HomeMy WebLinkAbout1999-11-22 City Council (12)TO:
FROM:
City of Palo Alto
City Manager’s Report
HONORABLE CITY COUNCIL 10
CITY MANAGER DEPARTMENT:ADMINISTRATIVE
SERVICES
DATE:NOVEMBER 22, 1999 CMR: 421:99
SUBJECT:INFORMATION TECHNOLOGY STRATEGIC PLAN AND
IMPLEMENTATION PLAN INCLUDING A BUDGET
AMENDMENT ORDINANCE IN THE AMOUNT OF $80,327
FOR PHASE ONE OF THE IMPLEMENTATION PLAN
RECOMMENDATION
Staff recommends the City Council:
Approve the attached Budget Amendment Ordinance, amending the Table of
Organization and appropriating $80,327 from the Utility Funds for the
implementation of Phase One of the Information Technology Strategic Plan
(Attachment B);
o Approve the attached resolution amending the Compensation Plan for Management
and Confidential Personnel and Council Appointed Officers ( Attachment C).
Direct staff to return with an update on the status of Phase One of the IT Strategic
Plan and the initial recommendations for the implementation of Phase Two, including
proposed funding requirements, as part of the 2000-01 Budget.
BACKGROUND
At the Finance Committee meeting of October 5, 1999, the Information Technology (IT)
Strategic Plan and the proposed Phase One Implementation Plan were reviewed. The
findings and recommendations in the IT Strategic Plan fall in four key areas: hardware,
network, software, and organization and staffing strategies. Staff proposed implementing
the IT Strategic Plan in two phases. Phase One focuses on the critical organizational and
CMR:421:99 Page 1 of 3
staffing components of the Strategic Plan and includes the addition of three positions and
the reclassification of a number of other positions. The Finance Committee directed staff
to return with a Budget Amendment Ordinance (BAO) amending the Table of
Organization and appropriating additional funding from the Utility Funds for the staffing
changes proposed in Phase One.
DISCUSSION
This report transmits the IT Strategic Plan; the Phase One Implementation Plan; and, the
BAO amending the Table of Organization for the new and reclassified positions in Phase
One. The BAO requests an appropriation of $80,327 from the Utility Funds for its
portion of the costs for the new and reclassified positions. The BAO is accompanied by a
resolution amending the Compensation Plan for Management and Confidential Personnel
and Council Appointed Officers for the organizational changes in Phase One.
As discussed with the Finance Committee, the costs for the implementation of Phase One
were estimates and since that time, the costs have been further refined. The costs for
Phase One have changed by $2,893 from the information that was reviewed by the
Finance Committee. The total costs for Phase One are detailed in Attachment D. Staff
plans to return with a status of Phase One and with funding recommendations for Phase
Two as part of the 2000-01 Budget.
RESOURCE IMPACT
A Budget Amendment Ordinance (BAO) in the amount of $80,327 from the various
Utility Funds is requested to fund the reclassification of existing-Utilities Department
technology staff, as part of the consolidation with Administrative Services, and the
reclassification of several existing Information Technology Division positions. The BAO
also includes minor support costs for the new positions.
Specifically, the reclassification of 6 existing Utilities Department positions results in
direct costs funded by Utility Funds of $19,793. The BAO also includes $60,534 in
indirect costs funded by various Utility Funds through the Cost Allocation Plan. This
amount reflects costs apportioned to the Utility Funds for the reclassification of several
existing General Fund positions.
The remaining $189,566 in funding for the implementation of Phase One of the Strategic
Plan is available in the City Manager’s Contingent Account. A placeholder of $200,000
was included in the 1999-00 Adopted General Fund Budget for this purpose. The
breakdown of these costs is included as Attachment D.
CMR:421:99 Page 2 of 3
Ongoing yearly costs associated with the implementation of Phase One will be
approximately $451,000, of which $318,000 will be funded by the General Fund and
$133,000 by the various Utility Funds.
ATTACHMENTS
Attachment A -
Attachment B -
Attachment C -
Attachment D -
Attachment E -
Attachment F -
Information Technology Strategic Plan and Phase One Implementation
Plan (CMR 374:99), without attachments
Budget Amendment Ordinance
Exhibit A - General Fund Table of Organization
Budget Amendment Ordinances Impacting General Fund Reserves
Approved to Date in 1999-00
Budget Amendment Ordinances Impacting Utilities Rate Stabilization
Reserves Approved to Date in 1999-00
Resolution Amending the Compensation Plan for Management and
Confidential Personnel and Council Appointed Officers.
Cost Estimate for Implementation of Phase One of the IT Strategic Plan
PREPARED BY:Rod Massey
Manager, Information Technology
DEPARTMENT HEAD:
CITY MANAGER APPROVAL:
CARL Y~--
Director, Ndmilri~ive Services
JUNE FLEMI
City Manager
CMR:421:99 Page 3 of 3
TO:
ATTENTION:
Attachment A
City of Palo Alto
City Manager’s Report
HONORABLE CITY COUNCIL
FINANCE COMMITTEE
2
FROM:CITY MANAGER DEPARTMENT:ADMINSTRATIVE
SERVICES
DATE:OCTOBER 5, 1999 CMR: 374:99
SUBJECT:INFORMATION TECHNOLOGY STRATEGIC PLAN AND
PHASE ONE IMPLEMENTATION PLAN
REPORT IN BRIEF
In order to ensure that the City of Palo Alto continues to provide its citizens with services
that are efficient, high quality, and effective, staff recognized that it was necessary to
evaluate current information systems needs and organizational structure, and to develop
an Information Technology (IT) Strategic Plan. To that end, staff hired The Warner
Group to analyze the application and use of information technology and assist in the
development of the IT Strategic Plan.
