Palo Alto City Council
March 11, 2024

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
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 $ PDS/ CMO O The City continues to monitor the office / Research & Development growth. In 2023, there was a net loss of 32,387 sq. ft. of office space, leaving a remaining development balance of 602,934 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 $$ ASD O The City is shifting to a business license tax program in 2024 of which the business registry will be a component. Through the efforts of the business license tax program data will continue to be collected to track business diversity in Palo Alto.

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 $$ PDS / CP 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 $ PDS / CP P Work has not commenced.

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 $$ CMO O The City continues to encourage Palo Alto residents, workers, and vistiors to buy in Palo Alto through its Uplift Local campaign and opportunities for businesses to cross-promote with City events such as the Code:ART festival.

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 $$ PDS / CP PC City received an administrative draft of a retail study in late August 2022; the scope of the work was expanded to dovetail with City Manager's Office Street Sense program (June 2023). A check in with the Planning and Transportation Commission (PTC) is on 10/25/2023. The reports will be presented to the PTC and to City Council in summer of 2024.

Comprehensive Plan Implementation Program Status, 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

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

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

Planning and
Development
Services
R $ PDS / CP 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 $$ PDS / CP PC Objective Design Standards for housing development projects and for single-family homes have been approved in 2022. On-going improvements will be made as needed. SOFA CAP zone
regulations will be updated in 2024 to include objective design standards.

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

Planning and
Development
Services
M $$ PDS / CP O Staff is processing more Architectural Review applications over the counter including sign applications.

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 $$ PDS / CP P No zoning regulation changes are proposed at this time.

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 $$ CMO /PDS O The City worked with a consultant, Streetsense, to develop a comprehensive economic development strategy focused on retail.

The CIty Council accepted the strategy on August 14, 2023. To progress on that strategy, the City continues to collaborate with various stakeholders, including the Chamber of Commerce, the Downtown Business Improvement District (BID), California Avenue businesses, hoteliers, Stanford, and others to promote a strong business climate. Focused business support through programs like Uplift Local, public art installations, holiday events, and other ways to activate spaces will continue.

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

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

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / CP / LRP O The City Council approved the Housing Element in May 2023 and staff meets regularly with Stanford University regarding land use on an ongoing basis.

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 $$ PDS / CP 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 $ CSD O No change from previous year reporting. 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.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O The City supports 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 high school students in Palo Alto the opportunity to serve the teen community by acting as a voice toward action and change. The Teen Center at Mitchell Park Community Center opened September 2023 for Middle School students. 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.

The City also funds Youth Community Service's Connectedness Initiative. 30 teens participated in the Art Center’s Teen Leadership group in FY23. These teens meet virtually and in person twice a month to participate in hands-on workshops with practicing artists, exhibit their artwork at the Art Center, develop leadership skills, and plan a teen-only event. The teens came from 10 different schools including: Palo Alto High, Gunn, Castilleja, Lynbrook High, Fusion Academy, Eastside College Prep, Mountain View High School, Sequoia High School, Woodside High, and Woodside Priory. During the ACTL 2022-23 school year, teens worked with professional artists in printmaking, collaging, and ceramics. In the first public teen event since Covid, 40 teens engaged in student-led activities including repurposed patches, crocheted pins, and a collaborative art piece. New in FY23, is the Teen Ceramics Apprenticeship program, where teens passionate about ceramics volunteer in the classroom and gain insight and experience with all aspects of studio logistics including kiln work and sustainable studio practices. Twelve teens participated in the inaugural year.

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 $ CSD O No change from previous year reporting. 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 $ CSD O This work is part of Avenidas contracted scope of services.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O No change from previous year reporting. 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 $ CSD O No change from previous year reporting. This is an ongoing task.

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 $ CSD O With the support of the Friends of the Palo Alto Children’s Theatre, the Children’s Theatre commissioned new theatrical works supported by community collaborations and cross-cultural exchanges. In FY23, the Children’s Theatre produced an
adaptation of the classic Indian folktale, ONE GRAIN OF RICE, directed by local theatre artist Ish Kaur with choreography by Aparna Seetharaman. Following each performance of the play, audience members took part in a Holi Color Festival Celebration, as part of a collaboration with a community of South Asian Palo Alto residents. The Art Center exhibitions program features artists of diverse cultural backgrounds and the Center works to program culturally diverse and relevant programming.

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 $ CSD O This is an ongoing task.

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 CSD O This is an ongoing task.

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 $ CSD O City staff and the Early Care and Education Committee continue to work to support child care providers in the community. The City has also recently instituted a new child care assistance program for its employees.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O The Early Care and Education Committee continues to create an annual workplan to help meet the needs of local childcare providers and educators. Current workplan goals focus on staff development opportunities for early educators and transitional kindergarten and universal preschool advocacy.

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

Community
Services
Department
L $ CSD O Working with the Human Resources Department and the City Manager's Office, the City has recently instituted a new child care assistance program for its employees.

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 $ CSD 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 $ CSD 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 Human Services Resource Allocation Process (HSRAP) has historically funded several organizations focusing on teen health. The City also funds Youth Community Service's Youth Connectedness Initiative.

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 $ CSD O Provides some of the same programs in multiple locations.

Transportation is still not an option at this time.

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

Community
Services
Department
M $ CSD O In the summer of 2023, the Palo Alto Art Center hired five interns and four fellows from a variety of schools including San Francisco State University, San Jose State, Cal State East Bay, Middlebury Collage, and Santa Clara University. One student qualified for the REAL program at Santa Clara University and was paid by SCU. We placed four Eastside Prep students, including one who just graduated with a bachelor’s degree. One intern was a former volunteer and one had taken art classes at the Art Center in the past. MakeX Summer Camp, Pickleball in MSA, Youth Pickleball Classes, and cooking for youth are some of the programs.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O Palo Alto Art Center volunteers, including seniors, contributed 5431 hours over FY23, a value of $172,714. Approximately 18% of adult studio class takers identify as 65 or older.

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

Community
Services
Department
R $ CSD O No change from previous year reporting. This is an ongoing task.

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 $ CSD O In FY23, as part of the Children's Theatre's Magical Series Spectrum and Sensory Friendly offerings, developed in
collaboration with the Magical Bridge Foundation, the Children’s Theatre offered Magical Series Sensory and Spectrum Friendly performances and classes, including acting, dance and music therapy offerings designed for differently abled participants. The Children’s Theatre Main Stage and Summer Hot Dog Series began offering ASL designated performances, as well as a “Read-Along” option for audiences, available at all performances. In FY24, the theatre will present the World Premiere of JANE AND THE BEANSTALK as part of the theatre’s Playhouse Series, an original fairytale designed to offer accommodations for actors of all abilities. The production will be performed in collaboration with Angels on Stage, a South Bay theatre troupe of teens and young adults with special needs. The Palo Alto Art Center Foundation received an IMLS American Rescue Fund grant in 2022 to support “Centering Accessibility” intended to continue the Art Center’s focus on inclusion. This grant continued into FY23, providing funding for accessible artmaking equipment and supplies. The Art Center continues to provide QR codes with visual descriptions and large-print labels for our exhibition visitors.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

C1.2.4 Based on identified needs, expand program offerings to underserved groups.

Community
Services
Department
R $$$ CSD O In FY23, the Children’s Theatre worked with the Friends of Palo Alto Childrens Theatre to provide more than $20,000 in theatre field trip transportation grants to Title-1 schools, as well as class and camp scholarships to low-income families. In Summer 2023, the Children’s Theatre participated in a 5th annual collaboration with the Stanford University Compression Forum, offering paid internships to high school seniors and incoming college freshman.

