Palo Alto City Council
February 9, 2026

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1 Attachment B: City Council Suggestions for Handbook Changes Suggestions received as of December 1, 2025
Staff received responses from 3 Councilmembers regarding the Procedures and Protocols Handbook Annual Review. The responses are listed below.

Lythcott-Haims: no specific suggestions
Lauing: I think P&S should give consideration to slightly expanding the wording of Section 1.1 re: the election of Mayor and Vice Mayor. The few words used now in this section are correct, and the referral to the City Charter’s Article III Section 8 is good. For guidance to Councilmembers, consider language included such as:
“A Mayor can serve multiple terms, including consecutive terms.” This would underscore the point to Council so they do not misunderstand our current practice of having the Mayor serve for one year and never consecutively. That is our tradition, but it is not policy.

Burt:
 Study Sessions.
o Allow for Study Sessions be agendized as Action Items to allow for the possibility of clearer CC direction than is provided by comments.
 Boards and Commissions.
o Provide Boards with training for making motions.
o Early 2026 CC review of whether to perform CC with verbatim transcriptions of PTC and UAC Board minutes now that AI transcriptions are higher quality and lower cost.
o Clarify whether citizenship is a requirement for Board or Commission.  CC member comments.
o Limit the amount of time per CC member.
o Provide guidance that comments should be limited to city government related matters.
o Avoid personal or political comments.
 Consent Calendar.
o Allow the CC be allowed to speak for one minute on why they recommend pulling an item.
o Limit CC member time to speaking on no votes to 3 minutes? Item 12
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Ideas, 2025

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1 CC meeting schedule.
oClarify that no new items to be scheduled to start after 10. oNo taking up items after 10PM without CC approval.
Referrals to standing committees.
oSpending- and finance-related items should go foremost to Finance Committee.

If there is a separate policy issue then it may also go through P&S. Clarification on the role of CC liaisons to Boards.
oCC should avoid providing personal opinions on policy issues City event sponsoring policy.
oAllow for cultural events, but not religious.
oClarify Mayor’s ability to sponsor events
Staff role supporting CC representatives on regional bodies. oStaff should provide briefings, respond to CC questions, collaborate with CC members.
CC committees.
oClarify the role of the staff liaison to the committees to develop agendas in collaboration with chairs.
Clarify Process for creating Blue Ribbon Task Forces, including appointment process. (CC = City Council)
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City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: Planning and Development Services
Meeting Date: February 9, 2026
Report #:2512-5781
TITLE
Rental Residential Vacancy Rate Determination for Properties Containing Three or More Dwelling Units for the Second Half of 2025. CEQA: Not a Project, Pursuant to CEQA Guidelines Section 15378(b).

RECOMMENDATION
This is an informational report and City Council action is not required.

EXECUTIVE SUMMARY
This report transmits the reporting of the vacancy rates of properties containing three or more residential rental units for the second half of 2025. The vacancy rate was below the 3% threshold at 0.85% for the first half of calendar year 2025 and 1.01% for the second half of 2025; therefore, applications to convert residential rental to ownership units via a subdivision process are not eligible for consideration.

BACKGROUND
Planning staff prepares the Residential Vacancy Rate Determination Report twice a year to meet the requirements of Palo Alto Municipal Code (PAMC) Section 21.40.040, Determination of Vacancy Rate and Surplus. Section 21.40.0401 states the following:

In April and November of each year, the director of planning and community environment shall determine from the city utility meter records the vacancy rate and the vacancy surplus, if any, within the city limits. New market-priced rental units available to the general public, for which a certificate of use and occupancy has been issued since the last vacancy survey, shall be added on a unit-for-unit basis either to reduce the vacancy deficiency or to increase the vacancy surplus.

All conversions involving a change in the type of ownership of three or more rental units are subject to the provisions of this chapter. PAMC Section 21.40.020 includes a definition of 1 Municipal Code Chapter 21.40: https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0-83254 Item A
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“Vacancy Surplus” as the number of rental units being offered for rent or lease more than the 3% vacancy rate. Per PAMC Section 21.40.050, the City cannot accept tentative or preliminary parcel map applications for subdivisions created from conversions unless there is a vacancy surplus of 3% or more as of the most recent determination.

The purpose of the regulations pursuant to PAMC Chapter 21.40 is to seek a reasonable balance of rental and ownership housing in the City in a variety of individual choices of tenure, type, price, and location of housing. The provisions are also intended to protect the supply of multi-family rental housing stock in the City for low- and moderate-income families, and to reduce and avoid displacement of tenants, particularly seniors and families.

ANALYSIS
The multi-family rental vacancy rate was 0.85% for the first half and 1.01% for the second half of 2025, representing the lowest vacancy rate in the past decade. The average vacancy rate in 2025 is 0.93%, which is lower than the average vacancy rate in 2024 of 1.22%. According to CoStar, the multi-family residential vacancy rate in Palo Alto declined between November 2024 and November 2025, which is consistent with the City's residential rental vacancy rate analysis.

Staff prepared this analysis per PAMC Section 21.40.040 using the City of Palo Alto’s utility meter records. These records reveal the total number of “active” multi-family apartments and allow staff to determine the percentage of “vacant” multi-family apartments. Utility accounts associated with three or more rental units were identified. The results, along with those for the last 10 years, can be found in Table 1.

Table 1. Ten Years of Estimated Housing Units, Vacant Utility Accounts, and Vacancy Rate Year Estimated Housing
Units3
Utility Accounts
Deemed Vacant
Estimated Vacancy
Rate (Average)4
2015 7,901 92 1.22%
2016 7,912 118 1.45%
2017 7,928 131 1.58%
2018 7,928 132 1.52%
2019 7,931 141 1.83%
2020 8,057 226 2.80%
2021 8,057 55 1.13%
2022 8,057 56 1.16%
2023 8,057 68 1.32%
3 The U.S. Census Bureau Decennial Census 2010 data is used as a baseline for the total rental stock data in Palo Alto and changes (addition or demolition) to the total rental dwelling unit stock are tracked by staff biannually using the City of Palo Alto’s land use management system (Accela) to generate the vacancy rate. Staff expected to update the baseline with the release of the 2020 Decennial Census; however, the U.S. Census Bureau decided to discontinue the rental data point and staff will continue to use the original methodology. 4 This percentage is the number of utility accounts deemed “vacant” divided by the utility accounts sample size.

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Year Estimated Housing
Units4
Utility Accounts
Deemed Vacant
Estimated Vacancy
Rate (Average)5
2024 8,057 61 1.22%
2025 (1st half) 8,057 42 0.85%
2025 (2nd half) 8,057 50 1.01%
Staff acknowledge there may be gaps and inconsistencies in this data methodology. Multi- family properties could have different types of utility accounts and for various reasons, not all accounts could be identified. Examples of data limitations include but are not limited to, addresses between databases may not match utility account addresses, there is not a one-to- one relationship between estimated three or more rental housing units and three or more rental unit utility accounts, instances where a property has one utility meter or all meters are billed to the property manager/owner, and some units with legacy “inactive” accounts may be vacant or no longer available to rent altogether. Accordingly, the data included in this analysis represents staff’s best effort to address these discrepancies.

With the implementation of the new Rental Registry Program (RRP) in October 2024, staff identified and included additional “three or more” rental properties in the 2025 report compared to the 2024 report. Staff analyzed the rental vacancy rate both with and without the inclusion of the newly added RRP rental units. The analysis showed a consistent reduction in the vacancy rate under both scenarios. Staff will continue to update and expand the list of qualifying properties in the 2026 reporting period, as the RRP continues to identify additional properties that meet the "three or more" rental unit threshold.

FISCAL/RESOURCE IMPACT
Planning staff prepares this report biannually and there are no additional resource impacts beyond the time it takes to prepare this report.

STAKEHOLDER ENGAGEMENT
This is an informational report for the City Council and does not require any external stakeholder engagement.

