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HomeMy WebLinkAbout1999-03-16 City Council (7)TO: City of Palo Alto C ty Manager’s Report HONORABLE CITY COUNCIL ATTENTION: FINANCE COMMITTEE FROM:CITY MANAGER DEPARTMENT:ADMINISTRATIVE SERVICES DATE:MARCH 16, 1999 CMR: 174:99 SUBJECT:1998-99 MIDYEAR PROGRESS REPORT ON KEY PLANS AND IMPACT MEASURES This is an informational report and no Council action is required. BACKGROUND Periodic performance reporting to the Council by City departments is an integral part of Mission Driven Budgeting (MDB). The status of key plans and impact measures is reported to Council at midyear and at the close of the fiscal year. City departments have submitted reports on the status of their key plans and impact measures for the first six months of 1998-99. Progress is reported for all key plans. Impact measures are only reported on an exception basis. Exceptions consist of: a variance of 20 percent in the projected year. end result for an impact measure; or a variance of 20 percent based on the first six months of the fiscal year. In addition, an impact measure would be reported if there is significant information about which the Council should be informed. DISCUSSION The majority of the key plans for 1998-99 are under way or are expected to be accomplished in 1998-99. Some key plans have experienced delays due to a shift in departmental priorities. Reprioritization is often required as a result of Council actions. To improve existing departmental impact measures, staff held a working session with the Finance Committee to review the impact measures for Fire, Police and Planning Departments. The 1999-01 Proposed City Manager’s Budget will include changes to the impact measures of these three departments, based on this review. In addition, to better reflect services that were provided by several departments, staff made changes to the Chart CMR:174:99 Page 1 of 2 of Accounts. Those changes are represented in the mid-year key plan and impact measure report. PREPARED BY: Joyce White, Senior Financial Analyst APPROVED BY: CITY MANAGER APPROVAL: CC:n/a CARL YEAT Director,Services CMR:174:99 Page 2 of 2 FUNCTIONAL AREA: CONSULTATION AND ADVISORY KEY PLANS Develop a training course on the legal aspects of planning for all newly hired Planners. Develop annual refresher course for all Planners, focusing on a review of new legislation and case law. Revise local California Environmental Quality Act (CEQA) guidelines to implement development review process and State law changes. Provide legal support for Zoning Ordinance revision following Comprehensive Plan update. Conduct customer service evaluations with City departments and public oversight panel. Major Activity: Operating Department Support PROGRESS C~ Course elements have been outlined. Development of local exemptions began in conjunction with historic preservation ordinance and issuance of new state guidelines. Delayed pending beginning of Zoning Ordinance revision. Customer service interview questions have been developed. IMPACT MEASURES 1998-99 1998-99 1997-98 ¯1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Provide or manage legal services in support of programmed activities within agreed-upon time frames 90 percent of the time. 70%90%70%70% Work requests have continued to outpace the ability to provide service with existing staff and contract resources. The Department has also experienced a significant staff vacancy for 4 months in 1998. Assignments frequently come with less than 5 day turnaround times; same day services are sought (and provided) on a regular basis. The Department Will be proposing new staffing for 1999-2000 and 2000-2001 to address this impact. This major activity now reflects the combination of the Consultation and Advisory and the Project Based City Staff Support activities to create a simpler major activit3: FUNCTIONAL AREA:LITIGATION AND DISPUTE RESOLUTION KEY PLANS PROGRESS C~Develop quantitative and qualitative measures of ~ Preliminary measures developed in conjunction claims and litigation cost effectiveness, with ACCEL loss control analysis. Major Activity: Civil Litigation Defense IMPACT MEASURES 1. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Represent the City in 20 personal injury cases. [ 28 t20 t33 t40 [ Claims volume remains higher than expected with 15 new cases filed during the first six months of 1998-99. Combined with increasing personnel litigation volume, the department has experienced greatly increased expenditures for outside personnel counsel and for temporary help’internall):. Unlike last year, we believe this to be a significant concern. The Department will be proposing the addition of a Legal Secretary in 1999-00 and .5 k~E Senior Assistant City Attorney for this purpose in 2000-2001. FUNCTIONAL AREA: OFFICIAL AND ADMINISTRATION DUTIES KEY PLANS PROGRESS Develop a citywide legal training program, focusing initially on personnel/labor issues and contracting practices. Develop rental housing legal issues public outreach package. Deferred due to other priorities. Reviewed and edited Human Services "Tenant Guide." Deferred preparation of new documents pending escalating rents report and policy direction. 2 FUNCTIONAL AREA: INTERNAL AUI)ITS AND REVIEWS KEY PLANS PROGRESS Continue efforts with departments in developing control assessment programs. Develop an annual report reflecting the accomplishments of the Department. Utilize programs and activities described inthe City’s Mission Driven Budget in completing the risk assessment model. This model will be used as a tool for identifying potential areas for audit. This key plan has been rescheduled for inclusion in the 1999-00 budget due to current staffing levels. This key plan has been rescheduled for inclusion in the 1999-00 budget due to current staffing levels. Comparisons of actual to budget expenditures is a key variable in evaluating and determining risk. This information is not currently available in an MDB format which prohibits comparability. As such, this key plan will be rescheduled for next ybar. Major Activity: Internal Audits and Reviews IMPACT MEASURES 3.To report status of all recommendations for audits issued in II the prior fiscal year. 1997-98 1998-99 ACTUALS ADOPTED 0%100% 1998-99 6 MONTH ACTUALS 1998-99 ESTIMATED ACTUALS Issuance of a status report has been delayed. The department is working with the City Manager’s Office to develop an updated report that will be issued in the first quarter of 1999-00. FUNCTIONAL AREA: PUBLIC INFORMATION KEY PLANS ra Develop time schedule for cable refranchising process. c~Implement Public Communications Plan, including creation of the City Council Web Page. PROGRESS The schedule was developed as part of the commencement of the cable fracnchise renewal proceedings. The City Council Web Page was completed and is accessible through the City of Palo Alto Home Page. FUNCTIONAL AREA: COUNCIL SUPPORT SERVICES Major Activity: Board/Commission Recruitment 1997-98 IMPACT MEASURES ACTUALS 1.Ensure vacancies on a board/commission have at least two 5.9 applicants. 1. Ongoing recruitment and advertising efforts have resulted in increased interest from the community. 1998-99 1998-99 1998-99 6 MONTH ESTIMATED ADOPTED ACTUALS ACTUALS Major Activity: Council Events IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Coordinate five Council events per year, e.g., annual Council reorganization, annual~meeting with legislators, sister cit3) functions, retreats, State of the City, and Town Hall meetings. 5 These activities will occur during the second half of the fis.cal year n/a Major Activity: Council/Committee Meetings/Minutes 5 Finalize Council minutes within eight weeks of the meeting.8.75 8 5.7 Ensure Council minutes will have no more than five <1 5 <1 corrections per set. Ongoing efforts to improve production time have resulted in a shortened turn around time. Out of 19 sets of minutes, 3 sets of minutes had a combined total of 4 corrections, and 16 sets had none. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 2.8 3.0 FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST KEY PLANS c~Monitor changes to the Conflict of Interest/ ¯ Campaign Disclosure regulations. PROGRESS Underway. The Court of Appeals affirmed the preliminary injuction staying the enforcement of Proposition 208 and returned the matter to the District Court. Major Activity: Elections 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.0 0 n/a n/a 3.27%1%n/a n/a Have no violations of elections law. Increase the number of absentee voters by 1 percent at all municipal elections. There were no elections in the first half of the fiscal year There were no elections in the first half of the fiscal year FUNCTIONAL AREA:LEGISLATIVE RECORDS MANAGEMENT KEY PLANS PROGRESS C3 Implement the consolidation of citywide records to c3 This is almost completed. Award of contract for an an off-site facility,off-site facility is anticipated by the end of March 1999. Major Activity: Citywide Records Management IMPACT MEASURES 1.Ensure requests for access to the Records Center are filled by 5 p.m. the f~llowing business day. 1. 1997-98 ACTUALS I 2.5 1998-99 ADOPTED 16 hours 1998-99 6 MONTH ACTUALS I 2.5 hours Establishing an appointment system has resulted in a faster response time and,improved customer service. 1998-99 ESTIMATED ACTUALS 8 hours "5 Major Activity: Clerk Record Management IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ¯ ADOPTED ACTUALS ACTUALS o o Provide for an internal assessment to determine whether accurate classification and indexing methods have been applied to 10 percent of the records that were filed in the City Clerk’s Office prior to January 1995. 5%10%0%0% Due to changing priorities and responsibilities during the recruitment,of a new City Clerk, this task was not accomplished. 6 FUNCTIONAL AREA: CITY MANAGEMENT KEY PLANS C~Oversee completion of the Infrastructure Management Plan, as well as preparation of a related financing plan. Continue to oversee the movement of the City’s energy utilities (gas & electric) to a deregulated environment. Oversee integration of Comprehensive Plan programs and policies into the Mission Driven Budget (operating budget and Capital Improvement. Program). Oversee preparation of detailed procedures and public information materials related to Council’s recently-adopted Telecommunications Policies. Oversee development of regulations for the appropriate use of City buildings and facilities. PROGRESS The City Manager’s office worked with Administrative Services and an interdepartmental team to develop a financing proposal, participated in a staffing study and coordinated two meetings with a Chamber of Commerce committee to evaluate the feasibility of an increase in the transient occupancy tax versus other tax options. The City Manager’s Office worked with utilities as part of the Competitiveness Steering Committee and Risk Oversight Committee and participated on a team evaluating the feasibility of a fiber to the home trial. A process has been developed to include and highlight in the 1999-2001 budget information "regarding key plans and resources relevant to the implementation of the Comprehensive Plan. An RFP for consultant services to develop a City telecommunications ordinance and related. implementation materials has been finalized. The City Manager’s Office convened an interdepartmental team to develop regulations for City libraries and community centers, which were enacted in August 1998. Major Activity: Interdepartmental Coordination IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 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. ~0 20 The meeting frequency of this committee has been increased to biweekly. This committee was previously convened by the City Manager’s Office. While the City Manager’s Office continues to participate in the committee, the meetings are now convened by the Planning and Community Environment Department. This impact measure will not be included in the City Manager’s budget in future reports. FUNCTIONAL AREA: CITY ’COUNCIL RELATIONS KEY PLANS [] Implement automated citizen complaint tracking system. Oversee action on Council priorities. []Develop a training program for new and current members of City advisory bodies and their staff liaisons. []Further develop guidelines for creation of new commissions/advisory bodies. PROGRESS []An RFP was issued in September 1998. It is expected that a contract will be finalized in March 1999 and that the system will be implemented in April 1999. []The City Manager’s Office oversaw completion of a Comprehensive Plan Implementation Plan, which was distributed to City boards and commissions. The office oversaw development of the Infrastructure Management Plan financing plan and coordinated discussion with the Chamber of Commerce on a transient occupancy tax proposal. Various traffic management initiatives, including Embarcadero Traffic Calming and the School Commute Corridor Safety Study, were facilitated. []An orientation for the new Library Advisory Commission will be conducted in March 1999. A training program for all boards and commissions will be developed in the Fall of 1999. r~A Library Advisory Commission will be created in February 1999. A staff recommendation to create a Recreation Commission is expected to go to Council in May 1999. Major Activity: Council and City Manager Interaction IMPACT MEASURES Respondhours, to Council Member calls and inquiries within eight 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS It is a priority in the City Manager’s Office to respond promptly to inquiries from City Council members. In nearly all instances, it is possible to respond to Council calls and take action to initiate a resolution to issues raised within two hours. The goal for this impact measure will be reduced from 8 hours to 2 hours as part of the 1999-2001 Proposed Budget. Major Activity: Councii/Public Communication and Correspondence IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Assure that 50 percent of complaints received by the City n/a ~0%25%35% Council are responded to by letter within 10 working days of their receipt. (New) This impact measure was changed as part of the 1998-99 budget to set a more ambitious goal of responding to complaints in 10 working days rather than 21 working days (as was stated in the 1997-98 budget). The City Manager’s Office will soon implement an automated customer response system that will enable the department to provide a more timely response to complaints.In the meantime, average response time to complaints in the first six months of the fiscal year has been 15 days, with 25 percent being responded to in 10 working days. FUNCTIONAL AREA:COMMUNITY~NTERGOVERNMENTAL RELATIONS KEY PLANS PROGRESS []Continue participation in liaison activities with the [] Palo Alto Unified School District, including the Build For Excellence Project Review Committee and City/School Liaison Committee. []Continue to implement the approved City Manager’s [] Public Information Plan, coordinating public outreach for major City initiatives. Continue to oversee settlement agreement with BGP/Mountain View regarding Shoreline Amphitheatre concert season. A School Commute Safety Study was conducted in cooperation with the school district and recommendations were adopted by the Council in December 1998. A Public Communications Officer was hired in November 1998. The City Manager’s Office provided significant support to various departmental public outreach efforts, including winter storm preparedness and historic preservation. The City Manager’s Office participated in a post- 1998 season meeting with BGPand prepared an informational staff report for Council, which was distributed to City of Mountain View representatives. FUNCTIONAL AREA: ECONOMIC RESOURCES KEY PLANS PROGRESS Analyze the potential for increased use tax revenues [] and recommend a program for City facilitation of point of sale reporting for significant generators. As requested, participate in the staff review of specific development proposals which have significant economic consequences for the City. Develop a work plan for analyzing performance of [] significant sales tax generators with the goal of outreach and retention. The City Manager’s Office worked with Administrative Services to select a tax consultant and evaluated options for developing a business cooperation program. The City Manager’s Office participated in bimonthly Planning Review Committee meetings and provided input regarding the economic impacts of proposed development projects. The City Manager’s Office is preparing an Economic Resources Plan that proposes a business outreach strategy and establishes a workplan for continuing analysis of economic trends, including sales tax revenue. It is expected that the Economic Resources Plan will be presented to Council in Summer 1999. 