HomeMy WebLinkAbout0626.093December 9, 1993
THE HONORABLE CITY COUNCIL
Palo Altoj California
, r'"
MISSION nRrvEN BtrpGETING: PRELIMINARY RE90MMt:MJ_~rO!{~_ ).Nt) ISSUES
Members of the ccur.cil:
llUORT IN BR I EP
This is an informational report responding to the City Council's
request for a discussion of the "overarching principles of Mission
Driven Budgeting" (MOB).
This report sum~ari2es the progress to date in implementing Mission
Driven eudgeting~ ~s well as outstanding issues that will require
resolution to successfully implement MOB. The study session to
update Council on MDB, oriqinall~t scheduled for December 14, has
been rescheduled to February 7. An upd3te to this report will be
prepared for that meetinq~ Council will ultimately take action on
these recommendations when the changes to the Municipal Code are
presented in late 19S4. A prototype MDB document will be prepared
in July 1993.
lR7HCIPLES or MPB
The following principles ~ere used to develop MOB:
1. The current b~dget does not meet the needs or ~hat we consider
our most important audiences --council and the public~ It
also is not useful to City staff~
2. The City has a mission and all the department missions should
support it and flow from it; Similarly, any other orqaniza
tional divisions in departments should have missions which
directly support the department, and thus the City mission.
3. The Mission Driven Budget should be built around services
provided. It should enable the Council as veIl as city
departments to set priorities and malte resoU.rce allocation
decisions effectively~ within and between departments, by
providing information on the_ cost of services provided. It
should provide useful information on services that are
important to the Courlcil which cross departmental lines.
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4.. There must be a balance between providing more useful informa
tion to the Council and pllolic and the ad:'1linistrative burden
of qathe:r'ing and reportif'lq on that inforI!lation~
5. The budget should be a IIlivingA doc'.1roent, with de:par-tment.s
providing information throughout the year to the Council en
how the}~ ar-e achieving their mi$sions. The Council p'I':"iority
setting process should also be coordinated 'With the budget
process4
6, The Mission Driven sudget process should provide incentives
for departme!'lts to be crea.tive and innovative, as \IIe11 as
efficient. It should empower staff at all levels of the
organization to find the best vays to achieve missions.
It is with these principles in mind that the conclusions belo~ have
been made~
KPB lXELEMENTATIQN ISSUES
Durinq the preliminary discussion of HDB ... ith the Council .. staff
identified areas that would. need furthe~ stUdy and policy decisions
that would need to be rnade before HOB CQuld be implemented. An or
ganization-lliide HOB steering committee was fanned to identify
issues and propose recommendations for the implementation of MD9~
Approximately 20 City staff members participated on the steerin~
co~ittee, coordinating the ~ork of seven subcommittees formed to
address specialized topics. lo.pproximately 70 staff par~icipated on
these subcommittees. It is e~timated that each participant has put
in at least 70 hO\Jrs on ~DB st.e~rin9 c.ommittee and subco}1:1mittee
work l with Eany staff putting in well over 100 hours~ This work is
in addition to the work each departm~nt has done on its own depart
.ant's missions l impact measures, and Moa functional area struc
ture~
The areas staff have been addressing include: cross-departmental
programs; budget controls; savings end incentives; budget
presentation and document format; budgeting and accotJ!'lting for
allocated costs; employee timekeepinq/i~pact measures system
requirements; and budgeting fer capital projects. These areas were
outlined in CMR 463:93, -Mission Driven Budgeting: Progress
Report-.
This report sLlll'l.!l"larizes staff work to date regarding the implementa
tion of MDB. For each area, the iss~es~ any conclusions to date,
and any issues outstanding are incli.lded~
CROSS-DEPARTMENTAL PROGRAKS
The issues tha~ were identified with regards to cross-departmental
proqrams ",'ere:
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I , Q What are the functional ar2as (and mission statemen~s) and/or
major .activities within the City which cross departmental
lines;
o HoW' 'Will coordination of missions and impact measures be
handled; and
o What tormat .. ill be used foY' presenting citys..·ide func-
tions/activities in the budget document?
Cross-depQrtmental programs are different programs or actIvities
~~at are spread among departments, have the same mission or purpose
and are of interest to the Council and the public. An example is
pa:kinq management. This proposed cross-dep;t;rtmental program
involves Police~ public Works, Finance and Planning~ As part of
MOB, depart~ents ~ill need to plan and budget for these programs
together. This will allow the programs to be grouped together 'to
show the total ~o~t of a program citywide.
