HomeMy WebLinkAbout0596.093"
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November 18, 1993
THE HONORABLE CITY COUNCIL
Palo Alto# California
!4 •• ign-priv.D Bu4g.t -Proposed ytiliti •• pap_rtF-pt lorwat
Members ot the council:
RePOrt in Bri. e
This is an informational report to the council. and requires no
action. The purpose of the report is to provide in£o~ation on
the changes to the organization and format of the utilities
Depart~entrs budget to reflect a Mission-Oriven Budget (MOB)
perspective. It describes the developmental process and
hiqhlights major areas of change.
'ackgropp4
Last June, council approved the concept of the Mission-Driven
budqat. Departments were directed to redesign the budget format
to focus on services and perrormance &ea~urements rather than
organizational structure. Success in this endeavor would produce
a meaningful document for the Council and the public.
The utilities Departm,ent is responsible fer-the acquisition and
delivery of water, gas, electric and wastewater collection
services and tne maintenance of the systems to provide these
services for the residents and businesses within the city of Palo
A~to. custo»ers receive one bill each month for these services.
Curre.~tly, the utilities Department is composed entirely of what
is known as Enterpr-ise Funas. These Funds are Water, Electric,
Cas, and Wastewater Collection. Each Fun~ is s~parate and
distinct from t.he other. Within each Fur,d are two parts, the
Operating budget and the capital Improvement Program (CIPJ
budqet. Administration for these Funds is in a separate
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Administration/Adminlstrative services Divisivn ~hose costs are
allocated to each ot the various Funds in the operating budget.
In total the Utilities Budget for Fiscal Year 1993-94 is over $91
million: Water $15 million (CIP $2.7 million), Elect~ic $54
million (elP $4.9 million), Gas $19 million (CIP $3.1 million),
and Wastewater Collection $9.3 million (elP $1.6 million).
Revenues tro. these Utilities services totaled $112 million tor
F"I 1992-93. According' to the enterprise methodol':Jgy, the
citizens of Palo ~lto receive a Rate of Return on the utility
inVefl.tRent. Ill. FY. 1592-93 this amounted to $9 million. In
addition, the Utilities Department pays the General Fund tor
services provided and rental ot facilities.
The Water, Electric and Gas Fund eperatinq budgets are in turn
each org4ni-i:ed into programs: Revennes, Bnqineering, Resource
Planning, Resource conservation, Transmission (water only),
Distribution and OpeLations~ Wastewater Collection is divided
into Revenues, ,Engineering and Operations. Administration
includes the Director, Data Services, CUstomer services (Office
and Field), and Meter Readinq~
The Capital Improvement Program (CIP), on the otber hand, 1&
organized into clearly defined and specific projects~ It
represents 12.6 percent o~ ~~e total Utilities budqet~ Early in
the process it was determined that the CIP already incorporates
the principle of MOB (with its focus on programs) and, therefor~,
would not be a tarqet for change at this time~ As tha new MOB
format evolved, it became clear that the elP would fit easily
into the newly formed functional area5~
A total of 200 authorized poSitions is divided between the
Operatir.q and CIP budqets. In some cases it is difficult to tell#
by viewing the budget document, how ~~ese employees are divided
among the various divisions or what programs or services are
provided to the customers of the utility~ In most cases
utilities staff is divided among the utilities Funds, which
provides far qreater efficiencies and cost-savings. The cross
traininq of staff allows for scheduling of work as necessary
between and within the operating and capital budgets of all the
F"Unas.
The chart of accounts mirrors this organization structure and
accounts for the dol.lars spent. However, tile link to the dollars
spent is not readily appa:rent, although the utilities structure
is designed to serve the public~ The Utilities Department has
always acknowledged the customer-driven focus of its many
programs and services, rates, and reserves policies. service
levels are very hiqh. and many programs are the best in the state
and nation and have von numerous awards. still the question
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surfaced as to ho"4/' well t.his infClrtnation 'Was con .... eyed to the
public.
The MDB format shifts the focus to the viewpoint of the custo~er.
It looks at services and proqrams rather than organizational
structure. It strives to answer the question, ~What is it that
the citizens/customers care about in regards to the utilities?-.
The second question, then, is how to convey this message to the
public in a clearly \L~derstandable format.
A team of managers representinq all the divisions and sectiens or
the Department formed the initial core qroup of 15. This group
in conjunction with the 01recto~ met on a we9kly basis to review,
discuss, analyze ar.d desiqn the format. M~mbers of this qroup
would return to their respective divisional qroups to repeat the
process and qain new and/or more input. It was a dynamic process
of qrowth. Ideas and concepts brought back to the main qroup tor
discussion and evaluation eventually started to take shape.
Staft from ~~e Fina~ce Department provided guicance and support~
Several years earlier the Utilities Department had undertaken the
writing o~ a. strategic Plan 'W'hich involved everyone in the
department. A synopsis of this plan, known as the Key Results
Areas is updated on ~ regular basis. This plan provided core
materiels for the MDB process and covered familiar territory.
Also developed was a list of customers of the department and a
list of the numerous activities performed by every division and
section (see Attachments C and 0). Review of the activities list
led to the development of the MOB Functional Areas. However,
much discussion wag held over whether the MD8 format should be
organized :by FUnctional Area or Fund. The standard definitions
did not seem to fit with the Utilitie5~ The tea. asked the
question, -What is it that the public is .ost interested to know
about the Utilities?-. After discussion and debate it was decided
to aaintain the separation of Funds as distinct and organize the
Functional Areas under each rund. This answered the first
question for the tea::a. Citizen/customers .. ere most interested in
water, electricity, qas, and wastewater collection. Atter this,
the HOB Functional Areas and the Major Activities starte~ to fall
into place~
This document prese.nts three Functional Areas. Early in the
process there vere sometimes three, tour and five FUnctional
Areas~ All t8am members recognized the customer focus of each
division and section and ~~e unique contribution of each division
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to the services provided. From the beginning the first
FUnctional Area, R.sour~e ~.q ... nt ~as vecy clear. Re~ource
Kanagemer.t focuses on providing the commodities {electric, qas,
and w~t8r) and the efficiency programs to meet the custo~erst
needs tor lighting. heating, washing, etc. in 3n economic and
satisfactory manner ~ Costs captured in this area would ans'W'er
the customer's question, ·~~at does it cost to acquire my vater,
gas, and electricity and use it ~ost etticiently?·~ The 24~5
staft members in this Functional Area hav& the primary
responsibility to ensure that wh9n the spigot is turned, and wh~n
tha Mwitch is flipped, and when the pilot l1qht is lit that the
leaat expensive commodity is there in SUfficient quantity,
quality and cost to satisfy the customer.
The second Functional Area v Di.~ributioD BJa~.. (Colleotion
Sy.t.. for w •• tevat.r Collection) resulted from the union of
enqineerinq and the operations and aaintenance activities. This
FUnctional Area focuses on how and in what way the commodity is
delivered to the customer or collected from the customer. With
the exception of a few prQjects, all of the Capital Improvement
Programs (elF} fall into this category. Costs captured in this
area answer the custo~er'a question$ -What does it cost to brinq
my water, qas, and e1ectricity and to collect my wastewater?~.
