HomeMy WebLinkAboutStaff Report 164-06City of Palo Alto
City Manager’s Report
9
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT: PLANNING &
COMMUNITY ENVIRONMENT
DATE:
SUBJECT:
MARCH 13, 2006 CMR: 164:06
RESTRUCTURING PLAN FOR THE DEPARTMENT OF
PLANNING AND COMMUNITY ENVIRONMENT AND
APPROVAL OF A BUDGET AMENDMENT ORDINANCE
MODIFYING THE TABLE OF ORGANIZATION
RECOMMENDATION
Staff recommends that the City Council adopt the attached Budget
Ordinance (BAO) (Attachment A) to implement a reorganization of
Department of Planning and Community Environment, as follows:
1. Amend the Table of Organization as provided in Attachment A.
2. Adopt aresolution (Attachment C) amending the Compensation
Classified Personnel (SEIU).
3.Adopt aresolution (Attachment D) amending the Compensation
Management and Professional Employees.
Amendment
staff in the
Plan for
Plan for
Staff will return with amendments to the Palo Alto Municipal Code related to the above
changes, and will include the reorganized staff plan in the proposed 2006/07 Budget.
BACKGROUND
Over the past year, the Department of Planning and Community Environment has
experienced attrition among its management staff. The Chief Planning Official resigned
in June 2005, and the Chief Transportation Official resigned in November 2005. The
City Traffic Engineer retired in June 2005, while the Planning Manager leading the
Zoning Ordinance team retired in February 2006. The Chief Building Official recently
announced his retirement effective June 2006. These retirements and resignations
represent nearly 90 years of institutional knowledge.
164:06 page 1 of 10
Executive staff viewed the vacancies as an opportunity to restructure department
operations, improve reporting relationships, and increase policy collaboration and
community outreach. Toward that end, a cross-department committee was formed to
develop a restructuring plan. A summary of the committee’s work is outlined below:
Restructuring Plan
For
Planning & Community Environment Department
1. Goals
a.Develop a more customer-friendly Development Center experience.
b.Enhance management oversight of Department, coordination among
divisions (Planning, Transportation, Building), and policy implementation
by staff.
c.Promote communication and coordination of Planning and Community
Environment and other departments.
d.Develop understandings with Planning and Transportation Commission
and City Council on how they can support staff in focusing on key issues,
juggling multiple priorities, moving projects along, and using staff time in
most cost-effective ways.
e. Continue to increase spans of control within Department where possible.
f. Provide more focus in Planning Department for economic development
initiatives (e.g., retail attraction and retention, auto dealers, visitorship,
support for Downtown and Cal-Ave Districts).
2.Core Team
a.Frank Benest (lead)
b.Steve Emslie
c.Emily Harrison
d.Carl Yeats
e.Russ Carlsen
f.Glenn Roberts
g.Sharon Erickson
h.Don Larkin
i.Nick Marinaro
CMR 164:06 Page 2 of 10
What Problems Are We Trying to "Fix" or Issues That We’d Like To
Address?
go
bo
co
do
eo
f°
go
The multi-department Development Center is perceived and experienced as
customer-unfriendly, rule-bound, and inconsistent in application of
regulations.
There has been community discord over some larger traffic-calming
amtaatxves.
There have been communication and coordination problems between
Transportation Division and Public Works and Infrastructure Team.
Because of community criticism, long-range planning staff tends to be
risk-aversive.
With the Director involved in community projects of all kinds, department-
wide management and oversight is often limited.
There is poor definition of who is "customer" - applicant, neighbors,
Council and/or community at large.
Governance issues
1) At the Planning & Transportation Commission level, there should be
more focus on its core mission as land use advisor to City Council.
This focus would better help staff in completing its priority projects
and make the Commission more effective in its work.
2) At both the Planning and Transportation Commission and City
Council levels, the Commission and Council often expect that staff
analytic work answers any and all questions instead of acting on
less-than-perfect information and thus moving projects along.