Planning and Development Services staff continues to coordinate with colleagues in the Utilities department to refine the analysis.

ENVIRONMENTAL REVIEW
4 The U.S. Census Bureau Decennial Census 2010 data is used as a baseline for the total rental stock data in Palo Alto and changes (addition or demolition) to the total rental dwelling unit stock are tracked by staff biannually using the City of Palo Alto’s land use management system (Accela) to generate the vacancy rate. Staff expected to update the baseline with the release of the 2020 Decennial Census; however, the U.S. Census Bureau decided to discontinue the rental data point and staff will continue to use the original methodology. 5 This percentage is the number of utility accounts deemed “vacant” divided by the utility accounts sample size.

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This project is exempt from environmental review under Section 15061 of the California Environmental Quality Act Guidelines.

ATTACHMENTS: None.

APPROVED BY: Jonathan Lait, Planning and Development Services Director Item A
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City Council
Staff Report
From: City Manager
Report Type: ACTION ITEMS
Lead Department: Community Services
Meeting Date: February 9, 2026
Report #:2512-5774
TITLE
Cubberley Project: Receive Update on Third Round Polling Results, Approve a Letter of Intent with TheatreWorks Silicon Valley, and Direct Staff on Next Steps

RECOMMENDATION
Staff recommends the City Council:

1. Review and discuss results of the third community poll (Attachment B);

2. Approve a Letter of Intent (LOI) with TheatreWorks Silicon Valley for collaboration on a long-term public-private partnership for theatre space at the Cubberley site (Attachment C); and

3. Provide any further direction to the Ad Hoc Committee or staff regarding next steps.

EXECUTIVE SUMMARY
The City of Palo Alto (City) is advancing a plan to redevelop a 15-acre portion of the Cubberley campus, including seven acres proposed to be purchased from the Palo Alto Unified School District (PAUSD) for $65.5M. The purchase and improvements are dependent on the City identifying funding, such as a successful ballot measure for a parcel or sales tax, development impact fees, and private/public partnerships. A master concept plan for the 15-acre site was developed following a robust community engagement effort. The master concept plan will be advanced for City Council adoption and associated California Environmental Quality Act (CEQA) clearance in April 2026.

In anticipation of Council consideration of placement of a November 2026 ballot measure to fund the purchase of the seven acres and advance the project or a portion of the project, staff engaged with a polling expert and ballot strategist to conduct community polls to gauge voter support for a bond or tax measure to fund the project. Three of four planned polls have been completed, and results indicate support levels for both the parcel tax and sales tax funding mechanisms at 48%; an improvement from the last poll but short of the levels required for Item 11
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approval. A parcel tax requires a two-thirds super majority, while a general-purpose sales tax requires a simple majority (50% + 1) of voter support.

City staff and the Cubberley Ad Hoc committee are coordinating with community partners to advance elements of the Cubberley project using a public private partnership model. A proposed partnership with TheatreWorks would create a two-theater complex by renovating the existing Community Theatre and Pavilion and adding new construction. The existing Cubberley Theatre would be upgraded for continued use by local community groups, including new restrooms, an expanded lobby, and improved accessibility, while the Pavilion would be renovated as a home for TheatreWorks. Staff recommends Council approve a Letter of Intent (Attachment C) with TheatreWorks to formalize a joint commitment and enable advancement of this project component.

Additionally, the Friends of the Recreation and Wellness Center and City staff continue to develop terms for an agreement to advance a recreation and wellness center that will provide new multi-court gymnasium space on the Cubberley campus.

BACKGROUND
The City is advancing a plan to redevelop a 15-acre portion of Cubberley, building on previous community engagement and re-engaging residents to reimagine and prioritize community uses of the campus. The City of Palo Alto (City) and the Palo Alto Unified School District (District) have an agreement that would enable the City to purchase seven acres, upon passage of a voter approved tax or bond measure, to support a reimagined community center and fund school improvements. The City currently owns eight acres at Cubberley; acquiring an additional seven acres would create an opportunity to update the ageing facility for the benefit of the community.

There has been extensive foundational work completed to support the advancement of the Cubberley Project, including several actions by the City Council. Attachment A shares a summary of actions to date and the history of the Cubberley site.

ANALYSIS
Results of the Third Community Poll
The City engaged with Fairbank, Maslin, Metz & Associates (FM3) to develop and conduct polling on public opinion in advance of potentially placing a measure on the November 2026 ballot. The City’s workplan includes four rounds of polling: the first released in April 2025, the second released in November 2025, the third released in January 2026, and the final poll to be released in spring 2026.

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On December 15, 20251, staff and the City Council discussed launching the third poll in January 2026. The Cubberley Ad Hoc Committee reviewed the poll outline on December 18, 2025. The poll ran from January 5 through 12, with a total of 416 residents interviewed via phone and online. Poll results are attached to this report (Attachment B) and summarized below:
Just over one-third see at least “some need” for additional funds for updated facilities, dropping from 55% in November 2025 and 58% from April/May 2025. Support of a parcel tax and a sales tax from interviewed residents improved from the last poll:
oParcel tax: received 48% support (from 39% in the second poll); below the required two-thirds requirement to pass on the ballot. Segmenting these results, those interviewed were:
Consistently yes: 39%
Consistently no: 37%
Undecided: 24%
oSales tax: received 48% support (from 37% in the second poll); below the 50% + 1 requirement to pass on the ballot. Segmenting these results, those interviewed were:
Consistently yes: 39%
Consistently no: 35%
Undecided: 26%
Voters’ top priorities:
oGeneral-purpose tax: maintaining storm drains, fixing potholes, maintaining streets, and maintaining the City’s financial stability. oCubberley: preserving trees and outdoor space, upgrading outdated and deteriorating electrical and plumbing, upgrading buildings to meet current standards, and providing safe spaces for children and teens after school and in the summer.

Results of this poll were reviewed by the Cubberley Ad Hoc on January 27th. Emergence of partnership opportunities, discussed in the next section of this report, has expanded possible funding streams for the Cubberley project, and these partnership opportunities are part of the funding model. To ensure the highest probability of success and offer the best path forward, the Ad Hoc and staff continue evaluating options for funding and financing strategies.

The fourth poll is scheduled to launch in Spring 2026. It is planned to inform whether support from partnership opportunities and other revenue source(s) such as development impact fees, grants, and philanthropy will increase voter support for both funding mechanisms. With several regional measures appearing on the upcoming ballot, the next poll plans to assess voter 1 City Council, December 15, 2025; Agenda Item #3; SR# 2503-4355, https://portal.laserfiche.com/Portal/DocView.aspx?id=246305&repo=r-704298fc Item 11
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support for a City tax measure among the various regional measures. In addition, the City is a regional shopping destination wherein a portion of sales tax is paid by non-residents; forthcoming analysis of this non-resident versus resident paid sales tax will be presented to the Ad Hoc and Council for review.

Partnership Opportunities
Public Private Partnerships provide an opportunity to advance elements of the Cubberley project through a combination of City and private investment while offering valuable programs and services to the community. Several community nonprofit organizations have expressed interest and both staff and members of the Ad Hoc are engaging in conversations with potential partners, including TheatreWorks Silicon Valley and the Friends of the Recreation Wellness Center.

TheatreWorks Silicon Valley
TheatreWorks began as a Palo Alto program 55 years ago, and now, as a nationally recognized professional nonprofit theatre company, produces mainstage productions at two locations, the Lucie Stern Community Center in Palo Alto and the Mountain View Center for the Performing Arts. Through a partnership with TheatreWorks, a 2-theater complex would be created, through renovation of the existing Community Theatre and Pavilion and new construction. The existing Cubberley Theatre would be upgraded for continued use by local community groups, and would include adding restrooms, an expanded lobby, and upgraded accessibility and technology, while creating a second theatre in what is now the Pavilion as a future home for TheatreWorks. A joint Press Release was issued on January 28 announcing the partnership3.