10 FUNCTI(~NAL AREA: FINANCIAL SUPPORT SERVICES KEY PLANS ~Modify the City’s financial system to improve its user friendliness, including the transition to a window-based product and simplification of the report requesting process., PROGRESS Implement a division-wide cross-training program to provide smooth operation of the accounting function, adequate back-up, and staff development opportunities. Evaluate the consolidation of the Water Quality Control Plant and Stores inventories and implement resulting recommendations. Pursue implementation of Automatic Payment System (APS) for customer direct transfer of payments for utilities and other City services. The department is currently pursuing implementation of a simplified report generation that will make it easier to design custom reports and allow reports to be run interactively over the City’s Intranet. These products will be installed by the end of 1999. A division-wide cross training program is underway. Plans for consolidation, staffing and inventory administration is underway. Staffing requirements have been identified and requested for the 1999-00 budget. A new customer information system that allows for the direct transfer of utility paYments is currently being implemented. Once that system is implemented, it will. take approximately six months to coordinate with the banking network and customers to implement APS. 11 FUNCTIONAL AREA: PROPERTY MANAGEMENT KEY PLANS Facilitate renovation and the establishment of a bicycle storage facility at the University Avenue Train Depot. PROGRESS []Implement telecommunications policy to encourage [] use of des!gnated City-owned property for siting telecommunications infrastructure. []Amend the Terman Specific Plan and the Jewish [] Community Center (JCC) lease and provide a public process to review the JCC proposal to extend its lease. Acquire necessary right of way for Underground District #38. FUNCTIONAL AREA: MONEY MANAGEMENT KEY PLANS []Implement a new collections management system;[] utilize the new system to improve management reporting on collections performance and activity. []Evaluate collection rate targets based on [] information available from the new collection management system. []Support financial planning for areas where debt financing is being considered: the Water Quality Control Plant, the development of the former Los Altos Treatment Plant site, new parking structures downtown, and the General Fund infrastructure program. []Evaluate the impact of changed billing practices on [] collection rates for Paramedic receivables. The bicycle storage facility is due to open in late March/early April 1999. The Santa Clara Valley Transportation Agency has painted the exterior and scheduled the re-roof for summer 1999. The Joint Powers Board has awarded.a contract for ADA improvements, which should be completed in the fall of 1999. City staff is working on a proposal to bring light and air to the subways leading to University Avenue, and this work should be completed by late summer 1999. Staff is working with telecommunications providers to identify designated sites. Implementation of telecommunications policies has been delayed " pending the hiring of a consultant to prepare enabling material, such as ordinances and procedures. Public process has been identified, and the first public meeting is to be held in early 1999. Lease negotiations with JCC are in process. Revised legal descriptions have been finalized, and negotiations with property owners have begun. PROGRESS Implementation has been delayed until ~nformation Technology technical support is available. Estimated project inception date is July 1999. The evaluation process will begin after the collection system is operational. []Have begun the debt issuance process for the Water Quality Control Plant incinerator rehabilitation project. The direct billing of private insurance companies resulted in a net financial gain of $75,000. Staff will continue to identify and evaluate other process. efficiencies. 12 Major Activity: Investments and Banking IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Earn at least as much oh the City’s portfolio as the yield on a US Treasury investment of a similar duration (2-year Treasury note). 108%100%125%125% The City’s POrO~olio is laddered in a diverse stream of maturity dates. In times of highly changing interest rates, the 2 year Treasury will rise or fall more quickly. Major Activity: General Billing and Collections 1998-99 1998-99 ’ 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 2,Collect at least 60 percent of outstanding accounts for 64%60%100%70% driving under the influence receivables. 5.Collect at least 75 percent of property damage receivables.100%75%93%80% 2.Collections for the first six months were higher than targeted because there were several large collections received that were billed out in prior quarters. Collections for the first six months were higher than targeted because there were several large collections received that were billed out in prior quarters. 13 FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS, AND REPoRTs KEY PLANS PROGRESS Automate the process for collecting key plans and impact measures. Review and recommend improvements to existing departmental impact measures. Support the implementation of the IMP by integrating prioritized projects into the Capital Improvement Program budget and staffing needs into the operating budget. []Integrate the new Comprehensive Plan into the budget. []Support the study of the Enterprise Fund Transfer Methodology. c~The process to automate key plans and impact measures was utilized for preparation of the mid- year report. Staff was unsuccessful in obtaining consultant assistance in reviewing impact measures. Consequently, a working session was held with the Finance Committee to review impact measures for Fire, Police, and Planning Departments. The 1999- 01 Proposed Budget will include changes to department impact measures based on this review. []A staffing study is currently underway and will be reported to Council in late 1998-99. []Layout and process for this project has been completed. The 1999-2001 Proposed Budget will include references to implementation of the Comprehensive Plan including a Comprehensive Plan Overview in each department and identification of key plans and impact measures that implement the Comprehensive Plan. In addition, a Comprehensive Plan Status report will be presented to the Finance Committee as part of the 1999-2001 Proposed Budget. []Study is currently underway. The consultant was selected and contract awarded in December 1998. It is expected that the consultant recommendations will be ready for Utilities Advisory Commission and Finance Committee review in the Spring of 1999. 14 FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT KEY PLANS PROGRESS Coordinate the implementation of the Utilities CIS [] including installation, modifications, conversion, .and training. Implement identified actions to ensure all systems are year 2000 compliant by the end of June 1999. []Define requirements for an improved Utilities Bill [] Print process, generate a Request for Proposals, evaluate alternatives, and select a preferred alternative and vendor(s). ~3 Work with the Fire Department to define [] requirements, vendor selection, hardware configurations, and implementation of a new Fire Records Management System. []Assist in the definition of requirements and generate [] a Request for Proposals to provide timekeeping and work order functions that will facilitate the entry of time and allocation of resources to specific work performed. []Add features and functions to GIS for counter and[] customer service applications; implement adhoc reporting and mapping software. Provide project leadership in the implementation of Permit Streamlining and a Permit Tracking System, working with the Planning, Public Works, and Fire Departments. The data base conversion software and test loads of the database were completed the first week of February. The last set of enhancements will be delivered in May. Implementation is scheduled in July 1999. Efforts have been underway since July 1996 to ensure the City’s centralized hardware and software are year 2000 compliant. The major applications Lawson (HR and Payroll) and IFAS (Financial) are compliant. The Utilities Customer Information System (CIS) that is being implemented is year 2000 compliant. A Request for Proposal was issued and three vendors were selected for review. Contract award is expected in March1999. Currently working with Fire Department to review software packages. The Warner Group Consulting Firm will provide assistance in defining requirements and preparing an RFP for the City’s timekeeping and work order application requirements. The RFP will be issued by June 1999. The GIS emphasis has been in the area of pin mapping, which provides a graphical representation of incidents or events that have an impact on the ¯ City. This feature, along with the counter applications, have been developed and are in use. Staff is reviewing mapping and reporting packages to augment the applications developed by the consultant. Developed system requirements, issued RFP and participated in vendor selection. Contract negotiations reached an impasse. The RFP was re- issued with a February 23, 1999 due date. The projected implementation date is December 1999. 15 FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT KEY PLANS PROGRESS Acquire software to monitor computer and network security. Develop related policies and procedures. Migrate centralized HP3000 applications to year 2000 compliant servers. Delayed due to a lack of system administration support. One of the HP3000 servers is year 2000 compliant. The second server will be upgraded with a new release of the operating system by June 1999. Major Activity: Operating System Support 1997-98 1998-99 IMPACT MEASURES ACTUALS ADOPTED 1. Schedule planned system maintenance shutdowns one week 100%77% in advance. 1.The availabilio, of the electroni~ mail server and the Lawson Payroll and Human Resources and Integrated Fund Accounting Server were affected by hard disk failures on both servers. The total impact was 15. hours over the first 6 months of 1999. 1998-99 6 MONTH ACTUALS 100% 1 77% 1998-99 ESTIMATED ACTUALS FUNCTIONAL AREA:PERSONAL COMPUTER KEY PLANS PROGRESS Based upon requirements defined in 1997-98, select a vendor(s) to provide new electronic mail and calendaring software citywide. Acquire software to allow the City to distribute information about specific issues to interested parties via new Internet technologies, rather than requiring individuals to log-on, the City’s homepage. RFP was issued and a vendor has been selected. Implementation is planned for July 1999. A major accomplishment was the display of SCADA information on the City’s WEB site. Information is fed directly from the Storm Drain system and displayed for public view. Analysis efforts continue to identify public sectors and neighborhood groups where information can be distributed. Implement a new citywide applications suite consisting of word processing, spreadsheet, graphics, presentation, and data base software products. Upgrade the Help Desk system to provide acknowledgment of a service request via electronic mail to the individual requestor. The project is underway and will be complete in May 1999. Acquire and install an Intranet server to facilitate staff access to City forms, policies, procedures and internal information. New electronic mail system will have the capability to provide request status information to the user. In addition, the Intranet will be used as a tool to submit requests for service. An Intranet server was acquired and installed. Departmental pages are being developed in coordination with the Internet Coordinator and department staff. 16 FUNCTIONAL AREA: T~;~.EPHONE AND DATA COMMUNICATION KEY PLANS Automate the development, publication, and distribution of the City’s telephone directory. Evaluate the current telecommunications requirements for the Civic Center. Develop a plan for updating, upgrading or replacing the existing telephone switch. PROGRESS The creation of the directory and inquiry into the directory is being developed. This effort was postponed until 1999-00. A consultant will be hired to assist the City in this review. Major Activity: Telephone and Data Communications Planning IMPACT MEASURES 2. 1998-99 6 MONTH ACTUALS 1997-98 1998-99 ESTIMATED ACTUALS ADOPTED Distribute all call accounting reports to departments by the [90%100%67% 8th day of each month.I The personal computer and its attachment to ’a network printer were affected during much of the first quarter of the year due to the upgrade of the PC to Windows NT. This resulted in many of the reports being distributed after the eighth day of the month. 1998-99 ACTUALS6r,% I 17 ]~NCTIONAL AREA: ARTS AND CULTURE KEY PLANS []Implement eight partnership programs as part of Cultural Kaleidoscope’s artist-in-the-schools program. []Develop and implement a pilot plan for utilizing the building addition donated by Friends of Palo Alto Children’s Theatre. Develop and implement, with the Friends of Palo Alto Children’s Theatre, fund raising strategies to assist in outfitting the recently completed new spaces. []Include in the regular season at the Children’s c~ Theatre at least one play focused on teenagers, and develop further programming for teens. Evaluate and explore class offering in Children’s Performing Arts with attention to variety in offerings and age groupings. Explore the feasibility of a major public art project. PROGRESS []Eighteen classrooms from the Palo Alto and Ravenswood School District (approximately 450 students k-6) have begun a ten-week residency program. A plan has been developed and is in the process of being partially implemented; classes and outdoor productions have been completed; and a black box production is planned in the Spring. ~Grants and gifts have been received by the Friends to begin outfitting the new spaces. YOU’RE A GOOD MAN CHARLIE BROWN will play in the Spring with an entire teenage cast. Stage 4, the high school leadership group, is very active with projects/programs and assisting with Special Events. Children’s theatre staff is working with the Music- Dance Coordinator to determine community needs. The Public Art Commission is considering several alternatives to a major public art project. The Cogswell Park Redesign Subcommittee continues to meet and the Commission is planning to conduct a community meeting to seek input from stakeholders with respect to the proposed project. FUNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER KEY PLANS Complete planting of non-landscaped areas and painting of buildings, utilizing community volunteers. Implement plans to improve the facility through heightened maintenance and completing capital improvements to athletic fields and the Theater. PROGRESS C~ Completion planned for Spring 1999. Design work to be completed in Spring 1999 and construction to be completed in fiscal year 1999-00. 