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Home My WebLink About0157.095TO: FROM: City of Palo Alto City Manager's Summary Report HONORABLE CITY COUNCIL CITY MANAGER DEPARTMENT: FINA.l'!CE AGENDA DATE: MARCH 6. 1995 CMR:157:9S SUBJECT: UQ.~ APPROVAL OF RECOMllfEl'i'DATlON FOR PHASED IMPLEMENTATION OF A TIMEKEEPING SYSTEM AND RELATED HARDWARE, SOFTWARE AJIo'D TEMPORARY STAFF SUl'PORT REQUIREMEl1iT AND BUDGET AM&,\,DMENT ORDINA1'iCE This report outlines • propoi;al kr a Dew timekeeping S)':;;em and related computer network infrastructure improvements in support ofMissicn Driven Budgeting (MOO). and n:quests adoption of a $310.000 budge! amendment oolinan<:e 10 execute development 0{ Ihi5 system. ~TIONS Staff recommends !bat the City CouncI1 adopt the attached budget amendment ordinance which creates. capital project fOr a c~ide timekeeping S)'SIem and associated network infrastructure. by trlmsftrring $2\)7.700 from 1I1e unspent fund balllIlCe of another General Fund capitcl improvement proje<.1, and 5102,300 from Enterprise Fund RAte Stabilization Reserves and Vehicle Maintena.'lCe Fu..d Reserves. The costs of coosulting se<V&e'5 fOr system design and programming required fOr this project will exceed 525.000; and staff IeOOIIlIII<lnds that the Cooncil stlinding committees waive the optioo 10 participate in the coosuItant selectioo process due 10 the projec'\'s time coostnints. However, if the Council prefers 10 refer the proposed timekeeping S)'SIem solution 10 c:ommit1<:e lOr more exrensh'. <liSCllSsion,. statfwill re.ise the implementation schedule and funding 10 reflect extended use of temporary employees to enter lime manually Ullti! an automated solution can be effected. Until the automated S)'3\em is in place. information on 11'.4, use of City persoonel resources by service provided will be accumulated, but will not be lvaHable in reporting. Page 1 <>Ill 7 "., --. POYeY IMPLICATlQNS Thil projc<;t does DOl represent ""Y change to existing City policies. ~IYE SUMMARy In response 10 the principles prescribed by MDB, and based 00 tile needs identi tied by • c::ross-dq>artmental timekeeping subcommittee, staff has de.ised an approa<:h to the developmenl 0(. timekeeping oystem. The awroa<:h descnDed iil this report "ill provide the necessary level of timekeeping clelail to allow for accountability and monitoring of program/seMce costs, without creating an undue administrative bun:en 10 departments. In order to assure ease cf use and citywide accessibilily. 1h~ proposed timekeeping oystem solution will require the acquisition 0( substantial romputer netwod improvements, -..chich tan then be utilized in support 0( <>Iher information oystems. The scope 0( this project at", includes software design, programming and lesfing, integration witll other related information systems, and training for all csers. The proposed oystem wIll be D.'iCr-lHendly. feature electronic timecard enlly and approval. and allow IKCeSS to on-line payroll cos! detail. The preliminary implementation scbedule reflects a pIulsed-in approa<:b of on-line features. and requires temporary personnel servkes in the area of dota roily and technical support. Equipped .. ith spedficatioos wbicl> would effect this solution, staff bas issued a Request for Proposal (RFP) for coosuitanl semces for Ihe liM! desizn and doveklpmen! (programming) of the timekeeping system software. Staff i3 scbeduled to return 10 Council OIl Marcl! 11, 1995 for conlIac1 authorization. This project is proceeding CD an exceWingly tight time scbedule, i<; order to allow implementation of the new timekeeping system by July I, 1995, with departmeuls being trained and becoming active usen 0( the oystee> Over the 1995-% fi..