HomeMy WebLinkAbout0112.092;.{
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January 16~ 1992
HO~ORABLE CITY COUNCIL
Palo Alto, California
THE SUBJECT OF
THIS REP'-JRT
IS PI,
COUNCIL pf<.ORITY
~OR'1' ON COUNCIL PRIORITY: LEVELS.oF SE.RY-:ICE:
Members of the Council!
Report in Brief
This is an inforMational report, and no Council action is requir6d.
This report summarizes the Finance Conunittee's work during 1991 on
the Council priority of examining appropriat~ service levels for
the community. This issue remains in cODl"l1ittee for further
discussion.
council Assignment
In February 1991, the city Council gave the Finance Co~nittee the
task of defining a Council priority on appropriate service levels.
The Council initially defined the priority as:
o Establishing appropriate service levels consistent ~ith
available fundingj and
o Improving communications with the public regarding the
funding levels required to pr·ovide needed service levels.
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community Outreach
During the first half of th6 year, staff compiled a comorehensive
inventory of departmental services provided to the public (Attach
ment A, CMR:3S5:91).
During ~he second half of the year, the Finance committee ~eld a
series of community meetings and public brainstorming sessions to
solicit comment and debate from the users of" City services. The
first meeting was held october :3 in Council Chambers and focused on
the services provided by the Community Services Department. On
November 13, Committee members presided over eight separate s~al1
gr-oup sessions at Cubberley Community Center on the following
topics: visual arts, seniors, libraries, parks, performing arts,
human services, rec~ation and open space. Results of these
meetings are outlined in Attachme.nts a (CMR:471:91) and C
(CMR:S37:91) .
Ns'w Revenu~
On December 10 the committee met to consider reven.ue-raising
options: increasing the City's real property transfer tax,
creating a business license ta)£, and establishing a landscape and
lightinq assessment district~ Additional information was solicited
and received from the business communit~t at this meeting.
The Finance Committee then used the community inp"Gt and staff w-ork:
as the basis for discussions on hotJ to set priorities for the
provision of City services.
,lJ'jorit,il&tlonm _ of Services
One of the main goals Which the finance committee initially set for
itself in establishing a ..... orkplan for the appropriate le ...... els of
service priority ... ·as to develop SO'lr;::: sort of stdtemBnt of City
prioritie5~ Using a long-ter-rn point of view-and out.side of the
conflicting pressur~s of the budget process, the Committee wanted
to evaluate conpeting derr.ands for service provision and construct
guidelines Zor itself and for future Councils that reflected ~hat
was important for the city in terms of priorities for" resource
allocation. After much discussion the Committee initially
developed a format some~hat akin to a decision tree, to be used in
prioritizing services.
Si~plistically, city services can be divided i~to three categories:
o Mandatory ("must do's") include service$. that Ci t~,t governments
are required to provide by law, or -which are critical for
public safety, and which ~ould not be done at all, or -would be
done at an unsatisfactory level if the City did not provide
thelC;
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Highly recommended services Mought to do's" are those which
are not mandated but are typically provided by city govern
ments, at the level til3t is typically provided in other
cities; and
Discretionary services ("nice to do's") can be defined as
services that are not necessary to~ cities to provide ,i~e.,
provided by the private sector, by other levels of government.
or not provided at all); or which may be provided by cities
but are cffer-ed in Palo Alto at a superior level or at a
highly subsidized rate.
There are some cav-ea"ts associated with such a classification
scheme. There can be considerable disc~ssion about which &ervices
fall into which categories; ~hile mandatory can be fairly narrowly
defined as services required by law or public safety, the distinc
tion between highly recommendsd and discretionary is somewhat more
d.ifficult to define. 'I'he categories do not speak necessarily to
the mode ot service provision, i.e., even services in the mandatory
category could be provided in alternative 'WaYSr such as private
contracting for paramedic service provision with no cost to the
City; or consolidation of fire services for more cost-effective
provision of fire suppression. Some ~ervices cross categories r or
an iadividual service may be mandatory at one level of provision,
stronqly recommended at a higher level, and not. necessary at an
even hi9her level. For ex-ample, maintenance of a basic beok
collection at one library branch could be considered mandatory, a
broader collection, including other media m&y be considered highly
recommended, and six branches could be looked upon as discretion
ary. Along those same lines, a service 'Which is considered
"mandatory" for Palo Alto might be considered discretionary in
another community.
After dividing services into the three hroad categories, additional
criteria may be applied in the prioritization process. In general,
the Committee felt that the City should provide a broad range of
services to all residents, and 'Was not comfortable in prioritizing
on the basis of population served (e.g., seniQrs, children,
business, etc.) HOwever, the Committee did recomm~nd that higher
priority be given. to resident versus non-resident service popula
tion; and a hardship element be incorporated into the fee structure
if appropriate~
Gyidelines for Staf{
As a result of the meetings and
Commi ttee identified two lists
short term. and one longer term.
suggested staff incorporate in
criteria and elements~
CMR:112:92
discussions described above, the
of proposed a ct ion items --one
In the short term, the Committee
its 1992-94 budget the follo'Wing
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Short-Term Recornrnendations
1. Consider revi~ing the Hu~an Service Resource Allocation
Process ,rlSRAP). Tha City shc,uld ~eek to " leve.r-=t.ge III its
funding as much as possible by giving matching contributions
to human service agencies that raiae their own funds. The
city should consider including in the funding guidelines a
priority for those aqencies which use the following criteria:
2.
3.
o subsidizing lower inco~e citizens; and
o subsidizing Palo Alto residents.
Investigate the feasibility of increasing the real property
transfer tax.
Examine user fee cost reCOVElry policies in light of the
following considerations:
a. CUrrently, the city does nat charqe fees for events tha~
it co-sponsors. Investigate the option of chan9inq the
city policy for c?-sponso~ing events and facility usage
so more fees may be charged.
b. Review those areas 'Where the City could charge for
services that are currently free of charge to Palo Alt~
residents that citizens in many cities pay for (example:
sidewalk repair# tennis court usage# street tree trim
ming) •
c. consider a higher user fee cost recovery rate (currently
58 percent), except in those areas or to those Palo Alto
residents for whom the fee would bE! a financial hardship.
It a fee area is not at full cost recove~y, and a rate
increase would price the service out of the !Darket,
Council would be asked to re-evaluate the appropriateness
of continuin';l to supsidize the service.
d. Consider a policy that ~'ould eliminate those discretion
ary fee-for-gervlce areas that are readily available frolfl
other agencies or private suppliers at close to the cost
to ~he user that the City charges (example: aerobics
classes, dance classes, art classes) unless the fee area
can recover 100 p~rcent of total costs.
e. consider .a more comprehensive policy of differential fee
recovery levels for residents vs. non-residents.
f. Encourage the public to approach Council ~ith more user
generated revenue ideas, such as these already proposed:
food and beverage concessions at City facilities
that could generate revenue from the public;
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4.
allow private, tor-pr~fit rentals of the Lucie
Ste-rn. Theater;
sell advertising space at playing fields.
Evaluate the cost/benefit of hiring; a citywide professional
fundraiser, a city.o:ide volunteer coo:-dinator, and a grant
proposal writer for human s~rvice organizations~
5~ Inve~tigate the possibility of IIIIdownsizing" staff to lo .. er
cost positions. An example would be ci'.lilianizinq sworn
positions in the Fire and Police Departments when the services
can be provided by non-sworn staff.
6. Work to encourage community groups .ith specialized expertise
to vo!unteer their services, e.g., parks landscaping. Where
appropriate, consider allowing user group~ to exercise special
reservation privileges for facilities, athletic fields, etc.,
in return for contributions of time and funding toward
maintenance and upkeep~
Inng-Term Recommendations
In the longer term, the Commi t.tee asked staff to pursue the
following:
1. RevieW' assumptions for providing city services, and consider:
a. Renegotiation for those services that are typically the
responsibility of other agencie.s, e.g., the Palo Alto
Unified School District, Stanford.
b. Servic~s that could be provided in a cost-effective
manner by the private sector, e.g., paramedic services.
c. Services that would be picked up by the county, e.g.,
an.\rnal control.
d. Services that could be provided to other jurisdictions in
a business enterprise mode, e.~. I animal control, parking
citation coll~ction.
2. Take a fresh look at the human service screening and funding
processes in the City. Look especialli~ at the follo .... inq
areas:.
a. Provide certain city services and/or city amenities to
human service contract providers instead of current level
of grants.
b. Provide information to council on different methods for
apportioning h'..rman service contract dollars such as fee
per client served. Explore contract monitoring alt~rna
tives so that performance scandards can be monitored, and
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so fundinq can tle pr,"vided based on agencies' success in
meeting those standards.
c. Explore options that lr'ould facilitate the sharing of
resources by human service providers~
J. Evaluate the cost effectivene.ss of miniIt'll.ur. staffing require
ments, especially fCor firefighters and police officers. Bring
back to Council information on alternative staffing configura
tions, and associated costs.
4. Investi9ate the feasibility of a~opting nev funding sources,
such as a ,rei'll property conveyance tax, or a landscape and
lighting assessroent district.
5. Encourage public/private partnerEhips, as 'Well as the creation
of foundations, which could serve as umbrellas for fund
raising efforts of smaller, less organized community groups.
The goal would be to decrease cependcnce on the General
FUnd.
6_ Take a fresh look at creative ~ays to realize cost efficien
cies with existinq staff. For example:
a. Analyze current Ci t~' employee sick leave ar.d vacation
~ccrual policies in order to make recommendations for
cost efficiencies.
b. Institute a! more aggressive light duty job pl-acement
service for City workers ,on disabilIty, and in turn
reduce temporary staff.
7. Investigate Co. n'lore economical employee benefits pa.cJ:age.
especially in those areas that are the most costly, ~~e"
health and retirement.. Bring back tinc.ings to cO\lncil, so
that alternative directions can receive public input.
B. Aggressively pursue consolidat,ion of services 'With either
neighboring cities. or ~ith other agencies.
Another outcome of the Finance Comrnittee's review of $ervice levels
was a Committee recommendation that Council appr~ve the concept of
an organizational reviev and that. the Finance conmi ttee be assisted
in the process by a group from the private sector. The committee
further recommended that the Council authorize the Mayor to appoint
the members of the public ~ho ~ill assist the Finance committee in
thi$ process and that those appointments come fram the list of
recommended candidates submitted by the Finance committee.
The private sector members 'Will assist the Committee in: 1)
defining the scope of an organizational review and reviewing the
Requests for Proposal for ConSUltant services; 2) selecting the
consultant to do the revi2w; and 3) revie'Jing the consultant's
report and assisting the committee in preparing recommendations to
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Council. Step 1, defining the scope, ~ill include discussion cf
the hudget and timeline for the study. It 'Will also ':nclude
definition of how Steps 2 and J should proceed.
The Finance Comoittee will provide a list to the Mayor of 6 to 8
candidates, from which 4 to 6 ~ill be appointed. The candidates
should bring expertise in organizational issues as well as the
functions of city qove~nment. ~andidates will have to be able to
make ~ significant time commitment as well, since it is anticipated
that the full process from defining scope to making recommendations
to the Council cculd take a year or ~ore .
cope 1 u. 1.21\
The Finance Committee's 'Work on appropriate levels of service 'Will
continue in the next calendar year, as the Committee revie~s the
1992-94 Budget and Five-Year Capital Improvement program. The
Committee also has asked to revisit the Landscape and Lighting
Assessment. District concept in the context of the next two-year
budget~
Res~cttully submitted,
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.Loo't SON
Finance
Attachments
Related staff Repcrts:
CKR:1l2 :92
CMR 385 91
CMR 471 91
CMR 537 91
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ATTACIIXEJI'I' A
August 2~, 1991
HONORABLE CITY COUNCIL
Palo ~lto, California
Attention: Fin~nce committee
APPROPRIAT~ LEVELS OF SERVICE
Report in Brief
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THE SU8JECT OF
THIS REPORT
ISA
COUNCIL PRIORiTY
A comprehensive service inventory, incl~ding all services provided
to the public, has been prepared. Departments have indicated, in
tlleir best professional judgement and compared to similar cities,
.,..het.her-the current level of servil::e provision is superior,
average, or minimal. A common thread running through all the
inventories is declining service quality as a result of trying to
maintain the same range of services as had been possible in prior
years, and in some cases while taking on new programs, services,
and facilities~ The Finance committee will select ite~s from the
inventory that it is in~erested in reviewing furthe~ as ~o the cost
and impacts of changing the level of service. Public meetings have
been scheduled fo't" October 3 ar,d 10 at City Hall to i30licit public
input~
In Febrllary 1991, the city Council assigned to the Finance
committee the task of defining a Council priority on appropriate
se.tvice levels~ The Council initially defined the priority as
establishing appropriate service levels consistent with available
funding and improving communications 'With tha public regarding the
funding levels required to provide needed service levels. After
discussion, the Finance conunittee adopted the tool of a service
inventory: building upon the work done in previous budget yedrs.
Staff' would provide information or. the current level of service
provision and indicate whether, in their professional judgement, it
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t \rIas superior, aven~ge or I'tti:1imal. Only those progra~s ... ·bich
directly served the public \t,rere included in th:2! inventory. The
committee "Would then identify services for which they 'Wished to
have further information from staff conce!."ning the impacts and
costs of increasi;J9 or decreasing the level of service. Public
participation 'Would be solicited during the discussion process.
The Committee hoped to be able to p~ioritize services and to tie
their discussions into the 1992-94 budg~t process.
Staff has completed the inventory of services provided directly to
the public (Attachment S). Departments rated each service as
either superior; average or minimal, compared "With most other Bay
Area cities. At the direction of the Finance comrnittee l rankings
were based on staff's best professional judgement. Finance staff
revie~ed all the rankings wi~h departments to ensure a measure of
consistency in the inventory as a "'hole. Attachment A is a
detailed descriptior. of the ranking proce':lure and the basis assumed
fo~ ccmparability. It should be emphasized that both the dollar
a:1d pcrson-:,·ear allocations to ~pecific services are approximations
only. staff perfor:rns many different functions, so it 'Would be
erroneous to assume that elimination of a servi~e ioI'culd necessarily
equate to a commensurate staff reduction.
Two persistent l related themes emerged from the rankings and the
man:,' discussions staff held to deter:mine them. First, in ~everal
important and visible areas, such as the various theaters,
paramedic services, or the. animal shelter and spay and neuter
clinic, the very exi~tence of some services is rare in Bay Area
cities, and thus earns a superior rating in the Palo Alto invento
ry. At the same time, however l the demand for those services has
been rising faster than the City resources available to provide
them~ Thus, · .... hile the City is providing a rare service, it is
unable to do so at the level demand~d or expected by the community,
nor as well as it once did in the P3.st. A good example is the
Children·'s Theater. Staff knows of no other city ioI'est of Chicagc
that operates its o\oln children's theater I so obviously th~ service
itself is supericr merely for t>eing available. But community
SerVlces staff also believes the resources available to operate the
theater are insufficient to meet the demand and standards placed on
it. The City also provides some services at a unique. level
compared to other communi ties. A good example of this is the
City's tree program I where an arborist, and u~ban forester, as well
as tree crews, address issues of ecology, neighborhood ambience and
tree health, in addition to trimming fcr safety purposes~
The second common theme that arose from the service inventory for
all departments is the fundamental conflict between the obligation
to furnish the same quantity of services to the community versus
maintaining the traditionally high qua 1 i ty -:>f services. The
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Co~unity Services and Public Work~ Departments in particular have
seen their respcnsibili ties grow to ir,cll.lde more programs and more
facilities, ~t the same tim~ their resources have been declining.
