HomeMy WebLinkAbout0477.094~ ,
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City of Palo Alto
----__ City ~~!1~geE'~~eport
TO: HONORABLE CITY COUNCIL
ATTENTION: FH'IANCE COMMITTEE
FROM: CITY MANAGER OEPARnfEi'i1": fiNANCE
AGENDA DATE: OCTOBER 27,1994 CMR: 417:'1.1
SUB.JECT:
REQ!IEST
INfORMATION RELATED TO COtr'lCIl_ REFERR4.LS TO
TRE flNA,'IICE COMMITTEE 0'1 TilE ORG."NIZATlO:-iAL
REVIEW
This is :'ill ini{)rI11ationaJ fepl..m and nn (\)urlcd ;.;;.;.'ri,ifl I'; !'t',_:L,il\.d.
EXECUT~.'iUMMARY
At its September 26, 19Q4 meeting. the City Coun"il recci\'t'd the-City \1anag~.'~
recorrunendations on tht." organinaional study perhnned by Hugh.:.'~. Ht'i55. 6.: Ac;.s.t .... jl!tt'5
The Councii voted to ie-fer tlw City ;\hnagt.·['s ft'commenGcd ~~\aff Jddit:{lT1S, n:Ju..:!i('In::. 3nrJ
transfers to the Finance. Commirtt-l! bir review JJld recommendall,ln. The Cc,ll!Jcil pn:·,po;)~d
that conversions of temporary positions. ~o permanent st3.tT Rot original f)' addTtUt"d by
Hughes, Heiss be incGrporated with th!.! budget proc~ for 19"9~-96, Coondl3!so req\J.C'Sted.
that reductions recommended by Hughe~, Ht:j5~ be broughl fon'.ard for fC"\,jev.'c
The attached materials. are provided to faciiitate the Comm\\1et'S review. Attachment A
sUJ'tlIllarizes the recommendations and costs for each i'SSu~. The Hughe!), Heis.s
recommendation is shO\\n with the City Manager's recommendation on that issue, jf
applicable. The net costs or savings of the Hughes, Heiss rco::ommendations have been
calculated based on the 1994-95 cornpensaLirm plans, to be comr'arablt:" \\"iLh the costs or
~,avings of the City Manager\ recommendati~m:)_ In addition 10 th .. fulJ cOSi of tn.:
recommendation, the net l:ost Lo the Gem'ral rund is shown,
Attachment A indicates the specific page references from the-Hugbes, Heiss materials for
each issue. The ba.:kground on the City Manager's re(;omme:1dations i" prO\"rdcd in
Attachment B.
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Summary and backgroW\d infonnatioil for Public Works Department. Community Services
Department and Cubberlcy Community eenier issues will be provided in a later packet.
These are scheduled for the Finance Committee review on NQvember 22, 1994.
FISCAL IMPACT
The City Manager's recommendations contained in the attached materials would result in a
net savings to the General Fund of$53,600. This compare. to net saving:. QfS626.600 from
the Hughes, Heiss recommendations. It should be noted that the Public Wom :rnd
Com.'tlunity Services Departments are not included in this packet Then.' sre net .costs of
recormnendations related to those two departmcnl". that wilt impa·.:-t th~ tota! net ,;os!
(savings) of both the City Manager and Bught's, I-kiss rt!commcndalions.
A n:~~CfIMENT.~
A) Summa!} or ReCOlnmend9.tions
8) Background on City Manager's Recvmmendations
PREPARED BY; lilll Steele, Budget Manager
Joe Saccio, Senior Financiaf Analy~t
L!nda Craig, Senior Accountant
DEPARTMENT HEAD APPROV&:-~ do -l..MQ
ElY arnson ~.
Director of Finance
CITY Mt,NAGER APPROVAL:
CC: nla
Page 2 00
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ATTACHMENT A
ORGANIZATIONAt REVIEW RECOMMENDATIONS
FINANCE COMMITTEE ISSUES
T otat AuD Dal Net Anoual
RECOMMi;NDA nONS Sourt't* Cost Gt:Df'nl Fund Background
(Savings) Cost (Sayings) Referenc.e *
FINANCE
Contnct with private fi..~ feI I HH 1(57,500) $(40,300) l-n-{ Fin. Emergt:n<;,y
pan.medic billings and ccll~"1..ions. Medical Sve, Bililng
a.'1d Colledions,
• • • • • pg~. 7·10
Feci'l p~t in-hollS? s)"stern fe'I nl N,l Change No Change Attach...-nl!n[ B, Page I
p~e:;s,Lr:g pa!7medic bill!'1g)
Redu,,(: th~ proies.::.ional s-uaff.ng i~ --, Hl{ICM ;(62,300) $(3 I, I 00) flH Fin Prclgranl
the 1reasury Division by (:ne Staffini. pgs.l·7
Jxnit!on.
Attachment B, Page 2
HH Total $(119,800) S(71 ,400)
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-.. -.. -.. --.•.... ----.... ---_.-_. .................. ' "'-_. . ............... -
eM Total $(62,300) $(31,100)
INf'ORMA TlON RESOURCES
AOd Gecgrzphie infornwion eM S19,000 $47,400 Attachment B
Sy= Coordiuztor Page 3
~~ Total; 0 0
CM Total 579,000 S47,400
*All Hughes Heiss (im) ro!c';l~,enciations a.re contained in th", Fhase II reports,
~·hicb are grouped by dl!partment. The. City Manager's (a·'J l-eoornmenda:eions arc
contained in Attack~t B.
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ORGANIZATIONAL REVlEW RECOMMENDATIONS
FINANCE COMMIlTEE ISSUES
RECOMMENDA nONS
Add 00: Cod< Eaf«=l
~ 10 the !nspectioo Se!' ien
Dhism
R~ P!a."1Ttirtg Di,i~ion
M3nagero.tl":t ~[afrb)' c-0~ IX",sit:e.n,
.. • 01; .. •
KeJ:;,:e on-: na)'1':~~:(,'!i',l';-:t r--:·,;.i!!.:;:-j
in fl.L'1.,UiGg
('.m' .. cn t.empor.ll)' ("lJanr.i:lg
ccntract to full time ~n!·:~r F!an."l('-f
pcrSitiofl
, .. .. .. "
Replace ,;~atlt ma..'lAgCmenl
postioo .... ith r.c-w Sc,.-JOf PLsu.."let'
po<itioo
E.1irniDIIk En, ironmental
Pro:tcctioo ~or )XtSition
•••••
Transfer Environmental Protectio..'"J
Cooroin2lor position frcm har.nLr>i
w Fire Dc:parunent.
