HomeMy WebLinkAboutAgenda Report - February 16, 2011 I-04%4 AGENDA ITEMIOW
CITY OF LODI
COUNCIL COMMUNICATION
AGENDA TITLE: Adopt Resolutions Approving FiscalYear 2010/11 Mid -year Budget Adjustments
MEETING DATE: February 16,2011
PREPARED BY: Deputy City Manager
RECOMMENDED ACTION: Adopt resolutions approving FiscalYear 2010/11 mid -year budget
adjustments to:
I. Reallocate existing appropriations with in the General Fund;
2. Approve the reorganization of the Electric Utility; and
3. Approve the merger of the Parks and Recreation and Community
Center Departments into the Community Services Department
BACKGROUND INFORMATION: Staff has presented informationto the City Council in Shirtsleeve
meetings on January 11 and 25 as well as on February 1,2011.
The meeting of January 11 presented staff estimates of revenues.
The meeting of January 25 presented staff estimates et' expenses/expenditures. The meeting of
February 1 presented proposed re -organizations with in the Electric Utility Department and the Parks and
Recreation and Community Center Departments.
General Fund:
Revenue estimates for the General Fund are slightly lower than projected at initial budget adoption. No
budgetary adjustments are proposed for revenue at this time. Overall, revenue estimates are expected
to match initial projections, but variances within individual line items are expected. Total General Fund
estimated revenue is $41,321,690.
The primary General Fund revenue sources are propertytaxes, sales taxes, PILOT and Vehicle License
Fees. Combined, these four revenue sources are expected to account for approximately $28.7 million or
almost 70 percent of General Fund revenue. The estimate is about $117,000 lowerthan the amount
originally budgeted for these accounts. On the bright side, cable franchise fees and State Mandated
Cost Reimbursement revenue is higherthan budgeted levels, offsetting the lowered revenue estimates
above.
Individual department savings and shortages net to a savings against budget of approximately $65,000 in
the General Fund. It is recommended that Council re -allocate projected savings to departments
expected to go over budget as noted in the table below, while retaining a net savings in the fund of
$65,000.
APPROVED:
irtlam, City Manager
Department
Increase/
(Decrease)
App ro riations
City Clerk
$4,000
City Manager
$13,200
City Attorney
$1,700
Internal Services I $37.200
Fire Department $36,000
Non -Departmental
$75,000
Public Works
$14,700
Police
$2,400
Net Chane
($0)
Reorganization of the Electric Utility Department:
Staff has analyzed the operations of the Electric Utility Department and is recommending a number of
steps be taken to reorganize the department. The sum of the steps will result in current year savings of
approximately $123,000 and annualized savings of about $476,000.
Expected results of the proposed reorganization are to avoid rate increases that would otherwise be
needed to pay for previously negotiated contract increases. The reorganization will reduce the fixed
costs of the utility in the current year and in future years. The City is seeing reduced revenueto the utility
as a result of a sluggish economy coupled with mild weather and the impacts of reduced consumption of
energy due to energy efficiency measurestaken by customers. While `flattening'the organization will
result in more direct reports to the Director, it will provide for more direct management involvement in the
organization and lead to a more responsive organization and a higher value to the customers. It should
be noted that the reorganization will not affect the number of staff in the field maintaining the system or
responding to customer needs.
The savings to the ratepayers will be brought about by the elimination of five positions. The Director
currently has two Assistant Director positionsthat report directly to her. The reorganization proposesto
eliminate these two positions and distribute the duties of these positions to other staff. One of these
positions is currently vacant while the other position is filled. The incumbent in the filled position has
rights to displace the Senior Power Engineer.
One Meter Reader position, one Administrative Clerk position and one Energy Specialist position will also
be eliminated underthe proposed reorganization. The City has moved steadily toward automating the
meter reading function and, as a result, finds that it does not need this full-time Meter Reader position.
Meter reading will continue to be accomplished by the remaining Meter Reader supported by part-time
staff.
The Department has reviewed its clerical needs and cannot justify keeping its current level of staff. Staff
is recommending one Administrative Clerk position be eliminated. With the reduction in new
development, the department no longer has sufficient workload. The individual holding this position has
the rightto displace an Administrative Clerk elsewhere in the City organization.
The Energy Specialist position has historically handled in-home energy audits. Demand for such
services has dwindled significantly since an on-line tool has been in place for this service. The staff
person has been assisting with the implementation of the electronic read meters project. That project is
coming to a close and there are not other duties that are appropriatefor this position. Therefore, this
position is being eliminated. The incumbent does not have `bumping rights' to any other City position.
