HomeMy WebLinkAbout0374.094, . ~
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July 21, 1994
1I0NORAllLll CITY COUNCil.
P~10 Alto~ California
APrrull'AL~ OF PROPOSED FOBMA.LA1'ilL CONTENT FOR NEW MISSION
jJRlVEN BUDGELJlQC"UlttElfi
Members of the Council:
REPORT IN BRIEF
This report pl:esents the Mission Driven Budgeting philosophy,
process. and proposed document format, including GI diacus~:doll of
tile use of r.lle docurnent to set priorities and make t:esource
allocation decisit.,no.
BACKGROUND
Staff began exploring t~e concept of a "program~ budget in January
1993. The prinCiples and framework of ~lisBion Driven Budgeting
(MOB) wore reviewed and refined by the Senior Management Group in
March of that yeal.'. and the City Council gave its conceptual
approval in June 19.93. Following Council approval, all City
departments proceeded to develop an lomB structure, missions for
services, and impact measures to define the success of activities.
Department MDB struct~.Il.'es were submitted to Council for review and
c~wnent between September 1993 and February 1994, Simultaneous to
department devel0I>f.1ent of MDB str.'uctures, inter-departmental
committees were formed to make recommendations on budget controls,
savings ~nd incentives, crcss-departmental programs, allocated
costs, timekeeping, capital projects, and budget presentation.
Progress reports on the status of theBe committees were submitted
to Council in september and December 1993 (CMRs 463:93 and 626:93).
Staff indicated at that time that it would return in July 1994 with
a prototype l·mB document for Council IS l"eview.
CMR,'74,94
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Aft previously revic .... ·cd with Council, MOl! i9 designed to reflect a
nUlI\OOr of principles (CMR:626: 9)) including:
The City has a mission ahd all the d6partm~nt missions ahould
Hupport it and flow from it; Similarly, any other organiza
tional divisions in departments should have missions which
di"rcctly support the dQpartment, and thus the City mi.ssion.
The document should undorstandably describe and portray City
servlces and capture the coata of those services.
The' Council, au well as City, depart~~nto. should be able to
set prior.1ties "nd ma'ko resource allocation decisions
eft~ctivoly. within and between depart~ent6.
Thora must be a balance .between p.r.cviding more uaaiul info:t:ma
tion to the Coun'ci 1 and Pllblic and the adminintrative burden
of gi\th~ring and report.ing on that j,nformation.
The MOD docur.\ent ohol,.ll<;l be a "living-manuscript that seta
Dtalldal'de for pexfOl"'maHcc and reports on that pel"(ormance.
There st,Quld be incentivcD fot' dcpartlT'!nt9 to be cl"eative and
irulovativc J 89 well as efficient.; staff should be empowered at
all levols of the organlzution to find the beat ways to
aChieve IfliBsiofls.
r.mB AS A TOOL FOR I'OUCI(MAKING AND PRIORITY SE1TLIIIG
The City COuncil 6etD policy and direct.ion, allocates funde,
prioritizes eervices, and generally loo)cs at the -big picture-.
City departments arc' uorvicc delivery organizations, charged with
ca..n:"'Iing out policy, hiring and deploying staff, buying materials
and services, and doing their utOOBt to s~e t,hat citizens are
served and public rrlOney 10 used efficiently. MOB builds 01\ this
division ,of rp.~ponsibilities. It allows the City Council to decide
on policy priorities and appropriate service provision levels, and
City management and staff t~ determine how to get the work done.
Hnhancing the accountability of departments and focusing attention
on the' outcorr~e and performance of programs, rather than the input
mix of supplies, materials and people, is key to the MDB concept.
For example, MDB aosumea that citi::!;ena and the council want to
focus on' the results and the cost of providing a Crime Suppression
activity, and not on whether the input~ that go into delivering
thttt activity are comprised of supplies or contract services. As
a result of this focus on outcomes and perfot~ncej managers under
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MIlB will be given more flexibility to move IOOne)' between line itemo
and encouraged to act more like business managers.
Even with this change to a broader focus, the new MOB document 'IIo'ill
contain more detail than in pr(!ViOUB budgets: 1) full caRt
information at a much lower service level grouping than in the
past, 2) groupings of City eervicea th.:;tt are more fneaning(u.l. and
3) staffing detail at a lower level. The challonge will be for
Council to use this information to id~ntify and gtve dh:ection to
staff regarding where service levelS ahould ~. increased or
decreased, or where a new set'vice needs to be added. With this
type of policy guidance, the City Manager I in conjuncti(,;)n with
department heads a'nd Council·appointed off1C.frr9 f will <18019n staff
and reaour<.:es to modify services to the levels desired by C(>uncil.
Council and departmento need to agree on~ c:r.phasi'2;c. and utilize
the measures of performance contained in /-WB. Without this effort;~
MDB will be a c06metic change, rather than a tool for it'i.p("ovil'lg the
manner in which budgets are managed and oen'ices ar.e pl."ovided.
Just as it does nnw, Council will have the opportunity to question
staff and provide its ideas for priorities. Council may chElng~ the
priorities and levels of service as it ~ ... ishes, Undor MDB. this
process is facilitated, FOT instance. staff could prep~r~
responses to the following types of questionu regal.-d1ng the
uParking Services-functional area ~n the Pol ice Departf":'.ent:
What would be the impact on overall revenues and exp.enditl.n.-c9
if p1'llrking staffing Wel"e l;educed by one1
If Council were willing to accept a service level which
resolved abandoned or stored vehiclf! LS81.1C'S within 15 working
days (instcs.d of 10). could the City realize any aavillgo?
What would be the cost of :resolving iSBueo within 5 ,",'orking
days'!
The budget dOCl\ment does not permit a ·one-for-ona-tradeoff
between resource levelS and levels of servico delivery. These
tradeoff decisions will still req'.Jire questions, follow-up and
discuBsion. MDB will -make it easier. however, to identify and
understand discrete services so that theoe discussions can be
initiated. St.aff believes-it has reached a balance between
providing more information to the Council and the publi-:-, and the
administrative burden and cost of gathering and reporting on that
information.
CMR:374:94 3
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PROTOTITE BUDGET DOCUMENT
The final MDB budget document will be published in two separate
volumes: 1) General and Other Funds and 2) Utility Funds. The
former is organized by department and the latter by fund. Within
each department and fund, the format and organization of the budget
document is aignificantly different than in previous years. The
proposed fom.at and changes are desr.ribed below in four sections:
General Fund Budget Format, Utility Funds Budget Format. CrOSB~
Departmental Programs Format and Other-Budget Summaries and
Information. All prototype examples and attachments are for
illustrative purposes only. Financial information and objectives
are not actual 1995~96 budget data.
It is antiCipated that the MDB budget document will continue to
evolye over time. Developing meaningful performance measureD,
estimating staff time l and making reaOUl-ce allocation decieions to
a new budget structure is a difficult task l especially since there
is no histol.'ical data at the level displayed in the MDB docllment.
Some performance measureB will require changes and refinement once
actual tracking of the measures begtns" In addition, Council
should expect to see tn t.he second yeal-of MDB. significant
movements of jollars between department service areas and
activitieu. TiLese changes will not be a reflection of service
level changes, but will be due to the accumulation of mol-e accurate
data.
'fhe budget revi{l_'.<l" process is outlined in Attachment A. The order
of the public hearings and the commissions conducting hea:dngs are
th~. same as at present~ however the format in which the budget i8
presented to them is being changed, This is due to the integration
of Utility capital projects int.o t.he MOB dOCl~ment.
General Fund Budget FOOD@t
The MDB structure is hierarchical, At the lowest level are the
major: activities l which makE'; up functio'nal areas, which in turn
make up a department. .As its name implies, Mission Driven
Budgeting has mission statements at each level, which relate to and
flow [rom one to another, The department budget under MDB consists
of three componentsl
Department summary;
Functiollal area overviews i and
, • t-Iajor activity deta,il,
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Different types of information I financial and narrative, are
provided in each of these areas. This format will allow the reader
to review a departmental budget at the level of detail desired,
from an overview of the department 8S a whole, to detailed funding
,"lind impact measures for any specific eepartmental major activity.
Department with
Mission Statement
}'unc tiona I Ar(,s,
will}
Mfssion
Statement
---l
'-r-u-n-c"'tiC"o.ln,-:l-Ar-ea--' --r-un-ct[onal A, ru 1
\'o'iih with
Mis.sion Mis.sion
Statement Statement
------=:1
M'j'" M'j" I [M'J~J Acthily ActlV11) J Activity
\lith "" 1111 v.;th
Mission M 1~5ioo Mi'-SIOil
SWtlllrol Sta:unrnl Statement --------
-M~-;J-Actil'ily
..... ith
MLuion
SWement
[
M'j"
Accivity
\>O;t1!
MissiCV1
Stal.«nrnt
[
_1 __ _
Majol
AcUyjly
""ith
Mi$Sion
• StalemtrlL
Attachments Band C display the MDB prototype for the Finance and
Police Departreent8. These Oeneral Fund departtl'Lcnts, administr&tive
and line level, helped develop the HDB process. One functional
area and the major activities that support that functional area are
shown for both departments. In the final MDB dC'lcument, all
functional areas will be shown with all related major activities
displayed after each functional area, At thia point, it is
anticipated that the General Fund budget will b3 comprised of 60
functional areas and 250 major activities,
Oweral Pund Department Summary
The department summary contains the following components:
HisBion Sta.tement -This statement des.cribes the "reason" and
purpose for the activities in the department.
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Fin:mce Dci1'artmcnt,' ,' .. . .
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T~ ~ .• il(, 1'r14.~ t& <lIy~fo-.u'I(iJ ~r(t$j u) r~ liIrwI" droIr.ufin.:mO.J injamu.rkm;.md
.'0 f""-i.« rruJi'1 k'7\~f" 14 ~ p.Mit: • .M.-ul.m~m AM CIty ~rtmmlJ
D"pat"went overy!... 'the department overview is a non
technical deBCl.-iption of the major focus of the depol'\rtm(~nt for
thf! coming fiscal year, including any major projects. rn
addition, this section will highlight any large requests for
adcJit ional resources or ~ny ·substantial movement of resources
from one funct iOllal area to another that reflect a change in
the department'G pl:iorities for the coming year. The
deparlrr,ent overview is not intended to be a description of the
Ollgoing activit.ies of the department nor a detailed accounting
of the movement of funds from one activity to another.
Similar department overviews were submitted to Council as
staff reports. during Ute 1994-95 Budget.
DEFAArM~Nr OVERVI~W
Tht fin~nu IXpwt mt01·' {(\("IJJ in tht 199'>960 budcft )'ut" ~ ~ on imp1c rut (,I nioe. of Mluic.n
Driv~n Su.dg.nio, !)."lDB). JoW3.,.ill rtquil""t the dt ... ·clopmeol of &lI «ntiIt'ly !l(W (b1l1 of lCCOUllt$
uxl rtpo.nl.n, ~ru(Wft. tH .. , ~ ill£xu.io-n ~~~. !ltll( hbor uponing 1lIJ:1 politioo ("ontrol
*yJttl'l'U.,. i.nt.tV~ Q( (f(oJ.t &p.nmu.l pi"",,=,am lnd (tpitaJ PIV)«t trp<lnillg i!:lto tht -oPf taUnt
~f'C., dn-.~l'It (jof icnp.a<\ mtl.fUrt r(p<'t1.ing. mil iol'l of tM Mwtidp~ ('.0&, all d &PU1DlUUJ
1r~«IllIt lie.,.' rUl.lOdtJltnXtut«. Ttlllptmi 'OfJ new b~« dorurntnt torn1u must also ~
cnit:e.i l"hr ~tl Divilion ,,-ill ~ ... holly dtJjcatN 1-0 the proj«l • .(lJpponrd by tht ./t,(Cot1.nUng
ao.-\Adminiltl"ltlon Diviu()O roWl£f EZJ«It $I:.u(_
Kif)' f~LQ(ial J)'nC:il:l ...-illaho ~ e-ompJttN.iLl 1995-1)'6, ioch .. -d.ing 'ftort$ invullory. le¥ell.~ roUtc
~ J'Utommoo. U1;d tht ialubce ollbe !Ie ... p.yroU f)'sttal to the :Koo~<jng 'Y"tm. The coaver
si¢,o 01 th( "'«(oIJ.J.,tU1e ryltClll from the HP)G((l 10 Ute UNIX tl'l. ... UOIlQltllt will i1$O bt" Wl.dm-aktll.
Mtr ~inu,(t PtpJrt~.at proj(ctt in 199'>% wclOO<: I~.td wponlibilit), tOt the Storm D.rai.cag,e
.Fu.sd debt finl..O<iot> w,plrtnrow;e>n of amll~'lt pukin.r; in the ~nior c.cottr lot and oolltioucd
roordin.atiotl 'II,ith thr Cbunbtr of CommU~-t Oil ~OO$ {or dolVtHOwn parking prmut (tt..!; reriu.'
:l.I1d propoul of rt";Uoru to the proptlt)' truuftr tax (lrdiaanC"t, .I.I:Id wiRa.oce with. coordi.a;.ting lhe
City J..h..nqt,'1 ru,p-.:o.nt< to lhe Huthu H~iu O.rr,tAiutiooal Review.