A good exampl~ is the community's demand for convenient access to
neighborhood librarie~. This means that the City's book purchases
must be stretched among a large number of branches, ~ith the result
that Palo Alto's collection does not offer the same depth of titles
that other communities ~ith only one or tw~ libraries offer. {The
narratives preceding each of the inventory listings in Attachment
B, where appropriate, highlight these conflicts between quantity
and qo..lality.,
Public participatioD
'l'he Finance committee expressed a desire to have the public
participate to the maximu~ extent possible$ Two public meetings
have been schedUled, for October 3 and 10~ Both meetings ~ill be
held in the Council Chambers at City Hall. Staff is preparing, at
the committee's request, an overview presentation for each meeting
that will educate the public as to the declining resource base and
the need to prioritize service provision. Both meetings ~ill be
cablecast.
~t~mitted,
Jt. STEELE
Budget Manager
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EM G · ~;ciN0c-' ·~\i~';~tor U Finance
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/JUNE
1~/~sistant
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ATTAC.U.MEN'r A
Explanation of Ranking and Rating Criteria
Services included in the inventory are only those which directly
serve the public. Internal departments such as HUman Resources,
Finance, Information Resources, cr the council-Appointed Officers
did not participate. In general, departments rated their service
levels against -what are perceived iSS standard services offered by
similar communities in the Bay Area 4 Ey this criterion, cities
-with more resources than Palo Alto which gencr~lly offer sup~rior
services, such as Sunnyvale, were not used as a standard for
comparison purposes. Nor was a city which tends to struggle to
provide even a basic level of service to its citizens, such as East
Palo Alto.
Using this guide] ine for rankings, departments rated sel:vice levels
as follo ...... s:
(S)uperior!
(A}verage:
(M) inimal:
Palo Alto's level of service exceeds the
standard or typical level of service in sur
rounding communities.
Palo Alto's level of service is roughly equiv
alent to the standard or typical level of
service in surrounding commu~ities.
Palo Alto offers a level of service that is
belo~ the level which is standard or typical
in surrounding communities.
In some cases J specific services were difficult to rate precisely,
but could be rated within a range. For example l the depth of the
Library's adult collection is in the range nM+/A-~, meaning, it is
above minimal, but less than average. In oth~r cases, the service
fell bet'itie£n two rankings. For example, P!"oject Mobility servic.o;.s
in the Transportation Division were rated "A+w, meaning better than
average, but not l!O_uperior. The overall ranking for a proqram area
is not necessarily an average of the rankings of all the services
in that proqram. Rather, an overall ranking gives higher weight to
those services .. ..'ithin a category that are more significam:. than the
others. For example, under Visual Arts in the Arts and Culture
Division, the service "Facility Rental" is rated average. Since
facility rentals are not as significant a part of Visual Arts'
purpose 4S are exhibitioils, classes, and attendance, and since the
latter services all ",'ere rated superior, Visual JI.rts~ ove!'all
ranking would still be superior. In some service areas, such as
Community Theater and Art in Pilblic Places, Palo Alto's services
exceed all but a handful of cities in the Bay Area. Most cities do
not o:ffer these sel'"vices, so by definition Palo Alto's service
levels are superior.
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Costs and s't.affing levels all::;cated to services in the. inventory
are approximations onljo" and in rnanj" cases tiave been rounded for
presen.tation purposes, !n adcHtjon, numbers m.ay not tie to trle
budqet document because some program areas are split between public
services and internal city SUPP0l'"t, or may nat b~ identified in the
same manner in the budget document. .A good E'.xample is Publit::
Works, which provides se~vices that serva both the public (street
tree trimming) and other City departments (electric line clearing).
;
ATTACIKNT B
SERVICE L~VELS
CUf"renl
Penon~VCllI'B D~rartment/Oivi~ilih
ProgfJjm/Servjco R:lulat TcmporJO'
FIRE O[PARTMENT
On'rall DiYi~ion Stu'mlmt: In 86nllr.ll.I, tht' flh\ DOrlll1mef!t rtrovide"
!It:rvicu Iha' lire very Rlmila( 10.) [ire deltarlmenlll In Santa Clara County.
The ellcephons 10 thl!! aM Ihn provIsion of ptll'lIrnedlC St.'IlVice, In wI.ich Palo
AliI} is unique-1I1 ,)ffenng Ihl!' service; Illd th., contract to provide fire
!Oervicell 10 Shllnrord UnlvllfI'lIty &Utd SLAC. In nlher mlmicipalilies, these
!lervil:ell are pmvidtxl rrivjildy and nm offered hi' the City.
fulMre<i...;ion
Program MlllllIgt\lIlenl
Emergenl:Y rtl!lPlm~
R.eadine~s Wtining
ruMu: tx.iucalion & pre~ntillionil
Fire rrevt'nlillr: inllrt!dIllI)!I
Fire hydrant Il!lIting & maintenance
BI9de licensing Rnd ItItf!!ly pmgram
E" .. irunent mainlt'!tluu\;C, n!plare~nl Mud leMling
Fac~lijy rMinlt'!nanl.'~
WeM .halllml"Dt progf8m
Supply re.luilliljon & delivilry
SIiI.,dlty for emergency reMpnn'!e
Contract adminilllllllinn
Huardoull Malerialfl CIKJrdinating CII\.Incil
89.15 .5
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6,760,000
S -Suporior
A -Average
M .. Minimal
~ "'i~'"~~V"'~
~
A
A
A
A
A
A
A
A
A
A
M
A
A ..
S
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FIRE DEPAR.TMENT
Surrreuion (conL)
~".rlmentlDiviliinn
Program/Sen-ien
PuMJC fnfoJrmatJlffl cnotdinaliun
Ptan cnmmunilY rlre Sclrvice noods
~H'njifl!)
Pmgrarn man.gerneRI
Departmenl L'(n'nputer !lurrort
Plan re .... il5 .... ·
Buillhng inspectm"".nl;lw cunllfroclion
Fire 1;'(lI.Ie !rllining
Fire hluru l:Omplaml mlligathln
Puhlic ~h .. IClltltln
Arton and fire iI1vexligalionli
An'oUnlin)! lind hiiling
Rem,,'{h IInd..Irnining
Ptugnl.ll\ managemenl
RecrUitment Ind Ifllifling or I"nlry level tir~fighlt!r!l
COOnlin.llle county Irllining IIclKh~my
SERVICE LEVEI~
CUr-rent
f>enlon-Yeafll
~ Tem[1Q!!!Y
5,0
1.0
,5
1.0
,5
.2.'1
,25
,25
,2:'1
1.0
1.0
,1
,1
,1
Annlm!i&ed Cold
428,000
8(j.(JOO
43,000
g6,1.X'O
41,000
21,000
11,OJo
11,000
2-1,000
86,000
130,000
13,000
13,000
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S go Superior
A '" A ... ~I'lI~
M --Minimw.1
SM1M.
M
A
A,
A
M
M
M
A
A
M
A
A
A'
M
M
A
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SERVICE LEVELS
ne.-rtmen,fDivilnon
Program/Service
FIRE OEPARiMENT
~e~Tch and Training (coni,)
ClKlrdintlle lI(JeCialirnd t~'nlng;
Incident command
High f\!'.e \'IuilJiJ\gfo
H.l'.arW.JU~ materiahl
W\I~llll'1d rm~fig"hng
MNJical "",.-vice!!
Coordinate el1'la!fgency meJlcal IrMlnlng
('HflRl.nate r'\'Iy~ical filneMM pn.gram
Clefleal ..tuti~
Planning anJ Re!fe~m_-h
fu(\!!!l~
Plinlolnedu; ~eNLCt'! tlmergency (CNrtln~ 8"1.1 Inlnsrnrt of hll.~ic AnJ
aJ\lancoo lif'" support
Trll!rtin!;. for I<~.I raramildic and ruedu:.1 KCnutllll
Fv"lulIlC: IImj certify rarllmetlic p"rlOrtJUIfiCC ((,I' Sllrthl Clara Cnunly
Pmvide ruhlll: t'~Juc.hon
PRlvjde fircfighting IleCVICelJ
Standhy fOf tlnl'rgenc)' calill
Curl1!nl
Person· Years
&iP!., T~mIl!lI.!!ry
.2
.2
.1
.1
.1
7.0
2.75
.S
.25
,25
1.0
2.25
J
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26.000
26,001
13,000
1.3,000
B.()()()
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S -SUpdriOt
A .... Avel'llj!o
M "" Minin\8.1
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A
S
S
M
M
S
S
S
S
S
s
S
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,,: '1 ..
·,:1
DC!(NIrtttWI.(/Oi .... i~ion
Prugrlm/Stlrvice
FIRE DEPARTMENT
'i!,A!;
Supervl!>ion of IIran
Fnltlrglll'''':y rt'lllp'm~e
Adlllini~!er fire pr~venli(ln iMpecti(~N of SLAC facllitie!!
Conduct pre-incidenl Irtlinin!; of targt't hilT ... ,.!!;
COOrdinAte dlRa~ter 1'In!(IIli'dnelili
Slltndhy fnr emergency 1;1101111
Contract adminilliralion (SLAC)
RWmell!'l lfilining
r~ui!lment lind f.l'ilil:' J'U.IIinlellllru,;e
Ihll .. lr"dou'i Malerial .. MJll!!!i.etnt.11.l
Review planR fnr fll'lZrtult flt'-flnil sitts ..
In~rechtln ()( harmat Rites
CEQA review
('ode develllJllnl!nl Hnil enfllrcelnllnl
Puhllc t..fUl: •• irm
HMSQ and fire clKle IT.ining
Ta:hnu;:al "Uf1~)rt m hllzmal emergency
Haunal I~ .. k ~ile inVtlllliglilinn"
SEI\VICE LEVELS
CU~l"'t
Person .. Yenl'll
RegulAr Temporarv
10,0
.5
1.0
1.0
1.0
,25
4.0
,2_'1
1.0
1.0
~_O
.5
1.5
.25
,15
.25
.25
.:<,S
. 75
4
A!:mY~
860,000
410,000
42,000
126,000
21.000
21,000
11.000
21,000
21.000
63,000
S ." SUpRrior
A -AVerage
M ... Minimal
f!!h1M
s
5
s
s
S
M
S
s
s
s
A
A
A
A
A
A
A
A
A
.~~
" .
, I . .;,;"
>' ., \. ,~ .. :: .. :1;1' . ~.:iif'C ~::<!;F' I
-!,' •. "
,
".
, :
.. ~./
, .
! ~j
;1 ~ !l.-~ ~ I
. .~ <
a f"
<
~<::i , I •
j ;;tJ <::l: , ,
i ~ f
§
j I
or
f
..
~ • -2
::l
~~
~ ai~
'" ..
'" i:i j '" v,
;, ..
III
--------
I
t,
~
~ -
SERVICE LEVELS
Department/Division
PwgTam/Srrvjce
INFORMATION RESOURCES D"PARTMENT
Oyt'l'"HII Divi!lion Statemenl: Cable StllVictlK pmvidt' frl1nchi~ t'egulRllon
and cahle cnmph,inl rllsolutil)n fur the liil. jUrl!ll.hdilln cable fnmchjstl,
Cahl ... Services illso at.lmini~len the live cahl«Il~ling of Council, COu"c!)
COP1miU~ ilnd COmmlli/il<Jn rIleetingll MJ1J oVerflt'.('\I the videofe.t inflmnaliun
nn govemnmnl IltCCtlH'I "hllnnel 16.
CDhI~
Suh~C(ihe, complaint!!
Prllnchist'. Adminl~lrl!.lion
PnKllJclion/Cahlt'ICllltIing
VideOlex. CoordinatIOn
·AJmilli~\er~ conlract with MPAC L)r cahlecasting M'rVICe!l.
··Adminisler~ ":IIrUtllcl with Steve Orll{m Inc for VIU"'lIt'X ~rvices.
CUtreRt
PenlOn-YeaA
Re;v;ular Temporary
.43
.20
,10
.0'
.05
6
An~Cg.~
1',300
6,600
6,300
2,700
1,700
_ .. ~~.___~r :
S -SUp"r1fJr
A -Avl'llllBC
M -Minimal
£W.M
A
" M-
M· ...
-~--~----.----.-... ---.. ---.. ,
, ,
I
I ~. J ..
,c' /.
:, ,
'-'. , (,
SEI(VICE LEVEtS
Departmt!nI/Oivilion
f..I:!.!irqm/ScO'ice
I'LANNING DEPAIITMENT
0\'«811 Diyi!iion Statement: Given t!;li.~ting reliuurces, supenor Il'!velll of
!lervice ate .lIocala.! to funCliom tbat diroctly lieI'Ve I~e puhlic, (i,e.,
Develnpment M'lnill.lring), Ren .. mlng PllIIlninF DiviRlOn reElol.II'{:e~ prO\/]de
IlIVerlge levelll ()f serviee to Srecitll StudieN pmject~. In Ihe 11I_~t yur,
however, ",.rf devoted !!upuior lim!! 10 the Mt>Jiclll Foundalioll pro:i'""'1.
The vMTinu~ houllmg nh1cliullII have roceivetl II levtll of Rervic6 IIlightly
IIhl,ve minimal. Mmm18lltlvels of ~lVice Itfe given to lilllfHn \lr
cooNinllling function!!.
During FV 90-91. minimallevelll of Mlrvl,~e were .IIIUouted tn the
Comprehenl'live Plan Updllitl ~'.U!le of lithited re5Ources, An ~J(f1"Clcd
average or AUpe:rinr levd o( !W!rviee i~ expcctl'lll 10 h6 allur:atfld fm the
Clln1preh.:mllve Plan upUHle in FY 91-92.
l2{'w"npment Monill'.!i!:!e.
A,chil~ltll'al ReView Hnard
Appliution rmcfl'lsihg
EnVlft,tU11et1tai review
Phlll checkin~
ZHning infortttllliOll
Gr.phics 8ssillluce
•• Shirrll $90,000 (rom COlYlp.-et.enllivlI Plan In Develnpmtlnl
Moni~nnng 10 Mfl~:t 9(}-.)I allocation nf 1'"t!!Il)Urceil
Current
Person-VtJIlB
Bs.:£ula( TemOO(firv
7.0 ,75
1 .. 0 .25
3.0
1.0
.5
.5
"
7
_________ ._~ ___ ~~. ____ . __ ~ __ ~-~'~._.~.~ •.. -.~ 'n'''''''''' '~~
!~ti~!
582,000··
J66,OOO
249,000
8J,OOCl
-42,000
42,000
S -SUreri",.
A -AYtIf1IS11
M". Minimal
~LAIM
S
S
S
S
S
s
M
I,," "
:/~~:
I.
I
I
f ,
I , , ,
I
!
• I
i
!
