HomeMy WebLinkAbout1997-04-01 City Council (6)City of Palo Allto
City Manager’s Repot,
TO:HONORABLE CITY COUNCIL
ATTENTION:
FROM:
FINANCE COMMITTEE
CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
AGENDA DATE: APRIL 1, 1997 CMR:168:97
SUBJECT:1996-97 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 1996-97. 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 ~rojeeted 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 1996-97 are under way or are expected to be accomplished
in 1996-97. Some key plans have experienced delays due to a shift in departmental
priorities. Reprioritization is often, required as aresult of Council actions.
City staffhas been doing a comprehensive quality control evaluation of impact measures.and,
in the 1997-98 Proposed Budget, will include some changes to impact measures to try and
improve clarity and provide more meaningful information.
CMR:168:97 Page 1 of :~
PREPARED BY: Virginia Harrington, Budget Manager
DEPARTMENT HEAD APPROVAL:
Melis~a Cavallo
Acting Director
Administrative Services
CITY MANAGER APPROVAL:
CC: n/a
Manager
Page 2 of 2
FUNCTIONAL AREA: CONSULTATION & ADVISORY
KEY PLANS
1. In 1996-97, provide legal review and analysis of
Comprehensive Plan update issues.
2. Provide active legal support for the Stanford
West-Sand Hill Road application.
3. Revise local CEQA guidelines to implement
Development Review proposals and State law
changes.
STATUS
1. Primary legal review of the draft
Comprehensive Plan and EIR was completed in
the second quarter.
2. Ongoing.
3. The State of California has delayed completion
of regulations needed to complete this plan. The
guidelines revision will be started in 1996-97, but
not completed until 1997-98.
FUNCTIONAL AREA: LITIGATION ~a: DISPUTE RESOLUTION
¯ KEY PLANS
1. In 1996-97, investigate and implement a litiga-
tion case management system with capability to
index and retrieve information about City litiga-
tion (both current and closed), and to schedule lit-
igation calendars.
STATUS
1. Several software packages have been reviewed.
Selection process is ongoing.
2. Identify City regulatory and administrative
programs where imposition of administrative
civil penalties may be an appropriate alternative
remedy for ordinance violations, and propose
conforming ordinance changes. .
2. Under way now, following the code enforce-
ment audit and hiring of contract staff.
FUNCTIONAL AREA: OFFICIAL ~z: ADMINISTRATIVE DUTIES
KEY PLANS STATUS
1. In 1996-97, prepare Board and Commission
orientation program covering the Brown Act
and Political Reform Act.
1. Video production cost estimates received;
now developing a script for the orientation.
2. Prepare departmental archival records stor-
age and retrieval plan, including provisions
for electronic access.
2. No progress to date. This plan is likely to be
deferred to 1997-98.
FUNCTIONAL AREA: INTERNAL AUDITS & REVIEW
KEY PLANS
1. In 1996-97; utilize programs and activities
described in the City’s Mission Driven Budget
in completing the risk assessment model. This
model will be used as a tool for identifying
potential areas for audit.
2. Coordinate a peer review of the City
Auditor’s Office.
3. Utilize the Internet to fully describe audit
services program.
4. Work with departments in developing
control assessment programs
5. Develop and issue a report to Council
reflecting the status of all audit
recommendations. The City Manager will
complete the current status section of this
report
STATUS
1. The model has been completed and will be
used to compare budget to actual results for
the 1996-97 fiscal year.
2. Based on current staffing levels, this key
plan has been rescheduled for fiscal 1997-98.
3. The text format for the web page has been
developed. This includes brief summaries of
audits completed and the annual audit plan.
4. This key plan will be rescheduled due to
current staffing levels.
5. The Annual Status of Audit
Recommendations report was issued on
January 27, 1997.
FUNCTIONAL AREA: PROFESSIONAL ASSISTANCE &~ SERVICES
KEY PLANS
1. In 1996-97, develop and issue a Request for
Proposal (RFP) for external audit services.
STATUS
1. The City negotiated a two year agreement
with the current audit firm and, plans to go out
to bid in 1998.
FUNCTIONAL AREA: PUBLIC INFORMATION
KEY PLANS
1. In 1996-97’ respond to external audit of the
cable franchise.
STATUS
1. Completed. The audit found the department
in compliance with no findings or
recommendations.
MAJOR ACTIVITY: PUBLIC OUTREACH
IMPACT MEASURES
4.Increase new programming hours by 10 percent on
the cable government channel.
1996.97 SIX 1996-97
1995-96 1996-97 MONTHS ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
31%10%29%29%
4. The target was exceeded due to a nationwide effort to solicit nonprofit organization programming.
MAJOR ACTIVITY: AGENDA/PACKET PROCESS
IMPACT MEASURES
3.Ensure that no more than 5 percent of Council
agenda rifles result In questions of clarification from
the public or removal of the item from the aIjenda.
1996-97 SiX ’
1995-96 1996.97 MONTHS
ACTUALS ADOPTED ACTUALS
0%5%0%
3. Efforts to comply with the Brown Act resulted in exceeding the stated goal.
1996-97
ESTIMATED
ACTUALS
0%
FUNCTIONAL AREA: BOARD/COMMISSIONS RECRUITMENT
IMPACT MEASURES
2.Increase the total number of Boards and
Commissions applicants by 15 percent.
1996-97 SIX 1996-97
1995-96 1996.97 MONTHS .ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
20%15%0%15%
2. Only two recruitments took place during the reporting period. It is still possible to meet the target during the
next six months. -
5
MAJOR ACTIVITY: COUNCIL/COMMIT. MEETINGS/MINUTES
IMPACT MEASURES
2.Finalize 80 percent of minutes in six weeks for
meetings less than 3 hours and 7 weeks for meetings
that are more than 3 hours.
1996-97 SiX
1995-96 1996-97 MONTHS
ACTUALS ADOPTED ACTUALS
54%70%64%
1996-97
ESTIMATED
ACTUALS
70%
2. The City Clerk’s Office continues to fall short Of the stated goal, given current staffing and resources.
FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT
KEY PLANS STATUS
1. In 1996-97, provide for the Palo Alto
Municipal Code (PAMC) to be available
¯ through electronic media.
2. In 1996-97, develop a Records Emergency
Recovery Plan.
1. In process. Editorial review of the PAMC is
underway which requires significant analysis
and involvement of the City Attorney.
2. Completed. The Records Emergency
Recovery Plan was completed and included
in the Records and Information Management
Plan.
6
FUNCTIONAL AREA: CITY MANAGEMENT
KEY PLANS
1. In 1996-97, continue the implementation of
the changes approved in the citywide
Organizational Review.
2. Expand the use of volunteers throughout ¯
City departments by the efforts of a citywide
coordinator of volunteer services
3. Implement a master plan forthe Internet
which assures efficient public access to useful
information and opportunities for the
electronic conduct of City business.
STATUS
1. The majority of the changes were
implemented in the 1995-96 and 1996-97
budgets.
2. Established a foundation for a citywide
volunteer program; program to be continued
by a new volunteer coordinator.
3. Internet Master Plan preliminary draft has
been prepared by the Administrative Services
Department for review by Senior Management
Group. Comments will be incorporated to
produce final Master Plan.
FUNCTIONAL AREA: CITY COUNCIL RELATIONS
KEY PLANS
1. In 1996-97, develop a recommended
strategy for financing the major programs and
capital projects that represent Council
priorities.
2. Complete a study of existing boards,
commissions, task forces and committees
which will enable the formulation of a
Council policy on advisory bodies
3. Improve access to prior years’ records, in
compliance with records management policy,
by placing City Manager’s Reports (CMRs) on
microfilm or an equivalent means of
electronic storage.
STATUS
1. Module I of the Infrastructure Management
Plan was presented to the Finance Committee.
Module II is scheduled for Finance Committee
review in April 1997.
2. Currently underway, Expected to be
complete by June 1997.
3. Currently underway. Expected to be
complete by June 1997.
FUNCTIONAL AREA: COMMUNITY/INTERGOV. RELATIONS
KEY PLANS
1. In 1996-97, coordinate the successful
introduction and enactment of one item of
legislation of specific importance to Palo Alto.
2. Explore opportunities with the school
district for cooperative programs, e.g., library
services.
3. Pursue opportunities for cooperation with
neighboring jurisdictions in the provision of
certain fire-related services.
4. Produce a brochure which responds to
most-frequently requested information about
the City.
STATUS
1. On hold due to vacancies in Assistant City
Manager and Assistant to the City Manager
positions.
2. In.process through participation on the City/.
School Liaison Committee and the Buildings for
Excellence Project Review Committee.
3. A proposal was submitted in response to City
of Los Altos’ RFP for provision of fire services.
Proposal was rejected.
4. On hold due to vacancies in Assistant City
Manager and Assistant to the City Manager
positions.
FUNCTIONAL AREA: ECONOMIC RESOURCES
KEY PLANS
1. In 1996-97, continue the Midtown business
district revitalization process.
STATUS
1. Conceptual Master Plan and one major
building redevelopment have been approved
by Council. Anticipate approvaI of at least one
additional major building redevelopment by
end of 1996-97.
.MAJOR ACTIVITY: PROCESS FACILITATION
IMPACT MEASURES
I1.Provide guidance for not less than 20 new/existing
businesses requiring assistance in the permit
applications process.,
1996-97 SIX 1996-97
1995-96 1996-97 MONTHS ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
21 20 21 31
1. Response to unusually’high level of commercial activity occurring in the first half Of the year. It is expected that
.activity in second half year wilt be at originally predicted level.
FUNCTIONAL AREA: FINANCIAL SUPPORT SERVICES
KEY PLANS
1. In 1996-97, pursue implementation of
Automatic Payment System (APS) for
customer direct transfer of payments for
utilities and other City services.
2. Begin development of an accounting
¯ policies and procedures manual focusing on
areas critical to sound internal controls.
3. Conduct a physical inventory and provide
fixed asset tags for General Fund fixed assets.
4. Develop and conduct training session to
educate project managers in contract
processes, procedures and practices.
5. Implement automated timekeeping to
support time tracking under MDB and train.
users in procedures for using, the system.
6. Consolidate the purchasing section at a
single location to facilitate communication
and improve effectiveness within the group
for a more congenial climate for customers
and suppliers.
7. Review, identify and begin implementation
of recommendations of the Purchasing
Process Steering Committee that will provide
more efficient and effective processing of
customer requests, and that will provide
more control and accountability in the
procurement process.
STATUS
1. Project is delayed until completion of the
Utilities Customer Information System (CIS).
2. This project is on track with the final
completion date estimated to be June 1997.
Approximately 80% of the manual is complete,
with the final 20% in. progress.
3. This project is approximately 80% complete,
with two General Fund departments remaining
to be inventoried/tagged. This project is
e~pected to be completed in June 1997.
4. Some planning being conducted, but
aggressive execution of the key plan awaits the
work of the Purchasing Process Steering
Committee and the hiring of the new Contract
Managers.
5. Project is delayed due to deficiencies inherent
in the City’s current technology infrastructure.
New client-server technology and Windows
NT compatibility must be in place prior to
implementation. It is estimated the that new
technology solution will be complete in
1998-99.
6. CIP funding was requested in 1997-98. This
key plan will not be realized until 1998-99.
7. Completed a review of existing purchasing
processes. A number of process improvements
have been implemented or are under way.
Recommendations for major changes are being
developed and implemented in nine key areas.
MAJOR ACTIVITY: ACCOUNTING SERVICES
IMPACT MEASURES
3.Achieve an average satisfaction rating of greater than
4.0 (highest rating being 5) on various accounting
, training class surveys.
1996-97 SIX
1995~96 1996-97 MONTH
ACTUALS ADOPTED ACTUALS
>4.5 >4.0 n/a
3. No training classes held. Classes are being redesigned and will resume in the 4th quarter,
1996-97
ESTIMATED
ACTUALS
>4.0
MAJOR ACTIVITY: PURCHASING & CONTRACT ADMIN
IMPACT MEASURES
3.Provide 4 purchasing seminars to promote effective
purchasing procedures.
