HomeMy WebLinkAbout1996-10-01 City CouncilTO:
of Pa!lo All o
HONORABLE CITY COUNCIL
ATTENTION:FINANCE COMMITTEE
FROM:CITY MANAGER DEPARTMENT:ADMINISTRATIVE
SERVICES
AGENDA DATE:
SUBJECT:
OCTOBER 1, 1996 CMR:394:96
1995-96 YEAREND REPORT ON DEPARTMENT
ACCOMPLISHMENTS ON MISSION DRIVEN BUDGET KEY
PLANS AND IMPACT MEASURES
REOUEST
Staff requests that the Finance Committee review department achievements on Mission
Driven Budget key plans and impact measures for fiscal year 1995-96 and forward the report
to the Council for approval. _,
EXECUTIVE SUMMARY
Periodic performance reporting on key plans and impact measures to Council by City
departments is an integral component of the Mission Driven Budget (MDB). It is through
these performance measures that staff are held accountable to use budgeted appropriations
to perform services. In addition, these measures were designed to allow the public to see
what services their tax dollars were purchasing.
Earlier this year, Council received the Midyear Progress Report (CMR: 176:96) on key plans
and impact measures, which detailed departmental performance in the first and second
quarters of 1995-96. All City departments have again submitted information on the status
of their key plans and impact measures for 1995-96, which is summarized in the attached
report. The format of the Yearend Report differs somewhat from that of the Midyear
Progress Report, in order to provide more global information on department achievements
rather than focussing only on those exception areas where original goals were not met.
CMR:394:96 Page 1 of 2
The first section contains each department’s report on key plans. This is prefaced by a
department or fund overview, which is designed to report on tasks accomplished outside the
scope of the department’s original key plans, as well as on key plans which are viewed as
being especially critical. This report is followed by an attachment in which each department
or fund reports on impact measures. As was true in the Midyear 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, 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 their measures at
midyear, the adjusted measure is reflected in the table column, "1995-96 Adjusted Budget,"
but not in the narrative description of the impact measure. In some cases, departments have
reported on impact measures which were added to the 1996-98 Adopted Budget but for
which they began tracking information in the 1995-96 budget year.
ATTACHMENTS
Attachment A:
Attachment B:
Key Plans (General and Enterprise Funds)
Impact Measures (General and Enterprise Funds)
PREPARED BY: Shannon Gaffney, Senior Financial Analyst
DEPARTMENT HEAD APPROVAL:
CITY MANAGER APPROVAL:
Deputy City Manager,
Services
CC: n/a
CMR:394:96 Page 2 of 2
ATTACHMENT A
KEYPLANS : GENERAL AND ENTERPRISE I~’UNDS
DEPARTMENT OVERVIEW
In 1995-96 the City Attorney’s Office supported a number of ongoing City activities, including: examination of
land use issues; analysis of electric industry restructuring; analysis of telecommunications issues; and major
personnel litigation. New projects undertaken by the City Attorney’s Office in 1995-96 include: developing an
outside counsel arrangement to handle specialized services for the Utilities Department; analysis of street
behavior in the University Avenue area; support of the Midtown Revitalization effort; and involvement in rental
housing stabilization efforts.
KEY PLAN REPORTING
FUNCTIONAL AREA: CONSULTATION AND ADVISORY
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
(PAMF) applications.
Participate in refuse collection contract
negotiations, if initiated.
PROGRESS
El Reviewed and commented on drafts of the
Comprehensive Plan. In addition, issued three
major written reviews on initiative/referendum,
Measure R, and school fees.
El Provided advice to and conducted extensive
review of documents for the Planning
Commission in regard to two applications. Also
provided conflict of interest advice to reviewing
boards and commissions.
E! Negotiations not initiated.
FUNCTIONAL AREA: LITIGATION AND DISPUTE RESOLUTION
KEY PLANS PROGRESS
Develop comprehensive written policies and
procedures to document liability claims handling
practices.
Develop management reports for liability trend
analysis.
First internal review completed November 1995.
Final draft not yet completed due to revised
priorities.
Internal review ongoing. Final reports delayed
pending delivery of claims reporting software
enhancements.
FUNCTIONAL AREA: OFFICIAL AND ADMINISTRATIVE DUTIES
KEY PLANS
Prepare nuisance abatement ordinance revisions.
PROGRESS
Began to develop recommendations for major
revisions to code enforcement, but ordinance
revisions deferred to 1996-97 pending resolution
of several budget and policy questions.
DEPARTMENT OVERVIEW
In 1995-96 the City Auditor’s Office continued to promote accountability and improve the effectiveness and
efficiency of City government by providing City management with many recommendations for improving
operations as well as ensuring establishments of proper internal controls. The City Auditor issued a report on
Contract Administration which identified significant control weaknesses in the City’s contracting process. In
. another audit, the City Auditor recommended improvements over ttie management of the City’s heavy vehicle and
equipment fleet, including the identification of over $300,000 in underutilized units that were recommended for
reassignment or elimination from the fleet. Additionally, the sales tax review program resulted in the
identification of over $100,000 in sales tax receipts owed to the City. Finally, the Auditor’s Office also made
significant progress in completing the audits of Code Enforcement, Building Inspections, and Contract Change
Orders and Payments.
KEY PLAN REPORTING
FUNCTIONAL AREA: PUBLIC INFORMATION
KEY PLANS PROGRESS
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 identified by this model.
During the fiscal year the risk assessment model
was completed. However, several of the key
variables, such as increases in expenses or
decreases in revenue and differences between
actual results, are obtained from the budget and
other financial documents. Since this was the first
year of the MDB budget format, comparative
information was not available. As such, it was not
possible to use the model in developing the
current audit plan, but it will be used in preparing
next year’s plan.
DEPARTMENT OVERVIEW
In 1995-96 the Office of the City Clerk had a number of accomplishments in the publi~c communication area,
including: hiring public communications consultants to develop a public communications plan and prepare a logo
for City press releases; cablecasting nonprofit organizations’ videos; developing an informational calendar,
presentation cards for city pins, and creative graphical invitations; developing programs for events; writing press
releases; writing articles for the League of California Cities and Peninsula Division newsletters; and coordinating
communications activities with the City Manager. Other accomplishments by the Office of the City Clerk
include: holding November General/Special Elections; implementing a Domestic Partnership Registry; and
preparing a Request for Proposal to make Palo Alto’s Municipal Code available on-line.
In the area of Citywide Records and Information Management, the City Clerk’s Office: completed reorganization
of the Records Center; prepared and received Council approval on schedules for departments’ records retention;
and coordinated a Citywide destruction of records in accordance with these schedules. Cable administration
accomplishments included: attendance at the Cable Co-op’s Board of Director meetings; distribution of the
franchise fee; follow up on cable complaints; participation in the telecommunications utility activities; response to
the Joint Powers agencies; and review of the Telecommunications Act of 1996 and legislative bills.
KEY PLAN REPORTING
FUNCTIONAL AREA: PUBLIC INFORMATION
KEY PLANS PROGRESS
Contract with a public communications consultant
to enhance ongoing public communication efforts
and develop a Public Communications Plan for the
City Council.
Completed. A new press release logo and media
contact database created. A draft Public
Communications Plan has been developed and
will be presented to Council in a future Study
Session.
Provide additional programming on the Cable
Government Channel.
Completed. Additional programming includes
taped broadcasting of Association of Bay Area
Governments meetings, airing of public service
announcements and educational videos provided
by nonprofit organizations, and broadcasting the
Council’s actions. Additionally, both Palo Alto
and Menlo Park Fire Departments training videos
are aired.
FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST
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 turnout.
Included in the total ballots cast were 2,764
absentee ballots. Election night results were
viewed on Cable TV and displayed via the
Internet.
FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT
KEY PLANS PROGRESS
Implement the Citywide Records Information
Management Plan.
Completed. All 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.
Provide for the Palo Alto Municipal Code to be
available through electronic media.
Project has progressed through the request for
proposal stage and awarding of the contract.
Implementation will occur during 1996-97.
DEPARTMENT OVERVIEW
The City Manager’s Office provided leadership for a number of significant Citywide projects during 1995-96.
These included: the Permit Streamlining Committee, a collaborative effort of City staff, business owners,
developers and builders to improve the City’s permit process; the activation of the Public/Private Partnerships
Committee to review proposals that would provide a public benefit to the community; the Telecommunications
Strategy Study; and the continued work toward completion of the Comprehensive Plan update.
A concerted effort helped prevent State legislation that would have restricted the City’s authority over itg
municipal utilities. Phase I of the Midtown Revitalization process was completed, with Council acting on the
conceptual plan that received the unanimous support of the Midtown committee. Attention was directed at the
PAUSD Building for Excellence project, to assure that the planning process for school renovation and
reconstruction is coordinated with the City’s plans and provision of services. Work began on the Citywide
coordination of volunteer services, when a grant for this purpose was received midyear.
KEY PLAN REPORTING
FUNCTIONAL AREA: CITY MANAGEMENT
KEY PLANS
Oversee the analysis of City departments’ reports E!
on achievement of 1995-96 key plans and impact
measures.
PROGRESS
Progress report on key plans and impact measures
was presented to Council midyear. A similar
process is being followed for end-of-year analysis
of all key plans and impact measures.
Continue the implementation of the changes
approved in the Citywide Organizational Review.
Implementation continued through the
elimination of designated vacant positions in
Community Services and Public Works in accord
with the approved plan. Finance and Information
Resources merged into the Administrative
Services Department.
E!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.
An all-day planning session was held in July 1996
to evaluate the first year of the Mission Driven
Budget. A follow-up session will focus on future
refinements in the MDB process.
KEY PLANS PROGRESS
[3 Coordinate the City’s participation and
involvement in the Internet and other
technological advances which will facilitate access
to public information and customer-oriented
automated delivery systems.
Served as liaison to Internet consultant, resulting
in the following new information being accessible
from the City’s Internet home page during 1995-
96: City job postings, flood zone maps,
commercial building vacancy datal building
permit status, earthquake preparedness guidance,
and major studies such as the telecommunications
strategy. Utilities customers can now report their
meter readings via Internet. Internet users can
communicate directly with Council Members.
The City’s home page now receives an average of
5000 user contacts per day.
FUNCTIONAL AREA: CITY COUNCIL RELATIONS
KEY PLANS
Guide the work of the Family Resource Center
Task Force in its development of a master plan and
subsequent actions toward implementation.
PROGRESS
Task force presented proposed master plan to
Council. Staff is reviewing plan and will return to
Council with recommendations in late October.
Coordinate actions and the provision of amenities
which will improve the appearance and increase
the vitality of downtown Palo Alto.
Improvements include installation of banners and
tree lights, removal of trellises, and increased
sidewalk cleaning and trash pickup. Design
workshops are being held to solicit public input
regarding planned capital improvements.
FUNCTIONAL AREA: COMMUNITY/INTERGOV. RELATIONS
KEY PLANS,PROGRESS
Work with City departments to expand their
provision of clear and accurate information
concerning government operations to the public
and the media.
Meetings were held with each department to
assist them in developing individual public
information goals and plans. Tools to expedite the
publication of information were created (e.g.,
news release forms, mailing lists, guidelines).
Applications for awards acknowledging City
programs were submitted and recipients
publicized.
KEY PLANS PROGRESS
Pursue at least one new opportunity where [D
interjurisdictional cooperation, partnership, or
consolidation could result in more efficient and
effective provision of services.
The study evaluating the feasibility of North
County Fire Service Consolidation was
completed and considered by the affected
jurisdictions. Subsequently, a proposal to provide
fire service to Los Altos and Los Altos Hills was
prepared. Cooperative programs with the Palo
Alto Unified School District were developed in
the areas of library and recreational services.
Police has been working with state and local law
enforcement and mental health agencies to
coordinate services and treatment of habitual
offenders.
Coordinate the successful introduction and
enactment of one item of legislation of specific
importance to Palo Alto.
State legislation was enacted at the City’s request
which allocates Petroleum Violation Escrow
Account funding for planning for proposed multi-
modal transportation station. At the instigation of
the City’s Regional Water Quality Control Plant,
and in lieu of legislation, new state regulations
were adopted on the use of copper compounds.
FUNCTIONAL AREA:
KEY PLANS
Finalize the Economic Resources Plan for public
distribution.
ECONOMIC RESOURCES
PROGRESS
A brochure which describes Palo Alto City
services and qualities important to prospective
,businesses and which incorporates the elements
of the Council-approved Economic Resources
Plan was published and broadly distributed.
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.
Completed a series of study sessions with local
community members, Chamber of Commerce
representatives and City Council to identify the
issues surrounding the possible location of a hotel
at the intersection of Page Mill Road and E1
Camino Real. City Council opted to proceed with
land use decision making in conjunction with
City’s comprehensive plan update.
By means of a joint City Attorney/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.
There have been several meetings to outline the
scope of the study and discuss the contents in
detail. Currently, research work is being
conducted by both offices. Second draft of a staff
report is in progress, to be presented to Council at
a study session.
I0
DEPARTMENT OVERVIEW
The Administrative Services Department was challenged in the past year with completing the transition’ to the
new, consolidated structure while filling key vacancies. Accounting and Treasury were reorganized and a new
Finance Manager and Accounting Manager were selected. A new Budget Manager was selected, along with 3
Senior Financial Analysts. Information Technology was re-organized, and a Manager of Information Technology,
Manager of Technical Support, Manager of Computer Operations and Applications Development, HelpDesk
Coordinator, Systems Analyst/Network Engineer and PC Technician were hired. Purchasing was re-organized,
and a new Purchasing Manager was selected. All but two division head positions were vacant at some point
during the year. Despite delays in hiring, the Department was able to meet all of its key commitments.
The first two-year Mission Driven Budget and related Capital Improvement Program (CIP) was prepared for
Council review, along with a number of critical budget issues including long-term financing for infrastructure
improvements, traffic management, and Cubberley long-term financing options. The department is overseeing an
interdepartmental effort on a General Fund infrastructure management plan, to be presented to the Council.
In the technology area, a HelpDesk function was created to respond to customer calls. Development work
continues on the new Utilities Customer Information System. The City’s accounting system was moved to the
UNIX environment; and the Stores Inventory and Fixed Asset Systems were activated. The optical imaging
system, serving Police, Fire, Utilities and Planning, was replaced. A needs assessment, RFP and consultant
selection process were completed for the Citywide cash receipting system, with implementation planned for
Summer 1996. A Local Area/Wide Area Network (LAN/WAN) was completed for Community Services
facilities, and a CIP project was prepared to link the Cubberley training center via a LAN/WAN. Work was
initiated on the creation of a computer replacement fund. Perhaps of most importance, from a long-range planning
perspective, a Technology Advisory Board was created, to prioritize technology projects and begin work on a
technology strategic plan.
In Real Estate, the department is overseeing implementation of the Council-approved work plan for the
Arastradero Preserve. Coordination of the relocation Of the Senior Center staff to temporary space, and back to the
Center after construction, was accomplished.
KEY PLAN REPORTING
FUNCTIONAL AREA: FINANCIAL SUPPORT SERVICES
KEY PLANS PROGRESS
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.
The implementation of a new automated
timekeeping sy,~tem was delayed until 1996-97.
However, an interim system was developed in-
house and implemented to track time under MDB.
11
KEY PLANS
Consolidate enterprise fund capital assets with
general fixed assets within a single module of the
City’s automated accounting system to improve
recordkeeping and reporting.
PROGRESS
Complete. Transitioned enterprise fund capital
assets to the City’s automated accounting system
in March 1996.
Complete a study of City purchasing processes to ~
improve purchasing services and make
recommendations to implement process
improvements.
Organized a Purchasing Steering Committee and
subsidiary Task Force to redesign the purchasing
function. Issued a survey to obtain feedback about
the existing process. Began to develop process
improvement recommendations.
Evaluate the use of credit cards for Purchasing
staff to decrease administrative expenses and
increase purchasing services to City departments.
Designed a pilot program for Purchasing staff.
Completed a draft of credit card policies and
procedures, and draft informational report to
Council describing the pilot program.
Implement a Citywide program for reuse of office
inventory by other City departments and a public
sale for surplus of non-used inventory.
In preparation for implementing a Citywide
system, developed running inventory of surplus
materials. Improved system for accounting for
high-value surplus property.
FUNCTIONAL AREA: PROPERTY MANAGEMENT
KEY PLANS PROGRESS
If approved by Council, solicit, review and select a
proposal for sale or lease of the Middlefield Well
site.
In February 1996, Council delayed sale of the
Middlefield Well site and approved abandonment
of the Meadows Well. In June 1996, Council
approved an RFP for sale of the Meadows Well
site and directed staff to solicit proposals. The
RFP was advertised in June 1996, with a proposal
due date in September 1996.
Assist leaseholders of Williams property and
Chuck Thompson site in obtaining necessary City
approvals and County grant funds to meet required
conditions of leases.
In June 1996, Council awarded the option to lease
for the Williams property to the Museum of
American Heritage and adopted a resolution of
intent to dedicate the property as parkland, a
condition of County grant funds. The application
for a conditional use permit for a tennis facility at
the former Chuck Thompson site was heard by
the Zoning Administrator in June 1996, and a
decision is pending.
12
FUNCTIONAL AREA: MONEY MANAGEMENT
KEY PLANS PROGRESS
Develop an action plan for appropriate
implementation of recommendations from the
Utilities Business Process Reengineering study.
Investigated the possibility of implementing real
time update of Utility accounts in conjunction
with installation of the new Automated Cash
Receipting System. System to be implemented
1996-97.
Automate the City’s investment process and
document revised procedures.
Completed installation of City investment records
into new data base.
Automate the City’s debt issuance records to ~
improve the management of funds, records and
bond covenants.
Records, bond covenants, and schedule of actions
required for compliance have been documented
and consolidated. Various debt records have been
entered into a computer file.
Complete the conversion of the Revenue
Collections office to an enhanced automated cash
receipting system, and document associated
policies and procedures.
RFP issued on April 5, 1996. Consultant has been
selected, pending Council approval. Work can
begin for the installation process in first quarter
1996-97.
Evaluate customer use of direct transfer or credit ~ Developed a plan to offer an automatic payment
card payments for utilities and other City services,option to Utilities customers.
FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS & REPORTS
KEY PLANS PROGRESS
Develop a process for departments to regularly
report on impact measures and progress on key
plans to the City Manager and City Council.
Completed. A report for the first six months of
1995-96 was prepared for the Finance Committee
and City Council in March 1996. The report for
the 1995-96 fiscal year will be ready in
September 1996.
Develop a system to maintain the roster of
budgeted positions of the City which integrates
with the new payroll and timekeeping systems.
This project was delayed due to other higher
priorities. This will be completed during the first
six months of 1996-97.
Review one test department’s impact measures to
assure accurate tracking and recordkeeping of the
measures, and their continued appropriateness.
This project was delayed due to staffing
vacancies. This project will be started in the fall
of 1996.
13
KEY PLANS PROGRESS
Participate in the review of the current refuse
collection contract structure, working with the
Public Works Department and the Attorney’s
Office.
This is scheduled to begin in the fall of 1996 and
will be led by the Public Works Department.
FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT
KEY PLANS PROGRESS
Implement new development programming tools
for the Utility Customer Information System (CIS)
to reduce development time.
Completed
Install and train users on software that allows the
end-laser to view and generate custom reports
using data in the CIS system. This will increase
the user’s flexibility and self-sufficiency in
producing custom reports with a minimum of
assistance from the development staff.
Over five years of historical data were made
available to Utility Department users. Utilities
staff will select and install software, and train
Utility staff on the use of the new software.
Evaluate and implement a Permit Information
Tracking System that monitors the entire permit
development process from initial site plan review
through the final approval phase.
Permit Tracking Selection Committee selected
vendors to demonstrate their products.
Discussions for use of the Internet with this
application were initiated. Demonstrations will be
scheduled.
FUNCTIONAL AREA: CENTRAL COMPUTER & SYSTEM MANAGEMENT
KEY PLANS PROGRESS
Set up and manage a data base application of all
peripheral devices connected to the City’s network
system. This will improve network trouble-
shooting and problem resolution.
