HomeMy WebLinkAbout0487.094r
TO:
ATIENTION:
FROM:
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Cit)' of Palo Alto
City Manager's Repm·t
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HONORABLE cm' COUNCIL
POLICY "!Io1) SERVIC[S COMMITIEE
DEP"RT:'>tENT: FINANCE
AGENDA DATE: NOVEMBER 1, 1994 CMR: 487:94
SUBJECI:
Rr;OUE~T
INFORMATION RHATFD TO COU:,CIL Rl'YERRALS fO
THE POLICY AND HRVICES COWHITTFF (IN TIlE
ORGANIZA TlO'iAi REnEW
This i~ ail in!i.lmldti(lrl~11 i~r,;:m -.:'._r.d no C\.-'w'~-il ::ll'tli.lil t', !'c,:pJlred .
. EXECUTIVE S.ll"I M,\ RY
At hs Sept{:mber 26, r994 m":din~::. th.: Ci\~ t\-~u,,(i! recei\l!d the C~ty Man:.tp.er'$
recornmC'ndations on the organilJ[j"naJ s.iUd~ pa!(Xl1ii.:d r.y Hught-''', Heiss & ASSOCl31t'S.
The Council ,"'uted to refer the irHerd°.:partme:nta) arid struclurdl issues to the Polic), and
Services Committee for !"C,-iew and recommendation. The~ issue'S include changes to the
City's organizstion structur"e by fonning an Admini.s-tratin: Services Department, review of
the Utilities Department o'ga.nlzatiof\ structure a.'1d creation of a Community Services
Commission.
The attached materials are-provided to fadlitale the COTrllYllrtee's review of the issues.
Attachment A summarizes the recorrunenGations and C(ISts for each issue. Tht originai
recommendation from Hughes. Heis.s i$ shewn with the City Manager's recommendations,
where applicable.
Attachment A indicate::; the specific page n=fr-rences from the Hughes, Heiss materiollls for
each issue. The background Ol~ the City Manager's r~omme!ldations i:-. provide.d in
Attaohment B.
l'qc 1 of 2
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FISCAL IMPAcr
In general, the interdepartmental and ~lructur'l.l change-s h3ye O::1!Y mmimaJ I;"ost implication ....
whiclJ result flOm realigrum::nt of dlltic..:;. The-CTea!Jon (·f an A.dministrative ~:ices
Department is intended to imprm'e the span of t:ontrol. 'and the only COSI w0'Uld be due Co
estimated reclassifications. The City Clerk has identified S3,(){)tJ in \::05t5 to her dep.artmenl
for advertising and recruiting members ofa new Community Se""'ice5 Commission. althoogh
the cost.<; of staffing the CommissiQD would be abs.-rrbed hy the-Community Scnices
Department.
,.l.ITACHMENTS
A) Summary of Recommendations
B) Background on City Manager's Rec\1rr11Ilend~\!iL'n$
PREPARED BY: Jim Steele. Budget j\'b.nl1~\.·r
Joseph Saccio, Senior FinaTichl An:dy.st
Linda Craig, Senior Account:ll,r
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DEPARTMENT HEAD APPROVAl,:. ! l .Ltl L.u\i~~_
Emi1Y;:'"Hirrison
Director of Finane>
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CITY MANAGER APPROVAL:
CC: nt.
CMR:487:94
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ATTACIKNT A
ORGANIZA TlONAL REVIEW RECOMMENDATIONS
POLICY AND SERVICE COMMITTEE ISSllES
To"'] Net ADoual
RECOMMENDA nONS Source· Annual GtDC'ral FUDd
Co.t(Sl\'mp) CO!!t (Savings)
Issue: City MaDage,', Spla of Control
Establish an Administr:ltive HH None Identified IN(lIle tdentifted
Services Department comprised of
Human .Resources, Information
Res",:rc"" Equipment
Management, and P"ofchasing ._-r· , Cre.ate an Adminisl:t.ltive eM $10,830 ,6.500
S~n'ice3 Department, ini!iaiJy
con .. s,l'iting of Fin:iPce ;t!ld
Information RtSOUTC.eS. which
'Wi) IIi d report to the City
l'-,Ianager.
. Public W ... ,rh and Commw-.ity
SeT,\, j ces Departments report to
the A.s,.;;.istant City Mar-.aget.