4.Increase inventory turns t~ 3 per year to minimize
cash held in inventory.
1996,97 SIX 1996-97
1995-96 1996-9Z MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
rda 4 0 2
n/a
3. Vacancies in Purchasing prevented planned training.
4. Inventory turn-over has increased. Staff is working towards the target of 3 inventory turns for specific items.
MAJOR ACTIVITY: STORES & WAREHOUSING
IMPACT MEASURES
2.Provide an annual physical inventory count that is
within 5 percent of related accounting records,
1996-97SIX 1996~7
1995-96 1996~7 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1%5%0.8%0.8%
2. Loss was reduced significantly because security was increased by reducing access to non-warehOuse employees.
l0
~! INCTIONAL AREA: PROPERTY MANAGEMENT
KEY PLANS
1. In 1996-97, if Request For Proposal is
approved; solicit, review and select a
proposal for sale or lease of the Meadows
Well site.
2. Assist leaseholders of Williams property
and Chuck Thompson site in obtaining
necessary City approvals and County grant
funds to meet required conditions of leases.
3. If Request For Proposal is approved, solicit,
review and select a proposal for sale or lease
of the Tower Well site.
4. Support City Manager’s Office in
implementation of Council direction for
Arastradero preserve structures,, related
donation, and development of stewardship
concept.
STATUS
1. The Meadows Well site was sold via requests
for proposals on September 10, 1996 for
$329,025.
2. Assisted Williams property leaseholder in.
obtaining additional County grant funds and
will continue to assist them in obtaining
permits to meet their required lease conditions.
3. Solicited request for proposals for the Tower
Well site and presented recommendation to
Council. Council rejected all proposals.
4. The Arastradero Preserve Management Plan
was adopted by Council and the RFP for the
Arastradero Steward was approved in concept.
A Staff committee has reviewed and
interviewed the single response to the RFP.
FUNCTIONAL AREA: MONEY MANAGEMENT
KEY PLANS
1. In 1996-97, replace the outdated automated
cash receipting system in Revenue Collections
and at outlying facilities.
2. Define the requirements’for a collections
management system, and begin .to work with
the selected vendor on implementation.
3. Work with Utilities staff to implement
charitable giving program for utility
customers.
STATUS
1. Staff negotiated with a vendor to acquire a
new cash receipting system. The selected
vendor went out of business prior to the
contract completion, and the project has
therefore been delayed. Staff is now
investigating an alternative vendor.
2. Due to the delay of implementing the cash
receipting system mentioned above, this project
has been delayed as well. Staff believes it is
prudent to.implement a new cash receipting
system before automating its collections
management system.
3. This program was approved by the City
Council on December 16, 1996; the
implementation process is under way,
11
MAJOR ACTIVITY: GENERAL BILLING &: COLLECTIONS
IMPACT MEASURES
1995-96
ACTUALS
1996-97
ADOPTED
1996-97 SIX
MONTH
ACTUALS
3.Collect at least 60 percent of outstanding accounts for
driving under the influence receivables.
6.Achieve an average satisfaction rating of 4.5 (of 5.0)
on customer service surveys for the Revenue
Collection public counter,
84%60%90%
4.9 4.5 n/a
3. Collections of receivables may occur unevenly over a short (6-9 month) period.
6. Survey is done annually in second half of the year.
1996-97
ESTIMATED
ACTUALS
60%
4.5
FUNCTIONAL AREA: FINANCIAL PLANNINGr ANALYSIS &: REPORTS
KEY PLANS STATUS
1. In 1996-97, review and test Community
Services Department’s impact measures to
assure accurate tracking and record keeping
of the measures, and continued ¯
appropriateness.
2. Develop a system to maintain the roster of
budgeted positions of the City which
integrates with the new payroll and
¯ timekeeping systems.
3. Establish a computer equipment
replacement fund to allow for the ongoing
replacement of computer equipment.
4. Review and automate the process for
collecting key plans and impact measures and
report to Council twicea year on status of key
plans and any changes to impact measures.
1. Deferred to 1997-98 due to higher priority
projects.
2. Completed, is being utilized for development of
the Proposed 1997-98 Interim Budget.
3. Will be included in the Proposed 1997-98 Interim
Budget.
4. On hold, resources permitting, will be
implemented during 1997-98.
MAJOR ACTIVITY: BUDGET DEVELOPMENT-OPERATING AND CAPITAL
IMPACT MEASURES
2.Obtain at least 3 budgeting awards from the
California Society of Municipal Finance Officers
(CSMFO) and the Governmental Finance Officers
Association (GFOA).
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
5 3 0 5
2. Five awards have been applied for. Four from CSMFO were received in February 1997 and one from GFOA in
March 1997, after the effective date of this report.
12
MAJOR ACTIWTY: CONSULTING & SPECIAL STUDIES
IMPACT MEASURES
1.Identify a minimum of $100,000 in potential savings
through analytical projects and special studies.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
$80,000 $100,000 $0 $50,000
1. It is anticipated that potential savings will be identified during the development of the Proposed 1997-98
Interim Budget.
FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT
KEY PLANS STATUS
1. In 1996-97, in response to a
recommendation from the City’s external
auditors, develop procedures and adopt
standards for computer system
documentation, to provide the necessary
information for supporting and enhancing the
City’s computer systems.
2. Assist in the acquisition and
implementation of an automated revenue
collection system for the City, improving the
accuracy and timeliness of the fees collected
throughout the City.
3. Complete the implementation of Phase I of
the Customer Information System for
Utilities, to improve accessto customer usage
and billing information.
4. Assist in the implementation of an
automated tirnekeeping system to facilitate
the entry and greatly improve the accuracy of
time card data for employees.
1. Procedures for capturing and documenting
ASD/Informafion Technology Project Requests
have been implemented. Criteria for evaluating
and prioritizing projects have been defined and
implemented. Guidelines and examples have
been established for system and user
documentation. The generation and evaluation
of Request for Proposals (RFPs) has been
standardized. Change control software, from
three vendors, has been reviewed and analysis
of each package is currently taking place.
2. The City issued an RFP, reviewed responses
and selected a vendor. During the contract
negotiations, the vendor went out of business.
Contract discussions are continuing with an
alternate.
3. The in-house development effort has suffered
delays. The project team agreed that a
purchased solution could be acquired for nearly
the same costs and schedule with a reduced
risk. Council was updated through a City
Manager’s Report (CMR:455:96). An RFP was ’
developed and distributed to twelve vendors.
Responses are due February 4, 1997.
4. The timekeeping system effort has been
delayed due to technology infrastructure
requirements not currently available within the
City. The City is pursuing alternative solutions
until the technology can be implemented within
the City.
13
MAJOR ACTIVITY: NEW APPLICATION DEVELOPMENT
IMPACT MEASURES
1. Set up. 4th generation tools and technology to provide
access to an additional 10% of the City’s business systems
information annually. (new)
2. Complete 90 percent of project schedule milestones
according to schedule.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a n/a 0 10%
90%90%60%90%
1. Data to be accessed by fourth generation tools will be migrated in the fourth quarter to meet the 10% goal.
2. The major focus, the Budget Position Control System, was more complex than expected. The project was delayed
due to required new technology and additional IT staff time.
MAJOR ACTIVITY: THIRD PARTY APPLICATION SUPPORT
IMPACT MEASURES
I1. Meet users computer program request milestones 90
percent of the time for all third party applications.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
90%90%70%90%
1. The major efforts were in IFAS and Lawson Payroll/Human Resources systems. Lawson wasdelayed primarily
by the vendor negotiations phase of the project.
MAJOR ACTIVITY: DATA BASE AND APPLICATION MANAGEMENT
IMPACT MEASURES
1.Complete departmental requests for changes within
agreed upon time frame 90 percent of the time.
2.Process 100 percent of the requests for data base
setup or chan[~es within 24 hours.(new)
1996-97 SIX 199697
1995-96 1996-97.MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
90%90%50%65%
n/a n/a 50%65%
1. Two vacancies in Information Technology delayed database related tasks.
2. Two vacancies in Information Technology delayed database related tasks.
14
FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT
KEY PLANS
1. In 1996-97, move personal computer servers
into the computer room to improve access and
availability of those servers to the computer
staff.
2. Acquire or develop application software to
manage access to the City’s computers, Internet
and outside resources.
STATUS
1. Three existing servers were moved into the
computer room and additional servers were
acquired, installed and mounted in racks within
the computer room. The environment is more
secure and stable. The access and availability
for users has been improved.
2. New computer hardware and software was
acquired and implemented to provide secure
access to the City’s servers and to allow the City
personnel access to the Internet and other
external servers. This implementation allowed
the Library to begin offering remote access to its
catalogue and the County’s catalogue.
FUNCTIONAL AREA: PERSONAL COMPUTER
KEY PLANS
1. In 1996-97, work with Finance and Budget
Divisions to develop a strategic and financial
plan for the replacement/upgrade of the
City’s personal computer hardware.
2. Install personal computer server software
to automate the inventory of PC equipment,
provide the technicians with a remote
diagnostic tool for problem solving and
ability to upgrade to new versions of the
software (e.g., new WordPerfect upgrades) by
distributing the new versions over the
network.
3. Implement a citywidenetwork operating
system to improve printer and file sharing.
The system will also expand the use of
application sharing and improve the access to
applications for City staff.
STATUS
1. An inventory of the existing personal
computers was completed and a strategih plan to
replace the current installed base of personal
computers over a three year period has been
defined. The financial planning and allocation of
funds is currently underway.
2. Analysis of requirements and availability of
vendor software tools has occurred. The vendors
have made presentations to IT staff of the most
popular solutions. A "knowledge data base" with
a collection of problems and associated solutions
for use by the PC technicians, has been
implemented.
3. The implementation of the NT file servers, was
completed. The City staff is making much greater
use of the file sharing capabilities in an organized
and orderly manner.
15
FUNCTIONAL AREA: TELECOMMUNICATIONS
KEY PLANS
1. In 1996-97, investigate and develop a plan
to provide Wide Area Network backup
capability. This will ensure continuous
computer network connections to systems
and applications for remote City sites.
2. Implementation of citywide network
improvements to provide greater services,
more reliable connections, and management
tools to monitor the network traffic.
Computer access and network reliability will
be improved for City staff.
STATUS
1. As the .City has installed Wide Area and
Local Area Network services, it has replaced
modem connections at these locations. Some
modems have been left at these sites to provide
back-up capability. The installation of the City’s
fiber ring should become the primary
connection and the COAX will become the
back-up. Consequently, staff intends to
concentrate on the fiber ring as the primary
connection.
2. The upgrade of the Civic Center Local Area
Network is in process. A vendor has been
¯ selected following an RFP process. CMR is
being written to be presented to Council for
approval.
MAJOR ACTIVITY: TELEPHONE (TELECOMMUNICATIONS) USER SUPPORT
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
[ 2. Complete all communication requests within 7
7days 7days 9days 10-14daysIworkin~ days usin~ contract services.
2. Requests for the first six months were greater than usual due to support of a major Police Department project.
16
FUNCTIONAL AREA:. ARTS AND CULTURE
KEY PLANS
1. In 1996-97, continue to investigate
community support for a Performing Arts
Center.
2. Support and assist the Friends of the
Children’s Theatre in its efforts to raise funds
for Phase II of the Golden Anniversary
building project.
3. Include in the regular Children’s Theatre
season at least one play focused on teenagers
and develop further programming for teens.
4~ Explore opportunities for outside funding.
to expand the Children’s Theatre Outreach
After School Play Production Program to all
Palo Alto Unified School District elementary
and middle schools.
5. Celebrate the Children’s Theatre 65th
Anniversary with community and alumni
events.
61 Develop a curriculum guide, in conjunction
with one exhibition each year, as an outreach
tool for high school teachers to explore
contemporary art with their students.
7. Initiate. programs for youths, teens and
famih’es that includes: "Summer Arts", an
intensive week long program for youth;
classes, workshops, and special projects; and
Family Days, in partnership with the Palo
Alto Unified School District.
