HomeMy WebLinkAbout1999-01-05 City CouncilCity
City of Palo Alto
Manager’s Report
TO:HONORABLE CITY COUNCIL
ATTENTION: FINANCE COMMITTEE
FROM:CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
DATE:JANUARY 5, 1999.CMR: 105:99
SUBJECT:REVIEW OF IMPACT MEASURES INCLUDED IN THE CITY’S
MISSION DRIVEN BUDGET
REPORT IN BRIEF
The City of Palo Alto introduced the concept of impact measures with Mission Driven
Budgeting (MDB) in 1995-9.6. Impact measures are used to indicate how well the City is
performing in providing services to the citizens 0fPalo Alto. Staffhas worked with Council
since the formation of MDB to strengthen the set of impact measures the City uses.
As part of this effort, Council directed staff, in August of 1998, to hire a consultant to
provide expertise in looking at the City’s impact measures. Based upon the analysis of the
proposals received, staff determined that the responding consultants did not understand the
unique difference between the MDB concept of an impact measure and the more traditional
performance measurements and/or benchmarks. As a result, staffhas revised its approach
to improving impact measures. Staff plans to obtain Finance Committee feedback regarding
the City’s existing MDB impact measures, which will be used to develop guidelines to
improve impact measures during the 1999-01 budget process.
CMR:105:99 Page 1 of 7
,RECOMMENDATION
Staffrequests that the Finance Committee review this report and the attached 1997-98 Year-
end Key Plan and Impact Measure Report (Attachment A) in preparation for the Finance
Committee meeting of January 5, 1999. Staff is prepared to work with the Finance
Committee in an informal round table discussion to:
Review the impact measures, including the purpose and description of impact
measures as they relate to the mission statements of departments;
Obtain Finance Committee input regarding the existing impact measures for
the Fire, Police, and Planning Departments; and
Obtain suggestions from the Finance Committee regarding additional impact
measures or new types of impact measures that may be helpful.
BACKGROUND
When the City of Palo Alto implemented Mission Driven Budgeting (MDB) as a new
budgetary process in fiscal year 1995-96, the concept of impact measures was introduced.
Impact measures were uniquely developed to fit the concept of MDB -- to show how the City
performs in its role of providing services to the citizens of Palo.Alto. Impact measures are
an integral part of MDB, and are intended to provide meaningful, quantifiable results to be
achieved in each major activity. Impact measures are one of the ways that City staffwill be
held accountable for the budget dollars allocated to the provision of services. Staff has
worked since the creation of MDB in 1995 to ref’me and strengthen the set of impact
measures the City uses to assess results as part .of MDB. This work has been guided by
Council discussions regarding the use of the impact measures.
Council approved funding in 1997-98 and 1998-.99 to hire a consultant to propose
improvements to the City’s impact measures. In August 1998, Council directed staff to issue
a Request for Proposals (RFP), soliciting responses from consultants with experience in
evaluating impact measurements of local governments (CMR:330:98).
This process did not produce a response that met the needs of the City, as outlined in the
RFP. The RFP requested consultant assistance to review the purpose of impact measures,
’develop guidelines to improve impact measures, and work with departments to implement
changes to the City’s existing impact measures. Based upon the analysis of the proposals
received, staff determined that the responding consultants did not understand the unique
difference between the MDB concept of an impact measure and the more traditional
performance measurements and/or benchmarks.
CMRi105:99 Page 2 of 7
Since the effort to retain a consultant was not successful, staff has modified its approach to
reviewing and improving impact measures. Staffnow plans to develop its own guidelines
to improve the City’s MDB impact measures. To facilitate this process, the Finance
Committee has agreed to work with staff in an informal round table discussion to provide
specific feedback on the impact measures of three City departments (Police, Fire and
Planning Departments). Utilizing a phased approach, staffplans to develop impact measure
guidelines and to propose improvements to the Fire, Police and Planning Department’s
impact measures during the 1999-00 budget process (phase one). Staff plans to propose
revisions to the impact measures for the remaining City departments during the 2000-01
budget process (phase two).
DISCUSSION
Changes in impact measures to improve their clarity will serve to better define how resources
allocated to an activity support the mission of the activity and, ultimately, .the City’s mission.
The purpose of an impact measure, as utilized in MDB, is as follows:
An impact measure is intended t0provide a measurement of the effective delivery of
service (impact of the service) that is PrOvided at the major activity level of the
budget. While some impact measures may be used to compare like services in other
municipalities, in general, Palo Alto’s impact measures are intended to reflect the
services provided ina major activity. They therefore are not designed to benchmark
Palo Alto to other municipalities.
A possible description of an impact measure:
An impact measure can be an indicator of how well the City is meeting its stated
service level objectives. The measure assists the Council in determining the
necessary!evel of resources needed to achieve desired levels of service delivery. The
Council uses this information, along with community input, to meet its mission of
maintaining superior service delivery for the citizens of Palo Alto.
.The primary objective of the impact measure RFP was to gain assistance in revising the
existing impact measures for selected departments and to develop new impact measures that
further demonstrate the relationship between the funding for an activity and the mission of
the activity. The other objective of the RFP Was to gain assistance in developing an overall
impact measure description that would encompass the breadth of their use in the City, as well
as their alignment with the City’s mission.
CM:R:105:99 Page 3 of 7
As part of the review of the 1998-99 Budget and the 1997-98 Year-end Key Plan and Impact
Measure Report, the Council provided feedback to staff on the type of information it would
like impact measures to convey. The suggestions provided by Council included: impact
measures that pass the "so what" test; impact measures that focus on accomplishment of the
City’s mission; impact measures which provide some context as to the significance of the
accomplishments; and fmally, information regarding how impact measures are tracked and
how data is collected.
Below is a table containing selected impact measures for the Fire, Police and Planning
Departments, along with the mission statements of the respective major activities. Based
upon Council feedback regarding these impact measures, they have been placed into two
categories: "useful" and potentially "less useful" impact measures. Those measures that
were cited as "less useful" did not provide a clear indication of how well the department was
meeting its mission, were not easily understood, or the attainment of the measure could not
be controlled by the department. In addition, the 1997-98 Year-end Key Plan and Impact
Measure Report for the Fire, Police, and Planning Departments is attached (Attachment A)
to provide the Finance Committee with all of the impact measures for these three
dep ~artments.
Fire Department
Useful Impact Measures Less Useful Impact Measures
Basic Emergency Medical Services
Mission: To deliver emergency medical services in a
professional and timely manner using basic life support
techniques and training.
To respond to 90 percent of emergency medical requests
for service with EMT-D trained personnel within 4
minutes or less in the urban areas of Palo Alto and
Stanford.
Fire Sunnression Services
Mission: To rapidly deploy fire suppression resources to
contain and extinguish fires in order to minimize injuries
and property loss.
To confine structure fh’es to the room or area of origin
90 percent of the time.
To respond 90 percent ofthe 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.
Emergency Services-Readiness
Mission: To maintain personnel and equipment in a
state of readiness to handle emergency operations, so
that emergency services are provided in a profeshional
and timely manner on a 24 hour basis.
Perform fire hydrant tests and servicing on one-third
(33.3 percent) of the City’s fh’e hydrants annually.
Ensure that 25 percent of Fire Department personnel
have undergone,physical fimess testing annually.
Special Rescue Service
Mission: To identify specialized rescue hazards of the
community; and to provide rapid deployment of
emergency rescue services through the use of properly
trained and.equipped personneL
To mitigate 95 percent of special rescue (vehicle,
industrial, water, conf’med space) emergency requests
for service annually.
CMR:105:99 Page 4 of 7
Police Department
Useful impact Measures Less Useful Impact Measures
Police Dispatchin~ Services
Mission: To provide coordinated, responsive and reliable 9-1-
1/City dispatch service for Palo Alto Police.
Dispatch 99 percent of emergency calls within 60 seconds of
the initial receipt of the call.
Traffic Enforcement
Mission: To increase driver safety awareness and de’crease
accidents by enforcing vehicle code violations.
Maintain alcohol-related accidents 50 percent below national
averages.
Reauests for Service
Mission: To provide the public with a police response to
emergency and non-emergency requests for service in a
coordinated and timely, manner.
Respond to 95 percent of emergency calls within 3 minutes or
less.
Investigations
Mission: To gather and analyze all pertinent information
available to establish a nexus for conclusion of an
investigation and ensure apprehension and prosecution, or
resolution¯
Clear/Close 65 percent of case~ assigned by the supervisor to
the investigator.