In an effortto provide an opportunityfor continued City employment, the City has invited the
Administrative Clerk and Energy Specialistto compete for vacant Customer Service Representativejobs
that are open in the Finance Division of the Internal Services Department.
Additional position and salary changes that are recommended under this reorganization include:
• Reclassify Principal Resource Planner to Rates and Resources Manager
o The Principal Resource Planner is assuming a number of the duties formerly performed by
an Assistant Director, thereby necessitating the reclassification.
o Top step salary for the Principal Resource Planner is $8,199 per month. Proposed top
step salary for the Rates and Resources Manager is $10,000 per month, an increase of
$21,612 annually.
• Reclassify Substation and Meter Superintendent to Electric Operations Superintendent
o The Substation and Meter Superintendent is assuming a number of duties formerly
performed by an Assistant Director and some duties performed by the Utility Operations
Supervisor, thereby necessitating the reclassification.
o The City has been unsuccessful in recruiting for the Substation and Meter Superintendent
at the current salary.
o Top step salary for the Substation and Meter Superintendent is $8,941 per month.
Proposed top step salary for the Electric Operations Superintendent is $10,000 per month,
an increase of $12,708 annually.
• Reclassify Utility Operation Supervisor to SCADA Technician
o The Utility Operations Supervisor is transferring supervisory duties to the Electric
Operations Superintendent, thereby necessitating a reclassification.
o The remaining duties of the position are primarily technical duties related to operating and
maintaining the Utility's Supervisory Control And Data Acquisition (SCADA) system. The
SCADA system is the operating system for the utility.
o Top step salary of the Utility Operations Supervisor is $9,414 per month. Proposed top
step of the SCADA Technician is $7,068 per month, a savings of $28,152 annually.
• Reclassify Electrical Technician to Senior Electrical Technician
o The Utility has a vacant Electrical Technician position that it has been unable to fill. In
reviewing the Utility's needs, it has been determined that a Senior Electrical Technician
skill set and position are needed.
o Top step salary for the Electrical Technician is $7,422 per month. Proposed top step
salary for the Senior Electrical Technician is $8,164 per month, an increase of $8,904
annually.
With regard to this reorganization, staff recommendsthe Council approve the attached resolution which
confirms the position changes and sets salary ranges for the new position classifications.
All position changes are recommended to be effective February 21, 2011.
Merger of Park and Recreation and Community Center Departments
Prior to 2008, the Parks and Recreation and Community Center departments operated as stand-alone
departments with separate and distinct leadership, administrative and operating functions. Forthe past
two and a half years, these departments have functioned under a single individual, who was the
permanent Community Center Director and Interim Director of Parks and Recreation. In this timeframe,
many steps have been taken to streamline both operations and leverage synergies where they existed.
The proposed merger would complete this process and create the Community Services Department.
The merged department will create operational efficiencies. The merged departmentwill be able to take
advantage of common marketing tools and strategies and allow customers to register for events at
multiple sites. Also, the merged department will eliminate competition between the separate departments
for the same program funding. Further, it is expected that a more efficient use of facilities will occur as a
variety of functions are programmed into common space. Finally, staffing efficiencies will resultfrom the
Parks Division assuming responsibilityfor grounds maintenance at Hutchins Street Square.
The merger is expected to result in savings of about $20,800 for the balance of the current fiscal year
Annualized cost reductions are expected to be about $106,300.
The merger has been discussed with the BOBS, Hutchins Street Square Foundation, Lodi Arts
Foundation and the Recreation Commission. No objections to the merger have been raised from these
groups that have not been taken into account in our recommendations.
The mergerwill result in a number of position changes as detailed below.
The mergerwill result in a single director position over the merged department. The existing Parks and
Recreation Director and Community Center Director positionswill be merged into a new Community
Services Director position. A job description will be created for the new position. Additionally, an
amended employment agreement with the current directorwill be broughtforward at a future Council
meeting.
The currentArts and Events Manager position is proposed to be reclassified to Community Center
Manager. This reclassified position will assume certain duties that had been performed by the Director
and will function as the division head for the Community Center. In conjunction with this reclassification,
a salary adjustment is proposed that will increase the salary for this position from $5,412 per month at the
top step of the Arts and Events Managerto $5,953 per month at the top step for the Community Center
Manager.