To establish a framework for future actions, the Letter of Intent (Attachment C) outlines mutually cooperative strategies to guide ongoing discussions on the key terms and conditions of future agreements. Following approval of the Letter of Intent, the two parties will establish terms for a future agreement that will include cost sharing fundraising goals, timelines, management structures, and other terms.

Friends of the Recreation Wellness Center (Friends)
The Friends formally organized as a 501(c)3 nonprofit in December 2022 for the purpose of fundraising and building a multi-use gymnasium or recreation wellness center in Palo Alto. A Letter of Intent with the Friends was approved by the City Council on December 2, 20244 to demonstrate the City’s commitment to provide the land for a recreation wellness center and the Friends’ commitment to raise donor funds for construction. The Friends and City staff 3 Press Release, January 28, 2006; https://www.paloalto.gov/News-Articles/Community-Services/Palo-Alto-and- TheatreWorks-Silicon-Valley-Partner-on-Home-at-Cubberley 4 City Council, December 2, 2024, Agenda Item #18; SR# 2410-3634, https://portal.laserfiche.com/Portal/DocView.aspx?id=112713&repo=r-704298fc&searchid=3427593c-3b18-424c- bf15-a4d2ead10a05
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continue to discuss the key terms that will form a future agreement for continued collaboration.

FISCAL/RESOURCE IMPACT
As discussed in this report, to fund critical community improvements at the Cubberley Campus, staff are evaluating a potential tax measure, together with funding from partnership opportunities, use of development impact fees, and philanthropy. Purchase of land from PAUSD totals $65.5 million. While cost estimates for the master concept plan for the project exceed $300 million, implementation can advance in phases with initial investments focusing on immediate repairs and partnerships.

Project resources, including planning, administrative costs, and special studies remain within FY 2026 adopted budget appropriations.

The total project budget, funded from transfers from the Real Property Reserve, is $1.7 million across FY25 and FY26. To date, spending includes contract commitments for the master plan update with Concordia ($697k), CEQA environmental review with Rincon ($202k), and ballot-readiness polling with FM3 ($153k) and Lew Edwards Group strategy support ($108k).

Remaining FY 2026 allocations cover legal counsel, general expenses, outreach materials, and other contractual services needed to complete site review, financial advising, and community engagement.

STAKEHOLDER ENGAGEMENT
Community outreach and stakeholder engagement efforts for the project have been extensive and remain a central component of the overall process. Following the second and third community meetings, recordings of the presentations were uploaded to the project website to ensure broader access. Community members who could not attend in person were invited to share their input through an online public comment card, providing additional opportunities for feedback to the broader community.

Additionally, staff, in coordination with the City Council Cubberley Ad Hoc Committee, developed a Strategic Activation Plan to guide near-term enhancements and activations at the Cubberley site. This plan builds upon the many events and activities already taking place daily at the Cubberley campus, including City-run programs, tenant-led offerings, rentals, special events, artist studio workshops and open studios. It is intended to complement and enhance the existing vibrancy of the site. The plan was inclusive of key stakeholders, and the document outlines a range of potential ideas to build community excitement and momentum for the project including a mix of short-term physical enhancements, community events, and temporary art installations and performances that will be facilitated through the City’s Public Art 2026 ArtLift Community Grant program. Activations that have been completed include a 10- foot community canvas banner that was presented and signed by the community at the third Item 11
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community meeting and hung on the Cubberley campus, a three-part Family Movie Night series at Cubberley Theatre that averaged 100 participants per night and brought new families to campus, new banners featuring real-life participants, Cubberley Artist Studio Program Open Houses and Workshops, and the launching of the 2026 ArtLift Community Grants. The new campus directory signs and tenant door painting initiative are nearing completion.

Engagement with community partners has been ongoing and is intended to understand which community organizations may have an interest in contributing financially to development of the site while bringing exciting community programs and events to Cubberley.

In addition to community meetings and updates to the City Council, Project updates and ways to stay involved and informed are shared through:
Project website (www.paloalto.gov/improvecubberley),
Online comment card asking for priorities and open fields to share vision and service needs,
City updates via medium.com blog space,
Project updates sent via email newsletter to the project distribution list and project updates shared through City channels including Nextdoor and digital newsletters, and videos,
Utility bill inserts,
Resident mailers, and
Tabling at key City events.

ENVIRONMENTAL REVIEW
California Environmental Quality Act (CEQA) review is underway for the Cubberley Master Concept Plan Project and will be brought to the City Council at a future date.

ATTACHMENTS
Attachment A: Background on Cubberley Project
Attachment B: Cubberley Poll #3 Results
Attachment C: Letter of Intent with TheatreWorks
APPROVED BY:

Kristen O'Kane, Community Services Director
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Attachment A
The Cubberley Site
The 35-acre Cubberley site, located at 4000 Middlefield Road in Palo Alto, operated as Cubberley High School from 1956 to 1979. Beginning in the late 1980’s, the City began leasing portions of the facilities from the Palo Alto Unified School District (PAUSD) at the site. Today, the City operates the areas of Cubberley it controls as a community center, using some of the space for classes and activities in arts, culture, athletics, and sub-leasing additional space at City-subsidized rates to various non-profit and community serving groups. The current lease agreement expires December 31, 2029.1 Today, the City owns eight acres of the 35-acre site. PAUSD owns the remaining 27 acres, most of which are leased to the City. There are currently 23 tenants and 24 artists leasing space at Cubberley from the City and dozens of groups renting the theater, pavilion, classrooms, and athletic fields from the City. Combined, these groups provide the community with programs that support health and wellness, childcare, education, and visual and performing arts. PAUSD uses its retained space for educational purposes and staff offices and has leases with some third-party tenants.

The parking lot in the southeast corner of the property houses portable trailers as a temporary site for Hoover Elementary School during construction at the school’s site. A current site map can be found on the City’s website.2
Several master planning efforts have been completed over the years to reimagine and improve the Cubberley site, with the most recent being completed in 2019.3 Memorandum of Understanding with PAUSD
In October 2024,4 both the City Council and Palo Alto Unified School District (PAUSD or District) Board of Education approved a Memorandum of Understanding (MOU) related to the future of the Cubberley site. The MOU outlines key terms and conditions for the purchase and future planning of Cubberley. The land purchase, which would transfer ownership of seven acres from PAUSD to the City, is contingent on voter approval of a bond measure in November 2026. This condensed timeframe requires development of a master plan for the site by March 2026, conduct stakeholder and community engagement and outreach, polling, financial analysis, CEQA analysis, and other critical tasks. The addition of the seven acres, plus the eight acres already owned by the City of 1 City Council, December 2, 2024: https://portal.laserfiche.com/Portal/DocView.aspx?id=112707&repo=r- 704298fc&searchid=c3e3ed6f-6cda-4dd3-ba35-5d8d4be5579e
2 https://www.cityofpaloalto.org/files/assets/public/v/1/city-manager/communications-office/cubberley- community-center_mappdf.pdf
3 Cubberley Concept Plan 2019: https://www.pausd.org/about-us/committees-task-forces/archived- committees/cubberley-master-plan
4 City Council, October 7, 2024; Agenda Item AA1; SR #2409-3500, https://portal.laserfiche.com/Portal/DocView.aspx?id=98415&repo=r-704298fc&searchid=e199f724-22ab- 472b8ad8-ca162c4dcf8a
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Attachment A
Palo Alto provides an opportunity to develop a new community center and other improvements on a combined 15 acres at the Cubberley site to provide a range of City programs, including health, wellness, and recreational opportunities for residents.