HHICM
Hil
01
fill
eM
HH
eM
T.laIA ........ 1
Cost
(Saviep)
$64,400
$6.8(~1
S79,.1oo
~89,7oo)
G
Nel Annual
Ge-neral Fua d
Coot (S.vlllp)
$64,400
5(92,"'\)\1)
%.800
$79,300
$(5 J ,0(0)
S(16,loo)
HR, Final Summary
Attacrunent S, Page 4
Hii Planning Div. OrS·
Pgs.I-4,6·9
Attachment B, Page 5
fiB Planning Div. Org.
Pgs 6-9
Attaclun~t B.
Pgs 5-6
HH Planning Div. Org.
PS··12-16
At\aJ;runent B, Page 6
• .. '-.11 ;~l.:gr.f::.:J; H~:i 9.9 nrn) t ... c=-nend.at.ion~ are cont.,;ined in tr.e ~ha~e II reports,
",h.l..cb ~l:"e grouped by" depar~onent. The City M.uvlg~r's (eM) recOlllIllendations are
ccmt-1l1ned in l.t~~cllloe.nt B,
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ORG ,~lZA nONAL REVIEW RECOMMENUA noss
FINA1'icr COMMTlTEE ISSUES
RECOMMEND.~nONS
Upgrade two Offi« Alsistont
positiO!lS W Offi<:< Specialist
positions in Ibo Planning
Deportment.
fIH Toto'
eM TottI:
Reduce-Rescue anw lru,,~
Company staffing <i!id [C"Jep!o:.' as:3-
ccnsoEdated oni!, . . .. . .
RtOuceminimum staffing \~\'els in
Fi.-..: Department from 29!0 28
Reduce aL.rthorized .. ",cruion siots
for firefighter.; from 4 to )
Add one Hazmat Im-estigator
position,
Convert Fire Deportmenl
management employees to exempt
SIaIUS
Total AuI .... 1
So~r«· I COI't
HH/CM
eM
01
eM
eM
(Sa.Up)
S 7 ,-100
S{103.IOO)
S~q.IOO
$71.400
$(4),800)
Nn Anllc.1
GftlH'il1 fil!l.d
C .... (Sa,;.p)
S7.4(J(1
~o1..l(0)
S(J0,700)
B.~and
Rcfcrea~ •
HH PI"""ing [}iv, Org,
PB'-9-12
AH.achmem 8, Page 7
r~l F.i~..' Sllrp~~ssi'Jo
" ~ratrl[1"1, Pg~, 1·6
and ,.1., pr£nl:l!.>. A ,
! At"";-""'" fl. Pg" 7-8
I I """d""01'.1 B, Page 8
Attachment S, Page: 9
Attachment B, Page 9
"All H!.l.gnes Heis~ OiH) r"co~{::nddtl 0'1.'l art' cc'n~.;:if' . .2d ir, the Yhd.e~ II reports.
which .. ,re g:rO\,olped J:y derart~_nL. The City ."t.u..age~' t, (OJ; recCQ'r,endacions an"
contained ir, At:tach..~.ent B.
-.---'-~ ... ter'el z::r I -_: ·14
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ORGANtzATlONAL REV1EW RECOMMHffiATlONS
FINANCE COMMllTEE ISSUE$
RECOMMENDATIONS
Convert one: pa."1-time derical
position 10 tuli time in the Fire
D<ponmenl
Add an Administrative Analyst
position in the F~re ~psrtment
POllCE
HH Total
eM TQt<l
Mooify shift $C.hwule fQf
Communications Dj 5patchcrs,
reduce three positions.
'" . . . .
Retain current shift schedules for
Communications Di>palcl!er
pe!SCnnc:I; reduce one
Communicati(ln Dispatch position.
Source·
HIlICM
HHlCM
Tol>l ADD .. I
Cos.
(Sa,iIIgs)
$39,800
S71,000
S(337,lOO)
S(101.'00)
T'''"'
eM I $(58,(100)
Ntt ABCa.at
CrfltfnU ruud
C ... (Saviogs)
S27700
S49.800
:)t234.800}
$( 70,~'~,))
S(4?,400)
IlH Fir< Admirustndive
Support , PI8<S 9-10
Att&c!unen! B, Pi" 9-10
HH F 1.'"1:' Admm S Ut""POrt
Pg~, Q-W
HH PDh,:tc C()mm,
p~ 19+23 ph.:s
at1.a.cr..ment ~.
W0rl;.l~
"All Hughes HeisB Hilii recc~endation$ arc conLained in the Phase II tepc!t~,
which are grouped by depal.-tl'le!lt. The; City Manager's ICM) reccmnendat.ions a.re
contained in A~tachment B.
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ORGA."f1ZA TlONAL REVIEW RECOMMF;l\.'DA TlONS
FINANCE COMMITl'EE ISSUES
RECOMMENDA nONS
T ohll AuDUOI
Cost
(Sa,iDp)
Nd ADnu.l
Gtnert.1 Fund
Cost (S.>iDp)
Bad'gro •• d
Re1ermce II
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Reduce Porlcing Enfo=ent
5IlIffing by one jl<lsition .
HH $(50,900) $(50,900) HH Police Parlcing
Enforc=ent Pgs. 18·19
• • • • •
Retain current ParkL'g
Enfcn.:emeot stalli.uB ie"I'el if
sleeper parking ordinance io;
apprcrved by Cou!1ciJ.
Reduc,;.-e Inv\.'"Stigative staff by on::
Property [tl.,..t:~-tigator position, . . . " .
