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Home My WebLink AboutMinutes - May 11, 1999 SS226 CITY OF LODI INFORMAL INFORMATIONAL MEETING "SHIRTSLEEVE" SESSION CARNEGIE FORUM 305 W. PINE STREET TUESDAY, MAY 11, 9999 An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday, May 11, 1999 commencing at 7:00 a.m. ROLL CALL Present: Council Members — Hitchcock, Mann (left at 8:15 a.m.). Nakanishi, Pennino and Land (Mayor) Absent: Council Members — None Also Present: Deputy City Manager Keeter, Economic Development Coordinator Goehring, Administrative Assistant to the City Manager Haynes, Administrative Assistant to the City Manager Hamilton, Information Systems Manager Helmle, Public Works Director Prima, Community Development Director Bartlam, Finance Director McAthie, Police Chief Hansen, Fire Chief Kenley, Electric Utility Director Vallow, Community Center Director Lange, Parks and Recreation Director Williamson, Human Resources Director Narloch, Library Services Director Martinez, City Attorney Hays and City Clerk Reimche Also present in the audience was a representative from the Lodi News Sentinel and The Record. TOPIC(S) Discussion Regarding Budget ADJOURNMENT No action was taken by the City Council. The meeting was adjourned at approximately 8:17 a.m. ATTEST: 46�0h. Alice M. Reimche City Clerk .999-01 FINANCIAL PIAN AND SUMMARY draft OPERATING BUDGET BY MISSION Police Protection 7,415,559 7,700,846 7,909,365 7,936,805 Fire Safety 3,302,920 3,435,887 3,694,990 3,836,970 Other Safety Services 12,265 32,155 37,380 38,540 Total Public Safety 10,730,744 11,168,888 11,641,735 11,812,315 Public Utilities Water Utility Services 4,149,465 3,143,030 3,193,825 3,301,895 Wastenvater Utility Services 2,740,734 2,770,105 3,302,060 3,323,470 Electric Utility Services 9,124,707 9,229,870 10,885,080 11,260,925 Total Public Utilities 16,014,906 15,143,005 17,380,965 17,886,290 Transportation Streets and Flood Control 1,741,165 1,746,421 1,675,385 1,695,335 Transit 1,100,634 1,074,830 1,443,340 1,503,350 Total Transportation 2,841,799 2,821,251 3,118,725 3,198,685 Leisure, Cultural & Social Services Parks and Recreation 635,049 715,790 754,870 786,355 Recreation Division 334,442 324,820 .377,115 406,270 Parks Division 1,186,139 1,161,485 1,295,595 1,322,455 Cultural Services 1,716,220 1,824,525 2,244,100 2,232,265 Total Leisure, Cultural & Social Services 3,871,850 4,026,620 4,671,680 4,747,345 Community & Economic Development Planning 373,669 451,115 387,215 475,700 Construction Development 1,547,549 1,505,580 1,615,135 1,674,735 Economic Development 392,978 300,335 389,700 395,280 Total Community & Economic Development 2,314,196 2,257,030 2,392,050 2,545,715 General Government Legislation and Policy 101,931 80,280 92,015 94,090 General Administration 716,935 593,725 632,515 679,275 Legal Services 278,419 277,080 282,085 279,195 City Clerk Services 222,865 241,050 231,420 267,915 Administrative Services 2,294,700 2,656,050 2,950,825 2,917,275 Organizational Support Services 1,479,446 1,544,250 1,723,330 1,745,820 Non -Departmental Services 4,801,350 5,054,455 4,872,660 4,947,175 Total General Government 9,895,646 10,446,890 10,784,850 10,930,745 TOTAL OPERATING BUDGET`45,669;191 ;:;,51,121;095 ; :: ';45:$63.684 _ ':;:.49,990,005: 1999-01 FTNANCLIL PLAN AND SUWMARY SUMSS XY OF SIGNIFICANT EXTE.ti'DITURFS AM) STAFFING CHANGES 1999 00 2000.01 FiE' Requiested FIE Crry Maga '.; FIE Ragrxated FIE C1ty IYtaoagar ., .Cost' - ltaeoa�mdod . 'Cost- ....-.Reamtrvesded.; .Casamerri - :.. - Pubbe Sarety Police Protection s Police Administration •k'_ Federal Block Ceram match funds 1 10,000t r absorb in anent budget Police Operations- >lbpatebateam building 2 - 9,750 Y z x one time Coat absorb in arrant budget Animal Control Purchase Cat ages + S'= 8.380 one time cost new regulations Fire Safety ; ti- _ Fere Support Saviees Purchase Portable weather station i;000 one time cwt Fme$enry Services '< _ Puaehase Foam dispensing omit -'S is 12,000 - 12,000 one time cost- use catty orae funds FFe+e FixSgMa.6 ] 41,500 I _Y 41,30p t 41,500 !- 41,Sfp'_ Purchase External defibrillator i' =:7 4,500 4,300' one time costs Total Pablic Safety ] 81,630 1 - - ?; 49x880; 1 51,000 Public Utilities - WatetlWastewater Utility Services Engineering staff support 9"1= 3 204,350 2 F27 880; (6000) ; * divide costs 50/50 to eachtnility Electric Utility Services 7. Policy. legislative & Regulatory z _" K= Administrative Cleat 11 - • i0 1 30,520 hold til re -organization Cornu lting services 125.000 _I?5000, unbundled rates, benchmarking Electrical Engineering & Operations Mm Administrative Clark]] 121" 1 36,400 14,345 `� � � + - : ( ) (4 3<$1 reduction dime to one time Cwt Fore temporary Auto CAD operator 20,840 _ t- �:(2,840) S. r _ , Replacement of PCs (5) '.IS,''? 15,000c -w 1500° `divide over two Replacement of copy machine x:16 * 9,000 Y 9t110p 7 one time costsy� Imcrese hording of-crtime t:i7-"•.�' 12,000 Meterreading materials fimds11,000 Business Planing & Marketing ;, r uhmg =`•.i9 50,000 Com services aM_, '- ppp' ysr will encrmberthis FY Electric Construction & Maimateroe � ' Tree trimming contract increase > 3Q 130.770 - :7 3.930 '" 'I':s•"�:• inceasad y Mm Groumdsperson "y+22 2 101,540 2 Y ~cost ,wy 1,070 - ti reduce equal m 2 contract em Cmtraapeaa>me1 A 377,135 Fund Apprmtioe program 2 55.740 - _ .3Sa?dp second yr to allow time for same Srsbssatims &Systems .,-.' PwE actmo s for transformer mains P�f 10.000 .w = ; f> -_ *a" absorb in acre t budget f: 3 it �c rl er. ,!: Prof services fw painting 2T, 20,000 ,::'rz: �. ''r�;rt3Q,80Q';. approve far sec od year ' Total Public Ihilirlas 7.00 1,209,295 5.00 -i',Zr -•' 4S7y53P, (8,185) '''•"•>•.38,895ti ':.art-;•,.- Traaspostatioa Streets and Flood Control ? far Pr� t7�� Faire Downtown Cleanup laborer ;:29,z 0.25 2,620 0.25620` 40 hrttoww/no benefits Fire Clem -up truck labra 30; 1 32,475~zc.'m y:;',"•,�-.,?.;",.F% Tetal Transportation 1.25 35,095 0.25 Leisare. Coltaral A Social Se mfm Parks and Reaeatran Paris and ReasLon Administration `r=.'..'�- _h' '-x'•:' CamauxY eomgaa workstations 8,000-r--�,pQp ''t== mora time Costs teAdministrative Asst ,y 1 54,000 1 li P2,W Activities Coordinator '33, I 41,165 0.5 1-- Pursbne office chain 4,400 one limo cosh absorb in current budges Upgrade activity brochure %''35 9.905 HM Part time CAD e>peratgr36 g 10,495 (3,855) " absorb w197 PT hours budgeted Reaatiaa Division - t F' Agmttw PuaebaaE Pool slide 3} 5,500 y 5300, i one time acts pending osa of CDBO finds Puaclwe Inflatable water feanae 38 _ 3,500 .2 _ one time costs absorb in budget Youth Sports Increase hands for vouth activities 3914,455 i4 455. net increase offset by revenues Purchase Portable scoreboards,40 c 4,000 one time eoaU Spons Faaliriea u Prchase Fence material 4,900 _'..4,900.! ons time costs Additional 1r laborer homes - 42 26,035 27,380 one year of costs P -Ins Division Iadi lake Park r Special evens funding:; 43' ` offset? + offset by donations maxieom installation Hire PIf laborer .irrigation installer 41: 11,405 Eir 1999-01 FLNANCIAL PLAN AND SUA U;1RY SUMMARY OF SIG.NIFICAA'r EXPENDITURES AND STAFFING CHAICGES Mrs lAborer4 .. 1 31,390 Flue P/T laborer '° 46� 13,415 °4 31$` • Persson &()lave Equipment I crease part time ham t {7 13.050 . 'fix : .` - absorb w/97 PT hang budgeted maintenance Eine Parttime assistant # 3,650After _ Program' Increase part time fending 8,710 o bawd operation to before school �p50 offset f&et revenues 4 Community Center ' .;,',.",y^ •, r'';"`- c CammrmityCamerAdminishation Box office staffing3 '� . S .1. offset .as y� Ofset by revenues MM Fast time intern SSS 5,905 Increase part tame Adm Clerk hours .53'x? 16.200 a't." �.w�is f �,� req •e, Senior Information Gamier Mrs Plet P ;suborn Si 6910 or ta e for PT staff w/ HSS Admin Swinunins r ?ter iiae Aquatics Supa[v1sGr$$' =.. 1 _ 8,000 1 Flachim Street Square Maintenance Refinish wood !loot - Kint hall 12,000 SG - A-,xr s� t$000 we time costs defer for one year Replace wood Columns 37 5,250 replace as necessary &absorb Remove alderi'S8 1 5,000 yik f ,jyflQpr w -� one time cats Inetemejaaitorialsupplies funding 59r> 11,020 at _iT020. ;y« Replace rental tables :60� 11,990 Increase fiord for sublet services _.61 m 13,180 - �S8A,-..,s.-. i;3 20 each year fi hire Park Maunenence Worker .�rK 1 34,145 y X'!5 Mrs Building Maintenance Worker Zi 1 32,975 1 s- S' 4,085 + <, �,.-, 40.000 of new space Fund Bi weekly in hone newsletter :66'w - 5,720 jr.=,''+ a+rb?;v,r social service Llbfary biaeese part time staffing pool _ 15,150 Un Part time librarian Reference x Mrs Pert time Lbrarian Childrom + �3 19,100 Me Total Iwisate, Cultural A Social Ser 4.0 401,430 2S 1.2 2 116,500 2 Cessasnafty & Economic Development community Improvement On Frill time Administrative Clark 11 0.5 20,210 OS offset by part time savings Purchase ogee system finniMa 7,500 >. ^ am time Cent onomic Development Ec Strategic & Marketing Plane 32,500 Ceesasnefty & Eeea Dery OS 60,210 i' 0.5 General Gvv.mwmt General Administration - 75 Public Works Admmistratiw I3re full time Administrative Clot VII'•'MC-! OS 15,450 �"` . ' - `s :. �.:. � '+` .. OS offiat by part time savings Hue Vohamaer Coordinator yqf, 1 46,150 4io (2,150) .;t�! 4afer for further development Funding for Solid Waste Contract az' 2,000 "_k -, 4Oat 25,000 Administrative Service Mae- Resources Mn Administrative Clerk II OS 10,315 0.5 oEGet asultin6 Service by pelt time savings Ce CUYv''ide training Program w Sy`A 10M.OM850 �r �-;,a� -•• � y-` one time cwb FIR Risk Management •Sr''" - tclllamaProgison 25.000time emu Property Valuation g 1,875 „Rs: f=�;7 % s °?-a� _- vase time cab lafesmetionSystems '.- G� Web page development services 91 E 5,000- CamultingServioas _92- 15,000 r �s Pumbase Laptops(I as yr).,x.93 3,000 FHne Parttime fntem 91- ' 8,320 ° 0 -0. -defer to 2nd year Purchase Help dmk software :!S 6,000d00' 4 800 WAN Internet Service Provider funding 9,600 ( ) City Clerk Ms®cipal Code Book codification 5000 A-- rqq 3s<p0- one time costs Cost oieleetion-increase 96 '' 7,795 a wZc795; Cemtmuing Ed for Public Officials -9Y 4,340 CMC .tarn Finaaee Revemse Division .:a - ": •'G-' 7w- •F;s':. fare full time Aocount Clerks (2) r 100. 1 17,605 1 S 600 - Organizational Support Senior �� vyrar ' :^ ( ) '� offset by part time savings Fm -Field Services 101- 6 '^^'Y-�'�' ti:'`:�; Purchase cellular phones 1, 30 �.• i-:630. 185 •. -+i r'�i�..� offset by savings 1999-01 FLNANC1AL PLL\ A..'M SU),LNIARY SUMMARY OF SIGNIFICANT EXPLNMITCREB AND STAFFT.IG CAA.^1GES Fled Services ='�< <= r'=:�.�•; 4 Fore Parts Clark ' 83 ' OS 14,845 0.5 673,405 Floe Flea Services Works 242,795 2.50 Transportation Frmd 1 38,230 Total General Government 3.5 230,060 1.5 �;��' 132;355 1.5 75=5 TOTAL OPERATING BUDGET ='173Sr^=i:v-:3-017,728.•?=::10 5=-:•:-:•:-::.893.475x4;'i-,45.-;�.;;.1e:_.2i4AN FUMING SOURCES: 4 General Fund 9.0 673,405 5.25 4.5 242,795 2.50 Transportation Frmd 1.3 35,095 ` 2 6240 Library Fund 54,050- CDBO 13,000 Geoa al Liability AM 32.875 - Water Fund 1.5 102,175 (3,000) Wastewater Fund 1.5 102,175 1 max, :-',s95Q (31000) MectrieFund 4.0 1,004,945 3.0 (2,185) 173 2,017,720 10.25.-,t, 4S 234,600 2S( offset by part time savings 1999-01 FINANCIAL PLAN AND BUDGET City Manager Significant Expenditure & Staffing Recommendations CITY OFp�LODI CALIFORNIA PUBLIC SAFETY Lodi Fire Department bought its first motorized fire truck in 1913 May 1961— new patrol car 1999-2001 SIGNIFICANT EXPENDITURE REQUEST ACTNITY: REQUEST TITLE: PROJECT DESCRIPTION: POLICE DEPARTMENT MATCHING FUNDS For the past three years the Lodi Police Department has been the recipient of Federal Block Grant Funds. Part of the requirements by the Federal government is that the city match a certain percent of the Federal funding. The Police Department has taken funds from its operating budget to cover these matching expenses for the City. We would like to address this situation by requesting that funds be released from the General Fund to cover the Federally mandated matching funds. EXISTING SITUATION: The Police Department has had to transfer funds from our operating budget to cover the mandated matching funds the City has promised to pay as part of our grant submittal. We have transferred $11,561 for Federal Block Grant matching funds for 96 -LB -VX -1055, $11,836 for Federal Block Grant matching funds 97 -LB -VX -3209 and $9,372 for Federal Block Grant 98 -LB -VX -3209. This totals a $32,769 reduction in our operating budget for a 3 -year period. We would like this situation addressed as a Significant Expendure Request to cover the upcoming matching requirements. PROJECT COSTS: 1999-2000 $10,000 (APPROXIMATELY -EXACT FIGURES DEPENDS ON GRANT REQUIREMENTS) 2000-2001 $10,000 SAME AS ABOVE - 1 - 1999-2401 SIGNIFICANT EXPENDITURE REQUEST ACTMTY: Police Department Training & Conference Account REQUEST TITLE: Dispatcher Team Building PROJECT DESCRIPTION: The Lodi Police Department has sixteen (16) Dispatcher / Jailers who staff the 911 dispatch center for Police and Fire. A formalized team building is necessary to enhance the effectiveness of the dispatch unit. PROJECT OBJECTIVE: Enhance police / fire dispatchers ability to better understand bow to provide missions critical services. By building a stronger and more cohesive team within the dispatch unit we expect to identify deficiencies in our service delivery and adopt strategic plans to provide the highest service possible. EXISTING SITUATION: The Lodi Police Department has sixteen (16) Dispatcher /Jailers within the Operations Division. A Police Lieutenant is the Dispatch Manager. There are four (4) Lead -Dispatchers who act primarily as dispatcher trainers with some limited collateral duties. The Dispatch Lieutenant reports to the Operations Division Captain. The Dispatch / Jail area of the Police Department is often a very confined and difficult working environment. The working space is not sufficient for the number of staff assigned and the jail environment is stressful. Dispatch / Jailers perform mission critical functions and are the lifeline from the community to public safety services. As a result of these and other factors, it is important that we have professional assistance to help staff re -focus on mission goals and team concepts. PROJECT COSTS: Professional Dispatch Consultaot (3 days) S4,500. 19 attending (11 hotel rooms) 11z 90 z 3= S2,970. Perdiem 19z 40 z 3= S2,280. TOTAL S9,750. * Associated overtime costs would be incurred to backfill dispatch and would be absorbed in our overtime budget. ALTERNATIVES: An in-house team building could be conducted NOthout a professional consultant at a reduced cost. 1999-2000 SIGNIFICANT EXPENDITURE REQUEST Police Depannient Animal Shelter Cat Caues REQUESTSUMMARY Purchase two "banks" (nine caries per bank) of cat cages for the Animal Shelter. PRIMARY OBJECTIVE Provide adequate space to house cats at the shelter Increase the number of canes in the limited space of the shelter's "cat room". SUMMARY OF FACTORS'DRIVING THE REQUEST The shelter currently has a total of twenty cat cages in its cat room. These cages are filled to capacity on a daily basis. ;animal Services Officers are often forced to double up the animals in the cages and are; at times, forced to euthanize cats before the law allows. On July I" new legislation will increase the number of days the shelter will be required to keep stray animals from three to five. It will be impossible for the shelter to comply Nwith this legislation without additional cages. Adding to the problem is the limited space in the cat room. There are currently four different styles of cages in the cat room and their ON varying sizes and construction make it impossible -to simply stack or fit more cages in the room. The two banks of cages requested will match and stack on a bank of cages purchased two years ago. Some of the older cages will be moved from the cat room into the euthanasia room to be used as temporary holding and overflow cages. Adding these cages will increase the number of cat cages at the shelter front twenty to approximately thirty-three. ALTERNATIVES 1. Continue to double up cats in the cages. This alternative makes it extremely difficult handle the cats, difficult to clean cages, it lends to the spread of decease, and would likely lead to complaints from the public. 2. Euthanize animals as space is needed. This practice would place the shelter in violation of state law. COST SUMMARY TWO Nine -unit 24" x 24" stainless steel kennels with resting shelves and 57,066 platform base with casters Tax 5565 Estimated Shipping 5750 Total $8,381 P 1999-00 Financial Plan and Budget SIGN'IFIC.4,\T EXPENDITURE REQUEST .4 -ND ST.417F1\G CHANGE ACTI\7TY: Support Services REQUEST TITLE: Purchase of Portable Weather Station REQUEST SUKMARY This request is to purchase a portable weather station for hazardous materials emergency calls and general citywide use. PRLt1ARY OBJECTIVE To provide a safe working environment for emergency scene personnel and to determine the correct hind direction and speed in order to establish the proper plume projection and travel should an emergency evacuation be necessary. SUMMARY OF FACTORS DRIFT G THE REQUEST FOR CHANGE This We of equipment is not readily available in the area for emergency use. The shipment of hazardous material is prevalent along the Highway 99 corridor and the railroad that travels through the city. Should an evacuation be necessary as a result an unscheduled discharge of hazardous materials, accurate information is crucial to a successful outcome. ALTEIU ATIVES 1. Do not purchase the equipment. COST SLNLNL4RY 1999-2000 2000-2001 Additional Cost Stafime Su r)lies. Material and Services � Minor Equipment SS 000.00 Total S5,000.00 Savines Net Cost S5.000.00 !A= 1999-01 financial Plan and Budget SIG.XIFIC.A-NT EXPENDITURE REQUEST AND STAFFING CHANGE ACTINITY: Emergency Sen -ices REQUEST TITLE: Install Foam Unit to Engine 1 REQUEST SUNMARY This request is to install a foam -dispensing unit to Engine 1. PRDI.ARY OBJECTIVE To maintain standardization of emergency equipment, response capabilities and service levels throughout the city. SLI:NZILkRY OF FACTORS DRIVZNG THE REQLTEST FOR CHANGE Engine 1 vas purchased in 1994 and tivas designed without a foam -dispensing unit. In 1997, two fire engines were purchased with foam dispensing units for use on ordinary combustible and flammable liquid fires. The benefits realized from a rapid and pre- measured foam application system supports the installation of this equipment on Engine 1. The installation of this equipment would maintain an equal service level to all areas of the city and provide a standardized response capability among apparatus. ALTERNATIVES 1. Do not install the foam application unit COST SLINMARY 1999-2000 2000-2001 Additional Cost Staffing Supplies, Material and Services Minor Equipment S 12,000.00 Total 512.000.00 Savings Net Cost 512.000.00 — 5 — 1999-01 Financial Plan and Bucher SIGNIFIC.