I .
"
"':'\"",.'< . P::"'o\:l.~.·." "IJ:}":
.'
~. ~.'
•
j
.' ,,' .'1 -',·-1,"'/
/
I
I
!
Dernrtment/Divilli(Jn
Pm"ram/Servi(fc
PLANNING DEPARTMENT
~!mIi~
Urhan Dllsign PIa ...
Palo Altn Mt'dicII, Fnum.l .. !ion
St&nfotd prnjecl9
BiNluric Rellource .. RlIlIrd
CAADA liai!lOn
Dt""mlown coo(dinillion
R-t ~inglil"fHIIli'y gUlllldinM
Da'a (;{)lIedIOn "lid rerottinr
inlergnvemmental coordilUllinJl
Miscellllnt'uu!I AClivilieli
Q!mDrt'hen'lOj-tt..rhill
IJl!~':iM!.!:
SERVICE LEVEI.S
~llIr
4,0
,6
,7
.4
"
"
"
,~
"
,7
,7
.1
.4
•
Cllmnl
Per80nw YBII"II
T '-'mllO..l!!Y
,5
,2-'
.25
Annualized Cost
326,000
49,000
'13,000
]3.000
.,000
8,000
.,000
41,(X)()
',000
5'1,000
41,000
0,000
]S,OOO
S -SUperlOf
A -A¥erage
M ... Minimal
SMiM
A
A
S
A+
M
M
M
A+
A
s
A+
M
A
I'" '
,
( '~ : ,; ,:.
\ "-" .-»~ "
!---:
I,,,,,,,,,
j
I
I
J
I
SERVICE I.EV>;LS
Dtipal1menl/DlviRion
Pmgram'Servjce
PLANNING OEPARTMENT
Trarl~purtBtion
o.ll('rall Di",i:'!ion Stutfment~ TnmllpOrtillinn Divj~illl\ nVerli«!1 II progNIIItJ
of mullimodili. mullifltceled lraRflJHlrtation Aclivities including IrAflie
O}l't"fBlil\nS, &afr-IY. parking, allemaliVe mlxles, ~I)OCilll nllftlll, lind
InI~rjurllllfidi(lnRI coorc.linati{)n, Ihllt i_~ comparahk In olher cil!!':II, alt)6il
with • g~ler emphasl!!. on Illtemallv!". IranliportMtmn mlJdl'1I and IcA'
emrha,~I1i on roldWlIoy t'-J;pvnsiun.
Qualil)' of St'!lVlrell: AVt'llI~ in ttlrm'li of the Ut'plh, !lnphiSlicallOn.
lind follt)w thrnugh Or1 Iranllp;lrtalion acti'V.liell Ul1c.1ertaken.
Quantity: Ahove aVl'nge in h!frt\1I of the breadth or IIclivilie" anJ
IIl':lViceli rrovu.ltld,
J'ruffit': QDf'rati~
Traffic Ilignal,~
Trll.(fu;: "j>o:r.lIOO'l
Park,ng
C()mrhl'nlll/ll".lJue~fl'
rruno;portution PI.ooine
Pmject nlVillWII
Spocial "ludl~1i
Bicyde phmning/d.!vcll)pmenl
Current
PerAUn-Yea.n
&<l!h!L~ ____ Teln~mrY
2,0
.5
••
••
.3
2 .•
.5
••
.3
9
~,._"':-~~~~~~~~2
Anru!!.!u~
15;\,000
)8,000
46,CW)Q
46.000
2J,OOO
142,000
36,000
43,000
21,000
S '"' Superior
A -AV8ra,~
M ... MiniTnllI
S1AIM
A
A+
A
A
s
A+
A+
A
S
t '.
I
I
'.--
I
l
\
1,
;:t:;l;:';t ~~'')'''' \'. " '-. '[;~'~} ~,: ~ "
,1:; :'<'.' ',' .
~, , " .' ";
"-',
•
,
/
"
Derarfment/DIVIKIOO
Prugrlm/Servic~
PLANNING DEPARTMENT
Tran~Jl(Jrt.til1n Plannil1,: (mnt.)
Intergovemmt:nl/agcncy ~u(lp(lrt
Compli\inIB/reque!lI'I
TrDn~lHlrtMifln Se"ic~
Pl'ujt:d Mnhility
Curnmllie .llllmallve"
SERVICE LEVELS
Current
J\lrson-Year!l
&~ Thmr\lrlll~
.3
. 3
.4
.3
.1
10
MnudiT~ CO'it
21 ,()(x)
21,000
27,000
20,00]
7.000
'r ' . "" ... ," ",. QIIIIIE ,_T'~T, , ......... '1
S = Supt';ricr
A =< Average
M '" Minilrtllll
§f.M.1
A+ ,
A
A+
to<
i· I ..
I
I
•
"i.:
. "
.," ;.~'~ .. -..
/ ,
Departmt!nt/DivillliOf'l
program/Service
PLANNING DEPAklMENT
1n.'I;JK"Clion SeMlif"t"
Overall Di'Vi!iilln Stttlnmml: The level of service provull!d hy the
8uildiliK In~tion progrMm iN average. The qUlinllty of inspN'tioR!I ill
cnn~jsl~nl with the mimmum requiremetJ!1I of thtl unit;Jrm cudell. The
HnuRlng Imprnvemml Program operater. .III a leut helow rmrmll<tding
ju,-ilillictinm;, partly OOcilUfie we do liot adverti!le ttKoo H IP pm~ratn. 811d
hecllU"tl the incotnt'! (lullliflcatlOn~ limil Pill" Alln appli.:anK
!JMiliti~~fu!furi~_~lli
Accnunlmg InJ 'Ieo.:relarjlll
SU,....-:rvl'iIOn
pilln cho..,-k
Flelil inll[l=tioll
Ml.lnicipal Code t'n(on:emenl
Suppt)rt ~rvi''''S
nl)U<;ini JmprtIY~~Am
SERVICE LEVELS
Current
PClrfIOn-Y l"~rJI
~Iar Tenmo(JI[Y
.3
1,0
L5
2,0
6,0
1,0
J,5
,5
"
____ ;:" . .:...:~=_~_~..:.::..:.:.I::!.:'!!!':),~"",
~lilNlC051
857,000
66,000
",000
132,000
39S,()(Y.)
66,(w
99,OOC!
4:''.000
S -Superim
A ... Avel"8.g.'I
M -Minimal
W>JM
A+
A+
A+
A+
A+
A
A>
M
-,.
,,'
•
•
, . ;' ,
!
", , '
!JtPat1~IIJ)iVi~ .e~~un/Ser~,:~ .' I'I."NNINQ OfP""<7'~t.;"'r ~.
eftltitnltrtJ .. u ..... t A..._ • •
~ '-1'fetfu",
O\'f"1+11 bi"i_~») Stm.-_. PTt~i4,,_. lochnk, J -~~; The e/'i1-'t("(Il't_'
1 • '''''''''''~ ,-• . ... ,. Pn"".,,,," u" _. '''V'''''""-,,, . ." "'''''''''"'''''"' . ' • '"'''d, """"""" 'nv .... "" ... n.", """""'" i!l~ ... e."", ... t1rnenta:f cunrcJtltl1lion; I'!n"iro_mt~~~"Hj If)tJ:}f)Uf!:;dictio1141I1n.<
" J"';'nd '" "_ hi .. "'" "
h" .. ,_ ""''Ie ""'"".d",""" {,,, ('i,y 1.1' r~e!)'RIh>n Ir"t:kinR Fl' 9/'92 k '"g of <tr ."/ifYi_e,,,",, '. ''''"'''''mol "'",<,...
·OlS. ... ~l.If!he, I _ ~m~N4<-.ffl.alt ._
QuJllJ!Jlllf -"l>JVit'-t._ (k. II ""~-" ... . "",. y ><'"'' ~ , '~''''. """'Y "''''«'''' . .'~. "y '" """"'t.
'naly,,. on. ',"", ."';,"" ,,,,'!::::-'''' ~.'."'''''-<! ., "'"'PI", ", ~"'" ,,'''' "''''''m ""Plh 'nd /';;"""''', """,, "'h." '''I'''",
",.... . ''''p ·...,.f." ... of."" . fh ..... ,,,.,,,,",,, "'
f~l·ttf lind fibrtf'O ,.."
'-can ,4"ir
t~ '''''''''''''', _ " "W "I' "g"",", d'I''''.''' ,." QUiUt1i(t· of fIlewfCt<_ IJ •
-nd " > ~8.U~ uf th" nread 'ft
"""""" ''''''' ...... ,,'y or ...' of "V'''''''''OI" "'u<, ·"t'J'lIk~ M_ ~h,..>",< •.... ~,.. ... i"e. A"lltini.l<ft.atinn
Infnrrna:t(O'lllJlt,'t.L -. .,
"-'JJJlil.'I,,'IJ~'I: r.1tt!t\1~PillrtrnI'!JU"" SU)d .
J1JJ
erC
'()Y%Ihe'lhil (;'l~>r<JllNtltOtr Rt!g,,1atj{11l11~gJA!Ittjj')n..... .
""~Jh~Jt~e ••
,<5
.3
./j
~I7CE tf:l'ELS
ClJll'"~nt
B",ph' ___ PflnN_~~ t'AII~ ~-~
~~
l'.~
J),~
24.(~
...
A.
'H-·,,_,
s ... S~(J"
A. "" .-t.1-lJnr~
At ... lr.fitriIhllI
,v.1&'
, ":>~."~'~5<~
•
,
./
-'
"
Dcpal1 ment/Divjllion
Pnllln.mlSmice
COMMUNITV SERVICES DEPARTMENT
Humon Sc>rYi("~
O\'erQII Division S'lttftnf'dt; Paio Alto'/; funding amI Jdivl!ty 1)( human
liervi;;e~ ill IIUJ'IllMot COITlparnJ to m01l1 limall to tnui.lium s.iZal qlm!!,
Humll" $fl'Ylceo; Cnn.t1JK!.5
Admillilliralinn
Monilofing
AII(JCflliol1
~Lnunily [)f'veltmrnl'nt Bh~
Contfad Adl1l11mlratioll
Cilihn~ AdYlsory Cnun..:iI
AllnClllilm
M{IRII"nngfRcpt111ing
Pf('gtllTll Development
Rehllb.htallon ( ACl.jui!lilion
numll" S_et"vi\T!i Ad~j~,:!
Human Rtllidjon'J CtJnJmlllllion
Child CBrl'_ "ruk I'orcc
bill8hllil), T.u. Foree
MedUlLlilln T."k Fllret';
Youth Council
.. ____ . __ ~ __ . .....;, ___ ~_ ... _""'. "'J-'··rl" .... ~' ""'r,"'~~~~
SERVICE I.,EVELS
Current
Pllr80tl-Yee:hI
.K~I~r Illmoonuy
1.0
.oJ
1,0 ,),1
,OJ
.3
1,0 ,04
I J
Annua.lized ('osl
1J96,OOO
',025,900
JJ8,OOO
50 -SU5'l',io(
A -AY~8C
M -Minimal
WJM
s
A
A
s
S
A
" s
A
A
A
A+
s
~
s
s
s
~,~ ...-y ,.
I (. ',' I
"~-'~"1~',1'-" ' , ;d¥ffll' .;'
,.",'-"
',.
!
S~RVIC~ LEVELS
Departnt6nl/Diviliion
~at8m/Service.
COMMUNlTY SERVICES OEPARTMENT
Al't .. lIIm1 Culture
Overlill Divi_ .. ion Stolftflenj: While Pakl AHo'~ furtdmg for Act In Puhltc
Phlc~!I i" Ilh.r;tut avert.gt! <C~lmJl'l'ft~d \,} othet ci\i~, 'ne \1\ht1r prugram.1 11m)
.'!IIefVice~ offend hy (hill d,vwtl)n 11ft'; SU~nllr, P"lo A11()'~ ~UrfltJT1 fllr
rheater and vi~u,.ll\rt~ C!kL«d~ lypicIII r:"mmunitie~ In Ihe ~ay ATCIl, Thll;
wry f!J;IS(el"ll't'O of III Children'~ Theatre. CflR\munity Theatre. and. Cull\l'lal
('.:-nler re(lresenl~ il Muperlur !leNiCd l..-vel, Wlwn I.:mnr-rod 10 the-handful
11( cilit1lliJilt lti7.e that do Offo:'Jf lhe.ll.te-r. (Mmmlain VieW, Sunnyvale, Wa[l1ul
Cret'I[J, rll" All" i~ no longer Ihe lud.:r in quality IIf 4Ultnlity of !lent,celt
pmvided, hOW~"'er, Nnte that whil" Art in PuMk Phll""fl!l; fundill8 i, lilt an
."'c<!l.ge Ie"",.l, p!'uvidlng 1M ~f\ln;c leprtllt:11tl!. a "'IJhMtllllti~l pnrtlon (i,.. lhe
cllpilal ~lJdgd) of Ihe Oifel,.'lur's tJm~.
Art i(1 Public Plan'!'!
Childn'n'.I; lhl'Jlj~
Prtfnrmance-'I
CI"'lICM
V(I\unl('tJr14
OI.lIMtt;iJ
Attenuance
Cur(fof]1
Ilef~()n-Vtl8l11
&i!!I!L T~m[!:tl{luy
!',O 1.37
..
AI\ouali,oJ ~I
15,000
SlS,OOO
S -SUJ"I"rior
A -Average
M "" Mlni .. 1
I;lbIM.
A
s
s
A·
s ,
s
:'
'.
.,
',.'
DeranMl'ln(/Diviliinn
ProKTlIm/ServID
SERVICE LEVELS
Current
t'erson-YNU:
RCjfular T~
_____ n.::::.:.::....i~"""'I~:~:;1"·'7~."y ... --·~
AanualiW!l Coo
S -Superi(tr
A ... AVI!IIllKCI
M -MiltirMl
:l!IIiM
, ,
I
1 ~,
SERVICE LEVELS
Oep"rtrMr.\/O\lIllliOlI
rm.r.!!!)/Serv iiCtJ;
COMMUNITY SERVICEs OEPARTMENT
l.-ihrar),
Ovendl Oivil!i.1P Shlfenlmt: Pal.) AJto'~ Iihrary lIylltem IS ttll~ !.Iron a
neighhorhood "ranch phiIH~Ophy, wIth It central.dult lihmry providing
referenl'1" .~!:i~la'lI~e .,.d reSt.'arch collOClion'l (Ilr I.:i'y Wide U'\<!. 111
C'lIlif(ll"l1ia, only Nt'lwport R~l'h f(hllre~ Ihtl JeMOgrllph.r ChaTIIo;lt1rillll{'1I "lid
hnmch !ly~lt'm phl[ot;ophy of PlIl,l AlII'. Th~ exi!;lt"nce of a ,l;Cflllrale
Cillidren'~ library it; fairly uni(llle amonp-dti.,lI. Howtlvotr, the
mmltlntllinn of .:onvenience tlf fileihtJt!~ (with the hram.'h sYRlt!m) lind high
educatwnall~-""el" t~lln!<.\\\k" to ~-"c~l'lium"\y h'MII)" ri~ing \l.'!t5 of P1l1(l Alto
lihrllrie~ ..... ithout IIny significaht im:r~~ In populAtion.
