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HomeMy WebLinkAbout2005-02-14 City Council (2)ATTACHMENT A j , Palo Alto Municipal Code 2.28.250 Money collected in the name of the city. The solicitation and collection of all money made in the name of or for the use of units of city government by nongovernmental agencies or agents shall be governed by the following procedure: (a) The purpose for which money is to be solicited or collected shall be referred to the city council; (b) Obtain approval of the city council to enter into such activities on behalf of units of the city government; (c) Obtain approval of the city council on the manner and technique by which the money is to be solicited and/or collected; (d) Establish with the city council prior to the time of solicitation and/or collection the conditions under which the money is to be given to the city of Palo Alto; (e) Report to the city council the total amount of money collected and such costs as were incident to the solicitation and collection of said money within thirty days after collection. ATTACHMENT B General Fund Service Prioritization Matrix -First Draft DRAFT Dept ASD Higher Level of Tier Dept Division Function Scalable Service Cost Type Program/Service Type Service Impact Responsible for all General Fund accounting, accounts receivable, CAFR, Necessary for Proper Organizational monthly reporting, State Controllers Report and coordinating annual ASD Accounting General Ledger/Accounts Receivable No Yes 1,927,671 2 Management external audit. Responsible for all Enterprise Fund accounting, accounts receivable, Necessary for Proper Organizational monthly reporting, FERC reporting and coordinating annual external ASD Accounting Enterprise No Yes 2 Management audit. Necessary for Proper Organizational Responsible for processing and payment for all payables on a citywide ASD Accounting Accounts Payable No Yes 2 Management basis. Necessary for Proper Organizational Responsible for payroll for all city departments, insurance, PERS ASD Accounting Payroll No Yes 2 Management processing, and payroll payables processing. Includes Department Director and Administrative Assistant. Necessary Necessary for Proper Organizational for department adnmistration, Agenda Planning, CMR production and ASD Admin Department Administration No Yes 781,395 2 Management citywide coordination. Budget Development, Production & Necessary for Proper Organizational ' Responsible for the production, monitoring and analysis' of the' City's ASD Budget Monitoring No Yes 807,961 2 Management budget. Responsible for all puchasing administration and purchase order Necessary for Proper Organizational processing on a citywide basis. Receives and processes all RFPs and bids ASD Purchasing Purchasing and Contracts Admin Yes Yes 1,232,187 2 Management for goods and services and CIPs. Responsible for the Central Warehousing facility for all city departments. Necessary for Proper Organizational Includes delivery of mail and goods purchased through purchsing. All ASD Purchasing Stores and Warehousing Yes Yes 2 Management provides inter-department delivery service to all city facilities. Responsible for all city property,Jeases, easements for Utilities Property ManagementlLeasinglEasment Necessary for Proper Organizational construction, right-of-way process and lease and rental payment ASD Real Estate Processing No Yes 559,701 2 Management processing. Responsible for analysing, forcasting and monitoring all city revenues for the Budget. In addition, coordination and production of the Long Range Necessary for Proper Organizational Financial Plan. Also provides oversight for the Utility Risk Management ASD Treasury Revenue Analysis and Forcasting No Yes 233,886 2 Management and the Middle Office functions. Necessary for Proper Organizational ASD Treasury Utillity Risk Management No Yes 75,006 2 Management . Responsible for Middle Office Utilities Risk Management function. Responsible for the City's investment portfolio for all Funds, monitoring Necessary for Proper Organizational and issuing all debt, making debt service payments, complete of ASD Treasury Investments and Banking No Yes 177,309 2 Management investment reports. 