The inventory Of all peripherals is being
accomplished by Personal Computer Technicians
with assistance from other City personnel. The
inventory will define the machine address (NIC)
and the TCP/IP address. This information will be
made available on-line and will assist in
workstation, system, application and network
problem solving.
Upgrade and maintain 665 user menus to allow
users to connect to any of the City’s centralized
computer system without technical staff support.
Completed. The communication connection is
transparent to the user and provides simplified
access to the applications across the multiple
computer platforms.
14
FUNCTIONAL AREA: PERSONAL COMPUTER SUPPORT
KEY PLANS
Develop a PC User Problem Tracking system to El
improve responsiveness and effectiveness of PC
support.
PROGRESS
The Help Desk Coordinator position was filled.
New Enterprise Call Tracking System was
installed and training was provided to support
staff. Upgraded server hardware was ordered to
improve application performance and grow to
meet increased user needs.
Working with technical staff from the large
departments, develop the next generation network
standards for Citywide use and implementation.
Network Operating Systems were reviewed and
standardized by the City’s technical group.
Networking technology documentation on
naming standards was published. Adoption and
implementation of the standard will follow in the
second quarter of 1996-97.
FUNCTIONAL AREA: TELECOMMUNICATIONS SUPPORT
KEY PLANS
Upgrade the telephone call-accounting system to
reduce time spent on producing monthly telephone
management reports and printing costs.
PROGRESS
Complete. The new call accounting system was
installed and began producing monthly reports of
user telephone usage in September 1995.
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.
The Utilities and Public Works Departments
initially stated that they could not trench nor
install the conduit. An outside contractor
submitted an estimate to do the work.
Discussions are currently underway with Utilities
and Public Works to determine the most efficient
and cost effective method of installing the cable.
Cable will be installed in 1996-97, provided
funding is available.
The Utilities and Public Works Departments
initially stated that they could not trench nor
install the conduit. An outside contractor
submitted an estimate to do the work. The
contract work will be completed in 1996-97,
provided funding is available.
15
16
DEPARTMENT OVERVIEW
Highlights for the Community Services Department in 1995-96 were: the Children’s Theater reaching its fund
raising goal of $400,000 to complete a facility expansion; Recreation, Open Space and Sciences receiving an
unprecedented five statewide awards for programming excellence; and Parks beginning long-term maintenance of
the PAUSD fields.
Additional accomplishments include: the installation of a collection of Spanish and Russian books at the Mitchell
Park Library; the renovation of athletic fields improving their safety and quality; increased recreation
opportunities for teens through refinements to the Safer Summer program; the opening of the Teen Center;
increased customer service levels through computerized class registration and redesign of the Enjoy! catalog; and
completion of an implementation plan for the Golf Course Master Plan. Substantial progress was made towards a
stewardship plan for the Arastradero Preserve.
Some of the milestones that the department reached include the 25th anniversary celebration of the Cultural
Center and the 15th anniversary of the Brown Bag concerts. Other accomplishments included participation in a
comprehensive overview of City infrastructure, providing a plan for future enhancement and maintenance of
facilities, parks and open space; and the establishment of a children’s task force that provides comprehensive
programming information to Palo Alto families.
KEY PLAN REPORTING
FUNCTIONAL AREA:
KEY PLANS
Explore feasibility of supporting a performing arts
center.
ARTS AND CULTURE
PROGRESS
The 1995 Bay Area Regional Performing Arts
Facilities Study has been reviewed. Further work
is in the planning stage and will be addressed in
the Arts Master Plan.
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.
Staff has assisted the Friends in their fund-raising
efforts. The Friends received $100,000 from the
General Fund. Ground breaking should happen in
the first or second quarter of 1996-97.
Include in the regular Children’s Theatre season at
least one play focused on teenagers.
Teenagers played important parts in most
Children’s Theatre plays this season, and one play
was produced exclusively with teenagers.
17
KEY PLANS PROGRESS
Explore opportunities for funding to expand the
Children’s Theatre Outreach After School play
production program in order to provide this
program for all the Palo Alto Unified School
District elementary and two middle schools
Sought funding from foundation to expand
program; none received. Funding. was received
from the City Council to increase,outreach plays
from 5 to 8.
Offer Children’s Theatre activities during holiday
school breaks.
Classes were held during holiday breaks and a
theatre trip was made during the spring holiday
break.
Plan and develop a series of curriculum guides for
high school teachers on looking at and exploring
contemporary art at the Cultural Center.
A curriculum guide was developed this year in
conjunction with the Larry Thomas exhibition. In
the planning stages is more active outreach to
bring high school teachers and their classes to the
Center.
Develop an Outreach Program of multi-cultural
projects for kindergarten through sixth grades.
This spring, "Earth Art," a visual arts activities in
partnership with Cesar Chavez Academy in East
Palo Alto and Addison School in Palo Alto was
presented for 150 kids. Project LOOK! will
continue to partner with schools in Palo Alto,
Menlo Park, and East Palo Alto, focusing on
multi-cultural art projects. Three programs were
completed in fiscal year 1995.
Ensure a maintenance program for the Art in
Public Places program.
Three sculptures have been repaired and/or
refurbished. One mural has been replaced, and
another mural has been refurbished.
FUNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER
KEY PLANS
Implement first phase of athletic field irrigation ~ Completed.
and turf improvement program.
PROGRESS
Revise current Cubberley Conceptual Master Plan ~ Submitted to Council as part of the Cubberley
to coincide with available funding and needs of the Funding CMR.
community.
Develop promotional materials to encourage
public use of Cubberley.
Completed. Promotional materials included
monthly flyers, monthly ads in the Weekly
brochure, promotional pens, and magnets.
18
KEY PLANS PROGRESS
Develop landscape plans for non-landscaped areas ~1 Planning in progress; planting to begin 1996-97.
and the asphalt areas between building wings;
begin initial plantings.
FUNCTIONAL AREA: GOLF SERVICES
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. Consultant currently
developing construction and design plans for staff
review.
Deferred pending golf master plan completion.
FUNCTIONAL AREA: PARK SERVICES
KEY PLANS
Prov.ide safe playing fields through renovation of
athletic fields at Greer, Terman, E1 Camino parks
and the Baylands Athletic Center.
PROGRESS
All fields have been renovated.
Renovate and replace playground equipment at
Rinconada Park.
Design phase completed. New equipment will be
installed by fall 1996.
Resurface the tennis courts at Terman Community
Center.
Court surface conditions deteriorated at Mitchell
Park and had to be resurfaced before Terman.
Terman will be resurfaced spring 1997.
Comple, te the final phase of backflow
replacements at City park sites.
¯ The final phase of backflow installations is 90
percent complete. Completion anticipated in first
quarter 1996-97.
Replace and upgrade the irrigation system at Peers
Park.
The installation of a new irrigation system at
Peer’s Park is 90 percent complete. Anticipate
completion first quarter 1996-97.
19
PROGRESSKEY PLANS
Renovate the picnic facilities and pathways at
Hoover and Briones Parks.
Picnic facilities at Scott Parks and Seale Park
were renovated first due to safety concerns.
Priority for pathway repairs shifted to Eleanor
Park due to safety concerns.
Coordinate and develop Community Services
Department’s long range capital improvement
projects planning document.
90 percent of the Community Services
Department’s long range CIP planning document
has been completed. Anticipated completion first
quarter 1996-97.
FUNCTIONAL AREA: HUMAN SERVICE
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.
PROGRESS
The Positive Alternatives for Youth Committee is
in the process of developing recommendations for
a comprehensive program for at-risk youth, with a
report to be presented to Council in third quarter
1996-97. Planning for the Teen Center has been
completed and implemented. Staff involved in
initial planning efforts and fundraising for Safer
Summer Program. A business plan for the Family
Resource Center was presented to Council in May
1996, and a working group has been formed to
develop a coordinated plan. Agencies providing
services for at-risk youth received $109,000 in
funding.
Establish an internal staff committee to discuss
comprehensive approaches to the department’s
administration of programs and delivery of
services to children and families.
In progress. A Children’s Task Force meets
monthly to produce a department wide calendar
of children’s events and programs; the Task Force
is planning a department-wide event for families
and children to be held in May, 1997. A working
group has been formed to develop a coordinated
plan for family services in response to the May
1996 Family Resource Center Task Force
recommendation.
FUNCTIONAL AREA: LIBRARY SERVICES
KEY PLANS
Complete study of current and future library
services, programs and facilities within the context
of new information systems and technical
opportunities.
PROGRESS
Background material prepared, consultant
requirements developed, consultant hired,
community focus groups scheduled for summer.
Report planned for fall 1996.
20
KEY PLANS PROGRESS
Implement results of study to consolidate catalogs
of City and Palo Alto Unified School District
libraries to increase access to collections.
Study recommended not consolidating catalogs
but providing seamless access electronically to
each catalog. Implementation scheduled for 1996-
97 when PAUSD’s converts from card catalogue
to online format.
Introduce new Spanish and Russian language
materials at Mitchell Park Branch to meet diverse
community needs.
Collection installed in April, 1996, catalogued in
Spanish and Russian. Funded by Friends of the
Palo Alto library.
Implement approved library automation capital
projects.
Completed several phases to implement improved
services via Internet, including purchase of 18
PCs; installation of LAN/WAN at 3 libraries;
selection of vendor to provide electronic access to
indexing and full text of magazines, newspapers
and business services; design of library Web
pages; and improved security of library
computers. New services on hold pending
completion of secure "firewall" to protect City
network from unauthorized use
Complete remodeling of Main Library lobby and
restrooms consistent with City’s Americans With
Disabilities Act Plan, partially funded with a
federal grant.
Asbestos removal completed. Construction m
lobby, restrooms and public service areas begun
in spring 1996, completion expected by fall 1996
FUNCTIONAL AREA: OPEN SPACE AND SCIENCES SERVICES
KEY PLANS
Complete re-accreditation of the Junior Museum
and Zoo with the American Association of
Museums.
PROGRESS
Staff has received an initial, favorable response
from the American Association of Museums and
is preparing for a site visit by members of the
Accreditation Committee.
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.
Because of workload in other areas, staff has
received a six-month extension from the funding
agency for this project, which will be completed
in September 1996.
Implement first phase of the proposed Foothills
Park Water Management Plan Capital
Improvement Project.
Because of other higher priority work, the first
phase of this project has been extended over two
years. Design development began in 1995-96.
21
KEY PLANS PROGRESS
Install three interactive exhibits in the Junior
Museum and Zoo.
The "Volcano" exhibit opened on September 23,
1995. A prototype childrens "Play Spot" opened
in August 1995. Three prototype exhibit elements
on light and reflection were installed.
FUNCTIONAL AREA: RECREATIONAL SERVICES
KEY PLANS PROGRESS
Certify all Middle School athletic coaches throughE! Completed.
the National Youth Sports Coaches Association.
Replace the decking around both pools and repair
pipes as needed at Rinconada Pool facility as part
of an approved capital improvement project.
El Design consultant hired in 1995-96; final report
due fall 1996. Project deferred until fall 1997,
pending consultant’s report.
Expand the Safer Summer program for teens by
increasing number of programs offered.
El Completed with six new programs added,
including five special interest classes and an
expansion of the weight training program.
El Redesign the Enjoy! catalog, to be produced four
times a year, and provide more detailed
information to the public.
Completed. Redesigned catalog produced four
times a year. Customer survey indicates redesign
meets reader needs for ease of use.
Collaborate with Palo Alto Babe Ruth AssociationEl Completed.
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.
El Class module was completed in winter 1996;
facility reservations deferred pending software
upgrade.
22
DEPARTMENT OVERVIEW
In 1995-96 the department focused on developing and updating of the Citywide Emergency Plan; improving in-
house training standards for firefighters; updating the Fire Records management system; and responding to a
Request for Proposal (RFP) from Los Altos and Los Altos Hills. The department responded to the RFP for fire
and emergency medical services, fire dispatching, and possible police dispatching with the assistance of other
City departments; any potential contract negotiations will affect the department in 1996-97.
The department implemented closed circuit video training in all fire stations via cable television. All personnel
were measured against updated departmental company evaluation standards for fire ground operations. Monthly
training/safety bulletins were implemented and apparatus maintenance and equipment check lists were updated to
comply with DMV standards.
The paramedic master plan was updated and the department worked with the Public Works Department to
develop new specifications for engines with patient transport capability. In addition, specifications were
developed for one new ambulance and one new fire engine for SLAC.
All vacant management positions have been filled: the department conducted an outreach, recruitment and testing
process for the position of Deputy Fire Chief and conducted an in-house Battalion Chief promotional process.
KEY PLAN REPORTING
FUNCTIONAL AREA: EMERGENCY RESPONSE MANAGEMENT
KEY PLANS PROGRESS
Develop and implement a Computer Assisted
Dispatching (CAD) System to reduce response
times to emergency calls over a three year period.
The CAD project was delayed due to difficulty
selecting a qualified vendor. Working with the
Police Department, the Fire Department is ready
to update the needs analysis for the CAD system
prior to re-bidding the project. Specifications
have been completed for the new fire station alert
and ring-down systems.
Study and report on feasibility of consolidation
with Mountain View, Los Altos, and Los Altos
Hills.
Completed the final report and reported findings
and recommendations to the City Council on the
North County Fire Services Consolidation Study.
23
FUNCTIONAL AREA: ENVIRONMENTAL AND SAFETY MANAGEMENT
KEY PLANS PROGRESS
Coordinate streamlining of fire and hazardous
materials permitting process with the Planning
Department.
Streamlined fire and hazardous materials process,
including modifications of the California
Environmental Quality Act (CEQA) application
process. Continuing to attend regular meetings of
the Streamlining Committee.
Update Citywide emergency plan to have a more
effective and coordinated response to a disaster.
Conducted Standardized Emergency
Management System (SEMS) training for key
management personnel. Completed final draft of
emergency plan. Preparing report and
recommendations for City Council review of the
revised plan in early 1996-97.
FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT
KEY PLANS PROGRESS
Update different operational components that are [D
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) training document. Measured all fire
suppression personnel against established
standards.
FUNCTIONAL AREA: RECORDS AND INFORMATION MANAGEMENT
KEY PLANS
Develop and implement an optical imaging
records filing and management system.
PROGRESS
Completed installation of hardware and software
for optical imaging. Currently in process of
imaging and indexing department records.
24
DEPARTMENT OVERVIEW
In 1995-96, the Human Resources Department accomplishments included: implementation of the automated
Human Resources Information System; successful negotiations with two of the City’s three labor unions;
development of a City-wide computer training program; and managing compliance with the Department of
Transportation Drug/Alcohol testing mandates. Additionally, the success of the department’s Injury/Illness
Prevention Program has been reflected in the greatly reduced number of work related injuries, with associated
cost reduction.
Training Center activities include: successful negotiation of an agreement with Foothill College to provide
computer training courses for City employees; implementation of a computer loaner program; one Management
Academy; one Manager’s Forum presentation; and the addition of several new mandated training programs
covering DOT drug/alcohol testing, illegal harassment and hazardous materials handling.
KEY PLAN REPORTING
FUNCTIONAL AREA: EMPLOYEE COMPENSATION & BENEFITS
KEY PLANS PROGRESS
Implement Human Resources Information System
as it pertains to the City’s compensation and
benefit plans.
Implemented: SEIU roster; Fire, SEIU, and Police
compensation plans; employee appraisal report;
Management/Confidential salary worksheets and
hourly termination report.
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.
The City has been instrumental in influencing the
PERS Board to implement a tracking system for
Medicare eligibility. Full implementation is
expected by July 1997.
Negotiate agreements with SEIU and Palo Alto
Peace Officers’ Association within 60 days of
expiration of contracts.
Reached agreement with PAPOA before
expiration of contract; reached agreement with
SEIU within 75 days of expiration of contract.
25
FUNCTIONAL AREA: WORKFORCE RECRUITMENT & SELECTION
KEY PLANS PROGRESS
Coordinate and implement Human Resources
Information System as it pertains to employee and
employment information and applicant tracking.
All employee information modules are
operational, including position control, new hires/
promotions report and hourly employee tracking.
The applicant tracking module will be
implemented once the Lawson system upgrade is
completed, planned for September, 1996.
FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE
KEY PLANS PROGRESS
Develop a plan for incorporating Citywide
computer training to address scheduling, trainers,
equipment and facility use.
Negotiated agreement with Foothill College to
provide this training. Classes have been
incorporated into Training Center schedule.
FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT
KEY PLANS
Decrease Vehicle Employee Ratio from .83 to .80
between 6 a.m. and 10 a.m., Monday through
Friday.
PROGRESS
Achieved Vehicle Employee Ratio of .80.
FUNCTIONAL AREA: RISK MANAGEMENT
KEY PLANS
Institute computerized management program for
departments to help identify problem 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.
PROGRESS
System implemented and monthly reports
provided to departments.
Institute an early intervention medical
management program with third party
administrator to reduce workers’ compensation
costs.
Program will be completed by September 1996;
relationship with Med-Link to manage medical
care.
Develop a Risk Management/Insurance Resource
Manual for distribution to departments.
Draft manual presented to SMG for comments
and distributed to departments for review in July
1996.
26
DEPARTMENT OVERVIEW
A major focus of the department in 1995-96 has been continuing work on the Comprehensive Plan Update. The
Council concluded Phase II review of the Comprehensive Plan fourth quarter of 1995-96 and the Draft Plan and
Draft Environmental Impact Report (DEIR) will be published in the fall of 1996. The department has also
processed two major development project applications: the Palo Alto Medical Foundation (PAMF) relocation to
the Urban Lane area (the entitlements and Environmental Impact Report (EIR) process are complete), and the
Stanford West and Sand Hill Road/Stanford Shopping Center (SHR) projects. The draft EIR for the Stanford/
Sand Hill projects was published in June and the public review process will continue into 1996-97.
Transportation related projects included: completion of the plans and bidding process for the Embarcadero Bridge
and Bike Path Extension project; implementation of the six month trial period for the Lytton Neighborhood
Traffic Management Plan; completion of the Draft Report for Phase I of the Citywide School Commute Safety
Study; and continued progress on the feasibility study for a Downtown Parking Structure, in cooperation with the
Chamber of Commerce and downtown property owners.
The department also had the lead in implementing efforts related to permit streamlining, including the report to
the City Council in May 1996. A number of changes have been incorporated into the current permitting process
and more will follow after the Council reviews the implementation plan in the fall of 1996.
KEY PLAN REPORTING
FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE
KEY PLANS PROGRESS
Update the California Environmental Quality Act
(CEQA) Guidelines in conjunction with the City
Attorney’s office.
Deferred to 1996-97 to incorporate the results of
permit streamlining and changes to State
guidelines.
Update the customer handbooks for Variance and ~
Conditional Use Permit applications.
Publication of the handbooks for Variances and
Conditional Use Permit applications deferred
until after the Draft Comprehensive Plan is
published in October of 1996. Instead, the
Development Permit Guide and the Historic
Resource Board handbook were published and/or
updated in 1995-96.
FUNCTIONAL AREA: LIAISON, COORDINATOR & TECHNICAL ADVICE
KEY PLANS PROGRESS
Through management of a contract Town E!
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
project implementation
This program has produced improvements such
as: custom "personhole" covers; broader selection
of acceptable pavement materials in commercial
areas; design expertise on the Civic Center
lighting project; and concept design for the South
E1 Camino gateway project.
FUNCTIONAL AREA: DEVELOPMENT REVIEW
KEY PLANS
Complete the Draft Environmental Impact Report
(DEIR) for the Stanford West and Sand Hill Road/
Stanford Shopping Center projects.
PROGRESS
The Administrative Draft EIR and Sand Hill
Corridor projects are proceeding. The Draft EIR
was released in June 1996.
Complete the Draft Environmental Impact Report
(DEIR) for the Palo Alto Medical Foundation
(PAMF) Project.
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.
Planning and Building Divisions have
implemented concurrent processing of
Architectural Review Board (ARB) and building
permits; Planning increased staffing of the ARB
function for improved customer service. All
departments which participate in development
review are now training in Total Quality
Management and customer service.
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 l~ovide
interdepartmental cross-education.
This is a continuing role which has resulted in the
interdepartmental objectives of publication of a
development manual (80 percent complete),
standard conditions, project facilitation, progress
reporting and information briefings. The PRC
meets on a monthly basis and spends 80 percent
of its agenda on project review.
