HomeMy WebLinkAbout2002-11-12 City Council (2)City of Pa lr -
C ty Manager’s
!
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT: UTILITIES
DATE:NOVEMBER 12, 2002 CMR:432:02
SUBJECT:APPROVAL OF REVISED UTILITIES STRATEGIC PLAN
PERFORMANCE REPORT, MARCH 2002 THROUGH JUNE 2002
RECOMMENDATION
The Utilities Advisory Commission and staff recommend that the City Council approve
the revised Utilities Strategic Plan as described in Attachment A and Attachment C of the
October 2, 2002 UAC Packet.
PROJECT DESCRIPTION
Significant external events affected the Utilities, operating envirc~nment and impacted the
evolution of the Utilities Strategic Plan including the bankruptcies of PG&E and Enron,
and competitive changes in the deregulated environment. The ever-changing California
energy market necessitates a reprioritization of many of the tactics anticipated when the
Utilities Strategic plan was originally crafted. These suggested improvements are
described below. Additionally, a typographical error in previous reports has been
corrected for Strategy 6 to read, "Maintain stable General Fund transfers, and maintain
financial strength."
Strategic Issues - Adjustments to Tactics in the Strategic Plan
Governance: Deregulation risks have faded, and governance is not a pressing issue as it
may have been under a more competitive environment. Despite the reduced competitive
threats, the UAC wished to continue reviewing governance issues in order to improve
communication between UAC and Council, which could enhance efficiency and
effectiveness. Proposed change to Strategy 3, Tactic B is:
S3B: Review the Municipal Code for governance and organization changes, which could
improve Utilities communication and success.
CMR:432:02 Page 1 of 3
Customer Confidentiality: The risks of losing valuable customers due to information
and privacy issues have faded as deregulation fades in importance. The UAC suggested
wording the confidentiality tactic with privacy and customer satisfaction in mind as
follows:
S3E Protect customer confidentiality to the greatest extent possible, as allowed by
governing law.
Outsourcing: Based on UAC discussion, the outsourcing tactic was moved to Strategy 3,
Tactic C as a streamlining measure for non-strategic work.
$3C: Examine outsourcing for cost-effective opportunities
Brand presence in the delivery of valued products and services: Recognizing the importance
of the CPAU brand in delivering products and services to our customers, the proposed change to
Strategy 4 is:
S4Deliver products and services ~am~*i~’~ma~l~- valued by our customers, and
continue to build CPAU brand presence.
Reliability and distributed generation: Reliability is addressed in several areas under
Strategy 4. Thus far there has been low customer interest in distributed generation (DG).
It appears to be a diminished threat under deregulation, and competitors have not stepped
in to CPAU’s service area thus far. Financial and technical customer assistance options
may be explored further, if appropriate, for reliability and efficiency measures under this
tactic. Staff is continuing to monitor and evaluate DG as part of the overall long-term
electric acquisition plan.
S4H: Explore technical and financial assistance and standards for customers who wish to
install distributed generation equipment
Maintain General Fund Transfers: It was discovered that the previous term in Strategy
6 "Maximize General Fund Transfers" was in error, and so this has been changed to
"Maintain stable General Fund Transfers, and maintain financial strength" in Strategy 6.
Deleted tactics: These tactics were proposed for deletion in the previous Strategic Plan
report. They have been deleted after discussion at the April and October UAC meetings:
~cial
gSF: 9c~ ~tandby anted ¢r ~and~
CMR:432:02 Page 2 of 3
BOARD/COMMISSION REVIEW AND RECOMMENDATIONS
Staff sought UAC feedback on the progress and the evolution of the Utilities Strategic
Plan presented in the report, and it was discussed and unanimously approved at the
October 2, 2002 UAC meeting.
POLICY IMPLICATIONS
These proposed changes in tactics will strengthen and enhance the Utilities Strategic Plan
to keep pace with the dynamic energy industry environment.
ATTACHMENTS
A: UAC Packet, October 2, 2002
B: Minutes of UAC Meeting, October 2, 2002
PREPARED BY:
DEPARTMENT HEAD:
CITY MANAGER APPROVAL:
KEVIN KELLY ~)
Utilities Market Analyst
EMIL~HARRISON
Assistant City Manager
CMR:432:02 Page 3 of 3
MEMORANDUM 2
TO:UTILITIES ADVISORY COMMISSION
FROM:UTILITIES DEPARTMENT
AGENDA DATE:
SUBJECT:
OCTOBER 2, 2002
UTILITIES STRATEGIC PLAN PERFORMANCE
REPORT, MARCH 2002 THROUGH JUNE 2002
REQUEST
Review and recommend that City Council approve the revised Utilities Strategic Plan as
described in Attachment A and Attachment C.
BACKGROUND
On May 21,2001, the City Council approved the Utilities Strategic Implementation Plan
[CMR:223:01] and directed Staff to make periodic progress reports on the performance
of the Utilities in meeting the objectives of the strategic plan. Staff committed to update
the UAC and City Council twice per year about the performance of Utilities.
The first strategic plan performance report was presented to the UAC in November 2001,
and to City Council in January 2002 [CMR:129:02]. The initial report focused on
performance measures.. Council indicated a desire to be presented with a discussion of
activities. A second report was presented to the UAC on April 10, 2002, covering the
period from July 2001 through February 2002.
The attached report, covering March 2002 through June 2002, provides key
accomplishments and activities as well as key performance measures for each of the
strategic objectives. The report also includes discussion of recommended modifications
to the Utilities Strategic Plan in order to adapt to the changing utility industry
environment.
Staff seeks UAC feedback on the progress and the evolution of the Utilities Strategic Plan
presented in this report.
DISCUSSION
The attached report is organized as follows:
Strategic Plan Evolution
This section highlights important external events that have had a significant impact on
implementation of the Utilities Strategic Plan, and summarizes key tactics that should
be modified from existing Strategic Plan due to changes in the utility indufitry
environment.
