Palo Alto City Council
March 21, 2022

1 City Council
Special Meeting
Monday, March 21, 2022
5:00 PM
Council Chambers & Virtual

AMENDED
Amended items appear below in RED
Pursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with the option to attend by teleconference/video conference or in person. To maximize public safety while still maintaining transparency and public access, members of the public can choose to participate from home or attend in person. Information on how the public may observe and participate in the meeting is located at the end of the agenda. Masks are strongly encouraged.

HOW TO PARTICIPATE

VIRTUAL PARTICIPATION
CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone:1(669)900-6833
Th
e meeting will be broadcast on Cable TV Channel 26, live on YouTube at https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media Center at https://midpenmedia.org.

TIME ESTIMATES
Time estimates are provided as part of the Council's effort to manage its time at Council meetings. 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.

PUBLIC COMMENTS
Public Comments will be accep ted both in person and v ia Zoom meeting. All requests to speak will be taken until 5 minutes after the staff’s presentation. Written public comments can be submitted in advance to [email protected] 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 email subject line.

CALL TO ORDER
SPECIAL ORDERS OF THE DAY (5:00 - 5:20 PM)

1. Tokyo Paralympics Gold Medal Winner Palo Alto Resident Katie Holloway Bridge
2 S pecial Meeting March 21, 2022
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for publ
ic inspection at www.CityofPaloAlto.org.

AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT (5:20 - 5:35 PM)
Members of the public may speak to any item NOT on the agenda. Council reserves the right to limit the duration of Oral Communications period to 30 minutes.

CONSENT CALENDAR (5:35 - 5:40 PM)
Items will be voted on in one motion unless removed from the calendar by three Council Members.

2. Approve Minutes from the March 7, 2022 City Council Meeting

3. Approval of a Construction Contract With Casey Construction , Inc. for Sewer Lateral Installation, Repair and Replacement and Wastewater Collection System Rehabilitation in a Total Not- to-Exceed Amount of $2,998,266 for a Three-Year Term Through June 2025

4. Authorize Tra nsmittal of the 2021 Comprehensive Plan Annual Progress Report to the Office of Planning and Research and the 2021 Housing Element Annual Progress Report to the Department of Housing and Community Development

5. Accept the Stanford University Medical Cente r (SUMC) Annual Report for Fiscal Year 2020 -2021 and Find the SUMC Parties in Compliance With the Development Agreement

6. Approval of Task Order Construction Contract C22183580 With MP Nexlevel of California, Inc. in the Amount not to exceed $8,815,809 for Trenching and Substructure Installation a nd Materials; Authorization for the City Manager to Negotiate and Execute Related but Unforeseen Change Orders Not -to-Exceed $881,581, for a Total Not-to-Exceed Amount of $9,697,390 Over Three Years

7. Approval of Construction Contract C22184073 with O'Gr ady Paving Inc. in the Amount of $1,200,234, and Authorization for the City Manager or Their Designee to Negotiate and Execute Change Orders for Related Additional but Unforeseen Work that May Develop During the Project Up to a Not -to-Exceed Amount of $118,523, for the Fiscal Year 2022 Asphalt Paving, Capital Improvements Program Projects PE - 86070, PO-12001, PL-04010 and PO-89003

8. Approval of Amendment Number One to Contract C19173550 with Accela, Inc. to add th e Accela Mobile Office and Accela Electronic Reporting Database Modules to this Online Services Contract, and to Increase the Compensation by an Amount Not -To-Exceed $57,210 for a New Total Not-to-Exceed Amount of $848,554
Q & A
3 Spec ial Meeting March 21, 2022
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public i
nspection at www.CityofPaloAlto.org.

9. Direct Staff to Relinquish S. Palo Alto Bikeways Project Grant Under OBAG2 and Reapply Under OBAG3 in May, 2022 to Allow For Additional Time to Meet Project Outreach, Design, and CEQA Requirements

ACTION ITEMS
Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials, Unfinished Business and Council Matters.

10. Adoption of an Interim Ordinance Establishing Objective Urban Lot Split Standards and Further Refinements to SB 9 Development Standards; Authorizing the Public Works Director to Publish Objective Standards Regarding Adjacent Improvements Related to SB 9 Projects; and Direction Regarding Listing Properties Eligible for Historic Status. (6:00 PM – 7:45 PM) Supplemental Memo Added

11. Approve the Housing Element Working Group and Planning and Transportation Commission Recommendations for the 2023-31 Housing Element Sites and Their Associated Unit Yields as Well as Potential Feedback on Housing Element Policies and Programs, or Other Housing-Related Direction to Staff.
(7:45 PM – 9:45 PM) Late Packet Report Added

COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS
Members of the public may not speak to the item(s)

ADJOURNMENT

INFORMATION REPORTS
Information reports are provided for informational purposes only to the Council and the public but are not listed for action during this meeting’s agenda.

12. Rental Residential Vacancy Rate Determination for Three Plus Dwelling Units for Calendar Year 2021

OTHER INFORMATION
• Standing Committee Meeting- Canceled Finance Committee 3/15 • Schedule of Meetings
• Public Letters to Council
Public Letters
Public Letters
Public Letters
Presentation
CITY MANAGER COMMENTS (5:40 - 6:00 PM)
Presentation
Presentation
4 Special Meeting March 21, 2022
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org.

AMENDED AGEND ITEMS
Items that have been added/modified from the original publication of the agenda are listed below. Any corresponding materials are appended to the end of the initial packet. If full items have been added to the Agenda, they will be denoted with a number staring with AA, meaning Amended Agenda item.

10. Adoption of an Interim Ordinance Establishing Objective Urban Lot Split Standards and Further Refinements to SB 9 Development Standards; Authorizing the Public Works Director to Publish Objective Standards Regarding Adjacent Improvements Related to SB 9 Projects; and Direction Regarding Listing Properties Eligible for Historic Status. (6:00 PM – 7:45 PM) Supplemental Memo Added

11. Approve the Housing Element Working Group and Planning and Transportation Commission Recommendations for the 2023-31 Housing Element Sites and Their Associated Unit Yields as Well as Potential Feedback on Housing Element Policies and Programs, or Other Housing-Related Direction to Staff.
(7:45 PM – 9:45 PM) Late Packet Report Added
5 Special Meeting March 21, 2022
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org.

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 [email protected].

2. Spoken public comments using a computer 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.

A. 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.

B. 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.

C. 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.

D. When called, please limit your remarks to the time limit allotted.

E. A timer will be shown on the computer to help keep track of your comments.

3. Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B-E above.

4. Spoken public comments 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

City of Palo Alto (ID # 14109)
Office of the City Clerk
City Council CAO Report

Meeting Date: 3/21/2022

Title: Approve Minutes from the March 7, 2022 City Council Meeting From: Lesley Milton, City Clerk

Staff recommends Council to review and approve the minutes as presented.

ATTACHMENTS:
• Attachment2.a: Attachment A: 20220307amCCs Draft (PDF) 2 Packet Pg. 5

CITY COUNCIL

DRAFT ACTION MINUTES

Special Meeting
March 07, 2022
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual teleconference at 5:00 P.M.

Present: Burt, Cormack, DuBois, Filseth, Kou, Stone, Tanaka

Absent: None
Closed Session

1. CONFERENCE WITH LABOR NEGOTIATORS City Designated
Representatives: City Manager and his Designees Pursuant to Merit System Rules and Regulations (Ed Shikada, Kiely Nose, Rumi Portillo, Sandra Blanch, Nicholas Raisch, Tori Anthony, Molly Stump, and Terence Howzell) Employee Organization: Service Employees International Union, (SEIU) Local 521, Utilities Management and Professional Association of Palo Alto (UMPAPA)Palo Alto Peace Officers’ Association (PAPOA), Palo Alto Police Management As sociation (PMA), International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs Association (FCA), Management and Professional Employees (MGMT) ; Authority: Government Code Section 54957.6 (a).

MOTION: Council Member Cormack moved, se conded by Mayor Burt to go into Closed Session.

MOTION PASSED: 6-0 Tanaka Absent
Council Member Tanaka arrived at 5:10 PM.

Council went into Closed Session at 5:06 P.M.

Council returned from Closed Session at 6:36 P.M.

There were no announcements for the public.

Special Orders of the Day

2. Proclamation Honoring Bob Hoover.

NO ACTION TAKEN

2.a
Packet Pg. 6

DRAFT ACTION MINUTES

Sp. City Council Meeting
Action Minutes: 03/07/2022

Study Session

3. Joint Study Session with the Utilities Advisory Commission Regarding.

SCAP Development and Implementation

NO ACTION TAKEN
Agenda Changes, Additions and Deletions
NONE
Consent Calendar
Council Member Tanaka registered a no vote on Agenda Item Number 5.

MOTION: Council Member DuBois moved, seconded by Council Member Cormack to approve Agenda Item Numbers 4-5 & AA1.

4. Adoption of a Resolution 10021 Authorizing Use of Teleconferencing for Council Meetings During Covid-19 State of Emergency.

5. Adoption of a Res olution 10022 Amending the City’s 2020 Water Shortage Contingency Plan in Compliance With the State Water Resources Control Board’s January 4, 2022 Emergency Water Conservation Regulations and Implementing Stage I of Palo Alto’s Amended 2020 Water Shortage Contingency Plan.

AA1. Discontinuation of Vaccination/Testing Checks at City Meetings.

MOTION SPLIT FOR PURPOSES OF VOTING
ITEMS 4, AA1 OF MOTION PASSED: 7-0
ITEM 5 PASSED: 6-1, Tanaka no
Council took a break from 8:10 PM to 8:19 PM
Action Items

6. Parks and Recreation Commission (PRC) recommends that Council Direct Staff and the PRC to Assess and Conduct Public Outreach on a new Community Gymnasium Project in Palo Alto.

MOTION: Council Member DuBois moved, seconded by Council Member Stone to direct staff and Parks and Recreation Commission to conduct public outreach on a new gym, including location, siting, gym features, cost

2.a
Packet Pg. 7

DRAFT ACTION MINUTES

Sp. City Council Meeting
Action Minutes: 03/07/2022
estimates, funding timeline, demand assessment and prioritization of projects.

PRC to also investigate fundraising.

MOTION PASSED: 7-0

7. Colleague's Memo From Vice Mayor Kou and Mayor Burt: Recognizing Key Dates to Advance Race and Equity.

MOTION: Council Member Burt moved, seconded by Vice Mayor Kou to formally recognize and celebrate the following dates:

A. Juneteenth, Cesar Chavez and Dolores Huerta Day, and add Indigenous People’s Day as dates of historic significance, and May as Asian American Pacific Islander Native Hawaiian Heritage Month; and B. Authorize Proclamations celebrating the above dates; C. Refer to the Human Relations Commission recommendations on how to best recognize and celebrate these dates; and
D. Ask the HRC to evaluate recognition of Holocaust Remembrance Day and Armenian Remembrance Day and evaluate if October 11 th should
be redesignated as Italian Heritage Day.

MOTION PASSED: 7-0
Adjournment: The meeting was adjourned at 10:03 P.M.

ATTEST: APPROVED:
____________________ ____________________
City Clerk Mayor NOTE: Action minutes a re prepared in accordance with Palo Alto Municipal Code (PAMC) 2.04.160(a) and (b). Summary minutes (sense) are prepared in accordance with PAMC Section 2.04.160(c). Beginning in January 2018, in accordance with Ordinance No. 5423 , the City Council found action minutes and the video/audio recordings of Council proceedings to be the official records of both Council and committee proceedings. These recordings are available on the City’s website.

2.a
Packet Pg. 8

City of Palo Alto (ID # 13569)
City Council Staff Report

Meeting Date: 3/21/2022

City of Palo Alto Page 1

Title: Approval of a Construction Contract With Casey Construction, Inc. for Sewer Lateral Installation, Repair and Replacement and Wastewater Collection System Rehabilitation in a Total Not -to-Exceed Amount of $2,998,266 for a Three -Year Term Through June 2025
From: City Manager
Lead Department: Utilities

Recommendation
Staff recommends the City Council approve and authorize the City Manager or their designee to execute the attached contract with Casey Construction, Inc. C23183408 (Linked Document) for a three (3) year term with a total not -to-exceed amount of $ 2,998,266 for Sewer Lateral Replacement and Rehabilitation (WC-99013) Capital Improvement project.

Background
The City’s Utility Department is responsible for the maintenance, repair, and replacement of lower sewer laterals that extend between the main and City cleanout near the c ustomer’s property line. As part of the Sanitary Sewer Maintenance Program (SSMP), the City ’s goal is to inspect and clean 3,300 sewer laterals annually out of the approximate 18,000 City owned sewer laterals. During the inspection process sewer lateral defects are graded on a standardized scale. The City also maintains data on sewer overflows from laterals. This information is used to determine the location of frequent overflows. The data from the inspections and the sewer overflows is used to create a prioritized list of laterals that need to be replaced.

Currently t here are approximately 188 sewer laterals on the priority 1 list to be replaced t o minimize sanitary sewer overflows and reduce annual inspections . Priority 1 laterals are structurally dam aged and require replacement or there routinely inspected and service d.

Depending on the severity of the conditions, these laterals are inspected and cleared every 1 -3 months to prevent sewer overflows. Under the contract (Linked Document), the contractor will replace approximately 70 -80 laterals per year. This volume of work is more than can be accomplished by City crews and is typically performed by contractors.

In addition to the lateral work, the contractor can do other types of sewer infrastructure repairs under this contract, if directed by the City.

3 Packet Pg. 9

City of Palo Alto Page 2

Discussion
Project Description
The work to be performed under the contract involves the installation, repair , and replacement of sewer laterals and rehabilitation of various components of the City of Palo Alto's wastewater collection system.

The City used a formal solicitation process to establish unit cost pricing for the lateral replacements along with the other infrastructure work that may be needed. The quantity of each bid item was estimated and for bidding purpose only . The total contract amount is based on available budget in the current fiscal year 2022 budget and the projected budgets for future years. Therefore, the total bid price does not represent the total contract amount.

The lowest bidder was selected based on the lowest aggregated cost of the estimated quantity for each bid item. The work assigned to the contractor will be limited to the budgeted amount in each contractual period. The final contract amount of $2, 475,000 includes $800,000 for the 1st year, $825,000 for the 2nd year, and $850,000 for the 3rd year.

The sewer lateral replacement work needs to be performed by the contractor because the project resource requirements are beyond the City’s personnel and equipment capacity. It is critical to replace sewer laterals that are identified with major defects to minimize sanitary sewer overflows and to comply with regulatory requirements.

Description of Bid Process and Results
On 12/6/2021, the City posted a notice i nviting formal bids (IFB) for the Sewer System Replacement, Repair and Install Project on the City’s electronic procurement system, PlanetBids. The bidding period was 36 calendar days. Two (2) contractors submitted bids on January 10, 2022, as listed on the Bid Summary (Attachment A).

Bid Summary

BID NAME/NUMBER

SEWER SYSTEM REPLACEMENT,
REPAIR AND INSTALL -IFB183408
Proposed Length of Project 3-years
Number of notifications sent through PlanetBids 841
Number of Bid Packages Downloaded by Builder’s Exchanges 4 Number of Bid Packages Downloaded by Contractors 23
Total Days to Respond to Bid 36 calendar days
Pre-Bid Meeting? Yes (Non-mandatory)
Number of Company Attendees at Pre-Bid Meeting 1
Number of Bids Received: 2
Bid Price Range $2,998,266 to $3,024,720

Staff has reviewed the submitted bid s and recommends that the bid submitted by Casey Construction, Inc. to be a ccepted and declared the lowest respons ible and responsive bidder. 3 Packet Pg. 10

City of Palo Alto Page 3

The total base bids were approximately 14% to 16% higher than the Engineer’s Estimate. The pricing is due to a lack of competition in the marketplace caused by a booming construction market in the Bay Area. The work quantities s pecified in the Invitation for Bids (IFB) for this service contract were for bidding purposes only, and can be changed by the City, as stated in the bid documents. The IFB also states that the total work awarded is limited by the available budget, and that the budget amount is an upper limit on spending, not a commitment to spend a certain amount. Thus, staff recommends Council approve the attached contract for the amount of $2,998,266 over a three-year term. The term of the Agreement will be from the date of its full execution until June 30, 2025 (fiscal years 2022 through 2025).

Staff confirmed with the Contractor’s State License Board that Casey Construction, Inc. has an active license on file. Staff checked referenced provided by Casey Construction, Inc. for previous work performed and received positive feedback from other agencies. Casey Construction, Inc. is registered and in good standing with the Department of Industrial Relations (DIR). In addition, Casey Construction , Inc. has contracted with th e City in the past on Utilities Department project and has demonstrated the knowledge and ability needed to perform this work.

Resource Impact
Funds for FY 2022 work on the first year of this contract are available in the FY 2022 Wastewater Collection Capital Budget under WC -99013, Sewer Lateral/Manhole Rehabilitation and Replacement. Funding for subsequent fiscal years is subject to annual budget approval by Council and contractor’s satisfactory performance.

This contract is on the City’s construction contract template, which permits the City to terminate without cause/for convenience by providing written notice to the contractor. In the event the City finds itself facing a challenging budget situation, and it is determined that City resources need to be refocused elsewhere, the City can terminate for convenience. Other options include termination due to non -appropriation of funds or amending the contract to reduce the cost, for example, by reducing the scope of work. The contract may also be temporarily suspended by written notice of the City Manager.

Staff is advancing this recommendation as reflected in the City’s adopted budget. Should the City Council wish to defer this project in light of the current pandemic and other priorities related to c ommunity and economic recovery, this item may be removed from the Consent Calendar. Staff will then return to Council with this and other projects for reconsideration.

Policy Implications
The approval of this professional services agreement is consistent with existing City goals, policies and plans including:

Utilities Strategic Plan
Priority 1: Workforce
3 Packet Pg. 11

City of Palo Alto Page 4

Strategy 3: Evaluate and consider alternative workforce solutions to achieve organizational business objectives:

Action 2: Determine the potential f or projects and/or functions to be effectively outsourced while continuing to meet organizational needs and objectives.

Action 3: Consider developing a hybrid workforce of full -time employees and non - benefitted staff.

Stakeholder Engagement
The work under this contract will be performed at various locations of the City. The Contractor will provide two written notifications of the work to all abutting property occupants, one at least 15 days prior to the commencement of work at their specific locations, and a second 24 hours prior to mobilization.

Environmental Review
This project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guideline Sections 15301 (b) repair and maintenance of existing public utility facilities and 15302 (c) replacement or reconstruction of existing utility facilities involving no expansion of capacity.

Attachments:
• Attachment3.a: Attachment A: Bid Summary
3 Packet Pg. 12
Vendor: Vendor:

Bid Item Description TOTAL Bid Item Description TOTAL
A01 11 $ 9,300.00 102,300.00$ A01 11 $ 12, 000.00 132,000.00$ A02 38 $ 9,050.00 343,900.00$ A02 38 $ 8, 500.00 323,000.00$ A03 3 $ 9,650.00 28,950.00$ A03 3 $ 13, 000.00 39,000.00$ A04 3 $ 9,400.00 28,200.00$ A04 3 $ 10, 000.00 30,000.00$ A05 3 $ 9,800.00 29,400.00$ A05 3 $ 14, 000.00 42,000.00$ A06 3 $ 9,550.00 28,650.00$ A06 3 $ 12, 000.00 36,000.00$ A07 2 $ 10,150.00 20,300.00$ A07 2 $ 15, 000.00 30,000.00$ A8 1 $ 9,900.00 9,900.00$ A 8 1 $ 13,000.00 13,000.00$ A9 3 $ 8,750.00 26,250.00$ A 9 3 $ 3,000.00 9,000.00$ A10 3 $ 8,750.00 26,250.00$ A10 3 $ 3, 000.00 9,000.00$ A11 3 $ 9,000.00 27,000.00$ A11 3 $ 3, 000.00 9,000.00$ A12 3 $ 9,000.00 27,000.00$ A12 3 $ 3, 000.00 9,000.00$ A13 3 $ 150.00 450.00$ A13 3 $ 1, 000.00 3,000.00$ 698,550.00$ 684,000.00$
B01 11 $ 9,579.00 105,369.00$ B0 1 11 $ 12,000.00 132,000.00$ B02 38 $ 9,321.50 354,217.00$ B0 2 38 $ 8,500.00 323,000.00$ B03 3 $ 9,939.50 29,818.50$ B0 3 3 $ 13,000.00 39,000.00$ B04 3 $ 9,682.00 29,046.00$ B0 4 3 $ 10,000.00 30,000.00$ B05 3 $ 10,094.00 30,282.00$ B0 5 3 $ 14,000.00 42,000.00$ B06 3 $ 9,836.50 29,509.50$ B0 6 3 $ 12,000.00 36,000.00$ B07 2 $ 10,454.50 20,909.00$ B0 7 2 $ 15,000.00 30,000.00$ B08 1 $ 10,197.00 10,197.00$ B0 8 1 $ 13,000.00 13,000.00$ B09 3 $ 9,012.50 27,037.50$ B0 9 3 $ 3,000.00 9,000.00$ B10 3 $ 9,012.50 27,037.50$ B1 0 3 $ 3,000.00 9,000.00$ B11 3 $ 9,270.00 27,810.00$ B1 1 3 $ 3,000.00 9,000.00$ B12 3 $ 9,270.00 27,810.00$ B1 2 3 $ 3,000.00 9,000.00$ B13 3 $ 154.50 463.50$ B1 3 3 $ 1,000.00 3,000.00$ 719,506.50$ 684,000.00$
C01 11 $ 9,866.37 108,530.07$ C0 1 11 $ 12,000.00 132,000.00$ C02 38 $ 9,601.15 364,843.70$ C0 2 38 $ 8,500.00 323,000.00$ C03 3 $ 10,237.69 30,713.07$ C0 3 3 $ 13,000.00 39,000.00$ C04 3 $ 9,972.46 29,917.38$ C0 4 3 $ 10,000.00 30,000.00$ C05 3 $ 10,396.82 31,190.46$ C0 5 3 $ 14,000.00 42,000.00$ C06 3 $ 10,131.60 30,394.80$ C0 6 3 $ 12,000.00 36,000.00$ Casey Construction, Inc. Devaney.

Attachment A 3.a
Packet Pg. 13
Vendor: Vendor:

Bid Item Description TOTAL Bid Item Description TOTAL
Casey Construction, Inc. Devaney.

C07 2 $ 10,768.14 21,536.28$ C07 2 $ 15,000.00 30,000.00$ C08 1 $ 10,502.91 10,502.91$ C08 1 $ 13,000.00 13,000.00$ C09 3 $ 9,282.88 27,848.64$ C09 3 $ 3,000.00 9,000.00$ C10 3 $ 9,282.88 27,848.64$ C10 3 $ 3,000.00 9,000.00$ C11 3 $ 9,548.10 28,644.30$ C11 3 $ 3,000.00 9,000.00$ C12 3 $ 9,548.10 28,644.30$ C12 3 $ 3,000.00 9,000.00$ C13 3 $ 159.14 477.42$ C13 3 $ 1,000.00 3,000.00$ 741,091.97$ 684,000.00$
D01 192 $ 200.00 38,400.00$ D01 192 $ 300.00 57,600.00$ D02 192 $ 210.00 40,320.00$ D02 192 $ 325.00 62,400.00$ D03 64 $ 225.00 14,400.00$ D03 64 $ 350.00 22,400.00$ D04 64 $ 240.00 15,360.00$ D04 64 $ 375.00 24,000.00$ D05 64 $ 275.00 17,600.00$ D05 64 $ 450.00 28,800.00$ D06 192 $ 150.00 28,800.00$ D06 192 $ 50.00 9,600.00$ D07 1 $ 10,000.00 10,000.00$ D07 1 $ 9,000.00 9,000.00$ D08 1 $ 15,000.00 15,000.00$ D08 1 $ 13,000.00 13,000.00$ D09 1 $ 15,000.00 15,000.00$ D09 1 $ 12,000.00 12,000.00$ D10 1 $ 17,000.00 17,000.00$ D10 1 $ 15,000.00 15,000.00$ D11 1 $ 9,000.00 9,000.00$ D11 1 $ 12,000.00 12,000.00$ D12 1 $ 11,000.00 11,000.00$ D12 1 $ 15,000.00 15,000.00$ D13 1 $ 10,000.00 10,000.00$ D13 1 $ 12,000.00 12,000.00$ D14 1 $ 12,000.00 12,000.00$ D14 1 $ 15,000.00 15,000.00$ D15 1 $ 3,200.00 3,200.00$ D15 1 $ 3,000.00 3,000.00$ D16 192 $ 15.00 2,880.00$ D16 192 $ 20.00 3,840.00$ D17 192 $ 25.00 4,800.00$ D17 192 $ 20.00 3,840.00$ D18 192 $ 35.00 6,720.00$ D18 192 $ 30.00 5,760.00$ 271,480.00$ 324,240.00$
E01 192 $ 206.00 39,552.00$ E01 192 $ 300.00 57,600.00$ E02 192 $ 216.30 41,529.60$ E02 192 $ 325.00 62,400.00$ E03 64 $ 231.75 14,832.00$ E03 64 $ 350.00 22,400.00$ E04 64 $ 247.20 15,820.80$ E04 64 $ 375.00 24,000.00$ E05 64 $ 283.25 18,128.00$ E05 64 $ 450.00 28,800.00$ E06 192 $ 154.50 29,664.00$ E06 192 $ 50.00 9,600.00$ E07 1 $ 10,300.00 10,300.00$ E07 1 $ 9,000.00 9,000.00$ E08 1 $ 15,450.00 15,450.00$ E08 1 $ 13,000.00 13,000.00$ E09 1 $ 15,450.00 15,450.00$ E09 1 $ 12,000.00 12,000.00$ E10 1 $ 17,510.00 17,510.00$ E10 1 $ 15,000.00 15,000.00$

3.a
Packet Pg. 14
Vendor: Vendor:

Bid Item Description TOTAL Bid Item Description TOTAL
Casey Construction, Inc. Devaney.

E11 1 $ 9,270.00 9,270.00$ E11 1 $ 12,000.00 12,000.00$ E12 1 $ 11,330.00 11,330.00$ E12 1 $ 15,000.00 15,000.00$ E13 1 $ 10,300.00 10,300.00$ E13 1 $ 12,000.00 12,000.00$ E14 1 $ 12,360.00 12,360.00$ E14 1 $ 15,000.00 15,000.00$ E15 1 $ 3,296.00 3,296.00$ E15 1 $ 3,000.00 3,000.00$ E16 192 $ 15.45 2,966.40$ E16 192 $ 20.00 3,840.00$ E17 192 $ 25.75 4,944.00$ E17 192 $ 20.00 3,840.00$ E18 192 $ 36.05 6,921.60$ E18 192 $ 30.00 5,760.00$ 279,624.40$ 324,240.00$
F01 192 $ 212.18 40,738.56$ F01 192 $ 300.00 57,600.00$ F02 192 $ 222.79 42,775.68$ F02 192 $ 325.00 62,400.00$ F03 64 $ 238.70 15,276.80$ F03 64 $ 350.00 22,400.00$ F04 64 $ 254.62 16,295.68$ F04 64 $ 375.00 24,000.00$ F05 64 $ 291.75 18,672.00$ F05 64 $ 450.00 28,800.00$ F06 192 $ 159.14 30,554.88$ F06 192 $ 50.00 9,600.00$ F07 1 $ 10,609.00 10,609.00$ F07 1 $ 9,000.00 9,000.00$ F08 1 $ 15,913.50 15,913.50$ F08 1 $ 13,000.00 13,000.00$ F09 1 $ 15,913.50 15,913.50$ F09 1 $ 12,000.00 12,000.00$ F10 1 $ 18,035.30 18,035.30$ F10 1 $ 15,000.00 15,000.00$ F11 1 $ 9,548.10 9,548.10$ F11 1 $ 12,000.00 12,000.00$ F12 1 $ 11,669.90 11,669.90$ F12 1 $ 15,000.00 15,000.00$ F13 1 $ 10,609.00 10,609.00$ F13 1 $ 12,000.00 12,000.00$ F14 1 $ 12,730.80 12,730.80$ F14 1 $ 15,000.00 15,000.00$ F15 1 $ 3,394.88 3,394.88$ F15 1 $ 3,000.00 3,000.00$ F16 192 $ 15.91 3,054.72$ F16 192 $ 20.00 3,840.00$ F17 192 $ 26.52 5,091.84$ F17 192 $ 20.00 3,840.00$ F18 192 $ 37.13 7,128.96$ F18 192 $ 30.00 5,760.00$ 288,013.10$ 324,240.00$
2,998,265.97$ 3,024,720.00$

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City of Palo Alto (ID # 13829)
City Council Staff Report

Report Type: Consent Calendar Meeting Date: 3/21/2022

City of Palo Alto Page 1
Summary Title: Review of 2021 Comp Plan and Housing Element Annual Progress Report
Title: Authorize Transmittal of the 2021 Comprehensive Plan Annual Progress Report to the Office of Planning and Research and the 2021 Housing Element Annual Progress Report to the Department of Housing and Community Development
From: City Manager
Lead Department: Planning and Development Services

Recommendation:

The Planning and Transportation Commission and staff recommend Council review the following State-mandated Annual Progress Reports (APR) and direct staff to submit them to the appropriate State authorities by April 1, 2022:

1. 2021 Comprehensive Plan Annual Progress Report (Attachment A) to the Office of Planning and Research (OPR); and

2. 2021 Housing Element Annual Pr ogress Report (Attachments B and C) to the Department of Housing and Community Development (HCD).

