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HomeMy WebLinkAbout1997-11-13 City CouncilCity of Palo Alto- City Manager’s Report TO:HONORABLE CITY COUNCIL ATTENTION: FINANCE COMMITTEE FROM:CITY MANAGER DEPARTMENT: ADMINISTRATIVE SERVICES AGENDA DATE: NOVEMBER 13, 1997 CMR:449~’97 SUBJECT:1996-97 YEAR-END REPORT ON DEPARTMENTS’ MISSION DRIVEN BUDGET ACCOMPLISHMENT ON KEY PLANS AND IMPACT MEASURES This is an. informational report and no Council action is required. EXECUTIVE SUMMARY Periodic performance-reporting on key plans and impact measures-by City departments is part of the Mission Driven Budget (MDB). Earlier this year, Council received the Midyear P~ogr~ss Repor~ (CMR: 168:97) on key plans and impact measures, which detailed departmental progress in the firsi and second quarters of 1996-97. City departments have again submitted information onthe stares of their key plans and impact measures for 1996-97, which is included in the attached report. The format of the Year-End Report differs ~om thatofthe Midyear Progress Report in order, to provide more global information on department achievements rather than focusing only on those exception areas where original goals were not met. The first section of the report contains a department or fund overview, which is designed to give departments a chance to report on those tasks accomplished which were not part of their key plans or on those key plans which are viewed as being especially critical. The report is followed by each department or fund’s report on key plans and impact measures. As was true in the Midyear Progress Report, departments were asked to explain those impact measures which showed a variance of plus or minus 20 percent (these explanations can be found below each table, CMR:449:97 Page 1 of 2 identified by the number of the relevant impact measure). Since this report covers a full year, departments have reported on all of their impact measures. For those departments which adjusted impact measures at midyear, the adjusted measure is reflected in the table column, "1996-97 Adjusted Budget." In some cases, departments have reported on impact measures which were added to the 1997-98 Adopted Budget but for which they began tracking information in the 1996-97 budget year. Both the Year-End and Midyear Key Plan and Impact Measures Reports have proven to be very labor intensive and difficult to compile. Because of the high level of work required, it is no longer feasible to consolidate the 1997-98 Midyear Key Plans and Impact Measures Report. In addition, the 1997-98 Year-End Report will include only key plans; impact measures will be reported in the proposed budget document. Staff will continue to monitor department progress on key plans and impact measures with the same criteria currently used. If, at a future date, the reports can be automated so as to reduce the effort it takes to compile them, staff will resume forwarding them to Council for review. ATTACHIVIENT 1996-97 Department Overview, Key Plans and Impact Measures (General and Utility Funds) PREPARED BY: Myrna McCaleb, Financial Analyst DEPARTMENT HEAD APPROVAL: e issa t:avallo Acting Director S~ CITY MANAGER APPROVAL: Manager CC: n/a CMR:449:9"/Page 2 of 2 DEPARTMENT OVERVIEW In 1996-97, the City Attorney’s Office committed significant resources to respond to new state and local legislation. On the local front, the office spent considerable time on development and implementation of the Interim Historic Designation and Pre-1940 Demolition Ordinance. The office represented the City in two lawsuits challenging the ordinance and its implementation. At the State level, the City Attorney’s Office devoted significant resources to analysis and implementation of the revenue generation restrictions enacted by the voters in November 1996 with Proposition 218. The office also prepared local campaign spending limits in response to Proposition 208 and Council direction. The City Attorney’s Office also had significant legislative involvement in Sacramento. Pursuant to Council direction, the office drafted and sponsored SB 448 (Sher) to create privacy protection for City utility customers’ personal information. Governor Wilson signed the legislation, and it will become effective January 1, 1998. The office also devoted considerable energy to the Council-directed effort to obtain State legislation requiring 60 days’ notice of residential rent increases (SB 682, Sher). Governor Wilson vetoed this legislation. Finally, the City Attorney was appointed to the Advisory Committee of the Joint Task Force on Personal Information and Privacy, a joint Senate-Assembly task force created in 1996 by SB 1659 to study law revisions need to implement California privacy policy. FUNCTIONAL AREA: CONSULTATION AND ADVISORY KEY PLANS El Provide legal review and analysis of Comprehensive Plan update issues. El Provide active legal support for the Stanford West-Sand Hill Road application Revise local CEQA guidelines to implement Development Re;ciew proposals and state law changes. PROGRESS Completed through Planning Commission review. Pending for City Council review of Draft Comprehensive Plan. ~ Completed. The City Attomey also defended a lawsuit against the Measure "O" impartial analysis and ballot summary. _ Pending. This task has been deferred to include State revisions to the Califomia Code of Regulations CEQA regulations. Major Activity: Agenda Support, Public Meetings IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Provide or manage legal services in support of programmed activities within agreed-upon time frames 90 percent of the time. Provide or manage all legal services in support ofunprogrammed activities to the extent and in the manner agreed-upon during each budget cycle. 80% 90% 90% n/a 1996-97 ACTUALS Major Activity: Council Member IMPACT MEASURES 1. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Respond to 100 percent of Council Member conflict of interest inquiries within 10 working days. Provide or manage legal services for Council Members in support of programmed activities within agreed-upon time frames 90 percent of the time. 100% 90% 100% 90% 1996-97 ACTUALS Major Activity: Board/Commission Advice IMPACT MEASURES Respond to 70 percent of City advisory board or commission conflict of interest inquiries within 10 working days. 1995-96 ACTUALS 85% 1996-97 " ADJUSTED BUDGET 70% 1996-97 ACTUALS Major Activity: Project Based City Staff Support IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Provide or manage legal services in support of programmed activities within agreed-upon time frames 90 percent of the time. 85%90% 1996-97 ACTUALS Major Activity: Independent Investigations/Public Inquiry IMPACT MEASURES 1. Complete 4 independent legal investigations. 2. -Respond to 100 percent of public inquiries within 5 Wgrking days of initial contact. 1996-97 ’1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100%100% FUNCTIONAL AREA: LITIGATION AND DISPUTE RESOLUTION KEY PLANS El Investigate and implement a litigation case management system with capability to index and retrieveinformation about City litigation (both current and closed), and to schedule litigation calendars. Identify City regulatory and administrative programs where imposition of administrative civil penalties may be an appropriate alternative remedy for ordinance violation.s, and propose conforming ordinance changes. PROGRESS ~Several systems have been, identified, but not detailed analysis has been done. Potential electronic archive solutions have been identified, but the project has not been completed in 1996-97. Major Activity: Claims Investigation and Administration 1995-96 IMPACT MEASURES "ACTUALS 1996-97 ADJUSTED BUDGET Process 100 percent of claims within statutory time frames. Resolve 60 percent of meritorious civil claims within egtablished reserve levels. 100% 95% lOO% 60% 1996-97 ACTUALS Major Activity: Civil Litigation Defense IMPACT MEASURES 1.Represent the City in 20 personal injury cases. Resolve 60 percent of civil cases within established reserve levels. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 19 90% 20 60% 1996-97 ACTUALS Major Activity: City Initiated Litigation IMPACT MEASURES 1.Prepare 4 amicu~ curias (friend of the court) participation reports. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 1996-97 ACTUALS FUNCTIONAL AREA: OFFICIAL AND ADMINISTRATIVE DUTIES KEY PLANS Prepare Board and Commission orientation program covering the Brown Act and Political ReformAct. Prepare departmental archival records storage and retrieval plan, including provisions for electronic access. PROGRESS - Not completed. The dep.artment was not able to begin this plan due to unexpected work as described in-the overview. Potential electronic archive solutions have been identified, but the project has_not -b~n-eorfipleted in 1996-97. ~-~ DEPARTMENT OVERVIEW In 1996-97, the City Auditor’s Office continued to promote accountability and improvethe effectiveness and efficiency.of City government by providing City management with recommendations for improving operations as well as ens.uring establishment of proper internal controls for the City:s programs, processes, and activities. Significant audits completed this year including the City’s Code Enforcement Program, Building Inspection Activities, and the Contract Change Order Process. Additionally, the highly successful sales tax audit program resulted in significant recoveries for the City. Finally, the City Auditor issued an annual report on the status of audit recommendations. This report reflected staff’s progress in implementing recommendations provided in the audit reports. The achievements in this area occurred despite several vacancies throughout the fiscal period which impacted the audit plan. FUNCTIONAL AREA: INTEI~NAL AUDITS AND REVIEWS KEY PLANS Utilize progr .ares 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 identi~ing potential areas for audit. Coordinate a peer review of the City Auditor’s Office. El Utilize the Internet to more fully describe audit services provided. Work with departments in developing control assessment programs. El 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. PROGRESS The model has been completed and will be used for the 1998-99 aud!t plan pending development of comparable formats for budget and actual amounts. This has been included as a key plan for fiscal 1997-98. The shell has been completed. The graphics- enhancements and links are currently being developed On-going. Currently working as part of the process teams for Utilities work orders and purchasing. Completed. Initial report issued in January, 1997. Major Activity: Internal Audits and Reviews IMPACT MEASURES 1.To complete 100 percent of the audit assignments as reflected on the Audit Plan. To report audit issues that result in potential savings to the City. To report status of all recommendations for audits issued in the prior fiscal year. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 90% Yes Yes -100% Yes Yes 90% Yes Yes FUNCTIONAL AREA: PROFESSIONAL ASSISTANCE AND SERVICES KEY PLANS [3 Develop and issue a Request for Proposal (RFP) for external audit services. PROGRESS ~ This has been included as a key Plan ~o~ . fiscal 1997-98 Major Activity: Annual External Audit IMPACT MEASURES ’ 1996-97 " 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET-ACTUALS 1.Ensure that 100 percent of the audit contract ¯ deliverables are provided within timeframes established in the agreement. Perform a post audit survey of City management and staff to evaluate performance of audit firm. 100% 100% - 100% 100% 100% -2.Due to staff vacancies, a post audit survey of City management and staff was not performed in 1996-97. DEPARTMENT OVERVIEW In 1996-97, the Office of the City Clerk continued to focus on the administration of the Cable Television program, including, but not limited to, responding to Cable Co-op’s financial situation, adjusting the Cable Co-op franchise fee allocations, reviewing cable legislation and its affect on the City, and cooperating with Mid-Peninsula Access Corporation in providing community access. Administration of the Citywide Records and Information Management Program continued to be a priority, including potential revisions to the City departments’ records retention schedules and destruction of records in accordance with approved records retention schedules. The Office of the City Clerk also has continued plans for the computerized format of the Municipal Code. FUNCTIONAL AREA: PUBLIC INFORMATION KEY PLANS ~3 Respond to external audit of the cable franchise. PROGRESS Completed. The audit found the department in compliance with no findings or recommendations. Major Activity: Public Outreach IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS ° Annually review and update general information to the Council including "Your City Welcomes You" brochure. Maintain 100 percent compliance with the cable franchise .agreement. Resolve 80 percent of cable complaints within 24 hours. Increase new programming hours by 10 percent on the cable government channel. 100% 8O% 31% Yes ’ 100% 80% 10% Yes 100% 85% 11% FUNCTIONAL AREA: .COUNCIL SUPPORT SERVICES Major Activity: Agenda/Packet Process IMPACT MEASURES o Prepare and distribute 95 percent of Council agendas and accompanying backup materials within four days prior to the regular meeting. Publish 100 percent of Council agenda digests in the newspaper at least 24 hours prior to Council regular meetings. Ensure that no more ~han 5 percent of Council agenda titles result in questions of clarification from the public or removal of the item from the agenda.. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 100% 100% 0% 95% 100% 0% Major Activity: Board/Commission Recruitment IMPACT MEASURES 1.Ensure 95 percent of vacancies on a Board/Commission have at least 2 applicants. 2.Increase the total number of Boards and Commissions applicants by 15 percent. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Ensure that 90 percent of vacancy notices are published in the newspaper and shown on the government channel. 100% 20% 100% 95% 15% 90% 1996-97 ACTUALS 100% 100% 0% 1996-97 ACTUALS lOO% 17% 100% Major Activity: Council Events IMPACT MEASURES Coordinate 5 Council events per~year, e.g., annual Council reorganization, annual meeting with legislators, sister city functions, retreats, State of the City, and Town Hall meetings. 995-96 ACTUALS 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS Major Activity: Council Committee Meetings/Minutes IMPACT MEASURES 1995-96 ACTUALS Prepare 95 percent of Council legislative actions by 11 a.m. the day succeeding the Council meeting, with no errors. 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 (Revised " from 100 percent). Ensure 95 percent of Council minutes will have no more than 5 corrections per set: 100% .54% " 100% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 95% 7O% 95% 95% 56% 100% The City Clerk’s Office continues to fatl short of the stated goal given current staffing and resources. FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST Major Activity: Conflictof Interest Code IMPACT MEASURES Ensure that 95 percent of the economic interest filings by designated employees, including elected and appointed officials, be filed by the official deadlines: 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 95%95%95% Major Activity: Elections IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Have no violations of elections law. Ensure that 95 percent of the campaign disclosure filings for Officeholders and candidates are filed by the official deadlines. Increase the-number of voters by 1 percent at all municipal elections. o 96% 1% 0 95% 1% 1996-97 ACTUALS rda 96% n/a FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT KEY PLANS El Provide for the Pal0 Alto Municipal Code to be available through electronic media. PROGRESS Develop a Recoi’ds Emergency Recovery Plan. El In process. A test version has been installed in the City Clerk’s Office and the City Attorney’s Office. The Codifier and City Attorney are determining final outcomes based upon the editorial review. Completed. The Records Emergency Recovery Plan was completed and included in the Records and Information Management Plan. Major Activity: Citywide Records Management IMPACT MEASURES Ensure that 95 percent of retrieval requests for inactive records be filled within three working days. Ensure that 95 percent of records transferred to the inactive records center are processed within three working days. Provide that 95 percent of records deemed eligible for destruction have been destroyed by reconciliation with certificates of destruction. 1995-96 ACTUALS n/a 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS ~n/a 95% 95% 95% 100% 100% 100% Major Activity: Clerk Record Management IMPACT MEASURES 1995-96- Provide that 95 percent of records deemed eligible for microfilming are filmed. Provide that 95 percent of files eligible for transfer to the inactive records center are transferred. Ensure that 10 percent of the files managed by the City Clerk’s Office are audited. ACTUALS n!a rl/a rlfa 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 95% 95% 10 0% 100% 10% Due to the limited number of records eligible for microfilming, it was not economically prudent to undertake a microfilm project. Major Activity: Legislative History IMPACT MEASURES Ensure that 95 percent of requests for current, microfilmed, or inactive records be filled within five working days. °Provide that 95 percent of adopted legislative actions are computerized within 60 days of the City Council meeting. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% 100% 95% 95% 100% 100% Major Activity: Palo Alto Municipal Code IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Provide 95 percent of signed copies of newly adopted ordinances to publisher for codification within 30 days after passage by Council. Ensure 95 percent Of the errors are corrected by the subsequent .supplement. 100% 100% 95% 95% 1996-97 ACTUALS 95% 95% DEPARTMENT OVERVIEW The City Manager:s Officefocused attention in 1996-97 on the Council’s priorities of Family, Youth and Communities; the Comprehensive Plan; Infrastructure; and Traffic Management and Safety. In the area of Families, Youth and Community, the City Manager’s Childcaie Advisory Task Force was initiated; the Teen Center program initiated Awareness Workshops and conducted a Teen Job Fair and other award=winning special events; work continued on the development of a Library Master Plan; participation continued on the PAUSD Buildingfor Excellence Project Review Committee; and support_c_ontinued for the City/School Liaison Committee.. ’ During 1996-97, the Draft Comprehensive Plan and Draft Environmental Impact Report were completed and reviewed by the Planning Commission at numerous public meetings leading to approval of a recommended Plan to be forwarded to the City Council. An Infrastructure Work Plan was adopted for study of all the major infrastructure areas, including- Buildings and Facflities; Traffic and Transportation; and Parks and Open Space; and the first module was reviewed with the Planning Commission and Finance Committee, and forwarded to the Council. The establishment 6f an Infri~structure Reserve and Debt Guidelines-were approved by Council. In the area of Traffic Management and Safety, reports were prepared and recommendations approved in a number of key areas, including proposals for downtown parking structures, valet parking, residential parking permit programs; and traffic control and calming devices. The City Manager’s Office took the lead, with the City Attorney’s Office, in negotiating the Sandhill Road development project, working with Stanford-University on behalf of the City Council. This involved an enormous amount of staff time, and will continue to be a priority in the upcoming year. The study of existing boards, commissions, task forces and committees was completed and Council has approved new policies which will be utilized to evaluate the proposal for a library commission. in 1996-97, grantfunding for the.citywide volunteer crordinator position was obtained for an additional two years-and a new citywide volunteer coordinator was hired, who will continue the City’s program to expand and enhance its use of volunteers. FUNCTIONAL AREA: CITY rvIANAGEMENT KEY PLANS E1 Continue the implementation of the changes approved in the citywide Organizational Review. El Expand the use of volunteers throughout City departmems by the efforts of a citywide coordinator of volunteer services. El Implement a master plan for the Intemet which assures efficiem public access to useful information and opportunities for the electronic conduct of City business. PROGRESS The majority of changes were implemented in the 1995-96 and 1996-97 budgets. Obtained grant funding for citywide volunteer coordinator position for two more years and filled the vacant position. To facilitate expanded use of volunteers, the new citywide coordinator has formed a citywide volunteer task force and revised the draft citywide volunteer services program handbook. Reviewed by Senior Management Group and by other key staff members in all departments, comments from departments were incorporated to produce the final Internet Master Plan. The document has been posted on the Intemet, allowing the public to access it through the City’s home page. Major Activity: Oversight of City Departments IMPACT MEASURES Establish time frames and monitor departments’ progress on Council assignments to assure completion of 90 percent of assignments within time specified to Council. 1996-9’~ 1995-96 " ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 86%90%80% Major Activity: Interdepartmental Coordination IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Assure 95 percent representation of departments at weekly agenda planning and post-Council meetings. Conduct 12 monthly meetings of the Project Review Committee, the purpose of which is to increase the efficiency and clarity of the City’s review of major public and/or private development applications. Update the Policy and Procedures Manual and other citywide procedural guidelines administered by the City Manager’s Office as needed, but no less frequently than two times a year. 97% 12 2 95% 12 2 1996-97 ACTUALS 95% 12 FUNCTIONAL AREA: CITY COUNCIL RELATIONS KEY PLANS Develop a recommended strategy for financing the major programs and capital projects that represent Council priorities. Complete a study of existing boards, commissions, task forces and committees which will enable the formulation of a Council policy on advisory bodies. Improve access to prior years’ records, in compliance with records management policy, by placing City Manager’s Reports (CMR’s) on microfilm or an equivalent means of electronic storage. PROGRESS Council approved creation of an Infrastructure Reserve and a set of Debt Guidelines with the adoption of the 1997- 98 Budget. The study has been completed and recommended for approval by the Policy and Services Committee. CMR’s for years 1950-80 have been microfilmed. CMR’s for years 1981-89 are currently being microfilmed. IMPACT MEASURES 1.Respond to 95 percent of Council Member calls and inquiries within 24 hours.. Major Activity: Council and City Manager Interaction 1995-96 ACTUALS 100% 1996-97 ADJUSTED BUDGET 95% Major Activity: Council Agendas and Meetings IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Develop City Council agendas that facilitate 90 percent of Council meetings being completed within a four-hour time frame. 90% 1996-97 ACTUALS 95% 1996-97. ACTUALS 79% Major Activity: Council/Public Communication and Correspondence 1996-97 1995-96 ADJUSTED IMPACT MEASURES ACTUALS BUDGET 1996-97 ACTUALS - Provide written responses to letters received by the City Council within four weeks of their receipt, 90 percent of the time. 82%90%78% FUNCTIONAL AREA: COMMUNITY/INTERGOV. RELATIONS KEY PLANS PROGRESS Coordinate tile successful introduction and 0 enactment of one item of legislation of specific importance to Palo Alto. Explore opportunities with the school district for cooperative programs, e.g., library services. Pursue opportunities for cooperation with neighboring jurisdictions in the provision of certain fire-related services. At Palo Alto’s request, legislation to require landlords to give 60 days notice of rental increase (SB 682) has been introduced, but has not yet been enacted. In process through participation on the City School Liaison Committee and the Building for Excellence Committee. A proposal was submitted in response to the City of Los Altos’ RFP for provision of fare se.rvices. The proposal was rejected. Produce a brochure which responds to most-frequently requested information about the City. On hold due to vacancies in Assistant City Manager and Assistant to the City Manager positions. Major Activity: Public Relations IMPACT MEASURES 1995-96 - ACTUALS Provide information to the media on City programs and activities at least 12 times a year on a monthly basis. 24 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS 16 FUNCTIONAL-AREA: ECONOMIC RESOURCES KEY PLANS Continue the Midtown business district revitalizatior~ process. PROGRESS Conceptual Master Plan and one major building redevelopment have been approved by Council. Major Activity: Business Outreach and Retention IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Conduct six meetings.for commercial property owners/tenants and other interested parties to identify individual needs, retail gaps, and impediments to economic health. 6 4. Major Activity: Process Facilitation IMPACT MEASURES Provide guidance for not less than 20 new/existing businesses requiring assistance in the permit applications process. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 21 21 21 t DEPARTMENT OVERVIEW During 1996-97, the Administrative Services Department continued to implement and refine the Mission Driven Budget (MDB). This included streamlining the budget process and the development of new systems to improve the administration of MDB. The 1997-98 Budget was presented to and approved by the City Council. It included the establishment of a debt policy, revisions to the investment policy, the creation of a computer replacement fund to allow for long range fiscal planning for the acquisition of computers, and a proposal for the long-term financing of the Cubberley operation. In addition, the departrnent coordinated the development of a Infrastructure- Management Plan, and participated in the presentation to the Planning Commission and the Finance Committee of the overall plan and of Module I .Buildings and Facilities. The Department continued to support and maintain existing applications, such as the Payroll .and Human Resources System, the Finance System (IFAS), the Utility Billing System, and various applications in Police, Fire, and Planning. Support of personal computers; local and wide area networks (LAN/WAN); telephones, telecommunications systems, and voice mail continued. The most significant activity occurred in the area of Utilities’ Customer Information System (CIS). This effort was re-directed from in-house development to the acquisition of the software from an outside vendor which has been selected. The LAN and WAN were upgraded at the Cubberley Community Center to provide citywide access to Cubberley staff and to automate the training facility for citywide training. An Internet Master Plan was prepared to guide the City’s Hom. e Page development and assist in making policy decisions relative to the Intemet in the future. The telecommunication capabilities at thirteen City sites were replaced with new systems to support the higher demand and quantities. Several new Geographic Information System (GIS) applications, specifically for the Pubic Works and Planning counters, were developed and implemented. The achievements in this area occurred despite difficulties in recruiting and filling technology positions. The department also continued to re-engineer the citywide purchasing process. A number of programs and improvements were implemented, including the initiation of a procurement card pilot program, streamlining the claim voucher process, improving the year-end purchasing and blanket order process and the establishment of a single point contact for each department. In the real estate area, the department worked to develop a management plan for the Arastra Preserge, including the creation of a stewardship for the preserve and beginning the process to develop a gateway for the area. Various uses for the Tower Well site were explored and ultimately not pursued. Approvals for the Williams prope .rty option to lease were obtained, the property was dedicated as parkland, and construction of the project has begun. FUNCTIONAL AREA: FINANCIAL SUPPORT SERVICES KEY PLANS PROGRESS Pursue implementation of Automatic Payment System (APS) for customer direct transfer.of payments for utilities and other City services. Begin development of an accounting policies and procedures manual focusing on areas critical to sound internal controls. Conduct a physical inventory and provide fixed asset tags for General Fund fixed assets. Develop and conduct training sessions to educate project managers in contract processes, procedures and practices. Implement automated timekeeping to support time tracking under MDB and train users in procedures for using the system. 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. Review, identify and begin implementation of recommendations of the Steering Committee for the Purchasing Process that will provide more efficient and effective processing of customer requests, .and that will provide more control and accountability in the procurement process. Delayed until implementation of the Utilities Customer Information System is implemented. Completed draft policies and procedures manual. Currently under internal review. Completed physical inventory and asset tagging. Completion of this key plan was dependent upon staffing vacant contract manager positions. Two of the three positions were vacant for a year. Delayed until technological infrastructure is upgraded to support client-server technology. Delayed. Implemented a pilot study in Purchasing of the use of procurement cards; improved the claim voucher, blanket order, and year-end closing process; and developed a pilot program for petty cash. Began developing single points of contact for each City departments. Major Activity: Accounting Services IMPACT MEASURES Produce and distribute 85 percent of final monthly department reports by the 15th calendar day of the month. 2.Pay 80 percent of invoices within 30 days from invoice date. o Achieve an average satisfaction rating of greater than 4.0 (highest rating being 5) on various accounting training class surveys. Post 100 percent of new fixed assets to the fixed assets inventory within 90 days of invoice payment and record 100 percent of retirements within 90 days of disposal to maintain an accurate inventory of the City’s assets. ¯ 1995-96 ACTUALS 67% 80% 4.5 100% 1996-97 ADJUSTED BUDGET -85% 80% >4.0 100% 1996-97 ACTUALS 100% 73% n/a 100% 3..Classes being re-formatted, no surveys were taken in 1996-97. Major Activity: Financial Reports IMPACT MEASURES 1995-96 ACTUALS Obtain-an "unqualified" audit opinion for the City’s annual financial statements. Have the Comprehensive Annual Financial Report(CAFR) ready for publication by November 15. Obtain awards for excellence in financial reporting from the California Society of Municipal Finance Officers (CSFMO) and-the Government Financial Officers Association (GFOA). Submit 100 percent of extemal financial and statistical reports by the legally required due dates. Yes Yes Yes 100% 1996-97. ADJUSTED BUDGET 1996-97 ACTUALS Yes Yes Yes 100% Yes Yes Yes 100% Major Activity: Purchasing and Contract Administration 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED BUDGET Save 5 percent of the division’s annual purchase volume through effective purchasing techniques. Increase customer service satisfaction by processing 1 O0 percent of purchase requests under $500 within one working day of receipt. Provide 4 purchasing seminars to promote effective purchasing procedures. Increase inventorY turns to 3 per year to minimize cash held in inventorY. n/a 100% n!a n/a 5% 100% -4 1996-97 ACTUALS 1% 85% none 1 & 2 The combination of two staff vacancies and the time commitment involved in improving the blanket order process prevented the division from achieving this goal Completion of thi’s impact measure was dependent upon staffing vacant contract manager positions. Two of the three positions were vacant for a year. Due to staff vacancies, a plan to dispose of non-moving stock has not yet been developed Plan development and negotiating items to be deleted from stock with affected customer departments is planned for 1997-98. Major Activity: Stores and Warehousing IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Deliver all stock and non-stock supplies within 24 hours of a request 100 percent of the time. Provide an annual physical inventorY count that is within 5 percent of related accounting records. 100%100% 5%5% 98% .16% FUNCTIONAL AREA: PROPERTY MANAGEMENT KEY PLANS If Request For Proposal is approved, solicit, review and select a proposal for sale or lease of the Meadow Well site. Assist leaseholders of Williams property and Chuck Thompson site in obtaining necessary City approvals and County grant funds to meet *required conditions of leases. If Request For Proposal (RFP) is approved, solicit, review and select a proposal for sale or lease of the Tower Well site. Support City Manager’s Office in implementation of Council direction for Arastradero preserve structures, related donation, and development of stewardship concept. PROGRESS The Request For Proposal was approved, proposals solicited, and the required bid process conducted. Escrow has closed on the sale ofthe property to the highest bidder. Necessary approvals and permits, including park dedication, were obtained for the Williams site. The lease has been exercised and construction is in process. Conditional use permit was appealed for the Chuck Thompson site.. Planning Commission has recommended the Council approve the permit’. The Request For Proposal was approved, proposals solicited, reviewed and presented to Council with a recommendation to award an option to purchase for a single fhrnily use. Council -did not approve recommendation and. rejected all proposals. Preserve M .anagement Plan, Stewardship Agreement and dismantling contract hage been approved by Council. Major Activity: Real Property Management IMPACT MEASURES Meet 95 percent of agreed upon deadlines for routine property and easement acquisitions, dispositions, and leases,. Collect 98 percent of rental payments by the due date. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 95% 98% 95% 98% 96% 94% Update real property data files on 100 percent of property acquisitions and dispositions within 30 days of receipt of original recorded documents. 98%98%95% Major Activity: Cubberley Long Term Lease Management 1995-96 IMPACT MEASURES ’ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Maintain rental income equal to at least 95 percent of the rental amount paid by the City to the School District. 98%95%95% FUNCTIONAL AREA: MONEY MANAGEMENT KEY PLANS Replace the outdated automated cash ¯ receipting system in Revenue Collections and at outlying facilities. PROGRESS Replacement was delayed due to two factors. The vendor selected for the software system went out of business after contract discussions were almost complete, necessitating beginning Jill steps of software evaluation and contract discussions with an alternative vendor. Completion of that contract was delayed, given Attorney’s Office time commitments to the Sand Hill Road project. Define the r~quirements for a collections management system, and begin to work with the selected vendor On implementation. Project will begin after the cash receipting system is installed and operational. Work with Utilities staff to implement charitable giving program for utility customers. Project Pledge initiated in June 1997. Major Activity: Investments and Banking IMPACT MEASURES 1.Earn an overall portfolio yield of 100 percent or greater than the two year Treasury yield. 2.Maintain an average Of no more than 1 percent of the total investment portfolio in idle cash in .the bank. 1995-96 ACTUALS 103% 1996-97 ¯ ADJUSTED BUDGET 100% 1% 1996-97 ACTUALS 99% 1.06% Major Activity: Parking Support IMPACT MEASURES 1. Process 97 percent of parking citation ~ payments on the dayreceived. 1995-96 ACTUALS 97% 1996-97 ADJUSTED BUDGET 97% Major Activity: Utility Payments Processing IMPACT MEASURES Deposit 100 percent Of cash receipts received by the Bill Processing Center on the day received for crediting-to the customers’ utilities accounts. Post 99 pei’cent of payments and adjustments from Revenue Collections and Utilities Customer Service Center on the day of receipt.- 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 100%100% 99% 1996-97 ACTUALS 1996-97 ACTUALS 100% 99% Major Activity: General Billing and Collections IMPACT MEASURES 1996-97 1995-96 ADJUSTED ACTUALS BUDGET ¯ o Issue 95 percent of billings within 7 working days after receiving billing request from departments. Collect at least 70 percent of outstanding accounts for paramedic receivables. Collect at least 60 percent of outstanding accounts for driving under the influence receivables. Collect at least 90 percent of outstanding accounts for false alarms receNables. Collect at least 75 percent of property damage receivables. Achieve an average satisfaction rating of 4.5 (of 5.0) on customer service surveys for the Revenue Collection public counter. 95% 70% 60% 90% 75% 95% 70% 600./o 90% 75% 4.5 4.5 1996-97 ACTUALS 100% 54% 82% 100% 79% 4.9 2.Efforts were concentrated on paramedic audit and re-engineering process. 3.Collections were higher than anticipated FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS, AND REPORTS KEY PLANS Review and test Community Services Department’s impact measures to assure accurate tracking and record keeping of the measures, and continued appropriateness. Develop a system to maintain the roster of budgeted positions of the City which integrates with the new payroll and timekeeping systems. Establish a computer equipment replacement fund to allow for the ongoing replacement of computer equipment. PROGRESS Due to competing priorities, will be undertaken in 1997-98. Integrated budgeted positions with the new payroll system. Due to technical constraints (new timekeeping system not yet implemented), integrating with timekeeping is on hold. Computer Replacement Fund approved with the 1997-98 Adopted Budget. KEY PLANS Review and automate the process for collecting key plans and impact measures and report to Council twice a year on status of key plans and any changes to impact measures. PROGRESS Due to technical constraints, this project has been delayed. Major Activity: Consulting and Special Studies IMPACT MEASURES- 1.Identify a minimum of $100,000 in potential sa;cings through ana!ytical projects and special studies. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS $50,000 $100,000 $89,000 Major Activity: Revenue/Expense Analysis/Monitor IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Project General Fund non-departmental budget revenues within 6 percent of actual year end results (excluding unforeseen legislative or judicial rulings or impacts from other government agencies). Project General Fund employee services budget expenditures within 3 percent of actual year end results. ¯ 6% 3% 6% 3% 1.5% 1.3% Staff is pleased to report that non-departmental revenues came within 1.5% of the adjusted budget, well within the 6. 0% target. A strong and steady economy has allowed staff to develop a relatively accurate forecast. Staff is, again, pleased to note that the employee services expenses were within 1.3% of budget. This accuracy may be attributable to full staffing levels in the Public Safety area and accurate budgeting. Major Activity: Budget Development - Operating and Capital ¯1995-96 IMPACT MEASURES ACTUALS 1996-97- ADJUSTED BUDGET ,,Deliver the budget documem to Council at least 15 working days prior to the first budget hearing. Obtain at least 3 budgeting awards from the California Society of Municipal Finance Officers (CSMFO) and the Governmental Finance Officers Association (GFOA). 15 -15 3 1996-97 ACTUALS 15 5 FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT KEY PLANS PROGRESS In response to a recommendation from the ~ City’s external auditors, develop procedures and adopt staridards for computer system documentation, to provide the necessary information for supporting and enhancing the City’s computer systems. 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. Complete the implementation of Phase I of the Customer Information System for Utilities, to improve access to customer usage and billing information. Assist in the implementation of an automated timekeeping system to facilitate the entry and greatly improve the accuracy of time card data for employees. The key processes for payroll and t[mekeeping were documented. Developed procedures for documentation of systems and of changes or enhancements to systems. These will be implemented in the first half of 1997-98. This project was delayed due to extended contract negotiations with the vendors of the cash receipting modules. in November, the Utilities Customer Information System (CIS) was re-directed from in-house development to purchase of vendor software. A Request for Proposal was issued, vendors demonstrated their products and the SCT Banner CIS product- was selected. The implementation effort will take 14 months starting in October 199.7. Due to the technical limitations and cost factors, staff delayed the timekeeping acquisition and implementation until the technical infrastructure upgrade is complete in 1997-98. Major Activity: New Application Development IMPACT MEASURES [ 1.Complete 90 percent of projects schedule ]milestones according to schedule. 1995-96 ACTUALS 90% 1996-97 ADJUSTED .BUDGET 80% [ Major Activity: Third Party Application Support IMPACT MEASURES 199~-96 ACTUALS 1996-97 ADJUSTED BUDGET Meet users computer program request milestone 90 percent of the time for all third party applications. 90%80% 1996-97 ACTUALS, 80% 1996-97 ACTUALS 70% 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. 1995-96 ACTUALS 90% 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS 65%66% FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT KEY PLANS Move personal computer servers into the computer room to improve access and availability of those servers to the computer staff. Acquire or develop application software to manage access to the City’s computers, Internet and outside resources. PROGRESS ~Complete, the new personal computers servers were installed in racks in the computer room. The Request for Proposal (RFP) has been prepared. The RFP addresses both the system and network management tools required to manage access to the City’s computers and communications networks. Major Activity: Operating System Support IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 100 percent of the time, planned system maintenance shutdown will be scheduled one week in advance. Maintain up time on six systems during prime time (7am to 6pm) 98 percent of scheduled hours. 100% 98% 100% 95% 1996-97 ACTUALS 100% 99% Major Activity: Security and Network Support IMPACT MEASURES Process 98 percent of authorized password and computer access requests within 40 working hours. Respond to 90 percent of complaints and questions (approximately 1500 per year) within 2 working days. 1995-96 ACTUALS 98% 90% 1996-97 ADJUSTED BUDGET 98% 90% 1996-97 ACTUALS 100% 97% Major Activity: Production Control IMPACT MEASURES 1.Complete processing of 90 percent of jobs with zero errors on daily basis. 2.Produce and print utility on schedule with 98 percent accuracy. 1995-96 ACTUALS 90% 98% 1996-97 ADJUSTED BUDGET 90% 98% 1996-97 ACTUALS 100% 98% FUNCTIONAL AREA: PERSONAL COMPUTER KEY PLANS PROGRESS Work with Finance and Budget Divisions to develop a strategic and financial plan for the replacement/upgrade of the City’s personal computer hardware. In conjunction with Accounting and Budget Divisions, established the Computer Replacement Internal Service Fund. Inventoried computers, so that the quantity of replacements could be determined. 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 WordPerfectupgrades) by distributing the new versions Over the network. The RFP and vendor selection process is complete. The software will be installed in the first quarter of 1997-98. Slight delay due to extended contact negotiations. Implement a citywide ne.twork 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. Expanded and managed the use of Windows NT file servers including the sharing of files, creation of forms, and print serving throughout the City. Applications such as ESCOM for class and facility scheduling are processing on these servers. Major Activity: User Support IMPACT MEASURES Resolve 75 percent of user request (approximately 2500 per year) for computer and software problems within 24 hours. Resolve 80 percent of user requests (approximately 300 for network connectivity problems within 24 hours. Install 70 percent of new or replacement pcs, printers and software within 5 working days of request from users. " " 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 70% 70% 50% 75% 80% 70% 85% 85% 60% FUNCTIONAL AREA: TELECOMMUNICATIONS KEY PLANS PROGRESS 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. The effort was curtailed due to the City’s investment in fiber optic cable and the "dark fiber". The fiber will become the primary network carrier and the coaxial cable will become the backup. 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 fo~ city staff. Major Activity:- Telecommunications User Support IMPACT MEASURES 1.Complete 80 percent-of service requests within 5 working days. 2.Complete all communication requests within 7 working days using contract Services. This effort was merged with the system management RFP which has been generated and will be issued in 1997-98. Additional sites such as Cubberley Community Center and Animal Services were connected to the City’s Wide Area Network. Remote access to the servers has also been provided to several staff members. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 8O% 7 days 80% 10-14 days 95% 8.75 days Major Activity*: Telecom Planning and Administration IMPACT MEASURES 1.Improve telecommunication systems down ...time by 15 percent due to failed equipment. 1995-96 ACTUALS , 1996-97 ADJUSTED BUDGET 15% 1996-97 ACTUALS DEPARTMENT OVERVIEW The Community Service Department completed the 1996-97 year with a broad variety of accomplishments and achievements including receiving nine local, state and national awards. The year also marked the start of construction of the Children’s Theater Outdoor stage facility; the Parks and Golf Division began construction of the Golf Master Plan project and managed a number of the Department’s Parks Capital Improvement projects; the Library Division improved community access to information sources by introducing such innovations as an online magazine and newspaper database; the Human Services officecompleted the successful implemeritation of a work training program for the homeless; and the Recreation, Open Space and Sciences Division continued its programming for the teenage population with the introduction of a job fair, awareness workshops, ~ and a teen volunteer recognition week. Additional accomplishments include: the selection of an organization to steward the Arastra Preserve, the replacement of playground equipment at Rinconada Park; the introduction of monthly Intemet - training for the public co-sponsored by Yahoo !; and.the creation of a new department-wide event showcasing children’s services, the Bubble Festival. FUNCTIONAL AREA: ARTS AND CULTURE KEY PLANS [:1 Continue-to investigate community support for a Performing Arts Center. Support and assist the Friends of the Children’s Theatre in its efforts to raise ftmds for Phase II of the Golden ,Anniversary building project. Include in the regular Children’s Theatre season at least one play focused on teenagers and develop further programming for teens. PROGRESS ~[771Arts Master Plan task force convened, The Arts Master Plan may include exploration of a new Performing Arts Center. Construction of Phase II building project has commenced. It is planned to be dedicated in late fall 1997. Produced "A Funny Thing Happened on the Way to the Forum." The Teen Show has-become an important show for this age group of cast and crew who find working with and socializing with their peer group very satisfying. KEY PLANS PROGRESS 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. Celebratethe Children’s Theatre 65th Anniversary with community and alumni events. 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. Initiate programs for youths, teens and families 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. Staff explored outside funding unsuccessfully. In the interim, through City funding, initiated rotation program of Children’s Theatre Outreach to- schools in order to provide opportunities to new schools which have not been able to be served. Eight schools were part of the Outreach Program this year. To celebrate anniversary, "Snow White and the Seven Dwarfs" was .presented. This reprised the first production at the Theatre. A birthday party was held for over 500 young. people, an anniversary performance and reception was held for 260 people and a reunion brunch and presentation .was held for over 200 people. Over 60 volunteers spent over 240 hours assisting. A curriculum guide called "There’s no such thing as a messed up" was developed to be used as a summer guide of activities based on Project LOOK!’s exhibition projects. The guide was a pilot and has been given $5,000 in funding from University Art Center for the 1997-98 edition. Four new art classes for Teens were developed. Eight new art mini-camps, in collaboration with Open Space and Sciences, were 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. In addition four summer arts mini-camps were presented at the Cultural Center. KEY PLANS PROGRESS Explore the development and outside funding opportunities for a Visual Artist Mentor Program for teens. Options are being explored. The program is moving towards an Artist- in-Schools program in partnership with Cultural Kaleidoscope (non-City funding with Cultural Center staff and Project LOOK! support). Major Activity: Visual Arts IMPACT MEASURES 1. Offer 10 exhibitions each year. 2. Offer 350 classes, workshops, and tours in the visual arts. 3.Increase total number of visitors to the Cultural Center by 5 percent in comparison to previous year’s attendance. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 399 5%- 10 350 5% 1996-97 ACTUALS 14 452 6% MajorActivity: Children’s Performing Arts IMPACT MEASURES -1.Achieve 160 performances, classes, workshops, and a~tivities for family audiences. Offer Children’s Theater participation (hands-on) opportunities to 2,600 young people. Achieye 22,115 attendees/audience at Children’s Theater productions, classes, workshops, tours and related activities. 1996-97 "1995-96 ADJUSTED ACTUALS BUDGET " 193 3,279 27,900 160 2,600 22,115 1996-97 ACTUALS 160 2,850 20,942 Major Activity: Adult Performing Arts IMPACT MEASURES 1. To offer 175 performances. 2.Produce 50 (revised from 51) music and dance concerts throughout Palo Alto. 3.Offer 100 (revised from 92) performing arts classes. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 185 175 171 65 50 80 87 100 148 o An aggressive advertising program netted an increased response in adult performing arts classes. Major Activity: Arts Community Partnerships IMPACT MEASURES 1996-97 1995- 96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Support the ASD/Real Estate Division’s efforts to maintain 90 percent occupancy of the Cubberley studio project.~ Provide opportunities and training for 1,000 volunteers. 100% 1,831 90% 1,000 98% 1,835 The Children’s Theater anniversary celebration increased volunteer support to the theater (approximately 200 volunteers). In addition, about 655 volunteers in the Community Theater were not previously budgeted. This impact measure has been revised in 1997-98. Major Activity: Arts Facility Operations IMPACT MEASURES Initiate arts facilities and/or equipment repair within 24 hours of report of malfunctions. 1995-96 ACTUALS 24 1996-97 ADJUSTED BUDGET 9_4 1996-97 ACTUALS FUNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER KEY PLANS Continue development of landscape plans for non-landscaped and asphalt areas between building wings and begin planting. Implement phase two of the athletic field irrigation-and turf improvement program. Continue to develop promotional materials to encourage public use of Cubberley. El Finalize the design of the ¯ restr0orn/concession facility. PROGRESS Plans have been completed for planter areas. Planting postponed until October 1997 due to the lack of budgeted resources. El Completed. El Monthly events calendars continue to be distributed on a monthly~ basis, and advertising in the Palo Alto Weekly follows the same schedule. A new facility rental brochure for businesses has been completed. El This project is presently on hold pending the identification of a funding source. Major Activity: Cubberley Center Services IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 97%Process 95 percent of facility rental applications within five-working days after initial booking. Receive a "g6od" or better rating on 90 (revised from 80) percent of the Customer Service Surveys received from the public, tenants .and hourly users. Increase hourly rentai customers by 2 percent in 1996-97 and 3 perc6nt in 1997-98. 