Key Accomplishments
This section highlights major milestones, accomplishments, and issues tied to the Key
Strategies and Supporting Objectives. Major milestones and accomplishments are
from March 2002 through the end of June 2002. Discussion is organized by overall
organization and then by division.
Overall Utilities Organization
Engineering and Operations Division
° Electric Engineering & Operations
° WGW Engineering & Operations
Customer Support Services Division
Resource Management Division
o Summary Performance Measures
This section provides a summary of the key performance metrics for each of the four
Supporting Objectives of the Utilities Strategic Plan. More detail on these and other
impact measures are provided in the UAC quarterly reports.
EXECUTIVE SUMMARY
Significant external events affecting the Utilities’ operating environment and impacting
the evolution of the Utilities Strategic Plan include the bankruptcies of PG&E and Enron.
The ever-changing California energy market necessitates a reprioritization of many of the
tactics anticipated when the Utilities Strategic plan was originally crafted. These
suggested improvements are described in the attached report. Additionally, a
typographical error in previous reports has been corrected for Strategy 6 to read,
"Maintain stable General Fund transfers, and maintain financial strength."
Activities undertaken across all divisions as important tactics under the seven Key
Strategies have achieved numerous milestones and accomplishments that further the four
Supporting Objectives of the Utilities Strategic Plan. The accomplishments described in
the attached report are summarized in Attachment B, which provides a cross-reference
relating each activity to the Objectives and or Strategies to which it is most closely
related.
The key metrics for Customer Satisfaction, Reliability, Financial Performance and
Municipal Value demonstrate successful progress towards achieving the objectives of the
Utilities Strategic Plan. Progress to date indicates that Utilities is on track to meet its
objectives for FY 2002/03.
ATTACHMENTS
A:Utilities Strategic Plan
B:Strategic Plan Accomplishments Matrix
C:Utilities Strategic Plan Performance Report, March 2002 through June 2002
PREPARED BY:
KEVIN KELLY ~"
Utilities Market Analyst
DEPARTMENT HEAD:
DJ of Utilities
ATTACHHENT A
Utilities Strategic Plan Summary
(Proposed Strategy edits are shown as ~ or underlined. For clarity, only additions are shown for
Tactics, with strikeouts described in Attachment C)
MISSION
"To build value for our citizen owners to provide dependable returns to the City and citizens of
Palo Alto and to be the preferred full service utility provider while sustaining the environment."
SUPPORTING OBJECTIVES
1. Enhance customer satisfaction by delivering valued products and services.
2. Invest in utility infrastructure to deliver reliable service.
3. Provide superior financial performance to the City and competitive rates to customers.
4. To identify and maintain the unique advantages of municipal ownership.
KEY STRATEGIES, Years 2001-06
STRATEGY 1:Operate distribution systems in a cost-effective manner.
STRATEGY2:Preserve a supply cost advantage compared to the market price.
STRATEGY3:Streamline and manage business processes to allow CPAU to work efficiently
and cost-effectively.
STRATEGY 4."Deliver products and services ’ ’valued by our
customers, and continue to build CPAU brand presence.
STRATEGY5:Attract and retain employees with critical skills and knowledge.
STRATEGY 6."~Maintain stable General Fund transfers, and maintain financial
strength.
STRA TEGY 7:Implement programs that improve the quality of the environment.
KEY STRATEGIES with TACTICS
STRATEGY 1: Operate distribution systems in a cost-effective manner.
A. Accelerate the capital improvement program to reduce maintenance costs in later years when
competition ~ become more intense.
B.Develop multi-year supplement contracts with local contractors to reinforce staffs installation of new
water, gas, and wastewater services.
C.Provide customized reliability solutions to meet customer needs.
D. Identify and implement measures to reduce the frequency of contractors accidentally rapturing mains.
STRATEGY 2: Preserve a supply cost advantage compared to the market price.
A.Explore alternative supply methods and projects to control the cost of electric, gas, and water
commodities to meet existing and future customer needs.
B.Investigate partnerships, alternative sources, and projects to secure low cost, reliable transmission for
commodity supplies.
C.Manage exposure to energy commodity price risk.
D.Enhance wholesale revenues through optimization of contractual rights for transmission and
generation.
E.Work through partner agencies such as BAWUA, TANC and NCPA to become a more effective voice
for our mutual benefit.
ATTACHIVIENT A
STRATEGY 3: Streamline and manage business processes to allow CPAU to work efficiently & cost
effectively.
A.Develop, execute, and monitor servicelevel agreements with other City Departments.
B.Review the Municipal Code for governance and organization changes, which could improve Utilities
communication and success.
C.Examine outsourcing for cost-effective opportunities.
D.Support City effort to streamline budget, administrative, and regulatory processes.
E.Protect customer con_fidentiali _ty to the greatest extent possible, as allowed by governing law.
F.Track and evaluate other departments’ charges to Utilities accounts.
STRATEGY 4: Deliver products & services valued by our customers and continue to build CPAU brand
presence.
A.Reliability services
B.Convenient customer bill payment and self-servi~e options consistent with "e-government" tactics
C.Energy and water efficiency, information and control services
D.Installation and maintenance services
E.Commodity products
F.Telecommunications products
G.Special Facilities and metering options
H.Explore technical and financial assistance, and standards for customers who wish to install distributed
generation, equipment
I.Provide 24 x 7 field customer service
STRATEGY 5: Attract and retain employees with critical skills and knowledge.
A.Offer compensation and benefit packages that are competitive with private industry and consistent with
the local markets.
B.Evaluate hiring practices to allow the Utility to respond to a competitive environment.
C.Promote a safe and drug free work place.
D.Evaluate establishing apprenticeship and recruiting programs.
STRATEGY 6: Maintain stable transfers to the General Fund.
A.Maintain reserves within established guidelines.
B.Balance transfers between enterprise funds to provide flexibility.
C.Maintain bond-financing ratings and consider it to fund major projects.