Conclusic48
1. Definition of Cro5s-Depa~tmental Proqr~~~
Cross-departmental programs are those that ccoss departMental
lines 'Which are of high public visibility and :meet the
threshold criteria below:
o within a department~ the activit~· must involve at least
.5 Full Time Equivalent (FTE) and cost at least $50,OOO~
and the main purpose of the activity in the deP4rtment
.ehould be to suPt---crt the cross-dapartmental program. It
the departmental activity has fewer resources devoted to
it, the collection of costs is optional;
o Total city cost for the program should exceed at least
$500,000;
o A cress-departmental program must involve at least three
depart12lents.
A proqr~ may be a cross-departmental program and not achieve
the above criteria if it has been identified as a Council
priority~
2. Missions for Cross-Oep~rtmental programs:
The proposed cross-departmental programs and mission state
ments are.:
o Computer Systems -Development ar.d implementatiorl of new
computer systems affecting multiple de~artments~
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o c~uncil priorities -M~jor issues desiqnated by Council
thco.t 'Warrant intensified effort of actt""ity to implement
a policy, resolve a problem. or accomplish a qoal. An
example of a Council priority is graffiti control.
Graffiti -p~evention, abatement and clean-up of graf
fiti, and the apprehension a~d prosecution of offenders.
o Cubberley - A Pale Alto Unified School District facilit~7
made available to the community though a long ~erm lease
to the city for educational. cultural and recreational
activities, requirinq the collaborative efforts of three
or more city departments.
o Events Major public or private eveni;:.s requiring
coordination of several departments.
o
a
Hazardous Materials To provid~ tor the storage,
regulation and cOlllpliance with reg·..I1atory requireI!le.nts
rEla~ed to hazardous materials.
Land. Development
applicatiol",s fer
construction.
Projects Processing
development projects and
Processing
monitor ing
a Parkinq -Activities which support the planninq, design,
implementation~ enforcement, ~aintenance and resolution
of motorized vehicle par~ing issues.
o T.l'aftic Management -Activities that facilitate safe~
efficient traffic flow~
Attach!'!d are two charts. Appendix: 1 shows .... hich depart,']!Ients
are involved in the different programs. Appendix 2 shows the
program, f~nctional areas and major activities for which the
costs for the cross-departmental prO<;'ram will be captured.
3. Due to tne difficulty in pred,icting the co~t.'S for each program
during the first year of MOB, jt is anticipated that there
",'ill be no projected budget for 'the cross-departmental
programs. At the end of the fisc~l yea~, staff will report
back to counci 1 reqar-dinq the act~al expendi tur-es in each
cross-departmental proqram. Staff anticipates ~udgetinq for
the cross-departmental programs as part of the second half of
the 1995-97 budget once staff has some experience with cross
departmental p~ograms.
outstanding Issues
Staff is continuing to develop procedures for coordinatinq missions
and impact measures.
CHR:626:93
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Bl1tlGE'I' CO""TROLS
The issues identified ~ith regards to budget controls were:
o What wi 11 be the rules: fo~ moving flmds and pcrsonn~l between
functio~al areas and between major activities; including ap
provals requirp.d for movem6nt of various types of funds; anj
o What changes .... ill be required to the applicable Municipal Code
section to reflect MDB policY/~ormat changes?
7~o types of budget control issues have been discussed by staff.
The first was the translation of the current Municipal code
language on department budget appropriations and restrictions on
movement of funds into a f~rmat compatible with MOB. The second
~as the devel~pment o~ a set of internal, administrative controls
not explicitly part of the Municipal C~e~
Current Municipal Code sections require that Council appropriate
budgets to departments by ~ajor expenditure categories: employee
services, contract services~ supplies and materials, general
expenses, rents and leases, ar.d equiprnent~
Council has repeatedly told staff that they do not find ite~s of
e--vpenditure particularly useful in making resource allocation
decisions. The information that ar. expenditure is a ~supply~ or a
·contract~ does not give Council sUfficient information ~bout the
relative merits of services they are being asked to allocate funds
for; nor does line item information provide adequate explana~ion to
the public on how city funds are actually being spent. Therefore,
staff felt more attention should be focused on the purpose of
expenditures~ the mission to which the expenditure will be applied.,
and the impact that the expenditure ~ill have on the public rather
than on whether the expenditure is a ~supply" or an -equipment
purchase or a "rent and lea$e~ expenditure.