A Program Coordinatorposition will move from the Community Centerto the Recreation Division. This
move recognizes that many of the functions of this position are more aligned with Recreation programs
and places the position with similar functioning staff.
The Parks Project Coordinator position will move from the Parks Division to department administration
and become a direct report to the Director. This will enable the Projects Coordinator position to have
more of a department -wide view and benefit the merged departments.
Finally, the Aquatics Coordinator position is recommended to be reduced from a full-time position to a
part-time position. The incumbent will retain City employment in a part-time capacity, if so desired.
Staff recommendsthe Council approve the attached resolution which approves the merger of the Parks
and Recreation Department with the Community Center Department, thereby creating the Community
Services Department. The attached resolution also confirms the position changes and sets the salary
range for the new position classification.
FISCAL IMPACT: General Fund: No net change to revenues or appropriation.
Electric Utility: Net reduction of five full-time positions with savings for the
remainderof the current fiscal year of about $123,000.
Community Services Department: Net reduction of one full-time position with
savings for the remainder of the current fiscal year of $20,800.
FUNDING AVAILABLE: Not Applicable.
CkZt.__1Q —44
Jordan Ayers IV
Deputy City Manager
JA/ja
1. AA#
2. JV#
Please provide a description of the project, the total cost of the project, as well asjustification for the
r equested adjustment. If you need more space, use an additional sheet and attach to this form.
IAid-year budget appropriation adjustments
If Council has authorized the appropriation adjustment, complete the following:
Ideeting Date: 02/16/2011 Res No: Attach copy of resolution to this form.
ent Head Signature:
Deputy City Manager/Internal Services Manager Date
Submit completed form to the Budget Division with any required documentation.
Final approval will be provided in electronic copy format.
FUND#
BUS. UNIT#7ACCOUNT#
ACCOUNT TITLE
AMOUNT
A
SOURCEOF
FINANCING
100
100243Ci
Wide Utilities
$
35,000.00
100 100241Non-DepartmentalServices $
8,000.00
100 100241 7323 Non -De artmentalServices $
8,000.00
100 100246 7330 Digital Infra & Video $
24,000.00
100 103021 7188 P.W. Engineering $
14,700.00
100 101031 7101 Police Administration $
2,400.00
B.
USE OF
FINANCING
100
100102
7323
Elections
$
4,000.00
100 100401 7101 City Manager $
13,200.00
100 100351 7101 CityAttorney $
1,700.00
100 100421 7101 Budget/Treasury $
11,600.00
100 100505 7112 Finance Revenue $
25,600.00
100 102012 7102 Fire Emer enc O erations $
36,000.00
Please provide a description of the project, the total cost of the project, as well asjustification for the
r equested adjustment. If you need more space, use an additional sheet and attach to this form.
IAid-year budget appropriation adjustments
If Council has authorized the appropriation adjustment, complete the following:
Ideeting Date: 02/16/2011 Res No: Attach copy of resolution to this form.
ent Head Signature:
Deputy City Manager/Internal Services Manager Date
Submit completed form to the Budget Division with any required documentation.
Final approval will be provided in electronic copy format.
