HomeMy WebLinkAbout2000-10-17 City CouncilCity of Palo Alto
C ty Manager’s Report
TO:HONORABLE CITY COUNCIL
ATTENTION: FINANCE COMMITTEE
FROM:CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
DATE:
SUBJECT:
OCTOBER 17, 2000 CMR:383:00
FOLLOW-UP ON THE BUDGET STREAMLINING
PROCESS
This is an informational report and no Council action is required.
BACKGROUND
On September 19, 2000 staff presented to the Finance Committee an update on the
budget streamlining process currently underway. As a follow-up to that presentation, this
report highlights some of the content, graphic, and format changes to the budget
document resulting from the revised process.
DISCUSSION
As previously reported to the Finance Committee (CMR:369:00), the budget streamlining
process will result in significant changes for the departmental budget section within the
City’s budget document. While the attached sample budget from the Police Department’
(Attachment A) includes a number of content and format changes, it should be noted that
staff is working on further enhancements and the final product may look somewhat
different. The arrows denote where significant changes have been made within the
sample.
Modifications in the departmental budget presentation will include:
1.Reduce the FTE detail to a one-page summary by functional area, including total
salary cost for the department.
2.Roll up major activity budget detail into each respective functional area.
3.Limit the number of impact measures for the department to the most informative few
for each functional area.
CMR:383:00 Page 1 of 2
4.Use space more effectively to reduce the overall number of pages published (the
attached Police example was reduced by 73 percent--from 56 to 15 pages).
5.Separate one-time expenditures from ongoing expenditures in the Resource Level
Changes section.
6. Separate internal and external revenue totals.
7. Expand the use of graphics and .financial tables including pie charts (under
development, therefore not included in attached example).
8. Implement consistent runners at the top and bottom of the pages (under development,
therefore, not included in attached example).
These changes highlight the desire to create a smaller and user-friendlier document--a
document that represents the culmination of a citywide budget process’ streamlining
effort. It should be noted that retaining key information in an easy-to-use format is a
primary goal. These process changes will be evaluated for effectiveness during the next
budget cycle. Therefore, it is anticipated that further modifications to the budget
document may become evident at that time.
ATTACHMENT
Attachment A: Sample Police Department Budget Section
PREPARED BY: Charles Perl, Senior Financial Analyst
DEPARTMENT HEAD APPROVAL :
CITY MANAGER APPROVAL:
C~~ ~;EATS ~
Dir~ct~r~ Services
EMILY HARRISON
Assistant City Manager
CMR:383:00 Page 2 of 2
ATTACHMENT A
To provide exceptional public safety services and take a leadership role in building community partnerships.
DEPARTMENT OVERVIEW
In 2000-01, the Police Department anticipates reaching its authorized staffing level for sworn personnel. Investigation
of high-tech crime, traffic, implementation of advanced crime-fighting technology, the Public Safety Building and
crimes that affect multiple jurisdictions will be of primary focus for the Police Department in 2000-01.
In light of these key areas, the department will focus on the following:
o Investigation of high technology and white collar ° Traffic priorities focusing on reducing speed, red
crimes, light violations and pedestrian safety.
Participation in a regional task force to address ¯
high-tech and serious sex offense crimes that affect
multiple jurisdictions.°
Implementation of the Department’s strategic plan.
Research and implementation of the latest crime-
fighting and communications technology.
¯Preliminary design and site selection for the Public
Safety Building, pending Council approval.
The Department has revised some impact measures to better reflect the activities represented.
DEPARTMENT SUMMARY
Requests for Service
Communications Services
Investigation and Disposition
Traffic Services
Proactive Policing Services
Police Personnel Services
Animal Services
Parking Services
Special Events
Police Information Management
TOTAL DEPARTMENT EXPENDITURES
TOTAL FULL TIME POSITIONS
TOTAL TEMPORARY POSITIONS
TOTAL DEPARTMENT REVENUES
INTERNAL REVENUES
EXTERNAL REVENUES
1998-99
ACTUALS
:~ $4,863,172
2,069,270
2,329,394
1,212,893
1,655,520
2,573,467
1,061,359
817,333
151,995
1,116,453
$17,850,855
171.00
7.34
$3,055~663
$500,000
$2,555,663
1999-00
ADJUSTED
BUDGET
$4,661,223
2,187,986
2,571,593
1,613,523
1,834,041
2,385,028
986,322
851,053
152,725
1,137,732
$18,381,226
173.00
5.74
$2~985~790
$750,000
$2,235,790
2000-01
ADOPTED
IN-CONCEPT
BUDGET
$4,597,174
2,181,569
2,527,687
1,537,304
1,779,944
2,330,935
973,408
828,440
149,896
1,133,808
$18,040,163
173.00
5.74
$3~042,105
$750,000
$2,292,105
2000-01
ADOPTED
BUDGET ~
$4,708,931
2,i80,572
2,586;844
1,614,869.
