HomeMy WebLinkAbout1996-10-22 City CouncilCity of Palo Alto
City Manager’s Report
TO:HONORABLE CITY COUNCIL
ATTENTION: Policy and Services Committee
FROM:CITY MANAGER DEPARTMENT: City Manager
AGENDA DATE: October 22, 1996 CMR: 442:96
SUBJECT:Study of City of Palo Alto Boards, Commissions and Other
Advisory Bodies
REOUEST
This report responds to Council’s interest in assessing the status of all the existing
appointed boards, commissions and other advisory bodies. It is requested that Council
review the information provided herein and begin discussion of the suggested policies. It
is intended that distribution of this report will stimulate additional public input.
RECOMMENDATIONS
Staff recommends that initial discussion of this report occur at the October 22 meeting of
the Policy and Services Committee and that the item then be held in Committee. The
Committee may wish to indicate at this first meeting the suggested policies that it supports,
as well as any additional information that is needed for further policy development. The
staff report is also being distributed to the existing advisory bodies, and they are
encouraged to share their comments and suggestions with staff and members of the Policy
and Services Committee before the Committee makes its recommendations to Council.
BACKGROUND
The Council’s request for this study evolved from several sources over the past few years.
During the course of Council discussions related to Organization Review, and again during
the Comprehensive Plan discussions, questions were raised about the extent of community
involvement in City advisory bodies and the impact of those bodies on the City
,CMR:442:96 Page 1 of 12
organization. Groups with specific interests have urged the Council to establish new
commissions and committees. Some existing advisory bodies have expressed concern
about inequities in the amount of City resources allocated to the various bodies.
Concurrent with this study, the responsibilities of certain boards and commissions have
been examined from other perspectives as well (e.g., the authority of the Planning
Commission, the responsibilities of the Historic Resources Board, the viability of the
Disabilities Awareness Task Force, etc.) Drawing from those concerns, staff has
developed suggestions for policies which would provide direction and guidance concerning
the formation and functioning of City boards, commissions and other advisory bodies.
At the inception of this study staff compiled a summary of the then-existing advisory
bodies. The resulting matrix, prepared in January 1996, has been reviewed and updated
for this report. (See attachment.) A few bodies shown on the original matrix have
completed their work and have been removed. These are the Comprehensive Plan
Advisory Committee, the Midtown Revitalization Task Force and the Telecommunications
Advisory Panel. There are three newcomers to the matrix: #17, Friends of the Foothills;
#19, the Newsrack Regulation Working Group; and #29, Canopy. An additional
committee was formed during the period between January and October, completed its work
and has already disbanded, thus is not shown on the matrix. This was the Homeless Task
Force created by the Human Relations Commission.
The advisory bodies shown on the matrix are divided into three groups. The first group
(which will be referred to as Category A in the ensuing discussion) includes the six bodies
whose charges are specified in the Municipal Code and whose members are Council-
appointed. The second group (Category B) is comprised of those bodies which were
appointed by City officials, have a reporting relationship to the City and probably would
not exist without the City. The third group (Category C) are bodies which support City
functions and services but are not so closely aligned with the City; they generally are
responsible to their own boards of directors.
There were several other groups which came to mind as staff assembled this matrix, but
they were deliberately omitted. These include the Palo Alto Housing Corporation, Palo
Alto Community Child Care and the Senior Coordinating Council. Although the City was
instrumental in their founding, they are now viewed as distinct from the City organization.
Also not included are two non-profit corporate bodies which Council established as part
of the funding mechanisms for the golf course and the Civic Center improvements; the
policies addressed in this study would be irrelevant to them.
CMR:442:96 Page 2 of 12
POLICY IMPLICATIONS
The active involvement of the community in its government has always been a basic tenet
of the City of Palo Alto. The Council and staff regularly turn to the community for
suggestions, reactions and advice. This is done both formally and informally. The more
formal avenue is by means of advisory bodies. A few bodies are required by state or
federal law, such as the Planning Commission and the CDBG Citizens Advisory
Committee. The great majority have been established, independent of any mandate,
because of the values which are gained from advisory bodies: a diversity of talents,
additional perspectives, increased levels of energy. Service on an advisory body
familiarizes citizens with their community and the operation of their local government and
develops potential community leaders.