D.Optimize the economics of buying rather than leasing property.
E.Complete the work order cost system.
F.Create performance measures and establish budgetary and cost monitoring tools.
STRATEGY 7: Implement programs that improve the quality of the environment.
A.Support implementation of the environmental components of the City’s Comprehensive Plan.
B.Improve existing green pricing program.
C.Support implementation of the City’s Sustainability Program.
D.Support investment in future green resource projects.
E.Implement Public Benefits and demand side management programs.
F.Provide sustainability life cycle cost analysis to Palo Alto customers.
G.Enhance conservation.
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Attachment C
Utilities Strategic Plan Performance Report
March 2002 through June 2002
October 2 UAC Meeting
OUTLINE:
1.Strategic Plan Evolution
2.Key Accomplishments
Multi-Division
Electric Engineering & Operations
WGW Engineering & Operations
Customer Support Services
Resource Management
3.Summary Performance Measures
Strategic Plan Evolution
As reported in the last update, the Strategic Plan tactics have been slightly modified
and!or combined with other tactics, due to changes in the utility industry operating
environment. These proposed changes are integrated with Commissioner discussion
from the prior UAC meeting.
Industry changes that have impacted Utilities operations during the review period
o PG&E banlcruptcy
o Enron bankruptcy
o Direct Access (DA) suspension
~Water infrastructure concerns (Hetch Hechy upgrade)
Strategic Issues - Adjustments to Tactics in the Strategic Plan
Governance: Deregulation risks have faded, and governance is not a pressing issue as it
may have been under a more competitive environment. Despite the reduced competitive
threats, the UAC wished to continue reviewing governance issues in order to improve
communication between UAC and Council, which could enhance efficiency and
effectiveness. Proposed change to Strategy 3, Tactic B is:
S3B: Review the Municipal Code for governance and organization changes, which could improve Utilities
communication and success.
Customer Confidentiality: The risks of losing valuable customers due to information
and privacy issues have faded as deregulation fades in importance. The UAC suggested
wording the confidentiality tactic with privacy and customer satisfaction in mind as
Attachment C
follows: S3E Protect customer confidentiality to the greatest extent possible, as allowed by governing
law.
Outsourcing: Based on UAC discussion, the outsourcing tactic was moved to Strategy 3,
Tactic C as a streamlining measure for non-strategic work.
$3C: Examine outsmircing for cost-effective opportunities
Brand presence in the delivery of valued products and services: Recognizing the
importance of the CPAU brand in delivering products and services to our customers, the
proposed change to Strategy 4 is: "
$4 Deliver products and services for competitive :arkets valued by our customers, and continue to build
CPAU brand presence.
Reliability and distributed generation: Reliability is addressed in several areas under
Strategy 4. Thus far there has been low customer interest in distributed generation. It
appears to be a diminished threat-under deregulation, and competitors have not stepped in
to CPAU’s service area thus far. Financial and technical customer assistance options may
be explored further, if appropriate, for reliability and efficiency measures under this
tactic. Staff is continuing to monitor and evaluate DG as part of the overall long-term
electric acquisition plan.
S4H: Explore technical and financial assistance and standards for customers who wish to install distributed
generation equipment
Maintain General Fund Transfers: It was discovered that the previous term in Strategy
6 "Maximize General Fund Transfers" was in error, and so this has been changed to
"Maintain stable General Fund Transfers" in Strategy 6.
Deleted tactics: These tactics were proposed for deletion in the previous report. They
¯ have been deleted after discussion at the April UAC meeting:
SSD: A~ess the value of indivi~ua! b’asineas units
2
Attachment C
2. Key Accomplishments
This section highlights major milestones, accomplishments, and issues tied to the Key
Strategies and Supporting Objectives. Major milestones and accomplishments are
from February 2002 through the end of June 2002.
Multi-Division
Completed 2001-02 Water and Energy Management Plan for City Facilities
Provided support to City Manager’s Office for Green Business Certification (Print
Shop and other City facilities)
Provided technical, labor, and financial support to the City Manager’s Office on
PAUSD Sustainability Committee
Assisted with City-wide Contract Streamlining Committee
Production of the Fingertip Facts booklet
Bottom-line budget recommendations resulted in a savings to the General Fund of "
over $500,000.
Contributed to public process in successful passage of water related bills to improve
the reliability of the Hetch Hetchy system through committees
Proceeding with Enterprise Resource Plan (ERP), now called RAFTS, to integrate
and streamline IT solutions City-wide. Software and vendor selection began June
2002. Implementation underway in cooperation with ASD.
Electric Engineering & Operations
Fiber to-the home trial (FTTH) successfully implemented; drafted business plan.
FTTH was completed within budget; time flame was extended three months longer
than originally expected.
Completed the design engineering for the Park Blvd. Substation Bus Reconfiguration.
Contract design is 3 months behind schedule and the project is within budget.
Completed the design for Underground District 38. Contract design is 3 months
behind schedule and the project is within budget.
Completed the design for Breaker Relocation at Park Blvd Substation. Project is on
time and within budget.
Completed the trial distribution rebuild in the Northampton Southampton area on
time and within budget.
Completed engineering on 121 Work Orders.
Completed safest 12 months in the past 4 years.
Eliminated 1 management position.
WGW Engineering & Operations
Stanford Sand Hill Road rebuild design review and construction coordination.
Completed on time and withinbudget.
Attachment C
Emergency repairs of Quarry Water Booster Station. Completed on time and within
budget.
Emergency replacement of the Oxford Avenue Water Main between Birch and Park
Blvd. Completed on time and within budget.
Emergency repairs of the 18" CCP Page Mill Road water main. Completed on time
and within budget
Emergency replacement of the Oxford Avenue Water Main between Birch and Park
Blvd. Completed on time and within budget.
Hoover Pavilion Water Service Loop installed. Completed on time and within budget.
Designed and installecYdemo 378 work orders for new gas service installations.
