HomeMy WebLinkAbout1996-03-19 City Council (6)City of Palo Alto
City Manager’s Repor
TO:HONORABLE CITY COUNCIL
ATTENTION: FINANCE COMMITTEE
FROM:CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
AGENDA DATE: MARCH 19, 1996 CMR:176:96
SUBJECT:1995-96 MIDYEAR PROGRESS REPORT ON MISSION
DRIVEN BUDGET IMPACT MEASURES AND KEY PLANS
REQUEST:
Periodic performance reporting to Council by City departments is an integral feature of
Mission Driven Budgeting (MDB). Departments will report to Council at midyear and
yearend.
All City departments have submitted reports on the status of their key plans and impact
measures for the first two quarters of 1995-96. Progress is reported for all key plans as
noted. Impact measures are reported on an exception basis. For this first report, staff used
a 20 percent variance above or below the targeted budget as the point of exception. To
ensure that Council receives all pertinent performance data, departments were also
encouraged to report any significant information on impact measures which have less than
a 20 percent variance. The majority of departmental key plans are underway or have been
completed. Some delays have been noted, but very few key plans are unattainable. In many
cases, impact measures have been met during the first six months of the fiscal year.
Considerable variance was expected, however, since time and experience is needed for
departments to assess the reality of their original estimates and projections. Changes or
revisions to impact measures will be reflected in the proposed 1996-98 budget.
It should be noted that, as a result of the consolidation of the Finance and Information
Resources Departments into the Administrative Services Department, management has
reassessed the key plans and impact measures for this department, and some changes were
made at midyear. These changes are reflected in the combined Administrative Services
Department report.
CMR:176:96 Page 1 of 2
PREPARED BY: Roberta Wiseman, Staff Accountant
DEPARTMENT HEAD
CITY MANAGER APPROVAL:
CC: n/a
Deputy City Mana/ge’~
A ystrative S/~
fi a~leming // ]
~ I~ Manager
~~//
CMR:176:96 Page 2 of 2
Key P~.,.Js and Impact Measures Re’~,ort
for the First and Second Quarters 1995-96
GENERAL FUND
City Attomey
Key Plans
Provide legal review and analysis of
Comprehensive Plan update issues.
Provide active legal support for the
Stanford West-Sand Hill Road and Palo
Alto Medical Foundation applications.
Progress:
Three major written opinions
(Initiative/Referendum, Measure "R"
Analysis, and School Fees) have been
prepared this fiscal year.
PAMF has been approved, following major
time commitments from the City Attorney
and Senior Assistant. Stanford West-Sand
Hill Road has proceeded though the
administrative draft EIR.
Participate in refuse collection contract
negotiations, if initiated.
Negotiations have not started.
IMPACT MEASURES
1.Respond to 70 percent of City advisory board or
commission conflict of interest inquiries within 10
working days.
QTR 1 & 2
ACTUALS
100%
1995-96
BUDGET
70%
1995-96
ESTIMATED
90%
1.The variance is thought be to due to conflict of interest inquiries which were less complicated than had been
anticipated.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
I1. Represent the City in 20 personal injury cases.!15 10 20
1.Our active caseload appears L .,al and steady. We are noticing an increase in .,3inistrative and civil disputes
arising from workplace sexual harassment allegations.
iIMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Prepare 4 amicus curiae ("friend of the court")2 2 4
participation reports.
1.We sought Council amicus support for the Berkeley (aggressive panhandling) and Portland (wastewater
reclamation) cases. We currently have three city plaintiff cases.
Key Plans
Prepare nuisance abatement ordinance
revisions.
Progress:
~ No progress in first and second quarters.
2
Key P~.as and Impact Measures Report
for the First and Second Quarters 1995-96
City Auditor
Key Plans
Complete a Citywide risk assessment
model to help identify areas or functions
for audit. Based on the results, the
Auditor and his staff will perform audits
in two areas defined by this model.
Progress:
Currently reviewing attributes to be
considered in the model.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.To complete 100 percent of the audit assignments 60%100%100%
as reflected on the Audit Plan.
2.To complete 100 percent of the follow-up audits 0% [100%100%
for audits issued in the prior fiscal period, as
reflected n the Audit Plan.
Staff has been performing audits ahead of schedule.
This impact measure is being deleted at midyear. The City Auditor’s Office is currently
working with the City Manager regarding a program for follow-up audits. The procedures
will be discussed in the City Auditor’s Third Quarter Status Report.
City Clerk
Key 1~.ans and Impact Measures R~,ort
for the First and Second Quarters 1995-96
Key Plans
Contract with a public communications
consultant to enhance ongoing public
communication efforts and develop a
Public Communications Plan for the City
Council.
Provide additional programming on the
Cable Government Channel.
Progress:
Completed. A new press release logo and
media contact database have been created.
A draft Public Communications Plan has
been developed and will be presented to
Council in a future Study Session.
Completed. Additional programming
includes taped broadcast of Association of
Bay Area Governments (ABAG)
meetings and airing of public service
announcements and educational videos
provided by nonprofit organizations.
Additionally, both Palo Alto and Menlo
Park Fire Departments’ training videos
are aired.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Increase new programming hours by l0 percent 40%10% I 10%
on the Cable Government Channel.
1.Unexpected response to showing nonprofit videos and the increased availability of free videos fi’om various
markets effected a higher increase.
4
IMPACT MEASURES
1.Finalize 80 percent of minutes in 6 weeks for
meetings that are less than 3 hours and 7 weeks
for meetings that are more than 3 hours.
QTR 1 & 2
ACTUALS
38%
1995-96
BUDGET
100%
1995-96
ESTIMATED
100%
1.The extensive meeting hours, number of meetings, and overzealous goal affected the actuals for the 1st and 2nd
quarters; as a result, the impact measure has been revised at midyear.
Key Plans Progress:
Conduct the November 7, 1995 general
municipal election and make use of the
Internet to display election night results.
Completed. A total of 15,967 ballots
were cast, representing a 43.4 percent
voter mmout. Included in the total ballots
cast were 2,764 absentee ballots. Election
night results were viewed on cable
television and displayed via the Intemet.
Key Plans
Implement the Citywide Records
Information Management Plan.
Provide for the Palo Alto Municipal Code
to be available through electronic media.
Progress:
Completed. Eight of twelve department
retention schedules were approved by
Council. A comprehensive inventory of
citywide records was completed in August
to demarcate records for retention or
destruction.
Project has been delayed and will be
implemented in 1996-97.
Key lans and Impact Measures R port
for the First and Second Quarters 1995-96
City Manager
Key Plans
Oversee the analysis of City departments’
reports on achievement of 1995-96 key
plans and impact measures.
Continue the implementation of the
changes approved in the Citywide
Organizational Review.
Hold at least one all-day planning session
of the Senior Management Group in
which it addresses issues of significance
to the City’s long-term future.
Coordinate the City’s participation and
involvement in the Intemet and other
technological advances which will
facilitate access to public information and
customer-oriented automated delivery
systems.
Progress:
,.Analysis will follow after submittal of
departments’ midyear reports.
Implementation is continuing through the
elimination of designated vacant positions
in Community Services and Public Works
in accord with the approved plan. The
merger of Finance and Information
Resources into the Administrative
Services Department occurred.
An all-day session will be held during the
second half of FY 1995-96.
A growing body of City information is
being placed on the Intemet, including
City job postings, flood zone maps,
commercial building vacancy
information, and building permit
information.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
I.66-2/3%90%Establish time flames and monitor departments’
progress on Council assignments to assure
completion of 90 percent of assignments within
time specified to Council.
90%
1.Council did not provide specified dates of return for the majority of Council assignments. During this period,
there were only three Council assignments with specified dates: two were completed on time and one was not.
The value of this measure will be re-evaluated.
6
Key Plans
Guide the work of the Family Resource
Center (FRC) Task Force in its
development of a master plan and
subsequent actions toward
implementation.
Coordinate actions and the provision of
amenities which will improve the
appearance and increase the vitality of
downtown Palo Alto.
Progress:
The work of the FRC Task Force has
moved forward on schedule. A status
report (CMR: 125:96) has updated the
Council on the FRC work plan and
accomplishments to date.
Improvements to date include installation
of banners and tree lights, removal of
trellises, increased sidewalk cleaning and
trash pickup, and continued progress on
the urban design CIP.
Key Plans
Work with City departments to expand
their provision of clear and accurate
information concerning government
operations to the public and the media.
Pursue at least one new opportunity where
interjurisdictional cooperation,
partnership, or consolidation could result
in more efficient and effective provision
of services.
Coordinate the successful introduction
and enactment of one item of legislation
of specific importance to Palo Alto.
Progress:
Meetings have been held with each
department to assist them in developing
individual public information goals and
plans. Tools to expedite the publication
of information have been created (e.g.,
news release forms, mailing lists,
guidelines, etc.)
The consultant study evaluating the
feasibility of North County Fire Service
Consolidation is completed and the
recommendations are soon to be presented
to the City Councils of the participating
cities.
State legislation was enacted at the City’s
request which allocates Petroleum
Violation Escrow Account funding for
planning associated with the proposed
multi-modal transportation station. In lieu
of a legislative solution, new regulations
were adopted by the state regulating the
use of copper compounds at the
instigation of the City’s regional water
quality control plant.
7
Key Plans
Finalize the Economic Resources Plan for
public distribution.
If approved by Council, initiate a process
to plan for and assist Stanford University
in recruiting a major hotel with
conferencing facilities to Palo Alto.