The 145 staff members in this Functional Area have the primary
responsihility to ensure that when the spigot is turned. and when
the switch is flipped. anQ when the pilot liqht is lit, and when
materials are sent down the drain, that everything travels
safely, completely and efficiently through the numerous mains and
lines of the distribution and collection systems~
Th. third Functional Area. support Servia •• and Rat •• , deals
primarily with direct customer requests for service and rates.
costs captured in this Functional Area ans~er the custoaer's
question, -What does it cost to process and respond to my
requests for service, bill me promptly. and charge ~e fairly~N
The 28 staff mambers in this Functional Area have the pria4ry
responsibility to ensure that when the spiggt is turned, and when
the switch is flipped, and when the pilot light is lit, ana when
materials sent down the drain, ~at it all happens in a way which
is satisfactory to the customer. They ensure that customer
requests for service are handled promptly, billlnq inquiries are
answered, and that rates are designed to ensure that there is
sufficient re~enue to meet all of the utilities financial
obligations whils minimizing the bill impact.
Each Functional Area answers the most basic questions for the
public and gives meaning to the dollars spent.
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Major activiti •• ana Iwplat M.a$Ur~
OVer 400 activities were identified early in the process~ These
activities were grouped loosely into major activit.ies, but the
Functional Areas we~e the first to form. Hc~ever, more wcrk was
needed to merg. these activities into majol:' a.ctivities within the
Functional Areas. At every S~6p the te4M worked to make sure the
major activities were understandable. The goal vas to intorD and
clerify~ Individu~l sections with the primary responsibility tor
the activity fine-tuned the ~jor acti~ities vithin the
Functional Areas~
The next step involved the impact measures. Once again, those
responsible for the service or pr09r~m were re5pon5i~le for the
impact .. asures. Some were easy, others were much h4rder. All
agreed that iBpact measures should focus on service; satisfaction
and reliability. Still, the Utilities Department provi~ed soae
unique ch~llenges~
In the Resource Management a~ea monies are budgeted on an annual
or sho~-term basis in order to gain lonq-term benefits~ The
aajority of ti8e is spent on long-term plans and negotiating
agreem~nts to turn these plan5 into a reality. Often plans are
desiqned to minimi~e the cost of resources over a period of 10 to
30 rea.rs. It is very likely that the resources recommended for
investment will be more expensive in the early years. However,
significant benefits are realized for Palo Alto over the lite of
the investment. The challenge wes to design meaningful annual
ispact measures tor acti ..... ities that will reap benefits over 20
years, even thouqh these activities will ~esult in a net loss
during the early years.
Another challenge centered around the Capital Improvement
Program~ Unlike many departments, a large portion of the
Utilities budget is devoted to Capital Improvement Projects. It
was decided to incorporate CIP in the HOB process, since it is so
significant. Many of the i~pact measures, though they appear to
reflect only operating issues, will result in significant CIP
work to aChieve the goal.
CoMlu.ion
staff believes that the proposed Mission-Driven Budget format
a,ccomplishes the goal of achieving a more meaningful format,
focusing on the multitude of services and programs provided by
the Utilities Department for the satisfaction and benefit of its
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.any custo.ers. Tnis report has been reviewed by the Utilities
AdVisory cocmission. statt welcomes any comments or .u9q.~tlons
which Council may have.
Respectt\;.lly submitted,
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ROSEMAR'l RALSTON
Utilities Administrator
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'lities
Attachments: a.
0.
c.
d.
Utilities Functional Areas and Major
Activities Chart
Utilities Functional Areas, Kajor Activiti •• ,
and Miseion state.ent&
Utilities List of CUstomers
Utilities Department List of Activities
Related Staff Reports: CMR:463:93
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(ATTACHMENT B)
UTILITIES DEPARThIE;>',
Functional Areas and Mission Statements
Department Mission: To a<:quirt and provitJ~ qUDlily ,osl-effective municipal
udlities to OUT L'urlomers.
WATER
I. Resource Management
To acquire and manage water resources and servicer to meet the needs of the
urility. people. businesses and institutions of Ih. City.
A. Markel Assessment and Forecast
To gather. IllUlJyU and forecast CUSlomer usage dma and mar""t
intellig.nce to prol'ide for :wundfinanci.al decisions. resource planning and
rntlTI<ding.
Impact Measure;
a} Maintain accuracy of annual load b.5e forecasts within _ %.
B. Planning and Analysis
To OIUlIyze and recommend portfolios of supply-and de11'.Q.nd-side
resources to meet customer needs in a safe~ TeL"able, adequarl!; cost-
4'«tive, and enyironm£nloUy soUl1(/ maraner.
Imp.ct Measure:
a} Advocate a portfolio of resources that cosls at least _ % less than
the default alternative.
C, Supply Resources
To aJUllyu. de~'efop and manage resource agreemenll in the besl long-term
inll?rests 0/ uriliry customers in order to provide flexibility. value. cost
savingl a."Ui dsk mitigation.
Impact Measure:
a) Negotiate water utility services agreements to provide $ __
greater value than !he default a1remative.
D. Demand Resources
To tUX[uire aJ/a manage reliable and verifiable demond-ride rerources for
the fnUll«ll benefit of customerr and the City of Palo Alto Utilitier through
the design and implementation of Demand-side Management (DSM)
programs and selVices.
Impact Measure:
a) Me.:! utility's annual quantitative resource load sbaping and
reduction goals.
E. Legislative and Regulatory Analysis
To protect and enhance Ihe interests of Palo Alto's wi!ity customers by
actively panicipanng in rhe legislative and regulatory areas.
Impa<:t Measure:
a) Realize • return of al tea.1 _ % on lbe sum of expenditures
intended to influence legisil1.tion and regulation.
E Research and Development
To improve the ql«llity olthe wilily rer,ice through deyelopmeru.
promodOll and understanding of new customer and utility technologies.
Impacl Measure;
a) To contnotlte to the development and/or commercialization of
new customer or generation technologies, new utility cost control
processes or new utility planning and service implementation
methods annuaHy.
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G. Customer Servk--es
To meet the needs and desires of Palo Alto Utilities and its customers by
delivering cost~ffective supply-and demand-side products and service.s in
a timely and satisfactory marmeT.
Impact Measure:
a) Meet or exceed a Satisfaction Rating of __ % a .. measured
annually by custom~r !nd/or client sur-veys.
2. Di stribution Syscem
To pllm. eJ1gineer~ operate. maintain and COllSlrurt impro\'emerus to the Water
Distribution System tluu ... iII provide our cUstomers wirh saft, economic and
reliable service.
A. System Improvements
To plan. engineer, and construct improvemerus to the Water Di.stribution
System to maximize system reliability for our custome~.
Impact Measures:
a} Replace deficient water mains per yearly goals of the
Infrastructure Replacement Program.
b) Construct improvements to pumping and storage facilities to meet
customer derr.ands.
B. Operations and Mai ncenance
To opeTate~ maintain tmd repair tire water dislribution system to ensure
safe. reliable and efficient delivery oj water ro our cust"mer •.
Impact Measures:
a) Comply "'ith all Federal and State regulations for
water distnou tion system operation,
b) Proac.tively maintain water distnbutian facilities to minimize
emergency related loss of service.