Executive Summary:

In accordance with Government Code Section 65400
1 and Palo Alto’s 2030 Comprehensive Plan
(Comp Plan), the City is required to submit Ann ual Progress Reports (APRs) to the State by April 1, 2022 for the Comprehensive Plan and the Housing Element implementation. This staff report

1Government Code Section 65400:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=GOV&sectionNum=65400

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summarizes progress towards the programs set forth in Comprehensive Plan Implementation Plan Table2 and the 2015-2023 Housing Element3.

• The Palo Alto Comprehensive Plan APR is submitted to the State Office of Planning and Research (OPR). The APR su mmarizes the City’s progress implementing the 410 programs identified in the Palo Alto Comprehensive Plan, including the 72 items in the Housing Element.

• The Housing Element APR is submitted to the State Department of Housing and Community Development (HCD). This APR describes the progress the City made in 2021 implementing the Housing Element programs and provides updated figures on the City’s compliance with its Regional Housing Needs Allocation (RHNA).

Background:

This is the fourth year of annual rep orting since the adoption of the 2030 Comprehensive Plan in 2017. The City Council reviewed the last update for 2020 on March 15, 2021 ( Staff Report4).

The following section provides the context for the annual reporting.

Comprehensive Plan Implementation Annual Progress Report The Annual Comprehensive Plan Implementation Report is a State mandated report, required by Government Code (GC) Section 65400. GC 65400 states that after a legislative body (City Council) adopts the Comprehensive Plan, an annual review must be submitted to the City Council, the Office of Planning and Research (OPR), and the Department of Housi ng and Community Development (HCD) Department on the status of the plan’s progress and implementation.

In addition, the Palo Alto Municipal Code ( Section 19.04.030 5) requires the P lanning and Transportation Commission (PTC) to annually review the Implementation Plan table of the Comprehensive Plan. The code states that “ the planning commission shall annually review the

2 Comprehensive Plan Implementation Table: https://www.cityofpaloalto.org/files/assets/public/planning -amp- development-services/3.-comprehensive-plan/comprehensive-plan/2030-comp-plan-9-implementation-june-

21.pdf

3 Housing Element 2015-2023: https://www.cityofpaloalto.org/files/assets/public/planning-amp-development- services/3.-comprehensive-plan/comprehensive-plan/compplan_2017_13_housingelement_pdf_w_links.pdf

4 City Council Staff Report, March 15, 2021: https://www.cityofpaloalto.org/files/assets/public/agendas -minutes- reports/reports/city-manager-reports-cmrs/2021/id-11838.pdf 5 Palo Alto Municipal Code Section 19.04.030:
https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0 -0-0-82254#JD_19.04.030

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general 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.”

Planning and Transportation Commission Review
On February 23, 2022, the PTC held a public hearing and discussed the two Annual Progress Reports. The minutes for the meeting are available online6. The PTC did not make any recommendations for changes to the existing programs or prioritiz ation. The PTC unanimously recommended that the 2030 Comprehensive Plan and Housing Element APRs be forwarded to the City Council for authorization to submit to the appropriate state agencies before April 1, 2022.

2015-2023 Housing Element and the Annual Progress Report The HCD Department requires an annual report addressing the City’s progress implementing the Housing Element. The report includes data on housing production and accomplishments toward the City’s RHNA goals. The City adopted its current Housing Element 7 for the period of 2015-2023. The HCD mandates that the APR for the Housing Element focus on three topics:

1. Total number of net housing units produced or “permitted” by the City in a calendar year

2. Status on jurisdiction’s progress in addressing its Regional Housing Needs Allocation (RHNA)

3. Status of the implementation of the 2015-2023 Housing Element’s programs and goals

The previous Annual Progress Report for 2020 for this current Housing Element cycle can be found here8.

Discussion:

This section provides an overview of the Comprehensive Plan APR and the Housing Element APR and provides high -level summaries of the related data . See Attachments A, B , and C for individual Comprehensive Plan and Housing Element program details and the City’s compliance with its Regional Housing Needs Allocation (RHNA) needs in 2021.

Comprehensive Plan Implementation Programs Annual Progress Report

6 PTC Meeting Minutes: https://www.cityofpaloalto.org/Departments/Planning-Development-Services/Planning- and-Transportation-Commission-PTC/Current-PTC-Agendas-Minutes

7 2015-2023 Housing Element: https://www.cityofpaloalto.org/civicax/filebank/documents/37935

8 2020 Annual Progress Report: https://www.cityofpaloalto.org/files/assets/public/planning-amp-development- services-1/housing-element/housingelement_2015_2023/2020-annual-element-progress-report.pdf

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The Implementation Plan Table 9 of the Comprehensive Plan identified 410 p rograms the City wants to undertake to help achieve the goals in the Comprehensive Plan, to the extent that resources are available. These programs are attributed to approximately 15 different lead agencies or departments. The programs in the Implementatio n Table describe and prioritize actions to implement various aspects of the Comprehensive Plan goals and policies. Some programs are budgeted and ongoing, while the implementation of other programs will require identification of resources during future budget cycles.

Since the Comprehensive Plan was adopted in late 2017, the implementation of most of the programs remains in “Ongoing” status (67%). Table 1 below provides the year -end status for all the programs in 2021.

TABLE 1: 2021 STATUS OF PROGRAMS
Program Status # of Programs
Complete 10
Ongoing 277
Pending 95
Partially Complete 28
Total 410
Source: City of Palo Alto, Planning and Development Services, 2022 February

It should be noted that some programs when “complete” are 100% concluded and no further action is required. When s ome programs move from a “complete” status to “on -going” that means the initial work effort to set the program tasks up has been completed (moving the program out of “pending” status), and the focus shifts to ongoing m onitoring or other similar work effort.

In 2021, seven programs changed status from previous year, with the majority of the programs moving from Complete to Ongoing status. This has led to an increase in the number of “ongoing” programs this year. There were no changes in status for the rest of the 403 programs. Table 2 below provides the list of programs that went through status change in 2021.

9 Comprehensive Plan Implementation Table: https://www.cityofpaloalto.org/files/assets/public/planning -amp- development-services/3.-comprehensive-plan/comprehensive-plan/2030-comp-plan-9-implementation-june-

21.pdf

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TABLE 2: PROGRAM WITH STATUS CHANGE FROM 2020
Program Text Lead
Department
2020
Status
2021
Status
Status
Change
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
C O Complete
to Ongoing
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
P C Pending to
Complete
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
C O Complete
to Ongoing
N4.13.2 Develop and implement a green
stormwater infrastructure plan with
the goal to treat and infiltrate
stormwater.

Department of
Public Works C O Complete
to Ongoing
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.

Office of
Sustainability
and Office of
Emergency
Services
C O Complete
to Ongoing
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 Coordinators.

Police
Department
and Office of
Emergency
Services P O Pending to
Ongoing
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 routes.

Fire
Department
C O Complete
to Ongoing
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Source: City of Palo Alto, Planning and Development Services, 2022 February

In the Implementation Plan Table, the programs are categorized by priority with the following categories: In progress , Long-term, Medium-term, Routine, and Short-term. Table 3 below provides the 2021 statuses of the programs within each of the mentioned categories, reflecting the progress made by the City.

TABLE 3. PROGRAM DISTRIBUTION BY PRIORITY AND 2021 STATUSES Priority of Program/Timing
Number of
Programs
Status
Complete Ongoing Pending
Partially
Complete
IP - “In progress” – programs that
were already underway to complete a
specific, defined work effort at the
time of the Comprehensive Plan’s
adoption
46 (11%) 2 38 5 1
L - “Long-term” – programs that would
be implemented or completed more
than ten years after Comprehensive
Plan adoption
11 (3%) 0 5 4 2
M - “Medium-term” – typically means
programs that would be implemented
or completed roughly within five to
ten years after Comprehensive Plan
adoption
91 (23%) 0 44 40 7
R - “Routine” activities that are part of
the normal course of business for staff
163 (39%) 3 132 20 8
S - “Short-term” – programs planned
for implementation within the first
five years after Comprehensive Plan
adoption
98 (24%) 5 58 25 10
S-M - "Short -term" to" Medium -
term" projects
1 (0.24%) 1
TOTAL 410 10 277 95 28
Source: City of Palo Alto, Planning and Development Services, 2022 February

Annual Progress Report and Regional Housing Needs Allocation The State requires the APR to describe the City’s pro gress in meeting its share of RHNA and efforts to preserve, rehabilitate, or produce housing. As part of the RHNA process overseen by the Association of Bay Area Governments (ABAG), the City of Palo Alto was assigned a quantified goal of 1,988 units. This number represents the City’s “fair share” of projected 4 Packet Pg. 21

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housing need over the 5 th Cycle 2015-2023 planning period. The projected need is distributed among the following income groups: extremely low and very low (691 units), low (432 units), moderate (278 units), and above moderate (587 units) income.

In 2021, Palo Alto made progress toward its RHNA requirement by adding 117 very low -income and 120 above moderate (market rate) units; see Attachment C for the 2021 APR details. Table 4 shows the RHNA breakdow n by income group. Please note that the 117 very low -income units are the Buena Vista Mobile Home Park units. Although the acquisition of the mobile home park occurred in 2017, at that time, the State did not allow the City to count the deed-restricted mobile home units towards its RHNA. However, recent legislation changed the reporting requirements allowing the City to count these units.

TABLE 4: CITY OF PALO ALTO REGIONAL HOUSING NEEDS ALLOCATION 2015-2023 Income Group % of County AMI
Palo Alto RHNA
(2014-2022) % of Units
Very Low 0-50% 691 35%
Low 51-81% 432 22%
Moderate 81-120% 278 14%
Above Moderate 120%+ 587 29%
Total 1,988 100%
Source: City of Palo Alto, Planning and Development Services, 2022 February

Table 5 below provides a summary of the City’s progress in meeting its RHNA through 2021. The numbers are based on building permits issued as required by HCD. The City is more than 87% complete in its current housing planning cycle and of note has produced 108% of its Above Moderate Income RHNA goal. By making sufficient progress towards the City's Above Moderate RHNA, the City retains more authority over the review process for housing development projects. Per SB 35 requirements, a proposed development in the City requires a 50% affordability component to be eligible for the streamlined ministerial approval process. If the City was not on track with its Above Moderate RHNA, the required affordability threshold drops to 10% to qualify for the SB 35 streamlined review process.

TABLE 5: CITY OF PALO ALTO RHNA PROGRESS 2014-2021 CUMULATIVE Income Group Palo Alto RHNA
Number of Units
Permitted
% of RHNA
Accomplished
Very Low 691 218 32%
Low 432 65 15%
Moderate 278 26 9%
Above Moderate 587 634 108%
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Total 1,988 732 47%
Source: City of Palo Alto, Planning and Development Services, 2022 February

Housing Goals, Policies, and Programs Implementation
The Housing Element contains 72 adopted programs the City will need to implement during the Housing Element period ending in 2023. Of the 72 programs listed in the Housing Element:
• 35 are ongoing programs (effectively completed)
• 21 have been completed
• 11 are underway
• five programs have not yet been completed

Currently, staff remain focused on the 6 th Cycle Housing Element update, no addition al programs were implemented . Therefore, these numbers have not changed since last year. Its also notable that additional housing related policy initiatives have been undertaken that are not necessarily in the Housing Element (for example tenant protection s). These additional projects and programs are not accounted for.

Of the 72 adopted programs, 56 (79%) are considered complete (for example, established on - going programs and completed programs). A summary table of each housing program is included as Att achment B. The City is 87.5% of the way through the current Housing Element cycle and is keeping pace with completing the Housing programs by 2023. Most of the remaining programs not completed (i.e., partially completed or not completed) are addressed in the Housing Work Program. Table 6 below shows which programs are ongoing, completed, partially completed, and not completed.

TABLE 6. STATUS OF HOUSING ELEMENT PROGRAMS
(DECEMBER 2014 TO DECEMBER 2021)
Program Status Program Numbers Total # of
Programs
Ongoing Promote/Incentivize Rehabilitation and Neighborhood Revitalization: 35
H1.1.1; H3.2.2; H1.3.1
Implementation of BMR Ordinance
H3.1.2; H3.1.3; H3.1.5

Enforcement of Condominium Conversion
H3.1.9; H3.1.10
Support of 100% Affordable Housing Projects
H3.1.11; H3.3.1; H3.3.2; H3.4.2; H2.3.1
Assisting Lower Income Households
H3.4.4; H3.2.1
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Regional Efforts to Support Housing
H3.3.6; H3.4.1; H3.5.1; H4.1.1; H5.1.3; H3.1.13
Fair Housing and CDBG Implementation
H4.1.2; H4.1.3; H4.1.4; H4.1.5; H4.1.6
Promote Green Building
H5.1.1; H5.1.2; H5.1.4; H5.1.5; H5.1.6
Completed Modifying Zoning Code for Promotion of ADU 21 H1.1.2; H3.3.5

Amending Zoning Code and BMR Ordinance to Create
Incentives for Affordable Housing and Workforce Housing H2.1.4; H2.1.9; H3.6.1; H2.2.1; H3.1.1; H2.1.1; H2.1.2; H2.2.8; H2.1.3; H2.1.6; H3.1.12; H2.2.7; H3.3.3;
Promotion of Housing Sites and Developed Plans
H2.1.8; H5.1.7; H2.2.6; H2.1.12;
Housing Preservation via Financial Incentives
H2.2.4; H3.1.8
Creation of Affordable Housing Fund via Impact and In-lieu payments
H3.4.3; H3.1.6
Support of Transitional Housing
H3.5.2; H3.5.3;
Partially
Completed
Reduction of Fees and Flexible Development Standards for Preservation of Cottages
11 H1.1.3; H2.1.4
BMR Requirements in Condominium Conversions and
Preservation of At-Risk Units
H1.2.1; H3.1.4;
Increase Connectivity and Walkability and Study of Parking H2.1.7
Development of Coordinated Plans
H2.2.3; H2.1.10; H2.1.5
Outreach to Identify Housing Sites and Regional
Collaboration
H2.2.2; H4.2.2; 3.1.14;
Not Completed Pedestrian and Transit Oriented Overlay 5 H2.1.11
Identify Transit Rich Housing Sites
H2.2.5
Innovative Housing
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H3.1.7;
Group homes and Flexible Standards for Special Needs
H3.3.4; H4.2.1
TOTAL 72

Policy Implications:

The City is required under Government Code Section 65400 to submit these two Annual Progress Reports in State specified format each year to the Office of Planning and Research and to the Department of Housing and Community Development by April 1st of each year.

Resource Impact:

There is no resource impact. Staff time to prepare and submit reports was contemplate d in the allocation of resources to the department.

Timeline:

Following Council direction, staff will submit the two APR reports to the State by April 1, 2022.

Stakeholder Engagement:

Members of the public had the opportunity to comment on these APR repo rts during the PTC hearing held on February 2 3, 2022 and December 8, 2021 . Members of the public were also permitted to submit comments in writing . At the PTC meeting, there were no speakers for this item.

Environmental Review:

This report on the City’s progress of the existing Implementation Chapter of the Comprehensive Plan and Housing Element is not a project requiring review under the California Environmental Quality Act (CEQA).

Attachments:

Attachment4.a: Attachment A: Comprehensive Plan Implementation Table, 2021 (PDF) Attachment4.b: Attachment B: Housing Element Programs Implementation Table, 2021 (PDF)
Attachment4.c: Attachment C: City RHNA Progress, 2021 (XLSX) 4 Packet Pg. 25

ATTACHMENT A
Guide to Review the Comprehensive Plan Implementation Table The programs of the Implementation Table has the following fields:

Lead Department or Agency
The City Department that would have primary responsibility for tracking and completing the program.

Priority of Program/Timing
The City Council prioritized the timing of program implementation at the time of Comprehensive Plan adoption in 2017. The prioritization guided the allocation of resources to implement the plan. The following five categories, which appear in Attachment A, reflect the level of priority for program accomplishment:

S: “Short-term” – programs planned for implementation within the first five years after Comprehensive Plan adoption M: “Medium-term” – typically means programs that would be implemented or completed roughly within five to ten years after Comprehensive Plan adoption L: “Long-term” – programs that would be implemented or completed more than ten years after Comprehensive Plan adoption IP: “In progress” – programs that were already underway to complete a specific, defined work effort at the time of the Comprehensive Plan’s adoption, and R: “Routine” activities that are part of the normal course of business for staff.

Level of Effort
The level of effort indicated in Attachment A reflects the magnitude of cost in terms of staff and monetary resources required to implement the program.

While the dollar sign ($) is used to reflect the cost, the exact associated financial cost for the project/program is difficult to determine since it varies over time and depends on the scope of work. Attachment A reflects the following measures for level of effort: “$” low level effort and cost; “$$” moderate level effort and cost; and “$$$” significant level of commitment and cost to complete the program. 2021 Status
The progress towards each of the 410 programs is identified in the “2021 Status” column in Attachment A. The key for the different statuses is as follows: C = Complete, PC = Partially Complete, O = Ongoing, and P = Pending.

Staff Comments 2021
This includes an explanation provided by department staff on the programs.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
B.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
R $ O The City continues to monitor the office / Research & Development growth. In 2021, there was a net loss of
8,139 sq. ft. of office space, leaving a remaining
development balance of 527,434 square feet. No related
policy recommendations were proposed.

B3.2.1 Continue to refine tools, such as the Business Registry, as data sources on existing businesses, including the type of business, number of employees, size, location, and other metrics to track the diversity of Palo Alto businesses.

Administrative
Services
Department
IP $$ O The City has engaged the firm Avenue to update the business registry database with external data sources and outreach to business that may not be registered or have incomplete data. Previous efforts were placed on hold
due to pandemic. This work is expected to resume in
2022. In addition, with the possible upcoming business
license tax scheduled to be voted on in Nov. 2022 the
structure of BRC could change. The outcome of the vote
and possible impact on the BRC is expected to be
reviewed in late 2022.

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
M $$ P Work has not commenced.

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
M $ P Work has not commenced.

Business & Economics Element
Goal B-1: Businesses in Palo Alto that contribute to economic vitality, enhance the city’s physical environment, promote municipal revenues and provide needed local services.

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.

Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through supportive business policies and a culture of innovation.

Program Text Lead
Department Staff Comments

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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
B4.6.1 Work with local merchants to encourage Palo Alto residents, workers, and visitors to buy in Palo Alto.

Planning and
Development
Services & City
Manager's Office
R $$ O The City Council has allocated resources toward a dedicated Economic Development/Vitality staff person to join the City Manager's team. This person will continue to do business engagement, etc.

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 requirements are most effective.

Planning and
Development
Services
M $$ P COVID-19 prioritized adjustments as determined by the City. As the Economic Development Policy is updated,
resources may be assigned to this medium-term project.

B4.6.3 Maintain distinct neighborhood shopping areas that are attractive, accessible, and convenient to nearby residents.

Planning and
Development
Services
R $ O This is an ongoing effort. There are no substantial actions to report at this time.

B5.1.1 Regularly evaluate ways to improve coordination of the City’s environmental review, permitting, and inspection processes.

Planning and
Development
Services
R $ O This is an ongoing effort.

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
M $$ P Objective Standards project will correct some sections of ambiguity. Additional work will be starting in
approximately three years.

B5.1.3 Simplify the design review process for small-scale changes to previously approved site plans and buildings.

Planning and
Development
Services
M $$ O This is an ongoing effort.

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
R $$ P No zoning regulation changes are proposed at this time.

Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character.

Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help businesses adapt to changing market conditions.

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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
R $$ O The City continues to collaborate with the Chamber of Commerce, the Downtown Business Improvement
Districts (BID), California Avenue businesses, hoteliers, Stanford Shopping Center, and others to promote a
strong business climate. This includes Uplift Local
initiatives, public art, holiday events, and focused
business support.

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
M $$ P The City meets regularly with Stanford University regarding land use on an ongoing basis. The Housing
Element process in 2021-22 will include consideration of this program.

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 allowable floor area.

Planning and
Development
Services
M $$ P Work has not commenced.

C.1.15.3 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
R $ O City staff continues to work collaboratively with Palo Alto Community Child Care (PACCC) by managing our service
contracts with them in order to provide the best care
possible.

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.

Community Services & Facilities Element
Goal C-1: Deliver community services effectively and efficiently.

4.a
Packet Pg. 29
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
C.1.17.2 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
R $ O The City supports and the Community Services
Department staffs Teen Leadership Groups, including the Art Center Teen Leadership Group (ACTL), Palo Alto Youth Council (PAYC), Teen Advisory Board (TAB), 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 Palo Alto high
school students the opportunity to serve the teen
community by acting as a voice toward action and
change. The City also continues to support Project Safety Net on youth suicide prevention and mental health
awareness through community education, outreach, and
training; access to quality youth mental health services; and policy advocacy. In conjunction with the Creative
Attention project funded by the Institute of Museum and Library Services to the Palo Alto Art Center Foundation, Art Center Teen Leadership teens will work with artist
Christine Wong Yap on a belonging project with seniors
and others in the community to identify places of
belonging. A map documenting these locations will be
exhibited in the Creative Attention exhibition in spring 2022 at the Art Center.

C.1.18.2 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
R $ O City continues to support Avenidas for senior
programming/services and La Comida for senior nutrition needs.

C.1.18.3 Establish a support program for caregivers of seniors and people with disabilities by partnering with private, nonprofit, faith-based and public community service
organizations.

Community Services
Department
M $ P Work has not commenced.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 and facilities.

Community Services
Department
M $ O Residents can now more easily navigate programs,
services and facilities offered by the Community Services Department on the City's new website. Customer service staff are available by phone, email or in person to assist customers.

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 facilities and parks.

Community Services
Department
R $ P No substantial action has occurred to report.

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
M $ O With funding from First 5 Santa Clara, the Junior Museum continues its pre-school science programing to
multicultural underserved neighborhoods in San Jose at
the same levels as the previous year. In FY21, the
Department will deliver in-person and virtual science
lessons to children and adults from 11 First 5 Family
Resource Centers. These families represent multiple
ethnicities and languages.

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 services to families and youth in Palo Alto.

Community Services
Department
R $ PC Community Services Department continued to convene a group of local nonprofits in FY21 providing human service needs to identify needs and coordinate resources. This group continues to meet monthly. A group consisting of the Early Childcare Education Committee and childcare
providers also continues to meet regularly with Human
Services staff to understand the challenges of childcare providers.

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 computer resources.

Community Services
Department
M O There are no substantial actions to report at this time.

4.a
Packet Pg. 31
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
S $ O Early Care & Education Committee under the direction of City staff continue to work to address the needs of
parents in Palo Alto. Community Services Department
staff and the Committee have been meeting regularly
with child care providers to understand their needs and challenges due to COVID-19 and beyond.

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
S $ PC Staff and the Committee will be bringing a recommended action plan to City Council for approval in October 2021.

City Council approved $30,000 from the Child Care Trust Fund to provide support for Early Childcare Educators
through trainings, workshops, and mini grants for
professional consultants related to behavioral and mental health support. As of January 2022, several mini grants have been provided to educators.

C1.15.4 Explore opportunities to provide access to childcare for families of City employees.

Community Services
Department
L $ O Human Resources Department conducted an employee
survey to identify childcare needs during the COVID-19
pandemic. And in response to the needs of the
employees, the Human Resources department launched
an employee benefits resources pages that provide links to help employees connect to resources that provide
services and information related to short term and long terms dependent care needs and other local social media providers.

4.a
Packet Pg. 32
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
C1.16.1 Identify funding sources for expanded outreach and increased involvement to support youth and teen leadership programs and events.

Community Services
Department
M $ O This is an ongoing effort and Community Services
Department's nonprofit partners provide some support
for these programs. There are no substantial actions to report at this time.

C1.16.2 Leverage available funding to pursue support of teen mental, physical, social and emotional health programs.

Community Services
Department
R $ O The City continues to support Project Safety Net, now a 501(c)(3) and Youth Community Service, to support teen
mental health programs. The Palo Alto Art Center
Foundation received a grant from the Institute of
Museum and Library Services in fall 2021 to implement
the Creative Attention program of educational programs, an exhibition, and residencies intended to support
individual and community resilience programs, including teen activities.

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 locations.

Community Services
Department
S $ P Many programs shifted to a virtual format during the pandemic. Providing transportation options has not
progressed.

C1.17.3 Promote a diverse range of interests and vocations among programs offered to children, youth and teens.

Community Services
Department
M $ O Community Services Department strives to offer
programs that appeal to all interests. These range from visual and performing arts, sports, science, academics, and leadership programs. Community Services
Department has continued many of these program
offerings in a virtual format during the COVID-19
pandemic.

4.a
Packet Pg. 33
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
C1.18.1 Develop a program to engage the talents and skills that seniors possess that would provide volunteer opportunities throughout the City.

Community Services
Department
R $ P Work has not commenced. The Art Center maintains an active volunteer program that engages all ages in the
community, including seniors. Other volunteer
opportunities exist in open space preserves, middle
school sports, and other programs.

C1.2.1 Periodically review public information, outreach and community relations activities to evaluate effectiveness.

Community Services
Department
R $ O Working with the City Manager’s Office, the Community Services Department conducts ongoing evaluation of
outreach efforts to ensure maximum reach to the
community.

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
S $ O The Art Center and Junior Museum & Zoo continue their Working Together collaboration—focused on diversifying
the museum field-- and as the program concludes, are
actively working to identify private funding sources to continue and expand the program. In Fall 2021 the Palo
Alto Art Center presents The Art of Disability Culture
exhibition, which features the work of 20 artists with
disabilities. The exhibition includes numerous access
features, including visual descriptions of all artworks available online or in the gallery with QR codes, Braille translated labels and large-print labels. Public programs presented in conjunction with the exhibition include ASL interpretation, live captioning, and virtual participation opportunities.

4.a
Packet Pg. 34
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
C1.2.4 Based on identified needs, expand program offerings to underserved groups.

Community Services
Department
R $$$ O Thanks to support from the Palo Alto Art Center Foundation, the Art Center continues its Project Look
school tours and Cultural Kaleidoscope program to
underserved communities in East Palo Alto. Programs in
FY21 took place virtually, in fall 2021 these programs will take place in-classroom or virtually. In addition, the Palo Alto Art Center Foundation partnered with
Dreamcatchers in FY21 to offer scholarships to Art Center classes for their low-income constituents.

C1.20.1 Partner with agencies for support and improved access so that all can participate as appropriate in Palo Alto recreational programs.

Community Services
Department
R $ O City has existing partnerships with PAUSD, Youth
Community Services, Friends Groups and Foundations to
provide accessible programs. Palo Alto Swim and Sport
provides scholarships through the Beyond Barriers
program to ensure all youth have access to the pool
facilities. The Golf Course offers low cost youth programs through First Tee, Youth on Course and offers a junior golf rate.

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
R $ O This is an ongoing task. City receives continued support of major Human Services providers that work with the
unhoused.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 transportation for those in need.