Working with staff, The Warner Group has completed the development of an IT
Strategic Plan for the City, consisting of findings in four key areas: hardware, network,
software, and organization and staffing. Staff plans to implement the IT Strategic Plan in
two phases. This report transmits the findings contained in the IT Strategic Plan, and
details the first phase of the implementation plan. In addition, this report requests that the
Finance Committee direct staff to return to the Council with a Budget Amendment
Ordinance and any other needed actions to begin to implement Phase One of the IT
Strategic Plan.
CMR: 374:99 Page 1 of 9
RECOMMENDATION
Staff recommends the Finance Committee:
1.Review and comment on the Information Technology Strategic Plan and the proposed
Phase One Implementation Plan detailed in Attachments Two through Six;
Direct staff to return to the City Council with a Budget Amendment Ordinance
(BAO) to amend the Table of Organization to add three new positions; effect various
reclasses; and appropriate an additional $81,000 from the Utility Funds. A resolution
changing the compensation plan for the implementation of Phase One of the IT
Strategic Plan will accompany the BAO; and
o Direct staff to return with an update on the status of Phase One of the IT Strategic
Plan and the initial recommendations for the implementation of Phase Two, including
proposed funding requirements, as part of the 2000-01 Budget.
BACKGROUND
The City of Palo Alto is well recognized in the Silicon Valley and around the world, and
has earned a reputation for applying state-of-the-art technology in innovative ways to
enhance the delivery of government services.. For example, the City was a pioneer in
developing a presence on the World Wide Web and maintains one of the most extensive
and highly accurate Geographic Information Systems worldwide.
To ensure services provided to its citizens are efficient, high quality, and cost-effective,
the City of Palo Alto needed to evaluate its current information systems needs and
organizational structure and develop an IT Strategic Plan. Such a Plan is critical to the
development of a cohesive, citywide information technology strategy that fully addresses
organizational, personnel, operational and technology issues.
The City sought the assistance of a management consulting.firm to develop the City’s IT
Strategic Plan. In 1998, the City selected The Warner Group because of its information
technology expertise and its experience in working with local governments in the
development of strategic planning documents. For the last year, The Warner Group has
worked with a citywide team to:
Gather information on the City’s existing technologies, infrastructure and
computing environments
¯Identify and analyze the City’s information technology requirements
¯Examine current and emerging technological products
CMR: 374:99 Page 2 of 9
Make recommendations regarding the development and/or acquisition of software
and hardware to meet the needs identified
Determine staffing and organizational requirements for an effective information
systems function
¯Develop management techniques for implementing major citywide projects
Establish an effective information systems planning process, including a method for
communicating projects, tasks, schedules and priorities with City departments
DISCUSSION
The efforts of staff and the consultant have culminated in the development of a
comprehensive IT Strategic Plan for the City (Attachment One). The Plan has findings
and recommendations that fall in four key areas: hardware, network, software, and
organization and staff’mg strategies. The IT Strategic Plan recommendations range from
those that are highly specific (e.g. how to improve backup power capacity), to broad-
based recommendations regarding the consolidation of hardware, sofb0vare, and staffing
resources. A prioritized list of the recommendations can be found in Appendix F of the
Plan. Following the completion of the IT Strategic Plan, staff developed an
implementation plan.
Proposed Implementation Plan
The implementation plan breaks down the Strategic Plan recommendations into specific
tasks and actions. Staff is proposing the Strategic Plan be implemented in two phases.
Phase One covers the critical organizational and staffing components of the Plan. Phase
Two addresses the hardware, network, and software components of the Plan and the
remaining organizational and staffing requirements. The primary focus of Phase One is
to create an information technology organization that is flexible, customer service
oriented and priority-driven. This phase.includes key organizational structure changes; a
proposal for new staff as well as certain reclassifications of current staff; and several
important increases in the level of service provided to City departments. Phase One
provides an important foundation, which will be built upon during the second phase of the
Plan.
This report provides a proposal for the components to be included in the Phase One
implementation plan. Staff plans to return with a status report regarding the
implementation of Phase One and with recommendations for the implementation of Phase
Two as part of the 2000-01 Proposed Budget. As a result, only a brief outline of the
anticipated components of Phase Two are included in this report (Attachment Seven).
CMR: 374:99 Page 3 of 9
Due to the extensive recommendations to be addressed in Phase Two, and the time it is
expected to take to implement them, staff expects that there .will be additionalresource
requests in future budget years beyond 2000-01. Some of these will represent additional
expenses, while others are requests that would have been expected as part of the ongoing
operations of the Information Technology function, and as. such, are not driven by the IT
Strategic Plan.
Phase One Implementation Plan
The details of the Phase One implementation plan are shown in Attachments Two through
Six and provide the proposed organization of the Information Technology function and
the estimated costs for Phase One. The components included in Phase One are
implemented first because they address the critical needs and vulnerabilities that currently
exist within the City’s information technology function. The major components of Phase
One are as follows:
1.Consolidation of IT positions throughout the City into one centralized function
2.Reorganization of the City’s IT Division
3.Increase in services provided to City departments
Each of these three components is discussed in detail below.