Police Disnatchin~ Services
Mission: To provide coordinated, responsive and reliable 9-
l-l/City dispatch service for Palo Alto Police.
Maintain a ratio of sustained complaints to calls for service at
less than 1 to 10,000.
Planning Department
Useful Impact Measures L~ss Useful Impact Measures
Education. Information and Assistance
Mission: To assist our customers in obtaining the relevant,
accurate and timely information .necessary to make informed
decisions.
Incorporate code changes into 100 percent of written
information materials and publications within 30 days of
approval date.
Public Participation/Decision Makin~
Mission: To guide and support the decision-making processes
of the City by encouraging constructive public participation,
providing relevaht, accurate and timely information, and
formulating professional recommendations on specific
development projects.
Planning staff will attend 75 percent of neighborhood
meetings when requested by the neighborhood association. ¯
Field Insnection
Mission: To ensure that projects are constructed in
accordance with approved construction documents and all
applicable local, State and Federal regulations in a
technically proficient manner.
Respond to 90 percent of inspection requests for permitted
work within one working day.
Traffic En~ineedn~
Mission: To provide safe, orderly movement of vehicles,
people and goods on City streets through the application of
traffic engineering principles and practices.
Prepare annual report to identify high accident locations and
recommendations for improvements.
Plan Review
Mission: To accept and process permit applications, collect
fees, maintain statistical data, and issue permits in a timely
and efficient manner.
Receive 100 percent of all applicable departmental comments
within 10 days of a project’s submittal date.
Process 95.percent of express plan checks within 10 working
days.
CMR:105:99 Page 5 of 7
Staffrequests Finance Committee input regarding suggested changes or modifications to the
impact measures for the Fire, Police, and Planning Departments. Staff requests this feedback
include input regarding the proposed description of impact measures and the "useful" and
potentially "less useful" impact measures. Consideration may be given to the following:
Does the impact measure fit the purpose of an impact measure presented above?
Does the impact measure gauge the effectiveness and quality of the service delivered?
Does the impact measure reflect what is actually occurring in the major activity?
Does the impact measure show how the department is meeting the mission of the
major activity?
Does the structure of the impact measure (what is being measured) make sense?
Is there an industry standard or benchmark that might be appropriate as an impact
measure in any of the major activities?
Staffis also seeking Finance Committee feedback regarding possible new impact measures
or new types of impact measures that could be included in future budgets. For example, a
relative cost measure could be used to provide information on the cost of providing services
at a given service volume. This type of measure is depicted in Attachment B.
Due to the technical limitations that exist in the production of the budget, staffwould need
to assess the feasibility of incorporating new types of impact measures into the budget
document. It is likely that staff would recommend that new types of impact.measures be
provided as supplemental information in a document other than the budget document, such
as the year-end report.
TIMELINE
Staff will use the feedback from the Finance Committee in working with the .departments
discussed above to make adjustments to their impact measures during the 1999-00 budget
process. The impact measures for the remainder of the departments in the City would be
revised to be included in the 2000-01 Proposed Budget.
The Planning Division, as a result of. the Finance Committee review and approval of a
revised Work Program in August 1998, will be revising all Planning Division Key Plans,
Major Activities and Impact Measures.. This is being completed to ensure consistency with
the approved Work Program. The revised Impact Measures will track activities outlined in
CMR:105:99 Page 6 of 7
tlae Work Program and will allow staffto easily quantify and monitor activities. The revised
Planning Division Key Plans, Major Activities and Impact Measures will be revised by the
Finance Committee and City Council, as a part of the budget process.
ENVIRONMENTAL REVIEW
This is not a project under the California Environmental Quality Act (CEQA).
ATTACHMENTS
¯ Attachment A 1997-98 Year-end Key Plan and Impact Measure Report for the Fire,
Police, and Planning Departments
Attachment B
PREPARED BY:
Costs Shown in Relation to the Performance of the City in Providing
the Service
David Rarnberg, Senior Financial Analyst
DEPARTMENT HEAD APPROVAL:
CITY MANAGER APPROVAL:
CARL YEA~/
Director,.Services
an~ger
CC:n/a
CMR:105:99 Page 7 of 7
ATTACHMENT A
Fire
De artment
DEPARTMENT OVERVIEW
The Fire Department’s main areas of focus during 1997-98 were the updating of the citywide
Emergency Preparedness Plan, evaluating the Foothills Fire Management Plan, developing a
departmental Records Information Management Plan and assessing the facility maintenance needs at
the City’s fire stations. The department continued to focus on delivering paramedic services in the
most efficient and effective manner, . and evaluated the potential for mutual aid emergency medical
responses with neighboring jurisdictions.
The department accomplishments include: the second draft of the Foothills Fire Management Master
Plan revision has been completed and will be submitted to the City Manager’s Task Force after
adoption of the Emergency Plan. The Emergency Plan is scheduled for approval by the City Council
on December 14, 1998. In accordance with the Paramedic Master Plan, two fire engines with patient
transport capability have been ordered and will be constructed and delivered by June 1999. Two
revised Automatic Aid Agreements have been approved by Council. Two other agreements have
been written and are awaiting approval by the governing body of the relevant neighboring
jurisdiction. The optical imaging system is now online for electronic viewing of records. All
hazardous materials inspection and permitting related records have been scanned. Fire inspection and
permitting related records have been partially scanned and are expected tO be completed this fiscal
year.
FUNCTIONAL AREA: EMERGENCY RESPONSE
KEY PLANS PROGRESS
Conduct public reviews, report to Council,
and implement any Foothills Fire
Management Master Plan changes resulting
from evaluation during 1997-98.
The second draft of the Foothills Fire
Management Master Plan revision has been
completed and will be submitted to the City
Manager’s Blue Ribbon Task Force for
review after adoption of the Emergency
Plan which is scheduled for approval by the
City Council on November 9, 1998.
KEY PLANS,PROGRESS
Based on Council direction, continue to
implement Paramedic Master Plan
operational measures and revise quality
improvement program.
Implement with neighboring jurisdictions any
approved mutual aid agreements for
emergency medical responses.
In accordance with the Paramedic Master
Plan, two fire engines with patient transport
capability have been ordered and will be
constructed and delivered by June 1999.
The quality improvement plan is in the
process of implementation. Additional
operational implications of the paramedic
master plan are currently under review by a
joint management/labor committee.
Two revised Automatic Aid Agreements
have been approved by Council. Two other
agreements have been written and are
awaiting approval by the governing body of
the relevant neighboring jurisdiction prior
to being submitted to the Palo Alto City
Council.
Major Activity: Basic Emergency Medical Services
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
To respond 90 percent of the time to
emergency medical requests for service with
EMT-D trained personnel within 4 minutes or
less in the urban areas of Palo Alto and
Stanford.
To treat 90 percent of pulseless, non-breathing
patients with EMT-Defibrillation within 6
minutes orless in the urban areas of Palo Alto
and Stanford.
90%
100%
90%
90%
98%
96%
2
Major Activity: Advance Emergency Medical-Paramedic
1996-97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED
BUDGET
1.To respond to paramedic requests for service
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.
100%
100%
90%
100%
1997-98
ACTUALS
88%
100%
Major Activity: Fire Suppression Services
IMPACT MEASURES
o
o
o
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
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.
To confine structure fires to the room or area
of origin 90 percent of the time.
Limit property loss to $ 0.15 per $1000
market value of property protected.
Receive 90 percent favorable ratings on
customer service survey.
Limit the incidence of fires in buildings to 2
or less per 1,000 people.
100%
100%
$0.176
100%
90%
90%
$0.15
9O%
1997-98
ACTUALS
90%
89%
$0.09
n]a
4. Ratings were previously measured from counter forms. Insufficient response to those forms
prompted development of a mailed survey form. The Fire Department has just begun to distribute
these forms.
Major Activity: Special Rescue Services
IMPACT MEASURES
To mit,igate 95 percent of special rescue
(vehicle, industrial, water, confined space)
emergency requests for service annually.
1997-98
1996-97 ADJUSTED 1997-98
’ ACTUALS BUDGET ACTUALS
100%95%95%
Major Activity: Hazardous Materials Response
IMPACT MEASURES
1.To confine incidents to the room or area of
origin 80 percent of the time.
1997-98
1996-97 ADJUSTED
ACTUALS BUDGET
100%9O%
1997-98
ACTUALS
4
Major Activity: Emergency Services-Readiness
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Perform fire hydrant tests and servicings on
one third (33.3%) of the City’s fire hydrants
annually.