The participants, almost all of whom come from under-
represented / under-served backgrounds, took part in a research project that explored the practical and ethical use of Artificial Intelligence in art. In FY23, Palo Alto Children’s Theatre continued to support the development of the Reparations Project, a national collaboration with The Breath Project and the Friends of Palo Alto Children’s Theatre, to encourage
conversations around the topic of slavery reparations in educational and performing arts institutions, with the goal of developing an original theatrical work in FY24-FY25
Thanks to support from the Palo Alto Art Center Foundation, the Art Center continues its Project Look school tour scholarships for East Palo Alto classrooms. The Cultural Kaleidoscope arts integration program continues in underserved school sites in East Palo Alto. The Art Center Foundation also funds class scholarships through community organizations Dreamcatchers, Stevenson House, and Alta Housing.

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 $ CSD O The Department continues to partner with the Magical Bridge Foundation to provide accessible programs to individuals of all abilities. The Junior Museum and Zoo partners with an
accessbility advisory group to ensure exhibits and programs are accessible to all
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 $ CSD O Working with Momentum Mental Health

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 / CMO
R $ CMO / CSD O This is an ongoing task. 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 $ CSD O No change from previous year reporting. Its an ongoing task.

Community Services Department’s program areas regularly collect and review demographic information from program participants. The Parks, Trails, Open Space and Recreation Master Plan contains information on 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 $ CSD P No change from previous year reporting. 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 $ HR PC This task has been partially completed.

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 $$ CSD O Program participants are invited to complete an evaluation.

Many of CSD's special events allow participants to evaluate the event. Class and program offerings are frequently reviewed to evaluate popularity and trends to inform the next season's offerings.

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

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

C3.2.1 Develop a proactive Asset Management Program for infrastructure requirements and costs.

Administrative
Services
Department/ OMB
M $$ ASD O The Citywide Facility Condition Assessment (FCA) and Electrification Assessment (EA) inspections have been completed.

Staff have been reviewing the DRAFT reports and providing comments back to the consultant in preparation for the final reports. The data from the findings is being populated into Brightly’s Capital Predictor software to track and plan for deferred maintenance(catch-up), regular maintenance(keep-up) and electrification for future CIP projects and budgeting. The software can calculate the effects of maintenance and preventive maintenance on our assets so we can maximize asset life while looking at different budget models for comparison.

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 $ CSD O This is an ongoing effort. 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 $ CSD O Improvements to the Roth building, adjacent to Heritage Park is a public/private partnership and will result in a new public restroom available for park users. Staff are partnering with stakeholders to design and fundraise for a new and improved Greer skate park
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 $$ PWD / CSD O Estimates are to be decided in future.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD / PDS / CP O Development Impact and In-Lieu Fees In the Planning and Development Services Department, impact fees (i.e., community center, park, library, and citywide transportation impact fees) and in-lieu fees (parking and housing inlieu, parkland dedication) were increased by 5.27% to reflect the most recently published Construction Cost Index (CCI) for the San Francisco Bay Area, as calculated by the Engineering News Record. This is in accordance with Municipal Code 16.64.110, as amended on November 28, 2016, to standardize when these fees are paid, bring uniformity to the calculation in effect, bring uniformity to the annual adjustment rate, and other updates. Since these fees are governed by the applicable Municipal Code section, they are not discussed in Attachment A. The Park, Library, and Community Center impact fee increases proposed for FY 2024 do not yet reflect the changes that Council approved on June 13, 2022, including (1) new fee categories; (2) increased land valuation for new park acquisition; and (3) a square foot basis (instead of a per housing unit basis) to calculate the fees. The Council directed staff to conduct and economic feasibility study before implementing these changes. The economic feasibility study has not been completed, and staff will return to Council upon completion. The fees can be updated upon an amendment to the Municipal Fee Schedule.

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 $$$ CSD O 2 sites that the Parks & Recreation Commission are exploring for possible parkland dedication - Rinconada Community Gardens and the Historic Water Well at Alma and Hawthorne.

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 $$ CSD / PDS / CP 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ CSD / PDS / CP 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 $ CSD / PDS / CP/ CAP Work has not commenced.

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 $$ CSD O The City received an invitation from PAUSD to submit a proposal for the City to acquire more property at Cubberley. The Council held a Study Session in May 2023 and staff is returning to Coucil in October 2023 recommending that Council provide direction on the next course of action.C5.1.1 Allocate resources to create and support initiatives to increase the health and well-being of the public.

Community
Services
Department
R $ CSD O In the FY24 budget process, the Council allcoated an additional $200k for Human Resource Allocation Process grants, which provide grants to local nonprofits that support health and well- being to vulnerable members of the community. In general, nearly all of CSD's programs and services support the well-being of the public.

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

Community
Services
Department
IP $ CSD 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O In FY23, the Palo Alto Art Center received a grant to support the development of a Social Emotional Toolkit that will be distributed to low-income seniors and youth in the community in FY24. The Palo Alto Art Center also provided artmaking experiences to a variety of city and community events, including the May Fete celebration. Free Family Days throughout the year at the Art Center draw hundreds of participants.

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 $$ CSD O Community Services Department staff have been coordinating with local nonprofits who serve vulnerable residents. In FY23, the Children’s Theatre continued to serve all PAUSD K-2 Elementary School students with a Dance in Schools program, an 8-week onsite get-up-and-move curriculum that promotes physical fitness and positive self-esteem.

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 $ CSD O This is an ongoing effort. The Community Services Department continues to manage the City's community garden program.

There are currently five community gardens in the program - Arastradero Garden is currently a leased/partnership site with the owner.

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

Planning and
Development
Services
R $$ PDS / Data Team O This is an ongoing effort.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

G1.2.1 Continue to hold regular, Town Hall-style meetings in neighborhoods.

City Council & City
Clerk’s Office
R $$ CMO O Staff has implemented quarterly neighborhood town hall meetings in partnership with neighborhood groups. The fourth of the calendar year is set for October 15, 2023. All meeting materials is available online at www.cityofpaloalto.org/engage.

There are also other topic-specific community engagement meetings that occur throughout the year.

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 $-$$$ CMO O Council received a staff update on community engagement activities planned to implement the City’s workplans for the 2023 calendar year in early 2023. Staff presented a series of community engagement approaches and gained input on the City's overall approach. Several efforts are underway including hosting one Neighborhood Town Hall in each quarter of the calendar year.

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 $ CMO O This is an ongoing task and staff continues to implement this goal.

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 $$ CMO O A virtual receptionist in the City Hall Lobby assists the public with their service needs and this continues to be available, in addition to service assistance at the Revenue Collections and Utilities service counters. In terms of other communications focus areas, staff manages an interactive platform that shares information with the public and also supports new ways to engage the community on topic specific efforts including Fiber and Sustainability. Staff relaunched the lobby screens to share City information, implemented a process to distribute printed materials to City facilities for public information, mailed postcards to residents informing them of the Neighborhood Town Halls, and during the storm season in addition to all digital ways to share information, staff recorded updates on the City’s public information line to share storm impacts and updates.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CCO 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 $ CMO O This is an ongoing effort.

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 $ CMO O City continues to work with established Advisory Groups to engage in policy development and information sharing.

Additionally, a volunteer web page is in development to highlight different opportunities available to staff wthin the city of Palo Alto
G4.1.2 Publicly recognize the efforts of individuals, groups, and businesses that provide volunteer services within the City.

City Manager’s
Office
R $ CMO O This is an ongoing task. The City Council has also included Special Orders of the Day to recognize groups and individuals.

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

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 $ CMO / CSD O This is an ongoing task.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ CMO PC No change from last year's reporting. Staff continues to send a digital welcome message to new residents and is finalizing a new welcome message that will be both digital and print formats. With the launch of the City's new website, there was a comprehensive look at resident related information. The website includes a digital welcome packet and new resident resources are now available both at www.cityofpaloalto.org/residents and a new "My Neighborhood" map that highlights services available near a resident's home at www.cityofpaloalto.org/residents/my- neighborhood
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 $ PDS / CP / LRP O This is an ongoing effort.