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C.. Customer Services
To sar4fy customer requests for Tt'View of custome,./development plans,
sen-'ict designs and insra/faJion.s.
fmpact Measures:
a) Revi.:w. comment and relurn customer/development plans.
b) Install new -.:ustomer services within established utility policy
guidelines.
3. Support Services and Rates
To respond to customer hi/ling inquiries and requests jar service in a
coordini1ud. timely manner and to insu.re revenue is Qvailable to .. lund aUllIility
fintlllCial obligations.
A. Customer Services
To pravlde timely con.nection. and disconr.ection services. respond 10
customer billiil/! i"'luiries. aNI promptly !1Itend to arher customer needs for
iliformation. illCh"Jing paymeru ass;$lanu.
Impact Measure:
a) Execule at least _ percent of customer-requested service
connections or terminations within hours of initial contacL
b) Number of field responses within _ minutes of CUSlomer
generated service appointments (appraximalely 32,OOO/year).
c) Number of incoming customer calIs answered within first
two rings (approximalely 45.000lyear).
d) Maintain delinque nl accounts of 3D, 60. and 90 days less
than _ percent, _ percent, and _ percent respectively_
B. Meier Reading
To obtain rime/)' and acCurate meter reading' on a monthly basis to allew
prompt utility billing and to p,.omote positive customer relations.
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I m pact Measure:
a) ---IS:umber Qf meren....r~~ __
Number cf meter re.der hours p,id
b) Maintain _ percent of meters read within 27-33 day period.
C. Rates and Reserves
To insure sufficieru revenue is generated 10 meet all financial obligations
.. hile minimizing the bill impact on ratepayer> through accurau design of
planned rate ciuMges, the prodelll UU! of CQJh r .. erves, ar.d appropriate
capital financing.
Impact Measure:
a) Percent Falo Alto residential rates below surrounding area rales.
b) Percent Rate Stabilization Re.serve above minimum guideline
level and percent below maximum guideline level respectively.
c) Average percentage rate change an!1ually over past S years.
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ELECTRIC
I. Reooorce Mar..agement
To acquir~ and manage ~nerlJY reJ()urcer and $trYice. 10 "Uel lhe nndJ of the
utility. people, busine" .. and institutions of the City.
A. Market Assessment and Fore.:asl
To gother. analyu and forecaJl customer US"!' data arJ ma.~1
imelligence 10 provide for round financial Jec/sionJ, rerourc, planning and
mtlrl:mng.
Impact Measure:
0) Maintain accuracy of annual load base forecasts within:
_:I for eleetric demand
_:I for electric energy
B. Plannill8 and AnalyJio
To anaJyu and recommend portjalios of supply-and tkmand-sitk
1Uource. ((J mea amomer neMJ in a safe. reliable. adequate. cost
ejfeai .... and tIWirorrmenta/1y :round manner.
Impact Measure:
a) Advocate a portfolio of resource. thaI coslS .t least _ % less than
!he default alternative.
C. Supply Reooon:eJ
To analyu, tkvelop and manp.ge resoUTC~ agreemems in the host kmg-ttrm
iN.rests of uIility <ltSlomen in order /0 provide fttxibility. ~. cost
soving. arul rislc mitigorion.
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Impact Measure:
a) Negotiate electric utility services igreements to provide S __
greater nlue than the d:fauit alternative.
D. Demand Resources
To acqwre and manage reliable and verifiable demor.d-side resources for
rhe munwl benefit of CU$1omers a'lt! the City of Palo Alto Ulilities through
the <usilfn and impleltl4nUl/ion of Dema'lt!-side MtJTIlJge""'N (DSM)
programs and services.
Impact Measure:
a} Meet utility'. annual quantitative rescurce load ,hapi., and
reduction goals.
E. Legislative and Regulatory Analysis
To protea and enhance Ihe IN.rests of Palo Alto's utilily cwtomen by
actively participating in the legiJlDtivt and regultJlory areas.
Impact Measure:
0) Realize a ",turn of at least _ % on the sum of exptlIdill>leS
intended to influence legislation and ",gulation ..
F. Research and Development
To improve the qualiry of the utility strvice through dtvelopmenl,
promotion and UIIdmtoNfi"g of new customer and utility technologies.
Impact Measure:
0) To contribute to the deyelopment and/or commercialization of
new customer or generation technologies, new utility cost control
~s or new utility planning and service implementation
melhods annually.
G. Customer 5..-rvices
To meet the need, and desires of Palo Alto Utilities and its customers by
delivering cost-effective supply-and demand-side products and services in
• timely and satisfactory manner.
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Impact Measure:
a) Meet or exceed a Salisfaclion Rating of __ % as measuf'"'....d
annually by custome:r and/or clienr surveys.
2. Distribution Sy.tem Manog:ment
To design; const11J.ct. operaJe. maintain, and improyt' the Electric Disrribwiol!
System to ensure adequate. saft. economic. reliable, en .... i.r\JnmemaJly sound,
and ejficienJ tklivery of serviet to our custome,...
A. System Improvements
To design arrd .:onstruct impro,,,"eme1Us 10 the electn"c system IO meet l~
mission.
Impact Measure:
0) Maintain a pole replacement program targeted to • _ year pole
replacement cycle.
b) Expand substation and sublIanmission capacity to maintain a
"single-contingency DO-Outage" ability.
cJ Convert overhead facilities to underground at a capi:al
expenditure rate of _ % of annual gross electric revenuel!.
B. Operations and Maintenance
To optrale and maintain tM electric distrilx4ion rystem 10 "",.t the
missiofl..
Impact Measure:
a) Maintain a reliability factor of_% or better. (customer
minm... energized divided by toIaI customer-minutes)
b) Respond 10 unscheduled outages in _ hour or less.
C. Customer Services
To provide ti"",/y technical i1ifonMlioll 10 customer inquiries about eltctric
system and electric distribution syslem issues.
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J mpa::l Measure:
a) Respond to all customer inquiries for information within ~
houn.
b) Meet _% of customer ser .. ice request dates.
D. Support Services
To pro,'id~ services, beyond Ih~ electric pewer system, 10 suppon Utilili ••
and City missions.
Impact Measure:
8J Maintai. a _% s~t light operation standard. L lights, no
more than _ out at .ny one time)
b) Maintain _ % safe operation of signalized intersections.
c) Maintain a _% reliability of the broadband system.
3. Support Services and Rates
To rupond to customer billing inquiries and requests for service in "
COOrd/lSbleII, timely 1nQIIMr and 10 insure revmue is available 10 fond ali urility
financial obliBations.
A. Customer Services
To provide timely cOllJUctjor. and disconnfClioTl "",iet., rupor.d to
CUStomer billing Inquirie., and promptly tlJIend to other custo"",r needs for
information, including paymelll CSS'SlCUlC'.
Impact Measure:
a) Execute at least _ percent of customer-requested service
b)
c)
connections or tenninatians within bours.
NumbeT of field !Osponses within minutes of customer
generated service appointments (approximately 32,OOO/year).
Number of incoming customer calls answered within
first two rings (approximately 45,OOOlyear).