STATUS
1. Master Plan Process is proceeding. Master
Plan will ultimately address the need for a
Performing Arts Center
2. In pr6cess - major milestone to be reached in
February 1997 when fund-raising goal is
reached.
3. In process - to be completed in the Spring of
1997. Teen leadership programs to be
completed by Summer 1997.
4, Exploration finds that the Outreach program
does not seem a likely candidate for outside
funding since it is an established program
needing expansion.
5. ComPleted with great success.
6. Planned for development in fourth quarter of
1996-97.
7. Four new art classes for Teens have been
developed; Art of Audio; Drawing, Painting,
and Sculpture. Eight new Art Mini-Camps, in
collaboration with Open Space and Sciences,
have been developed and will be presented in
March. A Family Day in conjunction with Spirit
Objects was presented in partnership with both
the Palo Alto Unified School District and the
Ravenswood School District.
FUNCTIONAL AREA: ARTS AND CULTURE (CONTINUED)
KEY PLAN STATUS
8. Explore the development and outside
funding opportunities for a Visual Artist
Mentor Program for teens.
8. Recommendations are being explored. The
program is moving toward an artist-in-schools
program in partnership with Cultural
Kaleidoscope (non-City funding with Cultural
Center staff and Project LOOK! support). There
are now 4 pilot programs in 8 schools.
MAJOR ACTIVITY: VISUAL ARTS
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATEDIMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
[ 1. Offer 10 exhibitions each year.15 10 7 10
1. Seven exhibitions have been preser~ted. In October there was an unplanned opportunity to present a selection
of African sculpture.
~urNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER
KEY PLANS STATUS
1. In 1996-97, continue development of
landscape plans for non-landscaped and
-asphalt areas between building wings and
begin planting.
2. Implement phase two of the athletic field
irrigation and turf improvement program
3. Continue to develop promotional materials
to encourage public use of Cubberley.
4. Finalize the design of the rest-room/
concession facility.
1. Design is in progress for planter areas, and
planting is scheduled for early spring.
2. Completed.
3. Monthly events calendars continue to be
distributed on a monthly basis, and advertising
in the Palo Alto Weekly follows the same
schedule. A facility rental brochure will be
available for distribution by year-end.
4. This project is presently on hold pending the
identification of a funding source.
18
MAJOR ACTIVITY: CUBBERLEY CENTER SERVICES
IMPACT MEASURES
3.Increase hourly rental customers by 2 percent in
1996-97 and 3 percent in 1997-98. (new)
1996-97 SiX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a 2%20%15%
3. Number of permits issued has risen substantially due in part to repeat users, but also due to new users.
FUNCTIONAL AREA: GOLF SERVICES
KEY PLANS
1. In 1996-97, initiate Phase II of the Golf
Course Master Improvement Plan for
development of design and construction
documents.
2. Implement use of credit cards for payment
of fees at the Golf Course.
3.. Enhance revenue flows during slow
business periods through promotions and
special fee packages.
4. Support Junior Golf Programs for local
players; high schools, and East Palo Alto
juniors.
5. Coordinate installation of an equipment
wash facility.
STATUS
1. Under way. Master Improvement Plan
construction documents are 95% complete,
2. Complete. Credit card use for payment of
golf fees implemented in October 1996.
3. Implemented. Super Twilight fees help to
encourage late hour business and related
revenues.
4. Under way. Support for Junior Golf-
Programs, including playcards, discount fees,
and tournament planning, in progress.
5. Under way. Equipment wash rack
installation planned for June 1997.
19
FUNCTIONAL AREA: PARK SERVICES
KEY PLANS
1. In 1996-97, provide, through annual
renovations, Mode I athletic field conditions
at Greer, Terman, E1 Camino parks (Mode
levels I~VI are standards determined by the
National Recreation and Park Maintenance
Association for such areas as turf care,
irrigation, litter control, and pruning. Levels
range from Mode I, the highest level of
maintenance to Mode VI, the lowest level of
maintenance).
2. Replace and upgrade irrigation systems at
Eleanor Park, E1 Palo Alto Park, and Lucie
Stem Courtyard.
3. Complete installation of backflow devices
at city facilities.
4. Improve athletic field conditions to a Mode
II level at Jordan, JLS, and Walter Hayes ¯
school sites in accordance with the agreement
with Palo Alto Unified School District.
5. Install new playground equipment at
Cameron, Scott, and Werry parks.
6. Resurface tennis courts at Terman. Park.
STATUS
1. Under way.
2. Irrigation system renovations at Eleanor
Park and E1 Palo Alto Parkare in progress.
Lucie Stem courtyard irrigation
improvements deferred pending pathway
renovations.
3. Completed..
4. Athletic field renovations at Jordan and
Walter Hayes School sites have been
completed. Fields at JLS will not be improved
until after the PAUSD building program is
complete.
5. Playground renovation work under way at
Cameron, Scott and Monroe Parks. Werry -
park is incorrectly identified, Monroe Park
will be renovated instead.
6. Under way.
2O
FUNCTIONAL AREA: HUMAN SERVICES
KEY PLANS
1. Assist with .the implementation of approved
recommendations from the Positive
Alternatives for Youth Master Plan.
2. Continue progress by internal staff
committee to develop comprehensive
approaches to the delivery of services to
children and families.
3. Increase the quality of child care in Palo Alto
by promoting national accreditation standards.
STATUS
1. On track with program plug; grants have
been received and accepted by Council;
interviews are underway for new PAFY
coordinator.
2. Better coordination has occurred within the
department, with PAUSD, and with the
children and family non-profit community.
Group has been meeting regularly.and
currently working on a special event for
children and families to be held at Lucie Stern
Community Center on May 17th. An intern
from Stanford is assisting staff and the
committee with development of a Children’s
Calendar that is currently being distributed by
PAUSD.
3.42 percent of all licensed child care centers in
Palo Alto have successfully achieved the
NAEYC National Accreditation.
FUNCTIONAL AREA: LIBRARY SERVICES
KEY PLANS
1. In 1996-97, continue .implementation of the
Library Automation Capital Improvement
Program (CIP) project, including electronic
connection of Palo Alto Unified School
District and City libraries’ catalogs.
2. Begin implementation of approved
elements of the Library Master Plan.
3. Begin plan to improve efficiency of library
~ staff work areas.
4. Coordinate rehabilitation of Children’s
Library, funded primarily through gifts.
5. Participate in implementation of Phase 2 of
regional technology project of public libraries
in Santa Clara County to provide County
residents with better and easier access to all
library collections/resources.
STATUS
1. Project continues to be implemented.
Expected completion in Fall, 1997.
2. Final draft Master Plan to be sent to City
Manager by end of fiscal year.
3. Under Way at Main Library.
4. Project on-hold pending review of Library
Master Plan.
5. Phase 2 in progress, completion anticipated
in Summer 1997.
21
MAJOR ACTIVITY: LIBRARY OUTREACH
IMPACT MEASURES
2.Provide library service to 45 home bound Palo Alto
residents.
1996-97 SIX " 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
52 45 59 59
2. The increase in outreach and publicity efforts about the home bound program over last year is paying Off withan increased number of clients served.
FUNCTIONAL AREA: OPEN SPACE & SCIENCES SERVICES
KEY PLANS STATUS
1. In 1996-97, complete Phase I of the Foothills
Park Water Management Plan capital project.
2. Complete Wildhorse Valley - Buckeye
Creek repairs and restoration project, and
implement annual maintenance on the
sediment collection basins.
3. Create "PlaySpot", an interactive learning
environment for children under five and their
care givers at the Junior Museum and Zoo.
4. Draft a planning grant for the Junior
Museum and Zoo to provide funds for
enhanced programs and exhibits.
1. The RFP for the design has been sent out.
2. The repairs have been made. Funding has
been provided to provide for .annual
maintenance of the sediment collection basins.
3. Funding from the Palo Alto Rotary Club has
been granted but not yet received. There will be
a dedication ceremony and official "ribbon
cutting" .in February. The letter of intent was
approved for submission to the Peninsula
Community Foundation as a preliminary step
to submitting a grant application.
4. Staff submitted a grant to the Howard
Hughes Medical Institute to provide funding
for a duplicate set of animals for Zoo
Interpretive Programs, to provide workshop
and on-line science support to PAUSD and the
Ravenswood School District and to purchase
interactive exhibits. The grant would provide
roughly $400,000 over four years.
FUNCTIONAL AREA: OPEN SPACE/SCIENCE COMMUNITY PARTNERSHIP
IMPACT MEASURES
1995-96 1996-97
ACTUALS ADOPTED
1996-97 SIX 1996-97
MONTH ESTIMATED
ACTUALS ACTUALS
2,590 3,7002.Supplement existing City resources by maintaining
an active volunteer program for the Open Space and
Sciences, with volunteers performing 2,600 hours of
volunteer service.
9,100 2,600
2. Volunteer involvement in Open Space and Sciences activities has increased substant~lly with increased
participation from the Friends of Foothills Park and volunteer activities on the Arastradero Preserve.
22
FUNCTIONAL AREA: RECREATIONAL SERVICES
KEY PLANS
1. In 1996-97, replace the decking around both
pools and repair pipes as needed at
Rinconada Pool facility.
2. Hire a professional events management
firm to conduct the Palo Alto Run Series to
produce an increase in net revenue, ~ quality,
and participation.
3. Increase participation in Teen programs
through expanded activities and collaboration
with community groups.
4. Increase participation in the Adult Sports
program through added diversity of offerings
and promotion to the business community.
STATUS
1. Structural problems on site have changed the
scope of the project and necessitated major
revisions. Construction is expected to begin in
Fall of 1997.
2. Completed.
3. Participation has increased by 12%, primarily
due to the fact that the Teen Center has now been
open for one full year.
4. In progress. While business promotions have
met with varying success, three softball leagues
have been successfully added, drop-in sports
continue to draw consistent participation, and the
overall number of teams participating has
increased by 23 teams, or 80%.
MAJOR ACtiVITY: YOUTH & TEEN PROGRAMS
IMPACT MEASURES
1. Offer programs that attract 50,000 youth and teen
participants.
2. Recover 25 percent of direct youth and teen activity
program costs, excluding the skateboard facility.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
57,000 50,000 38,810 56,000
24.8%25%49% .85%
1. Due to seasonal demand, interim figure is high.
2. Previously, this impact measure was calculated excluding summer sports camps and children’s classes.
Including these programs provides a more complete view of the major activity, as significant resources are "
dedicated, to these programs. Cost recovery ratios will increase dramatically by year-end as most revenue is
received in the spring while related expenditures are incurred the following summer.
MAJOR ACTIVITY: RECREATION FACILITIES
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
[ 2. Generate 2 percent increased program revenue through
-6%2%7%3%
Iimproved marketing and increased user fees.
2. Rentals of Community Center facilities have shown strong improvement.
23
24
FUNCTIONAL AREA: EMERGENCY RESPONSE
KEY PLANS
1. In 1996-97, develop and implement a fire
station alerting system, and make appropriate
operational changes to reduce response times.
2. Based on Council direction, implement
Paramedic Master Plan operational measures
and revise quality improvement plan.
3. Evaluate mutual aid potential with
neighboring jurisdictions for emergency
medical responses.
4. Review Foothills Park Fire Management
Plan.
STATUS
1. Specifications for the system are under
development. Anticipated installation is June
1997.
2. Paramedic Master Plan has been
implemented and service levels are continuing
to be evaluated to ensure optimal level of
service delivery. Quality improvement plan is
being drafted.
3. Currently discussing possibility and logistics
of automatic aid for paramedic service with
Menlo Park Fire Protection District.
4. A draft of the revised Foothills Park Fire
Management Plan has been completed and will
be reviewed with other departments in 1996-97.
MAJOR ACTIVITY: HAZARDOUS MATERIALS RESPONSE
IMPACT MEASURES
1..To confine incidents to the room or area of origin 80
percent of the time.(1)
1996-97 SIX 1996-97
1995-96 1996.97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%80%90%90%
1. These percentages are only valid if other factors such as wind or explosions do not impact the hazardous
materials situation.