By means of a joint City Attomey/City
Manager’s Office consultant-prepared
study, conduct a comprehensive review of
all the City’s ordinances and policies
related to development review in order to
identify opportunities for improving the
City’s processes.
Progress:
Final review and editing of the Economic
Resources Plan brochure has been
completed and the document will be
published and distributed this spring.
A consultant was retained to perform a
massing model study for the proposed
hotel site at the intersection of Page Mill
Road and E1 Camino Real. A pending
Council study session will enable Council
to discuss the consultant’s
recommendations.
Several staff meetings involving the City
Manager’s andCity Attorney’s Offices
have been held to outline the scope of the
study and discuss the contents in detail.
Currently, research work is being
conducted by both Offices prior to
presentation of information to Council.
8
Key P..as and Impact Measures Report
for the First and Second Quarters 1995-96
Administrative Services
Key Plans
Implement new timekeeping system for
employees to track time under MDB; train
users and address special needs of
departments not provided for in the pilot
system.
Consolidate enterprise fund capital assets
with general fixed assets within a single
module of the City’s automated
accounting system (IFAS) to improve
record keeping and reporting.
Complete a study of City purchasing
processes to improve purchasing services
and make recommendations to implement
process improvements.
Evaluate the use of credit cards for
Purchasing staff to decrease
administrative expenses and increase
purchasing services to City departments.
Implement a citywide program for reuse
of office inventory by other City
departments and a public sale for surplus
of unused inventory.
Progress:
The implementation of a new automated
timekeeping system was delayed until
1996-97. However, an interim system
was developed and implemented in-house
to track time under MDB. The users have
been trained in this interim system.
Project components have been defined.
Transition of the existing enterprise fixed
assets database to the IFAS system should
begin in February.
A study is now underway; expected
completion should be 4th quarter of fiscal
year 1995-96.
Project underway. Expected completion
by the end of the 4th quarter.
Improved system for tracking and
accounting for high-value surplus
property. Accounting Section is
developing policies and procedures for a
more comprehensive fixed asset
management program.
IMPACT MEASURES
1.Produce and distribute 100 percent of f’mal
monthly departmental reports by the 15th
calendar day of the month.
QTR 1 & 2
ACTUALS
33%
1995-96
BUDGET
100%
1993-96
ESTIMATED
67%
1.The transition to the MDB account structure delayed the scheduled first quarter production and distribution of
monthly reports. For the remaining months, the distribution should occur within the targeted time schedule.
Key Plans Progress:
If approved by Council, solicit, review and
select a proposal for sale or lease of the
Middlefield 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.
Disposition of the Middlefield Well site is
on hold pending a study by the Utilities
Department.
Museum of American Heritage (Williams
property) has received City Council
approval of its revised proposal; CSI (Chuck
Thompson site) has submitted plans for
conditional use permit approval.
Key Plans
Develop an action plan for appropriate
implementation of recommendations from the
Utilities Business Process Reengineering study.
Automate the City’s investment process and
document revised procedures.
Progress:
Staff is evaluating the feasibility of real-
time updates of customer files in the
Customer Information System for
payments received at the Revenue
Collections counter. If feasible, this will
be implemented in 1996-97.
Investments in the City’s portfolio have
been entered into a new investment
software package. This replaces manual
records and spreadsheets. Investment
reports, calculation of interest earnings
and amortization of premiums and
discounts are now generated
automatically.
10
Automate the City’s debt xssuance records to
improve the management of funds, records and
bond covenants.
Complete the conversion of the Revenue
Collections Office to an enhanced automated
cash receipting system, and document
associated policies and procedures.
Evaluate customer use of direct transfer or
credit card payments for utilities and other City
services.
Completed. The City’s debt schedules for
the next five years have been entered into
a master file.
Initial phase of the cash receipting system
conversion project began in October
1995; user needs assessment and system
requirements are currently being
identified for Request for Proposals (RFP)
issuance in spring 1996.
Staff has drafted a plan to offer an
automatic payment option to Utilities
customers. The plan needs to be reviewed
with the Utilities Department.
Implementation could commence after
Phase 1 of Customer Information System
(CIS) is completed.
Key Plans
Develop a process for departments to
regularly report on impact measures and
progress on key plans to the City Manager
and City Council.
Develop a system to maintain the roster of
budgeted positions of the City which
integrates with the new payroll and
timekeeping systems.
Review and test one department’s impact
measures to ensure accurate tracking and
record keeping of the measures, and their
continued appropriateness.
Participate in the review of the current
refuse collection contract structure, working
with the Public Works Department and the
City Attorney’s Office.
Progress:
Interim process developed, directions
distributed to departments.
New position control system delayed due to
technical problems. Development of new
system anticipated in 1996-97.
Project not begun. Staff anticipates that
project will begin in the 4th quarter of 1995-
96.
Project currently underway, led by the
Public Works Department
11
Key Plans
Implement development programming
tools for the new Utilities CIS system to
reduce development time.
Install and train on software that allow
end-users to view and generate reports
using data in the CIS system. This will
increase the user’s flexibility and self-
sufficiency in producing required
reports with a minimum of assistance
from the development staff.
Evaluate and implement a Permit
Tracking System that monitors the entire
permit development process from the
initial site plan review through the final
approval phase.
Progress:
Installed and received training in the
following programmer productivity tools:
data modeling software products
(ERWIN, Bridgeware, Popkin) and the
application development productivity tool
(Micro Focus COBOL).
Five years of historical data are now
available for Utility Department users.
Technical staff will install and train end-
users on query/report tools using Oracle
to access the utility billing master data
base in the CIS.
The RFP was issued at the end of
December and responses are due at the
end of January. The Permit Tracking
Selection Committee then plans to select
the most qualified vendors from the
responses and have them demonstrate
their products.
IMPACT MEASURES
1.Set up 4th generation tools and technology to
provide access to an additional 10 percent of
information annually.
QTR 1 & 2
ACTUALS
20%
1995-96
BUDGET
10%
1995-96
ESTIMATED
25%i
1.As part of the Customer Information System project, five years of historic billing information was made
available, leading ITS to exceed expectations in making data available to users.
12
Key Plans
Document all network peripherals
interconnected to the City’s network.
Identify machine addresses and user
addresses of all devices to improve
network trouble-shooting and problem
resolution.
Upgrade all user menus to include
automatic connectivity to the City’s
various centralized computers, making it
more efficient for users to access their
chosen applications.
Progress:
The project is underway. Staff plans to
complete an inventory of the network
peripherals by March 1996.
A script was created to allow connection
to the HP3000 and HP9000, through one
user log on. The connection is transparent
to the user. The upgrade provides
simplified access to the applications
across the multiple computer platforms.
Key Plans
Develop a PC User Problem Tracking
System to improve responsiveness and
effectiveness of PC support.
Working with technical staff from the
large departments, develop the next
generation network standards for citywide
use and implementation.
Progress:
A tracking form was implemented (using
administrative support and PC
Technicians), and effectiveness and
responsiveness improved. An automated
User Problem Tracking System will be
installed by June 1996.
A team has been assembled to review and
document the citywide approach to
network operating systems. The team is
scheduled to complete their report on
February 1 for review by the City staff
committee on February 8.
13
IMPACT MEASURES 1995-96 1995-96
BUDGET ESTIMATED
1.70%70%Install 70 percent of new or replacement PC’s,
printers, and software within 5 working days of
request from users.
QTR 1 & 2
ACTUALS
33%I
1.Staffing vacancy, large acquisition of updated Pentium PC’s, and library automation have impacted this
measure.
Key Plans
Upgrade the telephone call-accounting
system to reduce time spent on producing
monthly telephone management reports
and printing costs.
Install City-owned cable between
Downtown Library and City .Hall to
bypass Pacific Bell circuits which will
reduce telephone line costs and provide
direct access to central computers for
library employees.
Install City-owned cable between Animal
Services and MSC to bypass Pacific Bell
circuits which will reduce telephone,
modem, and fax line costs for those
facilities.
Progress:
~. The project is complete.
The conduit cannot be installed with
City resources. Staff is collecting
estimates to contract out the work.
The conduit cannot be installed with City
resources. Staff is collecting estimates to
contract out the work.
IMPACT MEASURES QTR 1 & 2 1995-96
i BUDGET
1.Complete 80 percent of service requests within 5
working days.
1995-96
ESTIMATED
5 days/80%
1.During the first two quarters of the fiscal year, ITS employed a temporary telecommunications technician,
which increased the department’s ability to respond quickly to calls for service.
14
Key Plans and Impact Measures Report
for the First and Second Quarters 1995-96
Community Services
Key Plans
~Explore feasibility of supporting a
performing arts center.
Support and assist the Friends of the
Children’s Theatre in their efforts to raise
funds for phase II of the Golden
Anniversary building project.
Include in the regular Children’s Theatre
season at least one play focused on
teenagers.
Explore opportunities for funding to
expand the Children’s Theatre Outreach
After School play production program in
order to provide this program for all Palo
Alto Unified School District elementary
and two middle schools.
Offer Children’s Theatre activities during
holiday school breaks.
Plan and develop a series of curriculum
guides for high school teachers on looking
at and exploring contemporary art at the
Cultural Center.
Progress:
Item has been included in the draft
Comprehensive Plan. Additional
exploration will be considered as a part of
the Arts Master Plan.
Friends have achieved approximately 34
percent of their goal through the Brick
and Stepping Stones campaigns.
Joseph and the Amazing Technicolor
Dream Coat was chosen specifically for
and performed by a teen cast.
