ensuring that citizen voices are considered and incorporated comprehensively in the decision making process by the commission, not just from the groups that speak loudest. Specifically, I want to achieve a process where citizens voices are visibly integrated into the outcomes. whether this is refining a building’s facade, increasing privacy screening, or improving pedestrian safety. 2) A culture of collaboration that bridges the widening gap between state mandates and neighborhood concerns. I want to help demonstrate that we can meet our housing obligations while deeply respecting the unique character and quality of life in our neighborhoods. I will listen to all sides to find middle ground. 3) Propose creative solutions that move from zero-sum to expand the pie. Silicon Valley is known for innovation and forward-thinking ideas. City planning and transportation can bring this aspiration to its work for benefit of our community. 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. Palo Alto 2030 Comprehensive Plan (2017) Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study (2007) Area Plans such as the South of Forest Avenue (SOFA) I (2000) and II (2003) Plans Baylands Master Plan (2008) n/a If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature 3 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 104 Packet Pg. 134 of 711 Name of signatory: Tom Siegel Uploaded signature image: Tom Signature.jpg Date Completed 02/14/2026 4 of 4 Item 2 Attachment C - PTC Applications - Redacted Item 2: Staff Report Pg. 105 Packet Pg. 135 of 711 Utilities Advisory Commission Application Submitted on 18 January 2026, 1:18pm Receipt number 66 Related form version 14 Name Andy Poggio Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Palo Alto Weekly Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 106 Packet Pg. 136 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Computer Scientist Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. UC Berkeley BA, MS, and Phd in Electrical Engineering and Computer Science. Decades of individual contributor, leadership, and executive management experience in doing technical research at SRI International (currently focussed on computational biology research) and producing advanced products in the computer industry, mostly at Sun Microsystems and Apple. This education and experience makes me especially qualified for the electrical and fiber aspects of Palo Alto utilities, and a quick learner for the rest. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Long term advocate for Palo Alto fiber, FTTP (although I now favor using the fiber funds to augment the city's electrical infrastructure. Long term volunteer for political candidates at the national level. Currently volunteering as a coach for the East Palo Alto Churrobots FIRST Robotics team. Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? Since it provides its own utilities, Palo Alto is uniquely positioned to electrify the city's utilities and minimize reliance on fossil fuels. I think it is imperative that we do this. My education and professional experience (see above application section) give me a system prospective on how electrification can take place. Since I have many years of experience in for-profit companies, I am keenly aware that the economics of electrification must be acceptable as well. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. At the most recent UAC meeting, a progress report on FTTP was given. As a member of the public, I spoke about my opinion that, while a long term advocate of Palo Alto FTTP, I believe that opportunity has passed. The city has very good ISP coverage from commercial providers at this point and so there are good alternatives to PA FTTP. There are no alternatives to our electrical infrastructure. I understand that such a decision is the purview of the city council and that there are legal limitations on how the fiber funds can be spent. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I would like the UAC (and the rest of the city) to make rapid progress toward electrification, minimizing the use of fossil fuels. I would help in this process in finding more funding to move the process along more quickly, further incentivizing our citizens to electrify their residences and businesses, and working with city staff and contractors to scale up our electrical capacity while retaining high reliability and containing cost. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) I have experience with the Fiber-to-the-Premise Master Plan (and its predecessors) as a long term FTTP advocate and a member of the city's former FTTP advisory committee. The current plan would have been an excellent one ten years ago. Now, I believe the city's compelling opportunity is electrification rather than FTTP. However, as a UAC member, I would execute on the FTTP as required by the city council. Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 107 Packet Pg. 137 of 711 Electric Grid Modernization (2026) If you'd like to provide any additional documents, please upload below. BiographyFull.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Andy Poggio Uploaded signature image: Signature.jpg Date Completed 01/18/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 108 Packet Pg. 138 of 711 Andy Poggio EDUCATION: PhD in Computer Science, University of California, Berkeley. Computational biology thesis: The Path of the Blind Watchmaker: A Model of Evolution MS in Electrical Engineering and Computer Science, University of California, Berkeley. Thesis: Nuclear Magnetic Resonance Simulation BA in Computer Science, University of California, Berkeley. California Alumni Scholar. PROFESSIONAL EXPERIENCE: SRI International - 2004 to Present Senior Computer Scientist, Computer Science Laboratory Responsible for conceiving, proposing, and performing research in the area of computational biology with emphasis on evolution, disease, and pathogen computational models. Research included innovative sequence alignment, machine learning, Bayesian networks, and novel algorithms to infer causal relationships among biological compounds. Sun Microsystems - 1993 to 2004 Founder and Director, Packet Systems Group Responsible for engineering (ASIC, system, software, protocols) of advanced, gigabit Ethernet network equipment products for switching, routing, load balancing, and other network functions. Managed 50+ people. Manager, Network Software Group Managing software and system test for this $200M business unit. Products include: ATM (155/622 mbps), Ethernet (10/100/1000 mbps), ISDN, FDDI, Token Ring, High Speed Serial, IBM SNA, and DECNet products. Have grown groups to 40+ people in two countries. Pioneered 100 mbit Ethernet, 155 and 622 mbit ATM, and Java Network Management. Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 109 Packet Pg. 139 of 711 Academic Systems Corporation - 1992 to 1993 VP Product Development / Chief Technologist First development VP in this startup. Grew the group to 24 people in less than a year. Set the technological direction for the company. Completed prototype and many hours of interactive, multimedia courseware in precalculus mathematics. The courseware uses text, graphics, animation, digital audio, digital video, and interactive simulation for instruction. Created five course delivery architectures. Created and managed production processes, standards, budgets, schedules, and facilities. Metaphor Computer Systems - 1991 to 1992 Director, Application Development Group Founding director of Metaphor's Application Development Group. Charter to create a new generation of applications built on the Constellation project. Pursued applications in multimedia authoring, work flow automation, and personal news. Manager, Advanced Workstation Architecture Group Created the basic architecture and prototype for Patriot Partner's Constellation Project. This constituted a next generation, object-oriented programming environment allowing anyone to compose new applications out of plug- together software components. Apple Computer - 1986 to 1991 Founder and Manager, New Media Department Founded and managed Apple's New Media Department consisting of HyperCard development group, CD-ROM group, Sound group, and Product Training group, a total of 22 people. Shipped many versions of HyperCard, sound manager system software, animation software, and CD-ROM software. Managed multimedia system architecture team working on realtime audio and video compression using DCT algorithms and DSP chips, and motherboard and ASIC architecture. Hired initial members of team that produced QuickTime. Apple CD-ROM Project Leader Planned Apple's optical media strategy. Created and shipped Apple's first CD-ROM drive hardware, software, and interactive, multimedia CD titles. Directed efforts of product, manufacturing, and marketing groups inside Apple as well as international, OEM suppliers. Evangelized many third-party titles compatible with Apple product. Served on international committees to create relevant standards. Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 110 Packet Pg. 140 of 711 SRI International (formerly Stanford Research Institute) - 1975 to 1986 Senior Research Engineer - Telecommunications Sciences Center Principle investigator for major research projects, directing the efforts of up to 10 researchers and several outside contractors. Created and shipped pioneering multimedia information system combining text, graphics, animation, and digital audio. System capable of creating, manipulating, and distributing compound multimedia documents. Created and shipped parallel network protocol stacks for reliable transport (one of the first TCP/IP implementations) and realtime transport (NVP/ST) over internetworks. Protocol stacks used over a variety of networks including Ethernet, satellite, and radio. Also led projects in multimedia message architecture, multimedia databases, and telecommunications for the hearing impaired. Systems Programmer - Augmentation Research Center Part of group that created and shipped Doug Engelbart's seminal client/server based information system known as NLS, later sold by McDonnel-Douglas as AUGMENT. NLS pioneered the use of mice, windows, outliners, mixed text and graphics, interapplication communication, and hypertext. Worked on user interface, command interpreter, compiler-compiler and client/server communications. Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 111 Packet Pg. 141 of 711 Utilities Advisory Commission Application Submitted on 23 February 2025, 1:12pm Receipt number 58 Related form version 11 Name Barry Wolf Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 112 Packet Pg. 142 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Research Scientist Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Biochemical engineer with 26 years of experience in the biotechnology industry and academia: • 21 years optimizing mammalian cell culture processes for protein production • 2 years investigating the regulation of a transcription factor gene • 3 years designing and validating biopharmaceutical processes EDUCATION Ph.D. Chemical Engineering 2001 M.S.E. Chemical Engineering 1996 University of Michigan, Ann Arbor, Michigan B.S. Mechanical Engineering, B.A. Biology / Philosophy minor 1992 Rutgers University, New Brunswick, New Jersey Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Acterra EV Ambassador (volunteer), approximately 5 years Personal and Job Experience 1. Why are you interested in serving on the Utilities Advsory Commission and what experience would you bring to the position? As an EV enthusiast and engineer (who only owns EVs), I am aware of the rapid electrification of transportation and buildings and understand the need for utility planning to meet the needs of increased electricity demand while also accounting for rooftop solar/BESS at C&I and homes in Palo Alto. I am acutely aware of the effects of climate change on our water supply, our aging water supply infrastructure, and appreciate the importance of high quality water and high quality water service to Palo Alto residents. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. I am interested in how microgrids comprised of solar PV and BESS can improve the resilience, reliability, and cost effectiveness of the delivery of electricity to all users in Palo Alto. I also believe the Palo Alto Airport should be a pioneer in electric aviation. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I am especially interested in helping to promote home electrification, EV ownership, planning for V2H and potentially V2G in Palo Alto, ensuring adequate transformer resources and reliability transmission lines to accommodate the growing electrification of homes and businesses, while also realizing that private investment in rooftop solar and BESS can work in synergy with the Palo Alto Utilities infrastructure to keep costs low for all stokeholds. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) The Long Term Electric Acquisition Plan (2012) The Gas Utility Long-term Plan (2017) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2012) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2015) I am not familiar with these documents but am planning to read the documents relevant to electricity. Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 113 Packet Pg. 143 of 711 If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Barry F. Wolf Link to signature Date Completed 02/23/2025 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 114 Packet Pg. 144 of 711 Utilities Advisory Commission Application Submitted on 20 December 2025, 8:50pm Receipt number 63 Related form version 13 Name Benjamin Piiru Cell Phone Number 3233945986 Home Phone Number Email Address benjaminpiiru@gmail.com Are you a Palo Alto resident?Yes Address 3825 La Selva Drive City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 115 Packet Pg. 145 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Independent Grid Integration and Energy Policy Consultant Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I am an independent energy policy and infrastructure consultant with more than 16 years of experience working across utilities, regulators, and energy developers. I previously served as Director of Grid Integration Strategy and Policy at Nexamp, where I led interconnection strategy, utility engagement, and regulatory coordination across more than 20 states, with a focus on California. Earlier in my career, I worked at Southern California Edison as a Senior Regulatory Policy Analyst and served as a Junior Advisor to a California Public Utilities Commission Commissioner. My work has focused on utility operations, grid reliability, rate impacts, infrastructure planning, and customer-facing implementation of energy policy. I hold a Juris Doctor from UC Davis School of Law and a Bachelor of Arts from UC Berkeley. My background combines regulatory analysis, stakeholder engagement, and practical utility experience relevant to municipal utility governance. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I have not held office in the city of Palo Alto. I and my family are members of the Palo Alto Elks Lodge. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I am interested in serving on the Utilities Advisory Commission because Palo Alto’s municipal utilities are central to the City’s quality of life, economic vitality, and long-term climate goals. As the energy system becomes more complex and customer needs continue to evolve, I believe it is important for the Commission to provide careful, balanced oversight that prioritizes reliability, affordability, and transparency. My experience working with utilities and regulators has taught me the importance of asking clear questions, understanding tradeoffs, and grounding decisions in data and operational realities. I am comfortable reviewing technical materials, identifying key issues, and helping translate complex information into considerations that are accessible to Commissioners and the public. My goal would be to support constructive dialogue and thoughtful decision-making in service of the Palo Alto community. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. One issue of particular interest to me is how Palo Alto Utilities is planning for increased electrification and load growth while maintaining reliability and affordability for customers. Recent Commission discussions around infrastructure investment, rate impacts, and long-term planning highlight the challenge of balancing near-term costs with long-term system needs. I am interested in this issue because electrification of transportation and buildings is accelerating, and utilities must plan proactively to ensure the system can support new demand without placing undue burden on customers. I would like to better understand how Palo Alto Utilities is sequencing investments, coordinating with customers, and communicating tradeoffs so that decisions remain transparent, data-driven, and aligned with community priorities. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the If appointed, my goal would be for the Utilities Advisory Commission to continue serving as a trusted forum for thoughtful review of utility plans, Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 116 Packet Pg. 146 of 711 process?rates, and programs, with a focus on reliability, affordability, and transparency. I would like to see the Commission help ensure that complex technical decisions are clearly explained, that customer impacts are well understood, and that long-term planning remains grounded in realistic assumptions. I would contribute by carefully reviewing materials, asking clarifying questions, and helping translate technical or regulatory information into clear considerations for the Commission and the public. I would aim to support productive dialogue among staff, Commissioners, and stakeholders, and to bring a balanced perspective that reflects both operational realities and community interests. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) The Long Term Electric Acquisition Plan (2012) The Gas Utility Long-term Plan (2017) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2012) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2015) I have not worked directly with Palo Alto Utilities’ specific planning documents listed above in a formal role. However, I have extensive experience working with analogous utility and municipal planning documents, including long-term resource plans, electric and gas system planning documents, energy efficiency portfolios, sustainability and climate action plans, and utility strategic plans. In prior roles, I regularly reviewed and analyzed long-term plans to understand underlying assumptions, load forecasts, infrastructure investment strategies, rate impacts, and policy tradeoffs, and to help decision-makers assess alignment with operational realities and community objectives. If appointed, I would approach Palo Alto Utilities’ plans with the same diligence, taking the time to understand their context, objectives, and constraints, and using them as a foundation for thoughtful Commission review and discussion. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Benjamin Piiru Link to signature Date Completed 12/20/2025 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 117 Packet Pg. 147 of 711 Utilities Advisory Commission Application Submitted on 9 February 2026, 2:51pm Receipt number 70 Related form version 14 Name Grant Chang Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?No Address City Stanford Postal Code 94305 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 118 Packet Pg. 148 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Chief Operating Officer at Acellent Technologies Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Chief Operating Officer, Acellent Technologies (current). Harvard Business School alumnus with prior experience at Apple in cloud engineering, localization research, and project management. At Acellent, I oversee operations including finance, contracts, compliance, and execution across engineering and technology programs serving public- and private-sector customers. My background combines technology, operations, and management, with experience working cross-functionally with engineers, executives, and external stakeholders. I bring a practical, execution-focused approach to operational efficiency, responsible technology deployment, and organizational leadership in regulated and public-sector environments. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Served as an Honorary Commander at Travis Air Force Base, participating in the U.S. Air Force’s civic and community partnership program that strengthens collaboration between military leadership and the civilian community. Engaged with base leadership on mission readiness, operations, and community relations. Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? Reliable, affordable utilities are essential to Palo Alto’s quality of life and economic strength, and I would welcome the opportunity to support that mission. I am a Chief Operating Officer of Acellent Technologies, where I oversee operations, compliance, contracts, and execution across engineering and technology programs in regulated and public-sector environments. I am a Harvard Business School alumnus and previously worked at Apple in cloud engineering, localization research, and project management. I bring an execution-focused, data-driven perspective, with an emphasis on reliability, cost discipline, and public accountability. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. I am especially interested in issues related to infrastructure reliability, long- term capital planning, and modernization of utility systems. Balancing near- term costs with long-term resilience and performance is critical for customers and the City. With my background in technology operations and program execution, I am interested in how the Commission evaluates these tradeoffs and uses data and planning discipline to support sound, transparent decisions. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? My goals would be to support reliable service, strong long-term planning, and clear, transparent decision-making. I would focus on practical execution, risk management, and accountability, and help ensure complex technical and financial issues are discussed in a clear, decision-useful way. I would contribute an operations mindset and a collaborative, results-oriented approach to the Commission’s work. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) I have reviewed and worked with documents similar in scope and purpose to these plans in both advisory and professional contexts. My experience includes evaluating utility strategic plans and Integrated Resource Plans, reviewing energy efficiency and demand-side management programs, and supporting grid modernization and infrastructure investment initiatives. I’m familiar with sustainability and climate action frameworks, long-term gas and electric planning, and the tradeoffs between reliability, cost, and Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 119 Packet Pg. 149 of 711 Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) decarbonization. I’ve also worked with broadband/FTTP and digital infrastructure planning efforts that align closely with master planning and capital prioritization processes. While I have not authored each of these specific Palo Alto documents, I’m comfortable analyzing them, asking the right policy and technical questions, and using them to inform practical, forward-looking recommendations for utility governance and oversight. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Grant Chang Link to signature Date Completed 02/08/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 120 Packet Pg. 150 of 711 Utilities Advisory Commission Application Submitted on 11 February 2026, 11:26am Receipt number 71 Related form version 14 Name Greg Scharff Cell Phone Number 6508689303 Home Phone Number Email Address gregscharff@me.com Are you a Palo Alto resident?Yes Address 445 Seale Ave City PALO ALTO Postal Code 94301 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? Yes How did you learn about the vacancy on the Utilities Advisory Commission? Other: Currently serve on the commission Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 121 Packet Pg. 151 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation General Counsel for the San Francisco Bay Conservation and Development Commision Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I currently serve as chair of the UAC and this will be the completion of my second term on the commission. I have served as Mayor of Palo Alto and two terms on city council as well as being the NCPA representative for Palo Alto for many years. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Palo Alto City Council, Vice president of ABAG. Mayor 2 terms. NCPA representative. Chair of UAC for 2 years Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I am currently completing my second term on the UAC and also my second year as Chair of the UAC. I was very involved with Utilities as a City Council Member and served as the NCPA representative during most of my time on Council. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. The discussion around data centers recently came to the UAC. Fascinating discussion as a strategy to keep rates low for our residential customers and really interesting to understand staffs perspective and the reasoning behind that perspective and contrast that with the national press's perrspective and Santa Clara's approach. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I would like to see Grid Modernization occur in a cost effective and timely manner and in a way that meets our electrical demand as we move towards electrification. I would also like us to insure that if we move forward with fiber to the premises after the pilot that it makes financial sense and will be successful. I would also like to see more of an integrated approach between S/Cap and UAC. Also, really interested in strategies to keep utility rates cost effective to promote electrification. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) As a long term UAC member I have extensive experience with all of these documents If you'd like to provide any additional documents, please upload below. Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 122 Packet Pg. 152 of 711 Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Greg Scharff Link to signature Date Completed 02/11/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 123 Packet Pg. 153 of 711 Utilities Advisory Commission Application Submitted on 21 January 2026, 12:33pm Receipt number 67 Related form version 14 Name Hassan Naqvi Cell Phone Number 6503877133 Home Phone Number Email Address HassanMNaqvi@Hotmail.com Are you a Palo Alto resident?Yes Address 4211 Rickeys Way, Unit C City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City Palo Alto Weekly Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 124 Packet Pg. 154 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Auditor Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. 1. AAS in aeronautical engineering tech. 2. FAA aircraft maintenance license (A&P). 3. ASNT Level 3 license in material testing using PT MT and RT. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Volunteer for Habitat for humanity for several months. Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? Now that I am semi-retired I have time to give back something to my town. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. Bike lane issue is very dear to me. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I have spent my life in numerous technical fields, and my aim would be to utilize new technology to enhance and maximize operational efficiency. As time goes on the energy consumption would increase. Especially as the number of EV increase. We need to look into other options for energy. As a member of the advisory committee i would try to push for environmentally friendly sources. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) I do not have any experience with any of the above documents. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 125 Packet Pg. 155 of 711 Name of signatory: Hassan M. Naqvi Link to signature Date Completed 01/21/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 126 Packet Pg. 156 of 711 Utilities Advisory Commission Application Submitted on 17 February 2026, 8:10pm Receipt number 72 Related form version 14 Name Julia Zeitlin Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94303 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City City Website Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 4 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 127 Packet Pg. 157 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Undergraduate at Stanford (Environmental Engineering); Living Lab Fellow in Stanford’s Office of Sustainability Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Education: Stanford University, B.S. in Environmental Engineering (intended); 4.17 GPA; Class of 2028 Castilleja School; 4.0 GPA; Class of 2024 Work Experience: Stanford Office of Sustainability, Living Laboratory Fellow - Advancing electrification of faculty and staff housing on campus California Energy Commission, Student Researcher - Conducting research and writing content to support geothermal energy projects California Air Resources Board, Shultz Energy Fellow - Analyzed effectiveness of state-level incentives in encouraging electrification of heavy-duty drayage trucks City of Palo Alto Office of Sustainability Intern - Proposed and implemented Palo Alto’s first ever Youth Climate Advisory Board: established selection criteria, recruited applicants, conducted interviews and outlined strategy and vision Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Stanford Emergency Medical Services (Summer 2025-present) - Volunteer as a California-certified EMT responding to traumatic and medical calls at on-campus events Palo Alto Student Climate Coalition (PASCC), Co-founder & Director (January 2021-December 2024) - Local advocacy group of Palo Alto students campaigning for bold climate action in city government Cool Cities Coalition, Co-Founder & Director (September 2023-Present) - Led team of citizen scientists in heat mapping project for Palo Alto, East Palo Alto and Menlo Park; currently leveraging data collected for implementation of targeted cooling solutions Palo Alto Youth Council, President (2022-2023) and Member (2019-2022) - Surveyed students’ mental health, organized events to support teen mental health - Coordinated civic engagement opportunities Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I am proud of how Palo Alto has been on the frontier of innovation and progress–from providing carbon neutral electricity starting in 2013 to its recent advancements in deploying AMI citywide. Palo Alto is on the forefront of building electrification, and I want to help the city continue to move forward while balancing the need for this transition with fiscal responsibility and affordability for all residents. At Stanford, I am doing research with Dr. Bruce Cain focused on residential electrification policies in Palo Alto and Berkeley. We are conducting a study to test effective messaging to motivate adoption of electric appliances. We have also designed pilots of both window-mounted heat pumps and induction cooktop stoves for Stanford faculty and staff homes. Between my current work on implementation and my extensive past involvement with Palo Alto’s S/CAP, reach codes, and HPWH program, I believe I would be Application Questions 2 of 4 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 128 Packet Pg. 158 of 711 well prepared to help the UAC accomplish its critical goals. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. At the most recent Commission meeting, I was particularly interested in the discussion of data centers. As a research assistant at the CEC, my recent work has focused on examining the economic, environmental and health impacts of data centers. I see a great opportunity for Palo Alto to carefully and thoughtfully join cities like Santa Clara in welcoming data center expansion, where data centers have stabilized electric sales and lowered rates. I see potential for Palo Alto to work collaboratively with local AI users to support edge data centers that reduce latency. Palo Alto can potentially accommodate small data centers while maintaining the character of the city and incorporating use of recycled and water-efficient cooling techniques. Data centers present an opportunity for job creation and active displacement of carbon emissions via our carbon neutral electricity. Through careful planning, Palo Alto can ensure its residents and environment benefit from new data centers. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I would like to see the UAC focus on pathways to phasing out gas infrastructure. Building on the Gas Transition Study and Grid Modernization Plan, the UAC could recommend innovative rate structures to accelerate electrification, subject to legal considerations (i.e., Props. 26 and 218) and continuing to prioritize affordability and equity. This balance will be critical to Palo Alto’s efforts to achieve S/CAP’s vision of 80x30. Mapping urban heat disparities in Palo Alto as a city intern reinforced my commitment to assessing the impact of policy and infrastructure development on all residents. I would like to assist the UAC’s focus on increasing affordable electrification opportunities for renters and multifamily buildings. We must look to other municipalities for best practices in how to improve program structures and drive increased participation. I believe that my past work in studying and assessing local climate policies in cities across the US could be helpful in this effort. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) About six years ago, I began actively participating in the public comment process to help improve the draft S/CAP update. In 2020, I joined Palo Alto’s S/CAP Ad Hoc Working Group to provide feedback on optimizing implementation of building electrification programs, as well as sustainability-related communications and outreach. I served on the Working Group for four years, diving into all eight focus areas for driving towards 80x30. While my work and volunteer experience have surrounded the intersection between utilities and sustainability, I have familiarized myself with each of the above plans and would be eager to contribute to the commission as a resident, aspiring environmental engineer and citizen concerned with the strategic success of CPAU. As a resident who will inherit the outcomes of current utility planning, I believe I can offer a valuable perspective on the long-term fiscal and environmental sustainability of CPAU. If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature 3 of 4 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 129 Packet Pg. 159 of 711 Name of signatory: Julia Zeitlin Link to signature Date Completed 02/17/2026 4 of 4 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 130 Packet Pg. 160 of 711 Utilities Advisory Commission Application Submitted on 14 January 2026, 1:35pm Receipt number 65 Related form version 14 Name Meagan Mauter Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?No Address City Stanford Postal Code 94305 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Other: current commissoner Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 131 Packet Pg. 161 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Professor, Consultant Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. Prof. Meagan S. Mauter is the Principal Investigator of the Water & Energy Efficiency for the Environment Lab (WE3Lab) at Stanford University and the Research Director of the National Alliance for Water Innovation (NAWI), the U.S. Department of Energy’s $185M Energy-Water Desalination Hub. Her research develops innovative computational tools for designing, analyzing, controlling, and adapting water infrastructure systems. Recent projects include WaterTAP (a process systems engineering tool for water system design), FlexWater (a control platform for demand-side energy management at water utilities), and PlanWater (a decision support tool for water treatment capacity expansion under future drought scenarios). Mauter also serves as a Commissioner on the Utilities Advisory Committee for the City of Palo Alto and a consultant to municipalities implementing innovative water treatment and reuse solutions. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. Vice-Chair Utilities Advisory Committee for the City of Palo Alto Utilities (2023-2026) Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I am interested in continuing my term as Vice-Chair of the UAC in service to the Palo Alto Community's goals of investing in a resilient, affordable, and sustainable utilities program. My personal expertise in water and energy systems has made valuable contributions to the UAC's deliberative process to date, and I look forward to continuing to advance Palo Alto's leadership on utilities innovation through careful evaluation of grid modernization practices, gas system evolution, water system resiliency assessment and planning, and affordable wastewater programmatic design. I am also interested in helping CPAU stay ahead of the dynamic regulatory landscape with recent court rulings on Prop. 218, BACWA evaluation of nutrient compliance efforts, and federal policy and funding changes. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. As highlighted above, my expertise in water and energy systems biases my involvement in water, wastewater, and electric utilities. However, as vice- chair, my role is to ensure that each utility is receiving rigorous review, that citizen concerns are adequately considered, and that other commissioners have adequate time to air their concerns. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I would like to see a thoughtful analysis of cost saving opportunities in Wastewater via participation in nutrient trading programs and I would like to work closely with Council's representative to BAWSCA to improve our working relationship with SFPUC as they make investments in non- traditional water supplies. Recognizing Palo Alto's role in a regional water and power network will be crucial to maintaining affordability over the next 10-15 years. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) I have reviewed all of these as part of my role as UAC commissioner and vice-chair Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 132 Packet Pg. 162 of 711 The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Meagan Mauter Link to signature Date Completed 01/14/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 133 Packet Pg. 163 of 711 Utilities Advisory Commission Application Submitted on 26 January 2026, 8:02pm Receipt number 68 Related form version 14 Name Olgu Tanriverdi Cell Phone Number Home Phone Number Email Address Are you a Palo Alto resident?Yes Address City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 134 Packet Pg. 164 of 711 Read the code, and check only ONE option below:I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. Occupation Data Scientist Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. I have worked more than 10 years in SCE, and PG&E, I have also worked for GE Energy for almost 5 years. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I volunteered various organizations including Girls scout events (including robotics), mediations between tenant and landlord, and lastly VP of finance for the Gunn high school sports booster club. Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I am interested in serving on the UAC because I am passionate about ensuring that our community has access to reliable, cost efficient, and sustainable utility services. I believe that thoughtful utility planning is essential for economic growth, environmental responsibility, and the well- being of residents. I will bring a strong background in engineering/data/strategy with experience in energy management & development & procurement to advise the board and the City Council. In my previous roles at SCE and PG&E, I evaluated RFOs and procurements for various products/resources which gave me insight into the challenges and opportunities in utility management. I am confident that my ability to analyze current challenges, engage with stakeholders, and develop practical solutions will contribute to informed decision-making on the commission. I look forward to collaborating with fellow members to enhance the efficiency and sustainability of our community’s utilities. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. Grid modernization project would be one that particularly interest me. As I worked on modeling various parts of the CA grid and forecasted hourly nodal prices in CA, I will utilize my expertise to help contribute to UAC. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I would like to see a robust system where an informative UAC that will guide and work with City Council effectively to accomplish the common goal of providing reliable, cost efficient, and sustainable utility services to the city. I will utilize my utility background from SCE and PG&E to contribute and be a part of that robust system. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) I have experience in utility strategy, sending and evaluating RFOs, contract negoations, short/long term electric and gas procurement planning & execution, and grid changes needed to support electrification. Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 135 Packet Pg. 165 of 711 If you'd like to provide any additional documents, please upload below. Resume_Olgu_Tanriverdi.pdf Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Olgu Tanriverdi Link to signature Date Completed 01/26/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 136 Packet Pg. 166 of 711 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 137 Packet Pg. 167 of 711 Olgu Tanriverdi 2 Real Software Systems - Woodland Hills, CA May '06 - Apr '07 Technical Consultant • Worked in a fast-paced startup to design and develop contract management software that calculates rights, royalties, and profit participation for media giants such as SONY, MGM, Activision, EA, BBC etc. based on clients’ business requirements University of California, Los Angeles (UCLA) Sep '00 - May '06 Research & Teaching Assistant, Flight System Research Center • Conducted research with NASA, NREL, and DOE on mathematical modeling of horizontal axis wind turbines and developed nonlinear pitch and torque control algorithms to operate them on their optimal max generation point. • Lectured in Numerical Analysis, Probability, Physics, Systems & Signals, Electronic Circuits, and C++ Programming Patents & Trade Secrets • O Tanriverdi, inventor; Gas Turbine Engine Controller with Event Trigger (US Patent No: 9,002,617; Issued Date April 12, 2015) • O Tanriverdi, inventor; System and Method to Measure 3D Flow (US Patent No: 9,030,667; Issued Date May 12, 2015) Conference Papers • O. Tanriverdi, ”Ancillary Service Price Forecast in Metrix ND,” Envision 2009 Itron Conference, Phoenix, AZ, September 2009 • O. Tanriverdi and A.V. Balakrishnan, ”Maximize Wind Turbine Power Output in Transient Region,” Proc. AWEA (American Wind Energy Association), Windpower 2006 Workshop, Pittsburgh, PA, June 2006 • O. Tanriverdi and A.V. Balakrishnan, ”Pitch & Torque Control to Maximize Wind Turbine Power Output in Partial Load Region,” Proc. EWEC (European Wind Energy Conference), Business Science Technology, Electrical System Design, Integration and Control/Technical Track, Athens, Greece, February 2006 Professional Licenses & Certifications • Coursera Machine Learning, Neural Networks&Deep Learning, Improving Deep Neural Networks, Intro to LLM, Intro to GenAI • FAST.AI Deep Learning Part I & II • Certified Lean Six Sigma Green Belt DFSS • Certified Mediator by CA Dispute Resolution Program and LA County Community and Senior Services Volunteer Services & Activities • VP Merchandise Gunn High School Sports Boosters May '24 - Present • VP Scholarship NuEnergy Employee Resource Group, Diversity&Inclusion at PG&E Oct '16 – Jan ‘18 • VP Events Asian Pacific American Forum Affinity Group at GE Mar '13 - May '15 • Member of IEEE Control Systems and Computer Science Societies Mar '00 - Present LACBA Dispute Resolution Services - West Hollywood, CA Mar '07 - Sep '07 • Analyzed the dispute and provided resolution to community residents seeking Mediation Services Education University of California, Los Angeles • Ph.D. (all but unfinished thesis) in Electrical Engineering, major in Control Systems. May '06 Minors: Digital Signal Processing and Engineering Optimization • Engineer in Electrical Engineering Jun '03 • Master of Science in Electrical Engineering Jun '02 Yildiz Technical University - Istanbul, Turkiye Jun '98 • Bachelor of Science in Electronics and Communications Engineering Awards • Graduate Student Fellowship from the Electrical Engineering Department at UCLA Sep '00 - Mar '06 • Dean’s Special Young Alumni Award: Received Bachelor of Science degree at age of 20 Jun '98 • Placed 6th in 1997 Best Model of Turkiye Competition Aug '97 Computer Skills • C++, Python, Fortran, C#, Google OR-Tools, SQL, Scikit-learn, TensorFlow, CPLEX, .NET, Matlab, Databricks, PySpark, SVN, Git, Perforce, Azure Functions, Kusto, REST APIs, Domo, Tableau, MicroStrategy, Adobe Analytics, Airflow, DoWhy, PSM Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 138 Packet Pg. 168 of 711 Utilities Advisory Commission Application Submitted on 14 January 2026, 10:20am Receipt number 64 Related form version 14 Name Robert L Phillips Cell Phone Number 6463484725 Home Phone Number Email Address rolewisphillips@gmail.com Are you a Palo Alto resident?Yes Address 2290 Yale Street City Palo Alto Postal Code 94306 Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? No Are you available and committed to complete the term applied for?Yes Fair Political Practices California state law requires board/commission members to file a disclosure of financial interests (Fair Political Practices Commission, Conflict of Interest, Form 700). Do you/your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to: 1. Engage in business with the City; 2. Provide products or services for City projects; or 3. Be affected by decisions of this Board or Commission? No Excluding your principal residence, do you or your spouse own real property in Palo Alto? No How did you learn about the vacancy on the Utilities Advisory Commission? Email from the City Personal Information Consent to Publish Personal Information on the City of Palo Alto Website 1 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 139 Packet Pg. 169 of 711 Read the code, and check only ONE option below:I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. Occupation Independent Consultant Please list your relevant education, training, experience, certificates of training, licenses, and professional registration. If describing work experience, please include company/employer name and occupation. My career has focused on using data and analytics to help companies and businesses make better decisions. I have served as a consultant to the Department of Energy and the Electric Power Research Institute (EPRI) as well as to a number of electric power utilities in the United States and the United Kingdom. I have been a Professor in the Columbia University Business School and a Lecturer at Stanford, University, teaching courses in the use of analytics for decisions. I have served as Director of Marketplace Data Science for Uber and Director of Pricing Analytics for Amazon as well as CEO of the consulting firm Decision Focus Incorporated. I hold a Ph.D. in Management Science and Engineering from Stanford University and Bachelor Degrees in Economics and Mathematics from Washington State University. Please describe your involvement in community activities, volunteer and civic organizations, including dates and any offices held. I have served on the Utilities Advisory Commission since 2023 including on the Budget Subcommittee and the Gas COSA ad hoc subcommittee. Please select all that apply to you.I am a utility customer. Personal and Job Experience 1. Why are you interested in serving on the Utilities Advisory Commission and what experience would you bring to the position? I have been serving on the UAC since 2023. I feel that I have made a positive contribution in a number of areas such as the improvements to the Gas COSA and helping establish strategic directions for electricity, water, and gas. Through my service, I have become highly familiar with the challenges facing our utilities and the options we have for ensuring affordable, reliable and sustainable access for our residents and businesses. 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting, you can view archived videos from the Midpen Media Center. Archived videos are available from the Midpen Media Center. I have a continuing interest in ensuring that utility services remain affordable for our residents. This is particularly important as the city seeks to electrify and eliminate natural gas. We require careful planning to ensure that we do not enter a "death spiral" as our gas infrastructure and maintenance costs are allocated to a shrinking customer base. 3. If appointed, what specific goals would you like to see the Utilities Advisory Commission achieve, and how would you help in the process? I believe that the UAC is successful if it 1.) provides useful strategic input to the City Council regarding Utilities issues and 2.) provides guidance to utilities staff that helps ensure that they pursuing strategies consist with Council priorities. 4. Utilities Advisory Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. The Utilities Strategic Plan (2018) City of Palo Alto Electric Integrated Resource Plan (2025) The Gas Utility Long-term Plan (2023) Urban Water Management Plan (2021) Ten-Year Electric Energy Efficiency Plan and Ten-Year Natural Gas Energy Efficiency Plan (2025) Sustainability and Climate Action Plan (SCAP) Fiber-to-the-Premise Master Plan (2022) Electric Grid Modernization (2026) I am familiar with all of those documents through my work on the UAC. Application Questions 2 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 140 Packet Pg. 170 of 711 If you'd like to provide any additional documents, please upload below. Please confirm that you have read the Boards and Commissions Handbook. View the Boards and Commissions Handbook. Yes Signature Name of signatory: Robert L Phillips Uploaded signature image: Signature.png Date Completed 01/14/2026 3 of 3 Item 2 Attachment D - UAC Applications - Redacted Item 2: Staff Report Pg. 141 Packet Pg. 171 of 711 City Council Staff Report From: City Manager Report Type: STUDY SESSION Lead Department: Transportation Meeting Date: March 2, 2026 Report #:2511-5431 TITLE Palo Alto Link Program & Transit Futures Review; CEQA status – not a project. RECOMMENDATION Review service performance and transit funding options as Palo Alto Link services conclude June 30, 2026. EXECUTIVE SUMMARY Palo Alto Link began as an 18-month pilot program funded by a Valley Transportation Authority (VTA) Measure B Innovative Service grant on March 7, 2023. The service has provided on- demand weekday micro-transit services throughout most of Palo Alto. The service currently operates on weekdays from 7 a.m. to 7 p.m., with school exclusion zones. Additional grant and partner funding, and City Council approvals, have extended the pilot term to June 30, 2026. With committed grant funding winding down, City Council directed staff in June 2025 to review options for (1) winding down the service; (2) continuing Palo Alto Link with less reliance upon the City General Fund; (3) focusing the service to prioritize vulnerable riders; or (4) supplanting the program with a shuttle or fixed routes services. Staff reviewed current operating model and considered possible fare and service changes to reduce costs and prioritize vulnerable populations, such as senior and disabled riders. Staff also considered options to resume fixed route shuttle services or replace the Link with TNC or taxi vouchers. No options were found that completely eliminate costs to the City. BACKGROUND In 1998, City Council adopted the City’s Comprehensive Plan, which included Goal T-2: A Convenient, Efficient Public Transit System that Provides a Viable Alternative to Driving. Palo Alto Shuttle Program, 1999 – 2020 Based on this goal, the City began a Shuttle Program in December 1999 with two fare-free services: 1) Crosstown shuttle between Crescent Park, Midtown and Charleston Road, which Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 1 Packet Pg. 172 of 711 was funded by the City and operated via a turnkey arrangement with MV Transportation1; and 2) Embarcadero shuttle between Palo Alto Transit Center and East Embarcadero Road, which was initially managed by Caltrain with a partial subsidy from the City of Palo Alto that increased as Caltrain funding diminished over time. These shuttle services operated Monday through Friday, with a special school commute service on both routes on school days. 2 to advance local transit options. Table 1: Shuttle Alternatives Presented in the 2017 Palo Alto Transit Vision Route Variant Service Hours and Headways Annual Service Hours Escalated Annual Cost ($2026))3 1 SR 10281, June 24, 2019 https://www.cityofpaloalto.org/files/assets/public/v/1/agendas- minutesreports/reports/city-manager-reports-cmrs/year-archive/2019/id-10282.pdf 2 See summary of Transit Vision alternatives in the table above; approved by City Council in March 2017: https://www.cityofpaloalto.org/files/assets/public/v/1/transportation/misctransportation/ 3 Since 2019, transit service costs have increased considerably as a result of inflation, supply chain issues, operate shortages in the Bay Area and other factors. Figure 1: Palo Alto Shuttle (Photo: City of Palo Alto) Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 2 Packet Pg. 173 of 711 Weekends: 8am–8pm @ 45-min B2 Weekdays: 6am–10pm @ 30-min Weekends: 8am–8pm @ 45-min 14,640 $1,330,000 A Weekdays: 6:50am–7pm @ 20-min peak, no midday, 40-min evenings Weekends: No service 5,228 $475,000 Embarc- adero Route B Weekdays: 7am–9pm @ 15-min peak, 30-min midday & evenings Weekends: 8am–8pm @ 60-min 11,400 $1,036,000 A Weekdays 7am–7pm @ 30-min daytime, 60-min evenings Weekends: No service 8,670 $788,000 South Palo Alto B Weekdays: 7am–9pm @ 15-min peak, 30-min midday, 60-min evening Weekends: 8am–8pm @ 60-min 14,240 $1,294,000 Following the pandemic shutdown that abruptly reduced transit ridership and City financial resources, Palo Alto Shuttle services were discontinued on July 1, 2020. Palo Alto Link, 2023 – 2026 To fill the resulting gap in transit access, City staff submitted a successful application for $2,000,000 in VTA Measure B Innovative Transit program funds for an On-Demand Transit Service, with a $500,000 local match. The City subsequently selected Nomad Transit, LLC, (aka Via) to operate “Palo Alto Link” with an initial $2,043,550 contract for an 18-month term beginning on March 7, 2023. The City also executed a $744,000 cost sharing agreement with Stanford University to recoup cost of trips originating or ending in Stanford Research Park (SRP). Palo Alto Link employed hybrid and electric vehicles (EVs) to provide on-demand rides booked via mobile app or phone with initial service hours from 8am to 6pm, Monday-Friday. The initial fare for single rides was $3.50, with a discounted price of $1 for disabled, low-income, senior, and youth riders. The cost of this service to the City is dependent upon allocated driver hours and is not necessarily correlated with trips provided. On October 21, 2024, Council authorized an amendment to extend services through June 2025, with an additional $1,200,000 (bringing the total Via contract to $3,801,000) and an additional $600,000 cost-sharing amount from Stanford for trips to and from SRP. Based on Figure 2: Palo Alto Link (Photo: City of Palo Alto) Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 3 Packet Pg. 174 of 711 Council discussion, staff also sought out additional grant funding from the Air District’s Transportation Fund for Clean Air (TFCA) program, which resulted in a grant award of $441,000. 7. Since June 2025, staff confirmed a second TFCA award of $456,500, and received information that the service would not receive a second Measure B Innovative Transit grant. Table 2: Palo Alto Link Funding Milestones Date Milestones Non-Fare Revenues (Grants & Partnership Funding) Cumulative Service Cost 8 9 10 11 nd Transportation Fund for Clean Air (TFCA) award 7 SR 2506-4761, June 16, 2025 https://cityofpaloalto.primegov.com/viewer/preview?id=8427&uid=b976b160- b836-4718-8270-36f25c823c8d&type=2 8 SR 14959, December 12, 2022 https://cityofpaloalto.primegov.com/portal/item/?meetingItemId=20f80994-de00- 4d1a-aa0b-9e37365ba583 9 SR 2303-1128, April 10, 2023 https://cityofpaloalto.primegov.com/portal/item/?meetingItemId=5a61ff58-8c43- 48a2-ac4d-8b6814a65816 10 SR 2408-3387, October 21, 2024 https://cityofpaloalto.primegov.com/portal/item/?meetingItemId=2a1814e2- 47ed-4386-9b5a-26d412807895 11 Council motion on June 16, 2025 item https://cityofpaloalto.primegov.com/viewer/preview?id=16856&type=3 Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 4 Packet Pg. 175 of 711 Palo Alto Link Performance Today, Palo Alto Link services include on-demand transit service Monday-Friday for a 12-hour service span 7am-7pm, with school exclusion zones and slightly increased fare prices ($4 standard and $2 discounted for seniors, disabled, low-income, and youth riders). Weekly and monthly passes are also available. The service operates within most of the City, except areas to the east and west that are primarily characterized by large open spaces and conservation lands. The service uses a nine (9) vehicle fleet to provide virtually positioned pick-up and drop-off locations within an acceptable walking distance. Door-to-door service and a wheelchair accessible vehicle is available for riders who may require extra assistance. Between March 7, 2023, and September October 30, 2025, Palo Alto Link served 137,450 rides, (3,011 to 6,072 per month), averaging 3.3 miles and 13.3 minutes long. Based on a survey by Via in late 2024, 60% of riders identify as minorities, 57% earn less than $100,000 per year, and 53% are seniors, disabled, or economically challenged. A large proportion of monthly rides (40% to 58%) included multiple bookings, where rider trips are shared with other riders. Top destinations include the Palo Alto Transit Center, Stanford Research Park destinations, Cubberly Community Center, Midtown shopping locations, Rinconada Park area, Stanford Shopping Center, the VA Hospital, and Stanford Health locations, though trips are also distributed across the entire service area, including many residential locations. Through the service’s application or a booking agent, riders receive a Seat Unavailable message if there is no available capacity for a new passenger booking a trip at that specific time or in that particular service area. In the first 12 months of service, the monthly Seats Unavailable service metric ranged from 3.8% to 9.1%. As committed funding has diminished over the last seven months, staff have directed Via to scale down service costs. In response, Seats Unavailable messages have ranged from 15.1% to 19.6% of all rides requested, as the vendor has had to make less Vehicle Driver Hours available to the public. Typical wait times have also increased, Figure 3: Palo Alto Link Mobile Application Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 5 Packet Pg. 176 of 711 from 12-15 minutes when the service began to 18-25 minutes since Fall 2024. Average pickup walking distance has also been increased to pool rider trips more efficiently. Figure 4: Palo Alto Link Popular Destinations ANALYSIS Table 3: Summary of Alternative Service and Funding Options Strategy Type Description Ridership Impact Cost Impact Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 6 Packet Pg. 177 of 711 Table 3: Summary of Alternative Service and Funding Options Strategy Type Description Ridership Impact Cost Impact pilot with higher fares funding partners or allow emerging options to progress Continue Palo Alto Link As Is On-demand rides @ $4/trip ($2 discount) 18-25-minute wait, 15-20% unavailable, school exclusion Continue current 3,000- 6,000 trips / month $1.2 million/year ($26/trip); continue Stanford partnership (up to $600k /year) Increase fares ($10 general, $3 concessions)Decreases ridership Limited decrease in total cost Retain fare structure, but reduce total driver hours Decreases ridership Limited decrease in total cost Restrict eligibility to disabled, low-income, seniors, youth 50-80% decrease in trips No decrease in total cost unless fewer driver hours allocated Prioritize & allow pre-booking by disabled, low-income & seniors; public only travel as seats available 20-40% decrease in trips No decrease in total cost unless fewer driver hours allocated Continue Palo Alto Link with Lower Subsidy Shift ridership to existing fixed route bus routes where available Only ~6% of trips can be completed via bus network No cost reduction available Embarcadero shuttle: 4+ vehicles @ 30-minute headway, 12 hour Unknown potential increase in ridership $1.1 million; No fund partnerships currently available Crosstown shuttle: 4+ vehicles @ 30-minute headway, 12 hour Unknown potential increase in ridership $0.8 million; Caltrain no longer offers funding partnership Resume Fixed Route Shuttle Services (~16 person vehicle)South Palo Alto (Cal Ave to VA) shuttle: 4+ vehicles @ 30- minute headway, 12 hour Unknown potential increase in ridership $0.8 million; No funding partnerships currently available Subsidize TNC or Taxi Service Could be prioritized for vulnerable users and desired availability Lack of control over rider safety & availability of wheelchair-accessible vehicles Releases Stanford Research Park cost share Discontinue Palo Alto Link Concludes pilot program on June 30, 2025 Users will pay more for alternative TNC or taxi services and users with disabilities will need to book 24 hours in advance for paratransit Saves City General Fund from any ongoing committed funds Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 7 Packet Pg. 178 of 711 Continue Palo Alto Link as a Pilot Service This strategy allows the City to buy time by extending the program offerings for an additional year while other options emerge and staff continue to explore additional potential partnerships. This option would involve re-programming committed FY 2026 General Fund dollars to FY 2027 ($250,000), renewing the Stanford Research Park partnership through FY 2027, and utilizing awarded TFCA funds spread over the remainder of FY 2026 and across FY 2027. This approach could also be paired with service or ridership changes or reprioritizations described. Maintaining current service design would be the most cost-effective way to sustain transit accessibility to the existing community of predominantly elderly and economically challenged riders. While the total cost would not decrease, a continued focus on efficiency would continue to minimize costs. Based on Via’s survey of similar services in Bay Area cities, Palo Alto Link spends less per trip than other Bay Area on-demand micro-transit services. Various options were considered as potential opportunities for reducing subsidies for Palo Alto Link. The most promising options were increasing fares or reducing driver hours. Increasing fares (with need-based discounts) may be expected to reduce general ridership, which may reduce total savings. To test the impacts of fare increases on ridership, If Council wishes to continue the Palo Alto Link service beyond June 2026, the City could potentially pilot a fare increase for the remainder of FY 2025-26. Increased fares would generate additional revenue and would likely not reduce the current funding gap of $250,000 (covered by awarded TFCA funds in the current FY 2026), while also testing the effects of a fare increase on ridership. Beyond June 2027, however, the funding gap would increase to $700,000 per year if the City is unable to secure additional TFCA or other grants. This increase could be graduated by reduced driver hours. Other options that were explored as potential mechanisms to lower subsidies included restricting access or prioritizing elderly and economically challenged riders. These options may provide a higher quality of service for a limited rider base, but it would cause a spike in cost per ride and may result in some wasted capacity in the form of empty deadhead trips that would otherwise be occupied. The concept of redirecting ridership to bus routes was not considered to be effective since existing bus route only serve a fraction of the current rider base and the strategy would increase cost per trip. Community members have expressed interest in fixed route shuttles as an alternative to Palo Alto Link; however, this option is financially infeasible. As shown in Table 1, fixed route shuttle services are more expensive than Palo Alto Link. Furthermore, prior shuttle funding partnerships such as Caltrain and Stanford Health Care are no longer available, and a shift from Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 8 Packet Pg. 179 of 711 Palo Alto Link to a fixed route shuttle would likely result in the loss of the funding partnership with Stanford since SRP trips are distributed throughout the City and not along shuttle routes. Subsidize Transportation Network Companies (TNC) or Taxi Services Discontinue Palo Alto Link (Default Option) Funding Partnership Opportunities Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 9 Packet Pg. 180 of 711 Planning and Transportation Commission Review In December 2025, the Planning and Transportation Commission reviewed information on Palo Alto Link.17 Commissioners generally praised the value brought to Palo Alto Link users and expressed a desire for better transit-like services in the City. PTC did not provide a specific recommendation for continuing the service or supplanting it with any other option. Palo Alto Link services are currently programmed to wind down at the end of the current fiscal year, with the last date of service expected to be June 30, 2026. The Palo Alto Link program currently operates at a fully burdened cost of approximately $26 per trip, with rider fares recovering less than 5% of total operating expenses. Since early 2023, staff utilized funds from the Measure B Innovative Transit Program, Stanford Research Park, and TFCA to fund approximately 95% of service costs through December 2025. Measure B funds totaled $2,000,000 through June 2024. While external grants and the Stanford Research Park (SRP) partnership successfully funded approximately 95% of service costs through 2025, one-time resources such as VTA Measure B funding are now concluding. The SRP contribution to funding has ranged from 33% to 50% of monthly costs since the funding partnership began in March 2023, totaling approximately $1.2 million through December 2025. Additional funds, including a second award valid through June 2027, from the Bay Area Air Quality Management District's Transportation Fund for Clean Air (TFCA) have decreased the impact on City dedicated funds, allowing an extension of the original pilot term to June 30, 2026. Rider fares have currently contributed less than 5% of program costs. If Council chooses to winddown service by June 30, 2026, the City will achieve a gross cost saving of approximately $250,000 in Fiscal Year 2026-27 and approximately $700,000 in subsequent years. However, the net fiscal benefit is reduced to approximately $125,000– $275,000 after accounting for the loss of $425,000 to $575,000 in annual Stanford cost-sharing revenue for services that connect to SRP. This decision must be weighed against the City’s broader fiscal reality, including a $14.9 million structural deficit. This program should align with the City's cost recovery objectives and preserve General Fund stability. Any extension of general on-demand service would require a significant subsidy level which the City Council should consider in context with other General Fund supported services. 17 SR 2510-5293, November 12, 2025 https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=16610 Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 10 Packet Pg. 181 of 711 STAKEHOLDER ENGAGEMENT ENVIRONMENTAL REVIEW ATTACHMENTS APPROVED BY: Item 3 Item 3 Staff Report Item 3: Staff Report Pg. 11 Packet Pg. 182 of 711 City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: City Clerk Meeting Date: March 2, 2026 Report #:2601-5865 TITLE Endorsement of the Connect Bay Area Transit Initiative RECOMMENDATION As a follow up to the City Council request to review and endorse the Connect Bay Area Transit Initiative, staff recommends the City Council endorse the Initiative. BACKGROUND The City Council routinely considers adopting positions on state and local ballot measures in election years. These items are typically heard in late October when the County Registrar of Voters mails out ballots. Staff notes any City Council-approved Legislative Guidelines that align with the ballot measure as context, but alignment with a guideline does not obligate the City Council to take a position. The agenda items provide information to voters and serve as a forum for City Council discussion and consideration of positions. When the City Council adopted its 2026 Legislative Guidelines in January 2026, City Council expressed interest in early endorsement of a potential ballot measure known as ”Connect Bay Area Transit.”1 The Connect Bay Area Committee is working to place a five-county sales tax to fund public transit on the November 3, 2026 general election ballot. Supporters of the initiative are currently gathering signatures to qualify for the ballot and early support from the City could help the qualification effort. The City Council directed staff to prepare a staff report with more information for City Council review and to return to the City Council with an agenda item to endorse the measure. ANALYSIS The Connect Bay Area Transit initiative aligns with the following Palo Alto Legislative Guidelines: 1 January 20, 2026 City Council Summary Minutes: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=85302&dbid=0&repo=PaloAlto Item 4 Item 4 Staff Report Item 4: Staff Report Pg. 1 Packet Pg. 183 of 711 Deters single occupancy drivers and alleviates local traffic congestion and promote active transportation safety infrastructure Supports local and regional public transportation Supports expansion and operations of public transit options throughout Palo Alto, especially funding for transit Connect Bay Area Transit is a citizens’ initiative proposed for the November 3, 2026 general election that, if approved, would enact a regional sales tax to fund public transit. The initiative is led by a coalition of labor, environmental, business, and transportation organizations. Supporters include SEIU 1021, Greenbelt Alliance, SPUR, and the Silicon Valley Bike Coalition. A complete list of endorsements is available on the campaign’s website.3 SB 63, authored by State Senators Arreguin and Weiner, passed in 2025 and authorized the placement of the measure on the ballot. Connect Bay Area opted to place the measure on the ballot via a citizen’s initiative and must gather over 186,000 eligible signatures across the five counties by June 6, 2026 to qualify. The coalition officially launched its signature gathering effort on January 23, 2026. The initiative’s full text is included with this report as Attachment A. The measure would set a half-cent sales tax in Alameda, Contra Costa, San Mateo, and Santa Clara counties and a one-cent sales tax in San Francisco County for 14 years. The measure is designed to prevent transit service cuts, provide stable operating funds, and fund transit improvements, capital projects and targeted road improvements. Funding will support the operation of BART, Caltrain, AC Transit, Muni, Tri-Valley Wheels, County Connection, Union City Transit, Tri Delta Transit, WestCAT, SF Bay Ferry, Santa Clara Valley Transportation Authority (VTA), and Golden Gate Transit. The two agencies operating in Palo Alto, Caltrain and VTA, will annually receive an estimated $75 million and $264 million, respectively.4 Caltrain services operate in Palo Alto at 15- to 30-minute headways at three stations (Palo Alto, California Avenue and San Antonio), while VTA services include routes 22 and 522 (El Camino Real), 21 (Middlefield Road to Sand Hill Road) and 89 (California Avenue to VA Hospital). Additionally, limited SamTrans (ECR, 280, 281, 296, 397) and AC Transit (U, DB) services also serve the Palo Alto Transit Center. An independent oversight committee comprised of representatives from each county will ensure that revenues are spent appropriately. Next Steps after Approval: If the City Council chooses to endorse this Initiative, staff will include this endorsement on the City’s intergovernmental affairs webpage and will also communicate to 3 Connect Bay Area Endorsements: https://connectbayarea.com/endorsements 4 SB 63 09/12/25 Senate Floor Analysis: https://leginfo.legislature.ca.gov/faces/billAnalysisClient.xhtml?bill_id=202520260SB63# Item 4 Item 4 Staff Report Item 4: Staff Report Pg. 2 Packet Pg. 184 of 711 the Connect Bay Area Committee that they can reference the City of Palo Alto’s support for this Initiative. FISCAL/RESOURCE IMPACT STAKEHOLDER ENGAGEMENT ENVIRONMENTAL REVIEW ATTACHMENTS APPROVED BY: Item 4 Item 4 Staff Report Item 4: Staff Report Pg. 3 Packet Pg. 185 of 711 CONNECT BAY AREA TRANSIT INITIATIVE The people of the Public Transit Revenue Measure District do ordain as follows: SECTION 1. Title. This ordinance shall be known, and may be cited, as the “Connect Bay Area Transit Initiative.” SEC. 2. Findings and Declarations. The people of the Public Transit Revenue Measure District find and declare all of the following: (a) The San Francisco Bay Area needs a world-class, reliable, affordable, efficient, and connected public transportation network that connects residents, businesses, and visitors to jobs, services, universities, recreation, and opportunities. (b) The Bay Area is served by a large public transit network that safely, reliably, and affordably connects millions of residents and visitors each week. This public transit network supports the region’s economy and local communities, promotes sustainable growth, provides access to opportunity, and reduces the cost of living for Bay Area families. (c) Since the COVID-19 pandemic, the Bay Area’s largest public transit systems have experienced fiscal pressures and recurring budget shortfalls that threaten the level and quality of service they can provide. These fiscal pressures imperil the region’s transit agencies and threaten to undermine the region’s economy, worsen our air quality and public health, increase carbon emissions, and reduce access to opportunity for all transit riders, particularly low-income communities, seniors, people with disabilities, and youth. (d) Until now, relief funding from the federal government and the state has forestalled drastic service cuts. However, this relief funding is now exhausted and, despite cost control efforts and steady ridership recovery, the Bay Area’s largest transit operators — BART, Muni, AC Transit, and Caltrain — collectively face operating deficits of more than $800 million annually starting in the 2027–28 fiscal year. (e) Agencies have taken significant measures to close their deficits, reduce operating costs, and boost ridership, including freezing hiring, renegotiating contracts, modernizing operations, improving fare enforcement, lowering energy costs, and expanding safety staffing. Crime is down on BART, Muni reliability is at a two-decade high, and Caltrain’s new electric service is more efficient and cost-effective. (f) Even with these efficiency and accountability measures in place, though, these transportation agencies continue to face severe budget deficits that will require drastic service cuts if new revenue is not identified to support operations. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 4 Packet Pg. 186 of 711 2 (g) BART could be forced to significantly cut service, including potentially reducing weekly trains, closing lines, eliminating weekend service, shutting stations, and ending weekday service earlier in the evening. (h) Caltrain could reduce service, potentially running trains on a significantly reduced schedule, ending weekday service earlier in the evening, and eliminating weekend service completely. (i) Muni could potentially face drastic cuts to bus and Metro lines, suspension of entire neighborhood routes, and reduction of iconic cable car and historic streetcar service. (j) AC Transit could reduce service, leaving operations significantly below pre-pandemic levels and cutting critical connections for East Bay residents. (k) Smaller operators, including county bus systems, community shuttles, and rural connectors, face service cuts that threaten lifeline routes for seniors, people with disabilities, students, and essential service workers. (l) Agencies would also be forced to cut maintenance, safety personnel, and cleaning services, leading to declining conditions for riders and a service “death spiral” that could take decades to reverse. (m) Public transit fiscal needs are particularly severe in the City and County of San Francisco, where the core transit systems of Muni, BART, and Caltrain face significant funding shortfalls. (n) The Bay Area’s public transit network is a lifeline for many communities. Low-income residents make up approximately 31% of BART riders, 38% of Muni riders, and 70% of AC Transit riders. Families, students, seniors, people with disabilities, workers, and visitors rely on transit to access jobs, schools, healthcare, and essential services. (o) Transportation is the second-largest cost for Bay Area households after housing. For low- income families, owning and operating a car is often impossible. Nearly half of BART riders do not own a car. Reliable transit reduces these costs and keeps the region more affordable. (p) Transit is the backbone of the regional economy. Restaurants, hospitals, universities, retail districts, and employers depend on workers who rely on transit. Without transit, employers face higher turnover, workers face longer commutes, and economic productivity declines. Commute times could rise by up to 12 hours per week in key corridors if transit service is cut, imposing significant economic and personal burdens. (q) Without transit, Bay Area roads would be paralyzed. If displaced transit riders shift to cars, Bay Bridge traffic would surge and highways like 101, 80, 280, 680, 880, 85, and 87 would become severely congested. (r) Public transit is critical to meeting California’s climate goals. Transit reduces greenhouse gas emissions and improves air quality by reducing car trips. Without transit, emissions would spike, Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 5 Packet Pg. 187 of 711 3 air pollution would worsen, particularly in low-income communities, and climate progress would stall. (s) In 2025, the California Legislature passed Senate Bill 63 (SB 63) — the Connect Bay Area Act — to authorize a 14-year regional transit revenue measure in Alameda, Contra Costa, San Francisco, San Mateo, and Santa Clara counties to support transit operations and rider-focused programs. SB 63 establishes a new Public Transit Revenue Measure District to place a revenue measure on the ballot, or alternatively allows placement of a revenue measure on the ballot through a citizens’ initiative. This ordinance constitutes such a citizens’ initiative. SEC. 3. Statement of Purpose. It is the purpose of the people of the Public Transit Revenue Measure District in enacting this ordinance to achieve all of the following: (a) To generate approximately $980 million annually to prevent catastrophic transit service cuts, preserve essential lifeline routes, maintain safety and cleanliness standards, and support the coordinated, reliable transit riders depend on. (b) To provide counties with dedicated funding that stays in the county to support local priorities, strengthen community connections, and maintain neighborhood routes that provide critical first-mile/last-mile access to regional systems. (c) To provide funding throughout the district commensurate with the needs of transit agencies in each county or city and county, including the heightened need for transit funding in the City and County of San Francisco that will be supported with the proceeds from a higher tax rate in that jurisdiction. (d) To impose strict oversight and transparency requirements to ensure that every dollar is spent efficiently and directly benefits riders. (e) To require independent efficiency reviews; performance metrics tied to safety, cleanliness, reliability, and ridership; regional coordination mandates to ensure agencies work together and deliver an integrated customer experience; and a citizen oversight committee to monitor spending, publish public reports, and ensure compliance. (f) To provide dedicated resources to support and expand reforms the transportation agencies have made — such as regional fare coordination, transfer discounts, coordinated signage and wayfinding — and also require ongoing improvements so that new funding produces cleaner, safer, and more reliable service for all who live and work in the Bay Area. (g) To impose a temporary special retail transactions and use tax in accordance with the provisions of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code which shall be operative for a period of 14 years if a majority of the electors voting on the measure vote to approve the imposition of the tax. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 6 Packet Pg. 188 of 711 4 (h) To adopt a retail transactions and use tax ordinance that incorporates provisions identical to those of the Sales and Use Tax Law of the State of California insofar as those provisions are not inconsistent with the requirements and limitations contained in Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code. (i) To adopt a retail transactions and use tax ordinance that imposes a tax and provides a measure therefor that can be administered and collected by the California Department of Tax and Fee Administration in a manner that adapts itself as fully as practicable to, and requires the least possible deviation from, the existing statutory and administrative procedures followed by the California Department of Tax and Fee Administration in administering and collecting the California State Sales and Use Taxes. (j) To adopt a retail transactions and use tax ordinance that can be administered in a manner that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the transactions and use taxes, and, at the same time, minimize the burden of record keeping upon persons subject to taxation under the provisions of this ordinance. SEC. 4. Definitions. For purposes of this ordinance, the following terms have the following meanings: (a) “AC Transit” means the Alameda-Contra Costa Transit District. (b) “Alameda County small bus operators” means the Livermore Amador Valley Transit Authority and Union City Transit. (c) “BART” means the San Francisco Bay Area Rapid Transit District. (d) “Caltrain” means the Peninsula Corridor Joint Powers Board. (e) “Commission” means the Metropolitan Transportation Commission. (f) “Contra Costa County small bus operators” means the Central Contra Costa Transit Authority, the Western Contra Costa Transit Authority, and the Eastern Contra Costa Transit Authority. (g) “Department” means the California Department of Tax and Fee Administration. (h) “District” means the Public Transit Revenue Measure District established by Section 67710 of the Government Code. (i) “Fund” means the Public Transit Revenue Measure Fund established by Section 11. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 7 Packet Pg. 189 of 711 5 (j) “Golden Gate Transit” means the Golden Gate Bridge, Highway and Transportation District. (k) “Muni” means the San Francisco Municipal Transportation Agency. (l) “Public transit expenses” means public transit operations expenses, or expenses for public transit capital improvement projects that maintain or improve public transit service, including expenses for public transit-specific components of a multimodal transportation project. (m) “San Francisco Bay Ferry” means the San Francisco Bay Area Water Emergency Transportation Authority. SEC. 5. Retail Transactions Tax. (a) For the privilege of selling tangible personal property at retail, a tax is hereby imposed upon all retailers in the incorporated and unincorporated territory of the district, levied on the gross receipts of each retailer from the sale of all tangible personal property sold at retail in the district during the period specified in subdivision (c) of Section 15, at the following rates of each retailer’s gross receipts: (1) 0.5 percent in the Counties of Alameda, Contra Costa, San Mateo, and Santa Clara. (2) 1 percent in the City and County of San Francisco. (b) For purposes of the retail transactions tax imposed by this section, all retail transactions are consummated at the place of business of the retailer, unless the tangible personal property sold is delivered by the retailer or the retailer’s agent to an out-of-state destination or to a common carrier for delivery to an out-of-state destination. The gross receipts from such sales shall include delivery charges when such charges are subject to the state sales and use tax, regardless of the place to which delivery is made. In the event a retailer has no permanent place of business in the state or has more than one place of business, the place or places at which the retail sales are consummated shall be determined under rules and regulations adopted by the department. SEC. 6. Use Tax. (a) An excise tax is hereby imposed on the storage, use, or other consumption in the district of tangible personal property purchased from any retailer during the period specified in subdivision (c) of Section 15 for storage, use, or other consumption in the district, at the following rates of the sales price of the property: (1) 0.5 percent in the Counties of Alameda, Contra Costa, San Mateo, and Santa Clara. (2) 1 percent in the City and County of San Francisco. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 8 Packet Pg. 190 of 711 6 (b) For purposes of the use tax imposed by this section, the sales price shall include delivery charges when such charges are subject to state sales or use tax, regardless of the place to which delivery is made. SEC. 7. Adoption of Provisions of State Law. (a) Except as otherwise provided in this ordinance, all of the provisions of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code, insofar as they relate to sales and use taxes and are not inconsistent with the provisions of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code, are hereby adopted and made a part of this ordinance as though fully set forth herein. (b) Wherever the State of California is named or referred to as the taxing agency in the provisions of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code, the name of the district shall be substituted therefor, except as follows: (1) The substitution shall not be made in the terms “State Controller,” “State Treasurer,” “State Treasury,” and “Constitution of the State of California.” (2) The substitution shall not be made if it would require action to be taken by or against the district or any agency, officer, or employee thereof rather than by or against the department in performing the functions incident to the administration or operation of this ordinance. (3) The substitution shall not be made if the substitution would do either of the following: (A) Provide a tax exemption with respect to certain sales, storage, use, or other consumption of tangible personal property that would not otherwise be exempt while such sales, storage, use, or other consumption remains subject to tax by the state under the provisions of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code. (B) Impose a tax with respect to certain sales, storage, use, or other consumption of tangible personal property that would not be subject to tax by the state under the provisions of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code. (4) The substitution shall not be made in Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737, 6797, or 6828 of the Revenue and Taxation Code. (c) (1) The name of the district shall be substituted for the word “state” in the phrase “retailer engaged in business in this state,” and in the definition of that phrase, in Section 6203 of the Revenue and Taxation Code. (2) “A retailer engaged in business in the district” shall also include any retailer that, in the preceding calendar year or the current calendar year, has total combined sales of tangible personal property in this state or for delivery in the state by the retailer and all persons related to the retailer that exceed five hundred thousand dollars ($500,000). For purposes of this section, a Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 9 Packet Pg. 191 of 711 7 person is related to another person if both persons are related to each other pursuant to Section 267(b) of the Internal Revenue Code and the regulations adopted thereunder. (d) If a seller’s permit has been issued to a retailer under Section 6067 of the Revenue and Taxation Code, an additional transactor’s permit shall not be required by this ordinance. (e) All amendments to Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code that are enacted subsequent to the effective date of this ordinance and that are not inconsistent with Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code, and all amendments to Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code that are enacted subsequent to the effective date of this ordinance, shall automatically become part of this ordinance, provided that no such amendment shall operate so as to affect the rate of tax imposed by this ordinance. SEC. 8. Exemptions and Exclusions. (a) The retail transactions tax imposed by Section 5 shall be subject to the following exemptions and exclusions: (1) The amount subject to the retail transactions tax shall not include the amount of any sales or use tax imposed by the State of California or by any city, county, or city and county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law (Part 1.5 (commencing with Section 7200) of Division 2 of the Revenue and Taxation Code) or the amount of any state-administered transactions or use tax. (2) The sales of tangible personal property, other than fuel or petroleum products, to operators of aircraft to be used or consumed principally outside the district in which the sale is made and directly and exclusively in the use of the aircraft as common carriers of persons or property under the authority of the laws of this state, the United States, or any foreign government shall be exempt from the retail transactions tax. (3) The sales of property which is to be used outside the district and which is shipped to a point outside the district, pursuant to the contract of sale, by delivery to that point by the retailer or the retailer’s agent, or by delivery by the retailer to a carrier for shipment to a consignee at such point, are exempt from the retail transactions tax. For purposes of this paragraph, delivery to a point outside the district shall be satisfied as follows: (A) With respect to vehicles (other than commercial vehicles) subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, and undocumented vessels registered under Division 3.5 (commencing with Section 9840) of the Vehicle Code, by registration to an out-of-district address and by a declaration under penalty of perjury, signed by the buyer, stating that the address is, in fact, the buyer’s principal place of residence. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 10 Packet Pg. 192 of 711 8 (B) With respect to commercial vehicles, by registration to a place of business out-of-district and a declaration under penalty of perjury, signed by the buyer, that the vehicle will be operated from that address. (4) (A) The sale of tangible personal property shall be exempt from the retail transactions tax if the seller is obligated to furnish the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance. (B) The lease of tangible personal property which is a continuing sale of that property shall be exempt from the retail transactions tax for any period of time for which the lessor is obligated to lease the property for an amount fixed by the lease prior to the operative date of this ordinance. (C) For purposes of this paragraph (4), the sale or lease of tangible personal property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the unconditional right to terminate the contract or lease upon notice, whether or not that right is exercised. (b) The use tax imposed by Section 6 shall be subject to the following exemptions and exclusions: (1) The amount subject to the use tax shall not include the amount of any sales or use tax imposed by the State of California or by any city, county, or city and county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law (Part 1.5 (commencing with Section 7200) of Division 2 of the Revenue and Taxation Code) or the amount of any state-administered transactions or use tax. (2) In addition to the exemptions provided in Sections 6366 and 6366.1 of the Revenue and Taxation Code, the storage, use, or other consumption of tangible personal property, other than fuel or petroleum products, purchased by operators of aircraft and used or consumed by the operators directly and exclusively in the use of the aircraft as common carriers of persons or property for hire or compensation under a certificate of public convenience and necessity issued pursuant to the laws of this state, the United States, or any foreign government shall be exempt from the use tax. (3) (A) The storage, use, or other consumption in the district of tangible personal property shall be exempt from the use tax if the purchaser is obligated to purchase the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance. (B) The possession of, or the exercise of any right or power over, tangible personal property under a lease which is a continuing purchase of the property shall be exempt from the use tax for any period of time for which the lessee is obligated to lease the property for an amount fixed by a lease entered into prior to the operative date of this ordinance. (C) For purposes of this paragraph (3), the storage, use, or other consumption of, or possession of, or exercise of any right or power over, tangible personal property shall be deemed Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 11 Packet Pg. 193 of 711 9 not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the unconditional right to terminate the contract or lease upon notice, whether or not the right is exercised. (4) (A) Except as provided in subparagraph (B), a retailer engaged in business in the district shall not be required to collect the use tax from the purchaser of tangible personal property unless the retailer ships or delivers the property into the district or participates within the district in making the sale of the property, including, but not limited to, soliciting or receiving the order, either directly or indirectly, at a place of business of the retailer in the district or through any representative, agent, canvasser, solicitor, subsidiary, or person in the district under the authority of the retailer. (B) “A retailer engaged in business in the district” shall also include any retailer of a vehicle subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, an aircraft licensed in compliance with Section 21411 of the Public Utilities Code, or an undocumented vessel registered under Division 3.5 (commencing with Section 9840) of the Vehicle Code. The retailer shall be required to collect the use tax from any purchaser who registers or licenses the vehicle, aircraft, or vessel at an address in the district. (c) Any person subject to the use tax imposed by Section 6 shall be entitled to credit against that tax any transactions tax, or to reimbursement for a transactions tax, paid to a district imposing, or a retailer liable for, a transactions tax pursuant to Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code with respect to the sale to the person of the property the storage, use, or other consumption of which is subject to the use tax. SEC. 9. Contract with the State. (a) Prior to the operative date of this ordinance, the district shall contract with the department to perform all functions incident to the administration and operation of this ordinance. (b) In the event the district does not contract with the department prior to the operative date of this ordinance, the district shall nevertheless so contract and, in that case, the operative date of this ordinance shall be the first day of the first calendar quarter following the execution of the contract. SEC. 10. Prohibition on Enjoining Collection. No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action, or proceeding in any court against the state or the district, or against any officer of the state or the district, to prevent or enjoin the collection under this ordinance, or Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code, of any tax or any amount of tax required to be collected. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 12 Packet Pg. 194 of 711 10 SEC. 11. Public Transit Revenue Measure Fund. (a) There is hereby established in the treasury of the district the Public Transit Revenue Measure Fund. (b) The proceeds of the retail transactions and use taxes imposed by this ordinance shall be deposited into the fund and shall be expended in accordance with Section 12. SEC. 12. Expenditure of Tax Proceeds. Revenues in the fund shall be expended as follows: (a) The district shall pay the administrative costs associated with the collection of the revenues incurred by the department, and the amounts necessary for the costs incurred by the district or commission to perform the duties required under this ordinance, including, but not limited to, election cost reimbursements specified in Section 67740 of the Government Code, costs incurred for the financial efficiency review described in Section 67762 of the Government Code, costs incurred for any required legal defense, and other one-time costs associated with administering this ordinance. (b) After the amounts paid in subdivision (a), the district shall transfer the remaining revenues, with no discretion to withhold, reduce, delay, modify, specify the use of, or condition those revenues, as follows: (1) (A) The revenues described in subparagraph (B) to the commission for the ongoing costs associated with administering this ordinance. If the amount transferred pursuant to this paragraph exceeds that which is necessary for administrative costs in a given year, the commission may use those excess funds for the purposes identified in paragraphs (10) to (12), inclusive. (B) All of the following revenues shall be transferred to the commission pursuant to this paragraph: (i) 0.25 percent of all revenues generated within the territory of the County of Alameda. (ii) 0.25 percent of all revenues generated within the territory of the County of Contra Costa. (iii) 0.13 percent of all revenues generated within the territory of the City and County of San Francisco. (iv) 0.25 percent of all revenues generated within the territory of the County of San Mateo. (v) 0.25 percent of all revenues generated within the territory of the County of Santa Clara. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 13 Packet Pg. 195 of 711 11 (2) The following revenues to the commission for allocation to BART for transit operations expenses: (A) 64.70 percent of all revenues generated within the territory of the County of Alameda. (B) 58.59 percent of all revenues generated within the territory of the County of Contra Costa. (C) 29.14 percent of all revenues generated within the territory of the City and County of San Francisco. (D) 26.64 percent of all revenues generated within the territory of the County of San Mateo. (3) The following revenues to the commission for allocation to Muni for transit operations expenses: (A) 1.09 percent of all revenues generated within the territory of the County of Contra Costa. (B) 62.87 percent of all revenues generated within the territory of the City and County of San Francisco. (C) 7.40 percent of all revenues generated within the territory of the County of San Mateo. (4) The following revenues to the commission for allocation to Caltrain for transit operations expenses: (A) 3.97 percent of all revenues generated within the territory of the City and County of San Francisco. (B) 24.07 percent of all revenues generated within the territory of the County of San Mateo. (C) 10.38 percent of all revenues generated within the territory of the County of Santa Clara. (5) The following revenues to the commission for allocation to AC Transit for transit operations expenses: (A) 21.25 percent of all revenues generated within the territory of the County of Alameda. (B) 3.70 percent of all revenues generated within the territory of the County of Contra Costa. (6) 2.43 percent of all revenues generated within the territory of the County of Alameda to the commission for allocation to the Alameda County small bus operators, apportioned among each operator in amounts determined by the Alameda County Transportation Commission, for transit operations expenses. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 14 Packet Pg. 196 of 711 12 (7) 11.41 percent of all revenues generated within the territory of the County of Contra Costa to the commission for allocation to the Contra Costa County small bus operators, apportioned among each operator in amounts determined by the Contra Costa Transportation Authority, for transit operations expenses. (8) The following revenues to the commission for allocation to San Francisco Bay Ferry for transit operations expenses: (A) 1.62 percent of all revenues generated within the territory of the County of Alameda. (B) 0.76 percent of all revenues generated within the territory of the County of Contra Costa. (C) 0.97 percent of all revenues generated within the territory of the City and County of San Francisco. (9) 0.40 percent of all revenues generated within the territory of the City and County of San Francisco to the commission for allocation to Golden Gate Transit for transit operations expenses. (10) The following revenues to the commission for fare programs, including free and reduced- cost transfers and expanding the Clipper START program: (A) 2.78 percent of all revenues generated within the territory of the County of Alameda. (B) 2.78 percent of all revenues generated within the territory of the County of Contra Costa. (C) 1.40 percent of all revenues generated within the territory of the City and County of San Francisco. (D) 2.78 percent of all revenues generated within the territory of the County of San Mateo. (E) 2.78 percent of all revenues generated within the territory of the County of Santa Clara. (11) The following revenues to the commission for accessibility programs and projects: (A) 1.11 percent of all revenues generated within the territory of the County of Alameda. (B) 1.11 percent of all revenues generated within the territory of the County of Contra Costa. (C) 0.56 percent of all revenues generated within the territory of the City and County of San Francisco. (D) 1.11 percent of all revenues generated within the territory of the County of San Mateo. (E) 1.11 percent of all revenues generated within the territory of the County of Santa Clara. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 15 Packet Pg. 197 of 711 13 (12) The following revenues to the commission for mapping and wayfinding and transit priority projects and programs: (A) 1.11 percent of all revenues generated within the territory of the County of Alameda. (B) 1.11 percent of all revenues generated within the territory of the County of Contra Costa. (C) 0.56 percent of all revenues generated within the territory of the City and County of San Francisco. (D) 1.11 percent of all revenues generated within the territory of the County of San Mateo. (E) 1.11 percent of all revenues generated within the territory of the County of Santa Clara. (13) 4.75 percent of all revenues generated within the territory of the County of Alameda to the Alameda County Transportation Commission for public transit expenses and roadway repavement projects on roads served by fixed-route transit. (14) 19.20 percent of all revenues generated within the territory of the County of Contra Costa to the Contra Costa Transportation Authority for public transit expenses and roadway repavement projects on roads served by fixed-route transit. (15) 36.64 percent of all revenues generated within the territory of the County of San Mateo to the San Mateo County Transit District for public transit expenses and roadway repavement projects on roads served by fixed-route transit. (16) 84.37 percent of all revenues generated within the territory of the County of Santa Clara to the Santa Clara Valley Transportation Authority for public transit expenses and roadway repavement projects on roads served by fixed-route transit. (c) The allocation of revenues by the commission pursuant to subdivision (b) shall be subject to Sections 67766, 67770, 67786, and 67788 of the Government Code, or any subsequent amendments of those provisions. SEC. 13. Independent Oversight Committee. As required by Section 67754 of the Government Code, within six months of the effective date of this ordinance the district shall establish an independent oversight committee to ensure that any revenues generated pursuant to this ordinance are distributed and transferred by the district consistent with the applicable requirements of this ordinance. The committee may be consolidated with the oversight committee established pursuant to subdivision (h) of Section 30923 of the Streets and Highways Code. The committee shall consist of either one or two representatives from each county included within the jurisdiction of the district, appointed by the applicable county board of supervisors. The oversight committee may request any documents from the district to assist the committee in performing its functions. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 16 Packet Pg. 198 of 711 14 SEC. 14. Annual Appropriations Limit. Pursuant to Article XIII B of the California Constitution and other applicable laws, the appropriations limit for the district shall be adjusted periodically, as permitted by the California Constitution, by the aggregate sum of taxes collected under this ordinance. SEC. 15. Effective and Operative Dates. (a) This ordinance shall be considered adopted on the date the vote is declared by the district’s governing board and shall go into effect 10 days after that date. (b) Except as provided in subdivision (b) of Section 9, this ordinance shall become operative on the first day of the calendar quarter commencing more than 110 days after the election at which this ordinance appeared on the ballot. (c) The retail transactions and use taxes enacted by this ordinance shall be imposed beginning on the operative date of this ordinance for a period of 14 years from that date. SEC. 16. Severability. It is the intent of the people that the provisions of this ordinance are severable and that if any provision of this ordinance, or the application thereof to any person or circumstance, is held invalid, such invalidity shall not affect any other provision or application of this ordinance that can be given effect without the invalid provision or application. SEC. 17. Amendment. Except for amendments that would increase the amount of the taxes enacted by this ordinance or extend the period during which those taxes may be imposed, the district’s governing board may amend this ordinance without submitting the amendment to the voters for approval, provided that the amendment furthers the purposes of this ordinance as enacted by the voters. SEC. 18. Conflicting Measures. (a) This ordinance is intended to be comprehensive. In the event that this ordinance appears on the same ballot as another measure relating to retail transactions and use taxes for the benefit of the Public Transit Revenue Measure District, the provisions of the other measure shall be deemed to be in conflict with this ordinance. If this ordinance receives a greater number of affirmative votes than a measure deemed to be in conflict with it, the provisions of this ordinance shall prevail in their entirety, and the provisions of the other measure shall be null and void. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 17 Packet Pg. 199 of 711 15 (b) If this ordinance is approved by the voters but is superseded by another conflicting measure approved by the voters at the same election, and the conflicting measure is later held invalid, this ordinance shall be self-executing and given full force and effect. SEC. 19. Liberal Construction. This ordinance is an exercise of the initiative power of the people of the Public Transit Revenue Measure District to impose special taxes for the purposes set forth in this ordinance, and it shall be liberally construed to effectuate those purposes. Item 4 Attachment A - Connect Bay Area Transit Initiative Text Item 4: Staff Report Pg. 18 Packet Pg. 200 of 711 City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Planning and Development Services Meeting Date: March 2, 2026 Report #:2512-5618 TITLE Authorize Transmittal of the 2025 Comprehensive Plan Annual Progress Report to the Governor’s Office of Land Use and Climate Innovation and the 2025 Housing Element Annual Progress Report to the Department of Housing and Community Development. CEQA Status: Not a Project. RECOMMENDATION The Planning and Transportation Commission and staff recommend City Council review the following state-mandated Annual Progress Reports and direct staff to submit them to the appropriate state authorities by April 1, 2026: 1. 2025 Comprehensive Plan Annual Progress Report (Attachment A) to the Governor’s Office of Land Use and Climate Innovation (LCI); and 2. 2025 Housing Element Annual Progress Report (Attachments B and C) to the Department of Housing and Community Development (HCD). EXECUTIVE SUMMARY This report provides an update on the status of the 410 implementation programs contained in the 2030 Comprehensive Plan (Comp Plan) and the 110 implementation program objectives in the City Council adopted 2023-2031 Housing Element (Housing Element), a chapter of the Comp Plan. The City is required to submit a progress report on the implementation progress of the Comp Plan and Housing Element annually by April 1. With the program status updates in 2025, a total of 28 (7%) of the 410 Comp Plan programs have been, or are now complete, and 293 (71%) are considered ongoing tasks, which generally are not expected to become complete. The remaining 89 (22%) of the programs, the partially complete and pending programs, still need to be completed. Refer to Attachment A for the list of all programs and their status. Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 1 Packet Pg. 201 of 711 For the Housing Element Implementation Programs, a total of 31 (28%) of the 110 programs have been completed, and 46 (42%) are considered ongoing tasks. The remaining 33 (30%) programs are either currently making progress to be completed (“In Progress”) or have not started yet (“Pending”). Refer to Attachment B for the list of all programs and their status. BACKGROUND 1 The PTC reviewed and recommended the 2025 APRs on November 12, 2025.2 3 specifies that the PTC shall annually review the Comprehensive Plan, “and recommend to the City Council such extensions, changes or additions to the plan as the commission may consider necessary in the view of any change in conditions.” The PTC did not recommend any extensions, changes, or additions to the plan this year. 4 reflected the second year of the 6th Cycle 2023-2031 Housing Element that was readopted by City Council on April 15, 2024, and certified by HCD on August 1 City Council Hearing Agenda on February 24, 2025 (Item 3 under Consent Calendar): 2 Planning and Transportation Commission Hearing Agenda on November 12, 2025 (Item 2 under Action Items): https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=16610 3 Palo Alto Municipal Code Section 19.04.030: https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0-82254 4 City of Palo Alto 2024 Housing Element APR: https://www.paloalto.gov/files/assets/public/v/1/planning- ampdevelopment-services/housing-element/housing-element_2023_2031/paloalto2024_revised.pdf Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 2 Packet Pg. 202 of 711 20, 2024. Staff are preparing the 2025 Housing Element APR following the standard requirements (refer to Attachment B). HCD requires that the APR for the Housing Element focus on three topics: Total number of net housing units produced or “permitted” by the City in a calendar year; Status of jurisdiction’s progress in addressing its Regional Housing Needs Allocation (RHNA); and Status of the implementation of the Housing Element’s programs and goals. ANALYSIS Comprehensive Plan Program Implementation Reporting The Comp Plan program text; The lead department responsible for overseeing the program; The target completion date of the program at the time of Comp Plan adoption in 2017; The level of effort required to accomplish the program; and The current status of the program as assessed by the City departments. Why some programs may be shown as pending; Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 3 Packet Pg. 203 of 711 Current program status relative to target completion date; Changes in completion status from the prior year; or Any changes in level of effort required to complete a program. If no such staff comments were provided for particular program, this has been noted. City staff assessed the implementation programs of the Comp Plan and reported on the following three aspects: 1. Completion Status Staff have categorized programs as follows: Complete: Program implemented; tasks complete; no follow-up needed. Partially Complete: Program implementation tasks in progress; or programs with some, but not all, components completed. Ongoing: Program activities ongoing as standard business practice. Pending: Program implementation not started. The table below indicates how many programs fall into each of these categories as of December 2025 and compares this to the status at the end of 2024. Table 1: Completion Status of the Comprehensive Plan Programs (as of December 2025) Status Number of Programs, 2024 Number of Programs, 2025 Percent Total, 2025 Complete 17 28 7% Ongoing 291 293 71% Partially Complete 52 48 12% Pending 50 41 10% Total 410 410 100% 2. Target Completion Date at Time of Comp Plan Adoption Comp Plan Implementation Programs priorities were identified in 2017 when the Plan was adopted. These priorities correlated to the timeframe within which the programs should be completed. Table 2. Completion Status of the Comprehensive Plan Programs by Target Completion Date (as of December 2025) Target Completion Date Complete Ongoing Partially Complete Pending Total By 2022 11 66 13 7 97 2022-2027 8 41 25 19 93 Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 4 Packet Pg. 204 of 711 After 2027 2 3 2 4 11 Continuous 7 183 8 11 209 Total Programs 28 293 48 41 410 3. Level of Effort Required to Complete For each Comp Plan program, the level of effort for program implementation is assessed annually. The level of effort reflects the magnitude and complexity of the program in terms of project size (e.g., small, medium, or large), required staffing, departmental planning, interdepartmental or cross jurisdictional involvement, and overall financial cost. For the purposes of Comp Plan program annual reporting the following level of effort categories are identified: Standard: Relatively lower level of effort to complete; can likely be accomplished with existing resources. Significant: Moderate level of effort required to complete; may require some additional resources. Substantial: High level of effort required to complete; very likely to require additional staffing, financial or other resources. Program completion information is grouped in the table below according to the level of effort required to complete the implementation of each program. Table 3. Completion Status of the Comprehensive Plan Programs by Level of Effort for Programs Not Yet Completed (as of December 2025) Level of Effort to Complete Ongoing Partially Complete Pending Standard 182 13 17 Significant 76 26 19 Substantial 35 9 5 Total Programs 293 48 41 4. Changes from 2024 A new field was added to the Comp Plan Program Implementation Status table to identify changes from the previous reporting year. The last column, "Changes from 2024," identifies any changes made this year to the 2024 Level of Efforts, Status, and/or Staff Comments. Housing Element Programs Status The current 2023-2031 Housing Element, which is the 6th cycle, was approved and adopted by the City Council on April 15, 2024, and certified by the HCD on August 20, 2024. Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 5 Packet Pg. 205 of 711 The adopted Housing Element has 110 implementation program objectives that address a range of initiatives to support housing development in the City. At this time, considerable progress has been made on program implementation as shown in Table 4, and as provided in Attachment B. Complete: Program implemented; tasks complete; no follow-up needed. In Progress: Program implementation tasks in progress; or programs with some, but not all, components completed. Ongoing: Program activities ongoing as standard business practice. Pending: Program implementation not started. Table 4. Completion Status of Housing Element Implementation Programs Status Number of Programs, 2025 Percent Total, 2025 Complete In Progress Ongoing Pending Total Table 5. Progress Towards 2023-2031 RHNA (as of December 2025) Income Level 2023-2031 RHNA (by income level) Total Units permitted as of December 2025 Total Remaining RHNA % of RHNA Permitted Extremely Low Income Very Low Income Low Income Moderate Above Moderate Total Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 6 Packet Pg. 206 of 711 By end of December 2025, the City issued building permits for 624 units. Approximately 73% of these units were in Above Moderate-Income category. FISCAL/RESOURCE IMPACT There is no resource impact from the presentation of this information. Staff time to prepare and submit reports was contemplated in the allocation of resources to the departments. The Comprehensive Plan is the primary tool for guiding development in Palo Alto and reflects community values. The Comprehensive Plan’s goals and policies reflect the community’s priorities regarding land use, circulation, conservation, housing, open space, business and economics, and safety. Advancing those efforts is expected to have a net positive impact on revenue bases through sales and property taxes, new development, and other revenue streams. STAKEHOLDER ENGAGEMENT The public had an opportunity to comment on the draft APR reports during the PTC hearing held on November 12, 2025. There were no public speakers for this item. The Palo Alto Municipal Code requires the publication of a notice of this public hearing in a local paper at least ten days in advance of the meeting. Public notice for both City Council and PTC hearings were published at least 10 days before the hearing dates per Gov Code Section 65090. Staff did not conduct any specific community outreach for this item. ENVIRONMENTAL REVIEW The review and comment on the draft 2025 Comprehensive Plan Implementation Annual Progress Report and draft 2023-2031 Housing Element Annual Progress Report is not considered a project requiring review under the California Environmental Quality Act (CEQA). ATTACHMENTS Attachment A: Comprehensive Plan Implementation Program Status, 2025 Attachment B: 2023-2031 Housing Element Implementation Programs, 2025 Attachment C: City’s RHNA Progress, 2025 APPROVED BY: Jonathan Lait, Planning and Development Services Director Item 5 Item 5 Staff Report Item 5: Staff Report Pg. 7 Packet Pg. 207 of 711 Page 1 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 B.1.1.1 Implement and periodically amend an Economic Development Policy to guide business development in the City in a manner consistent with Policy L-1.10. Planning and Development Services & City Manager's Office Continuous Task Standard Ongoing & Development growth. In 2025, there was a net loss of 48,543 sq. ft. of office/R&D as of December 31, 2025. This was led by the demolition of 824 San Antonio, demolition of office buildings to construct a new mixed use building, as well as 3963 and 3977 Fabian (two approximately 14,000 square foot buildings) through an interim urgency ordinance where we allow early demolition to clean up a Cortese list site. This cleanup was directed by the Regional Water Quality Control Yes, Staff Comments Goal B-3: Careful management of City revenues and expenditures so that the fiscal health of the City is ensured and services are delivered efficiently and equitably. B3.2.1 Administer the City’s Business Tax and Business Registry programs to ensure businesses are properly registered and reporting, generate revenue to support voter-approved priorities, and collect key data on business type, size, location, and number of employees to track the diversity Administrative Services Department Continuous Task Significant Ongoing The new business tax program is now operational, with businesses filing and remitting revenue on a regular schedule. Compliance efforts continue to improve registration rates and ensure accurate reporting, strengthening the City’s understanding of the business landscape and revenue base. Yes, Staff Comments Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through supportive business policies and a culture of innovation. B4.2.1 Revise zoning and other regulations as needed to encourage the preservation of space to accommodate small businesses, start-ups and other services. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025 and Yes, Status and Staff Comments B4.2.2 Consider planning, regulatory, or other incentives to encourage property owners to include smaller office spaces in their buildings to serve small businesses, non- profit organizations, and independent professionals. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025 and Yes, All Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 8 Packet Pg. 208 of 711 Page 2 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 B4.6.1 Work with local merchants to encourage Palo Alto residents, workers, and visitors to buy in Palo Alto. Development Services & City Manager's Continuous Task Standard Ongoing The City continues to encourage Palo Alto residents, workers, and visitors to buy in Palo Alto through event activations throughout the business districts. Yes, Staff Comments B4.6.2 Study the overall viability of ground-floor retail requirements in preserving retail space and creating an active street environment, including the types of locations where such Planning and Development Services 2022-2027 N/A Complete Transportation Commission in 2024. Council reviewed the report per PTC and Council Retail Ad Hoc and directed staff to proceed with Yes, Staff Comments B4.6.3 Maintain distinct neighborhood shopping areas that are attractive, accessible, and Development Continuous Task Standard Ongoing This is an ongoing effort. No Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help businesses adapt to changing market conditions. B5.1.1 Regularly evaluate ways to improve coordination of the City’s environmental review, permitting, and inspection Planning and Development Services Continuous Task Standard Ongoing This is an ongoing effort. No B5.1.2 Improve design guidelines to reduce ambiguity and more clearly articulate compatibility principles to the business community and to the public. Planning and Development Services 2022-2027 Significant Partially Complete development projects and for single-family homes were approved in 2022. Ongoing improvements will be made as needed. SOFA CAP zone regulations will be updated in 2026 to include Yes, Staff Comments B5.1.3 Simplify the design review process for small- scale changes to previously approved site plans and buildings. Planning and Development Services 2022-2027 Ongoing Ongoing applications over the counter including sign applications. These procedures were last updated in February 2024 to add additional items that can Yes, Staff Comments B5.1.4 Revise zoning and other regulations as needed to encourage the revitalization of aging retail structures and areas. Encourage the preservation of space to accommodate small, independent retail businesses and professional services. Planning and Development Services Continuous Task Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025 and Yes, Staff Comments Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 9 Packet Pg. 209 of 711 Page 3 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 B6.1.1 Actively work with Downtown businesses, professional associations and the Palo Alto Chamber of Commerce to retain successful retail businesses that contribute to the City’s goals for Downtown. Planning and Development Services & City Manager's Office Continuous Task Standard Ongoing stakeholders, including the Chamber of Commerce, University Avenue Downtown Businesses, California Avenue businesses, hoteliers, Stanford, and others to promote a Yes, Staff Comments Goal B-7: Thriving business employment districts at Stanford Research Park, Stanford Medical Center, East Bayshore/San Antonio Road Area and Bayshore Corridor that complement the City’s business and neighborhood centers. B7.2.1 Review policies and regulations guiding development at Stanford Research Park and revise them as needed to allow improved responsiveness to changing market conditions in a manner consistent with Policy L-1.10. Planning and Development Services 2022-2027 Significant Ongoing May 2023 and adopted a revised Housing Element in April 2024 which was certified by the State in August 2024. Staff meets regularly with Stanford University regarding land use on an ongoing basis; including Housing Element program Yes, Staff Comments B7.2.2 Study the feasibility of a “transfer of development rights” (TDR) program and other measures that would provide greater development flexibility within Stanford Research Park without creating significant adverse traffic impacts or increasing the Planning and Development Services 2022-2027 Significant Pending Work has not commenced. No COMMUNITY SEERVICES & FACILITIES ELEMENT Goal C-1: Deliver community services effectively and efficiently. C1.1.1 Based on identified needs, continue to provide and expand the provision of multilingual literature, program information and educational displays at public Community Services Department Continuous Task Standard Ongoing This is an ongoing program. CSD continues to implement this program to provide and expand multilingual materials at public community facilities and parks. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 10 Packet Pg. 210 of 711 Page 4 of 86 C1.1.2 Establish a cross-cultural outreach program to engage residents of all ages, cultural, social and linguistic backgrounds in educational, recreational and cultural activities offered throughout the City of Palo Alto. Community Services Department 2022-2027 Significant Ongoing showcase diverse cultural themes through art, engaging more than 25,000 people annually. In 2025 the Art Center launched its program "Centering: Clay and Community," which is intended to highlight the Art Center's historical commitment to ceramic art and education. The series kicked off with a juried exhibition focused on functional ceramics that included numerous Palo Alto artists. Thanks to the Art Center Foundation, the Center hosts free drop-in monthly air-dry clay workshops inspired by the exhibitions on view. With the support of the Friends of the Palo Alto Children’s Theatre, the Children’s Theatre Produced theatrical works supported by community collaborations and cross-cultural exchanges. In 2025, the Children’s Theatre produced two original commissions in the theatre’s Playhouse Series for very young audiences. “One Grain of Rice,” produced in collaboration with artists from the South Asian community, is an adaptation of a traditional Indian folktale and featured a post-performance Holi Celebration, one of the only Bay Area Holi events specifically designed to be enjoyed by young participants (ages 2-6). “Chang’e and the Moon” was written by two teen theatre participants, featuring original music, and explores an original myth that explains the creation of the Chinese Mid-Autumn Festival, and was produced a second time in fall. At the Junior Museum, 23% of the 24,500 students served each year by its science outreach program are from low-income communities and schools and so participate for free thanks to scholarships for school programs and summer camps provided by the Friends of the Palo Alto Junior Museum and Zoo. Marketing and educational materials are also available in Spanish, as are signage provided at on-site exhibit experiences for visitors. Programs serve children as young as 3 and their adults to students up to 5th grade. Two summer camps serve students in 6th and 7th grades, and the institution's volunteer program and teen intern program serve middle and high school students. Adults and seniors are also engaged as volunteers. Special events and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 11 Packet Pg. 211 of 711 Page 5 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 events) help to welcome families from varying cultural backgrounds to the Museum. C1.2.1 Periodically review public information, outreach and community relations activities Services Continuous Task Standard Ongoing No change from previous year reporting. This is an ongoing task. No C.1.2.2 Explore a City solution to help residents and others to resolve questions and concerns and navigate the City’s community services Community Services Department 2022-2027 Significant Ongoing No change from previous year. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 12 Packet Pg. 212 of 711 Page 6 of 86 C1.2.3 Identify barriers to participation in City programming and facilities across gender, age, socioeconomic and ethnic groups and sexual identity and orientation, as well as mental and physical abilities, and adopt strategies to remove barriers to participation. Community Services Department By 2022 Significant Ongoing including promotion of the accessible potters’ wheel and easels. Accessibility offerings are outlined on the Art Center’s access webpage and also include social narratives for visiting our galleries and taking classes in our studios. Thanks to support from the Palo Alto Art Center Foundation, the Art Center can offer scholarships to East Palo Alto youth and low-income seniors to reduce barriers to access classes and workshops. In 2025, as part of the Children's Theatre's Magical Series Spectrum and Sensory Friendly offerings, developed in collaboration with the Magical Bridge Foundation, the Children’s Theatre offered Magical Series Sensory and Spectrum Friendly performances and classes, including acting, dance and music therapy offerings designed for differently abled participants. The Children’s Theatre Main Stage and Summer Hot Dog Series offered ASL designated performances. The Children’s Theatre also worked with PAUSD to offer free theatre classes in summer camps designed to serve to low-income and traditionally under-represented communities. The theatre also worked with Paws for Purple Hearts, to provide opportunities for the organization to train service and therapy dogs who support wounded veterans, improving their lives through canine-assisted programs. At the Junior Museum & Zoo, the Friends of the PAJMZ underwrite program cost for low-income families and schools, providing nearly $145,000 in funding annually for free school programs and field trips for Title 1 schools and community groups (ex. Boys and Girls Clubs), and summer camps scholarships for low-income families. All exhibits, programs, and visitor amenities at the Junior Museum were designed to support learning of children and adults of all abilities and those with disabilities, and programs, and visitor service and educational staff are trained annually on how best to support the learning and visitor experience of children with Yes, Staff Comments C1.2.4 Based on identified needs, expand program offerings to underserved groups. Community Services Department Continuous Task Substantial Ongoing support to the Art Center to reach underserved communities. The Foundation provided 19 Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 13 Packet Pg. 213 of 711 Page 7 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 buses, allowing the participation of more than 475 students. Creative Connections, our artists-in-the- schools program, was offered in 11 East Palo Alto classrooms to 275 students for FREE thanks to significant support from the Foundation for staffing costs, teaching artists, teacher stipends, transportation and materials. Students explored flora and fauna, California history and geography, and the science of pollination, connecting to cultural studies, social studies, and science standards. The Children’s Theatre worked with the Friends of Palo Alto Children’s Theatre to provide more than $10,000 in theatre field trip transportation grants to Title-1 schools, as well as class and camp scholarships to low-income families, and provided more than $20,000 in paid hands-on learning opportunity for teens. In our Therapeutic Recreation section, we were able to hire the first full-time staff member solely dedicated to supporting accessibility and therapeutic recreation programs for individuals with disabilities in the community. Their primary responsibilities include managing all accommodation requests received for Community Services programs and activities, supporting our local partners who deliver inclusive programing in the community, and launching city run therapeutic recreation programs for all-ability levels. Highlights from 2025 include creating a new program with Ability Path for adults with profound disabilities to volunteer at City of Palo Alto facilities twice weekly to interact with staff and the community and C1.3.1 Develop and implement a plan to collect and analyze data on demographics, use of community service facilities and needs of the community as related to parks, open spaces, recreation, arts and culture. Community Services Department 2022-2027 Significant Ongoing ongoing task. Community Services Department’s program areas regularly collect and review demographic information from program participants. The Parks, Trails, Open Space and Recreation Master Plan contains information on Yes, Level of Effort Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 14 Packet Pg. 214 of 711 Page 8 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C1.6.1 Establish a program to facilitate continuing corporate support for community services through contributions of funds, time, Community Services Department 2022-2027 Significant Pending program to facilitate corporate support has not been established. Corporate sponsorships for No C1.12.1 In cooperation with public and private businesses, non- profit organizations, and PAUSD, develop a service program that will coordinate the efforts of agencies providing Community Services Department Continuous Task Significant Ongoing This is an ongoing task. No C1.13.1 Determine the potential for City shared use of PAUSD facilities for weekend, summer and evening use for community uses such as child care, libraries, recreational facilities, community meeting space, education, language education, health care, culture and Community Services Department 2022-2027 Significant Pending This is an ongoing task. No C1.15.1 Support and promote the provision of comprehensive child care services in Palo Alto by public and private providers, including employers. Community Services Department By 2022 Standard Ongoing Committee continue to work to support childcare providers in the community and develop an annual work plan to address key issues faced by local Child Care providers. A member of the Early Care and Education Committee has served on the Downtown Housing Working Group and will serve on the upcoming San Antonio Housing Working Group to ensure that the needs of future families Yes, Staff Comments C1.15.2 Utilize the Early Care and Education Committee to develop and update the Child Care Master Plan, and to connect providers and professionals working with families with young children, explore challenges and opportunities to programs and services for young children, and support early education programs in the community in their efforts to enhance quality. Community Services Department By 2022 Standard Ongoing Committee continue to work to support childcare providers in the community and develop an annual work plan to address key issues faced by local Child Care providers. A member of the Early Care and Education Committee has served on the Downtown Housing Working Group and will serve on the upcoming San Antonio Housing Working Group to ensure that the needs of future families Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 15 Packet Pg. 215 of 711 Page 9 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C1.15.3 Collaborate with Palo Alto Community Child Care (PACCC) to identify, develop, and promote high quality early learning environments to serve all families in our community. Community Services Department Continuous Task Standard Ongoing Palo Alto Community Child Care (PACCC) by managing service contracts with them in order to provide the best care possible. In the past year, PAACCC has updated its "Provider Connection" resource page which includes educator training and resources for Early Childhood professionals. Training is available to any provider in Palo Alto, Yes, Staff Comments C1.15.4 Explore opportunities to provide access to childcare for families of City employees. Services After 2027 Standard Ongoing This program is in place and ongoing. No C1.16.1 Identify funding sources for expanded outreach and increased involvement to support youth and teen leadership programs and events. Community Services Department 2022-2027 Standard Ongoing Services Department's nonprofit partners provide some support for these programs. The City Council approved funding for youth mental health support in the FY26 budget to help support these No C1.16.2 Leverage available funding to pursue support of teen mental, physical, social and emotional health programs. Community Services Department Continuous Task Standard Ongoing now a 501(c)(3) and Youth Community Service, to support teen mental health programs. The Human Services Resource Allocation Process (HSRAP) has historically funded several organizations focusing on teen health. The City also funds Youth Community Service's Youth Connectedness Initiative. The City Council provided funding in FY26 in support of youth mental health. Additionally, the City will partner with local organizations to provide support, programs, or services to youth. An example is the Gen Z Hangout that was provided through a Yes, Staff Comments C1.17.1 Optimize participation in such programs by increasing the number of locations where the programs are provided and by supporting transportation options to these Community Services Department By 2022 Standard Ongoing Free Link rides are available to teens seeking to access places that support their mental health. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 16 Packet Pg. 216 of 711 Page 10 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C1.17.2 Develop programs and activities for teens that strengthen leadership skills, encourage a culture of community service, inclusiveness, tolerance and acceptance of others. Community Services Department Continuous Task Standard Ongoing including the Art Center Teen Leadership Group (ACTL), Palo Alto Youth Council (PAYC), Teen Advisory Board (TAB), Teen Library Advisory Board (TLAB) and Teen Arts Council (TAC), as well as overseeing Think Fund, a supportive grant program for teens, and the makerspace, MakeX. The teen leadership groups give high school students in Palo Alto the opportunity to serve the teen community by acting as a voice toward action and change. The Art Center continues to provide creative opportunities for teens through expanded teen classroom assistants and a larger, more engaged Art Center Teen Leadership (ACTL) group. In the past year, ACTL had 29 members. Participants were primarily from the Palo Alto schools, and attended artist talks and workshops, made holiday cards for Avenidas clients, organized and held a Teen Event with 75 teens in attendance, and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 17 Packet Pg. 217 of 711 Page 11 of 86 C1.17.3 Promote a diverse range of interests and vocations among programs offered to children, youth and teens. Community Services Department 2022-2027 Standard Ongoing enrollments in its class programs for adults and children. The Center engaged 2,357 students in after-school and weekend classes throughout the school year and in eight weeks of summer camps. Students ranged in age from 3-18 years old. Classes included drawing, painting, comics, ceramics, fashion design, jewelry, fiber arts, and more. The Center’s teen volunteer program continues to thrive both for our afterschool art classes and summer Counselor in Training (CIT) program. The Art Center Teen Leadership group spent the year planning and holding a large teen- only event as well as participating in several community service projects. In total, over 730 volunteers donated over 9,100 hours last year. The Art Center hired eight summer interns to support our summer camps, exhibitions, development and social media programs. They ranged in age from rising sophomores in college to MFA graduate students from Syracuse, Boston, Loyola Marymount, San Francisco State Universities, Art Center College of Design, University of Washington, and University of San Francisco. The interns worked 2,279 hours over the course of the summer. The Recreation Division will be hosting a career fair for teens to introduce them to a wide variety of career paths. In 2025, the Children's Theatre opened its Main Stage Season with Madeline's Christmas, producing 15 sold out performances, serving 2,884 audience members. In the Playhouse Series, fairytales for very young audiences (suggested ages 2-6) are performed by teen participants. Audiences sit on the floor for the interactive performances. Productions run once a month, September to June, and will serve approximately 9,000 members of the audience. In 2025, the Children's Theatre expanded upon its year-round schedule of sold-out classes, camps and workshops to include advanced theatre arts training opportunities with working professionals. These Intensives create more opportunities for young actors who are seeking pre-professional Yes, Staff Comments C1.18.1 Develop a program to engage the talents and skills that seniors possess that would Services Continuous Task Standard Ongoing through our adult studio program and our Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 18 Packet Pg. 218 of 711 Page 12 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 provide volunteer opportunities throughout the City. Foundation continues to provide funds to offer free artmaking opportunities to low-income C1.18.2 Support, promote, and publicize the provision of comprehensive senior services in coordination with senior service providers. Comprehensive services include addressing senior nutrition, mental health and transportation. Community Services Department Continuous Task Substantial Ongoing of senior programming/services through a services Contract. The City also supports senior services through HSRAP grant funding: Current grantees are: La Comida for senior nutrition needs, Senior Adult Legal Assistance for free legal services for seniors, Vista Center for the Blind and Visually Impaired for low vision services, Loaves and Fishes for Meals on Wheels Services , YMCA for specialized exercise programs for older adults and AbilityPath for Stroke and Brain Injury Services Yes, Level of Effort and Staff Comments C1.18.3 Establish a support program for caregivers of seniors and people with disabilities by partnering with private, nonprofit, faith- based and public community service Community Services Department 2022-2027 Standard Ongoing Support for caregivers continues to be a key focus for Avenidas and support for these services was included in the new 5 year services contract with the organization. Yes, Staff Comments C1.20.1 Partner with agencies for support and improved access so that all can participate as appropriate in Palo Alto recreational Community Services Department Continuous Task Standard Ongoing Council approved funding for Magical Bridge Foundation to provide more programming in the community. No C1.22.1 Increase awareness about caring and compassion for the unhoused and those who suffer from mental and/or physical conditions through educational programming in partnership with community and business organizations throughout the region. Community Services Department Continuous Task Standard Ongoing January 23, 2025. Over 50 local volunteers helped with the count, including community members, city staff and nonprofit partners. In additional, Human Services staff organized an annual Resource Fair for Low income and unhoused individuals on June 11, 2025. This event is also marketed to the allies of the unhoused in the community to better inform them of programs and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 19 Packet Pg. 219 of 711 Page 13 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C1.22.2 Work with Santa Clara and San Mateo Counties, the State of California, the federal government, non-profit agencies, business and other organizations to define roles and responsibilities in the comprehensive provision of permanent supportive housing and temporary shelter, food, clothing and Planning and Development Services / CMO Continuous Task Standard Ongoing This is an ongoing task. The City continues to be involved with local, regional, State, and Federal partners in this work. Yes, Staff Comments Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto officials and employees. C2.2.1 Establish performance review criteria for City employees that consider the quality of service provided. Human Resources Department 2022-2027 Standard Ongoing updated management competencies to establish performance review criteria such as customer service & community engagement, innovation & continuous improvement communication & professionalism, accountability & technical excellence. Staff will continue to update Yes, Status and Staff Comments C2.2.2 Periodically perform evaluations of City service delivery and develop strategies for continuous improvement. Use metrics and Community Services Department Continuous Task Standard Ongoing Program participants are asked to complete an evaluation after each class or program and that information is used to improve offerings. Yes, Staff Comments Goal C-3: Recognize the intrinsic value and everyday importance of our parks and community centers, libraries, civic buildings and cultural assets by investing in their maintenance and improvement. C3.2.1 Develop a proactive Asset Management Program for infrastructure requirements and costs. Administrative Services Department/ OMB/PWD 2022-2027 Significant Ongoing and Electrification Assessment (EA) inspections have been completed. The data from the findings is being populated into Maintenance Connection. This data will allow staff to track and plan for deferred maintenance (catch-up), regular maintenance (keep-up), ADA Accessibility, Capital Renewals (New) and Energy and Sustainability (electrification) for future CIP projects and No C3.3.1 Periodically evaluate how parks and recreational facilities are being used and develop strategies for improving their use Community Services Department Continuous Task Standard Ongoing programs and solicit feedback from program participants to improve programs and provide No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 20 Packet Pg. 220 of 711 Page 14 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C3.3.2 Study and recommend methods of private and public financing for improved park maintenance, rehabilitation, and construction of facilities, including those used for arts and culture. Community Services Department By 2022 Standard Ongoing partner organizations and stakeholders for funding opportunities. A current example includes a public/private partnership with the Friends of the Recreation and Wellness Center for the Cubberley Community Center Master Plan Project. Partial funding for the Greer Skate park is secured through Friends of Palo Alto Parks and efforts continue to identify donors to obtain the Yes, Staff Comments C3.3.3 Estimate the costs of retrofitting all park facilities with water efficient appliances, fixtures and irrigation systems and develop an implementation schedule to phase-in use of non-potable water conservations measures where and when feasible. Public Works Department and Community Services Department After 2027 Significant Ongoing determine where to upgrade systems to increase water efficiency. This includes appliances, fixtures, and irrigation systems. Once evaluated, staff will develop an implementation schedule. Non-potable water conservations measures will be included No C3.3.4 Periodically assess the need to adjust parkland dedication or fees in lieu thereof to ensure they remain proportional to real estate values in Palo Alto. Planning and Development Services and Community Services Department Continuous Task Significant Partially Complete consultant to complete an impact and in-lieu fee nexus and feasibility study. Assessment of the Park Land dedication or fees in lieu thereof as described in PAMC 21.50 is included in this scope. The consultant and staff team are targeting a fee Yes, Staff Comments Goal C-4: Plan for a future in which our parks, open spaces, libraries, public art, and community facilities thrive and adapt to the growth and change of Palo Alto. C4.1.1 Explore opportunities to dedicate City- owned land as parkland to protect and preserve its community- serving purpose Community Services Department By 2022 Standard Ongoing Staff continue to review current parklands and determine which may be appropriate for future dedication. No C4.1.2 Encourage dedication of new land for parks through regulations and incentives for new development and programs to solicit bequests of land within the city. Services Department and Planning and Development 2022-2027 Significant Pending This work has not been started due to staff priorities. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 21 Packet Pg. 221 of 711 Page 15 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C4.1.3 Pursue opportunities to create linear parks over the Caltrain tracks in the event the tracks are moved below grade. Services Department and Planning and Development After 2027 Substantial Pending The Caltrain tracks have not been moved underground. No C4.1.4 Explore ways to dedicate a portion of in-lieu fees towards acquisition of parkland, not just improvements. Services Department and Planning and Development 2022-2027 Significant Pending This work has not been started due to staff priorities. No C4.5.1 Use Cubberley Community Center as a critical and vital part of the City’s service delivery system while also planning for its Community Services Department Continuous Task Substantial Ongoing Significant efforts have been in the master planning process for the Cubberley site. Yes, Staff Comments Goal C-5: Sustain the health, well-being, recreation, and safety of residents and visitors, and improve the quality, quantity, and affordability of social services for all community members, including children, youth, teens, seniors, the unhoused, and people with disabilities. C5.1.1 Allocate resources to create and support initiatives to increase the health and well- being of the public. Community Services Department Continuous Task Standard Ongoing and services support the health and wellbeing of the community. A new community center at 445 Bryant is being planned for opening in January Yes, Staff Comments C5.1.2 Establish a community-sourced online clearinghouse of information and activities related to health promotion in the Community Services Department Continuous Task Standard Ongoing wellness have been provided through the City Manager’s Office as part of Uplift Local and No C5.6.1 Incorporate health and well-being topics, including arts and culture, into existing events and programs at City-owned park and recreation facilities. Community Services Department Continuous Task Standard Ongoing engaged 300 participants in activities and performances connected to the exhibitions. Seniors from four low-income housing communities participated in 36 art workshops offered free-of-charge thanks to the Art Center Foundation. Projects included oil pastels, watercolor, card making, and more. Art Center teaching artists engaged 250 community members Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 22 Packet Pg. 222 of 711 Page 16 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C5.6.2 Work with schools and community organizations to provide programs that educate residents, workers and visitors on health and well-being topics. Community Services Department Continuous Task Significant Ongoing continues to serve all K-3 students in PAUSD Elementary Schools, reaching more than 2,900 students. This is the gold standard in dance residency programs and specifically designed for elementary school students. This eight-week program encourages children to creatively express themselves through movement, while achieving fitness and wellness benefits. The Children's Theatre also continued to work on-site with six of Palo Alto’s twelve elementary schools to produce fully staged theatrical Outreach Productions, including: production staff with director, musical director, choreographer, designers and live musicians; scenery and props; as well as individually designed and fitted costumes. Participation is free for participants and every child who auditions is cast. Additional learning opportunities are available to children interested in working on production and backstage crews. More than 1,600 PAUSD students will be served in this program. In 2025 the theatre expanded PAUSD Outreach Programs to include “The Joy of Singing” classes, a movement and vocal program reaching all 12 PAUSD elementary schools, serving second and third grade classes during the school day and in free after school classes. The Teen Arts Council (TAC), an initiative of Palo Alto Children's Theatre, continued to produce a diverse roster of events, including open mic nights, mural painting, clothing swaps, an annual film festival, and an annual art and music festival. TAC added a Pride-Month event to its upcoming Spring schedule and is currently collaborating with Palo Alto High School to make a short film about Healthy Relationships, mentored by professional filmmaker P.J. Palmer. The film will be part of the curriculum in a required Healthy Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 23 Packet Pg. 223 of 711 Page 17 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 C5.9.1 Identify existing and potential indoor and outdoor locations for community gardens and farmers markets at City-owned or leased facilities and spaces. Community Services Department 2022-2027 Significant Ongoing Department continues to manage the City's community garden program. There are currently five community gardens in the program - Arastradero Garden is currently a No GOVERNANCE CHAPTER Goal G-1: Effective opportunities for public participation in local government. G1.1.1 Consider making data available at a transactional level on the Open Data Portal. Development Continuous Task Standard Ongoing This is an ongoing effort. No G1.2.1 Continue to hold regular, Town Hall-style meetings in neighborhoods. City Council & City Clerk’s Office Continuous Task Standard Ongoing town hall meetings in partnership with neighborhood groups. All meeting materials are available online at www.cityofpaloalto.org/engage. There are also other topic-specific community engagement meetings that occur throughout the No G1.2.2 Periodically review the suite of engagement options used to solicit citizen input and expertise on policy issues. City Manager’s Office Continuous Task Significant Ongoing as part of the adoption of the 2025 Council Priorities/Work Plans. Staff presented a series of community engagement approaches and gained input on the City's overall approach. Several efforts are underway including hosting Neighborhood Town Halls as a series in the calendar year. Council Yes, Staff Comments G1.2.3 Continue to rely on neighborhood organizations, the City website, local media, online technologies and other communication platforms to keep residents informed of current issues and to encourage City Manager’s Office Continuous Task Standard Ongoing This is an ongoing task and staff continues to implement this goal. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 24 Packet Pg. 224 of 711 Page 18 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 G1.2.4 Provide access to communications technologies at City facilities, including public libraries and City Hall, and explore innovative locations for communication. City Manager’s Office Continuous Task Significant Ongoing continues to assist the public with their service needs and this continues to be available. In addition to service assistance at the Revenue Collections which now include a Lobby Admin; and Utilities service counters. In terms of other communications focus areas, staff manages an interactive platform that shares information with the public and also supports new ways to engage the community on topic specific efforts including Fiber and Sustainability. Staff continues using the lobby screens to share City information, implemented a process to distribute printed materials to City facilities for public information, mailed postcards to residents informing them of the Neighborhood Town Halls, and during the storm season in addition to all digital ways to share information, staff recorded updates on the City’s public information line to share storm impacts and updates. Both MSC Open House and the City Hall Open House were hosted again. Additionally, this year the City is piloting CityAssist, a new AI chatbot assistant on the City’s website, an additional 24/7 online tool to complement the City’s website search engine and to help residents find fast Yes, Staff Comments G1.2.5 Continue to release City Council staff reports to the public up to 10 days prior to Council hearings to increase public awareness of City decision-making. City Clerk’s Office Continuous Task Standard Ongoing reports up to 11 days prior to City Council meetings, with the exception of amended agenda items and late packet items which are provided on No Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and residents. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 25 Packet Pg. 225 of 711 Page 19 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 G2.2.1 Continue to offer the use of City facilities to non-profit civic, environmental, cultural, neighborhood and social service organizations for meetings and events at discounted or complimentary rates and via sponsorship programs. City Manager’s Office Continuous Task Standard Ongoing implemented a new program called the Community Event Grant. This grant allows residents, non-profits located in the Palo Alto or non-profits that heavily serve palo alto to apply for event spaces and funding up to $5k for their community event. CSD is updating the Co- Sponsorship Policy to better compliment other programing the City has launched to support local non-profits and non-profits that heavily serve the Yes, Staff Comments Goal G-4: Active involvement of local citizens as volunteers. G4.1.1 Continue and expand volunteer opportunities and the community’s awareness of public and nonprofit organizations serving the City. City Manager's Office Continuous Task Standard Ongoing support policy development and information sharing. Recent efforts with the Chamber of Nonprofits have focused on promoting funding opportunities and serving as a sounding board for new process rollout and service information sharing. Moving forward, the City will City will strengthen communication channels with nonprofit partners who hold active contracts, helping to amplify their services to the broader Yes, Staff Comments G4.1.2 Publicly recognize the efforts of individuals, groups, and businesses that provide volunteer services within the City. City Manager’s Office Continuous Task Standard Ongoing advisory groups to enhance policy development and foster information sharing. To promote transparency and strengthen communication channels with nonprofit partners who hold active contracts, the City will help amplify their services and volunteer opportunities to the broader community. The City will also continue to recognize individuals, groups and businesses that provide outstanding services and public benefit to Yes, Staff Comments G4.1.3 Coordinate with the Palo Alto Unified School District to develop classroom-based leadership, governance and civic City Manager’s Office 2022-2027 Significant Ongoing This is an ongoing task. The City regularly meets with PAUSD leadership and discusses recent issues of interest to both organizations. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 26 Packet Pg. 226 of 711 Page 20 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 G4.1.4 Support the transition from school-based volunteering to civic participation via outreach to parent volunteers and student leaders. Office and Community Services 2022-2027 Significant Ongoing level through the city's teen leadership programs or in an ad hoc manner with parents, such as at events. Direct engagement with parent volunteers Yes, Level of Effort and Staff Comments G4.1.5 Coordinate with the real estate community to develop a welcome package for new residents, containing City resources, information and ways to contribute to livability. City Manager’s Office 2022-2027 Significant Partially Complete continues to send digital welcome messages to new residents and finalize a new welcome message that is both digital and in print formats. The City’s website provides a comprehensive look at resident related information. The website includes a digital welcome packet and new resident resources are now available both at www.cityofpaloalto.org/residents and a new "My Neighborhood" map that highlights services available near a resident's home at Yes, Staff Comments Goal G-6: More clearly defined procedures, standards, and expectations for development review. G6.2.1 Provide clear information across multiple communications platforms to guide citizens and businesses through the City review and Planning and Development Services Continuous Task Standard Ongoing submittal checklists and development procedures are being updated on a regular basis on the City's No G6.2.2 Continue and expand customer-oriented process improvement efforts. All Departments Continuous Task Significant Ongoing Permitting System (OPS) including: - Completed a pilot program for over the counter residential MEP (mechanical, electrical, plumbing) permits - Integrated online building permit application form to the online permitting process - Launched a new instant permit for heat pump space conditioning systems - Beginning a Request for Proposal for online permitting software, currently Accela, to evaluate Yes, Level of Effort and Staff Comments G6.2.3 Use the pre-screening process to obtain early feedback from the City Council and the community regarding ordinance changes intended to facilitate specific development Planning and Development Services Continuous Task N/A Complete This is required by PAMC Title 18 Chapter 18.79. No LAND USE AND COMMUNITY DESIGN ELEMENT Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 27 Packet Pg. 227 of 711 Page 21 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L1.6.1 Review regulatory tools available to the City and identify actions to enhance and preserve the livability of residential neighborhoods and the vitality of commercial and employment districts, including improved code enforcement practices. Planning and Development Services By 2022 Standard Ongoing the gas-powered leaf blower ban and responds to frequent calls and complaints related to leaf blower noise. The team also provides critical support to residents’ concerns related to building codes, zoning codes and fence encroachments, Yes, Staff Comments L1.8.1 Maintain and update as appropriate the 1985 Land Use Policies Agreement that sets forth the land use policies of the City, Santa Clara County, and Stanford University with Planning and Development Services Continuous Task Standard Ongoing At this time, no changes to the 1985 land use policies agreement/protocol have been requested. Yes, Staff Comments Goal L-2: An enhanced sense of “community” with development designed to foster public life, meet citywide needs and embrace the principles of sustainability. L2.2.1 Explore whether there are appropriate locations to allow small-scale neighborhood- serving retail facilities such as coffee shops Planning and Development Services 2022-2027 Standard Ongoing Staff continues to promote neighborhood-serving retail as part of both current planning and long- range planning projects. No L2.4.1 Amend the Housing Element to increase housing sites along San Antonio Road between Middlefield Road and East Charleston Road and increase residential densities in Downtown and the California Planning and Development Services By 2022 N/A Complete Task is complete. No L2.4.2 Allow housing at Stanford Shopping Center, provided that adequate parking and vibrant retail is maintained and no reduction of retail square footage results from the new Planning and Development Services By 2022 Standard Ongoing Per Housing Element Program 1.5 C, outreach has commenced with Stanford and their lessee (Simon Properties) to explore the feasibility of multi-family residential development in the Shopping Center. Yes, Status and Staff Comments L2.4.3 Allow housing on the El Camino Real frontage of the Stanford Research Park. Explore multi-family housing elsewhere in Stanford Research Park and near the SUMC. Planning and Development Services By 2022 Standard Ongoing Staff to permit multi-family residential in Research Park (RP and RP(5)) zones, excluding properties that are subject to or impacted by the City's Hazardous Materials Ordinance. Staff met with Stanford University representatives to explore the feasibility of identifying additional sites in the Stanford Research Park to accommodate multi- family residential development for the next housing cycle (See Housing Element Program 1.5 Yes, Status and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 28 Packet Pg. 228 of 711 Page 22 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L2.4.4 Assess non-residential development potential in the Community Commercial, Service Commercial and Downtown Commercial Districts (CC, CS and CD) and the Neighborhood Commercial District (CN), and convert non-retail commercial FAR to residential FAR, where appropriate. Conversion to residential capacity should not Planning and Development Services By 2022 Standard Ongoing Council continues to review Planned Home Zoning (PHZ) prescreening converting commercially used land to housing. The City approved the following projects at 70 Encina, 800 San Antonio, 3265 El Camino Real and 660 University. Yes, Staff Comments L2.4.5 Update the municipal code to include zoning changes that allow a mix of retail and residential uses but no office uses. The intent of these changes would be to encourage a mix of land uses that contributes to the vitality and walkability of Planning and Development Services By 2022 Significant Partially Complete The City Council approved and adopted an interim retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025. Yes, Level of Effort and Staff Comments L2.4.6 Explore changing the Transfer of Development Rights (TDR) ordinances for both buildings of historic significance and for seismic retrofits so that transferred development rights may only be used for Planning and Development Services 2022-2027 Standard Pending The existing TDR process is being evaluated as part of the Downtown Housing Plan. Yes, Staff Comments L2.4.7 Explore mechanisms for increasing multi- family housing density near multimodal transit centers. Planning and Development Services By 2022 N/A Complete impact of SB 79 is under review by PDS staff as it would result in increased density allowances near all Caltrain stops within or bordering Palo Alto. Yes, Staff Comments L2.4.8 Identify development opportunities for BMR and more affordable market rate housing on publicly owned properties in a way that is integrated with and enhances existing neighborhoods. Planning and Development Services By 2022 N/A Complete publicly owned lands in the Housing Element and through other mechanisms like development agreements on an ongoing basis. In 2025 the City into an exclusive negotiating agreement with Alta Housing to pursue a 5-7 story multifamily affordable housing project on Lot T. The City is also evaluated potential affordable housing opportunities at 340 Portage Avenue next to Matadero Creek through technical assistance grant Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 29 Packet Pg. 229 of 711 Page 23 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L2.5.1 Collaborate with PAUSD in exploring opportunities to build housing that is affordable to school district employees. Planning and Development Services Continuous Task Standard Ongoing component of teacher housing. In conjunction with the County, the teacher housing project at 231 Grant is anticipated to complete construction this Yes, Staff Comments L2.7.1 Review development standards to discourage the net loss of housing units. Development By 2022 N/A Complete Task is complete. No L2.8.1 Conduct a study to evaluate various possible tools for preventing displacement of existing residents. Planning and Development Services 2022-2027 Significant Partially Complete program to collect data on the current rental market landscape and to inform future housing policies. The rental registry program is now in its second program year. In 2025, staff brought a Fair Chance in Housing draft ordinance to City Council after bringing a policy discussion before both the Housing ad hoc committee and the Human Relations Commission for recommendation. Staff also brought a rent stabilization policy discussion to the housing ad hoc committee and plan to continue this discussion with the Policy and Services Committee in March 2026. Further, the City has contracted with Project Sentinel to Yes, Staff Comments L2.8.2 Develop and implement a system to inventory the characteristics of existing housing units and track changes in those characteristics on a regular basis. Make the information publicly available. Planning and Development Services 2022-2027 Significant Partially Complete inventory data for rental units on properties containing three or more residential rental units. The rental registry program is in its second program year. City Council will decide if the City will expand the program to properties with 2 or Yes, Staff Comments L2.10.1 Collaborate with PAUSD to plan for space to accommodate future school expansions or new school sites, and evaluate zoning space to accommodate new schools. Planning and Development Services Continuous Task Significant Ongoing expansions with PAUSD based on projected future need. In 2025, PAUSD did not indicate any projected need that would require additional space to accommodate new or expanded school Yes, Staff Comments Goal L-3: Safe, attractive residential neighborhoods, each with its own distinct character and within walking distance of shopping, services, schools, and/or other public gathering places. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 30 Packet Pg. 230 of 711 Page 24 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L3.2.1 Evaluate and implement strategies to prevent conversion of residential and neighborhood-serving retail space to office Planning and Development Services Continuous Task Significant Ongoing In Q4, 2025 staff is scoping the City's Housing Element program (4.2 D and E) to evaluate approaches for regulating short-term rentals. Yes, All L.3.5.1 Develop a program to assess and manage both the positive and negative impacts of basement construction in single family homes on the community and the environment, including: -environment, such as potential impacts to the tree canopy, groundwater supply or quality, and soil compaction. -Safety issues such surface flooding increased groundwater intrusion with sea level rise, emergency access and egress, or Planning and Development Services and Public Works Department By 2022 N/A Complete Task is complete. No Goal L-4: Inviting pedestrian scale centers that offer a variety of retail and commercial services and provide focal points and community gathering places for the city’s residential neighborhoods and employment districts. L4.2.1 Study the overall viability of ground-floor retail requirements in preserving retail space and creating an active street environment, including the types of locations where such requirements are most effective. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Yes, Status and Staff Comments L4.2.2 Evaluate the effectiveness of formula retail limits adopted for California Avenue. Develop incentives for local small businesses where warranted. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Yes, Status and Staff Comments L4.2.3 Explore and potentially support new, creative and innovative retail in Palo Alto. Planning and Development Services By 2022 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 31 Packet Pg. 231 of 711 Page 25 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L4.4.1 Study the feasibility of using public and private funds to provide and maintain landscaping and public spaces such as parks, plazas, sidewalks and public art within commercial areas. Community Services Department 2022-2027 Standard Ongoing interactive artworks October 16-18 and this year will also feature three projection mapping artworks on the front facade of City Hall that will continue for ten nights. Aleo Landeta, the previous artist in residence installed their artwork on King Plaza in June. Kiana Honarmand, the current artist in residence has begun her community engagement and will create an artwork for King Plaza in 2026. The muralists selected for downtown and Fire Station 5 have been on hold until SB456 passes, clearing the way for them to be able to paint without needing a contractor's license. The bill is on the Governor's desk now and staff plans to move forward with these murals in early 2026. Staff is preparing to launch a call for ArtLift grants to animate Cubberley and our commercial corridors in early 2026. Artwork for Boulware Park and the Public Safety Building were installed in 2025. Artworks under development include new art for the downtown parking garage, Fire Station 4, and the California Avenue garage. The Victor Arnautoff color frescoes were restored in 2024 and a grant application is underway for the Yes, Staff Comments L4.4.2 Through public/private cooperation, provide well- signed, clean, and accessible restrooms. Planning and Development Services and Department of Public Works Continuous Task Standard Ongoing construction has been completed and restrooms opened at Rinconada, Ramos and Boulware Parks and Cubberley Fields. Staff is currently working on obtaining approval for a new restroom at Mitchell Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 32 Packet Pg. 232 of 711 Page 26 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L4.4.3 Collaborate with merchants to enhance the appearance of streets and sidewalks within all Centers. Encourage the formation of business improvement districts and undertake a proactive program of maintenance, repair, landscaping and enhancement. Department of Public Works Continuous Task Significant Ongoing Manager's Office has started working on the University Avenue and California Avenue streetscape improvement projects to enhance economic vitality of the two streets. The goal of these projects is to reduce congestion, maximize pedestrian and bicycle use, creation of inviting outdoor dining/patio places, installing gateway and wayfinding signages, and develop branding No L4.4.4 Identify priority street improvements that could make a substantial contribution to the character of Centers, such as widening sidewalks, narrowing travel lanes, creating medians, restriping to allow diagonal parking, and planting trees. Office of Transportation By 2022 Significant Ongoing Council direction in December 2023, staff and its consultants conducted additional outreach discussions and Retail Committee meetings to refine project goals, vision, and design concepts. Per Council discussion in June 2024, staff continued with further outreach to Retail Committee and Stakeholder Working group. In the next few months, staff plans to refine concepts in line with Council direction and consensus from the community to recommend a preferred concept to Yes, Staff Comments L4.5.1 Revise zoning and other regulations as needed to encourage the preservation of space to accommodate small businesses, start-ups and other services. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented the draft ordinance to the Planning and Transportation Yes, Status and Staff Comments L4.5.2 Consider planning, regulatory, or other incentives to encourage property owners to include smaller office spaces in their buildings to serve small businesses, non- profit organizations, and independent Planning and Development Services 2022-2027 Standard Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented the draft ordinance to the Planning and Transportation Yes, Status and Staff Comments L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the University Avenue/Downtown area Development 2022-2027 Significant Pending Work has not commenced. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 33 Packet Pg. 233 of 711 Page 27 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L4.8.1 Prepare a Coordinated Area Plan for Downtown. Planning and Development Services Continuous Task Substantial Ongoing Housing Plan Community Assessment Report in June 2024 and organized two Community Workshops, a survey, Community Advisory Group meetings, and other outreach and engagement activities through Q3 of 2025. The project team is currently finalizing a Financial Feasibility Analysis in advance of preparing project alternatives to be vetted with the community and the City Council in Q1 of 2026. The feedback received will lead to preparing the draft Plan document. Staff coordinated with MTC and received a project extension in April 2025. This also included a revised project scope and budget allocation Yes, Level of Effort and Staff Comments L4.8.2 Study the feasibility of converting parts of University Avenue to a pedestrian zone. Public Works, Office of Transportation 2022-2027 Standard Partially Complete cost evaluation for project alternatives is needed before advancing the design process. A contract was approved in September 2025 to conduct this analysis. The cost evaluation is anticipated to be completed by the end of 2025, the findings of Yes, Level of Effort and Staff Comments L4.9.1 While preserving adequate parking to meet demand, identify strategies to reuse surface parking lots. Development Services & Office of Continuous Task Standard Ongoing Due to other parking program priorities, there are no substantial actions to report at this time. No L4.9.2 Explore adding additional Floor Area Ratio (FAR) for retail at Stanford Shopping Center. Development 2022-2027 Standard Pending Work has not commenced. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 34 Packet Pg. 234 of 711 Page 28 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L4.10.1 Prepare a coordinated area plan for the North Ventura area and surrounding California Avenue area. The plan should describe a vision for the future of the North Ventura area as a walkable neighborhood with multi- family housing, ground floor retail, a public park, creek improvements, and an interconnected street grid. It should guide the development of the California Avenue area as a well-designed mixed use district with diverse land uses and a network Planning and Development Services Continuous Task N/A Complete Completed for the North Ventura Area (not for the area surrounding California Avenue). The City Council adopted the NVCAP on 8/5/2024. Yes, Staff Comments L4.10.2 Create regulations for the California Avenue area that encourage the retention or rehabilitation of smaller buildings to provide spaces for existing retail, particularly local, small businesses. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025 and Yes, Status and Staff Comments L4.16.1 Maintain distinct neighborhood shopping areas that are attractive, accessible and Development Continuous Task Standard Ongoing This is an ongoing task. No Goal L-5: High quality employment districts, each with their own distinctive character and each contributing to the character of the city as a whole. L5.1.1 Explore with Stanford University various development options for adding to the Stanford Research Park a diverse mix of uses, including residential, commercial hotel, conference center, commercial space for small businesses and start-ups, retail, transit hub, and other community-supporting services that are compatible with the existing uses, to create a vibrant innovation- Planning and Development Services 2022-2027 Standard Ongoing The City meets regularly with Stanford University regarding land use on an ongoing basis. No Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public spaces. L6.1.1 Promote awards programs and other forms of public recognition for projects of architectural merit that contribute positively to the community. Planning and Development Services Continuous Task Standard Ongoing event was conducted in May 2025. The Historic Resources Board (HRB) has started developing its own awards program. The first award event will be Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 35 Packet Pg. 235 of 711 Page 29 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L6.3.1 Develop guidelines for bird-friendly building design that minimizes hazards for birds and reduces the potential for collisions. Planning and Development Services 2022-2027 Standard Ongoing forward the draft ordinance to the City Council for adoption in December 2025; adoption hearing Yes, Staff Comments L6.6.1 Modify design standards for mixed use projects to promote a pedestrian-friendly relationship to the street, including elements such as screened parking or underground parking, street-facing windows and entries, and porches, windows, bays and balconies along public ways, and landscaping, and trees along the street. Avoid blank or solid Planning and Development Services Continuous Task Standard Ongoing Objective Design Standards were adopted by Council in June 2022 for Title 18 zoning districts. Work on SOFA standards is planned for 2026. Yes, Staff Comments L6.7.1 Implement architectural standards to assure they effectively address land use transitions. Planning and Development Services Continuous Task Standard Ongoing Design Standards provide useful guidance in the implementation of this program. The recent update to the Focus Areas standards included Yes, Staff Comments Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts. L7.1.1 Update and maintain the City’s Historic Resource Inventory to include historic resources that are eligible for local, State, or federal listing. Historic resources may consist of a single building or structure or a district. Planning and Development Services Continuous Task Standard Ongoing Historic Reconnaissance Survey that evaluated 167 properties in total. Community outreach began with a meeting on April 25, 2023, and continued with HRB meetings on November 9, 2023, December 14, 2023, and January 11, 2024, with property owners notified throughout the process. As a result, City Council designated 21 properties following meetings on April 22, 2024, and August 19, 2024, with designations made only for properties whose owners actively requested Yes, Staff Comments L7.1.2 Reassess the Historic Preservation Ordinance to ensure its effectiveness in the maintenance and preservation of historic resources, particularly in the University Planning and Development Services 2022-2027 Significant Pending The 1986 ordinance still needs to be reassessed since it does not protect properties found eligible for the National and California Register. Work has not commenced on this program. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 36 Packet Pg. 236 of 711 Page 30 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L7.2 If a proposed project would substantially affect the exterior of a potential historic resource that has not been evaluated for inclusion into the City’s Historic Resources Inventory, City staff shall consider whether it is eligible for inclusion in State or federal registers prior to the issuance of a demolition or alterations permit. Minor exterior improvements that do not affect the architectural integrity of potentially historic buildings shall be exempt from consideration. Examples of minor improvements may include repair or replacement of features in kind, or other changes that do not alter character-defining Planning and Development Services Continuous Task Standard Ongoing Historic Review Board (HRB) continues to review recommendations for nominations of properties to the local inventory and evaluations for properties found California Register and National Register Eligible. A total of 21 properties were added to the local inventory as a result of the 2023 Recon Survey update that evaluated properties found eligible from the 1998-2001 (Dames and Moore) history survey update. Yes, Staff Comments L7.8.1 Promote and expand available incentives for the retention and rehabilitation of buildings with historic merit in all zones and revise existing zoning and permit regulations to Planning and Development Services By 2022 Significant Ongoing Staff is looking at incentives for retention and rehabilitation when resources are identified. No L7.8.2 Create incentives to encourage salvage and reuse of discarded historic building materials. Development Services & Department of By 2022 Standard Ongoing The Public Works Department and Planning and Development Services Department are monitoring the deconstruction ordinance for approved demolitions. No L7.8.3 Seek additional innovative ways to apply current codes and ordinances to older buildings. Use the State Historical Building Planning and Development Services Continuous Task Standard Ongoing Staff routinely applies the California Historical Building Code to qualified projects as applicable. No L7.12.1 Review parking exceptions for historic buildings in the Zoning Code to determine if there is an effective balance between historic preservation and meeting parking Planning and Development Services After 2027 Significant Pending Work has not commenced. No Goal L-9: Attractive, inviting public spaces and streets that enhance the image and character of the city. L9.1.1 Evaluate existing zoning code setback requirements to ensure they are appropriate Development After 2027 Significant Pending Work has not commenced. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 37 Packet Pg. 237 of 711 Page 31 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L9.3.1 Review standards for streets and signage and update as needed to foster natural, tree-lined streets with a minimum of signage. Development Services, Office of Transportation & Department of Public 2022-2027 Standard Ongoing This program is ongoing. There are no updates to report at this time. No L9.6.1 Analyze existing neighborhoods and determine where publicly accessible shared, outdoor gathering spaces are below the citywide standard. Create new public spaces, including public squares, parks and informal Planning and Development Services 2022-2027 Substantial Partially Complete space opportunities as a part of its area plans. In 2025, the City began the San Antonio Road Area Plan which, in part, is seeking to identify new open space opportunities in areas with limited existing Yes, Staff Comments L9.7.1 Develop a strategy to enhance gateway sites with special landscaping, art, public spaces and/or public buildings. Emphasize the creek bridges and riparian settings at the entrances to the City over Adobe Creek and Planning and Development Services Continuous Task Standard Pending Work has not commenced. No L9.8.1 Establish incentives to encourage native trees and low water use plantings in new development throughout the city. Planning and Development Services, Office of Transportation & Department of Public Works 2022-2027 Standard Ongoing planting of native trees and low water use plantings through the use of the ARB findings modified in the 2016 code update (including a focus on regional, indigenous, drought tolerant species). The new Tree Protection Ordinance (Title 8 of PAMC) and the upcoming Tree and Landscape Technical Manual include added emphasis on use of native, drought tolerant and climate adapted No L9.10.1 Continue the citywide undergrounding of utility wires. Minimize the impacts of undergrounding on street tree root systems City of Palo Alto Utilities Continuous Task Substantial Pending Modernization project with a focus on the overhead system. The focus on the underground Yes, All Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 38 Packet Pg. 238 of 711 Page 32 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L9.10.2 Encourage the use of compact and well- designed utility elements, such as transformers, switching devices, backflow preventers and telecommunications infrastructure. Place these elements in locations that will minimize their visual City of Palo Alto Utilities Continuous Task Standard Ongoing Ongoing effort. Yes, Staff Comments L9.11.1 Implement the findings of the City’s Infrastructure Blue Ribbon Committee and its emphasis for rebuilding our civic spaces. Department of Public Works Continuous Task Substantial Ongoing findings resulted in City Council’s adoption of the 2014 Council Infrastructure Plan, including ten priority projects. Implementation of the plan is underway, with four of the projects completed, two projects in construction and others in the No L9.11.2 Identify City-owned properties where combinations of wireless facilities can be co- located, assuming appropriate lease agreements are in place. Alto Utilities & Planning and Development 2022-2027 N/A Complete Complete No L9.12.1 Coordinate with regional utility providers on activities that would impact their infrastructure and right-of-way. Alto Utilities, Planning and Development Services and Department of Continuous Task Standard Ongoing Coordination is ongoing on a project by project basis, as needed. No Goal L-10: Maintain an economically viable local airport with minimal environmental impacts. L10.1.1 Relocate the terminal building away from the Runway 31 clear zone and closer to the hangars, allowing for construction of a replacement terminal. Department of Public Works After 2027 Substantial Partially Complete completed in 2024. FAA funding source is no longer available after June 30, 2025. The project does not meet the FAA requirements to move Yes, All L10.1.2 Update the Airport Layout Plan in accordance with Federal Aviation Administration requirements, as needed, while ensuring conformance with the Baylands Master Plan to the maximum Department of Public Works 2022-2027 Significant Ongoing Staff worked on reviewing Council Feedback, a majority of the work was paused while the Airport focused unleaded fuel transition and noise. The FAA granted a one year extension to the grant to allow for additional outreach. Yes, Status and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 39 Packet Pg. 239 of 711 Page 33 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 L10.1.3 Identify and pursue funding to address maintenance, safety and security Department of Public Works Continuous Task Standard Ongoing This program is ongoing. There are no updates to report at this time. No L10.3.1 Establish and implement a system for processing, tracking and reporting noise complaints regarding local airport operations on an annual basis, Department of Public Works By 2022 Significant Ongoing and began testing the program to monitor compliance with the Airport's Voluntary Noise Abatement Procedures. This program uses ADS-B, an advanced system that allows aircraft to broadcast their precise location, to monitor operations, and this data may become private due Yes, All L10.3.2 Work with the airport to pursue opportunities to enhance the open space and habitat value of the airport. These include: -Maintaining native grasses; -Reconstructing levees to protect the airport from sea level rise while enhancing public access and habitat conservation; and -Evaluating the introduction of burrowing owl habitat. This program is subject to federal wildlife hazard requirements and guidelines for Community Services Department and Department of Public Works Continuous Task Significant Pending Staff will review the proposed opportunities and collaborate to determine potential future measures. No L10.4.1 Continue to provide a bicycle/pedestrian path adjacent to Embarcadero Road, consistent with the Baylands Master Plan and open space character of the Baylands subject to federal and State airport Department of Public Works and Office of Transportation Continuous Task Standard Ongoing No change from 2024. Yes, Staff Comments NATURAL ENVIRONMENT ELEMENT Goal N-1: Protect, conserve and enhance Palo Alto’s citywide system of open space, including connected and accessible natural and urban habitats, ecosystems, and natural resources, providing a source of public health, natural beauty and enjoyment for Palo Alto residents. N1.1.1 Develop Comprehensive Resource Conservation Plans for the Pearson Arastradero Preserve, Esther Clark Preserve, and Foothills Park to steward the protection Community Services Department 2022-2027 Substantial Ongoing Staff have reinvested staff resources into completing a plan for the Baylands Nature Preserve. Yes, Status and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 40 Packet Pg. 240 of 711 Page 34 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N1.1.2 Promote and support ecosystem protection and environmental education programs in Palo Alto and neighboring school districts. Community Services Department By 2022 Standard Ongoing learning and offers classes and camps about the natural environment. Additionally, as part of the JMZ's recent accreditation by Association of Zoos & Aquariums (AZA) in September 2025, staff will next create a field conservation program, which will be supported by a newly formed Conservation Committee comprised of JMZ staff, Friends of the JMZ board members, and local community members. The first steps of the committee will be to identify and investigate viable projects and funding sources. The JMZ also recently landed a partnership with the Palo Alto Library for a migratory bird conservation awareness project for elementary age children in Palo Alto. The Art Center has been working to promote greater sustainability practices in our studio program, working to eliminate glazes and materials that are environmentally hazardous where possible. The JMZ also offers EEC through classes and camps at the Lucy Evans Baylands and Foothills Nature Yes, Staff Comments N1.3.1 Work to maintain Williamson Act agricultural preserve contracts within the City. Planning and Development Services By 2022 Standard Ongoing reviewed by the City Council every year and extended for an additional one-year term if the No N1.3.2 Provide information and support programs that encourage residents to enhance their private yards with native plant species and low impact landscaping. Department of Public Works and Office of Transportation Continuous Task Significant Ongoing to report at this time. The updated Tree and Landscape Technical Manual that is scheduled to be published in CY25 includes details on the advantages of using native plants and low impact landscape designs. Informational handouts focusing on planting oak trees and caring for native Yes, Staff Comments N1.4.1 Periodically review California Environmental Quality Act (CEQA) thresholds of significance regarding special status species to identify changes in listed species recommended by Planning and Development Services Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 41 Packet Pg. 241 of 711 Page 35 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N1.4.2 Explore the feasibility of expanding the use of overlay tools such as the Site and Design (D) Review Combining District or similar development review and restriction tools to protect special-status species and their habitats from development. Planning and Development Services 2022-2027 Standard Partially Complete Update (“Dark Sky Ordinance”) in December 2025. Work has begun on two additional environmentally focused ordinances: Bird Safe Design Standards (see also L6.3.1), which is anticipated for adoption in early 2026; and Stream Corridor Protection (see also N3.3.1), which will be Yes, Staff Comments N1.4.3 Assess opportunities to expand habitats of special – status species within publicly-Services Continuous Task Standard Ongoing This is an ongoing task, there are no changes from previous years reporting. Yes, Staff Comments N1.5.1 Maintain the value of local wetlands as habitats by ensuring adequate flow from the Bay and minimizing effluent. Community Services Department Continuous Task Significant Ongoing Staff continue to work with Valley Water on the Baylands tide Gate project which is currently underway. Effort and Staff N1.6.1 Continue to coordinate City review, particularly by Planning, Public Works and Community Services Departments, of projects that might impact the City’s foothills Planning and Development Services Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No N1.7.1 Examine and improve existing management practices, including the provision of access to open space for City vehicles and equipment, to ensure that natural resources Community Services Department Continuous Task Standard Ongoing No change from previous year reporting. This is an ongoing task. No N1.7.2 Protect wildlife in public open space areas by improving litter collection, restricting the use of non- recyclable plastics, prohibiting the feeding of wild, feral and stray animals in Community Services Department Continuous Task Standard Ongoing Open Space staff continue to enforce the existing no feeding wild life rules and the dog leash laws. This continues to be an ongoing task. No N1.7.3 Provide information about responsible behavior in environmentally-sensitive areas through signage, pamphlets and documents Community Services Department Continuous Task Standard Ongoing Signage and education are implemented on an ongoing basis as needed. Yes, Staff Comments N1.7.4 Review and map existing easements and maintenance roads for potential trails and Services By 2022 Significant Pending Work has not commenced due to staff priorities. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 42 Packet Pg. 242 of 711 Page 36 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N1.10.1 Use City funds and seek additional sources of funding, including State and federal programs, to finance open space acquisition, Community Services Department Continuous Task Standard Ongoing Fuel abatement for fire prevention continues including eucalyptus removal in wildland areas. Grant funding has been applied for unsuccessfully. Yes, Staff Comments N1.10.2 Create mechanisms to monitor, assess and respond quickly to land acquisition opportunities that would expand or connect the City’s system of parks and open spaces, and establish a long-term funding strategy for acquisition that would enable the City to Community Services Department By 2022 Substantial Ongoing No change from previous year reporting. This is an ongoing task. No Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for Palo Alto. N2.1.1 Explore ways to prevent and ameliorate damage to trees and tree roots by above and Department of Public Works Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No N2.2.1 Periodically update the UFMP and Tree Protection Ordinance to ensure policies and regulations remain relevant set leading standards for tree health practices. Department of Public Works Continuous Task Significant Ongoing to the Tree Protection Ordinance were recommended and adopted by council. Initial review and planning for a potential update to the Urban Forest Master Plan is scheduled to begin in Yes, Staff Comments N2.4.1 Promote landscape design that optimizes soil volume, porosity, structure and health, as well the location, shape and configuration of soil beds. Planning and Development Services and Department of Public Works 2022-2027 Standard Ongoing Urban Forestry staff of major projects is conducted through Architectural Review Board. Detailed requirements and best practices for soils on landscape projects are included in the upcoming Tree and Landscape Technical Manual scheduled Yes, Staff Comments N2.7.1 Maintain and irrigate healthy trees in parks, open space, parking lots, and City rights-of- way, while identifying and replacing unhealthy trees in those areas. Department of Public Works By 2022 Significant Ongoing of newly planted street trees by city staff continues to focus on trees planted within the previous four planting seasons and has been expanded to water some established trees that do not have supplemental irrigation. City staff is conducting a proof of concept succession planting strategy that could be used in areas with large numbers of trees approaching the end of viable life Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 43 Packet Pg. 243 of 711 Page 37 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N2.7.2 Continue to invest in the care, irrigation and monitoring of street trees during drought Department of Public Works Continuous Task Significant Ongoing watering of newly planted street trees by city staff No N2.7.3 Actively pursue funding for tree planting to increase canopy cover significantly across the city, avoid a net loss of canopy at the neighborhood level, and attain canopy size targets in parks, open space, parking lots, Department of Public Works Continuous Task Standard Ongoing This is an ongoing program, increased penalties for tree ordinance violations may result in additional funds for planting trees. Yes, Staff Comments N2.9.1 Increase awareness, severity and enforcement of penalties for tree damage. Department of Public Works 2022-2027 Standard Ongoing have received guidance on violations enforcement best practices from Code Enforcement staff. Staff continues to inform building contractors and tree care companies of the penalties associated with damage to and unauthorized removal of protected Yes, Staff Comments N2.9.2 Develop a program for using the City’s Urban Forestry Fund to replace trees lost to public improvement and infrastructure projects, with replanting occurring onsite or as close to the original site as is ecologically Department of Public Works 2022-2027 Significant Ongoing This is an ongoing program, no updates to report at this time. No N2.10.1 Continue to require replacement of trees, including street trees lost to new development. Planning and Development Services and Department of Public Works Continuous Task Standard Ongoing current development review processes. Replacement trees are required to ensure ‘no net loss of canopy’. The method to determine the required number, size and type of tree replacements will be updated as part of the Tree and Landscape Technical Manual to be released in Yes, Staff Comments N2.10.2 As part of the update of the Tree and Landscape Technical Manual, consider expanding tree protections to include additional mature trees and provide criteria for making site-specific determinations of Planning and Development Services and Department of Public Works By 2022 Standard Partially Complete process of being finalized and will be submitted to the City Manager for review and approval in March 2026. Expanded protections for mature trees are now included in Title 8 of Palo Alto Municipal Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 44 Packet Pg. 244 of 711 Page 38 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N2.10.3 Consider revisions to the appeals process to increase transparency regarding tree removals and expanded opportunities for community members to appeal the removal Development Services and Department of After 2027 N/A Complete Title 8 of Palo Alto Municipal Code includes an appeals process that is now active. No N2.11.1 Develop a transparent and publicly accessible street tree removal and replacement schedule. Department of Public Works 2022-2027 Significant Pending time. Staff have begun case studies on several residential blocks to better determine timing and costs associated with replacing street trees reaching the end of their lifespan. Progress city wide will be limited if the program is undertaken No N2.11.2 Develop a program to replace unhealthy public trees over time. Department of Public Works 2022-2027 Significant Ongoing No N2.12.1 Explore ways to leverage the fact that Palo Alto’s urban forest alleviates climate change Department of Public Works 2022-2027 Significant Pending There are no substantial actions to report at this time. No N2.13.1 Work with local nonprofits to establish one or more tree planting programs that are consistent with the UFMP, and rely on locally native, resilient species. Review existing tree planting guidelines to ensure they achieve these objectives. Department of Public Works By 2022 Significant Partially Complete continues to be implemented by our non-profit partner organization. The city has also created a preferred and restricted species list that has been incorporated into the Canopy online tree tool to prioritize locally native and climate resilient No N2.13.2 Provide on-going education for City staff, residents, and developers regarding landscape, maintenance, and irrigation practices that protect the urban forest and wildlife species. Department of Public Works Continuous Task Standard Pending time. Efforts to provide education regarding landscape, maintenance, and irrigation practices that protect the urban forest and wildlife species is scheduled to begin in CY2026 as part of the Tree Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 45 Packet Pg. 245 of 711 Page 39 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N2.13.3 Involve tree owners in tree maintenance programs. Planning and Development Services and Department of Public Works Continuous Task Standard Ongoing notification requirements for maintenance of protected trees. As part of this process, tree owners are informed of basic tree care best practices and are provided with links to more detailed information. The yet to be published Tree and Landscape Technical Manual includes basic best practices information on tree and landscape installation and maintenance. The Tree and Landscape Technical Manual scheduled to be No N2.13.4 Cooperate with the Palo Alto Unified School District, Stanford University, Caltrain, Caltrans, Pacific Gas & Electric, and other public and private entities to ensure that their tree planting, tree removal, and maintenance practices are consistent with Department of Public Works Continuous Task Standard Pending time. Staff continues to work with Palo Alto Unified School District, Stanford University, Caltrain, Caltrans, Pacific Gas & Electric, and other public and private entities when warranted. Progress regarding this specific issue will begin in Yes, Staff Comments Goal N-3: Conservation of both natural and channelized creeks and riparian areas as open space amenities, natural habitat areas, and elements of community design. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 46 Packet Pg. 246 of 711 Page 40 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N3.3.1 Update the Stream Corridor Protection Ordinance to explore 150 feet as the desired stream setback along natural creeks in open space and rural areas west of Foothill Expressway. This 150-foot setback would prohibit the siting of buildings and other structures, impervious surfaces, outdoor activity areas and ornamental landscaped areas within 150 feet of the top of a creek bank. Allow passive or intermittent outdoor activities and pedestrian, equestrian and bicycle pathways along natural creeks where there are adequate setbacks to protect the natural riparian environment. Within the setback area, provide a border of native riparian vegetation at least 30 feet along the creek bank.The update to the Stream Protection Ordinance should establish:- Design recommendations for development or redevelopment of sites within the setback, consistent with basic creek habitat objectives and significant net improvements in the condition of the creek.-Conditions under which single-family property and existing development are exempt from the 150-foot setback-Appropriate setbacks and creek conservation measures for Planning and Development Services By 2022 Standard Ongoing In August 2025 staff was asked by PTC to return with a revised ordinance. Staff anticipate bringing back the revised ordinance for PTC recommendation in Spring 2026. Yes, Staff Comments N3.3.2 Examine the development regulations of the Stream Corridor Protection Ordinance, with stakeholder involvement to establish appropriate setback requirements that reflect the varying natural and channelized conditions along creeks east of Foothill Expressway. Ensure that opportunities to provide an enhanced riparian setback along urban creeks as properties are redeveloped Planning and Development Services By 2022 Standard Ongoing In August 2025 staff was asked by PTC to return with a revised ordinance. Staff anticipate bringing back the revised ordinance for PTC recommendation in Spring 2026. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 47 Packet Pg. 247 of 711 Page 41 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N3.3.3 For all creeks, update the Stream Corridor Protection Ordinance to minimize impacts on wildlife by: - Limiting the development of recreational trails to one side of natural riparian corridors. - Requiring careful design of lighting surrounding natural riparian corridors to maximize the distance between nighttime lighting and riparian corridors and direct lighting away from the riparian Planning and Development Services and Department of Public Works By 2022 Standard Ongoing In August 2025 staff was asked by PTC to return with a revised ordinance. Staff anticipate bringing back the revised ordinance for PTC recommendation in Spring 2026. Yes, Level of Effort and Staff Comments N3.4.1 Develop a community creek stewardship program to promote existing creek clean-up days, organize new events, and increase Department of Public Works 2022-2027 Significant Ongoing Continue to work with Grassroots Ecology who manage a creek stewardship and education program. No N3.6.1 Review and update the Grading Ordinance to ensure that it adequately protects creeks from the erosion and sedimentation impacts Department of Public Works 2022-2027 Significant Partially Complete Stormwater ordinance was adopted on September 29, 2025, but did not include the grading ordinance. Yes, Staff Comments N3.8.1 Work with the SCVWD to develop a maintenance, restoration and enhancement improvement program that preserves flood protection while preserving riparian habitat, and identifies specific stretches of corridor to be restored or daylighted, standards to be achieved, and sources of funding. Include provisions for tree and vegetation planting Department of Public Works 2022-2027 Significant Partially Complete Staff continues to coordinate for SCVWD at various locations throughout Palo Alto including the Tide gate and Flood Basin, San Francisquito Creek projects and maintenance, and winter preparedness. Yes, Staff Comments N3.8.2 Participate cooperatively in the JPA to achieve increased flood protection, habitat preservation, enhancement and improved recreational opportunities along San Department of Public Works Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No Goal N-4: Water resources and infrastructure that are managed to sustain plant and animal life, support urban activities, and protect public health and safety. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 48 Packet Pg. 248 of 711 Page 42 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.2.1 Educate customers on efficient water use (indoor and outdoor), tree care, and landscaping options. City of Palo Alto Utilities & Department of Public Works Continuous Task Standard Ongoing suite of water efficiency programs including landscape conversion rebates, indoor and outdoor survey kits, graywater laundry to landscape rebates, irrigation system rebates and rain barrel rebates. The City offers a variety of workshops on water efficiency and plant care throughout the No N4.5.1 Study the supply and quality of local groundwater aquifers to better understand their utility as natural water storage. City of Palo Alto Utilities & Department of Public Works By 2022 N/A Complete Water Strategic Plan in 2020 that included the characterization of hydrogeologic conditions in the region. The One Water plan was completed in late 2024 and reviewed by the UAC in January 2025. The Climate Action and Sustainability Committee received the report in September 2025. Groundwater as a supply resource was not found to meet the cost and reliability criteria developed Yes, All N4.5.2 Work with local public agencies to educate residents regarding the public health, fire, and overall quality of life risks associated with long-term drought. Alto Utilities, Department of Public Works & Office of Emergency Continuous Task Standard Ongoing The 2023 Local Hazard Mitigation Plan describes the risks from drought and this information is posted on the City's website. The City also partners with other agencies to provide webinar and educational opportunities about droughts. Yes, Staff Comments N4.6.1 Encourage residents to use rain barrels or other rainwater reuse systems. Department of Public Works By 2022 Standard Ongoing through the implementation of the Stormwater Rebate Program (in partnership with Valley Water), inter-departmental coordination with Utilities (workshops, outreach efforts). Staff No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 49 Packet Pg. 249 of 711 Page 43 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.7.1 Support and participate in the work of the SCVWD to prepare a high-quality groundwater management plan that will address groundwater supply and quality, including, as appropriate: -An understanding of subsurface hydrology, -Strategies to reduce depletion, -Opportunities to recharge groundwater, including through use of recycled water and extracted groundwater, -Methods to ensure that uncontaminated, toxin-free groundwater is used in a manner that benefits the community, for example in irrigation of parks, street cleaning, and dust suppression, -An approach to metering extracted Department of Public Works By 2022 Standard Ongoing City staff continues to work with Valley Water on the monitoring of groundwater and map the toxic plumes in our region. No N4.7.2 Support the SCVWD and the Regional Water Quality Control Board (RWQCB) to implement their mandate to protect groundwater from the adverse impacts of Department of Public Works By 2022 Standard Ongoing This is an ongoing program, with no updates to report at this time. No N4.7.3 Work with the SCVWD and RWQCB to identify and map key groundwater recharge and stormwater management areas for use in land use planning and permitting and the Department of Public Works Continuous Task Standard Ongoing Staff is implementing the City's Green Stormwater Infrastructure (GSI) Plan and is evaluating the best locations for GSI in the future and how to maintain the features to protect groundwater resources. No N4.8.1 Research and promote new construction techniques and recharge strategies developed to reduce subsurface and surface water impacts and comply with City Department of Public Works Continuous Task Standard Ongoing This on hold due to staff constraints. No N4.8.2 Explore appropriate ways to monitor all excavations and other projects to ensure that dewatering does not result in recharge Department of Public Works By 2022 Standard Ongoing This is an ongoing effort. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 50 Packet Pg. 250 of 711 Page 44 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.10.1 Monitor and implement practices for reducing water pollution. Examples include state-of-the-art best management practices (BMPs), land use planning approaches, and construction of modern stormwater Department of Public Works Continuous Task Substantial Ongoing Stormwater ordinance adopted late 2025. Stormwater Program in Environmental Services addresses implementation of requirements such as construction of green stormwater infrastructure and best management practices at businesses. Yes, Staff Comments N4.10.2 Continue public education programs on water quality issues, including BMPs for residents, businesses, contractors, and City employees. Department of Public Works Continuous Task Significant Ongoing both stormwater and wastewater pollution prevention. Staff also created new webpages that host these factsheets and make them readily available to industries, businesses, and residents. Yes, Level of Effort and Staff Comments N4.10.3 Implement swift and rigorous spill response, cleanup, and follow-up investigation procedures to reduce the impacts of toxic spills on the city’s creeks and San Francisco Bay. Department of Public Works Continuous Task Significant Ongoing manages a spill response investigation program and coordinates with Fire and Public Works Public Services to ensure appropriate cleanup and reporting. Investigations occur the same day work day or the next work day the spill is observed. Public Works staff are on call after-hours to clean Yes, Staff Comments N4.10.4 Increase monitoring and enforcement of existing prohibitions on materials and practices known to impact local water quality, such as use of copper, in the design and construction industries. Department of Public Works Continuous Task Significant Ongoing Stormwater Program in Environmental Services addresses implementation of requirements such best management practices at construction sites and existing businesses. Green stormwater infrastructure must be included in projects with 5,000 SF or more of impervious surface. Architectural copper was restricted for use in 2003. Staff conducts various types of inspections Yes, Staff Comments N4.11.1 Evaluate neighborhoods where parking controls may hinder street sweeping and Department of Public Works 2022-2027 Standard Pending Work has not commenced due to other pending items having higher priorities. No N4.12.1 Implement the City’s Integrated Pest Management Policy with periodic assessments of pesticide use and use of BMPs to reduce pesticide applications and Department of Public Works Continuous Task Standard Ongoing Continue to implement the City's Integrated Pest Management Policy No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 51 Packet Pg. 251 of 711 Page 45 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.12.2 Revise the City’s Tree and Landscape Technical Manual to include stronger requirements for least-toxic practices in the Department of Public Works By 2022 Standard Partially Complete is scheduled to be released in March 2026. Expanded guidelines for least-toxic practices in Yes, Staff Comments N4.12.3 Promote the value of toxin-free landscape management, and educate residents about the impacts of common fertilizers, herbicides, insecticides and pesticides on Department of Public Works Continuous Task Standard Ongoing This is an ongoing effort. Staff continues to educate residents and businesses regarding proper pest control. No N4.13.1 Promote the use of permeable paving materials or other design solutions that allow for natural percolation and site drainage through a Storm Water Rebate Program and other incentives. Department of Public Works By 2022 Standard Ongoing through the implementation of the Stormwater Rebate Program (in partnership with Valley Water), inter-departmental coordination with Utilities (workshops, outreach efforts). Staff No N4.13.2 Develop and implement a green stormwater infrastructure plan with the goal to treat and infiltrate stormwater. Department of Public Works By 2022 Substantial Ongoing Infrastructure Plan, including development of a City GSI Design Specifications Handbook and a Yes, Staff Comments N4.13.3 Mitigate flooding through improved surface permeability or paved areas, and stormwater capture and storage. Department of Public Works By 2022 Significant Ongoing Infrastructure (GSI) Plan. Began work on large GSI project to capture diverted flows from storm drain No N4.14.1 Establish a standardized process for evaluating the impacts of development on the storm drainage system, including point source discharge, base flow and peak flow. Department of Public Works By 2022 Standard Ongoing reviewed by Public Works staff to verify that the proposed runoff from project sites is equal to or less than the existing runoff. Any excess flow must No N4.14.2 Complete improvements to the storm drainage system consistent with the priorities outlined in the City's Storm Department of Public Works Continuous Task Substantial Ongoing implemented through the Capital Improvement Program using funding from the Stormwater No N4.15.1 Work with commercial and industrial dischargers to identify and implement pollution prevention measures and BMPs to eliminate or reduce the discharge of metals and other pollutants of concern. Department of Public Works Continuous Task Standard Ongoing both stormwater and wastewater pollution prevention. Staff also created new webpages that host these factsheets and make them readily available to industries, businesses, and residents. Yes, Level of Effort and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 52 Packet Pg. 252 of 711 Page 46 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.15.2 Encourage commercial dischargers to consistently go beyond minimum requirements of the Clean Bay Business Program. Department of Public Works Continuous Task N/A Complete material encouraging businesses to go beyond minimum requirements for pollution prevention will continue to be developed and distributed to continue this encouragement in the future under Yes, All N4.16.1 Implement approved recommendations based on the Long-Term Facilities Plan prepared for the RWQCP. Department of Public Works Continuous Task Substantial Ongoing Rehabilitation Project was completed. Construction continued for the Secondary Treatment Upgrades and 12 KV Loop Projects. Construction began for the Advanced Water Purification Facility. Designs were progressed for the Headworks Improvements and Long Range Yes, Staff Comments N4.16.2 Develop a plan to address ongoing operations of the RWQCP taking potential sea level rise and growth in surrounding communities into account. Department of Public Works 2022-2027 Substantial Ongoing complete and RWQCP is iteratively raising all electrical and other equipment to adapt to 100- year storm and future sea level rise. Sea level rise adaptation is included in the RWQCP Long Range Facility Plan Update. Staff will be partnering with Santa Clara County Office of Sustainability on a grant that will expand Palo Alto's vulnerability assessment and develop an adaptation plan. In addition, divisions within public works and Utilities are now working on incorporating sea level rise and shallow groundwater conditions into project Yes, Staff Comments N4.17.1 Evaluate the expansion of existing recycled water infrastructure to serve a larger area. Develop a plan to install “purple pipe” when streets are opened for other infrastructure work. City of Palo Alto Utilities 2022-2027 N/A Complete Water Strategic Plan in 2020. A plan to coordinate the installation of purple pipe when streets are open has not been developed and is not currently in the work plan. The One Water Plan was completed in 2024 and reviewed by the UAC in January 2025. The Climate Action and Sustainability Committee received the report in September 2025. Recycled water expansion was Yes, All N4.17.2 Evaluate the possibility of using recycled water as an emergency water supply. City of Palo Alto Utilities After 2027 N/A Complete Using recycled water as an emergency water supply is not under consideration. and Staff Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 53 Packet Pg. 253 of 711 Page 47 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N4.17.3 Investigate ways to reuse non-traditional water sources including recycled, gray, black and storm water. City of Palo Alto Utilities Continuous Task N/A Complete Water Strategic Plan in 2020. The One Water Plan was completed in 2024 and reviewed by the UAC in January 2025. The Climate Action and Sustainability Committee received the report in September 2025. The report identified several alternative water supplies that may be reconsidered in the future. No projects are Yes, All Goal N-5: Clean, healthful air for Palo Alto and the San Francisco Bay Area. N5.1.1 Provide City input on significant proposals for air quality legislation and state Development Continuous Task Standard Ongoing Planning Department works with the City lobbyist to identify issues and provides ideas. No N5.1.2 Implement BAAQMD recommended standards for the design of buildings near heavily travelled roads, in order to minimize Planning and Development Services By 2022 Standard Ongoing Bay Area Air Quality Management District (BAAQMD) standards are implemented through the CEQA process. No N5.1.3 Explore adopting new standards that target the reduction of very fine particulate matter (PM2.5), which is associated with increased Planning and Development Services By 2022 Standard Ongoing PM2.5 standards are implemented through the CEQA process. No N5.2.1 Promote understanding of the impacts of extended idling on air quality, for residents, Development 2022-2027 Standard Pending Work has not commenced. No N5.2.2 Consider adopting and enforcing penalties for drivers that idle for longer than 3-5 Office of Transportation 2022-2027 Standard Pending Work has not commenced. No N5.3.1 Cooperatively work with Santa Clara County and the BAAQMD to ensure that mining and industrial operations mitigate environmental Planning and Development Services Continuous Task Standard Ongoing Industrial operations are mitigated through the CEQA process. There are no mining resources within the City limits. No N5.3.2 Monitor particulate emissions at local California Air Resources Board monitoring stations and make the information easily Planning and Development Services Continuous Task Standard Ongoing (BAAQMD) provides monitoring information on their webpage - http://www.baaqmd.gov/about-No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 54 Packet Pg. 254 of 711 Page 48 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N5.3.3 Promote understanding of the health impacts of particulate emissions and provide information to residents and businesses about steps they can take to reduce particulate emissions, such as reducing or eliminating wood burning or using low emission alternatives to wood-burning Planning and Development Services Continuous Task Standard Ongoing Current Planning staff continues to implement CEQA but does not conduct additional outreach or education around this topic. No N5.3.4 Explore feasible and cost-effective opportunities to reduce concrete and asphalt use by the City, in parks and other Department of Public Works Continuous Task Standard Ongoing There are no substantial actions to report at this time. No Goal N-6: An environment that minimizes the adverse impacts of noise. N6.3.1 Continue working to reduce noise impacts created by events and activities taking place Development Continuous Task Standard Ongoing Staff implements the City's noise ordinance. No N6.3.2 Evaluate the feasibility of adopting noise criteria in the purchase of new City vehicles and equipment. Department of Public Works 2022-2027 Standard Pending to purchasing electric vehicles, which greatly reduces the noise level of vehicles compared to Yes, Staff Comments N6.3.3 Update the Noise Ordinance, as needed, to provide for clear interpretation of the regulations, to review the effectiveness of existing standards, and to ensure that Planning and Development Services By 2022 N/A Complete Residential portion has been updated to encourage electrification. Yes, All N6.7.1 Update noise impact review procedures in the Noise Ordinance and the Zoning Code to address appropriate requirements for analysis and thresholds for impacts on residential land uses and publicly-owned Planning and Development Services By 2022 N/A Complete Residential portion has been updated to encourage electrification. Yes, All N6.10.1 Evaluate changes to the Noise Ordinance to further reduce the impacts of noise from leaf blowers and residential power equipment. Planning and Development Services 2022-2027 N/A Complete initial goal to enhance the gas leaf blower program by adopting the ordinance in June of 2023. Moving forward, the code enforcement has and will continue to proactive patrol neighborhoods, respond to complaints and utilize established tools to accomplish the goal of bringing forth compliance with banning the use of gas leaf Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 55 Packet Pg. 255 of 711 Page 49 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N6.11.1 For larger development projects that demand intensive construction periods and/or use equipment that could create vibration impacts, such as the Stanford University Medical Center or major grade separation projects, require a vibration impact analysis, as well as formal, ongoing monitoring and reporting of noise levels throughout the entire construction process pertinent to industry standards. The monitoring plan should identify hours of operation and could include information on the monitoring locations, durations and regularity, the instrumentation to be used and appropriate noise control measures to Planning and Development Services Continuous Task Standard Ongoing Construction noise and vibration are reviewed as part of the CEQA process. Mitigation measures, including limited hours of operation, are used to reduce noise and vibration impacts. No N6.12.1 Continue working to reduce noise associated with operations of the Palo Alto Airport. Also, ensure compliance with the land use compatibility standards for community noise environments, shown in Table N- 1, by prohibiting incompatible land use development within the 60 dBA CNEL noise Department of Public Works Continuous Task Substantial Ongoing Airport staff have begun using 1200.Aero to track compliance with the Airport's voluntary noise abatement procedures. Staff reach out to pilots that deviate from those procedures which has added a significant workload. Yes, Level of Effort and Staff Comments N6.12.2 Participate in appropriate public forums and engage with other governmental agencies and representatives to ensure that activities at airports in the region do not negatively Department of Public Works Continuous Task Substantial Ongoing Airport staff continue to review current flight procedures at the Palo Alto Airport. However, the airport has limited staffing to review regional flight patterns not related to the Palo Alto Airport. No N6.13.1 Encourage the Peninsula Corridors Joint Powers Board to pursue technologies and grade separations that would reduce or eliminate the need for train horns/whistles in communities served by rail service. Office of Transportation Continuous Task Standard Ongoing the project has transitioned to Public Works for construction. The City Council awarded the construction contract in early June 2025, and the project is now underway. Once construction is complete, staff will coordinate with the railroad Yes, Status and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 56 Packet Pg. 256 of 711 Page 50 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N6.13.2 Evaluate changing at-grade rail crossings so that they qualify as Quiet Zones based on Federal Railroad Administration (FRA) rules and guidelines in order to mitigate the effects of train horn noise without adversely affecting safety at railroad crossings. Office of Transportation By 2022 Substantial Ongoing Charleston Road crossings, the Rail Committee has reviewed the alternatives and provided recommendations to the City Council. Staff will bring these items forward for Council review and seek funding to establish a Capital Improvement Project for implementation of the required Yes, Status and Staff Comments N6.13.3 Participate in future environmental review of the California High-Speed Rail (HSR) Project, planned to utilize existing Caltrain track through Palo Alto, to ensure that it adheres to noise and vibration mitigation Office of Transportation & Planning Department By 2022 N/A Complete N/A Yes, Staff Comments Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources. N7.1.1 Meet customer electricity needs with least total cost resources after careful assessment of environmental cost and benefits. City of Palo Alto Utilities Continuous Task Standard Ongoing during CY 2024 has yielded approximately $3.4M in net revenue to be used to fund local Yes, Staff Comments N7.2.1 Promote the adoption of cost-effective, renewable energy technologies from diverse renewable fuel sources by all customers. Alto Utilities and Department of By 2022 Standard Ongoing Implementation of the REC Exchange Program during CY 2024 has yielded approximately $3.4M in net revenue to be used to fund local decarbonization programs. Yes, Staff Comments N7.2.2 Assess the feasibility of using life cycle analysis and total cost of ownership analysis for public and private projects, funded by the project proponent, in order to minimize the consumption of energy, the production of greenhouse gases, including GHG emissions of construction materials and demolition and costs over the life of the City of Palo Alto Utilities By 2022 Standard Ongoing Staff continue to work with customers to evaluate efficiency and building electrification projects and take into consideration upfront equipment costs as well as bill impact and GHG emissions over the life of equipment. Yes, Staff Comments N7.4.1 Continue timely incorporation of State and federal energy efficiency standards and policies in relevant City codes, regulations and procedures, and higher local efficiency standards that are cost-effective. Planning and Development Services Continuous Task significant Ongoing code local amendments in Fall 2025 and is expected to adopt additional energy code amendments in the first half of 2026 once the requisite cost studies have been prepared by the Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 57 Packet Pg. 257 of 711 Page 51 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N7.4.2 Implement cost effective energy efficiency programs for all customers, including low income customers. City of Palo Alto Utilities Continuous Task Standard Ongoing contract (C23186588) with CLEAResult to provide general home efficiency phone advisory service; the contract will expire on December 5, 2026. Separately, Utilities has a 3-year contract (C23181953A) with Synergy Companies on to provide direct installation services for energy and water efficiency measures for low-income residents in single family homes and multifamily (MF) customers through October 3, 2025. Under this contract, Synergy also provides direct installation of heat pump water heaters in single family residences as part of the City's Advanced Heat Pump Water Heater Pilot. For non-residential customers, Utilities offers the Business Energy Advisor program to support small to medium businesses with cost effective energy efficiency retrofits and also efficiency and electrification rebates to all nonresidential customers. Utilities issued an RFP in Q3 2025 seeking vendor proposals for business efficiency programs; staff plans to select vendors and have contract(s) in place by Yes, Staff Comments N7.4.3 Incorporate cost-effective energy conservation measures into construction, maintenance, and City operation and Department of Public Works Continuous Task Standard Ongoing No change at this time. Yes, Staff Comments N7.4.4 Implement gas and electric rate structures that encourage efficient use of resources while meeting State law requirements that rates be based on the cost of service. City of Palo Alto Utilities 2022-2027 Standard Ongoing introduced for residential customers. These rates will encourage customers to use electricity during periods of the day that are both lower cost and have lower GHG emissions related to electricity Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 58 Packet Pg. 258 of 711 Page 52 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N7.4.5 Continue to provide public education programs addressing energy conservation and efficiency. City of Palo Alto Utilities Continuous Task Standard Ongoing provide efficiency and electrification consultation to residential customers over the phone at no cost to Palo Alto residents. Utilities Department continues to offer workshops throughout the year on topics ranging from indoor and outdoor water conservation tips, EVs, rooftop PV systems, energy storage systems, and home electrification technologies. Utilities staff also partner with 350 Silicon Valley to table at local community events to promote home electrification programs and Yes, Staff Comments N7.5.1 Monitor professional and medically-sound research and studies on light-emitting City of Palo Alto Utilities 2022-2027 N/A Complete Complete No N7.6.1 Explore changes to building and zoning codes to incorporate solar energy, energy storage and other energy efficiency measures into major development projects, including City-owned projects. Planning and Development Services By 2022 Significant Ongoing code local amendments in Fall 2025 and is expected to adopt additional energy code amendments in the first half of 2026 once the requisite cost studies have been prepared by the Yes, Staff Comments N7.6.2 Promote use of the top floors of new and existing structured automobile garages for installation of photovoltaic panels and green Planning and Development Services By 2022 Standard Ongoing Coordinated Area Plan (NVCAP), which was adopted in August 2024, includes policies Yes, Staff Comments N7.6.3 Promote solar energy in individual private projects. City of Palo Alto Utilities, Planning and Development Services Continuous Task Standard Ongoing encourage and provide support to customers interested in adding solar power to their projects, including a virtual green building assistance help desk (https://www.greencarpetservice.com/copa/). Additionally, the City's green building and energy reach codes are regularly updated to promote sustainability features in projects of all types and Yes, Level of Effort and Staff Comments N7.7.1 Evaluate the potential for a cost-effective plan for transitioning to a completely carbon-neutral natural gas supply. City of Palo Alto Utilities By 2022 Standard Ongoing product availability and pricing (e.g., purchasing Renewable Natural Gas supplies). The Carbon Neutral Gas Plan using carbon offsets was Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 59 Packet Pg. 259 of 711 Page 53 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N7.7.2 Explore the transition of existing buildings from gas to electric or solar water and space heating. City of Palo Alto Utilities By 2022 Standard Ongoing Program, launched in August 2022, provides technical assistance to support commercial customers with building electrification projects. As of September 2025, the program has completed 105 electrification assessments and six electrification projects, resulting in 22 MT of CO2 savings. There are currently eight electrification projects in the pipeline, of which six are heat pump HVAC projects. Interest in the heat pump HVAC measure continues to grow, supported by the limited time enhanced incentive offered through the Business Customer Rebate Program For residential customers, Utilities launched a full- service heat pump water heater (FS) program in March 2023 that provides end-to-end service to replace a gas water heater with a heat pump water heater (HPWH) through a City installer. In September 2024, Utilities launched a water heater emergency replacement (ER) program that offers to replace a gas water heater with a HPWH within 48 hours. Between March 2023 and September 2025, 652 HPWHs have been installed through the FS program, the ER program, and the HPWH rebate program. In September 2024, Utilities launched an Emergency Water Heater Replacement program with the dual goal of restoring hot water to the customer within 48 hours and replacing the gas water heater with a HPWH. In January 2025, Utilities launched the Electrification Expert service that offers free online home electrification assessments and phone consultations to Palo Alto residents; concurrently, new home electrification rebates were launched. Staff is currently planning to launch a turnkey Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 60 Packet Pg. 260 of 711 Page 54 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N7.8.1 Evaluate energy efficient approaches for the treatment and reuse of organic waste that maximize resource recovery and reduce greenhouse gas generation at the RWQCP located in Palo Alto and the Palo Alto Landfill. Department of Public Works 2022-2027 Standard Ongoing create Class A biosolids products and send a portion of the organics through an anaerobic digester to convert organics into a resource. Started the Biosolids Facility Plan Update that will re-evaluate treatment of biosolids generated at Yes, Staff Comments Goal N-8: Actively support regional efforts to reduce our contribution to climate change while adapting to the effects of climate change on land uses and city services. N8.1.1 Participate in cooperative planning with regional and local public agencies, including on the Sustainable Communities Strategy, on issues related to climate change, such as greenhouse gas reduction, water supply reliability, sea level rise, fire protection services, emergency medical services, and Office of Sustainability and Office of Emergency Services Continuous Task Standard Ongoing Office of Sustainability, Public Works, and Office of Emergency Services participated in regional working groups, including Santa Clara County. This aligns with the Sustainability and Climate Action Plan (S/CAP) goals and key actions as well as the 2023 - 2025 S/CAP Work Plan. No N8.1.2 Pursue or exceed State goals of achieving zero net carbon for residential buildings by 2020 and commercial buildings by 2030, without compromising the urban forest. Office of Sustainability, City of Palo Alto Utilities Department and Planning and Development Services Department By 2022 Standard Ongoing two emergency ordinances to the California Building Standards Code in response to state law. The first amendment addresses definitions and certificate of occupancy requirements, while the second introduces new energy reach codes for single-family homes, focusing on air conditioning unit replacement and FlexPath requirements for major remodels. As required by state law, the ordinances were sent to the California Energy Commission for review and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 61 Packet Pg. 261 of 711 Page 55 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N8.2.1 Periodically update the S/CAP consistent with the update schedule in the approved S/CAP; this update shall include an updated greenhouse gas inventory and updated short, medium, and long-term emissions reduction goals. Office of Sustainability 2022-2027 Standard Partially Complete Action Plan was adopted, the Comprehensive Plan Environmental Impact Report Addendum: Update to the Sustainability and Climate Action Plan was certified, and Council accepted the 2023-2025 S/CAP Workplan. Staff completed a 2024 Greenhouse Gas Inventory, which will be brought to City Council in December 2025. There are no plans to update the S/CAP in 2025, as it was just adopted two years ago, however, staff is currently developing a 2026-2027 S/CAP Workplan, which will be brought to City Council for Approval in Yes, Staff Comments N8.3.1 Protect the Municipal Services Center, Utility Control Center, and RWQCP from the impacts of sea level rise. Department of Public Works 2022-2027 Substantial Ongoing complete and RWQCP is iteratively raising all electrical and other equipment to adapt to 100- year storm and future sea level rise. Staff will be partnering with Santa Clara County Office of Sustainability on a grant that will expand Palo Alto's vulnerability assessment and develop an adaptation plan. In addition, divisions within public works and Utilities are now working on incorporating sea level rise and shallow Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 62 Packet Pg. 262 of 711 Page 56 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 N8.4.1 Prepare response strategies that address sea level rise, increased flooding, landslides, soil erosion, storm events and other events related to climate change. Include strategies to respond to the impacts of sea level rise on Palo Alto’s levee system. Office of Sustainability By 2022 Substantial Pending adaptation efforts for several years. Accomplishments to date include a completed Sea Level Rise Vulnerability Assessment, online mapping tools that help City engineers and urban foresters plan for future sea level rise conditions, ongoing adaptations and the inclusion of sea level rise in Long Range Facility Plan update for the Regional Water Quality Control Plant, and the 2019 San Francisquito Creek Downstream Project which helps from three feet of sea level rise and a 100-year storm. In 2023, SB272 (Laird): Sea Level Rise: Planning and Adaptation became law and requires that all local governments along the San Francisco Bay shoreline develop a sea level rise adaptation plan by 2034. The San Francisco Bay Conservation and Development Commission (BCDC) administers and approves plan development. Plans can be developed locally, or in partnership with other local agencies as part of a Subregional Shoreline Adaptation Plan. On September 30, 2025, the Santa Clara County Office of Sustainability was awarded a $2.6 million Ocean Protection Council grant to develop a multi-jurisdictional sea level rise vulnerability assessment and adaptation plan for project partners which include Palo Alto and other Santa Clara County cities and public agencies. The project will submit a subregional vulnerability assessment to BCDC in summer 2027 and a Yes, Staff Comments SAFETY ELEMENT Goal S-1: A safe community that is aware of risks and prepared for emergencies. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 63 Packet Pg. 263 of 711 Page 57 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.1.1 Expand public education programs that help and encourage each household in the City to be prepared to be self-sufficient, with enough stored water and food to support the entire household for at least one week after a major earthquake, flood, terrorism event, COVID-19 pandemic or other major disaster. Office of Emergency Services By 2022 Standard Ongoing provide community updates periodically across a number of mediums including City Manager comments, Uplift Local, Palo Alto Medium blog, Utility Inserts, and social media posts. The OES Preparedness webpage also provides this information. We attempt to expand our public education to all groups in the Palo Alto No S1.1.2 Continue to implement and fund the Emergency Services Volunteer program. Office of Emergency Services By 2022 Standard Ongoing manage the ESV program, there are currently over 700 registered volunteers. OES apportions funds annually to support this program including an annual community event, monthly training sessions, quarterly leader meetings, and several No S1.1.3 Conduct emergency hazard drills with key stakeholder organizations across the community to improve preparedness for known threats and hazards. Office of Emergency Services Continuous Task Significant Ongoing (OES) conducts emergency drills with key stakeholders that include seminars, communications tests, table-top exercises, No S1.1.4 Support an annual community public safety fair to educate and engage the public on preparedness and offer the opportunity to buy emergency disaster supplies for home Office of Emergency Services Continuous Task Significant Ongoing reporting period, instead OES participated in several citywide events to promote preparedness including the May Fete, MSC Open House, PAPD No S1.1.5 Encourage local businesses and other organizations to have disaster preparedness, communication, mitigation and recovery Office of Emergency Services Continuous Task Standard Ongoing in preparedness planning. The OES website includes preparedness-related information for No S1.2.1 Develop accessible, attractive marketing materials to promote involvement in Emergency Continuous Task N/A Complete Complete No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 64 Packet Pg. 264 of 711 Page 58 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.3.1 Explore the use of urban design principles to increase safety and prevent crime in Palo Alto. Planning and Development Services & Office of Emergency Services Continuous Task Standard Ongoing expertise and serves as a resource for Crime Prevention through Environmental Design (CPTED) https://www.ncpc.org/resources/home- neighborhood-safety/crime-prevention-through- environmental-design-training-program/ and other safety and security best practices, in particular, for Critical Infrastructure and Key Resources (CIKR). OES is assisting City of Palo Alto Utilities (CPAU) with site protection and resilience matters. OES is assisting Department of Public Works and Police No S1.3.2 Support programs such as the Department of Housing and Urban Development’s Good Neighbor Next Door, which incentivizes home purchase for first responders with Planning and Development Services Continuous Task Standard Pending Staff is not aware of any progress on this program's implementation as of 2025. Yes, Staff Comments S1.4.1 Make data available to maintain an accurate, up to date, and complete real-time local crime mapping function to promote Police Department Continuous Task Standard Ongoing Webpage active. No S1.5.1 Promote neighborhood security by providing crime prevention information and training to residents, and continuing to fund resident involvement in neighborhood safety programs such as “Know Your Neighbor” grants and Block Preparedness Police Department and Office of Emergency Services Continuous Task Standard Ongoing OES provides BPC certification courses as part of our ESV program 3 times a year in which we encourage Neighborhood Watch activities. OES also encourages the use of "Know Your Neighbor" grants by ESV members for block level parties. No S1.5.2 Collaborate with the Palo Alto Unified School District (PAUSD), other school districts in the city, private schools, businesses, non-profits, and local faith-based organizations provide Police Department Continuous Task Standard Ongoing No change No S1.5.3 Encourage the PAUSD to develop secure school facilities and collaborate with Emergency Services Volunteers on disaster preparedness activities; emergency disaster planning, exercises and drills; and disaster Office of Emergency Services Continuous Task Standard Ongoing OES and PAPD maintain contact with PAUSD and are available to provide support when requested by PAUSD. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 65 Packet Pg. 265 of 711 Page 59 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.5.4 Continue to support and encourage participation in Police Department programs to introduce youth to the importance and Police Department Continuous Task Substantial Ongoing No plan for program at this time Yes, Status S1.6.1 Enhance public safety department training for evolving challenges, such as small- to large-scale human threats, interacting with individuals with mental illness, and non- Police Department Continuous Task Substantial Ongoing Staff is working with Santa Clara County Behavioral Health Services (SCCO Behavioral Health) to hire a clinician. One PERT officer working solo. No S1.6.2 Support the PAPD in implementing and maintaining approved technologies for data gathering, surveillance, and recording interactions with the public. Incorporate best practices in use policies with special consideration in ensuring the programs protect the public’s privacy rights and civil liberties, in accordance with current legislation. Ensure transparency by communicating new equipment implementation, usage, privacy Police Department Continuous Task Standard Ongoing AB 481 report given to Council annually. No S1.6.3 Communicate transparently with the community regarding adoption of new PAPD equipment and/or tactics while balancing Police Department Continuous Task Standard Ongoing AB 481 report given to Council annually. No S1.7.1 Regularly monitor and review the level of public safety staffing and satellite police station locations required for efficient local Police Department Continuous Task Standard Ongoing No change No S1.7.2 Design the new Public Safety building to meet essential service standards, the needs of the public safety departments and be Department of Public Works By 2022 Substantial Ongoing in August 2025; first phase of move-in occurred in September 2025 with remaining phased move-in Yes, Staff Comments S1.7.3 Provide community notifications in the event of emergency using the best available methods and explore new technologies for emergency public information and warnings. Office of Emergency Services Continuous Task Significant Ongoing software system, that provides AlertSCC mass notification functionality. OES also can provide notifications via Next door, and in working with City communications managers - proliferate such No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 66 Packet Pg. 266 of 711 Page 60 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan. Emergency By 2022 N/A Complete Complete No S1.9.1 Develop an Infrastructure Master Plan that projects the future needs of streets, underground utilities, and all City assets and plans for the incorporation of new technology that improves efficiency and Department of Public Works By 2022 Substantial Partially Complete No staff comments were received related to this program's implementation in 2025. Level of Effort and Completion status assumed to be the same as last year. Yes, Staff Comments S1.10.1 Regularly update and make publicly available the City of Palo Alto Emergency Operations Plan (EOP). Office of Emergency Services Continuous Task Significant Ongoing Council adoption on 3 November 2025. This update incorporates new legislative measures, emergency management, best practices, and whole community involvement. The updated plan will be posted on the City of Palo Alto website Yes, Staff Comments S1.10.2 Participate in local and regional planning efforts to mitigate, prepare for, respond to, and recover from emergencies. Office of Emergency Services Continuous Task Significant Ongoing efforts including the Urban Area Security Initiative (UASI), the Mutual Aid Regional Advisory Committee (MARAC), and Santa Clara County Operational Area Signatories Committee, and the Santa Clara County Emergency Managers Association - among others. OES continues to lead the San Francisquito Creek Multi-Agency Coordination (SFC MAC) group as well as the Silicon Valley Homeland Security Coordination Yes, Level of Effort S1.10.3 Implement the mitigation strategies and guidelines provided by the LHMP, including those that address evolving hazards resulting from climate change. Office of Emergency Services Continuous Task Standard Ongoing the status of Local Hazard Mitigation Plan (LHMP) projects. The City updated the LHMP in 2023, with Council adoption occurring in October 2024, as part of the Santa Clara County multi-jurisdictional No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 67 Packet Pg. 267 of 711 Page 61 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.12.1 Encourage multiagency coordination in case of incidents that cross disciplinary or jurisdictional boundaries or coordination that involves complex incident management scenarios. Office of Emergency Services Continuous Task Standard Ongoing coordination by integrating agencies into response efforts through mutual aid systems. This is done in keeping with the National Incident Management System (NIMS) and the State of California Standardized Emergency Management System (SEMS). This is done for both internal city departments, as well as for multi-jurisdictional No S1.12.2 Explore the establishment of mutually- beneficial cooperative agreements between Palo Alto’s police and fire departments and Department & Fire 2022-2027 Standard Ongoing No update to report at this time. No S1.13.1 Identify solutions to add an additional power line to Palo Alto to ensure redundancy. City of Palo Alto Utilities By 2022 Significant Ongoing CAISO approved CPA's submittal and request for a 2nd transmission line. Effort and Staff S1.13.2 Explore incentives to adopt emerging, residential off- grid capabilities and technologies, including back-up power sources vital in the event of natural disasters or other threats. City of Palo Alto Utilities 2022-2027 N/A Complete based back-up system for homes would be economical depending on how much value the resident places have on higher level of resiliency. The analysis finding suggests that investing rate- payer funds via incentives for such projects at individual homes would not be economical from a community perspective. The recommendation is to continue facilitating customer adoption of such technologies. Evaluation completed in 2025; evaluation findings and recommendation was approved by the Utilities Advisory Commission in December 2025 and is expected to be approved by the Yes, All S1.13.3 Continue citywide efforts to underground utility wires to limit injury, loss of life, and damage to property in the event of human- City of Palo Alto Utilities Continuous Task Significant Ongoing Current focus is on the Grid Modernization project with a focus on the overhead system. The focus on the underground system will begin FY28. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 68 Packet Pg. 268 of 711 Page 62 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S1.13.4 Enhance the safety of City-owned natural gas pipeline operations. Work with customers, public safety officials, and industry leaders to ensure the safe delivery of natural gas throughout the service area. Provide safety information to all residents on City-owned natural gas distribution City of Palo Alto Utilities Continuous Task Significant Ongoing Ongoing effort. Yes, Staff Comments S1.13.5 Provide off-grid and/or backup power sources for critical City facilities to ensure uninterrupted power during emergencies and disasters. City of Palo Alto Utilities and Department of Public Works Continuous Task Standard Partially Complete the merits of a 7MW/28MWh central Solar+battery microgrid at the airport to serve the critical loads at the adjacent WQCP. The analysis found the capital cost of such a system to be large and that the incremental resiliency such a system could provide (over and above the diesel back-up generation WQCP already operates) may not justify investing in such an expensive system Ongoing: if off-grid opportunities arise in other city Yes, Status and Staff Comments Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake, landslide, flooding, and fire. S2.5.1 Periodically review and update the City’s Seismic Hazard Ordinance. Planning and Development Services Continuous Task Significant Partially Complete Community Advisory Group has been formed and met twice in 2025. Project updates were shared with Policy and Services Committee in December 2025. A draft ordinance will be prepared and reviewed by Policy and Services and Council in Yes, Status and Staff Comments S2.5.2 Continue to provide incentives for seismic retrofits of structures throughout the city, particularly those building types that would affect the most people in the event of an earthquake. Planning and Development Services By 2022 Significant Ongoing remain in place; consultant is evaluating additional incentive options as part of current scope and will present these to the community advisory group, Policy and Services Committee and, as Yes, Staff Comments S2.6.1 Encourage efforts by individual neighborhood or block- level groups to pool resources for seismic retrofits. Planning and Development Services 2022-2027 Standard Partially Complete update for the City will work with community stakeholders to identify, share and encourage any Yes, All Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 69 Packet Pg. 269 of 711 Page 63 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S2.6.2 Continue to use a seismic bonus and a TDR Ordinance for seismic retrofits for eligible structures in the Commercial Downtown Planning and Development Services Continuous Task Standard Ongoing Staff continues to implement these programs/offerings to encourage seismic retrofits. Effort and Staff S2.6.3 Evaluate the TDR Ordinance so that transferred development rights may be used for residential development on the receiver Planning and Development Services Continuous Task Standard Pending Copy over the Downtown Housing related response Yes, Staff Comments S2.6.4 Study the possibility of revising the transfer of development rights program to Development 2022-2027 Standard Partially Complete update for the City will consider this as one of and Staff S2.6.5 Explore the use of Community Development Block Grants, Palo Alto Housing Funds and other sources of funding to support owners of lower income and senior housing to Planning and Development Services By 2022 Standard Ongoing This is an ongoing program, no updates to report at this time. No S2.7.1 As part of the construction permitting process for proposed new and redeveloped buildings in areas of identified hazard shown on MapS-2, structures that would affect the most people in a seismic event require submittal to the City of a geotechnical/seismic report that identifies specific risks and appropriate mitigation Planning and Development Services By 2022 Significant Ongoing This effort is linked to Program S2.5.1. See update on S2.5.1. Additionally, staff continues to require seismic reports for properties in the subject areas as noted on the building submittal checklist. Yes, Staff Comments S2.7.2 Review and update, as appropriate, City code requirements for excavation, grading, filling and construction to ensure that they conform to currently accepted and adopted Department of Public Works 2022-2027 Standard Ongoing The code requirements are currently up to date. Staff will continue to monitor accepted and adopted standards and update code as needed. No S2.7.3 Utilize the results of Palo Alto’s Seismic Hazards Identification Program and inventory of potentially seismically vulnerable building types to establish priorities and consider incentives to Planning and Development Services and Building Services By 2022 Significant Partially Complete Consultant began work on this effort in May 2025 and completed an inventory update in December 2025. Yes, Status and Staff Comments S2.8.1 Implement flood mitigation requirements of FEMA in Special Flood Hazard Areas as illustrated on the Flood Insurance Rate Department of Public Works Continuous Task Substantial Ongoing All private and public development projects within the Special Flood Hazard Areas are reviewed for compliance with FEMA regulations. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 70 Packet Pg. 270 of 711 Page 64 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S2.8.2 Continue participating in FEMA’s Community Rating System to reduce flood insurance for local residents and businesses and strive to improve Palo Alto’s rating in order to lower Department of Public Works Continuous Task Standard Ongoing City of Palo Alto continues to participate in the Community Rating System and to evaluate opportunities to improve the rating. No S2.8.3 Collaborate with the San Francisquito Creek Joint Powers Authority and the Santa Clara Valley Water District on environmentally sensitive efforts to stabilize, restore, maintain and provide one percent (100-year) flood protection adjacent to San Department of Public Works Continuous Task Substantial Ongoing The Highway 101 to Bay project was completed in 2018. Newell Road Bridge construction contract was approved by Council in June 2025. The other elements of the Upstream of Highway 101 project are currently in the Design Development and Entitlements process. Yes, Staff Comments S2.8.4 Work with East Palo Alto, Santa Clara Valley Water District and San Francisquito Creek Joint Powers Authority on efforts to increase the flows within the San Francisquito Creek possible solutions include replacing the City- owned Newell Road Bridge and Francisquito Creek. District-owned Pope Chaucer Street Bridge. Department of Public Works By 2022 Substantial Ongoing the project in April 2025 and awarded a construction contract is June 2025. Staff continues to work with the San Francisquito Creek Joint Powers Board (SFCJPA) member agencies to coordinate other Reach 2 projects with the Newell Road Bridge replacement project. The remaining Reach 2 projects (top of bank, creek-widening, Pope-Chaucer Bridge Replacement) are on hold pending creek model redesign based on recent Yes, Staff Comments S2.10.1 Keep basement restrictions up to date with changing flood hazard zones. Department of Public Works By 2022 Standard Ongoing Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 71 Packet Pg. 271 of 711 Page 65 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S2.11.1 Review development standards applicable in areas susceptible to flooding from sea level rise, including east of Highway 101, West Bayshore and East Meadow Circle, the area east of San Antonio Road and north of East Charleston, and implement shoreline development regulations to ensure that new development is protected from potential impacts of flooding resulting from sea level rise and significant storm events. Regulations should be consistent with the Baylands Master Plan, as amended, and may include new shoreline setback requirements, limits on lot line adjustments to avoid the creation of vulnerable shoreline lots, and/or triggers for relocation or removal of existing structures based on changing site conditions Department of Public Works By 2022 Significant Ongoing This is still an ongoing effort. Development standards have not been implemented for flooding due to sea level rise No S2.11.2 Study appropriate restrictions on underground construction in areas outside of flood zones, as shown on Map S-5, to accommodate expected higher groundwater levels due to sea level rise and minimize consequent flooding of underground Department of Public Works By 2022 Standard Pending Appropriate standards and restrictions have not been implemented. No S2.12.1 Work cooperatively with the Santa Clara Valley Water District and the San Francisquito Creek Joint Powers Authority to provide flood protection from high tide events on San Francisco Bay, taking into account the impacts of future sea level rise, to provide one percent (100-year) flood protection from tidal flooding, while being sensitive to preserving and protecting the Department of Public Works Continuous Task Substantial Ongoing The City of Palo Alto continues to work with the project team to plan for projects such as tide gate replacement and levee improvements in anticipation of future sea level rise. Began coordination of the construction of the Tide Gate Replacement Project with Valley Water. Yes, Staff Comments S2.12.2 Work with regional, State, and federal agencies to develop additional strategies to adapt to flood hazards to existing or new development and infrastructure, including Department of Public Works Continuous Task Standard Ongoing Construction started of the Horizontal Levee Pilot Project. