HomeMy WebLinkAbout2000-03-21 City Council (6)City of Palo Alto
C ty Manager’s Report
TO:HONORABLE CITY COUNCIL
ATTENTION:FINANCE COMMITTEE
FROM:CITY MANAGER DEPARTMENT:ADMINISTRATIVE
SERVICES
DATE:MARCH 21, 1999 CMR: 173:00
SUBJECT:1999-00 MIDYEAR PROGRESS REPORT ON KEY PLANS AND
IMPACT MEASURES
This is an informational report and no Council action is required.
BACKGROUND
Periodic performance reporting to the Council by City departments is an integral part-of
Mission Driven Budgeting (MDB). The status of key plans and impact measures is reported
to Council at midyear and at the close of the fiscal year.
City departments have submitted reports on the status of their key plans and impact measures
for the first six months of 1999-00. Progress is reported for all key plans. Impact measures
are only reported on an exception basis. Exceptions consist of: a variance of 20 percent in
the projected year end result for an impact measure; or a variance of 20 percent based on the
first six months of the fiscal year. In addition, an impact measure would be reported if there
is significant information about which the Council should be informed.
DISCUSSION
The majority of the key plans for 1999-00 are under way or are expected to be accomplished
in 1999-00. Some key plans have experienced delays due to a shift in departmental
priorities. Reprioritization is often required as a result of unanticipated events or Council
actions.
CMR:173:00 Page 1 of 2
PREPARED BY: Tarun Narayan, Senior Financial Analyst
DEPARTMENT HEAD:
CARI~EATS
Diregtor
CITY MANAGER APPROVAL:
JUNE FLEMI-b
City Manager
CMR:173:00 Page 2 of 2
FUNCTIONAL AREA: CONSULTATION AND ADVISORY
KEY PLANS
In 1999-01, provide legal support for the Zoning
Ordinance revision to implement Comprehensive
Plan Update.
In 1999-01, assist the Administrative Services
Department with Downtown Parking Structure
development and financing.
PROGRESS
~Delayed pending beginning of zoning ordinance
revision.
The City Attorneys Office has assisted various
operating departments with land use approval and
engineering issues. Work will commence shortly for
preparation of assessment procedures and changes
to the City Code.
Major Activity: Board/Commission Advice
IMPACT MEASURES
1999-00, 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Respond to 70 percent of City advisory board or
commission conflict of interest inquiries within 10 working
days.
90%70%90%90%
The Department has continued to make this a priority. The Department has increased the level of service through pre-
application conflict review.
FUNCTIONAL AREA: LITIGATION AND DISPUTE RESOLUTION
KEY PLANS
~Prepare written review of pre-litigation personnel
dispute resolution procedures.
PROGRESS ,
C3 No progress due to unanticipated workload. This
key plan will likely be deferred to a future budget.
Major Activity: Claims Investigation and Administration
1999-00 1999-00
1998-99 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ACTUALS ACTUALS
2. Resolve 60 percent of meritorious civil claims within 100%100%
established reserve levels.
2.The office exceeded the goal because of very conservative reserve estimates. This impact measure has not provided
meaningful information because reserve levels are very cautiously established. This impact measure will be eliminated in
2000-01.
1999-00
ADOPTED
60%100%
Major Activity: Civil Litigation Defense
1999-00 1999-00
1998-99 1999-00 6 MONTH, ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1. Represent the City in 30 personal injury cases.35 30 46 46
2.Resolve 75 percent of civil cases within established reserve 90%75%100%100%
levels.
This number includes open claims carried over from prior year
This office exceeded the goal because of very conservative reserve estimates. This impact measure has not provided
meaning#d information because reserve levels are very cautiously established. It will be eliminated in 2000-01.
FUNCTIONAL AREA: OFFICIAL AND ADMIN DUTIES
KEY PLANS
Develop citywide legal training program focusing
initially on personnel/labor issues and contracting
practices.
Prepare written review of pre-litigation personnel
dispute resolution procedures.
PROGRESS
D No progress due to unanticipated workload.
No progress due to unanticipated workload. This
key plan will likely be deferred to a future budget.
2
DEPARTMENT OVERVIEW
In recent years, operational audits have become an integral part of the work performed by the City Auditor’s
Office. The 1999-2000 Audit Plan (Plan) consists of nine audits. Due to staffing constraints. (see discussion at
Impact Measures), we anticipate completing at least six audits. Also, we have completed the Annual Status of
Audit Recommendations report and are working on the City Auditor’s Annual Report, describing the
accomplishments and contributions of the Office.
I~I3NCTIONAL AREA: INTERNAL AUDITS AND REVIEWS
KEY PLANS
c~In 1999-01, continue efforts with departments in
developing control assessment programs.
In 1999-01, develop an annual report reflecting the
accomplishments of the Department.
In 1999-01, utilize programs and activities
described in the City’s Mission Driven Budget in
completing the risk assessment model. This model
will be used as a tool for potential areas for audit.
PROGRESS
Working with the City Clerk’s Office, we have
completed the first step in the control assessment
program for records management. Specifically, a
detailed control questionnaire had been developed
for distribution to the department coordinators.
The report is currently in progress and will be issued
in the fourth quarter of the current fiscal year.
We anticipate that the model will be available for
the 2001 Audit Plan.
Major Activity: Internal Audits and Reviews
IMPACT MEASURES
1.
To complete 100 percent of the audit assignments as
reflected on the Audit Plan.
1999-00
1998-99 1999-00 ESTIMATED
ACTUALS ADOPTED ACTUALS
80%100%70%
1999-00
MONTH
ACTUALS
40%
Due to the timing of filling our open senior auditor position, we will not complete all audits on the Audit Plan. Specifically,
the position was vacant throughout most of the first quarter of the year. As such, we anticipate completing six or seven of
the nine audits shown in the plan.
DEPARTMENT OVERVIEW
In the first six months of Fiscal Year 1999-00, the Office of the City Clerk continued to meet the demands of the
public, City Council, and staff in the areas of Council Support Services, Agenda Packet Process, Boards/
Commissions Recruitment, Council Events, Council/Committee Minutes, Conflict of Interest, and Legislative
Records Management. Additionally, staff coordinated several "Conversations with the Mayor" held throughout
the community on Saturday mornings.
The City Clerk’s Office administered a successful election for five Council Members held on November 2, 1999.
On March 7, 2000, the City Clerk’s Office will conduct a Special Election for a Referendum on the City’s Historic
Preservation Ordinance,
In the 2nd quarter of 1999-00, the Department hired a Deputy City Clerk who has focused on the Records and
Information Management (RIM) Program. The Program has been revitalized and will complete four periodic
projects in this fiscal year: 1) performing a citywide records destruction covering two years, normally an annual
event; 2) updating the 1996 citywide records retention schedules; 3) updating the 1996 RIM Program Manual; and
4) participating in the citywide Control Self-Assessment, a City Auditor process administered for the first time on
the RIM Program.
FUNCTIONAL AREA:PUBLIC INFORMATION
KEY PLANS PROGRESS
In 1999-01, improve the visual appearance of the
Channel 16 Scroll through implementation of the
new teleprompting software. (G-5)
In 1999-01, enhance the City Council’s presence on
the Web by developing a forum for public
interaction. (G-5)
In 1999-01, display the results of the General
Municipal Election on Cable TV and the Internet.
(G-5)
In 1999-01, develop the City Clerk’s Web Page both
on the Internet and Intranet. (G-5)
New teleprompting software was implemented in
spring 1999. Training and improvement are
ongoing.
In 1999, the "Conversation with the Mayor...City
Council" was implemented on the City’s Website on
various topics of interest to the community.
Completed. The results of the General Municipal
Election were displayed on Cable TV and the
Internet.
The City Clerk’s Internet Web Page is completed
and accessible through the City of Palo Alto Home
Page. The Intranet Web Page will be developed in
2000-01.
Major Activity: Board/Commissions Recruitment
1998-99 1999-00
IMPACT MEASURES ACTUALS ADOPTED
2.Increase the total number of boards and commissions 86%10%
applicants by 10 percent.
2.The result may be skewed due to more recruitments occurring during the first half of the fiscal year in 1999-00.
1999-00
MONTH
ACTUALS
60%
1999-00
ESTIMATED’
ACTUALS
60% I
4
Major Activity: Council/Committee Meetings/Minutes
1998-99
IMPACT MEASURES ACTUALS
I2.Finalize Council minutes within eight weeks of the meeting.5.7
2.Ongoing staff efforts to reduce turnaround time resulted in improved totals.
1999-00 1999-00
1999-00 6 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
FUNCTIONAL AREA: ELECTIONS/CONFLICT OF INTEREST
KEY PLANS
C~Conduct the General Municipal Election of
November 2, 1999.
PROGRESS
Completed. The General Municipal Election was
held on November 2, 1999. Four four-year seats and
one two-year seat were filled.
Major Activity: Elections
IMPACT MEASURES
3.Increase the number of absentee voters by I percent at all
municipal elections.
1998-99 1999-00
ACTUALS ADOPTED
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
0%
o
0%
Overall voter registration was down by 2,161 voters, and total ballots cast were down by 6,130 ballots from the 1997
General Municipal Election.
FUNCTIONAL AREA: LEGISLATIVE RECORDS MANAGEMENT
KEY PLANS PROGRESS
Implement a legislative history database that is Y2K c~
compliant.
Participate and monitor the Controlled Self
Assessment (CSA) process for the city-wide
Records Information Management (RIM) program.
The legislative history database was adjusted for
Y2K compliance. The Clerk’s Office will pursue a
permanent replacement in 2000-01.
The Controlled Self Assessment forms are being
redrafted in conjuction with the City Auditor.
Records Information Management coordinators
were notified regarding the assessment, and the
process will commence this fiscal year.
Major Activity: Clerk Record Management
IMPACT MEASURES
2.Provide that 100 percent of files eligible for transfer to the
inactive Records Center are transferred.
2.
1998-99
ACTUALS
100%
1999-00
1999-00 ESTIMATED
ADOPTED ACTUALS
100%75%
1999-00
6 MONTH
ACTUALS
Due to a staff vacancy, eligible files were not transferred to the offsite facility. The goal is to complete 75% of the backlog
this fiscal year
Major Activity: Legislative History
IMPACT MEASURES
2.Provide that adopted legislative actions are computerized
within 60 days of the City Council meeting.
2.
1998-99 1999-00
ACTUALS ADOPTED
27.6 60
Ongoing staff efforts to improve performance resulted in a faster turnaround time.
1999-00
6 MONTH
ACTUALS
26.5
1999-00
ESTIMATED
ACTUALS
45
DEPARTMENT OVERVIEW
During the first six months of 1999-00, the City Manager’s Office provided coordination and oversight on several
important departmental projects, including: development of financing strategies for the Infrastructure
Management Plan; issuance of requests for proposals to develop a comprehensive telecommunications policy; and
the development of policies to address issues resulting from electric utility deregulation. In addition, the City
Manager’s Office coordinated the City’s ongoing efforts to establish a child care center in downtown Palo Alto.
The City Manager’s Office continued to provide a high level of support to the Council and the City’s many
advisory bodies: providing orientation sessions for Council candidates and new Council members; developing an
orientation manual for advisory body members; promptly responding to requests for support and effectively
managing Council agendas. The role of the City Manager’s Office as liaison to the community, school district and
other jurisdictions continued, including the Office’s pivotal contribution to the initiation of the San Francisquito
Creek Joint Powers Authority. Several significant public communication efforts were coordinated through the
City Manager’s Office, including Y2K outreach. The City Manager’s Office also developed and began
implementation of an Economic Resources Plan, including a business outreach program and targeted retail
strategy.
FUNCTIONAL AREA: CITY MANAGEMENT
KEY PLANS
c~Oversee implementation of the new Historic
Preservation Ordinance. (L-55)
PROGRESS
Implementation of the Historic Ordinance is
contingent upon the results of the March 2000
referendum.
Oversee continued improvements to the City’s
development review process through permit process
Streamlining and acquisition of a new permit
tracking system. (B-6)
Oversee continued implementation of a new
Development Center. (B-6)
In 1999-01, oversee implementation of the citywide
space plan, including the Civic Center space
reallocations. (C-19)
In 1999-01, oversee the development and
implementation of a new Public Safety Building
Plan.
In 1999-01, oversee implementation of the
Comprehensive Plan, through its incorporation into
the 1999-01 Mission Driven Budget.
With the Director of Planning, the City Manager’s
Office has committed to ongoing meetings with
members of the development and business
community to discuss permit process
improvements.
Ongoing.
Construction on the third and fifth floor of the Civic
Center has begun and staff relocation into the
renovated space is expected in March 2000.
Retrofitting of A Level storage space is anticipated
to begin in Spring 2000.
Staff expects to make a recommendation to Council
in late Spring 2000 for the site of a Public Safety
Building.
Incorporation of the Comprehensive Plan into the
Mission Driven Budget is completed. Monitoring of
the implementation of the Comprehensive Plan is
ongoing.
7
KEY PLANS
In 1999-01, oversee implementation of the
Infrastructure Management Plan and begin
implementation of the financing proposal, including
working with the business community on new
revenue strategies. (C-19, C-20)
PROGRESS
In 1999-01, work with the Utilities Department and []
other departments as appropriate to: develop a
citywide telecommunication policy; implement and
evaluate the results of Fiber to the Home Trial;
develop and evaluate responses to an RFP for
Universal-Data. Communications (UDC); and make
recommendations to Council regarding the
provision of UDC. (B-4)
Funding has been included in the 1999-01 budget
for augmentation of existing capital projects
addressing the City’s infrastructure. A staffing study
has been completed and proposed staffing
recommendations to support infrastructure projects
will be included in the 2000-01 budget. Financing
has been identified for the majority of the funding
needed to implement the Infrastructure
Management Plan. Staff is working with the
Chamber of Commerce to explore tax options to
complete the financing plan.
The Utilities Department has issued RFPs and
received proposals for provision of: Universal
Telecommunications services; consultant services to
develop a citywide telecommunication policy; and
Intemet Service Provider and network management
services for a Fiber to the Home Trial. Staff expects
to seek Council approval of contract awards for
these projects during the first and second quarter of
2000.
FUNCTIONAL AREA: COUNCIL/ADVISORY BODY SUPPORT
KEY PLANS
[]Conduct an orientation for Council candidates and
new Council members.
PROGRESS
Support the establishment of a Parks and Recreation []
Commission and the implementation of the Library
Advisory Commission and its review of the Library
Master Plan.
Work with the Utilities Advisory Commission to
implement Council direction regarding the
Commission’s role in a deregulated energy
environment.
Written materials were prepared and orientation
sessions were held in September 1999 for Council
candidates and in December 1999 for new Council
members.
Appointments to the Parks and Recreation
Commission are expected in the first quarter of
2000. The Library Advisory Commission has
reviewed and solicited extensive public comment on
the Library Master Plan. A Commission proposal
regarding the Plan is expected to go to Council in
Spring 2000.
The City Manager’s Office is working with the
Utilities Department and City Attorney’s Office to
address various issues related to the City’s response
to deregulation. Policies which have recently been
before the Council or will soon be delivered
include: long-term contracts; commodity pricing;
risk management; and green power pricing.
KEY PLANS PROGRESS
Develop and implement a training program for new c~
and current members of City advisory bodies and
their staff liaisons.
A comprehensive orientation manual was developed
and distributed to all advisory body members and
their staff liaisons in Fall 1999. An orientation
session will be held for the newly appointed Parks
and Recreation Commission in March 2000.
In 1999-01, oversee implementation of Council
priorities.
The City Manager’s Office oversaw the following
activities related to the Council’s priorities of traffic
management, infrastructure, and Comprehensive
Plan implementation: review of Embarcadero Road
traffic calming conceptual proposals;
implementation of the citywide shuttle;
development of a long-range financial plan to
address new and existing infrastructure needs; and
formation of an interdepartmental Strategic
Environmental Management Committee to focus on
implementation of Comprehensive Plan elements
that will enhance the environment.
Major Activity: Council/Public Communication and Correspondence
IMPACT MEASURES
1.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Assure that 50 percent of complaints received by the City 31%50%37%40%
Council are responded to by letter within 10 working days
of their receipt.
An automated customer response system was implemented in Spring 1999, facilitating a 6% increase in on-time responses
to complaints. As staff’s experience with the system increases, it is anticipated that response time will continue to improve.
FUNCTIONAL AREA:COMMUNITY]INTERGOVERNMENTAL RELATIONS
KEY PLANS PROGRESS
In 1999-01, continue participation in liaison
activities with the Palo Alto Unified School District,
including the Building for Excellence Project
Review Committee and City/School Liaison
Committee. (C-2)
In 1999-01, continue to implement the City
Manager’s Public Information Plan, supporting
department’s efforts and coordinating public
outreach for major City initiatives.
Participation on various city/sch0ol committees,
exploration of possible joint projects, and
facilitation of City involvement with the Building
for Excellence school renovation campaign is
ongoing.
The Public Communications Officer’s support of
department and citywide public outreach is ongoing.
Support provided has included: Y2K outreach and
emergency preparation; winter storm preparedness
communications, media relations training; and
electronic postage meter messaging.
KEY PLANS PROGRESS
In 1999-01, develop strategies to increase the use of
the City’s Internet/Intranet sites for public outreach
and internal communication. (G-4, G-5)
In 1999-01, facilitate the involvement of City staff
in the implementation of the Sand Hill Corridor
Project approvals in order to achieve project
construction consistent with the Sand Hill Corridor
Development Agreement. (T-36, L-24)
The Public Communications Officer participated in
the redesign of the City’s website, which will be
implemented in early 2000 and will include a news
release archive and expanded pages for the City
Manager’s Office. The Public Communications
Officer initiated a monthly, printed employee
newsletter in December 1999 and will explore
electronic publication as a first step toward
increased use of the Intranet as a tool for facilitating
internal communication.