Consolidation of IT Staff." IT staff are currently located in three primary departments
(Administrative Services, Utilities and Police). As a result, there are a. number of
redundant and disparate IT activities and processes in the City. For example, technical
support calls (Helpdesk calls) are currently handled in three separate ways. The
decentralization of resources also leaves the City with limited backup support for the
City’s technical infrastructure, its mission critical systems (those systems affecting public
safety and the delivery of utilities) and its business critical systems (those systems
essential to City business operations). For example, the City has one staff member
familiar with the existing network infrastructure. If that individual were to be unavailable
(due to illness, vacation, new job) during a technical crisis, it could have a significant
impact on the City’s mission and business critical operations. Finally, the fragmentation
of resources makes it difficult to establish and maintain a cohesive, enterprise-wide
strategic vision for technology within the City.
In order to effectively address the issues caused by decentralization of the IT function, the
IT Strategic Plan recommends a consolidation of resources into the IT Division of the
Administrative Services Department. The Director of Administrative Services and
Manager of Information Technology have worked with the Police Chief, Director of
Utilities and their staff to develop an effective transition plan for the consolidation of the
currently decentralized IT staff. This will require the reclassification of selected IT
positions (Attachment Three) in order to reflect changes in job responsibilities and to
CMR: 374:99 Page 4 of 9
ensure compensation parity. Staff is currently resolving issues surrounding the
consolidation of staffing, specifically for those positions represented by a bargaining unit.
Staff proposes returning with more information when this staff report is forwarded to the
City Council for final approval.
Reorganization of IT: There is a critical need to reorganize the Information Technology
Division. The current organizational structure was found to have deficiencies in the
following areas:
Customer service and relationship management;
¯Program and project management;
¯Technology infrastructure development and support; and
¯Recruitment and retention.
The Strategic Plan indicates that the current organizational structure lacks a needed focus
on customer service and the management of customer relationships. For instance, calls
for telephone support are handled through a separate point of contact from calls for
personal computer support. In addition, no central responsibility has been assigned for
developing, monitoring and managing departmental service level agreements. (Service
level agreements identify and define the scope of services provided to each department in
addition to reporting requirements, key contacts, problem resolution and review
processes, performance metrics, quality of service commitments, and customer
satisfaction monitoring.) Also, the current organizational structure is oriented towards
application development. Today, IT organizations are evolving from a "build" software
development orientation to a "buy" (i.e., implementing pre-built third party applications
from software vendors) orientation. This means that more emphasis is placed on project
management, needs assessment, and contract management skills. The City’s IT
organization needs to acquire and develop these new skills and processes.
The current organizational structure provides a fragmented approach to the development
of the City’s technology infrastructure (e.g., voice, video and network hardware and
software). The current organizational structure is organized based upon technology rather
than around the organization’s business needs. For example, voice infrastructure
development and support is separate from data infrastructure development and support,
and enterprise systems (e.g., email, network administration, etc.) administration is
fragmented into separate support based on the type of operating system technology (e.g.,
Unix or NT). In the future, with the convergence of infrastructure technologies, it will be
critical that.these efforts are coordinated and managed strategically and with a central
point of focus. The City’s current approach limits knowledge transfer, increases
organizational training costs and creates critical vulnerabilities in the support and
maintenance of technology infrastructure.
CMR: 374:99 Page 5 of 9
Finally, for the past several years the City has had difficulty recruiting and retaining
qualified IT staff. The dramatic shortage of qualified IT staff combined with the
competitive technical job market within Silicon Valley underscores the need for the
flexibility in the hiring and promotion of existing staff.
As a result of these organizational deficiencies, staff is proposing the reorganizatidn of
the IT Division into three key groups or "centers of excellence" as noted in Attachment
Four. These three groups are IT Project Management and Application Services,
Infrastructure Services and Client Services and Operations. The IT Project Management
and Application Services Group will focus on project management, application consulting
and support, and vendor and contract management. The Infrastructure Services Group
will focus on telecommunications and networking infrastructure development and support
and enterprise systems administration. Client Services and Operations will focus on
customer relationship management, help desk!call center activities, PC and telephone
support, daily computer operations (e.g.£ daily system backups and printing), service level
management and office automation services. The proposed staffing allocations in these
functions are shown on Attachment Five.
Staff also requests the ability to hire and promote between the Systems Analyst and Sr.
Systems Analyst classifications.
Increase Service Levels: With the recent implementation of a new computer-aided
dispatch (CAD) System for Police and Fire, there is an immediate need for IT support
services 24 hours a day, seven days a week (24 by 7). As additional City processes are
automated and new information systems are added (e.g., Utilities Customer Information
System, Fire Rostering System, etc.), the need for expanded coverage will continue to
grow. The consolidation of IT resources and the reorganization of the IT Division will
provide the resources necessary for the provision of 24 by 7 IT support.
The Strategic Plan identifies several critical resource needs. A Senior Systems Analyst is
needed to support the implementation and maintenance of new and existing public safety
systemS such as the Public Safety CAD System, the Police Records Management System
(RMS), Fire RMS, Fire Rostering, and Police Mobile Computer Terminals. Second, a
Senior Systems Analyst is-necessary to implement, support and maximize the effective
use of existing office automation applications such as MS Office, Exchange and Outlook,
as well as planned new office systems such as imaging and document management and
workflow. Finally, with the continued emphasis on "buy vs. build" (the implementation
of third-party vendor software applications and systems rather than custom development
by internal staff) there is a critical need for contract management oversight. This
emphasis on contract management, combined with the current lack of administrative
support within the IT Division creates a need for an Executive Assistant position.