<eaJ year. However. staff recognizes that because 0( Ibe magnitude of the project and its 1'.scaI "'QUiremems, Council may wilh 10 discuss the proj<CI in greater dewl. If the Couocil wishes to refer this project to committee iOr further cflSCUSSion, sta ff will revise !be implementation scbedule iOr the project accordingly. and delay implementation by providing additional fundIng in Ihe 1995-96 operating budget fur the temporary staff needed 10 perfonn data euI!y until automated timekeeping can be effected. "SCAL IMPACT Adoption of the attached ordinance will create a Citywide Timekeeping CapIta! Project. Funding of $310,000 ",ill be JlrO,ided in part tbroogh Ibe trai,sfer of a completed capital ~1S7:95 ..... 101' U . , impro'"CJIlCiJt pro~ recently identified by staff I<> have an unspent balantt. The F..n~ Fund portioo of !he project. SI02,300. will be fim<kd from the Rate" SIabiIiLation ~ and Vehi<:1e MaintCllJl1lCe Fund retained eamlngs. Once the timeteq>ing symm is operatiooJll, bo!h the syotem and the network infraslructure "ill require funding !Or maintenance within !he City', operating budgrlS. ENYIRONMEr-"fAL ASSE$SMENT The new timekeeping system cloes 11'0( coostiMe a project under !he California Eovironmental QuaIity Act; lberefore, no CDvirorunental assessmrol is needed. PREP ARID BY: Carol Ferre!l, Accounting Ma!lager Jeremy Hoptowlt, Financial Sys1ems Analyst CITY MANAGER. APPROVAL: !'age J or 12 . "'- ~ WI SUBJECT: -------- " .. ~-... - City of Palo Alto City Manager's Report RECOMMENDATION FOR PHASED IMPLEMEl' .... rATION OF A TIMEKEEPING SYSTEM AND RELATED HARDWARE. SOFTWARE AND TEMPORARY STAFF Sm'PORT REQlJ'lREMENf AND BUDGET AMENDMENT ORDINANCE RECOMMJ:N1)ATIONS Staff =ommends lIW !he City Cooncil adopt the at1acbed budget ameDdnreru or""naIl«. which ereate5 • Cityvoide Timekeeping Capital Project by transferring $207.?OO from the unspent fund balan« of oooIher C-cneral Fund capital irnprovem<:nt pr'!iect, ond 5102,300 frorn En!e<prise Fund Rate Stabilization Reserv.. and V.hicle Maintenance retained earnings. The cost> for coosuIting suvices required for this project w'Jl ."ceed 525,000, and staifrecommends thai Ihe Cooneil standing committ ... waive the option 10 participate in !he consultant selectioo ptocess due 10 the project's time constraints. However, if the CoonciI prefers 10 <ere. !he proposed timekeeping system solutioo 10 committee for more eJ<teruiv. ClSCUSSion, staif will revise !he imple!llel!lation schedule and funding 10 reflect exlcDded ..... of temporal)' employees to enter time manually until an . auloms!ed solution can be elkcted. Until !he automated system is in place, information on !he use of City peiSOOllel resoorc .. by ser.ice provided will be accumulated, but will not be available in reporting. BACKGROUND Since January 1993, staff has been developing Mission Driven Budg~tlng (MDB) inlO a viable pcogram-based budgeting process for the City, and has been wO<king Iowards implementation of !he first MDB bodget in !he 1995-96 !iscaI year. One of !he 'overarching principles' of MDB is 10 provide information on the cost of services provided, 10 allow Cooncil \0 set prioriIies and allocale resources. The information "'ill also be used 10 measure Ihe effectiveness of ea.:h servke po-ovided. C<>Sts will be bodgeted and monitored at the programfservice leveL Accordingly, MDB will require coosiderably mo<e detaIled time reporting :han is currently ffijuired. Early in t.l>e development stages, timekeepiog was Identified as an area which would ffijuire further study befOre MDB could be s=ssfully implemented. In July i 993, 11>. -,- MOB Steering Coounit!« established I suboomminee, composed of representatives from eaclt deparlment. 10 address the timekeeping 5)stem ~in:IlJt.'1!ts. Concurrent .. ith the timekeeping needs assessmenf, I f'J\a1 selection for • new payroMlUlJla:l resources 5)= WIS being made. The evaluation of payro:lIbuman resources software systems. and selection of d>e Lawson sell",,,", package in April 1994. culminated a two year seuclt and was based O!I responses 10 I revised RFP ~ in fune 1991 •. Throop the extensive sym:m sele<:tioo process, staff became """vinced thot the requ;red timekeeping capabilities were not inherent 10 any individual payrollibwnan ~ system. Consequently, the finaJ selection of. payroll/human