85% 95% 90% 2% 95% 100% 26.9% 3. A focus on customer kervice, increased marketing (see Key Plans) and dedicated efforts by staff resulted in this significant increase. Major Activity: Cubberley Maintenance IMPACT MEASURES Receive a "good" or better rating on 90 percent of the Customer Service Surveys received from the public, tenants, and hourly users. Ensure that 95 percent of landscape maintenance contract specifications are accomplished by meeting with the contractor at least twice monthly. o Respond to 100 percent of complaints regarding safety and cleanliness of facilities within one working day. 1996-97 . 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ¯ ACTUALS 86%90% 95% 100% 100% 98% 100% FUNCTIONAL AREA: GOLF SERVICES KEY PLANS Initiate Phase II of the-Golf Course Master Improvement Plan for development of . design and construction documents. Implement use of credit cards for payment of fees at the Golf Course. Enhance revenue flows during slow business periods through promotions and special fee packages. Support Junior Golf Programs for local players, high schools, and East Palo Alto juniors.- El Coordinate installation of an equipment wash facility. PROGRESS El Design and constructioia documents are fully completed. El Credit cards are in use, with favorable customer feedback. Implemented special twilight fees which resulted in improved facility use during our non peak periods.. Division participation and support with pr6grams and fund raising has enhanced Junior golf participation, including a 20 percent increase in funds raised compared to last year. El.Installation deferred. I~ will be installed as part of Golf Course Master Improvements Plan. Major Activity: Golf Course Maintenance IMPACT MEASURES Provide playable golf turf conditions on 80 (revised from 78) percent of the .potential playing areas of the golf course. Ma.intain fairway mowing intervals equal to 90 percent-of comparable frequencies and maintenance standards of regional public golf facilities. Maintain green mowing intervals equal to 90 percent of comparable frequencies and maintenance stai~dards of regional golf facilities. On average, inspect and. repair 20 (revised from 15) percent of the sprinkler system on a weekly basis. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 80% 95% 95% 20% 80% 90% 90% 20% 1996-97 ACTUALS 80% 90% 90% 20% Major Activity: Business. Operations IMPACT MEASURES 1.Generate rbvenue to exceed expenses (including debt service and City overhead expense ) by 25 percent. 2.Provide 25 percent of reserved tee times for resident use. 3.Provide a minimum of four community forums for input regarding improvements, maintenance .and long range planning. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 51% 25% 25% 25% 4 1996-97 ACTUALS 31% 25% 4 FUNCTIONAL AREA: PARK SERVICES KEY PLANS 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 con~trol, and pruning. Levels range from Mode I, the highest level of maintenance to Mode VI, the lowest level of maintenance). Replace and upgrade irrigation systems at Eleanor Park, E1 Palo Alto Park, and Lucie Stem Courtyard. Complete installation of backflow devices at City facilities. Improve athletic field conditions toa Mode II level at Jordan, JLS, and Walter Hayes school sites in accordance with the agreement with Palo Alto Unified School District. Install new playground equipment at Cameron, Scott, and Werry parks. Resurface tennis courts at Terman Park. PROGRESS [:]Annual renovation completed and maintenance levels maintained. Renovations completed. Completed a three year program replacing over 170 units. Improvements at Jordan and Haye~ complete. JLS field improvements deferred pending district building plans. In-progress at three parks. Rinconada park was completed I~ Completedl Major Activity: City Parks and Facilities IMPACT MEASURES To maintain 90 percent of the turf and landscape at City facilities at a Mode II level (within a range of I to III with I being state of the art maintenance) based on NRPA (National RecreatiOn and Park Maintenance Standards). Inspect 90 percent of the tennis courts (nets, screens, fencing, gates, surfaces) on a monthly basis (Mode IV level). o Ensure that 80 percent of the time, litter is picked up and collected at parks twice weekly (Mode III level). Prune and trim 80 percent of landscape plants and shrubs at least twice per season (Mode II level). o To maintain 90 percent of the floral and landscape plantings at these sites Mode II level (within a range of I to VI with I being state of the art maintenance) based on NRPA (National Recreation and Park Maintenance Standards). 1995-96 ACTUALS 90% 90% 90% 80% 90% 1996-97 ADJUSTED BUDGET 90% 90% 80% 80% 90% Major Activity: Athletic Fields IMPACT MEASURES o 1995-96 To maintain 90 percent of the turf at athletic fields at a Mode I level (within a range of I to VI with I being state of the art maintenance) based on NRPA (National Recreationand Park Maintenance Standards.) Ensure that 90 percent of the !rrigation work orders related to athletic field maintenance activities are completed within 72 (revised from 24) hours. Clean 90 percent of the tennis courts on a monthly basis. ACTUALS 90% 90% 1996-97 ADJUSTED BUDGET 9O% 90% 90%90% 1996-97 ACTUALS 90% 90% 80% 80% 90% 1996-97 ACTUALS 90% 90% 90% FUNCTIONAL AREA:-HUMAN SERVICES KEY PLANS Assist with the implementation of approved recommendations from the Positive Alternatives for Youth (PAY) Master Plan Continue progress by internal staff committee to develop comprehensive approaches tOthe delivery of services to children and families. Increase the quality of child care in Palo Alto by promoting national accreditation standards. PROGRESS IDA PAY Coordinator has been hired to implement the Master Plan. The committee held a department-wide event for children and families in May 1997, and continues to meet regularly to coordinate services’to children and families. During the last year, the number of child care centers that achieved national accreditation increased from 17 to 25. To date, 50 percent ofPalo Alto’s 51 child care centers are accredited Major Activity: Human Services Contract Administration IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED B -UDGET For 100 percent of fu.nded agencies, conduct at least one on-site inspection to ensure funds are spent appropriately and all contract requirements are fulfilled. 100%100% 1996-97 ACTUALS 100% Major Activity: Community Partnership/Public Services IMPACT MEASURES 1995-96 " ACTUALS -1. Supplement General Fund resources by ..utilizing approximately 6,000 volunteer hours. 2. Provide info.rmation and educational Outreach to approximately 3,000 citizens and businesses in die community. 5,461 2,650 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS 6,000 3,000 5,968 3,450 Major Activity: Child Care Services IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS For all 11 CityiPAUSD school age child care programs, perform at least one evaluation to ensure provider’s comPliance with the City’s guidelines for extended care provision requirements. Conduct site visits 41times a year to City funded child care agen.cy to ensure funds are spent appropriately and contract requirements are being met. 11 4 11 4 11 4 FUNCTIONAL AREA: LIBRARY SERVICES KEY PLANS Continue implementation of the Library Automation Capital Improvement Program (CIP) project, including electronic connection of Palo Alto Unified School District and City libraries’ catalogs. Begin implementation of approved elements of the Library Master Plan. Begin plan to improve efficiency of library staff work areas. Coordinate rehabilitation of Children’s Library, funded primarily through gifts. Participate ifi implementation of Phase )- ~f regional technology project of public libraries in Santa Clara County to provide county residents with better and easier access to all library collections/resources. PROGRESS Major accomplishments include: enabling City Internet connection to Main, Children’s and Mitchell Park libraries; providing access through library catalog to summary and full text of 1,000 magazines, business resources and newspapers. Master Plan scheduled for City Council discussion in late 1997. Underway at Main Library; planning begun at Mitchell Park Branch. Project on hold pending review of Library Master Plan. Phase 2 ih progress~ completion anticipated by end of 1997. Major Activity: Library Information IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS To provide 79 percent of items requested from libraries outside Palo Alto (interlibrary loans) for Palo Alto residents within 21 days. To ensure that 60 percent of individuals who call the Main Library to request reference assistance by telephone will be successful in gaining access to this service. 77% 100% 79% 60% 83% 56% Note that 44percent of the time, people who phone Main Library for reference assistance do not succeed in directly reaching a person for help. Major Activity: Collections Management IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS To make 75 (revised from 90) percent of new materials available to public within 45 calendar days of receipt. 2.To check out library materials an average of 3.5 times per year (to measure effectiveness of selecting titles relevant to users needs). 3. To shelve 7’0 (revised from 65) percent of ¯ items returned within two working days. 54% 3.6 87% 75% 3.5 70% 58% 3.6 77% Delays in processing of new materials (caused by backlog carried over from 1995-96 and 41 percent increase in gifts added to collections) were offset by 39percent,increase in number of items added (compared to 1995-96). Major Activity: Library Outreach IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 1.Provide 275 enrichment activities to 20,000 children (ages 18 months to 1 t years) and their care givers. 2.Provide library service to 45 home bound Palo Alto residents. 274 40 275 45 294 57 o The homebound service exceeded participant target by 26percent because of increased outreach and publicity efforts. Major Activity: Circulation IMPACT MEASURES 1. Collect 90 percent of the overdue fines levied. 2.Have 97 percent of items checked out, either returned or paid for. 1995-96 ACTUALS 91% 98% 1996-97 , ADJUSTED ¯ BUDGET 90% 97% 1996-97 ACTUALS 88% 100% FUNCTIONAL AREA: OPEN SPACE AND SCIENCES SERVICES KEY PLANS El Complete Phase I of the Foothills Park Water Management Plan capital project. Complete Wildhorse Valley - Buckeye Creek repairs and restoration project, and implement annual, maintenance .on the sediment collection basins. Create "PlaySpot", an interactive learning- environment for children under five and their care givers at the Junior Museum and Zoo. Draft a planning grant for the Junior Museum and Zoo to provide funds for enhanced programs and exhibits. PROGRESS ¯ El Design has been completed for phases I and II. Repair and restoration have been completed.. Funding has been provided to establish annual maintenance for the sediment. collection basins. El Completed. El In progress. Estimated completion December, 1997. Major Activity: Open Space/Sciences Education Services IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Offer 1,200 interpretative and science education activities. Maintain an interpretive and science activities cancellation rate of less than’l 0 percent. Using a computerized system, formally accept all donations to the Junior.Museum’s permanent collection within 30 days. 1,284 16% 30 1,200 10% 30 .3.No donations to the Museum’s collection were received during the fiscal year. 1996-97 ACTUALS 1,105 11% n/a Major Activity: Open Space and Sciences Maintenance 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 1.Respond to 100 percent of all complaints regarding the safety and cleanliness of facilities within 24 hours. 100%100%100% Major Activity.: Emergency Response/Enforcement 1995-96 I1V~PACT MEASURES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 1.Provide enforcement and emergency response training to 100 percent of regular ranger staff ¯ within 6 months of initial employment. 2.Provide re-training opportunities for all regular staff so that 1 O0 percent of staff is" current in emergency response and law and enforcement certification. 100% 100% 100% 100% 66% 100% One new ranger.was hired during a period when specialized enforcement training at the National PaPk Service Academy was not offered. Major Activity: Open Space/Science Community Partnership 1995-96 IMPACT MEASi0RES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 3. Working with other non-profit groups, co-.sponsor 40 events of community interest in the sdiences and humanities. 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. Complete the billing ~ycle for the Community Gardens by March 31 of each year. 38 2,500 rl/a 40 2,600 Yes 35 5,488 Yes o Volunteer involvement in this functional area has increased substantially due to participation from. the Friends of Foothills Pa~’k and volunteer activities on the Arastradero Preserve, Major Activity: Wildlife/Resource Management IMPACT MEASURES In order to protect the endangered California Clapper Rail, and working with State and Federal agencies, respond to 100 percent of the sightings of red foxes in the Palo Alto Baylands within 7 days of notification. Apply for all required State and Federal permits for new animals acquired for the Junior Museum Zoo within 30 days of receipt of the animal. 1995-96 ACTUALS 100% 1996-97 ADJUSTED BUDGET ’ 100% 30 30 1996-97 ACTUALS 100% 2.No new animals were acquired during the past fiscal year. FUNCTIONAL AREA: RECREATIONAL SERVICES KEY PLANS PROGRESS Replace the decking around both pools and repair pipes as needed at Rinconada Pool facility. Hire a professional events management firm to conduct the Palo Alto Run Series to produce an increase in net revenue, quality, and participation. Increase participation in Teen programs 173 through expanded activities and collaboration with community groups. Increase participation in the Adult Sports program through added diversity of offerings and promotion to the business community. The discovery of structural problems changed the scope of the project and necessitated major revisions. Construction is expected to begin in Spdng, 1998. Completed. Staff has resumed production of runs in Spring, 1997 with contractors performing a limited role. Participation has increased by 12 percent, primarily because the Teen Center has now been open for one full year and has enhanced programs. Three softball leagues were successfully added, drop-in sports continue to draw consistent participation, and the overall number of teams participating has increased by 23 teams, or 80 percent. Major Activity: Adult Programs IMPACT MEASURES 1.Offer programs that attract 120,000 adult participants. 2.Recover 90 (revised from 75) percent of direct program costs. 1996-97 . 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 118,000 108% 120,000 90% 88,542 107% o Real atteridance is increasing significantly, particularly for adult sports. However, this statistic is now calculated measuring unduplicated participants, creating a false impression that participat.ion has declined Revenue for adult sports programs increased significantly this year. This improvement is due to increased marketing and operational efficiencies. Major Activity: Youth and Teen Programs IMPACT MEASURES 1.Offer programs that attract 50,000 youth and teen participants. 2.Recover 25 percent of youth and teen activity program costs, excluding the skateboard facility. 1996-97 ¯ 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 57,000 94% 5O,OO0 25% 53,291 134% o Previously, this impact measure has been measured without accounting for youth classes and summer sports camps. Each year, siJmmer camp re~,eaues are accrued in the spring and the corresponding expenditures are not accrued until summer. Because of this, the 20 percent annual enrollment growth experienced in sports camps over the past two years causes cost recovery statistics to be distorted Major Activity: Programs for Persons with Special Needs 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED BUDGET ° Offer programs for special populations that attract 400 participants, including 70 percent Palo Alto residents. Recover 25 percent of direct program costs for persons with special needs. Supplement City resources by generating 4000 (revised from 750) hours of volunteer assistance in programs for persons with special needs. 900/80 24.8% 3,700 400/70 25% 4,000 1996-97 ACTUALS 722/85 32% 5,611 This program area has experienced increased demand The resident yield increase reflects a significantparticipation increase by residents in the Special Olympics program. One-time donations totaling $6,500 account forthe increased level of cost recovery. Had these donations not been received, cost. recovery would have been 26. 8percent. Staff placed added emphasis on volunteer support this year, reJulting in this gain. Major Activity: Recreation Facilities IMPACT MEASURES ° Ensure that facilities are maintained so that City resources are protected and the number of rentals is increased by 3 percent. Gerierate 2 percent (revised ~rom 4 percent) increased program revenue through impr09ed marketing and increased user fees. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS -1%3% -6%2% -5% 12% It is not incongruous for revenue to increase while the number of bookings decreases as a’ minority of bookings bring in the majority of revenue. Rentals for rec.eptions and parties have increased, while use by non-profits and community groups has declined due to. insurance requirements. Demand for major facility rentals of four hours or more has. indreased significantly. The growth of meetings, receptions, and athletic field rentals booked is expected to be sustainable for the immediate future. Major ActiviW; Special Events IMPACT MEASURES 1.Produce and/or support at least 40 annual special events at different venues throughout the City. 2.Produce four issues of the ENJOY! catalog of class and program information. 46 4 1996-97 ADJUSTED BUDGET 40 4 1996-97 ACTUALS 42 DEPARTMENT OVERVIEW In 1996-97, one of the department accomplishments .was the implementation-of agreements with Service Employees International Union (SEIU) and Palo Alto Police Officers Association (PAPOA). Concurrently, the Management and Hourly compensation plans were reviewed and updated. In addition, there was a successful completion of classification studies in both Information Technology Division and Utilities Department. A new contract with the International Association of Firefighters (IAFF) is still being negotiated. A cost reduction was achieved in alternative retirement coverage for hourly employees. Another major program was the development of a policy for a new record retention system which was approved by Council in March 1996. The policy has been implemented for all regular active employees, retirees, hourly employees and applicants. Workers Compensation and Safety programs have continued to be successful in reducing injuries which result in lost time for the second consecutive year and holding claim costs under industry averages. A claims tracking system was developed and implemented to monitor all open claims. In addition, a safety glass program has been implemented for all employees at risk of eye injury While performing the duties of the job. Training and development continued at a high level, especially for computer software application training. The number of employees trained in computer and supervisory skills exceeded goals by more than 200 percent. A total of 120 classes were offered with attendance of 2157 employees. Transportation Demand Management efforts continued, resulting in a reduction of the vehicle employee ratio by five percent. FUNCTIONAL AREA:.EMPLOYEE COMPENSATION AND BENEFITS KEY PLANS ~1 Implement and communicate any employee benefit plan or mandated regulation changes. Prepare bid specifications and seek competitive bids for the City’s Life, Long Term Disability and Dental Plans. Negotiate agreement with Palo Alto Professional Fire Fighters, Local 1319 within 60 days of expiration of contracts. PROGRESS Completed for all legislation including Health Insurance Accountability Act, Family Medical Leave Act, Consolidated Omnibus Budget Reconciliation Act revisions, and Public Employee Retirement System regulations. Dental Plan Request for Proposal (RFP) process completed and First Health was selected due to the best services and prices with agreed upon three year contract. Life Insurance and Long Term Disability RFP to be completed in October, 1997. Currently negotiating with Intemational Association of Fire Fighters. Tentative agreement achieved subject to union ratification vote. Major Activity: Classification and Salary Administration IMPACT MEASURES 1.Assure Classification system is current by reviewing 20 perdent of position descriptions annually. 1995-96 ACTUALS Survey on an annual basis 75 percent of all of benchmark classifications to determine competitive rates ofpay. 33% lOO% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 20% 75% 33% 50% 2.All Management, confidential, and fire benchmark classifications were surveyed; Police and SEIU were not renegot.iated during 1996-97, therefore resulting in no surveying during the fiscal year. Major Activity: Labor Contract Negotiation/Management 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Negotiate agreements according to Council authorization with all three representation. units within 60 days of expiration of contracts. suec~essfully resolve 90 percent of grievances before -arbitration. 70 days 95% 1. Currently negotiating with International Association of Firefighters. pending. 60 days 90% 1 O0 days 82% Tentative agreement Majol~ Activity: Employee Benefit Plans IMPACT MEASURES 1995-96 ACTUALS 1.Handle 90 percent of all benefit requests within 24 hours. 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 98% [ 90% 100% FUNCTIONAL AREA.’. WORKFORCE RECRUITMENT AND SELECTION KEY PLANS Develop and implement standards for personnel:files, incorporating security . measures, new legislative requirements and review/purging schedules. PROGRESS Policies and procedures developed and implemented for Human Resources Department Records and Information Management System program. Complete file revision and update scheduled for completion October, 1997. Major Activity: CandidateOutreach IMPACT MEASURES- 1996-97 1995-96’ADJUSTED 1996-97 ACTUALS BUDGET"ACTUALS Participate in diversity and/or community- based outreach activities for .100 percent of external recruitment. Track 100 percent of applicants interviewed for source of job/position information. 100% 98% 100% 100% 100% 100% Major Activity: Employee Selection IMPACT MEASURES 1.Maintain number of employees satisfactorily completing their probationary period at 90 percent or greater. 2.Fill 90 percent of positions within 90 days of job posting. 3.Have zero sustained discrimation complaints or claims per year. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 97% 74% 90% 75% 0 1996-97 ACTUALS 95% 69% 0 2. Current labor market has negatively impacted this target. Major Activity: Employment Records Maintenance IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET ° Ensure that 100 percent of all personnel files are updated within 10 days of receipt of status changes or other pertinent data. Review/revise 100 percent of employment procedures/forms within 10 working of effective date of new regulations. 30% 9O% 50% 10o% 1996-97 ACTUALS 85% 100% FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE KEY PLANS Expand computer training progr:~ m to include additional software applications and the use of self-paced video training for smaller groups. PROGRESS Expanded computer training program with the addition of WPIII, MSMail, Access and Timeline. Developed video lending library consisting of six different software applications covering three to four different skill levels. Major Activity: Training Programs IMPACT MEASURES Certify 10 percent of management/prospective management employees as Management Academy graduates each year. AnnUally train 200 employees in supervisory and skills training courses. Receive an average rating of 4.5 out of 5 rating on course evaluations measuring the usefulness.and effectiveness of the training courses. 4. Provide at least 150 spaces in computer ¯ training classes. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 13% 1,400 10% 285 4.5 399 4.5 500 13% 741 4.5 600 2. and 4.Due to demand and addition of new computer training programs, the number trained exceeded goals more than 200percent. Targets for 1997-98 have been adjusted to reflect increased hours of training: Major Activity: Worklife-Enhancement/Recognition IMPACT MEASURES 1995-96 1996-97 ACTUALS ACTUALS Provide classes that address worklife enhancement issues in 20 percent of the Training Center’s course offerings. 31% 1996-97 " ADJUSTED " BUDGET I " 20% 27% FUNCTIONAL AREA: .TRANSPORTATION DEMAND MANAGEMENT KEY PLANS Increase public transit use among employees by implementing and m_arketing the shuttle service between East Bayshore City facilities and the Motmtain View CalTrain Station. PROGRESS The shuttle service was discontinued shortly after implementation due to not receiving grant funding to support the program. Major Activity: Commute Alternatives Programs IMPACT MEASURES 1996-~97 1995-96 ADJUST-ED 1996-97 ACTUALS BUDGET ACTUALS Reduce Vehicle Employee Ratio (VER) by 4 percent between 6 a.m. and 10 a.m. Monday through Friday. Increase use of public transit 10 percent by June 1997. 