HomeMy WebLinkAbout0440.094City of Palo Alto
City Manager!s_~ummary Report
TO: HONORABLE CITY COUNCIL
FROM: CITY MA."AGER DEPARTMElI<'T: City Manager
AGENDA DAn:: Sepmnber16, 1994 CMR:440:94
SUB,JECT: City Manager's Organizawnal Review
R£Ql'ESI
At its Jut)' 2.5, f9l!4 rnedlng. the City Coun:il direded th~ City Manag~~r to review the
O1gan.inti0n •. 1i Citucly 'F"Criormed by the con:..ullant fum of Hughes, Heiss & AS5oc-1.ates and
Pref-:lft ~ compr-eh~n.si\'e report to the City Councii on the Cily'~ orgardulionai structure,
i,-,;::ll.lding full consiJaatll.11"j of tl,~ _ .. tudy's recommendations.
,R£CQ\[Mt'NP,\TlQ'iS
Staff rewmmends L1.at Councll accept t...~e recommendations contained in the City
Manager's Reorganization plan and direct staff to return during the 1995-96 budget
process VwiL~ an implementation plan which wou!d phase in as many changes as feasible.
his funher recomIYlC"rr'je,J that staff tx instructed to include in the next fiscal yC:&r budget
funds. for atl organiZAtional rtvi~w of the Uti1ities Department, and tli.at a proposed plan
for th.tt review be included with ~he funding request.
POIlCY IMPLICA~
1be orpaiz;ational review hy rhe Cily Manager is consistent with the provisions of the
City Clw1tr ml Administntiv. Cede.
EXECUOVE SUMMARY
1be coocq>I of giving quali ty a~ention 10 the organizational structure of the City has been
inbuentl), • part of the management of the. Cit)' and has resulted in numerous reviews
over the years. lbe most recent study, conducted by Hughe.s Heiss, with the full support
of Ibe CilY Manager, examiIl'"...d in greal detail the general fund operations of the City, wi'" particular empbuis on organi2Aliona\ structure, productivity, efficiency. and the
maintenance of existing service levels,
Although it was antlcipated that s.ome budget savings could result from such a study, it
was not to be the major emphasis of thG review. Over a period of eighteen months the
consultant, with considerable involvement from City staff: 1) conducted numerous
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meeting. to better understa"d existing operations. 2) determined b<nchmark cities for
comparison purposes, 3) =i.~ .nd evt'uatw current "',,"'ice .,vel., and 4)
participaU:d in joint meeti"E' with the Finance Comminu and BIll< Ribbon Task Force
when: the oon.sultllrlt', findings and =mmendations were diSOlssW in g<eat detail.
At the Coonc:iJ', direetiO<l in July, )994, the City MaJUlget" undenook An extensive review
of the Hughes-HeL" m;ommendations and an ; ndepe ndent ... ,.Iuao on of the Ci ty' S current
organizational stnA:Iure and lhe !Mn.'let' in which staff resoum:. are deployed to provide
the scope and quality of services that make Palo Alto the special City that il is. The
ge'ltnl conclusion ",.Idled by Hug~...-H:i .. is th., the Cily, £0; the most part, is .taffed
at oppropriate levels and functions.' I high level of efficiency. While lhe report cOnlai ..
,recomm.:ndations that could consolidate ceruin opentions, it does II<)! ret:ommend
whole..Q]e char.ges in staffing 1t'~ve1s or the m3nncr in whkh most services are delivered.
In arriving at the Cit)' M'!r.~ger'::, r'C>::;}mmerd.3.li'0rlS ~\ was, d~lt':m~Ii(:J that the resp<l\\Y.,
neo.....ted to be both coO'.prehensive ;{I,d f0fwilnJ·]('.\Jkil1g. It is e_~sent!al thaI the. CifY not
confine its thinking to savings ak1 f){" Gr s.tre.amlinillg "" hic-h pr,-"!.ju:c':. only <;hort t!nT1
result!;, For an)' ergart.izatiorni re' .. ;e;,:,' to HiC,-~d. it must .l)sn adjlc~s Ihos.e-currcni
needs that requln:: allenti0n,
To that end, the assistan~ (If Cit)' staff, afll.i thr DepaTtm.:nt He~d5 in pa..rticular, WIlS
actively sought to assist in evaluating Lhe HlJghoC'~ Hcis.s TtcomrntndatioiJs as well as
exploring other .sign.iflcant organization i~sues, not dealt with by HuZh(;s H:-iss, that
should be addressed as part of this. comprehensive organizational review> It is aJro
important to note that there may be other mjnor fCvisiol15 10 staffHlg thai could be
proposed as the 1995-96 boog<i i. de\e!opOO.
'The rec.ornmcndations CQ~tained in this repon repn:::sent tl-.e Cit), Manager's , ... itw of the
changes thai ~ to be made in this organization to m&k.e it. better "'lIonization lad one
that i. prepared to cIeal "'ith today's deJTW'0d5 as well as the challenges ahead.
FISCAL IMPACT
The .. ving. generated by adopting the fo!lowing City Manager =ommendations total
$179,000, An additional $282,000 in conve"ions af hom,)' .taff (0 permanent status is
also recommended. Many of L~ese com'ersicns WliC recommended by Hughes, Hr-is-5 as
weD. All additional $98,000 for two additional positions at Cuhbc!ley are depeodent on
corJinurJ Utility User Tax revenues, With the cumulative impac1 of the cost saving
recommendations, conversions, L'ld Cubberle)' additions, the recommendations therefore
result in a ~t annual cost increase cf about S20t ,OO'J. The detaii~ of the City ~{anager~s
recommendations are contained ill Attachmen.t A.
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ATIACHMENTs
City Manager'. Report with Attachments A-D. /&
CITY MA. ..... AGER APPROVAL, r.:~~~q;~(,(.~.v:=:"4~--
FLEMING, City /)Jill ger
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TO:
FROM:
City of Palo Alto
City Manager's Report
HONORABLE CITY COUNCIL
CITY MANAGER
AGE1'IDA DATE: SeptemOO,' 26,1994
DEPARTMENT: Cily Manager
CMR: 440:94
SUBJECT: City 1\fanr.-ger's Organizational Reyiew
OVERVIEW
Giving quality attention to the organi7...atlOnai slructure of the Cliy of Palo Alto Is not a new
""neept. Both the City Council and City Manage", have periodically reviewed the
organi.z.ation, its elements and its stru,:ture. The.~ reviews have ranged from intensive
studies C<Jnducted by outside C<Jnsultants who bring an objective, broader view, to internal
reviews by City staff.
Because of financial pressures, the City h"" ';'0 had to make staffing reductions and
organizational changes each year since 1988-89, when it was detennined that 40 positions
would have to be !liken out of the General FUM as a result of revenue shortfalls. Although
some positions have been added since then to respond 10 additional service demand. (e,g.
Ibe Cubberlcy Community Cenler), audil concerns and mandates, the present General Fund
employee population i. slightly less now than what it was in 1987-88. This C<Juld only have
been ."""mpHshed by City management being constantly creative in consolidating staff and
increasing efficiency to "'''''I expanding service demands without adding additional staff.
The organizational structure has not remained stagnant, bul has been adjusted to accept Ibe
changing dynamics OfPToviding semces conststent with ihe financial resource5 of the City.
The Hughes, Heiss srudy now before the City Council for consideralion is the m031 recent
one C<Jnducted by outside consultants. The presem study was undertaken with the support
of the CUlT'Cnt City Manager, as well as the former Manager under whom the study was
initiated. When this study ",as originally envisioned, it was primarily driven by the
perceived need to evaluate the size, stafflllg patterns, reporting relationships and
organizational structure of the City in a comprehensive manner, Addilionally, as financial
resources become more and more constrained, it is essential that the organizational structure
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wltic:h .mderIi .. the provi.ic,n of City services be efficient and no larger in size than needed
to provide the nmge of services desired. No service reduction' can be fairly imposed on
the community without lim assuring that the staffing is at the appropriate lov.1 and
openting at ttlRXimum efiiciency.
BACKGROlJND
In early 1992, the City Council formally requested a full review of the City', General Fund
S<Ip!lOrted opentions, including Council Appointed Officen. This matter was referred to
both the Finance and Policy and Services Committees, where it was determined loat a
..:.cmpre.nC''fI.sive study of th,~ City's operating departments should be conducted by outside
cCT'.5ultanis who, from their own t:xperiences with similar agencies., 'Y\'ould provide the City
Coor.dl with an objective i-"lCrspecci .... c on issues involving organizational structure. The srudy
was to focus on the productivity and efficiency aspects of the organi?..ation, assl:ming
e'-.lsung senice levels. Alth0U,gh It was hoped that some cost savings would be ac'nie\ied,
this W3.s.1t0! to bc~ the major emphasis of the rc::view. Alw of importance was a comparison
of Palo Alto 10 olhc:r cities providing similar services.
To perform the broad scope study, the review was to be "empleted in two phases. Phase
I was a high !,,"ei overview of !he City and its department" while Phase U focused on areas
from Phase I th.t were identified for further study and analysis. The Coundl emphasized
the need to keep City staff informed and involvw in the execution of UtC study. In order
to assure tluu there WlI> complete independence of the consultants conducting the study, the
responsibility of r.ontract oversight was assigned to the City Auditor.
In NOYember 1992, the firm of Hugh .. , Heiss & A..ociate. (lIH) was selected to perform
the study. Since that tirr.e HH has been involved in: J) determining benchmark comparison
cities, 2) cooducting numerous meetings with City staff to better understand existing
operations, 3) reviewing and ovaluating current service level standards, and 4) participating
in joint public meetings with the Finance Committee and the Blue Ribbon Task Force, a
group of teSp<cted outside community leaden, spe<:ifically fanned to bring a broader public
outlook to the discussions on the study and its lindings.
FOUT separate public meetings were held by the Finance CommiiteelBlue Ribbon Task: Force
00 the HH Findings and Recommendations, during late 1993 and through June 1994,
culminaling in a presentation by HE to the City Council in July. 1994. At its July 25, 1994
meeting, the City Council directed the City Manager to review the HH recommendations
IUId return to the City Council on September 26, 1994 with comprehensive recommendations
on the City', organization, based in part on consideration of the study recommendations.
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This tq>Ort bas beeIl developed in response to that dil'\.'ction. It is intended to be responsive
10 1he HH ItIdy and recommeM&tions. while ~f1ecting the City Manager .nd staff's
i..nrn.... kDowIecIac and undemanding of t)-oC Cit}"s orgmization and ""rvice demands.
EYAWADQN OF mrGHES. HEISS RECOMMEl'I'PATIONS
Seven! key coocIusions an: rucbed .tier ~ng the HH study:
o Considering the size and scope of !he City's operatio"" HH conciuded \h.t Ill. City,
for-t..'K: ~ part, is sl!ffed at appropriat~ le:ve!~ and functions at a high ievel of
dT"rrdency. The stooy re::omm:nds cccnsolid3tion of c-ertain operations, bul it doe,s
!'\O\ ~omm~r.d. ~hot'!'S3lc d,anges \0 s.uffing leve!s. or in the manner in whidt most
5e!'\1.C:e-5 A..rt' d!li",'ered.
o Vtni!c HH C(.ml,le'i';j iL~ ~r,-hmaTK Ci~5igniT1er:(, (fJf' complexity of the sen'ices
prol-ided by tit.:: Cit)' m?Je ii d!fr~c·uJt to ?ppr')ach sl:3.fflng :and llrganiz.atiomtl issues
based solely 00 11 romparisM with other citles, Howe .... er. the benchmarking
comparisons hi,!!hlightcd t!-.e fact tha:t Palo Alto plac.es s unique \'a1lJ" on certain
~rvi.ces, c.8. ~ibrzries, whi.:." c!wse.s t~ need to staff at levels consistent 'A-ith the
quality and G~.ntil)' of servi-.:es provided. The bas:.c services were not found 10 be
unique, hut t.~ manrcer and level 4t which L~!S community demands: those s.ervic.c..!< is
uniql)e.
o C4stia& 01 City sen'ices is • complex issue; .nd while HH is in large part ae<:urale
in most of its CO$(Jng. it is difficult (0 sch~ve !otal accuracy without a complete
understanding of the various reimbuncment agreemonts and funding procedures under
whK:b !be City openotes. inclLJding relotionship<; ",ilb the Cily-owned utility system.
o It i! lIOCeWOrtIly !hat some fCC<Jrnmen<iations from HH wili require renegotiation of
union "" ..... _ prior 10 implementation.
r:fTJcieacy of CiUTtJll City Openltioru: Phase 1 of the HH report considered department
and citywide staffing ",vels in comparison to eleven benchmark. cities which were deemed
by !be consultant to be simil&r to Palo Alto in relative size and scope of services jlrovided.
Staffing at the managemer,t. supervisory and line levels in Palo Ailo was judged to be
comparnbl~ to the O1her dties .sur.·cyed, as was the oVC!l...u1 number of positions allocated for
each depanlll¢nL
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Complexity of Services Provided, In enluating many of the HH recomm<nd.tions, I have
found that !he areas pre>emcd which pruduo: the greatest pol<ntial ""ings are no(
recommendations that I can support, My """""mendations would bo different in some
instances if the focus of the s~.ldy had been to REDUCE city "ro'ice!, As IUS apparenl
from tile Finance Committee Blue Ribbon Tuk Foro: IllCetings, some of the ITUjor
recommeDdations offered by HH in specific areas uf the Cit), tooclt upon i mpor-.mt
community issues that genente considerable COiItroVersy Despite their 5<>m<times
controveni.al nature, I have al'.empl<d to ,",'a1uate each recommenclatioo on it! merits and
rariOll2lly &SSeS.! whether or not tl'.e l'f'OPO'"l mUe. 5<= for this organization and \hi,
community. As yoo review the rt.commcndaticM from the elty ManJger, you \lr,ill rr)(e that
the basic differences in the ss .... ings results from areas sudl a'i I) not cl0slng Terman
Ubnry, 2) not combining t.h~ Arts end C\jt\\,.l\~ Div1SicrI ...... ;lh !.he R~';rea.licln Div1!-!On, 3)
not placing communication dispatchers or. a l:i hc'Uf ..""or~ ~hifL P..r.d 4} r"l'~ fe1:lucing the
staffing leyd on es~ential tIre equipment
Co:sting of City &rvices: The sa"'ing:; pr~s~i1ted in th.c HH rcp;_'!1 arc oYers!..ated, as the
consultant relied upon limited infofT1lalion and did 00: recognize the f1\."1 that a 'Sigrlificlmt
portion of General Fund operatioll3 are in support of, a!>d are reimbursed by, 1M Cily
Utilities &...0 Stmford Universily, Althoogh HH projocled • net sa\'in~s of l-c", ... n
$728,000 to $873,000, lhe actualSl"ings, I'.'h<n .djusled fo' reimbu,.,-.<m,nts from Stanford
or from the Utilities, are !\44(),OOO to $569,000,
KEY CONSIDERATIONS IN DEVELOPING TIlE CITY MA .. ,\AGER:S
RF.COMMENDATIONS
In arriving at my m:om m<odAtions, I delenni ned that tloj, ~nse needed 10 bo both
comprehensive and visionary, It is essential that we II()( confine oor thinking \() ,..ving. or
reductions which produce only shon lum rcsul15, For An)' organizatiorW ,,,,lew 10 su~,
it must addTess long-term service needs, A prime cumple of this is thaI, in past budget
reductions, we have decre.ued tree maintenance level, in our paries, "''hat =med to be.
quick ""lution to a budget problem at the time has produced. ser.'ice level def.ciency t)u,t
~. to be addressed in. responsible way,
In developing my rec<Jmmendatians I hllVe dn w n upon extell3ive slAff participation to e.,we
a comprehensive evaluation. Departrnenb v.'C'f'e instructed (() involve all suff in discussiom
aoo recQmmendations, and to share their pTOjX)sed responses with any relevant community
groups thaI the departments may wark with,
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My =mendAtions are based on the following overan:hing principle"
o The City bas a professional, dedicated staff. Recognizing that, any staffing reductions
should be made through attrition rather than through layoffs.
o 'The City has • need to invest in ilS human "infrastruC\\lre,' ensuring that !be
provision of sendee to the public is supported by adequate administrative structures.
o Implementation of some of the recommended changes will requiring phasing over I
multi-year period.
o The City needs to address the issue of !ong·ttml temporary, hourly ~tzff. and
appropriate conversions to regular status.
One major focus t~ai has been incorpora!ed into the City Manager res.J}{)nse is. th~ issue of
reduction by attrition. This City is fortunate to ~~\'e a 'byai, takntw, and devoted staff,
who have been the recipient of mllOY a\l:ards and commendations. J believe Utal, to the
extenl possible, organizational ch.nges involving staffing i"C<Juctio,;s should be made by
attrition. The recommendlitions before you accomplish that. Additionall)', some changes
will require union negotiations prior to implementation.
Council has pl.cOO a high priorii)' on ensuling thaI the City's capita! infrastructure be
examined to insure thai it is preserved and supported by reinvestmen(. Whal applies ID the
physical infrastructure also applies 10 OIlr City staff. As a res'Jlt of past budget reductions,
we now find certain departments inadequately staffed. "This is especially tr ... ill the
adnrininrative areas of the Community $en.ices and Fire Departments where, in onkr to
provide some level. of administrative support in budgeting and other =, program
managers must divide cheir time between administration, planning, and program
management. The administTative requirements of Mission Driven Budgeting will ex.~rb4le
the problems experiencOO by these departments dIU: to L'Ie lack of adnrinistrative
"infrastructure." These deficiencies were highlighted by HH, and my recommeod.tio"; are
almo,t identical to theirs.
Additionally, in responding to the study recommeodations, .!.aff has recogni:zecl the need 10
validate the .. vings proposed by Ihe sludy. As a result it was disccvered thaI some saving'
represented by the consultant are subject to phasing and cannot be accomplished in one
budget cycle. Many of the recommendations deal with sp.n of control issues and reporting
relationships thaI will assist the City in ,lre.unlining operations al the management level.
Other proposed short I<:nn changes correcl the staffing deficiencies referenced and need to
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be impIemen!ed at the same time. Looking at the long term, [ find that some of the
n:rommer>dations dlat deal with reducing staff positions, particularly in the Parks and Tree
Management Divisions, are best accomptished through planned attrition. To accomplish this
OJlP<08Ch, we can phase in some elements of contracting for services and as.,ess the true
savings before expanding it to a larger part of our operations. Other recommendatioll.'l
involve studies to explore alternative .... ys of providing services. The shKiies should be
completed during Ibe next fiseal year with the understanding that any implementation would
be lC(:(>mplished over a longer term.
I have advised Council in the past that we fund a number of temporary or "hourly
positions-. A number of these positions have continued on a year-to-year basis, and need
10 be made permanent for reasons of efficiency and eqL1ity. 1 delayoo addressing these
positions untill was dear as to what cbanges the organizational review woutd bring. You
will :horefore find included in the matrix of recommendations u~o;e temporary positions
Ih'hich are recommended to be converted to regular po~ition5.
CITY MANAGER'S RECOMMENDATIONS
A matrix detailing my evaluation of each HE recommendation is contained on AtlJlchment
B; supporting narrative responses to each recommendation are stated on Attachment C.
Abo .shown separately on A(Lachment D is an estim~te of the sa.vings or costs fOf ea~h item
listed, calculated by the Finance Department.