Designed and installed 83 work orders for new water service installations.
Designed and installed 32 work orders for new gas service installations.
493 new water, gas, and wastewater services installed by Operations crews.
Completed 85% design of 16,000 linear feet of water main for WMR 16. Project is on
schedule and within budget.
Design of 30,000 linear feet of gas main completed for GMR 12. Project is on
schedule and within budget.
New Wastewater Collection System Master Plan project is 65% complete. Project is
3 months behind schedule and within budget.
Design of 29,880 feet of new sewer completed for Sanitary Sewer Rehabilitation
Project 14. Project is being advertised. Bid opening on 09/24/02.
Wastewater Collection System map data base synchronized with GIS BASE Map
DataBase. One mapping system update for WWC.
662 WGW plan reviews performed by Customer Service Group for WGW new
customers. Completed 84% on time and 100% within budget.
Construction contracts 99% complete for Water Main Replacement Project 15.
Project is on schedule and within budget.
Construction completed for Gas Main Replacement Project 11. Completed on time
and within budget.
Arastra Property Utility Access Road hard surfacing project is 80% complete and
within budget.
SCADA controlled emergency automated safety shut-off valve upgrades for Gas
Stations 1,2, & 4 installed. Completed on time and Within budget.
Contract awarded 5/20/02 for the Water Wells, Regional Storage and Distribution
Study Phase I design projects. Project is on schedule and within budget.
294 gas service transfers on GMR 11. Completed 96% and within budget.
300 gas service transfers on GMR 9. Completed 70% and within budget.
600 gas service transfers on GMR 10. Completed 88% and within budget.
265 gas service transfers on GMR 8. Completed on time and within budget
60 gas main system connections constructed on GMR 10. Completed on time and
within budget.
80 gas main system connections constructed on GMR 11. Completed on time and
within budget.
4 new large diameter gas meter sets designed and installed for the Sand Hill Road
Project rebuild, completed on time and within budget.
4
Attachment C
Customer Support Services
¯Managed and completed upgrade to Customer Information System within budget.
¯Customer Service Center responded to 3.5% increase in call activity while reducing
average customer time on hold by 23%
Field customer service responded to 20% increase in service orders while maintaining
A+ safety record
~Completed CEC grant-funded Lighting Retrofit of 60 City buildings
¯Completed CEC Grant-funded LED Traffic Signal Project
¯Marketed fixed-term gas contracts with large customers
®Introduced 24x7x365 days Customer Field Service Operation to enhance the safety,
reliability and convenience of utility service in Palo Alto
Issued revenue bonds for Water and Gas CZP, made ratings presentations and
received excellent credit ratings
¯Obtained Council approval and implemented water, gas, and sewer rate adjustments
o Restored financial health to Gas Fund and reserves
¯Administered and processed several thousand rebate applications involving 4,500
efficiency measures and launched new 2-year Smart Energy Program
Provided assigned accounts with customized water and energy consumption and cost
reports
Provided support to Utilities Engineering and Operations by communicating Cl1~
schedules, resolving customer complaints, providing input into emergency planning
activities, and scheduling planned outages with customers
Assisted with market research activities including: effects of economic downturn on
local businesses
®Utilized "Goldmine" (the UMS Customer Relationship Management software) to
communicate with customers regarding post-September 11 th Utilities security
activities, emergency notifications regarding service disruptions, and water quality
notifications
Proactively terminated unfavorable 7 year retail customer contract saving Electric
ratepayers $1.3 million.
o Introduced Automatic Bank Drafting for customer convenience
¯Established a working relationship and a plan with the San[a Clara Valley Water
District to collaborate on water efficiency programs in Palo Alto
¯Expanded Residential Rate Assistance Program to low-income housing complexes
,Distributed 2,000 compact fluorescent lamps at a CFL giveaway at the Palo Alto
Hardware Store
Launched the new "Smart Energy" program during a Low Cost-No Cost Efficiency
Workshop for the Public (100 participants)
Coordinated and distributed information to our largest customers for the Fire
Department reg,arding a hazardous materials database "
Resource Management
Residential customer satisfaction survey conducted, result: high ratings compared to
utility industry benchmarks
Attachment C
Conducted survey Of commercial and industrial customers for willingness-to-pay for
green power and integrated results in long-range portfolio plan
Intervened at FERC protesting the imposition of inequitable market designs
Completed internal audit of CPAU Energy Risk Management Policies and Procedures
and began implementation program
Negotiated cost sharing arrangement with City of Alameda
Renewable portfolio analysis provided to UAC and Council
Draft electric portfolio guidelines provided to UAC (and presented at public forum)
Substantial progress on implementing more stringent RFP guidelines for purchase of
25 MW power contract for the years 2005-2009
Supported an extension of the Gas Accord settlement through 2003 thereby keeping
our gas transport costs stable
Long range portfolio plan town hall meeting held.
Continued to implement gas laddering strategy with modified purchases for 02-03
o
Continued to provide support to protect City’s interests in the Enron and PG&E
bankruptcies; Managed daily gas operations after cancellation of Enron contract;
issued RFP for new operations supplier
Summary Performance Measures for Supporting Objectives
This section provides asummary of the key performance metrics for each of the four
Supporting Objectives of the Utilities Strategic Plan. More detail on these and other
impact measures are provided in the UAC quarterly reports.
Customer Satisfaction: Independent Consultant Analysis and Benchmarking
In April 2002, CPAU contracted with RKS Research of New York to conduct an in-
depth analysis of customer satisfaction with the electric utility. RKS Research is a
nationally recognized specialist in this field, and has conducted several studies on
behalf of the California Municipal Utilities Association (CMUA) in the past.
CPAU scored highly on customer-valued qualities like "Customer Focus", "Customer
Interface", "Expectation Fulfillment", and "Price." RKS Research also compared
CPAU’s scores with customer satisfaction scores from other municipal and investor-
owned utilities. CPAU exceeded national benchmarks in all areas of RKS’s value and
service ratings.