3) At the Council level, the Council often is reluctant at times to act in
the face of any criticism and sends the issue or project for more
process.
4)Decisions by Planning and Transportation Commission are not
"decisions" but mere recommendations to City Council which
significantly increases the process and staff work.
Assessment Activities
a. Obtained feedback from members of City Council.
b. Conducted review of Planning Process Audit and progress to date.
c. Reviewed data from focus groups of Development Center customers
d. Reviewed last year’s summary of customer feedback.
e. Reviewed initial plan for establishing Development Center.
f. Obtained feedback from Department staff and staff from other City
departments on nature of problems and ways to respond.
CMR 164:06 Page 3 of !0
5. Specific Strategies
a.Create dedicated Chief Planning Official with technical expertise in land
use and transportation planning who will oversee a combined Planning and
Transportation Division and thus expand Chief Planning Official span of
control. Integrate land use and transportation planning to facilitate better
policy development through closer collaboration among planning and
transportation staff.
b. Eliminate a Planning Manager position and increase span of control for
Advanced Planning Manager.
c. Use Deputy Director to take Development Center to next level, act as
ombudsman for Development Center customers, further streamline permit
processing, conduct focus groups and promote customer feedback, and
develop training and other protocols with new Chief Building Official.
d. Hire new Chief Building Official who will implement new policies and
practices in Development Center oriented to promote customer satisfaction.
e. Reclassify Chief Transportation Official to Transportation Official,
eliminating a transportation project manager.
f. Use Director and Deputy Director to lead inter-departmental teams in
certain Council-priority areas (e.g., Baylands, Charleston/Arastradero
Corridor, E1 Camino Real, Airport).
g. Return to Council with Municipal Code Changes to provide Planning and
Transportation Commission with some decision-making authority in certain
areas.
h. Use Director, Deputy Director and Chief Planning Official to work with
Planning and Transportation Commission in order to clarify Commission
mission, priorities and protocols, and improve agenda planning.
i. Work with City Council and Planning and Transportation Commission to
match level of analysis with need for appropriate level of policy review.
j. Continue to work with City Council so that major projects are not added to
staff workload without adding new resources or approving major delays in
other priorities.
k. Use Deputy Director to better focus Department efforts on economic
development initiatives such as Cal Ave. and auto dealers.
1.Eliminate over time one manager position in Building Division and further
increase span of control.
Impact
Restructuring Plan will:
Increase spans of control in Planning and Transportation division
Provide basis for transforming Development Center so it fulfills its mission
as a customer-friendly and problem-solving operation
CMR 164:06 Page 4 of 10
Improve management oversight and Council policy implementation
Enhance governance
DISCUSSION
The Department of Planning and Community Environment is currently comprised of
three divisions: Planning, Transportation, and Building. Each group is managed by a
division head reporting to the Director. Staff in the Building Division work in the
Development Center. Most Planning and Transportation Division staff share the fifth
floor of City Hall.
Staff proposes to consolidate the three divisions in to two: Building and Planning.
Transportation will become a section of the Planning Division, reporting to the Chief
Planning and Transportation Official. The Deputy Director/Chief Planning Official will
become exclusively a Deputy Director, supporting the Director with oversight of the
entire Department.
With a Chief Planning and Transportation Official providing technical support and
management oversight of the planning process, the Deputy Director can focus on
improving the department’s interaction with the public and its customers at the
Development Center, and on facilitating collaboration between Building, Planning, and
with other departments. This system has the potential to greatly improve the City’s
development review process, since lack of coordination in a complex review process can
be a significant obstacle to timely completion. It also would improve communication
with the public. With a Deputy’s support, the Director will have more time to coordinate
the entire department’s community outreach, with the goal being consistent statements of
policy by all staff members to all residents and applicants, and clear lines of
communication so citizens have an opportunity to give their input and know their
concerns are being heard and acted upon where appropriate.