1,824,540
2,423,541
" 1,020,753¯
843,019
153,973
1,177,556
$18,534,598
173,00
6.06
$3,047,405
$750,000
$2,297,405
2000-01
BUDGET
CHANGE
$111,757
(997)
59,157
77,566
44,596
92,607
47,345
14,580
4,077
43,748
$494,435
0.00
0.32
$5,300
$0
$5,300
RESOURCE LEVEL CHANGES
The 2000-01 Adopted Budget in the Police Department includes the following changes compared to the 2000-01
budget adopted-in-concept:
ONGOING ONE-TIME
OVERALL REVENUE INCREASE $5,300 ~_~
-Animal services revenue $5,300
OVERALL EXPENDITURE INCREASE $483,000 $11,000
Salary and Benefits -
- Negotiated salary increases
- Hourly position 0.32 FTE
Non-Salary
- Crossing guards
- SWAT Training and Equipment
- Wildlife rescue program
-’ Replacement Canine
- AppliCation costs
$419,000
$408,000
$11,000
$64,000 $11,000
$43,0OO
$24,000 $3,000
$25,000
($28,000)
$&ooo
Salary and benefits are increasing primarily due to negotiated salary increases approved by Council in 1999-00 as
well as the addition of an hourly position to assist with the Automated Fingerprinting Information System (AFIS).
The non-salary increase is attributed to: an increase in contract fees for crossing guards at four additional locations;
Special Weapons and Tactics (SWAT) training and equipment; the expansion of the Wildlife Rescue Program; and
the need for a replacement and training of a canine. The increases are partially offset by a transfer to the
Administrative Services Department for application maintenance.
Revenues are increasing due to the State-imposed impound fees in the Animal Services Division.
COMPREHENSIVE PLAN OVERVIEW
The 2000-01 Police Department’s Proposed Budget includes the following resources directed towards implementing
the programs and policies of the Comprehensive Plan:
Land Use and Community Design
Parking Services, pending Council direction and appropriation of resources, will implement and enforce a residential
parking permit program (T-49, %50, %53).
Transportation
Traffic Services will implement a red light enforcement program at targeted intersections (%47).
Proactive Policing Services will pursue state legislation aimed at point of sale bicycle licensing and, in coordination
with PAUSD, sponsor bike rodeos (%46).
Pending Council direction, Parking Services will implement a Residential Permit Parking Program (%50) and
implement a special downtown enforcement plan pending the construction of two public parking facilities (%49, %50,
%53).
Natural Environment
Investigative Services will use a regionalized problem solving method to resolve joint problems affecting two or more
jurisdictions, including participating in the Sexual Assault Felony Enforcement (SAFE) program and the Rapid
Enforcement Allied Computer Team (REACT) (N-80).
Police Personnel Services will investigate alternative regional training facilities for potential use (N-80).
Community Facilities and Services ~
Proactive Policing Services will evaluate strategies to address youth issues (C-18), evaluate the use of the Ventura
substation (C-18) and, in conjunction with the Community Services Department, 10ok for funding sources in order to
continue the Positive Alternatives for Youth (PAY) program (C-1, C-18).
Governance ~
Proactive Policing Services, with the assistance from Department volunteers, will implement a senior safety program to
include vacation watch, elderly abuse, and senior fraud and solicitation (G-10, G-11). Work will also include the
formation of a community advisory committee with neighborhood associations and the business community to provide
citizen input regarding public safety issues to the Police Department (G-2).
Police Personnel Services will continue to oversee 9,000 hours of police and animal services volunteer service arid
increase the number of active police volunteers by 5 percent (G-11).