Retain turrellt 5tiL"'Un& level in
Police Investigations Dhis:ion.
HH Total!
eM Total!
eM
Hl!
eM
Nt) change No cha'1ge
$(78,100) W~,lDO)
No changr:: No change
$(299,100) 5(253,200)
$(42,400)
Ar""'hment B, Page 12
HH Polk>:' In\'e~tigati\,t:
Staffing,
i'g,.23-23
Attachment II
Pgs 12-13
~All Hughes Heiss :RH) recommendationB are contain~d in the Pha~e II r~port~,
which .are grocped by depa.rtment. The City ~.anager's ,CM) recOT!ll'!le.l'tdation.s are
contained in Atta~~nt 5.
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Organizational Review
City Manager's Recommendations
Finance Department
.laB...:: C oRtTad P...-am¢ic Billin" and COUtctj()D_$:
Haghn, Heiss Reeoaulleadaoou: Contract ""'1th a private fir.11 for paramedic billlng.s and
0011_
Ra.l&~.K: The sa"ings t!stimated by Hughes Heiss. were premi~d on the av.u:ability of nvo
t)~, of i,':.:gl:'''-~CrS _. com" b.'i.s~d on a perceTJtage of coIJe{'ti{lns, the olher based on a 'Set fee pet
im"o'.:e Fin3.n\.'e is.sued ;3. Reques! for Proro~.'1.1 (RPP) for ser"l'ices to implement this
t~:,)mm':rd5Ii(ln The cost" cited in the R.FP reSr)(mse~ ranged fiOm 2.5 percent to [0 percent
(1f cL~iie-.2!;;Jm: !'J,)ne of the proros.!ls re-cl:i\'~d W;l..S bas·cd on a set fc~ per im'oice. The firm trot
~~;:1".re.i m0~ c3.p.ll.hk bi.d the ~a!ltt\lct at to p-::rc.:ent of caLiectlons, which s'J.'J.ff bdlf!VeS wuuld
be tilt': mo.;,"! re.J.S(Jnab 1.e for <:ost comp;iri~(;n, In addition to thf;: expenst: of the contra·::t. the Ci!";:
""·Jwld r.e-ed tc) .obtaiil lockoox s.ervices in Gide! ID recei\C ~d imm(!diately dt'PD~il par.~flledic
f..ayments and to preSCTYi! internal I.:ontrol OYe'!' cash. Assuming ,1 lO percent contr<lr.t,. ,,,,:ith
k,,('koox 5cr\ices., t.~ costi;. sa\!~[lg~ from Cl.mtraC\lng out billing and ~~olkctions of paramedic
st"rvlC'.e5 w(>uid be: approximately 520,435.
COS1 savings proje..:ted by the c,ms.ulr:3J1t mi~ht aiso [x> marC' tban offset by a drop in ihc City"'s
w\~C""Cti(m nUt of 70 percent to the "indusu)' average" of a 65% recovery rate. This. would be
s dc:ctiiX' in r;:venues 'of 5 percent, OT $54,000. Such a decrease in collections would more than
offset an)' savings generated from contractmg out the collection efforts,
TIle cornultant recommendation does not recognize tr.e need for contract o\' ersight. In
eliminating the current 2.5 positions dirP..ct!y m\o'o!ved in the billing and collection of paramedic
acccunts., DO n:sources a.Te reserved for ~he substantial monitoring elTorts that wDutd be needed.
finance staff involved in the billing and c.ollection of paramedic accounts is committed. to
providing a very high !e,rel of customer service for the City's p3.!3..'1lcdic <:'JStomers, Issue:; of
turnover and trainin~, cOn!identiality • .and tile emergem.~e of new regulations in j\1edicare or
cl)l.:ctio[l law are handled 'n;th clTtpbasis on tile cw.1omer. Quality cDntrcl is therefore
maintained. through direct responsibillty of Cit)' stclf, and the customer is the only client.
Staff disagrees with the recommendation be.;:au~: projected cost $a\·ings do not retlect wMt it
'AouuJd actually ccS1 to contract out this service; Lhere probably would be .. decline in the
ciJlle;;:tion rate resulting in :C\\:-'cr rcve:tH.I.~; sutT time would ~1i1l be, required ~o admjni~ter the
CDotrao.:t; and L~e potential is high fOf a d~crea.se in ClL.:.-1.orner service. especially to seniors on
Medicare.
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Organizational Review
City Manager's Recommendations
instruments, se<:urity analysis of institutioTL<; \\ith ~'hich 1M Cit)· pl:Ke5 r.-eniiica!es. (1f dtr'<.sit. and
analYhls of revenue options such as the business license t2.X and I.md..<:.(".ape·lightm~ ~~-nenl
districts.
Net COO (Saviltgs), $(31,100)
Information Resource~ Department
HH Recommetldation: t-...!one
City Manager's Re-cnJl1rrtcndJ;tiotl: ;-\ 11;'>1~ r'i,::I".~ }L,~ r',"':n r'~l'r".·.,d:n ;'-;~" l""f~-'){' ~:.;.j,,'l:'i
for a Geog;t2.ph.ic tnfi)TTllat.(l}n Sen ice ~ ((il=, ) ( \',~~:dlr~';;:<ir_ n:,· p. h!: '.,-,,~ l~ '('J.lj ,td pOl .101 i:. ) <';-I~'
as the GIS system will be fully implt";T1('j",cd '.",'1,3 .3.\'Ji!~~k· h1r U~ Q~ ~ll C~(~ (kr,irtfT",<:r:h 31 that
t~me.
O\-'tJ the last two )w:-', J-p'pwximatel'l S50,{K1O h.a .. '" \:>.«11 t\penJd ~u,',w.lh ;,n lh~ C3:f-;t;-,\
Improvement Program for a ('ontrdJ:! pfD.ie-.:i m",,~er .(1 de\~!('r lh OIS s:,_"tefn rnd.ding
!e-chnJcal coonlir.alion, quality conlrol and sdn.~1.~(jn (If hardware ar'll :'-1ft',\-;ur:. Aht'i .Iul:--lQ9 .. \
the focus of project management neecG to shit110 assistinii: (icplrt.ments in pteparing, de\ eloping,
and updating applications to be-used tn o ..... !'C' system, Thl:i ongOlng need: is ~ addresseil b)' .l
pennar.ent staff position in tM Information ResolJTC"e'S.