28
FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITOR
KEY PLANS
Evaluate the "permit by fax" procedure
implemented in 1995.
PROGRESS
Faxed permits have increasingly been used by
subcontractors. The procedure will be expanded
to allow the use of fax permits for minor building
permits, such as termite reports.
Implement appropriate permit streamlining
strategies.
The permit streamlining items adopted 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.
Implement conditions of approval monitoring
system.
An inventory of projects with continuing
conditions is in process. Following inventory, an
inspection schedule will be prepared. A draft code
enforcement work program has been developed
for this function.
FUNCTIONAL AREA: ADVANCE PLANNING
KEY PLANS
Develop and maintain an annual work program of ~
Council legislative assignments.
PROGRESS
A work program was endorsed by Council in
September 1995 and has been used since that
time. A midyear update report was reviewed by
the Finance Committee and the 1996-98 work
program was adopted by Council as part of the
budget.
Complete Administrative Draft Comprehensive
Plan and Draft Environmental Impact Report
(EIR).
Council completed review of the Comprehensive
Plan Phase II in spring of 1996, launching phase
III, to be completed by fall of 1996, and public
review of the Draft Comprehensive Plan and EIR
in fall of 1996 and into 1997.
29
FUNCTIONAL AREA: TRANSPORTATION & PARKING MANAGEMENT
KEY PLANS
Complete construction of the Embarcadero Bridge
and Bike Path Extension Project
PROGRESS
Bids were substantially higher than the engineer’s
estimate. Due to excessive difference between the
low bid and engineer’s estimate, and the resulting
budget shortfall, staff recommended to the City
Council to reject all bids, and construct the
prqiect in two stages: Stage I - delete the new
bridge, bid the prqiect in the winter and construct
the path portion of the prqiect next spring; and
Stage II - pursue additional funding for
construction of the new bridge. Council has
approved this recommendation.
Complete the feasibility study for a new E!
downtown parking structure.
Work proceeding based upon evaluation of the 15
surface lots and need for additional parking. Lots
R, S and S/L were selected for further study on
possible development of parking structures. The
Final Draft report is expected to be completed by
September 1996, with ARB and Planning
Commission review, and City Council action in
December 1996.
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES & PROGRAMS
KEY PLANS
Complete Phase I report for the Comprehensive
School Commute Corridor study.
PROGRESS
Consultant’s Draft Final Report issued, and a
public meeting was held to present study findings
to the community in May 1996. Final report
issued August 1, 1996. The study is scheduled for
review by the Policy and Services Committee in
October 1996 and the City Council in November
1996.
Complete six month trial of Lytton Neighborhood
Traffic Management Plan.
Construction contract for trial plan was awarded
in March 1996, and construction completed at the
end of May. Staff will continue to monitor the
operation and return to Council with an
evaluation report at the end of the six-month trial
period.
30
FUNCTIONAL AREA: AFFORDABLE HOUSING & CDBG
KEY PLANS PROGRESS
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.
Financing for Alma SRO committed through
Federal and State tax credits and City Housing
Reserve funds. Design development proceeding
and construction is anticipated to begin in the fall
of 1996. Federal funding applications and
entitlement applications for the Developmentally
Disabled Housing project have been awarded and
construction is scheduled for spring 1997.
Revamp and update the City’s Below Market Rate
(BMR) program, including program legislative
authority, implementation mechanisms and
administration.
Progress on this key plan has been delayed due to
staff vacancies. This is a multi-year effort that and
has been deferred into 1996-98.
FUNCTIONAL AREA: INFORMATION MANAGEMENT
KEY PLANS PROGRESS
Implement a permit processing tracking system for
the Planning, Building and Transportation
Divisions by the end of 1996.
A Request for Proposal (RFP) for the permit
system was released in December 1995.
Responses to the RFP have been received and
reviewed. Selection will take place in 1996~7.
Achieve the capability to generate public
notification address labels utilizing the GIS system
by the end of 1996.
This 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.
Implement an automated inspections request
system.
This is on hold until the permit tracking system is
in operation.
31
32
DEPARTMENT OVERVIEW
In 1995-96 the Police Department incorporated problem solving techniques through the use of directed patrol in
order to address community concerns and disproportionate crime areas. Efforts were directed at the skateboard
park, auto burglaries in the south end of the City, nightclubs, motels, and juvenile problems. The department
coordinated a major interagency effort to apprehend a serial rapist, arrested suspects in connection with two
homicides, and successfully investigated an establishment where extensive drug dealing and shootings had
occurred. Concentrated efforts to enhance health and safety in the downtown area were made during the fourth
quarter of the year. To increase police visibility in the south end of town, the department opened a substation at
the Ventura school site.
In addition to implementing the Council-directed Traffic Safety Plan, the department conducted a multi-agency
pr6gram to address drunk drivers during the Avoid the 13 campaign, resulting in a 100% increase in DUI arrests,
and initiated a pilot of the Neighborhood Traffic program where traffic officers are assigned to specific
neighborhoods for traffic enforcement and liaison.
The department assisted the Fire Department in the response to the Request for Proposal for fire, fire dispatching
and possibly police dispatching services to Los Altos and the Los Altos Hills Fire Protection District.
KEY PLAN REPORTING
FUNCTIONAL AREA: REQUEST FOR SERVICE
KEY PLANS PROGRESS
Install and implement a Computer Aided Dispatch
(CAD) System to provide valuable and timely
information to responding police officers.
Negotiations discontinued with the selected
vendor. Council approved consultant contract to
perform a needs assessment, provide information
about current CAD systems, and develop
recommendations regarding in-house
development versus purchase of a CAD system.
Expected implementation delayed until 1998-99.
Develop and implement a standardized crime
report writing process to enhance case quality,
crime trend tracking, suspect identification, and
prosecution.
Developed, tested, implemented, and trained
department personnel on an automated County-
wide crime report format and a report writing
guide. Report review process established to
maintain case quality control.
33
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
KEY PLANS
E! Install and implement a Computer Aided DispatchE!
(CAD) System to provide valuable and timely
information to public safety officers and reduce
dispatch times to fire calls.
PROGRESS
See "Request for Service" Functional Area.
Provide improved communications capabilities for
Utilities Department Electrical Operations through
design and implementation of an additional radio
channel.
Project delayed due to personnel vacancies in the
Utilities Department. Final design completed.
System configuration scheduled for the end of the
first quarter, 1996-97, with implementation by the
end of the second quarter.
FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION
KEY PLANS
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 Attorney’s Office for the purpose of
minimizing case deficiencies and improving case
follow-up requirements.
PROGRESS
See "Request for Service" Functional Area.
Initiated weekly meetings with the District
Attorney’s Office and the Court Liaison officer in
order to ensure case quality and minimize case
deficiencies.
Purchase, install and implement an automated
photo-imaging system. This system would allow
instant retrieval of booking photos from Santa
Clara County Department of Corrections for
suspect identification.
Utilized asset seizure funds to purchase and
install an automated photo retrieval system.
Anticipate department training in the first quarter
of 1996-97.
FUNCTIONAL AREA: TRAFFIC SERVICES
KEY PLANS
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.
PROGRESS
A draft Scope of Work has been prepared by the
Planning Department but study is on hold pending
Council review of transportation project
priorities.
34
KEY PLANS PROGRESS
Implement and evaluate the effectiveness of the
Traffic Safety Plan elements as directed by City
Council.
Five officers completed motorcycle training and
motorcycle enforcement efforts are underway; a
citizen radar program has been implemented;
locations with a higher than normal accident rate
targeted for additional enforcement; flashing
lights installed on Embarcadero; photo radar and
photo red light are currently under study.
Enhance the safe operation t~f commercial vehicles
using Santa Clara County streets by organizing/
establishing a County regional commercial vehicle
enforcement team and enforcement schedule.
Participated in the County’s regional enforcement
program’s monthly meetings for commercial
vehicle enforcement. Conducted one check point
in Palo Alto.
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
KEY PLANS PROGRESS
Provide improved public understanding of ~1
policing policies and techniques by establishing a
Citizen Police Academy.
Two Citizen Academies conducted with twenty-
four people attending. Program will be continued
in 1996-97.
Participate with Community Services in the
sporting activities underway through the Safe
Summer program.
Coordinated kick-off event. Provided instructor
for women’s self defense class. Participated in the
Outlet Program designed to provide alternate
activities for middle school youth after school
hours. Participated in the opening of the new
Teen Center, Open Gym program and "The Street
Party".
Provide three Delinquent Awareness Prevention
presentations to parental groups.
Four prevention awareness meetings were
conducted with over 100 participants, including
teens, parents, teachers, school officials,
businesses, non-profit organizations, probation
officers and other law enforcement agencies.
Implement recommendations as developed by the
Ad Hoc Youth Violence Committee and approved
by Council.
Committee has completed its review of available
programs and is finalizing recommendations and
identifying funding sources for presentation to the
City Council and School Board in second quarter
of 1996-97.
35
FUNCTIONAL AREA: POLICE PERSONNEL SERVICES
KEY PLANS
Validate and implement the revised entry level
police officer hiring process.
PROGRESS
Validated and implemented the revised entry and
lateral police officer hiring processes. Interview
questions, rating sheets, and written exam have
been revised.
Develop a "Wellness Program" to emphasize the
importance of physical fitness and reduce injuries,
worker’s compensation and/or medical retirement
claims.
Health assessments conducted on all police
employees who chose to participate. Assessment
included cholesterol and blood screening,
completion of a medical questionnaire, and a
blood pressure test. Fifty-five employees
completed this first phase. Training presented
during the Advanced Officer Courses that
addressed fitness, stress, ergonomics and health.
Guidelines drafted on minimum standards for
physical fitness are being reviewed.
FUNCTIONAL AREA: ANIMAL SERVICES
KEY PLANS
Implement a 24 hours per day "on-line" access to ~
pet identification records by converting dog
license files from the Cities of Palo Alto,
Mountain View, Los Altos and Los Altos Hills to
a data base accessible by Palo Alto dispatchers.
T, his,~l facilitate pet identification to return
recovered pets to their owners more quickly.
PROGRESS
Key plan will not be achieved this year due to
lack of access to the wide area network (WAN)
from the Animal Services Center. Current system
configuration at Animal Services cannot
accommodate "on-line" access by dispatchers. As
an interim measure, dispatchers periodically
receive an updated printed copy of all dog
licensing information.
Initiate a "Pet of the Week" photograph in the Palo ~
Alto Weekly to increase the percentage of
adoptable pets adopted.
This key plan will not be achieved due to
excessive advertising costs. However, a local
newspaper ran an article on the adoption program
and the Animal Shelter.
Create a pet recovery, adoption and care directory
for Palo Alto’s Home Page on the Internet.
Draft of proposed Shelter Home Page completed.
Key plan will be delayed due to lack of access to
the wide area network (WAN) which allows
access to Internet.
36
FUNCTIONAL AREA: PARKING SERVICES
KEY PLANS
Administer a one year trial of the "sleeper E!
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.
PROGRESS
Met with the Chamber of Commerce and
community groups. Program appears successful
for downtown merchants, but does cause some
increased parking in residential neighborhoods.
At the direction of Council, a project assessing
residents’ interest in a parking permit program
was initiated.
E!Implement an attendant parking lot for Downtown
Parking Lot S for one year and evaluate the
effectiveness.
Attendant lot opened. Changes to accommodate
the Senior Center and to attract more users have
increased short term parking usage, but not long
term parking; therefore, projected revenue was
not realized.
FUNCTIONAL AREA: SPECIAL EVENTS
KEY PLANS
Initiate Special Events Team meetings with other
City departments on a regular basis to resolve
issues, streamline the event permit process and
ensure effective coordination of community
special events.
PROGRESS
The Special Events Team met on a regular basis
to coordinate major events such as the Stanford
University Homecoming Parade, Cable Co-op
event, Downtown Street Fair, California Ave.
Street Fair, May Fete Parade, Black and White
Ball, and the American Diabetes Walk-a-Thon.
Began development of a one page special events
permit.
Educate the public and City staff on the special ~ Brochures were mailed out to the public, resulting
event planning process through the distribution of in more organized and thorough proposals.
the."Planning a Special Event" brochure.
Assist in the development and distribution of a
citywide special events calendar to the public via
the Internet.
~1 A special events calendar has been compiled and
is currently posted and updated regularly on the
Internet.
FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT
-- KEY PLANS PROGRESS
Establish a five-year plan to identify informationE! On hold due to revised implementation date for
needs and requirements,the Computer Aided Dispatch System.
37
KEY PLANS PROGRESS
Design and implement a plan to improve the
performance of critical public safety applications.
Prepared CIP request (1997-98) for a new police
records management system. Upgraded personal
computers and streamlined setups to minimize
breakdowns. Purchased additional 21 notebook
computers for installation in vehicles. Installed
hardware and software upgrades to optical
imaging system; began testing of new optical
imaging software.
Streamline the implementation of Internet and ~
police/law enforcement bulletin board access and
distribution of police information to Palo Alto’s
citizens
Defined content of PAPD home page and links.
Posted critical information regarding the serial
rapist along with other crime prevention
materials. Identified layout and contents for a
Palo Alto Animal Services home page.
Investigated various police related/sponsored
bulletin boards.
38
DEPARTMENT OVERVIEW
In addition to the projects planned for 1995-96, the Public Works Department accomplished the following: the
Graffiti Program received an award from the American Society for Public Administration; staff volunteered their
time to organize and host another Citywide Open House at the Municipal Services Center, which drew over 600
attendees; and staff served as hosts for the opening Of the newly renovated Senior Center.
A number of unscheduled projects were also added and completed during the year, including: identifying possible
private funding sources to finance a marsh mitigation CIP at Harbor Point; developing a cost-sharing policy with
businesses with basements which encroach sidewalks for repairing sidewalks; remodeling the Ventura
Community Center for a new Police substation; replacing (in an emergency) the main power feed to the Civic
Center; renovating 425 Bryant for use by seniors and teens; implementing Midtown sidewalk and planter area
improvements; reroofing Municipal Services Center Buildings A, B, & C; remodeling the Revenue Collections
counter area; relocating the radio announcer and public notification center in the Council Chambers;
implementing new Police wing security modifications; and finally, as part of the new Downtown Beautification
Project, planters, benches, and vegetation were improved and new banners, selected through a design competition,
were hung.
As part of interdepartmental efforts, several projects were developed, including the creation of a "Development
Permit Guide," assistance in the development of an Arastradero preserve plan (Phase I, focused on recycle and
reuse of materials from the Arastra structures, was initiated), and a list of long-term Council Chambers needed
improvements was developed.
KEY PLAN REPORTING
FUNCTIONAL AREA: STREETS
KEY PLANS PROGRESS
Complete design of bicycle and vehicular E!
improvements at the Page Mill Road and Foothill
Expressway intersection.
Project has been delayed until a joint funding
agreement can be reached with Stanford on a
sound wall.
Review and update maintenance standards as E!
appropriate for streets designated as bicycle
routes.
Program established based on Palo Alto Bicycle
Committee input. Current resurfacing project
includes Newell Road and will be completed by
December 1996. Street survey completed.
Implement an updated Pavement Management
Maintenance System computerized program.
Implemented. Updated work backlog identified.
Prioritization of 1996-97 program also included.
E!Upgrade double yellow lines with raised pavement E! Upgrading occurred on those streets which were
markers, resurfaced.
39
FUNCTIONAL AREA: SIDEWALKS
KEY PLANS
Complete the third year of the Council-adopted
ADA transition plan.
PROGRESS
Third year transition plan complete.
FUNCTIONAL AREA: TREES
KEY PLANS
Implement Council-approved Tree Task Force ~
recommendations to the extent possible within the
approved 1995-96 funding limits.
PROGRESS
Several recommendations implemented,
including elimination of three tree trimmer
positions, conversion of salaries to contract
services, and movement of two positions to
maintenance of trees in City parks.
Seek additional funding for tree planting through
application to various Federal and State grant
programs.
State grant application denied. As new funding
programs become available, new grant
applications will be submitted.
FUNCTIONAL AREA: STRUCTURES AND GROUNDS
KEY PLANS
Construct seismic structural improvements to "the
Senior Center Building.
PROGRESS
Project completed in July 1996.
Construct required American with Disability Act
improvements to the interiors of City buildings.
Main Library ADA construction 80 percent
complete. Cubberly and Cultural Center design
and construction delayed until 1996-97.
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 & B.
Draft report on first phase of work on buildings
completed. Final report to be issued to Council in
fall 1996.
Completed on schedule.
Complete design for replacement of the Civic
Center chiller.
Consultant selection procedure completed and
work is beginning.
40
FUNCTIONAL AREA: PRIVATE DEVELOPMENT
KEY PLANS PROGRESS
Participate in implementing a cross departmental ~1 Participated in interdepartmental meetings.
automated plan review sign-off process.Process delayed until a permit tracking system is
implemented in 1996-97.
Publish and utilize a standard conditions list for
private developers.
Completed in fall of 1995.
Provide timely plan review and input to the
Stanford West and Palo Alto Medical Clinic
developments.
Completed review of Stanford West EIR in June
1996 and Palo Alto Medical Clinic EIR in
January 1996.
Participate in developing a standardized permit
system.
Participated in interdepartmental meetings.
Completed a final report to be reviewed by
Council in October 199,6.
41
42
DEPARTMENT OVERVIEW
Accomplishments in 1995-96 include: a 7 percent reduction in electric rates to non-residential customers and an
11 percent reduction to the largest commercial and industrial customers (C/I); the introduction of an improved and
expanded bill statement; the initiation of comprehensive power quality programs and outage coordination efforts
with C/I customers to improve efficiency, reliability, and ensure minimal disruption in services; and planning for
the anticipated deregulation of the electric industry, including the need to recover potential stranded costs
associated with Calaveras Reserve. Customer efficiency efforts include: entire facility audits and analyses; review
of specific energy end-use analyses; and design review of new industrial facilities.
KEY PLAN REPORTING
FUNCTIONAL AREA: GENERAL SERVICES
KEY PLANS
Convert all of the remaining series incandescent
street lights to high-pressure sodium (HPS) lights.
PROGRESS
1,200 street lights were to be converted toHPS
during the year. 700 lights were converted. 500
lights were unable to be converted due to
unexpected problems with the conduit system.
These remaining lights will be converted in 1996-
97.
Develop plans for consideration by the
Architectural Review Board for relocation and
replacement of all of the traffic signal controllers
in the downtown, including replacement of old-
style poles along University Avenue.
Plan development was delayed due to the
Citywide traffic signal system study being
conducted by the Planning Department, and
which is not scheduled to be completed until
1997-98.
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
Develop the 1995 Electric Integrated Resource
Plan (IRP) in time for submittal to the Western
Area Power Administration (WAPA) in April
1996.
PROGRESS
WAPA delayed issuance of final guidelines and
extended deadline until November 1996. Will be
completed in September 1996.
43
KEY PLANS PROGRESS
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.
Ongoing monitoring of the CPUC electric
restructuring. Council acknowledged on July 1,
1996, staffs recommended policy guidelines for
electric restructuring. Staff has developed plans to
position the utility to compete in restructured
environment.
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.
Actively opposed efforts to sell the Western Area
Power Administration. Proposals to sell Western
were not included in the Federal 1996 budget, but
could be in future budgets. Staff continuing to
pursue efforts to ensure that possible future sale
would be favorable 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.
Surveys postponed to avoid interference with
similar surveys conducted by consultants in
relation to the Utilities organizational review.
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS PROGRESS
Implement operational changes and business ~3
process improvements identified and targeted for
1995-96 in the Business Process Reengineering
Study.
Design of Customer Information System (CIS)
data model reflected Business Process
Reengineering (BPR) recommendations. BPR
operational changes implemented included use of
voice mail and Internet e-mail to receive meter
reads from customers. Also, implemented
modifications in meter reading operations to
maintain a 21 working day billing cycle, reduce
costs and improve customer service.
Coordinate the design of application software for ~3
users of the Customer Information System (CIS)
project.
CIS consultant and staff designed four Customer
Service Center computer screens. Additional
programming was suspended while data model
design was being developed.
Introduce utilities bill statement in a new format
before January 1, 1996.