Highlights of the survey included: , "
® Very high ratings for CPAU customer representatives’ courtesy, knowledge, and
active listening skills.
®High ratings for length of wait to speak to a representative, and easy to understand
and accurate bills.
Agreement from 55% of Palo Alto customers that CPAU works hard to contain
costs, compared to only 16% of California investor-owned utility customers.
6
Attachment C
A strong majority of CPAU customers, 76%, reported "very positive overall
feelings" about their utility, compared to 72% for other California municipal
utilities.
A high rating of 8, on a scale of ten, for "overall satisfaction with the utility,"
from CPAU and other California municipal utility customers compared to 6.3 for
California investor-owned utilities.
45% of the customers surveyed indicated participation in one or more public
benefits programs offered by CPAU a number significantly higher than other
municipal utility customers statewide.
CPAU customers awarded higher ratings for community involvement compared
to customers of other municipal utilities throughout California. (SO4)
Residential customer willingness-to-pay for green power metrics were utilized in
the design of the long-term electric portfolio plan. ($7)
CPAU’s 7.3 score on "exceeds your expectations" compared well to a benchmark
score of 7.1 for all utilities in Northern California. (Based on a scale of 0 to 10.)
Customer Satisfaction: Gap Analysis
Utilities staff implements an ongoing customer satisfaction feedback process. Customers
are provided survey cards on which to describe their recent experience with Utilities
employees such as those performing routine field work, overseeing construction projects,
handling an onsite visit, administering an efficiency program, etc. This data is collected
on an ongoing basis and analyzed on a quarterly basis. The "gap" is the difference
between the level of service "Expected" by the customer and the level of service
"Delivered To" the customer. Customer Satisfaction is measured by comparing 1) the
customer’s scores on what they expected from the Utilities,’to 2) their scores on what
Utilities delivered to them. A high number indicates a high level of delivered service.
The tables below show for the past five quarters (1) raw scores for delivered service and
(2) percent that delivered service exceeded customer expectations.
Gap Analysis -Average Raw Score forDelivered Service (Scale 1 to 7)
2001 2002
Calendar Q 1Q 2__Q 3Q 4Q 1Q
WaterGasWastewtr Ops 6.1 6.1 5.8 6,6 5.6
Energy Efficiency Program 6.4 5.9 6.~/6,6 6,7
Utilities Engineering 6.6_6.4 4.2 5,6 5.6
OVERALL 6.2 . 6.0 6.1 6.2 6.0
Gap Analysis - % Exceeding Customer Expectations at Point of Contact
2001 2002
WaterGasWastewtr Ops 7%7%6%26%-4%
Energy Efficiency Program 7%3%13%9%10%
Utilities Engineering 11%21%-26%5%0%
OVERALL 7%6%9%13%6%
7
Attachment C
Conclusions:
® Overall, Palo Alto utility customers give high ratings to the Utilities in meeting
their expectations. In the 1st Quarter of 2002, the Gap Analysis indicates that
-Utilities has exceeded customer expectations by 6% percent overall.
o In general, customers give Utilities very high ratings on Courtesy and satisfactory
ratings on Timeliness in responding to their needs.
WGW Operations experienced a slightly higher incidence of customers requesting
follow-ups with a supervisor, and service scores declined. Satisfaction ratings in
Public Benefits / Energy Efficiency remain high.
8
Attachment C
Infrastructure Investment and Reliability:
Electric: Average outages as number of outage minutes per customer. (O1,$1)
Outage minutes are slightly above the target goal of less than 60 minutes per
customer average. These numbers below exclude the November 2001 Storm Data.
160
~40
~20
~00
8O
Electric Service interruptions FY 01
60
40.
20
0
131 134IAII outage dataI 122 125
73 / 68
excluded
/
July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
I’Average for storm on 11/24/01 is 65.4 minutes I
From a customer satisfaction viewpoint, RKS Research reported that while residential
CPAU customer perception of reliability regarding outages and interruptions is good, it is
slightly lower than levels at other municipal utilities throughout California.
WGW: Service Restoration times. (O1,S 1)
Water service restoration times exceeded target due to 24 hr. disinfection times.
Gas service restoration times are better than target. (Charts next page)
Attachment C
Gas System O&M - Mainline Leak Repairs
Target95% gas service restoration in 4 hours or less
Fiscal Year 01/02
1~4 Hour LtmltTarget -~.-*Actu=l Repllr Time I
Graph 5 - As of June 2002
96% of repairs completed within 4 hours
70-unplanned,5 -planned
Total No, of Leaks- 75
Avg. Hrs, to Repair- 1.4
Water System O&M = Mainline Leak Repairs
95% service restoration in 4 hrs. or less. Shut Down Main To Make Repairs
Fiscal Year 01102
¯I --*-Target .......Actual ]
Graph 3 -As of June 2002
85% service restored within 4 hrs,
including disinfection time
44-unplanned 0-planned
Total No. of Breaks- 44
Avg. Hrs. to Repair- 5.2
including disinfection time
10
Attachment C
Financial Performance and Competitive Rates: Rate Comparisons
Palo Alto’s utility rates are benchrnarked against PG&E for electric and gas rates, and
against nearby cities for water and wastewater rates. Comparisons are shown for total
monthly bills of an average residential, commercial and industrial customer for
electric, gas, and water, and for an average residential customer for wastewater. As
part of this year’s budget review for FY2002-03, Utilities proposed three rate changes
effective July 1, 2002, which Council approved. The net impact of the adopted rate
changes is expected to be an overall decrease of nearly 9 percent or $262 per year in
residential customer bills. The changes were for a natural gas decrease of 26.7%, a
water increase of 20% and a wastewater increase of 25%.
11
$1o0
$90
$80
$70
$60
$50
$40
$3O
$2O
$10
$-
History of Average Residential Electric Bills
650 kwhlmonth
98-99 99-00 00-01 01-02
Fiscal Year
tBPalo Alto .PG&E !