-L..NT EXPENDITURE REQL'EST AND STAFFING CHANCE ACTIVITY: Emercencw Setxices REQUEST TITLE: Add One FiietiLhier Position to Emer,_encv Services Activity REQUEST SL?tLNIARY The request is to add one additional firefighter's position to the emergency services activity of the fire department. One position vas authorized in budget year 1995-1999, and tris request is to add a second authorized position to the budget in 1999-2000 and a third position in budget year 2000-2001. PRD, OBJECTIVE To provide staffing for three personnel on the truck company, resulting in a constant on -duty staffing of thirteen (13) personnel per shift, including the duty chief. K -IN ARY OF FACTORS DR VD;G THE REQUEST FOR CHANGE As a result of the department's self-assessment and standards of cower document, it was determined that the minimum number of personnel required at the scene of a low risk structure fire was thirteen (13), including the duty chief. At present, the minimum staffing of the department allows the on -duty staffing to drop to twelve (12) to cover vacations, sick leave and other department related leave requirements. The impact of having only 12 personnel on -scene 21 a low risk structure fire is that certain fueground tasks will not be able to be performed due to insufficient resources to perform the tasks safely. An additional position per shift would allow the department to increase its constant staffing to thirteen (13) and still cover vacations, sick leave and other department related leave requirements. Since 75% of the city's buildings fall in the low fire risk category, and clearly at least 90% of the department's actual structure calls fall in this same low risk category of building types, the addirion of one firefighter per shift would sufficiently cover 75% of the city's fire risk and 90% of our actual calls. ALTERNATIVES 1. Continue with the practice that is currently urilized. 2. Increase the overtime budget to allow for coverage of vacations, sick leave and other department related leave requirements with present staff -%vMle maintaining a minimum staffing of thirteen. COST St sMARY 1999-2000 2000-2001 Additional Cost Staffing 40,000.00 j 40,000.00 Supplies. 1lateri2l and Services 1.500.00 1.500.00 N4inor Equipment Total 541.500.00 S41.500.00 Savings Net Cost 541.500.00 S41.500.00 — 6 — 1999-01 Financial Plan and Buddct SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTINTTY: Emergency Services REQUEST TITLE: Purchase Automatic External Defibrillator REQUEST SLr.NLNiARY This request is to purchase a fourth defibrillator. PRLILARY OBJECTIVE To maintain availability of mission critical equipment, to provide essential equipment at site-specific stationary and auxiliary functions and to maintain the operational readiness of resen-e apparatus. SUMNLARY OF FACTORS DRIVING THE REQUEST FOR CMAYGE The availability of this equipment to emergency personnel has been instrumental in saving the lives of seven citizens. At the present time each front-line engine is equipped with a defibrillator. However, the resen'e fire engine is not. The purchase of this equipment would maintain availability of mission critical equipment, provide essential equipment at site-specific stationary and auxiliary functions such as the Street Faire and Ooh Aah Festival. At other times, this purchase would maintain standardization of emergency equipment, response capabilities, service levels and operational readiness of the reserve fire engine. ALTERNATIVES 1. Do not purchase the equipment. COST SUNDIARY 1 1999-2000 2000-2001 Additional Cost Staffing Supplies, ?Material and Services Minor Equipment 1 54,500.00 Total 1 S4.500.00 Savings 1 Net Cost S4.500.00 — 7 — PUBLIC UTILITIES Construction workers in 1905 hoist a utility pole near the corner of Sacramento and Lockeford 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFV G CHANGE ACTIVITY: Public Utilities — WatevWastewater REQUEST TITLE: Engineering Staff REQUEST SUN5 ARY This request is to provide dedicated engineering staff to place greater emphasis on supporting the City's Water and Wastewater Utility; in particular the ongoing replacement of old mains. Related to this would be a reorganization of the present Engineering Section, which would be handled separately. This request and related reorganization will emphasize use of outside consulting services for large and "one-time" projects, recognizing that senior staff will be needed to manage and coordinate consultant's work with other City Departments and outside agencies and, that regular City staff will handle on-going programs. PRMARY OBJECTIVE The primary objective of the request is to make the City's Engineering function more responsive to the City goals of replacing aging infrastructure and supporting economic development. This requires both highly experienced and skilled staff and the ability to respond to urgent and cyclic demands of development projects. These objectives will be accomplished by: Assigning three positions to the Water and Wastewater Utilities, creating a project team to focus on replacement of old pipelines both as separate projects and in conjunction with street rehabilitation projects and do related mapping; Maintaining a core staff in engineering to do capital planning and coordination in conjunction with current development and long-range planning to implement the General Plan; Contracting with an outside firm to assist in development plan checking and processing (already underway). SU1L1iARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The present organization and staffing levels have not permitted Engineering to move forward with the important goal of replacing old infrastructure. Also, while Engineering has responded well to the demands of "fast track" development projects and other economic development efforts, it has been at the expense of other, primarily residential, development activity and our utility & street projects and administrative duties. In addition, recruiting and retaining experienced staff is beginning to become a problem. Civil engineers are in high demand in California while college enrollments are declining. With recent and projected retirements, the City will need the utmost flexibility in hiring staff and consultants. ALTERNATIVES Continue with present practices. Retain an outside consulting/management fum to evaluate the City's engineering function and make recommendations. COST SUIDIARY 1999-2000 2000-01 The costs below are based on the assumption that current staff would be transferred to Water/Wastewater and new employees would be hired in Engineering. Staff transfer to Water/Wastewater (50150 each) Senior Engineer (E step) S76,470 $76,470 PW Inspector (E step) S61,260 $61,260 Senior Eng. Technician (E step) S60,620 $60,620 Misc equipment (PC's) 56,000 - Total: 5204,350 $198,350 WaterWWEngineering 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Policy, Legislative and Regulatory REQUEST TITLE: Administrative Clerk Il — Full -Time REQUEST SUMMARY Establish a full-time Administrative Clerk 11 position to assist the Department's one existing full-time clerical person. Since March 1997, the Department has been employing a temporary part-time Administrative Clerk 11 over 1900 hours per year without benefit of full-time employment. PRIMARY OBJECTIVE • Provide sufficient clerical support to the 44 full-time and nine part-time Electric Utility Department staff. ■ Provide customer response and telephone services. ■ Provide clerical back-up in absence of the one full-time Administrative Clerk II or Department Secretary. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Industry restructuring, the competitive electric market and increased regulator's requirements have expanded the demands on the time of the professional staff and the one full-time Administrative Clerk II. The Department is being pressed to provide a competitive level of service to. its customers and implement public benefit programs and value-added services. An additional Administrative Clerk 11 is needed to allow professional staff the time and administrative support to implement these programs. The duties of this position will allow for the clerical support necessary for the public benefit programs and value added services. It will also provide the much needed clerical back-up in the absence of the current clerical staff. ALTERNATIVES ■ Continue with temporary employee performing these duties without benefits. • Without this position clerical and reception duties are performed by significantly higher paid employees. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing 522,200.00 $22,865.00 Overhead 8,320 8,410 Total S 30,520 $ 31,275 IMPLEMENTATION On approval of this request, the hiring of a full-time Administrative Clerk II will be scheduled. in — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Policy, Legislative and Regulatory REQUEST TITLE: Consulting Services REQUEST SUMMARY Hire various consulting firms to provide services in the areas of unbundling of rates, restructuring, commodity risk management policy development and competitive benchmarking. PRIMARY OBJECTIVE Provide services to supplement Department activities so that the City can be ready for the competitive electric market and to maintain a competitive stance in the future. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE This request is required with the proposed opening of the electric commodity to market competition so that the City will have the tools necessary to survive in the competitive arena. ALTERNATIVES These are specialized services that could not -be accomplished with existing staff. COSTSUMMARY Additional Costs Staffing Utilities -Supplies, Materials, Services Minor Equipment Savings Total 1999-2000 2000-2001: 125,000 $ 125,000 IMPLEMENTATION Upon approval, implement during 1999/2000 and 2000/2001 fiscal years. 125,000 $ 125,000 0 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Administrative C erk if REQUEST SUMMARY Add Administrative Clerk 11 pcsiticn in Engineering and Operations Division PRIMARY OBJECTIVE Provide the necessary clerical support to Division's staff and relieve existing estimating and engineering staff of clerical duties SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE At present many clerical tasks are being performed by engineering and estimating staff resulting in a significant impact on the availability of this highly trained and specialized staff. Although the Division has temporary clerical staff, the demands for clerical supportfar outweighs the capacity of the temporary staff. The increased level of outside contracting on several construction projects has significantly increased the volume of clerical duties. Outside contracting requires considerably more clerical duties to prepare and administer the contracts when compared to the same construction work being performed by in house staff. The Division Manager currently percrms the clerical aspects of the tasks listed below. These tasks will be transferred to the clerical position in turn relieving the Manager to perform more duties of the manager position, duties that at present are not being performed. Examples of these tasks are: AaN Preparing and administering construction contracts; transformer inventory; vehicle acquisition and disposition; responding to questionnaires; acquisition and disposition of major equipment, processing invoices and billings as well as numerous day to day clerical tasks. ALTERNATIVES Add part time and/or temporary help. Not recommended. It has been demonstrated that even with the current level of clerical help higher classification staff is still performing large amounts of clerical tasks. Full time staffing, in the Division, of this classification will bring continuity and availability to the Division's clerical staff. This will produce a highly experienced, knowledgeable, and effective addition capable of offering significant assistance to the Division's technical staff which in turn increases the overall efficiency and effectiveness of the Division. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing 530,520 531,275 Utilities 180 180 Supplies, Materials, Services 600 600 Minor Equipment 5,100 - Savings (see belcw) Total S36,400 $32,055 — 12 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE .administrative Clerk II (continued). Savings: Not quantified — Significant as a result of the ability to transfer duties from higher to lower compensated staff and gaining the availability of technical staff to perform needed duties not presently being addressed. IMPLEMENTATION Upon approval the recruitment process will be initiated Signi[ Exp Req Adrnin Clerk 1199-0 L doc — 13 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: AutoCAD Operator, temporary REQUEST SUMMARY Add additional temporary AutoCAD stafrg to assistthe Division during this period of high activity level in areas of design, planning and system development. This position is currently working in the Division utilizing funds from the vacant Electrical Engineer position. It is estimated that the employee will work approximately 1800 hours per year. PRIMARY OBJECTIVE Continue to relieve existing staff of tasks that can be effectively performed by temporary staff. This will increase the availability of highly trained staff to respond ':o customer requests and reduce the present backlog of projects waiting to be designed. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The additional temporary mapping staff will be assisting in the development, design and drawing of various Capital Improvement Projects and electrical system projects. These projects inc!ude: Downtown 12kV system rebuild, Turner Road duct system, McLane Substation cet-a-ways, wiring schematic drawings for all substation equipment, converting Electric Engineering Standards (EES) and Electric Construction Standards (ECS) from hand drawings to AutoCAD. Converting these standards to the AutoCAD formatwill allow `he engineering staff to easily accomplish updates, chances. revisions and take-cffs from the original computer files. The temporary staff member will also do routine AutoCAD dra;Ing and assist in more complex :asks such as data input in ADE and GIS programs. An additional AutoCAD rode must be purchased to meet software licensing acieements. Other duties and responsibilities will inc!ude, but net limited to the following: 1. Electric system mapping. 2. Streetlight system mapping 3. General AutoCAD drawing. 4. Special drawing projects. ALTERNATIVES 1. Do nothing. 2. Out source - not recommended, the most efficient way to accomplish this task is to have the employee work along side and be continually monitored by existing staff. Not practical. 3. Add full time AutoCAD maccer to the current staff. Not recommended at this time. 4. Have current staff --erform the -t+crk. This alternative would further increase the backlog. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing 18,000 18,000 Utilities Supplies, Materials. Sertices 2,240 0 Minor Equipment Savinc_s Total 520,240 $18,000 IMPLEMENTATION On approval of this request, the recruitment process will be initiated and additional software will be purchased. — 14 — SCgR Eao .ec AvoCA:: ex 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Personal Computers, replacement REQUEST SUMMARY Replace five (5) personal computers. PRIMARY OBJECTIVE Replace computers that do not meet standards required by the software programs used within the Department. In addition some of these units are non -Y2K compliant. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Department has five (5) personal computers on which the latest version of software will not operate properly due to the speed and capacity of these machines. It has also been determined that some of these older units will not pass Y2K testing. To eliminate lock -ups and excessive waste of operator time it is recommended that the machines be replaced. ALTERNATIVES Do not replace. This alternative will not solve the existing problems with these machines and will continue to waste time. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing Utilities Supplies, Materials, Services 15,000 Minor Equipment Savings Not quantified Total $15,000 IMPLEMENTATION Upon approval the procurement process will be initiated. Signif Exp Req Personal Comp — 15 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Copy Machine replacement REQUEST SUMMARY Replace Xerox 5314 copier presently being used by the Engineering Division. PRIMARY OBJECTIVE Provide Engineering and Operations Division with a copy machine that will accommodate a number of different sizes and types of paper. The current copy machine will only copy one paper size. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The existing copier is not capable of accommodating the needs of the Engineering Division. Electric Engineering Work Orders are drawn on a variety of paper sizes, the copier needs to be capably of reproducing these different sizes of paper for Work Order processing. In recent years, the quality of the copies produced has dramatically decreased. Another copy machine is available, however, this machine is used by clerical staff, other divisions and for mass copy projects. It is located remotely from the engineering offices causing inefficient use of engineering staff time due to non-availability and physical location. ALTERNATIVES Do nothing - Continue to work with the present copier. This will result in significant impact on staff time, not recommended. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing . Utilities Supplies, Materials, Services Minor Equipment 9,000 Savings Total $9,000 IMPLEMENTATION Upon approval, purchase will be coordinated with the Purchasing Officer. Existing copier will be traded in. — 16 — Signif Exp Req Copy Mach 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Additional Overtime, Engineering REQUEST SUMMARY Increase the funding level for overtime in Engineering. PRIMARY OBJECTIVE To increase funding for overtime in order to respond to demands placed on the Division. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The workload in the Engineering Section has increased dramatically in the past year, as a result, system improvement projects have not been done. Some of the causes for the heavy work load are: the increased industrial development on the eastside of Lodi, easement and right-of-way issues for the Eastside 12kV circuit, subdivision developments and other major system reconstruction. Increased workload from design, planning and document preparation associated with contracting a number of construction projects has further impacted the Division. ALTERNATIVES Do nothing, this altemative is not recommended. The backlog will continue to grow and ultimately impact service continuity, system reliability and customer service. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing 12,000 12,500 Utilities Supplies, Materials, Services Minor Equipment Savings Total 512,000 $12,500 IMPLEMENTATION Upon approval, the overtime will be used on an as needed basis. - 17 - Signif Exp Req Overtime Eng 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Engineering and Operations REQUEST TITLE: Materials and Supplies, Meter Reading REQUEST SUMMARY Fund materials and supplies utilized by the Meter Reading Division of the Finance Department PRIMARY OBJECTIVE Provide the necessary materials and supplies fcr the Meter Reading Division to perform the duties of meter reading, turn on, turn off, sealing, etc. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Meter Reading Division utilizes certain materials and supplies such as seals, locking rings, locks, securty plates, etc. in the daily work. These materials and supplies traditionally were budgeted in the Finance Department's budget. However, the 1997-99 Financial Plan and Budget did not include funding for these items in either the Finance Department's or Electric Utility Department's Budgets. During the 1997-99 period the materials have been funded via Special Allocations. This request will place sufficient funding in the Electric Utility Department's Financial Plan and Budget for these necessary materials and supplies. ALTERNATIVES Do not fund -- not recommended. This alternative will require staff to prepare Special Allocations during the Fiscal Period to fund the purchase of these items. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing Utilities - Supplies, Materials, Services 11,000 11,275 Minor Equipment Savings none Total $11,000 S11,275 IMPLEMENTATION Upon approval the material and supplies will be purchased during the Fiscal Period to meet requirements. The request is based on actual expenditures during the curent Fiscal Period. Si_anifExp Rcq Finan Dcp.doc 18 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Business Planning and Marketing REQUEST TITLE: Consulting Services REQUEST SUMMARY Hire various consulting firms to provide services in the areas of load research, cost of service and customer options on an ongoing basis. PRIMARY OBJECTIVE Provide studies that develop the data and information required too maintain a defensible set of rates and appropriate services in the competitive market. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE This request is essential with the proposed'opening of the electric commodity to market competition. These types of studies are very technical and are also necessary to supplement the rate unbundling requirements. ALTERNATIVES Have current personnel perform these studies at the cost of other high priority tasks not being performed. Hire additional permanent personnel to do these tasks. COST SUMMARY Additional Costs 1999-2006 Staffing Utilities Supplies, Materials, Services 50,000 Minor Equipment Savings Total $ 50,000 IMPLEMENTATION Upon approval, implement during 1999/2000 and 2000/2001 fiscal years. 2000-2001 50,000 $ 50,000 - 19 - 0 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Tree -Trimming —Plectric Line Clearance REQUEST SUMMARY Increase funding for Contract Tree -Trimming. PRIMARY OBJECTIVE To maintain trees trimmed from primary conductors for new and more stringent clearance regulations. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Electric Utility Department contracted for tree trimming (line clearance) utilizing two three-person crews and one two -person crew for the 1997-1998 fiscal year. On January 23, 1997, the California Public Utilities Commission (CPUC) approved Proposed Tree Trimming Rules submitted by Administrative Law Judge Malcolm. This decision now requires a minimum of 18 inches clearance between foliage and 12kV utility lines at all times. The CPUC has given the utility companies two years to comply with the new rule, and all foliage shall be maintained at a minimum of 18 -inch clearance there after. The 1997-1998 fiscal year is the first year of utilizing three tree -trimming crews. In prior years, two tree - trimming crews were utilized year-round, consisting of one three-person crew and one two -person crew. Funding was approved for a second three-person crew for the 1997-1998 fiscal year. On November 3, 1997, a new tree -trimming contractor commenced work, which included the second three-person crew for a total of three crews, two three-person crews and one two -person crew. An all out effort commenced to trim or remove all trees in contact with 12kV utility lines. This project has not been completed. Tree foliage and/or branches are still in contact with 12kV lines. With the above normal _ rainfall during the 1997/98 -winter season, an above normal growth rate of trees occurred. To conform to the new rules, the line clearance effort of three tree -trimming crews must be maintained. Funding was not approved for the second three-person crew for the 1998-99 fiscal year. The contract and contract price shall be in effect through fiscal year 1998-1999, i.e. through June 30, 1999. This agreement may be renewed at City's option on a year-to-year basis for a maximum of three (3) additional years. Prices shall be mutually agreed upon prior to such renewal or extensions. The maximum escalation/de-escalation in contract price beginning with and in effect through a fiscal year period shall be the percentage increase/decrease in salary obtained by the electric unit represented by IBEW in the preceding fiscal year. ALTERNATIVES Continue to trim trees with one three-person crew and one two -person crew. Two tree -trimming crews will not keep up with the tree trimming required to comply with the 18" rule. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing Utilities Supplies, Materials, Services 130,770 134,700 Minor Equipment Savings Total S 130,770 $134,700 IMPLEMENTATION Upon approval, implement during 1999/2000 fiscal year. — 20 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Groundman/Groundwoman (1), Line Truck Driver/Equipment Operator (1) REQUEST SUMMARY Hire one (1) Groundman/Groundwoman and one (1) Line Truck Driver/Equipment Operator. PRIMARY OBJECTIVE To increase the Line Division's staffing level by one (1) Groundman/Groundwoman and one (1) Line Truck Driver/Equipment Operator in response to increasing maintenance of an aging electric system and the demands of the constantly changing and expanding City. Also, to implement G.O. 165 inspection intervals. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE On October 22, 1998, and by decision.98-10-059, the Califomia Public Utilities Commission denied rehearing of D-98-03-036 as sought by the California Municipal Utilities Association, respecting the jurisdiction of the Commission to impose prescriptive distribution system inspection and maintenance practices (General Order 165) on publicly -owned distribution utilities. G.O. 165 specifies inspection intervals of overhead and underground electric systems that each electric utility shall implement (see attached sheet for intervals). Implementing and maintaining G.O. 165 inspection intervals will require additional personnel. A full-time two - person crew will be needed to implement and accomplish this task. A two -person crew will consist of a Lineman/Linewoman and Groundman/Groundwoman. The cost savings will be the percentage between the wages of a Lineman/Linewoman and Groundman/Groundwoman. Line Truck Driver/Equipment Operator will be utilized for driving a line truck and operating equipment i.e.; crane, backhoe and compressor, etc. where a Lineman/Linewoman is now utilized. The cost saving will the percentage between the wages of a Lineman/Linewoman and Truck Driver/Equipment Operator. Both positions will be ongoing. Due to the aging of the electric system, it is necessary to add personnel in the Electric Construction/Maintenance Division of the Electrical Utility Department. The reliability and safety of the electric system is seriously threatened. The underground system requires extensive replacement and rebuilding. Pole replacement is invariable, and replacement of butt rotted poses is a critical safety issue. A high percentage of our overhead primary and secondary conductors need replacing. With this comes extensive rebuilding of the pole apparatus. The Electric Utility needs to inspect, engineer, and implement the replacement and rebuilding necessary to ensure that customer service remains reliable, and that the safety of the citizens of Lodi and the crew is not jeopardized. With the condition of the aging equipment, the electric system reliability is seriously threatened. In the upcoming competitive market, it is essential that we maintain and build on a reputation of quality and reliability. ALTERNATIVES Continue to operate with existing personnel, and let the system continue to degenerate, and not implement G.O. 165 inspections which are mandated by the Public Utilities Commission. — 21 — e:� e,� 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing $ 99,540 $ 102,610 Utilities Supplies, Materials, Services 2,000 Minor Equipment Savings Total S 101,540 $102,610 IMPLEMENTATION Upon approval, following City policy for hiring, these positions will be filled during the 1999/2000 fiscal year. — 22 — Crtw eK 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Construction and Maintenance REQUEST TITLE: Contract Personnel, Material and Equipment REQUEST SUMMARY To hire contract personnel, buy additional material and tools and rent equipment. PRIMARY OBJECTIVE To maintain adequate personnel, buy materials and tools and rent equipment that is necessary to provide continuity of reliable service to the electric customers of the City of Lodi. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Electric Utility Constructicn/Maintenance Division is requesting funds to employ Contract Linemen/Linewomen and Contract Groundmen/Groundwomen. Contract personnel are used to augmant the Linecrews during times when there is an excessive work load. The extra personnel will enable the linecrews to keep abreast with services to new commercial customers, installing sub -structures and electric systems for new sub -divisions, providing services to new residential customers and maintaining overhead and underground electric systems. On October 22, 1998, and by decision 98-10-059, the California Public Utilities Commission denied rehearing of D-98-03-036 as sought by the California Municipal Utilities Association, respecting the jurisdiction of the Commission to impose prescriptive distribution system inspection and maintenance practices (General Order 165) on publicly -owned distribution utilities. G.O. 165 specifies inspection intervals of overhead and underground electric systems that each electric utility shall implement (see attached sheet for intervals). Implementing and maintaining G.O. 165 inspection intervals will require additional personnel. A full-time two - person crew will be needed to implement and accomplish this task. The following list is the major projects planned for construction during the 1999/2001 fiscal years. • Construction of a new 12kV overhead and underground circuit from Industrial Substation to Century Boulevard and South Stockton Street. • Rebuilding the downtown underground electric system. • Construction of a new 12kV underground circuit from McLane Substation to Lower Sacramento Road. • Replacement of wood poles that do not pass inspection. • Replacement of faulty underground equipment found during inspection of the underground electric system. The use of contract personnel will be a savings to the City of Lodi Electric Utility during the time when there is no excessive work load. The contract personnel will be laid off. -- ALTERNATIVES Not hiring the contract personnel will result in degradation of service to new electric customers. — 23 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE COST SUMMARY Additional Costs Account No. Staffing 160650 160651 Supplies, Materials, Services 160650 160650 160651 160651 Equipment Rental 160650 160651 Total 7300 7700 7300 7700 190-9-2000 S 121,281 80,854 40,000 30, 000 15, 000 45, 000 30,000 15,000 S 377,135 IMPLEMENTATION Upon approval, implement during/999/2000 and 2000/2001 fiscal years. 2000-2001 S 121,281 80,854 40,000 30, 000 15,000 45,000 30,000 15,000 S 377,135 - 24 - 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Construction and Maintenance REQUEST TITLE: Groundperson/apprentice Lineman/Linewoman REQUEST SUMMARY Establish the position of Groundperson/Apprentice Lineman/Linewoman PRIMARY OBJECTIVE To provide the Electric Utility Department with an entry level position for Linemen/Linewomen. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE A this time and over the past few years, there has been a shortage of joumey-level linemen/linewomen in the State of California and surrounding areas. Local Union 1245 I.B.E.W. (Intemational Brotherhood of Electrical Workers) has been inadequate in providing the City of Lodi Electric Utility Department with qualified journey - level linemen/linewomen. The implementation of an apprenticeship program will help to alleviate this problem. Providing on-the-job skills and training into a technical career will attract employees from other City Departments and the citizens of Lodi. The program will provide five years of training and study to reach journey -level lineman/linewoman status. The successful applicant will work as a groundman/woman for a minimum of twelve months, evaluated monthly. If successful, the applicant will start a four-year apprenticeship program of intense study and hands- on training. The Memorandum of Understanding between the City of Lodi and Local 1245, Intemational Brotherhood of Electrical Workers, from February 9, 1998 to December 31, 2002, Article III, Section 4-6 states the City of Lodi intends to establish an apprenticeship program during the term of this MOU. ALTERNATIVES Continue hiring journey -level linemen/linewomen from the limited sources available with no entry-level position in the Electric Utility Department disregarding the Memorandum of Understanding between the City of Lodi and Local #1245 I.B.E.W. (not recommended). COST SUMMARY Staffing S 35,680 Overhead 11,060 Supplies, Materials, Services 2,000 Minor Equipment Training 6,000 Total S - S 55,740 IMPLEMENTATION Upon approval, following City policy for hiring, this position will be filled during the 2000/2001 fiscal year. — 25 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Substations & Systems REQUEST TITLE: Contract for Professional Services REQUEST SUMMARY Contract For Maintenance Of transformers and Equipment PRIMARY OBJECTIVE To Contract for a backlog of transformer maintenance. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Transformer maintenance has not been performed on a regular bases do to work load, injury or sick leave taken by technical staff and construction work at the Industrial Substation. Maintenance such as filtering tap changer oil, inspection of contacts, cleaning of high voltage bushings and installing parts to replace worn parts found in previous inspections has not been done. It will be necessary to contract out some maintenance items to catch up on the backlog of work. ALTERNATIVES Delay maintenance. COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing Utilities Supplies, Materials, Services SUB CONTRACT 10,000 10,000 Minor Equipment Total $ 10,000 $ 10,000 IMPLEMENTATION - Advertise and Award Bid Budget years 1999-2000 & 2000-2001 - 26 - 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Substations and Systems REQUEST TITLE: Contract for Professional Services (Painting) REQUEST SUMMARY Contract for Substation Equipment Painting PRIMARY OBJECTIVE Prevent further degradation of exterior surfaces of substation equipment. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The exterior surfaces of the power substation transformers and power circuit breakers are in need of painting. Damage to the exterior surfaces of the power circuit breakers and transformers have caused rust to form. This rust will in time cause the transformer cooling radiators and tap changers to leak oil. Due to the expertise needed in applying the commercial coatings needed for this type of equipment, contracting for this service is necessary. ALTERNATIVES Delay painting to a later budget cycle.( Not Recommended.) COST SUMMARY Additional Costs 1999-2000 2000-2001 Staffing Utilities Supplies, Materials, Services Sub Contract 20,000 20,000 Savings Total $ 20,000 $ 20,000 #t111PLEME NTATION Bid and contract each budget year 1999-2000 and 2000-2001 - 27 - TRANSPORTATION Interurban Electric Line (trolley tracks) — Sacramento Street Sacramento & Pine about 1894 — in front of Lodi Hotel 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFV;G CHANGE ACTIVITY: Public Works / Street Division REQUEST TITLE: Downtown Clean -u:) REQUEST SU-:lLMARY Add a Downtown Cleanup Laborer to City staff and the necessary equipment. With increasing emphasis on Downtown Revitalization, the overall appearance of Downtown alleys and tree wells and the unique designs requiring extensive hand cleaning, the level of effort required for effective overall maintenance warrants someone being assigned on a full-time basis. PRL NARY OBJECTIVE 1. Assist in keeping the Downtown area aesthetically pleasing. 