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~) Maintain delinquent accounts of 30, 60, an~ 90 days less than _
percent, _ percenl, and _ percent respectively.
B. Me!er Reading
To obtain timely and accurate meter reatfJngs on a monthly htlJis 10 allow
prompt utility billing and to promote positi'" CUJtOf1Ur !'.laJiens.
Impact M .asure:
I) N!.)mber of meters read
Number of meter reader hoon; paid
b) Maintain _ pernent of meten; read within 27-33 day period,
C. Rates and Rese!'Ves
To ins",e sr4ficient revenue is generated to meet all financial obligations
while minimiV1l8 the bill impoct on raJepayers through aCCUTOle d .. ig. of
plmrned Tale change", the prudent use of ca.sh '.serves, tvtd appropriaJe
copiUlJ financing.
Impact Measure:
.) Percent Palo }Jto residential raleS below PG&E rates.
b) Percent Rate Stabilization Rose"'. above minimum
guideline level and percenl below maximum guideline
level =pectively.
c) Average percenlsge rate change annually over past S years.
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GAS
Re<Jource Management
To acquirt and mannge 8<ZS reSOurces aNI services to meet the rueds of tlu
I8iliry, ptopk, buslnlsses aNi il1S/itutions oj'lM CiIy.
A. Market Assessment and Forecast
To lalMr, arulyze and forecasl Customer usog. data and morlrn
im.lli,Dle. to provid. for souN! ji!IIUU:iaJ dtcisioll.S, Ttsoure. planning and marWfng.
Impact Measure:
A) Maintain accuracy of annual load base forecasts within _ ',\;.
B. P!nming and Analysis
To anaIyu and TtcOMJrleNi portfolios oj SlJI'ply-and dmtand-sUh
resources to meet cust(H1Ur rued.r in 0 S<ffo, relUIbk, tJd<quDIe. Ct1$l
ejfoctive, and OIviro~1llalIy sound 1ODII1Ier.
Impact Measure:
a) Advocate. ponfolio of resotJrce<J that costs at least _ ',\; less !han
the default alternative.
c. Supply Resources
To (lIIaJyU, develop and manage r .. oure. agretrne1ltS jn 1M be., 1cng-t.rm
jllUTe.!t.J ojl8ility ClUtom.rs i" Grd.T to provide/ltxibiliry, .olue, COst
savillgs and risk mitigatio1l..
Impact Measure:
I) Negotiate gas utility services agreements to provide $ __
greater value lban lbe default alternative.
II
D Demand Resources
To acquire and manage reliable and verifiable demand-side resources for
the muIua/ benefit of customers a'uJ the City of Palo AilO Utililies through
the design and implemenlaJion of Demar.d-side ManagemelU (DSM)
programs a.tzd sen'ices.
Impact Measure:
a) Meet utility's annuaJ qUHl'1titative resource load shaping and
reduction goab.
E. Legislative and Regulatory Analysis
To protect and enhance the interesls of Palo Alto's utility custome .... by
actively panic/patin. in the legisl'11/ve and regultuory areas.
Impact Measure:
a) Realize a relum of at least _ % on the sum of expenditures
intended 10 influence legislation .!:Id regulation.
F _ Research and Development
To improve the qua/iry of the utility servia t!vough development.
promoriOll and understanding of new customer and utility technologies_
Impact Measure:
a) To contribute to the deveklpmenl and/or commercializalion of
new customer or generntion technologies. new utility =t control
processes or new utilit}, planning and service implerraentation
methods annually.
G_ Customer Services
To meet the needs and desires of Palo Alto Utilities and its customers by
delivering cost-effectiv •. supply-and demand-side products and services in
a timely and satisfactory mantler.
Impact Measure:
a) Meet or exceed a Satisfaction Rating of % as measured
annually by customer and/or clienl surveys.
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DiSiribution System
To pian. enginetr, operau. PnIliruain and COl!Jll1Jct impro\'el'i~"Js /, the Gas
DiJrribwio'1 Syst~m thai will provide our cus(om~"s with safe. economic and
reliable se,...·ic •.
A. System Improvements
To pw.. enginter. and cOlUlru.."t improvemerus to the Gas Dislril>uJiOfl
Syst.m 10 maximize syst.m reliabiliry for OUT customers.
Impact Measu ... :
.) Replace defi"","t gas mains per yearly goals of the Infrastructure
Replacement Program.
b) Construct improvements to receiv;ng and remote sensing facilities
10 ensure adequate gas suppl~.
B. Operations and Maintenance
To operate. moiruai" and repair lhe gas distribution sysron 10 ensur. sqfo.
reliabl. and ejfici.rrJ tf.li~.ry of gas to our cu.rtomers.
Impact Measure:
.) Comply with all Federal regulations for gas di3uibution system
operation.
b) Proou:tively maintain gas distn'bution facilities to mi ninrize
emergency relaWel loss of service.
C. Customer Services
To satisfy CUS1o~r nqwsts for review of crmomerldevelopmeru plans.
service designs and Instailations.
Impact Meas=:
.) Review, comment and ... turn customerlde,e1opmen! plans.
b) Install new customer ..,,,ices within established utility policy
guidelines .
13
3, Support Ser,;ces and Rate.
To rejpand to customer billing inquiries and requests for service jn a
coordinated, timely 1rUlIU1P.r and 10 iruure revenue is available 10 fund ali Clmr)'
financialobligarioltS.
A. Customer Services
To provide timely conneroon and "{!Connection services, respond :0
customer billing inquiries, and promptly attend to Other customer needs for
injonntJtil)n, including paymmr assistance.
Impact Measure:
I) EXeC1Jte at lease percent of customer-requested service
connections or terminations within hours of initial comacl.
b) Number or field responses within _ minutes of customer
generated service appointments (appro<imately 32,OOO/year).
c) Number of incoming cuSiomer call. answere<! within first two
rings (approximately 45,OOO/yearJ.
dJ Maintain delinquent accounts of 30, 60, arod 90 days less than
percent, _ percenl, and _ percenl respe.:lively. -
B. Meter Reading
To obtain timely and acCUT/lU merer readings on a monthly basis to allow
prompt utility billing and UJ promote positive cu.rtomer relations.
Impact Measure:
0) Number of meters read
Number of meter reader hours paid
b) Maintain _ percent of meters read within 27-33 day period.
C. Rates and Reserves
To insure sufficient revenue is generared to mut aU financial obligations
whil. minimizing the bili impact on rare payers thro"gh accurate design of
14
planned Tau changes, rhe prudent US~ of CtlJlt ,..serYes, and appropn·au
capital financiJlg.
Impact Measure;
oj Percent Palo Alto residential rates below PG&E rate,.
b) Percent Rate Stabili"'tion Reserve .bove minimum guideiine
level and percent below maximum guideline level respcctiv.ly.
c) Average percentage rate change annually over past 5 years.
WASTEWATER COLLECTION
I . Collection System
To plan, ",gf",." ope'Ilu, mai1!l<Zin and COnstnlct improvemmts to the
Wasrewattr Distribution System thm will providz 0ItT customers willi soft,
economic and rtliabk service.
A. System Improvements
To plan, 'Jlgin,er, and constnta improvemelUs 10 the Wast~
Collection System to nuuimiu system "liability for 0lU C"JUtomen.