CMR:374:94
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P'lnancial summary -'fh(l. d('partment f:i nane1al surl'J!'Iary ShONS
expenditures by functional area for the proposed budget. the
pt"eeent year's adjusted bu.dgetl and the previous year's actual
expenditures. The 1995-96 "toE budget wJ11 have numbers only
for the proposed budgct sim~el «t this point, there is no
historical data in the neW" HOB utl"uctUl"c. Total department
revenue and total full-time positions are also sllown in the
financial .summary.
Sample Depalrt!l'\e.r1.t PiMncioi!il ~'\l.I("'r'\uy
R9110urC4I Level Changos -Thio scct~.on describes uignificant
budget changes in positions o:r funding. Also, it resources
are being shifted within the department, an explanation would
be provided.
RE$OURCE LEVEL CHANGES
1N dtpuun~ofl bo..>d(ct il~~, bl ~2'l,!))")i.n.t.h!: F..w:-.c;.!~." ~Mret ..... !K"~ 1,1"0'1 f;)(I~'" ~"",""<>f.
~"'~foptnl:inJ,,'Klm~ Ot},.jr~lIi11~'\4 .. -..Jf{"!'{IT.,M"I·N1).b"1;~tJlIturd'""t::»I"C
x..."\lnU! ~ hurd M I 7'# e>l nrcri.fr,o;:( \OI'J&r tN )ID.! dtpwtr.".<!t~ ,;;or:;>.J(
Funotional Area and Major Activity Listing .. The listing of
functional areas and the major activities located in each area
are included in the department summar~' pages to assist the
reader in underotanding the department I 9 structure and to help
the reader locate an al"ea of inlccest.
CMR,374,94 7
FVNcnONAl AREAS AND MAJOR ACTlVlTlES
Fln.utd)J Support Srrvi«'1
F~ SystmaSolrvi.:" I A«ounlill&: Ser...xH • FUun.:Ul Rtp.,'l1U
~t Ml1lagnnrnt
Dtk bl\lmt( .1.Q\"tSUTH1l.l! &-:: BVo\.i"I • F~N loU«l AC<:\)OJntitl,· haJ Pr~<rtr ),1l<U£lro.tOI • J\:t( !>uir..I ~
Colltnr:'C Adrnlni$lHlm' $.tor" 6: Witl~ln,
frnauci.aJ Planning, An.aJ}"sis tnd Rcpo.tt
L-OOf"IUn,t F~ ~ lnd For~uu,s· CoM>.oJ~in, t...d Spro..l S<~ • RtH""'" ~~ r.'F4",c
Aru!)1u. MOMOri.tl" 6'. r .... l~ir'l'. Ope,"itl, &nd C.,M.t! B~" ~d",pmt." • 8u&tot'l P'~~f'OfI"V>« R'f'OfU
BiU.i.ag '" CoUC'Ctioos
. rukin, Svpport' VWRY 8ll1int • Gu~ raj BilllJ1.1 $(. Cc>!lKti«u
Printing 3(: Malling Services
p~ Suvius • )"hili", ~r .. iw
Sample FunctLonal Area and P.ajor Aethdty Listing
General Fund Functional Area summary
The functional area summdry pages are compl'ised of the following
components:
Mission Statement
Key Plaue -This section lists major projects or plane fOl" the
coming" fiscal year. These plans aX'e usually one-· time in
nature and are not intended to be descript.ions of the ongoing
activities of the fun{;tional area. Departments will report
periodically during the year on theil' pl"ogress with l"egclrd to
these key plans (see "Periodic Performance Reporting-).
1U5-H KEY PLANS
o 1mp1~JN:l\Ldlltptr pl1kitl, ofJIiur.a ill IMdo'Wl'lIC'iI'n 0
distria on, OM-ynJ' trW buis:and r.-aNue eff«tin·
~.
Sample Key plana
CoII.wrt l« S iMOMIIl{fIOOL'lt lox9/1. lo/:lot»ufui..J
t:.ui~ A .. :n il'IlhtlllUlI~#l'""ill of 1M 'O"U"~ _lit, I
VfOOof lIld ... ~t r!lt«'u(lofi:l.« lht l{1(b.S .. "" k>t
(0<'0U~.
Financial Su.mmary -The financial summary sl1o'''''s a breakdown of
total functional area expenditures by major activity. The
total revenue and total full-time positions are also listed
for the functional area,
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WWORAetMTlES -----,
p"i'Jng Enl~nt
PMtdng Citation P~lrIg
.r.d'Tl1u;ldng
Abl1'Id<Jnfd Veh1cM Uo\
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"" 77,t15 tio\
Ko\ 69,1+4 NA ._-... Palkl"i! AcIllKliC«tlon "" NA 12.8,113 ------1-------1----'----;1------
TOTALEXPEHOfTUR£S $N4 INA S70M00 -------t-
FUU naU!:$'OSITlOHS m ~ 8.D4 ..
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rorALRE.VEM.IE ... "" $N.o\ $920,OQo) SNA
--------~-------------~------~-----
sa~le Functional Ar~a Financial Summary
G3neral Fund Major Aotivity Dot ail
The detail for each major activity follows the related functional
area summary pages. 'i'he detail contains:
Mission Statement
Major Aotivity Pinanoial Breakdown -The financial oreakdo~~
is by Salaries and Benefits, Mon-Salaril'!B, and Allocated
Charges, a breakdown not seen at the department or functional
area level. Categories, Buch as Supplies and 1>1ateriala or
Contract Services. will no longer be shown. Total full-time
positions are also listed at the major activity levtll.
$115,GM INA
1.10 ~
sa~ple Major Activity Financial Breakdown
CMR:374:94 9
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Service Level'Ch~ges -This section qualitatively describes
any significant service level changes and their implication
for customers. Any changes to impact measures a8 a result of
resource changes will a180 be addressed in this section.
5'R-roe LEVEL CHANGE$
Fu.Mi", b.tJ kM .d&Jhf dw C«II'1nic.aol the I««m!ln"ylttm fll)Ql~ HP.J«.\:) IOthc UNIX t~";'ro~nl uld .. -ilI
~ truu."I(.ed prq;~,1.Dd rfp<)l1.iltj: "!"U:.lrt>n:l0 all. compytt. UW(l.. DcfII'\.fl'WIlU .. ill hJ\'~ the ,'Wityto
~ a.oJ f>NJ..xc <wIe>mi~ rrroru dirp:1,.u.C firu..o.ci..,J aM MOD: & .. Iv. llIIQal.ctd ~ru pro«:fJ .. ill ..uo.'
(o&;\itx-.I ~ co ('(donn ~~ ~itiliit W p<Jbb: krYkt cO'J!mr.
S~;r.plo ServIce Level C'luI.nges
Impact Measures ~ Impact measures are listed for each major
activity. Impact measures nre ~he quantifiable results that
strive to rr.easure aucceSEJ for an activity. Impact measures,
along with proposed key plans, are the means by which Council
and the City Manager will hold departments accountable. They
are Borne of the product for which the requested budget
resources are being allocated. A lot of time and energy is
being spent to assure that the impact measures are
~ppropri6.te, meaningful, quantifiable, and support the mission
of the activity. Aside from the proposed target (budget) for
the impact measure, information is pl"ovided on t.he prior
year's impact mea8Ul'e ~rformance, the preDent yearls target,
and -a.n eBtimate of the antiCipated present y~ar-end resul ts,
AdjuBtments to impact measUreD will be reported to Council
during the,year on a periodic basis.
, .....
IloIPACT MEASURES __ -,A",CTU'.¥./.UI __
~1. [&t<t9O'lri(1&~citAA~r:;lot& M
. ~0\7.zt<3I'y'V~ ~ l .. 'orlil!,&y~w
~ dth.e (itatioa.
! lu;h;.r"r.~~tnMru.edlloOmort H4
'Ihu! IQrrror1~t},eoo F'"li,,:, r~~iofu isruN.
"~"--~~-.-------------~~------------------
Sample l~ct Mea8ureo
CMR, 374,94 10
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StAffing Info~tioQ
'fhe new kOB docuownt provides staffing information at the
department, functional al."e~~ and major activity levels. Unlike
past budgetlJ, which eho\..'ed only burJgeteo: staffing, the MOB budget
will display historical staff time allocations (starting in 1996-
91). The City is moving to a much more detailed timek~eping system
to allow this to OCcur.
In ltddition to the greatei" level of detail described above, staff
propose9 adding a position detail sheet for each department
(Attachments 0) and functional area (Attachment E). These eheets
"1111 pt'ovido oupplcmental information on the use of employee
reaoul"Co0!S, including the number of positions by classification for
caet. major activity. Por the firet year~ these budgeted numbers
are. eatim{\tQ-8 and not based on historical data.
--.----------.----~----
14 ~ Fr".~S~op::;.1 5+ ... .»>
:&M .... w.~~~
f. "" r".,t'X.l~ F\t-"v.],A-,1.')"1-;', a. Rt;:¢<"',.
111i Bfu)I&~iOrIl
5.1\1 P"")I~ a M.l1J:!.~ Sew'~
&0.711 8~!f.ofr~A1"Mt
IUIc<atId M"TlW4t1J1\>.o.'I
~) ~,rJ\ll'l()&
.ro ~r-~AlIIIu!J~L
1.00 F--'~So:;ro:,ry
:t.()) ~r
-'-~--~--~---~-.-----~-----.--------------------_._--------_.
Whenevor possible. eMployees will charge timo directly to a major
activity. However, there .are instances where w::>rk is purely of an
admin.tstt"ative nature and cannot be deaignated to a major activity.
This administrative time will M shown in two ways: 1)
adminiutrativo effort at the departmant level. and 2)
adroinistrative effort at the functional area level. Administrative
effort at the departlr,ent level will be displayed in the depal'tment
position detail sheet 'Attachment D) and administrative effort at
the functional area level will be displayed along with the major
activity poait.ion iniorlnatioll. as shown in Attachment E.
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Hourly employee time will not be shown on position detail pagca,
because" hourly employees are budgeted t'y dol13ro rather than by
specific poaitions. Unlike regular c~loyee8, for which there is
a Council-approved -Tp,ble of Organi'Zation,· there :is no such
official pOsition contr()l ,roster: for hourly employees. Salary
dollars for hourly employees, however ~ will be included in the
salary figures for each major activ:lty.
r----------.--~--------...,.
IU...IOR ACTMTlts
FTNinclall5f5ttm1 ~1us I." FIN.rIci3I $yIltrM """,,'1-1
.I. $(.F".-!~~t
',1D Su.btotlll fiE rorw,}orAetMty
ACC:OilntIn; Sm-k ...
3.70 ControlA~Sp.K4~ .'" COr,{[~'II ~~Ss'«>I~I.le-M
1m Data E{My~Q( .. Finar'IciIrJ 1\nI.)"tt
.1. ,....,...--.
'''' Sl.f1A<~rlt
.", Sttff $eo.et.try
'28 $(. AooounIJIlt
11.., S ut>totaJ FTf lot MaJor Aeth~
FI~J RfS)«tI
.05 ~.F~
'" Fnar.::iallv\a'I'-' 2' _.""""""" ., . --... .... -.00 St.A.c'C>~
1.>< lubtobJ FTE 101 M4!}orAttivlt)'
Func:tIoNIl AI"N Admlnbtndo.'l
.41 _."""""'" .05 -."'-.... --", .", S'.F~IMf""l
6ample Functional Area Poslt{Qn Detail
CMR:374:94 12
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I TO display the differencee in presentation of the Utility Funds
from the General Fund, a pz:ototype of the Gas Fund is provided as
Attachment F. Highlighted below are the key differences between
the General Fund and the Utility Funds budgets:
Fund OVerview -For the Utility Funds, a Fund Overview is
shown instead of a Department Overview. The Fund Overview
includes info~~tion on the major plans for the fund for tho
tiscal year. The Fund Overview includes infon~ation on rates
and the status of the fund's reserves.
fUND OVERVIEW
K~y ut"a.s of CQn~otr,ulon tor the Gu Fund in )99$..95 include tb~ (oniinun.iC>Q of the a;:coelrr.aloed
infr.,utnK1Wc prognm and ,h~ ut«.otion of a long term g:u traruponluon :agrctrucot with t~C
Moj.liVc rolUlection :syn.em 10 the gu 'ymm. AnOtller olljor {<XVI will ~ 00 min.:.tniiing the con of
wholnale gas purcblJu, which rC'frt-Hnt over 50% of the IOI,u O,PfrallQg budgtl. by (v.lhuung .he
options tor 1.100& term £;..J t\lppl)'. Other PIOjt1. .. U wvol .. e grulci (us!omu O'JlCtacb. and tduC-.2"
tional ar.tiviut1, mukrting ctJ«'u.;:h, pllllntd work ~tb Cit)' ' .. (ill ti('l, illeS cmpblli! oa trooQmk
.u\'elopmull.
A 6,~ pecctal rne increut U plopo",d. OM ntw ~ition iJ being a&kd and two inlp«1on hone
btea C/)llycned (ro>m fong-Ierm temporal)' (0 peNlWl:eOI pru.itioru u pU1 {:II the Gu CAptul Pro
gram. G~ Putdw~s an proj«ud to wcuau by $,2 miUiOIl. due 10 ~ pmje«t\i in(:(eas: La the
wholCjale «»t oi &as.
"flat propo-sN budg« will rtNlt in II. .,dtbdr.lwlll {rom the Rzle SubiliutiOD RutNt of $1.2 million.