FUNCTIONAL AREA: ENVIRONMENTAL ~ SAFETY MANAGEMENT
KEY PLANS STATUS
1..In 1996-97, coordinate countywi’de efforts to
streamline hazardous waste regulations
created as a result of passage of SB-1082.
2. Implement Emergency Preparedness Plan
adopted by Council and provide training to
City employees as needed.
1. Joint meetings with representatives of Santa
Clara County cities, Santa Clara county
Environmental Health Department and
California Environmental Protection Agency
(CAL-EPA) have been conducted and are
ongoing to meet the requirements of SB-1082. The
program will be finalized after further decisions
are made by CAL-EPA later in the year.
2. The draft City Emergency Preparedness Plan
has been submitted for final legal review and
when approved by Council, scheduled training
for City employees will be developed.
25
MAJOR ACTIVITY: DISASTER PREPAREDNESS
1995-96
IMPACT MEASURES ACTUALS
2.To conduct 6 community training classes on disaster 0%
survival techniques annually.
1996-97 SIX 1996-97
1996-97 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
100%17%50%
2. Training the community is dependent upon the City Emergency Plan being adopted. The plan is being reviewed
by the City Attorney.
FUNCTIONAL AREA: TRAINING & PERSONNEL MANAGEMENT
KEY PLANS STATUS
1. In 1996-97, develop and implement
automated employee evaluation tracking
system.
2. Provide training to supervisors on employee
evaluations.
1. A department wide employee evaluation
tracking system has been developed and is
currently being used.
2. Training for supervisors in preparing employee
evaluations is scheduled in 1997.
FUNCTIONAL AREA: RECORDS &: INFORMATION MANAGEMENT
KEY PLANS STATUS
1. In 1996-97, develop and implement an optical
imaging records filing and management
system.
1. The optical imaging records filing and
management system has been implemented and
records are currently being scanned into the
system.
26
FUNCTIONAL AREA: EMPLOYEE COMPENSATION & BENEFITS
KEY PLANS STATUS
1. In 1996-97, implement and communicate
any employee benefit plan or mandated
regulation changes.
2. Prepare bid specifications and seek
competitive bids for the City’s Life, Long
Term Disability and Dental Plans.
3. Negotiate agreement with Palo Alto
Professional Fire Fighters, Local 1319 within
60 days of expiration of contracts.
1. Under way.
2. This key plan will be moved to 1997-98,~ as
Request for Proposals will be sent out in
October 1997.
3. Also a 1997-98 key plan. The current labor
agreement expires June 30,1997.
MAJOR ACTIVITY: CLASSIFICATION AND SALARY ADMINISTRATION
IMPACT MEASURES
1.Assure classification system is current by reviewing
20 percent of position descriptions annually.
2.Survey on an annual basis 75 percent of all of
benchmark classifications to determine competitive
rates of pay.
i995-96 1996-97
ACTUALS ADOPTED
1996-97 SIX
MONTH
ACTUALS
33%20%0%
100%75%0%
1. These activities occur during the second half of the fiscal year.
2. These activities occur during the second half of the fiscal year.
MAJOR ACTIVITY: LABOR CONTRACT NEGOTIATION/MANAGEMENT
IMPACT MEASURES
3.Negotiate agreements according to Council
authorization with all three representation units
within 60 days of expiration of contracts..
1996-97 SIX
1995-96 1996-97 MONTH
ACTUALS ADOPTED ACTUALS
70 days 60 days n/a
3. These activities occur duringthe second half of the fiscal year.
1996-97
ESTIMATED
ACTUALS
20%
75%
199697
ESTIMATED
ACTUALS
60 days
2?
FUNCTIONAL AREA: WORKFORCE RECRUITMENT &: SELECTION
KEY PLANS STATUS.
1. In 1996-97, develop and implement
standards for personnel files, incorporating
security measures, new legislative
requirements and review/purging schedules.
1. Personnel files are currently being converted
and review/purging schedules have been
established. Establishment of security measures,
including addition of fireproof cabinets and
limited access policy, is currently underway.
MAJOR ACTIVITY: EMPLOYEE SELECTION
1996-97 SIX 1996-97
1995-96 1996.97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
]4. Fill 90 percent of positions within 90 days of job 74%90%50%75%
,posting.
4. Recruitment difficulties and current labor market have negatively impacted this target.
MAJOR ACTIVITY: EMPLOYMENT RECORDS MAINTENANCE
IMPACT MEASURES
1. Ensure that 100 percent of all personnel files are
- updated within 10 days of receipt of status changes
or other pertinent data.
¯1996-97 SIX 1996JJ7
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
30%100%50%80%
1. 100% of electronic personnel f!les are updated within lOdays; anticipated move toward paperless system (as a
result of full Lawson implementation) should assure this target is met.
FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE
KEY PLANS STATUS
1. In 1996-97, expand computer training
program to include additional software
applications and the use of self-paced video
training for smaller groups.
¯1. Computer training has been expanded to
include 3 new computer training programs.
28
MAJOR ACTIVITY: TRAINING PROGRAMS
IMPACT MEASURES
2.Annually train 200 employees in supervisory and
skills training courses.
4.Provide at least 150 spaces in computer trainingclasses.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1,400 200 263 285
399 150 261 500
2. Numbers/targets for 1997-98 will be adjusted to reflect increase in hoursof training,, due largely to addition of
computer training programs.
4. Numbers/targets for 1997-98 will be adjusted to reflect increase in hours of training, due largely to addition of
computer~ training programs.
FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT
KEY PLANS
1. In 1996-97, increase public transit use
among employees by implementing and
marketing the shuttle service between East
Bayshore City facilities and the Mountain
View CalTrain Station.
STATUS
1. Shuttle program was implemented, but
discontinued after three months due to low cost
effectiveness.
FUNCTIONAL AREA: RISK MANAGEMENT
KEY PLANS.
1. In 1996-97, implement the Lawson Human
Resources Information System module for
workers’ compensation management and ¯
medical work restrictions. This will integrate
with the Occupational Safety and Health
Administration (OSHA) 200 module, also to
be implemented.
2. Evaluate the City’s volunteer liability policy
with the new Volunteer Coordinator position,
including possible selection of a new policy to
coincide with the new program and position.
3. Develop and implement all new mandated
regulations, including Family and Medical
Leave Act, California Family Rights Act and
DOT Alcohol/Drug Testing.
STATUS
1. Database has been developed and files are
updated weekly. Some further programming
will be required to make this module fully
functional.
2. Completed.
3. All mandated processes are now in place and
implementation is ongoing.
29
MAJOR ACTIVITY: WORKERS COMPENSATION PROGRAM
IMPACT MEASURES
I 2. Limit total number of open claims to 300per year.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
185 300 146 190
2. Lower goals have been submitted for 1997-98 to reflect actuals for past 2 years which have been significantly
reduced.
MAJOR ACTIVITY: LOSS CONTROL
IMPACT MEASURES
1.To resolve loss control and insurance issues within 24
hours for 75 percent of all requests.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
75%75%95%95%
1. This measure has been increased to 95%for the 1997-98 budget, to reflect actual history.
3O
FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE
KEY PLANS STATUS
1. Revise building code-related handout
materials to conform with new model code
editions.
1. All building code handouts were revised
during the first quarter to comply with the new
model code editions.
2. Update Customer handbooks for
subdivisions and certificates of compliance.
3. Increase the use of the Internet to distribute
permit information.
2. No handbook updates completed so far. Due
to heavy workload and high development
review activity, it is not expected that any
handbook updates will occur this year.
3. Residential construction guide, and plan
review status are now available on the Internet.
MAJOR ACTIVITY: EDUCATION, INFORMATION, &; ASSISTANCE
IMPACT MEASURES
2.Update 2 public handouts per year in a user friendly
format to incorporate submittal requirements and
standard conditions of approval for all City
departments.
1995-96 .1996-97
ACTUALS ADOPTED
2 2
1996-97 SIX
MONTH
ACTUALS
0
2. Handouts not completed due to heavy workload and high development review activity.
1995-97
ESTIMATED
ACTUALS
0
MAJOR ACTIVITY: BOARD, COMMITTEE, COMMISSION SUPPORT
IMPACT MEASURES
I1. Implement 50 percent of the recommendations for
operational improvements identified at the Board
and Commission annual retreats within one year.
1995-96 1995-97
ACTUALS ADOPTED
50%50%
1996..97 SIX
MONTH
ACTUALS
n/a
1. No annual retreats held yet.
1995-97
ESTIMATED
ACTUALS
50%
FUNCTIONAL AREA: LIAISON, COORDINATION AND TECHNICAL ASSISTANCE
KEY PLANS " STATUS
1. In 1996-97, utilizing the Town Architect and
coordination with ~Utilities, conduct an
architectural and industrial design workshop
for padmount transformer covers.
2. Enhance the Santa Clara Valley Water
District bridge design at the South E1 Camino
Gateway~
3. In 1996-97 and 1997-98, continue to
participate in the Joint Venture Silicon Vailey
uniform building code interpretation
committee.31
1: Planning for workshop Under way.
2. The source of funding for this project, the
Hyatt Cabana residential development,
withdrew it’s application. Any enhancement
project would need to find another source of
funding.
3.The Department is actively participating in
the Joint Venture Silicon Valley uniform
building code interpretation committee; seireral
uniform interpretations have been published.
MAJOR ACTIVITY: LOCAL & INTERDEPARTMENTAL ACTIVITIES
IMPACT MEASURES
11Dedicate 10 percent of Project Review Committee
agenda time to discussion and coordination of
current environmental issues or problems.
2.Convert 75 percent of all proposals for creek flood
protection from concrete solutions to more natural
solutions.
1995-96
ACTUALS
10%
1996-97
ADOPTED
10%
1996-97 SIX
MONTH
ACTUALS
5%
100%75%0%
1. Environmental issues not as pressing as project review matters.
2. Only one proposal received to date and resolution has not yet been reached.
FUNCTIONAL AREA: DEVELOPMENT REVIEW
1996-97
ESTIMATED
ACTUALS
10%
10o%
KEY PLANS STATUS
1. Complete the entitlement process for the
Sand Hill Corridor projects, including the
Final Environmental Impact Report.
2. Implement the Palo Alto Medical
Foundation entitlement approvals and assure
compliance with all conditions through the
building permit and construction phase.
1. Entitlement process on schedule. Final
Environmental Impact Report completed in
January 1997; City Council consideration now
under way.
2. Tentative Map approval given by Council;.
Building permit application filed in February
1997.
MAJOR ACTIVITY: APPLICATION REVIEW & PROCESSING
IMPACT MEASURES
2.Receive 100 percent of all applicable departmental
comments within 10 days of a project’s submittal
date.
1996-96 1996-97
ACTUALS ADOPTED
92%92%
1996-97 SIX
MONTH
ACTUALS
78%
2. Planning Division reIies on other departments/divisions to submit comments on time.
1996-97
ESTIMATED
ACTUALS
80%
32
MAJOR ACTIVITY: PUBLIC PARTICIPATION/DECISION MAKING
IMPACT MEASURES
2. Planning staff will attend neighborhood meetings
regarding major development proposals 75 percent
of the time requested.
3. Planning staff will attend neighborhood meetings
regarding minor development proposals,50 percent
of the time requested.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%75%50%75%
100%50%n/a 50%
2. Two requests were received due; to prior commitments and work toad, staff were only able to attend one.
3. No requests received.
FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITOR
KEY PLANS STATUS
1. Implement streamlining strategies
¯ identified in 1995-96 streamlining project after
funding and project are approved by Council.
2. Begin transition for inspectors from 2-way
radios to cellular telephones.
3. Implement internal audit recommendations
identified in the 1996 Audit of Code
Enforcement and Building Inspection
activities.
1. Council approved the Permit Streamlining
program February 1997, and staff is proceeding
to implement.
2. Equipment was received in February. 1997;
transition in progress.
3. Many audit recommendation have already
been implemented, and others are currently
under review.
33
FUNCTIONAL AREA: ADVANCE PLANNING
KEY PLANS
1. Complete the Draft Comprehensive Plan
and related Draft Environmental Impact
Report.