Impact Measure;
a) Rehabilitate! Augrnem deficient wastewater mains per yearly goals
of !he InfrulnlCt1m Replacement Program.
b) Construct improvements to pumping and access facilities to
ensure ~ system capacity.
B. Operations and Maintenance
To operate, mailUaiJl and repair the wastewater collection system to .1l.SItn
soje, ,.liablt and ~cl.ru wastewater collectioJl.
15
=
..... "'-.:,
. f,--
Impact Measure:
a) Compl)' with all Federal and State regulations for wastewater
collection system operation.
b) Proactively maintain th~ wastewater collection system to
minimize emergency related failures.
C. Customer Services
To satisfy customer rtQU4sr. for re'';ew of cw;tomerld,,'elopmelll pla'lS,
service <hsigns and instaJlotjons.
Impact Measure,
a) Review, commer.t and return customer/development plans.
b) l".stall new customer scrvi"", within established utility policy
guideline.
2. SUJlIXlrI Services and Rate.
To nsp<md U> customer billing inquiries and reql:esr./or .aviet in Q
coordirrated, timely "'''''''''' and 10 insure FeY""te is a"affable to fimd all utility ./inoncitJ/ obligadmu.
A. Customer Services
To p."'IY!Iith timely cOllMction and disconnection services, respond to
customer billing inquiries, and promptly attend /Q other ClUtomer needs for
injormtJtion, i'!eluding poy",elll assiSlance.
Impact Measure;
0) Execute at least _ percent of customer-requested service
connections or tenninalions within hOl.ln of initial contact.
b) Number of field response, within minutes of CUstomer
generated service appointments (approximately 32000iyoar).
16
j" .
,-.....
c) Number of incoming Customer calls ansv.'cred within first two
rings (approximalely 45.000/year).
cI) Maintain delinqueOl accounts of 30, 60, and 90 days less than _
percent. _ percent, and _ percent respectively.
B. Rues and Re."rves
To insure sl4f!icitllt Ttvt1UJ4 is g.~rlJJ.d to mtet all financial obulIOIions
w/lik minimizing 'ht bill impact o. rottpaytrs through "<curatt desi8. of
plimMd rat. duu:ges. tht pMldt7ll USt of cash restrvu. aJ>d appropriate
copilal financing.
Impact M ... ure:
IJ Percenl Rate Stabilization Reserve above minimum guideline
level and percent below maximum guideline level respectively.
b) Ave"'ge percentage rate change annually over past S yean.
17
(AITAClL\fENTC)
CIlY OF PALO ALTO UTILITIES
CUSTOMER J CLIE!"
LIST
~Cus-tom-«r. One thai purchases. co:n.modlty or service."
·Cli-eu:: One who e:r:.pges the profesttunalltdvice or services of Illotlk.r .• s-..: ..--, . __ ~ ~' .1_
CUSTOMERS:
The owners, tenaAts a.,d managers of Res:idential. Comme,ci.aI, !ndustrial ar.d Institutiooal
property, facilities .nd business enterprises within Palo Alto who pay utility bill •.
Cily of Palo Alto Phlnning, Fire, Police, Information Resources, Public Works and Finance
Departments, Palo Alto Cily Councll, Palo Alto Utilities Advisory Commission. Palo Alto City
Attorney's Office. Cily Manager's Office
CI..IEN1'S (External): •
California Energy Commis.sion
Department of Energy
California Department of Transportation
Transml.s.on Agency of Northern Calif.
Federal Energy Regulatory Commission
American Gas Association
Gas Reseoreh lmtitute
Department of Wller Resources
San Francisco Water Department
Comminee for WOlI!r Consensus
Santa Clara Valley Watu District
Energy Infonnation Administration
California Municipal Utilities Association
Pacific Gas and Electric Company
Amcri<:a., Public Power A uociatiOil
Western Area Power Administration
Electric Power Research Institute
California Public Utilities Commission
Northern California Power Agency
American Public Gas Ao.sociation
Bay Area Water Users Association
Calif. Urban Water Conservation Councll
American Waterworks AssociatiOll
California Urban Water Mgmt. Counell
Envi."'OnmentaJ Protection Agency
Western Utilily Consortium --
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(ATTACHMENT 0)
UTILITIES LIST OF ACTIVITiES
I. RESOURCE MANAGEMENT
Prepare and distn""te targeted newsletters
Perfonn market res¢arch
Develop and distribute factsb •• 1S about technologies (bow to sel.ct, whee. to buy.
bow to install)
Perform cuslomized audits of home/busin.",/multi-faroily housing energy use with
conservation recommendations
Perform customiud audits of hoMc/business/multi·fami!y housing water use with
coac.ervation recommendations
ManAge iQWI inte~est loam for energy efficient leehnology .iru.lallations: (attic, waH,
floor insulation, solar syst.ms)
Dev.lop and administer rebate programs for water and energy efficiency far
bomes/businesses/multi-family housing units
Research outside financing options to assiSI busin .... s ",ith energy and waler
efficiency installations: (Slate fundins. grants)
Make classroom presentations on utilities resource conservation topi;:s
Provide educational materials and other runiculum assistance 10 teachers
Provide science. demonstration Unltl 10 schools
Attend career days and environmental days al schools
Support Eanb Day (literature distnootio!l)
Perform feasibility studie,
Co-sponsor worksbops wit.~ other agencies: (hospital water efficiency with Mountain
View, energy efficiency with ABAG)
Provide tedmic.al assistance to customers
Maintain equipmenl inventory for customer I<>ans: (light meters, portable electric
meters, sampl .. of .nergy efficient technologies)
Water and energy .fficient technology research
Water and en",&>, efficient technology ocmonstration projects
Inspect installation of energy efficienl technologies
Present educational workshops
Develop and prepare tducatiooal materiali
Speak to community groups
Male. presentations to suppliers
Create special events
Sponsor pester conlcsts
Manage dJ-oughl coose",at;on programs
Design, implement and eyaluate programs
Notify public of issues {i.e. lurbidity in water, lead in water, electrical safer" gas
safety)
Coordinale ",oJuntee r effort
Coordinate inte m progra.ms
Develop and supervise installatio!1 of a water efficient d~monstra[ion garden
Hire, train, appraise 5taff
Train teachers
Provide teacher scholarships
Perform englneet'ing anatysis of energy efficien<:y trnprovemenu
Sponsorship of training
Develop and maiJltain energy ma.Tlagement network
Coordina(e consultant effort 'With customers
Evaluate load management programs
!-donitor or.her utilities' pwgrams.