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 72 Packet Pg. 272 of 711 Page 66 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S2.13.1 Regularly review and update the Fire Department’s operations, training facilities and programs to ensure consistency with current standards and Best Management Fire Department Continuous Task Standard Ongoing Study extended to next fiscal year due to focus on PSB and Fire Station 4 rebuild. Yes, Staff Comments S2.13.2 Explore technological tools, such as cameras or remote sensors, to identify smoke or fires Fire Department By 2022 Standard Ongoing This is an ongoing pilot program that will require maintenance and monitoring. Yes, All S2.14.1 Regularly review and fund updates to the Palo Alto Foothills Fire Management Plan to ensure consistency with current standards Fire Department 2022-2027 Standard Ongoing Updated FFMP is complete. Effort and Staff S2.14.2 Implement the Foothills Fire Management Plan to balance conservation of natural resources with reduction of fire hazards Fire Department Continuous Task Substantial Ongoing New 5 year contract with Santa Clara County Fire Safe Council (SCCFSC) for fuel mitigation management and public education. Yes, Staff Comments S2.14.3 Minimize fire hazards by maintaining low density zoning in wildland fire hazard areas. Development Services Continuous Task Standard Ongoing This is an ongoing effort. No S2.14.4 Work collaboratively with other jurisdictions and agencies to reduce wildfire hazards in and around Palo Alto, with an emphasis on effective vegetation management and Fire Department Continuous Task Standard Ongoing This is an ongoing pilot program that will require maintenance and monitoring. Yes, Level of Effort and Staff Comments S2.14.5 Consider implementation of CAL FIRE recommended programs in educating and involving the local community to diminish potential loss caused by wildfire and identify Fire Department By 2022 Significant Ongoing New Contract with SCCFSC, annual public education, roadside clearance work, and annual WUI inspection program. Yes, Staff Comments S2.15.1 Evaluate measures for optimal service delivery to improve efficiency; develop automatic or mutual aid agreements with other jurisdictions, including Stanford, to Fire Department 2022-2027 Significant Ongoing Made enhancements to our response model to include engine 64 and medic 64 to cross staff. Yes, Staff Comments S2.15.2 Upgrade fire stations so that all remain fully functional following earthquakes. Fire Department Continuous Task Significant Ongoing Fire Station 4 rebuild project is underway Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 73 Packet Pg. 273 of 711 Page 67 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S2.15.3 Periodically update the Fire Department Standards of Cover document. Fire Department 2022-2027 Significant Ongoing budget to support. Strategic Plan has been published and Standard of coverage is part of our Yes, Staff Comments S2.16.1 Provide public education on fire safety, including wildland and structural fire prevention, evacuation routes and guidelines for clearance of landscaping and Fire Department Continuous Task Standard Ongoing Town hall meeting, Fire Prevention Week Open house, Fire Safety Poster Contest Yes, Staff Comments Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials. S3.1.1 Continue City permitting procedures for commercial and industrial storage, use, and handling of hazardous materials and regulate the commercial use of hazardous materials that may present a risk of off-site Fire Department Continuous Task Significant Ongoing This is an ongoing program. No S3.1.2 Minimize the risks of biohazards in Palo Alto, including Level 4 biohazards, by continuing to review and update, as necessary, local regulations regarding use, handling and Fire Department By 2022 Significant Ongoing This is an ongoing program. No S3.1.3 Strengthen development review requirements and construction standards for projects on sites with groundwater contamination. Development Services and Department of By 2022 Standard Ongoing This is an ongoing effort. No S3.1.4 Establish protocols to monitor the movement of hazardous materials on Palo Alto roadways and respond effectively to spills via established truck and construction Fire Department 2022-2027 Significant Pending Staff continues to focus on hazardous materials permitting program. Yes, Staff Comments S3.1.5 Work with non-profit organizations to provide information to the public regarding pesticides and other commonly used hazardous materials, environmentally preferable alternatives, and safe recycling Fire Department Continuous Task Standard Pending Staff continues to focus on hazardous materials permitting program. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 74 Packet Pg. 274 of 711 Page 68 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S3.1.6 Continue providing regular household hazardous waste collection events at the Palo Alto Regional Water Quality Control Plant and strive to make these programs Department of Public Works Continuous Task Standard Ongoing The City provides input when requested. There are no substantial actions to report currently. No S3.1.7 Continue to allow small quantity generators to dispose of hazardous waste at cost. Department of Public Works Continuous Task Standard Ongoing No S3.1.8 Continue to educate residents on the proper disposal of pharmaceutical and household hazardous waste. Encourage proper disposal of medications through pharmacies or drug Department of Public Works Continuous Task Standard Ongoing Advertising pharmaceutical disposal options and providing locations to residents is a continuous effort. No S3.6.1 Work with the freight industry to monitor the contents of freight trains intersecting Palo Alto for potentially hazardous materials, and to establish accountability for accidents and spills. Office of Emergency Services Continuous Task Significant Pending reporting period. OES is able to coordinate with the local freight carrier, Union Pacific, to identify the hazardous materials being transported through Palo Alto in a calendar year. In conjunction with the Fire Department, we can also work with UP to Yes, Staff Comments S3.6.2 Work with Caltrain and the PAUSD, to educate students and the public on the dangers of rail trespass and the benefits of suicide support services available in Palo Alto. Community Services Department Continuous Task Standard Ongoing partners continue to collaborate and educate the community. The Council approved an agreement with the JED Foundation for technical assistance, evaluation and support related to youth mental Yes, Staff Comments S3.8.1 Encourage residential and commercial food waste reduction through incentives, educational outreach and programs. Department of Public Works Continuous Task Significant Ongoing Reduction was launched to meet Zero Waste Plan initiatives and provide residents and businesses strategies to minimize food waste and connecting their actions to reducing greenhouse gas emissions. This will be an on-going community education effort. Outreach campaign included numerous social media posts, articles in the City's sustainability blog, changes to the Zero Waste webpage, articles in the newsletters sent to residents and businesses by the City's contracted hauler, and advertisements in the local Yes, Level of Effort and Staff Comments S3.8.2 To the extent allowed by law, use refuse rate structures that incentivize waste reduction. Department of Public Works Continuous Task Standard Ongoing Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 75 Packet Pg. 275 of 711 Page 69 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S3.8.3 Continue to work with CalRecycle and the Department of Toxic Substances Control to develop and promote long-term solid waste management, such as environmentally responsible recycling programs, composting of food waste and other organics, and citywide electronics and digital hardware recycling efforts. Department of Public Works Continuous Task Standard Ongoing through. In 2025, staff had active participation in the National Stewardship Action Council working group focusing on the Plastic Pollution Prevention and Packaging Producer Responsibility Act (SB 54) and with CalRecycle to further influence environmental programs including reduction of plastics and international shipping of recyclable Yes, Staff Comments S3.9.1 Periodically review and update the adopted Construction and Debris program. Department of Public Works Continuous Task Standard Ongoing S3.9.2 Educate Palo Alto residents and developers about available incentives to use environmentally friendly deconstruction activities to minimize our carbon footprint, and to save natural resources, as well as Department of Public Works Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No S3.10.1 Support efforts to enforce extended producer responsibility for solid waste to reduce waste produced from manufacturing, shipping, packaging and the entire life-cycle Office of Sustainability Continuous Task Standard Ongoing This is an ongoing task. No S3.12.1 Complete an inventory of the City’s digital infrastructure to locate vulnerabilities and gaps in system redundancies and develop recommendations for improved City of Palo Alto Utilities 2022-2027 Significant Ongoing This is an ongoing task. No S3.12.2 Establish criteria for the installation of high security telecommunications technology in new local government projects. City of Palo Alto Utilities 2022-2027 N/A Complete completed. Construction for fiber-to-the-premises pilot is scheduled to be completed by end of 2025. The pilot has been successful in consolidating the type of work, sharing costs and resources when possible, and minimizing construction activity and Yes, All Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 76 Packet Pg. 276 of 711 Page 70 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 S3.12.3 Establish a wi-fi network that will be available to public safety responders and Emergency Service Volunteers in the event of power interruption during an emergency or disaster. City of Palo Alto Utilities and Office of Emergency Services By 2022 Significant Partially Complete Data Network (AREDN) in 2025 with efforts continuing in 2026. Phase 1: establishing a network backbone to cover Palo Alto is complete which includes Fire Station 8 in the Foothills and City Hall. Phase 2: create 4 mid-tier mesh nodes across the City of Palo Alto to provide a limited mesh network is complete. This includes Mitchell Park Community Center, The Municipal Services Center, Channing House, and City Hall. Phase 3: expansion of the Mesh to provide wifi services has been accomplished at Mitchell Park Community Center, Cubberley Community Center, the Downtown Library, and the Municipal Services Center. Phase 4: planning, design, and development is underway in FY2026 to add a non- Part 97 infrastructure that will enable encrypted/encoded data transfer, identifying additional wifi hotspot locations, and additional Yes, Staff Comments TRANSPORTATION ELEMENT Goal T-1: Create a sustainable transportation system, complemented by a mix of land uses, that emphasizes walking, bicycling, use of public transportation, and other methods to reduce greenhouse gas emissions and the use of single occupancy motor vehicles. T1.2.1 Create a long-term education program to change the travel habits of residents, visitors, shoppers, and workers by informing them about transportation alternatives, incentives, and impacts. Work with the PAUSD and with other public and private interests, such as the Chamber of Commerce and Commuter Wallet partners, to develop Office of Transportation Continuous Task Standard Ongoing OOT staff is hired and focusing on grant-funded bicycle safety work and micro mobility program. Palo Alto TMA educates and serves commuters. Yes, Status and Staff Comments T1.2.2 Advocate for improved connectivity to transit to serve workers who live in the Office of Transportation Continuous Task Standard Ongoing councilmembers appointed to various boards and Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 77 Packet Pg. 277 of 711 Page 71 of 86 T1.2.3 Formalize TDM requirements by ordinance and require new developments above a certain size threshold to prepare and implement a TDM plan to meet specific performance standards. Require regular monitoring/reporting and provide for enforcement with meaningful penalties for non-compliance. The ordinance should also:- Establish a list of effective TDM measures that include transit promotion, prepaid transit passes, commuter checks, car sharing, carpooling, parking cash-out, bicycle lockers and showers, shuttles to Caltrain, requiring TMA membership and education and outreach to support the use of these modes.-Allow property owners to achieve reductions by contributing to citywide or employment district shuttles or other proven transportation programs that are not directly under the property owner’s control.- Provide a system for incorporating alternative measures as new ideas for TDM are developed.-Establish a mechanism to monitor the success of TDM measures and track the cumulative reduction of peak hour motor vehicle trips. TDM measuresshould at a minimum achieve the following: reduction in peak hour motor vehicle trips, with a focus on single-occupant vehicle trips. Reductions should be based on the rates included in the Institute of Transportation Engineers’ Trip Generation Manual for the appropriate land use category and size: - 45 percent reduction in the Downtown district - 35 percent reduction in the California Avenue area - 30 percent reduction in the Stanford Research Park - 30 percent reduction in the El Camino Real Corridor - 20 percent reduction in other areas of the city-Require new development projects to pay a Transportation Impact Fee for all those peak-hour motor vehicle trips that cannot be reduced via Office of Transportation By 2022 Significant Partially Complete Has been added to S/CAP workplan but is not resourced. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 78 Packet Pg. 278 of 711 Page 72 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 used for capital improvements aimed at reducing vehicle trips and traffic congestion. - Ensure a stable, sustained funding source to support implementation of T1.2.4 Evaluate the performance of pilot programs implemented by the Palo Alto Transportation Management Association and pursue expansion from Downtown to California Avenue and other areas of the city Office of Transportation Continuous Task Standard Ongoing The City Council receives Palo Alto Transportation Management Association Annual Reports. For FY26, Council allocated $400K to the TMA for outreach citywide. Yes, Staff Comments T1.2.5 Site City facilities near high-capacity transit and revise existing regulations, policies, and programs to encourage telecommuting, satellite office concepts, and work-at-home options. Development Services, Office of Transportation & Human Resources Continuous Task Standard Ongoing Staff updated the Citywide Hybrid Work Policy was updated July 1, 2024. Additionally, staff expanded the commuter benefits program by adding the BayPass transit pilot program. This pilot program enhances the use of alternate transportation throughout the Bay Area. Yes, Status and Staff Comments T1.2.6 Pursue full participation of Palo Alto employers in the TMA. Office of Transportation Continuous Task Significant Ongoing Development Services includes Transportation Management Association (TMA) membership in development conditions. The TMA conducts ongoing outreach to employers, and the TMA's No T1.3.1 Develop an electric vehicle promotion program that identifies policy and technical issues, barriers and opportunities to the expansion of electric vehicles. Office of Sustainability 2022-2027 N/A Complete City of Palo Alto Utilities and Office of Transportation. On August 18, 2025, the City Council approved an E-mobility Strategic Roadmap Yes, All T1.3.2 Use low-emission vehicles for the Palo Alto Free Shuttle and work with transit providers, including SamTrans and VTA, to encourage the adoption of electric, fuel cell or other zero emission vehicles. Also work with private bus and shuttle providers, delivery Office of Transportation 2022-2027 Substantial Partially Complete The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 79 Packet Pg. 279 of 711 Page 73 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T1.4.1 Update the Zoning Code to ensure compatibility with the electric vehicle Development Continuous Task N/A Complete Complete No T1.4.2 Periodically review requirements for electric and plug- in vehicle infrastructure in new construction. Consider and periodically review requirements for electric and plug-in infrastructure for remodels. Consider costs to the City, including identifying payment Office of Sustainability and City of Palo Alto Utilities Department Continuous Task Standard Ongoing This program is ongoing in conjunction with City of Palo Alto Utilities and Planning & Development. No T1.6.1 Collaborate with transit providers, including Caltrain, bus operators and rideshare companies, to develop first/last mile connection strategies that boost the use of transit and shuttle service for local errands Office of Transportation By 2022 Standard Partially Complete The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto. While staff have received grant funding to convert the remaining hybrid vehicles to electric, long-term funding of this service has not been identified. No T1.6.2 Continue to work with Caltrain, Amtrak, and public bus operators to expand bicycle storage on public transit vehicles and at transit hubs during both peak and off-peak Office of Transportation Continuous Task Standard Ongoing No updates to report at this time. No T1.11.1 Collaborate with Stanford University, VTA, Caltrain and other agencies to pursue improvements to the Palo Alto Transit Center area aimed at enhancing pedestrian experience and improving circulation and access for all modes, including direct access Office of Transportation Continuous Task Substantial Ongoing City to develop and release a Request for Proposals to move forward with near term improvements. In the mid-term, Stanford, in coordination with the City, is leading the implementation of the Quarry Road Transit Center Yes, Staff Comments T1.11.2 In collaboration with Caltrain and Stanford Research Park, pursue expansion of service to the California Avenue Caltrain Station and creation of an enhanced transit center at the Station, including connections to VTA bus service, the Palo Alto Free Shuttle, the Marguerite, and other private shuttles Office of Transportation 2022-2027 Substantial Pending No updates to report at this time. In the long term, a California Avenue Transit Center plan is needed to address this program. Yes, Staff Comments T1.12.1 Strongly recommend that VTA maintain existing service and coverage levels in Palo Office of Transportation Continuous Task Standard Ongoing same frequency and coverage as 2025, with some Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 80 Packet Pg. 280 of 711 Page 74 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T1.12.2 Work with VTA to expand VTA express bus service routes to serve the Stanford Research Park, California Avenue, Stanford Office of Transportation By 2022 Significant Ongoing No change to report. No T1.12.3 Work with VTA to study the feasibility of, and if warranted provide, traffic signal prioritization for buses at Palo Alto intersections, focusing first on regional transit routes. Also, advocate for bus service improvements on El Camino Real such as Office of Transportation By 2022 Significant Ongoing Comprehensive Multimodal Corridor Plan for El Camino Real that includes VTA and local jurisdictions. This plan will consider transit, biking, walking, and vehicular users. Transit signal priority, bus boarding islands, and queue jump lanes are Yes, Staff Comments T1.13.1 Investigate a pilot program to subsidize a taxi, rideshare, or transit program for Palo Altans to get to/from downtown, including offering education and incentives to encourage users. Office of Transportation 2022-2027 Standard Ongoing currently operating electric and hybrid vehicles in Palo Alto and offers fare discounts. While staff have won grant funds to convert the fleet to all- electric vehicles, long-term funding of this service has not been identified. The Transportation Management Association (TMA) continues to subsidize ridesharing and transit for downtown No T1.14.1 Evaluate the shuttle system in collaboration with community members, people with special needs, and PAUSD to: -Evaluate current routes and ridership; -Identify potential service improvements, including new or modified routes; expanded schedules that accommodate daytime, evening, and weekend demand; facilitating transit connections, and improvements to the safety and appearance of shuttle stops; -Explore partnerships with other services that could complement and supplement the Palo Alto Shuttle; -Develop clear and engaging materials to explain and promote shuttle use with the purpose of reducing barriers to use; and -Establish a schedule for regular evaluation and reporting to optimize shuttle system use Office of Transportation Continuous Task Standard Ongoing The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto. This pilot project provides transit service to most of Palo Alto on weekdays from 7am to 7pm. Fares for disabled, low income, and senior riders are $2, and all other fares are $4. The service offers free rides to teens ages 13 to 18 years old, to specific Pal Alto destinations identified as supporting teen mental health. Yes, Level of Effort and Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 81 Packet Pg. 281 of 711 Page 75 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T1.16.1 Continue regular surveys of bicycle use across the city, by collecting bicycle counts on important and potential bicycle corridors. Office of Transportation Continuous Task Significant Ongoing Palo Alto's Bicycle and Pedestrian Transportation Plan (BPTP) Update, as part of the South Palo Alto Bike/Ped Connectivity Project, and as a part of Yes, Staff Comments T1.16.2 Consider marketing strategies such as a recurring Palo Alto Open Streets program of events, potentially in coordination with local business groups, which would include street closures and programming. City Manager’s Office 2022-2027 Significant Partially Complete the City developed an economic strategy that Council adopted. Staff meets with reps of the City's Commercial Dist. regularly to discuss potential activations and programming. The Council adopted a parklet program and gave direction to staff to advance Car Free Street on Cal Ave and Ramona. Through the budget adoptions, new CSD events staff was added to assist with furthering this goal. Staff received feedback to revise outdoor activation guidance to enable all year, all weather outdoor dining, develop design standards for permanent parklet structures and process for custom parklet designs; enable equivalent area to existing dining; work with the Architectural Review Board (ARB) on design and process recommendations. On March 10, 2025, the City Council approved the permanent closure of the car-free portion of Cal Ave. Near-term streetscape improvements on Ramona need additional CIP Yes, Staff Comments T1.16.3 Encourage private schools to develop Walk and Roll Maps as part of Transportation Demand Management strategies to reduce Office of Transportation Continuous Task Standard Ongoing Day School developed their own map in 2014. Keys School has been encouraged to develop a Walk Yes, Staff Comments T1.16.4 Participate in local and regional encouragement events such as Palo Alto Walks and Rolls, Bike to Work Day, and Bike Palo Alto! that encourages a culture of bicycling and walking as alternatives to Office of Transportation 2022-2027 Standard Ongoing Coordination with City staff and various event sponsors is ongoing. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 82 Packet Pg. 282 of 711 Page 76 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T1.19.1 Adjust the street evaluation criteria of the City's Pavement Management Program to ensure that areas of the road used by bicyclists are maintained at the same standards as, or at standards higher than, areas used by motor vehicles. Include bicycle and e-bike detection in intersection Department of Public Works 2022-2027 Standard Ongoing Citywide street surveys are completed biennially and include pavement inspections of bike lanes and bike boulevards. Installation of video detection equipment is included with street maintenance projects whenappropriate. No T1.19.2 Prioritize investments for enhanced pedestrian access and bicycle use within Palo Alto and to/from surrounding communities, including by incorporating improvements from related City plans, for example the 2012 Bicycle + Pedestrian Transportation Plan and the Parks, Trails & Open Space Master Plan, as amended, into Department of Public Works Continuous Task Substantial Ongoing This program is ongoing. There are no substantial actions to report at this time. No T1.19.3 Increase the number of east-west pedestrian and bicycle crossings across Alma Street and the Caltrain corridor, particularly south of Oregon Expressway. Department of Public Works After 2027 Substantial Partially Complete will determine the location for bike/pedestrian crossing(s) of the rail corridor south of Oregon Expressway. The project is ongoing with concept alternatives presented to the community in Fall Yes, Staff Comments T1.19.4 Encourage the use of bike sharing, and the provision of required infrastructure throughout Palo Alto, especially at transit stations and stops, job centers, community Office of Transportation Continuous Task Standard Partially Complete OOT staff continues to advance the feasibility study for a micromobility program in the city. Yes, Staff Comments T1.19.5 Improve amenities such as seating, lighting, bicycle parking, street trees, public art, and interpretive stations along bicycle and pedestrian paths and in City parks to encourage walking and cycling and enhance the feeling of safety. Office of Transportation and Department of Public Works Continuous Task Substantial Ongoing installed this past year, partly due to requests along El Camino Real and in Downtown and Midtown. Draft Bike/Ped Plan Update includes recommendations for bicycle support facilities along bike routes, such as lighting, bike repair stations, bike racks, bike rooms to enhance the Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 83 Packet Pg. 283 of 711 Page 77 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T1.22.1 Collect, analyze and report transportation data through surveys and other methods on a regular basis. Track progress on build-out of the 2012 Bicycle + Pedestrian Office of Transportation Continuous Task Significant Ongoing This program is ongoing. There are no updates to report at this time. No T1.25.1 As part of the effort to reduce traffic congestion, regularly evaluate the City’s current Transportation Impact Fee and modify as needed to implement transportation infrastructure improvements. Modifications to the impact fee program should be structured in keeping with the City’s desire to require new development to reduce peak hour motor vehicle contributions to the provision of transit services, shuttles, carpool/ rideshare Office of Transportation Continuous Task Standard Ongoing City is undertaking a fee study across several departments, including transportation. Target completion date is in 2027. Yes, Staff Comments T1.26.1 In collaboration with regional agencies and neighboring jurisdictions, identify and pursue funding for rail corridor Office of Transportation By 2022 Significant Ongoing Staff continue to review and apply for funding to secure project funding. Yes, Staff Comments Goal T-2: Decrease delay, congestion, and vehicle miles travelled with a priority on our worst intersections and our peak commute times, including school traffic. T2.1.1 Implement computerized traffic management systems to improve traffic flow when feasible. Office of Transportation Continuous Task Substantial Ongoing upgraded its central management system servers. In 2026, the City intends to update communications systems and various Intelligent Transportation System modules to monitor and Yes, Staff Comments T2.1.2 Implement a program to monitor, coordinate, and optimize traffic signal timing a minimum of every two years along arterial and residential arterial streets. Office of Transportation Continuous Task Significant Ongoing allows. Operations monitoring and timing optimization and adjustments are continually in progress; however, corridor specific optimization efforts are temporarily on hold due to staffing Yes, Staff Comments T2.2.1 Work in partnership with the Palo Alto TMA and Stanford University to aggregate data and realize measurable reductions in single- occupant vehicle commuting to and from Downtown and in the Stanford Research Office of Transportation Continuous Task Significant Ongoing This program is ongoing. For FY26, Council allocated to the TMA $400K for citywide outreach. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 84 Packet Pg. 284 of 711 Page 78 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T2.3.1 When adopting new CEQA significance thresholds for VMT for compliance with SB 743 (2013), adopt standards for vehicular LOS analysis for use in evaluating the consistency of a proposed project with the Comprehensive Plan, and also explore desired standards for MMLOS, which includes motor vehicle LOS, at signalized Office of Transportation By 2022 Significant Pending No updates to report at this time. No T2.4.1 Revise protocols for reviewing office, commercial, and multi-family residential development proposals to evaluate multimodal level of service and identify gaps in the low stress bicycle and pedestrian Office of Transportation By 2022 Standard Pending Level of stress analysis occurred as part of the development of the Bicycle and Pedestrian Transportation Plan Update. Next is to determine how that analysis can inform development review by staff. Yes, Staff Comments Goal T-3: Maintain an efficient roadway network for all users. T3.5.1 Continue to use best practices in roadway design that are consistent with complete streets principles and the Urban Forest Master Plan, focusing on bicycle and pedestrian safety and multi-modal uses. Consider opportunities to incorporate best practices from the National Association of City Transportation Officials guidelines for urban streets and bikeways, tailored to the Office of Transportation & Department of Public Works By 2022 Significant Ongoing No updates to report at this time. No T3.5.2 Establish procedures for considering the effects of street design on emergency vehicle response time. Public Works & Palo Alto Police Department & Palo Alto Fire Continuous Task Standard Ongoing No changes No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 85 Packet Pg. 285 of 711 Page 79 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T3.10.1 Support increased public transit, traffic management and parking solutions to ensure safe, convenient access to and from the Stanford Shopping Center/ Medical Center area. Office of Transportation Continuous Task Substantial Partially Complete Park project was approved by the voters. Project partners are currently working on a cost-sharing agreement to finalize the design, secure permits, and develop construction documents. The Palo Alto TMA continues to provide Transportation Demand Management services (transit fare subsidies) to unbenefited employes at the Stanford Yes, Status and Staff Comments T3.10.2 Implement and monitor Development Agreement traffic mitigations at Stanford Medical Center. Office of Transportation Continuous Task Standard Ongoing on time, results get incorporated into an Annual Report for Council. SUMC met its 2024-5 goal of No T3.10.3 Provide safe, convenient pedestrian, bicycle, and transit connections between the Stanford Shopping Center/Medical Center areas and housing along the Sand Hill Road/Quarry Road corridors to Palo Alto Transit Center, Downtown Palo Alto, and Office of Transportation Continuous Task Substantial Partially Complete The Quarry Road Transit Connection at El Camino Park project was approved by the voters. Project partners are currently working on a cost-sharing agreement to finalize the design, secure permits, and develop construction documents. Yes, Staff Comments T3.10.4 Pursue extension of Quarry Road for transit, pedestrians and bicyclists to access the Palo Alto Transit Center from El Camino Real. Also study the feasibility of another pedestrian and bicycle underpass of Caltrain at Everett Office of Transportation 2022-2027 Significant Ongoing The Quarry Road Transit Connection at El Camino Park project was approved by the voters. Project partners are currently working on a cost-sharing agreement to finalize the design, secure permits, and develop construction documents. Yes, Status and Staff Comments T3.15.1 Undertake studies and outreach necessary to advance grade separation of Caltrain to become a “shovel ready” project and strongly advocate for adequate State, regional, and federal funding for design and Office of Transportation By 2022 Substantial Ongoing and recommendation of alternatives to the City Council for selection of Locally Preferred Alternatives. The project is currently advanced into Preliminary Engineering and Environmental Yes, Staff Comments T3.15.2 Conduct a study to evaluate the implications of grade separation on bicycle and pedestrian circulation. Office of Transportation By 2022 Significant Ongoing bicycle and pedestrian circulation. This includes bicycle and pedestrian plan update which considers various project in progress and overall Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 86 Packet Pg. 286 of 711 Page 80 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T3.17.1 Complete a Palo Alto Avenue crossing study to identify potential near-term safety and accessibility improvements. Office of Transportation By 2022 Significant Ongoing currently in progress. Implementation request will be made to FRA after the completion of Yes, Staff Comments T3.17.2 Work with Caltrain to ensure that the rail tracks are safe and secure with adequate fencing and barriers. Office of Transportation By 2022 Substantial Ongoing Additional safety improvement including delineators, markers and lidar Rail Sentry system was installed at Churchill Avenue. Staff is continuing to work with railroad partner and VTA to secure additional funding to install Yes, Level of Effort and Staff Comments Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local transportation options. T4.2.1 Periodically evaluate residential areas for traffic impacts and use the results of that evaluation to prioritize traffic calming Office of Transportation Continuous Task Standard Ongoing Staff evaluates traffic calming requests on first come first serve bases. No T4.4.1 Use landscaping and other improvements to establish clear “gateways” at the points where the Oregon Expressway, University Avenue and Embarcadero Road transition Department of Public Works After 2027 Substantial Ongoing This is an ongoing effort. There are no substantial actions to report at this time. No Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users. T5.1.1 Evaluate the need to update parking standards in the municipal code, based on local conditions, different users’ needs and baseline parking need. Allow the use of parking lifts for Office/R&D and multifamily Planning and Development Services and Office of Transportation By 2022 Standard Ongoing In 2025, the City Council adopted modified parking standards in the expanded El Camino Real Focus area. Parking standards are also being evaluated as part of the ongoing Downtown Housing Plan. Yes, Staff Comments T5.1.2 Consider reducing parking requirements for retail and restaurant uses as a way to encourage new businesses and the use of alternative modes. Planning and Development Services 2022-2027 Significant Partially Complete retail revitalization ordinance in December 2024. Staff is in process of developing a permanent retail revitalization ordinance. Staff presented code amendment options the Planning and Transportation Commission in October 2025 and Yes, Staff Comments T5.1.3 Work with stakeholders in each commercial center and employment district to monitor conditions and determine the appropriate timing for revisions to parking requirements. Development Services and Office of 2022-2027 Standard Partially Complete Retail revitalization efforts and preliminary Downtown Housing Plan work are advancing this program. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 87 Packet Pg. 287 of 711 Page 81 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T5.1.4 Study the feasibility of unbundled parking for office, commercial, and multi-family residential developments (including senior housing developments) that are well- served by transit and demonstrated walking and Planning and Development Services and Office of Transportation By 2022 Standard Partially Complete Preliminary Downtown Housing Plan and Housing Incentive Program work may advance this program. Housing Element Program 3.9B to examine parking requirements is underway and on schedule. Yes, Staff Comments T5.1.5 Consider reducing parking requirements for multi- family uses as a way to encourage new multi-family housing and the use of alternative modes, where reduction in parking would not impact the neighborhood. Planning and Development Services By 2022 N/A Complete Program and Affordable Housing Incentive Program was adopted by the City Council in March 2025. The City Council adopted an ordinance amending and expanding the El Camino Real Focus Area on May 27, 2025. These efforts included consideration of appropriate parking standards Yes, All T5.2.1 Use technology to help identify parking availability and make it easy to pay any Office of Transportation By 2022 Substantial Partially Complete options for improved permit and fee payment Yes, Staff Comments T5.2.2 Study and implement pricing strategies for public parking in commercial districts, taking into consideration both employee parking demand and the needs of retailers and customers. Use pricing to encourage short term parking on street, long term parking in parking garages, and the use of alternative Office of Transportation Continuous Task Significant Partially Complete Staff will present in October 2026 options for a pilot curb management pricing strategies in select Downtown parking facilities, on-street and in select city-owned parking lots. Yes, Staff Comments T5.2.3 Implement Council-adopted recommendations from the parking management study for the Downtown area, which address the feasibility of removing color-coded parking zones, and dynamic pricing and management policies to prioritize short-term parking spaces closest to the commercial core for customers, garage parking for employees, and Office of Transportation By 2022 Substantial Partially Complete Staff will present in October 2026 next steps for potential curb management strategies in select Downtown parking facilities, on-street and in select city-owned parking lots. Yes, Staff Comments T5.4.1 Explore incentives to encourage privately initiated shared parking among individual property owners when developments have excess parking that can be available for Office of Transportation By 2022 Standard Pending Work has not commenced. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 88 Packet Pg. 288 of 711 Page 82 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T5.8.1 Study the feasibility of retrofitting City- owned surface parking lots to implement best management practices for stormwater management and urban heat island mitigation, including green infrastructure, permeable pavement and reflective Department of Public Works By 2022 Significant Ongoing This is an ongoing program. There are no substantial actions to report at this time. No T5.8.2 Identify incentives to encourage the retrofit of privately owned surface parking areas to incorporate best management practices for stormwater management and urban heat island mitigation as well as incentives for the provision of publicly accessible pavement Department of Public Works By 2022 Standard Ongoing This is an ongoing program, no updates to report at this time. No T5.8.3 Update City requirements regarding trees and other landscaping that capture and filter stormwater within surface parking lots to Department of Public Works Continuous Task Standard Ongoing This is an ongoing program. There are no substantial actions to report at this time. No T5.11.1 Coordinate with neighborhood groups and local businesses and other stakeholders to evaluate the need for a residential parking permit program in areas without existing Office of Transportation By 2022 Significant Ongoing This is an ongoing program. There are no substantial actions to report at this time. No T5.12.1 Work with employers, merchants, schools, and community service providers, to identify ways to provide more bicycle parking, including e-bike parking with charging stations, near existing shops, services and Office of Transportation Continuous Task Standard Ongoing This is an ongoing program via 311 requests for parking in the public Right-of-Ways and through coordination with the Safe Routes to School program. No T5.12.2 Install secure electronic bike lockers such as the BikeLink system, at high theft locations, including transit stations and parking Office of Transportation 2022-2027 Significant Pending Work has not commenced. No T5.12.3 Assess the need to provide additional bicycle parking in City-owned parking lots and Office of Transportation 2022-2027 Significant Ongoing This is an ongoing program via 311 requests for parking in the public Right-of-Ways. No Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets. Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 89 Packet Pg. 289 of 711 Page 83 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T6.1.1 Follow the principles of the Safe Routes to School program to implement traffic safety measures that focus on Safe Routes to work, shopping, downtown, community services, parks, and schools, including all designated Office of Transportation Continuous Task Significant Ongoing Bicycle network planning was done as part of the development of the 2026 Bicycle and Pedestrian Transportation Plan Update. In addition, the City adopted a Safety Action Plan in 2025 to adopt the Safe System Approach to roadway design. Yes, Staff Comments T6.1.2 Develop, distribute and aggressively promote maps and apps showing safe routes to work, shopping, community services, parks and schools within Palo Alto in collaboration with stakeholders, including PAUSD, major employers, TMAs, local Office of Transportation Continuous Task Significant Ongoing This is an ongoing program. The Palo Alto bike route map was recently updated (2025) and is posted on the City website. School Walk and Roll Maps and the Walk and Roll to Libraries Map are posted online, updated as needed, and distributed at libraries, schools, and community events. No T6.1.3 Address pedestrian safety along Alma Street between Embarcadero Road and Lytton Office of Transportation By 2022 Significant Pending Work has not commenced. No T6.1.4 Address pedestrian safety on shared-use paths through the use of signs, pavement markings, and outreach to users, Office of Transportation Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No T6.2.1 Regularly collect severity and location data on roadway collisions for all modes of travel, including fatalities and severe injuries, and use this data to make roadway design decisions. In collaboration with Santa Clara County, develop an up-to-date, public Office of Transportation Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No T6.4.1 Consider the Adopted School Commute Corridors Network and adopted “Walk and Roll” maps when reviewing development applications and making land use and transportation planning decisions. Incorporate these requirements into City Office of Transportation Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No T6.4.2 Establish standards and procedures for maintaining safe bicycling routes, including signage for warnings and detours during Office of Transportation Continuous Task Standard Ongoing The Traffic Control Plan Guidelines were updated in 2016 and are regularly reviewed. No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 90 Packet Pg. 290 of 711 Page 84 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T6.4.3 In collaboration with PAUSD, provide adult crossing guards at school crossings that Police Department Continuous Task Significant Complete Two intersections added to the contract in 2024 per Council direction. and Staff T6.6.1 Periodically evaluate safety on roadways and at intersections and enhance conditions through the use of signal technology and physical changes. Consider the construction of traffic circles for improved intersection Office of Transportation Continuous Task Substantial Ongoing In 2025, the City Council adopted the Safe Streets for All Safety Action Plan that provides strategies for eliminating traffic-related deaths and serious injuries by 2035, a date chosen by Council. Yes, Staff Comments T6.6.2 Continue to provide educational programs for children and adults, in partnership with community-based educational organizations, to promote the safe walking and safe use of bicycles, including the City-sponsored bicycle education programs in the public schools and the bicycle traffic school program for Office of Transportation Continuous Task Significant Ongoing This is an ongoing program, no updates to report at this time. No T6.6.3 Work with PAUSD and employers to promote roadway safety for all users, including motorized alternatives to cars and bikes such as mopeds and e-bikes, through educational programs for children and Office of Transportation Continuous Task Significant Ongoing This is an ongoing program, no updates to report at this time. No T6.6.4 Complete a mobility and safety study for downtown Palo Alto, looking at ways to improve circulation and safety for all modes. Office of Transportation 2022-2027 Significant Partially Complete funded Safe Streets for All (SS4A) Safety Action Plan that identified a High Injury Network and systemic transportation network changes to Yes, Staff Comments T6.6.5 Identify and construct safety improvements for pedestrian underpasses, including on Office of Transportation After 2027 Substantial Pending Work has not commenced No Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 91 Packet Pg. 291 of 711 Page 85 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T6.6.6 Improve pedestrian crossings by creating protected areas and better pedestrian and traffic visibility. Use a toolbox including bulb outs, small curb radii, high visibility crosswalks, and landscaping. Office of Transportation Continuous Task Substantial Ongoing funded Safe Streets for All Safety Action Plan that identified a High Injury Network and systemic transportation network changes to improve safety for all road users citywide. It includes a toolbox of roadway safety strategies. In addition, the City's Draft 2026 Bike/Ped Plan Update includes Pedestrian Districts and a toolbox of improvements to install in these high-pedestrian Yes, Staff Comments T6.6.7 Establish a program to educate residents to keep sidewalks clear of parked cars, especially on narrow local streets in neighborhoods with rolled curbs. Survey for Office of Transportation 2022-2027 Significant Pending Work has not commenced. A rolled curb parking flyer is available on the City website. No T6.7.1 Evaluate the performance of safety improvements and identify methods to Office of Transportation Continuous Task Standard Ongoing This is an ongoing program, no updates to report at this time. No Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations. T7.1.1 Expand transportation opportunities for transit- dependent riders by supporting discounts for taxi fares, rideshare services, and transit, by coordinating transit systems to be shared by multiple senior housing developments, and by maintaining a database of volunteer drivers, and other transit options. Office of Transportation 2022-2027 Significant Partially Complete operating electric and hybrid vehicles in Palo Alto. This pilot project provides transit service to most of Palo Alto on weekdays from 7am to 7pm. Fares for disabled, low income, and senior riders are $2, and all other fares are $4. The service offers free rides to teens ages 13 to 18 years old, specific Palo Alto destinations identified as supporting teen Yes, Staff Comments T7.1.2 Coordinate with social service agencies and transit agencies to fill gaps in existing transportation routes and services accessible to transit-dependent riders no matter their means and design new bus routes that enable them to access those services. Office of Transportation Continuous Task Substantial Ongoing operating electric and hybrid vehicles in Palo Alto. This pilot project provides transit service to most of Palo Alto on weekdays from 7am to 7pm. Fares for disabled, low income, and senior riders are $2, and all other fares are $4. The service offers free rides to teens ages 13 to 18 years old, specific Pal Alto destinations identified as supporting teen Yes, Staff Comments T7.1.3 Pursue expanded evening and night time bus service to enhance mobility for all users Office of Transportation Continuous Task Standard Pending Service Plan as post-pandemic transit funding is Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 92 Packet Pg. 292 of 711 Page 86 of 86 COMPREHENSIVE PLAN PROGRAM IMPLEMENTATION STATUS, 2025 Program Number Program Text Lead Department Completion Date at Comp Plan Level of Effort to Complete Completion Status Staff Comments Changes from 2024 T8.1.1 Continue to participate in regional efforts to develop technological solutions that make alternatives to the automobile more convenient. Office of Transportation Continuous Task Standard Ongoing completed by AC Transit. The draft Bay Area Transit Priority Policy for Roadways by MTC seeks to improve the transit rider experience by Yes, Staff Comments T8.3.1 Advocate for provision of a new southbound entrance ramp to Highway 101 from San Antonio Road, in conjunction with the closure of the southbound Charleston Road on-ramp at the Rengstorff Avenue Office of Transportation By 2022 Standard Ongoing With grant funding, VTA is leading work effort to identify and analyze project alternatives. Public engagement is forthcoming. No T8.7.1 Work with regional transportation providers to improve connections between Palo Alto and the San Francisco International Airport and Norman Y. Mineta San Jose Office of Transportation Continuous Task Standard Pending No updates to report No T8.8.1 Identify and improve bicycle connections to/from neighboring communities in Santa Clara and San Mateo counties to support local trips that cross city boundaries. Also advocate for reducing barriers to bicycling and walking at freeway interchanges, expressway intersections, and railroad grade Office of Transportation Continuous Task Substantial Ongoing Caltrans recently (2025) installed a separated bike lane along El Camino Real, a regional road, connecting to neighboring jurisdictions, creating one continuous path. Yes, Staff Comments Item 5 Attachment A - Comprehensive Plan Implementation Program Status, 2025 Item 5: Staff Report Pg. 93 Packet Pg. 293 of 711 Page 1 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 1.1A Amend the Comprehensive Plan and zoning districts as needed for properties identified to meet the City’s RHNA obligations. The amendments include changes to allow increased residential densities shown in Appendix D in developments and relevant development standards to accommodate increased density, and modifications to allowable uses to permit multi-family residential uses where it is not currently allowed. Examples of possible changes include adjustments to building height, lot coverage, floor area ratios, ground floor landscaping requirements, and parking, as discussed in Chapter 4, Analysis of Land Use Controls. This also includes zoning updates to create the El Camino Real Focus Area, which would allow up to 4.0 FAR and 85 feet in height in exchange for the provision of 20 percent inclusionary housing on site. Located between Page Mill Road and Matadero Avenue, this location has excellent access to services, shopping, California Avenue, jobs, Stanford, and transit. The rezone/upzoning shall include the following provisions of Government Code Section 65583.2(h) and (i) for specified sites accommodating lower incomes: (1) By-right development of multi-family developments in which 20 percent or more of units are affordable to lower-income households; (2) Accommodation of at least 16 units per site; (3) Minimum density of 20 units per acre; (4) Because 50 percent of the lower-income need cannot be accommodated on sites designated for residential use only, a portion shall be accommodated on sites zoned for mixed uses that allow 100 percent residential use and require that residential use occupy at least 50 percent of the total floor area of a mixed-use project. The rezoning includes the following requirements for Plan or zoning designation of 291 properties located in commercial, industrial, or residential zoning districts, which together will generate a realistic yield of 4,063 housing units. Comprehensive Plan update were adopted by City Council in November 2023. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 94 Packet Pg. 294 of 711 Page 2 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 1.1A.i For the housing opportunity site located at the corner of Pasteur Drive and Sand Hill Road and the adjoining property at 1100 Welch Road, as an alternative to the State Density Bonus law, amend zoning regulations to allow approximately net new 425 units up to 85 feet in height; redevelopment of the Welch Road property shall comply with the replacement housing provisions of the Housing Crisis Act, which will substantially Plan or zoning designation of 291 properties located in commercial, industrial, or residential zoning districts, which together will generate a realistic yield of 4,063 housing units. Comprehensive Plan update were adopted by City Council in November 2023. Camino Real (McDonald’s), as an alternative to the State Density Bonus law and as part of the El Camino Real Focus Area, amend zoning regulations to allow at least 144 housing units with a maximum height of 85 feet; allow a minimum of 315 housing units if combined with an adjacent property, and require 20 percent Plan or zoning designation of 291 properties located in commercial, industrial, or residential zoning districts, which together will generate a realistic yield of 4,063 housing units. Comprehensive Plan update were adopted by City Council in November 2023. Camino Real, as an alternative to the State Density Bonus law and as part of the El Camino Real Focus Area, allow up to 200 housing units, up to a 4:1 floor area ratio (FAR) with a 20 percent inclusionary housing requirement. Commercial office approved or permitted on this property is inclusive of the total floor area Plan or zoning designation of 291 properties located in commercial, industrial, or residential zoning districts, which together will generate a realistic yield of 4,063 housing units. Comprehensive Plan update were adopted by City Council in November 2023. family residential housing with a density of 90 dwelling units per acre for properties nearest Bayshore Freeway and generally bounded by East Charleston Road and Loma Verde Avenue. This action will require additional changes to the related development standards to accommodate higher-density development. Examples of specific changes to development standards are sites in the designated area, including the already identified housing inventory sites, to allow for development at approximately 90 dwelling units per acre. Comprehensive Plan update were adopted by City Council in November 2023. actively promote sites available for lower- and moderate-income housing development to potential developers, private and non-profit organizations, and other interested persons. Post information on the City’s website and update as necessary to maintain accurate information. website by June 2024 and update annually, or more often if needed. for very-low income, 896 units for low income, 1,013 units for moderate income, and 2,621 above-moderate households during the planning period. Operations. The City maintains an updated inventory of housing sites and continues to communicate availability of site for lower- and moderate-income housing Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 95 Packet Pg. 295 of 711 Page 3 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 1.1D Provide technical assistance and information on parcels available for lower-income developments to private or non-profit housing developers. Technical assistance includes land development counseling by staff planners. program by December 2024 and set/publish regular hours for assistance on the City’s for very-low income, 896 units for low- income households during the planning period. Operations. City staff regularly provide technical assistance to developers. institutions to educate them on legislation (SB 4) that streamlines the residential development process for religious institutions, and funding opportunities for this type of development. Because the outreach, engagement, and site design will take time, the City anticipates that the majority of production will happen during the second half of the planning period. To track program implementation, monitor faith-based community interest and production. By 2027, halfway through the planning period, if less than 35 percent of the Quantified Objective (i.e., 48 affordable housing units) has been entitled, update the Site Inventory to identify new opportunities to achieve the Quantified and then annually. sites owned by faith based institutions during the planning period initiated discussions with interested faith-based institutions about SB 4 and potential development opportunities Program 1.2: Site Inventory Monitoring Program developments that have been submitted and acted upon. every April. the Annual Progress Report to HCD. Operations. The City maintains a regularly developments that have been submitted and acted upon. inventory annually and report findings in housing element progress report; correct any deficiency within 180 days if identified. of reserve housing inventory sites to remain compliant with State law. In the event the City falls short of that requirement, it has committed to adding or rezoning additional properties within Operations. City staff monitor the status of the sites inventory to ensure a sufficient number of reserve sites. sites available for lower- and moderate-income housing development to potential developers, private and non- profit organizations, and other interested persons and every April. annually with potential developers about lower- and moderate income housing sites. Operations. City staff continues to discuss housing sites with interested parties. Program 1.3: Site Used in Previous Housing Cycle Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 96 Packet Pg. 296 of 711 Page 4 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 1.3A The City shall rezone or amend its Municipal Code to allow by-right approval on non-vacant sites included in one previous housing element inventory and on vacant sites included in two previous housing elements and designated for lower-income housing, provided that the proposed housing development consists of at least 20 development standards for qualifying sites to enable a projected realistic housing yield of 390 housing units. Comprehensive Plan update were adopted by City Council in November 2023. Program 1.4: City-owned Land Lots and Downtown Housing Plan Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 97 Packet Pg. 297 of 711 Page 5 of 29 parking lots identified in Appendix D for redevelopment shall include replacement public parking and provide 100% affordable housing units serving households earning up to 80% of the Area Median Income (AMI) or for workforce housing for City employees and Palo Alto Unified School District (PAUSD) employees. The City will prepare a request for proposals to solicit interest in a public/private partnership for redevelopment of one or more sites in the City’s University Avenue Downtown area. The City will comply with the provisions of the Surplus Lands Act, ideally by using the streamlined provisions for affordable housing dispositions under Government Code Section 37364. approach to developing these lots. An RFI was issued in 2023 with the intent to select a development partner in 2024 and solicit feedback from community partners. The City will assist its development partner in securing tax credits and other financing, with the goal of awarding construction contracts on both the housing project and replacement public parking in 2026. Based on the results of the initial effort, the City will issue one or more additional RFIs or RFPs for any remaining units no later than 2026, with the goal of selecting development partners in 2027. The City will coordinate with development partners and community partners, to ensure units are entitled during the planning period. The City anticipates that the majority of production will happen during the second half of the planning period. The City will monitor progress during the planning period. If the City is not on track to meet the Quantified Objective by 2027, halfway through the planning period, the City will remove these sites and identify alternate sites with zoning sufficient to accommodate any shortfall of units, likely resulting from the Downtown Housing Plan by December 31, 2027. Any additional selected sites will meet the requirements of Government the initial RFI process, with the intent to develop the remaining 240 units that can be accommodated on City-owned sites through one or more separate efforts to follow during the planning period into an Exclusive Negotiating Agreement with Alta Housing in June 2025 and anticipates a formal project application submission in 2026. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 98 Packet Pg. 298 of 711 Page 6 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 1.4B Upon completion of the Project Homekey project, the City anticipates that sufficient transitional housing capacity to serve Palo Alto’s needs will be available. If additional capacity for interim or transitional housing is required, the City will examine City owned parcels and other sites based on availability, size, access to services and related metrics. If additional parcel(s) are identified, pursue partnerships and funding needed, complete site identification within 180 days of identification of need. and formation of public/private partnership; provide transitional housing opportunities for 75 or more beds during the planning cycle. completion anticipated early 2026. City staff are monitoring progress. Program 1.5: Stanford University Lands residential uses in the Research Park zone district, which is specific for the Stanford Research Park, except for properties subject to or impacted by the City’s hazardous materials ordinance. Sites included in Appendix D will have the Conditional Use requirement removed under Program 1.1. 2025. constraint that may encourage greater residential uses in the Stanford Research Park. update to remove the CUP for residential uses within the RP and RP5 zones except for sites that are subject to or impacted by the City's hazardous waste ordinance was adopted by Council in multi-family housing opportunities within the Stanford Research Park, including consideration of a new neighborhood along Foothill Expressway. Identify locations suitable for housing and mixed-use development and zoning modifications and housing incentives as appropriate for consideration in the Stanford University, Simon Properties, and other stakeholders prior to December 31, 2025. holder are receptive to future residential development, establish a memorandum of understanding with appropriate stakeholders that identify the location and amount of future housing at these locations by the end of the planning initiated the conversation to identify housing opportunity sites in Stanford-owned lands specifically in the Research Park in fall 2025. Simon Properties for possible residential redevelopment opportunities at the Stanford Shopping Center for consideration in the Seventh Cycle Housing Element Update. Stanford University, Simon Properties, and other stakeholders prior to December 31, 2025. holder are receptive to future residential development, establish a memorandum of understanding with appropriate stakeholders that identify the location and amount of future housing at these locations by the end of the planning initiated the conversation with representatives from Stanford on the possible residential redevelopment at the Stanford Shopping Center in fall 2025. PROGRAM 2: AFFORDABLE HOUSING Program 2.1: Affordable Housing Development Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 99 Packet Pg. 299 of 711 Page 7 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 2.1A Use funds available through the City’s residential and commercial affordable housing fund to provide gap funding for qualifying affordable housing projects. Housing funds are derived from development impact fees, in-lieu inclusionary fees and proceeds from a local business tax approved by the voters in November 2022. The City will continue to seek funding sources, including supporting the ongoing development of the Bay Area Housing Financing Authority (BAHFA). balances and if sufficient funds warrant, prepare a Notice of Funding Availability. The fund balance will vary over time based on development activity and for the business tax, first collection is anticipated to start no sooner than January anticipates it would generate approximately twenty million dollars ($20 M) for use toward affordable housing and homelessness projects. Based on this projection, the City would expect to be able to support gap funding for the production of 55 affordable housing units during the planning cycle or support other housing priorities. Operations. The City regularly monitors available funds and funding opportunities. adjust the residential and commercial housing development impact fee as appropriate, to support affordable housing production, while ensuring that the fee is set appropriately to maintain project feasibility. As part of this study, the City will engage local developers and building industry stakeholders to gain feedback on impact fees and will incorporate feedback December 31, 2025 with implementation of adjusted impact fees, if needed, by January 2026. necessary to support continued contribution to the City’s affordable housing fund without burdening housing production with excessive fees that cannot be supported by the City’s development standards. RFP in May 2025 and expects Council approval for a consultant contract to perform this work in December 15, 2025. affordable housing development opportunities with emphasis on promoting housing choices that serve the needs of special needs populations, including seniors, homeless, female-headed households, large families, low-income, and/or persons with disabilities. Opportunities along Alma Street, Embarcadero Road northeast of Highway 101, and the South Ventura neighborhood should be prioritized to provide additional opportunities where special needs populations are located. Meet annually throughout the meetings with housing developers to discuss affordable housing opportunities. partners at least three affordable housing opportunity sites and facilitate project approval and permitting to realize implementation. Operations. Staff meets with interested parties to identify affordable housing opportunities which can serve the needs of special needs populations. funding opportunities for affordable housing projects. Disseminate information on funding opportunities on the City’s website and/or to potential developers during technical assistance meetings and meetings with housing developers. meetings with housing developers. for very-low income, and 896 units for low-income households during the planning period. Operations. The City continually shares information about affordable housing funding opportunities with Program 2.2: Below Market Rate (BMR) Program Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 100 Packet Pg. 300 of 711 Page 8 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 2.2A Continue to require development of three or more net- new residential units to provide at least fifteen (15 percent) of those units as inclusionary units at below market rates for ownership housing or pay a fee toward the City’s affordable housing fund. ownership housing stock will be deed- restricted to affordable housing (two- thirds at 100 percent AMI and one-third at 120 percent AMI), except in instances where an in-lieu payment may be accepted. The City will collect in-lieu payments for new multi-family rental housing based on project floor area times a dollar amount set by the City’s fee schedule, currently $24.52; payments will be used to support qualifying affordable housing projects. Some rental home builders may elect to provide inclusionary units to qualify for the State Density Bonus, in such instances no additional in- Operations. Per the Palo Alto Municipal Code, the City continues to require developments of three or more net-new residential units to provide at least fifteen percent of units as BMR inclusionary units. prepared by Strategic Economics and research a tiered inclusionary housing requirement for ownership and rental housing where market conditions support a higher inclusionary rate; establish requirements for lower income units at a reduced inclusionary requirement based on feasibility findings and discussion with developers and community members. implement recommendations by June 30, 2026. City Council with options to modify the City’s inclusionary requirements. If supported, enact municipal code changes to implement changes. Implementation of this objective may have the effect of modifying the quantified objective in A above. in the scope of the fee study project initiated at the end of 2025. The project team began work after the consultant contract was approved on December 15, 2025. The project includes tasks to update the BMR program report, perform required research and, make recommendations to Council (as appropriate) by June 30, affordability of income-restricted ownership units for the life of the project (exempting certain affordable projects taking advantage of tax credit financing). Once amended, conduct outreach with home builders and 2028. other stakeholders and draft an ordinance to extend income restrictions in accordance with the implementing objective. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 101 Packet Pg. 301 of 711 Page 9 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 2.2D Review the City's Below Market Rate rental procedures for households who exceed the maximum income limit during their tenancy. Update rental procedures to ensure reasonable transition time for households whose incomes increase but end up disqualifying households from deed restricted housing. [Note: this can only apply to units in the City’s BMR program, 100 percent affordable projects may have other lender- 2025. input from rental community to ensure that affordable housing units are occupied by qualified individuals. identified in fall 2025 to amend procedures. Review in progress. PROGRAM 3: CONSTRAINTS Program 3.1: Fee Waivers and Adjustments staff costs associated with the processing of an affordable housing planning application, except for directly related consultant supported costs. December 2024 approximately $20,000 per affordable housing application and processed for a planning entitlement. Municipal Fee Schedule outlines a Planning Application Fee Waiver for 100% Affordable Housing implications that the park fee, may have on housing production; adjust fees as appropriate to enable a reasonable return on investment and ensure sufficient fee collection to support City services. Complete additional study by December 2025. If study demonstrates that park fees are acting as a constraint on housing production, amend fee schedule by studies by September 2024. Complete additional study by 2025. Amend fee schedule by September 2026. for this work in May 2025. Work began at the end of 2025. Any recommended changes to the park land dedication fees will be approved by City Council by September 2026. to convert existing park, community center, and library development impact fees that are applied on a per unit basis to a per square foot basis. Complete additional study by December 2025. If study demonstrates that development impact fees are acting as a constraint on housing production, amend fee schedule or modify studies by September 2024. Complete additional study by 2025. Amend fee schedule by September 2026. completed in 2024. Project team began work on additional analysis as part of a fee study and update project initiated at the end of 2025. Program 3.2: Monitor Constraints to Housing Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 102 Packet Pg. 302 of 711 Page 10 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.2A Monitor new local policy initiatives for effectiveness in combatting identified constraints to housing development. implementation of required edits once during the planning period, by January 2027. Operations. The City continually monitors policy initiatives and their potential impact on housing development. Any recommended changes to the park land dedication fees will be approved by City procedural changes are being considered by the Planning and Transportation Commission and City Council, the City shall prepare an analysis in the accompanying staff report detailing how the regulation may impact housing production, if at all, and provide recommended solutions to address those impacts. implementation of required edits once during the planning period, by January 2027. Operations. An analysis on the potential impact on housing production is included for relevant Planning and Transportation Commission and City Council Code standards for potential constraints to housing projects and recommend changes annually, as appropriate, to enhance the feasibility of affordable housing. implementation of required edits once during the planning period, by January 2027. Operations. The City continually monitors the application of the Municipal Code to identify potential constraints related to affordable housing Program 3.3: Affordable Housing Development Incentives housing incentive program to apply to all housing opportunity sites identified in the Housing Element and zoned for commercial, industrial or multi-family residential use; research potential AHIP regulations for religious institution sites located in the R1 district with a December 31, 2024 comprehensive plan as necessary to extend the provision of affordable housing incentive program to sites in the housing inventory and codify additional incentives described herein. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 103 Packet Pg. 303 of 711 Page 11 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.3B Amend the affordable housing overlay (incentive program) regulations to allow housing projects to achieve a residential floor area ratio of 2.4:1.0 without requiring commercial floor area (except where required on University and California Avenues). The City will modify AHIP development and parking standards commensurate with FAR increases, and, for housing projects income restricted to 60 percent of the area median income level or below, allow up to sixty (60) December 31, 2024 comprehensive plan as necessary to extend the provision of affordable housing incentive program to sites in the housing inventory and codify additional incentives described herein. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in March 2025. to State density bonus law and develop summary materials to promote the use of density bonuses. December 31, 2024 comprehensive plan as necessary to extend the provision of affordable housing incentive program to sites in the housing inventory and codify additional incentives described herein. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in housing development projects. Implement a procedure that prioritizes affordable housing projects for staff resources and, if applicable, hearing dates, above other projects, regardless of submission date. processing can be viewed as a constraint to affordable development. The City aims to complete the processing of planning entitlements for affordable housing projects exempt from environmental review within 90 days from application Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in March 2025. Program 3.4: Housing Incentive Program (HIP) approved objective standards shall be administratively reviewed with one courtesy meeting before the Architectural Review Board. instructions by December 2024. desired review schedule, track application processing timelines and number of applications appealed to Council; use data to inform future modifications to the HIP program. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in specific expanded development standards, as an alternative to state density bonus provisions. Reduce barriers by removing Planning Director discretion to define applicable standards in each instance. amendments by December 31, 2024. comprehensive plan to codify implementing objective with the goal of encouraging the development of approximately 550 units over the planning period. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 104 Packet Pg. 304 of 711 Page 12 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.4C Allow for sites subject to the City’s retail preservation ordinance – except in the ground floor (GF) and retail (R) combining districts and strategic locations generally depicted in the draft South El Camino Real Design Guidelines – to have a reduction in the amount of retail replacement floor area needed for redevelopment and waive the retail preservation requirement for identified amendments by December 31, 2024. comprehensive plan to codify implementing objective with the goal of encouraging the development of approximately 550 units over the planning period. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in March 2025. multi-family residential districts (RM-20, RM-30, and R- 40).as well as the ROLM and GM district focus area The Housing Incentive Program development standards shall be amended to increase height and floor area allowances for housing projects; reduce parking requirements to match or improve upon state density bonus, and adjustment to other development standards amendments by December 31, 2024. comprehensive plan to codify implementing objective with the goal of encouraging the development of approximately 550 units over the planning period. Transportation Commission recommended approval of the ordinance in December 2024. The City Council adopted the ordinance in March 2025. Real Focus Area (adopted in 2023) to incentivize housing production at appropriate locations. Increase building height and floor area ratios and apply other objective standards, such as transitional height restrictions, to address single family zoning district adjacencies. The proposed standards will be an amendments by June 30, 2025. encouraging development of approximately 500 units over the planning period. ordinance expanding the boundaries of the El Camino Real Focus Area and amending the regulations on May 27, 2025. Program 3.5: Accessory Dwelling Unit (ADU) Facilitation ADUs and JADUs to promote, educate, and assist homeowners with developing ADUs/JADUs. and maintain annually thereafter. over the planning period. Operations. An updated version of the City Summary Guide to ADUs and JADUs resources on City’s website on building ADUs and JADUs. Target outreach to property owners in neighborhoods designated as racially concentrated areas of affluence to promote housing mobility for lower- and moderate-income households. Provide workshops and materials in English, Spanish, and website by December 2024 and facilitate one workshop annually in multiple languages. the planning period, with a goal of at least 128 (25%) of these to be in neighborhoods with higher median incomes. Operations. Resources on building ADUs and JADUs were published on the City's website in 2025. Staff is available to provide information as needed. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 105 Packet Pg. 305 of 711 Page 13 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.5C In accordance with AB 1332, and in coordination with Santa Clara County’s ongoing efforts, develop a program for pre-approved standards for ADU foundation plans or prefabricated plans. 2025 and annually inform residents and developers of available plans. the planning period, with a goal of at least 128 (25%) of these to be in neighborhoods with higher median review process are completed. ADU production and application review timelines; meet with ADU stakeholders and review application processing performance to identify potential impediments and make adjustments as needed. at least once every two years starting in 2024; prepare information reports bi- annually. findings to facilitate construction of 512 ADUs over the planning period, with a goal of at least 128 (25 percent) of these to be in neighborhoods with higher 750 sq. ft. to utilize per-square-foot methodology, likely reducing fee applied to ADUs. schedule by September 2024. similarly sized ADUs to increase the supply of affordable housing in higher opportunity areas 2024, City Council adopted an ordinance realigning impact fees for ADUs to utilize per-square-foot law and submit to HCD 2023. If further amendments are made to state ADU law, amend ordinance within 6 months to ensure continued compliance with ADU law. complies with State law. ordinance was approved and adopted by the City Council on June 17, 2025 and became effective on July 17, 2025. Staff sent the final ordinance to HCD on July 16, two years to determine if assumptions made in Housing Element are accurate. Prepare and circulate survey of ADUs to determine affordability levels and determine where any improvements can be made to the process and whether non-governmental constraints to construction of ADUs, such as financing and construction costs, are restricting development. If assumptions are not met, and depending on the results of the survey, take additional actions, which could include additional public outreach efforts, modifications to process, pre-approved plans, additional zoning flexibility, ADU incentives, financial assistance, and at least once every two years starting in 2024. Review ADU trends every two years starting in January 2025. If assumptions are not met, take actions within six months of receiving results to increase ADU production and ensure that the City continues to have adequate housing sites. prepare bi-annual report documenting findings to promote income integration and increase the supply of affordable housing in higher opportunity areas reports are published related to production and review timelines. Program 3.6: Expedited Project Review Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 106 Packet Pg. 306 of 711 Page 14 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.6A Amend the Municipal Code to exempt housing projects from Architectural Review to the extent they comply with the City’s objective design standards, requiring only one study session or courtesy review by the Architectural Review Board. Clarify staff-level approval process for ministerial and by-right reviews. 2024. adopted an ordinance amending the Municipal Code to exempt housing projects from Architectural Review to the extent that they comply with the City's objective design standards process for early review by the ARB (within 45-60 days of submittal), even if application is not yet complete. 2024. of planning entitlements for housing projects exempt from environmental review within 90 City-processing days from application completeness. projects subject to Architectural Review are reviewed within 45-60 days by the ARB. As noted in Programs 3.6(A) and (D), the City has also developed streamlining paths to limit the number of Architectural Review hearing to which consultation services for new housing developments. meeting for up to 120 minutes for any implemented as of June 30, Review Board, limit the number of hearings before the ARB to a maximum of two meetings. 2024 family housing projects to two hearings before the City’s ARB unless additional review is agreed upon by the home builder and City; document the City’s amendments was adopted by the City Council in January 2025. Program 3.7: Objective Design Standards for SOFA to accommodate future residential development at design standards by development proposed for the SOFA area. initiated in Q4 2025. Program 3.8: Zoning Ordinance Monitoring provisions of current state law as specified in Program 6.5. 2023 with state law. was amended in May of 2024 to ensure compliance Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 107 Packet Pg. 307 of 711 Page 15 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 3.8B Review future adopted changes in state law and adopt additional zoning ordinance changes as required to comply with state law. of each year, review adopted changes in state law effective January 1 of the next year and adopt additional ordinance changes as required to comply with state law. This program would continue to be implemented on an ongoing basis through the remainder of the planning period as state law is with state law. Operations. Staff regularly monitors changes in State law. Program 3.9: Conversion of Commercial Uses to Mixed-Use Development floor area allowances or other commercial incentives at strategic locations to shift the economic benefit of Municipal Code by December 31, 2025 sites with existing commercial uses. options to the Policy & Services Committee in other stakeholders to assess the feasibility of marketing different housing typologies without on-site parking (paid through an in-lieu fee) and the implications for City parking resources. Findings will be presented to the City Council along with options on how to proceed, including the potential extension of the University Avenue In-Lieu Parking program to residential projects and the creation of an in-lieu parking program for the Council by December 31, 2025 with amendments to municipal code by December 31, 2026. to City Council on December 15, 2025. No amendments are required at this time. PROGRAM 4: CONSERVATION Program 4.1: Replacement Housing by state law. Amend the City’s municipal code to require all sites listed in the housing element, all projects utilizing density bonuses, and all projects demolishing residential dwelling units to meet the replacement housing requirements of state law contained in housing element law, density bonus law, law for all development projects subject to replacement housing requirements. Adopt ordinance as part of planned rezonings by January 31, replacement housing obligations. amendments were adopted by the City Council in January 2025. Program 4.2: Housing and Neighborhood Preservation Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 108 Packet Pg. 308 of 711 Page 16 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 4.2A Annually communicate with renters through direct mailing to multi-family apartment buildings and through the City’s website, resources available to renters, including expectations for housing quality and steps to take for suspected substandard housing thereafter. all renters by mail, and post online, implement best outreach approaches to communicate with renters. with additional tenant resources in December 2025. First mailers sent in Winter 2025/2026. housing received by the City’s Code Enforcement Program, staff will provide information to the resident or homeowner about the City’s Rehabilitation Program and conduct residential code inspections to determine if the property is substandard in accordance with PAMC 16.40.020 and the state Housing Code. If the property is substandard, the City will begin code enforcement received, conduct code inspections of all reported units, provide access to relevant information, and, when necessary, connect the complainant with mediation services offered by the City through a contract provider, or undertake enforcement action, as appropriate. Operations. The City responds to complaints received as appropriate and partners with a non-profit service provider to offer mediation services. awareness of housing resources, fair housing workshops, and tenant protection. Specifically, the City will conduct at least one fair housing workshop annually for community-based organizations that serve residents and housing providers in areas of the City with the highest number of substandard housing complaints to Code Enforcement. Non-profit partners provide fair housing information and advice to first workshop to occur by December 2024. increase the awareness of support for tenant protections with the goal of reaching at least five new households annually. The City will engage with community-based organizations to gauge the effectiveness of the workshops. If new households are not reached, City will increase outreach efforts. Operations. The City held an Affordable Housing and Housing Resources Fair on May 17, 2025. The City also held workshops to provide housing resources throughout the year, in part through contract with non- rentals in all areas of the City to ensure housing stock is used for long-term rentals. Strategies to evaluate include prohibiting short-term rentals (no less than 30 days allowed), limiting the number of days the unit can be used for short-term rentals, prohibiting short-term rentals in all multi-unit dwellings, allowing for short- term rentals only if the property is the owner’s primary residence, and benchmarking the number of short-term rentals allowed to no more than a specific percentage rentals in 2025 and determine impact on City housing supply. Adopt ordinance by July 1, 2027 to limit short- term rentals as required to minimize impacts on properties available for long- term use. initiated in Q4 2025. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 109 Packet Pg. 309 of 711 Page 17 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 4.2E The City will evaluate the feasibility of adding regulations to incentivize the use of housing units for residential purposes to support retention of housing stock. rentals in 2025 and determine impact on City housing supply. Adopt ordinance by July 1, 2027 to limit short- term rentals as required to minimize impacts on properties available for long- regulations limiting short-term rentals. initiated in Q4 2025. Program 4.3: Home Rehabilitation organizations to assist qualifying low-income homeowners with home rehabilitation projects. Operations. The City continues to partner with home rehabilitation organizations to support home repair needs of low- about opportunities for services, such as RV parking and rental assistance regarding mediation. December 2026. The City’s partnership with home rehabilitation organizations is increase the awareness of support for home rehabilitation with the goal of reaching at least five new households the City’s Rehabilitation Program; seek additional funding to supplement CDBG funding to expand the program and recipients to households above low- income levels. for City’s Rehabilitation Program. with the CBDG program, with the goal of providing funding to support the rehabilitation of at least five homes annually Operations. The City continues to partner with home rehabilitation organizations to support home repair needs of low- income Palo Alto homeowners and monitors availability of funds to support households at other Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 110 Packet Pg. 310 of 711 Page 18 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 4.3D City will conduct increased outreach to increase awareness of CDBG funds and availability of said funds. The City will conduct one CDBG workshop annually to disseminate information regarding program requirements and availability of funds. The City will also update their website annually with information on the program. first workshop to occur by December 2024 and website updated after adoption of each CDBG budget. increase the use of available CDBG funds with the goal of supporting the rehabilitation of at least 5 homes annually. Market home rehabilitation program opportunities as part of Housing Resources Fair. Continue to update the new Housing Portal on the City’s website. Operations. The City conducts annual outreach and workshops to increase awareness of availability of CDBG funds. A CDBG pre- proposal conference occurred on November 14, 2025 for those interested in the notice of funding availability issued by the Program 4.4: Seismic Retrofit program to strengthen regulations and require seismic upgrades of vulnerable housing stock through a combination of mandatory provisions and voluntary incentives. outreach in 2025, complete by 2026. advance implementation objective, including a compliance schedule for approximately 130 soft-story multi-family buildings in Palo Alto located near Downtown, Midtown and the Ventura neighborhood, along California Avenue, College Terrace, San Antonio Road, and team began work on ordinance and program update in May 2025. The update is expected to be completed in 2026, with phased implementation. Program 4.5: Encourage Local Hiring list of local labor unions and apprenticeship programs on City’s website and encourage developers and 2026. PROGRAM 5: AT-RISK HOUSING Program 5.1: Preservation of At-Risk Housing conversion to market rate units during the planning period and seek to preserve these affordable units at their existing affordability levels. conversion to market-rate to preserve affordability for extremely low and very low income households. Operations. The City continually monitors status of units at high risk of tenants of low-income deed restricted housing units of the state requirement to notify affected households about the termination of the affordability restrictions at period, once in 2024 and again in 2028. owners as specified. completed. Second mailing scheduled for 2028. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 111 Packet Pg. 311 of 711 Page 19 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 5.1C Inform property owners of their obligation to comply with noticing requirements stipulated under state law to ensure that qualified nonprofit entities from the State’s qualified entities list are informed of the opportunity to acquire the affordable property and that tenants are informed about their rights and potential resources. owner three years prior to potential project conversion. Provide follow-up with contacts one years and six months prior to conversion if property owner fails to notified of acquisition opportunities and to ensure tenants are aware of the impending changes. Operations. Staff continually monitors affordable units that are at-risk of conversion and will send notice as necessary. property is scheduled for conversion, contact property owner regarding funding availability. If the property owner intends to sell the property encourage sale to a qualified non-profit entity. years prior to potential project conversion whether funding is available to preserve the affordability profit entity. Operations. Staff continually monitors affordable units that are at-risk of conversion. of 4230 Terman Drive (Terman Apartments) with 72 affordable housing units at risk of conversion to market rate units during the housing cycle to explore opportunities for continued affordability. At present, the owners have no intention to sell the project or transfer the affordable units out of the Section 8 contract, based on correspondence with a HUD are at risk of conversion. with HUD and property owner were initiated in 2024. Program 5.2: Water and Sewer Suppliers Element to the City’s Utility Department, which provides water and sewer service to the City. Regulations. Housing Element has been shared with the City's Utility Department following HCD PROGRAM 6: FAIR HOUSING Program 6.1: Housing for Persons with Special Needs City’s affordable housing guidelines to establish preferences for populations with special needs in those units. December 31, 2024. housing guidelines have been updated to include preferences for populations with special needs in extremely low-income Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 112 Packet Pg. 312 of 711 Page 20 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.1B Contract with and financially support non-profit services providers through the Community Development Block Grant program, such as the Opportunity Center, that help meet the supportive services needs of the City’s diverse community, especially those with extremely low incomes. thereafter, as funds are available. goal of providing services to 50 low- income households during the planning period. Operations. The City continues to contract with multiple organizations through the Community Development Block Grant program to provide supportive services to populations, the City will facilitate the development of housing for persons with disabilities through incentives including streamlined processing, scoring priorities in future Notices of Funding Availability, and/or direct subsidies drawing from City affordable housing funding such as CDBG, HOME, Affordable Trust fund, and other State/federal funding sources for affordable housing development with services, resources, and assistance: a) Establish procedures by June 2024 in Notice of Funds Available (NOFA) that create incentives for the development of various types of housing units, including units for persons with disabilities and seniors, such as bonus points or preference for special needs housing. b) Annually engage with housing stakeholders and housing providers, on the identification of needs and new solutions, including lessons learned from the operators of the City’s recently approved AB2162 housing project for persons with disabilities. c) Partner with the County and other agencies to pursue funding sources, such as County Measure A funds, designated for housing for special needs groups, including persons providers and County starting in 2024 and annually thereafter. Prepare a NOFA in 2024 and review annually thereafter based on adequate availability of funds. providers and the Santa Clara County representatives to identify opportunities to further support special needs populations. Develop at least 5 units annually for a total of 40 housing units for special needs households Operations. The 525 East Charleston project, which includes 50 affordable housing units, including 25 dedicated to residents with special needs is anticipated to be operational in 2025. The City is also actively working with the County Housing Authority on the Buena Vista Redevelopment Project. Charities Housing is anticipated to begin construction of the 3001 El Camino Real affordable housing project in winter 2025. The City committed $5 million in funding in Janurary, 2025. facilitate requests for reasonable accommodation to land use decisions and procedures regulating the siting, funding, development, and use of housing for people reasonable accommodation requests received, and their outcomes, in the Annual housing opportunities for those with disabilities. Operations. Program 6.2: Family Housing and Large Units Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 113 Packet Pg. 313 of 711 Page 21 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.2A Research and implement incentives to encourage larger units, such as FAR exemptions for three or more bedroom units, and creation of family-friendly design standards. Meet with housing stakeholders and conduct public hearings before the Planning and Transportation Commission to receive public and commissioner input on ways to achieve stated objective. Make recommendations to Council and follow up with an ordinance to effect a change in local zoning regulations as directed. development of large housing units in areas with larger concentrations of overcrowding (along Embarcadero Road northeast of Highway 101 and south of Alma Street) through code amendments that incentive large family housing units and family-friendly designs, with the goal of a housing stock where large units comprise 10 percent of all new rental units. June 2025 and adopt recommended actions by June 2026. following staff analysis and Planning and Transportation Commission public hearings and feedback, the City Council approved modifications to the Housing Incentive Program ordinance, including a provision incentivizing larger units that can accommodate families by allowing density/floor area ratio increases for "family-friendly units" consisting of three or Program 6.3: Middle Housing Program square feet per unit for SB 9 projects that result in creation of three or more detached units on a single- family lot. Refine objective design standards and development standards based on experience with December 2026. than ADU development, on single-family zoned lots in racially concentrated areas of affluence during the planning period support smaller-scale “missing middle” development referenced programs smaller-scale development projects in Operations. Program 6.4: Homelessness Program Parking Program. Research the feasibility and extend the safe parking program to City parks, parking lots and commercial lots. Expand program services to include case management and explore opportunities to provide December 2028. living in vehicles by annually moving 40 percent of individuals using Safe Parking to housing as it becomes available. to residents at public counters, on the City website, and at Safe Parking areas. directory was created in 2023 and has been widely Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 114 Packet Pg. 314 of 711 Page 22 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.4C Expand the City’s homeless prevention program to include renter protections, including security deposit limits, eviction reductions and financial assistance for utilities. Identify funding sources, such as Human Services Resource Allocation Process (HSRAP) funds to support households at risk of homelessness; engage with homelessness stakeholders, conduct hearings before the Planning and Transportation and City Council and make recommendations to support objective; implement based on available funding. 2023 and complete by June 2024. to advance objective. of needs funding categories continues to include homeless services (including prevention) and for the FY26/27 RFP added Housing Support Services as an allowable funding category. FY26/27 HSRAP funding was provided to five organizations servicing the unhoused for a total HSRAP investment of $289,865. Complete (code amendments). Ongoing (funding source Antonio Road for use as a temporary bridge housing facility to provide accommodations for individuals who are actively engaged in services leading to permanent housing. Engage with stakeholders, including the State Department of Housing and Community Development, LifeMoves, Santa Clara County Office of Supportive on an ongoing basis throughout the planning period. uptake by engaging in ongoing outreach to the unhoused, ensuring support services, connectivity, and transitional housing for, at a minimum 88 households annually. working with key stakeholders and its homeless outreach team to develop an outreach plan to ensure robust uptake of the new facility when it opens in opportunities for Homekey funding or other similar funding sources to convert hotels to permanent or interim housing for persons experiencing homelessness or at risk of homelessness. Work with stakeholders to identify additional funding opportunities and locations to support homelessness population and those at risk Operations. The City regularly accesses suitability of new sources of funding to support the homeless population and those at risk of homelessness. Program 6.5: Alternate Housing services to provide shared housing arrangements. Identify opportunities to extend home sharing services to Palo Alto and promote on the City’s website as have been initiated regarding shared housing arrangements in the City. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 115 Packet Pg. 315 of 711 Page 23 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.5B Allow innovative housing structures, such as micro-unit housing and new shared and intergenerational housing models, to help meet the housing needs of aging adults, students, and lower-income individuals citywide. Meet with housing stakeholders and conduct public hearings before the Planning and Transportation Commission to receive public and commissioner input on ways to achieve stated objective. To the extent that density presents a constraint on development of alternative housing types, identify sites where elimination of maximum dwelling units per acre is appropriate. Because impact fees assessed per unit inordinately impact alternative housing types, adjust fees to apply to square footage. Make recommendations to Council and follow up with an ordinance to effect a change in local models in 2024 and present initial findings in 2025 to Commission, public, and stakeholders. Adopt ordinance revisions as appropriate before December 31, 2026. Adjust fees to apply by square footage, to encourage alternative housing types, in Fall 2024 team completed the existing conditions analysis and recommended alternatives in December 2025. These alternatives will be presented to the Planning and Transportation Commission in early 2026. residential zones. Include a set of objective standards to provide certainty to applicants through the permitting amendments by June 2025. amendments were adopted by the City Council in Code Sections 65650 et seq., which require that Supportive Housing meeting the standards in the statute be treated as a by-right use where multifamily and mixed uses are permitted, including nonresidential zones permitting multifamily uses. Amendments will also be made to allow transitional and supportive housing, as defined in Government Code Section 65582, to be permitted as a residential use in all zones allowing residential uses and only subject to those restrictions that apply to other residential dwellings of the same amendments by January 2025 amendments were adopted by the City Council in January 2025. Code sections 65660 et seq., which require a Low Barrier Navigation center to be a use by-right in areas zoned for mixed-use and nonresidential zones permitting multifamily uses, provided specific amendments were adopted by the City Council in January 2025. Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 116 Packet Pg. 316 of 711 Page 24 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.5F Amend the PAMC parking regulations for Homeless and Emergency Shelters and Navigation Centers to comply with Government Code section 65583, subdivision (a)(4)(A). Allow emergency shelters in the ROLM(E) zone to be approved ministerially, without discretionary action, remove distance requirements, adjust length of stay requirements, and ensure that the development standards for shelters are in compliance with statutory amendments were adopted by the City Council in January 2025. with the Employee Housing Act (including California Health and Safety Code sections 17021.5, 17021.6, and 17021.8) to state that farmworker housing up to 36 beds or 12 units are to be permitted as an agricultural use and therefore “by right” in the AC and OS zones and no discretionary permit would be required of employee housing providing accommodation for six or fewer employees if discretionary permits are not required of a amendments were adopted by the City Council in January 2025. Program 6.6: Fair Housing apartment managers, and tenants relative to fair housing requirements, regulations, and services via public counters, the City’s website, social media, community announcements and in response to telephone inquires. Provide materials in English, Spanish, and Chinese. May 31, 2024 and implement annually thereafter. providers, and housing professionals. Prioritize neighborhoods with lower income residents and cost burdened renters, including at least 20 individuals in South Ventura and North of Downtown, adjacent to Menlo Park. Operations. The City has contracted with a fair housing services organization to conduct outreach and distribute materials. The City also held a Housing Fair on May 17, 2025 to provide housing projects and will require developers to advertise to under-represented, socio-economically sensitive communities (as defined in Appendix C, AFFH Analysis) along Alma Road to indicate the availability of housing May 31, 2024. condition of residential permit approvals Citywide. applicable, affirmative marketing of affordable housing units in residential projects is required as a Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 117 Packet Pg. 317 of 711 Page 25 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.6C Prepare an area plan for the San Antonio Road Corridor, including the ROLM/GM Focus Area. Collaborate with local organizations and residents to facilitate neighborhood planning that integrates housing with safe multi-modal transportation and provides access to amenities, parks and open space, placemaking improvements, and mitigations for environmental December 31, 2024. opportunity and in areas projected for growth in lower income housing, along the San Antonio Road corridor. project wrapping up in October 2025. Alternatives will be presented to the community in 2026. Plan anticipated to be adopted in early 2028. (e.g., social media, newspaper ads, and public service announcements at local radio and television channels) related to fair housing programs and opportunities for Palo Alto residents. Public announcement will be provided in English, Spanish, and Chinese. biannually thereafter. the planning period. Operations. The City has contracted with a fair housing services organization to support the public awareness of related programs and opportunities through multilingual random compliance testing of rental properties in South Ventura at least twice per year during the planning period. Refer individuals to State Fair Employment and Housing, HUD Fair Housing and Equal Opportunity division, and other legal services as with non-profit service providers. approximately 10 percent annually in the years following implementation of this program. Operations. The City has contracted with a non-profit service provider to conduct compliance testing. through the Action Plan process for the use of CDBG funds. update. Operations. The City continues to allocate CDBG funding to fair housing- accessible to lower income residents citywide, especially in high opportunity and resource-rich areas through use of the City’s Below Market Rate (BMR) requirements. Continue to give priority for use of Housing Trust Funds, development of city-owned properties, and use of grant funding for housing to projects located in high opportunity and resource-rich areas. Pursue additional funding sources, such as State grants. are proposed and City prepares notices of grant funding. for very-low income, and 896 units for low-income households in high opportunity and resource-rich during the planning period. Operations. The City continues to enact its Below Market Rate Housing requirements city-wide. In 2025, the City committed funding for a new construction affordable development in a High Resource area and advanced affordable housing development opportunities on a city-owned High Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 118 Packet Pg. 318 of 711 Page 26 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.6H In addition to existing funding, develop or identify a source for the City to provide expanded funding to non- profit service providers. Ongoing and expanded funding will support efforts to address housing discrimination in the City, to conduct site tests, and to educate the general public on fair housing issues. prepare an application for new funding by Fall 2024. additional 20 residents annually. Operations. The City continues to monitor available funds and apply as applicable, such as for the HCD Encampment including the following: eviction reduction; rental registry program; security deposit limit; right to counsel. Specific proposals include: Fair Chance Ordinance for persons with criminal records, self- funded rental registry and survey program; expanding AB 1482 protections to apply to new construction and limiting security deposits 1.5x of monthly rent for unfurnished units. Local relocation assistance requirements were significantly expanded in 2022. December 1, 2023 with implementation completed by the following dates: June 2024 (Fair Chance Ordinance, rental registry program, eviction reduction and security deposit limit legislation) and December 2027 (right to counsel) displacement and evictions to establish baseline, trends, and develop policies that would reduce unjust evictions. deposit limit of 1.5x of monthly rent was adopted by the City Council in 2023. Just cause eviction protections were enacted by the City Council in 2023. The City's Rental Registry Program implementation began in 2024; Program Year 1 (FY 2024-2025) completed and launch of Program Year 2 (FY 2025-2026) commenced; the Rental Registry Program now operates on an ongoing basis and can now be used for tracking tenant displacement and evictions to establish a baseline, trends, and to develop policies that would reduce unjust evictions. Staff received direction on a draft Fair Chance in Housing Ordinance in April 2025. Staff is tracking regional work on right to counsel- related topics on an ongoing increase of 6% instead of the State’s 10% threshold for noticing. Provide educational materials to landlords and December 1, 2023, with legislation adopted by June law does not permit the City to change its noticing Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 119 Packet Pg. 319 of 711 Page 27 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.6K Promote Housing Choice Vouchers to support housing mobility by educating landlords about income discrimination (i.e., Cannot post “NO Section 8” on applications), with a goal to increase acceptance of Housing Choice Vouchers in high opportunity and high resource areas. Include educational materials as part of number of vouchers allocated under the housing choice voucher program, including project-based vouchers Operations. The City has completed mailings and provided workshops to further educate landlords about income organizations to conduct an annual workshop in the South Ventura and Downtown North neighborhoods to educate tenants and landlords about fair housing requirements. educating at least 20 tenants and landlords annually Operations. The City has contracted with a fair housing services organization to educate tenants and landlords throughout the year. This includes multiple workshops for tenants and landlords regarding fair housing complaints of discrimination (i.e. intaking, investigation of complaints, and resolution) within 3 days and follow up with information on the resources and services available through fair housing services. ensuring timely attention to complaints. Operations. The City has contracted with a fair housing services organization to respond to discrimination complaints and provide mediation responsibilities related to relocation assistance required by the City or state law in the event of an owner move- in, Ellis Act eviction, or property redevelopment. Conduct one workshop for tenants and one workshop for landlords annually, in multiple languages landlords annually. Operations. The City continues to contract with a fair housing services organization that educates tenants and landlords throughout the year. This includes multiple workshops imposition of liens in cases where landlords fail to pay required assistance. June 2024 through Code Enforcement with a goal of minimizing complaints through outreach and education and of ensuring that all tenants receive required Operations. A complaint tracking system through Code Enforcement is in place. Program 6.7: Community Outreach Program Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 120 Packet Pg. 320 of 711 Page 28 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.7A Partner with Human Services for community outreach with a focus on additional engagement to traditionally underrepresented groups. Meet with Human Services representatives bi-annually to formulate strategies aimed at engaging the City’s most vulnerable populations located in areas with lower income households, particularly along Alma Street and Embarcadero Road northeast of Highway 101. meeting by January 2024. through work with Human Services. Operations. The Planning and Development Services Department regularly communicates with the Human Services team. Collaborative events are held to engage the City's most vulnerable populations. A Resource Fair for low income and unhoused individuals was residents and stakeholders to provide meaningful and effective input on proposed planning activities early on and continuously throughout plan development and the public review process. Outreach efforts to disadvantaged communities, , particularly areas with higher poverty rates (University Avenue and Downtown North, and South Ventura neighborhood) and areas designated as moderate resource (along Embarcadero Road northeast of Highway 101) will be a priority. Engagement materials will be made available in multiple languages and the City will ensure that all public meetings are in locations accessible to all amongst City’s underrepresented groups by at least 20% by the end of the planning period. Operations. The City widely distributes materials for outreach efforts in multiple languages. application and processing information to the home building community. and update annually. for very-low income, 896 units for low income, 1,013 units for moderate income, and 2,621 above-moderate households during the planning period. Operations. Housing application and processing information is posted on the City's website and is availability by providing the location, type, and contact information of housing developments in the City on the website. and update annually housing opportunities to lower-income residents concentrated along Alma Street and Embarcadero Road northeast of Highway 101. Operations. Information about lower-income housing developments is posted on the City's website and Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 121 Packet Pg. 321 of 711 Page 29 of 29 2023-2031 HOUSING ELEMENT PROGRAM IMPLEMENTATION, 2025 Program # Implementing Objective Time Frame Quantified Objective 2025 Status 6.7E Develop language accessibility improvements to ensure residents with limited English proficiency have access to housing information. 15, 2025 and full implementation by December 31, 2025. English proficiency residents. been developed to expand language accessibility improvements for housing information. Implementation of these improvements will continue Item 5 Attachment B - 2023-2031 Housing Element Implementation Programs, 2025 Item 5: Staff Report Pg. 122 Packet Pg. 322 of 711 YEAR 01 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09 Income Level RHNA Allocation by Income Level 2023 2024 2025 2026 2027 2028 2029 2030 2031 Total Units Permitted by Income Level Total Remaining RHNA by Income Level % of RHNA Permitted Deed Restricted 0 16 0 16 Non‐Deed Restricted 0 Deed Restricted 0 25 0 25 Non‐Deed Restricted 0 Deed Restricted 39 8 0 47 Non‐Deed Restricted 0 Deed Restricted 71 0 9 80 Non‐Deed Restricted 0 TOTALS 6,086 271 181 173 625 5,461 10.27% 2,164 17.44%457 Moderate 1,013 933 7.90% Above Moderate 2,621 161 132 164 Very Low 778 753 3.21% Low 896 849 5.25% 2023‐2031 Sixth Housing Element Cycle ‐ Regional Housing Needs Allocation Progress Total Units Permitted by Year Extremely Low 778 762 2.06% Item 5Attachment C - City’s RHNAProgress, 2025 Item 5: Staff Report Pg. 123 Packet Pg. 323 of 711 City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Public Works Meeting Date: March 2, 2026 Report #:2511-5420 TITLE Approval of General Service Contract No. C26195719 with Clean Harbors Environmental Services, Inc. in an Amount Not-to-Exceed $1,914,000 to Provide Household Hazardous Waste Management and Emergency Response Services for a Period of Five Years, and Approval of a Budget Amendment in the Refuse Fund; CEQA Status – Negative Declarations Previously Approved RECOMMENDATION Staff recommends that the City Council: 1. Approve and authorize the City Manager or their designee to execute Contract No. C26195719 with Clean Harbors to provide household hazardous waste management and emergency response services for a term of five years and a total not-to-exceed amount of $1,914,000; and 2. Amend the Fiscal Year 2026 Budget Appropriations for the Refuse Fund (requires a 2/3 majority vote) by: a) Increasing the Hazardous Waste appropriation for contract services by $63,000; and b) Decreasing the Refuse Fund balance by $63,000. EXECUTIVE SUMMARY The City’s Household Hazardous Waste (HHW) program has provided collection of HHW since the 1980s. The program provides weekly collection service events for residential HHW, door-to- door collection for physically-limited residents, collection for qualifying businesses, and offers gently used HHW items for reuse. The contract with Clean Harbors will continue the convenient, safe, and proper collection and disposal of HHW services that the community has come to expect. BACKGROUND The City’s HHW program began in 1983 when Palo Alto became the second jurisdiction in the state to provide residential collection of HHW in response to community concerns about toxic wastes in the environment. The objectives of the HHW program are to provide public education Item 6 Item 6 Staff Report Item 6: Staff Report Pg. 1 Packet Pg. 324 of 711 on the safe use, storage, disposal, and alternatives to HHW products, and to provide a convenient point of collection to reduce improper disposal of HHW to storm drains, landfill, and the sanitary sewer. In 1989, AB 939, California’s Integrated Waste Management Act, was enacted which required cities to adopt and submit an HHW Element setting policies, objectives, and programs for collection of HHW in compliance with State mandates. In the early 1990s, the Regional Water Quality Control Plant became a permitted permanent HHW collection facility for residents to use, focusing on the collection and proper disposal of HHW that directly affected wastewater effluent such as photo chemicals, mercury waste, pesticides, and pharmaceuticals. In 2013, the current Household Hazardous Waste Station (HHWS) was constructed. The facility included additional hazardous waste storage lockers and introduced a reuse program to recover gently used HHW items dropped off by residents. Today, the HHWS serves residents at weekly HHW collection events and has one of the highest participation rates in the State at 19.6%. The City has contracted for HHW management and emergency response services since the 1980s, including the acceptance, handling, transportation, and disposal or recycling of various HHW streams collected from the community. Due to stringent local, State, and Federal hazardous waste regulations, and the nature of the work, the City requires the resources of a qualified and experienced contracting firm to manage, transport, and dispose of HHW from the community. The current contract, C21180050, with Clean Harbors Environmental Services, Inc. (Clean Harbors) expired February 11, 20261 and was amended to extend through March 31, 2026. ANALYSIS The City’s HHW program is a long-standing, State-mandated, and essential service to the Palo Alto community, providing public and environmental health benefits. The new recommended five-year contract with Clean Harbors will continue to provide the City with safe and compliant management of HHW and proper staffing of the weekly HHW collection events, and includes the following tasks: 1. Weekly HHW Collection Events: Collection events are conducted every Saturday and the first Friday of each month. During collection events, Palo Alto residents drop off unused, unwanted, or expired household chemicals which are then segregated, packaged, and stored until transported offsite for disposal, recycling, or reuse. 2. HHWS Reuse Zone Program: During collection events, incoming HHW is screened for reusable products, including paint, cleaners, and motor oil that residents can later claim during HHW event hours from the Reuse Zone storage cabinet. 1 City Council, February 8, 2021; Agenda Item #5; SR #11816, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=2222&dbid=0&repo=PaloAlto Item 6 Item 6 Staff Report Item 6: Staff Report Pg. 2 Packet Pg. 325 of 711 3. Door-to-Door HHW Program: To ensure physically-limited residents can dispose of their HHW, the City’s HHW Contractor dispatches personnel to qualified residents’ home to collect and transport waste to the HHWS for proper management. 4. Very Small Quantity Generator Program: Businesses located within the RWQCP service area that generate less than 220 pounds per month of hazardous waste can dispose of their hazardous waste at the HHWS. Businesses must complete paperwork, pay a disposal fee, and set up an appointment through the City’s HHW Contractor. 5. Emergency Response Services: On-call 24-hour emergency response services to assist the City in responding to and cleaning up any hazardous waste spills that occur across the City, as needed. Solicitation Process A formal Request For Proposals (RFP) for the HHW management and emergency response services was posted on the City’s eProcurement system on September 17, 2025. The City received five proposals on October 15, 2025, four of which were deemed responsive, as summarized in Table 1. Table 1: Summary of Solicitation Process: Proposal Description Household Hazardous Waste Management and Emergency Response Services/RFP195719 Proposed Length of Project 5 years Total Days to Respond to Proposal 28 Pre-Proposal Meeting None Pre-Proposal Meeting Date N/A Number of Proposals Received Five Number of Proposals Considered Responsive Four Proposal Price Range $1,860,000 - $3,740,000 A team comprised of three staff from the Public Works Department evaluated the proposals included in Table 2 based on the following criteria: quality and completeness of proposal, effectiveness of proposed solution, experience, cost, financial stability, timely performance, prior record of performance with the City, ability to provide ongoing services, and compliance with applicable regulations. Table 2: Responsive Proposals Received Company Name Location (City, State)Proposal Amount in Years 1 and 2 Proposal Amount Over 5 Years Advanced Chemical Transport, LLC (dba ACTenviro) San Jose, CA $704,000 $3,740,000 Clean Earth Environmental Solutions, Inc. (dba Clean Earth) Rancho Cordova, CA $352,000 $1,860,000 Clean Harbors Environmental Services, Inc. (dba Clean Harbors) San Jose, CA $363,000 $1,914,000 Patriot Environmental Services Richmond, CA $517,000 $2,740,000 Item 6 Item 6 Staff Report Item 6: Staff Report Pg. 3 Packet Pg. 326 of 711 Following a comprehensive evaluation, Clean Harbors received the highest aggregate score and was selected because of the quality and completeness of their proposal, quality and effectiveness of their services, the experience of their field staff, prior record of performance with the City, and their knowledge of hazardous waste regulation compliance. Clean Harbors’ proposal included continued free access to a robust online portal where staff can manage and create hazardous waste profiles, track all hazardous waste shipped offsite, and generate certificates of disposal and various reports. The City currently uses and will continue to benefit from this tool. Additionally, Clean Harbors owns and operates over 50 permitted treatment, storage, and disposal facilities across the United States with the nearest facility located in San Jose, California. The City will continue to benefit from Clean Harbors’ direct ownership of these sites and their ability to use local processing and disposal facilities where possible. The services proposed by Clean Harbors for HHW management, their record of safe and efficient management of the City’s HHW program, and their close attention to State and Federal regulations ensure that the Palo Alto community will continue to receive the high-quality service that they have come to expect and value, and the City will receive the best service for the cost. The selection of Clean Harbors, who holds the current HHW management contract, also ensures a smooth transition into the next contract without interruption of services. 3 of five percent for contract years three through five. The funding needs for the new contract are higher at an additional $63,000 for the first two years than the current contract, and will increase with CPI in subsequent years. Although this is higher than the current annual contract, the last RFP was conducted in 2020, and costs have since increased considerably for labor, supplies, and general cost of living expenses. Clean Harbors’ proposal was the second lowest cost proposal received through the current solicitation, with proposed labor, transportation, and disposal rates increasing only by CPI in later years. Additionally, through negotiations, Clean Harbors further reduced some of their proposed rates for certain waste streams, such as vaping devices and toxic solids, and reduced their emergency service rates by approximately 12%. FISCAL/RESOURCE IMPACT 3 CPI increases in contract years three, four, and five will be determined by the U.S. Bureau of Labor Statistics. Percentage increase will be equal to the change in the CPI for Urban Wage Earners and Clerical Workers for the San Francisco-Oakland-San Jose area, published most immediately preceding the commencement of the applicable contract year and not to exceed five percent. Item 6 Item 6 Staff Report Item 6: Staff Report Pg. 4 Packet Pg. 327 of 711 determined through the annual budget development process and are subject to Council approval. Table 3 summarizes the contract costs. Table 3: Summary of Contract Costs for Contract No. C26195719 with Clean Harbors Contract Year Annual Cost Year 1 $363,000 Year 2 $363,000 Year 3 $374,000 Year 4 $396,000 Year 5 $418,000 Total Contract Not-to-Exceed Amount for 5-Year Term $1,914,000 STAKEHOLDER ENGAGEMENT ENVIRONMENTAL REVIEW 5 which were approved and adopted by the City Council on June 6, 1991 (Negative Declaration No. 91-EIA-12). The Very Small Quantity Generator (previously called CESQG) program was reviewed in the negative declaration for the implementation of the program, which was approved and adopted by Council on June 24, 1993 (Negative Declaration No. 93-EIA-22). ATTACHMENTS APPROVED BY: 5 Household Hazardous Waste Element: IWM-HHW-Element-City-of-Palo-Alto-Jun-1991.pdf Item 6 Item 6 Staff Report Item 6: Staff Report Pg. 5 Packet Pg. 328 of 711 CITY of Palo Alto General Services Agreement 1 Rev. April 9, 2025 CITY OF PALO ALTO CONTRACT NO. C26195719 GENERAL SERVICES AGREEMENT THIS AGREEMENT made and entered into on the 1st day of April, 2026, by and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”), and Clean Harbors Environmental Services, Inc., a Massachusetts Corporation, located at 42 Longwater Drive, Norwell, MA 02061, Telephone Number: 408-451-5000 (“CONTRACTOR”). In consideration of their mutual covenants, the parties hereto agree as follows: 1. SERVICES. CONTRACTOR shall provide or furnish the services (the “Services”) described in the Scope of Services, attached at Exhibit A. Optional On-Call Provision (This provision only applies if checked and only applies to on-call agreements.) Services will be authorized by CITY, as needed, with a Task Order assigned and approved by CITY’s Project Manager. Each Task Order shall be in substantially the same form as Exhibit A-1. Each Task Order shall designate a CITY Project Manager and shall contain a specific scope of work, a specific schedule of performance and a specific compensation amount. The total price of all Task Orders issued under this Agreement shall not exceed the amount of Compensation set forth in Section 5 of this Agreement. CONTRACTOR shall only be compensated for work performed under an authorized Task Order and CITY may elect, but is not required, to authorize work up to the maximum compensation amount set forth in Section 5. 2. EXHIBITS. The following exhibits are attached to and made a part of this Agreement: “A” - Scope of Services “A-1” – On-Call Task Order (Optional) “B” - Schedule of Performance “C” – Schedule of Fees “C-1” – Program Fee Schedule “C-2” – Regional Rate Sheet “C-3” – Emergency Response Rate Sheet “D” - Insurance Requirements CONTRACT IS NOT COMPLETE UNLESS ALL INDICATED EXHIBITS ARE ATTACHED. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 6 Packet Pg. 329 of 711 CITY of Palo Alto General Services Agreement 2 Rev. April 9, 2025 3. TERM. The term of this Agreement is from April 1, 2026 to March 31, 2031 inclusive, subject to the provisions of Sections R and W of the General Terms and Conditions. 4. SCHEDULE OF PERFORMANCE. CONTRACTOR shall complete the Services within the term of this Agreement in a reasonably prompt and timely manner based upon the circumstances and direction communicated to CONTRACTOR, and if applicable, in accordance with the schedule set forth in the Schedule of Performance, attached at Exhibit B. Time is of the essence in this Agreement. 5. COMPENSATION FOR ORIGINAL TERM. CITY shall pay and CONTRACTOR agrees to accept as not-to-exceed compensation for the full performance of the Services and reimbursable expenses, if any: The total maximum lump sum compensation of dollars ($ ); OR The sum of dollars ($ ) per hour, not to exceed a total maximum compensation amount of dollars ($ ); OR A sum calculated in accordance with the fee schedule set forth at Exhibit C, not to exceed a total maximum compensation amount of One Million Nine Hundred Fourteen Thousand Dollars ($1,914,000.00). CONTRACTOR agrees that it can perform the Services for an amount not to exceed the total maximum compensation set forth above. Any hours worked or services performed by CONTRACTOR for which payment would result in a total exceeding the maximum amount of compensation set forth above for performance of the Services shall be at no cost to CITY. 6. COMPENSATION DURING ADDITIONAL TERMS. CONTRACTOR’S compensation rates for each additional term shall be the same as the original term; OR CONTRACTOR’S compensation rates shall be firm for the first two years of the Agreement, and thereafter adjusted annually effective on the commencement of each successive contract year. The lump sum compensation amount, hourly rates, or fees, whichever is applicable as set forth in section 5 above, shall be adjusted by a percentage equal to the change in the Consumer Price Index for Urban Wage Earners and Cl erical Workers for the San Francisco-Oakland- San Jose area, published by the United States Department of Labor Statistics (CPI) which is published most Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 7 Packet Pg. 330 of 711 CITY of Palo Alto General Services Agreement 3 Rev. April 9, 2025 immediately preceding the commencement of the applicable successive contract year, which shall be compared with the CPI published most immediately preceding the commencement date of the then expiring contract year. Notwithstanding the foregoing, in no event shall CONTRACTOR’S compensation rates be increased by an amount exceeding five percent (5%) of the rates effective during the immediately preceding contract year during the term. Any adjustment to CONTRACTOR’S compensation rates shall be reflected in a written amendment to this Agreement. 7. CLAIMS PROCEDURE FOR “9204 PUBLIC WORKS PROJECTS”. For purposes of this Section 7, a “9204 Public Works Project” means the erection, construction, alteration, repair, or improvement of any public structure, building, road, or other public improvement of any kind. Public Contract Code Section 9204 mandates certain claims procedures for Public Works Projects, which are set forth in “Appendix __ Claims for Public Contract Code Section 9204 Public Works Projects”. This project is a 9204 Public Works Project and is required to comply with the claims procedures set forth in Appendix __, attached hereto and incorporated herein. OR This project is not a 9204 Public Works Project . 8. INVOICING. Send all invoices to CITY, Attention: Project Manager. The Project Manager is: Hannah Towne, Public Works Department, Environmental Services Division, 3201 East Bayshore Road, Palo Alto, CA 94303 Telephone: (650)329- 2669. Invoices shall be submitted in arrears for Services performed. Invoices shall not be submitted more frequently than monthly. Invoices shall provide a detailed statement of Services performed during the invoice period and are subject to verification by CITY. CITY shall pay the undisputed amount of invoices within 30 days of receipt. GENERAL TERMS AND CONDITIONS A. ACCEPTANCE. CONTRACTOR accepts and agrees to all terms and conditions of this Agreement. This Agreement includes and is limited to the terms and conditions set forth in sections 1 through 8 above, these general terms and conditions and the attached exhibits. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 8 Packet Pg. 331 of 711 CITY of Palo Alto General Services Agreement 4 Rev. April 9, 2025 B. QUALIFICATIONS. CONTRACTOR represents and warrants that it has the expertise and qualifications to complete the services described in Section 1 of this Agreement, entitled “SERVICES,” and that every individual charged with the performance of the services under this Agreement has sufficient skill and experience and is duly licensed or certified, to the extent such licensing or certification is required by law, to perform the Services. CITY expressly relies on CONTRACTOR’s representations regarding its skills, knowledge, and certifications. CONTRACTOR shall perform all work in accordance with generally accepted business practices and performance standards of the industry, including all federal, state, and local operation and safety regulations. C. INDEPENDENT CONTRACTOR. It is understood and agreed that in the performance of this Agreement, CONTRACTOR and any person employed by CONTRACTOR shall at all times be considered an independent CONTRACTOR and not an agent or employee of CITY. CONTRACTOR shall be responsible for employing or engaging all persons necessary to complete the work required under this Agreement. D. SUBCONTRACTORS. CONTRACTOR may not use subcontractors to perform any Services under this Agreement unless CONTRACTOR obtains prior written consent of CITY. CONTRACTOR shall be solely responsible for directing the work of approved subcontractors and for any compensation due to subcontractors. E. TAXES AND CHARGES. CONTRACTOR shall be responsible for payment of all taxes, fees, contributions or charges applicable to the conduct of CONTRACTOR’s business. F. COMPLIANCE WITH LAWS. CONTRACTOR shall in the performance of the Services comply with all applicable federal, state and local laws, ordinances, regulations, and orders. G. PALO ALTO MINIMUM WAGE ORDINANCE. CONTRACTOR shall comply with all requirements of the Palo Alto Municipal Code Chapter 4.62 (Citywide Minimum Wage), as it may be amended from time to time. In particular, for any employee otherwise entitled to the State minimum wage, who performs at least two (2) hours of work in a calendar week within the geographic boundaries of the CITY, CONTRACTOR shall pay such employees no less than the minimum wage set forth in Palo Alto Municipal Code section 4.62.030 for each hour worked within the geographic boundaries of the CITY of Palo Alto. In addition, CONTRACTOR shall post notices regarding the Palo Alto Minimum Wage Ordinance in accordance with Palo Alto Municipal Code section 4.62.060. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 9 Packet Pg. 332 of 711 CITY of Palo Alto General Services Agreement 5 Rev. April 9, 2025 H. DAMAGE TO PUBLIC OR PRIVATE PROPERTY. CONTRACTOR shall, at its sole expense, repair in kind, or as the CITY Manager or designee shall direct, any damage to public or private property that occurs in connection with CONTRACTOR’s performance of the Services. CITY may decline to approve and may withhold payment in whole or in part to such extent as may be necessary to protect CITY from loss because of defective work not remedied or other damage to the CITY occurring in connection with CONTRACTOR’s performance of the Services. CITY shall submit written documentation in support of such withholding upon CONTRACTOR’s request. When the grounds described above are removed, payment shall be made for amounts withheld because of them. I. WARRANTIES. CONTRACTOR expressly warrants that all services provided under this Agreement shall be performed in a professional and workmanlike manner in accordance with generally accepted business practices and performance standards of the industry and the requirements of this Agreement. CONTRACTOR expressly warrants that all materials, goods and equipment provided by CONTRACTOR under this Agreement shall be fit for the particular purpose intended, shall be free from defects, and shall conform to the requirements of this Agreement. CONTRACTOR agrees to promptly replace or correct any material or service not in compliance with these warranties, including incomplete, inaccurate, or defective material or service, at no further cost to CITY. The warranties set forth in this section shall be in effect for a period of one year from completion of the Services and shall survive the completion of the Services or termination of this Agreement. J. MONITORING OF SERVICES. CITY may monitor the Services performed under this Agreement to determine whether CONTRACTOR’s work is completed in a satisfactory manner and complies with the provisions of this Agreement. K. CITY’S PROPERTY. Any reports, information, data or other material (including copyright interests) developed, collected, assembled, prepared, or caused to be prepared specifically for the purpose of performance of the Services this Agreement will become the property of CITY without restriction or limitation upon their use and will not be made available to any individual or organization by CONTRACTOR or its subcontractors, if any, without the prior written approval of the CITY Manager. L. AUDITS. CONTRACTOR agrees to permit CITY and its authorized representatives to audit, at any reasonable time during the term of this Agreement and for three (3) years from the date of final payment, CONTRACTOR’s records pertaining to matters covered by this Agreement. CONTRACTOR agrees to maintain accurate books and records in accordance with generally accepted accounting principles for at least three (3) following the terms of this Agreement. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 10 Packet Pg. 333 of 711 CITY of Palo Alto General Services Agreement 6 Rev. April 9, 2025 M. NO IMPLIED WAIVER. No payment, partial payment, acceptance, or partial acceptance by CITY shall operate as a waiver on the part of CITY of any of its rights under this Agreement. N. INSURANCE. CONTRACTOR, at its sole cost, shall purchase and maintain in full force during the term of this Agreement, the insurance coverage described at Exhibit D. Insurance must be provided by companies with a Best’s Key Rating of A- :VII or higher and which are otherwise acceptable to CITY’s Risk Manager. The Risk Manager must approve deductibles and self-insured retentions. In addition, all policies, endorsements, certificates and/or binders are subject to approval by the Risk Manager as to form and content. CONTRACTOR shall obtain a policy endorsement naming the CITY of Palo Alto as an additional insured under any general liability or automobile policy. CONTRACTOR shall obtain an endorsement stating that the insurance is primary coverage and will not be canceled or materially reduced in coverage or limits until after providing 30 days prior written notice of the cancellation or modification to the Risk Manager. CONTRACTOR shall provide certificates of such policies or other evidence of coverage satisfactory to the Risk Manager, together with the required endorsements and evidence of payment of premiums, to CITY concurrently with the execution of this Agreement and shall throughout the term of this Agreement provide current certificates evidencing the required insurance coverages and endorsements to the Risk Manager. CONTRACTOR shall include all subcontractors as insured under its policies or shall obtain and provide to CITY separate certificates and endorsements for each subcontractor that meet all the requirements of this section. The procuring of such required policies of insurance shall not operate to limit CONTRACTOR’s liability or obligation to indemnify CITY under this Agreement. O. HOLD HARMLESS. To the fullest extent permitted by law and without limitation by the provisions of section N relating to insurance, CONTRACTOR shall indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents from and against any and all demands, claims, injuries, losses, or liabilities of any nature, including death or injury to any person, property damage or any other loss and including without limitation all damages, penalties, fines and judgments, associated investigation and administrative expenses and defense costs, including, but not limited to reasonable attorney’s fees, courts costs and costs of alternative dispute resolution), arising out of, or resulting in any way from or in connection with the performance of this Agreement. CONTRACTOR’s obligations under this Section apply regardless of whether or not a liability is caused or contributed to by any negligent (passive or active) act or omission of CITY, except that CONTRACTOR shall not be obligated to indemnify for liability arising from the sole negligence or willful misconduct of CITY. The acceptance of the Services by CITY shall not operate as a waiver of the right of Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 11 Packet Pg. 334 of 711 CITY of Palo Alto General Services Agreement 7 Rev. April 9, 2025 indemnification. The provisions of this Section survive the completion of the Services or termination of this Agreement. P. NON-DISCRIMINATION. As set forth in Palo Alto Municipal Code section 2.30.510, CONTRACTOR certifies that in the performance of this Agreement, it shall not discriminate in the employment of any person because of the race, skin color, gender, age, religion, disability, national origin, ancestry, sexual orientation, housing status, marital status, familial status, weight or height of such person. CONTRACTOR acknowledges that it has read and understands the provisions of Section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination Requirements and the penalties for violation thereof, and agrees to meet all requirements of Section 2.30.510 pertaining to nondiscrimination in employment. Q. WORKERS' COMPENSATION. CONTRACTOR, by executing this Agreement, certifies that it is aware of the provisions of the Labor Code of the State of Califor- nia which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that Code, and certifies that it will comply with such provisions, as applicable, before commencing and during the performance of the Services. R. TERMINATION. The CITY Manager may terminate this Agreement without cause by giving ten (10) days’ prior written notice thereof to CONTRACTOR. If CONTRACTOR fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided by law, the CITY Manager may terminate this Agreement immediately upon written notice of termination. Upon receipt of such notice of termination, CONTRACTOR shall immediately discontinue performance. CITY shall pay CONTRACTOR for services satisfactorily performed up to the effective date of termination. If the termination is for cause, CITY may deduct from such payment the amount of actual damage, if any, sustained by CITY due to CONTRACTOR’s failure to perform its material obligations under this Agreement. Upon termination, CONTRACTOR shall immediately deliver to the CITY Manager any and all copies of studies, sketches, drawings, computations, and other material or products, whether or not completed, prepared by CONTRACTOR or given to CONTRACTOR, for the specific purposes of performance of the Services under this Agreement. Such materials shall become the property of CITY. S. ASSIGNMENTS/CHANGES. This Agreement binds the parties and their successors and assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred without the prior written consent of CITY. No amendments, changes or variations of any kind are authorized without the written consent of CITY. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 12 Packet Pg. 335 of 711 CITY of Palo Alto General Services Agreement 8 Rev. April 9, 2025 T. CONFLICT OF INTEREST. In accepting this Agreement, CONTRACTOR covenants that it presently has no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of this Agreement. CONTRACTOR further covenants that, in the performance of this Agreement, it will not employ any person having such an interest. CONTRACTOR certifies that no CITY officer, employee, or authorized representative has any financial interest in the business of CONTRACTOR and that no person associated with CONTRACTOR has any interest, direct or indirect, which could conflict with the faithful performance of this Agreement. CONTRACTOR agrees to advise CITY if any conflict arises. U. GOVERNING LAW. This Agreement shall be governed and interpreted by the laws of the State of California. V. ENTIRE AGREEMENT. This Agreement, including all exhibits, represents the entire agreement between the parties with respect to the services that may be the subject of this Agreement. Any variance in the exhibits does not affect the validity of the Agreement and the Agreement itself controls over any conflicting provisions in the exhibits. This Agreement supersedes all prior agreements, representations, statements, negotiations and undertakings whether oral or written. W. NON-APPROPRIATION. This Agreement is subject to the fiscal provisions of the Charter of the CITY of Palo Alto and the Palo Alto Municipal Code. This Agreement will terminate without any penalty (a) at the end of any fiscal year in the event that funds are not appropriated for the following fiscal year, or (b) at any time within a fiscal year in the event that funds are only appropriated for a portion of the fiscal year and funds for this Agreement are no longer available. This Section shall take precedence in the event of a conflict with any other covenant, term, condition, or provision of this Agreement. X. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE REQUIREMENTS. CONTRACTOR shall comply with CITY’s Environmentally Preferred Purchasing policies which are available at CITY’s Purchasing Division, which are incorporated by reference and may be amended from time to time. CONTRACTOR shall comply with waste reduction, reuse, recycling and disposal requirements of CITY’s Zero Waste Program. Zero Waste best practices include first minimizing and reducing waste; second, reusing waste and third, recycling or composting waste. In particular, CONTRACTOR shall comply with the following zero waste requirements: • All printed materials provided by CONTRACTOR to CITY generated from a personal computer and printer including but not limited to, proposals, quotes, invoices, reports, and public education materials, shall be double- sided and printed on a minimum of 30% or greater post-consumer content Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 13 Packet Pg. 336 of 711 CITY of Palo Alto General Services Agreement 9 Rev. April 9, 2025 paper, unless otherwise approved by CITY’s Project Manager. Any submitted materials printed by a professional printing company shall be a minimum of 30% or greater post-consumer material and printed with vegetable based inks. • Goods purchased by CONTRACTOR on behalf of CITY shall be purchased in accordance with CITY’s Environmental Purchasing Policy including, but not limited to, Extended Producer Responsibility requirements for products and packaging. A copy of this policy is on file at the Purchasing Division’s office. • Reusable/returnable pallets shall be taken back by CONTRACTOR, at no additional cost to CITY, for reuse or recycling. CONTRACTOR shall provide documentation from the facility accepting the pallets to verify that pallets are not being disposed. Y. AUTHORITY. The individual(s) executing this Agreement on behalf of the parties represent and warrant that they have the legal capacity and authority to do so on behalf of their respective legal entities. Z. PREVAILING WAGES This Project is not subject to prevailing wages. CONTRACTOR is not required to pay prevailing wages in the performance and implementation of the Project in accordance with SB 7, if the Agreement is not a public works contract, if Agreement does not include a public works construction project of more than $25,000, or the Agreement does not include a public works alteration, demolition, repair, or maintenance (collectively, ‘improvement’) project of more than $15,000. OR CONTRACTOR is required to pay general prevailing wages as defined in Subchapter 3, Title 8 of the California Code of Regulations and Section 16000 et seq. and Section 1773.1 of the California Labor Code. Pursuant to the provisions of Section 1773 of the Labor Code of the State of California, the CITY Council has obtained the general prevailing rate of per diem wages and the general rate for holiday and overtime work in this locality for each craft, classification, or type of worker needed to execute the Agreement for this Project from the Director of the Department of Industrial Relations (“DIR”). Copies of these rates may be obtained at the Purchasing Division’s office of the CITY of Palo Alto. CONTRACTOR shall provide a copy of prevailing wage rates to any staff or subcontractor hired, and shall pay the adopted prevailing wage rates as a minimum. CONTRACTOR shall comply with the provisions of all sections, including, but not limited to, Sections Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 14 Packet Pg. 337 of 711 CITY of Palo Alto General Services Agreement 10 Rev. April 9, 2025 1775, 1776, 1777.5, 1782, 1810, and 1813, of the Labor Code pertaining to prevailing wages. AA. DIR REGISTRATION. In regard to any public work construction, alteration, demolition, repair or maintenance work, CITY will not accept a bid proposal from or enter into this Agreement with CONTRACTOR without proof that CONTRACTOR and its listed subcontractors are registered with the California Department of Industrial Relations (“DIR”) to perform public work, subject to limited exceptions. CITY requires CONTRACTOR and its listed subcontractors to comply with the requirements of SB 854. CITY provides notice to CONTRACTOR of the requirements of California Labor Code section 1771.1(a), which reads: “A CONTRACTOR or subcontractor shall not be qualified to bid on, be listed in a bid proposal, subject to the requirements of Section 4104 of the Public Contract Code, or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered and qualified to perform public work pursuant to Section 1725.5. It is not a violation of this section for an unregistered CONTRACTOR to submit a bid that is authorized by Section 7029.1 of the Business and Professions Code or Section 10164 or 20103.5 of the Public Contract Code, provided CONTRACTOR is registered to perform public work pursuant to Section 1725.5 at the time the Agreement is awarded.” CITY gives notice to CONTRACTOR and its listed subcontractors that CONTRACTOR is required to post all job site notices prescribed by law or regulation and CONTRACTOR is subject to SB 854-compliance monitoring and enforcement by DIR. CITY requires CONTRACTOR and its listed subcontractors to comply with the requirements of Labor Code section 1776, including: Keep accurate payroll records, showing the name, address, social security number, work classification, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed by, respectively, CONTRACTOR and its listed subcontractors, in connection with the Project. The payroll records shall be verified as true and correct and shall be certified and made available for inspection at all reasonable hours at the principal office of CONTRACTOR and its listed subcontractors, respectively. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 15 Packet Pg. 338 of 711 CITY of Palo Alto General Services Agreement 11 Rev. April 9, 2025 At the request of CITY, acting by its project manager, CONTRACTOR and its listed subcontractors shall make the certified payroll records available for inspection or furnished upon request to the project manager within ten (10) days of receipt of CITY’s request. [For state- and federally-funded projects] CITY requests CONTRACTOR and its listed subcontractors to submit the certified payroll records to the project manager at the end of each week during the Project. If the certified payroll records are not produced to the project manager within the 10-day period, then CONTRACTOR and its listed subcontractors shall be subject to a penalty of one hundred dollars ($100.00) per calendar day, or portion thereof, for each worker, and CITY shall withhold the sum total of penalties from the progress payment(s) then due and payable to CONTRACTOR. Inform the project manager of the location of CONTRACTOR’s and its listed subcontractors’ payroll records (street address, CITY and county) at the commencement of the Project, and also provide notice to the project manager within five (5) business days of any change of location of those payroll records. BB. CONTRACT TERMS. All unchecked boxes do not apply to this Agreement. In the case of any conflict between the terms of this Agreement and the exhibits hereto or CONTRACTOR’s proposal (if any), the Agreement shall control. In the case of any conflict between the exhibits hereto and CONTRACTOR’s proposal, the exhibits shall control. [SIGNATURES SET FORTH ON THE FOLLOWING PAGE] Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 16 Packet Pg. 339 of 711 CITY of Palo Alto General Services Agreement 12 Rev. April 9, 2025 IN WITNESS WHEREOF, the parties hereto have by their duly authorized representatives executed this Agreement on the date first above written. CITY OF PALO ALTO CLEAN HARBORS ENVIRONMENTAL SERVICES, INC. _________________________ By________________________________ CITY Manager or Designee Name _____________________________ Approved as to form: Title_______________________________ ___________________________ CITY Attorney or Designee Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Senior Vice President Marc McReynolds Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 17 Packet Pg. 340 of 711 CITY of Palo Alto General Services Agreement 13 Rev. April 9, 2025 EXHIBIT A SCOPE OF SERVICES CITY owns a permanent Household Hazardous Waste (HHW) Station located at 2501 Embarcadero Way, Palo Alto, CA 94303. The HHW Station is open to residents every Saturday from 9:00 am – 11:00 am and the first Friday of every month from 3:00 pm – 5:00 pm. CONTRACTOR shall operate and manage the HHW Station collection events, the Very Small Quantity Generator (VSQG) program, the Door-to-Door HHW pickup for physically limited residents, and the Reuse Zone for a five-year term. Services will include providing staff, equipment, supplies, traffic cones and signage (CITY will provide additional signage), consolidation, packaging, segregating, storing, transporting, and disposing and/or recycling of HHW. HHW shall be stored onsite pending disposal, and CONTRACTOR shall manage the waste disposal pick-ups in a manner that is safe and cost-effective for CITY. CONTRACTOR shall provide 24-hour hazardous waste emergency spill response services on an as-needed basis. SCOPE OF WORK a. General Requirements and Provisions i. CONTRACTOR shall operate and manage the CITY’s HHW Station collection events, Very Small Quantity Generator (VSQG) program, door-to-door HHW pickups, including all HHW collected through those events and programs; provide equipment and materials for event setup; provide staff and materials to place signage and cones; and collect, segregate, pack, and store HHW at the HHW Station. CONTRACTOR shall also provide 24-hour hazardous waste emergency spill response services on an as-needed-basis. ii. CONTRACTOR shall collect and package all HHW, universal wastes, and hazardous waste for transportation to state and federal approved Treatment, Storage, and Disposal Facilities (TSDFs) and for shipping or transporting to current and future extended producer responsibility (EPR) programs which provide disposal of HHW (Examples: PaintCare, Call2Recycle, and Thermostat Recycling Corporation). CONTRACTOR shall perform all services related to this scope of work in compliance with all applicable laws, permits and regulations including but not limited to: Title 22 of the California Code of Regulations (CCR), Palo Alto’s Permanent Facility Permit and Permit by Rule conditions, applicable California Health and Safety Code requirements, CCR Title 8 (Cal OSHA) and Code of Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 18 Packet Pg. 341 of 711 CITY of Palo Alto General Services Agreement 14 Rev. April 9, 2025 Federal Regulations Title 49 (DOT) sections as well as any other federal, state or local regulations relating to HHW collection, transportation and disposal activities. iii. CONTRACTOR shall designate a Project Coordinator to act as a contact for the coordination and execution of CONTRACTOR's activities. CONTRACTOR's Project Coordinator shall be authorized to act on behalf of CONTRACTOR in all matters pertaining to the contract and will have sufficient knowledge of all aspects of CONTRACTOR's business and the requirements of this contract. Any changes to Project Coordinator shall be requested in writing and subject to approval by CITY’s Project Manager. iv. CONTRACTOR shall collect and manage HHW for the various HHW programs, transport HHW, and manage the disposal of HHW. Upon CONTRACTOR's acceptance of wastes identified for removal, transportation, management and disposal under this contract, CONTRACTOR shall undertake title to, and ownership of, including risk of loss and all other incidents of ownership of such wastes except where the generator is responsible by law. v. CONTRACTOR shall be responsible for preparing and maintaining any and all necessary plans, licenses or other mandatory documents as required by federal, state or local laws, regulations, and ordinances, including but not limited to, health and safety plans, contingency plans and site operations plans. CONTRACTOR shall provide to CITY copies of all plans, licenses or other mandatory documents prepared for the operation of the CITY’s HHW Programs prior to beginning any work. vi. CONTRACTOR shall package, consolidate, store and transport offsite the following HHW when accumulation limits have been reached or when necessary: 1. HHW collected by CONTRACTOR during the HHW Station collection events for residential program; 2. Hazardous waste collected by CONTRACTOR from VSQGs; 3. HHW collected by CONTRACTOR from the door to door program. vii. CONTRACTOR shall provide copies of transportation documents such as but not limited to uniform hazardous waste manifests, non- hazardous waste manifest, bills of lading, land disposal restrictions, certificates of destruction, closed copies of documents listed Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 19 Packet Pg. 342 of 711 CITY of Palo Alto General Services Agreement 15 Rev. April 9, 2025 above, and 303 Summary Reports (waste quantities with management methods), for any hazardous waste shipped to a TSDF or EPR associated entity for proper disposal or recycling. viii. Under these HHW programs, CONTRACTOR shall collect from CITY residents and VSQGs all HHW, with the exception of: 1. Electronic waste (without embedded batteries) 2. Radioactive wastes 3. Infectious waste and bio-hazardous wastes (containing body tissues or fluids) 4. Controlled substances 5. Explosive wastes 6. Marine flares 7. Fireworks 8. Ammunition 9. Large gas cylinders (larger than 5 gallons) 10. Other gas cylinders not listed as acceptable* * Generally acceptable gas cylinders include propane (small, BBQ size), MAPP, isobutane/propane, butane, helium, nitrous oxide, and refrigerants (Freon). In the event that any of the above prohibited HHW items are accepted by CONTRACTOR without prior CITY approval, disposal costs will be the sole responsibility of CONTRACTOR and CONTRACTOR shall properly dispose of these items within the required regulatory timelines, or, immediately for the waste that does not have compliant on-site storage. HHW accepted under these programs may be subject to change at CITY’s discretion. ix. All personnel handling hazardous waste shall be trained in hazardous waste management and have the training as specified in 22 CCR 66264.16, including the use of personal protective safety equipment, and emergency response equipment and procedures as required under applicable state and federal laws and regulations. x. CONTRACTOR shall use the CITY’s permanent EPA Generator Identification Number for the manifesting of wastes collected under all HHW Programs. For emergency spill cleanup services at sites without an existing EPA Generator Identification Number, CONTRACTOR shall use the Santa Clara County Temporary EPA Generator Identification Number. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 20 Packet Pg. 343 of 711 CITY of Palo Alto General Services Agreement 16 Rev. April 9, 2025 b. Documentation i. CONTRACTOR shall prepare, provide and maintain all documentation, certificates and records as required by applicable federal, state and local laws and regulations and the CITY. All documentation shall be filled out clearly, correctly and legibly. Documentation submittals for all work shall include but not be limited to: 1. bills of lading or non-hazardous waste manifests 2. hazardous waste manifests and continuation sheets 3. labpack inventory sheets 4. land disposal restriction notifications 5. hazardous waste profiles 6. certificates of destruction, decontamination, disposal and/or recycling 7. monthly and annual CalRecycle 303 forms as requested 8. inventory of items moved to reuse cabinet 9. event summary reports. ii. Copies of the documentation listed above as well as any other documents required by the CITY's Project Manager shall be furnished to the CITY's Project Manager at the time of waste shipment or within 10 working days. Copies of any manifest attachments shall be provided to the CITY’s Project Manager at the time of transport of waste. iii. CONTRACTOR shall furnish to the CITY’s Project Manager closed originals of all uniform hazardous (and non-hazardous) waste manifests signed by a duly authorized representative of the receiving TSDF within thirty (30) calendar days of waste shipment. iv. CONTRACTOR will, at all times during the transportation, storage, and disposal of wastes know the location, condition and status of each item being managed. CONTRACTOR shall make such information available in written progress reports to the CITY's Project Manager upon request. The progress reports shall include a listing of items removed, referenced by an appropriate identification number and uniform hazardous waste manifest number and a description of the location and status of wastes on date of the written progress report. v. CONTRACTOR shall indicate “Emergency Response” on all relevant documents, including manifests, for any transportation or disposal Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 21 Packet Pg. 344 of 711 CITY of Palo Alto General Services Agreement 17 Rev. April 9, 2025 in connection with hazardous waste emergency response services for incidents occurring within the jurisdictional borders of the CITY. CONTRACTOR shall also include on the manifest a relevant address of the spill location. vi. If required by CITY’s Project Manager, following each waste removal or when waste is shipped to the appropriate TSDF, CONTRACTOR shall provide summary reports listing and sorted by hazardous waste manifest number and by DOT hazard class, and will include the following information for each drum collected: 1. name of HHW (e.g. Flammable Liquids); 2. unique drum ID number; 3. container type/size, quantity; 4. estimated actual quantity of wastes (in pounds exclusive of container and absorbent for solids and gallons for liquids); and 5. TSDF profile number (if applicable); 6. subtotals of the number of drums and weight/volume of wastes for each manifest; 7. DOT hazard class and the total number of drums; and 8. weight/volume of wastes for all hazard classes. vii. If required by the CITY’s Project Manager, CONTRACTOR shall provide the CalRecycle Form 303 (waste quantities with management methods used) collected for each of the HHW programs (residential permanent facility events, VSQG program, door to door collection program) for each fiscal year during the term of the Agreement. CONTRACTOR shall provide the completed Form 303 covering the previous FY (July 1 through June 30) to the CITY no later than 45 days prior to the due date of Form 303 to the State. The CITY will prepare and submit the official CITY of Palo Alto HHW Program CalRecycle 303 forms. c. Spill Prevention and Clean Up i. CONTRACTOR shall use appropriate methods, equipment and practices required by all federal, state and local laws and regulations as well as industry recommended and approved methods, equipment and practices to ensure that no discharges, releases, spills or leakage occurs during the packaging, loading, transportation, storage and disposal of wastes to be managed under this Agreement. In the event of an accidental spill (by or from a resident, CITY staff, or CONTRACTOR) CONTRACTOR is Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 22 Packet Pg. 345 of 711 CITY of Palo Alto General Services Agreement 18 Rev. April 9, 2025 responsible for having supplies (brushes, absorbent, cleaners, small pressure washer, etc.,) on site to properly clean up and manage the spill. ii. In the event of a discharge, release, spill or leakage of hazardous wastes during packaging, loading, transportation, storage or disposal of wastes to be managed under this Agreement, CONTRACTOR shall take appropriate and immediate action to protect human health and the environment. CONTRACTOR shall, at no expense to the CITY, be fully responsible for, and take appropriate and immediate action to remediate and clean-up any such discharge, release, spill or leakage in accordance with all applicable federal, state and local laws and regulations. For small spills CONTRACTOR shall be responsible for having supplies (brushes, absorbent, cleaners, small pressure washer, etc.,) on site to remediate and clean-up any such discharge, release, spill, or leakage. iii. If during loading and transportation on CITY property, there is a discharge, release, spill, or leak of hazardous waste CITY will direct the actions taken. CONTRACTOR shall compensate the CITY for any costs incurred for response to any discharge, release, spill or leakage of hazardous wastes occurring on CITY property during loading, packaging and/or transportation activities caused by CONTRACTOR negligence. iv. CONTRACTOR shall immediately notify the CITY's Project Manager in person or by telephone should any accident or incident occur which results in any discharge, release, spill or leakage which involves any wastes to be managed under this Agreement. CONTRACTOR shall make all notifications and reporting to the appropriate regulatory or emergency response agencies as required under federal, state and local laws and regulations in the event of a discharge, release, spill or leakage of hazardous wastes during transportation, storage or disposal of wastes to be managed under this Agreement. v. If requested by the CITY, CONTRACTOR shall furnish the CITY's Project Manager with a detailed written report describing any discharge, release, spill or leakage of hazardous wastes during transportation, storage or disposal of wastes to be managed under this Agreement that required notification to the CITY or any federal, state and local regulatory or emergency response agency Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 23 Packet Pg. 346 of 711 CITY of Palo Alto General Services Agreement 19 Rev. April 9, 2025 within 5 days. vi. The HHW drop-off events take place outdoors. CONTRACTOR shall protect the collection area from any runoff of residual materials from garbage bins, collection area, or spills. CONTRACTOR shall develop a plan to use for inclement weather to protect against any runoff of HHW materials from garbage bins, the collection area, or accidental spills and include the procedures in the HHWS’s Operations Plan. d. HHW Station Collection Events The CITY’s HHW Station collection events are permitted under a Permanent Household Hazardous Waste Collection Facility Permit (PHHWFP). The events are held at 2501 Embarcadero Way, Palo Alto every Saturday from 9:00 a.m. to 11:00 a.m. and on the first Friday of the month from 3:00 to 5:00 p.m. (excluding holidays to be confirmed by the CITY’s Project Manager). i. CONTRACTOR shall staff and operate the HHW Station collection. CONTRACTOR shall be responsible for: 1. Event preparation; 2. Tear down and clean-up in accordance with Title 22 regulations, as amended, in accordance with federal, state, and local laws and regulations; 3. Provide all staff, labor, materials, tools and equipment for handling, identification, profiling, packaging, labeling, marking, placarding, manifesting, loading, transportation, and final disposal of collected hazardous wastes. 4. Supply sufficient traffic cones to identify entrance lane at the entrance to the HHW Station at the end of Embarcadero Way. CITY will provide guidance as to where CONTRACTOR staff are to place the cones. 5. Thoroughly screen all incoming HHW items prior to acceptance. CONTRACTOR shall not accept prohibited items listed in Section a. viii. of this Scope. ii. Conduct all activities and operate collection events in accordance with all applicable federal, state and local laws and regulations, and the health and safety, contingency and operation plans prepared by CONTRACTOR and approved by CITY’s Project Manager. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 24 Packet Pg. 347 of 711 CITY of Palo Alto General Services Agreement 20 Rev. April 9, 2025 CONTRACTOR shall staff the collection events with personnel in sufficient numbers and expertise and provide the list of scheduled personnel, including any changes to the routine assigned staff, to the CITY’s Project Manager one week in advance. As a standard, unless modified by CITY, CONTRACTOR shall provide a total of 8 staff for Saturday events and 5 staff for first Friday events. Additional staff will require prior authorization from CITY’s Project Manager. The CITY reserves the right to increase, decrease or modify the number of staff as may be deemed necessary or expedient by the CITY’s Project Manager. Staffing requirements are outlined as follows: Staffing for Saturday Events: ▪ One (1) Project Manager qualified under CONTRACTOR’S standards with appropriate credentials and experience to oversee all activities and safety during each weekly event (including Friday events). The Project Manager shall be directly responsible for CONTRACTOR’s activities at each event. The Project Manager shall be on site for the duration of the event. If during the course of the term of the contract, CONTRACTOR decides to change or replace the Project Manager, CONTRACTOR shall notify CITY’s Project Manager in writing and the new Project Manager shall meet with City staff in person before the next scheduled HHW event. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) chemist with credentials and certifications to satisfy all applicable federal, state and local laws and regulations governing training for handling, identification, profiling, segregating, packaging, labeling, marking, placarding, manifesting, and transporting of hazardous wastes. These individuals will be qualified under CONTRACTOR’s standards and on-site for the duration of the events. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide four (4) technicians for performing the duties under the direction of the Project Manager and site chemists, including, but not limited to, screening each load of HHW for prohibited items, vehicle unloading and hazardous wastes handling, segregating, packaging, labeling, marking, placarding, and manifesting. Technicians shall have the appropriate level of training, for the duties they are to perform, as required by applicable federal, state and local laws. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) “reuse“ technician for the Saturday event for performing the following duties, including, but not limited to: • segregating reuseable household products collected during the HHW collection event; • ensuring the products meet the City of Palo Alto’s Quality Assurance Plan criteria; Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 25 Packet Pg. 348 of 711 CITY of Palo Alto General Services Agreement 21 Rev. April 9, 2025 • cleaning product containers; • checking the reusable items active ingredients against CITY’s banned chemicals list; • adding the products to the reuse cabinets; • maintaining the Reuse Zone shed and path in a clean and tidy manner; • organizing chemicals inside the reuse sheds by type or use; • weighing and inventorying the items placed in the shed; • communicating to the chemist and technicians the product needs; and, • assisting residents with reuse as needed. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) survey taker for the Saturday event for performing the following duties, including, but not limited to: • verifying participants' residence status; • gathering survey information (forms provided by CITY); • answering questions and distributing educational CITY provided literature; • providing traffic control; and • preventing walk-in access to the event. Survey takers shall wear appropriate safety equipment including safety vests while working and shall be on site for the public drop-off hours for each event. Staffing for Friday Events: ▪ One (1) Project Manager with appropriate credentials and experience to oversee all activities and safety during each event. The Project Manager shall have the same expertise and functional responsibilities as required by the Project Manager for the Saturday event, but shall also serve as a public liaison if required. Public liaison role includes being knowledgeable of local solid waste recycling and disposal options for CITY residents. CITY will provide relevant information to the Project Manager. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) chemist with credentials and certifications to satisfy all applicable federal, state and local laws and regulations. The chemist shall have credentials and certifications to satisfy all applicable federal, state and local laws and regulations governing training for handling, identification, profiling, segregating, packaging, labeling, marking, placarding, manifesting, and transporting of hazardous wastes. These individuals shall have as a minimum, the equivalent of a Bachelor's degree in chemistry and three years of experience in hazardous wastes. The chemists shall Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 26 Packet Pg. 349 of 711 CITY of Palo Alto General Services Agreement 22 Rev. April 9, 2025 be on site for the duration of the events. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) technician for performing the duties under the direction of the Project Manager and the Chemist. The technicians shall have expertise in the following activities, including, but not limited to, vehicle unloading and hazardous wastes handling, segregating, packaging, labeling, marking, placarding, and manifesting. Technicians will have the appropriate level of training, for the duties they are to perform, as required by applicable federal, state and local laws. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) “reuse“ technician for the Saturday event for performing the following duties, including, but not limited to: • segregating reuseable household products collected during the HHW collection event; • ensuring the products meet the City of Palo Alto’s Quality Assurance Plan criteria; • cleaning product containers; • checking the reusable items active ingredients against the City of Palo Alto’s banned chemicals list; • adding the products to the reuse cabinets; • maintaining the Reuse Zone shed and path in a clean and tidy manner; • organizing chemicals inside the reuse sheds by type or use; • weighing and inventorying the items placed in the shed; • communicating to the chemist and technicians the product needs; and, • assisting residents with reuse as needed. ▪ Unless approved by CITY’s Project Manager, CONTRACTOR shall provide one (1) survey taker for the Friday event for performing the following duties, including, but not limited to: • verifying participants' residence status; • gathering survey information (forms provided by the City); • answering questions and distributing educational City provided literature; • providing traffic control; and • preventing walk-in access to the event. Survey takers shall wear appropriate safety equipment including safety vests while working and shall be on site for the public drop-off hours for each event. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 27 Packet Pg. 350 of 711 CITY of Palo Alto General Services Agreement 23 Rev. April 9, 2025 iii. During the collection events CONTRACTOR shall recycle all clean containers, boxes, and other materials to the extent possible and place them into the recycling bin. CITY’s Zero Waste Staff will provide training to the Site Supervisor on what materials can be recycled. The Site Supervisor shall be responsible for training their staff on what materials can be recycled. iv. For each scheduled event, CITY will provide the following: 1. HHW program advertisement; 2. additional signage; 3. survey forms; 4. literature for survey takers to distribute to event participants; and 5. debris bins for disposal of recyclables and non-hazardous wastes. e. HHW Reuse Zone i. CONTRACTOR shall recover incoming HHW that CITY deems reusable and add those materials to the HHW Reuse Zone cabinet. ii. CONTRACTOR shall assign one appropriately trained staff per event to fulfill the “reuse” technician responsibilities outlined in section d above. iii. As needed and as directed by CITY’s Project Manager, CONTRACTOR shall remove Reuse Zone items that are no longer in good condition, record and maintain weights of any HHW items removed, and clean Reuse Zone shelves and secondary containment. f. PaintCare Program CONTRACTOR shall collect, segregate, store, and dispose of approved paints and paint-related products through PaintCare at no cost to CITY. i. CONTRACTOR is responsible for obtaining an agreement with PaintCare to have paint and paint-related items managed through the PaintCare Program. ii. CONTRACTOR shall arrange with PaintCare to collect, store, manage, and have disposed of approved paint related items. iii. CONTRACTOR shall furnish and maintain at least a 30 cubic yard roll off bin or other bin approved by the CITY to store approved PaintCare related items. The bin shall meet the following Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 28 Packet Pg. 351 of 711 CITY of Palo Alto General Services Agreement 24 Rev. April 9, 2025 specifications: be in good physical condition, fully weather-sealed, and leak proof. Prior to the bin reaching capacity CONTRACTOR shall arrange for the bin to be emptied or replaced with a new empty bin. iv. The cost of managing, transporting, and recycling PaintCare related products shall not be charged to CITY. v. CONTRACTOR may transport the waste or may use an approved PaintCare transporter. CITY will not be charged any fees associated with managing eligible PaintCare related items. g. Call2Recycle (Battery Take Back Program) CONTRACTOR shall use Call2Recycle to dispose of rechargeable batteries. Batteries accepted by Call2Recycle include lithium rechargeables, nickel cadmium, nickel metal halide, nickel zinc, and small sealed lead acid (gel cell). i. CONTRACTOR shall follow the requirements of Call2Recycle for sorting, packaging, and sending batteries to Call2Recycle. ii. CONTRACTOR shall setup an account with Call2Recycle or use an existing CITY account to recycle batteries. iii. CONTRACTOR shall not charge the CITY for shipping costs for approved Call2Recycle batteries. In the event that upcoming Extended Producer Responsibility (EPR) Statewide legislation passes during the term of the agreement, CONTRACTOR shall dispose of approved and covered HHW products through the EPR program at no cost to CITY. h. Very Small Quantity Generator Program CITY accepts, at the HHW Station, hazardous waste from businesses that generate less than 220 pounds of hazardous waste, or less than 2.2 pounds of extremely hazardous waste, per month. These businesses are known as Very Small Quantity Generators (VSQG). The business must be located in the Palo Alto Regional Water Quality Control Plant (PARWQCP) service area. The participating Cities include Palo Alto, Mountain View, Stanford , East Palo Alto, Los Altos, and Los Altos Hills. CONTRACTOR shall operate and be responsible for the VSQG Program, under which it shall provide for the appropriate handling, packaging, transportation, and disposal of hazardous wastes generated by VSQGs in the PARWQCP service area. Collection of VSQG hazardous waste generally occurs after 11:00am on Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 29 Packet Pg. 352 of 711 CITY of Palo Alto General Services Agreement 25 Rev. April 9, 2025 Saturday’s or at a time agreed upon by CITY. i. CONTRACTOR shall permit participating and qualified businesses to deliver wastes by appointment with CONTRACTOR to the HHW Station. 1. CONTRACTOR shall verify the VSQG business status, waste type and waste quantities generated. 2. CONTRACTOR is responsible for obtaining the business name, address, and phone number of each participating VSQG through collection and management of CONTRACTOR’s VSQG Data Sheet & Waiver form. ii. CONTRACTOR shall provide an appointment system for signing up VSQGs. As part of the appointment system CONTRACTOR shall at a minimum provide: 1. information and assistance to the VSQG. 2. a toll free telephone number and email dedicated to the Palo Alto VSQG appointments. iii. CONTRACTOR shall properly manage any VSQG wastes. iv. CONTRACTOR shall check the Palo Alto VSQG voicemail and email accounts on a daily basis and respond to all inquiries from VSQGs within two business days. v. VSQG waste shall be combined with the permanent HHW Station program’s waste to minimize the number of containers transported for disposal. vi. CONTRACTOR shall set up a payment system for VSQGs. CONTRACTOR is authorized to collect fees on a cost-recovery basis for services rendered at the time of delivery of the wastes to the HHW Station. CONTRACTOR shall be solely responsible for recovering all VSQG Program fees and costs from the Program participants. 1. CONTRACTOR shall consolidate VSQG waste with other HHW Program waste and provide CITY reimbursement for the amount charged to the VSQG on the monthly invoice that the VSQG appointment occurred. vii. CONTRACTOR shall be solely responsible to maintain all records required by local, state, and federal laws, ordinances, and regulations. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 30 Packet Pg. 353 of 711 CITY of Palo Alto General Services Agreement 26 Rev. April 9, 2025 1. CONTRACTOR shall provide separate Form 303 for VSQG program for the fiscal years the contract is in effect. 2. CONTRACTOR is responsible for providing the business hazardous waste generator identification numbers and permits (as applicable). 3. CONTRACTOR shall provide a copy of the fees charged and collected including copies of proof of payment (i.e. checks, visa, cash). 4. CONTRACTOR shall provide all state and federal land disposal restriction notification forms for hazardous waste subject to land disposal restrictions. 5. CONTRACTOR shall provide hazardous waste profiles required by TSDFs and other waste/recycling facilities; and 6. CONTRACTOR shall provide all bills of lading for non- hazardous wastes collected and managed through the VSQG Program. viii. CONTRACTOR shall retain all VSQG records and make available for inspection, review, and audit by representatives of the PARWQCP jurisdiction during normal business hours throughout the term of the Agreement for a period of three (3) years following the expiration or termination of the Agreement for any reason. ix. CONTRACTOR shall provide a monthly event summary report and submit to the CITY’s Project Manager within one (1) week after each VSQG Program collection event. Each report shall include, at a minimum, the following: 1. VSQG contact information. 2. Copy of all payment records from the VSQG to CONTRACTOR. 3. Type, amount, and quantity of waste accepted for disposal. x. CONTRACTOR shall be responsible for preparing and maintaining any and all necessary plans, licenses or other mandatory documents required for the VSQG Program by regulatory agencies, federal, state or local laws, ordinances or regulations, including but not limited to, health and safety plans, contingency plans and site operations plans. CITY shall provide such reasonable assistance to CONTRACTOR as it may request. CONTRACTOR shall provide to the Project Manager copies of all plans, licenses or other mandatory documents prepared for the operation of the VSQG Program. xi. CONTRACTOR shall solely assume: Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 31 Packet Pg. 354 of 711 CITY of Palo Alto General Services Agreement 27 Rev. April 9, 2025 1. Responsibility for transporting of, including arranging for transportation of all wastes managed under the VSQG Program hereunder; 2. Arranger status for the disposal of all wastes collected and managed under the VSQG Program hereunder; and 3. Operator status for all wastes collected and managed through the VSQG Program hereunder. CITY expressly disclaims any responsibility or liability for tracking of participating businesses, including waste quantities and types. To the extent permitted by law, CITY disclaims any responsibility, liability, or status in connection with the VSQG Program under the Agreement. CITY assumes no title to nor ownership of the wastes collected, transported, recycled or disposed of through the VSQG Program. CITY will not be deemed a transporter, disposer, operator or generator for, such wastes collected and managed under the VSQG Program except as may be established by law. In addition, CITY disclaims any responsibility or liability for arrangement of delivery, collection, transportation, recycling or disposal of such wastes collected and managed under the VSQG Program hereunder. i. Door-To-Door Collection for Residents with Physical Limitations in Palo Alto CONTRACTOR shall operate CITY’s door to door collection program for residents with physical limitations. The service generally operates on the first Saturday collection event days (alternate times and days may be arranged upon approval from CITY’s Project Manager) and services those individuals such as seniors and physically limited residents who may have difficulty attending the HHW collection events due to medical reasons. CITY staff will ensure residents are eligible for the program and will route the contact information to CONTRACTOR. CONTRACTOR shall contact the residents and schedule an appointment to collect the waste. All HHW collected from the physically limited residents shall be combined with and stored at the permanent facility. CONTRACTOR shall document the waste types and quantities collected for each pickup and submit to CITY’s Project Manager within 5 business days. j. 24-Hour Emergency Response Services In the event of a hazardous materials or waste incident (abandoned waste, spill, leak, etc.) that requires services beyond those CITY is capable of providing internally, CONTRACTOR shall provide emergency response services. CONTRACTOR’s contact information can be obtained from the Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 32 Packet Pg. 355 of 711 CITY of Palo Alto General Services Agreement 28 Rev. April 9, 2025 CITY’s Project Manager. CONTRACTOR shall provide the following services: i. Upon notification from CITY, CONTRACTOR shall respond within 4 hours of notification. ii. CONTRACTOR shall furnish a vacuum tanker services or a mini- guzzler vacuum service for pumping of underground tanks and utility vaults (may involve PCB contaminated wastes). iii. CONTRACTOR shall furnish personnel and materials and/or equipment for waste containment. iv. CONTRACTOR shall provide spill clean-up and site decontamination. v. CONTRACTOR shall provide as needed Hazcat identification of unknowns. vi. CONTRACTOR shall package, transport, and dispose of any hazardous waste. vii. CONTRACTOR shall provide proper shipping documents such as hazardous waste manifest, bill of lading, or non -hazardous waste manifest. viii. CONTRACTOR shall provide to CITY’s Project Manager 24-hour emergency contact telephone numbers and notification procedures for requesting emergency response services. Upon notification by the Project Manager or their designee, CONTRACTOR shall mobilize appropriate personnel, materials and equipment to respond to incidents to provide emergency response services. Waste collected during the emergency response shall be immediately disposed by CONTRACTOR. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 33 Packet Pg. 356 of 711 CITY of Palo Alto General Services Agreement 29 Rev. April 9, 2025 EXHIBIT B SCHEDULE OF PERFORMANCE CONTRACTOR shall perform the Services as needed by CITY during the five-year contract term in accordance with the Scope of Services set forth in Exhibit A. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 34 Packet Pg. 357 of 711 CITY of Palo Alto General Services Agreement 30 Rev. April 9, 2025 EXHIBIT C SCHEDULE OF FEES CHOOSE ONE OF THE FOLLOWING TYPES OF STANDARD COMPENSATION LANGUAGE AND MODIFY AS NECESSARY ALTERNATIVE 1. Compensation based upon deliverables CITY shall compensate CONTRACTOR for performance of the Services according to the following schedule, with the maximum amount of compensation not to exceed the amount stated in Sections 5 and 6 of this Agreement: PHASE OF PROJECT DELIVERABLE % OF TOTAL AMOUNT (INCLUDING REIMBURSABLES 1. PHASE ONE 2. PHASE TWO 3. PHASE THREE 4. ACCEPTANCE TEST TOTAL 100% All Payments are based upon CITY’s acceptance of CONTRACTOR’s performance of the phase as evidenced by successful completion of the Deliverable for that Phase. CITY shall have no obligation to pay unless CONTRACTOR has successfully completed and CITY has approved the Project Phase for which payment is due. The maximum amount of compensation to be paid to CONTRACTOR, including both payment for services and reimbursable expenses, shall not exceed the amounts stated in Sections 5 and 6 of the Agreement. Any hours worked for which payment would result in a total exceeding the maximum amount of compensation set forth herein shall be at no cost to CITY. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 35 Packet Pg. 358 of 711 CITY of Palo Alto General Services Agreement 31 Rev. April 9, 2025 ALTERNATIVE 2. Compensation based upon task CONTRACTOR shall perform the tasks as described and budgeted below. CITY’s Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below provided the total compensation for the Services including reimbursable expenses, does not exceed the amounts set forth in Sections 5 and 6 of the Agreement. Any services provided or hours worked for which payment would result in a total exceeding the maximum amount of compensation set forth herein shall be at no cost to CITY. DESCRIPTION OF TASK NOT TO EXCEED COMPENSATION PER TASK INCLUDING REIMBURSABLES Task 1 $ ( ) Task 2 $ ( ) Task 3 $ ( ) Task 4 $ ( ) Task 5 $ ( ) Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 36 Packet Pg. 359 of 711 CITY of Palo Alto General Services Agreement 32 Rev. April 9, 2025 ALTERNATIVE 3. Compensation based upon fee schedule CITY shall pay CONTRACTOR according to the following rate schedules. The maximum amount of compensation to be paid to CONTRACTOR, including both payment for services and reimbursable expenses, shall not exceed the amounts set forth in Section 5 of the Agreement . Any services provided or hours worked for which payment would result in a total exceeding the maximum amount of compensation set forth herein shall be at no cost to CITY. The fee schedules attached hereto in Exhibit C-1 and C-2 shall apply during the first two years of the term of the Agreement. Thereafter, CONTRACTOR’s compensation rates shall be adjusted annually effective on the commencement of the 3rd year, as follows: Each unit price, hourly rates, and fee, as set forth the attached fee schedule, shall be adjusted by a percentage equal to the change in the Consumer Price Index for Urban Wage Earners and Clerical Workers for the San Francisco-Oakland-San Jose area, published by the United States Department of Labor Statistics (CPI), published most immediately preceding the commencement of the applicable contract year, compared with the CPI published for the prior year. Notwithstanding the foregoing, in no event shall CONTRACTOR’s compensation rates be increased by an amount exceeding five percent of the rates effective during the immediately preceding contract year. CONTRACTOR shall be solely responsible for notifying CITY’s Project Manager in writing of their intent to exercise the right to initiate annual CPI increase. CPI increase percentage shall be verified by CITY’s Project Manager and once confirmed as accurate, CONTRACTOR shall provide updated rate sheets to CITY. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 37 Packet Pg. 360 of 711 CITY of Palo Alto General Services Agreement 33 Rev. April 9, 2025 EXHIBIT C-1 PROGRAM FEE SCHEDULE [ATTACHED] Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 38 Packet Pg. 361 of 711 EXHIBIT C-1 HHW GENERATED HAZARDOUS WASTE MANAGEMENT PROGRAM FEE SCHEDULE Labor Setup and Mobilization/Demobilization Prices Fee Item Description Price 1 Mobilization, Set-up, Demobilizaiton for facility collection events (Saturday Events) Standard 8 person crew - Lump sump for staff and materials PER EVENT 2,659.26$ Discount or addition per chemist added or subtracted 375.00$ Discount or addition per technician added or subtracted 325.00$ Discount or addition per surveyor added or subtracted 275.00$ 2 Mobilization, Set-up, Demobilizaiton for facility collection events (Friday Events) Standard 5 person crew - Lump sump for staff and materials PER EVENT 1,296.88$ Discount or addition per chemist added or subtracted 275.00$ Discount or addition per technician added or subtracted 225.00$ Discount or addition per surveyor added or subtracted 200.00$ 3 Door To Door Program - Price per household serviced 79.45$ 4 Standard Hourly Technician Rate 65.00$ On-call cleaning of HHW Station sheds, Reuse Zone, secondary containment Waste Unit Prices Fee Item Waste Description Management Method 5 gallon 20 gallon 30 gallon 55 gallon CY Box 5 Latex Paint Recycle 6 Oil Based Paint Recycle Fuel Substitution $52.50 $105.00 $131.25 $175.00 Incineration $42.33 $84.67 $105.83 $141.11 Alternative Method 8 Flammable Liquids - Poisons or Toxics Incineration $78.28 $158.62 $195.70 $261.62 Fuel Substitution $67.00 $131.00 $165.00 $219.00 $769.00 Incineration $72.10 $140.08 $177.16 $235.87 $588.13 Alternative Method Recycle $12.00 $25.00 $29.00 $32.00 Landfill Recycle $12.00 $25.00 $29.00 $32.00 Landfill Fuel Substitution $127.50 $255.00 $318.75 $425.00 $1,487.50 Incineration $53.15 $106.30 $132.87 $177.16 $688.00 Alternative Method Incineration $70.00 $137.00 $174.00 $202.00 $707.00 Landfill $51.00 $102.00 $127.50 $170.00 $595.00 14 PCB Light Ballast Incineration $180.00 $362.00 $452.00 $603.00 Incineration $97.50 $195.00 $243.75 $325.00 Recycle $112.50 $225.00 $281.25 $375.00 Landfill $90.00 $180.00 $225.00 $300.00 16 Poison/Toxic Solids Incineration $78.28 $158.62 $195.70 $261.62 $879.62 17 Fluorescent Lamps Tubes Recycle Price Per Linear Foot:$0.17 18 Compact Fluorescent Lights Recycle Price Per Pound:$3.69 19 Compact Fluorescent Lights (u-shaped, other) Recycle Price Per Pound:$3.69 Recycle Incineration $72.10 $140.08 $177.16 $235.87 $588.13 Treatment/Neutralization $73.50 $147.00 $183.75 $245.00 Incineration $70.04 $136.99 $172.01 $229.69 Treatment/Neutralization $73.50 $147.00 $183.75 $245.00 Incineration $70.04 $136.99 $172.01 $229.69 Treatment/Neutralization $68.00 $133.00 $167.00 $223.00 Incineration $74.16 $148.32 $184.37 $247.20 Treatment/Neutralization $68.00 $133.00 $167.00 $223.00 Alternative Method $74.16 $148.32 $184.37 $247.20 25 Propane Cylinders (up to 1 pounds; and, including MAPP, isotutane/propane, butane, and helium)Recycle $68.29 $136.58 $170.72 $227.63 $6.70 per cylinder 26 Propane Cylinders - BBQ Size (up to 50 pounds)Recycle Price Per Tank:$13.18 Recycle $180.00 $362.00 $452.00 $603.00 Incineration Landfill $67.50 $135.00 $168.75 $225.00 Recycle $225.57 Incineration $250.00 Landfill Recycle Incineration Landfill Recycle Incineration Landfill Recycle Incineration Landfill Recycle Incineration Landfill Recycle Incineration Landfill Recycle Incineration Landfill Recycle Incineration 11 CALL2RECYCLE NO CHARGE TO THE CITY CALL2RECYCLE NO CHARGE TO THE CITY CALL2RECYCLE NO CHARGE TO THE CITY CALL2RECYCLE NO CHARGE TO THE CITY 12 Aerosol Cans (partially full) Corrosive, Flammable or Poisons Empty Gasoline Containers (5 gal. or less) Contaminated Debris (absorbents/solids with hydrocarbons) 13 15 Non-PCB Light Ballast 20 Paint Related Material 24 Oxidixer Liquids 33 Lead Acid (whole) (Universal Waste Batteries) 32 34 Lead Acid (broken or leaking) (Universal Waste Batteries) Nickel Zinc (Universal Waste Batteries) 30 Nickel Cadmium (Universal Waste Batteries) 31 Nickel Metal Hydride (Universal Waste Batteries) Zinc Carbon/Alkaline (Universal Waste Batteries) 27 28 Lithium (Universal Waste Batteries) 29 Lithium - Rechargables (Universal Waste Batteries) 21 Inorganic Acids or Bases 22 Organic Acids or Bases 23 Oxidizer Solids Unit prices for packaging, transporting, and disposal Flammable Solids Empty Steel Cans 9 10 PAINTCARE NO COST TO THE CITY PAINTCARE NO COST TO THE CITY Flammable Liquids (bulk)7 CALL2RECYCLE NO CHARGE TO THE CITY CALL2RECYCLE NO CHARGE TO THE CITY CALL2RECYCLE NO CHARGE TO THE CITY Per hour per technician Sealed Lead-Acid (gel cell) (Universal Waste Batteries) 35 1/23/2026 1 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 39 Packet Pg. 362 of 711 EXHIBIT C-1 Landfill Recycle $61.50 $123.00 $153.75 $205.00 Incineration Landfill 37 Asbestos Landfill $48.00 $96.00 $120.00 $160.00 $560.00 38 Mercury Recycle $650.00 $1,293.68 $1,618.13 $2,156.82 Incineration $204.97 $409.94 $512.42 Treatment/Neutralization Recycle Incineration $78.28 $158.62 $195.70 $261.62 Fuel Substitution Other $78.28 $158.62 $195.70 $261.62 42 Cyanide Incineration $204.97 $409.94 $512.42 $683.23 43 Polychlorinated Biphenyls Incineration $157.50 $315.00 $393.75 $525.00 Recycle $45.73 $91.46 $114.33 $152.44 Fuel Substitution $42.33 $84.67 $105.83 $141.11 Other Recycle $58.71 $117.42 $146.78 $195.70 Landfill Recycle $51.60 $103.21 $129.01 $172.01 Incineration $53.77 $107.53 $134.42 $179.22 47 Flares/Fusees (automotive)Incineration $144.00 48 Flares (marine)Incineration CBC 49 Fire Extinguishers Recycle $25.75 per cylinder Landfill Recycle $58.71 per cylinder Landfill Recycle $61 per cylinder Landfill Recycle $100 per cylinder Landfill Incineration $67.50 $135.00 $168.75 $225.00 Landfill 51 Expired or unwanted medications (no controlled substances)Incineration $67.50 $135.00 $168.75 $225.00 52 Vaping devices Recycle Incineration $270.00 $540.00 $675.00 $900.00 Recycle Incineration $242.00 $540.00 $675.00 $900.00 Fee Item Waste Description Management Method 5 gallon 20 gallon 30 gallon 55 gallon CY Box 53 Compressed gas cylinders (refrigerant gases [freon]; oxygen [used for welding or soldering]; carbon dioxide [CO2 cartridges]; nitrous oxide; mace; pepper spray). Recycle $25.75 per cylinder Incineration $62.83 per cylinder Incineration $150 per cylinder Recycle $58.71 per cylinder Incineration $71.07 per cylinder Incineration $300 per cylinder Recycle $61 per cylinder Incineration $84 per cylinder Incineration $425 per cylinder Recycle $100 per cylinder Incineration $125 per cylinder Incineration $600 per cylinder 54 Ammonia Solutions Incineration $70.04 $136.99 $172.01 $229.69 Fuel Substitution $84.00 $168.00 $210.00 $280.00 Incineration $78.28 $158.62 $195.70 $261.62 Fuel Substitution $63.00 $126.00 $157.50 $210.00 $769.00 Incineration $72.10 $140.08 $177.16 $235.87 $588.13 57 Non-Specified Corrosive Liquids Treatment/Neutralization $75.00 $150.00 $187.50 $250.00 Recycle Fuel Substitution $42.33 $84.67 $105.83 $141.11 Other 59 Small E-Waste (laptops, portable power stations, portable jump starters, etc.)Recycle $60.00 $120.00 $150.00 $200.00 60 Emergency Responses and Tanker Truck Bulk Liquids (1) Specify Method 60a Oily Water (Non-PCB)Treatment/Neutralization Disposal Price Per Gallon:$1.00 60b Oily Water (PCB Contaminated)Incineration Disposal Price Per Gallon:$2.50 60c Solids and Surcharges (if applicable)Price Per Every Percent Solids:see below 60d Tanker Cleanout and Surcharges (if applicable)Tanker Cleanout Per Event Price:case-by-case Notes: 60c Solids and Surcharges Schedule A32 - Oily Water (Non-PCB) Solids Surcharges 5.00% – 19.99% = 20.00% – 29.99% = > 30.00% = DHLI - Oily Water (PCB-Contaminated) Solids Surcharges 5.00% – 10.00% = 10.01% – 15.00% = 15.01% – 20.00% = > 20.00% = additional $0.52gal case by case Disposal Price Per Flare: additional $0.20/gal additional $0.35/gal case by case additional $0.20/gal additional $0.35/gal 50 Sharps 53d Compressed gas cylinders - large 53c Fire Extinguisher - Large Size Fire Extinguisher - Lecture Size Fire Extinguisher - Small Size Fire Extinguisher - Medium Size 41 44 45 49a 49b 49c 49d 36 CALL2RECYCLE NOCHARGE TOTHE CITY Used Antifreeze Water Reactive Wastes Photo Developer Photo Fixer Used Motor Oil Used Oil Filters Spillable Lead Acid Batteries, Wet, Filled with acid (Universal Waste Car Batteries) Used Cooking Oil58 52a Vaping devices containing nicotine Vaping devices without nicotine52b Compressed gas cylinders - medium 53b Compressed gas cylinders - small 53a Compressed gas cylinders - lecture size 55 Non-Specified Flammable or Combustible Liquids 56 Non-Specified Flammable or Combustible Solids Sealed Lead-Acid (gel cell) (Universal Waste Batteries) 46 39 40 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 40 Packet Pg. 363 of 711 EXHIBIT C-1 E-Manifest Fee (each Hazardous Waste Manifest) $ 20.00 27.00$ each Supplies & Materials for waste managed through various EPR programs, unless the EPR Cost +20% reimburses Clean Harbors for supplies and materials. Above pricing will be held firm for the 1st two years of a resultant contract. Rates for years 3, 4 and 5 will be increased by the San Francisco-Oakland-San Jose area CPI. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 41 Packet Pg. 364 of 711 CITY of Palo Alto General Services Agreement 34 Rev. April 9, 2025 EXHIBIT C-2 REGIONAL RATE SHEET Container Size Container Multiplier* 5 gallon or less 55-gallon price x 0.30 (or minimum charge listed below whichever is greater) 6 gallon – 20 gallon 55-gallon price x 0.60 (or minimum charge listed below whichever is greater) 21 gallon – 30 gallon 55-gallon price x 0.75 (or minimum charge listed below whichever is greater) 31 gallon – 55 gallon 55-gallon price x 1.00 56 gallon – 85 gallon (overpacks) 55-gallon price x 1.45 Pallets or cubic yard flexbins 55-gallon price x 3.50 Tote (<300 gallon, TOT2) 55-gallon price x 5.00 Tote (300 - 375 gallon) 55-gallon price x 6.30 1.1. Minimum Container Charges – If the extrapolated rate above is less than the corresponding Minimum Charge in the table below, the Minimum Charge will take precedence. Waste Description Minimum Charge Electronics $17.00 Fuels, Solvent Reclamation, Non-Hazardous Landfill, Oil (non-PCB), Non-RCRA Pharmaceuticals, OneContainer™ Pharmaceuticals (RXMX), Waste-to-Energy $44.00 PCB Oil Dechlorination, Transformer Reclamation, Empty Drum Incineration $55.00 Clean Extraction System, Batteries (except lithium and mercury), Hazardous Landfill, Wastewater Treatment (light), Lab Pack for Fuel, Lab Pack for Aqueous Treatment, Lab Pack for Landfill $72.00 Incineration Liquids, Lightweight Incineration Solids, Biohazardous, PCB Landfill, Corrosive Fuels, Solid Fuels, Lab Pack for Incineration, Lab Pack for Stabilization, RCRA/Universal Waste Pharmaceuticals $94.00 Incineration Solids, Oxidizers, A99s (except reactives and direct burns), PCB Incineration, Wastewater Treatment (heavy), Canadian Landfill, NORM Waste, RCRA - Infectious, TSCA-Infectious, Broken Bulbs Recycling $154.00 Mercury for Incineration, Lab Packs Mercury for Incineration $424.00 RCRA-Regulated DEA Controlled Substances $440.00 Mercury Batteries $484.00 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 42 Packet Pg. 365 of 711 CITY of Palo Alto General Services Agreement 35 Rev. April 9, 2025 Mercury-Containing Devices or Debris for Retort, Lab Pack Mercury-Containing Debris or Devices for Retort $550.00 Mercury Compounds/Salts/Solutions for Retort, Lab Pack Mercury Compounds/Salts/Solutions for Retort $732.00 Reactive Lithium Compounds, Elemental Mercury $605.00 Reactive Alkali Earth Metals for Incineration $605.00 DEA Controlled Lab Packs for Reverse Distribution $957.00 Bulbs /Lamps $72.00 per WCC, per shipment Empty Drums | Empty PCB Drums 5-gallon ≤ 20-gallon > 20-gallon $17.00 $22.00 $44.00 2. Weight Surcharges – Some waste streams may be subject to additional surcharges if containers of the materials exceed a specific weight. Potential weight surcharges for materials in the Fee Schedule are listed below by Waste Classification Code and would be charged in addition to the base disposal price. CONTRACTOR packages and transports all waste streams and shall package waste in a manner to not exceed weight limits. Should weight limits be exceeded, weight surcharges shall not be charged to CITY. CCRK: $1.00 for each pound more than 500 in a single drum $1.00 for each pound more than 1,500 in a single flexbin/tote FB5: $0.79 for each pound more than 200 in a single drum 3. Dedicated or non-milkrun emergency pickups will be charged at full truckload price. Cancellation of a pickup with less than 24 hours’ notice will incur a $350.00 cancellation fee. 4. All transportation rates are based on utilization of Clean Harbors’ transportation equipment or Clean Harbors approved transporters. 5. Pumping Time will be charged at $130.00/hour, which covers the time Clean Harbors is using a vacuum truck to pump materials from a tank(s) or container(s) into the vacuum truck. 6. Clean Harbors requires free and easy access to each pickup site. Drums/containers must be in DOT shippable condition. 7. Reactive alkali metal compounds should typically be packaged in outer metal containers no larger than 5 gallons in size. The inner contents must be less than 5 pounds of reactive metal or less than 20 pounds of reactive batteries in rigid poly containers. Reactive metals and batteries must be packaged under oil. Requests to manage these materials in larger inner charge sizes or larger outer container sizes will be handled on a case-by-case basis. 8. Prices for PCB items are only effective if the items are received within 9 months of the out-of- service date (OSD). Out of Service Date (OSD) for PCB incinerables should be clearly identified in Section 14 of the manifest. Prices for OSD’s exceeding 9 months will be billed as follows: 8.1. Received over 9 months – 1.25 x base price 8.2. Received over 10 months – 1.50 x base price 8.3. Received over 11 months – 2.00 x base price 9. Compressed Gas Cylinder Conditions 9.1. Cylinders with inoperable valves may be subject to rejection or may be charged an additional handling fee of $450. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 43 Packet Pg. 366 of 711 CITY of Palo Alto General Services Agreement 36 Rev. April 9, 2025 9.2. Cylinders with a stuck/ rusted valve cap will be subject to a $55.00 stuck cap charge. 9.3. Cylinders must in DOT-shippable condition. 9.4. Cylinder pricing offered in this proposal is contingent upon approval of the Clean Harbors, LaPorte, TX transfer, storage and disposal facility. Cylinder Sizes Lecture (CYLE) - Up to 3” dia. and 13” length or 4” dia. and 10” length Small (CYSM) - Up to 4” dia. and 24” length Medium (CYME) - Up to 12” dia. and 36” length Large (CYLG) - Up to 16” dia. and 56” length Extra Lrg (CYXL) - Up to 20” dia. and 64” length ½ Ton (CYHT)* - Up to 30” dia. and 52” length or 20” dia. and 82” length Ton (CYTN)* - Up to 24” dia. and 94” length or 30” dia. and 82” length 10. Pricing is based on the current market capacity, conditions and Government regulations. If a significant market-wide pricing, capacity or regulatory change affects our pricing, Clean Harbors will document such changes and approach the City of Palo Alto to re-negotiate pricing. 11. A tank wash or roll-off wash fee of $450.00 will apply any time a wash of a tanker or roll-off is required for non-PCB items. Additional fees will apply for any tank (confined space) entries or PCB washouts. 12. Cleanout/ Decontamination of bulk solid containers or tankers hauling PCB waste that are not in PCB dedicated service may be subject to a PCB cleanout/ decontamination fee of $6,200.00 per container/ tanker. 13. Overpacked drums with the drum inverted will be subject to a $50.00 inverted drum fee. If waste must be overpacked upon receipt at a Clean Harbors’ plant, an overpack fee of $350.00 will be invoiced. 14. A minimum disposal charge of $1,000.00 will be billed for all bulk liquid loads. 15. Bulk Waste Minimum Disposal Charges: Bulk waste delivered to a Clean Harbors’ incinerator, landfill or other end-disposal facility will be subject to the following minimum disposal charges per load: Incineration Solid/Liquids/PCBs - 12 tons Incineration Liquid Fuels- 12 tons Waste Water Treatment - $1,000 Landfill Hazardous - $1,200 Landfill Non-hazardous Solids/Liquids - $1,000 Note: Wastes that are lightweight and priced by the cubic yard will be invoiced based upon the size of the roll-off container, not the contents. The Minimum charge applies to each BIN not the total shipment. Fees & Taxes 15.1. EPA Requires electronic filing and reporting of manifest. To cover the cost of the E- Manifest and administrative cost of entering manifest into the system and managing the data, Clean Harbors will charge $27 per manifest on every invoice. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 44 Packet Pg. 367 of 711 CITY of Palo Alto General Services Agreement 37 Rev. April 9, 2025 EXHIBIT C-3 EMERGENCY RESPONSE RATE SHEET Description UOM Price (USD) FIELD PERSONNEL Field Technician HR $89.75 Field Technician Overtime HR $134.62 Field Technician Doubletime HR $179.50 Field Inspector HR $106.72 Field Inspector Overtime HR $160.08 Field Inspector Doubletime HR $213.46 Equipment Operator HR $111.57 Equipment Operator, Overtime HR $167.35 Equipment Operator, Double Time HR $223.17 Foreman HR $111.57 Foreman Overtime HR $167.35 Foreman Doubletime HR $223.174 Chemist HR $124.92 Chemist Overtime HR $187.38 Chemist Doubletime HR $249.85 Mechanic HR $126.14 Mechanic, Overtime HR $189.21 Mechanic, Double Time HR $252.28 Supervisor HR $130.99 Supervisor, Overtime HR $196.48 Supervisor, Double Time HR $261.98 Lead Chemist HR $144.33 Lead Chemist Overtime HR $216.49 Lead Chemist Doubletime HR $288.66 Site Safety Officer HR $204.98 Site Safety Officer, Overtime HR $307.47 Site Safety Officer, Double Time HR $409.96 TECHNICAL PERSONNEL Welder HR $126.14 Welder Overtime HR $189.21 Welder Doubletime HR $252.28 Field Engineer/Scientist/Geologist HR $139.48 Field Engineer/Scientist/Geologist Overtime HR $209.22 Field Engineer/Scientist/Geologist Doubletime HR $278.96 Senior Engineer/Scientist/Geologist HR $157.67 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 45 Packet Pg. 368 of 711 CITY of Palo Alto General Services Agreement 38 Rev. April 9, 2025 Senior Engineer/Scientist/Geologist Overtime HR $236.50 Senior Engineer/Scientist/Geologist Doubletime HR $315.34 Professional Engineer/LSP HR $198.91 Professional Engineer/LSP Overtime HR $298.36 Professional Engineer Doubletime HR $397.83 ADMINISTRATIVE/MANAGERIAL PERSONNEL On Site Administration HR $84.90 On Site Administration, Overtime HR $127.35 On Site Administration, Double Time HR $169.80 Emergency Response Coordinator HR $164.95 Emergency Response Coordinator, Overtime HR $247.42 Emergency Response Coordinator, Double Time HR $329.90 Project Manager HR $169.80 Project Manager Overtime HR $254.70 Project Manager Doubletime HR $339.60 General Manager HR $211.04 General Manager, Overtime HR $316.56 General Manager, Doubletime HR $422.08 PER DIEM / SUBSISTENCE Per Diem / Subsistence DAY $241.37 MOBILIZATION AND DEMOBILIZATION OF SPECIALTY EQUIPMENT Mileage charge for Heavy Duty / DOT Rated Vehicles MIL no charge $0.00 Mileage Charge for Light Duty / Support Vehicles MIL no charge $0.00 SUPPORT EQUIPMENT 15 Gal HEPA Vacuum DAY $225.60 150,000 BTU Portable Heater DAY $356.59 2 CU YD self dumping hopper DAY $5.62 2,000 - 2,900 Gal Poly Storage Tank DAY $103.09 3,000 - 3,900 Gal Steel Storage Tank DAY $35.17 4,000 - 6,000 Gal Poly Storage Tank DAY $126.14 Air Compressor 175-185 CFM DAY $343.25 Air Compressor 8-10 CFM DAY $158.88 ATV, 4X4 or 4X6 DAY $479.10 Box Truck HR $112.79 Carbon Filter System DAY $326.27 Decontamination Trailer DAY $238.93 Dewatering Box DAY $225.60 Dump Trailer (Trailer Only, Staged on Site) DAY $97.02 Dump Truck, 10 Wheel HR $129.78 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 46 Packet Pg. 369 of 711 CITY of Palo Alto General Services Agreement 39 Rev. April 9, 2025 Emergency Response Van HR $110.37 Frac Tank 20,000 Gal DAY $212.26 Frac Tank, Double Walled DAY $254.70 Generator - 12K Watt DAY $328.69 Generator - 4,000 Watt DAY $181.93 Generator - 5,000 Watt DAY $206.19 Generator - 8,000 Watt DAY $238.93 Halogen Spotlight DAY $137.05 Incident Command Unit DAY $2054.69 Intermodal Container DAY $42.44 Intrinsically Safe Drop Light DAY $137.05 Light Stand DAY $137.05 Light Tower w/Generator DAY $685.30 Manlift DAY $328.69 Office Trailer DAY $150.40 On-site Van Trailer (Tractor not included) DAY $263.19 Personnel Staging Tent, 10x10 ft, Purchased EA $229.23 Personnel Staging Tent, 20' x 30' DAY $197.69 Pickup with Dump Body HR $37.59 Pickup/Van/Car/Crew Cab HR $33.95 Rolloff Container with Metal lid DAY $30.32 Rolloff Container with Tarp & Bows DAY $26.67 Rolloff Straightjob HR $124.92 Rolloff Two Can Trailer HR $135.84 Sea Container / Conex / Tool Crib, 20 ft. DAY $40.02 Secondary Containment Unit DAY $53.36 Skid Mounted Liquid Phase Carbon System (10GPM) DAY $88.53 Small Box Truck / Cube Van HR $48.51 Spill Trailer DAY $374.78 Stake Body/Utility Truck HR $48.51 Tank Trailer/Transporter, No Tractor (For Storage Only) DAY $596.75 Tractor Only, No Trailer HR $98.24 Tractor w/Box Van HR $128.56 Tractor w/Dump Trailer HR $128.56 Tractor w/Flatbed/Lowbed Trailer HR $138.26 Tractor w/Liquid Transporter HR $155.25 Tractor w/Rolloff Trailer HR $135.84 Traffic Cone/Barricade Unit DAY $1.96 Utility / Support Trailer DAY $255.92 tility/Cross Terrain Vehicle (Mule/Gator) DAY $479.10 Vacuum Box, Watertight DAY $141.90 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 47 Packet Pg. 370 of 711 CITY of Palo Alto General Services Agreement 40 Rev. April 9, 2025 SAFETY EQUIPMENT 2 Man Breathing System DAY $378.43 4 Man Breathing System DAY $479.10 Breathing Air Hose, 100ft DAY $137.05 Eyewash Station DAY $70.34 Level A w/ResponderPlus Suit/Changeout EA $1245.67 Level B w/CPF2 or Polytyvek/Changeout EA $261.99 Level B w/CPF3 or Saranex Suit/Changeout EA $328.69 Level B w/CPF4 or Barricade Suit/Changeout EA $392.98 Level C w/CPF1,2 or Polytyvek/Changeout EA $78.83 Level C w/CPF3 or Saranex Suit/Changeout EA $98.24 Level C w/CPF4 or Barricade Suit/Changeout EA $157.67 Modified Level D (Tyvek and Boots) EA $40.02 Negative Air Machine (Blower w/ HEPA filter) DAY $343.25 Respirator, Full Face DAY $42.44 Self Contained Breathing Apparatus (SCBA) DAY $343.25 HIGH PRESSURE WATER BLASTING EQUIPMENT 10,000 PSI - 60 GPM - HP Pump (350, 405) HR $93.39 20,000 PSI - 23 GPM - HP Pump (305) HR $183.14 40,000 PSI - 12 GPM - UHP Pump (305) HR $215.89 40,000 PSI - 6 GPM - UHP Pump (200 HP) HR $215.89 HIGH PRESSURE WATER BLASTING - AUXILIARY EQUIPMENT 3-D Rotating Nozzle - 10K, 20-80 GPM (LV) HR $111.57 PRESSURE WASHING EQUIPMENT 1000psi Pressure Washer DAY $130.99 2-D Rotating Nozzle HR $84.90 2000psi Pressure Washer DAY $141.90 2500psi Hot Water Pressure Washer DAY $446.35 2500psi Pressure Washer DAY $155.25 3000psi Hot Water Pressure Washer DAY $492.44 VACUUM EQUIPMENT High Powered Vacuum Truck/Cusco HR $181.93 Hydrovac - Single Drive with Operator & Helper HR $344.46 Hydrovac - Tandem Drive with Operator & Helper HR $382.06 Hydrovac - Tri-Drive with Operator & Helper HR $382.06 Skid Mounted Vacuum System HR $82.47 Tractor w/Vacuum Trailer HR $160.10 Vactor with Jet Rodder HR $181.93 Vacuum Truck, Straight HR $124.92 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 48 Packet Pg. 371 of 711 CITY of Palo Alto General Services Agreement 41 Rev. April 9, 2025 Wet/Dry High Powered Vacuum Truck/Guzzler HR $181.93 Working Boiler / Heating Charge HR $82.47 PRESSURE TRUCKS / HOT OILERS / HEATING UNITS 100 HP boiler unit HR $130.99 PUMPING/TRANSFERRING PUMPS Drum Loader DAY $225.60 Drum Vacuum, Pneumatic DAY $238.93 Pump - Centrifugal, 2 in DAY $144.33 Pump - Diesel Lister, 3 in DAY $202.54 Pump - Double Diaphragm, 1 in DAY $127.34 Pump - Double Diaphragm, 2 in DAY $179.50 Pump - Double Diaphragm, 2 in, Chemical DAY $237.72 Pump - Double Diaphragm, 3 in DAY $202.54 Pump - Double Diaphragm, 3 in, Chemical DAY $263.19 Pump - Double Diaphragm, 4 in DAY $277.76 Pump - Electric Drum DAY $141.90 Pump - Electric Submersible, 2 in DAY $112.79 Pump - Electric Submersible, 3 in DAY $141.90 Pump - Electric Submersible, 4 in DAY $208.61 Pump - Hand DAY $46.08 Pump - Hydraulic Transfer, 4 in HR $46.08 Pump - Hydraulic Transfer, 6 in HR $343.25 Pump - Trash, 2 in DAY $141.90 Pump - Trash, 3 in DAY $163.73 Pump - Trash, 4 in DAY $373.58 MARINE RESPONSE EQUIPMENT Airboat, Single Engine DAY $1832.73 Airboat, Twin Engine DAY $5344.15 Boat/Workskiff without Motor DAY $215.89 Brush Skimmer DAY $1221.41 Containment Boom - 10" Per Foot Per Day FT $2.70 Containment Boom - 18" Per Foot Per Day FT $3.02 Containment Boom - 24" Per Foot Per Day FT $3.90 Containment Boom - 36" Per Foot Per Day FT $4.39 Drum Skimmer (24in-36in) DAY $956.99 Hydraulic Power Pack for Skimmer DAY $335.97 Landing Craft (LCM), 26ft-29ft DAY $1450.65 Landing Craft (LCM), 30ft-34ft DAY $1573.16 Landing Craft (LCM), 35ft-45ft DAY $2359.14 PFD Life Vest DAY $41.23 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 49 Packet Pg. 372 of 711 CITY of Palo Alto General Services Agreement 42 Rev. April 9, 2025 PFD Survival Suit / Cold Weather Survival Work Suits DAY $124.92 Power Barge Boat, 26ft-30ft DAY $1679.89 Power Barge Boat, 30ft-42ft DAY $3054.14 Power Workboat, Fast Response, 12-14ft DAY $456.05 Power Workboat, Fast Response, 15-17ft DAY $543.38 Power Workboat, Fast Response, 18-22ft DAY $909.69 Power Workboat, Fast Response, 23-26ft DAY $1144.99 Power Workboat, Fast Response, 27-36ft DAY $1450.65 Rigid Hull Inflatable (RIB) (18ft-22ft) DAY $1198.36 Rotating Disc Skimmer Unit DAY $1245.67 Skim Pack Skimmer DAY $247.43 Skimmer - C24H Hydraulically Powered Rope Mop Wringer DAY $992.16 Skimmer - C29H Hydraulically Powered Rope Mop Wringer DAY $1335.42 Skimmer, Duck Bill DAY $43.66 Skimming Vessel (Marco/JBF or Equivalent) 28-30ft DAY $8359.49 Skimming Vessel Belt Drive Replacement EA $2048.62 Weir Skimmer Unit DAY $264.41 FIELD ANALYTICAL 4 Gas/5 Gas Meter DAY $232.87 Bailer & Sampling Equipment DAY $78.83 Draeger Air Monitoring Pump DAY $103.09 Explosion/Oxygen Meter DAY $164.95 Geiger Counter Meter DAY $206.19 Hydrogen Cyanide Meter DAY $171.02 Interface Probe DAY $164.95 Lumex RA915+ Mercury Vapor Analyzer DAY $671.96 Mercury Vapor Analyzer DAY $343.25 Particulate Meter, Mini Ram or equivalent DAY $164.95 Personal Air Pump Meter DAY $78.83 pH Meter DAY $78.83 PID Meter DAY $164.95 Well Purging/Sampling Pump DAY $78.83 HOSES/PIPE* Hose - Chemical, 2 in X 20 ft DAY $48.51 Hose - Chemical, 3 in X 20 ft DAY $67.91 Hose - Chemical, 4 in X 20 ft DAY $87.32 Hose - Lay Flat, 2 in X 25ft DAY $35.17 Hose - Lay Flat, 4 in X 25 ft DAY $78.83 Hose - Lay Flat, 6 in X 25 ft DAY $103.09 Hose - Suction, 2 in X 25 ft DAY $41.23 Hose - Suction, 3 in X 25 ft DAY $54.57 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 50 Packet Pg. 373 of 711 CITY of Palo Alto General Services Agreement 43 Rev. April 9, 2025 Hose - Suction, 4 in X 25 ft DAY $78.83 Hose - Suction, 6 in X 25 ft DAY $114.01 Wash Hose, 1/2in x 50ft DAY $23.04 EARTH MOVING EQUIPMENT Backhoe Loader, 1 Yard Bucket HR $103.09 Bobcat Loader/Mini Excavator HR $101.87 Excavator, 20-30 Ton HR $130.99 Fork Attachment for Bobcat Loader DAY $76.40 Loader, 2-3 Yard Bucket HR $100.67 Mini Excavator HR $97.02 Sweeper Attachment for Bobcat Loader DAY $185.57 PNEUMATIC POWER TOOLS Jackhammer, 40Lb DAY $84.90 Jackhammer, 60Lb DAY $106.72 Jackhammer, 90Lb DAY $128.56 Pneumatic Chipping Gun DAY $137.05 Steel Nibbler, Pneumatic DAY $172.22 GAS POWERED TOOLS Brush Cutter/Power Broom DAY $160.10 Chain Saw DAY $160.10 SPECIALTY EQUIPMENT Antiviral Disinfectant Fogger DAY $229.23 Auger, Manual DAY $84.90 Confined Space Entry Gear (Retrieval & Rescue Equip) DAY $476.67 Cutting Torch/Acetylene Torch DAY $157.67 DBI/Rogliss Tripod DAY $84.90 Digital Camera DAY $112.79 Drum Crusher, Portable DAY $596.75 Electric Blower DAY $114.01 Explosion Proof Pneumatic Fan Blower DAY $114.01 Fiber Optic Camera HR $76.40 Fiber Optic Camera Truck HR $194.06 Forklift, 2,000Lb Capacity DAY $548.23 Forklift, 6,000Lb Capacity (High Reach / Lull) DAY $590.69 Plasma Cutting Torch DAY $310.50 Sand Blaster and Hose HR $37.59 Transit Set DAY $163.73 Walk Behind Concrete Saw DAY $299.58 HIGH HAZ Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 51 Packet Pg. 374 of 711 CITY of Palo Alto General Services Agreement 44 Rev. April 9, 2025 Drum Tilter, Mechanical DAY $225.60 Remote Drum Opener, Pnuematic DAY $1562.24 WASTE MATERIAL APPROVAL Profile Approval Fee (No Sample) EA $95.82 Sample & Profile Approval Fee EA $190.42 MISCELLANEOUS 1/2in Drill, Electric DAY $55.78 3/4in Drill, Rotary Hammer DAY $120.07 Circular Saw, Electric DAY $78.83 Cutoff Saw (Demo) DAY $172.22 Electric Auger DAY $97.02 Mercury Vacuum DAY $269.26 Reciprocating Saw (Sawzall), Electric DAY $103.09 Wet Vacuum (Shop Vac) DAY $55.78 300 - 500 Gal Poly Storage Tank DAY $54.57 Airspade Pneumatic Shovel DAY $86.10 Compactor DAY $84.90 Decon Pool, 10ft x 10ft DAY $197.69 Decon Pool, 20ft x 100ft DAY $590.69 Decon Pool, 25ft x 50ft DAY $392.98 Drum Head Vacuum System, Electric DAY $70.34 Drum Skimmer, Double Barrel 24" DAY $1495.53 Skimmer - CV-46H Hydraulically powered Vertical Mop Wringer DAY $1183.80 Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 52 Packet Pg. 375 of 711 CITY of Palo Alto General Services Agreement 45 Rev. April 9, 2025 EXHIBIT D INSURANCE REQUIREMENTS CONTRACTORS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW: REQUIRED TYPE OF COVERAGE REQUIREMENT MINIMUM LIMITS EACH OCCURRENCE AGGREGATE YES YES WORKER’S COMPENSATION EMPLOYER’S LIABILITY STATUTORY STATUTORY YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL LIABILITY BODILY INJURY PROPERTY DAMAGE BODILY INJURY & PROPERTY DAMAGE COMBINED. $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 YES AUTOMOBILE LIABILITY, INCLUDING ALL OWNED, HIRED, NON-OWNED COMBINED SINGLE LIMIT IF TRANSPORTING HAZARDOUS MATERIALS, THE MCS-90 ENDORSEMENT MUST BE PROVIDED. $1,000,000 $1,000,000 YES POLLUTION LIABILITY; INCLUDING SILICA, MOLD AND FUNGHI; CLEAN- UP COSTS AND REMEDIATION EXPENSES, LEGAL COSTS, DEFENSE COSTS, NATURAL RESOURCE DAMAGES, AND TRANSPORTATION OF POLLUTANTS; SUDDEN OR GRADUAL POLLUTION INCIDENT BODILY INJURY & PROPERTY DAMAGE COMBINED $2,000,000 NO PROFESSIONAL LIABILITY, INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONTRACTOR’S AGREEMENT TO INDEMNIFY CITY. II. CONTACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE. Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 53 Packet Pg. 376 of 711 CITY of Palo Alto General Services Agreement 46 Rev. April 9, 2025 III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL INSUREDS” A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON- PAYMENT OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. NOTICES SHALL BE EMAILED TO: PurchasingSupport@PaloAlto.Gov Docusign Envelope ID: 75DE3AF3-A18D-47D5-938A-88E099E3CEE4 Item 6 Attachment A - Partially Executed Contract with Clean Harbors, Contract #C26195719 Item 6: Staff Report Pg. 54 Packet Pg. 377 of 711 City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Public Works Meeting Date: March 2, 2026 Report #: 2511-5418 TITLE Approval of Professional Services Contract Number C26195818 With BKF Engineers in an Amount Not to Exceed of $900,000 Over a 3-year Term for On-Call Surveying and Design Support Services; CEQA Status – Not a Project RECOMMENDATION Staff recommends that the City Council approve and authorize the City Manager or their designee to execute Contract No. C26195818 with BKF Engineers to provide on-call surveying and design support services for a term of three years and a total amount not to exceed $900,000. BACKGROUND The City currently has one land surveyor, who primarily performs grade checking for Public Works Capital Improvement Program (CIP) construction projects and administrative documents and does not have the capacity or capability to perform larger surveys. The recommended on- call contract for surveying will augment the staff surveyor to meet this need, and replaces a previous on-call surveying contract which expired on October 31, 2025. 1,2 The proposed scope of services includes providing on-call support surveying services to help to help advance street resurfacing projects, including the survey and drainage design for various City streets. The contract capacity allows for these professional services to be utilized for other CIP projects (including storm drain, parks, and buildings projects) requiring surveying, including large roadway survey needs. Work will be assigned to the consultant on a task order basis. 1 City Council, October 24, 2022; Agenda Item #5; SR #14785; https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=82060&dbid=0&repo=PaloAlto 2 BKF Engineers, Professional Services Agreement for On-Call Surveying, C23185658; https://www.paloalto.gov/files/assets/public/v/2/public-works/engineering-services/cip-contracts/c23185658- bkf-engineers-contract.pdf Item 7 Item 7 Staff Report Item 7: Staff Report Pg. 1 Packet Pg. 378 of 711 ANALYSIS On October 1, 2025, a Request for Proposal (RFP) for Palo Alto On-Call Surveying Services was posted at City Hall and sent to builder’s exchanges and contractors through the City’s eProcurement system. The bidding period was 21 calendar days. Six proposals were received on October 22, 2025, but one was disqualified for providing an incomplete bid package. Proposal Description Palo Alto On-Call Surveying Services RFP #195818 Proposed Length of Project 36 months Number of Vendors Notified 3806 Number of Proposal Packaged Downloaded 37 Pre-Proposal Meeting No Number of Proposals Received 6 Proposal Price Range N/A Public Link to Solicitation https://procurement.opengov.com/portal/palo-alto- ca/projects/198788 The proposals were evaluated and determined to be responsive to the criteria identified in the RFP. BKF Engineers was selected because of the quality and effectiveness of their services, the experience of their field staff, their prior record of performance with the City, and their ability to provide future services. The cost of services was evaluated separately through an administrative team and incorporated into the evaluation process, but the Proposal Price Range is marked as N/A because staffing rates vary from company to company and proposal rates cannot be directly compared. The RFP establishes a not-to-exceed amount of $300,000 per year. This annual authorization is intended to provide flexibility to efficiently and quickly deliver work across multiple individual CIP projects. Annual expenditures may fluctuate depending on workload demands including investigation of drainage issues for street resurfacing projects, storm drain potholing and surveying, and potential survey work associated with park projects. Funds authorized under this contract do not carry over from year to year. Task orders will be authorized with checks and balances requiring approval by both project management and the departmental director. Task orders over $100,000 will require approval by the City Manager or their designee. Under the most recent contract, approximately 75% of the total requested funding was utilized over a three-year period, demonstrating that the not-to-exceed amount provides appropriate capacity while remaining fiscally controlled. Table #2 below is a summary of task orders from Item 7 Item 7 Staff Report Item 7: Staff Report Pg. 2 Packet Pg. 379 of 711 previous contract C23185658. Staff anticipates similar types and costs of task orders to continue with the new contract. BKF Engineers’ rates have increased by approximately 4% annually from the previous contract’s first year rates in 2022 to the new contract rates in 2026. Therefore, staff recommends approval contract C26195818 (Attachment A) with BKF Engineers. Table #2: Summary of Task Orders Completed in Contract C23185658 with BKF Engineers Task Order No.Issue Date Description of Work Preformed Total Amount 1 2/21/2023 Design Services for Cubberley Field Restroom Lift Station and Force Main $37,458.00 2 3/2/2023 Topographical Survey and Base Map of Robles Park – 4116 Park Boulevard $32,752.00 3 3/9/2023 Topographical Survey and Base Map of Foothill Nature Preserve – 11799 Page Mill Road $58,000.00 4 3/13/2023 Fernando Avenue & Orinda Street ADA Survey $5,800.00 5 3/15/2023 Topographical Survey and Base Map of Barron Avenue from Whitsell Avenue to La Donna Avenue $9,520.00 6 -No Task Order - 7 7/24/2023 Design Services for El Camino Real ADA Ramp Improvements Project $138,650.00 8 3/12/2024 Topographical Survey and Base Map of Kendall Avenue from La Donna Avenue to Josina Avenue $9,800.00 9 3/28/2024 Design Services for Cubberley Field Restroom Lift Station and Force Main - Budget Amendment No. 1 $5,000.00 10 4/11/2024 Design Services for El Camino Real ADA Ramp Improvements Project $184,000.00 11 11/6/2024 Design Services for Cubberley Field Restroom Lift Station and Force Main - Budget Amendment No. 2 $12,700.00 12 10/2/2024 Stormwater Treatment Third Party Review Services for Boulware Park Project $7,900.00 13 12/9/2024 Topographical Survey and Base Map of Rinconada Pool $18,868.00 14 1/22/2025 Topographical Survey and Base Map of Parking Lot 8, 440 Sherman Avenue $15,000.00 15 1/30/2025 Surveying Services for Hamilton Avenue Storm Drain Capacity Project $116,020.00 16 2/20/2025 Surveying Services for 430 Palm Street $3,000.00 17 2/20/2025 Surveying Services for 757 Homer Avenue $3,250.00 18 4/29/2025 Lot Line Adjustment Plat & Legal Descriptions for Cubberley Community Center $9,800.00 19 6/24/2025 ALTA/NSPS Land Title Survey for 2575 E. Bayshore Road $24,700.00 20 7/1/2025 Surveying Services for Mitchell Park Restroom $11,000.00 21 8/13/2025 Control Survey and Topographical Survey for Center Drive $49,800.00 Item 7 Item 7 Staff Report Item 7: Staff Report Pg. 3 Packet Pg. 380 of 711 Table #2: Summary of Task Orders Completed in Contract C23185658 with BKF Engineers Task Order No.Issue Date Description of Work Preformed Total Amount 22 10/16/2025 Change Order Request for Surveying Services at Cubberley Community Center $7,921.00 Total Funding Utilized in Previous Contract $760,939.00 FISCAL/RESOURCE IMPACT Funding for on-call project work will be encumbered as survey and design task orders, assigned to specific CIP projects, and funded within the existing CIP projects’ budgets as approved by the City Council through the annual budget process. STAKEHOLDER ENGAGEMENT Stakeholder engagement will be conducted as necessary for each project. Over 2,000 notices were sent through the City’s public procurement process to notify potential service providers of this opportunity. ENVIRONMENTAL REVIEW Council action on this item is not a project as defined by CEQA because a contract award for on- call surveying and design services is a continuing administrative or maintenance activity. CEQA Guidelines section 15378(b)(2). ATTACHMENTS Attachment A: Contract with BKF Engineers; C26195818 APPROVED BY: Brad Eggleston, Director Public Works/City Engineer Item 7 Item 7 Staff Report Item 7: Staff Report Pg. 4 Packet Pg. 381 of 711 Professional Services Rev. Oct 16,2024 Page 1 of 30 CITY OF PALO ALTO CONTRACT NO. C26195818 AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN THE CITY OF PALO ALTO AND BKF ENGINEERS This Agreement for Professional Services (this “Agreement”) is entered into as of the 26th day of February, 2026 (the “Effective Date”), by and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”), and BKF Engineers, a corporation, located at 2100 Franklin Street, Suite 4C, Oakland, CA 94612 (“CONSULTANT”). The following recitals are a substantive portion of this Agreement and are fully incorporated herein by this reference: RECITALS A. CITY intends to contract for on call, as-needed topographic surveying, engineering, and design services (the “Services”, as detailed more fully in Exhibit A). B. CONSULTANT represents that it, its employees and subconsultants, if any, possess the necessary professional expertise, qualifications, and capability, and all required licenses and/or certifications to provide the Services. C. CITY, in reliance on these representations, desires to engage CONSULTANT to provide the Services as more fully described in Exhibit A, entitled “SCOPE OF SERVICES”. NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions, in this Agreement, the parties agree as follows: SECTION 1. SCOPE OF SERVICES. CONSULTANT shall perform the Services described in Exhibit A in accordance with the terms and conditions contained in this Agreement. The performance of all Services shall be to the reasonable satisfaction of CITY. Optional On-Call Provision (This provision only applies if checked and only applies to on-call agreements.) CITY may elect to, but is not required to, authorize on-call Services up to the maximum compensation amount set forth in Section 4 (Not to Exceed Compensation). CONSULTANT shall provide on-call Services only by advanced, written authorization from CITY as detailed in this Section. On-call Services, if any, shall be authorized by CITY, as needed, with a Task Order assigned and approved by CITY’s Project Manager, as identified in Section 13 (Project Management). Each Task Order shall be in substantially the same form as Exhibit A-1 entitled “PROFESSIONAL SERVICES TASK ORDER”. Each Task Order shall contain a specific scope of services, schedule of performance and maximum compensation amount, in accordance with the provisions of this Agreement. Compensation for on-call Services shall be specified by CITY in the Task Order, based on whichever is lowest: the compensation structure set forth in Exhibit C, the hourly rates set forth in Exhibit C-1, or a negotiated lump sum. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 5 Packet Pg. 382 of 711 Professional Services Rev. Oct 16,2024 Page 2 of 30 To accept a Task Order, CONSULTANT shall sign the Task Order and return it to CITY’s Project Manager within the time specified by the Project Manager, and upon authorization by CITY (defined as counter-signature by the CITY Project Manager), the fully executed Task Order shall become part of this Agreement. The cumulative total compensation due to CONSULTANT for all Task Orders issued under this Agreement shall not exceed the amount of compensation set forth in Section 4. CONSULTANT shall only be compensated for on-call Services performed under an authorized Task Order and only up to the maximum compensation amount set forth in Section 4. Performance of and payment for any on-call Services are subject to all requirements and restrictions in this Agreement. SECTION 2. TERM. The term of this Agreement shall be for three (3) years from the effective date of this agreement unless terminated earlier pursuant to Section 19 (Termination) of this Agreement. SECTION 3. SCHEDULE OF PERFORMANCE. Time is of the essence in the performance of Services under this Agreement. CONSULTANT shall complete the Services within the term of this Agreement and in accordance with the schedule set forth in Exhibit B, entitled “SCHEDULE OF PERFORMANCE”. Any Services for which times for performance are not specified in this Agreement shall be commenced and completed by CONSULTANT in a reasonably prompt and timely manner based upon the circumstances and direction communicated to the CONSULTANT. CITY’s agreement to extend the term or the schedule for performance shall not preclude recovery of damages for delay if the extension is required due to the fault of CONSULTANT. SECTION 4. NOT TO EXCEED COMPENSATION. The compensation to be paid to CONSULTANT for performance of the Services shall be based on the compensation structure detailed in Exhibit C, entitled “COMPENSATION,” including any reimbursable expenses specified therein, and the maximum total compensation shall not exceed Nine Hundred Thousand Dollars ($900,000.00). The hourly schedule of rates, if applicable, is set out in Exhibit C-1, entitled “SCHEDULE OF RATES.” Any work performed or expenses incurred for which payment would result in a total exceeding the maximum compensation set forth in this Section 4 shall be at no cost to the CITY. Optional Additional Services Provision (This provision applies only if checked and a not-to-exceed compensation amount for Additional Services is allocated below under this Section 4.) In addition to the not-to-exceed compensation specified above, CITY has set aside the not- to-exceed compensation amount of Dollars ($ ) for the performance of Additional Services (as defined below). The total compensation for performance of the Services, Additional Services and any reimbursable expenses specified in Exhibit C, shall not exceed Dollars ($ ), as detailed in Exhibit C. “Additional Services” means any work that is determined by CITY to be necessary for the proper completion of the Project, but which is not included within the Scope of Services described at Exhibit A. CITY may elect to, but is not required to, authorize Additional Services up to the maximum amount of compensation set forth for Additional Services in this Section 4. CONSULTANT shall provide Additional Services only by advanced, written authorization from CITY as detailed in this Section. Additional Services, if any, Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 6 Packet Pg. 383 of 711 Professional Services Rev. Oct 16,2024 Page 3 of 30 shall be authorized by CITY with a Task Order assigned and authorized by CITY’s Project Manager, as identified in Section 13 (Project Management). Each Task Order shall be in substantially the same form as Exhibit A-1, entitled “PROFESSIONAL SERVICES TASK ORDER”. Each Task Order shall contain a specific scope of services, schedule of performance and maximum compensation amount, in accordance with the provisions of this Agreement. Compensation for Additional Services shall be specified by CITY in the Task Order, based on whichever is lowest: the compensation structure set forth in Exhibit C, the hourly rates set forth in Exhibit C-1, or a negotiated lump sum. To accept a Task Order, CONSULTANT shall sign the Task Order and return it to CITY’s Project Manager within the time specified by the Project Manager, and upon authorization by CITY (defined as counter-signature by the CITY Project Manager), the fully executed Task Order shall become part of this Agreement. The cumulative total compensation to CONSULTANT for all Task Orders authorized under this Agreement shall not exceed the amount of compensation set forth for Additional Services in this Section 4. CONSULTANT shall only be compensated for Additional Services performed under an authorized Task Order and only up to the maximum amount of compensation set forth for Additional Services in this Section 4. Performance of and payment for any Additional Services are subject to all requirements and restrictions in this Agreement. SECTION 5. INVOICES. In order to request payment, CONSULTANT shall submit monthly invoices to the CITY describing the Services performed and the applicable charges (including, if applicable, an identification of personnel who performed the Services, hours worked, hourly rates, and reimbursable expenses), based upon Exhibit C or, as applicable, CONSULTANT’s schedule of rates set forth in Exhibit C-1. If applicable, the invoice shall also describe the percentage of completion of each task. The information in CONSULTANT’s invoices shall be subject to verification by CITY. CONSULTANT shall send all invoices to CITY’s Project Manager at the address specified in Section 13 (Project Management) below. CITY will generally process and pay invoices within thirty (30) days of receipt of an acceptable invoice. SECTION 6. QUALIFICATIONS/STANDARD OF CARE. All Services shall be performed by CONSULTANT or under CONSULTANT’s supervision. CONSULTANT represents that it, its employees and subcontractors, if any, possess the professional and technical personnel necessary to perform the Services required by this Agreement and that the personnel have sufficient skill and experience to perform the Services assigned to them. CONSULTANT represents that it, its employees and subcontractors, if any, have and shall maintain during the term of this Agreement all applicable licenses, permits, qualifications, insurance and approvals of whatever nature that are legally required to perform the Services. All Services to be furnished by CONSULTANT under this Agreement shall meet the professional standard and quality that prevail among professionals in the same discipline and of similar knowledge and skill engaged in related work throughout California under the same or similar circumstances. SECTION 7. COMPLIANCE WITH LAWS. CONSULTANT shall keep itself informed of and in compliance with all federal, state and local laws, ordinances, regulations, and orders that may affect in any manner the Project or the performance of the Services or those engaged to perform Services under this Agreement, as amended from time to time. CONSULTANT shall procure all permits and licenses, pay all charges and fees, and give all notices required by law in the performance of the Services. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 7 Packet Pg. 384 of 711 Professional Services Rev. Oct 16,2024 Page 4 of 30 SECTION 8. ERRORS/OMISSIONS. CONSULTANT is solely responsible for costs, including, but not limited to, increases in the cost of Services, arising from or caused by CONSULTANT’s errors and omissions, including, but not limited to, the costs of corrections such errors and omissions, any change order markup costs, or costs arising from delay caused by the errors and omissions or unreasonable delay in correcting the errors and omissions. SECTION 9. COST ESTIMATES. If this Agreement pertains to the design of a public works project, CONSULTANT shall submit estimates of probable construction costs at each phase of design submittal. If the total estimated construction cost at any submittal exceeds the CITY’s stated construction budget by ten percent (10%) or more, CONSULTANT shall make recommendations to CITY for aligning the Project design with the budget, incorporate CITY approved recommendations, and revise the design to meet the Project budget, at no additional cost to CITY. SECTION 10. INDEPENDENT CONTRACTOR. CONSULTANT acknowledges and agrees that CONSULTANT and any agent or employee of CONSULTANT will act as and shall be deemed at all times to be an independent contractor and shall be wholly responsible for the manner in which CONSULTANT performs the Services requested by CITY under this Agreement. CONSULTANT and any agent or employee of CONSULTANT will not have employee status with CITY, nor be entitled to participate in any plans, arrangements, or distributions by CITY pertaining to or in connection with any retirement, health or other benefits that CITY may offer its employees. CONSULTANT will be responsible for all obligations and payments, whether imposed by federal, state or local law, including, but not limited to, FICA, income tax withholdings, workers’ compensation, unemployment compensation, insurance, and other similar responsibilities related to CONSULTANT’s performance of the Services, or any agent or employee of CONSULTANT providing same. Nothing in this Agreement shall be construed as creating an employment or agency relationship between CITY and CONSULTANT or any agent or employee of CONSULTANT. Any terms in this Agreement referring to direction from CITY shall be construed as providing for direction as to policy and the result of CONSULTANT’s provision of the Services only, and not as to the means by which such a result is obtained. SECTION 11. ASSIGNMENT. The parties agree that the expertise and experience of CONSULTANT are material considerations for this Agreement. CONSULTANT shall not assign or transfer any interest in this Agreement nor the performance of any of CONSULTANT’s obligations hereunder without the prior written approval of the City Manager. Any purported assignment made without the prior written approval of the City Manager will be void and without effect. Subject to the foregoing, the covenants, terms, conditions and provisions of this Agreement will apply to, and will bind, the heirs, successors, executors, administrators and assignees of the parties. SECTION 12. SUBCONTRACTING. Option A: No Subcontractor: CONSULTANT shall not subcontract any portion of the Services to be performed under this Agreement without the prior written authorization of the City Manager or designee. In the event CONSULTANT does subcontract any portion of the work to be performed under this Agreement, CONSULTANT shall be fully responsible for all acts and omissions of subcontractors. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 8 Packet Pg. 385 of 711 Professional Services Rev. Oct 16,2024 Page 5 of 30 Option B: Subcontracts Authorized: Notwithstanding Section 11 (Assignment) above, CITY agrees that subcontractors may be used to complete the Services. The subcontractors authorized by CITY to perform work on this Project are to be approved per Task Order. CONSULTANT shall be responsible for directing the work of any subcontractors and for any compensation due to subcontractors. CITY assumes no responsibility whatsoever concerning compensation of subcontractors. CONSULTANT shall be fully responsible to CITY for all acts and omissions of subcontractors. CONSULTANT shall change or add subcontractors only with the prior written approval of the City Manager or designee. SECTION 13. PROJECT MANAGEMENT. CONSULTANT will assign Ben Santos as the CONSULTANT’s Project Manager to have supervisory responsibility for the performance, progress, and execution of the Services and represent CONSULTANT during the day -to-day performance of the Services. If circumstances cause the substitution of the CONSULTANT’s Project Manager or any other of CONSULTANT’s key personnel for any reason, the appointment of a substitute Project Manager and the assignment of any key new or replacement personnel will be subject to the prior written approval of the CITY’s Project Manager. CONSULTANT, at CITY’s request, shall promptly remove CONSULTANT personnel who CITY finds do not perform the Services in an acceptable manner, are uncooperative, or present a threat to the adequate or timely completion of the Services or a threat to the safety of persons or property. CITY’s Project Manager is Elisabeth Hochstetler, Public Works Department, Engineering Division, 250 Hamilton Ave, Palo Alto, CA, 94301, Telephone: (650) 838-2906, E-mail: elisabeth.hochstetler@paloalto.gov. CITY’s Project Manager will be CONSULTANT’s point of contact with respect to performance, progress and execution of the Services. CITY may designate an alternate Project Manager from time to time. SECTION 14. OWNERSHIP OF MATERIALS. All work product, including without limitation, all writings, drawings, studies, sketches, photographs, plans, reports, specifications, computations, models, recordings, data, documents, and other materials and copyright interests developed under this Agreement, in any form or media, shall be and remain the exclusive property of CITY without restriction or limitation upon their use. CONSULTANT agrees that all copyrights which arise from creation of the work product pursuant to this Agreement are vested in CITY, and CONSULTANT hereby waives and relinquishes all claims to copyright or other intellectual property rights in favor of CITY. Neither CONSULTANT nor its subcontractors, if any, shall make any of such work product available to any individual or organization without the prior written approval of the City Manager or designee. CONSULTANT makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the Scope of Services. SECTION 15. AUDITS. CONSULTANT agrees to permit CITY and its authorized representatives to audit, at any reasonable time during the term of this Agreement and for four (4) years from the date of final payment, CONSULTANT’s records pertaining to matters covered by this Agreement, including without limitation records demonstrating compliance with the requirements of Section 10 (Independent Contractor). CONSULTANT further agrees to maintain and retain accurate books and records in accordance with generally accepted accounting principles for at least four (4) years after the expiration or earlier termination of this Agreement or the Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 9 Packet Pg. 386 of 711 Professional Services Rev. Oct 16,2024 Page 6 of 30 completion of any audit hereunder, whichever is later. SECTION 16. INDEMNITY. [Option A applies to the following design professionals pursuant to Civil Code Section 2782.8: architects; landscape architects; registered professional engineers and licensed professional land surveyors.] 16.1. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents (each an “Indemnified Party”) from and against any and all third party demands, claims, or liability of any nature, including death or injury to any person, property damage or any other loss, including all costs and expenses of whatever nature including attorney’s fees, experts fees, court costs and disbursements (“Claims”) to the extent that such Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT, its officers, employees, agents or contractors under this Agreement, regardless of whether or not it is caused in part by an Indemnified Party. CITY will reimburse CONSULTANT for the proportionate percentage of defense costs exceeding CONSULTANT’s proportionate percentage of fault as determined by the final judgment of a court of competent jurisdiction. [Option B applies to any consultant who does not qualify as a design professional as defined in Civil Code Section 2782.8.] 16.1. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents (each an “Indemnified Party”) from and against any and all demands, claims, or liability of any nature, including death or injury to any person, property damage or any other loss, including all costs and expenses of whatever nature including attorney’s fees, experts fees, court costs and disbursements (“Claims”) resulting from, arising out of or in any manner related to performance or nonperformance by CONSULTANT, its officers, employees, agents or contractors under this Agreement, regardless of whether or not it is caused in part by an Indemnified Party. 16.2. Notwithstanding the above, nothing in this Section 16 shall be construed to require CONSULTANT to indemnify an Indemnified Party from a Claim arising from the active negligence or willful misconduct of an Indemnified Party that is not contributed to by any act of, or by any omission to perform a duty imposed by law or agreement by, CONSULTANT, its officers, employees, agents or contractors under this Agreement. 16.3. The acceptance of CONSULTANT’s Services and duties by CITY shall not operate as a waiver of the right of indemnification. The provisions of this Section 16 shall survive the expiration or early termination of this Agreement. SECTION 17. WAIVERS. No waiver of a condition or nonperformance of an obligation under this Agreement is effective unless it is in writing in accordance with Section 29.4 of this Agreement. No delay or failure to require performance of any provision of this Agreement shall constitute a waiver of that provision as to that or any other instance. Any waiver granted shall apply solely to the specific instance expressly stated. No single or partial exercise of any right or remedy will preclude any other or further exercise of any right or remedy. SECTION 18. INSURANCE. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 10 Packet Pg. 387 of 711 Professional Services Rev. Oct 16,2024 Page 7 of 30 18.1. CONSULTANT, at its sole cost and expense, shall obtain and maintain, in full force and effect during the term of this Agreement, the insurance coverage described in Exhibit D, entitled “INSURANCE REQUIREMENTS”. CONSULTANT and its contractors, if any, shall obtain a policy endorsement naming CITY as an additional insured under any general liability or automobile policy or policies. 18.2. All insurance coverage required hereunder shall be provided through carriers with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or authorized to transact insurance business in the State of California. Any and all contractors of CONSULTANT retained to perform Services under this Agreement will obtain and maintain, in full force and effect during the term of this Agreement, identical insurance coverage, naming CITY as an additional insured under such policies as required above. 18.3. Certificates evidencing such insurance shall be filed with CITY concurrently with the execution of this Agreement. The certificates will be subject to the approval of CITY’s Risk Manager and will contain an endorsement stating that the insurance is primary coverage and will not be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the Purchasing Manager thirty (30) days’ prior written notice of the cancellation or modification. If the insurer cancels or modifies the insurance and provides less than thirty (30) days’ notice to CONSULTANT, CONSULTANT shall provide the Purchasing Manager written notice of the cancellation or modification within two (2) business days of the CONSULTANT’s receipt of such notice. CONSULTANT shall be responsible for ensuring that current certificates evidencing the insurance are provided to CITY’s Chief Procurement Officer during the entire term of this Agreement. 18.4. The procuring of such required policy or policies of insurance will not be construed to limit CONSULTANT’s liability hereunder nor to fulfill the indemnification provisions of this Agreement. Notwithstanding the policy or policies of insurance, CONSULTANT will be obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as a result of the Services performed under this Agreement, including such damage, injury, or loss arising after the Agreement is terminated or the term has expired. SECTION 19. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES. 19.1. The City Manager may suspend the performance of the Services, in whole or in part, or terminate this Agreement, with or without cause, by giving ten (10) days prior written notice thereof to CONSULTANT. If CONSULTANT fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided under this Agreement or at law, the City Manager may terminate this Agreement sooner upon written notice of termination. Upon receipt of any notice of suspension or termination, CONSULTANT will discontinue its performance of the Services on the effective date in the notice of suspension or termination. 19.2. In event of suspension or termination, CONSULTANT will deliver to the City Manager on or before the effective date in the notice of suspension or termination, any and all work product, as detailed in Section 14 (Ownership of Materials), whether or not completed, prepared by CONSULTANT or its contractors, if any, in the performance of this Agreement. Such work product is the property of CITY, as detailed in Section 14 (Ownership of Materials). Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 11 Packet Pg. 388 of 711 Professional Services Rev. Oct 16,2024 Page 8 of 30 19.3. In event of suspension or termination, CONSULTANT will be paid for the Services rendered and work products delivered to CITY in accordance with the Scope of Services up to the effective date in the notice of suspension or termination; provided, however, if this Agreement is suspended or terminated on account of a default by CONSULTANT, CITY will be obligated to compensate CONSULTANT only for that portion of CONSULTANT’s Services provided in material conformity with this Agreement as such determination is made by the City Manager acting in the reasonable exercise of his/her discretion. The following Sections will survive any expiration or termination of this Agreement: 14, 15, 16, 17, 19.2, 19.3, 19.4, 20, 25, 27, 28, 29 and 30. 19.4. No payment, partial payment, acceptance, or partial acceptance by CITY will operate as a waiver on the part of CITY of any of its rights under this Agreement, unless made in accordance with Section 17 (Waivers). SECTION 20. NOTICES. All notices hereunder will be given in writing and mailed, postage prepaid, by certified mail, addressed as follows: To CITY: Office of the City Clerk City of Palo Alto Post Office Box 10250 Palo Alto, CA 94303 With a copy to the Purchasing Manager To CONSULTANT: Attention of the Project Manager at the address of CONSULTANT recited on the first page of this Agreement. CONSULTANT shall provide written notice to CITY of any change of address. SECTION 21. CONFLICT OF INTEREST. 21.1. In executing this Agreement, CONSULTANT covenants that it presently has no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the Services. 21.2. CONSULTANT further covenants that, in the performance of this Agreement, it will not employ subcontractors or other persons or parties having such an interest. CONSULTANT certifies that no person who has or will have any financial interest under this Agreement is an officer or employee of CITY; this provision will be interpreted in accordance with the applicable provisions of the Palo Alto Municipal Code and the Government Code of the State of California, as amended from time to time. CONSULTANT agrees to notify CITY if any conflict arises. 21.3. If the CONSULTANT meets the definition of a “Consultant” as defined by the Regulations of the Fair Political Practices Commission, CONSULTANT will file the Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 12 Packet Pg. 389 of 711 Professional Services Rev. Oct 16,2024 Page 9 of 30 appropriate financial disclosure documents required by the Palo Alto Municipal Code and the Political Reform Act of 1974, as amended from time to time. SECTION 22. NONDISCRIMINATION; COMPLIANCE WITH ADA. 22.1. As set forth in Palo Alto Municipal Code Section 2.30.510, as amended from time to time, CONSULTANT certifies that in the performance of this Agreement, it shall not discriminate in the employment of any person due to that person’s race, skin color, gender, gender identity, age, religion, disability, national origin, ancestry, sexual orientation, pregnancy, genetic information or condition, housing status, marital status, familial status, weight or height of such person. CONSULTANT acknowledges that it has read and understands the provisions of Section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination Requirements and the penalties for violation thereof, and agrees to meet all requirements of Section 2.30.510 pertaining to nondiscrimination in employment. 22.2. CONSULTANT understands and agrees that pursuant to the Americans Disabilities Act (“ADA”), programs, services and other activities provided by a public entity to the public, whether directly or through a contractor or subcontractor, are required to be accessible to the disabled public. CONSULTANT will provide the Services specified in this Agreement in a manner that complies with the ADA and any other applicable federal, state and local disability rights laws and regulations, as amended from time to time. CONSULTANT will not discriminate against persons with disabilities in the provision of services, benefits or activities provided under this Agreement. SECTION 23. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE REQUIREMENTS. CONSULTANT shall comply with the CITY’s Environmentally Preferred Purchasing policies which are available at CITY’s Purchasing Department, hereby incorporated by reference and as amended from time to time. CONSULTANT shall comply with waste reduction, reuse, recycling and disposal requirements of CITY’s Zero Waste Program. Zero Waste best practices include, first, minimizing and reducing waste; second, reusing waste; and, third, recycling or composting waste. In particular, CONSULTANT shall comply with the following Zero Waste requirements: (a) All printed materials provided by CONSULTANT to CITY generated from a personal computer and printer including but not limited to, proposals, quotes, invoices, reports, and public education materials, shall be double-sided and printed on a minimum of 30% or greater post-consumer content paper, unless otherwise approved by CITY’s Project Manager. Any submitted materials printed by a professional printing company shall be a minimum of 30% or greater post-consumer material and printed with vegetable-based inks. (b) Goods purchased by CONSULTANT on behalf of CITY shall be purchased in accordance with CITY’s Environmental Purchasing Policy including but not limited to Extended Producer Responsibility requirements for products and packaging. A copy of this policy is on file at the Purchasing Department’s office. (c) Reusable/returnable pallets shall be taken back by CONSULTANT, at no additional cost to CITY, for reuse or recycling. CONSULTANT shall provide documentation from the facility accepting the pallets to verify that pallets are not being disposed. SECTION 24. COMPLIANCE WITH PALO ALTO MINIMUM WAGE ORDINANCE. CONSULTANT shall comply with all requirements of the Palo Alto Municipal Code Chapter 4.62 Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 13 Packet Pg. 390 of 711 Professional Services Rev. Oct 16,2024 Page 10 of 30 (Citywide Minimum Wage), as amended from time to time. In particular, for any employee otherwise entitled to the State minimum wage, who performs at least two (2) hours of work in a calendar week within the geographic boundaries of the City, CONSULTANT shall pay such employees no less than the minimum wage set forth in Palo Alto Municipal Code Section 4.62.030 for each hour worked within the geographic boundaries of the City of Palo Alto. In addition, CONSULTANT shall post notices regarding the Palo Alto Minimum Wage Ordinance in accordance with Palo Alto Municipal Code Section 4.62.060. SECTION 25. NON-APPROPRIATION. This Agreement is subject to the fiscal provisions of the Charter of the City of Palo Alto and the Palo Alto Municipal Code, as amended from time to time. This Agreement will terminate without any penalty (a) at the end of any fiscal year in the event that funds are not appropriated for the following fiscal year, or (b) at any time within a fiscal year in the event that funds are only appropriated for a portion of the fiscal year and funds for this Agreement are no longer available. This Section shall take precedence in the event of a conflict with any other covenant, term, condition, or provision of this Agreement. SECTION 26. PREVAILING WAGES AND DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS. 26.1. This Project may be subject to prevailing wages and related requirements as a “public works” under California Labor Code Sections 1720 et seq. and related regulations. If applicable, CONSULTANT is required to pay general prevailing wages as defined in California Labor Code Section 1773.1 and Subchapter 3, Title 8 of the California Code of Regulations Section 16000 et seq., as amended from time to time. Pursuant to Labor Code Section 1773, the CITY has obtained the general prevailing rate of per diem wages and the general rate for holiday and overtime work in this locality for each craft, classification, or type of worker needed to execute the contract for this Project from the State of California Department of Industrial Relations (“DIR”). Copies of these rates may be obtained at the CITY’s Purchasing Department office. The general prevailing wage rates are also available at the DIR, Division of Labor Statistics and Research, web site (see e.g. http://www.dir.ca.gov/DLSR/PWD/index.htm) as amended from time to time. If CONSULTANT is required to pay prevailing wages, CONSULTANT shall post a copy of the general prevailing wage rates at all Project job sites and shall pay the adopted prevailing wage rates as a minimum. Further, CONSULTANT shall comply with all applicable provisions of Division 2, Part 7, Chapter 1 of the California Labor Code (Labor Code Section 1720 et seq.), including but not limited to Sections 1725.5, 1771, 1771.1, 1771.4, 1773.2, 1774, 1775, 1776, 1777.5, 1782, 1810, 1813 and 1815, and all applicable implementing regulations, including but not limited to Subchapter 3, Title 8 of the California Code of Regulations Section 16000 et seq. (8 CCR Section 16000 et seq.), as amended from time to time. Finally, CONSULTANT shall comply with the requirements of Exhibit E, entitled “DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS”, for any contract for public works construction, alteration, demolition, repair or maintenance, including but not limited to the obligations to register with, and furnish certified payroll records directly to, DIR. SECTION 27. CLAIMS PROCEDURE FOR “9204 PUBLIC WORKS PROJECTS”. For purposes of this Section 27, a “9204 Public Works Project” means the erection, construction, alteration, repair, or improvement of any public structure, building, road, or other public improvement of any kind. (Cal. Pub. Cont. Code § 9204.) Per California Public Contract Code Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 14 Packet Pg. 391 of 711 Professional Services Rev. Oct 16,2024 Page 11 of 30 Section 9204, for Public Works Projects, certain claims procedures shall apply, as set forth in Exhibit F, entitled “Claims for Public Contract Code Section 9204 Public Works Projects”. This Project is a 9204 Public Works Project and is required to comply with the claims procedures set forth in Exhibit F, entitled “Claims for Public Contract Code Section 9204 Public Works Projects”. SECTION 28. CONFIDENTIAL INFORMATION. 28.1. In the performance of this Agreement, CONSULTANT may have access to CITY’s Confidential Information (defined below). CONSULTANT will hold Confidential Information in strict confidence, not disclose it to any third party, and will use it only for the performance of its obligations to CITY under this Agreement and for no other purpose. CONSULTANT will maintain reasonable and appropriate administrative, technical and physical safeguards to ensure the security, confidentiality and integrity of the Confidential Information. Notwithstanding the foregoing, CONSULTANT may disclose Confidential Information to its employees, agents and subcontractors, if any, to the extent they have a need to know in order to perform CONSULTANT’s obligations to CITY under this Agreement and for no other purpose, provided that the CONSULTANT informs them of, and requires them to follow, the confidentiality and security obligations of this Agreement. 28.2. “Confidential Information” means all data, information (including without limitation “Personal Information” about a California resident as defined in Civil Code Section 1798 et seq., as amended from time to time) and materials, in any form or media, tangible or intangible, provided or otherwise made available to CONSULTANT by CITY, directly or indirectly, pursuant to this Agreement. Confidential Information excludes information that CONSULTANT can show by appropriate documentation: (i) was publicly known at the time it was provided or has subsequently become publicly known other than by a breach of this Agreement; (ii) was rightfully in CONSULTANT’s possession free of any obligation of confidence prior to receipt of Confidential Information; (iii) is rightfully obtained by CONSULTANT from a third party without breach of any confidentiality obligation; (iv) is independently developed by employees of CONSULTANT without any use of or access to the Confidential Information; or (v) CONSULTANT has written consent to disclose signed by an authorized representative of CITY. 28.3. Notwithstanding the foregoing, CONSULTANT may disclose Confidential Information to the extent required by order of a court of competent jurisdiction or governmental body, provided that CONSULTANT will notify CITY in writing of such order immediately upon receipt and prior to any such disclosure (unless CONSULTANT is prohibited by law from doing so), to give CITY an opportunity to oppose or otherwise respond to such order. 