CITY MANAGER'S DEPARTMENT
1) it is =mr.nended that effective 711/95 the City Manager's span of control be reduced
from 10 to 7 departments. Reporting to the City Manager would be the following
departmenls; Police, Fire, Utilities, Planning, Human Resources and • newly =ted
Administrative Service. department. The Public Works and Community Services
depanmenlS would be reporting to the Assistant City Manager.
As was indicated in the 1m report, the City Manager's span of control in p.uo Alto i.
larger than in most cities. Although this situation is workable, it is not optimal. The
current number of depa.>1ment heads reporting te the City Manager leaves Little time for the
City Manager to deal with extemal issues, and to do future planning. Under the proposed
approach, the City Manager would be able to devote more time to Council and community
matters. regional issues and long range planning.
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Deputments rqx>rting di=1ly to the Msistant City Manager would still meet periodically
with the City Manager, and the Assi.lant Citj Manager would provide regular briefings to
the Managor on significant issues and 'Cti,~ti01 involving those departments,
l!eIwce:l those cootacts and the weekJy Senior Management Group meetings I do not feel
!hat there will be any problem in maintaining adequate knowledge and control of all
departmerrtlol operations. In fact thi. reduction in span of control aad change in reporting
relationship should increase overall acce .. to the City Manager.; Office for all departments.
1) Tht: function of Ecor.omk Resources. Planning wm remain in the City Manager's Office
as recommended by the C'on51Jltant, The Economic Resources Planning Dire<:tor will report
to the Ass.istant Cit), Manager.
3) The AssI5tant 10 the City Manager position will assume Public Infonnation Officer
!"'eSpon5ibjtiti~s. TIw .. service is a nc-w one which 1 am re.:ommending be .l:1dcied. The ne.ed
to coordinate." hi,6h GuaJit)' aIld ':o!1si:.tent press. releases is a function long missing from this
orgmiz.r(.ion. Haring.B central media contact is an effective way to release-: information to
the pre.>s. To acw",pli.h this. the duties of the Assislant to the City Manager will be
restTUcturro .
aTICLERK DEPARTlIIEIW
T",o resporuibilities are recomrr.ended for addition to the Clerk's Office.
I) A Public Information Officer to address the City Council needs will be added to the City
CIert,', Office. This will allow tile City Council tJo.e opportunity to have its information
pn:p&red and released to the press Bod others in a consistent manner. Additionally, the
position will prov;de much needed assistance 10 the City Clen in planning and implementing
the vvious communily activities of the CounciL The City Cleric's Office does not have
sufficienI staff II this time to assume these responsibilities. The staff report (CMR 390:94)
~ses in detail ~~;s issue.
2) II is al.so recommended that L~e Cable program respon.<ibilities be transferred from the
Information Resource5 Department to the City Clerk. Thi. issue was addressed by the
Policy Bod Services Committee. Adding this re.<ponsibility to the City Clerk's om"" wW
provide centralized and coordinated media communications for the City Council and Council
committec:s. and for commissions.
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crry A1J'()R'SE¥'S OmCE
No m:ommeudatioru for clu.n~.
crry AUDITOR'S OmCE
No rocommenc!ation for change.
CQMMUNlJY SER"JCES DEPARDIE'iJ'
The CommurJty Ser .. "ices I'k-partm~ni contains four major divisiol1s--Libp".J")" Arts and
Culture, Ret."1"'e.ation an.:! Or<'n Spl~, and Humai1 s<'·r\'l::es. The tollo .... 1llg are some of the
major rec.omme-ndHiom. as lhey relate in Cornl1nrl1i\~' Sen·icl!"~.
I) In !'egard to the Hum3.r1 Seryi.:cs D;Yi::,~c;r'I HI-! made flO r-:~omm.end.3.tion, r am
re.:ommending t.hat the-dl\'i~~0n be ah~J:rt-cd into Community S:=r~'ice';..Admirlj~!ratir)!1 and
no lOIlEer be It; sep3ratl' di\lsion. \it"h-:n l'ne Vie'r'l.5 tllt :azffin,? budget. an:.1 sptn of
activities of typical diyi~ons, this are-a does nut fit tM dcf,nilio!1. Therefore, it is
recommended the it become a scctiO:l of the Commur.if~· Serviccs AdministraJlon Division.
2) HH has indicated and documented tIt(' net:d to add to the: departmenl 8. Business
MaIUlgerlAdmtrustrati\,e Anal)'!>: p..'1sition. 1 agree 'r.ith this recommendation. The
depa.."irne!lt suffer5 from i. ~ack of coordin.ation in such crucial areas as future planning,
budget preparation and monitoring and aUlomation planning. Of equal irnporunce is !he
need to plaa: <iepartrr.ental emp/asi, or, eo.,h lu.ndling, aCCOlJntinE, purchasing coordination
and <X>lIIrIct odminisl.n;\ioo. Thi. DeW !"»ition will add sltffi ng 10 accomplish these ne<ds.
3) HH did 001 address !he need fo< C<lmmunity inpul inlo !he depanment. However, it i.!
my =ommendatioo tIW • Community Setvi= Commission be added. This
lttOIIUI1CIIdaI is COnsisleiil with !he fOCU! aniculaled by !he Mayor in her SLate of the Cily
address, &lid matches tile Council's philosopltic:al approach to allowing for maximum
advLwry groups !o prti'r~de public input into t~e de.::ision making process. A Community
Services Commission would bring a global approach to the ~f\·ices and programs of the
department. It is my recommendation HIAI all of the existing 'Friends' gt'OOps continue with
no cbanJe. The Commission would be • coordinating vehicle for these groups while taking
.• wider \'iew to encompow the entire service range of the depar1ment. In this way, a
departmental commission would allow the ,.riOllS 'friends· groups to continue \0 provide
their valuable )n"lp'ol..-c:ment wilhout diluting lheir impacL The. commission would be
lId,wry \0 the City Manager and the Council.
4) HH recommended thai the Community Th01ter Supervisor position be e1iminaL-d. After
discussions with !heater groups, staff believes and I concur thaI effi oenoes could be better
IIChlevod by combining the responsibilities of the Comnmoity Theater Manager and the
T""hnical Direc1or.
5) HH has =mmended lilal the Cubberlcy Center manogcmenl be mov<d from
Community Services 10 the Real Estate Di,ision. II is my recommendation that the
management remain in Community Services, but thaI l=ing and kmg-tcnn rental
responsibilities be moved to the Real EsUlte Division. Thi' charge allows ~'>e professional
gtsff within the City that is trained and ~uipped to deal 'With real estate '0 tl!.k:e over this
responsibility. TIlis eliminate" the philcsophicaJ friction t.~at can niSI fx'~·e{'n program
commitment and the need to g!rierate rental and lta.<;e re .... .:n1Jt.
6) Tennan Library was rec(.1mmen.:itd for closure by }lB, and a numha (If s.t3ffing
recomme-ndations were made by the comu1tant for the Library Di','i~ion. I re.:~!mrr,~!'ki !h3!
tJ.'le library staffing issues. ~nd service recommendations no: be con~!dereJ by [';1'" Cowll~il at
this time. The Library Diviston is in the process of completing a comprei1cruiyc .s!udy of
future library services, programs and the facilities needed to implem'!n! the plan within the
context of automation opportunities. When this plan corn?s to COIJncil, it wtll prol,'ide-the
opportunity to take a comprehensive view elf library service levels. j n:cClmmend thai the
library slUdy proceed and any changes in lIbra!')' sL-ucture be deta)ed until ,h.l >Iud), i,
presen!ed to Council.
1) A romprehensive review is being made of all hourly posiuoo ... , and is pn:s<:n!ed as I
comprehensive recommendation regarding the need to convert these positions, IS needed,
to regular positions. Ho\.rly positions which are perfonning the same duties .. regulu
positions and remain in the budgel y<:1f after year, can not be viewed as • temporary' and
therefore are recommended for coD,'e .. ion.
8) There are some positions being ,ecommended for addition. Most of these
recommendations are consistent w1th the HH study and are positions neede4 ~o maintain the
present service leve\,. Details will be found in Attachment A.
9) HH recommendations regarding contracting cert..ain basi; park maintenance functions are
acccp!ed. Therefore, a reduction of four positions in Parks will occur during a transition
to contracting out the maintenance of smaller pam. The n-ansi!ion will occur by attrition
Qfparks maintenance staff over a four-,year perioo which accommodates ex.isting retirement
plans.
CMR:440:94
i
a
10) A!IJ and Culture DlvUion . HH recommend«l that this division be absorbed into \he
Reclcation Divi.ion. I do !lOt CIl!\CUr with this m:ommendation. • -"lid Culture is •
clivisioo .. !rich to some may be viewed IS • lu.ury but such is n, _ ca.se in Palo Alto.
Palo Alto is Jer.own for the value it places on cultural experiences for the community. The
services of !he division would be greatly diluted, I believe, if it were folded into snother
division. If we were facing severe financial coMtrainlS and there was a dire need to reduce
services Ibis recommendation would be revisited. However, [ will, if Council accepU my
=ommendatioo, instru<:( staff that the Arts and Culture Division ~ ... ithin Ihe ne;rt
three years a futures "'pori which will clearly layout to the cooncil and the CQmmunity
recommended approaches for the continu«l viability of this important dement of public
services. Such a study will exclude the theaters.
11) Parks Division -HH recommends the movement of this division to Pubiic ' ... Vorki, I do
not support this recommendatio!'l. Considerable time and atlention has been given to this
issue. The recommendation, as with others, has been ('~.reful1y reviewed by ooih
departments. Staff has also concluded that Community Service, is in the De tIer position to
integrate the variety of progrems with maintenance 00«1., of the parks. If Palo Alt.o offered
• more defined and traditlonal level of service, the HH reeommendation would ""'e.
greater probability of success.
Staff analysls has shown !.hat i~ the move were made) there may .at best be a marginal
increase in &el'Vice level, which would be barely recognizable to the public. It would
eventually result in the need for more staff in Public Works to absorb the needed
coordination and administration of contracts.
However, I do l'eOOmmeoo tha; the lIOn-irrigation landscape ·Right "f Way· maintenance,
including the two business districts be transferred to Public Works. This would result in
better coordination of overall right of way maintenance.
FINANCE DEPABlMENT
1) Although HH did raise the concept of an Administrative Se1"\ices Department, !he
elements they recommended to form the departme nt are not the ones that I reCIlmmend 10
you. I am recommending that there be • CIlnsolidation of the Finanoe and Information
Resources Departments into an Administrative Services Department.
My recommendation brings about a consolidat!on that accomplisnes several things.
Contributing to the reduction of the span of control of the City Manager is partially
accomplishe<l by the elimination of the Information Resources Department. More
Poc. 10 of \6
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\
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importantly !he proposed structure puts like and related pieces of the organization into one
department. The propo!ed structure is also a rommon one found in many cities. At the
same time it puIS under one manager several adminislrative pieces of the organization which = now uncoordinated even though they func1.ion in many of the same areas. Better
planning and coordination wiD take place and a better integration and prioritization of similar
services will occur. both on • day-to-day basis, as well as for long-nnge planning f()!'
similar ICt'Vices,
While tbe existing Infonnation Resources Department nmctioru well, il is too small to
remain IL5 a departmertt. Us !(..1ivities increa.c;ingly need to be coordina(ed in an integrated
msn!'l("-r WIth other admini-strative services. The Infomlation Resollfus Department has
evolved over the last few )'ears, and if has boecome-evidem to me thaI it is in our best
intcrt',s: gh'en the nature of the intern<ti and external s~rvjces we provide to ir.~egrate it into
an AdministJ'Rtl'{e Service-s Department
1t is interesting to not.:'· tha! as I reviewe<i notes on staff reorganizatjon recommendlJtions
over the 13.St several: years, this is one re,commendation that repeatedlY occurs.
There exists the possibility thaI there are other pieres of the organization th.t may need to
be folded into Ihi. new department. Those a."eaS will be studiod as the new department
beC<>mes established and any changes will come 10 the Council in future budget
presentations.
This recommendation has been reviewed 0)' our external auditors Deloille and Touche as
!here may be some concern regarding internal controls by placing Inform.tion Resources and
Finance int" the same department. Deloitte and Touche have infonned u. they have no
cor>cems regarding the integrity of internal ronlrols related (0 this merger. They have
indicat«! thal the pr<l!lOSCd ,tructun: is beC<>ming the prevailing municipal practice, and is
commonplAce in private induslry.
2) HH recommended thaI the paramedic billing be contracted ou I. Staff has made a careful
analysis of lhls recommendation and found that the recommendation would result in no cost
savings and. would reduce the le .... el of customer S-elVk.e.
fIBEDEPARTMENT
HH made major recommendations in this area which would result in C()st savings.
However, those recommendations were based on assumptions which I bolieve would nol
maintain the needed safety levels for the community or staff. HH recommended that we
Pat. 11 or 16
mIuoe the """,billed minimum daily stAffing on the Rescue and Truck companie, from .ix
10 four, and redepWy them as • consolidated unit. I diSAgree with ~~is recommendation as
it COJkl ~It in incrased n", 1055 \0 the romrnuNIy and reduooi safety for our Ii",
lighlen.
~ were >everaI areas recommended by \he HH Slud)' which I support and aslc Council
10 ~. They are: civilia!'.i", the Hazardous M .rerU], Specialist posi lion; increast
cluical assistu>ce for the H.u:artlou5 M.reri,-" Program; provide additiorW clerical support
to the Trainin8 Chief and BamJiO<1 Chiefs; and, add an Administrative Analyst pmition to
the o.p..rtment 1 am al!<l tiling st<ps to ..,oosignat< BattAlion Chief" which are
!T"..!.Mgemef1t emplo)'~.s, to FL';A e~emrt status to be consistent with the status assigned to
othtl" m!nlgC'mer.t emplo)'~s. in the Cit)·,
Fir'.3lI~ .. , I Ci"'ll,,'ur wiLh t.he recommern.i3tion to redllC¢ mirtimum shift staffing levels in the
dcpartmerH fnJm 29 1018. It is my ~I:tf Ih~t this will have no r,cgJtive impact on the
deli· .. e-ry of qlialit), and safe t;.re artd re-l2.td ~r,.'i\':cs. Thi.:i is.~lle will Tc.quire negotiations
"¥-'iU1 th( Fire UrUon.
R.elalOd to Sofely Services (Fin: and Police). I am ruommending that. study be conducted
10 use", ~ feasibility of combinir.g Fi", and Police Service, Administration into a Safely
Admini~tn.tion unit. The pu..rJX»C-here is not to CT'C<lte .a Public Safc!ty Department, but to
coordinAte the administn1tion of the two related services. Consolidating safety
administration is • growi", """"'pi and we should pursue it, feasibility for Palo Alto.
INfORMATION RESOURCES DEPARThfENT
TIle major change in thU Ilea has been p..,v)ousl y di scussod. A relat<d issues is the need
10 md • Gcognphic Information Services Coordinator position. The Geographic
WormabOO System is • citywide serv!ce that is both valuable and cost! y. The time has
come to dcvoee attention to centrally coordinate uses. monitor maintenance, and coordinate
future development of this syste m. A t present there are no ... ouree. available far this
fu!lction.
When the Americans with Disabilities Act (ADA) was passed. the City was faced with the
need to develop an ADA implementation pion. At that time the project was assigned to the
Information Rtsource.o Director. The program now need. permanent assignment within the
organization. 1 am recomm~ooing thM \~e program be moved to the Inspection Services
Division in the Planning Depanment where the disabIlity awareness programs are already
institutioruJiud .
1'111.12 01 to
...
PLANNING DEPARTMENT
A HH =mmendation was to move the Transportation Divisjon from Planning 10 Public
Worn. I rlo not recommend that uu.. mm'CIDent occur. I view Transportation as & vital
piece of the totaJ planning proceo.!. That may not be the cue with other cities .00 may not
be the approach tlken in other communities. The careful int.egnlion c>f tnnsponati'lIl needs
within the planning context has IetVCd us well, .00 I ,.., no aca:p!2hk ret.!OI\ to ch.nge at
lhis time. As the Planning staff worb more cios.:ly 00 ft'glor.J.l ,ssues rebtro to land use,
there i •• growing need to integnte planning. h0U5ing aM tTlnspotUtion. n...t will occur
more efficiently while retaining transporTAtion within th< PI&J'.ning DepMtnl<nt.
1 do, hcwever~ accept the n¢c.d to do-scly coordinJ.t.e L~-= p-ublic ...... ori::s rel3lcd tasks of
tra1l:iportation projc,~ts. Staff wili ii11p1ernC'l1l pHK~ure,s for mC'rc careflll coordination
betwren transportation and pubEc ""orb n:ga'l"d~n.?-criglTh!.::rir.g pro)::;:ts arod pro-grams.
~.H paid special atienlion to the lack of 3:d:.'qlJ.~\c ~t3rfjnb irl Pl:::rmin,g, and the nc.cd 10
cor,verthourly staff to i"e-,g\!lar st,"'.(f, I support thes.e n:'!..'omm-cnJa\ll.':\S. In ad,jitiorl, several
studies need to be conducted before fu .. ..her ~comrnendati0ns ilrr: m::de. ThOs.:: studies
include expJoring the feasibility of cOilSolidating citYlIo'ide puling activities, de~eloping a
streamlined approach (0 permit pr","",ssing, and d<veloping and designing a way to
redistribute transportation assignments to tx:t1cr align duties and T'C'.duce b.ddo~.
fO!.!CE DEPo\R'I'MEm:
One of the Jrn recommendations was to implement. t\Ii."ch"e hour .shift for Communication
Dispa!cben. This was one of tho Jruior ... ...commendations whid! produced sa'~ngs. I reject
this =ommendation a:; unworlcabk and impr>ctiaol. Remaining al • dispatoh position for
IZ consecutive hours and providing the variety of disp>tching service< which "'" provide is
uIIWorbble. Communicators make Ii fe and death decisions about deployi ng safety
resources, and work in an already stressful situation. To e«cute that duty for a 12·hour
period of time is u"""",,nable.
HH further recommends reduced staffing in the-Parking Enforcemenl a.re.a. This cannot be
accomplished if Council approves a Sleeper Parlcing Ordinance.
PPBUC WORKS DEPAR'I'MmI
The recommendation to conL-acl out some tree trimmir,g sen.-Ices is accepLable and
r~c.ommended, I recommend thai Council approve the reduction ofti,,'e positions in the area
he< Uoll6
....,:---....... -----""~--.. ,.....-------
i
Q
of tree trimming, and that we contract out those equivalent tree trimming duties. Three
positions ere currently vacanllo begin the conversion p=ss,
hi the area of vehkJ. mainlenance, it is my recom~ndation that we modify the study
recommendation regarding ,taffing icvels, and reduce ~ourIy slllffing by \he eqW"..;ent of
one position,
UTILITIES DEPARTMENT REVIEW
Now that this study of the general fund is ncar completion, it is recommendr-..d that the
Council consider a similar review for the Utilities Depanment. By authorizing this
additional study, a comprehensive review of the entire Cit), organiz.athm will be: compieted.
fl:iCAL IMPACT
As mentioned earlier, two of&.e highest cost saving recolilmendations from Hugh~~, Heis.s,
t.l]:. truck and rescue company reconfigurations in the Fire Department anJ the dispatching
schedule cha.nges! are not recommended for safety reasons. Those recommendat!oru wtaH~
almost 80% of lotal Hughes, Heiss recommendations, or about S440,OOO, Without tiles<
two elements, the total HH savings was about $121,000,
By contrast, the 5lIvings generated by adopting the foliov.;ng City Manager
recommendations total $179,000. An additional $282,000 in c<,r.versions of houri)' staff
to permanent status is also J"CCOmmended. Many of these conversions were recommer..ded
by Hughes, Heiss as well. An additional S98,OOO for two additional positions at Cubberley
are dependent on continued Utility User Tax revenues. With the cumul.tive impact of the
cosl saving recommendations, conversions, and CubberJey additions, the recommendations
th=fore result in a nel annual cost incre.as.e of about $201,000.