A permanent position would provide ilic account.1biJit)'. a',-'aiJat'ilit), a"ld continuity reqljro,j in
dealing with user deparTment applicaticn issues. roe position is essential in iJemifying ~
various technical requirements that re:.rult from user departments 1't'qu.es:ts. E1".an'.ples of PTlority
applications t!JAt pro\'ide benefits to the, community include permit tT3Cking. p'..lllhc ooLi-cing,
emergency respon..'II: routing. criminal incident and )--..aziJdou.", mate1ials ~ing, u.--ban fo~1
management and utilit), leak shutoff identification
The posiLion is also imponR!11 in providlng comprebensil.'e 0\'ersig.ht H"l USc of !.he GiS sysoem.
Central coordination of a-ppHcations from alt dcpa..··trc~ts is vital tCl assure COnS.lste:ncy aM
compatibility, as ~-eU as to minimize dupEc:atinS dfarts. hI addition. as fl1{)re users take
advantage of the system, it wilt !.'Ie incrtasin~l)' necessary to ~r(,\tect tnt iflte.e:rity of this
S2,OOO,OOO GIS investment by creating and enforcing stand.erJs fef;-d-lu, arp~i."':'lion devdopmenl
and user interface.
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Organizational Review
City Manager's Recommendations
The GiS Cootdinator position exists in other cities and utility a£C11cies that have-impiemented
Geographi(; lnfonnation Systems. In the B2Y Area l'f]ese include San Jose, Pleasanton, San
Ramon and Redwood City, Pacific Gas 8:. Electric, E&...~ Bay MunkipalUtilities. San Jose Water,
Santa Clara Valiey Water District, and Contra Costa Sanitary DiEtric!
Funding for the position 'would be approidrnately 60 percent general fund and ~O pe:rant utilities
fund, booed on anticipated GIS system usage, This is consistent ",til the funding procation used
in developing the system.
Net Cost(SaviDgs): $47.400
Planning and Community Environment Ikpartment
HH Rc(oIDmendatioD: Add 1I Code Enfor..:ement Offict'f pos.iliNI to ill1rn)'.( mOni!0ring ar:J
enforcement of pennit condition,>.
Not Cost (Somgs): S64,4(J1j
Response: Staff agrees. Since 1988, ,",,'hen Cod.e Enforam'!nt s:-...afflng was n'Juc~J b,' I):S
person year, the progral!'l has o~rated on a minimwll ~rvice leyel. enforcing: conditions. of
approval at the time of tina] building iru.'PCction, and p<:rforming other enforcement on .a
"'complaint oaty" basis. Biannual review of Planru.-d ComrnWlit)' zone properties has been
eliminated: In addition, the Inspection St'lVice3 Division had not been able to absorb ell forcemenl
of new requirements or conditions of approval thai have been placed on new projec-...s; and items
such as nOIl¥point source and tree protection are not being gj~fen prrJ~ attention.
A new fuU·tim¢ position would allow Cooe Enforcement to incorpor..u.e proactive monitoring of
City-imposed conditions of project approval and an increaseci: jevel of property maintenance
insp<ctiODS,
In addition to the annual operating C'Jst shown above, there would als.o be S20,SO(J in inilial D!1~
time costs for a vehlcle. radio and office equipmenl.
City Manager's R~ommeDdatj(}D: Agree.
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Organizational Review
City Manager's Recommendations
,bsar • PlamImg Divisjqll OrgalliZatioD
HR RetOmmeadation: Adjust management structl;re by converting thftae positions to CWo
program managm.
Not Cost (Sa,i.V): $(92,000)
RtspoDlC: Staff concurs ~ith me recomrnendatkm to I"e(;Jas-slf), the position. of Manager,
Development Monitoring to A.ssJstant Planning Offki!\!; to fdl th..-: Zoning AdminimatoT position
.and ~ this position to manage the current planning \vork program; and to provide that the office
.!>-ufi', under tnt' supervision of the Executive Secretary. should report to the Chief Planning
Official. The rerr-.aining ma.'1.agement po'Sirjon, Manager, ~\'~IGpmf.'nt 1\,·fonitoring. 'Will be
converted to -a nor,·managemeM leVf.l Senior PknneT (:>ee be-io· .... ').
City Manager's Retommendati{111: Agree.
Net Ce,t (S.,iug,): $(n,DOll)
HH ReMmmendatloo: Convert a temporary cantract platUler JXJsition to full-time in Current
Planning Sec.ion, and ~ temporary resources for data collection.
Not Coot (Savmp): $6,800
Rapoue! Staff agrees. The Departm¢nt has. ti.Ued the vacant management p!.)sitIon with a new
Senior Planner (see above). This new position 'Wit! not coITe5pondingly reduce the need for
cootr3ct staff, ho\¥uer, The actual understaffing in tile Planning Division is approximately 0.8
persons, rather than the 0.5 oalculated by Hughes, Heiss. The eurrent unden;taffmg bas caused
negatjv::: impacts such as overrun of the o .... ertime budgel, use of temporary ~iaff for tasks for
~nit;h the)' are not prepared ;find prcKes..c;ing mistakes. The new· PJal1ner 'Wili nc~d to ::.pend
C"on.siderable time doing routine development reviev.' work an:J all of the current contract person's
workload will not transfer to the new position.
Hughes. Ht'iss recommended that the Depar..ment continue to use contract planners for large
~urrent plannlDg projects stich as the Palo Alto l\,1edicai Foundation, wili(:h would he eligible for
full cost re-.;overy; or for long-range planning projects which arc of high priority, but I,\'hich
c.anna! ~ eddressed by existing staff because of the coounitment to the Compreilensivt': Plan
update and Ekdy fuMe commitments to Compreht;nsive Plan lmplementatlon assignments.