Efforts to secure funding have not been
successful to date.
Workshops for children were conducted
during winter break and a theatre trip is
planned for spring break.
Three curriculum guides have been
developed and distributed to 40 teachers
in four school districts and three colleges.
Develop an outreach program of multi-
cultural projects for kindergarten through
sixth grade.
A day of multi-cultural programming was
conducted at Cesar Chavez Academy in
East Palo Alto for youth and students
enrolled in summer programs throughout
Palo Alto, East Palo Alto, Menlo Park and
Mountain View. Approximately 400
students participated.
15
Ensure a maintenance program for Art in
Public Places.
Two public art projects have been
evaluated and are slated to be repaired.
Key Plans
,.Implement first phase of athletic field
irrigation and tuff improvement program.
Revise current Cubberley Conceptual
Master Plan to coincide with available
funding and needs of the communit2,,.
De’~elop promotional materials to
encourage public use of Cubberley.
Develop landscape plans for non-
landscaped areas and the asphalt areas
between building wings; begin initial
plantings.
Progress:
~ First phase is complete.
Master Plan has been revised and will be
submitted to Council this spring.
Monthly advertisements in the Palo Alto
Weekly and corresponding flyers are
proving successful.
Plans will be developed by April 1996.
Key Plans
Complete Phase I, Golf Course Master
Improvement Plan, for Council review;
use community and staff input to
prioritize required improvements; initiate
phase II, upon Council approval, for
development and construction documents.
Investigate and develop specifications for
an automated tee time reservation system.
Progress:
Phase I complete and approved by
Council. Financial and implementation
plan development underway for Finance
Committee review in January 1996.
Scheduled for completion during 4th
quarter.
16
Key Plans
Provide safe playing fields through the
renovation of athletic fields at Greer Park,
Terman Park, E1 Camino Park, and the
Baylands Athletic Center.
Renovate and replace playground
equipment at Rinconada Park.
Resurface tennis courts at Terman
Community Center.
Complete the final phase of backfiow
replacements at City park sites.
Progress:
The Baylands Athletic Center, Terman
Park soccer field No. 2, and Greer Park
soccer field No. 1 have been renovated.
The remaining soccer field renovations at
Greer Park, Terman Park, and E1 Camino
Park are currently underway.
This project is underway. Preliminary
designs have been completed and a
community meeting for input will occur
in February. The bid process is scheduled
to begin in March, and installation of
playground equipment will be scheduled
for the fall of 1996 so that construction
will not impact community use during the
summer months.
This project was deferred for inclusion
into 1996-97 budget.
Presently developing specifications to
replace the remaining 100+ backflow
devices at various City facilities and
median strips for completion in the fall of
1996.
Replace and upgrade the irrigation system
at Peers Park.
Renovate the picnic facilities and pathways
at Peers Park and Scott Park.
Plans and specifications have been
developed. Project currently in the bid
process and scheduled for a May/June
1996 installation.
Pathway repairs were deferred for
inclusion in the 1996-97 Budget. The
picnic facilities are scheduled for
completion by spring 1996.
Coordinate and develop Community
Services Department’s long-range CIP
Planning document,
A cross-departmental team, composed of
committee members from the functional
areas, has completed 60 percent of the
information and data gathering. Expected
completion is 4th quarter of 1995-96.
17
Key Plans
Provide increased youth and teen services
to include Positive Alternatives for Youth
Committee; Teen Center; additional Safer
Summer programs; and Family Resource
Center. Prioritize additional Human
Service Resource Allocation Plan funding
for programs which target "at risk" youth.
Establish an internal staff committee to
discuss comprehensive approaches to the
department’s administration of programs
and delivery of services to children and
families.
Progress:
Ad Hoc Youth Violence Committee name
has been changed to Positive Alternatives
for Youth. Subcommittees have been
formed to develop the master plan.
The Teen Center (The House) opened on
November 17, 1995.
The Family Resource Center
subcommittees have reported findings and
the writing of the business plan is
underway.
New HSRAP funding made available to
YMCA for East Palo Alto Youth Swim
Programs. Other HSRAP funding for at
risk youth includes: Adolescent
Counseling Services, Social Advocates
for Youth, PAUSD Community
Counseling Programs and Youth
Community Services.
Intemal Children’s Services Task Force
has been established and is meeting
regularly. Children’s Services calendar
has been developed monthly and is being
distributed via the school district.
Key Plans
Complete study of current and future
library services, programs and facilities
within the context of new information
systems and technical oppommities.
Progress:
Project underway with completion
projected for summer 1996.
18
Implement results of stuc,y to consolidate
catalogs of City and Palo Alto Unified
School District libraries to increase access
to collections.
Introduce new Spanish and Russian
language materials at Mitchell Park
Branch to meet diverse community needs.
Implement approved library automation
capital projects.
Study completed m July 1995. Catalogs
will not be merged but will be accessible
from both City/PAUSD sites easily
through electronic connections after
school district catalog is computerized.
Collections and shelving purchased with
funds provided by Friends of the Library.
Cataloging in Spanish and Russian has
begun. Materials to be available 3rd
quarter 1995-96.
Electronic network installed to connect
three libraries internally and with other
City operations. Personal computers
purchased and partially installed to
provide Internet services for public and
staff use. Security issues to make Internet
services fully available to public not
resolved.
Complete remodeling of Main Library
lobby and restrooms consistent with
City’s Americans With Disabilities Act
Plan, partially funded by a federal grant.
Contractor selected. Work to commence
in 3rd quarter 1995-96, after asbestos
removal completed.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.To make 90 percent of new materials available to 65%90%75%
public within 45 calendar days of receipt.
1.Four sample tests may not have been typical and included new Russian and Spanish materials held for
cataloging as a group to meet special start up requirements and for introduction to public in third quarter 1995-
96.
I IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
To shelve 65 percent of items returned within 2 91%65%75%
working days.
1 There was no recent historical data on this measure. It may take some time to ensure that the impact measure is
at an appropriate level.
19
Key Plans
Complete re-accreditation of the Junior
Museum and Zoo with the American
Association of Museums.
Complete installation of a computerized
exhibit on the human and natural history
of the Palo Alto Baylands in the Lucy
Evans Baylands Nature Interpretive
Center.
Implement first phase of the Foothills
Park Water Management Plan Capital
Improvement Project.
Progress:
Staff is waiting for a response from the
American Association of Museums to
schedule the next phase of the re-
accreditation process, which includes a
site visit.
Work is continuing on this project, which
will be completed on April 1, 1996.
Because of other priority work
assignments, the first phase of this project
has been extended over two years. Work
on developing the design has started.
Install three interactive exhibits in the
Junior Museum and Zoo.
The "Volcanos" exhibit opened on
September 23, 1995. A prototype
childrens’ "Play Spot" opened in August,
1995. The next exhibit, "BIG", is
scheduled to open in September 1996.
Key Plans
Certify all Middle School athletic coaches
through National Youth Sports Coaches
Association.
¯Replace the decking around both pools
and repair pipes as needed at Rinconada
Pool facility as part of approved capital
improvement project.
Expand the Safer Summer program for
teens by increasing number of programs
offered.
Redesign the Enjoy program catalog, to be
produced four times a year and provide
more detailed information to the public.
Progress:
Coaches for fall and winter sport seasons
were all certified, spring coaches are
scheduled for certification.
Project start has been delayed; expected to
begin in fall 1996.
Program was expanded to sixteen sites,
serving 2,400 teens.
Redesign is complete and quarterly
production is on schedule. In Palo Alto, a
community resource guide, debuted as a
special section of the Fall Enjoy.
20
Collaborate with the Palo Alto Babe Ruth
Association for construction of a snack
bar and storage facility at Baylands
Athletic Center.
Implement a multi-site registration system
to be used for class enrollments and
facility reservations.
Project was compl~ted ahead of schedule
and facilities are currently in use.
Class registration module was brought
"on-line" for winter quarter. Facility
reservation element will be introduced
spring 1996.
IMPACT MEASURES
1.Supplement City resources by generating 750
hours of volunteer assistance in programs for
persons with special needs.
QTR 1 & 2
ACTUALS
2,075
1995-96
BUDGET
750
1995-96
ESTIMATED
3,500
1.Senior Citizen programs and the Open Gym program have received unexpected volunteer support, measured in
both the number of volunteers and the number of hours they contribute.
21
Key Pmns and Impact Measures R~ort
for the First and Second Quarters 1995-96
Fire
Key Plans
Develop and implement a Computer
Assisted Dispatching System to reduce
response times to emergency calls over a
3 year period.
Study and report on feasibility of
consolidation with Mountain View, Los
Altos, and Los Altos Hills.
Progress:
Completed bid specification and
negotiations with potential contractors.
The project is delayed due to problems
selecting a qualified vendor.
Completion and distribution of final draft
report; discussions with affected city
managers and fire chiefs in progress;
completion of final report delayed due to
death of consultant.
Key Plans Progress:
Coordinate streamlining of fire and
hazardous materials permitting process
with Planning Department.
Completed modification of California
Environmental Quality Act (CEQA)
application process; continuing to attend
regular meetings with Streamlining
Committee.
Update Citywide emergency plan to have
a more effective and coordinated response
to a disaster.
Completed community groups’ goals and
objectives; completed Standard
Emergency Management System (SEMS)
training; finalization of City employee
review of draft plan underway.
22
Key Plans Progress:
Update different operational components
that are used at an emergency scene and
establish standards of performance to
better evaluate the operation and
personnel in an emergency situation.