4% 10.4% 4% 10% 5% 13% 2.Due to continued effort in the Commute Alternatives Program, the use of pubBc trans# increased despite discontinuation of the shuttle service. FUNCTIONAL AREA: RISK MANAGEMENT KEY PLANS Implement the Lawson Human Resources Information System module for worker’s compensation management and medical work restrictions. This will integrate with the Occupational Safety and Health Administration (OSHA) 200 module, also to be implemented. Evaluate the City’s volunteer accident policy with the new Volunteer Coordinator position. Possible selection of a new policy to coincide with the new program and position .... Develop and implement all new mandated regulations, including Family and Medical Leave Act, California Family Rights Act and Department of Transportation (DOT). Alcohol/Drug Testing. PROGRESS Implemented the Lawson HRIS work restrictions module for all injuries (industrial and non-industrial). The OSHA 200 module has been implemented and is updated to produce the OSHA log. Reviewed the volunteer accident polic.y. Current policy is mostcost effective option at the present time. The Family Medical Leave Act and California Family Rights Act policy and procedure were drafted and submitted to be included in the Policy and Procedure Manual. The DOT Drug/Alcohol Testing Program is being managed as mandated by the Federal Highway Association. Major Activity: Injury/Illness Prevention IMPACT MEASURES Assist departments in limiting the number of employee injuries where work time is lost to 40 injuries per year. 1995-96 ACTUALS 33 1996-97 ADJUSTED BUDGET 40 1996-97 ACTUALS 32 Major Activity: Worker’s Compensation Program IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Limit claim costs to 95 percent of the industry standard for governmental entities as published by State of California Department of Industrial Relations. Limit total number of open claims to 300 per year. 95% 185 95% 190 1996-97 ACTUALS 98% 177 2. Open claims have been steadily decreasing over the past five years. Major Activity: Loss Control IMPACT MEASURES 1995-96 ACTUALS o Resolve loss control and insurance issues within 24 hours for 75 percent of all requests. Investigate and provide risk control recommendations on 100 percent of incidents which may result in liability to the City. 98% 100% 1996-97 ’ ADJUSTED BUDGET 95% 100% 1996-97 ACTUALS 85% 100% DEPARTMENT OVERVIEW Fiscal year 1996-97 was one of the busiest years in recent memory for the Fire Department. The fiscal year brought with it retirements, promotions, and subsequently 5 new hires. The department also co- sponsored two entry-level firefighter academies for the training of new recruits. Other personnel changes included sending two fire. personnel to paramedic school. Personnel have been involved in a variety of specialized training, including specialized rescue training, hazardous materials training, wildland training, and Standard Emergency Management Systems (SEMS) training. This has been a period of cooperative efforts between the Fire Department and other City and County agencies. The department assumed the lead role in disaster preparedness and disaster preparedness education at the Stanford Linear Accelerator Center, worked with Stanford University to streamline their fire inspection process, joined with other agencies in the county to develop a participative partnership agreement regard!ng the management of hazardous materials reporting (Certified Unified Program Agency - CUPA), entered into an automatic aid agreement with the Los Altos Hills Fire District for fire protection services in the Los Altos Hills/Palo Altos Hills area, began work through the County Fire Prevention Officers’ Committee to develop guidelines for a policy on residential window bars, and began efforts, with the City’s Building Department, to institute a Permit Streamlining Process for building permits. In addition to the work on the Permit Streamlining Process, the Fire Prevention Bureau has Updated the fire alarm system/evacuation plan write-up for the Civic Center and conducted classes on the system/evacuation plan. The Bureau has updated the Fire Department-customer service survey and developed a feedback and tracking mechanism which is slated for implementation in early 1998. The Bureau also conducted the annual pre-fire season fire prevention awareness/safety inspections for residents of the Foothills. Part of the inspection process included updating addresses, and providing homeowners with information regarding wildland fire safety and vegetation clearance. This ’past fiscal year has also seen the drafting of the Foothill Master Plan and completion of the Emergency Master Plan. Both documents are currently being reviewed by other City departments prior to publication. The Fire Stations have also seen some change in the past year. The Fire Department completed the first of a multi-year facility upgrade plan beginning with the remodel of the kitchen at Fire Station #5. Office upgrades were also done at Fire Stations # 1 and 3. An improved diesel exhaust removal System, and wash pad were installed at Fire Station #3. The wash pad includes an oil/water separator which prevents contaminated vehicle wash water from entering the storm drain system. Finally, Palo Alto Fire Department responded to approximately 6,400 calls for assistance. FUNCTIONAL AREA: EMERGENCY RESPONSE KEY PLANS Develop and implement a fire station alerting system, and make appropriate operational changes to reduce response times. Based on Council direction, implement Paramedic Master Plan operational measures and revise quality improvement plan. Evaluate mutual aid potential with neighboring jurisdictions for emergency medical responses. Review Foothills Park Fire Management Plan. PROGRESS Awarded bid for system needs assessment and design phase. Targeted completion estimated in December 1997. Bid specifications for transport engines completed. Bid process has started. Targeted completion in August 1998. Explored the capability of reciprocity of response with neighboring paramedic services. Presentation made to Senior Management Group (SMG). Work continues. Major Activity: Basic Emergency Medical services IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS To respond 90 percent of the time to emergency medical requests for service with EMT-D trained personnel within 4 minutes or less in the urban areas of Palo Alto and Stanford. To treat 90 percent ofpulseless, non-breathing patients, with EMT-Defibrillation within 6 minutes. 93% 100% 90% 90% 100% 100% Major Activity: Advance Emergency Medical-Paramedic 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED BUDGET o To respond to paramedic requests for service with appropriately-trained personnel within 6 minutes or less, 90 percent of the time in the urban areas of Palo Alto and Stanford. Recover 100 percem of the cost of emergency paramedic services, while providing the h!ghest quality service to the customer. 90% 100% 90% 100% 1996-97 ACTUALS 100% 100% Major Activity: Fire Suppression Services IMPACT MEASURES To respond 90 percem of the time to fire emergencies (front.ramp 0ffire stations to scene), within 4 minutes or less for the urban areas of Pal0 Alto and Stanford. To confine structure fires to.the room or area of origin. 90 percent of the time. 3.Limit property loss to $ 0.15 per $1000 market value of property protected. 4.Receive 90 percent favorable ratings on customer service survey. o Limit the incidence of fires in buildings to2 or less per 1,000 people. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 90% 96% $0:09 98% .47 90% 90% so.is 90% 2 1996-97 ACTUALS 100% 100% $0.176 100% Major Activity: Special Rescue Services IMPACT MEASURES Be prepared, trained, and equipped to respond to and mitigate 95 perc~m of special rescue (vehicle, industrial, water~ confined space) emergency requests for service annually. 1995-96 ACTUALS 99% 1996-97 ADJUSTED BUDGET 95% 1996-97 ACTUALS 100% Major Activity: Hazardous Materials Response IMPACT MEASURES 1.To confine incidents to the room or area of origin 80 percent of the time. 1996-97 . 1995-96 ADJUSTED ACTUALS BUDGET Major Activity: Emergency Services-Readiness IMPACT MEASURES’ Perform fire hydrant tests and servicings on . one third (33.3%) of the City’s.fire hydrants annually. Ensure that 25 percent of Fire Department personnel have undergone physical fitness testing annually. 1996-97 ACTUALS 100% " 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 33.3%34% 23%25% FUNCTIONAL AREA: ENVIRONMENTAL AND SAFETY MANAGEMENT 33.3% 25% KEY PLANS Coordinate countywide efforts to streamline hazardous waste regulations created as a result of passage of SB- 10_82. Implement Emergency Preparedness Plan adopted by Council and provide training to City employees as needed. PROGRESS - []Participating agency agreement worked out with county as of June 30, 1997.. Final review is being conducted by City Attorney. City Council to consider proposal in 1997-98. Employee training will be implemented after Council approval. Major Activity: Fire Code Research, Development and Enforcement 1996-97 1995-96 ADJUSTED IMPACT MEASURES ACTUALS BUDGET 1996-97 ACTUALS o Inspect 80 percent of all applicable high hazard occupancies every six months. Inspect 90 percent of all applicable ordinary hazard occupancies every twelve month~. Inspect 100 per.ce.nt of all applicable light hazard occupancies every 36 months. Review building project plans, consult with developers, and issue permits within 28 days, 90 percent of the time, Review plans for City special events for all applicable fire safety conditions within 14 days of submittal. Evaluate principal causes of 80 percent of commercial fires .and propose reasonable fire code solutions to reduce the likelihood of repetitive fires. Research appropriate codes for enforcement ,and correctly apply them in the plan review and inspection process 100 percent of the time. 84% 92% 100% 100% 14 93% 100% 80% 90% 100% 90% 14 80% lOO% 93% 86% 99% 100% 14 100% t00% Major Activity: Environmental Coordination IMPACT MEASURES Provide staff review of 90 percent of major development projects requiring environmental coordination within requested timelines. Provide a newsletter and public meeting about hazardous materials incidents and hazardous materials permits to the public 4 times a year. o Respond to 90 percent of inquiries from the public about sites affected by groundwater contamination within 2 working days. Review and respond appropriately to reports related to groundwater contamination that affect City neighborhoods and their residents within 20 working days of receipt 90 percent of the time. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS.BUDGET ACTUALS 100% -4 100% 94% 90% 90% 90% 100% 2 100% 100% Regularly scheduled meetings discontinued due to !ack of public participation. Quarterly newsletters will continue in 1997-98, and_meetings will be held when appropriate to public . interest. Major Activity: Hazmat Code Research, Development and Enforcement 1996-97 1995-96 ADJUSTED IMPACT MEASURES ACTUALS BUDGET Inspect 90 percent of all facilities requiring hazardous materials permits every twelve months. Re;ciew 90 percent of plans for hazardous materials projects for completeness and notify applicant by telephone or fax of approval or deficiencies within 10 working days of receipt. Return project plans for hazardous materials projects to referring department with approval or denial within 15 working days of receiving a complete application 90 percent of the time. Review hazardous materials business plans within 10 working days of receipt of submittal for updating permit and occupancy classifications 90 percent of the time. Research appropriate codes for enforcement and correctly apply them in the plan review and inspection process 98 percent of the time. Incorporate hazardous waste, tiered permitting, and spill prevention controls and countermeasures into inspection and permitting processes for 90 percent of affected facilities with the first inspection scheduled under CCR Title 27 requirements. 92% 100% 95% 92% 100% 90% 90% 90% 90% 98% rl]a 1996-97 ¯ ACTUALS 86% 98% 100% 100% 100% CAL-EPA denied authority to City to conduct these programs as part of Unified Hazardous Materials Program. Staff is pursuing alternative approaches. Major Activity: Fire Cause Investigation IMPACT MEASURES Determine fire cause in 80 percent of all fires investigated by Fire Prevention Bureau. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET . ACTUALS 92%80%88% 1.Target was exceeded Cause of fire was determined in 88percent of all fires investigated. Major Activity: Public Education IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS To conduct public education on bicycle safety for 70 percent of the PAUSD 5th and 6th grade school children. To conduct annual community training and education on fire safety issues for 5,000 people in the community. To conduct 30 public-safety talks and/or meetings annually. - To respond 90 percent of the time to callers about the management of common household hazardous materials within 3 working days of the inquiry. 95% 8,470 104 98% 70% 5,000 50 90% 1.Extra classes were held due to the addition of two instructors. 100% 5,000 50. 100% Major Activity: Disaster Preparedness IMPACT MEASURES 1. 1996-97 ¯ 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS To conduct City employee training on disaster management for 20 percent of all employees annually. To conduct 6 community training classes on disaster survival techniques annually. To conduct 6 emergency planning meetings in the community annually. 2% 0 2O% 6 6 18% o Training has not been completed for Fire personnel at ?his time. Therefore, no training was provided to the community. FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT KEY PLANS UI Develop and implement automated employee evaluation tracking system. Provide training to supervisors on employee evaluations. PROGRESS Tracking system has been developed and is in use. Automated system options are under review. All management and supervisory staff completed workshop on employee evaluations conducted by the Fire Chief. Major Activity: Training/Technical Development IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS .1.Provide 95 percent of personnel with the mandatory training requirements of City, County, State, and Federal governments. 98%95%100% Major Activity: Recruitment and Selection IMPACT MEASURES 1.Ensure 98 percent of Fire Department authorized staffing level is maintained. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 96%98%100% FUNCTIONAL AREA: RECORD AND INFORMATION MANAGEMENT KEY PLANS [=1 Develop arid implement an optical imaging records filing and management system. PROGRESS Optical imaging system-has been implemented. Scanning of past and current records is ongoing. Major-Activity: Required Reporting Systems Maintenance IMPACT MEASURE 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Ensure 70 percent o~ Fire Department personnel have access and proper training to input data into the Fire Department Data Management System: File and maintain records in updated manner by ensuring 90 percent of new records are filed within 10 days. 65% 80% 70% 90% 1996-97 ACTUALS 70% 100% Major Activity: Public Information IMPACT MEASURES 1. o 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Answer.telephones within 3 rings 90 percent of the time.- Respond to requests for fire department records information 90 percent of the time, within 10 days. Receive a positive response from 95 percent of callers surveyed, that their request was answered satisfactorily or appropriately by Department office staff. 85% 100% 90% 90% 98%95% 1996-97 ACTUALS 100% 100% 100% DEPARTMENT OVERVIEW In 1996-97 the Police Department continued with its emphasis on Problem Solving Policing. The department formalized the problem solving policing concept, provided training to all department employees, and developed a City-wide committee to address problems that involve multiple departments. Efforts were directed at nightclubs, bars, auto burglaries, and a prostitution sting in the south end of town. The department arrested six suspects in connection with a brutal homicide. The department continued the pilot program associated with the Downtown Health and Safety Program, which increased police presence and enforcement efforts associated With criminal behavior in the downtown area. The pilot program used civilian personnel to handle calls for service and cold reports, allowing police officers to dedicate more time to the downtown. The department fully implemented the motorcycle enforcement and "community traffic officer" programs aimed at r.educing speeds and accidents. Speeding citations issued by the department increased while injury accidents and complaints from neighborhood groups were reduced over the previous year. The department successfully implemented the Gang Resistance and Education Training (GREAT) program and continued with the Adopt-A-School program. The Positive Alternatives For Youth (PAY) program, with assistance from Community Services, was implemented. The program is aimed at providing a safe environment and positive alternatives that will reduce crime involving young people. The department continued with plans to implement a computer aided dispatch system (CAD) in 1997- 98. Utilizing donated funds, the department implemented the Technology for Abducted Kids (TRAK) system. This system allowsofficers and others to create and transmit flyers of missing children, wanted suspects, and other information electronically to law enforcement agencies, businesses, and community groups. In response to security concerns, the department completed a major remodeJing of the public front desk area and installed a security access system. In conjunction with the Fire Department, the department completed a preliminary needs analysis for a new public safety building. FUNCTIONAL AREA: REQUESTS FOR SERVICE KEY PLANS [:l Implement an automated scheduling system to maximize the use of available staffing. Assist in the implementation of the City wide disaster preparedness plan. PROGRESS Pilot program implemented and staff trained. Evaluation of program to occur in 1997-98. Assisted the Fire Department in planning, identified ’initial training requirements, assessed current available resources, managers trainedand stocked Ventura Substation with emergency supplies. Major Activity: Requests for Service IMPACT MEASURES 1.Respond to 95 percent of .emergency calls within 3 minutes or less. 2.Respond to 85 percent of non-emergency calls within 30 minutes or less. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 94% 97% 95% 85% 92% 96% Major Activity: Critical Incident Resolution IMPACT MEASURES After the initial police response, respond with specially trained units to the scene of a critical incident within 1.5 hours after request. 1996-97 1995-96 ’ADJUSTED 1996-97 ACTUALS .~ BUDGET ACTUALS 1.4 1.5 .6 Actuals based on only three incidents. Incidents occurred when most SWAT members were on duty. Major Activity: Regional Assistance Response IMPACT MEASURES Respond with officers to the requesting agency 90 percent of the time, while maintaining appropriate staffing levels within Palo Alto. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 99%90%i00% FUNCTIONAL AREA: COMMUNICATIONS SERVICES KEY PLANS Research and identify the cost/benefit comparison of the development of an in-house Computer Aided Dispatch (CAD) system to the purchase of a predeveloped system. Investigate the feasibility and costs associated with the implementation of an Emergency Medical Dispatch program. PROGRESS Research completed. Received approval to proceed with an RFP to purchase a CAD system. Implemenfation expected in 1998. Work still in progress. Several issues surround the delivery of this program, including cost, liability, and labor relations.. Major Activity: Police Dispatching Services IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Dispatch 99 percent of emergency calls within 60 seconds of the initial receipt of the call. Dispatch 95 percent of non-emergency calls within 30 minutes of the initial receipt of the call. Maintain a ratio of sus.tained complaints to calls for service of less than 1 to 10,000. 99% 99% 1.3 99% 95% 0 -99% 100% .3 3.Only one sustained complaint based on 30, 942 police calls for service. Major Activity: Fire Dispatching Services IMPACT MEASURES 1996-97 .1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Dispatch 99 percent of all emergency calls by within 90 seconds of the initial receipt of the call. 2.Maintain a ratio 0fsustained complaints to calls for service at le~s than 1 to 10,000. 100% 1.6 99%’100% 2.No sustained complaints based on 6, 391fire and parainedic calls for service. Major Activity: Utilities Dispatching Services IMPACT MEASURES 1. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Coordinate 95 percent of joint department responses within ten minutes of the request. Dispatch 99 percent of emergency requests for service to customer service personnel within ten minutes. 86% 87% 95% 99% 1996-97 ACTUALS 99% 99% Major Activity: General Fund Dispatch Services IMPACT MEASURES 1.Return to service 99 percent of all system support equipment within 24 hours. Return to service 90 percent of all mobile radio equipment within 3 days. Return to service 90 percent of all portable radio equipment within 5 days. 1995-96 ACTUALS 93% 90% 79% 1996-97 ADJUSTED BUDGET 99% 90% 90% 1996-97 ACTUALS 99% 97% 96% Major Activity: Stanford Dispatching Services IMPACT MEASURES 1. 1995-96 ACTUALS 1996-97 ADJUSTED - BUDGET Dispatch 99 percent of emergency calls within 60 seconds of the initial receipt of the call. Dispatch 95 percent of non-emergency calls within 30 minutes of the initial receipt of the call. 98% 99% 99% 95% 1996-97 ACTUALS 100% , 100% FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION KEY PLANS ZI Ensure case writing quality through enhanced supervisory review and spot checks by the watch commanders. Direct resources toward the mitigation Of fraud incidents by placing a greater emphasis on criminal investigation and education efforts involving the public and merchants. PROGRESS A comprehensi-~e report writing reformatting was completed. Supervisory review at both the patrol and investigative level shows far fewer errors despite the increasing numbers of new officers and their lack of experience. Less than 3% of cases are being returned due to deficiencies in the initial investigation. Emphasis placed on fraud incidents through the "Downtown Detail" for street scams. Reallocated existing resources and enlisted community volunteers to assist fraud investigator. As part of the Downtown Health and Safety Program and other targeted efforts, advised merchants and citizens of popular fraud scams and measures to mitigate them.- Major Activity: Investigations IMPACT MEASURES 1.Clear/close 65 percent of cases assigned by the supervisor to the investigator. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Return less than 10 percent of cases to patrol officers for follow-up due to deficiencies and/or incompleteness in the initial investigation. 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. 73% 3.6% 92% 65% 5% 90% 78% 3% 94% Higher than normal rate in the fourth quarter can be attributed in part to the anticipated transfer of six detectives from investigation back to patrol, and their additional effort to bring resolution to open investigations. Utilization of the new report form and an organizational emphasis on enhanced supervisory review has resulted in better quality case work. Higher than anticipated rate is due in part to a lack of statistical experience in setting the original goal and PAPD’s higher than normal standard of case investigation. Major Activity: Property and Evidence IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Maintain a property/evidence loss rate of 0 percent for all items handled by the police departrnent. Ensure that all evidence necessary to criminal investigations is collected at all crime scenes. 0% 100% 0% 100% 0% 100% 1.Figures based on the collection of 6,424 pieces of property and evidence. FUNCTIONAL AREA: TRAFFIC SERVICES KEY PLANS Formalize implementation of’"community traffic officer" program with an emphasis in speed reduction. Formalize and expand the North County DUI strike force. Reduce repeat DUI offenders tfirough location and apprehension of individuals wanted for outstanding DUI warrants. PROGRESS Traffic Officers were assigned to specific areas including Downtown North/University Ave., Embarcadero, Midtown, Barton Park, San Antonio Road., Ventura area, and Alma/Railroad corridor. Speeding citations issued by the department increased 86% over last year. Program appears to be a success as fewer repeat complaints have been received ’ from the neighborhood groups. Plans for continuing with the "traffic officer program" will occur into 1997-98. Coordinated two strike force nights with the majority of law enforceme.nt 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. Four of sixteen DUI warrants investigated for service back to 1990 have been served. Most of the suspects have moved out of the area with no forwarding address. Major Activity: Traffic Enforcement IMPACT MEASURES 1. Reduce injury accidents by 3 percent. 2. Achieve 80 percent compliance rate of -commercialvehicles- inspected. 3.Maintain alcohol-related accidents 50 percent below national averages. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUAL -14.8% 86% 41% 5% 80% 45% 6% 98% 50% Although injury accidents were reduced from 418 to 392 over last year, they are still’8 percent higher than 1994-95. Past acti~;e enforcement in the program has resulted in greater awareness by commercial vehicle drivers and greater compliance. Major Activity: Traffic Complaint Resolution IMPACT MEASURES 1.Respond to 100 percent ofnew traffic complaints within two working days. Assess 100 percent of new traffic-related complaints. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% 100% 100% 100% 100% 100% Major Activity: School Safety IMPACT MEASURES 1.Achieve a 0 percent accident rate at crossing guard controlled intersections. Achieve a 0 percent accident rate involving students wal.king or bicycling to and from school. (New) 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 0% 0% 0% 1 0% 2.Student r.iding home.from school was hit by a car. Rider deemed at fault. FUNCTIONAL AREA: PROACTIVE POLICING SERVICES KEY PLANS 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. Enhance participation in the community outreach to the Ventura neighborhood by staffing the police substation. 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". 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. PROGRESS ~1 Transition completed. completed program. 700 students Initiated bic~,cle licencing program for neighborhood school areas. Assigned School Resource Officer to the substation two afternoons each week. The substation has been used for volunteer meetings and by the police officers assigned to the area. The PAUSD has used the substation for ESL classes. Program implemented. Over 8,000 contacts with citizens and merchants. Over 200 arrests performed. Incorporated annual "Christmas Detail" into program. Sit/Lie ordinance in effect and enforced. The pilot program of utilizing Community Service Officers (CSO’s) in the field to. ¯ free up police officers to implement the Downtown Health and Safety Program seems to be successful. CSOs generated 356 police reports for the year and assisted in other areas including some minor photography, abandoned bikes, and traffic control. A complete evaluation of the program will be performed in the first quarter of 1997-98. Secured AB 3229 funds. PAY Coordinator hired. Secured eight employment positions with two area businesses. Presented job placement component to students of Alta Vista continuation school. Major Activity: Crime Suppression IMPACT MEASURES 1996-97 . ¯ 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Ensure Palo Alto’s violent crime rate remains within the lowest 7 percent of all California cities between 50,000 and 100,000 population. Minimize vice, crime and other related activities by reviewing 100 percent of all applications pertaining to regulated businesses for code enforcement. 