LI"rary Rel'"Vi,'e for childrtm iR empilllsl.cal and Ihrivell in relll'"IRIie 10
oo"",l\d, p-riffiilri\y \\'rrnuRh Ihe sepllr .. le Ch,IUTI"n'R Libiary. Stllff and
eolleclloll rellour.:~~ art'l r1acal lit th~ flll',lilie!l; wllh th~ h'gheKt u~ in so fa~
as J't)..,<llhk while mainlaininr npen hOUI1I Itnd an IId~ua"l Ie'vel of 1ItI1'"V1('~.
The (Ivenll quantity of !lelVlo;e in I'a[o AlII) 111 lIurennr wh .. " fllnkrll.l hy
convt'nitolll't< of acce~~ !n the "ral\.:ht'l~. However, Ihl' hnur~ ufJen at elIl.:h
fll.<cililY hu hre" ~1<lChning, Similarly. the t/Ultnilly .If the PAIn AIlII
l'olleclinlll~ "N.OVI' aV"l'lIge in ~hl':O"T number t)fvj)luml~~, H<twrNer, thl!
n~1 for a N!lIC Wlltll.-'h(Jn III Ull,h hTinch hi!> feMuitColI In It collection th.1 i ..
nnly minimal in depth. Thai iR, while (he I'Me_f !\umhl.·! ,\f 'l~llullW;ll of{r-rro
ill lIn.lVe .v .. rage, Ihe variely and divl.'ln"lj' nf IItltlM uil',re..i .~ mmIRl81 It)
.verlll\t' at ho.>~1. Ftrw.Uy. !ipe<;llllllmgfam ... Im\t !lervict" .)if"h'-d ",t!
minimaL Fur eumrle, Palo A[IO nffdTll no lilerll(Y progu.nt~.
Cumnt
J>~Tllnn-Yea(A
~ TeWl!i!illl
16
t.M.~Cosl
S ... Superior
A -Avenp
M -Minimal
SWM
,", I
I
I '.~'/
""
'\
'j"" , ;1,~i_~'t' .
;1>;;'.,;,'"
,i''''
SERVICE J,EVELS
Ollpartment/Divislon
Proc[!mfS~lVjce
COMMUNITY SERVIC~S DEPARTMENT
Lihnll'1' (o;onl.)
Thtl branch hhl'lIry "Ylilem in Palo Alit) al!Ol} ~Iretchl'~ s'af( ~,«IUtcll~. Ttw
numoor of Palo Alto Library !Iliff (tochl1ical 5cnVIC:e~ anJ puhlic ~,...icl)f1)
PCf 1000 flpen htolKry hour~ is 3.5, whiltl' the Iveraf!ll for IlUrveyod Bay
Are« cillt"& IK 5.4, In ulh~r wrmls, other [lilY A~ cit~es htlye abo", 54'1
mmt" siaff on July .t any glw-n hour Ih.! lihrariell .lire npo.'l'1 Ihnn (IOI;'IR Palo
Alto, 5nme of Ihi~ difference i"l dlU' tn dfich!n~iIlM re<thud in I multi
hl>rary ~y!i.t(!m~ • ~ill IihnH)I 1I)lIIIt!m dl'Je.,n', n~ 11111. limell a~ many
.vmlnillintlive ~t.ff lIS dO'~11 a llne lihfllry NYlilem, HOWl!Vet. Ihi,. !hatilitie
due" indicate that a uset \)1 the PAin AlIlI lih,.,y !ly~tllm will have fewer
11I1I.(f avallahle a' thl! hnmch rhey vilill to h"'lp them Ihlll1 would he availahle
in o'her Cilil!lI. Or. 11.1 put II dIfferently. PIIJO ,\11" L.ihrary Slilff.llre allkoo
It) rtovl(.!o;'! IlKlttlo 'lervic"'lI fill e.~h hour they work. Thll. Htq!i~tic 1.11
reinfurced hy cUlhparing itt'!ms (,Ireulaled per Htll-ff l)erm)n, Palo Alln
clrculfltc~1I .oo ... ! 19,500 It.:m5 per full time ",-!uivalenl tll"ployee (FTE),
'While other Bay A~ ..-ifie.s nrculate 14,]00,
r.Jule: Iht' em! hro.>.ilkJlJwn~ t.elnw art" In II .Iifferent (nrma! fmm mher City
arl"..8!I, Th~!'.tl hrealdmvns apply tn Lihnny !lervlCeH, hut IIII! RI)I 8.pplu:Qhlu
III fhe nlher City pmgrBl1\II.
~nical Se"ic~
Lihrary collet:llIlnll
Staff
Office & library prOl.:ClIlling Rupplie ..
SnRwarol & equlrmtlnt DIIIintenQnCtl, c.II.talJlging NVC~" training, mille,
Currenl
l"l'r!lOn-Yeal'll
~ TemporlO'
7,5 1.41
17
Annualizrd Coil
'49.000
398.000
452,COJ
111,000
81,000
S ... Superj(lJ
A -Averaxl'
M ... MiniRII.I
SLALM
A
, "'1"'W"1~ "'~~,
/",
'i"·
, , ---'
, ,
i)(,partment/Divi"'11lf1
rtC!g(t\mI~~
COMMUNITY SE~VICES DEPARTMEN'f
T C'lCtuticat SefVice!l (CO(It,)
Collrclion:
A.lult -SI1l'
D~plh
JU'Ie.nil'CI -SIU
Cn\I",\i\m MlIin~nl\m:e
CIIIIIlngiOalflha!W! QUillily
ClltlilnglTlmdlin~"'~ uf rnw;e"!RJng
MlirSf'rvim
Ml'in Ul'lti\ty
Shtif
Supptie'l, t'\lujr~flf ,~ !il'curlly nhlUllcnllnC(
t-Jl Olh"f I,.JhJallt'J>
Staff
Surrhe6, <!quipmefll & !li"£urity mlllOlenancC'l, Ir.vd
Numl't'r of fllCililieli (.:nmrllr...d 10 pOl'ullllnm
H()ur_~ of !Ot!rvjo: Qt ~ch fllCiHty
Annuill hOUrN of IItlrvice IIVenlil
SERVICE L'VELS
Current
PllrllOl1wYears
fuxyllir Te~
28,5 I2,l
6!ID\!!llized Coot
\.6H,OOO
7J5.000
709,O[)O
26,()..1C)
876.000
tI,(ltJ,OOO
1,000
S -SuperiO(
A -AV~fJ.ge
M '" Mininud
fi!MA
~+
M ~/A-
A
A
S
A
A
S
A
S
,
" ~:
i
"
",
\-' . ,
,
./'
,;
;
I
,
I
i
DepartrMnl/Divi'Lon
p[llgram/S~
COMMUNITY SERVICEiS DEPARTMENT
Pl.lhlk Se-rvi':M (cnnl,)
U~e of fll.cililies/t.:olll'o.:lionll: (I)
OVl':tall
Main
Chlldl"tln'lI/D,lwnloWn/Mill'hell Park
College Tt'rrllCdrretman
Pt"r Capilli CIITullltilJfI: 18
(I) F.u:Lhly u!llllge; Sllper;or
Averllge
Minimill
Ctllldren'lI prtJgrllm~
At or ahove CIIINtl:'ily
TYj1il'al UlIII~e fin. fllcility uf illl lIilt!,
Ullftgt'l ill !deady, hul nor. heavier than ':In
he lIuppnl1ed.
Relo ..... ..:aparity
QuaI1fityl AU.mdanl'e
Br~th
Cm:ulalion servict!s
Q\l(~!!tl(!n .n~wcting quantilY
Que~tion 11IIIWeJll1g l'llpllhllity
Adult prugramK
V(llunll"er J"o~taI1l
Oulreach/S~illl 8efViceli
Ftll'lI
SF;NVICE LEVELS
Curronl
IIf>rson-Yean;
&!rulltr Tem~ Annualilhl C!m
, . _:...:. __ ------.:.l: ,',0 ~"'m~{
s _ Supmor
A -Avofll,e
M -Minimal
SLA!.M
s
s
A
M
A
M
A
A
A
M
A
M
S
I, ;
, ..
~.
, ,
"
" " , "","'.i'> ~,~!t-Jt "':-'
J
•
SERVICE LEVIIl.5
(}erartmt'!I"Di."i~ifffl
rJtllm.m/~
COMMUNlTY SF,RV(C€S DePARTMENT
Public Servil:tI's (~'onl,)
!·uhl'CI.til)!lfI
M£!2!f~
SI.([ ~r 1000 oren hour,;
Circuhltioo l'er Cll{titft
Cin'ul.tinn Pt't FTE
*--r{\l.at Vulumes
..... Vnlull1l's Per Cari'a
CitJe.·, ~urveyl'd'
•• Cities !.U!V6)'W·
,~m Ot!1.tr CII!l!.~~
3,5 5.4
18,a 9.0
}ll,SOO 14,)00
23'.000 I 99,OO()
4.15 3.311
l..m O.'rnI, MMIn Park, Nr-Wr01t B.w:b,
kodvlr.Jdd CifY. Sail Mat"./), S..,u. Cl9t8,
Sunny ..... le,
Sll-mtl 1111 ah4lvd. t!.\t:luJi~!; !\!ewfl(ut R~:h
and Sanlll CharI!.
C"'rrent
J1CfIK!n#YtIIIl"iI
~"r Te(lJ~
20
Ann\1ltli1.ed C~
S ... SU)'eriut
A"" A\ltlr..,e
M .. Mini ...... !
§!AiM
M
.... ~
I
I
~ ,
~ ,-
:,1
." ,
,
'-
' . .... ,\
, ",
/
,,-,
/
I
I
SERVtCK LEVEI.S
Department/Division
PrugramlServicl'l
COMMUNITY SERVICES DEPARTMENT
Plll'''-'' .net Golf
Overull n,vi!iion Statl'fnenf:
r~ . Rt'JIl)Llrce rnoriliialinn for Pa(kll (}rellltion!! ill oreAo,7ft) tn
.c('tlmmodatc tbe incr.v.!Ia.i demanJ5 for city parkM fllCilitiel!. A lIolid
kocr..-aliutl pfngnllm phil! increalled use pattern" by Ihll public, tlfljB:ially in
J~'mllnd f~)r NlICbttll, IIH.:Cel', IIntJ \rnllt"yl>alllacl[iti~~, i~ ~In~h:hing the
q~'lIlily of "ur fal'iljtll~lI. During the-IIftme petind of incre-MSNi UIIe,
re"llurct!~ hllVe decreasud and infrfl~'tut.:lure rerails Bnd furltlcl'Jlnent,
.. s~ially fur plftygmund IIrell.M, has l>cen deferrl!d.
While tt.e number IIf rarks and related infr."tructure (plllygrnl,lnd
e(llHpmtnt. tennis cuurtK. etc.) IS l'Iuperior. KUlff 1I'l .... els lind Inlllnienance
dollarll ate II"~~ Ihan .... erage coml"'ra.i lu olnl'lr c(lmmunilit-ll. ReqUt'l~I" fur
hll'lding fnr repla(.'(".mcnt fumilihin,l;" ha¥e ~ deferrtlf.L Pilio Alto haH {Jlle
~Iqff j'lt'rliOn per 6Yt'ty 7.5 park. acres, while sum)tindlfl~ cilies have one
~tarf pt':Ulln per 4.4 acres. Claning of lenl1ill C(lUr18, regulsr pstk plant
rerhu:ellNtnl~. IIhruhhery lI'imming, and lurf edging 11m all June 111'l1li
fr'-"lIul'!nlly than in olher ~itie~.
Management I~\lels havtl I1t-.cn {hluloo in P.r':~ due to l'Hn~l)lldali{)R (If r.rk8
ifllo Golf Uf"t'ratlOnll in 1989, Budgtll reduclions in Itll'l n .... J III IlIle 1980'/1
have tli".gllrivdy impllCIOO thl~ ardBS or part tree tnmoung alld ra'*
playgmund equipm~u minor I'tI'JJllil1i. Park t~ I(irtlflling no longer lakit"
place uC~III (In In tlrntlrgency Nf;iA when 'IIlfely Iii a ~'tJn(:tlm. SlmilliTly.
fundang of minor repair lietvlcjflgl'l 10 pllrk fll.yground elJu1!lnwnl hilK bN:n
eh.nin.t«l.
,-.~. 'iJ" /""t.'''''', .. . ~-:~ ,
"',!l:,. r'~: 'I~,-;, ;~;,~\:,?:.., ,:
CUrrenl
Person-Years
RnY1N Temporary
21
. .• "'lMI"",, %4 ,,-.~~-----.,.~~~~--. -~ <_., ..,-'1" ' ,_,~,;' r !~~~ '.., -~-
AnoUftliwd Cosl
S .. SupenCJll'
A -AV8fa(8
M -Miniffilll
~WM
. ;'~
,.
0:' '" :'.---
Departfhllllt/Divi!!ioJ1
f!9.1!!!nL~
COMMUIUTY SERV1CES DEPARTMENT
P.rk.g (roI\t.)
Admll1ltlrllfum.
A~mmlstr.tion
Clencal
Planrlmg
Reco{d K«fIiRg
Puhhc Uai!Kln
lurk .. ~r«tiom
MHnllgcmt'ul
Cleric!!1
Cll~lf"ct AdmmillttlltilJ11
Maintenance Staff
Sl'crYIC" I'unclion"i Pmvidf>d hy MainleflancPj Staff:
8.11 Fiddll
Trnnill Cou!1s
Sl.XCCf'\l Fie!ds
Play ~uiprrIMH·eplAf.;e
Trimming cycle~
--~-~---.--.----
SERVICE LEVELS
Current
retllOn~ y ~rII:
&&!Jt.r lmJ~-l"t
...
.33
.33
2.1.66
LJ]
.33
1.0
2Ul
2.0
2.0
Mn!I!l~
SO,OOt
3,04.',000
5 ... ~u~rior
A =~ Avet'age
M -Mimmal
iiLd!M
M
M
M
M
M
s
M
M
M
I-
M
A
M
A
M
M
I
I ~ .
I ,
-t-,"; .
. ',--'
,
\;.,;-:;,:-~~
Derartflk'!nl/OivisiOrt
Pmgram{S~tvilie
COMMUNITY SERVIcES DEPARTMBNT
Parks Op~r.Ii(ltJ~ (coot.]
