HomeMy WebLinkAbout1998-03-17 City Council (6)City of Palo Alto
City Manager’s Report
TO:HONOI~BLE CITY COUNCIL
ATTENTION:
FROM:
FINANCE COMMITTEE
CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
DATE:MARCH 17, 1998 CMR:168:98
SUBJECT:1997-98 MIDYEAR PROGRESS REPORT ON KEY PLANS AND
IMPACT MEASURES
REOUEST
Periodic performance reporting to the Council by City departments is an integral part of
Mission Driven Budgeting (MDB). The status of key plans and impact measures is reported
to Council at midyear and at the close of the fiscal year.
City departments have submitted reports on the status of their key plans and impact measures
for the first six months of 1997-98. Progress is reported for all key plans. Impact measures
are only reported on an exception basis. Exceptions consist of: a variance of 20 percent in
the projected year end result for an impact measure; or a variance of 20 percent based on the
first six months of the fiscal year. In addition, an impact measure would be reported if there
is significant information about which the Council should be informed.
The majority of the key plans for 1997-98 are under way or are expected to be accomplished
in 1997-98. Some key plans have experienced delays due to a shift in departmental
priorities. Reprioritization is often required as a result of Council actions.
City staff has been doing a comprehensive quality control evaluation of impact measures and,
in the 1998-99 Proposed Budget, will include some changes to impact measures to try and
improve clarity and provide more meaningful information.
CMR:168:98 Page 1 of 2
PREPARED BY: Robin Spencer, Staff Accountant ’
APPROVED BY:
CITY MANAGER APPROVAL:
CC:n/a
Melis~a Cavallo
Acting Director
Administrative Services
CMR:168:98 Page 2 of 2
Status report from the City Attorney’s office not received.
FUNCTIONAL AREA: INTERNAL AUDITS AND REVIEWS
KEY PLANS
1. Utilize the Internet to more fully describe
audit services provided.
2. Work with departments in developing control
assessment programs.
3. Coordinate a peer review of the City
Auditor’s Office.
PROGRESS
1. Currently examining other, web sites for
government audit functions for reference in
how to design the appearance and content of
our web page.
2. Completed a control assessment
questionnaire for the City’s record
management program.
3. In progress. Completion date uncertain.
4. Issue a report to Council reflecting the status
of all audit recommendations. The City
Manager will complete the current status section
of this report.
4. Completed, pending receipt of City
Manager’s response.
5. Utilize programs and activities described in
the City’s Mission Driven Budget in completing
a risk assessment model to be used as a tool for
identifying potential areas for audit.
5. Completed, pending receipt of information
regarding financial results.
Major Activity: Annual External Audit
IMPACT MEASURES
1.To complete 100 percent of the audit
assignments as reflected on the Audit
Plan.
1996-97
ACTUALS
100%
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
100%n/a 80%
1. Continuation of vacancies prevented us from achieving this goal.
FUNCTIONAL AREA:.PROFESSIONAL ASSISTANCE AND SERVICES
KEY PLANS
1. Develop and issue a Request for Proposal
(RFP) for external audit services.
PROGRESS
1. In progress. Draft RFP has been
completed and will be issued to prospective
firms on Feb .ruary 23, 1998.
Major Activity: Annual External Audit
IMPACT MEASURES
2. Perform a post audit survey of Cit~
/management and staff to evaluat~
/performance of audit firm.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
0 Yes n/a
2. Not applicable: this will be goingout to bid. City management and staff will be part of the
selection team.
4
FUNCTIONAL AREA: PUBL~ ~,; INFORMATION
KEY PLANS
1. Develop a contingency plan for local cable
programming.
PROGRESS
1. Fifty percent complete.
2. Display the results of the November 4,
1997,, General Municipal Election on television
and via the Internet.
2. Complete.
Major Activity: Public Outreach
IMPACT MEASURES
4, Cablecast a minimum of 12 hours o~n/a
new programming per month on th~
cable government channel. (revised) [
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
12 19.5
4. Informational/promotional videos from the U.S.G.S., the Utilities Department, and the Missing
Children’s organization resulted in higher new programming hours.
FUNCTIONAL AREA: COUNCIL SUPPORT SERVICES’
Major Activity: Board/Commission Recruitment
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Ensure vacancies on a
Board/Commission have at least 2
applicants. (Revised)
Increase the total number of Boards and
Commissions applicants by 10 (revised
from 15) percent.
2
17%
-2
10
4.5
0%
5
10%
5
1. Advertising and recruiting efforts have resulted in increased interest from the community to apply
for boards and commissions.
2. The majority of recruitments will occur during the 2nd half of the fiscal year.
Major Activity: Council Events
IMPACT MEASURES
Coordinate 5 Council events per year,
e.g., annual Council reorganization,
annual meeting with legislators, sistei
city functions, retreats, State of the City,
and Town Hall meetings.
1997-98 SlX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
5 0
1. These activities will occur during the 2nd half of the fiscal year.
Major Activity: Council Committee Meetings/Minutes
IMPACT MEASURES
1996-97 1997-98
ACTUALS , ADOPTED
Transcribe Council Standing Committee
minutes within 10 days of the meeting.
(new)
Finalize Council minutes in 8 Weeks ot
the meeting. (revised)
n/a 10
8
1997-98 SiX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
15
5.8
10
~8
1. Due to additional Council meetings in the P’ quarter, the contract secretary transcribed Council
meeting minutes which impacted the turnaround time.
2. A reallocation of staff and contract secretary transcr.iption resulted in a faster turnaround time for
Council meeting minutes.
6
FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST
KEY PLANS PROGRESS
1. Conduct the November 4, 1997, General
Municipal Election.
1. Complete. The General Municipal and
Special Elections of November 4, 1997,
were held. Five four-year seats and one two-
year seat were filled and an initiative and
Council measure were voted upon.
2. Implement and monitor changes to Conflict
of Interest/Campaign Disclosure as a result of
Proposition 208, including, but not limited to,
monitoring the period in which campaign funds
may be received.
2. Complete. Currently, Proposition 208 has
been suspended, with respect to
implementation.
Major Activity: Conflict of Interest Code
IMPACT MEASURES
1.Ensure that 95 percent of the economic
interest filings by designated
employees, including elected an~
appointed officials, be filed by the
official deadlines.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
95%95%5O%85%
1. The high percentage of staff turnover and difficulty in obtaining Leaving Office Statements from
existing employees resulted in a large number oflate filings.
Major Activity: Elections
IMPACT MEASURES
3. Increase the number of absentee voter~
by 1 percent at all municipal elections.I
1996-97 1997-98
ACTUALS ADOPTED
n/a 1%
1997-98 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
I
7
3. Absentee ballot applications were made available to every resident through the Palo Alto Weekly.
Council candidates, opponents, and proponents of measures were encouraged to participate in the
absentee ballot process, thus increasing over expectations.
FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT
KEY PLANS
1. Test the Records and Information Management
(RIM) Program Disaster Recovery Plan. This will
require significant participation by Department
Records Coordinators whose records are stored in
the Records Center. Due to the potential impact to
City departments, this project may be done in
stages.
PROGRESS
1. Delayed due to unanticipated priority
changes by other departments.
2. Where necessary, reclassify all records in the
City Clerk’s system filed and indexed as
miscellaneous documents.
2.Thirty-five percent complete.
Completion expected in second half of
fiscal year.
3. Review the retention
1995.
schedules approved in 3. Twenty-five percent completed..
Anticipated completion in second half of
fiscal year and is dependent upon
participation of other depa~ments.
Major Activity: Citywide Records Management
IMPACT MEASURES
1. Ensure request for access to the Record~
Center be filled by 5 p.m. the followin~
business day. (new) |
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a 16 hours 1 3
1. Average time to f!ll request for accessing records in the Records Center has been 1 hour. Staff
strives to be responsive and customer service oriented
Major Activity: Clerk Record Management
IMPACT MEASURES
3. Provide for an internal assessment to
determine whether accurat~
classification and .indexing method.,
have been applied to 10 percent of th~
records that were filed in the Cit~
Clerk’s Office prior to January 1995.
(new)
1997-98 SIX 1997-98
,1996-97 1997-98 ~MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n]a 10%5%10%
3. A change in procedure io quality check incoming contracts shifted the time allocated for this
measure.
Major Activity: Palo Alto Municipal Code
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.Transmit newly adopted ordinances
electronically to publisher for
codification within two business days
after receipt of ordinance from the City
Attorney. (new)
2
1.. Ability to transmit ordinances electronically has enabled staff to do this in one day.
2
9
FUNCTIONAL AREA: CITY MANAGEMENT
KEY PLANS
1. Continue the implementation of the changes
approved in the citywide Organizational
Review.
PROGRESS
1. Staff continues to implement recom-
mendations.
2. Manage Utility Department implementation
of the selected telecommunications strategy .
and strategies to respond to deregulation.
3. Develop, a plan for implementing the
recommendations contained in the Utilities
organizational review.
2. Council adopted the Telecommunication
Policy in November 1997,
3. Implementation plan has been developed
and the progress reported to the City
Council.
Major Activity: Interdepartmental Coordination
IMPACT MEASURES
1996-1997
ACTUALS
1997-1998 SIX 1997-1998
1997-1998 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Assure that City departments have
access to current relevant Policy and
Procedures Manual and other
citywide procedural guidelines as
needed, but no less frequently than
twice a year.
2 2 2 4
3. The Policy and Procedures Manual has been updated to the City wide network, As policies
change they are updated immediately.
10
FUNCTIONAL AREA: CITY COUNCIL RELATIONS
KEY PLANS
1. Oversee programs throughout the City
organization to assure successful progress on
the Council’s three priorities for 1997-98: the
Infrastructure Plan, Traffic Management and
Safety, and Revitalization of Neighborhood
Business Districts.
2. Following adoption of the Comprehensive
Plan, implement a strategy for assuring that
the Plan’s goals, policies and programs are
instilled into the entire City organization.
PROGRESS
1. Regarding Traffic Management and
Safety, a speed survey has been conducted
and its findings will be presented to the
Council in the Spring of 1998. Other efforts
to manage traffic, such as motorcycle traffic
enforcement and neighborhood traffic
officers and speed watch programs, have
continued. Regarding the Revitalization of
Neighborhood Business Districts, a Longs
Drug Store has been approved in the
Midtown neighborhood and other
development projects ~e being reviewed.
2. The Comprehensive Plan is scheduled for
final adoption in the Fall of 1998.
Major Activity: Council & City Manager Interaction
IMPACT MEASURES
]1.
Respond to Council Member calls an.1
inquiries within 8 hours. (revised).
1996-1997
ACTUALS
1997-1998 SIX 1997-1998
1997-1998 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
n/a 8
1. It has been possible to make at least an initial response to the majority of Council calls
immediately, thus reducing the average response time.
11
Major Activity: Council Agendas and Meetings
IMPACT MEASURES
1996-1997
ACTUALS
1997-1998
ADOPTED
Develop City Council agendas that result
in an average meeting time of four hours
(revised)
4
1997-1998 SIX
MONTH
ACTUALS
1997-1998
ESTIMATED
ACTUALS
1. Through careful meeting scheduling, average Council meeting duration has been lower than
target.
FUNCTIONAL AREA: COMMUNITY/INTERGOV. RELATIONS
KEY PLANS
1. Continue to work with the school district
to identify opportunities, such as the Building
for Excellence program, where cooperation
could result in more efficient or effective,
provision of services.
PROGRESS
1. A Citywide School Commute Safety
Study was developed and will be brought to
the Council in April 1998 after community
input is obtained.
2. Coordinate the successful introduction and
enactment of one item of legislation of
specific importance to Palo Alto.
2. Staff worked with Senator Byron Sher to
introduce SB682 to provide 60 days notice
to tenants facing a rent increase. Unfor-
tunately, this legislation was vetoed by the
Governor in October 1997.
Major Activity: Public Relations
IMPACT MEASURES
1.Provide information to the media or~
City programs and activities on
monthly basis."
1997-1998 SIX 1997-1998
1996-1997 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
16 12 27 4O
1. Implementation of the City Manager’s Office Public Information function has encouraged an
increase in press releases.
12
FUNCTIONAL AREA: ECONOMIC RESOURCES
KEY PLANS
1. Act as a liaison to the Midtown residents
on theMidtown revitalization process:
PROGRESS
1. As part of the Comprehensive Plan
review process, staff informed the Council
that proactive efforts by staff in this area
would be discontinued.
2. Conduct six meetings for commercial
property owners, tenants, and other
interested parties to identify individual
needs, retail gaps, and impediments to
economic health.
2. Due to staffing vacancies, no progress
has been made on this key plan. It is not
anticipated that staffing will be in place
until fiscal year 1998-99.
3. Work with the Plarming Department to
develop a plan for assessing commercial
redevelopment options for south E1 Camino.
3. Due to staffing vacancies, no progress
has been made on this key plan.
¯4. Support as appropriate the Planning
Department’s area wide planning processes.
4. Due to staffing vacancies, limited
progress has been made on this key plan.
Major Activity: Process Facilitation
IMPACT MEASURES
1996-1997
ACTUALS
1997-1998 SIX 1997-1998
1997-1998 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
1.Respond to all business with questions
concerning City processes, and provide
guidance for not less than 20
new/existing businesses .requiring in-
depth assistance with City processes.
(revised)
21 20 n/a n/a
1. Staff vacancy prevented achievement of this impact measure.
13
FUNCTIONAL AREA: FINANCIAL SUPPORT SERVICES
KEY PLANS
1. Pursue implementation of Automatic
Payment System (APS) for customer direct
transfer of payments for utilities and other City
services.
PROGRESS
1. Delayed until the Utilities Customer
Information System is implemented.
2. Solicit and select a vendor to automate
timekeeping tO support time tracking under
Mission Driven Budgeting (MDB).
3. Automate the preparation of the
Comprehensive Annual Financial Report.
4. Evaluate the availability and applicability of
new Window based IFAS modules and modify
the City’s financial system to improve its user
friendliness.