02-03
Attachment C
$30,000
$25,0OO
$20,OOO
$15,000
$10,000
$5,OOO
$-
History of Average Commercial Electric Bills
200,000 kwh & 500 kw/month
98-99 99-00 00-01 01-02
Fiscal Year
[[3 Palo Alto, PG&E ]
02-03
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
History of Average Industrial Electric Bills
5,500,000 kwh & 10,000 kw/month
98-99 99-00 00-01 01-02
Fiscal Year
I oPalo Alto I~1PG&E I
02-03
12
$100
$90
$80
$70
$60
$50
$40
$30
$20
$10
$-
History of Average Residential Gas Bills
30 therms summer, 100 therms winter
98-99 99-00 00-01 01-02
Fiscal Year
ID Palo Alto [] PG&E J
02-03
Attachment C
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
$2,OOO
$1,000
$-
History of Average Commercial Gas Bills
5000 therms / month; bills averaged for summer/winter
98-99 99-00 00-01 01-02
Fiscal Year
02-03
. [DPaloAIto[]PG&E]
History of Average Industrial Gas Bills
30,000 therms / month; bills averaged for summer/winter
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$-
98-99 99-00 00-01
Fiscal Year
01-02 02-03
12Palo Alto []PG&E ]
13
Attachment C
$40
$35
$30
$25
$20
$15
$10
$5
$-
History of Average Residential Water Bills
14 ccf / month
98-99 99-00 00-01 01-02 02-03
Fiscal Year
ID Palo Alto [] Menlo Park [3 Redwood City [] Los Altos [] Mountian View
History of Average Commercial Water Bills
300 ccf/month, 3" meter
$1,000
$900
$8oo
$70O
$600
$500
$400
$300
$200
$100
$-
98-99 99-00 00-01 01-02 02-03
Fiscal Year
[] Palo Alto [] Menlo Park [] Redwood City [] Los Altos [] Mountian View ]
H istory of Average Industrial Water Bills
3000 ccf/month, 6" meter
$10,00o
$9,000
$8,00o
$7,000
$6,000
$5,OOO
$4,000
$3,000
$2,000
$1,000
$-
98-99 99-00 00-01 01-02 02-03
Fiscal Year
rnPalo Alto ¯Menlo Park DRedwood City DLos Altos ¯Mountian View
14
Attachment C
History of Average Residential Wastewater Bills
$25
$20
$15
$1o
$5
98-99 99-00 00-01 01-02 02-03
Fiscal Year
Palo Alto [] Menlo Park rn Redwood City [] Mountian View Los Altos
15
Attachment C
Unique Advantages of Municipal Ownership
As mentioned in the accomplishments matrix section, CPAU provided a water energy
management plan for City facilities, assisted with Green Business Certification, and
provided support to the City’s sustainability efforts. Additionally, CPAU assisted with
the City’s contract streamlining efforts, and provided bottom-line budget
recommendations to provide $500,000 in savings to the General Fund. Palo Alto
residents were invited to participate in a presentation of the long-term energy portfolio
plan and provide their ideas, questions and comments regarding the plan and renewable
energy. CPAU extended the Residential Rate Assistance Program to low income housing
complexes. CPAU also made improvements to the Arastradero Creek Trail to enhance
recreation and benefit local wildlife.
Results of the RKS residential benchmark survey in April 2002 indicated that Palo Alto
residents have very high participation rates in energy efficiency programs, and a new 2-
year Smart Energy program has been launched. (Customer comments on the energy
efficiency programs continue to be very positive, especially on the CFL giveaways in
cooperation with local merchants.) The RKS survey also indicated that 92% of residents
are aware that CPAU is a community owned municipal utility. This compares favorably
to a 70% awareness rate among customers of other municipalutilities in Northern
California. Additionally, 88 percent of the residents surveyed indicated a preference for a
community-owned utility versus investor-owned utility. CPAU’s municipal-preference
score compares well to an 82% score among other customers throughout Northern
California.
Safety
Although safety activities are not mentioned specifically in the Utilities Strategic Plan,
proper safety equipment, training activities, and statistics are monitored and reported on
an ongoing basis.
Total Worker’s Compensation Claims for the fiscal year July 2001-June 2002 for
Utilities decreased to 19 claims, down from 29 claims in the fiscal year July 2000-
June 2001. (This includes all Utilities including administration.)
Worker’s Compensation Claims cost (first estimate) also decreased for Utilities from
$87~841 for FY 2000-2001 to $73,838 for FY 2001-2002.
Electric Operations and Engineering completed the safest 12 months in the past 4
years (as far back records have been kept in that department).
~ The Field Services group has completed 3099 workdays without a lost time incident.
® CPAU presents a Fred Eyerly Safety Award annually to promote safety awareness.
Utilities Safety Statistics Fiscal Year 2001-02 YTD (3/02 - 6/02)
Utilities
OSHA
Recordable
Injuries
6
Lost Time Avoidable
Injuries Automotive
Incidents
1 4
Unavoidable
Automotive
Incidents
1
16
City o£ Palo ARo
Utilities Advisory Commission
OCTOBER 2, 2002
NEW BUSINESS
STRATEGIC PLAN
Ulrich: We were just talking here, we have an overview presentation but it is about 14
slides. What we’re going to cover is the significant events in the Strategic Plan update
involving Strategic Plan, accomplishments and activity highlights, performance measures
and recommendations and next steps. If you’ve had an opportunity to look through this,
you’re welcome to ask some questions. Or encourage me to go through the rest of the
slides, whatever you had think valuable. I’m suggesting rather a short cut because you’ve
had plenty opportunity in the past to look at it. We’ve taken those recommendations and
the changes in the tactics in particular and modified the plan accordingly. In particular,
since Commissioner Dawes is not here to look at it, I don’t think Commissioner Dawes
has a copy of this in front of him. What he has is the over all staff report.