28.4. CONSULTANT will notify City promptly upon learning of any breach in the security of its systems or unauthorized disclosure of, or access to, Confidential Information in its possession or control, and if such Confidential Information consists of Personal Information, CONSULTANT will provide information to CITY sufficient to meet the notice requirements of Civil Code Section 1798 et seq., as applicable, as amended from time to time. 28.5. Prior to or upon termination or expiration of this Agreement, Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 15 Packet Pg. 392 of 711 Professional Services Rev. Oct 16,2024 Page 12 of 30 CONSULTANT will honor any request from the CITY to return or securely destroy all copies of Confidential Information. All Confidential Information is and will remain the property of the CITY and nothing contained in this Agreement grants or confers any rights to such Confidential Information on CONSULTANT. 28.6. If selected in Section 30 (Exhibits), this Agreement is also subject to the terms and conditions of the Information Privacy Policy and Cybersecurity Terms and Conditions. SECTION 29. MISCELLANEOUS PROVISIONS. 29.1. This Agreement will be governed by California law, without regard to its conflict of law provisions. 29.2. In the event that an action is brought, the parties agree that trial of such action will be vested exclusively in the state courts of California in the County of Santa Clara, State of California. 29.3. The prevailing party in any action brought to enforce the provisions of this Agreement may recover its reasonable costs and attorneys’ fees expended in connection with that action. The prevailing party shall be entitled to recover an amount equal to the fair market value of legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third parties. 29.4. This Agreement, including all exhibits, constitutes the entire and integrated agreement between the parties with respect to the subject matter of this Agreement, and supersedes all prior agreements, negotiations, representations, statements and undertakings, either oral or written. This Agreement may be amended only by a written instrument, which is signed by the authorized representatives of the parties and approved as required under Palo Alto Municipal Code, as amended from time to time. 29.5. If a court of competent jurisdiction finds or rules that any provision of this Agreement is void or unenforceable, the unaffected provisions of this Agreement will remain in full force and effect. 29.6. In the event of a conflict between the terms of this Agreement and the exhibits hereto (per Section 30) or CONSULTANT’s proposal (if any), the Agreement shall control. In the event of a conflict between the exhibits hereto and CONSULTANT’s proposal (if any), the exhibits shall control. 29.7. The provisions of all checked boxes in this Agreement shall apply to this Agreement; the provisions of any unchecked boxes shall not apply to this Agreement. 29.8. All section headings contained in this Agreement are for convenience and reference only and are not intended to define or limit the scope of any provision of this Agreement. 29.9. This Agreement may be signed in multiple counterparts, which, when executed by the authorized representatives of the parties, shall together constitute a single binding agreement. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 16 Packet Pg. 393 of 711 Professional Services Rev. Oct 16,2024 Page 13 of 30 SECTION 30. EXHIBITS. Each of the following exhibits, if the check box for such exhibit is selected below, is hereby attached and incorporated into this Agreement by reference as though fully set forth herein: EXHIBIT A: SCOPE OF SERVICES EXHIBIT A-1 PROFESSIONAL SERVICES TASK ORDER EXHIBIT B: SCHEDULE OF PERFORMANCE EXHIBIT C: COMPENSATION EXHIBIT C-1: SCHEDULE OF RATES EXHIBIT D: INSURANCE REQUIREMENTS EXHIBIT E: DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS EXHIBIT F: CLAIMS FOR PUBLIC CONTRACT CODE SECTION 9204 PUBLIC WORKS PROJECTS THIS AGREEMENT IS NOT COMPLETE UNLESS ALL SELECTED EXHIBITS ARE ATTACHED. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 17 Packet Pg. 394 of 711 Professional Services Rev. Oct 16,2024 Page 14 of 30 CONTRACT No. C26195818 SIGNATURE PAGE IN WITNESS WHEREOF, the parties hereto have by their duly authorized representatives executed this Agreement as of the date first above written. CITY OF PALO ALTO ____________________________ City Manager APPROVED AS TO FORM: __________________________ City Attorney or designee BKF ENGINEERS Officer 1 By: ________________________________ Name: ______________________________ Title: _______________________________ Officer 2 By: ________________________________ Name: ______________________________ Title: _______________________________ Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Jonathan Shattuck Vice President CFO. Jean Chen Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 18 Packet Pg. 395 of 711 Professional Services Rev. Oct 16,2024 Page 15 of 30 EXHIBIT A SCOPE OF SERVICES CONSULTANT shall provide the Services detailed in this Exhibit A, entitled “SCOPE OF SERVICES”. Notwithstanding any provision herein to the contrary, CONSULTANT’s duties and services described in this Scope of Services shall not include preparing or assisting CITY with any portion of CITY’s preparation of a request for proposals, request for qualifications, or any other solicitation regarding a subsequent or additional contract with CITY. CITY shall at all times retain responsibility for public contracting, including with respect to any subsequent phase of this project. CONSULTANT’s participation in the planning, discussions, or drawing of project plans or specifications shall be limited to conceptual, preliminary, or initial plans or specifications. CONSULTANT shall cooperate with CITY to ensure that all bidders for a subsequent contract on any subsequent phase of this project have access to the same information, including all conceptual, preliminary, or initial plans or specifications prepared by CONSULTANT pursuant to this Scope of Services. CONSULTANT shall provide the following service in-house: ▪ Surveying ▪ Technical review of survey and land use/development related documents ▪ Act as City Surveyor CONSULTANT shall be able to subcontract for the following services, including but not necessarily limited to: ▪ Civil Engineering ▪ Construction Management ▪ Architecture (minor) TASK ORDERS CONSULTANT shall perform topographic surveying, engineering or design services on a task order basis for a term not to exceed three years and with a maximum compensation not to exceed $300,000 per fiscal year or per task order including contingency. Task orders not to exceed $300,000 will be developed for specific projects by the CITY department requesting the work and fee negotiated with CONSULTANT. SCOPE OF WORK CONSULTANT shall work with various work groups within the Public Works Engineering Services Division including Streets and Sidewalks, Parks, Buildings and Storm Drain. This contract will be open to more than one work group, therefore CONSULTANT may be asked to work on more than one project at a time. All services to be performed by CONSULTANT shall be documented in a task order to be executed by the CONSULTANT and CITY. The specified work required for these projects will be determined as the projects are developed including a detailed scope, schedule and budget. CONSULTANT shall provide the City with Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 19 Packet Pg. 396 of 711 Professional Services Rev. Oct 16,2024 Page 16 of 30 an hourly rate for Land Surveyor services. Below are descriptions of required tasks for each work group. Streets and Sidewalks, Parks, Building and Storm Drain – Topographic survey services will be used to provide base maps for preparation of plans for proposed improvement projects. CONSULTANT shall provide the following topographic survey services: ▪ Establish survey control line extending 10 feet beyond the limits of work ▪ Locate, identify, and tie-out City of Palo Alto survey markers, landmarks, and monuments found within the project area ▪ Perform topographic survey of existing features, which includes but is not limited to the following: o Locate and identify existing surface features, which includes but is not limited to the following: driveway areas, top of curb, flow line, any exposed lip of gutter, sidewalk, ramps, edge of pavement, street cross section, centerline, speed humps, traffic striping, signs, walkways in park strips, trees (including diameter), light poles, building corners, top of bank, drainage ditch and other pertinent field features o Locate and identify existing surface utilities, which includes but is not limited to the following: catch basins, manholes, boxes, valves, water, gas, electric, fiber optics, telecommunications, sewer, and cable television utilities Additional features required for Storm Drain projects include the following: ▪ Storm drain infrastructure (pipelines, manholes, and catch basins) including invert elevations, pipe sizes, material type, and rim elevations ▪ Other existing underground utilities (i.e. sewer, water, gas, electric, fiber optics, telecommunications, and cable television utilities) including invert elevations, pipe sizes, material type, top/bottom, pipe elevations, rim elevations, and duct/encasement bottom elevations. Deliverables – prepare and submit the following: ▪ Surveys must use NAVD88 ▪ 2023 Civil 3D Auto-CAD files for the survey work done ▪ Electronic files (csv format) of all survey data points ▪ CTB files ▪ Comprehensive CAD file of survey and presentable pdf with title block, project information, and key descriptions as feature identifier for each surveyed infrastructure ▪ Separate layers for different topographic features ▪ Provide line work, profile, and cross-sections utilizing 2023 Auto-CAD Civil 3D CITY will provide existing infrastructure and right-of-way information from City of Palo Alto Geographic Information System (GIS) Streets. Work on arterial and collector streets (including Alma, Middlefield, and Embarcadero will not be permitted between the hours of 7:00 a.m. and 9:00 a.m. and 4:00 p.m. and 6:00 p.m. to avoid traffic congestion to the public. CONSULTANT shall be responsible for all traffic control for survey crews. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 20 Packet Pg. 397 of 711 Professional Services Rev. Oct 16,2024 Page 17 of 30 CONSULTANT shall comply will the MUTCD Rolling/mobile traffic control for short-term work. Any work that is longer than 15 minutes at one particular spot shall require a more specific traffic control plan to be submitted for the City’s Transportation Division’s review and approval. Consultant shall be responsible for all traffic control for survey crews. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 21 Packet Pg. 398 of 711 Professional Services Rev. Oct 16,2024 Page 18 of 30 EXHIBIT A-1 PROFESSIONAL SERVICES TASK ORDER CONSULTANT shall perform the Services detailed below in accordance with all the terms and conditions of the Agreement referenced in Item 1A below. All exhibits referenced in Item 8 are incorporated into this Task Order by this reference. CONSULTANT shall furnish the necessary facilities, professional, technical and supporting personnel required by this Task Order as described below. CONTRACT NO. OR PURCHASE ORDER REQUISITION NO. (AS APPLICABLE) 1A. MASTER AGREEMENT NO. (MAY BE SAME AS CONTRACT / P.O. NO. ABOVE): 1B. TASK ORDER NO.: 2. CONSULTANT NAME: 3. PERIOD OF PERFORMANCE: START: COMPLETION: 4 TOTAL TASK ORDER PRICE: $__________________ BALANCE REMAINING IN MASTER AGREEMENT/CONTRACT $_______________ 5. BUDGET CODE_______________ COST CENTER________________ COST ELEMENT______________ WBS/CIP__________ PHASE__________ 6. CITY PROJECT MANAGER’S NAME & DEPARTMENT:_____________________________________ 7. DESCRIPTION OF SCOPE OF SERVICES (Attachment A) MUST INCLUDE: ▪ SERVICES AND DELIVERABLES TO BE PROVIDED ▪ SCHEDULE OF PERFORMANCE ▪ MAXIMUM COMPENSATION AMOUNT AND RATE SCHEDULE (as applicable) ▪ REIMBURSABLE EXPENSES, if any (with “not to exceed” amount) 8. ATTACHMENTS: A: Task Order Scope of Services B (if any): _____________________________ I hereby authorize the performance of the work described in this Task Order. APPROVED: CITY OF PALO ALTO BY:____________________________________ Name __________________________________ Title___________________________________ Date ___________________________________ I hereby acknowledge receipt and acceptance of this Task Order and warrant that I have authority to sign on behalf of Consultant. APPROVED: COMPANY NAME: ______________________ BY:____________________________________ Name __________________________________ Title___________________________________ Date ___________________________________ Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 22 Packet Pg. 399 of 711 Professional Services Rev. Oct 16,2024 Page 19 of 30 EXHIBIT B SCHEDULE OF PERFORMANCE Performance Provision for On-Call or Additional Services Agreements. (This provision only applies if checked and only applies to on-call agreements per Section 1 or agreements with Additional Services per Section 4.) The schedule of performance shall be as provided in the approved Task Order, as detailed in Section 1 (Scope of Services) in the case of on-call Services, or as detailed in Section 4 in the case of Additional Services, provided in all cases that the schedule of performance shall fall within the term as provided in Section 2 (Term) of this Agreement. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 23 Packet Pg. 400 of 711 Professional Services Rev. Oct 16,2024 Page 20 of 30 EXHIBIT C COMPENSATION CITY agrees to compensate CONSULTANT for Services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. Compensation shall be calculated based on the rate schedule attached as Exhibit C-1 up to the not to exceed budget amount for each task set forth below. CITY’s Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below, provided that the total compensation for the Services, including any specified reimbursable expenses, and the total compensation for Additional Services (if any, per Section 4 of the Agreement) do not exceed the amounts set forth in Section 4 of this Agreement. CONSULTANT agrees to complete all Services, any specified reimbursable expenses, and Additional Services (if any, per Section 4), within this/these amount(s). Any work performed or expenses incurred for which payment would result in a total exceeding the maximum amount of compensation set forth in this Agreement shall be at no cost to the CITY. BUDGET SCHEDULE TASKS NOT TO EXCEED AMOUNT ALL YEAR 1 TASKS $300,000 ALL YEAR 2 TASKS $300,000 ALL YEAR 3 TASKS $300,000 Maximum Total Compensation (Three Year Not-to- Exceed Amount) $900,000 REIMBURSABLE EXPENSES CONSULTANT’S ordinary business expenses, such as administrative, overhead, administrative support time/overtime, information systems, software and hardware, photocopying, telecommunications (telephone, internet), in-house printing, insurance and other ordinary business expenses, are included within the scope of payment for Services and are not reimbursable expenses hereunder. Reimbursable expenses, if any are specified as reimbursable under this section, will be reimbursed at actual cost. The expenses (by type, e.g. travel) for which CONSULTANT will be reimbursed are: NONE up to the not-to-exceed amount of: $0.00. A. Travel outside the San Francisco Bay Area, including transportation and meals, if specified as reimbursable, will be reimbursed at actual cost subject to the City of Palo Alto’s policy for reimbursement of travel and meal expenses. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 24 Packet Pg. 401 of 711 Professional Services Rev. Oct 16,2024 Page 21 of 30 B. Long distance telephone service charges, cellular phone service charges, facsimile transmission and postage charges, if specified as reimbursable, will be reimbursed at actual cost. All requests for reimbursement of expenses, if any are specified as reimbursable under this section, shall be accompanied by appropriate backup documentation and information. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 25 Packet Pg. 402 of 711 Professional Services Rev. Oct 16,2024 Page 22 of 30 EXHIBIT C-1 SCHEDULE OF RATES CONSULTANT’s schedule of rates is as follows: CLASSIFICATION YEAR PROJECT MANAGEMENT 2026 2027 2028 2029 Principal in Charge $333 $340 $346 $353 Senior Project Executive $309 $315 $321 $328 Project Executive $301 $307 $314 $320 Senior Project Manager | Senior Technical Manager $292 $298 $304 $310 Project Manager | Technical Manager $287 $292 $298 $304 Engineering Manager | Surveying Manager | Planning Manager $264 $269 $274 $280 TECHNICAL STAFF Senior Project Engineer | Senior Project Surveyor | Senior Project Planner $245 $250 $255 $260 Project Engineer | Project Surveyor | Project Planner $215 $220 $224 $228 Design Engineer | Staff Surveyor | Staff Planner $188 $192 $196 $199 BIM Specialist I $188 $192 $196 $199 BIM Specialist II $215 $220 $224 $228 BIM Specialist III $245 $250 $255 $260 Technician I $179 $182 $186 $189 Technician II $190 $194 $198 $202 Technician III $208 $212 $216 $221 Technician IV $224 $228 $233 $237 Technician V $242 $246 $251 $256 Drafter I $140 $142 $145 $148 Drafter II $153 $156 $159 $163 Drafter III $166 $169 $173 $176 Drafter IV $184 $187 $191 $195 Engineering Assistant | Surveying Assistant | Planning Assistant $117 $119 $121 $124 FIELD SURVEYING Survey Party Chief $245 $250 $255 $260 Instrument Person $210 $214 $218 $223 Survey Chainperson $158 $161 $164 $167 Utility Locator I $128 $131 $133 $136 Utility Locator II $181 $184 $188 $192 Utility Locator III $217 $222 $226 $231 Utility Locator IV $247 $252 $257 $262 Apprentice I $97 $99 $101 $103 Apprentice II $130 $133 $135 $138 Apprentice III $144 $147 $150 $153 Apprentice IV $152 $155 $158 $162 CONSTRUCTION ADMINISTRATION Senior Consultant $320 $327 $333 $340 Senior Construction Administrator $279 $285 $291 $296 Resident Engineer $207 $211 $215 $220 Field Engineer I $188 $192 $196 $199 Field Engineer II $215 $220 $224 $228 Field Engineer III $245 $250 $255 $260 Field Engineer IV $263 $268 $273 $279 FUNDING & GRANT MANAGEMENT Director of Funding Strategies $229 $233 $238 $243 Funding Strategies Manager $210 $214 $218 $223 Funding/Research Analyst I $144 $147 $150 $153 Funding/Research Analyst II $166 $169 $173 $176 Funding/Research Analyst III $176 $180 $184 $187 Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 26 Packet Pg. 403 of 711 Professional Services Rev. Oct 16,2024 Page 23 of 30 Funding/Research Analyst IV $194 $198 $202 $206 ASSISTANTS Project Coordinator $156 $160 $163 $166 Senior Project Assistant $134 $137 $140 $143 Project Assistant $119 $121 $123 $126 Clerical | Administrative Assistant $100 $102 $104 $106 Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 27 Packet Pg. 404 of 711 Professional Services Rev. Oct 16,2024 Page 24 of 30 EXHIBIT D INSURANCE REQUIREMENTS CONSULTANTS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS AS SPECIFIED HEREIN. REQUIRED TYPE OF COVERAGE REQUIREMENT MINIMUM LIMITS EACH OCCURRENCE AGGREGATE YES YES WORKER’S COMPENSATION EMPLOYER’S LIABILITY STATUTORY STATUTORY STATUTORY STATUTORY YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL LIABILITY BODILY INJURY PROPERTY DAMAGE BODILY INJURY & PROPERTY DAMAGE COMBINED. $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 YES AUTOMOBILE LIABILITY, INCLUDING ALL OWNED, HIRED, NON-OWNED BODILY INJURY - EACH PERSON - EACH OCCURRENCE PROPERTY DAMAGE BODILY INJURY AND PROPERTY DAMAGE, COMBINED $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 YES PROFESSIONAL LIABILITY, INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONSULTANT, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONSULTANT AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONSULTANT’S AGREEMENT TO INDEMNIFY CITY. II. THE CONSULTANT MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE AT THE FOLLOWING EMAIL: PURCHASINGSUPPORT@PALOALTO.GOV III. ENDORSEMENT PROVISIONS WITH RESPECT TO THE INSURANCE AFFORDED TO ADDITIONAL INSUREDS: A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 28 Packet Pg. 405 of 711 Professional Services Rev. Oct 16,2024 Page 25 of 30 B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. EVIDENCE OF INSURANCE AND OTHER RELATED NOTICES ARE REQUIRED TO BE FILED WITH THE CITY OF PALO ALTO SENT TO THE FOLLOWING EMAIL: PURCHASINGSUPPORT@PALOALTO.GOV Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 29 Packet Pg. 406 of 711 Professional Services Rev. Oct 16,2024 Page 26 of 30 EXHIBIT E DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS This Exhibit shall apply only to a contract for public works construction, alteration, demolition, repair or maintenance work, CITY will not accept a bid proposal from or enter into this Agreement with CONSULTANT without proof that CONSULTANT and its listed subcontractors are registered with the California Department of Industrial Relations (“DIR”) to perform public work, subject to limited exceptions. City requires CONSULTANT and its listed subcontractors, if any, to comply with all applicable requirements of the California Labor Code including but not limited to Labor Code Sections 1720 through 1861, and all applicable related regulations, including but not limited to Subchapter 3, Title 8 of the California Code of Regulations Section 16000 et seq., as amended from time to time. This Exhibit E applies in addition to the provisions of Section 26 (Prevailing Wages and DIR Registration for Public Works Contracts) of the Agreement. CITY provides notice to CONSULTANT of the requirements of California Labor Code Section 1771.1(a), which reads: “A contractor or subcontractor shall not be qualified to bid on, be listed in a bid proposal, subject to the requirements of Section 4104 of the Public Contract Code, or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered and qualified to perform public work pursuant to Section 1725.5. It is not a violation of this section for an unregistered contractor to submit a bid that is authorized by Section 7029.1 of the Business and Professions Code or Section 10164 or 20103.5 of the Public Contract Code, provided the contractor is registered to perform public work pursuant to Section 1725.5 at the time the contract is awarded.” This Project is subject to compliance monitoring and enforcement by DIR. All contractors must be registered with DIR per Labor Code Section 1725.5 in order to submit a bid. All subcontractors must also be registered with DIR. No contractor or subcontractor may be awarded a contract for public work on a public works project unless registered with DIR. Additional information regarding public works and prevailing wage requirements is available on the DIR web site (see e.g. http://www.dir.ca.gov) as amended from time to time. CITY gives notice to CONSULTANT and its listed subcontractors that CONSULTANT is required to post all job site notices prescribed by law or regulation. CONSULTANT shall furnish certified payroll records directly to the Labor Commissioner (DIR) in accordance with Subchapter 3, Title 8 of the California Code of Regulations Section 16461 (8 CCR Section 16461). CITY requires CONSULTANT and its listed subcontractors to comply with the requirements of Labor Code Section 1776, including but not limited to: Keep accurate payroll records, showing the name, address, social security number, work classification, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed by, respectively, CONSULTANT and its listed subcontractors, in connection with the Project. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 30 Packet Pg. 407 of 711 Professional Services Rev. Oct 16,2024 Page 27 of 30 The payroll records shall be verified as true and correct and shall be certified and made available for inspection at all reasonable hours at the principal office of CONSULTANT and its listed subcontractors, respectively. At the request of CITY, acting by its Project Manager, CONSULTANT and its listed subcontractors shall make the certified payroll records available for inspection or furnished upon request to the CITY Project Manager within ten (10) days of receipt of CITY’s request. CITY requests CONSULTANT and its listed subcontractors to submit the certified payroll records to CITY’s Project Manager at the end of each week during the Project. If the certified payroll records are not provided as required within the 10-day period, then CONSULTANT and its listed subcontractors shall be subject to a penalty of one hundred dollars ($100.00) per calendar day, or portion thereof, for each worker, and CITY shall withhold the sum total of penalties from the progress payment(s) then due and payable to CONSULTANT. Inform CITY’s Project Manager of the location of CONSULTANT’s and its listed subcontractors’ payroll records (street address, city and county) at the commencement of the Project, and also provide notice to CITY’s Project Manager within five (5) business days of any change of location of those payroll records. Eight (8) hours labor constitutes a legal day’s work. CONSULTANT shall forfeit as a penalty to CITY, $25.00 for each worker employed in the execution of the Agreement by CONSULTANT or any subcontractor for each calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day or forty (40) hours in any one calendar week in violation of the provisions of the Labor Code, and in particular, Sections 1810 through 1815 thereof, except that work performed by employees of CONSULTANT or any subcontractor in excess of eight (8) hours per day, or forty (40) hours during any one week, shall be permitted upon compensation for all hours worked in excess of eight (8) hours per day, or forty (40) hours per week, at not less than one and one-half (1&1/2) times the basic rate of pay, as provided in Section 1815. CONSULTANT shall secure the payment of workers’ compensation to its employees as provided in Labor Code Sections 1860 and 3700 (Labor Code 1861). CONSULTANT shall sign and file with the CITY a statutorily prescribed statement acknowledging its obligation to secure the payment of workers’ compensation to its employees before beginning work (Labor Code 1861). CONSULTANT shall post job site notices per regulation (Labor Code 1771.4(a)(2)). CONSULTANT shall comply with the statutory requirements regarding employment of apprentices including without limitation Labor Code Section 1777.5. The statutory provisions will be enforced for penalties for failure to pay prevailing wages and for failure to comply with wage and hour laws. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 31 Packet Pg. 408 of 711 Professional Services Rev. Oct 16,2024 Page 28 of 30 EXHIBIT F Claims for Public Contract Code Section 9204 Public Works Projects The provisions of this Exhibit are provided in compliance with Public Contract Code Section 9204; they provide the exclusive procedures for any claims pursuant to Public Contract Code Section 9204 related to the Services performed under this Agreement. 1. Claim Definition. “Claim” means a separate demand by the Contractor sent by registered mail or certified mail with return receipt requested, for one or more of the following: (A) A time extension, including, without limitation, for relief from damages or penalties for delay assessed by the City. (B) Payment by the City of money or damages arising from the Services performed by, or on behalf of, the Contractor pursuant to the Agreement and payment for which is not otherwise expressly provided or to which the Contractor is not otherwise entitled. (C) Payment of an amount that is disputed by the City. 2. Claim Process. (A) Timing. Any Claim must be submitted to City in compliance with the requirements of this Exhibit no later than fourteen (14) days following the event or occurrence giving rise to the Claim. This time requirement is mandatory; failure to submit a Claim within fourteen (14) days will result in its being deemed waived. (B) Submission. The Claim must be submitted to City in writing, clearly identified as a “Claim” submitted pursuant to this Exhibit, and must include reasonable documentation substantiating the Claim. The Claim must clearly identify and describe the dispute, including relevant references to applicable portions of the Agreement, and a chronology of relevant events. Any Claim for additional payment must include a complete, itemized breakdown of all labor, materials, taxes, insurance, and subcontract, or other costs. Substantiating documentation such as payroll records, receipts, invoices, or the like, must be submitted in support of each claimed cost. Any Claim for an extension of time or delay costs must be substantiated with schedule analysis and narrative depicting and explaining claimed time impacts. (C) Review. Upon receipt of a Claim in compliance with this Exhibit, the City shall conduct a reasonable review of the Claim and, within a period not to exceed 45 days from receipt, shall provide the Contractor a written statement identifying what portion of the Claim is disputed and what portion is undisputed. Upon receipt of a Claim, the City and Contractor may, by mutual agreement, extend the time period provided in this paragraph 2. (D) If City Council Approval Required. If the City needs approval from the City Council to provide the Contractor a written statement identifying the disputed portion and the undisputed portion of the Claim, and the City Council does not meet within the 45 days or within the mutually agreed to extension of time following receipt of a Claim sent by registered mail or certified mail, return receipt requested, the City shall have up to three days following the next duly publicly noticed meeting of the City Council after the 45-day period, or extension, expires to provide the Contractor a written statement identifying the disputed portion and the undisputed portion. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 32 Packet Pg. 409 of 711 Professional Services Rev. Oct 16,2024 Page 29 of 30 (E) Payment. Any payment due on an undisputed portion of the Claim shall be processed and made within 60 days after the City issues its written statement. If the City fails to issue a written statement, paragraph 3, below, shall apply. 3. Disputed Claims (A) Meet and Confer. If the Contractor disputes the City's written response, or if the City fails to respond to a Claim submitted pursuant to this Exhibit within the time prescribed, the Contractor may demand in writing an informal conference to meet and confer for settlement of the issues in dispute. Upon receipt of a demand in writing sent by registered mail or certified mail, return receipt requested, the City shall schedule a meet and confer conference within 30 days for settlement of the dispute. Within 10 business days following the conclusion of the meet and confer conference, if the Claim or any portion of the Claim remains in dispute, the City shall provide the Contractor a written statement identifying the portion of the Claim that remains in dispute and the portion that is undisputed. Any payment due on an undisputed portion of the Claim shall be processed and made within 60 days after the City issues its written statement. (B) Mediation. Any remaining disputed portion of the Claim, as identified by the Contractor in writing, shall be submitted to nonbinding mediation, with the City and the Contractor sharing the associated costs equally. The City and Contractor shall mutually agree to a mediator within 10 business days after the disputed portion of the Claim has been identified in writing by the Contractor. If the parties cannot agree upon a mediator, each party shall select a mediator and those mediators shall select a qualified neutral third party to mediate the disputed portion of the Claim. Each party shall bear the fees and costs charged by its respective mediator in connection with the selection of the neutral mediator. If mediation is unsuccessful, the parts of the Claim remaining in dispute shall be subject to any other remedies authorized by the Agreement and laws. (i) For purposes of this paragraph 3.B, mediation includes any nonbinding process, including, but not limited to, neutral evaluation or a dispute review board, in which an independent third party or board assists the parties in dispute resolution through negotiation or by issuance of an evaluation. Any mediation utilized shall conform to the timeframes in this section. (ii) Unless otherwise agreed to by the City and the Contractor in writing, the mediation conducted pursuant to this section shall excuse any further obligation, if any, under Public Contract Code Section 20104.4 to mediate after litigation has been commenced. 4. City’s Failure to Respond. Failure by the City to respond to a Claim from the Contractor within the time periods described in this Exhibit or to otherwise meet the time requirements of this Exhibit shall result in the Claim being deemed rejected in its entirety. A Claim that is denied by reason of the City's failure to have responded to a Claim, or its failure to otherwise meet the time requirements of this Exhibit, shall not constitute an adverse finding with regard to the merits of the Claim or the responsibility or qualifications of the Contractor. 5. Interest. Amounts not paid in a timely manner as required by this section shall bear interest at seven (7) percent per annum. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 33 Packet Pg. 410 of 711 Professional Services Rev. Oct 16,2024 Page 30 of 30 6. Approved Subcontractor Claims. If an approved subcontractor or a lower tier subcontractor lacks legal standing to assert a Claim against the City because privity of contract does not exist, the Contractor may present to the City a Claim on behalf of a subcontractor or lower tier subcontractor. A subcontractor may request in writing, either on his or her own behalf or on behalf of a lower tier subcontractor, that the Contractor present a Claim for work which was performed by the subcontractor or by a lower tier subcontractor on behalf of the subcontractor. The subcontractor requesting that the Claim be presented to the City shall furnish reasonable documentation to support the Claim. Within 45 days of receipt of this written request, the Contractor shall notify the subcontractor in writing as to whether the Contractor presented the claim to the City and, if the Contractor did not present the claim, provide the subcontractor with a statement of the reasons for not having done so. 7. Waiver of Provisions. A waiver of the rights granted by Public Contract Code Section 9204 is void and contrary to public policy, provided, however, that (1) upon receipt of a Claim, the parties may mutually agree to waive, in writing, mediation and proceed directly to the commencement of a civil action or binding arbitration, as applicable; and (2) the City may prescribe reasonable change order, claim, and dispute resolution procedures and requirements in addition to the provisions of Public Contract Code Section 9204, so long as the contractual provisions do not conflict with or otherwise impair the timeframes and procedures set forth in this section. Docusign Envelope ID: 7F4FD96B-DAB7-438C-819F-4A6A2B42C0D6 Item 7 Attachment A - Contract with BKF Engineers; C26195818 Item 7: Staff Report Pg. 34 Packet Pg. 411 of 711 City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Fire Meeting Date: March 2, 2026 Report #:2602-5922 TITLE Approval of Amendment No. 1 to the Multi-Agency Staffing Agreement for Fire Station 8. CEQA Status – Not a Project. RECOMMENDATION Staff recommends that the City Council approve the First Amendment to Fire and Emergency Medical Services Agreement between Santa Clara County Central Fire Protection District, Los Altos Hills County Fire District, and the City of Palo Alto for the Operations and Funding of Fire Station 8, to continue staffing Palo Alto Fire Station 8 (Foothills) during wildland fire season in calendar year 2026, and with an annual renewal for up to four additional one-year terms through December 31, 2031 (Attachment A – First Amendment; Attachment B – Original Agreement). BACKGROUND Santa Clara County and the greater Bay Area continue to experience heightened wildland fire risk, particularly in the Wildland-Urban Interface (WUI) where neighborhoods and open space areas are closely connected. Fire Station 8 (Foothills) is strategically located adjacent to WUI terrain and regional open space, and seasonal staffing improves readiness and response capability during the wildland fire season. In 2021, the City of Palo Alto entered into a tri-party agreement with the Los Altos Hills County Fire District and the Santa Clara County Fire Department to implement a seasonal staffing model for Station 8, including a planned rotation of staffing between Palo Alto Fire and Santa Clara County Fire and a cost recovery framework supported by Los Altos Hills County Fire District funding. The proposed action is approving the First Amendment to continue the staffing model through calendar year 2026. The amendment updates the agreement document as needed for continued implementation, with no significant operational or financial changes to the staffing model beyond the updated terms reflected in the amendment. The amendment Item 8 Item 8 Staff Report Item 8: Staff Report Pg. 1 Packet Pg. 412 of 711 also includes annual renewal for up to four additional one-year terms through December 31, 2031. ANALYSIS -Urban Interface (WUI) environment where response time, access constraints, and fast-changing fire weather can quickly increase incident complexity. Seasonal staffing of Fire Station 8 (Foothills) strengthens initial attack capability and improves coverage for WUI fires and other all-risk incidents during the wildland fire season. -party operational model with Los Altos Hills County Fire District and the Santa Clara County Fire Department, supporting coordinated regional resource positioning and mutual aid readiness during periods of elevated demand. Operationally, the program maintains a three-person company at Station 8, with minimum daily coverage and the ability to extend hours when conditions warrant, with staffing provided on a monthly rotation between Palo Alto Fire and Santa Clara County Fire. FISCAL/RESOURCE IMPACT -person fire crew assigned to Station 8 (Foothills) during the wildland firefighting season, consistent with the Agreement as amended. LAHCFD will continue to be billed monthly in accordance with the updated billing provisions in the First Amendment. Item 8 Item 8 Staff Report Item 8: Staff Report Pg. 2 Packet Pg. 413 of 711 STAKEHOLDER ENGAGEMENT ENVIRONMENTAL REVIEW ATTACHMENTS APPROVED BY: Item 8 Item 8 Staff Report Item 8: Staff Report Pg. 3 Packet Pg. 414 of 711 1 of 5 First Amendment to the Agreement Between the Santa Clara County Central Fire Protection District and Los Altos Hills County Fire District and City of Palo Alto FIRST AMENDMENT TO FIRE AND EMERGENCY MEDICAL SERVICES AGREEMENT BETWEEN SANTA CLARA COUNTY CENTRAL FIRE PROTECTION DISTRICT, LOS ALTOS HILLS COUNTY FIRE DISTRICT, AND CITY OF PALO ALTO FOR THE OPERATIONS AND FUNDING OF FIRE STATION 8 This First Amendment (“First Amendment”) to the Fire and Emergency Medical Services Agreement (“Agreement”) by and between Santa Clara County Central Fire Protection District, a special district (“DISTRICT”), the Los Altos Hills County Fire District, a special district (“LAHCFD”), and the City of Palo Alto, a California municipal corporation and charter city (“CITY”) (each a “Party” and collectively, the “Parties”), shall be retroactively effective as of December 31, 2025. RECITALS The following recitals are a substantive portion of this Agreement. WHEREAS, the Parties entered into the Agreement for the operations and funding of Fire Station 8 on June 8, 2021; WHEREAS, the Agreement allows the Parties to work in partnership and each contribute resources to staff and utilize Station 8 primarily to improve the wildland firefighting capabilities of the Parties in their respective jurisdictions and bolster regional mutual aid; WHEREAS, the Agreement allows the Parties to jointly exercise their powers to provide fire protection and emergency medical response pursuant to Government Code section 6500, et seq., under the terms and conditions set forth in the Agreement; and WHEREAS, the Parties now desire to amend the Agreement to extend the term and increase funding. NOW THEREFORE, DISTRICT, LAHCFD, and CITY hereby agree to amend the Agreement as follows: 1. Article 2 (“TERM; EXTENSION”), subsection 2.1 (“Term of Agreement”) shall be deleted and replaced as follows: “This Agreement shall be effective on the date of full execution by the Parties and shall be effective until December 31, 2026 (‘Initial Expiration Date’).” Docusign Envelope ID: 3B89561E-863B-41FF-AD9B-F4BE8D93DE1B Item 8 Attachment A - Station 8 First Amendment to the 2021 Agreement Item 8: Staff Report Pg. 4 Packet Pg. 415 of 711 2 of 5 First Amendment to the Agreement Between the Santa Clara County Central Fire Protection District and Los Altos Hills County Fire District and City of Palo Alto 2. Article 2 (“TERM; EXTENSION”) subsection 2.2 (“Extensions”) shall be deleted and replaced as follows: “Upon the Initial Expiration Date, this Agreement shall automatically renew on a year-to-year basis for up to four additional one-year terms, commencing on January 1 and ending on December 31 of each such year, unless any Party provides written notice of non-renewal to the other Parties prior to December 1 of each year. Any notice of non-renewal shall be approved by the respective legislative bodies of the Party issuing the notice of non-renewal.” 3. Article 10 (“TERMS OF PAYMENT/FINANCIAL PROVISIONS”), subsection 10.2 shall be amended to add the following language at the end of the subsection: “The total amount to be funded by LAHCFD for the full term of the Agreement, January 1, 2026, through December 31, 2031, shall not exceed Three Million Two Hundred Thousand Dollars ($3,200,000), including any automatic one-year renewals. Funding for the January 1, 2026, to December 31, 2026, term of the Agreement shall not exceed Six Hundred Forty Thousand Dollars ($640,000). Funding for each subsequent automatic one-year renewal term shall be allocated calculated pursuant to the method set forth in Exhibit C, such that, in the aggregate, total payments under this Agreement do not exceed Three Million Two Hundred Thousand Dollars ($3,200,000) for the full term of the Agreement.” 4. Except as provided herein, all other terms, conditions, and provisions of the Agreement are unchanged and unaffected by this First Amendment and shall remain in full force and effect. 5. In the event of any conflict between the terms of the Agreement and this First Amendment, the terms of this First Amendment shall control. 6. The Agreement, inclusive of all amendments, constitutes the entire Agreement of the Parties concerning its subject matter and supersedes all prior oral and written agreements, representations and understandings between the Parties concerning such subject matter. 7. This First Amendment may be executed in any number of counterparts, and all of such counterparts so executed together shall be deemed to constitute one and the same agreement, and each such counterpart shall be deemed to be an original provided all of the Parties have fully executed the Agreement. Unless otherwise prohibited by law, DISTRICT policy, LAHCFD policy, or CITY policy the Parties agree that an electronic copy of this agreement, or an electronically signed agreement, has the same force and legal effect as the agreement executed with an original ink signature. The term “electronic copy of this agreement” refers to a transmission by facsimile, electronic mail, or other electronic means of a copy of the original signed Docusign Envelope ID: 3B89561E-863B-41FF-AD9B-F4BE8D93DE1B Item 8 Attachment A - Station 8 First Amendment to the 2021 Agreement Item 8: Staff Report Pg. 5 Packet Pg. 416 of 711 3 of 5 First Amendment to the Agreement Between the Santa Clara County Central Fire Protection District and Los Altos Hills County Fire District and City of Palo Alto agreement in a portable document format. The term “electronically signed agreement” means the agreement that is executed by applying an electronic signature using technology approved by the DISTRICT, LAHCFD, and CITY. 8. By signing below, each signatory warrants and represents that they executed this First Amendment in their authorized capacity, that they have the authority to bind the entity listed below to contractual obligations, and that by their signature on this First Amendment, the entity on behalf of which they acted executed this First Amendment. SANTA CLARA COUNTY CENTRAL FIRE PROTECTION DISTRICT: Suwanna L. Kerdkaew Fire Chief Date APPROVED AS TO FORM AND LEGALITY: Aaron Forbath Date Deputy County Counsel [signatures continue on the following pages] Docusign Envelope ID: 3B89561E-863B-41FF-AD9B-F4BE8D93DE1B 1/28/2026 1/28/2026 Item 8 Attachment A - Station 8 First Amendment to the 2021 Agreement Item 8: Staff Report Pg. 6 Packet Pg. 417 of 711 4 of 5 First Amendment to the Agreement Between the Santa Clara County Central Fire Protection District and Los Altos Hills County Fire District and City of Palo Alto CITY OF PALO ALTO By: Ed Shikada Date City Manager ATTEST: Mahealani Ah Yun Date City Clerk APPROVED AS TO FORM: Aylin Bilir Date Assistant City Attorney [signatures continue on the following page] Docusign Envelope ID: 3B89561E-863B-41FF-AD9B-F4BE8D93DE1B Item 8 Attachment A - Station 8 First Amendment to the 2021 Agreement Item 8: Staff Report Pg. 7 Packet Pg. 418 of 711 5 of 5 First Amendment to the Agreement Between the Santa Clara County Central Fire Protection District and Los Altos Hills County Fire District and City of Palo Alto LOS ALTOS HILLS COUNTY FIRE DISTRICT By: Jo Anne Logan Date General Manager ATTEST: Cori Vargas Date District Clerk APPROVED AS TO FORM AND LEGALITY: Stephanie M. Jackson Date Deputy County Counsel Docusign Envelope ID: 3B89561E-863B-41FF-AD9B-F4BE8D93DE1B 1/29/2026 2/2/2026 2/2/2026 Item 8 Attachment A - Station 8 First Amendment to the 2021 Agreement Item 8: Staff Report Pg. 8 Packet Pg. 419 of 711 1 FIRE AND EMERGENCY MEDICAL SERVICES AGREEMENT BETWEEN SANTA CLARA COUNTY CENTRAL FIRE PROTECTION DISTRICT, LOS ALTOS HILLS COUNTY FIRE DISTRICT, AND CITY OF PALO ALTO FOR THE OPERATIONS AND FUNDING OF FIRE STATION 8 This Fire and Emergency Medical Services Agreement (the “Agreement”) for the operations and funding of Fire Station 8, is made by and among the Santa Clara County Central Fire Protection District, a special district (“DISTRICT”), the Los Altos Hills County Fire District, a special district (“LAHCFD”), and the City of Palo Alto, a California municipal corporation and charter city (“CITY”) (each a “Party” and collectively the “Parties”), with respect to the provision of Fire and Emergency Medical Services. RECITALS WHEREAS, CITY provides fire protection and emergency medical services within its municipal boundaries; and WHEREAS, LAHCFD provides fire protection services within its district boundaries through a fire services contract with the DISTRICT for fire suppression, emergency medical response and associated fire resources; and WHEREAS, LAHCFD desires to enhance and extend its annual high fire season firefighting capabilities by expenditure of its funds in order to supplement its existing fire services agreement with the DISTRICT to extend to the northern boundaries of its jurisdiction that border Palo Alto and thereby, enhance emergency response times and proximity to areas of high fire danger for its residents, and WHEREAS, pursuant to this Agreement, DISTRICT and CITY are willing to provide their resources, firefighting crews and equipment and enhance services at the northern boundaries of LAHCFD and CITY, and LAHCFD is willing to expend funds for the services provided in this Agreement; and WHEREAS, CITY owns Fire Station Number 8, (“Station 8”) located in the Palo Alto Foothills Park at 3300 Page Mill Road, adjacent to the boundary of the LAHCFD, and for a period of time commencing in 1992, LAHCFD had participated with CITY to exercise jointly their powers to provide fire protection and emergency medical response during the summer and high fire season months by staffing Station 8 for wildland firefighting; and WHEREAS, Station 8’s location is advantageous to the strategic needs of the Parties relative to the rapid deployment of, including but not limited to, apparatus and equipment, resources, and proximity to mobilize emergency responses by housing fire crews for wildland firefighting; and WHEREAS, the Parties have contemplated the current availability of resources. i.e., facilities, personnel, equipment, risks/call response types, agency/system benefits and sustainability considerations in order to provide life safety and property protection during summer and high fire season months; and DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Ap p r o v e d : 0 6 / 0 8 / 2 0 2 1 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 9 Packet Pg. 420 of 711 2 WHEREAS, the Parties desire to work in partnership and each contribute resources to staff and utilize Station 8 primarily to improve the wildland firefighting capabilities of the Parties in their respective jurisdictions and bolster regional mutual aid; and WHEREAS, the Parties therefore desire to jointly exercise their powers to provide fire protection and emergency medical response pursuant to Government Code section 6500, et seq., under the terms and conditions set forth below. NOW THEREFORE, in consideration of the recitals and the mutual obligations of the parties set forth in this Agreement, DISTRICT, LAHCFD, and CITY agree as follows: ARTICLE 1 DEFINITIONS 1.1 Definitions. For purposes of clarity and consistency, the definitions set forth in Exhibit B hereto shall apply to this Agreement unless the context clearly requires a different meaning. 1.2 The definitions included in the Exhibit B, shall apply to this Agreement unless the Agreement indicates otherwise. ARTICLE 2 TERM; EXTENSIONS 2.1 Term of Agreement. This Agreement shall be effective on the date of full execution by the Parties and shall be effective until December 31, 2021. 2.2 Extensions. This Agreement shall automatically renew on a year-to-year basis for up to four additional years, unless any Party provides written notice of non-renewal to the other Parties prior to December 1 of each year. Any notice of non-renewal shall be approved by the respective legislative bodies of the Parties issuing the notice of non-renewal. 2.3 Continuing Obligations. The provisions in Sections 2.3 and 6.2.6 and Article 9 shall survive expiration or termination of this Agreement for any reason. ARTICLE 3 SCOPE OF SERVICES 3.1 Fire Suppression and Protection Services. During wildland firefighting season, which shall be defined as from June 15 to October 31 or as otherwise agreed to in writing by the Parties as weather conditions require (“Wildland Firefighting Season”) DISTRICT and CITY shall jointly provide the following fire suppression and protection services (“Services”) necessary to operate Station 8 for the mutual benefit of the Parties: 3.1.1 During Wildland Firefighting Season, Station 8 shall be staffed by the CITY and the DISTRICT as further specified in this Agreement with a three-person engine company for a minimum of 12 hours per day (generally 8:00 a.m. to 8:00 p.m.), seven days a week, and more hours as reasonably warranted should weather conditions such DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 10 Packet Pg. 421 of 711 3 as red flag warnings occur subject to agreement of the respective fire chiefs of the CITY and DISTRICT. The engine shall be a Type 3 or Type 6 engine and an all-risk resource and shall include equipment and Advanced Life Support (“ALS”) medical equipment. As specified below, on a rotating monthly basis, or on a rotation scheduled as determined by the Parties, CITY and DISTRICT personnel shall staff the engine with one fire captain, one engineer and one firefighter or in a three-person crew configuration as determined by the fire chief or his or her designee, of the agency deploying the fire protection services for that duty shift. One crew member will be qualified and accredited in Santa Clara County as a paramedic. The apparatus and personnel assigned to Station 8 will respond to the areas in the CITY, DISTRICT and LAHCFD, adjacent to the Page Mill Road corridor from Skyline Blvd. to Interstate 280, and will be available for mutual aid in accordance with the Santa Clara County Local Fire Service and Rescue Mutual Aid Plan, dated March 5, 1997. Staffing flexibility and schedule rotation shall be accommodated to avoid impacts from agency staffing challenges. Staffing shall be compensated at the respective Parties’ overtime rates of pay in accordance with Article 10.2 and Exhibit C. Staffing and schedule rotation flexibility may be adjusted as reasonably necessary between the DISTRICT and the CITY by approval of the respective fire chiefs or designees to accommodate staffing and operational needs. The responsibility will be with the assigned Party to fill the engine based on the assigned monthly schedule. o Starting as soon as feasible after the effective date of this Agreement and no earlier than June 15, 2021, CITY will staff its Type 3 or Type 6 engine at Station 8. o Starting July 1, 2021, DISTRICT and CITY shall rotate monthly to staff its Type 3 or Type 6 engine at Station 8. DISTRICT and CITY may make adjustments in the rotating schedule as agreed to in writing by the fire chiefs or designees to provide staffing and operational flexibility. o This monthly staffing and rotation of engine and personnel by agency shall continue through October 31, 2021 but may be extended as needed through the month of November or later following the staffing and rotation model schedule below:  June-CITY  July-DISTRICT  August-CITY  September-DISTRICT  October-CITY  November-DISTRICT CITY and DISTRICT shall retain the obligation to provide all salary and employee benefits required by contract or by law (including workers compensation benefits) for their respective employees assigned under this Agreement. Each employee assigned under this Agreement shall be subject to their respective agency’s personnel rules, regulations, and processes, as well as any labor contract provisions applicable to that employee. No personnel performing any part of this Agreement shall be deemed to be employees, agents or contractors of LAHCFD. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 11 Packet Pg. 422 of 711 4 3.2 Dispatch Communications. County Communications shall be primarily responsible for dispatch of Station 8 resources under this Agreement, subject to cooperation between the Parties based upon the operational needs of the Parties. ARTICLE 4 4.1 Reserved. ARTICLE 5 SERVICE LEVELS, STANDARDS OF PERFORMANCE 5.1 Standard of Performance. DISTRICT and CITY shall perform all services required under this Agreement in a manner and according to the standards observed by competent fire personnel providing equivalent services. All products of whatever nature and all services shall be prepared and provided in a professional manner. ARTICLE 6 REAL PROPERTY 6.1 Real Property Defined. As used in this section, the term “Real Property” shall mean that land and improvements situated thereon consisting of the Station 8 fire station and appurtenances thereto owned by CITY, as described in that document entitled “CITY Real Property Schedule,” attached hereto as Exhibit A, and incorporated by reference herein. 6.2 Real Property. 6.2.1 CITY shall make available to DISTRICT all documentation regarding manufacturers warranties, invoices and product information (such as owner’s manuals, operation and maintenance records) pertaining to all appliances and systems in place in Real Property. 6.2.2 Subject to the terms and conditions contained in this Section, DISTRICT shall be authorized to occupy and use CITY’s Real Property at no cost, other than as specified herein, during Wildland Firefighting Season, solely for the purpose of providing fire protection and other related services from the effective date of this Agreement and during such time as this Agreement remains in effect. 6.2.3 DISTRICT, and CITY shall occupy and use the Real Property as a fire station for the housing of fire crews, emergency medical personnel, fire apparatus, and equipment unless CITY consents to the use thereof for other purposes. Said Real Property may also be used for miscellaneous incidental purposes related to the performance of fire prevention and suppression services, such as, storage of surplus equipment or materials and supplies, repair shops, administrative offices and staff training centers. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 12 Packet Pg. 423 of 711 5 6.2.4 All personnel assigned to the facility shall keep the premises in a safe, neat and clean condition. All personnel shall also maintain in good working order, and meet and confer to replace when necessary, all CITY-owned furnishings, appliances, and fixtures. DISTRICT agrees not to remove any CITY-owned furnishings, appliances, or fixtures from the Real Property, except with the prior written approval of CITY. 6.2.5 All personnel assigned to the facility shall maintain in good condition and repair the grounds surrounding the premises, the walls, ceiling, floors, vegetation, sidewalks, driveways and other structural components of the premises, the plumbing, heating and cooling systems, electrical conduits, outlets, switches and emergency generators. Repairs will be performed promptly according to code. 6.2.6 CITY shall be responsible for any and all repairs and/or replacement, and maintenance of fuel tanks at the fire station listed in Exhibit A. CITY shall retain any and all rights of ownership in said fuel tanks. CITY shall be fully responsible for any and all clean-up costs associated with fuel tanks on the premises prior to, during, and after DISTRICT’S use of the fire station listed in Exhibit A. CITY shall not be responsible for contamination caused by DISTRICT, as determined by a court of competent jurisdiction, including but not limited to, costs for cleanup, response, removal, remediation, administrative oversight, criminal or civil penalties, and attorney fees and costs. Where contamination is from a joint cause there shall be joint liability to the extent such liability is not severable and/or apportionable. This section shall survive the termination of this Agreement. 6.2.7 In the event that any of the Real Property is for any cause destroyed or damaged beyond repair by DISTRICT personnel or their agents, to the extent such destruction or damage is caused by DISTRICT’s personnel or agents, DISTRICT shall within a reasonable time replace same with improvements and facilities of the same kind and purpose, and of at least the same quality, size and capacity as those damaged or destroyed. 6.2.8 Except as otherwise provided by this Agreement, DISTRICT shall not lease, sublease or otherwise assign its right to use the Real Property to any other party or permit any other party to permanently or temporarily occupy or use the Real Property, or assign its right to perform services under this Agreement without the written consent of CITY. Likewise, CITY shall not lease, sublease or otherwise assign its rights to use the Real Property to any other party to permanently or temporarily occupy or use the Real Property without the written consent of DISTRICT and LAHCFD. No successor in interest of DISTRICT shall be vested with any right to use the Real Property under this Agreement without the written consent of CITY. 6.3 Identity of Fire Station. The Parties mutually agree that the retention of community identity is important to all agencies, and therefore, Station 8 shall continue to be identified as CITY station and may also be identified with the logos of the Parties as determined by CITY, and the apparatus stationed DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 13 Packet Pg. 424 of 711 6 therein shall bear the name of the agency providing the apparatus in use by its personnel. ARTICLE 7 VEHICLES AND EQUIPMENT 7.1 Apparatus and Equipment. DISTRICT and CITY shall provide at their sole respective expense, the Type 3 or Type 6 fire engine located at Station 8 during their respective monthly rotation. Except as otherwise provided in this Agreement, the engine shall also be available to respond as part of the mutual aid system as requested and approved by the Operational Area Coordinator. The engine shall be an all-risk resource and shall include equipment and Advanced Life Support (ALS) medical equipment. It shall be equipped to respond to a variety of emergencies, including but not limited to medical emergencies, rescues, wildland fires, and structure fires. ARTICLE 8 RECORDS RETENTION 8.1 Record Retention and Storage. In accordance with all applicable laws and local policies, each Party shall retain ownership of its own fire service records. The Parties agree to grant access to, share and exchange records as needed, in compliance with applicable federal, state, and local laws and policies concerning data protection and privacy. No Party may destroy another Party’s records without written permission. Notwithstanding anything to the contrary, the CITY and DISTRICT shall retain all records related to this Agreement for a period five (5) years after termination or expiration of this Agreement. CITY and DISTRICT shall promptly provide any and all such records to LAHCFD upon request. ARTICLE 9 INSURANCE, INDEMNITIES AND RELATIONSHIPS OF THE PARTIES 9.1.1 Insurance Required. CITY and DISTRICT shall maintain self-insurance or commercial coverage during all periods this Agreement is in effect to provide comprehensive general liability insurance and property insurance to enable it to meet all contractual obligations herein. The CITY and DISTRICT’s comprehensive general liability insurance or any future self-insurance program shall provide minimum coverage of five million dollars ($5,000,000) if commercially available. Certificates of insurance evidencing ongoing coverage shall be mutually provided to each Party’s risk manager annually on the anniversary date of this Agreement. Each Party shall be given thirty (30) days advance notification of any material changes, cancellations or anticipated lapses in coverage from each other Party including, but not limited to, policy limits and deductibles. Any significant changes in coverage shall be subject to approval by the other Parties. 9.1.2 CITY and DISTRICT shall each maintain its current workers’ compensation self- insurance program or shall at all times maintain workers’ compensation insurance in an amount to comply with California statutory requirements. Each Party (CITY or DISTRICT or both) with assigned personnel shall be responsible for any and all DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 14 Packet Pg. 425 of 711 7 workers’ compensation claims arising solely out of an industrial accident or incident to the extent an incident occurred prior to the effective date of this Agreement. 9.2 Indemnities and Relationships of the Parties 9.2.1 CITY’s and/or DISTRICT’s Fire Station Number 8 personnel shall not be considered to be either general or special employees of LAHCFD, or agents or contractors of LAHCFD, for any purposes, including the workers' compensation laws. 9.2.2 Except as otherwise provided for in this Agreement, and notwithstanding the provisions of Government Code Section 895.2, DISTRICT and CITY shall mutually defend, indemnify, and hold harmless each other and their respective officers, agents, employees and representatives from any and all losses, liability, damages, claims, suits, actions and administrative proceedings, and demands and all expenditures and cost relating to acts or omissions of the indemnitor, its officers agents or employees arising out of or incidental to the performance of any of the provisions of this Agreement, including, but not limited to, claims alleging intentional or negligent acts or omissions, willful misconduct, or violations of state or federal civil rights laws. Parties do not assume liability for the acts or omissions of persons other than their respective officers, employees, and agents. In the event of the concurrent negligence of the DISTRICT and CITY, or the officers, agents and/or employees of multiple Parties, then the liability for any and all claims for injuries or damages which arise out of the performance of this Agreement shall be apportioned under California’s theory of comparative fault as presently established or may be hereafter modified. Notwithstanding the provisions of Government Code Section 895.2, to the fullest extent permitted by law, and in recognition of LAHCFD’s sole role as the funder of services under this Agreement, CITY and/or DISTRICT shall defend (with counsel reasonably approved by LAHCFD), indemnify and hold harmless the LAHCFD, the LAHCFD Board of Commissioners, members of the LAHCFD Board of Commissioners, the LAHCFD’s employees, representatives, agents and volunteers from any and all suits, damages, costs, fees, claims, demands, causes of action, liabilities, losses expenses, damage or injury of any kind, in law or equity, to property or persons, including wrongful death and financial losses (collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of, CITY and/or DISTRICT’s officers, assistants, subcontractors, employees or agents in connection with the performance of Services or this Agreement. 9.2.3 This Agreement is entered into solely for the mutual benefit of the signatory parties and not for the benefit of any resident or other person or entity. No person or entity not a party hereto shall have any right to enforce this Agreement or bring any action as a consequence of this Agreement arising out of a failure or omission on the part of any of the Parties to provide the Services described herein. 9.2.4 This Agreement shall supplement and shall not supplant or reduce the scope of any agreements or arrangements between the Parties for automatic aid or mutual aid or otherwise, including but not limited to LAHCFD’s existing fire services agreement with DISTRICT, in emergencies requiring fire suppression or first responder medical care into the areas of LAHCFD covered by this Agreement. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 15 Packet Pg. 426 of 711 8 9.2.5 This Agreement shall not be construed to create any separate joint powers entity under the provisions of Government Code §6500, et seq. Notwithstanding the provisions for allocation of loss or liability provided therein, the provisions of this Agreement for loss allocation shall govern. ARTICLE 10 TERMS OF PAYMENT/FINANCIAL PROVISIONS 10.1 Wildland Firefighting Season Operating Costs. Except as otherwise provided in this Agreement, the Parties agree that the amount provided in this Article shall be sufficient to cover all expenses associated with providing comprehensive fire and emergency medical services including, but not limited to staffing, supplies, services, capital outlay, vehicle and equipment maintenance and amortization, and communications. 10.2 LAHCFD shall provide funding to pay for a three-person fire crew at overtime rate of pay while on duty assignment at Station 8 during the Wildland Firefighting Season as described in Section 3.1.1 (i.e.,12 hours per day 7 days per week) above at the published California Office of Emergency Services overtime salary rates (1.5 times of salary) for each of the above-described positions of CITY and DISTRICT respectively. LAHCFD shall pay no additional costs and no costs associated with, including but not limited to, administration, management including battalion chief and other staffing, overhead fees, station costs and/or engine equipment costs. Due to the unpredictability and severity of weather conditions and/or wildland fire events, additional staffing hours, beyond the core staffing hours for Station 8, as described above in this paragraph, are anticipated. These additional funds shall be allocated as agreed to by the Parties. The total not to exceed amount (“Not to Exceed Amount”) for costs for the 2021 Wildland Firefighting Season to be funded by LAHCFD shall be $558,000 as calculated pursuant to the method set forth in the attached Exhibit C unless this paragraph is amended by the Parties. Parties also anticipate amending this Agreement, including this Section 10.2, as necessary to reflect funding amounts for Wildland Firefighting Seasons beyond 2021. To the extent a grant and/or other external funding source is obtained to pay for or to offset the cost of staffing Station 8 pursuant to this Agreement, LAHCFD shall be reimbursed and/or excused from paying in an amount equal to the grant and/or external funding source obtained. However, funds expended by LAHCFD will be only for payment of actual staff hours worked as described in the paragraph above and Exhibit C. 10.3 DISTRICT and CITY shall invoice LAHCFD monthly based on services provided and shall provide timesheet records to substantiate amounts invoiced. LAHCFD shall make payments within thirty (30) days of receipt of the invoice. If an amendment to Exhibit C is required for payments, LAHCFD may be required to delay payment by a reasonable time period to allow for any necessary amendments. // // DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 16 Packet Pg. 427 of 711 9 ARTICLE 11 TERMINATION 11.1 Termination for Cause. Without limiting any other remedy that may be available, this Agreement may be terminated for a material breach after giving the breaching Party notice and a reasonable opportunity to cure as stated in Section 12.1. 11.2 Termination without Cause. Any Party may terminate this Agreement without cause by providing a notice of non-renewal as provided in Section 2.2 above. 11.3 Duties Upon Termination. In the event of termination, and in accordance with all applicable laws, all Parties shall retain ownership of their respective fire service records. However, this ownership shall be subject to retention and production provisions specified in Section 8. 11.4 Payment upon Termination. DISTRICT and/or CITY shall meet and confer and shall rebate to LAHCFD any payment for services not received, and DISTRICT and/or CITY shall pay LAHCFD a pro-rated amount for all days not constituting a full pay period owed up to and including the date of termination, but in no event shall LAHCFD pay for any days or months of personnel services rendered as required in Section 10 of this Agreement subsequent to the termination date, except as by written agreement for extension of the Wildfire Firefighting Season. Acceptance of the final payment as described in this paragraph to LAHCFD shall constitute a complete accord and satisfaction between the Parties, solely as to the issue of payments of services on termination. ARTICLE 12 DISPUTE RESOLUTION 12.1 Mediation. At any time during the term of this Agreement, the Party aggrieved by a material breach may give written notice describing the breach to the Party responsible. Upon receipt of the written notice, the Party responsible shall respond within ten (10) working days in writing with a detailed action plan summarizing the Party’s position on any pertinent issue and how the Party will correct the problem. If the dispute is not resolved within thirty (30) days of the date on which the action plan is sent, the Parties will explore submission of the issue to mediation. If the foregoing processes fail to fully resolve the dispute, the Parties may pursue all remedies available to them in law or equity. 12.2 Governing Law. California law shall govern this Agreement and the interpretation thereof. ARTICLE 13 MISCELLANEOUS PROVISIONS 13.1 Incorporation of Exhibits. This Agreement incorporates each of the exhibits by reference. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 17 Packet Pg. 428 of 711 10 13.2 Assignment. Except as expressly provided herein, CITY, LAHCFD, and DISTRICT shall not assign, delegate, subcontract, grant, or encumber any right, duty or interest, in whole or in part, in or of this Agreement. 13.3 Notices. All notices, demands or other writings to be given, made, or sent pursuant to this Agreement or which may be given or made or sent, by any party to this Agreement to another (other than routine correspondence between the parties), shall be deemed to have been fully given, made or sent when put in writing and delivered personally or mailed by first class certified return receipt mail, addressed to the respective parties as follows: To CITY: CITY MANAGER Palo Alto City Hall 250 Hamilton Avenue Palo Alto, CA 94301 To DISTRICT: FIRE CHIEF 14700 Winchester Boulevard Los Gatos, CA 95032 To LAHCFD: General Manager P.O. Box 1766 Los Altos, CA 94023-1766 The address to which any notice, demand or other writing may be given or made or sent to any Party may be changed by written notice given by such Party. 13.4 Compliance with Law. The Parties agree to comply with and abide by all federal, state, county, municipal and other governmental statutes, ordinances, laws and regulations which affect this Agreement. 13.5 Covenant of Further Assurances. The Parties agree that subsequent to the execution and delivery of this Agreement, and without any additional consideration, they shall perform such further acts and shall execute such additional documents as are reasonably necessary and appropriate to fulfill the intent of the parties under this Agreement and to affect any necessary corrections thereto (as may be requested from time to time). 13.6 Waiver of Rights. No Party may waive or release any of its rights or interests in this Agreement except in writing. Failure to assert any right arising from this Agreement shall not be deemed or construed to be a waiver of such right. Waiver of any particular right shall not constitute a waiver of any other right under this Agreement. 13.7 Interest in Agreement. This Agreement shall not be deemed or construed to confer upon any person or entity, other than the parties hereto, any right or interest, including, without limiting the generality of the foregoing, any third-party beneficiary status or any right to enforce any provision of this Agreement. // DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 18 Packet Pg. 429 of 711 11 13.8 Consents. Approvals, and Modifications. 13.8.1 All consents, approvals, interpretations, and waivers relating to this Agreement shall bind a Party only when executed by such Party’s Authorized Representative. CITY’s Authorized Representative shall be its City Manager; and DISTRICT’s shall be its Fire Chief and LAHCFD’s shall be its General Manager. Agents expressly authorized in writing by said City Manager, and/or Fire Chief, and/or General Manager shall also be Authorized Representatives. Modification of this Agreement may occur only in writing upon the mutual consent of the Parties. 13.8.2 The City Manager is authorized to approve minor modifications to this contract on behalf of CITY, provided such modifications do not significantly affect the scope of services or compensation. The Fire Chief is authorized to approve minor modifications on behalf of DISTRICT provided such modifications do not significantly affect the scope of services or compensation. The General Manager is authorized to approve minor modifications to this contract on behalf of LAHCFD provided such modifications do not significantly affect the scope of services or compensation. A “minor modification” for the purpose of this section is one that is necessary as a result of a potential threat to public safety and the lack of the timely ability to obtain proposed changes’ approval from the legislative bodies of the Parties. 13.9 Entire Agreement. This Agreement constitutes the entire understanding and agreement between these Parties; and no other agreement, statement, or promise made by any Party, or any employee, officer, or agent of any Party which is not contained in this Agreement is binding or valid. 13.10 Successors in Interest. This Agreement shall be binding upon and shall inure to the benefit of any successors to or assigns of the Parties. 13.11 Severability. Should any part, term, portion, or provision of this Agreement be deemed to be in conflict with any law of the United States or of the State of California, or otherwise found to be unenforceable or ineffectual by a court of competent jurisdiction, the validity of the remaining terms, parts, portions, or provisions shall be deemed severable and shall not be affected, provided such remaining portions or provisions can be construed in substance to constitute the Agreement. 13.12 Nondiscrimination. Each Party and every subcontractor shall comply with the provisions of the California Fair Employment and Housing Act, California Government Code section 12900 et. seq. and Title VII, 42 United States Code, Section 2000e et seq. and any amendments thereto. This Agreement may, at the option of any Party, be terminated or suspended in whole or in part in the event the other Party fails to comply with this nondiscrimination provision in accordance with the termination provisions. 13.13 Counterparts/Electronic Signature. This Agreement may be executed in counterparts. Unless otherwise prohibited by law or DISTRICT policy, the parties agree that an electronic copy of a signed contract, or an electronically signed contract, has the same DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 19 Packet Pg. 430 of 711 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 20 Packet Pg. 431 of 711 13 CITY OF PALO ALTO _____________________________ By: ED SHIKADA City Manager ATTEST: __________________________________ BETH MINOR City Clerk APPROVED AS TO FORM: __________________________________ TERENCE HOWZELL Chief Assistant City Attorney LOS ALTOS HILLS COUNTY FIRE DISTRICT _______________________ MARK WARREN, President Board of Commissioners of Los Altos Hills County Fire District ATTEST: Date: ________________________ CORI VARGAS District Clerk APPROVED AS TO FORM AND LEGALITY: _________________________ STEVE MITRA Assistant County Counsel Exhibits: Exhibit A: City Real Property Schedule Exhibit B: Definitions Exhibit C: Staffing Costs DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: B0AF66B1-0B84-498A-8C0A-088C82EE8160 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 21 Packet Pg. 432 of 711 14 EXHIBIT A CITY REAL PROPERTY SCHEDULE Fire Station City of Palo Alto Palo Alto Station 8 at Foothills Park DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 22 Packet Pg. 433 of 711 EXHIBIT B Definitions Emergency Management Emergency Management is an ongoing process to prevent, mitigate, prepare for, respond to, and recover from an incident that threatens life, property, operations, or the environment. Real Property The term "Real Property" shall mean that land and improvements situated thereon consisting of fire stations and appurtenances thereto owned by the CITY as described in that document entitled "CITY Real Property Schedule," attached hereto as Exhibit "A," and incorporated by reference herein. Apparatus and Equipment Shall mean the vehicles and tools required to perform the services and duties required by this contract, including, but not limited to, fire engines, ladder trucks, rescue units, command vehicles, pick-up trucks, sedans, ladders, fire hose, nozzles, breathing apparatus, and specialized rescue tools. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 23 Packet Pg. 434 of 711 EXHIBIT C Method of Calculating Costs to be Paid by LAHCFD I. The core staffing component of the Not to Exceed Amount is calculated by number of days of assignment that includes seven (7) days per week, at a twelve (12) hour shift per day for a three (3) member fire crew at a published Cal OES pay rate calculated at overtime pay for each position (“Base Amount”) for each agency. Pay rates shall be adjusted if Cal OES published rates for that pay period are adjusted. II. Also to be included in the Not to Exceed Amount are additional hours and days beyond the core staffing described in I above. Additional hours and days are necessary to provide additional staff for high fire dangers that occur as a result of red flag warnings, weather conditions, surrounding fires, and other emergencies that cause threat of a wildland fire. Additional staffing for these events shall be determined by the agency fire chief whose fire crew is on duty at time of the event and/or conditions necessitating staffing above the core staffing. LAHCFD and the fire chief whose fire crew is not on duty will be notified as soon as feasible. The Parties must agree in writing for continuation of the additional staffing once it is feasible for the Parties to confer. III. LAHCFD’s total funding contribution shall not exceed the Not to Exceed Amount reflected in the Agreement, Section 10.2, as the Agreement is from time to time amended. The Parties shall keep each other apprised of the usage of LAHCFD funds to ensure that any necessary amendment to the Agreement may be timely made. DocuSign Envelope ID: 0CD3DFEA-1FDC-49DA-8556-504ED7F9C113DocuSign Envelope ID: F8FE18A6-D53D-4321-BC77-001FA9DBCD54 Item 8 Attachment B - Station 8 2021 Agreement Item 8: Staff Report Pg. 24 Packet Pg. 435 of 711 City Council Staff Report From: City Manager Report Type: ACTION ITEMS Lead Department: Public Works Meeting Date: March 2, 2026 Report #:2602-5985 TITLE Review the 2024 Greenhouse Gas Inventory and S/CAP Key Performance Indicators Annual Progress Report, and Approve the 2026-2027 S/CAP Work Plan and Receive Six S/CAP Studies Recommended by the Climate Action and Sustainability Committee; CEQA Status: Review GHG Inventory and Key Performance Indicators: Not a Project; Potential Environmental Impacts of the S/CAP Work Plan were Studied in the June 5, 2023 S/CAP Addendum to the 2017-2031 Comprehensive Plan EIR; this Project is also Exempt Pursuant to CEQA Guidelines Section 15183 RECOMMENDATION Staff recommends that the City Council: 1. Review the 2024 Citywide and Municipal Greenhouse Gas Emissions Inventories; and 2. Review the Sustainability and Climate Action Plan (S/CAP) Key Performance Indicators Annual Progress Report for calendar year 2024. The Climate Action and Sustainability Committee and staff recommend that the City Council: 3. Approve the 2026-2027 S/CAP Work Plan; and 4. Receive the following studies: a. S/CAP Funding and Financing Study; b. S/CAP Funding Source Survey; c. EV Charger Needs Assessment; and Single-family, Multi-family, and Non-Residential Building Sector Studies. EXECUTIVE SUMMARY This staff report presents the Palo Alto Citywide and Municipal GHG Emissions Inventories for calendar year 2024, a historical comparison of Citywide GHG Inventories, the Sustainability and Climate Action Plan (S/CAP) Key Performance Indicators (KPI) Annual Progress Report for calendar year 2024, and the Climate Action and Sustainability Committee recommended priorities for the 2026-2027 Sustainability and Climate Action Plan Work Plan. Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 1 Packet Pg. 436 of 711 In addition, the Climate Action and Sustainability Committee is recommending the City Council’s receipt of six studies that were attached to and summarized in the staff report for the December 13, 2025 Climate Action and Sustainability Committee (CASC) workshop on electrification funding and financing strategies. These studies document the work done to develop models and data for City staff and policy makers to use to support strategic decision- making about community-scale electrification funding, financing, and program design. They also include insights about the financial dynamics of community-scale electrification based on three illustrative scenarios analyzed. One key insight surfaced is that if the City were to rely on up- front incentives available to all community members as a way to achieve its goals, it would result in City expenses that exceed currently available resources for climate action. This points to the need for new strategies and additional modeling. Staff intends to use these tools and data throughout 2026 and 2027 to support strategic planning efforts under 2026-2027 S/CAP Work Plan item C13 (Develop Funding and Financing Strategies for Consideration) and to model different strategies and scenarios for community-wide electrification. BACKGROUND Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 2 Packet Pg. 437 of 711 In June 2023, City Council adopted the 2022 Sustainability and Climate Action Plan (S/CAP),2 certified the Comprehensive Plan Environmental Impact Report Addendum: Update to the Sustainability and Climate Action Plan,3 and accepted the 2023-2025 S/CAP Work Plan.4 The S/CAP aligns with several goals of the 2030 Comprehensive Plan Implementation plan, as well as the City Council 2025 Priority Area ”Climate Action and Adaptation, & Natural Environment Protection”.5,6 Both the Palo Alto Citywide and Municipal GHG Emissions Inventories calculate emissions for calendar year 2024. As a result of various City-led initiatives, programs, and activities focused on sustainability and climate action, by the end of 2024 Palo Alto reduced total citywide greenhouse gas (GHG) emissions 50.2% from the 1990 baseline, despite a population increase of 22% during that same time period. Due to changes in methodology, it is not possible to do an equivalent comparison of the 2024 Municipal GHG Inventory with previous inventories. However, by the end of 2024 the City reduced total municipal GHG emissions roughly 64% from the 2005 baseline. Due to delays associated with the COVID-19 pandemic, the 2019 GHG inventory was not completed until 2021. Previous GHG inventories were all completed by the following calendar year. Staff and external experts worked to complete both the 2023 and 2024 GHG inventories in 2025 to provide more timely reporting on the City’s progress towards the 80 x 30 and carbon neutrality goals. While this report focuses on the 2024 GHG inventory, new data from the 2023 GHG inventory is also included in figures, tables, and attachments. In addition, staff and external experts updated the 1990 Citywide GHG inventory to align with the methodology used for the 2019 through 2024 Citywide GHG inventories. This allows for a more equivalent comparison between the inventories. The City has reached the end of its 2023-2025 S/CAP work planning period. The 2023-2025 S/CAP Work Plan guided S/CAP Implementation with 77 work items, of which 27 focused on sustainability and 50 on climate action. Staff developed a proposed 2026-2027 S/CAP Work Plan to continue progress towards achieving the S/CAP goals. Development of the 2026-2027 S/CAP Work Plan aligns with one of 2 2022 Sustainability and Climate Action Plan; https://www.cityofpaloalto.org/files/assets/public/v/1/sustainability/reports/2022-scap-report_final.pdf 3 Comprehensive Plan Environmental Impact Report Addendum: Update to the Sustainability and Climate Action Plan, 2023; https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/agendas- minutes/city-council-agendas-minutes/2023/2023comprehensive-plan-environmental-impact-report-addendum- update-to-the-scap.pdf 4 2023-2025 S/CAP Workplan, 2023; https://www.cityofpaloalto.org/files/assets/public/v/1/sustainability/reports/2023-2025-scap-work-plan_final.pdf 5 2030 Comprehensive Plan; https://www.cityofpaloalto.org/Departments/Planning-Development- Services/Housing-Policies-Projects/2030-Comprehensive-Plan 6 City Council, May 5, 2025; Agenda Item #8; SR #2504-4466, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83379&dbid=0&repo=PaloAlto Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 3 Packet Pg. 438 of 711 the four Council Priorities for CY 2025: Climate Action and Adaptation, and Natural Environment Protection, and fulfills Council Priority Objective CA 23 - Develop and obtain Council approval for strategies and a 2026/2027 work plan for the next phase of S/CAP implementation of climate and sustainability goals. At the January 9, 2026 Climate Action and Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 4 Packet Pg. 439 of 711 Sustainability Committee meeting, the Committee received an update on the status of the 2023-2025 S/CAP Work Plan and discussed the recommended priorities for the 2026-2027 S/CAP Work Plan.11 The Committee voted unanimously, inclusive of staff and committee consensus modifications, to recommend that the City Council approve the work plan. Council recognized the importance of developing a long-term financial strategy as part of S/CAP implementation in the 2023–2025 Work Plan, which included initiation of an S/CAP Funding Study to explore potential funding and financing sources, as well as several complementary studies (an EV Charger Needs Assessment, studies of electrification opportunities in multi- family and non-residential buildings, and a Funding Source Survey). The City issued a Request for Proposals for these studies in August 2023 and retained a consultant team - Willdan, E3 (a Willdan company), and Rincon - to complete them.12 This model and its input studies – including assessments of gas equipment in single-family, multi- family, and non-residential buildings, an Electric Vehicle (EV) charger needs assessment, and a survey of funding sources – provide data to evaluate different electrification rollout scenarios and their financial implications. ANALYSIS The City is committed to a sustainable future. The City owns, operates, and maintains a full- service utilities portfolio that provides electric, natural gas, fiber, water, refuse, and wastewater services to residents and businesses in Palo Alto. Palo Alto’s continued leadership in advancing sustainability commitments has succeeded mainly because of the continued collaboration of community stakeholders, City departments, and the leadership of the City Council. This report presents a 2026-2027 S/CAP Work Plan to continue the City’s progress on sustainability and emissions reduction, a 2024 update to the Citywide and Municipal GHG Emissions Inventories showing progress to-date, and asks the City Council to receive six reports related to the S/CAP Funding Study that provide data and a modeling framework that will be used for policy discussions on funding community-wide electrification through 2026 and 2027. Starting with the 2019 Citywide GHG Emissions Inventory, the City followed the calculation and reporting standards outlined in the Global Protocol for Community-Scale GHG Emissions Inventories (GPC). However, the 1990 Citywide GHG Emissions Inventory followed a different methodology, and did not include several emissions sources, including: Airport Emissions, Off- Road Vehicles and Equipment, Caltrain Commuter Rail, Composting, Palo Alto Landfill Gas Flaring, and Wastewater Biosolid Treatment. Staff and external experts corrected this error and the 1990 Citywide GHG Emissions Inventory now follows the same GPC Protocol used in the 11 Climate Action and Sustainability Committee, January 9, 2026; Agenda Item 1; SR #2507-5027, https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=18309 12 City Council, January 16, 2024; Agenda Item #4; SR #2308--1939, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=82633&dbid=0&repo=PaloAlto Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 5 Packet Pg. 440 of 711 2019 through 2024 Citywide GHG Emissions Inventories. Historical comparisons are now more equivalent and provide a clearer picture of the City’s sustainability and climate action progress. 2e) from the residential, commercial, industrial, transportation, waste, water, and municipal sectors. In comparison to the 1990 base year emissions (which have increased to 798,868 MT from the previously calculated 780,119 MT due to corrections in methodology and additions of excluded emissions sources), these emissions represent a 50.2% decrease in total community emissions, despite a population increase of 22% during that same period. Emissions in 2024 equated to 5.9 MT per capita. The California Air Resource Board’s 2017 Scoping Plan Update recommends a goal for local governments of 6 MT CO2e per capita by 2030 and 2 MT CO2e per capita by 2050.15 In order to achieve 80 x 30, Citywide GHG Emissions need to be at 160,000 MT CO2e (corrected from the previous target of 156,024 MT CO2e). 15 California Air Resources Board 2022 Scoping Plan Appendix D Local Actions, November 2022; https://ww2.arb.ca.gov/sites/default/files/2022-11/2022-sp-appendix-d-local-actions.pdf Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 6 Packet Pg. 441 of 711 Figure 1: 2024 Palo Alto Citywide Greenhouse Gas Emissions by Sector As shown in Figure 2, total GHG emissions steadily decreased between 1990 and 2021. However, emissions increased between 2021 and 2022 and slightly increased between 2022 and 2023. The main driver of the increase in 2022 was On-Road Transportation, in part due to the shift away from pandemic-level (reduced) driving frequency, returning to the office after working from home, and economic recovery. These effects likely continued into 2023 as employers continued to change hybrid work policies and economic and travel activities continued to shift. GHG emissions from Transportation and Mobile Sources are estimated to have increased slightly (by less than 1%) between 2023 and 2024 but remain 27% lower than 1990 Transportation and Mobile Sources emissions. Within Transportation and Mobile Sources, On- Road Transportation increased slightly (less than half a percent). However, this estimate is preliminary due to lack of data. Vehicle miles traveled (VMT) data for 2024 were not yet available when the 2024 GHG inventory was prepared. City staff and external experts calculated a preliminary estimate of 2024 VMT by scaling 2023 per capita VMT based on 2024 population for passenger vehicles and service population for commercial vehicles and buses. This estimate reflects demographic growth and may not capture actual VMT trends. The largest increase between 2023 and 2024 within Transportation and Mobile Sources was from Airport Emissions, Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 7 Packet Pg. 442 of 711 which increased 22.4% from 2023. The full comparison between GHG inventories can be found in Attachment B. Figure 2: Palo Alto Citywide GHG Emissions by Sector, 1990 and 2019 – 2024 2e from municipal operations, which is a slight reduction from 2023. As shown in Figure 3, GHG emissions from Palo Alto’s municipal operations are from five main sectors: Buildings and Other Facilities, Streetlights and Traffic Signals, Wastewater Facilities, City Vehicles and Equipment, and Indirect Emissions. Since the methodology has changed significantly for certain sectors since the first Municipal GHG Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 8 Packet Pg. 443 of 711 Inventory was conducted in 2005, it is no longer possible to do an equivalent comparison with previous Municipal GHG inventories. However, the methodologies for Buildings and Other Facilities, Streetlights and Traffic Signals, and City Vehicles and Equipment are similar enough to do rough comparisons for those sectors. By the end of 2024 the City reduced total municipal GHG emissions roughly 64% from the 2005 baseline. Figure 3: 2024 Palo Alto Municipal Greenhouse Gas Emissions by Sector Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 9 Packet Pg. 444 of 711 Other Facilities GHG emissions), and natural gas leakage (about 3% of Buildings and Other Facilities GHG emissions). Figure 4. Palo Alto Municipal GHG Emissions, 2005 and 2022-2024 Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 10 Packet Pg. 445 of 711 GHG emissions factor than conventional fossil diesel. Table 1 and Figure 5 show a historical comparison of On-Road Vehicle GHG emissions by City Department. Table 1: On-Road Vehicle GHG emissions by City Department (MT CO2e) City Department 2022 2023 2024 % of Total in 2024 Total MT CO2e 1550.2 1307.6 1268.1 100.0% Note: Percentages and MT CO2e may not add to the total due to rounding Figure 5: Palo Alto On-Road Vehicle GHG Emissions by City Department Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 11 Packet Pg. 446 of 711 Palo Alto’s Progress Toward Carbon Neutrality Figure 6: 2024 Progress Toward Carbon Neutrality Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 12 Packet Pg. 447 of 711 Half Moon Bay, Menlo Park, and Watsonville). Many cities’ targets cannot be compared directly because of different baseline years. Table 2 displays the emission reduction targets of surveyed cities using the same baseline year as Palo Alto (1990). Table 2: Comparison of Select Greenhouse Gas Emission Reduction Targets City Reduction Target Reduction Target Year Baseline Year *The City Council of Irvine has not ratified their climate action plan. Table 3: Greenhouse Gas Emission Reductions of Surveyed Cities City Reduction Target Baseline Year GHG Inventory Year GHG Reduction Cities with 1990 baseline year Palo Alto 80% by 2030 1990 2024 50% Cities with other baseline years Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 13 Packet Pg. 448 of 711 Sunnyvale 56% by 2030 2008 2023 37% Berkeley 100% by 2045 2000 2023 41% Hayward 55% by 2030 2005 2023 35% Millbrae 49% by 2030 2005 2023 30% Menlo Park 90% by 2030 2005 2023 27% Half Moon Bay 40% by 2030 2005 2023 27% Brisbane 66% by 2030 2005 2023 16% Santa Barbara 100% by 2035 1990 2019 15% Belmont 40% by 2030 1990 2023 15% Solana Beach 85% by 2045 2016 2018 9% Mountainview 80% by 2050 2005 2019 14% Burlingame 40% by 2030 2005 No data No data *The City Council of Irvine has not ratified their climate action plan. S/CAP Key Performance Indicators Annual Progress Report Achieving 80 x 30 and carbon neutrality by 2030 are the overarching goals for the S/CAP. The S/CAP also outlines Goals and Key Actions in eight areas: Climate Action, Energy, Electric Vehicles, Mobility, Water, Climate Adaptation and Sea Level Rise, Natural Environment, and Zero Waste. The climate action areas of Climate Action, Energy, Electric Vehicles, and Mobility primarily focus on the 80 x 30 and carbon neutrality by 2030 goals. The sustainability areas of Water, Climate Adaptation and Sea Level Rise, Natural Environment, and Zero Waste do not necessarily have a direct impact on greenhouse gas reductions, but have critically important sustainability, public health and safety, regional, resource conservation, and equity benefits that contribute to overall climate action. Progress towards achieving the S/CAP Key Performance Indicators can be found in Attachment D and are summarized in Attachment E. 2026 – 2027 S/CAP Work Plan The City has reached the end of its 2023-2025 S/CAP work planning period. The 2023-2025 S/CAP Work Plan guided S/CAP Implementation with 77 work items, of which 27 focused on sustainability and 50 on climate action. Of the 50 climate action items, 16 were ongoing work items and 34 were discrete projects, of which 27 were completed, 6 are in progress, and 1 is delayed (not started). Of the 27 sustainability work items, 14 were ongoing and 13 were discrete projects, of which 8 were completed. Five of the remaining items are in progress and one is delayed. A summary of the progress of the 2023 – 2025 S/CAP Work Plan can be found in Attachment F. Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 14 Packet Pg. 449 of 711 The proposed 2026-2027 S/CAP Work Plan includes 28 strategies focused on Climate Action, 16 strategies focused on Sustainability, and 3 strategies for overall S/CAP Communications for all areas of the S/CAP. The full 2026 – 2027 Work Plan can be found in Attachment G. At a high level, the Climate Action priorities in the Work Plan are intended to help the community develop a funding strategy for community-wide electrification at a pace that balances community willingness to fund climate action, utility rate impacts, and the community’s desire to maintain leadership in this area. It will do this through piloting cost- efficient building electrification and EV charging program models in the single-family, multi- family, and non-residential sectors that minimize the cost to the City while remaining attractive to customers. In parallel, staff will present different strategies and scenarios for funding community-wide electrification and carbon neutrality using the data and modeling frameworks developed in the S/CAP Funding Study. The key areas of focus for the Sustainability priorities in the Work Plan are water, sea level rise, wildfire protection, natural environment, green stormwater infrastructure, and zero waste. While sustainability strategies do not necessarily have a direct impact on greenhouse gas reductions, they have critically important sustainability, public health and safety, regional, resource conservation, and equity benefits that contribute to overall climate action. These strategies contribute towards achieving the goals of the S/CAP and are directly tied to the Sustainability Key Actions. The City developed a 2026-2027 S/CAP Work Plan to continue progress towards achieving the S/CAP goals. Development of the 2026-2027 S/CAP Work Plan aligns with one of the four Council Priorities for CY 2025: Climate Action and Adaptation, and Natural Environment Protection, and fulfills Council Priority Objective CA 23 - Develop and obtain Council approval for strategies and a 2026/2027 work plan for the next phase of S/CAP implementation of climate and sustainability goals. At the January 9, 2026 Climate Action and Sustainability Committee meeting, the Committee received an update on the status of the 2023-2025 S/CAP Work Plan and discussed the recommended priorities for the 2026-2027 S/CAP Work Plan.17 The development of the 2026-2027 S/CAP Work Plan is described in more depth in the staff report for the January 9, 2026 Climate Action and Sustainability Committee meeting. At that meeting the Committee voted unanimously, inclusive of staff and committee consensus modifications, to recommend that the City Council approve the work plan. Six Studies Requested to be Received The Climate Action and Sustainability Committee and staff recommend the City Council receive six studies that were attached to and summarized in the staff report for the December 13, 2025 17 Climate Action and Sustainability Committee, January 9, 2026; Agenda Item 1; SR #2507-5027, https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=18309 Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 15 Packet Pg. 450 of 711 Climate Action and Sustainability Committee (CASC) workshop on electrification funding and financing strategies.19 These include: The S/CAP Funding and Financing Study (Attachment H), which uses an “S/CAP Funding Model” developed via collaboration between the consultant and City staff and the data and analysis from the other studies to model three illustrative electrification scenarios that show various financial dynamics of community-scale electrification. The EV Charger Needs Assessment (Attachment I), which evaluates illustrative scenarios for EV adoption and charging strategies in Palo Alto to show charging capacity needs and the financial and operational dynamics of different business models and strategies for providing EV charging. Three studies of building electrification strategies and costs in the single-family (Attachment J), multi-family (Attachment K), and non-residential sectors (Attachment L) that provide data and insights that can be used for program design and strategic planning. The S/CAP Funding Source Survey (Attachment M), an inventory of potential funding sources for community-wide electrification. FISCAL/RESOURCE IMPACT 19 Climate Action and Sustainability Committee, December 13, 2025; Agenda Item #A; SR #2507-5025, https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=18114 Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 16 Packet Pg. 451 of 711 that significant financial investment would be needed that exceeds current available resources if the City were to pay for all the needed incremental investment using incentives. As part of the 2026-2027 S/CAP Work Plan, staff will need to work with the City Council and the community to grapple with the funding needs for community-wide electrification in a current environment where federal support has changed and with the local competing priority of maintaining low utility rates. STAKEHOLDER ENGAGEMENT C1. Build awareness about sustainability and climate action and City programs available to the community C2. Drive community actions to achieve S/CAP goals C3. S/CAP Data Collection and Annual Reporting Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 17 Packet Pg. 452 of 711 and programs, as well as unmet needs and priorities. The 2024 and 2025 Community Surveys included a question about familiarity with the S/CAP and 80 x 30, with 42% of residents noting they were familiar with the S/CAP and 80 x 30 in both surveys. The only difference is that in 2025 6% of respondents noted that they were very familiar with the S/CAP and 80 x 30 compared to 5% in 2024. The communications focus of the 2026 – 2027 Work Plan will strive to increase awareness from the current 42% of residents who are familiar with the S/CAP and 80 x 30. Mobility-related work items (CA21 – CA25) may require consultation with the Planning and Transportation Commission depending on the project. Infrastructure-related Climate Action items (CA19 – CA20) and Water-related work items (S1-S3) would require consulting or informing the Utilities Advisory Commission (UAC) at various stages of the projects. The UAC would also discuss the potential rate impacts of any utility-related climate action programs as part of the utility financial planning process. ENVIRONMENTAL REVIEW Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 18 Packet Pg. 453 of 711 consistent with an existing general or comprehensive plan and does not require additional CEQA review (CEQA Guidelines section 15183). ATTACHMENTS APPROVED BY: Item 9 Item 9 Staff Report Item 9: Staff Report Pg. 19 Packet Pg. 454 of 711 Page 1 of 12 1 0 2 4 6 Attachment A: Palo Alto 2024 Citywide Greenhouse Gas Emissions Inventory 1.a. Overview of Methodology for Quantifying Greenhouse Gas Emissions Cities represent the single greatest opportunity for tackling climate change, as they are responsible for 70% of global energy-related carbon dioxide emissions, with transportation and buildings among the largest contributors.1 The first step for cities to realize their potential is to identify and measure the sources of their emissions. Best practices for identifying these sources and quantifying emissions are to utilize a standardized GHG inventory. There are two types of Greenhouse Gas (GHG) emissions inventories: 1.Generation-based GHG inventory – This measurement method helps a community understand its level of emissions based on community energy use. It includes 1) direct consumption of energy, 2) consumption of energy via the electrical grid, and 3) emissions from the treatment/decomposition of waste. This is the industry-accepted methodology for quantifying community GHG emissions, with emissions reported by emission source category.2 2.Consumption-based GHG inventory – This measurement method helps a community understand its level of emissions based on consumption. It offers an alternative, more holistic, approach for quantifying emissions within a community, quantifying consumption of goods and services (including food, clothing, electronic equipment, etc.) by residents of a city, with emissions reported by consumption category. In 2014, World Resources Institute, C40 Cities Climate Leadership Group (C40) and ICLEI – Local Governments for Sustainability (ICLEI)3 partnered to create a global standard protocol for generation-based GHG inventories. The Global Protocol for Community-Scale GHG Emissions Inventories (GPC) provides a robust framework for accounting and reporting city-wide GHG emissions for a generation-based inventory. The GPC Protocol is the official protocol specified by the Global Covenant of Mayors and defines what emissions must be reported and how. In addition, this inventory draws on methods from the U.S. Community Protocol,4 which provides more detailed methodology specific to the U.S. It seeks to: Help cities develop a comprehensive GHG inventory to support climate action planning Help cities establish a base year emissions inventory, set reduction targets, and track their performance Ensure consistent and transparent measurement and reporting of GHG emissions between cities, following internationally recognized GHG accounting and reporting principles 1 See UN Environment Programme, ”Cities and Climate Change,” https://www.unep.org/explore-topics/resource- efficiency/what-we-do/cities/cities-and-climate-change 2 There are two reporting frameworks commonly used by cities: the U.S. Community Protocol and the Global Protocol for Communities (GPC). Palo Alto uses the GPC framework. 3 Formerly the International Council for Local Environmental Initiatives, renamed in 2003 to ICLEI – Local Governments for Sustainability. 4 U.S. Community Protocol; https://icleiusa.org/us-community-protocol/ Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 20 Packet Pg. 455 of 711 Page 2 of 12 1 0 2 4 6 Enable city inventories to be aggregated at subnational and national levels Demonstrate the important role that cities play in tackling climate change, and facilitate insight through benchmarking – and aggregation – of comparable data Palo Alto’s first generation-based citywide inventory was completed for 2005 and then extrapolated for 1990 (the baseline year). Beginning in 2010, new citywide GHG inventories were completed annually, enabling Palo Alto to track progress over time. The 2024 Palo Alto Citywide GHG inventory, completed by Rincon Consultants, follows the calculation and reporting standards outlined in the GPC BASIC reporting level.9 Inventory calculations were performed using Rincon’s GHG Inventory tool and uploaded into ClearPath 2.0,10 a software platform designed for creating generation-based GHG inventories. GHG emissions from community activities are classified into three main sectors: •Stationary Energy (e.g., building electricity consumption, fugitive natural gas emissions) •Transportation (e.g., on-road passenger vehicles, off-road equipment) •Waste (e.g., solid waste disposal, wastewater treatment and discharge) Activities taking place within a city can generate GHG emissions that occur inside the city boundary as well as outside the city boundary. To distinguish among them, the GPC groups emissions into three categories based on where they occur: Scope 1: GHG emissions from sources located within the city boundary, such as stationary fuel consumption. Scope 2: GHG emissions occurring due to the use of grid-supplied electricity, heat, steam, and/or cooling within the city boundary. Scope 3: All other GHG emissions that occur outside the city boundary as a result of activities taking place within the city boundary. This inventory follows the city-inducted framework in the GPC protocol, which totals GHG emissions attributable to activities taking place within the geographic boundary of the city.11 Under the Basic reporting level as defined by the GPC protocol, the inventory requirements cover scope 1 and scope 2 emissions from stationary energy and transportation, as well as all emissions resulting from waste generating within the city boundary. While the 2024 Inventory follows GPC BASIC reporting standards and aligns with previous GHG emissions inventories, minor updates to calculation methodologies were included in the 2024 Inventory and previous inventories following the GPC protocol were corrected as well. Of note, the 1990 Inventory was updated to follow GPC BASIC reporting standards and align with GHG emissions inventories from 2019 through 2024. Previously excluded emissions sources were added, including: Airport Emissions, Off-Road Vehicles and Equipment, Caltrain Commuter Rail, Composting, Palo Alto Landfill Gas Flaring, and Wastewater Biosolid Treatment. 9 GPC Executive Summary; https://ghgprotocol.org/sites/default/files/2022-12/GPC_Executive_Summary_1.pdf 10 ClearPath 2.0 tool; https://icleiusa.org/clearpath-2/ 11 GPC Protocol; https://ghgprotocol.org/sites/default/files/standards/GHGP_GPC_0.pdf Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 21 Packet Pg. 456 of 711 Page 3 of 12 1 0 2 4 6 The City did not complete a consumption-based GHG inventory. The California Air Resources Board (CARB) has been tasked with developing an implementation framework and accounting to track consumption-based emissions over time.15 In particular, this framework needs to address how to account for the embodied emissions in the food, goods, and services the community purchases not covered by generation-based GHG inventories. 1.b. Palo Alto’s 2024 GHG Emissions In 2024, Palo Alto emitted an estimated 397,791 metric tons (MT) of carbon dioxide equivalent (CO2e) from the residential, commercial, industrial, transportation, waste, water, and municipal sectors. In comparison to the 1990 base year emissions (which have increased to 798,868 MT from the previously calculated 780,119 MT due to corrections in methodology and additions of excluded emissions sources), these emissions represent a 50.2% decrease in total community emissions, despite a population increase of 22% during that same period. Emissions in 2024 equated to 5.9 MT per capita. The California Air Resource Board’s 2017 Scoping Plan Update recommends a goal for local governments of 6 MT CO2e per capita by 2030 and 2 MT CO2e per capita by 2050.8 In order to achieve 80 x 30, Citywide GHG Emissions need to be at 160,000 MT CO2e (corrected from the previous target of 156,024 MT CO2e). Of the GHG emissions reductions to date, 46.4% came from providing carbon free for the City’s electricity portfolio, 23.4% from declines in transportation emissions, 16.7% from reduction in natural gas (methane) consumption, 11.5% from declines in solid waste emissions, and 1.9% from declines in wastewater-related emissions. For citywide GHG emission sources in 2024, 64.1% of GHG emissions were from Transportation and Mobile Sources, 31.9% from Natural Gas (Methane) Use, and the remainder are from other sources. A comparison of 1990 and 2019 through 2024 Citywide GHG emissions is shown in Figure 1. The full comparison between the inventories can be found in Attachment B Historical Comparison of Citywide GHG Emissions by Sector. Total GHG emissions steadily decreased between 1990 and 2021. However, emissions increased between 2021 and 2022 and slightly increased between 2022 and 2023. The main driver of the increase in 2022 was On-Road Transportation, in part due to the shift away from pandemic- level (reduced) driving frequency, returning to the office after working from home, and economic recovery. These effects likely continued into 2023 as employers continued to change hybrid work policies and economic and travel activities continued to shift. GHG emissions decreased by 4% between 2023 and 2024. This decrease was primarily driven by reductions in Natural Gas (Methane) Use: residential natural gas GHG emissions decreased by 14.2%, commercial by 10.9%, and industrial by 20.1% since 2023. 15 Executive Department State of California. (2019). Executive Order B-55-18 to Achieve Carbon Neutrality. https://www.ca.gov/archive/gov39/wp-content/uploads/2018/09/9.10.18-Executive-Order.pdf. Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 22 Packet Pg. 457 of 711 Page 4 of 12 1 0 2 4 6 Figure 1: Palo Alto Citywide Greenhouse Gas Emissions by Sector, 1990 and 2019 - 2024 As shown in Figure 2, the two largest categories of emissions are Transportation and Mobile Sources (including On-Road Transportation, Airport Emissions, Off-Road Vehicles and Equipment, and Caltrain Commuter Rail) and Natural Gas (Methane) Use (including Residential, Commercial, and Industrial). Transportation and Mobile Sources include emissions from private, commercial, and fleet vehicles driven within the City’s geographical boundaries, as well as the emissions from public transit vehicles and the City-owned fleet. Off-Road Vehicles and Equipment include airport ground support, construction and mining, industrial, light commercial, portable equipment, and transportation refrigeration units. Natural Gas (Methane) Use includes emissions that result from natural gas (methane) consumption in both private and public sector buildings and facilities, and residential, commercial, and industrial sources. Fugitive emissions related to natural gas (methane) consumption are calculated separately and are discussed in Section 1.d. The City’s electricity supply has been carbon free since 2013, when the City Council approved a Carbon Neutral Electric Resource Plan, committing Palo Alto to pursuing only carbon-neutral electric resources and effectively eliminating all GHG emissions from the City's electric portfolio. Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 23 Packet Pg. 458 of 711 Page 5 of 12 1 0 2 4 6 Figure 2: 2024 Palo Alto Citywide Greenhouse Gas Emissions by Sector In 2024, Transportation and Mobile Sources accounted for 64.1% of total citywide GHG emissions in Palo Alto. GHG emissions from Transportation and Mobile Sources are estimated to have increased slightly (by less than 1%) between 2023 and 2024 but remain 27% lower than 1990 transportation and mobile emissions. Within Transportation and Mobile Sources, On-Road Transportation increased slightly (less than half a percent). However, this estimate is preliminary due to lack of data. Vehicle miles traveled (VMT) data for 2024 were not yet available when the 2024 GHG inventory was prepared. City staff and external experts calculated a preliminary estimate of 2024 VMT by scaling 2023 per capita VMT based on 2024 population for passenger vehicles and service population for commercial vehicles and buses. This estimate reflects demographic growth and may not capture actual VMT trends. The largest increase between 2023 and 2024 was from Airport Emissions, which increased 22.4% from 2023. The largest increase from 1990 was from Off-Road Vehicles and Equipment, which increased 173%. As shown in Table 2, transportation and mobile sources consist of: On-Road Transportation – This includes all daily vehicular trips made entirely within the Palo Alto city limits (in-boundary trips), one-half of daily vehicular trips with an origin within Palo Alto city limits and a destination outside of Palo Alto city limits (outbound trips; this assumes that Palo Alto shares half the responsibility for trips traveling from other jurisdictions), and one-half of daily vehicular trips with an origin outside Palo Alto Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 24 Packet Pg. 459 of 711 Page 6 of 12 1 0 2 4 6 city limits and a destination within Palo Alto city limits (inbound trips; this assumes that Palo Alto shares the responsibility of trips traveling to other jurisdictions). Vehicular trips through Palo Alto (such as commuters on Highway 101) are not included because Palo Alto cannot solely implement policies that influence the trip-making behavior. Rather, through trips are assigned to other jurisdictions that can influence either the origin or destination side of the trip-making behavior. Airport Emissions – This includes emissions from take-offs and landings from trips that start and end at Palo Alto Airport. This includes emergency services helicopters, sightseeing helicopters, and training flights. Flights that take-off from Palo Alto Airport but land elsewhere, and flights that land in Palo Alto Airport but take-off from elsewhere are not included per GPC Basic Protocol. Off-Road Vehicles and Equipment - This includes airport ground support (based on take- offs and landings), construction and mining, industrial (based on employment data), light commercial (based on employment data), portable equipment, and transportation refrigeration units (based on service population). Caltrain Commuter Rail – This includes emissions from Caltrain travel within Palo Alto. Table 2: Transportation and Mobile Sources GHG Emissions by Subsector (MT CO2e) Subsector 1990 2019 2020 2021 2022 2023 2024 % of Total 2024 GHG On-Road Transportation 331,840 293,413 217,279 185,925 221,923 225,387 226,019 64.1% Airport Emissions 3,096 2,192 1,664 2,641 1,837 1,935 2,369 0.6% Off-road Vehicles 7,431 14,634 15,029 18,961 20,191 19,129 20,287 5.1% Caltrain Commuter Rail 6,390 4,842 4,552 3,876 7,272 6,377 6,331 1.6% Total MT CO2e 348,757 315,081 238,523 211,403 251,223 252,828 255,006 61.2% Note: Percentages and MT CO2e may not add to the total due to rounding The main driver of GHG emissions from Transportation and Mobile sources is fuel combustion from internal combustion engine (ICE) vehicles, specifically passenger vehicles, commercial vehicles, and buses (69%, 18%, and 2% of all transportation GHG emissions, respectively). Since electricity in the City is carbon-neutral, there are no GHG emissions attributed to passenger, commercial, or bus EVs. The 2024 inventory utilized vehicles miles traveled (VMT) data from Google’s Environmental Insights Explorer (EIE) and VMT-weighted emission factors from the California Air Resources Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 25 Packet Pg. 460 of 711 Page 7 of 12 1 0 2 4 6 (CARB) Emission FACtor (EMFAC) model17 to estimate GHG emissions from all passenger, commercial, and bus ICE vehicles. Because 2024 VMT data is not yet available from Google EIE, City staff and external experts calculated a preliminary estimate of 2024 VMT by scaling 2023 per capita VMT based on 2024 population for passenger vehicles and service population for commercial vehicles and buses. When the Google EIE data becomes available, the City will update 2024 VMT accordingly. In 2023, 46% of VMT was from inbound trips, 45% from outbound trips, and 9% from in-boundary trips. 18 Commercial and bus VMT data were then multiplied by their respective EV share percentages to determine EVMT of these vehicle categories. 19 including airport ground support, construction, mining, industrial, light commercial, portable equipment, and transportation refrigeration units. All attribution factors used to allocate 17 CARB EMFAC v1.0.1.; https://ww2.arb.ca.gov/our-work/programs/msei/on-road-emfac 18 While these percent EV share estimates also come from CEC’s ZEV Statistics database, only county-level data is available for medium- and heavy-duty (i.e., commercial and bus) ZEVs. The average percent EV share for Santa Clara and San Mateo County was used as a proxy for Palo Alto because Palo Alto shares one zip code (94303) with San Mateo, and much I-E/E-I EVMT attributed to Palo Alto is assumed to be between these two counties 19 CARB OFFROAD v1.0.5.; https://arb.ca.gov/emfac/offroad/ Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 26 Packet Pg. 461 of 711 Page 8 of 12 1 0 2 4 6 countywide fuel consumption to Palo Alto in 2024 remained the same as previous inventories,23 except airport ground support. Attributed fuel consumption from each off-road sector was then multiplied by its respective GHG emissions factor (MT CO2e/gallon) depending on fuel type (i.e., gasoline, diesel, or natural gas) to estimate GHG emissions. Sustainability Report as the most recently available data.24 It is assumed that the total fuel consumption and allocation methodology described above is comparable to Palo Alto’s share of Caltrain commuter rail emissions in 2024. This estimation method results in the highest emissions to remain conservative. Caltrain electrification is a key component of the Caltrain Modernization program,25 with Caltrain electrified in late September 2024. Now that the Caltrain Modernization program is complete, most of the Caltrain commuter rail emissions will be eliminated in future Citywide GHG Emissions Inventories. 1.d Natural Gas (Methane) Use 23 Attribution factors are based off demographic data such as population, employment, and service population (except for airport ground support). 24 Caltrain 2023 Sustainability Report; https://www.caltrain.com/media/33109 25 Caltrain Modernization Program; https://calmod.org/ Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 27 Packet Pg. 462 of 711 Page 9 of 12 1 0 2 4 6 appliances. Overall, Natural Gas (Methane) Use emissions remain far below 1990 levels (34.5% decrease). 1Table 3: Natural Gas (Methane) Consumption by Subsector (Therms) Subsector 2019 2020 2021 2022 2023 2024 % of Total 2024 GHG Commercial 12,954,768 10,061,842 10,468,041 11,729,819 12,502,216 11,144,038 15.0% Residential 13,565,360 12,952,262 12,756,160 13,037,423 12,686,165 10,884,832 14.6% Industrial 2,707,034 2,253,641 2,294,119 2,372,902 2,193,781 1,752,352 2.4% Total Therms 28,867,162 25,267,739 25,518,320 27,140,144 27,382,162 23,781,222 31.9% Note: Percentages and Therms may not add to the total due to rounding Natural Gas (Methane) Fugitive Emissions 4), some of which escapes during the drilling, extraction, and transportation processes. Such releases are known as fugitive emissions. The primary sources of these emissions may include equipment leaks, evaporation losses, venting, flaring, and accidental releases. Methane is a potent greenhouse gas – approximately 25 times more powerful than carbon dioxide over a 100-year timescale. Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 28 Packet Pg. 463 of 711 Page 10 of 12 1 0 2 4 6 1.e. Solid Waste In 2024, Palo Alto's solid waste diversion rate was 88%, far exceeding the 50% mandate for local jurisdictions. “Diversion” includes all waste prevention, reuse, recycling, and composting activities that “divert” materials from landfills. The City uses the diversion rate to measure progress on waste reduction and resource conservation goals. The diversion rate of 88% is an improvement from the 62% rate in 2007, 81% rate in 2019, and 84% rate in 2022 and 2021. However, it is a decrease from the 91% rate in 2022 and 2023 due to increased waste landfilled in 2024. As part of the 2016 S/CAP Framework, the City Council adopted a goal of 95% diversion of materials from landfills by 2030.29 Solid Waste emissions accounted for 2.3% of total 2024 citywide GHG emissions in Palo Alto, a 6.4% decrease from 2023 and an 83.4% decrease from 1990. As shown in Table 4, the 2024 inventory included emissions from solid waste generated in the City but treated biologically outside of the city. This includes composting emissions at the Zero Waste Energy Development Company’s (ZWED) Dry Fermentation Anaerobic Digestion (AD) Facility in San Jose, CA, composting emissions at the Synagro El Nido Central Valley Composting (CVC) facility in Dos Palos, as well as Palo Alto Landfill Gas Flaring Emissions. 2e) 0 731 1,154 843 1,142 1,242 1,308 0.3% 226 281 316 237 233 186 176 0% 24,325 n/a30 n/a n/a n/a n/a n/a n/a 30,732 5,519 4,721 5,029 5,297 6,702 7,715 1.9% 2e Note: Percentages and MT CO2e may not add to the total due to rounding Solid Waste emissions increased slightly in 2024, with landfill methane emissions increasing by 15.1% compared to 2023 but remaining 74.9% lower than 1990 levels. Organic Waste Composting emissions also increased slightly (5.3%) compared to 2023, continuing the trend driven by state-mandated organic waste diversion programs such as SB 1383. 29 Sustainability and Climate Action Plan Framework, November 2016; https://www.cityofpaloalto.org/civicax/filebank/documents/64814 30 Not included because the Palo Alto landfill was closed Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 29 Packet Pg. 464 of 711 Page 11 of 12 1 0 2 4 6 Waste emissions result from organic material decomposing in the anaerobic conditions present in a landfill and releasing methane (CH4) – a greenhouse gas much more potent than CO2. Organic materials (e.g., paper, plant debris, food waste, etc.) generate methane within the anaerobic environment of a landfill while non-organic materials (e.g., metal, glass, etc.) do not. This is why diverting waste from landfills is so important. In 2016, Governor Brown signed Senate Bill 1383 (SB 1383) to reduce GHG emissions from a variety of short-lived climate pollutants, including methane from organic materials disposed in landfills. SB 1383 is the largest and most prescriptive waste management legislation in California since the California Integrated Waste Management Act of 1989 (AB 939) and aspires to reduce statewide disposal of organic waste 75% by 2025 and recover at least 20% of the currently disposed edible food for human consumption by 2025. Palo Alto is in compliance with many of SB 1383 requirements due to the City’s progressive zero waste programs and initiatives and is continuing to take initiatives to further reduce organic materials from being disposed in landfills. 1.f. Wastewater Treatment 3Table 5: Wastewater-Related GHG Emissions by Subsector (MT CO2e) Subsector 1990 2019 2020 2021 2022 2023 2024 % of Total 2024 GHG Wastewater Biosolid Treatment33 Wastewater Treatment Wastewater Effluent Wastewater Sludge Composting Total MT CO2e 10,110 2,197 1,857 1,674 2,615 2,463 2,409 0.6% Note: Percentages and MT CO2e may not add to the total due to rounding 33 Sludge incineration Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 30 Packet Pg. 465 of 711 Page 12 of 12 1 0 2 4 6 As shown in Figure 3, RWQCP operations achieved significant GHG reductions in 2019 when the facility’s sewage sludge incinerators were replaced with the more environmentally friendly Sludge Dewatering and Truck Loadout Facility. Previously, RWQCP incinerators were the City’s largest facility-related GHG source. The updated biosolids treatment process has and will continue to reduce GHG emissions by approximately 15,000 MT of CO2e per year when compared to the emissions from incineration. This approximates the carbon dioxide emissions of 3,000 passenger cars. The dewatered sludge is used as agricultural soil supplements. Figure 3: Regional Water Quality Control Plant Historical Total Greenhouse Gas Emissions Item 9 Attachment A - 2024 Citywide GHG Inventory Item 9: Staff Report Pg. 31 Packet Pg. 466 of 711 Page 1 of 7 1 0 2 4 8 Attachment C: Palo Alto 2024 Municipal Greenhouse Gas Emissions Inventory Overview of Methodology for Quantifying Greenhouse Gas Emissions The 2024 Municipal Greenhouse Gas (GHG) Emissions Inventory follows the calculation and reporting standards outlined in the International Council for Local Environmental Initiatives’ (ICLEI) Local Government Operation (LGO) Protocol1, which aligns with the Global Protocol for Community-Scale GHG Emissions Inventories (GPC) local government operations protocol.2 Under the LGO Protocol, GHG Emissions from Palo Alto’s municipal operations can be classified into four main sectors: Buildings and other facilities (e.g., stationary combustion) Streetlights and Traffic Signals (e.g., electricity use) City vehicle and equipment fleet (e.g., mobile combustion) Wastewater facilities (e.g., wastewater treatment and discharge) Indirect emissions (e.g., employee commuting, landfilled solid waste generation) Activities taking place within a city can generate GHG emissions that occur inside the city boundary as well as outside the city boundary. To distinguish among them, the LGO Protocol groups emissions into three categories based on where they occur: Scope 1 emissions: GHG emissions from sources located within the city boundary Scope 2 emissions: GHG emissions occurring as a consequence of the use of grid- supplied electricity, heat, steam and/or cooling within the city boundary Scope 3 emissions: All other GHG emissions that occur outside the city boundary as a result of activities taking places within the city boundary Palo Alto’s 2024 Municipal GHG Emissions In 2024, the City emitted a total of 14,590 metric tons (MT) of carbon dioxide equivalent (CO2e) from municipal operations. As shown in Figure 1, GHG emissions from Palo Alto’s municipal operations are from five main sectors: Buildings and Other Facilities, Streetlights and Traffic Signals, City Vehicles and Equipment, Wastewater Facilities, and Indirect Emissions. Since the methodology has changed significantly for certain sectors since the first Municipal GHG Inventory was conducted in 2005, it is no longer possible to do an equivalent comparison with previous Municipal GHG inventories. However, the methodologies for Buildings and Other Facilities, Streetlights and Traffic Signals, and City Vehicles and Equipment are similar enough to make rough comparisons. For reference only, in 2005 the City emitted a total of 40,499 MT CO2e from municipal operations. By the end of 2024 the City reduced total municipal GHG emissions roughly 64% from the 2005 baseline. 1 LGO Protocol Rulebook; https://icleiusa.org/resources/local-government-operations-lgo-protocol/ 2 GPC Inventories for local government operations; https://ghgprotocol.org/sites/default/files/standards/GPC_Full_MASTER_RW_v7.pdf Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 32 Packet Pg. 467 of 711 Page 2 of 7 1 0 2 4 8 Figure 1: 2024 Palo Alto Municipal Greenhouse Gas Emissions by Sector The majority of municipal GHG emissions, about 37%, are attributed to the Regional Water Quality Control Plant (RWQCP). Since the RWQCP is owned and operated by the City, 100% of GHG emissions are attributed to the City and are Scope 1. These GHG emissions include indirect nitrous oxide (N2O) emissions from wastewater effluent (about 95% of total wastewater GHG emissions), process nitrous oxide emissions from the treatment of wastewater without nitrification/denitrification (about 4% of total Wastewater Facilities sector GHG emissions), and natural gas combustion/leakage (about 1% of total Wastewater Facilities GHG emissions). The second major contributor to GHG emissions is attributed to the Indirect Sources sector, or the City’s Scope 3 sources. These indirect sources account for about 33% of total GHG emissions and include GHG emissions resulting from employee commute mobile combustion (about 44% of the Indirect Emission Sources GHG emissions) and methane emissions resulting from landfilled solid waste (about 56% of the Indirect Emissions Sources GHG emissions). Landfilled solid waste methane emissions are a product of decomposing organic material generated and sent to the landfill by municipal operations. This subsector attributes methane emissions based on total landfilled solid waste generated in the inventory year and does not account for pre- existing landfilled solid waste methane emissions. The third major contributor to GHG emissions includes GHG emissions from natural gas usage in Buildings and Other Facilities (excluding the RWQCP), considered a Scope 1 source. These GHG emissions accounted for 22% of total GHG emissions and are driven by natural gas combustion (about 97% of Buildings and Other Facilities GHG emissions), and natural gas leakage (about 3% of Buildings and Other Facilities GHG emissions). Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 33 Packet Pg. 468 of 711 Page 3 of 7 1 0 2 4 8 The final contributor to GHG emissions includes the City’s vehicle and equipment fleet sector, considered a Scope 1 source (except for the City’s electric vehicles, EVs, which are considered a Scope 2 source due to the energy source being purchased electricity). Together, these account for about 9% of total GHG emissions and are mainly driven by the City’s on-road vehicle fleet powered by gasoline, renewable diesel, and compressed natural gas (CNG) and off- vehicle/equipment fleet powered by gasoline and diesel. The City’s on-road vehicle fleet makes up about 97% of City Vehicle and Equipment Fleet GHG emissions, while off-road vehicles and equipment make up the remaining 3%. Figure 2: Palo Alto Municipal GHG Emissions, 2005 and 2022-2024 Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 34 Packet Pg. 469 of 711 Page 4 of 7 1 0 2 4 8 Table 1: Palo Alto Municipal GHG Emissions (MT CO2e) Sector and Subsector Scope 2005 2022 2023 2024 % Change in 2024 from 2005* Buildings and Other Facilities 10,698 3,398 2,844 3,154 - 70.5% - Electricity Use Scope 2 0 0 0 - Natural Gas Combustion Scope 1 3,291 2,755 3,055 - Natural Gas Leakage Scope 1 107 89 99 - Water-Energy Consumption Scope 2 0 0 0 Streetlights & Traffic Signals 748 0 0 0 - 100% City Vehicles and Equipment Fleet 2,835 1,676 1,352 1,308 - 53.9% - On-road Renewable Diesel**Scope 1 499 182 182 - On-road Gasoline Scope 1 1,045 1,108 1,079 - On-road CNG Scope 1 6 20 7 - On-road Electric Scope 2 0 0 0 - Off-road Renewable Diesel**Scope 1 124 40 37 - Off-road Gasoline Scope 1 3 2 3 Wastewater Facilities (Regional Water Quality Control Plant)11,269*5,715 5,722 5,354 - 52.5%* - Effluent Discharge Fugitive Scope 1 5,448 5,414 5,070 - Process N₂O Emissions Scope 1 200 206 207 - Electricity Use Scope 2 0 0 0 - Natural Gas Combustion Scope 1 65 99 75 - Natural Gas Leakage Scope 1 2 3 2 Indirect Emission Sources 5,567*4,758 4,873 4,774 - 14.2%* - Employee Commute Scope 3 1,865 1,980 2,096 - Landfill Methane Scope 3 5,567 2,893 2,893 2,678 Power Generation Facilities 9,308 n/a n/a n/a n/a Water Delivery Facilities 74 n/a n/a n/a n/a Total MT CO2e 40,499*15,546 14,792 14,590 - 64%* Note: Percentages and MT CO2e may not add to the total due to rounding * Not an equivalent comparison due to different methodologies ** Diesel emissions factors were used in 2022 Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 35 Packet Pg. 470 of 711 Page 5 of 7 1 0 2 4 8 Despite the overall downward trend, GHG emissions from natural gas combustion (Scope 1) in the Buildings and Other Facilities sector increased between 2023 and 2024 due to higher therms usage. These emissions had previously decreased by 16% from 2022 to 2023 but rose by 11% from 2023 to 2024. Nonetheless, total GHG emissions from natural gas combustion declined by 7% between 2022 and 2024. 5 Administrative Services Department – purchasing and printing Community Services Department – administration, arts and culture, recreation, parks and golf Fire Department – operations, support Information Technology Department – information technology Planning and Development Department – inspection services Police Department – police, animal services Public Works Department – engineering, facilities management, equipment management, operations, wastewater treatment operations, storm drainage, refuse, Palo Alto airport operations Utilities Department – administrative services, electric operations, electric engineering, water / gas / wastewater engineering, water / gas / wastewater operations, resource management 5 CARB staff has reached out to several renewable diesel fuel producers and as of February 2023, is aware that renewable diesel produced by Neste meets the regulatory requirements and standards. Estimates in GHG emissions reduction based on emission factors provided by Neste accessed at: https://www.neste.com/en- us/products-and-innovation/neste-my-renewable-diesel/product-information Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 36 Packet Pg. 471 of 711 Page 6 of 7 1 0 2 4 8 Table 2: On-Road Vehicle GHG emissions by City Department & Vehicle Fuel Type (MT CO2e) City Department Diesel Vehicles Gasoline Vehicles CNG Vehicles Total (MT CO2e) Administrative Services 2.4 0 0.2 2.6 Community Services 5.4 87.8 0 93.2 Fire 52.5 66 0.02 118.5 Information Technology 0 2.3 0 2.3 Planning and Development 0 18.6 0.03 18.7 Police 7 413.5 0 420.5 Public Works 56 214.3 4.5 274.9 Utilities 58.5 276.4 2.5 337.4 Total MT CO2e 181.9 1,078.8 7.3 1,268 Note: Totals and MT CO2e may not add to the total due to rounding Table 3: On-Road Vehicle GHG emissions by City Department (MT CO2e) City Department 2022 2023 2024 % of Total in 2024 Administrative Services 8.3 2.8 2.6 0.2% Community Services 88.9 87.9 93.2 7.4% Fire 228.9 118.7 118.5 9.3% Information Technology 2.5 2.4 2.3 0.2% Planning and Development 18.1 22.2 18.7 1.5% Police 430 421.7 420.5 33.2% Public Works 337.8 323.5 274.9 21.7% Utilities 436 328.5 337.4 26.6% Total MT CO2e 1550.2 1307.6 1268 100.0% Note: Percentages and MT CO2e may not add to the total due to rounding Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 37 Packet Pg. 472 of 711 Page 7 of 7 1 0 2 4 8 Figure 3: Palo Alto On-Road Vehicle GHG Emissions by City Department Item 9 Attachment C - 2024 Municipal GHG Inventory Item 9: Staff Report Pg. 38 Packet Pg. 473 of 711 1 0 2 4 7 Attachment B: Historical Comparison of Palo Alto Citywide GHG Emissions by Sector Sector and Subsector 1990 GHG emissions (MT CO2e) 2019 GHG emissions (MT CO2e) 2020 GHG emissions (MT CO2e) 2021 GHG emissions (MT CO2e) 2022 GHG emissions (MT CO2e) 2023 GHG emissions (MT CO2e) 2024 GHG emissions (MT CO2e) % Change in 2024 from 1990 % of Total 2024 Emissions Total Transportation & Mobile Sources 348,757 315,081 238,523 211,403 251,223 252,828 255,0061 -26.9%64.1% -On-Road Transportation 331,840 293,413 217,279 185,925 221,923 225,387 226,019 -31.9%56.8% -Airport Emissions 3,096 2,192 1,664 2,641 1,837 1,935 2,369 -23.5%0.6% -Off-road Vehicles 7,431 14,634 15,029 18,961 20,191 19,129 20,287 173.0%5.1% -Caltrain Commuter Rail 6,390 4,842 4,552 3,876 7,272 6,377 6,331 -0.9%1.6% Total Natural Gas (Methane) 194,000 153,509 134,365 135,697 144,996 146,289 127,051 -34.5%31.9% -Commercial Energy 66,987 53,515 55,676 62,667 66,793 59,537 n/a 15.0% -Industrial Energy 14,373 11,961 12,176 12,677 11,720 9,362 n/a 2.4% -Residential Energy 72,149 68,889 67,846 69,652 67,776 58,152 n/a 14.6% Natural Gas (Methane) Fugitive 4,718 5,009 4,384 4,427 4,709 4,751 4,126 -12.5%1.0% Total Wastewater-Related Emissions 10,110 2,197 1,857 1,674 2,615 2,463 2,409 -76.2%0.6% -Wastewater Biosolid Treatment2 1,606 403 0 0 0 0 0 -100.0%0% -Wastewater Treatment 380 381 346 86 82 85 n/a 0% -Wastewater Effluent 8,504 1,005 1,007 915 2,344 2,163 2,077 n/a 0.5% -Wastewater Sludge Composting 409 469 412 185 218 247 -97.1%0.1% Total Solid Waste Emissions 55,283 6,531 6,191 6,110 6,672 8,130 9,199 -83.4%2.3% -Organic Waste Composting (ZWED)0 731 1,154 843 1,142 1,242 1,308 n/a 0.3% -Palo Alto Landfill Gas Flaring 226 281 316 237 233 186 176 -22.1%0% -Palo Alto Landfill Gas Fugitive 24,325 n/a3 n/a n/a n/a n/a n/a -100.0%0% -Palo Alto Landfill Methane 30,732 5,519 4,721 5,029 5,297 6,702 7,715 -74.9%1.9% Brown Power Supply (Electricity)186,000 04 0 0 0 0 0 -100.0%0% Total GHG Emissions (MT CO2e)798,868 482,237 385,320 359,312 410,215 414,461 397,791 -50.2%100% Notes: MT CO2e = metric tons of carbon dioxide equivalent. Percentages and MT CO2e may not add to the total due to rounding 1 Based on a preliminary estimate of 2024 Vehicle Miles Travelled (VMT). 2024 Google Environmental Insights Explorer VMT data was unavailable at time of publication. 2 Sludge Incineration. In 2019, the sewage sludge incinerators at the Regional Water Quality Control Plant were replaced with a Sludge Dewatering and Truck Loadout Facility. 3 Not included because the Palo Alto landfill was closed. 4 Since 2013, the City provides carbon free electricity to all customers. Item 9 Attachment B - Historical Comparison of Citywide GHG Emissions by Sector Item 9: Staff Report Pg. 39 Packet Pg. 474 of 711 1 0 2 4 9 Attachment D: S/CAP Key Performance Indicators Progress Report This progress report provides an update on the Sustainability and Climate Action Plan (S/CAP) Key Performance Indicators (KPIs) for calendar year 2024. The S/CAP Key Actions are abbreviated for the purposes of this report, but the full key actions can be found in Section 5: Goals and Key Actions of the S/CAP.1 Significant actions and accomplishments from 2024 can be found on the Sustainability website2. Climate Action GOAL  Reduce GHG emissions 80% below 1990 levels by 2030 KEY ACTIONS Community assistance C1. Provide building and transportation emissions consultations for residents C2. Develop major employer custom emissions reduction plans Staff Analysis C3. Study additional key actions needed for 80 x 30 C4. Study staffing and budgetary needs C5. Study funding alternatives C6. Conduct an electrification affordability study C7. Study carbon neutrality options Staff and Council action C8. Accelerate GHG reductions KEY PERFORMANCE INDICATORS  GHG reductions  Community awareness  Participation in Climate Pledge Climate Action KPI: GHG Reductions Palo Alto has already made significant progress in its sustainability and climate action efforts, decreasing its community emissions to 397,791 metric tons (MT) CO2e, or 5.9 MT CO2e per Palo Alto resident in 2024 (50.2% decrease compared to 1990 levels). However, to achieve the 80 x 30 and carbon neutrality by 2030 goals, Palo Alto must meet a greenhouse gas (GHG) emissions target of 160,000 MT CO2e, or 2 MT CO2e per Palo Alto resident by 2030. In order to make 1 2022 Sustainability and Climate Action Plan; https://www.paloalto.gov/files/assets/public/v/1/sustainability/reports/2022-scap-report_final.pdf 2 Sustainability Actions and Accomplishments; https://www.cityofpaloalto.org/City-Hall/Sustainability/Goals-and- Progress/Sustainability-Actions-and-Accomplishments Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 40 Packet Pg. 475 of 711 1 0 2 4 9 progress on the GHG reductions goal, in 2024 the City focused on community assistance (Key Action C1, C2), staff analysis (C3, C4, C5, and C6), and staff and Council action (C8). Climate Action KPI: Community Awareness 5 Fifty-eight percent of Palo Altans were not familiar with the S/CAP and it’s 80 x 30 goal. Climate Action KPI: Participation in Climate Pledge GOALS Reduce GHG emissions from the direct use of natural gas in Palo Alto’s building sector by at least 60% below 1990 levels (116,400 MT CO2e reduction) Reduce GHG emissions from the direct use of natural gas in Palo Alto’s building sector by at least 60% below 1990 levels (116,400 MT CO2e reduction) KEY ACTIONS Reduce greenhouse gas emissions in appliances and equipment E1.Reduce GHG emissions in Single-Family Appliances and Equipment E2.Reduce GHG emissions in Non-Residential Equipment Reduce natural gas use in buildings E3.Reduce Gas Use in Major Facilities E4.Reduce natural gas use at City facilities 5 Palo Alto Community Survey, 2024; https://www.paloalto.gov/files/assets/public/v/1/city- manager/communications-office/general/palo-alto-community-survey-report-2024-final.pdf Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 41 Packet Pg. 476 of 711 1 0 2 4 9 Make it affordable E5.Support income-qualified residents and vulnerable businesses with electrification E6.Develop electric rate options Paving the road to electrification E7.Use codes and ordinances to facilitate electrification E8.Electric grid modernization plan E9.Additional electrification opportunities in commercial and multi-family buildings KEY PERFORMANCE INDICATORS GHG emissions from natural gas use in buildings (single-family, multifamily, nonresidential) Percentage of single-family households with no gas connections Percentage of gas use reduction in major facilities and City facilities In order to make progress on the Energy goals, in 2024 the City focused on key actions to reduce GHGs in appliances and equipment (E1, E2), reduce natural gas use in buildings (E3, E4), make it affordable (E5, E6), and pave the road to electrification (E7, E8). In 2024, total natural gas (methane) use in buildings was 23,781,222 therms7 or 127,051 MT CO2e, which is a decrease from 2023. In 2023, total natural gas (methane) use in buildings was 27,382,162 therms or 146,289 MT CO2e. This is a slight increase from 2022, when total natural gas (methane) use in buildings was 27,140,144 therms or 144,996 MT of CO2e. This is most likely because it was colder in the first three months of 2023 than it was in the first three months of 2022. It could also be because more people were returning to work in offices and continuing to return to Palo Alto for dining, shopping, and recreation. The decrease between 2024 and 2023 is partly because January 2024 was the warmest January on record. It could also be partly because residents have replaced more gas appliances with electric appliances. The City estimates that 2.0% of single-family households (289 single-family homes) have no gas connections. The S/CAP impact analysis found that in order to achieve 80 x 30, virtually all single-family gas appliances need to be switched to electric appliances. Natural gas (methane) use in City facilities in 2024 decreased by 45 percent compared to the 2016 baseline. Data is currently not available for other major facilities. 7 One therm is the energy content of approximately 100 cubic feet of natural gas at standard temperature and pressure. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 42 Packet Pg. 477 of 711 1 0 2 4 9 Electric Vehicles GOALS Reduce transportation related GHG emissions at least 65% below 1990 levels (215,696 MT CO2e reduction) Develop a public and private charging network to support EV adoption KEY ACTIONS Education, awareness, and collaboration EV1.Raise awareness of alternative transportation modes, micro-mobility, and EVs EV2.Collaborate to promote EV adoption regionally EV3.Promote EV adoption and alternative commutes for commuters EV4.Facilitate the adoption of EVs, e-bikes and other light EVs EV5.Promote alternative transportation modes and infrastructure to support adoption Expand EV infrastructure EV6.Expand EV charging access for multi-family residents EV7.Improve EV charging access for income-qualified residents EV8.Ensure EV charging capacity supports EV growth Electrify fleet vehicles EV9.Electrify municipal vehicle fleet EV10.Support policy to electrify fleet vehicles KEY PERFORMANCE INDICATORS GHG emissions from vehicle travel Percentage of registered EV vehicles in Palo Alto Percentage of new vehicle sales that are EVs Percentage of multifamily residents with access to overnight EV charging Gasoline sales in Palo Alto EV KPI: GHG emissions from vehicle travel 2e of citywide GHG emissions were attributed to on-road vehicle transportation. While VMT data were not available for 2024, City staff and external experts calculated a preliminary estimate of 2024 VMT based on 2023 per capita VMT, 2024 population for passenger vehicles, and service population for commercial vehicles and buses. The preliminary estimate of 226,019 MT CO2e is an increase compared to the past four years, but a decrease compared to pre-COVID-19 emissions from VMT. Emissions from passenger vehicles decreased slightly, but emissions from commercial vehicles and buses increased slightly. EV KPI: Percentage of registered electric vehicles in Palo Alto Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 43 Packet Pg. 478 of 711 1 0 2 4 9 Electric vehicles (EVs) made up 19% of all registered vehicles in Palo Alto in 2024 (9,673 EVs).9 This percentage follows a trend of increasing EV registrations in Palo Alto since 2021: EVs made up 11% of all registered vehicles in Palo Alto in 2021 (5,499 EVs out of 50,192 total registrations), 13% in 2022 (6,496 EVs), and 16% in 2023 (8,019 EVs). EV KPI: Percentage of new vehicle sales that are EVs EV KPI: Percentage of multifamily residents with access to overnight EV charging EV KPI: Gasoline sales in Palo Alto GOALS Reduce total vehicle miles traveled 12% by 2030, compared to a 2019 baseline, by reducing commute vehicle miles traveled 20%, visitor vehicles miles traveled 10%, and resident vehicle miles traveled 6% Increase the mode share for active transportation (walking, biking) and transit from 19% to 40% of local work trips by 2030 KEY ACTIONS Promote alternatives to single occupancy car trips M1.Increase active transportation and transit for local work trips M2.Expand availability of transit and shared mobility services M3.Implement the Bicycle and Pedestrian Transportation Plan M4.Improve Transportation Demand Management for employees and residents Change the way we think about parking cars M5.Implement smart parking infrastructure in public garages Learn how we can grow without increasing GHG emissions M6.Study land use and transportation M7.Continue to implement the City’s Housing Element M8.Improve transit and traffic flow 9 Electric vehicles (EVs) and plug-in hybrid electric vehicles combined. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 44 Packet Pg. 479 of 711 1 0 2 4 9 Leverage current tools to foster mobility related GHG reductions M9.Create housing density and land use mix that supports transit and non-SOV (Single Occupancy Vehicle) transportation modes M10.Encourage reductions in GHGs and VMT (vehicle miles traveled) KEY PERFORMANCE INDICATORS Total VMT Commute mode share for all modes Commute Benefits participation by City employees Transit ridership, the proportion of residents within a quarter-mile walkshed of frequent transit, and the proportion of residents covered by on-demand transit services (data may not be available every year) Number and proportion of residents within a 10-minute walk of retail or other essential services/land uses (data may not be available every year) Number of businesses participating in Transportation Demand Management (TDM) programs (when regional TDM Program data becomes available) In order to make progress on the Mobility goals, in 2024 the City focused on key actions to promote alternatives to single occupancy car trips (M1, M2, M3), change the way we think about parking cars (M5), learn how we can grow without increasing GHG emissions (M7, M8), and leverage current tools to foster mobility related GHG reductions (M9). Mobility KPI: Total VMT In 2023, total VMT was 597,735,000, which is an increase from 2022, when total VMT was 575,389,724. While VMT data were not available for 2024, City staff and external experts calculated a preliminary estimate of 2024 VMT based on 2023 per capita VMT, 2024 population for passenger vehicles, and service population for commercial vehicles and buses. The preliminary estimate of 601,350,463 is an increase from 2023, but significantly less than the pre-COVID 19 VMT of 952,584,400 in 2019. Mobility KPI: Commute mode share for all modes Table 1 shows the commute mode share for Palo Alto residents age 16 and older. These data are from the US Census American Community Survey. Data from 2019 is also included as a comparison to pre-COVID 19 pandemic commute mode share. The share of trips taken by solo drivers in automobiles has increased since 2022 but is less than 2019. The share of trips taken by Palo Alto residents driving in carpools has increased from all years. The share of Palo Alto residents taking public transportation has not returned to pre-COVID 10 levels. However, the share of Palo Alto residents bicycling and walking has increased since 2019. It is important to note that the share of Palo Alto residents working from home has increased significantly since 2019, with 9.7% working from home in 2019 compared to 22.4% working from in 2024. The share of Palo Alto residents working from home in 2024 decreased from both 2023 and 2022. The large increase in Palo Alto residents working from home reduces the total number of work trips and changes the mode share for other modes. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 45 Packet Pg. 480 of 711 1 0 2 4 9 Table 1. Mode share estimates as a percentage of commute trips taken by Palo Alto residents age 16 and older Mode 2019 2022 2023 2024 Automobile – Solo Driver 61.2%46.1%51.6%51.5% Automobile – Carpool 5.2%2.4%3.9%6.2% Taxi, motorcycle, or other 2.1%1.7%2.1%1.2% Public Transportation 8.0%1.6%2.3%1.2% Bicycle 10.0%9.2%6.7%11.0% Walk 3.9%6.4%5.4%6.6% Work from home 9.7%32.6%27.9%22.4% Table 2 shows the mode share for all trips taken within, inbound to Palo Alto, or outbound to Palo Alto by all travelers – residents, commuters, and visitors - in 2022 through 2023. These data are from Google Environmental Insights Explorer, which has not released transportation data for 2024. This includes travel mode share for Palo Alto, which is not yet available for 2024. Data from 2019 is also included as a comparison to pre-COVID 19 pandemic trip mode share. The shares of trips taken by automobile, rail, and walking in 2023 were comparable to 2022. Bus ridership increased in 2023 compared to 2022, returning to pre-COVID 19 levels. However, rail ridership is still lower than pre-COVID 19 and bicycle ridership further decreased below pre- COVID 19 levels. Table 2. Mode share estimates as a percentage of trips taken within, inbound to Palo Alto, or outbound from Palo Alto by all travelers Mode 2019 2022 2023 Automobile 71.7%79.8%79.9% Rail 2.8%1.3%1.5% Bus 1.3%0.8%1.3% Bicycle 5.2%5.1%4.6% Walk 19%13.1%12.8% Mobility KPI: Commute Benefits participation by City employees In 2024, 25% of full-time City employees participated in commute benefits programs. Mobility KPI: Transit ridership, the proportion of residents within a quarter-mile walkshed of frequent transit, and the proportion of residents covered by on-demand transit services In 2024, 1.2% of Palo Alto residents took transit for their commute to work. For all trips in Palo Alto by all travelers – residents, commuters, and visitors – 2.1% of all trips were by transit in 2023. 2024 data is not yet available. In 2024, 17.6% of residents were within a quarter-mile walkshed of frequent transit. Walksheds are a visual representation of the area a pedestrian can travel to access transit, and “frequent transit” is defined as a stop or station with service every 15 minutes or less. Since the introduction of Palo Alto Link in 2023, 67,000 Palo Alto residents (99% of the population) are covered by on-demand transit. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 46 Packet Pg. 481 of 711 1 0 2 4 9 Mobility KPI: Number and proportion of residents within a 10-minute walk of retail or other essential services/land uses In 2024, 37,800 Palo Alto residents (56.2% of all 67,231 residents) lived within a 10-minute walk of retail locations or other essential services. Mobility KPI: Number of businesses participating in Transportation Demand Management (TDM) programs The City will report on the “Number of businesses participating in TDM programs” KPI when regional TDM program data becomes available. Water GOALS Reduce Palo Alto’s potable water consumption 30% compared to a 1990 baseline (subject to refinement based on forthcoming California water efficiency standards expected in 2024) Develop a water supply portfolio which is resilient to droughts, changes in climate, and water demand and regulations, that supports our urban canopy KEY ACTIONS W1.Maximize water conservation and efficiency W2.Build a salt removal facility W3.Implement One Water Portfolio projects W4.Develop a dynamic water planning tool KEY PERFORMANCE INDICATORS Estimated indoor per capita residential water consumption Estimated outdoor residential water consumption for irrigation Water consumption of commercial customers with irrigation meters Amount of recycled water used in Palo Alto Volume of stormwater that is captured and reused The near-term focus for water is reducing water consumption while exploring ways to capture and store water and increase the availability and use of recycled water. In 2024, the City held three landscape workshops on water-saving topics including drought- tolerant landscape design, lawn conversion, and information on available rebates. The City tabled at five neighborhood events to educate residents on water efficiency programs and rebates. The City also provides the WaterSmart water management tool which gives residents information about their water consumption and personalized water conservation recommendations. The Water KPIs are shown in Table 3. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 47 Packet Pg. 482 of 711 1 0 2 4 9 Table 3: S/CAP Key Performance Indicators for Water (2024) KPI 2024 Estimated indoor per capita residential water consumption 17,927 Gallons per capita Estimated outdoor residential water consumption for irrigation 662 Million gallons Water consumption of commercial customers with irrigation meters 349 Million gallons Amount of recycled water used in Palo Alto 63 Million gallons Volume of stormwater that is captured and reused No data to report – no active stormwater reuse projects at this time Climate Adaptation and Sea Level Rise GOALS Develop and adopt a multi-year Sea Level Rise Adaptation Plan including a Sea Level Rise Vulnerability Assessment and adaptation plan Minimize wildland fire hazards by ensuring adequate provisions for vegetation management, emergency access and communications, inter- agency firefighting, and standards for design and development within wildland areas KEY ACTIONS Minimize the impacts of sea level rise S1. Complete a Sea Level Rise Vulnerability Assessment S2. Implement a Sea Level Rise Adaptation Plan S3. Begin design process for a levee project S4. Complete bridge improvements and identify protection strategies from flood events Minimize the impacts of wildland fire hazards S5.Implement the Foothills Fire Management Plan S6.Minimize fire hazards through zoning S7.Collaborate on reducing wildfire hazards S8.Implement CAL FIRE education programs KEY PERFORMANCE INDICATORS Percent of vulnerable locations protected from three feet of sea level rise Percent of properties protected from San Francisquito Creek flooding Progress towards sea level rise levee alignments Implementation of Foothills Fire Management Plan mitigation measures The near-term focus for Climate Adaptation and Sea Level Rise is to develop and adopt a multi- year Sea Level Rise Adaptation Plan and minimize wildland fire hazards through Foothills Fire Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 48 Packet Pg. 483 of 711 1 0 2 4 9 Management Plan implementation, zoning, and collaborating with Fire agencies. In order to make progress on the Climate Adaptation and Sea Level rise goals, in 2024 the City focused on key actions to minimize the impacts of sea level rise (S1, S2, S3, S4) and minimize the impacts of wildland fire hazards (S5, S6, S7, S8). Sea Level Rise KPI: Percent of vulnerable locations protected from three feet of sea level rise Sea Level Rise KPI: Percent of properties protected from San Francisquito Creek flooding 11,12 Sea Level Rise KPI: Progress towards sea level rise levee alignments 11 Palo Alto Storm Drain Master Plan; 2015; https://www.paloalto.gov/files/assets/public/v/1/public- works/engineering-services/webpages/stormwater/storm-drain/storm-drain-master-plan-update-june-2015.pdf 12 Ballot Measure Description of the Proposed Storm Water Management Fee; 2017; https://www.paloalto.gov/files/assets/public/v/1/public-works/flood-and-storm/storm-water-management- program/stormwater-management-fee-ballot-2017-final.pdf Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 49 Packet Pg. 484 of 711 1 0 2 4 9 community assets. If funded, this work will complement the preexisting City’s Vulnerability Assessment15 that was completed in 2022. SB1 grant funding is not slated to reexamine levee alignments themselves but would provide additional protection strategies that could be considered. Climate Adaptation KPI: Implementation of Foothills Fire Management Plan mitigation measures Table 4: S/CAP Key Performance Indicators for Foothills Fire Management Plan Mitigation Measures (2022-2023) Foothills Fire Management Plan Mitigation Measure 2022 2023 2024 15 2022 Palo Alto Sea Level Rise Vulnerability Assessment; https://www.cityofpaloalto.org/files/assets/public/v/1/public-works/environmental-compliance/sea-level- rise/palo-alto-sea-level-rise-vulnerability-assessment-june-2022-062822-linked-final.pdf Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 50 Packet Pg. 485 of 711 1 0 2 4 9 Number of residential defensive space re-inspections that are required 33 homes 18 homes 21 homes Percent of miles of overhead utility line tree trimming in Foothills completed 65.73% (7.25 miles) 67.91% (7.49 miles) 54.49% (2.91 of 5.34 total miles) Total miles of electric lines undergrounded in the City of Palo Alto Utilities Foothills Coverage Area Approx. 2.94 miles (15,500 feet) Approx. 1.04 miles (5,500 feet) Approx. 2.27 miles (12,000 feet) Percent of electric line miles undergrounded in the City of Palo Alto Utilities Foothills Coverage Area 31.5%11.2% 24.4% Natural Environment GOALS Restore and enhance resilience and biodiversity of our natural environment throughout the City Increase tree canopy to 40% city-wide coverage by 2030 By 2030, achieve a 10% increase in land area that uses green stormwater infrastructure to treat urban water runoff, compared to a 2020 baseline KEY ACTIONS Maintain and protect tree canopy N1.Increase Palo Alto’s tree canopy N2.Ensure No Net Tree Canopy Loss for all projects N3.Reduce pesticide use in parks and open space preserves N4.Enhance pollinator habitat N5.Establish a carbon storage of tree canopy baseline and KPI Restore and enhance biodiversity Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 51 Packet Pg. 486 of 711 1 0 2 4 9 N6.Maximize biodiversity and soil health N7.Coordinate implementation of the City Natural Environment-Related Plans N8.Expand Water Efficient Landscape Ordinance (WELO) requirements N9.Phase out gas-powered lawn and garden equipment Reduce pollutants entering the Bay N10.Support the Green Stormwater Infrastructure Plan. N11.Incorporate green stormwater infrastructure in municipal projects KEY PERFORMANCE INDICATORS City-wide Tree Canopy coverage Native species on City property and in new landscape projects (to measure biodiversity) Land area that uses green stormwater infrastructure to treat urban water runoff The near-term focus for Natural Environment is to increase Palo Alto’s Tree Canopy, reduce pesticide usage in parks and open space preserves, and support the Green Stormwater Infrastructure Plan and incorporate it in municipal projects. In order to make progress on the Natural Environment goals, in 2024 the City focused on key actions to maintain and protect tree canopy (N2, N3, N4, N5), restore and enhance biodiversity (N6, N7, N8, N9), and reduce pollutants entering the Bay (N10, N11). Ongoing tree planting efforts to increase tree canopy will be integrated with traditional tree planting programs and Green Stormwater Infrastructure to provide co-benefits including carbon sequestration, improve water quality, capture stormwater when feasible, and reduce the urban heat island. Natural Environment KPI: City-wide Tree Canopy coverage 2024 canopy coverage data is not yet available. In 2023, citywide tree canopy coverage was 44%, however this includes open space and the Foothills Nature Preserve. Tree canopy coverage in urbanized areas only was 26%. Natural Environment KPI: Native species on City property and in new landscape projects (to measure biodiversity) In 2024, City landscape projects included the Boulware Park renovation, Cameron Park butterfly garden installation, and Mitchell Park Dog Park. Of the 996 individual plants established at these sites, 935 were native to California. Across the sites, 22 native species were planted. Natural Environment KPI: Land area that uses green stormwater infrastructure to treat urban water runoff There is currently no data to report for the “Land area that uses green stormwater infrastructure to treat urban water runoff” KPI. Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 52 Packet Pg. 487 of 711 1 0 2 4 9 Zero Waste GOALS Divert 95% of waste from landfills by 2030, leading to zero waste Implement short- and medium-term initiatives identified in the 2018 Zero Waste Plan KEY ACTIONS Education and outreach ZW1.Encourage food waste prevention and require food recovery from commercial food generators ZW2.Promote residential food waste reduction ZW3.Champion waste prevention, reduction, reusables, and the sharing economy ZW4.Provide waste prevention technical assistance to the commercial sector Collaborate on and expand policies ZW5.Prioritize domestic processing of recyclable materials ZW6.Eliminate single-use disposable containers ZW7.Expand the Deconstruction and Construction Materials Management Ordinance ZW8.Implement Reach Code standard for low carbon construction materials KEY PERFORMANCE INDICATORS Diversion rate Number of Zero Waste Plan initiatives implemented The near-term focus for Zero Waste is to encourage residents and businesses to reduce their food waste, which will also reduce the associated greenhouse gas emissions, lower their waste generation through the undertaking of zero waste living practices of using less at home and at work; to champion waste prevention technical assistance to businesses; eliminate single-use disposable containers; and prioritize domestic processing of recyclable materials. In order to make progress on the Zero Waste goals, in 2024 the City focused on key actions on education and outreach (ZW1, ZW2, ZW3, ZW4) and to collaborate on and expand policies (ZW5, ZW8). The City developed a new booklet for businesses, “Multi-Ordinance Checklist”, that summarizes Palo Alto’s Zero Waste and SB 1383 requirements such as requirements for the use of colored refuse containers as well as see-through colored bags to match the color of the containers for Compost, Recycle, and Landfill materials. The printed copies were mailed to 425 commercial businesses, specifically food service establishments, in November 2023. In addition, the City developed a new brochure for the Very Small Quantity Generator Program for household hazardous waste and has been distributing it during household hazardous waste events and direct business engagement. Expanding the Disposable Foodware Ordinance (ZW6) has been put on hold until further clarification is received through Senate Bill 54 final regulations and other recent legislation Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 53 Packet Pg. 488 of 711 1 0 2 4 9 creating changes on what will be considered recyclable and compostable. The City developed and printed postcard and trifold brochures on the Disposable Foodware Ordinance/AB 1276 to be mailed and handed out to 450 food service establishments. Zero Waste KPI: Diversion rate Zero Waste KPI: Number of Zero Waste Plan initiatives implemented Item 9 Attachment D - SCAP Key Performance Indicators Progress Report Item 9: Staff Report Pg. 54 Packet Pg. 489 of 711 1 0 2 5 0 Attachment E: S/CAP Key Performance Indicators Progress Summary Key Performance Indicator 2022 2023 2024 GHG reductions (1990 baseline)47.4%48.1%50.2% Community awareness No data 68% of participants indicated that it is essential or very important for Palo Alto to focus on GHGs in the next 2 years 40% of Community Survey respondents indicated they were at least slightly familiar with the S/CAP and 80x30 goalCl i m a t e A c t i o n Participation in Climate Pledge No data No data 3 GHG emissions from natural gas use in buildings 144,996 MT CO2e 146,289 MT CO2e 127,051 MT CO2e % of single-family households in Palo Alto with no natural gas connections 1.2% (208 homes)1.5% (232 homes)2.0% (289 homes) En e r g y % of natural gas use reduction in major facilities and City facilities (2016 baseline) No data 45% reduction in City facilities 45% reduction in City facilities GHG emissions, vehicle travel 221,923 MT CO2e 225,387 MT CO2e 226,019 MT CO2e* % of registered vehicles in Palo Alto that are EVs 13%16%19% % of new vehicle sales in Palo Alto that are EVs 43%52%55% % of multifamily residents with access to overnight EV charging 3%4%7.6% El e c t r i c V e h i c l e s Gasoline sales in Palo Alto Data unavailable Data unavailable Data unavailable Total Vehicle Miles Traveled (VMT) 575,190,655 597,735,000 601,350,463* (preliminary estimate) Commute mode share (commute trips by residents age 16 and older) Automobile – solo driver Automobile – carpool Taxi, motorcycle, or other Public Transportation Bicycle Walk Work from home 46.1% 2.4% 1.7% 1.6% 9.2% 6.4% 32.6% 51.6% 3.9% 2.1% 2.3% 6.7% 5.4% 27.9% 51.5% 6.2% 1.2% 1.2% 11.0% 6.6% 27.4% Trip mode share (all trips by all travelers) Automobile Rail Bus Bicycle Walk 71.7% 2.8% 1.3 5.2% 19% 79.9% 1.5% 1.3% 4.6% 12.8% Data forthcoming* Mo b i l i t y City employee commute benefits participation No data 19%25% Item 9 Attachment E - SCAP Key Performance Indicators Progress Summary Item 9: Staff Report Pg. 55 Packet Pg. 490 of 711 1 0 2 5 0 Key Performance Indicator 2022 2023 2024 Transit ridership by adult residents for commute trips Transit ridership by all travelers for all trips The proportion of residents within a quarter-mile walkshed of frequent transit Proportion of residents covered by on-demand transit services 1.6% 2.1% Data unavailable Data unavailable 2.3% 2.8% 21.9% 99.7% 1.2% Data forthcoming* 17.6% 99% Number and proportion of residents within a 10-minute walk of retail or other essential services/land uses Data unavailable 32,700 (48% of all 68,112 residents) 37,800 (56.2% of all 67,231 residents) Businesses participating in Transportation Demand Management (TDM) programs Data unavailable Data unavailable Data unavailable Indoor per capita residential water consumption (estimated) 24,171 gallons 17,537 gallons 17,927 gallons Outdoor residential water consumption for irrigation (estimated) 427 million gallons 620 million gallons 662 million gallons Water consumption of commercial customers with irrigation meters 348 million gallons 312 million gallons 349 gallons Amount of recycled water used in Palo Alto 113.5 million gallons 81.05 million gallons 63.21 million gallons Wa t e r Volume of stormwater that is captured and reused No data No data No data Percent of vulnerable locations protected from three feet of sea level rise No data No data No data Percent of properties protected from San Francisquito Creek flooding No data No data No data Cl i m a t e A d a p t a t i o n a n d S e a Le v e l R i s e Progress towards sea level rise levee alignments Not launched yet No data USACE feasibility study conducted; no federal interest in funding large levee alignment projects at this time Item 9 Attachment E - SCAP Key Performance Indicators Progress Summary Item 9: Staff Report Pg. 56 Packet Pg. 491 of 711 1 0 2 5 0 Key Performance Indicator 2022 2023 2024 Implementation of Foothills Fire Management Plan mitigation measures Number of residential defensive space re- inspections that are required % of miles of overhead utility line tree trimming in Foothills completed Total miles of electric lines undergrounded in the City of Palo Alto Utilities Foothills Coverage Area % of electric line miles undergrounded in the City of Palo Alto Utilities Foothills Coverage Area 33 homes 65.73% (7.25 miles completed) 2.94 miles 31.5% 18 homes 67.91% (7.49 miles completed) 1.04 miles 11.2% 21 homes 54.49% (2.9 miles completed of 5.3 total miles) 2.27 miles 24.4% City-wide tree canopy coverage No data 26% of urbanized areas 44% including Foothills Nature Preserve area Data forthcoming Native species on City property and in new City landscape projects (to measure biodiversity) No data No new landscape projects to report 935 individual native plants; 22 native species Na t u r a l E n v i r o n m e n t Land area that uses green stormwater infrastructure to treat urban water runoff No data No data No data Diversion rate 91%91%88% Ze r o Wa s t e Zero Waste Plan initiatives implemented No data 18 completed 15 in progress 15 remaining 18 completed 15 in progress 15 remaining * VMT data were not available in Google Environmental Insights Explorer (Google EIE) for 2024. City staff and external experts calculated a preliminary estimate of 2024 VMT based on 2023 per capita VMT, 2024 population for passenger vehicles, and service population for commercial vehicles and buses. 2024 KPI data will be revised when 2024 Google EIE data becomes available. Item 9 Attachment E - SCAP Key Performance Indicators Progress Summary Item 9: Staff Report Pg. 57 Packet Pg. 492 of 711 1 0 2 5 3 Attachment F: 2023-2025 S/CAP Work Plan Status For more details, see the 2025 Q1-2 S/CAP report1. The 2025 Q3-4 report will be published in February. Item No.Work Plan Item Status 1 City Council, November 3, 2025; Agenda Item A; SR #2505-4672, https://recordsportal.paloalto.gov/WebLink/DocView.aspx? id=83784&dbid=0&repo=PaloAlto Item 9 Attachment F - 2023-2025 SCAP Work Plan Status Item 9: Staff Report Pg. 58 Packet Pg. 493 of 711 1 0 2 5 3 2.2B Rooftop Packaged HVAC Advanced Pilot Design 2.2C Establish Major Employer Partnerships 2.2D Commuter Transportation and EV Charging Strategy 2.2E Identify Regional and State Partnerships 2.3A Transportation and Land Use Policies and Programs 2.3B Housing Element Adoption 2.3C Housing Element Implementation 2.3D Micro-mobility Evaluations 2.3E Launch On-demand Transit Pilot 2.3F Update Bicycle Plan (final draft plan complete, going to Council in early 2026) 2.3G Vision Zero Program (Safety Action Plan completed in 2025, transitioning this item to be to an ongoing item in future reports to reflect ongoing plan implementation) 2.3H Evaluate Expansion of Employer Transportation Demand Management (TDM) 2.3I Proposals for Managing Downtown Parking Availability 2.3J Implement Efficient Downtown Parking Management 2.3K Traffic Signal Improvements & Transit Signal Priority 2.4A Facility Electrification Assessment Plan 2.4B Facility Electrification Assessment Implementation 2.4C Electrify Equipment at City Facilities during Routine Replacement 2.4D Electrify City Vehicle Fleet 2.3E Build City Fleet and Employee Charging Infrastructure 2.4F Publicly Owned Charger Strategic Plan 2.5A Electric Vehicle Strategic Plan Development 3.1A Build awareness of the need for climate action and the benefits the City and its utility can receive and provide 3.1B Drive community actions to achieve S/CAP goals Item 9 Attachment F - 2023-2025 SCAP Work Plan Status Item 9: Staff Report Pg. 59 Packet Pg. 494 of 711 1 0 2 5 3 3.1C S/CAP Survey Program 3.1D S/CAP Reporting 3.1E Build confidence in the City’s electric infrastructure 4A Multi-family and Commercial End Use Study 4B Idea Generation and Additional Research 4C Additional Emissions Reduction Project Prioritization 5A Resource Needs Assessment 5B Funding Alternatives 5C Affordability Study 5D Gas Utility Financial and Operating Plan 8A Maximize Water Conservation and Efficiency 8B Design and Build a Salt Removal Facility for the Regional Water Quality Control Plant 8C Develop a “One Water” Portfolio for Palo Alto 8D Develop a tool for dynamic water planning in the future 8E Complete the Sea Level Rise Vulnerability Assessment 8F Develop a Sea Level Rise Adaptation Plan 8G Begin Design Process for a Levee Project 8H Identify Protection Strategies from Significant Flood Events at Newell Road Bridge 8I Identify Protection Strategies from Significant Flood Events at Pope Chaucer Bridge and Creek 8J Identify Protection Strategies from Significant Flood Events 8K Implement Foothills Fire Management Plan 8L Minimize Fire Hazards Through Zoning 8M Collaborate on Reducing Wildfire Hazards 8N Implement CAL FIRE Public Education Programs 8O Increase Palo Alto’s Tree Canopy and establish a baseline and Key Performance Indicator for carbon storage of tree canopy Canopy Item 9 Attachment F - 2023-2025 SCAP Work Plan Status Item 9: Staff Report Pg. 60 Packet Pg. 495 of 711 1 0 2 5 3 Carbon Storage 8P Ensure No Net Tree Canopy Loss for all Projects 8Q Reduce Pesticide Use in Parks and Open Space Preserves 8R Coordinate Implementation of City Natural Environment-Related Plans 8S Support the Green Stormwater Infrastructure (GSI) Plan and incorporate GSI in Municipal Projects 8T Encourage Food Waste Prevention and Require Food Recovery from Commercial Food Generators 8U Promote Residential Food Waste Reduction 8V Champion Waste Prevention, Reduction, Reusables, and the Sharing Economy 8W Provide Waste Prevention Technical Assistance to the Commercial Sector 8X Prioritize Domestic Processing of Recyclable Materials 8Y Eliminate Single-Use Disposable Containers 8Z Expand the Deconstruction and Construction Materials Management Ordinance 8aa Implement Reach Code standard for Low Carbon Construction Materials Item 9 Attachment F - 2023-2025 SCAP Work Plan Status Item 9: Staff Report Pg. 61 Packet Pg. 496 of 711 1 2026-2027 Sustainability and Climate Action Plan Work Plan The Sustainability and Climate Action Plan (S/CAP) outlines the strategies for achieving the City’s greenhouse gas (GHG) emissions reduction targets, while improving our natural environment, adapting to climate impacts, and increasing livability for Palo Alto residents. The S/CAP outlines goals and key actions in eight areas: Climate Action, Energy, Electric Vehicles, Mobility, Water, Climate Adaptation and Sea Level Rise, Natural Environment, and Zero Waste. The climate action areas of Climate Action, Energy, Electric Vehicles, and Mobility primarily focus on the overarching goals to reduce GHG emissions 80% below 1990 levels and achieve carbon neutrality by 2030. The sustainability areas of Water, Climate Adaptation and Sea Level Rise, Natural Environment, and Zero Waste do not necessarily have a direct impact on greenhouse gas reductions, but have critically important sustainability, public health and safety, regional, resource conservation, and equity benefits that contribute to overall climate action. The 2026-2027 S/CAP Work Plan is primarily focused on strategies for Palo Alto. The City recognizes the importance of regional collaboration and coordinates with regional climate action and sustainability efforts whenever possible. This includes collaboration with the County of Santa Clara Office of Sustainability and Resilience, the San Mateo County Climate Collaborative, Green Cities California, and Bay Area Air District. The 2026-2027 S/CAP Work Plan includes 28 strategies focused on climate action, 16 strategies focused on sustainability and three strategies for overall S/CAP Communications for all areas of the S/CAP. Climate Action Single-Family CA1.Continue Advanced Home Electrification Pilot Program: Offer full suite of program services to support residents with home electrification projects, including turnkey service, technical assistance, and rebates. Offer enhanced rebates and 0% financing to income-qualified households. Goals and funding levels to be developed annually and coordinated with annual budget process. Program will be designed and changed as needed to complement the Bay Area Air District’s Zero-NOx rules (Rules 9-4 and 9-6). Resource Availability: Fully staffed; goals and funding levels to be considered on timeline in alignment with annual budget process. Explore ways to promote resources for renters, including information on appliances like portable induction cooktops and Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 62 Packet Pg. 497 of 711 2 window-mounted heat pumps that can help renters reduce emissions without asking landlords to make major improvements to the units. Target Completion Date: On- going. CA2.Develop a Residential Electrification as a Service or Similar Financing Pilot for Council Approval: Offer electrification as a service or similar creative financing pilot to residents to support financing of gas to heat pump projects as a pilot of more financially efficient program design. Develop pilot participation agreement, enable tracking of debt repayment in billing system, create process to enroll customer in EaaS. Resource Availability: Program team fully staffed, IT / administrative staffing needs evaluation; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: Q3 2026 (tentative, pending staff evaluation). CA3.Enhance Data Tracking for Home Electrification: Enhance existing database to more comprehensively track home electrification status and incorporate data from existing program databases, home assessments, gas data analytics to estimate home gas equipment, and results from voluntary data inputs by residents. This will allow staff to more effectively track program results, perform more targeted outreach, and tailor communications to homeowners based on their building characteristics. Resource Availability: As staff time is available; consultant resources needed, covered within existing budget. Target Completion Date: Q4 2026. Multi-Family CA4.Launch Enhanced Multifamily EV Charging Infrastructure Program: Update program guidelines, incentives (i.e. rebates, financing), and technical assistance offerings for the installation of EV charging infrastructure that supports multifamily residents through: private on-site charging at multifamily properties; publicly-accessible charging at neighborhood e-mobility hubs at public or private properties; or publicly-owned or public-private partnership neighborhood curbside charging installations This work includes complementary programming supporting EV adoption by income- qualified customers and integration of alternative transportation infrastructure, launch in alignment with design guidelines approved by the City Council on November 17, 2025. Resource Availability: Fully staffed; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: Launch in 2026. CA5.Develop a Charging-as-a-Service (CaaS) or Similar Financing Pilot for Council Approval: Offer charging-as-a-service (CaaS) or a similar creative financing program to Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 63 Packet Pg. 498 of 711 3 multi-family property owners to support financing of EV infrastructure projects developed through the Multifamily EV Charging Infrastructure Program. Develop pilot participation agreement, enable tracking of debt repayment in billing system, create process to enroll customer in CaaS, and collaborate with EV service providers to identify projects. Resource Availability: Program team fully staffed, IT / administrative staffing needs evaluation; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: Launch in 2026. CA6.Continue Affordable Multifamily Building Electrification Incentive Program: Continue pilot electrification program for affordable multifamily properties providing rebates to support the electrification of central water heating and/or space heating equipment in at least 3-5 properties and in-unit electrification of at least one property. The pilot program will provide opportunities to design and test innovative low-interest financing models as well as opportunities to model turn-key multifamily residential electrification. Resource Availability: Fully staffed; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: End of 2027. CA7.Launch Multi-Family Electrification Technical Assistance: Design and implement a technical assistance program to address the particular challenges associated with electrification of multi-family buildings. This would complement incentives or other financial assistance provided by other programs (e.g. via residential whole home programs and electrification as a service for multi-family in-unit improvements and via commercial electrification programs for central system improvements). Resource Availability: As staff time is available; goals and funding levels to be considered on timeline in alignment with annual budget process. Explore ways to promote resources for renters, including information on appliances like portable induction cooktops and window-mounted heat pumps that can help renters reduce emissions without asking landlords to make major improvements to the units. Target Completion Date: End of 2027. Non-Residential CA8.Launch Advanced Heat Pump HVAC Program: Launch an advanced Heat Pump HVAC (HPHVAC) program to transition aging gas systems (rooftop units and ground mounted) off of gas in alignment with Council-approved design guidelines. Resource Availability: Fully staffed; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: Q4 2026 - Q1 2027. CA9.Develop a Commercial Electrification as a Service pilot or Similar Financing Pilot for Council Approval: Offer electrification as a service or a similar creative financing program to commercial property owners to support financing of gas to heat pump projects as a pilot of more financially efficient program design. Develop pilot participation agreement, enable tracking of debt repayment in billing system, create process to enroll customer in Electrification as a Service (EaaS). Resource Availability: Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 64 Packet Pg. 499 of 711 4 Program team fully staffed, IT / administrative staffing needs evaluation. Target Completion Date: Q3 2027 (tentative, pending staff evaluation). CA10.Launch Workplace EV Charging Pilot: Implement a workplace EV charging program building upon the framework of the multifamily EV charging program. Advance additional analysis as needed on the current state of workplace charging, available electric capacity and commute patterns. Collaborate with the EV Team and Office of Transportation on grant opportunities to promote to commercial property owners. Resource Availability: Fully staffed. Target Completion Date: 2027 CA11.Launch Pilot Program for Electrification of Centralized Water Heaters and Boilers: Provide incentives for a select number of large equipment replacements to collect performance data, identify barriers to electrification, and compare cost impacts of like-for-like versus electric options, including effects on customer utility bills. Resource Availability: As staff time is available; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: 2027. CA12.Establish One or More Partnerships with Large Commercial Facility Owners: Develop custom sustainability partnerships with at least one major employer, such as creative financing options, electrification pilots with large facilities, and support of corporate electrification efforts. Resource Availability: Fully staffed; goals and funding levels to be considered on timeline in alignment with annual budget process. Target Completion Date: 2026. Regulatory, Analytics, Finances, and Strategy CA13.Develop S/CAP Funding and Financing Strategies for City Council Consideration: Using insights and models developed for S/CAP Funding Study, City staff will develop potential funding and financing strategies for City Council consideration. Policies will consider different timelines, the effect of regulatory requirements, and equipment focus to provide a range of policy alternatives. Analyses will consider resource needs, additional revenue requirements, and potential impact on utility rates. Resource Availability: Fully staffed, to be absorbed from existing budgets. Target Completion Date: Q4 2026. CA14.Develop Potential Regulatory Measures to Drive Climate Action: Develop a list of potential regulatory measures to drive electrification, energy efficiency, and EV adoption in Palo Alto for consideration by City Council, in addition to implementation of Reach Codes that apply. Seek regulatory measures that could serve as the “regulatory backbone” of a decarbonization strategy (e.g. a Building Emissions Savings Ordinance that would require compliance at the time of residential or commercial property listing or a commercial Building Performance Standard). Consider the programs needed to make such mandates work, such as incentives and technical assistance programs to help building owners meet regulatory requirements. Resource Availability: Fully staffed. Target Completion Date: Q4 2026. Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 65 Packet Pg. 500 of 711 5 CA15.Develop Carbon Neutrality Strategies for City Council Consideration: Develop potential strategies for City Council consideration for achieving community carbon neutrality by 2030. Resource Availability: Fully staffed. Target Completion Date: Q4 2026. CA16.Develop Potential Strategies for Cost-Based Pricing of Non-Electric Decarbonization and Inefficient Electrification: Based in industry research and legal analysis, develop potential strategies for Council consideration for reflecting the cost of decarbonization without electrification (e.g. via renewable fuels like biogas and hydrogen) and the costs of electrification that does not incorporate efficient electrification practices on distribution costs (e.g. due to 400A panel upgrades for higher demand appliances than are needed to serve the electrified uses, leading to the need to build more electric distribution capacity). Examples of potential strategies for consideration include electrical capacity fees and voluntary carbon pricing reflecting the cost of decarbonizing with renewable fuels). Resource Availability: Fully staffed. Some consulting budget may be needed, to be considered via annual budget process. Target Completion Date: Q4 2026. CA17.Reduce Permitting, Interconnection, and Other Barriers to Adoption of Vehicle and Building Electrification and Flexible Energy Technologies for Reliability and Resiliency: Reduce barriers to adoption of vehicle and building electrification technologies, flexible energy technologies for reliability and resiliency, and efficient electrification best practices. Focus on planning and zoning rules, utility rules and regulations, fees, and potential barriers that could be relieved through climate program services such as technical assistance. Look for efficient project approaches, such as bundling multiple electric readiness projects together at once and exploring different approaches to electric panel load calculations, such as by using smart meter data. Develop and implement annual list of priority areas for consideration and timeline for evaluation of potential options. Resource Availability: As staff time is available, higher level of effort possible with resources. Target Completion Date: On- going. CA18.Develop Public Charging Siting and Business Models: As needed, perform siting analysis and develop business models for public charging on public and private properties to support multi-family, workplace, and visitor charging needs. Work is expected to be performed primarily using in-house staff with light consulting assistance as needed. Resource Availability: Fully staffed; some consulting budget may be needed, to be considered via annual budget process. Target Completion Date: Q1 2027. Infrastructure CA19.Continue Grid Modernization: Continue electric distribution system grid modernization program with the completed pilot informing program implementation, at the pace needed to provide adequate capacity for building and vehicle Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 66 Packet Pg. 501 of 711 6 electrification. Resource Availability: Fully staffed; project and consulting budgets to be requested via annual budget process as needed. Target Completion Date: On- going. CA20.Develop Gas Transition Management Strategies: Complete study of gas system physical and financial operation under various electrification scenarios, discuss relevant findings with policy makers, and develop and implement any policies, programs, or operational practices needed to ensure safe, financially viable, and equitable operation of the gas utility as electrification proceeds. Resource Availability: Fully staffed; project and consulting budgets to be requested via annual budget process as needed. Target Completion Date: On-going. Mobility CA21.Achieve Benchmarks for Bicycle and Pedestrian Capital Improvement Projects: South Palo Alto Bikeways Demonstration Project: Upgrade crossings and bicycle facilities on East Meadow Drive and Fabian Way to improve safety, especially for students traveling to school. Information learned throughout the demonstration project will be incorporated into an update of the Palo Alto Safety Action Plan and will inform permanent design changes to the corridor. Resource Availability: Project is fully funded but requires staffing. Target Completion Date: Pilot construction anticipated for summer 2027. Churchill Avenue Enhanced Bikeway Project: Improve walking and bicycling on Churchill Avenue with a multi-use path, intersection improvements, and landscaping. Project work is focused between the Caltrain tracks and El Camino Real. Target Completion Date: Construction is scheduled to finish by fall 2026. Quarry Road Extension at El Camino Park: Develop underused portion of El Camino Park to provide a direct connection from El Camino Real to the Palo Alto Transit Center. Project is led by Stanford. Target Completion Date: By fall 2027, project will complete the Caltrans process for the Encroachment Permit and prepare plans, specifications, and estimate construction documents for the project in both Caltrans and City right-of-way. In addition, the team will perform both a bike and transit operations assessment and recommend operational scenarios to inform future bikes, bus and shuttle operations in and around the Transit Center. South Palo Alto Bike/Ped Connectivity: Identify locations and design concepts for additional east-west bicycle and pedestrian crossings of the Caltrain railroad tracks in the southern part of the City. Council selected the El Dorado Avenue option (also called Alternative A) for further planning and development work. Two variants of Alternative A were advanced: A1 (signalized crossing of Alma Street at El Dorado Avenue) and A2 (tunnel under both Alma Street and the Caltrain tracks). Additional Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 67 Packet Pg. 502 of 711 7 community engagement activities are planned for early 2026 to support the decision- making process and incorporate public feedback on the alternatives in the vicinity of El Dorado Avenue. Target Completion Date: Study will complete following Council adoption of a final report in spring 2027, and next steps include securing grant funding for environmental documentation, final design and construction. CA22.Implement Micromobility Feasibility Study Recommendations: Pursue next steps for a bike/e-bike/e-scooter share pilot program or other recommendation as advised by the Micromobility Feasibility Study, to be finalized in early 2026. Resource Availability: Fully staffed and partially funded, need to evaluate based on recommendation in the study. Target Completion Date: 2027. CA23.Continue Traffic Signal Operations and Multimodal Improvements: Maintain and modernize current traffic signals and central management systems. Use technology to improve traffic operations and safety. Work with transit providers on transit signal priority where feasible. Projects that include operational improvements include the Quarry Road Intelligent Transportation Systems and Operations Improvement (in-progress), Citywide Central Management and ITS Updates (Ongoing), Citywide Arterial Operations Optimization (on-going pending staff resources), and Automated Traffic Signal Performance Measure (ATSPM) implementation (near future). Each of these projects includes multimodal improvements and optimization to improve operations and reduce emissions. Resource Availability: Mostly funded, long-term funding needs being evaluated. Target Completion Date: On-going. CA24.Continue Implementing the Housing Element / Land Use Planning and Policy: Implement the goals, policies, and programs in the City's 2023-2031 Housing Element of the Comprehensive Plan to improve the City's jobs-housing balance and to reduce vehicle miles traveled (VMT). Implementation will continue creating a housing density and land use mix that supports transit and non-SOV (Single Occupancy Vehicle) transportation modes, such as efforts on land use and area plans, housing plans, development standards, and affordable housing projects. Resource Availability: Funding via grants and annual City budget process. Target Completion Date: 2030. CA25.Update City’s Traffic Calming Policy and Process: Update the City’s Traffic Calming Process to provide more clarity on traffic calming design details and criteria for consideration in relation to engineering judgment. Resource Availability: Proceed as staff time available. Target Completion Date: End of 2027. Municipal Assets and Operations CA26.Develop and Begin Implementing a City Facility Electrification Plan: Building on the citywide Facilities Assessment, create a multi-year plan to begin replacing fossil fuel Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 68 Packet Pg. 503 of 711 8 use in City buildings in alignment with S/CAP goals, and begin implementing through the Capital Improvement Program. Target Completion Date: On-going. CA27.Electrify City Vehicle Fleet when Feasible: Convert all Palo Alto municipal vehicles to EVs when feasible and when the replacement is operationally acceptable. Support state policy efforts to electrify fleet vehicles, including delivery trucks. Determine municipal EV charging needs to ensure adequate EV charging infrastructure for City fleet vehicles. Where possible, explore a shared use of fleet chargers that would allow for City staff to use the fleet chargers during the day. Also explore options for providing EV chargers in employee parking lots. Resource Availability: Fully staffed; EV acquisition evaluated with each scheduled vehicle replacement, additional funding needed for certain vehicle classes. Funding for charging infrastructure evaluated project by project and funded through annual budget process. Target Completion Date: On-going. CA28.Explore the Electric Capacity Needs of the Palo Alto Airport for Electric Aviation: Explore the electric capacity needs of the Palo Alto Airport to ensure adequate infrastructure to accommodate electric aviation, as well as electric fleet vehicles. Resource Availability: Proceed as staff time is available. Target Completion Date: 2030. Sustainability Water S1.Implement Water Efficiency and Conservation Measures: Deploy water efficiency and conservation measures that achieve water savings above and beyond what is required by state regulations. Resource Availability: Fully staffed and funded. Target Completion Date: 2030. S2.Improve Recycled Water Quality through Salt Removal: Improve the quality of recycled water produced at the Regional Water Quality Control Plant. Resource Availability: Fully staffed and funded. Target Completion Date: 2028. S3.Identify and Implement Water Distribution System Adaptation Measures: Identify risks from climate change to the water distribution system and implement solutions. Resource Availability: Fully staffed; funding to implement projects not identified. Target Completion Date: 2026. Sea Level Rise S4.Finalize Partnership Agreement with Santa Clara County on SB272 Regional Shoreline Adaptation Plan Requirements to Develop a Regional Vulnerability Assessment and Adaptation Plan: If grant funding is received, this project is anticipated to identify and align county-wide sea level rise adaptation planning projects. Resource Availability: To be determined. Target Completion Date: 2027. Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 69 Packet Pg. 504 of 711 9 S5.Update the City's Sea Level Rise Adaptation Policy to Include Sea Level Rise Planning Decision-Making Points in the City: Update the City's Sea Level Rise Adaptation Policy to include newest technical information, best practices, and decision-making points in the City where sea level rise and shallow groundwater changes should be considered for new projects and operations/maintenance. Resource Availability: Existing funding. Target Completion Date: 2027. S6.Complete Construction and Begin Monitoring the Palo Alto Horizontal Levee Pilot Project (PAHLPP): The PAHLPP will be the first Bay Area horizontal levee to be hydrologically connected to the Bay. The project will inform future potential levee improvements that expand habitat benefits. The City and partner agencies will advance monitoring and research following project completion, anticipated in early 2026. Resource Availability: Existing funding. Target Completion Date: 2026. S7.Continue Partnership with Valley Water on Sea Level Rise / Shoreline Levee Improvement Efforts: Track developments with Valley Water and Army Corps of Engineers. Resource Availability: Staffing available, future funding needed. Target Completion Date: 2027. Wildfire Protection S8.Implement the Foothills Fire Management Plan: Implement the Foothills Fire Management Plan to balance conservation of natural resources with reduction of fire hazards especially in open space areas. Priority implementation areas include: Mitigating fire risk from electrical equipment through projects such as moving the overhead electric lines underground in areas generally within the City limits west of Highway 280, known as the Foothills area, and mitigating fire risk from vegetation, including through the removal of targeted Eucalyptus groves in specific project areas. Resource Availability: General Funds, Staffing, CIP EL-21001. Target Completion Date: On-going. Natural Environment S9.Increase Tree Canopy in South Palo Alto: Develop programs to plant trees in South Palo Alto to increase tree canopy – that will be integrated with traditional tree planting programs and Green Stormwater Infrastructure programs – and provide carbon sequestration, improve water quality, capture stormwater when feasible, and reduce the urban heat island effect. Resource Availability: Partially funded, Staff available as time permits. Target Completion Date: On-going. S10.Reduce Pesticide Use in Parks and Open Space Preserves: Continue to review the use of pesticides in all parks and open space preserves to identify opportunities to further reduce and eliminate the use of pesticides. Resource Availability: Staff available as time permits. Target Completion Date: On-Going. Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 70 Packet Pg. 505 of 711 10 Green Stormwater Infrastructure S11.Construct a Green Stormwater Infrastructure Project at a City of Palo Alto Park: A green stormwater infrastructure (GSI) project proposed at Juana Briones Park will be designed and constructed. The GSI project will treat an estimated drainage area of 14.8 acres, 6.6 acres of which are impervious. Proposed design will include community features for park users during dry periods throughout the year. Resource Availability: Funding includes U.S. EPA grant to be supplemented by Stormwater Management Fund as needed. Target Completion Date for Design: September 2027. S12.Increase Green Stormwater Infrastructure on City of Palo Alto Property and/or Right- of-Way: Evaluate planned Capital Improvement Program projects for integration of green stormwater infrastructure to treat additional impervious surfaces. Resource Availability: Existing staff resources. Target Completion Date: Ongoing. S13.Quantify Land Area that Uses Green Stormwater Infrastructure to Treat Urban Water Runoff: Quantify the amount of land area in the City of Palo Alto that uses green stormwater infrastructure to treat urban water runoff. This includes quantifying the amount of impervious surfaces, and will be used as a baseline for future S/CAP work. Resource Availability: Consultant will be contracted to support City staff. Target Completion Date: December 2026. S14.Champion Waste Prevention, Reduction, Reusables, and the Sharing Economy: Create new collaborations with city departments (such as libraries) and community organizations to advance reuse and repair initiatives, including textile re-use and recycling. Resource Availability: Existing staff resources and outreach funding. Target Completion Date: 2027. S15.Eliminate Single-Use Disposable Containers and Reduce Disposable Foodware: Assess compliance with existing foodware ordinance requirements, identify key challenges and barriers to reducing additional single-use disposables and to requiring reusable alternatives. Develop new comprehensive plan to effectively expand and strengthen the foodware ordinance. Resource Availability: Funded for Ordinance Requirement, need additional funding for implementation of future requirements. Target Completion Date: 2027. Promote Food Waste Reduction: Maintain and enhance ongoing public education and outreach initiatives aimed at promoting food waste reduction throughout the community. These efforts will also support and ensure continued compliance with the requirements of Senate Bill 1383 (2016). Messaging strategies will be aligned with sustainability goals and tailored to foster greater community engagement and behavioral change. Resource Availability: Existing staff resources and outreach funding. Target Completion Date: On-going. Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 71 Packet Pg. 506 of 711 11 Communications C1.Build Awareness about Sustainability and Climate Action and City Programs Available to the Community. Achieve widespread awareness about sustainability and climate action, the 80 x 30 goal, City services and programs, and achievements. Collaborate with partnerships and volunteers to support grassroots outreach helping to build residents, commercial customers, and contractors awareness. Resource Availability: Fully staffed, partially funded. Target Completion Date: On-going. C2.Drive Community Actions to Achieve S/CAP Goals: Run effective marketing and outreach campaigns that seek to increase program participation and drive community action in initiatives to achieve S/CAP goals. Resource Availability: Fully staffed, partially funded. Target Completion Date: On-going. C3.S/CAP Data Collection and Annual Reporting: Track community sentiment and engagement, including key performance indicators, through tools such as surveys and on-line analytics, and program analysis to guide decision making. Annually develop, implement, and report out on S/CAP communications objectives and progress. Resource Availability: Fully staffed, partially funded. Target Completion Date: On-going. Index of S/CAP Key Actions and the 2026-2027 S/CAP Work Items that Implement them S/CAP Key Action Title 2026-2027 S/CAP Work Plan Item(s) C1. Provide Building and Transportation Emissions Consultations for Residents (On-going item initiated in 2023-2025 S/CAP Work Plan) C2. Develop Major Employer Custom Emissions Reduction Plans CA12. Establish One or More Partnerships with Large Commercial Facility Owners C3. Study Additional Key Actions Needed for 80 x 30 CA11. Launch Pilot Program for Electrification of Centralized Water Heaters and Boilers C4. Study Staffing and Budgetary Needs CA13. Develop S/CAP Funding and Financing Strategies for City Council Consideration CA20. Develop Gas Transition Management Strategies C5. Study Funding Alternatives C6. Conduct an Electrification Affordability Study C7. Study Carbon Neutrality Options CA15. Develop Carbon Neutrality Strategies for City Council Consideration Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 72 Packet Pg. 507 of 711 12 C8. Accelerate GHG reductions through Mandates or Price Signals CA8. Launch Advanced Heat Pump HVAC Program CA10. Launch Workplace EV Charging Pilot CA14. Develop Potential Regulatory Measures to Drive Climate Action CA16. Develop Potential Strategies for Cost-Based Pricing of Non-Electric Decarbonization and Inefficient Electrification E1. Reduce GHG emissions in Single-Family Appliances and Equipment CA1. Continue Advanced Home Electrification Pilot Program CA2. Develop a Residential Electrification as a Service or Similar Financing Pilot for Council Approval CA3. Enhanced Data Tracking for Home Electrification E2. Reduce GHG emissions in Non-Residential Equipment CA8. Launch Advanced Heat Pump HVAC Program CA9. Develop a Commercial Electrification as a Service or Similar Financing Pilot for Council Approval CA12. Establish One or More Partnerships with Large Commercial Facility Owners E3. Reduce Gas Use in Major Facilities CA8. Launch Advanced Heat Pump HVAC Program CA9. Develop a Commercial Electrification as a Service or Similar Financing Pilot for Council Approval CA12. Establish One or More Partnerships with Large Commercial Facility Owners E4. Reduce Natural Gas Use at City facilities CA8. Launch Advanced Heat Pump HVAC Program CA9. Develop a Commercial Electrification as a Service or Similar Financing Pilot for Council Approval CA26. Develop and Begin Implementing a City Facility Electrification Plan Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 73 Packet Pg. 508 of 711 13 E5. Support Income-Qualified Residents and Vulnerable Businesses with Electrification CA1. Continue Advanced Home Electrification Pilot Program CA2. Develop a Residential Electrification as a Service or Similar Financing Pilot for Council Approval CA3. Enhanced Data Tracking for Home Electrification CA6. Continue Affordable Multifamily Building Electrification Incentive Program CA7. Launch Multi-Family Electrification Technical Assistance E6. Develop Electric Rate Options (Completed in 2023-2025 S/CAP Work Plan) E7. Use Codes and Ordinances to Facilitate Electrification CA8. Launch Advanced Heat Pump HVAC Program CA17. Reduce Permitting, Interconnection, and Other Barriers to Adoption of Vehicle and Building Electrification and Flexible Energy Technologies for Reliability and Resiliency E8. Electric Grid Modernization Plan CA17. Reduce Permitting, Interconnection, and Other Barriers to Adoption of Vehicle and Building Electrification and Flexible Energy Technologies for Reliability and Resiliency CA19. Continue Grid Modernization CA28. Explore the Electric Capacity Needs of the Palo Alto Airport for electric aviation E9. Additional Electrification Opportunities in Commercial and Multi-Family Buildings CA8. Launch Advanced Heat Pump HVAC Program CA9. Develop a Commercial Electrification as a Service or Similar Financing Pilot for Council Approval EV1. Raise Awareness of Alternative Transportation Modes, Micromobility, and EVs. CA4. Launch Enhanced Multifamily EV Charging Infrastructure Program CA5. Develop a Charging-as-a-Service (CaaS) or Similar Financing Pilot for Council Approval CA10. Launch Workplace EV Charging Pilot Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 74 Packet Pg. 509 of 711 14 EV2. Collaborate to Promote EV Adoption Regionally (On-going item initiated in 2023-2025 S/CAP Work Plan) EV3. Promote EV Adoption and Alternative Commutes for Commuters CA10. Launch Workplace EV Charging Pilot CA12. Establish One or More Partnerships with Large Commercial Facility Owners EV4. Facilitate the Adoption of EVs, E-bikes and other Light EVs. CA4. Launch Enhanced Multifamily EV Charging Infrastructure Program EV5. Promote Alternative Transportation Modes and Infrastructure to Support Adoption CA4. Launch Enhanced Multifamily EV Charging Infrastructure Program CA6. Continue Affordable Multifamily Building Electrification Incentive Program CA7. Launch Multi-Family Electrification Technical Assistance EV6. Expand EV Charging Access for Multi-Family Residents CA4. Launch Enhanced Multifamily EV Charging Infrastructure Program CA5. Develop a Charging-as-a-Service (CaaS) or Similar Financing Pilot for Council Approval CA18. Develop Public Charging Siting and Business Models EV7. Improve EV Charging Access for Income- Qualified residents CA4. Launch Enhanced Multifamily EV Charging Infrastructure Program CA5. Develop a Charging-as-a-Service (CaaS) or Similar Pilot for Council Approval CA6. Continue Affordable Multifamily Building Electrification Incentive Program CA7. Launch Multi-Family Electrification Technical Assistance EV8. Ensure EV Charging Capacity Supports EV Growth CA10. Launch Workplace EV Charging Pilot CA18. Develop Public Charging Siting and Business Models EV9. Electrify Municipal Vehicle Fleet CA27.Electrify City Vehicle Fleet when Feasible EV10. Support Policy to Electrify Fleet Vehicles CA27.Electrify City Vehicle Fleet when Feasible Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 75 Packet Pg. 510 of 711 15 M1. Increase Active Transportation and Transit for Local Work Trips CA21. Achieve Benchmarks for Bicycle and Pedestrian Capital Improvement Projects CA22. Implement Micromobility Feasibility Study Recommendations CA25. Update City’s Traffic Calming Policy and Process M2. Expand Availability of Transit and Shared Mobility Services CA21. Achieve Benchmarks for Bicycle and Pedestrian Capital Improvement Projects CA22. Implement Micromobility Feasibility Study Recommendations CA25. Update City’s Traffic Calming Policy and Process M3. Implement the Bicycle and Pedestrian Transportation Plan CA21. Achieve Benchmarks for Bicycle and Pedestrian Capital Improvement Projects M4. Improve Transportation Demand Management for Employees and Residents M5. Implement Smart Parking Infrastructure in Public Garages and Parking Fees in Business Districts M6. Study Land Use and Transportation M7. Continue to Implement the City’s Housing Element CA24. Continue Implementing the Housing Element / Land Use Planning and Policy M8. Improve Transit and Traffic Flow CA23. Continue Traffic Signal Operations and Multimodal Improvements M9. Create Housing Density and Land Use Mix that Supports Transit and Non-SOV Transportation CA24. Housing Element Implementation / Land Use Planning and Policy M10. Encourage Reductions in GHGs and VMT W1. Maximize Water Conservation and Efficiency S3. Identify and Implement Water Distribution System Adaptation Measures W2. Build a Salt Removal Facility S2. Improve Recycled Water Quality through Salt Removal Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 76 Packet Pg. 511 of 711 16 W3. Implement One Water Portfolio Projects S1. Implement Water Efficiency and Conservation Measures W4. Develop a Dynamic Water Planning Tool (Completed in 2023-2025 S/CAP Work Plan) S1. Complete a Sea Level Rise Vulnerability Assessment (Completed in 2023-2025 S/CAP Work Plan) S2. Implement a Sea Level Rise Adaptation Plan S4. Finalize Partnership Agreement with Santa Clara County on SB272 Regional Shoreline Adaptation Plan Requirements to Develop a Regional Vulnerability Assessment and Adaptation Plan. S5. Update the City's Sea Level Rise Adaptation Policy to Include Sea level Rise Planning Decision Making points in the City. S3. Begin Design Process for a Levee Project S6. Complete Construction and Begin Monitoring the Palo Alto Horizontal Levee Pilot Project (PAHLPP). S7. Continue Partnership with Valley Water on SLR / Shoreline Levee Improvement Efforts S4. Complete Bridge improvements and Identify Protection Strategies from Flood Events S7. Continue Partnership with Valley Water on SLR / Shoreline Levee Improvement Efforts S5. Implement the Foothills Fire Management Plan S8. Implement the Foothills Fire Management Plan S6. Minimize Fire Hazards Through Zoning (On-going item initiated in 2023-2025 S/CAP Work Plan) S7. Collaborate on Reducing Wildfire Hazards S8. Implement the Foothills Fire Management Plan S8. Implement CAL FIRE Public Education Programs (On-going item initiated in 2023-2025 S/CAP Work Plan) N1. Increase Palo Alto's Tree Canopy S9. Increase Tree Canopy in South Palo Alto N2. Ensure No Net Tree Canopy Loss for all Projects (On-going item initiated in 2023-2025 S/CAP Work Plan) N3. Reduce Pesticide Use in Parks and Open Space Preserves S10. Reduce Pesticide Use in Parks and Open Space Preserves N4. Enhance Pollinator Habitat Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 77 Packet Pg. 512 of 711 17 N5. Establish a Carbon Storage of Tree Canopy Baseline and KPI S9. Increase Tree Canopy in South Palo Alto N6. Maximize Biodiversity and Soil Health N7. Coordinate Implementation of City Natural Environment-Related Plans (On-going item initiated in 2023-2025 S/CAP Work Plan) N8. Expand Water Efficient Landscape Ordinance (WELO) Requirements N9. Phase out Gas-Powered Lawn and Garden Equipment (Addressed by CA Assembly Bill 1346 banning the sale of new gas-powered small off-road engines) N10. Support the Green Stormwater Infrastructure Plan S11. Construct a Green Stormwater Infrastructure Project at a City of Palo Alto Park S13. Quantify Land Area that Uses Green Stormwater Infrastructure to Treat Urban Water Runoff N11. Incorporate Green Stormwater Infrastructure in Municipal Projects S12. Increase Green Stormwater Infrastructure on City of Palo Alto Property and/or Right-of-Way ZW1 Encourage Food Waste Prevention and Require Food Recovery from Commercial Food Generators (On-going item initiated in 2023-2025 S/CAP Work Plan) ZW2. Promote Residential Food Waste Reduction S16. Promote Food Waste Reduction ZW3. Champion Waste Prevention, Reduction, Reusables, and the Sharing Economy S14. Champion Waste Prevention, Reduction, Reusables, and the Sharing Economy ZW4. Provide Waste Prevention Technical Assistance to the Commercial Sector (On-going item initiated in 2023-2025 S/CAP Work Plan) ZW5. Prioritize Domestic Processing of Recyclable Materials (Completed in 2023-2025 S/CAP Work Plan with on- going review) ZW6. Eliminate Single-Use Disposable Plastics S15. Eliminate Single-Use Disposable Containers and Reduce Disposable Foodware ZW7. Expand the Deconstruction and Construction Materials Management Ordinance (On-going item initiated in 2023-2025 S/CAP Work Plan) ZW8. Implement Reach Code standard for Low Carbon Construction Materials (Completed in 2023-2025 S/CAP Work Plan) Item 9 Attachment G - 2026-2027 SCAP Work Plan Item 9: Staff Report Pg. 78 Packet Pg. 513 of 711 1 0 2 5 6 Attachments H through M for Staff Report 2512-5688 are available at the below links: Attachment H: S/CAP Funding and Financing Study Attachment I: EV Charger Needs Assessment Attachment J: Single-family Building Sector Study Attachment K: Multi-family Building Sector Study Attachment L: Non-Residential Building Sector Study Attachment M: Funding Source Survey Item 9 Attachment H - M Links Item 9: Staff Report Pg. 79 Packet Pg. 514 of 711 BluePoint Planning 12/22/25 1 1 0 4 4 1 S/CAP Priorities Workshop Summary On December 13, 2025, Palo Alto hosted a Climate Action Priorities public workshop aimed at identifying the types of mechanisms that Council and the public is interested in using to advance the Sustainability and Climate Action Plan ( S/CAP) 80x30 goals related to climate action for the residential sector. This workshop was also held as part of a special public meeting of the Climate Action and Sustainability Committee (Committee). The three council members of the Committee (Vicki Veenker, Patrick Burt, and George Lu) and Commissioner Rachel Croft from the Utilities Advisory Commission attended the meeting, with an additional 20 members of the public in attendance. The public workshop was also designed to promote greater understanding of tradeoffs in financing and regulations to achieve the City’s 80x30 goals. The workshop focused on an interactive tabletop game named “Decarb Quest.” This game asked participants to pick at random cards representing different resident types and characteristics, home types, and home triggers. From there, participants must decide the strategy or combination of strategies that would best promote electrification in each scenario. Participants could also design additional strategy cards for scenarios in which they felt the suite of potential strategies was not sufficient. The workshop followed the following agenda: Introductions Climate Action Priorities Presentation Breakout Group Discussion o Benefits and challenges of mandates and incentives Evaluating Decarbonization Programs Presentation Breakout Group Discussion o Decarb Quest game on potential tools and approaches for electrification Public Comment Closing Comments Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 80 Packet Pg. 515 of 711 BluePoint Planning 12/22/25 2 1 0 4 4 1 Wall Graphic Recording Below is the wall graphic recording from the workshop that captured high-level takeaways from breakout group conversations. Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 81 Packet Pg. 516 of 711 BluePoint Planning 12/22/25 2 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 82 Packet Pg. 517 of 711 BluePoint Planning 12/22/25 3 1 0 4 4 1 Mandates and Incentives Presentation and Discussion Ahead of the first breakout group discussion on mandates and incentives, Jonathan Abendschein, Assistant Director of Climate Action, delivered a presentation on the S/CAP Electrification Funding Study, discussing the quantification of total benefits to the Palo Alto community over time from switching from gas to electric appliances and some initial considerations for utilizing incentives and mandates to accomplish electrification. Jonathan then took questions and comments from the Council Members present (full list of comments is listed under the detailed notes). Participants were then asked to discuss the benefits and drawbacks of utilizing incentives vs. mandates to accomplish 80% reduction in GHG emissions by 2030. Summary of Participant Comments Below are the takeaways from the breakout groups discussion: There is a place for both mandates and incentives to reach 80x30 goals Storytelling and effective communication is essential to support mandates and incentives o Mandates need to be paired with communication training; if people believe that their contributions are important, more people are likely to follow suit o Voluntary incentives give people agency and encourage personal storytelling It is important to quantify health savings as part of the discussion about avoided costs from electrification City should utilize mandates and include incentives as a stop gap measure o City can set health and safety standards/ mandates that must be met, and then use incentives to get people to reach those standards Incentives should focus on less affluent residents with higher need o City must do incentives o Some groups stated that incentives should be income qualified Programs that support incentives and mandates should be designed to reduce friction as much as possible for residents Workforce needs to be involved in leading electrification efforts Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 83 Packet Pg. 518 of 711 BluePoint Planning 12/22/25 4 1 0 4 4 1 Detailed Comments Below are additional notes from Council Members about the Decarbonization Strategies Presentation. Council Member Pat Burt Emphasize health and safety benefits of electric appliances o Appealing to community for support for programs based on climate impacts will capture chunk of community; more people spurred to action by health benefits o Should quantify economics of health benefits in study and feature these benefits to community o Safety should be a priority element EV trips likely account for greater share of trips than reflected in the EV ownership rate (of 16%) o Around 50% of purchases are EVs o Most people who purchase EVs use them more than their older car o Trends in equipment cost moving forward may decline o Wondered to what degree we are basing funding projections on current costs of electric appliances Council Member George Lu Can the funding study take into account a decrease in EV charging installation costs/ HPWH costs over time? o Is there a scenario where we can count on some national technology curve How are offsets assessed to users? o Offsets could be used more creatively as stick or carrot Vice Mayor Vicki Veenker Consider savings from gas transition study from Air District Implementation of Air District rules could save 89 deaths annually and $890 mil per year Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 84 Packet Pg. 519 of 711 BluePoint Planning 12/22/25 4 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 85 Packet Pg. 520 of 711 BluePoint Planning 12/22/25 5 1 0 4 4 1 Electrification Strategies, Discussion, Decarb Quest Game Before the second breakout group, which focused on electrification strategies, Jonathan delivered a presentation on considerations for electrification strategies, including financing options for incentives. This included considerations for how a Building Emissions Savings Ordinance (BESO) could operate, and an overview of financing cash flows for Electrification as a Service (EaaS) for Palo Alto residents. Jonathan then took questions from the Council Members present (full list of comments is listed under the detailed notes). Participants then rearranged into different breakout groups and completed an interactive tabletop game, “Decarb Quest.” This game asks participants to pick at random cards representing different resident types and characteristics, home types, and triggers for electrification upgrades. From there, participants must decide the strategy or combination of strategies that would best promote electrification in each scenario. Participants fill out the game board, picking at random from the deck two resident characteristics, a home type card, and a trigger for what may be happening to that home type (e.g. selling house, wanted to remodel, etc.). Participants then score how well that suite of strategies will encourage the resident with that home type to electrify, using game pieces to score on a scale of 1-4. Strategies that score a 1 would mean that residents would not electrify, and 4 means they would certainly electrify. Participants could also design additional strategy cards for scenarios in which they felt the suite of potential strategies was not sufficient. Below are images of the blank board and cards that participants were given. The images of the filled out boards from the game are included below at the end of this summary. Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 86 Packet Pg. 521 of 711 BluePoint Planning 12/22/25 6 1 0 4 4 1 Decarb Quest Game Board Decarb Quest resident characteristic, housing characteristic and housing trigger cards Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 87 Packet Pg. 522 of 711 BluePoint Planning 12/22/25 7 1 0 4 4 1 Summary of Participant Comments Below are the takeaways from the breakout groups discussion: Overall, the BESO and EaaS were popular strategies o BESO and EaaS work well for more affluent, singly family (SF) households, especially those doing remodels or large projects o May need to increase cost for BESO-funded upgrades for buyers o Traditional financing and EaaS may work for those with affordability issue o City could host investment fund to help support EaaS program Communication and storytelling must be part of BESO and EaaS programs o Emphasize that natural gas prices will rise and the City needs to protect residents’ health; by electrifying, the City will end up with lower, cheaper utility bills and improve residents’ health o Emphasize that electrification increases home value o Publicize existing programs more! The renter segment is difficult to reach o Mandates would work better for renters; renters need to be empowered to reach landlords o There are some other residents and scenarios that are difficult to electrify (e.g. a young, financially constrained family who is selling their house; landlord with renters who are high energy users and have a broken appliance) Multifamily (MF) homes typically have access to a traditional financing qualification In some scenarios it may make more sense for buyers to complete/ pay for energy assessment as part of BESO; buyer would then be required to upgrade to code when doing a construction project Require those selling their home to future proof it to become all-electric Implement the Watt Diet (strategic selection of electric products and load sharing among devices) to reduce the need for panel upgrades o City could price amp services differently, with higher watt panels costing more Technical assistance is a throughline for many electrification strategies Homeowners associations (HOAs) are a different scenario than rental apartments because there are so many hoops to jump through o Incentives would not be the driver of upgrades o EaaS may be a partial solution but there may still be a gap for HOAs City could pool electrification projects for more income-constrained residents Should be easier for residents to use electric vehicles (EVs), especially for MF properties o They can be a battery for homes and support resilience o Time of use (TOU) rates could be mandated; they would support EV usage and make EVs more affordable Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 88 Packet Pg. 523 of 711 BluePoint Planning 12/22/25 8 1 0 4 4 1 Additional Strategies Below is the full list additional strategies that participants brainstormed during the Decarb Quest game: BESO without public reporting For BESO, the seller can do the energy assessment but the buyer is required to upgrade (as opposed to the seller) Progressive loans (particularly for financially constrained households) Building owner makes bulk electric appliance purchase at reduced upfront cost (for MF renters) Building performance standard– each home has an environmental rating o May not be public for homeowners o Building performance standards (BPS) may work well for larger, MF properties, and would give these properties a timeline to electrify Pool electric project scopes for multiple homes City fund for electrification as service to reduce costs to residents o Some funds would be invested and get returns, some given to EaaS o This would help subsidize financially constrained residents EV charging in City lots adjacent to MF properties Streetside charging Portable induction cooktops Use City investment funds so City can be full financer of EaaS (City already covers loans under GoGreen) Education and communication around electrification benefits must underpin all strategies o Lawn signs can promote emergency heat pump water heater (HPWH) replacements and GoGreen financing Below are additional notes from Council Members about the Decarbonization Strategies Presentation. Vice Mayor Vicki Veenker Very interested in what has traction with residents Strategies aren’t necessarily alternatives, but can be combined– what is interplay between the strategies? Interested in understanding BESO ordinance Sees potential for Electrification as a Service Council Member Pat Burt Under EaaS we have lender involvement; to what extent would that be friction point? How simple could that become? Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 89 Packet Pg. 524 of 711 BluePoint Planning 12/22/25 9 1 0 4 4 1 o Palo Alto has simplified permitting for solar o Jonathan: there is discussion regionally on lender friction Where does funding come from for existing electrification and energy efficiency (EE) efforts and what legal latitude can apply? o Jonathan: electric public benefits funding is collected for EE, income qualified programs, renewable energy, and research and development. City has used funds for some electrification programs and is in conversation on how to use this in defensible way and what the competing priorities are Council Member George Lu Interested in both BESO and EaaS, lots of questions for both Interested in how we can reach MF apartments through sales of buildings and individual condos EaaS is more uncertain and has more moving parts; there are lots of questions to consider o What lenders exist out there? o How much risk is City taking on? o What happens if homeowners want to get expensive appliances? What happens if homeowners get into financial trouble? o Make process as simple as possible Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 90 Packet Pg. 525 of 711 BluePoint Planning 12/22/25 9 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 91 Packet Pg. 526 of 711 BluePoint Planning 12/22/25 10 1 0 4 4 1 Game Board Result Images Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 92 Packet Pg. 527 of 711 BluePoint Planning 12/22/25 11 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 93 Packet Pg. 528 of 711 BluePoint Planning 12/22/25 11 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 94 Packet Pg. 529 of 711 BluePoint Planning 12/22/25 12 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 95 Packet Pg. 530 of 711 BluePoint Planning 12/22/25 13 1 0 4 4 1 Item 9 Attachment N - Summary of December 13, 2025 CASC Workshop Item 9: Staff Report Pg. 96 Packet Pg. 531 of 711 City Council Staff Report From: City Manager Report Type: ACTION ITEMS Lead Department: Public Works Meeting Date: March 2, 2026 Report #:2508-5090 TITLE Status Update on Implementation of the Reliability and Resiliency Strategic Plan; Accept 1) Palo Alto’s Electric System Reliability Indices and Recommended Goals and Reporting, 2) the “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Report (as recommended by Climate Action and Sustainability Committee and Utilities Advisory Commission) to Complete Reliability and Resiliency Strategic Plan Strategy Four and Strategy Five; and Provide Direction to Pursue Various Activities Related to Flexible Energy Resource and Efficient Electrification to Improve Reliability and Resiliency; CEQA Status - Not a Project RECOMMENDATION Staff recommends that the City Council: 1. Accept Palo Alto’s electric system reliability indices and recommended goals and reporting. The Climate Action and Sustainability Committee (CASC) and the Utilities Advisory Committee (UAC) recommend that the City Council: 2. Accept the “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” report to complete Reliability and Resiliency Strategic Plan Strategies Four (Value the benefits of flexible technologies to the utility and community) and Five (Evaluate the resource needs for various demand reduction and resiliency programs). 3. Direct staff to: a. Promote City of Palo Alto Utilities (CPAU) customer’s use of energy in off-peak periods to reduce both greenhouse gas emissions and strain on the electric grid, and lower energy costs; b. As opportunities present themselves, and to the extent staff time is available, evaluate large scale solar and battery opportunities in Palo Alto, either at publicly owned facilities or through partnerships with private land owners; and Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 1 Packet Pg. 532 of 711 c. Engage the Utilities Advisory Commission, Climate Action and Sustainability Committee, and Council in an additional discussion on microgrids and long-term resiliency in 2026. The UAC and CASC differed on the level of effort that should be expended on the promotion and reduction of barriers to adoption. The CASC recommended a higher level of effort, with recurring and widespread outreach, more educational materials, online decision tools, and other resources, active auditing of regulations and processes for streamlining opportunities, and more active integration of these technologies into energy and climate programs. The UAC recommended that no additional resources should be added for work and work should proceed as staff time is available. The recommendations are below: The Climate Action and Sustainability Committee (CASC) recommends that the City Council: 3. Direct staff to: d. Promote and reduce barriers to adoption, as appropriate, for demand response capable technologies, solar photovoltaics (PV), battery energy storage system (BESS), thermal storage, and vehicle to load, home, and grid technologies, including, but not limited to: i. Recurring and widespread outreach; ii. Developing educational materials, online decision tools, and other resources to help community members evaluate these technologies for themselves; iii. Actively auditing regulations and processes for streamlining opportunities; and iv. Actively and continuously integrating flexible energy technologies and efficient electrification into energy programs; e. Within two years, update cost-benefit analysis for demand response, solar PV, batteries, thermal storage, and vehicle to load, home, and grid technologies; Note: Accommodating this higher level of effort without impacting other climate programs or utility operations would require additional staff resources. If the City Council adopts the CASC recommendation staff would identify the resource needs and funding sources and return with a proposal through the FY 2027 budget process. The Utilities Advisory Committee (UAC) recommends that the City Council: 3. Direct staff to: d. Promote and reduce barriers to adoption, as appropriate, for demand response capable technologies, solar photovoltaics (PV), battery energy storage system (BESS), thermal storage, and vehicle to load, home, and grid technologies, including, but not limited to: i. Regular outreach as opportunities present themselves; Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 2 Packet Pg. 533 of 711 ii. Posting available educational material on the City’s website; iii. Facilitating regulatory and process changes as staff becomes aware of them and as staff time is available; and iv. Integrating flexible energy technologies and efficient electrification into energy programs as staff time is available; e. Within two years, update cost-benefit analysis for demand response, solar PV, batteries, thermal storage, and vehicle to load, home, and grid technologies, with an annual update focused only on electric supply costs; The UAC also recommended that a simplified update of the cost-benefit analysis be done within one year, just updating utility supply cost projections. Staff agreed that this was a simple update and will incorporate the simple update into its work plan. EXECUTIVE SUMMARY As an electric utility service provider, reliability and resiliency of that service is key to maintain high service levels and continue to advance climate adaptation and sustainability goals that increasing rely on electric infrastructure and services. This report provides a comprehensive update on RRSP and if approved results in acceptance of key performance indicators for electric services, completion of RRSP strategies four and five, and direction to staff to further Flexible Energy Resource and Efficient Electrification to Improve Reliability and Resiliency. RRSP Strategy 1, Action 6 (Reliability Standards) Key Performance Indicators: for service today and into the future KPIs are critical to measure system reliability and set targets to instill confidence as customers increasingly rely on electric services. The System Average Interruption Duration Index (SAIDI), System Average Interruption Frequency Index (SAIFI), and Customer Average Interruption Duration Index (CAIDI) are standard indices used across the utility sector. They provide a good measure of system performance and the ability to compare performance between various utility systems. Palo Alto’s electric system reliability shows improvement over time and compares favorably to other utilities within the region and nationally. These metrics are reported quarterly to the Utilities Advisory Commission (UAC); staff recommends continuing this practice going forward and to forward this reporting to the City Council with the addition of at least annual comparisons of Palo Alto’s performance to adjacent systems (PG&E) and nationally to the City Council as an information item. This additional reporting will ensure heightened awareness of these metrics as the City continues to work to achieve its reliability and electrification goals. Acceptance of RRSP Strategies 4 and 5: With respect to assessments of flexible energy technologies and efficient electrification, staff, the UAC, and the CASC recommend acceptance of a consultant report implementing Strategies 4 and 5 of the RRSP, along with direction to staff based on the study results. The technologies and strategies discussed in the attached report (Attachment B) benefit the electric grid and the community when voluntarily installed and properly operated. Strategies 4 and 5 ask whether the City should be going further and Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 3 Packet Pg. 534 of 711 providing incentives or more intensive programs to actively drive greater participation, which would require additional funding and resources. While the attached report is not a cost of service analysis that will be used to determine utility rates, it does evaluate potential utility- provided incentives, and finds no cost/benefit ratio that supports providing City or ratepayer- funded incentives or more intensive programs. Direction to Further Flexible Energy Resource and Efficient Electrification The UAC, CASC, and staff recommend continuing to do outreach and reducing barriers to adoption, as described in this report, while also monitoring and analyzing the cost-effectiveness of these technologies periodically, evaluating larger commercial projects as opportunities arise, and pursuing further discussion of the policy options for long-term resiliency and microgrids described in the attached report. Strategy 3 of the Reliability and Resiliency Strategic Plan (RRSP), which is already being implemented, focuses on promoting these technologies and strategies, helping people learn to operate them well, and reducing barriers to adoption. These activities can be performed with existing staff. BACKGROUND 1 resulted from discussions with the UAC and the Council’s Sustainability and Climate Action (S/CAP) Committee and its Working Group leading up to and following the June 5, 2023, adoption of the S/CAP and the 2023-2025 S/CAP Work Plan2. Included in the S/CAP Work Plan were work items 1.B and 1.C to create and implement the Electric RRSP. At its December 6, 2023, meeting the UAC discussed the elements and scope of the RRSP and recommended Council approval3. The City Council approved the Reliability and Resiliency Strategic Plan (RRSP) on April 15, 20244. The RRSP includes a variety of strategies and actions to improve reliability and resiliency citywide. The status of these strategies and actions is summarized in Attachment A and this staff report. 1 Reliability and Resiliency Strategic Plan, Approved by the City Council April 14, 2024: https://cityofpaloalto.prime gov.com/api/compilemeetingattachmenthistory/historyattachment/?historyId=f90b4733-eb24- 4699b4f1229af03f8fd5 2 Adopted 2023-2025 S/CAP Work Plan: https://www.cityofpaloalto.org/files/assets/public/v/1/sustainability/repo rts/2023-2025-scap-work-plan_final.pdf 3 UAC, Staff report 2311-2263, December 6, 2023, S/CAP Strategic Plan on the Reliability and Resiliency for the Elec tric Distribution Utility. https://www.cityofpaloalto.org/files/assets/public/v/3/agendas-minutesreports/agendas- minutes/utilities-advisory-commission/archived-agenda-and-minutes/agendas-and-minutes-/12-dec-2023/12-06- 2023-packet-v2.pdf 4 City Council, Staff Report 2401-2496, April 15, 2024, Approve the Reliability and Resiliency Strategic Plan as Reco mmended by the Utilities Advisory Commission, https://cityofpaloalto.primegov.com/meetings/ItemWithTemplate Type?id=4485&meetingTemplateType=2&compiledMeetingDocumentId=9592 Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 4 Packet Pg. 535 of 711 One of those actions is Strategy 1, Action 6, to develop reliability metrics. A report on Council’s June 16, 2025 consent calendar9 recommended acceptance of reliability metrics and goals, but was pulled from the consent calendar and is being presented for discussion tonight. On a quarterly basis, staff presents outage indices to the Utility Advisory Commission (UAC). As an industry standard, power outages and overall system reliability are tracked through standardized indices that measure average system performance over a defined period, typically 12 months. Three indices are used to track the average duration of outages (SAIDI), average frequency of outages (SAIFI), and the average restoration times for customers experiencing outages (CAIDI). Presentation of this data provides the UAC and City Council with an ongoing indication of system performance and the impact of newly implemented operating procedures, replacement of legacy equipment, and the implementation of modern utility equipment. The City Council has established these three electric reliability metrics as Key Performance Indicators (KPI) and tasked City staff with recommending goals for reliability metrics and standardized reporting methodology. This staff report presents updated reliability metrics for Palo Alto based upon outage data through the end of calendar year 2025, recommendations for a reporting methodology, and annual reliability goals. Below is a brief overview of these metrics. •SAIDI (System Average Interruption Duration Index): This measures the average duration of a power outage for the average customer within a given period (usually a year). A lower SAIDI means customers experience less time without power, indicating better overall reliability. •SAIFI (System Average Interruption Frequency Index): This measures how often the average customer should expect to experience a power outage over a given period (typically 12 months). A lower SAIFI means customers experience fewer power outages, indicating better service reliability. •CAIDI (Customer Average Interruption Duration Index): This measures the average time in minutes it takes to restore service to customers who have experienced an outage. A lower CAIDI generally means utilities are able to restore power more quickly when outages do occur, reflecting efficient outage response and quick restoration times. In essence, these metrics are used by utilities to assess and improve the reliability of their electrical distribution systems. Lower values across all three indicate a more reliable and efficient power supply for customers. 9 City Council, Staff Report 2506-4769, June 16, 2025, Item 11, Accept Electric System Reliability Key Performance I ndices, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=6448&dbid=0&repo=PaloAlto Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 5 Packet Pg. 536 of 711 Progress on Strategies 4 and 5 of the RRSP is also highlighted in this report; this involved performing a cost/benefit analysis of the contribution flexible energy technologies and efficient electrification strategies could have to reducing electric utility supply costs, deferring electric distribution system investment, and enhancing short-term and long-term reliability and resiliency in the community. This work item responds to early feedback from the City Council’s Ad Hoc Committee and its Working Group on exploring this topic as part of the S/CAP, and strategies to pursue this analysis were added to the RRSP when it was adopted in April 2024. The UAC and CASC have been involved regularly in the development and completion of these studies as discussed in the Stakeholder Engagement section below. ANALYSIS The first pilot neighborhoods to be upgraded under the Electric Grid Modernization Project have been completed, and the results are being assessed to inform the next phases of the project. The City’s Electric Utility has received approval from the California Independent System Operator (CAISO) for a second transmission line into Palo Alto to reduce the chance of an outage due to damage to the current single transmission pathway serving Palo Alto (such as occurred in 2009 from an airplane accident). The new outage management system allows CPAU to more quickly detect and respond to power outages and provide customers with timely notifications and updates. Undergrounding in the Foothills to reduce the chance of wildfire-related outages is nearly complete, with a goal of completion by the June of 2026. Barriers continue to be reduced for the adoption of solar, battery storage, and efficient electrification. Examples include the incorporation of circuit sharing technologies into building permit load calculation worksheets, and programs the City has put in place to help people avoid panel upgrades when electrifying. Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 6 Packet Pg. 537 of 711 of the chart below (Major Event Days Included) against the right side (Major Event Days Excluded). Major Event Days Included Major Event Days Excluded CY SAIDI SAIFI CAIDI SAIDI SAIFI CAIDI 2019 132.8 1.065 124.7 25.3 0.225 112.0 2020 46.2 0.830 55.7 20.9 0.165 126.7 2021 39.7 0.277 143.1 9.4 0.029 329.3 2022 71.7 0.622 115.3 13.4 0.070 190.5 2023 154.1 1.182 130.4 43.5 0.176 247.0 2024 134.7 0.844 159.7 67.4 0.474 142.1 2025 68.1 0.614 110.9 27.2 0.111 245.2 Two sets of numbers are presented for the current and past calendar years. One set represents all primary level outages (excludes single customer outages), and a second set of data removes Major Event Days (MED) from the first data set to remove the influence of significant weather events or other large outages that do not represent normal day-to-day operations. By identifying and removing MEDs from outage indices, year over year trends can be established to better indicate if system performance is improving or declining. For the data presented, MED are defined as 24-hour periods with more than 10 percent of Palo Alto’s electric customers impacted by power outages. Tracking the City’s year-to-year reliability indices is a good measure of internal progress toward improved reliability but does not provide an indicator of industry-wide (national) or regional system reliability. The charts further below present PG&E’s outages indices for the DeAnza Division, Santa Clara, Alameda, and American Public Power Association’s (APPA) tracking of nationwide system reliability. PG&E’s DeAnza Division, which covers the cities and surrounding areas of Cupertino, Los Altos, Los Gatos, and Mountain View, represents our local region’s electric system reliability and the impacts of local weather events. APPA’s collection of nationwide system reliability is narrowed to show the cutoff for the best performing systems (top 25 percent) in the United States. Combined, these comparisons provide additional relevance to Palo Alto’s efforts to provide safe and highly reliable electric service. Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 7 Packet Pg. 538 of 711 In comparison of both regional and national outage reliability indices, staff is recommending Palo Alto set a goal of remaining within the five-year average of APPA’s top quartile for SAIDI and SAIFI when excluding MED. Staff is further recommending that Palo Alto, at all times, outperform PG&E’s system reliability numbers for the DeAnza Division. Setting these targets will allow comparisons on a national level regardless of weather events and on a local level with and without the impacts of localized weather events. Future quarterly and annual presentations of outages indices will include these comparisons to aid the UAC, City Council, and utility staff in identifying trends in system reliability. Strategy 4 (Value the benefits of flexible technologies to the utility and community) and Strategy 5 (Evaluate the resource needs for various demand reduction and resiliency programs) The attached consultant report titled “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” contains the results of several analyses to evaluate the electric utility supply cost savings, short-term reliability benefits, and potential for deferral of distribution investment. The analyses found that benefits exceeded costs at a community level (the combination of costs and benefits for both the utility and its customers, analogous to the “Total Resource Cost Test” commonly used in analysis of energy efficiency and other demand- side management programs)11 only for commercial solar plus batteries, and that benefits would no longer exceed costs for that category of projects once the Federal Investment Tax Credit (ITC) expires. They found that using batteries to defer distribution investment was not cost- effective at a community level. They found that commercial solar and batteries could become cost-effective (at a community level) by 2030, but that residential-scale projects were not projected to become cost-effective (at a community level) until 2040. However, both residential-scale and commercial-scale solar and battery projects could be viable for the building owner if the building owner valued long-term resiliency higher than the cost of mitigating an outage (as described in the report, Attachment A, Section 7.3, page 43). The report lays out a framework for considering how to approach the value of long-term resiliency and potential policies the community could adopt. Based on the report, staff developed several follow-up recommendations for implementation, organized under five categories: 1) time of use promotion 2) technology promotion and barrier reduction 11 A good definition of the Total Resource Cost Test is included on page 18 of the California Public Utilities Commission “California Standard Practice Manual for Economic Analysis of Demand-Side Programs and Projects,” October 2001, which is still used for investor-owned utilities. Publicly-owned utilities use similar analytical methods for their energy efficiency and demand-side cost-effectiveness analyses. https://www.cpuc.ca.gov/- /media/cpuc-website/files/uploadedfiles/cpuc_public_website/content/utilities_and_industries/energy_- _electricity_and_natural_gas/cpuc-standard-practice-manual.pdf Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 8 Packet Pg. 539 of 711 3) cost-benefit monitoring and projection 4) case by case commercial scale project evaluations 5) policy review of microgrids and long-term resiliency These are summarized below: 1. Time of Use Promotion As the City’s Advanced Metering Infrastructure (AMI) project is completed, the City’s Utilities Department will provide customers a time of use billing option that can shift energy use to off- peak periods that reduces emissions and passes through lower energy import costs to the customer. Outreach will include mailers, utility bill inserts, and information on the City’s website. 2. Technology Promotion and Barrier Reduction Staff currently encourages adoption of demand response, solar PV, BESS, thermal storage, and vehicle to load, home, and grid technologies as staff becomes aware of them, such as recent changes to Fire Department regulations recognizing the lower fire risk of lithium-ferrous- phosphate battery technologies or the City’s adoption of SolarApp+ for solar permitting. Information on these technologies is also available on the City’s website. Staff currently has a Guide to Electrification posted on the City website detailing approaches to efficient electrification. Staff integrates these technologies into programs, such as including a rebate in the City’s Advanced Single Family Electrification Pilot Program that can be applied to circuit sharing technologies, or the inclusion of managed charging technologies in the design guidelines for the next generation multi-family electric vehicle charging program. The CASC recommended a higher level of effort than what is currently being done, which staff noted would require bringing on hourly assistance for a few years to make a focused effort to actively review and identify streamlining opportunities in City regulations and processes to make it easier to install these technologies (including outreach to contractors), to track the state of the technologies, and to develop material for an outreach campaign focused specifically on these technologies. Any staff augmentation and funding requirements would be incorporated into the City’s budget approval process if the City Council adopted the CASC recommendation. The UAC recommended against devoting additional resources. If the City Council adopted this recommendation, the current level of effort would continue, seeking opportunities to increase efficiencies to scale programs, and promote and incorporate these technologies as staff time and opportunities present themselves. Staff would also investigate low-cost technical assistance for these technologies when developing programs. No additional resources would be requested. 3. Monitoring Cost-Benefit of Various Technologies Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 9 Packet Pg. 540 of 711 With the creation of the cost-benefit model used to generate this report, staff now has a manageable way to regularly update the analysis results. Staff would update the model periodically as opportunities presented themselves, such as when a summer intern was available or when workload permitted full-time staff to update the model, but not less than every two years. This may require consulting expenditures, but these could be absorbed within the existing budget. Staff will also do a minor update annually, updating only the electric utility supply costs. 4. Commercial Facility Partnerships – Case by Case Evaluation 5. Microgrids and Long-term Resiliency FISCAL/RESOURCE IMPACT Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 10 Packet Pg. 541 of 711 The studies and draft proposals for implementing RRSP Strategies 4 and 5 have been performed through existing Utilities Resource Management electric utility budget and contracts, which are adequate for project completion. These include: •A $213,250 contract with Buro Happold for evaluation of supply and short-term resiliency, research and recommendations on potential programs, and development of the final Reliability and Resiliency Cost-Benefit Study and Program Inventory. All funding was utilized, and an additional $10,500 was required for additional analysis based on UAC and CASC feedback. •A $32,185 contract with Energeia to complete the preliminary analysis of deferring distribution investment, which was completed for $28,676. •A contract with Burns-McDonnell for evaluation of solar and storage at the airport for $208,000, of which $178,000 is for evaluation of microgrid options and use of the energy and $30,000 is estimated for site evaluations to enhance planned Federal Aviation Administration filings for the airport to enable this project in the future. To date, $193,000 has been expended. Promoting the voluntary use of energy in off-peak periods to reduce both greenhouse gas emissions and strain on the electric grid, and lower energy costs will be performed as part of the rollout of time of use rates through utility bill inserts and information on the web site and will require less than 0.1 FTE of staff time, absorbed from existing staff. If the CASC recommendation were adopted, staff would bring forward a budget proposal for an 0.5 FTE hourly to promote demand response, solar PV, BESS, thermal storage, and vehicle to load, home, and grid technologies and reducing barriers to their adoption at a higher level of effort than is currently being done. This would also require 0.1 to 0.2 FTE in communications staff time from existing staff. If the UAC recommendation were adopted, promotion and barrier reduction would be done as staff time is available and as issues arise. Staff is expecting this will require less than 0.1 FTE of work from existing staff capacity as time is available. Every two years, staff will update the cost-benefit analysis for demand response, solar PV, BESS, thermal storage, and vehicle to load, home, and grid technologies. This could Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 11 Packet Pg. 542 of 711 be done using summer interns for around $15,000 in staff costs, or as staff time is available (about 0.1 to 0.2 FTE of work) or through about $14,000 in consulting budget from existing Utilities consulting budgets. Staff will also do a minor update annually by just updating the electric utility supply projections, which should require a small amount of staff work annually. As opportunities present themselves, and to the extent staff time is available, staff can evaluate large scale solar and BESS opportunities in Palo Alto, either at publicly owned facilities/properties or through partnerships with private landowners. Staff would restrict these efforts to 0.1 to 0.2 FTE of work per year. Engaging the UAC, CASC, and City Council in an additional discussion on microgrids and long-term resiliency in calendar year 2026 is expected to take 0.1 to 0.2 FTE of staff time, one time, though additional work may be needed depending on Council direction. STAKEHOLDER ENGAGEMENT No stakeholder engagement was sought on the reliability metrics as the data collected is internal to City departments and comparison data is available publicly. Use of flexible technologies and efficient electrification, both before and after adoption of the RRSP, has been the subject of many public meetings and stakeholder discussions, which were summarized in the Stakeholder Engagement section of the July 9, 202513 UAC staff report and again in the August 22, 2025 CASC staff report.14 The feedback from the July 9, 2025 UAC meeting on the preliminary results of the attached study was also summarized in the Stakeholder Engagement section of the August 22, 2025 CASC staff report.14 On August 22, 2025 staff presented the preliminary results of the attached study to the CASC. At the July 9 and August 22 meetings, staff provided a straw proposal list of policy approaches to both the UAC and CASC for consideration with the intent of reflecting the UAC and CASC feedback in the final report. Below is the list of staff-proposed policy approaches with UAC and CASC feedback incorporated. The policy approaches below have been incorporated into the attached report: 1. Promote ways community members can reduce emissions by reducing peak period load (helping the electric grid) and, once time of use (TOU) rates are launched, potentially 13 UAC, Staff Report 2505-4687, July 9, 2025, Status Update on Studies Related to the Electric Utility’s Reliability an d Resiliency Strategic Plan (RRSP) Strategies 4 and 5 and Request for Feedback on Draft Proposals for Implementati on, https://cityofpaloalto.primegov.com/meetings/ItemWithTemplateType?id=8400&meetingTemplateType=2&co mpiledMeetingDocumentId=15055 14 CASC, Staff Report 2507-4944, August 22, 2025, Status Update on Studies Related to the Electric Utility’s Reliabili ty and Resiliency Strategic Plan (RRSP) Strategies 4 and 5 and Request for Feedback on Draft Proposals for Impleme ntation, https://cityofpaloalto.primegov.com/meetings/ItemWithTemplateType?id=9006&meetingTemplateType= 2&compiledMeetingDocumentId=15478 Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 12 Packet Pg. 543 of 711 save money by doing so as well. The TOU Implementation and Communication Plan discussed at the UAC’s October 1 meeting incorporates this messaging. 2. Monitor demand response technologies for positive benefit-cost opportunities, but do not pursue a demand response program at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. 3. Promote residential solar and battery adoption, standalone batteries, and thermal storage, but do not provide incentives at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. Explore low-cost technical assistance programs if feasible. 4. Promote electric vehicle to home or grid as it becomes more available, but do not provide incentives at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. Explore low-cost technical assistance programs if feasible. 5. Explore opportunities for larger-scale solar + battery projects on commercial or community facilities on a case-by-case basis and bring forward for consideration if cost- effective options can be identified, while continuing to pursue utility-scale solar and storage and other renewables in parallel. 6. Monitor opportunities for distribution investment deferral using flexible technologies and efficient electrification but do not pursue additional analysis or new policies or programs at this time. 7. Maintain the City’s current policies on microgrids and backup power at this time, but bring forward additional discussion on long-term resiliency, highlighting community- level planning and equity considerations. 8. Explore backup power needs at the Regional Water Quality Control Plant (RWQCP) and airport to determine the most economically feasible backup power alternatives to determine whether an electric utility / treatment plant partnership for a solar and storage microgrid at the airport can be made economically feasible. At the CASC’s August 22, 2025 meeting, there was a question about the electric capacity needs for electric aviation and whether microgrids could support that need. Staff noted that a microgrid was one of several potential approaches to providing electricity for electric aviation. Staff plans to consider this item in the context of the 2026-2027 S/CAP Work Plan rather than the RRSP. On November 20, 2025 the CASC reviewed the final draft consultant report and staff recommendation and voted unanimously (3-0) to recommend the City Council accept the report and the staff recommendation, also recommending for adoption the optional alternative staff recommendation with a higher level of effort for promotion and barrier reduction of the various technologies, as noted in the Recommendation section of this report. On December 3, 2025, the UAC reviewed the final draft consultant report and voted (3-2) to recommend the City Council accept the report and the staff recommendation, without the optional alternative Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 13 Packet Pg. 544 of 711 staff recommendation. One Commissioner who voted against the recommendation said he had wanted to see the City actively promote and build microgrids, while the other Commissioner asked for more extensive quantitative analysis of the long-term resiliency benefits of these technologies and said there was not enough information in the report to audit the consultant’s methodology. ENVIRONMENTAL REVIEW Providing a status update on implementation of the Reliability and Resiliency Strategic Plan, the reliability metrics, the City Council’s acceptance of the Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Report to Complete Reliability and Resiliency Strategic Plan Strategies Four and Five, and Council’s direction to staff to promote various related activities does not require California Environmental Quality Act review, because these activities do not meet the definition of a project under CEQA Guidelines Section 15378(b)(5), as administrative governmental activities which will not cause a direct or indirect physical change in the environment. ATTACHMENTS Attachment A: Status Update on RRSP Implementation Attachment B: Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” APPROVED BY: Brad Eggleston, Director Public Works/City Engineer Item 10 Item 10 Staff Report Item 10: Staff Report Pg. 14 Packet Pg. 545 of 711 9 8 0 2 Status Update: Reliability and Resiliency Strategic Plan Implementation (November 2025) Strategy/Action Status Cost Strategy 1: Replace and Modernize Infrastructure 1.1 Replace aging infrastructure 1.2 Upgrade capacity to accommodate new loads 1.3 Improved feeder switching capabilities Strategies 1.1 – 1.3, the grid modernization project, will replace aging infrastructure and increase system capacity to meet future home electrification needs. In 2025 a pilot project replaced and upgraded aging infrastructure serving approximately 1000 residents. Staff evaluated the results from the pilot are and are incorporating lessons learned with future distribution reconstruction. Primarily, staff will be focusing on the replacement of legacy 4kV distribution systems (transformers and wire), replacing overloaded transformers systemwide, and upgrading portions of neighborhoods as residents fully electrify. Additional Capital Improvement work will focus on the reconstruction of substations service large areas of residential customers and upgrades to the City single transmission receiving station. Electric Fund CIP for Grid Modernization: roughly $224 million over the next five years with an expected additional $250 million needed in the following five years. 1.4 Second transmission connection Staff, with consultant help, continues to work with the California Independent System Operator (CAISO) and PG&E to build a second transmission corridor from the broader electricity grid to Palo Alto. In May 2025 CAISO approved construction of this second corridor in the form of a new 115 kV line from Ames to Palo Alto to be completed in 2034 as part of the CAISO transmission planning process. Staff and consultants are working with PG&E and CAISO to move the completion date to closer to 2030 as loads are increasing faster than expected in last year’s forecast. Electric Fund CIP EL-06001 (115 kV Electric Intertie): $250,000 for planning and design work for application to CAISO 1.5 Foothills undergrounding A key wildfire mitigation activity is undergrounding approximately 49,200 feet of electric overhead distribution lines and fiber optic cable in the Foothills area. This iterative project consists of multiple phases 1-5 and is expected to be complete in 2025. Phases 1,2, 3, and 5 were completed May 2025, and 10,000 Feet remaining in the MidPen Phase 4 area actively being constructed and planned for completion by mid-summer of 2026. Electric Fund CIP EL-21001 (Foothills Rebuild): $8 million Item 10 Attachment A - Status Update on RRSP Implementation Item 10: Staff Report Pg. 15 Packet Pg. 546 of 711 Strategy/Action Status Cost 1.6 Reliability Metrics Metrics and proposed goals were provided to Council June 16, 2025 (Staff Report 2506-4769 Accept Electric System Reliability Key Performance Indices1) but the report was pulled from the consent calendar and is scheduled for City Council action on March 2, 2026. Metrics are provided in reports to the UAC, also in the Council packet. 