The projt1.."ttd (]oling bilance La the R.ue ~abUiutio!l RUCNC (or I 99 .. 9,S iI SS.6 milliOll, lI.,pplOI..i ..
mlltely midwAY Oetw«n tbt muimv.m guidrtlne of $).8 million J.Jld the minimum bal lllce of $7 .. 6
~Oll.
Salcrple Fwld Overview
Fund Financial S'\lJ:ZDUry -The Fund Financial Summary shows
revenues I expenditures and net reserve funding. Revenues arc
presented consistent with the revenue fonnat in the current
budget: net eales, interest income and other revenueo.
Bxpenses are shown by functional area, with additional
informa,tion called out within the functional .areas that
contain capital projects and commodity purchases. In
add"ition l the equity transfel:, rent and debt service expenses
are shown as specific line items. In the MOB hudget document.
these items are not included in a specific functional areal
but are budgeted at the fund level.
13
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TOTALn..NO~'iES "" ------j-----_._-
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Pl1'C1laJtt
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~oa(rDuip" C$oIatttiotlSn-.f«:l (ClP)
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1)el(St.1i.::(' ElporillH
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10nlQ.\1 RJ-:.sDt\'ES --
TOT At ",U. n\IE f'O)frtO"B
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INA
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Sample ~und Financial Summary
.... .... ... .. .... ... .... ... ....
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Fund Reserves Summary ~ In addition to the financial summary,
an overview of reserves is included for each fund. The Funds
Resel"ve Summary includes the projected ending bal~ilce for the
current fiscal year r changes to the reserve based on the
proposed budget, and the projected ending balance for the uext
fiscal year. The reserve minim)Jm and maximum guidelines are
also shown.
~J'I;W R.tpb.u_t
RAItSUbOtudoe Ruun
GNS'Jppk_WSQWy
AB7t2:~1
SAmple Reser'fol!s Surm.ary
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CUNGES jNJffi ctnlN:
""""'"" """"'" ~-SJ.O 5SH "" (I,ll(I) 5,545 S3.'Nil·' ... <8J
& l,on , ,..
5(1,lOO) 19,409
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Utility P\mdo Capital Improvm:tlent Projectl!l 'the Capital
!mprov~ment Program (eIP) will be fully integ<ated into the
Uti lity Funds I budgets. Unlike the ('--enel-al FUnd, capital
projects are an integral· part of carrying out each Utility
l<'Und'D miosion Qf sen'ice, Displaying capital projects ih the
appropriate fWl.dB r functional at'cas allo\lm the reader to
accesS both the operational and capital costs which drive the
proposed utility rate,
Within ench fun~t: ional area aection for the Utility Funds, the
CIP budget 1s called out os a separate line item, both within
the major activities where they are budgeted and in the
functional area summary pages. A section at the end of the
fund iti.cludes the project descriptions and a financial surrunary
of tho-capital projects fOt' the fund. This is described in
de:tai 1 later in this report iii the !:Capital Improvement
Program--section.
Cl'oAf)-dep-~}:tmental progl-arnB are activities that are spread among a
mm,oor of departrr.entS"1 which are of Bpecial interest to the Council
and the public. Attachment G illustrates the MOB P_l"ototjr-pe for the
Pa'l'k:ing cro99-departtrlCntal program. Parking activities are
conducted by· the Police~ Finance. Public Works. and Planning
Dep.utment8 ~ Although the budgeted d6l1ar amount for these
aqtivitioo is located in the departments, these activities have
blJen 9L"Ouped for Coo;t-dination ar,d presentation purposes in the
budget. The Cro&I3-Depa:::tnlental Program Bummory pages in the
document contain the following sectione:
Cro.e-DepArtmental ProgrlUU_ OV8J:'Viaw -The CroBs-Departmental
Ovarview'is similar to the overview in the department summary
pages. It is a non~technical description of the major focus
for the program for the coming fiscal year, including any
major projects. 1n addition. any requests for additional
reso\u.'cea will be discussed.
CMR:374: 9t 15
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CR\)S$.oEPARTMfHT"~ PROORMI OVERVIEW
StaK will C(lotil'l~ 10 "''Of'' wi~'b lht Chw'!xt of Comlt)(t(c 00'1l10""n P.arkin: Sub(.>I'l.laliUN' OD 1
COmFl't!:U~ruL"C pt", II) adJItU rulLoc LA the &)\'"l:IW"O kHa. 1r.c1~J In the rbo .n: imp!.tIlKDtl
tiOD of I ~!«ptt pul:.int orJ.i.~tr;(c t.od I'rl'tN C'duc.rUon procu.m, iropro'fcJ dirt-.-wcd 'i&;a*!ti
im.pkQl(llot.~ of IUtfl.d .. UH "Ilrkint it:! ~ $eW!;!t Cuner lOt, CjlJ;lJ)(cd ulc1}' I...n<J U,blill, i.n.lhe
Wdmu/Co'U}'tr Jlld L« Q «~u. ~ PWtWl of U!C 'cuit.i.1itr oIlO tJJjtiooll pultnl ~1ru«UIe.
SuH is abo .-orkin, ,,'iLl, Ih-e Otunb<ICt"" p~ to ldjul't l\r pu.lllC pwni( (t'U to (fuMe 'l1:
Oty 10 rt(Qyu'tl!t Co)JU »f ~4jP'~ri.nt ~4 crnillt~' pulli, to l~ lIni\'wil1 Avenue Puwl
DiI1oo.
Contributing Dopartmentc! . Contributing Oepartrr,enta: outlines
the role that participating depa:rtr:-:ents play in the cr09S
departmental pn.>gram. It also ~ndico)te8 the l()catiQn of the
Cl.'osa.-depa:rtmentlll program funding ill the j ndi vidual depiu-t
menta; for instance, the Planning Depal·tv.-~nt·o coots for the
Parking C.roBD-Departrr;.ental Pn .. 'gl"am {l,ttachl!".ent G) are all
includecl in their majol"" acti .... ity IOP~"lrking Banagement. 101
COlIrilJDUllWG OEPARTliEIfIS
Police Dtpa.rtfn.c11t
In. th;: ".,.",~ un .. "i'tAitol Sf(-N"H.~ tl.t Fcl>:1" f.\rp~t;.I'l rr-.i.ui,:..a U H'mL'''~f.I.rJ''J\( tM tt.c-l..., .... lUclt
plrkNio, rftvlK~:>N 1M im>n ill 1,.01 ,ffo" 10 ( ... ~t ~b.! t.i..-,-41 m .H"",,"'.\ c4 ~.\o.....ch ... .,J 1'Nr><k ~ f"'J~« u!.-.y
.i.hltIt~ Cilyof PI.\) .\ko. J,Cif.:.t ..... U" ... ;~ v,d",k ("ULil"oj ......r..-n:rt'f~.O' . .IIU(I' ~ i.".J:lo.:~
~~"\'"dOOI ~~.riUl;""'" ~!~~ l..J J'.If\q ..... "'. ~~;" 'n.t11(~
Publk WO-rU Dcputme-nt
IlItht~~'ff ... "PULbc.v..cJ,tt~Q..I,U.f"u"P;,!.t.c",,·Yflo~'f-,~-""'o-~dl.,,~(mJ,.
rlUi.otn1aDQr,.,~c.oNp.W.a.bJ mW.. .. rl'r~ ... «(>t.o.:,t'l.t .... '~.~ ""~I u..J It« ~fW\(. iIII
a.!lpu~p~1w.
pliruUng D.putmmt
Il'IlhtftU,.~r"""""')'·Pll~M~.M,· wfh .. ~~","""-·.-..i~dl()dr,rkso""'lf1l.lr-"f~UIdcH ..
IItnd P""blic: F1~1 i...'l.1 m.u.Wttl.. kluxtt~ ~ oIt-~ ~_n, w U-...: itllo'".nI f"oIN..;.
Finl.tlct Dtputmc at
with.izI dot nu).:-l" ~',"iI,., ·&&1 .,.~ ("~"*-.. ' W F.. ... ~r ~rUV'""","M' a-~l'I Q 1<:> f'f("lo;(fJI rl1~J c.il:l"t;';'"
p..!.1u'ou.n. u.J tkpoI;"l"I'><'e-t]' in. pl~ a«\U11,t a.."'">! WI fl",l/,r...t-.'; 10 , ... " .... .J.. '"r dt1~""l>( UlHio-tl.oe.&.:t.i-)Q lo
toCtord&nc-e";oU:. kJl! rtq">lirt."tl.I.-.u.; uJ IO()lt(kol .lof ~IIUlI ~r~ puh~, isr.mx-t.
Sa~le ContributJng ~partment3 Listing
Key Ple.no
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Pinancial SUlIUUary -The Financial Summary lists tho total
expenditures, bOt.h budget and actual, for the crOBB~
departmental program, by pal"tidlpating departments. It aloo
presents the total revenue and total full-time employees by
participating department.
Other Budget Summ.w:ie1Jtnd Information
u. U.
'16 ...
14.4
.
It is anticipated that much of the non-departmental in(onnation
contained in the budget document, including financ;ial fHlmmarieB~
will be reformatt.ed. Attachment H lists all of the non
departmental items in the 1994-95 budget. Described bolow are
substantive changes that staff plano to make for the propo9cd 1995-
96 MDB budget.
Budget Process, Guidelines, and T~olin~ -A new section will
be added which outlines the budget process. describes the
guidelines Council approved to build the budget, and scts
forth the tim~line for the development of the budget.
Using the Budget Doo~ent -This new section will describe the
structure of the document and give an overview of MDB. It will
also give a simple explanation regal"ding the structure and use
of funds,
General Fund OV6rview -In the 1994 -95 budget, a revenUe
ov:erview t ... ae added for the first time. An expenditure
overview will be incorporated into the MDB budget document,
giving a consolidated fund ov~rvlew.
Cl·\R,374 ,94 17
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Utility Funds Overview -This section would be similar to the
General Fund OVerview but would diacuss all of the Utility
FUnds and include a broad discussion on rate and reserve
impacts.
PERIODIC PERFORMANCE REPORTING
Staff plans to report back to the Council on progress made by the
departmentB, both in achieving their key plans, and on any changes
required in impact measures (Attachment I). Impact measu~e
reporting will be exception·based. Impact measures will b~
reported and explained if changes in resources are required, if
departments do not feel the impact measures are attainable, or if
departments believe impact measures will be significantly exceeded.
After some stability is achieved with the impact measures (prob~bly
within two years after MDB is implemented), it is presumed that the
only time departments will need to adjust 01' create ne\'" impact
meaSUl."es will he if financiC\l reeourceo have changed~ if there ha~
been a significant change in priorities, or if a new program is
created. Howeve:t', it can be expected that, for the first two years
of MDB, significant "shuffling" of impact meaSl1res will occur, as
departments assess the reality of their original estimates and
projections,
Aitet' MOB is successfully implementcd l the Finance Department plans
to initiate a monitoring program for impact measures. This will
include random " revie-,q9 " to verify that the impact measure
reporting is accurate and reliable.
While staff has been developing romB, the Hughes Heiss organization
review has been underway. This review has dra,m attention to the
use of benchmarking to evaluate Palo Alto in comparison to other
cities with regards to staffin'g levels and efficiency at delivering
services. Ideally, benchmarking would be incorpora'ted into MDB
performance measures. 'To allow for meaningful comparisons with
other citieB I however I comparable cities' data needs to be
gathered. That data needs to be manipulat.ed and adjusted for City
specific variations. For example, it is fairly atypical for a city
to provide ,a large jOint service contract with a 9urrounding
jurisdiction. as Palo Alto does for Stanford, To gather data on
hundreds of impact meaSU1'es and to do the necessary analysis to
make data comparable i8 not within the time constraints of staff's
workplan fo:t' the near future. After MDB is fully implemented and
successfully operational, staff will reassess ita ability to
undertake benchmarking.
CMR:3?4:94 18
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CAPITAl. IMPROVEMENT PROGRAM
Staff's recorr~endation for integrating the CIP with the operating
budget is based upon the MOB budget structure developed by
departments, the scope of capital projects, and whether the mission
advanced by the capital project is integrally related to the
rnislJion of the reDponsible department.
~'lndin9 decisions about Utility Funds re~ult in rates charged to
the ratepayers. Decisions on rate levels are made within the
c<Jntext of what that rate is "buying, II including the level of
operations and mainten~nce. the cost of purchasing utility
commodities l and the cost of constructing and/or rehabilitating
capital infA:astructure. Separating the capital budget for the
UtIlity Funds is an artificial division. To spend leBs on updating'
utility c.apital infrastructur<!: may result in the need to do more
maintenance work. In either case, the cost will be borne in the
rates charged to customel"S. Utility capital projects are therefore
an indiviaible part of the "mission ll under MD8. For the Gas Fund
to provide "cost effective gas service" to customers requires both
oper~t.i.ng and capital budget elelnents.
Staff recoIT~ends that Utility Fund capital projects be made a part
of an overall Utility Fund MOB operating and capital budget
presentation. By including the .capital and opcrar . .i.ng budget in the
Utility funds' ,·,DB document, both the community and Council will
have a complete and single picture of the proposed services
obtained for the proposed rates charged.