RESOLUTION NO. 2011-22
A RESOLUTION OF THE LODI CITY COUNCIL AMENDING THE
CITY OF LODI FINANCIAL PLAN AND BUDGET FOR THE FISCAL
YEAR BEGINNING JULY 1, 2010 AND ENDING JUNE 30,2011
------------------
WHEREAS, the City Council adopted a balanced Financial Plan and Budget for Fiscal
Year 2010/11 on June 2,2010; and
WHEREAS, the adopted 2010/11 Financial Plan and Budget was prepared in
accordance with the City Council's goals, budget assumptions, and policies; and
WHEREAS, revisions to the adopted 2010/11 Financial Plan and Budget are necessary
to address operating changes and expenditure estimates.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi does
hereby revise the adopted 2010/11 Financial Plan and Budget as follows:
1. Approve the reallocation of General Fund appropriations as noted in the table
below and on the attached Appropriation Adjustment form:
Department
increase/
(Decrease)
Appropriations
City Clerk
$4,000
City Manager
$13,200
Citv Attornev
$1.700
Internal Services
$37,200
Fire Department
$36,000
Non -Departmental
$75,000
Public Works
$14,700
Police
$2,400
Dated: February 16, 2011
hereby certify that Resolution No. 2011-22 as passed and adopted by the City Council
of the City of Lodi in a regular meeting held February 16, 2011, by the following votes:
AYES: COUNCIL MEMBERS — Hansen, Katzakian, and Mayor Johnson
NOES: COUNCIL MEMBERS — Mounce and Nakanishi
ABSENT: COUNCIL MEMBERS— None
ABSTAIN: COUNCIL MEMBERS— NZOHLL
City Clerk
2011-22
RESOLUTION NO. 2011-23
A RESOLUTION OF THE LODI CITY COUNCIL APPROVING
THE MERGER OF THE PARKS AND RECREATION AND
COMMUNITY CENTER DEPARTMENTS
WHEREAS, the City has operated with separate Parks and Recreation and Community
Center Departments; and
WHEREAS, these departments have operated for the past two and one-half years with a
common department head who was the permanent Community Center Director and the Interim
Parks and Recreation Director; and
and
WHEREAS, many steps have been taken to streamline the operations of both departments;
WHEREAS, merging the departmentswill create operational efficiencies; and
WHEREAS, the mergerwill result in a number of position changes, including the elimination
of one full-time position; and
WHEREAS, the reorganization will result in savings for the balance of fiscal year 2010/11 of
about $20,800 and annualized savings of about $106,300.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the
merger of the Parks and Recreation and Community Center Departments; and
BE IT FURTHER RESOLVED that the Lodi City Council does hereby approve the position
changes resulting from the merger as follows:
1. Approve the elimination of one Aquatics Coordinator position.
2. Approve the reclassification of the Arts and Events Manager to Community Center
Manager and approve the salary schedule as follows:
A I B I C I D E
4,897.43 1 5,142.30 1 5,399.42 15,669.39 5,952.85
3. Implement all position changes above effective February21, 2011.
Dated: February 16, 2011
I hereby certify that Resolution No. 2011-23 was passed and adopted by the City Council of
the City of Lodi in a regular meeting held February 16, 2011, by the following votes:
AYES: COUNCIL MEMBERS — Hansen, Katzakian, and Mayor Johnson
NOES: COUNCIL MEMBERS — Mounce and Nakanishi
ABSENT: COUNCIL MEMBERS— None
ABSTAIN: COUNCIL MEMBERS —
'E! HL
City Clerk
2011-23
RESOLUTION NO. 2011-24
A RESOLUTION OF THE LODI CITY
COUNCIL REORGANIZING THE ELECTRIC
UTILITY DEPARTMENT
WHEREAS, staff has analyzed the operations of the Electric Utility Department
and recommends a reorganization of the department; and
WHEREAS, staff presented the detail of the reorganization at a Shirtsleeve
meeting of the City Council on February 1, 2011; and
WHEREAS, the reorganization will allow the City to avoid rate increases that
would otherwise be necessary due to previously negotiated contract increases; and
WHEREAS, the reorganization will result in a "flatter" and more customer
responsive organization; and
WHEREAS, the reorganization will require the elimination of five positions; and
WHEREAS, the reorganization will result in savings for the balance of fiscal year
2010/1 1 of about $123,000 and annualized savings of about $476,000.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi
does hereby approve the reorganization of the Electric Utility Department as follows:
Approve the elimination of two Assistant Director positions, one Meter
Reader position, one Administrative Clerk position, and one Energy
Specialist position.
2. Approve the reclassification of the Principal Resource Planner to Rates
and Resource Manager and approve the salary schedule as follows:
A I B I C I D I E
8,227.03 18,638.38 19,070.30 19,523.81 1 10,000.00
3. Approve the reclassification of the Substation and Meter Superintendent
to Electric Operations Superintendent and approve the salary schedule
as follows:
Electric O erations Superintendent
A I B I C I D E
8,227.03 18,638.38 19,070.30 19,523.81 10,000.00
4. Approve the reclassification of the Utility Operations Supervisor to
SCADA Technician and approve the salary schedule as follows:
A
I B
I C
I D
IE
5,815.26
16,106.02
16,411.32
16,731.89
17,068.48
5. Approve the reclassification of one Electrical Technician to Senior
Electrical Technician and approve the salary schedule as follows:
