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Home My WebLink AboutMinutes - May 23, 2000 SSCITY OF LODI INFORMAL INFORMATIONAL MEETING "SHIRTSLEEVE" SESSION CARNEGIE FORUM, 305 WEST PINE STREET TUESDAY, MAY 23, 2000 An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday, May 23, 2000 commencing at 7:00 a.m. ROLL CALL Present: Council Members — Hitchcock Land, Nakanishi and Pennino Absent: Council Members — Mann (Mayor) Also Present: City Manager Flynn, Deputy City Manager Keeter, Finance Director McAthie, Information Systems Manager Helmle, Community Development Director Bartlam, Public Works Director Prima, Parks and Recreation Director Williamson, Fire Chief Kenley, Electric Utility Director Vallow, Economic Development Director Goehring, Supervising Librarian Miller, Human Resources Director Narloch, City Attorney Hays and Interim City Clerk Taylor Also present was a representative from the Lodi News Sentinel and The Record. TOPIC(S) 1. Budget Overview ADJOURNMENT No.action was taken by the City Council. The meeting was adjourned at approximately 7:50 a.m. ATTEST: Jacq line L. or Interi City Clerk CITY OF LODI COUNCIL COMMUNICATION AGENDA TITLE: Budget Review MEETING DATE: May 23, 2000 PREPARED BY: Deputy City Manager and Finance Director RECOMMENDATION: That Council review with staff the attached 1999-01 Financial Plan and Budget (City Manager Recommended Adjustments to Tentatively Approved 2000- 01 Significant Expenditure & Capital Requests). BACKGROUND INFORMATION: Attached for Council's review are the City Manager's recommended adjustments to the tentatively approved 2000-01 budget. The recommended adjustments to the operating budget consist of 10 Significant Expenditure Requests (SERs) totaling $406,115 and six capital adjustments totaling $2,064,000. Council previously reviewed in detail SERs and capital requests as submitted during preparation of the two year budget. Staff will only review with Council those requests which are changes to the tentatively approved 2000-01 budget. There is adequate funding to move forward with the recommended adjustments. The Fund Balance will be presented to Council during the May 30'h 2000 Shirtsleeve Session. Staff is available to meet individually with Council Members at their convenience to review budget requests. Attachment Respectfully submitted, s Jan9t S. Keeter Deputy City Manager Vicky S. Mc thie, Finance Director Approved H. Dixon Flynn, City Manager 1999-01 FINANCIAL PLAN AND BUDGET City Manager Recommended Adjustments to Tenatively Approved 2000-01 Significant Expenditure & Capital Requests CITY OF LODI CALIFORNIA City Manager Recommended Adjustments to Tenatively Approved 2000-01 Budget Amount Page # Significant Expenditure & Staffing Changes Fire Safety Hire additional Firefighter 41,500 1 Lease purchase Quint Apparatus 91,000 2 Water/Wastewater Utility Outside Lab professional services 64,000 3 Electric Utility Hire Electrical Estimator 9,765 4 Library Hire p/t Adm Clerical Asst 17,350 6 Economic Development Increase Partnership funding 10,000 7 Public Works Increase Solid Waste contract funding 20,000 8 Human Resources Increase citywide training program 37,500 9 Community Promotion Increase Visitor Bureau funding 70,000 10 Finance Department - Revenue Division Hire Account Clerk full time 20,000 12 Capital Requests Public Safety Designated Reserve for Public Safety Building 1,500,000 13 Wastewater Utility White Slough Improvements 214,000 14 Parks & Recreation Softball Electrical Upgrade n/a 15 Armory Park Electric Upgrade n/a 16 Lease Purchase Modular Building n/a 17 Grape Bowl Master Plan 30,000 18 Outdoor Skate Park 300,000 19 Community Development Dept Copier 10,000 20 Public Works Dept Copier 10,000 21 1999-01 FINANCIAL PLAN AND BUDGET REVIEW OF Changes to 2000 - 01 Significant Expenditure & Staffing Requests CITY OF LODI CALIFORNIA 2000 1999-01 FINA.\CLtL PLAN AND SUMLtRY SUMMARY OF SIGNIFICA"sT EXPENDITURES AND STAFFING CHANGES Aire Admullitrative (,7Ra U 1 SO,gW -.1999t. -W - .� 2000-01 %444:)) red eon mre to one time cost Hue temporary Auto CAD operator - Pg FIE Requested FIE City Jfansger : FIE Regtrated FiE City Menage r .. M : Cost . Recommended Coat Reoatmranded Comment .. Public Safety 9,000 ... ... . _. one time costs Police Protection 12,000 Police Administration 11,000 11,000 Federal Black Giant match finds 10,000 - absorb in current budget Police Operations 50,000 10,000 will encumber this FY Dispatcher team building 9,750 - - one time cost absorb in current budget -- Animal Control 130,770 130,770 3,930 - increased regulatory Purchase Cat cages _ 101,540 8,380 8,380 1.070 I - Offset one time cost - new regulations Fire Safety 377,135 - Fire Support Services 55,740 - - 55,740. second yr to allow time for setup Pwchate Portable weather station - 5,000 one time cost Emergency Services 10,000 - - absorb in current budget ?=base Foam dispensing wit .. 12,000 2.0-,000 � use capital rather than cant over FSreFirefighter 1 41,500 1 - 41,50() I 41,500 l :41,500- TraosportaHoe Hire Firefighter 1 - 1 41,500 1 .- 41,500 Strosts and Flood Control L- Purchase Quint Apparatus 2 -_ 91,000 -91,000 impact fee funds 0.25 - Purchase Fwarial defibrillator 40 hr now wino benefits 4.500 4,500 one lima casts Total Public Surety 1 81,630 1 49,880 _ 183,500 _ .- 178,500 0.25 P.M. Utilities - - - Leisure, Cultural & Social Services Water/Wastewater Utility Services Parks and Recreation - Engineering staff support 3 204,350 2 127,680 (6,000) divide cash 50/50 to each utility OWA& Lab professional services 3 61.000 64000 Electric Utility Services one time costs Hire Administrative Asst. - - Policy, Lege lative & Regulatory 54.000 1 .. - ; 54,000_ - Program Activities Coordinator - l 41,165 0.5 Hre Administrative Clerk 11 - 1 30,520 Purchase office chain - - hold til re•organintion consulting services 125,000 -. 125%000 Upgrade activity brochure 9,905 unbundled rates, benchmarking Electrical Engineering & Operations -- Hire Pan time CAD operator .. Aire Admullitrative (,7Ra U 1 SO,gW 1 "'WV (4,543) %444:)) red eon mre to one time cost Hue temporary Auto CAD operator - 20,840 (2,840) X7,500 Replacement of PCs (5) 15,000 7,500 - divide over two yeah Replacement of copy machine 9,000 - - 91000 - one time costs Increase funding of overtime 12,000 Meter leading materials funds 11,000 11,000 Business Planting & Marketing Consulting services 50,000 10,000 will encumber this FY Electric Constitution & Msintenance - .. Tice trimming contract increase 130,770 130,770 3,930 increased regulatory Hue Gramdsperson _ 101,540 1 01044 1.070 I - Offset reduce equal cost its 2 contract eco Contract personnel 377,135 - Fund Apprentice program 55,740 - - 55,740. second yr to allow time for setup Substations & Systems _ Prof. services for uartsformer maim 10,000 - - absorb in current budget Prof. services for painting 20,000 2.0-,000 � approve for second year Total Public Utilities 7.00 1,209,295 4.00.. .: 457,SSQ 65,580 1 - .13 - TraosportaHoe - Strosts and Flood Control -_ ihre Downtown Cleanup laborer . 0.25 2,620 0.25 - _ 2,620 40 hr now wino benefits Ffire Clean-up truck laborer 1 32,475 - Total Transportation 1.25 35,095 0.25 . 