2. Delayed until technical infrastructure is
upgraded to support client-server
technology.
3. Partial automation completed in 1997.
Full automation on hold pending reporting
changes proposed by the Government
Accounting Standards Board.
4. Modification of purchasing ’module
underway and evaluation of Windows
based IFAS modules in progress.
5. Participate in the evaluation and development
of specifications for a job’costing system for the
City’s utilities.
5. Specifications under development.
6. Consolidate the purchasing section at a single
location to facilitate communication anal
improve effectiveness within the group.
7. Review, identify and begin imPlementation of
recommendations of the Steering Committee for
the Purchasing Process that will provide more
efficient and effective processing of customer
requests, and more control and accountability in
the procurement process.
6. Interim solution completed in 1997.
Consolidation plan pending completion of
Citywide space needs study.
7. In process, expect completion by
December 1998.
14
KEY PLANS
8. Continue the training of contracting and
customer staff in the re-engineered purchasing
process and procedures completed in 1996-97.
PROGRESS
8. Developing the curriculum for the new
training process.
Major Activity: Accounting Services
IMPACT MEASURES
Achieve an average satisfaction rating
of 80 percent or higher using an annual
internal accounts payable customer
satisfaction survey.(revised)
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
n/a 80%n/a 80%
3. This activity occurs during the second half of the fiscal year.
Major Activity: Purchasing and Contract Administration
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADOPTED
1997-98 SIX
MONTH
ACTUALS
o
Save 5 percent of the division’s annual
purchase volume through effective
purchasing techniques.
Increase inventory turns to 3 per year to
minimize cash held in inventory.
1%5%1%
1997-98
ESTIMATED
ACTUALS
2%
2
1. Completion of this impact measure was" dependent upon staffing vacant contract m~tnager
positions. Vacant positions f!lled in September 1997.
3. A plan to dispose of non-moving stock is being developed
15
FUNCTIONAL AREA: PROPERTY MANAGEMENT
KEY PLANS
1. Establish and manage contract with tenant
for "White and Bright" program at the
Webster/Cowper garage.
2. Assist leaseholders of Williams property in
obtaining necessary City approvals and County
grant funds to meet required conditions of
leases.
3. Facilitate renovation of the University
Avenue Train Depot.
4. Develop a waiting list for the art studio space
at the Cubberley Community Center.
PROGRESS
1. Completed. Contract has been
established and new lighting has been
installed.
2. Williams property leaseholders have
received all required approvals, and project
is under construction. Documentation
required to obtain the $40,000 in grant
funds has been submitted and approved by
County, and check for the funds is
forthcoming..
3. Renovations are underway; interim
!andscaping, tunnel cleaning/painting and
directional signs have been installed.
-Depot to be painted in latter part of this
fiscal year.
4. Completed. The waiting list has been
developed and is being maintained.
FUNCTIONAL AREA: MONEY MANAGEMENT
KEY PLANS PROGRESS
1. Obtain debt financing for Golf Course
improvements. If debt is appropriate,, obtain
debt financing for development of the former
Los Altos Treatment plant site.
1. The Golf Course project is on
schedule, and the debt issuance is
planned in the second half of the fiscal
year. No decision has been made by the
City on acquiring the former Los Altos
treatment plant site, and so it is not clear
¯ yet if financing will be needed.
16
KEY PLANS
2. Acquire consulting, services to facilitate
financing efforts for downtown parking
structure(s); and to guide the City through new
assessment _ district requirements under
Proposition 218.
PROGRESS
2. Acquired a financial advisor to assist
with financing issues, including
financing the proposed downtown
parking structure.
3. Assist in the implementation of charitable
giving program for utilities customers.
4. Complete the implementation of the new cash
receipting system, and begin implementing a
new collection management system.
3. The utilities customer charitable
giving program (ProjectPledge) is
complete.
4. Implementation of the cash receipting
project is scheduled to begin in February
1998. Implementation of the collections
management system will take place after
the cash receipting system is
operational.
Major Activity: General Billing and Collections
IMPACT MEASURES
4.Collect at least 90% of outstandin~
accounts for false alarms receivable. |
1997-98 SIX
1999-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
100%90%64%
1997-98
ESTIMATED
ACTUALS
90%
4. Second quarter billings were much higher than in previous quarters. Most invoices were issued
towards the end of the quarter therefore, collection activity will not begin until January 1998. Staff
expects that the yearly total will still meet the target of 90%.
17
FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS, AND REPORTS
KEY PLANS
1. Support the implementation of the Utilities
Organizational Review.
PROGRESS
1. Assisted with the implementation
during the 1997-98 budget process.
2. Facilitate the delivery and write financial
sections of the Infrastructure Management
reports for Council review.
3. Automate the process for collecting key plans
and impact measures. Review and recommend
improvements to existing departmental impact
measures.
2. Modules II (Traffic and Transportation)
and III (Parks and Open Space) were
presented for review to the Finance
Committee in July and October 1997,
respectively. The proposed prioritization
and financial options are expected to be
presented in the spring of 1998.
3. The City’s current budget document
publishing vendor will have a product to
automate the collection of key plans and
impact measures for review late in 1997-
98. After obtaining feedback from
Council and reviewing the current
departmental impact measures, staff
decided to hire a consultant during 1998-
99 to assist in the process of improving
and setting benchmarks for impact
measures.
Major Activity: Consulting and Special Studies
IMPACT MEASURES
1.Identify a minimum of $100,000 i~
potential savings-through analytica~
projects and special studies.. |
1997-98
1996-97 1997-98 ESTIMATED
ACTUALS ADOPTED ACTUALS
$50,000 $100,000
1997-98 SIX
MONTH
ACTUALS
$100,000
1. Potentialsavingsareidentifiedduring the budgetprocess anaYortowardsthe endofthefiscal
year.
18
FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT
KEY PLANS
1. Expand the access to data for ad hoc
inquiry and reporting through the
acquisition and implementation of a user
friendly report writing tool.
2. Complete the implementation of
Geographic Information System counter
applications, in conjunction with the
Planning, Public Works, and Utilities
departments.
3. Assist in the implementation of an
automated timekeeping system to facilitate
the entry and greatly improve the accuracy
of time card data for employees.
PROGRESS
1. A report writing tool, Crystal Reports, has
been acquired and is being utilized in. the
Information Technology Division.
2. The GIS Counter Applications have been
installed at the Public Works engineering
counter as a beta site.. Implementation at a
number of other locations will take place
following the completion of the hardware and
software upgrades currently underway.
3. Due to the technical limitations, staff
delayed the timekeeping acquisition and
implementation until the technical
infrastructure upgrade is complete. Estimated
completion of the infrastructure upgrade is
June 1998. A Request for Proposals will be re-
issued in 1998-99.
4. Select architectural environment and.
initiate the development of the required
architecture to support the computer systems
implementation of the Citywide
Timekeeping System.
5. Acquire database management tools that
help identify and assist in improving the
response time of existing systems. Using
these tools, provide quarterly reports on the
status of the City’s databases.
4. An environment has been selected and is
being implemented. The two major
architectural elements are the NT Operating
System and Intranet capability.
5. A Request for Proposals has been issued and
four responses have been received. The review
process is underway.
19
KEY PLANS
6. Work with the selected vendor to install
and implement the initial portion of the
Utilities Customer Information Syste.m.
PROGRESS
6. A contract for the new Utilities’ CIS was
approved by Council in September 1997. The
baseline software has been installed and tested.
Training of the Core Team is in progress..
Implementation of the project is scheduled in
December 1998..
7. Participate in the implementation of
Permit Tracking System, working with
Planning and other associated departments.
7. Continued to work on the evaluation of
Permit Tracking Systems.
Major Activity: Data Base & Application Management
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
2.Manage user response time by n/a
ensuring that no data bases exceed 85
percent capacity. (new)
85%n/a 85%
2. Procedures have not been defined due to the inability to staff a full time- data base administrator
position and the lack.of system management tools currently in the acquisition process.
FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT
KEY PLANS
1. Acquire production support tools that monitor
and manage Central Processing Unit (CPU)
utilization and disk space, and assist in problem
resolution for the Hewlett Packard and NT
PROGRESS
~1. A Request for Proposals has been issued
and four responses have been received.
The review process is underway.
servers.
20
KEY PLANS
2. Upgrade the processing capability of the
server used by Finance personnel, as well as
citywide staff entering purchasing requisitions
and accessing budget information.
PROGRESS
2. A new server has been acquired and
installed. Plans are being prepared for the
migration of Finance and Human
Resources Applications to the new server.
Major Activity: Production Control
IMPACT MEASURES
1.Produce and print utility invoices o~
schedule with 98 percent accuracy.[
(2500 statements each day by 9:00am) l
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
98%98%50%72%
1. Did not meet measure due to printer jamming caused by electricai power problems in the
computer room and part malfunctions. The bill statements have been available by 11:00am each day,
approximately 95% of the time.
FUNCTIONAL AREA: PERSONAL COMPUTER
KEY PLANS
1 .Implement a software solution that provides
electronic mail, personnel calendaring, meeting
and conference room scheduling and assists in
routing of internal documents among City staff.
PROGREss
1. Requirements are being developed by a
cross functional team.
2. Implement the Internet Master Plan including
developing policies and making improvements
in Internet servers to make service more
responsive and reliable. Home page
development and updating will be contracted.
2. The Internet Master Plan is being
implemented. New servers have been
installed to make the Internet more
reliable. The redesign and maintenance of
the City’s Home Pages is underway.
21
KEY PLANS
3. Implement the personal computer portion of
the Computer Replacement Fund, including
determination of citywide configuration,
acquisition, and installation.
4., In conjunction with the interdepartmental
Computer Technical Advisory Group
(CompuTAG), determine the next generation
Office Productivity Suite, consisting of word
processing, spreadsheet, graphics, presentation
and project scheduling software tools.
PROGRESS
3. Entered into a contract for the purchase
of personal computers in January 1998.
4. This effort has not begun due to the time
required for the NT Operating System
implementation.
Major Activity: New Personal Computer Project
IMPACT MEASURES
1. Complete 80 percent of projec~
1milestones according to schedule. (new~
1996-97 1997-98
ACTUALS ADOPTED
80%
1997-98 SIX
MONTH
ACTUALS
1997-98
ESTIMATED
ACTUALS
80%
1. This activity will occur during the second half of the fiscal year..
FUNCTIONAL AREA: TELEPHONE & DATA COMMUNICATION
KEY PLANS
1. Develop a plan for funding the replacement of
telephone instruments within the City. The
models currently supplied areno longer
manufactured or supported by the vendor.
PROGRESS
1. Project is on hold pending a review of
the City’s entire telephone system.
22
KEY PLANS
2. Continue the Citywide network
improvements. This phase consists of network
analysis hardware and software and the
installation of additional personal computer
servers for users to share files, printers, and
software applications.
PROGRESS
2. The three remaining facilities are
Terman~ College Terrace and Downtown
Libraries. The analysis phase is underway.
23
FUNCTIONAL AREA: ARTS AND CULTURE
KEY PLANS
1. Initiate planning and seek outside funding
opportunities for EC2, a program combining
art and exploration for children.
2. Plan and implement Dominic di Mare, a
traveling exhibition.
3.Initiate an artist-in-the-schools partnership
program in the arts.
4. Complete the Arts Master Plan.
5. Implement Phase II of the Children’s
Theatre Golden Anniversary project.
6. Implement Children’s Theatre Outreach
Program at seven Palo Alto Unified School
District schools.’
PROGRESS
1. Planning of the EC2 will proceed the
second half of the fiscal year.
2. Organization of Dominic di Mare
exhibition completed.
3. Four partnerships have been
completed between eight schools. Five
new partnerships (10 schools) will
commence in February.
4. Steering committee is working with a
professional research specialist to
design a tool to collect important data
from the Community.
5. This construction project is nearing
completion.
6. Seven schools have been selected for
implementation.
FUNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER
KEY PLANS
1. Continue to promote public use of
Cubberley through use of display
advertisements, utility bill announcements,
and brochures.
PROGRESS
1. Promotional programs are ongoing,
including advertising, posters, and use of the
public access cable.
24
KEY PLANS
2. Continue development of landscape plans
for non-landscaped and asphalt areas between
building wings and begin planting.
PROGRESS
2. Plans
developed.
for planter areas have been
3. Complete repairs to the athletic fields by
filling low areas, aerating, re-seeding, and
replacing sprinkler heads.
3. Repairs to the athletic fields are currently in
progress, and will be completed in Spring of
1998.
Major Activity: Cubberley Center Services
IMPACT MEASURES
Receiye an average rating of 3 or bette~1.
(on a scale of 1 to 4) on Customeq
Service surveys received from th~
public, tenants, and hourly users.(new)l
1996-97
ACTUALS
1997-98 SIX . 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
laJa n/a >3
1. Customer Service Surveys are tabulated on an annual basis.
Major Activity: Cubberley Maintenance
IMPACT MEASURES
1.Receive an average rating of 3 or bette~
(on a scale of 1 to 4) on Custome~
Service surveys received from th~
public, tenants, and hourly users.(new)[
1996-97 1997-98
ACTUALS ADOPTED
n/a
Customer Service Surveys are tabulated on an annual basis.
1997-98
MONTH
ACTUALS
1997-98
ESTIMATED
ACTUALS
n/a >3
25
FUNCTIONAL AREA: GOLF SERVICES
KEY PLANS
l. Implement Golf Course Master
Improvement Plan construction plan as
approved by Council. At the same time,
complete interim alternative " course
construction, turf establishment, and
maintenance for use in 1998-99.
PROGRESS
1. Golf Master Plan implementation not
underway due to delays in bid PaCkage
issuance. Interim construction completed
and the maintenance is on schedule.
2. Support Junior Golf Programs for local
players, high schools, and East Palo Alto
juniors.
3. In the spring of 1998, coordinate with the
Public Works Department on the installation
of an equipment wash facility in conjunction
with the Golf Course Master Improvement
Plan.