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

All Departments R $$ PDS / Data Team O Continuous improvements to the Online Permitting System (OPS) including:
-Website restructuring for clear instructions on how to apply for different permits
-Publish building permit checklists for more complete applications (reducing the initial back and forth between staff and the applicant)
-Published a new instant Heat Pump Water Heater permit process -Full launch of the SolarAPP+ instant permit process for qualifying residential PV or PV & ESS projects
-Launched a 2-month pilot program to assess if intake
appointments would be beneficial. Results and lessons learned are being foldedn into upcoming permit process changes. -Exploring ways to integrate an electronic building application form to the online permitting process
Goal G-6: More clearly defined procedures, standards, and expectations for development review.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / CP O This is an ongoing effort. This is required by PAMC Title 18 Chapter 18.79.

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 $$ PDS / Data Team PC Council adopted a revised ordinance and administrative penalties to improve the gas blower enforcement program in June 2023.

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.

Planning and
Development
Services
IP $ PDS / LRP O Staff has been tracking the progress on the Stanford Community Plan Update, and related provisions to the Santa Clara County General Plan. Adoption of Stanford Community Plan anticipated Fall 2023 by the County.

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 $ PDS / CP O The Permanent Parklet program was adopted by the Council in September 2023 and the extension of the interim program for private parking lot use was extended through March 2024.

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 $ PDS / LRP C The 2023-2031 Housing Element was adopted by the City Council in May 2023 which included additional sites on San Antonio Road.

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 $ PDS / LRP PC As part of the Housing Element update, a proposed program is included to engage in discussions with Stanford Shopping Center in preparation for the next Housing Element Cycle in 2031. See Program 1.5 in the adopted 2023-2031 Housing Element.

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.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / LRP PC Stanford owned parcels along El Camino Real have been included in the housing sites inventory. Staff continues to explore possibilities of multi family housing in Research Park area.

Residential use in the Research Park will no longer require a Conditional Use Permit (CUP), see Program 1.5 in the adopted 2023-2031 Housing Element.

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 $ PDS / LRP / CP O Council continues to review Planned Home Zonning (PHZ) prescreenings converting commercially used land to housing. This includes a PHZ project (70 Encina) on a Town and Country Center parking lot that is not owned by Town and Country.

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 $ PDS / LRP / CP PC The Housing Element 2023-2031 includes a new program to lower commercial office floor area at strategic locations. Additionally a retail study is underway by consultant team to ease restrictions on retail use and encourage a mix of land uses. Staff plans to present the findings of this study to the Planning and
Transportation Commission (PTC) in spring 2024.

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 $ PDS / LRP / CP P This program has not been explored yet. The project commencement is pending the availability of resources.

L2.4.7 Explore mechanisms for increasing multi-family housing density near multimodal transit centers.

Planning and
Development
Services
S $$ PDS / LRP / CP C City was awarded a PDA grant for a downtown housing master plan and is in process of initiating the work; kick-off anticipated early 2024. Housing Element 6th cycle process included upzoning housing opportunity sites near the University Avenue multi modal transit center.

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 $$ PDS / LRP C The adopted 2023-2031 Housing Element identified city-owned parking lots as housing element sites for affordable housing.

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

Planning and
Development
Services
IP $ PDS / LRP O In 2023, no new housing opportinities were identified.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

Planning and
Development
Services
S $ PDS / LRP / CP C In addition to local requirements expanding SB330, the adopted 2023-2031 Housing Element includes Program 4.1 to enforce state law regarding no net loss and includes a new program to have commercial development also replace any demolished residential units.

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

Planning and
Development
Services
M $$ PDS / LRP PC Council provided direction in November 2021 regarding renter protection policies, especially focused on cost-burdened low income renters. Council passed an ordinance that expanded Tenant Relocation Assistance to rental units on properties with 10 or more units. Council also passed a security deposit limit of 1.5x the monthly rent for unfurnished rental units. Council created a local just cause eviction protection ordinance that extends eviction protection to more rental units than state law. Staff remains underway to complete all other Council directed renter protection policies alongside and in concert with implementation of the 2023 – 2031 6th Cycle Housing Element. This includes establishment of a Rental Registry Program and a review and assessment of the implementation of existing renter protection policies.

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 $$ PDS / LRP 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 $$ PDS / LRP / CP O On October 16, 2023 City Council approved a proposal to consider a 55 year ground lease that accomodates community needs.

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 $ PDS / LRP / CP C Post Covid staff continues to enforce the annual office limit, ground floor office limitations; City does not allow short term vacation rentals (code enforcement)
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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

L.3.5.1 Develop a program to assess and manage both the positive and negative impacts of basement construction in single family homes on the community and the environment,
including:
-environment, such as potential impacts to the tree
canopy, groundwater supply or quality, and soil
compaction.
-Safety issues such surface flooding increased groundwater intrusion with sea level rise,emergency access and egress, or sewage backflows.

Planning and
Development
Services and
Public Works
Department
S $$ PDS / CP / PW C No further update.

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 $$ PDS / LRP / CP O Council adopted Permannt Parklet Program in September 2023.

Retail Study refinements are underway for presentation to Planning and Transportation Commission (PTC) and City Council before July 2024.

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 $$ PDS / LRP / CP O Effectiveness of formula retail has not been evaluated. See above for Permanent Parklet Program and Retail Study
L4.2.3 Explore and potentially support new, creative and innovative retail in Palo Alto.

Planning and
Development
Services
S $$ PDS / CP PC A number of new initiatives were launched in 2023 to encourage retail in Palo Alto. In August of 2023, City Council adopted the Comprehensive Economic Development Strategy plan developed by Streetsense to support economic vitality of Palo Alto. Staff is also working on making recommendations to change the existing Interim Retail Preservation Ordinance to ease restrictions on existing and new retail. Additionally, Council approved the Car free Streets program in November 2023 with some implementing actions to support new creative retail in Palo Alto.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

L4.4.1 Study the feasibility of using public and private funds to provide and maintain landscaping and public spaces such as parks, plazas, sidewalks and public art within
commercial areas.

Community
Services
Department
M $ CSD O The Public Art Program launched a pilot murals festival in June 2023, commissioning three murals in the California Avenue district, including one street mural that engaged dozens of community members in the painting. Public Art also
commissioned artists to create pole banners and barrier covers for downtown and California Avenue areas. Seven artists have been commissioned to create temporary new media artworks for the Code:ART festival downtown October 12-14, 2023. Additional projects in parks and public spaces underway include Boulware Park and the exterior of Fire Station 4.

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

Planning and
Development
Services and
Department of
Public Works
R $ PDS / PWD 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
R $$ UF PC Public Works Department along with Office of Transportation has started working on the University Avenue and California Avenue streetscape improvement projects to enhance economic vitality of the two streets. The goal of these projects is to reduce congestion, maximize pedestrian and bicycle use, creation of inviting outdoor dining/patio places, installing gateway and wayfinding signages, and develop branding programs, among other things.

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 $$$ OOT O For the University Avenue Streetscape Improvemet Project staff has completed data collection and field surveys, and held focus group meetings, a community workshop, and an online survey to gather community needs and input to develop project
alternatives. Staff is reviewing concept plan line options and will hold additional outreach meetings to gain consensus on a preferred option. For California Ave and Ramona Street, Council will consider the contract for the design consultant in November, 2023. Interim improvements continue, including added seating, mini golf vendor, ground plane public art, and game pieces to bring activity to the street.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / LRP / CP P Work has not commenced.

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 $ PDS / LRP / CP 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 $$ PDS / CP P Work has not commenced.

L4.8.1 Prepare a Coordinated Area Plan for Downtown. Planning and Development
Services
IP $$$ PDS / LRP O Consultant contracts anticpated to be approved by Council in December 2023 with project kick-off early 2024.