CODel.u.io.lUiI
1. Administrative Controls: Under the: MOB structure~ departments
will he responsible to the City Manager 3nd ultimately the
Council .for the services: tbey deliver-to the community and. for
communicatir,q to the Manager and the Counci 1 their accoDlplish
ments through impact measures.
Department heads would have the flexibility to authorize the
movement of personnel (and therefore salaries) between
functional areas ~i thin their department as long as they
achieve their impact meaS1..Ores. Department heads ~ould also
have the authority to move non-salary budgets between func
tional areas and maj~r activities. Movement of funds between
employee and non-employee services would reguire City Manager
approval.
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2.. The following Municipal code restrictions \;IiIl be I:!03intained
und.er MDB:
o No funds be appropriated in or out of utility co~odit.y
purchases, except by budget a.mendme~t appro'\'ed by
council;
o No funds be moved between departments,
enterprise funds j except by budget amendment
council;
or bet;.reen
approved by
o No funds be moved between operating and capital funds~
except by budget amendment 3.pproved by council;
o No funds be moved bet .. een capital pl"ojects j e:xcept by
budget 21mendmel"'.t approved by Council.
outDtan~inq Issues
In order to ensure that council and the City Manager are kept in
formed of the success on meeting impact measures, a departmental
quarterly impact measure reporting process will b~ developed.
Issues to be decided include:
o At what level impact measure performance should be reported,
and how much det~il should be provided;
o HOY the reports shall be presented; a~d
o For budget control and/or budget savings and incenti .... es
purpose.s~ shoJ.;ld indirect/allocated charges should be dif
ferentiated from other non-salary expenditures?
UVUIGS AND IIiCEII'rIV!:8
The issues identified with regards to savings and incentives were:
a H~ should Mission Driven Bl..oIdgetinq provide incentives for
departments to save budget allocations;
o How should budget savings be carried oYer~ and what should the
polLcies and pr~edures for this be; and
o What should the policy on base budgets be?
A number of other cities that had established some form of savings
carryover procedures were intervie· .. ed to provide background
information~ Four principles were developed to judge the savings
and incentives conclusions. The ccnclusions should:
CMR:626:9) 6
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o Foster persona.l responsibility and accoul'lt~bilit.y.
o Encouri'lge and reward efficiencies ano good budget practices.
o Create an en .... ironment that promotes creativity ~ erltrepreneur
ship~ and risk taking.
o Employ budget pra~tices that are simple, clear. and pr~dic
table.
There is in~reasinq consensus that traditional government budget
incentives which encourage managers to "use it or lose it-are
flawed. If managers de not spend their budgets by the end of the
fiscal year. tney -lose" the money they have saved. In additior.
there is a fei'lr that they will get less the follo"w'inq year because
their entire budget was not spent~ So the :;;;mount cne manager saves
goes to. other-managers who overspent their b'.ldgets~
In increasing numbers of state and local agencies, there is a
movement to~ard allowing departments tv carry their bUdget savings
from year to year vithin a framework called Expenditure Control
BUdge-t. This e.ncourages sO' . .md management with prudent and timely
expenditure of funds~ The City of Fairfield has used this approach
successfully £or over a decade.
CODclu:siollll
The Senior Management Group is currently discussing the proposals
for savings and incentives. under considaration are the f"ollo'il'inq:
o The term -base budget" needs to he defined.
o How will base budgets be determined and what process will be
used to determine hase budqets?
0. What savings will he eligible for carryover? will any part of
salary savings or al1oca~ed charges he eligible?
o \rI.'bere will the savings be placed"? What portion of savings
will qo to the overall General Fund {under the city Manager's
direction) r versus the overall departmEnt {under direction of
the department head} versus the functional area?
o Are there addi tiol'lal incentives ",'I"'.ich would foster budgetary
effiCiency and savings in the orqani2ation, including poten
tial linkaqes to performance and compensation which should be
developed?
It should be noted that due to Municipal Code and accounting
restrictions~ the savings policy for the Enterprise Funds "'ill
necessarily be somewhat different from the policy that 'Will be
CKR:626:93 7
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recommended for the General Fund. Ho~ever. it is anticipated that
the concepts ~ill be similar.