2. This activity occurs during the second half
of the fiscal year.
3. Installation is proposed to start at the
completion of golf course renovation work in
Fall 1998.~
4. Plan, develop, and implement golf
marketing and public relations program to
maximize customer service before, during,
and after construction improvements. This
will include promotions and special fee
packages to enhance revenue flows during
slow business periods.
5. Facilitate golf shop and restaurant
operations during construction of
improvements.
4. Marketing and public relations plan and
implementation has been expedited through
media advertising to defuse mis-information
regarding the construction status of the golf
course. Play rounds are up due to success of
plans.
5. This will be coordinated with
commencement of construction activities in
the spring of 1998.
26
Major Activity: Business Operations
IMPACT MEASURES
1.Generate revenue to exceed expense~
(including debt service and Cit~
overhead expenses) by 25 percent. |
1996-97
ACTUALS
31%
1. This activity is calculated at the end of the fiscal year.
1997-98
ADOPTED
25%
1997-98 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
n/a 25%
FUNCTIONAL AREA: PARK SERVICES
KEY PLANS
1. Design and install a new irrigation system
at Rinconada Park.
2. Coordinate ajoint project between the
Public Works and Community Services
Departments to begin development of a
conceptual master plan for Mitchell Park,
which will include playground renovations,
park infrastructure, and lighting
improvements.
3. Design and in~tall a new irrigation system
at Jordan Middle School.
4. Resurface six termis courts at Rinconada
park
5. Repair pathways at Briones, Bowde.n, and
Robles parks.
6. Improve field conditions and maintenance
at Jordan and Walter Hayes elementary
schools as part of the agreement with Palo
Alto Unified School District.
PROGRESS
1. Design and
development.
Specifications are under
2. In the process of requesting proposals
from consultants to develop plans and
specifications. It is expected that a contract
will be awarded in 1997-98.
3. Deferred due to the P.A.U.S.D. Building
for Excellence change in plans regarding
redevelopment of school sites.
4. Contract has been awarded. Expect
completion in Spring 1998.
5. In progress. Expect completion in Spring
of 1998.
6. In progress. Expect completion in Spring
of 1998.
27
KEY PLANS
7. Implement landscape improvements to
Rinconada and Greer Parks, the Cultural
Center, and the Main Library.
PROGRESS
7. In progress.
of 1998.
Expect completion in Spring
FUNCTIONAL AREA: HUMAN SERVICES
KEY PLANS
1. Review and modify the Human Services
Resource Allocation Process (HSRAP).
2. Develop additional shelter opportunities for
people who are homeless in the region.
3. Administer the Homeless Work Program.
4. Produce and distribute a Tenant’s Rights and
Responsibilities Handbook, and assist specific
nonprofit organizations with educational
outreach to tenants and landlords.
PROGRESs
1. The 1998-99
modified.
RFP was-reviewed and
2. Through 1998-99 HSRAP process,
currently reviewing funding proposal which
will provide additional shelter opportunities.
3. Completed phase two of the Homeless
Workers Program; placed five workers in
City positions.
4. The Department is reconsidering the
feasibility of a Tenant’s Handbook being
produced, either in-house or through
contracting out. Working with nonprofit
organizations to accomplish educational
outreach.
5. Increase opportunities for the public to
access human services information through the
Internet.
6. Perform an annual evaluation of all Human
Services Task Forces and Citizen Committees
to determine whether they have met their
objectives and are continuing to meet emerging
community needs.
5. Completed updated information for the
Human Services and Child Care web pages in
October 1997.
6. Completed the annual evaluation and made
recommendation to have Recreation, Open
Space and Sciences Division assume staffing
for the Palo Alto Youth Council.
28
KEY PLANS PROGRESS
7. Develop standards for a comprehensive
assessment of the impact of proposed housing
and non-residential projects on the supply of
child care services in Palo Alto.
7. Currently working with the Department of
Planning & Community Environment to
incorporate child care into the PAMF / SOFA
Coordinated Plan. Plan is still being
developed.
Major Activity: Human Services Contract Administration
1996-97 1997-98
IMPACT MEASURES ACTUALS ¯ADOPTED
1997-98 SiX 1997-978
MONTH ESTIMATED
ACTUALS ACTUALS
For 100 percent of funded agencies,
conduct at least one on-site inspectior
to ensure funds are spent appropriately
and all contract requirements are
fulfilled.
lOO%100%0%100%
1. This activity is conducted during the second half of the fiscal year..
Major Activity: Community Partnership/Public Services
IMPACT MEASURES
2.Staff will provide information an~
educational outreach to approximatel3~
3,500 citizens and businesses in th~
community. (rex~ised) |
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
3,450 3,500_1. 893
1997-978
ESTIMATED
ACTUALS
3,500
distribution of the Infor.mation & Referral directory.
Major Activity: Child Care Services
Seventy-five percent of the objective will be achieved in the second half of the fiscal year due to
1997-98 SIX 1997-978
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALSIMPACT MEASURES
Ensure that 100 percent of
City/PAUSD school age child care
programs are meeting contract
requirements. (new)
n]a 100%0%100%
1. This activity is conducted during the second half of the fiscal year.
29
FUNCTIONAL AREA: LIBRARY SERVICES
KEY PLANS
1. Finalize draft of the Library Master Plan
and forward to City Council for review and
adoption. Implementation of the Plan would
include consideration of possible expansion
at the Children’s Library in conjunction with
other capital work being done there.
PROGRESS
1. Draft complete and will be forwarded to
City Council in late 1997-98.
2. Improve quality of book collections
through identification of outdated subject
areas, aggressive discarding of obsolete,
worn, and unused materials, and targeted
purchasing of new material to fill gaps.
2. Specific adult non-fiction in the
humanities and science subject areas have
been identified for discard. $5,000 in funds
have been allocated for expenditure by June
1998.
3. Prepare. a revised Library Automation
Plan.
3. Draft RFP completed to hire library
automation consultant in preparation of
plan.
Major Activity: Library Outreach
IMPACT MEASURES
I2 .Through enrichment activities,reac1
20,000 children .annually.
1996-97
ACTUALS
30,424 I
1997-98 SIX
1997-98 MONTH
ADOPTED ACTUALS
20,000 13,042
1997-98
ESTIMATED
ACTUALS
2. The rise in attendance reflects population growth in this age group.
Major Activity: Circulation
IMPACT MEASURES
3.Rank fifth or better in California publiq
libraries in similarly sized communitie~
in terms of per capita circulation rate.[
(new) |
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ¯ ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a 5 n/a 5
3. California State Library Statistical report is typically issued in February of each year. lt provides
documentation for the measure.
30
FUNCTIONAL AREA: OPEN SPACE AND SCIENCES SERVICES
KEYPLANS
1. Implement habitat restoration, removal of
non-native vegetation, and trail repair and
maintenance ~ictivities, as outlined in the
Arastradero Preserve Management Plan.
2. With community involvement, begin the
process for the design of a modest new
facility on the Arastradero Preserve.
3. Expand on the pilot program to provide
facilitators for the Junior Museum’s Exhibit
Hall.
PROGRESS
1. Restoration of the house and barn.site,
planting of mature ’native oaks and acorn
seeds on ten acres of property, preliminary
design of a permanent trail system, and
removal of non-native vegetation have been
completed.
2. A design team has been contracted to
facilitate task force meetings and public
workshops to prepare a preliminary design.
3. Five new facilitators havebeen recruited
and trained.
4. Expand interpretive program offerings at
Lucy Evans Baylands Nature Interpretive
Center, to better utilize the resources of the
facility.
5. Develop and implement a mapping
strategy to identify the extent of non-native,
invasiveweeds in the City’s open space land,
then develop and implement a plan for their
control or removal.
6. Research and implement effective and
appropriate strategies to evaluate the quality
of programs offered by Open Space and
Sciences.
7. Complete .Phase II of the Foothills Park
Water Management Plan capital project.
4. Emphasis has been placed oia expanding
nature and science programs by presenting
tours and programs in Spanish. Program
attendance has increased approximately ten
percent.
5.A native plant specialist contracted by the
Arastradero Preserve Steward is in the
process of preparing a map outlining the
present extent of non-native encroachment.
6. A survey was designed and distributed to
500 current program participants.
Information gathered from the survey
indicated a high customer satisfaction rate,
and a desire for more programs offerings for
school age children.
7. Work on Phase II is scheduled to begin
September, 1998.
31
KEY PLANS
8. Initiate discussions for a capital campaign
and building renovation of the Junior
Museum and Zoo, consistent with the City’s
infrastructure program.
9. Open a major thematic exhibit on
"Language" at the Junior Museum and Zoo.
10. Comply with the requirements of Native
American Grave Protection and Repatriation
Act as it relates to the Junior Museum’s
Native American Collection. This includes
developing an inventory of affected items
and subsequently estimating the cost of
compliance.
PROGRESS
8. A renovation chair has been selected by
the Friends of the Junior Museum to
determine scope of project.
9. ,A new exhibit producer was hired who
conceived, designed, fabricated and installed
an exhibition entitled "Construction Sight" in
the record time of three months.
10. Artifact summaries identifying Native
American contacts and organizing artifact
data have been prepared. Project is currently
on hold pending additional funding.
Major Activity: Open Space/Sciences Education Services
IMPACT MEASURES
2.Maintain an interpretive and scienc~
activities cancellation rate of less thar~
10 percent by providing quali~
programs in a timely manner. |
1997-98 SlX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
11%10%2%2%
2. Previously this impact measure represented only classes listed in the ’Enjoy" catalog. Starting
with the current fiscal year, all classes, Workshop, and outreach programs will be accounted for
under this impact measure, in order to better represent the breadth of programs provided
32
Major Activity: Wildlife/Resource Management
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADOPTED
1997-98
MONTH
ACTUALS
o
Aggressively work with other agencies
to protect and increase the population of
the California Clapper Rails to 80 birds
in the Palo Alto Baylands by removing
non-native environmental quality of the
Baylands. (new)
Apply for all required State an~
Federal permits for new animal.,
acquired for the Junior Museum Zoc
within 30 days of receipt of the animal.
in order to develop an understanding ol
the extent of the problem, annually
survey 20 percent of the City’s 4,00C
acres of open space land to identify and
map the distribution of non-native.
invasive weeds. (new)
n/a
20%
80
30
20%
lffa
15%
1997-98
ESTIMATED
ACTUALS
n/a
n/a
15%
This measure seems to be beyond the reasonable control of staff Staff continue to remove red
foxes and feral cats, yet too many uncontrollable environmental factors directly affect and impact
the breeding of this endangered species.
2. No new animals were acquired so far during the past fiscal year, no permits required
3. With the current staffing levels fifteen percent of the open space land has been mapped
FUNCTIONAL AREA: RECREATIONAL SERVICES
KEY PLANS
l. Increase the number of teams
participating in the adult basketball and
softball leagues.
PROGRESS
1. Participation increased by seven teams,
plus a new 16 team summer basketball league
program was added.
33
KEY PLANS
2. In partnership with the Police
Department, Human Services, and outside
agencies, including PAUSD, provide
programming for teens and "at-risk" youth
through the Positive Alternatives for Youth
Program.
PROGRESS
2. "i~he program has been successfully
implemented with a new program coordinator.
A Youth Activity Center has been opened at
the Ventura site.
3. Develop and.distribute a citywide special
events calendar and regularly update the
special events information on the City’s
Intemet page.
3. Calendars are available to the public, and
web site content is now being updated on a
quarterly basis.
4. Renovate the circular swimming pool and
deck area at Rinconada Pool, and add new
play elements for children.
4. Construction scheduled to begin in Spring
of 1998.
5. Implement a strategy to increase
volunteer support from community
organizations and individuals.
5. As a result of staff outreach, volunteer
support has increased by approximately
twenty percent.
6. Implement a strategy to secure additional
sponsors for youth programs and special
events.
6. Funding sources are being solicited, with
a focus on the Middle School Outlet program.
Major Activity: Adult Programs
IMPACT MEASURES
1.[Offer 200 adult special interest classet~ach year. (new) ~
1. Fall is the busiest season for adult classes.
1996-97
ACTUALS
n/a
1997-98 SIX
1997-98 MONTH
ADOPTED ACTUALS
200 125
1997-98
ESTIMATED
ACTUALS
200
34
Major Activity: Youth and Teen Programs
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ,ADOPTED ACTUALS ACTUALS
Produce after school sports leagues
850 middle school students. (new)
Enroll 2,900 children in summer swir~
classes. (new)
Produce 65 sessions of youth sport.,
camps.(new)
n/a
n/a
n/a
850
2,900
547
2,018
75
85O
2,500
76
1.Fall and Winter sports produce the largest participation numbers for the Middle School Athletics
program.
2. The majority of swim lessons are conducted during the months of July and August.
3. All camps except for one are offered in the months of July and August.
Major Activity: Programs for Persons with Special Needs
IMPACT MEASURES
1997-98 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
o
Offer programs for disabled
populations that attract 400 participants.
(revised)
Recover 25 percent of program costs
for persons with special needs.
722
32%
400
25%
547
6%
850
20%
¯ I. Programs have increased in popularity over past years.
3. Most of the program revenue is generated during the second half of the fiscal year.
35
Major Activity: Recreation Facilities
IMPACT MEASURES
1.Increase the number of rentals by 3
percent.
2. Generate 2 percent increased program
revenue through improved marketing
and increased user fees.
1997-98 SIX ! 997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
-5%3%
12%2%
28%
25%
20%
20%
1. Demand for weddings, corporate events has continued to increase significantly.
2. Demand for weddings, corporate, events has continued to increase significantly.
36
FUNCTIONAL AREA: EMERGENCY RESPONSE
KEYPLANS
1. Conduct public reviews, report to Council,
and implement any Foothills Fire
Management Master Plan changes resulting
from evaluation during 1996-97.