Monitor legisjation affecting energy and water conservation programs
Share liter3t'.lre with agencies and utilities nationwide
Suppon City-wide water manage ment commiltee
Develop integrated resource plan to coordinate supply with collSe ...... "ation
Maintain a resource libraI')'
Develop City ordinances
Review commercial/industrial landscape plans for WlUer efficiency compliance
Review commercial/industrial remodels or new building projects for energy efficiency
options
Enforce emergency and Jong-term "'"3.ter use ordinances
Mainwn awards program for customers who have conserved energy or water (solar
design. energy efficiency projects, water consetvation)
A_55 power factor/power quality
Develop case studies
Q.]culate bill cr~ts for Thermal Energy Storage and Load Management
Provide customer service through ... igned advisors
Establisb and maintain """ome! database and mes
Record and analyze customer load profiles (end-use and premise leveis)
Prepare, distn"bute, update UJ!1ities Desk Reference for large customers
Prepare monthly detailed report for NCP A invoice reconciliations
Prepare monthly summary report for internal budget tracking
Prepare quarterly [epm' to make NCP A purchase budget adjustments
Prepare annual repa" ;0 upper management a..'1d the Utilities Advisory Commission
fThis report is the basis for mandatory filings to va.-ious agencies)
Review Stanislav River flows annually
Forecast the calaveras Hytiroelectric Plan,', energy output for dly and average waler
conditions
Prepare Calavern> Project production coslinB mootl
Review NCPA budge, to .. sure equitable treatm<:nt in the NCPA power pool
Review Calaveras Project proposed enhancements 10 protect the City's righ!S
Inform and solicit the opinion of Palo Alto customers regarding continuing with the
Ramsey and French Meadow en.hancement
Review NCPA ac(ounting procedures which determine fixed and variable costs (or
each NCPA resource
Review NCPA hudget to insure that Palo Alto'sshare of NCP A expenses is equitable
'-.,.,...-.. _ ...... ---
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Review NCPA f'ooJing Agreement and Pooling Schedules
Determine operating inlpact of short-term and economy purchases on o,,",,'tlload cost
Develop an .quitabl. method to allocate Western ",paci!), COSt amongst NCPA
interconne<:ted members before adoption of tbe NCPA Pooling Agreem~nt
Review NCPA ammaJ transfers to insure fair treatment to all pool members
Deterrn;ne impact of NCPA transfers on annual load managemem operating plan
R .. .;ew NCPA l>iennial transfers
Prepare an annual report comparing the benefits and costs ofindep"ndent scheduling
YS. those from NCPA pool scheduling
Participate in the NCPA Technical-Fa<l1iti.s and Pooling Committ.es
Participat. in the en.rgy EfficienC)l Commiltee, the Pooling Task Force and FaCIlity
Operating Groups
Review and comment on T ANC Participation Agre.m.nt No .•
R.view and comm.nt on CaJjfornia-Qregon TranmUssion Project (COTP)
Participation Agre~ment
Review and contlD.nt on Coordinated Operations Agr •• ment (COA)
Revi.w and comment on Proje", layoff Agreemom (1'lA)
Review and comment on Ptoject Operation and Maintel1llDce Agre.m.nt (POM)
Ponicipate in the TANC Contract Committee, th. SOT and CTAS n.gotiating
teams, and provide addi;ional suppon as needed
Review studies leading to COnst!UcliOD of tra1'..smissioD lin. thaI w-J1 access the
Southwest region
R.view and analyze bylaws for We'tern Aswc'",tion for Transmission Syst.ms
Coordination (WATSCO)
Recomm.nd WA TSCO action/participation by Pala Alto
Review Western's 1993-98 rate structure proposals to mjnimize Palo Alto·s power
porch ... ", COS!
Col%lIMnt DD West.rn'. post-1m Marketing Plan wben avail.ble. IDI .... ene if
necessary
Comm.nt on draft for Western·, F.nergy Planning and Managemenl Program
(EPAMP)
Monitor Western and PG&E·, on-going n.gotiations to revise the 2948A Contract
Develop a strategy and a position on the issu •• and advise Western
Defin. NCPA and NCPA m.mbers r .. clion to We.tern', Marketing Plan and lobby
membtrs to re.!pOnd in • manner consistent with thaI of Palo Alto
Monitor and participate in Western', Integrated Resource Planning Model proj.ct
Participate in West.rn's Customers Technical Committee, the CVP Customer
Committee, and the CVP TaskForce
Support EIecI1ic Power Research Institute', (EPRI) tangibl. BC'Jvilies, tl;k. advantage
of pilot programs, and use available software and matching fund conc.pt
Co-fund EPRJ studY to determine the ben.fit of distnbuted g.n.ration in Palo Alto
Perform an annual review to determine the benefit of being an EPRI member
AcquiM EPRr. support 10 enhance software mod.1s used to develop the Int.grated
Resource Plan
Provid. CMUA leadership on demand-side management by rontnbuting time and
personn.1 10 develop and implement the CMUA Energy EfficienC)l Plan
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,.
I ,
-.,.,;
Participate in CMUA's efiorts to develop an integrated resource ptan modeling
techniques
Provide CMUA leadership and sllppon to develop FAREC4.L (Financing Asen<y
for Resource Effidenc), in CaJiforrJa)
Maintain current level of APPA activities
Participate in Santa Clara Fuel CeJl Demonstration Project
Participate in the Fuel Cell Commerda!ization Group (FCCG) Board of Directors
Participate in [he FCCG Modet Contract Committee and the System Planning
Committee
Determine the proper participation level, costs and benefits or participating in ;he
following NCPA resources: The Seattle City Light Ex<hange Contract, The
SUG Project, The Calaveras Enhancemen~ Economy Energy (as needed), and
The 2 MW Molten Carbonate Fuel Cell (MCFC)
Keep abrea>t of the situation in the North West. Study the viability of making
capacity for energy and energy for energy transadinns
Determine surpius resources and analyze the value of making bilateral trmsfers wlth
otller NCPA members vo","s making transfers through 'he RAM model
Define impact on system a\leT:lge rates and revenue requrrements due to acquisition
of specific resources
Enhance the financial and rate modules to MIDAS to make it capable of measuring
impact on rates for the various consumer sectors
Improve DPL model to provide for a direct bnk to tile MIDAS model
Improve DSManager mode! by revising load ,bape impact data of DS measures
Develop an objective function and strategies for the 1994 Integrated Resource Plan
Develop procedures and computer modeJ. 10 .=rately measure tile performance
of DSM programs. Use results 10 improve tile design and implementation of
DSM progr31ll5. Evaluate pilol program results.
Develop annual load management operating plan
Researc:b the issue of externalities and make recommendation to the U AC prior 10
the .taI1 of the 1994 lRP
Design the 1994 surveys of ele(:tricity. gas and 'Q.'31er cO!1Sumption to determine
changes in end-use "anems needed for load forecasting and DSM programs Wrile
ead-U5e survey repon for til. CEC and NCP A
Develop computer forecasting model for the City's industrial custome" 3nd stay
cu.rrcnt with end-use modeling techniques for residentirJ and commercia1
customers
Perform 2G-year foreast using Com,nOD Forecasting Methodology (CFM) for
submittal to tile California Energy Commission (CEq
Use CEC 2O-year load foren" far PG&E's binding forecast purpose.