UnlIke Utility Fund projects~ General Fund projects may be
initiated and implemented by one department or functional, area, but
serve the mission of another department or functional area. In
addition, it is possible that a General Fund project may serve.
multiple missions I thus making it difficult to assign projects and
expenditures to particular functional areas. For example l the
capital project, "'Senior Center Seismic Retrofit II ~ is a project
that will be managed by th~ Public Works Department, in cooperation
with the Real Estate Division in the Finanr.:e Department" The
programs and services offered at the Senior. Center facility
,illte).~face with at least two more departments~ the Community
Servicea Department administ(:rs a City allocation for
administration support; and the Planning Department administers a
grant for subsidized home repair sezvices. As illustrated, General
Fund capital projects do not fit as cleanly within MOB as do
utility projects. Staff th(,:refore recommends that General Fund
capital projects continue to be shown separately from individual
department operating budgets. However, CIP pl"ojectG which are key
prlrtB of the department· G mission will be highlighted in the
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Oene.ral Fund MDB Department. Ov.erview. Tho project, "Parks
Facilities ImprovementGt~ for e~ample, would be li8t~d under the
Functional Areat Park services. General .fo"und CIP project
d€scriptiona and a financial 9u~~ary (similar to the current elP
document) will be attached to the Gen,so('al Fund NOB document. As in
the past, the publ ic and the Council can l-eference this document
for the pUXp¢S6 and cost of ,a specific project.
CONCLUSION
Thel:'e 1~ much to be acc;>'''r,plished in order for etaff to Duccessfully
implement MD9 for the 1995-96 fiscal year, The projects to be
completed include implementation of a new payroll and timekeeping
nyBte1:t, fj.nalization and ~t-cmBition to new depal"tment rIDB
stt'llctu-rea. in-co:rporat iOtl 1)£ the organizational changeB resulting
frolrl the Hughes Heiss review. redefillition of the pr<xess for all
cost allocation8~ ilr.pletr:entation of <1. new financial account code
structure, and the tr~nD,\t ion of all bUdget data to this new MDB
account 9tructu,re, COI~pletion of e.l.ch of theBe projects is
nace~8a~.-y for HDa implementation to pt'ocecd on schedule.
The CIty Managel' liB1 he bringing fOl.-wal.'d in September 1994 final
recoTtlP'_e71dat ions on chcmgea l'esul ting from the Ol"ganizational
Review" It is expect.ed that Bome of these changes rT'.-<:'Y take longel:.
to implement than one fiscal yea:t:. ThiB is due to anticipated
reorgani2atio~ and staffing changes, aome of which could involve
meet and confer iSSUOD, Due to the Hughee. Heiss review, the lack
of nny historical data for tho creation of MDB budgetD, and the
th"at·time .!mplementat.i.on of pel'-!Ol,1'11anCe measureR, the 1995-96 MDB
budget will be a one~year do~ument.
RECO~~ATIONS
It ie critical .at this juncture that the Council provide staff with
feedback on the key assumptions and recommendations highlighted in
this report, o.1nce production of the MDB budget is alread}" well
unqtn" way. Bspeci,ally ck.-itical are the iollowing:
1, Capital 1.mprovet4ant Prograa -lIDB integrates the Utility Funds
capital improvement program with the operating budget
presentation, so that. the components of the rate6 charged by
the utiliti(HI are presented in a coherent~ easily
urtd~rBtandable manner. In tho General Fund, however, capital
projects mayor {MY not be an integt.'al part of any individual
·depal."tmenc's mission" Consequently. reporting for the General
CMR,374 ,94 20
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2.
Fund capital improvement program wj 11 be aimila): to the:
current format, with projects that are a key part of a
department's mission called out in tho Department Overview.
Presentation of B.x:pendit~ro Dotail MOB providea a
significantly greater amount of expenditure a.nd l-evenue detail
at the service level. The trado~o'ff for this is to' provide
this information at it 80mewhat h.tgher level than the current
major object category level (i .e., Contract Sot'vic('!sJ. Po):'
General Fund departments. expenditures in MOB \:lill be ahotolJl ao
salaries an~ benefits, non-8al~r.ieB, and allocated costs. The
Utility FUnd. will prov!qe additional information on co<~ity
purchases r capital improvement projects, !!quity transfera.
rent. and debt service.
3. Full·t~ Bqyiv~lGnt Poeitioos -Total regular po9ition~ will
show at each le\tel of service acti .... ity: major acti.vityz
functional area, and departr:tent. In addition~ budgeteq
positions will be shown for each mujo::r activity b)' job "title.
4.
5.
Priority oetting· MOB is intended to be used bj' the Council
to set pr.iorities for se:rvice provision. While the reoour.ces
devoted to services are sho~' in detail, this information wIll
not enable the Council, "at tile table," to iI<ld or delete staff
poBitions or dollars and directly adjuot service levels. If
the Council wishes to adjust service levels· upward or
downward, or to add new set'vicos or delete aorvic99. Btaff
will be able to respond with the l'eSourco aojustl1Hmta quickly,
and be able to report on the conaeQ\lp.nces to in:pact rr.easure
targets, so that Council ,can set prioritica for services.
Periodic Performanoe Reporting '~ Tho· fO<.:UB of-MOB io qual ity
and quantity of service provision rathe~ than line-item
expenditure detail. MOB ia a -living document~, and Council
will receive periodic reports on accomplishment of k~y plana
and attainll"lent of impact measures. These reports will be
exception-based. It can be expected that, for the first two
yearn of MOB, significant "shuffling'll of irrlPact measures will
occur, as department.s aD8eSB th~ reality of their original
estimates.
6. Incorporation of Organizational Review Rocommend.tiona -The
City Manager will be bringing forward final recommendationo on
CMR:374:94 21
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oxganizational changes in September 1994. It is expected that
some of these changes may take longer to implement than one
fiscal year.
7. Ona-year 1995-96 Budget ~ Due to the Organizational Review,
the lack of any historical data for the creation of MOB
budgets, and the fil'st-time-implementation of performance
measures, the 1995-96 MDB budget will be a one-year document,
Respectfully submitted,
MICHAEL FRANK . se;;!:!r Financial Falyst
--CO Ii _cc~J ILY~~
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ATTACHMENTS:
A. 'MOB BU,dget Process
B. J!hlance Depart-ment Prototype
C. Folice Department Prototype
D. Employee Department Position Detail
B. Employee Major Activity position Detail
F. Gas Fund Prototype
G. Parking cross-Departmental P.l·ogra.m prototype
H. Other Budget Summaries List
I. Performance Reporting Prototype
Related Staff Reports:
CMR:374:94
CMR:463:93
CMR:626:93
22
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Attachment A
l\1DB Budget Process
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City Manager Proposed
Geoenll Fnnd& Non-Utility
Funds' Badget
(opel1lttng and capital)
C.pitat Improvement
Prognun To Planning
Comrnission
M.no" 1995
[
'FinAn« Committee
Hearings
Ma)' 1995
ety Manager Proposed'
Ulillty Funds' Budget
(operating wld capital)
Utility FWlds'
Budg't To
the Utilities
Adviwzy
OJrnmissioa
(\lAC)
April 1995
--1---'
-F-inance---Commi~tec
Propo,oo:! Budget
To Full CQWlcil
lWlel995
Adopted General
& Non-Utility Funtl~' Budget
(operating and ca~irRI)
'.""'.',_. " ·L· ... ,
,.; .
. ,'., ',: i
Adopted Utility Funds'
Budget
(operating And capital)
"
--': .. ..:...; ... ~--:
Attachment B
Finance Department Prototype
All prototype e.,ample< 811d oUachm,nls 8'" for lliuSiralh'C pnrpnses olllt.
Flnanclallnform.llon alld obJetl"·..,. .... nol .ctual 1995-96 budget data.
',.,
i
I
I
1
1
I
·1
i , ,
!
I
j
\-,
> •
$ '.-.Finance Depai'tment .', . , . . J'
---.
To responsibly manage the City's financi4i fNourcn,' to rf'p<m time/y. a({'Ur.tltfi,.um~t! ilJ/(Jrmdlil),,;.'md
to provide tjliaUty service to the public, deroicm·maNen (mil O-ry dep.HTmffll~
DEPARTMENT OVERVIEW
The Fmance Dep.utment's focus in thr 1995--96 budget ye-.u will be on impl~nle{ltatjon of Mi»ion
Driven Budgetillg (MOB). MOB will req\Jire the devefopment of an rfnirelr new (hut of ilOC¢Uf\U
and reporting structure, new cost allocation melhodo!ogy, neW hoor reporting wd position oontrol
systems, integration of cross dC"partmem program anel Cd'pil~1 projt<.'1 reponing inlo the o~r.lting
budget, developm~nt of imp:aa. measure reporting, revision of the Murucip~J Code, and depanmenu]
training on the new fim.nci-aJ struct\.lres. T emplate_5 for a ne'Vro' budget dOCUmCIll (ormat must .also be
created. The B\Jdget Diyision will be wtJolly dcdic;urd ~o 'he project, ~upported by the AC(ounting:
and Administration Divlsion management5taff.
Key nn-anc{ai sy.stems will aho be completed in 1995-96. inchlding store5 invtntor)'. revenue (011(:
dons automation, and the interf<iCl! of the new payroll S)'5tem 10 the aCoCOunting .s)'.stt"m_ The convtr
sion of the: accounting system from ctJr. HP3COO to the UNIX enviroI1ment will aho bt undertaken.
Other Finance Department projects in 1~9.s-96 include: lead responsibility (or thr Storm Dra.inage
Fund debt financing,imp!ementation of anendaut puklngin Ihe Senior Ulltu lot wd <:ontin\Jed
coordination wilh the Ch-..moor of Commerce on options for downtown puking permit (e"'e$j ftvie-w
and proposal of revisionsto Ihe property trafl.s(ertax ordinancej and usis!ance with coordimling the
City Manager's response to the Hughe.s Heiss Organiutioflal Review,
FUNCTIONAlAR£I\S
Flnancloil.' Support Stl'YlCH
A.lel Mltllgemenl
ffnantlal Plijnnlns , Analysis and Ra,ports
Billing & CollocUono
P~nU n9 & Malll n9 So .. I, .. --------
TOTAlDEPARTMENTEXPENOITURES
-------.-----.. --
$4,33$,118
TOTAL FUll TIME POSITIONS I2.7S
I~.
A[}JUSTEO
8UOGET
$4,a12,400
62.76
1-PROPOSE{)
EIOOGET
---------_ .... _--1-. __ .. __ ._._.----_ ...... -.----
TOTAL DEPARTMENT REVENUE 11.&60,502 $1,930,6$1 $1,930,681
RESOURCE LEVEL CHANGES
During tbefint yeuofMDD, thisse('tioll will remain bllllk with. tht txcqxion of any n.ewfunding or resoorc(:S t~l~ uc
rtqllerted. Followiog Ihe fint y~.lf tbis SC\.'1ion wt11 des.:rib.e signif1('.).nt budt.et ck4ngC) i fj POlll ions or funding_ Also, if
It$()lHce$ were beingsbifted within tht dtpanmrot, an expl:uution would bt pro\'idtd.
'O--C-_'. 0
I
I
I
.. ',.
.-'",
,"
:. . -'.' . : -'-. . . . -.
" ."
Fip.ai1ce Department, .COlltiilued·· . ..
,.', . ~ . ". '. ... .
FUNCTIONAL AREAS AND MAJOR ACTIVITIES
Financial Support Servicu
FinanWi S)'$tcms Scroict$ • Acooundng Scrvi<:e$ I FlniLOcW R.eporu
A_Management
Debt 1ssw.n~ • lnvestmt'nLS &. Baokiag I Fixed Asscu Acoounti ng • RC1.l Pro~l1y M.tnlgtment • Purch lStfl3 to:
Contract Administration' Storts & Wucbo\L'llng
Financial Planning-tAnaly.sis and Reports
Long.Range Financial Planning and Foroo.ming. Coruulting and S~ia.l Studi¢$" RtvU1U.r a!1I1 E."(~llditurc
An~~i$. M(mi ttiring, &. Fo rccuting I Optr<il tng and Ctpit~ Budget Dewlopm~nt I Budgec PerlormUict RcpoJU
Billing IX Collections
Puking Support. Ulility Bllling I ('~lle,.n BlUing &: Collections
Printing & Mailing Services
Printing ScrvlCes I Mtiling $erviu;
i
!
i
1
., ___ ' -•• -0' _
". ':'FN~:;'·"~'-' . ~ , . .'-:-~':, .
F_S"wo<ISefvi<m
I\$$ol M.~nt
,.
Finance Department
Summllry of Regular Positions
by Functional Area
14.e4
2O.6i
B.o4ll
11.79
6.20
Fino"""" Planning. Analfsl •. & R8po!\$
8iIiI~ & CoIIect«,.
.Prlnting i!. MoHing S,M0c3
Subfolal for FuncUonll Areas
A~at&d AdmIn ~tr;tkm
.30 [}:(ooor, Finaoce
.10 Sefll¢f Flnaocia1NW/81
1.00 E>:ec<.rtive &<te\aly
2.01) Su1Jto~ I
62.1~ TOTAL OEPARTMEI/T POSmONS
.\
',i
\.,
. "
DU··\RT\II':\:T: Fill.llKe lkl'a"!ll1cnl' , '.
'Fl':\:C H():\:AL ARt:A: Fill.1Iki.ll SlIl'p" .. 1 Scn'ices " . . . . ~ . .