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Organizational Review
City Manager's Recommendations
City Ma~~J Recolll1lllead:ltioa~ StafT concurs \loilt, the rccommemlation to add a Senior
Pl£n.-x:r-, notit\g that tl)ntra....1 plan.ner-s will I::or.tinue Iv be needed for some smaller, but full cost
i'eccvery. proj«ts.
NrI Cos1 (5.n-;"p): S79,30<]
liB Rtt"'QmmetldaHil>D: Eliminate th~' Em-lrorunerilal Pio!cclion C(l'~rdin3tc'r position, cutt\ng
r.a:l ,"';-J tr.r.-ell)""" [de in .t'ro::,~'iding ~,-·n.;;r~ijz.:d ;nfi)'Hl3.li(lfi and res:pons.e-te public inq'iJiries on
~'encr}l i."!l\ jro':lm:;:-;:..al ITl..1ll~r~
Res?DD~e: rh~ En' .. ir,,;r:1TI-.."rltai Pr0teclion CO'(1H!inaI0T (EPe') po:iltioTl W;?..5 t!o.tablished to proyidt'.
J pr~~t~'.'~, k..:!-.nic.a.J re::;""1-urce {1n to .... ir:s and other emi!(lnmental issl<es for City stan~ residents.
and {>oJsi..ncsscs. Il1e ,a]ue of the Ef'C is laIgel)' in avoidance of the negative eflects of poor
environmental management. oLlJ ~'aluanle cusioml!r sef"\ices.. Significant coordination between
I..~ nrc DepaJ"'!ment, l~e Building and PLmning Di\ i~ions. and the Wat::r Quality Control Plant
""'a..~ ac-i.·cJmj'1:ish~-1 by lOe EPe and ',ahult-Ie technical a;;.5i~tance wa-;; giyen to the City's Real
Es:t9.tc o:1i.::C', and empJo)'cc t:rai!1!llg management pr~S3, among many otJu:rs. There yw"Bs no
anemp( to measure the value of tilese scfyices. Tht' cunsultant's emphasis on "cost effectiveness",
therefore, mi5SeS th.! poiU! of L~ position.
StarT recom.mendS tha! the EPC be ITaJlSoferred to the Fire Department, for several reasons,
R.ocent Slale efforts '" >tte>mJine pennits mandate<! by SB 1082 and SB \ \ 85 ""d to establish
a pe:rmii assisiaoce center in Santa Clara Count)' would be aided by the location of the EPC in
the Fire Depsrtmect. and facilitate the objective of protecting the City's ability to serve local
businesses more effectively, whiie retaining control over hazardous materials management and
usage w11hin tbc-City. In addition,. 10000illn in the Fire f.lt-partrnent creates m'o cost-Iecovery
opportuniries. As p-:u1 of the Fire Dt"partmem budgr.t. the Pl1sition would be supported by 30
pcn::cnt re!...'III::ursement by Stanford. as well as the Cai'TCni 42 percent (eimbursement by City
Utilities. This is appropriate bec-.ausc a notable number of issues handled by the F.PC relate to
Stanford campus activities. Fiflally, the fPC's duties v.iIl expand to include work on some Fire
Department hazardous material applications th.at are subj~1 to full cost recovery.
Cit" Managtr;~ R«ommendaHon: Retain the En\'ironm~ntal Protection CoordinOllor po~ition
and transfer from PJarln.~n£ and Commwlilf Envirorunenl to ihe Fire Department.
NrI Coot f.So,-mg,): S(\6.10<»
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. ~ ".
Organizational Reyiew
City Manager's Recommendations
HH ReeoIII:~rleg: v~ the: t .... o Ofliu: A5Sist4lnl p'1sl,j,)ns in Pla...-ming to the Office
Specialist level
Nei Coot (Sniap)' Si.·W()
Re.1~nK: Staff agrees th3.: thlS upp~k \.\,YJ]J a:j in r,"(n2Jt;,'1.~ ."!~J [t!tli~ing h_'1.h tx":liti,~ns at
a ,~lig,1tiy hig.her skill ~d cxpefien.::t Inet e1c"'''i;n~ ':ll~,"}:n"'r $-;n~~c
Fire Department
fIH RccommeJ1d.thlD: Reclu-ct' Rex,I-;-.cd rrud: Ctlmp3n.i~;;· ~Hnin£ fn"'rrl 1 lo 2. in each.
comprt.'1Y per shiH., fQT do 10lal pe-rSI.~l1ncl rcdLKti('IO of 6 :it.ail. hair! and depl0,v the remaining staff
as an integrated 4-person. rfl.}ci(."Reso:~ U!'",il Dispatch.! thi.d Engine: (\.lmpany as par1 of !he
first iUann response-to rna.ior SUU;::tW't" fi.fCS to iIWrl.t::Uo md e.,pand P"".'P'lrlsc: '.::apabiliti~, A.'i. a
result of thh modifil.::ativn., reduce !"!tlerger-~)' resporlSt minimum ~ni.r.g. level.!. per shift lrom
29 to 27 (winter) aM 31 '" 29 (sUtt'.mcr)
Nl'I Cosl (Saviap); S(3 I 2.}OO)
Respoose: Staff docs oot ~ .... ith l~ c.onsultant's rttorrunendation. There an: t\lr'O major
areas that \\U'e not cvnsic!c!ed b)' Hughes, Heiss in de .. -eJoping their reconurrendation: the
diffcrrnt operatioMl functions ~r.'e-j hy the ReJo:\X. and Truek {\)mra.'1ies :-.t the M:ene of th..: fire
a.'ld the iJIlp&"! thJ.l their recommendation v.ouJd have 01: emergency r~:;.poll.<:.e activities_
D-.J.ring a "A'Q.rling struct\U1: frre, \be Res.:ue and ll)c fnxk T~ pcrf'~rm different t1refighting
furk."'tions ,,1tich could not be 3(:wmplished hy a 4·pers.Jn. consdidated unit. Rescue 0perations
indude search and rescue for trapped occupa.n~ nighttltne lighting, refilling of self-rootained
br.::atrung appa.1'3.t' .. is ~i1h alt, electrical sup~ty fer )X1',I,e:r-c'pe-tat'!,J t('scue ~ODIs., Old other sLmilar
operatwns Trud~ personnel are typ:c.:dly .x;.s.igned \'(.'tllilalion, ~l\,,;ge, and l~deI operations.