Police
Summary of 2000-01 Regular Positions
by Functional Area __
~FUNCTIONAL AREAS
39.79
23.81
22.77
12.77
15.86
21.54
10.48
9.08
0.91
10.39
167.40
Requests for Service
Communications Services
Investigation and Disposition
Traffic Services
Proactive Policing Services
Police Personnel Services
Animal Services
Parking Services
Special Events
Police Information l~Ianagement
Subtotal
Allocated Administration
0.88 Administrator Police
0.11 Business Analyst
0.73 Assistant Police Chief, Advanced
1.34 Police Captain, Advanced
0.80 Police Chief, Advanced : ~
0.23 Police Lieutenant, Advanced
0.10 Superintendent, Animal Services
0.29 Supervisor, Police Services
0.10 Coordinator Police Technical Services
0.01 Crime Analyst
0.04 Staff Secretary
0.97 Administratix;e Assistant
5.60 Subtotal ,
173.00 TOTAL DEPARTMENT POSITIONS
$15,715,560 TOTAL POSITION COSTS
To provide the public with initial police response to emergency and non-emergency requests for service in a
coordinated and timely manner. "
KEY PLANS
Develop new patrol deployment strategies through the ~
analysis of information available from the new CAD
and Police Records Management Systems.
MAJOR ACTIVITIES
Requests for Service
Critical Incident Resolution
Regional Assistance Response
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
IMPACT MEASURES
Use regionalized problem+solving strategies to resolve
joint problems affecting two or more jurisdictions,
including Menlo Park, Mountain View, Stanford and
Cal Trans. (N80) ~
ACTUALS
$4,773,662
55,859
33,650
$4,863,172
40.02
0.70
$181,270
1999-00 ’
’ADJUSTED
BUDGET
$4,525,337
99,431
36,455
$4,661,223
39.79
0.70
$152,000
2000-01
ADOPTED
IN-CONCEPT
BUDGET
$4,472,976
88,327
35,871
$4,597,174
39.79
0.70
$152,000
2000.01
~PROPOSED
BUDGET
$4,578,381
93,633
36,917
$4,708,93I
39.79
0.70
$137,000
2000-01
BUDGET
CHANGE
$105,405
5,306
1,046
$111,757
0.00
0.00
$(15,000)
COMP.
PLAN
ITEM
1998-99
ACTUALS
2000-01
1999-00 ADOPTED 2000-01
ESTIMATED IN-CONCEPT ADOPTED
ACTUALS BUDGET BUDGET
1.Respond to 95 percent of emergency calls within
three minutes or less. (Estimate 75 calls per
year)
2.Respond to 95 percent of non-emergency calls
within 30 minutes or less. (Estimate 28,000 calls
per year)
91%95%95%95%
100%95%95%95%
3. After the initial police response, respond with .7 .7 1.5 1.5
specially trained units to the scene of a critical or
major incident within 1.5 hours after request.
Land Use and Community Design
Transportation
Housing
~ Natural Environment
Community Facilities and Services IT’-" Governance
Business and Economics
To provide coordinated, responsive and reliable 9-1-1 dispatch services.
KEY PLANS
Conduct a comprehensive evaluation of the CAD
System and explore the feasibility of additional
modules such as Automatic Vehicle Locate (AVL) and
mapping modules.
Evaluate the City’s current radio equipment, including
both mobile and portable radios, to determine
inventory, assess needs and to develop a new
replacement schedule. ~
MAJOR ACTIVITIES
Police Dispatching Services
Fire Dispatching Services
Utilities Dispatching Services
General Fund Dispatch Services
Stanford Dispatching Services
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
’2000-01
1999-00 ~ ADOPTED
1998-99 ADJUSTED-IN-CONCEPT
ACTUALS~L~ BUDGET ’BUDGET
1,081,923 1,038,868 1,033,715
274,949 323,695 322,757
253,692 319,002 320,218
146,118 106,754 106,354
312,588 399,668 398,525
$2,069,270 $2,187,986 $2,181,569
22.26 24.20 24.20
0.39 0.39 0.39
$728,997 $785,722 $827,299
2000-01
PROPOSED
BUDGET ~
!,033,736.