18 FUNCTIONAL AREA: GOLF SERVICES KEY PLANS PROGRESS Implement a fairway topdressing program for areas not included in the Master Improvement Plan capital project. Maintain interim (18 holes) and Master Improvement Plan-improved Golf Course to facilitate Spring 1999 opening. Continue to enhance golf marketing and public relations program during construction period through promotions and special fee packages. Prepare Golf Course for grand reopening in the Spring of 1999. Complete construction phase of Master Improvement Plan capital project. Golf staff will amend soil cap areas, plant all areas with sustainable turf grasses, and establish turf through the Summer and Fall of 1998 maintenance program. Facilitate golf shop and restaurant operations during construction of improvements and into grand opening. Support Junior Golf Programs and co-partnered fund raising efforts for local high school and East Palo Alto junior golfers. The topdressing program is behind schedule due to construction conflicts (at approximately 50 percent of projected schedule). The interim course is 100 percent operational. Special fees and promotions are being utilized to encourage golf play and use of facilities. The projected opening is delayed to Summer 1999. The construction and planting is two to three months behind schedule. Ongoing meetings and communications with tenants are taking place. This is scheduled for Spring 1999. Major Activity: Golf Course Maintenance 1998-99 ,1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 8.Plant and grow sustainable turf grasses on 100 percent of n/a 100%75%100% master improved plan areas. (New) 9.Maintain 95 percent of new construction at a level equal to n/a 95%n/a 95% or exceeding local public golf industry standards. (New) 8.This impact measure is currently below target due to construction delays for the golf course. 9.This impact measure is currently below target due to construction delays for the golf course. 1998-99 ESTIMATED ’ ACTUALS 19 FUNCTIONAL AREA: PARK SERVICES KEY PLANS PROGRESS Replace and upgrade irrigation system at Rinconada ra In progress. The anticipated completion of project is Park. March 1999.. []Install new playground equipment at Mitchell Park, [] and continue to oversee development of Master Improvement Plan. []Implement landscape improvements.at Rinconada, [] Robles, Cameron, Weisshaar, and Hoover Parks. []Install new picnic facilities at Hoov~er Park. Master Plan has been developed. PlaygrOund equipment will be installed Fall 1999. In progress. Anticipated completion in May 1999. Project underway. Anticipated completion in March 1999. FUNCTIONAL AREA: HUMAN SERVICES KEY PLANS . []Revise Human Services Resource Allocation Process (HSRAP). []Continue implementation of the Family Resource Center Plan. [] Review contract monitoring standards for Human Services Resource Allocation Plan funded agencies. []Revise Human Services Information and Referral Guide. PROGRESS ~Draft revisions to HSRAP have been submitted to the City Manager for approval. []Phase I of the FRC work plan is currently being implemented. Phase II will begin in July, 1999. [] Contract m~nitoring standards have been reviewed and changes have been implemented as required. []Revision of the guide will be completed by June 30, 1999. Major Activity: Community Partnership/Public Services IMPACT MEASURES 1997-98 1998-99 ACTUALS ADOPTED Provide two, twelve week sessions of employment training opportunities for people who are homeless or at risk of becoming homeless. (Revised) n/a The second session of the employment program will take place during the Spring 1999. 1998-99 6 MONTH ACTUALS 1998-99 ESTIMATED ACTUALS 2O Major Activity: Child Care Service~ IMPACT MEASURES 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS Ensure that 100 percent of City/PAUSD school age child care programs are meeting contract requirements. 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. 100%100% All school age program site evaluations will take place during Spring 1999. First and second quarter site visits were performed. 0% 1998-99 ESTIMATED ACTUALS lO0% 4 FUNCTIONAL’ AREA:LIBRARY SERVICES KEY PLANS PROGRESS Complete the preparation of a revised Library Automation Plan. Provide the community with improved access to library collections across public libraries in Silicon Valley through participation in a regional Internet web-based catalog project and evaluate its effectiveness by measuring loan activity between member libraries. []Oversee review of the draft Library Master Plan by [] citizens and community groups. c~Continue to improve the quality of book collections [] through identification of outdated subject areas, aggressive discarding of obsolete, worn, and unused materials, and targeted purchasing of new material to fill gaps. []Discontinue the distribution of Federal and State tax [] forms from all City libraries and continue the public relations campaign begun in 1997-98 to alert the community to the change in this program. []The Library Automation Plan was completed by the consultant in December ! 998. The plan recommends steps to improve technology-based library services over the next three years. []The regional catalog, first made available to the public in April 1998, was updated to a Java-based system in November 1998. Review of the draft Library Master Plan is postponed until the Library Advisory Commission is operational. The new commission will hold its first meeting in March 1999. Significant progress made towards updating book collections, supported in part by a $19,000 gift from the Friends of the Library for this purpose. Public information items prepared for distribution beginning in January and IRS and State Franchise Tax Board informed of discontinuance of tax form distribution through Palo Alto’s libraries. 21 Major Activity: Collections Management IMPACT MEASURES 1.Make 75 percent of new materials available to public within 45 calendar days of receipt. 1. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 53.5%75%22%[35%I Processing of new materials has been delayed because staffing resources have been directed toward issues such as renovation of the technical work area of the Main Library, increasing technical supervision, and management of employee leave and retention issues. FUNCTIONAL AREA:OPEN SPACE AND SCIENCES SERVICES KEY PLANS PROGRESS []Complete installation of the new irrigation system in Foothill.s Park and restore turf areas in the upper and lower meadow in prime recreation condition. [] Working with the Arastradero Gateway Facility Committee, finalize architectural concept of a gateway facility for the Arastradero Preserve for presentation to Council. This will be presented to the City Council for review. []Continue to host a museum exhibition as part of the [] Philippine centennial year celebration, in conjunction with Neighbors Abroad and Palo Alto’s Sister City Palo, Leyte. []Completed. []Completed. Conceptual plans were presented to Council in October 1998. Council has referred the project to the Planning Commission Accomplished. Exhibit ran from May 1998 to January 1999. The exhibit was visited by 70,000 persons. Major Activity: Junior Museum and Zoo IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS To meet professional museum standards, formally accept all donations to the Junior Museum’s permanent collection within 30 days. 30 30 n/a No donations to the Museum’s collection were received during the first half of the fiscal year. 30 22 Major Activity: (~en Space and Sciences Maintenance 1998-99 6 MONTH IMPACT MEASURES . ACTUALS 2.Perform repairs and renovations to 20 percent of the 15-mile 30% of hiking trail system in Foothill Park. 1997-98 1998-99 ACTUALS ADOPTED50%I 20% 2. 1998-99 ESTIMATED ACTUALS 35% A higher level of trail maintenace was performed due to the restoration of trails damaged by the El Nino storms in February 1998. Major Activity: Open Space-Community Partnership IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Maintain active volunteer programs in the Open Space and Sciences facilities with volunteers contributing 2,600 hours of volunteer service. 5,600 2,600 1200 2.This figure does not include hours volunteered by the Neighbors Abroad as docents. 2600 Major Activity: Wildlife and Resource Management IMPACT MEASURES 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS o In order to develop an understanding of the extent of the problem, annually survey 20 percent of the City’s 4,000 acres of open space land to identify and map the distribution of non-native, invasive weeds. 20%20%0 acres Surveying of the ex-tent of weeds is performed annually in Spring. 1998-99 ESTIMATED ACTUALS 800 acres ’ 23 FUNCTIONAL AREA: RECREATIONAL SERVICES KEY PLANS Implement programming and services for the renovated Rinconada Pool with an emphasis on the new play elements for children. Increase collaboration in programs and services with PAUSD through the Positive Alternatives for Youth Program. []Look for opportunities to secure co-sponsors for community programs and events. Produce at least four major City-sponsored events, including the May Fete, City of Palo Alto’s Black & White Ball, July 4th Summer Festival, and Snowmen and Sleigh Rides. PROGRESS []Rinconada Pool closed for renovations through December 31, 1998, and was partially re-opened on February 15, 1999. []Two additional job fairs were conducted on high school campuses and Positive Alternatives for Youth staff assumed liaison roles for high school clubs at Gunn and Palo Alto High Schools. []Strong collaborations for co-sponsorships secured with business and non-profit organizations for events including the Seniors New Year’s Eve Day Bash, Camp Ventura, After School Outlet, and Snowmen and Sleighrides. ~Three major City-sponsored events have been produced including the July 4th Summer Festival, Halloween Haunt, and Snowmen and Sleigh Rides. Major Activity: Adult Programs IMPACT MEASURES 2.Attract 40,000 participants to the Rinconada Masters and Lap Swim programs. 1997-98 1998-99 ACTUALS ADOPTED 44,884 [ 40,000 1998-99 6 MONTH ACTUALS 10,000 1998-99 ESTIMATED ACTUALS 20,000 Lower number of participants because Riconanda Pool has been closed for renovations for a portion of the fiscal year Major Activity: Programs for Persons with Special Needs IMPACT MEASURES 2. 1998~99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Have at least 70 percent of the participants at events for special populations be residents. Supplement City resources by generating 4,000 hours of volunteer assistance in programs for persons with special needs. 78% 6,319 70% 4,000 45% 2,964 5O% 6,000 Resident participants have brought numerous friends into the program, decreasing the percentage of residents participating as part of the total number of participants. There have been increased numbers of volunteers who have participated in the at-risk programs. 24 ~~ajor Activity: Recreation Facilities 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1. Increase the number of rentals by 3 percent.23%3%12%10% 2.Generate 2 percent increased program revenue through 6.5%2%8%12% improved marketing and increased user fees. Community Center corporate use and athletic field use by adult groups has increased. Community Center corporate use and athletic field use by adult groups has increased. 25 FUNCTIONAL AREA: EMERGENCY RESPONSE KEY PLANS Based on Council direction, implement Paramedic Master Plan operational measures and revise quality improvement plan. Develop and implement a fire station alerting system, and make appropriate operational changes to reduce response time. []Evaluate mutual aid potential with neighboring jurisdictions for emergency medical response. []Formalize Automatic Aid Agreements with neighboring jurisdictions for emergency response []Streamline existing fire prevention inspection program. []Implement Foothill Park Fire Management Plan. PROGRESS []In accordance with the Paramedic Master Plan, two fire engines with patient transport capability have been ordered and will be constructed and delivered by September 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. ra Design plans for the Ring Down System are now complete. Meetings are being held with dispatchers to review and revise policies to improve dispatch procedures. []The Department is conducting on site meetings with neighboring jurisdictions on medical aid responses. The Fire Chief is participating on a committee to review emergency medical response on a regional basis. Council has approved two revised Automatic Aid Agreements. Two other agreements have been written and are awaiting approval by the governing body of neighboring jurisdictions prior to being submitted to the Palo Alto City Council. No action has been taken to date. The new Fire Marshal will begin reviewing the current procedures in the last half of 1998-99. The Foothill Management Plan will be undergoing public review by the City Manager’s Blue Ribbon Task Force upon appointment and by affected neighborhoods. 26 Major Activity: Emergency Services-Readiness 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Perform fire hydrant tests and servicings on one-third 33.3%33.3%7%33.3% (33.3%) of the City’s fire hydrants annually. 2.Ensure that 25 percent of Fire Department personnel have 25%25%50%25% undergone physical fitness testing annually. 1.This impact measure is low due to higher than anticipated probationary recruit training and state mandated training, as well as a temporary reprioritization of workload to increase the’number of facility inspections. This number is high because of carryover of funds from previous fiscal year due to the YMCA ’s inabilio, to conduct physicals for several months. FUNCTIONAL AREA:ENVIRONMENTAL AND SAFETY MANAGEMENT KEY PLANS PROGRESS Implement Emergency Preparedness Plan following adoption by Council and provide training to City employees as needed. Implement and evaluate the Permit Streamlining Process. The Emergency Plan has been approved by the City Council. Staff is being selected to fill the positions approved by the plan to conduct employee training. Staff has coordinated with the Planning Department and is participating in the new Development Center to further enhance the streamlining process. Major Activity: Fire Code Research, Development and Enforcement IMPACT MEASURES ¯ 4.Inspect 100 percent of State Fire Marshal Office-regulated occupancies. (New) 4. 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS n/a I 100%28%I 1998-99 ESTIMATED ACTUALS 80% Lower actual as a result of staff vacancies and reallocation of staff resources to review increased new construction activit): 27 Major Activity: Environmental Coordination IMPACT MEASURES ¯ 1. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Provide a newsletter with information for the public about hazardous materials incidents and hazardous materials permits to the public 4 times a year. No Requests 90% n/a n/a ¯ n/a 90%Respond to 90 percent of inquiries from the public about sites affected by groundwater contamination within 2 working days. A revised Fire Department lnternet web site went live in November 1998. This web site will be updated monthly and is intended to replace the newsletter The department will make print versions of the web site information available to those who request this. 2.No requests made. Major Activity: Hazmat Code Research, Development and Enforcement IMPACT MEASURES I’ 1. Inspect 90 percent of facilities requiring hazardous materials permits designated for annual inspections. 1997-98 1998-99 ACTUALS ADOPTED 43% I 9O% 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS 32%90% Focus of the Hazmat Inspection program has been directed toward the Underground Tank sites due to the December 22, 1998, federal deadline for upgrading or closing all underground storage tanks. 28 Major Activity: Disaster Preparedness 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.To conduct City employee training on disaster management 10%20%3%10% for 20 percent of all employees annually. 