The implementation of Phase One provides a number of benefits for the City. These
include:
CMR: 374:99 Page 6 of 9
¯Support for mission and business critical systems (i.e., police, fire, utilities systems);
¯Appropriate support for office automation systems used citywide;
¯Coordinated, efficient responses to calls for service;
¯Reduction in redundancy in staffing and skills among departments;
¯The ability to provide Twenty Four by Seven (24 by 7) coverage to the City; and
¯Clearly defined service level agreements for City departments that will allow
departments to know what service levels to expect.
Many of these benefits will begin to be realized very quickly and the implementation of
Phase One of the Strategic Plan should result in immediate improvements in the services
provided to departments:
ALTERNATIVES TO STAFF RECOMMENDATIONS
The IT Strategic Plan describes significant needs and potential resource allocations in
order to fulfill all of the recommendations from the Plan. Council could direct staff to
implement Phase One only of the Plan and return in another year with a status report
detailing the accomplishments achieved with the resources allocated through Phase One.
This would delay the initiation of Phase Two of the plan an additional six months.
Delaying Phase Two would further delay the implementation of new City systems such as
document management, GIS-enabled work management and an electronic commerce-
enabled web site necessary to ensure the effective and efficient delivery of existing City
services and provide the foundation for new City services in the future. In addition,
critical vulnerabilities in the City’s technology infrastructure would continue to exist that
have the potential to impact current City business operations. Finally, delaying Phase
Two would reduce the City’s ability to support and maintain the City’s technology
systems in the most effective and cost efficient manner possible.
RESOURCE IMPACT
The proposed staffing component for Phase One for the remainder of the 1999-00 Fiscal
Year, as shown on Attachment Six, is anticipated to cost $186,000 for the General Fund
and $81,000 for the Utilities Funds. The General Fund 1999-00 Adopted Budget
included $200,000 for implementation of the IT Strategic Plan. Funds of $81,000 for the
Utility Funds are available in the various Utility Rate Stabilization Reserves. As
discussed above, staff is-working on various personnel related issues related to the
consolidation of three IT functions into one centralized function. As such, a BAO and
specific costing for Phase One are not included at this time. Upon direction from the
Finance Committee, staff would return to the Council with a BAO, amending the Table of
CMR: 374:99 Page 7 of 9
Organization and if needed, a resolution amending the compensation plan. The yearly
ongoing costs associated with the implementation of Phase One of the Strategic Plan are
approximately $445,000, of which $312,000 will be funded by the General Fund and
$133,000 by the various Utility Funds. An estimated breakdown of these costs is included
in Attachment Five.
It should be noted that while the reporting relations for the Utility Department
Information Technology personnel will change with the approval of Phase One of the IT
Strategic Plan, staff recommends moving the budget from the Utilities Department to the
General Fund as part of the 2000-01 Budget. There will be no change in the total costs as
a result of this change, simply a change in the Table of Organization and a reallocation of
funds from the Utility Funds to the General Fund.
The BAO would also include minor support costs for the new positions. As discussed
above, staff recommends initiating implementation of Phase Two of the Information
Technology Strategic Plan be considered as part of the 2000-01 Budget.
POLICY IMPLICATIONS
Phase One of the IT Strategic Plan supports a numberof program elements of the
Comprehensive Plan. These are detailed in Attachment Eight. The elements supported
are primarily in the Governance and Transportation chapters of the Comprehensive Plan
and are in the areas of providing technological support and assistance to facilitate the flow
of information for different issues.
TIMELINE
Elements of Phase One of the implementation plan will begin upon Council approval and
be completed prior to June 2000. Phase Two of the implementation plan is projected to
initiate with the start of the next budget year (2000-2001) and to be completed as funding
permits.
ATTACHMENTS
Attachment One:
Attachment Two:
Attachment Three:
Attachment Four:
Attachment Five:
Attachment Six:
Attachment Seven:
Attachment Eight:
Information Technology Strategic Plan
Phase One Implementation Plan Components
Proposed Position Changes and Additions
Proposed Functional Reorganization for the IT Division
New Organization Chart for the IT Division
Cost Estimate for Implementation of Phase One
Outline of Phase Two Implementation Plan Components
IT Program Elements Supported in the Comprehensive Plan
CMR: 374:99 Page 8 of 9
PREPARED BY:Rod Massey
Manager, Information Technology
DEPARTMENT HEAD:~_--~_ ..- ~""-- ....
~Direct~r, Ad~e Services
CITY MANAGER APPROVAL: ~~ ,~./
( ~IUNE FLEMING
~i~ Manager
CMR: 374:99 Page 9 of 9
Attachment B
ORDINANCE NO.