322,502
319,961
106,440
397,933
’ $2,180,572
23.81
0.39
$827,299
2000-01
BUDGET
CHANGE
21
(255)
(257)
86
(592)
$(997)
(0.39)
0.00
$o
IMPACT MEASURES
2000411
COMP.1999410 ADOPTED
PLAN 1998-99 ESTIMATED IN-CONCEPT
ITEM ACTUALS ACTUALS BUDGET
1.Dispatch 99 percent of emergency calls within 60
seconds of the initial receipt of the call.
(Estimate 75 calls per year)
2.Dispatch 95 percent of non-emergency calls
within 30 minutes of the initial receipt of the call.
(Estimate 28,000 calls per year)
3. Maintain a ratio of sustained complaints to calls
for service of less than 1 to 10,000. (Estimate
28,000 calls for service per year)
100%99%99%
2000411
ADOPTED
BUDGET
99%
100%95%95%95%
Land Use and Community Design
~ Transportation
~?"~ Housing ~!~
~ Natural Environment ~o
Community Facilities and Services
Business and Economics
Governance
To apprehend and prosecute offenders and/or resolve investigations in a timely and thorough manner
KEY PLANS
Reduce backlog of stored property and evidence and
improve efficiencies in the collection process through
the. implementation of a bar coding system.
Explore the feasibility of implementing a "bait" money
tracking system for stolen money associated with bank
robberies that will increase the likelihood of suspect
apprehension.
Address high-technology and white collar crime
through the establishment of a high crimes
investigator.
MAJOR ACTIVITIES
Investigations
Property and Evidence
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
BUDGET
$2,220,414
351,179
$2,571,593
22.77
0.19 0.19
-1999-00
1998-99 ADJUSTED
: ACTUALS
$2,004,637
324,757
$2,329,394
20.69
$973 $1,500
2000-01
ADOPTED
IN-CONCEPT
BUDGET
$2,173,390
354,296
$2,527,687
22.77
0.19
$1,500
2000-01
PROPOSED
BUDGET
¯ $2,227,945
358,~9
$2,586,844
22.77
: $1;50o
2000-01
BUDGET
CHANGE
$54,554
4,603
$59,157
0.00
0.00
$0
IMPACT MEASURES
COMP.1999-00
PLAN 1998-99 ESTIMATED
ITEM ACTUALS ACTUALS
2000-01
ADOPTED
IN-CONCEPT
BUDGET
1.Clear/close 80 percent of cases assigned by the
supervisor to the investigator. (Changed from 75
percent; Estimate 260 cases per year.)
2.Return less than 3 percent of cases to patrol
officers for follow-up due to deficiencies and/or
incompleteness in the initial investigation.
(Estimate 8,000 criminal cases per year.)
3. Ensure that of all cases for which felony charges
are requested, at least 90 percent have charges
filed for prosecution by the District Attorney’s
Office. (Estimate 600 cases per year)
91%75%75%
2000-01
ADOPTED
BUDGET
80%
.5%.5%3%3%
95%90%90%90%
Land Use and Community Design
Transportation
~’~ Housing
Natural Environment
Community Facilities and Services
Business and Economics
~1 Govemance
To minimize injury and property damage by promoting a safe and orderly flow of pedestrian, bicycle and
vehicular traffic.
KEY PLANS
~D Implement additional red light enforcemen.t efforts attargeted intersections. (T-47) ~o
Implement the use of automated citation devices and
motorcycle moving radar with funds received from the
1999-00 Office of Traffic Safety grant.
MAJOR ACTIVITIES
Traffic Enforcement
Traffic Complaint Resolution
School Safety
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
’2000-01
1999-00 ADOPTED
1998-99 ADJUSTED ~ IN-CONCEPT
ACTUALS BUDGET ,,BUDGET
$1,02%764 *1,391,152 *1,358,823
48,314 38,869 38,075
136,815 140,503 140,406
$1,212,893 $1,570,523 $1,537,304
11.49 12.77 12.77
3.04 0.23 0.23
$336,107 $175,500 $175,500 -
2000-01 ~
PROPOSED
BUDGET
$1,392,168
39,134
183,567
$1,614,8697..