2. Prepare a Cal/Ventura Coordinated Area
Plan, after receiving Council approval.
STATUS
1. Draft Comprehensive Plan and Draft EIR
completed and distributed for public review
in December 1996.
2. The Cal/Ventura Area Plan has been
moved back to 1997-98 and the SOFA/PAMF
plan moved up to 1996-97. The SOFA/PAMF
plan will be under way in the next several
months, extending into 1997-98.
FUNCTIONAL AREA: TRANSPORTATION & PARKING MANAGEMENT
KEY PLANS STATUS
1. Complete the traffic signal system
evaluation and upgrade study.
2. Complete City Council review and
approval of the Downtown Parking Structure
feasibility study.
1. Project delayed due to a shift in priority to
first complete the traffic signal timing study
and traffic signal improvements along
Embarcadero at Middlefield and Newell. The
traffic signal timing study is proceeding and the
consultant selection process is expected to be
completed by May 1997. The equipment for the
Embarcadero traffic signals has been ordered
and work is expected to start in April.
2. The feasibility study is complete. The study
report is tentatively scheduled for a Council
meeting in March 1997 for referral to the Policy
and Services Committee and Finance
Committee for discussion and recommendation
to the Council.
MAJOR ACTIVITY: TRAFFIC SIGNALS MANAGEMENT
IMPACT MEASURES
J2. Modify/install traffic signals within I year of
funding approval.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1 year 1 year 1 year 1 year
2. No new signals were approved within last year.
MAJOR ACTIVITY: BICYCLE PROGRAMS
IMPACT MEASURES
I1. Achieve 75 percent occupancy rate for City bike
locker rentals.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
61%75%55%65%
1. Bicycle locker rentals in some locations in the downtown are low; staff will be looking into ways to increase
utilization over the next 6 months.
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES AND PROGRAMS
KEY PLANS
1. Complete Phase 2 of the Citywide School
Commute Safety Study.
2. Implement condition monitoring program
on existing projects.
3. C0mplete the evaluation of the Lytton
neighborhood traffic management plan and
develop final implementation plans.
STATUS
1. The consultant issued the final report on
Phase I in August 1996. Before finalizing the
study and report to the Council, staff will hold
meetings with residents on streets where the
consultant’s recommended bike lane
improvements would impact existing on-street
parking. The Phase I study recommendations
will be forwarded to the Policy and Services
Committee in the Spring.
2. Condition monitoring .program was
implemented in November 1996.
3. The six month trial was concluded at the end
of November 1996 and Council adopted a
modified plan on a permanent basis on January
13,1997: Development of final implementation
plans is subject to availability of funds, which
staff will pursue through the normal 1998-2000
CIP process.
MAJOR ACTiVITY: TRAF~C & PLANNING STUDIES
1995-96
IMPACT MEASURES ACTUALS
] 1. Complete 1 neighborhood traffic study annually,o
1996-97 SIX 199697
1996-97 MONTH ESTIMATED
¯ ADOPTED ACTUALS ACTUALS
1 1
1. Staff completed the evaluation of the 6 month trial of the Lytton Neighborhood traffic study.
35
FUNCTIONAL AREA: AFFORDABLE HOUSING & CDBG
KEY PLANS
1. In 1996-97 and 1997-98, revamp and update
the City’s Below Market Rate (BMR) program,
including legislative authority,
implementation mechanisms and
administration.
2. Complete purchase and contractual
arrangements with the Palo Alto Housing
Corporation for the Alma Street Single Room
Occupancy (SRO) project.
KEY PLANS
1. Project start may be delayed to 1997-98.
2. Purchase and contractual arrangements
completed. Ground broken and construction of
SRO underway as of January 1997.
MAJOR ACTIVITY: AFFORDABLE HOUSING DEVELOPMENT
IMPACT MEASURES
1996-97 SIX
1995-96 1996-97 MONTH
ACTUALS ADOPTED ACTUALS
1. increase the number of permanently affordable, low
income rental housing units by an average annual
increase of 25 units over a five year period (1995-
2O0O).
2.Complete I application for housing subsidy funds
per two year budget cycle.
3.Negotiate a desirable Below Market Rate component
into 100% of proposed housing projects by the first
public hearing.
25
1~1 0
100%100%66%
.1996-97
ESTIMATED
ACTUALS
0
0
75%
1. No units will be counted until 107 unit Alma Place SRO development opens for occupancy next year.
2. Application for this two year budget cycle not yet completed, staff expects to do so in 1998-2000,
3. Three agreements were negotiated; 2 were approved by Council as negotiated by staff, the third was revised.by
Council.
MAJOR ACTIVITY:. COMMUNITY DEVELOPMENT PROJECTS
IMPACT MEASURES
3.Finalize 60 percent of the physical improvement
projects (such as rehabilitation, or housing projects)
in the year allocated.
1995-96 1996-97 MONTH
ACTUALS ADOPTED ACTUALS
25%60%0
3. Eight in progress, none yet completed.
1996-97 SIX 1996-97
ESTIMATED
ACTUALS
50%
36
MAJOR ACTIVITY: FEDERAL & STATE GRANT MANAGEMENT
IMPACT MEASURES
1.Have zero audit findings from any federal or state
agency.
3.Respond to 100 percent of audit requests for
information within .30 days.
1. No audits received.
3. No audits received.
1995-96
ACTUALS
0 0
100%100%
1996-97 SIX 1996-97
1996-97 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
.n/a n/a
n/a n/a
FUNCTIONAL AREA: INFORMATION MANAGEMENT
KEY PLANS
1. In 1996-97, develop strategies to transfer
permit data from existing Building Inspection
Permit system to new data base.
2. Implement a permit processing tracking
system for Planning and Building, and
Coordinate implementation with other City
permitting departments.
STATUS
1. Project delayed due to Planning Division
Work Program adjustments, including
additional assignments for Interim Historic
Ordinance and Inventory Update, additional
resources needed for Sand Hill Corridor
entitlement process, Comprehensive Plan DEIR
and high permit activity in the Development
Review Section.
2. Project on hold due to other departmentpriorities and time available to implement the
project.
MAJOR ACTIVITY: RECORDS & MAP MANAGEMENT
IMPACT MEASURES
2.Update zoning maps within 30 days of Council
adoption of rezonin[~ 100 percent of the time.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%100%0%75%
2. Zone map change approval was received in November 1996; staff did not request map update until February
due to work load.
37
38
FUNCTIONAL AREA: REQUEST FOR SERVICE
KEY PLANS
1. In 1996-97, implement an automated
scheduling system to maximize the use of
available staffing.
2. Assist in the implementation of the¯ city-wide
disaster preparedness plan.
STATUS
1. Program identified and will be implemented in
¯ third quarter.
2. Assisted Fire Department in planning.
Identified initial training requirements. Assessed
current available resources.
MAJOR ACTIVITY: CRITICAL INCIDENT RESOLUTION
IMPACT MEASURES
1,After the initial police response, respond with
specially trained units to the scene of critical incident
within 1.5 hours after request.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.4 1.5 1.0 1.5
1.Midyear actuals based on one incident for the first six months. Most personnel assigned to the specialty units
were working that day.
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
KEY PL~IS
1. In 1996-97, research and identify the cost/
benefit of the development of an in-house
Computer Aided Dispatch system to the
purchase of a predeveloped System.
2. Investigate the feasibility and costs
associated with the implementation of an
Emergency Medical Dispatch program,
MAJOR ACTIVITY: POLICE DISPATCHING SERVICES
STATUS
1. Consultant selected and analysis currently
under way. Contact made with 95 CAD
vendors to develop product information base to
compare feasibility of in-house development
versus off-the-shelf product.
2. Several plans are being considered. Met with
Santa Clara County agencies to discuss future
of Emergency Medical¯ Services (EMS) and
Emergency Medical Dispatching (EMD)
delivery. Provided preliminary training
program cost estimates to Fire Department.
Additional associated costs will be calculated
during the third quarter.
1996-97 SIX 199S-97
199,5-96 199~-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
13" Maintain a rati° °f sustained c°mplaints t0 Calls f°r serviceof less than 1 to 10,(300.
1.3 1 0 0 1.
3.No complaints based on over 16,000 police calls for service.
MAJOR ACTIVITY: FIRE DISPATCHING SERVICES
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
I2. Maintain a ratio of sustained complaints to calls for service 1.6 1 0 0 [
at less than 1 to 10,000.I
2. No complaints based on over 3,200fire calls for service.
FUNCTIONAL AREA: INVESTIGATION &: DISPOSITION
KEY PLANS
1. Ensure case writing quality through
enhanced supervisory review and spot checks
by the watch commanders.
2. Direct resources toward the mitigation of
fraud incidents by placing a greater emphasis
on criminal investigation and education
efforts involving the public and merchants.
STATUS
1. A comprehensive report writing reformatting
was completed. Conducted training for
supervisors and watch commanders.
Supervisory review at both .the patrol and
investigative level shows far fewer errors
despite the increasing numbers of new officers
lacking experience.
2. Emphasis placed on fraud incidents through
the "Downtown Detail" for street scares.
Reallocated existing resources and enlisted
community volunteers to assist the principal
fraud investigator with casework. As part of the
Downtown Health and Safety Program and
other targeted efforts, officers and Community
Policing personnel are advising merchants and
citizens of popular fraud scams and measures
to mitigate them.
MAJOR ACTIVITY: INVESTIGATIONS
IMPACT MEASURES
2.Return less than 10 percent of cases to patrol officers for
follow-up due to deficiencies and!or incompleteness in
the initial investigation.
3.Ensure that of all cases for which felony charges are
requested, at least 75 percent have charges filed for
prosecution by the District Attorneys’ Office.
1996-97 SIX 1996-97
199596 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
3.6%10%3%5%
92%75%94%90%
2. The utilization of the new report form and an organizational emphasis on enhanced supervisory review has resulted
in better quality cas~ork.
3. Higher than anticipated rate is due in part to a lack of statistical experience in setting the original goal and PAPD" s
higher standard of case investigation.
4O
FUNCTIONAL AREA: TRAFFIC SERVICES
KEY PLANS
1. In 1996-97, formalize implementation of
¯ "community traffic officer" program with an
emphasis on speed reduction.
2. Formalize and expand the North County
DUI strike force.
3. Reduce repeat DUI offenders through
location and apprehension of individuals
wanted for outstanding DUI warrants.
STATUS
1. Traffic Officers have been assigned to
specific areas including Downtown North/
University Ave., Embarcadero, Midtown,
Barron Park, San Antonio Rd., Ventura area,
and Alma/Railroad Corridor. Speeding
citations issued by the Traffic Team have
increased 156% (4,808 vs. 1,875) over the same
period last year. This increase is due in part to
the full implementation of the motorcycle unit
and other traffic safety-related strategies.
2. Completed. Coordinated two strike force
nights with the majority of law enforcement
agencies in Santa Clara County during the
Avoid The 13 program. As a result, 53 arrests
were made and no DUI fatal accidents
occurred during the campaign.
3. Implementation scheduled for the third
quarter.
MAJOR ACTIVITY: TRAFFIC ENFORCEMENT
IMPACT MEASURES
1.Reduce injury accidents by 3 percent.
3.Maintain alcohol-related accidents 50 percent below
national averages.
1996-97 SIX 1995.97
1995-96 1995.97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
(14.8%)3%7%5%
41%50%38°/o 45%
1. Although reduced 7%from the same period last year, injury accidents are still running 8% higher than 1994-95.
3. Lower than anticipated rate is due in part to a lack of statistical experience in setting the original goal. Midyear
actuals are based on 28 alcohol related accidents with no associated fatalities.
41
MAJOR ACTIVITY: SCHOOL SAFETY
IMPACT MEASURES
I1.Achieve a 0 percent accident rate involving students
walking or bic~lint~ to and from school.
1995-96
ACTUALS
0%
1996-97
ADOPTED
0%
1996-97 SIX
MONTH
ACTUALS
1. Student riding home from school was hit by a car. Rider deemed at fault.
1996-97
ESTIMATED
ACTUALS
1
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
KEY PLANS.