CODNCILfBUDGET PRESENTATION
The follo'Wing issues with regard to co~ncil presentations/budget
document ~ere identified:
o What ~ill the st~ndQrd formats and procedures for MDB presen
tations to Council be;
o What ~ill the format for the new MDB budget document be; and
o How will MDB be introduced to the public and ho~ 'Will receive
feedback regarding MDB?
outstandinq ISSUBS
Developing the new budget document and educating the public will be
the trask of staff in future months. This summer-r the first
prototype ot the Mission Driven BUdget document will be presented
to Council.
ALLOCM'EJ) COSTS
Allocated costs are items that are charged to each departmeJ"l.t such
es printing, mailing, utility usage, vehicle maintenance and
administrative overhead. The issues identified regarding allocated
costs were:
o Wha~ are the appropr-iate costs to be allocated, notinq that
not all are qeneral administration; and
o What should the 9uidelines for :allocating costs between
departDlents, and w~.thin each dep-i. ctment be?
Collelusiou
Administrative overhead will be divided into two types: one for
the departJlllent, and one for the functional are.a. Whenever
possible, time should ~e charged directly to the major activity.
C>IR:626:93 8
Df:?ARTMEIIT
7w:.::tl.anal Ar ...
1w1aiDi.t r. t.iOD
Major ActiTitJ'
F'uo.cti.oDal Ar ...
Ad.iuistratio:a.
Kajar ACt.ivit:r
When it is il"l1possible to assign a charge directly to a major
acti vi ty, allocated charges can be placed in either Department
Administration or Functional Area Administ,ration.
nKEXBEPDlG
Issues were raisea with reqard to collection of timecard data and
the record keeping systems for impac~ measures,
To collect the infonnation that .. ill be t"E!quired to accurately
reflect the goals of Mission Driven Budgeting, more detailed.
timekaepinq will be necessary. Because the City is in the process
of replacing the current payroll system with a new payroll/human
resource system, the~e will be many variables to be considered in
selecting a consistent method of time reporting and salary account
distribution. It is ess~ntial that any such new system accommodate
the. requirements of MOB in the procurement of the new system,
development of timekeeping proc~dures~ ana the interface of payroll
and accounting systems.
conclusions
Daily timekeeping should be available in some manner for each
employee. Time can be kep~ in increments as small as one-tenth of
an hour, and the level of detail of the time kept would be up to
the discretion of the department~ Time records will be entered and
authorized by department before being fOnlarded to the payroll
syst.em4 Finally, payroll cost detail shOUld he accessible by
activity so that MDB program budgets can be p,operly managed and
monitored.
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OUtstan4inq rssues
o wi th the added level of time keeping det~il needed, accounting
co~es ~ill need to be simple and lcqical.
o A proper interface betweEdl the new payroll/human resources or
timekeeping system to l.fAS will be critical to quick account
verification and detailed Cl.:cge:t-to-actual reporting capability.
CAP~Tl\L PROJECTS
Issues were raised regarding .... ,hether or not capital project
budgeting could be int~rated into the MDB format in the first. few
ye.ars of MOB or should ... ·ait until staff has had experience .... ith
l'mS.
Conc.lusions
No conclusions for capital projects have ~en developed yet. staff
is still diSCUSSing the options for hew to budg€t and account for
capital projects ~ithin the HOB framework.
oolfCLusrOIi
This pa.ckage prese:nts a variety of preliminary conclusions and
discusses issues that staff is working to resolve.
Respectfully submitted,
J'lvV/lrv>.q 11cv.U""Ii-c"y)
VIRGINIA HARRINGTON ., S~Ffi:al~lyst
--:~AllRlSON ~
Director of Finance
NA!'\~hM~
J'mI£ FLEMING
City Manager
Attachments: Appendix 1
Appendix :2
CMR:625'!.93
Cross-Depart=ent&l Programs
Cross-Departmental Progracs
Organization Charts
10
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CROSS-DEPARMIlNTAL PROGRAMS II< DEPARTMENTS THAT MIGHT BE IMPACTED
NoYcmbcr U. 199)
DEPARTME.'IT CROSS-DEPARTMENTAL PROGRAMS
Computer Cubberley Even:UI Council Hazardous Land Parit:ing
Systems Priorities, Materials Development
Development su('h a~ Projects
and Graffili Processing
Implementation . -
City Attorney X X
City Auditor
City Clerk X
City Council --
" City Manager
Finance X X X
Fire X X X X
Police X X X X
~
Planning X X X X X
Public Works X X X X X X X
Comnilinity Services X X X X -
Utilities X X X X
"
IRD X
HRD X X
.'!~,'L )~'1:1
<h~/~i~_~';~~,~:~r~~~· -,\~,!:~
~~-
Traffic
Management
I
I
.---,.
