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Home My WebLink About0533.093.. o October 7, 1993 The Honorable city council Palo Alto, California ---'--,_ ... _------ PROPOSBD X1BSION DR4VEN BUDGET -CITY MANAGER'S DEP~TXENT Members of the Council: Report in Bri ef This is an informational report and no Council action is required. The purpose of this report is to provide the Council 'With an overview of the proposed format fer th~ City Manager's Department Mission Driven Budget (MOB). Background. In conjunction with Council's approval of the Mission Driven Sudqet concept, each department was directed to develop a bud~et ~hich puts e:phasis on the services provided rather than the departmental structure .. The City Manager's Department provides overall administrative leadership and guidance in the day-to-day operations of the City, as well as assuring effective lonq-ranqe planning. The city Manager i6 the chief administrative officer of the City and is responsible to the City Council. The City Manaqer is the chief advisor to the City council on policy options concerning the organization and activities of the departments under her supervision. Under the current bUdget, the department has three program areas: A~inistration, City Council and Intergovernmental Relations. Permanent staffing is 5.5 positions and the current year's operating budqet is $593,105. The entire staff of the City Manaqer's Department part.icipated in the development of the Mission D~iven Budget. Additionally. the Manager of Economic Resources Planning (who works out of the City Manaqer's department, although the position is presently funded by other departments) also participated~ Following the pr-escribed process, the staff listed all the activities performed by the CMR:S33:93 1 department and identified all the "customers te served. by the department. At subseq,..ent staff meetings, the activities were refined and grouped into four ~unctional areas and impact measures were formulated. OVerview of Fu:nctional Areas I .K"ior Activities and Imp_act Measures The City Manager's Department staff settled on the following four functional areas as most accurately cncompassinq and delineating the department's activities: • city Manaqaaent '-to provide administrative direction to all operating departments in .an effort to maintain confol~ance with the city's Municipal Code and ensure an efficient delivery system of City services to the public. • City council Relations -to ensure the representation of the citizens of Palo Alto through their elected officials, in setting policy, providing direction to the city Manager, and implementing city Council goals and priorities. • CO_Wlity and rnterqove.rma.l!lntal Relations -to facilitate communication ~~ong residents, the city, businesses ana other agencies which will lead to collaborative problem solving and responsive solutions. • Bcon~ic a •• oUZ'Qies -to aevelop an economic framework for City Council decision making and to strengthen workinq relationships with the business community~ Attachment A to this report contains the m~jor activities and the impact measures which support each of these functional areas .. Attachments Band C contain the lists of activities and customers which were the interim steps in the MDB process. Developing impact measures ~as the most difficult task in the MDB process. A deliberate effort was made to avoid workload measures. staff sought measures which were directly r-elated to the major activity goals and were quantifiable. Because of the nature of the department .. s activities" however, it 'Was often necessary to word an impact measure as simply a ndone/not done-statement, rather than incorporating a number or percent within the measure. Furthermore, staff tried to frame impact measures in a manner meaningful to the customer, i.e., the Council, the public, the business community or the City's departments. Impact measures are an area of the MDB process which staff expects to revisit as the process evolves. CMR:533:93 2 -, Cone ius ion Although it ~ay appear that the proposed structure for the city Manaqer's Department MOB does not differ significantly from the organization within the current budget, the collective work involved in determininq th.e new functional areas was a valuable. experience for everyone in the department a The .ajar activities identified wi thin each functional area provide a 1IlIJch clearer picture for Council and the public of the