2,620. - - - Leisure, Cultural & Social Services Parks and Recreation Parks and Recreation Administration - Counect computer workstations 8,000 8,000 one time costs Hire Administrative Asst. - 1 54.000 1 .. - ; 54,000_ Program Activities Coordinator - l 41,165 0.5 .. 15,000 Purchase office chain 4,400 one time costa absorb in cement budget Upgrade activity brochure 9,905 -- Hire Pan time CAD operator - 10,495 - (3,855) absorb w/97 PT haus budgeted Recreation Divuion Aquatics Purchase Pool slide - 5,500 5,500 one time costs pending use of (:DBG funds Purchase Inflatable water feature - 3,500 ane time costs absorb in budget Youth Sports - Increase funds for youth activities 14,455 14,455. net incase offset by revenues Purchase Portable scoreboards 4,000 4,000 one time costs Sports Facilities - - - - Purchase Fence material - 4,900 4,900 - one time costs Additional PT laborer hours 26,035 25,000 27,380 one year of coats 1999-01 FLYA.YCLIL PLAN CE -,D SUNIMARY SUNIMARY OF SIGNIFICANT E.CPENDITL'RES AND STAFFING CHA:vGES ,,. :1949.00 2000 -OI. :- •. :. Pg FIE Requested FIE City Manager M Rcgnested. FTE City. Menage(• iR .:.'Cast Recommended Coat - Reoantmendad Cammem Parks Division -- - - Lodi Lake Park -" Special events funding offset offset - . " _ _- offset by donations Hue PIT Laborer - irrigationinstaller 11,405 .11,40.5 maxicam installation Park Ntaimenance Hue Laborer - - 1 31,390 I .:-'31`,390 -- -- Fere PIT Laborer 13,415 13,415. - Peterson & Glaves Increase part time hoes 13,050 � . - absorb w/97 PT hours budgeted Equipment Nfeintenance - Hue Part time assistant 3,650 3,650 After School Program .. Increase part time funding 8,710 9,710. - offset by revenues Extend operation to before school offset offset . - offset by revenues Community Center - - Community Center Administration - - - Box o1Fce staffing offset offset offset by revenues Hua Part time intern 5,905 5,905 - - Increase part time Adm Clerk hours 16,200 Senior Information Center Mm Part time intern 6,910 6,910 or use for PT staff w/ FSS Admin Swinuning Pool - Hire Aquatics Supervisor 1 8,000 1 8101 - , Ikttchins Street Square Maintenance Refgush wood floor - Kirst Hall 12,000 12,000: one time costs defer for one year Replace wood columns - 5,250 replace as necessary & absorb Ramove elders 5,000 51000 - one time casts Incremejanitorial supplies funding 11,030 Replace rental tables 11,990 51995 .5,995 20 each.yeer Increase fund for sublet services 13,180 13,180. (fire Park Maintenance Worker 1 34,145- thre Building Maintenance Worker 1 32_,975 1 3''_,975- 4,085 40,000 sf new space Fund Bi weekly in home newsletter 5,720 - - Social Services - - Library Increase pert time staffing pool 15,150 15,150 (tire lilt Adm Clerical Asst 6 17,350 1750' Flue Pan time Librarian Reference 19,800 Hire Pan time Librarian Children, 19,100 Total Leisure, Cultural & Social Ser 4.0 401,430 2.5 218,170 2 133,850 _ 120,735 Community & Economic Development Community Improvement - F$re Full time Administrative Clerk 11 0.5 20,210 0.5 20,210 �.. offset by part time savings Purchase office system furnirm 7,500 7,500 - one time costs Economic Development - Strategic & Marketing Plans 32.500 15,000 15,000 Increase PartnmbiP fuadiag 7. - - 10,000 - 10,000 Community & Eeaa Dev 0.5 60,210 221500 10,000 0-5 45,210 General Government _ - General Administration - Public Works Administration - - - FTre full time Admiaistrati.e Clerk Ull 0.5 15,450 0.5 - 15,456 ` offset by part time savings ILrc Volunteer Coordinator - 1 46,150 - - (2,150) - defer for fiwdserdevelopman Fund Solid Waste contrail 8 : 2,000 21000 25,000 45,000 ' increased 120,000 Administrative Services . Renin Resources - FHre Administrative Clerk Q 0.5 10,315 0.5 10;315 onset by pmt time savings Consulting Services 20,000 - 20,000 one time costs Citywide training program 9 : 10,850 10,850 37,500 37-50.0.. CS Train . 12 GF; 12 enterprises HR Risk Management ' injury & Illness Program 25,000 25,000_ one time cats Property Valuation 7,815 7,875 - one time costs Community Promotion Increase roods -Visitor Bateau 11 �- 70,000 70,000 . Information Systems Web page development services 5,000 5,000 Consulting Services 15,000 15,000 Purchase laptops (1 ea yr) 3.0 ., 3,000. Ffire Pan time Intern 8,320 -.", 5.320, defer to 2nd year Purchase Help desk software - 6,000 6,000 (4,800) . - WAN Internet Service Provider funding 9,600 9,600 City Clerk - 1999.01 FLYANCIAL PLAN AND SUMMARY SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES 673,405 5.25. 371-780 6.0 387,435 6.0 399,520 91,000 91,000 1.3 35,095- 54,050 15,150 itogttested,,: FIE _ City Mm.2 er.. FIE Requested. FTE City NW -W - . : 3ZS75 Cost . . `: Reoommeuded - ". Cost - 102,175 1 - Reeeatmaiied CotnmeriE - Municipal Code Book codification 1.5 102,175 1 63,940 65,688 5,000 4.0 - .5,000 - one time costs Cost of election - increase 1I3.035 173 2,017,720 9.25 - 7,795 6991280 X7,745` Continuing Fd for Public Officials 4,340 4,350 CHIC status Finance Revenue Division - - Hire full time Accoaat Clerk 12 1 17,605 1 17,605 0.5 20,000 0.5 20,000 Organizational Support Services - - - -- Finance Field Services _ - Purchase cellular phones - 1,630 1,630 (1,285) -..(285) offset by savings Fire Lead Meter reader 0.5 17,395 - Fleet Services - lire Parrs Clerk 0.5 14,845 0.5 _ - 14,845 1,580 -1,560 offset by pert time savings tire Fleet Servioes Worker .... 1 38,230 Tota1 General Government 3.5 230,060 1.5 142,755 2 207,185 1.5 220,675 TOTAL OPERATING BUDGET 17.25 2,017,720 925. 893,475 6.0 600,115 7.50 - 699.280 FUNDING SOURCES: General Fund Fire bnpact Funds Transportation Fund Library Fund CDBG General Liability fund Water Fund Wastewater Fund Electric Fund 9.0 673,405 5.25. 371-780 6.0 387,435 6.0 399,520 91,000 91,000 1.3 35,095- 54,050 15,150 17,350 17,3$0 13,000 13,000 - 3ZS75 - 32,975 - 1.5 102,175 1 h3,940 1,688 4,668 1.5 102,175 1 63,940 65,688 68,688 4.0 1,004,945 2.0 .329,670 36,955 2 1I3.035 173 2,017,720 9.25 893,475 6.0 600,115 7.50 6991280 1999-01 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Fire and Life Safety REQUEST TITLE: Add One Firefighter Position to Emergency Services Activity - REQUEST SUMMARY The request is to add one additional firefighter's position to the emergency services activity of the fire department. PRIMARY OBJECTIVE To provide a mechanism to staff a Quint at station one with four (4) personnel. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE As a result of the department's self-assessment and standards of cover document, it was determined that a re -distribution of equipment and personnel would increase the overall provision of emergency services to the citizens of Lodi. At present, station one is equipped with two pieces of apparatus and a minimum of six personnel. The first-line equipment consists of an Engine with a minimum of three personnel and a Truck with a minimum of three personnel. Once station four is built and occupied, the distribution of equipment will change to the Engine at station one being re -located to station four and the truck remaining at station one. When the truck is housed as the only first-line piece of equipment at station one, the functions of the crew at station will have a dual purpose. Not only will they have truck operational requirements at the scene of a fire, they will also have the typical functions of an Engine, responding to all service calls in station one's area in addition to just structure calls as it does now. This increase in operational requirements warrants the addition of the additional position. ALTERNATIVES 1. Continue with the practice that is currently utilized. COST SUMMARY 1999-2000 2000-2001 Additional Cost Staffing 40,000.00 Supplies, Material and Services 1,500.00 Minor Equipment Total $41,500.00 Savings Net Cost $41,500.00 1999-00 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: REQUEST TITLE: REQUEST SUMMARY Purchase of Quint Apparatus PRIMARY OBJECTIVE Maintain equipment that meet the needs of the department. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE As a result of the department's self-assessment and standards of cover document, it was determined that a re -distribution of equipment and personnel would increase the overall provision of emergency services to the citizens of Lodi. At present, station one is equipped with two pieces of apparatus. The first-line equipment consists of an Engine and a Truck, Once station four is built and occupied, the distribution of equipment will change to the Engine at station one being re -located to station four and the truck remaining at station one. When the truck is housed as the only first-line piece of equipment at station one, its functions will have a dual purpose. Not only will it have truck operational requirements at the scene of a fire, it will also have the typical functions of an Engine, responding to all service calls in station one's area in addition to just structure calls as it does now. The present truck was not designed for the increase in call volume or the additional equipment needed to function as an engine. Truck Two was removed from active service in 1998, leaving the department without a reserve truck. This purchase will allow the department to again have a reserve truck (06-012). ALTERNATIVES 1. Use Truck One (06-012) as a Quint until normal replacement cycle. COST SUMMARY 2000-01 Quint Apparatus $911000* Net Cost $91,000* * Lease Purchase 1 2000-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Wastewater Utility REQUEST TITLE: Wastewater Treatment Facility — Professional Services REQUEST SUMMARY Additional funding is requested for professional services required at White Slough Water Pollution Control Facility for outside laboratory services. PRIMARY OBJECTIVE To meet mandated testing and monitoring requirements of the new permit issued in January, 2000 and the testing required to monitor the groundwater. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The additional testing and monitoring required by the new permit for the White Slough Water Pollution Control Facility was not included when the budget was prepared last year. The amount that was budgeted covered the normal operations of the plant. This is the first year of the additional testing so the estimate of cost is based on the approximate number and types of laboratory tests that must be performed for both the new permit and rretaining a consultant to establish a groundwater monitoring plan. Depending on the results of the consultant's work, additional funds may be needed for new monitoring wells. ALTERNATIVES If the proper testing and monitoring is not done, the City is subject to fines. COST SUMMARY 1889-2999 2000-01 Additional Costs Staffing Supplies, Materials, Services $64,000 Minor Equipment Total Savings none Net Cost $64,000 3 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Electrical Estimator REQUEST SUMMARY Transfer Groundman/Groundwoman position from Construction/Maintenance Division to Electrical Estimator position in Engineering and Operations Division PRIMARY OBJECTIVE Provide the necessary Estimating staff in the Division to meet the workload and develop the required experience and expertise to fill a future vacancy due to retirement. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Electrical Estimator position spans a large variety of duties and responsibilities including customer negotiations relating to electric service, easement and right-of-way negotiations, system design and cost estimating, design and construction coordination with other utilities, preparation of work order documents and construction drawings and construction conflict resolution. Other duties include material evaluation, material application and construction methods and development of material and construction specifications as well as commenting to other City departments on various construction projects proposed by citizens, developers and prospective new customers. The workload in the estimating section for the past several years has exceeded the capacity of the approved staff (3 estimators) and does not appear to be diminishing in the foreseeable future based on current and pending development plans throughout the City. The Department has been able to utilize a retired employee as a contract estimator during periods of 1997 and 1998. The last 16 months a reassigned employee has assisted in the estimating area in order to respond to the workload created by the ongoing activities within the City. Several large capital and maintenance projects requiring significant estimator staff time have been delayed and are not at present being designed due to demands on available staff from development projects. Experience has shown that to train/develop an Electrical Estimator to effectively and independently perform the various duties of the job in this Department takes approximately three years. With retirement of one senior employee in 3 to 4 years, coupled with the workload indicated above, it is recommended that the Ground man/Groundwoman position approved in the 2000-01 Fiscal Year Budget be reassigned as an Electrical Estimator position. This additional Estimator position will assist the Department in meeting the demands in the estimating functions as well as develop the necessary skills to maintain continuity at the time the retirement occurs. The loss of the full time position of Ground man/Groundwoman may result in the Construction/Maintenance Division having to add this position temporarily as a contract position during the prime construction period for large construction projects. ALTERNATIVES Utilize consulting services for this function, not recommended. Consulting service with full time staff located in the Department's office, a necessity to perform this type of work, is not a cost effective option. Utilize contract employees, not recommended for long term full time work. Cost of a contract employee is comparable to a full time permanent employee and the element of employment continuity is lost. The Department has been unable to locate qualified contract employees for this position since late 1998. I 1999.2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE Electrical Estimator (continued) COST SUMMARY Additional Costs Staffing Utilities Supplies, Materials, Services Minor Equipment Savings Total IMPLEMENTATION Upon approval the recruitment process will be initiated. 1999-2000 2000-2001 $9,765 $9,765 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Library REQUEST TITLE: Part -Time Administrative Clerical Assistance REQUEST SUMMARY Create a part-time Administrative Clerical position for the Library Department Provide clerical assistance for library administration for daily operations and special projects. Free administrative staff to formulate policy, form community partnerships, oversee and coordinate library projects and programs, develop and seek grant sources. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Historically library administrative staff members have performed many basic clerical activities including photocopying, creating purchase orders, personnel action forms, agendas, recording and typing minutes, filing, collating, etc. In the past four years administrative activities have increased as the library has (1) spawned a library foundation, (2) created a long range planning committee, (3) added new information formats including Internet access, (3) sought and received grant moneys, (4) created new policies, and (5) commenced the initial study phase of a building program to renovate the library facility. Upcoming projects include (1) evaluating and upgrading the integrated automation system, (2) creating a computer lab, (3) writing grants for community outreach, and (4) continuing to develop the renovation project. The increased level of administrative activity leaves no time for daily clerical activities—activities not appropriate to the administrative level. A designated position to undertake these tasks—functioning as recording secretary for board meetings, creating agendas, maintaining files—is crucial to the continued progress of the library. Existing clerical staff positions are earmarked for coverage of public service desks, library materials processing, ordering, cataloging, home page maintenance, etc. ALTERNATIVES Maintain the status quo using existing staff for photocopying and collating tasks; retain other clerical tasks inapporpirately at the administrative level. POSSIBLE REVENUE/SAVINGS In FY 2000 the library's allocation from the Public Library Fund increased from $65,457 to $95,863. In addition the library will save $650 for the Library Board of Trustees monthly secretary. This position will potentially release administrative time so that revenues from grants and foundation campaigns increase. Positive public relations will also increase the potential for contributed moneys. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing $18,000 Supplies, Materials, Services Minor Equipment 2,000 Total $20,000 Savings/Offset Revenue 2,650 Net Cost $17,350 n. 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Economic Development REQUEST TITLE: San Joaquin Partnership Membership Fees REQUEST SUMMARY Increase current San Joaquin Partnership member fee from $20,000 per year, by an additional $10,000, to $30,000 per year. PRIINIARY OBJECTIVE To increase the City of Lodi's fee contribution so that it is equal to other San Joaquin County cities of comparable size and function. SUNI,VIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Councilmember Phil Peninno has requested the increase precipitated by his commitment to the Partnership Board to bring Lodi's member fee contribution on parity with those of other San Joaquin County city members - specifically the City of Manteca and the City of Tracy. The increase is warranted considering the fact that since the Partnership's inception, the City of Lodi has been paying less than its fair share relative to the benefits received from San Joaquin Partnership business assistance activities. ALTERNATIVES 1. None 2. Leave as is 3. Increase incrementally COST SUMMARY 1999-2000 2000-01 Additional Costs $10,000 Staffm Supplies, Materials, Services Minor Equipment Total $10,000 Savings Net Cost $10,000 7 2000-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Public Works REQUEST TITLE: Solid Waste Administration REQUEST SUMMARY _ To provide funding to address the upcoming renewal of the solid waste removal contract as well as provide professional guidance in meeting the City's goals for the Year 2000. PRIMARY OBJECTIVE To provide the best solid wastelrecycling service at the most reasonable cost to the consumer and yet provide the City with a revenue source that is based on an appropriate formula. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Many things have changed in the solid waste industry in the last few years. New programs must be added to continue to meet the goals of the California Integrated Waste Management Board. One of these programs is the Landscape Maintenance Outreach Program sponsored by CIWMB and San Joaquin County. The City is responsible for approximately $5,000 to match a State grant. This is an educational program and will show the City's good faith effort in achieving our goal. Each County agency has a prorated matching amount. The contract with our solid waste contractors comes to an end June 30, 2003. We have the option to extend the contract for an additional 7 years if the contractor is notified 18 months prior to the ending date. The contractor's operation has never been audited and this should be done before any decision is made regarding continuation of the contract. An outside auditor would be hired to do this. In all likelihood, the City will go to bid for a new contract rather than operate under a 14 -year old agreement. It is imperative that a consultant with experience in this growing and sophisticated industry be hired to prepare a request for proposal that will be most advantageous to the City and yet provide reasonable and quality service to the consumer. The estimated cost is $25,000. There are other sources of revenue in the solid waste recycling field that have not been addressed by the City. This would be included in a request for proposal. We must also look at the reuse, recycling and resource reduction practices of industrial and commercial users to capture quantities that we are not presently reporting. This will be accomplished by a consultant who does an analysis of businesses and industries. The survey could cost up to S15,000. In order to meet the Year 2000 goal, good faith efforts must be made and the recycling practices of businesses and industries must be measured.. ALTERNATIVES • Hire a part-time employee with experience in solid waste management whose time is devoted exclusively to the solid waste issue. • Extend the existing contract for an additional 7 -year term as provided in the contract without developing a new rate structure or franchise agreement. COST SUMMARY 2000-01 Additional Costs Staffing Supplies, Materials, Services $25,00)) $45,000 Minor Equipment Total $25,909--$45,000 'Savings ' Fines could be levied if goals are not met. Net Cost $25,009 $45,000 2000 — 2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Human Resources REQUEST TITLE: Training - Improving Customer Service Delivery REQUEST SUMMARY: Creation of a customer service training program in FY 2000-01 for all City employees. PRIMARY OBJECTIVES: 1. To increase City employees' skill and motivation levels through an increased awareness of techniques for improving service delivery to customers both inside and outside the City organization. 2. To lower unit costs of training sessions provided by the City by reducing travel and business expenditures associated with training. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE: Continuous, incremental improvement of any organization's human resources is necessary to maintain a motivated work force that delivers high quality services. There is currently a lack of consistency in the way City departments provide training. A variety of high-volume vendors mail numerous brochures to the City offering an assortment of generic training sessions. Departments often respond in a reactive, ad-hoc manner by sending staff to these sessions whenever the need arises. This program strives to provide training of a uniformly high quality, designed specifically for City of Lodi employees. In part, this program intends to bring expertise, as much as possible, to the City of Lodi. Currently, a great deal of training for the City is obtained by sending staff to outside locations such as Sacramento, Modesto and the Bay Area. The expense and logistical rearrangements necessary to cover absent staff members often acts as a disincentive for a department to take any action to provide staff training. The City is considering development of a customer service training program utilizing professionals in the field to investigate service delivery deficiencies in our unique organization. Research may be conducted employing a variety of techniques, including interviews and administration of questionnaires, to determine specific segments of training which should be provided for City of Lodi employees. Findings will then be used to develop customized seminars designed to address our specific needs in an interesting and informative manner. 0 ALTERNATIVES: a Continue using sessions provided by the consortium and training firms exclusively. • Account 100404 - Training - City Wide, contains $11,176 for the upcoming fiscal year. This funding could be applied toward the cost of the proposed customer service training program. However, this account has been used on a regular basis to cover expenses such as tuition for -- Leadership Lodi, tuition for Councilmembers education, and other related draws. Once charged against this account, these expenses will not leave an appreciable balance to apply towards the customer service training program. COST SUMMARY: 2000-2001 Additional Costs: Supplies, Materials, & 37,500 Services: Total: 37,500 IMPLEMENTATION: With approval of this request, Human Resources staff will: 1. Obtain proposals in order to retain the services of professional training firms with capability in this discipline. /d 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Lodi Convention & Visitors Bureau REQUEST TITLE: Funding for Expanded Program REQUEST SUMMARY: To provide additional funding to the Lodi Convention & Visitors Bureau for an expanded program to market Lodi. PRIMARY OBJECTIVE: To increase a viable tourism marketing campaign as an economic tool for the promoting the City businesses and attractions. Increased tourism is expected to have a positive impact on sales tax and TOT tax. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE: The Lodi Convention & Visitors Bureau provides an invaluable service to the Lodi business community and to the City of Lodi. Services include compiling visitor and conference packets for distribution at trades shows and through mailings; gathering information from community on events, activities, attractions, and services for submission to the community calendar; organizing and coordinating tour groups; marketing Lodi in major travel publications; and, partnering with City's Economic Development Director, Chamber of Commerce, and the local business community and service clubs. The services compliment and supplement those efforts underway by the City of Lodi to attract and promote the Lodi community. In the coming year, the LCVB is planning to feature a Community Corner at the new visitors center, establish a Lodi Wine Trail, produce booklets and brochures filled with visual images and information about Lodi, expand advertising campaigns in major travel publications, and develop a Lodi Website to serve as both an online visitors guide and the foundation for the new Community Concierge program. The LCVB is requesting additional funding from each of partners to offset the cost of these expanded programs. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing Supplies, Materials, Services Minor Equipment Total $ 70,000 Savings Net Cost ii 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Finance Dept - Revenue Division REQUEST TITLE: Hire Full Time Account Clerk REQUEST SUMMARY Hire a full time Account Clerk in the Revenue Section to handle additional workload with Electric Utility proposed rate changes for low income, and all electric customers. PRIMARY OBJECTIVE 1. Assume responsibility for new duties related to the proposed rate schedule. 2. Provide greater customer service 3. Increase efficiency 4. Decrease dependence on part time employees SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE To remain competitive in a deregulated environment, Electric Utility is working on a program to provide a more competitive rate for low income and all electric customers. The proposed plan will impact Finance Revenue division staff in two ways: 1) by shifting work previously done by Electric Utility Department staff, and 2) by the potential volume of customers involved in the expanded program. The program would involve explaining programs to customers, certifying customers qualifications, periodic follow up and renewal process, and report preparation. ALTERNATIVES To work part time staff on a full time basis. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing 39,634. Supplies, Materials, Services Minor Equipment Total Savings (19,634) Net Cost 20,000 /a 1999-01 FINANCIAL PLAN AND BUDGET REVIEW OF Changes to 2000 - 01 Capital Requests CITY OF LODI . CALIFORNU 2000 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY MISSION '1999-00 0041� "Roi q R dia Comments:. - Public Safety Police Protection Auto dialer computer system 71,950 Radio channel voting site 14,300 14,300 OF State Crime Lab - DOJ fees 94,160 place holder Fire Department Fire Station #4 place holder Support Services Purchase Foam dispensing unit 12,000 OF Total Public Safety 2,575,410 2,014,300 14,709,000 1,512,000 Public Utilities Water Utility Services Walcr Water System Capital Expansion 75,000 75,000 75,000 75,000 Water IMF Water System Capital Maint 45,000 43,000 310,000 310,000 Water Purchase water valve exciser 5,070 5,070 Purchase 4" trailer mounted vac sys 36,640 Water Distribution system study 45,000 45,000 Water Wastewater Utility Services Collection System Capital Maint 395,000 395,000 535,000 535,000 Wastewater - White Stough Improvements 14 152,000 152,000 214,000 214,000 WW Headworks Improve deferred some - aeration Sludge Pump Replace Grinder Installation Tailwater System Imp Roadway Improvements Pond Recircle Pumps Variable Freq Drive Repi Digester Cleaning Electric Utility Services Municipal Service Center expansion 120,000 120,000 4,900,000 4,900,000 Elec I.J7, WIWW IMF Electrical Engineering & Operations SCADA & UPS systems replace 215,000 215,000 Elec, Water, WW Watthour meter test system replace 40,000 40,000 Elec Design software 40,000 40,000 40,000 40,000 Elec Electric Construction & Maintenance Line Extensions 716,200 716,200 722,600 722,600 Elec Long Term Distribution System Improv Dusk/Dawn 1,512,200 1,512,200 912,200 912,200 Elec Long Term High Voltage Protection 330,000 330,000 1,900,000 1,900,000 Elec Long Term Substations & Systems Harmonics analyzer 22,000 22,000 