Finalized Field Incident Response
Evaluations (FIRE) document;
establishing reasonable time standards
with representative personnel.
Key Plans Progress:
Develop and implement an optical
imaging records filing and management
system.
Completed specifications development
with CDB Info Tech; evaluated hardware
specifications against needs; in process of
refining application specifications.
Key PJans and Impact Measures R,~port
for the First and Second Quarters 1995-96
Human Resources
Key Plans
Implement Human Resources Information
System!Payroll System as it pertains to
the City’s compensation and benefit
plans.
Work with Public Employees’ Retirement
System to reduce future benefit plan costs
by changing vesting provisions for retiree
health plans, and assist in tracking
Medicare eligibility in order to have
employees and their dependents enroll in
Medicare Part A and Part B.
Progress:
Ahead of target. All systems in Phase I
are operational. We are planning
implementation of new systems for
tracking workers’ compensation claims
and recruiting.
On target. Staff have been attending
Board meetings in Sacramento.
Negotiate agreements with Service
Employees’ International Union and Palo
Alto Peace Officers Association within 60
days of expiration of contracts.
Negotiations begin in fourth quarter.
Preliminary preparations are currently
being made.
Key Plans
Coordinate and implement Human
Resources Information System/Payroll
System as it pertains to employee and
employment information and applicant
tracking.
Progress:
Employee and employment information
are on target. Applicant tracking is yet to
be implemented.
Key Plans
Develop a plan for incorporating Citywide
computer training to address scheduling,
trainers, equipment and facility use.
Progress:
On target. Classes have been
incorporated into the Training Academy
schedule.
24
Key Plans
Increase average vehicle ridership (AVR)
from 1.13 to 1.18 between 6 a.m. and 10
a.m., Monday through Friday.
Progress:
¯On target.
Key Plans.
Institute computerized management
program for departments to help identify
prob.lem areas and trends in on-the-job
injuries and illness to employees. This
information will enable the City to take
proactive measures to reduce our costs.
Institute an early intervention medical
management program with third party
administrator to reduce workers’
compensation costs.
Develop a Risk Management~nsurance
Resource Manual for distribution to
departments.
Progress:
¯System has been implemented.
¯Program has been implemented.
,. On target.
25
Key Plans and Impact Measures R~ffort
for the First and Second Quarters 1995-96
Planning and Community Environment
Key PlanS
Update the California Environmental
Quality Act (CEQA) Guidelines in
conjunction with the City Attorney’s
Office.
Update the customer handbooks for
Variance and Conditional Use Permit
applications.
Progress:
This objective has been deferred until FY
1996-97, timed to incorporate the results
of the Economic Resource Program
assignment to review and recommend
streamlined processes for development
review.
The handbook for Variances has been
written and the cover art work is
underway. Publication expected next
quarter. The Conditional Use Permit
handbook will be completed in the final
quarter.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Update two handouts per year 0 2 ]2
1.The update of the Variance handbook is scheduled to be completed in February; the Conditional Use Permit
handbook will be updated in the fourth quarter.
Key Plans Progress:
Through management of a contract
"Town Architect," provide design
coordination expertise regarding CIP
projects. This will include project review
and coordination in the conceptual and
more formal stages of the CIP process, as
well as throughout project
implementation.
This program has produced public realm
improvements like custom "personhole"
covers, broader selection of acceptable
pavement materials in commercial areas,
design expertise on the Civic Center
lighting project, concept design for the
South E1 Camino gateway project, and
many other CIP enhancements.
26
Key Plans
Complete the Draft Environmental
Impact Report (DEIR) for the Stanford
West and Sand Hill Road/Stanford
Shopping Center projects.
Complete the Draft Environmental
Impact Report (DEIR) for the Palo Alto
Medical Foundation.
Progress:
The Administrative Draft EIR and Sand
Hill Corridor projects are proceeding. The
Draft EIR is due for release this spring.
The PAMF entitlements and EIR process
are complete. An implementation phase
will be necessary to complete all
conditions of approval for the project
through building permit and construction.
Participate in and implement any
recommendations which arise from the
City efforts to accomplish permit
streamlining.
Continue to support the Assistant City
Manager in developing the role and
responsibilities of the Project Review
Committee (PRC), an interdepartmental
team which meets regularly to review
pending entitlement applications,
improve permit processing procedures,
and to provide interdepartmental cross-
education.
Out of this effort, Planning and Building
Divisions have implemented concurrent
processing of ARB and building permits,
(at the applicant’s risk); Planning increased
staffing of the ARB function for improved
customer service. All departments which
participate in Development Review will
be trained in Total Quality Management
and customer service beginning in March.
This is a continuing role which has
resulted in the interdepartmental objective
of publication of a development manual
(80 percent complete), standard
conditions, project facilitation, progress
reporting, and information briefings,
among other accomplishments. The PRC
meets on a monthly basis and spends 80
percent of its agenda on project review.
Key Plans
Evaluate the "permit by fax" procedure
implemented in 1995.
Progress:
,,Faxed permits have consistently increased
in use by subcontractors.
27
Implement appropriate permit "
streamlining strategies.
Implement conditions of approval
monitoring system.
The permit streamlining items that have
been put in place include concurrent
processing of ARB and permit review,
elimination of sign and fence permits, and
elimination of the ordinance requiring
building permits for new residential
structures prior to issuance of permits for
demolition of existing residential
structures.
An inventory of projects with continuing
conditions is in process. Following the
inventory an inspection schedule will be
prepared.
Key Plans
Develop and maintain an annual work
program of Council legislative
assignments.
Complete Administrative Draft
Comprehensive Plan and Draft
Environmental Impact Report (DEIR).
Progress:
A Work Program was endorsed by
Council in September and has been used
by the Division since that time. A
midyear update report is currently being
prepared, as is a Work Program for 1996-
98.
Council will complete review of the
Comprehensive Plan Phase II in February,
launching Phase III, to be completed by
Fall of 1996, initiating public review of
the Draft Comprehensive Plan and EIR in
1997.
KeyPlans
Complete construction of the
Embarcadero Bridge and Bike Path
Extension.
Progress:
Construction of the bike path has been
delayed pending resolution of design
related issues. Staff anticipates
forwarding a staff report to Council in
February, bidding the project in May and
award of the construction contract in July
1996.
28
Complete the feasibility s~tidy for a new
downtown parking structure.
The study has been delayed due to
resolution of a conflict of interest issue.
The issue was resolved in the Council
meeting of December 4, 1995 and Council
authorized staff to proceed with Watt,
Design Group to conduct the study. The
work began in mid-January and is
expected to be completed in FY 1996-97.
i IMPACT MEASURES
1.Achieve 90 percent occupancy rate from City bike
locker rentals.
QTR 1 & 2 I 1995-96
ACTUALS I ESTIMATED
56%
1995-96 i
BUDGET!
90%!65%
1.Bike locker rentals are high at the locations closest to the Palo Alto and California Avenue train stations, but
usage continues to be low in other areas of the downtown business district.
IMPACT MEASURES
1.Achieve percent increase in participation of
downtown carpool/vanpool permit program.
QTR 1 & 2 1995-96
ACTUALS BUDGET
-36%+10%
1995-96
ESTIMATED
-35%
Staff believes that participation in the carpool permit program has been affected by a change in employment
levels at one or more downtown businesses, but further evaluation of the program ridership will be conducted
during the second half of the year.
Key Plans Progress:
Complete Phase I report for the
Comprehensive School Commute Safety
Study.
This study was initiated in September
1995. The consultant has completed the
issues identification and data collection
tasks, and is now proceeding through the
development of alternative solutions task.
The study is on schedule for completion
in Spring 1996.
29
Complete 6 month trial of Lytton
Neighborhood Traffic Management Plan.
The implementanon of the traffic
management plan is scheduled to follow
completion of the water main replacement
project in April 1996. Staff anticipates
proceeding with the bidding process in
February, with the award of the
construction contract anticipated in April
1996.
Key Plans
Prepare and implement the one-year
action plan objectives in the Consolidated
Plan, including securing Federal and other
financing for the single room occupancy
project on Alma.
Revamp and update the City’s Below
Market Rate (BMR) program, including
program legislative authority,
implementation mechanisms and
administration.
Progress:
City financing approvals and submittal of
the credit application for the Alma SRO
have been completed. Federal funding
applications and entitlement applications
for the Developmentally Disabled
Housing project have been prepared
and/or submitted.
Progress on this key plan has been
delayed due to staff vacancies in the
Advance Planning Section of the
Division. This is a multi-year effort that
will likely be deferred into 1996-98.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET!ESTIMATED
1.Increase the number of permanently affordable,0 25 0
low income rental houging units by an average
annual increase of 25 units.
1.This measure should read "an average annual increase of 25 units measured over a five year period." Once the
Alma Street SRO project is implemented with 100 units, this measure will be achieved.
3O
IMPACT MEASURES
1.Finalize 100 percent of CDBG public service
contracts, and 60 percent of the capital
improvement projects in the year allocated.
QTR 1 & 2
ACTUALS
100%
0%
1995-96
BUDGET
100% I
60%
1995-96
ESTIMATED
100%
60%
!.Staffwill be hiring contract assistance to complete these projects in the last quarter of the fiscal year.
Key Plans Progress:
Implement a permit processing tracking
system for the Planning, Building and
Transportation Divisions by the end of
1996.
Achieve the capability to generate public
notification address labels utilizing the
GIS system by the end of 1996.
Implement an automated inspection
request system.