department's responsibilities. Staff welcomes Council input and suggestions on the City Manaqer's Department Mission Driven Budget proposal. Respectfully submiteed; Ue&K~- vICeI RUDI)', Assistant to the City Manager A.ttachments. A. City Manager's Department MDB "Kission Statel'ilent, Functional Areas, Major Activities and Goals, and Impact Measures S. ci~y ~anager's Department List of Activities c. City Manager's Department List of CUstomers CKR:533:93 ) Attachment A CITY OF PALO ALTO CITY MANAGER'S DEPARTMENT MrSSlml DRIVEN BUDGET Departmental Mission S1atement: To provide leadership 10 the organization in the implementation 01 City CouncJ7 policies and the prrwision of quality services to the community. I. Funcllonal Area; City Ma n8gemenl Mission: To provide adminisrrattve direction 10 all operating departments in an effort 10 maintain conformance wffh tha City's Municipal Code and ensure an efficient delillery system 01 City services to the public. A. Cltv Budget Goal: To develop and manage the City's financial and personnel resources In the most effective and effic;;ent mar"'", possible. Impact MeasUl'es: 1. Conduct a bienniai Citizen Survey during the tall of each fiscal year to measure P<Jbl'lc use and sa~sfactior with Cily-provided services ond facilities. 2. Recommend the allocation of approximately $4 mmion par year toward luncling capital ImprOllemen! Projects. 3. Validate that the City's departments, OIIerall, achieve 100% of the impact measures specified for the fiscal year. 1 • 8. lote,d'pa rtmental Coo,dl ni!!!lm Goal: To direct and facilitate the ccmmunicaUon, coordination and cooperaUon of the CiI)I's departm9llts on programs and projects /hat cross departmenllines and to assure maximum elfecliveness. Impact Measures: 1. Enhance the effectiveness 01 the Senior Management Group through stimulating increased participation in and fonow.up to meetings. 2. Update the PorK:y and Procedures Manual and other Citywide procedural guide~nes administered by the Manager's Office, as needed, out no less frequently than semi·annually. 3. Corduct weekly agende planning and post CounCIl meetings. c. SUD!!fY!slon of City Depanmenls Goal: To assureihe eIfective management 01 the departments wIIich repott to the CiI)I Manager. Impact Measures: 1. Retain, and select, as necessary, the mOst highly qualified senior management staff. 2. Establish timeframes and monrtor departments' progress on Council assignments to assure their completion within specified time. 3. Annual1y condoct department head evaluations in a manner which is deSigned to motivate and resu~ in superior performance. 4, Evaluate the rewmmendalions of the Organizational Review Study to determine areas of the C~'s organization where implementa~on of the study is feasible. 2 .~;;. " D. LDng Ranae pl!lnnll!ll Goal: TO provide a vision for the City that focuses on the future desirability of Palo Alto as an excellent place in which /0 live, work and play. Impact Measures: 1. Conduct an analysis which integrates the Economic Future Study with the Economic Rescurces Plan to assess the City's long-term an.lity to finence the number and quality of services provided to the community. 2. Initiate the implem9nta!ion of planning measures recommended by the Comprehen.sive Plan Advisory Committee and approved by the City Council. 3. Evaluate the integration of the OW's ecooomic strategy with the Comprehensive Plan II. Functional Area: City Council Relatlol!1 MISsion: To ensure the representation of the cItizens or f'alo Alto Wougf> t'>eir elected offlclelS, In setting poli':y, providing direction to the City Manager, and Implemenllng City Council goals and priorities. A. CoLlnen a.d City Manager Interact/on Goal: To maintain regular contact with Coun"ii Members that will ensure consfstent communication on City CouncU priorities and staff Implementation or City Council policies. Impact Measures: t Maintain regular contact with each Councll Member. 2. Regularly communicate with City Council on emerging issues about wttich they need to be informed. 3. Conduct pre-e!ec!ion information meetings for Council candidates and orientation meetings lor newfy-eleCIed Council Members. 8. Counc!J Agendas an<! Meetings Goal: To P/BfI and coordinate City Councl1 meetings Wougn the rfevelopment of City Council agendas which ensure /tie expeditious completion of City business. Impact Measures: 1. Arrange, in response to Mayor and Council direction, Town Hall or other community meetings. 