Issu.e: Utilities Department Orge.nizational R.re\"e¥;'
Conduct an orgar.1Zdtional study of CM Amount 10 be To be funded by
the Utilitie3 Department detcml.ined Utilities
Issu.e: Creation or a Community Services Commi!lsion
Create a Community Services CM $),000 S).OOO
Cornm.lssioll
B2ICkgT'OuDd
Rdt'rt'uct'''
I HH Third Progr<SS
Report,
[I nterocpartmental
IISSU"'. pp. 1·1l
I A(1~,.'hment B.
rr(l.~e 1
Attachment B,
pp. \·2
Att.achment B,
page 2
"All Hughes Heiss (HH) materials are contaiFJed in l!1e Phase 11 rq:xll1s, wl1ich aJt: grouped by de-pamnent. The
City Manager's (CM)'recommelld.ltions nrc contained in A~chme-l'll B.
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ORGANIZATIONAL REVIEW RECOMME1\'DATIONS
POLICY AND SERVICE COMMITrEE ISSUES
RECOMMENDA nONS
Totol
Annual
Co.I(Savingsl
Net Annual
General Fund
Cost (S.vings)
J.sH.e: M~r of Arts & Cu\ture aDd Recreatiou, OpeD SpIce Iud Sdmcn Division II
~ Am & Culture and
~ and Open Spa<:< and
$;;~ into one dhisio!'l.
I:::!imin..ue ~ Direcfor (.f Arts &
Culn.:re J:"'05ilion Implement other
pc:tsI.1:,,,m:l du.;"!ge~ to ;.~cc~mplisl)
U!'e l"'C'SU-.;;;turl:i.?
HH S(32,446) $(32,446)
Background
Reference'"
HH Com. Services
Organizational
Structure, PI'. '·35
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Reta.i;l currer.i ,-\.rts &. Culnu-c
Di\·lS~.~'l ~ p.3.J"1 ('If Corr.m1l.nity
S:eT\·ic~ ... I:npartrn~m
\,.l.'iL"UO tf..rt-"t: yt"arS, c()mplel.~ fl
m,w,.:e-r p\..JJ.'l ~sing t.1)e brute
.;,f the ~..ft5, in lhe cOIT'u.1Unity
C~[ None Attachment B
page 3
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bsu.e: Cha.ngt Human Sendees from;ll Dhisio.[l. to a Staff}'u!1ction ill Communif)' Sen'ice£ Administration
Rt.as.s,ign H wnan Sen ices. D j vision
to become a part of CoIf1..munity
$-!'niccs Administratioo
Transfer responslbiHty for
Cubberk), Center ma."llI.gcment.
inclooing sssigr.o:i staff from
Community Services Department
to the Real Estate Diwision of the
Finance Department
HHI
eM
JlH
N/A
N/A
NlA
N/A
HH. Com. Services
pp. 39·40
Attachment S,
Page 3
HH, Interdepartmental
Issues. pp. 11-13
• It II Hughes Heiss (HH) mazerials are _-2""Wl1ed in lite Ph.w: n reports, whlch are 19'ou-ped by d.ep:utment. The
City Manager's (eM) recommendations m' contained in Attachment B.
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ORGANIZA nONAL IU:VJEW RECOMMEIliOATlONS
POUCY ANIl SERYICE COMMITI'EE ISSUES
Tota!
AnDllai
C .. t(S,o\"iDg' )
Retain Cubberk)' Community eM N iA
Calle< ~ in the
Coromumty Somi= ~'" I
clearly .,..;gr, \easinf.1oo,!-!.:tm I
N-et AnDtl;l}
GeuenJ Fond
C",' (S ... iog»
N/A
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Background
Refercnte*
Attachment B,
page 4
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,.",w =;>oosibility to Reall=<o I' __ ~ D:i~-iJ.iOf! of Finance ~: _ . ~-----~-----~-------;
Rea.s.sig:n Parb \b.irnm<l.f!c,· tll
Cc-m.ml.1.~ty ~-i.;;.es rh"p,tr':":<!"flt
!(I1.be C1-"<'rdjL'rL~ Di\;~II.c;II_11
~ P'ub!ic Wer!.::; !)~::un8C1'1! R,~t.,hl
Manz.s.er (:",1' Parks a.l' .. .j t.(,j! In t,":t:
CNnmunity s.eryjl,;.es. ~>dlL'nent
until the-GOlf Courst capital
impro\C1t".rnt program is
completed, tT~ (.{lmbiO( tttC
p'-rsit!or ... <, of M.m3gC';.:m.1 (;(,](
CQul'se Supcrintend.eIl: into one
position..