CQNo.USION
The recommendations contained in this report set the stage for the General fund to continue
to meet the need, of Palo Alto through at least the lAte 1990s. This reorganization will
result in cost savings in some areas, consolidations in other areas, and the formal
acknowledgement of permanenL services (and staffing) that have been considered
"temporary" for years. I am proud thaL the ""ult of all of this is • more effective and
efficient delivery of services to the community, as. well as -of cur efforts at launching
continuing improvements in sc.veral key areas for future review:
•
,'0.-'.
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" Setting up a Community Services Commission to bring a global approach to
3CrVices ond programs in the Community Services Department;
o Providing for a long term library services, staffing. and facilities plan in the
context of automation potentials;
" Reviewing the future of the A1U in the community;
o BegiMing a comprehensive review of the Utilities Department in the next
fiscal year;
o Exploring the fe.asibility of consolidating administrative functions in the Police
and Fire Dcp&-tmen ts;
o Assessing approaches and deyek'ping recommendations 10 streamline citywide
permit pro--..es<ing.
COUNCIL ArnON ALTERNATIVES
The Council has several options fur responding to the recommendations presented her'ein.
1) Act immediately upon Ihe "",ommendations as they arc presente<l with or without
modification. (This option would allow staff sufficient time to include the short-term
recommendations in the next budget cycle. If Council selects thi, option, staff would
reiurn with ilnplementation plan and time schedule for phasing in the
recommendations ond would include as many of the recommendations as possible in
the next budget.)
2) Refer this report to both Council Commiltees for recommendations. (This option
would allow each c"mmitlee to discuss the vari"us elements of the plan in a less
structured environment. This option would delay the implementation of any
recommendations un~1 after the adoption of nO'I year's budget.)
3) Reject this report. (If Council takes this path, then specific di~on would need 10
be given to the City Mar.ager as to what the Council desires in an organizational
plan.)
4) Direct staff to schedule a follow up Council m~ting or study session so that the
recommendations can be further reviewed in more depth. (The election of this option
CMR:440.94 Poge IS oC16
-.
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o
would abo delay the implementation of any changes beyond the adcption of next
year', budget.)
RWlMMENIMDQN
SIIoff m '.U" "~s!bat Council acx:qJI the recommendations contained in the Ciry Manager',
~on Plan and direct stiff to return during the 1995-96 budget process with an
impIeo .... 1Iaticc piau which would phase in as many cbanges as feasible. II is further
...:ommelJded that stiff be instructed to include in the next fiscal year budget fur"j, for an
orpnizatioml review of the Utilitie!. Department, and that a propos:ed plan for that review
be iocluded with the funding re<lue,t.
Page 16 of 16
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... i~' $ #c_st OCS#i.;::;:;·*'-P"P Awn ~"
ATTACIDIEN'l", J\
ORGANIZATIONAL REVIEW -CITY MANAGER'S RECOMMENDATIONS
T ---A-;;~Ua1 ----]-UtllhU-Htl,.
~()ltIS~v~l1~, __ Ruommtad.Uo. ---i L------------------~
RECOMMENDATIONS COMMENTS
City Mana,or
Reduce City Manager's .span of C()ntrol
The Public Works and Community Services departments would
report to the A!I.~istant City MWlBger.
Economic RC~Ollrce9 Plannil'lg repOrts to the AnilitAl1l City
, ,.:.]danager.
~realc an Administriltive Services Ocpmment. initially contJxting
of finance ftnd Infolmation Rc~\;urcu diV\,.\OR5, whlc.h would
report to the City Manager
Study other functions for inclu!'irUl In AdminislfBtive Service')
Drp&ttment
A'ISlstant 10 the Cit)' MlUUlger posItion would luume Public
Information Offic;.:r responsibilities
1 r~la
ll,'"
(Sec F:Tlill1Ce D('pt
bl~i()1,\ )
n/" I
l B-1 I,suc ITO 6 -
Rcwmmenciation
Modifitd
-1-------,-,--+-----
n,l~j ~~W
l-,+-~---,~-+---~---+
Conduct organiz.ational ~tudy of Utili tit:' Department. Stud:' Nc\'1 Funded by Utilities. no Gmcral
1 l __ . __ ~_ Fund co~t
~~ . -
i AddO,5VfEto Publiclnf:mnationOfficc:rdutiesfotCityCoU~)l:il S3J,9Jl<: -t New 1.,_ '-----------11
Transfer Cable TV responsibilities from !RD. tJ" N,,,, ~'r ------. ._-----
ComlDunity Sen'icH
Hut!UUl Services Division will become a part of Community Service!)
Administrauon.
n/a Ill! h,uc CSD 21 -
Agree
, ;.l"'~',.'..\lf .
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',2,Mht 4Y. 1'1'" ?", .... (\if(... § ""1"'" .. ..".
ORGANIZATIONAL REVIEW -CITY MANAGER'S RECOMMENDATIONS 2
RECOMMENDATIONS Annnd I lIagb..-Hel.. COMMENTS Co't/Sa:vm~ f Rt:t:olbmeadation
I --------------~~-------
Add Business Manager/Administrative Analyst position to Community $71,411 HH Issue CSO 1 -
Services Department Administration. i AS'""
Recommend the creation of a Community Services Commissioll, 0 New I No additional staff
JEain current Arts & Culture Division as part ofComnnmity Set'liccs No char'\gJ:': • illI bsuc CSD 2-
I~artment ----L-Disagrcl:
Combine CommumtyThcater Direttor and Technical Director i--'-(G-3-,S-'" I ~ "-"" , _I ,. __ , _, 0,_ -l
positions into on~' position Moddied position vacant_
-----
Within three yeaTs, C'-Omplete a w.astcr plan (exdudin~ Theutrc) SIU;}:_ New
addres.sing the future of Arts in the cornmuruty. L
------f---
Combine Jr. Must~um Supervisor position With Open Space S({i2,b53) I HH luu('; CSO 11 -
Superintendent position, I Modified
I 1-----+------i
Retain Cubberley Community Center management in th~ CommunIty
S.r:rvices Departmt."fll; deAfly ollign ICllSing/lons tenn rental
-l)OJ'Uibility to Real Estate Division
"J. Bll I!,!'!uc ITO <1 -
Ois.t'lMr~
------+-f----+-----.. ---
Add one Offi~ Speciali!'t position .. t tho: Cubherley Center s·,~u.-;:: New , ,
t------'----;--~---.--
Depends Cm utility uKT' tlX
funding
Evaluate and COnvert, as appropri3tl;'!, 9.0 FiE temporvy position:>! SI8::!,4fj() , V1'tIl(>U,
to full-time positions Md 6.0, FTE recommended redu;ificatiun~ _! -------1 -j Lea~e Terman Library open and evaltJate its: status within the! h:!brary No (;h'lIl~'s J HH I,'IS~le CSD 17 .
tem(;C!I. Dl!IJ,gree
.-______ .. _~ ______ L_
.t '*",
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-'""-''f''l')::1'''~'''; ._-')t',m!'m~}j$ +)6111""1(& aw:;;:.ii!iJ!UMf?""""_
ORGANIZATIONAL REVIEW -eIn' lAANJ'.CER·S RECOMMENDATIONS 3
RECOllfllfENDATIONS Annua~ H.gh .... lI.b. COMMENTS Cost/Saving!! Recommend.don --
Complete library seIVice..~ study and make library services and staffing Study HH Issue eSD 16 -
decisions in that context. Defer
-
Transfer Right of Way contract maintenance function, eJ\duding the nfa lllllssue lTD 2 -Trangfer contracts totalling
two major business distri,-;ts, to Public Works Department; the rest cf Modifiod $55,500
~\faintcnance would remain in the Community Sef'Vices
-lent. -L-
.
Phase in over a 4 year pcriod as attrition OCCurs contracting for $(IOO,rDO) I Htl Issu. CSD 19 -
maintenance of parks facilities and redUC(; park maimenance staffing. Modifiod
As vacancies occur, evaJuate Pllfks Majntenance supervisory and lead mD ==+:_CID" structw-e. Defer
,
II
I J Filla..nC':C:
1/-· ~te an Administrative Services Department. initially combining $6,498 I HH Issue lID 6-I
~'Inance and Infoml1:ltion Resources Departments, which would repOI1 I Modified
II to the City Manager.
-~ 1--, RetaiQ present in-house system for processing paramedic bilti1l8~. No ehan.ge I-fH Issue FIN 2 -
Disagree
J--. -
,
Reduce the professional staffing in the Treasury Division by one $(31,164) I HH hSlJe FJN ] .
i
position an 96-97, after MDB is. sthhiIiztd. ~I~""~·~ ._------
Evaluate and convert. as appropriate, howiy clerical position to S4.50(; New
?errnanent status
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ORGANIZA 110NAL REVIEW -CITY MANACt'R'S Rt;COMMENDATIONS •
RECOMMENDATIONS Annual
Co,tlSa,..inx:'l
1I •• h ... H.1u
Rtl:O'l'1m:elldaUon COMMENTS
----~ i
Retain the Financial Systems A.nalyst in the Finance Department No Chang..:
Fir~
HI1Is>ue lTD 5 -
Disagree
I
I -I I
Dvert Fire Department management eruployces to exempt status.
t
Reduce authorized vacation slots for firefighters from 4 to 3,
Reduce minimum st<tffing levels in Fire Department from 29 to 28.
$(30,668)
$(I9J~6)
. ,
$(147,259)
New
New
HH Issue FIR 1 -
Disagree. with
!.ubstitute
ie<',l"ll1unendation
.---------
Add one Hazmat Investigator position. :&49, 71 5~ + N.".
I ------1-------------Q
Civilianize the Hannat SptlCiaJist position No Change JiB Issue FIR 2 -
Awee
.lvert one p~-~ime cle~~ position -~~ full~me in-~he Fir-: $27,729 HH Issue FIR J -
Department. Agree
I --------+,------------~
Study the feasibility of consolidating administrative support areas in
tiw. Police and F1re departments into ODe PubUc Safety admnistra1ive
function I
Stutly HH Disrussa! -
No
Roco1llTnendation
(
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14
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"" ~' .. \; ~,;
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•• "'., __ Hi k& 'qI'!iI") w" -.... 14# 4i14lU1k 111lQBl"l!P1!-"'~'
ORG,;,NIZATlON,;,L REVIEW -CITY MANAGt.R'S JU:COMMf:NDATIONS s
-I RECOMMENDATIONS Annu._
(:o.t/S.vin
-._---
Jlu~b .... JI"" COMMEN'fS R('commead.Uo ...
--------.'
lafonn.flon Raour"t'.
Add Geographic Info(ntation System!! Coordinator.
,----___ ~ Hi':
~er rellpoMlhility tor ADA to the Inspection Services Divi1ion I
l'l/a
thil. fisca1 y~lu ---------j
Investigate the pOK:,>i.bmty of contracting out for tome PC Traimng $lllr.ly
---~-
'\01\ 1>'"0 peE 5 -.--i ___ ~~~><iifi"j
! New I ,
--i-~------~-----.j
I 111-1 i:J.t;Ve IRD 2 -
Ml)dificd
v
.~
, ·:·.ii'~·
-----
Evaluate and COnvert, as. appropriate, One hourly PC T«;Mician to a Sl \205
permanent pog~tl01i
.~
'~I-:;!I h,ue /1\0 I -
Agree
~-----•
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PlanDing
.---
V-'lain Transponation Divi~ion in Plannitl8 Department. No chang c
--r-
HH Issu\! lTD 3 -
Disagree
Add one Code Enforcement position to the Inspectioo Services $64,401 Hll 1''''0 PCE 7 -Plus one-time cost of vetude and
Division. Agree equipment ofS20,500.
Add one full time Senior Planner position in the Planning Division. S79,25i I HI! Issue peE 4 -Retain contract plaruring budget.
Modified ,
Transfer Environmental Protection Coordinator position 10 Fire $(32,{84
Department,
---~IISSU' PCE 6-
----L Modified
'*l;
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ORGAl'IIZATIONAL REVlEW -CITY MAl'iACt:R'S RECOMMENDA nONS 6
RECOMMENDA nONS An.d.1 I HUlb .... U.II. COMMENTS COltlSavillgll J Ruoll1m~Dd.tiad
Reclus two Offi-,-c-.-A-"-i"-ODI--PO--'i-ti-on-'-t-o-Oftlce---S-pec-,'-aJj-,.-t-PO-,;-I.-C'-"-.-n-l----s-7,-j-S8 r '·H--H-"-su-.-, P-C-E-3---I--------
th. Planning Departme.t , Agree
Review di.tt'bution ofT,,,,,,,,,,nat'on DiviSIon staffing .. ,ignrnonts \0 St"d) --j-HH Di!I<U.aed ~
ahgn dut!es and rOOl!ce backlog I NO n:;colhmend.tton
~
tudy the consolidation of &II citywide parking activities
A.'I2.'i.'i approach('~ and d£"'<l'elop recommendations to !trearnlinf:
citywide permit pr()cellmg
-I '-+I~-
Study New
Stud:,
------i
~~~------------
~cw ~
I
Evah':'ltc and COnvert, as lIpproprudc, one hourly lect-!nIC~1in poMtJon ITt SIt 1 'I~ I New II I ' "
thePlannmgDlvl~loo _ __' _____ ~_~_
Police
Retain current ~ruft ltcheduJeli for CornmuniCfllion!l Dillputchtf
(rnn
•
1
No dml1).'t: l' ~Ii-H ~1-"-'C-P-(~~-Z --r---
r.fl",,1src~, With. I
li.ltemlll:vc -------,---1-----~~---------1-----
No ch:.lii)f.c + HH 1:(~iUC POL : ~
DaAgrec
Retain current Parkins Enforcement staffing level if siN~r parking
ordinance is approved by CounciL
Retain current staffing It'\'el in Pol~ce Investigations Divisicn aod
Crime Prevention
Evaluate Af"id COJlv~rt Ai appropriate, two hourly convtrsio!l3 to
permanent in Police Department.
-+----,-------+--
No ch,ln8t: t IH h!'Ucs POL 3
and POL 4··
l Di~agree
. I ,----l ___ :199~_L ___ ~cw --'
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ORGANlZATIONAL REVIEW -CITY MANAGER'S RECOMMENDATIONS 7
Annual Hughe .. lI.l .. RECOIlfIlfENDATIOI'lS RftOmmeddatioD CostlS.vinl:' I LI-------------------j----
COMMKN'fS
Public Works
ReaJign tree services
() Reduce street tree tril1ll1ling staff by 5 positions.
Expand contracts for SOme street trlf:e tnmming services.
Utilize sayings from staff'redllctions in street tree trimming to
inaease level ofVark tree care staffing by 2.
S(236,333)
$142,500
$94,533
HH Issue PWD 2· I 3 positions vacant
Agree
HH Issue PWD 3 -
Agree
HH Issue PWD 4 -
: Agree
Eliminate CIP for park tree maintenance. I $(85,000) 1 New
~----------------------I~ ~ ~ ~r~~~~~ Engineermg Tcchnidan position for CUbbCrley=-center_
t
I S52.406 I New
uce staffing 111 Fleet Man.geme"~ D,VISIon by on~:mpotary $(17,00') I-~i~-;::;WD I -
31tion ! Modified
Depends on atility user tax
funding
-+--------l--~----,
Evaluate and convert, a.i appropriate, four houll)' positions $25,823 New
t---~---------i----."--+--4 SlOI.n~ ...I-, __ ==~_l __________ _ elL ==;;;=-~._A 'fO'f,'L
Summlry D( Rt('ommtlldllion COlt
Genua. Fund S10J..O'i7
Cubbnloy (Utln :i23.ilS
S201.225
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HUGHES-
I HEISS
REFER-
! ENCE#
eSDI
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CSD2
CSDJ
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Page 1
HUGHES-HEISS ORGANIZATIONAL REVIEW-PHASE II :SSU~S & RECOMMENDATIONS
SUMMARY OF DEPARTMENTAL RESPONSES
HUGHES-HEISS ISSUESJRECOMMENDA TlONS I DEPARTMENT COMMENTS
I
I --t-(,OMMUNID' SERViCES I
I
Dep"rtment-wide Issues I
I
Issyc'i ilddrcS&il: Dep:u1rnentaJ Orgimiz.a::iona!
Structure. Management ~1affing levels. Information I
Systems and Cust'lmer Service. I
--
Create 8 Busir.es,'1 Manager position. Agit.:c. This position is needed for such functions as
administering the operating budget, capital projects.
facili:y lease::, and contracts.
mM111JJNITY SERYlCES -ARTS & (')JI.TURE
Eliminate the Director of Arts & Culture position. Di~K1gfC~. Piminating the Division of Arts and Culture
I llilrJ the Director's position is inconsistent with the
dt~<;:rt~~) of the community.
Reclassify the Cultwal Center Manager position i D-The do -----th J!:agrcc. • rccommen 'JOn!3 Inconsistent W1
to Arts and Culture S~~I1feJldent. -1-.tc.::~~strons: arts ~fe!5ional stuff. •
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CSD5
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PaQ(I.7.
HU(iHI;;S·HEISS OAGANIZ.AT10NAL HFvlEW . PHASE II ISStns". RECOMMENUATIONS
Elirninart the Mu.."icl})anc~ Coordir1.il4')f position <md
inCl'Ci.lSl! the Cultu!tdNisu;U Arts Prodocer from O.S
to 1.0 FTE
FJiminate Community Theatre Supervisor position.
Dcp!U1mC;lt does not agn:e with merging 0.5
Music/Dante Cuordinator into this new pOsilion.
. J)ifti.;r~rlt di",cip!ines are xrvcd by the CUrtent !rtaffi.ng
1
arr;-lllr~mcnt<;. Converting the Music/Dance Coordinator
to II pan-lime. permanent status is recommended.
1 .. .thth . 'I Anc! dt:;,cu'J!ilOml WI eatre groups, staffbcheves
cf11Cir:l1dc~ could be better achieved by combining the
rc:;pom.ibilitic~, of the Community Theatlt':r Manager and
I
I-_~ ___ +_~ ________________________ +_~~.T cclmic~l Director into one position.
CSD6
CSD7
C-. !
CSD8
CSD9
Reclas5ify 0.5 Studio Assistant a."ld 0.5 Voluntecr
Assi:£tan~ temporary posltions to rcp;ular 0.5
Coordinator
Create 0.5 Special Projects Coordinator.
Increase 0.75 Volunteer Coordinator position
to full tim~.
Reclassify the Children's nleat.re Director to
Community and Children's ·Theatre Director.
The Department agrees with converting the 0.5 Studio
A~sj:,:tant to permanent. part-time status, but does not
believe conversion of the ttmporary Volunteer Assistant
is J").ecc~;sary.