To /mxt$...' and rtrorr! ihe findtl&1. trlfnJd<1iom of the Q't)' in ct ljmtiy dnd 4ccurate matlner and 10
<ktlfltJjJ Phd mainl4ln fir~uJ(i41 ~'H('ms ;', Qrdtr,o prClvidt pertinmt information to all usm.
1995·98 KEY PLANS
o To <k\tclop tOO lrun dcfutmc .... ll in .. .Q.('1f du.1l of
:KroUtHllO Ik-..:om!i».hle lbt Mi.$1iol1 Drinn 8w1g«.
it", (MDa) (!)tmll t:.od npol\iDt RqULW:ne.1t ...
IMJOR ACnvm~S
flll.n,ctll Sytltmj S.,rvk"
Ac:t-wnt.ing StNkH
fll1.ilOcl., Report.
TOTALEXPfNl>t"lURfS
fULl 11M!; pas ITIONS
TOTAl fUVlONVE
BUDGET
CHAllGf
$I\.&.
NA
NA
NA
;:."
,.,'
1.00
.10
1.10
3.70
2.85
1.00
.2~
.10
1.00
.06
2.28
11.23
.05
.05
.25
.15
.06
.60
1.3$
.41
.05
.45
.05
.116
Financial Support Services Functional Area
Regular Positions by Major Activity
M1\JOF!Acnvm~s
. FinaneLl1 SYltellUil SelVf.cH
FJnanoiat Systems Moly.t
Sr. FJnanoiat M.~st
S ublotal FTE lor Ma)or Acllvlty
Acco lmUng Serv~
C«1lt01 Ao:oonl Spe<iali$1
C«1lrot A«ounl Speciais~ lead
Dala folly Operator
Finanelal Analyst
M.oagor, Aw.xinting
Staff Acoouot..lnl
Slaff 8ecfelal)'
Sr. Accountant
Subtofal FTE for MIJor Ac.Uvtty
Flmmcl,al Reporta
Director. Fina nee
Financial Analysl
Managec. Accounling
Staff Aocountanl
Sioff Seo<elal)'
Sr. Acoountant
Su blot.lt FTE lor Major AcU,]ty
FuncUo nal Area Admin" tntion
Menage', Accounting
Manager, Bu<!gel SIa" SecretaI)'
Sr. Finanolal Maly"
SubtoLl!
._--------.------------_._-----------._----_._---
14.64 TOTAL F UllCnONAL AREA posmol/s
,
I
1
7b 11'14 n.tgt.mJ IMPfOr' Ihf FJfh(HCt DtpttrtmnJJ'S infomutlcn lY$rh1l/, i1Id"ajng f)'1Ufn nujn ~ ~md J«oelcpm('tlJ.
mk'rtxllmpu/n'lIliliZAtion, rwmh md~gt1IJtnJtJ1ld f«lmiuJ tr .. jll;/1g.
SllIrfn and 8enefita:
Non.sllal'l8tl
AII_I.d ChI'll"
1_
AClVALS
-------t------------------t---
T01A!. EXPfNOITUR£S
~Ull TIME POSmONS
SERVICE lEVEL CHANGES
SNA.
""
Punding h.u b«n added fO/the oo.nvmioll of tbe &.I:COunting,symm from the HPJCOO (0 the UNIX ~c\Vironm<l'It 1.!ld will
provide enh.tnc.td programming and reporting Clpahiliti.es 10 all compufu \J$tC'S. Dtp.utmuHS will hue t~~ al:>ililY to
ckstgc. a;td produce cwtomiud report! displaying fina ndal md .MDB d.t~ An l.\lIOm~loNI (O)I/foctioru procm will aHo~'
coUeQions: staif to pc'rfOlOl multiple capabifi Iln at tl'e public Stcvke COUD te r.
11'>4-..<15
..AQ,J. B~J!._.
NA
NIl
1994-$5
__ ~SLBUD.
""
NIl
· ; :l':_~-.
i ..
I
I .1
"
!
i
j
J
i
To pro<tJJfmatriJ ~t.tC i'l4 limti, "nd "C14U.U m4ntUT~", prr>tJidtjilfAncW injOtmffWn 4nd "tlA/yliJ/01' NSI in
dmsion·ffJ4king., IIIlI kwlso/Cit;; m..:Jn.cgm-omr, ~nJ tos"f'POYJ I4Hr ftC'M.1O fin4n<.iaJ dal4.
and
Non-S.lIrJea
Allooa~ ChI rg ..
TOT.u. EXPfHMURES
FULL nMe POSInONS
SERVICE LEVeL CHANGES
$NA
NA
S8U,758
11.23
During 1M rltSt )'~U ofMDB,thls$¢ctlon will remain bl~k witb theextqltion of any nt"flfu nding that is requmed.
PoUowing the Hm yeu, this S«1ion will q,u:tIiutivdY cYscribe! igllific.tnt rt$Ource changes;o terms of tho: service
implkttloD: f~r ruottomtiS. Any danges to impao;1: measures as a [~ult of rerource ch~gts will ~$O b<-addressed heft.
IMPACT MEASURES
f
i--Topro;:;;:;ceaJiCfdlSinbu-te'IOO% of flea] mOlllhly
fio~l1c1al reports foruch fund Iype by the 151b
ooe odu day 01 the following month.
2 To pay 90% of imoices within 30 dJ.Y$ of 10 .... 01<:.: j dHe.
I J. To u:hie-.'e an ave~C mL;r;lction ra:ing of 4
l (hlgbtrt ming btlng S) on various accounting
_ I_~irlg d,l.5.~..!l!: _________ . ____ mm_.
-',.
NA
'!
19u.96
PROP,j!i,[I1.
100
90
4
"
,' ..
· .; ')
To (/~ c.uh jisiAJ~r pU/ ,~rr;ptkf~ rtrords i" rompli4n~f.&'ith Gtnn-tdly A((tpUJ A «OIffl,jNg PriNNp/n(GMPJ; to
fu.;ililAutbt.nnSMIfin41KW ~w/I'l<l~ T«OrJ.I; k! pnp.sre theComp77hmsftlt ANTT~ FlrWldaJ Rtport.artd o:lxratnn.c/
fi1J41UW tlfJdstJlrinilM rrpom on IIlrNuly#USu.
1993-84 1_
ACruALS ADJ. BUDDEr s ... rIfi tn<i" Ben.rn;-
P!on-S'larIH
AI_Chug ..
-$NA-...... -.--~-
TOTALEXP~R£9
FULL llM~ POSmON9
SERVICE LEVEL CHANGES
NIl NIl
110\ HA
r·· 1_-
PROP.BUO.
5106,103
9,Q97
11,610
$121',310
US
BUDDEr
C1lANGE ._-.tijA-
NIl
NA ----
$NIl
NA
Pwin; tbe riM )'ru-of MOB, thi! ~io!l will It'1TU.in blUl 'k with t be t');":~lio!l of 1.Ily nO' funding t hn is requestt'd.
Folh)~;n, ~k tim )'r-u, ,bit J«tto!1 "ill qua.litati\'tl>· ckKri~ signifi(,.lm re$OlJr..:e changes in terms of che .service
Unprirn~D!()f <'U$lomW. My dnnges to impm mUi\.Im as;l r~utt 01 resource chang.es will aL~ be :addressed here,
1993-94
IMPACT MEASURES ..... ......... .. ACl\IALS 1: Yo ObUJ:;;-U;~~d}t-Q~'inion'rQ'r tI;rCil)'·i·l.rul~r--N,\ -~.
fi!U!'l(w stuerntiHS ""jib 00 ~~ti~,t
qualifiC.,IlipM.
2. To h,.;-t CA}X re-wy (or plJbliCllion by
No-H'mb« 1$.
, '
199$-96
l'f:!OP~!lUO.
Yes
y.,
100
Attachment C
Police Department Prototype
AU prototype e •• mples and a!lachm,nls .... for IIlUl1niU,. purposes only.
financial lnronll.Uon and obje<II,", are nol acluol J995-% budget data.
,
\
I
I
• .,. " ' c
. P?1ice Department . .. :." :
. '. '.
DEPARTMENT OVERVIEW
The Police Department's focus in tbe next budg.et year will Ix Ihe continued ('mpll;)'s.~s on Probi('"m
Solving PolLcing. Problem Solving Policing r('.$ol ... e~ iuues through cre,nive, nan·'lndill0I1.11 rnNOS
involving officers, residents, commuruty groups, and bU5lnes.1 owners, OVtr [he nexl ),(";1,,-. the
department will continue to focus on reducing yomh c-dm.e problems; iSStlNo unique to (ne busines.s
districts, Barron Park. Addison, and Ventura neighborhoods; and also Jmptenv.nl .-he <Ampuler
Aided Problem Solving (CAPS) program on a ci,yv.'ide b1S;',
Techllology continues to play an jmpolta'~t role in provi&lng quick, uS.lbll:: infolmation (0 polic(
offir.ers, To this end, 3 mobile computing ~d a Computer Aided O;~p~tclr (CAD) s}'stem wal
be purchased, inslaHed, and tested in Ihis fiSC;l1 year.
ACltng a~ a prototype department J the Police v.'iII pta)' a s.ignificanl rolt in :he developmmt of Mi5+
sian Driven Budgeting (MDB) with Ihe Finance Depanmcm. Additiomlly,lhe Poltc~
Department will examine the orgoUli7..ational struct\Jre and consider changes. u it telale.1 to MD.B and
results from the Hughes) Heiss Organizalional Review.
FUNCTIONAl. AREAS
Fund'manta' Response to Clrla fOl Servre.
Critical rneldent Resolution
InvesUgatJons and OIs~ltlon8
Communfty Pollc rn 9. EducallonlCr1'mit Supp!Htlon
TAffle Servlcn
parf(lng SGl"Ylcn
A nrmal Sa rIIlc"
Sp&elal SlIents
Conttlcled Ritglo rI a 1 SI!! rvlCK
InfonnaUon Man ag amant
PaTlonn,' Sele<:tlon B'nd OSIl,lopmenl
TOTAL DEPARTMENT EXPEN DITURES ---_ ..... __ ._--.--
TOTALr-ULL TIME POSITIONS --_._-----_._--
TOTAL DEPARTMEm' REVENUE
RESOURCE LEVEL CHANGES
I_Sf
ACruALS
$16,8>3.252
187.50
$4,993,_
135,000
2J U6.000
3,"7,l",Ooo.
1.013,000
iOO,OOO
'.019,000
~3,OOO
1.:s.21IOOO
I,Q82,OQO
a3lI,ooo
During the ftnt yr-uof MDB. this stl;1ion will urn lln bl u.k wlln thH)[l'~PI ion of any fl~W ru nding or (tfOUr(t$: ,hAl arc
!eq~~C'd, }'ollowing the first ye-.ar dtis S«tion will descri ~ sign ifi('-.tlll bwitel changes in .;(Is;:ion~ or (unding.. A "50, if
r~ources were being shifted within tboe deputm~m. an e.'(plln uion would bt pro\idtd.
L
~l·
,~ .•.
.!
, "'\~"-:
",
&: ~ ':"'~'.'.'~"' • . , . . ..
\ . . . . .
, I~olice'D~partment; ,conti'tmed " ' . . \' .
, .' . '. .
FUNCTIONAL AREAS AND MAJOR ACTIVITIES
Fundamental Respon.e to R.quests for Servi«
9·1·1 'and Dispatching Seroices for Palo Alto Polic~. Emergt:ncy Retporuc to Requests tor $e.. ...... ice I Non·Emertency
R($!X'rut$ to ~'querts (or Service I Muni Co& Enf.:>rctmell\ I Roetiollal Ass;,uJlce Resporue I Traffic Acddtot
R"P<''''''
Critical Incident Resolution
Disaster Containm~.1t 'Civil Disturh1llce Response I emu Rcsotl.aion 'MutuJl Aid Auisunce
Investigations and Disposition:;
[nvestigatioru. Offender JdentifiCltion, Appteb;truion, Prmt\."'\.ItioJ1, and Invt.nig,llion Resolution' Prop.myl
Evidence
Community Pollcing, F..ducation/Crtme Suppres5ion
Youth. Services I Crime Suppn-ssion' Community Poti..::inglEdu(,.Hion" Bicycle Theft/Rr-.:overy Progr.un
Traffic Services
TrafHe Enforcement I &hool Safely I DUJ Suppression I Traffic C'.om,pla.illl Resolution
Parking Servh::e.s
Parking Eofomm~nl 'Parking Cituion Pro«'SSing and Tucking t Abandoned VthicleAbuement" Parking
Adjl.ldkatio[l
Animal Services
Pet Adoptioll and Reined Owner Strvices I Animal Cue tAnim.J Rl!lated Heallh 1llld S.uety' Pet Recovu)' I
Overpopulation Control and D~ Preveotioll
Spc<ial Event
City SP'Ol1$Oted Evrnt'>. Non.ot)' Sporuoted Events .. Stanford Sporuoud Events
Ccntracted Regional Services
Stanford Uoiv~rsity 9·1·1 and Disp1tching Services. w! PilQ Alto Asiim.Qce. Jlegional Anim.J $ervius
Information Management
D.lta PtQCffiing and Storage • In(l)tm.:ltion Disptrs-AJ, Compulel SySUJl.\S Development
Personnel s..lection and Development
Penonnei Re.:ords Mm~mtnl· RecruilmentIHtring' Cit'L2en Compla.lot Process. Mlndnory Tr.uning I Non
M1ndatory Training 'Legal CompliUlce/So<fery. Ht4lth Resource ~l\'ices. Vol>lmar Program
• \ ..' .'