Tran.~", RighI ofW.y COO"""\
Jna.int.e::cwJce fuc.c'Jcn, .:xc I uding
the t"KO major business districts, to
Public Weds Dcparmbtt; t"~ rest
of Pa.<t.s Maintezw'o:< would
remain in the Community Senices
Department.
None
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'.:(1ne fdcil!incd I IlI1,Interdeparuncnt3J
I rS.'iU~S, pp. 3,10
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None Attaciunenl B. page S
-A!I Hugbn l-:!elSJi (HH) m.tIci.a.:$ ar-: !;.OO:.aiaeJ ,., the P1wc Jt reports. '" hilO:n lU'C' grOUpN hy dtpaftmenl Th:
Cit)' MmagO"~ (eM) ru;o;:'r-1"C,"lJallC:U are COOaL""'led in Attachment B.
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ORGA1'IlZAnONAL REVIEW JU:COMM[l\'DA nOl\S
POl.ICY AND SERVICE CO'lf~IITTEE rSSULS
RECOMMENDA nONS Sr.urcc·
I ..... : I'ubJk Safety Ad .. lDiltntin Support
Study the feasibility of
consolidating admirustrative
suppon areas in the Police and Fire
Depart.mems into one Pubtic Safety
admiuistrallvf" tlmctiort,
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Tots:
ADIIUaJ
C .. "Savill,,)
TBD
Issue: Tl'llIlSfer Tr:arapcmtio:a m'dsioo to F'ubJir: ~\'Ol ~_ ..
Reassi&n the T ram:portation
Di .... i::.Jon from the Departrnenl. ~)f
PLarmt[1g and CmT1mu"i(:~
Environment to the Engineering:
Division of the Public WOiks
Depa!tmen:
lHI
Nt« .",~rHlI.1
GUI~n.1 fUDd
Cot. \s."Up)
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HII, !r,!r,'";·Jr.TJ.l1..lnerl:.ai
I~','_~,_,~. fr' \ I U ;!!"j )
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Reta.in Transportation Div;s.ion in
Planning Department.
·All Hughes He-w (HH:: m.aterials.l."'t (ooWned .. OJ tht: Ph!SC' II reporU. ",!'l.ich L""e g:I.)I.T"N by ckpartmc:rH .~
City M8l!ager'~ (eM) recommendatJons l.r'C: .:-anta;n('d l.l Atudunenl B
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A nACIfll:HT B
ORGAI"HZATIONAL REVIEW
CITY MAt 'lAGER'S RECOMMENDATIONS
IssRe: City MaUller'. SpaR of Control
HH lle.eommtnd .. tion: Create an Ad.TJ1inistrat1ve Ser"it:es I~rtment. comb!ni~ HUll'..J;."1
RcsolJICeS, Infonnation Resources, Equipment Maintenance Divjsion and '.he Purchtsi~ Di'l.ision
to improve oost~ffectiveness and !"eSpOrl5iveness by C"(!O'J'alizatlon and to modestl)' reduce l.he
Ctty Manager's ,pan of control.
Net COlt (Savillgs)' None iden!iO.<I.
RttponH: The ~ombi_nation of diverse functioJ1:> would probably nut achien; the tes-• .tib
sugge'SleO by the consulfant A generalist ma..nageJ might LId: the-det3.lkd tedmil:a! <;-~_ilis. to
manage the tet.:hnical. lequircmente; of a division .s.u(h as EqlJipm(:nt Mamteilan.::.;-, and ,~:).~i\. ar..-:,o.
"~'culd still require:a division he.ad. The separation of the Purcba:sin~ Di\-ision from tIlt' fin;lf:"::::;
["Apartment do~:;. not rec.ogu\ze the int~gra! \ntl,;. b<;:t\';ec;1 tili'S Jiv\<:tcln and the A'>~f\llnl.ing
Division in FiJi:~n(:t, TIle internal con'(Tois a.'"1d (1po.;rJ.t~(J!lC1i dliciency of {.n i~!C'.6T.3t::J hl12.11:,:e
Department WDUIti bt: reduced,
Cit)' Ma:m.ger'~ Recommenantion: it is recornm~nded UUtt an AJmirusLnHi',e Sen I(~S.