Mechanisms have been put in place to facilitate the
ongoing involvement bf staff from the City
Attorney’s Office and the Planning, Public Works,
Fire, Police and Utilities Departments in the
ongoing implementation of the Sand Hill Corridor
Projects.
FUNCTIONAL AREA: ECONOMIC RESOURCES
KEY PLANS
~Develop an Economic Resources Strategy that
incorporates Comprehensive Plan goals, policies
and programs. (B-2)
PROGRESS
Initiate a Business Outreach and Retention Plan that
integrates sales tax data and other relevant
economic indicators to achieve targeted outreach
goals. (B-2) ,
In 2000-01, recommend a program to identify and
work with local businesses that can increase the
City’s use tax allocation by directly reporting
transactions to the State Board of Equalization.
Begin implementation of a citywide targeted retail
strategy.
An Economic Resources Plan was developed and
submitted to Council in May 1999. Implementation
of key elements of the plan, such as the Business
Outreach Program, are currently under way.
The Business Outreach Program was initiated in
August 1999. Approximately 20 companies,
identified for outreach through such criteria as sales
tax information, industry sec.tor and work force
changes, have been visited since this time.
Working with the Administrative Services
Department, Economic Resources staff has explored
the possibility of directly reporting Sand Hill Road
project transactions to the State Board of
Equalization. Although no opportunities were
identified, staff will continue to work with the City’s
sales tax consultant to identify and work with
targeted companies to directly accrue sales in a
larger percentage than is currently available through
the State allocated sales tax pool.
An RFP for development of a citywide targeted
retailstrategy was issued, a consultant has been
selected and the study began in February 2000.
Implementation of the strategy is expected to begin
in Summer 2000.
10
DEPARTMENT OVERVIEW
In the first six months of 1999-00, the Administrative Services Department (ASD) focused in the area of
technology. Staff in the Information Technology Division, as well as other divisions in the department, completed
assessment of all City computer systems to assure their compliance with Y2K requirements. In addition, the
Information Technology (IT) Division developed and received approval from City Council for the implementation
plan of the IT strategic plan, which has resulted in the consolidation of City-wide technology functions under the
ASD.
In the area of Property Management, the department has researched and designated two potential sites for location
of telecommunications infrastructure, and a model lease has been drafted to encourage qualified outside parties to
use these facilities.
ASD staff has been closely involved in the first half of 2000-00 in several cooperative projects with other
departments, including: (1) working with the Public Works Department to develop a strategy, in conformance
with Proposition 218 requirements, to obtain voter approval for storm drainage capital projects; (2) providing
financial analysis for the PAM/SOFA development, and for the creation of a downtown maintenance district; and
(3) leading contract negotiations which resulted in a 7-year agreement with PASCO.
In the second quarter of 1999-00 the department has concentrated on the development of a long range financial
plan for the City, which will be presented to City Council in February, and on the management of the cable
refranchising project.
FUNCTIONAL AREA:FINANCIAL SUPPORT SERVICES
KEY PLANS PROGRESS
[]Modify the City’s financial system to improve its []
user friendliness by transitioning to Windows-based
products, improving integration between general
ledger, budget, payroll, and job ledger modules, and
providing simplified reporting via the City’s
Internet.
Complete purchasing re-engineering efforts initiated []
in 1996-97 to improve customer service, reduce
processing time, increase cost savings, and impro.ve
internal controls as recommended in the Purchase
Order internal audit.
Procure and implement a Timekeeping System to
support time tracking under Mission Driven
Budgeting.
Implement an Automatic Payment System for []
customer direct transfer of payments for utilities and
other City services.
Trained 20 ASD staff in IFAS using new Windows-
based navigation tool; will train 10 ASD staff in
Windows-based report writer; purchased Windows-
based modules for General Ledger, Accounts
Payable and other data entry and will install during
2000-01; will publish monthly budget reports on
Intranet by year end.
Thelast of the recommendations from the city-wide
Steering Committee for the Procurement Process is
scheduled for completion in the third quarter of the
fiscal year and is on schedule.
This project is no longer stand-alone and will be
incorporated into the implementation of the
Strategic Systems Plan.
The Automatic Payment System has been
postponed due to the delayed implementation of the
new utility billing system (CIS/BANNER). This
project will be continued in 2000-01 after all
technical issues have been resolved.
11
KEY PLANS
[]Procure and implement a Work Order System to
support Utilities job costing.
Introduce new procurement training courses for
project managers.
In 2000-01, upgrade the current "Year-End Report"
to meet the requirements of .the Government
Finance Officers Association (GFOA) Popular
Financial Report program and submit it for the
related GFOA award.
PROGRESS
This project is no longer stand-alone and will be
incorporated into the implementation of the
Strategic Systems Plan.
Courses are in the course catalog for the third and
fourth quarters of the fiscal year. A rehearsal is
scheduled for March 2000.
This year’s report was reorganized to streamline
redundancies while adding more narrative and Color
graphics.
Major Activity: Accounting Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
o
Achieve an average satisfaction rating of 80 percent or
higher using an annual internal accounts payable customer
satisfaction survey.
Survey to be completed during second half of 99-O0.
83%8O%NA 80%
Major Activity: Financial Reports
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
o Obtain 2 awards from the California Society of Municipal
Finance Officers (CSMFO) and the Government Finance
Officers Association (GFOA) for the City’s annual financial
statements.
2
4.Applications have been submitted; however, awards will not be announced until June 2000.
2
12
Major Activity: Purchasing and Contract Administration
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ’ACTUALS ADOPTED ACTUALS ACTUALS
1.Save 5 percent of annual purchase volume through effective 2%5%0.3%1%
purchasing techniques.
3.Increase inventory turns to’ 3 per year to minimize cash held 2 3 1 1.5
in inventory.
1.Successful multi-year contracting has reduced the opportunity for savings. After identifying initial savings through price
reductions, repeated purchases of the same products or services gives less savings yields.
o We have a large portion of non-moving or slow-moving inventory. This is now being, referred to users with a request for
removal from stock.
FUNCTIONAL AREA: PROPERTY MANAGEMENT
KEY PLANS
~Continue to facilitate renovation of the University
Avenue Train Depot.
Process the Albert L. Schultz Jewish Community
Center request to extend its lease.
Devise and implement a building management
system to preserve and maintain existing City leasedfacilities to function efficiently and safely.
Evaluate the feasibility of continuation of the
bicycle storage facility at the University Avenue
Train Depot, including future funding resources.
In 2000-01, develop and implement means to
encourage qualified outside parties to use
designated property and facilities for siting
telecommunications infrastructure.
In 2000-01, facilitate addition of City easements to
the GIS database.
PROGRESS
Joint Powers Board (JPB) has contracted for ADA
improvements for the Depot including upgrading
and improving the restrooms. Work should be
completed by September 30, 2000.
Lease has been drafted. Project has been delayed
pending PAUSD decision on reopening the Terman
site as a junior high school.
Completed.
Evaluation of the bicycle storage facility has just
begun.
Two sites have been designated and a model lease
has been drafted.
Most easements are available on the GIS system.
Staff is working with ITT to devise a system to use
the GIS system to reWieve written copies of deed
and easement documents.
13
FUNCTIONAL AREA: MONEY MANAGEMENT
KEY PLANS PROGRESS
Support Downtown Assessment process for parking [3
structures. If approved by downtown property
owners in a Proposition 218 mail ballot procedure,
obtain financing for parking structures. (T-50)
Support Public Works in obtaining voter approval
for the next phase of Storm Drainage Fund capital
projects. (N-36)
Continue to provide financial advice for projects
being considered by Council or other departments.
Such projects include parking assessments,
downtown maintenance financing, PAMF/SOFA
. development financing, etc.
Support efforts to obtain voter approval for
financing any new General Fund Infrastructure
projects approved by Council, such as the Public
Safety Building, Library Master Plan, and
residential arterial and neighborhood traffic
calming. (C-19)
Obtain Council approval for a revenue increase to [3
finance the remaining $21.5 million of the
Infrastructure Management Plan. (C-19)
Assist the Planning, Fire and Police Departments
develop guidelines and administrative processes to
facilitate the tracking and payment of code
enforcement citations with the support of the
Attorney’s Office.
Assuming Council will approve the parking
structures by mid-February, staff will meet with
consultants in late February to begin assessment
district formation and approval process.
Together with Public Works and a consultant, staff
is currently working on a comprehensive database
that can be used to develop fees and voter
information that conform to Proposition 218
requirements.
Ongoing financial analysis and advice has been
provided for: purchase of PAMF land for a SOFA
park and below market rate housing; establishment
of a child care facility on PAMF land; and creation
of a downtown maintenance district.
While presenting a long range financial forecast in
February 2000, staff will recommend to Council a
strategy for prioritizing major General Fund
projects such as the Library Master Plan, residential
arterial and neighborhood traffic calming, and a
Public Safety Building and for seeking voter
approval for financing.
At Council’s direction, met with Chamber of
Commerce to discuss options for raising $21 million
in needed infrastmeture funding. Staff is in the
process of writing a CMR for Council review.
Ongoing.
14
Major Activity: General Billing and Collections
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Collect at least 70 percent of outstanding accounts for
driving under the influence receivables. (Revised from 60
percent)
Achieve an average satisfaction rating of 4.5 (of 5.0) on
customer service surveys for the Revenue Collection public
counter.
lOO%70%
4.5
lOO%
n/a
100%
4.5
The Police Department did not issue any invoices for DUI’s during the 2nd quarter of the fiscal year, which resulted in an
inflated collection rate for the first two quarters of 1999-00.
Implementation of the new cash receipting system began the first week of August 1999. This survey was delayed due to the
preparation and focus required by this priority. This program will be in place during the balance of 1999-00.
FUNCTIONAL AREA: FINANCIAL PLANNING, ANALYSIS, AND REPORTS
KEY PLANS PROGRESS
[]Provide support to the Public Safety Building []
project.
[]Define the methodology to be used in the evaluation []
of outsourcing City services and the areas of focus.
[]Provide support in the contract negotiations with []
Palo Alto Sanitation Company (PASCO).
Complete Phase II of the Impact Measure Study.[]
[]Manage the Development Center user fee study.[]
[]Prepare and maintain a 10-year Long-Term []
Financial Plan.
Support the Utilities Department in the development
of the Risk Management Program.
This project is ongoing. Work on the project is
focusing on the timing of financing.
This project has not been started. Work is targeted to
begin in late spring 2000.
ASD staff led the contract negotiations and
successfully entered into a 7-year agreement with
PASCO, a subsidiary of Waste Management, Inc.
Staff will work with the City Manager on
conducting a review and study session on
departments’ impact measures later in the fiscal
year.
The scope of service was expanded from the
exclusive review of Development Center permitting
activity to include the review of all development
activity. This is necessary to identify the
Development Center’s share of the cost. The review
will continue in Spring 2000.
Staff will present the first three chapters of the study
to the Finance Committee in Winter 2000. The
committee will receive the remaining chapters in
Spring 2000.
This project is ongoing. Interim risk management
policies are in place.
15
FUNCTIONAL AREA: CENTRALIZED APPLICATION SUPPORT
KEY PLANS
[]Complete the project to assess and comply with
Year 2000 requirements for the major applications
within the City.
[]Implement Phase 11 of the Permit Tracking System
for Fire and Planning.
[]Implement a Work Order/Timekeeping application
to support Utilities job costing and time tracking
under Mission Driven Budgeting.
[]Select and implement a disaster recovery site for
processing the City’s most critical applications in
the event of an emergency.
Modify the City’s financial system to improve its
user friendliness by transitioning to Windows-based
products, improving integration between general
ledger, budget, payroll, and job ledger modules, and
providing simplified reporting via the City’s
Internet.
[]Implement an automated collections management
system for City receivables tracking.
[]Use the new electronic mail system to provide the
infrastructure for automating the document routing
and approval process.
In 2000-01, develop and implement the priority
tasks identified in the City’s strategic technology
plan.
PROGRESS
[]100% of Mission Critical applications were
identified and tested. Those identified as vulnerable
to Y2K were either replaced or contingency plans
were developed.
[]Phase I of Permit Tracking was completed on
November 28, 1999. Planning for Phase II is in
progress.
[]This plan has been deferred until 2000-01.
[]This plan has been deferred to 2000-01.
Acceptance testing continues with the graphical
based front end to the current IFAS financial
system. Distribution and installation of software to
be completed by first quarter of 2000-01.
[]This plan has been deferred to 2000-01.
[]The implementation of the new electronic mail
system has been completed. This system now
provides one standard system among all city
departments. Plans for defining a document
workfiow system are in progress.
[] Received approval from City Council in November
1999. Have begun implementation of changes
according to the Strategic Plan effective January 1,
2000.
FUNCTIONAL AREA: CENTRAL COMPUTER SUPPORT
KEY PLANS
[]Complete the project to assess and comply with
Year 2000 requirements for the centralized
hardware, peripherals, and operating systems.
[]Implement the priority tasks identified in the City’s
Strategic Technology Plan completed in 1998-99.
PROGRESS
[]100% of Mission Critical applications were
identified and tested. Those systems identified as
vulnerable to Y2K were either replaced or
contingency plans were developed.
[]Received approval from City Council in November
1999. Have begun implementation of changes
according to the Strategic Plan effective January 1,
2000.
16
KEY PLANS
[3 Implement a disaster recovery site for processing
the City’s most critical applications in the event of
an emergency.
PROGRESS
O This plan has been deferred to 2000-01.
FUNCTIONAL AREA: PERSONAL COMPUTER
KEY PLANS
Complete the project to assess and comply with
Year 2000 requirements for the personal computer
hardware, printers, peripherals, operating systems,
and office automation software.
[3
PROGRESS
Acquire an additional server and server software to [3
upgrade the Intranet and Internet environments to be
more responsive to the needs of City staff.
Select and implement a disaster recovery site for the o
NT server and networking requirements for
processing the City’s most critical applications in
the event of an emergency.
In 2000-01, implement the priority tasks identified
in the City’s Strategic Technology Plan completed in
1998-99.
In 2000-01, upgrade the Microsoft Windows NT
Personal Computer operating system citywide.
In 2000-01, present a strong "corporate" image of
the City by developing a new home page and
associated pages.
100% of Mission Critical applications were
identified and tested. Those systems identified as
vulnerable to Y2K were either replaced or
contingency plans were developed.
This plan will be implemented in 1999-2000.
This plan has been deferred to 2000-01.
Received approval from City Council in November
1999. Have begun implementation of changes
according to the Strategic Plan effective January 1,
2000.
All City departments but one have migrated to the
Windows NT platform.
A new home page is scheduled for release in
February 2000. This improved design will better
represent the City of Palo Alto in many facets
including community, businesses, govemment,
visitors, special interests and children.
17
Major Activity: User Support
IMPACT MEASURES
1998-99
ACTUALS
1999-00
ADOPTED
1999-00~
’ 6 MONTH
ACTUALS
Resolve or address 95 percent of user requests for resolution
of computer and software problems within 2 days.
(approximately 3,000 per year).
Resolve or address 98 percent of user requests for resolution
of network connectivity problems within 2 days
(approximately 300).
97%
85%
95%
98%
58%
48%
Delays were experienced due to the emphasis on Y2K related projects such as hardware and software inventory
assessments, remediation, new system implementations, etc.
Delays were experienced due to the emphasis on Y2K related projects such as hardware and software inventory
assessments, remediation, new system implementations, etc.
1999-00
ESTIMATED
ACTUALS
58%
48%
FUNCTIONAL AREA: TELEPHONE AND DATA COMMUNICATION
KEY PLANS
Complete the project to assess and comply with
Year 2000 requirements for the telephone switch,
communications peripherals (routers, bridges, and
hubs), voice mail hardware and software and the
call accounting software.
PROGRESS
Obtain consulting support to define the existing and []
future requirements for voice communications,
including the integration of voice and data
communications.
100% of Mis~sion Critical applications were
identified and tested. Those systems identified as
vulnerable to Y2K were either replaced or
contingency plans were developed.
Select and implement a disaster recovery site for
processing the voice and data communications
critical to the City in the event of an emergency.
In 2000-01, implement the priority tasks identified
in the City’s Strategic Technology Plan. Implement
the recommendation of the consultant regarding
voice and data communications and the integration
of these mediums.
This plan will be implemented in the 4th quarter of
1999-2000.
This plan has been deferred to 2000-01.
Received approval from City Council in November
1999. Have begun implementation of changes
according to the Strategic Plan effective January 1,
2000.
18
DEPARTMENT OVERVIEW
At midyear 1999-00, the Community Services Department has made significant progress on a variety of work
plan objectives. The most significant of these include Library services ongoing support of the Library Advisory
Commission with it’s deliberations on the Library Master Plan, the development of a Park and Recreation
Commission, implementation of phase two of the PAUSD field maintenance program, the completion of a major
golf course renovation project, and the development of a Family Resources web site and database.
Additional work plan progress includes the Arts and Culture Division finalizing a study of Children’s Theatre’s
staffing needs, initiating an Art and Technology Center in partnership with Intel Corporation, and preparing for
implementation of the Community Theatre air conditioning project.
The Golf and Parks Division has completed athletic field drainage system installations at E1 Camino Park and
Terman Park, and irrigation and landscape improvements at Rinconada Park. A playground safety audit was
completed for all playground areas. The Tower Well site landscape plans and interpretive signage designs have
been completed and a division Spare the Air program has been developed. Additionally, the golf Pro Shop
remodel has been completed, including the re-landscaping of surrounding areas.
The Office of Human Services has established multi-year contracts with specific HSRAP agencies and has
developed, a progress review process by which agreements are renewed after the initial contract year. Additionally,
the Office has developed an online interactive request for proposals for HSRAP. Human Services has also
developed an Emergency Preparation Plan for PAUSD childcare sites, and created the Family Resources Hub.