1. In 1996-97,.complete transition from the Drug
Awareness Resistance Education training
program to the Gang Resistance Education And
Training program in order to effect a more
comprehensive drug and gang prevention
effort.
2. Enhance participation in the community
outreach to the Ventura neighborhood by
staffing the police substation.
3. Increase police presence and enforcement
efforts associated with criminal behavior in the
downtown area through the implementation of
the "Downtown Health and Safety
Enhancement Program".
4. Expand the current job placement pilot
program involving high school students and
Palo Alto business owners to address
recommendations of the Positive Alternatives
for Youth Committee.
STATUS
1. Transition complete. Involved 700 students in
the GREAT program.
2. Initiated bicycle licensing program for Ventura
neighborhood school area. Assigned School
Resource Officer to the substation two afternoons
each week..
3. Program implemented. Concentrated on one-
on-one contacts with merchants (943) and citizens
(1,860). Incorporated annual "Holiday Detail" into
program.
4. Accepted AB 3229 funds. Secured eight
employment positions with two area businesses.
Met with representatives of Alta Vista and
Spangler schools. Scheduled to .meet with
students and faculty during third quarter.
MAJOR ACTIVITY: CRIME SUPPRESSION
IMPACT MEASURES
1. Ensure Palo Alto’s violent crime rate remains within the
lowest 7 percent of all California cities between 50,000
and 100,000 population. ¯
1996~97 SIX
1995-96 1996-97 MONTH
ACTUALS ADOPTED ACTUALS
8.75%7%n/a
1996-97
ESTIMATED
ACTUALS
1. Crime rate figures for California cities are not yet available for comparison although violent crime in Palo Alto has
decreased 1! % for the same six month period one year ago.
42
MAJOR ACTIVITY: YOUTH SERVICES
IMPACT MEASURES
1.Increase participation by youth in the Explorer program
by 25 percent.
3.Ensure identified police officers visit each adopted
school once a week.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
25%25%(3%)(3%)
<1 1 <1
1. Recruiting efforts have failed to produce desired results.
3. 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.Assist in the reduction of crime by 3 percent in targeted
areas through Neighborhood Watch, community
meetings and home security inspections.
2.Notify affected bus’messes and residences of identified
violent crime trends within 48 hours after identification
of trend.
3.Notify affected businesses and residences of identified
non-violent crime trends within three days after
identification of trend.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
-240%3%n/a 3%
48hrs 48hrs n/a 48hrs
3 3
1. Accurate figures were not kept due to vacancies and a transition in program leadership. Although neighborhood
watch meetings have decreased 58%, home security inspections conducted have increased 143% over the same period
last year.
2. No violent crime trends were identified.
3. Actuals based on one crime trend, a rash of auto burglaries, which was resolved through an arrest of the suspect.
43
FUNCTIONAL AREA: POLICE PERSONNEL’SERVICES.
KEY PLANS
1. In 1996-97; implement and validate the -
annual Agent/Sergeant promotional
examination.
2. Validate and implement a revised entry
level dispatcher recruiting, testing and hiring
process.
3. Identify and develop an enhanced problem
solving policing model and the corresponding
required training.
4. Develop and implement a new Community
Assistant position to supplement the reserves
at special events and Stanford football games.
STATUS
1. Job analysis for Sergeant and Agent completed.
Promotional exam developed. Tests to be given in
third quarter.
2. Investigating State (POST) dispatch certification.
Completed review of existing recruiting, testing, and
hiring process. Implemented various recruiting
strategies.
3. Developed and field tested a problem solving
policing model. Developed staffing plan without
increasing department staffing levels. Training plan
has been established. Training to occur in third
quarter.
4. ]?rogram has been developed and implemented.
MAJOR ACTIVITY: HIRING AND RETENTION
IMPACT MEASURES
1.Maintain a vacancy rate of no more than 4 percent for
sworn personnel.
3.Maintain a vacancy rate of no more than 4 percent for
non-sworn personnel.
1996-97 SIX 1996-97
1995-96 1996.97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.6%4%13%7%
3.7%4%2%3%
1. Higher than estimated vacancy rate canbe attributed to planned retirements, unplanned medical retirements,
people leaving for other jobs, and a diminishing qualified applicant pool. Midyear actuals are based on an average
vacancy rate for the first six months. Due to enhanced recruiting strategies, the depaf’tment is anticipating reaching
authorized full staffing by the end of the year.
3. Lower than estimated vacancy rate ~lue to less than anticipated turnover.
44
MAJOR ACTIVITY: NON-MANDATORY TRAINING
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
11" Pr°vide diversity training each year t°all P°liceDePartment personnel.79%,00%55%100%
1. Anticipate completing training in third and fourth quarters.
MAJOR ACTIVITY: VOLUNTEER PROGRAM
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
2. Increase the number of active volunteers by 5 n/a 5%16"/o ~ 5%
percent. (New)
2. Higher than anticipated increase is due to interest through the Citizen’s Academy and revitalization in the
recruitment of volunteers in numerous programs within the Police Department. The department is currently
staffed with 139 active volunteers.
FUNCTIONAL AREA: ANIMAL SERVICES
KEY PLANS STATUS
1. In 1996-97, in light of the pending
retirement of the City’s veterinarian, complete
assessment of the position and begin
recruitment for a new City veterinarian.
2. Implement staffing changes to
accommodate the increase in services
generated by the contract agencies of
Mountain View, Los Altos, and Los Altos
Hills and complete the transition to a new-
superintendent.
3. In light of improved time tracking measures
under MDB, investigate the feasibility of
increasing direct cost recovery of the Spay
and Neuter Clinic to more than 94 percent:
i. Updated job description for veterinarian. Review
.of spay and neuter operations to be completed
during the third quarter.
2. Transition to a new superintendent completed.
Identified staffing to accommodate increased
services levels generated by the contract agencies.
Expect implementation in third quarter.
3. Realized 100% direct cost recovery at midyear.
MAJOR ACTIVITY: PET RECOVERY/ADOPTION SERVICES
IMPACT MEASURES
2.Present a humane education program to 100 children
via tours of the animal shelter.
3.Increase the number of animals at the shelter that are
reunited with their owners by 5 percent.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1038 1 O0 26 1 O0
-1.48%5%-12%-8%
2. Less than anticipated number of children receiving humane education due to a lack of request for tours.
Promotion of tours of the animal shelter will occur in third and fourth quarter.
3. Lower than anticipated percentage due to a decrease in the total number of stray animals handled by the animal
shelter.
MAJOR ACTIVITY: ANIMAL CARE
IMPACT MEASURES
2.Provide a shelter hygiene program to keep disease
outbreak at the shelter at less than 5 percent of the
total animals handled.
1996-97SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.6%5%1%1%
2. Lower than anticipated rate is due in part to a lack of statistical experience in setting the original goal and
stafJ" s commitment to separate and isolate animals, especially if any sign of illness is detected.
MAJOR ACHVlTY: REGIONAL ANIMAL SERVICES
1996-97 SIX 1996.97
199~96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
I1.Respond to 85 percent of requests for service Within 64%85%61%- 80%
45 minutes.
1. Lower than estimated timely responses due to vacancies in temporary positions. Expect percentage to increase
once additional temporary Animal Control Officer is hired and trained.
46
FUNCTIONAL AREA: PARKING SERVICES
KEY PLANS
1. In 1996-97, evaluate security.services
provided at Lots Q and J for possible
modification.
2. Conduct follow-up evaluation of attendant
parking for Lot S.
STATUS
1. Altered hours of security services at Lot J and Q
to address auto burglaries and other problems.
2. Evaluation of attendant lot conducted.
Participated in meetings of the Chamber Parking
Sub-committee. Added one hour free parking.
Completed analysis which revealed an increase of
lot usage and revenue received.
FUNCTIONAL AREA: SPECIAL EvENTs
KEY PLANS
1. In 1996-97, formalize the use of the Incident
Command System in the coordination of large
scale special events.
2. Assist in coordination of a Spring Music ¯
Festival.
3. Assist in the planning 0f 10 non2city
sponsored events.
STATUS
1. Implementation expected in third quarter.
2. Implementation expected in fourth quarter.
3. Assisted in the planning of fourteen events including
President Clinton’s visit and the Bloomingdales Grand
Opening Gala.
MAJOR ACTIVITY: CITY SPONSORED EVENTS
IMPACT MEASURES
1.Maintain an attendee/calls-for-service ratio of less
than I percent at City sponsored events.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
.3%1%.02%".2%
1. Attendee/calls for service ratio is less than anticipated due in part to a lack of statistical experience in setting the
original goal and the coordinated planning efforts of the participating departments. To date approximately 117,000
attendees have participated in nine City-sponsored events.
47
MAJOR ACTIVITY: NON-CITY SPONSORED EVENTS
1996-96
IMPACT MEASURES ACTUALS
I1. Maintain an attendee/calls-for-service ratio of I percent .02%
at special events.’
1996-97 SIX 1996-97
1996-97 MONTH ESTIMATED
ADOPTED ACTUALS ’ACTUALS
1%.22%.20%
1. Att’endee/calls for semice ratio is less than anticipated due in part to a lack of statistical experience in setting the
original goal and the coordinated planning efforts of the participating departments. To date approximately 5,000
attendees have participated in fourteen non-City sponsored events.
MAJOR ACTIVITY: STANFORD SPONSORED EVENTS
IMPACT MEASURES
1. Maintain an attendee/calls-for-service ratio of I percent
at Stanford University special events. ’
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
.07%1%.01%.01%
1. Attendee/calls for service ratio is less than anticipated due in part to lack of statistical experience in setting the
original goal and the coordinated planning efforts of the participating departments. To date approximately 267,000
attendees have participated in eight Stanford sponsored events requiring Palo Alto Police Department planning and
coordination.
FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT
KEY PLANS STATUS
1. In. 1996-97, research, and identify the cost/
benefit of the development, of an in-house
Computer Aided Dispatch system to the ¯
purchase of a predesigned system.
2. Revise customer service procedures to
accommodate security remodel of the front
desk area.
3. Implement informational requirements for
Animal Services, including a Local and Wide
Area Network, automated case reporting, and
revenue collection software.
1. Consultant selected and analysis currently.
underway. Contact made with 95 CAD vendors to
develop product information base to compare
feasibility of in-house development versus off the
shelf product.
2. Construction began ".in January 1997. Anticipate
revision of procedures to occur in April 1997..
3. Installed PCs, wired for Local Area Network.
Installed 12 port hubs. Installed new modems for
City Hall access. Trenching and installation of
Wide Area Network scheduled for third quarter.
48
MAJOR ACTIVITY: INFORMATION PROCESSING
IMPACT MEASURES
2.Process 80 percent of police reports within 2 working
days.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ~ACTUALS ACTUALS
58%80%55%65%
2. Lower than anticipated percentage of processing police reports is due to unplanned vacancies.
49
50
FUNCTIONAL AREA: STREETS
KEY PLANS
1. In 1996-97, complete design of bicycle and
vehicular improvements at the Page Mill
Road and Foothill Expressway intersection.
2. Construct a permanent traffic barrier at the
Bryant Street and Addison Avenue
intersection.
3. Award a contract to resurface streets in the
University Avenue Business District.
.4. Upgrade double yellow lines with raised
pavement markers in high traffic areas.
STATUS
1. Project delayed by Stanford funding
agreement. Design will start in May 1997.
2. Construction delayed to receive
neighborhood & Arts Commission input.
Construction should occur in 1997-98.
3. Construction delayed until summer 1998 due
to a conflict with Utility underground project.
4. Has been.included in CIP overlay projects,
which are ongoing.
MAJOR ACTIVITY: STREETS-CIP SUPPORT
IMPACT MEASURES
1.Bid 80 percent of all projects in the year they are budgeted
for construction.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%100%0%100%
1. One project is done annually. It will be bid in Spring 1997. Measure will be revised for 1997-98.
FUNCTIONAL AREA: SIDEWALKS
KEY PLANS
1. In 1996-97, reduce existing backlog of "hot
spot" sidewalk replacements by nine months.