Ensure that 25 percent of Fire Department
personnel have undergone physical fitness
testing annually.
33.3%
25%
33.3%
25%
33.3%
25%
FUNCTIONAL AREA: ENVIRONMENTAL AND SAFETY MANAGEMENT
KEY PLANS
Continue joint meetings with
representatives from Santa Clara County
cities, Santa Clara County, the
Environmental Health Department, and the
California Environmental Protection
Agency to meet the requirements of SB-
1082 which requires the streamlining of
hazardous waste regulations.
Upon final legal review and Council
approval of the Emergency Preparedness
Plan, begin training City employees.
PROGRESS
Continued representation at biweekly
’Forms and Consistency’ meetings with
all Santa Clara County Cities. The
County Environmental Health
Department monthly Certified Unified
Program Agency (CUPA) Technical
Advisory Committee meetings are also
attended. Both are to improve program
streamlining and consistency between
Santa Clara County jurisdictions.
The Emergency Plan has been approved
by the Policy and Services Committee.
It is scheduled for review and approval
by the Finance Committee on October 6,
1998 and by the City Council on
December 14, 1998. Extensive
employee training will begin upon
approval of the Plan and resources by
City Council.
5
Major Activity: Fire Code Research, Development and Enforcement
1997-98
1996-97 ADJUSTED
IMPACT MEASURES ACTUALS BUDGET
1997-98
ACTUALS
o
Inspect 80 percent of all applicable high
hazard occupancies every six months.
Inspect 90 percent of all applicable ordinary
hazard occupancies every twelve months.
Inspect 100 percent of all applicable light
hazard occupancies every 36 months.
Review building project plans, consult with
developers, and issue permits within 28
days, 90 percent of the time.
Review plans for City special events for all
applicable fire safety conditions within 14
days of submittal.
Evaluate principal causes of 80 percent of
commercial fires and propose reasonable
fire code solutions to reduce the likelihood
of repetitive fires..
Research appropriate codes for enforcement
and correctly apply them in the plan review
and inspection process 100 percent of the
time.
93%
86%
99%
100%
14
100%
100%
80%
90%
100%
90%
14
80%
100%
75%
63%
69%
99%
10
lOO%
100%
2. and 3. Actuals were below Adjusted Budget due to the following reasons: a) extensive hiring of
new personnel requiring greater demand on companies for probationary firefighter training and
evaluation, b) higher demand for required, mandated training, c) impact on companies and
personnel related to demands of El Nino flood emergency of 1998 and its aftermath, and d) unusual
extensive periods of inclement weather.
Major Activity: Environmental Coordination
IMPACT MEASURES
1.Provide a newsletter with information for the
public about hazardous materials incidents
and hazardous materials permits to the public
4 times a year.
Respond to 90 percent of inquiries from the
public about sites affected by groundwater
contamination within 2 working days.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
100%90%No Requests
1. The Coordinator position was vacant from November 1997 to May 1998. Emphasis is to now
create a Web Site to provide newsletter information.
Major Activity: Hazmat Code Research, Development and Enforcement
1997-98
1996-97 ADJUSTED
IMPACT MEASURES ACTUALS BUDGET
o
Inspect 90 percent of facilities requiring
hazardous materials permits designated for
annual inspections.
Review 90 percent of plans for hazardous
materials projects and business plans for
completeness and notify applicant of
deficiencies within 10 working days of
receipt.
Review business plans or return comments on
project plans for hazardous materials projects
to referring department with approval or
denial within 15 working days of receiving a
complete document 90 percent of the time.
Verify for 90 percent of facilities that all
appropriate documentation based on the last
inspection is accurate and complete before
renewing a permit.
Research appropriate codes for enforcement
and correctly apply them in the plan review
and inspection process 98 percent of the time.
Verify appropriate documentation, testing and
certification dates as appropriate for 90
percent of underground and aboveground
storage tanks during the annual inspection.
86%
98%
100%
100%
100%
n/a
90
90%
90%
9O%
98%
9O%
1997-98
ACTUALS
43%
84%
98%
n]a
100%
66%
1., 4., and 6. Hazardous Materials Investigator and Inspector positions were vacant for 6 and 9
months, respectively. Additional impact due to subsequent training of new staff.
Major Activity: Fire Cause Investigation
IMPACT MEASURES
1.Determine fire cause in 80 percent of all I
fires investigated by Fire Prevention Bureau.
1996-97 1997-98
ACTUALS ACTUALS
88%
1997-98
ADJUSTED
BUDGET
80%89%
8
Major Activity: Public Education
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
To conduct public education on bicycle
safety for 70 percent of the PAUSD 5th and
6th grade school children.
To conduct annual community education
and awareness activities on fire safety
issues for 8,000 people in the community.
To conduct 30 public safety talks and/or
meetings annually.
100%
5,000
50
70%
8,000
30
1997-98
ACTUALS
100%
8,475
59
1. Conducted bicycle safety training for all 5th and 6th grade classes.
3. Higher than anticipated due to the passage of Senate Bill 198 requiring businesses with more than
10 employees to have emergency plans. Consequently, there is more interest from the public in
hearing from the Fire Department and having the department help them with emergency plans.
Major Activity: Disaster Preparedness
IMPACT MEASURES
1.To conduct City employee training on disaster
management for 20 percent of all employees
annually.
2.To conduct 6 community training talks to
neighborhood associations on disaster
survival techniques annually.
3.To conduct 6 emergency planning meetings in
the community annually.
4.To conduct 2 disaster management exercises
for City staff members.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
18%~
0
5
n]a
20%
6
6
10%
4
6
1. and 2. These impact measures were established with the anticipation of Council approval for the
Emergency Master Plan and the associated staff needed for implementation. Internal City review
process has delayed the approval for six months. Final approval is still pending.
9
FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT
KEY PLANS PROGRESS
Conduct meetings with other agencies to El
determine feasibility of a joint entry level
outreach and hiring process.
Complete. The Fire Department
participated in a consortium with 14 other
agencies in a joint outreach, recruitment,
and hiring process.. Cooperative
Personnel Services, a Sacramento firm,
coordinated the two year effort. The Fire
Department has a current hiring list from
that process which resulted in fiscal
savings and operational efficiencies.
Major Activity: Training/Technical Development
IMPACT MEASURES
1997.98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Provide 95 percent of personnel with the
mandatory training requirements of City,
County, State, and Federal governments.
100%95%
Major Activity: Recruitment and Selection
IMPACT MEASURES
1.Ensure 98 percent of Fire Department
authorized staffing level is maintained.
1997-98
1996-97 ADJUSTED
ACTUALS BUDGET
95%
1997-98
ACTUALS
97%
10
FUNCTIONAL AREA: RECORD AND INFORMATION MANAGEMENT
KEY PLANS
[71 Continue to develop and implement an
optical imaging records filing and
management system.
PROGRESS
Approximately 90 percent of records have
been scanned. Training for staff and
procedures for public access under
development now.
Major Activity: Required Reporting Systems Maintenance
IMPACT MEASURE
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Ensure 70 percent of Fire Department
personnel have access and proper training to
input data into the Fire Department Data
Management System.
File and maintain records in updated manner
by ensuring 90 percent of new records are
filed within 10 days.
70%
100%
7O%
90%
1997-98
ACTUALS
70%
90%
Major Activity: Public Information
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Answer telephones within 3 rings 90 percent
of the time.
Respond to requests for fire department
records information 90 percent of the time,
within 10 days.
Receive a positive response from 95 percent
of callers surveyed, that their request was
answered satisfactorily or appropriately by
Department office staff.
lO0%
100%
100%
90%
90%
95%
1997-98
ACTUALS
87%
93%
92%
11
Planning
Department
DEPARTMENT OVERVIEW
In 1997-98, major work efforts of the Planning Department included finalizing work on the
Comprehensive Plan Update and initiating preparation of the Palo Alto Medical Foundation-South of
Forest Area (PAMF-SOFA) Coordinated Area Plan (CAP). Significant effort was spent on
implementing and revising the Interim Historic Preservation Ordinance and Regulations so that a
Permanent Ordinance can be adopted in March 1999.
Significant department and other City staff resources were devoted to implementing the Stanford/
Sand Hill Corridor Projects, which were approved, the previous fiscal year. The new Palo Alto
Medical Foundation campus at Urban Lane is currently under construction.