In Library Services, an additional Librarian has been hired for the Children’s Library, a self-service checkout unit
has been installed at Main Library, and, the Friends of the Palo Alto Library has contributed $58,000 to support
new collection purchases and agreed to lead a consultant study on the feasibility of expanding Children’s Library.
The Open Space and Sciences operation has implemented a preventative healthcare program for all animals in the
zoo, has proacfively worked with neighborhood groups and agencies to reduce the amount of litter collected in
¯ marshes, has designed and implemented three new science-based summer camps and 15 new after-school classes,
and celebrated the Junior Museum & Zoo’s 65th Anniversary.
The Recreation operation, through Positive Alternatives For Youth, has expanded from one to two Bilingual
Outreach Counselors now serving the two middle and high schools. Also, daytime rental hours at the Cubbefley
Center have increased 253% as a result of the PAUSD English as a Second Language Program moving to the
Center.
FUNCTIONAL AREA: ARTS AND CUL~RE
KEY PLANS
Work with the Art Center Guild as it develops a
feasibility study to renovate and expand the Art
Center. (B-3, C-19)
Plan, develop, and initiate an advertising campaign
for the Palo Alto Art Center.
Develop and implement, with the Friends of Palo
Alto Children’s Theatre, fund raising strategies to
assist in outfitting the recently completed new
spaces and in paying back the Friends their loan
obligations.(C-8)
PROGRESS
[]Art Center Foundation board is working with a
consultant to perform such a study.
Art Center Foundation has contracted with an
advertising agency to carry out a campaign.
Loan has been paid back in total. Friends have
undertaken a new fund raising campaign in order to
assist with the purchase of some equipment for the
Magic Castle.
19
KEY PLANS PROGRESS
Explore the feasibility of a major public art project
that may include Cogswell Plaza or the Cultural
Center Plaza. (B-3, L-16, L-19, L-28, I~-47, L-62 L-
69, L-70, L-72)
Continue to develop a parmership between Intel, the
City of Palo Alto’s Art Center, and the Palo Alto Art
Center Guild that will offer the Mid-Peninsula
community a program that provid.es a greater
understanding of both the value of the visual arts
and the possibilities of technology. (C-8)
Work with Community Theatre users to find
alternative performance venues to support
completion of the Packard Foundations renovation
project. (C-19)
FUNCTIONAL AREA: CUBBERLEY COMMUNITY CENTER
Public Art Commission launched a competition and
has selected two artists for two temporary public art
installations to be installed on the Civic Center
plaza.
The Art and Technology Studio has been launched.
Curriculum is being developed and staff have
conducted the first series of activities for Project
LOOK! tours in conjunction with the fall exhibition.
Staffand the air conditioning contractor are working
closely with the theatre organizations to coordinate
and to accommodate each others time lines and
schedules.
KEY PLANS PROGRESS
In 1999-01, implement plans to improve the facility
through heightened maintenance and completing
capital improvements to the athletic fields irrigation
system, meeting rooms, and gymnasiums. (C-19)
In 1999-01, promote hourly rental use of Cubberley
during daytime hours with an emphasis on outreach
to the business community.
In 1999-01, continue planting of non-landscaped
areas and facility enhancements, utilizing
community volunteers. (C19)
Athletic field irrigation system design complete.
System installation bids currently being solicited;
work scheduled to begin in June. Theater interior
improvement design complete. Theater lighting,
seats and interior painting out for bid.
PAUSD English as a Second Language Program
moved to Cubberley. Upon completion of theater
interior improvements, local businesses will be
solicited for business meetings and seminars.
37 volunteers spent 121 hours landscaping six large
planters, painting benches and touching up painting
on building walls.
Major Activity: Cubberley Center Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Attain average of 3.5 or better (on a scale of 1 to 4) on
Customer Service Surveys received from the public, tenants,
and hourly users.
3.91 3.5 3.5
2.Increase daytime workshops, seminar, and business rental 9%5%253%363%
hours by 5 percent each fiscal year from 290 to 305.
1.This survey will not be completed until the end of the year
2.,The PA USD English as a Second Language (ESL) Program moved to Cubberley resulting in an increase in daytime usage.
20
Major Activity: Cubberley Maintenance
IMPACT MEASURES
1.Increase average rating received from 3.25 to 3.5 or better
(on a scale of 1 to 4) on customer service surveys received
from the public, tenants, and hourly users:
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
3.90 3.25 n/a
1.This survey will not be completed until Spring.
3.25
FUNCTIONAL AREA: GOLF SERVICES
KEY PLANS
Enlarge practice green facilities by using interim
green turf. (C-22)
Perform analysis and develop an implementation
and prioritization plan for Golf Course Master Plan
items that are deferred. (C-20)
Develop and implement a customer service rating []
system. (C-10)
In 1999-01, market and promote renovated golf
shop, golf course, and driving range. (B-4, C-9)
PROGRESS
[]Deferred pending available project contingency
dollar availability.
~Prioritization plan completed.
In 1999-01, coordinate golf management team (golf []
shop, restaurant and golf operations) activities to
facilitate increased customer use of facilities. (B-4,
C-7, C-9)
In 1999-01, review, analyze, and negotiate Golf
Professional Contract. (C-10)
Completed and in use.
On schedule - aggressive marketing campaign
developed and implemented.
On schedule - bi-monthly meetings continue to
facilitate food and beverage, tournaments, golf shop
and driving range customer issues.
In progress - contract adjustments have been made
based on initial review of golf business operations.
FUNCTIONAL AREA: PARK SERVICES
KEY PLANS
In 1999-01, integrate 11 additional school district
elementary school sites into maintenance programs.
(C-4)
In 1999-01, implement the first year of
infrastructure renovation program including park,
median landscape, irrigation, and building perimeter
improvements. (B-19, C-19, C-24)
PROGRESS
[] Implemented and ongoing as of January 1, 2000
In 1999-01, implement Phase I of capital design and []
improvements at school district athletic fields.
Irrigation projects at Cubberley and lawn bowling
green in progress - other projects deferred to fall
2000 pending recruitment and hiring of staff.
In progress with June 2000 startup planned in
coordination with district Building for Excellence
program.
21
KEY PLANS
In 1999-01, resurface basketball courts at Briones,
Peers, Boulware, Terman, and Greer Parks.
In 1999-01, resurface the Cubberley and Palo Alto
High School tennis courts, and resurface basketball
courts.
PROGRESS
ra In progress - spring 2000 implementation.
c~In progress - spring 2000 implementation.
FUNCTIONAL AREA: HUMAN SERVICES
KEY PLANS PROGRESS
In 1999-01, assist in the development of City efforts
to address work/family options for City of Palo Alto
employees.
In 1999-01, assist the Human Relations Committee
(HRC) in participating in the City’s review of
human services related projects and programs.
In 1999-01, review and’modify the Human Services
Resource Allocation Process (HSRAP) to
coordinate with the Community Development
Block Grant (CDBG) and HRC processes. (H-24,
H-31, Policy C-7)
In 1999-01, develop standards for a comprehensive
assessment of the impact of proposed housing and
non-residential projects on the supply of child care
services in Palo Alto. (Policy C-7, C-13, C-14, C-
15, C-16, L-43, T-2)
In 1999-01, complete Phase I and implement Phase
II of the Family Resource Center Plan. (C-l, C-3, C-
4, C-18, L-68, G-12)
Participated in the City’s Work Life Committee to
develop a downtown child care center and to add
back up child care options for City employees.
HRC Commissioners have been involved in all need
assessment activities and forums.
HSRAP and CDBG processes have been
coordinated by setting the same time line for the
Request for Proposal process, holding a joint
bidders workshop, and scheduling same-day
funding discussions with the Council Finance
Committee.
Assessment activities are in progress and standards
will be developed.
Family Resources is nearing the completion of
Phase I and is preparing to launch, its website.
22
Major Activity: Human Services Contract Administration
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1.Establish the HSRAP multi-year contract process for 8 Ida 8 6 6
providers. (new)
2.Conduct 6 semi-annual contract monitoring site visits. (new)Ida 6 0 6
3.Conduct annual monitoring site visits for 100 percent of Ida 100%0%100%
contracted human service agencies. (new)
1.Multi-year contracts have been established for 6 contractors, not the estimated 8.
2.Contract monitoring visits have been scheduled for the months of January and February.
3.Annual monitoring activities are conducted in the Spring.
Major Activity: Community Partnership/Public Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Conduct 4 community needs assessment activities to solicit
human service priority needs. (new)
Distribute 13,000 pieces of information and referral
resources, including child care listing, child care maps,
survival maps, human service guides, tenant rights
handbooks, and Fee Reduction pamphlets. (new)
Ida
13,000 19,207
7
32,664
4.Provide 50 hours of staff resources to register eligible Ida 50 hrs.30 hrs.60 hrs.
participants in fee reduction program. (new)
1.It has been determined that additional need assessment activities are necessary.
Human Services has exceeded the information distribution goal for the year primarily due to the additional measure of
access to City internet resources by the public.
Human Services has registered 30participants. Each registration includes information dissemination, eligibility screening,
application, and card "issuance.
23
Major Activity: Child Care Services
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1.Attend all Development Review Committee meetings to n/a 100%50%75%
assess the impact on child care during the development
review process. (new)
4.Conduct all 4 child care subsidy contract monitoring visits,rda 100%25%100%
(new)
5.Conduct all 12 school age contract monitoring visits. (new) n/a 100% 0% 100%
1.Initial Development Review Committee meetings have focused on the relocation of the Palo Alto Medical Foundation.
4.
5.
The remainder of the child care subsidy monitoring visits are conducted in the Spring.
Annual school age contract monitoring visits are conducted in the Spring.
Major Activity: Family Resource Center
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
2.Make information and services available to Palo Alto rda 2 3 3
families at 2 Family Resources satellite locations, 1
centralized hub location, and on the web. (new)
3.Recruit 10 members to join the Family Resources n/a 10 35 35
Collaborative Membership. (new)
4.Distribute 500 of Family Resources brochures to promote n/a 500 300 2,000
awareness of the Family Resources. (new)
5.n/a 2 2 3Develop and implement 2 evaluation instruments to
measure the effectiveness of the Family Resources in the
community and to measure progress of fund development
activities. (new) ’
Family Resources has established a centralized hub, has placed one community internet access site, and has made a
searchable website database available.
3.Community interest in becoming a Family Resources member, now known as ambassadors, has exceeded expectations.
4.Family Resources brochure distribution will continue. The response from the community has exceeded expectations.
5.A website user survey has been implemented, an Ambassador Program evaluation survey has been developed, and an
additional measurement tool is planned for additional components.
24
FUNCTIONAL AREA: LIBRARY SERVICES
KEY PLANS
Support the Library Advisory Commission in their
review of and recommendations to Council
regarding the Library Master Plan.
PROGRESS
~Install one self-service circulation checkout []
computer station in the Library and evaluate its
effectiveness by measuring patron use of the system
and its effect on staff workload. (C-12, G-19, T-10)
[]In collaboration with Public Works, assist in design []
development of remodeling/infrastructure work at
the College Terrace Branch Library and the adjacent
child care center. (C-19)
Complete the installation of software and equipment []
which provide a graphical interface to the library
catalog for the public. (T-10, G-6)
ra Assist the Friends of the Palo Alto Library in the []
development of fund raising programs. (G-11, C-8)
[] Determine measurement systems to capture the , c~
public’s use of library electronic systems and
services. (C-12, G-19)
Support provided for ten Regular and Special
meetings of the Library Advisory Commission held
during report period, including two community
outreach meetings, to gather information and
prepare recommendations to Council regarding the
Library Master Plan.
Self-service checkout station available to public 12/
7/99 at Main Library and current use averages 7.3%
of circulation. Evaluation will be completed during
next report period,
Commencement of the infrastructure work at the
College Terrace Branch Library postponed until
2000/01.
Web access for remote users of the Library catalog
available in third quarter. Work in progress for
"Windows" version of the catalog for public use in
Library facilities.
Development of new Friends of the Library fund
raising programs in study stage.
Components for measurement system to capture
public’s use of electronic systems and services
identified. Work continues to determine effective
data collection and report content.
Major Activity: Collections Management
1999-00
6 MONTH
IMPACT MEASURES ACTUALS
Make 75 percent of new materials available to public within 19.7%70%
35 calendar days of receipt.
1998-99 1999-00
ACTUALS ADOPTED
1.30.6%
]
75%
I
’1.
1999-00
ESTIMATED
ACTUALS
Augmented resources have been provided to improve this measure, which fell to a new low in 1998-99: The backlog was
nearly eliminated in this report period and movement toward target will significantly improve in.final two quarters of
1999-00.
25
Major Activity: Library Outreach
IMPACT MEASURES
2.Through enrichment activities, reach 20,000 children
annually.
2. The response has exceeded expectation.
1999-00
1998-99 1999-00 ESTIMATED
ACTUALS ADOPTED ACTUALS
24,003 20,000
1999-00
6 MONTH
ACTUALS
I.16,807 25,000
FUNCTIONAL AREA: OPEN SPACE AND SCIENCES SERVICES
KEY PLANS
In 1999-01, assess program quality of after-school
classes, summer camps and outreach programming
by producing quarterly enrollment analyses and
effective program evaluations. Eliminate
continually under-enrolled classes and replace with
an equal number of new or revised programs. (C- 18)
[]In 1999-01, create stimulating and engaging
exhibits and evaluate their appeal by measuring
customer satisfaction and perceived relevance.
[]In 1999-01, implement preventative veterinary
program for all vertebrate animals in the Junior
Museum and Zoo.
In 1999-01, in order to improve safety and
enjoyment of trails, develop written maintenance
and construction guidelines for open space trails.
(C-19)
PROGRESS
Utilizing the ESCOM’database, analysis has been
performed on all classes and camps in the Junior
Museum & Zoo. All classes that have been under-
enrolled have been replaced with an equal number
of new classes. In response to the overwhelming
demand for the summer camp program, we will
double the number of summer camps offered in the
summer.
[]The services of a nationally recognized exhibit
designer, Mary Sievert, have been contracted for the
total redesign of educational exhibits and displays in
the Lucy Evans Baylands Nature Interpretation
Center. The new exhibits are scheduled to be
installed in Summer 2000. An evaluation of the
current exhibition and programs at the Junior
Museum and Zoo was distributed to every
elementary child in the PAUSD. Ten percent of
distributed questionnaires were returned, of which
95% received a positive response. In the spring we
will open "X Marks the Spot: An Exhibit About
Finding Your Way" and will evaluate visitor’s
response to the exhibition.
[]All new animals that were brought into the Junior
Museum and Zoo received preventative veterinary
care including blood and fecal work resulting in the
treatment of several transmittable viruses. All of the
existing reptiles and birds will receive a general
health checkup, fecal and blood tests and
vaccinations in the spring.
[]Trail maintenance and construction guidelines will
be developed during Spring 2000.
26
KEY PLANS
In 1999-01, initiate a docent program at the
Baylands Interpretive Center providing 250 hours of
service. (G- 11)
In 1999-01, design effective methods of preventing
dumping and littering in open space areas to reduce
the number of complaints regarding litter.
In 1999-01, collect baseline volume data (usage by
hikers, bikers and equestrians) for the primary trails
in the Arastradero Preserve. (N-3)
PROGRESS
The Environmental Volunteers have agreed to
increase their efforts in recruiting new volunteers
for the Baylands Nature Interpretive Center. To
date, three new volunteers have been recruited.
These volunteers have donated 102 hours of service
at the nature center.
Staff has proactively worked with neighborhood
groups, the East Palo Alto Historical and
Agricultural Society, and Bay Area Action to
disseminate information about littering and trash
dumping in the East Palo Alto marshes. This
education campaign has resulted in a 50% decrease
in amount of litter collected in the marshes in the
past three months.
Baseline data reporting the number of hikers using
the Corte Madera Trail at the Arastradero preserve
and Levee Trail at the Baylands has been gathered.
Plans for the second two quarters of 1999-00
include monitoring trail usage on the Perimeter Trail
at Arastradero Preserve and various trails at Byxbee
Park.
Major Activity: Junior Museum and Zoo
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Maintain active volunteer programs in the Junior Museum
facilities with volunteers contributing 2,600 hours of
volunteer service. (new)
n]a 2,600 1,099 1,931
5.The number of volunteer hours should have been listed as 1,800 hours in the 1999-01 budget document.
FUNCTIONAL AREA:RECREATIONAL SERVICES
KEY PLANS PROGRESS
In 1999-01, implement programming and services
for the renovated Rinconada Pool with an emphasis
on the new play elements for children. (C-19)
Parent-Tot Classes implemented in Children’s Pool
and Children’s Pool hours extended for Summer
2000 with input from newly formed Aquatics
Advisory Committee.
27
KEY PLANS PROGRESS
In 1999-01, continue to develop employment
opportunities, coordinate adult mentoring and offer
other positive activities through the Positive
Alternatives for Youth Program, in cooperation with
Palo Alto Police, that will have a positive impact on
improving school performance, strengthening life
skills and decreasing criminal involvement in teens.
(C-l)
In 1999-01, increase the number of children’s
classes, workshops and other activities offered
during school holidays and teacher in-service days,
to address the needs of working parents. (C-18)
In 1999-01, produce a new major Bay Area running []
event through collaboration with the San Francisco
Chronicle, merchants and community groups.
Fifteen teens have successfully been employed,
receiving favorable reviews from employers.
Festival Latino at Ventura School was a success
providing information on various services for the
neighborhood. Final statistics will be compiled after
the school year.
6 programs conducted and 14 planned for January -
June (20 total), resulting in a 30% increase over last
year.
First annual S. F. Chronicle Classic Five-Mile Run
conducted with 900 runners, with support from
merchants and community groups.
Major Activity: Programs for Persons w/Special Needs
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Have 20 "High Risk" teens maintain employment for a
minimum of three months through the Positive Alternatives
For Youth Employment Program. (new)
Staff vacancies have slowed progress in this program.