New utilities bill statement introduced February
1996
KEY PLANS PROGRESS
Implement and evaluate effectiveness of the
automatic meter reading (AMR) pilot project to
increase customer satisfaction and achieve timely
billing.
Request for Proposal will be issued first quarter of
1996-97 to potential AMR vendors to address
technical and multi-utility solutions for Palo Alto.
Implementation of pilot program planned for third
quarter.
Complete a comprehensive cost-of-servi~ce study
to design specialized electric rates and position the
utility to compete with other power producers.
Due to other priorities, project start delayed. Cost
of service study in progress by consultant.
Completion of study expected during second
quarter of 1996-97.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
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.
PROGRESS
Project delayed due to competing priorities. The
contract for substructure installation was awarded
during the year. Construction of the electrical
system will be c.ompleted in 1996-97 and pole
removal will occur in 1997-98.
Purchase and install new 12kV substation ~1
switchgear and transformers at the Alma
Substation and install an architectural facade at the
facility along Alma Street.
The transformer and switch gear have been,
ordered for Alma Substation and will be
installed in 1996-97. Design plans for the new
facade will be completed !n 1996-97.
Upgrade the Electric Supervisory Control and
Data Acquisition (SCADA) master station
operator’s consoles and communications hardware
in the Utilities Control Center (UCC) at the
Municipal Service Center.
’Contract for the new SCADA system has been
awarded. The installation of the system will occur
in 1996-97.
Install Hansen Way transformer to complete the
capacity increase at the Hansen Way Substation.
Installation completed.
Install replacement transformer at Hanover
substation.
The transformer for Hanover is on order.
Installation will occur in 1996-97.
45
46
FUND OVERVIEW
Significant efforts in 1995-96 include: the use of voice mail and Internet e-mail to allow customers to provide
meter reads; the introduction of an improved and expanded bill statement; initiation of a coordination program to
improve services to commercial and industrial (C/I) customers; marketing of non-core gas tariffs; and
establishment of a three-year commodity contract to take advantage of low-cost supply sources. Other
accomplishments include: implementation of modifications to meter reading operations to maintain a 21 day
billing cycle, reduce costs and improve customer service; installation of 20,000 feet of new gas main as part of the
accelerated infrastructure replacement program; and completion of gas leak surveys.
KEY PLAN REPORTING
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS PROGRESS
Update the Gas Integrated Resource Plan to
incorporate new supply, transportation, storage,
and contract structuring options.
Supply resource options were evaluated leading
to a three-year agreement. DSM program
implementation was postponed to1996-97.
Negotiate natural gas supply and transportation
agreements for a two-year term to minimize and
mitigate supply costs.
This was accomplished in December 1995. The
agreement is for a three-year term but price may
be negotiated annually.
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.
The surveys were postponed to avoid interference
with similar surveys being conducted by
consultants as part of Utilities organizational
review.
47
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS PROGRESS
Implement operational changes and business E!
process improvements identified and targeted for
1995-96 in the Business Process Reengineering
Study.
Design of Customer Information System (CIS)
data model reflected Business Process
Reengineering (BPR) recommendations. BPR
operational changes implemented included using
voice mail and Internet e-mail to receive meter
reads from customers. Also, implemented
modifications to meter reading operations to
maintain a 21 working day billing cycle, reduce
costs and improve customer service.
Coordinate the design of application software for ~l
users of the CIS project.
CIS consultant and staff designed four Customer
Service Center computer screens. Additional
programming was suspended while data model
design was developed.
Introduce utility bill statement in a new format
before January 1, 1996.
New utilities bill statement introduced February
1996.
Implement and evaluate effectiveness of the
automatic meter reading (AMR) pilot project to
increase customer satisfaction and achieve timely
billing.
RFP will be issued first quarter of FY 1996-97 to
potential AMR vendors to address technical and
multi-utility solutions for Palo Alto.
Implementation of pilot program planned for third
quarter.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
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.
PROGRESS
Received Architectural Review Board (ARB)
approval to place a new structure at Gas Station
#2. Structure will house relocated electrical
control communication equipment. Construction
to occur in 1996-97.
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, Grove, Corina, Marion,
Waverley, E1 Camino Real, and West Meadow,
and all of Lundy, Charleston Court, May Court,
Keats Court, and Byron Court.
Construction currently under way to install listed
mains. Project to be completed January 1997.
48
KEY PLANS PROGRESS
Work with to the City Fleet Manager to purchase
39 Compressed Natural Gas (CNG) fuel vehicles
as part of the City fleet replacement program.
28 vehicles ordered in 1995-96. Fleet manager
will continue to purchase new CNG vehicles as
they become available and can be integrated into
appropriate applications in the City fleet.
49
50
DEPARTMENT OVERVIEW
In 1995-96 the Refuse Fund increased participation in and citizen awareness of recycling and resource recovery
programs by: holding workshops for home/backyard composting, with 300 participants and the purchase of 120
composting bins; collection of more than two tons of household batteries through the curbside collection program;
and participation of 457 citizens at the Household Hazardous Waste event. Also accomplished was the
development, documentation, and agreement of all administrative practices for the Refuse collection contract;
completion of the C6st of Service Study; and preparation of a first draft procedure manual for collection and
recycling activities.
Activities added during the year include issuance of 100 brooms to downtown businesses and increased sweeping
in the downtown area as part of the Downtown Beautification Project and evaluation of the potential acquisition
and use of the former Los Altos Treatment site.
KEY PLAN REPORTING
FUNCTIONAL AREA: SOLID WASTE
KEY PLANS
Direct two-thirds of Palo Alto’s solid waste stream
to the Sunnyvale Materials and Recovery Transfer
Station (SMART) to achieve an additional 15
percent waste recycling diversion goal.
PROGRESS
52 percent of Palo Alto’s solid waste stream was
diverted to SMART Station achieving an
additional 11 percent diversion goal. Introduction
of the Home Composting program encouraged
this diversion.
Add one new material to the recycling curbside
collection program.
Household batteries were added to curbside
collection program.
FUNCTIONAL AREA: COLLECTION, HAULING & DISPOSAL
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
yard.
PROGRESS
Completed. An Environmental Impact Review is
scheduled to be done in 1996-97.
51
FUNCTIONAL AREA: STREET SWEEPING
KEY PLANS PROGRESS
Remove 2,400 tons of leaves from City streets and ~l 2,329 tons removed
prope~ies for composting.
52
FUND OVERVIEW
In the Storm Drainage Fund, significant accomplishments for 1995-96 include: the award of a construction
contract to upgrade the City’s pump stations; completion of a community outreach program for the Storm
Drainage Master Plan; establishment of a Web page on the Internet which includes FEMA information, enabling
the public to obtain flood zone building requirements for individual addresses; completion of the first phase
installation of backflow devices at public buildings for protection from water contamination and completion of
storm drain telemetry software development for the City SCADA system for storm pump stations.
In the area of storm water quality protection a new program was implemented to assist nonprofit organizations in
conducting environmentally sound car washes. A new enforcement policy which requires monetary penalties for
pollutant discharges was finalized for storm water discharges.
KEY PLAN REPORTING
FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENT
KEY PLANS
Complete upgrade of six storm drainage pump
stations.
PROGRESS
One upgrade is nearly complete. The remaining
five stations will be .upgraded by fall of 1996.
Design local storm drainage improvements in the ~
Barron Park neighborhood.
Project delayed due to other priorities. Scope of
work approved by the Finance Committee and a
request for proposals issued. Design will be
completed in 1996-97.
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.
A community outreach program was completed,
which included 10 public meetings. A report will
be issued in 1996-97 after the Utility Advisory
Commission reviews a modified master plan
recommendation.
53
54
FUND OVERVIEW
Accomplishments in 1995-96 include: the introduction of an improved and expanded bill statement; initiation of a
program to improve services to commercial and industrial (C/I) customers; the installation and rehabilitation of
over 35,000 feet of new main or main augmentation as part of the accelerated infrastructure replacement program;
the completion of preventive cleaning on 50 percent of system mains; replacement of 110 defective laterals; and
the collection of data useful for Capital Improvement Project design.
KEY PLAN REPORTING
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS
Implement operational changes and business El
process improvements identified and targeted for
1995-96 in the Business Process Reengineering
Study.
Coordinate the design of application software for El
users of the CIS project.
PROGRESS
Design of Customer Information System (CIS)
data model reflected Business Process
Reengineering (BPR) recommendations.
CIS consultant and staff designed four Customer
Service Center computer screens. Additional
programming was suspended while data model
design was developed.
E!Introduce utilities bill statement in a new format
before January 1, 1996.
El New utilities bill statement introduced February
1996.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS PROGRESS
Complete construction of wastewater collection ~ Project bid and awarded. Construction delayed
system rehabilitation project in’ Southgate area.due to product installation defect.
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.
Project bid and awarded. Construction to start in
September 1996 with .completion by November
1996.
55
KEY PLANS PROGRESS
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 bid and awarded. Currently under
construction with completion expected by March
1997.
56
DEPARTMENT OVERVIEW
Notable accomplishments for the Regional Water Quality Control Plant (RWQCP) in 1995-96 include: receiving
the award for Plant of the Year for 1995 from the Santa Clara Valley Section of the California Water Environment
Association; completion of the 1995 Annual Report; completion of the 1996 Clean Bay Plan which detailed the
decreased concentration of pollutants as a result of source control measures and increased removal at the
RWQCP; finalization of Clean Bay Business designations; an increase of 21 percent of vehicle facilities in the
RWQCP service area that met all regulations; completion of a corrosion action plan summarizing steps to reduce
copper from corrosion sources; and enforceable pesticide restrictions which became effective December 11, 1995
due to staff efforts and the assistance of local elected officials.
KEY PLAN REPORTING
FUNCTIONAL AREA: WASTEWATER TREATMENT
KEY PLANS
Conduct a copper removal improvement
investigation. Will investigate chemical additives
and minor process equipment changes ("jar
testing" and "pilot testing").
PROGRESS
Jar testing completed. Copper removal by
chemical additives determined not to be practical.
Install and program four new logic controllers for
alarm monitoring and process control of plant
operations and equipment.
Three controllers installed and programmed;
fourth unit being installed.
Clean and repair joints of the 72 inch interceptor
sewer main. This CIP will remove sand and debris
from the main interceptor sewer
Project postponed to provide time for further
evaluation of interceptor condition and repair
methods required in the environmentally sensitive
marsh area.
FUNCTIONAL AREA: WASTEWATER ENVIRONMENT COMPLIANCE
KEY PLANS
With other South Bay communities, complete site
specific studies for discharge limits.
PROGRESS
Data set for site specific limits complete.
Awaiting review by U.S. EPA and San Francisco
Bay Regional Water Quality Control Board.
57
KEY PLANS PROGRESS
Work with regional agencies to evaluate and ~Work with other agencies proceeding. Modeling
achieve more reasonable standards for discharge underway. Translator study (empirical model for
limits to San Francisco Bay.establishing key standards) complete.
Implement permit streamlining and financial
incentive programs to create "business friendly"
components of regulatory programs.
Statewide Planning Task Force recommendations
to State Board complete. Modifications and
improvements to Clean Bay Business Program
complete.
58
FUND OVERVIEW
Achievements in 1995-96 include: a ten percent reduction in water rates; introduction of an improved and
expanded bill statement; initiation of a coordinated program to improve services to commercial and industrial
(C/I) customers; institution of landscape plan reviews to ensure compliance with City landscape standards; and
completion of the comprehensive irrigation system audits for large commercial, industrial, and park sites. Also
accomplished: installation of 15,800 feet of new water mains as part of the accelerated infrastructure replacement
program; the closure of the Meadows Well and property; the replacement of all obsolete water meters; and the
inspection of 153 new backflow devices.
KEY PLAN REPORTING
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS PROGRESS
Evaluate the marketability and comparative value
of reclaimed water in relationship to the Hetch
Hetchy water by the end of the fiscal year.
Several reports were submitted to the UAC.
Comprehensive study was postponed by delay of
the reclaimed water project.
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.
Surveys postponed to avoid interference with
similar surveys conducted by consultants in
relation...t~hoddailities organizational review.
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
KEY PLANS
Implement operational changes and business
process improvements identified and targeted for
1995-96 in the Business Process Reengineering
Study.
’PROGRESS
Design of Customer Information System (CIS)
data model reflected Business Process
Reengineering (BPR) recommendations. BPR
operational changes implemented included using
voice mail and Internet e-mail to receive meter
reads from customers. Also, meter reading
operations were changed to maintain a 21
working day billing cycle, reducing costs and
improving customer service.
59
KEY PLANS PROGRESS
Coordinate the design of application software for E!
users of the CIS project.
CIS consultant and staff designed four Customer
Service Center computer screens. Additional
programming was suspended while data model
design was developed.
Introdube utilities bill statement in new format
before January 1, 1996.
New utilities bill statement introduced February
1996.
Implement and evaluate effectiveness of the
automatic meter reading (AMR) pilot project to
increase customer satisfaction and achieve timely
billing.
Request for Proposal (RFP) will be issued first
quarter of 1996-97 to potential AMR vendors to
address technical and multi-utility solutions for
Palo Alto. Implementation of pilot program
planned for third quarter.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
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.
PROGRESS
Completed Southgate and College Terrace area
replacements. Contract bid and awarded for
Tasso, Byron, Middlefield Road, Kipling,
Cowper, Ash, and Kellogg Streets. Construction
to start in September 1996 with completion by
July 1997.
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.
Montebello Reservoir coaling project complete.
Monitoring coating performance at Park
Reservoir before installation of cathodic
protection. Deferred fence and driveway
maintenance until completion of all reservoir
rehabilitation until July 1977.
60
FUND OVERVIEW
Accomplishments in 1995-96 include: delivery and installation of a new backhoe loader for the Utility
Department; two new mechanical street sweepers; five new pieces of equipment for a new capital project to
support the PAUSD field maintenance program; a fuel permit process for the Municipal Service Center gas
station; and installation of a new portable heavy vehicle lift and retrofit of shop doors.
The Fund also completed unscheduled projects assigned during the year including supporting the Police
Department’s implementation of a new motorcycle program where five new Police motorcycles were put into
service. Twelve patrol cars (six were originally budgeted) were also put into service and retrofit automation of
five older police vehicles was completed.
KEY PLAN REPORTING
FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS
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 2 years will
be provided from Utilities/Gas CIP to purchase 69
vehicles with dedicated CNG.)
PROGRESS
28 vehicles were ordered with CNG packages: 11
vans, 16 pick-ups, and one large street sweeper.
Complete second year Vehicle Management
System project which includes installing
monitoring equipment on 150 vehicles and
developing custom reports for management.
Installation of on-board devices has been delayed
by contractor. Phase I of project to be completed
by November 1996.
FUNCTIONAL AREA: VEHICLE OPERATION/MAINTENANCE
KEY PLANS
Develop a master plan for fuel storage and fuel
alternatives (CNG and Electric expanded use).
PROGRESS
Responsibility for this project has been shifted to
the Utilities Department. A consultant will be
used to complete.
Identify opportunities to offset costs by providing
maintenance service for outside agencies
including joint use of fueling facilities.
Discussions are underway with school district for
CNG fueling. Maintenance service has been
offered in Los Altos-Fire service proposal.
61
62
FUND OVERVIEW
In 1995-96, the Printing and Mailing Services Fund completed a test of a contract mail presorting service that was
found to reduce the City’s mailing cost; it is anticipated that this service will be contracted out on a long-term
basis. In response to a change in the Utilities Department’s billing system, additional equipment and temporary
personnel were required in Mailing (new equipment in the Utilities Department will remove the need for the
added labor). Finally, a printing manual has been drafted and is being reviewed; it is designed to help printing
customers prepare their requests to achieve cost effective and speedy production.
KEY PLAN REPORTING
FUNCTIONAL AREA: PRINTING & MAILING SERVICES
KEY PLANS PROGRESS
Prepare a proposal for a central city graphics tD
service to produce quality design materials with
improved turn-around time, and implement if
approved.
Install new postage machine with weighing IZI
capabilities, allowing the City to take advantage of
lower mail rates.
A limited graphics program was implemented and
is in use. A comprehensive plan is being prepared
for 1996-97.
The postage machine was installed and has
resulted in the reallocation of staff time to bulk
mail, resulting in per piece mail discount.
63
ATTACHMENT B
IMPACT MEASURES: GENERAL AND ENTERPRISE FUNDS
FUNCTIONAL AREA: CONSULTATION AND ADVISORY
Major Activity: Agenda Support, Public Meetings
IMPACT MEASURES
IllProvide 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 of un-programmed activities to
the extent and in the manner agreed-upon during each budget cycle.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%60%
N/A 90%
Major Activity: Council Member Support
IMPACT MEASURES
1.Respond to 100 percent of Council Member conflict of interest inquiries
within 10 working days.
2.Provide or manage legal services for Council Members in support of
programmed activities within agreed-upon time frames 90 percent of the time.
3.Provide or manage legal services for Council Members in support of UN-
programmed activities to the extent and in the manner agreed upon during
each budget cycle.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
90%90°,0
NIA 90%
Major Activity: Board/Commission Advice
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
l.Respond to 70 percent of City advisory board or commission conflict of 70%85%
interest inquiries within 10 working days.
1. Increased response rate due to a number of oral responses rather than written reports.
Major Activity: Project Based City Staff Support
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
N/A 85%
9O%9O%
1.Provide or manage all legal services in support of un-programmed activities to
the extent and in the manner agreed upon during each budget cycle.
2.Provide or manage legal services in support of programmed activities within
agreed-upon time frames 90 percent of the time.
Major Activity: Independent Investigations/PublicInquiry
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
1. Complete 4 independent legal investigations.
2. Respond to 100 percent of public inquiries within 5 working days of initial
contact.
1. The additional independent investigation arose from landlord-tenant rental issue.
FUNCTIONAL AREA: LITIGATION AND DISPUTE RESOLUTION
Major Activity: Claims Investigation & Administration
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
6O%95%
1. Process 100 percent of claims within statutory time frames.
2. Resolve 60 percent of meritorious civil claims within established reserve
levels.
2.The goal was a rough estimate. Staff have been setting and adjusting reserves prudently, thus enabling more frequent settlement
of claims within reserve levels. The increase should not be attributed to higher than expected performance, and the goal will be
revised at midyear.
Major Activity: Civil Litigation Defense
IMPACT MEASURES 1995-96 1995-96
ADJUSTED BUDGET ACTUALS
1. Represent the City in 20 personal injury cases.20 19
2. Resolve 60 percent of civil cases within established reserve levels.60%90%
2.The goal was a rough e.stimate. Staff have been setting and adjusting reserves prudently, thus enabling more frequent settlement
of claims within reserve levels. The increase should not be attributed to higher than expected performance, and the goal will be
revised at midyear.
Major Activity: City Initiated Litigation
IMPACT MEASURES
I 1. Prepare 4 amicus curiae (friend of the court) participation reports.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
FUNCTIONAL AREA: INTERNAL AUDITS AND REVIEWS
Major Activity: Internal Audits and Reviews
IMPACT MEASURES 1995-96 ADOPTED
BUDGET
1.To complete 100 percent of the audit assignments as reflected on the Audit
Plan.
2.To report audit issues that result in potential savings to the City.
3.To report status of all recommendations for audits issued in the prior fiscal
year.
100%
Yes
Yes
3. Report completed and submitted to City Manager. To be issued in October 1996.
1995-96
ACTUALS
90%
Yes
Yes
FUNCTIONAL AREA: PROFESSIONAL ASSISTANCE AND SERVICES
Major Activity: Annual External Audit
IMPACT MEASURES 1995-96 ADOPTED
BUDGET
1.Ensure that 100 percent of the audit contract deliverables are provided within
timeframes established in the agreement.
2.Perform a post audit survey of City management and staff to evaluate
performance of audit firm.
100%
Yes
1995-96
ACTUALS
lOO%
Complete
4
FUNCTIONAL AREA: PUBLIC INFORMATION
Major Activity: Public Outreach
IMPACT MEASURES
1.Annually review and update general information to the Council including
"Your City Welcomes You" brochure.
2.Maintain 100 percent compliance with the cable franchise agreement.