Department be cn;ateo by initially combining the ;:,\istmg Finance and infor:ru.tion R€''.i('',I11..;:e;;
Departments. and f("vie'Wlng the addition of oilier admini:!>1id!in. derfu"1ments in the fu!u.re
The staff re.:-ormnendation aCCClmplishes a reduction in i...lje $pan of conifo! of Ihe City Maf1ae:;er
by the eLiuunatlon of the lnformation Re~ill;:e$ Department. MQf:!" importantly, the-rn:rpos<.d
~ puts like and related pieces of the organi7ll.tion imo (Ine JepMtmec.t The propoS<.'d
struc\\lre is also a. common <me, found in many r.;ities. \Vhile t,i~ '"!'xistins Infmmatlon R~urce:
Department functions well, it is too 8ma11 to remain as a department. Ib acti'r'ities increasingly
need to be ,;:oOId"ina1.ed in an integrated manner v.ith other adl1linistrative 5(T\ice~,
Net Cost (SaviDgs), 36,500
Issue: En~ OrllanjzatiQo
HH Recomml:JlIda1ion: None.
CUy Mauager RecomlOeDdjtion~ Undertake a crJmprehensive review of tr.e lJtiiitlcS
Department Enterprise FW1ds.
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ORGANIZATIONAL REVIEW
CITY MANAGER'S RECOMMENDAT10NS
Net Cost (Snings); AmQunl to be determined, funded by the Utilities Department Ent:::rprise
Funds.
Now that the General fund organization review process 15 nearing (;omptetion, the Cit)' Manager
rewmmends funding a compreheru.i v: organization te\~ew of the UtiJ ities Department Enterprise
Fund operatiO!l5 ill the 1995·96 operating budget. The study will inclU<le a ""ew of the
organizational location of tW! RegiorlAi Water Quality Control Plant The Utilities Department,
with 21 pen:ent (If all City staffing. and 52 percent of the City budget. would: beneflt from a fresh
koOk at operations. Any organizational improvements or cost savings that can be achievoo would
~fit utility ~Wl1omers dlm::1LY,
Cit], Mi\D~ge!"'s Rt1,':omme~d.atj"'j]: Es:ablish a Commwlity Ser\'kcs C{)i11mis.sion.
Net Cost (SlviDgs): $3,000
Hughes, Heiss rec(1gnlzcd that 'he Community S~r\'ices. Department offers diverse programs and
services. ranging from iib!arie~. arts, parks, recro:-alioll, and human services. Community i,:put
and support to the Department has developed along pr.agram line~ through a varidy of groups
(e.g. FriendJ of the Library, Friends of the Junio! Museum and 200, and Friends of thl!
Children's Theatre). A Comnllmity Services Commission would serve. as ~ cClJrdinating vebicle
for these groups, pro\'ide m!:cimum opportunity for public input, and serve as a focal point for
the wide variety of services provided to the community.
The Commission would s:rve in an advisory capacity to the Council and City Manager. Given
the challenging and signiticant opportunities faced by th: Conununity Services Department in the
near future. a Commission wou1d devote the time and c:nel'gy neces.sar/ to pro"ide informed
recommendations to City Council and ... 1aff. Issues facing the Community SCf\J ices Department
illdudc: the future of library services and facilities v!ithin the context of automation
opportunl!ie;:, the. condition of the City's parks, lhe statu;, and future of the arts in Pruo Alto, and
the level of cost recovery for Recreation and Arts classes.
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ORGANIZAll0NAL REVIEW
CITY MANAGER'S RECOMMENDATIONS
1.mK; ""(ret. of Am .lId CgJ!!!~~_8nd Resreation. OpeD Space and Sciences
I):jyjsjom
HH ~.lHBda:tiOD: Merge the Arts and Culn..rre and Re..--reation Divisions in COOlmuruty
Scrvi=.
Net Cod (Savi.itp): S{J2,446) This net saviogs included eliminatiofi of the Director of Arts
p'JSlt'icrn S( \ 0 1.4& 1) a..'1d o:.her peT"....cmnei chmges t':l accomplish thl: merger.