resources system was based 00 the system'. ability 10 meet the City', payroll and human resource needs; staff would have 10 address the specilic: timekeeping needs separa!ely. NEEDS ASSESSML'U 11>< timekeeping suhcomrnince identified the nccd fur I sym=;n thaI was simple and easy fur emplcyees 10 use. in order 10 red~ the administrative burden of the added level of timekeeping cIcIaiL Also identified IS • critical compooenr was the proper inlerface between the new timekeeping system and the City's financial dora base, 10 allow inleractive a«oontnumber verification and ~iled blJdge\-to-actuaI reporting capabilities. Througboul fiscal year 1993-94, discussions were beld .. ith each Cily depar!men; 10 determine timekeeping mjuirements fur general administrative and control ;>urposes, as weD as needs specUk 10 the individual departments. 1l>.roogh Ibis method of n<'eds assessment, !be requirements of the s:~em were refined and C<l<l'.llloo needs were identified. Specific: requirements identified by the timekeeping suhcomrnittee and subsequent departmental ,r.scussions included: • E1e<:trooic timecard approval with appr<¥iate levels of security • ElecIronic timecard submL<Sion with • user-friendly timecard entry screen • O""ly. weekly or biwee1<ly timecard entry screens • Timekeeper or individual employee time entry ,,"o<ding 10 departmental needs ., . .-'". - -.. -.. ~ • Aval1ability of previous tiltl«ard information (OIl-line) lOr ease of modilkaOOn and submittal • On-line &ting of available IIi:COUIll codes • OI!-Iine infunnaIlon regarding vacation A..d .k:t lea". balances .. Ability I<> access information through system inquiz). or reports hy employee. program or activity • Two years of historical tl,,,,,,,aro data • Recording of hours in increments as small as one-tenth of an hour Limiting the administrative bU!"<kn of collecting the detailed timekeeping data required lOr MDB was the predomjnant concem of the usetS-The system would be in use by employees in • wide range of wo<k enviromnents, from Police personnel on their beat 10 Utility majotenonce personnel in the fiek!, all recording their time OIl a daHy basis. Instead of merely charging time 10 the responsible division. employees would be instructed 10 charge their labor boors ocwr<fmg 10 the various octivitie&lservices in whicb they participaled. If reco<ding and reporting of timecard idoooafioo became 100 complex. MDB inIOrmation (costs of services, utilization of resources, impact and other eff«:tiveness measures lOr programs) woold be difficult 10 obtain and would no( be reHab!e. ALTERNATIVES Staff looked inlo bit alternatives lOr • timekeeping system. The alternatives were: I) alta: the curronl paper process I<> support MOB; 2) use the Law500 timekeeping modu:e; 3) deveklp" character based system; or 4) develop an oo-linc, Wmdows-based "»'\em. The criteria staff nsed 10 eIilOluate the alternatives were whether the system met the needs identifiod by the timekeeping subeommlttee, the cost of the system and the long-term viability of the system. Using the crilerla above, staff eliminated 0p6.>n i. because it did no( reoognize the administrative burden of wHeeling infurmation al the higher level of detall required by MDB and, !herelOre, was no( a long -tenn solution. The need !Or on-line collection and reporting of time inf<Jrnlation is critical 10 the successrJI monitoring 0( MDB program budgets. Customizing the Lawson system 10 Pqt' ol!:Z .. ' I .. ---' l _H. ;...-~_-.-.- . ~, .. ~ II<XOOIIDOdate :he City'. n«ds would be diffi<:uJt since :he primary focus of!he lawson limckceping module is l<x ccnlralized data entry oC timecard infoonation. Significant modifications would bc '<:qUired 10 provide electronic approval.. on-nne acCOWll informatioo. and laOOt cflSlnOOtion reports requested by program managers. Once this was acc<lrnplisbcd, the Cily would be required 10 purcbase • si!