The Department disagrees with this rccorruncildation
based 011 a recomrnt:ndation not to eliminate the Arts
and Culture DiVision.
The Department disagrees with the recommendation
since it would alter th~ status of Project Look! changing
it from a contract progr.1l11 to a City program.
The Department disagrees Ylith this recommendation
based on a recommendation not to eliminate the Arts
and Culture Division ------------------------------~~
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eSDl1
CSDI2
eSDI)
i
eSDI4
CS[)IS
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Page 3
HUGHES· HEISS ORGANIZATIONAL REVIEW· PkA;·;E II iSSUES r.. RECOMMENDATIONS
-"
roMMllmlUERYIct"f"RECRt' AHOliiill'Ul
SlM·tru=IENCt:S D1YWill'i
R.eda!i:-;ify the Dirrctor ofRcCfCl\lion. Open Splice Ul1d 1)':,.IFfl-C. Combininll RtC~lItioo. Open Space and
Scicncc:~ position to Director of Arts. ~clt'ncc~ and Scicn.:c; \vnh ltle An::. tull:! Culture Dlvi~ioQ is
RCl.:rCJliOTl. mo;.:t>w;i',lcnt ..... ith the community's dClfirc. --.. -r'
Eliminate: the Supcrviwf I)f the Junie>r \1us<'um lmd !I lS rccOlllmcllJcd that, ir\~tcud. the .Iuni~u Museum
Zoo JX'->ition. SlIpCrvl-:oT posilibtl he cvmbjn~d .... ·j(h the Open S~ICC , ;-':upcnnlcIldcnt position. .
EJimin;Jte one Gcnt::"al RccrCi.lli(lT) Sllpcr,'i~,or pO~.;ilitm "nll.: Department disagree:'! with c;imil1l1lin~;.1 Supervisor
PliO,] ~j",n b;I:;.cJ un proWllm wur~load, ;,I,nd teCOmmend3
in:,;t:au n:das~;ifying", SlIpcrvi:fOr to an Executive
A::<:i:,lJ.(lL The n:_<;:I~:I.'Iificaljon i~ hllscd on the scope and
1..:vel ,)1' Sfll~~i,d EventS responsihilities.
Create fOllr pctmancnl full-time COQ)"dllj,jluT po5itjvn~.
I
Arn:c. The Lkpllrtm('nt recommends converting 4.0
Reduce parHimc temporary Coordinator hours_ 1 T!': tcr',porn.ry R,;crcation C'oordinntor$ to pcnnancnt,
fIJll-(im{; "til:U~ to enh.:mcc the continuity and
I cfkr;\jvcncs;; of the program!!. In addition, convert 1.0
FTE tcmp(l(~ Recreation Coordinator to Stafr
S~:£p.~lary .
Create 2.25 Office Assistant po:1itions. Rr.:duc!,; 2.0 Agr;~c.
FTE parHime clerical po~itions.
Upgrade existing infonnation systems. I 0.pcc ... ---------
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CSDl6
CSD17
Page 4
HUGHES-HEISS ORGANIZATIONAL REVIEW, PHASE II ISSUES .. RECOMMENDATIONS
~OMMllNrry SERYICESoLlBRABY IDYlSlilli
Issue!> AdmSKd: Division organizational slructW'C,
management and supervisory sUtffing~ ruullhe C(Jst-
effectiveness of the branch library system. ---4
Add 1.5 fTE positions at the Library Assi:stHnt and I -Chc Dt,;p,1I1ment recommends postponing the addition of
Library CI~rk levels to relieve mlIDagcrs of desk I pc~man~nt ',w:T until a litudy of the libraric:s. in
comtJiitments. tonjuoctjon with library automation and it!! impact on
i bfJ.'n:h library scf\'i\,:e,. is completed.
C\('sc Terman Library; U~ ~li1ffrcs{)ur('c:o Impro'''t,; ~IDnc-= th~ l.i.br'l.tl Divbion I'lwi cnmplchcd ill{ IihraJ'}'
the :f(ilf\ch library (overuge. ;.tudy. a rCC(llllf:ncnJillion will be made regarding the
·I",.:nna.ll t:u.:lli~v.
OlMMl!lSlIX~~ I'j.RKS DlYISl9N
l.:mlt.:i Addrcsxd: Park ITItlinlcoan(L' ~':n:icc Jcvcb ;\1)\1
(" Di .... islon ofgani)'..o.tioJluJ a.nd Dfl!.!;lIlin~~ (;:fficlcncy. -------1-~~----t
CSJ)l8 Provjde inctca.-w:d a..>Jnwd rcs.,)~lrc~ ul!or;i.\fiol) ttl . " r.rr..:: I --.I rcpl41l;:c/mai ntain soft!f.Cupc. I n-. ---I
CSDJ9
CSD20
Contlllcl mllll1tel'1arn:C oj <.m.1l1 pllTb. all mc{l1.u1;'; .. r,d I 1I.1.),ld~ :"tT t.. It) Man.l~cr'~ rec:(lmmcnd,lllOn
Island ... , und scattered f;jclilhcs mamt.IH,cd ;'V m-hm=-h.lW
sluff ---
Rcor~.ll1l7..e Pruks DIV1SI0I1.AIPCr\'1<,OI') <,If\Ic'Hltc b) t fkl..r \cc ('II) MWl.IIgcr', rcc:ommcl,dallon
allo ..... ing om: Park SUpt':~l!\.1)T p<J:'\ition .md l;hmm;(lc
L _____ ~ three 'few-leadet .,ilion.,. ,/
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: ~'lt~l.,:,~ ftt;lf~ :';.':Jf;·~~IJ:l·0:<--i ; .... . ' __ '!:t" .• '''.' t "
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HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE IlISSUES & RECOMMENDATIONS
COMMJ/NITYSERVICES -~
DIVISION
Human Services Dh ... ision be wnvet1cd to.) a staff
fW'J.ction in the Comrntll'lit)' Services J)l;!:partment.
Agree. Humun Services win become a section reporting
"jo the Dift."CtCor of C.,mml.lnity Servi~s.
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Page 6
HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE II ISSUES & RECOMMENDATIONS
-
FlI'iANC~
,
J~:;ue'i Ad~: Staffutiiiz.D.tion including ,
:" admmistrative and management staffing levels at the
1'00'" ,,~, ~ W,," .,~ _..-,,-
i
department level, and in the Treasury, Purchasmg,
Budget and Real Estate DIVlS)Ons.
FIN I Reduce professional staftlng m the Trcaswy DIVISEOlJ.
by one professional position and re.allocate projects which may have other significant cost savings.
responsibilities between the Treasury Manager and the Rccummend delay implementation until 1996-97,
Revenue/Collections Supen.iSQr. peoding completion ()fMissioQ Driven Budgeting . -:'1 .... -,
trMlsition.
FIN2 Contract with a private firm for pardll1cdic billings and i Di:sagrcc. Contracting out would be more expensi .... -e-
collections. than consultant asswned, and COntract oversight would
still be ncc:,jed. There might be a. drop in collection tate
to the "industry J.verage". and there is a high potential
I for a dl."crcase in customer service, especially to seniors
\"".:ho dca! ~",ith Medicare.
(
FIR]
F1R2
','". FIRJ
.1
FIR-4
Pagf! 7
HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE II ISSUES ... RECOMMENDAr!(mS
FIRE DEPARIMEIU
~ Addrcwd: Cost-eITI(.'ttivcncs-" of curreT)t Ic:v<;"l_~
of em-duty F\t"C Suppression slamng; ::.lnffin~ k'o'cb
and ~taff compositi,)n reluted to the Ha7l1rdou.'i
Materials Prognun: and adt:",quacy of Admini::;trativl: j
Support stflff re~41urcc~. :t' ---
Rcdu~e Rescue Company and Truck Company Di:;;wrcc. The Rt~ue and Tn.ck compani~$ pcrfOffil
eombillro minimum dwly stuffing from SIX to t'out, lind different tirctighting functilms which cannOI be
tweplQy as il ~onsoli~\ed uni\, I rx;rformcd concurrently by II four person consolidated
unit. Implementation of ~ommcndntiol'\ would likely
I
rC~\llf in increa..~d fin: loss and. red\JCcd firefighter
~fc(y. Sec alternative department savings measures
under City Manager'~ recommendations.
"Civilianize" the Hazrnat Specialist posilioJn to prOVide
two p.-ogzam positiotL~ with appropIiatc t«hni~3.t
background and training. Provide both positions \vith
Public Safety Retirement benefits.
Iocre.-'lSe part-time clerical a.'isistance-to the Hazmat
Program and provide fuU-time rather than half-time
clerical support to the Training Chief and the Battalion
Chiefs,
Add all Administrative Analyst level P'lsition tQ
address administrative rnanl'lgement, special projects
and pr02l'am develooment nccds.
Agn;e_ The Hazmat Specialist position has been filled
wi.th a \tdmicaHy qualified tivilian.
Agree. See City Manager's terommendation,
-------------------4
Agree. Sec City Manager's recommendation.
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HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE" ISSUES & RECOMMENDATIONS
I I
HUMAN RESOURCESJ)EFARIM&NT
HRDI
i:;:mpi Addrc;-ssc;d: Composition of the ~1:;lfJinM. plall C I inclUding balWlce bctwctn mWllJgcr and lint: level
L'_ persOnnel'Md. location of st.uff TCSI)lU1.:I;:-: to the
recrultillg Elnd selection funClIOIi.
J No recommendations. J_~~)~~_r}oiln'iC rcquir("d.
(
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Peg. 9
HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE II ISSUES & RECOMMENDATIONS
-
INFORMATION RESOURCES DEPAlUMENT
lIsucs Addressed: Cost effectivenec'...s and internal
str\'icc levels of current approaches to providing
J personal computer support; centralization V~r.iUS
d~entralization in computer system support.
I
IRDI Continue cutrent approaches to providing in~hou.'iC Agrt'e_ An addition, the full~time contract PC technician
techmc.ll support to personal computef systems_ IJc\!ds to br. C(Jllvened to a regular full time position.
Thi~ COn\fefSion will cost $44,740 compared to S32,UCO
fOf the contract cost.
" ,
IRD2 Uli-Ji7.-C a mixed staff/contract approul"h 10 PC uOliIlin£: A£rcc. Additional funding would be required to utilize
only if the number of students can!"-; !;Onsi"fcntly OUl.,-;idc com:111tant~ to augment existing c1asscs.
increa.sed, or in an approacb to expanding Chy CUl'n:ntiy, 400;.'0 of the traineD time is devoted to COlmie
inf{1rmation ~rv;ccs to lhe public. d,:vd{)pmC111, :-.pcciul tmining or projects. u."ld
r..c:-;ponding to requests for assistance,
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Peg" 1()
HUGHES·\1lOISS ORGANiZATIONAL ~EVIEW -PHASE i1ISSUES & RECOMMENDATIONS
fUNNING M!)C~mONMr.m
~
!s:il~l d,44res:;ed: (}fganization and maoag~ment
smffing in Ult: Planning Division. Staffing, levels ;n
PJanning: and Tran:~porta.tiQn divi~ions. Clerical
staffing adeq~_cy, Utilizatiocl of the EfivironmemaJ
Coordinator pt)$it;on.
Agust the Planning Divisi(m plan Q( management and
$UPCrvISOry vrgillliz;.atjQn by converting lhe three
section leaa positions to two program mJn.<:gers
I I (Cllrmlt and long·,."g< pIann=-,-jn-,g",) ___ ~
Ag1ec, P!atl. 10 appoint an A$Sistant Planning Official
and a. Zoning Administrator and underflll the remaining
managl.;melll position with <) Senior Plarutef etlectivc 7-
1-94.
i'CE2
PCE>
• PCE4
Inst:.tH a vQiCe~.activatcd insptXtion request system.
Upgn«ie twa Offi~ Assistmt position::. t{) tW: Office
Spcc:iatist level.
Convl.!rt it temporary contract planner position to fuJl
time :0 CUlTCdt Planning sccri;)J].
A1!rce, I
Agttt::.
i-1YfeC. Contract planning services would sJill be needed
to Cf)Ver the remaining workload, incJudif'\g cost
r<;CQ'I,\:;l'" pw;ects. I I' , I
Provide additiQn~ resources f(lr dam ..:-olk(;tiQO l A)~I\;<':;_ Oc.p::.rtmeQt will shift re~outccs for data
I collcctjorl after the Comprehensive Plan ;$ cQmplet«i.
I :~ddi;ional ~;laIT IS nceaed for Googrophic Irlform4lriDn
I I ~ysh;m. •
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Paa_ 11
HUGHES-HEISS ORGANIZATIONAL ~EVIEW -PHASE II ISSUES I'; RECOMMENDATIONS
I _______ -1 ~
I
Eliminate the Enviroruncntal Protection Cooidina~cr
position.
Add code enforcement staffing.
Di:.agrcc. but modify. Instead, the function al:ould be
1ra:l~fcrrcd io the Fire Dept. to .allow geeater interface
with the operating re~ponsibi]jtie!i fot h.u.zan10U"i
malcr·lal!:i. {.void dllplicalion in effort, and. improvc the
City's ability to nmintail1 local business compliance with
new StIle regulations. Cost recovery ",-ill be improved
tbt('\'Je;h Stllnford reimbursemcnt (many EPC issues
rcl'Jt..: to lhe Stanford campus) and hazardoll.'i marerial
cost .ccovcry Pl'ojtt::ts. 1-Agree. A new full-time position would incorporate
I prO~Ciive.moniCOring of City-imposed conditions of
project approval and an increased level of property
mainh;:nallce insl)t..'tlions.
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Page 12
HUGHES~HEISS ORGANIZATIONAL REVIEW -PHASr. II ISSUES e~ m:COMMENDATIONS
r-----~--------------------------r_--.-------------------~ i
I t-~---lf-------------------------r--
em.ICE OEl'ARIMENl' I ,
~~ddrG'l'jQj·: Evahmtion of :-Tafling needs ill I
Ptltrol, Investigations, CommLJnic~ltj0'1!'., and Purbnj.' I
J Eniorccmen.t; Animal Sen-let:'> Rc)~iunal CO',l.fCC()\'cry:
1---_____ --1 __ ............. orgam,/;ltional structure und mlLf\,Qge'llcnt ~1~lHinb' I
POL I Reduce Parking Enfl~rc("ment slafJir.g hy one p;nilj'i;l_ I l)j:.'.I~~r['c SIX I-"ll"kin~ Enforcement Oniccrs arc needed
to ::nv(; lho;: )i\ur downtown lQnf:!j. th~ California
i"\'CIiUC tnJ.'.in::s:1 district, Stm1ford Ho!.pitJJl and the high
"ch')(J\ i.\(f,;i\;". Full jtallinF., i~ neeJed to impicmt'llt Ibt
Skt:pn P.Jrkirl~ Ordina.nce I-----------~----------------------------------~ ~-------------------_;
POL2 Modif)' shift schedule for Comm.unjci1(ion~ J)i:"~'t.~n.·(;. C{)11CCm for the fDli£.uc factor camed by 12-
Oi:spatchers from 10 bourl4 day to 8 hour {If 12 hour hour :;hifb. I,he luck (If lim~ fot bridings, and the need
shift~. fur ;':·j!["):-:h:ncy will: the patrol schedUle. Department
pn1ptN.: ... th;;! onf,; dispatcher po~ition be diruin'lled and
,:, r ";Ylt:wlng the j)\!ssibility of contracting a ponioll of
Ihe wmml.:Jli';;tlons ma.intenance and inst.allation worl. ~----~--------------------------r~~~====~=
POL3 Reduce Inves!igative Division :iuffing by one Proper1y Di:><!gr:'T II is impol1ant to retain 3 Investigators, who
Jnvestir.ator position. :.:..:-;~ist NI tf;).ud cases 1lJld provide support 10 other ISO
ir:f'i('~tigdtors. The Dept. is rcviewin~ its own I Ort;:mi7..J.tion to identify other areas for efficiencies and
cost SdYlng:;.
POL4 Reorganize ~taff asslg.'1ed to Crime Prcveniion to J~ 1 DI$,lgrcc ~Ib-c-"-C-"'-<-'-'O-C-O-s-,-sa-V-i-n-g-S-O-r-e-ffi-,c-i-.-n:::~
includ{-expandmg the supervisory responslbilihc!> of v.;ou!d H!SUlt from this recommenda!ion. The
the Lieutenilllt asslg...'1ed to Ihls area Dcpm1mcnt will review whet\er a lieutenant position is
_I!ccdcd in Crime Prevcntio~_ _ ____ _
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PWD2
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PWD3
PWD4
. ______ . __ ~~_._._.~ ___ ,,~._L"'::::"~.:~;:idOS'ili6;. gam;( ~,.
Pago 13
HUGHES-HEISS ORGANIZA,TIONAl REVIEW, PHASE" ISSUES & RECOMMENDATIONS
PUBLIC WORKS pt'UR'IMUIT
hms:.:t..Ad.dm:iSd: Management and administrative
staff utilization in the Equipmcf\l Managf:m('--nt
Division; tr« maintenance prcgr:am operations and
service lev~ls including cost ctre<;ti\'cnr~!> of c>;panding
contracting~ enginee-rine staff utilization rdlltcd tl'
mnn.o~.:ment and implementnti(m of the elf'
Comhine the FI~et Service CooNhw.tor ilnd Lead
Mechanic po~itions into One:: po~jtion.
Di~;a!-~rr(. 'Inc recommendation docs not consIder the
nux MltJ ,,-::onlpicxit), of the neet which include!l utility
I.'(p)ipmcnt lIul compunlbh." (() bcnchmllfkcd cities_ "!be I rkp;,r1 n~Cnl ~1,iill implement the InlcrnP.i Auditor's
T ranSllion to txpandcd .;onlracl Itifhmi nt;.
Reduce in-hoU!~c Trtt Milint("rum!;(.' :>lzffi'1l; 10 tcn
positio!1'~.
I
r..:..:om~(1.lClld~ll0n5 from the Veh1ci«! Flttt Uti.IiLlltion
Audit. Altnmlll\'eiy.lhe lxpartmcnt rrcl,.lmmends
1-cul(\n/!. ilJlldlil~ f(Jf u contract cmployC'c ptl~illOl't
A,.~r<:':. v,lIh nwdification~. Odele J po~jli()nj; and
f\~pi.Jo.:l; with ,:t,ntr:1ct $CfViD:~. which mny r<::f.Ull in 1I
("\lro: ·.llght tkdinc !ll work qUi1hty and rc::'-fX'm! .... '!:ncs~ to thc
ruhhc .. ll;,j.m incre'\'JC in admini5tfalivc workload.
hdn·,f\;"r f1;rrj;lining 2 po~itjon.~ r.o puth trr:e5
f."l.lillicll.lllo.:r. ,Ifkr 1994-fi~) ell' fl.lndin& i~. uliJi~d Reioyc~t 5I1vings in uee planting. :\trc<c;~ trc..:: trimminy ..
I ----t and p",k tree "'u"
PWD5 InCTC."1!>C fWlding for tree pllttllin~. strcd trce trimmin~~. I I?cfc~ ~'XPil~tlCJ :>1.rccI1fC'C ",:,ork and phU1.tin~ until the
I ~ark tree care. _..l~_~'O:': ! I.l'±.l£~ce compictc'l Itj ~~.lmmel\dauon!J.