Tclese operations are usualJy pcrlcrmed eOrKuttently dwing tht early stages 3f fireflg.hting
operations. A 4-person company could not perfonn all ..:>f the-'.>e ~'>a!)' operations
7
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Organizational Review
City Manager's Recommendations
concurrently. Hughes. Heiss recommended the dispatchirag of a trurd C'ngil')(: CI,lmpan)' ;" sup~11:
their rerommended {"{}nsolidat«! Truck/Rescue company. It appc-.an; that they did not consi.1er
that this additional engine company would not be able to anin" in '¥'that ~oujd he-j!: ~mable
re5]X)ose time. The likely effect of the c(1nsultan!'s recommrndation would t-.e iocrea.se.J fLre lo~,
reduced firelighter safoet}'. and delayed fire ground 3.l\d tire l·Ornm..a.F1d operations.
The Hughes, Heiss recommendation of dispatchifl& a third engine as part .)f the fiT"$'! aJ&rm
response 1.0 major structw"e fires did not consider the impac1 10 emere!C"th: Y medical respons.e
operations in other areas of the City. The con~llJtant cvalua!cd o!'1ly Q,'erlapping s.tnK.ture fire
caBs, which ~ rare. There are -::.ix r:ngine cornpwjes (exduding Stanford L~nei!.! . ..I..~.ccknlOf
CenteT) in the City. Thf: con~u]tant i~ sugg.c'sting that thrtt (If thl 5e r~)f00nJ W ~Y":-:y stru.;:lLJ!C
the. Sin~~e engine companit:s are Lle first responders to all ,-~mt!'rt::t'n,::; mL'..-kd!, (..!l!s. it \s ~:'!..:;
t.'1.at the re~nse time for rneJic3..l calls ;n th(' Cit)' w<lu!d ir.,-n:J..-< '! h;: ;Ikdih,\c-J I'i ~ rr:"di~J;l
I;'mergency occurring in an a.r<:'a '\'he-re 3 third fiigine-rom.cln) b:. !-o¢,:-n dl~p~.::ht:J ;-;. r,~,t .. )llly
probble, but likely un a regular bJ.sis..
Cit)· M:anagfr', Rel.':lJmmendatioo·. Reduce minimtlITl ~tafTm~ J",(iS [n t;'I'~ rir~ lhT.'.H;T,,,;
from 29 to 28, not 29 to 27, as recommmded by Hughes, He~:'5
Hie OperatiOM! ~ffect wO\JJd be a redUcliCon in siaffing (In the Rescu~ COl"pall> r'r.,;r, ~ iO:' ~
p;;::rsons per shift, for a total pen:onnel redu..:tion of three p05itic'ns, SepJr:<le (I;:x:.rJ.tiGn~ .:(luiJ .... ·
maintained between the Rescue ar.d Truck Companies \lp;tn ,I :5 t"!'i-Xl (.)mnim:-d dt'T,byme-i':i
Mort current functions of iXHh companies could be perf(1rrned, or r"-,:;.sibi; e-~_h2'.Jh.I.'J \v h:.s~'L:;<.!
the R::scue Company cross-trained \\ith the-Tn:c~ peL~,onnel, This. r~('ommenJ~ti(.m v.oujd h.:I\';:
only minimal opo:ratior..aJ im~ts., and would not ad\-'erscly atlect firdighler s,:.1Jt1y ()r resI1Jt tU
an increase in fire toss. The time-critit:al firefighting opcratio11S of n:s.cUt: ar.J \'~nLif3ll':"1"! couJJ
still be independently c.()nducted. at the early staBes (If a fuc. Functlclls such at.; air c),iin.:k·r
retiHing, lighting, and other support functions, v..inch are nOI as. tim-=: critical. wouJJ tak.e kmger
to implement when required at the nre scene. In addition, th:.' likelihood of ~u:cc.."'S.:iil.lll)'
ncgotiiWng the reduction in staffing on the Truck and the Rescue \\io, I AFF. Local 1319;md L"'lc
likelihood of successful arbitr.u.ion was not weighed by the ccnsuita'lt This re\'ised:
recommendation has greater chances of being successful! y negotated.
Net Co.t (Savings): ili4?.JQ(J)
City Manager's Rtt'Dmmend~tiG~: Reduce authoriu-d vacation slots fo! firefighters f:om
4 to 1.
The reduction in overtime used to cover vacations would have mirtimal op;!<JlionJ,J imp.~1
While this change would not be SUPJXliled by Local 1319, it h.'l.3 br.c-n lai!>l:J 31 th~ bllr1;'aining
table., and wouid Ilkely result in arbitration.
Net Co.t (Sa"ing.): $(19,800)
8
Organizational Review
City Manager's Recommendations
HH R~mmend.atioD; None
City MllJager's Recommendation: Add one Ha.zma.t Investigator position l
In conjunction "ilh the re.:;ommendatioll to reduce minimum staffmg from 29!o 28, through t..'1e
Tt'duction of one per5('n peT shift In the Rescl!e Unit, ~~ff recommends the addition of or.~
Hazardous Materia!s Investigator to ~lffS(:'i the impact of tr.es~ reductions. This dv:i[jan positiQn
\\ill en....'1anec-fin; .safety by more eff~cti\'t!ly utiii;-ing inspection staff, pro"iding ,£I('.ater
cor.sisl.enc), in in~tioi1 (If busincssts, ~'1d ('<.dding a more tt"l;p.I1ic::lU), qualified ci;,:ihan statT
person.
Not Cost (S,ying,): .49,800
-------------------------
HH .kecommeodaticn: Non~
City Ma.u.ger's R«l)mmehd .. tioD~ Convert Fire Depa.rtrnent management emplo)'C'eS to exempt
status.