2.To conduct 6 community training talks to neighborhood 4 6 0 6 associations on disaster survival techniques annually. 3.To conduct 2 disaster management exercises for City staff 1 1 0 1 members. 1.Impact measure was established with the anticipation of Council approval of the Emergency Master Plan and the associated staff for implementation. Internal review process delayed the approval for several months. Final approval was obtained in January 1999 Impact measure was established with the anticipation of Council approval of the Emergency Master Plan and the associated staff for implementation. Internal review process delayed the approval for several months. Final approval was obtained in January 1999. Impact measure was established with the anticipation of Council approval of the Emergency Master Plan and the associated staff for implementation. Internal review process delayed the approval for several months. Final approval was obtained in January 1999. FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT KEY PLANS []Develop and implement an automated employee tracking system. []Develop performance standards for critical fireground and emergency operations tasks. PROGRESS ta Staff has reviewed three Records Management Systems. Staff will make recommendations for a system purchase later this fiscal year. The system will include an automated employee tracking component. []Training Captains have begun timing components of fire evolutions to develop time standards. FUNCTIONAL AREA:RECORDS AND INFORMATION MANAGEMENT KEY PLANS PROGRESS []Purchase and implement new Records Management [] Staff has reviewed three Records Management system.Systems. Staff will make recommendations for a system purchase later this fiscal year. 29 FUNCTIONAL’AREA: EMPLOYEE COMPENSATION AND BENEFITS KEY PLANS Identify and train a key staffperson as Depa~’tmental Lawson HR System "expert" to assist in and oversee input of all data into the Lawson HR System. []Work with CalPERS to audit the MediCare eligibility tracking system to ensure employees are enrolled in the Supplemental Medical plan to reduce the City’s costs and General Accounting Standards Board liability. Successfully negotiate re-opener provisions approved as part of three-year contract with the International Association of Fire Fighters. Implement changes and compliance issues concerning, Tax Revenue Act of 1997, Family Medical Leave Act (FMLA) Consolidated Omnibus Budget Reconciliation Act (COBRA), Americans with Disabilities Act (ADA), and Heath Insurance Portability and Accountability []Begin the feasibility study to develop a streamlined, "paperless" benefit plan administration system. [] Work with consultant to assess and monitor pay practices to assure compliance with FLSA and Memorandum of Agreement guidelines. PROGRESS A Business Analyst has been hired to become the Department Lawson HR system "expert." Completed. CalPERS has implemented an eligibility tracking system coordinated with HCFA to assure that employees enroll in MediCare when eligible and an automatic notice to/~11 employees six months prior to their 65th birthday. In progress. Compensation survey project will be completed by March 1999; salary reopener negotiations will begin in May; and nepotism issue is at impasse and scheduled for arbitration in March 1999. In progress. Completed all required changes made in laws so that theCity will be in compliance. FMLA Policy & Procedures to be issued in April 1999. In progress. Working with Business Analyst to determine timetable for implementation. Will be completed during second half of fiscal year. Major Activity: Labor Contract Negotiation/Management IMPACT MEASURES 1997-98 ACTUALS Negotiate agreements according to Council authorization with all three representation units within 60 days of expiration of contracts. 56 days 1.This impact measure will occur during the last six months of the fiscal ),ear. 1998-99 ADOPTED 60 days 1998-99 6 MONTH ACTUALS n/a 1998-99 ESTIMATED ACTUALS 60 days 30 FUNCTIONAL AREA: WORKFORCE RECRUITMENT AND SELECTION KEY PLANs []Develop and streamline the recruitment process to shorten the time from requisition posting to hiring, and utilize non-traditional recruitment outreach programs. []Develop and implement customer service standards [] for employment services. PROGRESS [] Currently updating Policy and Procedures 2.i2, "Recruitment and Selection" to identify opportunities to streamline the hiring process. Procedures have been developed and implemented for massive hires for hourly employees in Community Services Department. The use of the internet has been increased as a non-traditional recruiting method. A draft of standards have been completed. This will be reviewed with a focus group for input and feedback. Develop Employment Services’ effective utilization of the Lawson HR System to utilize report generation, including turnover, new hires, terminations and promotions, to track and measure employment activity. Currently using reports generated from Lawson to measure and track employment activity. The business process analysis will be used to evaluate the measurements, policies and procedures for effectiveness. FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT]WORKLIFE KEY PLANS []Work to develop mentoring relationships for new employees. []Implement new Office Suite training for citywide conversion. Develop a plan to implement computer based training in various applications. In addition to classroom training, promote alternative training methods for employee convenience and learning style (i.e., videos, Internet, satellite/cablecast). PROGRESS []Implementing the mentoring component for new employees has been postponed to next fiscal year with the renovation of the orientation program. c~The training for all Of the Office Suite applications has been included in the employee training schedule and classes are underway. []Computer based training is available for all employees on their computers at their workstation. [] Training videos and CD’s for computer applications are available for employees to check-out. Cablecast training is done for safety training to remote work sites. Major Activity: Training Programs IMPACT MEASURES 4."Provide at lea~t 350 spaces in computer training classes. (Revised) 4. 1998-99 6 MONTH ACTUALS 1997-98 1998-99 ACTUALS ADOPTED 720 I 350 360 I Thisis duetothe additionaltraining requiredforthe Office Suiteimplementationforall Ci~,departments. 1998-99 ESTIMATED ACTUALS 500 31 FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT KEY PLANS ~Apply for all grant possibilities available to obtain funding for a shuttle from the East Bayshore Road/ Embarcadero Road corridor to a Caltrain station. PROGRESS Transfer the Alternative Commute program tracking data from a DOS-based program to a Windows- based program. Investigate the feasibility of including motorcycle riding commuters in the City’s employee commute program to lessen parking congestion in the Civic Center garage. Provide downtown merchants with commute alternatives information. The department has received a grant from the Peninsula Joint Powers Board for an employee shuttle to the CalTrain station from the East Bayshore Road. corridor. Implementation is scheduled for March/April 1999. The Commute Alternatives data has been transferred to the Lawson system. The data on motorcycles has been compiled and the draft guidelines have been completed. A newsletter and flyer has been sent out to all of the identified downtown employers informing them of the commute alternatives that are available and other basic commute information. Major Activity: Commute Alternatives Programs 1997-98 IMPACT MEASURES ACTUALS I1.Reduce Vehicle Employee Ratio (VER) by 4 percent during 4% commute hours. 1.Survey will be conducted in the months of April and May 1999. 1998-99 ADOPTED 4% 1998-99 6 MONTH ACTUALS I n/a 1998-99 ESTIMATED ACTUALS4% 32 FUNCTIONAL AREA: RISK MANAGEMENT KEY PLANS PROGRESS Develop an integrated disability management program in order to continue controlling workers’ compensation and benefit costs. ~Implement a disability and service retirement tracking system using the Lawson HR System. [] Update insurance policies and requirements to reflect changing trends in economics and industry standards, including any impact from Utilities deregulation and increase in services from Internet vendors and consultants. Implement a new orientation to the Injury and Illness Prevention Program for new hires. []A program plan will be completed by June 1999. A system to track disability and service retirements using Lawson has been completed. []Any updates to insurance policies will be completed by June 1999. Develop a plan for use oflntranet to facilitate Injury [] and Illness Prevention Program information use and awareness. A new orientation to the Injury and Illness Prevention Program for new hires will be implemented by April 1999. A plan for use of the Intranet will be completed in May 1999. []Examine feasibility of issuing special events insurance certificates on-line. []The feasibility of issuing Special Events insurance certificates on line has been examined. No change can be implemented at this time. Major Activity: Injury/Illness Prevention IMPACT MEASURES Assist departments.in limiting the number of employee injuries where work time is l’ost to 40 injuries per year. 1. 1997-98 1998-99 ACTUALS ADOPTED 26 4O 1998-99 6 MONTH ACTUALS 1998-99 ESTIMATED , ACTUALS40 Lost time employee injuries are below the 6 month target because of continued Injury and Illness Prevention Program awareness and hazard control as well as an increase in safer3, training. Major Activity: Loss Control 1997-98 1998-99 IMPACT MEASURES ACTUALS ADOPTED 1.Resolve loss control and insurance issues within an average 81.8%75% of 24 hours for all requests. 1. 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS In this impact meas,~re, the 1998-99 Adopted Budget was shown incorrectly in the budget document. The target should have been 100 percent rather than 75 percent. This bnpact measure will be revised in 1999-01 Proposed Budget. 33 FUNCTIONAL AREA: SUPPORT PLANNING/PUBLIC EDUCATION KEY PLANS Implement comprehensive public education/ training sessions on the new Historic Resources Ordinance. []Provide on-line Internet access foi- those handout [] materials most frequently requested, and revise and update handouts as appropriate. PROGRESS c3 Postponed due to the delayed adoption of the new Historic Ordinance. Permit applications and generic instructions are available on the department’s web site. Major Activity: Board, Committee and Commission Support IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Implement 50 percent of the recommendations for operational improvements identified at the Board and Commission annual retreats within one year. 50%lOO%lOO% Retreats held for Planning Commission, Architectural Review Board, Historic Resource Board, as well as 3joint City Council meetings. Three new members received orientation within 30 dayy of appointment. FUNCTIONAL AREA: LIAISON, COORDINATION AND TECHNICAL ADVICE KEY PLANS Participate in the development and review process for the new, single, national building code, the International Building Code (IBC). Continue coordination with the Public Works Department to implement Phase I of the Downtown Urban Design Improvements capital project. PROGRESS []Staff has participated in all hearings on the draft IBC. Major Activity: Sub-Regional Activities Staff has reviewed 90 percent of construction -drawings. Construction is expected to commence Spring, 1999. IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Attend 75 percent of regularly.scheduled interagency meetings that offer significant opportunities for coordination, such as Stanford University, Santa Clara County Association of Planning Officials and Congestion Management Program of the Santa Clara Valley Transportation Authority. 79%75%33%90% Staff deferred attendance due to vacancies and workload issues in the first 6 months of the fiscal ),ear. Attendance should improve, however, as personnel have recently been assigned as representatives to each ageno,. The department’s goal is to reach 90 percent attendance by year-end. 34 FUNCTIONAL AREA: CONSTRUCTION REVIEW]PROJECT MONITORING KEY PLANS []Provide staff training for the new permit tracking system and permit streamlining. Implement permit streamlining and the new permit tracking system. PROGRESS Interim building permit tracking system is being developed. Staff will receive training once the system is tested. Selected Permit Tracking vendor did not accept the City’s contract. A Request for Proposal for a new vendor has been issued. Major Activity: Plan Review IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 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. 69% 41% 95% 75% 66% 41% 75% 60% Targets not met in this area due to staff vacancy (Plan Check Engineer) and unusually high construction activit): Position is now filled, leading to a more optimistic forecast of year-end performance. Targets not met in this area due to staff vacancy (Plan Check Engineer) and unusually high construction activity. Position is now filled, leading to a more optimistic forecast of year-end performance. FUNCTIONAL AREA: ADVANCE PLANNING KEY PLANS []Support completion and adoption of PAMF/SOFA Coordinated Area Plan. ~Continue to work with the Palo Alto Housing Corporation to find a way to preserve the 360 Sheridan Avenue apartments as an affordable housing project. []Begin the Zoning Ordinance update, ensuring it is consistent with City Council Comprehensive Plan implementation priorities. PROGRESS Coordinated Area Plan is underway, with completion and presentation of final Plan scheduled for May, 1999. []Palo Alto Housing Corporation, with City assistance, purchased the Sheridan Apartments in December, 1998. []Based upon the approved Planning Division Work Program work on this task is scheduled to begin in October, 1999. 35 Major Activity: Federal/State Grant Management IMPACT MEASURES Percent of the physical improvement projects finalized (such as rehabilitation, or housing projects) in the year allocated. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 43%60%17%83% In 1998-99 one new physical improvement project (the Sheridan) was funded, creating an opportunity to catch up on the backlog. It is anticipated that by year end only one project will not be finalized. Major Activity: Affordable Housing Development 1997-98 1998-99 IMPACT MEASURES ~ ACTUALS ADOPTED 1.Negotiate a desirable Below Market Rate componet into I 100%100% proposed housing projects by the first public hearing.I 1.No projects requiring new BMR agreement have been submitted since July 1998. 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS n/a I n/a FUNCTIONAL AREA:TRANSPORTATION AND PARKING MANAGEMENT KEY PLANS C~Complete planning and design study for a community-based local shuttle bus system. PROGRESS This study commenced in October 1998. A consultant has been retained to conduct the study. A project advisory committee representing neighborhood groups, schools interests, business groups, the senior community and other interests was formed to participate in the study process. A public workshop was held in December. The consultant has prepared one working paper on needs assessment, demand and system priorities. Next steps include preparation of working papers on funding options and system alternatives, scheduling of a second public meeting obtain public input on the proposed system alternatives, and the publication of a draft plan in late spring 1999. 