An RFP for the permit system was
released in December 1995. Proposals are
currently being evaluated, with selection
to occur in the third quarter and
implementation to begin in the fourth
quarter of FY 1995-96.
This buffer search capability has been
developed and a "staff friendly" software
program will be completed by the end of
1996. Enhancements to make it publicly
accessible will be completed in 1997.
This is on hold until the permit system
mentioned above is in operation.
IMPACT MEASURES
1.Develop 4 new graphic or desktop publishing
products annually which improve communication
with the public and decision makers.
QTR 1 & 2
ACTUALS
1995-96
BUDGET
4
1995-96
ESTIMATED
1.Staff is reaping the benefits of the automated cartography program beyond wtiat had been estimated.
31
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
90%75%80%1 Transfer 75 percent of records from hard copy to
permanent storage media within 90 days of project
completion.
1.Staff has been able to accomplish more than was originally estimated.
32
Key Plans and Impact Measures Report
for the First and Second Quarters 1995-96
Police
Key Plans
Install _and implement a Computer Aided
Dispatch System to provide valuable and
timely information to responding police
officers.
Develop and implement a standardized
crime report writing process to enhance
case quality, crime trend tracking, suspect
identification, and prosecution.
Progress:
Requested and received approval from
Council for additional funding. Project
delayed due to problems selecting a
qualified vendor.
County wide standardized report form and
format completed and approved by Santa
Clara County Chiefs.
IMPACT MEASURES
1.After the initial response, respond with specially
trained units to the scene of a critical incident
within 1.5 hours after requested.
QTR 1 & 2
ACTUALS
1.2 hours
1995-96 1995-96
BUDGET ESTIMATED
1.5 hours 1.5 hours
1.Actuals are based on only two critical incidents requiring specially trained units.
Key Plans Progress:
Install and implement a Computer Aided
Dispatch System to provide valuable and
timely information to public safety
officers and reduce dispatch times to fire
calls.
Requested and received approval from
Council for additional funding. Project
delayed due to problems selecting a
qualified vendor.
Provide improved communications
capabilities within the Utilities
Department Electrical Operations through
design and implementation of an
additional radio channe!.
.Began design of system and purchase of
equipment. Radio channel has been
licensed and final planning completed.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATEDI
1.Maintain a ratio of sustained complaints to calls 2 i 1 1 ~
for service of less than 1 to 10,000.i i
1.Actuals are base on 3 sustained complaints in over 16,000 calls for service.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
~ ACTUALS BUDGET! ESTIMATED
1.Maintain a ratio of sustained complaints to calls for 0 !1
service of less than 1 to I0,000.
1.Actuals are based on 0 complaints in over 3,000 calls for service.
Key Plans Progress:
Standardize crime report writing through
the development and distribution of a
report writing guide. Train all personnel
in report writing guide standards.
Initiate bi-weekly meetings with the Santa
Clara District Attomey’s Office for the
purpose of minimizing case deficiencies
and improving case follow-up
requirements.
Countywide standardized report form and
format completed and approved by Santa
Clara County Chiefs.
Court liaison officer has met with the
Santa Clara District Attorney’s Office
weekly to discuss case deficiencies and
case follow-up.
34
IMPACT MEASURES
Achieve a return rate of less than 10 percent of
cases to patrol due to deficiencies in the initial
investigation.
Ensure that of all the cases in which felony
charges are requested, at least 75 percent have
charges filed for prosecution by the DA’s Office.
QTR1 &2 t
ACTUALS
4.9%
91%
1995-96t
BUDGET!
10%i
75%
1995-96
ESTIMATED
5%
90%
1.Rate of returned cases lower than anticipated is due to a heightened awareness of case quality among officers
and tighter supervision.
2.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 investigations.
Key Plans Progress:
Pending Council approval, study and
report on the feasibility of establishing
Oregon Expressway as a through truck
route from Highway 101 to E1 Camino
Real.
Implement and evaluate the effectiveness
of the Traffic Safety Plan elements as
directed by Council.
Enhance the safe operation of commercial
vehicles using Santa Clara County streets
by organizing/establishing a county
regional commercial enforcement team
and enforcement schedule.
This study has been assigned to the
Transportation Division. A draft scope of
work has been prepared, but Council
review is on hold pending Council review
of traffic funding issues as part of the
1996-98 Budget.
Two police officers were added to the
Traffic Team. Motorcycle enforcement
efforts are underway. A citizen radar
program has been implemented.
Locations with higher than normal
accident rates have been targeted for
additional enforcement.
Participated in the County’s regional
enforcement monthly meetings for
commercial enforcement. Conducted a
commercial check point in Palo Alto.
35
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Reduce injury accidents by 3 percent.-17.3%3%-15%
1 17.3 percent increase reflects a total of 230 injury accidents and 2 fatalities out of 871 total accidents. No
visible signs of injury were identified in over 60 percent of the reported injury accidents.
Key Plans Progress:
Provide public understanding of policing
policies and techniques by establishing a
Citizen Police Academy.
Participate with Community Services in
the sporting activities underway through
the Safe Summer program.
Provide three Delinquent Awareness
Prevention presentations to parental
groups.
Implement recommendations as
developed by the Ad Hoc Youth Violence
Committee and approved by Council.
Citizen Academy established and first
session completed with eight residents
attending.
Presented women’s self defense class.
Participated in the Outlet Program
designed to provide alternate activities for
middle school youth. Assisted in the
opening of the Teen Center.
Conducted one presentation to over 60
participants, including parents, teachers,
school officials, businesses, non-profit
organizations, probation officers and other
law enforcement agencies.
Committee has completed its educational
process concerning current available
programs and began formulating
recommendations for a coordinated city-
wide program to include participation by
the City, PAUSD, businesses, and other
agencies and organizations.
36
IMPACT MEASURES QTR 1 & 2 1995-96 i 1995-96
ACTUALS BUDGET ,ESTIMATED
1.Increase participation in the number of youth in 6% 25%,I 25%
the Explorer program by 25 percent.
i2.Reach 60 students with Drug Awareness 0 60 I 0
Resistance Education training
Recruiting efforts have failed to produce desired results.
Efforts have been curtailed as the department evaluates possible transition to Gang Resistance And Education
Training (GREAT) program. GREAT reaches a larger group of students, is more inclusive, and contains a drug
resistance component.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.32.0/2.0 48/3 48/3Notify affected businesses and residences of
identified violent crime trends within 48 hours and
non-violent crime trends within 3 days after
identification of trend.
!.Midyear actuals are based on 3 violent crime trends and 2 non-violent crime trends.
Key Plans Progress:
Validate and implement the revised entry
level police hiring process.
Develop a "Wellness Program" to
emphasize the importance of physical
fitness and reduce injuries, worker’s
compensation and!or medical retirement
claims.
Implemented and validated the revised
entry level police hiring process.
Fifty-five employees took. advantage of an
individual health assessment. Training
presented to all police officers on fitness,
stress reduction, ergonomics and health.
To date, department reported injuries have
been reduced 20 percent.
37
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATEDi
1.Investigate and notify 75 percent of complainants 55%75%60% I
of outcome within 20 days.
1.Lower than estimated percentage due to delays in the initial investigation of the complaint. Steps have been
taken to speed up process.
IMPACT MEASURES
.i
1.Maintain a vacancy rate of no more than 4 percent l
for sworn personnel and 2 percent for non-sworn
personnel.
QTR 1 & 2
ACTUALS
.5%/4%
1995-96
BUDGET
4%/2%
1995-96
ESTIMATED
4%/4%
Lower than estimated vacancy rate for sworn personnel due to agreement with Human Resources to begin
hiring process in anticipation of pending retirements. Higher than estimated vacancy rate for non-sworn
personnel due to difficulties in recruiting qualified candidates for Police Supervisor in Communication Services
and Volunteer Coordinator.
Key Plans Progress:
Implement a 24 hours/day "on-line"
access to pet identification records
through the conversion of the dog license
files from the Cities of Palo Alto,
Mountain View, Los Altos and Los Altos
Hills to a data base accessible to Palo Alto
dispatchers. This will facilitate pet
identification to return pets to their
owners more quickly.
Initiate a "Pet of the Week" photograph in
the Palo Alto Weekly to increase the
percentage of adoptable pets adopted.
Current compmer system configuration at
Animal Services cannot accommodate
"on-line" access. As a substitme measure,
dispatchers will receive updated primed
copy of all dog licencing information.
Project cost prohibitive. Initiated
discussions with local newspapers to
donate space on a weekly basis.
38
Create a pet recovery, adoption and care
directory for Palo Alto’s Home Page on
the Internet.
Identified department volunteers with
necessary skills to work on project¯ Draft
of home page anticipated in the third
quarter.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALSI BUDGET ESTIMATED
1.Maintain the rate of adopted animals returned to 3.0%5%5%
the shelter at less than 5 percent.
2.Present a humane education program to 100 0 11 100 500
children in the Palo Alto schools.
3.Increase the number of animals at the shelter that 15.3% f 5%5%
are united with their owners by 5 percent.
1.Percentage based on 300 animal adoptions. This impact measure tends to be seasonal in nature. A greater
share of the animals are adopted in the summer, with returns occurring a few months later.
2.Original goal of 100 children was set when City staff planned on providing humane education. Past agreements
with the Palo Alto Humane Society required the organization to present humane education classes to 125
children each month in the Palo Alto Schools. To date, the department has not received any records indicating
progress in this area. Successful completion of this impact measure is dependent upon the PAHS providing the
classes.