3.Resolve 80 percent of cable complaints within 24 hours.
4.Increase new programming hours by 10 percent on the cable government
channel.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
Yes Yes
100%100%
80%80%
10%31%
4.Increased programming due to greater supply of nonprofit videos and the increased availability of free videos from various
markets.
FUNCTIONAL AREA: COUNCIL SUPPORT SERVICES
Major Activity: Agenda/Packet Process
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Prepare and distribute 95 percent of Council agendas and accompanying 95%
backup materials within four days prior to the regular meeting.
2. Publish 100 percent of Council agenda digests in the newspaper at least 24 100%
hours prior to Council regular meetings.
3. Ensure that no more than 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
100%
100%
0%
3.Exceeded goal due to efforts to comply with Brown Act, which requires that agenda titles accurately describe what action or
discussion will take place at a meeting.
Major Activity: Board/Commissions Recruitment
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
15%20%
90%100%
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.
3. Ensure that 90 percent of vacancy notices are published in the newspaper and
shown on the government channel.
2.Increased numbers of applicants due to more successful than expected outreach for applicants through the annual orientation,
newspaper notices, Cable television announcements, and mailings to professional organizations.
5
Major Activity: Council Events
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
5 61.Coordinate 5 Council events per y~ear, e.g., annual Council reorganization,
annual meeting with legislators, sister city functions, retreats, State of the City,
and Town Hall meetings.
Major Activity: Council/Committee Meetings/Minutes
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
80%54%
95%100%
1.Prepare 95 percent of Council legislative actions by 11 a.m. the day
succeeding the Council meeting, with no errors.
2.Finalize 80 percent of minutes in six weeks for meetings less than 3 hours and
7 weeks for meetings that are more than 3 hours (Revised from 100 percent).
3. Ensure 95 percent of Council minutes will have no more than 5 corrections
per set.
2.Although the equivalent of one full time staff person was spent on this activity, this goal was not met. In 1996-97, the Clerk’s
Office will hssess whether or not more staff hours need to be directed toward this activity.
FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST
Major Activity: Conflict of Interest Code
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%95%1. Ensure that 95 percent of the economic interest filings by designated
employees, including elected and appointed officials, be filed by the
official deadlines.
Major Activity: Elections
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
0 0
95%96%
1%1%
1. Have no violations of elections law.
2. Ensure that 95 percent of the campaign disclosure filings for officeholders
and candidates are filed by the official deadlines.
3.Increase the number of absentee voters by 1 percent at all municipal
elections.
FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT
Major Activity: Legislative History
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
95%100%
1.Ensure that 95 percent of requests for current, microfilmed, or inactive
records be filled within five working days.
2.Provide that 95 percent of adopted legislative actions are computerized within
60 days of the City Council meeting.
Major Activity: Palo Alto Municipal Code
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
95%100%
1.Provide 95 percent of signed copies of newly adopted ordinances to publisher
for codification within 30 days after passage by Council.
2.Ensure 95 percent of the errors are corrected by the subsequent supplement.
FUNCTIONAL AREA: CITY MANAGEMENT
Major Activity: Oversight of City Departments
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%86%1.Establish time flames and monitor departments’ progress on Council
assignments to assure completion of 90 percent of assignments within time
’specified to Council.
Major Activity: Interdepartmental Coordination
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%97%
12 12
1.Assure 95 percent representation of departments at weekly agenda planning
and post-Council meetings.
2.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.
3. 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.
2
FUNCTIONAL AREA: CITY COUNCIL RELATIONS
Major Activity: Council and City Manager Interaction
IMPACT MEASURES
1.Respond to 95 percent of Council Member calls and inquiries within 24
hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
Major Activity: Council Agendas and Meetings
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Develop City Council agendas that facilitate 90 percent of Council meetings 90%61%
being completed within a four-hour time frame.
Major Activity: Council/Public Communications and Correspondence
IMPACT MEASURES
1.Provide written responses to letters received by the City Council within four
weeks of their receipt, 90 percent of the time.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%82%
FUNCTIONAL AREA: COMMUNITY/INTERGOVERNMENTAL RELATIONS
Major Activity: Public Relations
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Provide information to the media on City programs and activities at least 12 12
times a year on a monthly basis.
1. Initiating one press contact a month is the minimum target. Multiple opportunities arise each month.
1995-96
ACTUALS
24
FUNCTIONAL AREA: ECONOMIC RESOURCES
Major Activity: Business Outreach & Retention
IMPACT MEASURES
I1.C onduct six meetings for commercial property owners/tenants and other
interested parties to identify individual needs, retail gaps, and impediments to
economic health.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
6 7
Major Activity: Process Facilitation
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Provide guidance for not less than 20 new/existing businesses requiring 20 21 I
assistance in the permit applications process.I
10
FUNCTIONAL AREA: FINANCIAL SUPPORT SERVICES
Major Activity: Accounting Services
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Produce and distribute 85 percent of final monthly departmental reports by the
15th calendar day of the month.
2.Pay 80 percent of invoices within 30 days from invoice date.
3.Achieve an average satisfaction rating of greater than 4.0 (highest rating being
5) on various accounting training class surveys.
4. 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.
100%
90%
>4.0
100%
1995-96
ACTUALS
1 OO%
89%
4.5
100%
Major Activity: Financial Reports
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
Yes
Yes
Yes
1.Obtain an "unqualified" audit opinion for the City’s annual financial
statements.
2.Have the Comprehensive Annual Financial Report(CAFR) ready for
publication by November 15.
3. Obtain awards for excellence in financial reporting from the California Society
of Municipal Finance Officers (CSFMO) and the Government Financial
Officers Association (GFOA).
4.Submit 100 percent of external financial and statistical reports by the legally
required due dates.
lOO%
1995-96
ACTUALS
Yes
Yes
Yes
100%
Major Activity: Purchasing & Contract Administration
IMPACT MEASURES 1995-96 . ADJ USTED
BUDGET
100%
100%
10%
1.Initiate processing of 100 percent of persuasible purchase requisitions under
$500 within seven days from date of receipt in Purchasing.
2.Convert 100 percent of requisitions to purchase orders within three days of
completion by Buyers.
3.Increase vendor participation in the bidding process by 10 percent on recurring
contracts.
1995-96
ACTUALS
100%
94%
10%
11
Major Activity: Stores & Warehousing
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10O%1 OO%
5%1%
1.Deliver all stock and non-stock supplies within 24 hours of a request 100
percent of the time.
2.Provide an annual physical inventory count that is within 5 percent of related
accounting records.
FUNCTIONAL AREA: PROPERTY MANAGEMENT
Major Activity: Real Property Management
IMPACT MEASURES
1.Meet 95 percent of agreed upon deadlines for routine property and easement
acquisitions, dispositions, and leases.
2.Collect 98 percent of rental payments by the due date.
3.Update real property data files on 100 percent of property acquisitions and
dispositions within 30 days of receipt of original recorded documents.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%95%
98%98%
100%100%
Major Activity: Cubberley Long Term Lease Management ’
IMPACT MEASURES
1.Maintain rental income equal to at least 95 percent of the rental amount paid
by the City to the School District.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
98%98%
FUNCTIONAL AREA: MONEY MANAGEMENT
Major Activity: Investments & Banking
IMPACT MEASURES
I-12.
Earn a yield at 100 percent or greater of the level achieved by the State Local
Agency Investment Fund (LAW) pool.
¯ Maintain average compensating balances (uninvested cash) not more than 5
percent in excess of the balances needed for coveting the cost of banking
services.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%103.5%
<5%2.4%
Major Activity: Parking Support
IMPACT MEASURES
I1. Process 97 percent of parking citation payments on the day received.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
97%99%
12
Major Activity: Utility Payments Processing
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
99%99%
1.Deposit 100 percent of cash receipts received by the Bill Processing Center
on the day received for crediting to the customers’ utilities accounts.
2.Post 99 percent of payments and a~iustments from Revenue Collections and
Utilities Customer Service Center on the day of receipt.
Major Activity: General Billing & Collections
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
70%79%
6O%84%
9O%10O%
75%10O%
4.5 4.9
1.Issue 95 percent of billings within 7 working days after receiving billing
request from departments.
2.Collect at least 70 percent of outstanding accounts for paramedic receivables.
3.Collect at least 60 percent of outstanding accounts for driving under the
influence receivables.
4.Collect at least 90 percent of outstanding accounts for false alarms
receivables.
5. Collect at least 75 percent of property damage receivables.
6. Achieve an average satisfaction rating of 4.5 (of 5.0) on customer service
surveys for the Revenue Collection public counter.
3. Increased collection rate due to decrease in number of monthly receivables and a more aggressive collection effort.
5.Increased collection rate due to a decrease in third quarter billings and the recovery of revenue from several large outstanding
receivables.
FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS, & REPORTS
Major Activity: Consulting & Special Studies
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Identify a minimum of $100,000 in potential savings through analytical $50,000 $80,000projects and special studies.
Major Activity: Revenue/Expense Analysis/Monitor
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
6%6.5%1.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).
2.Project General Fund employee services budget expenditures within 3 percent
of actual year end results.
3%1.4%
13
Major Activity: Budget Development-Operating & Capital
IMPACT MEASURES
1.Deliver the budget document to Council at least 15 working days prior to the
first budget hearing.
2.Obtain at least 3 budgeting awards from the California Society of Municipal
Finance Officers (CSMFO) and the Governmental Finance Officers
Association (GFOA).
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
15 days 19 days
2.Received four awards from CSFMO: Excellence in Public Communication, Excellence in Innovation, Merit in Capital
Budgetihg, and Merit in Operating Budgeting. Received Distinguished Budget Presentation Award from GFOA.
FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT
Major Activity: New Application Development
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%10%
90%9O%
1. Use improved technology to increase users’ direct access to City’s business
systems database information by an additional 10 percent annually.
2. Complete 90 percent of project schedule milestones according to schedule,
Major Activity: Third Party Application Support
IMPACT MEASURES
1.Meet users computer program request milestones 90 percent of the time for
all third party applications.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%
Major Activity: Data Base & Application Management
IMPACT MEASURES
1.Complete departmental requests for changes within agreed upon time frame
90 percent of the time.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%
FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT
Major Activity: Operating System Support
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%1.100 percent of the time, planned system maintenance shutdown will be
scheduled one week in advance.
2.Maintain up time on six systems during prime time (7am to 6pm) 98 percent
of scheduled hours.
98%95%
14
Major Activity: Security & Network Support
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
98%98%
90%90%
1.Process 98 percent of authorized password and computer access requests
within 40 working hours.
2.Respond to 90 percent of complaints and questions (approximately 1500 per
year) within 2 working days.
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 invoices on schedule with 98 percent accuracy.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%
[98%98%
FUNCTIONAL AREA: PERSONAL COMPUTER SUPPORT
Major Activity: User Support
IMPACT MEASURES
1.Resolve 75 percent of user requests (approximately 2500 per year) for
computer and software problems within 24 hours.
2.Resolve 80 percent of user requests (approximately 300) for network
connectivity problems within 24 hours.
3.Install 70 percent of new or replacement pcs, printers and software within 5
working days of request from users.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
70%65%
70%70°,o
70%60°,0
FUNCTIONAL AREA: TELECOMMUNICATIONS
Major Activity: Telecommunications User Support
IMPACT MEASURES
1.Complete 80 percent of service requests within 5 workings days.
2.Complete all communication requests within 7 working days using contract
services.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
5 days/80%5 days/80%
7 days 7 days
Major Activity: Telecom Planning & Administration
1995-96IMPACT MEASURES ADJUSTED 1995-96
BUDGET ACTUALS
[ 1. Imp.rove telecommunication systems down time by 15 percent due to failedequipment.
15%
15% I
15
16
FUNCTIONAL AREA: ARTS AND CULTURE
Major Activity: Visual Arts
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
10
35O
5%
1995-96
ACTUALS
15
408
0%
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.
1.Exhibition shows an increase because of opportunities that arose related to the main exhibition schedule for additional
exhibitions.
3.Attendance figures for previous years accidentally included double counting Which could not be removed. Thus baseline figures
are artificially high. This year’s figure eliminated double counting, so when compared to previous years showed no increase in
attendance. Next year this figure should accurately represent growth.
Major Activity: Children’s Performing Arts
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Achieve 160 performances, classes, workshops, and activities for family 160
audiences.
2. Offer Children’s Theater participation (hands-on) opportunities to 2,600 2,600
young people.
3. Achieve 22, ! 15 attendees/audience at Children’s Theater productions,22,115
classes, workshops, tours and related activities.
1995-96
ACTUALS
193
3,279
27,900
1.Increase due to opportunities to schedule more performances in response to demand and the Outreach experiment which allowed
more schools to participate.
2.Increase due to opportunities to schedule more performances in response to demand and the Outreach experiment which allowed
more schools to participate.
3. Increase due to opportunities to schedule more performances in response to demand.
Major Activity: Adult Performing Arts
,IMPACT MEASURES
1. To offer 175 performances.
2. Produce 51 music and dance concerts throughout Palo Alto.
3. Offer 92 performing arts classes.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
175 185
51 65
92 87
2. Increase due to opportunities to schedule additional concerts in response to audience demand.
17
Major Activity: Arts Community Partnerships
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Support the ASD/Real Estate Division’s efforts to maintain 90 percent 90%100%
occupancy of the Cubberley studio project.
2. Provide opportunities and training for 1,000 volunteers.1000 1,831
2.Increase due to the success of Theatre Works, Palo Alto Players and West Bay Opera in recruiting, training and utilizing
volunteers in their programs, which are co-sponsored With the City.
Major Activity: Radio Facilities Operations
1995-96 ADJUSTED 1995-96IMPACT MEASURES BUDGET ACTUALS
1. Initiate arts facilities and/or equipment repair within 24 hours of report of 24 24
malfunctions.
FUNCTIONAL AREAi CUBBERLEY COMMUNITY CENTER
Major Activity: Cubberley Center Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%97%
80%85%
1.Process 95 percent of facility rental applications within five working
days after initial booking.
2.Receive a "good" or better rating on 80 percent of the Customer Service
Surveys received from the public, tenants and hourly users.
Major Activity: Cubberley Maintenance
IMPACT MEASURES
¯ 1. Receive a "good" or better rating on 90 percent of the Customer ServiceSurveys received from the public, tenants, and hourly users.
2.Ensure that 95 percent of landscape maintenance contract specifications
are accomplished by meeting with the contractor at least twice monthly.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%86%
95%95%
18
FUNCTIONAL AREA: GOLF SERVICES
Major Activity: Golf Course Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Provide playable golf turf conditions on 78 percent of the potential playing 78%60%
areas of the golf course.
2. Maintain fairway mowing intervals equal to 90 percent of comparable 90%95%
frequencies and maintenance standards of regional public golf facilities.
3. Maintain green mowing intervals equal to. 90 percent of comparable 90%95%
frequencies and maintenance standards of regional golf facilities.
4. On average, inspect and repair 15 percent of the sprinkler system on a 15%20%
weekly basis.
Major Activity: Business Operations
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
25%51%
25%25%
4 5
1.Generate revenue 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.
I. Heavy rains resulted in reduced operations costs.
FUNCTIONAL AREA: PARK SERVICES
Major Activity: City Park and Facilities
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%1.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).
2.Inspect 90 percent of the tennis courts (nets, screens, fencing, gates,
surfaces) on a monthly basis (Mode IV level).
3.Ensure that 80 percent of the time, litter is picked up and collected at parks
twice weekly (Mode III level).
4.Prune and trim 80 percent of landscape plants and shrubs at least twice per
season (Mode II level).
5. To maintain 90 percent of the floral and landscape plantings at these sites
Mode II level (within a range of I to VI withI being state of the art
maintenance) based on NRPA (National Recreation and Park Maintenance
Standards).
90%9O%
80%90%
80%80%
90%90%
19
Major Activity: Athletic Fields
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%1.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 Recreation and Park Maintenance Standards.)
2.Ensure that 90 percent of the irrigation work orders related to athletic field
maintenance activities are completed within 72 (revised from 24) hours.
3. Clean 90 percent of the tennis courts on a monthly basis.
90%90%
90%90%
FUNCTIONAL AREA: HUMAN SERVICES
Major Activity: Human Services Contract Administration
IMPACT MEASURES
1.For 100 percent of funded agencies, conduct at least one on-site inspection to
ensure funds are spent appropriately and all contract requirements are fulfilled.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%I
Major Activity: Community Partnership/Public Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
6,000 5,461
3,000 2,650
1.Supplement General Fund resources by utilizing approximately 6,000
volunteer hours.
2.Provide information and educational outreach to approximately 3,000 citizens
and businesses in the community.
Major Activity: Child Care Services
IMPACT MEASURES 1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
11 111.For all 11 City/PAUSD 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.
2.Conduct site visits 4 times a year to City funded child care agency to ensure
funds are spent appropriately and contract requirements are being met.
4
20
FUNCTIONAL AREA: LIBRARY SERVICES
Major Activity: Library Information
IMPACT MEASURES
1.Provide 79 percent of items requested from libraries outside Palo Alto
(interlibrary loans) for Palo Alto residents within 21 days.
2.To respond to 90% of reference questions or requests for information on the
same day.
1995-96
ADJUSTED 1995-96
BUDGET ACTUALS
79%77%
90%100%
Major Activity: Collections Management
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
66%54%
3.5 3,6
65%87%
1.Make 68 percent of new materials available to public within 45 calendar days
of receipt.
2.Check out library materials an average of 3.5 times per year (to measure
effectiveness of selecting titles relevant to users needs).
3.Shelve 65 percent of items returned within two working days.
1.Didn’t meet target because: increase in number of new titles received; need to hold non-English language materials until the
collection ready for introduction; need to hire Russian cataloger; and number of non-book materials requiring original
cataloging.
3.Increase is due to both the anomaly of the testing periods and new efforts to set shelving standards. Anecdotal information is that
there are significant periods at some branches where goal is not achieved.
Major Activity: Library Outreach
IMPACT MEASURES
1.Provide 275 enrichment activities to 20,000 children (ages 18 months to 11
years) and their caregivers.
2.Provide library service to 45 home bound Palo Alto residents.
2. Increase is result of additional, successful recruiting efforts for both patrons and volunteers.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
275 274
40 52
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 ADJUSTED 1995-96
BUDGET ACTUALS
9O%91%
97%98%
21
FUNCTIONAL AREA: OPEN SPACE AND SCIENCES SERVICES
Major Activity: Open Space/Sciences Education Services
IMPACT MEASURES
1. Offer 1,200 interpretative and science education activities.
2. Maintain an interpretive and science activities cancellation rate of less than 10
percent.
3.Using a computerized system, formally accept all donations to the Junior
Museum’s permanent collection within 30 days.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1,200 1,284
10%16%
30 30
Major Activity: Open Space/Sciences Maintenance
IMPACT MEASURES
1.Respond to 100 percent of all complaints regarding the safety and cleanliness
of facilities within 24 hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
Major Activity: Emergency Response/Enforcement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
100%100%
1.Provide enforcement and emergency response training to 1 O0 percent of
regular ranger staff Within 6 months of initial employment.
2.Provide re-training opportunities for all regular staff so that 100 percent of
staff is current in emergency response and law and enforcement certification.
Major Activity: Open Space/Sciences Community Partnership
IMPACT MEASURES
1.Working with other non-profit groups, co-sponsor 36 events of community
interest in the sciences and humanities.
2.Supplement existing City resources by maintaining an active volunteer
program for the Open Space and Sciences, with volunteers performing 2,500
hours of volunteer service.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
36 38
2,500 9,100
2.Increase in volunteer hours reflects increased recruitment of volunteers through organizations such as youth groups, Friends of
Foothills Park, and Bay Area Action. It is expected that increased volunteer participation will continue; consider increasing
target at midyear.
22
Major Activity: Wildlife/Resource Management
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%1.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.
2.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.
3O 30
FUNCTIONAL AREA: RECREATIONAL SERVICES
Major Activity: Adult Programs
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Offer programs that attract 120,000 adult participants.120,000 118,000
2. Recover 75 percent of direct program costs.75%108%
2. It is difficult to determine total cost because many costs are captured in other Major Activities, such as Facilities.