Planning and
Development
Services
R $ O The City continues to be involved with the County and local non profits to provide supportive permanent
housing/food/shelter/other basic human needs.

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
M $ O 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
community needs.

C1.6.1 Establish a program to facilitate continuing corporate support for community services through contributions of funds, time, materials and expertise.

Community Services
Department
M $ P A formal program to facilitate corporate support has not been established. Corporate sponsorships for special
events have been received.

C2.2.1 Establish performance review criteria for City employees that consider the quality of service provided.

Human Resources
Department
M $ P In 2020 the City continued to utilize the current evaluation process throughout the pandemic and until
more resources can be allocated to implement the on-line evaluation platform.

C2.2.2 Periodically perform evaluations of City service delivery and develop strategies for continuous improvement. Use metrics and make information publicly available.

Community Services
Department
R $$ O This is an ongoing effort.

Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto officials and employees.

4.a
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2021
Status
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years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
C3.2.1 Develop a proactive Asset Management Program for infrastructure requirements and costs.

Administrative
Services
Department/ OMB
M $$ O The project is continuing and will include the evaluation of all known buildings with GHG burning equipment to
provide the necessary capital planning required to reach the 80% reduction in Greenhouse Gas consumption by
2030 (80/30 goals of the S/CAP) via the electrification process.

C3.3.1 Periodically evaluate how parks and recreational facilities are being used and develop strategies for improving their use overall.

Community Services
Department
IP $ O Staff regularly analyze programs and solicit feedback from program participants and use that information to improve programs and provide desired amenities.

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
S $ O The Junior Museum and Zoo (JMZ) is an example of public private partnership for constructing the new JMZ.

The “Friendship Trail” project is an example of State and private funding improvements to interpretive signage in the Baylands. Parks staff have partnered with the Kiwanis Club on several park maintenance projects (replacing
playground fencing, and painting park benches and
fences).

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
L $$ O This is an ongoing effort. There are no substantial actions to report at this time.

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.

4.a
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2021
Status
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years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
R $ C City Council raised development impact fees for parks, libraries, and community centers in April 2021 based on the findings of a Park Community Center, and Library
Development Impact Fee Justification Study.

C4.1.1 Explore opportunities to dedicate City-owned land as parkland to protect and preserve its community- serving purpose into the future.

Community Services
Department
S $$$ P The Parks and Recreation Commission and staff have explored some opportunities to dedicate City-owned land as parkland. Staff have not pursued dedicating any new parkland this year.

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.

Community Services
Department and
Planning and
Development
Services
M $$ P Work has not commenced.

C4.1.3 Pursue opportunities to create linear parks over the Caltrain tracks in the event the tracks are moved below grade.

Community Services
Department and
Planning and
Development
Services
L $$$ P Work has not commenced.

C4.1.4 Explore ways to dedicate a portion of in-lieu fees towards acquisition of parkland, not just improvements.

Community Services
Department and
Planning and
Development
Services
M $ P Work has not commenced.

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.

4.a
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Effort
2021
Status
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years), M=
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years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 future.

Community Services
Department
IP $$ O The Cubberley Concept Plan provides a vision for the future of this vital community asset. The CEQA analysis was expected to be completed in 2020, but was delayed
due to new guidelines for assessing impacts related to
traffic and transportation, which will require an
amendment to the consultant’s contract. The contract
has now been amended and the analysis is being finalized.

C5.1.1 Allocate resources to create and support initiatives to increase the health and well-being of the public.

Community Services
Department
R $ O The City provided opportunities for the community to access programs and resources such as, Wellness
Wednesdays, ArtLift, Uplift Local. The Palo Alto Art
Center’s Creative Attention exhibition and public program series will focus on individual and community wellbeing, with free public programs for all.

C5.1.2 Establish a community-sourced online clearinghouse of information and activities related to health promotion in the community.

Community Services
Department
IP $ O Community resources related to health and wellness have been provided through the City Manager’s Office as part of COVID response and communication and on the City's
new website.

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.

4.a
Packet Pg. 39
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
R $ O Events this year are almost exclusively focused on brining the community back together to improve connections,
and improve wellbeing. The City and many local partners hosted a weeklong celebration in September called
Together Again with this goal in mind. The Clay and Glass Festival on 9/11 and 9/12 drew more than 7,000 people
to the Art Center grounds. The Art Center's new exhibit, Creative Attention: Art and Community Restoration
features the work of artists and showcases alternatives to our chaotic world of stress and anxiety, through practices of mending, healing, restoration, belonging, sustainability, and resiliency.

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
R $$ O Community resources related to health and wellness have been provided through the City Manager’s Office as part of COVID response. A series of Wellness Wednesday
events provide information to residents on relevant
wellness topics. Community Services Department staff
have been coordinating with local nonprofits who serve
vulnerable residents. The Art Center’s free Creative
Attention Community Day event on 4/10 will include
opportunities for local nonprofits to table and provide information about health and wellbeing services in the
community.

4.a
Packet Pg. 40
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
M $ O The Community Services Department continues to
manage the City's community garden program. There are
currently five community gardens in the program.

G1.1.1 Consider making data available at a transactional level on the Open Data Portal.

Planning and
Development
Services
R $$ C This task is completed. All Building Permit Applications are available for viewing on our Open Data Portal. See link:
https://data.cityofpaloalto.org/dashboards/7712/develop ment-center-permits/
G1.2.1 Continue to hold regular, Town Hall-style meetings in neighborhoods.

City Council & City
Clerk’s Office
R $$ O We continue to regularly hold meetings on the first 3 Mondays of the month for City Council meetings.

Standing Committees, Boards and Commissions meetings
are held at a regular scheduled date With the pandemic G1.2.2 Periodically review the suite of engagement options used to solicit citizen input and expertise on policy issues.

City Manager’s
Office
R $-$$$ O The Communications Team updated the Policy and Services Committee in 2021 about planned community
engagement.

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 citizen engagement.

City Manager’s
Office
R $ O Staff is working on upcoming Town Hall meetings as well as other community engagement and intends to continue
to collaborate with the neighborhood organizations.

Governance Chapter
Goal G-1: Effective opportunities for public participation in local government.

4.a
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2021
Status
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years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
R $$ O City facilities are opening back up to the public and staff continues to make the spaces available to the public as safely as possible. Additionally, staff is implementing a Virtual Receptionist "Alice "in the City Hall Lobby to assist the public upon entering the building.

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 R $ O We continue to release City Council staff reports up to 10 days prior to City Council meetings, with the exception of amended agenda items which are provided on the
Thursdays before the meeting (latest).

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
R $ O Ongoing though COVID-19 impacts access to the inside of facilities.

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
R $ O City continues to work with established Advisory Groups.

G4.1.2 Publicly recognize the efforts of individuals, groups, and businesses that provide volunteer services within the City.

City Manager’s
Office
R $ O This is an ongoing task.

G4.1.3 Coordinate with the Palo Alto Unified School District to develop classroom-based leadership, governance and civic participation programs.

City Manager’s
Office
M $$ O This is an ongoing task. The City regularly meets with PAUSD leadership and discusses recent issues of interest to both organizations.

Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and residents.

Goal G-4: Active involvement of local citizens as volunteers.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
G4.1.4 Support the transition from school-based volunteering to civic participation via outreach to parent volunteers and student leaders.

City Manager’s
Office and
Community Services
Department
M $ O This is an ongoing task.

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
M $$ PC The City Manager’s Office works with the Utilities Department to send an electronic welcome message to
new residents and customers, including businesses. In
2021 this was reviewed and updated.

G6.2.1 Provide clear information across multiple communications platforms to guide citizens and businesses through the City review and approval process.

Planning and
Development
Services
R $ O This is an ongoing effort.

G6.2.2 Continue and expand customer-oriented process improvement efforts.

All Departments R $$ O Launched online appointment booking system for Development Services in-person and virtual
appointments; launched Development Center Virtual
Appointments March 2021; Will launch Online Parcel
Report Enhancement enabling the public to access related documents and plan sets for planning entitlements and
building permit records online w/o visiting the
Development Center before end of 2021
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 proposals.

Planning and
Development
Services
R $ O This is an ongoing practice.

Goal G-6: More clearly defined procedures, standards, and expectations for development review.

Land Use and Community Design Element
Goal L-1: A compact and resilient city providing residents and visitors with attractive neighborhoods, work places, shopping districts, public facilities, and open spaces.

4.a
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Effort
2021
Status
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years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
S $$ O Additional improvements to enable more tailored
responses within 311 are underway
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 regard to Stanford unincorporated lands.
all Departments IP $ O The City meets regularly with Stanford University regarding land use on an ongoing basis. In 2020 and
continuing into 2021, the County initiated a process to update the Stanford Community Plan. The County is also
preparing an updated Municipal Services Study. Both of
these will be reviewed by the City as a stakeholder in
unincorporated area land use policies areas within the
City's Sphere of Influence and Urban Service Area.

L2.2.1 Explore whether there are appropriate locations to allow small- scale neighborhood-serving retail facilities such as coffee shops and corner stores in residential areas.

Planning and
Development
Services
M $ O Uplift Local continued through 2021 given variants, and Council directed the continuation of closed streets and exploration of permanent parklets
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 Avenue.

Planning and
Development
Services
S $ O As part of HE update, staff is focusing on Downtown and Cal Ave. region. However, to meet challenging RHNA
numbers sites along San Antonio Road is included by
amending this program. Council expanded area along San
Antonio Road between Middlefield Road and East
Charleston Road to increase housing opportunity areas.

Goal L-2: An enhanced sense of “community” with development designed to foster public life, meet citywide needs and embrace the principles of sustainability.

4.a
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$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 housing.

Planning and
Development
Services
S $ P Mixed Use development is allowed in the Community Commercial (CC) zoning district since 2018. Future
housing development requires conversation with tenants
and Stanford University. The Housing Element process in 2021-22 will include consideration of this program.

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
S $ O The City meets regularly with Stanford University regarding land use on an ongoing basis. The Housing
Element process in 2021-22 will include consideration of this program.

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 be considered in Town and Country Village.

Planning and
Development
Services
S $ O Conversion of commercial properties to residential and mixed use (residential and commercial) is occurring with pre-screening development applications filed in 2021
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 commercial centers and transit corridors.

Planning and
Development
Services
S $ P Vacancy rates continued to increase due to the extension of the pandemic emergency. The Town and Country
Village center application was rejected by City Council. In September 2021, Council directed continuation of closure on California Avenue until June 2022, and exploration of permanent parklets and closure of a portion of Ramona
Street.

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 residential capacity.

Planning and
Development
Services
M $ P This program has not been explored yet. The project commencement is pending the availability of resources.

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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
L2.4.7 Explore mechanisms for increasing multi-family housing density near multimodal transit centers.

Planning and
Development
Services
S $$ PC City was awarded the PDA grant and scope refinement began due to loss of other potential grant funding.

Housing Element 6th cycle process began and site
selection is underway.

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
S $$ O As part of HE update, staff is looking at City parking lots for potential affordable housing sites.

L2.5.1 Collaborate with PAUSD in exploring opportunities to build housing that is affordable to school district employees.

Planning and
Development
Services
IP $ O City staff commented on the 231 Grant teacher housing project EIR produced by Santa Clara County (SCC), and the SCC Board of Supervisors certified the EIR and approved the project January 11, 2022. Staff will continue to
collaborate regarding construction logistics for the area.

L2.7.1 Review development standards to discourage the net loss of housing units.

Planning and
Development
Services
S $ P Modifications to zoning code will be proposed to ensure compliance with state law. It will be placed on the work plan for 2022. State no net loss requirements recently
extended to 2030.

L2.8.1 Conduct a study to evaluate various possible tools for preventing displacement of existing residents.

Planning and
Development
Services
M $$ PC Council provided direction in November 2021 regarding renter protection policies, especially focused on cost- burdened low income renters. On January 26, 2022, the
Planning and Transportation Commission reviewed and
recommended amendments to PAMC Chapter 9.68 on
relocation assistance for no fault evictions and Council adopted the emergency and permanent ordinance on
January 31, 2022.

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Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department 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
M $$ P Work has not commenced.

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
IP $$ O The lease on existing Cubberley facilities were extended from July 1, 2020 to December 31, 2024 to accommodate
school district's need.

L3.2.1 Evaluate and implement strategies to prevent conversion of residential and neighborhood-serving retail space to office or short- term vacation rentals.

Planning and
Development
Services
IP $ PC City's COVID-19 pandemic response continued with strategies to assist commercial businesses.

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:
§ Impacts to the natural environment, such as potential impacts to the tree canopy, groundwater supply or quality, and soil compaction.
§ Safety issues such as increased surface flooding increased groundwater intrusion with sea level rise, emergency access and egress, or sewage backflows.

Planning and
Development
Services
S $$ C The Planning Department and Public Works staff monitors secant walls and groundwater levels for all projects.

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
M $$ P The City's COVID-19 pandemic response included
continuation of parklets and street closures and other
assistance.

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.

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.

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$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department 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
M $$ O Effectiveness of formula retail has not been evaluated but as an incentive to small local businesses staff will be working on development of a permanent parklet
ordinance under City Council direction in 2022.

L4.2.3 Explore and potentially support new, creative and innovative retail in Palo Alto.

Planning and
Development
Services
S $$ PC The street closure of University Avenue sunsets in mid- October, and Cal Ave closure is to continue until June
2022. Additional exploration is underway for permanent parklets and closure of a portion of Ramona Street.

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.

Planning and
Development
Services
M $ PC City's ArtLift program launched to fund art projects and experiences in commercial corridors and neighborhoods
to help people remain engaged in the arts, reconnect with each other, and recover together as a cohesive
community continues to operate.

L4.4.2 Through public/private cooperation, provide well- signed, clean, and accessible restrooms.

Planning and
Development
Services and
Department of
Public Works
R $ O This is an ongoing effort.

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 /
Urban Forestry
Department
R $$ P Work has not commenced.

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
S $$$ P California Avenue and University Avenue are currently in consideration for enhancements such as street scape
projects and/or street closures. Seeking Council direction on planning these areas for future improvements.

4.a
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Status
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years), L=
Long (>10
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Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department 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
M $$ P The project has not commenced. Due to the continued COVID-19 pandemic throughout 2021, the focus remains
on temporary outdoor business operations and
exploration of a permanent parklet program.

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 professionals.

Planning and
Development
Services
M $ P Work has not commenced.

L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the University Avenue/Downtown area and 2.5 in areas outside of Downtown.

Planning and
Development
Services
M $$ P Work has not commenced.

L4.8.1 Prepare a Coordinated Area Plan for Downtown. Planning and Development
Services
IP $$$ P The City received the ABAG award for preparing a Downtown CAP; however, additional monies were not
obtained to enable the full project. Staff is reducing the scope of the project in order to retain and use the grant.

L4.8.2 Study the feasibility of converting parts of University Avenue to a pedestrian zone.

Public Works,
Office of
Transportation, PDS
M $$ O California Avenue and University Avenue are currently in consideration for enhancements such as street scape
projects and/or street closures. Staff is eeking Council direction on planning these areas for future
improvements. A RFP to hire consultant for Streetscape project on University Avenue is currently in progress.

University Avenue reopened October 15, 2021; on
September 13 Council indicated desire to continue
Ramona Street block closure and parklets.

L4.9.1 While preserving adequate parking to meet demand, identify strategies to reuse surface parking lots.

Planning and
Development
Services & Office of
Transportation
IP $ O Work is in progress. There are no substantial actions to report at this time.

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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
L4.9.2 Explore adding additional Floor Area Ratio (FAR) for retail at Stanford Shopping Center.

Planning and
Development
Services
M $ P Work will be started in approximately three years, no change in status to report for 2020.

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 of pedestrian-oriented streets.

Planning and
Development
Services
IP $$$ O The coordinated area plan work is in progress. The City Council has reviewed the plan and provided directions.

Staff plans to continue working with the consultants on plan details and environmental work.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
M $$ P Project commencement is pending the availability of resources.

L4.16.1 Maintain distinct neighborhood shopping areas that are attractive, accessible and convenient to nearby residents.

Planning and
Development
Services
R $ O The PAMC commercial zoning regulations, Retail
Preservation Ordinance and proposed Objective
Standards ensure these shopping areas are maintained.

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-oriented community.

Planning and
Development
Services
M $$ O The City meets regularly with Stanford University regarding land use on an ongoing basis. The Housing
Element process in 2021-22 will include consideration of this program.

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.

Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public spaces.

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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
R $ O The Architectural Review Board (ARB) met September 9, 2021 to kick off the 2020 Awards process. On February 3, 2022, the ARB selected seven award winning projects.

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
M $$ P Staff has not initiated any code change for this program, but provides guidance to project applicants based on best practices for bird-friendly design.

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 walls at street level.

Planning and
Development
Services
IP $ O Staff is working on Objective Standards which included public hearings before Architectural Review Board,
Planning and Transportation Commission, a community
meeting in July 2021, and City Council. The ARB ad hoc
committee met many times to refine the graphics for the standards. Council is set to hold multiple meetings on
Objective Standards, beginning September 27, 2021, with direction to staff to return in 2022 with responses. Staff held a community meeting on February 1, 2022 and is
scheduled to hold a community in March before returning with ordinance revisions/updates to Council.

L6.7.1 Implement architectural standards to assure they effectively address land use transitions.

Planning and
Development
Services
R $ O This is an ongoing effort.

Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts.

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$=Small,
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$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
Program
for Policy
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 features of the building.”
Planning and
Development
Services
R $ O Policy L 7.2 implementation continues. The passage of SB9 implicates a need to update PAMC 16.49 and local
inventory to reference the properties found California
Register and National Register Eligible during and since the 1998-2000 history survey.

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
R $ O The City has not begun the effort to place on the local inventory properties determined to be CRHR and NRHP
eligible resources. SB9 passage necessitates commencing this program along with ordinances. Staff is seeking
resources from City Council to implement it.

L7.1.2 Reassess the Historic Preservation Ordinance to ensure its effectiveness in the maintenance and preservation of historic resources, particularly in the University Avenue/Downtown area.

Planning and
Development
Services
M $ P The ordinance needs to be reassessed since it does not protect properties found eligible for National and
California Register. The current focus is to implement
Program L7.1.1.

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 minimize constraints to adaptive reuse.

Planning and
Development
Services
S $ PC Rehabilitation is underway for several projects in Palo Alto.

L7.8.2 Create incentives to encourage salvage and reuse of discarded historic building materials.

Planning and
Development
Services &
Department of
Public Works
S $ PC The Public Works Department is monitoring the
deconstruction ordinance for approved demolitions.

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Status
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Medium (5‐10
years), L=
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Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
L7.8.3 Seek additional innovative ways to apply current codes and ordinances to older buildings. Use the State Historical Building Code for designated historic buildings.

Planning and
Development
Services
R $ O Staff routinely applies the California Historical Building Code to qualified projects as applicable.

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 needs.

Planning and
Development
Services
L $ P Work has not commenced.

L9.1.1 Evaluate existing zoning code setback requirements to ensure they are appropriate for scenic routes.

Planning and
Development
Services
L $ P To be started in approximately three years, no change in status in 2020.

L9.3.1 Review standards for streets and signage and update as needed to foster natural, tree-lined streets with a minimum of signage.

Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $ O This program is ongoing. There are no updates to report at this time.

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 gathering spaces in these neighborhoods.

Planning and
Development
Services
M $$$ P Work has not commenced.

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 San Francisquito Creek.

Planning and
Development
Services
R $ P Work has not commenced.

Goal L-9: Attractive, inviting public spaces and streets that enhance the image and character of the city.

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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
M $ O Staff has continued to successfully encourage the 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 Model Water Efficient Landscape Ordinance (MWELO) is implemented by staff review of
landscape permits.

L9.10.1 Continue the citywide undergrounding of utility wires. Minimize the impacts of undergrounding on street tree root systems and planting areas.

City of Palo Alto
Utilities
R $$$ O The Utilities Department in collaboration with the Urban Forestry division has an ongoing program to underground utility wires, and complies with all City ordinances
regarding minimizing impacts of construction on trees.

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 intrusion.

City of Palo Alto
Utilities
R $ O In addition to safety, reliability and cost-effectiveness, the Utilities Department considers the visual impacts of utility equipment before installation.

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
IP $$$ O The Infrastructure Blue Ribbon Committee’s findings resulted in City Council’s adoption of the 2014 Council Infrastructure Plan, including ten priority projects.

Implementation of the plan is underway, with two of the projects completed, three projects in construction and
others in the design process.

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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
L9.11.2 Identify City-owned properties where combinations of wireless facilities can be co-located, assuming appropriate lease agreements are in place.

City of Palo Alto
Utilities & Planning
and Development
Services
M $ O Utilities has identified five locations for the AMI base collectors: East Meadow Substation, Hale Well, Maybell
Substation, Monte Bello Reservoir, and Peers Park Water Pump Station. After Council approves the AMI contract, Utilities will begin the Tier 2 Wireless Communications Facilities application process with Planning.

L9.12.1 Coordinate with regional utility providers on activities that would impact their infrastructure and right-of-way.

City of Palo Alto
Utilities, Planning
and Development
Services and
Department of
Public Works
R $ O Utilities, Planning and Public Works Departments coordinate with regional utility providers on activities that impact the City’s infrastructure and right of way to ensure they are in compliance with local ordinances and policies.

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
L $$$ PC The Airport received funding for first phase of the Airport Layout Plan (ALP) project in 2021, which will begin the 18 month study. The final phase of funding is expecting in 2022. The relocation of the terminal will be studied in this project.

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 extent feasible.

Department of
Public Works
M $$$ PC The Airport received funding for first phase of the Airport Layout Plan (ALP) project in 2021, which will begin the 18 month study. The final phase of funding is expecting in 2022. The project is expected to be completed 2023.

L10.1.3 Identify and pursue funding to address maintenance, safety and security improvements needed at PAO.

Department of
Public Works
R $ O This program is ongoing. There are no updates to report at this time.

Goal L-10: Maintain an economically viable local airport with minimal environmental impacts.

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2021
Status
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Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
S $$ O Since the City began tracking complaints in 2014, the Annual Aircraft Noise Complaints Report is completed
each January and submitted to City Council.

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 airports.

Community Services
Department and
Department of
Public Works
R $$ P Work has not commenced.

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 regulations.

Department of
Public Works and
Office of
Transportation
R $ O There is an existing bicycle/pedestrian path adjacent to portions of Embarcadero Road (installed in 2000) that
Rangers continue to maintain.

N1.1.1 Develop Comprehensive Resource Conservation Plans for the Pearson Arastradero Preserve, Esther Clark Preserve, and Foothills Park to steward the protection of local ecosystems.

Community Services
Department
S-M $$$ P Conservation Plans for Pearson Arastradero, Esther Clark, and Foothills Nature Preserves are currently not funded in the CIP.

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.

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Status
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Long (>10
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Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
N1.1.2 Promote and support ecosystem protection and environmental education programs in Palo Alto and neighboring school districts.

Community Services
Department
S $ O Palo Alto Open Space partners with Grassroots Ecology and Save the Bay (volunteer-based habitat restoration
organizations) to provide over 50 habitat restoration
programs in our open space preserves each year. In FY20, there were 2,354 volunteer hours for a total of 7,472
volunteer hours. The Junior Museum and Zoo also
provides science outreach programs in local schools.

N1.3.1 Work to maintain Williamson Act agricultural preserve contracts within the City.

Planning and
Development
Services
S $ O The parcels under Williamson Act contract are reviewed by the City Council every year and extended for an
additional one year term if the property owners choses to continue it.

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 /
Urban Forestry
Department
R $$ O Tree and landscape use of native plants is encouraged during Individual Reviews of landscape plans for
residential projects. The South Palo Alto Tree Planting Initiative is also ongoing. Funding is provided to the non- profit organization Canopy to plant native and/or climate adapted trees on private properties. Each tree is
inventoried on the open source platform so that it can be monitored.

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 professionally recognized scientific experts.

Planning and
Development
Services
R $ O This is an ongoing program, no updates to report at this time.

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Program Text Lead
Department Staff Comments
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
M $$ P Work has not commenced.

N1.4.3 Assess opportunities to expand habitats of special – status species within publicly-owned open spaces.

Community Services
Department
R $$ O Palo Alto Open Space partners with Grassroots Ecology and Save the Bay (volunteer-based habitat restoration
organizations) to provide over 50 habitat restoration
programs in our open space preserves each year. Work
has not commenced yet, but The Baylands Conservation
Plan, which is currently under CEQA review, provides
some analysis on habitat improvement in the Baylands
Nature Preserve.

N1.5.1 Maintain the value of local wetlands as habitats by ensuring adequate flow from the Bay and minimizing effluent.

Community Services
Department
R $ P Work has not commenced. The Baylands Conservation Plan includes a recommendation to improve tidal flow to the Renzel Marsh.

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 and hillside areas.

Planning and
Development
Services
R $$ O This is an ongoing program, no updates to report at this time.

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 are protected.

Community Services
Department
R $$ O Open Space staff are careful to only utilize vehicles and equipment where necessary and with an intent to protect the natural resources.

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Program Text Lead
Department Staff Comments
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 open space, and enforcing dog leash laws.

Community Services
Department
R $ O Feeding wild, feral, and stray animals in Open Space was prohibited on June 9, 2014. Litter collection is
accomplished through staff and volunteers. Rangers
enforce the dog leash laws.

N1.7.3 Provide information about responsible behavior in environmentally- sensitive areas through signage, pamphlets and documents on the City’s website.

Community Services
Department
R $ O The Rangers educate park visitors through signage, interpretive programs, and information on the City
webpage. Additional signage and educational materials
were created specifically for use at Foothills Nature
Preserve when it opened to nonresidents.

N1.7.4 Review and map existing easements and maintenance roads for potential trails and trail connections.

Community Services
Department
S $$ P Work has not commenced.

N1.10.1 Use City funds and seek additional sources of funding, including State and federal programs, to finance open space acquisition, maintenance or conservation.

Community Services
Department
R $ O This is an ongoing effort, no updates to report at this time.

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 move quickly when opportunities arise.

Community Services
Department
S $$$ O The Parks and Recreation Commission has created an Ad Hoc committee focused on identifying funding
opportunities for parks, recreation and open space
projects, including land acquisitions.

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PC= Partially
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Program Text Lead
Department Staff Comments
N2.1.1 Explore ways to prevent and ameliorate damage to trees and tree roots by above and below ground infrastructure and buildings.

Department of
Public Works
R $ O This is an ongoing program, no updates to report at this time.

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
R $$ O This is an ongoing program, tree ordinance updates are currently being proposed (10/21).

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 Urban
Forestry
M $ O This is an ongoing task. Collaborative review with Urban Forestry staff of major projects is conducted through
Architectural Review Board.

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
S $$ O This is an ongoing program. Summer time watering of newly planted street trees by city staff continues.

N2.7.2 Continue to invest in the care, irrigation and monitoring of street trees during drought conditions.

Department of
Public Works
R $$ O This is an ongoing program. Summer time watering of newly planted street trees by city staff continues.

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, and City rights-of-way.

Department of
Public Works
R $ O This is an ongoing program, no updates to report at this time.

N2.9.1 Increase awareness, severity and enforcement of penalties for tree damage.

Department of
Public Works
M $ O This is an ongoing program, no updates to report at this time.

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 appropriate.

Department of
Public Works
M $$ O This is an ongoing program, no updates to report at this time.

Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for Palo Alto.

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Program Text Lead
Department Staff Comments
N2.10.1 Continue to require replacement of trees, including street trees lost to new development.

Planning and
Development
Services & Urban
Forestry
Department
R $ O This is an ongoing requirement as part of the architectural review and other development review processes.

Replacement trees are required to ensure ‘no net loss of canopy’.

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 trees that should be protected.

Planning and
Development
Services & Urban
Forestry
Department
S $ PC The Tree and Landscape Technical Manual has been updated. Final changes and City Manager review and
approval of the manual are pending the outcome of
proposed changes to Title 8 of Palo Alto Municipal Code.

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 of trees.

Planning and
Development
Services & Urban
Forestry
Department
L $$ PC Changes proposed to Palo Alto Municipal Code will initiate revisions to the appeals process for tree removals if adopted.

N2.11.1 Develop a transparent and publicly accessible street tree removal and replacement schedule.