The proposal will facilitate better policy development through closer collaboration among
planning and transportation professionals. The Chief Planning Official role has been
redesigned to include responsibility for current and advance planning plus the
transportation section. With staff and managers from all three sections reporting to the
Chief Planning and Transportation Official, transportation and traffic issues will be
thoroughly considered in long-range area plans and during application review.
Transportation, both automobile and alternative modes, continues to be a priority, and no
service cuts are proposed. With the aid of a Chief Planning and Transportation Official
and Deputy Director for communication with the public and other agencies, the
Transportation Manager will be able to devote more time to supporting and mentoring
staff members as they proceed with the transportation work plan.
The last component of the restructuring proposal changes two transportation management
positions to line staff positions: an entry-level Planning Technician in the Current
CMR 164:06 Page 5 of 10
Planning section; and a mid-level Associate Engineer in the Transportation section.
These changes provide a career ladder for younger staff, and move resources from
management to customer service.
Specific Position Changes
The following information describes more specifically the staffing, organizational
changes, and annual cost or cost savings, including benefits, associated with each new
position in the recommended restructuring plan. Attachment B depicts a complete
organizational chart, including all proposed changes.
Deputy Director: The proposed Deputy Director’s duties are distributed across
both the building and planning divisions, rather than just the planning division, as
previously discussed. Community relations and enhancing customer service
across divisions are other key components of this position. The Deputy Director’s
role will evolve to that of ombudsman for Development Center customers, using
feedback to develop training and other protocols to streamline processing working
with the new Chief Building Official and Chief Planning and Transportation
Official. There is no change to salary or benefit level, though there is an
associated change in job title and job duties. Cost impact: $0.
Chief Planning and Transportation Official (CPTO): This position is created out
of the vacant Chief Transportation Official position, and will oversee the newly
combined division of current planning, advance planning, and transportation. The
CPTO will provide technical expertise related to land use matters, division staff
supervision, and have primary responsibility for integration of land use and
transportation planning for development projects and long-range planning.
Vesting responsibility for oversight over both areas should promote more
consistent interpretation and information for applicants. Combining the two
divisions into one increases the span of control of this position from 5.5 KI’E in
Transportation to 26.5 FTEs in Planning/Transportation (4 direct reports, 22.5
supervised by three managers). There is no change to salary associated with the
proposed change in job title and duties. Cost Impact: $0.
Transportation Manager: The transportation section will be managed by a newly
created position, Transportation Manager, designed to provide day-to-day
supervision of the transportation staff and work program. Working with planning
staff under the direction of the CPTO, the Transportation Manager will focus on
supporting and mentoring staff members, while integrating transportation
engineering, operations, and planning functions. The Transportation Manager will
also oversee the City’s alternative modes programs, including the shuttle, the
City’s bike network, commute incentives, and impact fees. The new position is
created by converting one of two Transportation Project Mangers to
Transportation Manager. The Transportation Manager will report to the CPTO,
managing 4.5 staff. The previous position of Transportation Project Manager did
CMR 164:06 Page 6 of 10
not directly supervise staff other than contractors and interns. Cost Impact:
$18,253.
Associate Engineer: This position represents conversion of a management
position to non-management. A vacant Transportation Project Manager will be
dropped in order to add an Associate Engineer, tasked with supporting the work
program related to transportation demand management, development review, and
traffic studies. The transportation section currently has Engineers and an
Engineering Technician. Adding an Associate Engineer expands the career ladder
for line staff, while enabling the Transportation Manager to add technical expertise
for projects such as the CharlestordArastradero Study, shuttle management, and
upcoming Comprehensive Plan update. Cost Savings: $20,963.
Engineer: The restructure proposal includes reclassifying a position currently
budgeted as Engineering Technician II to an Engineer. Unlike other portions of
the restructuring proposal, this position is currently filled. The incumbent was
hired as an Associate Engineer and subsequently promoted to Engineer, which was
not reflected in the FY 2005/06 budget. Reclassifying the position via the
restructure correctly budgets for this position. Cost Impact: $46,494.