Master Plan Update and Pursuit of a Local Ballot Measure To advance the master planning effort the City Council took several actions on December 2, 20249 related to the future of the Cubberley site. These actions included approval of a contract with Concordia, LLC, and associated budget actions for development of a revised Master Plan for the Cubberley Community Center site, building on the previous master plan completed in 2019 by Concordia and guided by significant community input. Additionally, the Council approved a Letter of Intent with the Friends of the Palo Alto Recreation Wellness Center for the purpose of fundraising for a recreation wellness center (gymnasium) at the Cubberley site, and a workplan for pursuit of a November 2026 local ballot measure to fund the purchase of land and development of a new community center at the Cubberley site.

Subsequent Council actions included approving a five-year lease with PAUSD10 to continue the current use of the property, including playing fields, approval of a professional services agreement with Rincon for CEQA analysis,11 and approval of professional service agreements with Lew Edwards Group and Fairbank, Maslin, Metz & Associates12 for ballot measure strategy advisement and community polling.

Cubberley Ad Hoc Committee
The Council established the Cubberley Ad Hoc Committee (as a non-Brown Act body) to review and advise staff on efforts related to polling and development of a ballot measure that will successfully receive voter support in 2026. Efforts include polling, financial and revenue modeling for the community center, master planning, and community outreach to complete the Master Plan and place a measure on the November 2026 ballot.

The City Council will serve as the governing body for policy direction at key decision points. This includes direction to conduct polling, review of concept designs, direction on 9 City Council, December 2, 2024; Agenda Item 18, SR #2410-3634, https://portal.laserfiche.com/Portal/DocView.aspx?id=112713&repo=r-704298fc 10 City Council, December 2, 2024; Agenda Item 12; SR #2410-3651, https://portal.laserfiche.com/Portal/DocView.aspx?id=112707&repo=r-704298fc 11 City Council, December 16, 2024; Agenda Item 12; SR #2411-3813, https://portal.laserfiche.com/Portal/DocView.aspx?id=117742&repo=r-704298fc&searchid=96e9506b- f1bd-485e-a4cb-fc804b5893d1
12 City Council, February 24, 2025; Agenda Item 4; SR #2501-4039, https://portal.laserfiche.com/Portal/DocView.aspx?id=143364&repo=r-704298fc&searchid=fef509a6- 4d34-4060-bc7a-6ab87db7a0ae
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Attachment A
operating and financial models, and decisions on what should be placed on the November 2026 ballot.

April 21, 2025 City Council Meeting
At the April 21, 2025 City Council meeting,17 staff presented outcomes from the first community meeting held on March 19, an update on the Cubberley Master Plan Project workplan and sought Council authorization to initiate the first community poll.

First Cubberley Master Plan Community Meeting
The first community meeting for the Cubberley Master Plan Project was held on March 19, 2025, and was attended by over 120 community members and stakeholders.

Participants completed two activities in table groups of up to eight people with guided facilitation, focusing on the vision for the community center, programming, and place making. The first meeting goals included a review of the Vision from the City Council session and then using a list from the previous community engagement process, participants were asked to review and confirm desired programming and adjacencies for the future Community Center. The outcomes of the March 19 meeting were presented18 to the City Council on April 21, 2025.

The first activity focused on a review of the Council Vision statement and participants were asked to expand the Vision statement with additional values and ideas.

Community members valued: Multipurpose, adaptable spaces to accommodate diverse uses over time; Gathering hubs for interconnectivity and communication between diverse social, cultural and generational groups; Accessibility for all ages, cultures and abilities to access holistic wellness resources; Integration of green space and sustainability features in experiential and infrastructural planning; and Affordability for local Palo Altans and for tenants who have a community focus. Overall, participants focused on flexibility, inclusivity, sustainability, and long-term community engagement as high-level themes.

The second activity focused on programming and adjacencies of indoor and outdoor spaces. The most selected indoor programs were Theater/Performance Space, Dance Classes, Art Studio, Art Classes, followed by Gym Facility, Flexible Rental Space, and a Café. For outdoor programs, Open Greenspace was the most selected program followed by Playground, Amphitheater, and Pool/Water Area. Compared to 2019, the most mentioned programs then (indoor and outdoor) were Adult Education, 17 City Council, April 21, 2025; Agenda Item 11; SR #2503-4310, https://portal.laserfiche.com/Portal/DocView.aspx?id=166428&repo=r-704298fc 18 Staff Presentation, April 21, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=71ade3d7-a57a-4195-a59b- c410d90832ea
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Theater/Performance Space, Greenspace, Makerspace, and Senior/Multigenerational Programs.

Feedback on First Community Poll
Polling experts, FM3 presented21 themes for the first community poll designed to test voter opinions on the community center’s goals, preferred uses, and willingness to support funding through a tax or bond. The poll themes and questions were developed with input from the Cubberley Ad Hoc Committee and will inform critical upcoming milestones in the project. The Council did not take an action but supported proceeding with the poll.

April 22,2025 Parks & Recreation Commission Meeting
On April 22, 2025,22 staff presented an informational update to the Parks and Recreation Commission, offering a comprehensive overview of the project's overall workplan and timeline. The presentation included a detailed summary of Community Meeting #1, highlighting key themes and priorities that emerged from the community’s feedback. Staff also introduced Poll #1, which was launched at the end of April, and encouraged Commissioners to help promote the survey to ensure broad community participation. In addition, the presentation outlined several ways the Commission can remain engaged and support the project, including serving as ambassadors within the community, helping to share information, and providing feedback. The creation of a PRC Cubberley ad-hoc committee was discussed and it was decided that this topic will be further considered during the upcoming workplan revisions scheduled for the coming months.

June 9, 2025 City Council Meeting
On June 9, 2025,23 staff presented to City Council the results of the first community poll, community engagement milestones coming up and updates to the workplan. The focus of the first poll was to survey voter input on the goals and future of the community center and possible support for a tax or bond measure. Staff also shared community engagement. Overall, the poll found broad majority support for improvement at the Cubberley site. Surveyed voters place highest priority on bringing the facility up to modern standards for electrical, plumbing, safety, and accessibility early childhood 21 FM3 Presentation, April 21, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=83ec6422-b6e4-4e83-9ca3- ca746a5971a0
22 Staff Presentation, April 22, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=dae0543c-e007-4fc1-9a69- fd08b156ee94
23 City Council, June 9, 2025, Agenda Item 2; SR#2503-4313, https://portal.laserfiche.com/Portal/DocView.aspx?id=182790&repo=r-704298fc&searchid=57dac2b5- 5c42-4ef0-978a-be940766f395
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education; affordability and efficient use of taxpayer dollars; and overall repairs for the facility. Lastly, staff shared with the City Council the community revised Vision Statement for the future of the Community Center.

June 12, 2025 Second Cubberley Master Plan Community Meeting On June 12, 2025, the City held the second community meeting for the Cubberley Community Center Master Plan, facilitated by Concordia. At the outset of the meeting, Concordia shared a revised Vision Statement based on community input gathered at the March 19 community meeting. The revised Vision Statement is, A vibrant, beloved, and adaptable destination that promotes learning, connections, joy, and wellbeing where all cultures and generations belong. Following this, staff provided an overview presentation to orient attendees to the three 3-D concept plans being presented. Each conceptual design includes an A, B, and C variations exploring different configurations of building placement, new construction vs renovation, green space, bike and pedestrian circulation, and parking—both above and below ground.

In the first activity community members were invited as a group to share their feedback on what aspects from all nine designs they liked and wanted “keep” and did not like and wanted to “leave behind”. They indicated aspects they liked with green dot stickers and aspects they did not like with red dot stickers. They were then asked to expand on their choices by writing explanations on the activity sheet provided for the table.

In the second activity, following the group discussion of the three concept designs—The Promenade, The Grid, and The Plaza—participants individually reviewed key design elements using a provided handout. They were asked to evaluate each concept’s primary layout across six categories: arrival & parking, pedestrian circulation, building scale & physical space organization, landscape & greenspace organization, balance of building & greenspace, and being a good neighbor. Each category was rated on a scale from 1 (not successful at all) to 5 (very successful).