Department of
Public Works
M $ P There are no substantial actions to report at this time.

N2.11.2 Develop a program to replace unhealthy public trees over time. Department of Public Works
M $$ O This is an ongoing program, no updates to report at this time.

N2.12.1 Explore ways to leverage the fact that Palo Alto’s urban forest alleviates climate change by capturing and storing carbon dioxide.

Department of
Public Works
M $ P There are no substantial actions to report at this time.

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
S $$ PC The South Palo Alto Tree Planting Program continues, there are no substantial actions to report at this time.

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
R $ P There are no substantial actions to report at this time.

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Program Text Lead
Department Staff Comments
N2.13.3 Involve tree owners in tree maintenance programs. Planning and Development
Services and Urban
Forestry
R $ O There are no substantial actions to report at this time.

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 City guidelines.

Department of
Public Works
R $ P There are no substantial actions to report at this time.

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 undeveloped parcels.

Planning and
Development
Services
S $$ P This program would be started in the next 2-4 years.

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.

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PC= Partially
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Program Text Lead
Department 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 or improved are included in this evaluation.

Planning and
Development
Services
S $$ P This program would be started in the next 2-4 years.

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 corridor.

Planning and
Development
Services and
Department of
Public Works
S $$ O Lighting near riparian areas is reviewed as a part of the CEQA process.

N3.4.1 Develop a community creek stewardship program to promote existing creek clean-up days, organize new events, and increase appreciation of riparian corridors.

Department of
Public Works
M $$ O Continue to work with Grassroots Ecology who manage a creek stewardship and education program.

N3.6.1 Review and update the Grading Ordinance to ensure that it adequately protects creeks from the erosion and sedimentation impacts of grading.

Department of
Public Works
M $$ PC Stormwater ordinance will be updated in 2022.

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 to enhance natural habitat and shade cover.

Department of
Public Works
M $$ PC Limited progress has been made, except for the work on the North Ventura Coordinated Area Plan.

N3.8.2 Participate cooperatively in the JPA to achieve increased flood protection, habitat preservation, enhancement and improved recreational opportunities along San Francisquito Creek.

Department of
Public Works
IP $ O This is an ongoing program, no updates to report at this time.

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PC= Partially
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Program Text Lead
Department Staff Comments
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
R $ O The City in partnership with Valley Water offers a 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 year.

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
S $ O Council accepted the Northwest County Recycled Water Strategic Plan in 2020 that included the characterization of hydrogeologic conditions in the region. In 2021, the City will work on a One Water Plan that will analyze all water sources within the City.

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.

City of Palo Alto
Utilities,
Department of
Public Works &
Office of Emergency
Services
R $ O The City engages in public outreach and provides
information on the City website about the importance of making water conservation a way of life.

N4.6.1 Encourage residents to use rain barrels or other rainwater reuse systems.

Department of
Public Works
S $ O Expanded outreach on rain barrel rebates with Valley Water.

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.

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Program Text Lead
Department Staff Comments
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 groundwater.

Department of
Public Works
S $ O City staff continues to work with Valley Water on the monitoring of groundwater and map the toxic plumes in
our region.

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 urban uses.

Department of
Public Works
S $ O This is an ongoing program, no updates to report at this time.

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 protection of groundwater resources.

Department of
Public Works
IP $ O Staff finalized the Green Stormwater Infrastructure (GSI) plan; now refining the plan to determine the best
locations for GSI in the future and how to maintain the features to protect groundwater resources.

N4.8.1 Research and promote new construction techniques and recharge strategies developed to reduce subsurface and surface water impacts and comply with City dewatering policies.

Department of
Public Works
IP $ O City is still monitoring the groundwater impacts with different construction techniques to determine if the City dewatering policies require modification.

N4.8.2 Explore appropriate ways to monitor all excavations and other projects to ensure that dewatering does not result in recharge into the aquifer where needed.

Department of
Public Works
S $ O Staff is working with a consultant to refine how the City monitors the dewatering projects.

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Program Text Lead
Department Staff Comments
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 management facilities.

Department of
Public Works
R $$$ PC Stormwater ordinance will be updated in 2022.

N4.10.2 Continue public education programs on water quality issues, including BMPs for residents, businesses, contractors, and City employees.

Department of
Public Works
R $ O This work continues via flyers, tabling, bill inserts, targeted messages and the website.

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
R $$ PC Stormwater ordinance will be updated in 2022.

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
R $ PC Stormwater ordinance will be updated in 2022.

N4.11.1 Evaluate neighborhoods where parking controls may hinder street sweeping and recommend any changes that are needed.

Department of
Public Works
M $ PC There are no substantial actions to report at this time.

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 toxicity, and maximize non-chemical control.

Department of
Public Works
R $ O Continue to implement the City's Integrated Pest
Management Policy
N4.12.2 Revise the City’s Tree and Landscape Technical Manual to include stronger requirements for least-toxic practices in the landscape permitting process.

Department of
Public Works
S $ PC There are no substantial actions to report at this time.

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 local water quality.

Department of
Public Works
R $ O This is an ongoing effort. Staff continues to educate residents and businesses regarding proper pest control.

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
S $ O The stormwater rebate program was revamped in
partnership with Valley Water.

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Program Text Lead
Department Staff Comments
N4.13.2 Develop and implement a green stormwater infrastructure plan with the goal to treat and infiltrate stormwater.

Department of
Public Works
S $$$ O Currently implementing the Green Stormwater
Infrastructure Plan.

N4.13.3 Mitigate flooding through improved surface permeability or paved areas, and stormwater capture and storage.

Department of
Public Works
S $$ O This is an ongoing effort. There are no substantial actions to report at this time.

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
S $ O Projects that require a building permit are 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 be detained or retained on-site.

N4.14.2 Complete improvements to the storm drainage system consistent with the priorities outlined in the City's Storm Drainage Master Plan, as amended.

Department of
Public Works
IP $$$ O Storm Drainage Master Plan projects are being
implemented through the Capital Improvement Program
using funding from the Stormwater Management Fee.

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
R $$ O This is ongoing task. There are no substantial actions to report at this time.

N4.15.2 Encourage commercial dischargers to consistently go beyond minimum requirements of the Clean Bay Business Program.

Department of
Public Works
R $ PC Stormwater ordinance will be updated in 2022.

N4.16.1 Implement approved recommendations based on the Long-Term Facilities Plan prepared for the RWQCP.

Department of
Public Works
IP $$$ O Design complete for the Outfall Project, Primary Sedimentation Tank Rehabilitation and reviewing design
for the Secondary Treatment process. Started
construction on the Primary Sedimentation Tank
Rehabilitation Project.Page 42 of 82

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PC= Partially
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Program Text Lead
Department 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
M $$$ O A Sea Level Rise vulnerability assessment is being completed and RWQCP raises all electrical equipment due to Sea Level Rise Policy.

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
M $$ O Council accepted the Northwest County Recycled 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.

N4.17.2 Evaluate the possibility of using recycled water as an emergency water supply.

City of Palo Alto
Utilities
L $ O Using recycled water as an emergency water supply is not under consideration.

N4.17.3 Investigate ways to reuse non-traditional water sources including recycled, gray, black and storm water.

City of Palo Alto
Utilities
R $ PC Council accepted the Northwest County Recycled Water Strategic Plan in 2020. The 2020 S/CAP update is
underway, and a key action is to develop a plan for
implementing a One Water portfolio. The One Water
approach to integrated water resource planning will take a broader, more comprehensive look at water supply
options including recycled water and other non-
traditional water sources.

N5.1.1 Provide City input on significant proposals for air quality legislation and state implementation plans.

Planning and
Development
Services
R $ O Planning Department works with the City lobbyist to identify issues and provides ideas.

N5.1.2 Implement BAAQMD recommended standards for the design of buildings near heavily traveled roads, in order to minimize exposure to auto-related emissions.

Planning and
Development
Services
S $ O Bay Area Air Quality Management District (BAAQMD) standards are implemented through the CEQA process.

Goal N-5: Clean, healthful air for Palo Alto and the San Francisco Bay Area.

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PC= Partially
Complete, O=
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Pending
Program Text Lead
Department Staff Comments
N5.1.3 Explore adopting new standards that target the reduction of very fine particulate matter (PM2.5), which is associated with increased impacts on health.

Planning and
Development
Services
S $ O PM2.5 standards are implemented through the CEQA
process.

N5.2.1 Promote understanding of the impacts of extended idling on air quality, for residents, auto-dependent businesses, and schools.

Planning and
Development
Services
M $ P Work has not commenced.

N5.2.2 Consider adopting and enforcing penalties for drivers that idle for longer than 3-5 minutes.

Office of
Transportation
M $ P Project not commenced yet.

N5.3.1 Cooperatively work with Santa Clara County and the BAAQMD to ensure that mining and industrial operations mitigate
environmental and health impacts.

Planning and
Development
Services
R $ O Industrial operations are mitigated through the CEQA process. There are no mining resources within the City
limits.

N5.3.2 Monitor particulate emissions at local California Air Resources Board monitoring stations and make the information easily available to citizens.

Planning and
Development
Services
R $ O Bay Area Air Quality Management District (BAAQMD) provides monitoring information on their webpage -
http://www.baaqmd.gov/about-air-quality/current-air-
quality.

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 stoves and fireplaces.

Planning and
Development
Services
R $ O This is an ongoing effort. There are no substantial actions to report at this time.

N5.3.4 Explore feasible and cost-effective opportunities to reduce concrete and asphalt use by the City, in parks and other public projects.

Department of
Public Works
R $ O There are no substantial actions to report at this time.

N6.3.1 Continue working to reduce noise impacts created by events and activities taking place in communities adjoining Palo Alto.

Planning and
Development
Services
R $ O This is an ongoing effort. There are no substantial actions to report at this time.

Goal N-6: An environment that minimizes the adverse impacts of noise.

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Program Text Lead
Department Staff Comments
N6.3.2 Evaluate the feasibility of adopting noise criteria in the purchase of new City vehicles and equipment.

Department of
Public Works
M $ P There are no substantial actions to report at this time.

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 regulations address contemporary issues.

Planning and
Development
Services
S $ P This program would be started in the next 2-4 years.

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 conservation land.

Planning and
Development
Services
S $ P This program would be started in the next 2-4 years.

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
M $ P This program would be started in the next 2-4 years.

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 ensure compliance with the noise
ordinance.

Planning and
Development
Services
R $ O 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.

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 contours of the airport.

Department of
Public Works
R $$ O No updates at this time.

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Department 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 affect noise levels in Palo Alto.

Department of
Public Works
IP $ O Staff monitors current procedures into and out of the Palo Alto Airport. If other procedural changes are
identified unrelated to the Palo Alto Airport, staff notifies City Manager’s Office.

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
IP $ O Currently the efforts are toward developing alternatives for grade separation, therefore no substantial action for this item.

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
S $$$ O Currently the efforts are toward developing alternatives for grade separation, therefore no substantial action for this item.

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 measures.

Office of
Transportation
S $$ O The City provided comprehensive comments on the
California High-Speed Rail (HSR) Environmental Impact
Report in 2020. This is an ongoing effort.

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
R $ O Council approved the REC Exchange Program in August 2020, which authorizes staff to sell some of the City's valuable in-state renewable energy and exchange it for
lower cost out-of-state renewable energy. The savings
from this program (~$2M-$3M/yr) are to be split between rate relief and funding for local decarbonization efforts (e.g. incentives for building electrification).

Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources.

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Department Staff Comments
N7.2.1 Promote the adoption of cost-effective, renewable energy technologies from diverse renewable fuel sources by all customers.

City of Palo Alto
Utilities
S $ O Council approved the REC Exchange Program in August 2020, which authorizes staff to sell some of the City's valuable in-state renewable energy and exchange it for
lower cost out-of-state renewable energy. The savings
from this program (~$2M-$3M/yr) are to be split between rate relief and funding for local decarbonization efforts (e.g. incentives for building electrification).

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 project.

City of Palo Alto
Utilities
M $$ O To date, we have completed the analyses to compare the energy use and annual bill of gas furnace versus heat
pump system for the pilot. The planning entitlement and building permits have been issued. Construction will For the rooftop gas pack electrification project, the facility manager has secured project funding and has also
selected a contractor. Staff will develop a case study for this project with cost estimates and lessons learned.

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 and
Building Services
R $ O Staff is reviewing the 2020 version of Stand-Alone Detached ADU Cost-Effectiveness Analysis and planning
on bringing forth to Council an associated All- Electric Mandate in April 2022. Moving forward, staff will
continue to participate in the California Energy Codes & Standards 2023 Reach Code Cost-Effectiveness Analysis
efforts. Once the final analysis are complete for each building type staff will review the analysis, determine feasible energy reach efforts, perform public outreach
and bring forth new a new 2023 Energy Reach Code
Ordinance for adoption. We are currently targeting late Fall 2022 for adoption.

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Department Staff Comments
N7.4.2 Implement cost effective energy efficiency programs for all customers, including low income customers.

City of Palo Alto
Utilities
R $ O The Utilities Department continues to provide programs around energy conservation and efficiency to all
customers, including low-income customers.

N7.4.3 Incorporate cost-effective energy conservation measures into construction, maintenance, and City operation and procurement practices.

City of Palo Alto
Utilities
R $$ O Public Works expects to bring the contract for the Facility Condition and Electrification Assessment to Council
approval in December 2021 and the final report for the
electrification assessment will be completed in Q3 2022.

The report will cover the location and age of natural gas- fired equipment in city facilities, and the cost for like-for- like replacement versus gas-to-electric replacement.

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
M $ O The Utilities Department continues to implement gas and electric rate structures that meet this program goal.

N7.4.5 Continue to provide public education programs addressing energy conservation and efficiency.

City of Palo Alto
Utilities
R $ O The Utilities Department continues to provide public education programs around energy conservation and
efficiency.

Utilities Department has also started to promote
electrification to raise public awareness on the benefits of building electrification and electric vehicles.

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Department Staff Comments
N7.5.1 Monitor professional and medically-sound research and studies on light-emitting diodes (LEDs).

City of Palo Alto
Utilities
M $ O The Utilities Department promotes voluntary conversion to LED lighting in buildings, while the Building Division requires its use in new development. The Utilities
Department also maintains LED street lights for the City.

The Utilities Department promotes the use of warm white rather than cool white LEDs to avoid blue light
phototoxicity concerns. The Department uses LED street
light luminaires that minimize light pollution.

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
S $ O Staff has shorten review timelines on electrification projects as staff resources allow. We have also
implemented a daily tracking report that informs
department managers of late and pending reviews. This
tracking report is monitored daily by the Development
Services Permitting Manager and Department Managers.

Exploring outside technology such as Solar App+ as an
alternative to submitted qualified applications. We are also working collaboratively with out side stakeholders to update and our associated submittal, plan review and
field checklist/guidelines.

N7.6.2 Promote use of the top floors of new and existing structured automobile garages for installation of photovoltaic panels and green roofs.

Planning and
Development
Services
S $ O This effort is ongoing
N7.6.3 Promote solar energy in individual private projects. City of Palo Alto Utilities, Planning
and Development
Services and
Building Services
R $ O Streamlining of residential and commercial building applications is ongoing.

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Department 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
S $ O Staff monitors the market for innovative green product availability and price. The Carbon Neutral Gas Plan using carbon offsets was reaffirmed by Council in December
2020.

N7.7.2 Explore the transition of existing buildings from gas to electric or solar water and space heating.

City of Palo Alto
Utilities
S $$ O Through an RFP process, Utilities has selected a vendor to provide nonresidential electrification technical assistance service to help building owners electrify gas-fired energy systems in commercial buildings; staff will bring the
contract to Council for approval in December 2021, with a program launch date in Q1 2022.

Utilities will launch new electrification rebates for
commercial customers in Q4 2021.

On the residential side, staff issued an RFP for residential electrification services in June 2021 and expects to bring contracts to Council for approval in January 2022. New
programs will provide technical assistance to assist
residential customers with electrification projects, as well as direct install services for low income households. Staff also plans to launch new Heat pump space heating
rebates to residential customers in Q1 2022.

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
M $ O Reuse organic waste from the RWQCP; currently create Class A biosolids products and send a portion of the
organics through an anaerobic digester to convert
organics into a resource.

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.

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Department Staff Comments
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 emergency response planning.

Office of
Sustainability and
Office of Emergency
Services
R $ O Office of Sustainability in conjunction with Office of Emergency Services, reviewed the Local Hazard Mitigation Plan update and participated in regional working groups.

Topic was discussed at the S/CAP Ad Hoc Committee
meeting in January 2022
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
S $ O Palo Alto's Energy Reach code, which advances an all- electric requirement for new residential construction,
went into effect in 2020. Residential Building
electrification was discussed at the September 2021
S/CAP Ad Hoc Committee meeting and at a November
2021 S/CAP Ad Hoc Workshop. Commercial Building
Electrification was discussed at the October 2021 S/CAP Ad Hoc Committee meeting.

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
M $$ O Currently working on the Sustainability and Climate Action Plan (S/CAP) Update. Working with the S/CAP Ad
Hoc Committee to finalize the S/CAP and the Three-Year
work Plan.

N8.3.1 Protect the Municipal Services Center, Utility Control Center, and RWQCP from the impacts of sea level rise.

Department of
Public Works
M $$$ O A sea level rise vulnerability assessment is underway and anticipate to be completed in 2022
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
S $$$ O Currently finalizing the Sea Level Rise Vulnerability Assessment. Once that is complete, the Sea Level Rise
Adaptation Plan will be drafted.

Safety Element
Goal S-1: A safe community that is aware of risks and prepared for emergencies.

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Department Staff Comments
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
S $ O (OES) continues to outreach to the community, per FEMA's whole community guidelines, and provided public
safety education lectures, presentations, and trainings throughout the community. The OES Preparedness
webpage also provides this information.

S1.1.2 Continue to implement and fund the Emergency Services Volunteer program.

Office of Emergency
Services
S $ O Office of Emergency Services (OES) continues to 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 two
exercises per year.

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
R $$ O Throughout the year, Office of Emergency Services (OES) conducts emergency drills with key stakeholders that
include seminars, communications tests, table-top
exercises, functional, and full scale exercises. We
conducted three large scale emergency communications
drills with our Emergency Services Volunteers in February, April, and November. We also host monthly radio drills with the City Department Operations Centers, and
participated in monthly County radio drills. Additionally, OES has partnered with our ESV members to promote the
Great California Shakeout - Oct 21, 2021 to raise
awareness for earthquake preparedness.

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 and vehicle.

Office of Emergency
Services
R $$ O As COVID-19 risks have continued to linger in the community, we have not hosted such events.

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Department Staff Comments
S1.1.5 Encourage local businesses and other organizations to have disaster preparedness, communication, mitigation and recovery plans in place.

Office of Emergency
Services
R $ O Business outreach has largely been narrowed to
supporting COVID recovery, leveraging the Uplift Local
outreach.

S1.2.1 Develop accessible, attractive marketing materials to promote involvement in community crime safety programs.

Office of Emergency
Services
R $ C Office of Emergency Services (OES) has developed various marketing materials to promote preparedness and public
safety. Annually, OES provides two utility flyers for
earthquake awareness in April and floods/severe storms
in October (in partnership with Public Works). In 2019, OES created multilingual preparedness products
(available on our website). In 2020, OES participated in rollout of the new City Website.

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
R $ O Office of Emergency Services (OES) maintains 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
Department with the Public Safety Building.

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 discounts.

Planning and
Development
Services
R $ P Work has not commenced.

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Department 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 neighborhood safety.

Police Department R $$ O Police Department's webpage contains regularly updated links to crime statistics.

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
Coordinators.

Police Department
and Office of
Emergency Services
R $ O OES has resumed BPC certification courses as part of our ESV program. In 2021 we held three BPC in person
training courses. We also have an online method to
become a BPC. BPC training also includes Neighborhood
Watch.

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 community safety education.

Police Department R $ P The School Resource Officer program was discontinued in July 2020 due to budget cuts from Palo Alto Unified
School District (PAUSD) and City. As-needed requests will be handled as staffing permits. The Police Explorer
Program of youth cadets assisting with certain police
assignments is still in effect.

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 recovery.

Office of Emergency
Services
R $ O Office of Emergency Services meets routinely with the Palo Alto Unified School District (PAUSD) Safety and
Security Manager and other key staff. In 2020 the City
activated the Emergency Services Council / Citizen’s Corps Council to improve collaboration for the COVID-19
emergency, of which PAUSD was a routine member.

S1.5.4 Continue to support and encourage participation in Police Department programs to introduce youth to the importance and benefits of local law enforcement.

Police Department R $ P The School Resource Officer program was discontinued in July 2020 due to budget cuts from Palo Alto Unified
School District (PAUSD) and City. As-needed requests will be handled as staffing permits. The Police Explorer
Program of youth cadets assisting with certain police
assignments is still in effect.

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Program Text Lead
Department Staff Comments
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-lethal alternatives.

Police Department R $ O Police Department is complying with state mandated training in multiple topics annually. The Department is working with County Mental Health and has staffed the
PERT response team since December 2021.

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 considerations, and retention of data.

Police Department R $$ O Refer to Council Surveillance Policy.

S1.6.3 Communicate transparently with the community regarding adoption of new PAPD equipment and/or tactics while balancing the need for operational security.

Police Department R $ O The Police Department will adhere to Council Surveillance policy when applicable and will consult with City staff and Council as directed with significant policy changes.

S1.7.1 Regularly monitor and review the level of public safety staffing and satellite police station locations required for efficient local service delivery.

Police Department R $ O The police substation at Stanford Shopping Center works in partnership with Simon Properties.

S1.7.2 Design the new Public Safety building to meet essential service standards, the needs of the public safety departments and be resilient against known threats and hazards.

Department of
Public Works
S $$$ C Design of the Public Safety Building is complete and the construction started in spring 2021.

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Department 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
R $$ O OES remains proficient in the use of the Everbridge software system, that provides the AlertSCC mass
notification functionality. OES also can provide
notifications via Nextdoor, and in working with City
communications managers - proliferate such messages on
other social mediums. OES also keeps abreast of new
technologies, such as ZoneHaven among others to
recommend best use of these technologies.

S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan. Office of Emergency Services
S $$ C The plan was completed in 2019.

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 effectiveness.

Department of
Public Works
S $$$ O An Infrastructure Management System has been
implemented to track operating and capital improvement
costs and to maintain updates on deferred “catch-up”
maintenance and planned “keep-up” maintenance for
future improvements.

S1.10.1 Regularly update and make publicly available the City of Palo Alto Emergency Operations Plan (EOP).

Office of Emergency
Services
R $$$ PC The Emergency Operations Plan (EOP) is available on the City’s website; Office of Emergency Services is currently staffing an update to the EOP which will be available later in 2022.

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Program Text Lead
Department 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
R $ O OES continues to participate in regional planning 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 COVID-19
Community Working Group - 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 Group (SV- HSCG).

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
R $$ O Annually, Office of Emergency Services updates the status of Local Hazard Mitigation Plan (LHMP) projects.

Currently, 38 projects are listed in the LHMP: 5 are
complete, 17 are in progress, 12 are ongoing activities, 4 reported no action taken this year.

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
R $ O OES leads the city's multi-agency coordination by integrating agencies into response efforts, as appropriate.

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 incidents or events.

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Department Staff Comments
S1.12.2 Explore the establishment of mutually-beneficial cooperative agreements between Palo Alto’s police and fire departments and those of neighboring cities.

Police Department
& Fire Department
M $ O Currently the departments share Communication System contracts with Mountain View and Los Altos Police
Departments. Joint Records Management Systems was
implemented in Dec 2021. CAD upgrade project under
review.

S1.13.1 Identify solutions to add an additional power line to Palo Alto to ensure redundancy.

City of Palo Alto
Utilities
S $$ P The Utility's Department will retain a consultant to assist pursuit of PG&E solution through the California
Independent System Operator (CAISO) transmission
planning process.

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
M $ O The City of Palo Alto Utilities Department is facilitating customer adoption of technologies such as energy storage systems. The Utilities department has also completed an initial energy resiliency assessment of all-electric single- family residences.

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Program Text Lead
Department Staff Comments
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- made or natural disasters.

City of Palo Alto
Utilities
R $$$ O To date, about 55% of City’s electric distribution lines are underground, either through the underground conversion
program or having been placed underground when
originally installed.

Further eight districts are identified for conversion, with a cost range of $20 to $24 million, which would bring the underground distribution line percentage up to about
60%.

Undergrounding has started in the Foothills rebuild for fire risk mitigation.

The City is evaluating a cost-share bundle package of
services to residential neighborhoods which includes
undergrounding, electrification and fiber-to-the-home.

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 pipelines.

City of Palo Alto
Utilities
R $$ O The City of Palo Alto Utilities Department maintains a robust gas safety program and annually provides gas
safety information to residents.

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Program Text Lead
Department 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
R $$ O City of Palo Alto staff continue to explore the use of alternative forms of energy to offset the use of carbon based fuels. In designing the rebuild of Fire Station 4 (East Meadow), staff is evaluating a microgrid consisting of
solar, energy storage and diesel generation. This project is planned for year 2024. The new public safety building has the capability of accommodating a energy storage system based microgrid at a future time. The solar generator
trailer was acquired in 2020-21(via a grant) to provide back-up power for the mobile emergency operation
center (MEOC) and other emergency vehicles.

The Sustainability and Climate Action Plan also has
elements related to exploring the use of solar + energy storage and microgrids to lower the community's carbon
footprint.

S2.5.1 Periodically review and update the City’s Seismic Hazard Ordinance. Planning and Development
Services
IP $ P Project commencement is pending the availability of resources. Staff is exploring CalOES Hazard Mitigation Grant Program (HGMP) opportunities.

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
S $ P This effort is linked to measure S2.5.1. There are no substantial actions to report at this time.

S2.6.1 Encourage efforts by individual neighborhood or block- level groups to pool resources for seismic retrofits.

Planning and
Development
Services
M $ P This effort is linked to measure S2.5.1. Work has not yet commenced.

Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake, landslide, flooding, and fire.

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Program Text Lead
Department Staff Comments
S2.6.2 Continue to use a seismic bonus and a TDR Ordinance for seismic retrofits for eligible structures in the Commercial Downtown (CD) zone.

Planning and
Development
Services
R $ P This effort is linked to measure S2.5.1. There are no substantial actions to report at this time.

S2.6.3 Evaluate the TDR Ordinance so that transferred development rights may be used for residential development on the receiver sites.

Planning and
Development
Services
R $ P Work has not commenced.

S2.6.4 Study the possibility of revising the transfer of development rights program to encourage seismic retrofits.

Planning and
Development
Services
M $ P Work has not commenced.

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 retrofit seismically-unsafe construction.

Planning and
Development
Services
S $ O This is an ongoing effort.

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 measures.

Planning and
Development
Services and
Department of
Public Works
S $ O The program is being implemented on applicable projects.

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 State standards.

Department of
Public Works
M $ O The code requirements are currently up-to-date. Staff will continue to monitor accepted and adopted standards and
update code as needed.

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 encourage structural retrofits.

Planning and
Development
Services and
Building Services
S $ P No work was done on this project this year. There are no substantial actions to report at this time.

S2.8.1 Implement flood mitigation requirements of FEMA in Special Flood Hazard Areas as illustrated on the Flood Insurance Rate Maps.

Department of
Public Works
R $$$ O All private and public development projects within the Special Flood Hazard Areas are reviewed for compliance
with FEMA regulations.

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Program Text Lead
Department Staff Comments
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 the cost of flood insurance.

Department of
Public Works
R $ O City of Palo Alto continues to participate in the Community Rating System and to evaluate opportunities
to improve the rating.

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 Francisquito Creek.

Department of
Public Works
IP $$$ O The Highway 101 to Bay project was completed in 2018.

The Upstream of Highway 101 project is currently in the Design Development and Entitlements process.

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
S $$$ O Design work continues on the Newell Road Bridge project and the Upstream of Highway 101 project, which includes Pope Chaucer Street Bridge. Regulatory permitting is
being coordinated for the two projects.

S2.10.1 Keep basement restrictions up to date with changing flood hazard zones.

Department of
Public Works
S $ O This is an ongoing effort, including PW's effort to enforce an additional foot of height in flood prone areas to
minimize insurance impacts.