STATUS
1. "Hot spot" backlog has been reduced from nine
to three months.
FUNCTIONAL AREA: TREES
KEY PLANS
1. In 1996-97, implement industry standard 7-
year tree trim cycle.
2. Implement Tree Task Force
recommendations funded in the budget.
STATUS
1. In progress.
2. Implemented all recommendations targeted
for 1996-97.
51
FUNCTIONAL AREA: STRUCTURES &: GROUNDS
KEY PLANS
1. In 1996-97, implement the second phase of
an Infrastructure Management Study.
2. Complete construction of the Alma Street
bicycle bridge CIP improvements.
3. Implement a newspaper rack improvement
project in the University Avenue Business
District, contingent on Council approval.
4. Replace roofs on the Municipal Service
Center Buildings A & B.
5. Complete design and construction of the
Civic Center chiller replacement.
6. Remodel the front desk and entry doors of
the Police Department for increased security.
7. Complete Phase I (Fire stations and Police
Department) of the facility rekeying project.
STATUS
1. Work on the second phase has been
implemented and Module 2 Transportation &
Traffic will be completed in 1996-97.
2. On schedule.
3. Project has been implemented and construction
will occur this calendar year.
4. Complete.
5. Design phase in progress.
6. Design phase complete. Construction scheduled
for third quarter 1996-97.
7. Will be started in Spring 1997.
FUNCTIONAL AREA: PRIVATE DEVELOPMENT
KEY PLANS
1. Provide timely plan review and input to the
proposed Stanford West and Palo Alto
Medical Clinic developments.
2. Participate in implementing improvements
to the one stop counter on the 5th floor of the
Civic Center.
3. Consolidate the encroachment and street
work permits to facilitate private
development projects.
4. Participate in the final development of a
streamlined permit tracking system.
STATUS
1. Reviews have been
mallner0
3rocessed in a timely
2, Staff have participated in implementing
improvements.
3. Consolidation has been completed to extent
allowed by the Municipal Code. Further
consolidation will occur as the Municipal Code is
modified to streamline permit tracking.
4. Staff has participated in the development of the
streamlinedpermit tracking system.
52
FUNCTIONAL AREA: GENERAL SERVICES
KEY PLANS
1. In 1996,97, continue the redesign and
installation of substructures to convert all of
the remaining series incandescent street lights
to high-pressure sodium (HPS) lights.
.2. Modify traffic signals at University/
Middlefield and implement traffic signal
changes and improvements as required by
system needs.
3. Replace 6 obsolete traffic light controllers.
STATUS
1. Substructure work is complete and 99 percent
of the lights have been converted to HPS. The
remaining non-HPS lights will be completed
before year-end.
2. Modifications at University/Middlefield
kiave been completed.
3. Controller replacement has been indefinitely
delayed due to traffic study being performed.
MAJOR ACTIVITY: TRAFFIC SIGNALS OPERATIONS/MAINTENANCE
IMPACT MEASURES
I1.Respond to all traffic signal system problems within 1hour.
1996-97 SIX 1996-97
1995-96 1996~97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
22 rnins 1 HR 26 mins 1 HR
1. Implemented a standby program for traffic signals/communications. This reduced the response time more than
anticipated during this time period.
MAJOR ACTIVITY: COMMUNICATIONS OPERATIONS/MAINTENANCE
IMPACT MEASURES
1.Restore service.to all system users within 4 hours of
an unscheduled system failure.
1995-96
ACTUALS
39 rains
1996-97 SIX 1996-97
1996-97 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
4 HRS 48 rnins 2 HRS
1. Goal was set high because of lack of historical data, Response to and restoration of unscheduled system failures
is better than anticipated..
53
MAJOR ACTIVITY: COMMUNICATIONS
1996-97 SiX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
2.Limit communication system outages to less than a ~4 HRS 54 mins 6 rain 30 mins
system-wide average of 4 hours per customer per year.
2. Due to system reliability, the actual outage time is lower than anticipated.
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. Conduct a feasibility study to analyze the
cost and benefits of building the necessary
infrastructure required to recharge electric
Vehicles.
2. Coordinate the implementation of
¯guidelines for protecting confidentiality of
utility, supplier and customer information.
3. Develop plans to address the need for a
diverse portfolio of. supply resources .to meet
increasing competitive pressures.
4. Develop methodology to benchmark, ~
against potential competitors, Palo Alto’s cost
of providing supply resources and demand-
side management program services.
5. Develop custom tailored marketing plans
for each customer market segment.
STATUS
1. Deferred to respond to restructuring of
electric market.
2. Continuous efforts toward this goal. This is
scheduled to be implemented by late 1996-97
or early 1997-98.
3. Staff has developed a model which assists
in monthly power purchase decisions.
4. Deferred to respond to restructuring of
electric market.
5. Ongoing ’activity; Includes residential fact
sheets and commercial lighting coopera.tive
advertising.
54
]~’UNCTIONAL AREA: SUPPORT SERVICES &: RATES
KEY PLANS
1. In 1996-97, coordinate the design of
application software for users of the Customer
Information System (CIS) Project and provide
for .expanded billing capabilities which will
become necessary under retail wheeling.
2. Work with Administrative Services
Department staff to implement Charitable
Giving Program (Project PLEDGE) for Utilities
customers.
3. Implement and evaluate effectiveness of the
automatic meter reading pilot project to
increase customer satisfaction and achieve
timely billing in a restructured electric industry.
4. Introduce new electric rates’ to separately
price electric distribution, generation, and
transmission services.
STATUS
1. During the third quarter of 1996-97, staff will
review four RFPs received for implementation of
a new CIS.
2. A number of tasks are currently underway to
implement Project PLEDGE before July 1, 1997.
3. During the third quarter of 1996-97, staff will
review six RFPs received from vendors to
implement an Automatic Meter Reading pilot
project in 1997.
4. Cost of service study has been completed.
Analysis is currently in progress to unbundle
rates effective July 1,1997.
MAJOR ACTIVITY: METER READING
1996-97 SIX 1996-97
~ 1995-96 1996-97 MONTH ESTIMATEDIMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
[ 1. Exceed indus ~t~ standard for meter reader
4.6%4%4%8.3%
[performance by at least 4 percent
1. Analysis of the impact measure indicates that the actual number represented by a 4% increase over national
averages is so small (less than 10 meters per month) as to be trivial. A more meaningful measure of meter reader
productivity will be substituted in 1997-98.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
1. In 1996-97, continue the conversion of
Overhead (OH) facilities to Underground
(UG) facilities by completing construction
work on District #36 (Commercial Street /
Corporation Way) and completing the
planning and design on District #37
(Embarcadero/Seale/Middlefield).
2. Improve. system reliability and increase
system capacity.by continuing construction
on the replacement of the first transformer at
Hanover Substation. In addition, design and
complete construction on a second
transformer replacement at Hanover
Substation.
3. Replace deteriorated direct buried cable
installed on Wilmar, Donald, and Georgia
streets.
4. Complete the system capacity increase at
Alma 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 to 12 kV.
STATUS
1. Project is currently underway, Substructure
work is complete and electrical construction
will occur the second half of the year.
2. Transformer is on site and foundation design
is currently in progress.
3. Cable replacement work on Wilmar, Donald,
and Georgia streets has been delayed. Funding
for 1996-97 will be spent on replacement on E1
Camino Real.
4. The Alma Expansion Project is in
construction.
5. In construction.
MAJOR ACTIVITY: DISTRIBUTION OPERATIONSfIVIAINTENANCE
IMPACT MEASURES
2.Begin field restoration and repairs for unscheduled outages
within 1 hour. .
3.Respond.to customer inquiries or problems within 2 hours..
(new)
1995-96 1996-97
ACTUALS ADOPTED
35 1 hr
1996-97 SIX
MONTH
ACTUALS
30 mins
1996-97
ESTIMATED
ACTUALS
1 hour
1 hr 4 hrs 47 mins 2 hours
2. Number of outages less than anticipated during this time period. Also, excellent response time by crew personnnel.
3. Response time better than anticipated.
FUNCTIONAL AREA: COMMERCIAL TELECOMMUNICATIONS
KEY PLANS STATUS
1. Design and construct a fiber optic ring
around Palo Alto by the end of the first
quarter of 1997-98.
2. Negotiate "Early Market Entrant"
agreements with telecommunications
network developers and service providers
prior to the completion of fiber ring
construction.
3. Evaluate additional fiber optic cable
deployment opportunities that would
support the needs of network developers and
serviceproviders.
4. Coordinate and implement a marketing
effort on behalf of all companies that have
"Early Market Entrant" agreements with the
Electric Utility.
1. Conceptual design completed. Fiber optic
cable ordered and received. Final construction
drawings to be completed in third quarter 1996-
97. Completion of construction targeted for the
second quarter of 1997-98.
2. Initiated fiber optic infrastructure license
negotiations with several telecommunications
network developers and services providers.
3. Incorporated feedback from network
developers, service providers, and other
interested parties into the design process.
Enhanced the design to better address their
needs without increasing the required budget.
Conceptually explored potential future
extensions.
4. Began planning a marketing effort on behalf
of prospective licensees.
MAJOR ACTIVITY: PLANNING/MARKETING/CONTRACT NEGOTIATIONS
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
Jl. Negotiate agreements for the lease of at least 10% of n/a 10%0%the fibers installed
1. Contract negotiations have been slowed to resolve legal and policy issues.
57
58
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. Conduct a feasibility study to analyze the
costs and benefits associated with building
the citywide infrastructure necessary to fuel
Compressed Natural Gas vehicles.
2. Coordinate implementation of guidelines
for protecting confidentiality of utility,
supplier and customer information.
3. Evaluate 10 Demand Side Management
programs and begin implementation of the
selected programs.
4. Develop methodology to benchmark,
against potential competitors, Palo Alto’s cost
of providing supply resources and demand-
side management programs services.
5. Develop custom tailored marketing plansfor each customer market segment.
6. Coordinate activities to offer a competitive
service package to customers who would
choose to seek other suppliers.
KEY PLANS
1. Information gathered, and an initial study
completed of the existing compressor station,
its economics and recommendations made to
improve customer response to it. Further work
on this key plan is preempted by preparation
for electric restructuring and will be delayed
until 1997-98.
2. This is scheduled for implementation in late
1996-97 or early 1997-98.
3. Completed evaluations. Implementing gas
component of the Industrial Comprehensive
Audit program.
4. Deferred until 1997-98.
5. Ongoing activity in response to competition.
6. Ongoing activity includes efficiency
programs and compressed natural gas vehicles.
59
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS
1. In 1996-97, support the design of
application software for users of the
Customer Information System (CIS) Project.
2. Implement operational changes and
business process improvements identified by
the Utilities Business Process Reengineering
Study.
3. Implement and evaluate effectiveness of the
automatic meter reading pilot project to
increase customer satisfaction and achieve
timely billing.
4. Work with Administrative Services
Department staff to implement a Charitable ¯
Giving Program, (Project PLEDGE) for Utility
customers.
STATUS
1. During the third quarter of 1996-97, staff will
review four RFPs received for implementation of
a new CIS.
2. A new Automatic Call Distribution system is
proposed for implementation in the Utilities
Customer Service Center this fiscal year. The
Administrative Services Department (ASD) is
planning to coordinate with Utilities
implementation of an automatic payment service
option for Utilities customers. Credit cards are
now accepted for Utilities payments at City Hall.
3. During the third quarter of 1996-97, staff will
review six RFPs received from vendors to
implement an Automatic Meter Reading pilot
project in 1997.
4. A number of tasks are currently underway to
implement Project PLEDGE before July. 1, 1997.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
1. In 1996-97, design and construct mandated
Department of.Transportation and National
Electrical Code safety improvements for Gas
Station Number 3, located near Page Mill
Road and Foothill Expressway.
2. Design and construct Phase 7 Gas Main
Replacement Project that will replace mains
on sections of the following streets: Greer,
Ferne, Briarwood, San Antonio, Ely, Lundy,
Alma, Hamilton, E1 Camino Real, Fabian, East
Meadow, Porter, Hanover. These locations are
subject to change based on system emergency
and maintenance needs.