Elec; Total Public Utilities 31712,470 3,707,400 9,645,440 9,613,870 Transportation Streets and Flood Control Streets Division Computerized sign making system 26,000 Sidewalk sweeper 30,000 30,000 Street TDA Pavement management software 20,000 20,000 Measure K maint Update distribution sys on oil truck 20,750 20,750 Measure K maint 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY MISSION b. Yg Requested CrtyManager; Requested CityManaget #= Cost Reconutieaded Cost Recommended Comments Misletoe removal Tree Inventory implementation - - Safety pruning flees - North School Tree planting - Hutchins St Median Tree removal/plant S Central St Downtown Improvements Downtown Street Improvements Street Lighting Landscaping & Pedestrian amenities Street Maintenance disc traffic control improvements Signal lamp conversions to LED New traffic signal installations Upgrades to existing traffic signals Mise street & sidewalk improvements Misc curb & gutter improvements Misc Bicycle Transportation impr Handicap ramp retrofit program Beckman Rd reconstruction Stockton St reconstruction Lodi Ave track removal Mise overlays Major Street Expansion Lower Sacrament Rd Kettlemanffaylor Lower Sac Rd Taylor/Turner const Guild Ave extension Misc widening Transit Park & Ride Parking Structure Design Construction Total Transportation _ 36,000 36,000 cm 31,000 31,000 Street TDA 31,200 31,200 cm, Street TDA 39,300 39,300 cm 19,175 19,175 cm 707,000 707,000 275,000 275,000 CDBG, Measure K maint Elec Long Term 20,000 20,000 20,000 20,000 cm, Measure Kmaint 160,000 160,000 Elec 120,000 120,000 75,000 75,000 75,000 75,000 Federal 50,000 50,000 50,000 50,000 cm, Measure K maint 10,000 10,000 10,000 10,000 em, Measure K maint 15,000 15,000 15,000 15,000 Transit TDA 50,000 50,000 100,000 100,000 CDBG 835,000 835,000 Measure K maint, Federal 763,000 763,000 :Measure K maint, Federal 930,000 930,000 Measure K grant 750,000 750,000 115,000 115,000 INIF 500,000 500,000 4,322,000 4,322,000 1,200,000 1,200,000 [MF, Elec Long Term 30,000 30,000 30,000 30,000 IMF 200,000 200,000 FTA, other grants 3,800,000 3,800,000 F .A other grants 9,752,250 9,592,950 5,728,175 5,861,475 Leisure, Cultural & Social Services Parks and Recreation Parks & Recreation Capital 150,000 150,000 150,000 150,000 GF Safety pruning - Lawrence Park (39,300) Safety pruning - Legion Park (13,600) Salas Park backstop (30,000) Lodi Lake nature fence (15,000) Lodi Lake beach impr (100,000) Lodi Lake parking lot (100,000) Lodi Lake Turfrenov (20,000) Small projects (10,000) Recreation office paint (20,000) Softball backstop fabric rep (20,000) Shade structure (15,000) Maucom irrigation Eng Oaks(10,000) Maxicom irrigation Beekman(10,000) Vinewood restroom re, (45,000) Softball Electrical upgrade (35,000) 25_ Armory Park Elec upgrade (25,000, 16 Leasef! urchase Mod Build (50,000) ;.17, 1999-01 FINANCIAL PLAY AND SUMMARY CAPITAL BUDGET DETAIL BY MISSION .• :., r ".; ''',,15199-00 -.-3WR-OI Pg Requoated City btaaager Regtiested Ctty Manager - 1i ::Cost:: Ret;omatarded. r ; , `, Cosr. . , .; "Recommended::- •:. `Commants <. Redevelopment Agency 100,000 100,000 OF FB Total Community & Economic Development. Gropc Bowl Mster Plan 18 100,000 10,000 30,000 30,000 CDBG Outdoor Skate Park 29 300,000 300,000 Replace copier (20,500) 20,500 20,500 Public Works Administration Replace duplicator (10,200) 10,200 10,200 opier .21 can defer for year Playgrounds P & R 50,000 50,000 funds for rmil mac Administrative Services CDBG Playgrounds schools 50,000 50,000 Cultural Services ' Fortis imaging software 50,000 Community Center 30,000 OF Imaging - conversion 15,000 Purchase of new copy machine 10,210 10,210 GF Copier OF Equip Library 50,000 50,000 100,000 100,000 Lib Trust Self service check out station (36,000) Telephone System Upgrade 180,000 Remodel - computer room (32,000) Equip, Elec OF W ,WW, JD Edwards implementation 200,000 Computer lab for public use (56,000) 200,000 200,000 Elee LII', WWW Finance Administration Upgrade computer system (100,000) Photocopier replacement 9,000 Develop remodel plan (150,000) GF Equip klail processor machine Total Leisure, Cultural & Social Services ::'.` ` 280,710 290,910 640,200 630,000 Community & Economic Development Public Works Facilities Services Community Development f I%',AC replacement - Finance Dept 23,000 Administration pending efficiency study Roof Replacement - Fire Station #3 24,100 Redevelopment Agency 100,000 100,000 OF FB Total Community & Economic Development. 100,000 100,000 10,000 10,000 General Government Legislation and Policy Public Works Administration opier .21 lu'000 10,000use funds for rmil mac Administrative Services ON Clerk Fortis imaging software 50,000 80,000 30,000 OF Imaging - conversion 15,000 15,000 GF Copier 31,500 Information Systems Telephone System Upgrade 180,000 180,000 Equip, Elec OF W ,WW, JD Edwards implementation 200,000 200,000 200,000 200,000 Elee LII', WWW Finance Administration Photocopier replacement 9,000 9,000 GF Equip klail processor machine 15,235 use funds PW/CD copiers Organizational Support Services Public Works Facilities Services f I%',AC replacement - Finance Dept 23,000 pending efficiency study Roof Replacement - Fire Station #3 24,100 24,100 OF Roof Replacement - WhiteSlough 45,000 45,000 Roof Replacement - Various 100,000 Roof Replacement - k1SC 151,000 151,000 Total General Government 652,100 508.100 431,735 406,000 TOTAL CAPITAL BUDGET 17,072,940 16,213,660 31,161,550 . 18,033,345. 1999-01 FINANCIAL PLAN AND SUMMARY CAPITAL BUDGET DETAIL BY MISSION ' t �g Requested G!y blaaeger Requested City Manager . #� :.:: :Cost ; . -Recommended :Cost Recommended :Comments -- FUNDING SOURCES: Can Fund Fund Balance GENERAL FUND - CAPITAL GENERAL FUND -EQUIP REPL LIBRARY Ttast Financing, CDBG GRANT FUND MEASURE K GRANT MEASURE K-NJAINT STREET TDA IMPACT FEE FUNDS FEDERAL FTA FUND ELECTRIC FUND ELECTRIC FUND -LONG-TERM WATER FUND WATER IJIF WASTEWATER FUND SEWER I%IF TRANSIT TDA Other Grants TOTAL 1,500,000 512,000 20,000 50,000 251,000 5,398,000 94,475 30,000 75,000 3,340,000 5,363,800 355,070 135,000 834,000 60,000 15,000 18,033,345 1999-2001 Financial Plan and Budget Request CAPITAL V4PROVEMENT BUDGET REQUEST ACTIVITY: - Public Safety REQUEST TITLE: Public Safety Building - Designated Reserve Project Description The Public Safety Building project consists of three phases: Phase I includes Fire Station 1, Fire Station 2, and critical improvements to the current Public Safety Building Phase II includes building a new Police Station, and Phase III includes the renovation of the current 30+ year-old Public Safety Building and the addition of a parking structure. Council has ranked this project as a "highest priority" during the budget process. Project Objectives The objective of this project is to: • set aside $1,500,000 annually in a special designated reserve toward the funding of the Public Safety Building project. • give a better picture of impact of a financing on the General Fund operating costs • set up a reserve if anticipated revenues do not materialize in a given year Existing Situation After numerous shirtsleeve meetings, the Council has approved moving ahead with the project design stage. When the design stage is completed, staff will bring recommendations to Council for discussion and approval. The