2. Enhance property value and reduce crime via constant maintenance. SU�LI-fARY OF FACTORS DRiVL\G THE REQUEST FOR C114'NGE Prior to FY 1993-94 budget reductions in the Street Division, Public Works had a Maintenance Worker and truck assigned to the Downtown area. This person reported Downtown daily for the purpose of keeping the area clean. Last year a temporary laborer was funded for one year (529,855). Having this position emptying our Downtown trash containers has resulted in a $13,000 annual reduction in refuse charges to the City. This new Laborer position's primary responsibility will be the overall appearance of the Downtown area. This would include such items as cleaning the sidewalk areas, emptying the Downtown trash containers, trimming tree wells, quarterly planting of flowers in City planters, repairing street furniture such as benches, and monitoring the alleys and parking lots for trash, debris and weeds. This position may also be assigned cleanup of the future parking structure and exterior area of the Multimodal Station. A sidewalk sweeper will be requested on a separate Capital Improvement Project request to enhance the efficiency of the cleanup operation. A pickup truck scheduled for replacement will be utilized as secondary usage in this program. ALTERNATIVES 1. Attempt to meet Downtown needs by means of contract services. 2. Have the property owners be responsible for keeping store fronts and alleys clean. 3. Use service groups and volunteers to periodically do cleanups. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing $32,475 35,220 Supplies, Materials, Services Minor Equipment Total Savini2s Eliminate Pan -Time Funding <29,855> <29,855> Net Cost $2,620 $5,365 aIPLEINIENTATION If this request is approved, the recommendation would include transitioning the incumbent to regular employee status. This position would be a separate classification and not be part of the Street Division rotation. — 29 — 1999-2001 Financial Plan and Budget SIG\TFICA�T E\PENDITLRE REQUEST AND STAFFING CHANGE ACTIVITi : Public Works REQUEST TITLE: Clean -Up Truck Laborer REQUEST SUINBIARY This request to add a laborer to "City Staff- is to reintroduce the clean-up truck operation. This service was eliminated during the 1993 budoetlservice reductions. PRLMARY OBJECTIVE The primary objective of this program is to assist the street sweeper in cleaning assigned sweeper routes. This position would clean areas the sweeper can not reach such as certain returns, catch basins, and handicap ramps that are collecting dirt and debris. In addition, this position would: • Spray and trim weeds in the City right-of-way • Clear low tree limbs from obstructing regulatory, waning and informational signs • Clear low limbs over sidewalks and along bus routes • Pick up piles in advance of the sweeper • Remove all advertisements and posters in the public right-of-way • Report hazards, damaged signs, and chuck holes • Clean and clear alleys of weeds, debris, and low limbs • Maintain and clean tree wells City wide. • Support San Joaquin County Sheriffs Crew in cleanup programs with heavy equipment. No new vehicle would need to be purchased for this program. The vehicle to be used in this operation is currently in the fleet. SUINCMARY OF FACTORS DRIVrgG THE REQDFST FOR CHANGE Existing staff has attempted to assist the street sweeper and meet this need. These efforts have not been consistently sustained due to workload demands. The implementation of the Downtown Cleanup Laborer and the Tree Operation Supervisor have helped. However, these positions have many responsibilities and are not able to consistently maintain these areas of concern. ALTERNATIVES • Continue with present practices — get to these areas of concern when possible. • Attempt to use volunteers. Past experience has demonstrated that without constant involvement from the City, these efforts lose enthusiasm and are not consistently applied. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing 32,475 35,220 Supplies, ?klaterials, Services Minor Equipment Total 32,475 35,220 Savings Net Cost 32,475 35,220 d A:tG!.'.c99ZiGE%Fcteenu;'jck.doc 0223199 — 30 -I s,gllwS se umo" .Cllemuoj -- a`IE'I !po'I Utagrl a!2auie:) ssau;o 3uo)s-13nUO3, O2u!Uas-6061 iudy S:13IAH3S 'IVI34S V rIV2II1.LrIl1D `a2II1SIarI 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Parks Administration 'tEQUEST TITLE: Connect Parks Division Computers to Server in Recreation Office REQUEST SUhLMARY Purchase supplies needed to connect Parks Division staff computer workstations to the Recreation Division server. Contract installation of cable and connection. Allocate funds into the Wide Area Network capital account. PRIMARY OBJECTIVE To connect the Parks Division computers to the server in the Recreation office, which will allow staff access to the city's wide area network. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Recreation Division server will be connected to the city's wide area network. Parks Division staff are housed in a modular building in the corporation yard and the mechanic in a building adjacent to the Recreation office. In order for the Parks Division staff to have access to the city's wide area network, they will need to be connected to the server in the Recreation office. ALTERNATIVES 1. Purchase and connect a stand-alone computer to the server for use by Parks Division staff and do not connect the Parks Division to the wide area network. - OST SUMMARY 1999-2000 2000-01 +additional Costs Staffing Supplies, Materials, Services 58,000 Minor Equipment Total 58,000 Savings Net Cost $8,000 IMPLEMENTATION Project will be scheduled once funded, — 31 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Parks and Recreation Administration REQUEST TITLE: Administrative Assistant REQUEST SUMMARY To hire an Administrative Assistant for the Parks and Recreation Department. PRIMARY OBJECTIVE To administer administrative operations of the Parks and Recreation Department to include the areas of office policies and procedures; personnel; budget; information systems: contracts; programs: reports; grants; surveys and studies. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE With the elimination of the Recreation Superintendent position in 1993, the administrative needs and duties of the department were dispersed to the Recreation Supervisors and Department Secretary. As the city and department has grown, so have the administrative needs of the department. This position is needed to pull those administrative duties together to provide a better organized department and allow effected staff members to give a better performance on the jobs they were hired to do. ALTERNATIVES 1. Reinstate the Parks Superintendent position. This alternative would cost approximately 564.500. 2. Do nothing. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing $54,000 Supplies, Materials, Services Minor Equipment Total $54,000 Savings Net Cost 554.000 DVIPLEMENTATION This request is for the 2000-01 fiscal year. Recruitment would commence after July 1, 2000. - 32 - 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Parks and Recreation Administration REQUEST TITLE: Program Coordinator (Full -Time) REQUEST SUMMARY Hire one full-time program coordinator for the Recreation Division. PRIMARY OBJECTIVE To assist four Recreation Supervisor in various programming areas in providing quality recreational activities for the citizens of Lodi. SUMMARY OF FACTORS DRIVING TIE REQUEST FOR CHANGE The four Recreation Supervisors in the Recreation Division oversee and manager over 40 programs in addition to facility rentals, special events and miscellaneous assignments. Because our community is a working community, many programs are scheduled during evening hours and weekends to allow for optimum participation. The Recreation Supervisors consistently work evening and weekend hours in addition to their regular workdays to ensure quality programming. This position would be used to in the areas of special events, sport camps, officials and scorekeepers coordination, and as support to the Recreation Supervisors in their day-to-day programming. ALTERNATIVES Hire a part-time Program Coordinator for 1,500 hours per year. This would cost approximately $18,270 Do nothing. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing $41,165 Supplies, Materials, Services Minor Equipment Total $41,165 Savings Net Cost $41,I65 IMPLEMENTATION Recruitment to begin once funded. - 33 =- 1999-2.001 Financial Plan and Budget SIGN-MCANT EXPL-N-M-URE REQUEST AND ST-kFY G CHANGE ACTIVITY: Recreation Administration REQUEST TITLE: Purchase Office Chairs REQUEST SLINL�4 ARY Purchase eight matching chairs for conference room; purchase desk chair for director and two supervisors. PRIMARY OBJECTTVE To replace worn, mismatched conference room chairs and to provide staff with appropriate desk chairs. SUAD4 ARY OF FACTORS DRIP G THE, REQUEST FOR CHANGE The chairs in the conference room are worn, old, and uncomfortable due to being too low for conference table. Three desk chairs are needed to replace worn and old chairs for director and two supervisors. ALTERNATIVES 1. Purchase eight matching chaos first year; three desk chain second year. COST SUMMARY 1999-2000 200M1 Additional Costs staffmg Supplies, Materials, Services Minor Equipment 54,400 Total 54,400 Savin Net Cost 54,400 If funded, chain will be purchased during the fiscal year. — 34 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Recreation Administration ''EQUEST TITLE: Upgrade Activity Brochure REQUEST SUMMARY Produce and distribute 8'/z x 10`/2 quarterly brochure (approx. 24 pages). Target mail brochures to people whom have taken a course in the last 18 months (approx, 10,000) and street distribution (approx. 2,500). PRIMARY OBJECTIVE Improve the quality and increase the effectiveness of the quanerly activity guide. Part of the effectiveness of a brochure is based on the format you use. The most common fore. au for brochures are magazine size. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE • Improve the quality and increase the effectiveness of the quarterly activity guide. • Use our in-house mailing list; it draws a greater percentage of enrollments than any other marketing effort. ALTERNATIVES 1. Continue to distribute the current activity guide: 11 % x 14, 20,000 copies, newspaper print, 12 pages, colored front, and insert into the Lodi News Sentinel. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing Supplies, Materials, Services S17,705 517,705 Minor Equipment Total $17,705 517,705 Savings Current budget allocation S7,800 S7,800 Net Cost 59,905 S9,905 IMTLEAfENTATION If approved, we would create and distribute a magazine size quarterly brochure, — 35 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STA.F ING CHANGE ACTIVITY: Parks and Recreation Administration REQUEST TITLE: Part-time CAD Operator REQUEST SUMMARY Hire pan -time CAD operator to assist in preparation of construction drawings for park improvement projects. By doing in- house design, we are able to save upwards of S70,000 per year in consulting fees, which allows us to put these swings back into projects PRLK.IRY OBJECTIVE To save consultant fees by accomplishing in-house design of our park projects. To efficiently and economically accomplish the in-house design of our projects for a complete package of construction drawings and specifications. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Our department has successfully proven that we can save outside consulting fees by doing construction drawings and specifications in-house. This position provides the nexssary staffing to accomplish our objectives efficiently. ALTERNATIVES 1. Use outside consulting services. This alternative would leave fewer ftmds available for construction. 2. No CAD Operator. This alternative would cause us to tura this task over to Public Works staff which in turn would greatly delay projects. COST SUMMARY 1999-2000 2000-2001 Additional Cosa Staffing S10.495 S6,640 Supplies, Materials, Services Minor EqWpment Total S10,495 S6,640 Savings Net Cost S10.495 S6.&W IMPLEMENTATIONS If approved additional staff to be hired July 1999. — 36 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Aquatics REQUEST TITLE: Pool Slide REQUEST SUMMARY Purchase "Marlin" Safety Tube Slide for Blakely Park pool PRIMARY OBJECTIVE Add aquatic attraction to Blakely Park pool that is portable and appropriate for pool dimensions. This in tura will increase revenue. SUMMARY OF FACTORS DRIVII�G THE REQUEST FOR CHANGE Attendance at Blakely pool is consistently diminishing and this would help to make rt more attractive to the general public. ALTERNATIVES Continue to tun the aquatic facility without the slide feature. Select other ways to improve the facility and increase revenue. Purchase another less expensive water feature. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing Supplies, Materials, Services Minor Equipment 55,500 Total 55,500 Savings Net Cost S5,500 IMPLEMENTATION Bids will be solicited as soon as this item is budgeted -- 37 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHARGE ACTIVITY: Aquatics REQUEST TITLE: Inflatable Aquatic Play Equipment REQUEST SUNLMARY Purchase a Boing Giant Inflatable water feature. PRIMARY OBJECTIVE Add aquatic attraction to Blakely pool that is portable and appropriate for pool dimensions. This in turn will hopefully increase revenue. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE With aquatic participation consistently dropping and in an effort to stay competitive with private sector pools and water paries. We hope to increase attendance at Blakely pool by making it more attractive to the general public through these features. ALTERNATIVES Continue to run the aquatic facility without the inflatable. Select other ways to incr=se attendance. Purchase another less expensive water feature. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffmg Supplies, Materials, Services Minor Equipment 53,500 Total S3,500 Savings Net Cost $3,500 � ui•t�A�lui�►��t�Sa�il Bids will be solicited as soon as the item is budgeted — 38 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Youth Sports REQUEST TITLE: Increase in Part -Time Salaries/Transfer of Late Nite Basketball Program REQUEST SUN1 1MARY Increase part-time allocation and transfer the late night basketball program expenditure from Miscellaneous Indoor/Outdoor to Youth Sports. PRIMARY OBJECTIVE To allocate appropriate funds needed for Youth/Teen Sports part-time staffing needs. To identify the Late Nite Basketball program as a teen sport activity. SLWMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE In July 1998, part -tithe salaries increased. Beginning in July 1999, the rental of the Grape Festival Pavilion goes up 52,000 and another $2,000 in July 2000. Increased participation in the Junior Basketball program from 900 in 1997 to 1200+ in 1998 and 1999 required additional officials, pictures, and shirt expenses as well as increased revenue. ALTERNATIVES 1. Set limits on Youth Sports registrations to decrease expense of officials, pictures, shirts. 2. Do not provide officials, pictures, or shirts in some orall programs or age divisiotu- COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing 517,720 S17,720 Supplies, Materials, Services 516,400 S16,400 Minor Equipment Total 34,120 34,120 Savings Additional Revenue $7,000 $7,000 Transfer from Mise. In/Outdoor (Late Nite) $6,510 $6,510 Transfer from Rec. Admin (Annex Rental) 56,155 56,155 Net Cost $14,455 514,455 IMPLEMENTATION Changes to take effect July 1, 1999 if approved. — 39 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Youth/Teen Sports REQUEST TITLE: Portable Scoreboards REQUEST SUMMARY Purchase portable electronic scoreboards PRIMARY OBJECTIVE Purchase two electronic portable scoreboards for youth basketball and football. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The youth basketball program continues to grow at an ever increasing rate. The facilities that we use do not have sufficient scoring equipment to accommodate our needs. In addition to basketball, the scoreboards would be used in flag football and thus enhance that program as well. ALTERNATIVES 1. Purchase less expensive portable ele=onic scoreboards 2. Secure a local sponsor for the equipment- 3. quipment3. Continue to offer the program without the equipment COST SUMMARY 1999-2000 2000-01 Additional Costs Staffm g Supplies, Materials, Services Minor Equipment 54,000 Total 54;000 Savings Net Cost 54,000 DgPLEMENTATION Bids will be solicited when the item is budgeted. .M 1999-2001 Financial Plan and Buded SIGNMCANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Spore Facilities Maintenance REQUEST TITLE: Fence Material for Vinewood Ball Diamond REQUEST SUMMARY This needed repair has been deferred x%,eral years because of budget constrai=. PRIMARY OBJECTIVE To replace ball diamond backstop fencing that has surpassed its usefulness and safety requirements. SUMMARY OF FACTORS DRrYTNG THE REQUEST FOR CHANGE This diamond is heavily used by organized recreation programs. Replacement is overdue due to mmT ssing its useful life. Its functional and safety characteristics have diminished to the point of concern- This item was budgeted for in the 1997-99 Budget. It wujs deleted when therewere budget cuts. 6r..M. ALTERNATIVES Continue using this facility that is substandard knowing it is a potential safety hoard COST SUMMARY 1999-2000 2000-2001 Additional Costs Stain Supplies, Materials, Services Minor went S4,900 Total 54,900 Savings Net Cost S4,900 LNIPLEMENTATION Bids have been received for this improN-ement and are ready to be processed if this item is budgeted -- 41 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AIND STAFFU G CHANGE ACTIVITY: Sports Facilities Maintenance REQUEST TITLE: Additional Part -Time hours REQUEST SLDZ1ARY Two (2) additional part-time weekday laborers (1500 hours each) and 600 hours of additional part-time weekend labor. The weekday employees are needed to maintain Armory and Stadium softball diamonds and to assist a Maintenance Worker III. The weekend hours are needed to support weekend tournaments and games. Weekend laborers also ensure clean picnic facilities for rented facilities as well as heavily used parks. PRIMARY OBJECTIVE Weekdav labor Currently a Maintenance Worker III is assigned to a park for six to seven months. A new employee would free up Maintenance Worker III to do much needed work that has been deferred from previous years (maintain fences, bleachers, pesticide application, building maintenance, etc). The second employee would assist the Maintenance Worker III with above maintenance. Both would assist with diamond renovation. Weekend labor To keep up with the demand for growing recreation programs and tournaments. To decrease overtime by 10%a. To provide clean picnic areas at reserved picnic sites. SUT1tt1ARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The need to keep facilities safe, playable, clean and to increase maintenance standards. Increased levels of tournaments require the staff to maintain the fields. ALTERNATIVES Continue with present staffing level and defer maintenance. Decline tournaments and decrease weekend field use. COST SUMMARY 1999-2000 2000-2001 Additional Costs Staffing S27,135 528,480 Supplies, Materials, Services Minor Equipment Total 527,135 528,135 Savings $1,100 $ 1,100 Nct Cost 526,035 $27,380 IMPLE'N ENTATION If approved, additional staff to be hired July 1999. — 42 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Parks Operations Coordinator REQUEST TITLE: Funding for Special Event and Programs REQUEST SUMMARY To fund the costs of the following events/programs: (1) Fishing Derby; (2) Camp Lodi; (3) Earth Day; (4) Christmas in the Park; (5) Salmon Festival. •PR1119ARY OBJECTIVE To market Lodi Lake as a prime destination for tourism and as a valuable natural resource for the City. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Lodi Lake is a primary destination for tourism, schools, outdoor programs and boating and nature enthusiasts. As the Lake heads toward year around water, the capabilities for more events and opportunities should grow to accommodate this change. Through community contributions, sponsor fees and small, if any, user activity fees, these programs will be self-supporting. User fees typically will be charged for specialty items such as t -shirts, boat or bus tours (Salmon Festival), carriage rides (Christmas in the Park), etc. Some activities will be 100% recovered through sponsor fees, i.e. Fishing Derby. WNI M\'/DCy No events. This alternative would eliminate programs that have proven to be very successful and self supporting. COST SUMMARY 1999-2000 2000-2001 Additional Costs Staffmt: Supplies, Materials, Services 59,100 $11,000 Minor Equipment Total 59,100 $11,000 Savings (revenue as stated above) 59,100 $11,000 Net Cost -0- -0- IMPLEMENTATION If approved, effective July 1999. — 43 — 0 IM -2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAYF G CHANGE ACTIVTIY: Lodi Lake Park REQUEST TITLE: Part time Irrigation Installer REQUEST SUINLMARY One 1500 hour additional part time laborer to help install irrigation and Ma.Xicom water system on the south section of the pari- Also install irrigation on beach area PRIMARY OB.TECTTVE To assist in the installation of automatic and Maxieom irrigation system in the beach and south sections of the park Would also be available to insla11 Mxdcom clocks in other patio. SUINV4ARY OF FACTORS DRIVViG THE REQUEST FOR CHANGE A major objective to upgrade the deficiencies at Lodi Lake is to install automated irrigation in the park In order to accomplish this maintenance saving objective is to do the work with park crews through out the year. ALTERNATIVES 1. Continue to experience excessive maintenance hours to irrigate the park by hand 2. Contract out this work at a much higber aist. COST SUMMARY 1999-2000 2000-2001 Additional Costs St21hn $11,405 S11,975 Supplies, Materials, Service Minor Equipment Total S11.405 S11.975 Sa"ings Net Cost 511.405 $11.975 LN--PLEMENTATI0 N S if approved, additioaal staff to be hired July 1999. — 44 — R 1999-2001 Financial Plan and Budget SIGI\TFiCANT EXPENDITURE REQUEST AND STAF NG CHANGE ACTIYPIY: Parks Maintenance REQUEST TITLE: Full Time Labor for Peterson, Glaves and Kamakian Parks REQUEST S[.1N9AiARY Hire one full time employee for maintenance of Peterson Park, Henry Glaves Park and Katzakian Park. With the completion of Peterson Park and the addition of Katzakian Park, this will place significant impact on our ability to maintain these parts. PRIMARY OBJECTIVE To maintain Peterson Park (addition of lb acres for 22 total acres) and Katzaltian Park which is currently under construction. Impact is significant to bring these parks on line, not only with the facilities, but also the mowing and edging. SUMMARY OF FACTORS DRTVlNG THE REQUEST FOR CHANGE We currently do not have additional hours specifically budgeted for Peterson Park. We are using our soccer, softball and baseball practice facilities at Peterson Park. We are asking for a full time person to allow for maintenance. Additionally, Henry Glaves Park and Katzaldan Park (when completed) are in close proximity to Peterson Park and needs attention especially in the area of bathroom maintenance, edging, trimming and playground maintenance. ALTERNATIVES Not do the maintenance. COST SUMMARY 1999-1000 2000-2001 Additional Costs staffmg 531,390 SuWlies, Materials, Services Minor Equipment Total 531,390 Savines Net Cost 531,390 IMPLE E TATTONS If approved, additional staff to be hired July 2000. — 45 — 1999-2001 Flaancial Plan and Budget SIGNIFICANT EXPEiVDMTRE REQUEST ANT STAFFLNG CHANGE ACTIVITY: Parks Maintenance REQUEST TITLE: Part -Time Laborer for Peterson, Glaves and Katzakian Parks IXy 1I.1ihT� :t�'1 Hire one part-time employee 1500 hours for maintenance of Peterson Park, Henry Glaves Park and Katzakian Park. With the completion of Peterson Park and the addition of Kamakian Park(under construction), this will place significant impact on our ability to maintain these parks. PRIMARY OBJECTIVE To maintain Peterson Park with the addition of 16 acres and Katzakian Park which is currently under construction. Impact is significant to bung these parks on line, not only with the facilities, but also the mowing and edging. SIP,�VAARY OF FACTORS DRTVL\G THE REQUEST FOR CHANGE We currently do not have additional hours specifically budgeted for Peterson Park. We are using our soccer facilities and softball and baseball practice activities for Peterson Park, we are asking for 1500 hours of part-time hours to allow for minirnal maintenance. Additionally, Henry Glaves Park and Katzakian Park(when completed) our in close proximity to Peterson Park and needs attention especially in the area of bathroom maintenaace, edging, trimming and playground maintenance. ALT E RNATTVES Not do the maintenance. COST SUNOAARY 1999-2000 2000-01 Additional Costs stafflaz 513,415 513,730 Su lies, Materials, Services Minor EqWpment Total S13,415 $13,730 Savings Net Cost $13,415 S13,730 DO PLEMENTATIONS If approved, additional staff to be hired July 1999. AG 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Parks Maintenance REQUEST TITLE: Increase Part-time Hours REQUEST SUMMARY Request to increase current level of part-time laborers from 1500 hours to 1552 hours (1 99 912 000) and 1552 hours (2000/01). PRMkRY OBJECTIVE Add additional hours to existing part-time staff due to increased demand and to address maintenance needs in the parks stistem. SUWMARY OF FACTORS DRIVLiG THE REQUEST FOR CHANGE The Parks and Recreation Department has identified that proper maintenance levels is the number one priority in department staff needs. This request allows for rearrangement of staff to be more efficient and productive and to use our staff resources in the best possible manner. ALTERNATIVES 1. Keep maintenance at current levels and continue to defer general maintenance. 2. Continue to defer repairs to irrigation until funding is available. COST SUMMARY 1999-2000 2000-2001 Additional Costs Staffing S13,051 $13,730 Su lies, Materials, Services Minor Equipment Total S13,051 S13,730 Savings Net Cosi S13,050 $13.730 LNIPLEMENTATIONS If approved, increased hours to take effect July 1999. — 47 — 1992001 Financial Plan and Budget SIGNIFICANT EXTEND1TURE REQUEST AND STA-FTVtG CHANGE ACITVM: Equipment Maintenantt REQUEST TITLE: Pan Time Assistance REQUEST SUWMARY Hire part time assistance for department mechanic (340 hours). PRIMARY OBJECTTVE To help mechanic at end of day with senuing of equipment. To more efficiently maintain workload of playgrounds and help mechanic when another person is needed. To facilitate an assistant at Iower wage for duties not requiring a mechanic, i.e. pans pickup, oil and lube, and playground equipment safety checks. SLNMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE To meet a growing need to keep our playgrounds safe. To meet the need of having the equipment ready to use first thing in the morning. ALTERNATIVES 1. Continue to overload mechanic and not fulfilling needs. 2. Continue using skilled mechanic to perform unskilled duties. COST SUMMARY 1999-2000 2004-2001 Additional Costs S 53,650 53,850 Supplies, Materials, Services Minor Equipment Total S3,650 S3,850 Savings Net Cost 53,650 53,850 IMPLEKENTATTONS If approved, staff to be hired July 1999. — 48 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: After School Playgrounds REQUEST TITLE: Increase Part -Time Expenditures REQUEST SUMMARY Five (5) Recreation Leader positions to Recreation Specialist. PRRII LARY OBJECTIVE To provide a quality After School Program by hiring qualified staff requiring early childhood education units and experience. SUNUgIARY OF FACTORS DRWDL G TKE REQUEST FOR CHANGE Traditionally, the After School Program has used a relatively inexperienced work force in the program. Staff has found it difficult to find qualified and experienced employees at the recreation leader pay rate. This, in turn, has lead to high staff turnover. As parent and child requests increase (programmed activities, homework assistance, behavior intervention, etc.) and attendance increases, it is important that working staff have the skills and knowledge to handle the day -in and day -out demands of providing a quality program. By hiring Recreation Specialists, with a minimum of 12 early childhood education units and at least 6 months experience in conjunction with recreation leaders as supporting staff, we will operate a quality program. Key staff members will have the education background and knowledge of working with children. In 1998, waiting listswere eliminated at Reese and Vinewood schools, allowing all children to participate. This has increased the attendance at these sites and the staff level has gone from two to three at both these sites. This increase requires staff to be able to handle large numbers of children as well as maintain control. ALTERNATIVES 1) Increase participation fees to cover additional expenses. 2) Absorb the difference in revenuelcost in the department's 30% recovery goal 3) Continue to hire inexperienced and unqualified staff. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing S 15,160 $15,160 Supplies, Materials, Services Minor Equipment Total $15,160 S15,160 Savings Excess revenue S6,450 56,450 Net Cost S8,710 58,710 IMPLEN,fENTATION Recruitment will occur as soon as funding is available. 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: After School Playgrounds REQUEST TITLE: Before School Programs REQUEST SUMMARY Hire five (5) Recreation Specialists to operate before -school programs at 5 elementary school sites from 6:45 a.m. to 8:00 a.m., 49 weeks per year. Include breakfast for all participants. Charge $31.50 per month tuition fee to all participants to recover 100% of program operating costs. PRIMARY OBJECTIVE Provide a safe place, with something to eat, for the children of our community before school begins. To recover 100% of operating costs from fees charged SUMMARY OF FACTORS DRrVriG THE REQUEST FOR CHANGE Parent and school principal request. A minimum of 20 participants must be enrolled at a site for the program to operate. ALTERNATIVES 1. Provide no breakfast during the program and charge parents only S20 per month, per child. 2. Subsidize the program the cost of breakfast (S14,700 per year) and charge parents S20 per month, per child. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing M565 522,565 Supplies, Materials, Services 514,700 514,700 Minor Equipment Total $37,265 S37,265 Savings Revenue 537,800 S37,800 Net Cost Q535> a535> IIAPLEMENTATION If funded, we will open five sites July 1, 1999 provided there are least 20 participants per site enrolled. — 50 — 1999-2000 Financial Plan and Bud -et SIGNIFICANT EXPENDITURE REQUEST AND STAFFING C1-La\GE ACTIVITY: Hutchins Street Square Administration REQUEST TITLE: Box Office at The Square REQUEST SUNLNL-kRY Open and maintain a box office at the Square to sell tickets for theatre performances, ansNver questions about the facility, act in a marketing capacity and provide tours of the facility. PRDtkRY OBJECTIVE Marketing and promotion of not only the facility, but also the cultural events of the community. SUNDLARY OF FACTORS DRI`T G THE REQUEST FOR CH.-k\GE The new addition of the theatre and the conference facilities have made it evident that we need to offer a box ofYice to pruchase tick: s and market the events at the Square to ensure their success. The sale of the tickets would supplement and -!or cover the cost of the part-time person selling the tickets. Our "in-house bass" office v.-culd charge 51.00 on the cost of all tickets to cover the cost of providing the sen -ice. ALTERNATIVES; Have all private rental parties sell their own tickets at location outside of the Square. COST SU\LAARY 1999-2000 2000-01 Additional Costs Staffing (20 hr./%\:k, S8/hr) S8,320.00 S 3,320.00 Total S8,320.00 S 8,320.00 T_ �IPLE.LE\TATIO\ — 51 — 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square administration REQUEST TITLE: Part -Time Intern REQUEST SU %LN1ARY Intern to supplement special event activities. PRDIARY OBJECTIVE Support cultural and civic activities at the Square and continue the summer push for activities and events. SUNLNIARY OF FACTORS DRIVL\G THE REQUEST FOR CHANGE Historically we have added a college intern to supplement staff and allo%v programs opportunity for growth. ALTERNATIVES: None. COST SUND. IARY Additional Costs Stang (700 hours @ S8.25/hr) Total DIPLEMENTATION 1999-2000 S 5.903.22 S 2000-01 S 5.903.22 S — 52 — 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFC�G CFLa\GE ACTIN•TIY: Hutchins Street Square Administration REQUEST TITLE: Increase in Part -Time Administrative Clerk IT Hours REQUEST SUNDL-kRY Increase part-time daily administrative clerk II position to 30 hours per wveek to manage rentals of facilities at Hutchins Street Square. PRDL.kRY OBJECTIVE • Ensure contracts, insurance, security and other liabilities are properly administered. • DeN-elop a continued marketing plan to keep the spaces contracted and maintain cash flow. SU*NnL.kRY OF FACTORS DRI`'M THE REQUEST FOR CH--k\GE With construction of the Performing Arts and Conference Center completed in May 1998, we have added four meeting facilities, with a total of six facilities. Rental of these facilities provides space for the community and is an opportunity to realise substantial revenue for the City of Lodi. N' : TIVE ALTER A S COST SU\LNL&RY 1999-2000 2000-01 Additional Costs Administrative Clerk II (330 hrlweek) S 16,201.86 S 16,201.85 MPLE1OE\TATION We are currently accommodating 25 groups per week on average at the Square's facilities. By . increasing our part-time position, this will allow us the staff needed to continue to provide space needed for the community. — 53 — 1999-2001 Financial Plan and Budeet SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE -------------------------------------------------------------- ACTIVITY: SENIOR INFOKNIATION CENTER REQUEST TITLE: Hire a Part-time intern REQUEST SUl' 4ARY Hire apart -time intern to assist Senior Services Coordinator with all aspects of Senior Services and Programs. PRIMARY OBJECTIVE 1. Assist in secretarial duties at Senior Information Center 2. Develop and coordinate new senior programs in partnerships with Lodi Memorial Hospital, and Lodi Unified 3. As paid staff on-site allow Senior Services Coordinator to continue to participate in networking organizations and public relations in the community 4. Recruit and train new volunteers SLZvf�IARY OF FACTOR DRIVNG THE REQUEST FOR CHANGE Since 1990, all programs and services offered to Local Seniors have been developed and coordinated by the Senior Services Coordinator. The Dept. of Aging has provided two part-time receptionist (who, due to funding deficits, are laid off quite often). These employees are minimally skilled and cannot absorb any of the Directors duties. The Senior Center assist an average of 650 seniors monthly with a staff of many volunteers. It has reached a point that more experienced and skilled help is needed to tend to the day to day operations and allow for growth in both scope and quality of services offered. ALTERNATIVES . Continue with current staff and not develop any more new programs or partnerships COST SUhnSARY 1999-2000 2000-01 Additional Costs Staffing 56,912. S7,500 Savings 0 Net Costs S6,912 57,500 L�iPLEI fEINTATION NVith approval, a part-time Intern will be hired, relieving Senior Services Coordinator from day to day secretarial duties. Intern -A-ill also plan and implement new programs and services. — 54 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFDZG CHAINGE ACTIVITY: Hutchins Street Square Swimming Pool REQUEST TITLE: Hire a full-time Aquatics Supervisor REQUEST SUMMARY Hire a full time Aquatics Supervisor to run all aspects of swimming programs at Hutchins Street Square. PRIMARY OBJECTIVE 1. Meet increasing demands on staffing a year-round pool 2. Expand and improve aquatic programs at H.S.S. 3. Reduce demands on maintenance staff 4. Increase revenue 5. Provide high quality progrnns %pith high customer satisfaction SUMMARY OF FACTOR DMVD G THE REQUEST FOR CHANGE Since it's opening in 1990 the pool has been staffed by part-time lifeguards, hired and supervised by the Senior Services Coordinator. The turn -over rate is high due to changes in schooling and full-time employment elsewhere. Continuity is difficult to maintain and revenue is lost due to inconsistency of staffing. A current part-time Recreation Specialist rill be retiring in 1999, A Aquatics Coordinator will absorb his duties as well as some pool maintenance. ALTERNATIVES 1. Continue with current staffing which will not allow the programs to increase and grow and continue pattern of poor customer senice due to inconsistency and high turn over rate. 2. Discontinue swimming programs at Hutchins Street Square COST SUTIN gARY 1999-2000 2000-01 Staging costs $35,000+ $35,000— Savings (eliminate Rec Spec.) 8,992. (eliminate Headlifeguard) 518,482. $8,000+ DvTLENENI TATION With approval, a full-time Aquatics Supervisor will be hired, Recreation Specialist and Headlifeguard position will be eliminated and part-time lifeguard hours can be kept to a minimum — 55 — 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square .Maintenance REQUEST TITLE: Refinish Wood Floor in Kirst Hall REQUEST SUNBLARY Contractor to come in, sand Kirst Hall floor down to bare v---ood, refinish and re -stripe