The healthy economy led to high levels of Planning and Building permits, which strained staff
resources and caused reliance on contract planners and plan checkers. Work continued on Permit
Streamlining and creation of a Development Center. Both projects are expected to be implemented
next fiscal year and will improve department efficiency in serving the public and processing a wide
range of applications. Anoperational study of the Planning Division was completed by Zucker
Systems, which identified numerous service improvements and resource needs of the Division.
The Transportation Division, although without a Chief Transportation Official most of the year,
initiated work on several highly visible Transportation-related projects, including the Local Bus
Shuttle System, the Residential Arterial Traffic Calming Program for Embarcadero Road and the
Intermodal Transportation Center Program. An evaluation of the existing traffic signal control system
was also started, which will include an action plan to transition to a system that will not only operate
the traffic signals but will be able to provide traffic monitoring and report!ng information. In
addition, the division completed substantial work on developing traffic signal timings for most of the
signals under the City’s jurisdiction and the Citywide School Commute Safety Study.
FUNCTIONAL AREA: PUBLIC INVOLVEMENT, EDUCATION, ASSISTANCE
KEY PLANS PROGRESS
Initiate a Zoning Ordinance update ~
according to the Comprehensive Plan
implementation priorities adopted by the ’
City Council.
Zoning Ordinance will be incorporated
into the Planning Division workplan after
the Residential Neighborhood Study is
completed.
1
Major Activity: Education, Information, and Assistance
1996-97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED
BUDGET
1.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.Percent of working days, when persons at
planning walk-in counter wait less than 15
minutes to be helped.
100%
100%
100%
90%
1997-98
ACTUALS
100%
2
100%
Major Activity: Board, Committee, Commission Support
1996-97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED
BUDGET
Implement 50 percent of the
recommendations for operational
improvements identified at the Board and
Commission annual retreats within one year.
For each standing Board and Commission,
hold one annual retreat, one joint meeting
with the City Council and, when applicable,
orientation session for each new member.
Achieve packet reproduction deadlines and
accurate advertisements 95 percent of the
time.
n]a
99%
50%
95%
1997-98
ACTUALS
98%
1. No specific operational improvements were identified by the Boards or Commission during the
past year.
2. The HRB, ARB and PC all participated in joint meetings with the City Council within the last
year. The ARB and PC each held one retreat and the HRB held two retreats in the last year. The
ARB and PC held one orientation each for thenew members.
2
FUNCTIONAL AREA: LIAISON, COORDINATOR AND TECHNICAL ADVICE
KEY PLANS PROGRESS
Coordinate with the Public Works
Department to implement the Downtown
Urban Design Improvements capital
project.
Continue to participate in the Joint
Venture Silicon Valley uniform building
code interpretation committee.
Phase 1 construction being implemented
by Public Works as lead. Due to
Workload priorities, Phase 2 has been
delayed until the completion of Historic
Ordinance.
Palo Alto staff has participated in all
meetings of the code interpretation
committee.
Major Activity: Local and Interdepartmental Activities
1996-97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
1.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.
100%100%100%
Major Activity: Sub-Regional Activities
IMPACT MEASURES
1.Percent of regularly scheduled interagency
meetings attended which offer significant
opportunities for coordination (Stanford,
Menlo Park, Santa Clara County Association
of Planning Officials, Congestion Management
Agency).
1996-97
ACTUALS
75%
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
75%79%
Major Activity: Regional/State/Federal Activities
IMPACT ME/(SURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
o
Review and comment on 100 percent of
national, state, and local proposals to amend
the Uniform Codes and Standards.
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
transportation regulations, legislation, or
policies that are referred by the City Manager
or City Attorney.
100%
100%
100%
70%
1997-98
ACTUALS
100%
100%
2. All referrals received from other agencies related to issues of importance to Palo Alto, which
staff determined required review and comment.
FUNCTIONAL AREA: DEVELOPMENT REVIEW
KEY PLANS
Implement oversight of the conditions of
approval, public infrastructure
improvements and mitigation monitoring
plan for the Sand Hill Road Corridor
projects if approved by Council.
PROGRESS
£] Responsibility transferred to Manager’s Office.
4
Major Activity: Pre-Application Consultations
IMPACT MEASURES
1.
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Meet at least once with applicants for
planning entitlements prior to project
¯ submittal.
Have 75 percent of applications completed
upon first submittal.
82%
97%
75%
75%
1997-98
ACTUALS
94%
93%
1. Planning staff encourages pre-application meetings and applicants have learned over time that
these meetings are very beneficial. Applicants therefore almost always have at least one pre-
application meeting.
2. Due to the high number of pre-application meetings, the vast majority of applications are
complete upon submittal.
Major Activity: Application Review and Processing
IMPACT MEASURES
1997-98
1996-97 ADJUSTED
ACTUALS BUDGET
Process 85 percent of all complete applications
within the Planning Division’s published
application schedule.
Receive 100 percent of all applicable
departmental comments within 10 days of a
project’s submittal date.
97%
68%
85%
75%
1997-98
ACTUALS
99%
72%
Major Activity: Public Participation/Decision Making
1996-97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED
BUDGET
Planning staff will attend neighborhood
meetings regarding major development
proposals 75 percent of the time r~quested.
Planning staff will attend neighborhood
meetings regarding minor development
proposals 50 percent of the time requested.
83%
n]a
75%
50%
1. No requests were received.2. No requests were received.
1997-98
ACTUALS
n]a
n]a
FUNCTIONAL AREA: CONSTRUCTION REVIEW/PROJECT MONITOR
KEY PLANS PROGRESS
Implement the regional Standardized
Permits application form developed by the
Peninsula Chapter of the International
Conference of Building Officials.
The standardized permit application form is
in use and is available on the Inspection
Services Division web page.
Major Activity: Construction Permit Process
IMPACT MEASURES
1.Percentage of time submitted plans are logged
in and distributed within two working days.
2.Percentage of subpermits (plumbing,
mechanical, electrical) issued within one day
of receiving a complete application.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ¯ACTUALS
100%
100%
100%
100%
100%
100%
Major Activity: Plan Review
IMPACT MEASURES
Process 95 percent of express plan checks
within 10 working days.
Process 75 percent of non-express residential
plans first checked within thirty calendar days.
Process 90 percent of non-express commercial
plans first Checked within fifty calendar days.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
97%
64%
95%
85%
60%
90%
69%
41%
88%
1. and 2. The high level of construction activity and a vacant plan check position have impacted the
department’s ability to meet this measure.
Major Activity: Field Inspection
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
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.
99%
100%
90%
90%
98%
100%
Major Activity: Condition Monitoring
IMPACT MEASURES
1.Provide inspection response for conditions of
approval within two working days for 90
percent of requests.
2.Respond to 90 percent of complaints regarding
violations of conditions of approval for
existing projects within two working days.
3.Obtain resolution of 75 percent of complaints
within the Department’s authority an.d
responsibilities within four months.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
98%
96%
70%
90%
90%
75%
100%
100%
75%
FUNCTIONAL AREA: ADVANCE PLANNING
KEY PLANS
~Conduct and prepare a PAMF/SOFA
Coordinated Area Plan.
Utilizing a State-grant and a Joint Agency
process, develop the Palo Alto/Stanford
Intermodal Interface Area Plan and develop
phased construction drawings for the public
improvements within the area.
PROGRESS
Study underway. Interim Council review
held in March. Draft study and EIR in
preparation.
In April, by mutual agreement of the City
and Caltrans, the term of the Petroleum
Violation Escrow Account (PVEA) grant
was extended June 30, 2000. The scope of
work for the project was finalized, and the
draft agreement between Stanford
University and the City was circulated for
review and comment by both parties.
7
Major Activity: Policy and Ordinance Development
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
1.Update the Work Program for Council
adoption and respond to Council within the
specified time limits established by the work
program 80 percent of the time.
*78%100%100%
Major Activity: Planning for Federal Funds
IMPACT MEASURES
I1.Percent of required plans submitted on time
and approved by HUD. (Average 5 plans per
year)
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
100%100%100%
FUNCTIONAL AREA: TRANSPORTATION AND PARKING MANAGEMENT
KEY PLANS
O Complete construction of the Embarcadero
bridge and bike path project.
Complete the Bicycle Plan, including new
City Bicycle Routes map.
~PROGRESS
This project was deferred pending
Council direction to cancel or proceed
with additional design and construction,
in response to issues related to the cost of
the project and use of the railroad right-
of-way, and potential filing of a complaint
with the Public Utilities Commission by
opponents of the project.