,
,:.-.~ ..
lill'!]
. .
,.
Police Department
Summary of Regular Positions
by Functional Area
FUNCTJONALAREAS
43.25 Fuooamomal Rosponse to Calls !or SONice
1.20 CriIic8Ilocidenl Resolulion
20.79 In_ligallon. and Oi$posilioos
3().73 Community PoOcIng, EducotionlCrime Suppression
16.13 Tratr.>s.mc..
8.94 Pa.1Qr,g Sorvl:es
9.02 AIlrnaISeMoos
1.89 Special Events
11.76 COO!n>c!ed Regk>naJ Selvioes
9. 59 In~_ M.""9"ment
6.65 ~I Se'.ecOOn aM Development
$69.00 Subiotal ror FunctlonllAreal
A Ilooat&d Admln!alratron
.2'0 Assistant Pollee Ch}e/
.40 Executive AssJs.tanl
.3Q ExO¢llti'1'8 Soo'elaty
.20 Police Cap!aln
.00 Pol"" Chiel
2.50 Subtotal
-----._. __ .. _-----_. __ . __ .---
UUO TOTALOEPARlMENTPOSmONS
L
.. _--. __ ... _ .. _-----
\
~ .' '., . . ~ ~ , .
DU'ART;\![l'\T: Pulice 1> ... ·I';1rilllcllt· , '. . '
rL':';CnOX,\L\HL\: P.lI·king Scnit'l:S J " '
, ,
To ~gt, ~)fQr(f "rnJ 'ttwh>re wbidt j'drking regulations and issuN in an effort to /aciJittlle the
'im<lym.~""'1 cf ",hid".mi provide for public "yety within lhe City of Palo Aho,
1995·96 KEY PLANG
"
t"J ImptU'Ut~1 ';!~r pui.in, or~JUn(i' irt the do .. 'nll)'iln
dirui~ on -I Ollt-)'«t u'ill NJ~j u.J N,jUJ.\.c' e({~"t;w· .""
ct COIlo~tft Lot S Lr:no Ul aU("lldUJt lot on II: one-yut [rial
Nsit. As$ul ill the-mmotKrmem (If Ibe contrn1 with a
\'uuior and evJ!~le .("fle(1iwnffl of tbe menduliloc
OOr.('otpl.
M.O.JORAC nWrtES
P'riUnQ Enro~m'r.1
P,n;!ng (;lfiUon Pi();;'i't-,Ing
.end Tracklfl1)
Ablr.(iootd VttMtJe
Al»!temtht
Pa'1ting AdJudleoU()n
TOTAlEXPf~RfS
FUll 'NMS POSITION S
---------.-.-----~--..
r~YAl REVENUE
1<nH4
ACllJAlS
, 1~ r 1_
ADJlIS1ED t PROPOSED 8JJOOET 8JJOOET .. --~--.---.--.-.--.. -~------------.-
VIA $423,1S65
No'. 77,618
NA
NA 128,873
1700,OOQ ------',--' ---_.------._---" ------------------
j-NA NA 8,N ..---------------
VIA VIA U20,QOO
.~-----
....
BUOGer
CHANGE
NA
Parking Services Functional Area
Regular Positions by Major Activity
A\4JORAcnvmEs
~arklng En forcel'11-tnl
.50 CO!Mwn'lty Service Office<
4.50 P,f1OOg Enfo«o",.,,1 Office<
.25 Police Ue~eMnl
.24 PoIiceAg.ntlO1f\c<,
.13 Slaff5e<f.lary
.40 SupeMw. Police Se<Vices
6.02 S u biOla I FTE lor Ma)or A ctMty
Pa.rklng C!taUon Proc ... lng and Trtcklilg
.12 raoong En 10;",,,,,..,1 Office<
.05 P~Ue!Jt.anaf'11
.06 Staff Seo:.(t>tary
.02 S'Jpo<viso<. Police Services
.25 SU"btoLaI FTE for Major AC!tvtty
Abandonlld Vehicle Abatemtll!
.44 Coovnunity So""", Offioer
.12 Paoong En Io«:emenl Office<
.15 Police Ueut.enafll
.19 Staff 5e<felar)-
.02 SupeMsol. Police SeNices
.92· S ublot.tl FTf 10' M.to, Aotlvity
P.ri<Ing Ao) udloollon
.04 CO!Mwn'Ity Service OI!\co,
.12 PaOOng Enlo«:ernetll Offioer
.05 Polloe tJeutenanl
.03 Staff Se<:celary
.55 Supo<viso<. PoIiceSeNices
.79 Subtotal FTE 10' Mo)ol AoVvity
Functional Area Admlnlltl1t1on
.15 Asslstanl Chief of PO:~
.02 Coovn'Jnity Servic<l Officer
.72 Par1<ing Enfo«omenl Office<
.06 Slaff Se<:celary
.01 Supervisor. Police Services
.96 Subtotal
U4 TOTAL FUIICTIONAL AREA POsmolis
( :,
To tnforct ",nd rn~t!t i.oehide purling inJm.
------_.
1993-94 1_ 1_ BUooer
Acn'ALS ~~, B UD<lTI.. p=~~-CIiIlNGf
SalariM lind Benentl --$N,<. $HA -lNA-
h'Dn-s.III r1H ~ NIl 11,105 NIl
All_ted Ch.rg .. ~ ... NIl 1011.916 NA
------
TOTAL EXPeNDITURES INA $/!A. $423.~ $NA
r'ULL TIMe POSITIONS ~ NA 6,02 NIl
SERVICE lEVEL CHANGES
During Ihe fLnt yw-ofMDB,lhis st\."ti.:J.!l will rtm:a.in b!an~ with the C'xc>l'ption of;lIly new f\lnding ,nA;1 Is r~\.lCS'N"
Following the first ytM", this section will qu.ditati,,~y describe ,i&nificl!lt resource ChUlj;.t$ in ttrm! of the str"\'~
imp!ica.tion (or custOlDtts. Any changt$ to imp.l,:t roe-.uures as :I ,~uh of rt$O;J ret dllntC$ 1\Iill.also bt .l&:lressd nUt.
19~ 19&4-95 1994-95 1S~96
IMPACT MEASURES AC]VALS T"Aduev"e a X% com:pilin"u"ute""orm"uka:r:YehIcl~--NA
for parkiDg time limits witb in d~jgn~lo!"d ,l~r
__ "'W,§lIC·_
NA
. .!'l'T .!WD,
NA
p R ()PXIl'~ [1'1
puking zones.
2. Resolve ove-might parking issues within 5 working NA NA. NA S ruys of rt<"cipi of Ihe complain t" j 3. Achieve 190% comp!iUlce r,Itt' of newl), NA NA NA 90
Ldcn\lf~Jubitu~....£lfe_~~~.' _____ --'--_ ..
"i%\Joit·,\CTfVITY: P.1rki'lj\ Ci!,{jo,i I'r~c<,,~ing 'at III 'rr"dii,ig,. _ "" .. :. -' .-.~ ._;, .:: . " . . . . ' '. .. _. , .
Safarles and B8I1t'~-
Non..&lul8s
All_ted ChorgH
1993-94 1894-9$
ACTVALB ADJ, BUOOeT
-'-~-----iHA'-
NA NA
NA N4
,PROP.BUD.
$1"4,696--
42,769
20,1&3
BUDGET
CHANGe
---~.--.
NIl
NIl
TOTALEXPENDITlJRE.S INA INA sn.61B $NA
F_U_LL_Tl_M_E_P_O_S_ITI_O_N_9 ____ ~ ___ ~ ___________ NA _ ____1 ... .w~_5 ____ ~----NA ____ ~
SERVice LEVEL CHANGES
During the fll$t year of:MOB, tbi$ S«1 ion willftmain blank wit b tbe u::("tplion of an)' new h.. cding thu i.s re-qlmtt>.i"
FQUowing tbe Hm year, this S«tion will qua.liuliv~ly demi~ significint resoul"(e danges in tunu of the $<to'ice
impiic:ation for custQmel'$, Any dung~' to impact. measures as. a rtsul L of rfSOur«-chlJlges ",ill alro be 2ddrtSStd h~r.e-"
IMPACT MEASURES
i~Enterm"OfaITparkingcTtitiolU into IKe
automated systems wit hin I working day of thoe
is:ruance of the citation"
2. Achi~e:ll parking cit,1.lL<m error l'.lte or no more
tbUl 10 errors p-:r 1,000 pukin,& citatioru mueJ.
1993-114
__ A~!yAlB_
NA
NA
1954-95
_At?,!,.BU Q.
NA
1994-95 1_
ESTi!UD~.-!'RQ~B_UQ'l
_NA. __ . __ NA_ . __ :. J
\
\ -, ,
""'1 . . ~ ..
..J
"
MM6Ji .\(~IH·nY' Ah"01d;",«r\'ehJ(I~\'b"t~"'CI\t . .' ~ .' ."
-, .. ' . -.
Sara"" and 8tnef1tl
Non-SlllrioJ
AII_ttd Chi'll"
$NA $$1,624
NA 190
NIl le,161
--. Ao.: .. ,~~[T--t-~~-D-'-
----------. ---
TOTAl EXPENOrnJRES
fU LL n.<tIE POSmONS
SERVICE LEVEL CHANGES
$NA
NA
$NA $69,944
NIl .92
BUDGET
CHANGE ---SIlA--
NA
NA
Duringthe rLm yeuofMDB. thi! se.,. ... ti()A will rema.in. blank with tbeexuptlon of my new funding thilt is requewed.
Following the rlm )'NJ', this: S«'1ion will quaJjUlivdy dtser'lbe ~igoiftcant resour« ch.a.ngo:s in temu of the service
i mpliCldon for (vstomert.. Any chang" to imp.lct meUuftoS u ~ r<:sul! of r«our~ .-:h wgt$ will aho be a;ddresud here.
1S9J-!14 1994-95 1994-95 1995.$6
IMPACT MEASURES ACTUAlS I ':;::~::.~'=.=:;::~ ~.. "'-AD.!, au D •. ___ EST. BIJ.D. __ PROl' ,J!!JD.
NA NA 90
~ R" .. olve 9\1"% of ill siored whide imlcs within 10 NA
workda)'S.
--------------------------------------------------------------------------
NA NA 90
___ ..J
-------------. len-&( 1994-95 1_ BUDGET
ACTlJAlS ADJ. BUDGET PROP. BUD. CHANGE -------------..
S8lartH Jnd B&n.flte; $,'0\ fAA----$e5,201 $NA
Hon-5allrl .. NA NA 30,211 NA
Allocoltd ell.ru" NA NA 33,481 NA ---------------
TOTAL EXPENDrruRES INA $NA $128,873 $NA
FULl nME POSInONS NA NA .19 NA
SERVICE LEVEL CHANGES
!AI rir.g fbe first year of MnD. dtis $t'C1ion will rem,jn blink Wil h the f'ICet:plion of any new funding that is requ~led.
FQlI()wing the flfSt )'tar, trus section ",ill qualitativety describe $ig.tlificaal rt'SOur« ci:",ng;¢i in terlllS of the Sfrvice
implication (or cu.rtomen;. Any changes to impa.."t measures as a rtSWt of rt:SOun;e cbange~ will also be ukJrtssed here.
199:1-94 1994-85
IMPAc:T MEASURES ._ .. _._ .. ____ A"-I111,kS_...M!,!,..BJiQ....
1. Complete initiu investig:nions on aU C'<)ntesltd NA NA
puking ciutions ftcdved by the Police
lnpUI men! within 20 working days.
2 Provide fuuJ. d.i.sPOSilions of all CODtested pcuking P¥A NA
ciulio ns within S working days of tbe adjudi~ILon
-~ng. ----------------
",'
1_
pROP. BUD.
20
• l\
\
/' .
.".'
.\
,
\. r
~] ..
. '.
,
j ,
;1
!
:'
..•. ,.
Attachment D
Employee Department Position Detail
All protot)'pe examples and allachments Are Cor ilIustl"ati\'e purpGScs onlj'.
~lnanel.llnronn.tion and objectives are not aclua1199S·96 budget dala,
· .
· .
fUNCTIOAAlAREAS
Finance Department
Summary of Regular Positions
by Functional Area
lH4 FK\8IlO1a1 SuppoO So<-.
2(1.64 ...... 1 Manag<t_1
8A8 Finan<:iaI p~. Mal1tJ>. & Re;>o<to
lU9 Biil!o'>g&~
5.211 PooOOg & Mot<.~ so"""'"
6O.7a Subtotal for Fu~Uoo..1 Are"
A 110<.1«1 Admln!>t,.II.,"
.3() ~. fioa<1oo
.10 senior fiNlK4i Ana.y.1
1.00 EXecvt"6~e18f)'
:tOO SUi>loltl
61.76 TOTAL DEPARn.I£NT POSITIONS
\'"
Attachment E
Employee Major Activity Position Detail
All prototype examples and attachm.n1. are for lIIuSlr.Hve purposes onl),.