20
Major Activity: Recreation Facilities
1998-99 1999-00
IMPACT MEASURES ACTUALS ADOPTED
3.Increase by 5 percent the number of rentals at Mitchell Park n/a 5%
Community Center from 342 to 360. (new)
3.Referrals from past satisfied customers and increased community demand have resulted in this increase.
1999-00
MONTH
ACTUALS
19%
1999-00
ESTIMATED
ACTUALS
20%
28
Major Activity: Special Events
1998-99
IMPACT MEASURES ACTUALS
2.Secure sponsorships valued at $250,000 in cash, services, or [$262,000
donated products.
2.
1999-00
1999-00 6 MONTH
ADOPTED ACTUALS
$250,000 $76,300
1999-00
ESTIMATED
ACTUALS
I$150,000
The decreasein revenue reflec~ the2OOOPaloAlto Black &White Ballbeing movedtothe nextfiscalyear-September ~
2000.
29
DEPARTMENT OVERVIEW
The Fire Department’s primary focus during 1999-00 was the implementation of the revised Emergency
Management Plan. Training in the Standardized Emergency Management System (SEMS) was provided to
emergency response personnel and other City employees through the Human Resources training program. Public
education in disaster preparedness was provided to residents and businesses to better prepare them to respond to
disasters. A major effort in public education and outreach was conducted on Y2K preparedness. The first Palo
Alto Neighborhood Disaster Activities (PANDA) class graduated from the new disaster preparedness course for
citizens. In addition, the Fire Department began developing emergency response contingency plans with the City
Manager appointed Blue Ribbon Task Force for natural and human-caused disasters. The Fire Department worked
with the Administrative Services Department to finalize its efforts to ensure Y2K compliance of critical and
important systems within the department. Training for all personnel was conducted on the new records
management and e-mail systems. The Department also focused on implementing the first phase of the Paramedic
Engine Company Program and coordinated with proposed countywide changes in the Emergency Medical
Services delivery system. In addition, the Department began to evaluate and implement improvements to
individual training and performance standards within the training division, worked with the Planning Department
in implementing Development Center improvements, and worked with the Public Works Department to outfit and
place into service several vehicle replacements (2 new engines and 2 new trucks).
FUNCTIONAL AREA:EMERGENCY RESPONSE
KEY PLANS PROGRESS
[]Review Foothills Fire Management Master Plan
with the public through outreach activities and with
the Blue Ribbon Task Force. (N-77, N-78)
Continue to implement Paramedic Master Plan
operational measures and revise quality
improvement program. Implement the first phase of
the Paramedic Engine Company Program and
coordinate with countywide changes in the
Emergency Services Delivery system.
Outreach event was held at Foothills Park through
the FireSafe Council with Central District Fire.
There has been continued involvement with the
Santa Clara County FireSafe Council which
emphasizes the goals and objectives of the Fire
Management Master Plan.
The draft plan is scheduled for review by the City
Manager’s Blue Ribbon Task Force in April to be
followed by more extensive public review.
In accordance with the Paramedic Master Plan, two
fire engines with patient transport capability have
been ordered and are currently being fitted with the
gumey lift system. The Quality Improvement Plan
is in the process of implementation. Additional
operational implications of the Paramedic Master
Plan are currently under review by a joint
management/labor committee. Five new paramedics
have been hired and are on line in field training.
Four staff members are in paramedic school and
should be on line as field Paramedics in September
2000.
30
KEY PLANS
r~ Establish procedures for considering the impact of
street modifications on emergency vehicle response
time. (T-34)
[]Coordinate with the Police Department to develop
plans for a new Emergency Operations Center and
Public Safety Building.
PROGRESS
[] In process. Fire Department staff has evaluated
specifications and conducted tests with
maneuvering fire apparatus through traffic calming
devices and tumarounds. In addition, staff has
attended meetings and has provided information to
the Traffic Engineering Division regarding the north
of Lytton Study, city-wide traffic calming, and the
Embarcadero Project for their staff reports to the
City Council.
[]Fire Department staff has had continued
involvement in Public Safety Building Committee.
Recommendationg to Council were submitted in
October 1999. Council directed the Public Safety
Building Committee to explore additional
alternatives for 1999-00. Fire Staff is continuing to
work with other city staff and the consultant on
funding alternatives and will provide input into the
Emergency Operations Center for the Police
Building specifications when appropriate.
FUNCTIONAL AREA:ENVIRONMENTAL AND SAFETY MANAGEMENT
KEY PLANS PROGRESS
Continue joint meetings with representatives from []
Santa Clara County (SCC), SCC cities, the
Environmental Health Department, and the
California Environmental Protection Agency to
meet the requirements of SB-1082, which requires
the streamlining of hazardous waste regulations. (N-
47) []
Implement the Emergency Management Plan. Begin []
training City employees for the Standardized
Emergency Management System (SEMS), enhance
the public education programs to improve the
public’s readiness to respond to disasters, and
develop Emergency Response Contingency Plans
with City Manager’s Blue Ribbon Task Force (G-10, []
N-78, N-81, N-82)
Enhanced UNIDOCS website to provide improved
uniformity in hazardous materials programs on a
countywide basis. Initiated efforts to establish an
online chemical inventory database to facilitate
industry reporting.
Additionally, staff represents the City of Palo Alto
at the state level by participating in two statewide
committees that develop policy for implementing
state environmental programs at the local level.
Established the City Manger Blue Ribbon Task
Force composed of local residents and business
representatives to recommend changes to the
Emergency Plan. Worked with Task Force on Y2K
issues and Winter Preparedness Plan.
Provided initial SEMS training to 40% of all city
employees.
[]Completed first Palo Alto Neighborhood Disaster
Activities (PANDA) training course with Palo Alto
residents.
31
KEY PLANS PROGRESS
Coordinate the development of the Development
Center with the Planning Department by providing
continuous staffing to expedite plan review and
increase interdepartmental communication.
Encourage pre-cbnstruction meetings with
developers and constructors. Participate in the
implementation of online permitting.
Participated in permit tracking system
implementation.
Coordinated major projects such as PAMF and
Sandhill with Building, Planning, and Public Works.
Improved interdepartmental communication by
participating in the new des!gn review process.
Major Activity: Fire Code Research, Development and Enforcement
IMPACT MEASURES
1.Inspect 90 percent of all applicable ordinary hazard
occupancies every twelve months.
Inspect 100 percent of all applicable light hazard
occupancies every 36 months.
Inspect 100 percent of all high rise occupancies annually, as
required by State Law. (new)
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
8O%
89%
75%
90%
100%
100%
10%
lO%
0%
7O%
7O%
100%
Inspection schedule was impacted by a delay in receiving inspection assignments due to Y2K priorities. Staff resources
were focused on tasks associated with Y2K preparation and response. Training was conducted on new fire records
management system and new citywide e-mail system.
Inspection schedule was impacted by a delay in receiving inspection assignments due to Y2K priorities. Staff resources
were focused on tasks associated with Y2K preparation and response. Training was conducted on new fire records
management system and new citywide e-mail system.
There are 7 state mandated high rise inspections done annually. Last year’s inspections were conducted during the last half
of the year. Inspections are scheduled for the second half of this year to provide adequate spacing between inspections.
Major Activity: Hazmat Code Research, Development and Enforcement
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Inspect 90 percent of facilities requiring hazardous materials
and underground storage tank permits designated for annual
inspections.
73%90%16%60%
Inspections were impacted by the vacancy of one full time position (out of 3.5 FTE’s), an unusually large number of facility
closures, and the staff time demands for plan review and inspection of the Palo Alto Medical Foundation.
32
Major Activity: Disaster Preparedness
IMPACT MEASURES
1999-00 1999-00
1998-99 ¯1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
To conduct City employee training on disaster management
for 20 percent of all employees annually.
To conduct 2 disaster management exercises for City staff
members.
12%20%4O%60%
o
Disaster Preparedness positions are fully staffed. Standardized Emergency Management System ( SEMS) is required by
state law for all city staff. Training to meet that requirement is proceeding at an accelerated pace.
One additional exercise conducted in preparation for Y2K.
FUNCTIONAL AREA: TRAINING AND PERSONNEL MANAGEMENT
KEY PLANS
fl Develop and implement training certification
program.
[]Evaluate and update the probationary testing
program and company evolution drills as they relate
to established standards.
PROGRESS
A pilot certification program is currently in
operation. The full program will be complete by end
of fiscal year.
Training staff has drafted new procedures and is
reviewing probationary testing program. Human
Resources will review final draft. The project will
be complete by end of fiscal year.
FUNCTIONAL AREA: RECORDS AND INFORMATION MANAGEMENT
KEY PLANS
c~Continue to develop and implement an optical
imaging records filing and management system.
Work with Administrative Services Department to
finalize Y2K compliance of systems within the Fire
Department.
PROGRESS
Current system is in use. Records are being scanned
for archiving and public access. System is not user
friendly. Staff is reviewing alternatives with
Information Technology Division.
Individual software has been purchased but some
interface and connectivity issues remain to be
resolved. Report formats need to be created for new
software. Further IT support is needed to complete
this project.
33
Major Activity: Required Reporting Systems Maintenance
IMPACT MEASURES
Ensure 70 percent of Fire Department personnel have access
and proper training to input data into the Fire Department
Data Management System.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADORED ACTUALS ACTUALS
8O%70%95%
Extensive time was spent training all personnel on new records management system and new e-mail system.
70%
34
DEPARTMENT OVERVIEW
The Human Resources Department continues its focus on enhancing and refining service delivery through
technology and innovative programs. The department web page provides information in the benefits, recruitment,
compensation, training, commute alternatives and risk management areas.
In the technology area, the Department met Y2K standards through installing and verifying upgrades to several
systems. Two new modules to the Human Resources Information System are completed. These systems enhance
information delivery for benefits and process information for employee training and development.
Activity in employment remailis high with a projected increase in hiring over last year. Employment staff
successfully filled Police Department positions including the first hire resulting from the Employee Referral
Program.
Human Resources Development accomplishments include a major training effort supporting the transition to the
new e-mail system, Microsoft Outlook.
The City’s commitment to provide relief from the high cost of commuting continues. A new vanpool pilot
program is in place. Van pooling is provided for employees living in Patterson, Modesto, and Antioch.
Risk Management and Safety’s goal this year is to increase customer service. Completion of the intranet site,
updating the Respiratory Protection Standard, further development of the Ergonomic program and helping to
coordinate a "Safety Summit" are included in mid-year accomplishments. Lost time injuries continue well below
the target due to the commitment to safety by managers and employees.
The costs of the City’s group-life long term disability and AD&D insurances were reduced by placing the
coverage with a new underwriter.
Comprehensive Plan Overview
After making some improvements in 1999, the Department is further evaluating the customer service program and
service awards preparing recommendations for changes and enhancements. (C-10)
The City training programs continue to emphasize employee training in customer service and other service
oriented skills. The training center served 802 employees during the first half of the fiscal year. (C-11)
Responsibility for working with the East Bayshore Road employers was transferred to the Transportation Division
along with the new grant funds for the employee Caltrain shuttle. Addition of a van pooling pilot in the Commute
Alternatives Program began in October. The City was able to resolve its liability issues by having the agreement
between the leasing company and the employees. (T-5)
Development of the Commute Alternatives website and its links to all the local transportation websites provides
employees with a convenient method of finding carpool partners. The City recognized the need to decrease the
high cost of commuting and increased employee commute subsidies in November. (T-6)
A telecommuting safety plan is being developed in support of the current telecommuting program. (T-12)
FUNCTIONAL AREA: EMPLOYEE COMPENSATION AND ’BENEFITS
KEY PLANS
Initiate the Human Resources Intranet pages and
assist the department in converting documents to
HTML.
PROGRESS
c3 Project completed. The Intranet pages are on-line
and in use at this time.
35
KEY PLANS PROGRESS
Conduct a Business Process Review of HR/Payroll ~
system and associated processes.
Attend CALPERS board meetings and participate in
PERS committees to help monitor changes in design
and to help control costs of the City’s Medical and
Retirement plans.
Complete feasibility study for a self-insured lpng- o
term disability benefit.
Develop and communicate an enhanced eldercare ~
benefit for employees.
Successfully negotiate reopener agreement with
members of the International Association of Fire
Fighters bargaining unit by contract anniversary
date (6-30-99).
Project completed. Simple changes have been
implemented and more detailed process changes are
currently being developed for implementation.
Attended all PERS constituent committee meetings
and board meetings. Represented all public
agencies’ input regarding increases/decreases to
medical plans that effect costs. Examined co-pay for
physician and prescription drug benefits.
Project completed. Determined that the City should
not self-insure the long-term disability plan.
Developed an outreach program to inform
employees of eldercare help and information from
the Employee Assistance Program. Implemented a
payroll deduction for PERS long-term care benefits
for employees and their parents.
Have not been able to reach an agreement with
IAFF. Arbitration dates set for February, 2000.
FUNCTIONAL AREA:WORKFORCE RECRUITMENT AND SELECTION
KEY PLANS PROGRESS
Investigate the feasibility of using the intranet to
allow managers to access and process personnel
requisitions and personnel action forms on line.
Develop a new employee orientation program. (C-
11)
Investigation is in progress. We are working with
the City Attorney’s office with regards to electronic
approvals.
Work in progress. Working with consultant for
unified design with employment, benefits and
training.
Major Activity: Employee Selection
IMPACT MEASURES
4.Achieve a satisfaction rating of 80 percent or better on
customer satisfaction survey.
4.
1998-99
ACTUALS
75%
The customer service surveys are scheduled to be completed by June, 2000.
1999-00
ADOPTED
8O%
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
36
¯ FUNCTIONAL AREA: EMPLOYEE DEVELOPMENT/WORKLIFE
KEY PLANS PROGRESS
Evaluate current service award and customer
service programs and develop recommendations for
enhancements. (C-10)
The Service Award programs were enhanced during
1999 with further evaluation and enhancement
under consideration in 2000.
Expand the training on MS Office Suite applications
and implement new E-mail training for employees.
Current training includes all applications in the MS
Office Suite; MS Word, Excel, Access, Powerpoint.
These applications are also included in the video
and CD lending library and Computer Based
Training program for our employees.
[]In 2000-01, develop a reference directory and links []
to Internet training on the Human Resources
Training Intranet web site. (C- 11)
Training for all employees in Outlook (City’s e-
mail) has been completed. A total of 89 classes were
given.
Work in progress. The links have been developed
and further refinement is required.
Major Activity: Training Programs
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1.Certify 15 management or prospective management 32 15 n/a 17
employees as Management Academy graduates each year.
2.Annually provide 5,500 employee hours of supervisory and 5,191 5,500 3,802 6,500
skills training. (Revised from 5,000)
4.Provide at least 500 spaces in computer training classes.600 500 721 1,000
(Revised from 350)
1.Management Academy is currently in progress
The mandatory safety training has been re-designed to condense the year’s training into a single day which accounts for the
increase in the number of hours early in the year The addition of citywide training for Outlook and other new software
training (Y2K related) increased the number of hours of training.
The addition of citywide training in Outlook directly impacted the number of spaces in computer training classes for this
fiscal year Outlook alone accounts for 609 spaces.
FUNCTIONAL AREA: TRANSPORTATION DEMAND MANAGEMENT
KEY PLANS PROGRESS
[]Enhance automated quarterly report for payroll on [] This has been completed.
Employee Commute Alternative subsidies.
37
KEY PLANS PROGRESS
Work with employers in the East Bayshore corridor r~ The City’s new Commute Coordinator in
to increase ridership on the CalTrain shuttle. (T-5) Transportation is currently handling the E. Bayshore
Road employers.
Review and implement adjustments to employee
commute alternative subsidies. (T-6)
Develop a plan for an Intranet website with
alternative commute information, links and forms
for carpooling, telecommuting, public transit,
walking and bicycling. (T-6)
Transition of all data has been successfully
completed.
The commute subsidies have been adjusted to ease
the high cost of commuting to work. Council
approved the increases in November, 1999.
The Intranet page for Commute Alternatives is
completed. All commute forms are on-line with
additional links to Internet transit information.
Major Activity: Commute Alternatives Programs
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1. Reduce Vehicle Employee Ratio (VER) by 3 percent during 4%3%n/a 3%
commute hours. (Revised from 4 percent)
2.Increase the number of registered transit users 10 percent by .1%10%29%t0%
June, 2000 and June, 2001.
The Survey is conducted in April/May.
Vanpools are considered highway conveyances in the same category as public transit. We have a vanpool pilot in place with
a total of 2Oparticipants.
38
FUNCTIONAL AREA: RISK MANAGEMENT
KEY PLANS
Update the Injury and Illness Prevention Program
for new hires to reflect safety laws covering Hazard
Communication, Bloodbome Pathogen Standard,
and Office Ergonomics.
[]Design telecommuting safety component for the
Injury and Illness Prevention Program. (T-12)
r~Design and implement the website for the Injury
and Illness Prevention Program on the Intranet.
Implement an integrated disability management
(LTD, leave of absences, sick leave, etc.) program in
order to continue controlling workers compensation
and benefit costs.
Investigate the liability issues associated with City
paid van pools for employee commute alternatives
program. (T-6)
PROGRESS
No update required for Hazard Communications.
The new requirements under the updated
Bloodborne Pathogens Standard have been
implemented. Update to the written policy in
progress.
Ergonomics new hire training has been
implemented into monthly New Employee
Orientation. A new consultant (ergonomist/nurse)
has been selected tO conduct work station
evaluations.
The medical screening component of the updated
Respiratory Protection standard has been initiated
and will be scheduled by June 2000. The
Respiratory Protection written program and training
material has been updated.
Forklift Standard update will be completed by June
2000
c~A telecommuting safety plan is being developed and
will be completed by June 2000.
[]The Injury and Illness Prevention Program website
is nearly completed. Ninety percent of the
information is online and accessible.