3.Increase reflects the large number of animals lost and returned to their owners due to the recent winter storms.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
¯-.~Yo 5%5%1 Provide a shelter program hygiene program to
keep disease outbreak at the shelter at less than 5
percent of the total animals handled.
1.Less than anticipated percentage of diseased animals due in part to a lack of previous statistical information.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Respond to 95 percent of requests for service 63%95%85%
within 45 minutes.
39
1.Lower than estimated on time ..sponse to requests are due in part to the higher .n anticipated number of
requests and animals handled.
Key Plans Progress:
implement an attendant parking lot for
Downtown Parking Lot S for one year and
evaluate the effectiveness.
Administer a one year trial of the "sleeper
parking" ordinance in the downtown
district and evaluate the effectiveness,
including an analysis of the program:s
impact on the surrounding neighborhoods.
This ordinance is intended to open up
access to the most convenient parking
spaces in the downtown area, which are
frequently monopolized by "sleeper"
parking.
Council approved contract agreement.
Lot opened in December. Senior Center
allowed ten spaces for all day parking.
Staff will evaluate entire concept after
four months of experience.
Program effective in increasing available
parking. To date, their has been a 3
percent violation rate and 50 percent
reduction in citations issued in the
downtown area.
IMPACT MEASURES QTR 1 & 2 1995-96 i995-96
ACTUALS BUDGET ESTIMATED
1.Achieve a 75 percent compliance for parking time 97%75%95%
limits.
2.Resolve overnight parking issues within 5 2.5 5 5
working days of receipt of the complaint.
!.Higher than estimated compliance rate due to success of the color zone parking program.
2.Lower than anticipated number of days to resolve parking issues are due in part to the low number of
complaints in the second quarter which were less complex than had been anticipated.
4O
Key Plans
Initiate "Special Events" team meetings
with other City departments on a regular
basis to resolve issues to streamline the
event permit process and to ensure
effective coordination of community
special events.
Educate the public and City staff on the
special event planning process through the
distribution of the "Planning a Special
Event" brochure.
Progress:
Team meetings have occurred monthly to
successfully plan numerous events
including, Stanford University
Homecoming Parade, Downtown Street
Fair, California Avenue Street Fair, and
the American Diabetes walkathon.
Distributed brochures to the public and
event organizers, resulting in a more
organized and through proposal.
Assist in the development and distribution
of a citywide special events calendar to
the public via the Internet.
Specia!. events calendar has been
compiled and will be posted in the
beginning of the third quarter.
IMPACT MEASU~S
1.Maintain an attendee/calls for service ratio of less
than 1 percent at City sponsored events.
QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
.16%1.00%.20%
1.Attendee/calls for service ratio is less than anticipated due in part to a lack of history in the original projections
and the coordinated planning efforts of the participating departments. To date, approximately 18,000 attendees
have participated in City sponsored special events.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Maintain an attendee/calls for service ratio of less .01%1.00%.10%
than 1 percent at special events.
1.Attendee/calls for service ratio is less than anticipated due in part to a lack of history in the original projections
and the coordinated planning efforts of the participating departments. To date, approximately 128,000 people
have attended non-city sponsored events.
41
IMPACT MEASURES
1.Maintain an attendee/calls for service ratio of less
than 1 percent at Stanford University sponsored
events.
QTR 1 & 2
ACTUALS
.00%
1995-96
BUDGET
1.00%
1995-96
ESTIMATED
.01%1
1.Attendee/calls for service ratio is less than anticipated due in part to a lack of history and the coordinated
planning efforts of the participating departments. To date, approximately 284,000 people have attended seven
Stanford events which required PAPD planning and assistance.
Key Plans Progress:
Establish a five-year plan to identify
information needs and requirements.
Design and implement a plan to improve
the performance of critical public safety
applications.
Streamline the implementation of Intemet
and police/law enforcement bulletin board
access and distribution of police
information to Palo Alto’s citizens.
Project to commence once CAD system is
completed.
: Submitted CIP request for a new police
records management system. Upgraded
personal computers and streamlined set-
up to minimize breakdowns. Prepared
notebook computers for installation in
vehicles. Detailed upgrades to optical
imaging system.
Posted critical information regarding
serial rapist. Defined PAPD home page
and links. Identified layout and contents
for a Palo Alto Animal Services home
page.
IMPACT MEASURES
1.Increase the accessability of on-line information to
patrol officers in the field by 50 percent.
QTR 1 & 2 1995-96
ACTUALS ESTIMATED
100%
1995-96
BUDGET
50%300%
1.Higher than estimated increase due to a concentrated effort to install computers in all patrol vehicles by the end
of the fiscal year to provide officers the ability to access law enforcement information, communicate car-to-car,
and prepare for the implementation of a Computer Aided Dispatch System.
42
Key P~,ms and Impact Measures Report
for the First and Second Quarters 1995-96
Public Works
Key Plans
Complete the design of bicycle and
vehicular improvements at the Page Mill
Road and Foothill Expressway
intersection.
¯ Review and update maintenance standards
as appropriate for streets designated as
bicycle routes.
Progress:
Design has been delayed one year to
accommodate the completion of a sound
wall study by Stanford. This key plan
will be included in the 1996-97 Budget.
In consultation with the Palo Alto Bicycle
Committee, the completed 1995
Resurfacing Program included
improvements to bicycle routes on
Addison Street and Newell Road.
Upgrade double yellow lines with raised
pavement markers.
Implement an updated Pavement
Management Maintenance System
computerized program.
Project to begin late spring 1996.
Implementation of a new program will be
completed by summer 1996, after a
survey of the City street condition.
Key Plans
Complete the third year of the Council
adopted ADA transition plan.
Progress:
The third year ADA transition p!an has
been completed.
IMPACT MEASURES QTR 1 & 2 1995-96
ACTUALS
1.Inspect 95 percent of requests for sidewalk repair 79.6%
within 3 working days.
43
IMPACT MEASURES
2.Provide 90 percent of temporary repairs to
sidewalks within 10 working days of initial
inspection.
QTR 1 & 2 t 1995-96
ACTUALS BUDGET
75%90%
1995-96
ESTIMATED
90%
1.More time and actua! experience are needed before the appropriate level ofthis impact measure can be
assessed.
2.More time and actual experience are needed before the appropriate level ofthis impact measure can be
assessed.
Key Plans
Implement Council approved Tree Task
Force recommendations to the extent
possible within the approved 1995-96
funding limits.
Seek additional funding for tree planting
through application to various federal and
state grant programs.
Progress:
The Tree Task Force proposal was
presented to Council in December 1995.
The program was denied funding for
1996.
Key Plans
Construct seismic structural
improvements to the Senior Center
Building.
Progress:
Construction is underway and
improvements are scheduled to be
completed by May 1996.
44
Construct required American with
Disability Act (ADA) improvements to
the interiors of City buildings.
Implement the first phase of an
Infrastructure Management Program
including data base identification and
infrastructure inventory.
Replace roofs on the Municipal Service
Center Buildings A and B.
Complete design for replacement of Civic
Center chiller.
A construction contract has been awarded
and ADA improvements to the main
library will be completed by April 1996.
The study is underway and the first phase
of the Infrastructure Management
Program will be completed by summer
1996.
Completed Buildings A, B, and C.
Will be completed in second half of the
fiscal year.
Key Plans
Participate in implementing a cross
departmental automated plan review sign-
off process.
Publish and utilize a standard conditions
list for private developers.
Provide timely plan review and input to
the Stanford West and Palo Alto Medical
Clinic developments.
Progress:
A peer review sign-off has been
incorporated into the standardized permit
system key plan.
As part of the Plan Review Committee, a
list of standard conditions has been
completed.
The planning application plans and EIR
documents have been reviewed for
Stanford West and the Palo Alto Medical
Clinic.
Participate in developing a standardized
permit system.
As part of the Plan Review Committee, a
consultant study is underway to develop a
streamlined tracking system. Work will
be completed in FY 1996-97.
45
Key rlans and Impact Measures Report
for the First and Second Quarters 1995-96
UTILITY FUNDS
Electric Fund
Key Plans
Convert all of the remaining series
incandescent street light to high-pressure
sodium lights.
Develop plans for consideration by the
ARB for relocation and replacement of all
of the traffic signal controllers in the
downtown, including the replacement of
old style poles along University Avenue.
Progress:
To date 255 of the 1,200 remaining series
street lights have been converted to high
pressure sodium. Due to unexpected
problems in the conduit systems
approximately 300 lights scheduled for
conversion will not be converted this
fiscal year.
Plan development for ARB review has
been canceled due to a system study being
performed by transportation on traffic
signals.
IMPACT MEASURES
l.Have zero instances of when more than 6 street
lights (of6,000) remain non-operational in a 24-
hour period.
QTR 1 & 2
ACTUALS
1995-96
BUDGET
1995-96
ESTIMATED
1.The five instances of six street lights being non-operational in a 24-hour period were due to situations where the
wiring serving the street lights was damaged. In these situations, the time to locate the problem, excavate, and
repair the wiring took longer than 24 hours.
46
Key Plans
¯Develop the 1995 Electric Integrated
Resource Plan (IRP) in time for submittal
to the Western Area Power
Administration in April 1996.
Progress:
Postponed completion date to September
1996 due to delays in issuing final
guidelines by Western that extended
Western’s deadline until November 1996.
Monitor the California Public Utilities
Commission’s proposal to deregulate the
electric utility industry. Develop a plan,
by July 1996, to prepare for the increasing
competition in the electric utility industry.