F"mandallnformalion and obje<lives aN! nol actual 1995-96 budget dot ••
·-,.,--,,~.-.-" .. , "
Financial Support Services Funct iona\ Area
Regular Positions by Major Activity
FInanc'a' Systems Sa~lcet:
1.00 FIr\4neial Systems Ana~.1
.10 Sf, Financial Anatysl
1,10 Sublolal FTE for Ma,or ActMty
Ae-c.ounUng ServlCH
3.70 Coo Itol Acoou nl Specialist
2.85 Control Accounl Speda1ist. lead
1.00 Data Enlly Operal",
. 25 Financial Analyst
.10 Manager, AoooonUng
1.00 Slaff Acoounlant
.05 Slaff5ecfelal)'
228 Sr. Accountanl
11.23 Subt.!>1 FTE for ~1.'or AcllvHy
FJnanc'al Reporia
.OS Director, Finance
.OS Financial Anatysl
:25 Manager, Accounting
.15 StaffAccounlant
.05 SbffSeCfeIal)'
.80 Sr. Aocounta nt
1.35 S u ololal FTE forMa,o, Activity
Functlona' Are! Admlntatratlon
.41 ManOOO', Accounting
.05 Manager, Budget
.45 Staff~lary
.05 Sr. Financial Analysl
.96 Subl<>la I
----------_ .....
14.64 TOTAl FUNCnONAL AREA POSITIONS
---•.. _-.. _ ..... _-.-
... ~ .....•.......... .. ...•... .
Attachment F
Utilities Gas Fund Prototype
AU prototype examples and allaohmenls are ror illustrative purposes only.
F1nanciallnfonn,tion and objectives are not .o[u,11995.96 budget data.
, '~
I I
I
\
(6 .. l . . ..'
Utilitic~ D~partmeilt -Gas Fund' ' ,
. . "'.-'
.' . . ~ .
To a(qHirt find pro-vidt qu,lfliry ccsl-t/ftdj vt municipal gas utifiats to our cUJtomrn.
FUND OVERVIEW
Key aieu or (:0 ncc-nl ration ror the Ga.5 Fund in J995·96 indud~ the cominu21Lon of the accelerated
lnftistructure program and the t.x«lltion of a long ,erm g6S Iransportation agreemenc WLlh the
. MO;l\'e oonntction sy~tm to tn~ gas sysl('m. Another major forus will be on minimizing the cost of
""holes:aJe gu pu"h;tJ.t;S, 9,·hkh rrprC'$('ni O,,'U SO% of the total opcra,ing budgetJ by evaluating the
optiolU for a long ~~frn g~ StJpply. Oth~r projf<1S involve greater cwtomer outreach and educa
dow :a«iv,iILa, mUK~1ing rc'S('"arch, phnneJ work wllh City I~dli[jes, 1Ild emphasis on economic
de,'cloprnent,
A 6.3 percem ute inC(C' ..... ~ i.s propoJ.('d. One new p<'sition is l>emg .ldded and 1\"10 inspectors have
~<"n ronwfud (fom long-term (empotilry to pumaMIH positions a.s put of the Gas Capital Pro
gCi1JlI. C~ Purchi-stl ;g.re pr(;;.e<:ttd lo incre-~ot<:' by S.2 million. due to a projected incre2~ in the
~hol(sJJe ('ost of gu_
The pt .. ~sed bud'g.c-t wi.11 re.$ull in a withdr.,J;w.I.] from fhe R,He Stabilization Reserve of $1.2 million.
The projmcd d()~il1t b.tlwce inlhe R;lM SubHiucion Reserve for 1994--95 is $5.6 millio/l, appro:x[.
m,ucly mich,,-,y btlw«n lltt. maxinwm guiddine or Sl.8 million and the minimum balanc.e of $7.6
millloI1.
1994-96 1_
1993-$4 Atl,!,USTEO PROPOSE!)
FIiNDSUMWI1V ACTUALS BUIXlET BUDGET
---,---, ' ,'"-"',,',---"-'----, "--,, r-"'--'''-------'-------~-
NUS.~
l,.r,1f'f't$IISlt<tmt
OOcrlA~t
---------....,.---~------.--------~
ResQa ret ~lIl1tj;(nH fit
P-Ijrdu,lt;t
00"
Oblrllxltlo~S)'Utm
S)\1C'm.Jlrnprm,tontal-(Cfr)
euU(lmff 1)c6!iB'& C(lI)D((-(t6b Stn:lttt (CIP)
OtlIer
S-~wortStrY'.r«S~ RItts
1XblSml«,E"""",
IItoI
F..qultyfuMfa'
SNA SNA $18,88MOO
NA NA 600,000
NA NA 97,:150
SNA , $1&,583,35(l
-----,,---~',-----,-
SNA SNA
----'---,-
~ W\
11,621.000
1,2117.892
3,400,17.9
142,431
2,06S,02l)
642,486
o
145,528
1 1653,0...."0
UO,783,~ --
$1 1200)196
48.12
"',
), -'
r ... ~:
" .
• -' • j
, Utilities Departn:tent -Gas Fut1d~ -eontinued .'. . . ,
I99S-%RESERVES($OOO}
Emtl'JtnC)' Vla.nt Rtp!a<t lOtti'
Rllfe SlAlbtuz.Uoil RMne
GuSupplc .. ",IsISupply
AB70lRCH"n't
TOTALRfSEKVES
1'R00£CfEIJ
~
RIoUNO:
r--~----'
$!l64
6.'~ l,on
15S
510,609 '--________ .J.... __
RESOURCE LEVEL CHANGES
PROPOSED
OtAN<;.S
SJO
(J,llQ)
G
o
${I.ICIOI
1'R0JtCIU> RE'imVE
~'>'G G\.I!DWNE
RUANe>: RA.'IGE
~S~I --l--;;;~
~'-I $3.791-',583
)'on
153
. S9 • .fW
DUllngtb.e ftnt YC'U(lfMDB, this U(twn 11111 (Up-Un bhnk ,ith the t:J: .. '(~~o;'J <>1.,)" IUt.' fud:ot; 01 f($O\lf(C$I~lll ue
n'Q1Jcsted. Following the IIrn ytU chis $('rt~n ,.~II &!.-:ribt ~i,g, .. ifK..1_hl b.ud'i.';-J, (hlflt~ in iY.'I:\:~:U or tundir.~_ Alro, a
rt$Ol.lrc.es 'V.rue b<-ing ,hi(too within th~ &plftm~""I. 1n Uprlr.~tk?n ""()uld ~ pr,,,,tJe,l
FUNCTIONAL AREAS AND MAJOR ACTIVIllES
ReJour~ Managen1ent
Muket A~mmt ltId }'o[t(';lSting
Ugislalive l11d RegulatQry AruJ)'lu •
Distnbution System
Pl~rtIling and "n.tlr~il I Suppty Resollltu • O(n\lnd RHOlfr~ t
R(:'SUlch.1~ D<:~·tktpmet1t • CUfLonm ~tisfl('lK.n
S}"5tem ImprO'(eruellls • Optnl i.oru.aJld },hi C\llllUl<t • CWlomu' Dffitn &. U'>ni\{{\i<lll Strv)(t:l
Support Services and Rat«
Customer Services • Mfler Re;adjng I JUt('6 100 Rt)<rYC'S
.). .
Gasl'und
Summary of Regular Positions
by Functional Area
FONcnoNALAREM
7.35 Reoource Mall8g$lT\enl
'31.93 Distribution $yolom
7.30 Support Services and R,I8.
46.68 Subtotal for Functional Arelltli
Allocaled Admlnlltratfon
.2:2 Director orUtil1ties
.22 Administrator, UtHities
.22 Exewtive Secremry
.22 Utiiroes.P-..ccoontin!l Technician
.22 Supervisor Utilrnes Cornpu(e,r Selvices
.22 umilie. Sisiem Support reclmiCian
.22 $enklr Programmer Ana~it't
1.54 S.blolal
.'._-------~----~------~.-----.---------------~------.--
48.12 TOTALDfPARTMEHTPDSmONS
i ;
-!
I
I
! ;
',',
\
,;.-. ,--'. ~ ',' -," ' . ~ .:.
'FeND:'G~,_ . _ - - . .' --. . ~ , , .
FL'NCTIONAL AREc\:-DistriL;lIlinn SvsfCIlI -'.
. , .:".' .
To plan, engineer, operatl? maintain and coiutruct impro~'emcnrs to the GOof DiStribution System
('101 will provide our customers wllh safe, uonomic, and reliable service.
1995-96 KEY PLANS
(] Design 1,000 I[~car feel ofmairlreplaC(Ol.oots ror in·
boose coru .. trualoo and 15,000 linear reel ofm!in
rcplat:¢met1ts rot cootract coowuction as pm of the
ae«leratro [nfi'a.stnlcture Program.
Cl Coovertan 2.dditiooat 57 v.:hicfes frOIn gasolir.eto
oompre-ssw natural gas.
o Modifyregulation equipment &ld controls to impro ... 'e
safety al Gas R«dviDg Stations"2 and #-1.
o Upgra.1e regulators a: Gas Statio!l.sl Md 11 in order fo
;e.(hie~·c cOllfonnity ofrcgu!alions for greafera<;;<:illacy
andptrfOfm!itCC'.
MAJORACTMneS
Sytlltm Improvemente
Ope:n1Uons and Malntenal'iclt
CUltom&r Oaslgn &
ConnecUon ServlCil8
rOTAL EXPENDII1JR£S
FU LL TI ME POSITIONS
1993-94
ACllJALS
o Pri)vide ~rety and lec-hn jea] training for scdion empfQy·
US to keep employees irlfonnM on l1le la!t..!t regulatfoo$
from California lXcupational Safety-and Hea.lthAct M'd
Department orTrac~portt.tiorl.
1:1 Evaluale lrcnch less techno!<lgy 10 delermine if applicable
for our openlli()n, as well as 10 S«' iflC'cltnologywouki be
be-lleficial for u.;.e byCityc/etYs.
19S4-9S
ADJUSTED
DUDGET
NA
1995-$6
PROPOSED
IlUOOET
$;1,400,1111
2.065,020
142,431
$5,607,630
BUDGET
CHANGE
, .
I
"."~.'. c.· •. ·.·· .• . "--',_::' .• ,;:' . ,--'.'
11
'1
I
i :
.¥
'/
I~' '
.. "l'ii('i;:,,(,L~ . ~.>,;; ,~,;;;.~c..,.'
Distribution System Functional Area
Regular Positions by Major Activity
Sf&16m lmprovtme nt
1m E"'J'-
.~o Stoff s=.\aty
1.51) SoI1ior Engiooof
2 00 €"II~ Toctmician
.68 Inspec!or. PWIWGW
.~ Clllell~
.1l8 HeaY)'~ij:mool ()pe<a1Q(
.oW ~mw
~.t\2 ut.~ in>lalle< R'I»'"'
_ 70 lJbttl.e-s 1m tal\.e( Rspaifer·Asslstant
.54 U~OO& Inst;t!!e( Repai{ef·lead
1 .... t SlJbtot.l FTE 'or M.Jor AeU\'lty
Op<tl1Uonl and Malnt.nanc.e
.20 A$.$~WII Di:ooO( 01 O~rationslEngineerhlg
.50 Eng,-
.23 Engine&1ng Ma~·'."'G··I''1
.51) SoI1Ior Er>,jlooof
.10 Sla~ Sor.i.1aly
tOO C&:hod" TC<IWcIan
.2S Coo<diMlorWGW PlOjoc(s
.38 Field _ Po""" WGW
3.00 G.as System fohop and Field Repai~rson
1.01 Hoavy cquJpmer.. O~""IQ(
.3:1 Mgt. U1iI<ty Oper,tion'
,93 M&ctll\fll¢8] U~ Rep.ltret'
.38 $vpoMsc<Sl>opeod FIeIdWGW
.00 SvpeM-sotW3W
, .-48 Utiti'ties rnsteUer Repa ~r
.20 U~ Irl$!a~ Repairer AsSistsn t
1. to UtiUtits 100laoUe-r Repair&( L~
1.00 EquipmeiliOpera""
13.71 SublolJl f11; tor Major A.1IY1Iy
CUlwm&rDHlgl'1and Connection
Servlcea
.60 tJblity Engineering Estimator
.30 Hea'..y €qulpmonl Operator
.15 Supervi>or I'-.I3W
.80 Utilflies Installer Repairer
.20 U~iltie.s Installer Repairer·Lead
2.~ Sublolol FTc tor Malo, A.livfly·
Functiona' AreB Admlnl$(raUon
.10 Assistant Director of Opera tion!IiEnglneerinlJ
.10 Engineering Manager-mW
.51 Superviso/\\'3W
.10 Supervisor Shop and Ffekl WOW
.25 Coordlnalor WGW Projects
.'13 SIa~S='lary
1.29 Subtolol
~-------~-~-----------. -----------------------------------
3U3 TOTAL FUNCnONAL AREA POSmONS
L
To g\Jlhu and ~ g<lJ rt:Jow(.U arJ Jrr.'s..'~ /(} inti' Ihtt M«iJ of (Itt J({/Jif)'. pecpl~.
b:,owuC$. Mol Mi'MlMJ of 1h.J elf)'.