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

Public Works,
Office of
Transportation,
PDS
M $$ OOT / PWE O For the University Avenue Streetscape Improvemet Project staff has completed data collection and field surveys, and held focus group meetings, a community workshop, and an online survey to gather community needs and input to develop project
alternatives. Staff is reviewing concept plan line options and will hold additional outreach meetings to gain consensus on a preferred option.

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 $ OOT O Due to other parking program priorities, there are no substantial actions to report at this time.

L4.9.2 Explore adding additional Floor Area Ratio (FAR) for retail at Stanford Shopping Center.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ PDS / LRP O The coordinated area plan work is continuing. The City Council has reviewed the plan and provided directions. ARB and PTC will be completing their second review this year and leading to Council adoption of Plan by early 2024.

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 $$ PDS / LRP / CP 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 $ PDS / LRP / CP O This is an ongoing task.

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 $$ PDS / LRP / CP O The City meets regularly with Stanford University regarding land use on an ongoing basis. Staff continues to explore possibilities of multi family housing in Research Park area. Residential use in the Research Park will no longer require a Conditional Use Permit (CUP), see Program 1.5 in the adopted 2023-2031 Housing Element.

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 $ PDS / CP O The Architectural Review Board (ARB) awards event was conducted in September 2022 due to the pandemic. The next awards will be held in 2025.

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 $$ PDS / CP PC Work on developing bird friendly design guidelines is underway and is expected to be completed by June 2024. For all applicable projects staff provides guidance by following best practices for bird-friendly design.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / CP O Objective Design Standards adopted by Council in June 2022 for Title 18 zoning districts. Work on SOFA standards planned for 2024.L6.7.1 Implement architectural standards to assure they effectively address land use transitions.

Planning and
Development
Services
R $ PDS / CP O This is an ongoing effort. Objective Design Standards has also done much to make the need for transitions more clear.

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 $ PDS / CP O Policy L 7.2 implementation continues. Historic Review Board (HRB) is reviewing recommendations for nominations of
properties to the local inventory and to add the properties found California Register and National Register Eligible during and since the 1998-2000 history survey, following public outreach.

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 $ PDS / CP O Inventory update project began in 2023 with the Historic Reconnaise Survey and is expected to complete with Council's designation of some properties to the inventory.

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 $ PDS / CP P The ordinance needs to be reassessed since it does not protect properties found eligible for National and California Register.

Work has not commenced on this program.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / CP O Staff is looking at incentives for retention and rehabilation when resources are identified.

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

Planning and
Development
Services &
Department of
Public Works
S $ PDS / CP O The Public Works Department and PDS are monitoring the deconstruction ordinance for approved demolitions.

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 $ PDS / CP / BS 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 $ PDS / CP 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 $ PDS / CP P Work has not commenced.

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 $ OOT / PWE 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 $$$ PDS / CP 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 $ PDS / CP P Work has not commenced.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS /UF O Staff continues 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 new Tree Protection Ordinance (Title 8 of PAMC) includes added emphasis on use of native, drought tolerant and climate adapted tree species.

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 $$$ UT O Engineering is reviewing the planned underground districts with the electrification and fiber-to-the premise projects to identify commonality and opportunities to save costs as well as speed the deployment process.

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 $ UT 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 $$$ PWE 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 four of the projects completed, two projects in construction and others in the design process.

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 $ UT / PDS / CP C Utilities and Legal developed and implemented a standardized master license agreement (MLA) for wireless communication facilties. The MLA provides a vehicle allowing for wireless attachments on utility poles and streetlights and conduit occupation in utilities-right-of-way .

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 $ UT / PDS /PWD 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.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ PAO O The Airport went out for a Design consultant in the summer of 2023. It is anticipated that the Design project will start in Fall 2023, but is subject to FAA funding.

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 $$$ PAO O The Airport is currently conducting the Long Range Facility and Sustainability Plan which includes the ALP.

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

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

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 $$ PAO 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 $$ CSD / PWD 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 $ PDS / OOT O No change from 2022.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ CSD P No change, conservation Plans for Pearson Arastradero, Esther Clark, and Foothills Nature Preserves are currently not funded in the Capital Improvement Plan.

N1.1.2 Promote and support ecosystem protection and
environmental education programs in Palo Alto and
neighboring school districts.

Community
Services
Department
S $ CSD O In FY23, the Art Center presented a series of exhibitions, Climate Connections, intended to promote dialogue and action around the topic of climate change. These exhibitions and related programs, including school tours, and community partnerships with Palo Alto environmental organizations Engage On and KatKid Adventures promoted environmental education and action in the community. As part of this initiative, the Art Center worked with Art + Climate Action to conduct a carbon assessment and to develop a climate plan with simple actions to reduce our environmental footprint. Studio programs are striving to resource sustainable supplies from recycled and/or local manufacturers and retailers and we are exploring recycled clay options. 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 FY22, there were 1,525 volunteers for a total of 6,255 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 $ PDS / LRP 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 and
Office of
Transportation
R $$ UF O This is an ongoing program, no updates to report at this time.

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 $ PDS / LRP / CP O This is an ongoing program, no updates to report at this time.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / CP 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 $$ CSD O This is an ongoing task, there are no changes form previous years reporting. Annually plants approx 10,000 native plants to support endangered species the ridgway's rail and the saltmarsh harvest mouse at 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 $ CSD O The Baylands Tide Gate seismeic retrofit and rehabilition project is tentatively schedueld for September 2025 by Valley Water.

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 $$ PDS / LRP / CP 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 $$ CSD O No change from previous year reporting. This is an ongoing task.

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 $ CSD O Began implementing three-sort waste bins at parks and open space. Open Space staff continue to enforce the existing no feeding wild life rules and the dog leash laws. This continues to be an ongoing task.

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 $ CSD O Improved signage to educate visitors on leash laws, litter, and use of E-Bikes in respective areas throughout parks and open spaces.

This continues to be an ongoing task.

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

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O Applied for a Grant with FEMA to remove hazardous fuel (Eucalyptus Trees) from Open Space. This is an on going task.

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 $$$ CSD O No change from previous year reporting. This is an ongoing task.

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 $ PWE / PS 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 $$ PS / UF O This is an ongoing program. In 2023 a review of recent updates to the Tree Protection Ordinance will be completed. These updates improved both protections for mature trees and standards for protected tree care. Initial review of the UFMP is scheduled to begin in 2024.

N2.4.1 Promote landscape design that optimizes soil volume, porosity, structure and health, as well the location, shape and configuration of soil beds.

Planning and
Development
Services and
Department of
Public Works
M $ PDS / CP / UF 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 $$ PS / UF O This is an ongoing program. Summer time watering of newly planted street trees by city staff continues. City staff is also exploring the potential of succession planting in areas with large numbers of trees approaching the end of viable life span.

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

Department of
Public Works
R $$ PS / UF O This is an ongoing program. Annual 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 $ PS / UF 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

Department of
Public Works
M $ PS / UF O This is an ongoing program. Included in the 2022 update to the Tree Protection Ordiance are increased penalties associated with damge to and unathorized removal of protected trees.

Additionally, changes to the administrative penalty schedule related to Title 8 code violations have been proposed and should go before City Council in 2024.

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

N2.10.1 Continue to require replacement of trees, including street trees lost to new development.

Planning and
Development
Services and
Department of
Public Works
R $ PDS / CP /UF 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 and
Department of
Public Works
S $ PDS / CP /UF PC The Tree and Landscape Technical Manual is in the process of being finalized and will be submitted to the City Manager for review and approval in FY24. Expanded protections for mature trees were included in approved 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 and
Department of
Public Works
L $$ PDS / CP /UF C The approved updates to Title 8 of Palo Alto Municipal Code inculded revisions to the appeals process that are now active.