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE BUDGET FOR THE FISCAL YEAR 1999-00 TO
PROVIDE AN ADDITIONAL APPROPRIATION OF $80,327 FOR THE
INFORMATION TECHNOLOGY STRATEGIC PLAN AND PHASE ONE
IMPLEMENTATION PLAN
WHEREAS, pursuant to the provisions of Section 12 of Article
III of the Charter of the City of Palo Alto, the Council on June 28,
1999 did adopt a budget for fiscal year 1999-00; and
WHEREAS, to ensure services provided to its citizens are
efficient, high quality, and cost-effective, the City of Palo Alto
decided to evaluate its current information systems needs and
organizational structure and develop an Information Technology (IT)
Strategic Plan; and
WHEREAS, the Warner Group was selected to develop the IT
Strategic Plan because of its information technology expertise and
its experience in working with local governments in the development
of strategic planning documents; and
WHEREAS, the estimated costs for the Phase One Implementation
is $189,566 for the General Fund and $80,327 for the Utility Funds.
There is currently $200,000 in the General Fund Contingent Account
set aside for implementation of the IT Strategic Plan; and
WHEREAS; there will be future year General Fund and Utility
Funds ongoing costs as a result of negotiated salary increases; and
WHEREAS, City Council authorization is needed to amend the
1999-00 budget as hereinafter set forth.
NOW, THEREFORE, the Council of the City of Palo Alto does
ORDAIN as follows:
SECTION i. The sum of Two Hundred Fifty.Thousand One Hundred
Dollars ($250,100) is hereby transferred from the sources described
in Section 2 and appropriated to the following General Fund budget
accounts:
a.$217,100 is transferred to
Contingent Account.
the General Fund Salary
b. $33,000 is transferred to the Administrative Services
Department, Application Support Functional Area.
SECTION 2. The funds described in Section 1 are transferred
from the following sources:
a. $189,566 is transferred from the General Fund Non-salary
Contingent Account.
$60,534 is appropriated and transferred from
unappropriated estimated Utilities revenues, as follows:
$24,313 from Electric Fund
$12,157 from Gas Fund
$ 2,796 from Refuse Fund
$ 4,697 from Wastewater Collection
$ 5,157 from Wastewater Treatment Fund
$ 8,208 from Water Fund
$ 3,206 from Vehicle Equipment
SECTION 3. This transaction will have no impact on the
General Fund Budget Stabilization Reserve.
SECTION 4. The sum of Nineteen Thousand Seven Hundred Ninety
Three Dollars ($19,793) is hereby appropriated to the Salary
Contingent Account in the Utilities Administration and the revenue
is correspondingly increased.
SECTION 5. The sum of Eighty Thousand Three Hundred Twenty
Seven Dollars ($80,327) is hereby transferred from the reserve funds
hereinafter described, to the allocated charges in the Utility Funds
and Internal Service Fund. The amounts so transferred are from the
following funds, which will be reduced by the amount listed:
From:To:Amount
Electric Supply RSR Electric Supply $31,207
Electric Distribution RSR Electric Distribution $2,545
Gas Supply RSR Gas Supply $7,137
Gas Distribution RSR Gas Distribution $9,838
Refuse RSR Refuse $2,796
Wastewater Collection RSR Wastewater Collection $6,719
Wastewater Treatment RSR Wastewater Treatment $5,157
Water RSR Water $11,722
Vehicle Equipment Retained Vehicle Equipment
Earnings $3,206
Total $80,327
SECTION 6. The appropriation transfers approved by Section 5
will reduce the following reserves:
From:To:
Electric Supply Rate Stabilization
Reserve $12,190,000 $12,158,793
Electric Distribution Rate
Stabilization Reserve $6,582,000 $6,579,455
Gas Supply Rate Stabilization Reserve $3,556,000 $3,548,863
Gas Distribution Rate Stabilization $4,470,250 $4,460,412Reserve
Refuse Rate Stabilization Reserve $4,739,500 $4,736,704
Wastewater Collection Rate $7 132 750 $7 126 031Stabilization Reserve ....
Wastewater Treatment Rate $3 241 000 $3 235 843Stabilization Reserve ....
Water Rate Stabilization Reserve $6,389,500 $6,377,778
Vehicle Retained Earnings $9,697,830 $9,694,624
SECTION 7. The attached Table of Organization is hereby
amended to reflect changes shown in the attached Exhibit A.
SECTION 8. As specified in Section 2.28.080(b) of the Pa!o
Alto Municipal .Code, a two-thirds vote of the City Council is
required to adopt this ordinance.
SECTION 9. The Council of the City of Palo Alto hereby finds
that this is not a project under the California Environmental
Quality Act and, therefore, no environmenta! impact assessment is
necessary.