Planning Technician: The Planning Technician represents the second conversion
of a management position to non-management. In combining the planning and
transportation divisions there is the opportunity to leverage the talent of existing
managers. Converting the recently vacated Planning Manager position to
Planning Technician generates significant salary savings, while increasing
personnel in critical customer service area. The Planning Technician will increase
consistency of application processing with a full-time assignment at the
Development Center. Planners and Senior Planners who rotate shifts at the
counter can reduce counter hours, dedicating more time to complex projects
thereby improving processing time. Staff who previously reported to the Planning
Manager have been reassigned to the Advance Planning Manger, whose span of
control has increased from 6 staff to 10. Cost Savings: $63,130.
Governance
The restructuring plan goes beyond staff changes. The plan developed by the inter-
department committee includes long term operational changes, including in some cases
how staff and appointed/elected officials interact to fully implement the goals of the
restructuring plan. Staff will work with City Council, the Planning and Transportation
Commission, and the City Attorney to further develop the details of the governance
changes recommended in the plan. A retreat for the Planning and Transportation
Commission is tentatively scheduled for spring 2006. Pending the outcome of this
discussion a joint study session with City Council may be appropriate in the summer of
2006 to further discuss recommendations for governance and operational changes. The
CMR 164:06 Page 7 of 10
goal of these discussions will be to implement the changes no later than September 1,
2006 when Council returns from its summer hiatus.
The net impact of the proposed restructuring plan is multi-faceted. The proposal will
facilitate better policy development through closer collaboration among planning and
transportation professionals. The Chief Planning and Transportation Official role has
been redesigned to include responsibility for current and advance planning plus the
transportation section, which increases span of control. With staff and managers from all
three sections reporting to the Chief Planning Official, transportation and traffic issues
will be thoroughly considered in long-range area plans and during application review.
The plan provides the basis for transforming service levels at the Development Center, so
it can fulfill its mission as a customer-friendly and problem solving operation. The first
step to achieving this is through integrated oversight and improved community outreach
via the Deputy Director. The second is through governance and operational changes
which will streamline regulatory processes for applicants while ensuring there is
sufficient policy review for decision makers.
The restructuring plan does not include a change in total FTEs, though two management
positions are converted to line staff. Staff evaluated each position thoroughly to
determine if further cuts could be made in order to reduce ongoing costs. Several factors
precluded making further staff reductions at this time. These factors include significant
staff time focused on project assignments and future opportunities for improvements.
Projects assignments beyond routine permit processing and traffic operations include
¯Concluding theZoning Ordinance Update
¯Continued process reform and streamlining
¯Beginning the Comprehensive Plan Update (more information will be transmitted
to Council in April 2006) including addressing advance planning concerns for the
East Meadow and Bayshore industrial areas
¯Feasibility evaluation of proposed Municipal Services Center relocation and auto
dealer preservation
¯Economic development
¯Police building project
¯Edgewood redevelopment
¯Baylands Master Plan update
¯Charleston/Arastradero Trial implementation
Staff, however, is sensitive to the economic pressures faced by the City, and the need to
balance project assignments with rising staff costs. Further retirements and vacancies are
anticipated in the Building Division over the next six to eighteen months. The
restructuring plan has yet to address this Division, pending significant vacancies. A
restructure plan will be devised for this division by the 2007-09 Budget. Upon the Chief
Building Official’s retirement, staff is considering hiring an interim rather than a
CMR 164:06 Page 8 of 10
permanent replacement. This will enable staff to develop a restructuring and succession
plan based on some experience with the new integrated Planning/Transportation
Division, and to include any new vacancies which may occur.
Implementation
With adoption of proposed amendments to the Management and Compensation Plan
(attachment D) the new position of Transportation Official and Chief Planning Official
can be filled immediately. Recruitment for the positions of Associate Engineer and
Planning Technician would begin as soon as possible, to bring staff levels back up to the
fully approved level. Recruitment and interviews for Deputy Director concluded in
January 2006, however a hiring decision was delayed until Council direction on the
reorganization plan.