12.77
0,23
¯ $175,500
2000-01
BUDGET
CHANGE
$33,345
1,059
43,161
$77,566
0.~
0.~
$0
IMPACT MEASURES
2000-01
COMP.1999-00 ADOPTED 2000-01
PLAN 1998-99 ESTIMATED IN-CONCEPT ADOPTED
ITEM ACTUALS ACTUALS BUDGET BUDGET
85%85%85%85%
n/a n/a 1.17 1.17
1.Achieve 85 percent compliance rate of
commercial vehicles inspected.
2.Based on a sampling of ten residential arterial,
collector and local streets, maintain the ratio of
injury accidents per million miles traveled at the
previous three year average.
3. Maintain alcohol-related accidents 50 percent
below national averages.
60.7%50%50%50%
4. Respond to 100 percent of new traffic complaints 100%100%100%100%
within two working days. (Estimate 100
complaints)
Land Use and Community Design ~/’~ Housing ~’~
~;~¢.1 Transportation ~ Natural Environment ~
Community Facilities and Services
Business and Economics
~il Governance
To reduce criminal activity and enhance the public’s sense of safety through public educational services and
KEY PLANS
O Pursue state legislation aimed at point of sale bicycle
licensing. (%46) ~;~
proactive law enforcement efforts.
O Develop an internal speakers bureau for providing
presentations to community groups.
MAJOR ACTIVITIES
Crime Suppression
Youth Services
Community Policing and Education
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
2000-01
1999-00 ADOPTED
1998-99 ADJUSTED ~IN-CONCEPT
ACTUALS BUDGET BUDGET
$1,172,641 $1,313,485 $1,265,646
78,239 61,642 62,519
404,641 458,914 451,779
$1,655,520 $1,834,041 $1,779,944
15.01 15.86 15.86
0.43 0.43 0.43
$40,503 $75,500 $75,500
2000-01
PROPOSED
BUDGET
$1,297,241
64,308
462,990
$1,824,540
15.86
0.43
$75,500
IMPACT MEASURES
1.Ensure Palo Alto’s violen[crime rate remains
within the lowest 7 percent of all California cities
between 50,000 and 100,000 population. (Based
on approximately 80 cities)
2. Minimize vice, crime and other related activities
by reviewing 100 percent of all applications
pertaining to regulated businesses in a proactive
effort to avoid future code violations. (Estimated
200 applications)
2000-01
BUDGET
CHANGE
$31,595
1,789
11,212
$44,596
0.00
0.00
$0
2000~)1
COMP.1999-00 ADOPTED 2000-01
PLAN 1998-99 ESTIMATED IN-CONCEPT ADOPTED
ITEM ACTUALS ACTUALS BUDGET BUDGET
2.6%7.4%7%7%
3.Ensure identified Police Officers visit each
adopted school once a month. (Revised from
once a week - based on 12 schools)
96%100%100%100%
Land Use and Community Design ~ Housing
~) Transportation ~ Natural Environment
Community Facilities and Services ~ Governance
Business and Economics
To provide professional public safety services through comprehensive hiring, training and the development of
employees and volunteers.
KEY PLANS
Implement a revised Department training plan based on ~
the 1999-00 review and update of current training
practices and training funds.
Investigate alternative regional training facilities for
potential use. (N-80) ~
MAJOR ACTIVITIES
Personnel Records Management
Hiring and Retention
Mandatory Training
Non-Mandatory Training
Volunteer Program
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
2000-01
1999-00’ADOPTED
1998-99 ADJUSTED:;IN-CONCEPT
ACTUALS BUDGET BUDGET
$304,156 ~$277,873 $271,561
327,446 305,170 299,476
319,107"~329,685 322,969
1,531,385 1,387,093 1,352,882
91,373 85,207 84,047
$2,573,467 $2,385,028 $2,330,935
29.18 21.56 21.56
0.22 0.22 0.22
$41,514 $35,000 $35,000
2000-01
PROPOSED
BUDGET
$272,175
310,855
331,754
1,422,795
85,963
$2,423,541
21.54~
.0.22
$50,000
2000-01
BUDGET
CHANGE
$614
11,379
8,786
69,912
1,916
$92,607
(0.02)
0.00
$15,000
IMPACT MEASURES
2000-01
COMP.1999-00 ADOPTED 2000-01
PLAN 1998-99 ESTIMATED IN-CONCEPT ADOPTED
ITEM ACTUALS ACTUALS BUDGET BUDGET
40%80%80%80%
100%100%100%100%
1.Investigate and notify 80 percent of complainants
of outcome within 30 days. (Estimate ,25
complaints per year)
2.Ensure 100 percent compliance with the Police
Officers Standards Training audit for police
personnel records management.