However, the willingness to establish advisory bodies must be balanced with the judicious
use of City resources. Seldom can a committee function without some measure of
assistance from City staff. The City has a finite amount of resources; to appoint a new
advisory body often means that funds and staff must be diverted from another function or
service. The City must also be. aware of the pitfall of appointing a committee to study an
issue instead of confronting the issue directly, when it is probable that doing so will only
serve to delay an inevitable outcome.
Council adoption, or formal restatement, of policies concerning the City’s boards,
commissions and other advisory bodies will make clear the purpose of the bodies and will
enable the City to focus its energy and resources on the tasks that are of highest priority
to the Council. The proposed policies address such issues as level of support, duration
of the body, creation and disbanding of advisory bodies, the appointing and reporting
relationships, budgeting, evaluation and the involvement of Council Members.
DISCUSSION
It is stated in the Palo Alto City Charter that "The council...may by ordinance or Otherwise
create or abolish offices, boards, committees, or commissions, and provide for their
manner of appointment, their tenure, and the duties which they shall perform. " (Sec. 9).
The Charter further states "...boards, commissions, and committees appointed by the
council or by any officer of the city under the provisions of this charter or under any
ordinance adopted by the council shall be advisory only and shall exercise no governmental
or administrative powers." (Sec. 22).
CMR:442:96 Page 3 of 12
The primary references in the Palo Alto Municipal Code to the bodies termed Category
A in this report are as follows:
Chapter 2.18 - Public Art Commission
Chapter 2.20 - Planning Commission
Chapter 2.22 - Human Relations Commission
Chapter 2.23 - Utilities Advisory Commission
Chapter 16.48 - Architectural Review Board
Chapter 16.49 - Historic Resources Board
Using the foregoing as a foundation, staff proposes that Council consider adopting the
following policies.
DRAFT
1. For purposes of these policies, there are three categories of advisory bodies.
a.Category. A. The six bodies whose charges are specified in the Municipal Code and
whose members are Council-appointed.
b.Category_ B. Those bodies which are appointed by City officials, have a reporting
relationship to the City and probably would not exist without the City.
c.Category_ C. Those bodies which support City functions and services but are generally
responsible to their own boards of directors.
2. The level of staff assistance which the City will provide to an advisory body is related to the
category assigned to the body
a. Category A - Support
b. Category B - can be either Support or Liaison, according to the specific requirements
and responsibilities of the body, but this must be made clear at the time the body is
established or evaluated.
c. Category C - Limited Liaison
CMR:442:96 Page 4 of 12
3. The levels of staff assistance are defined below. Inclusion of an activity in these definitions
is not an absolute guarantee that staff will always be available to provide that assistance.
Determination of level of support for a body must take into account City resources and competing
priorities at the time.
a.Support may include:
1) schedule meetings and arrange meeting space
2) prepare agendas
3) prepare and distribute packets
4) attend meetings
5) assist in research related to assignments from Council or City Manager
6) prepare staff reports related to assignments from Council or City Manager
7) assist in the development of recommendations
8) prepare minutes to the level of detail required
9) edit correspondence and public information materials drafted by advisory body
10)facilitate transmission of advisory body’s interests and concerns to the City
Manager and/or City Council
11) coordinate contact with other City staff or advisory bodies as necessary
12) assist in arrangements for board or commission related travel or training
b.Liaison may include the following, based upon the availability of staff resources as
determined by the City Manager:
1) schedule meetings and arrange meeting space
CMR:442:96 Page 5 of 12
2) assist chair in preparation of agenda
3) prepare and distribute packets
4)prepare and/or distribute action minutes of meeting proceedings (any greater level
of detail will be the responsibility of the body)
5) attend meetings when needed
6)facilitate transmission of advisory body’s interests and concerns to the City
Manager
7) coordinate contact with other City staff or advisory bodies as necessary
c.Limited Liaison may include the following, again to be determined by the City
Manager:
1) attend meetings when needed
2) arrange meeting space when necessary
3)facilitate transmission of advisory body’s interests and concerns to the City
Manager
4) coordinate contact with other City staff or advisory bodies as necessary
4. Staff Assignments. In matters of staff assistance to advisory bodies, staff is ultimately
responsible to the City Manager and the City Council and does not take assignments directly from
the advisory body. Staff is not meant to be an advocate for the advisory body, but rather a
facilitator to enable the body to carry out its responsibilities.