PROGRESS
1. Project is progressing. Public reviews will
be conducted and a report will be presented to
Council in 1998/99.
2. Based on Council direction, continue to
implement Paramedic Master Plan
operational measures and revise quality
improvement program.
3. Implement with neighboring jurisdictions
any approved mutual aid agreements for
emergency medical responses.
2. Bids will be received for transport engines
in February 1998. Once a vendor is chosen, it
will take approximately one year to receive
the apparatus. The quality improvement
program has been revised.
3. Discussions are underway with Menlo Park
Fire District. Uncertain when this program
could be implemented (if approved by County
EMS agencies) due to probability of having to
cross~-certify all affected paramedics to
function in both counties.
Major Activity: Fire Suppression Services
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
3.Limit property loss to $0.15 per $1,00(~
market value of property protected.
5.Limit the incidence of fires in buildings
to 2 or less per 1,000 people.
$0.176 $0.15
2
$0.10
.60
$0.15
1
3.& 5. Six month actual figures were based on the structure of the property. During the first six
months there has been little fire activity.
37
FUNCTIONAL AREA: ENVIRONMENTAL AND SAFETY MANAGEMENT
-KEY PLANS
1. Continue joint meetings with
representatives from Santa Clara County
cities, Santa Clara County, the
Environmental Health Department, and the
California Environmental Protection
Agency to meet the requirements of SB-
1082 which requires the streamlining of
hazardous waste regulations.
PROGRESS
1. Requirements have been met and
participating agency agreement between
Santa Clara County and the City of Palo Alto
providing administration of the Unified
Waste and Hazardous Materials Programs
management program is complete.
2. Upon finfil legal review and Council
approval of the Emergency Preparedness
Plan, begin training City employees.
2. Emergency plan has been finalized during
the first six months, with training to take
place during the last six months of the fiscal
year. Council is scheduled to approve this in
late 1997-98.
Major Activity: Fire Code Research, Development and Enforcement
1996-97 1997-98
IMPACT MEASURES ACTUALS ADOPTED
1997-98 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
Inspect 80 percent of all applicable
high hazard occupancies every six
months.
Inspect 90 percent of all applicable
ordinary hazard occupancies every
twelve months.
Inspect 100 percent of all applicable
light hazard occupancies every 36
months.
93%
86%
99%
80%
90%
lOO%
37.5%
39%
34%
80%
90%
100%
1. Staffing issues and other priorities prevented us from attaining this impact measure.
2. & 3. Inspections are arranged by street location to enable the most efficient use of the fire fighters
time. As a result the remaining inspections will occur during the last half of the fiscal year.
38
Major Activity: Disaster Preparedness
IMPACT MEASURES
To conduct City employee training on
disaster management for 20 percent of
all employees annually.
To conduct 6 community training talks
to neighborhood associations on
disaster survival techniques annually.
To conduct 2 disaster management
exercises for City staff members.
(new)
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
18%20%
6
2%
2
n/a
20%
6
1. Emergency plan has been finalized during the first six months, with training to take place during
the last six months of the fiscal year.
2. Approximately 10 community training talks have been conducted with 2 of them being to
neighborhood associations.
4.. Emergency plan has been finalized during the first six months, with training to take place during
the last six months of the fiscal year.
FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT
KEY PLANS
1. Conduct meetings with other agencies to
determine feasibility of a joint entry level~
outreach and hiring process.
PROGRESS
1. A consortium of 15 fire agencies was formed
which conducted an outreach and entry level
hiring process. Palo Alto Fire Department
hired 5 recruits from the established eligibility
list in October 1997.
39
FUNCTIONAL AREA: RECORD AND INFORMATION MANAGEMENT
KEY PLANS
1. Continue to develop and implement an
optical imaging records filing and
management system.
PROGRESS
1. Permanentstaff has assumed the
workload .previously performed by
temporary staff. Input of records proceeds
as time permits.
40
FUNCTIONAL AREA: EMPLOYEE COMPENSATION AND BENEFITS
KEY PLANS
1 .Work with Public Employee Retirement System,
Public Agency Coalition, and League of California
Cities to modify existing dental, vision, medical
and long term care benefit plans to reduce the
City’s benefit plan costs.
2. Negotiate agreement with Service Employees’
Intemational Union (SEIU) and Palo Alto Peace
Officers’ Association (PAPOA).
PROGRESS
1. Long term care is complete resulting in
reduced benefit cost. Work has begun in the
other areas with completion scheduled in
fiscal year 98-99.
2. Negotiations with SEIU will begin in
March, 1998; with PAPOA in June 1998.
Major Activity: Classification and Salary Administration
IMPACT MEASURES
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
Assure classification system is currenl
by reviewing 20 percent of positior
descriptions annually. ,
Survey on an annual basis 75 percent ol
all of benchmark classifications tc
determine competitive rates of pay.
33%
50%
20%
75%n/a
1997-98
ESTIMATED
ACTUALS
20%
75%
1, & 2. These impactmeasures will occur during the last six months of the fiscal year.
Major Activity: Labor Contract Negotiation/Management
IMPACT MEASURES
1.Negotiate agreements according_ toi
Council authorization with all thre~
representation units within 60 days o~expiration of, contracts. . |
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
100 days 60 days
1. This impact measure will occur during the last six months of the fiscal year.
n]a
1997-98
ESTIMATED
ACTUALS
60 days
41
FUNCTIONAL AREA: WORKFORCE RECRUITMENT AND SELECTION
KEY PLANS
1, Develop and administerentry-level firefighter
outreach and selectionprocess.
2. Develop outreach network using Intemet
technology for recruitment.
PROGRESS
1. This key plan was completed.
2. This key plan was completed.
Major Activity: Employee Selection
IMPACT MEASURES
1996-97
ACTUALS
4. cent or bettera on customerratingsatisfactionlr4 rdaAchieve satisfaction of 80 pe_
/survey. (new)
1997-98 SiX 1997-98
1997:98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
80%80%
4. This survey will be complete in Spring, 1998.
FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE
KEY PLANS
1. Provide community college courses (for college
credit) at the City Training Center.
PROGRESS
1. Unable to provide this service to
companies because it was not cost effective
for Foothill College.
Major Activity: Training Programs
IMPACT MEASURES
4.Provide at least 250 spaces in cgmputer
training classes.
1996-97
ACTUALS
600
’ 1997-98
1997-98 ESTIMATED
ADOPTED ACTUALS
250
1997r98 SIX
MONTH
ACTUALS
368 25O
4. Due to the NT transition, an additional 8 classes have been offered
42
Major Activity: Worklife Enhancement/Recognition
1996-97
IMPACT MEASURES ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Provide classes that address worklife
enhancement issues in 20 percent of the
Training Center’s course offerings.
27%20%5%20%
1. The majority of Worklife Enhancement classes are scheduled for the Spring.
FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT
KEY PLANS
1. Decrease vehicle use among employees at
City Hall by implementation of a Lunchtime
Trip Reduction program and provision of
public transit information through the use of
Intemet.
PROGRESS
1. Program continues with the actual figures
being determined by May 1998. Intemet
sites have been provided to employees
through bookmarks that were distributed in
July 1997.
Major Activity: Commute Alternatives Programs
1996-97
IMPACT MEASURES,ACTUALS
¯1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUAL ACTUALS
Reduce Vehicle Employee Ratio (VER)
by 4 percent during commute hours.
Increase the number of registered transit
users i 0 percent by June 1998.
5%
13%
4%
10%
n]a
7.2%
4%
10%
1. Survey will be conducted in the months of April and May, 1998.
2. Due to new employees and heightened awareness,, the actual figures, are higher than expected
43
FUNCTIONAL AREA: RISK MANAGEMENT
KEY PLANS
1. Develop and implement all new mandated
regulations, including Family and Medical
Leave Act, California Family Rights Act,
Department of Transportation Alcohol/Drug
Testing Fitness for Duty evaluations and
CAL/OSHA Ergonomic Standards.
2. Act as liaison for risk management issues to
the League of California Cities Legislative
Assistant Director.
3. Develop an employee safety incentive
program to be integrated into the employee
recognition program.
4. Update insurance and worker’ s
compensation program contracts to reflect
changing trends in economics and industry
standards.
PROGRESS
1. The Family and Medical Leave Act
policy and procedure, which includes the
California Family Rights Act, has been
drafted. The Department of Transpor-
tation Alcohol/Drug Testing policy and
procedure has been implemented, The
Fitness for Duty policy and procedure will
be implemented by June 1998. The
CAL/OSHA Ergonomic program policy
has been drafted and implementation will
soon be complete.
2. Risk Manager contacted the League of
California Cities Legislative Assistant
Director and acted as a liaison for risk
management issues.
3. The employee safety incentive program
has been drafted and will be implemented
by June 1998.
4. The insurance contracts were updated
and the Request For Proposal process was
completed.
Major Activity: Injury/Illness Prevention
IMPACT MEASURES
1. Assist departments in limiting thq
number of employee injuries wher~
work time is lost to 40 injuries per year.[
1997-98 SiX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
32 40 11 40
1. Due to increased awareness and hazard control the number of employee injuries is 45% below
the 6 month target of 20 injuries.
44
FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE
KEYPLANS
1. Initiate a Zoning Ordinance update
according to the Comprehensive. Plan
Implementati6n Priorities adopted by the
City Council.
PROGRESS
1. Pending Council
Comprehensive Plan.
approval on the
Major Activity: Education, Information, and Assistance
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADOPTED
1997-98 SIX
MONTH
ACTUALS
Update 2 public handouts per year in a
user friendly format to incorporate
submittal requirements and standard
conditions of approval for all City
Departments.
7 0
1997-98
ESTIMATED
ACTUALS
2
2. Unable to met this impact measure due to unplanned vacancies.
Major Activity: Board, Committee, Commission Support
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADOPTED
1997-98 SIX
MONTH
ACTUALS
Implement 50 percent of the
recommendations for operational
improvements identified at the Board
and Commission annual retreats within
one year.
50%n/a
1997-98
ESTIMATED
ACTUALS
50%
1. The Architectural Review Board held a retreat in May 1997, just prior to the end of the year, so
this measure will continue to be tracked in 1997-98.
45
FUNCTIONAL AREA: LIAISON, COORDINATOR AND TECHNICAL ADVICE
KEY PLANS
1. Coordinate with the Public Works
Department to implement the Downtown
Urban Design Improvements capital project.
2. Continue to participate in the Silicon
Valley uniform building code interpretation
committee.
PROGRESS
1. This project has been passed to Public
Works; final contract negotiations are
occurring and construction is expected tO
begin in Summer 1998.
2. Staff has continued to participate in the
Silicon Valley Uniform Building Code
interpretation committee.-
Major Activity: Local and Interdepartmental Activities
1996-97
IMPACT MEASURES ACTUALS
1. Convert 75 percent of all proposals foq 67%
creek flood protection from concret~
solutions to more natural solutions. |
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
75%0%100%
1. No proposals were submitted
FUNCTIONAL AREA: DEVELOPMENT REVIEW
KEY PLANS ¯
1. Implement oversight of the conditions of
approval, public infrastructure improvements
and mitigation monitoring plan for the Sand
Hill Road Corridor projects if approved by
Council.
PROGRESS
1. The Sand Hill Road Corridor projects
were approved by the electorate in
November 1997; staff oversight of the
conditions of approval and mitigation
monitoring has not begun.
46
Major Activity: Application Review and Processing
IMPACT MEASURES
2.~Receive 100 percent of applicablq
departmental comments within 10 day~
of a project’s submittal date. |
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
68%100%50%75%
2. This measure is out of the control of Planning Department staff due to competing deadlines for
other departments and divisions, and the increased number of projects needing review.
FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITOR
KEY PLANS
1. Implement the regional Standardized
Permits application form developed by the
Peninsula Chapter of the International
Conference of Building Officials.
PROGRESS
1. City is waiting for the finalized approved
form. Staff anticipates implementing the
new form in the next few months.
Major Activity: Plan Review
IMPACT MEASURES
1. Process 95 percent of express plan
checks within 10 working days.
Process 75 percent of non-express
residential plans first checked within
thirty calendar days.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
97%
64%
95%
75%
74%
47%
85%
60%
1. & 2. lncrease in building permit activities and staffvacancyprevented division from achieving
this impact measure.
47
FUNCTIONAL AREA: ADVANCE PLANNING
KEY PLANS
1. Conduct and prepare
Coordinated Area Plan.
a SOFA/PAMF
PROGRESS
1. Study is underway with a mid-process
report to Council scheduled for March
1998, with completion in October 1998.
2. Utilizing a State grant and a Joint Agency
process, develop the Palo Alto/Stanford
Intermodal Interface Area Plan and develop
phased construction drawings for the public
improvements within the area.
2. )k draft work program for the consultants
was prepared in December and will be
finalized in February.
Major Activity: Policy And Ordinance Development
IMPACT MEASURES
1997-98
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Update the Work Program for Council
adoption and respond to Council.withir
the specified time limits established b)
the work program 80 percent of th~
time.
78%80%0%100%
t. The Work Program will be updated during the Spring for Council review and approval during the
budget adoption proc.ess.
FUNCTIONAL AREA: TRANSPORTATION A,ND PARKING MANAGEMENT
KEY PLANS
1. Complete construction of the Embarcadero
bridge and bike path project..
2.Complete the Bicycle Plan, including new
City Bicycle Routes map.
PROGRESS
1. Project has been delayed indefinitely,
pending resolution of issues related to the
use of the railroad right, of-way.
2. Project delayed until 1998/99 pending
additional TDA grant funding to
supplement existing grant funding.
48
KEY PLANS
3. Complete planning and design study for a
community-based local bus shuttle system.
PROGRESS
3. Project has been delayed until
December 1998 due to unexpected staff
vacancy.
4. Initiate final design and formation of an
assessment district for the new downtown
parking structure(s).
4. This project has been transferred to the
Public Works Department.
5. Conduct feasibility study for a residential
arterial traffic calming program for
Embarcadero Road.