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 and other factors.

Department of
Public Works
S $$ P Work has not commenced.

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Program Text Lead
Department Staff Comments
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
construction.

Department of
Public Works
S $ P Work has not yet commenced.

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 natural environment.

Department of
Public Works
R $$$ O The City of Palo Alto continues to work with the project team to plan for projects such as tide gate replacement and Shoreline Study Phase 2 to improve Bay levees in
anticipation of future sea level rise.

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 support for
environmentally sensitive levees.

Department of
Public Works
R $ O A horizontal levee enhancement Feasibility Study is complete. The results will be combined with a Sea Level Rise Plan to determine courses of action.

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 Practices.

Fire Department R $ O This is an ongoing effort.

S2.13.2 Explore technological tools, such as cameras or remote sensors, to identify smoke or fires and initiate response as quickly as possible.

Fire Department S $$ O This is an ongoing effort.

S2.14.1 Regularly review and fund updates to the Palo Alto Foothills Fire Management Plan to ensure consistency with current standards and Best Management Practices.

Fire Department M $$ O Regular review and update is an ongoing effort.

S2.14.2 Implement the Foothills Fire Management Plan to balance conservation of natural resources with reduction of fire hazards especially in open space areas.

Fire Department R $$$ O The Foothills Fire Management Plan is implemented as required.

S2.14.3 Minimize fire hazards by maintaining low density zoning in wildland fire hazard areas.

Planning and
Development
Services
Department
R $ O This is an ongoing effort

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Program Text Lead
Department Staff Comments
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 mutual aid agreements.

Fire Department R $ O This is an ongoing effort.

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 prevention measures to reduce those risks.

Fire Department S $$ O This is an ongoing effort.

S2.15.1 Evaluate measures for optimal service delivery to improve efficiency; develop automatic or mutual aid agreements with other jurisdictions, including Stanford, to improve efficiencies.

Fire Department M $$ O This is an ongoing effort.

S2.15.2 Upgrade fire stations so that all remain fully functional following earthquakes.

Fire Department IP $$$ O This is an ongoing effort.

S2.15.3 Periodically update the Fire Department Standards of Cover document.

Fire Department S $ O This is an ongoing effort.

S2.16.1 Provide public education on fire safety, including wildland and structural fire prevention, evacuation routes and guidelines for clearance of landscaping and other hazards around structures.

Fire Department R $ O This is an ongoing effort.

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 health or safety effects.

Fire Department IP $ O This is an ongoing effort.

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 disposal.

Fire Department S $ O This is an ongoing effort.

S3.1.3 Strengthen development review requirements and construction standards for projects on sites with groundwater contamination.

Planning and
Development
Services and
Department of
Public Works
S $ O This requirement is ongoing as a part of CEQA review.

Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials.

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Program Text Lead
Department Staff Comments
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 routes.

Fire Department M $ O This is an ongoing effort.

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 and disposal practices to all user groups.

Fire Department R $ O This is an ongoing effort.

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 more convenient and accessible to residents.

Department of
Public Works
R $ O Continue to promote the household hazardous waste collection events and Reuse Cabinets.

S3.1.7 Continue to allow small quantity generators to dispose of hazardous waste at cost.

Department of
Public Works
R $ O Program continues to be available to small businesses.

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 take-back programs rather than flushing.

Department of
Public Works
R $ O Advertising pharmaceutical disposal options and providing locations to residents is a continuous effort.

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
R $ P Work has not yet commenced; loss of staff positions impacts this effort.

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
R $ O Project Safety Net, now a 501(c)(3) and its partners continue to collaborate and educate the community. The City remains committed to participating and supporting
Project Safety Net.

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Program Text Lead
Department Staff Comments
S3.8.1 Encourage residential and commercial food waste reduction through incentives, educational outreach and programs.

Department of
Public Works
R $ O This work continues and is increasing as it is a key activity, to approach Zero Waste. Will expand ordinance
requirements to improve diversion of organic waste.

S3.8.2 To the extent allowed by law, use refuse rate structures that incentivize waste reduction.

Department of
Public Works
R $ O Will continue to review rates to ensure that this program charges the correct amount for the service.

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
IP $ O This work continues and new campaigns are cycled through.

S3.9.1 Periodically review and update the adopted Construction and Debris program.

Department of
Public Works
R $ O Monitoring the new requirement in this area that was adopted in July 2020.

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 space in our landfills.

Department of
Public Works
R $ O This is an ongoing task.

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 of the product.

Office of
Sustainability
R $ O This is an ongoing task.

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 cybersecurity.

City of Palo Alto
Utilities
S $$ C Completed for Supervisory Control and Data Acquisition (SCADA) System.

The Utilities Department has an active program in place to identify vulnerabilities and continuously improve
cybersecurity.

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Program Text Lead
Department Staff Comments
S3.12.2 Establish criteria for the installation of high security telecommunications technology in new local government projects.

City of Palo Alto
Utilities
M $ P As part of the City's fiber backbone expansion project, Magellan Advisors collaborated with multiple
departments (Community Services, Transportation, Public Works, Public Safety, Utilities) and identified locations where fiber is needed to enhance site security or provide new services.

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
S $$ P As part of the City's fiber backbone expansion project, the City will deploy new wireless infrastructure to support mobile and portable communications for command and
patrol vehicles, as well as incident command networks in the areas where existing commercial wireless services are often saturated due to a high concentration of public
users (i.e. sporting event). The detailed engineering design is scheduled to be completed by March 31, 2022.

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 and implement this program.

Office of
Transportation
R $ P Will likely be part of Sustainability and Climate Action Plan (S/CAP) implementation if approved by Council.

T1.2.2 Advocate for improved connectivity to transit to serve workers who live in the South Bay and work in Palo Alto.

Office of
Transportation
R $ PC This is an ongoing effort by city staff and council members appointed to various boards and commissions.

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.

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Program Text Lead
Department Staff Comments
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 measures should 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 TDM measures. Fees collected would be used for capital improvements aimed at reducing vehicle trips and traffic congestion.
Ensure a stable, sustained funding source to support implementation of TDM Office of
Transportation
S $ PC Partially implemented due to SB743 (Level of Service -to- Vehicle Miles Travel) implementation and TIF adoption.

Due to lack of staff and funding resources, the TDM
Ordinance element of task is delayed but could be funded via S/CAP if adopted.

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 when appropriate.

Office of
Transportation
IP $ O Quarterly reports and annual survey evaluate the Transportation Management Association (TMA) with
Office of Transportation oversight. Council expanded use of City funds to include Cal Ave business district in 2020 following successful 2019 pilot program.Page 68 of 82

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Program Text Lead
Department 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.

Planning and
Development
Services, Office of
Transportation &
Human Resources
Department
R $ P The online platform implementation is currently on-hold with resources allocated to address the COVID-19
pandemic. However, the City’s current employee
performance appraisal process provides for City
management to review and evaluate the quality of
customer service in each department. In addition, the City Manager’s Office has launched a customer service
feedback function to view the data collected and
to monitor trends.

T1.2.6 Pursue full participation of Palo Alto employers in the TMA. Office of Transportation
R $$ O Where appropriate, Planning and Development Services includes Transportation Management Association (TMA)
membership in development conditions. The TMA
conducts ongoing outreach to employers, and the TMA's
mode shift survey now doubles as an outreach tool.

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
M $$ O This program is ongoing in conjunction with City of Palo Alto Utilities and Office of Transportation.

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 companies, and ride services.

Office of
Transportation
M $$$ P There are no plans to re-start the Palo Alto Shuttle. Staff are working to pilot a grant-funded two-year on-demand
transit service, targeted to start prior to the 2023-24 school year. Vehicle type will be considered via the RFP process to select a vendor. Page 69 of 82

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Program Text Lead
Department Staff Comments
T1.4.1 Update the Zoning Code to ensure compatibility with the electric vehicle infrastructure requirements.

Planning and
Development
Services
IP $ O During FY 20-21, Planning and Transportation Commission recommended and Council approved zoning code
amendments to adjust parking regulations including
supporting electric vehicles. Additional changes are in process.

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 options.

Office of
Sustainability and
City of Palo Alto
Utilities Department
R $ O This program is ongoing in conjunction with City of Palo Alto Utilities.

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 and commuting.

Office of
Transportation
S $ P City received a VTA grant for a pilot on-demand transit project. Staff is working towards finalizing the agreement with VTA and will follow up with procurement of services.

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 hours.

Office of
Transportation
IP $ O No updates to report at this time.

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 to El Camino Real for transit vehicles.

Office of
Transportation
IP $$$ P Project is on hold for long term. In the long term, a Downtown Coordinated Area Plan is needed to address
this program.

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 serving the Research Park.

Office of
Transportation
M $$$ O No updates to report at this time. In the long term, a California Ave Transit Center plan is needed to address this program.

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$=Small,
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C= Complete,
PC= Partially
Complete, O=
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Program Text Lead
Department Staff Comments
T1.12.1 Strongly recommend that VTA maintain existing service and coverage levels in Palo Alto.

Office of
Transportation
IP $ O Ongoing effort by Council members on VTA Committees and City staff. VTA's 2021 Transit Service Plan is paused due to public health orders limiting bus capacity to
accommodate physical distancing.

T1.12.2 Work with VTA to expand VTA express bus service routes to serve the Stanford Research Park, California Avenue, Stanford University, and Downtown.

Office of
Transportation
S $$ O VTA’s Express Bus Partnership Program was implemented in early 2020 and continues partnerships with companies in funding Express bus routes selected by the companies.

The program runs annually, and Stanford Research Park
continues to support Express Routes 101, 102, 103 and
104 through the end of 2021.

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 queue jump lanes and curbside platforms.

Office of
Transportation
S $$ O No updates to report at this time.

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
M $ O A trial program for downtown workers began in April 2016 via the Transportation Management Association
(TMA). The TMA continues to subsidize ridesharing and
transit for downtown service workers.Page 71 of 82

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$=Small,
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C= Complete,
PC= Partially
Complete, O=
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Pending
Program Text Lead
Department Staff Comments
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 and effectiveness.

Office of
Transportation
IP $$$ O In the Spring of 2021, the City was awarded a $2 million Innovative Transit Grant by VTA to pilot a two-year on- demand transit service. Staff are working to initiate this service prior to the 2023-2024 school year.

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
IP $$ O Ongoing as part of City of Palo Alto's Bicycle + Pedestrian Transportation Plan (BPTP) implementation.

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 M $ O This is an ongoing effort. There are no substantial actions to report at this time.

T1.16.3 Encourage private schools to develop Walk and Roll Maps as part of Transportation Demand Management strategies to reduce vehicle trips.

Office of
Transportation
IP $ O This is an ongoing effort, Gideon Hausner Jewish Day School developed their own map in 2014.

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 single occupant vehicle trips.

Office of
Transportation
M $ O Coordination with City staff and various event sponsors are ongoing.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 upgrades.

Department of
Public Works
M $ O City-wide 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 when
appropriate.

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 the Capital Improvements Program.

Department of
Public Works
IP $$$ O This program is ongoing. There are no substantial actions to report at this time.

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
L $$$ O This program is ongoing. There are no substantial actions to report at this time.

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 centers, and other destinations.

Office of
Transportation
IP $ P Micro mobility pilot delayed due to public health orders preventing community engagement events required to
launch new services.

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
IP $$$ O There are no substantial actions to report at this time.

Ongoing as opportunities arise.

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 Transportation Plan network.

Office of
Transportation
R $$ O This program is ongoing. There are no updates to report at this time.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 incentives, and similar programs.

Office of
Transportation
IP $ C Transportation Impact Fee (TIF) update was approved by City Council in 2019.

T1.26.1 In collaboration with regional agencies and neighboring jurisdictions, identify and pursue funding for rail corridor improvements and grade separation.

Office of
Transportation
S $ O City is pursuing council review of the alternatives in consideration for the grade separation at Churchill,
Meadow and Charleston Crossings. Currently, the council has narrowed the alternatives, however additional studies are needed to select the preferred alternative for each location.

T2.1.1 Implement computerized traffic management systems to improve traffic flow when feasible.

Office of
Transportation
IP $$ O This program is ongoing. There are no updates to report at this time.

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
IP $$ P This program will need additional staffing and funding resources to be implemented.

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 Park.

Office of
Transportation
IP $ O This program is ongoing. There are no updates to report at this time.

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.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 intersections.

Office of
Transportation
S $$ P No updates to report at this time.

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 network.

Office of
Transportation
S $ P Methodologies for Multimodal Level of Service (MMLOS) are neither standardized nor widely used. Level of stress analysis of the bicycle and pedestrian network is
anticipated in the FY22 update of the Bicycle and
Pedestrian Transportation Plan. This analysis will inform development review by staff.

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 Palo Alto context.

Office of
Transportation &
Department of
Public Works
S $$ O No additional updates to report.

T3.5.2 Establish procedures for considering the effects of street design on emergency vehicle response time.

Department of
Public Works & Palo
Alto Police
Department & Palo
Alto Fire
Department
R $ O Input given when requested from the City. There are no substantial actions to report at this time.

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
R $ O This program is ongoing. The Quarry Road Extension is a potential project with regional transit benefits.

Goal T-3: Maintain an efficient roadway network for all users.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
T3.10.2 Implement and monitor Development Agreement traffic mitigations at Stanford Medical Center.

Office of
Transportation
IP $ O This program is ongoing lead by Planning Department with Office of Transportation support as needed.

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 other primary destinations.

Office of
Transportation
R $$$ P The Quarry Rd re-striping and path to Transit Center are recent projects. The Quarry Road Extension is a future
project that will reduce transit travel time.

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 Street.

Office of
Transportation
M $$ P This project is on hold.

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 construction of railroad grade separations.

Office of
Transportation
S $$$ O The project is ongoing. City Council reviewed the details of grade separation alternatives at Meadow and
Charleston on 8/23/21. Council plans to review Churchill Avenue Alternatives on 10/18/21. Staff will pursue
additional studies and outreach. Future actions will
depend upon Council Direction on the selection of
Preferred Alternatives
T3.15.2 Conduct a study to evaluate the implications of grade separation on bicycle and pedestrian circulation.

Office of
Transportation
S $$ P Will need additional funding to conduct this review. Staff needs to establish Capital Improvement Projects for such studies and design efforts.

T3.17.1 Complete a Palo Alto Avenue crossing study to identify potential near-term safety and accessibility improvements.

Office of
Transportation
S $$ P This will be perfumed in conjunction with Downtown Area Study. This is currently on hold.

T3.17.2 Work with Caltrain to ensure that the rail tracks are safe and secure with adequate fencing and barriers.

Office of
Transportation
S $$ O The project for safety improvements on Churchill Av. at- grade crossings is currently in progress.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
T4.2.1 Periodically evaluate residential areas for traffic impacts and use the results of that evaluation to prioritize traffic calming measures.

Office of
Transportation
IP $$ O Ongoing Program. Implemented traffic calming in Crescent Park Area
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 from freeways to neighborhoods.

Department of
Public Works
L $$$ O This is an ongoing effort. There are no substantial actions to report at this time.

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 housing as appropriate.

Planning and
Development
Services and Office
of Transportation
S $ PC OOT presented initial recommendations to PTC in
September 2021; for Finance Committee in October 2021,
recommendations were focused on moving forward for
adopting virtual permitting options. Additional
recommendations will be presented along with the
development of a commercial pilot process.

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
M $ P Work on this has not commenced yet, though the City has allowed use of parking spaces temporarily to enable
parklets in the Right Of Ways and outdoor business on
private parking lots. Council directed exploration of
permanent parklets.

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.

Planning and
Development
Services and Office
of Transportation
M $ P Work has not commenced.

Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local transportation options.

Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 biking connections.

Planning and
Development
Services and Office
of Transportation
S $ P Work has not commenced.

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
S $ C Staff will continue exploration of permanent parklets and parking reductions for multi family residential use
T5.2.1 Use technology to help identify parking availability and make it easy to pay any parking fees.

Office of
Transportation
S $$$ O This is an ongoing program, no updates to report at this time.

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 modes of transportation
Office of
Transportation
IP $$ O PTC reviewed options in an initial study session in May 2021. Additional stakeholder outreach to occur in 2022.

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 neighborhood parking for residents.

Office of
Transportation
S $$$ O Regular parking occupancy counts to occur with
Automated License Plate Recognition (ALPR)
implementation in 2022. Initial recommendations and
additional engagement to occur as data is collected and reviewed.

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 other businesses to use.

Office of
Transportation
S $ P Work has not yet begun.

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 surfaces.

Department of
Public Works
S $$ O Staff received a grant to retrofit an existing parking lot; scoping for project will commence in 2022.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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 and reflective surfaces.

Department of
Public Works
S $ O This is an ongoing program, no updates to report at this time.

T5.8.3 Update City requirements regarding trees and other landscaping that capture and filter stormwater within surface parking lots to take advantage of new technology.

Department of
Public Works
R $ O This is an ongoing program. There are no substantial actions to report at this time.

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 programs.

Office of
Transportation
S $$ O This is an ongoing program, no updates to report at this time.

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 places of employment.

Office of
Transportation
R $ O 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.

T5.12.2 Install secure electronic bike lockers such as the BikeLink system, at high theft locations, including transit stations and parking garages.

Office of
Transportation
M $$ P Work has not commenced.

T5.12.3 Assess the need to provide additional bicycle parking in City-owned parking lots and rights-of-way.

Office of
Transportation
M $$ O This is an ongoing program via 311 requests for parking in the public Right-of-Ways.

T6.1.1 Follow the principles of the safe routes to schools program to implement traffic safety measures that focus on Safe Routes to work, shopping, downtown, community services, parks, and schools, including all designated school commute corridors.

Office of
Transportation
R $$ O This is an ongoing program, no updates to report at this time.

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 businesses and community organizations.

Office of
Transportation
IP $$ O This is an ongoing program. School Walk and Roll Maps are updated as needed. Walk and Roll to Libraries maps
has been updated in 2018.

Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
T6.1.3 Address pedestrian safety along Alma Street between Embarcadero Road and Lytton Street.

Office of
Transportation
S $$ P Work has not commenced.

T6.1.4 Address pedestrian safety on shared-use paths through the use of signs, pavement markings, and outreach to users, encouraging them to be safe and courteous.

Office of
Transportation
R $ O This is an ongoing program, no updates to report at this time.

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 database for this information.

Office of
Transportation
R $$ O This is an ongoing program via the County's collision database.

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 code when feasible.

Office of
Transportation
R $ O This is an ongoing program, no updates to report at this time.

T6.4.2 Establish standards and procedures for maintaining safe bicycling routes, including signage for warnings and detours during construction projects.

Office of
Transportation
IP $ C The Traffic Control Plan Guidelines was updated in 2016 and regularly reviewed.

T6.4.3 In collaboration with PAUSD, provide adult crossing guards at school crossings that meet established warrants.

Police Department R $$ O This is an ongoing program, no updates to report at this time.

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 safety.

Office of
Transportation
R $$$ O This is an ongoing program, no updates to report at this time.

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 juveniles.

Office of
Transportation
R $$ O This is an ongoing program, no updates to report at this time.

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 adults.

Office of
Transportation
R $$ O This is an ongoing program, no updates to report at this time.

4.a
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Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
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
M $$ P Work has not commenced.

T6.6.5 Identify and construct safety improvements for pedestrian underpasses, including on Embarcadero Road.

Office of
Transportation
L $$$ P Work has not commenced.

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
R $$$ O This is an ongoing program, no updates to report at this time.

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 compliance annually.

Office of
Transportation
M $$ P Work has not commenced. A rolled curb parking flyer is available on the City website.

T6.7.1 Evaluate the performance of safety improvements and identify methods to encourage alternative transportation modes.

Office of
Transportation
R $ O This is an ongoing program, no updates to report at this time.

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
M $$ P Work has not commenced. The on-demand transit pilot will include discount fares for seniors and possibly others.

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
R $$$ O Due to the pandemic, free shuttle service was cancelled.

The future on-demand transit service will include fare
discounts.

T7.1.3 Pursue expanded evening and night time bus service to enhance mobility for all users during off-peak times.

Office of
Transportation
R $ P This program is unlikely to be pursued with VTA's 2021 New Service Plan.

Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations.

Goal T-8: Influence the shape and implementation of regional transportation policies and technologies to reduce traffic congestion and greenhouse gas emissions.

4.a
Packet Pg. 106
Priority Level of
Effort
2021
Status
S= Short (< 5
years), M=
Medium (5‐10
years), L=
Long (>10
years), IP= In
Progress, R=
Routine
$=Small,
$$=Medium
$$$=Substantia
l Effort
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Program Text Lead
Department Staff Comments
T8.1.1 Continue to participate in regional efforts to develop technological solutions that make alternatives to the automobile more convenient.

Office of
Transportation
R $ O Projects like Dumbarton Forward a MTC/AC Transit Travel Time improvement Project, PASS Project, and Manager’s
Mobility Partnership address this.

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 interchange in Mountain View.

Office of
Transportation
S $ O At present VTA is leading work effort to identify project alternatives, define scope of upcoming analysis, and apply for grant funding.

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 International Airport.

Office of
Transportation
R $ P Work has not commenced.

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 grad crossings.

Office of
Transportation
IP $$$ O This is an ongoing project. Peninsula Bikeway signage was installed in 2018 via efforts of the Managers Mobility
Partnership, which continues to improve connections
between local jurisdictions. Adobe Creek Bridge will be completed in Autumn of 2021. Newell Bridge project has
expected completion date in 2023. Class 1 or Class 4
bicycle facilities will be included in the reconstruction of the 101/San Antonio interchange.

Source: City of Palo Alto, Planning and Development Services, 2022 February

4.a
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TABLE B
Program Implementation Status
Housing Element Program Status Page 1 of 27 Revised December 2021

Status of Housing Element Programs 2015-2023
December 2021

Goal/Policy/Program Description Plan Objective Funding Source Responsible Agency
Time Frame Status
H1 Goal ENSURE THE PRESERVATION OF THE UNIQUE CHARACTER OF RESIDENTIAL

NEIGHBORHOODS
H1.1 Policy Promote the rehabilitation of
deteriorating or substandard
residential properties using
sustainable and energy
conserving approaches.

H1.1.1 Program

Continue the citywide
property maintenance,
inspection, and
enforcement program.

Continue to
provide services
which promote
rehabilitation of
substandard
housing.

City Funds Planning and
Development
Services
Department;
Code
Enforcement
Ongoing Ongoing Program.

H1.1.2 Program

Consider modifying
development standards for
second units, where
consistent with maintaining
the character of existing
neighborhoods. The
modifications should
encourage the production of
second units affordable to
very low-, low-, or moderate-
income households.

Consider
modifying the
Zoning Code to
provide for
additional second
units.

General Fund Planning and
Development
Services
Department
Conduct a study
within three
years of adoption
of Housing
Element to
assess the
potential for
additional
second units with
modifications to
the development
standards.

Complete.

The new Ordinance
was adopted
November 2020. Staff
will return to PTC
regarding establishing
rules for Affordable
units.

H1.1.3 Program

Provide incentives to developers
such as reduced fees and
flexible development standards
Preserve 10
rental cottages
and duplexes.

City Housing funds Planning and
Development
Services
Explore
incentives within
three years of
Partially Complete.

ADU regulations were
approved in

4.b
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TABLE B
Program Implementation Status
Housing Element Program Status Page 2 of 27 Revised December 2021 Goal/Policy/Program Description Plan Objective Funding Source Responsible Agency
Time Frame Status

to encourage the preservation
of existing rental cottages and
duplexes currently located in the
R-1 and R-2 residential areas.

Department Housing Element
adoption.

November 2020.

H1.2 Policy Support efforts to preserve
multifamily
housing units in existing
neighborhoods.

H1.2.1 Program

When a loss of rental housing
occurs due to subdivision or
condominium conversion
approvals, the project shall
require 25 percent BMR units.

Provide 10
additional
affordable
housing units on
sites where rental
housing will be
lost.

NA Planning and
Development
Services
Department
Ongoing Partially Complete.

There have not been
any projects subject to
this program to date.

H1.3 Policy Encourage community
involvement in the
maintenance and enhancement
of public and private properties
and adjacent rights-of-way in
residential
neighborhoods.

H1.3.1 Program

Create community volunteer
days and park cleanups,
plantings, or similar events that
promote neighborhood
enhancement and conduct
City- sponsored cleanup
campaigns for public and
private properties.

Coordin. with the
City’s waste and
disposal hauler
to conduct a
cleanup
campaign once a
year to promote
neighborhood
clean-up.

City Housing
Funds
Public Works
Department
Ongoing Ongoing Program.

H1.4 Policy Ensure that new developments
provide appropriate transitions
from higher density

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development to single-family
and low-density residential
districts to preserve
neighborhood character.

H2 Goal SUPPORT THE CONSTRUCTION OF HOUSING NEAR SCHOOLS, TRANSIT, PARKS, SHOPPING, EMPLOYMENT, AND CULTURAL INSTITUTIONS H2.1 Policy Identify and implement
strategies to increase housing
density and diversity, including
mixed-use development and a
range of unit styles, near
community services. Emphasize
and encourage the
development of affordable and
mixed-income housing to
support the City’s fair share of
the regional housing needs and
to ensure that the City’s
population remains
economically diverse.

H2.1.1 Program

To allow for higher density
residential development, consider
amending the Zoning Code to
permit high -density residential in
mixed use or single use projects in
commercial areas within one -half
a mile of fixed rail stations and to
allow limited exceptions to the 50-
foot height limit for Housing
Element Sites within one -quarter
mile of fixed rail stations.

Provide
opportunities
for a diverse
range of
housing types
near fixed rail
stations.

City Funds Planning and
Development
Services
Department
Consider Zoning
Code
amendments
within three
years of Housing
Element
adoption.

Complete.

Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
in Feb. 2019
H2.1.2 Program

.

Allow increased residential
densities and mixed-use
development only where
adequate urban services and
amenities, including roadway
Make sure that
adequate
services are
available when
considering
City Funds Planning and
Development
Services
Department
Ongoing Complete.

Council did expand
additional area of the
Housing
Improvement

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capacity, are available. increased
residential
densities.

Program Area in
2020.

H2.1.3 Program

Amend the zoning code to
specify the minimum density of
eight dwelling units per acre in all
RM-15 districts. Consider
amending the zoning code to
specify minimum density for
other multifamily zoning
districts, consistent with the
multi-family land use
designation in the
Comprehensive Plan.

To provide
opportunities
for up to10
additional
dwelling units
on properties
zoned RM-15
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.

Complete.

Adopted Housing
Incentive Ordinance
in 2019.

H2.1.4 Program

.

Amend the Zoning Code to
create zoning incentives that
encourage the development of
smaller, more affordable
housing units, including units for
seniors, such as reduced parking
requirements for units less than
900 square feet and other
flexible development standards.

Provide
opportunities
for 75 smaller,
more
affordable
housing units.

City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.

Partially Complete.

The new ADU
Ordinance was adopted
November 2020. Staff
to return to PTC
regarding establishing
rules for Affordable
units.

H2.1.5 Program

Use sustainable neighborhood
development criteria to
enhance connectivity,
walkability, and access to
amenities, and to support
housing diversity.

Increase
connectivity
and walkability
in new
development.

VTA and City Funds Planning and
Development
Services
Department
Ongoing Partially Complete.

North Ventura
Community Action
Plan underway.

H2.1.6 Program

Consider density bonuses
and/or concessions including
allowing greater concessions
for 100% affordable housing
developments.

Provide
opportunities
for 100%
affordable
housing
City Funds Planning and
Development
Services
Department
Ongoing Complete.

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developments.

H2.1.7 Program

Explore developing a Transfer
of Development Rights (TDR)
program to encourage higher-
density housing in appropriate
locations.

Create
opportunities
for higher-
density
housing.

City Funds Planning and
Development
Services
Department
Consider
program within
two years of
Housing Element
adoption.

Partially Complete.

Completed part of
the Phase 1 Housing
Element
implementation plan
for 2018, standards to
be developed.

H2.1.8 Program

Promote redevelopment of
underutilized sites by providing
information about potential
housing sites on the City’s
website, including the Housing
Sites identified to meet the
RHNA and information about
financial resources available
through City housing programs.

Provide
information to
developers
about
potential
housing sites.