This project was deferred to 1998-99 due
to the lack of sufficient grant funds; the
key plan has been continued into 1998-99.
KEY PLANS
~Complete planning and design study for a
community-based local bus shuttle system.
Initiate final design and formation of an
assessment district for the new downtown
parking structure(s).
PROGRESS
The project was initiated in Spring 1998,
including preparation of scope of work,
formation of Project Advisory Committee
and consultant selection process.
However~ the high level of staff
involvement in Sand Hill project and
Comprehensive Plan update as well as the
vacancy in the Chief Transportation
Official position delayed completing this
study.
This project was transferred to the Public
Works Department, and has been initiated
as scheduled.
Conduct feasibility study for a residential
arterial traffic calming program for
Embarcadero Road.
Project was initiated in Winter 1997,
including preparation of scope of work,
formation of Project Advisory Committee
and consultant selection process.
However, the high level of staff
involvement in Sand Hill project and
Comprehensive Plan update as well as the
vacancy in the Chief Transportation
Official position delayed completing this
study.
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.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
0
80
n]a
2. There were no major traffic signal modifications or installations this year.
80
rl]a
Major Activity: Traffic Engineering
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Percentage of all striping and signing
complaints responded to within 90 days of
receipt of request.
Prepare annual report to identify high accident
locations and recommendations for
improvements.
Percentage of traffic control plans for public
and private construction reviewed within ten
days.
68%
Annual
100%
80%
Annual
90%
83%
0
100%
2.Annual report was delayed due to other priorities and will be prepared in first half of 1998-99.
Thereafter, staff will compile report every three years.
Major Activity: Parking Management
IMPACT MEASURES
1.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Percentage of all parking requests responded to
withln thirty days of receipt of request.
Conduct review of 5 locations (e.g.,
blockfaces, parking lots, etc.) in Downtown
and California Avenue business districts
annually to attempt to gain additional parking
spaces.
65%80%
5
88%
5
Major Activity: Bicycle Programs
IMPACT MEASURES
1.
1997 -98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
51%65%45%Percent occupancy rate for City bike locker
rentals. (60 lockers)
Hold 8 meetings of the Palo Alto Bicycle-
Advisory Committee annually to discuss,
review and evaluate bicycle related issues.
13 8 11
1. A number of bike lockers in the California Avenue Caltrain station were damaged and unavailable
for rental. The bike lockers at the station were replaced in July 1998.
10
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES AND PROGRAMS
KEY PLANS
El Develop policies and guidelines for a
Neighborhood (Local and Collector Street) Traffic
Calming Program for Council adoption.
PROGRESS
Project has been deferred until 1998-99 due
to lack of resources; key plan has been
continued into 1998-99.
El Implement recommended improvements from the El Project was delayed and is scheduled for
Citywide School Commute Safety Study.review by Policy and Services Committee in
October 1998.
El Investigate the towing of inoperable vehicles from El
private property.
Major Activity: School Safety Activities
IMPACT MEASURES
Inspection Services has reviewed the process
of towing vehicles from private property.
The new administrative penalty process may
make towing unnecessary.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Percentage of all adult crossing guard
evaluations performed within 30 days of
receipt of request from the City/School Traffic
Safety Committee.
Percentage of minor school traffic safety study
evaluation requests completed within thirty
days of receipt of request.
Arrange and co-chair a minimum of 8
City/School Traffic Safety Committee
meetings annually.
100%
100%
10
n]a
90%
n]a
100%
11
1. No requests were received until the end of the school year. Evaluation of these requests will be
performed when school opens in September
11
Major Activity: Property Maintenance
IMPACT MEASURES
1.Percentage of complaints responded to within
two working days.
2.Percentage of complaints for which resolution
was obtained within three months of
notification to the responsible party. (Average
550 complaints per year)
3.Percentage of enforcement actions initiated on
valid complaints within five working days.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
99%
98%
90%
8O%
90%
98%
87%
100%93%
Major Activity: Traffic and Planning Studies
IMPACT MEASURES
1.Complete 90 percent of Council approved and
funded phases of neighborhood traffic studies.
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.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
0
0
0
Annual
0
0
1. No neighborhood traffic studies were approved and funded this year. The Major Arterial Traffic
Calming study was initiated in late Spring.
2. Staff received and reviewed four road bump requests, and proceeded to implement road bumps on
Ross Road in response to Council direction. The Annual Report was not prepared due to staffing
constraints.
Major Activity: ADA Compliance
IMPACT MEASURES
1.Percent of staff and public ADA calls
responded to within 24 hours.
2.Percent of ADA issues resolved within 10
working days.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
95%
95%
95%
95%
95%
12
FUNCTIONAL AREA: AFFORDABLE HOUSING AND CDBG
KEY PLANS PROGRESS
UI Monitor construction and funding requirements [7] Project completed and occupied February
for the Alma Street SRO project. 1998. Monitoring is ongoing.
Major Activity: Affordable Housing Development
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET . ACTUALS
Increase the number of permanently
affordable, low income rental housing units
by an average annual increase of 25 units over
a five year period (1995-2000).
Complete 1 application for housing subsidy
funds per two year budget cycle.
Negotiate a desirable Below Market Rate
component into proposed housing projects by
the first public hearing.
4
0
100%
0
100%
114
100%
1. The impact is spread over a 5-year period. The 107 Single Room Occupancy (SRO) unit opened
this year.
2. The impact is spread over a 2-year period. Application is expected to be made in 1998-99.
Major Activity: Housing Advocacy
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
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.
100%10o%
13
Major Activity: Community Development Projects
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
1.Access performance and compliance with
federal requirements of CDBG funded
agencies by analyzing progress reports and
conducting on-site monito .ring visits.
2.Percentage of the CDBG public service
contracts finalized in the year allocated.
3.Complete 50 percent of physical improvement
projectsfinalized (such as rehabilitation, or
housing projects) in the year allocated.
100%
100%
40%
100%
100%
50%
1997-98
ACTUALS
100%
100%
43%
Major Activity: Federal and State Grant Management
IMPACT MEASURES
1996-97
ACTUALS
¯ 1997-98
ADJUSTED
BUDGET
1997-98
ACTUALS
1.Have zero audit findings from any Federal or
State agency.
2.Submit required HUD/State reports by the date
they are due.
3.Percentage of audit requests for information
responded to within 30 days.
0
100%
100%
0
100%
100%
0
100%
100%
1. No audits conducted.
FUNCTIONAL AREA: INFORMATION MANAGEMENT
KEY PLANS
Participate in the implementation of an
automated inspection request system.
Participate in the development of GIS
counter applications, public use of
automated cartography products and City
orthophotos.
PROGRESS
This will be included in the new permit
tracking system.
This project has not occurred due to
insufficient data for planning purposes in
the GIS system.
14
Major Activity: Automated Systems
IMPACT MEASURES
Develop 10 new graphic or desktop
publishing products ~annually which improve
communication with the public and decision-
makers.
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
1997-98
ACTUALS
10 10 11
Major Activity: Records and Map Management
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
1.Percentage of records transferred from hard
copy to permanent storage media within 90
days of project completion.
2.Percentage of zoning maps updated within 30
days of Council adoption Of rezoning.
100%
50%
100%
100%
1997-98
ACTUALS
100%
40%
2. Due to concentration on Comprehensive Plan and GIS, updated zone maps were not redistributed.
15
Major Activity: Data Collection and Reporting
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Provide construction statistics to local, State
and Federal agencies within five days of the
close of each month 100 percent of the time.
Maintain and update 100 percent land use
projections, census, downtown monitoring data
and submit annual monitoring reports on time.
Maintain a protected tree inventory system
which numbers, tags, maps and photo
documents 100 percent of all trees accepted or
identified as having "protected" status within
30 days of being discovered (oak trees) or
designated (other species) by City Council.
100%
100%
ll]a
100%
100%
100%
1997-98
ACTUALS
100%
67%
100%
2. The Downtown Monitoring Report was not prepared, the Apartment Vacancy Rate Determination
was 3 months late, and the BMR Price Guideline Report was 4 months late, all due to other
priorities.