R.espoft.w: The arts. 1'1.'\;.' a u.nique an:d signifi:am role in the Palo Alto e-ommllIlity. DiS5{,lution
r:>{ the-.-\rtS <!nd. C'U!MC [bision ',,"Quid dimin.ish the ~tU5 of the arts in a community that has
a"i1S:s:t.eu(j~ sU;'r.-'_irte-J ar;d <>_.::Iyc .. ;.atcd ~; high proliie for trie arts, Th·,;, ext(,fI! {,){ tile: staff
reJ"l.;t:or..5 Q1J ch_'\o'1l;"<;"S: rr("j:'-l:...cd hy Hugh.:-=-. Hei S-'io would significantly di lute the e,\I)ertise fleeded
t.) ma.,mtaJn qualil)" :ilLs. and (;Jlnm; prut.-rramming. Tj;e issues of da.."'~ duplication and
(~~ .. lr'.b"3.t:':>n r1.i5¢d b;.' :hr ("1)':1Sl.!ltJnl ar'~ being addressed \~ithiTi the current Clrganizatlonat
<"r,,;,·tllTl:. Th·:i"lgh l:1 l\'I:,ri:~r tf! p;"g;".<Ul'IS and scr\ic~.s exists. it is irnj)(Ji1..Jnt to under8tand Un.!
C"-<s.,;h Ji\ is:':')'f) P";)>>':.'":':;.I:'5 :'<~':CidJ exp;rtise, dilTcrenl pers~~djvcs. and s.eparale mi3,~iom ·,lo.'hich
wOlllc be je>t)pa!dilM t·) .consolidation.
Cilr MaaagU'1 ~KOmlGc"Ddaiion: Maintain separate Arts and Culture and Recreation
Di~"i.'rions ...
Ntl C-rnt (SJvings)', None
~ ChaDge Human Sen'it:6 rrom a DivisioD to a Staff Function in
Comm.pRY Sen-iCes AdmtQistratiog
HH Rero •• ecd.atioa: Convert Huma.'1 Services from a Dilti.sion to a statl fUJll..;tion reporting
to the Direc:Wr of Community Services.
Nit Colt (Sa-viDp): Tbere are no fisc:aJ. impacts t.ssociated ·with this rcconunendation.
City M.u.ge:r'.s R«ommeodatioll: Agree.
Net CDStlSaviDp: No fiscal impacts.
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ORG!"NlZATIONAJ" REVlEW
CITY MANAGER'S RECOMMENDATIONS
HH Reto.'IIIIe.datJl!a: Transfer statl NJd respofl.5ibility for Cu~ky Center management from
the Community $er'."ioes Depat1men1 10 tJ:-e Rea.! Esu.tl:" [)h·jS'Ofi of.ht' Fi!".a.")(:(' J)copartrnent
Re!p..."\IlJC': TIle Cut~iey Site "J....r;~e; in C0mmunity Smlct"5 oyel$C"\..'""S the day·tv-day
o?-"'Tiltions of t.he si to:. a.i.orninist..'"TS u-~ b'.!fly rt':!'i"\.al s ill:..1 ':;",:~f'. \S("'> tnt:;' "5 c u...<~h~"~i2..! $\.at! de',~ icatcd
\(1 the s:tt> fn ,",,(ler 1(~ f'!(1,·:d= L~ !x~: ~n i .. ,_-: .. tr,"<' ~;1::" :'\.lJ .. r1..1~:('"~ mL'5'._ and JCIe:'. lLd.\'e Jirt""<:t
6~'s t:J (>om..'1lUn.~ly Ser.i·:e";;. ('~;"<-".::!~!l: 1)...,~' E(""d'C.:!l~.'n Di~i«~:: ,\ brS<:" p-)rtion i~f tnt' fl0hlly
user:i' Il~(-J!, a.re S:~';~,11 ;7C<.J p,.,!!, .. ':-;~d :.:,'rl i,.'c;s, \,!:~ ,'h l r:, r·",:;: '.(': .. ur {If t.J,ui rm~:Ji a"d chair~ to
m~t lJ...'C"r-:-.)'<'" .. -jri-l' r<:'q1..",Jn:rri;.'"'ills
rhe fin .. '\!lc!G.1 ,"\T::~i:\5t in ih: R,'.d h:-'Li! Di, ~"" .. :.h't,,:~!~"r~ lh~' jlln't!·~t:TI1 !I::b:'j that (IJ-: a ran
(~fthe Lease J .. I1.1 C,'I,('D:l[11 \'('11,' L>::y~:q' Hit!l lr,f 1',-)1,.1 All,,' l'mfid S\:h,'f'~li Di~trt,:t (PI-USD),