A
B
I C
I D
IE
6,716.86
7,052.71
17,405.34
17,775.61
18,164.39
6. Implement all position changes above effective February 21, 2011.
Dated: February 16, 2011
hereby certify that Resolution No. 2011-24 as passed and adopted by the City
Council of the City of Lodi in a regular meeting held February 16, 2011, by the following
votes:
AYES: COUNCIL MEMBERS — Hansen, Katzakian, and
MayorJohnson
NOES: COUNCIL MEMBERS — Mounce and Nakanishi
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
NDI HL
City Jerk
2011-24
2010/11 Mid -Year Budget
Review
City Council Meeting
February 16, 2011
Economic Climate
. City revenues holding their own
. Property values relatively stable
. Foreclosures lower than surrounding areas
• Unemployment tracks State,, not San
Joaquin County
• Sales tax lower than estimates
2
General Fund
General Fund
Fund Balance
Beginning Fund Balance Unreserved
Revenues
Expenditures
Net Difference (Revenues Less Expenditures)
Fund Balance
Ending Fund Balance Unreserved
Audited
Estimated
Budget to
2009.10
2010-11 2010.11
Est Actuals
Actuals
Budget Actuals
Variance $
3,383,191 3,831,962 3,896,576 64,614
40,547,920 41,321,750 41,321,690 (60)
40,034,535 41,321,750 41,256,838 (64,912)
513,385 - 64,852 64,852
3,896,576 3,831,962 3,961,428 129,466
3
General Fund Bright Spots
. In Lieu Vehicle License Fee
. Cable TV Franchise
• State Mandates SB90
. Late Payments- Utilities
+$66,785
+$66,135
+$62,000
+$50,000
0
General Fund Detractors
. Sales and Use Tax
. Gas Franchise
• Strike Team Reimb
. Police training -POST
-$179,240
-$45,000
-$45,000
-$35,000
5
Departmental Variances
Over
2010111 2010111 /(Under)
Division Budget Estimated Budget
City Clerk $606,100 $610,057 $3,957
Economic Development
Internal Services
Police Department
Public Works Department
504,050
3,411,600
502,996 (1,054
3,448,792 371192
15,970,480 15,905,896 (64,584)
1,709,690
1,694,973
Grand Total $41,321,750 $41,256,838 ($64,912)
0
General Fund Departments
. City Manager ($13,,123 over budget)
. Increased costs for City Manager
. Internal Services ($37,123 over budget)
. Increased medical costs and retro pay
. Non -Departmental ($75,418 savings)
. Savings in Utilities,, DIVCA and projected
inventory write-off
General Fund Departments
■ Police ($64,584 savings)
. Savings from POST training reductions
. Savings from duplicated budget amounts
. Savings from Chief vacancy offset by
retiree payouts and increased Overtime
General Fund Departments
. Fire ($3s,921 over budget)
. Savings from fewer Strike Team call -outs
. Savings from duplicated budget amounts
. Increased costs associated with
retirements and Battalion Chief Overtime
. Public Works ($14,,717 savings)
. Savings from increased reimbursements of
staff costs from the utilities
9
General Fund Reallocations
. Approve reallocation of existing
appropriations
Department
Increase / (Decrease)
Appropriations
City Clerk
$4,000
City Manager
$13,200
City Attorney
$11700
Internal Services
$37,200
Fire Department
$36,000
Non -Departmental
($75,000)
Public Works
($14,700)
Police
($2,400)
Net Change
$O
10
Electric Utility Reorganization -
Proposed Organization Chart
Resources IIII R Programs
Manager Manager
Electric Utility Field Services
Rate Analyst Supervisor
(1) 1 (1)
Field Seryices Meter Reader
Representative (1)
(3)
Electric Utility
Director
(t)
Administrative
Secretary
{i)
Operations
Superintendent
SCADAMaintenance
Technician
Supervisor
Operator IIII +
Relief
Electric
UtilityEquipment
Apparatus
Specialist
Mechanic
(1)
Senior Electric
Electric Foreman
Troubleshooter
(3)
(1)
Electric
Electric Lineman/
Troubleshooter
Linewoman
(2)
(5)(1 unfunded)
Electric Line -
Apprenlice
(2)
46 Positions
Administrative
Clerk
Senior Electrical
Technician
(1)
Electrical
Technician
(1)
Metering
Electrician
(1)
=,n
Senior Power
Engineer
(1)
Planning
Supervisor
(1)
Distribution
Planner
(3)
Electrical Drafting
Technician
(2)
Buyer
(1)
Senior
Storekeeper
(1)
11
Summary of Position Changes
• Eliminate two Assistant Director positions
• Four divisions report directly to Electric Utility Director
• Eliminate Meter Reader, Administrative Clerk, Energy
Specialist
• Reclassify Principal Resource Planner to Rates &
Resources Manager
• Reclassify Substation and Meter Superintendent to Electric
Operations Superintendent
• Reclassify Utility Operations Supervisor to SCADA
Technician
• Reclassify Electrical Technician to Senior Electrical
Technician
12
Parks/Recreation/Community
Center Merger
Community
Center Division
Community
Center Manager
(1r
Administrative
Clerk
(11
Theater Stage
Technician
(1)
Building Services!