5. Draft scope of work has been prepared
and consultant selection is anticipated to
be completed by June 1998.
Major Activity: Traffic Signals Management
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Review traffic signal timings at 10
locations annually.
Modify/install traffic signals within 1
year of funding approval.
10
1 year
8O
Traffic Signal Timing Study, which will be complete this year.
2. There were no major traffic signal, modifications/installations scheduled this year.
Major Activity: Traffic Engineering
The timing of the majority of city operated traffic signals will be reviewed in the context of the
Prepare annual report to identify high_
accident ioca~ions anc~
recommendations for improvements. ]
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Annual Annual
IMPACT MEASURES
2.0
2. Report will be prepared in second half of the 1997-98fiscal year.
Annual
49
Major Activity: Parking Management
IMPACT MEASURES
Conduct review of 5 locations (e.g.
blockfaces, parking lots, etc.) In
Downtown and California Avenue
business districts annually to attempt to
gain additional parking spaces.
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
0
1997-98
ESTIMATED
ACTUALS
5
2. Review will be prepared in second half of the 1997-98 fiscal year.
Major Activity: Bicycle Programs
IMPACT MEASURES
1. Percent occupancy rate for City bik~
locker rentals. (60 lockers)/
1997-98 SIX
1996-97 MONTH
ACTUALS ACTUALS
51%
1997-98
ADOPTED
75%45%
1997-98
ESTIMATED
ACTUALS
65%
1. A number of high demand bike lockers at California Avenue train station are damaged When "
lockers are replaced, occupancy rate should increase.
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES AND PROGRAMS
KEY PLANS
1. Develop policies and guidelines for a
Neighborhood (Local and Collector Street)
Traffic Calming Program for Council
adoption.
PROGRESS
1. Currently being developed for Council
review and approval in Summer 1998.
2. Implement recommended improvements
from the Citywide School Commute Safety
Study.
2. Project is scheduled for Council review
in April.
50
KEY PLANS
3. Investigate the towing of
vehicles from private property.
inoperable
PROGRESS
3. Staff has obtained copies of San Jose’s
ordinance dealing with the vehicle towing
from private property for review and
discussion in consultation with City
Attorney’s office.
Major Activity: School Safety Activities
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Percentage of all adult crossing guard
evaluations completed within 30 days ol
receipt of request from the City/School
Traffic Safety Committee. (Average 3
per year)
100%90%rl,/a 90%
1. No request were received during the first half of the year.
Major Activity: Traffic and Planning Studies
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Complete 90 percent of Council
approved and’funded phases ot
neighborhood traffic studies.(new)
Review and analyze all road buml:
request consistent with the approved
Council guidelines and prepare ~
annual status report to the Council on
the Road Bump Program.
0
0
90%
Annual
0 0
Annual
1. No studies have been approved and funded this fiscal year.
2. To date four road bump request have been received of which three are complete and one is
pending. Annual report will be prepared during second half of the fiscal year.
51
FUNCTIONAL AREA: AFFORDABLE HOUSING AND CDBG
KEY PLANS
1. Monitor construction and funding
requirements for the Alma Street SRO
project.
PROGRESS
1. Construction will be completed and. the
project will accept tenants on February 17,
1998.
Major Activity: Affordable Housing Development
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED’ACTUALS ACTUALS
Increase the number of permanentl)
affordable, low ix~come rental housing
unity by an average annual increase ot
25 units over a five year period (1995-
2000).
0 25 0 131
1. No units will be counted until Alma Place SRO development opens for occupancy in second half of
fiscal year 1997-1998.
FUNCTIONAL AREA: INFORMATION MANAGEMENT
KEY PLANS
1..Implement
request system.
an automated inspection
2. Develop GIS counter applications public
use of automated cartography products and
City orthophotos.
PROGRESS
1. The project is on hold pending the
outcome of the Permit Tracking System.
2. GIS team is ~ieveloping test program in
Public Works; program expected to be
available in Planning in Fall 1998.
52
Major Activity: Records and Map Management
¯ IMPACT MEASURES
1996-97 1997-98
ACTUALS ADOPTED
!1.Percentage of zoning maps updatec~50%
within 30 days of Council adoption
rezoning.!
1997-98 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
100%0 100%
1. Vacant staff positions prevented this impact measure from occurring.
Major Activity: Data Collection & Reporting
IMPACT MEASURES
1996-97 1997-98
ACTUALS ADOPTED
1997-98 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
2. Maintain and update land use 100%100%
projections, census, downtown
monitoring data and submit annual
monitoring reports on time.
3. Maintain a protected tree inventory n/a 100%
system which numbers, tags, maps and
photo documents 100 percent of all
,trees accepted or identified as having
"protected" status within 30 days of
being discovered (Oak trees) or
designated (othbr species) by City
Council. (New) _
20%100%
0%100%
2. Vacant staff positions prevented this impact measure from occurring.
3. There were no ’~teritage "tree candidate trees submitted to the City by the public during the first
six months~of the year.
53
FUNCTIONAL AREA: REQUESTS FOR SERVICE
KEY PLANS
1. Evaluate the trial program of utilizing
Community Service Officers in the field to assist
in the implementation of the Downtown Health
and Safety Program.
PROGRESS
1. Program evaluation completed.
Community Service Officers were assigned
various duties in the field which allowed
Police Officers to dedicate their time to the
downtown area.
2. In order to minimize liability and reduce loss,
prepare for and initiate the use of less lethal
weapons in tactical situation~.
Major Activity: Critical Incident Resolution
IMPACT MEASURES
1996-97
ACTUALS
2. SWAT officers have been trained and
less lethal weapons have been successfully
used in the field. Designated Rifle Officers
will be trained in the third quarter.
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
After the initial police response,
respond with specially trained units tc
the scene of a critical incident withir
1.5 hours after request. (Estimate thre~
incidents a year)
.6 1.5 .6 1,5
1. Midyear actuals were based on four incidents for the first six months. Incidents were preplanned
and personnel assigned to the specialty units were notified in advance of the incident.
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
KEY PLANS
1. Achieve cost savings through the
implementation of an automated radio equipment
inventory tracking system for identification of parts
usage, ordering patterns and repair histories.
PROGRESS
1. Evaluated available off-the-shelf
software programs for cost effectiveness
and functionality. None appear to meet
needs at a reasonable price. Development
of an in-house automated inventory
control system will continue.
Implementation will occur in the fourth
quarter of 1997-98.
54
KEY PLANS
2. Make recommendations and secure approval of
a Computer Aided Dispatch (CAD) system.
PROGRESS
2. Request For Proposal’ process was
successful resulting in a vendor being
selected. Negotiations of agreement and a
request for Council approval targeted for
late 1997-98.
Major Activity: Police Dispatching Services
IMPACT MEASURES
3.Maintain a ratio of sustained complaints
call for service of less than 1 to 10,000.[
(Estimated 32,000 calls for service)
1996-97
ACTUALS
1996-97 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
0
3. No complaints based on 14,509 police calls for service.
Major Activity: Fire Dispatching Services
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-97 MONTH ESTIMATED
ADOPTED ACTUALS " ACTUALS
2. Maintain a ratio of sustained complaints
call for service at less than 1 to 10,000.[
(Estimated 6,000 calls for service)
2. No complaints based on 3,383 fire calls for service.
FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION
KEY PLANS
1. Develop and initiate formalized interagency
cooperation and enhance regional policing among
detective divisions of adjacent agencies.
55
PROGRESS
1. Menlo Park, East Palo Alto, Stanford and
Mountain View have agreed to participate
along with Palo Alto. As a result
investigators from two agencies are
working together on a string on bank
robberies.
KEY PLANS _.
2. Explore the feasibility of initiating an in-house
polygraph and voice analyzer program, to be
utilized in criminal investigations and/or pre-
employment screening.
PROGRESS
2. Feasibility study is complete.
Information available on the utilizations of
voice analyzers is limited and the
technology is currently under rapid change.
Use of the polygraph as a part of the hiring
process for sworn personnel will begin
during the next hiring process. Use of
polygraph for criminal investigations, when
appropriate, will continue.
Major Activity: Investigations
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Clear/close 65 percent of cases assigned by
the supervisor to the investigator. (Estimate
260 cases per year)
Return less than 5 percent of cases to patrol
officers for follow-up due to deficiencies
and/or incompleteness in the initial
investigation. (Estimate 9,000 criminal cases
per year)
78%
3%
65%
5%
109%
1%
85%
5%
1. Higher than normal clearance rate due in part to the arrest of an individual who admitted to
eighteen burglaries.
2. There were 4,423 criminal cases reported for the first six months. Lower than anticipated return
rate is due in part to lack of documentation during the transition to a new Court Liaison as well as
an organizational emphasis on enhanced supervisory review.
56
FUNCTIONAL AREA: TRAFFIC SERVICES
KEY PLANS
1. Participate in efforts to work with State
legislation to change the eighty-five percentile
rule of using radar on city streets to enforce
speed limits.
PROGRESS
1. Contacted other cities that have’
attempted to have legislation changed. Also
have contacted League of California Cities.
Council will be provided with an update
during the third quarter.
2. Continue with the "Community Traffic
Officer" Program.
2. Officers are assigned to Barron Park,
University Avenue/Downtown, Midtown,
Ventura, Embarcadero and Alma. There
were 3,401 speeding citations issued at
midyear.
Major Activity: Traffic Enforcement
IMPACT. MEASURES
1.Reduce injury accidents by 3 percent.I
(Estimated 420 injury accidents)
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
6%3%1%
1997-98
ESTIMATED
ACTUAL -
1. There were 211 injury accidents reported for the first six months. Although reduced only l% from
the same period last year, injury accidents are running 8% lower than in 1995-96.
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
KEYPLANS PROGRESS
- 1. Participate in public relations and educational
efforts with the community through the production
of a cable access Police news format show.
1. Participated in a half hour news format and
in an one hour education format productions.
Completed public service announcement of
red light safety, to be aired during the. third
quarter.
2.With the assistance from Community Services
Department, evaluate the first year of the Positive
Alternatives for Youth (PAY) program.
2. Evaluation criteria established with
evaluation occurring after completion of a full
year.
57
KEY PLANS
3. Formalize the problem solving model of
Community Policing in targeted neighborhoods.
PROGRESS
3. Presented the framework of Community
Policing and problem solving to 150 block
captains. Participated in neighborhood
problem solving effort in Barton Park
neighborhood.
4.In an effort to create greater police presence in
the south end of town, increase the use of the
Ventura substation.
4. In partnership with PAY and the YMCA,
participated in the opening of the Teen Center
at Ventura. Substation has been used by
neighborhood groups, job placement,
mentoring, and tutoring for youth. Use of the
substation has increased 400%.
5. Study the feasibility of development of an
"Adopt a Neighborhood Association" program.
5. Initiated discussion about pursuing imple-
mentation of the "We’re Connected" program
in place of the Adopt a Neighborhood
Association program. "We’re Connected" is
aimed at increasing direct participation by the
neighborhoods and the business community in
joint problem solving.
Major Activity: Crime Suppression
IMPACT MEASURES ¯
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Ensure Palo Alto’s violent crime rate
remains within the lowest 7 percent ot
all California cities between 50,000 and
100,000 population. (Based on
approximately 80 cities)
6.5%7%6.5%7%
1. Palo Alto currently ranks fiflh out of the 77 California cities. Violent crime in Palo Alto has
decreased-8% for the same six month period one year ago.
58
Major Activity: Youth Services
IMPACT MEASURES
2.Ensure identified police officers visi~
each adopted school once a week.I
(Based on 13 schools) |
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
.5 .3 .25
2. Higher than normal vacancy rate of sworn officers, the concentration on an enhanced Avoid the
13 campaign and the implementation of the Downtown Health and Safety program has limited the
number of visits to schools.
Major Activity: Community Policing and Education
IMPACT MEASURES
1.Notify affected businesses an~
residences of identified violent crim
trends within 24 hours after[
/identification of trend.
1997-96 SIX 1997-98
1996-97 1997-98,MONTH ESTIMATED
ACTUALS ADOPTED.ACTUALS ACTUALS
n/a 24hrs lOhrs
1. Actuals based on only one identified violent crime trend
24hrs
FUNCTIONAL AREA: POLICE PERSONNEL SERVICES
KEY PLANS
1. Change the focus of the Health Resource
Coordinator program from a reactive crisis
resolution mode to a proactive employee
orientation aimed at employee needs
assessments related to career goals and
enhancement.
PROGRESS
1. Career Path Program has been
implemented and is currently a part of the
quarterly evaluation process for line level
officers.
59
KEY PLANS
2. Maintain the quality of police officer
applicants through the implementation of the
newly designed recruitment incentive
program.
3. Design and implement a basic .training
program for newly assigned investigators to
include those subjects not generally covered in
the approved Police Officers Standard
Training (POST) specialty courses.
PROGRESS
2. Production has begun on the new
recruiting video. This will be completed in
the last half of the fiscal year.
3. POST has recently developed .a
comprehensive basic detective class
designed for new dectectives without
previous investigative experience. Will
continue to pursue alternative training
programs for the more advanced
investigator.
Major Activity: Personnel Records Management
IMPACT MEASURES
1996-97
ACTUALS
Im(estigate and notify 80 percent ot
complainants of outcome within 313
days. (Estimate 50 complaints per year)
Ensure 100 percent compliance with the
Police Officers Standards Training audit
frr police ’personnel records
management.
73%
100%
1997-98 SIX 1997-98
1997-98 MONTH EXTIMATED
ADOPTED ACTUALS ACTUALS
80%
100%
18%
n]a
55%
100%
1. Figures based on eleven complaints due during the first six months. Measures have been taken to
improve complaint investigation process and notification rate. In almost all cases, complainants
were notified on the progress of the investigation.
2. POST has yet to audit the PAPD personnel training records. This audit is unannounced, but we
expect it to occur in the third or fourth quarter.