floor. PRM-kRY OBJECTIVE ?Maintain and protect hardwood floor. SUNDL-kRY OF FACTORS DR.IVLNG THE REQUEST FOR CHxk\GE Daily use of this hall has wom the wood floor bare in spots, Nvith the finish yellowing and flakins in other areas. This is due to normal wear and tear. This floor -%vas refinished last in November of 1994. ALTERNATWES: If allowed to continue the floor Nvill be damaeed resulting in very costly replacement. COST SUiL1IARY 1999-2000 2000-01 Additional Costs Supplies, Materials, Services S 12,000.00 S 0 Total S 12,000.00 S 0 LNTPLE'MENTATION — 56 — 1999-2000 Financial Plan and Budget SIG\IFICANT EXPENDITURE REOfESTAND STAFFING CHANGE ACTIVITY: Hutchins Street Square Maintenance REQUEST TITLE: Replace RottingWood Columns in Patios and Entrances REQUEST SUNL A RY Begin as needed replacement of rotted %vood ornamental columns in patio and building entrances. Estimated cost for materials (per column) 4350.00. Estimated number of replacements at this time - 15 columns. PRLIL.kRY OBJECTIVE Chane over to cement reinforced foam core columns that do not rot. SUNDL-�RY OF FACTORS DRIVD�G THE REQUEST FOR CHANGE Existing columns are rotting around their bases. Those located under rooflines will last indefinitely. However, tho_e columns exposed to the iveather and irrigation will have to be changed. Request is for materials. Labor to be supplied by Hutchins Street Square maintenance staff. ALTERNATIVES: At some point, the failing columns will have to be replaced. COST SUI EL LARY 1999-2000 2000-01 Additional Costs Supplies S 5,250.00 S 0 Total S 5,250.00 S 0 BIPLEIIENTATION - 57 - 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square Maintenance REQUEST TITLE: Remove Diseased Alders at Hutchins Street Square REQUEST SU %DIARY Hire a contractor to remove 42 mature diseased alders on the west and north sides of the Square. This is a one-time cost. PRLIL-kRY OBJECTIVE To upgrade to a more disease -resistant, more colorful and longer -lived species of trees. SU\LNLARY OF FACTORS DRIVING THE REQUEST FOR CHANGE These alders suffer from a vascular fungus and secondary infestation of Flathead Borer. Streamside trees, these alders will not recover. New plantings of big leaf maple, red oak and live oak have already been installed next to the alders. This will lesson the impact of the removed alders. ALTEILNATIN-ES: Allow the trees to die off one by one with possible transfer of the fungus to healthy trees, visual blight and safety hazards from dead falls. COST SUNLNLA.RY Additional Costs Supplies, Materials, Sen -ices Total L11PLEMENTATION 1999-2000 2000-01 S 5,000.000 S 0 S 5,000.00 S 0 — 56 — 1999-2000 Financial Plan and Budget SIGNIFICANT E\PENDITi:RE RiQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square Maintenance REQUEST TITLE: Janitorial Supplies REQUEST SUNENL4RY Increase budget for janitorial supplies. PRMARY OWECTIVE Maintain high level of building finish. SU)EMARY OF FACTORS DRIVTNG THE REQUEST FOR CHANGE Large increase in building size, high level of building finish and increased use volunteers (Vacuum Buddies) has increased the use of janitorial supplies. As of 11/98, 73% of budget has been used within 42°/0 of year. ALTERNATIVES: None. COST SUN -DIARY Additional Costs Supplies, Materials, Services Total L'1IPLEMENTATION 1999-2000 S 11,020.00 S 11,020.00 2000-01 S 11,350.00 S 11,350.00 - 59 - 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIN7TY: Hutchins Street Square Maintenance -REQUEST TITLE: Replace Rental Tables REQUEST SUMMARY Replace tables used at Hutchins Street Square for events, rentals and city functions with new lightweight tables. Requests consist of 40 sixty inch round tables and 15 3'x8' tables. Staff expects that new tables would have a similar service life. PRD1ARY OBJECTItE Maintain safe, reliable equipment. SU LVIARY OF FACTORS DRI TNG THE REQUEST FOR CELA..NGE These tables have been in zlmost constant use for the past 10 years and are reaching the end of their service life. Thev are beginning to pull scre%vs, delaminating and no longer set up flat. ✓ ALTER\ATNES: Continue with current tables: remove damaged and unsafe tables % pith a decrease in inventory. COST SUMMARY 1999-2000 2000-01 Additional Costs Supplies,'`-Saterials, Services S 11,990 S 0 Total S 11,990 S 0 DIPLEMENTATION MEN -M 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square Maintenance REQUEST TITLE: Increase in Sublet Services REQUEST SUIL'�L-►RY Increase funding level for sublet sen. -ices (33%) for contract/demand sublet services. PRDL4RY OBTECTIVE Ensures adequate funding for the repair of building systems and maintenance contracts. SU 1nIARY OF FACTORS DRIVL\G THE REQUEST FOR CHAN-GE Large increase of building size and use. Senior Center, Adult Day Care, Swimming Pool and Kirst Hall are now in their tenth year of almost constant use. The finishes, building systems and furnishings are coming into a repair and replacement phase. Sublets include: HVAC control analysis, peat control, on -demand garbage collection, janitorial services, fire equipment maintenance and elevator maintenance. ALTERNATIVES: Continue at current levels with problems reflected in appearance and performance of facilities. COST SUNENNI .RY 1999-2000 2000-01 Additional Costs Supplies, Materials, Sen -ices .$13, 180' S 13.576 Total $13,180 S 13,576 L\7PLE'1IIENTA,TION NOTE: The alternative to this would be to convert this to a full-time position. - 61 - SUBLET SERVICES Hutchins Street Square Contractor Cosu'Inter►•al Yearly Cost Remarks Alamo Alarm S 380.00/grdy. S 720.00 charges for weekly reports Cal Waste S 96.00 on demand S n/a additional dumpster calls Clark Pest Control. S 275.00/mo. S 3,300.00 possible drop Korean Bldg. S 2,593.34/mo. S 31,120.00 contract Paramount Pest Control S l 75.00/mo. S 2,100.00 pigeon control; possible drop, if staff trained Sentinel Fire Equipment S 75.00/6mo. S 150.00 Crete Hall kitchen hood Stockton Fire Equipment S 155.00/yr. S 155.00 recharge fire extinLruishers UniFirst S 55.91/�i-kIy S 4,467.32 possible drop if decided to purchase rags, mop heads and rugs, if labor supported US Elevator S 411.00/mo. I S 4,932.00 2 units currently/Theatre to be added; est. S205 Waste 1`4anasement S 217.75/mo. S 2,604.00 portable toilets Notes: We can eliminate numbers 1,2, 5 and 7 for a total of 540,988.00 if we add both recommended labor positions which would allow for a shift worker to clean, take better advantage of the community service workers and license our Senior Building Maintenance Worker position to handle the spraying/pest control operation as needed. F9 - 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUESTA\D STAFFING CHANGE ACTIVITY: Hutchins Street Square Maintenance REQUEST TITLE: Hire a Full -Time Park Maintenance Worker REQUEST SUNLNIARY Hire a full-time parks maintenance worker to maintain Hutchins Street Square grounds and supervise community service workers and volunteers. PRDIARY OBJECTIVE • Maintain a high level of Grounds care. • ?Maintain constant supervision of community service ivorkers and to facilitate the best use of volunteer service at the Square (Lodi Garden Club, etc.). • Provide an additional trained staff member for laree events and rentals. • Provide a cheaper source of trained overtime staff for overtime. SU'\LIL-kRY OF FACTORS DRIVING THE REQUEST FOR CH_a.N-GE Hutchins Street Square is now a fully landscaped 10 -acre site xith a playground, outdoor amphitheatre and stage, large patios and extensive plantings. This position would only bring staffing to par with other city parks. ALTERNATWES: Continue at current staffling levels with direct loss of facility care due to manpower/oversight capability. COST WILMARY 1999-2000 2000-01. Additional Costs Staffing $34,145 $34,145 Total $34,145 $34,145 D IPLEMENTATION —63 — 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square _Maintenance REQUEST TITLE: Aire a Full -Time Building :Maintenance NN'orker REQUEST SU.NEAZ-kRY Hire a full-time building maintenance worker to maintain building finishes, give constant supervision to building maintenance workers, service staff request throughout the complex and supply Hutchins Street Square Nvith trained, knowledgeable staff for special events, rentals and overtime situations. PRLNIARY OBJECTIVE • Maintain Performing Ans building high level of finish. • Receive better performance and results from community service workers and maximum benefit from volunteers. • Supply knowledgeable, trained staff for rentals and large special events. • This position \rill supply a cheaper source of overtime and allow senior staff to focus on technical maintenance. SUINENIARY OF FACTORS DRIVLNG THE REQUEST FOR CHANGE �-_� A 40,000 square foot increase in building size and increased foot traffic from rentals and `7 special events is over extending current staffing and will result in deterioration of the building and its facilities. ALTERNATWES: Maintain current stafng levels with crisis management of needed maintenance. COST SL`1.NIARY 1999-2000 2000-01 Additional Costs Staffing S 32,97 5 S 37;06.56 Total S 32,975 S 37,056.56 MPLE'1IEN TA TION — 64 — Hutchins Street Square Stats (approximate) Exterior Features Pool 70,000 gallons Kitchens/Kitchenettes 5 Showers 17 ToiletsX-rinals 73 Two Workers Care For 71,115 square feet of buildings 70,000 gallon pool (open Monday -Friday 6:30 a.m. - 5:00 p.m., Saturday 6:30 a.m. - 2:00 p.m.) 9.2 acres of ;rounds (including mowing) 1,087 hours of overtime (rentals and special events) 6,000 hours of community service work supervised Acres 10.8 1. 63 .2 .57 .18 5.1 2.9 (approx.) .01 .01 .Is — 65 -- Sq. Ft. Facility size 469,800 Parking Lots: Oak Street 43,200 Walnut Street 27,540 Firelanes (2) 8,100 Playground 24,750 Patios (2) 7,762 Turf 221,805 Misc. Landscaping & Walk%vays Side Yards (2) 3,838 Basement 3.360 Old Auto Shop 5,118 - Buildings Cottage Room 1,265 Pisano Room 1,265 Crete Hall 3,936 'North Hall 6,400 Performing Arts Theatre: Stage 2,240 Seating 6,592 Accessory 1,856 Backstage (first) 2,880 Backstage (second) 1,642 Conference Center 14,990 Lobby/Rotunda 5,116 Fine Arts First Floor 5,070 Fine Arts Second Floor 3,690 Senior Complex 27,039 Total Overall 71,115 sq. ft. Pool 70,000 gallons Kitchens/Kitchenettes 5 Showers 17 ToiletsX-rinals 73 Two Workers Care For 71,115 square feet of buildings 70,000 gallon pool (open Monday -Friday 6:30 a.m. - 5:00 p.m., Saturday 6:30 a.m. - 2:00 p.m.) 9.2 acres of ;rounds (including mowing) 1,087 hours of overtime (rentals and special events) 6,000 hours of community service work supervised Acres 10.8 1. 63 .2 .57 .18 5.1 2.9 (approx.) .01 .01 .Is — 65 -- 1999-2000 Financial Plan and Buclact SIGN'IFICAtiT EXPENDITURE REQI:EST AND STAFFING CHANGE ACTIVITY: Hutchins Street Square Administration REQUEST TITLE: In House City Employee.Newsletter REQUEST SU_*%DL4RY Initiate and oversee the publication ob bi-»veekly in-house nevvslenerkornmuni cation piece for the employees of the City of Lodi. PRDL-kRY OBJECTI\-E Develop a positive line of cc-tmunication between all employees, managers, boards and commissions and the City Council. Distribute through p2vroll. S00%L-►RY OF FACTORS DRIVJNG THE REQUEST FOR CFA\GE There does not exist a positi\-e line of communication between the various levels of employees in the City of Lodi. Obviously, a commiree of rerresent2iives from each deparmert in the Cite, nieet]na one time per week and co;,tributing an hour here and there would be able to produce a solid publicEtion to establish a re',Etionship and connection amongst the employees. ALTEPUNATIV ES: None. COST SUNDL-kRY 1999-2000 2000-01 Additional Costs Computer S 2,046.00 S 0 Scanner S 272.61 S 0 Monthly Printing Cost (=00 x 12) S2.400.00 S 2,400.00 Printer S 1,000.00 S 1,000.00 Total S5,720 S 5,720 D1PLEMENTATIO\ 1999-2001 Financial Plan and Budget SIG'\MCANT EXPENDITURE REQUEST AND STAFFL\G CILk\GE ACMTf l': Library REQUEST TITLE: Increase Part -Time Staffing Pool REQUEST SUNV VARY Extend pan -time hours for the library aid and library page by 20 hours per week for each position PRLMARY OBJECTIVE 1) To restoreThursday evening hours (6-9 Plvi) including reestablishing the evening storytime for worldng familics. 2) Offer the Spanish bilingual storyhour on a weekly basis. 3) Offer more access to information through extended library hours. SURLMARY OF FACTORS DRINTiG THE REQUEST FOR CHANGE In 1993 the library reduced its scnice hours from 60 per week to 57 per week. The reguIarly scheduled Thursday evening story hour was eliminated in the reduction of hours. The public particularly high school students frequently ask for the reinstatement of these hours. The Youth Commission on behalf of the community's youth has requested that the library reopen on Thursday evenings. Since 1995 tate library has offered a monthly Spanish (bilingual) storyhour. In the past year the audience has increased and returned on a regular basis indicating a need for an increase in frroquency of this program. Considering the relatively modest expenditure to reopen, the library board has requested that the Thursday evening hours be reinstated as soon as possible. With increased hours and usage of the library, the need for staffing the circulation desk increases (library aid) and the volume of materials that need reshelving increases (library page) ALTEPU ATIVES Maintain the library's existing weekly schedule. \Ion-1N'ed I0 AM -9 Pl`4, Thurs-Sat l0 A.\1-6 P.\4 COST SLIN5 ARY 1999-2000 2000-01 Additional Costs Staffing S15.150 S15,150 Supplies, Materials, Services Minor Equipment Total Salines I Net Cost 1 SIS.ISO 515,150 — 67 — - 68 - • • O A P Co. N \D ,D N aD N ' N P co LA kM I I pi w« M N « M . •0 co c0 I h III I , c• N�0: M --ia, I I I 1 ice' 1 I i 1 I I I 1 I N i i I jj yl 1 'o:o o! I Ini� i co Ie el e; I co I; N, a N M M i�i V. Q.V: 17; PI Y yl O O h h � co .21 po let I y�" Vl VI V; 1'•i � 0000 �� r1 V VI V) 1 \ll q N V V V jVPC ¢ 0'Q' V z : 0 0 tiVi��'oI'o � f MCIS cc O IC, L.L : ' 1�I N N r cI0 X islX W M N eO0 N _I OI nl T y �I N) % wt I�I.G p\ u % k" NDN N N C7 � I a, _ I E �+ c c c E I E I E E A W � : VI . 7 I W 1.2 2Ly e -: OI I OI 0101010!�rl Q .1� � G ! .FI F•F F!F:F 7 i e�ly�Y co a'! A a eJ C: e! e cl c! e UIU:U.0 O U:U - 68 - Part -Time Staff Additional Professional 1999-01 FINANCIAL PLAN AND BUDGET TEMPORARY/PART-TIME REQUEST FOF DEPARTMENT: Library I ACTIVITY: Information Services ACCOUNT NUMBER: 210801 115 121 122 Est Time Hourly Total Medicare PERS Social Job Title Purpose Utilized late Request Insurance Security 1 2 3 4 5 6 7 8 125 Unemployment TOTAL Insurance REQUEST 9 to 1599-2000 Librarian I Children's 10401- $17.85 $18.564.00- $269.18 $192.69 Librarian I Reference 1040 $17.85 $18,564.00 $269.18 $192.69 $24.13 $19.050.01 $24.13 $19.050.01 $37,128.00 $538.36 $325.39 $0.00 $48.27 $38.100.01 Total of Items Above Specific Instructions: Column 3: Identify the time required (Example: 100 hours) Column 4: Use the appropriate salary fate from the part-timeltemporwy rates Column 5: Multiply the amounts in Columns 3 and 4 Column 6: Multiply the amount in Column 5by.0145 If the employee Is subject to Medicare (hired alter 311186) Column 7: Multiply the amount in Column 3 by (ate Indicated on separate (ate schedule for part-time personnel only Column 8: Multiply the amount in Column 3 by (ate indicated an separate (ate schedule for paft-ftepersonnel only Column 9: Multiply the amount in Column 3by rate Indicated an separate fate schedule fo(paft-time personnel only Column 10: Add columns 5 thru 9 $38.100.01 Budget with Signiricant Part -lime Expense (Clerical /Prof) 1999-2001 FINANCIAL PLAN t BUDGET BUDGET WORK SHEET NEW - A . CTM . TY -I'JJ7 'JU_ -13ri 1jun7 IM -Mu _1j1:YA1(rMERT laCUMMKIfFf zuuu-ui -YFUJEUrEir Hul.; ....... (Total urrLtv SUPLIES, __._1Pfint6g. I ----------- Regular."loyees salary Ove(th-ne . _. --- ---- Part. fte_"iloyees salafs�. Admin Leave Pay_. 1-1 �d. fe'a insurance Dental hisufance Visicni care Medicare rnswanc;e Service cmur�ution PERS Socialsecu(it payews -- Ll Ltd Gleirr�ractic Insurance Refund 7101 162- 7103 7110 7 fi2'- 7113 -7114* 7115 $512.728 $461 $500 $1,250 $57,225 $63.960 $123,552 $2,451 $4,038 $4.025 $4,052 $47,626 $50.759 $51,633 $53,182 $7.085 $8.193 $7,590 $7.590 $2.276 $2,395 $2,340 $2,410 $3,710 $4,874 $5,349 55,414 $49,325 $56,380 $43,431 __$4_4,430 7122 -. .-"-Defe(fedcorpmisation 7123 -7-12.5- 7128 7129 2130 7202 7213 -Ji__---- 7215 7300 7 - 302 7jd3 $2,052 $1,273 $2,679 $2.679 $8,064 $8,868 $10,304 $10,664 $1,843 $1,994 $1.932 $1.932 $1,463 $764 $829 $843 $1,163 $1.309 $2,564 --$2-.624 $1,083 $964 $884 $884 $2,699 $5,100 $2,600 $2,600 Telephane Electricity' Ga . s -- - --------- Water Sewer I-L&TERIALS a SERVICES"'_ $653,207 ---- $698,540 $773,689 $788,855 $5,601 $8,000 $7.500 $2.570 $3,500 $8,000 $8.000 $54,734 $2,742 . $499 $1,466 $50.000 $56.000 $56,000 $3,800 $4,000 $4.000 $500 $530 $500 $390 -:46 0 $40 $250 $66,470 $77.900 $67,990 binding, duplicatiorn$1.500 $2.000 $2,000 Photocopying $2,526 $2,700 $2,700 $2,700 I IL-3tmdf2 Advenishig $32 $0 $100 $1001 & Dry Cleaning budget with Significant Part -lime Expense (Clerical /Prop Safety Equipmmt _7305 7307 $150 $300 $400 $400 _ Office Supplies -� $3,449 $3,500 $4,000 $4.000 Books b Periodicals 7308 $137,042 $140,000 $150,000 $150,000 _ Memberships & Dues _7309 $4,587 $4,800 $5,800 $5,800 Data Processing software 7313 $407 $25_0 $1,000 $1,000 -- - - -- $usiness esrpense__ ----- Ccmference expense - Professional Services Repairs to Computer Equip _ Repairs to Machinery Q Equip - Repairs to Office Equip-- Repairs to Buildings - _ Sublet Service contracts _ Motor fuel, lube7351 Special dept materials anttortalsupplies _-, General Supplies _ Trainhig h education SYnall tools tt e u _. _. _._.__.-• Supplies 2>_1•latgs If OC -- 7314 ?315 $1,535 $1,397 $980 $2,000 $2,000 $2,500 $2.000 $2,500 $1.000 $4,000 $1,500 $7,000 $53,650 $13,500 $2,000 _ $1.000 --- . - $l,D00-- $1,200 _ _ _ - - $1,500 $2,000 7323 _?330 7331 - 7332 _7334 7335 $2,500 $2,500 ----$1,000- $4,000 _._._._..___ _. . .----•-_-... .... $5_318 -- - -_. _-- $4,000 $2,000 $6,000 _ $1,452 $1,500 _ $7,386 $46,283 -_ _ $7,000 $53,650 _ $100 $13,500 $48,415 7352 7353__ -7355 7358 -7359 _ .... 7399 --T $63 $12,101 $1,991 $11,000 $1,500 $2.000 -------•--.