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Approximately 130 community members attended the second Cubberley Community Meeting and were highly engaged in providing feedback on the three presented concept designs. Attendees shared a wide range of reactions to various aspects of the designs, particularly discussing building layouts, the placement and amount of green space, parking structures, and preferences between above- and below-ground concepts. While perspectives varied, there was clear consensus around the excitement for the project’s progress and enthusiasm to see the plans taking shape. Community members expressed eagerness to continue the conversation, particularly around program placement, at the next meeting.

June 19, 2025 Public Art Commission Meeting
On June 19, 2025,27 City staff presented to the Public Art Commission and discussed potential opportunities to support the City’s Strategic Activation Plan for the Cubberley site, which was developed by staff in coordination with the City Council’s Cubberley Ad Hoc Committee. The plan outlined phased enhancements and activations aligned with the broader master planning process, community engagement efforts, and the anticipated November 2026 ballot initiative. As part of the discussion, Commissioners explored how the ArtLift grant program—previously identified at their January retreat as a potential tool—could be leveraged to support temporary public art installations at Cubberley and other key locations. Ideas included murals, ground art, freestanding sculptures, and performance-based activations to help generate community excitement and reinforce the role of the arts in creating vibrant, inclusive public spaces.

June 24, 2025 Parks & Recreation Commission Meeting
On June 24, 2025,28 City staff provided the Parks and Recreation Commission with an informational update on the Cubberley Community Center Master Plan. The presentation included a recap of the second community meeting held on June 12, where Concordia unveiled three concept designs for the site and invited community feedback. Staff also presented the results of the first community poll, released in late April, and shared a list of proposed near-term activation ideas for the Cubberley site, inviting the Commission’s input. In addition, staff sought feedback from the Commission on the three concept designs. The newly formed PRC Cubberley Ad Hoc Committee will continue to refine the activation plans in July.
27 Staff Presentation, June 19, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=a036e199-31cd-4d94-8214- 7fb0170e39ac
28 Staff Presentation, June 24, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=ac29aa36-1b3a-4403-b8b2- cc403685865d
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July 9, 2025 Planning and Transportation Commission Meeting On July 9, 2025,31 the Planning and Transportation Commission (PTC) received an update on the Cubberley Master Plan and was asked to provide input to help inform the next phase of the planning process. Staff requested feedback on several key aspects recently reviewed by the community, including arrival and parking, pedestrian circulation, building scale and space organization, greenspace layout, the balance of built and open space, and how the site can be a good neighbor. Additional PTC feedback emphasized the importance of clear cost comparisons between renovation and new construction, interest in public-private funding models, and support for a future bond measure and donor engagement. Commissioners favored partial underground parking and better integration with transit and surrounding neighborhoods. There was broad interest in maintaining flexible green space for events, ensuring safe and separate bike/pedestrian circulation, and preserving multigenerational, inclusive programming. Suggestions also included clearer diagrams, more tangible use examples, and consideration of impacts from surrounding development.

July 17, 2025 Architectural Review Board Meeting
On July 17,32 2025, the Architectural Review Board (ARB) received a presentation on the Cubberley Master Plan and provided early feedback to help shape the next phase of planning. The Board expressed strong support for phased development and emphasized minimizing disruption to existing tenants and programs. Members praised pedestrian and bike circulation, supported the proposed balance of buildings and green space, and encouraged improvements to vehicle access and mobility hubs. There was general support for new construction over renovation and interest in enhancing the site's identity through public art and flexible community spaces. The ARB also encouraged a welcoming design that reflects Cubberley’s civic and cultural significance while being a good neighbor to the surrounding community.

September 17, 2025 Third Cubberley Master Plan Community Meeting On September 17, 2025, the City held the third and final community meeting for the Cubberley Master Plan, facilitated by Concordia. Approximately 150 community members attended and were highly engaged in reviewing the refined concept design. At the outset, City staff and Concordia recapped the first two community meetings, provided a project overview, and highlighted updates to the concept plan, including 31 Staff Presentation, June 9, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=49fc32cf-caa1-4dd9-97f9- 5d5d02150256
32 Staff Presentation, July 17, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=2a9a7988-768f-465b-bcf9- 68166ff9af6f
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phasing strategies. Following this presentation, participants engaged in two interactive activities to provide focused feedback.

The concept design shared at the meeting is included in Attachment B. The concept design is presented in phases to demonstrate that the project will need to be constructed over a period of time based on available funding, and to ensure that programs and services are not disrupted during construction. Phase 1 includes a mix of constructing new buildings and renovation of existing buildings to reflect likely timing needed between phases while additional funding is secured.

Activity 1- Phase 1 Concept Design: Recreation Wellness and Performing Arts Phase 1 consists of two parts: a Recreation Wellness Center and a Performing Arts Center. Phase 1 also includes renovation of remaining buildings so the full site continues to be operational until phases 2 and 3 can be completed. Community members were invited to assess the Phase 1 concept designs for the recreation wellness and performing arts area and were asked to reflect on three key questions:

1. What is working well and excites you?

2. What is not working well or could be improved?

3. What creative ideas do you have to make the space exciting? Activity 2- Phase 2 and 3 Concept Design: Visual Arts & Technology and Community Services
In the second activity, community members were asked to provide feedback on Phase 2 and Phase 3, which includes the Visual Arts & Technology (Phase 2) and Community Services spaces (Phase 3). Participants responded to the same guiding questions as in the first activity: what is working well and is exciting about the proposed designs, what aspects are not working or could be improved, and what creative ideas, such as new events, programs, or installations—could make these areas more vibrant and impactful.

This exercise allowed the community to reflect on future phases of development and share ideas that will help shape a cohesive, dynamic, and inclusive vision for the campus.

Overall, the meeting reflected strong community engagement and generated valuable input on both programming and site circulation. Community members expressed enthusiasm about seeing program placement within the proposed buildings and noted their appreciation for the phased approach, which allows for continuity of programs during construction. The discussion was lively and engaging, with particular interest around the café, the outdoor amphitheater, parking access, and pedestrian and bicycle circulation pathways. The feedback gathered will directly inform refinement of the preferred concept plan. The full meeting summary will be finalized in the coming weeks and shared with the community through the project webpage and via City Item 11
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communication channels. Concordia and staff will incorporate this input as they prepare for the final presentation of the proposed master plan, cost estimates, and phasing scenarios to the community and City Council on December 8, 2025.

September 23, 2025 Parks and Recreation Commission Meeting On September 23,35 2025, the Parks and Recreation Commission (PRC) received a presentation on the refined Cubberley Community Center Master Plan concept following the third and final community meeting held on September 17, 2025. Commissioners reviewed updates on program placement, phasing, and site circulation, and were asked to provide input on the same questions posed to the community: what is working well, what could be improved, and what creative ideas could enhance the campus experience.

Commissioners engaged in a thoughtful discussion that highlighted both enthusiasm for the project and areas for refinement. They praised Phase I improvements—especially the café, amphitheater, and integration with existing buildings—and noted strong community excitement about program continuity during construction. Key suggestions included lighting for the tennis courts, enhancing pedestrian and bicycle circulation, and incorporating creative placemaking features such as gardens and artistic infrastructure.

Concerns focused on the cost and feasibility of large-scale facilities (e.g., the partial underground parking), potential displacement impacts in Phase I, and how to communicate a phased plan if bond funding only covers the first phase. Commissioners also stressed sustainable design choices and raised questions about circulation, office space, gym design, and pool impacts.

Overall, the PRC expressed appreciation for the progress made and reinforced the importance of balancing community goals, funding realities, and long-term sustainability as the preferred concept moves toward presentation to Council in December.