~-lken.se 10 allow lOr the mOJdmum number of «>ncu...,..,nI users. This would be I signitkant inveslment in &emma r-JOr • thiN party product Consequently, staff rejected Option 2. Option 3, • dIarac!cr-based system (sinular 10 the IF AS ()< La .. ·SOIl system.s whkh are dependent OIl prognm;mers produdng Jines of code) could be built 10 support on-line infO<matioo, but it could not provld;: the uscr-fiiendly environment desired 10 promote use of:he system 10 the full extelll by ill areas 0( the City. Attachment J illustrntes IiIe typlea! differences between cbarackr-based and Wllldows-b ... o;ed screens. 100 City'. technical direction has been towarJs V.rllldows-bosed systems that reduce development ond m.untenance time, provide bigh quality user interfaces and casc training t.iroogh consistency 0( appearam:e among applkations. Although:he initial costs associated with :he recoo>mended Optioo. 4 ~ higher than 00!er options, much of tile investment is improvements 10 the netwodc that wiD be re!llrned in fumre development projects Iilld through reduced maintenance. PROl'rniEJ) SOLUTION In respoose 10 the principles prcscr\bed by MOB, and in c""junction with the key requirements identified by the timekeeping subcoounittee, staff bas i>su..'d an RFP 10 develop an oo-line, Wllldows-based timekecpiIl& system. 100 ~Ilo"'ing dcs<:ribes the proposed solution in 1enr.s 0( ..,ftware design, required infrastructure, I phased-in implementation ""bedul<: and 1emporncy belp 10 support !he system implementation. Soha" Desiga Since the inf<Jrnllltion derived 6-om Ihls system is valuable only if employees have recorded their time accurately, stafrs proposal inoludes system features 10 facilitate ease of use_ 100 proposed system needs 10 be user friendly. easily ac<:essible and allow each employee'. time to be reported from various work locations "" • daily basis. ElectrocJc entry and signature authorization wiD also make the timecard data collection process efficient and reliable. AI the same time, payron cost delatl needs 10 be avallable on-line 10 progra.'" and project managers, so that MDB program budgets can be properly managed and mooilon:d. t :------;;, .. All oo-Iine. W"mdows-based timekeeping system is being proposed. The benefits oC developing Chis type of system 8lC USC<-friendly screens for enteri!lg and reviev.'ing timccanl informaOOo. and Ille ability 10 interface "'ilh ot1Jer key financial systems. The system will include txlensive on-line belp. pop-up windows, printed refero~ IDlIlerials and a COOIplete, wrltkn IutnrialAraining package. Such trai'ling aids wiD be critical 10 CDSun: famiruuily oC the sysv:m, and will reduce Ibc need for time-consuming pc:rsooaI training and ongoing 1SSisbm« for each use: of the system. Sufficient security .. needed 10 ensure t1urt approvals mode in Ille system arc valid. Particularly with the lISe of electrock signature ."tl"l<ization, whe!e the infonnatioo entered inIo Ibc timekeeping system is Ibc sol. legal doc wnentalion for timecard informatioc, there must be adequate audit tfIl!1s 10 ensure !hat the employee entered or verified the jnfo<mation and that Ibc supen.isor approved it. Th. S)'stem's security must support • de!aiIed supervisor hierorchy for determining 9.'00 can authorize the timecard, but <:are must be tal<en 10 ensure that the system's security routines ere oot overly cumbet>omc for Ibc users. To provide required illfornuItion in b'le most effective manner, tile timekeeping system must be wen integrated with Ibc City'. finaJICial data base, me new pa}roI1'buman resouree system and position control (budgetal)'} systems. Searnl<'SS integration with OIlIer iIOOrmatiO!l systems prevents redundanl data entry, reduCeS Ibc chances oC error in the collection oC data, and provides for more efficient .... of a\lllilable information. The system needs 10 interface with ot1Jer City systems for validation of lin=ard data entered (e,g.,validation of """",,I codes. Ibc propriety oC accounts being cbarged and Ibc aVI11ability ofvacation and sict leave hours for each employee). and 10 provide relevant (e.g~ hudgel-to-acr.w C<>SIs) in!onnaOOn 10 = on-line. The data flow between the payroMlUman =ource system, the financial data base, and .