3.Maintain 95 percent of personnel compliance
with state-mandated training hours.
100%100%95%95%
Land Use and Community Design
~.) Transportation
~’~ Housing ~’~
~ Natural Environment ~
Community Facilities and Services
Business and Economics
Governance
To ensure the protection and well-being of animals and people by providing responsive and proactive animal
services.
KEY PLANS
Develop a plan to provide obedience training classes
for newly adopted dogs and their owners to reduce the
number of returned and surrendered animals.
With assistance from the Information Technology
Division research and develop a plan to implement a
comprehensive automated information system for the
animal shelter.
MAJOR ACTIVITIES
Animal Requests for Service
Pet Recovery/Adoption Services
Animal Care
Animal Health and Welfare
Regional Animal Services
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE =
~2000-01
= : ; 1999-00 ADOPTED
1998;99 ADJUSTED IN-CONCEPT
ACTUALS BUDGET BUDGET
$201,403 $219,143 $217,011
159,195 :-138,544 137,310
232,611 195,468 192,689
349,691 298,215 295,793
1 ~8,459 134,426 130,606
$1,061,359 $985,797 $973,408
10.65 10.48 10.48
0.98 0.98 0.98
$606,933 $653,868 $668,606
2000-01
PROPOSED
BUDGET
$220,981
140,244
196,199
302,386
136,403
$996,212
10.48
0.98
$673,906
2000-01
BUDGET
CHANGE
$3,970
2,934
3,510
6,592
5,796
$22,804
0.00
0.00
$5,300
COMP.1999-00¯"PLAN 1998-99 ESTIMATED
IMPACT MEASURES ITEM ACTUALS ACTUALS
1. Respond to 85 percent of live animal calls for 81%85%
service in Palo Alto within 45 minutes. (Estimate
3,000 calls for service per year.)
2000-01
ADOPTED 2000-01
IN-CONCEPT ADOPTED
BUDGET BUDGET
85%85%
2.Exercise/socialize adoptable dogs and cats 300 G-11 361 300 .300 300
hours per month.
I
Land Use and Community Design
~-.1 Transportation
Housing
~ Natural Environment
Community Facilities and Services V~" Governance
Business and Economics
To manage, enforce and resolve vehicle parking regulations and issues in an effort to facilitate the timely
movement of vehicles and provide for public safety within the City of Palo Alto.
KEY PLANS
Upon Council direction, begin work that would lead to ~
the implementation of the residential permit parking
program. (T-49, T-50, L-76) ~ ~.9
Continue Work with the Chamber of Commerce
Parking Committee to develop a downtown parking
contingency plan tobeused during construction of
parking structures. (T-49, T-50, T-53) ~
MAJOR ACTIVITIES
Parking Enforcement
Parking Citations/Adjudication
Abandoned Vehicle Abatement
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
1998-99 ~
ACTUALS
$534,744
182,002’
100,586
$817,333
9.01
0.43
~2000-01
1999-00,¯ ADOPTED
ADJUSTED’IN-CONCEPT
BUDGET BUDGET
$573,002 $553,933
171,019 168,508
107,033 105,999
$851,053 $828,440
9.08 9.08
0.93 0.93
$1,098,705 $1,076,500 $1,076,500
2000-01
PROPOSED
BUDGET
$563,312
171,798
107,909
$843,019 :
9.08
0.93
$1,076,500
IMPACT MEASURES
2000~)1
1999~)0 ADOPTED
1998-99 ESTIMATED IN-CONCEPT
ACTUALS ~3TUALS BUDGET
100%100%100%
2000-01
BUDGET
CHANGE
$9,380
3,290
1,910
$14,580
0.00
0.00
$0
1.Complete initial investigations on 100 percent of
all contested parking citations received by the
Polite Department within 20 working days.
(Estimate 2,300 contested parking citations per
year.)