5. Fundamental Information. A common understanding of the goals and operating procedures
is essential for the effective functioning of advisory bodies. Those which are designated in
Category A and Category B are strongly encouraged to accomplish the following:
CMR:442:96 Page 6 of 12
a.prepare, or be familiar with, the mission, charter or charge which clearly states the
purpose of the advisory body
b.adopt guidelines for the conduct of the body (e.g., who sets agenda, how will actions
be recorded, what is a quorum, how will conflicts be resolved, etc.)
c.prepare a statement of goals and a plan for evaluation, preferably incorporating a
periodic review process
6. Staff is responsible for the orientation of new members according to a program which includes
at least the following information. Much of this information can be disseminated in a handbook
which will be available to all advisory body members and staff.
a. items listed in 5 a. b. and c. above
b. legal considerations related to the Brown Act, conflicts of interest, liability issues, etc.
c.an understanding of the relationship to the Council, the City Manager and the advisory
body’s place in the City organizational structure
knowledge of the goals and priorities of the Council and the adopted Comprehensive
Plan and how the work of the advisory body is meant to further the accomplishment
of those goals
7. Training, appropriate to the category of the advisory body, shall be made available to
I members.
a.Category_ A. Resources will be budgeted to enable a limited number of members to
attend professional trainings and seminars related to their areas of responsibility.
bo Categories A and ..B. In-house or locally-sponsored training will be provided, as
deemed necessary. Team-building activities and periodic retreats are acknowledged
as important for effective group organization and participation, leadership,
development of mutual respect, etc.
Members of Categories......A and B bodies may have access to City training classes, on
a space-available basis. (City volunteers already have this benefit, therefore many of
those members of Category C bodies may already be eligible for this.)
CMR:442:96 Page 7 of 12
8. In order to correctly appreciate the resources that the City devotes to advisory bodies, they
should be acknowledged in the City’s budget. All departments which have responsibility for
supporting or interacting with advisory bodies shall reference the time and resources devoted to
those activities in the Mission Driven Budget.
ao Departments will work with ASD in the preparation of future budgets to include
appropriate key plans and impact measures and to establish a uniform way of coding
time and expenses.
b.The Palo Alto Charter and the Municipal Code provide the following policy statements
concerning compensation.
1)"Committees appointed by the City Manager shall serve without compensation. "
(PA Charter, Sec. 6(q)).
2)"All members of boards and commissions shall serve without compensation as
members thereof The city council, by resolution, may establish an expense
allowance schedule at fixed periodic rates for any or all boards and commissions,
based upon estimated expenditures by the members of a particular board or
commission over an extended period of time, to reimburse such members for
expenses incurred in their service as members thereof " (PAMC, 2.16.030).
Note: Members of four of the Category A bodies receive expense allowances in accord
with the Municipal Code provision. The Planning Commission and the Architectural
Review Board receive $120 per quarter and the Historic Resources Board and Human
Relations Commission receive $75 per quarter. Members of the other two bodies, the
Public Art Commission and the Utilities Advisory Commission, submit receipts for
reimbursement.
9. The use of subcommittees and task forces
ao Advisory bodies in Categories A and B may fred it appropriate to use subcommittees
comprised of members of the advisory body to study particular issues and report back
to the larger body. They may include citizens with relevant expertise on these
subcommittees with the understanding that their service will end with the completion
of the specific task.