Perform shon-term load forecast (2 years) for budgeting purposes
Perform Financial Forecasting
Develop a budget for the electric utility/energy planning section
Prepare quanerly repert for .uhmittal to CEC
Prepare and submit SIC COOe accura<y report to CEC (biennially) by 1993
Perform study to aid in the development of seasonal and time-of-<lay rate>
Comment on bills being introduced at the State or Federal level
Monitor Federal Energy Regulatory Commission (FERC) Cases
Monitor California Public Utilities Commission (CPUC) Cases
Attend monthly Bay Area Water Use .. Association (BAWVA) Board meeting' and
quarterly Membership meetings, and hay'! representation on the following
~ommittees: Coruervation, General Manager Hiring, and Settl~ment Di~inr.entiv:
ComJnimecs
Attend mODthly ·Suburban Rf:presentativc" meetings at San Francisco Water
Depanment (SFWD)
Represent Palo Alto and support BAWUA and S~D, as appropriate, to regulatory
bodies to protect our intercs!.S in SFVID water supply
Prepare detailed mon1.1y report to identify and correct hilling mistakes and to track
drought-ti:ne consumption ""I>US allocation to avoid expensive penalties
Prepare quarterly reports in order to make proper adjustments to the budget
Prepare annu aI reports of actual supply reiated ",,15
Attend R WQCP partners meetings to represent tile Water Vtili:y
Attend Task Force on Reclaimed Water meetings to represent the Water Utility
Allend Wate, RetaileI> Committee and Water Supply Subcommittee of SCVWD
Pmicipate in various California Urban Water Conservation Council com:nittees
regarding State guideline. on water issues sucb as polici .. regarding Be.t
(Conservation) Management Practices and policies OD the use of gray water
Study all existing and emerging potential water supply options
During drough~ prepare staff reports apprising Cound.!/V AC of water management
plan .tatus
Evaluate DSM options, em!, potential, and te<hnical feasibility for inclusion in the
IRP and to develop program guidelines where apprOpriate
Prepare short-term and IO-year foreast> of water conswnption and commodity
pricing
Usc the IO-y"", water financial forecast mode! to detenniae tbe impact of various
consumption, pricing. and supply ",",es
Detormine t~ best water resource mix for the lowest Total Resource Cost
Modify the production ""t model as re<j'.lired
Complete Deterministic Phase, identify viable resources
Complete Probabilistic Phase, determine tile probability of events, ""IS. etc
Recommend plan for waler resource mix
Participate in various agencies and industry groups related to water issues to assess
impacts of legislation, regul£ti()n or initiatives
Develop the Water Resource planning budge~ incJ.ding tile budget for water supplies
Attend California Public VtHity Commission (CPUC) hearings as needed
Keep current on intrastate transportation, storage. interstate capacity rights, etc.
through consultant and staff analysis. Review and modify testimony, commer,15
and o.her correspondence pr"l"""d by consultant> to represent the City to the
CPVC
Stay abreast of Federal Energy Regulatol)' Conunission (FERC) rtgulations, via
attendaner, wltSultan, correspondence, and other means specifically related
to POT, E! Paso. and Mojave FERC filings
Contract and monitor gas consultant activity and bill ing as Deeded
.',
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~-: ." '" '~.~-::.
Track daily gas coru.umptbn and schedule proper supplies. to meel nf"eds
Administer present contracf for supply deli'w'eries
Prepare an RFP. evaluate proposah and setect a supplier for gas supplies beginning
ia August of 1993 L'"ld extending to POT capacity rele~i['lg or beyond
Prepare detailed mont}1Jy report in order to identify anij correct gas ~uppijer billing
m.i.sta1cf:S and to track supply and transportation costs
Prepare quarterly reports to make adjustments to the budget
Prepare annual reports 10 present upper management and elected officials of actual
supply related cost;
Develop Gas Supply and Transportation Reports for management transportation and
Evaluate gas DSM options COSl,. potentiai, and technical feasibility for inclusion in the
IRP and to develop program guidelines where appropriate
Prepare short-term and l~year [o,e""'ts of gas consumption and commodity priciog
Use me i~year gas financial forecast model to determine the impact of various
consumption, pricing, and supply mixes on the financial status of the gas utility
Determine the best gas resouue mix based on a Total Resource Cml criterion,
including: Develop and test a Total Resource Cost modeL Complete De!erministic
Phase (identify viable transportation resources). Complete Probabilc"Jc Phase
(determine !be probability of events, costs. etc). Recommend plan for
transportation of gas, and Recommend a gas supply mix
Develop gas ,esource planning bud,." especially the budget for €3S transponation
and supplies
I
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II. DISTRIBUTION/COLLECTION SERVICES
"Sweep" (fest, Cali!>rate & Maintain) COAX System
Maintain & test COAX p<lwer ,u pplie,
Update traffic signa!. coax and flU prints for mapping and reference
Install new hardwired communications
Install and maintam GIS and LAN
Test, repair and repla"" circuit !>cards (Shop Day)
Replace or repair !1afIk signal knock-downs
Test, maintain and calibrate RTU'. for SCADA
Repair and maintain Substation telephone network
Check COAX and prepare FCC mandated leakJlge reports
Locate .md mark facihtic5 per USA requirements
Maintain and repair [faffie signal loops
Relomp traffic Signal:;
Upgrade existing OH & UG service,
Install and teSt se<ondary UG services for new construction and remodels
Rep1aa: dangerous pole,
Replace knod<-downs and associated equipment
Install new communications cab1e
Replace failed underground switch ..
Conduct UG maintenance program and document
Replace failed elbows on UG system
Repair or replace streel light heads and equipment
Replace small OH & UG distnbution transformers
Repair annual GO-95 inspection infractions
Storm damage & emergency repair of electrical system
Perform monthly and weekly reading> and document
Test, maintain and repair power transformers
Te,t, mamtain and repair OCB'.