October 20, 2025 City Council Meeting
Staff presented an updated concept plan with an emphasis on the first phase of site development showing a combination of renovated and new building construction. The focus on the first phase recognizes that funding will likely be a limiting factor in full site redevelopment. At this meeting, staff shared objectives and themes for the second community poll to determine voter support for a bond or tax measure to finance the land purchase, and the extent of how much voters are willing to pay annually. Following the October 20 meeting, and the November 4 election, the second poll was released. 35 Staff Presentation, September 23, 2025;
https://cityofpaloalto.primegov.com/viewer/preview?id=0&type=8&uid=efbb1418-4bbe-49b2-b786- 165e29017ca3
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December 15, 2025 City Council Meeting
City Council received an update on the Cubberley Community Center Project, including results from the second community poll and discussed next steps. Council discussed key findings from Poll #2, which indicate broad voter support for the City acquiring the Cubberley property and willingness to invest in limited funding focused on basic repairs, safety upgrades, and accessibility improvements. Results showed relatively higher support for parcel tax and sales tax funding mechanisms, with a $250 average annual parcel tax testing above 50% support and a 0.5% sales tax increase capable of supporting significantly greater capital financing, pending state authorization. Council expressed alignment with staff and the Ad Hoc Committee’s recommendation to continue refining ballot measure options and to launch a third poll in January 2026 to further test potential parcel tax and sales tax scenarios.

Overall, Council affirmed the importance of a phased, long-term approach to redevelopment that balances community priorities, funding realities, and opportunities for partner contributions, while continuing to advance the master plan toward presentation in March 2026. Following the December 15 meeting, the third poll was finalized and released in early January 2026.

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220‐7765
Palo Alto Voter Views of
Potential Ballot Measures
Key Findings of a Survey Conducted January 5‐12, 2026
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2 Survey Methodology
(Note: Not All Results Will Sum to 100% Due to Rounding) January 5‐12, 2026Dates
Dual‐mode Voter Survey         Survey Type
Likely November 2026 Voters in Palo Alto Research Population 416Total Interviews
(Full Sample) ±4.9% at the 95% Confidence Level
(Half Sample) ±7.1% at the 95% Confidence LevelMargin of Sampling Error Contact Methods
Data Collection Modes
2013, 2016, 2018, 2020, 2021, 2022, April/May 2025 & November 2025Survey Tracking Tex t
Invitations
Telephone
Calls
Email
Invitations
Telephone
Interviews
Online
Interviews
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3 Context
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4 Q3.
4%
7%
6%
5%
5%
24%
25%
26%
31%
35%
18%
18%
20%
18%
19%
32%
20%
32%
36%
31%
21%
29%
15%
10%
11%
2026
2020
2018
2016
2013
Great Need Some Need A Little Need No Real Need Don't Know Great/Some
Need
29%
33%
32%
36%
40%
Fewer than three in ten see “a great need” or “some need” for additional funding for the City in principle.

Next, how would you rate the City of Palo Alto’s need for additional funding? Is there a great need for additional funding, some need, a little need or no real need for additional funding? Item 11
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5 Q4.
8%
23%
18%
29%
31%
40%
19%
16%
17%
32%
17%
17%
13%
12%
8%
2026
November 2025
April/May 2025
Great Need Some Need A Little Need No Real Need Don't Know Great/Some
Need
36%
55%
58%
Just over one‐third see at least “some need” for additional funds for updated facilities to provide recreation services.

In your personal opinion, do you think that Palo Alto has a great need, some need, a little need, or no real need for additional funds for updated facilities to provide services including classes, camps, fitness programs, or drop‐in casual spaces? Item 11
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6 Views of Potential
Ballot Measures
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7 Q2 (Split A & B). Would you vote yes or no on this measure? Voters heard one of two potential ballot measures for Palo Alto.

Parcel Tax
City of Palo Alto Cubberley Community Center Repair/Safety/Update Measure. To purchase Cubberley Community Center land from Palo Alto Unified School District providing $65,500,000 for school improvements; repair aging Center to meet current safety, earthquake, accessibility standards; upgrade outdated/ deteriorating electrical systems/plumbing; and to acqui r e ,c o n s t r u c t ,r e p a i rf a c i l i t i e s ,s i t e s ,a n de q u i p m e n t ; shall City of Palo Alto’s measure levying 11¢ per square foot of improvements, providing approximately $7,300,000 annually until ended by voters, exempting low ‐income seniors, subject to published independent audit, all funds used locally, be adopted?
Sales Tax
City of Palo Alto Community Safety/Services Measure. To provide general city services such as repairing Cubberley Community Center for current safety, earthqua ke, accessibility standards; upgrading deteriorating electrical systems, wiring, plumbing; acquiring outdoor space/sites; maintaining streets, safe, clean downtown/ commercial cores; preparing for natural disasters/earthquakes; repairing deteriorating community spaces, libraries, shall City of Palo Alto’s measure enacting a 0.5% (1/2¢) s ales tax, providing approximately $15,600,000 annually until ended by voters, subject to published independent audit, all funds used locally, be adopted? Item 11
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8 22%
14%
12%
3%
14%
23%
11%
Q2 (Split A & B). Would you vote yes or no on this measure? 17%
15%
15%
6%
16%
21%
9%
Parcel Tax
Definitely yes
Probably yes
Undecided, lean yes
Undecided, lean no
Probably no
Definitely no
Undecided
Total
No
42%
Total
Yes
48%
Total
No
41%
Total
Yes
48%
Neither has support from a majority of voters.

Sales Tax
Requires 66.7% Requires 50% +1
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9 Voter Priorities
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10 36%
26%
22%
27%
28%
19%
26%
34%
37%
39%
32%
30%
38%
30%
24%
27%
34%
32%
25%
35%
28%
5%
9%
6%
7%
13%
7%
15%
Maintaining storm drains to prevent pollutants and
garbage from entering the Bay
Fixing potholes
Maintaining streets
Maintaining the City’s financial stability
Improving fire and 911 emergency response
Maintaining and repairing neighborhood streets
Preparing for natural disasters such as earthquakes,
flooding and sea‐level rise
Extremely Important Very Important Somewhat Important Not Too Important Don't Know Extremely/Very Important
71%
64%
61%
59%
58%
58%
57%
Q6m‐p & r‐aa. Next, here is a list of ways in which funds generated by this measure could be spent.  After each one, please indicate how important each item is to you personally: extremely important, very important, somewhat important, or not too important. Split Sample General‐Purpose Sales Tax Priorities
Voters’ top priorities for a general‐purpose measure include storm drains, potholes, street maintenance and financial stability.

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11 20%
29%
15%
28%
20%
14%
19%
36%
22%
33%
18%
23%
28%
21%
38%
26%
33%
20%
30%
44%
40%
7%
18%
17%
31%
20%
14%
20%
5%
6%
Maintaining a safe, clean downtown and
commercial cores
Improving police response to violent crime
Providing general city services
Funding affordable housing
Improving police response
Repairing deteriorating libraries
Addressing traffic congestion
Extremely Important Very Important Somewhat Important Not Too Important Don't Know Extremely/Very Important
55%
51%
48%
46%
43%
41%
40%
Q6m‐p & r‐aa. Next, here is a list of ways in which funds generated by this measure could be spent.  After each one, please indicate how important each item is to you personally: extremely important, very important, somewhat important, or not too important. Split Sample General‐Purpose Sales Tax Priorities
Smaller shares value a safe, clean downtown
or general city services as intensely.

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12 29%
15%
26%
22%
28%
17%
16%
35%
50%
34%
37%
30%
30%
29%
27%
22%
24%
27%
20%
31%
42%
8%
8%
13%
12%
19%
19%
10%
5%
Preserving trees and outdoor space
Upgrading outdated and deteriorating
electrical wiring and plumbing
Upgrading buildings to meet current earthquake
safety, plumbing, and electrical standards
Providing safe spaces for children and teens
after school and in the summer
Exempting low‐income seniors
Providing space for gathering and community building
^Repairing deteriorating community spaces
Extremely Important Very Important Somewhat Important Not Too Important Don't Know Extremely/Very Important
65%
65%
60%
60%
58%
48%
45%
Q6a‐l, q & bb. Next, here is a list of ways in which funds generated by this measure could be spent.  After each one, please indicate how important each item is to you personally: extremely important, very important, somewhat important, or not too important. ^Not Part of Split Sample Cubberley‐Focused Priorities
When it comes to Cubberley‐focused priorities, two‐thirds value preserving trees and upgrading deteriorating wiring and plumbing.