2. Develop weekly City Council agendas that lacil~ale scheduled City business being completed within a lou; hour time frame. 4 C. CWnc!I/Pub!!c Communications and Corre$~~ Goal: To reply to written and oral communications !rom the {J<Jblic in 8 tjmely and responsive manner. Impact Measures: 1. Relliew daily the correspondence received by the Mayor and Council Members. 2. Provide written responses 10 letters rec9NeC by the City Counci1 within bur weeks of their receipt 90 percent of the time. 3. Require department heads 10 include summaries of complaints received and resohled as part of their quarterly reports 10 the City Manager. D. CooOOl PrlorHlei Goal: To lacilffate the process by which C'.ouncfl seleCts tha issues Which are 01 greatest importance to the CouflCl7 and community and anoes/es resources accordingly. ImpacI Measures: 1. Prior Ie !he development of the two-year budget, asslst Council in compiling and evaiuating sugge;:tians foe the pOOrities \hat Council win designate for the two-year budget cycle. 2. Guida City departments in focusing attention and resources on Counci1 priorities. 3. Provide CoUOCJl with periodiC reports 011 progress in ad1ieving priority goals. 5 .. III. Functional Area: Community and Inlergovemmental Relatlcns Mission: To facilffate commutlication among residents; the Ciry, bu~fnesses and o/tIer agencies wllic~ will lead to collabora~ve problem-solving and responsive soiLtions. A. Ualson ActtvIt!es Goal: To aCbVely panic/pste with other govemmental, educational and business entities in activities that could affect the City's interests. Impact Measures: 1. Eng&ge the City in regional cooperative pubfic safety, economic development, pubfic works and other activities. 2. Coorcfinate periodic meetings of the City /Schooiliaison Committee witt1 a goal of increasing the COQpel"ative application of City and School resources. 3. Assist the Courd Member delegate in actively representing the City's perspective and goals at the montl1ly meetings of the Santa Clara County Cities Association. 4. Represent the City's inlOfests on economic issues to agendes such as Stanfon:! University's land Management, the Chamber 01 Commerce, Downtown Marketing Committee, CaI~omia Avenue Area Development Association, and the Peninsula Industry Business Association. 5. Work with the Silicon Valley Joirlt Vemure initiative 10 identify regional ecooomic iSsues important to Palo Mo, and assisl Silicon Valley Joirlt Ventun9 in addressing economic/govemmental concerns of private industry. 6 . -. . .- --'\ B. Public Relations Goal: To acquaint community members with the IDle thai municipal government plays in their lives. Impact Measures: 1. Publish and distribute the City·s AArlUai Report. 2. Evaluate other methods of communicating with the community on important issues and activities. 3. Emphasize a -customer service' ethic thIDughOut an levels of the City organization. ~ Regional IssUes and Activltles Goal: To represem the City and actively participate in regional issues 01 concern to the cifizens 'JI Palo Alto. 1mp!lCl Measures: 1. RegufaJ1y represent the City at meetings which locos on issues t!',at warrant solutions at negional and subregional levels. 2. Pursue opportunities where interjurlsdictional cooperation, pannership, or consolidation could resufi in mOle efficient and effectiva provision of services. D. Legislalion Goal: To evaluate and advocate the City·s posit/Oil on proposed state and federal legis/alien which has the potenlia/ to slgnilicanlfy impacllhe City. Impact Measures: ,. Secure timely participation of an departments in responding to requests to evaluate legislation. 2. Produce quarter1y status reports summarizing the City's legislative activities. 3. Coordinate the successful intrOduction and enactment of legislation of specific importance to Palo AHo. 7 ... IV. Fllncllonal Area: Economic Resoyrces Mission: To develop an economic framework for Ciry Council decision·making and to strengther. wori<ing relationships with the business community. A. BUSiness OutreaCh and Retention Goal: To establish an aggressive business outreach program WIth emphasis on ""isUng business retention. Impact Measures: 1. ImplemBllt the va'ious programs and activities cootained in the Council-approved EconomiC Resources Program. 2. Maximize tne relention of existing businesses in Palo Alto; assist ~ businesses desiring to Jocate and/or expand within the community. 