• 'Ie budge! system is graphicolly .how» below_ I'qe I of Il . . . Manager, Reports --.---' . . -: .. ~~~ ~-; .. -~ Ttme tard enlry w .. n ,,--,-",-,_Ti:;lIl1Ekeejling sysrem .' Act""all!a~ Lr----'-----, PYMR s}'stem (L'lwson) , L..-_--I IAc,",1 Summary Network Iarrastructare Budget I'Jmrn~r------&------' FiI1ancial Data Base s),slem {WAS) . -z·- The timekeeping system is built on a client-sor;'et model a.~d con.<ists of two parts. The first part, which is u-w, cllent. is the tirne"eeping Vrrndow, application that is running ()Il tbe user's PC. The second part, whicb is the server, is wbere the ~tion is stored in • central data b'ISC. The client application will be developed by the consultant. To provide access to the server side (the data base). the Ch"y"s current network infrastructure n«ds to be upg,aded thwugb the purchase and inst.nation of the required network softvtare. '.- ' .. ' ",-~--"\.' ~ i .-, I' - When compic!e<i. !he nelwor'" infrastru<:ture improvenJ""ts will pave the ".y fur future s)'3tems and enllan<:ements of other existing financial S)~!ems. Such appli<:ations may include !he impact measure i"formatlon ~oDcctioo system, on-line approve! of citywide:, ccmpuler gencnled forms (i.e" personnel action IOrms, budge! cbanse requests, and purchase requisitiolls). and end user repcrting 1oo1s 10 access 5tn1!egk City databases, wilhoot having 10 go through the c"n!ralized programming staff in lnfunnation ReS<l<llUS. PlIued lmplemeltatioD Due 10 ootwmi: and c:omputer Iwdware requirement5, !he nwnbcr of users that n«d to be !rained on the new system, and I!!e nee<! 10 customize the timekeeping process within each departmenI, staff is recommendL.g a phased-in implementation of !he system. A preliminary schedule of this phased-in 8Woacb is included in Allachment 2. A phased-in approach offers many benefits. As indicated in !he preliminary scbedule, administrative departments wool<! begin \Ising "'" system in pbase I. All 0Iher departments would continue 10 submit physiul timecards that would be entered into 1he syst.em by the Finance Depilrt-<nen!. This approach w11l &!low staff 10 pilo! test Ill. »·st= and make any necessary enhan<:ements ()[ aO.JUSIments. Adminlslrative departments were selected fur this first phase, ~use they are, for !he most paot. equipped ,.ith the _essary compuIer hardware and are more familiar with computer infotmatlon systems. In addition, since these departments are located at City Hall. difficult te<:luUcal issues such as network ~ are minimized. and system support is more readily accessible. Training programs can be refined in this environment, where impact 10 the departmental oper&lklns are kept w • minimum. By pIlasing in the system, staff would be assured that the 8wopriate technical Lod opera!ionaI support ,,,11 be available. This includes the physl<:al installation of the remaining network C<XlIle<:tioru 10 link remote Cny facilities lOgether. It also will provide programming staff the time 10 become familiar with the new payroDft.luman resources syslem and the interf~ required for other systems, As new users are groduaIly added 10 the system,. the s=>rity estabf,sbed within each department and program area can be aaJllSled ~mg 10 the n<:eds of the area. Most impoctantly, phased-in implementation will allow staff 10 deal with the unique needs (timecard entry for field staff; ac~ 10 remote ~ e1<:.) of 1he departments on an indhidual basis. If staff's proposal for the new timekeeping system and ",sociated funding is awoved by Council. staff will complele fue sele<>tion of a consultantipr"grammer currently underway. A ~tract fur finalizing the design and for programming services "'OIlid be presented for Council's awov.1 00 Marcl! B, and staff would proceed 10 work with the selected Pq. 10 nlll '.- .'