SECTION i0. As provided in Section 2.04.350 of the Palo Alto
Municipal Code, this ordinance shall become effective upon adoption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST:APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:City Manager
Senior Asst. City Attorney Director of
Services
Administrative
Exhibit A
TABLE OF ORGANIZATION - GENERAL FUND
Adjusted Adopted
Actuals Budget Budget
1997-98 1998-99 I999-00 Changes
Adjusted
Budget
1999-00
ADMINISTRATIVE SERVICES DEPARTMENT
Accounting Assistant 2.00
Accounting Specialist 12.00
Accounting Specialist-Lead 4.95
Assistant Director of Administrative Services 1.00
Assistant Storekeeper 1.00
Buyer 1.45
Computer Operator (a)1.00
Contracts Administrator 3.00
Coordinator, Computer Services 1.00
Data Entry Operator 1.00
Director of Administrative Services 1.00
Deputy Director, Administrative Services 0.00
Executive Assistant (b)0.00
Executive Secretary 1.00
Financial Analyst 2.00
Manager, Accounting 1.00
Manager, Budget 1.00
Manager, Communications & Personal Comp 0.00
Manager, Computer Operations & Applicatio]1.16
Manager, Data Comm. & Telephone Services 1.00
Manager, Information Technology Services 1.00
Manager, Investments, Debts, & Projects 1.00
Manager, Purchasing & Contract Admin.0.95
Manager, Real Property 1.00
Manager, Technical Support (c)1.00
Office Specialist 1.00
Personal Computer Technician (a)3.00
Programmer Analyst (d)1.00
Senior Accountant 4.00
S~nior Buyer 1.00
Senior Financial Analyst 7.00
Senior Systems Analyst (c,e,f)3.00
Staff Accountant 3.00
Staff Secretary 3.00
Storekeeper 3.00
2.00
12.00
4.95
1.00
1.00
1.45
1.00
3.00
0.00
1.00
1.00
0.00
0.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.95
1.00
1.00
1.00
3.00
2.00
4.00
1.00
7.00
3.00
3.00
3.00
3.00
2.00
13.00
3.95
1.00
0.00
1.45
1.00
3.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.95
1.00
1.00
0.00
3.00
2.00
4.00
1.00
9.00
3.00
3.00
3.00
4.00
-1.00
1.00
-1.00
1.00
-2.00
7.00
2.00
13.00
3.95
1.00
0.00
1.45
0.00
3.00
0.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.95
1.00
0.00
0.00
4.00
0.00
4.00
1.00
9.00
10.00
3.00
3.00
4.00
Exhibit A
TABLE OF ORGANIZATION - GENERAL FUND
Supervisor, Data Processing (c)
Systems Analyst (d,f)
Telephone Technician
Warehouse Supervisor
Adjusted Adopted Adjusted
Actuals Budget Budget Budget
1997-98 1998-99 1999-00 Changes 1999-00
1.00 1.00 1.00 -1.00 0.00
6.00 6.00 6.00 -1.00 5.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
TOTALS 79.51 80.35 81.35 3.00 84.35
Footnotes:
(a) Reclassification of 1.0 Computer Operator, 1.0 Personal Computer Technician.
(b) Addition of 1.0 Executive Assistant as part of the IT Strategic Phase One Implementation.
(c) Reclassification of 1.0 Manager, Technical Support and 1.0 Supervisor Data Processing
to 2.0 Senior Systems Analysts.
(d) Reclassification of 2.0 Programmer Analysts to 2.0 Systems Analysts.
(e) Addition of 2.0 Senior Systems Analysts as part of the IT Strategic Phase One Implementation.
(f) Reclassification of 3.0 Systems Analysts to 3.0 Senior Systems Analysts.
Exhibit A
TABLE OF ORGANIZATION - UTILITY FUNDS
Adjusted Adopted
Actuals Budget Budget
1997-98 1998-99 1999-00 Changes
Adjusted
Budget
1999-00
UTILITIES DEPARTMENT
Administration, Electric, Gas, Wastewater Collection and Water
Account Representatives 4.00 4.00
Administrator, Utilities 1.00 1.00
Assist. Director, Utilities Administrative Serv.1.00 1.00
Assist. Director, Utilities Operations/Eng.1.00 1.00
Assist. Director, Utilities Resource Mgmt.1.00 1.00
Associate Power Engineer 0.00 0.00
Business Analyst (a)2.00 2.00
Cathodic Technician 1.00 1.00
Cement Finisher 1.00 .1.00
Chief Electric Under~ound Inspector 1.00 1.00
Chief Inspector W-G-W 1.00 1.00
Coordinator, Utilities Projects 3.00 3.00
Customer Service Representative 3.00 3.00
Customer Service Specialist 3.00 3.00
Director of Utilities 1.00 1.00
Electrical Systems Dispatcher 5.00 0.00
Electrical Undergound Inspector 1.00 1.00
Electric Utilities Compliance Technician 0.00 1.00
Electrical Assistant I 1.00 3.00
Electrician 14.00 15.00
Electrician-Lead 6.00 6.00
Engineer 5.00 5.00
Engineering Manager, Electric 1.00 1.00
Engineering Manager, W-G-W 1.00 1.00
Engineering Technician III 8.00 8.00
Equipment Operator 2.00 2.00
Executive Secretary 2.00 2.00
Field Serviceperson, W-G-W 0.00 0.00
Gas System Technician 3.00 3.00
Heavy Equipment Operator 9.00 9.00
Inspector, PW/WGW 3.00 3.00
Instrumentation Electrician 1.00 0.00
Lineperson/Cable Splicer 10.00 10.00
Lineperson/Cable Splicer-Lead 4.00 4.00
Maintenance Mechanic 2.00 2.00
Manager,
Manager,
Manager,
Manager,
Manager,
Manager,
Manager,
Manager,
Competitive Assessment
Electric Operations
Field and Customer Service
Utilities Marketing Services
Supply Resources
Utilities Information System
Utilities Operations W-G-W
Utilities Rates
1.00 1.00
1.00 1.00
0.00 0.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
4.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
3.00
4.00
3.00
1.00
0.00
1.00
2.00
3.00
13.00
6.00
5.00
1.00
1.00
8.00
2.00
2.00
0.00
3.00
9.00
3.00
0.00
10.00
4.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-1.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
4.00
3.00
1.00
0.00
1.00
2.00
3.00
13.00
6.00
5.00
1.00
1.00
8.00
2.00
2.00
0.00
3.00
9.00
3.00
0.00
10.00
4.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Exhibit A
TABLE OF ORGANIZATION - UTILITY FUNDS
Adjusted Adopted
Actuals Budget Budget
1997-98 1998-99 1999-00 Changes
Adjusted
Budget
1999-00
UTILITIES DEPARTMENT
Administration, Electric, Gas, Wastewater Collection and Water
Manager, Utilities Telecommunications
Marketing Engineer
Meter Reader
Meter Reader, Lead
Office Specialist
Personal Computer Technician (b).