Major Activity: Youth and Teen Programs
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
57,000
94%
1. Offer programs that attract 50,000 youth and teen participants.50,000
2.Recover 25 percent of direct youth and teen activity program costs, excluding 25%
the skateboard facility.
2. It is difficult to determine total cost because many costs are captured in other Major Activities, such as Facilities.
Major Activity: Programs for Persons with Special Needs
IMPACT MEASURES
1. Offer programs for special populations that attract 400 participants, including
70 percent Palo Alto residents.
2. Recover 25 percent of direct program costs for persons with special needs.
3. Supplement City resources by generating 750 hours of volunteer assistance in
programs for persons with special needs.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
400/70 900/80
25%24.8%
750 3,700
1.The success of Camp Ventura and the Skateboard Park have caused these figures to rise. These figures are estimates because
there is no way to monitor duplicate visits or residency status of participants in programs such as Open Gym and the Skateboard
Park.
3. The target figure was established without the benefit of a year’s operating results in the major activity. Volunteer support has
been considerable for programs such as Senior Friendship Day and Open Gym. It is anticipated that results will be similar to this
figure in future years.
23
Major Activity: Recreation Facilities
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
3%-1%1.Ensure that facilities are maintained so that City resources are protected
and the number of rentals is increased by 3 percent.
2.Generate 4 percent increased program revenue through improved
marketing and increased user fees.
4%-6%
1.The unmet demand for facilities does not translate into increased demand because many groups want to use facilities on same
days at same times. For example, most groups use facilities on week nights or during the mid-day on weekends. Because it is
not expected that demand patterns will change, this impact measure may require revision.
2.While demand for athletic fields and swimming pool rentals continue to increase, paid rentals at Mitchell Park and Lucie Stern
facilities declined in 1995-96. A program to update facility amenities will be implemented in 1996-97, and it is expected that
this will increase rental activity.
Major Activity: Special Events
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
40 46
4 4
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.
FUNCTIONAL AREA: EMERGENCY RESPONSE
Major Activity: Emergency Medical Services
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
90%1.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.
2.To treat 90 percent of pulseless, non-breathing patients, with EMT-
Defibrillation within 6 minutes.
100%
1995-96
ACTUALS
93%
100%
Major Activity: Advanced Emergency Medical-Paramedic
IMPACT MEASURES
I1.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.
2. Recover 100 percent of the cost of emergency paramedic services, while
providing the highest quality service to the customer.
1995-96 ADJUSTED
BUDGET
90%
100%
1995-96
ACTUALS
94%
100%
Major Activity: Fire Suppresion Services
IMPACT MEASURES
1.To respond 90 percent of the time to fire emergencies (front ramp of fire
stations to scene), within 4 minutes or less for the urban areas of Palo Alto and
Stanford.
2. 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.
5. Limit the incidence of fires in buildings to 2 or less per 1,000 people.
3. Lower than anticipated loss rate reflects lack of historical data available when setting goal.
5. Lower than anticipated rate reflects lack of historical data available when setting goal.
1995-96 ADJUSTED
BUDGET
90%
90%
$0.15
90%
2
Major Activity: Special Rescue Service
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
95%1.Be prepared, trained, and equipped to respond to and mitigate 95 percent of
special rescue (vehicle, industrial, water, confined space) emergency requests
for service annually.
1995-96
ACTUALS
9O%
96%
$0,09
98%
.47
1995-96
ACTUALS
99%
25
Major Activity: Hazardous Materials Response
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. To confine incidents to the room or area of origin 80 percent of the time.80%96%
Major Activity: Emergency Service-Readiness
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
33.3%34%
25%23%
1.Perform fire hydrant tests and servicings on one third (33.3%) of the
City’s fire hydrants annually.
2.Ensure that 25 percent of Fire Department personnel have undergone
physical fitness testing annually.
FUNCTIONAL AREA: EMERGENCY RESPONSE
Major Activity: Fire Code Research, Development & Enforcement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%84%
90%92%
100%100%
90%100%
100%100%
80%93%
98%100%
1.Inspect 80 percent of all applicable high hazard occupancies every six
months.
2.Inspect 90 percent of all applicable ordinary hazard occupancies every
twelve months.
3. Inspect 100 percent of all applicable light hazard occupancies every 36
months.
4. Review building project plans, consult with developers, and issue permits
within 28 days, 90 percent of the time.
5. Review plans for City special events for all applicable fire safety
conditions within 14 days of submittal.
6.Evaluate principal causes of 80 percent of commercial fires and propose
reasonable fire code solutions to reduce the likelihood of repetitive fires.
7.Research appropriate codes for enforcement and correctly apply them in
the plan review and inspection process 100 percent of the time.
26
Major Activity: Environmental Coordination
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Provide staff review of 90 percent of major development projects 90%100%
requiring environmental co~.,~dination within requested timelines.
2, Provide a newsletter and public meeting about hazardous materials 4 4
incidents and hazardous materials permits to the public 4 times a year.
3. Respond to 90 percent of inquiries from the public about sites affected by 90%100%
groundwater contamination within 2 working days.
4. Review and respond appropriately to reports related to groundwater 90%94%
contamination that affect City neighborhoods and their residents within
20 working days of receipt 90 percent of the time.
Major Activity: Hazmat Code Research, Development & Enforcement
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Inspect 90 percent of all facilities requiring hazardous materials permits
every twelve months.
2.Review 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.
3.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.
4.Review hazardous materials business plans within 10 working days of
receipt of submittal for updating permit and occupancy classifications 90
percent of the time.
5.Research appropriate codes for enforcement and correctly apply them in
the plan review and inspection process 98 percent of the time.
90%
90%
90%
90%
90%
1995-96
ACTUALS
92%
100%
95%
92%
100%
Major Activity: Fire Cause Investigation
IMPACT MEASURES
1.Determine fire cause in 80 percent of all fires investigated by Fire
Prevention Bureau.
1995-96
ADJUSTED
BUDGET
80%
1995-96
ACTUALS
92%
27
Major Activity: Public Education
IMPACT MEASURES
1.To conduct public education on bicycle safety for 70 percent of the
PAUSD 5th and 6th grade school children.
2.To conduct annual community training and education on fire safety issues
for 5000 people in the community.
3. To conduct 30 public safety talks and/or meetings annually.
4. To respond 90 percent of the time to callers about the management of
common household hazardous materials within 3 working days of the
inquiry.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
70%95%
5,000 8,470
50 104
90%98%
1.In preparation for staff retirement, replacement is being trained, and thus extra classes were scheduled.
2.Class attendance greater than anticipated based on previous years.
3.Higher than anticipated requests from public and organizations for presentations.
Major Activity: Disaster Preparedness
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
20%2%
6 0
6 14
1.To conduct City employee training on disaster management for 20 percent
of all employees annually.
2.To conduct 6 community training classes on disaster survival techniques
annually.
3. To conduct 6 emergency planning meetings in the community annually.
1.Training has been conducted for key management personnel only at this time. Emergency Plan staff report will outline future
¯ employee training plan and training requirements.
2.Course under development. Emergency Plan staff report will outline community training plan.
3. Greater number of meetings conducted than anticipated due to the work on the Emergency Plan.
FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT
Major Activity: Training/Technical Development
"IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
95%1.Provide 95 percent of personnel with the mandatory training requirements of
City, County, State, and Federal governments.
1995-96
ACTUALS
98%
Major Activity: Recruitment & Selection
IMPACT MEASURES
1. Ensure 98 percent of Fire Department authorized staffing level is maintained.
1995-96
ADJUSTED
BUDGET
98%
1995-96
ACTUALS
96%
28
FUNCTIONAL AREA: RECORDS AND INFORMATION MANAGEMENT
Major Activity: Required Reporting Systems Maintenance
IMPACT MEASURES
1.Ensure 70 percent of Fire Department personnel have access and proper
training to input data into the Fire Department Data Management System.
2.File and maintain records in updated manner by ensuring 90 percent of new
records are filed within 10 days.
1995-96
ADJUSTED
BUDGET
70%
90%
1995-96
ACTUALS
65%
80%
Major Activity: Public Information
IMPACT MEASURES
1. Answer telephones within 3 rings 90 percent of the time.
2. Respond to requests for fire department records information 90 percent of the
time, within 10 days.
3.Receive a positive response from 95 percent of callers surveyed, that their
request was answered satisfactorily or appropriately by Department office
staff.
1995-96
ADJUSTED
BUDGET
90%
90%
95%
1995-96
ACTUALS
85%
100%
98%
29
30
FUNCTIONAL AREA: EMPLOYEE COMPENSATION & BENEFITS
Major Activity: Classification & Salary Administration
IMPACT MEASURES
1.Assure classification system i~ current by reviewing 20 percent of position
descriptions annually.
2.Survey on an annual basis 75 percent of all of benchmark classifications to
determine competitive rates of pay.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
20%33%
75%100%
1.Surpassed goal in part because of increased departmental requests for reviews and in part due to lack of historical data when
goal was set.
2. This activity is driven by union negotiations. In 1995-96 negotiated all union contracts so surveyed 100 percent.
Major Activity: Labor Contract Negotiation/Management
IMPACT MEASURES
l. Negotiate agreements according to Council authorization with all three
representation units within 60 days of expiration of contracts.
2. Successfully resolve 90 percent of grievances before arbitration.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
60 days 70 days
90%95%
Major Activity: Employee Benefit Plan
IMPACT MEASURES
I1. Handle 90 percent of all benefit requests within 24 hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%98%
FUNCTIONAL AREA: WORKFORCE RECRUITMENT & SELECTION
Major Activity: Candidate Outreach
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Participate in diversity and/or community-based outreach activities for 100
percent of external recruitment.
2.Track 100 percent of applicants interviewed for source of job/position
information.
lOO%
100%
1995-96
ACTUALS
100%
98%
31
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 discrimination complaints or claims per year.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%97%
90%74%
0 0
Major Activity: Employment Records Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%30%
100%90%
1.Ensure that 100 percent of all personnel files are updated within 10 days of
receipt of status changes or other pertinent data.
2.Review/revise 100 percent of employment procedures/forms within 10
working days of effective date of new regulations.
1.Various staff are responsible for updating personnel files in their respective areas. Due to increased workload as a result of the
implementation of the Lawson system, personnel file updates have taken longer than the projected 10 days.
FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE
Major Activity: Training Programs
IMPACT MEASURES
1. Certify 10 percent of management/prospective management employees as
Management Academy graduates each year.
2. Annually train 200 employees in supervisory and skills training courses.
3. 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.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%13%
200 1,400
4.5 4.5
150 399
2.Due to the number of new mandated training courses, and the inception of computer training courses, the number of employees
trained in FY 1995-96 is high. This number includes employees who have taken multiple classes.
Major Activity: Worklife Enhancement/Recognition
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Provide classes that address worklife enhancement issues in 20 percent of the 20%
Training Center’s course offerings.
1995-96
ACTUALS
31%
1. Higher percentage of classes offered due to in-house expertise and free seminars offered by the Palo Alto Medical Clinic.
I
32
FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT
Major Activity: Commute Alternatives Programs
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Reduce Vehicle Employee Ratio (VER) by 4% between 6 a.m and l0 a.m.4%4%
Monday through Friday.
2. Increase use of public transit 10% by June 1997.10%10.4%
FUNCTIONAL AREA: RISK MANAGEMENT
Major Activity: Injury/Illness Prevention
IMPACT MEASURES
I1.Assist departments in limiting the number of employee injuries where work
time is lost to 4.0 injuries per year.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
40 33
1. Safety program and safety education resulted in fewer injuries.
Major Activity: Worker’s Compensation Program
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%65%1.Limit claim costs to 95 percent of the industry standard for governmental
entities as published by State of California Department of Industrial
Relations.
2.Limit total number of open claims to 300 per year.300 185
1. Modified work policy and integrated management of claims resulted in lower claims costs.
2. Safety program and safety education resulted in fewer injuries and fewer open claims.
Major Activity: Loss Control
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.To resolve loss control and insurance issues within 24 hours for 75 percent of
all requests.
2.To investigate and provide risk control recommendations on 100 percent of
incidents which may result in liability to the City.
75%
100%
1. Able to respond to most requests more quickly than originally anticipated.
1995-96
ACTUALS
98%
100%
33
34
FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE
Major Activity: Education, Information & Assistance
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
l. Incorporate code changes into 100 percent of written information materials
and publications within thirty days of approval date.
2. Update 2 public handouts per year in a user friendly format to incorporate
submittal requirements and standard conditions of approval for all City
Departments.
3.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
90%
1995-96
ACTUALS
100%
2
99%
Major Activity: Board, Committee, Commission Support
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Implement 50 percent of the recommendations for operational.improvements
identified at the Board and Commission annual retreats within one year.
2.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.
3.Packet reproduction deadlines and accurate advertisements will be achieved 95
percent of the time.
50%
100%
95%
1995-96
ACTUALS
50%
100%
97%
FUNCTIONAL AREA: LIAISON, COORDINATOR & TECHNICAL ADVICE
Major Activity: Local & Interdepartmental Activities
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
10%
75%
100%
1.Dedicate 10 percent of Project Review Committee agenda time to discussion
and coordination of current environmental issues or problems.
2.Convert 75 percent of all proposals for creek flood protection from concrete
solutions to more natural solutions.
3.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.
1995-96
ACTUALS
10%
75%
100%
35
Major Activity: Sub-Regional Activities
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
75%77%1.Attend 75 percent of regularly scheduled interagency meetings which offer
significant opportunities for coordination (Stanford, Menlo Park, Santa Clara
County Association of Planning Officials, Congestion Management Agency).
Major Activity: Regional/State/Fed Activities
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
100%100%
1.Review and comment on 100 percent of national, state, and local proposals to
amend the Uniform Codes and Standards.
2.Provide review and technical comment to appropriate agencies within the
published deadline 70 percent of the time for proposed or enacted CEQA, land
use, environmental and transigortation regulations, legislation, or policies that
are referred by the City Manager or City Attorney.
FUNCTIONAL AREA: DEVELOPMENT REVIEW
Major Activity: Pre-Application Consultations
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS,
75%’92%
75%96%
1.Meet at least once with 75 percent of all applicants for planning entitlements
prior to project submittal.
2.Have 75 percent of all applications be complete upon first submittal.
1. Greater than anticipated response due to outreach and education efforts.
2. Due to higher than anticipated meetings before project submittal.
Major Activity: Application Review & Processing
IMPACT MEASURES
I1.Process 85 percent of all complete applications within the Planning
Division’s published application schedule.
2. Receive 100 percent of all applicable departmental comments within 10
days of a project’s submittal date.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%97%
¯ 100%92%
1. Due to greater number of complete submissions, higher percentage of projects able to stay on published schedule.
36
Major Activity: Public Participation/Decision Making
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
50%86%1.50 percent of all applicants for major development proposals will have
received neighborhood review or input prior to the required public
hearing for the project.
2.Planning staff will attend neighborhood meetings regarding major
development proposals 75 percent of the time requested.
3.Planning staff will attend neighborhood meetings regarding minor
development proposals 50 percent of the time requested.
75%100%
5O%10O%
1.Outreach has led to greater than expected numbers of applicants meeting with interested parties.
2.Staff has made effort to attend all meetings.
3.Staff has made effort to attend all meetings.
FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITORING
Major Activity: Construction Permit Process
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
100%100%
1.Log in and distribute 100 percent of submitted plans within three days.
2.Issue subpermits (plumbing, mechanical, electrical) within one day of
receiving a complete application 100 percent of the time.
Major Activity: Plan Review
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%99%
75%37%
1.Process 95 percent of express plan checks within 10 working days.
2.Process 75 percent of non-express residential plans first checked within
thirty calendar days.
3.Process 90 percent of non-express commercial plans first checked within
fifty calendar days.
90%83%
2.The emphasis in plan review is to expedite the over the counter (same day) and the green tag (ten days or less) plan reviews. As
a result, the larger, more complex projects, including new residences, spend more time in the plan check queue. The streamlining
implementation plan will address this issue in the fall of 1996.
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.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%97%
90%94%
37
Major Activity: Condition Monitoring
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Provide inspection response for conditions of approval within two 90%
working days for 90 percent of requests.
2. Respond to 90 percent of complaints regarding violations of conditions of 90%
approval for existing projects within two working days.
3. Obtain resolution of 75 percent of complaints within the Department’s 75%
authority and responsibilities within two months.
1995-96
ACTUALS
100%
100%
92%
3. Higher than anticipated rate due to lack of historical data available when goal was set.
FUNCTIONAL AREA: ADVANCE PLANNING
Major Activity: Policy & Ordinance Development
IMPACT MEASURES
1.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.
1.Items were delayed or deferred due to additional Council assignments and priorities, including expansion of Transfer
Development Rights ordinance to include seismic upgrades, and extensive Council review of the Comprehensive Plan.
1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
80%62%
Major Activity: Planning for Federal Funds
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Prepare and submit HUD required plans on time and gain approval 100 percent 100%100%
of the time.
FUNCTIONAL AREA: TRANSPORTATION & PARKING MANAGEMENT
Major Activity: Traffic Signals Management
IMPACT MEASURES
1.Review traffic 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.
1995-96 ADJUSTED
BUDGET
10
1 year
100%
1995-96
ACTUALS
10
1 year
100%
38
Major Activity: Traffic Engineering
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Respond to 90 percent of all striping and signing complaints within 90 days of 90%
receipt of request.
2. Prepare annual report to identify high accident locations and recommendations Annual
for improvements.
3. Review 90 percent of traffic control plans for public and private construction 90%
within ten days.
1995-96
ACTUALS
69%
Annual
100%
1. Due to backlog of requests and other priorities, some complaints took longer to address.
Major Activity: Pro:king Management
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%71%
10 10
1.Respond to 90 percent of all parking requests within thirty days of receipt of
request.
2.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.
1. Due to backlog of requests and other priorities, some complaints took longer to address.
Major Activity: Bicycle Programs
IMPACT MEASURES
1.Achieve 75 percent occupancy rate for City bike locker rentals.
2.Hold 8 meetings of the Palo Alto Bicycle Advisory Committee annually to
discuss, review and evaluate bicycle related issues.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%61%
8 11
1.Bike locker rental use is highest at locations closest to the CalTrain stations but usage continues to be low in other areas of the
downtown business district.
2. Group held additional meetings.
39
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES & PROGRAMS
Major Activity: School Safety Activities
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%33%
90%90%
8 10
1.Complete 90 percent of all adult crossing guard evaluations within 30 days of
receipt of request from the City/School Traffic Safety Committee.
2.Complete evaluation of 90 percent of minor school traffic safety study
requests within thirty days of receipt of request.
3.Arrange and co-chair a minimum of 8 City/School Traffic Safety Committee
meetings annually.
1.Three requests were received during the year. One was handled within 30 days, the second was incorporated into the Citywide
School Commute Safety Study and the third involved multi-jurisdictional responsibilities which required an extended evaluation
process.
Able to schedule more than minimum number of meetings.
Major Activity: Property Maintenance
IMPACT MEASURES
1. Respond to 90 percent of complaints within two working days.
2. Obtain resolution for 80 percent of complaints within three months of
notification to the responsible party.
3. Initiate enforcement actions for 90 percent of valid complaints within five
working days.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%95%
75%99%
90%92%
2. Higher than anticipated rate due to lack of historical data available in setting goal.
Major Activity: Traffic & Planning Studies
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1 0
1 year 1 year
1. Complete 1 neighborhood traffic study annually.
2.Implement traffic control measures approved by the City Council for each
neighborhood study within one year of funding approval.
3.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.
Annual
1.The six month trial of the Lytton neighborhood traffic management plan was implemented; no other neighborhood studies were
assigned.
3.Staff received and reviewed two road bump requests during the year, but due to the small number of requests, an annual report
was not prepared.
40
Major Activity: ADA Compliance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Respond to all staff and public ADA calls within 24 hours 90 percent of the 90%93%
time.
2. Resolve valid ADA issues within 10 working days 90 percent of the time.90%91%
FUNCTIONAL AREA: AFFORDABLE HOUSING & CDBG
Major Activity: Affordable Housing Development
IMPACT MEASURES 1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
25 41.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).
2.Complete 1 application for housing subsidy funds per two year budget cycle.