16
Police
Department
DEPARTMENT OVERVIEW
In 1997-98, the Police Department continued its focus on Problem Solving Policing, including the issues
of traffic safety, youth and violence, and issues specific to neighborhoods. Council approved the addition
of three Community Service Officers to take "cold reports" in order to free up police officers’ time so
that enforcement efforts can be directed to the Downtown area. High visibility and public contacts by
police officers during peak hours dramatically reduced the number of problems at local bars. The
department implemented the pilot program, "We’re Connected", which is aimed at increasing
participation by the neighborhoods and the business community in joint problem solving. In an effort
to enhance regional policing, the department established crime analysis and investigation groups with
surrounding agencies which resulted in numerous arrests for robberies, burglaries and arson.
The department fully implemented the Motorcycle Enforcement Program which resulted in over 6,000
speeding citations being issued with a special emphasis placed on Middlefield and Embarcadero Roads
and continued with the Neighborhood Traffic Officer Program. A feasibility study regarding a residential
parking permit program is in progress arid recommendations are expected to be presented to Council in
the fourth quarter of 1998-99.
In conjunction with the Community Services Department, the Palo Alto Unified School District and other
agencies, the Positive Alternatives for Youth (P.A.Y.) program continued to provide a safe environment
and positive alternatives that lead to reduced crime involving Palo Alto youth. In an effort to create a
greater police presence in the south end of town, the department increased use of the Ventura substation
and participated in neighborhood problem solving efforts in Ventura and Bah’on Park.
Technology continued to play an important role in providing information to officers, staff, Council and
the community. In support of this, the Police Department selected and negotiated a contract with a vendor
to implement a Computer Aided Dispatch system. Additionally, a process was initiated to replace the
antiquated police records management system.
The department, together with the Fife and Public Works Departments, has initiated the public safety
building project. A preliminary needs assessment was completed, a citizen advisory committee selected,
and a consultant selected to assist with Phase One of the project which consists of site evaluation and
selection, project development, concept design and architectural program.
In response to the February flood, Police staff answered over 3,000 calls, responded to emergency
requests, provided traffic control, maintained seciarity in evacuated areas and sandbag locations, housed
pets of flood victims, staffed the Emergency Operations Center and developed a web page on the City’s
Intemet site to keep residents informed.
FUNCTIONAL AREA: REQUESTS FOR SERVICE
KEY PLANS
Evaluate the trial program of utilizing
Community Service Officers in the field to
assist in the implementation of the
Downtown Health and Safety Program.
/n order to minimize liability and.reduce
loss, prepare for and initiate the use of less
lethal weapons in tactical situations.
PROGRESS
Program evaluation completed. Community
Service Officers were assigned various
duties in the field which allowed police
officers to dedicate time to the Downtown
area.-
SWAT officers have been trained and less
lethal weapons have been used successfully
in the field.
Major Activity: Requests for Service
IMPACT MEASURES
1.
1997-98
1996-97 ADJUSTED 1997 -98
ACTUALS BUDGET ACTUALS
Respond to 95 percent of emergency calls
within three minutes or less. (Estimate 125
calls per year)
Respond to 95 percent of non-emergency
calls within 30 minutes or less. (revised)
(Estimate 32,000 calls per year)
92%
96%
95%
95%
100%
95%
Major Activity: Critical Incident Resolution
IMPACT MEASURES
After the initial police response, respond
with specially trained units to the scene of a
critical incident within 1.5 hours after
request.(Estimate three incidents a year)
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
.6 1.5
1. Actuals were based on six incidents.
.8
2
Major Activity: Regional Assistance Response
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Respond with officers to the requesting
agency 95 percent of the time, while
maintaining appropriate staffing levels within
Palo Alto. (Estimate 80 requests per year)
100%95%
1997-98
ACTUALS
99%
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
KEY PLANS
Achieve cost savings through the
implementation of an automated radio
equipment inventory tracking system for
identification of parts usage, ordering
patterns and repair histories.
Make recommendations and secure approval
of a Computer Aided Dispatch system.
PROGRESS
Evaluated available off-the-shelf software
programs for cost effectiveness and
functionality. None appeared to meet
needs at a reasonable price. In-house
development of program delayed due to
other priorities and the citywide conversion
to Windows NT. Development will
continue in 1998-99.
Request for Proposal process resulted in a
vendor being selected and a contract
negotiated. Implementation expected in
1998-99.
Major Activity: Police Dispatching Services
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Dispatch 99 percent of emergency calls within
60 seconds of the initial receipt of the
call.(Estimate 125 calls per year)
Dispatch 95 percent of non-emergency calls
within 30 minutes of the initial receipt of the
call. (Estimate 32,000 calls per year)
Maintain a ratio of sustained complaints to
calls for service of less than 1 to
10,000.(Estimate 32,000 calls for service per
year)
99%
100%
.3
99%
95%
98%
100%
0
3. No sustained complaints based on 27,925 police calls for service.
Major Activity: Fire Dispatching Services
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Dispatch 99 percent of all emergency calls
within 90 seconds of the initial receipt of
the call. (Estimate 6,000 calls per year)
Maintain a ratio of sustained complaints to
calls for service at less than 1 to 10,000.
(Estimate 6,000 calls for service per year)
100%
0
99%
2. No sustained complaints based on 6,452fire calls for service.
Major Activity: Utilities Dispatching Services
IMPACT MEASURES
Coordinate 95 percent of joint department
responses within ten minutes of the
request. (Estimate 100 responses)
Dispatch 99 percent of emergency requests
for service to customer service personnel
within ten minutes.
1996-97
ACTUALS "
1997-98
ADJUSTED
BUDGET
99%
99%
95%
99%
1997-98
ACTUALS
100%
0
1997-98
ACTUALS
100%
95%
Major Activity: General Fund Dispatch Services
IMPACT MEASURES
1.Return to service 99 percent of all system
support equipment within 24 hours.
Return to service 90 percent of all mobile
radio equipment within 3 days.
Return to service 90 percent of all portable
radio equipment within 5 days.
1996-97
ACTUALS
99%
97%
96%
1997-98
ADJUSTED
BUDGET
99%
90%
90%
1997-98
ACTUALS
97%
93%
88%
4
Major Activity: Stanford Dispatching Services
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Dispatch 99 percent of emergency calls
within 60 seconds of the initial receipt of
the call. (Estimate 100 calls per year)
Dispatch 95 percent of non-emergency
calls within 30 minutes of the initial
receipt of the call. (Est)mate 13,000 calls
per year)
100%
100%
99%
95%
1997-98
ACTUALS
100%
99%
FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION
KEY PLANS PROGRESS
El Develop and initiate formalized El
interagency cooperation and enhance
regional policing among detective
divisions of adjacent agencies.
El Explore the feasibility of initiating an in-El
house polygraph and voice analyzer
program to be utilized in criminal
investigations and/or pre-employment
screening.
Menlo Park, East Palo Alto, Stanford
and Mountain View agreed to
participate with Palo Alto. As a result,
seventeen arrests were made in
burglary, arson/burglary and robbery
cases. Program will be continued in
1998-99.
Feasibility study is complete.
Information available on the
utilizations of voice analyzers is
limited and the technology is currently
¯ under rapid change. Use of polygraph
as part of the hiring process for sworn
personnel will begin during the next
hiring process. Use of polygraph for
criminal investigations, when
appropriate, will continue.
Major Activity: Investigations
IMPACT MEASURES
o
Clear/close 65 percent of cases assigned by
the supervisor to the investigator.
(Estimate 260 cases per year)
Return less than 5 percent of cases to
patrol officers for follow-up due to
deficiencies and/or incompleteness in the
initial investigation. (Estimate 9,000
criminal cases per year)
Ensure that of all cases for which felony
charges are requested, at least 90 percent
have charges filed for prosecution by the
District Attorneys’ Office. (Estimate 450
cases per year)
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
78%
3%
94%
85%
5%
90%
125%
1%
94%
°
Closed I00 percent of cases this year, plus an additional number of cases from previous year. The
higher than normal rate can be attributed to arrests of suspects who have each committed multiple
burglaries that were cleared.
Over 8,000 criminal cases were reported for the year. Lower than anticipated return rate can be
attributed to an organizational emphasis on enhanced supervisory review.
Major Activity: Property and Evidence
IMPACT MEASURES
Maintain a property/evidence loss rate of 0
percent for all items handled by the police
department.(Estimate 5,000 pieces of
property and evidence handled per year)
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
0%0%0%
1. Over ZOO0 new pieces of property and evidence were handled by the department in 1997-98.
6
FUNCTIONAL AREA: TRAFFIC SERVICES
KEY PLANS
Participate in efforts to work with State
legislation to change the eighty-five
percentile rule of using radar on city
streets to enforce speed limits.