1 Dept Division CSD Arts & Culture CSD Arts & Culture :SD Arts & Culture :::SD CubblHuman Services ~SD CubblHuman Services ;SD CubblHuman Services General Fund Service Prioritization Matrix -First Draft Higher Level of Function Scalable Service Childrens Theatre: Outreach Program . . Program done in cooperation with the PAUSD, District PTAs, provides tryouts, rehearsals and preformances at the elementary schools for students and provides tryouts, rehearsals at middle schools for students with preformances at the Children's Theatre. Elementary schools have an outreach program every third year and middle schools every year Yes Community Theatre and Opera Program. Enables the Palo Alto Players, Theatre Works and West Bay Opera to present a variety of dramas, comedies, musicals and opears to an audience of over 50,000 people No Concerts at the Art Center and other locations. Yes Human Services and Cubberley Center Administration and Staff Supervision Yes' Cubberley Center rental, lease and maintenance services No Child Care No Yes No No No Yes Yes Cost 181,468 217,956 13,930 194,510 489,848 71,128 Dept Tier Type 4 Other 4 Other 4 Other ASD Program/Service TYp'e Necessary for Proper Organizational 2 Management Revenue Generating/Self Supporting/Allocated 2 Cost Revenue Generating/Self Supporting! Allocated 2 Cost 12 ~~_J.%. E~ U~(&~tB Service Impact If service is eliminated there would be reduced local opportunities for chrildren. If this program were eliminated local theatre and opera performances would be reduced. Year round series of music concerts at the Art Center and at other locations for children and adults in a variety of musical styles .. Elimination of staff support would result in an inability to effectively manage budget, contracts, division personnel and general administration of the division which includes both Human Services and CUbberley. Rental and Leases of theatre, gyms and rooms generated $2 million for 03/04. Reductions in staffing will result in a lower standard of building maintenance that will impact health & safety and negatively impact revenues. Maintenance costs are recovered by the revenue generated in the rental imd leasing function. Elimination would cut City management of the school age after-school care programs located on PAUSD sites throughout the community. General Fund Service Prioritization Matrix -First Draft r'~' f!j ICT :~ 1\ ~.;;~l l1f~i." ~ Dept ASD tbiV M '1~ fil=--'~ ~ Ul Higher Level of Tier , Dept Division Function Scalable Service Cost Type Program/Service Type Service Impact Recreation & Youth Recreation Seniors -examples: Sr. New Revenue Generating/Self Supporting/Allocated Recovers all direct costs and regular staff salaries. Service impact includes CSD Sciences Year's Day Bash. Friendship Day Yes Yes 11,535 2 Cost 250 participants at the annual new years eve party. Recreation Youth Day Camps -examples: Recovers all direct costs and regular staff salaries. Service impact Recreation & Youth Foothills camps, Camp Story book, Hi Five Revenue Generating/Self Supporting/Allocated includes approximately 1,000 pre-school, youth and teen summer camp CSD Sciences Camp Yes No 166,903 2 Cost participants. Recreation Youth Special Interest Classes -Recovers all direct costs and regular staff salaries. Service impact Recreation & Youth examples: gymnastics, soccer, golf, music, Revenue Generating/Self Supporting/Allocated includes approximately 9,000 pre-school, youth and teen participants in CSD Sciences babysitter training Yes No 324,131 2 Cost various recre~tion programs. Recreation Youth Sports -8th Grade Basketball; Tournament, Jr. Tennis Recovers all direct costs and regular staff salaries. Service impact includes Recreation & Youth Tournament., Jr. Golf Tournament., Sports Revenue Generating/Self Supporting/Allocated approximately 2,000 pre-school, youth ilnd teen summer camp CSD Sciences camps Yes Yes 237,423 2 Cost participants. Recovers 75% of costs. Service impact includes participation of 12 high Recreation & Youth Recreation Therapeutics -examples: Revenue Generating/Self Supporting/Allocated functioning disabled adults in bi-monthly outings and an annual summer CSD Sciences summer camp and Omega Club Yes No 33,289 2 Cost camp for approximately 20 di'sabled youth. Recreation & Youth Adult Individual Sports & Tournaments -Revenue Generating/Self Supporting/Allocated Recovers 22% of costs. The Moonlight Run is also a collaboration with CSD Sciences Senior Softball, Fun Runs Yes No 51,489 2 Cost the Weekly that donates proceeds to various charities in Palo Alto. Junior Museum and