Event
Coordinator
(1)
Program
Coordinator
(Senior Services)
Project
Coord inator
(1r
Welder/Mechanic
(1 )
Community Services
Director
(1)
Parks Division
Parks
Superintendent
(1)
Parks Supervisor
(Sports)
(1)
Parks
Maintenance
Worker I II
Maintenance
Worker
34 Positions
Administrative
Secreta
(1) ry
""' Administrative
Administrative Clerk
Clerk (z)
(1 r
Recreation
Division
Recreation
Superintendent
nr
Parks Supervisor Recreation
(General) Manager Coordinator
(1) (3) (AdslSpecialty)
Maintenance
Worker III
Maintenance
Worker
Maintenance
Worker
13
Summary of Position Changes
. Arts & Events Coordinator reclassified to
Community Center Manager (Division
head)
. Program Coordinator from Community
Center to Recreation Division
. Parks Project Coordinator from Parks to
Department Administration
. Aquatics Coordinator reduced to part-time
14
Summary
. Approve reallocation of existing
appropriations within General Fund
. Approve reorganization of Electric Utility
. Approve creation of Community
Services Department by merging Parks
and Recreation and Community Center
Departments
15
Questions?
Contents;
1. Part time Aquatics Coordinatorj ob
description as per Grace Malson (Parks
and Recreation Recreation Manager) on
Feb.104011.
2. Breakdown of proposed part time
schedule. (1O4Ohrs. per year.)
2. Hutchins Street Square Pool schedule.
4. Fees for specialized trainings if
contracted out
Kim -year round and HSS expectations
*this is in addition to the Aquatic Coordinatorjob description*
1. Show up for work on time
2. Notify supervisor if you are to be late or are sick
3. Oversee daily operations
4. Daily Deposits
5. Double check timecards before turning in to me
6. HSS Staff Schedule
7. Lifeguard breaks
8. Monthly budget reports
9. Report maintenance issues to the maintenance department and myself
10. Teach Red Cross classes
11. In-service trainings
12. Pre -season in-service trainings
13. Monthly reports to Arthritis Foundation
14. Turn in Red Cross Reports (as needed)
15. Post any announcements, as needed
16. Train/schedule/oversee volunteers
17. Send new program information to me
18. Teach CPR/FA within City of Lodi when needed
Summer expectations (along with above)
1. Schedule staff for private parties
2. Supervise staff at Blakely and Lake (times/days TBA)
3. Bi -weekly in-service trainings
4. Supervise morning or evening lessons
5. Employee evaluation (mid-June and mid-July)
6. Head staff meeting every 2 weeks.
Aquatic Coordinator Duties per City of Lodi Human Resources
■ Responsible for the development, implementation, coordination and direction of a broad
range of aquatics programs and services
■ Provides lifeguard services, trains and directs lifeguards
■ provides oversight in the care and maintenance of the pool facility
■ Proposes and coordinates programs and events incoordination with higher level
personnel
■ Schedules, organizes, and implements programs and activities for a variety of age groups
and/or interests
■ Develops, recommends, and implements goals, objectives, and policies relevant to
programs and operations
■ Supervises staff responsible for providing aquatic programs and related services,
prioritizes and reviews work, evaluates employee performance, and provides technical
guidance and training
■ Assists in recruiting, hiring, and scheduling
■ Assists in coordinating certification process of all aquatics staff to ensure that activities
meet with applicable local and state requirements
■ Researches and prepares various narrative and statistical reports, spreadsheets, publicity
materials, forms, correspondence, memoranda, lists, rosters and schedules
■ Prepares and edits brochures, flyers and pamphlets
■ Assists with program budgets
■ Prepares billing and account statements
■ Purchases/requisitions supplies and equipment
■ Performs lifeguard duties
■ Conducts health and safety training
■ Assists in the installation and removal of pool covers/lane lines
■ Acts as liaison between participants/advocacy groups/outside agencies and programs
■ Maintains communication with participants and related groups
'• Receives complaints/comments, presents alternatives and implements solutions
■ Actively works with customer problems to ensure the greatest level of satisfaction within
policies and procedures
■ Ensures and participates in maintaining the pool as an attractive, clean and safe
environment
■ Performs other duties related to the operation of the department and the City including
additional duties that enable the department and City to meet the diverse needs of its
community.