Program. implementation will be completed by June
2000.
Liability issues were resolved by establishing the
vanpool through a lease agreement between the
employees and Enterprise Inc.
39
Major Activity: Injury/Illness Prevention
IMPACT MEASURES
1.Assist departments in limiting the number of employee
injuries where work time is lost to 40 injuries per year.
1.
1998-99 1999-00
ACTUALS ADOPTED
4O
1999-00
6 MONTH
ACTUALS
1999-00
ESTIMATED
ACTUALS
12- Lost time injuries are below the 6 month target because of continued commitment to safety training, hazard control and
awareness of lnjury and Illness Prevention Program.
40
FUNCTIONAL AREA: SUPPORT PLANNING]PUBLIC EDUCATION
KEY PLANS
C~In 1999-01 evaluate and improve customer
information and service. (G- 19)
PROGRESS
Customer service has been enhanced by the addition
of a planning technician at the Development Center.
Customer information improvements include access
to ARB, HRB, and Planning Commission agendas
via the city’s web page.
Major Activity: Public Information
IMPACT MEASURES
1999-00 1999-00
1998-99 199.9-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Provide an interactive evaluation form on the Planning
Division Li~nk of the City Web page to allow customers to
evaluate the service provided. Report and implement
recommended changes that result in improvements within
90 days. (New)
Upon approval of ordinance changes, miscellaneous
regulations, etc. provide these items on the Planning
Division Link of the City’s Web page within 30 days of
approval. (New)
n/a
n]a
90 days
30 days
Deferred
Deferred
Web Page enhancements have been deferred due to unfilled staff positions.
Web Page enhancements have been deferred due to unfilled staff positions.
Deferred
Deferred
FUNCTIONAL AREA:LIAISON, COORDINATION AND TECHNICAL ADVICE
KEY PLANS PROGRESS
Coordinate with the Public Works Department to
implement the Downtown Urban Design
Improvements Capital Project (L-19).
Create the Development Review Committee (DRC)
to help improve the development review process.
DRC will comment on project applications, and
provide potential conditions of project approval. (B-
5, B-7)
In 1999-01 actively participate in local and regional
organizations to better coordinate local and regional
issues (G-3, H-30, H-31, T-56, T-54).
Coordination is ongoing via monthly meetings plus
a working group responsible for design and
implementation of improvements.
The Development Review Committee (DRC) was
implemented in January 2000. Process and
procedure improvements are underway.
Staff is active in the Silicon Valley Smart Permitting
committee to improve the consistency of planning
and building permit application procedures and .
forms county-wide. Staff also participates in
coordination of creek improvement plans and
projects countywide.
41
KEY PLANS
[]In 2000-01, participate in the adoption of the new
International Building Code (IBC). (N-69)
PROGRESS
[]Staff participated in the membership adoption of the
2000 Edition of the IBC
FUNCTIONAL AREA:CONSTRUCTION REVIEW/PROJECT MONITORING
KEY PLANS PROGRESS
Implement the latest editions of the uniform codes
to become effective July 1999. (N-69)
With the assistance of the Public Works Department []
implement a revised grading and excavation
ordinance. (N-74)
Continue to implement "Smart Permitting" allowing []
permit application through the Internet. (G-19)
All new editions of the model codes were adopted
and implemented July 1, 1999.
The revised grading ordinance was adopted and
became effective July 1, 1999.
Expanded internet applications will be reviewed in
Phase II of the new permitting system.
Major Activity: Construction Permit Process
IMPACT MEASURES
Issue 100 percent of subpermits (plumbing, mechanical,
electrical) within one day of receiving a complete
application.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%100%100%Delete
The building division has streamlined the permit process utilizing the new ODS system. All permits for a project are
handled under a single "Master" application, rather than a unique application for each subpermit. This new process allows
better coordination of inspections, while saving paperwork for applicants. This impact measure is being deleted.
Major Activity: Plan Review
IMPACT MEASURES
1.Process 95 percent of express plan checks within 10 Iworking days.
1998-99 1999-00
ACTUALS ADOPTED
61%95%
1999-00
MONTH
ACTUALS
56%
1999-00
ESTIMATED
ACTUALS
75% [
Express Plan check goal was not achieved due’to the high volume of projects submitted. Temporary staffhas been retained
to improve performance in this area.
42
FUNCTIONAL AREA:. ADVANCE PLANNING
KEY PLANS PROGRESS
Administer the allocation of federal funds to private []
and public social service agencies to maintain or
increase affordable housing opportunities, social
services, or to improve or expand the facilities of
eligible organizations (H-23, H-27, H-28).
[]Prepare five-year, Coordinated Plan for Federal and []
State Grant Management (H-19, H-28).
[] Complet~ a work program for th.e Zoning Ordinance []
update and establish Planning team for
implementation.
[]In 1999-01, complete PAMF/SOFA Coordinated []
Area Plan, evaluate the process, and make changes
as appropriate to the Coordinated Area Plan process
(L-22).
The committee designated to allocate these funds is
currently in the process of meeting and making
recommendations to the City Council.
The draft plan will be prepared in the second half of
the fiscal year.
Workplan development is scheduled for the second
half of the fiscal year.
The first phase of SOFA Plan is currently under
review by the Planning Commission and downtown
neighborhood groups. It is scheduled for Council
review on February 14, 2000.
Major Activity: Affordable Housing Development
IMPACT MEASURES
o Increase the number of permanently affordable, low-income
rental housing units by an average, annual increase of 25
units over a five-year period (1995-2000).
1999-00 1999-00
1998-99 6 MONTH ESTIMATED
ACTUALS ACTUALS ACTUALS
29 units
1999-00
ADOPTED
I25 units 73 units 73 units
Sixty-three units will become available upon completion of the Stanford West Apartment project, currently under
construction. Units may not be complete by end of the fiscal year. The 1998-99 represents one year actual rather than the
five year average call for in the impact measure.
FUNCTIONAL AREA: TRANSPORTATION AND PARKING MANAGEMENT
KEY PLANS
[]Implement Start up of Local Shuttle Bus Service.
(T-13)
[]Work with the Chamber of Commerce to provide
downtown merchants with commute alternatives
information. (T-5)
PROGRESS
The Palo Alto Shuttle service began operations on
December 11 (Cross-town route) and December 13
(Embarcadero route).
The Commute Coordinator, was hired November
1999. The Commute Coordinator meets regularly
with the Chamber and various downtown businesses
to provide commute alternative information and
activities.
43
KEY PLANS PROGRESS
Complete conceptual design study for Pale Alto []
Intermodal Transit Station Project using State
Petroleum Violation Escrow Account (PVEA) grant
funds. (%14, L-25, L-26)
[] Initiate Traffic Impact Fee Update Project. (T-54) fl
Project mobilization was completed, including
assembly of a consulting team and formation of a
’City - Stanford technical working group p!us a
policy-level steering committee to oversee the
project.
This project is scheduled to commence in April
2000.
Major Activity: Traffic Signals Management
IMPACT MEASURES
1.Modify/install traffic signals within 1 year of funding 0
approval.
1998-99 1999-00
ACTUALS ADOPTED
1 year
I
1 year
I
].
1999-00
6 MONTH
ACTUALS
1999-00
ESTIMATED
ACTUALS
Traffic signal design delayed at two locations (Arastradero/Terman and Middlefi~ld/Meadow) pending Council action on
No Parking at Arastradero/Terman.
Major Activity: Traffic Engineering
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
1.Respond to 100 percent of the striping and signing 74%80%50%65%
complaints within 90 days of receipt of request.
2.Prepare annual report to identify high accident locations and Incomplete Annual Draft Annual
recommendations for improvements.
1.Clerical staff workload has been reallocated to improve this measure.
2.Draft is complete, to be presented to Planning & Transportation Commission in Spring 2000
Major Activity: Bicycle Programs
1998-99
IMPACT MEASURES ACTUALS
1.Obtain 75 percent occupancy rate for City bike locker 38%
rentals. (60 lockers)
1.
1999-00
ADOPTED
75%
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
35°/ol48°/,,I
Added capacity at California Avenue has not been fully utilized. The new Commute Coordinator is promoting bike locker
rentals, with the goal of a 60% occupancy rate by fiscal year-end.
44
FUNCTIONAL AREA: NEIGHBORHOOD SERVICES AND PROGRAMS
KEY PLANS
g Complete Downtown North Neighborhood Traffic
Study. (T-43)
PROGRESS
Design traffic safety public outreach/media
campaign. (T-8, T-46)
Implement an administrative penalties program to
provide an additional enforcement tool for the code
enforcement program. (H-13)
Ninety percent complete by December 1999,
including data collection, alternative evaluation, and
refinement of a preferred alternative.
Sixty percent complete, including preparation of a
media strategy for both drivers and pedestrians.
Several compliance orders have been issued in the
first half of the fiscal year.
Major Activity: School Safety Activities
IMPACT MEASURES
Complete 90 percent of all adult crossing guard evaluations
within 30 days of receipt of request from the City/School
Traffic Safety Committee. (Average 3 per year)
1.None Requested
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%90%0%100%
Major Activity: Traffic and Planning Studies
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Review and analyze all road bump requests consistent with
the approved Council guidelines and prepare an annual
status report to the Council on the Road Bump Program.
Incomplete Annual In Progress
Responded to 2 of 4 road bump requests to date, annual report is in progress.
Annual
FUNCTIONAL AREA: INFORMATION MANAGEMENT
KEY PLANS PROGRESS
Install and utilize a new Permit Tracking System for c~
all City agencies and the public involved in the
permit process (G-19).
Evaluate. and improve Permit Tracking System. (G- r~
19)
In 1999-01, evaluate and implement an automated
inspection request system. (G-19)
Phase I of the ODS permit tracking system has been
implemented.
Phase II of the ODS permit tracking system is in the
planning stage, and will allow all city departments
to comment upon and track planning entitlement
applications.
This will be investigated in Phase II of the ODS
system.
45
Major Activity: Automated Systems
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Create and implement a temporary planning permit tracking
and input a minimum of 5 archival planning permit
applications on a monthly basis.
10 Delete
A temporary system has been implemented, and all archival records have been entered. Temporary system will be replaced
with Phase H of the new permit tracking system.
Major Activity: Records and Map Management
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Update the zoning map on a semi-annual basis pursuant to
applicable approved changes and distribute accordingly.
(New)
Update the land use map on an annual basis pursuant to
applicable changes and distribute accordingly. (New)
n/a
1.No zoning map updates.
2.No changes required.
FUNCTIONAL AREA: DEV. REVIEW MULTI-FAMILY]NON-RESID.
KEY PLANS
[]In 1999-01 proactively participate in neighborhood
meetings for the facilitation of information and
education of the City’s processes. (G-2, G-19)
[]In 1999-01 continue to clearly define and improve
procedures in Development Review. (G-19, B-5, B-
7)
PROGRESS
Staff routinely attends neighborhood meetings upon
request. These meetings range from informational
meetings regarding single story overlay districts to
the future of development within single family
neighborhoods.
Staff is developing procedure manuals for all
planning entitlements, with the goal of completing 2
manuals each year.
46
Major Activity: Application Review/Process Multi-Family
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Meet at least once with applicants for planning entitlements
prior to project submittal 100 percent of the time.
Conduct a random annual user evaluation survey to provide
adequate customer service. (New)
Complete user evaluation surveys for every 20th application
processed by the Planning Division and report findings on a
semiannual basis. Implement recommended improvements
within 6 months. (New)
86%
n/a
100%
n/a 6 mths
80%
0
0
8O%
Annual
There has been an increase in projects submitted by mail. Staff will continue to promote pre-application meetings for the
benefit of planning entitlement project applicants.
4.Surveys are under development.
5.Surveys are under development.
FUNCTIONAL AREA: DEV. REVIEW SINGLE-FAMILY & HISTORIC
KEY PLANS PROGRESS
[]Implement the revised Historic Preservation []
Regulations. (L-56, L-57, L-58)
[]In 1999-01, proactively participate in neighborhood []
meetings for the facilitation of information and
education of the city’s processes. (G-2, G-19)
In 1999-01, continue to clearly define and improve []
procedures in Development Review. (G-19, B-5, B-
7)
Pending outcome of ordinance in March 2000.
Staff routinely attends neighborhood meetings upon
request. These meetings range from informational
meetings regarding single story overlay districts to
the future of development within single family
neighborhoods.
Staff is developing procedure manuals for all
planning entitlements, with the goal of completing 2
manuals each year.
47
Major Activity: Historic Preservation/Inventory
IMPACT MEASURES
1998-99
ACTUALS
1999-00
ADOPTED
1999-00
6 MONTH
ACTUALS
Process and evaluate a minimum of 60 properties on an
annual basis from the Palo Alto Resource List for eligibility
and designation on the Palo Alto Register. (New)
Conduct semi annual training sessions for historic property
owners, developers, architect, etc. on historic preservation,
State Historic Building Code, etc. (New)
Create a comprehensive listing of Historic properties
pursuant to established regulations. Update listing as
information is received based upon review or each
application. (New)
n/a
n/a
60 n/a
1.Ordinance pending
2.Ordinance pending
3.Ordinance pending
1999-00
ESTIMATED
ACTUALS
n/a
n/a
n/a
48
DEPARTMENT OVERVIEW
In 1999-00, the department is in the process of developing and implementing a multi-year strategic plan that will
address current and future issues building upon the Community Policing philosophy, which continues to be
integrated throughout the entireorganization. Community Policing establishes partnerships between the Police
Department, community members, other City departments and other agencies for the purpose of solving specific
problems through new and innovative solutions.
Traffic safety efforts continue to be a high priority for the Police Department. The addition of a traffic officer,
approved as part of the 1999-00 budget, along with two State grants, will enhance the Department’s ability to
place special emphasis on red light running, pedestrian safety, safety in and around school zones, speed reduction,
seat belt compliance, and child safety.
The Department is continuing to evaluate strategies to address youth issues. In conjunction with Community
Services, efforts are being made to evaluate funding sources to continue the Positive Alternatives to Youth
(P.A.Y.) program. This successful program, if continued, will provide opportunities for at risk youth to receive
counseling, tutoring, mentoring, positive leisure time activities and job placement.
As the department strides toward achieving full authorized staffing, efforts are being made to assess regional
recruitment, testing, and selection strategies while evaluating employee retention programs.
In conjunction with the Public Works Departments, staff is continuing to work on the first phase of the Police
Building Project. Staff is already looking at site evaluation and selection, concept designs, and the architectural
program.
FUNCTIONAL AREA: REQUESTS FOR SERVICE
KEY PLANS
~Explore the feasibility of expanding the role of
Community Service Officers.
Implement and evaluate the use of patrol vehicle
video cameras in the field.
PROGRESS
The Community~ Service Officer (CSO) program is
reaching a level of stability and expertise that allows
the CSOs to take on more challenges. The CSOs are
taking a more active role in traffic enforcement with
the deployment of the radar trailers.
In December, a video camera was installed for the
purpose of evaluating a specific vendor. Although
the usefulness of the system was evident, staff chose
to select a different vendor because the company
was too new to the market and their product was not
fully developed. An alternate system will be
evaluated during the second half of the year.
49
Major Activity: Requests for Service
IMPACT MEASURES
1.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ~ ACTUALS
Respond to 95 percent of emergency calls within three
minutes Or less. (Estimate 75 calls per year)
Respond to 95 percent of non-emergency calls within 30
minutes or less. (Estimate 28,000 calls per year)
91%
100%
95%
95%
n/a 95%
95%
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year
Major Activity: Critical Incident Resolution
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
After the initial police response, respond with specially
trained units to the scene of a critical or major incident
within 1.5 hours after request.
.7 1.5
Some officers were already on-duty, making their response much quicker
.7 .7
FUNCTIONAL AREA: COMMUNICATIONS SERVICES
KEY PLANS
c3 Investigate feasibility of exchanging data between
CAD Systems with surrounding jurisdictions that
would result in reduced fire mutual aid response
times. (N-80)
c~In conjunction with Public Works, investigate the
cost savings/benefits of performing in-house vehicle
equipment installation and removal versus
contracting out for the work.
PROGRESS
c~ Due to the transitional problems with the Computer
Aided Dispatching (CAD) system, this key plan will
not be accomplished this year.
Due to the transitional problems ,with the Computer
Aided Dispatching (CAD) system, this key plan will
not be accomplished this year.
50
Major Activity: Police Dispatching Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Dispatch 99 percent of emergency calls within 60 seconds
of the initial receipt of the call. (Estimate 75 calls per year)
Dispatch 95 percent of non-emergency calls within 30
minutes of the initial receipt of the call. (Estimate 28,000
calls per year)
100%
100%
99%
95%
n/a
n/a
99%
95%
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year.
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year
Major Activity: Fire Dispatching Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Dispatch 99 percent of all emergency calls within 90
seconds of the initial receipt of the call. (Estimate 6,500
calls per year)
100%99%n/a 99%
Due to the transition to the new Cornputer Aided Dispatching (CAD) system, this information will not be available until the
end of the year
Major Activity: Utilities Dispatching Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Coordinate 95 percent of joint department responses within
ten minutes of the request. (Estimate 75 responses per year)
Dispatch 99 percent of emergency requests for service to
customer service personnel within ten minutes. (Estimate
200 requests per year)
100%
97%
95%
99%
n/a
n/a
95%
99%
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
¯ end of the year
51
Major Activity: Stanford Dispatching Services
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Dispatch 99 percent of emergency calls within 60 seconds
of the initial receipt of the call. (Estimate 100 calls per year)
Dispatch 95 percent of non-emergency calls’within 30
minutes of the initia!receipt of the call. (Estimate 12,000
calls per year)
lOO%
99%
99%
95%n]a
99%
95%
Due to the transition to the new Computer Aided Dispatching (CAD) system, this information will not be available until the
end of the year.