36 KEY PLANS PROGRESS Complete feasibility study for the residential arterial traffic calming program for Embarcadero Road Complete the traffic signal system evaluation study. Coordinate with Public Works Department to complete the final design and formation of an assessment district for the new downtown parking structures. The study is underway and proceeding on schedule. A consultant has been retained to do the study. A project advisory group representing various segments of the community was formed to help - provide input through the study process. Data collection, problem identification and development of design criteria is complete. Over the next few months conceptual plans will be developed for presentation at the public workshops resulting in a draft schematic plan for consideration by various boards and City Council. Approximately half of the study has been completed including: evaluation of existing system, formulation of short-term and long-term goals, a definition of system requirements, identification of potential systems, and preparation of cost estimates. Public Works is the lead department for this project. A consultant was retained to work on the design of parking structures. Design is partially complete. Over the next six months staff will go through the Zone change process, approval of environmental documents and Sub-Division map, and retain Assessment District Engineer to start working towards formation of an assessment district. Major Activity: Traffic Signals Management IMPACT MEASURES , 2.Modify/install traffic signals within 1 year of funding approval. 1997-98 1998-99 ACTUALS ADOPTED n/a [ 1 year 2. 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS n/a t 1 year I Only one signal modification is budgeted for 1998/99. This project, installation of left turn signals at Middlefield and East Meadow, will be implemented in the second half of the year. Major Activity: Bicycle Programs 1997-98 1998-99 IMPACT MEASURES ACTUALS ADOPTED 1.45%75%Percent occupancy rate for City bike locker rentals. (60 lockers) 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS Twenty-eight new bike lockers were installed at the beginning of the year at the California Avenue CalTrain station. Rentals of these lockers have been steadily increasing and should be at capacity by the end of the year. Rental of bike lockers in the downtown area continues to be very slow. 37 FUNCTIONAL AREA:NEIGHBORHOOD SERVICES AND PROGRAMS KEY PLANS PROGRESS Initiate Downtown North Neighborhood Traffic Study. Incorporate the code enforcement complaint and case logs into the new permit tracking system. Complete Council adoption of Neighborhood (local and collector street) Traffic Calming Program (continued from 1997-98). The study is proceeding on schedule. The scope of work has been prepared and a Project Advisory Committee formed to assist with consultant selection process and to work with consultant during the study. It is anticipated that a consultant will be selected and work started by March 1999. Selected Permit Tracking vendor did not accept the City’s contract. A Request for Proposal for a new vendor has been issued. Interim system under development does not include this feature. A draft program has been prepared and is undergoing internal review and will be ready for Council review in summer 1999. Major Activity: School Safety Activities 1998-99 1997-98 1998-99 ESTIMATED IMPACT MEASURES ACTUALS AI~OIWED ACTUALS 2.Percentage of minor school traffic safety study evaluation 100%90%50% requests completed within 30 days of receipt of request. 2.One request was received in November, but due to inclement weather and the school winter vacation break, the staff response was not completed until mid January. 1998-99 6 MONTH ACTUALS Major Activity: Traffic and Planning Studies IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Complete 90 percent of Council approved and funded phases of neighborhood traffic studies. (New in 97-98) 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. 90% Annual n/a 9O% Annual The Downtown North neighborhood Traffic Study was begun in December 1998, and will be completed in early 1999-00. Staff has completed three out of four road bump requests; the fourth is still in progress. The annual road bump status report will be prepared in the second half of the year. 38 FUNCTIONAL AREA: INFORMATION MANAGEMENT KEY PLANS ra Acquire and implement a new permit process tracking system. PROGRESS c~A Request for Proposal for a new vendor has been issued and responses are due February 23, 1999. Major Activity: Automated Systems ¯ IMPACT MEASURES 10 new graphic or desktop publishing products1.annuallyDevel°p which improve communication with the public and decision-makers. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 10 10 Seven maps have been requested this ),ear. The department is also developing interim tracking systems for development review and building permits, to be used until a comprehensive permit tracking system can be installed. Vendor selection is in progress, with an installation date to be determined. FUNCTIONAL AREA: DEVELOPMENT REVIEW MULTIFAMILY]NON-RESIDENTIAL KEY PLANS C3 Increase the efficiency of the development review process by implementing permit streamlining, including permit tracking, and code modifications. PROGRESS Selected Permit Tracking vendor did not accept the City’s contract. A Request for Proposal for a new vendor is being circulated. Planning staff will be implementing an interim tracking system for development review projects. Continue implementation of the conditions of ~ This project is ongoing. approval and mitigation monitoring plan for the Sand Hill Road Corridor projects approved by Council. FUNCTIONAL AREA: DEVELOPMENT REVIEW SINGLE FAMILY AND HISTORIC Major Activity: Historic Preservation/Inventory IMPACT MEASURES 1.Planing staff will attend 75 percent of neighborhood n/a meetings when requested by the neighborhood association. 1997-98 1998-99 A CTUALS ADOPTED n/a I 75% 1. 1998-99 6 MONTH ACTUALS 1998-99 ESTIMATED ACTUALS I 100% No meetings were requested in the firs half of FY 1998-99. Since January staff has received 4 requests and have attended all meetings. 39 [~tlNCTIONAL AREA: REQUESTS FOR SERVICE KEY PLANS PROGRESS In an effort to enhance creativity and accountability [] in problem solving efforts, evaluate the feasibility of reallocating personnel through area command, permanent beat officer assignments, and other strategies. Assess the feasibility of having officers use defibrillators during medical emergencies in the field. Area command and permanent beat officer assignments not feasible due to the size of the department and number of available patrol personnel. Will continue using the existing model combined with creative personnel deployment techniques. Although feasible, it is costly to outfit all patrol vehicles and the benefit is lessened due to the quick response by Fire personnel during medical emergencies. Staff will pursue funding through grants and/or public/private partnerships. Major Activity: Critical Incident Resolution IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS After the initial police response, respond with specially n/a 1.5 .8 1.5 trained units to the scene of a critical incident within 1.5 hours after request. (Estimate three incidents a year) Midyear actuals based on 2 incidents for the first six months. Personnel assigned to the specialty units were either on duty or lived within 30 minutes from Palo Alto. FUNCTIONAL AREA: COMMUNICATIONS SERVICES KEY PLANS Complete implementation of the CAD System. PROGRESS []Conduct an evaluation of the current Palo Alto Police radio communications system and prepare a plan to bring the system into compliance/ compatibility with Federal Communications Commission rules and regulations. ~ Participate with other agencies on the County-wide evaluation of public safety communications systems. ~ Completed design of system network. Hardware installation, network cabling, and testing to occur in third quarter 1998-99. Drafted Request for Proposal for a consultant to evaluate the City’s radio infrastructure. Anticipate completion of the evaluation in the first quarter of 1999-OO. Pregented proposal to Santa Clara County’s City Manager’s Association. Pending County-wide commitment to project, will evaluate requirements for an integrated system. 40 Major Activity: Police Dispatching Services IMPACT MEASURES Maintain a ratio of sustained complaints to calls for service of less than 1 to 10,000. (Estimate 30,000 calls for service per year) No complaints based on 13, 743 police calls for service. 1998-99 1998-99 1997-98 6 MONTH ESTIMATED ACTUALS ACTUALS ACTUALS 1998-99 ADOPTED Major Activity: Fire Dispatching Services IMPACT MEASURES 2.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) 2.No complaints based on 3,376fire calls for service. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION KEY PLANS PROGRESS Implement improved system for training about, tracking, and research of hate crimes. Evaluate staffing requirements and prepare a plan, including interagency and private sector cooperation, to address high tech and white collar crime. Purchase necessary equipment and begin transition [] to digital photography technology for evidence collection. Explore the feasibility of’implementing a bar coding [] system for property and evidence. Participation in the Bay Area Hate Crimes Investigator’s Association, increased networking with other agencies, and use of the Internet for tracking hate crime groups has resulted in a greater awareness of suspects, trends, training methods, and other resources. Plan to increase focus on high tech crime includes participation in the High Tech Crimes Investigators Association, increased networking and training, and the reallocation of an existing patrol officer dedicated to the investigation of high tech and white collar crimes. Secured funding for system through Citizens Option for Public Safety Program (COPS) and a donation from Hewlett Packard. Anticipate implementation of the system in the fourth quarter of 1998-99.~ Feasibility study completed. Secured funding for system through Citizens Option for Public Safety Program (COPS). Anticipate implementation of the first phase of the system in the first quarter of 1999- 00. 41 Major Activity: Investigations IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ’ ACTUALS Clear/close 65 percent of cases assigned by the supervisor to the investigfitor. (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) 125%65% 1%5% 104% 1% 75% 3% The higher than normal clearance rate can be attributed to the arrest of a few individuals who admitted to committing a number of crimes including the theft of many computers. Approximately 4,000 criminal cases were reported for the first six months. Lower than anticipated return rate can be attributed to an organizational emphasis on enhanced supervisor), review. FUNCTIONAL AREA: TRAFFIC SERVICES KEY PLANS PROGRESS Reduce the number of uninsured and unlicensed drivers through the implementation of quarterly "stings" to find drivers with suspended licenses. Reduce injuries associated with driving without the [] use of seat belts and child safety seats by conducting a seat belt check point. []Conduct an evaluation of the use of red light [] indicators at selected intersections for POssible program expansion. []Conduct a feasibility study on automating traffic[] citation issuance through the use of hand held computer devices and other similar tools. Conducted one sting, which resulted in the arrest of five drivers. Second sting canceled due to staffing considerations. Conducted one check point resulting in the distribution of educational materials to 330 drivers. Red light indicator approved for installation at Page Mill Road and El Camino Real. Assessing four to five additional locations to be installed in the fourth quarter 1998-99. Feasibility study complete. Will pursue alternative funding sources, including grant opportunities, tO finance the program. Major Activity: Traffic Enforcement IMPACT MEASURES 3. Maintain alcohol-related accidents 50 percent below I national averages.I 1998~99 1997-98 1998-99 ESTIMATED ACTUALS ADOPTED ACTUALS 45%50% 1998-99 MONTH ACTUALS 69%50% Only 16 alcohol related accidents reported for the first six months. Alcohol related accidents in Palo Alto has decreased 30 percent for the same six month peri6d one 3,ear ago. 42 Ma.i~:~° Activity: School Safety IMPACT MEASURES 1.’Achieve a zero tolerance rate at twelve crossing guard controlled locations. 1. 1997-98 ACTUALS 1998-99 ADOPTED 1998-99 6 MONTH ACTUALS 1998-99 ESTIMATED ACTUALS Accident between vehicle and a bicyclist at Meadow and Alma. Bio, clist deemed at fault for failure to obey school crossing guard. FUNCTIONAL AREA:PROACTIVE POLICING SERVICES KEY PLANS PROGRESS Evaluate the feasibility of enhancing community [] policing programs, including vacation watch and senior safety, through increased volunteer participation. []Evaluate the feasibility of implementing a "student [] citizen academy". []Increase participation in the bicycle licensing [] program through point of sale registration and community licensing events. Evaluated similar programs from other agencies. Identified volunteers to assist in vacation home security checks, home security inspections, and safety programs for seniors. Anticipate implementation in 1999-00. Evaluation in progress. Staffing requirements for this program will be evaluated and prioritized with existing community policing programs scheduled for implementation in 1999-00. Licensed over 570 bicycles at the two middle s~hools, the Child Safety Fair, and local bike shops. Drafted a request for legislation requiring point of sale registration of bicycles statewide. Major Activity: Crime Suppression IMPACT MEASURES 1.Ensure Palo Alto’s violen~"crime rate remains within .the lowest 7 percent of all California cities between 50,000 and 100,000 population. (Based on approximately 80 cities) 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 6.5%7%2.6%7% Palo Alto currently ranks 2nd out of the 77 California cities. Violent crime in Palo Alto has decreased 36%for the same six month period one ),ear ago. 43 Major Activity: Youth Services IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Reach 700 students through the Gang Resistance Education and Training (GREAT) Program. Ensure identified Police Officers visit each adopted school once a month. (Revised from once a week - based on 13 schools) 948 .3 70O .5 GREAT program curriculum is not suited for the problems encountered in Palo Alto Schools and has been discontinued. Staff is currently investigating the feasibility of implementing a "student citizen academy" as a replacement. The limited number of reported visits to schools are due in part to an error in the reporting of actual visifs and the increased number of requests for community presentations and other events. Officers participated in over 20 community presentations including the Child Safety Fair at Ventura School and pesentations to Girl Scout troups, the Mitchell Park Camp Cosmos, pre-schools, and a local pre-teen group. Major Activity: Community Policing and Education 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.9hrs 24hrs 8hrs 12hrsNotify affected businesses and residences of identified violent crime trends within 24 hours after identification of trend. Notify affected businesses "and residences of identified non- violent crime trends within three days after identification of i trend. Actuals were based on five violent crime trends. Utilized "area captain fax tree" program three times to notif-y businesses and residents of violent crimes including a sexual assault and a robber3, of a commercial establishment. Actuals were based on two non-violent crime trends. Utilized "area captain fax trde" program to notify residents of auto burglaries in the Midtown area and a string of cat burglaries in Crescent Park. 44 ~’:’UNCTIONAL AREA: POLICE PERSONNEL SERVICES KEY PLANS c~Investigate feasibility of implementing a physical fitness program for officers. Redirect focus of officer recruitment efforts from traditional sources to target college campuses, job fairs, and other non-traditional areas. Research and pursue alternative funding sources, including grants and public-private partnerships. PROGRESS Key plan delayed due to recruitment, new officer testing and promotional process changes. Feasibility study to include, a survey of employee interest, potential liability issues and employee incentives. ~In an effort to improve the hiring and retention of quality candidates, hosted a regional recruitment seminar for bay area law enforcement agencies, revised hiring andtesting process, revised marketing materials, and developed a recruitment incentive program. []Acquired two grants from the Office of Traffic Safety Program (OTS) for vehicle speed reduction and pedestrian safety. Identified over $175,000 in funds from COPS, Asset Seizure, and animal services donations, to support various programs and new equipment needs. Major Activity: Personnel Records Management IMPACT MEASURES 1.Investigate and notify 80 percent of complainants of outcome within 30 days. (Estimate 35 complaints per year) 1997-98 1998-99 ACTUALS ADOPTED 29%8O% 1998-99 1998-99 6 MONTH ESTIMATED ACTUALS ACTUALS Figures based on eleven complaints due during the first six months. Less than anticipated success is due in part to unavailabiliO, of complainants and witnesses and time required to obtain and evaluate an), evidence. In almost all cases, complainants were notified on the progress of the investigation. Major Activity: Hiring and Retention 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Maintain a vacancy rate of no more than 4 percent for sworn 6.2%4%8%6% personnel. 