8.75% 100% -7% 100% 6.5% 100% Palo Alto ranked fifih out of 77 cities. Violent crim~ (murder, rape, robbery and aggravated assaulO decreased 15percent from 1995-96. Major Activity: Youth Services IMPACT MEASURES 1.Increase participation by youth in the Explorer program by 25 percent Reach 700 students through the Gang Resistance Education and Training program. Ensure identified police officers visit each adopte.d school once a week. ¯1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 36% 350 .8 -3% 70O -13% 7OO .5 o Recruiting efforts have failed to produce desired results. Program to be evaluated in 1997- 98. 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 limiied the number of visits to schools. Major Activity: Community Policing and Education IMPACT MEASURES 1995-96 ACTUALS 1996-9"~ ADJUSTED 1996-9~ BUDGET ACTUALS Assist in the reduction of crime by 3 percent in targeted areas through Neighborhood Watch, community meetings and home security inspections. -240%n/a Notify affected businesses and residences of identified violent crime trends within 48 hours after identification .of trend. Notify affected businesses and residences of identified non-violent crime trends within three days after identification of trend. Resolve 80 percent of identified problems in areas having disproportional requests frr service by enlisting community participation. 34.6 hours 2.5 86% 48 hours 80% 5 hours 1.7 89% Accurate figures were not kept earlier in the year due to vacancies and a transition in program leadership. Neighborhood watch meetings increased 25 percent and home security inspections conducted have increased 219percent over. the same period last year. 2.Actuals based on only one identified violent crime trend 3.Actuals based on only three identified non-violent crime trends. FUNCTIONAL AREA: POLICE PERSONNEL SERVICES KEY PLANS O Implement and validate the annual Agent/Sergeant promotional examination. Validate and implement a revised entry level dispatcher recruiting, testing and hiring process. Identify and develop an enhanced problem. solving policing model and the corresponding required training. PROGRESS- Job analysis for Sergeant and Agent completed. Promotional exam developed- and presented. Three sergeants and two agents promoted. Completed review of existing recruiting, testing, and hiring process. Implemented various recruiting strategies. Will seek Council authorization to include dispatchers in state POST hiring and certification program. Developed and field tested a problem solving policing model. Developed staffing plan without increasing department staffing levels. Department training conducted. Implemented City- wide problem solving committee to address issues and problems effectively and efficiently. KEY PLANS PROGRESS ¯ Develop and implement a new Community Assistant position to supplement the reserves at special events and Stanford football games. Program developed and implemented. Problems encountered with recruiting qualified candidates. Due to the difficulty in hiring and maintaining Community Assistants, the future of this program will be evaluated in 1997-98. Major Activity: Personnel Records Management IMPACT MEASURES 1996-97 19~5-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Investigate and notify 80 percent of complainants of outcome within 30 days. Ensure 100 percent compliance with the Police Officers Standards Training audit for police personnel records management. 61% 100% 80% 100% 73% 100% Major Activity: Hiring and Retention IMPACT MEASURES 1.Maintain a vacancy rate of no more than 4 percent for sworn personnel. Ensure 80 percent of newly hired police officers successfully complete the basic police academy and field training program. Maintain a vacancy rate of no more than 4 percent for non-sworn personnel. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 1.6% 75% 3.7% 7% 80% 3% 9.6% 84% 3.7% Higher than estimated vacancy rate can be attributed to planned retirements, unplanned medical retirements, and a diminishing qualified applicant pool. Thirteen out of sixteen newly hired police officers successfully completed the basic academy and field training program. Major Activity: Mandatory Training IMPACT MEASURES 1996-97 ¯ t 995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 2~ Maintain 95 percent of personnel compliance with State-mandated training hours. Provide training on 1 O0 percent on new legislation and regulations to all officers within three months of the effective date. 100% 100% 95% 100% 100% 100% Major Activity: Non-Mandatory Training IMPACT MEASURES 1.Provide diversity training each year to all Police Department personnel. Provide defensive tactics and legal update training each year to 95 percent of all sworn personnel. 1996-97 1995-96 ~,DJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% ÷÷ 95% 79% " 100% - 69% 95% Diversity training provided to all patrol personnel. Will complete training ta detectives, desk personnel and animal services personnel in the second quarte~" of 1997-98. Major Activity: Volunteer Program IMPACT.MEASURES 1996-97 1995-96 " ADJUSTED-1996-97 " ACTUALS BUDGET ACTUALS 1.Oversee 9,000 hours of volunteer service. Increase the numberof active volunteers-by 5 percent. 8,475 9,000 15% 10,153 17% o . Higher than anticipated increase is due ta interest through the Citizen’s Academy and revitalization in the recruitment and utilization of volunteers in numerous programs within " the Police Department. The department is currently staffed with 145 active volunteers. FUNCTIONAL AREA:. ANIMAL SERVICES KEY PLANS In light of the pending retirement of the City’s veterinarian, complete assessment of the position and begin recruitment for a new City veterinarian. 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 transitionto a new superintendent. in light of improved time tracking measures under MDB, investigate the feasibility of increasing direct cost recovery of the Spay and Neuter Clinic by more than 94 percent. PROGRESS ~1 Reviewed sPaYand neuter operations. Updated job description for Veterinarian. City Veterinarian hired in fourth quarter. Staffing changes implemented with the hiring of a new superintendent, a temporary animal control officer, and an animal services specialist. Conducted periodic review of program cost recovery. Introduced new services to increase revenue potential. Realized 101 percent direct cost recovery for 1996-97. Major Activity: Pet Recovery/Adoption Services IMPACT MEASURES 1996-97. 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Maintain the rate of a.dopted animals returned to the Shelter at less than 5 percent. Present a humane education program to 100 children via tours of the animal shelter. Increase the number of animals at the shelter that are reunited with their owners by 5 percent. 3.7% 1,038 -1.4% 5% 100 -8% 6% 156 -3.2% More than anticipated number of children receiving humane education due the promotion of tours of the animal shelter in the third and fourth quarter.. Lower than antibipated percentage due to a decrease in the total number of stray "animals handled by the animal shelter. Major Activity! Animal Care IMPACT MEASURES 1.Exercise/socialize adoptable dogs and cats 300 hours per month. 2. " Provide a shelter hygiene program to keep disease outbreak at the shelter at less than 5 percent of.the total animals handled. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 294 1.6% 300 1% 283 .7% Lower than anticipated rate is due in part to a lack of statistical experience in setting the or~,gmaI goal and staffs commitment to separate and isolate animals, especially if any sign of illness is detected. Major Activity: Animal Heaith and Welfare IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 23,172Prevent 24,000 births of dogs and cats per year through low-cost spay and neuter surgeries. Quarantine 90 percent.of domestic animals involved in abite Within 36 hours of receiving the bite report. 91% 24,000 90% 22,008 92% Major Acti~,ity: Regional Animal Services 1996-97 1995-96 ADJUSTED IMPACT MEASURES ACTUALS BUDGET I 1" Resp°nd t° 85 percent °frequests f°r service Iwithin 45 minutes, 64% 180%- 1996-97 ACTUALS 59% Lower than estimated timely responses due in part to vacancies in temporary personnel earlier in the year. Theaverage response time for the year was 46 minutes. FUNCTIONAL AREA: PARKING SERVICES KEY PLANS UI Evaluate security services provided at Lots Q and J for possible modification. Conduct follow-up evaluation of attendant parking for Lot S. PROGRESS Evaluation completed. Altered hours of security services at Lot J and Q to address auto burglaries and other problems. Evaluation of attendant lot conducted. Added one hour free parking. Lot revenue and usage increased. Received approval to continue operation indefinitely. Major Activity: Parking Enforcement IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Achieve a 95 percent compliance rate for parking time limits in the downtown district area. Ensure a 50 percent compliance rate for newly identified habitual offenders within 90 days. Resolve overnight parking issues within 5 working days of receipt of the complaint. 97% 72% 2 95% 50% 5 97% 75% o Active enforcement, including towing of vehicle has produced an awareness among habitual offenders, resulting in greater compliance. 3.Internal process of handling the initial complaint has been streamlined. Major Activity: Parking Citations/Adjudication IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Complete initial investigations on 1 O0 percent of all contested parking citations received by the Police Department within 20 working days. ProVide final disposition on 100 percent of all contested parking citations within 10 working days of the adjudication hearing. 99% 100% 100% 100% 99% 96% Major Activity: Abandoned Vehicle Abatement IMPACT MEASURES- Respondto 90 percent Of abandoned and stored vehicle requests within 5 work days of the receipt of the compliant. 2.Resolve 90 percent of all abandoned and stored vehicle issues withinl 0 work days. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% 100% 90% 90% 100% 99% FUNCTIONAL AREA: SPECIAL EVENTS KEY PLANS Formalize the use of the Incident Command System in the coordination of large scale special events. Assist in coordination of a spring music festival. Assist in the plamfing of 10 non-City sponsored events. PROGRESS Scaled down version of system implemented for the Critical Mass Bicycle ride and two Word Cup Soccer Matches at Stanford. Assisted Community Services in the planning and coordination of three Twilight Concert Series events. El Assisted in the planning of twenty-three " events including President Clinton’s visit, the Bloomingdales Grand Opening Gala, Critical Mass Bicycle Ride, Prince Andrew’s visit, and the California Avenue Street Fair. Major Activity: City Sponsored Events IMPACT MEASURES 1995-96 ¯ ACTUALS 1.Maintain an attendee/calls-for-service ratio of less than 1 percent at City sponsored events. .3% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS - .2% I .02% 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 part!cipating departments. Approximately 129,000 attendees participated in 14 City sponsored events. Major Activity: Non-City Sponsored Events IMPACT MEASURES I1 .Maintain an attendee/calls-for-service ratio of 1 percent at special events. 1995-.96 ACTUALS 1996-97 ADJUSTED BUDGET .20% 1996-97 ACTUALS 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 coordinatedplanning efforts of the¯participating departments. Approximately 18,000 attendeesparticipated in 23 non-City sponsored events. Major Activity: Stanford Sponsored Events IMPACT ME~SURE 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 1.Maintain an attendee/calls-for-service ratio of... one percent at Stanford University special events. 0%0% 1996-97 ¯ ACTUALS . .1 .01% 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. Approximately 290,000 attendees participated in nine Stanford University sponsored events. FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT KEY PLANS PROGRESS Research and identify the cost/benefit comparison of the development of an in-house Computer Aided Dispatch system to the purchase of a predesigned system. Revise customer service procedures to accommodate security remodel Of the front desk area. Implement informational requirements for Animal Services, including a local and wide area network, automated case reporting, and revenue collection software. Research completed. Received approval to proceed with an RFP to purchase a CAD system. Implementation expected in 1997- 98. Customer service procedures revised including staffing the front desk with two Police Desk Specialists during business hours and answering all phones within three rings. Installed PCS, wired for Local Area Network. Installed hub and new modems for City Hall access. Trenching and cabling for access to the WAN completed. Connected to the WAN. Individual connections, program and application upgrades, and training to be completed in the first quarter of 1997-98. Major Activity: Information Processing IMPACT MEASURES 1996-97 1995-96 .ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 1.Process 95 percent of warrants received within one working day. 2.Process 80 percent of police reports within 2 working days. 3.Process 90 percent of mail-in requests for . police reports within 4 working days. 100% 58% 93% 95% 80% 90% 100% 63% 97% 2.Lower than anticipated percentage of processing police reports is due to unplanned vacancies earlier in the year and a lack of ~tatistical experience in setting the original goal. Major Activity: Computer Systems Services IMPACT MEASURES 1.Resolve 80 percent of computer service requests within 24 hours. 1995-96 ACTUALS 85% 1996-97 ADJUSTED BUDGET 80% 1.Handled 873 computer service requests of varying length and difficulty. 1996-97 ACTUALS 82% DEPARTMENT OVERVIEW The major focus of the Department in 1996-97 was on continuing workon the Comprehensive Plan Update. The Draft Comprehensive Plan and Draft Environmental Impact report were published and distributed for public review in December 1996. Review of the documents by the Planning Commission and other City boards and committees continued throughout the second half of the year. City Council review is scheduled to begin in Fall, 1997. The department also completed the’ Environmental Impact Report and entitlement process for the Stanford/Sand Hill Corridor Projects. The Draft Environmental Impact Report was completed in January and Council completed approval of the entitlements in June 1997. The development proposal for the Palo Alto Medical Foundation (PAMF) relocation and related extension of Urban Lane to University Circle were approved in early 1996-97, and the project moved into the construction phase. ¯ With the substantial involvement of the City Attomey, the Planning Department developed the Historic Interim Regulations governing the designation, demolition and alteration of residential structures constructed prior to 1940. These regulations, which were not anticipated at the beginning of 1996-97, will be in effect until development of an Historic Protection Ordinance and Historic Inventory are completed in 1997-98. Development and implementation of these regulations has required substantial department staff resources. The department experienced greatly increased levels of development review applications, including a number of major applications, and building permit applications, which particularly impacted the workload in the Planning and Inspection Services Divisions. In addition, the department also had the lead in the preparation of the Permit Streamlining Implementation Plan, which Council approved in early 1997. Transportation-related projects included the completion of the Downtown Parking Structure Feasibility.Study, evaluation of the six-month trial of the Lytton Neighborhood Traffic Management Plan and Council approval of a permanent plan; and continued progress on the Embarcadero Bridge and Bike Path project. FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE KEY PLANS PROGRESS Revise building code-related handout materials to conform with new model code editions. Update customer handbooks for subdivisions and certificates of compliance. .Increase the use of the Intemet to distribute permit information. All building code-related handout materials have been updated for new model code edition. This includes those on the Intemet. No handbook updates completed so far due to heavy workload and high developrhent review activity.. Residential construction guide and plan review status are now available on the Intemet. Major Activity: Education, Information, and Assistance IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Incorporate code changes into 100 percent of written information materials and publications within thirty days of-approval date. Update 2 public handouts p.er year in a user friendly format to incorporate submittal requirements and standard conditions of approval for all City Departments. on 90 percent of working days, persons seeking general planning assistance at the walk-in counter will wait no more than 15 minutes to be helped. 100% 2 99% 100% 2 90% 1996-97 ACTUALS 100% 100% 2.Staff made an.extra effort, to update handouts. Major Activity: Board, Committee, Commission Support ¯1995-96 IMPACT MEASURES ACTUALS 1996-97 _ ADJUSTED BUDGET Implement 50 percent of the recommendations for operational improvements identified at the Board and Commission annual retreats within one year. For each standing Board and Commission, hold one annual retreat, one joint meeting with the City Council and, when applicable, orientation session for each new member, 100 ’percent of the time. Packet reproduction deadlines and accurate advertisements will be achieved 95 percent of the time. 50% 100-% 97% 50% 100% 95% 1996-97 ACTUALS n/a 33% 99% The Architectural Review Board held a retreat in May 1997, jus~ prior to the end of the year., so this measure will continue to be tracked in 1997-98. No other board retreats were held. An annual retreat was held by the Architectural Review Board, but not by the Planning Commission or Historic Resources Board, due to their respecti_ve meeting demands associated with the review of the Draft Comprehensive Plan and lnterim Historic Regulations. All new board members received orientation training. " FUNCTIONAL AREA: LIAISON, COORDINATOR AND TECHNICAL ADVICE KEY¯PLANS -PROGRESS- ¯ 0 Utilizing the Town.Architect and E1 coordination with Utilities, conduct an architectural and indus~ial design workshop for padmount transformer covers. Enhance the Santa Clara Valley Water District bridge design at the South El Camino Gateway. Workshop took place in March and Utilities will be forwarding results and recommendations to Council in Fall, 1997. The source of funding for this project, the - Hyatt Cabana residential redevelopment, withdrew their applieation. The new Hyatt redevelopment project includes a lesser gateway enhancement, but does not include the Santa Clara Valley Water District bridge~ KEY PLANS PROGRESS In 1996-97 and 1997-98, continue to participate in the Silicon Valley uniform building code interpretation committee. The department is actively participating in the Silicon Valley uniform building code interpretation committee; several uniform interpretations have been published. Major Activity: Local and Interdepartmental Activities IMPACT MEASURES" 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Dedicate 10 percent ’of Project Review Committee agenda time to discussion and coordination of current environmental issues or problems. Convert 75 percent of all proposals for creek flood protection from concrete solutions to more natural solutions. Perform 100 percent of initial studies and environmental determinations within two weeks for all annually scheduled CIP projects and meet or exceed all legal timelines for 100 percent of unscheduled projects. 10% 75% 100% 10% 75% 100% Major Activity: Sub-Regional Activities Two of three creekproposals were converted to natural solutions. IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Attend 75 percent of regularly scheduled interagency meetings which offer significant opportunities for coordination (Stanford, Menlo Park, SantaClara County Association of Planning Officials, Congestion Management Agency). 75%75% 1996-97 ACTUALS 10% 67% 100% 1996-97 ACTUALS 75% Major Activity: Regional/State/Fed Activities IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 1.Review, and comment on 1.00 percent of national, state, and local proposals to amend the Uniform. Codes and Standards. Provide r~view and technical comment to appropriate agencies within the published deadline 70 percent of the time for proposed or enacted CEQA, land use, environmental and transportation regulations, legislation, or policies that are referred by the City Manager or City Attorney. 100% 100% 100% 70% 100% 100% Staff was able to respond to review and comment on all referrals by other agencies within the published deadline. FUNCTIONAL AREA: DEVELOPMENT REVIEW KEY PLANS Complete the entitlement process for the Sand Hill Corridor projects, includingthe Final Environmental Impact Report. PROGRESS Final Environmental Impact Report completed in January 1997; City Council completed action in Jtme 1997. ~Implement the Palo Alto Medical Foundation entitlement approvals and assure compliance with all conditions ... through the building permit and construction pha~e. Major Activity: Pre-Application Consultations iMPACT MEASURES Underway. Tentative map approval by Council; building permit application filed in February. 1997. Project under ¯construction. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Meet at least once with 75 percent of all applicants for planning entitlements prior to project submittal. Have 75 percent of all applications be completed upon first submittal. 92% 96% 75% 75% 82% 97% o This is the result of clear communication with applicants during pre-application meetings. Major Activity: Application Review and Processing IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS ° Process 85 percent of all complete applications within the Planning Division’s published application schedule. Receive 1 O0 percent of all applicable departmental comments within 10 days of a project’s submittal date. 97% 92% 85% 100%~ 97% 68% o This measure is out of the control of Planning Department staff and will be dropped as an impact measure in 1997-98. Major Activity: Public Participation/Decision Making 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED ¯ 1996-97 BUDGET ACTUALS o 50 percent of all applicants for major development proposals will have received neighborhood review or input prior to the required public hearing for the project. Planning staff will attend neighborhood meetings regarding major development proposals 75 percent of the time requested. Planning staff will attend neighborhood meetings regarding minor development proposals 50 percent oft he time requested. 86% 100% 100% 50% 75% 50% 80% Staff has encouraged applicants to obtain neighborhood input on major projects. No meetings were scheduled FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITOR KEY PLANS PROGRESS Implement streamlining strategies identified in 1995-96 streamlining project after funding and project are approved by Council. Council approved permit streamlining program in February. and staff is proceeding to implement.. KEY PLANS Begin transition for inspectors from 2-way radios to cellular telephones. Implement intemal audit recommendations identified in the 1996 Audit of Code Enforcement and Building Inspection activities. PROGRESS ZI All inspectors now utilize cellular phones. Many of the staff-recommended audit recommendations have already been implemented. The Policy and Procedures Manual will be completed in 1997-98. Major Activity: Construction Permit Process IMPACT MEASURES 1.Log in and distribute 100 percent of submitted plans within three days. Issue subperm!ts (plumbing, mechanical, electrical), within one day of receiving a complete application 100 percent of the time. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% 100% 100% I00% 100% 100% Major Activity: Plan Review IMPACT MEASURES 1.Process 95 percent of express plan checks within 10 working days. Process 75 percent of non-express residential plans first. Checked within thirty calendar days. Process 90 percent of non-express commercial plans first checked within fifty calendar days. 1996-97 1995-96 ADJUSTED 1996"-97 ACTUALS BUDGET ACTUALS 99% 37% 83% 95% 75% 90% 97% 64% 95% Major Activity: Field Inspection IMPACT MEASURES 1.Respond to 90 percent-of inspection requests for permitted work within one working day. 2. Respond to 90 percent of complaints relating to substandard dwellings and improper use or occupancy within 2 working days. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 97% 94% 90% 90% 99% 100% Major Activity: Condition Monitoring IMPACT MEASURES 1996-97 ¯ 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS ,. Provide inspection response for conditions of approval within two working days for 90 percent of requests. Respond to 90 percent of complaints regarding.violations of conditions of approval for existing projects within two working days. Obtain resolution of 75 percent of complaints within the Department’s authority and responsibilities within two months. 100% 100% 92% 9.0% 90% 75% 98% 96% 70% FUNCTIONAL AREA: ADVANCE PLANNING KEY PLANS El Complete the Draft Comprehensive Plan and Draft Environmental Impact Report. Prepare a Cal/Ventur~ a Coordinated Area Plan, after receiving Council approval. PROGRESS Draft Comprehensive Plan and Draft Environmental Impact Report completed and distributed for public review in December 1996. Planning Commission completed review and forwarded to City Council in August 1997. The Cal/Ventura Area Plan has been postponed indefinitely and the South of Forest Avenue/Palo Alto Medical Foundation (SOFA/PAMF) plan moved to 1997-98. The SOFA/PAMF plan will be underway in the next several months. Major Activity: Policy And Ordinance Development IMPACT MEASURES 1996-97 1995-96 ADJUSTED ACTUALS BUDGET Prepare a Work Program for Council adoption and respond to Council within the specified time limits established by the Work program 80 percent of the time. 62%80% 1996-97 ACTUALS 78% Major Activity: Planning for Federal Funds IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Prepare and submit Housing and Urban Development (HUD) required plans on time and gain app.roval 100 percent of the time. ’100%100% FUNCTIONAL AREA: TRANSPORATION AND PARKING MANAGEMENT 100% KEY PLANS ~Complete the traffic signal system evaluation and upgrade study. Complete City Council review and approval of the Downtown Parking Structure feasibility study. PROGRESS This project has been delayed as staff is first pursuing the traffic signal timing study, which is currently underway. The traffic signal system evaluation study will be undertaken in 1997-98. The Feasibility Study was completed and approved by Council. Staff is currently proceeding with design of two downtown parking structures.. Major Activity: Traffic Signals Management IMPACT MEASURES 1.Review t~affic signal timings at 10 locations annually. 