Due to the transition to the new Computer Aided Dispatching (CAD) system, this inform’ation will not be available until the
end of the year
FUNCTIONAL AREA: INVESTIGATION AND DISPOSITION
KEY PLANS
[]Implement a system to track domestic and family
violence that will result in the reduction of domestic
violence incidents.
PROGRESS
[]Enhance the evidence collection process in the field []
by expanding the use of digital photography
technology Department wide.
Major Activity: Investigations
A tracking system has been implemented with the
assistance of the Support Network for Battered
Women in Mountain View. The most recent
statistical data obtained in November showed a
decrease of 18 cases over the previous year.
The system is being used in the field by all specially
trained evidence officers. A draft policy is being
reviewed by command staff prior to department-
wide implementation.
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Return less than 3 percent of cases to patrol officers for
follow-up due to deficiencies and/or incompleteness in the
initial investigation. (Changed from 5 percent; Estimate
8,000 criminal cases per year)
.5%3%.o1%
Information based on second quarter numbers only due to staffing issues.
.5%
52
FUNCTIONAL AREA: TRAFFIC SERVICES
KEY PLANS
Emphasize pedestrian and bicycle safety through
education, enforcement, and implementation of the
traffic mini-grant. (T-46, T-47)
Contract school crossing guard program t~ private
management company. (T-45)
Assist Planning in the development of a short-term
traffic calming program. (T-47, T-43)
With funding from an Office of Traffic Safety
(OTS) grant, reduce fatal and injury accidents,
increase seat belt compliance and child safety seat
usage. (T-47)
Major Activity: Traffic Enforcement
PROGRESS
£1 An emphasis on education and enforcement has
resulted in violations in the downtown area
decreasing dramatically. Through two surveys, staff
discovered pedestrian violations at two targeted
intersections decreased as much as 95%. Staff also
participated in the state’s "Pedestrian Safety Week"
by educating the public and enforcing laws in both
the downtown and California Avenue business
districts.
The contract was awarded to an outside company
who began operating all crossing guard services in
late August.
Police Department staff worked together with
various City staff and school disllict staff to address
traffic concerns at JLS Middle School. Working
together, the group was able to make adjustments to
traffic signals, add much needed signage and repaint
red curb lanes in an effort to improve safety to
students walking, biking and being dropped off at
school.
Traffic team members continued to hand out seat
belt and booster seat restraint brochures. The radar
trailer was used an average of 3.6 days per week in
an effort to reduce speed. The team continued to
place a high emphasis on the enforcement of seat
belt and child safety seat laws.
IMPACT MEASURES
Based on a sampling of ten residential arterial, collector and
local streets, maintain the ratio of injur~ accidents per
million miles traveled at the previous three year average.
(New for 1999-01)
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a 1.17 n/a n/a
Unable to access data due to transition to new records management system. Data will be available by third quarter
53
FUNCTIONAL AREA: PROACTIVE POLICING SERVICES
KEY PLANS
[]Implement a senior safety program to include
vacation watch, elderly abuse, and senior fraud and
solicitation. (G-10, G-11)
Evaluate strategies to address youth issues. (C-18)
Form a community advisory committee with
neighborhood associations and business community
to provide citizen input. (G-2)
PROGRESS
[]Evaluate use of the Ventura substation. (C-18)[]
[]In conjunction with the Community Services []
Department, look for funding sources in order to
continue the Positive Alternatives for Youth (PAY)
program. (C-l, C-18)
[] Investigate feasibility with other agencies for []
developing a Regional Crime Suppression Team.
(N-80)
FUNCTIONAL AREA: POLICE PERSONNEL SERVICES
KEY PLANS
[]Develop a physical fitness program for Department []
employees.
[]Evaluate Department employee retention strategies. []
(C-10)
[]Review and update current Department training
plan process.
.Due to the resignation of the volunteer coordinator,
this program has been put on hold. Staff expects this
program will be implemented late 1999-00 or early
2000-01.
[]Staff is in the process of evaluating three strategies
to address youth issues. Staff is attempting to find
funding sources so that the Positive Alternatives for
Youth (PAY) program can continue. Staff is
evaluating the reformation of the Explorer Scout
program. Officers hav,e been spending considerable
time at the Jr. and Senior High School campuses.
[]Staff has decided to work with existing committees
such as the Downtown Merchants Association and
the California Avenue Business group and
Neighborhood Watch organizations rather that form
new groups.
Staff continues to evaluate the use of the substation.
Staff is reviewing available grant funding, however,
due to the resignation of the program’s coordinator,
staff is considering a request for a City position for
this program.
Due to staffing shortages, staff has not had the
opportunity to pursue these efforts.
PROGRESS
[]Evaluate regional recruitment, testing, and selection []
strategies. (N-80)
Due to staffing shortages and new officers’ training
needs, staff has been unable to work on this key
plan.
Due to staffing shortages and new officers’ training
needs, staff has been unable to work on this key
plan. ~
Due to staffing shortages and new officers’ training
needs, staff has been unable to work on this key
plan.
In conjunction with the Mountain View Fire
Department, staff organized a regional dispatcher
test which will take place during the third quarter.
54
Major Activity: Hiring and Retention
IMPACT MEASURES
3.Maintain a vacancy rate of no more than 4 percent for non- [
sworn personnel.
1998-99 1999-00
ACTUALS ADOPTED
1.6%[4%I
1999-00
6 MONTH
ACTUALS
8.4%
o
1999-00
ESTIMATED
ACTUALS
6.0% I
Two management positions in communications remain unfilled. Three dispatcher positions are also vacant due to the
difficulty, in recruiting and retaining qualified dispatchers.
Major Activity: Mandatory Training
IMPACT MEASURES
Provide training on 100 percent on new legislation and
regulations to all officers within three months of the
effective date.
2.There was no new legislation during these two quarters.
1999-00 1999-00
1998-99 199"9-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
100%100%0%100%
Major Activity: Volunteer Program
IMPACT MEASURES
2.
2.
1999-00
6 MONTH
ACTUALS
1998-99 1999-00
ACTUALS. ADOPTED
Increase the number of active police volunteers by 5 [-3%5%2%
percent. (Estimate 50 active police volunteers)I
Due to the res@nation of both the Animal Services and Police Volunteer Coordinators, hours are down due to a lack of
coordination and management of the programs. Staff anticipates hiring two new coordinators during third quarter 1999-
00.
1999-00
ESTIMATED
ACTUALS
FUNCTIONAL AREA: ANIMAL SERVICES
KEY PLANS
C3 Renegotiate contracts with Mountain View, Los
Altos, and Los Altos Hills. (N-80)
PROGRESS
Investigate feasibility of offering support to victims
of domestic violence by temporarily sheltering their
animals at no charge.
Implement temperament testing for all dogs
available for adoption.
Contract cities have been contacted and initially
agree to the terms of the renegotiations. Actual
negotiations will take place during the second half
of the year.
Staff is in the process of contacting local shelters to
assess their need and desire to join in a partnership
with our animal shelter.
Staff has implemented this program for all
adoptable dogs over the age of four months which
has resulted in an overall improved quality of dog
adoptions.
55
Major Activity: Animal Health and Welfare
IMPACT MEASURES
Reduce the number of unwanted animals by performing 10
percent of all public spay and neuter surgeries on pre- I
pubertal animals prior to five months of age. (New for 1999-
01; Estimate 400 surgeries)
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
n/a 10%42%lO%
Increase due to the fact that most surgeries are done during the fall months due to birthing time period of most animals.
This number will decrease during the third and fourth quarters.
FUNCTIONAL AREA: PARKING SERVICES
KEY PLANS PROGRESS
Prepare a downtown parking enforcement plan with
the Chamber of Commerce and Downtown
Marketing Association to be used during the
construction of two public parking facilities. (T-49,
T-50, T-53)
Pending Council direction, implement, monitor
compliance and enforce valet parking municipal
ordinance. (L-77, T-49, T-50)
Evaluate parking citation processing contract in
anticipation of renegotiation.
This project is on hold pending final Council
approval for recommendation of the construction of
the two parking facilities.
Council approved the new valet parking ordinance.
The half time Community Service Officer position
has been posted until filled. Currently, the Parking
Enforcement Officers are monitoring the valet
parking while on overtime.
This will be completed during fourth quarter 1999-
00.
Major Activity: Parking Enforcement
1998-99
IMPACT MEASURES ACTUALS
2.Ensure a 50 percent compliance rate for newly identified 84%
habitual offenders within 90 days.
2.
1999-00
1999-00 6 MONTH
ADOPTED ACTUALS
!
50%
t
78°/o
1999-00
ESTIMATED
ACTUALS
75% I
Parking Enforcement Officers have been at full staffing and have had fewer injuries than previous years, therefore, the
habitual offender Corhmunity Service Officer is not pulled away from her duties to assist with parking enforcement.,
FUNCTIONAL AREA:SPECIAL EVENTS
KEY PLANS PROGRESS
Coordinate Women’s World Cup Soccer activities to c~ In conjuction with Stanford University and other
be held at Stanford Stadium.City staff, Women’s World Cup events were planned
and successfully carded out.
56
KEY PLANS PROGRESS
Plan and coordinate for the anticipated dignitary
visits associated with the presidential primaries in
March, 2000.
In conjunction with Community Services, plan and ~
coordinate special events associated with the new
millennium.
Planning should take place during third quarter
1999-00.
In conjunction with all City departments, staff
assisted with the planning and coordination of
millennium events.
FuNcTIONAL AREA: POLICE INFORMATION MANAGEMENT
KEY PLANS
Complete Phase I of the new Police Records
Management System.
Implement an automated finger print identification
system (AFIS) which will result in the ability to
transfer fingerprints digitally to the state-wide data
base.
Expand the Records Management System (RMS)
capabilities so that officers can perform inquiries
into the RMS from patrol vehicles.
PROGRESS
Phase I implementation was completed in
September.
AFIS is fully operational. In-house "bookings" are
slowly beginning to increase due to the County
requirement that cities complete their own booking
process.
This project has been delayed due to the delayed
phase I implementation ~schedule.
57
DEPARTMENT OVERVIEW
This year, the Public Works Department is focusing attention on the Infrastructure Management Plan, including an
addition of a positionmid-year to plan and develop projects that can begin next fiscal year. The design of the
downtown parking structures is in process. The design will return to the Architectural Review Board for final
review in Spring 2000 and proceed to 50 percent design by the first quarter of next fiscal year. Street and traffic
items that will be completed this year include the Page Mill and Foothill intersection improvements and bridge
renovations. As part of the Downtown Urban Design Improvements project: two automated public toilets were
installed are operational, sixty new trash cans have been placed along University Avenue and bunker walls, and
six intersections have been prepared to receive public art which is currently being fabricated. In addition, the
installation of new light fixtures, cast iron tree grates, signage and benches will proceed through the end of the
fiscal year. Ongoing projects such as facilities reroofing have been completed at Cubberley wings E & F, Terman
Park Library and Wing 30. Sidewalks in the California Avenue area will be repaired as part of the additional
funding approved by Council.
The Storm Drain Fund is preparing for the mail ballot procedure to occur this spring that will seek voter approval
of an increase in the storm drainage fee. Staff is currently working on enhancing the on-line creek monitoring
website, continuing regular maintenance of the storm drains throughout the City and working with the Joint
Powers Authority and residents on issues related to San Francisquito Creek.
The Refuse Fund continues to work on receiving approval of the Environmental Impact Report for the Los Altos
Treatment Plant Site. Once approved by Council, staff will continue to pursue purchase of the remaining V2
interest of the LATP site. Also, upon Council approval for prezoning the property, staff will submit application for
review to the Local Agency Formation Commission (LAFCo) for annexation into Palo Alto. Staff is preparing for
the addition of a new program that will begin this spring that will provide special collection of debris on an on-call
basis from residents once each year. Staff is also preparing for the addition of two new materials, mixed paper and
#2 plastic, to be collected curbside beginning on July 1.
The Wastewater Fund began work on the incinerator rehabilitation project and completed reconditioning of the
primary sedimentation tanks. Ongoing work is being done to reduce pollutant discharges to the sanitation sewer
system.
The Vehicle Replacement and Maintenance Fund will continue its focus of replacing the Municipal Service
Center fueling facility. Substantial upgrades were completed to three underground fuel storage tanks, located at
the Civic Center, Matadero Creek Storm Drain Pump Station and the Utilities Control Center. All City tanks are
now in full compliance with the Environmental Protection Agency and State Water Control Board regulations.
Thirty-three new pieces of equipment have been added to the fleet in the first half of the fiscal year, including
seven compressed natural gas sedans.
FUNCTIONAL AREA:STREETS
KEY PLANS PROGRESS
[]Develop a program to treat parking lot surfaces at []
City facilities.
[]Complete the construction for the improvements to []
Page Mill Road & Foothill Expressway Intersection.
(T-24)
Parking lots for resurfacing have been identified and
anticipate completion by summer 2000.
Construction of improvements at Page Mill and
Foothill Expressway intersection will be complete
by March 2000.
58
KEY PLANS
[]Complete the design of Page Mill Road/Hanover
Road Intersection improvements. (T-24)
[]Finalize design and begin resurfacing of the
University Avenue Circle at the Caltrain Station.
PROGRESS
The design of the Page Mill/Hanover Road
Intersection improvements will be complete by June
2000.
In order to minimize disruption to traffic due to
Caltrans road construction and construction at the
new Palo Alto Medical Foundation site, this project
was deferred until 2000-01.
Major Activity: Streets Contract Maintenance
IMPACT MEASURES
1.
Bidconstruction.100 percent of projects in the year they are budgeted for
1.Contracts scheduled to be bid in second half of1999-O0.
1998-99 1999-00
ACTUALS ADOPTED
lOO%100%
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS "
10°/ol100°/o
Major Activity: Streets - CIP Support
1998-99
IMPACT MEASURES ACTUALS
1.Design and bid contracts to resurface 18 lane miles of streets 30 In mls
per year to maintain an average 20 year maintenance cycle.
1. More funding from Measures A & B allowed for additional work.
1999-00
ADOPTED
18 In mls
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
30 Inmls [30 InmlsI
FUNCTIONAL AREA: SIDEWALKS
KEY PLANS
[]Establish and implement standards related to
sidewalk repairs in high-pedestrian use areas. (C-
21)
PROGRESS
[]Standards for sidewalk repairs in high-use areas
have been identified and will be completed by
contract.
Major Activity: Sidewalks CIP Support
1998-99
IMPACT MEASURES ACTUALS
1.Complete permanent replacement of 80,000 square feet of I 43,089
sidewalks annually. (Revised from 80,000)I
1.One project is 30 percent completed; the second project is just beginning.
1999-00 1999-00
1999-00 6 MONTH ESTIMATED
ADOPTED ACTUALS ACTUALS
80,000 19,000 80,000
59
FUNCTIONAL AREA:TREES
KEY PLANS PROGRESS
Continue to work with Canopy to increase the level ~ Canopy continues to assist the City with a program
of tree planting in the City. (Policy L-70, N-14, N-to plant "the right tree in the right place."
19)
Major Activity: In-House Park Tree Maintenance
1999-00
6 MONTH
IMPACT MEASURES ACTUALS
1.Annually trim, prune, raise, and remove deadwood from 20 4.2%
percent of City park trees. (Approximately 4,200 trees)
Due to vacancies in the tree section, staff was unable to comple, te the parks tree work in the first half of the year.
1998-99 1999-00
ACTUALS ADOPTED
lO%I 20%
I
1.
1999-00
ESTIMATED
ACTUALS
10%
Major Activity: Contract Street Tree Maintenance
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
1.Remove two percent of the urban forest trees on an annual
basis.
2.Plant 2 percent the urban forest trees on an annual basis.
(Approximately 39,000 trees)
3.Annually trim, prune, raise and remove deadwood from 11
percent of City trees.
1%
1%
lO%
2%
2%
11%
.7%
.6%
3.6%
1.5%
1.3%
11%
1.The mortality rate for trees over the last five years has declined to approximately 1.5 percent. On target to meet year-end
goal.
2.Since fewer trees need removal, fewer trees need replanting. Not all sites where a tree has been removed are suitable for
replanting.
3.The first half of the year focused on the larger trees which require more time for pruning. The second half of the year will
focus on smaller trees allowing for more trees to be trimmed.
FUNCTIONAL AREA: STRUCTURES AND GROUNDS
KEY PLANS
Complete Phase I and II of the Facility Re-key
Project.
Complete the Fire Station Generator Replacement
Project. (C-19)
PROGRESS
~Due to a heavy workload, this project was
indefinitely deferred.
~Design consultant has been selected.
60
KEY PLANS
[]Complete the design phase for the Downtown
Parking Structures. (%50)
[]Begin the implementation of the Infrastructure
Management Program building and facilities
projects. (C-19)
[]Begin project development activities for the Public
Safety Building including site and design approval,
and environmental and architectural reviews and
approval.
PROGRESS
[]Significant re-design was proposed by the
Architectural Review Board, Historical Review
Board and the Planning Commission. Council
instructed staff to participate in a design task force
comprised of business, neighborhood and City
representatives to provide Council with alternative
designs. The design phase will proceed upon
Council’s selection of a design.
[]Infrastructure Management Plan work has begun
with emphasis on developing and implementing
staffing plan.
[]In progress.
Major Activity: Structures and Grounds In-House
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Perform 95 percent of manufacturers recommended
maintenance for all operating equipment through an
established Preventive Maintenance program.
45%95%56%
Staff vacancies prohibited the completion of some preventive maintenance.
95%
Major Activity: Structures/Grounds CIP Support
IMPACT MEASURES
2.Through the use of project controls and construction
management techniques, limit the amount of project change
orders that exceed the authorization approved at the time of
contract award to less than 2% of the contract’s dollar value.
No change orders have been required to date.