3.Maintain a vacancy rate of no more than 4 percent for non-5.1%4%1%4% sworn personnel. 1.Higher than estimated vacancy rate can be attributed t~ a diminishing q.ualified app~icant p~L ~n an e~rt t~ impr~ve hiring and retaining qualiO, candidates, the Department hosted a regional recruitment seminar for bay area law enforcement agencies, revised hiring and testing process, revised marketing materials, and developed a recruitment incentive program. o ,Lower than estimated vacancy rate can be attributed to the current full staffing and 98. 7percent retention rate of existing civilian employees for the first six months. 45 Major Activity: Mandatory Training IMPACT MEASURES 1.Maintain 95 percent of personnel compliance with State- mandated training hours. Provide training on 100 percent on new legislation and regulations to all officers within three months of the effective date. 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 100% 100% 95% 100% n/a n/a n/a n/a Anticipate completing training in third and fourth quarters. Legal update training has been provided to all sworn personnel. Anticipate completing defensive tactics training in third and fourth quarters. Major Activity: Non-Mandatory Training IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS 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. 71% 99% 100% 95% 0% 5O% 100% 99% Anticipate completing training in third and fourth quartors. Legal update training has been provided to all sworn personnel. Anticipate completing defensive tactics in third and fourth quarters. Major Activity: Volunteer Program IMPACT MEASURES 2. IIncrease the number of active police volunteers by 5 percent. (Estimate 50 active police volunteers) 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS 9%5% ’1% 1998-99 ESTIMATED ACTUALS Lower than anticipated increase is due to the hi.gher than normal turnover rate. Five new volunteers, or approximately 10% of total complement of active volunteers have been added to the program in the first six months. The Department is approaching full staffing of volunteers which may result in the revision of this impact measure. 46 ]t~JNCTIONAL AREA: ANIMAL SERVICES KEY PLANS In an effort to reunite more lost pets with their owners, implement a pilot program where all adopted dogs, cats and rabbits are micro chipped before going to their new homes. Introduce a discount incentive program to c3 encourage pet owners to have their pets altered at an early age. PROGRESS Implanted microchips in 314 animals. Approximately six stray animals have been returned to their owners due to this new program. Program appears to be successful. Statistics on the age of the animal not easily accessible from past years or first six months of this year. Staff will report ort the number of pet owners that take advantage of the program in the year end report and develop an impact measure for 1999-2001. Major Activity: Animal Care 1998-99 1997-98 6 MONTH IMPACT MEASURES ACTUALS ACTUALS 1.Exercise/socialize adoptable dogs and cats 300 hours per 369 362 month. 1. 1998-99 ADOPTED 300 1998-99 ESTIMATED ACTU*LS 325 This impact measure is directly impacted by the number of volunteers and the hours the), donate. The Animal Services Center has been fortunate to employ a full complement of dedicated volunteers over the last six months. FUNCTIONAL AREA: PARKING SERVICES KEY PLANS To increase voluntary complianc’e for payment of parking citations, develop and implement an automated program to notify habitual offenders that their vehicles are subject to towing for excessive unpaid parking citations. Pending Council direction, continue development of a residential permit parking program. PROGRESS ~Due to cost considerations, this program will not be implemented. Habitual offenders are notified on all delinquent notices. Distributed surveys to residents regarding preference for hours and days of enforcement, permits and comments. 47 Major Activity: Parking Enforcement 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 2.Ensure a 50 percenl~ compliance rate for newly identified 58%50%81%75% habitual offenders within 90 days. 3.Resolve overnight parking issues within 5 working days of 4.7 5 2.1 5 receipt of the complaint. 2.Higher than anticipated rate is due in part an increased involvement by Parking Enforcement Officers and Police Officers in identifying and locating habitual offenders. o 1998-99 ESTIMATED ACTUALS Midyear Actuals based on eleven complaints. Decrease in resolution time is a result of assigning all overnight parking issues to a specific officer. FUNCTIONAL AREA: SPECIAL EVENTS KEY PLANS ~Begin planning process for the 1999 Women’s World Cup soccer activities to be held at Stanford Stadium. Major Activity: City Sponsored Events PROGRESS Tentative schedule announced. Currently scheduled for one game on July 4, 1999. Majority of the planning will occur in the fourth quarter 1998-99. IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Maintain an attendee/calls-for-service ratio of less than 0.5 percent at City-sponsored events. (Estimate 20 events and 120,000 attendees per year) .01%.5%0%.10% Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning efforts of the participating departments. To date approximately 47,000 attendees have participated in seven Cio’ sponsored events requiring police planning and assistance. Major Activity: Non-City Sponsored Events IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Maintain an attendee/calls-for-service ratio of .5 percent at special events. (Estimate 25 events and 16,000 attendees per year) .01%.5%O%.10% Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning efforts of the participating departments. To date approximately 126,000 attendees have participated in seven non-ciO, sponsored events requiring police planning and assistance. 48 Major Activity: Stanford Sponsored IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Maintain an attendee/calls-for-service ratio of .5 percent at Stanford University special events. (Estimate 8 events and 300,000 attendees) 0%.5%0%.I0% Attendee/calls for service ratio is less than anticipated due in part to the coordinated planning efforts of the participating departments. To date approximately 160,000 attendees have participated in six Stanford sponsored events requiring Palo Alto Police Department planning and coordination. FUNCTIONAL AREA: POLICE INFORMATION MANAGEMENT KEY PLANS ~Purchase and implement a new police records management system. Participate in the planning of a County-wide police records information exchange system. Major Activity: Information Processing PROGRESS Incorporated (PSSI) as vendor. Drafted contract. Implementation expected to occur in fourth quarter 1998-99. Although no further planning meetings were conducted by San Jose PD, the host agency, interest in a system remains high with Palo Alto, Mountain View and Sunnyvale. Due to Other priorities, this key plan is not scheduled for further work this year. IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Enter 80 percent o~ reports into the police records manhgement system within three working days. (New in 97- 98 - 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. (New in 97-98 - estimate 10,000 police reports per year) 100% 97% 80% 80% 100% 1oo% 90% 90% Higher than anticipated rate is due the department’s commitment to provide officers and support staff with immediate access to police reports attd information. Higher than anticipated rate is due the department’s commitment to provide officers and support staff with immediate access to police reports and information. 49 FUNCTIONAL AREA: STREETS KEY PLANS PROGRESS Award a contract to repair concrete pavement for the c~ University Avenue circle at the Train Station. Complete the construction for the improvements to ~ the Page Mill Road & Foothill Expressway intersection. Begin program of thermoplastic marking c~ replacement of painted traffic legends. Replace remaining City-owned bicycle lockers at r~ various locations throughout the City. The preliminary design for the University Avenue Circle at the Train Station has been started. The construction for Page Mill Road and Foothill Expressway Intersection Improvements is scheduled to begin in March, 1999. Thermoplastic equipment has been ordered and the program will be implemented after the winter rains. Lockers have been ordered and anticipate replacement at locations requiring new lockers in spring 1999. Major Activity: In-House Maintenance 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Repair 85 percent of potholes within ten working days.78%85%60%80% (Average 1,500 potholes per year - revised from five working days.) 4.Coordinate and conduct graffiti removal projects and events n/a 120 0 60 for approximately 120 volunteers. (New) 5.Coordinate and conduct 12 volunteer paint-out events for n/a 12 0 6 the graffiti program. (New) 1.All requests for pothole repairs were addressed although the completion time was extended because of focused efforts on the increased number of temporary sidewalk repair requests to address safety concerns for residents. 4.Program Assistant position was vacant for four months in 1998. Three events have been scheduled in the next several months. o Program Assistant position was vacant for four months in 1998. Three events have been scheduled in the next several months. Major Activity: In-House Traffic Control 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 1.Replace 100 percent of missing street name signs within 95%100%75% five working days of report. 1.New pipe installation requires 3 day notice for underground Service Alert (USA), which delays sign replacement. 1998-99 ESTIMATED ACTUALS 90% 50 FUNCTIONAL AREA: SIDEWALKS KEY PLANS Continue to maintain the existing backlog of "hot spot" sidewalk replacement at no more than six months. PROGRESS Currently experiencing a seven-month backlog due to rain delays. Anticipate reducing the backlog to six months once the weather improves. Major Activity: Sidewalks CIP Support 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Complete permanent replacement of 40,000 square feet of 46,000 40,000 48,000 48,000 sidewalks annually. (Revised from 76,000) 1. The 40,000 square feet was an estimate. The entire district, 48,000 square feet, is being replaced this year. FUNCTIONAL AREA: TREES KEY PLANS Cl Work with Canopy to increase the level of tree planting in the City. PROGRESS The department developed draft procedures for the process of stump removal and the replanting of more appropriate tree species for Canopy. Major Activity: In-House Street Tree Maintenance IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS ]o Annually trim, prune, raise, and remove deadwood from nine percent of City street trees. (Approximately 35,000 trees - revised from ten percent) 3.5%9%2% A 25percent temporary reduction in staff affected the ability to meet the projected target. 6% 3.Percentage of treatable infestations contained within 90 100%100%n/a n/a days of discovery. 1.Revised to 6% due to staffing vacancies. 3. 51 Major Activity: Contract~Street Tree Maintenance 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 1.Remove two percent of the urban forest trees on an annual n/a 2%.05%1% basis. (New) 3.Annually trim, prune, raise and remove deadwood from 11 4.4%11%4%9% percent of City trees. (Revised from nine percent) 1.All locations requiring removal have been inspected and only 1 percent of the urban forest requires removal this year. 3.Several contracts are scheduled for Spring 1999. 1998-99 ESTIMATED ACTUALS 52 FUNCTIONAL AREA: STRUCTURES AND GROUNDS KEY PLANS PROGRESS ComPlete Module 4 of the Infrastructure Management Study. Complete the project development phase for the Public Safety Building. Complete construction of the Golf Course Master Plan project. Complete 60 percent of the design phase for the Downtown Parking Structures. Complete the construction of the Council Chambers [] refurbishing project. Replace roofs on Golf Course Clubhouse, Rinconada Pool Building, and Foothill Park Restroom buildings.. []Staff is preparing the scope of work for the Consultant Agreement for Module 4 of the Infrastructure Management Program. []Staff held several neighborhood meetings to obtain input for site selection and is reviewing the final draft of the Consultant study for the Public Safety Building project.. []The Golf Course Master Plan Improvements will be completed February or March 1999 with the course scheduled to open to the public in the late spring or early summer of 1999, weather permitting. []The Draft Environmental Impact Report, subdivision maps and application for zoning change have been completed for Downtown Parking Structures Lot R (High/Alma), and Lot S/L (Bryant/ Lytton). These documents and the latest design plans were presented to the Planning Commission in January 1999, and will be presented to the Architectural Review Board in March 1999, and to the Council in April 19999. The construction of the Council Chambers Refurbishing project is scheduled to be completed March, 1999. Complete the Fire Station Generator Replacement [] project. Complete Phase I and II of the Facility Re-key project. Golf Course roof completed with Public/Private partnership project to expand the clubhouse. Rinconada Pool Roof has been bid, construction to be completed Third Quarter 1998-99. Foothill Park restroom buildings are in design phase with construction to be completed Fourth.Quarter 1998-. 99. The project is not complete. Design phase will begin in the third Quarter of 1998-99 with construction to be completed in 1999-00. The department has rescheduled the project to 1999- 00 due to higher priority projects, delays and lack of available staffing. 53 Major Activity: Structures and Grounds In-House IMPACT MEASURES 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS Perform 95 percent of manufacturers recommended maintenance for all operating equipment through an established Preventive Maintenance program. Target not achieved due to staff vacancies the first half of 98-99. 67%95%70% 1998-99 ESTIMATED ACT.UALS 70% Major Activity: Structures/Grounds CIP Support 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 1.Bid 70 percent of projects in the year they are budgeted for [84%70%40% construction.I 1. 