. eoasultant Staff ptans 10 bave the system ready for plIO! lesting in M.y. Phase I uscn would the4 be trained in June. Wben the funckcepinS system becomes operational (July 1995), staff would coo!inue working with cIcp&rtmellts 10 ensure proper timecard inlOrmatioo flow and ac.::ountabilirf. The design 0( OD-lli,e inquiry and reports, enabling \he mooitoring and wntrol 0( labor cbarges to City progrutlS, would also be und<:rwaJ after July 1995_ Temporary Help The City will need 1empo<ar)' help 10 supp<>rt the implementatioo of the systelll-The as,;"tance tan. into rNO categories: data entry operators for timecards and person>! computer (PC) technician SIIjlllOrt-The temporary data enlly operat<xs wilt be needed 10 cnICr the ti=ards for the clcpartments that, under the phased-in schedule, do !l()( yet possess on·fme ~ entJy capabilities. As more clcpartments acquire these cap&bilitios, th. number 0( t=poraly deta entJy operators will be reduced. The City'. cumnt PC Iccbnician Iet!ID (one full·time and ooe contr:a.~ """,royce in ~ R""""""", and one Utilities Technician) wuld not st>ppO<t the large effort required 10 implement the required network ir~ improvements, "hich wiD enlail proper installation of the networlr. upgrades, standardization of computer config".JCatioos, insIaIIation of new COOlj!UlerS, and distributioo of the timekeeping application. Staff estimates 2,38() boors 0( additiooaJ WIltract PC le<:hnician support "'ill be required. FISCAL IMPACT Adoptioo'o( \he attached ordinance will create a CiIyw)de r>mek""l'ing Capital Project. F!lIIding 0( $3 10,000 will be provided in part through the transfer of. completed capital improvement project, =endy identified by staff 10 bave an W1~t balllil<e. The Enterprise F!lIId por:ion 0( the project, S 102,300, will be funded from the Rate Stal>ilizatioo Reserves and V.hid. Maintenance Fund retained carnin~ The detailed funding requirements for the timekeeping project are provided in Attachment l. Specifically. the flln<fmg requested will support consulting services needed 10 firuUil'.e the design, system programming and development of training materials for the timekeeping system, personal computer hardware, Iemporary data entJy operalors to enler lim«ard informatioo into the timekeeping system for those departments net included in the first phase 0( implementation. computer Detwor'.< upgrades aDd licenses, temporary resources to support hardware and software installation, and mainlenaoce and le<:hnkal Support for the timekeeping sof'twan: and network upgrades. Fund'mg for maintenance and Pqo II 0112 ~~"c-:co: ___ ,-,-,-, -'---. N,' ... > .. "~. :-< • / .-.- ~~-~-,"'" , -•. -.. ' .",--, teclmk:aI support will be required O!l an ongoing basi. and ",ill be incorpcnIed into !he City's operatin. budsct- IlOORQNMENTAL AssfMMENI The a<:1ioD bereby lII'flI'O\'ed does not constitute a project under !he CalilOmia Environmental Quality Act; Ihcr<:fore, no enviroomental ISSe$SIIlCOI is need<:d. EXHIBITS I A .I; B) Screen exhibits 2) Pbascd Implement&tion Schedule 3} Delaik4 Funding bquirements CMlt:I5'T:95 Pac. uor Il ! ORDINANCE NO. ORDIN.~.!ICE 0" TlIE CIX,'NCIL OF THE CITY OF p~ l'.L'l'O AMENDING TIlE SOOOET FOR THE FISCAL YEAR 1994-95 ro "CREATE AND FL'ND CAPITAL IMPROVEMENr PRo...TECT NO. 1951S. ·CITYWIDE TIMEKEEPING SYSTEM· WHE..'<....'G'.AS •. pursuant to the provisions of section 12 of Art.icle I II of t.he Charter of the City of Palo Alto .. the Council on June 20, 1994 did adopt a ~~t for fiscal year 1994-95, and ~, the City is i~lementing a new Mission Driven Budget for 1995-96; ~~ WHEREAS~ an automated timekeeping system will facilitate the gathering .of ~etailed employee t,imekeeping data across a wide range of City work environments; and WHEREAS.. a new timekeeping syst~m is needed to provide detailed information on the true ~st of ee~~ices provided in tbe new Mission Dri'V"en Budget and t.o therefore .allow Council to better allocate resoUIC~S and establish citywide priorities; and ~s an existing capital project~ -Airport Tank Removal~ ~s been completed, and therefore has available l unspent funds. NOVe r~j the Council of the City ~f Palo ~to