next stage will be to discuss funding alternatives. One alternative is to finance the project using General Fund revenues. A cash flow projection was prepared by Public Financial Management to show the feasibility and impact of a Public Safety financing on the General Fund. Council approved the cash flow assumptions on March 30, 2000. Other alternatives include combinations of grants, low interest financing from the State and traditional financing using Certificates of Participation. The alternative scenarios are intended to free general fund revenues for use in meeting other public needs. Setting aside $1,500,000 annually would give Council a better picture of the impact of a financing on the operating costs and would demonstrate the cities ability to meet the projected annual debt service prior to any actual financing. These funds would also establish a reserve if anticipated revenues do not materialize in a given year. Schedule and Project Costs Total $327,000 $1,659,000 $4,000,000 $4,612,000 $7,752,000 $18,350,000 Recommended Set Aside $1,500,000 $1,500,000 $3,000,000 /3 1998-99 1999-00 2000-01 2001-02 2002-03 Project Total Phasing Preliminary Design/Study $327,000 $260,000 $587,000 Acquisition $375,000 $390,000 $765,000 Construction Phase I $224,000 $700,000 $924,000 Phase II $800,000 $2,310,000 $4,612,000 $2,302,000 $10,024,000 Phase III $600,000 $5,450,000 $6,050,000 Total $327,000 $1,659,000 $4,000,000 $4,612,000 $7,752,000 $18,350,000 Recommended Set Aside $1,500,000 $1,500,000 $3,000,000 /3 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Wastewater Treatment MISSION CATEGORY: Wastewater Utility REQUEST TITLE: White Slough Water Pollution Control Facility Capital Maintenance Project Description Major replacements and repairs of facility components and equipment. Project Objectives Maintain reliability and efficiency of wastewater treatment facilities. Existing Situation The City's wastewater treatment facility was originally constructed in the 1960's. During major expansions in the past two decades, some, but not all, of the equipment and components were replaced or renovated. Various components, as listed, are in need of major repair or replacement, independent of future improvements to the facility. Schedule and Proiect Costs Fiscal Year: 99/00 00/01 01/02 02/03 03/04 Total Headworks Renovation S 30.00A $250,000 S 30,000 $250,000 $280,000 Sludge Pump Replacements (CM) $ 12,000 (final year of multi-year program) S 12,000 'Grinder Installations (CM) S 20,009 $ 27,000 $ 24,000 $ 26,000 $ 77,000 Tailwater System Improvements $ 8,000 $ 60,000 $ 68,000 'Roadway Improvements (CM) $5,000 $ 30,009 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $125,000 Pond Recirculation Pump Replacement (CM) $ 12,000 $ 12,000 $ 24,000 Variable Frequency Drive Replacements (CM) $ 35,000 $ 35,000 $ 30,000 $ 30,000 $130,000 Aeration System (added after budget process) $ 75,000 $ 75,000 Diaeagr Cleaning $ 5.000 $ 50-000 $ 59 QQQ $ 50.000 5155.000 Total $152,000 $458;900 $4-34990 $4- ; $ 30,000 $855,09G $214,000 $164,000 $386,000 $941,000 *These projects were approved in the 1999/00 Capital Improvement Budget but were deferred in order to make needed improvements to the aeration system at White Slough. Notes: All funding from Wastewater Capital Outlay Funds, 17.2 (CM) means Capital Maintenance Project account automatically appropriated with budget. Alternatives 1. For slight reductions, roadway and equipment replacement projects can be deferred. Project Effect on Operating Budget Minor reductions in electrical and labor costs. 1q 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks and Recreation REQUEST TITLE: Softball Complex Electrical Upgrade Project Description Replace direct burial wiring with a new underground electrical system to accommodate new sports lighting. A new lighting system will _be installed in late July and August through the Public Benefits Program. Project Objectives To upgrade the existing electrical service for the new sports lighting. This work will be performed by Energy Masters International. This company is contracted through the Electric Utility Department to execute the Public Benefits Program projects. Existing Situation The existing electrical wiring at this facility is direct burial. Many years ago, the Electric Utility Department recommended that when the opportunity to upgrade the lighting system presented itself, the direct burial wiring should be replaced with a more reliable system. The underground direct burial conductor is not sized properly for the new sports lighting upgrade and there are a number of hot leg conductors that are burned out. Currently the burned out legs have jumper connections for daily use. Project Work Completed None. Schedule and Project Costs Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund Electric Utility Fund Water Fund Sewer Fund Total Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 Alternatives None. The opportunity to upgrade needs to be completed in conjunction with the upgrade of the sports lighting. Project Effect on Operating Budget This project will lessen the maintenance requirements now necessary for existing conditions. !S 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks and Recreation REQUEST TITLE: Armory Park Electrical Upgrade Project Description Replace direct burial wiring with a new underground electrical system to accommodate new sports lighting. A new lighting system will be installed in late July and August through the Public Benefits Program. Project Objectives To upgrade the existing electrical service for the new sports lighting. This work will be performed by Energy Masters International. This company is contracted through the Electric Utility Department to execute the Public Benefits Program projects. Existing Situation The existing electrical wiring at this facility is direct burial. Many years ago, the Electric Utility Department recommended that when the opportunity to upgrade the lighting system presented itself, the direct burial wiring should be replaced with a more reliable system. The underground direct burial conductor is not sized properly for the new sports lighting upgrade and there are a number of hot leg conductors that are burned out. Currently the burned out legs have jumper connections for daily use. Project Work Completed None. Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Acquisition Construction $25,000 Total $25,000 $25,000 Recommended Funding Sources Capital Outlay Fund $25,000 Electric Utility Fund Water Fund Sewer Fund Total $25,000 $25,000 Alternatives None. The opportunity to upgrade needs to be completed in conjunction with the upgrade of the sports lighting. Project Effect on Operating Budget This project will lessen the maintenance requirements now necessary for existing conditions. /b 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks and Recreation REQUEST TITLE: Lease or Purchase Modular Building Project Description Lease or purchase a modular building that would attach to the current main office building. The modular building would provide for four offices and a small meeting room. Current offices will be renovated into work areas. Project Objectives To provide staff with adequate and needed work areas and offices. Existing Situation Currently, there are three Recreation Supervisor offices in the main office building and one in the Recreation Annex next door. The offices in the main building do not allow for needed privacy for the supervisors as they are only partitioned areas. We also have many part time field supervisors who need work areas during their office time. Project Work Completed None. Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing S tudy Design Acquisition $50,000 Construction Total $50,000 Recommended Funding Sources Capital Outlay Fund $50,000 Electric Utility Fund Water Fund Sewer Fund Total $50,000 Alternatives Do nothing and continue working in current environment. Project Effect on Operating Budget None /_% 1999-2001 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTP;M: Parks and Recreation REQUEST TITLE: Grape Bowl Master Plan Project Description Master plan the Grape Bowl, which would include an economic view of the current and potential new uses of the facility. Project Objectives To produce a facility that will accommodate the next fifty years of use and create a direction and a plan. Existing Situation The facility is run down and is in desperate need of renovation. We currently have no plan in place for systematic maintenance and renovation. Staff also feels the facility is underused and has much more potential than is currently being utilized. Project Work Completed None Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study $30,000 Design Acquisition Construction Total $30,000 Recommended Funding Sources Capital Outlay Fund $30,000 Electric Utility Fund Water Fund Sewer Fund Total $30,000 Alternatives Do nothing and let the facility continue to deteriorate. Project Effect on Operating Budget The master plan itself will not have an effect on the operating budget, however, it is expected that maintenance issues will be addressed that will result in cost saving measures. It is also hoped that the plan will identify potential revenue from new uses. 1999-2001 Financial Plan and Budget Request _ _ -- CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Parks and Recreation REQUEST TITLE: Outdoor Skate Park Project Description - Creation of an outdoor skate park facility including selection of a consultant, design, and construction of the park. This facility should be used by all age groups and skill levels and have elements appropriate for each group. Project Objectives To design and build an outdoor park, either above or below ground as determined by citizen and staff committees with community input while following JPA directions to address liability issues. Existing Situation Citizens have expressed a need for an outdoor skate park. The Mayor and Council have appointed a steering committee. The City Manager has appointed a staff committee to act as liaison to the project. Project Work Completed None Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study $ 20,000 Design $ 60,000 Acquisition Construction $220,000 Total $300,000 Recommended Funding Sources Capital Outlay Fund $300,000 Electric Utility Fund Water Fund Sewer Fund Total $300,000 Alternatives 1. Choose not to construct a facility 2. Purchase or lease a building for an indoor operation 3. Contract out turnkey park with revenue flow for city Project Effect on Operating Budget Maintenance and operation issues will need to be addressed. i9 2000-2002 Financial Plan and Budget Request CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Community Development REQUEST TITLE: New Copier Project Description: Replace the 5 -year-old Sharp copier presently used by the Community Development Department. The copy quality and reliability of this copier has deteriorated. When the machine was purchased, we estimated the maximum annual number of copies to be 65,000. We now run in excess of 69,000 copies per year with the maintenance agreement costs being $1016 per year. PRIMARY OBJECTIVE To provide good quality copies and decrease staff time needed to maintain this copier or to go to another location because the copier does not work. Existing Situation This copier was purchased in 1995 and the number of copies made on this machine has steadily increased. In the last year, we have had 15 service calls for repairs. Recently, there has been as many as 3 service calls per month. When repairs are needed, the copier is not available for use and staff is required to leave the work area in order to make copies. The quality of the copies has also deteriorated and the service representative has indicated that there is not much more they can do to make them better. COST SUMMARY 2000-01 Additional Costs Staffing $0 Supplies, Materials, Services $0 Minor Equipment $10,000 Total Savings None Net Cost $10,000 Alternatives: Postpone replacement for another year. This is really the only alternative and would greatly reduce the efficiency of this Department. Much staff time is wasted trying to repair and "unjam" the copier. When it isn't working, staff must leave the work area to make copies. (Secretarial staff must make sure that someone is available to take phone calls and assist citizens at the counter.) pLC 1999-2001 Financial Plan and Budget CAPITAL IMPROVEMENT BUDGET REQUEST ACTIVITY: Public Works Administration REQUEST TITLE: Replacement of Copies Project Description Replace the 5 -year-old Minolta copier presently used by the Public Works Administration/Engineering Divisions. The copy quality and reliability of this copier has deteriorated. When the machine was purchased, we estimated the annual number of copies to be 80,000. We now run in excess of 130,000 copies per year and the maintenance agreement costs have increased significantly. Project Objectives To provide good quality copies and decrease staff time needed to maintain this copier or to go to another location because the copier does not work. Existing Situation This copier was purchased in 1995 and the number of copies made on this machine has steadily increased. In the last two years, we have had 42 service calls for repairs. When repairs are needed, the copier is not available for use and staff is required to leave the work area in order to make copies. The quality of the copies has also deteriorated and the service representative has indicated that there is not much more they can do to make them better. The existing copier will be used to replace a handed down copier in the engineering office that is older and not used nearly as much. The old copier in the Engineering office will be disposed through the Purchasing Division. Schedule and Project Costs Prior Project Budgets 1997-98 1998-99 1999-2000 2000-01 Total Phasing Study Design Acquisition Construction Total Recommended Funding Sources Capital Outlay Fund Electric Utility Fund Water Fund Sewer Fund Total $10.000 $10.000 $10,000 $10,000 $10.000 $10,000 $10.000 Alternatives Postpone replacement for another year. This is really the only alternative and would greatly reduce the efficiency of this Department. Much staff time is wasted trying to repair and "unjam" the copier. When it isn't working, staff must leave the work area to make copies. (Secretarial staff must make sure that someone is available to take phone calls and assist citizens at the counter.) Project Effect on Operating Budget Increased staff efficiency in the Administration office. 9/