2. Provide final disposition on 100 percent of all
contested parking citations within ten working
days of the adjudication hearing. (Estimate 500
hearings per year.)
COME
PLAN
ITEM
2000~1
ADOPTED
BUDGET
100%
98%97%100%100%
Land Use and Community Design
Transportation
~ Housing ~
~ Natural Environment ~o
Community Facilities and Services
Business and Economics
~ Governance
To provide police services to assure a safe environment for community special events while minimizing
disruption to the public through appropriate planning and staffing.
KEY PLANS
In coordination with the Community Services
Department, review and revise policies and procedures
associated with towing of vehicles during special
events.
MAJOR ACTIVITIES
City Sponsored Events
Non-City Sponsored Events
Stanford Sponsored Events
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
~ 1999-00
1998-99 ’ ADJUSTED
ACTUALS ~ ~ BUDGET
$39,690 $30,615
74,051 78,739
38,254 43,371
$151,995 $152,725
" 0.81 0.91
0.37 0.37
$15,726 $25,000
2000-01
ADOPTED
IN-CONCEPT
BUDGET
$30,071
77,364
42,461
$149,896
0.91
0.37
$25,000
2~0,.01
PROPOSED
BUDGET
$30,906
79,488-
43~579 ~
$153,973 _
0.91
0.37
$25,000
2000-01
BUDGET
CHANGE
$836
2,123
1,118
$4,077
0.00
0.00
$0
2000-01
COMP.1999-00 ADOPTED 2000-01
PLAN 1998-99 ESTIMATED IN-CONCEPT ADOPTED
IMPACT MEASURES ITEM ACTUALS ACTUALS BUDGET BUDGET
1. Maintain an attendee/calls-for-service ratio of .01%0%.5 %.5%
less than ,5 percent at City-sponsored events.
(Estimate 15 events and 50,000 attendees per
year.)
2. Maintain an attendee/calls-for-service ratio of .5 0.00%0%.5 %.5%
percent at special events. (Estimate 15 events and
135,000 attendees per year.)
Land Use and Community Design
~’~;~O Transportation
~/~ Housing
Natural Environment
Community Facilities and Services
Business and Economics
~ Govemance
To process and provide useful, accurate and timely police information to support all levels of public service.
KEY PLANS
Continue to investigate, research and implement the
use of automated citation devices by Traffic Officers.
Partner with the Information Technology Division to
research the replacement of the existing optical
imaging system with a new document management
system.
Complete Phase II of the new police records
management systemto include integration with state,
local, national, .and other in-house applications as well
as inquiries fromvehicles.
MAJOR ACTIVITIES
1998-99
ACTUALS
$534,642
581,810
$1,116,453
5.03
0.59
$4,934
Information Processing
Computer Systems Services
TOTAL EXPENDITURES
FULL-TIME POSITIONS
TEMPORARY POSITIONS
TOTAL REVENUE
IMPACT MEASURES
1.Enter 90 percent of reports into the police records
management system within three working days.
(Estimate t0,000 police reports per year.)
2.Scan, index, and make available 80 percent of
police reports to the public and the Department
for further processing within two working days.
(Estimate 10,000 police reports per year.)
3. Process 90 percent of mail-in [equests for police
reports within four working days. (Estimate
1,300 requests.)
COMP.
PLAN
ITEM
1999-00
ADJUSTED
BUDGET
$616,073
521,659
$1,137,732
10.02
0.59
$5,200
1998-99
ACTUALS
98%
2000-01
ADOPTED
IN-CONCEPT
BUDGET
$608,341
525,466
$1,133,808
10.02
0.59 ’
$5 200
2000-01
PROPOSED
BUDGET
$670,599
506,957
$1,177,556
10.39
1.06
$5,2OO
2000-01
1999-00 ADO PTED
ESTIMATED IN-CONCEPT
ACTUALS BUDGET
90%90%
2000-01
BUDGET
CHANGE
$62,257
(18,51~
$43,748
0.37
0.47
$0
2000-01
ADOPTED
BUDGET
90%
100%95%90%90%
100%95%90%90%
Land Use and Community Design
~ Transportation
Housing
~ Natural Environment ~o
Community Facilities and Services
Business and Economics
Governance