both at the CLi.hbe:iey :;it~ .l.'),j th: I i e'lC' .. J~.j r.W;. .:.arC' -:i!e~ rh{,i~;u'~ (I..trTently ;-i sublea .... es
al CuhbeTto::'Y, The fin.a.'"':cia! . .!vt.a:)S! is ~Ii .... sit-,l~ fOT ir..r,rng i.h(' l(1n~-terrn ~¢, indudin£
prepu-abon of Re-'..:jut'S'_<; frtl" PrL"r)o,)~I, ::.e\e-c'ic'n (,f tt'"fiant:. anj ka::.e t";eg0tiatiom. She also does
monthly rental paymcr,l trockiIl b ; l,He n.)!i..:.:-nC·linc.::!1ion: a.tU1u.ai ft"nlal rale aJjl.lstmcnts :md
pn:pald.t~on of U!lluai !ea."',, (c,r ?Jlarti<;1,,; :ti.J (,\"lenieJ d..:.:, c.ut !t'T,Mlls; lea.~ int':-ifjTcU>Ii(,n and
tenant repre.s-entatiorl on City \ erN'; t~r...ltIH{'latej !ssues: !isk fnuug.cmem ta~ura;:~,..;:e trac.king fOT
all 45 l.eT".ants; a'1d a.nHu.a..! tr3':L.ing. reporting and forttASt.!n!! 01 k3.S<" re,"enue deri· ... ed from
Cul,bc:rley.and due to th< PAl!SD.
City M~'5 RecolllmHilluUoD: Re-~n Cubber!e)" Corr.munil), Center management ~n the
Community Scn'ices DepartmerH and deariy.:l.SSign !easing./long tenr, rental responsibility to Real
E.state Division in the Finance Department. The Fir.ancial An.a.l)'_SI. at:Id Cubbt-rlcy Site Manager,
respe<:ti"el),. play "gnifi.:antJy different roks in the oversigb\ of C.bberley. (h"<TSight of the
lease functions is most appropriate in ~l ESU4£, .md the 5i!(': ~{anager>s responsibilities for
hourly leasing for recreational a..""Kl community uses are more apprl)pri.ltely a ~ of Comnllmit)'
Services,
Net C .... (SaviDp): None
ORGANIZATIONAL RI:YIEW
CITY MANAGER'S RECOMMENDATIONS
HB Recommeacbtioa.: Reassign Parks Maintenam,:c. to tht (~tiOf'.s !,)l,.is.icn \)f the: Pub!ic
Works Department and retain the Go!f Course within Communir;· Seniccs.
Net Cost (S-viers): None identified.
Re9pOIIH: Hughes, Heiss noted the etfcct!vent$5 of tJ:«" w01"k pl.i.r • .-nog amI contr-ol S)s:ems
l..'tilized by toe Opemtions Division of the Public Works Departrr,I!r.1 in r:'\:NnJ'TK"n.1i.n.~ lMl pa:i
mainteu.;mce functions be transfrncd to the P" ... b:i~· Works [A1'.JJtn1c."~1 V,nik t.~e 'MlUld i:'ot
some potrntia1 tu improve the {"fficien(:y of park fTI4.lriter.ill1,;;-e (";--<''''Ji~(.ns ,."'r('~i;h [j,e tT3.rsrer t~-,
Public Works, this would ~ oflSet h~' a lad of l'l~)r~1inJli(;n w;lh ,re LJ'';'~ ~lf t'"'': i"idJ!, .&,r,-j
groLt1"ds. Staff beJit.!ves that lhe Community SC'r. k.::; rxr:;.rtrnt;~:: i.;; 1i1 t:"~,:, ~'\1C'; r-.)~!l:'-':-I III
pwvide this fu.nction be~a1J.sc of th~ l\:npor-...a..'\c.o;! (I! ir.l~:;r},iln3 f11.:.~f'.',:.:!'.!,:\:e \.\1' \r,:': }<cr~,s \I,,:J., tr.:'
field usage ami other program sdl'!dcling. (rhe Ie ',-.,;j i.,f r~;"; r/l3.1r;:~;'-.l.I~~'.' i: 3.6jr~,:>C'.~ ,·.iJ-,:;,
th~ lss'Je of ~1.affmg and «(lntr~d :.-c-n1ce:> t~jTLg, c"J:~~_::kTt;',.1 tl~' I_he-fi':.,r.,-.: \. ',:'n;Tj~r"';;-t.')