The City Attorney has advised staff that amendments to the Palo Alto Municipal Code
will need to follow adoption of the organizational changes proposed herein. For instance,
Section 2.08.220 of the Administrative Code specifies three divisions in the department
of Planning and Community Environment: planning; inspectional services; and
transportation. If the organizational changes are approved by Council, staff will return
with proposed amendments to various sections of the Municipal Code to reflect the new
organizational structure and job titles.
RESOURCE IMPACT
Ongoing General Fund salary and benefits savings in FY2006-07 are anticipated to be
approximately $18,896. This follows ongoing cost reductions of $177,532 already
adopted in the FY 2005-06 budget, for a total reduction of $196,428 ($18,896 +
$177,532). $18,896 savings will be reflected in the 2006-07 Budget, in addition to the
$177,532 already adopted.
ENVIRONMENTAL REVIEW
The recommended action is not subject to environmental review under the California
Environmental Quality Act (CEQA).
POLICY IMPLICATIONS
This report is consistent with current City policies.
CMR 164:06 Page 9 of 10
ATTACHMENTS
Attachment A:
Attachment B:
Attachment C:
Attachment D:
Budget Amendment Ordinance
Exhibit A Changes to the 2005-06 Table of Organization
Organization Charts
Resolution of the Council of the City of Palo Alto Amending the
Compensation Plan for Classified Personnel (SEIU) Adopted by
Resolution No. 8452, By Changing an Employee Classification
Exhibit A 2005-06 Budget SEIU Compensation Plan Changes
Resolution of the Council of the City of Palo Alto Amending the
Compensation Plan for Management and Professional Personnel and
Council Appointees Adopted by Resolution No. 8554 to Add one new
Classification and to Change One Classification
Exhibit A 2005-06 Budget Management/Professional Compensation
Plan Changes
DEPARTMENT HEAD:
CITY MANAGER APPROVAL:
Steve ;lie
Director, Planning & Community Environment
Assistant City Manager
CMR 164:06 Page 10 of 10
Attachment A
ORDINANCE NO.
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE BUDGET FOR FISCAL YEAR 2005-06 FOR
REORGANIZATION OF THE DEPARTMENT OF PLANNING AND
COMMUNITY ENVIRONMENT, INCLUDING CHANGES TO THE TABLE OF
ORGANIZATION
The Council of the City of Palo Alto does ORDAIN as
follows:
SECTION i. The City Council of the City of Palo Alto
finds and determines as follows:
A. Pursuant to the provisions of Section 12 of Article III of
the Charter of the City of Palo Alto, the Counci! on June 20, 2005
did adopt a budget, including a table of organization for fiscal
year 2005-06; and
B. The 2005-06 adopted budget includes a table of organization
describing the staffing for each department of the City including
the Planning and Community Environment Department; and
C. Retirements and vacancies among the management staff of the
Planning and Community Environment Department has created an
opportunity to implement staffing adjustments that will restructure
department operations, improve reporting relationships, and expand
the supervisory span of contro! as recommended in the Auditor’s 2004
report; and
D. The staffing adjustments are shown on Exhibit A to this
ordinance and will: reclassify 1.0 Full Time Equivalent (FTE)
Transportation Projects Manager to Transportation Manager;
reclassify i.0 FTE Engineering Technician II to Engineer;eliminate
1.0 FTE Transportation Projects Manager; add 1.0 FTE Associate
Engineer; reclassify 1.0 FTE Chief Transportation Official to Chief
Planning and Transportation Official; eliminate 1.0 FTE Manager,
Planning; add 1.0 FTE Building/Planning Technician; eliminate 1.0
FTE Deputy Director, PCE/Chief Planning Official; and add 1.0 FTE
Deputy Director, PCE; and
E. The budget, including the table of organization must be
amended to make and fund the staffing adjustments; and
F. City Council authorization is needed to amend the 2005-06
budget as hereinafter set forth.