1998-99 ESTIMATED ACTUALS 40% Due to the urgency associated with the Municipal Service Center Temporary Seismic project, the scheduled Wilkie Way Bicycle Bridge Renovation and Structural Improvements project budgeted for FY 1998-99 was delayed. It is anticipated that this project will go out to bid in August/September 1999. FUNCTIONAL AREA:PRIVATE DEVELOPMENT KEY PLANS PROGRESS []Provide timely review of South of Forest Area [] Study and coordinate activities with the Planning Department. [] Provide timely review of Sand Hill Corridor [] development and coordinate activities with the Planning Department. []Participate with the Planning Department in updating standardized traffic control plans for development projects in accordance with the Permit Streamlining recommendations. Staff has completed review of the Environmental Impact Report and related documents for the South of Forest Area Study. Staff has attended many infrastructure planning meetings for the Sand Hill Road Corridor pr6jects with the Stanford Management Group. Permits for the Shopping Center Parking Garage have been approved by the Public Works Department. The department comple,ted the final drafts of the standard traffic control plans for development projects. 54 FUNCTIONAL AREA: GENERAL SERVICES KEY PLANS Start replacement of deteriorated street lighting in the downtown area. Traffic signal upgrades will be completed at Middlefield and E. Meadow, and San Antonio and Nita. PROGRESS C~ Poles have been specified and ordered. Design process is starting on traffic signal upgrades at Middlefield and E. Meadow and San Antonio and Nita. Major Activity: Street Lights Operations/Maintenance IMPACT MEASURES 1.No more than 6 street lights (of 6000) will remain non- operational in a 24-hour period. 1.Above expectations due to preventative replacement program. 1997-98 ACTUALS 1998-99 ADOPTED 6 1998-99 MONTH ACTUALS° 1998-99 ESTIMATED ACTUALS Major Activity: Traffic Signals Operations/Maintenance 1997-98 IMPACT MEASURES ACTUALS 1.Respond to all traffic signal system problems within 1 hour.31 minutos 1.Standby program has reduced the response time. 1998-99 1998-99 6 MONTH ADOPTED ACTUALS 1 HR [ 24 minutesI 1998-99 ESTIMATED ACTUALS Major Activity: Communications Operations/Maintenance 1998-99 1997-98 6 MONTH IMPACT MEASURES ACTUALS ACTUALS 0 0I1.Restore service to all system users within 4 hours of an unscheduled system failure. 1. No outages reported. 1998-99 ADOPTED 4 HRS 1998-99 ESTIMATED ACTUALS 4 HRS Major Activity: Communications - CIP IMPACT MEASURES II.Limit communication system outages to less than a system- wide average of 1 hour per customer per year. 1.No outages reported. 1998-99 1997-98 1998-99 6 MONTH ACTUALS ADOPTED ACTUALS o I 1 HR 0I 1998-99 ESTIMATED ACTUALS 1 HR 55 FUNCTIONAL AREA: RESOURCE MANAGEMENT KEY PLANS PROGRESS Develop comprehensive demand-side management, renewable energy, research and development demonstration, and 10w-income programs which meet the public benefit requirements of AB 1890. Develop a process to address volatility of electricity prices and impact on revenues, due to potential loss of market share. Develop an operational plan tO maximize the value of the City’s existing supply resources. Develop methodology to benchmark, against potential competitors, Palo Alto’s cost of providing supply resources and demand-side management programs services. Develop and lead implementation of an action plan to reduce the effects of outages on customers. Coordinate and lead implementation of a comprehensive Utility Logo Use Specifications Plan for consistent use of the City of Palo Alto Utilities logo in all department documents. The initial plari approved by UAC/Council on May 19, 1998 was refined, updated and submitted to council on Feb. 8, 1999. Council approved new plan 8-0. Implemented interim procedures, instituted a Senior Management Risk Oversight Committee, drafted risk management and commodity pricing procedures. In conjunction with the risk management’process staff has developed an operational plan that is being implemented. Staff continues to enhance the plan via in-house and contract opportunities. Started preliminary screening of potential methods. Will finish by end of 1998-99. A team has been assembled to develop and implement an on-line system using pager notification of staff and customers. In development. Expected completion by end of fiscal year. Major Activity: Competitive Assessment 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 1. Forecast customer electric usage within 5 percent of actual 1.7%5%.5%5% consumption. 2.Complete 20 percent of a detailed customer database of Palo 20%20%10%20% Alto’s major customers each year, to be completed by 2001. 1. ,Still within target. Actuals this year were closer to 15 year average, hence forecast was closer. 2.The surveys were on-going. The 20% target will be reached by the end of 1998-99. ’ 1998199 ESTIMATED ACTUALS 56 Major Activity: Supply Resources IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Procure new electric supplies for a delivered cost of less than 110 percent of the market price. 100% n/a <110% Manage the market supply portfolio so that exposure to market price risk is reduced to $2.5 million for 12 months., (new) Due to purchasing a low price contract and the market prices being high. $2.5 51% n/a 90% n/a Staff had identified that this impact measure is not appropriate and the Risk Oversight Committee consisting of senior management will recommend an alternate impact measure for the next fiscal year. FUNC~ONAL AREA:CUSTOMER MARKET AND FINANCIAL SERVICES KEY PLANS PROGRESS Implement convenient customer payment options, such as paying bills electronically by phone, computer, credit card or automatic bank account . debit. Implement changes identified in the Business Process Reengineering Study in connection with the CIS. []Coordinate the conversion and implementation of [] the CIS to replace the existing Utility billing system. []Review and update the Calaveras Reserve target [] balance, the stranded cost recovery charge and the funding strategy to adequately meet the Utility’s long-term financial goals. []Coordinate and review consultant recommendations [] for an appropriate methodology to calculate transfers to the General Fund. c~Install AMR systems to accommodate meter data management requirements under Electric Deregulation. []Expand new rate and pricing options to accommodate customer preferences under Electric Deregulation. []Credit card and bank transfers will be part of the new CIS. Electronic (Internet) payments will be accepted in late 1999. []Changes will be made upon introduction of CIS. The CIS system, Banner is being tested. Modification and functional code enhancements are due in the months of February, March and April. Training materials are in the development stages. Completed February 1999. Administrative Services Department staff with the assistance of Utilities staff hired R.W. Beck to conduct the study. The consultant recommendations will be reviewed during the 1999-01 budget process. []Site evaluations in progress to select test points. Introduced rate schedule E-8 on 711/98 to provide customers options for paying commodity prices based on monthly changes in the market. 57 FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS PROGRESS Complete construction on Underground District 37. c~ Complete design and begin construction on the c~ Stanford West Project. Rebuild deteriorated underground distribution facilities at the Stanford Business Park. Project delayed one year due to high bids. Complete 60 percent of initial design and completed the relocation of electric facilities for parking structure. Started design for Hillview Avenue to Coyote Hill rebuild. Begin the 4/12 kv conversion and underground system rebuild at Stanford Shopping Center. Increase replacement and maintenance of deteriorated facilities in response to the aging infrastructure. The first section of 4kV cable has been replaced and converted to 12kV at Stanford Shopping Center. The remaining conversions will be sequenced to Stanford’s Sand Hill Project Schedule. The following infrastructure replacements have been completed: Phase I of East Meadow Circle underground system rebuild, 140 utility poles have been replaced or removed, and master plans for the replacement of facilities in the Stanford Business Park. Increase pole replacements from 150 to 250 poles, m138 poles have been replaced or removed year to date. Major Activity: Distribution Operations/Maintenance 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Limit power outages to less than a system-wide average of 39 minutes <60 rnins 3~ minutes <60 minutes 60 minutes per customdr. , 4.Limit average number of service interruptions to fewer than >2 <2 .012 <2 2 per customer. 1.Rolling average time period. Expect to reach target by year end. 4.Better than expected as a result of line patrol & line inspections. 58 Major Activity: System Imp~.~ovements - CIP IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ¯ ACTUALS Replace or remove 250 poles out of 6,700 per year. (Revised from 150) Convert overhead facilities to underground at a capital expenditure rate of 1 percent of annual gross electric revenues. (Revised) 174 .3% 250 1% 138 .~S% Replacement goal is on schedule. Project delayed until 1999/00 due to high bids for substructure work. 250 .70% FUNCTIONAL AREA: COMMERCIAL TELECOMMUNICATION KEY PLANS PROGRESS Solicit proposals and negotiate agreements with one or more entities interested in accelerating the provision of advanced telecommunications services to every address in Palo Alto through the expanded use of the City’s existing assets, including the fiber Coordinate and implement a marketing effort on behalf of all service suppliers that have entered into fiber optic license agreements with the City. []Design and install new fiber optic connections for customers and complete system improvements and upgrades in a timely, customer-focused manner. []Evaluate additional fiber optic cable deployment opportunities that would support the needs of network developers, service providers and end users. Develop Telecommunications guide and enabling[] material to implement Council approved policies. RFP will be developed in the third quarter of 1998- 99. Available staff has been insufficient to expand this effort due to the requirements of the Fiber to the Home Project. Installed new fiber connections for three customers. Available staff has been insufficient to expand this effort due to the requirements of the Fiber to the Home Project. Available staff has been insufficient to expand this effort due to the requirements of the Fiber to the Home Project. 59 Major Activity: Planning/Marketing/Contract Negotiating 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Implement fiber marketing activities’that produce at least 16 N/A 16 2 4 new customer connections. (New) 2.Negotiate agreements that increase annual fiber license N/A $300,000 $15,000 $20,000 revenues by at least $300,000. (New) 1.Available staff has been insufficient to expand this effort due to the requirements of the Fiber to the Home Project. 2.Available staff has been insufficient to expand this effort due to the requirements of the Fiber to the Home Project. Major Activity: Operations/Maintenance IMPACT MEASURES I1.Respond to 100 percent of outages within 1 hour of notification. 1. No outages. 1997-98 1998-99 ACTUALS ADOPTED NIA 100% 1998-99 MONTH ACTUALS° 1998-99 ESTIMATED ACTUALS 100% 60 FUNCTIONAL AREA: ~SOURCE MANAGEMENT KEY PLANS PROGRESS Develop a process to address volatility of gas prices and impact on revenues, due to potential loss of market share. Implement the communication plan for providing customer choice of gas suppliers under the Gas Accord. Coordinate and lead implementation of a comprehensive Utility Logo Use Specifications Plan for consistent use of the City of Palo Alto Utilities logo in all Department documents. Implemented interim procedures, instituted a Senior Management Risk Oversight Committee, drafted risk management and commodity pricing procedures. City implementation has been postponed due to regulatory changes and delays in the California natural gas industry. In development stage, completion expected by end of fiscal year. Major Activity: Competitive Assessment IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Forecast the City’s natural gas usage within 5 percent of actual consumption. Collect and maintain detailed customer data on 20 percent of Palo Alto’s major customers each year, to be completed by 2001. 4.3% 20% 5% 20% 11.4% 10% 7.5% 20% Higher than forecasted usage in Jul); October and December, for residential and very large customers due in part to lower temperatures and the variation in gas usage. Surveys are on-going, the 20 percent target will be reached by the end of 1998-99. 61 FUNCTIONAL AREA:CUSTOMER MARKET AND FINANCIAL SERVICES KEY PLANS PROGRESS Implement convenient customer payment options, such as paying bills electronically by phone, computer, credit card or automatic bank account debit. Restructure, realign, and lower overall rates, based on cost of service principles and the Gas Accord with PG&E. Evaluate and implement, as appropriate, automatic meter reading to accommodate customer requirements under Gas Deregulation. Coordinate the conversion and complete implementation of the Customer Information System (CIS) to replace the existing Utility billing system. Coordinate .and review consultant recommendations for an appropriate methodology to calculate transfers to the General Fund. Credit card and bank transfers will be part of the new CIS. Electronic (Internet) payments will be accepted in late 1999. New rates were implemented July 1, 1998. A vendor has been selected. Site evaluations are in progress. The CIS system, Banner is being tested. Modification and functional code enhancements are due in months the February, March and April. Training materials are in the development stages. Administrative Services Department staff with the assistance of Utilities staff hired R.W. Beck to conduct the study. The consultant recommendations will be reviewed during the 1999-01 budget process. Major Activity: Rates and Reserves IMPACT MEASURES 2.Maintain non-residential core rates 24 percent below rates charged in nearby communities., 2. 1997-98 ACTUALS -11% 1998-99 1998-99 6 MONTH ADOPTED ACTUALS -24%-17% 1998-99 ESTIMATED ACTUALS The adopted budget target of 24 percent was projected based on PG&E’s bundled rate structure. Since then, PG&E has un- bundled its rates along with a change in rate structure. PG&E’s procurement rate is based on a market index, which changes monthl3: FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS Design and construct mandated Department of Transportation safety improvements at Gas Station Number 3, located on Quarry Road near Page Mill Road. Design 20,000 linear feet of gas main for Gas Main Replacement Project Phase 9 and complete the construction of Gas Main Replacement Project Phase 8. PROGRESS ~Design of Department of Transportation Safety Improvements are in progress. The design for Gas Main Replacement Project 9 will be complete this fiscal year. Gas Main Replacement Project 8 is, eighty percent constructed and will be complete this fiscal year. 62 FUNCTIONAL AREA: CUSTOMER MARKETING AND FINANCIAL SERVICES KEY PLANS PROGRESS Coordinate the conversion and complete implementation of the Customer Information System (CIS) to replace the .existing Utility billing system. Implement changes identified in the Business Process Reengineering Study, in connection with the CIS. Continue to monitor the level in the RSR and develop a plan to reduce the surplus without sacrificing rate stability. Implement convenient customer paying options, such as paying bills electronically by phone, computer, credit card or automatic bank account debit. The CIS system, Banner is being tested, Modification and functional code enhancements are due in monihs of February, March and April. Training materials are in the development stages. A number of changes are scheduled to be implemented when the CIS goes on-line this year. Projected increased costs will gradually lower the reserve balance within established guidelines. ¯ Credit card and bank transfers wi!l be part of the new CIS. Electronic (Internet) payments will be accepted in late 1999. FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS PROGRESS Complete the construction of the Amarillo Avenue/ Embarcadero Way trunk relief sewer project. C~mpete the design and engineering of Phase 10 and Phase 11 of the Sanitary Sewer Rehabilitation/ Augmentation infrastructure replacement program. Project is out to bid. Construction to start April, 1999. The design and engineering of Project 10 and Project 11 of the Sanitary Sewer Rehabilitation/ Augmentation infrastructure replacement program will be completed this fiscal year. Major Activity: Collection System Operations and Maintenance IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Operate and maintain the collection system !n such a manner to have less than 2 reportable releases of wastewater per year. 2 1.No reportable spills. 