CMR:442:96 Page 8 of 12
Advisory bodies in Categories A and B (with the exception of the Human Relations
Commission) shall not have the authority to appoint ongoing task forces or ad hoc
committees. This can only be done by the City Council or City Manager.
When task forces and ad hoc committees are appointed by the City Council, City
Manager or Human Relations Commission, it shall be with the understanding that their
service will end with the completion of the specific charge they were given or by a
specific date.
do In the case of the Human Relations Commission, the Municipal Code states: "The
commission may establish task forces for advisory and investigative purposes. The
commission shall, by majority vote, appoint members of task forces, such task force
members to be approved by the mayor. Members of the commission may be appointed
as members of a task force. " (PAMC, Sec. 2.22.030(d).)
10. Public Information. Advisory bodies shall be cognizant of the public’s interest in their
activities and the importance of sharing information about their work with the public. Advisory
bodies in Categories A and B shall do the following:
a.Staff is responsible for assuring that Brown Act requirements and public noticing
procedures are complied with.
b.Responsibility for responding to, or initiating contacts with, the media will be
established.
c.Opportunities for soliciting public input into the work of the advisory body will be
sought.
11. Evaluation of existing advisory bodies
a. Category A - The City Council shall meet annually with each board and commission.
Category B - The City Manager’s periodic review shall address whether the charge to
the body has been accomplished and if termination should occur or be recommended,
depending upon where responsibility lay for appointing the body.
CMR:442:96 Page 9 of 12
C.Category C - The City Manager’s periodic review shall address whether maintaining
a liaison to the body is still appropriate.
12. Creation of new advisory bodies
ao If an advisory body is appointed by, and reports to the City Manager, it need not be
subject to the provisions of the Brown Act. Whether the open meeting requirements
are important to the conduct of the work of the body should be considered when
determining its appointing and reporting relationships.
b.At the inception, there should be a clear statement of the charge to the body, which
includes:
1) its purpose and authority
2) its duration (permanent or to sunset at a specific time)
3) the expected results
4) its relationship to the appointing party
5) the level of staff support, if any, which it will receive
13. Recognition of advisory bodies
a. Members of advisory bodies in Category A shall be included in the City roster.
b°The appointment of new members to Category A bodies and the formation of new
Category B bodies shall be appropriately announced, by means of Council action, news
release, etc.
The departments which provide support or liaison to advisory bodies shall assure that
public recognition and appreciation are given to members commensurate with their
contributions, accomplishments and length of service.
CMR:442:96 Page 10 of 12
14. The responsibilities of Council liaisons to advisory bodies
Note: Council is requested to define the role appropriate for Council liaisons to advisory
bodies. Possible roles include:
1)Periodically report to his/her colleagues about the work of the body?
2)Keep the advisory body informed about Council’s interests?
3)Advocate to his/her colleagues on behalf of the advisory body?
ALTERNATIVES
The policies proposed in this report attempt to strike a middle ground. Alternatives would
be:
1)to take no action. In the absence of a statement of Council policy, the existing
bodies would continue as is. Complaints of inequities and requests for additional
resources would continue and would not necessarily be addressed. Also, the
Council and the City Manager would have less criteria for justifying the formation
of new, or dissolution of existing, advisory bodies.
2)to apply uniform procedures and guidelines to all advisory bodies. This is not
recommended, as it would ignore the unique character and functions of each body.
A certain measure of flexibility is necessary to assure innovation and also to meet
the differing legal requirements of various bodies. The issue of minutes is an
example of the need for flexible guidelines. Instead, the proposed policies provide
a framework within which all advisory bodies must function.
FISCAL IMPACT
Implementation of the proposed policies would eventually give Council a clearer picture
of the costs associated with advisory bodies. Departments would consciously reflect them
in the Mission Driven Budget. In the short term, costs may increase in order to create
equity and accomplish advisory body tasks which await completion. In the long term,
costs may decrease as bodies which have fmished their work are sunsetted.