Major Activity: Hiring and Retention
IMPACT MEASURES
1.Maintain a vacancy rate of no more than
4 percent for sworn personnel.
o
Ensure 80 percent of newly hired police
officers successfully complete the basic
police academy and field training
program.
Maintain a vacancy rate of no more thai
4 percent for non-sworn personnel.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
9.6%
84%
3.7%
4%
80%
4%
7%
57%
6%
7%
80%
4%
3.
employees in Communications.
Major Activity: Mandatory Training
Due to the lack of interested, qualified applicants, vacancies are taking much longer to f!ll.
Figures based on seven newly hired police officers. Three officers did not complete the program.
Higher than estimated vacancy rate can be attributed to the retirement and resignation of three
IMPACT MEASURES
2.Provide training on 100 percent on nev~
legislation and re’gulations to all officers~
~2~eh.in three months of the effectiv 1
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%100%n/a
2. All training on new legislation that became effective January 1, was conducted in January.
1996-97 1997-98
ACTUALS ADOPTED
Major Activity: Non-Mandatory Training
69% [ 100%
10o%
IMPACT MEASURES
1.Provide diversity training each year ttall Police Department personnel.
1997-98 sIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
61
1. Anticipate completing training in third and fourth quarter.
Major Activity: Volunteer Program
IMPACT MEASURES
2.Increase the number of active polic~
volunteers by 5 percent. (Estimate 5(~
active police volunteers)
1997-98 SIX 1997-98 "
1996-97 ,1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
17%5%10%5%
2. Higher than anticipated increase is due to interest generated through the Citizen’s Academy and
revitalization in the recruitment and utilization of volunteers in numerous programs within the Police
Department.
FUNCTIONAL AREA: ANIMAL SERVICES
KEY PLANS
1. Determine the feasibility and potential of
entering into longer term agreements with Los
Altos, Los Altos Hills, and Mountain View for
animal control services.
PROGRESS
1. Developed methodology for cost
recovery and three year contract proposals
with outside agencies. Successfully
negotiated three year contracts with the
three cities.
2. Ensure a smooth transition process to the
new City veterinarian.
2. Transition tothe new City veterinarian is
complete. Spay and neuter surgeries
achieved 129% of mid year’s goals.
Major Activity: Pet Recovery/Adoption Services
1996-97
IMPACT MEASURES ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Maintain the number of cats reunited
with their owner at 10 percent or more.
(new)
10%19%10%
3. Higher than anticipated percentage due to a lack of historical information in setting the original
goal and the shelter’S reputation with the residents. It is anticipated that the percentage will decline
62
as "cat season "begins in the Spring. The national average for reuniting cats with their owners is
three percent.
Major Activity: Animal Care
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Provide a shelter hygiene program to
keep disease outbreak at the shelter at
less than 5 percent of the total animals
handled. (Estimate 2,300 animals
handled per year)
.7%5%.4%1%
2. Lower than anticipated rate is due &part to a lack of statistical experience in setting the original
goal and staff’s commitment to separate and isolate animals, especially if any sign of illness is
detected.
FUNCTIONAL AREA: PARKING SERVICES
KEY PLANS
1. Per Council direction, complete, a
feasibility study regarding a residential
parking permit program.
2. Assist City Attorney in the drafting of an
ordinance regulating tow companies.
3. Design and implement a one month
amnesty (i.e. no towing, but all fines due)
program for vehicle with excessive parking
tickets.
PROGRESS ’
1. Conducted numerous meetings with
Downtown North Neighborhood
Association, and the University South
Neighborhood Group. Two model
programs have been discussed. Surveys
will be sent out to North and South
residents during the third quarter to obtain
additional feedback on the models.
2. Will meet with the City Attorney to
schedule drafting of the ordinance.
Anticipate completion of the draft
ordinance in the fourth quarter.
3. Designed and implemented a One month
amnesty program for a month. Mailed 56
letters to the registered owners. Eleven
responded with payments totaling $4,068
in excessive parking citations.
63
Major Activity: Parking Enforcement
IMPACT MEASURES
Ensure a 50 percent compliance rate fo~
newly identified habitual offender:
within 90 days.
Resolve overnight parking issues withir
5 wbrking days of receipt of the
compliant.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
75%
3.3
50%90%
7.8
70%
2. Higher than anticipated rate is due in part to the one month amnesty program.
3. Higher than anticipated rate is due to one over night parking complaint which was misplaced and
notaddressed for two weeks.
FUNCTIONAL AREA: SPECIAL EVENTS
KEY PLANS
1. Investigate the feasibility of renegotiating
the Stanford reimbursement agreement for
special events.
PROGRESS
1. The plan is to schedule a meeting with
Stanford University officials in the third
quarter to discuss reimbursement for traffic
control related to Stanford Stadium events.
Major Activity: CiW Sponsored Events
IMPACT MEASURES
1 .Maintain an attendee/calls-for-service of les~
than .5 percent at City sponsored events.I
/
(Estimate 20 events and 120,000 attendee~
per year) /
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
.02%.5%0%.25%
1. Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning
efforts of the participating departments. To date approximately 36,000 attendees partieipated in four
City sponsored events requiring police planning and assistance.
64
Major Activity: Non-City Sponsored Events
1996-97
IMPACT MEASURE ACTUALS
1..01%Maintain an attendee/calls-for-service o~
less than .5 percent at special events.]
(Estimate 20 events and 16,00(~
attendees per year) " ]
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
.5%.01%.25%
1. Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning
efforts of the participating departments. Approximately 138,000 attendees participated in seven
non-City sponsored events requiring police planning and assistance.
Major Activity: Stanford Sponsored Events
IMPACT MEASURE
1.Maintain an attendee/calls-for-service o~
less than .5 percent at Stanford.
University special events. (Estimate 8I
events and 300,000 attendees per year)]
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
.01% ’.5%0%.25%
1. Attendee/calls for service ratio is less than anticipated due in part to the oordinated planning
efforts of the participating departments. Approximately 300,000 attendees participated in six
Stanford University sponsored events requiring Palo Alto Police Department planning and
coordination.
FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT ’
KEY PLANS
1. Pursue recommendations pertaining to
a Computer Aided Dispatch System.
PROGRESS
1. Received Council approval to distribute
revised Request For Proposal which
produced three proposals. Completed
evaluations and two vendors retumed for
product demonstrations and oral
interviews. A vendor was selected.
Negotiations of agreement and’ Council
approval targeted for third quarter.
65
KEY PLANS
2. Begin the replacement process for the
Police Recor.ds Management system.
PROGRESS
2. Completed needs analysis of affected
work groups. Reviewed Request For
Proposal’ s from other agencies.
Downloaded and evaluated programs
found on Internet. Began draft of police
department environment, needs,
expectations, and technical requirements.
66
FUNCTIONAL AREA: STREETS
KEY PLANS
1. Award a contract to resurface streets in the
University Avenue Business District.
2. Survey the use frequency of all publicly
owned bike lockers, and provide
recommendations for an improved
maintenance program.
PROGRESS
1. The 1998 Resurfacing Project is scheduled
to be bid in 2nd half of the fiscal year.
2. All bike locker location.s have been
surveyed to determine which areas will be
replaced this fiscal year.
3. Award a contract and oversee the
construction 0fimprovements to the Page Mill
Road and Foothill Expressway intersection.
3. The Page Mill Road and Foothill
Expressway Intersection is scheduled to be
bid in the 2nd half of the fiscal year.
4. Review and update a condition survey of
the street system.
Major Activity: Street Computer Mapping
4. The review and update of the condition
survey is scheduled to be bid in 2nd half of
the fischl year.
IMPACT MEASURES
1. Every two years survey the condition o~
streets within the City and update th~
Pavement Maintenance Managemenq
System (PMMS) data base. |.
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
0%95%0%95%
1. Survey is scheduled for second half of fiscal year.
Major Activity: In-House Maintenance
IMPACT MEASURES
2. Remo_ve all graffiti from reportec~
locations in the City. (Approximatel3~
1,000 locations reported) |
1996-97
ACTUALS
n/a
1997-98 SIX 1997-98
1997-98 MONTH ~ ESTIMATED
ADOPTED ACTUALS ACTUALS
100%76%83 %
2. Private property and other agency calls make up 24 percent of all calls.
67
Major Activity: Street - CIP Support
IMPACT MEASURES
1. Design and bid contracts to resurface 8
miles of streets per year to maintain an
average 20 year maintenance
cycle.(new)
2.Bid all projects in the year they are
budgeted for construction. (Revised)
1997-98 SIX
1996-97 1997-98 MONTH
ACTUALS ADOPTED ACTUALS
.rga 8 miles 0
100%100%
1. & 2. Projects are scheduled to be bid in second half offiscal year.
FUNCTIONAL AREA: SIDEWALKS
1997-98
ESTIMATED
ACTUALS
8 miles
100%
KEY PLANS
1. Maintain the existing backlog of"hot spot"
sidewalk replacement by no mbre that six
months.
PROGRESS
1. Backlog has been maintained at six months.
Major Activity: Sidewalks Cip Support
IMPACT MEASURES
1.Reconstruct or repair 76,000 square fee1of sidewalks annually. (Revised)
1997-98
1996-97 1997-98 ESTIMATED
ACTUALS ADOPTED ACTUALS
80,000 76,000
1997-98 SIX
MONTH
ACTUALS
, 7,500
75,000
1. Due to inclement weather, only 10% of project completed Expect full completion by the end of
the fiscal year.
68
FUNCTIONAL AREA: TREES
KEY PLANS PROGRESS
1. Implement the remaining Tree Task Force
recommendations for the Public Works
Department by reducing the trimming cycle to
seven years and adding the Office Specialist
position.
1. Implemented the reduced trimming cycle
and an Office Assistant position was added
and the position filled.
Major Activity: In-House Park Tree Maintenance
IMPACT MEASURES
1996-97
ACTUALS
11. Annually trim, prune, raise, and remov~4%
deadwood from ten percent of Cit3J
street trees. (Approximately 35,00(~
trees)
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
10%6%10%
1. Scope of work currently being prepared Expect completion by May 1998.
FUNCTIONAL AREA: STRUCTURES AND GROUNDS
KEY PLANS
1. Complete modules 2 & 3 and initiate
Module 4 of the Infrastructure Management
Study.
2. Replace roof on the Mitchell Park Library,
Mitchell Park Community Center ~and Fire
Station 5.
PROGRESS
1. Modules 2 and 3 of the Infrastructure
Management Study have been completed.
Module 4 will be started this fiscal year.
2. Design for the Mitchell Park Library and
Community Center Re-Roof is nearly
completed. Station 5 design has started and
both will be put out to bid in April with
construction scheduled for late June 1998.
69
KEY PLANS
3. Complete Phase II of the facility rekeying
project.
4. Complete Main Library and Mitchell Park
Library lighting improvements.
5. Complete construction phase of the Civic
Center Chiller Replacement Project.
6. Coordinate with Open Space and Sciences
on the 7-acre restoration of Harbor Point to
marsh.
PROGRESS
3. This project has been delayed due to staff
scheduling. Both phase I and II will be
completed as a design/build project in 98/99.
4. Design is nearly complete and the project is
scheduled to go out to bid for the construction
phase the first week of March 1998.
5. The construction phase of the Chiller
Replacement project began in December and
will be complete by February 1998.
6. The marsh at Harbor Point has ’been
completed.
7. Implement a newspaper rack improvement
project in the University Avenue Business
District, contingent on Council approval.
7. The plan is being reviewed by the City
Attorney.
8. Start construction of the Golf Course
Master Plan project.
8. The Golf Course Improvements will
commence in the spring of 1998.
Major Activity: Contract Maintenance Projects
IMPACT MEASURES
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
/3.Percentage of maintenance service call~97%
completed within three weeks oil
request./
100%29%100%
3. Staff time is weighted heavily on design in the first half of the year and construction in the second
half.
70
Major Activity: Structures/Grounds CIP Support
IMPACT MEASURES
1.Bid 70 percent of projects in the yeaq
they are budgeted for construction. |
1996-97 1997-98
ACTUALS ADOPTED
1. Projects are scheduled to be bid in the second half of the fiscal year.
FUNCTIONAL AREA: PRIVATE DEVELOPMENT
1997-98 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
0%
I 70%
KEY PLANS
1. Provide timely review of Palo Alto Medical
Clinic and Stanford West construction
documents, if approved by Council, and
coordinate activities with the Planning
Department. "
2. Through training, expand the expertise of
the One Stop Counter staff in water quality
issues in accordance with the Permit
Streamlining recommendations.
3. Participate with Planning Department in
updating standardized traffic control plans for
development projects in accordance with the
Permit Streamlining recommendations.
PROGRESS
1. Palo Alto Medical Clinic (building
interiors) permits issued in December 1997. "
Stanford West (Corridor) coordinating permit
meeting are scheduled for January.
Workshops are schedule for spring of 1998.
2. Training in process and will continue
through the end of the fiscal year.
3. Updating of the standardized traffic control
plans are scheduled for the 2nd half of the
fiscal year.
71
FUNCTIONAL AREA: GENERAL SERVICES
KEY PLANS
1. Upgrade traffic signals and install a new
signal on Middlefield Road at Midtown in
1997-98.
PROGRESS
1. Midtown Project was
delayed.
indefinitely
Major Activity: Street Lights Operations/Maintenance
IMPACT MEASURES
1996-97’
ACTUALS
1997-1998
ADOPTED
1997-1998SIX
MONTH
ACTUALS
1. No more then 6 street lights (of 6000)
will remain non-operational in a 24 hour
period.
6
1997-98
ESTIMATED
ACTUALS
6
I. Above expectations, due to preventative replacement program.
Major Activity: Traffic Signals Operations/Maintenance
IMPACT MEASURES
1996-97
ACTUALS
1997-1998
ADOPTED
1997-1998 SIX
MONTH
ACTUALS
1. Respond to all t~affic signal system
problems within 1 hour.