Monitoring the CPUC electric
restructuring proceeding. The CPUC
issued a revised plan on December 20,
1995. Staff is preparing a plan and
recommended policy guidelines for
Council approval in April 1996.
Oppose the federal proposals to sell the
Western Area Power Administration,
which is our largest source of electric
supply. If the sale proceeds, pursue
efforts to ensure that the outcome is
favorable, or at least neutral, to Palo Alto.
Conduct surveys of major market
segments to assess customer needs and to
establish baseline customer satisfaction
levels and develop marketing products
and services to respond to increasing
competitive pressures and customer needs
by July 1996.
Actively opposed efforts to sell the
Western Area Power Administration.
Proposals to sell Western were not
included in the federal FY 96 budget, but
could be resurrected in the future. Staff
continues to pursue efforts to ensure that
possible future sales would be favorable
to Palo Alto.
Developing an MIS system to store
important customer information.
Completion date is 3rd quarter 1995-96.
Developing a comprehensive customer
satisfaction program survey. Surveying to
be done in 4th quarter.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS ~BUDGET ESTIMATED
1.Forecast customer electric usage within 3 percent -2.7%4-3%4-3%
of peak consumption and 2 percent of total
consumption.
1.Actuals are within the forecasted range.
47
IMPACT MEASURES
1.Achieve 95 percent of the Utilities’ annual
resource goals identified and approved in the
Integrated Resource Plan (IRP).
QTR 1 & 2
ACTUALS
50%
1995-96
BUDGET
95%
1995-96
ESTIMATED
100%
!.The programs are being implemented. Actuals to date are estimates since program evaluation won’t be
conducted until the end of the fiscal year. Existing program development is currently on track. Future
programs will be presented to the Utility Advisory Commission in the spring of 1996.
Key Plans Progress:
Implement operational changes and
business process improvements identified
and targeted for 1995-96 in the Business
Process Reengineefing Study.
Coordinate the design of application
software for users of the Customer
Information System (CIS) project.
As most of the remaining changes relate
to the CIS (Customer Information
System) development project
implementation is tied to CIS.
The CIS project is behind .schedule, and is
not yet at the application software
development stage.
Introduce new utilities bill statement in a
contemporary format before January 1,
1996.
Implement and evaluate the effectiveness
of the automatic meter reading pilot
project to increase customer satisfaction
and achieve timely billing.
Complete a comprehensive cost-of-
service study to design specialized electric
rates and position the utility to compete
with other power producers.
New bill statement is scheduled for
implementation with February 1, 1996,
bills.
RFP to be released early in 4th quarter.
RFP was completed and consultant
selection process is underway.
48
IMPACT MEASURES
Maintain uncollectible charges per revenue dollar
at least 30 percent below the Public Power
Systems average.
QTR 1 & 2
ACTUALS
83%
1995-96
BUDGET
30%
1995-96
ESTIMATED
75%
2.Maintain an average time for customer calls 15 seconds 36 seconds 30 seconds
placed on hold of under 36 seconds.
1.Actuals are 176 percent higher than anticipated. Budget is being revised to 75 percent below Public Power
Systems average to better reflect actual experience.
2.Actuals are 58 percent higher than anticipated. Staff has been especially diligent in answering telephone
inquiries promptly.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Exceed industry standard for meter reader 4.3%2%3.5%
performance by at least 2 percent.
1.Newly hired meter reader was trained considerably faster than anticipated; also experienced fewer days of rain
than were expected.
Key Plans Progress:
Install the substructure and underground
electrical system necessary to convert the
overhead distribution system to
underground in the area south of San
Antonio Road near Charleston Avenue.
Purchase and install new 12 kV substation
switchgear and transformers at the Alma
Substation and install an architectural
facade at the facility along Alma
Substation
Substructure design and easement
acquisition is in progress. Substructure
installation contract will be awarded in
the current fiscal year.
Transformer bids have been accepted and
a purchase order is in the process of being
issued. Engineering design will be
completed this fiscal year with installation
of the transformers occurring in the next
fiscal year.
49
Upgrade the electric supervisory Control
and Data Acquisition (SCADA) master
station operator consoles and
communications hardware in the Utilities
Control Center (UCC) at the Municipal
Service Center.
Install a transformer to complete the
capacity increase at the Hansen Way
Substation.
Install a replacement transformer at
Hanover Substation.
Proposals for work are currently being
evaluated. Contract award is expected in
the 3rd quarter.
Transformer installation has been
completed.
Transformer bid has been accepted and
the purchase order is in the process of
being issued. Engineering design will be
completed this fiscal year with installation
of the transformers occurring in the next
fiscal year.
IMPACT MEASURES
Expand substation and subtransmission capacity, to
assure that zero customers outages occur as a
direct result of single substation or
subtransmission system failure.
QTR 1 & 2
ACTUALS
1995-96
BUDGET
0.00
1995-96
ESTIMATED
1.A wire came loose in the protective relay system at Colorado substation, causing the 60kV breakers at the
Colorado and Park Boulevard substations to open; as a result, customers were dropped.
50
Key P..as and Impact Measures Report
for the First and Second Quarters 1995-96
Gas Fund
Key Plans
Update tl~e Gas Integrated Resource Plan
to incorporate new supply, transportation,
storage, and contract structuring options.
Negotiate natural gas supply and
transportation agreements for a two-year
term to minimize and mitigate supply
costs.
Progress:
De-emphasized the integration of supply
resources and demand-side management
programs. Development of supply
portfolio plan and DSM program is in
progress.
This was accomplished in December
1995.
Conduct surveys of major market
segments to assess customer needs and to
establish baseline customer satisfaction
levels and develop marketing products
and services to respond to increasing
competitive pressures and customer needs
by July 1996.
Developing an MIS system to store
important customer information.
Completion date is 3rd quarter 1995-96.
Developing a comprehensive customer
satisfaction program survey. Surveying to
be done in the 4th quarter.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Forecast customer gas usage within 5 percent of -7%±5%+1%, -10%
actual usage.
l.Lower gas consumption is due to unusual dry and warm winter weather. The probability of catching up in
February and March is low. Expect low overall consumption for the year. Forecast will be revised with the
Midyear Report to reflect lower usage.
5t
IMPACT MEASURES QTR 1 & 2
ACTUALS
1995-96
BUDGET
1.Achieve 95 percent of the Utilities’ annual
resource goals identified and approved in the
Integrated Resource Plan.
1995-96
ESTIMATED
0%95%0%
1.There were no gas DSM programs identified by the Gas IRP for implementation during this period. Impact
measure should be deleted, since Key Plans (above) more accurately reflect the emphasis in this area.
Key Plans Progress:
Implement operational changes and
business process improvements identified
and targeted for 1995-96 in the Business
Process Reengineering Study.
Coordinate the design of application
software for users of the Customer
Information System (CIS) project.
Introduce new utilities bill statement in a
contemporary format before January 1,
1996.
Implement and evaluate the effectiveness
of the automatic meter reading pilot
project to increase customer satisfaction
and achieve timely billing.
As most of the remaining changes relate
to the CIS (Customer Information
System) development project
implementation is tied to CIS.
The CIS project is behind schedule, and is
not yet at the application software
development stage.
New bill statement is scheduled for
implementation with February 1, 1996,
bills.
~RFP to be released early in 4th quarter.
52
Key Plans
Design and construct Department of
Transportation-mandated and National
Electrical Code safety improvements for
Gas Station Number 2, located at Alma
Street and Oregon Expressway.
Design and construct gas main
replacements on sections of San Antonio
Road, Louis Road, Greer, Ferne, Ely
Place, Alma Street, Hamilton, Nathan,
Gailen Grove, Bibbits, Corina, Marion,
Waverley, E1 Camino Real, West
Meadow, Lundy, Charleston Court, May
Court, Keats Court, and Byron Court.
Work with the City Fleet Manager to
purchase 39 Compressed Natural Gas
(CNG) fuel vehicles as part of the City
fleet replacement program.
Progress:
Building design complete, awaiting staff
approval from the Planning Department to
proceed with construction.
Design approximately 25 percent
complete.
OEM (Original Equipment Manufacturer)
vehicle manufacturers (Ford and
Chrysler) have not taken orders for CNG
vehicles as advertised. Anticipate
acceptance of orders late January to mid
February 1996.
53
Key Plans and Impact Measures R~.port
for the First and Second Quarters 1995-96
Refuse Fund
Key Plans
Direct two-thirds of Palo Alto’s solid
waste stream to the Sunnyvale Materials
and Recovery Transfer Station (SMART)
to achieve additional 15 percent waste
recycling diversion goal.
Add one new material to the recycling
curbside collection program.
Progress:
Approximately 61 percent of Palo Alto’s
solid waste is being directed to the
SMART and 14 percent of the waste is
being diverted as recyclables. The figures
are less than expected due to equipment
problems at SMART and increases in the
cost to direct the waste to Sunnyvale.
Household batteries are now collected
curbside for all single family homes and
apartment complexes with fewer than five
units.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Annually recover 10 tons ofrecyclable materials 7.1 10 10
from the landfill disposal area.
1.The original estimate did not include inert solids and a majority of what is now being recycled at the landfill is
inerts from construction projects.
54
Key Plans
Conduct a needs assessment and site
evaluation at the former Los Altos
Treatment Plant site for the refuse,
collection, hauling and disposal
operations.
Progress:
This project was completed in December
1995.
Key Plans
~Remove 2,400 tons of leaves from City
streets and properties for composting.