Planl replacement
Gen~r.1 de8n up
Mowing rroquenci~!;
EcJ~ing frequlmrll'lI
Numher of S{)Ceer F.dJII
Numt:er (l( aallt"hall I'idd!'l
Numt.t>r of Tllnni~ CU1Irt!>
Numher of Bllwlin~ GrtlrnK
~Q
1
,
"
l'!2Q
16
14
41
SERVICJt; l.EVELS
Cur"'"t
PersonwYears
Regular Tenml1r~
2J
~
S -Superint
A _ Av~ .... ge
M -MiRirnal
~
M
A
A
M
~
,-
, '.~,' .. ,
DeparlrtR'nI/Divi!4ll1n
rWCOIm/SeIVj!.:e
COMMUNITY SEkVICES DEPARTMENT
Park. Operalion~ (o:ont,)
AO:f~ ffilllnlained/FTE
Mea~lIrC's IJltluAII(1
Ancli matnlaineJ per FTE 1.5
Tnlal Urhlll'l Pull. Averaill' IBI
Numht-r of UrNn Pub 2<
Ur~n Hl'rt'li ~r 1000
J"klr"liltion 2.3
T':'!nOlIi Cllurt d~nlng
o,;ydr'!I 6 wet"k!l
lJark turf edgil'lg
rr"luenclcs ... v~ry (lItter lt1I..nth
Phlnt & .. hruh uimrning
ffl'llluerwie"i 2~) IHneN/Yl'llr
slhnJull:'d rial'll
rerla(erm-nl~'! 1\'11
Q!h~_o:"J=ilicli
" 150
2J
2.1
wl'Jekly
m.mlhly
4-l2limc~/yC"ar
yc~
Cill~III1\1rvCyf!d·. Sunnyvale, Mountain Vll'W, Sanlll Cillra, Dilly City,
Ralw()(xl City, Menlo rlf\(, IllJrlingarl'1t'!, San Malrlo.~,
SERVIC~ LE~LS
Currenl
Pfll"!V)n-YMNl
Reculaf Tem.I!ill!l)'.
("1.54 v~ 4,)9
in (Ither lillY
ArQt Cilic!'l).
24
Annu.:ize4 ('ost
S -Supm-tor
A -AYllntge
M -Minimal
SlJjfM
M
f .. ' ;1", ~.
I
t i
.-: ,~\ -Ie'
l1";'~\~,' .
. ;!~~,,;;
"t;~,
,
..
! f
I
f
1
SERVICE I,EV£LS
Ckputmertttth", .. ifJn
fulmmI~
COMMtJNlTV SERVICES DE\>~RTM£N1'
P14.-k." .nd Golf
Overall DiYi~iqn Statt'menl:
l£!1I -Ovendl. whiltl che-{'rnvl~jiln ll{ a municlrul.l glll( I;nl)r~ by .. ctty l\Ur
'!!\~ I!I fll'l\ t)'fliu\, it is. nlll unmual t'ili'w,-, r~W'rltf(}ft>I'" l~vdrSn fil:lJ\;l1g
might be -A+," while ttte ~\"Vke le\{el~ 1'1;\c{lltoo to mAi\ttllinlns r.lo ... ho's
rllcili1y An" helow aVl!rigc. Iflft,.mnMuro d ... ,<:litt~ {loo e((~C!> ,If dre drough<
on turf quantity fllld qUflhty hll. ... ~ re~ulleJ 111 dt'JChning II!.!, and hlcility
cm'lu;IJIJI1Jl,
Maintenance! (~lfefTCitlli IItId a!1k'!nifY serViceN IUtl bdlJw AVtrjl~. MIlf1Y
la<:k~ wmpleteod on a Jaily "a!M hy buNine~9 compt'lIhlfs Will phu~"m<=l\t
(hanging, _nd \fap rllking. tl1lMh ,,,mI."'.), tiC.) am Jone at. mUllmsllevlt)
(5{)~) 10 rhlV.de 110,,", CUSltllOOf !<IIti~f.O:lilJn, The DIViNIlJII'llI'IMIN have
I-oa:!n. kl provide: 800cllurf c.)n..iijillnll. e,;ceU(frIt <::URtOmct ~ic<:':. "tt\1
ry,I!isnll,~ll!-maml"".n~C! Ne,-vice~ within thtl 1lmih; {If a\'lIIllahlc: n:IltJl.m::..,~.
~
Mal1agertJl,lnc
ClerIC.'
Mllirltel'lance Staff
Main\ehancro flt'l'JUeJll'i~
Gnlf Cour~ Hlrldlhon
('onl(&;1 Mal1agl,lnKml
Curren(
P~~Y.f'I
BmJlr TwOOWV
7.'"
.))
.11
7.0
25
.82
.81
Annualilf:!d CP$
",'
S -SuperiOt
A -A~ .. ,.p M -"'""_I
:iIh!M
\
'"
/
/ ;
SERVICE LEVEI.5
Department/DIYLRion
~~
COMMUNITY SERVICES DEPARTMENT
Gulf Operalion. (coni.)
Golf rounJII.
Achlt M.in'Aint'l.i/l~F.
C'ilie!lllurvcyoo: SilO Jo~e, C}anlll Cia,., Sunn),vale, M'lunhnn ViIlW, SilO
Ma(f"(I.
C\lrrenl
PeT!lOn-Y un
Regular Tr.m~!I
(21.1. VB, 12.5
in olht"r Bay
Area ciIJ~)
AM!!!lilcl.l.:O>!
s -SUJlCr10r
A .. Avenge
M -Minimal
WM
A
"
"'
t:
, ,
_ '_.i· .... /
•
'1f<" ,
"
I
I
I
I
j_.
SERVICE /.,EVELS
Dap.rtm~ntlDi.vffli(Jn
lm.tmmlSc-(\jjfl~
COMMUNI1~ SERVICES DEPI\RTMENT
N.~fYfIti6n. 0pM SPQ'=C and Sden«5
OVfl'ilIl Pi'fm.tn SUJ,(emH\f: R~l"Ulion anivit) pl\lgnfrn offr\'oo 'ft, in
r:~end, 'fI'Ifr:nce-, with. few 1ip:1";i.hHol! ~"~n\~ ""\fig RUf'\~flfr( (lt~ill!l
~"" .. nt~, 'j\l\lth d.",>iC'!1l). NOh: thillt wI_i:le 'W:l'nm adult d""~!iff1ftlgnlJfl!I .r.,
III;t~ u minimal ht-Iow, th" I)V,,"U availability 11.011 llulllilY of rm~"mll
.~ da!t.~!1 for IlW:!niou in. ht~l Alto t-. .1i~f"'\J it Sl:'nlllr C ... ttle( pmgr.rm
.roE' (;~\(\~<kt'O!lll.
While tk~ anl\lliuttl qUllnht,y of f~)l)ti~. for /l.'IC'rel/lio" (l'omrt'luni1y cet'itel'li,
h!-t\nil\ I:tlu11"1., );UH'~f fi~llI.4).~ liuperit»'. mtinle'd",ce of Ihulk! facibtiH,
1'11111(.'ul.,)y If C"~(It'f. Iii m;mrrud fO ."""""(1, Demand r(lt f.L:ilitiClll (or
o,gantOO ~u!t llporto! (li:ghtad plollying ftddlt) CUM!! th.., !l.urr1y, and P.lo
Altl1 j" .v<ttl"f,;~ in Hw rutlllill'OIl of (AeM RfI'!"ialited rl!.cilili .. ~. til a-d.Jih<Ifl,
!he .quiUK!I {\fl.lgtam '5 h.llmrcr«! by fill". l!."iilCy 10-rncruif an<! retJllJl ql.l.fity
!lUlU. While (;!Qn(ra\'( m;:n'.,uioJ) ~~s.~ iMl"ular, lkll\llnd in tngher (l'ul(1
"tipply, \HI the avtilhihiht)' of dll:>!lJ!)t}m ~~~ ill hmile~l. 111 .. ,(ullhty of
contAct db,," )1I "';t~eSI(1Ji, whi\» lforo f>rnu.llh or dItR~~1I offtlrW 1>, .Vtflloga.
Av"il.aNlity of open spate (,w:ilitWIi (p(l(Ithills P/(fk. U"1tltnd!l) lire /OJpo'ltiOf
to other wftltnUtiitieJi. W~II!<!' tlWintctW\cc (If tl:\(l~ flU:llttitl( jl( onl'1 "'Il".rQ~.
While lOCience dtt!i',eH .(tS a~ ... gt'! comparoo tn othet cilies, "II ()Ih~r
Qfferitlgs HI (he S\'W.tK"1:':1I 11.1'\'1. arc I\U~ri<:tf.
~~divltjrs
Aqllllit'lt
hd'Uh Otgfllli1erl Sf'I,)rtll f'lIi"mlle~ (lighlM field!! anti. [j)un~)
Se~Hlf Adul1B
lern .•
Curl't'Rt
Ponr.oo" V f$ftfll
R~f«l!f Temro1'HY
r3.7~ 14.5'
21
~".~~~~ _____ ~_~~:~~_':~'~_'_,_l~~~"::"
AQnp.liZr4 Cost
1,139,1lIlII
S,. S.'permr
A "" AV$lI£l!
M ... MiaHrvt
~
A.·
"-
A
M
"
.. :
i '".J
J.!,J "s:td· , . ~" '\
:,
/
DepartfTHl'nlfDivijlion
rrogrllm/Seryjce
COMMUNITY S!;:;RVICES OErARTMENT
Rt!I':feallon Acli ... ili~ (coni.)
TIter.pelltlcB
Srecilll Events
'r'outh Pwcr.ms
C(Jr'ltr.cI CJ.'1~R
Puhlic R"lll.tions
ENJOY ("lIlatog
FacIlity R .. ntalll
School Sill' Admini~tl"lltinn
FllCihly RcmlillR
Cll;lriul
Maintenance
Sit~ AdminLs!r.lion
Child Care
Open SPIICf'
Facilitie!t
Adminisla!!on
Manageflll'nt Opm Space lands
SERVICE LEVEJJS
CUrTent
l't!l"IIon-Yeatl
Rogulllr Temnorary
'.0
8.5 4.49
28
AmlW!!ir,ed Cosl
70J,OOO
813,000
S -Superior
A -Avenlgtl
I'd "'" Minitrllill
~ALM
M
S
s
A+
S
S
A
A
A
A
S
A ,
S
s
s
S
:."1" , . ..,...,.,
S' ,
.'1:'" . 'j. ;.;i ." ' ' ,.
'\ ~
:'.
i ,_"r
.-a-•
""i'··-
I I
I
lHfJ'f1rmntlDilligion
ProgfBmlSelYisg
COMMUNITY SERVICES DEPARTMENT
0,-S_ (ron\.)
Toll G,te ()pl(8.toC!(
Maintenance of tr,d!', {·Ilmp~ife!l. picnic .",«H, {'Ie.
Regultllitln/Enfof<..:cment
"-VIger Interprelati(m
Sci~
Admini'ltr.fion
N.tur_\iKt IntefTI1eta\\\l!1
ScienC811. Ellhihitillllll
MII..e.ll1m'u.lll O"'mKh
ScierK:t: C1ari8fl'H
l).x, Oren'hnn~
SEltVICE LEVELS
Ctlrrent
Pe.aon·Yeaf1l
8mlll' TCmJkl(JO'
'.5 1.39
29
Nmt!·tI~CQit
')7.000
S .. SVlMrior
A .. A~erar
M -Miaimal
WJM
S
A
A
I<
S
s
s
s
S
I<
S
,.
I
1 ,
~
1 .
'-.
,/
SERVICE: LEVELS
[k!panmml/Oivillion
P(oK[!!O/Sel'\'ID:
nJBLlC WORKS VEPAR;TMENT
Enlifll'Hin~
Ovpnl~1 Divi'lion Shlltl1tenl: Th~ Engin~rin~ D,VIf\I')h rt'1!p('n!lihililit!1I
flllllll110 three ~j(lr I'ategmies:
(l Pu.-.llr RUl1ptH1. induding (Ml'rmlt ililluannl, develnprnent
monilOring amI [tIC(lnJ~ mal:llenant:ll
o CIP Jl!:velnrmenl ami iml1lo;!l\'k'nlalion
() Inllpectinn and lIurveying III i",wre cllmrlian.:t' wi!h cngn"lt'ltlring
~tandanl~
Put'lilr IIUprort i~ ."<!fHge In minimKI. While iltlml't.lill.t .. pI:'-'hc conlacl
IIC'rvICO;!~ (':I"lUl1h'r help and answt'ring qllt!!4hnIlM) """ average, p .... IKClivtl
Illngt'T lerm '1l'rvl/CO;!5 are minimill (tet::ordll maintt'nance allli development
ttJr.milnmlgJ h&'tlu~e NI~ling III.ff i~ hemE: deplt1yl'~II" Implement the nt'w
Geogrllphlc Infimnllfion Sy~l~m'l; (CIS) dala M~ and re~pllnJ tll ongoing
FEMA i~~u ..... Roc-ords mainh'nance .nJ mapping IOttrvict'l "houl(1 improve
10 8vO;!fllge if invol~ml'cnl In F[MA ill!luell ~llh'<ldc, end whl'n the GIS
!';y~lcm he(:{)~~ fullY'lf"l!:ltalionll.l, Devdnpmc'nl 1lI1l11iturif!g may lmprnvo;l
til avcrllf,t' if f\nuTtl private dcvelopm .. nlK Impading \ity rn'perly fund
Iu.ilhlional ,..rnjecl '<l.Kfflng ~uch 8!1 hil.'l occurred a" 250 UniVo!f~i!y A.Veflue
and "ilrking Ltlt J, lind ill PTllj"ltmec.l fur Ihe Pdlo Aim Ml'<.lIcid Centl)r.
clr IInpll'menld'IClR IN a .... er.ge ~ut may doctinc to millil11al m mdt" id
an'ommOdlllt'l IHr~e enl'1plell. fulurt ,.. .... ljeelll lIuch a' the Im.,It'l11t!hlalinn of
Ihv Cuhherley and Golf ('IIUf!.e nlA!4ler rilln renovalwnll. CIP develc.pmem
ill Imnllnal, as rar all IIIKff m'w'eMlIgatn>n and fClII(IW lip Of! f"'lIl1lhle fuiu,,,
capllal .nd inffll~lructuftl n~.IR, Dl,;o;! Il) hudgel.ry ~(lnlltf81h1'l, hu\lileYer,
Ilu~ ",illIlUI changu UnJ .. IIR 111<.)"" C,ly funding III n.ll.illlhll'l fur capi,.l
pmjoclll.
CU.rrenl
Per!lon-Yeanl
ReK\ltar Temro[J!(Y ~..£u.:'Ij
S -SUIJerif)f"
A -Averllge
M --Mimmal
~I
i"<~'1lf7'!f{1
;,
"I
'/'
/
j
SERVICE LEVELS
DHpa.rtment/Divillltm
rrQg[l!m/Seo'ic~
PUBLIC WORKS DEPARTMENT
Engln~ring (coni.)