SECTION 2. The Table of Organization is hereby amended to
reflect the changes shown in Exhibit A, which is attached hereto and
incorporated herein by reference.
SECTION 3. As specified in Section 2.28.080(a) of the Palo Alto
Municipal Code, a two-thirds vote of the City Council is required to
adopt this ordinance.
SECTION 4. The Council of the City of Palo Alto hereby finds
that this is not a project under the California Environmental
Quality Act and, therefore, no environmenta! impact assessment is
necessary.
SECTION 5. As provided in Section 2.04.330 of the Palo Alto
Municipal Code, this ordinance shal! become effective upon adoption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST:APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:City Manager
City Attorney
Director of Planning
Community Environment
and
Director of
Services
Administrative
Exhibit A
2005-06 Table of Organization
2003-04 2004-05 2005-06 2005-06 2005-06
Adjusted Adjusted Adopted Budget Adjusted
Budget Budget Budget Change Budget
GENERAL FUND
Planning and Community Environment
Administrative Assistant 1.00 1.00 1.00
Administrator, Planning & Comm. Env.1.00 1.00 1.00
Assistant Building Official 1.00 1.00 1.00
Associate Engineer (3)0.00 0.00 0.00
Building Inspector 4.00 4.00 4.00
Building Inspector Specialist 3.00 3.00 3.00
Building/Planning Technician (5)3.00 3.00 3.00
Chief Building Official 1.00 1.00 1.00
Chief Planning and Transportation Offic!al (4)1.00 1.00 0.00
Chief Transportation Official (4)1.00 1.00 1.00
City Traffic Engineer 1.00 1.00 0.00
Code Enforcement Officer 2.00 2.00 2.00
Coordinator, Transp. Systeln Mgmt.1.00 1.00 0.50
Deputy’ Director, PCE (6)0.00 0.00 0.00
Deputy’ Director. PCE/Chief Planning Official (6)0.00 0.00 1.00
Director. Planning and Comm. Env.1.00 1.00 1.00
Engineer (2)2.00 2.00 1.00
Engineering Technician II (2)1.00 1.00 2.00
Executive SecretarT 1.00 1.00 1.00
Manager, Planning (5)3.00 3.00 3.00
Managing A,’borist 1.00 1.00 1.00
Office Specialist 3.00 2.00 2.00
Planner 7.00 7.00 7.00
Plan Checking Engineer 3.00 4.00 3.00
Senior Planner 6.00 6.00 6.00
Staff Secretary’4.80 4.80 4.80
Supe,-visor, Building Inspection 1.00 1.00 1.00
Transportation Projects Manager (1) (3)1.00 1.00 2.00
Transportation Manager (1)0.00 0.00 0.00
Total Planning and Community Environment
0.00 1.00
0.00 1.00
0.00 1.00
1.00 1.00
0.00 4.00
0.00 3.00
1.00 4.00
0.00 1.00
1.00 1.00
- 1.00 0.00
0.00 0.00
0.00 2.00
0.00 0.50
1.00 1.00
- 1.00 0.00
0.00 1.00
1.00 2.00
-1.00 1.00
0.00 1.00
-1.00 2.00
0.00 1.00
0.00 2.00
0.00 7.00
0.00 3.00
0.00 6.00
0.00 4.80
0.00 1.00
-2.0O 0.00
1.00 1.00
54.80 54.80 53.30 0.00 53.30
Footnotes:
(1) Reclassification of 1.0 FTE Transportation Prqiects Manager to Transportation Manager.
(2) Reclassification of 1.0 FTE Engineering Technician II to Engineer.
(3) Drop 1.0 FTE Transportation Projects Manager and Add 1.0 FTE Associate Engineer.
(4) Reclassification of 1.0 FTE Chief Transportation Official to Chief Planning and Transportation Official.
(5) Drop 1.0 FTE Manager, Planning and Add 1.0 FTE Building~lanning Technician.
(6) Drop 1.0 FTE Deputy’ Director, PCE/Chief Planning Official and Add t.0 FTE Deputy’ Director, PCE.