Zoo Classes & Birthday Parties-examples: Zoology for Recreation & Youth Preschoolers, Ice Science, Giant Revenue Generating/Self Supporting/Allocated Recovers 68% of costs. Service impact includes 4,500 participants in CSD Sciences Construction No Yes 84,902 2 Cost various Junior Museum & Zoo classes and programs. Recreation & Youth Junior Museum and Zoo Science Outreach· Revenue Generating/Self Supporting/Allocated Recovers 79% of costs. Service Impact includes 1,650 kids participating CSD Sciences PAUSD Schools & East Palo Alto Yes Yes 136,823 2 Cost in science outreach programs at PAUSD schools. Recovers 7% of costs. Service impact includes approximately 14 middle school interns participating in community service volunteer program, Recreation & Youth Intervention/Special Needs -Positive Ventura neighborhood homework center, teen job coaching and CSD Sciences Alternatives for youth Yes Yes 104,847 3 Program targets at-risk children/teens/seniors opportuhities for teens to complete community service sentence hours. This is the core service of the Jr. Museum. Recovers 16% of costs. Theoretical net saving if this service is eliminated is approximately Recreation & Youth $126,767. Service impact includes 150,000 annual visitors to the Junior CSD Sciences Junior Museum and Zoo Exhibits No Yes 151,767 4 Other Museum & Zoo 17 General Fund Service Prioritization Matrix -First Draft i~·1; t~~) i7~\ [~ ,~~ Dept ASD k~· ~t ~~ tt~·,->~i:J. ~ t] Higher Level of Tier Dept Division Function Scalable Service Cost Type Program/Service Type Service Impact Necessary for Proper Organizational Reduction of management position. Reduced program oversight and FIRE Admin Fire Admin. 75010001 Yes Yes 2,944,793 2 Management workload resource reallocation. FIRE FPB Fire Cause Investigation 75030005 No Yes 93,349 Legally Mandated Required by the Fire Code (TitleI9). FIRE FPB Haz. Mat. Code Enforcement 75030004 No Yes 510,508 Legally Mandated Required by Title 19 and 27 of the State Code. FirelBldg: Code Research & Development FIRE FPB 75030002 No Yes 657,917 Legally Mandated Required by Title 19 of the State Code. Reduction of management position. Management oversight and program FIRE FPB Enviromental Coordination 75030003 Yes Yes 58,160 2 Enhances Productivity/Customer Service workload would need to be reallocated. Environmental Safety Mgnt. Admin. Necessary for Proper Organizational FIRE FPB 75030001 No Yes . 135,134 2 Management Necessary for oversight and management of the Fire Prevention Bureau Elimination / reduction of safety and fire prevention education in schools FIRE FPB Public Education 75030006 Yes Yes 190,195 3 Enhances Productivity/Customer Service and community, bicycle safety program, fire station tours, etc. Community & City Disaster PreplP ANDA Reduction of citizen training and loss of training class revenues. FIRE OES 75030007 Yes Yes 332,416 3 Enhances Productivity/Customer Service Reduction of community resources for disaster response. Necessary for Proper Organizational Use of outdated software / manual reporting systems. Reduced efficiency FIRE Ops Systems Develop. & Mgmt. 75050004 Yes Yes 71,659 2 Management and less accurate data collection. Emergency Response & OSHA-Mandated Trg includes: 75040001 FIR TraininglPersonnel,75040002 Training/Technical Development, Required by State (Cal-OSHA). Elimination would not allow us to meet FIRE Supp 75040003 Recruit & Selection No N/A 1,871,926 1 Legally Mandated mandates. Contracting the service out would be cost-prohibitive. Emergency ResponseInc!udes: 75020001, Basic Emergency 75020002, Advanced Emergency 75020003, Fire Suppression 75020004, Haz. Mat Response 75020005, Changes in these areas could result in increased response times, staffing FIRE Supp Emergency Srv. Readiness 75020006 Yes Yes 13,811,502 Legally Mandated level reductions, reduction of service level and quality, loss of revenues FIR Records & Info Mgmt. Admin. Necessary for Proper Organizational FIRE Supp 75050001 No N/A 119,624 2 Management Required reporting systems and data entry Necessary for Proper Organizational FIRE Supp Public Info 75050003 No N/A 150,i97 2 Management Required to fulfill requests for public records. Necessary for Proper Organizational FIRE Supp& FPB Reqd. Reporting Syste!lls Maint. 75050002 No N/A 571,761 2 Management Maintenance of required reporting systems 19 General Fund Service Prioritization Matrix -First Draft ~r.