FmKlly, inlirectulIl lind 5urv.:ying IlerVtCtlN an:! averll~tl ",jlh regRru tn ~nnit
In~r«llUm. but mimmal with lI~glU"d 10 mooting im;~lIin8 dcyelnpll'ldl1l
demAnd!! dOWllIOWl'I,
F.n!!int't'riM..Q!!i~
R~orJ!t fmunkullncc' tnlll'ring
Cumph.nce (FEMA)
Permit illllu~n~'1l
PriVAle tlo .. dnpRk'-nt tevieW
CIP J~vrltlrlnCI1l .lind implementlltion
Puhll( ."U.J.lliry
!n~t'!linn/SurvT.!!ll:
Com[llillm;1;'I
rermil in~pectl!m
l'rlVIII!! deveJopmt'nl n'VI'~
CIP dtwelopmenr an.1 IlT1plemml.llthm
CUrmlll
Pl!fliOn-,"ea(s
Regular Temoorjlry
10.0
3.0
31
AllDualirrd COllt
41.4,000
104,000
"'-, o~:["~:.j
S ... SuperiU(
A -Averwge
M -Mininwl
WJ.M
A·
M
M
A
M
M
A
M+/A-
M
A
M
M
.1
i
I r
" ,,' •
/
/
Depar1mtmt/Divlsiun
Pml!'fafn/SerVjc'i:
PUBLIC WORKS DEJ>ARTMENT
Fltdlilier; Managentf'nt
OVl'rQII J)h'i"lion Shltl'm"nt: Overall, thl"_ IMl"Yi(;c level"! \lfft'!,~ hy the
divi ... ion.~ avel'llge ror building malnh:nlll1l'c lind wpillr, pre\'enfalivl'l
mllintenanl'tl, cll~'ndial SC"r"ice~. and ",habilitatloll of f .. cjlllie"!,
Building Mllinff'na'!13
SUf'll'lr'Vi~illn
Talit Sc~eduling
Priority t'!!I!IIt>li~hmCl1'
PI"P!Oilflel !II'lrVil·e.~
Butlgl"l conlml
Confral't dt'v~IClrml~r't1
Clit'n! Inhufllc",
COnl(a(;I Coordinalton
Building SYNh:m~
~nttlOnal MjUI1'mllmn~
Pnwt'nlalj'/!;l Mllmlt'fIltnct1
Repllir Maintenance
Minor new c(ln~lrudi(Jn
Rt"hahdllll(iou PrnjCl::lN
Rumndellng
SERVICE LEVELS
Current
POrHOt\-Yeal1l
Resul8( ~
.0.0
Ann\lalilOO ('U5t
314,000
S .. Superior
A .... AvtlrBge
M ... MiJ1.jnvd
WJM
I A
1<
A
A
A
A
A
A
A
A
M-t/A-
A
M.f 11\·
M
.' . -'-./
I
I
i
uc:parlmetJlJDivision
PfUgram/Servirte
PUBLIC WORKS DEPARTMENi
!Wilding Ctl"fodill1
Suf"t'tvl!li<.n
T lI~k IIchedulmg
Prionlyel>lahli!lhmen'
P .. n'lOnnel !lervic .. s
Budget control
ContrHl" Jr:vdormenl
Clienl inledace
In ..... ntory control
Cnnlnu:1 l:oordinJllion
Dllily l:Ulllndlll! ~tvu:e
Ptlrl\>l.hc CURI:wliil.1 llervir.e
racililie:'! RyhllhilliAlic!!!
SUpt"rJjllion
TiI~k Scheduling
Priority e~(ahli!lhmenl
PerStlnncl !lervICr'llt
Budget Ct)ntrnl
SERVICE LEVELS
CUl'l1lnf
}>lll'llOn-YMn
R;I"O"ulsr Trmrora!'1
10.0
6.0
Am!~(~
2.'13,000
68.000
S -SUpl'rior
A .... Ave,.,.e
M ... MiniInlJI
&.lILM
A
A
A
A
A
A
A
A
M
A
M
A
A
A
A
A
. "-\,-
I
;.
' '.,
I
f I t
-' _ ..
,.-•
.' . .... "',
. .-'
, ~!,'
Drpartmunl/Oivillion
PWgram/Seryko
PUBLIC WORKf DF.PARTMHNj
I"acililiM Rett.hililltlon (cont.)
Conlract dlwdoprnenl
Clienl interface
C"n~ullanl inlerfaL"'t'I
Projl!<;.'! DeNign IlnJ [)e\'eJ.-'tIH1ent
Re_rch
Design and RfIt'('J fil:llilnn
Contrad coordination
SChfHl1 Silf' MYin(t'mInCf
Clerical
Matntt't1"J1ce and reralrll
Pwja:1 D.:~ir,1I lind (}evdnpmenl
R~!leHrch
DeSign and ~pet;ificlltlOn
Cnnlract c(lIlnhnalion
SERVICE LEVELS
Current
Permn~Year.'i
R.~ Te~
4.0
3.
~~
160.000
S .. SupeJiot
A -Average
M., Minimal
~
A
A
A
A
A
A
M
A
M
A
A
A
·~f_'~ ~:'fi±i.F~·~rwA.'p48 jiJ 44 iC. Z¥
,
! '
•
, I' . ....../
".', ;';,"
"
i
l
"
~" '
SERVtCE LEVELS
DeplI.r1 ment/Dlvlsinn
Program/Service
PUBLIC WORKS DEPARTMENT
Puhli~ WClrkoi OJN'l1ltions
O"el"lIoli Oivi~ion Stalemenl: Overall, the IICl"Yict! leVlll1i pntviJcd by tho!
divIsion In the area uf reJUlir and mainlenanICe of Ktrect!t, IIlglIMge, IIful"m
unltn'!, and I(.(fle control are .verll~, Hnwtlvtlr, Pllin Ahu ililluile unique
in Ihlll II provlues lIicl .. walk ftlrainl lind maintenan".., antJ neighborhnnd tl'tle
KefVices a' no char~ In the holl1«JWJ\era affa:lrd, Tht'l tlJ..llllenC8 of lhelle
(roo ~rvk~. therefoRl, indicates an _hove aventgc IOllu('ICrior levt'll (If
I'Il'Il'Vice,
The effurt l'!J[pendflll on kid~lIlkli. hllwevt'r, III cln'ltj It. the fWllimum
amnunl nt'ellt">d to ktlt'p Ihe !lervi"e~ gOIng. Reducing I>erviCClll ~IClW the
Cl.lrTl"nt lewl~ wuuld erlJanpC'r puhhc !IiIft'ly. 'll!1' df'lrt t'xl'k'nlll'd on In,.,
mainll!IIAnu-, ill IIVerlpt".
S!r..~_.MJ~inll'flll nee
Mi~elllntlOu<; SII'n.'I rep"lfI>
na!':t! f.illJre repair
SkIM pitching
rOlhnl .. patchmg
Crick _line
CnOll'lCI Rewurracing
•
,.,':"
Cunent
PerllOn-¥eaB
&.~ IeOWOrm:
6,02
35
,_~~:z:c,-=,-~"=r ...... ,..",~ __ ...,.. __ ..,. .... • ".,A(I. ,.$1", Bj ( ,
A!!P~~g
1,181,000
S ... Surenor
A -AverAif!
M -Minimal
~
A
A
M
A
A
A
A+
, ~! '.
"
,,',
, ,
1
Dtlpartm6rtl/Oivillion
P(OK(!m!Servjce
PUBLIC WORKS DEPARTMENT
~~
Sid~illk mil'!I;elianeouli
SjLlewalk. replace
Root roawing
Curb/gulter replactl
Sidewllik temp repair
Traffic Cimtm!
Mi!k:elhmeous traffic
Legend pl!Ilnling
Parking !t.l/I'urh p;unllng
I..a"~ lin(l Rlnpinc
Sl~n iahriclllJlJII
Slg" rep!llf
Tf8n~l"lIrt.1JOn work otdUni
I!m
Prunll
Ra\!ie
SI<:R.VICE LEvELS
Cumnl
Pl'ltItoJt-Yl!tln
R~!{llln[ Tem[VHAry
4.27
3.97
14.5 .5
36
AnnualimJ Cost
'50,000
310,000
1.00.~,OOO
S -SUpn-ll;tf
A -Average
M ... Minimal
~lAIM
;
" ".
M
M
M
~
"
1\
M
A
A
M
A
S
A
1\
L:~ ~~
, ~.-, ,-:~_, I
-,'\
,I ,
/,it <-;-
i c·
i
t.
!
I . '
I
D.'partrnent/Divilllnn
Pnlgram/Serviee
PUlluc WOR.I(S DEPAR'TMENT
Tteell (wnl.)
'Trim
Limh ri~k up
M'M'ellaneoll!'!
In~rw-ct
IrriglltilJn
Top rt:movlli
Tt~ relllllval
Stumping
Planllng
Non-troo wl}tk
CliMe/Boil
Fertili1A"
Root pruntl
Pe<;t l'OIl1tnl
Ivy
PermIt work
SERVIC~ LEVELS
CUrrenl
Perllor.·Yeal1l
ReKiliar Thm~~ A!!u.ujllizod Cust
•. lL ~_-':'·.2I.:i~L·{L. .T\
S -Surt'riur
A -Avmap
M -Mi",inwl
SWM
A
A
A
A
A
A
A
A
A
A
M
M
M
M
M
M
-r:-'H
'"
~"ji'i-~:-):t;-./"
I
!
/
SERVICE LHEJ.S
roLleF. DEPARTMENT
Police Oi¥i~ilm
Dt-pantt1c'lI1I/DiviMion
P[llgranl~~""tC6
O¥erall Oi"j~ifm Sl.ldl'll1('nt~ In r,enend, the nlimher of ,",,'110.'6 lI'! ..... icr.~ and
"I'ugfllmll offered IlIlIuJlOrior 10 nih..-r cil''''''. willie th~ '-Illallly .,f Ihol'le
5eIVIL"<I1I i~ in the ahove aVt'fIIge 10 ~u~nor range ovtlndl. The one
elCdrlion In thl! Pnlice Divi~I\ln III in Ihe S"flpnrt Servlct!II r(ugr'lm, wh'!fe
l!'Ie qlJali,y of !lervll"t'-!I: u. avcra!':6.
trlrnL~'!lli!!:!
YolunlN'r progrAIh
CIr.llral !lurl'kJlI
All ellie
Senior fl8floly
Chilli SHfely/llwllr~nt"~1I IK'minarll
luveniltl fingcrp(nlling
SJlt"CiRI t"Vtltil!o
Public infnrmalltln nffil'el1l unit
Cnme alen puhliudi(llls
Commumty aWart!nt"!I!I !nfto:lingll
Nl!ighhnrh.)(kI wllich
H(J[tll~ ~urlly
NelBhNlrhnnd IMgeting
Dm.!!' rouealtll"
CUrrenl
Pel!oon-Y ears
Ht'gulll( T~
4.1~
,~
,5
J,fr
"
,-~~~~ _ .. ~':::.:. ___ ~ .X:~_::!._":!L~_~~
Annualized Con
305.000
S "" Su~rior
A lOt Ave~
M .. Minimal
S!MM
S-fA+
S
M
M
M
M
A
A
A
A
A
A
M
M
, ,
!
1 •
'<" ' , "1"\
. ';'",;
, ,
'\
•
(
" L
';"
Dt'll\ltrtmenf/DiYJmD"
lmLr.m/Service
""LICE DEPARTMENT
Crime Prevllntion (cont,)
RtIl! Ril1hun aclivilitYi
V"Jllm~1 fet:ugnJ~/On ('!¥cnt
Op.!rali"n ,tienlifil.'alilm (t!f'l8tltving)
Ma.!iCnt r~ue!lt"
l..r»fl'K£-J!f~
Schuul cro"~lng guarcl~
A~ndnnoo vehidt'l prllg,ahr
Habitual nft~nder luogrBom
TraffIC t"nforCdmtmt
Pluking enf\\fl't!mt'1l1
Spt'1.:ial events
I n"('<itieati..t~ St'l"Vict'S
Crime RhalYlli!licdlhc trend Idt:nlificallon
Ctl~ IIllrr"'~!lHm learn
Schfl(" Il!!lOUfCe officer /lrngrJlm
MIlI~ter /Idcifll \If{·,-kIlT pllJgrah1
Nllrco'n:fi enforcem.:nt
'~":. ;'.'
,
SERVICE LEVELS
Current
Prtrson-l'6If'II
Re(ula, T~
,25
17 2,71
2.71
,5
"
1,>
1,5
1,0
18
1
39
~ .. _______ . :..L:L:~:.'~~:
&inualimd c{)~
1,20),000
1,388,000
S ... Supenor
~_ -Averil"
M ~ Mininu.1
S!liM
M
S
M
A
S·
S
1\
II
s
"
II
S·
S
A
II
S
s
I
"
c •
-" ~-f-~, i
I
i
Dep.rhnen!/Divi~jon
Pruli!ramlSt!!tvi ce
POLICE DEPARTMENT
In\lc~t;g.live Servicell (conI.)
Fnlud
Burglary/lheft/pm(lerty nimos
R(lhl'lo:'ry & vltlJent nime"
SeJmRllI.s<;a1111
JllVi'tlIJe
Clime. At::lI.inst Children
('renc.1
MlIl'1l1gt:lT'Il'!nt and slffICtvilllUQ
I'PrSlmllt"1 and Tr'i!i'!iD&
HeQllh r!'MlIn,·~ ",.,uttlir,.'or
Training (liMe mandat~d anJ JCp!lftnwnt rL'(.julrrd)
ktt:rUllmtlnt !lnd hiring
Promotion Kno mgratl~ IIllVllm:emenl l~lItm.l!:
COl.rdmallon Ilf dliz~n cnmplKinl JH.",'I!!I~
Pcl'<;I.lnnl5l iK.~ue!l (difIClpJineill1juritlK/pen;ol1nd lilt'lI)
Pulicy/pwceduTl'll and gt'lner.lll orden
S£RVICE I.EVELS
Curront
£>6'lIOn-Y einl
B~i'ulllr Tc:mpnI1!J)'.
3
2
3
4
_~~~'4-' ,:..{--"'" _---'-:._«:.::...."
~~
491,000
S -SUperior
A ,. AvelJlgo
M -Minlmat
~,
S
A
S
S
S
s
A
A+
s-
S
A
S
S
s
A
s
"~'~"""'."!"'('
' ~
r~
:-,-' ~.
i
I
J
POLICE DEPARTMENT
~lrt SeI'Yin;"i
Department/Divillion
Program/Service
Pmnt de~k/rohee recunlll
J\utomali(m furlcilon
Cunlpuler 'y"tem!l manil.geltJen(
Ordinance compliBncl" funclion
PmpenyJ,.vidence fllllc()(ln
('"urt liail!tln fUnciinll
Wftrralltl!
Sllpc ..... lllion
Department hudgt\1 lIu)lporl & Hpeeial J'1'l~'t'I,;l~
field Sl'rvil'e<,!
·'lldu~les Nil IUllnlng po~ition~
Cllallon ~ign-(,ff lind VIIl veriticalionll
Ahand ... n&! hicyde~
Spot dIC)(:k"
Communlt), relMlitJlls
Trainihg for r.nger~
S~iBI events
Scoul prngtam
______________ .~_.:;. .......... _~" .,. t""".,.,.m!'l-~·'1'""'l':'"'t
SERVICE LEVELS
Currenl
Person-Y 61r1
Regular 'femlllilrary
17
5
3
1.25
z
2
.75 ...
4,
.21
3.76
~~_QZH
1,195,000
6,2.14,000
S ,. Superior
A -J\vcra~
M -Minilfllli
§l6lM
A+
A-
A+
A+
A+
A
A
A
A
S
S-/A+
A
A
S
s
M
A
.\
I .',.; '.~
,"OLICE DEPARTMENT
Field Services (rol1t.)
Downtllwn fnnlheat
Dt:partmenllDivi,iOl1
prognun/Service
Rll'ycie palwl program
Park paln11 (ReSeI'V6!'!)