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Pago 14
HUGHES-HEISS ORGANIZATIONAL REVIEW -PHASE II ISSUES & RECOMMENDATIONS
i
Acquire and implement an internal project maru.semenl I Agree_ Will implement project Pl8II8SC1ncnt sy,tem
system. during 1995 R 95, and reevaluate staffing needs for the
1>95-96 elP program_
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HUGHES-HEISS ORGANIZATIONAL R£VIEW ,l'HASt lllSSUeS & flECO>A,,",cl<01<'TlONS
lNTE8J»;fARTMENTAI.ISSU&S
Remmwcndatlw;
Assltn ~mk Rt3£II»'us. Pi1QJ.lllng staff to the: City
Manager's Off,ce on a. permanem basis with the
Ass;""",' City Monog<:< having <lay-I¢-&y
Ke>"'iY' paz .. ~ t<> the Op<~.t"'n;
Division of the hbHc. Works Department. Re14in
M .. roage~ of Parks and Go1f ill (be Commonity
~t'.'ici;S ~ment unti~ .me: QQ!f .('At~n;e -Capital
improvement program is compJettd, Th£n combine
the Marlager and GolfCo~ Superintendent positions
into-one manaRtment po~itioo at the Golf Course,
Rt!as,sjg1\ the Tnmspt'lrtatiM Djyjs.iM f.rom thl.'
Department .of Planning and Community Environment
10 the PliNk Works Department merge the diviSlton
into the Engineering Divi!:ion under the direction of
the Assistant DittttDr of l'-ubli<: Worbl Assi:;;taI!t City
Engineer
Afi,feelha! l=f""M<<llllw.t !~pe m.i,""nanc~
rm righ's ~\ way .,.All""l<;r,g lms w""ld fie. "l' staff to
pcrt'(}('(tt fit;:ld mainternmoc, C-oo«.bnati~", {",f f):(hl
YmliruerMnU wim R..t£1~1:Wn pro;;ptmi <tnd scheduling
is. "ital; th~s f'USK.t~ sh\wJd !t'-D.".rD;» in Com. Servitdio
[k1lL Busi..ness. Jistrict rnr&.illt~~ fimcticna wm also
continue tn ~emain in Crunmwlitl( Services..
Di5ag.1'I:'~ 'I.villi ~bt-~~rn3<lthm< The .c·mzent
organiz.ationai attattgcmrut is working well. "Ilte
Transvurtation Divi£ion devoteS only.a !atlaU percentage
of i.ts time t.,:) Capifa1lmpro~nx-':Dl Projt:(;lo;;,.and me
majority of its functioo inv{}h'.cs land usc and/or
,k\(d{).pmen{ prujet1-related is..-sum;.and ~hemative
tran;.~portat.ton rrKK1es, rather than to roadw~y
infrastru.;turc improvement needs. The Departments win
C(tl3j:m.lJ.: 1,0. ilnprovt-wwdjD31joo of elP ptojtt:!
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PlIye 1 C
HUGHES-HEISS ORGANIZATIONAL AEVIEW -PHAS£: II ISSUES ~ RECOMMENDATIONS
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lTU4 INJERDEfARlMUITAL ISSUES (CobHnued)
I Uj~,<lg(cC'. "fhe rccommcndb.lion docs not acknowledge
Tnmsfer rcspon:;ibility fat CubMrley Center th.: quite dificrcnt mit!! played by the Fina.ncial AnAlY5t
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mnnagemelll, including assigned starr from ,:mJ the Cuhberlcy Site Managrr, nnd undere:ttimatn the
Community Services Department to Iht: RC<l.1 E~;M.; I wl)l'l.;lI~iJd of both po!litions. Recommend reta.llling the
Division of the Finnnce Depanment. , curren! divisIon of te<JpOnllibilities. with A clear I distinction between hourly (Communlty Service!» and
f---_lon~-Ierm ic<t:'>c fR;,~al btate) management.
ITD5 Centralize all infortnation ~ystems dc~ign and f)i . ..agrcc. The Financial S:ystems Analyst provIdes
modific .... tions; transfer the rinllJlcia! Systems An,,!>':>1 signific<u'u ,Support to the Finance Dept other tharl in the
from the FifU\nce Department to the infom1J.tion an;J. of programming fOf the IF AS system. Cuslomer
Resoulces Department. ~_:crvic(; and the ability to respond to the needs ofthe
Finance Dc~t. would he reduced.
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Pogo 17
HUGI~ES-HEISS ORGANIZATIONAL HEVIEW· PfiASE II ISSUES & RECOMMENDATIONS
1TD6 OBG&~IZ&I10~&I. 15$111;5 I
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Rccommwduli<lmi: , ,
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EslMblbh an Administrnti .... c Services rkpartm~nl I A}:n:c, with <lhcmati .... c ~trur.turt". Sec City MaJlngcr'.'J
wmprised of Humun Re~urcn. Jnf,_Jl'71Iatinll I n:.:.:(JI)1lncnd'lhan.
ReSilurc<,. Equipment Mww&cmcot, and Purch."n~ I
DIlt\.\, thc Department Director fteln QrW of the prc'liou:;
depanmtnwl function.'l to ntahlitih the new depnrtmCl'11
\\-ithout the addition of managemcnt 'ilaiT. -,
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Response to Hughes Heiss Issues and Recommendation
Community Services Ikpartment
Issr esPl -Bnsi.,... Manager
HH RewmmeudaIioa: Addition of • Business Mamger
Response: Staff agrees with this ~tion, A Bus ines.s Manager is needed to pc rforrn
sIzch tasks as overseeing buJgetpreparation aoo roonitorL.1g. adl'!'rinist~ri1\E Capital !mpro~'ement
Projects, and adrrJnistering facility iea.".¢1). and !;on!r<K't<;, This posrrion ~-iti ass-urn<: administra!iv:
tasks performed by existing rn.a.nagement and :.-openiV-'T)' ,uff, th\l!. -a\l(Y""in;, IJ-~ (tf'l'te t('l
improve internai operatIons and deliver Goaliey :s.cn·ic:cs to the w!'f',rnlJr'!-D_
.Hughes Heiss R~: ,,"'iergc.: the Ans and Culrure Di\-isi<."'lf'l and the Recre.i:!ion. OP::'rl
Space and: Sciences DiviSIon. This. merger wOlIld, for t!,a.mrle, i.'Tlpro'loC tb:': wordinatiDn of
prog:rams and services, reduce the ouplil:,atiUD of program~ and :;er,' ices, 400 reduce tJ)I; number
and layers of mamgers. Included in this m;om:meraiatjon are the following pe.rsonnci .anj
organi7.ationaJ changes: tHminate tl..;: DlvbioD of Art.~ ana Cl.llmre, dim'm.ate the Director,
rccelassify the DL"tctOr of R.e>.;reation, o-yen Space: and &ieoces, upgrade the Cl.litur-al Center
Manager 10 Arts & Cult\J..re Supc:rinteodent. tr.f..ilSfer the Arts ~n.:l Culw!l!' Secretary to Rt:crntioo,
combine tv.'O Tbeatre Managers, ani create a .5 Project Coordlnator for the Cu.ttllru Center
Manager.
Respoose: Staff does no! reconunen1 m<rging tb!: Di risia" of Art, and Culture and Rc.;ra'ion.
This recommendation is inconsistent wilb the desires of !:he community and users. 1& addition,
issues raised by Hugb<s Heiss concerning duplication of cia"", and program <oonlinatio. are
being addressed by staff within tb!: current organization:tl stTUCOJre. Suff does no! suppon !be
peI>OmICJ cbaDges recoonnended by Hughe" Heiss for tb!: same ra,,,n; " di.agroes .'lIlt. merger
iliat would dissolve the Division of Arts and Culture,
Issue CSP4 -Mere: Arts & Culture P95itjoos
HH R"",ocuneodatioll: Combine .5 MusiclDm;e CooroiJl3tOr with .5 CulrunllV;,-ua1 AIls
Coordin.ator.
~: Staff does DOl agree with merging L'u:se separat< positions since !bel' "<'Ie completely
diffi:rent disciplines. Combining the MusiciDanr.:e Coordinator, .. llo IS responsible for organizing
music and dance coocerts. with the Cultural Visual Arts Coordinator. who organizes childreo's
visual arts classes, jeopardizes the quality of current sery}ces provided by their s...."anu: and
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unique sets of expertise. II is recommended, however, thaI the .5 Music/Dance Coordinator be
converted to half.·time permanent stalUS since current responsibilities ~ commensurate with 3-
regulu position.
HH Reo-IIII'dlCIation: Eliminate CDmlllIlnity Theatre Manager and mam Teclmical Supervisor.
Respoase: After discussions with Theatre groups aDd the former Manager, staff agft<' with
Hughes Heiss' recommendation to eliminate the Conmrunity Theatre Manager positi<>n. It is
rec<>i1ilUtild<d that the Mmager and TeclmicaJ Supenisor position be merged and be establlshed
at Ii management level.
l:isur CSD6 :..!dm.yert Part~ Tjm.: Positipns to .P.em)anept
ID:I Recommendation: Convert.S Studio & .5 Vollll1teer Assistant-s to pe:rm;men! part-Il~ to
provide greater flex.ibiHty in their program assignments,
Respons-e: Staff does. agr~ to converting the .5 Studio Assista.I!t to pe.rrna:nent half-tL.'tle gh<I!H
current r,esponsibllilt.e5, but does not recommend chang~ the .S Volunteer Assistant ba_~ on
current assigru:nenlS and duties.
In addition to the recommendations above, ~taff r.:commends cOfl'o'erting a .5 Ofiice AsSlsuni at
the Children's Theatre to a ha1i~timc j:X;rma..r;ent position sioce responsibilities and assignments ue
consistent with those of a regular position.
ISIlH: C5IlB -Full TIme vn)untptr ConoUn "or
HB Re<.'Q1,telMIation: lncrease .7S Volunteer Coordinator to fuU-time to oversee Project Lo.Jk
as well as the Cultural Ceoter's volunteer program. Proj::ct Look should change from a contract
to • City program.
RespoDse: Staff does not agree that Project Uxlk sOOuld be changed from being a contract
program tu a City prog.ram, Services provided uooer ccntract are fulfilling program needs,
'see CSDll -Bedu('!: Opeq SpmlSclmres MaDa~ S1aff
HH Recommemlatioo: Combine 1unlor Mu!-.eum Supervisor with Open Space Superintendent
to provid.e greater coordination bety, e:n the -programs,
Response: Staff agrees with <ombining the Iunior MIl5<UI!l SUpcrvisnr with the OpeD Spac<
Supcrintendeo.t and bas taken steps to implement the re<:ommendation. The combinatioo of these
POSitiOllS will allow enh.ance<l coordination of Open Space and Sciencn programs.
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Iwr CSD12 apd CSD13 -Cooya:t Part~Time Rem:atiml Po:dtIons to FIlIJ.Trmf
RB R«' P k5 fation: Eliminate 00::: Recreation Supervisor and three full-time equivalent part
time Coordinators, and create four full-time, regulM Coordinator posftions.
Repoose: Staff does not agree with this recommenlatioD since it would have an adverse impact
on dMsioo operations. Instead, reclassifying lTOe of the Recreation Supervisors to an Executive
A .. isIonI for managing special events is ,econunended. Becaus< of !he swpe and visibUity of this
position, its interaction with other departmerill!. businesses. community leaders. and volunteer
groupo, sWf believes this position ,bould lid., • higher status in the City organizalion. Staff
_ rewruroe.w the conve",ion of fOOT FfE part-lime temporary Recreation Coordinators to
four, full-time positilJllS. in addition, the conversion of one FTE temporary Recreation
CoordInator tc a full-ti.me, regular Staff Secretary is recommended to enhance clerical support.
These cb..lnges ~'('Uld provide the continuity of leadershtp and eAperLe~e programs requLre.
!sspc CSDi .. : __ ConvfI1 Temporary Clerica! PQSjtiQD.5~
IDI R,e(ommendation: COrlVtTt 1.75 FTE l..ucieStem&.5 t""fE Mltrhell Park Oftice Spedalist'>
frcm temporary to regular status,
Respot:JSe:: Staff agrees with the reoonimendation to convert these positions to pemJaDent status.
Tills change wi.li allow m{'!f~ ~(lnsjstei1l staffing at the public <:OUI1.ter of both sites.
Wue CSPJ S ~ [nfurrniltioQ Systems t fpgrade
RH R.ecommendatioa: Upgrade eXL'iling infonnatioD systems.
R""P'"""" Agree. Upgrading the department'S information system will, for example, prm1de a
Ill()I'C coordinated and efficient registration 5ystem and me ability to gather and analyze data for
future planning and managemcnl decisions,
lee CSU16 ~ Acid Library Cleric1 positjgns
HH Recommerv.iation: Increase dre Library Assistant by 1.5 FTE.
Response: While staff agrees with <Ii< ~ tIJ increase Ubrary As,isIant slafi, it is recommended
that staffing changes await completion of the furore plan for the Library Division's operations.
lSSIK; CSOl? ~ Cion Tenvan IJbraQ'
HH _'D""<IatioU! Close Terman Ubr.lr)'.
Respoose When analysis of the Library Division's operations is completed, a conclusion will be
o
reocb<d ~ ttl u~ faciliti<,.
HB JRI<,CGt_ .... tcI.la.tl'kio ... a~ J.:xreL~ softscapc funding to $/0,(0),
R_' Stalfl:as included S40.CW fOf sofucape In its 1994-95 Capital !mproVemet!l Program.
Res-~: Su.lf a.n.;:i..;:,p~ Sl\'lng lp-pro.l-im.,ately .sH)'l,COO by p"'~~ing Ln contraci maintenance
in smalJ facui:ic-s all.i p4.I1.:s unJ-:[ fill! 3.cre~ U\'CT a t;ugeltd T(:\.lr Ye<if period Contract ~rvjces
~~U 't<: pt..a.sed ltl as it\"h,~..;Y,': ~Litff attJiti.:m i.X~T:f"!> dUfl:1g l.his po::r1t..u. PHks and. facilities l.!11der
~ a;re, \l,.1!1 t<!..~ f:rs[ ~~i;es Lr.illsLtiDncd t • .1 OJ[;lf<tCI .;.tr,iu""s, while sites; that 3fe 2bove ihree
and below tlve acres \oI;ilJ be wgc-t.ed duri~ u«: latter parl oftr.e four year period.
SWf rec.ommeOO.s. evaluating the cos.tfbeneflt of this. recommendation as vacanc ies occur and in
!igb! of the-four y<:u tt&:lSitioD pl&n to COotraL:t specifk: parks IiWlintenance functions.
lm:t CiiDZl • urman Sur.c'C\ Djrjsioo
lIB Jtecomrn.enrbljon! Tbe Human Services Division should be converted 10 2: staff function
within <he Community Services ~.
Re!.poose: Sw'f recomm:oo.s thai the Hl.:..If'.All Se • .,.,~ Division become a section n..--porting to the
DlI1:C!of of u.: Comrwni<y Scrv>= Dcpanmrnt. The trilllSf.". of portions of tbe current Human
Suvit:es Di>isioo', aaiviues to the Police Departmelll "ill be srudied.
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Re!lponse to Hugbes Heiss Issues and Recommeudations
Finance Department
1M-fINl -COlton ParapudK BiJlim &ad CpUcrtimu
Mapes Heiss Ret'Ommr.nd.tio.~ Contr3C! .... ith a priy~tc firm for puarnedj\: billings and
coUections.
R:1lzQ.il.1.e: Staff disagrees \\~th thij ~·JmmC1~d.atil.':l !:--e(a~_Ls~. t 'r rr".fe-..::~.N C(tS1 ~';:\ ir.~s dl) not
ref]e;~ \\ful.t it w01..iJd aC!l.G.i:y ,--("~1 ttl c.~~! ('ul t.h~-s ::;'::f'.~,-( _ : 1 &.-::-re-pre t:.a.)-,~y '.\'l,·J.JJ toe a de-:jine
i.u the CIJI lectiom nite reslJ~ti i1~~ in l,-:',\;:r rc .... c:pt~ . .}) :;l;'!.t~' l! cr:c \h~~l:d st I:J t-.;:: re-,,:;;:i:-.-d lO adm Ln.i s.ter
t..~ cuntrc> ........... a.,.,d 4) &1\:; r:'Qlf:Nj,11 is h_'gh f,':, i! ,jc,~rt'~:;': tn '.-u..';'.'m.:r s<""-r'I i ~<:, C~'r"!'I,; ~~! LY tn _~.e;l:urs WtKl
deal ,.,itt, Me;jk.m-
Hughes H~iss ~timated :c-Jying'i v.~e prrmis.e-d ('11 \.t.e.n ~llshUit:> 0[1\.,-, t) JX.""> ;,.iI' contraUs ~ one
based OIl a percentage or {:olk-o:tions, lh~ oL"f,e-r b.ued rYll ,,_ s..:'t fe-! ~ in\'Olc.e. Fms,n;:;: Issued a
Request for Proposal (RFP) for ~';Cts W lmpkrn~-nt this: rt"C()mmend~ti0n The propus.als ,angN
from 25 percent to 10 ~er\l of Ulllo:tioru.'. none of the: propo~'i""<loS ~ on a: :.el fee per
in'<olct, 1be fInn that appeared mos! u.pabl~ ('~itho~ intcnicws) bjJ the contract at 10 perccnl of
wliections, ""men staffbelie,;es. \\'0uld be:: L\.,(' moS'! reas..:-.na.bk for CDSi comp!J1.Hm.ln addition to
the exr,..ense of the contract, the City ·",,'ould need to obtain locld'lQ~ st"ryices lil order l{,l receiH:' and
itr.lIIlCdiately deposit par-amedk payments iJ'Id tc pres.en'C' Uitern::l1 cootrcl 0\ 0" cWo A.&iwni..."1& a.
10 PCfCClJt contract, 'lrith lockbox: services.. the costs. sz-..ings from COQtract~ out billing and.
collections ofpwamedic senices woald be approx±m.at.ely S:W,435,
Costs savings projected by the c.onswwu loXIuld !1so bt more than offSC1 by a drop in the City's
coJ.1.c::ctioo rate of 10% to the "i.Mu::itt)' 4'r~" of a 6S,... .. I't'rovery rate. Thi:s 'M:.."Uld be-a decline in
revenues of 5-1 ... or S54,OOO. Such a Mausc in collections would mort than offsei. any savings
generated from CODtracling out the colkctioo 'fforts,
The consultan! re..;-ommendati()rl d~ no! recognize the-r.u-d fer controlCt o',ers.;ght. In dirninating
the current 2.s positicw directl)' involyc:d in the billing and collcction ofparamrdlc acC{)W1ts, no
resowc:cs an: reserved for the suhslantial monitoring efforts that would be __
Finaoce suff involved in the bi~ and collection of para.."Dedic 8CCO'JOls is ~.JlUtted to prm-idiD8
a very high level ofcustomr:r ser\-ice for th<= City's paramedk ~'uS1omm Issues oftu."T'.o\'eI <md
trainin&. confidentiality. and !be emcrl'.en,:~ of n,w reguJatjM~::, in Medicate or wll<!ctLorJ Jaw arc
handled within the context of lbc: general work environment, a.'"k:J v.ith emphasis O:l the customer.