~ Ii F Dept ASD U~~\",.~!< Higher Level of Tier Dept Division Function Scalable Service Cost Type Program/Service Type Service Impact HR Risk & Benefits Inspections No No 8,280 I Legally Mandated Conduct periodic inspections of City operation and facilities Develop and provide training as required by law, including Fit Testing, :. HR Risk & Benefits Safety Training No No 8,280 1 Legally Mandated Ergonomics and DOT as well as updating training as needed Manage City insurance program-negotiate premiums and interpret various coverages. Represent City at IP A risk pool meetings. Administer Special HR Risk & Benefits Insurance programs . No No 22,393 1 Legally Mandated Events insurance program . Advise departments on identification, evaluation, elimination or reduction of risks and liability. Pursuant to State laws, administer DOT drug testing HR Risk & Benefits Loss Control No No 20,271 1 Legally Mandated and DMV Pull Notice pr~gram. Administer City's medical, dental, long-term disability and other benefit plans; includes enrolling new hires, and making employee changes. Coordinate plan amendments and updates. Manage TPA agreements and services. Complete various reports for benefits programs. Counsel HR Risk & Benefits Health Plans No No 119,027 Legally Mandated employees regarding PERS. Manage leave of absences. Maintain FMLA leave buckets. Coordination HR Risk & Benefits Manage leaves of absences No No 26,629 Legally Mandated of return to work. :m. Training & Development SafetylMandated Training No No 58,000 Legally Mandated Necessary in order to comply with State regulations. Revenue Generating/Self Supporting/Allocated iR Training & Development Enterprise ClasseslDevelopment Yes Yes 47,000 2 Cost No longer offer shared programs and forfeit generated revenue. 1:R Training & Development Executive Leadership Academy Yes Yes 34,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities Decrease in Professional Development opportunities and Employee 1R Training & Development Management Academy Yes Yes 39,000 3 Enhances Productivity/Customer Service succession fR Training & Development Lead Worker Academy Yes Yes 44,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities {R Training & Development Customer Service Yes Yes 27,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities IR Training & Development Liebert Cassidy Yes No . 10,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities IR -Training & Development Admin Support Academy Yes Yes 24,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities Professional & Personal Development [R Training & Development classes Yes Yes 78,000 3 Enhances Productivity/Customer Service Decrease in Professional Development opportunities 21 Dept LIB LIB LIB LIB LIB LIB , lIB . : .. JB ~IB ~IB ~IB , JIB Division Function Administration Administration Collections Collections and database management Collections Library materials budget College Terrace Branch Hours of operation Downtown Branch Hours of operation Main Library Hours of operation Main Library Reference service . Main Library Children's services Mitchell Park Library Reference service Mitchell Park Library Hours of operation Mitchell Park Library Children's services Mitchell Park Library Children's services (from CH) General Fund Service Prioritization Matrix -First Draft Higher Level of Scalable Service No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No Yes Yes No No No No No No No Cost 447,460 761,140 500,000 149,700 132,300 474,400 739,300 263,570 293,000 378,000 423,000 263,570 Dept Tier Type ASD Program/Service Type Necessary for Proper Organizational 2 Management 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Program targets at-risk children/teens/seniors 3 Enhances Productivity/Customer Service 3 Program targets at-risk children/teens/seniors 3 Program targets at-risk children/teens/seniors 3 Program targets at-risk children/teens/seniors 23 !)