2.Modify/install traffic signals within 1 year of funding approval: 3.Respond to 100 percent of requests for traffic signal studies within 90 days. 1996-97 .- 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 10 1 year lOO% 10 1 year 100% 0 80% o The signal.improvement at Middlefield/Embarcadero was modified to include Newell/Embarcadero, necessitating the purchase of additional equipment, which delayed the project. ¯ Eight of t.en requests were .completed within 90 days. Major Activity: Traffic Engineering IMPACT MEASURES 1996-97 1995-96 ADJUSTED.1996-97 ACTUALS BUDGET ACTUALS Respond to 90 percent of all striping and signing complaints within 90 days of receipt of request. Prepare annual report to identify high accident locations and recommendations for improvements. Review 90 percent of traffic control plans for public and private construction within ten days. 69% Annual 100% 90% Annual 90% 68% Annual 10o% Inadvertently a stack of citizen requests was misfiled, delaying staff’s timely response. Staff has since modified procedures to improve tracking of requests. Major Activity: Parking Management IMPACT MEASURES 1.Respond to 90 percent of all parking requests within thirty days of receipt of request. conduct review of 5 locations (e.g., blockfaces, parking lots, etc.) in Downtown and California Avenue business districts annually to attempt to gain additional parking spaces. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 71% 10 90%65% Inadvertently a stack of citizen requests was misfiled, delaying staffs timely response. Staff has since modified procedures to improve tracking of requests Major Activity: Bicycle Programs IMPACT MEASURES 1.Achieve 75 percent occupancy rate for City bike locker rentals. Hold 8 meetings of the Palo Alto Bicycle Advisory Committee annually to discuss, review and evaluate bicycle related issues. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 61% 11 75% 8 51% 13 1.Bike locker rentals are less in demand in the business districts than at the Caltrain stations. o A number of special committee meetings were scheduled to review the Draft Comprehensive Plan and Draft Environmenta! Report. FUNCTIONAL AREA: NEIGHBORHOOD SERVICES AND PROGRAMS KEY PLANS UI Complete Phase 2 Of the Citywide School Commute Safety Study. Implement condition monitoring program on existing projects. Complete the evaluation of the Lytton neighborhood traffic management plan and develop final implementation plans. PROGRESS Funding for Phase 2 was included in the 1996-97 budget, but the project has been delayed pending resolution of the PAUSD Building for Excellence construction program. Condition monitoring program has been included in the Code Enforcement officer work program since November 1996. Council approved a permanent traffic management plan for the Lytton neighborhood in January 1997. Staff will pursue funding for the implementation of the permanent improvements through the CIP process. Major Activity: School _Safety Activities IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Complete 90 percent of all adult crossing guard evaluations within 30 days of receipt of request from the City/School Traffic Safety Committee. Complete evaluation of 90 percent of minor school traffic safety study requests wi~ain thirty days of receipt of request. Arrange and co-chair a minimum of 8 City/School Traffic Safety Committee meetings annually. 33% 90% 10 -90% 90 % 1996-97 ACTUALS 100% 100% 10 3. Additional meetings were held before and after the school year. Major Activity: Property Maintenance IMPACT MEASURES 1.Respond to 90 percent of complaints within two working days.. Obtain resolution for 80 percent of complaints within three months of notification to the responsible party. Initiate enforcement actions for 90 percent of valid complaints within five working days. 1995-96 ACTUALS 95% 99% 92% 1996-97 ADJUSTED BUDGET 9O% 80% 90 % 1996-97 ACTUALS 99% 98% 93% Major Activity: Traffic and Planning Studies IMPACT MEASURES 1.Complete 1 neighborhood traffic study annually. Implement traffic control measures approved by the City Council for each neighborhood study within one year of funding approval. Review and analyze all road bump requests consistent with the approved Council guidelines and prepare an annual status report to the Council on the Road Bump Program. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 0 1 Year 0 1 Year Annual 0 0 0 Staff completed the 6-month evaluation of the Lytton neighborhood traffic management plan and the Ross Road road bump study. Council approved a permanent traffic management plan for the Lytton neighborhood in January, 1997. Staff will pursue funding for the implementation of the permanent improvements through the CIP process. Staff only received one road bump request (Ross Road) which became a Council assignment. A separate staff.report wasprepared on this issue. Major Activity: ADA Compliance IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Respond to all staff and public ADA calls within 24 hours 90 percent of the time. -~ Resolve valid ADA issues within 10 working days 90 percent of the time. 93% 91% 90% 90% 95% 95% FUNCTIONAL AREA: AFFORDABLE HOUSING AND CDBG KEY PLANS In 1996-97 and 1997-98, revamp and update the City’s Below Market Rate (BMR) program, including legislative authority, implementation mechanisms and administration. Complete purchase and contractual arrangements with the Palo Alto Housing Corporation for the Alma Street Single Room Occupancy (SRO) project. PROGRESS El Updates are occurring as projects are approved; consideration of need for overall review is being revised. Purchase and contractual arrangements completed. Construction underway since January 1997. Ongoing monitoring during construction. Major Activity: Affordable Housing Development IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS o Increase the number of permanently affordable, low income rental housing units by an average annual increase of 25 units over a five year period (1995-2000). Complete 1 application for housing subsidy funds per two year budget cycle. Negotiate a desirable Below Market Rate component into 100% of proposed housing projects by the first public hearing. 4 100% 25 lOO%100% This measure will be achieved with the completion of the Alma Street SRO. This year staff did not have a project that met the criteria for a successful grant application. Staff negotiated Below Market Rate (BMR) components in all five proposed housing projects, but Council modified one BMR project. Major Activity: Housing Advocacy IMPACT MEASURES Review and comment on 100 percent of Real Estate Division lease and disposal activities and the CIP recommendations and actions where they potentially affect housing supply or the availability of sites for housing development. 1995-96 ACTUALS 100% 1996-97 ADJUSTED BUDGET 100% 1996-97 ACTUALS 100% Major Activity: Community Development Projects IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS Access performance and compliance with federal requirements of 100 percent of CDBG funded agencies~ by analyzing progress reports and conducting on-site monitoring visits. Finalize 100 percent of the CDBG public service contracts in the year allocated. Finalize 60 percent of the physical improvement projects (such as rehabilitation, or housing projects) in the year allocated. 100% 100% 25% 100% 100% 60% 100% 100% 40% The work is slightly more than current staffing can handle. Staff is pursuing contract assistance to supplement staff resources. Major Activity: Federal and State Grant Management 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Have zero audit findings from any federal or state agency. Submit 100 percent of required HUD/State reports by the date they are due.- Respond to 100 percentof audit requests for information within 30 days. 0 100% 100% 100% 100% 0 100% 100% FUNCTIONAL AREA: INFORMATION MANAGEMENT KEY PLANS Develop strategies to transfer existing permit data from existing Building Inspection Permit system to new data base. Implement a permit processing tracking system fofPlanning and Building, and coordinate implementation with other City permitting departments. Major Activity: Automated Systems IMPACT MEASURES PROGRESS ~Existing data will be incorporated into the new database system. 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 and Comprehensive Plan DEIR and high permit activity in the Development Review section. However, the department is currently monitoring and participating in the Joint Venture (SMART permitting) project. Develop 10 new graphic 0r desktop publishing products annually which improvecommunication with the public and decision-makers. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 10 4 1. Staff resources were diverted to work on the Comprehensive Plan. Major Activity: Records and Map Management IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Transfer 80 percent of records from hard copy to permanent storage media within 90 days of project completion. Update zoning map~ within 30 days of Council adoption of rezoning 100 percent of the time 100% 100% 100% 100% 1996-97 ACTUALS 100% 50% 2.Two zoning changes required map updates; one was completed within 30 days, the other was not. Major Activity: Data Collection and Reporting IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Provide construction statistics to local, state - and federal agencies within five days of the close of each month 1 O0 percent of the time. Maintain land use projections, census, downtown monitoring and other similar data in such a manner that up to date information can be provided within 3 days of a request 90 percent of the time, or by the due date. 100% 100%, 100% 90% 1996-97 ACTUALS 100% 100% DEPARTMENT OVERVIEW In 1996-97, the Public Works Department focused on completion of a number of key projects that included: design of the Golf Course Improvements; Modules 1 and 2 of the Infrastructure Management Program; the restoration of a major portion of the seven ac~es Harbor Marsh; resurfacing of Alma Street from the Oregon Expressway to Addison Street; Alma Street Bike Bridge installation; remodeled the Police Department front counter and support services area; exterior painting at the Rinconada Pool Facility and Fire Stations 2 and 5; reroofing Council Chamber/Police Department, .Cubbedey Wings D and I, and the Ventura Administrationand Child care Wing; construction of a storage shed at the Children’s Theatre; recarpeting of the Main and Downtown Libraries; and the design of the Civic Center Chiller replacement. Other accomplishments included the conversion of the Graffiti Programfrom temporary to permanent; support of the newly created tree group CANOPY’s planting of over 100 trees utilizing neighborhood volunteers; implementation of the Tree Task Force recommendation to increase contract services for tree trimming; and completion .of the demolition and recycling of the Arastradero Preserve structures. In addition, staff from the Operations Division worked with the Human Resources Department to administer a pilot Wellness Program for City emPloyees. Work will continue in 1997-98 toward the completion of the remaining 20 percent conversion of the Harbor Marsh to a natural habitat; the upgrade of the Rinconada Pool Facility; and the replacement of the Children’s Pool. FUNCTIONAL AREA: STREETS, KEY PLANS PROGRESS Complete design of bicycle and vehicular improvements at the Page Mill Road and Foothill Expressway intersection. Construct a permanent traffic barrier at the Bryant Street and A~ldison Ayenue intersection. Award a contract to resurface streets in the University Avenue Business District. Upgrade double yellow lines with raised pavement markers in high traffic areas. Design~ delayed due to negotiations with Stanford on the Right of Entry agreement. Began 50 percent of design plans. Held meeting with neighborhood to determine landscaping plan. Began in- house design. Delayed until 1997-98 due to conflicting Utilities Department project scheduled for 1996-97. Completed University Avenue and Alma Resurfacing Project. Major Activity: Streets Contract Maintenance IMPACT MEASURES 1.Design and bid contracts to repave 9 miles of streets per year. For 90 percent of projects, limit the amount of construction change orders to the amount authorized by Council at the time of award. Bid 100 percent of all projedts in the year they are budgeted for construction. 1995-96 ACTUALS 9 lOO% 100% 1996-97- ADJUSTED BUDGET 90% 100%- Major Activity: Street Computer Mapping IMPACT MEASURES Every two years survey the condition of 95 percent of streets within the City and update the Pavement Maintenance Management System (PMMS) data base. 2.Complete 85 percent of updates to the Geographic Information System (GIS) basemap within 4 weeks of receiving as-built drawings for City infrastructure -improvements. 1995-96 ACTUALS 100% 100% 1996-97 ADJUSTED - BUDGET 0% 85% 1996-97 ACTUALS 9 100% 100% 1996-97 ACTUALS 0% 95% Major Activity: In-House Maintenance IMPACT MEASURES Repair. 85 percent of potholes within 5 working days of notification. Respond to 95 percent of all bicycle path maintenance requests within 5 working days. 1995-96 ACTUALS 88% 100% 1996-97 ADJUSTED BUDGET 85% 95% 1996-97 ACTUALS 80% 100% - Major Activity: In-House Traffic Control IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS o Paint 100 percent of school crosswalks prior to the start of each school year. Respond to missing stop sign reports within 8 hours. Replace 90 percent of missing street signs within 5 working days. 100% lOO% lOO% lOO% 100% 90% 100% 100% 85% Major Activity: Emergency Response IMPACT MEASURES 1.Clear roadway of mud, rocks and other debris within 4 hours of report.. 2.Restore access to main arterial streets within 8 hours. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100% 100% 100% 100% 100% 100% Major Activity: Street - CIP Support IMPACT MEASURES 1.Bid 80 percent of all projects in the year they are budgeted for construction. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS I 100%1 100% ]100% FUNCTIONAL AREA: SIDEWALKS KEY PLANS ~Reduce existing backlog of "hot spot" sidewalk replacement by nine months. PROGRESS ~1 Backlog reduced to six months, even though the crew team experienced vacancies. Major Activity: Sidewalks Contract Maintenance IMPACT MEASURES 1995-96 ACTUALS 1996-97 - ADJUSTED BUDGET Limit staff costs for design and construction services on 80 percent of sidewalk projects designed in-house to 20 percent of the project construction cost. Limit the amount of construction change orders on 80 percent of projects to 15 percent of the amount of the contract awarded by Council. 100% 100% 80% 80% 1996-97 ACTUALS 100% Major Activity: In-House Maintenance IMPACT MEASURES 1.Inspect 80 percent of requests for sidewalk repair within 3 working days. Provide 75 percent of temporary repairs to sidewalks within 10 working days of initial inspection. 1995-96 ACTUALS 100% 98% 1996-97 ADJUSTED BUDGET 8O% 75% 1996-97 ACTUALS - 85% 75% Major Activity: Sidewalks Cip Support IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Reconstruct or repair 75,000 square feet of sidewalks annually. Bid 100 percent of all-projects in the year they are budgeted for construction. 75,000 100%- 75,000 100% 1996-97 ACTUALS 80,000 100% FUNCTIONAL AREA:-TREES KEY PLANS PROGRESS Implement industry standard 5-year tree trim cycle. Completed with addition of contract funding. Implement Tree Task Force recommendations funded in the budget. Major Activity: Tree Inventory Management IMPACT MEASURES The Public Works Project Coordinator position recommended by the Tree Task Force was added to the budget; additional contract tree trim funds were also added; and Tree Section staff worked closely with the Tree Task Force toward the establishment of the non-profit CANOPY group. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 1.Annually identify for replacement 2 percent of the trees to improve location and tree species. 2. For 90 Percent of Requests from Residents and Contractors, Pro~vid~e City Specifications for Trimming of City Trees Within 10 Days. 2% 90% 2% 90% 1% 100% The Public Works Coordinator position was not hired and trained until approximately midyear, hindering ability to complete all planned work. - ~ Major Activity: In-House Street Tree Maintenance IMPACT MEASURES 1996-97 1995-96 .ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Annually trim, prune, raise, and remove deadwood from 10 percent of City street trees. For 80 percent of i.ncidents, respond to emergency reqiaests for tree maintenance within 8 hours. Provide containment of controllable infestations which threaten tO significantly degrade the condition of the urban forest within 90 days Of discovery. 8% 80% 80% 10% 90% 100% 4% 100% 100% 1.Parks crew was.not fully staffed for the majority of the year. Major Activity: In-House Park Tree Maintenance IMPACT MEASURES 1995-96 ACTUALS’ 1996-97 ADJUSTED BUDGET Annually trim, prune, raise, and remove deadwood from 20 percent of City park trees. Respond to 80 percent of emergency requests for park .tree maintenance service within 8 hours.. Provide 80 percent containment of controllable infestations which threaten to significantly degrade the condition of the park forest Within 90 days of discovery. 17% 100% 100% 20% 90% 80% 1996-97 ACTUALS ¯ 4% 100% 80% 1.Parks crew. was not fully staffed for the majority of the year. Major Activity: Contract Street Tree Maintenance IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS’ Remove dead trees Within or~e year of assessment. Remove and replant2 percent of the urban forest on an annual basis. 99% 1% 100% 2% 100% 1% ¯ The Public Works Coodinator position was not hired and trained until approximately midyear. Staff also contributed significant time supporting the first "Canopy"planting project. " Major Activity: Contract Utility Line Clearing IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Trim, prune or r.ernove 15 percent of all front or rear easement trees on an annual basis, to minimize electrical service disruption. Respond to 90 percent of emergency requests for tree service within 8 hours. 20% 90% 15% 90% 19% 95% FUNCTIONAL AREA: STRUCTURES AND GROUNDS KEY PLANS PROGRESS Implement the second phase of the Infrastructure Management Study. Complete construction of the Alma Street bicycle bridge CIP improvements. Implement a newspaper rack improvement project in the University Avenue Business District, contingent on Council approval. El Replace roofs on the Municipal Service Center Buildings A & B. El Complete design and construction of the Civic Center chiller replacement. Remodel the front desk and entry doors of the Police Department for increased. security. Complete Phase I (Fire stations and Police Department) of the facility rekeying project. El Completed Phase II (Transportation2rraffic portion of the study. Completed the bridge construction portion of the project. El Improvement plans approved by Council August 11, 1997. Ordinance currently in review. El Due to significant rain damage, this work was moved up and completed at the close of 1995-96. El Design complete, replacement will be done during the Winter 1997-98. El Completed in the Spring, 1997. El Not complete. Phases 1 and 2 will be combined. Project will be done in 1997-98. Major Activity: Contract Maintenance Projects IMPACT MEASURES 2,, Perform 30 hours weekly inspecting all City facilities serviced by contract custodial support. Bid 80 percent of all projects in the year they are budgeted for construction. Resolve 90 percent of reported custodial deficiency ~alls within one scheduled servicing. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 30 77% 89% 30 80% 90% 30 73% 92% Major Activity: Structures and Grounds In-House IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET o Resolve 90 percent of reported custodial deficiency calls within one scheduled servicing. Through an established Preventive Maintenance program perform 90 percent of the manufacturer’s recommended maintenance for all operating equipment. Complete 90 percent of service calls within three weeks of request. 100% 90% 80% 90% 90% 90% 1996-97 ACTUALS 100% 95% ¯ Major Activity: Structures/Grounds CIP Support IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Limit staff costs for design and construction services to 20 percent of the construction cost. - Bid 70 percent of all projects in the year they are budgeted for construction. 20% 70% 20% 70% 1996-97 ACTUALS 12% 67% 1. Estimated goal was ~oo high. These numbers were based on Hughes-Heiss projection. Actuals reflect a30% improvement over the Hughes-Heiss numbees. FUNCTIONAL AREA: PRIVATE DEVELOPMENT KEY PLANS [71 Provide timely plan review and input to the proposed Stanford West and Palo Alto Medical Clinic developments. Participate in implementing improvements to the one stop counter on the 5th floor of the Civic Cemer. Consolidate the encroachment and street work permits to facilitate private development projects. PROGRESS Timely l~lan review resulted in PAMF commencing earthworks in April 1997 and Council approval of Stanford project in July 1997. Council approved recommendations for permit streamlining in December 1996. Ministerial changes made to process. Further changes to Ordinance anticipated in 1997-98. KEY PLANS El Participate in the final development of a streamlined permit tracking system. PROGRESS E!Permit tracking system delayed by Planning Department pending replacement of key staff due to attrition. Major Activity: Private Develop/Project Review IMPACT MEASURES 1996-97 1995-96 ¯ADJUSTED 1996-97 - ACTUALS BUDGET ACTUALS Review plans and submit written comments to the Planning Department for 85 percent of private development applications within 10 working days from receipt. Process and approve 85 percent of Certificates of Compliance within 25 working days from initial application date. 83%85% 85% Major Activity: Private Development Permitting/Inspect 1995-96 IMPACT MEASURES ACTUALS 88% Review and approve 90 percent of Street Opening Work Permits within 15 working days from initial application date. Respond to 90 p~rcent of inspection requests for Street Opening Work Permits within one working day .... 86% 100% 88% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 9O% 90% 91% 91% FUND OVERVIEW 1996-97 was a year of great change for the Electric Fund. Federal and Siate regulatory agencies continued their drive to deregulate the electric supply business in Califomia. The State agency, the Califomia Public Utilities Commission ordered investor owned utilities tO allow their customers to access the supplier of their choice beginning January i, 1998. In March, 1997 the City Council approved three policy statements to prepare for the deregulation of the electric utility industry. These policies will permit Palo Alto customers to choose their supplier beginning January 1, 1998, guarantee that the electric utility will recover stranded investments in generating resources that are no longer economical, and explore the feasibility of selling electricity beyond the City borders. To implement these policies, the Utility Department initiated several changes to the way electric supplies are acquired, priced and marketed. In 1996-97, the electric fund completed a $2.0 million overhead to underground conversion in District 35 and 36, replaced a substation to transformer at Alma Substation, completed the conversion of the street lighting system to high pressure sodium fixtures, designed and installed 40 percent of the Fiber Optic Network and the 4/12 kV conversion work in the College Terrace area. In addition the design work for the replacement of cables and equipment along E1 Camino Real was initiated. The Utilities Customer Information system (CIS) changed directionfrom design and development of an in-house system to the acquisition of the software from an outside vendor which has been selected: At the direction of Council a charitable giving program for utilities customers, Project PLEDGE, was introduced as a one-year pilot program. This program is designed to operate with minimal staff resources and cost. Electric rates did not change in 1996-97, however, the Council approved a financial policy related to the Calaveras Reserve. The reserve policy established funding a target level, to be reviewed annually, that is sufficient to offset potential stranded costs associated with the Calaveras Hydroelectric Project. FUNCTIONAL AREA: GENERAL SERVICES KEY PLANS Continue the redesign and installationof substructures to convert all of the remaining series incandescent street lights to high-pressure sodium lights. Modify traffic signals at University/Middlefield and implement traffic signal changes and improvements as required by system needs. PROGRESS Replace 6 obsolete traffic light controllers. All the remaining series incandescent and mercury vaper street lights in the program have converted to high- pressure sodium lights. Materials on order. Construction will occu~ in 1997-98. Traffic controler replacement has been delayed pending completion of the traffic timing study Major Activity: Street Lights Operations/Maintenance IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Have zero instancesof when more than 6 street lights (of 6,000) remain non- operational in a 24 hour period. Respond to 100 percent of street light failure reports within 2 working days. 2 days 2 days 1996-97 ACTUALS 0 2 days Major Activity: Traffic Signals Operations/Maintenance IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET ° Respond to all traffic signal system problems within 1 hour. Perform periodic lamp replacements to maintain a 1 percent or less unscheduled replacement rate. 22 minutes 1.3% 1 hour 1% 1996-97 ACTUALS 33.8 minutes 1% Implementation of standby program for traffic signals/communications reduced the response time more than anticipated during this time period Major Activity: Communications Operations/Maintenance IMPACT MEASURES I1. Restore service to all system users within 4 hours of an unscheduled system failure. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 39 minutes [ 2hours 1996-97 ACTUALS 1.25 hours Major Activity: Street Lights - CIP IMPACT MEASURES 1. Replace 30 deteriorated poles and fixtures. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 38 [ 30 1996-97 ACTUALS Staff is working with the Planning Department to develop standards for street light pole replacement. Major Activity: Communications - CIP IMPACT MEASURES 1. Install 100 percent of newly funded requests. 2.Limit communication system outages to less than a system-wide average of 4 hours per customer per year. Eliminated in 1997-98. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 100%100%100% 54 minutes 30 minutes 6 minutes 2.In 1997-98, this impact measure has been revised to 1 hour per customer per year. FUNCTIONAL AREA:- RESOURCE MANAGEMENT KEY PLANS ’Conduct a feasibility study to analyze the. cost and benefits of building the necessary infrastructure required to recharge electric vehicles. Coordinate the implementation of guidelines for protecting confidemiality of utility, supplier and customer information. PROGRESS This key plan was postponed due to activities related to preparation for the restructuring of the energy utility industry. Completed. Policy Guidelines have been written and presented to the Utility Advisory Commission. Workshops were conducted with City staff. Develop plans to address the need for a diverse portfolio of supply resources to meet increasing competitive pressures. Develop methodology to benchmark, against potential competitors, Palo Alto’s cost of providing supply resources and demand-side management progfam services. Develop custom tailored marketing plans for each customer market segment. Developed a supply portfolio management plan which idemifies risks due to market price volatility. Negotiated contracts with two suppliers for power beginning in April 1997 for 12 months which allow Palo Alto the flexibility to purchase at fixed or variable prices. Trained two staff members in benchmarking methodologies. Developed marketing plans for key. accounts. Initiated work for large commercial. Postponed small commercial and residential: Major Activity: Competitive Assessment IMPACT MEASURES 1.Forecast customer.electric usage within 5 percent of actual consumption. Complete 20 percent 6.f-a detailed customer database of Palo Alto’s major customers per year. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS .9% n/a 5% 20% 2.5% 20% Major Activity: Supply Resources IMPACT MEASURES Procure new electric supplies for a delivered cost of less than 110% of published indices (such as Dow Jones California Oregon Border Index, Power Market Week) adjusted for reliability and delivery to the City. Manage electric supplies for a delivered cost of less than 110 percent of the average cost of all other competitor suppliers in the Bay Area. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 101%<110%94.7% 55%<100%21% 1..The actual and adjusted budgets were calculated for total load,, market purchases were not budgeted separately. 2.Unable to obtain the cost of electric supplies from competitors and do not expect to obtain this_ information in the future. Therefore, this impact measure will be discontinued Major Activity: Demand-Side Management Programs IMPACT MEASURES 1995-96 ACTUALS Achieve 90 percent of the Utilities’ annual resource goals identified and approved by Utilities Advisory Commission and Council. 100% 1996-97 ADJUSTED BUDGET [.~90% 1996-97 ACTUALS 90% Major Activity: Market Programs IMPACT MEASURES Coordinate production.lof packages of utility programs, services and supply resources for 100 percent of key customers who may seek resources for Utilities’ competitors. Achieve 100 percent of the strategies identified in the annual Utili.ty Marketing Services Communication Plan. Obtain greater than 95 percent overall customer satisfaction with Utility Marketing Services’ products and services. 1995-96 ACTUALS 100% 100% Postponed. 1996-97 ADJUSTED BUDGET 100% 100%- >95% 1996-97 ACTUALS 100% 100% n/a Due to electric deregulation and the preparation for direct access, the emphasis has changed to identify overall customer attitudes and interests. FUNCTIONAL AREA: SUPPORT SERVICES AND RATES KEY PLANS PROGRESS 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. Work with Administrative Services Department staff to implement a Charitable Giving Program for Utilities customers. Implement and evaluate effectiveness of the automatic meter reading pilot project to increase customer satisfaction and achieve timely billing under a restructured electric industry. Introduce new electric rates to separately price electric distribution, generation, and transmission services. During 1996-97,the Customer Information System (CIS) project changed direction from an in-house development to the acquisition of the software from an outside vendor. Consequently, staff focused during the year on the RFP evaluation process rather that continuing design and development in-house. In June 1997, the City implemented Project PLEDGE program. A Request for Proposal (RFP) was issued and responses received. The changing landscape of electric restructuring led the Automatic Meter Reading (AMR) Committee to select 2 vendors to run head-to-head trials rather than attempt to define needs too specifically. Meeting were scheduled with both vendors to finalize pricing, etc., and occurred after the end of the fiscal year. In June 1997, the City Council Approved new electric rates effective July 1, 1997. Major Activity: Customer Services IMPACT MEASURES 1. 1996-97. 1995-96 ADJUSTED ACTUALS BUDGET Answer 74 percent of all incoming customer calls before the call is placed on hold. Maintain uncollectible charges per revenue dollar at least 75 percent below the Public Power Systems average. Maintain an average time under 20 seconds for customer calls placed on hold. 77% 80% 18 seconds -74% 75% 20 seconds 1996-97 ACTUALS 75% 89% 15 seconds Major Activity: Meter Reading IMPACT MEASURES 1.Exceed industry standard for meter reader performance by at least 4 percent. Read 96 percent of electric meters every 27-33 days. Maintain a meter reading accuracy of at least 98.8 percent for the year. 1996-97 1995-96 ADJUSTED ACTUALS -" BUDGET 4.6% 98.1% 99.5% 8.3% 96% 98.8% 1: Revised impact measure in 1997-98 to reflect actual and increased pr.oductivity. Major Activity: Rates and Reserves IMPACT MEASURES 1996-97 1995-96 ADJUSTED ACTUALS BUDGET "2. Maintain residential rates 55 percent below rates charged in nearby communities. Maintain non-residential rates 26 percent . below rates charged in nearby communities. 60% 30% -55% -26% 1996-97 ACTUALS 15% 97.8% 99.7% 1996-97 ACTUALS -59.3% -30.6% FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS 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).. 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 re_placement at Hanover Substation. Replace deteriorated dfi’ect buried cable installed on Wilmar, Donald, and Georgia streets. Complete the system capacity increase at Alma Substation by replacing a transformer and constructing an architectural facade along Alma Street. PROGRESS All of the substructure and 70 percent of the electric construction was completed on District #36. The initial planning including formation of District #37 was completed. Design is 50 percent complete. The first Hanover transformer replacement and design for the transformer pad for the second transformer are completed. Transformer replacement on the second transformer will occur in 1997-98. Cable replacement work has been reevaluated and new priorities have been established. Initial replacement will occur on El Camino Real. Initial design work was completed this year. Capacity increase at Alma Substation is 95 percent complete. The architectural ¯ facade along Alma Street has been delayed until i 997-98. Replace old and unreliable 4 kV equipment by converting the College Park Area to 12 kV. ~ 40 percent of conversion was completed. Major Activity: Distribution Operations/Maintenance 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED BUDGET . ° Limit power outages to less than a system-wide average of 60 minutes per customer per year. Begin field restoration and repairs for unscheduled outages within 1 hour. Respond to customer inquiries or problems within 4 hours.. 36 minutes 35 minutes 1 hour 25 minutes <60 minutes 1 hour 4 hours 1996-97 ACTUALS 49.6 min. 31.6 min 43 min Major Activity: Customer Design/Connection-CIP IMPACT MEASURES 1996-97 1995-96 ADJUSTED ACTUALS BUDGET ° Provide service to 95 percent of applicants by the scheduled date requested.. Review plan~ for new Service requests within 12 working days. Respond to customer inquiries within 1 working day. 95% n/a 95% .12 1996-97 ACTUALS 97% 10 days 1 day Major Activity: System Improvement - CIP IMPACT MEASURES I.Replace or remove 150poles per fiscal year. o Expand substation and subtransmission capacity to assure that no customer outages occur as a direct result of a single substation or subtransmission system failure. Convert overhead facilities to underground at a capital expenditure rate of 2 percent of annual gross, electric revenues. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 211 1 2% 150 0 2% 1996-97 ACTUALS 150 0 3% 3. Variance is due to project delay in previous year. Work done in 1996-97. Overall percentage is still at 2 percent as established by the Public Utilities Commission. FUNCTIONAL AREA: COMMERCIAL TELECOMMUNICATION KEY PLANS PROGRESS Design and construct a fiber optic ring around Palo Alto by the end of the first quarter of 1997-98. Negotiate "Early Market Entrant" El agreements with telecommunications network developers and service providers prior to the completion of the fiber ring construction. Evaluate additional fiber optic cable El deployment opportunities that would support the needs of network developers and service providers. Coordinate and implement a marketing effort on behalf of all companies that have "Early Market Entrant" agreements with the Electric Utility. Design was completed in December 1996. Construction is on target for completion by the end of the first quarter of 1997-98. One agreement was signed with Brooks Fiber Communications in May 1997. Discussions are underway with two other telecommunications carriers, two Inteme~ service-providers, and three end users. Withoutincreasing the budget, the original concept(a 15-mile ring with two cables containing a total of 240 fibers) was modified to a design consisting of a series of 7 rings with 144-288 fibers spanning a 28 mile route. The new design .will more effectively meet cu.stomer demand. Coordinated a joint press release with Brooks Fiber Communications announcing the City’s first fiber license agreement. More extensive marketing activities will be pursued in 1997- 98 as more license agreements are signed. . Major Activity: Planning/Marketing/Contract Negotiations IMPACT MEASURES 1.Negotiate agreements for the lease of at least 15 percent of the fibers installed. Negotiate agreements that will recover at " least 15 percent of construction costs annually. 1995-96 ACTUALS n/a 1996-97 ADJUSTED BUDGET- 0% 0% 1996-97 ACTUALS 0.3% 1.9% Major Activity: Operations/Maintenance IMPACT MEASURES, ’,’ 1. Respond to 100 percent of outages within 4 hours of notification., 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 100% Major Activity: Design/Construction-CIP IMPACT MEASURES 1.Finalize fiber ring design within 4 months of project approval. 2.Complete construction of the fiber ring within 15 months of project approval. 3.Complete construction at or below budgeted cost. 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET lffa laJa 4 15 on target 1996-97 ACTUALS 100% 1996-97 ACTUALS 4 11 on target FUND OVERVIEW Pacific Gas and Electric (PG&E), the largest gas retailer in the State, has secured the California Public Utilities Commission’s approval of the Gas Accord, to which Palo Alto was a party. This Accord settles a large fiumber of disputes which have arisen since the beginning of the deregulation of the gas utility industry. The Accord will fundamentally change Palo Alto’s acquisition strategy of the natural gas supply and transportation for years to come. Crews completed the construction of 20,000 linear feet of new polyethylene gas main, and engineering staff completed the design and award of construction contract of an additional 20,000 linear feet of gas mains in Gas Main Replacement Project Phases VII, prepared specifications, prepared bid and purchased a new bore rig which will introduce trencless technology into the installationprocedures for City crews, completed the installation of a Gas Supervisory Control and Data Acquisition (SCADA)system and completed the design of Gas Station Improvements for Gas Station Number 2. In 1996-97, the Utilities Customer Information system (CIS) changed direction from design and development of an in-house system to the acquisition of the software from an outside vendor which has been selected. At the direction of Council a charitable giving program for utilities customers,- ProjectPLEDGE, was introduced as a one-year pilot program. This program is designed to operate with minimal staff resources and costs. FUNCTIONAL AREA: RESOURCE MANAGEMENT KEY PLANS PROGRESS Conduct a feasibility study to analyze the. costs and benefits associated with building the citywide infrastructure necessary to fuel Compressed Natural Gas vehicles. Coordinate implementation of guidelines for protecting confidentiality of utility, supplier and customer information. Evaluate 10 Demand Side Management programs and begin implementation of the selected programs. Postponed due to activities related to preparation for the restructuring of the energy utility industry. Completed. Policy Guidelines have been written and presented to the .Utility Advisory Commission. Workshops were conducted with City staff. Completed. Canceled one program and initiated implementation of remainder. KEY PLANS Develop methodology to benchmark, against potential competitors, Palo Alto’s cost of providing supply resources and demand-side management programs services. Develop custom tailored marketing plans for each customer market segment. Coordinate activities to offer a competitive service package to customers who would choose to seek other suppliers. PROGRESS ~i Preliminary research work to select a tool has been completed. Completed for key accounts. Initiated work for large commercial accounts. Postponed for residential. Made a successful offer to one large customer. Major Activity: Competitive Assessment IMPACT MEASURES 1.Forecast the City’s natural gas usage within 5 percent of actual consumption. Collect and maintain detailed customer data on 20 percent of Palo Alto’s major Customers. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 7% 80% 5% 20% 1% 20% Major Activity: Supply Resources IMPACT MEASURES 1996-97 1996-97 1995-96 ADJUSTED-ACTUALS ACTUALS BUDGET Procure natural gas commodity and transportation for a cost of less than what PG&E would charge Palo Alto to supply the same commodity. 21% less 5% Major Activity: Demand-Side Management Programs IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Achieve 95 percent of the Utilities’ annual resource goals approved by the Utilities Advisory Commission and Council. 0%90% 13.5% 1996-97 ACTUALS 95% Major Activity: Market Programs IMPACT MEASURES Coordinate the production of packages of utility programs, services and supply resources for key Customers who may seek resources from Utilities’ competitors. Achieve 100 percent of the strategies in the annual Utility Marketing Services Communication Plan. Obtain greater than 95 percent overall customer satisfaction with Utility Marketing Services’ products and services. Coordinate activities to offer a competitive service package to 100 percent of the customers who would choose to seek other suppliers.. " 1995-96 ACTUALS 100% 100% Postponed 100% 1996-97 ADJUSTED BUDGET 100% 100% >95% 100% 1996-97 ACTUALS Ongoing. 100% n/a 100% Due to electric deregulation, the emphasis has changed to identify overall customer attitudes and interests. FUNCTIONAL AREA: SUPPORT SERVICES AND RATES KEY PLKNS ~Support.the design of application software for users of the Customer Information System (CIS) Project. Implement operational changes and business process improvements identified by the Utilities Business Process Reengineering Study. PROGRESS The Customer Information System (CIS) project changed direction from an in-house development to the acquisition of the software from an outside vendor which has been selected. Consequently, staff focused during the year on the RFP evaluation process rather than continuing design and development in-house. Postal bar coding was added to utilities bills to lower postage costs. Master card of Visa card payments of utilitie~ bills are now accepted at City Hall. A new phone system was installed in the Customer Service Center with voice messaging capabilities. KEY PLANS PROGRESS Implement and evaluate effectiveness of the automatic meter reading pilot project to increase customer satisfaction and achieve timely billing. Work with Administrative Services Department staff to implement a Charitable Giving Program for Utility customers. A Request for Proposal (RFP) was issued and responses received. The changing landscape of electric restructuring led to the selection 2 vendors, to run head-to-head trials, rather than attempt to define AMR needs too specifically. Meeting were scheduled with both Vendors to finalize pricing, etc. and occurred after the end of the fiscal year. In June 1997, the City implemented Project PLEDGE program. Major Activity: Customer Services IMPACT MEASURES 1.Respond to 95 percent of reported gas leaks within 30 minutes. Process at least 80 percent of service orders (turn-ons, tum-offs and reads) within 2 working days of the scheduled date. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 97% 84% 95% 80% 96.7% 82% Major Activity: Meter Reading IMPACT MEASURES 1.Maintain a meter reading accuracy of at least 98.8 percent for the year. 2.Read 98 percent of gas meters every 27-33 days. 1996-97 1995-96 ,ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 99.6% 98.6% 98.8% 98% 99.6% 97.8% Major Activity: Rates and Reserves IMPACT MEASURES 1.Maintain residential rates 28 percent below rates charged in nearby communities. 2.Maintain non-residential core rates 11 percent below rates charged in nearby communities. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS -24% -7% -28% -11% -30.4% -14.5% FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS Design and construct mandated Department of Transportation (DOT) and National Electrical Code (NEC) safety improvements for Gas Station Number 3, located near Page Mill Road and Foothill Expressway. Design and construct Phase 7 Gas Main Replacement Project that will be replace mains on sections of the following streets: Greer, Feme, Briarwood, San Antonio, Ely, Lundy, Alma, Hamilton, E1 Camino Real, Fabian, East Meadow, Porter, Hanbver. These. locations are subject to change based on system emergency and maintenance needs. PROGRESS Completed the design and acquired Planning approval’for the construction of DOT and NEC Improvements at Gas Station Number 2. Worked with the CIP Design Consultant to soften the impact of the proposed gas control safety improvements at Station 2. Completed bidding and construction of Gas Main Replacement project Phase VI which included 20,000 linear feet of new Polyethylene gas mains. Completed design and bidding process for Gas Main Replacement Project Phase VII. Major Activity: Distribution System Engineering IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Review and respond to all requests for engineering support from Customer Design and Connection Services and Operations within 1.5 working days of the request. 100%100%87.7%I Major Activity: Distribution Operation/Maintenance 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED BUDGET Proaetively maintain the Gas Distribution System by limiting all (100%) of customer service disruptions due to mainline leak repairs to 4 hours or less. 94.5%100% 1996-97 ACTUALS 96.4% Major Activity: Customer Design/Connection - CIP IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET o Review, comment and return customer/development plans within 10 working days of receiving completed application and plan sets for new service. Install approved new customer services within 40 calendar days from the day customers receive receipts for’service ’ payment from Revenue Collections. 10 45 10 4O . 1996-97 ACTUALS 10 40 Major Activity: System Improvements - CIP IMPACT MEASURES Replace 20,000 linear feet of deficient gas mains per fischl year as part of the Infrastructure Replacement Program. Design and construct improvements to one gas receiving station to meet current code requirements. 1995-96 ACTUALS 20,000 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS 20,000 20,000 FUND OVERVIEW In 1996-97, staff 6ompleted construction of the Storm Water Pump Station Improvement Project and Phase 1 of the Storm Drain System Rehabilitation Project. These projects upgraded the City’s six storm water pump stations and repaired or rehabilitated the most deteriorated components of the City’s storm drain system. Staff also completed the design of storm draiffage improvements for the Barron Park neighborhood and reached the 65 percent design stage on Phase 2 of the Storm Drain System Rehabilitation Project. Storm water quality was enhanced by implementing a new program for mobile cleaners who power wash buildings, paved areas, and equipment. Industrial sources were sampled more thoroughly .allowing better targeting of sites for future inspections. The classroom program was expanded and new materials generated to encourage storm water pollution prevention. FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENTS. KEY PLANS ~Complete upgrade of six storm drainage pump stations. .. PROGRESS DCompleted upgrade of six storm water pump stations. Design local storm drainage improvements in the Barton Park neighborhood. 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. Coordinatewith ~he Council, Finance Committee and the Utilities Advisory Commission on pol.icy!ssues concerning the proposed Storm Drain Master Plan. Completed design of local storm drainage improvements in the Barron Park neighborhood~ " Completed public outreach efforts; final report to Council is on hold, pending review of policy issues concerning the proposed Storm Drain Master Plan by the Utilities Advisory Commission (see _ below). Completion of the review of policy issues concerning the proposed Storm Drain Master Plan is on hold, pending analysis of the impacts of State ballot Proposition 218 on the City’s ability to enact futurerate increases to fund the improvements. KEY PLANS PROGRESS Continue construction of a storm drain pipeline replacement/rehabilitation project and design the next phase of work. Major Activity: Flood Control Improvements IMPACT MEASURES Completed construction of a storm drain pipeline replacement/rehabilitation project and reached the 65 percent stage in the design of the next phase of work. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Respond to 90 percent of telephone inquiries regarding Santa Clara Valley Water District flood control projects within one working day. Respond to 90 percent of verbal inquiries regarding Flood Zone information within. one working day. 100% 99% 90% 90% 100% 100% FUNCTIONAL AREA: STORM DRAINAGE OPERATION/MAINTENANCE Major Activity: Storm Water Quality Protection IMPACT MEASURES 1. 1996-97 1995-96.ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Respond to all reported non-hazardous/non-emergency storm drain contamination within one working day. Issue all compliance directives in confirmed cases of illegal discharges within one working day. Respond to all incidents of illegal disposal to the storm drain and sanitary sewer system within one working day. 100% 100% 100% 100% 100% 100% 100% 100% 100% Major Activity: SD In-house Maintenance IMPACT MEASURES ¯ 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 1.Annually clean 10 percem of storm drain pipelines. 2. Annually inspect and clean all catch basins. 3.Investigate 95 percent of all service requests within 5 working days. 10% 100% 100% 10% 100% 95% Major Activity: Emergency Response IMPACT MEASURES 1995-96 ACTUALS 1996-97" ADJUSTED BUDGET o Respond to 90 percent of emergency flooding calls within 4 hours. Contain and clean up 95 percent of spills of identified non-hazardous materials within the public right-of-waywithin 4 hours. 100% ¯ 100% 9O% 95% 1996-97 ACTUALS 17% 100% 98% 1996-97 ACTUALS 100% 95% FUND OVERVIEW In 1996-97, the Refuse Fund accomplishments included: continuing efforts toward the clean-up of the Downtown area which included the purchase of a hand-operated sweeping machine to improve the quantity and quality of th~ sidewalk clean-up as well as expanding trash receptacle emptying to include Sunday service. Approximately 50 percent of Palo Alto waste was diverted to the SMART Station, and home composting workshops were held with over 450 residents attending. The Los Altos Treatment Plant Wetland Determination Study and a draft Environmental Impac.t Report (EIR) are also completed. Applications are in process for approval. FUNCTIONAL AREA: SOLID WASTE KEY PLANS ~Expand curbside collection program to accept mixed paper. PROGREss ~3 Council directed staff to implement a drop-offprogram. Expand the current size requirement of compost material to a larger size. Direct two-thirds ofPalo Alto’s solid waste stream to the Sunnyvale Materials and Recovery Transfer Station (SMART) to achieve an additional 15 percent waste diversion goal. Completed. The screens used for composting were changed from half an inch, to five eights of an inch, which reduced waste and increased the quanti.ty of a marketable producfi Approximately 50 percent (minimum per agreement with Sunnyvale and Waste Management) ofPalo Alto waste was diverted to the SMART Station. Major Activity: Solid Waste Permit/Enforcement IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Conduct 100 percent of all self-monitoring inspections and sampling analysis programs to achieve compliance with regulatory mandates. Conduct two visual inspections per week of garbage truck contents for illegal materials. 100% 2 100% 2 2.Staff continued to find illegal materials in loads. Major Activity: Landfill Operations IMPACT MEASURES 1. Annually recover 6 tons of recyclable materials from the landfill disposal area. 2.Annually process 10,000 tons of green yard waste into compost material for City use and resale. 3. Operate the landfill 361 days a year for public use. ¯ 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 7.0 15,051 361 24 10,000 361 1996-97 ACTUALS 100% 1996-97 ACTUALS 101 16,933 361 The use of a loader enabled the recovery of more material. More material was brought to the landfill than anticipated. Major Activity: Recycling IMPACT MEASURES 1.Plan a minimum of four events annually which emphasize recycling and waste reduction. 2.Increase business participation in recycling collection by 3 percent annually. 3. Increase overall program tonnages by 5 percent in 96/97 and 5 percent in 97/98. Increase diversion of solid waste stream which was established in base year 1990, to 46 percent by the end of 1996-97 and 48 percent by the end of 1997-98. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 4 3% .4 3% 5% 46% 6 3% 12% 49% o Market prices for recyled materials dropped off resulting-in fewer thetis from containers, and the stimulated economy generated increased consumer consumption resulting in more generated waste. Major Activity: Hazardous Waste IMPACT MEASURES 1: Conduct a minimum of 12 household hazardou.s waste collection events annually. Manage 95 percent of the hazardous waste generated by City operations within the time period specified by regulatory agencies. 