Alarm re!lponsc'
(I) Invl'!!lligaling clfjmn's ('{jmpll1lml~
Hazl1llll
Reserve nlficer (\tog-film
Warrant I'Ic:Il'Viu~
Accilll'ni invt:~llglltJonR
('Imille unit
Fldd training program
Cri'll'l I'l!~olulinn tNm
T (ltrfic enfofCcmentlCunlrnl
Fatal _,-,eident inVe~I,&alil.ln
Civil IIIAndhy
Speclld wcaJlOflll and IlIcllCII Il'am
Enforcement and illveHligallonli
TN:hniclJ Sllpport
(I) Functiun done tty alt diVI!lionll
S"RVleE LEVELS
Cumnl
Person*Years
Reg~lar T~ &tn---'--!!!!~!
S -Superior
A'" ..... vetqe
M ... Mhumal
~
A
A
A
S
s
A
s
A
s
s
s
S
A
A
A
S
,-
A
't "'" ;t"t.';
I. ',,'"
I "
I"
,(
"
,,,,-
, .
"
•
'\,
,f
SERVICE L£.VELS
POLICE DEPARTMENT
Commuibcatimtti Di\'i~
DepilrtmentfOi\lilliun
PlP&rltmlSe~
O\'~rull D'vi!OiM Stu'mwn1.~ The. ql.l .. ntil)' of III)r'I'il'e!i .110M ptlJ~r.mfi
Orr~tN hy Comm\lnic .. ,jm~\ l!io .Venl:e, wbile 1M ~wdi!r III UIllSod ~r'\'ic.!l(!:
i~ Iitlpel'"lHf.
Mttin1~nu~
In!llJlllllnd rer-n (.rtdl(l~
s,Y.I>tem enVlrreermg
\lru ... id~ l.IirediufI 10 ~lmicjanjO;
Pwvjdl"R derind "upron
~.@~
Provide etntlrgency lllfiptlkh ttl Pnl{) Alln And Shm(ord UJ1jyen.jty
Pru ... itk deri":ll.t fllIl'I1<nt
Alilrm functjl.lf~
CurTent
Ptmum-Yea(R
Regular r #9JlNlJrI
3
2
,1
.9
14
2)
.61
,61
•• __ ¥ __ .~",.~_~~ __ ..... :~.....:.:.:o..:...i.'....._ I ~'~')':"~~k'1'l"~,
.inJm!l~
:1.'1,000
J.400,600
s ... St..perior
A ... Averw.g~
M .. Mmim.1
~
A+
s
"
A
S-!A-t-
,
A
M
,
I
/
POLICE DEPARTMENT
Animul Senit.""" Divj,ion
DepartmtlntlDivilllion
ProgtarnlSerylctl
0\1('1",,11 Division Swtemt'nl: The nUinher o( Rt" ..... ICe'l II.mJ pmgrlmll
offered by Animal StllVice!ii, and lhe qU<liilY of Ihu!Il" !lervIC~S Ilre 8urwritJl'
10 IlIher ciflM.
M.mini~tratill'" lind Gm-ITl!!
Communl1y edU(·.hon progr<lms (contraci ~1V1I:e.~)
D<'g h,'c!n~1I
Wildlirl'! RI'!SCllt!, Inl', (contracl,
Volunteer pwgram
Losl lind fuund pet"!
Tdt'ph"n~ informntion
S.lo (If JlI'!t ""pphes
S1!.ru:...t,l,!d Nl'uler...Qki.k
Spay and n~UIt'r O~lerIlU'IR!I
Rlhill~ dim;;
Vaccinations
Euthans,!l. 'Il'!1"I'ice
SERVICE LEVELS
Curreht
P6lV1n-YUlrB
RI!:,ulll.[ T6ID.l!!U!!:X
3,5
2,69
44
&ull!Al~~
240,000
173.000
,~"f"·~,'0";'r jl'~~~~1':.'I" 4.)¥4h¥W 44 4. 47«< $ 41 .i. p
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A rw Av~
M _ Minimal
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POLICE DEPARTMENT
~nim~m!
Animal fk!(lhil!l
DepartmenlfOilJi!;ion
frM[!rrv'Servjce
Cnlle.;(ion of nlliAAnw aninutls
Collection of dellld ani mills
Inve~hgillion {If l'rudl y mmrlllinfK
Impoundment of 1(1~1 or ~Iray animals
Enfmcell1c!nl uf animal cnnimllillw!!
Barking dog invnlllgalhh"lli
An!m~
PlilC~lmenl !lervj,:cll
Adoption I'Iervin~
Me~lil'lIi care of injured animal!!
SERVICE LEVEL.'
Curnmt
POrlOn-Years
Regul.r Thm!K!!'!rv
2.5
1.31 .20
_____ ~~~~;.~" ... ~_ .. ____ ._~ "-~r~·~.,.r~'·_
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A T T A C R X E 5 r B
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October 17, 1991
HONORABLE CITY COUNCIL
Palo Alto, California
Attention: Financ5 committee
RESOL'IS OF COH.MUN:ITY MEETING ON APPROPR_I:\TE LEVELS OF SERVICE
Report. in Brief
This report is for info~ation purposes only, and no Council acticr.
is required. It summarizes the recommendations and suggestions
made by citizens to the Finar.ce Corr.mittee at the October J
community meeting on levels of service.
In February 1991, the City council assigned to the Finance
Committee the task of defining a Council priority on appropriate
service levels. The committee asked staff to provide infonnation
on the current level of direct service provision to the public and
an indication of whether, in staff's professional judge~ent, it was
superior, average or minimal. C~~:3B5:91 contained this informa
tion.
The committee i~vited public comments and s~ggestions about service
levels and re f;~.ue enhancement options in the community Services
Department at a public meeting October 3 in the City council
Chambers.
staff has revie~ed each of the approximately 500 letters, cards and
oral comments made by the public~ The majority of public input
involved expressions of support for particular programs or
services J or requests to expand services. The remaining recommen
dations and suggestions fell into three general categories:
CMR:471:91
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o Potential revenue increases or new revenueS;
o Reduced service levelsi and
o Crite"!"ia for prioriti!ing services.
The sections which fol10\lo' 5umm3rize the suggestions made by the
public~
Potential ~evenue Increases
Suggestions about incrl?asing rever.ues or potential new revenues
included!
Have the Recreation Division sponsor a bingo qame to raise money.
Increase fees for artist~ using the CUltural Center.
Add a refuse surcharge on utility cills to fund playground
equipment, park lighting, and rest room lighting. The surcharge
w01Jld be assessed on refuse collection for res idents and busi
nesses, and a surcharge should also be added to tollgate collec
tions at the landfill.
Add a donation box in the liblaries and other city facilities.
Hol~ public meetings to explore iundraising and revenue alterna
tives.
Recog~ize donors publicly, and allow donations to be earmarked for
specific programs.
Fund lighting at parxs and dog run areas with p~y lighting and/or
corporate donations.
Sell 1 or 2 library bra~ches. and invest the interest earnings to
support library services.
Charge fees or
libraries, such
lectut"es.
"subscripti ons" to use
as videos~ art check
Institute the following ne~ taxes:
o a business license tax;
o a real estate transfe~ tax;
o a property parcel taxi and
speCial services at the
out, music tapes, and
o a special tax based on square footage on property tax
bills to support services such as libraries.
CMR:471:91 2
rncren~e the transient occupancy tax.
Establish a checkoff box on prcperty tax bills that is similar to
the one on income tax forms to support specific city services~
Establish a '$.50 tax on :moyie and concert tickets.
sell advertising space at ballparks, and institute and collect a
percentage of vending machine sales and concession stand sales at
ballparks.
Establish categories for donations {maintenance of City bea\.!ty.
maintenance of athleti~ facilities, Friends of the Libraries) and
publish donors" names in the newspapers from time to time.
Charge a flat annual fee on property tax bills for paramedic
services.
Have fundraising parties and dances on a regular basis.
Form citizen commi~sions to assist .ith fundraising.
Utilize volunteers for fundraising.
UtilizE:' the Rinconada Masters Swim group's willingness to volunteer
to do fundraising.
Solicit corporate sponsor5~ip from the pet-related businesses in
the area (kennels, grooming salons~ etc.).
create ~Friends of (particular activity)~ funds.
Increase fees for a wide variety of services. Specific recomm€nda
tions included fees charged for sports facilities, a yearly
household fee for Foothills Park. sell passes for li~rary usage,
increase green fees, increase fees f'::lr recreation events and
classes I charge park fees for non-residents.
Increase fees but let the increase be directed to specific ar2as.
Peg the user fee in:::reases to some standard, such as inflation
times a con3tar.t.
Fine bicycle riders for breaking traffic laws.
Charge residents for sidewalk repair and saiety-related tree
trimming.
Charge parking fees in City lets.
Institute higher penalties for infractions of the building code.
CMR: 471: 91 3
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Increase fee for gsrba;re collr:ction. (Not.€: 'I'his is a Refuse Fund
program. J
Institute a time-limited, modest property parcel tax for specifi
cally identi!ir:d programs, services and/ot" infrastructure proj.;:cts.
charge a hotel tax.
Charge a tax on lu~ury items, such as alcohol, restaurant meals/
hotel reoms, cigarettes, movie theatre tickets~
Increase book fines zt libraries.
Have a yearly ball to raise money~
Form a citi~ens' coro~ittee to obtain grant money.
Explore the possibility of obtain ing 2l special collect ion .,'hich
might make the library an attractive recipient of additional gifts.
Seek do~ations from corporations.
Institute a special tax for libraries.
Charge a fee to renew library cards, collect it when the patron
next uses ~ard to avoid billing.
Implement a user fee for library vsage, ~ith the alternative option
of volunteering time. Charge non-residents more than residents for
library usage.
seek donations from construction co~panies/ architects, designers.
etc~, to upgrade parks~
Make it easier for people to make donations to programs.
create a tax deductible charitable dcnation system set up so that
mcney could be directed to specific services. similar to a
university alumni fund.
Suggest that community residents volunteer one day per month to
community service or con~ribute one day's net salary per month for
one year to save city prograrr.s.
Ask all adults to make a donation to the cit:y at Christmas time
instead of buying gifts for other adults.
Explore trusts and bequests set up for specific services~
Ask dO'wlntown merchants to install pay tal lets in parking areas to
attract shoppers to do .... ntown Palo Alto.
CMR:471:91 4
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The Terman Tennis Termites (Senior Tennis Group) has volunteered to
help maintair. the courts and to provide heavy-duty trast. collectors
for t_he courts.
Sell advertising space in monthly utility bills.
Allow office use (i.e., highest and best use) dO'w'nto:"'n if it pays
an average equivalent to the sales tax.
Encourage private-public partnerships by waiving fees.
Solicit photos from residents of their tami lie:; and t.he City.
Create an e~hibit and charge ad~ission.
Consider raising business taxes modestly for those types of
bUsinesses that do not pay very much sales tax.
Reduced service Level~
Several citizens pointed to areas in which service levels could be
trimmed back:
Use volunteers at night to run City facilities, such as the
Cultural CE'_nter.
Use volunteers in other program areas.
Cancel the El Camino Park lease.
Residents and those who vork in the city could volunteer to fix,
renovate, and build necessary community proj~cts.
Participate in cooperative training programs ~ith neighboring
jurisdictions and agencies using the South Bay Cooperative Library
System as a ~.ode 1.
Change the loan period for library mat2rials frcm three weeks to
one week. By doing this, fe ..... er copies of one volume 'Would be
needed because a given volume could circulate to more people.
change the heating system at the pools so that they are either more
cost effective heaters, or sc they heat less of the peol volume.
Have program users do maintenance work, particularly at facility
related program are&s (arts, theaters, pools, etc_).
Restructure human service contracts on a fce per client basis with
a reduced number of clients.
Have an outside rr.anagement audit of city staff, and communicate the
results clea~ly to the ~o~~unity.
CHR:471:91 5
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FOr!rl citizen COID::'lissions to alIa .... cutbacks in administrative staff.
House human
efficill!:ncies
costs, etc.
service agencies together so that they :may re31ize
in utilitie5, clerical cov~rage, photOCOP~l m3chi"e
The city could support hunan service grcups by
o coordinating a bartering process bet.;ee.n different
groups. Fer example, one group ~oulQ exchange its space
to artist and chi!d care groups for ot~er services.
o allowing groups to tap into the City's large buying
po .... 'er, and therefore realiz2 discounts.
InfonJation and referral services are duplicated in Palo Alto.
Peninsula Area Information and Referral Service (PAAIRS) could
reduce its services to seniors as the Senior Center and La Com ida
offer similar services.
Terminate PAAIRS -mediation can be taken over by Human Resources
Commission. ether services can be. done by Bay Area Information and
Retrieval System {BAIRS).
Pha_se O'..lt Palo Alto Community Child Care (PACCC) administrative
allocation oyer the next few years.
Maximize the use of part-time personnel.
Consolidate at the middle management level.
Maximize the use of volunteers; invite specific
specific services use their expe.rtise;
rscognition program to encourage Yolunteerism.
citizens to provide
develop a citizen
Have a Palo Alto centennial Initiative on Service~ celebrating all
that volunteers do and encouraging n'.Ore to get involved.
create a City-vide volunteer ccz:"PS and a preservation fund for City
services~ The City would 1:!atch ",'hat the voll.'.nteers raise.
Eliminate all poSitions with open personnel requisitions.
Reduce Police and Fire staffing levels.
Review salaries and perks for administrator.s.
salaries by from 1.5 to 10 percent.
cut management
CUt open hours of City facilities.
Change to horticulturally sound plant maintenance practices as
recommended by Plant Amnesty of Seattle.
CMR:471:91
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Ask Garden Club to maintain some of Palo Alto gardens, such as the
trianql~s at some intersections.
Have Community Gardeners upgra.de parko; and playgrour.d landscaping.
Groups that use facilities could provide voluntary maintenance for
all events and could Itaintail"_ fields, with the City flrcviding
supervision.
EmplCY financial consultants to meet 'With cotn:l1l.Jnity orc;anizations
to determine more efficient ways to operate and explore fundraising
possibilities.
Close a library -Terman and/or College Terrace.
Keep further develop~ent of Byxbee Park to a minimum. (Note: This
is a Refuse Fund program.)
Make the skateboard bowl pay for itself or close it.
Hire better contr~ctors.
Postpone landscaping and paving of parking lots.
Recrcle leftover lumber from various projects.
Cancel plan3 for traffic light at Bryant and Embarcadero.
This is funded by the Electric Fund.)
Lease the Golf Course to a private operator.
Install timed lights at Mitchell Park.
(Note:
Section off d fe~ shallow lanes of Rinconada Pool so they can be
heated to a comfortable leve.l for older swimmers and leave the rest
of the pool cooler for others.
Check o~t solar heating for Rinconada Pool.
Place signs in Rinconada Po~l sho~ers to conserve water. Install
sho~erheads that save water.
Turr. off the lights at Rinconada Pool after da-lOin.
Have fewe.r special events ~nless entry fees are charged.
Eli~lnate the coax canle system.
Analyze the effectiveness of the paramedics.
Reduce street sweeping to once a month except when leaves are
falling. (Note: This is a Refuse Fund program.)