~t£~\F! Service Impact Cutbacks in the Technical Services staff and the materials budget should be coordinated, as the staff are needed to order, catalog and process the new materials Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours and programs would be reduced Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours would be reduced Scalable -for each position cut, service hours and programs would be reduced Scalable -for each position cut, service hours and programs would be reduced General Fund Service Prioritization Matrix -First Draft &fl\Kfj) ft E:T Dept ASD ~ iii'~ 1il"""iM~ ~ ~ . . Higher Level of Tier Dept Division Function Scalable Service Cost Type Program/Service Type Service Impact Necessary for Proper Organizational PLN Administration Administration Yes No 571,615 2 Management Department administration -includes IT allocated charges Time spent answering questions for the public over the phone and at the Development Center. Does not include application intake. Includes PLN Administration Public Information Yes Yes 590,965 3 Enhances Productivity/Customer Service department-wide brochures, public materials, and phone assistance GIS mapping, data, statistics for Planning purposes. Department-wide PLN Administration Maps, records, data, equipment Yes Yes 348,729 3 Enhances Productivity/Customer Service recordkeeping PLN Advance Planning LAFCO fees No No 17,006 Legally Mandated Fees to Local Agency Formation Commission PLN Advance Planning Historic Preservation Yes Yes 175,116 Legally Mandated Review of historic structures, administration of City's historic ordinance Comprehensive Plan development and implementation, other area plans PLN Advance Planning Plans and Studies Yes Yes 336,530 2 Council Top 5 PrioritylMilestone and studies (e.g. Baylands, Historic TDRs for City-owned buildings) PLN Advance Planning Affordable Housing administration No No 139,931 2 Council Top 5 PrioritylMilestone Administration of affordable housing fund PLN Advance Planning ZOU Yes No 294,556 2 Council Top 5 PrioritylMilestone Zoning ordinance update Necessary for Proper Organizational PLN Advance Planning Advance Planning Administration Yes No 104,793 2 Management Division admin, including printing and mailing allocations PLN Building Plan Checking Yes No 830,182 Legally Mandated Review of plans per the Uniform Building Code One-time temporary building inspection services for the Hyatt project for FY04, FY05, and FY06. Budgeted one-time expenses for FY06 are PLN Building Additional Hyatt project Inspectors Yes No 100,000 LegaUY Mandated $80,000. PLN Building Building Inspection Yes No 895,908 Legally Mandated Building inspection services PLN Building ADA Compliance No No 36,796 Legally Mandated Citywide interpreters and other ADA-related services Development Center Counter services and Revenue Generating/Self Supporting/Allocated Development Center counter services and administration for the Building PLN Building Building Division Admin Yes No 642,738 2 Cost Division Lease costs for the Development Center. Moving the Development Revenue Generating/Self Supporting/Allocated Center to a city-owned building would allow the Building Division to pay PLN Building Development Center lease No N/A 420,000 2 Cost rent to the General Fund instead of a private property owner. Cost of providing administrative support, transcription, and legally PLN Current Planning Boards and Commissions No No 535,063 Legally Mandated mandated notices for the City's Planning Commission, ARB, and HRB. PLN Current Planning Other Current Planning No No 674,007 Legally Mandated Design review, rezones, use permits, and other Planning permits PLN Current Planning Code Enforcement Yes No 222,204 Legally Mandated Enforcement of Municipal Code provisions PLN Current Planning Individual Review Yes Yes 202,267 , Legally Mandated Review of two-story single-family homes. Not full cost recovery. 24 Dept Division Function Scalable !POL AS Wildlife Rescue No 'POL ASD Animal Services Administration Yes ?OL FSD SWATIHNT Yes 'OL FSD Patrol Yes . 'OL FSD Evidence Team Yes General Fund Service Prioritization Matrix -First Draft Higher Level of Service Cost Yes 40,000 Yes .274,417 Yes 38,620 Yes 8,846,228 Yes 4,500 Dept ASD Tier Type Program/Service Type 4 Other Necessary for Proper Organizational 2 Management 1 Health and Public Safety 1 Health and Public Safety 3 Enhances Productivity/Customer Service 27 D~ArT Service Impact The care of sick and injured wildlife is not mandated by any state or local laws. The City has offered financial support to Wildlife Rescue Inc. for over a decade. Citizens of Palo Alto can deliver animals to Wildlife Rescue and they care for them until they can be released back to the wild. Animal Control Officers also transport wildlife to Wildlife Rescue. If we were to eliminate or reduce the financial support