Quality control is therefore maintai.'"!ed through d.irecI. responsibility of City staff, and the customer
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Quailly control ts therefore maintained through direct responsibility' of City stan, and Ul(" C"ll"'.omt"f
is the only client.
hage fIN! • Reduce Treaspo'.swx
Burba DeW: Recommegdatiop: Reduce professional staffing In the Treasury Dh ision by one
professiooal position and reallocate n:sporu;ibilitie-s betvr-ee!'1 the Treastn'), Ma.nag~ and the R~'enue
Collections SUjlCTVisor.
BnpQDtr, Staff tentatively agrees '.\'i th the recommendation. bilt propo5(.'5 that l..-npl('m('11Ldti0n be
delayed until th< 1996-97lr.Jdgct, with Ii!l =ent at that I,me of tM octuAI rost I:oen<fit ofth<:
rcduct,ion. There ..... -;u be the need to reclas:iit)' the CJ.[I"m1t Financial Arolyst;and ReyetlUt." C olla::tions
Supervisor positions, as a result of the additional resp.,msibilities t..'lat both will ha"-e to a55U,mc h-'
implement this recommendatior:.
The Tre.asury Marutger POSitiCl) is currentl)· """"C-'Jl11 ann tS b<eir>g \\.~j \0 add;-('":.s tf\~ e:.;tra .. :>rdi .. :u-:,.
workload associated \vith rc-enginet;,;ng the budget process for l\;!~~ior'" Driven Budgctin;. fm.iJ.-:':":
has used tltis vacancy to backfill for a Smlor :\..:,:(mntJnl who has kCll ,,"SS'gi1Cd 10 tho: DI.:--igcl
Division to rmpkment r-.-1DB. It if; <!flti-::ipalN that the SC'r!lo, Acc(lu~~tanl Vlln bi: [L"'rJird f0~ IS h)
24 months.
The Fill.5Jlcial .. Analyst., Revenue Collections Super~'isor and Assistant Finance Direc!oJ! ".0u!d be
required to abrorb the responsibilities of the vacant Treasury Manager positi~1n_ Tnc .. -\!;.$iS!..i:s..'1t
Finance Director would asswne oversight re5p;JT'.sibility for the investment Progra."TI, a.. .. well as for
debt financing; admini::;tration of the plOperty transfer lax, and spe:cial re-..... enue ~-uJyses. rn~
FinandaJ AnaJ.yst would a.ssume the bulk of the r;:sj:XJnsibili:y for placing i!l\'e5tmt'n15. and ~ilt
participate actively in debt financing. The Revenue C{)!lectioru; SI..,!X''TYism would 8$S1Un('
supervision ofth< J"OCC'sing =ter and pazking ciwuon processing Slat!". She ,,'>Uld aJso c" ...... train
in investments and. debt financing, to provide back~1lP for the Financial Analyst The rtelahifications
would cost about $15,000.
The ability of Assistant Director and Treasury Division w undertake a.u!)'se5 and otbet-projects
which !My have "gnilicant cost saving, assO<;,iIIed with them may be limited as well. In the past,
the Assistant Finane(: Director and Treasury Manager \.'iCl"t responsible for projects lII'''b.ich had
signilicant OOS\ ixoofrt for the Cit)<, including the pricln& and =~()t\ on allemati~e health
care proposals, competitive procurement for banking <>efvices, analysis of in\'e-5tmefJt in-=trurnC1l't$,
security analysis of i.'1Stitutions .... ith which tJ...e Cit)· places certificates of defXlsit,. and a1'..aJ)'sis of
revenue options such as the business license tax and la.ndscape/lighting 9.ssessmern diibicts.
Jupe 'ITPS -Ccnfr@lize IgfqrmatiQQ Sy;trm I>nign
HH Recommendadoll: Centralize alJ information system des.ibo'll and mcJiticaltons: transfer th.:
Flnancial Systems Analyst to the Inf()nTlation Resources. Department.
RespoD5£: Staff disagrees. The recommendation is inconsistent, since the consultant's discussion
IWOgnizes the critical nature of the various financial databases, affinns the =d for this same
function being performed in the Police, Publio Works and Utilities Departments, yet would remove
the position providing supJX>rt from the FLna...'1ce Departmii!t1t The Financial Systems Analyst
provides significant support to the Finance Department, other t.han [n the area of programming for
the IF AS system. Cu>1<>mer service and the ability to respond", the need, of the Finance Department
staff would be reduced.
The proposed merger of th¢ two depamnents into an Administrative Services Department pTO\~des
an oppot'tUrlity to address this issue more constructl\ieiy.
un" ITpt -Resoogslbility for Cubbe.dn..fil1!tt
HH Retommendation: Transfer staff and responsibility ftlr Cubberley Center mrutagement from
the Community Seivices lJep.artment to the Real Estate Di\'ision of the finance ilep.ll'trnent Once
the tran5fer has been made a.'1d operations stabili7Xd, determine if all tenaJ'lt management and le-l$e
negotiation acth~ti.es can be assigned. to, Ol.'1d il(.·complisne.o by, the Cubbertey Center Managi!f, ar,d
if lite Financial Analyst position L .... the Re.aI Estate Division -ct!rrt;ntl~· as~igned thQX;-responsibilities
is still Iequired.
Respon.!!e: Staff disagrees. The consultant's recorrullenda.lion J.'~flects a la.;-k of understanding of the
quite different roles played by the FinanciaJ Analyst and Cubberley Site Manager, respectively. in
t,e oversight of Cubberle,. The expertise required fer the Site Manager positi on is signifu::al'\tJy
different than that of the Financi.a.l Ar.a.tyst. Oversight of the lease functions is most appropriate in
Real Estate, and the Site Manager's responsibilit!es for hourly teasing for nx:reational a.>'Jd
commun ity uses are more appropriate l y a part of Community Services:,
The Cubberley Site Mtutager in Commuruty Services OH:rsees the da)'·to-day opcm.tions of the site,
udministers the hourly rentaJs and 5upervises the 5 custOOial staff dedicated to the site. In order to
provide the best services, the Site Manager must, and does, have clirect ties to Community Services,
especially the R.ecreation Division, A large portion of the hourly users' needs are !p(cialized.
janitorial. services, wrnch iodude set-up of equipm:nt and chairs to meet user-specific requirements.
The Financial Analyst ad.miru stet'S the long-term !eases that are a part of the 1990 lease and
Covenant Not to Develop with tJ-", Palo Alto Unified Sohool Distric\ (pAlJSD). both at the
Cubberley site a."ld the 11 extended day care sites. There are currently 34 sublt':ases at Cubberley.
The .Finan.;iaJ Analyst is responsible for leasing the long·tcrm space, including preparation of
Roquesls for Proposal, selection of tenants and lease negotiations. The i'inanoial Analyst also does
monthly rental pa.yment tracking: late notice notification; annual rentaJ rate adjustments and
preparation of annum leases for all artists and extended day care tenants; lease interpretation and
tenaut representation on City versus tenanHelated issues; risk management insumnce nacking for
all 45 tenants; and aIll1u.al tr'dcklOg, reporting and forecasting of lease revenue derived from
Cubberley and due to the PAUSD.
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Response to Hugbes Heiss Issues and R""omm~ndatioD'
Fire Department
lur fJRl a .&mac Comp'Pf 'Ad Minimum Stafflnr I.eye)
HH R_dalloo, RedlK< T nKk and Rose ... Compony >13ffing from three in each e<>mpany
'" ""'" in eoeb CQmpaDy to maintain the """,biUty of deployir.g both pi«es of equipment 10 the fire
"""" wb<n n:quircd. Train 3lld dcj:>loy the rcmainin& ,talI lIS an integraU>d four person, Trocl:IRescue
wit. Dis::patcb a third Engine Company as part of the first alarm response to major structure frn:s to
maintain and expand response capabilities. As a result of this modification, reduce emergency
response miPimum staffing levd'i from 30 to 2S (",inter) and 32 to 30 (sUJTI.mer).
Rr:5p<1ll)e': Scaff d,:;,es O<..lt ap--ee v,ith the consultant',:; recommendati{1n. A SUITl1!l3f)' of tl].e rationale
fo; rl1c consl)l~1.!':;' re-c'O;nmer.ci.ation and st.:Jf'J =irlzJy:sis Qft.~t rational.: follows.
T-;'1.{' C(1n5Iil,;'.nt b-~lieyed tflat tilt: R~s';:\le and TrJ\.'k C'ornp.ar;ie-5, .. vhicr. compri~ a p.:>rtlon of l~e
[)epartrnC!'!1t'~ fm;: ci.!",fm stn",:mre lire respt.W5e llf {j,'e units and fifken j>.;.""'TSOnnel, rcprt:'serIt e-s,pensive
"u".suranc..e~ fOT ttl': City. Th!& tUldi.'l.£ is based on the infrequer~cy of major structure fires in Palo Alro
an.:i low levels ofuiilization of the Comparue$,
The con~Jlumt's Ml.!lJysis. or cali patterns and incident c~teri'Stics indicattJ Ulat if the Res-;ue
Cvmpany ~ staff~ ~jow current ievels, the Department would :;:ill be able to mount il full rust
alarm stmcture flIe ~POrt$<! m virtually aJl inc.idl!"I1c{:s ,,,ne'n concurrent or overlapping caJls occur.
The analysis suggested that tJle" vaiue of the service provided by the R~ue Company on first alarms
could N: fulfilled by dispatching' third er.gine company,
The ;iifi'ermt oponttionAl functions =ved by the Rescu, ""d Truck Companies at the =e of a fire
wae "'" c ... ·Mid<=! iT, the oonsulun~s =lysis, Duri.'Ii>' wor';.ing >trutture fire, the R= .. lind the
Truck perform diffrn:nt f""lighting func-Jons v.hlch oould not be accomplished by a four pctsoD,
couwlidaicd unit. Re9cue Ope11ltions include ...,.,h and rescu< of ttapp<d occupants, nighttime
lishling, milling of self-rontaincd -;''18 appanI!uS with air, electrical supply for power operated
""""" tools, and other similar operations while T"",k pctsonnel are typically assigned ventihuion,
salvage, and ladder OperatiDns. 'f11.ese operations are usualJy performed concurrently during the early
stages of firefig}1ting opcratioru. A four person company could not perform these necessary
openrions concum:ntly, 'Ibe likeiy offect of the CO!lSIIltant', recommendation would be increased fire
loss, reduced r,ret1ghl<f ""fety, and delayed fIre ground and fire e<>mmand operations,
The ~.dation of ~hing a third engine as part of the fm;l aiarm response to major st:ructure
fll"'C'$ did not '{'Insider the Unr-..aC! to emergency operations at nrc scenes due to increased response
tUne'S for the third engine company. In addition, 110 analysis was performed on the lmpact to
emergency medical ~ponses and the significantJy higber deIruUld for services. Tne consultant
, .
evaluated only overlapping fire calls .... + .. kh are rart.
The like!.ibood of successfu.l1~· nqotiati.?J.8 ",im fAFF, L.ooJ [319 the reduction In staffing on the
Truck and the Rescue and the hkdiboorl of " successful arbitration \\as net considered by the
consultants. Mfm'()""eT. the Lm.p&Ct ofre::!ocing: li()(' firdlg...~ters in vicv.' ofPrupcsitiol1 172 'h11S not
giyCll coruidenttioo..
The diffCTC'i!t funcrioos oftnLinrng and haza...-d~.)t!s materials. inspectIons cllrrentJy performed by the
T rucI:. and Res:ue C~ during non~y time> c<>U!d, as =omrnended by the ccnsult"nt,
be acromplished by the addition of one Hl23!dous M.ttcria1~ lrL~or, Withou1 a reduction in
eme:geoc)" ~ ~l, bQy,"f!'\"er. this ~"OUld be le$5 ccst--effective,
hu" I'lRl· Hvarrlo!U M.tctiab Pc-rmiUipc 'Ad J~A
RH Rttornmud.tti.ollf: C"n'i~c:~ "~ ~t::!TI.r.~ HaL\b' .• ::>"."~~l.m cftb::: Fir.: PreH'TIt,1o Burea<.J ~ith
throe prt1f~i('r.l.! p.}~iU·~H"" ~;!~ re-..-ru:: ,l ";;\-Th:m ~1=¢·':aiG' ~\lll-).3 d',:c:n~~t{'y (;, chemical eng:ineennf;':
C--.lCkgJOW1,j r~~lr te:ld. }Lu.\f·'l! ~~::iai!'! r·Y;L:.i(.n Pfll~i'~;: r:"'':1Jic :C2fely r>:liremi.'011 c0v.:rage fl)r the
Ha.!_\.1al S~iali~l r':IS:tLun:o imr,,:",e n:,:;::;\iE; 2.nci S!.3.!f r::~r,ti[l!1 ,'f!Q,!~
Re-!ipGrue: D",:;, f-lli\l!l 5p:-.;;.:-..tl~1 f":'~~~1.i':n, ki.; rx. .. " fi~!r;d wiLt) a more te..:hnk<ill)' qt.ialified ci\'ilian
:POs~ti,"'n .. '1 illi, ~I,.~ p1.eImeJ Ml'i &:--.;\,-.~..:-j \'1ifl lhe .;:,"~r.:,ul1.a.'"\t d--mr.g th<: e'. <lll.1atiOl"i of (n€ Ha.zard'Jus
M.st-...riaJ.s inspu.-iion ~rog;arn, Tr,e .lddition oi a sC":c~Y.'.d Ha1.Mal 1m csl:gator is abo recommended,
luuq Fl&3 IpdflB!...: Dt:pattmen' Admigidratin Sgp-port
Inl ReeolRateaeb:tioll: Authori2l! ci\iti3fl Admirj.rtrative Analyst position 1(, improve
Departmental acbrinistratilo"C proj«.1 plarlliing t\.'1d ma.Jl.I.gcmeot capabilities. In addltion. increase
part~cim: denc.d staffing Ln dr Hu..\W Section arJd tnnslti¢o. iii pm·timc ctericai to full-time in order
to prt'Ivide needed c1cric.1..l suppon to Training Offi~ and Shift Buulioo Chiefs.
R.espoue: Staff agrtt'S Ytith the cOnsWtantls reccmmcndarions to add a c:ivilian AdmmistratJve
A.nal yst position to improVt Dr:parttnental proj«t plar.ning and ma.nagemcnt capabilities and ro
b"Ims.ition a part-time: dcricaJ positioo In a full-Lime regular position in order to support the Training
Offic~rs a.nd Ba.tlaliVll Chief ..
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Respollse to Hllgh ... Heiss Isslles and Reromm~Dd.tio"s
Information Resources Department
[pnc IBn) ~ Penon,' ComR"" Tcdaniqi Su pport
HH RfoeOmmead.tioa: Continue current approaches t(1 pto',iding in-houst tedmicaJ so:ppcrt to
per.;onaI computer systems.
1UopoJue: Staff agrees ,,;th this recommer:dation. The lXp..."1II'.mt recomln<n<is that the full time
contJ'Bct PC tech!lician be converted to a regwJ.J fui! time positio:"c
HH R~cmmtnd~t~oo~ Ut~lil.e 3 mised SV,I't"'-cl:'I'l',rd.:1. 2.pr'n'2(~' I,;) f>( tr?ir:;."\~ (,;;Jy il tho: r" .. mber
of stwknr:; eM be C"onsiS"!enrl;' irtcreased or in an a~~T; I~C~ 1,_, -;:\f<\.;-,': fJ1 ~ I 'i I: !fJl~;Tr;2!:(':: ~::r, i C~:)
tl) the [,lut,iic.
R~poDse: Where possible, the PC trai.ner ',\111 ",'ork v.1t.~ HRO Corpor3!e Trairtjr"-8 \1) usc ;J~i.S.idc
consultants IC augment existing dasses so the PC aainti can deytl0f! nc\-'o d~ and a.ssiS.l tn
depm1menta150'pecial requests. 1k PC trainer spends )()% af~ lim(" in de"l e:lopirtg f)(""'" classes and
assisting on special requeru, Another t ~,~ ofner time is "JY.!TIt c,n d'ii:~' {'('Sf)("n5(' to r!'-..or.e ~1..'C!.~,
for as.-n.<ttance in resel ving problems wi th existing softv. -are. This .j.(~" .. v...l,;.] J n'.l! be absorbed by the
HRD Corpora!e Training.
hap' ITD5 -Ontraljntigg n Ikqp,tnlizaliop j.g CD'Iprltcr SntCJ&l
HH R.eC'ommend.tioll: Centralize all information s}'st..'"U1 design a.'ld modificatloos~ tran...'-ta the
Finaneial System Analyst to the Information Resources Department
Rzopo .... ' Staff agrees that computer systems programming of applJc:.uions ~ by multiple
departments should be ceotrali=L Howe"." staff believes llu! the large departmalts should havo
sy5temS analysts on staff. The unique role (If the FinaIlcial A ... 'lalysr in the Fin.a.n<::1!' IXpartment "~
servine in a dual capacity as progrsmmer AND S)'stems anaJ)'Sl, is one tha! has worked welJ for the
F\nance Department. nrn rcrommendation will be iddre>sed by the City Manager, propoS>l to
create an Administrative Services Department, consisting initially iJf the Finance and In.formatioo
Rcsnuroes Departments.
Response to Hughes Heiss Issues and Recommendation,
Planning and Community Environment Department
b,ge PeEl. PlInnjpi! Owion OrganizatioD
HH Recom.m.endarioD! Adjust the Plnnning Division management and Supenrl~ry oq:an.i.2Btion
structure by conv<:rtinj; thre< s",tion iead positions to two program managers (c=t and ion;;-nmge
planning).
Responu: Staff concurs onith tbi:: recommendation to rec:lassltY tr.e position of Mar.agej,
Dev(]opment Monitoring to Assb"tillt Planning OffLcial; to ftll the Z.oning Admin,istra!N pvsition
and u.se this position t(1 manage the ~urrent pi::uming work progra."rl, md tLl pr(1vidr; JIB! l~e offke
staff, under the supervisicm ofth~ Fxecutive Secretary. shouJd report 10 ~e Chief PI:mn.iilg Oftil ;:-;.[,
n.-.: remaining managt'meDt position, Manager, Developm~r1t Monitoring, will be ll."'Jdernl!d \~ith
a non~IT'..anagement k.el S~n.iOi P!armCi.
lu.ge peE2 ~ IQsl&tiQ~u.m Sntem
HH Recommendaoon: Install a voice-activated .il".speclion request system at a one;:·lIme cost of
S 15.0{l() to $20,000.
RespoOnsc: Staff concurs that an aulomaled voice inspoxtion system would substantial I)' i..'"!lprove
interactions with the public and the use ofa .... ailable" staff time.
lwK.PCE3 • JJpc[ldtJ:)eriql PQSjtiOdS
EUI R.ecommtndaticD: Upgrade tv.'o Office Assistant positions to the Office Specialist level.
RupolUle: Staff agrees that this upgrruh: would aid in recrultir.g and retaining both positions: at II.
slightly higher skitf and experience level, elevating customer sMVice,
Juue PCE4 • AM Fpn:Ijme Pllnger
HB Recommeadation: Convert a temporary oontract planner position to f...tll-time in current
PIMnlng so:rion.
Response: Agree. rne Department is in the-process offilliog the vacant management position \111t.l,.