City funds Planning and
Development
Services
Department
Post information
on website upon
adoption of
Housing
Element.

Complete.

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H2.1.9 Program

Amend the Zoning Code to
create zoning incentives that
encourage the consolidation of
smaller lots identified as
Housing Inventory Sites and
developed with 100%
affordable housing projects.

Incentives may include
development review
streamlining, reduction in
required parking for smaller
units, or graduated density
when consolidated lots are over
one-half acre. Adopt
amendments as appropriate.

Provide information regarding
zoning incentives to developers.

Amend the
Zoning Code to
provide
development
incentives to
meet the
RHNA.

City funds Planning and
Development
Services
Department
Adopt
amendments
within two years
of Housing
Element
adoption.

Complete.

H2.1.10 Program

As a part of planning for the
future of El Camino Real, explore
the identification of pedestrian
nodes (i.e. “pearls on a string”)
consistent with the South El
Camino Design Guidelines, with
greater densities in these nodes
than in other
areas.

Explore the
identification of
pedestrian
nodes.

City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update.

Partially Complete.

Part of the Phase 1
Housing Element
implementation plan;
in 2018. Comp. Plan
adopted.

H2.1.11 Program

Consider implementing the
Pedestrian and Transit Oriented
Development (PTOD) Overlay for
the University Avenue
downtown district to promote
Consider PTOD
for University
Avenue.

City Funds Planning and
Development
Services
Department
Within four years
of Housing
Element
adoption, in
conjunction with
Not Yet Complete.

The City is exploring
other options to
PTOD.

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higher density multifamily
housing development in that
area.
the
Comprehensive
Plan update.

H2.1.12 Program

Evaluate developing specific or
precise plans for the downtown,
California Avenue, and El Camino
Real areas to implement in the
updated Comprehensive Plan.

Adopt plans for these areas, as
appropriate.

Evaluate
developing plans
for downtown,
California
Avenue, and El
Camino Real.

City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.

Comprehensive Plan
adopted the study of
Coordinated Plans for
Cal Ave and
Downtown.

H2.2 Policy

Continue to support
redevelopment of suita ble lands
for mixed uses containing
housing to encourage compact,
infill development. Optimize the
use of existing urban services
and support transit.

•
.

H2.2.1 Program

Implement an incentive program
within three years of Housing
Element adoption for small
properties identified as a
Housing Element Site to
encourage housing production
on those sites. The incentive
eliminates Site and Design
Review if the project meets the
following criteria:
• The project has 9 residential
units or fewer
• A residential density of 20
dwelling units per acre or higher
Streamline
processing for
identified
Housing Element
Sites
City Funds Planning and
Development
Services
Department
Adopt program
within three
years of Housing
Element
adoption

Complete.

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Maximum unit size of 900 square
feet
H2.2.2 Program

Work with Stanford University to
identify sites suitable for housing
that may be located in the
Stanford Research Park and
compatible with
surrounding uses.

Identify sites
suitable for
housing to
accommodate
additional
housing
units.

City Funds Planning and
Development
Services
Department
Identify sites
within three
years of Housing
Element
adoption.

Not Yet Complete.

H2.2.3 Program

Use coordinated area plans
and other tools to develop
regulations that support the
development of housing above
and among commercial uses.

Explore
additional
opportunities to
encourage
housing in
commercial
areas.

VTA and City Funds Planning and
Development
Services
Department
Ongoing Partially Complete:

Underway. Part of the
Phase 1 Housing
Element
implementation plan
for 2018;
development of the
North Ventura
Coordinated Area
Plan in progress.

H2.2.4 Program

As detailed in the Resources
chapter of the Housing Element,
the City of Palo Alto has
committed to providing financial
assistance towards the
conversion of 23 multi -family
units to very low-income (30-
50% AMI) units for a period of 55
years, and is seeking to apply
credits towards the City’s RHNA
(refer to Appendix C - Adequate
Sites Program Alternative
Checklist). The Palo Alto Housing
Corporation (PAHC) approached
the City for assistance in
By the end of the
second year of
the housing
element planning
period, the City
will enter into a
legally
enforceable
agreement for
$200,000 in
committed
assistance to
purchase
affordability
covenants on 23
City Housing funds Planning and
Development
Services
Department
Ongoing Complete.

January 2016.

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converting a portion of t he 60
units at the Colorado Park
Apartments, to be reserved for
very low -income households.

The committed assistance will
ensure affordability of the units
for at least 55 years, as required
by law.
units at the
Colorado Park
Apartments. The
City will report to
HCD on the
status of
purchasing
affordability
covenants no
later than July 1,
2018, and to the
extent an
agreement is not
in place, will
amend the
Housing Element
as necessary to
identify
additional sites.

H2.2.5 Program

The City will continue to
identify more transit-rich
housing sites including in the
downtown and the California
Avenue area after HCD
certification as part of the
Comprehensive Plan Update
process and consider
exchanging sites along San
Antonio and sites along South
El Camino that are outside of
identified “pedestrian nodes”
for the more transit-rich
identified sites.

Explore
additional
appropriate
housing sites.

City Funds Planning and
Development
Services
Department
Ongoing Not Yet complete.

Amended to include
additional housing in
San Antonio corridor
in November 2019.

H2.2.6 Program

On parcels zoned for mixed use,
consider allowing exclusively
Consider transfer
of zoning
City Funds Planning and
Development
Within three
years of Housing
Complete.

Part of Housing

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residential use on extremely
small parcels through the
transfer of zoning requirements
between adjacent parcels to
create horizontal mixed-use
arrangements. If determined to
be appropriate, adopt an
ordinance to implement this
program.
requirements to
create horizontal
mixed use.

Services
Department
Element
adoption
Program 2.1.9 above.

H2.2.7 Program

Explore requiring minimum
residential densities to
encourage more housing instead
of office space when mixed-use
sites develop and adopt
standards as appropriate.

Explore requiring
minimum
densities in
mixed use
districts.

City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.

Adoption new
development
standards
CS18.16.060.

H2.2.8 Program

Assess the potential of removing
maximum residential densities
(i.e. dwelling units per acre) in
mixed use zoning districts to
encourage the creation of
smaller housing units within the
allowable Floor Area Ratio (FAR )
and adopt standards as
appropriate.

Assess removal
of maximum
densities in
mixed use zoning
districts.

City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.

Feb. 2019.

H2.3 Policy Heighten community awareness
and to receive community input
regarding the social, economic
and environmental values of
maintaining economic diversity
in the City by providing
affordable and mixed income
higher density housing along
transit corridors and at other
appropriate locations.

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H2.3.1 Program

Maintain an ongoing
conversation with the
community, using a variety of
forms of media, regarding the
need for affordable housing, the
financial realities of acquiring
land and building affordable
housing, and the reasons that
affordable housing projects
need higher densities to be
feasible developments.

Perform
outreach on
affordable
housing.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

H3 Goal MEET UNDERSERVED HOUSING NEEDS, AND PROVIDE COMMUNITY RESOURCES TO SUPPORT OUR

NEIGHBORHOODS
H3.1 Policy Encourage, foster, and preserve
diverse housing opportunities
for very low-, low-, and
moderate income
households.

H3.1.1 Program

Amend the City’s BMR ordinance
to lower the BMR requirement
threshold from projects of five or
more units to three or more
units, and to modify the BMR
rental section to be consistent
with case law related to
inclusionary rental housing.

Provide
opportunities for
four additional
BMR units.

City Funds Planning and
Development
Services
Department
Amend BMR
Ordinance within
three years of
Housing Element
adoption.

Complete.

Ordinance adopted
on April 17, 2017.

H3.1.2 Program

Implement the BMR ordinance
to reflect the City’s policy of
requiring:
a) At least 15 percent of all
housing units in projects must
be provided at below market
Provide 10
affordable units
through
implementation
of the City’s BMR
program.

Developers Planning and
Development
Services
Department
Ongoing –
implementation
of existing
program
Ongoing Program.

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rates to very low-, low-, and
moderate-income households.

Projects on sites of five acres or
larger must set aside 20 percent
of all units as BMR units.

Projects that cause the loss of
existing rental housing may
need to provide a 25 percent
component as detailed in
Program H 1.2.1. BMR units
must be comparable in quality,
size, and mix to the other units
in the development.
b) Initial sales price for at
least two- thirds of the BMR
units must be affordable to a
household making 80 to 100
percent of the Santa Clara
County median income. The
initial sales prices of the
remaining BMR units may be set
at higher levels affordable to
households earning between
100 to
120 percent of the County’s
median income. For projects
with a 25 percent BMR
component, four-fifths of the
BMR
units must be affordable to
households
H3.1.3 Program

Continue implementation of the
Below Market Rate Program
Emergency Fund to prevent the
Use the BMR
Program
Emergency Fund
BMR Emergency
Fund
Planning and
Development
Services
On Ongoing Program
preserved one BMR
unit in 2016; CDBG

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loss of BMR units and to provide
emergency loans for BMR unit
owners to maintain and
rehabilitate their units. Consider
expansion of program funds to
provide financial a ssistance for
the maintenance and
rehabilitation of older BMR
units.
to prevent the
loss of at least
two affordable
units and assist in
maintenance and
rehabilitation of
at least four older
BMR units
Department funding for Safe and
Sanitary maintenance
of 5 units inFY2018-19.

H3.1.4 Program

Preserve affordable housing
stock by monitoring compliance,
providing tenant education, and
seeking other sources of funds
for affordable housing
developments at risk of market
rate conversions. The City will
continue to renew existing
funding sources supporting
rehabilitation and maintenance
activities.

Prevent
conversion of
affordable
housing to market
rate and renew
funding sources
for rehabilitation
and maintenance
of housing stock.

City, CDBG funds Planning and
Development
Services
Department
Ongoing.

Continued
implementation
of existing
program
Partially Complete.

Underway, in
discussions with
property owners of
projects at risk of
conversion, including
Lytton Gardens,
Terman Apartments
and Webster Wood
Apartments.

H3.1.5 Program

Encourage the use of flexible
development standards,
including floor- area ratio limits,
creative architectural solutions,
and green building practices in
the design of projects with a
substantial BMR component.

Increase
opportunities for
BMR
development
through use of
flexible
development
standards.

City Funds Planning and
Development
Services
Department
Ongoing.

Continued
implementation
of existing
program
Ongoing Program.

The Planned Housing
Zone was adopted in
Sept. 2020 with more
affordable housing
options to provide
greater flexibility.

H3.1.6 Program

Require developers of
employment- generating
commercial and industrial
developments to contribute to
the supply of low - and
Generate in-lieu
fees to contribute
toward the
creation of low-
and moderate-
City Housing Fund Planning and
Development
Services
Department
Ongoing.

Continue to
regularly update
the commercial
in-lieu fee.

Complete.

The commercial in-
lieu fee housing
development fee is
regularly updated

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moderate-income housing
through the payment of
commercial in -lieu fees as set
forth in a nexus impact fee study
and implementing ordinances.
income housing. with other city fees
based on nexus
impact fee studies.

H3.1.7 Program

Ensure that the Zoning Code
permits innovative housing
types such as co - housing and
provides flexible development
standards that will allow such
housing to be built, provided the
character of the neighborhoods
in which such housing is
proposed to be located is
maintained.

Review the
Zoning Code and
determine
appropriate
amendments to
allow innovative
housing types
with flexible
development
standards.

City Funds Planning and
Development
Services
Department
Consider
changes to the
Zoning Code
within four years
of Housing
Element
adoption.

Not Complete.

Included in Housing
Work Plan as
Program 2.8.

H3.1.8 Program

Recognize the Buena Vista
Mobile Home Park as providing
low- and moderate income
housing opportunities. Any
redevelopment of the site must
be consistent with the City’s
Mobile Home Park Conversion
Ordinance adopted to preserve
the existing units. To the extent
feasible, the City will seek
appropriate local, state and
federal funding to assist in the
preservation and maintenance
of the existing units in the Buena
Vista Mobile Home Park.

Preserve the 120
mobile home
units in the
Buena Vista
Mobile Home
Park as a low and
moderate
income housing
resource.

City, State and
Federal Funds
Planning and
Development
Services
Department
Ongoing Complete.

Mobile home park
was preserved in
September 2017 with
interagency
cooperation.

H3.1.9 Program

Continue enforcing the
Condominium Conversion
Ordinance.

Maintain the
rental housing
stock.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

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H3.1.10 Program

Annually monitor the progress
in the construction or
conversion of housing for all
income levels, including the
effectiveness of housing
production in mixed use
developments.

Provide
information to
the City Council
on the
effectiveness of
City programs.

City Funds Planning and
Development
Services
Department
Provide annual
reports.

Ongoing Program.

H3.1.11 Program

When using Housing
Development funds for
residential projects, the City
shall give a strong preference to
those developments which
serve extremely low-income
(ELI), very low-income, and low-
income households.

Provide funding
opportunities for
development of
housing for
Extremely Low
Income
households.

City Housing
Development funds
Planning and
Development
Services
Department
Ongoing Ongoing Program.

Housing funds
provided as needed
by housing projects.

H3.1.12 Program

Amend the Zoning Code to
provide additional incentives to
developers who provide
extremely low-income (ELI),
very low-income, and low-
income housing units, above
and beyond what is required by
the Below Market Rate
program, such as reduced
parking requirements for
smaller units, reduced
landscaping requirements, and
reduced fees.

Provide
incentives for
development of
housing for
Extremely Low
Income
households.

City Housing funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.

Complete.

Part of the Phase 1
Housing Element
implementation plan
for 2018. In, 2019
new
development/parking
standards were
adopted in Housing
Incentive Program,
CS18.16.060

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H3.1.13 Program

For any affordable
development deemed a high
risk to convert to market rate
prices within two years of the
expiration of the affordability
requirements, the City will
contact the owner and explore
the possibility of extending the
affordability of the
development.

To protect those
affordable
developments
deemed a high
risk to converting
to market rate
City Housing funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

Underway, in
discussions with
property owners of
projects at risk of
conversion, including
Lytton Gardens,
Terman Apartments
and Webster Wood
Apartments.

H3.1.14 Program

Encourage and support the
regional establishment of a
coordinated effort to provide
shared housing arrangement
facilitation, similar to the HIP
Housing Home Sharing Program
in San Mateo County. Advocate
among regional and nonprofit
groups to establish the
necessary framework.

Meet with
regional groups
and work to
establish a Santa
Clara Home
Sharing Program
City Housing funds Planning and
Development
Services
Department
Within two years
of Housing
Element
adoption.

Partially Complete.

Underway. On April
2018, the Santa Clara
County's Board
approved the Santa
Clara Home Sharing
Program with
partnership with
Catholic Charities of
Santa Clara County.

H3.2 Policy Reduce the cost of housing by
continuing to promote energy
efficiency, resource management,
and conservation for new and
existing housing.

H3.2.1 Program

Continue to assist very low-
income households in reducing
their utility bills through the
Utilities Residential Rate
Assistance Program (RAP).

Provide assistance
to with utility bills
to 800 low-
income
households.

City Funds Palo Alto
Utilities
Department
Ongoing Ongoing Program.

H3.2.2 Program

Use existing agency programs
such as Senior Home Repair to
Provide
rehabilitation
assistance to 600
CDBG and General
Fund
Planning and
Development
Services
Ongoing Ongoing Program.

CDBG funds were

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provide rehabilitation
assistance to very low- and
low-income households.
very low and low -
income
households.

Department allocated for a pilot
home repair program
in FY18.

H3.3 Policy Support the reduction of
governmental and regulatory
constraints, and advocate for
the production of affordable
housing.

H3.3.1 Program

When appropriate and feasible,
require all City departments to
expedite processes and allow
waivers of development fees as
a means of promoting the
development of affordable
housing.

Continue to
reduce
processing time
and costs for
affordable
housing
projects.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

Work continues on
objective zoning
standards.

H3.3.2 Program

Continue to exempt
permanently affordable
housing units from any
infrastructure impact fees
adopted by the City.

Reduce costs
for affordable
housing
projects.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

H3.3.3 Program

Promote legislative changes and
funding for programs that
subsidize the acquisition,
rehabilitation, and operation of
rental housing by housing
assistance organizations,
nonprofit developers, and for-
profit developers.

Continue as an
active member of
the Non- Profit
Housing
Association of
Northern
California to
promote
legislative
changes and
funding
City Funds Planning and
Development
Services
Department;
City Manager
Ongoing Ongoing Program.

Active membership
in the Non- Profit
Housing Association.

H3.3.4 Program

Support the development and
preservation of group homes
and supported living facilities for
persons with special housing
Regularly review
existing
development
regulations and
City & CDBG Funds Planning and
Development
Services
Department
Amend Zoning
Code within
three years of
Housing Element
Ongoing Program.

As Housing Plan Work
Program 2.4.7.

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Program Implementation Status
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Time Frame Status
needs by assisting local agencies
and nonprofit organizations in
the construction or
rehabilitation of new facilities
for this population.
amend the
Zoning Code
accordingly to
reduce
regulatory
obstacles to this
type of housing.
adoption.

H3.3.5 Program

Review and consider revising
development standards for
second units to facilitate the
development of this type of
housing, including reduced
minimum lot size and FAR
requirements. Based on this
analysis, consider modifications
to the Zoning Code to better
encourage development of
second units.

Complete study
on impact of
revised
standards, and
consider Zoning
Code
Amendments
City Funds Planning and
Development
Services
Department,
City Council
Ongoing Complete.

New Ordinance
adopted November
2020. Staff to return to
PTC regarding
establishing rules for
Affordable units.

H3.3.6 Program

Continue to participate
with and support agencies
addressing homelessness.

Continue City
staff
participation in
prioritizing
funding for
County-wide
programs.

City, CDBG & HOME
funds
Planning and
Development
Services
Department,
City Council
Ongoing Ongoing Program.

H3.3.7 Program

Prepare a local parking
demand database to
determine parking standards
for different housing uses (i.e.
market rate multifamily,
multifamily affordable, senior
affordable, emergency
Determine
parking
standards for
different
residential uses.

City Funds Planning and
Development
Services
Department
Within four
years of
Housing
Element
adoption.

Not Yet Complete.

Underway,
consultant has been
retained to complete
a parking study.

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Program Implementation Status
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Time Frame Status
shelters etc.) with proximity
to services as a consideration.

Adopt revisions to standards
as appropriate.

H3.4 Policy Pursue funding for the
acquisition, construction, and
rehabilitation of housing that is
affordable to very low-, low-and
moderate-income households.

H3.4.1 Program

Maintain a high priority for the
acquisition of new housing sites
near public transit and services,
the acquisition and
rehabilitation of existing
housing, and the provision for
housing-related services for
affordable housing. Seek
funding from all State and
federal programs whenever
they are available to support
the development or
rehabilitation of housing for
very low-, low-, and moderate-
income households.

Allocate CDBG
funding to acquire
and rehabilitate
housing for very
low-, low-, and
moderate income
households.

CDBG, State Local
Housing Trust Fund
Planning and
Development
Services
Department
Ongoing Ongoing Program.

H3.4.2 Program

Support and expand local
funding sources including the
City’s Housing Development
Fund, Housing Trust of Santa
Clara County, CDBG Program,
County of Santa Clara’s
Mortgage Credit Certificate
Program (MCC), or similar
Increase the
supply of
affordable
housing stock.

City Housing
Development Fund,
Housing Trust of
Santa Clara County,
CDBG, Santa Clara
County MCC
Planning and
Development
Services
Department
Ongoing Ongoing Program.

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TABLE B
Program Implementation Status
Housing Element Program Status Page 20 of 27 Revised December 2021 Goal/Policy/Program Description Plan Objective Funding Source Responsible Agency
Time Frame Status
program. Continue to explore
other mechanisms to generate
revenues to increase the supply
of low- and moderate-income
housing.

H3.4.3 Program

Periodically review the housing
nexus formula required under
Chapter 16.47 of the Municipal
Code to fully reflect the impact
of new jobs on housing
demand and cost.

Continue to
evaluate the
housing nexus
formula and
adjust the
required impact
fees to account
for the housing
demand from
new
development.

City Funds Planning and
Development
Services
Department
Ongoing Complete.

Housing nexus study
updated in 2016.

Development fees
evaluated and updated
annually.

H3.4.4 Program

The City will work with
affordable housing developers
to pursue opportunities to
acquire, rehabilitate, and
convert existing multi-family
developments to long-term
affordable housing units to
contribute to the City’s fair share
of the region’s housing needs.

Identify potential
sites for
acquisition and
conversion and
provide this
information to
developers.

City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.

Ongoing Program.

H3.5 Policy Support the provision of
emergency shelter, transitional
housing, and ancillary services
to address homelessness.

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Program Implementation Status
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Time Frame Status
H3.5.1 Program

Continue to participate in the
Santa Clara County Homeless
Collaborative as well as work
with adjacent jurisdictions to
develop additional shelter
opportunities.

Continue City staff
participation as
members of the
Collaborative’s
CDBG and Home
Program
Coordinators
Group.

City, CDBG & HOME
funds
Planning and
Development
Services
Department,
City Council
Ongoing Ongoing Program.

Continued
participation in
regional
CDBG/housing
collaborative efforts.

H3.5.2 Program

Amend the Zoning Code to
clarify distancing requirements
for emergency shelters, stating
that “no more than one
emergency shelter shall be
permitted within a radius of 300
feet.”
Amend the
Zoning Code to
clarify distancing
requirements for
emergency
shelters.

City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year
of Housing
Element
adoption.

Complete.

H3.5.3 Program

Amend the Zoning Code to revise
definitions of transitional and
supportive housing to remove
reference to multiple -family
uses, and instead state that
“transitional and supportive
housing shall be considered a
residential use of property and
shall be subject only to those
restrictions that apply to other
residential dwellings of the same
type in the same zone.”
Amend the
Zoning Code to
revise
transitional and
supportive
housing
definitions.

City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year.

Complete.

H3.6 Policy Support the creation of
workforce housing for City and
school district
employees as feasible.

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Program Implementation Status
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Time Frame Status
H3.6.1 Program

Conduct a nexus study to
evaluate the creation of
workforce housing for City and
school district employees.

Create the
opportunity for
up to five units of
workforce
housing.

City of Palo Alto
Commercial
Housing Fund
Planning and
Development
Services
Department
Conduct a study
within four years
of adoption of
the Housing
Element.

Complete.

City adopted
Workforce Housing
Overlay.

H4 Goal PROMOTE AN ENVIRONMENT FREE OF DISCRIMINATION AND THE BARRIERS THAT PREVENT CHOICE IN HOUSING.

H4.1 Policy Support programs and agencies
that
seek to eliminate housing
discrimination.

H4.1.1 Program

Work with appropriate State
and federal agencies to ensure
that fair housing laws are
enforced, and continue to
support groups that provide
fair housing services, such as
the Mid-Peninsula Citizens for
Fair Housing
Continue to
coordinate with
State and federal
agencies to
support programs
to eliminate
housing
discrimination
and provide
financial support
for fair housing
services.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

The City contracts
with Project Sentinel
to provide fair
housing services.

H4.1.2 Program

Continue the efforts of the
Human Relations
Commission to combat
discrimination in rental
housing, including
mediation of problems
between landlords and
tenants.

Continue to
provide mediation
services for rental
housing
discrimination
cases.

City Funds Human
Relations
Commission,
Planning &
Community
Environment
Ongoing Ongoing Program.

The City contracts
with Project Sentinel
to provide mediation
services.

H4.1.3 Program Continue implementation of Implement City Funds Planning and Ongoing Ongoing Program.

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Program Implementation Status
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Time Frame Status

City’s ordinances and State
law prohibiting discrimination
in renting or leasing housing
based on age, parenthood,
pregnancy, or the potential or
actual presence of a minor
child.

existing
ordinances
regarding
discrimination
Development
Services
Department
H4.1.4 Program

Continue the City’s role in
coordinating the actions of
various support groups that
seek to eliminate housing
discrimination and in providing
funding and other support for
these groups to disseminate fair
housing information in Palo Alto,
including information on
referrals to pertinent
investigative or enforcement
agencies in the case of fair
housing complaints.

Continue to
provide funding
and other support
for these groups
to disseminate
fair housing
information in
Palo Alto.

City Funds, Human
Services Resource
Allocation Process
(HSRAP)
Community
Services
Department
Ongoing Ongoing Program.

The City contracts
with Project Sentinel
to provide fair
housing services.

H4.1.5 Program

Heighten community
awareness regarding and
implement the Reasonable
Accommodations procedure
for the siting, funding,
development, and use of
housing for people with
disabilities.

Continue to
provide
information to
residents on
reasonable
accommodation
procedures via
public counters
and on the City’s
website.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

H4.1.6 Program

Continue to implement the
Action Plan of the City of Palo
Provide for
increased use and
CDBG funds,
General Fund
Planning and
Development
Ongoing Ongoing Program.

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TABLE B
Program Implementation Status
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Time Frame Status
Alto’s Community Development
Block Grant (CDBG)
Consolidated Plan and the
Analysis of Impediments to Fair
Housing Choice.
support of
tenant/landlord
educational
mediation
opportunities as
called for in the
CDBG Action Plan
and the Analysis
of Impediments
to Fair Housing
Choice.

Services
Department
H4.2 Policy Support housing that
incorporates facilities and
services to meet the health
care, transit, and social service
needs of households with
special needs, including seniors
and persons
with disabilities.

H4.2.1 Program

Ensure that the Zoning Code
facilitates the construction of
housing that provides services
for special needs households
and provides flexible
development standards for
special service housing that will
allow such housing to be built
with ac cess to transit and
community services while
preserving the character of the
neighborhoods in which they are
proposed to be located.

Evaluate the
Zoning Code and
develop flexible
development
standards for
special service
housing.

City Funds Planning and
Development
Services
Department
Evaluate the
Zoning Code
within three
years of adoption
of the Housing
Element.

Not yet complete.

Implemented pilot
Safe Parking Program
for homeless.

Included as Housing
Work Plan Program

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Program Implementation Status
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Time Frame Status
H4.2.2 Program

Work with the San Andreas
Regional Center to implement
an outreach program that
informs families in Palo Alto
about housing and services
available for persons with
developmental disabilities. The
program could include the
development of an
informational brochure,
including information on
services on the City’s website,
and providing housing-related
training for
individuals/families through
workshops.

Provide
information
regarding
housing to
families of
persons with
developmental
disabilities.

General Fund Planning and
Development
Services
Department
Develop
outreach
program within
three years of
adoption of the
Housing
Element.

Partially Complete.

H5 Goal REDUCE THE ENVIRONMENTAL IMPACT OF NEW AND EXISTING HOUSING.

H5.1 Policy

Reduce long -term energy costs
and improve the efficiency and
environmental performance of
new and existing homes.

H5.1.1 Program

Periodically report on the
status and progress of
implementing the City’s Green
Building Ordinance and assess
the environmental
performance and efficiency of
homes in the following areas:
- Greenhouse gas emissions
- Energy use
- Water use (indoor and
outdoor)
- Material efficiency
- Storm water runoff
Prepare reports
evaluating the
progress of
implementing
the City’s Green
Building
Ordinance.

City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing Program.

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Program Implementation Status
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Time Frame Status
- Alternative transportation
H5.1.2 Program

Continue providing support to
staff and the public (including
architects, owners, developers
and contractors) through
training and technical assistance
in the areas listed under
Program H5.1.1.

Provide
educational
information
regarding the
City’s Green
Building
Ordinance.

City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing Program.

H5.1.3 Program

Participate in regional planning
efforts to ensure that the
Regional Housing Needs
Allocation targets areas that
support sustainability by
reducing congestion and
greenhouse gas emissions.

Provide a regional
framework for
sustainability in
creating new
housing
opportunities
through the City’s
Regional Housing
Mandate
Committee.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

H5.1.4 Program

Review federal, State, and
regional programs encouraging
the improvement of
environmental performance
and efficiency in construction of
buildings, and incorporate
appropriate programs into Palo
Alto’s policies, programs and
outreach efforts.

Continue to
update
regulations for
environmental
sustainability.

City Funds Planning and
Development
Services
Department,
Building
Division; Public
Works &
Utilities
Ongoing Ongoing Program.

H5.1.5 Program

Enhance and support a proactive
public outreach program to
encourage Palo Alto residents to
conserve resources and to share
ideas about conservation.