does ORDAIN as followa: SF£TICN 1 ~ Capital lmprovement Project Number 19535 .. -Cit}~ide timekeeping System-is hereby created. The sum of Three Hulrlred and Ten Thousand Dollars ($310, O~J.Cl is bereby appropriated toCIP Project ~~mber 19535~·C~tywide Timekeeping System~· To fur~ this project. the following tran~fer8 wit.hin and t.o the capital Improve'lt8nt Fund "ill be made: ".' Transfer funds from Project Number l~~Ol. 1Urpore Tank RelllOv.l Transfer from Ref~se Rate stabilitation Reserve Transfer from Bl~ct~ic Rate Stabilization Reserve Transfer from ~at~r Rate Stabiliza~ion Reserve Transfer from Gas RAte Stabilization Reserve Transfer from Wastewater Collection Rate Stabilization Reserve Transfer from Waste~ater Treatment Rate Stabilization Reserve Tr.nsfer from Storm Drainage Rate Stabili2atioa Reserve Transfer from Vehicle Maintenance Fund Retained Earninge Total $207,700 $ 11,253 $ n,:l25 $ 10.025 $ 14,1l7 $ 6,S54 $ 19,948 $ 2.455 $ 5,!U $310,000 SFcrIOH 2~ S~abili2ation This transaction will have no impact on the Budget ReSE:rve and will reduce the following Rate Reserves (RSR} and retaIned earnings as of February Sta.bilization 15 .... 1995: Refuse RS:R from $3.769.0'0,D to $3.757,'47 Elect.ric RSR from $28~ 07l .. 000 to $2-8,038,. 775 Water RSR from $6.341~O'D·O to $6.,l30 ... 91S- Gas RSR frO<1l $8.113.0'00 to ~8,098, 883 Wastewater Collection RSR from $4.34a~OOO to $4,341,146 Wastewater Treatment. RSR from $2,884,. 0.0,0 to $2,86' • .052 Storm Drainage RSR from $122,000 to $119,545 Vehicle Maintenance Fund Retained Earnings from $6S9~ 00·0 to $693.517 SECTION 3. As specified in Section 2.2&~Oaa(a) of the Palo Alto Municipal COde,. a two-thirds vote of the City Council is required to adopt this ordinance~ SEaION 4. The CouI,-:il of the City of Palo Alto hereby finds that the enactment of this ordinance is not a project ~~er the California Environme!lt~l Quality Act. and, therefore. no environmental impact assessment is necessary~ SECTION 5. Municipal Code .. adoption. As provided in Section 2.04.375 of the Palo Alto this ordinance shall become effective upon /- IlITRODOCED AIID PASSi:D, ABSENT: APPROVED, City Clerk Mayor APPROVED AS TO FORM, Sr ~ ABst ~ City Attorney APPROVED, City "Mana·;er Director of Finance UHlIn 1,\ "-;. ~.gj K-•• • •• , < •• ' (. -,.-,. 1-;"'~ ( .. Jlr,n\) '-" - _ •••••••• 5K! """" •••.••••. '--3 JIB: FIiIOCI .. lnc Ellpl CItJI!I8 -----1 El'UI"'IO'l~ JcM • Dora. ,."..1"o.iM ~:: ~ ~ PsrlocrC*l IIVBlI91. -ilIU1''V'J-01: ~ Set s.., nc:n T~ Pee 1'"" frl S t p , Fe' Cd '\..11' 1V'82 1V13 IIV'M • V85 11.186 IVI] .bD troe It e I • II: ..i.l!L == ....... 1.1 • .Ll!L:II: ....... mL:: : ::: ----------------------------------------------------------------------- ----------------------- --------- --------------------------------------------------- --- --------_.- • at Numb-er ----------- .',- ~. , '.\ ~ -I Department r · ICAO'e I Community Servlea I'lIIanee ','! I'lra Human Reeourcae ilnformatlon RellOurc .. Planning Police Public Work Utilltle. c--- IEmPIOyee.lmpacted Timekeeping System Implementation Schedule I ~ PhUe1 Phall8~~ Pha .. 3 07101196 10101/Oe 01101100 04101100 I 37 A(fmln ·2 Llbra'YICu~130 HSII'IecVOSS • 14(/ I 65 Admin ·13 102 13 , 10 40 \ i Admin ·12 193 I AdmlnlEng • 2e EqulpIF&e' 3G r r OP(WQCP .132 , Clvlo Center ·100 O~~-=-L - ,.. '" on '" j '" S .. -... '" EXHIBIT 3 Summary of Costs Syftem Oe\Ie!opmoot System UaWenance [a] PC Har<Iware -10 PCI {b} PC InsIaIaflon PC Mai1Ienance (a) DatI E.'IIIy Opera!cn Total TImell .. plng $yatem PC Mai1Ianance raj 1""-11 $40,200 6,700 20,000 9,916 5,519 14,740 -~7,07' $48,181 28,676 15,006 Total ~orII: InfrzWWlure Sl1,865 ToW =='~1:g:88~,t40~ ConIIngency (10%) 1',760 S19,800 3,300 4,884 2,541 7,260 $37,fu $14,300 19,819 13,764 7,392 $55,275 __ $93,060 1,240 Gran<I ToIa! $60,000 10,000 20,000 14,800 : ll,O6O 22,000 $134,860 66,000 42,440 22,400 $t47,14O 28,000 Grand Total -$207.700 $102.300 ~$310,OOO (a] On-going costs {b] $100,000 i'lclJded In IRQ operating b<JdgeI for PC replacemenl