CMR:442:96 Page 11 of 12
ENVIRONMENTAL ASSESSMENT
This study is not a project under the California Environmental Quality Act.
STEPS FOLLOWING APPROVAL
As referenced in the Background section of this report, there have been requests put forth
by citizens to create additional advisory bodies. During 1995, there was considerable
interest in the formation of a Library Commission. The alternative of establishing a
broader Community Services Commission was evaluated. However, because of the
overriding issues of resources and staff support required for existing bodies, it was
decided that the adoption of Council policies (including criteria for the formation of new
bodies) needed to occur before a decision about a new commission could be made. After
Council approval (or amendment) of the policies proposed in this report, a next step would
be to apply the criteria for formation of a new advisory body to the Library Commission
proposal.
Furthermore, following Council’s approval of policies governing advisory bodies, staff
proposes the production of a Handbook on Boards, Commissions and other Advisory
Bodies. The handbook will be a resource document for members appointed to these
bodies. It will serve as a useful orientation tool. It will make responsibilities clear to staff
as well as to members of the bodies. As currently envisioned, the handbook will contain
the approved Council policies which are applicable to all bodies and each body’s version
will be supplemented with the information relevant to it specifically.
ATTACHMENTS/EXHIBITS
Survey of City of Palo Alto Advisory Bodies - Summary Data
CC: Chairpersons of Existing Boards, Commissions and other Advisory Bodies
PREPARED BY: Vicci Rudin, Assistant to the City
CITY MANAGER APPROVAL:
FLEMING
Manager
CMR:442:96 Page 12 of 12
SURVEY OF CITY OF PALO ALTO ADVISORY BODIES - SUMMARY DATA
1. Planning Commission Prepare, adopt and make recommendations to the City 1916 Permanent City Council 7 4 yrs 2/month City Council Planning Support No a.!,2,3,$26,616 $26,795 Yes
Council on the Comprehensive Plan and Zoning Ordinance.4,5
Make recommendations to Council regarding land use
policies and specific development applications. (PAMC
19.04.01 O)
2. Architectural Review Board Promote orderly and harmonious development of the City,
enhance the desirability of residence or investment in the
City, encourage the attainment of the most desirable use of
land and improvements,...promote visual
environments...(PAMC 16.48.010)
1973 Permanent City Council 5 3 yrs 2/month Dir. of PL & Comm.Planning Support No b.1,2,3,$23,289 823,446 Yes
Env.4,5,6
3. Historic Resources Board
4. Human Relations Commission
Designate, preserve, protect, enhance and perpetuate those
histodc structures, districts and neighborhoods which
contribute to the cultural and aesthetic heritage of Pale
Alto...(PAMC 16.49.010)
1980 Permanent City Council 7 3 yrs 2/month City Council, PI.Planning Liaison Yes c.2,3,4,$16,635 $16,747 Yes
Comm., ARB, Zoning 5
Administrator
Foster public awareness and understanding of human
relations problems. Address issues of human rights,
discrimination, and other related human services issues.
(PAMC 2.22.050 and 060)
1969 Permanent City Council 7 3 yrs l/month; sub-City Council Community Support Yes d.1,2,4,$12,488 $18,987 Yes
comm. more Services 5,
frequently
5. Public Art Commission Acquire and site permanent works of art, specifically outdoor
sculpture; advise the City in matters pe~aining to the quality,
quantity, scope, and style of art in public places...(PAMC
2.26.030)
1975 Permanent C~ty Council 7 3 yrs l/month City Council Community Support Yes e.2,5,6 $13,000 $42,000 Yes
Services
6. Utilities Advisory Commission Advise the City CouncJI on long-range planning and policy
matters relating to the electric, water and gas utilities.