Additional duties
• Class instruction and training
• Staff schedule
• Timecards
• Filling in as Aquatic Fitness Instructor or LG needed.
• Program development
• Using Outlook-Mustbe scheduling daily assignments
• Timecard -Balance schedule. No overtime unless approved
• Under direction and approval of Recreation Manager may you be requested to
represent program at professional meetings.
Tasks for Aquatic Coordinator
Note: This is not all tasks but a good oven-iew
Daily Tasks
- Supervising staff at Hutchins Street Square, Blakely Pool, Tokay High, Lodi High, and Lodi Lake.
- Supervising swim lessons to make sure standards are being meet
- Insure facility is operating according to proper protocol
- Continuously training staff in customer service and safety procedures
Weeklv/Biweekly Tasks
- Scheduling
- Planning, preparing, and running in-service trainings. Topics for in -services include:
o Rules and protocol/procedure
o Swim testing
o Rescue skills
o CPR
o First Aid
0 4" of July
o Swim Lessons
o Etc.
- Initialing timecards to insure proper hours are being recorded and double checking with the
official timecard and the punch time clock.
Once a Season
- Help with interviewing new L.G.'s and S.I.'s
- Plan, Prepare, Train for the 4" of July
- Completing employee evaluations
- Revising Aquatic Manual
- End of the year duties: collection keys, inventory, cleaning and organizing facility, etc.
Miscellaneous
Handling employee issues/problems as they arise
Schedule staff for Private Parties
Help coordinate special activities at either the lake or pool
Handling upset customers and answering patron questions about facility rules, operations, and
rentals
- Updating materials as needed
- Checking facilities for repairs/safety hazards
Allotted hours a year to work 1040
Proposed Part time Aquatics Coordinator
schedule per Grace Malson on 2/10/2011.
Mid Septa -April 23-27 hrs, per week. =690 hrs.
May -mid Sept. 40 hrs. per week. =720 hrs
Total hrs. =1410 hrs.
14'UTC14INS STREET SQUARE
125 S. Hutchins Street
Lodi, CA 9S240
2010-2011 Pool Schedule
Aquatics Coordinator Kim McClelland (209) 333-6800 Vxt 2041
Swimming Pool (209)333-5510 or (209) 369-6921
Mondau
Tuesday
Wednesday
Thursday
Friday
Saturday
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Lap Swim
6:00-7:50 AM
6:00-7:50 AM
6:00-7:SO AM
6:00-7:50AM
6:00-7:50 AM
6:00-7:50 AM
Conditioning
Conditioning
Conditioning
Conditioning
Conditioning
Conditioning
8:00-6:55 AM
8:00-8':55 AM
5:00-8:55 AM
5:00-$:55 AM
9!00-8:55 AM
8:00-9:SS AM
9:00-9:55 AM
9:00-9:55 AM
9:00-9:5S AM
9:00-9:SS AM
9:00-9:55 AM
Seniors/Disabled
Seniors/Disabled
Seniors/Disabled
Seniors/Disabled
Seniors/Disabled
Cardio Challenge
10:00-11:30 AM
10:00-11:30 AM
10:00-11:30 AM
10:00-11:30 AM
10:00-11:30 AM
900-1000AM
(lane ropes)
(no lane ropes)
(lane ropes)
(no lane ropes)
(lane ropes)
Don't miss,,,
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Lap Swim
Baby and Me!