Continue with the "Community Traffic
Officer Program".
PROGRESS
Presented Council with information
about research that has been done
regarding 85th percentile speeds,
including comparison of the survey data
to 1990 surveys and a summary of other
cities efforts to modify current 85th
percentile speed regulations was
conducted. Council~ will be presented
with specific recommendations in the
third quarter in 1998-99.
Officers are assigned to Barron Park,
University Avenue/Downtown,
Midtown, Ventura, Embarcadero and
Alma. There were 6,216 speeding
citations issued in 1997-98, with a
special emphasis placed on enforcement
on Middlefield Road.
Major Activity: Traffic Enforcement
IMPACT MEASURES
1.Reduce injury accidents by 3 percent.
(Based on 392 injury accidents ocurring
in 96-97)
Achieve 85 percent compliance rate of
commercial vehicles inspected.
Maintain alcohol-related accidents 50
percent below national averages.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUAL
6%
98%
50%
3%
85%
5O%
-10%
94%
45%
There were 431 injury accidents ocurred this year. The increase can be attributed to the effects of
El Nino storms. Injury accidents increased 35 percent from the previous year’s third quarter figures
(Jan-March 1997).
Major Activity: Traffic Complaint Resolution
IMPACT MEASURES
1.Respond to 100 percent of new traffic
complaints within two working days.
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
100%
1997-98
ACTUALS
95%
Major Activity: School Safety
IMPACT MEASURES
1.Achieve zero accident rate at twelve
crossing guard controlled intersections.
Achieve zero accident rate involving
students walking or bicycling to and from
school.
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
0
0
1997-98
ACTUALS
0
0
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
KEY PLANS PROGRESS
Participate in public relations and
educational efforts with the community
through the production of a cable access
Police news format show.
With assistance from Community
Services Department, evaluate the first
year of the Positive Alternatives for
Youth (PAY) program.
Participated in a half hour news format
and in a one-hour education format
show. Completed public service
announcement on "red light safety" to
be aired in 1998-99.
Evaluation criteria established. First
year completed and ev~uation
currently being conducted and will be
completed in first quarter of 1998-99.
8
KEY PLANS
Formalize the problem solving model of
Community Policing in targeted
neighborhoods.
In an effort to create greater police
presence in the south end of town,
increase the use of the Ventura
substation.
Study the feasibility of developing an
"Adopt a Neighborhood Association"
program.
PROGRESS
Presented the frame work of
Community Policing and problem
solving to 150 block captains.
Participated in neighborhood problem
solving efforts in Barron Park and
Ventura neighborhoods. Initiated the
citywide problem solving committee to
address cross departmental issues that
are associated with crime and other
problems.
In partnership with PAY and the
YMCA, participated in the opening of
the Teen Center at Ventura. Have
granted use of the substation to
neighborhood groups, job placement,
mentoring, and tutoring for youth.
Initiated discussion about pursuing
implementation of the "We’ re
Connected" program in place of the
"Adopt a Neighborhood Association"
program. "We’re Connected" is aimed
at increasing direct participation by the
neighborhoods and the business
community in joint problem solving.
Awarded certification of
participation/appreciation to One
neighborhood and thirteen
businesses/organizations and
organizations.
Major Activity: Crime Suppression
IMPACT MEASURES
1996-97
ACTUALS
Ensure Palo Alto’s violent crime rate
remains within the lowest 7 percent of all
California cities between 50,000 and
100,000 population. (Based on
approximately 80 cities)
Minimize vice, crime and other related
activities by reviewing 100 percent of all
applications pertaining to regulated
businesses for code enforcement. (Based on
an estimated 400 applications)
6.5%
100%
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
7%
100%
6.5%
100%
1.Palo Alto ranked fiflh lowest out of 77 California cities. Violent crime (murder, rape, robbery,
aggravated assault) in Palo Alto has decreased 23 percent over the same period last year.
10
Major Activity: Youth Services
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Reach 700 students through the Gang
Resistance Education and Training
program.
Ensure identified police officers visit each
adopted school once a week. (Based on 13
schools.)
700
.5
700
.25
1997-98
ACTUALS
948
.3
1.Reached 750 students with the full GREAT program. Remaining students received selected blocks
of training at the schools’ request.
The police officers visited school once every three weeks. Higher than normal vacancy rate of sworn
officers, the concentration on an enhanced Avoid the 13 campaign and third quarter activity due to
El Nino storm has limited the number of visits to schools.
Major Activity: Community Policing and Education
1996.97
IMPACT MEASURES ACTUALS
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
Notify affected businesses and residences
of identified violent crime trends within
48 hours after identification of trend.
Notify affected businesses and residences
of identified non-violent crime trends
within three days after identification of
trend.
Resolve 80 percent of identified problems
in areas having disproportional requests
for service by enlisting community
participation.
5 hours
1.7 days
89%
24 hours
3 days
80%
9 hours
2 days
85%
Utilized "area captain fax tree" program twice to notify businesses and residents of violent crimes,
including a brutal assault and string of armed robberies of small businesses.
Utilized "area captain fax tree" program eight times to notify businesses and residents of
nonviolent crime trends including organized scam artists, auto burglaries, and residential burglaries.
11
FUNCTIONAL AREA: POLICE PERSONNEL SERVICES
KEY PLANS PROGRESS
Change the focus of the Health Resource
Coordinator program from a reactive
crisis resolution mode to a proactive
employee orientation aimed at employee
needs assessments related to career goals
and enhancement.
Career Path Program has been
¯implemented and is currently a part of
the quarterly evaluation process for line
level officers. New employee
orientation program implemented.
Maintain the quality of police officer
applicants through the implementation of
the newly designed recruitment incentive
program.
Design and implement a basic training
program for newly assigned investigators
to include those subjects not generally
covered in the approved Police Officers
Standard Training (POST) specialty
courses.
Production on the new recruiting video
completed. In conjunction with the
Police Department, Human Resources
continues work on various incentive
programs to attract quality candidates
and encourage current employees to
become active recruiters.
POST has recently developed a
comprehensive basic detective class.
Program has been evaluated and
d6termined to be too basic in its
content and therefore the City would
only consider sending new detectives
without previous investigative
experience. Will continue to pursue
alternative training programs for the
more advanced investigator.
12
Major Activity: Personnel Records Management
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED
BUDGET
Investigate and notify 80 percent of
complainants of outcome within 30 days.
(Estimate 50 complaints per year)
Ensure 100 percent compliance with the
Police Officers Standards Training audit for
police personnel records management.
73%
100%
55%
100%
1997-98
ACTUALS
29%
100%
Figures based on seventeen complaints received and investigated during the year. Less than
anticipated percentage due in part to the availability of involved officers and witnesses. Measures
have been taken to improve complaint investigation process and notification rate. In almost all
cases, complainants were notified at some point on the progress of the investigation.
Major Activity: Hiring and Retention
IMPACT MEASURES
1.Maintain a vacancy rate of no more than 4
percent for sworn personnel.
Ensure 80 percent of newly hired police
officers successfully complete the basic
police academy and field training program.
Maintain a vacancy rate of no more than 4
percent for non-sworn personnel.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
9.6%
84%
2.6%
7%
80%
4%
6.2%
57%
5.1%
As of 9/1/98 the overall vacancy rate for sworn personnel is 10.5%. Due to a lack of interested,
qualified applicants, vacancies are taking much longer periods of time to fill. The Department, along
with Human Resources has met with other police agencies in similar situations. As a result, this
group is investigating cooperative solutions to this regional problem.
Figures based on seven new police officers. Three officers did not complete the program due to a
lack of communication’ and interpersonal skills which will be addressed in the next hiring process.
Higher than estimated vacancy rate can be attributed to the retirement, resignation, and promotion
of Communications Dispatchers, Parking Enforcement Officers and Police Records Specialists.
13
Major Activity: Mandatory Training
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Maintain 95 percent of personnel
compliance with State-mandated training
hours.
Provide training on 100 percent of new
legislation and regulations to all officers
within three months of the effective date.
100%
100%
95%
100%
100%
lOO%
Major Activity: Non-Mandatory Training
IMPACT MEASURES
1.Provide diversity training each year to all
Police Department personnel.
Provide defensive tactics and legal update
training each year to 95 percent of all sworn
personnel.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
69%
95%
100%
95%
71%
99%
1. Due to high vacancy levels in patrol and calls for service, many police officers were limited in the
amount of training at the watch briefings they received.