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13 12%
14%
10%
8%
6%
9%
8%
31%
28%
28%
27%
28%
21%
16%
39%
32%
28%
38%
25%
34%
24%
15%
20%
28%
21%
29%
28%
43%
7%
6%
6%
12%
8%
9%
Improving accessibility to city buildings for
people with disabilities
Bringing in funding from partner
organizations to support Cubberley
Improving a downtown community center
with a dedicated space for teens
Acquiring, constructing and repairing
facilities, sites and equipment
^Renovating the existing 70‐year‐old
Cubberley Community Center
Improving the Rinconada Pool
Extremely Important Very Important Somewhat Important Not Too Important Don't Know Extremely/Very Important
43%
42%
38%
35%
34%
30%
25%
Q6a‐l, q & bb. Next, here is a list of ways in which funds generated by this measure could be spent.  After each one, please indicate how important each item is to you personally: extremely important, very important, somewhat important, or not too important. ^Not Part of Split Sample Cubberley‐Focused Priorities
Fewer value improving the Rinconada Pool
or renovating the Cubberley Center.

Purchasing seven acres at the
Cubberley site with proceeds benefitting
the Palo Alto Unified School District
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14 Messaging and Movement
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15 The parcel tax never exceeds the two‐thirds vote threshold.

Q2, Q8 & Q10. (Split A) Would you vote yes or no on this measure? Parcel Tax
Total
No
Total
Yes
42%48%
42%49%
46%45%
17%
18%
15%
15%
17%
14%
15%
14%
15%
9%
9%
9%
6% 16%
15%
15%
21%
26%
27%
Initial Vote
After Positive Messages
After Negative Messages
Definitely Yes Probably Yes Undecided, Lean Yes Undecided Undecided, Lean No Probably No Definitely No

66.7%
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16 Segmenting the Electorate by
Consistency of Support –P a r c e l Tax
 Consistent Yes: Voters who consistently indicated they would vote “yes” on the measure
 Consistent No: Voters who consistently indicated they would vote “no” on the measure
 Swing: Voters who do not fall into any of the other
categories – remaining consistently undecided or
switching positions
The following slide shows demographic groups that
disproportionately fall into one category or the other .

Consistent
Yes
39%
Swing
24%
Consistent
No
37%
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17 The sales tax falls short of majority
support even after positive messaging.

Q2, Q8 & Q10. (Split B) Would you vote yes or no on this measure? Sales Tax
Total
No
Total
Yes
41%48%
43%47%
44%41%
22%
21%
20%
14%
11%
13%
12%
15%
9%
11%
10%
15%
5%
5%
14%
10%
11%
23%
27%
29%
Initial Vote
After Positive Messages
After Negative Messages
Definitely Yes Probably Yes Undecided, Lean Yes Undecided Undecided, Lean No Probably No Definitely No

50.1%
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18 Segmenting the Electorate by
Consistency of Support –S a l e s Tax
 Consistent Yes: Voters who consistently indicated they would vote “yes” on the measure
 Consistent No: Voters who consistently indicated they would vote “no” on the measure
 Swing: Voters who do not fall into any of the other
categories – remaining consistently undecided or
switching positions
The following slide shows demographic groups that
disproportionately fall into one category or the other .

Consistent
Yes
39%
Swing
26%
Consistent
No
35%
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19 Ranked by Very Convincing
^(STANDARDS) Most Cubberley Community Center buildings are more than 70 years old. They were built well before modern internet, and do not meet current disabled access and earthquake safety standards.

Palo Alto residents deserve a community center that is modern, safe, and accessible to the entire community. 26%
(ACCOUNTABILITY) This measure will have strict accountability provisions, including a published independent audit, to ensure that funds are spent efficiently, effectively, and as promised.20% ^(BENEFITS FOR PAUSD) This measure is a win ‐win for our community. It provides $65.5 million in much‐needed funding for our local schools, which they can use to upgrade technology or make repairs to classrooms.20%
*(STREETS) Funding from this measure will ensure the City can keep up on street and sidewalk repairs, improve traffic flow especially near trains, fix potholes, and provide safe routes to school for children.19% Q7. First, please consider the following statements from people who may support this measure. For each one, please indicate whether you find it very convincing, somewhat convincing, or not convincing as a reason to vote yes. ^Split A –P a r c e l Tax; *Split B –S a l e s Tax Positive Messaging Tested (Both Measures)
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20 Ranked by Very Convincing
*(ACT LOCAL) We must act locally to protect Palo Alto’s quality of life. This measure will maintain fire and police protection, emergency response, streets, parks, and youth and senior services, and address traffic with locally controlled funding to benefit Palo Alto residents. 18%
^(LOCAL CONTROL) This proposal would purchase land at the Cubberley site that the City has been leasing for decades. Owning the land would mean city and community control over how we use the space for arts, culture, recreation, and more into the future.
17%
*(DISASTER) Our community is uniquely vulnerable to natural disasters like earthquake, flooding, sea ‐level rise and fire. This measure will provide locally controlled funding for natural disaster preparation and emergency response.
14%
*(DOWTOWN SAFETY) This measure will provide locally controlled funding to help keep our downtown and commercial cores safe and clean, which will keep small businesses local and shoppers and residents safe.12% ^(PARTNER FUNDING) This measure will bring together funding from nonprofits, philanthropists, and partner organizations as well as Palo Alto taxpayers. This is a unique chance to bring the community together to create a Cubberley Center our community can be proud of. 10%
Q7. First, please consider the following statements from people who may support this measure. For each one, please indicate whether you find it very convincing, somewhat convincing, or not convincing as a reason to vote yes. ^Split A –P a r c e l Tax; *Split B –S a l e s Tax Positive Messaging Tested (Both Measures), Continued
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21 Q9. Next, please consider the following statements from people who may oppose this measure. For each one, please indicate whether you find it very convincing, somewhat convincing, or not convincing as a reason to vote no. ^Split A –P a r c e l Tax; *Split B –S a l e s Tax Ranked by Very Convincing
(WASTE) The City should cut waste and mismanagement of funds before asking to raise our taxes again.39% *(FOREVER) This measure is essentially a “forever tax” which would be in effect well past when the projects listed would be done – we shouldn’t raise taxes on our children and grandchildren.38% ^(PRIORITIES/PARCEL) Our community has higher priorities right now than a brand ‐new community center, like addressing public safety, the cost of living, and road repairs.35% (COST OF LIVING) At a time when the cost of living is skyrocketing, the last thing we should do is raise our taxes even more with a measure like this.32%
*(PRIORITIES/SALES) This measure is a sneaky attempt to fund a brand ‐new Community Center by claiming it will be used for roads and safety.21%
Negative Messaging Tested (Both Measures)
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22 Conclusions
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CONSULTANT WORKING DRAFT. NOT FOR PUBLICATION
23 Next Steps/Discussion Items
• While neither mechanism is viable for the 2026 cycle, as always the City may opt to lay the groundwork for a 2028 effort at the right time. • A longer runway would allow the city to continue to obtain resident feedback on a more relaxed timeline.
 A longer runway may provide time to organize a measure in greater concert with the School District.
 The expanded 2028 electorate may bring a more diverse group of perspectives.  A stronger focus on basic fixes, safety updates, and preserving trees/outdoor space is advised.
 Our other cities are actively pursuing philanthropy, grant funding and matching fund opportunities, which could also be helpful to an ongoing Cubberley strategy for incremental improvements.