Test, mamtain and repair ACB's
Test, allgn and repair substation switche,
Test o.nd prepare new distn'bution transformers
Qed<, Ie$! and repair old distnbution transformer<
Cbeck, tesI IUld maintain substation capacitor banks
Install :md maintain meters for service upgtades
Disconnect and repair meters far service change,
Test, repair and calibrate electric service meters
Te,~ repair, cahbrate and install protecti, .. relays
Respond to eme"gency main and so,,';ce breaks
Tesr and caiibrate large meters
Exchange and repair small meters
Assure appropriate backflow prOlection on water connections
RepaiI and bill damage by third pany
I I Flush water mains
Inspect and repair valves
Repair hydran,
Install new sC=Ivice connections
Maintain compliance to E.P.A. and S.D.H.S. Regs. and [e~ting rcquiremenL'i
Maictain the standby wells
Maintain the receiving stations
Maintain the Foothill Booster and Reser .... oir system
Maintain the [cIemctering equipment
Maintain the pressure reducing stations
Maintain Division owned equipment
Respond immediately to gas mair. and semce leaks
Maintain gas meter exchange program
Main and sclVice replacement
Comply ""itb D.O.T. regulations
Operate and maintain the Gas Rec-eiving Station
Maintain the gas remote sensing units
Supe~ gas ieak !.urveys
Maintain lile telemetering equipment
Maintain emergency response to sewer main and lateral stoppages
Perform preventative sewer main cleaning
Perform sewer main repair
Perform sewer latera! replacement
Perform manhole repair and replacement
Perform sewer :Iean-oUl repair and installation
Operat. and maintain Pump Station
Perform root treatment in sewers
Perfunn T.V. inspection of sewer mains
Keep up on legal requirements and safety issue,
Meet customers at the oounler
Revise customer service manua.I
Evaluate, PW~. train on estimating softlNare
Deal with irate customers
Review plans and submittals
Write letten asking for more information
Meet with develope"
Answer questions about power quality
Answer questions about EMF
Perform EMF field measurements
Size transform""
Size cabl •• and conducto"
F1cld cbeck existing conditions
Inspect work performed by contracto"
Inspect work performed by City crews and =Iomer;
Troublesboot business and bomeowner problems
Explain Rules & Regulatjom
Explain and apply National Electric Code
Keep records of work planned
Schedule work with an invoho'ed
Review subdivision plans
Review custom~r site plans
Design on-site' electric di5-t."ibution
Write specifications for l;-ansformer5
Review transformer de5ign su.bmittals
Review the existing system
Design 4kV to 12kV conversions
Think abcut things needing improvement
Prcpar~ drawings for .. ork needed
Analyze electrical loads
Layout distnbution sysum improvements
Prepare estimates (formal) for work
Develop specifications
Develop bid packages and Rfp's
Review bids, proposals, quotes
Write cm's
Attend meelings with otber depanments
Coordinate with other departments
Develop budgets
Negotiale with (onsuJtanrs
Process contracts
Assist with capital asset system
Administer contracts
Interface with CPUC activities and Genera! Orders
Maintain contact with EPRI, APPA, CMUA, other utilities
Process invoices for work
Analyze outage information for '2U.<e
Develop computerized database3 to aUlomate record keeping
Draw and CAD maps and cimIits 10 automate
Evaluate power factor and capacitor installation
Track transformer, poles, and switches by age to prioritize ... placements
Computerize ele<:trlc meters to allow wier searching of records
Evaluate transformer loading
Enmine ""ltage recordings for power disturbances
Evaluate curreDt recordings for transformer replacement
Coordinate underground conversion with Pacific BeD and CATV
Meet with customers regarding underground conversions
Prepare staff reports and ordinances
Design underground duct systems
Specify vaults, cable, and conduit
Send leners to customers keeping them informed
Develop computerized datab ..... to track progress
Meet witb contractors
... "',
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Inspect COntractor wNk
Coordinate wi~h Operations
Develop specifications and hi d packages
Review and evaluate bids
Handle contract preparation and approval
Ad minister contract
Send bills to Pacific Bell and CATV
Process contractor kID'oj ces
Develop COSt estimates for each serv;ce conversion
Design ~treel iighl and communication conversion
Deal v-ith customer complaints
Analyze load data
Meet with Operations
Review outage information
Perform coordination studies
Design control circuits and systems
Order materials
Write specifications
Review submittals
Negotiate contracts
Review contractor work
Review drawing submittals
Perform load flow and fault analysis slUdies
Design substations fences
Meet with ARB & Planning Commis.~on
Attend City Councll meetings
Work with WOW Teleme'ering system design and installation
Design SCADA installations
Design control additions
De.!ign exte.,.io", to «>ax and bardwire
Perform comJll!ter simulations
Creat. drawings and databases for system de<igo
Meet with vendors of .equipClenf
DisaIss system with City departments
Specl'y O<juipmem
Develop specifications for components
Locate n..rio frequencies for "!July use
Purchase and install substation telephone system
Coordinate installation of T·! tie for City phones
Work with IRD for Wide Area N elWOrk
Coordinate with Transportation
Develop budgets
Review plans
Develop specifications for traffic signal controllers
Coordinate witb other City departmtnts
Respond to resident inquiries
. .'
Perform phowntett:c :malyst!s
M.~t wi th ve ndors
Review alternate produ(ts
Work with Operations
Meet with City ,taff &< ARB
Prepare specifications for street lights, pelt:;,., photocells
Design rueet light systems
Review vendor submittals
H~lp troubleshoot rueet light systems
Find replacements for deteriorated conCT~te poles
Select a street light and pole for University Avenue
m. CUSTOMER SUPPORT SERVICES AND RATES
Respond by telephone and at the cOI.mler to all customer inquiries reg;l..tding bitting.
tum·on. turn--off of utilities service
Make payment arra.l'1gement5 for cu.!>wmers who are experiencing fillancial diffjC'..!Irie~
Analyze and review policies, Tegula~ions. rates and practices
Receive and resolve customer c:ompiaints regarding billing. high meter readings or
various City services
Issue hydrant meter pennilS
Prepare various reports to tbe Utilities Advisory COrTunission, Finan<:e Comm.l[tee
and City Council
Coordinate new meter sets with building,. engil'u:ering and the staff at MSC to assure
that the customer receives service at the time if is reGuested
Develop rate adjustments, cost of service studies, rate base. and tranSfer to the
Generai Fund from Utilitii:s
Prepare financia! forecasts of T3 res, reserves and rc'\.'enue requirements fnr aJI
utilities
Recommend reserve policies
Provide rate forecasts to our customers
Perform dOlly audit of uUlity bills for .=racy
Conduct special billing investigations
Initiate and rleliver all tum-off Doti(e5 for non-payment of ulilities bills
Collect payment fo< utility services
De.velop customer connection fees
Attend customer service training
Prepare the utilities' annual, semi·annual and quarterly budgets; develop sales and
revenue forecasts; prepares sewer reve-nue forecasts
Issue Bad Debt Write-Off repon
Plan and manage Geographical Information System, Load Research Sy"Stem and
SCADA
Procure computer equipment; resean:henhallcements to existing equipment/software.
Install computer equipmen'/S<lftware
Upgrade minifPC equipment/software as needed
Apply tedmology and automation in support of Department Goals
Process CUS10mer applications for Hardship Exemption related to drougllt
Attend interdepartmental meetings
Read water, g&'!i and e~c meters
Bill customers (commercial. res idential, industrial)
Develop infrnmation systems beneficial to the Utilities Department
Perform budgeU!!)' and strategic planning
Repair computer malfunctiom on (he Departments 3 VAX hosts and 120+ Pes
Qean or replace meter glass
Receive, note and respond to high bill customer complaints
Ligllt gas pilots
Delivt.r Council a.'ld Utilities Ad""iso1)' Committee packets
Investiga:e gas and water J eaks
In\lestigate power outages
Perform minor water merer maintenance
Contact customers to obtain access in order 10 read me rers
Verify out-of~rangc readings
Report and investigate apparent theft"ilf-servic~ situations
Report malfu!1ctioning melers 10 appropriate urnt for repair or replacement
Repon natural gas oders
Repair minor gas and water 1= wbere possible
Investigale customer billing compl.ints in field, explain billing '0 '",lome"
Prove serviu for water, 8as electric meters
Resolve meter number dL~epancies
Invesdpte ·street 1ighl out" reports
Restore senr!cc after payment
Investigate "no power", "low VOltage", and "fluctuating voltage" complaints
Investiga.e reports of power line, down
Investigate unexplained me.er advances (no <uslomer of record)
Obtain accoun. responsibility information in field
Mainlllin assigned tools aod equipment
AMi'IFire, Police, and other Departmen:: in emergency shu.-ilown of service in the
event of fire. earthquake, or other natural disaster
Respond 10 misc:ellaneous recrllcsts from Communications
Checlc: gas and waler pressures
Assisl C1J..<lomer with problem solving
Ctllity bill inlerpretation