This is not an issue that requires negotiation, Fire.D<:parunen\ rn;,m,agers a."'e some of the fe'~'
managers currently eligible f\..'lt Fair Labor Standards Act and overtime provisions within the City.
This change would affect four management posifions and Vo'Ould have no significant opmUiona!
effect on the department.
Net Cost (Savings): $(30,700)
Issue: Clerical Staffiog
HH Recommend_non: Increase part-time clt:ri.cal stUfing in the flazmat ~""'Ctjon a:ld transition
a pan-time clerical to full-tLme in order tel provide lleedcd "Support to rn.inin£ Oftj(;ers and shift
Bat'.alion Chiefs.
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Organizational Review
City MaDager's Recommendations
Not C ... (Serilop): S27.700
Cit)' Maaacer'. R.«..acadatioll: Sta .. ff agr~ ... ,..ith the HH re-;o[T'.rneodaton.
HH Rtct1!11ll1~lbooll; Al:thoriTC oJ ~i\ilian Aaministra:i,:e Analy&t po$ition to improve
Dera,'tmt'IlW aoi1"tlini~!i"'~ pn.'.)(;"('l rtannin~ and management c:apabilitles.
City ManagC'r'~ R«·):en::.en~afioD', Sloll agree~ Wiih Ih(' HH recommendJtio[l,
Police Department
HH Reeom.mead.tiou: The shift schedule for COlJununications Dispatchers shuuld be changed
from lo..bour/4-day to 8-hour Of I 2' -hour ,mifts. This will reduce tota] staffmg needs by three
and stiH meet C\IITCIlt coverage requirements.
Not CootISavinp: $(124.200)
Rt'5pome: StarT Jisagrees ..... ith the re-eommeodation. According to a recent survey co:tducte-d
by the CommissioD on Pe~ Officer Standards und Trairung. statewide, approximately 69 percent
of agencies frJ....at responded have dispatchers working an 8-plan; 20 perceni ~'Orking a IO·pJan;
a.~ 4 percent working 3. 12-plan. {For Ba)' Area agencies:. the percentages reflect: 62 perv...."'nt -
8-plan; 27 percent -IO-plan; and jess tl= one pe=t -! 2-plan.)
n~d upon information received from .~Qme of the agt:n.:ir$ who::.c dispatcr,ers work either all
s-or l2-plan. soHle· common themes surtace. One {he of most siGnificant trends: is that mo~1
agenci<.s match their dispatcher ochedules to that of the patrol schedules. A.<;. aT! example. of the
10
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Organizational Review
City Manager's Recommendations
.sgencies that: ha~"'t' the-8-pla1l fC"r tNir dispa:chers. f>] rercen! also have their palTOI otlicers
worlcing: an i-p:.&n. Most of tht" ngencies on the 8-p!an ha .... e flCver \\orke.d any otheT type of
scbeduJe. I!Dd the average scniori:y of their disp21C hers i .. ei ght years. Information received from
J3 agmc.ie.s, Y.ncse dispatcn....'"iS ",,"va.: a l2·pLan. reveals c.(msistent disadvantages, ThC)' include
the iaahihty 1(1 fi!l overtime sJots--thc fatigue facto. becomes apparent to\V3rd .. the end of the
shift; ;and little, if any, time ii!I\llitabk fQ: training during norrrial duty hours
The a,,'C:r'age scn.~rit)' of Palo Aho',S: djspatc~ is IS years, almost double thaI of Lfte agendes
on ,an S-rlan. V!ni!¢ sU.ft' c.a:""CJ! ddi...rJti','cly elm-elate tUiTm:~ rates (If other ag~nciC$ ..... ith
specific ~'or'..: 5ChedL!!es. k~...,j urn emf (I\\D c'\perience :rr.d the feedb.M-k n:(ei,,'cd from Palo
Alt0 diS'p?!Cht,~ Oyer-l~ ~t':? ... f'!'. the-CUIT('fjt jL.L~!an is the-r,um~; one re,a.o:;:.n for the .... ery low
tu..:."'"l)\)\t:f "".~ :\ liy, .. h.l1T.\.1'\tr "j":,;~ c'1~\"C:'" t(.:! m\~i\ kn"\ .. h:d~~ahle. ex~'X'r.enced. and ~killed
staff: rru~eJ ,y,e-r:irr:e ,:,"'<:15 ~0-,xi.llt.j '1yiln \3..::;\!'.c:i:::,-~ ar;-d a mu~e con:;i~teni leam appro::1ch.
Add.i'IC~~: .. ;diy. :,wfi .:,1: "·,.2.:~5 (r<2.1 Ii «('\>;1;:' ;:!~rr"'\lm3k:y S60.:WU p·..:r (,l11proy~e h) recruit, hire, and
ba.::kti.li fOf ":>.:;~~~'ie,, ..i",j tram n ...... -d!Sr:;~;:hcT5 ~,) Ih,' fX,int l.h2.1 they are c'.1p:::ble of 1"N.lUng the
circu i \ ('~ t!~I;';T ('I"". T .'. .... ,r'~ th~~,:, (\,1'~'; ir',]l~ (x.n';J.:'r;~(i(1n, 51.,ft :s ;"'(IIlC~Tr,ed Unl p{1tential cost
s.:n'ili" r-=-~l>~;Ir;~ irein ~ d12.n~i,' !<I .1'\ ~,h_;ur ,";i:,:,:h'~"" n',Cj." C(: ne~3t~.j b~ th,~ costs to hire and
tr'ain a grea,t: l1ul1"ft-..:! ,,1' n::w j:sp.J~.:;~.=r:s
The fatigue: (a,;:(:JT is oi primary Ci'nCCTfl f0r swl, in w...a! di5p.:!;tCOt.'TS deJJ v.ith life and death
~ih13.t:ior-.s rn.zn~' tiFl~ during tht' cou~ of their v;wkday. WilJl 3.118-plaJl, employees who would
work tbe midnighl ;hit! aduall:,· £:'l only one fut! d..:.) off p<"T week, after using their first Jay ofT
lo gf! 5C-m.:-s!e..~. A<~orJin:;" t().:; r=-,-~nt study CC>,1JU';U~J hy the NolioflS.1 C()mmis.sian on ~leep
Di:>(_m:ler; rtes.e:.uch_ rhl! t)pical mghl',:llft \.H.I[l..e, ohL1in~ eight fewer hours of ~Ic-ep per · ... 'eek
than the-da.)·.~jft ~orker, FN dlsp.:'lrdl(fS .... ho mmlci work an 8-hour schedule, and who
consistenu)· ge! eight fewer "'..ours of slC'Cp a wed,. staff believes thaI the potential fm mistakes
wd f!ITQfS t'::la)" \.tx.~.