33.Smin lhr 37min
1. Above expectations.
1997-98
ESTIMATED
ACTUALS
72
Major Activity: Communications Operations/Maintenance
1996-97 1997-1998
IMPACT MEASURES ~ACTUALS ADOPTED
1997-1998 SIX
MONTH
ACTUALS
1. Restore service to all system users
within 4 hours of an unscheduled
system failure.
1.25hrs 4hrs 0
1997-98
ESTIMATED
ACTUALS
4hrs
1. No failures reported
Major Activity: Communications - CIP
IMPACT MEASURES
1996-97
ACTUALS
1997-1998
ADOPTED
1997-1998 SIX
MONTH
ACTUALS
1. Limit communication system outages
to less than a system-wide average of 1
hour per customer per year.
lhr 0
1997-98
ESTIMATED
ACTUALS
lhr
1. No outages reported
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. Coordinate and lead implementation 0fthe
action plan to position the electric utility for
open competition on January 1, 1998.
2. Coordinate the implementation of
guidelines for protecting confidentiality of
utility, supplier and customer information.
PROGRESS
1. Completed action plan and procedures to
offer customer open access. Implementation
began on schedule.
2. Continue to work with the City Attorney
to establish Confidentiality Guidelines to
protect business and customer information.
73
3. Develop a strategic public relations/
communications plan to help position the
Utility as the resource provider of choice in
a competitive market.
4. Develop plans to address the need for a
diverse portfolio of supply resources to meet
increasing competitive pressures.
5. Develop methodology to benchmark Palo
Alto’s cost of providing supply resources and
demand-side management program services
against potential competitors.
3. Completed November 1997.
4. In the process of reviewing existing
procedures to make recommendations for
future changes. Plan is scheduled for
completion by end of the fiscal year.
5. Marketing plans for key accounts
(approximately 15) have been completed.
Marketing plans for the small commercial
and residential customers are in progress
with expected completion by June 1998.
6. Develop custom tailored marketing plans
for each.cust~omer market segment.
6. Staff has been trained to do the
benchmarking. However, due to the heavy
work load associated with deregulation the
actual creation .or development of the
methodology to benchmark to outside
marketers or suppliers has been delayed.
Major Activity: Competitive Assessment
1996-97
IMPACT MEASURES ACTUALS
1.Forecast customer electric usage within I 2.5%
5% of actual consumption.I ¯
1997-1998 SIX 1997-98
1997-1998 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
1. Slight fluctuation primarily as a resultof weather variations, expected year end target to remain
the same.
74
Major Activity: Demand-Side Management Programs
IMPACT MEASURES
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Implement 90 percent of the Utilities’
programs identified and approved by
Utilities Advisory Commission and
Council.
90%90%70%90%
1. Implementing all high-priority large commercial and industrial programs. Completed design,
implementation and evaluation criteria for future Public Benefits programs (AB1890).
Major Activity: Market Programs
IMPACT MEASURES
1.Coordinate production of packages of
utility programs, services and supply
resources for 100 percent of key
customers who may seek resources for
Utilities’ competitors.
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Implement 90 percent of the strategies
identified in the annual Utility
Marketing Services Communication
Plan.
100%
100%
100%
90%
70%
65%
100%
90%
1. Provided significant customer education and assistance regarding deregulation and supply issues.
Coordinated customized supply options, including long-term contracts. Significantly increased utility
visibility among customers.
2. Working with other utility divisions to resolve customer reliability, billing, and outage management
issues. Initiated the ’RESCUE"consulting service for customers with critical back-up generation needs.
75
FUNCTIONAL AREA: SUPPORT SERVICES AND RATES
KEY PLANS
1. Implement operational changes and
business process improvements identified by
the Utilities Business Process Reengineedng
Study.
2. Implement new rate structures and-pricing
options to address retail wheeling under a
restructured electric industry.
3. Expand automatic meter reading to
accommodate customer requirements under
retail wheeling.
4. Coordinate the design of application
software for hsers of the Customer
Information System (CIS) Project and
provide for expanded capabilities which will
become necessary under retail wheeling.
PROGRESS
1. The majority of the remaining
operational changes and improvements are
dependent upon the availability of the new
CIS (Customer Information System)
currently being installed.
2. Completed.
3.. Automatic Meter Reading test sites are
being selected with a view toward
accomodating the most likely Direct Access
customers in the first two phases.
Installation will be completed this Fiscal
Year.
4. In-house development of the CIS was
halted, and a commercial CIS was
purchased. It is currently being installed.
5. Introduce a Competition Transition
Charge (CTC).
5. Electric rates have been unbundled into
4 components: Commodity, Transition Cost
Recovery Charge, Distribution Charge, and
the Public Benefit Charge.
76
Major Activity: Customer Services
IMPACT MEASURES
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.Answer 74 percent Of all incoming calls
before the call is placed on hold.
Maintain an average time under 20
seconds for customer calls placed on
hold.
75%
15 sees
74%
<20 sees
98.2%
32 sees
98%
20 sees
1. Telephone system has been redesigned since goal was set. This variance results in part from
performance improvement and in part from a change in statistical methods.
2. This figure represents only 1.8% of all calls received," 98.2% of calls are never placed on hold.
Major Activity: Meter Reading
IMPACT MEASURES’
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Total meter reader .productivity, as
measured by number of reads per Meter
Reader per month, will exceed the
national average by at least 15%.
(revised)
15%15%27.4%25%
1. Variance is partly due to better-than-usual weather for the first half of the fiscal year. If
performance continues above current goal target will be adjusted upward next year.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
1. Continue replacing deteriorated cable
installed,on E1 Camino Real.
2. Improve system reliability and increase
system capacity by designing and
completing construction on a second
transformer replacement at Hanover
Substation.
PROGRESS
1. Project has been delayed to 2002. Cable
replacements in the Stanford Business Park
and emergency pole replacements have
been given priority.
2. Second transformer will not be
purchased. ,An existing transformer will be "
refurbished and used to replace the Hanover
21 transformer.
3. Continue the conversion of overhead
facilities to underground by completing the
construction work on District #37.
(Embarcadero/Seale/ Middlefield) and
completing the planning and design on
District #38.
3. Substructure bid package is being
prepared. Construction will occur in the
Spring. Initial planning on District 38 is
complete, and underground ordinance will
go to Council in January.
4. Complete the system capacity increase at
Alma #2 substation by replacing a
transformer and constructing an
architectural facade along Alma Street.
5. Replace old and unreliable 4 kV
equipment by converting the College Park
area and Maybell 1 and 2 circuits to 12 kV.
4. Transformer has been installed. Design
competition for the wall will start in March.
5. Construction for College Park is 70%
complete. Conversion of the Maybell 1 and
2 circuits have been delayed. Conversion
in El Camino and Park Blvd area and the
Loma Verde Louis Road area will be
substituted.
78
Major Activity: Distribution Operations/Maintenance
IMPACT MEASURES
1996-97
ACTUALS
1997-1998
ADOPTED
1997-1998 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
1. Limit power outages to less than a
system-wide average of 60 minutes per
customer.
2. Begin field restoration and repairs
for unscheduled outages within 1 hour.
3. Respond to customer inquiries or
problems within 2 hours.
4. Limit average number of service
interruptions to fewer than 2 per
customer (new)
49.6min
31.6min
43min
n/a
<60min
lhr
2hrs
<2
<40min
28min
35min
<1
<60min
liar
2bxs
<2
1. On target to meet goal
2. On target to meet goaL
3. Above expectations, on target.
4. Fewer interruptions than anticipated.
Major Activity: Customer Design/Connection-CIP
IMPACT MEASURES
1996-97
ACTUALS
1997-1998
ADOPTED
1997-1998 SIX 1997-98
MONTH ESTIMATED
ACTUALS ACTUALS
1. Review plans for new service
requests within 12 working days.
10 12
Exceeded expectations.
79
Major Activity: System Improvement - CIP
IMPACT MEASURES
1996-97
ACTUALS
1997-1998 SIX 1997-98
1997-1998 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
3. Convert overhead facilities to
underground at a capital expenditures
rate of 2 percent of annual gross electric
revenues.
3%2%.1%1.7%
3. Variance is due to project delay in previous year. Work done in 1996-97. Overall percentage is
still at 2percent as established by the Public Utilities Commission.
FUNCTIONAL AREA: COMMERCIAL TELECOMMUNICATION
KEY PLANS
1. Evaluate additional fiber optic cable
deployment opportunities that would support.
the needs of network developers and service
providers.
PROGREss
1. Completed two extensions of the fiber
backbone adding 0.6 new route-miles.
Evaluating backbone design
modification that would add an
estimated 1.9 new route-miles.
2. Continue to negotiate fiber optic license
agreements.
2. Signed agreement with WebTV
Networks. Received advance
engineering requests from five other
parties. Advance engineering requests
have now been received for new fiber
connections to 28 different locations in.
Palo Alto.
80
KEY PLANS
3. Coordinate and implement a marketing
effort on behalf of all companies that have
entered into fiber optic license agreements
with th~ City.
PROGRESS
3. Established set of web pages
dedicated to marketing the fiber
backbone. Prepared and distributed a
package of marketing materials to
several prospective customers. Full-
scale marketing efforts targeted to begin
in January 1998.
Major Activity: Planning/Marketing/Contract Negotiations
IMPACT MEASURES
1.Negotiate agreements for the lease of
at least 15% of the fibers installed.
Negotiate agreements that will recover
at least 15% of construction cost
annually.
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
0.3%
1.9%
15%
15%
2.5%
6.2%
6%
15%
1. lnitial projections anticipated bulk fiber licenses by telecommunications carriers seeking to
reserve fiber at volume discounts. Demand for large reserve quantities of fiber has not yet
materialized
2. The 6-month actual assumes no contract renewals beyond Fiscal Year 1997-1998 (i.e., worst case
scenario).
81
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. Coordinate the implementation of
guidelines for protecting confidentiality of
utility, supplier and customer information.
PROGRESS
1. Continue to work with the City Attomey
to establish Confidentiality Guidelines to
protect business and customer information.
2. Develop custom tailored marketing plans
for each customer market segment.
2. Marketing plans for key accounts
(approximately 15) have been completed.
Marketing plans for the small commercial
and residential customers are in progress
with expected completion by June 1998.
3. Develop a strategic public relations/
communications plan to help position the
Utility as the resource provider of choice in
a competitive market.
3. In progress. Completion planned for June
1998.
4. Develop methodology to benchmark Palo
Alto’s cost of providing supply resources and
services against potential competitors.
4. Staff has been trained to do the
benchmarking. However, due to the heavy
work load associated with deregulation the
actual creation or development of the
methodology to benchmark to outside
marketers or suppliers has been delayed.
Major Activity: SUPPLY RESOURCES
IMPACT MEASURES
1. Procure natural gas commodity and
transportation for a cost of at least 2%.
less than what PG&E would charge Palo
Alto to supply the same commodity.
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
13.5%<2%<39%<10%
1. Palo Alto obtained excess revenues from a temporary transportation agreement. Without this
agreement the 6 month actual savings reduce to 17%.
82
Major Activity: Demand-Side Management Programs
IMPACT MEASURES
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1. Implement 90 percent of the Utilities’
annual resource goals approved by the
Utilities Advisory Commission and
Council.
95%90%60%90%
1. Key Accounts, Major Accounts, Small Commercial and Residential plans either updated or in
progress.
Major Activity: Market Programs -
IMPACT MEASURES
2. Implement 90
strategies in the
Marketing Services
Plan.
percent of the
annual Utility
Communication
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%90%45%100%
2. A significant communication effort will be made later in the fiscal year to prepare for the
restructuring of the California gas industry allowing choice of suppliers.
FUNCTIONAL AREA: SUPPORT SERVICES AND RATES
KEY PLANS
1. Implement operational changes and
business process improvements identified by
the Utilities Business Process Reengineering
Study.
2. Complete migration to a 21 working-day
meter reading cycle.
1. The majority of the remaining operational
changes and improvements are dependent
upon the availability of the new CIS
(Customer Information System) currently
being installed.
2. Further migration is dependent on
completion of CIS implementation.
83
KEY PLANS
3. Expand automatic meter reading where it
is cost justified to increase customer
satisfaction and achieve timely billing.
4. Coordinate the design of application
software users of the Customer Information
system (CIS). Project and provide for
expanded billing capabilities.
3. Automatic Meter Reading test sites are
being, selected with a view toward
accomodating the most likely Direct Access
customers in the first two phases of the Gas
Restructuring Plan. Installation will be
completed by the end of the fiscal year.
4. In-house development of the CIS was
halted, and a commercial CISwas purchased.
It is cu.rrently being installed.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS PROGRESS
1. Design and construct mandated Department of
Transportation and National Electrical Code
safety improvements for Gas Station Number 1,
located at Embarcadero Road and Geng Road.
1. The planning for the safety improvements
at this gas station is on schedule.
Improvements will be designed by June
1998.
2. Design and construct Phase 8 of the Gas Main
Replacement Project which will replace mains on
sections of the following streets: Waverly, Lytton,
Welch, Pastuer, Winter-green, David, Elbridge,
Murray, Richardson, Loma Verde, Flowers, Holly
Oak, Ames, Cork Oak, Christine and Arastradero
Road. These locations are subject to change based
on system emergency and maintenance needs.
2. GMR.Phase 8 is in the design phase. The
project will be out ,to bid in April 1998.
Construction will start by June 1998.
84
FUNCTIONAL AREA: SOLID WASTE
KEY PLANS
1. Continue to direct two-thirds ofPalo Alto’s
solid waste stream to the Sunnyvale
Materials and Recovery Transfer Station
(SMART) to achieve a minimum 15 percent
waste diversion goal.
PROGRESS
1.As of December 1997, 55 percent of Palo
Alto’s solid waste stream was sent to the
SMART Station for a 12 percent waste
diversion goal.
Major Activity: Solid Waste Permit/Enforcement
IMPACT MEASURES
2.Conduct two visual inspectionspe
week of garbage truck contents
illegal materials.