1:30-12:45 PM
11:30-12:45 PM
11:30-12:45 PM
11:30-12:45 PM
11:30-12:45 P
10:00-11;00 AM
Camp Hutchins
Camp Hutchins
Camp Hutchins
Swim Lessons
1:00-2:00 PM
1:00-2:00 PM
1:00-2:00 PM
10:00-11:00 AM
(Not open±q public)
(Not open to public)
(Notopento public)
Family Swim
Arthritis
Arthritis
Arthritis
11:00-2:00 PM
2:00-2:45 PM
2:00-2:45 PM
2:00-2:45 PM
Conditioning
Conditioning
Conditioning
3:00-3:5S PM
3:00-3:SS PM
3:00-3:55 PM
Family Swim
4:00-4:S5 PM
Conditioning
5:00-5:55 PM
Arthritis
4:1S-5:00 PM
Fluid Moves
5:10-5:50 PM
Family Swim
4:00-4:S5 PM
Conditioning
5:00-5:55 PM
Arthritis
4:15-5:00 PM
Fluid Moves
5:10-5:50 PM
Cardio Challenge Cardio Challenge Cardio Challenge Cardio Challenge
6:00-7:00 PM 6:00-7:00 PM 6:00-7;00 PM 6:00-7:00 PM
Lap Swim Swim Lessons Lap Swim Swim Lessons
7:00-7:55 PM 6:00-7:30 PM 7:00-7:55 PM 6:00-7:30 PM
Family Swim
4:00-9:00 PM
PLEASE... in order to maintain a quality program and for the consideration of others
we kindly ask that you participate in the class or activity you are attending.
2'7'epool temperature t e4 e& degrees a s recommended by the Arthritis Foundation,
AQUATIC FITNESS CLASS DESCRUMONS
(No registration required for fitness classes or Baby & Me.)
ARTHRITIS: 45 minutes of NO IMPACT exercises to meet the physical needs of those with
arthritis, recovering from injuries or surgery and also appropriate for anyone new to exercise.
Instructors are trained and certified by the Arthritis Foundation,
CONDITIONING Learn all the basic moves and how to safely use the equipment during this
moderate SS minute work-out. Grow in your experience through the various modifications to
improve balance and flexibility. A perfect class for those of all fitness levels and ages.
CARDIO CHALLENGE A high intensity work-out for the aerobically fit individual looking for
the right combination of cardiovascular, muscle strengtheninq and overall endurance training,
Guaranteed to leave you breathless!
JWWBegins January 4,2011. FLUID MOVES! A combination of Yoga, Tai Chi and
Pilates are a relaxing yet effective way to tone muscles, improve flexibility and relieve
stress.
BABY & ME: 0-4 and their guardian will adjust to the water in a safe, fun atmosphere.
Instructors share teaching techniques to make this new experience a happy one. ($der
class.)
REGISTRATION FOR SWIM LESSONS, LIFEGUARD TRAZMG & BASIC WATER RESCUE
www.lodiarts,or or in person at Hutchins Street Square Division of Arts and Culture 125 S.
Hutchins St. Lodi OR Parks and Recreation 125 N. Stockton St Lodi
PRIVATE POOL RENTALS: (209) 333-6800 Ext, 2452
CPR REGISTRATION & RECERTIF'ICATIONS OR INFORMATION ON POOL PARTIES DURING
OPERATING HOURS: (209)369-6921 OR contact Aquatics Coordinator,
POOL RULES
• PLEASE shower prior to entering pool.
• Swim caps required for all swimmers.
• For your safety, bring CLEAN aqua shoes for use in the pool and shower.
• Children 12 years and younger must be accompanied by a responsible adult.
• Children attending classes must be accompanied by an adult and actively
participating in class.
• PLEASE..NO PERFUMES OR COLOGNE.
POOL USE FEES
60+/Permanently Disabled/Children 2-17: $2.50 per day
$25 for 1S visit pass.
Adults! 18-59: $3.75 per day
$43 for 15 visit pass.
(Passes need not be purchased in advance. A volunteer or lifeguard will be happy
to help you prior to your first class.)
Ayerage fees for Specialised Trainin and
certifications. (American Red (mss)
Lifeguard Trainingw/Title 22 first aid. $200
(expires:3 yrs.) Renew cost= $75
Waterfront lifeguard (Lodi Lake)3 yr.
$70
CSR (expires each year)
$45
(City of Lodi Staff of approx. 3S lifeguards.)
CPR for the workplace (2 yr. exp.)
$45
Certified approx. 70 City employees from different departments.
Monthly class offers training to the public for a fee.)
First Aid Basics (3 yr.)
$45
Certify LMH Adult Day Care staff every 3 years.
]Basic Water Rescue (exp. 3 airs.)
$35
Certified LMH PT's each year to meet state requirements.
Certified Camp Hutchins staffto meet state requirements.
Aquatic Fitness Instructor Training yr.
$500
Train HSS Instructor Staff for yr. round Aq u at i c Exercise program.
Arthritis Instructor training 29r. $150
Must keep training standards! and Certs. Current for Arthritis program.