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a new Senior Plsnner. TrJ.s !JeW position will r.ot corresponding,!)' reduC( the need fer contract staff,
irowevcr, The actual und<malflll8 is approximatelY 0,8 perrons. rather than the 0,5 calculated by
Hughes-Heiss, The cocsultant did not reccgni2e the need for staff meeting', !raining and
coordlnation activities oot directly applicable to a devclopmeni pennit. The current understaffing
has caused negative impacts MJCh as overrun of the overtime budget, use of temporary 3taff for tasks
fur whlcb they are not pn:panod and processing mistakes, The new Planner still need to spend some
time doing rcutioe 'WOrk and all of the current contract person's ~'01'kJoad will not transfer to the new
position.
Hushes Heiss """""",ended that the Department continue to use conttact planners for large cwrent
planning projects SlICh as the Palo ;'Jto Medical Foundation, ,,11ich would be eligible for full cost
teCOvelYi or for long-range pJa..--ming projects \\'hich are of rJgh priority. but which c.annot be
addressed by exi:.-ting statfbecallSe oftbe current conuTlitmcnt to the CompreherlSive Plan update~
Tnc l)epartrr.rent C('IOC~ ~ith this rccommendation. noting that contr3ct planners ~ .... in continue to
be needed for some smaller sized, but full ret.'o\,fTj', projC\':ts .
.in~ Re<:ommendatiofl.: Res1-X11I.5ib:lity for data collection should be transf.;:rred from the Plarmir.g
lo:c.hnician i.n Omen.t Planning to Long.Range Plmning. To ?rovide statTcapacLty in Long-RRnge
PJa.!1 .. lting fer data c')!le~tion. funds. should ~ temporarily provided. for an intern.
RetpDDSIt: Staff concurs. This shlft sholJ.ld occur after the Compreh~TI.tjve Pla.n Update: i~
c..omple\ed, It sboald be noted t.."ult data collect~on and monitoring nmctions are telated to the
Division's cWTt"nt ~ffoT1S to develDp greater ~bilities in GIS. ~ml1t tracking. and the use and
training in data base 1lUl.."1agement. The Department i:5 cum::nlly utilizing permaneni ::.'tafi'to buiid
tbe:sc systems. Temporary interns can supplrnlent the efforts.. but cannot be fully responsible fur the
effort.
1m, fCE6 ~ J:hmjn'k Enyironmental ProtectiOn Coordinator rp'itiOA
HH Jteeo!DJDtDdatknz: Eliminate the Envi.ronInerlta! Protection Coordinator position. cutting back
00 the City', role in providing generaliud informalion and respor ... to public inquiries on 8enoral
tcyi.ronmental mstters.
RHpol1!-e: The EmironmentaJ Protection Coordinator (EPC) posiiion was established to pro\~de
a proactive, technic.ally competent resowce on toxlcs and other environmental issues for City staff,
residents, and businesses. The: value of the EPe is largel)' measurable in avoidance of the negative
effects of pc-or environmental managment, and valuable customer sen..JCts. lbe consultant's
emphasis on "('.{):i1 eifecti,'encss" misses the point of the position.
Signifi=t coordination between the Fire Departmen4 the Bullding and Planning Divisions, and the
Water Quality Control Plant WdS accomplished b)' the EPC and valuable technical assistance was
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given to the City's Rea.! E.~ office, and: employee safety training management process, among
man)' od;en, There was no at".empt to measure the \.'aIue of these service!'.
Staff ~ that the Cn'\ironrocntaJ Protection Coordinat(lf hi! transfc-rred to the Fire
~~ for SC\"eral reasons
Th< EPC fur.ctioo has encuuntcn:d """" problems by being locatai in tbe current department which
bas limited direct opcruing !"eSpQn£bilicy for hazardous mattrial funcri(lns. Location in the Fire
Dc;oartJilUit should enhaoct' tbc::5IC" coordinatiOtl ~nsib(ities. I...ocarion ill the Fire Department wiIl
dimmste the o,·c:rlap in ClWering regiooal issues and me::etings. a..,d may free up Fire personnel for
0Ii><r ,.,..,0:.
In addltJoo, !"'O;:cnl State: effu~.s to streamline permits maTKl.atcd b)' SB 1082 and SB 1185 and to
CSU!bii~i 3 ~t .!.SSistan,c.t ..:enter In Santa Cla.-,:i CounTY \\'\Jwd be aided: by the ioc.'1tion of the EPC
ir. t.hc Fire ().:p.3.. .... .mrrlt. and f<Kilita!e the objectin· of protecting till'! City's ability 'to serve local
!:·,"s~!'.e-$.se-s :1',(\:,;'. dfe:t\" e:\) :, ... r-.d. ~t2i!l ..:ont:ul (1.\"'0':1 t'aL-lJdoi..lS malertab ma.r."\agcm~nt a!1d. usage
"..,~th~T'l. :.!'.-e c:!~.
h.:L;.~Jl), l~'<;'-:::;(I:l in Ihe FL1C' Dt'T.!J1.m';''7lt 1'[:;:';':':" (·""0 r(1~t·r~co·.i;'r)' opoJrWniiies. A,; part ofth'C· Fire
r)'~r,;'t1r:-,':·nt. h~:J,i.::<:"t, tL,: p.:.;5ilicrl \\(nlij t'e ~Lljlf·,~["!eJ by J:"!/~ rCii1lDurs.:meN by St.? .. ilf'ord, as well
35 the c".,-n.-:11 -t2~, W. rcl:rn b~1r. .. o;:mej1t by City Utilltits Thi <; is appropriate be~.a~""i.C a nowble number
c,fis.sucs r ... "U"0!cd b)'li),~ FPC reb!e to Slantord \:ampus atlivitl.cs. Secondly, the EPe's duties y,ill
ex..nan,j to lncl~c .... -on.: '-m S(Jme Fifl!' DepartITH:nt haxardous materia! applicaliom thai are :5l.lbject
to fuJl.:-OSi rtt:.:.\"ery.
HH R«o. ••• ftuut:ioD: A,dd. a C~e ErJon::ement Officer position to improve monitoring &-.d
miorcement of permit coodltiims.
Res_: SWf~. Sine< \ 911. when \he Cede Enfon;ement staffing was reduced by O.S
penon year, the program ~ opetaled on a rniJ-..imurn ~rvice level. enforcing conditions of approval
at the time of final building inspection. and pcrtonning other enforcement on .ci "complai.,·1.t ooly"
ba.oQ5.. Biannual ~ ioe"\\o· of Plan."Xrl Communi ty zone propeTties has been eliminated. In addition.,
the inspection Sctvi~ Dh, islon bad not been able to absorb enforcement of new requirements or
conditions ofappt"Ova} thal ha\C ~ placed on f"loe\\,. projects and items ~i1lch as non point sou.rce and
tree pro1ection are not being given propeT attention
A nr'''''' fJ.ll time-position ..... ·(\uld allow C\.'Ide Enforcement to incorporate proactive monitoring of
Cit;:·impostd oorr.iitil):1S of ~roject Jppro1,'3J and an increased leve: of property maintenance
i~"""tioru.
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HH ReeD ••• n 1'ms: Reassign tht T r.msportation o, .. i.son &em tb: Departmc:nt of P1Inr<i."l8 and
Olmrmmrty ElniuXiLoent to me Pubh~ W:rls Dq .... tliJCltt.;. ~ the dhU:ion i.ntc the EIlgiueerir.g
Divisioo aDder the direction ofw A .... "'ista.'11 DirtttOf t)f P-Jb!ic We,Tt..slAs$.ista.'1t Cit::'-, Engineer.
,,_ SIaff does not agroe. "'"hile the .. ..,;,;u.,. and function> =(1) perfonned by th<:
Trampotltion O:i\i.sioo could be made to ~ Ln either dt t 4li U'-..:TIt or apporti(.med between tht-h/I.'O.
the current orpnizatiorJal arr.mgcmmt is wortiog .... -en IDd. ~ is no oi.dcnt reason to l1lllk:e a
cbans<. In. city sud! .. Palo Alto, "hl<:h is buih-ool and adiomrt '" • major U!1iv=ity,
ttmsporatioo i.ssue:s relAted to land ~ a.~ aJttmative ~ modes are mort: typiC&! than
issues of roadway ~ irnproH'1'r.en~ ~ typical of.:! gTOlAing city. Only .a relatively
small perccnt:IgC: (approxinutely ! 4"",) of the TliSI"tBtion [)iviS!on'!. "",urlload is directly rt"lated
to Capitallm!:ro,,"Cn1C1lt ?n.~ects, A Tran,,';.r00rt.lYloo Di"'!~t)T',!oc«ted kn tho:-Planni.'1£ Oep3rtment i~
!!lore suitable for tb~ Cit) 's needs 1."1 &,;5 regard
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Response to Hugbes Heiss b",es and Recommead.tiou,
Police Department
IMpe pol,{ ~ Sedge« ParkiP,: Eg[ommmt St.rr
HH R...,,,,,,,,.datioa: Reducelh< nwnber ofParlUng Enf=ent Offi= (PEO) positions by 0IlC.
Re:.ponu: Staff disagItes with the recommendation. Implementation of tl".c: Sleeper PMi:.ing
Ordinance would be extremely difficult VYith fil,'¢ Parking Enforcement OffiCCTS, 8.5 the nc'\\'
ordinance 'Will require them to enter the license number of all ,;eh.id~. m the parli.'l!, ~ots and on the
~treet. and on each pass-through to.:kterrnine if there are-an~ .. i ot"to~. TI-J.s ret1 ui.res m():"e ti...rne :..\an
the ClJrrent chalking prcx.~('SS, The dO\o1,nto\\l1 UIe.1 ""ill ~ diyide-d in!o fOil! m:le'S un-Jr, the
ordifl.EID(',t. Each zone \l,'ill need one" PEO for rnfoiCemer,t. Additi(ln2:11~. t.~ PEDs n . .:..'Tt11tJ~ er:Jctrce
parking reguJ~lion:s in the California A ... c;nue busin';$5 district, a( the two rugh :<.d-:{x)!:. an,;.) .a."l!.:l~
a."'Oll.t)d the Stanford Hospital, Will:! a rNuct:on of one position., elt..:"o;'T th~' (;'..h~r cU',', 11:.J'.";~ :::.r.:a.s ('r
the StanfordlHfgh School areas would n{ll be palro!lej and rlO enfon;-"m,:-n! v.,)ulJ lab: pL~.: .... , :-':01
only would n,;yenues c-e lost, bUI r.; ... ~mp!ai!it:, \\'ould 'N; anticipated from J-,<"C1i1!L' jf r.;iJk;ng
I:'nforcement were diminatC'd from tIlO5.C areas.
lisp£: fOliA ~ Retiure Communkl.ti2Q~ Dispatch :ltp"
HH R«ommendatioD: The shift schedule for Comn1unicallOn5. Dispatcber.; shoulu t<: changed
from lO-hourl4-<1ay to 8-hour or t:~>hoU! shifts. This Yoi]1 reducc total StaftL~ nc:-eds by three and
still meet current sta.ffing levels.
Response: Staff di.sagrees ""lth the recommendation. StaffVw'aS unable to \."erify the ulidit)' of the
time per call work standard used by the consuJtant to derive the recornI"1'C!lded coverage. It is lilci),
that ~ I.:8.IcuJations do not include officer-initiated contacts (unless there is an arrest) City sta..ffwg
levels an: consb"tent "'ith the Inttmational Cit)' Management Association fonnula for PO~CI: and Fin:
wod< schedules, which is • minim"", nwnber of 20 dispatchers for either on 8-hour or 12-bour
schedule, not 19 as the consultant recommends.
While there are advantages and disadvantages to any schedule, L~se agencies ~ith 8-hour dhpat.cha
schedules often have L~eir patrol units working an 8·bow schedule. )1-,.QSC agencies, oowcyer, seem
to have significantly higher dispatcher turnover rate than Palo A!to. Palo Alto's ayerag.-: tenure is
almost 15 years, while in agencic!; rontacted, the tenure 2.\'eraged. about 8 yean:. \\ben the costs to
hire and train dispatc.hers (six tv eight months) are taken into consideration. any cost sa\ ings
resulting from a change to an 8~hour schedule would likely be negated.
Age.ndes with l2~hol1T scheduks frequently had a similar patrol schedule. Thls sch¢dule does not
permit overlap period.'>., vo.trich are important tor briefings and tra.i.ni.1lg, and there are fatigue !actors
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due to the Jonger work day. an.d difficulties in meeting overtime needs J required to maintain
minimum .taffiog.
The Depa:rtment recommends retaining the current IO-hour schedule and eUmination of CIne
dispatcher position, effective immediately. The Depa .... tment \\111 also e .... aluate the potentia] of
eliminating one addit.ionru position Ln Commurucations OT Support Services :mel. the potential of
contracting out a portion of the maintenance/installation 'W'Ork.
ISIIIt POW -laMratjye DiYlalQP Staff
HB RecommeadatioD: Reduce Investigative Division staffmg by one Property J nvestigator
position.
Ret;poase: Stair dis::.grees, because it feels strongly that it is important to retain three property
crimes tnvestigators, Property crime;<; comprise a much greater share Qftotal crimes cornmjned in
Palo Alto \T'hen compared to other agencies:. During 1992-93 the value of property 5!olen in Palo
Alto exceeded $2.8 million. Over $800,000 in property was reco\'ered du...ing L~e 5ame time period.
For the past six lIIonths, one Property Investigator has been ass.igned tu Field Ser\,j~.es, anJ tho:
clearance rat~ attributed to Prcpert)' JnvcS"tigalot'5 declined by 5C%. Du...'ing ttJs :ime, crime trcnd
workups, tactical action plans, sUI'\'eillance a...'1d other proa,,;ti','e acu..,ltit;S Wt.'re discontir.:ued 3.5 welL
Unlike other agem:iC!ii, investigators in Propcny Crimcs. P;erson Crimes and Crime Suppression
support each other as staffing and workloads fluctuate,
The Poiice Depart:rnent staff has recently in:itiat~ .m mtemal review of the Department for Ll,e
purpose of identifying other are'lS fC"f cfficicndes and cost savings.
lupe MIA -Regrrapize Crime· PU)'CDtiQU Staff
HH Rec:omme.adatioill: Assign the Crime Analyst and the School Resource Officer to crime
pre"iention and expand the super .... isory responsibilities. oftbe Lieutenant assigned to this area.
Response: Staff~. Based on experience, the Crim< Analyst's effectiveness in dele<:ting
crime patterns and providing inlonna!ion to patrol and investigative peT"..o1Ule1 bas been the greatest
since it has been assigned to the Investigatlve Services Division. The Schoo! Resource Officer's
responsibilities for substance abuse education, cruM abuse investigations, a."1d youth offender
investigation programs are sub:ltantially different tlwt the responsibili ties of the Crime PreventioD
Unit
As part of th.e Department's internal organi2ational review, an evaluation is being made as \(I ,,"nether
there is even a need for a lieutenant's position in Crime Prevention,
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Response to Hughes Heiss 1&.11 .. and Re.:ommendatioDs
Public Works Department
~WDJ ~ Cgmhipe f1cc1 StoKe PMjtjpp,
HH Reeolll!lN'ltd&tioll: Combine !he }"leet Service CoordLnal.or and Le.u:l Mecharuc positions into
one pos.i ti OD .
RHponu: Staff disagrees, rne Department recommends reducing a contract empJoyee po:;ition
\.1oit.\in Flee! Malllgcmcnt, .3.."\d contlnuing to re"view the operational requirement;; for the Flee~
~ice Cooroincl0r and Lead Mechanic. 'lr.e HH r:!C(1:nrnendation is contrary to tJ'1e demonstrated
need for more adrninistrati,,"e -controls in fleet management aclivifies and not just an empha'Ji~ on
mainten:,n .. 'e of equiFment. in addition. the analysis dl~ not consider thc mix and complexity of
'Palo Alto'~ tlCl:i. as <:("Jmpared to the bcndul131k cltLe" used by the consultant. Due to the utiHty
e>~uiprncni, P",Jo AliO'S f1i!et is not dirc-ctly comparable 10 those cjljes.
The fl!C..")mmendaliofls of the V.:h.iclc fleet Utilization Audit l,ftbe City'S internal Auditor will be
util_ized to impru\'~the functioning ofti-.ls Divislon.
lypa PWJ)2, P'WD1.pd PWD4 ~ Tm TrimmWi Seniccs
HH Reealllilleadatioa: Tn...'"lS!lion from inwhouse to C(lntrQCt tree trimming by reducing 5 staff
posjtior;s in Tree Maint.ena."}C'~, expanding coot1w:t services to replace that staff eftort, MId allOC2ting
2 positions t() parks tree maintenance.
Rapome: The JlIOI>OS<d contra..; trimming can replace ie-house efforts al acceptable, bUI reduced
service le",'els. Com savings would 'Primarily co;;cw: through lower wages and benefits paid to.
CQnlnl<:to,.,' employees, and not through productivity g";ru;, Becauso the quality of work and
.m>poru;iveness to th.e rublk could decline slightly. an inc[t'.as.ed level of administrative staffing
would be needed !o manage the new conn-acts, respond to public inquiry and rnailltam quality
cootrol.
The l.)epbrtme;:rt ~ill be able to implement the Erst phase of C(:mtrdcting out tree trimming by mid·
year 1994-95, because there are 3 vacancies currently in ~ tree section. The transfer of 2 positions
to parks tn .. "e maint.enance would be impkmented in 1995-96. after the 1994~95 elP funding for
deferred park tree trimming h;.\." been completed,
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HH R r a __ "-t»a: l~ flRlding for tree' p!antil'.g. str«t tree trimm.tng and park tree c.s:re.
R F : Sti.fI'recom.'1lmds thru any c-~ in tree \\'On.: be deferred untH the Tree Task Fo~
COCJJPktes its rec.omrncadarions..
Rat nil e: Staff ag.--ees. Tt..: iJditioo uf project m~emenLr5(.lledui;ng capabillties would enabl<e
t.1oj,e ['OQst efficient uti:i.za:lcn ('1' nisting fC'"5Ourt.es. ,\ pr0jecl mana~ement system v.ili be
impkrnated duf..ng 19-9..$-95. Stafri.r.<~ n-."ed~ for lh~ 1995·96 CiP prDgram ..... ill be fet:vaJuated,
fr' .. 2.xi.m.cing the I.!:'': of ':clr"~:litanl ~-i"e~~
HB RCNnun.endati-')ll~ rr,!.:;,-,t~, r.:l,rks m;ilnle"IaJ'ce fi::nu[(,inS ttl fh'': Public Work.-> Opemtions
D:"i'SIOr1.
R..e:spoDe~ Staff.agrees th.a:t tran.s!Crring the-ront:rac1 land..5 • .:ape mair.1~ fwlction Cv"iililrJ street
riltht of~'aY and parking !o\SllntD the PU\:.\lC Works Depamneni would ('fI.abk Parks mainte~lance
staff to mere effectlvcl)' foc~ c n fi~: d mainten.lnc.(' operati ons, Coord ination of parks: maintenance
fuoctioru with recreatIOn pri)~::t."nS L<hl s.; ... heduJi.~ is \ itaJ and the CommlJItity s...er.ices Department
beOO'e5 some efficj~)' might be iOS1 if rI'.zintenanCe is transferred to Public Works,
IPM rrnJ . Tnadrr ]" [lIIWrtalioe QiriHop tg PPbJk Work'
fiB R«._..-.tioa: Reassign !be Tran.~on Dhision from !be Department of Planning
and C<msmUllity En,iroomen' '" \he Public Works Department
R .~ s..tr does not ..tvocatt this recommendation While the functiQ~ rould be mad< to work
in cither Pub~c W0T'k.s. or Planning. Q:) signjflcar.t cost savings would occur as a rerult ot'the change.