CMR:471:91 7
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~~rchese e ~aximum of one ~opy per library cf best sell~rs and then
establish a shelf of rental b,0.01<s. Books ".IIould be fre~ for two
days and then there would be a charge of $.20 per day thereafter.
Use Mid-Peninsula Access Corporation (MPAC) to disperse i~forma
tion.
The. local government should continue to facilitate int.eragenc~{
agreements and institutioJnal c.hanges that. result in innovativ~
collaborations between City and private agencies (i.e., the City's
facilitation of the on-site School Age Child Care aqreement· cet. .. "e:en
PACCC, a non-profit child care agency, and the Palo Alt.o Unified
School District.
Cri teria for Deciding Which._~ervJce Levels Should be~_Chal1ged
A number of suggestion.3 .... ere made for specific criteria that
Council could consider in deciding ~hich service levels should be
changed!
Increase participation/volume in fee-related areas, such o.S the
pools, where most costs are fixed and each additional participant
therefore contributes more towards recovering total costs than the
previous varticipant.
Reductions should not occur for services or programs that:
o are unique
o receive community support, evidenced by
-volunteers
-fundraising
-user fees
o the city has a long-terrr. comni tment to'w<3.rds fundi ng
o have a constitue~cy that is growing
Use efficiency or number of clients served as criteria for
prioritizing services, rather than whether a service is ranked as
Superior, Average, or Minimal.
City Council staff reports should include 1) utilization data, and
2) net cost of pr~rams in order to be useful.
Maintain Palo Alto's commitment to children and youth.
Mandate tr .. at clubs, ser ..... ice groupsl etc., pay their own 'Way if the
City is gaing to provide administration, management and facilities.
CMR:471:91 8
::::I~"'Moi;o;. .... ..;.""" ______ ",_,~,~---", __ ,,,____ ..... 1 '_ ,~ •• _____ ......... _ ... _
Cut programs across the board.
Be fair! TaklP.-a little from each department.
Let the public prioritize through elections or polls.
Cut areas where duplication of services exists. For example, cut
recreation programs that are duplicates of programs offered by
YWCA, YMCA, Adult Education, Foothill College, etc.
If a library has to be closed, make the choic~ ~ased on 'Which
provide full service {i.e~ reference).
All discounted fees should be based on proof of need.
Maintain Palo Alto's commitment to the arts.
Give priority to agencies that provide essential human services -
health, childcare, programs for the needy, children's services.
Give priority to agencies that fundraise. Give matching funds.
Place the highest priority with the most vulnerable citizens.
The numbers of users per day should determine which facilities to
maintain.
Provide an even distribution of events for all ages.
City shOUld provide for basic health and safety of the. communjty.
Retain heavily used r;:-::-,;::-a.;:r;,s f0i; cliildr-en J youth and seniors.
Drop programs "Which no longer provide an important or timely
service to residents.
Ask which classes supplement or replace curtail!nents in public
education.
Consider "Which programs are s~lf-supporting.
Let the public vota on Cubberley programs.
Look at non-revenue-producing departments.
Changes and/or cuts to Human Services prcgrams should be based on
the ability of the program to generate revenue on it's own.
Priorities should be based on the need for ser-.rices to individuals
the City deems as priority. Suggested priority list:
CPffi:471:91 9
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a. safety; police and tire prevention services.
h. services to 10'. income chi Idrf:!,M I A.id tc Fami 1 ies .... i tt. Depen
dent Children {AFDC) recipients~ a~d ~ingl~-parent families.
c. ~ervices to seniors on fixed incomes.
d. mental ~ealth and cri$is prevention services.
e.. environmental programs that benefit the greater commurlity and
enhance citiZen health and ~ell being.
OTHER
Can the City somehoW ~brokerN cheaper audits for non-profits it
suppo~ts, such as Community D~velopment Block Grant audits?
Why does the city spend as much on animal services as on school
Ir!aintenance?
FUture PUb1ie Comment
At its OCtober 10 meeting, the Finance Committee suggested furthe~
public inp-;Jt in a more structured and focused format to continue
the appropriate levels of service discussions. Specific ideas are
to be solicited in two areas: hc~ to provide services ~ith less
resources through efficiency improvements; and how program areas
can ra.ise more revenues specifically related to their programs.
Staff has recommended the following format for public input
sessions.
Format Several concurrent Pbrainstorming~ sessions with members
of the cOI!lmunity will be. held at the CUbberley Community
site.
Time Early November, .... ith two sessions on one. night. The
first session ....,i11 run from approximately 6:3C· to 8:00
p.m., and the second session from about 8:00 to 9:30 p.m.
A second round of meetings may also be scheduled to all~*
time for representatives to get back to their respective
groups to solicit reacticns and/or additional input~
staffing A member of the Fi!"l:ance Committee will chair each
meeting~ staff support ~ill be provided by the Finance
Department and the Community Services Department~ Other
members of the Council ¥ill be encouraged to attend the
groups of their choice.
CMR:471:91 10
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subjects ~Brainstorn\ingl1 groups '.ili!1 be broken do.m into the
followi.ng subject areas: Sports, Parks, Libraries, H~,an
Services, Sei'liors, VislJal Arts, and Performing Arts.
Chairperson McCown viI! make assignmants for the Eubject
areas to the Finance Committee members.
Public Already organized community groups \o'ill be con.tacted by
the Community Services Department for participation in
the gro .... ps. Public notices of the meetings ".tIill info!."l1<.
the general citizenry.
Respectfut~Y, ___ su.?m,itted ,
C)-m~-~
// .nH STEELE
Budget Manager
~
-,-(' /~, ,/ / .... 1_ .......... ),_ ""_. ~~~, __ EM~" !!ARRISON l
Oire tor ot1lF,"n"nce
.-1-/ ,/
(~ lA,,,, , ,/ C7;:1 JUN FLEMING ' ~s istant City ~ ger
Vi
Related Staff Reports:
CMR:471:91
CMR:215:91
CMR~3B5:91
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A T T A C B X ~ B T C
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november 27, 1991
THE HONORABLE CITY COUNCIL
Palo Alto, Califcrnia
Attention: Finance CO!nmit.tee
APPROPRIATE LEVELS OF SERVICE PUBLIC BRAIN~T~RHrNG SESSIONS
Members of the Cou~cil!
Report in EI.:;-Jet
This report transmits a summary of suggestions received during the
public brainstorming sessions held by the Finance Committee ..... ith
the public on October 3 and Novembar 13, 1991.
City Council assigned the Finance Committee the priority of
reviewing appropriate city service leve~s, given changing economic
conditions and a projected tucget deficit for 1992-94. The
committee revie .. .red c co~,preh£nsive inventory of departmental
services provided to the p ... blic 1 and then solicited input. from the
public.
Council held two public ses~ions on the service inventory. The
first iIlas a general meeting held on October 10, 1991, in the
Council Chambers. Various community groups and individuals came to
the session and expressed opini~ns on budget r8cuction and revenue
enhancerr<en-c: strategies.
The Finance committee held a more structured evening of public
brainstorming on November 13, 1991. Four concurrent sessions were
held over two 1 1/2 hcur sess ions with comnuni ty groups who were
specifically interested in the subject areas below:
CMR:537:91
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0 ~.'isual Arts
" seniQrs
0 Libraries
0 Parks
0 Perfor-mance Artists
0 Human services
0 Re::-reation
0 open space
Each session ..... 'as chaired by a
attendiI"'g \oIerE staff frOr.'L the
Departments.
Finance CCr.'L:rlittee Mer."lber. Also
cc:;:rr.~ . .mi ty Ser ...... ices and Finance
Ideas from the public brainstorming session have been categorized
ir.to a matrix, .... hich is attached. The matrix also contains several
ideas generated by staff having to do w"ith employee benefits and
pay classifications, the City policy for placing light duty
'llforkers, and the binding arbitratio,r1. stipulation contained in the
Police and Fire bargaining u~it contracts~ The matrix lists ~ither
specific ideas or policy changes the Council cculd make to make
budget decisions, and is bro}~en down by the time it \oIou1d take to
adopt each reCO!!o!:1endation: short term (for the 1992-94 budget);
medium term (2-5 years) i and longer term (~reas for future study).
Respectfully submitted,
C--~~ , . ,
·..1IM STEELE
Budget Manager
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EMILY HARRISOli
Director of Finance
:' ~lli G~ FLEMING ~ A~~stant city Manager
Related staff Reports; CMR:385:91
CMR!537;91 ,
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comments from the Appropriate Levels or service and public brainstorming meetings can be broken down
into several SUbjloct areas. They are listed below in a mat.rix format according to the possible
timeframes for adoption and by which department(s) the criteria apply to. The time frame hii defined
into three categorier~~ items that could be adopted in the shorter term, ie., for the 1992-94 budget;
items that are of a medium term, ie., would take bet.ween 2-5 years t.o imt>lementi and it,ems that "'QuId
take a longer term to adopt and should be ~tudLed in the future.
Short term
Consider a more comprehensive voliey
towards fee recovery levels for
residents YS. non-residents.
Evaluate the cost benefit of hiring a
cltywide professional fundraifier. One
goal would be to generate more corporate
donations.
Try to encourage more public
contributions.
Consider a policy that would elimin~te
those discretionary fee-far-service
areas that are already beinq providpri by
other ag&ncies or private supplierfi ,It
close to the cost to the user that the
City charges (ex~mple: aerobics
cl~sses, dance classes, art classes)
unless the tee area can reCOVer 100% of
total costs.
Commnnity Public j --' Cit.y
Services Safety Planning Admin.~ W~id~e~' __ _
I
x x x
x
x
x x
1 __ ..
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Review those areas where the city could
charge for services that are currently
free of charge to Pall,) Alto residents
thal citizens in many cities pay for
(example: sidewalk repair, tenniG court
usage, street tre~ trimming).
consider adopting a more aggref;sive uger
fee cost recovery rate, le., onf' that
approaches 100% total cost r0covery
eXQcpt in those are~fi or to those Palo
Alto Hwidents for whom the fef! would be
a financial hardship. If alDOl
recovery rate would price the ~()rvice
out of the mark(·t, Counc1.1 would be
asked to re-ev.:\luate the appropriaten0G.s
of continUing to subsidize the F;!::>rvice.
Look at: creating food and bev~rage
concessions at City facilities that
could g(merate reVenue!: from t_he publ ie.
Review city ordinancef.:> t.o allow private,
Community
Services
x
x
x
for-prof i t retltLlls of the Luci~ Stern X
Theater.
Sell advertising space at playing
fields.
x
public
Safety
x
x
Public
Planning I Works
x
x
Admin.
"'~,,,,-~.:::'~,~;,~ WPF il,\. ,""",'''--,i-~'"
City
wide
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Evaluate the cost benefit of hiring a.
citywide 'ioluntpPl" coordinator.
work to encourage community groups with
specialized expertise to volunt_eer their
services, e.g., parks landscaping.
For human service contracts, review
current guidelines and investigatf~ tile
por.=;sibillty of either restrictjng and/or
priot"itizing funding to those agencies
which use the following criteria:
o The city subsidi7-ef> only lower
income citiZens.
a The City subsidizes only Palo
Alto re.sidents.
Considnr developing a funding criteria
which would give priority to human
serVicA agencies which raise matching
funds.
Investigate the feasibility of
increasing the reil1 estate tritnoft~r tax.
Investigate the option of cn~nglng the
City policy fOr cosponsoring events &nd
facility usage so more fee8, may be
charged. Currently, the city dOes nr)t
charge fees for events that it co
sponsors.
. ,~,:~t::~4;::
Community
Services
x
x
x
public
Safety
Public
Planning I Works Admin.
City
Wide
x
x
x
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consider changing the current Council
policy t,o allow Utility User Tax funding
to go to non-streets and sidewalks
expenses.
Medium Term
Review assumptions for providing city
services, qhd consider:
o
o
o
renegotiation for t~ose
servicQs that al-e typically
the responsibility of other
agencies, ie., PAU50,
Sti:mford.
discontinuing those services
that could be provided for
effectively by the priv<1te
Gector ie., paramedic
.'1ervices.
discontinuing those Gervices
t.hat wou]d be ;"licked up by t.he
County, eg., animal control.
Look into providing certain City
services and/or City amenities to human
Community r I ~~ty I Services Adrni~de
x
x
x
x
service contract providers instead of X
current level of grants.
Explore restructuring human service X
contracts on a fee per client basis.
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~xplore options that would facilitate
the sharing of r-esources by human
service providers.
Con~ider rel'l~gotiati I I the bind ing
arbitration Eitipulat_ions in the Fire Clnd
Police contracts, which are not typical
for municipal bargaining unit.
arrangements.
Evaluate the cost effectiven~~s of
minimum staffing requirements,
especially for thOse bargaining units
which utili7.e it heavily, i.e.,
firefighters and police officers.
Consider pursuing a flat annual f.ee for.
paramedlc services on property tax
b~lls.
Explore the est~blishment of an
entertainment tilX on movie tickets.
Investigate the faasibility of adopt.ing
a. BUGiheSS License Tax.
Investigate the f£H1.9ibillty of creating
a Landscape and Lighting Asoes.5m;}.nt-.
District.
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Community
Services
x
Public
Safety
x
x
x
Public
Planning I Works ."dmin.
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City
Wide
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Encourage the creation of found .... tions as
umbrellas fOr fund raising effort~ of
smaller, less organized community
qroups. The goal would be to d(>cn~aBe
dep(!ndet1ce Oil t.he General Fund.
Encourage p'Jblic/pri vate partnersh ips.
Analyze current city employee sick leave
and vacation accrual policies in order
to maKn recOllllnendations for cm;t
efficiencies.
Investigate the possibility of
"downsir.ing ll staff to lower cost
positlons. Examples would be
civilianizing Gworn positions in thp
Fire and Police Depart.menta when the
services can be providnd by nOn-SWl.)rn
staff.
Explol"e the dedit:..':!ation of playing fields
to ~pecific groups with the
underr;:.tanding that they will fund all
maintenance.
Assuming a volunteer coor'dinator has
been t.ired in tho snort term, re
evaluate. its success and consider where
City regUlar and t8mpor~ry staff could
be reduced.
Commuhity
Servir::es
x
x
Public
Safety
Publ.ic
Planning I Works Admin.
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City
WIde
x
x
x
x
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Insti tutp-a more aggressive light dut.y
job placement service far City workers
on disability, and in turn redUce
temporary staff.
Perform an organizatioh review of
General Fund staffing.
Investigate city rC':gulatiOhs nnd
ordinances .... ith the goal of revamping
cr iter jJt in order to re.luce non-safet_y
relatt~d enforcement activiti£!H.
Lonq Term
lnvestigate a more economical employee
benefits package, especially in those
areas that ·'tre the most costly, ie.,
health and retiremAnt.
Aggressively pursue consolidation of
services with either neighboring ciU.es,
or with othe-r agencies.
Constder consolidation and/or 5elling
city owned facilities an%r land:
o Parks
o Portions of parks
o A library branch
o A fire station
o Golf Course
Community
Services
x
Public
Safety
x
Plannin9
x
Public
Works
x
Admin.
u , ~ ~y;~llt!l
City
Wide
x
x
x
x
x
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