Progress:
As of November 30, 1995, 720 tons of
leaves were removed.
55
Key l’~ans and Impact Measures R,.dort
for the First and Second Quarters 1995-96
Storm Drainage Fund
Key Plans
Complete upgrade of six storm drainage
pump stations.
Design local storm drainage
improvements in the Barron 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.
Progress:
75 percent of the upgrade project will be
completed in FY 1995-96.
Consultant design will start in late FY
1995-96 and be completed in FY 1996-
97.
The outreach effort was completed in
December 1995. A report will be
prepared for Council after the technical
review of the system is completed by the
Utilities Advisory Commission.
56
Key Pl.ns and Impact Measures Report
for the First and Second Quarters 1995-96
Wastewater Collection Fund
Key Plans
Implement operational changes and
business process improvements identified
and targeted for 1995-96 in the Business
Process Reengineering Study.
Coordinate the design of application
software for users of the Customer
Information System (CIS) project.
Progress:
As most of the remaining changes relate
to the CIS (Customer Information
System) development project
implementation is tied to CIS.
The CIS project is behind schedule, and is
not yet at the application software
development stage.
Introduce new utilities bill statement in a
contemporary format before January 1,
1996.
New bill statement is scheduled for
implementation with February 1, 1996,
bills.
IMPACT MEASURES
1.Receive fewer than 35 complaints annually
regarding services provided-by the City’s
contractor to clear sewer laterals.
QTR 1 & 2
ACTUALS
7 complaints
1995-96
BUDGET
35 complaints
1995-96
ESTIMATED
15 complaints
1.Actuals are 60 percent higher than anticipated; contractor was carefully chosen for service criteria as well as
cost. Impact measure for FY 1996-97 is being revised downward to 20 complaints per year to reflect actual
experience.
57
Key Plans
Complete construction ofwastewater
collection system rehabilitation project in
Southgate area.
Replace wastewater collection mains on
San Antonio Road from Byron to East
Charleston Road, Middlefield Road from
Everett to Channing, Amarillo from
Elmdale Place to East Bayshore Road and
at San Antonio Road and Transport
Avenue.
Progress:
Project is ready for construction.
Contractor is preparing detailed
installation procedures for cured in place
pipe.
Project is in the design stage.
Approximately 30 percent completed.
The contract will be awarded by .Council
by June 30, 1996.
Rehabilitate wastewater collection system
in the College Terrace area and the
Chimalus trunk main which includes
work on Lima Way, Laguna and
Chimalus to E1 Camino Real.
Project is in the design stage.
Approximately 20 percent completed.
58
Key P,.ns and Impact Measures Report
for the First and Second Quarters 1995-96
Wastewater Treatment Fund
Key Plans
Conduct a copper removal improvement
investigation. Will investigate chemical
additives and minor process equipment
changes ("jar testing" and "pilot testing").
Install and program four new logic
controllers for alarm monitoring and
process control of plant operations and
equipment.
Clean and repair joints of the 72 inch
interceptor sewer main. This Capital
Improvement Program (CIP) will remove
sand and debris from the main interceptor
sewer.
Progress:
Jar testing completed; investigation of
minor process equipment changes is on-
going.
Three PLC currently installed; two have
been programmed.
This is a multi year CIP project with three
phases; phase 1 to inspect and prepare
specifications is in progress.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Keep the consumption of natural gas below 35 47 35 47
therm/million gallons based on an annual average.
1.The impact measure was set too low; it should be 45. However, gas use is up slightly due to additional water in
the sludge being conveyed into the incinerator. The current CIP to replace the conveyors will help reduce the
excess water and should reduce gas usage in 1996.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Bid 80 percent of all projects in the year they are 60%80%60%
budgeted for construction.
59
1.Five projects were budgeted for 1995-96; three have been bid; the other t~vo are multi-year projects and will
not go to bid until next year.
Key Plans Progress:
With other South Bay communities,
complete site specific studies for
discharge limits.
Work with regional agencies to evaluate
and achieve more reasonable standards for
discharge limits to San Francisco Bay.
Implement permit streamlining and
financial incentive programs to create
"business friendly" components of
regulatory programs.
Completed studies demonstrating that
several site-specific copper objectives and
corresponding effluent limits are
scientifically defensible. Work with other
South Bay cities and regulatory agencies
during the second half of the fiscal year
will determine what additional data
collection is needed.
A workgroup with appropriate agencies
has been formed and meetings are
ongoing.
The Clean Bay Business Program has
been modified to include new and positive
incentives for compliance with the City
ordinance.
6O
Key I~...ns and Impact Measures Report
for the First and Second Quarters 1995-96
Water Fund
Key Plans
Evaluate the marketability and
comparative value of reclaimed water in
relationship to the Hetch Hetchy water by
the end of the fiscal year.
Conduct surveys of major market
segments to assess customer needs and to
establish baseline customer satisfaction
levels; and complete the development of
the Resource Conservation Marketing
Plan to provide strategic direction for
future program offerings by July 1996.
Progress:
Several reports were submitted to the
UAC. Comprehensive study was
postponed as a result of the delay of the
reclaimed water project.
Developing an MIS system to store
important customer information.
Completion date is 3rd quarter 1995-96.
Developing a comprehensive customer
satisfaction program survey. Surveying to
be done in 4th quarter.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Forecast customer water usage within 10 percent +6.5%4-10%+10%, -2%
of actual usage.
1.The year has been unusually dry; however the difference is within the forecasted range.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Achieve 95 percent of the Utilities’ annual
resource goals identified and approved in the
Integrated Resource Plan.
0%95%0%
1.Water DSM programs were put on hold awaiting an improvement in water revenues. Impact measure will be
deleted for remainder of fiscal year 1995-96.
61
Key Plans
Implement operational changes and
business process, improvements identified
and targeted for 1995-96 in the Business
Process Reengineering Study.
Coordinate the design of application
software for users of the Customer
Information System (CIS) project.
Introduce new utilities bill statement in a
contemporary format before January 1,
1996.
Implement and evaluate the effectiveness
of the automatic meter reading pilot
project to increase customer satisfaction
and achieve timely billing.
Progress:
As most of the remaining changes relate
to the CIS (Customer Information
System) development project
implementation is tied to CIS.
The CIS project is behind schedule, and is
not yet at the application software
development stage.
New bill statement is scheduled for
implementation with February 1, 1996,
bills.
RFP to be released early in 4th quarter.
62
Key Plans
Complete installation of water main
replacements in Southgate and College
Terrace areas. Design and replace water
mains on sections of Tasso, Byron,
Middlefield Road, Kipling, Cowper, Ash,
and Kellogg streets.
Complete the removal and replacement of
the interior and exterior coatings on
Montebello Reservoir. Install corrosive
control measures on Park Reservoir.
Perform fence and driveway maintenance
at Corte Madera, Park, Dahl and
Montebello reservoirs.
Progress:
Completed the water main replacement
projects in the Southgate and College
Terrace areas. Design of streets in Key
Plans are 90 percent completed.
Contract for coating replacement to begin
in March 1996. Design for fence,
driveway maintenance and corrosive
control measures of reservoirs mentioned
in key plan will be implemented in June
1996.
63
Key Plans and Impact Measures Report
for the First and Second Quarters 1995-96
INTERNAL SERVICE FUNDS
Vehicle Replacement and Maintenance
Key Plans
Identify vehicles and equipment
scheduled for replacement that may be
purchased from the manufacturer with
Compressed Natural Gas(CNG) systems.
(Partial funding over two years will be
provided from Utilities/Gas CIP to
purchase 69 vehicles with dedicated
CNG.)
Complete second year CIP Vehicle
Management System which includes
installing monitoring equipment on 150
vehicles and developing custom reports
for. management.
Progress:
28 vehicles were targeted for CNG within
all vehicles bid for replacement in
November 1995. Inadequate responses
from dealers has postponed purchase
plans until February 1, 1996. Plans are to
use State contract pricing or rebid to
dealers supporting CNG programs.
220 vehicles will be upgraded to onboard
monitoring with wireless system pending
Council contract approval in Janu.ary
1996.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
I.Replace 95 percent of vehicles within 6 months of
the scheduled replacement for vehicles meeting
replacement criteria.
65%95%95%
1.On schedule, except for about 28 vehicles proposed for CNG purchases due to manufacturers delayed response
during the first two quarters.
64
Key Plans
Develop a master plan for fuel storage and
fuel altematives (CNG and Electric
expanded use.)
Identify oppommities to offset costs by
providing maintenance service for outside
agencies including joint use of fueling
facilities.
Progress:
No report developed at this date.
No report developed at this date, however
there may be some joint use from the
pending Fire Consoladation Study.
IMPACT MEASURES QTR 1 & 2 1995-96 1995-96
ACTUALS BUDGET ESTIMATED
1.Provide departments with 12 usage, accident and 0 12 7
repair cost data reports which summarize
exceptions of either under-utilized or excessive
use vehicles.
1.This is a new report format that has not been developed. It should be in place by February 1996.
65
Key PLans and Impact Measures R~vort
for the First and Second Quarters 1995-96
Printing and Mailing Services
Key Plans
Prepare a proposal for a central city
graphics service to produce quality design
materials with improved ram-around
time, and implement if approved.
Install new postage machine with
weighing capabilities, allowing the City to
take advantage of lower mail rates.
Progress:
Staff changes have required postponement
of this proposal until fiscal year 1996-97.
Machine in operation. Although postage
savings have not been large, process times
have been reduced, allowing the
allocation of more staff time to an
increased bulk mail workload.
66