Dawes." I just have [packet] Item 2, John.
Ulrich: Yes, that’s correct. So Mr. Chairman, what would your pleasure be?
Carlson: I would like to do this one as quickly as possible. We’ve started it, but we have
an audience waiting for the next item.
Ulrich: It’s hard to believe that everybody isn’t enthralled with this particular one, but I...
Carlson: There’s much bigger dollars involved here. I guarantee that.
Ulrich: Let me just jump to ...
Carlson: Go ahead.
Bechtel: Mr. Chairman and John, I have comments on someof the specific tactics here.
I have looked it over and have some questions about those. That in general is the extent
DRAFT EXCERPT - TO BE APPROVED 1
of my need for more discussion of this. Some of these are some of the things we had
requested last time. It did not quite get captured in the words and the tactics. I wanted to
ask questions about those, otherwise, I’m quite willing to move through this item quickly.
Carlson: The altemative, now that Commissioner Rosenbaum is here, is just to go ahead
with the other item.
Ferguson: Hear hear.
Carlson: Dick?
Bechtel: I would suggest we follow the agenda as published.
Carlson.’. Well, that’s enough votes. Sorry, John.
Ulrich: We measure success incrementally.
UTILITIES STRATEGIC PLAN - Continued
Ulrich: At your pleasure, we’ll move right ahead.
Carlson.’. Yes, let’s go right ahead and as quickly as we can on the Utilities Strategic
Plan.
Ulrich: Would you like me to just go from where we left off, or for Mr. Rosenbaum’s
benefit start over again?
Rosenbaum: No. By all means, don’t do that.
U_lrich: While this is being set up, you could direct your attention to the handout that you
have on this particular item.
Carlson: As I understand it, the action you’re asking us to do is to approve the revised
summary of the Strategic Plan. Correct?
Ulrich." Yes. The memo to you Item #2, the request is to review and recommend that the
City Council approve the revised Utilities Strategic Plan as described in Attachment A
and Attachment C. I’ll go through it quickly ifI can find it. I went through the overview.
The major industry events that challenged us and were not fully contained in the Strategic
Plan but obviously had some impact on it - the bankruptcy of both PG&E and Enron and
the Hetch-Hetchy infrastructure. So while the Strategic Plan evolves, what we’re
attempting to do is take into account the change in environment that requires us to adjust
and adapt. The plan is designed as a dynamic guideline and so frequently, or
occasionally, changes in the Strategic Plan are needed. It’s important that you participate
DRAFT EXCERPT - TO BE APPROVED
in that, which you have, and that the City Council understands what those changes are
and agree to them. So there’s an ongoing review and refinement that’s part of the plan’s
evolution.
I’ll give you some accomplishment highlights, which we plan to do frequently, at least
twice a year -
*The Utility revenue bonds were issued
*Maintained reliable gas supply with a laddering strategy
*The long-term electric portfolio plan includes renewables that you reviewed and
subsequently the Finance Committee modified slightly last night
*We’ve been extremely successful, I think, in this water advocacy effort
*As I mentioned earlier, budget savings of $500,000. These are primarily areas that
we’ve been able to find in our budget that reflect in savings in the General Fund. That
is not an easy accomplishment, but we’re all one city and we’re attempting to help the
General Fund
*Also, we’ve had some significant streamlining efforts and the Fiber to the Home trial
has been completed.
*The Sand Hill Road design completed
*Gas and water projects on time, within budget
*We’re quite pleased with the 24 by 7 customer service for reliability and convenience
and, yes, you can schedule with us to have your pilots lit at 2am in the morning, if
you’d like that.
*It says upgrade to CIS complete, but there are still continuations that we’re working
on.
*Excellent safety record. Scott and his organization just received an award from the
American Public Gas Association. I don’t think we’ve done that in Palo Alto before.
*Water and energy management plan for City facilities have been complete.
*Residential Smart Energy Program launched.
*Also, I can announce that we have a special program for people who own Eichler
homes that’s going to be rolled out shortly - that is a unique ability for Palo Alto to do
that.
*High ratings on customer satisfactions in the value of municipal ownership. It’s been
extremely high in Palo Alto and Palo Alto has come up very high as compared to our
peer group. Here’s the customer satisfaction level a bit more detail and the gap is the
area between what we’re doing and what the customers’ perception is that where we
should be and you can see that those are very high and, in many cases, the gap is quite
small. It indicates that we have overall customer expectations are being met. Very
high ratings on courtesy, public benefits and energy programs, timeliness of service.
And where it says slight decline in water, gas, wastewater operations, I think some of
that is due to the continued leaks and damage being caused by contractors that
continually dig into our lines and, regardless of who does it, it’s the customers that
suffers those outages.
Independent in-depth telephone survey of 100 residential customers gave us this, kind of,
what we believe is very reliable data. Here’s total Palo Alto, out of a scale of 0 to 10, a
7.4. Total California municipalities, that would include not only us, but City of Los
DRAFT EXCERPT - TO BE APPROVED 3
Angeles, SMUD and all of the other smaller utilities, and then making that comparison
with the California investor-owned utilities and then there’s a number there looking at the
total United States, which includes munis and IOUs.
Infrastructure reliability, we have more work to do in this area. We’re still having
continued outages than are greater than our goal. Some of that is related to storms and
trees knocking over lines.
Natural gas restoration has been quite good, as has the water.
Residential rate history, you can see that and it went up and it is still up in the gas area,
but I was told by Randy yesterday that the differential now between Palo Alto gas and
PG&E gas is in the order of 10%. We’re 10% higher, so that’s significantly better
than we were a few months ago, so we’re able to start to buy gas a lower price and it’s
starting to reflect, not only in our rates, but PG&E costs are going up because they
adjust their bill monthly.
*The other part of the strategy is the benefits of municipal ownership.