3. Oe>;eIop a promotional brochure on Palo Alto as a b-Jsiness·friendly community. 4. Cooduct L property owner/tenant neighborhood commercial meetings to identi1y i1dMOua1 needs, re1a~ gaps, and impediments to economic health of Stanford Shopping Center. 5. Coordinate J'. eccnomic outlook committee meetings. 8 8. Development of New Revenue SQl!rQJ Goa!; To maximize e>.isting City revenue sources and solicit new uses which generate significant addmonal revenues whl7e stHI retaining the land !}se balance suitable fIX Palo Alto, Impact Measures: Promote public/private partnership fOrmations to prcllide public facilities and ser\;ces not attain able within existing budget """strainlS. c. identification of Economic Imp1c:t& of City PlanS/Policies Goal: To develop an economic framework for City CouncJ7 decision making, \mpact Measures: " Assist the Comprehensive Plan AdvisoIy Committee in writing the economic section of the Comprehensive Plan Update, 2, Coordinate the integration of the Economic Future Study with Economic Resources Planning activities, 9 ;/ \-'-'--_.----- CITY MANAGER'S DEPARTMENT Us! of ActivitiesjTasks Functlona! Area: City Management Manage !he City Manager's time TelephOne liaison to City Manager Staff evaluatons Department head evaluations Selection at department heads Log contracts and agreements Approve contracts and legal documents NOtary services Disseminate information from league of Caiffornia Crties Cityffnk Bunetin Boards Track Council assignments Mon~Of inter-departmental asSignments Organize SMG agenda Coroduct SMG mee~ngs Follow !tlrough on SMG meetings Ea~ staff reports Maintain CMR flies Pof"'l' development Maintain parrcy and Procedures Manual Maintain CMR 'how to' manual Track resotution of complaints received by Council and City Manager Stimutate long range planning ResponSJbie for City operating and capital budgets Functional Area: City CWncii Relations Organize agendas: Council POlley and Services Committee City/School Uaison Committee Eall minutes of Poficy and Services Commitiee Prepare minutes at City/SChool Uaison Committee Assist Counol in selection of priorities Assist in planning Town Han Meetings Prepare t'3f11aUve agenda Review Mayor's and CouncWs rna' Create time to meet with City Manager Pre-eJection info meatings for Council candidates Orientation of new Council Members Respond to citizen complaints Draft memoranda for Council Conduct research for Council Attachment B .: Functional Araa: eomO,lty and Inter"Qvemment~eICn. Produce Annual Report to the Community Create press releases Oversee Centennial planning World Cup Soccer coordination Direct pubr.c Qn person) contacts Interlace with media Produce Eegislative action status report Legislative advocacy (state, lederal, county) Track legislation Problem resolution vlith business community Media~on with community groups Recruit and interview applicants for airport comminee Interact with East Paio Mo Interact with Diner neighboring ctties Participation in comrnonity service groups interact wilt! schoOl district Functional Area: EconomiC ResQurcel Outreach to bu~s community Lialson to business organizations Intemal communiCation with other department ro economic issues Identification of economic impacts 01 City plans and pcr.cies Newspaper ad hoc committee Conflict resolution City marketing/promotion Study econcmic trends AC1lvHies 'ppDcable dej)artment wl~ (Note: these activities are of an Intemal administrative nature and are not r.mited to a single functional area.) Direct phone cal1s and requests for information Arrange me~ngs &:hedule me~ng room Maintain supplfes and materials Monitor department budget Department payments General filing, indexing and retrieving Process ma>l Word processiflg Archive Newspaper cflpplng Photocopying Computer -MIS responsibUity Prepare staff reports Assist adjDiniflg depaltment (te!epr.one coverage, etc.) .. ~ : . CITY MANAGER'S DEPARTMENT LIs.t of Customers Citizens City Council Council Committees & Commissions Department staff Other departments of City Senior Management Group Agenda planning Group City 1Sc':tcx:), Uaison Committee Business community Retail community Development community S<:I1oo! District Starrford Unillersity NIlighboftlood organizations SeMce groups in community Media Ot.'>er cities Coo;nty Special d"rstric!s Stale and federal governmental agencies Non-prolit agencies League of CaI~omja C~ies vISitors 10 City Chamber of Commerce Centemial Committee , Attachment C