One of the p<Oblems tf.~ has been noted \.\ith tho<'...e agencies working is. 12-plan is the fatigue that
dispatchers routiDtiy r:xpeti~ at the end of their Stl1fc This fatigue negatively Impacts their
alertness and prod1>cti \ it:,. .
The importance of trAining for dispat::hers cannot be taken lightly. The tasks and responsibilities
for dispatchers . .e:)~iaJI~· ~n Paio ,.'\.!t(\ '.,yhere di<;}\'t!dting for I.ltilities, Public Works, Animal
ServIces. <L'10 Sta . .'lfoni Uni..-ers:ly requires lin addiiiQjlalle~'e1 of kno',.\'!edge and understanding,
have changed O\iC1 the years Tbe types of questions dispalchers tield ha' .... e increased
significantly, lind, 'While-they might not ;;;J'-,\'a)"s resulT in a "call for service" or in tr.e dispatch of
personnel, IJle=J responses require more infom,ation a'lxlut a ""'ide variel), of i~.sues and, thus, more
training. Waiting in the ..... ings for OUI dispatch tt"nlcr is th~ implementation (If Computer Aidcd
Dispatch;ng. which ·".-ill cha.-;;gc the wfly infcmu,tioJl is rc-~.;-i\'cJ, stored, trammitted, and
retrien".d. A consider3bie amount of rrnining \l,ill be required for dispat\:hers prioT to
implementation. Once the system iE operalional, dispalching services, espe..:iaJly for Fire, i:lIe
c:~ ... '"ted to be more efticient Specifically, more a~cur.ite and timely information will be
II
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Organi7.atiol1l!\ Review
City Manager's Recommendations
proyjded 10 emergency persomrel that .nll nol only reJoc.e Fire ~1n..<;.(' limes, hu! • .;.15(1 e-rJl.al1ce
tile level of safef)' for statT and memht.'l"'S of I.~e ~"Jb!ic, The curn:nt 10-MUf pJa.'1 pro\ides
ov.et"lap time so that much of the trairuIl€ can occur on-duty. v.nile still maintaini.i'1g minimum
statTtng levels. Neither 8-hour nor 12·oour schroule5; pTO\'idc this. kycl0fS' .. Afflnb': (JYCTlap. thus
reducing the amount of on--dt..1')" tirrtC a .... ailable for training
RespOD"~ Staff d!5.3grce~ V,l\l'! th r-e'OiY.rn-;::-,,-t.ali1)r\ !mr\I:":",-"r\::).1\'~ ~,f !hc ~;,eq:~f Par~ing
()rdinance would be extn'm{'l)' difflc.:.tlt 'Ai~h fi\(' Parking Fnf("~{cr'~~':l1 Ofli":Cb I FED), ~; t.h~
Oe\\' ordinance will lequire: them 'P) ("Mer the license lIllint<1 ,;1' ,1l1 Hh;.cks ir: t1-.< :r,;,ul'.iT'!b h,L,
on the street, and on each r:35S.thrN!~h to (~(;"t{,,:ln:fle if lh::lt: :lil:" ;!.:I:' ',ill!.3.!M:--111is require:'.
more ,imt'" than th.e: cunem chalking p,occss The-dO'r\Tito',l,n ..l5t":l \'\1\\:'C diYlde-j H"'~\) tDur .b)I~;;!S
un.der the crdinzince, E1l.-:;h zen;;': \\ill need ('Pol! PEO !iJf cnt;.'r~~mem AdJitionaJly, the PElh.
currently enforu parking regulati(11~ in the California A"envc-busine-ss. d).s.t1~n -:"1 the two high
schools an.d in areas around the Stanford Hospitlll. With a reduction of OIX' position.. (:iilicr the
'Jther dO\\lltown areas or the SUnforo.'big.\oj ~hC'Ol areas \.,:,'oulj nm t:e p."I:\wHed and no
enforc..'"1Dent 'olt'OlL1d take ptace. No! (lilly would n:\"en~ be 10:<'""1. b'J! complaints would be
anticipated if patking enforcement were di.t!!.inated from t.."tost lTca.-..
City Manager's ReromDliend .. tion: Maintaln the ci!lT't'n1 1(,\'1:"! of i'~ EP..forcemern S"taff.
Net eftt (Suinp): Nor.e
Net Cost (Savings): S{78. I 00)
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Organizational Review
City Manager's Recommendations
Respollle: Staff disagrees, because it feels strongly that it is important [0 retain three propcrt)'
crimes investigators. Property crimes compri~ a much greater share oftota1 crimes committed
in Palo Alto when compared to other agencies. During 1992·93 the value of property stolen in
Palo Alto exceeded .$2.8 miHiop. OYer $800,000 in property "''as reco\'C'red during ihe same time
period. For the past six months. one:: Property rnvestigator has been assigned to Field Scnices,
and the clearance rates attributed to Property Investigators ha ... ·c dedtned by 50 percent During
this time, crime trend workups, tactical action plans, SUTVcillaJ'lce aJ1d other proactive activifies
\\'-et"'e discontinued as 't\'ell. Unlike other agencies, investigators In Property Crimes, Person
Crimes and Crime Suppression support eacb other as staffing and w.orkloads tluctuate.
City Manager's Recommendation: Make no Cha.'1gl' in In\·estigati'.~ Di, istuf) staffir,g
N<t C",l(Saving.): None.
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