Public Relations Manager
Power Engineer
Resource Planner
Senior Engineer
Senior Field Services Representative
Senior Market Analyst
Senior Power Engineer
Senior Resource Planner
Senior Systems Analyst (c)
Senior Utilities Systems Technician (d)
Staff Secretary
Supervisor, Electric Systems
Supervisor, Shop & Field Services W-G-W
Supervisor, Utilities Customer Service Center
Supervisor, Util Meter Reader & Field Serv.
Supervisor, W-G-W
Supervisor, Water/Meter Cross Conn.
Supervisor, Water Transmission
Systems Analyst (a,c,d)
Truck Driver
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Utilities
Accounting Technician
Credit & Collection Specialist
Engineering Estimator
Field Service Representative
Installer Repairer
Installer Repairer, Assistant
Installer Repairer, Lead
Rate Analyst
Locator
Key Account Representative
Market Specialist
Market Analyst
System Operator
1.00
1.00
6.00
1.00
0.50
0.00
1.00
3.00
5.00
5.00
0.00
2.00
3.00
2.00
0.00
0.00
8.00
5.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
6.00
15.00
2.00
5.00
1.00
1.00
2.00
0.00
2.00
0.00
1.00
1.00
6.00
1.00
0.00
0.00
1.00
3.00
5.00
4.00
1.00
2.00
4.00
2.00
0.00
1.00
8.50
5.00
1.00
1.00
1.00
4.00
0.00
1.00
1.00
1.00
1.00
1.00
3.00
5.00
15.00
2.00
5.00
1.00
1.00
2.00
0.00
2.00
5.00
1.00
1.00
6.00
1.00
1.00
0.00
1.00
3.00
5.00
4.00
1.00
2.00
5.00
2.0O
0.00
1.00
8.50
5.00
. 1.00
0.00
0.00
4.00
0.00
1.00
1.00
1.00
1.00
1.00
5.00
5.00
15.00
2.00
5.00
1.00
1.00
2.00
0.00
2.00
5.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
1.00
1.00
3.00
5.00
4.00
1.00
2.00
5.00
2.00
1.00
0.00
8.50
5.00
1.00
0.00
0.00
4.00
0.00
1.00
2.00
1.00
1.00
1.00
5.00
5.00
15.00
2.00
5.00
1.00
1.00
2.00
0.00
2.00
5.00
Exhibit A
TABLE OF ORGANIZATION - UTILITY FUNDS
Adjusted Adopted
Actuals Budget Budget
1997-98 1998-99 1999-00 Changes
Adjusted
Budget
1999-00
UTILITIES DEPARTMENT
Administration, Electric, Gas, Wastewater Collection and Water
Utilities Systems Technician (b)
Water Meter/Cross Connection Technician
Water Transmission Specialist
Water Transmission Specialist-Lead
2.00 1.00 1.00 -1.00 0.00
2.00 2.00 2.00 2.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
TOTALS 208.50 211.50 215.50 0.00 215.50
Footnotes:
(a) Reclassification of 1.0 Business Analyst to 1.0 Systems Analyst.
(b) Reclassification of 1.0 Utilities Systems Technician to 1.0 Personal Computer Technician.
(c) Reclassification of 1.0 Systems Analyst to 1.0 Senior Systems Analyst.
(d) Reclassification of 1.0 Senior Utilities Systems Technician to 1.0 Systems Analyst.
Attachment C
Budget Amendment Ordinances Impacting General Fund Reserves Approved To Date in 1999-00
Estimated Beginning Budget Stabilization Reserve (BSR)
Balance
Adopted Budget Addition to BSR
Downtown Urban Design Improvements, CIP 19608
Downtown Parking Structure Feasibility Study, CIP 19530
Salary and Benefit Increases Reuoactive to July 1, 1999 for
Management and Confidential Employees
City Manager Executive Recruitment
Friends of the Palo Alto Library Grant
Arts Council of Santa Clara County Grant
Palo Alto Art Center Foundation Donation
Cost of Sound Wall for Tennis Facility at 3005 Middlefield
IT Strategic Plan
Downtown Parking Structure Feasibility Study, CIP 19530
Citizens Options for Public Safety (COPS)
Local Law Enforcement (LLE) Block Grant
($120,349)
(S70,000)
($432,200)
($26,000)
($58,000)
($5,407)
($10,000)
($50,000)
($250,100)
($143,000)
($135,901)
($26,192)
S58,000
$5,407
$10,0t30
$60,534
$135,901
$26,192
$189,566
$18,877,888
$1,2914,000
($120,349)
(S70,000)
($432,200)
($26,000)
$0
$0
$0
($50,000)
$0
($143,000)
$0
$0
($432,200)
($317,917)
BSR Balance After BAO’s $19,250,339
Attachment D
~
Budget Amendment Ordinances Impacting Utilities Rate Stabilization Reserves Approved To Date in 1999-00
11/18/99
Electric Fund
Estimated Electric Distribution Rate Stabilization Reserve
(RSR) Balance
Customer Information System (CIP 9357)
IT Strategic Plan
$6,837,000
($255,000)($255,000)
($2,545)($2,545)($4,213)
Total BAOs
RSR Balance After BAO’s
($257,545)$0 ($257,545)($4,213)
$6,579,455
Electric Fund
Estimated Electric Supply Rate Stabilization Reserve
(RSR Balance
IT Strategic Plan
$12,190,000
($31,207)($31,207)($51,666)
Total BAOs ($31,207)$0 ($31,207)($51,666)
RSR Balance After BAO’s $12,158,793
Gas Fund
Estimated Gas Distribution Rate Stabilization Reserve
(RSR) Balance
Customer Information System (CIP 9357)
IT Strategic Plan
$4,534,000
($63,750)($63,750)
($9,838)($9,838)($16,284)
Total BAOs ($73,588 $0 ($73,588)($16,284)
RSR Balance After BAO’s $4,460,412
G~-Vund .........................................................................................................................