."
." m g ..
X
X
X
X
X ------
I: ~~;:~\J;~~,(~~~~~.~;'.,
• ,'·c
i,
,\~;~.; ). ~,,~
'/ ~ "'\\
l' -f'-I,
p' " ;~';~::j-
t~
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APPENDIX Z
tJIOSS-DIl'ARTIIJITAL PRllGIWIS OIIGA"llATICil tllART5
Computer Systems
Dtvtlopnwnt .nd ImplementAtion of new computer
'Y1temt affectine, multiplt deptI'I'tMfnt!.
I -., ~ ..
Community \Jllllli •• tnfornltllon
ServitfS Rt''iOUr(tfi
I I .. --. , ~ .. --. --
.-~
Library Re~:reati~1 DiS1tibutilm Support Tele(.ummunicat\~)ns Centrahzed Centralized
Services Sel'Vices System Services and Support Computer A.pptic;l\ion
Rllte!!. Support SUppOfT
~\'
;'. ,
!; ~::'~;.:
1 r--~ ~ 1 •
"'-" 1-.~., ,
-.'
System Cus10met AllB(t,witiCl) An actjvitie~ All activities ImproveOlent., Services . '\. ,-
"
Computer Systems
Devrlopmrnt Ind Imptemf-nCI.lon of nf'W (omputf'r
'yltHm .nettlng multiple dep.rtme1lt5.
Public Works
.. -, _'t -±. -±. ~
I
$net\s and Storm Dmin Trees Facilities Wastewater Solil.l Wasie Private \'
SIdewalks Treatment Devetn'Pmen,~.'
" J r--~ -
Information Infonnlltion Information Information Information Information Infortnallon i
Management Management Management Management Management Managtment Managl;"ment
_.:~:i
:/.
",
Fil1ancial
SYstems
Mgm.
Computer Systems
Dtvf!lopment and Implementllfion of new {'omputer
,ystem, .frettlng multlplr deparlfl1ent!i.
Finance
Financial
Suppa"
S",n.ricc:s
Accounting
Services
Fir.
Record!> and
InlbMgm.
R~qufret1
Reporting
Sy5tem~
,.
Pollc.
Infonnation
Mgm.
Computer
Systems
Dcvclopml~nt
,.
Planning
'nformation
Mgrn.
Automated
Systems
Development
,.
HumA"
Rr$t)urcfs
Ernpl(!yc~
R~latil)1is.
Cnmpcn~8ttOf1
lind Benefit.:,
I ,
Cla'lsllii.:atwll
and ray
AdmlnisrfatiOI
c <,.
'"
-
CubberJey
APlin Allo Untn.d School Di,/rlcl r.clllly mad .... lIable t. the c.mmunll~
through al"ng .~rm ltau to the City fll .. educational, cultural and recreafjonlll
attk,ltltt, aqd reqblrloR the coliabor.tJ1If tfforts of thrre I)r more City
departmtllt!l.
I -• • • Community I Public Works Finance Stnlce.
I
Ub:tICY I " Park Services '1'" T" aCI Itle!' -
Pork-Land
Development
j
Fixed As!
Managem
;cts
enl
~ Operations
Mllj ntenllnce
Master Plan
Fundtaising
Capital
rtnprovements
J ~ Maintenance
'---"
Contract
Management and
elP
'--
-,
IrRcal £impert rty
ent Mal'Htgcmen
I
0;; "
.'
,
1'1 .. ,
Pulice
Human
Resources ~vents
Major pablk CIIr pmate LJ-~ Commenity
rveab requiring Sen;"'"
CMnIinltioa of sevenl
departm ..... ac .... tM
CIty. CityOerk
UtilitiEs
PubU( Works
Erlvlmnmental
and Safety --I S . E I • PCClai vents
Management _ •
Special fvents
RISk Mgm.