*The residential rate assistance program extended to low-income housing. That’s been,
I believe, one of a kind..if you live in a complex that’s been designated for low-
income and you don’t have an individual meter on your apartment or your room, we’re
still calculating that and giving the discount to the building itself, which could be
passed on in the form of lower rent or however from the owner of the building.
*Assisted with City sustainability. Arastradero Creek restoration for hikers and
wildlife. This is the special road construction, trail restoration up there, which will
allow us to get our vehicles up and maintain the facilities.
*High participation in Energy Efficiency programs. Compared to the industry
benchmarks, very high community involvement and municipal preference scores
among residents.
*Safety statistics are really good here and this translates in number of ways: People
going home safely, being able to spend time with their family, reduction in Workers
Comp claims, more time spent with customers and less time being injured. A lot of it
has to do with just focus, focus, focus on this and it sure pays off.
*Next steps: request that these modifications that are in Attachment A and B be
incorporated and then moved on to the City Council. And, as needed, we’ll continue
to review the Strategic Plan tactics and make adjustments. I think the process that we
followed where we come up with changes, bring them to you, we debate them and
then make the changes, I think has worked well. And then, quarterly, track the
progress and then, semi-annually, not only report it to you, but to take it to the City
Council. That’s it.
Carlson: Thank you, John. I guess the action you want is going ahead to the Council
with Attachment A, which has the amendments that we made last time, plus amendments
made last night, or just our amendments?
Ulrich: It would just be yours. It’s fairly easy to see those changes. The strategic edits
are shown with a line through it as stricken or additions as underlined. For clarity, only
DRAFT EXCERPT - TO BE APPROVED 4
additions are shown for tactics with strikeouts described in Attachment C. I think, I’m
not aware of ones that we had any controversy over with your recommendation changes
when we brought it to you before.
Carlson: Any question about the changes? Rick, go ahead.
Ferguson: I’m happy with this. I’d like to change one word, which we’ve talked about.
We almost got it right last time. Let’s look at Attachment A, the second page, Strategy 3-
E. Can we change that to protect customer "privacy" rather than "confidentiality?" You
came to us with a concern about the confidentiality of business agreements negotiated,
and that’s the right use of the word confidentiality. I think we came back saying the
larger concept of customer privacy is what we want to recognize in the strategy.
Carlson:. Any problems with that, John?
Ulrich: That’s fine.
Bechtel: I noted the same thing. I suggest that also we move it to Strategy #4, because it
is a product or service valued by the customer - to protect their privacy - although I don’t
have a strong feeling. I just thought it fit better as a customer-oriented thing as opposed
to a business process. However the way you had worded it, customer confidentiality, was
a business process. I believe the sense of what we had here is more privacy-related as
opposed to preserving some confidentiality of internal data.
Carlson: You have a problem with that John?
Ulrich: Nope. I guess I would just like to, the comments, I think they’re good, but I
would like to hear all of you agree to those, so we’re truly reflecting. I don’t see much
difference in this one, but I think the benefit here is we’re all in this together.
Carlson: Privacy is - I think it’s a technical point, but an important one. The other, I
don’t care about. Does anybody have anything else that’s important?
Bechtel: I have only one other quibble on wording. It’s Strategy 6-C- maintain bond-
financing ratings and consider it to fund major projects. What is it?
Ulrich: It is intended that we consider "bond financing to fund major projects."
Bechtel: Could I suggest some Grammarian in your office replace it with a noun?
Ulrich: We’ll look for a Grammarian. Yes.
Ferguson: We’re going to end up with "Grammarians to fund major projects."
Carlson: I think such financing works fine. Any other proposals?
DRAFT EXCERPT - TO BE APPROVED 5
Bechtel: Rick, did you make your motion to approve?
Ferguson: It wasn’t a motion. It was a comment. I was hoping we’d make a string of
comments here and then just wrap them up in a summary motion.
Carlson: Does somebody want to make said motion?
Ferguson: Move to approve the Staff recommendation with the changes we just
discussed.
Bechtel: Second.
Carlson: Any discussion of the motion? All in favor?
All Commissioners: Aye.
Carlson: He’s still going. Barely. The Energizer Bunny of the UAC Commission.
Dawes: ~audi~i~) ....
Carlson: Any other items?
Ul.~fich: Just a reminder to Mr. Dawes not to forget to send us the telephone bill so that
we can pay for it.
Bechtel: We didn’t say anything, but I would like to compliment the Utility organization
for the accomplishments you listed and noted. I thought that was a great piece of work,
especially the safety item. I know how important that is, having run organizations
myself. So job well done this past quarter.
I support that.
~ I’m sure Scott will say it was worth sticking around to hear that.
Dawes:
Ulrich:
Dawes: Agreed.
Carlson: Amen.Excellent job.
Bradshaw: It was very worth it. Thank you very much.
Ferguson: Drive safely.
Ulrich: Just as one added part, while you’re giving accolades, is a reminder that we have
a recognition event next week, which you’ve all had an invitation to. So if you’ll add a
reminder to attend.
DRAFT EXCERPT - TO BE APPROVED
Ferguson: It’s the 17th I think.
Carlson: The 17th.
Ulrich: I guess I’m moving too fast. The 17th.
Bechtel: It’s already on our calendar, John.
Ulrich: I like it when you guys are like that.
Carlson: Commissioner Rosenbaum?
Rosenbaum: The APPA is having their community broadband conference this weekend
in Jacksonville. is somebody going?
Ferguson: It’s Monday, Tuesday, Wednesday. ! was hoping we could convince
Commissioner Rosenbaum to travel to Florida to cover that base.
Ulrich: I don’t think so.
Rosenbaum: Is there some way to get some of the papers that are presented?
Ulrich: I think we can do that. We can always buy the CD at the cost, since it’s a
municipal organization, we don’t have to pay a profit.
Rosenbaum: All fight. It’s just a fast-moving field. I find it useful to see what all these
other people are doing. If you could find some way to get us some of the information
presented there, that might be helpful.
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