given by the City, it may hinder the officers option to take animals to Wildlife Rescue. The administrative staff in Animals Services provides direction and administrative support to the entire P AAS. The staff also manages the contracts with regional cities. The elimination of the SWATIHNT teams would require the department to rely on the Sheriffs Department or contract with another city to respond into Palo Alto to deal with major tactical situations. We would lose the ability to control how such incidents would be handled and increase the response time to these incidents. The primary function ofthe Patrol Division is to provide the public with initial police response to emergency and non-emergency requests for service in a coordinated and timely manner. Any reduction in the size of the Patrol Division would greatly impact the level of service to the community. Response times to calls for service would greatly increase. Depending on the level of calls for service, the Patrol Division may only be able to respond to major crimes and eliminate the response to non- emergency calls such as noise violations, minor crimes without suspects and proactive traffic enforcement. Any further reduction in the staffing levels in the Patrol Division would also greatly increase overtime costs due to current contractually mandated minimum staffing requirements. Approximately $1 OOk/yr in revenue is associated with this program. Major crime scenes such as rape, robbery and murder scenes would not be properly processed resulting in fewer cases being solved and a lack of prosecution. Dept Division Function POL FSD Code EnforcementlPermits "OL FSD Patrol CSO Program )OL INV Citizens Academy 'OL INV Crime Prevention Programs Volunteer Program for Police and Animal 'OL INV/AS Services General Fund Service Prioritization Matrix -First Draft Higher Level of Scalable Service Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Cost 104,736 221,132 37,855 58,838 97,163 Dept Tier Type ASD Program/Service Type 3 'Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 29 r'fi ftj) l!1-., ~T ii1i;~ '" ~ ":''"''''''~t& fj Service Impact Oversight for taxi operation, massage applications, door-to-door solicitors and other Municipal Code requirements could be done with a halftime FTE. Would require 5 working days notice for noise exemption permits and up to 10 days delay in in processing and issuance of applicants associated with taxis, pushcart vendors, and door-to-door solicitation. $25,OOO/yr in permit revenue is associated with this program. Disbanding the Patrol CSO program would eliminate the primary responders for minor violations such as lost/found property, parking complaints, noise complaints, leaf blower permitting and other Municipal Code violations as well as response to more serious crimes such burglary reports, grand theft reports and identity theft cases where there' are no known suspects. These cases may be assigned to regular Patrol officers; however, due to calls for service the response times may be extended. If patrol officers are not available, victims of these crimes may be directed to the Police Departments on-line reporting process. Reduction in outreach/education efforts to the community. Currently we conduct two citizen academies per year, allowing for up to sixty citizens per year. Due to current demand, plans are to add a third Citizens Academy. The following programs would be eliminated; Neighborhood Watch, Community Newsletter (4 per year), Community Events and Fairs (10 per year), Community Education Programs, Coordination of the Officer Request for Services Program (150 per year) The use of volunteers in law enforcement benefits the agency, the volunteer and the community. Police and Animal Services maintain a very active volunteer program with over 5,600 hours donated by citizens each year. Volunteers enhance the quality and range of services the Police Department provides to the community while enhancing police- community relations. Approximately 60 active volunteers support the animal program by walking dogs, socializing cats and assisting in making spay and neuter appointments. '. Dept Division Function Scalable . POL P&T Recruiting Team Yes POL PRK Parking Enforcement Program Yes POL TRF Traffic Enforcement Yes )OL TRF Abandoned Vehicle Abatement Program Yes 'OL TRF Habitual Offender Program Yes 'OL TRF Motorcycle Program Yes General Fund Service Prioritization Matrix -First Draft Higher Level of Service Cost Yes 2,000 Yes 1,008,452 Yes 1,152,521 Yes 55,283 Yes, 18,248 Yes 32,000 Dept ASD Tier Type Program/Service Type 4 Other Revenue Generating/Self Supporting/Allocated 2 Cost 1 Health and Public Safety Revenue Generating/Self Supporting/Allocated 2 Cost 3 Enhances Productivity/Customer Service 3 Enhances Productivity/Customer Service 31 r':i~ A, ET &,..