1991 Permanent CRy Council 5 3 yrs l/month City Council Utilities Support Yes f.1,2,4,$60,000 $50,000 Yes
5
7.Accessibility Standards
Advisory Committee
Act on appeals of the state disabled access regulations
contained in Title 24. (PAMC 16.56.050)
1982 Permanent City Manager 5 None + 3/yr City Manager’s Planning Support No None 2 $250 $200 Yes
specified designee
8.Another Way Committee Discourage aggressive panhandling in Pale Alto and
increase support for homeless services by providing the
community with an effective, visible and convenient way to
help those in need.
1992 Until formation Human Relations 10 None l/month Human Relations Community Support No g.7,8 $3,050 $4,432 No
of its own Commission specified Commission Services
501(c)(3)
nonprofit
organization is
accomplished
9.CDBG Citizens’ Advisory
Committee
Review and make recommendations to staff and City Council
regarding expenditures of federal CDBG funds.
1974 Fed’l program Mayor 9 2 yrs 8/yr Dir. of PI. & Comm.Planning Support No h.2 0 $5,000 Yes
requirement Env.; City Council
10.Child Care Advisory
Committee
Provide input to staff on child care-related policy and funding
recommendations.
1995 Indefinite City Manager’s 10 None l/month City Manager Community Support No i.6 $1,100 $6,105 No
designee specified Services (planned}
11.City/School Traffic Safety
Committee
Serve in an advisory cepacity to City Manager and 1975
Superintendent of Schools on matters related to school traffic
safety.
Permanent Representatives 7 Indefinite l/month City Manager’s Planning Co-chair No g.3 0 $3,300 Yes
from City staff,designee and
PAUSD and PTA support
12.Cubbedey Advisory
Committee
Develop recommendations for future implementation phases
of the Cubberley Master Plan. (Has evolved into advisory
body for ongoing operations.)
1991 Indefinite Director of 15 Indefinite l/month Recreation Community Support Yes k.8 $200 $2,400 No "
Community Superintendent Services
Services
SURVEY OF CITY OF PALO ALTO ADVISORY BODIES - SUMMARY DATA
13.Disability Awareness Task Enhance the quality of life in Palo Alto for persons with 1981 Suspended Human Relations 15 voting;Voting: 3 yrs l/month Human Relations Community Support Yes i.2,5 $1,223 $5,649
Force disabilities, placing an emphasis on community awareness Oct. 1995 for Commission 10 advisory Advisory: 1 yr Commission Services
and advocacy,re-evaluation
Yes
14.Diversity Network Promote understanding and respect for racial, cultural,1992 Indefinite Human Relations 15 Indefinite l/month Human Relations Community Liaison No g.8 $500 $1,524 No
sexual, physical and religious differences and create an Commission Commission Services
environment where all may share access and opportunity to
thrive.
15.Downtown Urban Design Participate in and review the development of goals, scope of 1995 Task Planning Dept.,6 Indefinite Average City Manager’s Planning Liaison No h., j.1,3 Incorporated in ClP
Improvements Steering work, and consultant product related to preparing plans for completion Chamber of l/month designees budget
Committee downtown improvements.Commerce
Yes
16.Family Resource Center Develop a master plan for establishing a Family Resource 1994 Task City Manager 30 Indefinite l/month -City Manager Community Support Yes k.7 $8,500 | $38,732 No
Task Force Center. Develop and implement strategies aimed at pooling completion subcommittees Services
the community’s resources to better serve and support Palo expected Nov.more frequently ($35,000 of this is
Alto’s families.1996 grant funded)
Friends of the Foothills Assist the City in the preservation and interpretation of 1996 Indefinite Self-appointed 15 Indefinite As needed Open Space and Community Support No 7 $500 $1,400 No
Foothills Park.Sciences Division Services
staff
18.Joint Community Relations Provid.e advice and recommendations to the Santa Clara 1987 Permanent 5 appointed by 12 2 yrs l/month SCC Airports Admin.Liaison No g.3,6 $500 $2,000 Yes
Committee for the Palo Alto County Airports Commission and the City of Palo Alto on the Mayor, balance Commission, City Services/City
Airport general subject of aviation issues related to the Palo Alto represent Council Manager
Airport.County, FAA,
and City staff
19.Newsrack Regulation Review alternative means of newsrack regulation and make 1996 Task City Manager 19 Indefinite 5 meetings Senior City Attorney City Attorney Support No h.7 No
Working Grou~suggestions to City Manager and City Attorney for completion specified
consideration in preparation of ordinance.