City Mazucger'!!i Ret"Qm.melloativn: Slaff r.;;commcnds. lhat ('1'1\), tir,· n'-'~-irrie:.a!;,;~t1 "'ri!>,'ri! l'-l
way" maintcna.'1c-t". excil.:.Jing the two bustnes.s. di:.1ricts, t ... .:-!ran.c;ferre,j (,) P12bli..-W('1~ks. CtT'_zm
maintenance activities performe.i. br lhe Parks Di~'i:>i,'n are nat r'!'bud hI tradi tj(,:u! parb nx-'.e
include contract maimena..--u:e: Qf median ~trip:i. such a~ Page Mil! Rc-.:td. Var1f1US. traffic isiu.d
plantings, unde-rpas.'>es, and maintenance of 1,1.o"1dscap~lig in City puking Il:t'~ T1"'~s.'" f,ri • ...-tic·n ....
relate closely to that which is performed by Puhll,' Works, withoUl n:quiring {"x!ensl\'('
coordination.
Net Coot (Savmgs): Not applicable.
Issqe: Public Safety Administrative SupPOrt
1DI Recommtnda1ion: Hone
City Muag<er1s Re..."Ommenaation: Study the feasibLlity of cO!L~lid-ating SWL."1istr::.ti ~'e surf'(~rt
.areas in the Police and Fire Depanments into one Public Safety adminis.lt-atiYe f.ux:-tioo.
Net Cost (Savid.gs)~ Cost of the study to be determined ,"ith the 1995-% budg~i rroc-ess
5
'I
ORGANIZATIONAL REVIEW
CITY MANAGER'S RECOMMENDATIONS
This stoJd)' would assess the feasibility of combining Fire and Police Scnryces Ad .. ninistration in,o
a Publi.c Safety Administration unit. The purpoSl! is not to <:rcate a Public Safety Department.
but to coordinate the adminirtration ofth~ m'o related services. Among the services; which co'Jld
be consolidated a.t"(: peiSOnne1 and tmJniIlj acti ...-ities. whi c h both ir-vo Ive many .'>'1.1te-ma.l1dated
training and re~qualification requlremen~, as wet! as records maintena.."1ce rela!ed to these
requirements; incident records managem('1lt, potentially making use of the optical imaginE S)'5tem
being used by the Polir,;.e DepartmenT; and investigative services &:tivities, providing do-ser
coordination of the Fire .Department's arson invt.'S1lgators v.ith the P{1lice investigators. This
oomb:it'.~tion of adminiSfJative functions might also better utilize existing QtTlce spact:.
Issue; Transfer Transp<lMation DivIsion to Public \Vorks
HB Rccomo:u:ndation: Re('s5!gi1 the Ti'<LI1Sportalion Divi.sion from the Dep,lltment of Plft'lnillg
and CommUIlity Em'ironment to the Pl<b!ic \Vmks D:epartment.
Net C(!:S: (SaviQgs)~ 111:rc.are no fiscal impilcb a~socia.ted v,'iLh this r>;ccmrr:J;.'nci:'ilion
Respons,eo; Staff does not beJieve this rt."Commendation will rcslJJ t in ope r aling em rier.c ies, \Vll! i e
the f\lnctil>l) eQuid be made to work 11\ eit. .... er 'P1.l.blic Works or Pianning, no signific3fl' cost
savings would occur as 3 result of the chal1ge.
Ther~ are synergies between the Transportation Division ar.d the Pla!1JIing Division which, in
staff's opinion, c.:lT1)' mNe w~ight than any potential effideneies that cowd be achieved ,.,.ith lh-:
Public Works Department. Palo AHo is a buih-out city adjacent to a Iniijor univf'T'Sit)'. ~ith
trnItspo:tation issues related more ~o ta.,d use and alternative tran5p(lrtati or. modes thaT) to the
types of roadway infrastructure improvements typical of a grolhing cit)'. Furthermore, on] y 14-
percent of the Transportation Division's CUITCnt workload is devoted to CIP i$SU.e$, which is
where iinkages ~'OuJd occur v.ith the Public Works Department. On the ether hand. the
Transp.1n.anon Dhision dtvotes 86 percenl of its time to land use and/or trnnsrortation ptoject~
related i$!)OJeS.
City Managn Reeommendlltlon: Retain the current ~)rga.T\izational structure tor the
Transportation Division.
Net Co.t (SaYings): No fiscaJ impaCls.
6