0 63 FUNCTIONAL AREA: RESOURCE MANAGEMENT KEY PLANS PROGRESS Coordinate and lead implementation of a comprehensive Utility Logo Use Specifications Plan for consistent use of the City of Palo Alto Utilities logo in all Department documents. Develop and implement a program to install dedicated irrigation water metering for large landscape customers. Develop a mechanism to improve consumption and billing accuracy for customers with cooling towers. Complete a preliminary study of water supply options to prepare to take appropriate action in response to the final recommendation of the regional Water Supply Master Plan (WSMP). In development stage, completion expected by the end of the fiscal year. Activity modified to promote customer-owned submetering as well as city-owned irrigation . metering. Marketing materials are being developed this year. Consultant selected to develo~ and test a methodology to predict cooling tower evaporative losses in Palo Alto’s climate zone. Identified the range of water supply options. Staff responded to the first request from the regional WSMP regarding purchase levels from SFPUC. Major Activity: Competitive Assessment IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ¯ ACTUALS Forecast customer water usage within 10 percent of actual 2.7% usage. Collect and maintain detailed customer data on 20 percent 20% of Palo Alto’s major customers each year, to be completed by 2001. Within target. Surveys are ongoing and completion is expected by the end of the fiscal year lO% 20% 4.5% lO% 5% 20% 64 FUNCTIONAL AREA:CUSTOMER MARKETING AND FINANCIAL SERVICES KEY PLANS PROGRESS Implement convenient customer payment options, such as paying bills electronically by phone, computer, credit card, or automatic bank account debit. Migrate to 21 working-day meter reading schedule to increase staff efficiency and normalize customer billing cycles. Implement changes identified in the Business Process Reengineering Study in connection with the Customer Information System. Credit Card & Bank drafting will be part of the new CIS. Electronic (internet) payments to be adopted late 1999. Staff has migrated to the 21 working-day meter reading schedule during the first six-months of the fiscal year. Changes will be made upon introduction of CIS. Major Activity: Rates and Reserves 1998-99 6 MONTH IMPACT MEASURES ACTUALS 1.Maintain average residential rates no higher than 10 percent 4%4% of rates’ of nearby communities. 1997-98 1998-99 ACTUALS ADOPTED 1. 1998-99 ESTIMATED ACTUALS Redwood City, Mountain View, and Los Altos raised their rates while Palo Alto’s rates remained constant since July 1, 1998. FUNCTIONAL AREA: DISTRIBUTION SYSTEM KEY PLANS Complete the construction portion of Water Main Replacement Project Phase 12, complete design and engineering of Water Main, Replacement Project Phase 13. Complete installation of necessary cathodic protection at steel reservoir sites and complete site repairs at all City reservoirs. Return reservoir to operations for routine maintenance. PROGRESS ~Water Main Replacement Project 12 is 80 percent complete. Water Main Replacement project 13 design is 50 percent complete. The installation of the Cathodic protection at the steel reservoir sites has been delayed for one year. The painting contractor who recoated the steel reservoirs will be performing warranty coating repairs Spring 1999. The cathodic protection will be installed in 1999-00. 65 Major Activity: Customer Design/Connection-CIP IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Install 100 percent of all approved customer services within 38 calendar days from the date the customer pays for the approved service to be installed. 100%100%64.4% 2.In most cases customer or contractor was not ready for installation of new service - none were over 40 days. 75% 66 FUNCTIONAL AREA: SOLID WASTE KEY PLANS ~Augment diversion by including additional materials that are removed from the Landfill disposal area, such as inert solids and scrap metal. ~Relocate the compost area to begin the filling of Phase IIC at the Landfill. PROGRESS ~Staff is currently removing materials from the landfill. Staff has relocated the compost area. The watering line still needs to be moved. Major Activity: Landfill Operations IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Recover 12,000 tons of recyclable materials, including asphalts, concrete and scrap metal, from the landfill disposal area. (New) n/a 12,000 12,690 There has been an increase in the amount of asphalt and debris recovered from the site. 25,380 Major Activity: Recycling IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Increase tonnage of recyclable materials processed at recycling center by one percent in 1998-99. (Revised from five) 5%1%5%4% 3.Increase diversion of solid waste stream reported to the n/a 5%n/a 2% State of California.by five percent. (New) 2.The market value of recyclable materials has dropped, therefore fewer residents are taking materials to market themselves. 3.Waiting for final report by state to determine diversion statistics. Major Activity: Composting IMPACT MEASURES 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED ACTUALS ADOPTED ACTUALS ACTUALS Annually process 16,000 tons of yard trimmings into compost, contributing nine percent to program diversion. (New) Not available, waiting final report by state for diversion statistics. n/a 9%n/a 9% 67 FUNCTIONAL AREA: COLLECTION, HAULING AND DISPOSAL KEY PLANS []Begin implementation of the former LATP site project. ~3 Work with the City of Sunnyvale to develop processing capability at SMART Station for recyclable materials collected at curbside. []Complete negotiations and develop new PASCO contract. PROGRESS []Wetlands Conceptual Mitigation Plan for the site is in final design. Staff anticipates final EIR completion by summer 1999. [] The curbside line at the SMART is in the design stages. []Negotiations to begin in the winter of 1999 with a tentative contract to be finalized August 1999. FUNCTIONAL AREA: STREET SWEEPING KEY PLANS Provide information to Palo Alto residents to enhance awareness of street sweeping guidelines. Develop pilot program for permanent No Parking signage for street sweeping in the congested area adjacent to the California Avenue business district. PROGRESS []Working on draft Web page for street sweeping schedule. Anticipate completion by summer 1999. []Met with staff from Police and Transportation to establish sign and enforcement requirements and process for soliciting bids for sign purchase. FUNCTIONAL AREA:STORM DRAINAGE SYSTEM IMPROVc;MENTS KEY PLANS PROGRESS Complete construction of a project to replace or rehabilitate deteriorated components of the existing st~m drain system and design the next phase of work. Coordinate with the Council, Finance Committee and the Utilities Advisory Commission on policy and financing issues concerning Proposition 218, and review and revise as directed the Storm Drain Master Plan. The design of the Storm Drain Rehabilitation Phase II, to replace or rehabilitate deteriorated components of the existing storm drainage system, is 95% complete. The project will be bid spring 1999 and completed by fall 1999. Next phase of the work (Phase III) is deferred because funding was reallocated for Airport Storm Water Pump Station Modifications. Public Works and Administrative Services staff are developing a strategy for Storm Drain Master Plan implementation and funding. The staff report was submitted for Finance Committee review in March 1999. Work with participants of the Coordinated Resource Management and Planning (CRMP) process, including neighboring cities and the Santa Clara Valley Water District, to develop and implement short- and long-term actions to address flood and erosion control p Palo Alto joined with Menlo Park to fund Phase 1 of the San Francisquito Creek Bank Stabilization and Revegetation Master Plan project. Public Works staff participated in a multi-jurisdictional effort to remove fallen trees and other debris from San Francisquito Creek prior to the 1998-99 rainy season. Palo Alto is participating in a multi-agency Creek Coordinating Committee to develop a Joint Powers Agreement addressing the long-term flood and erosion control for the San Francisquito Creek. Major Activity: Storm Drainage System Improvements (CIP) 1998-99 1997-98 1998-99 6 MONTH IMPACT MEASURES ACTUALS ADOPTED ACTUALS 1.Bid all projects in the year they are budgeted for n/a 100%n/a n/a construction. (Ne.w) 2.Limit 90 percent of the construction change orders to the n/a 90%n/a n/a amount authorized by Council at the time of award. (New) 1.No new projects budgeted. 2.No new projects budgeted. 1998-99 ESTIMATED ACTUALS FUNCTIONAL AREA: STORM DRAINAGE OPERATIONS AND MAINTENANCE KEY PLANS ~Prepare and distribute guidelines for construction contractors on construction dewatering and pollution prevention. PROGRESS C3 Complete. 69 Major Activity: Storm Drainage In-house Maintenance IMPACT MEASURES 1.Annually clean 50,000 linear feet of storm drain pipelines. (Revised from 10 percent) 1.Flushing of lines will occur during Spring 1999. 1997-98 ACTUALS 52,385 1998-99 ADOPTED 50,000 1998-99 6 MONTH ACTUALS 11,000 1998-99 ESTIMATED ACTUALS 50,000 70 FUNCTIONAL AREA: V’~~ ,,,!EWATER TREATMENT KEY PLANS []Cbmplete installation of computerized process controllers for RWQCP alarm and Process Control System. Begin construction of Incinerator Rehabilitation project for solids treatment and disposal facilities. Begin removal and disposal of sediment in the 72- inch interceptor sewer, and prepare for spot repair or rehabilitation. PROGRESS ~The installation of eight programmable logic controllers is near completion. The last controller ¯ for the Filtration Building has been installed and programed. The alarm system and individual process control system is to be completed by June. []The final design is complete with the award of contract anticipated in June. [] The department is preparing specifications for removal and disposal of sediment. The award of contract for debris removal is anticipated in July 1999, during the tow flow period. FUNCTIONAL AREA: WASTEWATER ENVIRONMENTAL COMPLIANCE KEY PLANS c3 Obtain ~ new, five-year permit for discharge of treated wastewater to San Francisco Bay and ensure that its terms and conditions are reasonable and achievable. Provide quarterly updates to Council. c~Implement pollution prevention plans for four additional categories of bioaccumulative pollutants to minimize their release to the air, water, and soil from the RWQCP. PROGRESS ~The new, five-year permit was obtained and the effluent limits and conditions are all being met. Two of the four required programs have been initiated. One program is to encourage and assist small businesses and institutions in replacing mercury thermometers with those that do not contain mercury. The second program is to encourage large hospitals and laboratories to develop policies that would phase out devices and equipment containing mercury. 71 FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS KEY PLANS C~Develop a written policy regarding the level of equipment the Fund will support. PROGRESS []Review fleet replacement criteria and the basic [] standard for fleet replacements to ensure consistency with improved technology and durability of currently available equipment. Completion of a draft policy is anticipated by fiscal year end. Replacement of eight complex, high-value pieces of equipment has been the main focus of the Division for the first six months. This key plan will be completed in conjunction with the development of the equipment replacement policy. Major Activity: Vehicle Replacement/Outfitting 1998-99 1998-99 1997-98 1998-99 6 MONTH ESTIMATED IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS 1.Place 90 percent of non-emergency vehicles in service 90%90%54%80% within 30 days from completed delivery date. 2.Bid 95 percent of vehicle replacements within six months of 95%95%40%80% the budgeted replacement date for approved vehicles. 1.The equipment replacement workload for this fiscal year is twice the normal workload. In addition, the maintenance section is under staffed, and has been focusing their efforts oti the maintenance of existing vehicles, rather than the outfitting of replacement vehicles. This situation should improve during the second half of this fiscal ),ear. 2.The focus during the first half of the 3,ear has been on the replacement of eight’.complex, high-value pieces of equipment. We anticipate bidding at least 80 percent of the remaining FY 98-99 replacements by the end of April. FUNCTIONAL AREA:VEHICLE OPERATIONS]MAINTENANCE KEY PLANS PROGRESS Implement internal process improvements for preventative maintenance scheduling which will include automatic notification to equipment users via electronic mail.. Improve internal procedure for billing monthly [] maintenance allocated charges with assistance from Administrative Services Department. The department is currently using a semi-automated FAX system for preventative maintenance notification, which operates better than the E-mail alternative. The department is also working to integrate the fleet management application with the FAX software to allow fully automatic notification. Complete. 72 FUNCTIONAL AREA: ]~INTING AND MAILING SERVICES KEY PLANS PROGRESS Complete the establishment of a forms functional file to detect duplication, speed redesign, and standardize forms in the City. Work with Utilities and Information Technology to implement findings of the study of the Utility billing process. Prepare a comprehensive study of citywide printing and graphics needs. Review equipment and staffing requirements and make recommendations for improvements. The forms function file has been developed and data entry is proceeding. The database will be completed by June 1999. A Request for Proposal has been issued. The estimated project completion date is June 1999. Currently developing an internal customer database. When completed, a needs survey will be generated and sent to all customers. Responses will be used to re-structure provisions of the printing and graphics services. The projected project completion date is June 1999. 73 FUNCTIONAL AREA: COMPUTER EQUIPMENT ]~EPLACEMENT KEY PLANS PROGRESS []Evaluate the benefits and make recommendations [] regarding the lease versus ptirchase of personal computer (PC) equipment. [] Improve inventory monitoring procedures using [] automated, and when appropriate for non-network users, manual processes. Leasing alternatives are on hold until the City is able to totally automate the maintenance of the personal computer inventory. Identification and inventory of PC’s continues with the acquisition of software to record and report the hardware and software configuration of the client PCs. Telecommunications and server inventories have been documented. 74