Provide up-to-
date information
for residents
regarding
conservation
through
educational
brochures
City Funds Planning and
Development
Services
Department,
Public Works &
Utilities
Ongoing Ongoing Program.

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Program Implementation Status
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Time Frame Status
available at City
Hall and posted
on the City’s
website.

H5.1.6 Program

Provide financial subsidies,
recognition, or other incentives
to new and existing
homeowners and developers to
achieve performance or
efficiency levels beyond
minimum requirements.

Continue to
recognize
homeowners and
developers who
incorporate
sustainable
features beyond
what is required
by the Green
Building
Ordinance.

City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.

H5.1.7 Program

In accordance with Government
Code Section 65589.7,
immediately following City
Council adoption, the City will
deliver to all public agencies or
private entities that provide
water or sewer services to
properties within Palo Alto a
copy of the 2015-2023 Housing
Element.

Immediately
following
adoption, deliver
the 2015-2023
Palo Alto
Housing Element
to all providers
of sewer and
water services
within the City.

City Funds Planning and
Development
Services
Department
Within one
month of
adoption of the
Housing
Element.

Complete.

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Jurisdiction: PALO ALTO Reporting Year: 2021 (JAN 01 - DEC 31) Total Units Permitted by Year
YEAR 011 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 Income Level RHNA Allocation by Income
Level 2015 2016 2017 2018 2019 2020 2021 2022
Total Units
Permitted by
Income Level
Total Remaining
RHNA by Income
Level
% of RHNA
Permitted
Very Low Deed Restricted 43 58 117 218
Non-Deed Restricted 0
Low Deed Restricted 58 5 2 65
Non-Deed Restricted 0
Moderate Deed Restricted 0
Non-Deed Restricted 11 3 12 26
TOTALS 1988 286 18 89 54 107 178 212 0 944 1044 47.48%
691 473 31.55%
432 367 15.05%
108.18%
278 252 9.35%
Above Moderate 587 174 15 72 54 105 120 95 635 -48
NOTES:

1. For the Bay Area the "projection period" or the time period for which the Regional Housing Need is calculated is January 1, 2014 – October 31, 2022. The "planning period" for the Bay Area, or the time frame between the due date for one housing element and the due date for the next housing element, is January 31, 2015 – January 31, 2023. California Department of Housing & Development (HCD) combined RHNA housing production for Bay Area jurisdictions for years 2014 & 2015 for consistency.

ANNUAL ELEMENT PROGRESS REPORT

HOUSING ELEMENT IMPLEMENTATION
(CCR Title 25 §6202)
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability

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City of Palo Alto (ID # 13832)
City Council Staff Report

Meeting Date: 3/21/2022

City of Palo Alto Page 1

Title: Accept the Stanford University Medical Center (SUMC) Annual Report for Fiscal Year 2020 -2021 and Find the SUMC Parties in Compliance With the Development Agreement
From: City Manager
Lead Department: Planning and Development Services

Recommendation
Staff recommends that the City Council:

1. Review the Stanford University Medical Center (SUMC) Annual Report s for Fiscal Year 2020-2021, and find that Stanford Hospitals & Clinics, Lucile Packard Children’s Hospital, and Stanford University (SUMC Parties) have complied in good faith with the terms and conditions of the Development Agreement;

2. Find that the SUMC Parties are not in default with the terms and conditions of the Agreement; and

3. Accept the City of Palo Alto ’s (City) Annual Report Supplements regarding the funds received from the SUMC Parties , as required under Section 12(d) of the Development Agreement (Attachment C).

Executive Summary
The City Council is required to review the SUMC Development Agreement (the “Agreement”) to ascertain compliance wi th the terms of the Agreement . The Agreement is between Stanford Hospital and Clinics, Lucile Packard Children’s Hospital, Stanford University (SUMC Parties) , and the City of Palo Alto.

The SUMC Parties subm itted an Annual Report for Fiscal Year 2020-2021 that summarizes the construction activities and other actions taken to fulfill the Agreement obligations. The SUMC Parties have paid approximately $44.3 million in public benefit fees to the City since June 6, 2011 through the F iscal Year 2020 -2021 reporting period. City Council reviewed and approved use of the funds contributed by SUMC for a wide variety of capital projects.

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Background
On June 6, 2011, the Council approved Comprehensive Plan amendments, zoning changes, a conditional use permit, annexation, and design applications for the Stanford University Medical Center Facilities Renewal and Replacement Project (the “Projects”). The Projects include the construction of a new Stanford Hospital and clinics buildings, an expansion of the Lucile Packard Children’s Hospital (LPCH), construction of new School of Medicine (SOM) buildings, renovation of the existing Hoover Pavilion, construction of a new medical office building and parking garage at Hoover Pavilion, roadway improvements along Welch Road and D urand Way, and SUMC design guidelines. A Development Agreement (the “Agreement”) vesting these approvals was deemed effective on June 6, 2011 and continues for thirty (30) years from the effective date.

This report covers activities by the SUMC Parties for Fiscal Year 2020 - 2021, which is the tenth year of the Agreement. The last annual report prepared was for Fiscal Year s 2017-2018, 2018- 2019, and 2019 -2020.1 Previous annual reports and compliance documentation can be found via the weblinks in Attachment D. The Agreement specifies that the City annually review the parties’ compliance.

Discussion
Development Agreement Section 12, “Periodic Review of Compliance,” requires City Council to ascertain SUMC Parties’ compliance with the terms of the Agreement. The discussion items below are intended to guide City Council through the many aspects that SUMC and City staff monitor and track throughout the year to ensure compliance.

The SUMC Annual Reports for FY 2020-2021 (Attachment A) describe s the activities related to Agreement implementation and ongoing annual progress toward meeting the following obligations in Section 5 of the Agreement, “SUMC Parties’ Promises:”

• Health Care Benefits;
• Fiscal Benefits;
• Traffic Mitigation and Reduced Vehicle Trips;
• Linkages (Pedestrian, Bicycle, and Transit);
• Infrastructure, Sustainable Neighborhoods & Communities, Affordable Housing; and • Climate Change.

Staff prepared a summary of the Section 5 obligations and the staff -confirmed compliance status (Attachment B).

1 City Council Report, 11/01/21 (SUMC Annual Report, Fiscal Years 2017-2018, 2018-2019, and 2019-2020):
https://www.cityofpaloalto.org/files/assets/public/agendas -minutes-reports/agendas-minutes/city-council- agendas-minutes/2021/11-november/20211101pccs-amended.pdf 5 Packet Pg. 137

City of Palo Alto Page 3

Development Agreement Section 12 also includes the requirement for demonstration of good faith compliance with the Agreement. Toward this end, SUMC has timely submitted all the reports required of the SUMC Parties for Fiscal Year 2020-2021. In this timeframe, City staff and SUMC have also:
• Processed applications that represent the next phase of SUMC development, including remodeling of Nursing Pod D;
• Rapidly processed SUMC applications pertaining to COVID-19 pandemic response; and • Maintained all records necessary to complete the City’s annual review.

Construction Activities and Net New Square Footage
Detailed information on SUMC construction activities for Fiscal Year 2020-2021 can be found in the SUMC Annual Report (Attachment A).

To summarize construction activities during this year:
• In Fiscal Year 2020 -2021, the School of Medicine (SOM) Biomedical Innovation Building (BMI) received final certificate of occupancy in Spring 2021. Note that BMI received a temporary certificate of occupancy during Fiscal Year 2 019-2020, but could not be tracked that year, pending receipt of final occupancy.

Overall, at the Main SUMC site, SUMC is entitled to construct and use up to 3,534,090 total square feet of hospital/clinic and research buildings, as well as associated fac ilities and infrastructure improvements, including up to 1,265,272 net new square feet. Overall , at the Hoover Pavilion site, SUMC is entitled to construct and use up to 153,343 total square feet of medical office/clinic buildings , as well as associated fa cilities, including up to 46,169 net new square feet of medical/office buildings.

A total of approximately 133,731 square feet of floor area was previously demolished at the Stanford Hospital, Lucile Packard Children’s Hospital (LPCH), and Hoover Pavilion sites.

Net new floor area across the SUMC sites reported in previous Fiscal Years include the following:
• The new Neuroscience Health Center at the Hoover Pavilion site represent s 91,605 new square feet.
• Lucile Packard Children’s Hospital (LPCH) Expansion added 446,088 new square feet. • The New Stanford Hospital (NSH) garage added 29,744 new square feet. The NSH project added 6 89,522 new square feet. These two new buildings therefore represent 719,266 new square feet for NSH.

In Fiscal Year 2020 -2021, the School of Medicine (SOM) Biomedical Innovation Building (BMI) added 196,921 square feet. With the occupancy of this new floor area , SUMC removed occupancy of some portions of the 1959 Stone Complex in Fiscal Year 2020 -2021 in order to prevent exceedance of the total occupied square footage allowed in their entitlements. While not triggered in the current Fiscal Year monitoring period, there are provisions in the SUMC 5 Packet Pg. 138

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entitlements to have a three -year time period (or up to five years with Planning Dire ctor approval) whereby SUMC is allowed to exceed the total occupied existing and net new building square footage. This provision is important for ensuring that SUMC can maintain existing operations while also efficiently transfer new uses, equipment, and o perations over to the new facilities.

City staff reviewed the information in the SUMC Annual Reports regarding construction activities and net new square footage. Staff determined that they are complete and correct.

Traffic Mitigation and Reduced Vehicle Trips
The SUMC Parties ha d made substantial progress in meeting the traffic and alternative transportation obligations of the Agreement. Specifically, they accomplished the following:

• Annually purchasing Caltrain Go Passes for all eligible employees as of January 1, 2012, which was three years ahead of the September 1, 2015 requirement in the Agreement. • Purchasing shuttle buses for the Marguerite Shuttle service , as well as ongoing annual payments to cover the net increase in operating costs for the Marguerite Shuttle service. • Providing annual payment to AC Transit to maintain a load factor of less than 1.0 on the U - Line.
• Hiring and maintaining a Transportation Demand Management (TDM) coordinator position since March 13, 2012, three years ahead of the Se ptember 1, 2015 requirement as stated in the Agreement, and subsequently elevating the position to a TDM Program Manager position.

SUMC achieved their 2021 alternative mode share milestone target of 33% for employee trips early and every year between 2013 and 2019. The alternative mode share rate was 38.1% in FY 2018 and 33.8% in FY 2019 . The SUMC Parties maintained all TDM requirements in FY 2020 until Santa Clara County issued COVID -19 pandemic shelter -in-place orders in March 2020. On March 27, 2020, th e City conditionally approved a one -year delay in the submittal of two reports; the FY 2020 Alternative Mode Share Report and Mitigation Measure TR 2.3 Enhanced Stanford University Transportation Demand Management Program (TDM) report. Conditional approval of this delay was consistent with the procedures in Section 6(p) of the Stanford University Medical Center (SUMC) Development Agreement and no additional environmental review was required.

The reasons for the conditional approval included:

1. The SUMC Parties attained mode share targets in past reporting years.

2. Stanford collects key performance information for the SUMC Alternative Mode Share Report via a survey regularly administered in the April/May timeframe. Staff anticipated the survey responses in April/May 2020 would not reflect normal SUMC staff operations due to the shelter -in-place directives, hospital surge efforts, and other atypical commute and working parameters associated with the COVID-19 pandemic. 5 Packet Pg. 139

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3. The FY 2019-2020 reporting year was not a milestone target year identified in the SUMC Development Agreement Section 5(c)(ix).

In Fiscal Year 2020 -2021, the SUMC parties found that the alternative mode share milestone target of 33% outlined in SUMC DA Section 5(c)(ix) was not met for 2021, nor was it above the previous 2018 milestone target of 30%. The alternative mode share rate for SUMC decreased to

28.8% between use of alternative modes versus driving alone, largely due to ongoing pandemic conditions.

SUMC is in the process of analyzing which alternative modes were most significantly reduced during the pandemic and identifying potential Transportation Demand Management (TDM) enhancements to their existing TDM program that might recover their previous high use of alternative transportation mode s. The City is awaiting a brief memo from SUMC that outlines this analysis, the identified current challenges to meeting the alternative mode share milestone targets, and future actions that will be undertaken in Fiscal Year 2021-2022.

Learning the forthcoming alternative mode share rate for Fiscal Year 2021 -2022 will be important. If the 2022 alternative mode share rate is less than the target 33% rate, then SUMC DA Section 5(c)(ix) calls for SUMC to provide a $175,000 payment to the City for alternative transportation funding. The City would need to use the payment to support local projects and programs that encourage use of alternative transportation modes or otherwise reduce peak period traffic trips in the intersections impacted by the project.

Construction Sales and Use Tax Monitoring Report
SUMC submitted the annual Construction Sales & Use Tax Monitoring Report on June 30 , 2021.

The City sent its required response. Based upon the City ’s review of the annual Construction Sales and Use Tax Monitorin g Report, revenues for calendar years 2011 through 2020 have totaled $5,335,541. This annual reporting assists in the process of ensuring that the City would receive no less than $8.1M in construction sales and use tax revenue by December 31, 2025.

Supplement to the Annual Report
Section 12 requires the City to prepare a Supplement to the Annual Report. The Supplement is to include an accounting of the funds received from the SUMC Parties to satisfy the obligation s outlined in Section 5 of the Agreement, a description of the account balances, and a summary and description of expenditures from the funds for each Fiscal Year (Attachment C). Section 12 of the Agreement mentions preparation of the Supplement within 45 -days of the June and July receipt of the an nual reports by SUMC, but there is no penalty for not doing so; after the close of the Fiscal Year , the City conducts an annual audit of the funds in Fall/Winter in order to demonstrate good faith in implementing the Agreement.

The SUMC Parties have alrea dy paid the City approximately $44.3 million in public benefit fees since June 6, 2011 through the FY 2020-2021 reporting period. This sum includes the 5 Packet Pg. 140

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approximately $11.7 million third and final payment by SUMC during the FY 2017-2018 reporting period.

Regarding fund usage d uring the Fiscal Year 2020 -2021 reporting period, the City authorized transfers for the following:

• $1,150,000 under “Expansion Cost Mitigation” for Rail Grade S eparation (PL-17001), University Avenue Streetscape Upgrade (PE-21004), and Building Systems Improvements (PF-01003).
• $800,000 under “Infrastructure, Sustainable Neighborhoods and Communities, and Affordable Housing” for New Public Safety Building (PE-15001)

The Infrastructure, Sustainable Neighborhoods and Communities, and Affordable Housing Fund contained an original contribution of $1,720,488 for support of affordable housing. SUMC funding supported the Stevenson House project in FY 2013 and the remaining affordable housing funds were fully exhausted in FY 2020 to support the Wilton Court Housing Project.

Future Use of Development Agreement Funds
The funds received by the City as a result of the SUMC Development Agreement represent funding for Operations and a significant portion of funding for implementation of the City’ s Capital Infrastructure Plan.

For additional information about the recent past, current, and future use of Agreement funds, please refer to the following:
• Fiscal Year 2021 Adopted Operating Budget document, Special Revenue Funds section:
https://www.cityofpaloalto.org/civicax/filebank/documents/79371 • Fiscal Year 2021 Adopted Capital Improvement Budget document:
https://www.cityofpaloalto.org/civicax/filebank/documents/78470 • City Council Report 11877: Community and Economic Recovery Plan, including amendments to the FY 2021 Capital Improvement Plan:
https://www.cityofpaloalto.org/civicax/filebank/documents/79901 • Fiscal Year 2022 Adopted Operating Budget document, Special Revenue Funds section:
https://www.cityofpaloalto.org/files/assets/public/administrative-services/city- budgets/fy-2022-city-budget/adopted-budgets/operating-budget_web.pdf; and • Fiscal Year 2022 Adopted Capital Improvement Budget document:
https://www.cityofpaloalto.org/files/assets/public/administrative-services/city- budgets/fy-2022-city-budget/adopted-budgets/capital-budget-book-web.pdf.

In accordance with SUMC Development Agreement Section 5(a)(iii), City staff is in the process of setting up a meeting with the SUMC Parties to establish a joint committee to evaluate proposals regarding specific programs to receive funding from the Community Health and Safety Programs Fund for Fiscal Year 2021-2022. The fund is to be used for selected community health programs that benefit resid ents of the City. The joint committee may choose to 5 Packet Pg. 141

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coordinate its efforts with the City's Human Relations Commission, and the City's representatives on the committee may be members of the Human Relations Commission. The joint committee shall make annual r ecommendations to the City Council regarding proposed disbursements from the Community Health and Safety Program Fund, and the City Council shall use its reasonable discretion to decide whether to accept, reject or modify the joint committee recommendations.

Resource Impact
There are no impacts to the City’s budget resulting from this review of the SUMC Annual Reports for Fiscal Year 2020 -2021. As stated above, the SUMC Parties have already paid approximately $44.3 million in public benefit fees to the Ci ty since June 6, 2011 through the FY 2020 reporting period. Future fund contributions are not anticipated.

Stakeholder Engagement
Community members and policy makers were extensively involved in the crafting of the SUMC Development Agreement and all othe r associated project enabling entitlements. Also, subsequent related project entitlements continue to be processed through the City’s standard review processes , as discussed in the Development Agreement and other entitlements . For example, the proposed Nursing Pod Extension project Major Architectural Review application at 300 Pasteur Drive recently went for review before the Architectural Review Board.2

Policy Implications
This report does not represent any changes to existing City policies.

Environmental Review
Finding the SUMC Parties in compliance with the Terms of the Agreement is not a project under the California Environmental Quality Act and no environmental assessment is required for the annual compliance review. An environmental i mpact report fo r the entire SUMC project was prepared and certified by the City Council prior to approval of the Agreement.

Attachments:
• Attachment5.a: Attachment A: SUMC Annual Report FY 2020-2021 • Attachment5.b: Attachment B: SUMC Development Agreement, Section 5 - SUMC Parties’ Promises
• Attachment5.c: Attachment C: Fiscal Year 2020-2021 Supplement • Attachment5.d: Attachment D: Weblinks to Prior SUMC Annual Reports

2 300 Pasteur: 21PLN00235 - SUMC Nursing Pod Extension (1st Formal) Major Architectural Review Staff Report for February 3, 2022 (https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-reports/agendas- minutes/architectural-review-board/2022/arb-02.03.2022-300-pasteur.pdf). 5 Packet Pg. 142
PREPARED FOR THE CITY OF PALO ALTO | JULY 6, 2021
2020-21 ANNUAL REPORT
Image Courtesy of Nearmap US Inc, May 2021

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CONTENTS
EXECUTIVE SUMMARY 1
BACKGROUND AND PURPOSE 2
2020-2021 SUMMARY OF PROGRESS 3
LUCILE PACKARD CHILDREN’S HOSPITAL 3
STANFORD HEAL TH CARE 4
SCHOOL OF MEDICINE 5
NET NEW SQUARE FOOTAGE 6
COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS 7
HEAL TH CARE BENEFITS 7
SECTION 5(a)(ii). FUND FOR HEAL THCARE SERVICES 7
SECTION 5(a)(iii). FUND FOR COMMUNITY HEAL TH AND SAFETY PROGRAMS 7 PALO AL TO FISCAL BENEFITS 7
SECTIONS 5(b)(i) AND 5(B)(II). PAYMENT OF SALES AND USE TAXES 8 SECTION 5(b)(iii). FUNDING OF OPERATING DEFICIT 8
SECTION 5(b)(iv). PAYMENT OF UTILITY USER TAX 9
SECTION 5(b)(v). SCHOOL FEES 9
TRAFFIC MITIGATION AND REDUCED VEHICLE TRIPS 9
SECTION 5(c)(ii). MENLO PARK TRAFFIC MITIGATION 9
SECTION 5(c)(iii). EAST PALO ALTO VOLUNTARY MITIGATION 9 SECTION 5(c)(iv). CONTRIBUTIONS TO AC TRANSIT 10
SECTION 5(c)(v). OPTICOM PAYMENTS 10
SECTION 5(c)(vi). CAL TRAIN GO PASSES 10
SECTION 5(c)(vii). MARGUERITE SHUTTLE SERVICE 10
SECTION 5(c)(viii). TRANSPORTATION DEMAND MANAGEMENT COORDINATOR 11 SECTION 5(c)(ix). MONITORING OF TDM PROGRAMS 11
LINKAGES 12
SECTION 5(d)(i). INTERMODAL TRANSIT FUND 12
SECTION 5(d)(ii). QUARRY ROAD FUND 12
SECTION 5(d)(iii). STANFORD BARN CONNECTION 12
INFRASTRUCTURE, SUSTAINABLE NEIGHBORHOODS AND COMMUNITIES, AND AFFORDABLE HOUSING 13 SECTION 5(e). 13
CLIMATE CHANGE 14
SECTION 5(f). CLIMATE CHANGE FUND 14
SATISFACTION OF CONDITIONS OF APPROVAL 14
SECTION 5(h). SATISFACTION OF ALL CONDITIONS OF APPROVAL 14 CONCLUSION 15

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EXECUTIVE SUMMARY
On June 6, 2011, the Stanford University Medical Center parties (now Stanford Medicine)—comprised of Stanford Hospital and Clinics (now Stanford Health Care), Lucile Packard Children’s Hospital, and Stanford University—entered into a Development Agreement with the City of Palo Alto, committing to provide a range of community benefits in exchange for vested development rights to develop and use the Stanford Medicine Renewal and Replacement Project (“Renewal Project”) facilities in accordance with the approvals granted by the City, and a streamlined process for obtaining subsequent project approvals.

The Renewal Project—driven by a growing demand for healthcare services, state-mandated seismic safety requirements, and the need to replace outmoded facilities with modern, technologically advanced spaces—is transforming the way that healthcare is delivered and research is conducted.

Today, ten years after the execution of the Development Agreement, the Lucile Packard Children’s Hospital Expansion and the new Stanford Hospital are now open for patient care, and the School of Medicine has completed the first phase of development of its replacement facilities, with its BioMedical Innovations building now open for research. Interior renovations within the 1989 potion of the preexisting Stanford Hospital facility have now commenced, and are expected to continue for the next several years, bringing the facility up to modern healthcare standards.

Against this backdrop, Stanford Medicine submits its Annual Report in compliance with Section 12(c) of the Development Agreement, and looks forward to continued collaboration with the City of Palo Alto in advancing the goals of both Stanford Medicine and the broader community.

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BACKGROUND AND PURPOSE
The Palo Alto City Council’s unanimous approval of the entitlements for the Stanford Medicine Renewal and Replacement Project in July 2011 has paved the way for a historic investment in new and replacement facilities for Stanford Medicine. The project approvals—including new zoning for the Renewal Project sites, a conditional use permit, architectural review approval, and the execution of a Development Agreement—allow for the construction of approximately 1.3 million net new square feet of hospital facilities, clinics, medical offices, and medical research spaces, is enabling the Hospitals to optimize the delivery of healthcare services to patients, and maintain their position as leading providers of world-class healthcare.

In order to facilitate this important replacement and expansion work, the Stanford Medicine parties entered into a Development Agreement with the City of Palo Alto, which includes a comprehensive package of community benefits and additional development conditions. In exchange for these benefits, the City has vested for a period of 30 years Stanford Medicine’s rights to develop and use the property in accordance with the project approvals, and agreed to streamline the process for obtaining subsequent approvals.

The terms of the Development Agreement (Section 12(c)) provide for a periodic review of compliance, and require that Stanford Medicine submit an Annual Report to the City of Palo Alto’s Director of Planning and Community Environment each year within 30 days of the anniversary of the agreement effective date (June 6, 2011). The Annual Report is to summarize Stanford Medicine’s progress on the Renewal Project, including a list of net new square footage for which a certificate of occupancy has been received, and a description of the steps that Stanford Medicine has taken to comply with the obligations listed in Section 5 of the Development Agreement. With this report, Stanford Medicine fulfills these requirements.

Within 45 days of receipt of this Annual Report, the City will prepare a Supplement to the Annual Report, to provide an accounting of the City’s balances and expenditures from each of the City Funds and how they were used.

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2020-2021 SUMMARY OF PROGRESS
The Renewal Project has reached key milestones in recent years, with the opening of the Lucile Packard Children’s Hospital expansion in 2017 and the opening of the New Stanford Hospital in 2019, and most recently the opening of the School of Medicine’s BioMedical Innovations building in 2020 1 . While the
COVID-19 pandemic changed the pace of progress on the Renewal Project, as Stanford Medicine focused resources on pandemic response, including launching clinical trials for therapeutic treatments for COVID-19 and establishing community testing and vaccination sites, it has also highlighted the importance of modern, state-of-the-art facilities to support Stanford Medicine’s research and patient care.

The section to follow provides an overview of central goals for the project elements that presently are under construction or nearing construction, a synopsis of progress to date, as well as a preview of near- term upcoming activities.

LUCILE PACKARD CHILDREN’S HOSPITAL
In response to growing community needs for specialized pediatric and obstetric care, Lucile Packard Children’s Hospital opened an expanded facility in late 2017. The new Main building, located adjacent to the preexisting Lucile Packard Children’s Hospital (West building), provides patients and doctors with the most modern clinical advancements and technology, while also creating a more patient- and family- centered environment of care, with additional single-patient rooms and more spaces for families to be with their child during treatment and recovery.

The LPCH Main building features a new entrance lobby, public concourse with dining, three floors of nursing units, and new patient rooms. Spaces have been designed with an attention to natural light and views, and the exterior grounds—more than 3.5 acres of outdoor areas and gardens—provide a park-like setting for patients, families, and visitors.
1 Temporary certificate of occupancy was issued in 2020; final certificate of occupancy was issued in 2021.

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In December 2017, the new facility received its license from the State Department of Public Health; this constituted issuance of an occupancy permit for purposes of the Development Agreement. In Winter 2019, additional shelled spaces within the Main building were completed and opened to patient care, including the Bass Center for Childhood Cancer and Blood Diseases on the 5th floor, and the Betty Irene Moore Children’s Outpatient Heart Center on the 1st floor.

STANFORD HEALTH CARE
Stanford Health Care is constructing new and replacement hospital facilities to usher in a new era of advanced patient care. Growth in patient volumes and rapidly changing medical technology have rendered much of the existing midcentury hospital infrastructure inadequate, while new seismic safety requirements have accelerated the need to construct replacement facilities.

In November 2019, Stanford Health Care’s first phase of facilities renewal completed as the New Stanford Hospital received its license from the State Department of Public Health and opened to patient care. With the new Stanford Hospital now complete, Stanford Health Care has begun a series of renovations within its preexisting facilities, including the conversion of shared patient rooms into private rooms within the 1989 portion of the Hospital; this renovation work is planned to proceed in phases over the next several years. In addition, to continue to maintain its current 600-bed count upon conversion of existing shared patient rooms to private rooms, Stanford Health Care is proposing an addition to the preexisting Hospital of approximately 38,000 square feet. This proposed addition was brought before the Architectural Review Board for preliminary feedback in April 2021, and Stanford Health Care anticipates submitting a Major Architectural Review application for this scope in Summer 2021. 2020-2021 SUMMARY OF PROGRESS

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SCHOOL OF MEDICINE
The Stanford University School of Medicine is replacing its outmoded research buildings with new state-of-the-art facilities designed to support contemporary translational research. The new facilities will accommodate 21st century medical advancements and enable the development of new medical innovations, featuring integrated laboratory suites, with easier access between labs and support facilities, enabling transparency, flexibility, and collaboration.

The first phase of School of Medicine development (BioMedical Innovations Building 1, or “BMI-1”) is now complete, having received a certificate of occupancy in Spring 2021, and features four above-grade floors of research labs and light-filled gathering places, and a lower basement level for utility support, as well as a connective tunnel to other nearby research facilities. Building interiors were designed for best practices for laboratory design safety and space allocation, with a flexible template to maximize efficient use of space and ease of renovation. The four above-grade floors provide space for a mix of disciplines, basic and clinical research, wet and dry labs, and leading-edge translational studies. 2020-2021 SUMMARY OF PROGRESS

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2020-2021 SUMMARY OF PROGRESS

NET NEW SQUARE FOOTAGE
The following table summarizes the net new square footage for which a certificate of occupancy has been issued.