~:v Ai '" ~~~ . I Service Impact Eliminate our ability to produce new recruiting material and attend recruiting events. No timed parking limits would be enforced anywhere in the City. This program generates approx $1.5 million in revenue each year. The goal of the Traffic Division is to minimize injury and property damage by promoting a safe and orderly flow of pedestrian, bicycle and vehicular traffic. They provide traffic enforcement and education to pedestrians, bicyclists and motorists. They work cooperatively with the Transportation Department to provide engineering improvements to city streets for a safe and orderly flow of traffic throughout Palo Alto. Any reduction in the Traffic Division would greatly impact the amount of proactive traffic enforcement throughout the City including school zones. Traffic complaints from residence would not be responded to in a timely manner if at all and the number of accident and DUI related problems would most likely increase due to the lack of enforcement. $450,000/yr in revenue is associated with providing traffic enforcement. The nearly 1,000 Vehicles that are reported as abandoned each year would be processed by police officers, resulting in delays to these calls depending on priority and workload. This program generates over $50,000/yr in revenue through the County managed A VASA program. Proactive attempts to locate and tow vehicles that have outstanding parking citations would be limited to Parking Enforcement Officers adding this responsibly to their daily parking enforcement duties. This could result in a loss of parking fines collected. This program generates approx $25,000 in revenue. Traffic officers would no longer enforce traffic violations on motorcycles. This would greatly reduce the effectiveness of traffic enforcement in the City and a reduction in traffic citation revenue. Motor Officers are responsible for the majority of the $450k/yr in revenue received for traffic enforcement. . Dept Division Function POL TSD Crime Analysis POL TSD Management of False Alarm Program General Fund Service Prioritization Matrix -First Draft Higher Level of Scalable Service Yes Yes No Yes Cost 95,909 73,711 Dept Tier Type ASD Program/Service Type Necessary for Proper Organizational 2 Management Revenue Generating/Self Supporting/Allocated 2 Cost 33 ~~~! ~~~1;, l)~ r~~~ ~3P;; ii~:; ~~ ~~~f{~~ --~ Service Impact Work associated with this program would be distributed to existing staff. Clearance rates will go down as the information that is gathered by this position directly impacts case follow-up for the department and other departments in the region. ·Potential dramatic increase in alarm calls for service by patrol as business and residents returned to the former process of not concerning themselves with false alarm responses. In addition, officers would need to remain on alarm calls longer as the mechanism for tracking Responsible Parties would be eliminated and we'd have to return to the previous method of trying to locate a person in cross directories, telephone books or other ·methods. Program generates up to $200k yr in revenue from alarm permits and false alarm fees. Dept Division Function PW Facilities Custodial PW Facilities Maintenance PW Facilities Rehabilitation PW Facilities Cubberley Structures and Grounds In-House PW Facilities Custodial ::>W Facilities Structures/Grounds CIP Support )W Facilities Contract Maintenance Projects General Fund Service Prioritization Matrix -First Draft Higher Level of Scalable Service No No No No No No No No No No No No Cost 1,132,097 1,444,039 344,913 299,610 10,114 41,769 8,396 Dept Tier Type ASD Program/Service Type 1 Health and Public Safety 1 Health and Public Safety 1 Health and Public Safety 1 Health and Public Safety Health and Public Safety Health and Public Safety 2 Council Top 5 PrioritylMilestone 35 f-""t A~~\ bk: ec;r ~,-~ "%.M·J--~~ -Kr. Service Impact This portion of the Divisions servic.es and contract services