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

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PS / UF 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 $ PS / UF P There are no substantial actions to report at this time. Efforts to provide education regarding landscape, maintenance, and irrigation practices that protect the urban forest and wildlife species is scheduled to begin in FY24 as part of the Tree and Landscape Technical Manual update outreach.

N2.13.3 Involve tree owners in tree maintenance programs. Planning and Development
Services and
Department of
Public Works
R $ PDS / CP / UF O The updated Tree Protection Ordinance includes notification requirements for maintenance of protected trees. As part of this process, tree owners are informed of basic tree care best practices and are provided with links to detailed information.

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 $ PS / UF P There are no substantial actions to report at this time.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / CP P Work has not commenced. A consultant has been identified to commence the task.

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 $$ PDS / CP P A consultant has been identified to commence the task.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / CP / O Lighting near riparian areas is reviewed as a part of the CEQA process. Same consultant as above.

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 $$ ENV 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 $$ ENV PC Target adoption for Stormwater ordinance is in April 2024.

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

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 $ UT /PWD 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.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ UT /PWD O Council accepted the Northwest County Recycled Water Strategic Plan in 2020 that included the characterization of hydrogeologic conditions in the region. In July 2022, the City initiated 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 $ PWD / OES / UT 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 $ ENV O Staff continues to educate residents on this.

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 $ ENV 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 $ ENV 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 $ ENV O Staff finalized the Green Stormwater Infrastructure (GSI) plan and is evaluating the best locations for GSI in the future and how to maintain the features to protect groundwater resources.Page 35 of 74 Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ ENV O This is on hold due to staffing constraints
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 $ ENV O This is an ongoing effort.

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 $$$ ENV PC Stormwater ordinance anticipated to be adopted in April 2024 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 $ ENV 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 $$ ENV PC Stormwater ordinance anticipated to be adopted in April 2024 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 $ ENV PC Stormwater ordinance anticipated to be adopted in April 2024 N4.11.1 Evaluate neighborhoods where parking controls may hinder street sweeping and recommend any changes that
are needed.

Department of
Public Works
M $ ENV /PS P 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 $ ENV 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 $ ENV /PS / UF PC There are no substantial actions to report at this time. The updated Tree and Landscape Technical Manual is expected to be released in 2024.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ ENV 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 $ ENV O The stormwater rebate program is a partnership with Valley Water and we have held x workshops.

N4.13.2 Develop and implement a green stormwater infrastructure plan with the goal to treat and infiltrate stormwater.

Department of
Public Works
S $$$ ENV 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 $$ ENV / PWE 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 $ ENV 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 $$$ ENV / PWE 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 $$ ENV 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 $ ENV PC Stormwater ordinance anticipated to be adopted in April 2024 N4.16.1 Implement approved recommendations based on the Long- Term Facilities Plan prepared for the RWQCP.

Department of
Public Works
IP $$$ ENV O Design complete for the Outfall Project. Construction near complete for the Primary Sedimentation Tank Rehabilitation Project and construction started for the Secondary Treatment process and 12KV loop project.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ ENV O A Sea Level Rise vulnerability assessment is complete and RWQCP raises all electrical equipment due to Sea Level Rise Policy. Staff will continue to develop the Sea Level Rise Adapation plan once staff understands the response from Federal Government on existing levee protection needs.

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 $$ UT 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 $ UT 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 $ UT 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 planning process kicked off in July 2022, and this 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 $ PDS / CP 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 $ PDS / CP O Bay Area Air Quality Management District (BAAQMD) standards are implemented through the CEQA process.

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 $ PDS / CP 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 $ PDS / CP P Work has not commenced.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

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

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 $ PDS / CP 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 $ PDS / CP 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 $ PDS / CP 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 $ ENV / PWE 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 $ PDS / CP O This is an ongoing effort. There are no substantial actions to report at this time.

N6.3.2 Evaluate the feasibility of adopting noise criteria in the purchase of new City vehicles and equipment.

Department of
Public Works
M $ PS 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 $ PDS / CP PC The Council adopted amendments to Noise Ord to enable electrification equipments placement near residential property lines
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 $ PDS / CP PC The Council adopted amendments to Noise Ord to enable electrification equipments placement near residential property lines
Goal N-6: An environment that minimizes the adverse impacts of noise.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / CP PC The Council adopted amendments to Noise Ord to enable electrification equipments placement near residential property lines. Noise Ord adjusted to improve gas leaf blower enforcement program
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 $ PDS / CP 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 $$ PAO O No updates at this time.

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 $ PAO 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OOT O The Quiet Zone Study for Palo Alto Avenue was concluded following a review of the study findings and recommended improvements. The conceptual plan for these imrpvoements were reviewed and by PTC and Rail Committee. On June 19, 2023, the City Council granted their approval for the proposed conceptual plan. Presently, the staff is actively engaged in securing consultant services for the final design phase and to aid in obtaining permits for the proposed improvements.

In parallel, the staff is also in the process of procuring the services of a consultant to conduct a quiet zone study at the other three crossings, namely Churchill Avenue, Meadow Drive, and
Charleston Road crossing.

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 $$$ OOT O This is an ongoing effort. Presently, the staff is actively engaged in securing consultant services for the final design phase and to aid in obtaining permits for the proposed improvements.

In parallel, the staff is also in the process of procuring the services of a consultant to conduct a quiet zone study at the other three crossings, namely Churchill Avenue, Meadow Drive, and
Charleston Road crossing.

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 &
Planning
Department
S $$ OOT C City sent the comments to the Draft and Fianl EIR report during the comment period to the Calfiornia HSR Authority in August 2022. The CA HSR Authority has adopted the FInal EIR for San Jose to San Francisco. The mitigations include installation of quad gates and support for quiet zones establishment throuhg the corridor in Palo Alto.

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 $ UT O Staff continues to implement this ongoing program. In December 2022 staff presented a report to Council reviewing the Renewable Energy Certificates (REC) Exchange program, and Council approved its continuation. The next Council review of the program is set to occur in 2025.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 and
Department of
Public Works
S $ UT O Staff continues to implement this ongoing program. In December 2022 staff presented a report to Council reviewing the Renewable Energy Certificates (REC) Exchange program, and Council approved its continuation. The next Council review of the program is set to occur in 2025.

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
S $ UT O Staff continue to work with customers to evaluate efficiency and building electrification projects and take into consideration upfront equipment costs as well as bill impact and GHG emissions over the life of equipment.

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
R $ PDS / BS O The next update will be in 2024 when we adopt the 2025 California Energy Code and Green Building Standards Code.

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

City of Palo Alto
Utilities
R $ UT O A 3-year contract C23181953A was signed with Eagle Systems International, Inc (dba Synergy Companies) on October 3, 2022 to provide implementation services for energy and water efficiency and electrification programs for the City’s residential, low- income, and multifamily (MF) customers. A 4-year contract C23186588 was signed with CLEAResult Consulting, Inc on December 5, 2022 to provide additional energy and water efficiency and building electrification services to the residential customer sector. Programs for residential customers--Home Efficiency Genie, MF+ and Residential Energy Assistance Program – continue, with home electrification measures added through the new contracts.

For non-residential customers, Utiltiies offers the Business Energy Advisor program to support small to medium businesses with cost effective energy efficiency retrofits and also efficiency and electrification rebates to all nonresidential customers.

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

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ UT 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 $ UT O The Home Efficiency Genie program continues to provide efficiency and electrification consultation to residential customers over the phone at no cost; in-home energy assessment service is also available for only $99. Utitities Department continues to offer workshops throughout the year on topics ranging from EVs, drought-tolerant gardens, to rooftop PV systems, energy storage systems, and home electrification technologies. In October 2022, Utilities hosted a Making Better Choices in Your Home workshop that showcased heat pump water heater and speakers on
efficient electrification. Utilities created a "Green Living Guide" in February 2023 and distributes the booklets at public events including the City's Open House at MSC and local community events.