3.Negotiate a desirable Below Market Rate component into 100% of proposed
housing projects by the first public hearing.
1 1
lOO%lOO%
1. This measure will be achieved in the future when the Alma SRO project is implemented with 100 units.
Major Activity: Housing Advocacy
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
100%1.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%
Major Activity: Community Development Projects
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
100%1.Access performance and compliance with federal requirements of 100 percent
of CDBG funded agencies by analyzing progress reports and conducting on-
site monitoring visits.
2.Finalize 100 percent of the CDBG public service contracts in the year
allocated.
3. Finalize 60 percent of the physical improvement projects (such as
rehabilitation, or housing projects) in the year allocated.
lO0%
60%
3. This item was not completed due to a backlog from previous years.
1995-96
ACTUALS
100%
100%
25%
41
Major Activity: Federal & State Grant Management
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
0 0
100%100%
100%100%
1.Have zero audit findings from any federal or state agency.
2.Submit 100 percent of required HUD/State reports by the date they are due.
3.Respond to 100 percent of audit requests for information within 30 days.
FUNCTIONAL AREA: INFORMATION MANAGEMENT
Major Activity: Automated Systems
IMPACT MEASURES
1.Develop 4 new graphic or desktop publishing products annually which
improve communication with the public and decision-makers.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
4 6
1. Able to produce more products; goal changed to 10 in 1996-98 budget.
Major Activity: Records & Map Management
IMPACT MEASURES 1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
75%100%
100%100%
1.Transfer 80 percent of records from hard copy to permanent storage media
within 90 days of project completion.
2.Update zoning maps within 30 days of Council adoption of rezoning 100
percent of the time.
1. Higher than anticipated rate due to lack of historical data available in setting goal.
Major Activity: Data Collection & Reporting
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
9O%100%
1.Provide construction statistics to local, state and federal agencies within five
days of the close of each month 100 percent of the time.
2.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.
42
FUNCTIONAL AREA: REQUESTS FOR SERVICE
Major Activity: Requests for Service
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Respond to 95 percent of emergency calls within 3 minutes or less.95%94%
2. Respond to 85 percent of non-emergency calls within 30 minutes or less.85%97%
Major Activity: Critical Incident Resolution
IMPACT MEASURES
1.After the initial police response, respond with specially trained units to the
scene of a critical incident within 1.5 hours after request.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.5 1.4
Major Activity: Regional Assistance Response
IMPACT MEASURES
1.Respond with officers to the requesting agency 90 percent of the time, while
maintaining appropriate staffing levels within Palo Alto.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%99%
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
Major Activity: Police Dispatching Services
IMPACT MEASURES
1.Dispatch 99 percent of emergency calls within 60 seconds of the initial
receipt of the call.
2.Dispatch 95 percent of non-emergency calls within 30 minutes of the
initial receipt of the call.
3.Maintain a ratio of sustained complaints to calls for service of less than 1
to 10,000.
1995-96 ADJUSTED 1995-96
BUDGET ’ACTUALS
99%99%
95%99%
3. Figure based on 4 sustained complaints and 31,000 dispatched calls.
1.3
43
Major Activity: Fire Dispatching Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
99%100%1.Dispatch 99 percent of all emergency calls by within 90 seconds of the
initial receipt of the call.
2.Maintain a ratio of sustained complaints to calls for service at less than 1
to 10,000.
1.6
1. Figure based on over 6,000 fire and medical emergency calls for service.
2. One sustained complaint in over 6,000 dispatched calls for service.
Major Activity: Utilities Dispatching Services
IMPACT MEASURES
1.Coordinate 95 percent of joint department responses within ten minutes of
the request.
2.Dispatch 99 percent of emergency requests for service to customer service
personnel within ten minutes.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%86%
99%87%
Major Activity: General Fund Dispatch Services
IMPACT MEASURES
l. Return to service 99 percent of all system support equipment within 24
hours.
2.Return to service 90 percent of all mobile radio equipment within 3 days.
3.Retum to service 90 percent of all portable radio equipment within 5 days.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
99%93%
90%90%
90%79%
Major Activity: Stanford Dispatching Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
99%96%1.Dispatch 99 percent of emergency calls within 60 seconds of the initial
receipt of the call.
2.Dispatch 95 percent of non-emergency calls within 30 minutes of the
initial receipt of the call.
95%99%
44
FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION
Major Activity: Investigations
IMPACT MEASURES
1.Clear/close 65 percent of cases assigned by the supervisor to the investigator.
2.Return less than 10 percent of cases to patrol officers for follow-up due to
deficiencies and/or incompleteness in the initial investigation.
3.Ensure that of all cases for which felony charges are requested, at least 75
percent have charges filed for prosecution by the District Attorneys’ Office.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
65%73%
10%3.6%
75%92%
2.Rate of returned cases lower than anticipated is due to a heightened awareness of case quality among officers and tighter
supervision.
3.Higher than anticipated rate is due in part of 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 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
0%1. Maintain a property/evidence loss rate of 0 percent for all items handled by the 0%
police department.
2. Ensure that all evidence necessary to criminal investigations is collected at all 100%
crime scenes.
1. Figures based on the collection of over 5,000 pieces of property and evidence.
lOO%
FUNCTIONAL AREA: TRAFFIC SERVICES
Major Activity: Traffic Enforcement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
3%-14.8%
80%86%
5O%41%
1. Reduce injury accidents.by 3 percent.
2. Achieve 80 percent compliance rate of commercial vehicles inspected.
3. Maintain alcohol-related accidents 50 percent below national averages.
1.There were 418 injury accidents out of 1,723 total accidents, which represents a 14.8 percent increase in injuries. In over 60
percent of reported injury accidents there was no visible sign of injury.
Major Activity: Traffic Complaint Resolution
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Respond to 100 percent of new traffic complaints within two working days.100%100%
2. Assess 100 percent of new traffic-related complaints.90%100%
45
Major Activity: School Safety
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Achieve a 0 percent accident rate at crossing guard controlled intersections.0%0%
2. Achieve a 0 percent accident rate involving students walking or bicycling to 0%0%
and from school.
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
Major Activity: Crime Suppression
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
7%8.75%1.Ensure Palo Alto’s violent crime rate remains within the lowest 7 percent of all
California cities between 50,000 and 100,000 population.
2.Minimize vice, crime and other related activities by reviewing 100 percent of
all applications pertaining to regulated businesses for code enforcement.
100%100%
1. Palo alto ranked seventh out of 80 cities.
Major Activity: Youth Services
IMPACT MEASURES
1. Increase participation by youth in the Explorer program by 25 percent.
2. Reach 700 students through the Gang Resistance Education and Training
program.
3. Ensure identified police officers visit each adopted school once a week.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
25%36°,o
0 350
1. Increase reflects the addition of two Explorer scouts to the program.
2. Pilot program implemented second semester of school year.
.8
Major Activity: Community Policing and Education
,IMPACT MEASURES 1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
3%-240%
48hrs 34.6hrs
3 2.5
80%86%
1.Assist in the reduction of crime by 3 percent in targeted areas through
Neighborhood Watch, community meetings and home security inspections.
2.Notify affected businesses and residences of identified violent crime trends
within 48 hours after identification of trend.
3. Notify affected businesses and residences of identified non-violent crime
trends within three days after identification of trend.
4. Resolve 80 percent of identified problems in areas having disproportional
requests for service by enlisting community participation.
1.Increase in crime rate due to large outbreak of auto burglaries and resulting cell phone thefts in targeted .areas. Task Force
formed to address issue; suspect arrested, burglaries have ceased, and rate has dropped again.
46
FUNCTIONAL AREA: POLICE PERSONNEL SERVICES
Major Activity: Personnel Records Management
IMPACT MEASURES
1. Investigate and notify 80 percent of complainants of outcome within 30 days.
2. Ensure 100 percent compliance with the Police Officers Standards Training
audit for police personnel records management.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
75%61%
100%100%
1.Lower than estimated percentage due to delays in the initial investigation. Steps have been taken to speed up the process. 83
percent of complainants were notified within 30 days for the fourth quarter.
Major Activity: Hiring and Retention
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
4%1.6%
80%75%
1. Maintain a vacancy rate of no more than 4 percent for sworn personnel.
2.Ensure 80 percent of newly hired police officers successfully complete the
basic police academy and field training program.
3.Maintain a vacancy rate of no more than 4 percent for non-sworn personnel.4%3.7%
1.While the average vacancy rate in 1995-96 for sworn personnel is low, the vacancy rate over last several months is running at
approximately 10 percent due to retirements and disabilities.
Major Activity: Mandatory Training
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%l. Maintain 95 percent of personnel compliance with State-mandated training
hours.
2.Provide training on 100 percent on new legislation and regulations to all
officers within three months of the effective date.
100%100%
Major Activity: Non-Mandatory Training
IMPACT MEASURES
I~iProvidediversity training each year to all Police Department personnel.
Provide defensive tactics and legal update training each year to 95 percent of
all sworn personnel.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%79%
90%1 OO%
47
Major Activity: Volunteer Program
IMPACT MEASURES
1. Oversee 9,000 hours of volunteer service.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
9,000 8,475
FUNCTIONAL AREA: ANIMAL SERVICES
Major Activity: Pet Recovery/Adoption Services
IMPACT MEASURES
1.Maintain the rate of adopted animals returned to the shelter at less than 5
percent.
2.Present a humane education program to 100 children in Palo Alto schools.
3.Increase the number of animals at the shelter that are reunited with their
owners by 5 percent.
1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
5%3.7%
1 O0 1,038
5%-1.4%
2.When this impact measure was developed, it was not anticipated that the Palo Alto Humane Society would be involved.
However, they were and made presentations at Palo Alto schools, resulting in greater than anticipated participation.
3. Decrease reflects fewer than anticipated number of lost or stray animals handled by the shelter.
Major Activity: Animal Care
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
300
5%
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.
2. Lower than anticipated percentage of diseased animals due in part to a lack of previous statistical information.
1995-96
ACTUALS
294
1.6%
Major Activity: Animal Health and Welfare
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Prevent 24,000 births of dogs and cats per year through low-cost spay and 24,000
neuter surgeries.
2. Quarantine 90 percent of domestic animals involved in a bite within 36 hours 90%
of receiving the bite report.
1995-96
ACTUALS
23,172
91%
Major Activity: Regional Animal Services
IMPACT MEASURES
] 1. Respond to 85 percent of requests for service within 45 minutes.
1995-96 ADJUSTED
BUDGET
85%
1. Lower response rate due in part to higher than anticipated number of requests and animals handled.
1995-96
ACTUALS
64%
48
FUNCTIONAL AREA: PARKING SERVICES
Major Activity: Parking Enforcement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Achieve a 75 percent percent compliance rate for parking time limits in the 75%97%
downtown district area.
2. Ensure a 50 percent compliance rate for newly identified habitual offenders 50%72%
within 90 days.
3. Resolve overnight parking issues within 5 working days of receipt of the 5 2.0
complaint.
1. Higher than anticipated compliance rate due to the success of the color zone parking program.
2. Higher than anticipated rate of compliance due in part to a lack of previous statistical information.
3.Lower than anticipated number of days to resolve parking issues is due in part to infrequency of complaints and the simplicity of
the complaints.
Major Activity: Parking Citations/Adjudication
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%99%
100%100%
1. Complete initial investigations on 100 percent of all contested parking
citations received by the Police Department within 20 working days.
2.Provide final disposition on 100 percent of all contested parking citations
within 10 working days of the adjudication heating.
Major Activity: Abandoned Vehicle Abatement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%100%
90%100%
1.Respond to 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 within 10 work
days.
FUNCTIONAL AREA: SPECIAL EVENTS
Major Activity: City Sponsored Events
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Maintain an attendee/calls-for-service ratio of less than 1 percent at City 1%.3%
sponsored events.
49
Major Activity: Non-City Sponsored Events
IMPACT MEASURES
1. Maintain an attendee/calls-for-service percent at special events.ratioof 1
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1%.02%
Major Activity: Stanford Sponsored Events
IMPACT MEASURES
1.Maintain an attendee/calls-for-service ratio of 1 percent at Stanford University
special events.
1995-96 ADJ USTED 1995-96
BUDGET ACTUALS
1%O%
FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT
Major Activity: Information Processing
IMPACT MEASURES
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..
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
80%58%
90%93%
2.Lower than anticipated number of reports processed in two working days is due to the 10-30 percent vacancy rate in the records
section of the department.
Major Activity: Computer Systems Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%85%
50%233%
1. Resolve 80 percent of computer service requests within 24 hours.
2.Increase the accessibility of on-line information to patrol officers in the field
by 50 percent.
2.Higher than estimated increase due to 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.
50
FUNCTIONAL AREA: STREETS
Major Activity: Streets Contract Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
9 9
90%100%
1. Design and bid contracts to repave 9 miles of streets per year.
2. For 90 percent of projects, limit the amount of construction change orders to
the amount authorized by Council at the time of award.
3. Bid 100 percent of all projects in the year they are budgeted for construction.100%100%
Major Activity: Street Computer Mapping
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%1.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.
100%100%
Major Activity: In-House Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
85%88%
1 O0%10O%
1.Repair 85 percent of potholes within 5 working days of notification.
2.Respond to 95 percent of all bicycle path maintenance requests within 5
working days.
Major Activity: In-House Traffic Control
IMPACT MEASURES
1.Paint 100 percent of school crosswalks prior to the start of each school year.
2.Respond to missing stop sign reports within 8 hours.
3.Replace 90 percent of missing street signs within 5 working days.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
100%100%
9O%100%
51
Major Activity: Emergency Response
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
1 O0%1 OO%tl. Clear roadway of mud, rocks and other debris within 4 hours of report.
2. Restore access to main arterial streets within 8 hours.
Major Activity: Streets - CIP Support
IMPACT MEASURES
1.Bid 80 percent of all projects in the year they are budgeted for
construction.
1. Figure based on two, related projects, both within guidelines.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%1 O0%
FUNCTIONAL AREA: SIDEWALKS
Major Activity: Sidewalks Contract Maintenance
IMPACT MEASURES
1.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.
2.Limit the amount of construction change orders on 80 percent of projects
to 15 percent of the amount of the contract awarded by Council.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%100%
80%100%
1. Figure based on completion of one project, which is within guidelines.
2. Figure based on completion of one project, which is within guidelines.
Major Activity: In-House Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%100%
9O%98%
1.Inspect 80 percent of requests for sidewalk repair within 3 working days.
2.Provide 75 percent of temporary repairs to sidewalks within 10 working
days of initial inspection.
Major Activity: Sidewalks CIP Support
IMPACT MEASURES
1. Reconstruct or repair 75,000 square feet of sidewalks annually.
2. Bid 100 percent of all projects in the year they are budgeted for
construction.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
75,000 75,000
100%100%
52
FUNCTIONAL AREA: TREES
Major Activity: Tree Inventory Management
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
2%2%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, provide City
specifications for trimming of City trees within 10 days.
90%90%
Major Activity: In- House Tree Maintenance
IMPACT MEASURES
1.Annually trim, prune, raise, and remove deadwood from 10 percent of City
street trees.
2.For 80 percent of incidents, respond to emergency requests for tree
maintenance within 8 hours.
3.Provide containment of controllable infestations which threaten to significantly
degrade the condition of the urban forest within 90 days of discovery.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%6%
80%80%
8O%8O%
Major Activity: Contract Street Tree Maintenance
IMPACT MEASURES
l. Remove dead trees within one year of assessment.
2. Remove and replant 2 percent of the urban forest on an annual basis.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%99%
1%1%
Major Activity: Contract Utility Line Clearing
IMPACT MEASURES
1.Trim, prune or remove 15 percent of all front or rear easement trees on an
annual basis, to minimize electrical service disruption.
2.Respond to 90 percent of emergency requests for tree service within 8 hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
15%2O%
90%90%
FUNCTIONAL AREA: STRUCTURES AND GROUNDS
Major Activity: Contract Maintenance Projects
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
30 301.Perform 30 hours weekly inspecting all City facilities serviced by contract
custodial support.
2.Bid 80 percent of all projects in the year they are budgeted for construction.
3’.Resolve 90 percent of reported custodial deficiency calls within one scheduled
servicing.
80%77%
90%89%
53
Major Activity: Structures/Grounds CIP Support
IMPACT MEASURES
1 . Resolve 90 percent of reported custodial deficiency calls within one scheduled
servicing.
2. Through an established Preventive Maintenance program perform 90 percent
of the manufacturer’s recommended maintenance for all operating equipment.
3. Complete 90 percent of service calls within three weeks of request.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%100%
90%90%
90%80%
FUNCTIONAL AREA: PRIVATE DEVELOPMENT
Major Activity: Private Development Project Review
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%83%1.Review plans and submit written comments to the Planning Department for
85 percent of private development applications within 10 working days from
receipt.
2.Process and approve 85 percent of Certificates of Compliance within 25
working days from initial application date.
80%65%
Major Activity: Private Development Permitting/Inspection
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%86%1.Review and approve 90 percent of Street Opening Work Permits within 15
working days from initial application date.
2.Respond to 90 percent of inspection requests for Street Opening Work Permits
within one working day.
80%100%
54
FUNCTIONAL AREA: GENERAL SERVICES
Major Activity: Street Lights Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Have zero instances of when more than 6 street lights (of 6,000) remain non-0 5
operational in a 24 hour period.
2. Respond to 100 percent of street light failure reports within 2 working days.100%96.6%
1.Greater number of instances due to series circuits failures, which take longer time to repair. Being replaced with new system in
1996-97.
Major Activity: Traffic Signals Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
60 mins 22 mins
1%1.3%
1. Respond to all traffic signal system problems within 1 hour.
2. Perform periodic lamp replacements to maintain a 1 percent or less
unscheduled replacement rate.
1. Faster response time due to implementation of standby system, in which a staffperson is always on call and reachable by pager.
2. Higher rate due to less frequent bulb replacement. Bulb replacement schedule has been accelerated.
Major Activity: Communications Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Restore service to all system users within 4 hours of an unscheduled system 4 hrs
failure.
1. Faster response time due to lack of historical data available when goal was set.
1995-96
ACTUALS
39 mins I
Major Activity: Street Lights - CIP
IMPACT MEASURES
1. Replace 30 deteriorated poles and fixtures.
1. Removed more poles than anticipated as part of downtown undergrounding project.
1995-96 ADJUSTED
BUDGET
30
1995-96
ACTUALS
55
Major Activity: Traffic Signals - CIP
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Replace 6 obsolete traffic signal controllers annually to maintain a 15-year 6 6
replacement cycle.
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.
2. Faster response time due to lack of historical data was goal was set.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
4 Hrs 54 mins
FUNCTIONAL AREA: RESOURCE MANAGEMENT
Major Activity: Competitive Assessment
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Forecast customer electric usage within 3 percent of actual consumption.3%
2. Complete 20 percent of a detailed customer database of Palo Alto’s major 20%
customers per year.
1. Accuracy of’forecast model depends in part on accuracy of weather prediction. Model very accurate this year.
2. Staff determined it was more efficient to survey all major customers at one time; had 80 percent response rate,
1995-96
ACTUALS
.9%
80%
Major Activity: Supply Resources
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Procure new electric supplies for a delivered cost of less than 1.10% of 110%
published indices (such as Dow Jones California Oregon Border Index, Power
Market Week) adjusted for reliability and delivery to the City.
2. Manage electric supplies for a delivered cost of less than 110 percent of the 110%
average cost of all other competitor suppliers in the Bay Area.
1995-96
ACTUALS
101%
55%
2.Delivered cost of power includes effects from resource decisions in prior years. The target for this impact measure may need to
be revised downward. Data were available for only PG&E and Alameda, but other local suppliers have similar costs.
Major Activity: Demand - Side Management Program
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
l.Achieve 90 percent of the Utilities’ annual resource goals identified and 95%100%
appi’oved by Utilities Advisory Commission and Council.
56
Major Activity: Market Programs
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%1.Coordinate production of packages of utility programs, services and supply
resources for 100 percent of key customers who may seek resources for
Utilities’ competitors.
2.Achieve 100 percent of the strategies identified in the annual Utility
Marketing Services Communication Plan.
3.Obtain greater than 95 percent overall customer satisfaction with Utility
Marketing Services’ products and services.