Major Activity: Volunteer Program
1996-97
IMPACT MEASURES ACTUALS
1.Oversee 9,000 hours of volunteer service.10,153
2.17%Increase the number of active volunteers by
5 percent. (Estimate 50 active police
volunteers)
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
9,000
5%
8,894
9%
2. The department currently has 53 active volunteers assisting in police related activities.
14
FUNCTIONAL AREA: ANIMAL SERVICES
KEY PLANS
Determine the feasibility and pursue the
potential of entering into longer term
agreements with Los Altos, Los Altos
Hills, and Mountain View for animal
control services.
PROGRESS
Developed methodology for cost
recovery and three year contract
proposals with outside agencies.
Successfully negotiated three-year
contracts with three cities.
Ensure a smooth transitionpro.cess to the
new City veterinarian.
Transition to the new City veterinarian
complete. Spay and neuter surgeries
achieved 113% of year end goals.
Major Activity: Pet Recovery/Adoption Services
IMPACT MEASURES
1996-97
ACTUALS
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
Maintain the rate of adopted animals
returned to the shelter at less than 5
percent. (Estimate 550 animals adopted)
Maintain the number of dogs reunited
with their owner at 65 percent or more.
Maintain the number of cats reunited with
their owner at 10 percent or more.
6%
n]a
n]a
5%
65%
10%
6%
69%
14.5%
Higher than anticipated percentage due to a lack of historical information in setting the original goal
and the shelter’s reputation with the residents. The national average for reuniting cats with their
owners is three percent.
15
Major Activity: Animal Care
IMPACT MEASURES
1.Exercise/socialize adoptable dogs and cats
300 hours per month.
Provide a shelter hygiene program to keep
disease outbreak at the shelter at less than 5
percent of the .total animals handled.
(Estimate 2,300 animals handled per year)
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
283
.7%
300
1%
369
.4%
1. Commitment by volunteers who exercise animals was greater during the summer months.
2.Lower than anticipated rate is due in part to animals being checked upon arrival, before spay and
neuter surgeries, and staff’s commitment to separate and isolate animals when problems are detected.
Major Activity: Animal Health and Welfare
IMPACT MEASURES
Prevent 19,800 births of dogs and cats per
year through low-cost spay and neuter
surgeries. (Based on 3,300 surgeries)
Quarantine 90 percent of domestic animals
involved in a bite within 36 hours of
receiving the bite report.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
22,008
92%
19,800
90%
22,248
89%
While this impact measure has been met, it is important to note that a 29 percent increase in
the number of reported domestic animals requiring quarantine has been observed compared to last
year. Staff will monitor this impact measure to determine if this increase is the beginning of a
trend or just an aberration.
Major Activity: Regional Animal Services
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Respond to 85 percent of requests for service
within 45 minutes. (Estimate 1,300 requests
for service per year)
59%85%63%
1. Lower than anticipated percentage is due in part to understaffing for three months and the travel
distance required between Palo Alto and the various contract agencies.The increase of a .5 Animal
Control Officer in 1998-99 should assist in improved response times.
16
FUNCTIONAL AREA: PARKING SERVICES
KEY PLANS
Per Council direction, complete a
feasibility study regarding a residential
parking permit program.
Assist City Attorney in the drafting of an
ordinance regulating tow companies.
Design and implement a one month
amnesty (i.e. no towing, but all fines due)
program for vehicles with excessive
parking tickets.
PROGRESS
Conducted numerous meetings with
Downtown North Neighborhood
Association, and the University South
Neighborhood Group. Two model
programs have been discussed.
Surveys were distributed to North and
South residents to obtain additional
feedback on the models.
Recommendations should be
presented to Council during early
Spring 1998-99.
Delayed due to time required for an
extensive rewrite of the over night
parking ordinance. Expected
ordinance regulating tow companies
to occur in 1998-99.
Designed and implemented a one
month amnesty program for the month
of August. Mailed 56 letters to the
registered owners. Eleven responded
with payments totaling $4,068 in
excessive parking citations.
Remaining habitual offenders have
been turned over to the City-
contracted collection agency.
Major Activity: Parking Enforcement
IMPACT MEASURES
1996-97
o
Achieve a 95 percent compliance rate for
parking time limits in the Downtown district
area. (Estimate 550,000 vehicles checked
per year)
Ensure a 50 percent compliance rate for
newly identified habitual offenders within
90 days.
Resolve overnight parking issues within 5
working days of receipt of the complaint.
ACTUALS
97%
75%
3.3
1997-98
ADJUSTED 1997-98
BUDGET ACTUALS
95%
70%
5
96%
58%
4.7
17
Major Activity: Parking Citations/Adjudication
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Comp!ete initial investigations on 100
percent of all contested parking citations
received by the Police Department within 20
working days. (Estimate 2,000 contested
parking citations per year)
Provide final disposition on 100 percent of
all contested parking citations within ten
working days of the adjudication hearing.
(Estimate 450 hearings per year)
99%
96%
100%
100%
100%
98%
Major Activity: Abandoned Vehicle Abatement
IMPACT MEASURES
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
Respond to 90 percent of abandoned and
stored vehicle requests within 5 work days
of the receipt of the complaint.
Resolve 90 percent of all abandoned and
stored vehicle issues within 10 work days.
100%
99%
90%
90%
100%
100%
FUNCTIONAL AREA: SPECIAL EVENTS
KEY PLANS
El Investigate the feasibility of renegotiating the
Stanford reimbursement agreement for speci .al
events.
PROGRESS
El Developed cost methodology. Due to
other workload priorities, negotiations
will occur during 1998-99.
18
Activity..City Sponsored EventsMajor’ " ¯
IMPACT MEASURES
Maintain an attendee/calls-for-service ratio
of less than .5 percent at City sponsored
events. (Estimate 20 events and 120,000
attendees per year)
1996197
ACTUALS
.02%
1997-98
ADJUSTED 1997-98BUDGETACTUALS
.25%.01%
1. Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning
efforts of the participating departments. In 1997-98, approximately 47,000 attendees participated
in eight City Sponsored events requiring police planning and assistance.
Major Activity: Non-City Sponsored Events
IMPACT MEASURES
1997-981996-97 ADJUSTED 1997-98ACTUALSBUDGETACTUALS
’ 1.Maintain an attendee/calls-for-service ratio
of .5 percent at special events. (Estimate 25
events and 16,000 attendees per year)
.08%.25%.01%
I.Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning
efforts of the participating departments. In 1997-98, approximately 136,000 attendees
participated in fourteen non-city sponsored events requiring police planning and assistance.
Major Activity: Stanford Sponsored Events
IMPACT MEASURE
Maintain an attendee/calls-for-service ratio
of .5 percent at Stanford University special
events. (Estimate 8 events and 300,000
attendees)_
1997-981996-97 ADJUSTED 1997-98ACTUALSBUDGETACTUALS
.01%.25%
1. Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning
efforts of the participating departments. In 1997-98, approximately 380,000 attendees participated
in ten Stanford University events requiring police planning and assistance
19
FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT
KEY PLANS
Pursue recommendations pertaining to a
Computer Aided Dispatch System.
Begin the replacement process for the police
records management system.
PROGRESS
Request for Proposal process resulted in a
vendor being selected and a contract
negotiated. Implementation expected in
1998-99.
Completed needs analysis of affected
work groups. Reviewed RFPs from other
agencies. Downloaded and evaluated
programs found on Internet. Began draft
of police department environment, needs,
expectations, and technical requirements.
20
Major Activity: Information Processing
IMPACT MEASURES
1.
o
1996-97
ACTUALS
1997-98
ADJUSTEDBUDGET
Enter 80 percent of reports into thepolice
records management system within three
working days. (Estimate 10,000 police
reports per year)
Scan, index, and make available 80 percent
of police reports to the public and the
department for further processing within two
working days. (Estimate 10,000 police
reports per year)
Process 90 percent of mail-in requests for
polic~ reports within four working days.
n/a
97%
80%
80%
90%
1997-98
ACTUALS
100%
97%
100%
1. Higher than anticipated rate is due to a lack of statistical experience in setting the original goal
and the department’s commitment to provide police officers and support staff with immediate access
to police reports.
Major Activity: Computer Systems Services
IMPACT MEASURES
I1. Resolve 80 percent of computer service
requests within 24 hours.
1997-98
1996-97 ADJUSTED 1997-98
ACTUALS BUDGET ACTUALS
82%80%I 89%
21
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