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

City of Palo Alto
Utilities
M $ UT C LED has been widely accepted as the standard technology to meet lighting standards across the country. The Utilities Department promotes the use of warm white rather than cool white LEDs to avoid blue light phototoxicity concerns.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / BS O On October 2, 2023, staff brought forward to City Council staff report #2306-1669 with proposed amendments to Palo Alto Municipal Code Title 18 (Zoning) Chapters 18.04 (Definitions),

18.10 (Low-Density Residential), 18.12 (R-1 Zones), 18.13 (Multiple Family Residential Zones),18.40 (General Standards and Exceptions), and 18.54 (Parking Facilities Design Standards) to Facilitate Implementation of Green Building Standards, Including Noise Standards and Placement of Obstructions Within Garages and Exterior Setback Encroachments for Electrification Equipment Such as Heat Pumps, Energy Storage Systems and Electric Vehicle Charging Stations, and to Title 9 (Public Peace, Morals and Safety) Chapter 9.10 (Noise) to Facilitate the Installation of Electrification Equipment for Residential Development as Recommended by the Planning and Transportation Commission. Council approved the first recommendation with amendments on October 2, 2023.

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 $ PDS / CP / BS O This effort is ongoing.

N7.6.3 Promote solar energy in individual private projects. City of Palo Alto Utilities, Planning
and Development
Services
R $ UT / PDS / CP / BS O This effort is linked to measure N7.6.1. See update on N7.6.1.

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 $ UT 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ UT O The Business Electrification Technical Assistance Program, launched in August 2022, provides technical assistance to support commercial customers with building electrification projects. As of September 2023, there are 5 completed projects, with 44 additional projects in the program pipeline.

For residential customers, Utilities launched a full-service heat pump water heater program in March 2023 that provides end-to- end service to replace a gas water heater with a heat pump water heater with a City installer. Between March and September 2023, over 80 heat pump water heaters have been installed through the full-service program, plus another 40 heat pump water heaters installed through the rebate program.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 $ ENV 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.

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 $ OS / OES O Office of Sustainability and Office of Emergency Services participated in regional working groups, including Santa Clara County. The updated S/CAP was adopted by Council in June 2023, CEQA evaluation was certified, and a 2023-2025 Work Plan was accepted.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OS / UT / PDS O In November 2022, City Council adopted the 2022 Proposed Green Building and Local Energy Codes which went into effect on January 1, 2023. These Green Building Code Requirements aim to increase water conservation and reduce water loss, lower embodied carbon in new construction projects, reduce fossil fuel use in buildings, and facilitate electric vehicle adoption by community members and visitors to Palo Alto. These goals are consistent with Palo Alto’s sustainability goals, including the goal of reducing greenhouse gas emissions 80 percent below 1990 levels by 2030. These changes include an all-electric requirement for all new buildings, plus a new definition for substantial remodel that would trigger the all-electric requirement for single family addition/alteration projects.

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 $$ OS PC In June 2023, the 2022 Sustainability and Climate Action Plan was adopted, the Comprehensive Plan Environmental Impact Report Addendum: Update to the Sustainability and Climate Action Plan was certified, and Council accepted the 2023-2025 S/CAP Workplan. Staff are working on the 2022 Greenhouse Gas
Inventory, which will be brought to Council in April 2024.

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 $$$ ENV O A sea level rise vulnerability assessment is complete staff work is on hold for the Sea Level Rise Adaptation Plan once staff understands the Federal Government stance on existing levees within Palo Alto.

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 $$$ OS O Finalized the Sea Level Rise Vulnerability Assessment. In 2024, staff will commence drafting the Sea Level Rise Adaptation Plan.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OES 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 $ OES 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 several 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 $$ OES 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.

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 $$ OES O No public safety fairs were planned in this reporting period, yet OES participated in citywide events to promote public safety and preparedness including May Fete Parade, MSC Open House, Airport Day, and Midtown Ice Cream Social.

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 $ OES O OES works with businesses upon request to assist in preparedness planning. The OES website includes preparedness related information for businesses as well.

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

Office of
Emergency
Services
R $ OES C No change, Office of Emergency Services (OES) staff continues to provide public education materials to support a range of public safety programs.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OES / PDS / CP O No change. 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 $ PDS / LRP P Work has not commenced.

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 $$ PD O No change from previous year reporting. Webpage still regularly updated
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 $ PD / OES O OES provides BPC certification courses as part of our ESV program 3 or 4 times a year. We also have an online method to become a BPC. BPC training also includes Neighborhood Watch. We also encourage the use of the Know Your Neighbor grant by our BPCs for annual block parties.

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 $ PD O OES maintains contact with PAUSD, as does the PAPD, in our efforts to promote school safety.

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 $ OES O OES maintains contact with PAUSD, as does the PAPD, in our efforts to promote school safety.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PD P The School Resource Officer (SRO) program has not resumed.

Patrol resources respond to education requests as calls for service allow.

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 $ PD O Staff is working with Santa Clara County Behavioral Health Services (SCCO Behavioral Health) to hire a clinican.

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 $$ PD O The AB 481 report was presented to Council in October 2023.

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 $ PD O The AB 481 report was presented to Council in October 2023.

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 $ PD O Staffing challenges do not allow for regular staffing of Stanford Shopping Center site.

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 $$$ PWE O Construction started in sping 2021 and is expected to be completed in fall 2023.

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 $$ OES 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 $$ OES C The plan was completed in 2019.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ PWE PC The Emergency Operations Plan (EOP) is available on the City’s website.

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

Office of
Emergency
Services
R $$$ OES O The Emergency Operations Plan (EOP) is available on the City’s website.

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 $ OES 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 Emergency Managers Association - among others. OES continues to lead the San Francisquito Creek Multi-Agency Coordination (SFC MAC) group as well as the Silicon Valley Homeland Security Coordination 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 $$ OES O Annually, Office of Emergency Services updates the status of Local Hazard Mitigation Plan (LHMP) projects. The City updated the LHMP in 2023 as part of the Santa Clara County multi- jurisdictional planning process. Once the plan has been approved by FEMA we will bring this to Council for local adoption anticipated in the winter of 2023.

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 $ OES O OES, PAPD, and PAFD implement multi-agency coordination by integrating agencies into response efforts through mutual aid systems. This is done in keeping with the National Incident Management System (NIMS) and the State of California
Standardized Emergency Management System (SEMS). This is done for both internal city departments, as well as for multi- jurisdictional incidents or events.

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 $ FD / PD O RFP responses being reviewed October 2023

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

City of Palo Alto
Utilities
S $$ UT PC This is still a work in progress. Initial discussions with California Independent System Operator (CAISO) have been undertaken.

City will submitted a request to CAISO for consideration of a second electricity transmission corridor for the 2022-23 planning cycle. Finalizing a contract for 3 years of outside consulting support on second transmission corridor.

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 $ UT O Initial modeling for single-family and multi-family residences complete. Results of study presented to (UAC) in December 2022.

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 $$$ UT O Engineering is still reviewing opportunities for combining common parts of the electrification project with the fiber-to-the premise project in order to achieve economies of scale.

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 $$ UT O The City of Palo Alto Utilities Department maintains a robust gas safety program and annually provides gas safety information to residents. Gas safety awareness brochure was mailed to all referenced stakeholders in the fall of 2022 in addition to other outreach throughout the year in a variety of mechanisms and diverse communication channels.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ UT / Department
of Public Works
(ENV)
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. Construction of this project is planned for year 2024. The new Public Safety Building has the capability of accommodating an 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 $ PDS / CP / BS O On August 8, 2023, staff brought forward to Policy and Services Committee a staff report presenting and discussing the 2016 Seismic Risk Assessment Study. P&S received the report and supported staff’s recommendation to proceed with a RFP for services to update the current report, prepare the studies, undertake outreach and other associated work. Staff is currently working on drafting the RFP scope of work.

