HomeMy WebLinkAboutStaff Report 2607-65852.Special Presentation and Discussion on Partnering Norms for Staff and Commissioners
Effectiveness. CEQA – Not a Project (DISCUSSION: 6:30PM – 7:00PM) Staff Presentation
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Utilities Advisory Commission
Staff Report
From: Ed Shikada, City Manager
Lead Department: City Manager’s Office
Meeting Date: September 2, 2026
Report #: 2607-6585
TITLE
Special Presentation and Discussion on Partnering Norms for Staff and Commissioners
Effectiveness. CEQA – Not a Project
RECOMMENDATION
Discuss partnering norms for staff and Commissioners effectiveness.
BACKGROUND
Citywide, the Boards, Commissions, and Committees (BCC) Handbook1 provides comprehensive
guidance for the operation of the City’s BCCs. City departments that provide staff to BCCs
periodically discuss opportunities to enhance effectiveness in providing support to the work
and BCCs, and one recently identified area for exploration is establishment of norms for
interactions between BCCs and staff. This report and Commission discussion are intended to
support ongoing alignment between Commissioners and staff to advance the work of the City.
In addition to addressing issues of importance to the Palo Alto community, the City’s Boards
and Commissions provide an important role in staff development as well as the development of
community volunteers and leaders. As such it is important that all participants receive an
environment that is welcoming and conducive to professional and personal development while
also effectively and efficiently conducting the work entrusted to each body.
On an ongoing basis, staff work with individual commissioners on concerns with staff
interactions as they arise. This report and discussion represent an effort to proactively address
issues before they become concerns, for the benefit of all. The UAC is the fourth commission to
hold this discussion over the past year.
1 City Boards, Commissions, and Committees Handbook;
https://www.paloalto.gov/files/assets/public/v/4/cityclerk/board-and-commission-handbook.pdf
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ANALYSIS
Recognizing the broad range of topic areas and procedures involved with the City’s advisory
bodies, staff is not recommending that each Commission adopt of a uniform set of norms. At
the same time, in order to provide a starting point for each discussion, staff has developed an
initial set of topic areas for discussion provided in Attachment A.
The attachment is simply provided as a starting point, with the expectation that Commissioners
may have differing views on the topic areas as well as additional topic areas to discuss. The
points provided may also serve as a reference if/when issues arise in the future.
Depending on the Commission’s interest level, next steps could vary. This could simply be a
one-time discussion, not requiring any follow-up. Otherwise, it could be included as a topic for
further discussion at a future Commission meeting such as an annual work-planning session.
Other follow-up may also be appropriate. In any case, staff appreciate the opportunity to
discuss this important issue with the Commission.
When reviewing these and normalizing activity for a commission, it is helpful to review
foundational direction on roles as well as acknowledge some inherent tensions that can arise in
fulfilling the roles of commissioners and staff.
The UAC is established by the City of Palo Alto Municipal Code Chapter 2.23. with the Purposes
and Duties outlined in PAMC 2.23.050
(a) The purpose of the utilities advisory commission shall be to advise the city council on
present and prospective long-range planning and policy and major program and project
matters relating to the electric utility, gas utility, water utility, wastewater collection
utility, fiber optics utility and recycled water matters, excluding daily operations.
UAC recommendations are typically advanced to the City Council Finance Committee (or
potentially the Policy & Services Committee), which then makes recommendations to the full
City Council for approval or direction on policy and program decisions impacting the Utility
Department.
Inherent in the design of this governmental decision-making structure are principles such as
transparency, opportunities for community engagement, and checks and balances. This can
lead to tensions such as:
- Individual topics of interest versus priorities for the Commission as a whole
- Ability to address issues of the day versus public noticing (Brown Act) requirements
- Engaging on emerging issues versus accountability for completing a workplan
- Governance versus management
- Resource allocation to progress reporting versus making progress
- Time management
These tensions are systemic and balancing competing interests requires prioritizing
collaborative governance. This item is intended to support discussion of commission norms that
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balance competing priorities and maintain the alignment necessary to advance the services
established by the City Council as priorities for the Palo Alto community.
FISCAL/RESOURCE IMPACT
ATTACHMENTS
AUTHOR/TITLE:
September 2, 2026 www.PaloAlto.gov
PARTNERING NORMS
FOR COMMISSION/
STAFF EFFECTIVENESS
Utilities Advisory Commission
Context for Discussion of Norms
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•The City’s Board, Commissions, and Committees (BCC) Handbook
provides overall guidance on the operations of Commissions
•As Commissions also provide a developmental role, staff have
raised an interest in reviewing opportunities to enhance
effectiveness
•Staff-generated norms reflect a conversation starter, recognizing
each Commission has unique circumstances
• If useful, staff would periodically bring this topic back for
discussion (possibly annually)
September 2, 2026
Balancing Competing Interests
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Governmental decision-making structure values principles such as transparency, opportunities
for community engagement, and checks and balances. This can lead to tensions that are
systemic and balance competing interests:
•Individual topics of interest versus priorities for the Commission as a whole
•Ability to address issues of the day versus public noticing (Brown Act) requirements
•Engaging on emerging issues versus accountability for completing a workplan
•Governance versus management
•Resource allocation to progress reporting versus making progress
•Time management These tensions requires prioritizing collaborative governance.
September 2, 2026
City Staff Generated Norms
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1.Commission Scope
2.Clarity on Commission Role
3.Professional and Respectful
Conduct and Communication
4.Time Management
5.Staff Presentations
6.Transparency and Legal
Compliance
7.Feedback on Staff Work
8.Upholding City Values and Public
Trust
September 2, 2026
Ed Shikada, City Manager
ed.shikada@paloalto.gov