1998-99
ACTUALS
98%
1999-00
ADOPTED
2%
1999-00
6 MONTH
ACTUALS
0%
1999-00
ESTIMATED
ACTUALS
2%
61
~’UNCTIONAL AREA: PRIVATE DEVELOPMENT
KEY PLANS
[]In 1999-01, provide timely review of Sand Hill
Road Corridor development and coordinate
activities with the Planning and Utilities
Departments. (T-36)
[] In 1999-01, implement the automated permit
tracking system throughout the Development Center
operation.
PROGRESS
[]Timely review and coordination of activities for the
Sand Hill Road Corridor development are being
accomplished.
[]Phase I of the automated permit tracking system is
being currently implemented throughout the
Development Center.
62
FUNCTIONAL AREA: GENERAL SERVICES
KEY PLANS
[] Complete downtown parking lot lighting upgrades.
(L-79)
[] Install Fiber Optic Communications between Park
and Colorado Substation and UCC to improve
SCADA commtmications. (B-4)
PROGRESS
~Parking lot lighting construction is under contract
and is expected to be completed in February.
~Equipment has been purchased.
Complete downtown traffic signal pole upgrades as c~
part of the Downtown Beautification Project. (L-81)
Begin Traffic Signal Controller Upgrade Project in []
1999-00 and continue into 2000-01. (T-38)
Materials have arrived and construction to begin in
March.
Traffic Signal Controller Upgrade is on hold.
FUNCTIONAL AREA:RESOURCE MANAGEMENT - DISTRIBUTION
KEY PLANS PROGRESS
Coordinate with utility rates staff to develop
benchmarking processes for Palo Alto’s utility. (N-
62)
Develop a basic portfolio of new products based on []
customer surveys, needs assessment, market and
competitor analyses.
[]Implement Phase 3 out of 5 of Palo Alto’s direct []
access program.
No progress. Staff was diverted to other priorities
such as strategic plan and CIS implementation. This
item will be integrated into the strategic planning
process.
Customers have been surveyed, product lines
identified, new product process developed but little
progress on actual issue of new products.
Phase 3 was implemented 7/1/99.
FUNCTIONAL AREA: RESOURCE MANAGEMENT - SUPPLY
KEY PLANS
[]Develop and implement systems to quantify and
manage risk exposure related to electric commodity
services.
PROGRESS
City Manager approved Interim Risk Management
Policies and Procedures in November 1999. Council
approval of commodity pricing policy and long-
term contract guidelines will be completed in
1999-00. Overall risk management objectives and a
final Risk Management Plan will be developed in
2000-01, after the Utilities Strategic Plan is
completed.
63
KEY PLANS
Develop an operational plan, in collaboration with
the Northern California Power Agency and/or
another entity, to maximize the value of the City’s
commodity related resources. Policy (N-45)
Develop a portfolio of new products based on
customer surveys, needs assessment, market and
competitor analyses.
[]Develop a daily electric forecast model which is
accurate within 7%, for 95% of the forecasts.
For both 1999-00 and 2000-01 develop and
implement necessary plans, processes, systems and
agreements to support effective retail commodity
marketing services inside and outside Palo Alto.
PROGRESS
In order to maximize the value of the City’s
commodity related resources, staff has established
clear communication channels with the Northern
California Power Agency (NCPA). As a result,
issues of concern and agreement relating to dispatch
of energy resources were identified and action have
been taken to further optimize City-Owned
resources and contracts. NCPA is in the process of
developing/recommending possible solutions to
staff concerns.
[]Major customer classes have been segmented and
surveyed. A supply product focus group was held
and customer preferences identified. Some green
products are in development.
[]The model has been developed and has been
running since October 1999. The model uses an
artificial intelligence type tool which has become
commercially available over the last few years.
[]Systems and agreements are in place to provide
commodity pricing to support contracts with
customers inside Palo Alto. During this reporting
period, retail commodity services outside of Palo
Alto and an overall plan have been temporarily
suspended awaiting development of the Strategic
Plan.
[]For both 1999-00 and 2000-01 evaluate viability []
and effectiveness of Palo Alto participating in the
California Independent System Operator structure.
Analysis showed that it is not cost effective to
participate in the California Independent System
Operator (ISO) structure in 1999-00. Staff is
actively participating in negotiations and in
evaluating the costs of joining the ISO at a later
date, possibly in 2001-02.
Major Activity: Supply Resources
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ~ ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Manage the commodity portfolio so that the risk exposure is
limited to the level approved by [he City Council 100
percent of the time. (new)
48.3%lOO%n/a*n/a*
*No levels yet approved by City Council. Approval expected in 2000-01. Staff is presently following the guidelines in the
City Manager approved Interim Risk Management Policies and Procedures.
64
]~tJNCTIONAL AREA:CUST. I~/IARKETING & ]~INANCIAL SVCS. - DIST.
KEY PLANS PROGRESS
[]Implement a rate decrease to revise the distribution []
charge and eliminate the transition cost recovery
charge to reflect a revised Calaveras Reserve Target.
(N-62)
[]Coordinate plans, activities, and events to []
commemorate the Eleclric Utility’s centennial
anniversary.
[]Implement an electric rate structure to charge []
distribution customers standby charges who install
on-site distributed generation equipment. (N-62)
[]As directed by Council, implement methodology to []
calculate transfers to the General Fund.
[] Implement the Customer Information System. []
[] For both 1999-00 and 2000-01 provide specialized []
consulting services to Key and Major Account
customers. (H-36, N-63, N-64)
Completed 7-1-99
In progress. Several events have been planned
throughout the year, starting with anniversary
celebration at the 2/23/00 City Council meeting.
Planned to be introduced during 2000.
In progress. Report to Council in Spring 2000.
Completed in second quarter of fiscal year.
Provided lighting, cooling tower, power quality,
electric reliability, facility efficiency, back-up
generation, outage planning, and similar services.
Major Activity: Customer Services
IMPACT MEASURES
[ 3. When ne~cessary to place a customer’s call on hold, keep an
I average time of 20 seconds or less.
3.
1998-99 1999-00
ACTUALS ADOPTED
<20 secs <20 sees
Longer time on hold is an impact of the staff learning a new billing system.
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
Major Activity: Rates and Reserves
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
0
Maintain medium commercial (500,000 kilowatt-hours)
charges for electric distribution service and public benefits
at least 30 percent below corresponding charges by PG&E
in nearby communities. (new)
Maintain large industrial charges (1,000,000 kilowatt-hours)
for primary electric distribution service and public benefits
no higher than 10 percent above corresponding charges by
PG&E in nearby communities. (new)
n/a
n/a
-33%
lO%
+29%
+79%
Palo Alto ’s rate disadvantage reflects higher distribution rates than PG&E distribution rates.
Palo Alto ’s rate disadvantage reflects higher distribution rates than PG&E distribution rates.
+20%
+60%
65
Major Activity: Key/Major Accounts
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS, ADOPTED ACTUALS ACTUALS
Conduct 10 power quality studies for industrial and large
commercial customers. (new)
Conduct 5 emergency generator or battery backup studies
for industrial and large commercial customers. (new)
n/a
n/a
10 13 25
5
Greater than anticipated customer demand.
Complex systems for large industrial customers are time consuming and require more lead time. Focus will shift for
remainder of year on mid-sized customers.
FUNCTIONAL AREA: CUSTOMEI~ MARKETING, FINANCIAL - SUPPLY
KEY PLANS
Implement Council approved methodology to
calculate transfers to the General Fund.
[]Complete funding of the Calaveras Reserve and
amend the reserve policy to include maximum and
minimum level guidelines.
[]Implement the Customer Information System.
[]For both 1999-00 and 2000-01 market City of Palo
Alto Electric supply services, particularly to
customers eligible to select an alternative supplier.
[]For both 1999-00 and 2000-01 coordinate
administration and monitoring of long-term
customer contracts in accordance with Council
Policy.
[]For both 1999-00 and 2000-01 continue the
marketing of Direct Access to eligible customers.
(N-62)
PROGRESS
[] In progress.
[]Completed 7-1-99.
[]Completed in second quarter of 1999-00.
[]Ongoing.
Ongoing.
Ongoing.
66
Major Activity: Customer Service - Supply
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Answer 80 percent of all incoming customer calls (within 2
rings) before the call is placed on hold by the automatic
answer system.
n/a 8O%n/a Deleted
2.When necessary to place a customer’s call on hold, keep an n/a <20 seconds n/a Deleted
average time of 20 seconds or less.
1.When the 1999-01 proposed budget was prepared there was no clear guidance on the implementation of AB 1890for the
allocation of costs between the distribution and supply sides of the Electric Fund, At that time the Department planned to
divide the costs for customers services, meter reading, and rates equally between the distribution and supply units. Based
on current trends and policies these cost have been fully reallocated to the distribution business unit. No actual
expenditures have been charged to these major activities. Therefore, this impact measure is not being tracked and has been
deleted.
2.Same as # 1, this impact measure has been deleted.
Major Activity: Rates and Reserves - Supply
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Perform annual rate evaluation on 100 percent of customer
contracts to assure Council policies are followed. (new)
Perform annual evaluation comparing Palo Alto commodity
rates to that of neighboring utilities. (new)
n/a
n/a
100%
Annual
n/a
n/a
Deleted
Deleted
W/ten the 1999-01 proposed budget was prepared there was no clear guidance on the implementation of AB 1890for the
allocation of costs between the distribution and supply sides of the electric fund. At that time the Department planned to
divide the costs for customers services, meter reading, and rates equally between the distribution and supply units. Based
on current trends and policies these cost have been fully reallocated to the distribution business unit. No actual
expenditures have been charged to these major activities. Therefore, this impact measure is not being tracked and has been
deleted.
2.Same as #1, this impact measure has been deleted.
FUNCTIONAL AREA:DISTRIBUTION SYSTEM
KEY PLANS PROGRESS
Continue wood pole replacements at 250 poles per
year in 1999-00 and 2000-01
Continue construction of distribution facilities for
the Apartments, Sr. Housing, and Shopping Center
for the Stanford West Project in 1999-00 and 2000-
01.
Completed the replacement of 70 poles on the
system.
Shopping Center Apartments are under
construction. Shopping Center additions are in plan
review. Senior Housing project has been delayed.
67
KEY PLANS
Continue accelerated overhead and underground
infrastructure replacement in response to aging
infrastructure in 1999-00 and 2000-01.
Continue replacing deteriorated underground
facilities in the Stanford Business Park in 1999-00
and 2000-01. (L-80)
PROGRESS
[]Planning final construction in East Meadow Circle.
Initial design complete on East Bayshore Cable
replacement.
r~Easements for underground facilities have been
obtained. Underground substructures at Hillview
and Coyote Hill have been installed.
Major Activity: System Improvements - CIP
IMPACT MEASURES
I1.Replace or remove 250 poles out of 6,700 per year. (Revised
from 150)
1.
1999-00
1998-99 1999-00 ESTIMATED
ACTUALS ADOPTED ACTUALS
1999-00
6 MONTH
ACTUALS
195 250 I 70I
Shift in priorities in order to concentrate on service reliability which is the primary concern of the users.
160
FUNCTIONAL AREA: COMMERCIAL TELECOMMUNICATION
KEY PLANS PROGRESS
[]Solicit proposals and negotiate agreements with one
or more entities interested in accelerating the
provision of advanced telecommunications services
to every address in Palo Alto through the expanded
use of the City’s existing assets, including the fiber
backbone. (B-4)
[]Coordinate and implement a marketing effort on
behalf of all service providers that have entered into
fiber optic license agreements with the City. (B-4)
[]Evaluate additional fiber optic cable deployment
opportunities that would support the needs of
network developers, service providers and end
users. (B-4)
c~Design and install new fiber optic connections for
customers and complete system improvements and
upgrades in a timely, customer-focused manner. (B-
4)
UTS-request for proposal responses are currently
being evaluated.
In progress. The draft marketing plan was
completed in March, 2000.
In progress. Increasing opportunities by revising
current price structure to appeal to more potential
customers.
In progress. Currently, providing service after
payment in 20 days or less. Working on
streamlining administrative processes.
68
Major Activity: Planning/MkffContr Nego.
IMPACT MEASURES
2.Negotiate agreements that increase annual fiber license
revenues by at least $300,000.
2.
1998-99 1999-00
’ACTUALS ADOPTED
$178,000
1999-00
6 MONTH
ACTUALS
1999-00
ESTIMATED
ACTUALS
I $300,000 $220,000 $341,500
Increased activities on the marketing frontier resulting in an increase in customer count and annual revenue from
commercial dark fiber activities.
]~UNCTIONAL AREA: PUBLIC BENEFITS
KEY PLANS
For 1999-00 and 2000-01 expand and implement
demand-side programs available to all customers.
(H-36, N-63, 1’4-64)
For 1999-00 and 2000-01 identify and implement
research, development, and demonstration programs
which advance new and beneficial technologies. (H-
36, N-63, N-64, N-67)
For 1999-00 and 2000-01 expand participation by
qualifying residents in rate assistance programs.
For 1999-00 and 2000-01 promote the use of
renewable sources of electricity. (H-36, N-63, N-64,
N-68)
PROGRESS
~Programs have been developed and implemented
for all market sectors.
Funds have been spent and additional funds
earmarked to fund Electric Vehicles for the City’s
pilot shuttle program.
Minor expansion has occurred. Promotional efforts
have been deferred due to workload priorities.
Implementation of 5 Photovotaic installations is in
progress. Also evaluation in progress for investment
in remote renewable generation based on 12
respondents to an RFP.
Major Activity: Demand Side Management Programs
IMPACT MEASURES
Report programs, plans, and accomplishments to the
Utilities Advisory Commission twice per year. (new)
1999-00
1998-99 1999-00 ESTIMATED
ACTUALS ADOPTED ACTUALS
n/a
1999-00
6 MONTH
ACTUALS
2
First presentation is scheduled for March 2000 and second presentation will be scheduled for July 2000 to review end of
fiscal year results of programs.
69
Major Activity: Low Income Programs
IMPACT MEASURES
2.Expand annual participation level of residents receiving
Project PLEDGE assistance.
2.
1998-99
ACTUALS
1999-00
1999-00 6 MONTH
ADOPTED ACTUALS
20 8
1999-00
ESTIMATED
ACTUALS
Reduced participation due to reassignment of key staff to CIS implementation during first half of fiscal year. Anticipate
resumption of promotional efforts and increased customer participation during second half of fiscal year.
Major Activity: Research/Development and Demonstration
1998-99
IMPACT MEASURES ACTUALS
1.Report programs, plans, and accomplishments to the [n/a
Utilities Advisory Commission twice per year. (new)I
1.
1999-00
1999-00"6 MONTH
ADOPTED ACTUALS
2 0
1999-00
ESTIMATED
ACTUALS
First presentation is scheduled for March 2000 and second presentation wil.l be scheduled for July 2000 to review end of
fiscal year results of programs.
Major Activity: Renewable Energy
IMPACT MEASURES
1.Report programs, plans, and accomplishments to the
Utilities Advisory Commission twice per year. (new)
1998-99 1999-00
ACTUALS ADOPTED
n/a I 2
1.
1999-00
6 MONTH
ACTUALS
1999-00
ESTIMATED
ACTUALS
First presentation is scheduled for March 2000 and second presentation will be scheduled for July 2000 to review end of
fiscal year results of programs.
Major Activity: Public Benefit - CIP
IMPACT MEASURES
1.Report programs, plans, and accomplishments to the 0
Utilities Advisory Commission twice per year. (new)
1998-99 1999-00
ACTUALS ADOPTED
n/a
[ 2
1.
1999-00
6 MONTH
ACTUALS
1999-00
ESTIMATED
ACTUALS
First presentation is scheduled for March 2000 and second presentation will be scheduled for July 2000 to review end of
fiscal year results of programs.
70
FUNCTIONAL AREA: RESOURCE MANAGEMENT - DISTRIBUTION
KEY PLANS
For both 1999-00 and 2000-01 coordinate with
utility rates staff to develop benchmarking processes
for Palo Alto’s utility.
[] For both 1999-00 and 2000-01 implement Phase 1
of Palo Alto’s gas direct access program. (N-9)
[]For both i999-00 and 2000-01 develop a portfolio
of new products based on customer surveys, needs
assessment, market and competitor analyses. (C-10)
PROGRESS
[] No progress.
[]September, 1999- Phase 1 implementation began.
[]Gas customer survey is in development.
FUNCTIONAL AREA: RESOURCE MANAGEMENT - SUPPLY
KEY PLANS
[]Develop and implement systems to quantify and
manage risk exposure related to gas commodity
services.
PROGRESS
Develop and implement necessary plans, processes, []
systems and agreements to support effective retail
commodity marketing services inside and outside
Palo Alto.
[]Develop a basic portfolio of new products based on []
customer surveys, needs assessment, market and
competitor analyses.
City Manager approved Interim Risk Management
Policies and Procedures in November 1999.
Council approval of commodity pricing policy and
long-term contract guidelines will be completed in
1999-00. Overall risk management objectives and a
final Risk Management Plan will be developed in
2000-01, after the Utilities Strategic Plan is
completed.
Systems and agreements in place to provide
commodity pricing to support contracts with
customers inside Palo Alto. During this reporting
period, retail commodity services outside of Palo
Alto and an overall plan have been temporarily
suspended awaiting development of the Strategic
Plan.
Staff is preparing a survey of key gas customers.
Gas competitor analysis is included in the quarterly
competitor report.
71
Major Activity: Supply Resources
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Manage the commodity portfolio so that the risk exposure is
limited to the level approved by the City Council 100% of
the time. (new)
100%n/a*n/a*
*No levels yet approved by City Council. Approval expected in FY 2000-01. Staff is presently following the guidelines in the
City Manager approved Interim Risk Management Policies and Procedures.
FUNCTIONAL AREA: CUST. MARKETING & FINANCIAL SVCS. - DIST.
KEY PLANS PROGRESS
Develop separate 10-year financial forecasts for the []
Distribution and Supply businesses.