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 $ PDS / CP O This effort is linked to measure S2.5.1. See update on S2.5.1.

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

Planning and
Development
Services
M $ PDS / CP / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.

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 $ PDS / CP / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / CP 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 $ PDS / CP 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 $ PDS / LRP O This is an ongoing program, no updates to report at this time.

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
S $ PDS / CP / BS 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 $ PWE / PS 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 $ PDS / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.

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 $$$ ENV O All private and public development projects within the Special Flood Hazard Areas are reviewed for compliance with FEMA regulations.Page 53 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ ENV /PWE 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 $$$ ENV /PWE 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 $$$ PWE O Staff received 100% design and cost estimates for Newell Road Bridge in March 2023. Regulatory permits for work in the creek are also required. A revised permit application for Newell Road Bridge was submitted in August 2023. The right-of-way appraisal and acquisition started in January 2023. Staff and consultants are working with the individual property owners to secure permanent and temporary easements by the end of December 2023. Right-of- way and permitting is anticipated to be completed by the end of 2023, with bidding of the project in early 2024 and construction to start in summer 2024.

Staff continues to work with the San Francisquito Creek Joint Powers Board (SFCJPA) member agencies to coordinate other Reach 2 projects with the Newell Road Bridge replacement project. The remaining Reach 2 projects (top of bank, creek- widening, Pope-Chaucer Bridge Replacement) are on hold
pending creek model redesign based on recent winter storm results.

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

Department of
Public Works
S $ PDS / CP / PW O This an ongoing effort, including an additional foot above base flood elevation enforcement for buildings to minimize flood damage.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ PDS / CP / PW P Work has not commenced
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 $ PDS / CP / PW P Work has not 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 $$$ ENV /PWE 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 $ ENV O A horizontal levee enhancement design is complete.

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 $ Fire O RFP responses being reviewed October 2023 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 $$ Fire O This is an ongoing effort.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ Fire O City is exploring options for cameras in the Foothills.

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 $$$ Fire O City is in the process of updating the latest version of the Foothills Fire Management Plan (FFMP).

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

Planning and
Development
Services
Department
R $ PDS / CP O This is an ongoing effort.

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 $ Fire 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 $$ Fire O City is exploring contract with Fire Safe Council.

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 $$ Fire O This is an ongoing effort.

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

Fire Department IP $$$ Fire O New Fire Station 4 project in progress.

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

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

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ Fire 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 $ Fire 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 $ PDS / CP / PWD O This is an ongoing effort.

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 $ Fire 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 $ Fire 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 $ ENV O The City provides input when requested. There are no substantial actions to report currently.

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

Department of
Public Works
R $ ENV 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 $ ENV 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 $ OES P Work has not yet commenced; loss of staff positions impacts this effort. This effort is not staffed. However, no train related hazmat incidents have occurred in this reporting period.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ CSD O No change from previous year reporting. This is an ongoing task.

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 and youth mental health.

S3.8.1 Encourage residential and commercial food waste
reduction through incentives, educational outreach and
programs.

Department of
Public Works
R $ ENV 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 $ ENV 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 $ ENV 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 $ ENV 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 $ ENV 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 $ OS 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 $$ UT O The Utilities Department has an active program in place to identify vulnerabilities and continuously improve cybersecurity.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

S3.12.2 Establish criteria for the installation of high security telecommunications technology in new local government
projects.

City of Palo Alto
Utilities
M $ UT P The Utilities Department will provide an update of the fiber expansion plan to Council in November 2023. The update will include project alignment with the electric grid modernization project to mitigate staffing resource constraint, minimize community disruption, and realize cost savings between fiber expansion and grid modernization.

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 $$ UT /OES P The Utilities Department will provide an update of the fiber expansion plan to Council in November 2023. The update will include project alignment with the electric grid modernization project to mitigate staffing resource constraint, minimize community disruption, and realize cost savings between fiber expansion and grid modernization.

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 $ OOT P Council approved budget to hire Transportation staff to work on S/CAP projects. Recruitment for this position is occuring in Fall of 2023.

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 $ OOT O This is an ongoing effort by city staff and council members appointed to various boards and commissions. In addition, the new Palo Alto Link on-demand transit service pilot provides a first- /last-mile transit link for commuters into Palo Alto. Long-term funding for this service has not been identified.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 Office of
Transportation
S $ OOT PC Council approved budget to hire Transportation staff to work on S/CAP projects. Recruitment for this position is occuring in Fall of 2023.

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 $ OOT O The City Council receives Palo Alto Transportation Management Association Annual Reports. For FY24, Council allocated $25,000 to the TMA for outreach citywide.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ HR PC The City Hybrid policy was revised to include the City Auditior findings. The Executive Leadership Team will be implementing additional revision to support flexibility for the workforce upon request and approval of their department head. The revised remote work policy will be effective in 2024.

T1.2.6 Pursue full participation of Palo Alto employers in the TMA.

Office of
Transportation
R $$ OOT O No change, 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 $$ OS/ UTL 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 $$$ OOT PC The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto.

T1.4.1 Update the Zoning Code to ensure compatibility with the electric vehicle infrastructure requirements.

Planning and
Development
Services
IP $ PDS / CP C The City Council adopted Electrification Equipment Ordinance including Title 18 changes in fall of 2023.

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 $ OS 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 $ OOT PC The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto. While staff seek grant funding to expand service hours, long-term funding of this service has not been identified.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OOT 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 $$$ OOT P No change from previous year's reporting. 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 $$$ OOT P No updates to report at this time. In the long term, a California Ave Transit Center plan is needed to address this program.

T1.12.1 Strongly recommend that VTA maintain existing service and coverage levels in Palo Alto.

Office of
Transportation
IP $ OOT O VTA's 2024 Transit Service Plan provides roughly the same frequency and coverage as 2023.

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 $$ OOT O No change to report.

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 $$ OOT 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 $ OOT O The pilot on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto and offers fare incentives.

While staff seek grants to extend service hours, long-term funding of this service has not been identified. The Transportation Management Association (TMA) continues to subsidize
ridesharing and transit for downtown service workers.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ OOT O The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto. This pilot project provides transit service to most of Palo Alto on weekdays from 8am to 6pm. While staff seek grant funding to expand service hours, long-term funding of this service has not been identified.

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 $$ OOT 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’s
Office
M $ CMO/PWE O New staff leading economic development functions for the City has engaged a contractor to develop an economic strategy and part of this work will include marketing approaches that contribute to the City's economic vibrancy. In addition, the City Council will be reviewing staff recommendations related to the parklet program and open streets in Fall 2023. Through the budget adoptions, new CSD events staff was added to assist with furthering this goal.

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 $ OOT 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 $ OOT O Coordination with City staff and various event sponsors is ongoing.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PWE 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 $$$ PWE 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 $$$ PWE 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 $ OOT P Work has not commenced. Council approved budget to hire Transportation staff to work on Bicycle and Pedestrian
Transportation Plan projects. Recruitment for this position is occuring in Fall of 2023.

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 $$$ PS / PWE / OOT 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 $$ OOT O This program is ongoing. There are no updates to report at this time.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OOT O No updates to report at this time.

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 $ OOT O Staff had been pursuing several grant applications at Regional, State and Federal Level. Staff was succuessful in obtaiing the FRA grant in the amount of $6.0 from Rail Crossing Elimination Program to perfrom Prelminary Engineering & Environmental Work at the threee crossings of Churchill, Meadow and
Charleston Crossings. In addition, Churchill Avenue Project was selected for funding of final design phase throgh Transit and Intercity Rail Captial Program in the amount of $23.79M T2.1.1 Implement computerized traffic management systems to improve traffic flow when feasible.