Estimated Gas Supply Rate Stabilization Reserve (RSR)
Balance $3,556,000
IT Strategic Plan ($7,137)($7,137)($11,812)
Total BAOs ($7,137)$0 ($7,137)($11,812)
RSR Balance After BAO’s $3,548,863
Attachment D
Budget Amendment Ordinances Impacting Utilities Rate Stabilization Reserves Approved To Date in 1999-00
11/18/99
Refuse Fund
Estimated Refuse Rate Stabilization Reserve (RSR)
Balance $4,782,000
Customer Information System (CIP 9357)($42,500)($42,500) "
IT Strategic Plan ($2,796)($2,796)($4,689)
Total BAOs ($45,296)$0 ($45,296)($4,689)
RSR Balance After BAO’s $4,736,704
Wastewater Collection Fund
Estimated WWC Rate Stabilization Reserve (RSR) Balance
Customer Information System (CIP 9357)
IT Strategic Plan
$7,154,000
($21,250)($21,250)
($6,719)($6,7t9)($11,111)
Total BAOs ($27,969)$0 ($27,969)($11, ! 11)
RSR Balance After BAO’s $7,126,031
Wastewater Treatment Fund
Estimated WWT Rate Stabilization Reserve (RSR) Balance $3,241,000
IT Strategic Plan ($5,157)($5,157)($8,649)
Total BAOs ($5,157)$0 ($5,157)($8,649)
RSR Balance Afler,BAO’s $3,235,843
Water Fund
Estimated Water Rate Stabilization Reserve (RSR) Balance
Customer Information System (CIP 9357)
IT Strategic Plan
$6,432,000
($42,500)($42,500)
($11,722)($11,722)
Total BAOs ($54,222)$0 ($54,222)
RSR Balance After BAO’s $6,377,778
($19,387)
($19,387)
Vehicle Equipment Fund
Estimated Retained Earnings $9,697,830
IT Strategic Plan ($3,206)($3,206)($5,379)
Total BAOs ($3,206)$0 ($3,206)($5,379)
Retained Earnings Balance After BAO’s $9,694,624
Attachment E
RESOLUTION NO.
RESOLUTION OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE COMPENSATION PLAN FOR MANAGEMENT AND
CONFIDENTIAL PERSONNEL AND COUNCIL APPOINTED
OFFICERS ADOPTED BY RESOLUTION NO. 7890 AND
AMENDED BY RESOLUTION NOS. 7897 AND 7902 TO CHANGE
CERTAIN SALARIES AND CLASSIFICATIONS
The Council of the City of Palo Alto does RESOLVE as
follows:
SECTION i. Pursuant to the provisions of Section 12 of
Article III of the Charter of the City of Palo Alto, the Management
Compensation Plan, adopted by Resolution No. 7890 and amended by
Resolution Nos. 7897 and 7902 is hereby amended by changing certain
employee classifications and salaries, as set forth in Exhibit "A",
attached hereto and incorporated herein by reference.
SECTION 2. The Director of Administrative Services is
authorized to implement the amended classifications and salaries as
set forth in Section !.
SECTION 3. The Council finds that this is not a project
under the California Environmental Quality Act and, therefore, no
environmental impact assessment is necessary.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:City Manager
Senior Asst. City Attorney Director of Administrative
Services
Director of Human Resources
991116 sdl 0032282
c
0 z
0 z
0 z
ATTACHMENT F
Cost Estimate for Implementation of Phase One
1999-00 Costs
(Prorated Costs) *
Ongoing Cost,
Furore Years)
New Position Costs
-Two Senior Systems Analysts - salary
-Executive Assistant - salary
-Non Salary Costs
$107,692 $215,384
$44,001 $88,003
$33,000 $11,400
Reclassification Costs
-Various Reclasses for 11 FTE
-Consolidation Reclasses
$65,407 $104,651
$19,793 $31,671
Total Costs for Phase One $269,893 $451,109
Direct Costs Funded By Utility Funds
Costs Allocated to Utility Funds **
General Fund Costs - Phase 1
$19,793 $31,671
$60,534 $101,520
$189,566 $317,917
Amount Remaining In Placeholder -$10,434
*Prorated Costs assume reclasses are effective November 1999 and new positions are effective
January, 2000
** Allocation to Utility Funds is based on the current allocation of costs from Information Technology
to the Utility Funds