20.Palo Alto Bicycle Advisory Review and comment on referrals from City staff on all 1971 Permanent City Manager’s 10 None l/month Transportation Planning Support No k.3,7 0 $6,000 No
Committee matters related to bicycling; annually review and prioritize designees specified Division staff, City
TDA Article 3 bicycle project grant proposals.Council
21.Palo Alto Golf Course Provide communications between golf course customers and 1977 Permanent Representatives 8 2 yrs Quarterly Director of Parks and Community Support No k.3,7 $375 $3,500 Yes
Advisory Committee City staff and City Council concerning golf course operations,of clubs and Golf Services
course users
22.Palo Alto Mediation Task Mediate disputes and provide conflict resolution services to 1973 Permanent Human Relations 25 2 yrs l/month Human Relations Community Support No I.2,5 $1,900 $1,983 Yes
Force Palo Alto residents.Commission Commission Services shared
with
PAAIRS
staff
23.Palo Alto War on Waste Assist the City in its solid waste reduction efforts through 1978 Indefinite Serf-appointed 3-5 Indefinite As needed Public Works Public Works Liaison No h.3,8 $30 0 Yes
Committee community education and statewide information sharing.Department staff
24.Palo Alto Youth Council Represent the issues and concerns of youth to municipal 1979 Permanent Human Relations 15 1 yr Weekly Human Relations Community Support No g.2,6,7 $1,300 $5,572 Yes
government.Commission Commission Services
SURVEY OF CITY OF PALO ALTO ADVISORY BODIES - SUMMARY DATA
25.Positive Alternatives for Develop long-term strategy recommendations addressing 1994 Task Representatives 20 Indefinite l/month City Manager’s Police/Chair and No h., k.7 $150 .$7,800 No
Youth Ad Hoc Committee youth violence and gang activity,completion from City,designees, City Community support
schools, and Council Services
community
groups
26.Teen Center Advisory Provide advice regarding programs and activities at the Teen 1995 Indefinite Community 15 1 yr Weekly Recreation Supervisor Community Support No h.2,7 0 $7,449 No
Board Center.Services staff Services
and high school
students’ panel
27.Terman Community Make recommendations on the operation of the Terman 1994 Sunset,Mayor 8 Indefinite Quarterly City Council Community Liaison No g.2 0 $500 No
Advisory Committee Community Center.Sept. 1997 Services
28.Tree Task Force Work with City staff to develop a revised Palo Alto Tree 1993 Sunset Mayor 15 Indefinite As needed City Council Public Works Support No g.7 $1,350 $3,000 No
Management Plan and make recommendations concerning a Dec. 1996
tree protection ordinance and the use of electric utility funds
in support of the tree program.
29.Canopy Work with residents, schools, businesses and City 1996 Permanent Initially by 15 1 yr l/month Board of Directors,Public Works,Liaison No g.7,8 $100,000 (96-97)yes
departments to create and sustain a comprehensive and Council sub-under admin.Planning 62,000 (97-98)thriving forest in Palo Alto.committee umbrella of PCC 39,000 (98-99)
Foundation
30.Council for the Arts Palo Foster the arts in Palo Alto and the midbeninsula area.1965 Indefinite Elected by 15 3 yrs llmonth No reporting Community Liaison
Alto (CAPA)membership relationship to City Services
No g.7
Friends of the Palo Alto Assist the Palo Alto Children’s Theatre and enable the 1970 Permanent Elected by 25 (board)2 yrs l/month Membership Community Liaison No g.7Children’s Theatre children and youth of Palo Alto to participate in those theatre membership Services
activities appropriate to their interests and abilities.