is for the continuous custodial services for all facilities in the city. From custodial, housekeeping supplies and chemicals" paper goods, window washing, to public pay toilets. These services must continue for all facilities that remain open. This portion of the Divisions services and contract services is for the maintenance of all facilities in the city. These services would include all plumbing, heating and air conditioning, glass repair, mechanical repairs, pool maintenance, elevator maintenance, fire and life safety systems, etc. Services must continue for all facilities that remain open. Rehabilitation services for the city includes replacements of windows, roofs, flooring, sampling/testing and moving services for rehab activities. This portion of the Divisions services and contract services are located at the Cubberley facility. These services would include all maintenance/repairs in plumbing, heating and air conditioning, fire sprinkler system, elevator maintenance, pavement repair, tree trimming, etc. Services must be provided for facilities that remain open. This area of the In-house custodial is the GF allocations and vehicle , maintenance of the custodial part of the facilities operations. This area of Facilities is dedicated to the support ofthe Structures/Ground CIPs for purchasing and moni,toring of the projects procurement needs. T~is activity contains incidental charges for the costs of contract maintenance distribution to outside vendors; but at the same time houses the cost plan details that are distributed to the city departments and returned as a credit to revenue for this Division's operations. Dept Division Function PW Operations Misc Street Maintenance PW Operations Skin Patching PW Operations Pothole Patching PW Operations Base Repair PW Operations Crack Fill PW Operations Sidewalks CIP Support PW Operations Sidewalks In-House Maintenance PW Operations Sidewalks In-House Misc Maintenance "W Operations Sidewalk Replacement )W Operations Sidewalks Temporary Repair )W Operations Tree Inventory Management 'W , Operations In-House Street Tree Maintenance 'W Operations In-House Park Tree Maintenance General Fund Service Prioritization Matrix -First Draft ""="" ""'~,. .," ". ,.~"'" Higher Level of Scalable Service No No No No Yes Yes Yes Yes Yes Yes Cost 539,026 43,618 302,911 76,242 1,063,186 5,160 Dept Tier Type 1 1 1 1 ASD Program/Service Type Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety Health and Public Safety I Health and Public Safety Health and Public Safety Health and Public Safety 37 '" ., e' ," "/", t' I' ~~~~ ~.~ , "'\i1. "';""'\, " 0iEi 1ll>!ft~itl.. ill Service Impact These activities represent the core services for maintaining the street maintenance/repair services for the city. These services include patching/ repairing of all pot holes, skin patching, base repairs and crack fills. No Change No Change No Change No Change Elimination -Services to be eliminated in order for sidewalk repair and maintenance to be maintained by the sidewalk contract. Elimination -Services to be eliminated in order for sidewalk repair and maintenance to be maintained by the sidewalk contract. Elimination -Services to be eliminated in orner for sidewalk repair and maintenance to be maintained by the sidewalk contract. Elimination -Services to be eliminated in order for sidewalk repair and maintenance to be maintained by the sidewalk contract. Elimination -Services to be eliminated in order for sidewalk repair and maintenance to be maintained by the sidewalk contract. Approx. $5,000 will be required for material money to continue to perform temporary repairs using existing street maintenance crews. The city has an enormous inventory for the aged and newly planted trees within the city. This requires a management system that is operated'and monitored for the history, species, health and maintenance ofthe urban forest. At the same time, street tree and line clearing inventory maintenance is required for the safety of the public and it's infrastructures. Tree trimming and pruning is a large portion of this service for the maintenance of the tree inventory and for the safety of the public, the sidewalks and buildings that are in the trees proximity. This includes annual trimming and pruning. Line clearing is funded through Utilities (20020 I 05). This service includes trimming and pruning for trees in City parks. "