100%100%
95%Postponed
3. Comprehensive customer satisfaction survey postponed due to availability of information from consultant survey of key
¯ customers.
FUNCTIONAL AREA: SUPPORT SERVICE & RATES
Major Activity: Customer Services
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Answer 74 percent of all incoming customer calls before the call is placed on
hold.
74%
2. Maintain uncollectible charges per revenue dollar at least 75 percent below 83%
the Public Power Systems average.
3. Maintain an average time under 15 seconds for customer calls placed on hold.15 seconds
1995-96
ACTUALS
77%
8O%
18 seconds
Major Activity: Meter Reading
IMPACT MEASURES
l. Exceed industry standard for meter reader performance by at least 4 percent.
2. Read 96 percent of electric meters every 27-33 days.
3. Maintain a meter reading accuracy of at least 98.8 percent for the year.
1995-96 ADJUSTED
BUDGET
4.3%
98.3%
99.4%
1995-96
ACTUALS
4.6%
98.1%
99.5%
Major Activity: Rates & Reserves
IMPACT MEASURES!1995-96 ADJUSTED
BUDGET
60%1.Maintain residential rates 55 percent below rates charged in nearby
communities.
2.Maintain non-residential rates 26 percent below rates charged in nearby
communities.
27%
1995-96
ACTUALS
60%
30%
57
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
Major Activity: Distribution Operations/Maintenance
IMPACT MEASURES
1.Limit power outages to less than a system-wide average of 60 minutes per
customer per year.
2.Begin field restoration and repairs for unscheduled outages within 1 hour.
3.Respond to customer inquiries or problems within 4 hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
60 mins 36 mins
60 mins 35 mins
4 Hrs 1 hr 25 mins
1. Faster response time due to lack of historical data available when goal was set.
2. Faster response time due to lack of historical data available when goal was set.
3.Faster response time due to lack of historical data available when goal was set. Goal will be changed to 2 hours at mid year
update.
Major Activity: Customer Design/Connection - CIP
IMPACT MEASURES
1. Provide service to 95 percent of applicants by the scheduled date requested.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%95%
Major Activity: Systems Improvement - CIP
IMPACT MEASURES
1. Replace or remove 150 poles per fiscal year.
2. Expand substation and subtransmission capacity to assure that no customer
outages occur as a direct result of a single substation or subtransmission
system failure.
3.Convert overhead facilities to underground at a capital expenditure rate of 2
percent of annual gross electric revenues.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
150 211
1 1
2%2%
1. Removed more poles than anticipated as part of downtown undergrounding project.
58
FUNCTIONAL AREA: RESOURCE MANAGEMENT
Major Activity: Competitive Assessment
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Forecast the City’s natural gas usage within 5 percent of actual consumption.5%
2. Collect and maintain detailed customer data on 20 percent of Palo Alto’s major 20%
customers.
1. Forecast model depends on a variety of factors, and varies in accuracy from year to year.
2. Staff determined it was more efficient to survey all major customers at one time; had 80 percent response rate.
1995-96
ACTUALS ’
7%
8O%
Major Activity: Supply Resources
IMPACT MEASURES
1.Procure natural gas commodity and transportation for a cost of less than what
PG&E would charge Palo Alto to supply the same commodity.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
5% less 21% less
1. Historically, have paid similar relative price.
Major Activity: Demand - Side Management Programs
IMPACT MEASURES
I1.Achieve 95 percent of the Utilities’ annual resource goals approved by the
Utilities Advisory Commission and Council.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%0%
1.When impact measure was developed, it was anticipated that Integrated Resource Plan would recommend DSM programs. This
did not materialize.
59
Major Activity: Market Programs
IMPACT MEASURES
1. Coordinate the production of packages of utility programs, services and
supply resources for key Customers who may seek resources from Utilities’
competitors.
2. Achieve 100 percent of the strategies in the annual Utility Marketing Services 100%
Communication Plan.
3. Obtain greater than 95 percent overall customer satisfaction with Utility 95%
Marketing Services’ products and services.
4. Coordinate activities to offer a competitive se~ice package to 100 percent of 100%
the customers who would choose to seek other suppliers.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1 OO%1 OO%
100%
Postponed
100%
3.Comprehensive customer satisfaction survey postponed due to availability of information from the consultant survey of key
customers.
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
Major Activity: Customer Services
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Respond to 95 percent of reported gas leaks within 30 minutes.97%97%
2. Process at least 80 percent of service orders (turn-ons, turn-offs and reads)62%84°,°
within 2 working days of the scheduled date.
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.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
99.4%99.6%
98.7%98.6%
Major Activity: Rates & Reserves
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
-25%-24%
-10%-7%
1.Maintain residential rates 25 percent below rates charged in nearby
communities.
2.Maintain non-residential core rates 10 percent below rates charged in nearby
communities.
2. Historically, have maintained similar rates relative to other communities.
60
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
Major Activity: Distribution System Engineering
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%1.Review and respond to 100% of all requests for engineering support for
Customer Design and Connection Services and Operations within 2 working
days of the request.
Major Activity: Distribution Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
l.Proactively maintain the Gas Distribution System by limiting 95% of 95%94.5%
customer service disruptions due to mainline leak repairs to 4 hours or less.
Major Activity: Customer Design/Connection - CIP
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10 101.Review, comment and return 100% of customer/development plans within 10
working days of receiving completed application and plan sets for new
service.
2.Install 95% of approved new customer services within 45 calendar days from
the day customers receive receipts for service payment from Revenue
Collections.
95%96.4%
Major Activity: Systems Improvement - CIP
IMPACT MEASURES
1.Replace 20,000 linear feet of deficient gas mains per fiscal year as part of the
Infrastructure Replacement Program.
2.Design and construct improvements to one gas receiving station to meet
current code requirements.
1995-96
ADJUSTED 1995-96
BUDGET ACTUALS
20,000 20,000
0
2.Received Architectural Review Board approval to place a new structure at Gas Station #2. Structure will house relocated
electrical control/communication equipment. Construction to occur in 1996-97.
61
62
FUNCTIONAL AREA: SOLID WASTE
Major Activity: Solid Waste Permit/Enforcement
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
2 2
1.Conduct 100 percent of all self-monitoring inspections and sampling analysis
programs to achieve compliance with regulatory mandates.
2.Conduct two visual inspections per week of garbage truck contents for illegal
materials.
Major Activity: Landfill Operations
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
7.1 7.0
10,000 15,051
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.361 361
2. During 1995-96 a new grinder was purchased, which has proved to be more productive.
Major Activity: Recycling
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
4 221.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.
3%N/A
5%18%
1.Increased number of events due to working with Countywide Master Composters Program in implementing home composting
classes for residents.
2.It is not possible to track this impact measure because of the number of businesses that recycle with private contractors and the
fact that in some areas business recycling is mixed with residential.
3. Increase due to new, more accurate tracking system.
Major Activity: Hazardous Waste
IMPACT MEASURES
1.Conduct a minimum of 12 household hazardous waste collection events
annually.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
12 12
63
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
2.Manage 95 percent of the hazardous waste generated by City operations within 95%100%
the time period specified by regulatory agencies
Major Activity: Composting
IMPACT MEASURES
1.Hold a minimum of three compost give-away days each fiscal year.
2.Sell a minimum of 50 percent of the compost produced each fiscal year.
3.Reduce the processing time to produce a finished product to less than one year.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
3 5
50%100%
<1 Year 1 Year
2. Increased sales due to product improvements and better marketing.
FUNCTIONAL AREA: COLLECTION, HAULING & DISPOSAL
Major Activity: Collections & Hauling Contract
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
99%99%
99%99%
1. Achieve 99 percent of weekly collections from 24,000 residences.
2. Provide a minimum of one weekly refuse collection for 99 percent of
businesses who request service.
3. Limit rate of call backs to .3 percent of total collections, and respond within 24
hours.
.3%.1%
3. Lower rate due to focus on customer service.
Major Activity: Offsite Material Recovery/Disposal
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%10%
3%3%
361’361
1.Maintain a 10 percent recycling rate of all refuse processed through the
Sunnyvale Materials and Recovery Transfer (SMART) Station.
2.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.
FUNCTIONAL AREA: STREET SWEEPING
Major Activity: Street Sweeping Maintenance
IMPACT MEASURES 1995o96 ADJUSTED 1995-96
BUDGET ACTUALS
1. Sweep 87 percent of all residential and arterial routes on a weekly basis.87%86%
2. Sweep 87 percent of business districts 3 times per week.87%84%
FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENT
Major Activity: Flood Control Improvements
IMPACT MEASURES
IllRespond 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.
1995-96 ADJUSTED
BUDGET
8O%
8O%
1995-96
ACTUALS
100%
99%
FUNCTIONAL AREA: STORM DRAINAGE OPERATIONS/MAINTENANCE
Major Activity: Storm Water Quality Protection
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1. Respond to all of reported non-hazardous/non-emergency storm drain 100%
contamination within one working day.
2. Issue all compliance directives in confirmed cases of illegal discharges within 100%
one working day.
3. Respond to all of any incidents of illegal disposal to the storm drain and 100%
sanitary sewer system within one working day.
1995-96
ACTUALS
100%
100%
100%
Major Activity: In-House Maintenance
IMPACT MEASURES
1.Annually clean 10 percent of storm drain pipelines.
2.Annually inspect and clean all catch basins.
3.Investigate 95 percent of all service requests within 5 working days.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%10%
1 OO%1 O0%
95%100%
Major Activity: Emergency Response
IMPACT MEASURES
1.Respond to 90% of emergency flooding calls within 4 hours.
2.Contain and clean up 95 percent of spills of identified non-hazardous materials
within the public right-of-way within 4 hours.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%100%
95%100%
65
Major Activity: System Improvements CIP
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
80%100%1.Limit staff costs for design and construction services on 80% of consultant-
designed capital improvement projects to 15% of the project construction cost
and 20% on staff designed projects,
2.Limit the amount of construction change orders on 80% of capital
improvement projects to 15% of the amount of the contract awarded by
Council.
80%100%
1. Figure based upon completion of one project; hence 100 percent rate.
2. Figure based upon completion of one project; hence 100 percent,rate.
66
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
Major Activity: Customer Services
IMPACT MEASURES
1.To 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.
2. At midyear, overestimated reduction in complaints due to using new contractor.
1995-96 ADJUSTED
BUDGET
95%
1995-96
ACTUALS
95%
13
Major Activity: Rates & Reserves
IMPACT MEASURES
1.Maintain residential rates 10 percent below the rate charged in nearby
communities.
1. Historically have maintained similar rates relative to other communities.
1995-96 ADJUSTED
BUDGET
-1.4%
1995-96
ACTUALS
-1.4%
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
Major Activity: Distribution System Engineering
IMPACT MEASURES
1.Review and respond to 100% of all requests for engineering support for
Customer Design and Connection Services and Operations within 1.5
working days of the request.
1995-96 ADJUSTED
BUDGET
100%
1995-96
ACTUALS
100%
Major Activity: Collection System O & M
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
1.Operate and maintain the system in such a manner to have less than 2
reportable releases of wastewater per year.
2.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.
2
95%
1995-96
ACTUALS
1
93.6%
67
Major Activity: Customer Design/Connection - CIP
IMPACT MEASURES
1.Review, comment and return 100% of customer/development plans, within 10
working days of receiving complete application and, plan sets for new service.
2. Install 95% of approved new customer services within 45 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.
1995-96
ADJUSTED 1995-96
BUDGET ACTUALS
100%84%
95%100%
68
FUNCTIONAL AREA: WASTEWATER TREATMENT
Major Activity: Wastewater Treatment Operation
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
l. Monitor and operate the Regional Water Quality Control Plant processes and < $750
equipment to keep operational costs below $750 per million gallons on an
annual average.
2. To be in compliance with discharge permit limits for 95 percent of all samples.95%
3. Analyze monitoring samples within 45 days of the sampling event.45
4. Keep the consumption of natural gas below 45 therm/million gallons based on < 47
an annual average.
5. Keep the consumption of electrical energy below 2,000 Kwh/million gallons
treated based on an annual average.
< 2,000
1. Increased savings due to lack of historical data available when goal was set. Adjust goal to <$600 at mid-year update.
5. Conservation efforts resulted in lower than anticipated use of electrical energy.
1995-96
ACTUALS
$591
96%
45
40
1,483
Major Activity: Wastewater Treatment Maintenance
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
l. Ensure that the wastewater treatment process equipment is in service 95 95%
percent of the time.
2. Keep maintenance costs below $500 per million gallons of treated wastewater < $500
on an annual average.
2. Lower than expected costs due to lack of historical data available when goal was set.
1995-96
ACTUALS
97%
$341
Major Activity: System Improvement CIP
IMPACT MEASURES
[ l. Bid 80 percent of all projects in the year they are budgeted for construction.
1995-96 ADJUSTED
BUDGET
60%
1995-96
ACTUALS
60%
69
FUNCTIONAL AREA: WASTEWATER ENVIRONMENT COMPLIANCE
Major Activity: Source Control Program
IMPACT MEASURES
1. Achieve better than 15 percent reduction in copper loading.
2.Ensure a minimum of 70 percent of vehicle service facilities and
photoprocessors are in compliance with the Sewer Use Ordinance.
3.Implement 95 percent of the tasks identified in the Clean Bay Plan for the
preceding calendar year.
4.Identify, monitor and participate in development of at least 5 environmental
regulatory, requirements that would affect the RWQCP.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
15%26%
70%87%
95%100%
1. Reduction programs had more success than anticipated. Aided by water conservation which also reduced crpper loading.
2. Vehicle Service Facility compliance rate increased significantly, which was not anticipated.
Major Activity: Public Outreach/Special Events
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
30 38
90%100%
1. Conduct 30 public presentations and special events.
2.Provide water pollution prevention information to at least 90 percent of large,
regulated industry and 75 percent of regulated small businesses.
3.Publish and distribute 5 new or revised public outreach pieces for industries,
businesses and residences.
1. Received more requests than anticipated from groups and media.
Major Activity: Permitting & Enforcement
IMPACT MEASURES
1.Conduct annual inspection and semi-annual sampling at 100 percent of
permitted facilities.
2.Issue 95 percent of Notices of Violation within 30 days of the violation.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
95%.100%
70
FUNCTIONAL AREA: RESOURCE MANAGEMENT
Major Activity: Competitive Assessment
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
10%
20%
1. Forecast customer water usage within 10 percent of actual usage.
2. Collect and maintain detailed customer data on 20% of Palo Alto’s major
customers.
1. Accuracy of forecast model depends in part on accuracy of weather prediction. Model very accurate this year.
2. Staff determined it was more efficient to survey all major customers at one time; had 80 percent response rate.
1995-96
ACTUALS
.3%
80%
Major Activity: Market Programs
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
51.Within 5 working days, complete design review of commercial landscape
plans submitted for compliance with Palo Alto Landscape Water Efficiency
Standards.
2.Achieve more than 95 percent of customer satisfaction with our products and
services.
3.Achieve 100% of the strategies included in the.annual Utility Marketing
Services Communication Plan.
95%
100%
1995-96
ACTUALS
5
Postponed
Completed
2.Comprehensive customer satisfaction survey postponed due to availability of information from consultant survey of key
customers.
Major Activity: Demand Site-Management Program
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Achieve 95 percent of the Utilities’ annual resource goals identified and 95%0%
approved in the Integrated Resource Plan.
1. Water DSM programs put on hold due to fiscal health of Water Fund.
FUNCTIONAL AREA: SUPPORT SERVICES & RATES
Major Activity: Customer Services
IMPACT MEASURES
1 ~ To achieve an overall annual customer satisfaction rating of greater than 85
percent from customers.
2.To process at least 80 percent of service orders (turn-ons, tum-offs, and reads)
within 2 working days of the scheduled date.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
95%95%
82%84%
71
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.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
97.3%98%
< 1%0%
99.3%99.2%
Major Activity: Rates & Reserves
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
10%10%1.Maintain average residential rates no higher than 10 percent of nearby
communities.
2.Maintain average non-residential rates no higher than 7 percent of nearby
communities.
7%7%
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
Major Activity: Distribution System Engineering
IMPACT MEASURES
l.Review and respond to 100% of all requests for engineering support from
Customer Design and Connection Services and Operations within 1.5 working
days of the request.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
Major Activity: Transmission Systems Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
01. Proactively maintain water transmission facilities in such a manner as to have 0
no disrupti.ons of service due to equipment failure.
2. Comply with all federal and state regulations for water system operations 100%
with a target score of 100 percent compliance on all required Department of
Health Services and Environmental Protection Agency testing.
100%
Major Activity: Distribution Operations/Maintenance
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
1.Proactively maintain the water distribution system by limiting 95 percent of 95%89.6%
customer service disruptions (due to mainline leak) repairs to 4 hours or less.
72
Major Activity: Customer Design/Connection - CIP
IMPACT MEASURES
1.Review, comment and return 95 percent of customer/development plans
within ten working days of receiving complete application for service and
plan sets.
2.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.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
100%84%
95%100%
Major Activity: System Improvement - cIP
IMPACT MEASURES
1.Replace 16,000 linear feet of deficient water mains per year.
2.Design and construct improvements to 1 well per year to meet customer
demands.
3.Design and construct improvements to 1 reservoir per year to meet customer
demands.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
16,000 15,840
1 0
2.Delayed improvements pending results of the water system study. The 1996-97 Bud~get contains funding for the water system
study.
73
74
FUNCTIONAL AREA: VEHICLE REPLACEMENT CIP SUPPORT
Major Activity:
IMPACT MEASURES
1. Complete 90% of new fleet additions within the fiscal year budgeted.
2. Bid 85 percent of all projects in the year they are budgeted for construction.
1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%90%
85%99%
Major Activity: Vehicle Replacement/Outfitting
IMPACT MEASURES 1995-96 ADJUSTED 1995-96
BUDGET ACTUALS
90%50%
9O%95%
1.Place 90 percent of non-emergency vehicles in service within 30 days from
delivery date.
2.Replace 95 percent of vehicles within 6 months of the scheduled replacement
date for vehicles meeting replacement criteria.
1.Goal was not met due to large number of trucks and vans ordered, delays in delivery, and contractor delays in full body
installation.
FUNCTIONAL AREA: VEHICLE OPERATIONS/MAINTENANCE
Major Activity: Vehicles Operations, Monitoring
IMPACT MEASURES 1995-96 ADJUSTED
BUDGET
l. 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.
2. Provide departments with monthly usage, accident and repair cost data reports
which summarize exceptions of either under-utilized or excessive use
vehicles.
90%
7
1995-96
ACTUALS
92%
0
2.Exception reports have not been completed due to heavy workload and midyear policy changes. Reports will be completed by
November 1996.
75
Major Activity: Fuel Storage and Dispensing
IMPACT MEASURES 1995-96 1995-96
ADJUSTED BUDGET ACTUALS
95%99%
2%0
1. Ensure 95 percent of fuel dispensers are available for use annually through
daily monitoring of fuel distribution and dispensing at all fueling locations.
2. Provide 4 percent annual fuel.savings from use of Compressed Natural Gas
(CNG) in vehicles from base year 1993-94.
2.Prior problems with CNG conversions have reduced the amount of projected CNG use. New technology implemented, to
encourage use.
Major Activity: Vehicle Operations/Maintenance
IMPACT MEASURES
1.Perform 95 percent of scheduled preventive maintenance within 2 business
days of original schedule.
2.Annually perform 100 percent of mandatory OSHA, highway, brake and smog
inspections to ensure compliance with legal requirements.
3.Annually ensure that no more than 5 percent of the fleet is out of service on a
daily basis.
1995-96
ADJUSTED 1995-96
BUDGET ACTUALS
95%90%
100%100%
4%4%
76
FUNCTIONAL AREA: PRINTING SERVICES
Major Activity: Printing Services
1995-96
ADJUSTED 1995-96
IMPACT MEASURES BUDGET ACTUALS’
1.negotiated printing on printing requests.100%]Meet deadlines 10o%of 1OO%
Major Activity: Mailing Services
IMPACT MEASURES
I1.Process 100% of regular outgoing U.S. mail within one working day of receipt
in the mailroom.
1995-96
ADJUSTED 1995-96
BUDGET ACTUALS
100%100%
77