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Curt Below
[email protected]
Miranda Everitt
[email protected]
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February 3, 2026
Letter of Intent for the Mutual Cooperation between the City of Palo Alto (hereinafter “the City” or “CPA”) and TheatreWorks Silicon Valley (hereinafter “TheatreWorks”), a nonprofit 501(c)(3) charitable organization incorporated in the State of California.

Advancing a Memorandum of Understanding with the Palo Alto Unified School District (PAUSD), the City is master planning a 15-acre portion of the Cubberley site, dependent on City acquisition of land from the Palo Alto Unified School District. TheatreWorks, a professional nonprofit theatre company, produces mainstage productions at two locations, the Mountain View Center for the Performing Arts, and the Lucie Stern Community Center in Palo Alto, which also hosts TheatreWorks’ New Works Festival.

From Theatreworks' genesis in 1970, as the result of a City of Palo Alto program, to its current status as Silicon Valley's premier professional theater company, TheatreWorks' deep roots in Palo Alto exemplify how thoughtful municipal support for the arts can catalyze transformative community impact. For over five decades, this relationship has enriched the cultural landscape of Palo Alto, launched countless artistic careers, educated tens of thousands of students, and ultimately earned the highest national recognition—the 2019 Regional Theatre Tony Award.

The City and TheatreWorks now wish to collaborate and negotiate a long-term public-private partnership to establish a home for TheatreWorks at the Cubberley site by achieving the following strategic objectives:

1. Create a 2-theater complex, through renovation of the existing Pavilion and existing Community Theatre spaces, as well as construction of new buildings. The project would strive to create an additional 500-seat theater with lobby, restrooms, and back of house (BOH), while maintaining the existing Community Theater space.

2. Explore a management model wherein the newly developed 2-theater complex would be managed by TheatreWorks, with the intention that TheatreWorks would utilize the 500- seat theater, and that the Community Theater would continue to primarily be available for use by community organizations.

3. Develop architectural plans and specifications for the renovation of the Pavilion and Cubberley Community Theater and new construction of other project elements.

TheatreWorks may incorporate additional functions into the renovated and newly constructed facilities, potentially including education, rehearsal, creative shop, office or meeting spaces.

4. Initiate a TheatreWorks led fundraising effort to raise a substantial portion of the expected capital development costs. The minimum and total goals will be agreed upon between the City and TheatreWorks following the development of the budget. Funds raised by TheatreWorks will be utilized for the theatre complex development efforts and will supplement funds acquired by the city.

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February 3, 2026

5. Evaluate and align upon access and contracting authority for the project, between the City and TheatreWorks.

6. Mutually agree to staffing and programs to be conducted in the shared and/or community spaces.

TheatreWorks and the City are interested in undertaking and completing the new theatre complex at Cubberley in accordance with one or more future agreements subject to mutually acceptable terms and conditions. The City and TheatreWorks will endeavor to negotiate a potential agreement over the next six (6) months, as practicable. Elements to be included in the agreement(s) include:

1. Term of the agreement(s)

2. Establishment of a time frame and details, including goals for fundraising activities.

3. Contracting requirements to allow TheatreWorks or the City to efficiently manage construction and occupancy of the new facility.

4. Planning and construction entitlement and permitting responsibilities.

5. Acknowledgement and stewardship of coordination with those City departments involved in the project.

6. Development of a community outreach and engagement plan to build support for the project and to receive and address community comments.

7. A project schedule, including timelines for review by environmental agencies, the City's Architectural Review Board, Planning and Transportation Commission, and other boards and commissions as may be required.

8. Options for either party to terminate the partnership (or “joint planning process”) agreement.

This letter is not a binding contract between the City and TheatreWorks and does not establish a legal partnership or any other legal relationship. Nor shall this letter create any reliance on either party to act or not act in any specific way. It is intended to facilitate discussion of the key agreement terms and conditions of the future agreements relating to this joint project.

Signed by: Ed Shikada for the City (following City Council approval) and Phil Santora for TheatreWorks
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Item No. 12. Page 1 of 3

City Council
Supplemental Report
From: Ed Shikada, City Manager
Meeting Date: February 9, 2026
Item Number: 12
Report #:2602-5898
TITLE
Review and Approval of Suggested Changes to the City Council Procedures and Protocols Handbook as Recommended by the Policy and Services Committee. CEQA Status – Not a project.

RECOMMENDATION
Staff recommends that the City Council include the Policy and Services Committee recommendation regarding annual discussions with Boards and Commissions (BCCs) as part of its update to the Procedures and Protocols Handbook, as well as update the Boards and Commissions Handbook accordingly.

BACKGROUND AND ANALYSIS
At its January 14, 2026 meeting, the Policy and Services Committee discussed the following City Council referral: Consideration of the Frequency for Joint City Council Meetings or Policy & Services Meetings with Boards and Commissions, Youth Council, and Meetings with Boards and Commissions Chairs. The Committee recommended that the City Council approve:
a) The Chair/Vice Chair of a BCC can coordinate with the Mayor and City Manager regarding an annual opportunity to meet with the Council or Council Committees each year, with timing being flexible as needed for each BCC b) Youth Council meet with Policy & Services Committee in the fall and report out to the full Council in the spring, and
c) YCAB [Youth Climate] meet with Climate Action and Sustainability Committee in the fall and/or spring
These recommendations sought to balance the interests of ensuring the eight (8) BCCs had the opportunity to discuss their work and accomplishments with the City Council while also taking into consideration the City Council workload and agendas.

The specific change to the BCC Handbook would be in the Annual Work Plan and Performance Measures section where the existing language (below) references annual approval of and Item 12
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feedback on the BCC work plan. The BCC Handbook would be updated to reference the flexibility recommended by the Policy and Services Committee for the BCC Chair/Vice Chair [and staff liaison] to coordinate with the Mayor and City Manager regarding an annual opportunity to meet with the City Council or City Council Committees each year, with timing being flexible as needed for each BCC and that the work plan will still be annually adopted. This allows each BCC to organize in the way that best meets their needs.

Existing BCC Handbook Language:

The City Council will review the work plans and provide feedback annually at a City Council meeting. The annual report should include the results of the prior year’s plan. When applicable, the City Council would like to see metrics of community involvement and participation in meetings and activities included in the work plan.

Also, there is an opportunity to ensure aligned language around the role of the City Council liaison in both the City Council Procedures and Protocols Handbook and the BCC Handbook. If the City Council provides direction on this, staff will add appropriate language to these sections.

Excerpts of these sections from both handbooks are shown below.

Existing BCC Handbook: ROLE OF COUNCIL LIAISONS
The City Council relies upon the expertise and recommendations of the BCCs in advising the City Council as it sets City policy. The Council liaison function serves to facilitate and enhance this work. Their principal function is to provide a wide range of information to the advisory body, such as information about City Council discussions, policies and actions.

This helps provide an historical perspective and thereby place the BCC work in context.

However, the BCCs should act independently in formulating recommendations for the City Council to consider. Therefore, it is inconsistent for liaisons to direct, guide or unduly influence the policy making work of the City's advisory bodies. Council liaisons have flexibility in discharging their duties. They may serve with or without attending the meetings of their advisory bodies. Historically, Boards and Commission members have valued consistent participation by Council liaisons. However, at minimum, they should be available for contacts with members of advisory bodies, and particularly with the Chairs.

City Council Procedures and Protocols Handbook:

Existing Protocols Section 2.8: Role of Council Liaison to Board or Commission The role of Council liaison to a Board or Commission is to be a point of contact with Council and a resource to the Board and Commission, as well as to share prior Council discussions and actions on issues as applicable, and assist the Board or Commission in understanding how it might inform Council decision-making. The liaison is expected to attend Board or Commission meetings as requested by the body unless the Councilmember has other conflicting duties.

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Staff recommends that the City Council add these items to the City Council Procedures and Protocols Handbook update.

APPROVED BY:

Ed Shikada, City Manager
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