0.05 FTE of staff time for research and metric development Strategy 2: Operational Strategies to Improve Reliability and Manage Outages Effectively 2.1 Strengthen the workforce Concerted efforts are currently underway to recruitment, train, and retain lineworkers, system operators, engineers, inspectors to maintain system and respond to outages effectively. Staff have also contracted with third-party contractors to supplement staff to undertake emergency response, maintenance, and capital improvement projects. Significant progress has been made in filling critical vacancies like director, assistant director, lineworker, and engineer. In FY 2025, 44 vacancies were filled. Between July 2025 and January 2026, CPAU has 12 new hires and 17 promotions. As of January 2026, CPAU had 39 vacant positions or 14.66% vacancy rate of the authorized 266 FTEs. Nineteen of the vacant positions are in-progress recruitments. 1.0 FTE (spread among three people) for additional recruitment and retention work 2.2 Wildfire protection maintenance practices Staff regularly updates its Utility Wildfire Mitigation Plan to reduce the risk of utility caused wildfire within higher fire risk areas. With the undergrounding of the Foothills area, the City’s vegetation management costs will be significantly reduced but still require some maintenance to maintain clear space around pad- mounted electrical equipment. Expected future vegetation management cost within the fire area of $150,000 to $200,000 per year 1 https://cityofpaloalto.primegov.com/meetings/ItemWithTemplateType?id=8431&meetingTemplateType=2&compiledMeetingDocumentId=14843 Item 10 Attachment A - Status Update on RRSP Implementation Item 10: Staff Report Pg. 16 Packet Pg. 547 of 711 9 8 0 2 Strategy/Action Status Cost 2.3 Communicate effectively during outages The new OMS allows CPAU to more quickly detect and respond to power outages and provide customers with timely notifications and updates. In FY 2025, OMS sent approximately 103,500 text messages for planned and unplanned outages and restorations. Staff has incorporated OMS texting features to support outbound communications during potential and active PSPS events. Staff will explore other uses for OMS, such as customer non-payments. $73,000 was spent to develop the system. Ongoing maintenance involves 0.25 FTE and ongoing system costs of $108,000 per year. Strategy 3: Effectively Integrate and Ease Adoption of New Technologies 3.1 Configure the distribution system to accommodate high penetrations of solar, batteries, and other technologies Staff has completed an evaluation of the distribution improvements needed to accommodate high penetrations of solar and storage and is currently evaluating whether these same improvements will also accommodate vehicle to grid technologies, smart panels, and flexible loads. $30,000 to 50,000 in consultant studies from electric utility operating budgets 3.2 Review, communicate, and streamline permitting and other regulatory rules for efficient and flexible electrification technologies 3.3 Communicate how to electrify efficiently Staff completed an inter-departmental internal review of various technologies to establish clear rules and guidelines for implementation: •Planning and Development Services updated intake forms for electrical load calculations were updated. Status: Complete. •Utilities updated transformer upgrade fees to eliminate the situation where a resident upgrades to a 400A panel and pays for the entire transformer upgrade. Status: Complete. 0.25 FTE in staff effort from being developed in parallel with the City’s rollout of advanced existing staff resources Item 10 Attachment A - Status Update on RRSP Implementation Item 10: Staff Report Pg. 17 Packet Pg. 548 of 711 Strategy/Action Status Cost 3.4 Communicate how to use technologies in a grid-friendly way •Utilities transformer upgrade policies for multi-family and non-residential properties take into account efficient and flexible technologies and strategies. Status: Complete. • Time of use (TOU) rates and a transition plan for these rates are currently metering infrastructure. The voluntary residential TOU rates were approved by Council. Staff provided an update to the UAC on implementation details in October 2025. Initial Launch Planned: Q1 2026 •Utility staff has developed an electrification guide for single family homes and posted it on its website. Status: Complete •Utilities launched an electrification expert service which can provide guidance to residents on efficient electrification. Status: Complete Strategy 4: Value the benefits of flexible technologies to the utility and community 4.1 Value the utility benefit of flexible technologies on electric supply costs 4.2 Value the utility benefit of flexible technologies on electric distribution costs and capacity 4.3: Explore estimating the value of resiliency for the community 4.4: Estimate the cost of various community resiliency approaches Staff is taking its final recommendations for Council review in March 2026. If Council approves the staff recommendations, the only actions needed will be occasional updates to this study as staff time permits. See staff report for details Item 10 Attachment A - Status Update on RRSP Implementation Item 10: Staff Report Pg. 18 Packet Pg. 549 of 711 9 8 0 2 Strategy/Action Status Cost Strategy 5: Evaluate the resource needs for various demand reduction and resiliency programs 5.1: Evaluate utility-driven programs to enhance resiliency and lower the demand on the grid 5.2 Evaluate equity-based and need-based versions of the programs 5.3: Evaluate community- based versions of the programs 5.4: Evaluate other resiliency approaches like neighborhood level microgrids Staff is taking its final recommendations for Council review in March 2026. If Council approves the staff recommendations, some additional work in 2026 related to long-term resiliency and microgrids will be needed before this item is complete. See staff report for details Strategy 6: Implement any demand reduction or resiliency programs chosen by the community Staff is taking its final recommendations for Strategies 4 and 5 for City Council review in March 2026. If the City Council accepts the CASC or UAC recommendation, no specific programs will be needed under this Strategy 6, though promotion and barrier reduction will continue to take place under Strategy 3, and commercial solar and battery project evaluations will take place as staff time permits. See staff report for details Item 10 Attachment A - Status Update on RRSP Implementation Item 10: Staff Report Pg. 19 Packet Pg. 550 of 711 Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency Valuing Flexible Energy Technologies and Efficient Electrification Strategies for Electric Supply Cost Reduction, Distribution Investment Deferral, and Reliability and Resiliency: Cost/Benefit Analysis and Potential Local Programs City of Palo Alto Utilities Department DRAFT November 11, 2025 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 20 Packet Pg. 551 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 2 Executive Summary This study assesses customer programs for flexible energy technologies that enhance customer reliability and resilience in the City of Palo Alto. Customer programs were identified through an extended inventory of programs, pilots, and customer-scale projects throughout the United States, with an emphasis on the California context, that support resilience and electrification with technologies such as batter y energy storage systems, solar, vehicle to grid & vehicle to home, thermal energy storage, and demand response technologies. The analysis considered the technological viability of each technology, avoided supply costs, value of short -term resilience, as well as program feasibility, accessibility, and community impacts. The baseline results indicate that most programs currently yield a negative net value for the Palo Alto community unless additional benefits such as avoided distribution system investment or long-term resiliency are valued, or program characteristics are adjusted to improve performance. By analyzing at a community level first (the combination of costs and benefits for both the utility and its customers together, analogous to the “Total Resource Cost Test” commonly used in analysis of energy efficiency and other demand-side management programs)1 the City can see whether these programs would increase or decrease costs at a community level before doing more in-depth analysis on the costs and benefits for the utility alone, program participants, or non- participating ratepayers. On a supply cost and short-term resiliency basis, at a community-level, none of the technologies demonstrated a positive cost-benefit except for commercial solar plus battery, which narrowly broke even at a 1:1 benefit to cost ratio. Commercial standalone battery, commercial demand response, and residential solar plus battery came closest to achieving a positive net benefit. These results are based on current technology costs, the continuation of Palo Alto’s existing electric outage reliability, and the expiration of the 30% federal tax credits for solar and residential battery projects that expires after December 31, 2025. In the near term, the cost benefit for solar plus storage will remain negative unless adequate benefits can be derived from the deferral of distribution investments or long-term resiliency. In a separate study conducted by City staff and another City consultant, the preliminary results do not find a net benefit to deferral of distribution investments using batteries, and that opportunities were limited due to a variety of factors. Quantifying the benefits of long-term resiliency is beyond the scope of this report, but a qualitative discussion is included and the City is pursuing separate discussions on this topic. In the long-term, reductions in technology costs are likely to improve the cost-benefit results, particularly for commercial solar plus battery, commercial solar, and residential solar plus battery programs. With sufficient cost reductions, such programs could present a potentially worthwhile investment to enhance reliability and resilience. Time of Use rates were not analyzed for cost-effectiveness, only analyzed for the potential savings they might yield, but are assumed to be cost-effective due to their potential wide scale adoption and low cost of implementation once advanced metering infrastructure (smart meters) are installed. The results of this assessment show that technical assistance programs or incentives for flexible energy technologies would not generate savings for the community – costs exceed the benefits. As an alternative, the 1 A good definition of the Total Resource Cost Test is included on page 18 of the California Public Utilities Commission “California Standard Practice Manual for Economic Analysis of Demand-Side Programs and Projects,” October 2001, which is still used for investor-owned utilities. Publicly-owned utilities use similar analytical methods for their energy efficiency and demand-side cost-effectiveness analyses. https://www.cpuc.ca.gov/-/media/cpuc-website/files/uploadedfiles/cpuc_public_website/content/utilities_and_industries/energy_- _electricity_and_natural_gas/cpuc-standard-practice-manual.pdf Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 21 Packet Pg. 552 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 3 City could consider low-cost strategies for promoting flexible energy technologies and further explore alternative cost-effective measures for local commercial and utility-scale solar plus battery programs. The following programs may result in a positive benefit to cost ratio in the future, though, and the cost-benefit analysis should be updated periodically: • Commercial solar plus storage, evaluated on a project -by-project basis; • Commercial battery projects or solar plus battery projects where commercial partners value long-term resiliency highly enough to make the project cost-effective; • Residential solar plus storage projects or standalone batteries where residents value long -term resiliency highly enough to make the project cost-effective; and • Commercial demand response, paired with time of use rates, which could deliver net benefits with sufficient scale and program design. The report that follows provides detailed coverage of the analysis. It begins with the Objectives and Background, establishing the purpose, scope, and context of the analysis. The Result section summarizes key findings and recommendations across all valuation criteria, with a sensitivity analysis that supports considerations for future customer program adoption. The sections that follow delve further into specific areas of analysis, inclu ding a Customer Programs Survey, Supply Cost Valuation, Distribution Cost Valuation, Customer Short-Term Resiliency Valuation, and a discussion on Long-Term Resiliency and Microgrids. Appendix A, B, and C provide supporting data, methodologies, and supplement materials referenced throughout the analysis. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 22 Packet Pg. 553 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 4 Table of Contents Executive Summary ............................................................................................................................................................................................ 2 Table of Contents ................................................................................................................................................................................................ 4 List Of Figures ...................................................................................................................................................................................................... 6 List Of Tables......................................................................................................................................................................................................... 7 1 Introduction and Background .............................................................................................................................................................. 8 1.1 Purpose and Scope of the Study - Utility Supply Costs, Customer Resiliency, & Customer Programs ......... 8 1.2 Associated Studies – Distribution Capacity & Investment, Long Duration Airport Microgrid .......................... 8 1.3 Defining Reliability & Resilience ................................................................................................................................................ 8 1.4 Flexible Energy Technologies ...................................................................................................................................................... 9 1.5 Palo Alto Context ............................................................................................................................................................................. 9 2 Results ......................................................................................................................................................................................................... 11 2.1 Methodology for Valuing Flexible Energy Technologies and Efficient Electrification Strategies ................... 11 2.2 Summary of Results - Customer Program Prioritization Framework ....................................................................... 13 2.2.1 Qualitative Results ............................................................................................................................................................... 13 2.2.2 Quantitative Results and Sensitivity Analysis – Utility Supply and Short-term Resiliency Benefits .... 14 2.2.3 Quantitative Results – Distribution Investment Deferral ...................................................................................... 18 2.2.4 Qualitative Results – Long-term Resiliency and Microgrids ............................................................................... 18 2.2.5 Takeaways & Conclusions ................................................................................................................................................. 19 3 Customer Programs Survey ................................................................................................................................................................ 21 4 Supply Cost Valuation .......................................................................................................................................................................... 27 4.1 CPAU Avoided Cost ...................................................................................................................................................................... 27 4.2 Statewide Avoided Cost ............................................................................................................................................................. 29 4.3 Time of Use Rates ......................................................................................................................................................................... 31 5 Distribution Cost Valuation ................................................................................................................................................................ 33 5.1 Results................................................................................................................................................................................................ 33 5.2 Additional Considerations ......................................................................................................................................................... 33 5.3 Methodology .................................................................................................................................................................................. 33 5.4 Efficient Electrification Strategies............................................................................................................................................ 35 6 Short-Term Resiliency Valuation ....................................................................................................................................................... 35 6.1 Valuing Reliability and Resilience ............................................................................................................................................ 35 6.1.1 Literature Review .................................................................................................................................................................. 35 6.1.2 Distribution of City Outages – reasons, # customers, duration of outages (outage response) - Reliability ................................................................................................................................................................................................... 37 6.2 Approach to Valuing Resiliency in Palo Alto ...................................................................................................................... 39 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 23 Packet Pg. 554 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 5 6.2.1 Model Selection & Parameters ....................................................................................................................................... 39 6.2.2 Interruption Costs for SFR, MFR, Small Commercial, and Large Commercial Customers ...................... 41 6.2.3 Quantitative & Qualitative Components of Resilience (Direct, Indirect, Societal Metrics) ..................... 41 6.2.4 Adjustments, Limitations, and Uncertainty in the ICE Calculator ..................................................................... 42 7 Long-Term Resiliency and Microgrids ............................................................................................................................................ 43 7.1 Microgrids Overview .................................................................................................................................................................... 43 7.2 Valuing Long-term Resiliency ................................................................................................................................................... 43 7.3 Value of Long-term Resiliency Needed for Benefits to Exceed Costs ...................................................................... 44 7.4 Community-scale Long-term Resiliency Planning ........................................................................................................... 44 7.5 Community-scale Microgrids ................................................................................................................................................... 45 7.6 Incentives for Individual or Community-Scale Microgrids ........................................................................................... 46 Appendix A – Flexible Energy Technologies ......................................................................................................................................... 47 Batteries .......................................................................................................................................................................................................... 47 Vehicle-to-Home ......................................................................................................................................................................................... 50 Generators ..................................................................................................................................................................................................... 52 Heat Pump Water Heaters ....................................................................................................................................................................... 54 Enabling Technologies .............................................................................................................................................................................. 55 Appendix B – Customer Program Precedents ...................................................................................................................................... 59 Appendix C – Supply Cost Valuation Assumptions ............................................................................................................................ 65 Battery Energy Storage System (BESS) ............................................................................................................................................... 65 Demand Response (DR)............................................................................................................................................................................ 71 Thermal Energy Storage System (TESS) ............................................................................................................................................. 73 Vehicle to Everything (V2X) ..................................................................................................................................................................... 74 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 24 Packet Pg. 555 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 6 List Of Figures Figure 1. Cost-Benefit Results for Commercial Programs ............................................................................................................... 16 Figure 2. Cost-Benefit Results for Residential Programs.................................................................................................................. 16 Figure 3. Benefit Cost-Ratio Forecast ...................................................................................................................................................... 18 Figure 4. Cost per MWh Delivered Example: Winter Month (January 2026) and Summer Month (August 2026). .. 28 Figure 5. Example Supply Cost Net Savings for Residential Standalone BESS (per 100 installations) ........................... 29 Figure 6. Avoided Cost Calculator Input Parameters ......................................................................................................................... 30 Figure 7. Example of Avoided Cost Disparity for Residential Standalone BESS (per 100 installations) ......................... 31 Figure 8. Reliability vs. Resilience .............................................................................................................................................................. 36 Figure 9. Natural hazards and power interruption cost components ........................................................................................ 37 Figure 10. Sustained Outages by Cause - Sept 2023 - June 2025 ............................................................................................... 39 Figure 11. Changes in Projected Component Costs for Residential BESS (also used for commercial systems) ........ 50 Figure 12. Connected DER meter socket adapter ............................................................................................................................... 56 Figure 13. Span and Savant Product Examples ................................................................................................................................... 57 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 25 Packet Pg. 556 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 7 List Of Tables Table 1. Customer Program Summary ..................................................................................................................................................... 11 Table 2. Quantitative & Qualitative Assessment Parameters Overview ..................................................................................... 12 Table 3. Qualitative Results Summary ...................................................................................................................................................... 14 Table 4. Community Cost-Benefit Summary ......................................................................................................................................... 14 Table 5. Sensitivity Analysis - Customer Adoption & Program Costs ......................................................................................... 17 Table 6. Sensitivity Analysis - Technology Costs .................................................................................................................................. 18 Table 7. Resilience Technology categories included in program directory ............................................................................... 21 Table 8. Program Inventory Summary ..................................................................................................................................................... 23 Table 9. Program Research Framework ................................................................................................................................................... 25 Table 10. Customer Program Designs ..................................................................................................................................................... 26 Table 13. Number of transformers by nameplate capacity and number of homes served ................................................ 34 Table 14. Modeling Assumptions .............................................................................................................................................................. 34 Table 15. Electric Outage Reliability, FY 2019 through FY 2025 .................................................................................................... 38 Table 16: Tools for Short Duration Outage Impacts ........................................................................................................................... 39 Table 17. ICE Calculator Parameters & Inputs ...................................................................................................................................... 40 Table 18. Resilience Benefits per Customer (2025$) .......................................................................................................................... 41 Table 19. Annual Resiliency Value Needed for Breakeven Costs .................................................................................................. 44 Table 20. Portable Batteries - Residential Options ............................................................................................................................. 48 Table 21. Stationary Batteries - Residential Options .......................................................................................................................... 48 Table 22. Stationary Batteries - Commercial Options ........................................................................................................................ 49 Table 23. Residential Generators - Product Examples ....................................................................................................................... 53 Table 24. Commercial Generators - Product Examples..................................................................................................................... 54 Table 25. Heat Pump Water Heater - Product Examples ................................................................................................................. 55 Table 26. California Program Inventory Summary .............................................................................................................................. 59 Table 27. CPAU Peers Grid ............................................................................................................................................................................ 60 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 26 Packet Pg. 557 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 8 1 Introduction and Background 1.1 Purpose and Scope of the Study - Utility Supply Costs, Customer Resiliency, & Customer Programs Flexible energy technologies such as solar generation, batteries, vehicle to grid, and more are becoming increasingly common as new innovations enable localized production and capacity integrated within power systems. These shifts are coinciding with rising electricity demand, driven by increased demand for cooling resulting from extreme temperatures, electrification of buildings and transport, growing consumption by industry, and expansion of the data center sector. Together, these trends present new challenges to Palo Alto’s electric grid. This study and associated companion studies will evaluate flexible energy technologies and efficient electrification strategies that enhance customer reliability and resilience in Palo Alto. Based on the outcomes of this assessment, potential utility customer programs to leverage these technologies will be prioritized, and recommendations will be provided to inform future planning, operation, and investment decisions for Palo Alto. These efforts are driven by Strategies 4 and 5 of the City of Palo Alto Utilities’ (CPAU’s) Reliability and Resiliency Strategic Plan (RRSP), which calls for quantifying the value of various distributed technologies, and estimating the resource needs to promote various projects and utility programs. This report provides a qualitative and quantitative assessment of customer programs for flexible technologies that incorporates the avoided supply costs, distribution costs, the value of resilience, and the technological viability of each technology. This assessment also considers technology adoption and maturity as well as program feasibility, accessibility, and community impacts. The results are synthesized into a customer program prioritization framework with corresponding recommendations, which will be considered alongside concurrent studies to inform CPAU’s future planning and operations. 1.2 Associated Studies – Distribution Capacity & Investment, Long Duration Airport Microgrid Palo Alto staff undertook two separate studies, with the help of other consultants, to examine the merits of utilizing battery energy storage systems (BESS) placed at homes to defer distribution transformer investments by the utility, and the merits of installing a 6.6MW/26.4MWh Solar PV + BESS microgrid at the airport to serve critical loads at the adjacent Water Quality Control Plant (WQCP). The relevant results from these studies are summarized later in this report. 1.3 Defining Reliability & Resilience Reliability and resilience are central concepts for this study, and they are widely used in the power sector with distinct yet interrelated definitions that are critical for measuring and valuing resilience. Resilience is typically defined as “a system’s ability to anticipate, prepare for, and adapt to changing conditions and withstand, respond to, and recover rapidly from disruptions.”2 Reliability pertains to maintaining power delivery to customers in the face of routine uncertainty in operating conditions such as fluctuating load and generation, fuel availability, and outage of assets under normal operating conditions. While resilience and reliability are interrelated concepts, and resilience is often conflated with reliability, resilience is an expansive concept that includes and extends to reliability.3 Reliability issues are often seconds to hours, whereas resilience issues come from low-probability, high-consequence disruptive events that may last hours, and days to months. 2 Resilience Roadmap: A Collaborative Approach to Multi-Jurisdictional Resilience Planning 3 Measuring and Valuing Resilience: A Literature Review for the Power Sector Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 27 Packet Pg. 558 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 9 Resilience is inherently contextual and goes beyond reliability considerations by incorporating a wide set of characteristics such as operational and resource flexibility, climate-readiness, and economic resilience.4 Resilience also emphasizes the importance of transition time between a disruption and ultimate recovery , with a focus on mitigating higher-level consequences to infrastructure, human-wellbeing, and the economy. The scope of this study is focused on short-term reliability and resilience for outages within the 24-hour range as opposed to long-term resiliency for multi-day power interruptions. But many of the technologies being considered for customer programs in this study can support long-term resiliency in varying capacities. A residential solar plus storage installation, for example, could provide indefinite power capacity depending on energy consumption. While long-term resilience benefits aren’t quantified in this analysis, they are considered qualitatively against other factors to comprehensively capture the full range of potential benefits from customer programs. 1.4 Flexible Energy Technologies Flexible energy technologies enhance the adaptability and responsiveness of grid systems, and can help address reliability and resilience issues, especially in the face of fluctuating renewable energy sources. Palo Alto also has unique characteristics that should be considered when valuing/implementing flexible energy technologies. Buro Happold performed a technology assessment (see Appendix A) that includes several technologies currently available to Palo Alto residents, collating information on product accessibility, implementation feasibility, and costs. The technology assessment informed the development of program recommendations by confirming which products are realistic for customer implementation and CPAU budgetary needs. The assessment also highlights which technologies are best suited to provide resilience and/or cost and sustainability benefits. The relevant technologies are included below: • Battery energy storage systems (BESS) and solar • Generators • Vehicle to load, grid, and home (V2L, V2X, and VTH) • Thermal energy storage • Enabling technologies (including meter collars and demand response technology) This technology assessment builds on previous research completed by CPAU, encapsulated within the City of Palo Alto Guide to Electrification5. The Appendix provides additional context on each technology, with specific product examples, cost, and sizing information for each technology, with the exception of enabling technologies. 1.5 Palo Alto Context This study focuses on the use of flexible energy technologies like solar and batteries to provide added reliability and resiliency for community members. It is driven by several trends leading to increased community focus on electric reliability and resiliency, and the study of flexible energy technologies is only one action being taken to improve community reliability and resiliency. These trends and parallel activities are summarized in this section. 4 Power Sector Resilience Planning Guidebook 5 City of Palo Alto Guide to Electrification Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 28 Packet Pg. 559 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 10 1.5.1.1 GHG Reduction, Electrification, and Greater Reliance on Electricity The Palo Alto community has ambitious Greenhouse gas (GHG) reduction goals, including a goal to achieve 80% reductions in community emissions compared to 1990 levels by 2030 and a goal of community carbon neutrality by 2030. The City is actively promoting the adoption of electric vehicles and the electrification of natural gas appliances at homes and businesses. As the community continues to adopt more electric vehicles and building equipment, there has been a call from the community to place a greater emphasis on maintaining a high levels of reliability and resiliency of the electricity supply systems. 1.5.1.2 Central Generation and Transmission Reliability A 2009 airplane accident in Palo Alto severed the only transmission corridor connecting the community to the broader electric transmission system, leading to a full day citywide outage. In August 2020 a combination of factors led to severe energy constraints and brief rolling blackouts throughout California. Both of these factors led the community to focus on the reliability of the statewide electric system and Palo Alto’s transmission interconnection. The City of Palo Alto Utilities (CPAU) has access to reliable central generation resources from hydroelectric, solar, wind, landfill and market resources. These supplies are transmitted through the CAISO transmission system for delivery at the Palo Alto’s high-voltage substation. A number of initiatives are underway to maintain the reliability of these systems. In addition, through regulatory interventions at the State and Federal level, Palo Alto participates in ensuring sufficient generation and transmission exists to serve all the electric loads in California. Within this broader context Palo Alto ensures that the City has adequate capacity to serve the local electrical demand. The City has advocated for and received approval from the CAISO for PG&E to construct a second corridor to receive transmission services – this, when implemented in 2034 or sooner will increase the reliability of the City’s transmission interconnection. 1.5.1.3 Existing Flexible Distributed Energy Resource Technologies in Palo Alto There are approximately 1,700 PV systems with a total capacity of 19 MW in Palo Alto, which is estimated to meet about 2.5% of the community’s electrical loads. There are approximately 150 BESS systems with a capacity of 1.3MW in Palo Alto, and 9,700 EVs (82% BEV and 18% PHEV). The EV charging load is estimated at ~3% of the community’s total annual loads (8-15% of the residential load and 1% of commercial load). Unless required by law, CPAU has mostly refrained from providing rebates or incentives for DERs that are not economical to do so from a community perspective6 (the combination of costs and benefits for both the utility and its customers together, analogous to the “Total Resource Cost Test” commonly used in analysis of energy efficiency and other demand-side management programs).7 This is to ensure that customer retail rates are maintained at the lowest possible level. The only DER rebates CPAU has provided in the past is for Solar PV 6 An exception is the first 3 MW of capacity for the Palo Alto CLEAN feed-in tariff program, which provided additional incentives in the form of a higher feed-in tariff rate. Subsequent capacity does not include additional incentives. Only 100 kW remain available in this first 3 MW of capacity. 7 A good definition of the Total Resource Cost Test is included on page 18 of the California Public Utilities Commission “California Standard Practice Manual for Economic Analysis of Demand-Side Programs and Projects,” October 2001, which is still used for investor-owned utilities. Publicly-owned utilities use similar analytical methods for their energy efficiency and demand-side cost-effectiveness analyses. https://www.cpuc.ca.gov/-/media/cpuc-website/files/uploadedfiles/cpuc_public_website/content/utilities_and_industries/energy_- _electricity_and_natural_gas/cpuc-standard-practice-manual.pdf Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 29 Packet Pg. 560 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 11 system that were required by law – but these rebates ended a decade ago. CPAU continues to provide incentives for cost-effective energy efficiency programs and has achieved ~5% of electrical load reductions over the past 10 years.8 1.5.1.4 Factors Affecting Customer Programs in Palo Alto Due to Palo Alto’s low-cost electric supply and low electric retail rates (~50% lower than the IOUs or CCAs in California), many of the customer programs that are economical in adjoining areas become uneconomical in Palo Alto. In addition, because the number of customers and electrical load is small in Palo Alto , Palo Alto lacks economies of scale to absorb the costs of more expensive incentive programs. This has led, for example, to Palo Alto not having BESS incentives even when investor-owned utilities and some publicly-owned utilities provided them. In the past, about 10 years ago, CPAU had implemented a commercial customer summer demand response program that had about 6 commercial customers participating and achieved 200 -500kW of demand reduction. The program was discontinued after 5 years because the cost and effort was greater than the value. 2 Results 2.1 Methodology for Valuing Flexible Energy Technologies and Efficient Electrification Strategies In this study, flexible energy technologies and electrification strategies are evaluated within the context of customer program design and implementation. Customer programs chosen to analyze were informed by research of an extended inventory of programs nationwide that support resilience and electrification through various programs, pilots, and customer-scale projects. This inventory also informed each program’s structure, deployment, and implementation mechanics. The selected programs, summarized in Table 1, include battery, demand response, vehicle-to-grid, managed electric vehicle charging, and commercial thermal energy storage. A more detailed description of customer program research and design is provided in Section 0. Table 1. Customer Program Summary Program Program Components Program Category Implementation Mechanics Battery, Solar + Battery • Residential battery incentive • Residential solar and storage leasing option • Commercial battery incentive Grid Scale Interventions • Third-party (contractor) upfront one-time incentive/rebate • Third-party leasing option or performance-based incentive Demand Response (DR) • Residential battery demand response • Commercial battery demand response Demand Response • Third-party aggregator – performance based • Email based alerts Vehicle to Home/Grid (V2X) • Residential V2X • Commercial V2X Emerging Technologies • 3rd party (contractor) upfront one-time incentive/rebate • Performance incentive Residential Managed EV Charging • App-based Managed EV Charging Demand Response • Third-party managed EV charging app • Enrollment incentives plus monthly bill credit • Additional one-time incentives for compatible chargers 8 As estimated using data from annual SB 1037 reports. https://www.cmua.org/sb1037-reports Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 30 Packet Pg. 561 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 12 Commercial Thermal Energy Storage • Up-front incentive equipment incentive Grid-Scale Interventions • Rebate program • Demand response program Resilience Hubs and Microgrids • Direct project support • Competitive grant funding • CPAU led project management & execution Community Resilience • CPAU provides limited support via reimbursement for activities like federal grant application development or interconnection expenses • CPAU distributes funds to community led resilience projects via competitive applications • CPAU conducts study to identify critical facilities for resilience hub development Resilience Awareness • Utility webpage • Incentive directory Education & Outreach • Utility webpage and contact email providing guidance on resilience strategies and available incentives • Focused outreach to disadvantaged customers Residential Enabling Technology Incentives • Up-front equipment incentives Mass Market Technology Adoption • One-time incentives for a range of technologies including meter socket adapters, generators/portable power stations, smart panels, socket splitters, energy management devices, and EV meter adapters. Together, these programs provide a framework to assess the value of flexible energy technologies and electrification strategies. Several key parameters are considered, including supply costs, the value of short-term resilience, distribution costs, program implementation costs, participant cost savings, long-term resilience potential, program precedents, community impact, and carbon reduction potential. These parameters, summarized in Table 2, establish quantitative and qualitative customer, utility, and society-scale considerations for customer program adoption. Additional details on each parameter are also provided in corresponding sections throughout the report, as listed below. Table 2. Quantitative & Qualitative Assessment Parameters Overview Assessment Parameter Description Metric Assessment Type Report Reference Supply Costs Transmission access charge and commodity impacts that can enable savings for customers and CPAU $ savings Quantitative Section 4 Distribution Investment Deferral Utility savings from deferring distribution equipment upgrades needed for electrification $ savings Quantitative Section 5 Value of Short-Term Resilience Avoided interruption costs to customers according to a customer damage function $ savings Quantitative Section 6 Technology Viability Capital & operating expenditure costs $, $/kWh Quantitative Section 4 Program Implementation Staffing & budget allocation required to support programs FTE, $ / year Quantitative Section 3 Long-term Resilience Potential The range and extent to which customer energy needs are met for a multi-day outage High, Medium, Low duration Qualitative Section 7 Program Precedents Prevalence and level of demonstration for similar programs across California/U.S. utilities High, Medium, Low Qualitative Section 3 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 31 Packet Pg. 562 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 13 Community Impact Potential to support community resilience and/or provide equity benefits through increased access for low-income residents High, Medium, Low Qualitative Section 3 Carbon Reduction Potential Potential to mitigate statewide carbon emissions Low, Medium, High Qualitative Section 3 While all programs are considered through a qualitative lens, quantitative parameters are not applicable for all customer programs, particularly those focused on education, outreach, and community -scale resilience projects. For this reason, the quantitative evaluation only includes battery, solar plus battery, demand response, V2X, managed EV charging, and thermal energy storage programs. An Excel-based Program Typology Matrix, provided as a separate attachment to this report, is the basis for the qualitative assessment and comparison tool for customer programs identified during the Customer Programs Survey. An Excel-based Technology Valuation Tool, also provided as a separate attachment to this report, integrates the quantitative parameters into a cost-benefit analysis that provides the net present value and benefit-cost ratios of each customer program. Detailed discussion of the underlying mechanics and inputs of this tool can be found in Section 4. The cost-benefit analysis also includes a sensitivity analysis that considers the range of outcomes based on program scale, implementation costs, as well as future declines in technology costs. 2.2 Summary of Results - Customer Program Prioritization Framework The qualitative and quantitative results from these assessments are summarized in the following sections: • Section 2.2.1 provides a high-level summary of qualitative results • Section 2.2.2 provides quantitative results from the cost-benefit and sensitivity analysis • Section 2.2.3 covers the impact of distribution investment deferrals, which is included as a supplement to the cost-benefit analysis results • Section 2.2.4 covers long-term resilience potential, which is included as a separate qualitative supplement to the cost-benefit analysis results 2.2.1 Qualitative Results The qualitative results, summarized in Table 3 suggest that grid scale interventions (solar and battery energy storage systems), demand response, and emerging technology programs (V2X) generally perform better relative to programs focused on community resilience, education, and enabling technologies. This is due in part to the former’s ability to support long-term resilience while providing cost-savings to program participants, as well as greater carbon reduction potential. However, programs for grid scale interventions and emerging technologies may favor higher-income, property-owning customers due to installation costs and barriers for renters, thereby creating inequities depending on program design. Incentives provided for solar and battery programs or V2X therefore have limited community impact in comparison to resilience awareness programs or resilience hubs, which are generally more accessible and widespread in their impact. Careful program design is needed in either case to consider customer adoption and the impacts on residents of varying income levels. There are numerous precedents for most of these programs across California and the United States, highlighting how utilities are employing a variety of approaches to address resilience and electrification in various capacities. Apart from thermal energy storage and vehicle-to-grid/home technologies, there is a substantial level of program demonstration that that can inform potential adoption in Palo Alto. Qualitative parameters alone, however, insufficiently enumerate the impacts of these programs on the City and its residents. The qualitative Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 32 Packet Pg. 563 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 14 outlook is also dependent on the weighting and prioritization of each parameter, which requires further deliberation beyond the scope of this analysis. The section that follows explores the impacts of these programs qunatitatively based on utility supply cost savings and the value of short-term resiliency during utility outages. Table 3. Qualitative Results Summary Program Participant Cost- Savings Long-Term Resilience Potential Program Precedents Community Impact Carbon Reduction Potential Battery Low Medium High Medium Medium Solar + Battery High High High Medium High Demand Response Medium Low High High Low V2X Low-Medium Medium Low Medium Medium Residential Managed EV Charging Medium N/A Medium Medium Medium Commercial Thermal Energy Storage Low N/A Low Low Low Resilience Hubs & Microgrids N/A Low Medium High Low Resilience Awareness N/A N/A High High Low Residential Enabling Technology Incentives Low/Medium N/A High High Low 2.2.2 Quantitative Results and Sensitivity Analysis – Utility Supply and Short-term Resiliency Benefits The quantitative results in Table 4 indicate that in most cases the benefits of customer programs for flexible energy technologies do not exceed the costs. One exception is solar plus battery systems, which provide a positive net present value for commercial customers. Commercial battery systems are nearly cost effective, and they outperform residential battery systems due to economies of scale, lower capital costs, and a higher value of resilience for commercial customers. These cost-benefit calculations do not include the investment tax credit. Vehicle to grid programs differ from battery energy storage systems due to varying charging schedules that limit energy arbitrage, as well as other factors like reserve depths and program adoption rates. Demand response programs require little up-front investment from customers, but the benefits are still exceeded by costs because they require high levels of customer participation for utility programs to be cost effective. Lastly, programs for thermal storage are not cost effective at the scale of system considered most applicable for a broad program. Table 4. Community Cost-Benefit Summary Program Benefits9 Costs10 Net Present Value Benefit-Cost Ratio (Baseline) 100 Residential Battery Installations $650,127 $2,224,335 -$1,574,208 0.29 100 Residential Solar + Battery $3,118,274 $4,411,335 -$1,293,061 0.69 35 Commercial Battery $5,968,264 $6,663,615 -$695,351 0.90 35 Commercial Solar + Battery $20,119,852 $20,089,615 $30,236 1.00 9 This includes all of the benefits calculated using the methodologies in Sections 4 and 6 of this report. 10 This includes both the capital cost of the equipment and the cost of program administration, as shown in Appendix C Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 33 Packet Pg. 564 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 15 100 Residential Vehicle to Grid (VTX) Installations $365,980 $465,509 -$465,509 0.44 35 Commercial VTX Installations $157,435 $464,283 -$306,847 0.34 250 Demand Response $505,493 $943,999 -$438,506 0.54 75 Commercial Demand Response $1,931,685 $2,208,023 -$276,338 0.87 35 Thermal Storage Installations $222,852 $2,257,088 -$2,034,235 0.10 Figure 1 and Figure 2 visualize the costs and benefits of each program, highlighting which component of each program is most influential in determining program performance as well as the additional value needed to reach break-even costs. For example, solar plus battery programs require large capital expenditures but also generate significant customer savings. Capital expenditures for VTX and Demand Response programs on the other hand are quite low and far outweighed by program administration costs. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 34 Packet Pg. 565 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 16 Figure 1. Cost-Benefit Results for Commercial Programs Figure 2. Cost-Benefit Results for Residential Programs These figures highlight how changes in assumptions could markedly improve program performance. In turn, the sensitivity analysis in $5,968,264 $6,663,615 $20,119,852 $20,089,615 $157,435 $464,283 $1,931,685 $2,208,023 $222,852 $2,257,088 BenefitsCosts BenefitsCosts BenefitsCosts BenefitsCosts BenefitsCosts Com BESS Com Solar + BESS Com VTX Com DR Thermal Storage Program Costs Customer Costs Short-term Reliability Benefits Supply Cost Benefits Battery Energy Storage System Solar + BESS Vehicle to Grid Demand Response Thermal Storage Additional value needed from long-term resilience or avoided distribution investments $650,127 $2,224,335 $3,033,704 $4,411,335 $365,980 $831,489 $505,493 $943,999 Benefits Costs Benefits Costs Benefits Costs Benefits Costs Res BESS Res Solar + BESS Res VTX Res DR Program Costs Customer Costs Short-term Reliability Benefits Supply Cost Benefits Battery Energy Storage System Solar + BESS Vehicle to Grid/Home Demand Response Additional value needed from long-term resilience or avoided distribution investments Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 35 Packet Pg. 566 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 17 Table 5 demonstrates how scaling the programs (increasing adoption) and reducing upfront administrative and operational costs can improve program performance and the corresponding benefit-cost ratios, particularly for VTX and demand response where program costs are proportionally much larger than technology installation costs. At sufficient scale, demand response programs for residential and customer programs have a nearly net positive value and net positive value, respectively. Meanwhile, the performance of solar and battery programs is only marginally impacted by changes in program scale and administration costs. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 36 Packet Pg. 567 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 18 Table 5. Sensitivity Analysis - Customer Adoption & Program Costs Program Customer Adoption Program Administration Costs $150K $300K $500K Residential Battery 100 0.31 0.29 0.27 250 0.32 0.31 0.30 500 0.33 0.32 0.32 Residential Solar + Battery 100 0.73 0.71 0.68 250 0.74 0.73 0.72 500 0.74 0.74 0.73 Residential VTX 100 0.52 0.44 0.36 250 0.59 0.54 0.49 500 0.62 0.59 0.56 Residential Demand Response 250 0.73 0.54 0.40 500 0.89 0.73 0.59 750 0.96 0.83 0.70 Commercial Battery 35 0.91 0.90 0.87 100 0.92 0.91 0.90 200 0.90 0.92 0.91 Commercial Solar + Battery 35 1.01 1.00 0.99 100 0.94 0.92 0.92 200 0.92 0.90 0.9 Commercial VTX 35 0.48 0.34 0.25 100 0.64 0.54 0.45 200 0.71 0.64 0.57 Commercial Demand Response 75 0.99 0.87 0.76 150 1.05 0.99 0.91 300 1.09 1.05 1.01 Sensitivity analyses of technology costs in Table 6 demonstrate how future price reductions could result in a net positive value for solar and battery customer programs. These projections are based on moderate scenario estimates by the National Renewable Energy Laboratory’s Annual Technology Baseline (ATB), providing potential percentage reductions by year. The benefits of residential battery programs are unlikely to outweigh the costs under current projections and would have to fall over 90% to reach breakeven. Commercial battery and residential solar plus battery programs could be net positive with a 14% reduction and a 40% reduction in costs, respectively. Commercial solar plus battery already provides a net positive value and can be expected to improve with future cost reductions. Vehicle to grid/home technologies do not currently have reliable forecasted price reductions. Even so, any reduction in installation costs isn’t sufficiently large enough to improve program feasibility, given the relative program administration costs. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 37 Packet Pg. 568 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 19 Table 6. Sensitivity Analysis - Technology Costs Year Residential Battery Residential Solar + Battery Commercial Battery Commercial Solar + Battery BCR % Reduction BCR % Reduction BCR % Reduction BCR % Reduction 2025 0.29 0.71 0.90 1.00 2030 0.32 12.8% 0.81 14.8% 1.03 18.0% 1.17 15.8% 2035 0.34 18.2% 0.92 26.1% 1.08 23.1% 1.33 26.9% 2040 0.36 23.6% 0.99 32.3% 1.13 28.3% 1.43 32.7% 2045 0.38 29.1% 1.07 38.4% 1.19 33.4% 1.55 38.3% Figure 3. Benefit Cost-Ratio Forecast 2.2.3 Quantitative Results – Distribution Investment Deferral Palo Alto’s grid modernization program includes upgrading 4kV circuits to 12 kV circuits, replacing aging substation transformers, and upgrading distribution transformers. The primary driver for upgrading distribution transformers and associated secondary circuits is to meet projected increase in electrification loads in single family homes due to EV charging and electrification of natural gas appliances. City staff, in partnership with a separate consultant, did a preliminary assessment of the economics of utilizing small residential batteries to defer the replacement of distribution transformers. It was estimated 362 of the 1,750 distribution transformers slated for replacement could be deferred by installation of 2,400 residential batteries. The annualized cost of batteries was estimated to be $1.3 million compared to saving of $1 million from deferral of transformer upgrades, thus making such an investment uneconomical. In addition to being uneconomical, implementing such a customer program with controllers to dispatch the batteries at customer homes when the transformer is overloaded poses logistical and technological hurdles too, making such a program infeasible at this time. Based on the above analysis, flexible DER technologies do not appear to offer economic opportunities to defer distribution system investments, and City staff recommend no further analysis of this strategy. 2.2.4 Qualitative Results – Long-term Resiliency and Microgrids While this study was not intended to do a quantitative study of solar and batteries (or vehicle to home) for long- term resiliency City staff performed a qualitative assessment. Staff assessed that while solar plus battery systems are currently not cost-effective, additional benefits from long-term resiliency could make it worthwhile for a Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 38 Packet Pg. 569 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 20 customer to invest. Currently the City passes on the supply-related benefits to the utility on to the solar customer through net energy metering and its feed-in tariff program, but this is not enough value to pay for a solar and battery investment. Community members who value short-term and long-term resiliency highly enough, however, may be willing to pay extra for solar and storage on their property. The City does not currently provide incentives for solar and battery systems, and if the City Council wants to provide such incentives for the long- term resiliency value, City staff outlined some potential approaches in Section 7. If incentives were provided for facilities that would be of value to the community during a major emergency, some level of community emergency power disaster planning would be needed, and City staff outlines this need in Section 7 as well. Lastly, staff also assessed the long-term resiliency value and generally economics of microgrids, including community- scale microgrids, through a study of a potential microgrid encompassing Palo Alto’s airport and wastewater treatment plant. The insights from this study are summarized in Section 1. 2.2.5 Takeaways & Conclusions While most customer programs assessed in this study are not currently cost effective, there are additional benefits that could justify future investment. These benefits may be derived from long-term resiliency, changes in program scale, reductions in administrative costs, or declining technology costs, and could provide a net positive value for the City of Palo Alto. For all program designs, the smaller scale of Palo Alto is a particular challenge as administrative costs risk being a significant portion of the overall costs and benefits. Reducing program costs could be achieved by leveraging alternative funding sources (such as grants or State or Federal incentives, if available) or by integrating technologies into existing programs. Further evaluation of program design and implementation may help increase adoption rates (which may be especially beneficial for demand response programs) thereby improving overall cost-effectiveness. Cost projections for solar and battery technologies suggest that future reductions could further improve commercial solar plus battery programs and yield positive benefit-cost ratios for commercial battery and residential solar plus battery programs. Continued monitoring of these trends is recommended, as future shifts in market conditions or policy could make these technologies more viable. In the meantime, technical assistance programs or incentives are not recommended, but the City could still play a proactive role in promoting flexible energy technologies to its customer base and further evaluating the feasibility of larger utility-scale and commercial solar and storage programs in parallel. Additional considerations for long-term resiliency may also be applicable on a case-by-case basis for microgrids and backup power circumstances. Scaling incentives for, or specifically targeting, low-income residents may also be necessary to address inherent equity issues associated with programs. These groups are less likely to adopt flexible energy technologies without targeted support, which risks exacerbating existing disparities in access to and adoption of flexible energy technologies. More broadly, strategic communication and outreach efforts could help raise awareness and encourage adoption of enabling technologies across the Palo Alto commu nity. Such efforts would not only support equitable access but also enhance overall community resilience, especially to the extent that these efforts improve participation among vulnerable populations. Based on these findings, one reasonable policy choice would be to have the City continue current practices while evaluating the feasibility of customer programs for flexible energy technologies on an ongoing basis. T he City should explore alternative cost-effective strategies for building community-scale resilience while continuing to monitor cost-benefit ratios. Under this policy approach, the following approaches could be pursued for each respective technology and customer program: 1. Promote ways community members can reduce emissions by reducing peak period load (helping the electric grid) and, once time of use (TOU) rates are launched, potentially save money by doing so as well. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 39 Packet Pg. 570 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 21 The TOU Implementation and Communication Plan discussed at the UAC’s October 1 meeting incorporates this messaging. 2. Monitor demand response technologies for positive benefit -cost opportunities, but do not pursue a demand response program at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. 3. Promote residential solar and battery adoption, standalone batteries, and thermal storage, but do not provide incentives at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. Explore low-cost technical assistance programs if feasible. 4. Promote electric vehicle to home or grid as it becomes more available, but do not provide incentives at this time (which continues existing City policies). Project changes to benefit to cost ratios and identify actions to take at the point benefits exceed costs. Explore low-cost technical assistance programs if feasible. 5. Explore opportunities for larger-scale solar + battery projects on commercial or community facilities on a case-by-case basis and bring forward for consideration if cost-effective options can be identified, while continuing to pursue utility-scale solar and storage and other renewables in parallel. 6. Monitor opportunities for distribution investment deferral using flexible technologies and efficient electrification but do not pursue additional analysis or new policies or programs at this time. 7. Maintain the City’s current policies on microgrids and backup power at this time, but bring forward additional discussion on long-term resiliency, highlighting community-level planning and equity considerations. Explore backup power needs at the Regional Water Quality Control Plant (RWQCP) and airport to determine the most economically feasible backup power alternatives to determine whether an electric utility / treatment plant partnership for a solar and storage microgrid at the airport can be made economically feasible. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 40 Packet Pg. 571 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 22 3 Customer Programs Survey Utility programs promoting resilience technologies are emerging across the country, particularly in California. To inform program design considerations, the team conducted research to develop an inventory of existing resilience technology programs including details such as the utility/funder, location, sector, incentive amounts and equity elements. The resulting inventory includes 100 programs, pilots and projects designed to promote or support the adoption of one of the resilience technologies or approaches listed in Table 7. Table 7. Resilience Technology categories included in program directory Technology Description Battery Electric energy storage system; includes residential, commercial and industrial applications. Thermal Storage Includes technology that stores energy for later use, typically for space conditioning, water heating or refrigeration. Includes both C&I and residential applications. Generator Includes devices that generate electricity using fuels such as propane, gasoline, natural gas or diesel. Also includes portable electric generators. Solar and Storage Batteries as defined above when paired and integrated with a solar system. Managed EV Charging The practice of automatically pausing EV charging when rates and/or load are high. Vehicle-to-Home & Vehicle- to-Grid (V2X) Practices leveraging bidirectional charging technology to either power a home or discharge to the electric grid using electric vehicle (EV) batteries. EV Time of Use (TOU) Rates Electric rates that change depending on the time of day (or electricity load) to be higher when load is high and lower when load is low, to incentivize off-peak charging. Microgrid Small network of interconnected loads and distributed energy resources (DERs) that can be operated separately from the rest of the grid for short or long duration outages. Resilience Hub Buildings or groups of buildings with DERs and/or storage allowing for sustained operation during a resiliency event. Smart Panels Technology that replaces a traditional electric panel and allows individual circuits/loads to be monitored and controlled independently. Particularly advantageous for homeowners with battery so that critical loads can be assigned and adjusted. Meter Socket Adapters A device inserted between an electricity meter and a meter socket creating a new interface where additional devices can be installed such as remote disconnects and DERs. Also referred to as “Meter Collar”, "Backup power transfer switch" and "Tesla Back-up Switch (BUS)". Other Includes any technologies resiliency solutions that are not listed above but are present within the identified programs. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 41 Packet Pg. 572 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 23 The identified programs range from large established IOU programs like California’s Self Generation Incentive Program (SGIP),11 which provides incentives for a wide range of self-generation equipment including energy storage systems, to innovative pilots implemented by small publicly owned utilities (POUs) like Cape Light Compact’s Cape and Vineyard Electrification Offering,12 which provides solar, storage and heat pump installations from low to no cost for income qualified residents. At least one program was identified within each of the listed technology categories. However, there were some clear market leaders among the tech nologies, and several that remain in the pilot stage. summarizes the offerings listed in the program directory. This directory is not intended to be a comprehensive directory of equity programs offered nationwide but is intended to capture a reasonable sample of resilience-oriented offerings that exist across the country. For this analysis, offerings were placed in one of the following three categories, intended to represent the design of each offering. • “Programs" are categorized as offerings that provide a financial incentive, service or product to customers and are recurring or considered as part of a standard offering for the funder. • "Projects/Pilots" are defined as programs or projects with a limited duration or budget intended to test or demonstrate a program or technology concept. • "Policies/Plans" are categorized as enabling policies or rate plans available to customers that do not neatly fall into the categories of programs, pilots or projects but enable the installation of emerging technology or offer other resilience benefits to customers. Offerings that include an equity component are flagged in the directory and are summarized in this table in the columns labeled “w/ equity”. The sum of the offerings listed by technology may not equal the subcategory totals because several offerings include more than one listed technology. 11 Participating in Self-Generation Incentive Program (SGIP) 12 CVEO - Cape Light Compact Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 42 Packet Pg. 573 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 24 Table 8. Program Inventory Summary Programs Pilots/Projects Policies/Plans TOTAL Qt y . w/ E q u i t y Qt y . w/ E q u i t y Qt y w/ E q u i t y Qt y w/ E q u i t y Totals 63 10 19 3 18 0 100 13 Battery 22 4 7 1 1 0 30 5 Thermal Storage 7 1 0 0 0 0 7 1 Generator 9 2 0 0 1 0 10 2 Solar and Storage 10 4 2 1 0 0 12 5 Managed EV Charging 9 0 1 0 1 0 11 0 V2X 1 0 6 1 0 0 7 1 EV TOU Rates 0 0 0 0 11 0 11 0 Microgrid 4 0 2 1 0 0 6 1 Resilience Hub 6 0 1 0 0 0 7 0 Smart Panels 1 1 0 0 0 0 1 1 Meter Socket Adapters 1 0 0 0 6 0 7 0 Other 3 1 1 0 0 0 4 1 Battery programs quickly became a leader among identified offerings with 22 identified programs, seven identified pilots/projects, and one identified policy or plan. Solar and storage programs were also prevalent and had a much higher portion of offerings with an equity component, with almost half of the identified offerings containing some sort of equity focused component. Other technologies with a notable presence among existing offerings include Managed EV Charging, V2X Pilot projects, EV TOU rates, Generators and Thermal Storage. Technologies with less presence in the market included V2X programs, Resilience Hubs, Meter Socket Adapters, Microgrid, and Smart Panels. Vehicle to Home and/or Grid offerings almost exclusively fell into the Pilot category, with several small-scale offerings identified that intended to test this emerging technology. While meter socket adapter enabling policies were found at six utilities, only one offering, administered by PPL electric utilities,13 actively incentivizes the technology by providing it to customers at no upfront cost. Among the identified offerings, 13% include some equity component. Most offerings with this characteristic provide larger financial incentives to customers that meet an income qualification or a geographic qualification such as residing in a designated disadvantaged community (DAC) per the U.S. Environmental Protection Agency. These incentives range from incremental increases from the base rates to large incentives covering up to 100% of the project cost. Microgrid and resilience hub programs and projects with an equity consideration typically target sites within communities where larger portions of residents live below the poverty line, or in a DAC. Some more unique offerings with an equity consideration included a Green Mountain Power battery program that features a no-interest leasing option,14 reducing the up-front capital investment required for participation, and the 13 Meter Collar Devices 14 Home Energy Storage - Green Mountain Power Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 43 Packet Pg. 574 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 25 previously mentioned Cape and Vineyard Electrification Offering,15 that provides solar and storage and heat pump installations at low to no cost for residents depending on income qualifications. The methods used by utilities to deploy resilience technologies vary. While some programs or pilots are presented as independent offerings, others are combined with larger offerings or grouped with electrification measures. For example, solar and storage are commonly paired among utility programs, where batteries are presented as an adder to an existing solar incentive program. Batteries are also seen grouped with generation technologies like electric or gas generators and presented as back-up power or “self-generation” programs. Only one program was identified that provides incentives for smart panels; Silicon Valley Power’s offering is embedded within their standard incentive program.16 Offerings like this one may indicate that there are additional smart panel rebates available that were not identified in this research, because they are embedded within larger program offerings and therefore less searchable. Alternatively, V2X programs were most often presented as an independent offering, except for Portland General Electric’s (PGE) Smart Grid Test Bed.17 While the surveyed technologies were selected based on their applicability to resilience, very few offerings were presented as resilience programs. Instead, offerings were often linked to electrification efforts or presented without resilience or electrification emphasis. Programs that did have a resilience emphasis were typically offerings supporting microgrids, resilience hubs or generators. Two generator programs in California only provided incentives for residents located in California Public Utility (CPUC) High Fire Threat District Tiers 2 or 3.18 19 After completing the program research, the team concluded that utilities are adopting resilience programs through diverse design approaches within each technology type. To guide the city's next steps, the team reviewed the program research which informed a variety of program designs for consideration. The team determined that most programs fell into one of six program categories, as described in Table 9. These program categories were then used to inform the development of program designs for the cost effectiveness valuation. During the analysis of existing programs, the team evaluated various factors, including the size of the implementing utility, the apparent success or longevity of the programs, and the prevalence of similar programs in the market. To provide the city with a diverse representation of program categories and implementation approaches, the team also sought to include as many program categories as possible, while considering suitability for program scale deployment supporting of resilience goals. Based on these considerations, the program team proposed eight program designs for cost-effectiveness analysis, summarized in Table 10. The proposed programs were ultimately selected with the intention of providing a variety of design options that encompass a majority of approaches observed in the market. These programs were assumed to be funded from utility ratepayer funds, with the cost-effectiveness analysis (using the methodology described elsewhere in this report) determining whether the programs would be cost-effective for the community as a whole on that basis, and therefore viable for implementation using ratepayer funding. 15 CVEO - Cape Light Compact 16 Rebates | Silicon Valley Power 17 Smart Grid Test Bed | PGE 18 Rebates & Incentives | Rebates, Incentives, & Savings Tips | Your Home | Home - SCE 19 Generator & Battery Rebate Program Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 44 Packet Pg. 575 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 26 Table 9. Program Research Framework Program Category Description Relevant Technologies Comments Grid-Scale Interventions Investments in widespread, grid-scale technologies to enhance resilience across the utility network. • Utility-scale generator • Microgrids • Solar and Storage • Thermal Storage Program category that can form the basis for a cost- effectiveness analysis . Demand Response (DR) Programs to encourage, incentivize, and enable demand shifts or reductions at specific times to prevent grid stress and save costs. • TOU • Residential DR • Commercial DR • Managed EV Charging • Program category that can form the basis for a cost- effectiveness analysis Emerging Technologies Focused on piloting, scaling, and deploying emerging technologies to enhance grid resilience and innovation. • V2X • V2H Program category that can form the basis for a cost- effectiveness analysis Mass Market Technology Adoption Incentives or rebates provided to customers to install low-tech resilience interventions or improve efficiency. • Portable Solar and Storage • Smart Panels • Meter Socket Adapter • Efficient Electrification Enabling function, less suitable for resilience program cost-effectiveness analysis, but could be considered as part of electrification programs. Community Resilience Targeted investments for communities in need to build community resilience. • Resilience Hubs • Solar and Storage • V2X Supports community resilience, less suitable for a scalable program for target outcomes, recommended for separate study. Education & Outreach Communication strategies to improve customer awareness, adoption of technologies, and enrollment in various energy programs. • Varies by program Enabling function, to encourage private adoption taking advantage of voluntary TOU rates coming into effect. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 45 Packet Pg. 576 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 27 Table 10. Customer Program Designs Program Program Components Program Category Technology Sector Application Implementation Mechanics for Program as Analyzed for Cost-Effectiveness Equity Component Opportunities Battery • Residential battery incentive • Residential solar and storage leasing option • Commercial battery incentive Grid scale Interventions (1) Battery Residential & Non- residential • Upfront one-time incentive: $/kWh capacity • Solar and storage leasing option: customers may lease battery or solar and storage from third-party. • Set a # of discharge events per year, cannot be only used for backup. • Higher rebates for income eligible customers • Leasing option is only available to income qualified customers. Demand Response (DR) • Residential battery demand response • Commercial battery demand response DR (2) Battery Residential & Non- residential Two model options: • Performance: $/kWh discharged during peak events • Participation: Enrollment incentive plus monthly bill credit for participation N/A V2X • Residential V2X • Commercial V2X Emerging Technologies (3) V2G Residential & Non- residential Flat rate incentive for bidirectional charger and one of the following: • Performance: $/kWh discharged during peak events • Participation: Monthly bill credit for participation in peak events Higher bidirectional charger incentive for income qualified customers Residential Managed EV Charging App-based Managed EV Charging DR (2) Managed EV Charging Residential • Participants must download custom CPAU managed EV charging app. • Participation incentives: enrollment incentive plus monthly bill credit • Additional one-time incentive for compatible charger N/A Commercial Thermal Energy Storage Commercial Thermal Energy Storage Grid-Scale Interventions Thermal Storage Commercial Incentive (upfront): $/kW demand saved (system size) N/A Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 46 Packet Pg. 577 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 28 4 Supply Cost Valuation 4.1 CPAU Avoided Cost The calculation to estimate CPAU’s avoided cost for each of the technologies included within the Technology Valuation Tool uses data provided by CPAU from their avoided electric supply cost projection model. This model provides the cost ($) per unit of energy (MWh) delivered within the CPAU network in an hourly format for each month spanning calendar years 2025 through 2035. As many technologies and load shifting/reduction strategies have useful lives exceeding this timeframe, an observed linear trend was e xtrapolated to 2050. Various sub-costs are factored into the data source, including: • Energy Cost • Resource Adequacy (RA) System Capacity Cost • RA Local Capacity Cost • California Independent System Operator (CAISO) Ancillary Service Cost Allocation • CAISO Grid Management Charge (GMC) Cost Allocation • Locational Marginal Pricing (LMP) Differential Between Load Aggregation Points (LAP) and NP -15 • Low Voltage Transmission Access Charge • High Voltage Transmission Access Charge • Renewable Energy Certificate Value • Distribution System Losses A yearly (8,760 hour) model was developed given the raw input data, to account for technologies and strategies that could be implemented multiple days per month during different time periods. An example of the load profile for a sample winter month (January 2026) and summer month (August 2026) are provided in Figure 4 below. As demonstrated, the cost of energy ($/MWh) delivered within CPAU’s network fluctuates throughout the day, as well as throughout the months of the year. This disparity is the key component in understanding the benefit (or non-benefit) of the simulated technologies and strategies on the total supply cost attributable to CPAU. Many of the technologies (battery energy storage, vehicle-to-everything, thermal energy storage) aim to reduce the City’s supply costs by charging during low-cost times of day and discharging during higher cost times of day, while load reduction strategies (demand response, distributed generation) aim to mitigate supply costs through the displacement of energy use. While the technologies aiming to reduce supply costs overall have the need to charge, increasing supply costs during that period (coupled with losses associated with roundtrip efficiency, noted in the Assumptions section), it is the goal to have these periods coincide with times when energy delivery costs are lower. Conversely, it is the goal to have the discharge periods coincide with times at which delivery costs are higher, thus creating a net-positive benefit to CPAU. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 47 Packet Pg. 578 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 29 Figure 4. Cost per MWh Delivered Example: Winter Month (January 2026) and Summer Month (August 2026). For each of the technologies and reduction strategies, a few key variables are developed to simulate the benefit to CPAU’s supply cost. An overview of these key variables is described below with a full account of assumptions for each technology and strategy in the Assumptions section. • Total Energy Demand, typically expressed in kilowatts (kW) or megawatts (MW) • Charge/Discharge Duration, expressed in hours • Charge/Discharge Start Time, noted as a specific time of day • Frequency, which varies daily (battery energy storage, vehicle-to-everything) and seasonally (demand response, thermal energy storage) • System Degradation, as applicable based on technology The simulation is then conducted on an annual basis, across the time horizon specified which ranges from 15 years to 20 years. The sum of the net benefit is then determined for each year and a net present value (NPV) of the lifetime expected savings is calculated using a rate of 5% to determine a comparative current value of the future savings. It should be noted that the value determined as part of this exercise does not portray the total benefits to CPAU, as there will often be negative impacts to CPAU’s distribution and commodity revenue streams that are discussed in the subsequent sections. An example of the daily arbitrage associated with a standalone battery energy storage system (per 100 installations) in a residential application is provided in Figure 5 below. As shown in the figure, when the system is charging there is a negative impact on CPAU’s supply cost, while there is a positive impact when the system is discharging. In total, the discharging benefit ($166.58) outweighs the charging negative benefi t (-$135.47), for a net positive benefit of $31.11. This same methodology is determined for each day and summed for a full year. This example also highlights the efficiency losses, with a difference in energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 48 Packet Pg. 579 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 30 Figure 5. Example Supply Cost Net Savings for Residential Standalone BESS (per 100 installations) 4.2 Statewide Avoided Cost The final simulation performed is an assessment of the technologies and strategies impact on the statewide grid. For this, the statewide Avoided Cost Calculator (ACC) Electric Model v1bfor the same climate zone (CZ4) was developed, as shown in Figure 6 below. Like the hourly data provided by CPAU, this tool provides an insight into the valuation of energy at the statewide level on an hourly basis for the same time period of evaluation as the CPAU avoided cost. Month Day Hour Discharge Energy (MWh) Charge Energy (MWh) Total Energy (MWh) Avoided Cost of 1 MWh Delivered 1 1 1 0.000 0.000 0.000 -$ 1 1 2 0.000 0.000 0.000 -$ 1 1 3 0.000 0.000 0.000 -$ 1 1 4 0.000 0.000 0.000 -$ 1 1 5 0.000 0.000 0.000 -$ 1 1 6 0.000 0.000 0.000 -$ 1 1 7 0.000 0.000 0.000 -$ 1 1 8 0.000 0.000 0.000 -$ 1 1 9 0.000 0.000 0.000 -$ 1 1 10 0.000 -0.275 -0.275 (34.95)$ 1 1 11 0.000 -0.275 -0.275 (34.22)$ 1 1 12 0.000 -0.275 -0.275 (33.64)$ 1 1 13 0.000 -0.275 -0.275 (32.66)$ 1 1 14 0.000 0.000 0.000 -$ 1 1 15 0.000 0.000 0.000 -$ 1 1 16 0.000 0.000 0.000 -$ 1 1 17 0.248 0.000 0.248 41.29$ 1 1 18 0.248 0.000 0.248 42.02$ 1 1 19 0.248 0.000 0.248 41.78$ 1 1 20 0.248 0.000 0.248 41.49$ 1 1 21 0.248 0.000 0.248 -$ 1 1 22 0.000 0.000 0.000 -$ 1 1 23 0.000 0.000 0.000 -$ 1 1 24 0.000 0.000 0.000 -$ Net Benefit 31.11$ 166.58$ (135.47)$ Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 49 Packet Pg. 580 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 31 Figure 6. Avoided Cost Calculator Input Parameters The same example from the previous sections is provided in Figure 7 below to highlight the disparity between the value of energy at the local (CPAU) level versus the statewide level. While the local avoided cost values the technology in this example as a benefit of $31.11, the statewide valuation of this same period is $1 4.89. This demonstrates the need to evaluate the technologies and strategies at a local level, to truly understand the benefits to CPAU and make informed decisions regarding implementation of cost-effective programs. While certain technologies may not present a significant benefit when evaluated at the statewide level, they may present an opportunity locally to the City, and vice versa. While the statewide avoided cost is not included in the cost-effectiveness analysis, this analysis is included for context to help illuminate why programs with economics that work in one California service territory may not work in Palo Alto. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 50 Packet Pg. 581 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 32 Figure 7. Example of Avoided Cost Disparity for Residential Standalone BESS (per 100 installations) 4.3 Time of Use Rates Time of use (TOU) rates are a key enabling factor for flexible energy technologies and demand response programs, as they provide incentives to shift or shed end-use load. In addition to enabling demand flexibility, grid reliability, and efficient use of electricity, price-based signals can provide cost savings for some groups of participating customers while creating a net benefit to utilities implementing them. Time of Use (TOU) pricing is a common program employed to send price-based signals, where customers pay different prices at various times of the day, based on the actual costs to deliver service at those times of day. Demand response programs, enabled by price-based signals such as TOU, are increasingly being considered for their technical potential to provide additional resource capacity for utilities through future load forecasting and integrated resource planning. However, the current lack of data and experience with TOU programs limits their broader application in utility distribution system plans. Currently, there is no widespread consensus of how assumptions of price-based demand response load reductions from TOU should be incorporated into resource planning. Recent studies shed light on the technical potential of TOU rates and demand response programs. California’s 2018 TOU pilot (including PG&E, SCE, and SDG&E) averaged 4.6% in energy demand peak period load reduction. Of nearly 150 programs assessed by the Lawrence Berkeley National Laboratory, 20% reported outcomes on demand reductions, and 14% reported outcomes on program spending : • Utilities realized an estimated average demand reduction of 0.06 to 0.9 kW/participant/event Month Day Hour Discharge Energy (MWh) Charge Energy (MWh) Total Energy (MWh) CPAU Avoided Cost Statewide ACC 1 1 1 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 2 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 3 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 4 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 5 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 6 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 7 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 8 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 9 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 10 0.0000000 -0.2750000 -0.2750000 (34.95)$ (19.18)$ 1 1 11 0.0000000 -0.2750000 -0.2750000 (34.22)$ (18.25)$ 1 1 12 0.0000000 -0.2750000 -0.2750000 (33.64)$ (20.30)$ 1 1 13 0.0000000 -0.2750000 -0.2750000 (32.66)$ (20.30)$ 1 1 14 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 15 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 16 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 17 0.2475000 0.0000000 0.2475000 41.29$ 22.98$ 1 1 18 0.2475000 0.0000000 0.2475000 42.02$ 23.65$ 1 1 19 0.2475000 0.0000000 0.2475000 41.77$ 23.14$ 1 1 20 0.2475000 0.0000000 0.2475000 41.49$ 23.14$ 1 1 21 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 22 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 23 0.0000000 0.0000000 0.0000000 -$ -$ 1 1 24 0.0000000 0.0000000 0.0000000 -$ -$ Net Benefit 31.11$ 14.89$ Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 51 Packet Pg. 582 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 33 • Residential reductions for TOU programs ranged from 1-6% per participant. • Commercial and Industrial TOU reductions ranged from 1.5-5%. • Utilities spent approximately $40-100 per kW for first-year costs CPAU already has voluntary TOU rate designs for medium and large commercial customers and will be implementing voluntary TOU rates for residential and small-scale non-residential customers in the upcoming year. In relation to the cost-effectiveness study used for this report, TOU rate implementation is assumed when analyzing the cost-effectiveness of customer demand response programs, for both residential and non- residential customers. Furthermore, they can help integrate renewable energy sources into the grid, particularly for customer programs focused on distributed energy resources. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 52 Packet Pg. 583 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 34 5 Distribution Cost Valuation City staff partnered with other consultants to complete a distribution cost valuation. City staff considered building a complete model of the electric system under a complete electrification scenario to identify which transformers would need upgrading and whether batteries, vehicle to grid, and efficient electrification could defer transformer replacements. Before committing to a complete model, though, City staff partnered with a consultant to complete a preliminary analysis to determine the need for the full analysis. That analysis, summarized below, found that the potential for deferring capital investment was limited and very likely not cost effective. 5.1 Results In one scenario, staff identified potential savings from deferral of infrastructure investment from 326 transformers out of over 1,700 in Palo Alto. If these could be deferred without cost the savings would be equal to about $1 million per year in avoided debt service costs or about a 0.55% reduction in rates. However, staff estimated that 2,400 utility-funded energy storage systems at well over 1,000 homes would be required to achieve this deferral, at a debt service cost of about $1.3 million per year, e xceeding the potential savings. When combined with the additional considerations below, especially those related to the legality, novelty and complexity of such a program, the analysis points to there being negative value to pursuing deferral through utility-controlled flexible energy technologies. 5.2 Additional Considerations Beside the lack of cost effectiveness, several additional factors would make implementing such a program difficult: • This program depends on the use of transformer-level microgrid controllers that are not extensively used in the utility world at this time, leading to some operational risk due to use of an earlier -stage technology, and likely staff time and ongoing cost impacts that may not be accounted for in the estimates above. It would require very rapid launch of a major program effort to deploy utility-controlled batteries at homes • It also results in less efficient infrastructure investment and may involve higher operational costs from maintaining a diversity of equipment • And lastly, if construction inflation continues to exceed general inflation, deferring investments in infrastructure could mean the real cost is greater later on, meaning higher rates for future Palo Altans. 5.3 Methodology Staff did a simple calculation to estimate the number of 13.5 kWh, 3.375 kW four -hour batteries needed to manage any grouping of homes that exists on the City’s electric system. Staff used the Grid Modernization Study coincident peak load assumption of 6 kVA per home to evaluate the peak transformer loading, then calculated the number of batteries needed to reduce the total loading below the transformer limit (which is 80% of nameplate capacity). An underlying assumption of this method is that the energy capacity of the batteries is sufficient to discharge at all hours needed to keep the transformer loading below the load limits. A Monte Carlo simulation using actual AMI data found that this assumption did not hold in all scenarios, meaning this methodology yields an optimistic outcome, and in reality, more batteries would likely be needed to achieve the program’s goals. Staff then identified candidate transformers for deferral: those less than 20 years old and that are not being replaced as part of a 4 kV -> 12 kV upgrade, 326 transformers. Staff ran the calculation for each transformer and found the following: Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 53 Packet Pg. 584 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 35 Table 11. Number of transformers by nameplate capacity and number of homes served Number of connected homes Number of transformers with these characteristics (transformer size and number of homes) 25 kVA 37.5 kVA 4 22 5 24 11 6 33 5 7 30 21 8 32 15 9 21 16 10 11 31 11 13 12 30 13 11 TOTAL 173 153 GRAND TOTAL: 326 In this preliminary analysis, the City is assumed to pay for these batteries because they are used exclusively for distribution management. Staff estimated the total up-front cost of the batteries needed, then calculated the cost of debt financing those costs over 20 years. Staff then compared that to the debt service cost of upgrading the transformers instead of doing the program. The modelling assumptions and results are shown below: Table 12. Modeling Assumptions Average cost per transformer upgrade $50,000 Avoided upgrades 326 Total avoided capital investment $16.3 million Debt service (30 years, 4.5% interest rate) $1.0 million per year savings Cost per battery $5,900 Batteries 2,400 Total required capital investment $14.3 million Debt service (20 years, 6.5% interest rate) $1.3 million per year cost The ongoing debt service for the batteries in this case exceeds the savings generated by deferring distribution investment. In addition, this preliminary analysis does not include the cost of battery controllers to match battery charge and discharge to transformer loading, program costs to deploy the batteries, and staffing for ongoing maintenance of the battery controller system. Battery systems may not last the full 20 years assumed in this analysis (most have only 10-15 year warranties), and capacity declines with age, which is also not accounted for. With these included, the total cost of the program would exceed the savings by far more. The preliminary analysis also does not account for degraded battery performance overtime, losses incurred during battery Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 54 Packet Pg. 585 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 36 charging cycles, possible benefits from shifting consumption (thru battery charging/discharging) to periods of lower cost and/or cleaner energy production, potential of higher customer peak demands due to electrification, and changes in construction pricing. In general, further sensitivity analysis is expected to result in a higher cost to pursue the battery storage alternative, and no further analysis is recommended. 5.4 Efficient Electrification Strategies Efficient electrification strategies are tools that will result in lowering customers peak load, which will also enable customers to electrify their homes without having to upgrade their electrical panel. Electrical panel upgrades, which may also trigger utility upgrades will be costly and could potentially delay customer’s electrification projects. Tools such as smart electrical panels, circuit splitters, circuit sharers could enable homeowners to serve their electrification needs with their current electric panel or lower the upgrade needs. For example, enable a customer to electrify with their current 200A panel, without having to upgrade it to 400A or enable to upgrade their 100A panel to a 200A panel and not having to increase it further. City’s guide for such techniques is linked here: www.paloalto.gov/electrifymyhome#ElectricGuide City’s customer programs publicize these tools and have anecdotal examples of how customers have used efficient electrification technologies to electrify their homes without upgrading their 200A panel to 400A. Utilizing such techniques will enable grid mod projects to be methodically implemented by neighborhood and minimize the need to do one-off transformer upgrade projects in different neighborhoods. 6 Short-Term Resiliency Valuation 6.1 Valuing Reliability and Resilience 6.1.1 Literature Review To incorporate the value of reliability and resiliency in the cost-benefit analysis, the consultant team conducted a literature review of the latest research from authoritative sources, including the National Renewable Energy Laboratory (NREL), Lawrence Berkeley National Laboratory (LBNL), Pacific Northwest National Laboratory (PNNL), the North American Electric Reliability Corporation (NERC), and the Energy Systems Integration Group (ESIG). The insights from this research established definitions for reliab ility and resilience (as outlined in the background section of this report), and a corresponding framework with metrics and methodologies to assess the quantitative and qualitative values of resilience within Palo Alto’s electricity system. The methods for valuing reliability and resilience in the electric grid are distinguished by the duration and scale of a power disruption event, with resilience covering long-duration, large-scale impacts beyond 24 hours. Conversely, reliability measures are associated with short-duration, small-scale impacts below 24 hours. Figure 1 summarizes these distinctions. There are multiple methods for valuing reliability and resilience, but in both approaches the benefit of reliability and/or resilience is typically conceptualized as the present value of the avoided costs from disruptive events, and the avoided costs of alternative investments. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 55 Packet Pg. 586 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 37 Figure 8. Reliability vs. Resilience Figure by NREL20 The costs imposed by power disruption events are numerous, extending from customers to utilities and society. Figure 9 provides a summary of these costs and the potential impacts from power interruptions. At the customer level, there are direct costs to residential and commercial customers, including lost production and any assets or perishables lost due to power interruption. Utilities bear the costs of lost revenue, damaged energy infrastructure, the cost of recovery and risk reduction, and potential legal liabilities (Leddy et al. 2023). At a broader scale, there are indirect costs to the local and regional economy and intangible impacts from increased health risks and environmental damages linked to power outages. Lastly, there are social consequences from power disruption due to interdependencies in critical infrastructure and disparate impacts on vulnerable communities. 20 Measuring and Valuing Resilience: A Literature Review for the Power Sector Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 56 Packet Pg. 587 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 38 Figure 9. Natural hazards and power interruption cost components Figure by NREL, adapted from Baik et al. (2021) The methods for assessing the costs of localized, short-duration (below 24 hours) power interruptions associated with reliability are generally well understood, whereas the costs from wide-spread, long-duration (above 24 hours) power interruptions associated with resilience are relatively new and have not been studied as completely. Measuring the costs of short-duration outages for reliability are generalized using customer damage functions (CDFs), which define outage costs as a function of duration of the outage, customer characteristics, and outage attributes (time of day, season). CDFs can be determined through bottom-up methods such as stated preference surveys assessing customer’s willingness to pay, or directly assessing the costs to a business associated with an outage. The Value of Lost Load (VOLL) is the most common monetary metric that defines a customer’s willingness to pay for avoiding power disruption, expressed as a $/kWh or $/MWh value. Measuring the costs of long-duration outages build on the direct costs captured by CDFs and include the indirect costs of outages associated with spillover effects to the wider economy. Regional economic models, such as Input-Output (IO) models or Computer General Equilibrium (CGE), estimate economy-wide impacts and account for interdependencies between various economic sectors and supply demand relationships. Regional economic models are sometimes calibrated by stated preference surveys (a hybrid model approach), although there are limited studies available for long duration outages. There are also methodological concerns about customers’ ability to accurately assess long-term outages. Implementing economy wide models of power interruptions is still an emerging research area, and existing studies are often specific to a single event or location, creating limitations to generalizability. 6.1.2 Distribution of City Outages – reasons, # customers, duration of outages (outage response) - Reliability CPAU tracks electric power outages through industry recognized indices. A summary chart of these outage indices can be found below. Staff is presenting both outage indices with and without the impacts of “major event days” (MED). For Palo Alto a MED is defined as a 24-hour period that impacts more than 10% of Palo Alto’s electric customers, irrespective of the cause of impact. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 57 Packet Pg. 588 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 39 Table 13. Electric Outage Reliability, FY 2019 through FY 2025 Major Event Days Included Major Event Days Excluded FY SAIDI21 SAIFI22 CAIDI23 SAIDI SAIFI CAIDI 2019 114.7 0.935 122.7 44.4 0.330 134.6 2020 63.9 0.486 131.4 26.2 0.248 105.6 2021 70.6 0.720 98.1 14.7 0.053 279.9 2022 7.2 0.159 45.4 1.2 0.009 132.8 2023 148.9 1.378 108.0 26.1 0.164 159.6 2024 153.1 0.786 194.7 72.3 0.362 199.7 2025 95.4 0.779 122.5 44.5 0.283 157.4 The above Palo Alto reliability indices are far superior to comparable reliability indices of neighbouring DeAnza Division in PG&E’s service territory. Palo Alto reliability indices are slightly better compared to the top performing utilities nationally (top quartile). The pie chart below separates unplanned power outages occurring between September 2023 through June 2025 by their primary cause. In September 2023 CPAU staff implemented a robust outage tracking tool that provided improved tracking of outage durations, frequencies, and causes. Over this period, the largest number of unplanned outages (by count) was due to equipment-related failures (failure, damage, or worn). The next largest contributor to unplanned outages were trees contacting power lines. Being the leading cause of unplanned outages, continued equipment failures indicates an aging system that requires additional and/or continued funding for planned infrastructure replacements. To address equipment failures, the City has committed significant funding to rebuild the City’s electric system while simultaneously increasing capacity to serve new electric loads (transportation and building space and water heating). Additionally, CPAU staff are implementing new operational procedures (staffing, emphasis on customer restoration, etc.) and seeking additional isolation points (e.g. fuses) to limit the scope of power outages and speed restoration when they do occur. 21System Average Interruption Duration Index (SAIDI) - Measure of the total duration of an interruption for the average customer during a given time frame. SAIDI = (Sum of Customer Minutes Interrupted) / (Total Customers Served) 22System Average Interruption Frequency Index (SAIFI) - the average number of times a customer will experience an interruption during a given time frame. SAIFI = (Total Customers Interrupted) / (Total Customers Served) 23Customer Average Interruption Duration Index (CAIDI) - the average time to restore service. CAIDI = (Sum of Customer Minutes Interrupted) / (Total Customers Interrupted) Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 58 Packet Pg. 589 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 40 Figure 10. Sustained Outages by Cause - Sept 2023 - June 2025 Based upon recent reliability indices, the Palo Alto community enjoys a relatively high level of distribution system reliability. 6.2 Approach to Valuing Resiliency in Palo Alto 6.2.1 Model Selection & Parameters The focus of the resilience valuation in this study is on short-duration power disruptions in the 24-hour range. The customer programs being evaluated are associated with behind-the-meter customer technologies, which narrows the resilience valuation to the cost of interruptions for electricity customers. Broader impacts to utility infrastructure and community-scale impacts are considered qualitatively, while direct customer impacts are quantified. The consultant team identified and evaluated several existing tools according to these criteria to measure the direct impacts from short-duration power disruptions, and selected the Interruption Cost Estimate (ICE) Calculator as the most suitable tool for the analysis. Compared to the other tools, the ICE Calculator offers the most extensive customization for adapting estimates to community and utility system characteristics in Palo Alto, while providing separate estimates for different customer types (whereas some tools focus only on facility- scale estimates). Furthermore, the ICE Calculator is informed by the largest dataset and is being more actively managed and updated relative to the other tools considered for this study. A summary of the tools identified is provided below in Table 14. Table 14: Tools for Short Duration Outage Impacts Tool Developer Methodology & Outputs Customer Damage Function (CDF) Calculator National Renewable Energy Laboratory Estimates site-specific outage costs as a function of outage duration for discrete outage lengths. Based on fixed cost, spoilage cost, and incremental cost inputs. Interruption Cost Estimate (ICE) Calculator Lawrence Berkeley National Laboratory Estimates interruption costs and/or benefits associated with reliability improvements for electric reliability planners, utilizing customer interruption survey data. Social Burden Method Sandia National Lab Survey-driven / mode-driven approach to assess value of maintaining delivery of services considered most valuable to a community FEMA Benefit-Cost Analysis Federal Emergency Management Agency Toolkit of pre-calculated values for benefits and “loss of service” values for critical facilities VOR123 Clean Coalition Provides resilience multipliers across three tiers of loads – critical, priority, and discretionary loads – across facility types. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 59 Packet Pg. 590 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 41 The ICE Calculator is developed by LBNL and relies on a comprehensive meta-analysis of 34 datasets from surveys fielded by 10 different utility companies from 1989 -2012, totalling over 105,000 observations. The surveys ask representative samples of customers to estimate costs they would experience given a number of hypothetical outage scenarios with different sets of characteristics (see Sullivan et al. 201824 for additional details on the sampling strategy and survey design). Responses are aggregated to generate CDFs, which can be applied to calculate customer a weighted average of interruption costs for industrial, commercial, and residential customers. The results of the model can be statistically generalized to costs for specific outage durations and customer populations of interest, and the online interface for the tool allows users to adjust the model parameters for these specific conditions. Table 15 provides a summary of the available model parameters and the inputs used for this study. Table 15. ICE Calculator Parameters & Inputs Parameter Input Source Customer Base Residential Customers 25,783 CPAU Annual Average of Rate Groups Small C&I Customers 2,803 Medium/Large C&I Customers 837 Reliability Statistics System Average Interruption Index 99.38 Historical Reliability Statistics for FY18- FY23 System Average Interruption Frequency Index 0.83 Customer Average Interruption Duration Index 118.34 Annual Usage (MWh) Residential 6.05 Average Annual Electricity Consumption for Building End Uses Small C&I 16.6 M/L C&I 741 Median Household Income $184,068 2023 ACS 5-year Power Interruption Distribution % Summer 51 Sept. 2013 thru. June 2023 Historical Outage Data % Morning 39 % Afternoon 25 % Evening 25 % Night 9 Industry Percentage Construction 2% Customer NAICS Codes Manufacturing 5% All Other 93% Backup Generation 1% Backup Generation Survey for Major Accounts 24 Estimating Power System Interruption Costs: A Guidebook for Electric Utilities Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 60 Packet Pg. 591 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 42 6.2.2 Interruption Costs for SFR, MFR, Small Commercial, and Large Commercial Customers Interruption costs reported by the ICE Calculator for residential and non-residential customers differ in important ways. Residential costs are based on a survey respondent’s willingness to pay whereas direct cost estimates are used for commercial and industrial customers. In other words, residential values are reported under the assumption that much of the “cost” of interruptions is associated the hassle, inconvenience, and personal disruption of an outage, as opposed to direct out-of-pocket expenses. Commercial and industrial customers report direct costs associated with their business operations and revenue structure. Due to these differences, interruption costs for residential customers tend to be more homogenous than business customers, while business customer costs are more variable and comprise a much larger portion of a utility’s outage costs. 6.2.3 Quantitative & Qualitative Components of Resilience (Direct, Indirect, Societal Metrics) Using inputs provided by CPAU, the consultant team tailored the ICE Calculator parameters to fit Palo Alto’s utility characteristics, generating estimates of $/event, $/kW, $/kWh, and total annual costs from outages for residential and non-residential customer types. The ICE Calculator is based on outage durations up to 16 hours, and these costs were estimated for Palo Alto by adjusting the ICE Calculator’s SAIDI inputs while holding all other parameters constant. Estimates were calculated for outages up to 24 hours, assuming the cost per unserved kWh is constant, and by interpolating missing values that were not calculated with the ICE Calculator. Altogether, these values generate a customer damage function for residential, small commercial & industrial, and medium/large commercial & industrial customers in Palo Alto. To estimate resilience benefits from flexible energy technologies, the consultant team calculated the present value of avoided outage costs across a 20-year time horizon, using a 3% escalation rate for customer costs and a 5% discount rate. Two separate calculations for each customer type were conducted for a baseline and long-term resilience scenario: • The baseline estimate assumes Palo Alto sustains current reliability characteristics, where average interruption durations reflect the previous 5-year average of 1.66 hours. • The high estimate assumes a scenario of more frequent extreme weather as well as capacity challenges induced by grid electrification, increasing the frequency and probability of long-duration outages. Using NREL’s (2022) Estimated Recurrence Intervals for 12 to 24-hour outages in the Western U.S.,25 the long- term resilience scenario conservatively assumes a 2-year recurrence interval of 24-hour outages. In Palo Alto, only three of 156 sustained outages were greater than 24 hours and only 16 of the 156 were greater than 12 hours during the period from September 2023 through June 2025. Table 16. Resilience Benefits per Customer (2025$) Customer Baseline High Residential $156 $434 Small C&I $17,780 $26,692 M/L C&I $277,187 $966,123 The baseline and high scenarios respectively provide status quo and conservative/low-probability estimates for direct benefits from avoided power interruptions. The specific magnitude of benefits is differentiated by customer type and estimated adoption levels for each program. For example, residential batteries (assuming typical design for off-grid operation) and V2X bidirectional chargers (assuming design for grid isolation) can 25 Exceedance Probabilities and Recurrence Intervals for Extended Power Outages in the United States Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 61 Packet Pg. 592 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 43 provide backup generation for up to a 24-hour outage, so the direct benefits per customer are the same across technologies, varying by customer adoption. Commercial solar and battery storage systems provide backup storage for shorter durations due to larger demand and the general inability of a solar system to fully recharge a battery within the time needed to maintain commercial operations. The estimated level of adoption for each program is multiplied by resilience benefits per customer to generate aggregated resilience benefits, which are incorporated in the quantitative component of the cost-benefit analysis. From a qualitative perspective, the technologies in this study can confer many of the indirect benefits cited in the literature review - benefits to the local and regional economy by maintaining business continuity, risk reductions for CPAU, and broader health and environmental benefits to Palo Alto from the reduced likelihood of future outages. These qualitative benefits are contingent on the extent to which the technologies can be coordinated and managed to mitigate power interruptions. Otherwise, these technologies may not support broader grid reliability and resiliency in the same way that distribution and transmission investments, and may induce negligible qualitative benefits as a result. 6.2.4 Adjustments, Limitations, and Uncertainty in the ICE Calculator There are notable limitations and uncertainties associated with the model that should be considered in the interpretation of ICE Calculator estimates: • Half of the data in the ICE Calculator’s meta-database are from surveys that are 15 or more years old, so there may be concerns around the precision of older data. • Statistical uncertainty is not modelled in the ICE Calculator, so the potential variance of interruption costs is not quantitatively modelled. • All of the surveys used in the meta-analysis measure economic costs of a single interruption, not for additional interruptions. As a result, changes in the costs of interruption if the frequency of interruptions increase or decrease are not well understood. • The ICE Calculator only estimates interruptions up to 16 hours, and only 2-3% of survey observations for all customer classes account for interruptions over 12 hours. While the survey data may be older, previous updates to the ICE Calculator included an intertemporal analysis, demonstrating that costs have not changed significantly over the years. Technology trends in the past decade may also lead to an increase in interruption costs, particularly as home and business life increasingly rely on electricity reliability for internet connected technologies as well as connecting to data centers and cloud computing. These costs may rise further due to forecasted increases in electricity demand, extreme weather events, and greater awareness of resilience challenges, all of which could increase customer’s valuation of reliability. It is therefore reasonable to anticipate that ICE Calculator estimates provide a lower bound to current outage costs, and that these estimates will increase in the future. Given the limitations of survey data available for outages over 12 hours, and the extrapolation method used to generate estimates up to 24 hours in this study, the upper bounds of resilience benefits should be interpreted with some caution. Within the ICE Calculator model, the marginal cost ($/kWh) of an outage decreases with increasing outage durations, suggesting a limit to customer willingness to pay, especially if incremental costs from an outage are negligible at a certain point in time. Beyond the ICE Calculator model, the nature of impacts and indirect spillover effects to the broader community change as the duration of power interruptions approaches 24 hours or more. The quantitative estimates should therefore be considered as conservative lower bounds, particularly for longer duration power interruptions. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 62 Packet Pg. 593 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 44 At the time this portion of the analysis was completed, the ICE Calculator had last been updated in March 2018, and the outputs provided were in USD 2016$. These values have been adjusted in this study to USD 2025$ using the GDP Deflator Index. An updated ICE Calculator 2.0 was released in April 2025 and the previous ICE Calculator was retired. The current estimates from the original ICE Calculator capture the stated intent for this study and are deemed sufficient. If at any point this analysis is updated for future studies, the results could be updated to incorporate new estimates from ICE Calculator 2.0. 7 Long-Term Resiliency and Microgrids This study was not scoped to include a quantitative analysis of long -term resiliency, but as part of this study City of Palo Alto staff framed the qualitative considerations in considering the value of long-term resiliency and microgrids to the community. This section represents their work. 7.1 Microgrids Overview A microgrid is any group of electric generators and electric loads that can operate both as part of the broader electric grid and independently of it during an electric grid power outage or shortage. It provides both electric power under normal operating circumstances and acts as a backup generator, and can be valued by comparing it to the cost of utility provided power plus the cost of traditional backup generation. A microgrid can include both fossil fuel and renewable generators, but in Palo Alto the most common type of microgrid discussed is a solar plus battery microgrid. This is the only type that will be discussed in this section. Staff identified two alternatives to a solar plus battery microgrid in Palo Alto: 1. Utility power plus a diesel backup generator 2. Utility power plus a dual fuel diesel / natural gas generator Diesel backup generators are generally easier to install from a regulatory compliance standpoint, but their benefit during a long-term outage is limited to the amount of diesel fuel available. A dual fuel diesel and natural gas generator, on the other hand, can have a virtually unlimited fuel supply so long as the natural gas supply has not been damaged, but the permitting for these types of units under Air District regulations can be challenging . Natural gas systems are less likely to be damaged in a natural disaster than electric systems, but take longer to restore. If considering natural gas generators, the long-term viability of the natural gas connections serving the generator must also be considered. If the generator is in a location that would be costly for a gas utility to serve in a future high electrification scenario, gas system retirements could raise the costs or even make it impossible to use a dual fuel generator in that location. Solar and batter microgrids also have a virtually unlimited fuel supply (the sun) that is not subject to interruption in a natural disaster, but they are limited by the amount of surface area on the site and the available sunlight varies seasonally and with the weather, so careful planning and evaluation is needed to compare them to fossil fuel backup generators, which do not have annual variability in their generating capacity. 7.2 Valuing Long-term Resiliency Long-term resiliency can be challenging to value, both at the individual and societal level. Valuing long-term resiliency at the societal level requires complex models estimating natural disaster damage, including macroeconomic models estimating continuing economic effects. It requires assessing vulnerable infrastructure at a regional level and what systems and infrastructure are needed to mitigate the impacts of an emergency. At an individual level, valuing long-term resiliency requires assessing personal circumstances and vulnerabilities in a natural disaster as well as specific vulnerabilities of an individual’s home, livelihood, and other things, people, and conditions the individual values. Quantitatively estimating individual or societal value of long-term resiliency is Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 63 Packet Pg. 594 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 45 beyond the scope of this study. However, it is possible to create a framework for making qualitative judgements of individual and societal resiliency and the resources the community or individual community members are willing to commit to it. 7.3 Value of Long-term Resiliency Needed for Benefits to Exceed Costs Some technologies considered in this study can help relieve the impacts of short-term outages. Vehicle to load, vehicle to home, and standalone batteries can all provide power in these situations, but only when combined with solar panels can they provide longer-term resiliency for multiple days or even weeks. As noted in Section 2.2.2 (Quantitative Results), residential solar and batteries combined do not have benefits exceeding costs at a community level (the combination of utility and customer benefits) just based on the utility supply cost savings (avoided imported energy from utility-scale power plants and avoided resource adequacy requirements) combined with the benefit of avoiding short-term outages. These utility supply cost savings are passed directly through to customers through the City’s net energy metering rates and Palo Alto Clean Local Energy Accessible Now (CLEAN) feed-in tariff program. Only commercial solar and battery benefits exceed costs right now on this basis, but they will not once the Investment Tax Credit expires. Having calculated the benefits utility customers can realize due to utility supply cost benefits, and taking into account the benefit to them of short-term outage protection, we can then calculate how much additional long- term resiliency value is needed to make benefits exceed costs. This amount is shown in Table 17 for both commercial and residential solar and battery projects in terms of first year dollars per year. Table 17. Annual Resiliency Value Needed for Breakeven Costs Program Net Present Value Annual Resilience Value Needed Annual Resiliency Value Per Customer Residential Solar + Battery (with ITC) -$131,269 $10,533 $105 Residential Solar + Battery (without ITC) -$1,293,061 $103,759 $1,038 Commercial Solar + Battery (with ITC) $4,058,036 Not Needed – breakeven cost- benefit without long-term resiliency value Not Needed – breakeven cost- benefit without long-term resiliency value Commercial Solar + Battery (without ITC) -$2,092,864 $167,937 $4,798 This table (the rightmost column) essentially estimates the amount of money a residential or commercial customer would hypothetically be willing to pay each year for extra long-term resiliency. If they value long-term resiliency as much as or higher than this amount of money, a solar and battery project would have benefits that exceed costs for them. If benefits exceed costs, the community member would then need to compare the cost of solar and batteries as a solution to the cost of fossil fuel backup generation, and also consider the qualitative differences between fossil fuel backup generation and solar and batteries, as described above in 7.1. 7.4 Community-scale Long-term Resiliency Planning Currently the City plans backup power needs for City facilities, especially public -facing facilities that have a role in City emergency response. But it does not have the staff capacity allocated to facilitate community wide backup power planning to provide long term resiliency at private facilities, even if those facilities may be helpful during an emergency (e.g. grocery stores). Some private facilities (e.g. hospitals) are subject to State regulations that drive backup power planning. At the individual readiness level, community members who value resiliency highly Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 64 Packet Pg. 595 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 46 enough install their own backup power systems can do so, as described above. But a similar analysis can be done at the community level to determine the amount of value a particular City or private facility needs to have during an emergency to make it worthwhile to spend additional community resources to make a solar and battery project at that site worthwhile. Staff performed this analysis for a hypothetical solar and battery microgrid at the Palo Alto Airport providing resiliency services to the Airport and Regional Water Quality Control Plant (RWQCP). The RWQCP has diesel backup generators, but these are limited to a few days of fuel, so a longer -duration backup solution would be beneficial. Preliminary results of this study were summarized for the City’s Utilities Advisory Commission at its July 9, 2025 meeting.26 The analysis found that a solar and battery microgrid at the Palo Alto Airport required $2.5 to $3.7 million per year27 in additional resiliency value28 for the project to be economical. In other words, the electricity supplied by a 6.6MW/26.4 MWh Solar + BESS microgrid at the airport is more expensive than the City importing corresponding amounts of electricity from the California electrical grid (City’s avoided cost of electricity supply). The costs were also analyzed comparing the airport microgrid to electricity supplied to the City from a large Solar + BESS project located in the Central Valley with power delivered via transmission lines to Palo Alto - this analysis found the airport microgrid to be $3.1 million per year more expensive. The City intends to compare the cost of this approach to the cost of backup power to other options such as a dual fuel generator or increasing diesel fuel storage, taking into consideration the qualitative differences between the different approaches as described in 7.1. This analysis was not replicated for other sites as part of this study but could be performed in the future if directed, either on a site-by-site basis or systematically. To do a systematic analysis of public- and privately- owned facilities would require staff and consultant resources with skills in disaster planning to work with stakeholders and the Council to identify sites to be analyzed and to perform a planning level analysis to determine the best solution for each site and the cost of implementation . 7.5 Community-scale Microgrids Occasionally a community member has suggested integrating multiple sites into a single neighborhood-scale or community-scale microgrid. City staff considered this as part of the airport microgrid study cited above in 7.7. City staff identified several insights about community-scale microgrids as part of that study. Most importantly, it became apparent that a community-scale microgrid only provides additional value when all of the following conditions apply: •A site has a critical electricity use that requires long duration backup power capability 26 Utilities Advisory Commission, July 9, 2025, Status Update on Studies Related to the Electric Utility’s Reliability and Resiliency Strategic Plan (RRSP) Strategies 4 and 5 and Request for Feedback on Draft Proposals for Implementation. Attachment D, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=61774&dbid=0&repo=PaloAlto 27 The range is dependent on whether the capital cost of the project was amortized over a 15 or 25-year period. 28 The WQCP diesel generation units have diesel fuel to meet the plant load for three days. The large microgrid could provide three additional days of back-up power during the winter months (when solar generation is the least) and 45 additional days of back-up power during the summer period (when solar generation is high). However, the incremental backup duration could be as low as 1 day if the battery is depleted when the initial outage occurs. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 65 Packet Pg. 596 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 47 • Lack of availability of diesel fuel in an extended emergency is a concern • The site may not be prioritized by emergency planners for limited diesel supplies (e.g. a high priority use like a hospital trauma center may have fewer concerns about diesel availability than a medium priority use) • The critical electricity use cannot be served adequately just using solar on the property • Site is near other parcels with roof and/or land space for solar panels in excess of that needed for any critical electric uses on those parcels • Site owner is able and willing to pay for additional solar + storage and the physical • Infrastructure to connect across parcels to supplement diesel backup is available Dual-fuel backup generation (natural gas + diesel) should be considered as an alternative to cross-property solar + storage microgrids when addressing diesel fuel concerns. City staff intends to use these criteria going forward when evaluating the utility of a community-scale microgrid. In staff’s estimation, the Airport and RWQCP combined meet these criteria. 7.6 Incentives for Individual or Community-Scale Microgrids The City does not currently provide incentives for individual community members to put in solar and battery microgrids or for those microgrids to be added to City or privately-owned facilities that would be valuable to have powered during an emergency. As described in 7.2, the City’s electric utility passes through the utility value of solar and batteries to customers through its net energy metering and feed-in tariff programs, and if utility customers value long-term resiliency highly enough, they will proceed with a project. If the Council wanted to change that policy and add subsidies for local solar and battery projects to promote local resiliency, a detailed cost of service study would be needed to determine whether the se projects can legally be funded by ratepayers. Otherwise, non-ratepayer funds would be required to comply with California constitutional limits on utility ratemaking. Council would also need to determine who would be eligible to receive those subsidies. Some possibilities include: • Incentives available to everybody. Incentives at this scale would require a funding source beyond existing special revenues typically used for renewable energy incentives projects. This would require increased taxes or utility rates, either of which would raise household expenses, essentially forcing all community members to value resiliency identically. • A “first come, first served” program with limited funding. This type of program could be implemented using special utility revenues that can be used for renewable energy incentives, such as Public Benefits and Electric Cap and Trade, though any use of these funds for that purpose would need to be balanced against their use for energy efficiency and electrification programs. • Incentives for critical community facilities in an emergency (e.g. grocery stores, City facilities). Depending on the number of facilities receiving incentives, this could potentially be funded by special utility revenues as described above. • Incentives for income-qualified community members. The scale of the program would need to be defined to determine whether additional funding sources would be needed. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 66 Packet Pg. 597 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 48 Appendix A – Flexible Energy Technologies Batteries Batteries, also referred to as battery energy storage systems (BESS), provide backup power in the case of outages and enable load shaving during peak hours to alleviate grid stress and reduce energy bills. Batteries can provide extended off-grid operation when paired with a solar system, and depending on-size, can support activities for hours to days when deployed alone. This technology is generally accessible and well-regulated to optimize on- site safety – products range from portable options to utility-scale and can often be purchased on a retail basis (although larger batteries require consultation with the selected manufacturer). Application and Operational Considerations Several battery options exist with varying purchase prices. Operations and maintenance costs for stationary batteries are generally consistent across applications at around $50 to $100 per kWh over 10 years.29 Portable Batteries Portable batteries require no permanent infrastructure, reducing maintenance costs. Portable batteries can support small loads, like laptops and microwaves – the amount of power or the available support duration is dependent on the type of appliance. For example, the Goal Zero YETI 500X can charge a 12Wh smart phone 42 times and support a 25W portable fridge for 20 hours. The products listed in Table 18can be charged from several sources, including solar, wall outlets, and vehicles.30 In addition to their adaptable charging capabilities, most of the products can adapt to demand via their respective smart phone applications, enabling owners to select when battery charging and discharging occurs.31 These products are shown as examples, not recommendations, neither the City nor its consultants have reviewed or vetted these products.. Portable batteries generally last between 3 to 10 years, depending on what they are used to power and how often.32 The products listed in Table 18have warranties between 2 to 5 years although most can be extended up to five years. The technology is likely better suited to support niche resilience needs (e.g. medical devices). 29 BESS Costs Analysis: Understanding the True Costs of Battery Energy Storage Systems 30 Goal Zero Yeti 500X Portable Power Station | New Lower Price! 31 Download EcoFlow App for Portable Power Stations | EcoFlow US 32 How Long Does a Portable Power Station Battery Last? Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 67 Packet Pg. 598 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 49 Table 18. Portable Batteries - Residential Options Product Pecron E600LFP Goal Zero YETI 500X EcoFlow River 2 Pro Goal Zero YETI 1500x Pecron E3600LFP Goal Zero YETI 6000x EcoFlow DELTA Pro 3 Solar Charging Yes Yes Yes Yes Yes Yes Yes Capacity 0.614 kWh 0.497 kWh 1.8 kWh 1.615 kWh 3.072 – 15.36kWh (expandable) 6.071 kWh 4 to 48 kWh (expandable) Size (LxWxD) (in) 11.7x7.8x8.5 7.5x11.25x5.8 10.6x10.2x8.9 15.3x10.2x10.4 17.5x12.1x13.8 15.3x10.1x17 27.3x13.4x16.1 Retail Price ($) $300 $500 $600 $1,300 $1,600 (@3kWh) $3,000 $3,700 (@4 kWh) Stationary Batteries Table 19. Stationary Batteries - Residential Options Product Enphase Encharge 10 LG Resu Prime 16H Tesla Powerwall Solar Charging Yes Yes Yes Capacity 10 kWh 16 kWh 13.5 kWh Size (LxWxD) (in) 26.4x42.1x12.6 19.8x42.8x11.6 43.5x24x7.6 Retail Price ($) $8,960 $9,000 $9,200 Residential customers requiring more energy capacity may seek to purchase an on-site stationary battery – these can vary in size and are often modular, allowing for flexible storage options. Stationary batteries with larger capacities may support whole home energy consumption and enable full off-grid operation when paired with solar. Newer batteries can be controlled via mobile application or can be paired with a home energy management system, enabling customers to monitor and control their energy consumpti on.33 This functionality is particularly useful in the case of an outage, when customers may prefer to prioritize more critical loads. The Tesla Powerwall is a highly rated product on the market today – the Tesla website allows customers to size and model product benefits prior to completing their purchase. This exercise was completed for a home in Palo Alto with an estimated roof area of 2,000 square feet and an average monthly energy consumption of 504 kWh.34 33 Encharge-10-DS-EN-US.pdf 34 Energy Consumption Data from CPAU Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 68 Packet Pg. 599 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 50 With one Powerwall 3 and a 4.10 kW solar array, customers fitting this profile will have seven or more days of backup power in the summer and 1.5 days of backup power in the winter. This scenario assumes that most customers will reduce their energy use to 72% of their overall consumption during an outage.35 A Powerwall paired with a Tesla solar product cost approximately $23,000 with no incentives and $16,000 if the customer is eligible to receive federal IRA credits. This example is provided for context only, and the City and its consultants have not reviewed or endorsed this or any other battery products. Other products may have higher or lower pricing. The battery examples listed in Table 19 all have 10-year warranties and will last anywhere from 5 to 20 years, where useful life depends on customer charging and discharging patterns.36 Stationary batteries can provide more comprehensive resilience opportunities than portable batteries and act as demand management tools to reduce utility bills. Commercial Batteries Table 20. Stationary Batteries - Commercial Options Product Schneider Electric EcoStructure Microgrid Flex ABB eStorage Flex Eaton xStorage ELM MicroGrid Gen2 MG Series Solar Charging Yes Yes Yes Yes Capacity 246 – 1720 kWh 550 – 1210 kWh 279 – 1117 kWh 1376 – 8256 kWh Size (LxWxD) (in) 7 ft BESS: 82.8x50.4x92.4 20 ft BESS: 238.8x96x114 Flex 20-550: 236.2x96.5x114.8 Flex 40-1210: 472.4x96.5x114.8 53.5x58.5x68.9 126 x 59 x 108 Retail Price ($) Consultation required Consultation required Consultation required Consultation required Stationary commercial batteries serve the same purposes as stationary residential batteries but are defined by their larger capacities to serve larger commercial loads. Although some customers may be considered commercial, their business operations may only require batteries with smaller capacities as represented in Table 19. The products listed in Table 20are best suited for larger-scale applications, those with energy intensive end- uses, or those that would severely suffer in the case of an outage, like data centers. Cost information for these products is not publicly available since they require consultation with the manufacturer or supplier prior to purchase. However, a 2022 report published by NREL estimates that a 1,200 - kWh system, including “battery packs, containers, thermal management system, and fire suppression system” costs about $393 per kWh.37 Market research indicates that larger batteries cost less on a per kWh than smaller batteries. 35 Powerwall Direct | Tesla 36 How Long Do Solar Batteries Last? | Solar Battery Life | Sunrun 37 U.S. Solar Photovoltaic System and Energy Storage Cost Benchmarks, With Minimum Sustainable Price Analysis: Q1 2022 Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 69 Packet Pg. 600 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 51 Commercial batteries have expected lifespans of 10 to 20 years38, although this is heavily dependent on their storage conditions and applications. Warranties vary based on battery size and configuration but typically sit at around 10 years. Adoption and Market Maturity Portable batteries are generally more accessible than stationary batteries – they are affordable in comparison and do not have space limitations, enabling their use in multifamily buildings that may not be suitable for stationary battery implementation. Residential stationary batteries are becoming more readily accessible, with the Tesla Powerwall leading in marketability. Commercial battery options require contacting the manufacturer to discuss production options and purchase price. Figure 11. Changes in Projected Component Costs for Residential BESS (also used for commercial systems) Source: Commercial Battery Storage | Electricity | 2024 | ATB | NREL The cost reduction potentials generated in 2019 and featured in Figure 11 were applied to the latest battery cost projections published by NREL in 2024. Battery costs are projected to decrease drastically year-over-year, increasing accessibility for customers even as installation and other soft costs are slower to decrease. Vehicle-to-Home Summary Vehicle-to-Everything (V2X) technology allows EVs to power other loads in addition to enabling the vehicle charging process. V2X encompasses the following technology categories: • Vehicle-to-Load (V2L): Allows EVs to supply power to smaller loads, like laptops, and requires little additional infrastructure to support. Most EVs currently on the market support this capability. • Vehicle-to-Home (V2H): Allows EVs to supply power to homes and vice versa. More EV models are beginning to enable this capability. Additional infrastructure is required to support this capability. • Vehicle-to-Grid (V2G): Requires additional infrastructure that can communicate between the vehicle and the utility, often with the purpose of providing demand response services to the utility. V2H and V2G technology enhances energy resilience during outages or peak demand periods. With this emerging technology, homeowners can use their existing EVs as a two-in-one product – harnessing their capabilities for both transportation and home energy storage. Although the concept itself is efficient, utilizing an 38 What’s The Life Expectancy of Battery Storage Systems? | Eco Affect Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 70 Packet Pg. 601 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 52 EV as energy storage requires the integration of on-site bidirectional chargers and a home energy management (HEM) system. The HEM should allow users to monitor vehicle charge and depending on the system, select where and when energy will flow from the vehicle battery to end-uses. V2L technology exists as another resiliency solution enabled by EV technology – however, V2L only enables the use of EV power for one appliance or device at a time and limits the loads that can be served 39. Most EVs currently on the market have V2L capabilities. Application and Operational Considerations Electric vehicles and associated bidirectional charging infrastructure should function properly for 12 to 15 years – however, consistently using the vehicle battery for peak load shaving will impact battery degradation and shorten its useful life.40 All automakers offer at least an eight-year warranty – amounting to approximately 100,000 miles on batteries.41 As more V2H technology emerges, product useful life will likely increase to allow for more functionality across transportation and energy storage. To benefit from their bidirectional charging capable vehicles, users simply need to plug their specialty chargers into their EVs and control energy dispersion via an integrated home energy management system. Vehicle battery back-up duration is dependent on which end uses customers want to prioritize. Based on a study completed by the Schultz Fellows for CPAU in 2021, a fully charged vehicle with a capacity of 60 kWh should be able to support the average Palo Alto home for 3 to 4 days. Ford claims that the Ford F-150 Lightning standard range can power a home for 2 days and 3 days with extended range.42 Implementing V2H technology is most beneficial during outage events rather than for day-to-day peak load shaving – this is especially true without the application of TOU rates that can incentivize customers to use their technology and provide reliability benefits to the grid during peak demand hours. In terms of providing reliability at the grid distribution level, V2H and V2G technology offers limited opportunity if sparsely employed rather than consistently implemented in regions where grid stress is most prevalent. V2H technology is most used amongst residential utility customers but may expand to commercial and industrial applications as larger vehicles electrify and pilot projects provide proof of concept. PG&E is taking the lead on incentivizing V2H and V2G technology by sponsoring a program that provides funding for customers to purchase EVs and bidirectional charging technologies. The program currently offers incentives to three customer types: residential, commercial, and customers currently participating in a microgrid plan. As an example, residential customers may receive $2,500, or $3,000 if income eligible, to purchase a Ford F -150 Lightning (2022 or newer).43 Adoption and Market Maturity Several vehicles with bidirectional charging capabilities exist on the market today. The following are highly ranked vehicles that can support multiple home end-uses during a power outage or for demand management purposes. They are provided as examples only, the City and its consultants has not vetted these products: 39 Bidirectional Charging EVs: V2G, V2H, And V2L Explained 40 Vehicle-to-Home (V2H): Everything You Need to Know – iEVPower 41 Electric Car Battery Life: How Long They Last and What to Know 42 What_Can_IBP_Power.pdf 43 Vehicle to Everything (V2X) Pilot Programs Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 71 Packet Pg. 602 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 53 • Ford F-150 Lightning Flash • Nissan Leaf • Kia EV9 • Mitsubishi Outlander • Hyundai Ioniq 5 • Volkswagen ID.3 & ID.4 • BM@ i3 • Audi e-tron • Rivian R1T • Lucid Air • RAM 1500 EV • Chevy Silverado EV The listed options vary in price as well as capacity, where hybrid options have at least 13 kWh and the more powerful EVs have over 130 kWh of capacity. However, costs are still relatively elevated when compared to other EVs as users must purchase the home charging infrastructure that safely enables V2H charging. More vehicles with V2H capabilities are expected to enter that market in 2025 and 2026 44, which will likely decrease the costs of both the vehicles and the additional home charging infrastructure. V2H charging infrastructure is currently scarcer than the typical EV charger, with less regulations than regular batteries and EV chargers.45 V2H charging infrastructure is also more complex than regular chargers since a home management/integration system is required to manage the flow of electricity to or from the vehicle. The following are examples of available bidirectional infrastructure: • GM Energy V2H Bundle46: Includes the GM Energy PowerShift Charger and GM Energy V2H Enablement Kit. The Enablement Kit is composed of a Home Hub to control energy flow to and from the EV, an inverter, and a Dark Start Battery to initiate the charging process. The Bundle costs $7,300 and is compatible with GM vehicles that support bidirectional charging. • Ford Charge Station Pro47: Bidirectional charger compatible with the Ford F-150 Lightning – Ford sells the charger ($1,310) exclusively and recommends purchasing the required home integration system from Sunrun (cost not publicly available, must request quote). Generators Summary Generators are currently the most common backup power generation solution, deployed for both residential and commercial applications. If large enough, generators can support end uses for weeks at a time – however, they require a steady fuel supply which may not be accessible in the case of an extended outage. For example, natural gas-fuelled generators are less reliable during severe earthquakes where gas lines have been damaged. Generators, although reliable and highly available in the market, are not cons idered to be at the forefront of 44 Everything You Need to Know About Bidirectional Charging and the EVs That Support It - CNET 45 Bidirectional EV Chargers Review — Clean Energy Reviews 46 GM Energy V2H Bundle | Comprehensive Home Energy Solutions 47 Ford Charge Station Pro | Chargers.Ford.com Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 72 Packet Pg. 603 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 54 energy storage due to their dependency on fuel (which may be in short supply during a major regional disaster event) and the associated fugitive emissions. Application and Operational Considerations Fuel-powered generators range from gasoline to diesel-powered, where most residential generators can consume either propane or natural gas, and commercial generators offer more variety in diesel-powered products. Fuel-powered generators release fugitive emissions and air pollutants during the combustion process (during which energy is generated). 48 Due to this harmful release of emissions and the need to refuel, sometimes manually, generators are not often considered ideal for demand management and are used for backup power instead. Table 21. Residential Generators - Product Examples Product Generac Guardian Wifi Enabled Dual Fuel Home Standby Generator Briggs & Stratton Power Protect 12000-Watt 200- Amp Home Standby Generator Champion 14 kW Whole House Home Standby Generator Kohler 20 kW Home Standby Generator Size 10 kW 12 kW 14 kW 20 kW Size (LxWxD) (in) 48x25x29 28x24.5x37.2 49x28x28 48x26x29 Fuel Propane or Natural Gas Propane or Natural Gas Propane or Natural Gas Propane or Natural Gas Retail Price ($) $3,217 $4,650 $5,000 $5,700 Warranty 5-year 6-year 10-year 5-year The length and amount of support that a generator can provide during an outage varies depending on size. For example, Generac estimates that a 0 to 1,500 square-foot home requires 7.5 kW to support essential functions and 10 kW to support the whole home for about 24 hours while a 2,500+ square-foot home requires 22 kW to support essential functions and 24 to 25 kW to support all functions. Essential end uses for a smaller home are determined to be a small percent air conditioning, kitchen, furnace, sump pump, one bathroom and bedroom, and living areas. This excludes the well pump or water heater, home office, and garage that a larger generator can support.49 Scaling up generator size for commercial purposes increases support potential – however, commercial end-uses are likely more energy intensive than those of a large home. Residential generator inspections and maintenance may cost between $160 and $600 annually, assuming services are pursued twice a year. Larger generators likely necessitate larger service. Forbes also estimates that a 20-kW natural gas generator costs $90 a day to fuel while “diesel and propane generators of the same size cost around $200 per day” and “a portable 5kW [gasoline] generator costs around $100 per day to run”.50 48 Emissions for Standby Generators 49 Generac Guardian WIFI Enabled Dual Fuel (Liquid Propane/Natural Gas) Home Standby Generator 7171 at Lowes.com 50 Average Generator Cost – Forbes Home Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 73 Packet Pg. 604 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 55 Residential generators have a lifespan of about 5 to 10 years while Industrial generators typically last 20 to 25 years – commercial generators can last somewhere in between these ranges. 51, 52 Table 22. Commercial Generators - Product Examples Product Generac Standby Generator, 48kW Cummins C30D6 30kW QuietConnect Series Kohler 30RCLA 30kW Generator Caterpillar C175-20 (60 HZ) Size 48 kW 30 kW 30 kW 4 MW Size (LxWxD) (in) 83.4x33.5x46 93.8x34x60.5 74x32.9x46.0 Min.: 261.5x85.4x87.6 Fuel Propane or Natural Gas Diesel Propane or Natural Gas Diesel Retail Price ($) $17,217 $18,242 - $21,619 $14,955 - $15,205 > $1M Warranty 5-year 2-year 5-year ? Adoption and Market Maturity Generators are perhaps to the most accessible backup power generator solution on the market today with products available for order online and pickup in stores like Home Depot. Although residential products are the most available, commercial products may also be found at select retailers. Heat Pump Water Heaters Summary Water heaters are a type of thermal energy storage – water is heated and stored for future use. Water heaters can act as a demand management strategy in that water is heated during off-peak hours and then ready for use during peak hours, effectively lowering strain on the grid and decreasing utility costs. Heat pump water heaters (HPWH) are a type if water heater and per Energy Star, they “extract heat from the surrounding environment and transfer it into the water inside the tank. They are electrically powered and deliver hot water up to five times more efficiently than standard electric resistance, gas, and propane water heaters.”53 Application and Operational Considerations A household or entity that consumes 80 million BTU annually might expect to spend $1,700 in operating costs.54 51 What Is The Life Expectancy Of Industrial Generators? » Turnkey Industries 52 How Long Does a Generator Last? (+ 3 Maintenance Tips) - Assurance Electrical 53 Heat Pump Water Heater Guide 54 Comparing Water Heater Operating Costs - NY Engineers Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 74 Packet Pg. 605 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 56 Table 23. Heat Pump Water Heater - Product Examples Product Rheem Various Models AO Smith Various Model Steibel Eltron Accelera Bradford White AeroTherm ECO2 GS5-45HPC Type 120V Hybrid HPWH Shared, dedicated circuit 120V HPWH Shared circuit 240V Hybrid HPWH 240 Hybrid HPWH 240V HPWH Gallons 40, 50, 65, 80 66, 80 58, 80 50, 65, 80 43, 83 Size (HxD) 63 to 7 5x 21 to 55 62 to 69 x 27 61 to 76 x 28 60 to 71 x 22 to 25 33 x 12 x 27 (compressor) 39 or 69 x 25 (tanks) Refrigerant Type R134A R134A R134A R134A R744 (CO2) First Hour Delivery (gal) 45, 55, 63, 84 76, 93 50, 74 65, 79, 88 69, 121 Uniform Energy Factor 2.8, 3.0, 3.3, 3.5 3.2, 3.0 3.12, 3.61 3.44, 3.64, 3.59 3.66 – 3.80 Retail Price ($) $2,000 - $3,000 $2,500 - $3,100 $2,600 - $2,900 $2,300 - $3,400 $5,700 - $ Source: CPAU Electrification Guide HPWHs are about 70% more efficient than electric resistance or gas water heaters.55 A presentation published by the National Resources Defence Council (NRDC) indicates that electric water heater consumption peaks cost the utility between $50 to $100 more per MWh than uncontrolled HPWHs during peak hours – these savings are the direct result of equipment energy efficiency. Controlled HPWHs, those that have demand management and load shifting capabilities, almost completely reduce costs per MWh during peak hours.56 HPWHs ultimately provide substantial savings when compared to electric resistance water heaters, and there are additional savings provided by adding controls. Many HPWHs current on the market are compatible with the CTA-2045 protocol or have a built in CTA-2045 port (also called an EcoPort) – this compatibility enables utilities to communicate directly with the product. Utilities can tell the HPWH to load up during certain times, shed load, and resume normal operations, all to reduce strain on the grid.57 In addition to a CTA 2045 port, most HPWHs can connect to mobile application that provides consumption data and allows customers to schedule operating modes and set points – for example, Rheem heat pump water heaters can connect to the EcoNet mobile app.58 Enabling Technologies Meter Socket Adapters Meter socket adapters (MSAs) are devices that are installed between a home or business’s meter socket and utility meter, allowing additional loads such as solar generation systems to be plugged in safely. Collar placement 55 Costs and Helpful Tips for Your Home Electrification Project 56 Load Shifting with ENERGY STAR Connected Water Heaters 57 https://www.energy.ca.gov/sites/default/files/2022-12/JA13_2022_Qualification_Requirement_HPWH_DM_ADA.pdf 58 RCW-HPE-100_0303C_Final.pdf Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 75 Packet Pg. 606 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 57 enables the utility to meter the energy used by the home or business from on -site generation or electrical demands, potentially without a more costly panel upgrade. Installing a collar for EV charging is beneficial since a Level 2 charger might require customer electrical panel upgrades. ConnectDER is a popular meter socket adpater manufacturer on the market today, selling a product that enables the integration of battery storage, solar generation, and EV charging to the home with “plug -and-play” functionality.59 However, ConnectDER products are currently only available in California via Pacific Power, as utilities must approve the product to enable deployment in their service areas.60 San Diego Gas & Electric (SDG&E) produces and sells their own Renewable Meter Adapter (RMA), marketed specifically for residential solar integration.61 SDG&E customers may request this product directly via the utility while customers across other regions must find and purchase approved products individually. A variation on this product is the Tesla Back-up switch, the purpose of which is to facilitate disconnect from the grid for off-grid operation. Figure 12. Connected DER meter socket adapter Smart Panels Smart panels are enhanced circuit breakers – they keep home circuits organized and prevent electrical fires. However, they differ from traditional electrical panels with the added benefit of energy consumption tracking and control capabilities via a mobile application, ultimately providing resilience services and energy cost savings. 62 Span is a highly ranked full electrical panel that encapsulates these capabilities – however, the panel itself costs $3,500 where the added cost of installation labour sits at around $6,000.63 Cost saving products in this realm include those typically lumped into the smart panel category that are not actually full panels. These are sub-panels that can be attached to existing breaker boxes for enhanced control capabilities. Savant offers modules that can fit into a standard breaker panel and control circuits individually – 59 Home - ConnectDER 60 Check Availability - ConnectDER 61 Renewable Meter Adapter | San Diego Gas & Electric 62 Smart Electrical Panels: What You Should Know | EnergySage 63 SPAN® Panel | Lower your energy bill Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 76 Packet Pg. 607 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 58 this product can also be controlled via mobile application.64 Before installation, Savant modules cost $120-$240 each.65 Figure 13. Span and Savant Product Examples AutoDR Automated Demand Response (AutoDR) is the concept of utility communication with relevant customer end - uses. This communication is facilitated by Open Automated Demand Response (OpenADR), an internet messaging protocol already employed by several utilities. To participate in automated demand response programs, customers must have OpenADR certified appliances that can receive communication from the utility.6667 Examples of such appliances include the Rheem HPWHs and Siemens building automation systems. SmartAC PG&E offers a SmartAC program in which a SmartAC switch is installed on or near the customer’s AC unit – the switch is activated during events only from May 1st through October 31st. During an event, the customer’s air conditioner compressor cycles on and off in short increments for no longer than six hours, and often just for two hours. This technology enables to utility to reduce demand on the grid during hot summer months when customers use their air conditioning the most. New customers receive a fifty dollar check for participating and device installation plus AC check-up are free of charge.68 EV Telematics Based Managed EV Charging A telematics device can be described as a sort of “smart computer” within a vehicle that collects key performance and driving pattern data – telematics is ultimately the integration of this device with data processing and management capabilities.69 The data collected by the device, a series of internal sensors, is transmitted to a centralized system which is typically a cloud-based platform. Using telematics can optimize EV charging by 64 Get Savant - Savant 65 The Best Smart Panels 2024 | EnergySage 66 26824_AutoDR_FAQ_Bv4.pdf 67 Auto-DR Express Control Incentives 68 SmartAC™ 69 What is Electric Vehicle Telematics? What You Need to Know Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 77 Packet Pg. 608 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 59 informing when the battery needs to be charged and aligning charging and discharging times with TOU rate structures.7071 70 Telematics and EV Fleet Management [Report] – Ampcontrol 71 Set it and Forget it: The Future of EV Charging | SEPA Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 78 Packet Pg. 609 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 60 Appendix B – Customer Program Precedents To further tailor the results of the program precedent research to the city of Palo Alto, the research team dedicated additional time to look for offerings within the state of California, paying close attention to small POUs. The California research included offerings identified through web -based searches for the priority technologies and detailed review of utility websites for a subset of utilities. Detailed research was completed for 100% of California IOUs and 21% of California POUs, Rural Electric Co -ops and Community Choice Aggregators (CCAs). The California exclusive results are summarized in the following table. Table 24. California Program Inventory Summary POUs CCAs IOUs Pr o g r a m s Pi l o t s Po l i c i e s Pr o g r a m s Pi l o t s Po l i c i e s Pr o g r a m s Pi l o t s Po l i c i e s TO T A L Total 11 3 5 13 4 3 11 2 10 62 Battery 3 1 0 4 2 0 2 0 0 12 Thermal Storage 1 0 0 0 0 0 1 0 0 2 Generator 0 0 0 0 0 0 4 0 0 4 Solar and Storage 1 0 0 3 1 0 0 0 0 5 Managed EV Charging 1 0 0 3 0 0 0 0 1 5 V2X 0 1 0 0 0 0 0 1 0 2 EV TOU Rates 0 0 3 0 0 3 0 0 5 11 Microgrid 0 0 0 0 0 0 2 1 0 3 Resilience Hub 2 0 0 3 1 0 1 0 0 7 Smart Panels 1 0 0 0 0 0 0 0 0 1 Meter Socket Adapters 0 0 2 0 0 0 0 0 4 6 Other 2 1 0 0 0 0 1 0 0 4 While the California analysis still demonstrated many battery offerings, resilience hub offerings and meter socket adapter policies held a significant share of the documented offerings. Alternatively, the quantity of thermal storage program offerings were found to be less prevalent in the state. This however is not indicative of the customers reached by these offerings, as the Self Generation Incentive Program (SGIP) is implemented by four large IOU’s and serves a large volume of customers every year. Table 24 also breaks down the resilience programs found in California by utility type. This breakdown illustrates where POUs, CCAs and IOUs are dedicating their resources within each technology group. While no dramatic variations were identified, it was found that programs supporting Microgrids were exclusively supported by IOUs, which are predominantly to support communities impacted by outages, public safety power shutoffs, and other natural hazard events driven by climate change. This is likely due to the large financial investment required to support microgrid projects. IOUs were also the only utilities with programs providing incentives for generators. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 79 Packet Pg. 610 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 61 CCAs lead the group for offerings supporting solar and storage and Managed EV Charging. Notably, no IOUs were identified with a Managed EV charging offering. While POUs, like the City of Palo Alto, appear to be prioritizing Battery programs, there is no strong trend towards any other technology group. The information may indicate that POUs are experimenting with a variety of resilience technologies within their portfolios. To further illustrate the activity of utilities and CCAs similar to CPAU, the research team plotted existing programs among a subset of POUs (represented in blue) and CCAs (represented in green) that the CPAU team identified as “peers”. The results of this exercise are shown in Table 25. Table 25. CPAU Peers Grid Peer Utility Ba t t e r y Th e r m a l S t o r a g e Ge n e r a t o r So l a r a n d S t o r a g e Ma n a g e d E V C h a r g i n g V2 X EV T O U R a t e s Mi c r o g r i d Re s i l i e n c e H u b s Sm a r t P a n e l s Me t e r S o c k e t A d a p t e r s (a l l o w e d ) De m a n d R e s p o n s e ( DR ) Roseville Utilities Redding Electric Utility Silicon Valley Power ✔ ✔ ✔ Alameda Municipal Power ✔ Turlock Irrigation District Burbank Water and Power ✔ ✔ Pasadena Water and Power Anaheim Public Utilities ✔ ✔ Riverside Public Utilities Sacramento Municipal Utility District ✔ ✔ ✔ ✔ ✔ Los Angeles Department of Water and Power ✔ ✔ ✔ ✔ Silicon Valley Clean Energy ✔ ✔ ✔ ✔ Peninsula Clean Energy ✔ ✔ Ava Community Energy ✔ ✔ Sonoma Clean Power ✔ ✔ ✔ Marin Clean Energy ✔ ✔ ✔ ✔ Central Coast Community Energy ✔ The precedent research results informed the following program designs: Battery The proposed battery program design includes the following three components th at can be combined or implemented independently. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 80 Packet Pg. 611 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 62 1. The first component is a residential battery incentive, where participants are paid an upfront $/kWh incentive for enrolling a battery in the program. 2. The second program design component is a residential solar and storage no -interest leasing option. There are two recommended approaches to implementing the leasing model : (1) partnering with a third party to facilitate the system sale and leasing agreement or implementing a feed-in-tariff model where the CPAU pays participant the avoided supply cost for energy and the customer pays a predetermined Power Purchase Agreement (PPA) rate. 3. The third program design component is a commercial battery incentive with the same structure as the residential incentive, but with different $/kWh incentive rates. For all program design components, customers will be required to set a specified number of discharge events per year, so that the CPAU receives an energy arbitrage benefit. To ensure that CPAU is maximizing supply cost benefits, enrolled batteries cannot only be used for backup power. This program can also be used to increase participation in a DR program by requiring that participants also enroll the battery in the DR program to receive the rebate. Elements of this program design are well demonstrated among existing utility program portfolios, listed below. • Silicon Valley Power, another California POU, has a residential battery incentive program that exists within their energy efficiency rebate portfolio.72 • The CalChoice Power Choice program provides a free solar and storage installation to participating customers, with the agreement that the customer will then purchase the energy produced by the system. 73 • Green Mountain Power administers a battery program that includes a leasing option where the utility leases the system to the customer for $55/month for 10 years.74 • The Los Angelos Department of Water and Power (LADWP) has a FiT+ Pilot program that employs a Feed-in Tariff model to promote distributed solar installations.75 If cost-justified or if non-ratepayer funds are available, this program can be designed with an equity component by providing higher $/kWh incentive rates for low-income customers. In addition, the leasing option reduces the barriers to entry for low-income customers, because of the eliminated or reduced capital in vestment. The program design could be modified to only offer the leasing option to customers that meet certain income criteria or reduce the monthly payments for income qualified customers to furt her expand the equity impact. This program design could be launched as an independent resilience offering or could be tied into existing program frameworks. The standard upfront incentive component could easily be integrated within the City of Palo Alto’s Electrification Rebate Hub. Demand Response 72 Rebates | Silicon Valley Power 73 Energy Programs - California Choice Energy Authority 74 Home Energy Storage - Green Mountain Power 75 Feed-in Tariff Plus (FiT+) Pilot Program | Los Angeles Department of Water and Power Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 81 Packet Pg. 612 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 63 The proposed DR program includes residential and commercial battery components that could be combined or implemented separately. There are two proposed options for how the battery DR program could be structured. 1. The first option includes providing a $/kWh incentive for each kWh discharged to the grid during peak events. 2. The second option includes a monthly flat rate bill credit for participation in peak events. Demand response is well demonstrated in California and across the country. Many DR programs enroll other devices like smart thermostats to curb demand during peak events. Battery centered DR programs are less common, but still well demonstrated. The progra m inventory includes 12 different battery DR programs with similar designs to what is proposed. A subset are listed below. • The My Energy Optimizer Partner+ program implemented by Sacramento Municipal Utility District (SMUD) provides a one-time incentive for the enrollment of up to three batteries, in addition to an ongoing quarterly incentive. 76 In return, participants allow SMUD to optimize battery operation by discharging enrolled batteries during peak times. • Marin Clean Energy (MCE) implements an Energy Storage for Facilities program that provides $/kWh performance payments and monthly bill credits to enrolled customers who allow MCE to automatically shift facility demand from the grid to their energy storage system.77 • The City of Anaheim offers a Battery Storage Rebate for customers that agree to enroll in their broader demand response program and TOU rate structure for at least twelve months.78 Demand response programs are typically launched as independent offerings due to their complex design and need for ongoing engagement and incentive payments. However, the battery DR program could be integrated within a broader DR offering that includes smart thermostats, compatible EV chargers, and other technologies. V2X The proposed Vehicle to Home and Grid (V2X) program includes both residential and commercial components that could be combined or implemented separately. There are two proposed options for the implementation structure of the program, similar to the options proposed for the DR program. 1. The first option is a performance-based incentive payout where customers will receive a $/kWh incentive for every kWh discharged during peak events. 2. The second option is a monthly flat rate bill credit for participation. Both options would be combined with an upfront incentive to offset the incremental cost of the bidirectional charger. V2X programs are not well demonstrated, with only a few existing in today’s market. The V2X programs identified in the program inventory were almost all pilot scale programs. Two examples of V2X pilots with similar design structure are listed below. 76 Battery storage for homeowners 77 Energy Storage for Your Business or Facility 78 Battery Storage | Anaheim, CA - Official Website Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 82 Packet Pg. 613 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 64 • The Vehicle-to-Everything (V2X) pilot run by PG&E includes incentives for commercial and residential customers, with higher incentive rates for customers in DAC. Incentives include a one- time incentive for the purchase of a bi-directional charger, early adopter incentives, a backup power testing incentive (recurring), an interconnection incentive and several end of pilot incentives.79 • The Portland General Electric (PGE) Smart Grid Test Bed pilot includes a collection of pilot programs including a V2X demonstration.80 The V2X demonstration provides a upfront incentive for a bi-directional charger as well as a monthly bill credit for participation. In addition, two programs were identified through article source links, but could not be found on utility websites, indicating that they may have been cancelled or never developed into a full-scale program. Similarly, information on the PG&E Vehicle to Everything pilot page seems to indicate that there has been very little engagement in the program, with most of the budgeted incentives still available. If cost-justified or if non-ratepayer funds are available, the proposed program design can be modified to include an equity component by providing higher up -front incentive rates for income qualified customers. Similar incentive structures are used by other V2X pilots in the market, providing higher bidirectional charger incentives for customers located in DACs or that meet income qualifications. Commercial Thermal Energy Storage Commercial thermal energy storage programs aim to reduce energy use during peak hours by leveraging stored thermal energy within a phase change material to be used at a later time. Typically, the phase change material is charged during off-peak energy price hours and discharged during peak energy price hours, thus allowing a customer to arbitrage the time-of-use differential for on-bill savings. The phase change material is typically installed in-line with the supply duct system of an HVAC system and charged from the existing compressor. During a cooling demand within the peak energy price window, the phase change material discharges the stored cooling load, thus alleviating compressor demand to meet the system cooling load without the need for mechanical cooling. The program design includes an upfront incentive based on the size of enrolled equipment. Customers will receive a set $/kW of demand saved. This program design is very similar to a commercial thermal energy storage incentive available at the City of Burbank81. The City of Burbank Program provides a $/kW incentive for enrolled commercial air conditioning equipment. Commercial and residential thermal energy storage programs exist across the country but are still relatively uncommon compared to traditional energy efficiency program offerings. This technology can be combined with battery offerings and marketed as an energy storage program such as the Self Generation Incentive Program (SGIP) offered by PG&E, SCE, SoCalGas, and SDG&E82. Resilience Hub and Microgrid 79 Vehicle to Everything (V2X) Pilot Programs 80 Smart Grid Test Bed | PGE 81 City of Burbank Business Rebates 82 Participating in Self-Generation Incentive Program (SGIP) Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 83 Packet Pg. 614 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 65 Programs supporting the design and development of resilience hubs and microgrids are present across the US, particularly in California. Most resilience hub programs use general language outlining the use case and rational hubs for resilience hubs, typically referencing extreme weather events. A program design may include competitive grant funding, allocated by the utility, for projects related to resilience hubs and microgrids. Projects may include feasibility studies, resilience hub construction or microgrid construction. An additional program design may include utility led project management and execution of a resilience hub or microgrid project. A third program design option may be prescriptive financial support from the utility for specific activities related to the development of resilience hubs or microgrids, such as state/federal grant application development or interconnection expenses. These types of programs are fairly well demonstrated in California and include a unique equity opportunity. Projects can be prioritized in DACs or communities with a higher concentration of low -income residents. This ensures that the microgrid or resilience hub is most likely to benefit vulnerable populations. This type of program or project is also accessible to renters who may otherwise be unable to access prescriptive resilience incentives. Enabling Technologies Programs supporting individual enabling technologies such as meter socket adapters, smart panels, generators, socket splitters, energy management devices or EV meter adapters are well situated to integrate within existing offerings. One or several of the listed enabling technologies could be incentivized, along with electrification measures or other energy efficiency measures to reduce administrative costs. Programs providing incentives for the listed enabling technologies are present to a varying degree within the US. For example, several programs exist that provide incentives for socket splitters or energy management devices but are most often paired with electrification programs. While utilities are increasingly releasing policies or guidance around meter socket adapters, none were found that provide a capital incentive for the installation of the technology. A resilience focused incentive program could have an equity consideration by providing higher incentive rates for income qualified customers. Managed EV Charging A residential managed EV charging program provides incentives for participants that program their EVs to charge during off-peak hours. Programs are typically supported by an app that customers download that allows for charging scheduling. Participants are paid incentives for enrollment and receive a monthly bill credit for participation. Some designs may also provide an incentive for a compatible EV charger. Managed EV charging programs appear to be gaining popularity among California utilities, and also with many CCAs, and are being implemented outside of the state as well. Nearly all managed EV charging programs included in the program inventory leverage the use of an app. This program design is most effective when paired with EV-TOU rates to further incentivize customers to shift charging times. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 84 Packet Pg. 615 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 66 Appendix C – Supply Cost Valuation Assumptions Battery Energy Storage System (BESS) Residential Standalone BESS Variable Assumption Explanation Quantity of Installations 100 The population of single-family residences in Palo Alto is 15,371. An installation of 100 units represents 0.65% of the total population implementing this measure. Nominal BESS Capacity (kWh) 13.2 The assumption aligns with the statewide (Self Generation Incentive Program) rating for a Tesla Powerwall BESS. Rating is typical for a residential application of similar technology across other manufacturers. BESS Round-trip Efficiency 90% This variable represents the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hrs) 4 Residential battery energy storage systems typically have discharge durations ranging from 2 to 6 hours at their maximum power output. 4 hours used as an average of the duration potential. BESS Discharge Start Time 4PM The CPAU peak demand period is between 4PM and 9PM. The tool assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 9AM The CPAU super off-peak demand period is between 9AM and 3PM. The tool assumes the BESS will charge when consumer energy prices are lowest, thus providing the most end-user benefit. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used. This varies by technology, with lithium-ion batteries capable of handling discharges up to 80%. The tool assumes a conservative DoD of 75%, resulting in a battery reserve of 25%. BESS Estimated Useful Life (yrs) 20 Typically, useful life for BESS is 10-20 years with proper maintenance, according to TESMAG. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program 1st Year 2026 The tool assumes a Program starting in 2026. BESS Average Install Cost per kWh $1,277 The assumption aligns with the average installation cost from Tesla website before incentives and tax credits. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 85 Packet Pg. 616 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 67 Residential BESS Coupled with Solar PV (BESS Charged from Grid) Variable Assumption Explanation Quantity of Installations 100 The population of single-family residences in Palo Alto is 15,371. An installation of 100 units represents 0.65% of the total population implementing this measure. Nominal Solar PV System Size (kW-DC) 8.1 Data from EnergySage indicates that the average residential solar PV system size in California for 2023 was 8.1 kW (Solar & Storage Marketplace Report 2023). Solar PV Annual Degradation Factor 0.5% A 2021 study by the National Renewable Energy Laboratory (NREL) found that, on average, solar panel output decreases by 0.5% to 0.8% each year. Solar PV System Installation Cost per Watt $2.70 Data from EnergySage indicates that the average solar PV system size in California for 2023 has a median cost per watt of $2.70 (Solar & Storage Marketplace Report 2023). Nominal BESS Capacity (kWh) 13.2 The assumption aligns with the statewide (Self Generation Incentive Program) rating for a Tesla Powerwall BESS. Rating is typical for a residential application of similar technology across other manufacturers. BESS Round-trip Efficiency 90% This is the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hours) 4 Residential BESSs typically have discharge durations ranging from 2 to 6 hours at their maximum power output. Four hours is used as an average of the duration potential. BESS Discharge Start Time 4PM The CPAU peak demand period is between 4PM and 9PM. Assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 9AM The CPAU super off-peak demand period is between 9AM and 3PM. Assumes the BESS will charge when consumer energy prices are lowest, thus providing the most end -user benefit. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used. This varies by technology, but lithium-ion batteries are capable of handling discharges up to 80%. The tool assumes a conservate DoD of 75%, resulting in a battery reserve of 25%. Solar PV & BESS Estimated Useful Life (years) 20 Typically, useful life for BESS is 10-20 years with proper maintenance, according to TESMAG. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 86 Packet Pg. 617 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 68 Residential BESS Coupled with Solar PV (BESS Charged from Excess Solar PV) Variable Assumption Explanation Quantity of Installations 100 The population of single-family residences in Palo Alto is 15,371. An installation of 100 units represents 0.65% of the total population implementing this measure. Nominal Solar PV System Size (kW-DC) 8.1 Data from EnergySage indicates that the average residential solar PV system size in California for 2023 was 8.1 kW (Solar & Storage Marketplace Report 2023). Solar PV Annual Degradation Factor 0.5% A 2021 study by National Renewable Energy Laboratory found that, on average, solar panel output falls by 0.5% to 0.8% each year. Solar PV System Installation Cost per Watt $2.70 Data from EnergySage indicates that the average solar PV system size in California for 2023 has a median cost per watt of $2.70 (Solar & Storage Marketplace Report 2023). Nominal BESS Capacity (kWh) 13.2 The assumption aligns with the statewide (Self Generation Incentive Program) rating for a Tesla Powerwall BESS. Rating is typical for a residential application of similar technology across other manufacturers. BESS Round-trip Efficiency 90% This variable represents the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hrs) 4 Residential battery energy storage systems typically have discharge durations ranging from 2 to 6 hours at their maximum power output. 4 hours used as an average of the duration potential. BESS Discharge Start Time 4PM The CPAU peak demand period is between 4PM and 9PM. The tool assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 10AM Based on a simulation of solar PV performance, the highest 4-hour period of production is from 10AM-2PM which would be expected to provide the potential for excess PV to charge. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used. This varies by technology, with lithium-ion batteries capable of handling discharges up to 80%. The tool assumes a conservate DoD of 75%, resulting in a battery reserve of 25%. Solar PV & BESS Estimated Useful Life (yrs) 20 Typically, the useful life of BESS is 15-20 years, but can potentially extend to 30 years with proper maintenance. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 87 Packet Pg. 618 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 69 Non-Residential Standalone BESS Variable Assumption Explanation Quantity of Installations 35 The population of non-residential accounts in Palo Alto is 3,783. An installation of 35 units represents 0.93% of the total population implementing this measure. Nominal BESS Capacity (kWh) 200 Based on CPAU electric data provided for Commercial, Industrial, Public Facilities, and City owned properties, the weighted average peak demand is estimated as 49.07 kW. Therefore, a four-hour discharge battery would be, on average, sized for approximately 196 kWh (4h X 49.07 kW). The tool assumes a rounded value of 200 kWh. BESS Round-trip Efficiency 90% This variable represents the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hrs) 4 Battery energy storage systems typically have discharge durations ranging from 2 to 6 hours at their maximum power output. 4 hours used as an average of the duration potential. BESS Discharge Start Time 4PM The CPAU peak demand period is between 4PM and 9PM. The tool assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 12AM Energy prices based on the CPAU non-residential TOU structure are the lowest during nighttime hours. The tool assumes the BESS will charge when consumer energy prices are lowest, thus providing the most end -user benefit. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used. This varies by technology, with lithium-ion batteries capable of handling discharges up to 80%. The tool assumes a conservate DoD of 75%, resulting in a battery reserve of 25% BESS Estimated Useful Life (yrs) 20 Typically, the useful life of a BESS is 15-20 years, but can potentially extend to 30 years with proper maintenance. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program 1st Year 2026 The tool assumes a Program starting in 2026. BESS Average Install Cost per kWh $1,011 The assumption aligns with average installation cost from a contractor source before incentives and tax credits. BESS Investment Tax Credit Available (% of Total System Cost) 30% The Federal government offers an Investment Tax Credit (ITC) for commercial BESS at 30% of the system's cost. The credit is available for systems placed in service after December 31, 2021, and before January 1, 2033. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 88 Packet Pg. 619 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 70 Non-Residential BESS Coupled with Solar PV (BESS Charged from Grid) Variable Assumption Explanation Quantity of Installations 35 The population of non-residential accounts in Palo Alto is 3,783. An installation of 35 units represents 0.93% of the total population implementing this measure. Nominal Solar PV System Size (kW- DC) 140 Based on CPAU electrical data provided for Commercial, Industrial, Public Facilities, and City owned properties, the average weighted annual usage is approximately 210,000 kWh. A solar PV system sized to meet this load would be approximately 140 kW-DC. Solar PV Annual Degradation Factor 0.5% A 2021 study by National Renewable Energy Laboratory found that, on average, solar panel output falls by 0.5% to 0.8% each year. Solar PV System Installation Cost per Watt $2.74 The assumption aligns with the average non-residential installation cost from contractors before tax credits. Nominal BESS Capacity (kWh) 200 Based on CPAU electrical data provided for Commercial, Industrial, Public Facilities, and City owned properties the average peak demand is estimated as 49.07 kW. A four-hour discharge battery would be, on average, sized for approximately 196 kWh (4h X 49.07 kW). The tool assumes a rounded value of 200 kWh. BESS Round-trip Efficiency 90% This variable represents the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hrs) 4 Battery energy storage systems typically have discharge durations ranging from 2 to 6 hours at their maximum power output. 4 hours used as an average of the duration potential. BESS Discharge Start Time 4PM The CPAU peak demand period is between 4PM and 9PM. The tool assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 12AM Energy prices based on the CPAU non-residential TOU structure are the lowest during nighttime hours. The tool assumes the BESS will charge when consumer energy prices are lowest, thus providing the most end-user benefit. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used. This varies by technology, with lithium-ion batteries capable of handling discharges up to 80%. The tool assumes a conservate DoD of 75%, resulting in a battery reserve of 25%. Solar PV & BESS Estimated Useful Life (yrs) 20 Typically, the useful life of a Solar PV and BESS is 15-20 years but can potentially extend to 30 years with proper maintenance. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program 1st Year 2026 The tool assumes a Program starting in 2026. BESS Average Install Cost per kWh $1,011 The assumption aligns with average installation cost from a contractor source before incentives and tax credits. BESS Investment Tax Credit Available (% of Total System Cost) 30% The Federal government offers an Investment Tax Credit (ITC) for commercial BESS at 30% of the system's cost. The credit is available for systems placed in service after December 31, 2021, and before January 1, 2033. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 89 Packet Pg. 620 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 71 Non-Residential BESS Coupled with Solar PV (BESS Charged from Excess Solar PV) Variable Assumption Explanation Quantity of Installations 35 The population of non-residential accounts in Palo Alto is 3,783. An installation of 35 units represents 0.93% of the total population implementing this measure. Nominal Solar PV System Size (kW- DC) 140 Based on CPAU electrical data provided for Commercial, Industrial, Public Facilities, and City owned properties the average weighted annual usage is approximately 210,000 kWh. A solar PV system sized to meet this load would be approximately 140 kW-DC. Solar PV Annual Degradation Factor 0.5% A 2021 study by National Renewable Energy Laboratory found that, on average, solar panel output falls by 0.5% to 0.8% each year. Solar PV System Installation Cost per Watt $2.74 The assumption aligns with the average non-residential installation cost from contractors before tax credits. Nominal BESS Capacity (kWh) 200 Based on CPAU electrical data provided for Commercial, Industrial, Public Facilities, and City owned properties the average peak demand is estimated as 49.07 kW. A four-hour discharge battery would be, on average, sized for approximately 196 kWh(4h X 49.07 kW). The tool assumes a rounded value of 200 kWh. BESS Round-trip Efficiency 90% This variable represents the percentage of energy that's delivered back to the grid after being stored, compared to the energy put into the system for charging. Lithium-ion batteries have high round-trip efficiencies, often exceeding 90%. BESS Discharge Duration (hrs) 4 Battery energy storage systems typically have discharge durations ranging from 2 to 6 hours at their maximum power output. 4 hours used as an average of the duration potential. BESS Discharge Start Time 4PM The peak demand period is between 4PM and 9PM. The tool assumes the BESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. BESS Charge Start Time 10AM Based on a simulation of solar PV performance, the highest 4-hour period of production is from 10AM-2PM which would be expected to provide the potential for excess PV to charge. BESS Depth of Battery Reserve 25% The depth of discharge (DoD) when discharging is the percentage of the battery's capacity that can be used This varies by technology, with lithium-ion batteries capable of handling discharges up to 80%. The tool assumes a conservate DoD of 75% resulting in a battery reserve of 25%. Solar PV & BESS Estimated Useful Life (yrs) 20 Typically, useful life of a Solar PV and BESS is 15-20 years, but can potentially extend to 30 years with proper maintenance. The tool assumes the higher end of a typical application, a conservative estimate given proper system maintenance. Program 1st Year 2026 The tool assumes a Program starting in 2026. BESS Average Install Cost per kWh $1,011 The assumption aligns with average installation cost from a contractor source before incentives and tax credits. BESS Investment Tax Credit Available (% of Total System Cost) 30% The Federal government offers an Investment Tax Credit (ITC) for commercial BESS at 30% of the system's cost. The credit is available for systems placed in service after December 31, 2021, and before January 1, 2033. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 90 Packet Pg. 621 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 72 Demand Response (DR) Residential DR Variable Assumption Explanation Quantity of Participants 250 The population of single-family residences in Palo Alto is 15,371. An enrollment of 250 participants represents 1.63% of the total population participating in the DR curtailment event. Nominal Curtailment Commitment (kWh) 6.25 According to the 2019 Residential Appliance Saturation study, a typical residence in California consumes 20 -25 kWh of electricity per day. Approximately half of this daily usage, approximately 12.5 kWh, is anticipated to fall within the window of a DR event (4PM-9PM) due to increased HVAC and occupancy demands. A DR event nominal curtailment commitment typically aims to reduce the residence’s load by 50%. Therefore, 6.25 kWh is assumed by the tool. DR Event Duration (hrs) 5 The peak demand period is generally between 4PM and 9PM (see PG&E) and typically is associated with higher grid strain and would warrant a DR curtailment event. The DR event is assumed to be necessary for the duration of the defined 5-hour period. DR Event Start Time 4PM The DR period is assumed to start at 4PM and last until 9PM. Life of Program (yrs) 20 A 20-year horizon was anticipated for a DR program. This type of program would be an ongoing effort and is not limited to specific technology useful life’s as it is a manual curtailment effort. The tool does not consider Auto -DR enabling technologies. Program 1st Year 2026 The tool assumes a Program starting in 2026. DR Event Timeframe May-October The tool assumes a similar DR event timeframe to the neighboring PG&E territory, which indicates the potential for the call of DR events for May through October. This period typically coincides with high grid strain. DR Events per Month 2 In alignment with the neighboring PG&E territory, DR events are assumed to be sporadic and 2 events per month between May and October is assumed. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 91 Packet Pg. 622 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 73 Non-Residential DR Variable Assumption Explanation Quantity of Participants 75 The population of non-residential customers in Palo Alto is 3,783. An enrollment of 75 participants represents 2.0% of the total population participating in the DR curtailment event. Nominal Curtailment Commitment (kWh) 125 Based on CPAU electrical data provided for Commercial, Industrial, Public Facilities, and City owned properties, the average weighted peak demand is approximately 49.07 kW. A DR event nominal curtailment commitment aims to reduce the customer’s load by 50%, or 25 kW in this instance. Over a 5-hour event, that equates to 125 kWh. DR Event Duration (hrs) 5 The peak demand period isgenerally between 4PM and 9PM (see PG&E) and typically is associated with higher grid strain and would warrant a DR curtailment event. The DR event is assumed to be necessary for the duration of the defined 5-hour period. DR Even Start Time 4PM The DR period is assumed to start at 4PM and last until 9PM. Life of Program (yrs) 20 A 20-year horizon was anticipated for a DR program. This type of program would be an ongoing effort and is not limited to specific technology useful life’s as it is a manual curtailment effort. The tool does not consider Auto -DR enabling technologies. Program 1st Year 2026 The tool assumes a Program starting in 2026. DR Event Timeframe May-October The tool assumes a similar DR event timeframe to the neighboring PG&E territory, which indicates the potential for the call of DR events for May through October. This period typically coincides with high grid strain. DR Events per Month 2 In alignment with the neighboring PG&E territory, DR events are assumed to be sporadic and 2 events per month between May and October are assumed. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 92 Packet Pg. 623 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 74 Thermal Energy Storage System (TESS) Non-Residential TESS Variable Assumption Explanation Quantity of Installations 35 The population of non-residential accounts in Palo Alto is 3,783. An installation of 35 units represents 0.93% of the total population implementing this measure. Nominal Cooling Capacity per Site (tons) 20 Based on CPAU electrical data provided for Commercial, Public Facilities, and City owned properties, the weighted annual energy usage is approximately 168,000 kWh. From the Diversegy Commercial Energy Advisory, a typical commercial building (generalized) consumes approximately 22.5 kWh per square foot per year. Using this metric, a typical non-residential customer in the territory is estimated to be, using a weighted average, approximately 7,500 square feet (excluding industrial applications). An engineering rule of thumb of 400 square feet per ton of cooling is then used to approximate a cooling capacity of 18.75 tons, rounded up to 20 tons for a nominal basis. Nominal Cooling Efficiency (kW/ton) 0.980 The Federal standard is an efficiency for packaged/split HVAC systems of 14 Seasonal Energy Efficiency Ratio (SEER), which loosely converts to 12.25 EER or 0.980 kW/ton. Cooling Season May- September Given the climate zone, cooling demand is expected to be realized at the site from May through September. TESS Discharge Duration (hrs) 2 From a manufacturer, the phase change material can generally be charged and discharged during a 2 -hour period. TESS Discharge Start Time 4PM The peak demand period is between 4PM and 9PM. The tool assumes the TESS will discharge when consumer energy prices are highest, thus providing the most end-user benefit. TESS Charge Start Time 6AM The phase change material is expected to charge in a 2 -hour window prior to normal building operation, or from 6AM-8AM. TESS Estimated Useful Life (yrs) 15 From the Database of Energy Efficiency Resources (DEER) most HVAC technologies have an estimated useful life of 15 years. Program 1st Year 2026 The tool assumes a Program starting in 2026. TESS Average Install Cost per Cooling Ton $3,000 The assumption aligns with the cost estimate provided by a manufacturer for the installation of the technology. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 93 Packet Pg. 624 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 75 Vehicle to Everything (V2X) Residential V2X Variable Assumption Explanation Quantity of Installations 50 The population of single-family residences in Palo Alto is 15,371. An installation of 50 bi-directional chargers represents 0.33% of the total population implementing this technology and charging/discharging strategy. Nominal Vehicle Capacity (kWh) 71.4 Based on data provided by the Electric Vehicle Database, the average usable battery capacity of an electric vehicle is 71.4 kWh. The range of the database spans 21.3 kWh -118.0 kWh. A limited number of electric vehicles, such as the Ford Lightning, Nissan Leaf, and Mitsubishi Outlander, are compatible with V2X as of January 2025. Vehicle Discharge Duration (hrs) 4 It is assumed that the vehicle would be available for a 4 -hour window each day to mitigate energy usage at home throughout the year. However, it should be noted that this would not be a fixed realization, reference “Realization Rate” discussion below. Vehicle Discharge Start Time 6PM The peak demand period is between 4PM and 9PM. The tool assumes the vehicle battery will discharge when consumer energy prices are highest, thus providing the most end-user benefit. However, it is assumed that travel from 4PM-6PM could not be avoided, thus the discharge window is assumed to start at 6PM. Vehicle Charge Start Time 12AM Due to the nature of car use and adjustable schedules, it is assumed that vehicle charging will take place during nighttime hours when the vehicles are stationary and available for charging. Vehicle Depth of Battery Reserve 50% A conservative estimate of depleting the battery no more than 50% of rated capacity would be implemented by the end-users to have sufficient reserves for vehicle use as needed throughout the day. Vehicle Estimated Useful Life (yrs) 20 A Stanford University study estimates that a typical EV battery has a lifespan of approximately 280,000 miles. From Kelley Blue Book, the average miles driven by a consumer is approximately 13,500 miles per year, yielding an expected useful life of 20 years. Program 1st Year 2026 The tool assumes a Program starting in 2026. Bi-Directional Charger Average Install Cost $4,000 The Department of Energy estimates the incremental cost of a bi-directional charger compared to a conventional EV charger to be approximately $4,000. Frequency of Vehicle Charge/Discharge Daily, Year- round It is assumed that the charge/discharge cycle could be implemented daily throughout the year, however, would not be consistent. See discussion of “Realization Rate” below. Realization Rate 15% To account for the variability of discharging the EV battery to power a residence, a realization rate of 15% was assumed. This means that only 15% of the available capacity (kWh) will be available for discharge due to behavioral variability. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Non-Residential V2X Variable Assumption Explanation Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 94 Packet Pg. 625 of 711 Local Energy Resources to Lower Costs and Improve Reliability and Resiliency 76 Quantity of Installations 50 The population of non-residential accounts in Palo Alto is 3,783. An installation of 50 bi-directional chargers represents 1.32% of the total population implementing this technology and charging/discharging strategy. Nominal Vehicle Capacity (kWh) 130 Based on data provided by the Electric Vehicle Database, the average usable battery capacity of an electric vehicle is 71.4 kWh. The range of the database spans 21.3 kWh -118.0 kWh. However, fleet vehicles such as school buses can offer between 130 kWh – 150 kWh. Vehicle Discharge Duration (hrs) 4 It is assumed that the vehicle would be available for a 4-hour window each day to mitigate energy usage throughout the year. However, it should be noted that this would not be a fixed realization, reference “Realization Rate” discussion below. Vehicle Discharge Start Time 6PM The peak demand period is between 4PM and 9PM. The tool assumes the vehicle battery will be discharged when consumer energy prices are highest, thus providing the most end-user benefit. However, it is assumed that travel from 4PM-6PM could not be avoided, thus the discharge window is assumed to start at 6PM. Vehicle Charge Start Time 12AM Due to the nature of car use and adjustable schedules, it is assumed that vehicle charging will take place during nighttime hours when the vehicles are stationary and available for charging. Vehicle Depth of Battery Reserve 50% A conservative estimate of depleting the battery no more than 50% rated capacity would be implemented by the end-users to have sufficient reserves for vehicle use as needed throughout the day. Vehicle Estimated Useful Life (yrs) 20 A Stanford study estimates that a typical EV battery has a lifespan of approximately 280,000 miles. From Kelley Blue Book, the average miles driven by a consumer is approximately 13,500 miles per year, yielding an expected useful life of 20 years. Program 1st Year 2026 The tool assumes a Program starting in 2026. Bi-Directional Charger Average Install Cost $4,000 The Department of Energy estimates the incremental cost of a bi-directional charger compared to a conventional EV charger to be approximately $4,000. Frequency of Vehicle Charge/Discharge Daily, Year- round It is assumed that the charge/discharge cycle could be implemented daily throughout the year, however, would not be consistent. See discussion of “Realization Rate” below. Realization Rate 15% To account for the variability of discharging the EV battery to power a building, a realization rate of 15% was assumed. This means that only 15% of the available capacity (kWh) and participants would coincidentally implement the strategy. Program Administration Costs $300,000 $150,000 for setup and $30,000 ongoing annual costs for five years of program duration. This assumption is based on estimated staffing costs in Palo Alto and comparable program costs from utilities in California. Item 10 Attachment B - Consultant Report, “Evaluation of Local Energy Resources to Lower Costs and Improve Reliability and Resiliency” Item 10: Staff Report Pg. 95 Packet Pg. 626 of 711 City Council Staff Report From: City Manager Report Type: INFORMATION REPORTS Lead Department: City Clerk Meeting Date: March 2, 2026 Report #:2602-5925 TITLE Informational Report for Council: League of California Cities Annual Report 2025 RECOMMENDATION This is an annual report from the League of California Cities (Cal Cities). Staff recommends the City Council receive this annual report to get more information about the efforts of Cal Cities throughout the year. The report is attached as Attachment A. ATTACHMENTS Attachment A: Cal Cities Annual Report 2025 APPROVED BY: Mahealani Ah Yun, City Clerk Item A Item A Staff Report Item A: Staff Report Pg. 1 Packet Pg. 627 of 711 Annual Report2025Navigating Change Powering Progress Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 2 Packet Pg. 628 of 711 Message from the Executive Director and CEO Carolyn Coleman Recovering from devastating wildfires. Bal- ancing budgets in the face of economic uncertainty. Countering misinformation and polarization. Dealing with immigration enforcement efforts. Harnessing technol- ogy that is rapidly changing city opera- tions. Driving solutions to the housing and homelessness crisis. This year has tested the resolve and strength of our communities and our city leaders. As local leaders, you faced these challenges with courage, resilience, and passion for your cities. And Cal Cities, the organization created by you, has been with you every step of the way. Together, we’re navigating the changing political, social, and economic realities to power your progress and uplift your communities. With over 98% of California cities as mem- bers, Cal Cities is the only organization that can genuinely say that it represents California cities. Our success lies in the fact that we deliver results that benefit cities: funding, legisla- tion, resources, legal clarity, and opportuni- ties to learn from and lean on each other. Our collective achievements would not have been possible without all of you, the 2024-25 Cal Cities Officers and Board members, and the dynamic Cal Cities staff. I am honored to present the 2025 Annual Report, which captures all we accom - plished together this year. I am excited for what the future holds. Carolyn M. Coleman Executive Director and CEO League of California Cities League of California Cities1 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 3 Packet Pg. 629 of 711 Annual Report 2025 2 The Cal Cities 2024-25 Board of Directors Mission Vision To expand and protect local control for cities through education and advocacy to enhance the quality of life for all Californians. To be recognized and respected as the leading advocate for the common interests of California’s cities. Cal Cities is a beacon for collaboration and advocacy. Our unity is our strength. When we speak with one voice — on housing, public safety, infrastructure, fiscal stability, or climate resilience — we amplify the needs of our residents and the hopes of our communities. Lynne Kennedy, Rancho Cucamonga Mayor Pro Tem and Cal Cities Board President Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 4 Packet Pg. 630 of 711 Who we are Cal Cities is a member-informed organization powered by the voices of city officials. Together, we elevate Cal Cities as the leading voice for California cities. We serve thousands of city officials and staff... • Mayors and Council Members • City Managers • City Attorneys • City Clerks • Fire Chiefs • Fiscal Officers • Human Resources Directors • Planning Commissioners • Police Chiefs • Public Works Officers ...and cities of ALL population sizes. Less than 50KLess than 50K 50K-100K 100K-200K 200K-500K 500K-4M 305 cities 104 cities 51 cities 17 cities 6 cities League of California Cities3 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 5 Packet Pg. 631 of 711 Mobilizing members to power advocacy Cal Cities is a powerhouse, member-driven organization that advances the interests of cities in the Legislature, in the courts, and at the ballot box. Grassroots mobilization through our public affairs team is key to advancing those efforts. State and federal courts play an increasingly out- sized role in shaping the laws that affect cities, and city voices are integral to our efforts to fur- ther cities’ collective legal interests. Over the last year, Cal Cities filed 30 amicus briefs and letters in support of cities in state and federal courts. In the Legislature, Cal Cities sponsored 15 bills — the most in recent history! Eight of those bills made it to the Governor’s desk, and six were signed into law. City officials traveled from every corner of the state to testify in Sacramento. Cities sent over 1,300 letters to the Capitol. Regional divisions hosted forums with lawmakers to highlight how legislation would impact their communities and led lobby days that shaped the outcomes of legislative debates. All of this helped us advance legislation that will serve communities throughout California and stop bills that would harm our cities. Heather Ferbert, San Diego City Attorney Local government plays an essential role in shaping the day- to-day lives of Californians. Through Cal Cities, we are able to elevate the legal issues cities are facing, contribute to statewide policy, and help shape effective, practical solutions. I’m grateful for the chance to support that work and strengthen the legal tools that help cities protect and serve their communities. Annual Report 2025 4 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 6 Packet Pg. 632 of 711 Local Revenues In a time of significant state and national fiscal un- certainty, we must fight more than ever to protect local revenues. This year, we sponsored a bill that would crack down on illegal short-term rentals and enable cities to capture the millions of tax dollars left uncollected each year. Deep-pock- eted corporations pushed back with a robust disinformation campaign, but ultimately, SB 346 (Durazo) sailed through the Legislature with bipar- tisan support before being signed into law. Homelessness Cal Cities has long urged state leaders to pro- vide ongoing, reliable homelessness funding. But in June, the state zeroed out the biggest homeless prevention grant program for the fiscal year and set aside half of the normal amount in the next budget. Cal Cities fought back to prevent any interruption in services, despite the significant funding cuts. We also forced changes to SB 634 (Perez), which threat- ened cities’ ability to address encampments. After overwhelming opposition from nearly 100 cities, the measure was significantly amended to address our concerns. Housing Over 180 cities joined Cal Cities in the fight against SB 79 (Wiener), a measure that gives tran- sit agencies unprecedented land use authority while disregarding local zoning and state-certified housing elements. The groundswell of opposition resulted in the bill being amended 13 times, sig- nificantly narrowing its impact before becoming law. Cal Cities also channeled long-simmering frustrations from city officials about the timeliness, consistency, and fairness of the state’s housing element approval process and sponsored AB 650 (Papan). The common-sense bill would have made it easier for cities to plan for homes faster and more effectively. Although it received unan- imous bipartisan support, the Governor vetoed it based on cost concerns. Climate change The climate crisis is affecting cities’ core func- tions: infrastructure, public safety, and housing. To respond to these impacts, cities need resourc- es and a strong partnership with the state. This year, Cal Cities and a broad coalition secured an extension of the Cap-and-Trade program, which invests millions of dollars into communities to help meet the state’s climate goals. Cal Cities fought to ensure that the program continues to fund city priorities and includes specific funding for affordable housing and wildfire resilience. Legislative highlights League of California Cities5 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 7 Packet Pg. 633 of 711 For a decade, cities have struggled with the lack of accountability and transparency over recovery housing facilities. Despite efforts by Cal Cities, the Legislature refused to act — until recently. Thanks in part to strong engagement from Orange County Division city officials, Cal Cities successfully pushed through two new laws, AB 492 (Valencia) and AB 424 (Davies), that will bring much-needed oversight to recovery housing facilities. City leaders traveled to the Capitol to testify in favor of the Cal Cities-sponsored bills and joined Cal Cities for a press conference alongside lawmakers calling for reforms. Recovery housing reforms bring transparency and accountability The political heft of the League of California Cities has helped push the reform agenda forward this session.” Columnist Teri Sforza, writing for the Orange County Register Other legislative achievements Recent changes to state licensing require- ments were stalling city efforts to commis- sion murals. Cal Cities sprang into action and built a coalition with city officials and artists to secure much-needed reform. The new law, SB 456 (Ashby), provides a narrow exemption to state licensing requirements, making it easier for cities to commission lo- cal artists and uplift their communities. Annual Report 2025 6 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 8 Packet Pg. 634 of 711 City officials connecting and learning together The Cal Cities Annual Conference and Expo had its highest attendance in 20 years, as over 2,300 city officials, partners, sponsors, and ven- dors came together for three days to explore solutions to city issues, learn from each other, and celebrate achievements. Five of Cal Cities’ department conferences sold out in 2025, a strong indicator of just how much city officials value coming together with colleagues from throughout the state. The City Leaders Summit saw a record number of city officials come together in Sacramento. Cal Cities led delegations of city officials to meet with all 120 legislative offices, celebrated California Cities Week, and held a rally and press event on the Capitol lawn calling atten- tion to city priorities in the state budget. City officials also explored local solutions to state- wide problems through educational sessions. As a young, Latina/AAPI, woman who started as a councilmember and now, mayor, and being the first in many aspects, I was met with empowerment by Cal Cities. It empowers elected officials to advocate and share their experiences to create better cities and a stronger voice at the state level. Rachel Hernandez, Riverbank Mayor League of California Cities7 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 9 Packet Pg. 635 of 711 Cal Cities builds community The diversity caucuses strengthen Cal Cities' role as the leading advocate for city interests. The caucuses provide crucial support for Cal Cities members from our state's diverse demographic groups and make meaningful connections with historically underrepresented communities throughout California. Jeffrey Koji Maloney, Alhambra Vice Mayor CCLI celebrates 20 years! Cal Cities’ California Civic Lead- ership Institute celebrated its 20th anniversary in 2025, marking two decades of helping local gov- ernment officials prepare for the state Legislature. Established in 2005, CCLI helps ready local leaders for state- wide campaigns, strengthens Cal Cities' relationships with future legislators, and builds connections among California’s political leaders. An impressive list of 54 alumni went on to serve in higher office: • U.S. Senator Alex Padilla • California Attorney General Rob Bonta • California State Treasurer Fiona Ma • California State Superintendent of Public Education Tony Thurmond • 14 California Assembly Members • 11 California Senate Members • Two California Congressional Members Cal Cities serves as a convener — meeting officials where they are and connecting them to resources and, more importantly, each other. This year, more than 15,000 city officials participated in a Cal Cities conference, webinar, division event, or roundtable to share ideas, hear from experts, and learn from each other. Cal Cities’ five diversity caucuses and 10 municipal departments also bring together city leaders to advance shared solutions and connect with peers who share similar concerns. This year, diversity caucuses sponsored several panels at Cal Cities’ conferences, as well as virtual and in-person events on a wide range of issues to help educate city officials. In addition, thousands of city officials participated in member-driven department and issue-based roundtables, providing members with a safe space to learn from their peers on issues as diverse as wildfire preparedness, Brown Act reforms, federal immigration enforcement efforts, and sup- porting groups impacted by hate crimes. New this year, Cal Cities launched the Veterans and Military City Officials member group. These local leaders have dynamic perspectives, shaped by their service to our country. This ded- icated group is another Cal Cities opportunity for members to connect and collaborate. Annual Report 2025 8 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 10 Packet Pg. 636 of 711 Cal Cities elevates city voices to influence statewide conversations As the nation’s media landscape becomes more fractured, local officials and city issues must be at the forefront of conversations be- tween lawmakers, the media, and the pub lic. That’s why in 2025, Cal Cities made a con- certed effort to strengthen relationships with the media and increase its online visibility. As a result, Cal Cities and the voices of cities were featured in several regional publica- tions and prominent national and statewide Cal Cities empowers local leaders to turn challenges into opportunities for communities across California. As a city manager, I’ve seen how Cal Cities amplifies our collective voice and delivers results. Together, we’re shaping a stronger, more inclusive California. LaTanya Bellow, Emeryville City Manager and Cal Cities Board Member media outlets, including the Associated Press, CalMatters, Los Angeles Times, Politico, and San Francisco Chronicle. Strong media coverage helped get one major measure across the finish line and significantly al- tered another one. Cal Cities worked with an LA city official to place an op-ed urging lawmakers to pass SB 346 (Durazo), a bill that makes it easier for cities to enforce short-term rental ordinances and receive transient occupancy taxes. It also League of California Cities9 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 11 Packet Pg. 637 of 711 At the end of the day, local government is where the rubber really meets the road… Local government is where government is connected to the people, and celebrating the work of our cities that are tackling the big issues, from housing to homelessness to climate change, is so important. Assembly Member Nick Schultz worked with two other city officials to pen an op-ed urging caution when ceding local land use authority. Although the Governor signed SB 79 into law, he did so only after bruising com- mittee fights and dozens of rounds of changes. Also central to Cal Cities’ advocacy wins is #LocalWorks, which highlights how cities are meeting today’s challenges head-on. These 26 stories appeared in Western City magazine and Cal Cities Advocate — the weekly newsletter — as well as in advocacy materials to lawmakers. When the state says cities aren’t doing enough, we say, “Yes, we are: Here's how.” At no time during the year was our visibility high- er than during California Cities Week in April, when hundreds of city officials converged on the Capitol. Lawmakers heard from city officials and recognized the many ways California’s diverse cities make life better for all. We are grateful to Cal Cities for its steadfast commitment to protecting local control and amplifying the voices of smaller cities. Cal Cities empowers Paramount and other cities to shape policies that reflect our local needs while working together to strengthen the foundation of local governance statewide. Peggy Lemons, Paramount Mayor Annual Report 2025 10 Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 12 Packet Pg. 638 of 711 The Cal Cities team Supported by a staff of over 70, Cal Cities is the leading advocate and premier educational resource for California cities and their leaders. 1400 K Street, Suite 400, Sacramento, CA 95814 916.658.8200 www.calcities.org Follow us! OFFICERS Lynne Kennedy, Mayor Pro Tem, Rancho Cucamonga, President Gabe Quinto, Mayor Pro Tem, El Cerrito, First Vice President Teresa Acosta, Council Member, Carlsbad, Second Vice President Daniel Parra, Council Member, Fowler, Immediate Past President Carolyn M. Coleman, Executive Director and CEO DIRECTORS Ashleigh Aitken, Mayor, Anaheim, Large City Paul Akinjo, Mayor, Lathrop, Central Valley Division Walter Allen III, Council Member, Covina, At-Large Jan Arbuckle, Council Member, Grass Valley, Mayors and Council Members Department Karen Bass, Los Angeles, Large City Scott Bauer, Council Member, Eureka, Redwood Empire Division LaTanya Bellow, City Manager, Emeryville, Personnel and Employee Relations Department Priya Bhat-Patel, Mayor Pro Tem, Carlsbad, Women’s Caucus James Bozajian, Mayor Pro Tem, Calabasas, Los Angeles County Division Ulises Cabrera, Mayor, Moreno Valley, Latino Caucus Michael Cao, Mayor, Arcadia, At-Large Andrew Chou, Council Member, Diamond Bar, At-Large David Cohen, Council Member, San Jose, Large City Representative Karen Comstock, Council Member, Chino, Inland Empire Division Christine Dietrick, City Attorney, San Luis Obispo, City Attorneys Department Alice Dowdin Calvillo, Council Member, Auburn, Sacramento Valley Division Jerry Dyer, Mayor, Fresno, Large City Marilyn Ezzy Ashcraft, Mayor, Alameda, East Bay Division Neysa Fligor, Vice Mayor, Los Altos, At-Large Todd Gloria, Mayor, San Diego, Large City Karen Goh, Mayor, Bakersfield, Large City Renee Golder, Council Member, Santa Cruz, Monterey Bay Division Rene Guerrero, Assistant Director of Public Works, Ontario, Public Works Department Alexander Hamilton, Fire Chief, Oxnard, Fire Chiefs Department Alma Hernandez, Mayor, Suisun City, North Bay Division Britt Huff, Council Member, Rolling Hills Estates, At-Large Randi Johl, Legislative Director/City Clerk, Temecula, City Clerks Department Ellen Kamei, Mayor, Mountain View, Peninsula Division Jim Lewis, City Manager, Atascadero, City Managers Department César Macias, Special Assistant to Mayor, Oakland, Large City Representative Jeffrey Maloney, Council Member, Alhambra, API Caucus Caity Maple, Council Member, Sacramento, Large City Representative Ray Marquez, Council Member, Chino Hills, At-Large Yvonne Martinez Beltran, Council Member, Morgan Hill, At-Large Rudy Mendoza, Mayor, Woodlake, At-Large John Minto, Mayor, Santee, San Diego County Division Eric Nelson, Planning Commissioner, Dana Point, Planning and Community Development Department Ida Obeso-Martinez, Mayor Pro Tem, Imperial, Imperial County Division Ian Oglesby, Mayor, Seaside, African American Caucus Jaime Patino, Council Member, Union City, At-Large Randall Putz, Council Member, Big Bear Lake, Desert Mountain Division Ana Maria Quintana, Council Member, Bell, At-Large Roberta Raper, Dir of Finance & Technology, West Sacramento, Fiscal Officers Department Dana Reed, Mayor Pro Tem, Indian Wells, Riverside County Division Rex Richardson, Mayor, Long Beach, Large City David Sander, Council Member, Rancho Cordova, NLC Cindy Silva, Council Member, Walnut Creek, At-Large Jeff Smith, Police Chief, Pismo Beach, Police Chiefs Department Erica A. Stewart, Mayor, San Luis Obispo, Channel Counties Division Ali Sajjad Taj, Mayor, Artesia, At-Large John Taylor, Council Member, San Juan Capistrano, Orange County Division Kuldip Thusu, Council Member, Dinuba, South San Joaquin Valley Division Tyller Williamson, Mayor, Monterey, LGBTQ Caucus The Cal Cities Board of Directors Item A Attachment A - Cal Cities Annual Report 2025 Item A: Staff Report Pg. 13 Packet Pg. 639 of 711 City Council Staff Report From: City Manager Report Type: INFORMATION REPORTS Lead Department: Administrative Services Meeting Date: March 2, 2026 Report #:2512-5668 TITLE Sales Tax Digest Q3 2025 (Jul-Sept) ANALYSIS This report transmits information regarding the City of Palo Alto’s sales tax receipts for the third quarter (July - September) of 2025. Highlights from the report are included below. Detailed discussion and data can be found in the Sales Tax Digest (Attachment A). Regional and statewide sales tax - adjusted benchmark year (Attachment A, p. 2): Palo Alto: decreased by 6.4% San Francisco Bay Area: decreased by 1.6% California statewide: decreased by 1.7% Benchmark year comparisons reflect a rolling four-quarter view of economic activity, adjusted to exclude non-period-related payments. City’s most significant activity – quarterly year-over-year comparison (Attachment A, p. 1): Business to Business – Leasing: decreased by 89.1%; represents 2.1% of total sales tax Transportation – New autos: decreased by 5.5%; represents 14.7% of total sales tax These two segments account for over 15% of Palo Alto’s total sales tax for the period and were the primary drivers of the overall decline. County Pool - quarterly year-over-year comparison (Attachment A, p. 4) City share: decreased from 5.9% to 5.6%, or 30 basis points. Total County pool: increased $0.2 million, from $1.4 million to $1.6 million Over the most recent four quarters, the City received approximately $6.8 million from the County Pool, representing about 19% of the City’s total sales tax revenue of $34.1 million during that period. Item B Item B Staff Report Item B: Staff Report Pg. 1 Packet Pg. 640 of 711 ATTACHMENTS Attachment A: 2025 Q3 Sales Tax Digest Summary APPROVED BY: Lauren Lai, Administrative Services Director Item B Item B Staff Report Item B: Staff Report Pg. 2 Packet Pg. 641 of 711 City of Palo Alto Sales Tax Digest Summary Collections through December 2025 Sales July through September 2025 (2025Q3) neumo.com (800)800-8181 Page 1 California Overview For the year ending in the third quarter of 2025, cash receipts increased 2.1% statewide and S.F. Bay Area increased 3.8% in the same period. However, when adjusted for non-period-related payments, the overall economic sales tax activity for the year ending in the third quarter of 2025 decreased by 1.7% statewide and decreased by 1.6% in S.F. Bay Area. City of Palo Alto For the year ending in the third quarter of 2025, sales tax cash receipts for the city decreased by 2.2% from the prior year. However, when adjusted for non-period related payments, the overall economic sales tax activity in Palo Alto for the year ending in the third quarter of 2025 decreased by 6.4%. The decrease in Palo Alto's sales tax revenue was primarily driven by the leasing and new auto sales sectors. On an economic basis, leasing sales tax revenue decreased by 58.0%, representing 8.7% of the city's total sales tax for the year ending in the third quarter of 2025. New auto sales decreased by 29.4% over the same period, contributing 11.6% to the total sales tax revenue for the same period. Same quarter sales tax cash receipts increased by 4.5% in California from Q3 2024 to Q3 2025. Palo Alto citywide sales tax cash receipts decreased by 0.7% over the Q3 2024 to Q3 2025 period. In addition to negative misallocations in Q3 2024, it should be noted that the primary reason for the 0.7% decrease this quarter was due to a significant decrease in cash related activities in the current period. Consequently, on an economic basis (actual sales activity solely during the Q3 quarter) there was a 5.2% decline. The key reasons for the Palo Alto economic decrease this period were due to significant declines in two segments: the leasing segment, which decreased by 89.1% or $1,157,953 in sales tax from Q3 2024, and the new auto sales segment decreased by 5.5%, which comprises 14.7% of the total sales tax for the city. According to the California New Car Dealers Association (CNCDA), California’s new light vehicle registrations increased by 5.3% in 2025Q3. Lastly, increases for restaurants (19.6%) and miscellaneous related items (44.0%) partially mitigated the decreases for leasing and new auto sales. ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 3 Packet Pg. 642 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 2 % of Total / % Change Palo Alto California Statewide S.F. Bay Area Sacramento Valley Central Valley South Coast Inland Empire North Coast General Retail 31.9 / 13.9 29.2 / 0.1 23.1 / -2.4 31.0 / 7.0 38.6 / -6.0 27.8 / 1.2 36.5 / 2.6 27.9 / -0.5 Food Products 21.1 / 7.4 22.1 / -0.2 24.6 / 1.7 17.4 / -2.4 15.2 / -4.6 23.9 / -0.2 18.4 / 1.0 19.5 / 0.3 Transportation 15.4 / -25.0 22.0 / -5.4 19.0 / -4.2 25.6 / -7.2 21.2 / -8.4 22.5 / -5.1 22.1 / -3.1 27.5 / -5.2 Business to Business 24.8 / -26.9 16.0 / -1.7 21.6 / -3.3 13.5 / -9.4 14.8 / -5.0 15.9 / 0.6 10.4 / -1.8 10.3 / -2.8 Misc/Other 6.9 / 42.9 10.7 / -1.9 11.7 / 1.3 12.5 / -11.0 10.2 / -5.6 10.0 / -0.4 12.6 / -2.4 14.8 / -7.1 Total 100.0 / -6.4 100.0 / -1.7 100.0 / -1.6 100.0 / -3.3 100.0 / -6.1 100.0 / -0.9 100.0 / -0.1 100.0 / -2.9 Palo Alto California Statewide S.F. Bay Area Sacramento Valley Central Valley South Coast Inland Empire North Coast Largest Segment Restaurants Restaurants Restaurants Miscellaneous Retail Miscellaneous Retail Restaurants Miscellaneous Retail Restaurants % of Total / % Change 19.2 / 8.1 16.2 / 0.5 18.6 / 2.7 13.8 / 19.7 18.4 / 1.1 17.9 / 0.5 19.4 / 4.9 12.8 / 2.1 2nd Largest Segment Auto Sales - New Miscellaneous Retail Auto Sales - New Restaurants Department Stores Auto Sales - New Restaurants Department Stores % of Total / % Change 11.6 / -29.4 11.8 / 7.7 9.1 / -4.8 12.1 / -1.2 11.0 / -4.5 11.6 / -2.5 12.2 / 2.6 11.4 / -2.4 3rd Largest Segment Miscellaneous Retail Auto Sales - New Miscellaneous Retail Auto Sales - New Restaurants Miscellaneous Retail Auto Sales - New Auto Sales - New % of Total / % Change 9.6 / 28.3 10.8 / -2.0 7.6 / 12.1 11.7 / 1.6 10.1 / -6.4 10.2 / 8.5 10.8 / 2.1 11.0 / -0.3 ECONOMIC CATEGORY ANALYSIS FOR YEAR ENDED 3rd Quarter 2025 ECONOMIC SEGMENT ANALYSIS FOR YEAR ENDED 3rd Quarter 2025 Regional Overview The chart on page two shows adjusted economic benchmark year amounts, which shows the year ended third quarter of 2025 compared to the year ended third quarter of 2024 (benchmark years are rolling annual comparisons through the current quarter). The divergence in growth rates between California and Palo Alto is attributed to the stronger overall performance of sales tax generating businesses statewide compared to those operating in Palo Alto. Regional Overview Chart (Economic) BENCHMARK YEAR 2025Q3 COMPARED TO BENCHMARK YEAR 2024Q3 ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 4 Packet Pg. 643 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 3 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 Quarterly Benchmark Year Leasing 8.7% Restaurants 19.2% Auto Sales -New 11.7% Office Equipment 7.6% Apparel Stores 7.8% All Other 45.0% Net Pools & Adjustments 23.3% Gross Historical Sales Tax Cash Receipts by Benchmark Year and Quarter (Before Adjustments) Net Cash Receipts for Benchmark Year Third Quarter 2025: $34,128,948 *Benchmark year (BMY) is the sum of the current and 3 previous quarters (2025Q3 BMY is sum of 2025 Q3, 2025 Q2, 2025 Q1, 2024 Q4) ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 5 Packet Pg. 644 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 4 2022Q4 2023Q1 2023Q2 2023Q3 2023Q4 2024Q1 2024Q2 2024Q3 2024Q4 2025Q1 2025Q2 2025Q3 Quarter Over Quarter Total County Pool 29,548,556 24,937,663 27,690,772 22,345,960 24,427,230 25,411,165 25,387,888 23,265,567 31,312,972 27,268,380 27,503,817 28,287,141 21.6% Jurisdiction Share 1,817,421 1,499,631 1,755,562 1,489,193 1,638,965 1,523,986 1,611,681 1,377,891 1,834,044 1,673,551 1,685,234 1,595,260 15.8% Jurisdiction % of Total 6.2% 6.0% 6.3% 6.7% 6.7% 6.0% 6.3% 5.9% 5.9% 6.1% 6.1% 5.6% Anderson Honda Magnussen's Toyota Stanford Health Care Apple Stores Neiman Marcus Tesla Arco AM/PM Mini Marts Nordstrom Department Store Tesla Lease Trust Audi Palo Alto Restoration Hardware Tiffany & Company Bloomingdale's Richemont Union 76 Service Stations Hermes Sephora Varian Medical Systems HP Enterprise Services Shell Service Stations Volvo Cars Palo Alto Louis Vuitton Shreve & Co.Wilkes Bashford Macy's Department Store County Pool Results The California sales tax system is known as a "sales and use tax" system. County Pool revenues primarily reflect the use tax generated from transactions that do not involve a physical point of sale within California. Businesses report their use tax quarterly, based on activity conducted throughout the county. The County Pool is distributed each quarter based on a proportional formula. A jurisdiction's quarterly percentage is determined by dividing its total gross sales tax receipts for the quarter by the total gross sales tax receipts of all jurisdictions within the county. Consequently, if Palo Alto's gross sales tax receipts increase relative to the rest of the county during a quarter, the city's share of the total County Pool will also increase. This quarterly percentage is multiplied by the total countywide pool to determine the jurisdiction's quarterly County pool revenue. In the third quarter of 2025, cash receipts for the overall County Pool increased by 21.6% from the same quarter in the prior year. The City’s share of the Countywide Pool decreased to 5.6%. The City’s revenues from the County Pool increased from $1,377,891 in 2024Q3 to $1,595,260 in 2025Q3. TOP 25 SALES/USE TAX CONTRIBUTORS The following list identifies Palo Alto’s Top 25 Sales/Use Tax contributors. The list is in alphabetical order and represents the year ended in the third quarter of 2025. The Top 25 Sales/Use Tax contributors generate 52.8% of Palo Alto’s total sales and use tax revenue. ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 6 Packet Pg. 645 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 5 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Benchmark Year 2025Q3 Benchmark Year 2024Q3 Sales Tax from Largest Non-Confidential Sales Tax Segments (Economic) ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 7 Packet Pg. 646 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 6 Economic Category % 2025Q3 2025Q2 2025Q1 2024Q4 2024Q3 2024Q2 2024Q1 2023Q4 2023Q3 2023Q2 2023Q1 Business To Business 17.9% 1,446,306 1,829,261 2,584,832 2,352,638 2,228,773 2,366,493 2,149,237 2,343,293 2,943,907 2,683,293 2,135,883 Miscellaneous/Other 21.5% 1,731,803 1,504,679 1,542,138 1,284,493 1,682,849 1,595,196 1,951,428 1,870,170 1,546,096 1,302,322 1,517,005 General Retail 26.4% 2,128,953 2,096,092 1,813,504 2,466,315 1,828,014 2,044,006 1,739,261 2,315,882 1,834,297 2,017,885 1,640,927 Food Products 18.1% 1,458,554 1,514,585 1,396,065 1,448,644 1,349,524 1,394,270 1,288,207 1,348,051 1,277,173 1,349,926 1,195,458 Subtotal Economic (Local Business)83.9% 6,765,615 6,944,617 7,336,539 7,552,090 7,089,160 7,399,964 7,128,134 7,877,395 7,601,473 7,353,426 6,489,274 Net Pools & Adjustments 16.1% 1,302,731 1,856,667 633,409 1,737,280 1,033,269 1,359,165 1,143,798 1,867,172 1,986,175 2,084,763 1,586,938 Total Cash Receipts 100.0% 8,068,346 8,801,284 7,969,948 9,289,370 8,122,429 8,759,129 8,271,932 9,744,567 9,587,647 9,438,189 8,076,212 Economic Segment % 2025Q3 2025Q2 2025Q1 2024Q4 2024Q3 2024Q2 2024Q1 2023Q4 2023Q3 2023Q2 2023Q1 Miscellaneous/Other 37.6% 3,034,581 3,294,198 4,175,255 3,939,826 4,070,462 4,102,841 4,114,784 4,409,850 4,635,983 4,197,978 3,818,384 Restaurants 16.5% 1,328,254 1,376,526 1,268,403 1,307,103 1,222,917 1,259,885 1,162,863 1,214,598 1,154,189 1,214,502 1,073,621 Miscellaneous Retail 8.1% 652,655 602,137 529,255 717,726 512,154 582,600 489,040 689,939 480,649 512,077 448,322 Apparel Stores 6.4% 517,728 534,216 455,466 633,554 480,138 531,926 440,402 586,863 478,973 509,894 423,470 Department Stores 5.9% 472,934 503,087 406,470 570,391 432,925 501,499 411,345 549,893 435,388 492,374 356,626 Service Stations 2.3% 183,776 183,941 187,356 187,487 201,591 226,411 198,584 214,900 229,911 222,029 192,723 Food Markets 1.4% 109,640 118,511 107,424 117,774 111,242 114,071 107,031 112,372 103,251 111,465 101,978 Business Services 5.8% 466,047 332,000 206,909 78,229 57,730 80,732 204,085 98,980 83,130 93,106 74,150 Subtotal Economic (Local Business)83.9% 6,765,615 6,944,617 7,336,539 7,552,090 7,089,160 7,399,964 7,128,134 7,877,395 7,601,473 7,353,426 6,489,274 Net Pools & Adjustments 16.1% 1,302,731 1,856,667 633,409 1,737,280 1,033,269 1,359,165 1,143,798 1,867,172 1,986,175 2,084,763 1,586,938 Total Cash Receipts 100.0% 8,068,346 8,801,284 7,969,948 9,289,370 8,122,429 8,759,129 8,271,932 9,744,567 9,587,647 9,438,189 8,076,212 Historical Analysis by Calendar Quarter The chart above shows the categories and segments in quarterly economic-based amounts. The total amount is the net cash receipts, and it was obtained by adding up the categories/segments with the “Net Pools & Adjustments” amount. ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 8 Packet Pg. 647 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 7 Economic Category % 2025Q3 2024Q3 2023Q3 2022Q3 2021Q3 2020Q3 2019Q3 2018Q3 2017Q3 2016Q3 Business To Business 20.1% 6,869,015 9,399,855 10,689,186 8,678,935 7,083,644 8,170,476 8,199,747 6,134,751 5,533,774 5,274,809 Miscellaneous/Other 17.9% 6,105,927 6,980,799 6,236,815 6,732,776 6,508,799 5,535,588 8,214,058 7,119,237 6,064,700 6,214,339 General Retail 26.0% 8,856,515 7,775,757 7,714,150 7,714,757 6,207,000 5,183,848 7,805,483 8,440,417 8,410,442 8,066,588 Food Products 17.2% 5,854,499 5,449,905 5,127,830 4,647,611 3,235,060 3,389,571 4,918,993 4,804,294 4,641,731 4,623,265 Subtotal Economic (Local Business)81.1% 27,685,956 29,606,316 29,767,980 27,774,079 23,034,503 22,279,484 29,138,281 26,498,699 24,650,648 24,179,001 Net Pools & Adjustments 18.9% 6,442,992 5,291,740 6,923,156 5,676,052 5,340,914 5,578,666 5,788,719 5,471,637 4,896,415 4,110,008 Total 100.0% 34,128,948 34,898,056 36,691,136 33,450,131 28,375,417 27,858,150 34,927,000 31,970,336 29,547,063 28,289,009 Economic Segment % 2025Q3 2024Q3 2023Q3 2022Q3 2021Q3 2020Q3 2019Q3 2018Q3 2017Q3 2016Q3 Miscellaneous/Other 0.0%12,927,875 12,448,262 Restaurants 15.6% 5,321,832 4,924,771 4,604,551 4,131,263 2,792,862 2,909,068 4,342,670 4,202,201 4,040,236 4,021,805 Miscellaneous Retail 7.8% 2,660,401 2,072,883 1,895,774 2,031,252 1,751,595 1,231,667 1,653,266 1,682,875 2,034,384 1,992,497 Apparel Stores 6.3% 2,148,334 2,035,253 1,949,764 1,873,244 1,433,251 1,196,455 1,951,720 1,931,692 1,721,857 1,631,712 Department Stores 5.7% 1,952,882 1,915,593 1,817,587 1,774,543 1,327,392 1,014,928 1,842,137 2,085,700 2,032,059 2,188,368 Service Stations 2.2% 767,452 844,203 865,212 867,158 566,217 505,648 693,546 671,528 601,794 554,825 Business Services 3.2% 1,085,287 306,842 402,095 609,268 268,371 547,952 845,196 819,074 790,083 832,423 Food Markets 1.3% 454,747 448,747 438,455 404,790 345,115 385,774 450,076 482,100 502,359 509,109 Subtotal Economic (Local Business)81.1% 27,685,956 29,606,316 29,767,980 27,774,079 23,034,503 22,279,484 29,138,281 26,498,699 24,650,648 24,179,001 Net Pools & Adjustments 18.9% 6,442,992 5,291,740 6,923,156 5,676,052 5,340,914 5,578,666 5,788,719 5,471,637 4,896,415 4,110,008 Total 100.0% 34,128,948 34,898,056 36,691,136 33,450,131 28,375,417 27,858,150 34,927,000 31,970,336 29,547,063 28,289,009 Historical Analysis by Calendar BMY from 2016Q3 to 2025Q3 The chart above shows the categories and segments in benchmark year economic basis amounts. The total amount is the net cash receipts, and it was obtained by adding up the categories/segments with the “Net Pools & Adjustments” amount. Benchmark year (BMY) is the sum of the current and 3 previous quarters (2025Q3 BMY is sum of 2025 Q3, 2025 Q2, 2025 Q1, 2024 Q4). ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 9 Packet Pg. 648 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 8 Ge n e r a l R e t a i l F o o d P r o d u c t s Tr a n s p o r t a t i o n Bu s i n e s s t o B u s i n e s s Mi s c / O t h e r 20 2 5 / 3 T o t a l 20 2 4 / 3 T o t a l % C h g La r g e s t G a i n Se c o n d L a r g e s t Ga i n La r g e s t D e c l i n e Se c o n d L a r g e s t D e c l i n e Campbell 2.6% 0.1% -5.0% 10.4% 1.0% 2,451,723 2,433,271 0.8%I.T. Infrastructure Florist/Nursery Bldg.Matls-Whsle Auto Sales - Used Cupertino 2.2% -3.7% -3.7% -55.8% 19.8% 4,548,732 8,543,003 -46.8%Electronic Equipment I.T. Infrastructure Office Equipment Food Markets Gilroy -2.1% 1.5% 2.8% 11.7% -0.8% 4,145,175 4,099,857 1.1%Auto Sales - New Miscellaneous Retail Apparel Stores Auto Sales - Used Los Altos -8.1% -4.5% -2.1% -39.0% 1.0% 575,296 622,155 -7.5%Miscellaneous Retail Heavy Industry Electronic Equipment Restaurants Los Gatos -3.1% -3.7% -4.2% 8.0% -13.1% 1,269,333 1,316,741 -3.6%Biotechnology Auto Sales - New Service Stations Restaurants Milpitas 13.2% 3.3% -7.0% 10.6% 43.1% 6,346,228 5,831,835 8.8%Office Equipment Miscellaneous Retail Electronic Equipment Apparel Stores Morgan Hill -4.9% 3.4% -6.5% 24.1% -1.6% 2,468,878 2,482,237 -0.5%Electronic Equipment Heavy Industry Misc. Vehicle Sales Service Stations Mountain View 9.6% -0.3% 4.6% 45.4% 44.1% 4,590,893 4,256,537 7.9%Office Equipment Miscellaneous Retail Service Stations Auto Sales - Used Palo Alto 15.5% 5.6% -5.7% -34.9% 31.1% 6,767,977 7,138,856 -5.2%Business Services Miscellaneous Retail Leasing Auto Sales - New San Jose 9.0% 4.8% -9.4% -3.2% 4.5% 56,661,831 55,552,013 2.0%Miscellaneous Retail Restaurants Green Energy Auto Sales - New Santa Clara 3.1% 7.2% 6.5% -16.0% 10.1% 14,801,014 15,676,392 -5.6%Restaurants Auto Sales - New Office Equipment Electronic Equipment County of Santa Clara 38.0% -2.7% -50.7% -12.6% -5.5% 1,324,834 1,372,753 -3.5%Apparel Stores Food Markets Misc. Vehicle Sales Electronic Equipment Saratoga -5.3% -2.8% -14.9% 36.3% -55.0% 251,332 273,969 -8.3%Furniture/Appliance Office Equipment Bldg.Matls-Whsle Auto Parts/Repair Sunnyvale -4.6% 2.4% 6.6% 17.6% -18.5% 8,384,289 7,861,482 6.7%Light Industry Business Services Miscellaneous Retail Office Equipment Quarterly Analysis by Sales Tax Category: Change from 2024Q3 to 2025Q3 (Economic) Unlike the chart on page one which showed a ‘benchmark year’ through the third quarter of 2025, the chart above shows a comparison of one quarter only – third quarter of 2025 to third quarter of 2024. This chart is for local ‘brick and mortar’ businesses, and it excludes county pools and adjustments. ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 10 Packet Pg. 649 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 9 California Avenue % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL FOOD PRODUCTS 10.4% 110,405 99,992 64.8%61.2% GENERAL RETAIL 2.0% 25,986 25,473 15.3%15.6% ALL OTHER -10.5% 33,974 37,977 19.9%23.2% TOTAL 4.2% 170,365 163,443 100.0% 100.0% El Camino Real and Midtown % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL FOOD PRODUCTS -3.6% 149,218 154,811 81.7%81.1% GENERAL RETAIL -5.9% 30,321 32,239 16.6%16.9% ALL OTHER -19.1% 3,032 3,747 1.7%2.0% TOTAL -4.3% 182,572 190,798 100.0% 100.0% Greater Downtown % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL FOOD PRODUCTS 7.0% 521,829 487,827 63.4%63.8% GENERAL RETAIL 17.3% 260,543 222,177 31.6%29.1% BUSINESS TO BUSINESS -15.0% 32,833 38,641 4.0%5.1% MISCELLANEOUS 31.3% 8,068 6,143 1.0%0.8% CONSTRUCTION -99.7% 35 10,017 0.0%1.3% TRANSPORTATION 0.0%0 0 0.0%0.0% TOTAL 7.6% 823,307 764,805 100.0% 100.0% Stanford Shopping Center % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL GENERAL RETAIL 4.9% 1,304,771 1,244,093 87.3%80.0% FOOD PRODUCTS -17.4% 132,216 160,132 8.8%10.3% ALL OTHER -61.2% 58,425 150,683 3.9%9.7% TOTAL -3.8% 1,495,412 1,554,908 100.0% 100.0% City of Palo Alto Geo Areas & Citywide Chart Data: Change from 2024Q3 to 2025Q3 (Economic) ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 11 Packet Pg. 650 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 10 Town And Country Shopping Center % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL FOOD PRODUCTS 5.2% 118,209 112,356 59.8%61.3% GENERAL RETAIL 3.7% 73,429 70,839 37.1%38.6% ALL OTHER 5048.5% 6,073 118 3.1%0.1% TOTAL 7.9% 197,710 183,313 100.0% 100.0% All Other Geos Combined % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL GENERAL RETAIL 5.9% 1,774,914 1,675,242 33.9%26.7% TRANSPORTATION -5.7% 1,239,400 1,314,344 23.7%20.9% FOOD PRODUCTS 4.4% 1,199,755 1,149,563 22.9%18.3% BUSINESS TO BUSINESS -56.6% 888,201 2,046,020 17.0%32.6% MISCELLANEOUS 57.5% 96,072 61,013 1.8%1.0% CONSTRUCTION -2.4% 31,894 32,665 0.6%0.5% TOTAL -16.7% 5,230,236 6,278,847 100.0% 100.0% All Other Geo Area Totals with Balance of Jurisdiction Comparison 25Q3 & 24Q3 % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL Balance of Jurisdiction -31.0% 2,360,869 3,421,581 45.1%54.5% Stanford Shopping Center -3.8% 1,495,412 1,554,908 28.6%24.8% Greater Downtown 7.6% 823,307 764,805 15.7%12.2% Town And Country Shopping Center 7.9% 197,710 183,313 3.8%2.9% El Camino Real and Midtown -4.3% 182,572 190,798 3.5%3.0% California Avenue 4.2% 170,365 163,443 3.3%2.6% TOTAL -16.7% 5,230,236 6,278,847 100.0% 100.0% Palo Alto citywide QE 25Q3 & 24Q3 % CHANGE QoQ 2025Q3 QE 2024Q3 QE 25Q3 % OF TOTAL 24Q3 % OF TOTAL GENERAL RETAIL 15.5% 2,128,953 1,842,890 31.5%25.8% FOOD PRODUCTS 5.6% 1,458,554 1,381,790 21.6%19.4% BUSINESS TO BUSINESS -34.9% 1,446,306 2,221,607 21.4%31.1% TRANSPORTATION -5.7% 1,242,085 1,317,354 18.4%18.5% MISCELLANEOUS 40.3% 364,733 259,926 5.4%3.6% CONSTRUCTION 10.5% 127,346 115,289 1.9%1.6% TOTAL -5.2% 6,767,977 7,138,856 100.0% 100.0% City of Palo Alto Geo Areas & Citywide Chart Data: Change from 2024Q3 to 2025Q3 (Economic) Cont. ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 12 Packet Pg. 651 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 11 FOOD PRODUCTS, 10.4%CHANGE, $110,405 , 64.8%TOTAL GENERAL RETAIL, 2.0% CHANGE, $25,986 , 15.3%TOTAL ALL OTHER, -10.5% CHANGE, $33,974 , 19.9%TOTAL California Avenue 2025Q3 SALES TAX AMOUNTS FOOD PRODUCTS, $99,992 , 61.2%TOTAL GENERAL RETAIL, $25,473 , 15.6%TOTAL ALL OTHER, $37,977 , 23.2%TOTAL California Avenue 2024Q3 SALES TAX AMOUNTS FOOD PRODUCTS, -3.6%CHANGE, $149,218 , 81.7%TOTAL GENERAL RETAIL, -5.9% CHANGE, $30,321 , 16.6%TOTAL ALL OTHER, -19.1% CHANGE, $3,032 , 1.7%TOTAL El Camino Real and Midtown 2025Q3 SALES TAX AMOUNTS FOOD PRODUCTS, $154,811 , 81.1%TOTAL GENERAL RETAIL, $32,239 , 16.9%TOTAL ALL OTHER, $3,747 , 2.0%TOTAL El Camino Real and Midtown 2024Q3 SALES TAX AMOUNTS City of Palo Alto Geo Area Pie Charts ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 13 Packet Pg. 652 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 12 FOOD PRODUCTS, 7.0%CHANGE, $521,829 63.4%TOTAL GENERAL RETAIL, 17.3% CHANGE, $260,543 , 31.6%TOTAL BUSINESS TO BUSINESS, -15.0% CHANGE, $32,833 , 4.0%TOTAL MISCELLANEOUS, 31.3% CHANGE, $8,068 , 1.0%TOTAL CONSTRUCTION, -99.7% CHANGE, $35 , 0.0%TOTAL Greater Downtown 2025Q3 SALES TAX AMOUNTS FOOD PRODUCTS, $487,827 , 63.8%TOTAL GENERAL RETAIL, $222,177 , 29.1%TOTAL BUSINESS TO BUSINESS, $38,641 , 5.1%TOTAL MISCELLANEOUS, $6,143 0.8%TOTAL CONSTRUCTION, $10,017 1.3%TOTAL Greater Downtown 2024Q3 SALES TAX AMOUNTS GENERAL RETAIL $1,244,093 80.0%TOTAL FOOD PRODUCTS, $160,132 10.3%TOTAL ALL OTHER, $150,683 9.7%TOTAL Stanford Shopping Center 2024Q3 SALES TAX AMOUNTS GENERAL RETAIL, 4.9% CHANGE, $1,304,771 87.3%TOTALFOOD PRODUCTS, -17.4% CHANGE $132,216 , 8.8%TOTAL ALL OTHER, -61.2% CHANGE $58,425 , 3.9%TOTAL Stanford Shopping Center 2025Q3 SALES TAX AMOUNTS City of Palo Alto Geo Area Pie Charts ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 14 Packet Pg. 653 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 13 FOOD PRODUCTS, 5.2%CHANGE, $118,209 , 59.8%TOTAL GENERAL RETAIL, 3.7% CHANGE, $73,429 , 37.1%TOTAL ALL OTHER, 5048.5% CHANGE, $6,073 , 3.1%TOTAL Town And Country Shopping Center 2025Q3 SALES TAX AMOUNTS FOOD PRODUCTS, $112,356 , 61.3%TOTAL GENERAL RETAIL, $70,839 , 38.6%TOTAL ALL OTHER, $118 , 0.1%TOTAL Town And Country Shopping Center 2024Q3 SALES TAX AMOUNTS GENERAL RETAIL, 5.9%CHANGE $1,774,914 , 33.9%TOTAL TRANSPORTATION, -5.7% CHANGE, $1,239,400 23.7%TOTAL FOOD PRODUCTS, 4.4% CHANGE $1,199,755 , 22.9%TOTAL BUSINESS TO BUSINESS, -56.6% CHANGE, $888,201 17.0%TOTAL MISCELLANEOUS, 57.5% CHANGE, $96,072 , 1.8%TOTAL CONSTRUCTION, -2.4% CHANGE, $31,894 , 0.6%TOTAL All Other Geos Combined 2025Q3 SALES TAX AMOUNTS GENERAL RETAIL, $1,675,242 , 26.7%TOTAL TRANSPORTATION, $1,314,344 , 20.9%TOTAL FOOD PRODUCTS, $1,149,563 , 18.3%TOTAL BUSINESS TO BUSINESS, $2,046,020 , 32.6%TOTAL MISCELLANEOUS, $61,013 , 1.0%TOTAL CONSTRUCTION, $32,665 , 0.5%TOTAL All Other Geos Combined 2024Q3 SALES TAX AMOUNTS City of Palo Alto Geo Area Pie Charts ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 15 Packet Pg. 654 of 711 City of Palo Alto neumo.com (800) 800-8181 Page 14 GENERAL RETAIL, 15.5% CHANGE, $2,128,953 , 31.5%TOTAL FOOD PRODUCTS, 5.6% CHANGE, $1,458,554 , 21.6%TOTAL BUSINESS TO BUSINESS, -34.9% CHANGE, $1,446,306 , 21.4%TOTAL TRANSPORTATION, -5.7% CHANGE, $1,242,085 , 18.4%TOTAL MISCELLANEOUS, 40.3% CHANGE, $364,733 , 5.4%TOTAL CONSTRUCTION, 10.5% CHANGE, $127,346 , 1.9%TOTAL Palo Alto citywide 2025Q3 SALES TAX AMOUNTS GENERAL RETAIL, $1,842,890 , 25.8%TOTAL FOOD PRODUCTS, $1,381,790 , 19.4%TOTALBUSINESS TO BUSINESS, $2,221,607 , 31.1%TOTAL TRANSPORTATION, $1,317,354 , 18.5%TOTAL MISCELLANEOUS, $259,926 , 3.6%TOTAL CONSTRUCTION, $115,289 , 1.6%TOTAL Palo Alto citywide 2024Q3 SALES TAX AMOUNTS Balance of Jurisdiction, -31.0%CHANGE, $2,360,869 , 45.1%TOTAL Stanford Shopping Center, -3.8% CHANGE, $1,495,412 , 28.6%TOTAL Greater Downtown, 7.6% CHANGE, $823,307 , 15.7%TOTAL Town And Country Shopping Center, 7.9% CHANGE, $197,710 , 3.8%TOTAL El Camino Real and Midtown, -4.3% CHANGE, $182,572 , 3.5%TOTAL California Avenue, 4.2% CHANGE, $170,365 , 3.3%TOTAL All Other Geo Area Totals with Balance of Jurisdiction Comparison 2025Q3 SALES TAX AMOUNTS Balance of Jurisdiction, $3,421,581 , 54.5%TOTAL Stanford Shopping Center, $1,554,908 , 24.8%TOTAL Greater Downtown, $764,805 , 12.2%TOTAL Town And Country Shopping Center, $183,313 , 2.9%TOTAL El Camino Real and Midtown, $190,798 , 3.0%TOTAL California Avenue, $163,443 , 2.6%TOTAL All Other Geo Area Totals with Balance of Jurisdiction Comparison 2024Q3 SALES TAX AMOUNTS City of Palo Alto Geo Area & Citywide Pie Charts ATTACHMENT AItem B Attachment A - 2025 Q3 Sales Tax Digest Summary Item B: Staff Report Pg. 16 Packet Pg. 655 of 711 City Council Staff Report From: City Manager Report Type: INFORMATION REPORTS Lead Department: Utilities Meeting Date: March 2, 2026 Report #:2601-5845 TITLE Informational Report on Residential Electric and Water Utility Customer Satisfaction Survey Results RECOMMENDATION This is an informational item. There is no recommendation. EXECUTIVE SUMMARY The City of Palo Alto Utilities (CPAU) conducts annual utilities customer satisfaction surveys to gauge perspectives on critical utilities issues. This report summarizes the latest results of the residential electric and water utility customer surveys performed October 14 through November 25, 2025. Key findings include: • CPAU significantly outperforms aggregated statewide municipal and investor-owned utility (IOU) benchmarks in both water and electric across most key metrics. • Results indicate strong local trust, high performance in reliability and quality, and benefits from a carbon-neutral, community-focused utility model. • CPAU should focus on customer service first-contact resolution to reduce repeat contacts by standardizing workflows for the most common inquiries, such as billing issues, and developing a process for rapid resolution review. • It is recommended that CPAU communicate more broadly about emergency preparedness, emergency response, and coordination with other City departments, such as the Office of Emergency Services, so customers have a better understanding of how well their utility is prepared to handle natural disasters or drought. Staff presented this report of survey results and presentation linked below to the Utilities Advisory Commission (UAC) on February 4, 2026. The presentation describes the goals, methodology, key findings, and strategic action considerations for CPAU based on customer feedback and insights. Additionally, copies of both the full report of results from the electric and water surveys are included as attachments to this report. The discussion with Item C Item C Staff Report Item C: Staff Report Pg. 1 Packet Pg. 656 of 711 Commissioners focused on the need to expand communication in the areas of customer programs, emergency response, and infrastructure projects to highlight reliability improvements and conservation benefits. Customer survey results revealed that when ratings to questions are lower, it is often due to customers responding they are ”unsure” about how CPAU ranks in a certain area. This is an opportunity to increase email and other digital means of communication, as well as continue with print materials, to reach a broader audience, particularly for some of these core topics. BACKGROUND ANALYSIS Overall Performance Context Water Service: CPAU's average positive rating across organizational characteristics was 80.0% (+1.1 percentage points compared to 2023), compared to 63.3% for the statewide municipal utility customer aggregate. CPAU scored higher on every single characteristic, Item C Item C Staff Report Item C: Staff Report Pg. 2 Packet Pg. 657 of 711 with the largest gaps in “environmental responsibility” (+23.2 percentage points), "promoting efficient use and conservation" (+22.4 percentage points) and “monitoring water quality” (21.0 percentage points). Electric Service: CPAU's average positive rating was 74.4% (+3.5 percentage points compared to 2023), compared to 62.0% for statewide municipal utilities and 62.6% for IOUs. CPAU led on 10 of 11 characteristics, with the highest scores in reliability (+19.5 percentage points), outage restoration (+18.3 percentage points), and commitment to renewables (+23.7 percentage points). Key Strengths Highlighted in Deeper Analysis Alignment of Performance and Priorities: In both surveys, CPAU shows strong alignment between what customers rate as most important (e.g., water quality and monitoring, reliable supply, value for cost) and where CPAU earns its highest scores. This alignment is tighter than the municipal utility averages, contributing to high Net Positive Scores (86.1% among water customers; 82.1% among electric customers). Net Positive Score (NP+S) = (advocates + loyal + satisfied). Value and Affordability Perception: Despite rate pressures felt industry-wide, CPAU customers rate value and reasonableness higher than benchmarks. For example, 68.0% rate water value "good/very good"; and 71.8% find electric rates reasonable, which is 7.4 percentage points higher than other electric municipal utilities in California. Environmental and Conservation Leadership: High ratings for conservation promotion and renewable commitment stand out as differentiators versus other municipal utilities. Areas of Opportunity Customer Service Resolution: First contact resolution dipped modestly among both water customers (-13.9 percentage points) and electric customers (-3.8 percentage points). Billing inquiries and lack of prior resolution were common drivers of repeat contacts. These are common pain points for many municipal utilities dealing with rate complexity. Also, customers are increasingly expecting to find more information on their utility’s website and turning to customer service when they cannot find this information. Preparedness Perceptions: Lower confidence in drought, natural disaster, and emergency preparedness. These are notably below municipal utility averages in some Item C Item C Staff Report Item C: Staff Report Pg. 3 Packet Pg. 658 of 711 cases and may reflect statewide anxiety around climate risks rather than CPAU-specific issues. Digital Tools and Communication: Satisfaction with self-service digital options lagged behind municipal utility averages in the electric survey (-9.8 percentage points), suggesting room to enhance online portals for account management or other self- service activities. Action Items Strengthen customer service first-contact resolution through billing issue workflows, identifying common failure points such as unclear bill language, difficulty navigating online account tools, or delayed processing. Integrate proactive digital tools, such as estimated bill explanations or usage trend visualizations, to help customers self- diagnose matters before contacting support, reducing call volume and complexity. Enhance education about utility rates and affordability through robust outreach campaigns, utilizing a variety of different media, to better communicate the value of publicly owned utilities. Expand communication about infrastructure improvements, highlighting regular updates on water and energy infrastructure projects to showcase reliability improvements and conservation benefits. Clearly articulate how these investments align with CPAU’s mission, customer priorities, and affordability. Communicate more broadly about CPAU’s emergency preparedness and emergency response planning, particularly in partnership with other city departments such as the Office of Emergency Services. This relates to CPAU’s abilities to respond to natural disasters such as earthquakes or wildfires, and droughts. Communication outlets include utility bill inserts, website updates, and community outreach events. Develop income-specific messaging pathways for electric appliance replacement programs that reflect the motivations, financial constraints, and support needs of each group. Offer simplified “guided installation pathways,” including contractor recommendations and step-by-step support for high-income customers who prioritize convenience and trusted installation partners. Enhance outreach during key replacement moments, such as emergency replacements, with clearer, faster messaging on available rebates and financing options. Amplify outreach campaigns to inform water customers about efficient usage and rebate opportunities. Align rebate tiers and cost-share structures with demonstrated willingness-to-pay segments, ensuring that lower-cost options remain accessible to customers with limited budgets. Item C Item C Staff Report Item C: Staff Report Pg. 4 Packet Pg. 659 of 711 Seek additional ways to communicate more frequently with customers via both digital channels such as email and direct mail about important utilities issues. Expected Outcomes CPAU plans to implement the identified action items and address key takeaway results to improve customer satisfaction, trust, awareness, and engagement. Survey results indicate that an improved understanding of rates and the value of what goes into those investments, including program benefits, will lead to increased satisfaction and trust. Dedicated efforts to raise awareness among different customer groups about programs and resources will lead to higher participation in energy and water efficiency initiatives, as well as accelerate adoption of electrification solutions and conservation practices. Expanding educational outreach and awareness around rates, infrastructure investments, emergency preparedness, and affordability initiatives will build greater trust in CPAU among customers. Customer relationships will be strengthened, solidifying CPAU’s reputation as a reliable utility provider focused on community needs. FISCAL/RESOURCE IMPACT CPAU compensated GreatBlue Research, Inc. in the amount of $22,000 for the statewide residential electric and water customer surveys and oversampling survey of Palo Alto residents. STAKEHOLDER ENGAGEMENT GreatBlue Research, Inc. utilized digital data collection to field responses from a statistically significant, random sampling of residents. Staff provided public outreach to the Palo Alto community to ensure the legitimacy of the surveys and encourage greater participation. Staff presented this report of results to the Utilities Advisory Commission on February 4, 2026, and have incorporated feedback from the commissioners in this report to City Council. ENVIRONMENTAL REVIEW This does not meet the definition of a project, pursuant to Section 21065 of the California Environmental Quality Act, thus no environmental review is required. ATTACHMENTS/LINKS: Attachment A: City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Attachment B: City of Palo Alto Utilities Residential Water Customer Satisfaction Report 2025 Presentation APPROVED BY: Alan Kurotori, Director of Utilities Item C Item C Staff Report Item C: Staff Report Pg. 5 Packet Pg. 660 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 6 Packet Pg. 661 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 7 Packet Pg. 662 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 8 Packet Pg. 663 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 9 Packet Pg. 664 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 10 Packet Pg. 665 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 11 Packet Pg. 666 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 12 Packet Pg. 667 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 13 Packet Pg. 668 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 14 Packet Pg. 669 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 15 Packet Pg. 670 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 16 Packet Pg. 671 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 17 Packet Pg. 672 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 18 Packet Pg. 673 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 19 Packet Pg. 674 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 20 Packet Pg. 675 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 21 Packet Pg. 676 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 22 Packet Pg. 677 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 23 Packet Pg. 678 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 24 Packet Pg. 679 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 25 Packet Pg. 680 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 26 Packet Pg. 681 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 27 Packet Pg. 682 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 28 Packet Pg. 683 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 29 Packet Pg. 684 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 30 Packet Pg. 685 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 31 Packet Pg. 686 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 32 Packet Pg. 687 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 33 Packet Pg. 688 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 34 Packet Pg. 689 of 711 Item C Attachment A - City of Palo Alto Utilities Residential Electric Customer Satisfaction Report 2025 Item C: Staff Report Pg. 35 Packet Pg. 690 of 711 Item C Attachment B - City of Palo Alto Utilities Residential Water Customer Satisfaction Report 2025 Item C: Staff Report Pg. 36 Packet Pg. 691 of 711 Item C Attachment B - City of Palo Alto Utilities Residential Water Customer Satisfaction Report 2025 Item C: Staff Report Pg. 37 Packet Pg. 692 of 711 Item C Attachment B - City of Palo Alto Utilities Residential Water Customer Satisfaction Report 2025 Item C: Staff Report Pg. 38 Packet Pg. 693 of 711 Item C Attachment B - 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