Office of
Transportation
IP $$ OOT O System server upgrade effort began in 2023 and is ongoing.

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

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 $ OOT 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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ OOT 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 $ OOT 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 current 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 $$ PWE / OOT O No updates to report at this time.

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 $ Fire / PD O Input given when requested from the City. There are no substantial actions to report currently.

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 $ OOT O No change to report at this time.

T3.10.2 Implement and monitor Development Agreement traffic mitigations at Stanford Medical Center.

Office of
Transportation
IP $ PDS O This program is ongoing led by the Planning & Development Services Department with Office of Transportation support as needed.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$$ OOT P Work has not commenced. 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 $$ OOT 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 $$$ OOT O Staff has been pursing additional studies tasked by the City Council and working with Rail Committee in finalizing these studies. In early 2023, after seeking input from various stakeholders like PAUSD, Stanford, PABAC the refinements to the underpass alternatives were completed. Staff is currently working on finalizing the preliminary geotechnical study. Staff worked with Rail Committee for the review of the Council Adopted evaluation criteria which was approved by City Council on June 5, 2023. Staff is now working with Rail Committee to identify additional studies needed to support the review of the
alternatives for selection of preferred alternative. Additionally, a Service Agreement with Caltrain has also been executed for early coordination and to perform the technical review.

T3.15.2 Conduct a study to evaluate the implications of grade separation on bicycle and pedestrian circulation.

Office of
Transportation
S $$ OOT O Staff has been pursing additional studies tasked by the City Council and working with Rail Committee in finalizing these studies. In early 2023, after seeking input from various stakeholders like PAUSD, Stanford, PABAC the refinements to the underpass alternatives were completed.. Staff is now working with Rail Committee to identify additional analysis needed to support the review of the alternatives for selection of preferred alternative

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

Office of
Transportation
S $$ OOT O A Noise Study was conducted that identified improvements at Palo Alto Avenue Crossing. The conceptual plan for the proposed improvements were approved by the City Council on June 19, 2023. Staff is now pursing procurement of the consultant services to finalize the design and assist in other permitting requirements.

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 $$ OOT O The fencing project was previously completed. Quad Gates are required as part of High Speed rail called in its Environmental Impact Report. Staff is pursuing additional funding for safety improvements along railroad corridor in Palo Alto
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 $$ OOT O Ongoing Program and staff evaluates request on first come first basis. For Crescent Park neighborhood, the PTC has approved to proceed with design of Final Improvements. Staff will be seeking approval from City Council in Oct 2023 and then proceed to design the permanent traffic calming improvements.

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 $$$ PWE 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 $ PDS / LRP / CP / O O Additional recommendations will be presented along with the development of a commercial pilot process. Parking lifts are allowed for office, R&D and multifamily projects.

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 $ PDS / LRP / CP PC As noted last year, AB2097 eliminates parking requirements for most developments within 1/2 mile radius of train stations directly impacting both the University Avenue and California Avenue core commerial uses. Retail Study includes evaluation of parking supply and demand.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ PDS / LRP / CP /OOP Work has not commenced. Retail study includes analysis and outreach about parking.

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 $ PDS / LRP / CP /OOP Work has not commenced. Retail study includes analysis about parking.

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 $ PDS / LRP / CP PC Reduction in parking requirements has been included under Housing Incentives Chapter (Title 18.14) of Municipal Code for GM / ROLM and El Camino Real Focus Area to address Housing Element programs 1.1A and 1.1B. Adjustments were made to parking requirements for El Camino Focus Area as per AB2097 (1 space/unit within ½ mile of Caltrain station) and for GM and ROLM Focus Areas (1 space per studio/ 1-bed, 1.5 spaces per 2- bed+).

Staff will continue exploration of parking reductions for multi family residential use in other zoning districts.

T5.2.1 Use technology to help identify parking availability and make it easy to pay any parking fees.

Office of
Transportation
S $$$ OOT O Staff and a consultant will present in 2023 options improved permit and fee payment options.

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 $$ OOT O Staff will present in Fall 2023 options for a pilot curb management pricing strategy in select Downtown parking facilities, on-street and in select city-owned parking lots.

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 $$$ OOT O Staff will present in Fall 2023 options for a pilot curb management pricing strategy in select Downtown parking facilities, on-street and in select city-owned parking lots.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OOT P Work has not commenced.

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 $$ ENV / PWE O Staff received a grant for stormwater management and are shifting focus on a park improvement to treat stormwater through a green stormwater infrastructure feature.

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 $ ENV / PWE 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 $ ENV / PS 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 $$ OOT O This is an ongoing program. There are no substantial actions 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 $ OOT 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 $$ OOT 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 $$ OOT O This is an ongoing program via 311 requests for parking in the public Right-of-Ways.

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

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $$ OOT O Bicycle network planning has commenced with the current update of the Bicycle and Pedestrian Transportation Plan. In addition, a roadway safety plan, Safer Palo Alto, funded by a federal grant and currently under development, will identify systemic transportation network changes to improve safety for all road users.

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 $$ OOT O This is an ongoing program. A Palo Alto bike route map is posted on the City website. School Walk and Roll Maps and the Walk and Roll to Libraries Map are updated as needed.

T6.1.3 Address pedestrian safety along Alma Street between Embarcadero Road and Lytton Street.

Office of
Transportation
S $$ OOT 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 $ OOT 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 $$ OOT 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 $ OOT 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 $ OOT O The Traffic Control Plan Guidelines were updated in 2016 and are regularly reviewed.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

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

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 $$ OOT PC The City has begun the development of a new Safe Streets for All (SS4A) Safety Action Plan in August of 2023.

This is funded by a federal grant, the plan will identify systemic transportation network changes to improve safety for all road users.

Similarly, the University Avenue streetscape improvement project led by Public Works Department plans to reduce congestion and improve street safety.

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

Office of
Transportation
L $$$ OOT 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 $$$ OOT O This is an ongoing program. New high visibility crossing imrpvoments (RRFB) was installed at Alma Street and Everett Avenue. In addition, several RRFB's were updgraded and replaced with new equipment. Staff is also planning to add RRFB at University Avenue and Crescent Avenue.

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 $$ OOT P Work has not commenced. A rolled curb parking flyer is available on the City website.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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

Office of
Transportation
R $ OOT 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 $$ OOT PC The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto and offers fare discounts for the disabled, seniors, youth, low-income, and wheelchair users. This pilot project provides transit service to most of Palo Alto on weekdays from 8am to 6pm. While staff seek additional grant funding to expand service hours, long-term funding of this service has not been identified.

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 $$$ OOT O The on-demand transit service vendor is currently operating electric and hybrid vehicles in Palo Alto and offers fare discounts for the disabled, seniors, youth, low-income, and wheelchair users. This pilot project provides transit service to most of Palo Alto on weekdays from 8am to 6pm. While staff seek additional grant funding to expand service hours, long-term funding of this service has not been identified.

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 $ OOT P This program is unlikely to be pursued with VTA's 2024 New Service Plan as post-pandemic transit funding is limited.

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 $ OOT O The Dumbarton Forward Project is in construction by AC Transit.

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 $ OOT O With grant funding, VTA is leading work effort to identify and analyze project alternatives. Public engagement is forthcoming.

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.

Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
​Complete-​ Program implemented, tasks complete no follow-up needed, ​Ongoing Program activities on- going as standard business practice, ​Partially Complete- Program implementation tasks in-progress, Pending- Program implementation not started.

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 $ OOT 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 grade crossings.

Office of
Transportation
IP $$$ OOT O This will be addressed in the ongoing Bicycle and Pedestrian Transportation Plan Update that is expected to conclude in 2025.

Source: City of Palo Alto, Planning and Development Services, December 2023