\
1_ 1_ 1_
Si"'Ii ... tld aen.fHo --+' _AQ1Jj}~ _____ -"D.!.llt'r~ET!.-j--!'il!%e~~'~-
BlJOGET
CHANGe ---INA--
Hon-$ol. rI90 POol POol j ,1;W,180 POol
Allocaltd ChI'll" "'" N.\ -4$2,61. POol -----'" ._--_ .. _-----~ ~--~ ---~ -.. -----------
TOTAL EXPEHOmJR£S ~ iw. $3,400,179
FUll TIME posmONS HA HA 14.81
SERVICE LE\illL CHANGES
Dvtia, the fiNt )'t-ole of MV:S,lbu J('(twn ",-ill rrmt3nNMk "·idllhf~J:.<~iQn of Lny Ct,,-fundinx Ih.u Ls rC<juesttd.
Follo"in, the flm )'C'U,Ih.i, s.ecUo~ "I,:m quililltiwly ~ti~ li.r.nifK.Ult It$OU:(~ cfun&es in It{fIU .. ~f tht stl'ficoe
implk;l:tK.D for C1J.S,orotn... 1\0)" c-hmtcs to Lmp~, mt-i-\'\Jrt1 .u I f~\!h of tCWIJfCt dung.t$ .... ;JI :lho be-;a&dH$..~ t:er~.
(MPACT MEASURES
r~--Rq;fl(i~.----~@TintU!«t--ordefidt-;;t-ii~-~~-n-f'.ti
fl.",,!! ,'tH.l.I pill of Ibt' lnfr~uu'(1.urt
Rrrl~~m~1\1 Prova.m.
1. Design rodOOruHUC1 jmp;o~ tmt~'\lII)Ont.&U
$!ll;OIl r.nd :aw.....:h.~«1 f.giJilm (0 U;t.UKt 4M
dlJtribu,:tof'l of gu 1(0 .~!,!l O'Jt (,\H:omN &nuo.b
__ ~"~~~ ?:~ ___ .. T._ ... _"
II1$HI
",C'VAlS.
HA
Nil
To opHMt. MOiNa';", G1Id 'q>Jir rht g.lf dl..l/,jb ~riofl S)"fltIN to M11U1l la/t. rillable. c1nd
r.Qitiml rkl,,'U)' <1 tll1 I') i.1W rIJUMl~n
1~~-sl
__ ~l;CTUA!,L __
Solin.. In<! llii1.me---~
Hon-$olorl9o "'"
AII""altdCh.'lI" HA
TOTAL EXPfN DfIljRf$
FULL TIME POSmON6
SERVICE LEVEL CHANGES
$-'lA
HA
1~-$S
ADJ. BUOOET --ji{A--.--
Nil
1'1'.
iw.
Nil
1 _
PROP. BUD.
-l"I;ool,2aij--
l58,9~S
104,615
U.OU,02(l
1MB
$HA
HA
During th~ first: )·t~tof MOB. thi$ $¢..~ion will (tm,.ill blL-'l.k ..,j:th d-,. of'(c<'l'>'ioo of My aew fundln& that is r~utsttd.
FclJowiog, Ibe flJ1.1 '1~u.lbil s... .... '1totl 'it·al qulliutiwly det.<:nht signifk:,utl ft$OU{~"(' cnangn in ttrmt of Inc su ... icc
implictlion (or £uuemus Any dutJg.cs 10 impJet fnrJS\lceI U ,I1C1ult 01 rfiour~ changes 1Vill also bt addcesstd here.
1993-&4 1_ 1994-$$ 1_
IMPACT MEASURES
f
l" Pow J~ Of21TFt«":;fo:;pUtin("£i·t-cr~-"-"-··
Tl'1lUpOnilon 5pQI tru:pb."tioru. ... "ilh a p<-r(t\."1
~re to indK-ncwmplilO« ~ilb a.\l ,tJcnJ
r~latioru:.
_!-C~L5 _~_DJ~\!Q, ---J;~-1f!U-Q-. --Pli0';T BU-l
L Pro.miydy munu..in 'he gas dauibIJ tion $)"$1 tm
by limiting 95~ of CU$(omcr Sfcvicc .disruptloM
due '0 to m.1in line gu k1\; ttpJoirs to four kours __ ~~.-'_6$. ________ . ______ . _______ _
"'"
I
__________ ~_ J
;-
"'l,
\ .:.-.. .-'---"~'.'
. rO ga/W and ~ ga..r raOWUl and 1eT)·kuIO muJ Ihi nuds of 1M ~1r/j{y, pt(op/t.
bl&JiI:e.$stl, and WfiM;Mf t>/ ,ht CffY·
1t9U4 1_ 1_
ACTIJALS ADJ.BUPGrfT
BUOOIIT
cw.NOe PR.Qf,!I!-'O,._
8J:larl-n Ind Btneflta l/lA--' INA $U,OOO -·--W~-·--
Non.sllirtes IJA NA MOO NA
Alloo.ItOd C~. rgH IIA NA &3,431 NA
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TOTAL EXPENDITURES INA $No\ $147,43t $NA
FULL TIME POSmONS IIA NA 2.05 NA
SERVICE LEVEL CHANGES
I)o.iring: the ftnt year of MOB, thls section will umlin blank ",il~ tht tx(tpiiiJIt of llIy [',C'''' fundin, ll:Jlt is m'Ju'mod.
FoUowinl; tbe rm! year, tbis S«'tion will ~U.uitall'id)' k-rik Jit,<1ifKt!ll.rti-~/('C dUllI;(S in Itrm.' o( 1M F-t(l'i.c<
impl.ic.ation (orcustomtN.. Any chm$:oNlo i.mp..1ct me-.mr~ a$ a rtru.lt of Iesour('C du.nft1 .. i.lltho ~ l,-\.itl'$~ h-tr~.
lP94-9-~ I~H" 1_
!MPACT MEASURES
l C~i;;;::;E: a:tt~~,u:~!~;~~ 'i~m~rl"
receiving.compte-rtd application:lIld p!.tn ws (or
new stl"VlCC,
.. !lOJi!\I'p~--.!STil~-D,.· . P:R9F~{'t!1) l
2. lruuJ! 95% of appro~'td new CU!tomer stryiC-t$ NA
L wilrun.5 c.a.!endu da), .. $ from th. '.do. leon t .. h' rocc:ipt the Cwtomtr rt(:eives (rom Re\'tIlue
_CoU~"1iollS followin,~[mtnl:~ ___________________________________ .. __ ~ ___ . ______ . __ . __ _
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Attachment G
Parking Cross··Departmental Program
Prototype
All prototype examples and altachmenls are for illuslrath'e purpose,1; only.
Finandal infonnaliol1 and objetti",es are not actual 1995·96 bud,get data.
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Parking Program . . . , .'
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To support the pLmning. design, jmplnnenldtiQn, enforcement, majmenan~e and TNo/urion
of moton"zed vehicle PO' rking isJUes.
CROSS·DEPARTMENTAL PROGRAM OVERVIEW
Staff will continue to work with the Chambtr of Commerce Downtown Parking Subcommittee on a
comprehemLve plan to addre-M parking in the downtown area. Included in the plan are; implementa·
110n of a :sleeper puking ordinance -and related education program; improved directional :signagej
imprementation of attendant parking in the Senior Center 10tj ent,omced s-afcty and lighting in the
Webster/Cowper and Lot Q garage.5j and pursuit of the feasibility of an additional parking :structure.
SuJf i$ also working wilh the Chamber on a proposal to adjust the parking permit fees to enable the
City to roco\'('r the cons of administering and maintaining parking in the University Avenue Parking
Distril."t.
CONTRIBUTING DEPARTMENTS
PoJice Department
In l~e fUD(lionll iUU, "Parking ~n'ices.· the Polke Dep-utment's mlilion is to mUl:>. enforce Uld res.ol ... e vehicle
fuking tt"g\l1.uioru.uld .issues in an effort: to f~dlit:ite the timely movement of vebidcs and plO ... j~ for pubti( suety
wilh..ifl tbeCilY of Palo Aha, ,.,hjor activities indulk: puking enforcement. cilalion issuance and truking.
,,1:a.adon~ vchidc ab.uemcnt, cLt'llion ,wjudicalion ~d puking Ipz.ce utilization reseuch.
Public Work, Department
In tbe functional uu, 'Puking Lot Ma.inltnUlCe;" 1M-Public Works Department's miscsion is to provide timely
ouinuJl1Jl~ P foznms to, lep,jr and In llnta..in p,-Vemtnl, ooncrtte, signing, strip in" $w«"pint and I ree mwlten~ce in
all public puking lots.
Phnning Department
In I he m3j.Jl' activit)," P.11lciog MilIla&cmeot," I he PUnning Deputmem'$ missioo is to dev.-Jop an nunage on-and off·
.st(tfl public puking in a ffi}A.Qerthat balances toe needs ofbusLnC$.$C$, CUSlomelS, and the gcnrral public.
Finance Department
Within th~ ttU}ormivity. "Billing. and Colleniom: the Finitl(e Deputment'J mission i.s to process puk1.og ci.tilltion
P.lYffitCts,. and &pos.;r money ina prompt. ;"CC\Jute;Utd saft nu.fln~t; to provide (or <klinquent cit:al ion colJeo.:tion in
aC«)rda:ll~ with legal requirtmenu; wd to. oversee the City l-!a.ll permit puking isiulnce.
1995-98 KEY PLANS
(] Implement at ttllduillot ~rvice in parking lot S (Stnior
Cuttrlol).
o In ooopulting with Ine ChWl~ r of Commerce
Downtown!' nking Subro .... minOt. implemc-nl the
new sl~r pUking ordinan<:e .
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(] Comp!etethe (easibititysludy for th¢downtown
puking structure, induding invcstigating 'he po~ibil·
ity of a mu 1t~ple-lC>t $()Iut~()!l.
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Parking Program, .continued . ... .
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Attachment II
Other' Budget Summaries List
All protolype .xampl .. and allachm.nts .... ror liIusl",lh', purposes only.
Flnand.1 Inromlation and objttlhes are nol O<luoI1995·96 budg.1 dol •.
Other Budget SummarIes List
1. Transmittal Letter
OVERVIEW
2. Budget Guidelines CMRs
GRNERAL FUIID
3. General Fund Financial Summary
4.. General Fund Reserve Changes and e"l.etnc::ss
5. Revenues Overview
UTILITY FUIIDS
6.. UtJlity Funds Financial Summaries
7. Reserve Changes and Balances
CAPITAL IMPROVEMENT FUND
a. CIP Overview
9. Financial Sumlt,ary
10. CIP Projects Detail
INTERlIAL SERVICE AND ALL OTHER FUNDS
11. Overview
12. Financial Summaries
STAFFING
13. Table of Organization -Regular Positions Historically by Division
14. Staf~.in9 Report by Program
MISCELLANEOUS
15. Utility User Tax
16. Gann Limit C~lculation
17. General Budget Information
18.. Gloss&ry of 'I'erms
'. 1'1
Attachment I
Performance Reporting Prototype
All pro1oty~ c..1<amples and aUachm~n{s are for iHustrative purposes only.
Finane;al l.ofonn,lIon and objecllves are nol aclua11995-96 budget data.
..
PERFORMANCE MEASURE REPORTS
Firsl Quart.rl99S.96
FINANCE DEPARTMENT
I FUNCTIONALAREA:A~.I_~_la_._._g_.ru_._._I ______ . _____________________ . ____ --J
lm.26..K£¥ I'/,AN5
o To iUUC' $toon oi'1.tns.g( rn~nu¢ boods to'..aUtng. S6
rnillim
o To c~llrk,e ","fifteD prOCcdUIts (0( rued IS-KI.a.:,,;.o>unC·
log_
a 1.., rLnd !i.'13Cc(pUbk t(\WI1 (Of the William'S Propo!rtYCit
HI HootttAnmiol'.
PROGRFSS
C1 Prepar«i Request for Propo.sll for fmancia) advisor;
inlt1'Viewod 4 fUTII 5.Md rerommeooed coCowlcil chal
Mtfrill L)T\Ch Securities be retained.
CJ W(lrk will begin in sc~-ond qUlVtel,
o Prepartd pcocC'dures for 4!S(:t acqu isition and coordj·
Tlaled imp!(lnC'!ltalion with Purchasing and Bl.ldgtt
Divisioos.
o Received COllJ'C il approv~1 on a pr!Xe~ for s.oliciti'lg
Requests for Propos.al. ensuring a balanc~ b«:t\"reen tile
piiorilicsof historic preservaLion and community bc:nefit.
'j~,~\jojtAetl~:il'\'~' S~n~;~& \\·t,~~.J~(~~·"'i'r:~; ~. . ~ :','~ ~ ~ < :.' ,1
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-lMPACTMEASlIRES QTRI 1995-96 1995-96
ACIVAL'l BUDGET ESllMATID
~:-~~~~j':~::~~~·~i~~-~_~~P;o\'e ~_~~:~~:::~?~~=:-_~~=~~~fO--_=:_=~=_ s _~= IO~J
The .Jbo~·e imp..(:Il'1l{uun:: b improving d',Je 10 a r:ew computersy~em wMth 8110110'} quicker .reordering!o velldON, thtttb}'
~m&(UrOOve,.
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\1 \JOlt \ClI-\ n \; bht'-'ohitl'nh :11111 n.Illt..IIlJ!. "" ,-.' -, ,
~ --. . -,
~ aOO~'( tmPl« mta\.u!t i~ dll1llirlg due 10 an iI1crt.ase in (om~nsating balaJle<:!-to [0 percenl to C<lVf'~ .significant cash
p3)'r.Hilt!reqllired fOl1..1.J ilityCOOl;""l1ooiiy purdlAs.ts.
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