Friends of Palo Alto Junior A ciiizens’ group which will enrich and publicize the program 1934 Permanent Elected by 4 (board)1 yr Quarterly Membership Community Liaison No g.7 $200Museum and Zoo, Inc.and resources of the Palo Alto Junior Museum.membership Services
33.Friends of the Palo Alto Maintain an association of people interested in enriching and 1966 Permanent Elected by 18 (board)
Public Library publicizing the resources of the Palo Alto Public Library and membership 1,418
support library activities in the interest of the community.
34.Neighbors Abroad
35.Palo Alto Committee of Arts
Organizations
36.Palo Alto Cultural Center
Guild
37.
Officers: 1 yr l/month Membership Community
Directors: 2 Services
yrs
Support No g.5,7,8 $1,500
38.
Can3, out Palo Alto’s Sister City program.1963 Permanent Elected by 33 (board)3 yrs l/month Membership, City Community Liaison Yes g.7 $5,000
membership Council Services
Foster the arts in Palo Alto.1994 Indefinite Representatives 15
from arts groups
Encourage and promote the arts and assist in the expansion
of services and facilities of the Palo Alto Cultural Center.
Indefinite Quarterly No reporting Community Liaison No g.7
relationship to City Services
1973 Permanent Elected by 14 (board)3 yrs 6/yr Membership Community Liaison No g.7,8
membership 600 Services
Pa!o Alto Recreation Assist the City in raising funds to promote the social, cultural 1986 Permanent Board of 7 3 yrs l/month Board of Directors Community Support NoFoundationand recreational needs of the greater Palo Alto area.Directors Services
SAFE (Substance Abuse Represent segments of the community, advising on topics of 1990 Permanent Executive Board 19 Indefinite Quarterly No reporting Police/Liaison YesFree Environment)substance abuse and prevention,relationship to City Community
Setices
g.7
g.7
Yes
$1,500 Yes
$6,000 Yes
$5,100 Yes
$1,000 Yes
No
$450 Yes
$1,500 Yes
$1,700 Yes
SURVEY OF CITY OF PALO ALTO ADVISORY BODIES - SUMMARY DATA
FOOTNOTESMinutes. There is wide variety in the manner in which minutes are prepared and the level of detail. See the appropriate footnote for the body.
a.Verbatim minutes. A contract transcriber prepares draft which staff reviews and edits.
b.Verbatim minu~es for major projects; action minutes for all other projects. Contract transcriber prepares draft verbatim minutes which staff reviews and
edits; staff prepares action minutes.
c.Action minutes are handwritten by staff. A board member transcribes minutes which staff reviews and edits and HRB approves.
d.Sense (summary) minutes are taken and transcribed by staff secretary, reviewed and edited by Human Services Administrator.
e.Sense minutes are prepared by staff secretary from recording, reviewed and edited by Director of Arts & Culture.
f.Verbatim minutes are prepared by a contract transcriber;, staff prepares executive summary minutes. Both are reviewed and edited by staff and UAC.
g.Sense minutes are prepared by committee member. None or minimal staff involvemenL
h.Actions are recorded by staff for subsequent incorporation in staff report to Council and/or program implementation.
i.Sense minutes are taken and transcribed by committee member;, staff reviews, edits and distributes minutes.
j.Consultant prepared meeting summary reports.
k.Sense minutes are prepared by staff.
I.Sense minutes are taken by committee members; staff transcribes, edits and distributes.
-~lr~lrPublic outreach. Requirements of the Brown ACt as well as community interest in the issues addressed by the body determine the method and breadth of
public outreach.
1.agenda or advertisement published in newspaper
2.posted agenda
3.mailed notice
4.meeting cablecast on government access channel
5.minutes are published
6.annual report
7.via members
8.miscellaneous publications
Feb. 6, 1996
Rev. Oct. 22, 1996
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