1996-97 1995-96 ADJUSTED 1996-97 : ACTUALS BUDGET ACTUALS 12 95% 12 95% 13 100% Major Activity: Composting IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Hold a minimum of three compost give-away days each fiscal year. -Sell a minimum of 50 percent of the compost produced each fiscal year. Reduce the processing time to produce a ready-to-use product to less than one year. n/a 50% <1 5 100% <1 Three evbnts totalling 5 days were held, with no additional costs, due to popular demand.~ FUNCTIONAL AREA: COLLECTION, HAULING AND DISPOSAL KEY PLANS PROGRESS Oversee Environmental Impact Report (EIR) and design of the former Los Altos Treatment Plant site for the refuse, collection, hauling and disposal operations yard. Major Activity: Collection and Hauling Contract The Los Altos Treatment Plant Wetland Determination Study and a draft EIR are completed. Applications are in process for approval. IMPACT MEASURES 1.Achieve 100 percent of weekly collections from 24,000residences. Provide a minimum of one w~ekly refuse. collection for 100 percent of businesses who request service. Limit rate of call backs to .5 percent of total collections, and respond, within 24 hours. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 99% 99% .1% 100% 100% .5% 99% 100% .5% Major Activity: Offsite Material Recovery/Disposal I ,MPACT MEASURES Maintain a 15 percent recycling rate of all refuse processed through the Sunnyvale Materials and Recovery Transfer (SMART) Station. Increase the projected life span of the Palo Alto landfill by 3. percent annually through increased recycling efforts and use of the SMART Station. 3.Keep the SMART station operational for Palo Alto needs 361. days a year. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 10% 3% 361 15% 3% 361 10% 3% 361 FUNCTIONAL AREA: STREET SWEEPING KEY PLANS - El Remove 2,400 tons Of leaves from City streets and piopertie.s ~’or composting. Major Activity: Street Sweeping Maintenance IMPACT MEASURES PROGRESS Removed 1,772 tons of leaves. Less rainfall than prior year resulted in dry leaves, which, is weightless. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUAI~S ° Sweep 80 percent of all residential and arterial routes on a. weekly basis. Sweep 95 percentof business districts 3 times per week. 86% 84% 80% 95% 94% 100 % FUND OVERVIEW As a member of the steering committee for the San Francisco Public Utilities Commission (SFPUC) water supply master plan, staff provided direction on the supply alternatives and investigation of the project objectives. A comprehensive review was conducted on financial and operational areas of comparable municipal water utilities and the results were presented to the Utilities Advisory Commission. The "Water Fund Financial Review" identified reasons why Palo Alto rates are somewhat above surrounding areas. In 1996-97, the Utilities Customer Information system (CIS) changed direction from design and development of an in-house system to the acquisition of the software from an outside vendor which has been selected. At the direction of Council a charitable giving program for utilities customers, Project PLEDGE, was introduced as a one-year pilot program. This program is designed to operate with minimal staff resources and cost. Crews completed 15,840 linear feet of main replacements, the design of Water Main " Replacement Project Phase XI, the installation of a Water Supervisory Control and Data Acquisition system, the interior and exterior coating of Montebello Reservoir, the design of Water Valve Replacement Phase I, and received for evaluation proposal the Water Wells Regional Storage and.Distribution System study. FUNCTIONAL AREA: RESOURCE MANAGEMENT KEY PLANS PROGRESS Actively participate with the Bay Area Water Users Association and the San Francisco Public Utilities Commission (SFPUC) in the preparation of a Regional Water Integrated Resource Plan. " Develop custom-tailored marketing plans for each customer market segment. Palo Alto is one of five steering committee members for the Bay Area Water Users Association representing San Francisco Public Utilities Commission purchases. Monthly meetings throughout Phases I (scoping) have allowed for Palo Alto’s interests to be well represented. Palo Alto staff will remain on the steering committee during Phase II (study) providing guidance and direction for the effort to evaluate new supply alternatives. Completed for key customers. Initiated for large commercial. Initiated for residential (pend.ing changes to best management practices). KEY PLANS 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. Evaluate 3 Demand Side Management Programs and initiate the implementation of the selected programs. PROGRESS Project delayed due to restructuring in the electric industry.. Initiated implementation of one program due to time constraints from electric deregulation. Major Activity: Competitive Assessment IMPACT MEASUREs 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ,ACTUALS Forecast customer water usage within 10 percent of actual usage. Collect and maintain detailed customer data on 20 Percent ofPalo Alto’s major customers. .3%10% n/a 20% 2.5% 20% Major Activity: Market Programs IMPACT MEASURES Within 5 working days, complete design review of commercial landscape¯ plans submitted for compliance with Palo Alto Landscape Water Efficiency Standards. Achieve more than 95 percent of customer satisfaction with our products and services. Achieve 100% of the strategies included in the annual Utility Marketing Services Communicatio~a Plan. 1996-97 1995-96 ADJUSTED ¯1996-97 ACTUALS BUDGET ACTUALS n/a 95% lOO% <5 95% 100% FUNCTIONAL AREA: SUPPORT SERVICES AND RATES KEY PLANS ~Assist with the design of application software for users of the Customer Information System (CIS) Project. Implement operational changes and business process improvements identified by the Utilities Business Process Reengineering Study. Implement and evaluate effectiveness of the automatic meter reading pilot project to increase customer satisfaction and achieve timely billing. Work with Administrative Services Department staff to implement a Charitable Giving Program for utility customers. PROGRESS During 1996-97, the Customer Information System (CIS)project changed direction from an in-house development to the acquisition of the software from an outside vendor. Consequently, staff focused during the year on the RFP evaluation process rather that continuing design and development in-house.. Po~tal bar coding was added to utilities bills to lower postage costs. Master card of Visa card payments of utilities bills are now accepted -at City Hall. A new phone. system-was installed in the Customer Service Center with voice Messaging capabilities. A Request for Proposal (RFP) was issued and responses received. The changing .landscape of electric restructuring led to the selection of 2 vendor.s, to run head-to- head trials, rather than attempt to define automatic meter reading needs too specifically. Meeting were scheduled With both vendors to finalize pricing, etc. and occurred after the end of the fiscal year. In June 1997, the-City implemented Project PLEDGE program. Major Activity: Customer Services IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET , ACTUALS Achieve an overall annual customer satisfaction rating of greaterthan 85 percent from customers. To process at least 80 percent of service orders (tum-ons, tum-offs, and reads) within 2 working days of the scheduled date. 95% 84% >85% 80%81.9% Major Activity: Meter Reading IMPACT MEASURES 1.Read 97 percent of water meters every. 27-33 days. 2.Maintain computer estimated (interim) billings to less than. 1 percent of total billing. 3.Maintain a meter reading accuracy of at least 98.8 percent for the year. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 1996-97 ACTUALS 98% 0% 99.2% 97% <1% 98.8% 97.1% 0% 99.2% Major Activity: Rates and Reserves IMPACT MEASURES 1996-97 1995-96 ADJUSTED ACTUALS BUDGET Maintain average residential rates no higher than 10 percent of nearby communities. Maintain average non-residential rates no higher than 7 percent of nearby communities. 10% 7% 10% 7% 1996-97 ACTUALS 5.5% 10.3% 1. and 2.Reflects a 6percent rate increase in 1996-97 to support a higher level of CIP expenditure and an increased transfer to the General Fund FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS 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. PROGRESS Completed installation of Water Main Replacement Phases X which included. 15,840 linear feet of PVC water mains. Completed design and bid of Water Main Replacement Project Phases XI which included 15,840 linear feet. KEY PLANS 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. PROGRESS Completed interior and exterior coatings on Montebello Reservoir. Corrosion control will be installed after coating warranty period is complete. ¯ Major Activity: Distribution System Engineering IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS Review and respond to all requests for engineering support from Customer Design and Connection Services and Operations within 1.5 working days of the request. 1.5 1.5 Major Activity: Transmission System Operations/Maintenance 1995-96 IMPACT MEASURES ACTUALS 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Proactively maintain water transmission facilities in such a manner as to have no disruptions of service due to equipment failure. o Comply with all federal and state regulations for water system operations with a target score of~100 percent compliance on all required Department of Health Services and Environmental Protection Agency testing. Major Activity: Distribution Operations/Maintenance 100% IMPACT MEASURES 1995-96 ACTUALS 0 100% 0 100% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS Proactively maintain the water distribution system by limiting 95 percent of customer service disruptions (due to mainline leak) repairs to 4 hours or less. 89.6%95%86.9% Major Activity: Customer Design/Connection - CIP IMPACT MEASURES 1995-96 ACTUALS 1996-9"7 ,~DJUSTED BUDGET Review, comment and return 95 percent of customer/development plans within ten working days of receiving complete application for service and plan sets. Install 95 percent of approved customer services within 40 calendar days from the date the Customer receives receipt from Revenue Collections and after the customer pays for the approved service to be installed. 84% 100% 95% 95% 1996-97 ACTUALS 88.5% 96.2% Major Activity: System Improvements - cIP IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS Replace 16,000 linear feet of deficient water mains per year. Design and construct improvements to 1 well per year to meet customer demands. Design and construct improvements to 1 reservoir per year to meet customer demands. 15,840 0 16,000 15,840 0 0 Well site improvements are on hold until completion of the Wells Regional Storage and Distribution System Study. 2.Montebello Reservoir was recoated on the interior and exterior. FUND OVERVIEW Crews completed the construction of Sanitary Sewer Rehabilitation Projects Phases IV, VI, and VII. Phase V iscurrently under construction in the first quarter of 1997-98. The design of Amarillo Avenue/Embarcadero Way Relief Sewer Project is started and the soil investigation is complete. In addition, the California Environmental Quality Act Study is in progress. In 1996-97, the Utilities Customer Information System (CIS) changed direction from in-house development to the acquisition of the software from an outside vendor which has been selected. At the direction of Council a charitable giving program for utilities customers, Project PLEDGE, was introduced as.a one-year pilot program and designed to operate with minimal staff resources. and costs. FUNCTIONAL AREA: SUPPORT SERVICES AND ~RATES KEY PLANS [~Support the design Of application software for users of the Customer Information System (CIS) Project. Work with Administrative Services Department staff to implement a Charitable Giving Program for Utilities customers. PROGRESS The Customer Information System (CIS) . project changed direction from an in-house~ development to the acquisition of the software from an outside vendor. Consequently, staff focused during the year on the RFP evaluation process rather than continuing design and development in- house. In June 1997, the City implemented Project PLEDGE program. Major Activity: Customer Services IMPACT MEASURES 1.Achieve an overall customer satisfaction rating of greater than 85 percent from customers. 2.Receive fewer than 20 complaints annually regarding services provided by the City’s contractor to clear sewer laterals. 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 95% 13 85% 6 90% 14 2.Midyear projection was underestimated. Major Activity: Rates and Reserves IMPACT MEASURES 1.Maintain residential rates 10 percent below the rate charged in nearby communities. ~ 1996-97 1995-96 ADJUSTED 1996-97 ACTUAI~S BUDGET ACTUALS -1.4%-12%-12.3% FUNCTIONAL AREA: COLLECTION SYSTEM KEY PLANS Complete construction ofwastewater collection system rehabilitation projects in Downtown, Southgate, College Terrace and on San Antonio Road from Byron to East Charleston Road and at San Antonio Road and Transport Avenue; 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. PROGRESS Construction of approximately 28,000 linear feet of sewer rehabilitation in" College Terrace; 7,900 linear feet of new and lined main on San Antonio Road and Barton Park ; and installation sewer liners in Downtown is completed. The design of the relief sewer isin progress. ~ The soil investigation is complete. The California Environmental , Quality Act initial study is 95 percent complete and will undergo a 30 day ptiblic review before going to Council for project alignment approval in December 1997. Major Activity: Collection System Engineering IMPACT MEASURES 1995-96 ACTUALS !1. Review and respond to all requests for [2 ¯ engineering support from Customer Design and Connection Services and Operations within 1.5 working days of the request. 1996-97 ADJUSTED BUDGET 1996-97 ACTUALS 1.5 1.5 Major Activity: Collection System Operations and Maintenance IMPACT MEASURES Operate and maintain the system in such a manner to have less than 2 reportable releases of wastewater per year. Proactively maintain the wastewater collection facilities to keep 95 percent of emergency related responses to sewage spills and line blockages to 2 hours or less. 1995-96 ACTUALS 1 93.6% 1996-97 ADJUSTED BUDGET ¯ 199.6.97 ¯ ACTUALS 2 95% 0 89.5% Major Activity: Customer Design/Connection - CIP IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Review, comment and return, within 10 working days of receiving complete application for service, plan sets for new service. Install new customer services within 40 calendar days from the date on the receipt the Customer receives from Revenue Collections after the Customer pays for the approved service to be installed. 10 45 " ’ 10 40 1996-97 ACTUALS 10 FUND OVERVIEW In 1996-97, staff completed the long-term solids treatment and disposal plan and is in the process of preparing financial agreements and environmental documents with partner agencies. Pollutant levels for a number of constituents decreased during the last year due to efforts to control sources and enhance treatment at the Regional Water Quality Control Plant (RWQCP). Selenium was the most dramatic reduction (a 75 percent reduction from the previous year). More typical was the nickel reduction of 12 percent. An extensive outreach program wfis directed towards the industrial, commercial, and residential sectors. Regulatory compliance rates are at an all time high with vehicle service facilities (historically a problem area) compliance is now at 88 percent. FUNCTIONAL AREA: WASTEWATER TREATMENT KEY PLANS O Prepare an implementation plan for long-term solids treatment and disposal. Install .two ORACLE File Servers for Plant process control data and operational reports. Complete phase 1 of the 72-inch interceptor sewer rehabilitation, and begin phase 2. This is a multi-year CIP project. PROGRESS In 1996-97. a long-re .rm solids treatment and disposal plan was completed; staff is the in process of preparing financial agreements with partner agencies and is preparing environmental documentation Installation Of ORACLE file servers complete. Contract was issued for investigation of 72-inch interceptor; inspection is in progress. Major Activity: Wastewater Treatment Operation IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET o Monitor and operate the Regional Water Quality Control Plant processes and equipment to keep operational costs below $750 per million gallons on an annual average. To be in compliance with discharge permit limits for 95 percent of all samples. Analyze monitoring samples within 43 days of the Sampling event. Keep the consumption of natural gas below 45 therrn/million gallons based on an annual average. Keep the consumption of electrical energy below 2,000 Kwh/million gallons treated based on an annual average. $591 96% 45 40 1,483 <$750 95% 45. <45 <2,000 1996-97 ACTUALS $670 95% 42 <45 1,646 Major Activity:’ WQCP Maintenance IMPACT MEASURES 1.Ensure that the wastewater treatment process equipment is in service 95 percent of the time. .~annual average. Keep maintenance costs below $500 per million gallons of treated wastewater on an 1995-96 ACTUALS 97% $341 1996-97 ADJUSTED BUDGET 95% <$500 19~-97 ACTUALS 96% $415 Major Activity: WQCP System Improvement (CIP) IMPACT MEASURES 1.Bid 80 percent of all projects in the year they are budgeted for construction. 1995-96 ACTUALS 6O% 1996-97 ADJUSTED BUDGET 75% 1996-97 ACTUALS FUNCTIONAL AREA:_WASTEWATER ENVIRONMENTAL COMPLIANCE KEY PLANS Generate data, supplies, and information needed to insure that the new discharge permit will have reasonable and achievable terms and conditions. - Develop reasonable and Cost effective potential source control measures for pollutants on which the Regional Water Quality Control Plant may need to take . further action in order-to comply with the new discharge permit. PROGRESS [73 In 1996-97 key data’was gathered and analyzed which will serve as the basis for a new discharge permit for the Regional Water Quality Control Plant. Data gaps for dioxins, chlorinated hydrocarbons and similar compounds were filled by conducting ultra low-level analysis. Calculations to determine the potential for violations and the fraction which will be toxic to organisms were completed. A mathematical model to evaluate dilution in the Bay was calibrated and prepared for use. Information from key areas in the United States was collected to estimate a reasonable site specific standard for copper. In 1996-97 developing control strategies for copper continued to be a critical function. The contingency plan to obtain major reductions from copper corrosion so .urces was made ready should new copper standards necessitate its use. In depth discussions with brake pad manufacturers were initiated, as brake pad wear. constitutes the other major source of crpper to San Francisco Bay. Control strategy development proceeded for mercury and certain pesticides as well. Specific sources of mercury were identified for source control work in 1997-98. Major Activity: Source Control Program IMPACT MEASURES 1.Achieve better than 15.percent reduction in copper loading. Ensure a minimum of 70 percent of vehicle service facilities and photoprocessors are in compliance with the Sewer Use Ordinance. 1996-97 1925-96 ADJUSTED 1996-97 ACTUALS BUDGET ACTUALS 26% 87% 20% 70% 45% 90% Implement 95 percent of the tasks identified in the Clean Bay Plan for the preceding calendar year. Identify, monitor and participate in development of at least 5 environmental regulatory requirements that would affect the RWQCP. 100% 5 95%95% The concentration of copper was exceptionally uniform and the flow (volume) to the plant was not extraordinarily high. These factors~ combined with continued success in source control resulted in a 45percent reduction from the base year (1993) compared to our target reduction of 15 percent. Major Activity: Public Outreach/Special Events IMPACT MEASURES 1996-97 1995-96 ADJUSTED 1996-97 ACTUALS --BUDGET ACTUALS Conduct 30 public presentations and special events. Provide water pollution prevention information to at least 90 percent of large, regulated industries and 75 percent of regulated small businesses. Publish and distribute 5 new or revised public outreach pieces for industries, businesses and residences. 100% 30 90/75% 35 90/75% Major Activity: Permitting~nforcement IMPACT MEASURES 1.Conduct 30 public presentations and special events. Issue 95 percent of Notices of Violation within 30 days of the violation. 1996-97 1995-96 ADJUSTED ACTUALS BUDGET 30 100% 30 95% 1996-97 ACTUALS 30 100% FUND OVERVIEW In 1996-97, the mail room was reconfigured to accommodate the new utility bill inserting machine and folder..The new equipment allows insertion of the new two page utility bill. New departmental mailboxes were installed allowing access to mail when the mail room is closed. They provide increased security for mail and reduce the error rate for interdepartmental mail deliveries. A contract for pre-sorting first class mail was established to reduce postage costs. The print shop improved efficiency by purchasing new bindery equipment. Departmental printing requests were met with a high speed copier and offset printing equipment located in the print shop and printing staff continued oversight of the Citywide convenience copier rental contract. FUNCTIONAL AREA: PRINTING AND MAILING SERVICES KEY PLANS PRoGREss Organize and establish a functional file system for citywide-forms to reduce duplication, standardize, and reduce development time for customers. Developed a plan of how to implement a functional file system, including resources needed for implementation. This project will be completed in 1997-98. Major Activity: Printing Services IMPACT MEASURES 1.Meet negotiated printing deadlines on 100 percent of printing- requests. 1995-96 ACTUALS 100% 1996-97 ADJUSTED .1996-97 BUDGET ACTUALS Major Activity: Mailing Services IMPACT MEASURES 1995-96 ACTUALS Process 100 percent of r.egular outgoing U.S. mail within one working day of receipt in the mailroom. 100% 1996-97 ADJUSTED 1996-97 BUDGET ACTUALS 10o% [ lOO% FUND OVERVIEW Major accomplishments for 1996-97 included placing a record 82 vehicles and equipment units into service from prior and current fiscal years. Notable replacements were 2 aerial devices for Electric Operations and the Green Machine for friendly sweeping of the Downtown area. Twenty nine original equipment manufactured compressed natural gas vehicles.were placed into semite including a full size Street Sweeping machine, thereby increasing the demand for operating the Compressed Natural Gas (CNG) fueling Station to capacity. The project for underground fuel tanks was completed at three Fire Stations and the Palo Alto Golf Course service yard. The Wireless Vehicle Management System was installed at the Municipal Service Center (MSC) and on 40 vehicles. Agreements and training were completed with Palo Alto Unified School District (PAUSD) and Ravenswood School District to use the CNG fueling station for their buses. Additional income was provided by renting the second landfill dozer to the City of Watsonville for 6 months at $60,000. The two replacement Parking Control scooters were purchased as electric powered scooters bringing the Police Departments total to five electric scooters and eliminating four gasoline powered scooters. FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS KEY PLANS PROGRESS 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). Complete Vehicle Management System CIP, which includes installing monitoring equipment on 180 vehicles and developing custom reports for management. Seven 1997 (Ford) Vehicles have been ordered with.Dedicated Compressed Natural Gas options and will be in service in Fall, 1997. Forty of the one hundred eighty vehicles have the onboard wireless management system installed. Custom reports are 90 days behind schedule due to vendor software delays. Major Activity: Vehicle Replacement CIP Support IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Complete 90% of new fleet additions within the fiscal year budgeted. Bid 85 percent of all projects in the year they are budgeted for construction: 90% 99% 90% 85% -Major Activity: Vehicle Replacement/Outfitting IMPACT MEASURES 1995-96 ACTUALS 1996-97 ADJUSTED BUDGET Place 90 percent of non-emergency vehicles in service within 30 days from delivery date. Replace 95 percent of vehicles within 6 months of the scheduled replacement date for vehicles meeting replacement criteria. 90% 90% 90% 95% 1996-97 ACTUALS 90% 95% 1996-97 ACTUALS 90% 95% FUNCTIONAL AREA: VEHICLE OPERATIONS/MAINTENANCE KEY PLANS PROGRESS El Implement plan for fuel storage and fuel El alternatives (CNG and Electric expanded use). El Investigate and, if appropriate, develop El agreements to provide maintenance service for outside agencies including joint use of fueling facilities where possible. The implementation will occur in fiscal 1998-99 as a major change to the CIP program for CNG powered vehicles~ Utilities will perform a long-term outlook for alternatives fuel projects. Agreements for fueling school buses with CNG have been completed with Palo Alto Unified School District and Ravenswood City School District. Major Activity: VehiCles Operations, Monitoring IMPACT MEASURES Provide 95 percent of monthly billing statements to Finance for previous month’s vehicle costs within 5_working days after the end of each month. o Provide departments with monthly usage, accident and repair cost data reports which summarize exceptions of either under- utilized or excessive use vehicles. 1995-96 ACTUALS 90% 1996-97 ADJUSTED BUDGET 95% 12 1996-97 ACTUALS 92% 12 Major Activity: Fuel Storage and Dispensing IMPACT MEASURES. 1.Ensure 95 percent of fuet dispensers are available for use annually through daily monitoring offuel distribution and dispensing at all fueling locations. 2. Provide 4 percent annuhl fuel Savings from use of Compressed Natural Gas (CNG) in vehicles from base year_ 1993-94. 1995-96 ACTUALS 99% 2% 1996-97 ADJUSTED BUDGET 95% 4% 1996-97 ACTUALS 99% 1% Major Activity: .Vehicle Operations/Maintenance IMPACT MEASURES 1995-96 ACTUALS ¯ 1996-97 ADJUSTED BUDGET Perform 95 percent of scheduled preventive maintenance within 2 business days of original schedule. Annually perform -100 percent of mandatory OSHA, highway, brake and smog inspections to ensure compliance with legal requirements. Annually ensure that no more than 5 percent the fleet is out of service on a daily basis. 90% 100% 4% 95% 100% 4% 1996-97 ACTUALS 97% 98% 3.5%