Facilities
Sotid Waste
City
Spol\SQre.l
Events
Non-City
Sponsored
Events
S.anfon:l
Sponsored
Events
Special Events
'.
Council Priorities
Example: Graffiti
Prevention, ablUem.:nt .ad. ele.""up of gramti, and
thf .pprehenslon and prolf\:ulloR or offenders.
I
J , j ,
Public Commonlty Planning Polite Work. 8o •• It ..
I I , ,. , , , ,
Facililies M Nelghborh ood Cummunity
P.rk·Land Streets and Humnn Park Sen'ices Progmlns and Fundamental Education.!
Development SIdewalks Services Services Response {'rime
Suppression
J ~ Huma" ~ Relations
j Comm issicmf
Maintenance Maintenance Task forces Maintenance Otfttliti
\' ,!
~ Coml1\\>nity
Partnership,
Fire Environmental and H!1ZNOOUS Materi,d~
Safety Management Management
Water Distribu:ion OpcratiofiS and
System Malnlenance
l:tectric Distribution Oper"tions and
S)'st~m M::tLntenance
Utilitks
Gas Distributim:: Operations and
~y:iotem Maintenance
Wastewater Opcralions and
Colle";lion System Maintenance
Hazardous Uaison,
Materials Coordination and
T edmical Advice
T. prGVicIe for the
........ rq.1atioo aDd Neighhotbood
compiialKe wit!!
..... lat.ry
P1a:nning Services and
Programs
req_iraneotl mated to
bazanleUi llUltet"ials.
Public Involvcmenl. Environmental Education and Protection Assistance
City Independent DlJties Attorney
rl Solid Waste I
Public Wastewater
Works Treatment
Stonn Draina8e Enforc:t.tnent
,:;:, ~,
Land Development Projects Processing
"..,. ... rna opp!.,o"O". for d ••• lop ..... ' proj .. l. II.td ml)OO«Irin& ...... "".,"',,.
.-• J
Fir. Cloy Udll1let AlI,...""y
J
Environmental 11ndtl'<ndt I mstnbutiun
and Safety < n 5),>""" or
Mllt1agemenl j DuhtS C"U<on
Sy,km
Legal
Document O.lli«nner
f'reparaHtm Sc:vkvs
and lIJ:view <~<,~ ----<
t I Mlnnlnl
! ,
'" CCMff~1~OO
Dev·"'rmenf Rl!vi(wand
Review PrOJect
M.onitoring
_1
Pruject
OcvewpnwM
-.--~--,--
.. !>II<
<orb [1 W.
[
t: P'ri¥j$~e
lormtm
'uNit
Meath ~ Pe-rmJHJog
and
\J)$ptttion
Parking
Atth'itles which iupport the plan nina. dU1t,Imptrmentatlon, rnforcemf'nt,
malntk'nalltf and telolptlol1 of motor :r.ed vehicle parking Inues.
I + -{ -, ,
Police Public FJnancf Plannhlg Works
,. ,. ,
Parking Streets and Finandiil Transportation
Sen ices racilities SillcW31ks Support ilnd Parking
Services Management
,. ,.
r--+ ,. --,---
Parking Abandoned Parkini-
Parkio8 Citatioll Vehicle Parking S~ace f\ I Ii nlenimce Maintenance Billing and I'arlin~
Enforcement Processing Abatement Adj udkatiOIl UtIlization Collection Managemenl
and Research
Ttm;;king
.. _---
-'",
"
...
ron ..
Traffic
Services
r-Tramc
Enforcement r' .. .., ,
School
Safety
j----. DUr
Suppression
--
~ Tlaffic
Com~l!lint
Reso ution
-
Traffir Management
Actlvltl •• that foellillte ,.r ... fficl.nt t",me flo ...
t ,. I .-
Humin Utllltle. r PhlDnlng Resouttes
~
Tran:ipor1atioll Dialribllr: III I Tmnsptlrt~tion
Demand Syslel~; and Parkmg
Management Mana~cment
~ >--Trame
CcJmmute Opf':ration Engineering
Altemativcs .n~
Program Maintenanct'
f---. Traffic
Signal
Managemenl
L.--. Bicycle
Program
Public
Works
Streets and
Si~ewalks
r-Prnjcci
Development
and
Implementation
Emergency ~ Rl."sponsl!
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