Only 14% cftb.e Transp,:.rtation Divi.)ivn's cll!Tt'nt time and ~tion is: devoted. to erp iSS1..J.CS, \\ruch
~\R. to Engineering Division. .acti,,,ities. On the other band, the Transportation Division devotes
1$6% of its time to land us.: and/or development projecH-elaled isslles, includlng representation of
the Clty on the CO!1gestion :p.~Jagement Agency. (Refer to the Pianning and Community
E'.n"iron."tlent Department rc·sIX~n..sc:·)
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ATTACIDIJINT D
Peg. 1
HUGHES-HEISS OAGANI:ZATIQt~fll Fl.EVz(W -PH"SE it 155:;£5 & f.I£CC}MMENDATIONS
HUGHES·HEISS IS8UiSIRECOMMENOATIONI
~1lN!IX SERVICES
n.pertmftnt· .... I .. ~.
!a3wLA..JMrt.wd: Departmentlll OrgenillltloMI
SUUl:.hnll. Mlin""emlln1 .tal!ing level,.
l"tormDticf'l SYlItemlJ and CU8{om.f SlItvu;:e.
llUQI1ES-HEiSS fINANCE ____ +-___ _ ---F-------3
SA~ ... COST SAVINOS GOST FINAHCf CONIMEtffa ~
T II
1 \
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CfflB\U 1\ BIJ$\~"1 Man_o." tm"\\IO"'I, f ~S'!.f../2: ft'~)"~""'----j~U~"~d!-,-[~'~'''(;UU''1I As_eM pO:lll,on
_ .. __ E~:~~.2~!_pi,.ctOtO~AftJl,\o Culturepo"I'Un. '10',481 r-~=J~~~:::.~~u ~~~_ -'------1
R,u;:I"'J.~,ly 1M DllactO<, of Rac, .. t'on, Opotn SPf'<:v I t ".6,684 I ~ 3, J flO RtlellllulU calcul.l."d lit J."n 110.11'1 lull
lind t.clllm::., p~'lion to DIfIU~IOr of Atl,. 1 l"fI''''''1I116'''J.
SClO"<:!''III,'''d RIIICfn".tlQfl -I .. I-_-,----.-i--~-,---~-~-__ . ____ ._ _ ___ _
Ehm'I'lH~" II'M! $up"' ........ or 01 Ihto JUf'I'Or Mu •• um "«17 .e7~ i" IL[;, ~ G'! i.,
.find l"t. poallalf1. . _________ +-_____ ............... __ ~__ .-__ . __ i ___ ~~ •• ~~ _ ___+-.--.-~----
RBCI",~~ Iy t~ Cl,.lllural Ce"'~1 M,l"laijllf po"t.on : ~ 11.147 II ~ ',);;
to A,U /Il"1d Cl~tuf. Sl,.l~ftr,l(>ndont. t
lI'I(:r.1;/50 th. Cl,.lltl,.lf.,N,81.;"1 Afta F'rO(SlXa' Irom ~;;~, -+'---~ -; ~~~~,~ ----
0.510 1.0 FH. I
"hmlnil!l.' 0"" Gener., fh.t'ulltIPn SV:::----I ~;;;-j----~ ~--t--.I -----f"::;:~~~~:;~~y-~ II,
pr.&.tlon I If, ..... hV H,.gl)". HtlU u •• c.r ".yt1,f' b".It
\--____ \ \ \ ul.fy
E Irr, n."\lfi Commur .. ty Th:-"-,,-S-U-'-'-'V-"-Of-;;;t1on -.-,-,-.-o;;---I-------i7~ -1 ~ ~-:--~ .. -~ -
---~-----------~ -I-~---~-----'-"~·-·r ---- -~ ~~ _____ ~ __ 4
Ehfrl [">(.1 .. f"'v",I;{Ollfl{.e C:m"j,oatl)f PQI)hon .:.m.=l~,O j I ~'!' '11. L _, ____ ~_. ~ ___ ..............J~~ ___ ~ __________________ _
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HUGHES-HEISS OAGANll.ATlONA!..IlEVIEW -PHA$:; II ISSUr:S 6t RECOMMI:NDATIO"-'iS
HUGHES-HEISS ISSUESIRECOMMENOA,TIONS
QQMMUNfir Stif!J£lkliS: l~gDdllWldJ
RAdlls:;lfy 0.5 StudiO' A~~lst:t1'l1 end 0.5 Voltmtoer $14,620
CMrdinator to regular 0.5 CO~ ljinetOl posi,iOl'1:s. --
OQI"dil"lGtor. Crflate 0.5 Special f'l2~ -.---1-I::;: t IncII)c<tso 0.15 Volunte ... ' (:Oordi
to lull time .
. Recl~s!,;lfy tho Child'en'" Theall e Dirtl(:lor to
Ma Directof. l---<:omn1i,.;nitv and Cl'lildrtlln"s TtlGIl
--"-I "3,070
I
$22,411'1
$1 1,~45
.... 2
FINAN~ COMMENTS
Creai.tl four por(\'lammt f\,lll·t~mll
Position:l. RedJJCG C)brt-timO) CO(
Coordlflllt{;r ~--t":' :::, -1 ~~, ~-i_'~O_,.~' O'--+H-U-'-"'~'-"H-'j-'-'-U-3ed .15 tall! hoor. F',nence
ordinlltnr ";!)ur~. ~~~~ ______ ~122.482 ulled E-4tl!lp. or ~1S.~1 JMlf l'\Ou,C'" ____ -j
Cr"Ot& 2.2!S Office AKrnstlillt po: sitlons. Aa.,uc&
0"5,
! Net COS1 H..,ghelJ-H*ISS used B hlghsr btl!'l61it rAte I -1 "'.... I __ '_3_9_'_0_' -l~:~;~:.::nCtI 'n ca1c'.(ittlng 2 0 cltltlCal
~_O FTE "ort-time cletlcal positi(
C.Jlt1lM!.WJ.LV: SERYU(ES -UBSe,B:t...L1
~~J!.US.Il1: D,y,$.lcJI1 :,rgl,rli2
II'Mnagemel"lt lind sl.Ip'.rv:xorv shiff
effllctivl1rl('s:!i 01 the br61'1l:h iit)fOly
IW;.NIJIlli.I£1llatiJlQi:l :
,,<!SlQII
riuNlI ettul:lvr1j'
ng; and thtJ CO$t ''''~ I I I
Add 1. ti FTE positioros at th;
And l.brary Clerk 10\/e13 to t~
01 d('!;k !:ommitmotntl.
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P.oIQ. :3
H1)GHE~d_if.lSS ORGAMXATlOtjAL AEvlI::W . PHASE II tSSU\oS & Ft(COMMEND,A.TIONS ---,------.. ------1 .">nr;~-n~I"1>I flNANCIE-L __
S"\t'INa--;~Q~;'"\" .J AtW'tCE COMM~-;----HUOHr::S-~lEI8S ISSUESJRf:COM"'ENDAT10NS
CQMMUt'liTY SEBVlcE' -LIBRARy PIVISION
!Cootio"rd l I I 1"0,160 l' I'" '" r--l--'
I '
Clo:!!", "tsrman Library; U2Ifr Iltillft ,.""ure. to 'm~'''''. t--I + I thtt htll1"lch Ilbrarv coveragil -_ ___ _ _ __ ---+--I
kQ.MMuNrrr SEBY.LCES • AA8!C.s PlYWQbl I
)3111.18:; AddrtlDft,ti.; Park nlll;ntbflllnt:e service leI/a!!
lind nj ... i$IOf\ orY.IIfliJ:etional8ncl opefaliflg 'IIlIiCiel'lcy.
-.-' L I.~,
f'f<wide _i~.~,re!!o~ed 1I1'1f1\)I\ 1 .. :mUfce 21\l!X:fltioo to I (;70:000 1$4(,.000 Fi;-lfl"CII COllI based on 199"·9'5 tiP.
I--replaCeimelf"ltflin $oftsc,IJpe. _ ' " ! _ ---+-----------------1
C<1r'l(rect maintenance of sinaI! J:arb, lJ~1 m8dlafl5 .'50,000 I $1 SO,OOC : I H!Jgl'"'es,Hd,~ o;:os( S/lWlOS in line.with
11M i~ltlnd!l, and sClittared fnc,!!t'e. maif\tain&d 1 I Fi,ta"c.'. COmmunIty Service review
by ifl-hQUSfJ staff. ______ , ____ + _____ +_~ __ + ___ __'___ \ ~~co=m.:;::m".c"'=.~"O'"c·'_ ___ ~ ______ _l
FI"otganiztl Parka Civisloo :;uporvisorV structLi(l'I '86,095 I $84,82-:.' i -r .
by !)\k:lw<ng one Pr.rk S'IlP$f\li!>or position 3;nO 1 ~ 'I
"lilnm .. t ... [hrse erew·lel'lder positior'ls. ~~ f------.~18.3!'2_L!~!.. • $56!:31~ S~2?..:.9]9 __ 1 rOTAl COMMA &VCS. OEPT. ,ANNUAl taET SAVINO!)
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HUGHf:.S·HEISS OAG"'",I'ZA.1'\OH,,1. S':~\,"\2'W . ~ .... ~[ Il ~~.:~'.!C.', ~ 1'1,~_C;J~Mnro.'f\ONt.
H~tu-t.:(t!.~; r:UA.Ncr.--r ---_-_1
1-IAVINGS J _ ~.;~~~_=t-SA\f;;~;r-Z:;;-'1: fUIAMCI COtMMMTS -_-~l HUOH£,·HfIS' ' •• UliIIR(cO .... iHDATluNI ....... _-
fIII':~:= 6'all """",ion ,,,,,,oj,.. ~ J! --~r
.dmifli.livJJt~". aM ~!'Ib.Q;~ffi{\ot M..l1ir.t ~l' III
U,,, dtlfJ"'1rn. ant I .... ~, .!'Id in tt,.ll •• aurv,
Puc-;he:;'If\\}, ~t .~ Rt'tI\ £:,;t&1. O\lfItlOt1,
~.~m'~' ~I ________________ _
~.dUC8 pro'.II."IOntIIII.1fm!:i in tn. T",,, .. wry lliv,"ion I' .6ll,Ooe 1>':;' ,'000 ! ! OUfI4t by UtIHi ... ellocotJQo'\ \!l'~i.
by PM p:01i11!1~,bn.\ po_;uOtl and' r •• llocllta I
r •• pCHl!l,[>,ht.flli boIIt ...... ,n ttll) T rlll-!JUly ManlllQ,i&f a~
~ljr,u./COlt6Ctlo.'\!!<. S\JP'J .... i~, ---t--~-_
CQfltr.cr.t wnh, j)l'IVlIta f,rm f('l PIIramedic bililnQ' \ .11.3,000 '3),000· l" 7f"occ~, $22.'00-
,,<"\d t:P',\('(;\,DruJ. '6:LO<l~ .4J..20('l
TO;;-;I'tANCED'EPT.AHN.OAl.HETCAVIN(l$ J;'79,O(JD *33,00Q· j.'09.;;'00 t;~ ________ ---.L ___ ~ "63,OO(lJ_~_.~ i":2,:!O~_~~
on'lI.t by Sten.1Ofdl.l\f,re 13().l"4t
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HUOHES-HEISS OPiCANIZAT!ONAL. At.VIEW • ?HA$E 1I1SS'.!ES & R[COMMF.t.lO.A.TIONS
HUaHES-HEISS ISSUfS/RECOMMDlDATIDN$
PlANMNq c\N~rn
DEPARTMENT
1IIuu.Jld.d!uJ.Id: OtOOnilation and maflagement
ala'fing in tho Plannlng Oivision. Staf1JfIg lev.hI
11'1 Plllnning lind Tran$portll,i.,n diviajO('lf,. CleflCal
atafflng IIdoquac.,. Utrlintiol'l of :h6 EovirQnmenlal
CO()r~1In .. to( po.ilion.
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SAVINOS COST ·-1-
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FINANCE COflA"IfNTB
~mflodAliQns:
Adjust thD Plannil'lg O,lIision pilln of m.".gemlln( I ~~~TI-~----
11M AV.oorv'lsory ot9'mil'!ltiOn bV COI"Iv.rt,ng the thrll. .9.2,000 ';08.700
KeelrO" lond pOSITl~ to IWI) proo'.'" ""otINI~.r.
Icumull tll'~ long re0(J8 piar,,·""IgJ. _____ _
Inlll .. 11 <' vOiC""bCIIVlIbtd in:m«CiIO(\ IlIqUIIII!
by-,tom
lJP{jrlllj!) ' .... 0 Office AS$I.tt'lni po!litlOnS to t~
,_~! SVf.:.;illlil: lavu!.
nil I ~1" l~I)O·
I CIlj)<,,,,ICOO'lI 1 nv:ow
i.;~.ooo-1 ;20_00C
.dd:lll'N.1 'NIOurem, lOt d3M ~c>II.CI'Qfl,
Ellrrunltln l~'~ E,,,,,,,onm.nlll"' hotICII;;~QQfC!:~ f-;;.~~r---~--;.18 10;-7-----Oll~o{ bv~~t:;:;~_;:::
P'IIgeS
con.VIH.: IJ IttMp'u"IY C~lllICt p;~tnn.r p(.lilion 10 .7:) &00 I C"l::(,JOO fr: 0;,:;:, P/3'JL' lIugl'l@AH'''J,UHOP".nn.f",1.IV,
lul!·umo I" cu~l.nt Pll:nVll~ ')I>Oi/)I, lind p"uv,::l. ~ ';l 000 t ~ noof,n;O'T1IlIl',.,..J.d Idoj,ll\I ':i.'lIOI' l ..... nMl
':;::~TM'NlA'NU'L N£l SAVINO. 12"'OO~~ >190 J;~1-;~o. ~;;;,---.. ~" . -l
PlVS OFIIE·m"f CA"r.-.l COST __ ~~_~:.?~ ... ___ ,~ .. ~_L~_~~ "b~ " _____ .~~ __ .. ___ ..
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Page 7
HUGHI:S-HI:ISS OAGANIZA TIOfJAL REVIEw -PHASE II \S~UES III RfCOMMENDA. TjONS
F--------==:1 fiNANCe-
. 6~;'~ COST flNANCe COMMENTS Hl1GHES·}lEISS ISSLJES/neCOMMENDA'nOFofS
l...,
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U!'Yt )} Mdlll$M!d: I
Evalu81i{ln 01 1I1.#fing needs_in Patrol, ,
InvOJ;tllilations, Comrnuni.:a\lons. 8r.d Perking I I'
Enforcement
Animal Services Flegional Cost Re<;ovafY I I I
OryaniZinional SthJclu'lil find MIIN'g&inllllnt St.ftinQ + ~ I ~!t'l:l~: [ i
•• duo, P"" .... En'.".",oo, ",If,no by 0"" ~ --I <sO,SO(O ; Lo ...... YOh"'"
POS:tll:ln. _ ' ___ • _---1 I
Modifv st,lft scnooule for Communi.::atiOM 1-"48.~ $105.200-I, 'I' Ofls":'t by Stanford IIIIimbuf3ement I'U"Id
~~~~~~rh:~~f:~~,m, 10 ",,"'/4 d,'''O 8 hO."' ., '_,__ I, $l70.0:~~,i, 1", '''' .200 .L.--__ ""Ii"" .lIoc.lloo,
•
. Reduct! In'/estiglllivs Dlyt~ior; sIalfmg by one i $69.400 t-
Property InvQ:5tlgator pOsition, $67,OOC I _ __ __-1_
Aftorg;:m,zl" IItaft a!l:'llgn6d to Cf'ITl\\ prevention to J
It'Iclu(,fo e;o;pandlng thlt ~Upervl30ry re!'lvon"bIMii!ll> I i,
of !/'Iv L,e..,tenanf asa;Of'led tOo thiS a,~.... ,_1:-__ .
To~C~p"r. ~NNl)Al NET SAVINQS t26~.OOO· ~'-~I '22;.~-oa. I I
____ '-•• ~,._.~,{lOQ _. _ .241.11)0 I ----'
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HUGHI;S,·l-IEJSi$ OAGAwZAT:CIIIAl. REVI£W rJ~A:;:: II ;~:;l.Jl!>!\. RECOMMt:NDATIONS
HUaHf.$.HlJ~--;:-T-->'~:;;-·-~ ~
~2!;!S.Hl:l8$lIiUESIRECOM'"'!NDA'rt,.... 5Av~I:-c~~-r-G';;~~T-~';;;-T fINAHC£ cO'-'!f!4£NTA --~
f!!.!I.ljC wgOlS Df:P.611I!4£lfi r i---T
lu.~~;
I i M&f'!'I9"~l"I\ lind IIdmiol$"8tlve .,,,tt ut~hLatlOn in
tho EQulpfNlnt M.nll~llUlnt OJ·,,is.on
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TrflO Malnhnllnca Prngrllm operltlonll. .nd Illuvice I
1 ... " .. 1$ jl'l<:luding co"t efftlctivcntll of elCp;andlOg I "gntrllcting,
£nyir,r>(oring Itlff I/tJlbatlgn f"lllted tl) mMlIgllm(lot !
I I)l'ld ImpJl!lmerm'l1ion "f ("(I Cl? I
6gcomwtm!tneO" I -~
Combine the Fleet ~rvlc", COQfclinllOf and leoad $60.000 ;
MpChl.nicy_ooill:ma into 01"1" po.ilion. I
c---~-----
Tr .. n~'lion la ftXPII(,ded contract t.immlng IIIlQ
'26",.000 ! $142.000-
UlduCI) in·hOut.., Trelll MAintl!!'l,oce """'''''Ig to tfln
CQre po~ition~. ReinvCtl 'he9ft .. ving, in If"
~llIr".In!l~ Slr_t trll" tnmmina, 61"'d eaft tr!'lf! C .. 'II
-~
~1_66 <-:~C~
Addllionllll .... 'n'rCl~1!I hmdtng for !fee phlnt,,'l9. sJ)S,COO·
~lr", .. t trllll trimmillil> .md e.trk 1/lle CAre $.442.000 -
• Acquifb ittlO implemlln1 an ir.(ilfr'\!11 PJOJ(lCt CO~: no,
. 300-t-+----, I o.p.~a on (:o~t prr u_ ,n c{.ontract
Of:",' by \,It,hlUlIll;rJcat,O!1.
$142,600· ______ . I S156.250 __ ~.~ I ___ ~~----\ ~!'VOO_--+
. ~-oo
'.nn<laeml'lnt 8 stllm hien1il io!to
TOTAL PUBLIC WOAI(£ DEPT. -.NNUAl NET COSTS Cl32U~OO Ui~O.600· $~Sf
1'1 ... cmot for I!f0i!ct II)lIII'I!'Ivamllln. 'r~.m. ! U,O:zg,36.<!
UiI18,.?60
Gl=\o\ND TO"fAt.S $1.178.046 ",::' , ':2.0~~,3~2 11.301.398 ~ I,
NET SAVING!i J 1172.1041· i ~!i!"
1727.966 L'.!.:
,BOO !.520.500· I
t.liOS.2bO~ ____________ .
fI.Pi47 n, 146.~ ,
4.1.i4. -; ".253,."", t j ;;~ r-'~=:= - -,2'"" _-'-_________ ...1
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