PROJECT COMPONENT GROSS SQUARE

FOOTAGE

STANFORD HEALTH CARE
1101 Welch demolished (40,100)
500 Pasteur2 719,266
Total 679,166
LUCILE PACKARD CHILDREN’S HOSPITAL EXPANSION
701 Welch demolished (56,300)
703 Welch demolished (23,500)
Lucile Packard Children’s Hospital Expansion 446,088
Total 366,288

SCHOOL OF MEDICINE
BioMedical Innovations building 196,921
Partial decant of 1959 Stone Complex (8,640)
Total 188,281

HOOVER PAVILION
Miscellaneous shops and storage demolished (13,831)
Stanford Neuroscience Health Center (Hoover MOB) 91,605 Total 77,774
2 Final gross floor area calculation as confirmed under Building Permit # 12000-00444.

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COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS
This section of the Annual Report summarizes the steps that Stanford Medicine has taken to comply with its obligations under Section 5 of the Development Agreement.

HEALTH CARE BENEFITS
In addition to the health care funds listed below, Stanford Medicine provides certain intrinsic benefits to the community, as both a global leader in medical care and research, and as a community healthcare services provider. The Renewal Project enables Stanford Medicine to continue its important work, and the addition of more beds for adults and children will help to alleviate overcrowding. Additionally, the new hospital facilities provide critical emergency preparedness and response resources for the community in the event of an earthquake, pandemic, or other major disaster.

Section 5(a)(ii). Fund for Healthcare Services
The Hospitals have designated the amount of $3 million for Healthcare Services, which will increase to $5.6 million by December 31, 2025. No further action is required until 2026. This amount will be reconciled with the construction use tax payments as described in Development Agreement Section 5(b) (ii)(C), and will be spent between 2026 and 2036.

Section 5(a)(iii). Fund for Community Health and Safety Programs Stanford Medicine has contributed a single lump-sum payment of $4 million to establish a Community Health and Safety Program Fund for the City of Palo Alto. This fund is to be distributed to selected community health programs that benefit residents of the City, including the Project Safety Net Program, a community-based mental health plan for youth well-being in Palo Alto. A joint committee is to be established to evaluate proposals regarding the other specific programs to receive funding, composed of two representatives selected by Stanford Medicine and two representatives selected by the City; this committee shall make annual recommendations to the City Council regarding proposed disbursements from the Community Health and Safety Program Fund, and the City Council shall use its reasonable discretion to decide whether to accept, reject, or modify the joint committee recommendations.

Stanford Medicine provided the entire required contribution to the Community Health and Safety Program Fund on August 25, 2011. No further action is required by Stanford Medicine to comply with this Development Agreement provision, though Stanford Medicine welcomes the opportunity to participate in the joint committee to evaluate proposals for programs to receive funding. As required by Development Agreement Section 12(d), the City will provide yearly Supplements to the Annual Report to provide an accounting of the City's expenditures from this fund, and the purposes for which the expenditures were used.

PALO ALTO FISCAL BENEFITS
The Stanford Medicine Renewal Project brings considerable fiscal benefits to the City of Palo Alto. The project is expected to generate $8.1 million in sales and use tax revenues for the City, and multiple mechanisms have been put into place to ensure that this target is met. The Development Agreement also provides for further fiscal benefits to the City, including a payment by Stanford Medicine to fund the City’s operating deficit, and the payment of utility user taxes and school fees.

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Sections 5(b)(i) and 5(b)(ii). Payment of Sales and Use Taxes As required by the Development Agreement, Stanford Medicine submitted its annual Construction Sales and Use Tax monitoring report to the City on June 30, 2021. The Stanford Medicine parties will continue to submit such a report annually during the construction period for the Renewal Project so that the City can determine the share of construction use taxes that it has received as a result of the Renewal Project.

Each year, within 60 days of receiving the monitoring report, the City will provide its determination of the amount of construction use taxes that it has received as a result of the Renewal Project during the preceding calendar year. In August 2026 or soon thereafter, Stanford Medicine and the City will conduct a reconciliation process to confirm that the City has received at least $8.1 million in construction use taxes as a result of the Renewal Project, as further described in Development Agreement Section 5(b)(ii).

To date, Stanford Medicine has taken the following steps detailed below to maximize the City's allocation of sales and use taxes associated with Project construction and operation. Documentation of each of these items is included in the 2020 construction use tax monitoring report already submitted. Note that in 2020, as identified in the construction use tax monitoring report, Stanford Medicine did not have active construction projects which qualified for participation in the program, and instead reported only self-accruals associated with owner purchases; however, in 2021, with the commencement of Stanford Health Care’s interior renovations at the preexisting Hospital, contractor participation in the program has resumed and will be reflected in the next annual monitoring report. • Stanford Medicine has obtained all permits and licenses necessary to maximize the City’s allocation of construction use taxes derived from the project, including California Seller’s Permits and Use Tax Direct Pay Permits.
• Stanford Medicine has designated and required all contractors and subcontractors to designate the project site as the place of sale of all fixtures furnished or installed as part of the project. • Stanford Medicine has designated and required all contractors and subcontractors to designate the project site as the place of use of all materials used in the construction of the project. • Stanford Medicine has required all contractors and subcontractors to allocate the local sales and use taxes derived from their contracts directly to the City. Stanford Medicine has used best efforts to require contractors and subcontractors to complete and file any forms required by the State Board of Equalization to effect these designations.
• Both Hospitals have obtained use tax direct pay permits from the State of California for their existing facilities in order to increase the City tax allocation for the Hospitals’ purchases. The Hospitals will maintain the use tax direct pay permit for the life of the project. • Finally, Stanford Medicine has assisted the City in establishing and administering a Retail Sales and Use Tax Reporting District for the Renewal Project, to enable the City to track the generation, allocation, reporting and payment of sales and use taxes derived from the Project.

Section 5(b)(iii). Funding of Operating Deficit
In order to assure that City costs associated with the Renewal Project do not exceed revenues to the City resulting from construction and operation of the project, Stanford Medicine has provided to the City a single lump sum payment in the amount of $2,417,000. This payment was made on August 25, 2011. No further action is required by Stanford Medicine to comply with this Development Agreement provision.

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS

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Section 5(b)(iv). Payment of Utility User Tax
Stanford Medicine will pay the City a utility user tax at a minimum rate of 5 percent of all electricity, gas, and water charges allocable to new construction completed as part of the project for the life of the project.

This rate may be increased by the City as provided by Section 2.35.100(b) of the Municipal Code. The 5 percent utility user tax is currently being paid by Stanford Medicine.

Section 5(b)(v). School Fees
Stanford Medicine will pay to the City—which is then to forward to the Palo Alto Unified School District— school fees upon issuance of each building permit from the City or OSHPD, in the amount that is generally applicable to non-residential development at the time of payment based upon net new square footage, as defined in the Development Agreement.

School fees were paid in 2012 for LPCH and SHC in the amounts of $188,815 and $153,802, respectively. In July 2013, additional school fees were paid in the amount of $7,051 to account for additional program square footage for the New Stanford Hospital and Garage. In May 2014, an additional payment of school fees in the amount of $16,119 was made to account for the incremental square footage associated with the Hoover Medical Office Building, beyond the 60,000 square feet originally planned. In November 2015, additional school fees in the amount of $461.16 were paid to account for incremental square footage for the New Stanford Hospital Garage.

TRAFFIC MITIGATION AND REDUCED VEHICLE TRIPS
Stanford Medicine has taken a number of steps to mitigate the potential traffic impacts projected at full project buildout. Stanford Medicine provides a robust transportation demand management program, offering a variety of incentives for employees to forego driving alone to work. As required by the Development Agreement, Stanford Medicine has taken the additional actions outlined below.

Section 5(c)(ii). Menlo Park Traffic Mitigation
Stanford Medicine agreed to contribute to the City of Menlo Park a total of $3,699,000 for use in connection with traffic mitigation, infrastructure enhancements, and the promotion of sustainable neighborhoods and communities and affordable housing. This contribution has been made in three equal payments; the first payment of $1,233,000 was made on August 19, 2011. The second payment of $1,233,000 was made on December 5, 2012, following the November 2012 issuance of the first Hospital foundation permit. The final payment in the amount of $1,233,000 was made on December 14, 2017, within 30 days from issuance of the first Hospital occupancy permit. No further action is required by Stanford Medicine to comply with this Development Agreement provision.

Section 5(c)(iii). East Palo Alto Voluntary Mitigation Stanford Medicine has contributed a single lump sum payment of $200,000 to East Palo Alto to be used for roadway and traffic signal improvements on University Avenue. This payment was made on August 19, 2011. No further action is required by Stanford Medicine to comply with this Development Agreement provision. In the event that Stanford Medicine does not meet alternative transportation mode goals specified in the Development Agreement by 2025 and is assessed a $4 million payment under Development Agreement section 5(c)(ix)(B), the City will be required to remit $150,000 of such payment to the City of East Palo Alto.

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS

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Section 5(c)(iv). Contributions to AC Transit
The Hospitals committed to the following actions within 30 days from issuance of the first Hospital occupancy permit, and have fulfilled these commitments as outlined below:
• The Hospitals agreed to offer a one-time payment of $250,000 to AC Transit to be used for capital improvements to the U-Line to increase capacity (Section 5(c)(iv)(A)). As required, the Hospitals offered to contribute $250,000 to AC Transit for capital improvements to the U Line; this offer was accepted, and the payment was made on January 5, 2018.
• The Hospitals agreed to offer to make annual payments to AC Transit in a reasonable amount, not to exceed $50,000, to be used for operating costs of the U-Line to maintain a load factor for bus service to the Medical Center of less than 1 (Section 5(c)(iv)(B)). The Hospitals are making annual payments to AC Transit for purposes of U-Line operating costs. • In order to encourage Hospital employees living in the East Bay to use public transit for their commute, the Hospitals committed to using best efforts to lease 75 parking spaces at the Ardenwood Park and Ride lot, or an equivalent location, at a cost not to exceed $45,000 per year (Section 5(c)(iv)(C)). The Hospitals continue to meet this requirement, and currently lease 100 parking spaces in Newark (35263 Fircrest Drive). However, the Fircrest-Ardenwood route that provided service to these spaces was suspended in December 2020 due to the pandemic reducing demand and resulting low ridership. East Bay riders continue to be served by the U Line and DB Express.

Section 5(c)(v). Opticom Payments
Within 30 days from issuance of the first Hospital occupancy permit, the Hospitals committed to pay $11,200 to the City of Palo Alto to be used for the installation of Opticom traffic control systems at the following seven intersections: El Camino Real/Palm Drive/University Avenue; El Camino Real/Page Mill Road; Middlefield Road/Lytton Road; Junipero Serra/Page Mill Road; Junipero Serra/Campus Drive West; Galvez/Arboretum; and the Alpine/280 Northbound ramp. However, since the time that this commitment was made, the City determined that Opticom systems are outdated, and proposed the purchase and installation of the ATMS.now Emergency.now package, which would allow coordinated prioritization at all City-maintained traffic signals. Agreement to this change in traffic signal priority system is documented in a letter dated December 12, 2017 from the City Manager to the SUMC Parties, which was accepted and agreed to by the SUMC Parties by countersigned letter. The required payment was made on December 12, 2017, within 30 days of issuance of the first Hospital occupancy permit.

Section 5(c)(vi). Caltrain GO Passes
The Development Agreement requires that the Hospitals purchase annual Caltrain GO Passes for all existing and new Hospital employees who work more than 20 hours per week at a cost of up to approximately $1.8 million per year, beginning on September 1, 2015. This obligation is expected to continue for a period of 51 years.

Hospital management accelerated the purchase of the annual GO Pass for Hospital employees, and began providing free GO Passes to employees commencing on January 1, 2012. Annual passes were purchased again for all existing and new eligible employees for 2021.

Section 5(c)(vii). Marguerite Shuttle Service
The Hospitals will fund the reasonable costs, in an approximate amount of $2 million, for the purchase of additional shuttle vehicles for the Marguerite shuttle service, as and when required to meet increased

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS

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demand for shuttle service between the project sites and the Palo Alto Intermodal Transit Station. In addition, the Hospitals will fund as annual payments the reasonable costs, in an approximate amount of $450,000 per year, to cover the net increase in operating costs for the Marguerite Shuttle. Demand for the Marguerite shuttle increased in 2012, and the Hospitals funded the purchase of three new hybrid shuttles to meet this increased demand. Since this time, the Hospitals have funded as annual payments the reasonable costs of the net increase in operating costs for the Marguerite Shuttle.

Section 5(c)(viii). Transportation Demand Management Coordinator The Development Agreement requires that the Hospitals employ an onsite qualified Transportation Demand Management (TDM) Coordinator for Stanford Medicine, commencing on September 1, 2015, and continuing through the life of the Renewal Project.

Because the Hospitals accelerated the purchase of the Caltrain GO Pass, the Hospitals also accelerated the hiring of the TDM Coordinator, filling this position in March 2012. The TDM Coordinator is responsible for overseeing the analysis, development, and implementation of programs to advance the Hospitals’ TDM objectives. Specific duties that are carried out in collaboration with Stanford Transportation include raising awareness among commuters about alternative transportation options and Stanford’s commute incentive programs; providing alternative commute planning assistance and responses to customer inquiries; writing and editing electronic and print communications; coordinating and staffing outreach events, such as free transit pass distributions and employee fairs; and providing alternative transportation information and resources at new employee orientations.

In addition, the TDM Coordinator is responsible for overseeing the Transportation Hub within the new Stanford Hospital. The Transportation Hub serves as an alternative transportation information center available to both staff and patients, and includes a monitor screen (Transit Screen) that displays all mobility options in the area at a glance, in real time.

Section 5(c)(ix). Monitoring of TDM Programs
The Hospitals are required to submit annual monitoring reports showing the current number of employees employed over 20 hours per week; the number of employees using an alternative transportation mode as documented by a study or survey to be completed by the Hospitals using a method mutually agreeable to the City and the Hospitals; and the efforts used by the Hospitals to attempt to achieve the Alternative Mode Targets identified in the Development Agreement. The Development Agreement specifies payments to be made in the event that such targets are not met during particular time periods. Stanford Medicine submitted its 2021 Alternative Mode Share Report to the City on May 28, 2021; this report shows an alternative mode split of 28.8% for the Hospitals, representing a significant drop in alternative mode share since the start of the COVID-19 pandemic. The shift from alternative modes to single- occupancy vehicles among on-campus Hospital staff is consistent with generally observed changes in transit behavior during the pandemic, with the key difference that the Hospitals’ on-campus employees largely do not have the ability to perform work remotely, as they primarily occupy roles which require direct patient interface or otherwise require physical presence. Given reductions in transit service and concerns over the safety of public transportation during the pandemic, the reduction of 5 percentage points in the Hospitals’ alternative mode share from the most recent reporting year can be more easily understood. Stanford Medicine remains committed to increasing its alternative mode share, and enabling employees to travel safely to work using alternative modes.

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LINKAGES
To further encourage use of Caltrain, bus, and other transit services, and to enhance and encourage use of pedestrian and bicycle connections between Stanford Medicine and downtown Palo Alto, Stanford Medicine has funded the following specific infrastructure improvements.

Section 5(d)(i). Intermodal Transit Fund
Stanford Medicine has provided to the City one lump sum payment of $2.25 million for improvements to enhance the pedestrian and bicycle connection from the Palo Alto Intermodal Transit Center to the existing intersection of El Camino Real and Quarry Road. Up to $2 million of this amount is to be used by the City for the development of an attractive, landscaped passive park/green space with a clearly marked and lighted pedestrian pathway, benches, and flower borders. Stanford Medicine paid the entire required amount for the Intermodal Transit Fund on August 25, 2011. No further action is required by Stanford Medicine to comply with this Development Agreement provision. As required by Development Agreement Section 12(d), the City will provide yearly Supplements to the Annual Report to provide an accounting of the City's expenditures from this fund, and the purposes for which the expenditures were used.

In Summer 2017, prior to issuance of the first Hospital Occupancy Permit, the City completed a temporary path with associated lighting, landscaping / green space, benches, and flower borders from the transit center to the existing crosswalk at the intersection of El Camino Real and Quarry Road. Available funds remaining (approximately $1.69 million) will be applied to the construction of permanent improvements in the future.

Section 5(d)(ii). Quarry Road Fund
Stanford Medicine has provided to the City one lump sum payment of $400,000 for improvements to and within the public right-of-way to enhance the pedestrian and bicycle connection from the west side of El Camino Real to Welch Road along Quarry Road, including urban design elements and way finding, wider bicycle lanes, as necessary, on Quarry Road, enhanced transit nodes for bus and/or shuttle stops, and prominent bicycle facilities. Stanford Medicine paid the entire required amount for the Quarry Road Fund on August 25, 2011. No further action is required by Stanford Medicine to comply with this Development Agreement provision. As required by Development Agreement Section 12(d), the City will provide yearly Supplements to the Annual Report to provide an accounting of the City's expenditures from this fund, and the purposes for which the expenditures were used. The City was required to construct the improvements prior to issuance of the first Hospital Occupancy Permit, but as agreed to with Stanford Medicine, delayed implementation of these improvements until utility trenching to the Medical Center was complete. In late 2018, the City completed these improvements, including enhanced crosswalks and bicycle striping and signage.

Section 5(d)(iii). Stanford Barn Connection
Stanford Medicine agreed to construct up to $700,000 of improvements to enhance the pedestrian connection between the Main Medical Campus and the Stanford Shopping Center from Welch Road to Vineyard Lane, in the area adjacent to the Stanford Barn prior to issuance of the first Hospital Occupancy permit. Construction of the improvements completed in November 2017, in advance of issuance of the first Hospital Occupancy permit. No further action is required by Stanford Medicine to comply with this Development Agreement provision.

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS

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INFRASTRUCTURE, SUSTAINABLE NEIGHBORHOODS AND COMMUNITIES, AND

AFFORDABLE HOUSING
Section 5(e). Infrastructure, Sustainable Neighborhoods and Communities, and Affordable Housing Fund
Stanford Medicine agreed to contribute a total amount of $23.2 million toward City of Palo Alto infrastructure, sustainable neighborhoods and communities, and affordable housing. As required by the Development Agreement, this contribution has been made in three equal payments. The first payment, in the amount of $7,733,333, was made on August 25, 2011; the second payment of $7,733,333 was made on December 5, 2012, following the November 2012 issuance of the first Hospital foundation permit; and the final payment of $7,733,333 was made on December 12, 2017, within 30 days from issuance of the first Hospital occupancy permit. No further action is required by Stanford Medicine to comply with this Development Agreement provision. As required by Development Agreement Section 12(d), the City will provide yearly Supplements to the Annual Report to provide an accounting of the City's expenditures from this fund, and the purposes for which the expenditures were used.

The City will use $1,720,488 of these funds in the same manner as funds collected under the City’s housing fee ordinance.

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS

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CLIMATE CHANGE
Section 5(f). Climate Change Fund
Stanford Medicine agreed to contribute a total amount of $12 million toward City projects and programs for a sustainable community, including programs identified in the City’s Climate Action Plan, carbon credits, and investments in renewable energy and energy conservation. As required by the Development Agreement, this contribution has been made in three equal payments. The first payment, in the amount of $4 million, was made on August 25, 2011; the second payment of $4 million was made on December 5, 2012, following the November 2012 issuance of the first Hospital foundation permit; and the final payment of $4 million was made on December 12, 2017, within 30 days from issuance of the first Hospital occupancy permit. No further action is required by Stanford Medicine to comply with this Development Agreement provision. As required by Development Agreement Section 12(d), the City will provide yearly Supplements to the Annual Report to provide an accounting of the City's expenditures from this fund, and the purposes for which the expenditures were used.

SATISFACTION OF CONDITIONS OF APPROVAL
Section 5(h). Satisfaction of All Conditions of Approval Stanford Medicine will satisfy all Conditions of Approval by the dates and within the time periods required by the project approvals, subject to modifications allowed by the Development Agreement, and has taken several steps in order to ensure that this requirement is met (Section 5(h)). The Conditions of Approval encompass conditions imposed by the Architectural Review Board, mitigation measures enumerated in the Mitigation Monitoring and Reporting Program, and conditions attached to the Conditional Use Permit.

COMPLIANCE WITH DEVELOPMENT AGREEMENT OBLIGATIONS
In order to implement, monitor, and report on the
implementation of this diverse array of conditions,
Stanford Medicine, with input from City planning
staff, has created two Excel spreadsheet tracking
and reporting tools. These spreadsheets serve as
a centralized repository for compliance monitoring
information and documentation, and are updated
by the Stanford Medicine project teams on a
regular basis, and reviewed by the City.

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CONCLUSION
As the Renewal Project completes its tenth year, Stanford Medicine looks forward to continued engagement with the City of Palo Alto as the project continues to progress.

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1 SUMC Development Agreement Compliance: FY 2020-2021

DA
Section Description Summary Activity Complies?
Health Care Benefits
5(a)(ii)
Fund for
Healthcare
Services
Financial assistance
for Palo Alto
residents

SUMC establishment of a $3M fund that will
grow to $5.6M by December 31, 2025. Fund
will be used in even increments over a ten-
year period from 2026-2036 to assist Palo
Alto residents who have self-payment
responsibilities beyond their financial
means, as described in Section 5(a)(ii).

Yes, complies – No activity
required in FY 2020-2021.
5(a)(iii)
Fund for
Community
Health and
Safety Programs

$4M fund for
selected community
health programs for
Palo Alto residents

First and only payment of $4M on August
25, 2011 to establish City fund. No joint
committee between City Council and SUMC
established to date to evaluate other
proposals/programs to receive funding, so
no there were no expenditures from this
fund other than on Project Safety Net, as
already specified in the Development
Agreement. .

Yes, complies - Fund
activity and balances in
reported in Attachment C.

Fiscal Benefits
5(b)(i), (ii)
Payment of
Sales and Use
Taxes

Activities to
maximize sales and
use taxes paid to the
City

SUMC contributes to General Fund Sales and
Use Tax revenues via construction-related
activities. The City reviews the Construction
Sales & Use Tax Monitoring Report that is
submitted by SUMC on June 30 of each year.

The City submits a letter to SUMC each year

Yes, complies - SUMC
timely submitted the
Construction Sales & Use
Tax Monitoring Report for
the previous calendar year.

The City sent their required
Attachment B 5.b
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2 SUMC Development Agreement Compliance: FY 2020-2021

DA
Section Description Summary Activity Complies?
that notes local tax received from SUMC
project activities for the year. Based upon
the City’s review of the annual Construction
Sales and Use Tax Monitoring Report,
revenues for calendar years 2011 through
2020 have totaled $5,335,541.

response. This annual
reporting assists in the
process of ensuring that
the City would receive no
less than $8.1M in
construction sales and tax
revenue by December 31,
2025.

5(b)(iii)

Funding of
Operating
Deficit /
Expansion Cost
Mitigation

$2.417M fund to
assure City costs
associated with the
project do not
exceed revenues
resulting from
construction and
operation of the
project.

Payment of $2.417M on August 25, 2011 to
establish fund. There were expenditures
from this fund during the reporting period
FY 2020-2021.

Yes, complies -Fund
activity and balances in FY
2020-2021 reported in
Attachment C.
5(b)(iv) Payment of
Utility Users Tax

5% tax on all
electricity, gas and
water charges on
new construction

Utilities confirmed that billing accounts
were created in past fiscal years when new
meters were set for new construction,
including NSH, NSH Garage, LPCH, and BMI,
and the Utility Users Tax has been paid
through the normal billing process for each
site.

Yes, complies.

Attachment B 5.b
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3 SUMC Development Agreement Compliance: FY 2020-2021

DA
Section Description Summary Activity Complies?

5(b)(v)

School Fees

Payment of PAUSD
fees for net new
square footage

$342,617 fee paid for LPCH and NSH
expansion in 2012. $7,051 fee paid for NSH
and NSH Garage expansion in July 2013.
$16,119 fee paid for Hoover Medical Office
Building expansion in May 2014. $461.16 fee
paid to account for incremental square
footage for the New Stanford Hospital
Garage.

Yes, complies - SUMC
made payments to PAUSD
for all net new square
footage for which school
fees apply at the time
permit receipt.

Traffic Mitigation and Reduced Vehicle Trips
DA
Section Description Summary Activity Complies?
5(c)(ii)
Menlo Park
Traffic
Mitigation
$3,699,000 payment
for traffic mitigation,
infrastructure,
sustainable
neighborhoods,
affordable housing

First of three $1.23M payments made on
August 19, 2011. Second payment of
$1.23M made on December 5, 2012. Third
and final payment of $1.23M made on
December 14, 2017, which was within 30
days from issuance of the first Hospital
Occupancy Permit (LPCH).

Yes, complies - SUMC
made all required
payments to Menlo Park,
including the last and final
payment in FY 2017-2018.

5(c)(iii)
East Palo Alto
Voluntary
Mitigation

$200K for roadway
and signal
improvements on
University Ave.

$200K payment made on
August 19, 2011. Yes, complies.

Attachment B 5.b
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4 SUMC Development Agreement Compliance: FY 2020-2021

5(c)(iv) Contributions
to AC Transit

U-line capital
improvements, low
load factor ratios,
parking spaces at
Ardenwood Park &
Ride

$250K payment made to AC Transit on
January 5, 2018.

SUMC is also invoiced by AC Transit for
payments over the year that total over the
$50K per year discussed in the SUMC
Development Agreement. Payments to AC
Transit are required for the life of the
project.

Since May 2014 and until April 30, 2018,
SUMC Parties leased a park-and-ride facility
on Kaiser Drive near the Ardenwood Park &
Ride. SUMC used an interim temporary
facility through FY 2019-2020 and leased
100 parking spaces in Newark (35263
Fircrest Drive) in FY 2020-2021.

Yes, complies.

5(c)(v) Opticom
Payments
$11,200 payment
for Opticom traffic
control system at 7
intersections

$11.2K payment made to the City in FY
2017-2018 within 30 days from issuance of
the first Hospital Occupancy Permit (LPCH).

As the City has upgraded systems, the City
and SUMC agreed through a letter exchange
that the payment could be used for the new
coordinated prioritization signaling at City-
maintained traffic signals.

Yes, complies.
5(c)(vi) Caltrain Go
Passes

SUMC purchase of
passes for all
Go Passes have been purchased per the
Development Agreement since January 1,
2012, including for FY 2020-2021.

Yes, complies.

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5 SUMC Development Agreement Compliance: FY 2020-2021

existing and new
hospital employees
working
>20hrs/week

5(c)(vii) Marguerite
Shuttle Service
Purchase of
additional shuttles
to meet demand

Since 2011, SUMC purchased additional
shuttle buses for the Marguerite Shuttle
service which now includes five renewable
diesel-electric hybrid buses and 23 all-
electric buses. Additional all-electric buses
also came online in FY 2017-2018. Shuttles
were running in FY 2020-2021.

Yes, complies.

DA
Section Description Summary Activity Complies?
5(c)(viii)

SUMC
Transportation
Demand
Management
(TDM)
Coordinator

SUMC hires
coordinator to
promote alternative
transportation
options
TDM Coordinator was hired in March 2012.

This position has since been elevated to a
TDM Program Manager position and the
position remains filled.

Yes, complies.

5(c)(ix)

Monitoring of
TDM Programs

Yearly report
regarding

SUMC timely submitted the Alternative
Mode Share Report for FY 2020-2021. The
SUMC parties found that the alternative
mode share milestone target of 33%

Yes, complies - SUMC
timely submitted their
report. Monitoring in FY
2021-2022 will identify if

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6 SUMC Development Agreement Compliance: FY 2020-2021

alternative transit
mode use
outlined in SUMC DA Section 5(c)(ix) was not
met for 2021, nor was it above the previous
2018 milestone target of 30%; the
alternative mode share rate for SUMC
decreased to 28.8% between use of
alternative modes versus driving alone,
largely due to ongoing pandemic conditions.

SUMC missed the
alternative mode share
target of 33% for two
consecutive years.

Linkages

5(d)(i)

Intermodal
Transit Fund

$2.25M payment to
improve pedestrian
linkages to PA
Intermodal Transit
Center

First and only payment of $2.25M on August
25, 2011 to establish City fund. City
constructed temporary improvements prior
to the issuance of the first Hospital
Occupancy Permit (LPCH) to serve the
linkage goal and functional requirements.