[]Implement Council approve methodology to ,
calculate the transfer to the General Fund.
[] Implement direct access metering and billing
requirements for noncore customers electing direct
access. (N-9)
In 2000-01 continue post-implementation plans for
the CIS system such as deployment of the Customer
Contact System to track all customer
communications. (C-10)
Completed in 1999.
[]In progress.
[]Completed in 1999 with changes to Utility Rule and
Regulations.
[]A number of CIS post-implementation activities and
features are planned for 2000. They will begin in the
4th quarter of 1999-00.
Major Activity: Key/Major Accounts
IMPACT MEASURES
I1.Conduct six Fuel-Switching Studies (electricity to gas or gas
to electricity). (new)I
1.
1998-99 1999-00
ACTUALS ADOPTED
n]a
Potential candidates are being identified. Will complete by year-end.
6
1999-00 1999-00
6 MONTH ESTIMATED
ACTUALS ACTUALS
72
FUNCTIONAL AREA: CUSTOMEP~ MARKETING, FINANCIAL, SUPPLY
KEY PLANS
[]Continue CIS post implementation plans such as
installation and additional staff training on the CIS.
PROGRESS
[]Develop separate 10-year financial forecasts for the []
Distribution and Supply businesses.
[]As directed by Council, implement methodology for []
transfers to the General Fund.
When the 1999-01 proposed budget was prepared
there was no blear guidance on the implementation
of AB 1890 for the allocating of costs between the
distribution and supply sides of the Gas Fund. At
that time the Department planned to divide the costs
for customer service, meter reading and rates
equally between the business units. Based on
current trends and policies these costs have been
fully reallocated to the disWibution business unit. No
actuals expenditures have been charged to these
major activities. Therefore all key plans and impact
measures in the "Customer, Marketing, Financial -
Supply" has been deleted.
See full description above, decision was made to
allocate these cost fully to the distribution business
unit, thus this key plan should be deleted.
See full description in first key plan in this section,
decision was made to allocate these Cost fully to the
distribution business unit, thus this key plan should
be deleted.
Major Activity: Meter Reading - Supply
IMPACT MEASURES
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Maintain a meter reading accuracy of at least 99 percent.
(new)
n/a 99%n/a Deleted
2,Read 98 percent of gas meters every 27-33 days. (new)n/a 98%n/a Deleted
1.When the 1999-01 proposed budget was prepared there was no clear guidance on the implementation of AB 1890for the
allocation of costs between the distribution and supply sides of the Gas Fund. At that time the Department planned to
divide the costs for customers services, meter reading, and rates equally between the distribution and supply units. Based
on current trends and policies these cost have been fully reallocated to the distribution business unit. No actual
expenditures have been charged to these major activities. Therefore, this impact measure is not being tracked and has been
deleted.
2.Same as # 1, this impact measure has been deleted.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS PROGRESS
[]Design 30,000 linear feet of Gas Main for Gas Main [] Design of Phase 10 is in progress and will be
Replacement Project Phase 10. completed by June 2000.
73
KEY PLANS
[]Complete the project design and engineering of an
additional natural gas fueling station for backup
fueling of City CNG vehicles and public use. (N-67)
PROGRESS
[]Complete the construction and project management []
of Gas Main Replacement Project Phase 9.
Search for suitable site in progress. Stanford
University does not want CNG Station on their
campus. Working with PAUSD to find site for CNG
station. Locating design consultant for public
station.
Project 9 under construction. Construction to be
complete by June 2000.
FUNCTIONAL AREA: I~tIBLIC BENEFITS
KEY PLANS PROGRESS
For both 1999-00 and 2000-01 implement demand- []
side programs. (N-63, N~64, H-36)
For both 1999-00 and 2000-01 expand participation []
by quali~ing residents in rate assistance programs.
Demand-side Programs have been developed and
implemented for all market sectors.
Minor expansion has occurred. Promotional efforts
have been deferred due to workload priorities.
74
FUNCTIONAL AREA: CUST. MARKETING & FINANCIAL SVCS. - DIST.
KEY PLANS
c3 Install the Customer Information System (CIS).
PROGRESS
r~ Completed in second quarter of 1999-00.
Major Activity: Customer Services
IMPACT MEASURES
1. When necessary to place a customer’s call on hold, keep an I
average time of 20 seconds or less. (new)I
1.
1999-00
1998-99 1999-00 6 MONTH
ACTUALS ADORED ACTUALS
96%<20 seconds 45 seconds
Longer time on hold is an impact of the staff learning a new billing system.
1999-00
ESTIMATED
ACTUALS
30 seconds
FUNCTIONAL AREA: COLLECTION SYSTEM ,
KEY PLANS
Complete the constructionof Phase 8 and Phase 9
Sewer Rehabilitation/Augmentation infrastructure
replacement program. (N- 18)
Start the construction of Phase 10 and Phase 11 of
the Sewer Rehabilitation/Augmentation
infrastructure replacement program. (N- 18)
Complete the design and engineering of Phase 12
and 13 of the Sanitary Sewer Rehabilitation/
¯ Augmentation infrastructure replacement program.
(N-18)
Complete the construction of the Amarillo Avenue/
Embarcadero Way trunk relief sewer project. (N-18)
PROGRESS
~Construction is complete on Phase 8. Construction
will start in March 2000 on Phase 9.
Phase 11 will start in April 2’000. Phase 10
construction will start June 2000.
Phase 12 and Phase13 designs are in progress. Phase
12 design will be complete in June 2000.
The Amarillo Avenue/Embarcadero Way Relief
Sewer Projec[ is under construction and will be
completed by June 2000.
75
FUNCTIONAL AREA: RESOURCE MANAGEMENT
KEY PLANS
Actively participate in the Bay Area Water Users
Association to monitor and influence the San
Francisco Public Utility Commission’s proposed
capital improvement program.
PROGRESS
Played a key role in the Bay Area Water Users
Association (BAWUA) Water Resources
Committee to develop an Interim Water Shortage
Allocation Plan which will assist Palo Alto’s ability
to plan for water supplies under drought conditions.
Complete a final study of water supply options to
prepare to take appropriate action in response to the
final recommendation of the Regional Water Supply
Master Plan.
[]Conduct a survey of Palo Alto businesses to
determine the relative’ importance of water quality
in their business process.
[]In 2000-01, provide market intelligence to
department clients, including customer surveys,
needs assessment, market and competitor analyses.
Major Activity: Competitive Assessment
Active in BAWUA and devoting additional
resources to apply political pressure to San
Francisco Public Utilities Commission (SFPUC)
and to evaluate alterna~tive financing options
available to BAWUA agencies.
Completed and presented to the Utilities Advisory
Commission a draft Preliminary Assessment of
Water Supply Options. This document is the first
step in the completion of the Water Integrated
Resburce Plan which is expected to be completed in
2000-01.
Reports on market and competitor analyses are now
being completed on a quarterly basis. Customers
have been surveyed and an interim report published.
Final report on schedule for spring 2000.
Reports on market and competitor analyses are now
being completed on a quarterly basis. Customers
have been surveyed and an interim report published.
Final report on schedule for spring 2000.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
IMPACT MEASURES ACTUALS ADOPTED ACTUALS ACTUALS
12. Produce Water Integrated Resource Plan update. (New) n/a I 1 I .75 ! 1 I
2.Draft preliminary assessment sent to UA C, update in January 2000, completion expected of Water Supply alternatives in
June 2000. On course with finishing project. However, focus has shifted from concentration on water supply to review of
Water CIP projects from water Wells, Regional Storage and Distribution Study.
FUNCTIONAL AREA: CUST. MARKETING & FINANCIAL Svcs. - DIST.
KEY PLANS
[] Install the Customer Information System.
[]Implement Council approved methodology to
calculate the transfer to the General Fund.
PROGRESS
[] Completed in second quarter of 1999-00.
[] In progress.
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KEY PLANS PROGRESS
Continue post-implementation plans for CIS such as
activation of automatic scheduling and monitoring
of field service orders. (C-9)
Develop a Utilities Internet Marketing Plan and
implement an interactive online link with
customers. (T-10)
Activation of this CIS feature is planned for late
2000.
c~In progress.
FUNCTIONAL AREA: DISTRIBUTION SYSTEM
KEY PLANS
Complete the construction and project
administration of Water Main Replacement Project
Phase 13. (N-19)
Complete the design and engineering portions of
Water Main Replacement Project Phase 14. (N-19)
Complete site repairs at all City water reservoir
sites. Return reservoirs to the Operations Section for
continuation of routine maintenance.
Complete the study, design and water quality
analysis for the installation of chloramine water
treatment equipment at the City’s four existing water
receiving stations. (N-19)
PROGRESS
Water Main Replacement Project 13 will start
construction in February 2000.
[]The design of Project 14 is in progress and will be
completed by June 2000.
c~Site repairs for the reservoirs will be completed by
June 2000.
This work will be delayed due to a schedule change
by the SFPUC on conversion of the Hetch Hetchy
water supply from chlorine to chloramine
disinfectant. The Hetch Hetchy system will be
converted to chloramine in the first quarter of 2003.
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FUNCTIONAL AREA: SOLID WASTE
KEY PLANS
[]Review mixed paper program to determine
feasibility of adding it as a material collected
curbside. (N-53)
PROGRESS
[]Curbside collection of mixed paper and colored #2
plastic will begin 7/1/00.
Major Activity: Recycling
1998-99
IMPACT MEASURES ACTUALS
2.Increase tonnage of recyclable materials processed at I 3%
recycling center by one percent in each year.I
2.
1999-00
1999-00 ESTIMATED
ADOPTED ACTUALS
1%4%
1999-00
6 MONTH
ACTUALS
More recyclable materials generated due to strong economy. The increased economic activity results in more recyclable
materials being generated from such items its packaging materials and office workers’printouts.
Major Activity: Composting
1998-99
IMPACT MEASURES ACTUALS
2.Sell a minimum of 5,000 tons of compost produced each 10,556
fiscal year.
2. Due’to increased volume of compost available, City had a sale of compost.
1999-00
ADOPTED
5,000 I
1999-00
6 MONTH
ACTUALS
10,019
1999-00
ESTIMATED
ACTUALS
14,000
FUNCTIONAL AREA: COLLECTION, HAULING AND DISPOSAL
KEY PLANS PROGRESS
[] Negotiate new collection agreement with PASCO. [] New agreement with PASCO completed September
1999.
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FUNCTIONAL AREA: STREET SWEEPING
KEY PLANS
Continue working with the Chamber of Commerce
to develop an enhanced maintenance program in the
University Avenue area. (T-30)
PROGRESS
r~ Ongoing.
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FUNCTIONAL AREA: STORM DRAINAGE SYSTEM IMPROVEMENT
KEY PLANS PROGRESS
[]Seek property owner approval of a ballot measure to []
increase the storm drainage fee in accordance with
the provisions of Proposition 218 in order to fund
future storm drain infrastructure improvements. (N-
36)
[]Provide technical review and assist Santa Clara []
Valley Water District staff in conducting public
outreach regarding their project to provide 100-year
flood protection along Matadero and Barton Creeks
in Palo Alto. (N-10)
In 2000-01 begin implementation of the highest
priority storm drain infrastructure improvement
projects, if a Storm Drainage Fee rate increase is
approved by property owners. (N-36)
[]Work with participants of the San Francisquito []
Creek Joint Powers Authority (JPA), including
neighboring cities, the Santa Clara Valley Water
District and Coordinated Resource Management
and Planning (CRMP) representatives to develop
and implement short- and long-term actions to
address flood and erosion control problems on San
Francisquito Creek. (N-9)
Staff hired a consultant to assist with analysis of the
existing storm drainage fee structure and
compliance with Proposition 218. Staff is compiling
the database of property owners for mailing of
public outreach materials and ballots.
Staff is providing technical review and assistance to
Santa Clara Valley Water Dislrict staff to conduct
public outreach regarding their project to provide
100-year flood protection along Matadero and
Barron Creeks in Palo Alto.
[]Ballot expected to occur in early summer 2000.
Staff has been participating in the San Francisquito
Creek Joint Powers Authority (JPA) to develop and
implement short-and long-term actions to address
flood and erosion control problems on San
Francisquito Creek.
Major Activity: Storm Drain System Improvements (CIP)
1999-00
1998-99 1999-00 6 MONTH
IMPACT MEASURES ACTUALS ADOPTED ACTUALS
1.Bid all projects in the year they are budgeted for n/a 100%n/a n/a
construction.
2.n/a 2%n/a n/aThrough the use of project controls and construction
management techniques, limit the amount of project change
orders that exceed the authorization approved at the time of!
contract award to less than 2% of the contract’s dollar value.
(New)
1."No CIPs were budgeted in 1999-00.
2.No C1Ps were budgeted in 1999-00.
1999-00
ESTIMATED
ACTUALS
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Major Activity: Storm Drainage In-house Maintenance
1998-99
IMPACT MEASURES ACTUALS
1.Annually clean 50,000 linear feet of storm drain pipelines. [58,714
1.Most hydro flushing takes place in the second half of the fiscal year.
1999-00
1999-00 6 MONTH
ADOPTED ACTUALS
150,0001 7,000
1999-00
ESTIMATED
ACTUALS
81
KEY PLANS
Begin construction of an incinerator rehabilitation
project for solids treatment and disposal facilities.
Continue removal and disposal of sediment in the
72-inch interceptor sewer, and prepare for spot
repair or rehabilitation.
PROGRESS
Construction contract for rehabilitation of the
incinerators was awarded and is progressing.
Contract for debris removal was awarded and
cleaning is expected to begin in the Spring.
FUNCTIONAL AREA:WASTEWATER ENVIRONMENT COMPLIANCE
KEY PLANS PROGRESS
Obtain favorable resolution of appeal of wastewater []
discharge permit for the Water Quality Control
Plant.
Conduct public awareness campaign linking
pesticide use, motor vehicle use and uncontrolled
wood burning stoves and ,fire places to water
pollution. Offer positive suggestions to businesses
and residents for pollutant reduction. (N-32, N-39,
N-40, 1’4-43)
Implement the Water Quality Control Plant’s
Mercury Pollution Prevention Plan. (N-28, N-35)
The appeal of the City’s discharge permit has been
decided in favor of the City. The appeal was denied
and the City’s permit has been upheld.
New initiatives relating to mercury and dioxin
sources were launched in the first half of 1999-00.
Public outreach materials concerning mercury-
containing equipment, vehicles, and wood smoke
were developed and distributed.
The mercury program was expanded to include
mercury thermostats in the first half of 1999-00.
Residents may now bring in mercury thermostats
and get a coupon to help purchase a non-mercury
alternative.
82
FUNCTIONAL AREA: VEHICLE REPLACEMENT/ADDITIONS
KEY PLANS
r~Replace the 30 year old vehicle fueling facility at
the Municipal Service Center (MSC).
PROGRESS
Upgrade the existing vehicle washing facility at the ~
MSC to eliminate the potential for discharges to the
storm water collection system.
Major Activity: Vehicle Replacement CIP Support
IMPACT MEASURES
1.
Ongoing. Request for proposal for design services
to replace the fueling facility will be completed by
June, 2000.
Ongoing. Request for design services to replace the
existing vehicle washing facility will be completed
by June, 2000.
1999-00 1999-00
1998-99 1999-00 6 MONTH ESTIMATED
ACTUALS ADOPTED ACTUALS ACTUALS
Complete 90 percent of new fleet additions within the fiscal
year budgeted.
85%
2.Bid 85 percent of all projects in the year they are budgeted 100%
for construction.
90%
85%
31%
31%
90%
85%
There were 16 additions to the fleet this year, which is more than usual. Anticipate meeting target by fiscal year-end.
There were 16 additions to the fleet this year, which is more than usual. Anticipate meeting target by fiscal year-end.
Major Activity: Vehicle Replacement/Outfitting
1999-00
1998-99 1999-00 6 MONTH
IMPACT MEASURES ACTUALS ADOPTED ACTUALS
1.Place 90 percent of non-emergency vehicles in service 44%90%n/a n/a
within 30 days from completed delivery date.
2.’Bid 95 percent of vehicle replacements within six months of 30%95%48%95%
the budgeted replacement date for approved vehicles.
1.Data for this impact measure is not currently available, due to the fact that the fleet management information system is
being upgraded. Data will be available by the end of the fiscal year.
1999-00
ESTIMATED
ACTUALS
Extremely heavy administrative and project workload precluded staff from meeting this goal. Equipment replacements will
be bid by the of the fiscal year
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FUNCTIONAL AREA: VEHICLE OPERATIONS/MAINTENANCE
KEY PLANS
Continue the ongoing review of vehicle
maintenance charges and develop a methodology to
benchmark Palo Alto’s fleet costs against those of
other government agencies and the private sector.
PROGRESS
~a Ongoing.
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FUNCTIONAL AREA: PRINTING AND MAILING FUND
KEY PLANS PROGRESS
Complete the establishment of a forms functional
file to detect duplication, speed redesign, and
standardize forms in the City.
Prepare a comprehensive study of citywide printing
and graphics needs. Review equipment and staffing
requirements and make recommendation for
improvements.
In 2000-01, evaluate the feasibility of installing an
electronic printing capability in the Print Shop. This
will allow the transmission of printing orders and
copy, bindery and printing instructions directly to
the reproduction equipment.
Project completed; file is in use.
Preparing a customer survey to determine customer
needs.
Studying various proposals for replacement of the
existing aging duplicator.
85
FUNCTIONAL AREA: COMPUTER EQUIPMENT REPLACEMENT
KEY PLANS PROGRESS
Evaluate the expansion of the Computer
Replacement Fund to include other technical
equipment and computer software.
Conduct a physical audit of the City’s computer
assets to ensure consistency with current asset
management software.
In 2000-01, staff will develop a proposal for
creation of a technology replacement fund for
replacement of significant citywide systems.
Included in this proposal will be recommendations
for funding.
Ongoing.
86