1996-97
ACTUALS
6
1997-98 SIX 1997-98
’1997~98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
6 6
2. Six inspections are being done to ensure clean loads.
Major Activity: Landfill Operations
IMPACT MEASURES.
1996-97
ACTUALS
-- 1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Annually recover 24 tons of recyclable
materials from the landfill disposal area.
(Revised)
101 24 38 72
1. Currently an average of 6 tons of scrap metal per month is diverted from the working face.
Increased recovery is achieved through use of heavy equipment..
85
Major Activity: Hazardous Waste
IMPACT MEASURES
2.Conduct .a minimum of 14 Saturda~
household hazardous waste collectior~
events annually. " [
1997-98 SIX 1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
13 14 14
2. Recycling Program events consisted of garage sale, Chamber of Commerce Showcase, five home
composting workshops and Business Recycling Link event.
Major Activity: Composting
IMPACT MEASURES
1997-98 SIX .1997-98
1996-97 1997-98 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
o Sell a minimum of 5,000 tons of
compost produced each fiscal year.
Annually process 10,000 tons of green
yard waste into compost. (Revised)
n/a
n/a
2,500
10,000
5,644
8,610
10,000
16,000
2. Ther~ is a new marketing contract for compost.
4. More efficient processing achieved through screening and turning material
FUNCTIONAL AREA: COLLECTION, HAULING AND DISPOSAL
KEY PLANS
1. Oversee completion of the EIR and design
of the former Los Altos Treatment Plant site
for the refuse, collection, hauling and
disposal operations yard.
PROGRESS
1. The draft EIR was approved by the
Planning Commission on January 14, 1998.
86
Major Activity: Collection and Hauling Contract
IMPACT MEASURES
call back rate to .5 percent oftota~3.Limit
collections, and respond within 2,~
hours. . ’ |
1996-97
ACTUALS
.5%
1997-98
ADOPTED
.5%
1997-98 SIX
MONTH
ACTUALS
.1%
3. PASCO has been very responsive to customer requests.
1997-98
ESTIMATED
ACTUALS
.5%
FUNCTIONAL AREA: STREET SWEEPING
KEY PLANS
1. Redu6e illicit dumping of debris and
leaves from pri,vate properties onto City
streets and parking lots.
PROGRESS
1. Supervisor attending code enforcement
class to increase knowledge of codes and
skills to enforce them. Completion date is
January 1998.
87
FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENTS
KEY PLANS
1. Implement construction of local storm
drainage improvements in the Barron Park
neighborhood.
2. Complete construction of a storm drain
pipeline replacement/rehabilitation projects
and initiate design of the next phase of the
work.
PROGRESS
1. Completed 20% of local storm
drainage improvement project in Barron
Park neighborhood.
2. Construction of storm drain pipeline
replacement/rehabilitation project
delayed until Spring 1998 due to
workload constraints.
FUNCTIONAL AREA: STORM DRAINAGE OPERATION/MAINTENANCE
KEY PLANS
1. Implement the new Performance Standard
and the associated expanded inspection and
compliance program required by the new
storm water discharge permit issued to Palo
Alto.
PROGRESS
1. The new Performance Standard and the
associated expanded inspection and
compliance program have been implemented
and both are fully operational.
88
FUNCTIONAL AREA: SUPPORT SERVICES AND RATES
KEY PLANS
1. Implement operational changes and
business process improvements identified by
the Utilities Business Process Reengineering
Study.
2. Coordinate the design of application
software for users of the Customers
Information system (CIS) Project and provide
for expanded billing capabilities.
PROGRESS
1. The majority of the remaining operational
changes and improvements are dependent
upon the availability of the new CIS
(Customer Information System) currently
being installed.
2. As experience with the CIS increases,
application software needs will be defined,
but none are anticipated currently.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEYPLANS
1.. Complete construction of wastewater
collection system rehabilitation projects in
College Terrace, in easement from East
Bayshore and Amarillo under Highway 101
to the Water Quality Control Plant near
Embarcadero Way; and on Amarillo from
Elmdale to East Bayshore Road.
PROGRESS
1.College Terrace area collection system
rehabilitation projects have been completed.
Amarillo avenue to Embarcadero Way
Relief Sewer Negative Declaration and
alignment have been approved by Council.
Final design is being completed by the
project consultant. Project will be bid
during the summer Of 1998.
2. Replade wastewater collection mains on
Middlefield from Everett to Channing;
Colorado from Huggins Place to Simpkins
Court; in easement between Colorado and
Amarillo south of Simpkins Court; and
Amarillo from Elmdale Place to Tanland
Drive.
2. Project is in the design phase and will be
out to bid by May 1998.
89
FUNCTIONAL AREA: WASTEWATER TREATMENT
KEY PLANS
1. Prepare construction plans and financial
agreements for implementing long-term solids
treatment and disposal facilities.
PROGRESS
1. Financial agreements for implementing
long-term solids treatment are scheduled for
Council approval March 1998.
2. Install and program computerized process
controllers for the dual media filters and the
chlorination system.
2. Programable Logic Controllers
installed on chlorination system.
were
3. Complete Phase 2 of the 72- inch
interceptor sewer rehabilitation and begin
Phase 3, completion of the rehabilitation.
project.
3. Inspection of 72-inch interceptor 90%
complete. Expect completion by October
1999.
Major Activity: WQCP System Improvement (CIP)
IMPACT MEASURES
I’l. Bid 80 percent of all projects in the yeaq
they’are budgeted for construction. |
1997-98
1996-97 1997-98 ESTIMATED
ACTUALS ADOPTED ACTUALS
75%8O%
1997-98SIX
MONTH
ACTUALS
25%80%
1. Projects delayed due to staff vacancy in Engineering.
FUNCTIONAL AREA: WASTEWATER ENVIRONMENTAL COMPLIANCE
KEY PLANS
1. Obtain a new, five year permit for discharge
of treated wastewater to San Francisco Bay
and insure that its terms and conditions are
reasonable and achievable. Provide quarterly
updates to Council.
PROGRESS
1. In order to obtain the new discharge
permit, a detailed technical application was
prepared and submitted January 28, 1998.
Discussion~ ~vith the permit issuing agency
have commenced and are scheduled to be
completed before the July 21, 1998
expiration date.
90
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. Actively participate with the Bay Area
Water Users Association and the San
Francisco Public~ Utilities Commission
(SFPUC) in the preparation of a Regional
Water Supply Master Plan. (WSMP)
PROGRESS
1. As active member of the WSMP
. Steering Committee, provided direction
throughout the scoping, Phase 1, of the
project.
2. Develop custom-tailored marketing plans
for each customer market segment.
2.Marketing plans for key accounts
(approximately 15) have been completed.
Marketing plans for the small commercial
and residential customers are in progress
with expected completion by June 1998.
3. Develop an extensive review of all water
supply options including the Santa Clara
Valley Water District supply, given the
expected increase of SFPUC water supply
costs and the potential for future SFPUC
capital expenditt~re.
3. Delayed until fall of 1998 to
accommodate the delayed schedule of
SFPUC’s Phase 2 Water Supply Master
Plan.
4. Develop a strategic public relations and
communications plan to broaden public
awareness ~of Utility involvement in the
eorrmaunity.
4. In progress. Completion planned for
June 1998.
5. Investigate Demand Side Management
options, including altematives to base-year
allotments, for future drought years.
5. Gathering information. Coordinating the
City’s response to revisions to the Water
Best Management Practices (BMP’s).
91
Major Activity: Market Programs
IMPACT MEASURES
1. Within 5 Working day.s, complete
design review of commercial landscape
plans submitted for compliance with
Palo Alto Landscape Water Efficiency
Standards.
2. Implement 90 percent of the
strategies included in the annual Utility
Marketing Services Communication
Plan.
1997-1998 SIX 1997-98
1996-97 1997-1998 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
<5
90%75%<5 90%
1. Completed 31 commercial landscape plans with an average turnover of 3 days.
¯ 2. Providing end-use information using either mass-marketing (brochures, pamphlets and bill.
stuffers) and individual contact (workshops, account services, drop-ins, telephone inquiries).
Coordinating planned outages for Key and Major Accounts to minimize customer inconvenience.
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS
1.Coordinate the design of application
software for users of the Customer
Information System (CIS) Project and
provide for expanded billing capabilities.
PROGRESS
1. In-house development of the CIS was
halted, and a commercial CIS was purchased.
It is currently being installed.
2. Complete migration to a 21 working-day
meter reading cycle.
2. Further migration is dependent on
completion of CIS implementation.
92
KEY PLANS
3. Continue to implement operational
_changes and business process improvements
identified by the Utilities Business Process
Reengineering Study.
4. Evaluate potential impact of Proposition
218 on current rate structure and develop
appropriate rate structures to meet future
revenue requirements.
PROGRESS
3. The majority of the remaining operational
changes and improvements are dependent
upon the availability of the new CIS
(Customer Information System) currently
being installed.
4. Still being evaluated. Waiting for legal
decision.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
1. Evaluate need for corrosive control
measure on Park, Corte Madera and Dahl.
Perform fence and pavement repairs on
reservoir sites.
2. Complete the installation ofwater main
replacements in Phase XII on sections of
Crescent Drive, .Southwood, Edgewood,
Newell, Dana King Lane, Kirby, Greenwood,
Chaucer, Tevis, Fife, Wilson, Parkinson,
Melville, Somerset, Regent, Kent, Hopkins
and Pine.
3. Complete installation of corrosive control
measures on Montebello Reservoir. Perform
remaining fence and pavement repairs at all
reservoir sites.
PROGRESS
1. Project is in the design phase. A
contract for the work will be awarded by
Council during June 1998.
2. Project has been designed, bid and
awarded by Council. Installation of the
mains was started in January, 1998.
3. Warranty inspections have been made
and the contractor is scheduling minor
repairs with City staff.
93
Major Activity: Vehicle Replacement/Outfitting
IMPACT MEASURES
1996-97
ACTUALS
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
Replace 95 percent of vehicles within
six months of the budgeted replacement
date for approved vehicles.
95%95%55%95%
2. Due to staff vacancies this impact measure will be achieved by March 1, 1998.
FUNCTIONAL AREA: VEHICLE OPERATIONS/MAINTENANCE
KEY PLANS
1. Link paperless shop work orders system to
Department’ s preventive maintenance
scheduling, pool care use and
accident/damage reporting.
2. Modify shop personnel responsibilities to
account for staff reductions through attrition
(per organization review) due to position
retirement estimated 7/1/97.
PROGRESS
1. A semi-automated preventive maintenance
scheduling and department notification
system is now is place.
2. The Assistant Fleet Manager’s
responsibilities have been shifted to more
direct shop supervision and the Fleet
Coordinator has been reassigned to full time
administrative support for the maintenance
activity.
94
Major ~Activity: Vehicles (_~perations, Monitoring
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADOPTED
1997-98 SIX
MONTH
ACTUALS
1997-98
ESTIMATED
ACTUALS
Provide 95 percent of monthly billing
statements to Administrative Service~
Department for previous month’s
vehicle cost within five working days
after the end of each month.
92%95%33%100%
2. Provide departments with quarterly 4 revised 4 n/a rda
usage, accident and repair cost data
reports which Summarize exceptions
of either under-utilized or excessive
use vehicles. (Revised)
1. Statements through October. 1997 were the responsibility of the prevtous Fleet Manager. Since
October 1997, 100% of statements have been provided on time.
2. Not currently being done due to staff vacancy.
Major Activity: Fuel Storage and Dispensing
IMPACT MEASURES
2.Provide 4 percent annual fuel savingq
from use of Compressed Natural Ga~
(CNG) in Vehicles from base year 1993-~
|
1996-97
ACTUALS
1%
1997-98 SIX 1997-98
1997-98 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
4%0%0%
2. This is extremely difficult to track using ggavings ~ This should be revised to report on CNG
utilization rather than dgavings ~ ¯
95
FUNCTIONAL AREA: PRINTING AND MAILING SERVICES
KEY PLANS PROGRESS
1.Study the~ feasibility of producing four-color 1. Gathering data and reviewing suitable formats
printing inthePrintShop, to report findings in order to support
equipment and staffing requirements
necessary to produce four-color printing. A
report will be produced by the end of the
fiscal year.
96
FUNCTIONAL AREA: COMPUTER EQUIPMENT REPLACEMENT
KEY PLANS
1. Evaluate the benefits
recommendation related to the
purchase of personal computers.
and make
lease versus
2. Identify and analyze citywide personal
computer needs and install computers for staff
that do not currently have personal computer
access.
3. Upgrade all existing 486 personal computers to
Pentium models.
4. Purchase thirteen new servers for application
processing, printing and file sharing.
5. Provide for the replacement and plan the
configuration and installation of workstations and
hardware for the Geographic Information System.
6. Finaliz~ detailed policies and procedures for
administration.
PROGRESS ’
1. The lease versus buy analysis has
postponed until fiscal year 1998-99.
been
2. There were 13 personal computers added to
the replacement fund for new employees or
employees who now require personal
computers to effectively perform their
assignments.
3. The contract is in place to replace all
486/66Mhz processors or less. This amounts
to approximately 225 personal computers.
Replacements will begin in January 1998.
4. Ten of the City’s existing thirteen personal
computer servers have been replaced or
upgraded. The two servers-for the Police
Department’s Computer Aided Dispatch
function are in the planning stage.
5. The hardware has been received and is in the
process of being installed. Implementation of
the new hardware configuration is being
planned for March 1998.
6. A draft of the new policies and procedures
have been generated and are being reviewed.
97
Major Activity: Computer Relacement
IMPACT MEASURES
1996-97
¯ ACTUALS
1997-98
.ADOPTED
1997-98 SIX
MONTH
ACTUALS
1997-98
ESTIMATED
ACTUALS
Upgrade more than 25 percent of the
City’s personal computer inventory
annually.
n/a 25%0 40%
2 Contract awarded in January 1998. Upgrades will occur in the second halfofthefiscal year.
98