1 of 1
Current
Attachment B Organization Charts
Proposed
ending future retirements, one management position may be
reclassified to reduce managers from three to two in this
division.
* * NOT YET
Attachment C
APPROVED **
follows:
RESOLUTION NO.
RESOLUTION OF THE COUNCIL OF THE CITY OF PALO
ALTO AMENDING THE COMPENSATION PLAN FOR
CLASSIFIED PERSONNEL (SEIU) ADOPTED BY
RESOLUTION NO. 8452, BY CHANGING
AN EMPLOYEE CLASSIFICATION
The Council of the City of Palo Alto does RESOLVE as
SECTION i. Pursuant to the provisions of Section 12 of
Article III of the Charter of the City of Palo Alto, the
Compensation Plan for Classified Personnel (SEIU), adopted by
Resolution 8452, is hereby amended by changing an employee
classification, as set forth in Exhibit "A", attached hereto and
incorporated herein by reference, effective July i-, 2005.
SECTION 2. The Director of Administrative Services is
authorized to implement the amended compensation plan as set
forth in Section i.
SECTION 3. The Council finds that this is not a project
under the California Environmental Quality Act and, therefore,
no environmental impact assessment is necessary.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
City Clerk
APPROVED AS TO FORM:
Mayor
APPROVED:
Deputy City Attorney City Manager
Director of Administrative
Services
Director of Human Resources
060131 sm 8260218
2005-06 Budget SEIU Compensation Plan Changes
Planning & Community Environment
Job., ..Classification Title
332 Engineer
.....(Reclass from Eng Tech II)
¯ Step .-Top Step¯Monthly-
5 I $7566
ApproX.
Annual.
$90,794
Hourly.
C:kDocuments and SettingskslavellkLocal Settkngs\Temporary l.ntemet Files\OLKAS~EXHIBIT A 05_06PLANNNG BOA (2).doc
** NOT YET
Attachment D
APPROVED **
RESOLUTION NO.
RESOLUTION OF THE COUNCIL OF THE CITY OF PAL0
ALTO AM~ING THE COMPENSATION PLAN FOR
MANAGEMENT AND PROFESSIONAL PERSONNEL AND
COUNCIL APPOINTEES ADOPTED BY RESOLUTION NO.
8554 TO ADD TWO NEW CLASSIFICATIONS AND TO
CHANGE ONE CLASSIFICATION
The Council of the City of Palo Alto does RESOLVE as
follows:
SECTION 1. Pursuant to the provisions of Section 12 of
Article III of the Charter of the City of Palo Alto, the
Management Compensation Plan, adopted by Resolution No. 8554, is
hereby amended to add two new classifications and to change one
classification, as set forth in Exhibit "A", attached hereto and
incorporated herein by reference, effective July i, 2005.
SECTION 2. The Director of Administrative Services is
authorized to implement the amended compensation plan as set
forth in Section i.
SECTION 3. The Council finds that this is not a project
under the California Environmental Quality Act and, therefore,
no environmental impact assessment is necessary.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
City Clerk
APPROVED AS TO FORM:
Mayor
APPROVED:
Deputy City Attorney City Manager
Director of Administrative
Services
Director of Human Resources
060309 sm 8260217
Job
Code
TBD
TBD
TBD
EXHIBIT A
2005-06 Budget Management/Professional Compensation Plan Changes
Planning & Community Environment
Classification Title
Transportation Manager
(New Classification)
Chief Planning & Transportation
Official
(New Classification)
Deputy Director PCE/Chief
Planning Official to Deputy
Director, PCE (Planning &
Community Environment)
(Add/Drop)
Grade
Code
31
27
25
Control
Point
$9,019
$9,981
$10,499
Approx.
Annual
$108,222
$119,766
$125,986
Hourly
$52.03
$57.58
$60.57
CADocuments and Settingskklee\Local Settings\Temporary lmernet Files\OLK71kEXHIBIT A 05_06PLANNNG BOA3 (3) (2).doc