STATUS
1. Design of mandated Department of
Transportation improvements at Station 3 are
90 percent complete. Gas Station 3
improvements will be installed by end of 1996-
97.
2. Gas Main Replacement Phase 7 design is 50
percent completed. The Gas Main Replacement
Project Phase 7 will be awarded by Council
before the end of 1996-97.
6O
FUNCTIONAL AREA: SOLID WASTE
KEY PLANS
1. In 1996-97, expand curbside collection
program to accept mixed paper.
2. Expand the current size requirement of
compost material to a larger size.
3. Direct two-thirds of Palo Alto’s solid waste
stream to the Sunnyvale Materials and
Recovery Transfer Station (SMART) to achieve
an additional 15 percent waste diversion goal.
STATUS
1. Delayed due to staff needing time to determine
effects of rate changes in the light of
Proposition 218.
2. Expanding products offered.
3. Have directed two-thirds of waste stream to
Sunnyvale achieving 14 percent recovery rate,
including yard waste.
MAJOR ACTIVITY: LANDFILL OPERATIONS
IMPACT MEASURES
1.Annually recover 6 tons of recyclable materials from
thelandfill disposal area.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
7.1 6 13 24
1. Higher volume is due to increased efficiency operation process and increased participation by the community.
FUNCTIONAL AREA: COLLECTIONr HAULING &: DISPOSAL
KEYPLANS
1. In 1996-97, oversee EIR and design of the
former Los Altos Treatment Plant site for the
refuse, collection, hauling and disposal
operations yard.
STATUS
1. Agreement awarded; Project EIR and design’
started.
FUNCTIONAL AREA: STREET SWEEPING
KEY PLANS
1. In 1996-97, remove 2,400 tons of leaves from
City streets and properties for composting.
STATUS
1. At mid-year removed 1,800 tons of leaves.
61
62
FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENTS
KEY PLANS
1. In 1996-97, complete the upgrade of six
storm drainage pump stations.
2. Design local storm drainage improvementsin the Barron Park neighborhood.
3. Complete a public outreach effort to assess
the level of community interest in capital
improvements which would increase the
capacity of the City’s storm drainage system.
4. Coordinate with the Council, Finance
Committee and the Utilities Advisory
Commission on policy issues concerning the
proposed Storm Drain Master Plan.
5. Continue construction of a storm drain
pipeline replacement/rehabilitation project
and design the next phase of work
STATUS
1. Project on schedule.
2. Design phase started.
3. Completed. Will discuss findings with the
Utility Advisory Commission and Council.
4. Will return to the Utility Advisory
Commission to discuss impacts of Proposition
218.
5. Storm Drain Rehabilitation Project, Phase I,
will be completed in third quarter of 1996-97.
Design of Phase 2 will be completed by the
fourth quarter of FY 1996-97.
63
FUNCTIONAL AREA: SUPPORT SERVICES & ~TES
KEY PLANS
1. In 1996-97, assist with the design of
application software for users of the
Customer Information System (CIS) Project.
2. Work with Administrative Services
Department staff to implement a Charitable
Giving Program, (Project PLEDGE) for
Utilities customers.
STATUS
1. During the third quarter of 1996-97, staff will
review four RFPs received for implementation
of a new CIS.
2. A number of tasks are currently underway to
implement Project PLEDGE before July 1, 1997.
MAJOR ACTIVITY: CUSTOMER SERVICES
IMPACT MEASURES
J2.Receive fewer than 20 complaints annually regarding
services provided by the City’s contract to clear
sewer laterals.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
13 20 3 6 I
2. This measure of contractor performance is an important tool for monitoring individual contractors. Current.
data indicates that the present contractor, having generated o~fly 3 complaints (vs. the 10 "allowed") in this half
year is performing well byond expectations. However, since the contract must be opened to bid in the future, this
impact measure should not be changed.
65
FUNCTIONAL AREA: COLLECTION SYSTEM
KEY PLANS
1. In 1996-97, complete construction of
wastewater collection system rehabilitation
projects in Downtown, Southgate, College
Terrace and San Antonio Road from Byron to
East Charleston Road and at San Antonio
Road and Transport Avenue.
2. Construct major.relief line in easement from
East Bayshore and Amarillo under Highway
101 to the Regional Water Quality Control
Plant near Embarcadero Way. and Amarillo
and on Amarillo from Elmdale Place to E.
Bayshore Road.
STATUS
1. Sanitary Sewer Rehabilitation Phase VII is
complete. Sanitary Sewer Rehabilitating Phase
VI is 65 percent constructed in the College
Terrace area and is scheduled for completion in
1996~97.
2. The Amarillo/Embarcadero Way Relief
Sewer Project is in design phase. The design of
the project is 30 percent complete. The
construction contract is scheduled to be
awarded in 1996-97.
66
FUNCTIONAL AREA: WASTEWATER TREATMENT OPERATION
KEY PLANS
1. ~ 1996-97, prepare an implementation plan
for long-term solids treatment and disposal.
2. Install two ORACLE Hle Servers for Plant
process control data and operational reports.
3. Complete Phase I of the 72- inch interceptor
sewer rehabilitation and begin Phase 2. This is
a multi-year CIP.project.
STATUS
1. Plan preparation underway; expect
completion in spring of 1997.
2. Installation complete.
3. Investigation of 72 inch interceptor is
scheduled for Summer 1997.
MAJOR ACTIVITY: WQCP SYSTEM IMPROVEMENT (CIP)
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1. Bid 80 percent of all projects in the year they are 60%80%50%75%
budseted for construction.
1. Bidding of projects behind schedule due to work load.
FUNCTIONAL AREA: WASTEWATER ENVIRONMENTAL COMPLIANCE
KEY PLANS STATUS
1. In 1996-97, generate data, supplies, and
information needed to insure that the new
discharge permit will have reasonable and
achievable terms and conditions.
2. Develop reasonable and cost effective
potential source control measures for
pollutants on which the RWQCP may need to
take further action in order to comply with
the new discharge permit.
1. Fifty percent of the specialized plant data
needed has been obtained, the consultant for .
the modeling has been selected and the detailed
plan for the upcoming 12 .months has been
prepared.
2. New source control measure for construction
practices, auto body shops and pesticide use
have been developed and distributed.
67
68
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
1. In 1996-97, actively participate with the Bay
Area Water Users Association and the San
Francisco Public Utilities Commission in the
preparation of a Regional Water Integrated
Resource Plan.
2.~Develop custom-tailored marketing plans
for each customer market segment.
3. Research whether there is a significant
correlation between the quality of Palo Alto’s
water and the City’s ability to attract water
sensitive industries.
4. Evaluate 3 Demand Side Management
Programs and initiate the implementation of
the selected programs.
STATUS
1. Participated in the selection committee for
Phase I consultant for the Water Supply Master
Plan (WSMP). Selected for WSMP Steering
Committee responsible for project overview-
first meeting to be March 28, 1997.
2. Ongoing. Activities include Best
Management Practices, residential irrigation
workshops, and improvements to industrial
water processes.
3. This has been deferred to 1997-98.
4. Evaluated and implemented the Landscape
Irrigation Plan Check, the Large and Small
Irrigation Audit Program, and the Process
Water Auditing programs.
;~I.INCTIONAL AREA: SUPPORT SERVICES & RATES
¯ KEY PLANS
1. In 1996-97, assist with the design of
application software for users of the
Customer Information System (CIS) Project.
2. Implement operational changes and
business process improvements identified by
the Utilities Business Process Reengineeting
Study.
3. Implement and evaluate effectiveness of the
automatic meter reading pilot project to
increase customer satisfaction and achieve
timely billing ~
4. Work with Administrative Services
Department staff to implement Charitable
Giving Program (Project PLEDGE) for utility
customers.
STATUS
1. During the third quarter of 1996-97, staff will
review four RFPs received for implementation
of a new CIS.
2. A new Automatic Call Distribution system is
proposed for implementation in the Utilities
Customer Service Center this fiscal year.The
Administrative Services Department (ASD) is
planning to coordinate with Utilities
implementation of Automatic Payment Service
option for Utilities customers. Credit cards are
now accepted for Utilities payments at City
Hall.
3. During the third quarter of 1996-97, staff will
review six RFPs received from vendors to
implement an Automatic Meter Reading pilot
project in 1997.
4. A number ~of tasks are currently underway to
implement Project PLEDGE before July 1,1997.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
1. In 1996-97, complete the installation of
water main replacements in Phase X on
sections of the following streets: Tasso, Byron,
Middlefield, Melville, Kipling, Cowper, Ash
and Kellogg. Design water main replacements
for Phase XI which may include portions of
Webster, Palo Alto Avenue, Lytton, Alma,
Ramona and Birch streets.
2. Complete the removal and replacement of
the interior and exterior coatings on
Montebello Reservoir. Install corrosive
control measures on Park, Corte Madera and
Dahl. Perform. fence and pavement repairs on
reservoir sites.
STATUS
1. Water Main Replacement Phase X
construction is completed. Contractor is
working on punch list items. Water Main
Replacement Phase XI. is in the design phase,
which is 55 percent complete. Water Main
Replacement Phase XI will be awarded by
Council before end of 1996-97.
2. Montebello Reservoir interior and exterior
recoating is complete. Installation of corrosion
control will be delayed until 1997-98.
7O
FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS
KEY PLANS STATUS
1. In 1996-97, identify vehicles and equipment
scheduled for replacement that may be
purchased from manufacturer with.
Compressed Natural Gas (CNG) systems.
(Funding will be provided from Utilities/Gas
CIP to purchase 30 vehicles with dedicated
CNG).
2. Complete Vehicle Management System
CIP, which includes installing monitoring
equipment on 180 vehicles and developing
custom reports for management.
1. In progress. Seven vehicles are identified for
replacement with dedicated CNG ultra low
emission status,
2. In progress. Wireless Vehicle Management
System is installed in 40 vehicles including five
Police Motorcycles.
FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS
KEY PLANS STATUS
.1. In 1996-97, implement plan for fuel storage
and fuel alternatives (CNG and Electric
expanded use).
2. Investigate and if appropriate, develop
agreements to provide maintenance service
for outside agencies including joint use of
fueling facilities where possible.
1. In progress. Utilities Marketing has taken the
lead on expanded use of CNG and Electric vehicles
and will complete long range plan in concert with
Public Works future vehicle replacement programs.
2. Complete. Agreements have been completed
with Ravenswood City School District and Palo
Alto Unified School District for joint use of the
City’s CNG fueling station for refilling new school
buses.
71
MAJOR ACTIVITY: VEHICLE OPERATIONI MONITORING
IMPACT MEASURES
2. Provide departments with monthly usage, accident
and repair cost data reports which summarize
exceptions of either under-utilized or excessive use
vehicles.
1996-97 SIX 1996-97
1995-96 1996-97 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
7 7 2 4
2. Due to computer program limitations, information can only be provided on a quarterly basis. The measure will
be changed in 1997-98 to reflect quarterly reports.
MAJOR ACTIVITY: FUEL STORAGE AND DISPENSING
IMPACT MEASURES
1. Ensure 95 percent of fuel dispensers are available for use
annually through daily monitoring of fuel distribution and
dispensing at all fueling locations.
2. Provide 4 percent annual fuel savings from use of
Compressed Natural Gas (CNG) in vehicles from base
year 1993-94.
1995-96
ACTUALS
1996-97
ADOPTED
95%95%
1996-97 SIX 1996-97
MONTH ESTIMATED
ACTUALS ACTUALS
9O%95%
2%2%1%4%
1. Fire Station One was down five months for new tank.
2. CNG use increased second quarter of 1996-97.
?2
FUNCTIONAL AREA: PRINTING &: MAILING SERVICES
KEY PLANS
1. In 1996-97, organize and establish a
functional file system for citywide forms to
reduce duplication, standardize, and reduce
development time for customers.
STATUS
1. Planning for filing system is under way.
Expected completion by year end.
73