___$.. $710 $180 1,345 _...._. $1,176 _$1,000 $500 $2.000 $500 $4,000 $1,200 - EQUIPMEET,I.AND - Total tx STRUICTU_RES Dtat Processinc-Hardware - 7715 - 7719 ----------- $232.000 - $234,!90 $261.950 $262,450 -- - $30,000 Other E u' nre'nt $6,000 - --- Total ^--$9,661 $30,000 $6,000 $0 SPECIAL PAYME1fTS Cost of Allocation $75,000 $75,000 $50,000 $50.000 ACTIVITYTOTAL - -- $962,858 $1.029.500j j $1,119,539 $1,129,805 1999-2.001 Financial Flan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFNG CHANGE ACTWITY: Library REQUEST TITLE: Part-time Reference Librarian REQUEST WNLMARY Hire one pan -time professional librarian to staff the reference desk during peak times (after school, on Saturdays, and during vacations) PRMARY OWECTWE 1) Increase customers' access to information by providing a professional librarian to assist in finding information throughout the library's various collections. 2) To in tease the customer's sarisfacdon with library services. SUNMARY OF FACTORS DRIYLNG THE REQUEST FOR CHANGE The library has increased its collection and varied itc information formats in recent years. The reference staff has increased its involvement in outreach activities with community groups. The introduction of the Interact as a reference tool has incre-sed the staff's ability to ansvtr more complicated reference queries and increased time spent on some quesdons. The introduction of Internet stations for the public access has greatly impacted the reference desk activities. Although circulation statistics are down, reference statistics have risen indicating an increase in onsite library use. ALTERNATIVES Continue current staffing levels with no reference desk coverage during lunches and vacations. Unable to increase community outreach services. COST SUMMARY 1999-2000 2030-01 Additional Costs Staffing 19,500 19,500 Supplies, Materials. Services Minor Equipment Total SavinLs Net Cost 19,500 19,500 — 72 — 1999-2001 Financial Pian and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFLs;G CHANGE ACTIVITY: Library REQUEST TITLE: Pan -Time Children's Librarian REQUEST SUAMARY Hire one part-time professional children's librarian to assist with children's programming and provide after school reference and reader's advisory service. 'PRBIARY OBJECTIVE l) Provide additional reference and reader's advisory senice in the children's room after school. 2) Provide backup for the children's librarian for programming and outreach activities. 3) Provide an opportunity to train a potential replacement in preparation for the children's librarian's retirement. SUAB1ARY OF FACTORS DMTgG THE REQUEST FOR CHANGE The library provides an extensive children's program under the leadership of the present full-time children's librarian—a 28 year veteran. Additional services and activities including* selection of new formats, public Internet access, public storytime engagements, and a potential computer lab have increased the tasks of the professional children's librarian. To maintain the level of the program in the future, it is necessary to begin training a new children's librarian now. ALTERNATIVES Continue without additional patron service. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing 19,100 19,100 Supplies, Materials, Services Minor tri men( Total Savings Net Co.q 19,100 19,100 — 73 — COMMUNITY & ECONOMIC DEVELOPMENT A very rare 1907 photograph of the original wooden arch and the Mission - style arch that still stands on Pine Street I uotef Loaf — sometime after its 1915 completion date 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: CONIMUNITY HvIPROVEMENT REQUEST TITLE: CREATION OF FULL-TINIE ADMINISTRATIVE CLERK II POSITION - REQUEST SUMMARY Authorize a full-time Administrative Clerk H position for the Community Improvement Division, in place of the existing part-time Administrative Clerk II position. PRIMARY OBJECTIVE 1. To provide adequate clerical support for the Community Improvement Division. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE 1. The part-time, temporary clerical staffing within the Community Improvement Division is unable to keep up with the increasing workload of a full-time division. 2. Lack of adequate clerical support is hindering the ability of the Community Improvement Division to implement new, or expand current programs which are intended to eliminate blight and unsafe building conditions, foster community pride and improve the overall appearance and living conditions throughout the community. ALTERNATIVES 1. Reduce services provided by the Community Improvement Division until adequate staffing levels are achieved. COST SUMMARY 1999-2000 2000-01 Current Requested Additional Costs Regular Employee Salary Community Improvement Administrative CIerk II $ 35,055.93 $ 35,055.93 Total $ 35,055.93 $ 35,055.93 Savings Part time Employee Salary Community Improvement Administrative Clerk II $ 14,846.69 $ 14,846.69 Net Cost IMPLEMENTATION $20,210 $20,210 The Community Improvement Division would pursue the filling of this position once authorized. - 75 - 1999-2000 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: COMMUNITY IMPROVEMENT REQUEST TITLE: PURCHASE OF OFFICE SYSTEM FURNITURE REQUEST SUAi11TARY Authorize the purchase of office system furniture to replace the existing freestanding office furniture within the Community Improvement Manager's office. PRIMARY OBJECTIVE 1. To provide a more effective use of office space and to provide more file storage space. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE 1. The Community Improvement Manager's position was created during the latter stages of the City Hall renovation, and an office space was created in what was originally intended to be a conference room. At that time it was too late to make a substantial addition to the order for office system furniture that had already been placed and scheduled for installation, so the office was furnished from surplus furnishings that were available. 2. More desk and storage space, as well as a more efficient use of the existing office space is needed to maximize productivity. 3. Due to an increase in the number of casefiles that have been created within the Community Improvement Division, additional filing space is needed, and there is no room for additional filing cabinets. ALTERNATIVES 1. Make do with existing furnishings. 2. Find space elsewhere in department to locate additional file cabinets. COST SUABIARY 1998-99 1999-2000 Additional Costs Minor Equipment 0 $ 7,500.00 Total 0 $ 7,500.00 Savings NONE NONE Net Cost 0 $ 7;500.00 — 76 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTMTY: Economic Development REQUEST TITLE: Professional/Consulting Services REQUEST SUMMARY Hire professional consulting services to facilitate and/or design materials related to the following economic development activity: (1) economic development strategic plan; (2) community profile marketing brochure. PRIMARY OBJECTIVE 1. To ensure targeted economic development activity by providing the framework for the City's involvement in the local, regional and state efforts in the field of economic development. 2. To ensure effective promotion of the City of Lodi through a professional and quality marketing piece. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Lodi has experienced unprecedented business and industrial growth over the past few years. In order to ensure our competitive position in the marketplace, we must develop a strategy which outlines our business attraction selection process and continue to provide appropriately zoned industrial properties. A quality marketing brochure is key to selling our community and future business attraction success. ALTERNATIVES 1. Create an economic development strategy in house. Staff limitations, however, would disallow timely completion of this effort. 2. Due to the absence of an on staff public information director we have no other choice to farming this effort out. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing Supplies, Materials, Services 32,500 Minor Equipment Total 32,500 Savings Net Cost 32,500 — 77 — GENERAL GOVERNMENT Original City seal — adopted January 4,1907, just two months after the date of incorporation 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Public Works Administration REQUEST TITLE: Administrative Clerk ILII REQUEST SUMMARY To increase the part-time Administrative Clerk I position in the Public Works Administration office to a full- time position. PRIMARY OBJECTIVE 1. Maintain the Public Works standard of serving the public in an efficient and timely manner both at the public counter and on the telephones. 2. Maintain records and set up fives for the ever-increasing incentive, deferral and development agreements. 3. Provide our professional and administrative staff with the clerical support that will allow them to spend their time in the most productive and cost-effective manner. 4. Assist the Building and Equipment Maintenance Superintendent in organization and development of a filing system. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The activities of the administrative, engineering, transportation, and building maintenance divisions have increased to such an extent that our clerical staff are often overwhelmed. The number of phone calls and customers at the counter increases in relation to the number and types of Capital Improvement and development projects in progress. Some days, one person is kept busy just answering phones, helping people at the counter and getting messages to field and building maintenance personnel. Routine items that don't have a high priority do not get done until they become a crisis. Many times this creates problems for other employees in this office because additional time must be taken by the professional staff to search for items that have not been filed or processed. In the last few years, the City has undertaken several large capital projects, and many more are now underway (the Multimodal Station Remodeling, Public Safety Building and the water and street capital projects, etc.). These projects cause increased phone calls and front counter contact, and require the typing of many more letters, memos, agreements, bills, purchase orders, and council communications. Because of the diversity of the Public Works Department, and the staff time and expense required to train clerical staff, it is not cost-effective or productive to constantly train and retrain part-time clerical staff. A permanent, full-time position will help alleviate these problems. ALTERNATIVES Ask professional staff to do their own clerical work. Professional staff are currently doing much of their own clerical work. To ask them to do more than they are currently doing, i.e., making their own copies, typing envelopes and mailing labels, etc., would have an even greater negative impact on their workload and morale and the level of customer service provided. In addition, uniformity of document formats tends to be compro,—nised when non -clerical staff is expected to perform clerical duties. Continue using part-time clerical. Just answering telephones and helping people at the counter requires a knowledgeable fu:l-time employee who is dedicated and interested in the activities of the Public Works Department. V. e ask much more of this positten than to simply act as a receptionist — 79 — SGNEXCLK 1997-99 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Public Works Administration REQUEST TITLE: Administrative Clerk Illi (i.e., preparing payroll and opening and sorting mail, preparing public works project specifications, typing letters, memos, budget documents, etc., and handling all of the duties of the full-time Administrative Clerk II in her absence). This employee is an essential part of our Department and should have the responsibilities and benefits of a full-time employee. In addition, we need more hours available than presently budgeted. We could hire a second part-time person to help, but this required additional training and coordination as we only have one work station available. COST SUMMARY 1999-00 2000-01 Additional Cost Salary S20,545 S21,550 Overhead 6.780 7.110 Total requested S27,325 S28,660 Savings $11,835 S13,330 (budgeted for part-time) Net Cost S15,450 S15,330 IMPLEMENTATION On approval of the budget and this request, the hiring of a full-time Administrative Clerk will be pursued. SGNEXCLK 2 - 80 - 1999-2001 Financial Plan and Budget SIG\IFICA_.\TEXPENDITURE REQUEST AND STAFFING CHANGE aCTB ITY: Public %%'orks .administration REQUEST TITLE: Volunteer Program REQUEST SLNLNLARY This request is to hire a "Volunteer Coordinator' to assist the Department in making use of non-traditional labor, support and programs. The request is for a contract part time position (estimated at 80% time, with benefits) for two years to establish the program and determine its long-term vi -ability. Upon completion of the two-year program, a recommendation will be made to either: Abandon the program; Continue the program as -is; or, :• Expand the program within the Public Works Department and, possibly, to other Departments (such as Community Development/Code Enforcement). If the position were to be expanded to full-time, the recommendation would include transitioning the incumbent to resul:r employee status. (The initial recruitment will be done using the City's comperitive process.) PRIi1L-kRY OBJECTI3E The primary objective of the program is to involve the community in the upkeep of the public right-of-way. The person selected for the program will need to be someone adept at working with volunteers and other non-traditional sources of time and energy. Examples of the types of tasks and grouts include: Organizing the many ",malkers" to cover the entire city, giving them a clipboard, and have them look for and record problems such as overhaneing trees and shrubs. rip hazards, improper signs, unauthorized encroachments, water toasting and any other "problem" they see. Preparing various notices, posting and follow-up. Training and equipping some of the "walkers" to do tree pruning such as sucker removal. ;$ :• Coordinating work by County Sheriff s inmates. Coordinating work by CalWorks persons. Assisting in various public relations and community outreach efforts, such as career days, job fairs and the water quality annual report. Acting as Public Works liaison to the Lodi Improvement Committee. SUi ZiARY OF FACTORS DRIVD;G THE REQUEST FOR CHANGE Existing staff can take advantage of this "community energy", however, it takes away from their current duties. In addition, the skills necessary to work with volunteers and public outreach are not typical engineering or maintenance supervisory skills. Someone experienced in the charitable or non-profit sector would do this work more efficiently. ALTERNATIVES Continue with present practices — The Department has utilized the Sheriff's inmates for limited amounts of time. Our ' :adopt-A-Strect" program is languishing for lack of adrninistrative time to work with the volunteers. Attempt to use the City's other ma t volunteer organization — the Police Partners — to take on additional duties and programs. COST SUNEMARY 1999-2000 2000-01 Additional Costs Staffma (ince. all beneflas excen't PERE; S39.I50 541,000 Supplies, Materials, Services (rra -J}' adverstising R. office supplies) S5.000 $3,500 Minor Equipment Personal Co:a.ruter, mist. S2.500 - Total S46,650 S44,500 Savings: Some savings in waver co nser anion program I and street summer part-time labor <5500> <S500> Net Cost: S46,150 S44,000 Voiur,teerProeram.doc — 81 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Public Works REQUEST TITLE: Solid Waste Acministration 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 waste/recycling 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 (Jany thin -as 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 Inlegrated Waste Management Board. There are also other sources of revenue in the solid waste/recycling field that have not been addressed by the City. 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 493 that will be most advantageous to the City and yet provide reasonable and quality service to the consumer. L While not shown here, this may be the appropriate place to show the cost of services provided by the City for the solid waste operation. ALTERNATIVES 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 1999-00 2000-01 Additional Costs Staffing Supplies, Materials, Services 52,000 S25,000 Minor Equipment Total S2,000 S25,000 Savings Net Cost 52,000 $25,000 — 82 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Human Resources REQUEST TITLE: Administrative Clerk II REQUEST SUMMARY: Add one position of Administrative Clerk II to authorized staff in the Human Resources Department in FY 2000/01. PR.IIIIARY OBJECTIVES: • Increased effectiveness and efficiency in obtaining and transmitting relevant information to citizens concerning the filing and processing of liability claims. • Increased effectiveness and efficiency in obtaining and transmitting relevant information to employees concerning the processing of General Liability and Workers' Compensation claims, implementation of the City's Injury and Illness Prevention Program (i.e. Safety/Training), and the control and transfer of exposures to loss. • Increased effectiveness and efficiency between the City and third party administrators in the management of General Liability and Workers' Compensation claims, and between the City and contractors in the transfer of risk exposures and risk financing. • To compile and maintain relevant loss information and data bases. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE In September 1995, Human Resources absorbed the risk management functions of General Liability, Workers' Compensation, and Safety & Training. These functions had previously been performed since 1991, by an Administrative Assistant To The City Manager, and a Risk Management Technician. Only one position in Risk Management ( subsequently classified as Risk Manager) was retained. In addition, Human Resources absorbed Labor Relations functions consisting of labor negotiations and grievance investigations. These functions had previously been performed by the Assistant City Manager, and his support staff. These functions were added to the existing Human Resource functions of Recruitment & Selection, Classification & Compensation, and Employee Relations without the clericall'technical support which had been previously provided. Clerical/technical support is needed in processing the following: General Liability and Workers' Compensation claims; certificates of insurance; reports of unsafe working and public risk exposure conditions; and OSHA compliance. The position will also provide clerical/technical Support in other functional areas of Human Resources. AV Tech Page I of! — 83 — The current level services provided by the Human Resources Department do not adequately meet the service demands of the City or of our citizens. Exposures to loss are not readily being identified, and loss control techniques are not readily being developed, implemented or monitored. Employees and citizens are not receiving information or services completely or in a timely manner. Programs for loss control and employee development are not being developed or implemented because the time needed for these activities are consumed with maintaining the daily activities. The Human Resources Department has been funded for part-time clerical help for the last 4 fiscal years because the need is present. The need for clericalltechnical support on a full-time level has not dimished since its creation in 1991, and continues to remain. ALTERNATIVES Continue to provide existing levels of service. Contract out all or part of Risk Management and Human Resources functions. Increase current part -ti m&!temporary hours from 20 hours/week to 40 hours/week. COST SUNENIARY 2000-2001 Additional Costs: Salary and benefits: 529,342 Supplies, Materials, & Services: 0 Minor Equipment: 0 Total: 529,342* * Actual net increase would be S10,316 over current. B1PLEMENTATION: The above objectives will begin to be achieved after training. The objectives will be measured in the following manners: • Decrease in time gathering relevant claim information, and reporting such information to the appropriate personnel and administrators. • Decrease in administrative cost of the General Liability due to increased in-house management of property damage claims. • Increased recovery from losses by second parties. • Increased activities implementing the City's Injury and Illness Prevention Program. • Increased reporting of loss information and data to departments, Executive Management and the Council. A,1 tech raga 2 of t. — 84 — 1999 — 2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AN7D STAFFIN�TG CHANGE ACTIVITY: Human Resources REQUEST TITLE: Consulting Services REQUEST SUININMARY: Retain a professional firm to conduct a salary survey for members of the Maintenance & Operators, General Services, and United Firefighters units. PR MARY OBJECTIVES: To thoroughly examine the structure of salaries and deferred compensation currently provided for City of Lodi employees in the M&O, General Services, and United Firefighters units. 2. To ensure that appropriate differentials are structured between salary ranges within classification families. 3. To ensure that appropriate compensation differentials exist between classification families and classifications which supervise positions in those families. 4. To ensure that the City of Lodi remains competitive with other cities and public sector organizations in California that make aneffort to attract and retain quality employees. IN SUNITMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE: The last salary survey prepared for the M&0, General Services, and United Firefighters units was conducted in 1983 — sixteen years ago. The industry standard is to conduct these studies every three to five years. This survey is long overdue. During the latest set of labor negotiations with these units, it was agreed this survey would be prepared. This survey will cover over 160 positions with 90 classifications. As such it will be very labor intensive and require a significant degree of expertise. Human Resources staff are currently focusing effort on conducting a large number of personnel recruitments, refining existing and developing new risk management programs, preparing for labor negotiations, developing proficiency regarding the use of new payroll/ personnel automated sof \ware and its interface with the Finance Department, as .vell as other assignments. The preparation of a compensation study by Human Resources staff would disrupt the timely performance of projects listed above and the routine flow of inquiries, salary adjustments, benefits chanes, etc. which the department processes daily. The appearance of impartiality in the preparation of this survey is very important to members of the M&O, General Services, and United Firefighters units. Retaining a professional firm with a track record of proficiency in preparing compensation plans will ensure a valid quality product for the City. Comp S,u?y sign. frequev-roc A-ge ! of?. - 85 - ALTERNATIVES: Perform the salary survey using Human Resources Department staff. COST SUMI7ARY: 1999-2000 Additional Costs: Salary and benefits: 0 Supplies, Materials, & 20,000 Services: Minor Equipment: 0 Total: 20,000 IMPLEMENTATION: With Council approval of this request, staff will prepare a scope of work and request for proposals in order to retain the services of a professional firm to analyze the salary structure. It is anticipated the study of the M&0, General Services, and United Firefighters units will be a three to six month project. Comp San'), sign iirequest. 4c Page 2 of 2. — 86 — w 1999 — 2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Human Resources REQUEST TITLE: Citywide Training Program REQUEST SUMMARY: Creation of a Citywide training program in FY 1999-2000. PRIMARY OBJECTIVES: 1. To increase the skill and motivation levels of City employees through an increased awareness of techniques to improve communications, customer service, conflict management and general competency in the performance of assigned duties. 2. To provide department directors and supervisors with an increased confidence level when dealing with human resource issues such as employee supervision, discipline, sexual harassment, violence in the workplace and other employment issues. 3. 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 to the community. 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 when the inclination arises e.g., when an employment issue highlights some form of training deficiency. This program strives to introduce a greater degree of planning into the City's training efforts. Through a process of consultation with departments, an outline of citywide training needs will be developed and professional firms with the expertise to meet these needs will be obtained. Training of a uniformly high quality, designed for City of Lodi employees, will then be made available to all departments. In part, this program is designed 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. ALTERNATIVES: • Continue using sessions provided by the consortium and training firms exclusively. CitylVide Training signifrequest.doc Page 1 of?. — 87 — COST SUMMARY: 1999-2000 2000-2001 Additional Costs: Supplies, Materials, & 10,850 11,176 Services: Total: 10,850 11,176 IMPLEMENTATION: With approval of this request, Human Resources staff will: 1. Consult City departments to obtain an understanding of perceived training needs. 2. Using input from departments, and Human Resources expertise, develop an outline of training to be provided. 3. Obtain proposals in order to retain the services of professional training firms with capability in the required disciplines. It is anticipated the citywide training program will be implemented soon after budget adoption and will be applied over the course of FY 1999-2000 and continue into FY 2000-01. C hyll'ide Training signifrequesi.doc Page 2 oft. — 88 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Risk Management REQUEST TITLE: Injury and Illness Prevention Program Evaluation and Update REQUEST SUMMARY: Contract with a professional firm to evaluate and update the Injury and Illness Prevention Program (IIPP) for field operations in the Electric Utility and Public Works Departments. PRDIARY OBJECTIVE: To evaluate the City's field operations, and update the IIPP to conform to CalOSHA regulations. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The City's IIPP was first developed in 1990 in an effort to be in compliance with SB 193 which revamped the General Industry Safety Orders (GISO). Since that time the IIPP has not been assessed nor updated to ensure compliance with changes in GISO, which is enforced by the California Occupational Safety and Health Administration (CalOSHA). The City's greatest exposure in this regard is found in field operations in the Electric Utility and the Public Works Department's Streets and Water/Wastewater Divisions. Due to the complexity of the GISO requirements, and the broad scope of field operations in the Electric Utility and Public Works Departments, City staff do not have the resources to complete this project. An experienced and knowledgeable professional in this field is needed to evaluate safety and work practices for compliance with GISO requirements. This professional will update the IIPP which defines these practices and the training needed to ensure conformity with them. ALTERNATIVES 1. Continue operations with the knowledge that the IIPP is out of compliance with CalOSHA regulations, and the uncertainty that unsafe work practices are being utilized. 2. Use City staff to evaluate and update the IIPP. COST SUMMARY 1999-00 2000-01 > Additional Costs: Salary and benefits: Supplies, Materials, & Services: S25,000 0 Minor Equipment: Total: S25,000 0 IMPLEMENTATION: Upon approval, a professional firm will be contracted to perform the project during the 1999-00 fiscal year. SER-IIPP Page I off. cot -R -M 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Other Insurance REQUEST TITLE: Property Valuation REQUEST SUMAZARY: To hire a consultant to valuate buildings, their contents and property in the open during FY 1999/00, and to do follow-up valuations in 2000/01. PRIMARY OBJECTIVE: To accurately establish the insurance premium for City buildings, their contents and property in the open. SUA51ARY OF FACTORS DR.IVII�G THE REQUEST FOR CHANGE The City has property insurance purchased through California Joint Powers Risk Management Authority (CJPRMA). Coverage is up to 5300 million per occurrence, with a 525,000 deductible. Each year the City submits a listing of property values to CJPRMA for the purposes of tracking valuations, reporting changes in the property inventory, and for premium calculation. The valuation has been, and continues to be conducted by City staff— principally the Risk Manager and Fleet and Facilities Manager. Neither are professionally trained in property valuation. Due to the current appraisal methodology, it is uncertain as to whether the City's properties are accurately valued. Therefore it is uncertain as to whether the premium being paid is too high or too low. Should one of the City's properties suffer an accidental loss, there is no reliable criteria upon which to base the value of the loss, thus there_is no basis in declaring a value for indemnification of the loss. The valuations will need to be updated given completion of pending capital projects such as the _ multimodal station, and public safety building remodel. ALTERNATIVES Continue to valuate buildings, contents and property in the open with current methodology by the Risk Manager and Fleet & Faciities Manager. COST SUMMARY Additional Costs: Supplies, Materials, & Services: Total: LNIPLEMENTATION: for FY 2000/01, SER -Prop 1701 1999-00 S7,875 57,875 The valuation will be completed prior to the premium assessment Page I of 1. — 90 — 1999-00 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQt'EST .kN-D STAFML G CHANGE • T ACTIVITY: Information Systems REQUEST TITLE: Information Systems Web Page Development Services REQUEST SU�Z1ARY Provide for professional Web Page Development Services to augment City staff in maintaining the City's Web Page. PRBIARY OBJECTIVE The primary objective is to provide for Web Page Development services to assist City staff in developing and maintaining the City of Lodi's Web Page. SUMMARY OF FACTORS DRTVL\G THE REQUEST FOR CH.A\'GE The City will be better served by the use of outside professional Web Page Development services to resolve issues related to our Web Page. City staff resources could be better utilized in other areas (such as the content of the Web Page). ALTERNAMES • Train City staff in all areas Web Page development at the City of Lodi • Start slowing down the use of Lodi's Web Page to adequately handle the task COST SUNMARY 1999-00 2000-01 Additional Costs 3 Web Page Development Services S5,000 $5,000 Savings Net Cost — 91 — 1999-00 Financial Plan and Budget SIG\IFICANT E\PE\DITURE REQUEST AND STAFFING CHANGE ACTIVITY: Information Systems REQUEST TITLE: Information SN -stents Consulting Services REQUEST SUh4MARY Provide for Consulting Services to augment City staff in maintaining the City's information s�ystemt . PRBJARY OBJECTIVE With today's diverse technology, it is difficult, if not impossible, to be experts in 211 areas of teclutology used at the Cite of Lodi. Funding to use outside Consultants would enable Information Systems to solve extremely complicated problems NAithout the length of time needed for extensive research and solution by trial and error. Consultants simply can resolve certain problems more quickly and cost effectively. SUMMARY OF FACTORS DRIVDiG THE REQUEST FOR CHANGE The City pill be better served by the use of outside Consultants to resolve complicated technology issues, permining staff to learn from their expertise while getting problems resolved in a timely fashion. ALTE%NATIVES • Train Cin staff in all areas of technology used at the City of Lodi • Start sloping down the proliferation of technology to adequateh handle support Aah vp COST SUMMARY 1999-00 2000-01 Additional Costs Consulting S15,000 S15,000 Savings Net Cost - 92 - 1999-00 Financial Plan and Bud�oct SIGNIFICANT EXPENDITURE REQUESTA.ND STAFFLNG CHANGE ACTIVITY: Information Systems REQUEST TITLE: New Portable Microcomputers REQUEST SUD'L ARY Purchase two new laptop computers for Staff to use at Carnegie for presentations. for Wide Area Network (WAN) support and as a desk -top support replacement. PRIMARY OBJECTIVE The purchase of two new laptop computers will assist Information Systems in the following areas: • Allow City staff to setup and prepare for their presentations at Carnegie ahead of time. • Assist pith the WAN maintenance and support • Allow support staff to use a portable as a replacement for a defective desktop PC, which would permit the user to return to ,work immediately and allow support staff to correct the problem at a more suitable location. SUMMARY OF FACTORS DRIVE G THE REQUEST FOR CHANGE Currently there is one portable computer available to Cin- staff. It is heavily used for training for the new J.D. Edwards Financial Accounting System and will continue to be used for the ORCOM Utility Billing / CIS System. Two new portable computers could be used for three purposes. 1. One could be used at Carnegie for presentations where it could be setup well before the presentation. This ,would reduce the risk of a failed presentation due to being mored around 2. One would be eery useful on an intermittent basis for maintaining the Wide :area Network. 3. Currently, when there is a call for desktop support, staff must many times attempt to respond immediately as the function might bevery critical to the user (such as an agenda that must be printed for a meeting in the next 15 minutes). Other times, the user simply can not be away from their position while support staff attempts to correct the problem. A portable computer could be used as a replacement to enable the user to return to work eery quickly while support staff takes the unit to a more suitable location to correct the problem. ALTERNATIVES • Continue to operate as we do today. COST SUMMARY 1999-00 2000-01 Additional Costs New Portable Microcomputers S3,000 53,000 Total S3,000 S3,000 Saminas Net Cost — 93 — 1999-00 Financial Plan and Budtet SIGNIFICA.XT EXPENDITURE REQUEST AND STAFFING CHANCE ACTIVITY: Information Symms REQUEST TITLE: Information Svstems Paid Intern(s) REQUEST SUMNLARY Provide for part-time paid intern(s) to assist Information S} -stents with technical support and training. PRDIARY OBJECTIVE The primary objective is to add additional part-time personnel to assist in teclutical support and training. SUMMARY OF FACTORS DRIVD G THE REQUEST FOR CHANGE With today's Leer -increasing use of technology, an increased amount of support is required to keep all systems functioning. The City could work in cooperation Mth local colleges to: • Have access to trained students capable of helping -. ith technological support in a very cost-effective manner • Have more personnel capable of handling problems as they arise • Increase potential candidates for fill ina future positions at the City • Assist colleges to train in the use of modern information systems ALTEFNATIVES • Increase City, staff • Start sloziing do,.,,m the proliferation of technology to adequately handle support COST SUh7siARY 1999-00 2000-01 Additional Costs Paid Intern(s) S8,320 S8,320 Savings Net Cost 94 — � 1 1999-00 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST .kND STAF'FLNG CHANGE ACTIVITY: Information Systems REQUEST TITLE: Help Desk Sof vare Application REQUEST SUMA-kRY Provide a Help Desk System for Information Systems staff and department level information systems coordinators. PRIMARY OBJECTIVE A Help Desk system will assist Information Systems staff and all personnel in the Cin by: • Providing a central location to search for solutions to all technology related problems. Keeping track of problems by user, enabling Information Systems to determine when further training might be beneficial • Allowing Information Systems to add solutions to technology problems as »-e learn them • Permitting each technician to review work done on previous calls prior to attempting to solve a problem • Permitting the Cin to share solutions to problems as they are discovered — eliminating the need to re -invent the wheel SUMMARY OF FACTORS DRIVLNG THE REQUEST FOR CHANGE Timely solutions to technology problems are becoming more and more important. A Help Desk system would be one of the most cost-effective methods of getting these problems under control. ALTERNATIVES • Increased support staff. 10-1 COST SUMMARY 1999-00 2000-01 Additional Costs Help Desk Sofm-are S6,000 S1,200 Total 56,000 51,200 Sa%ings Net Cost — 95 — 1999-00 Financial Plan and Budget SIGNIFICA.N'T EATENDI'TURE REQLEST AND STAFFLNG CHANGE — ACTIVITY: Information Systems REQUEST TITLE: Wide Area Network Internet SeMce Provider (ISP) REQUEST SUAMARY Provide on-going funding for the City's new Wide Area Network (WAN) Internet Service Provider (ISP) and high-speed connection. PRIIMARY OBJECTIVE To provide funding to keep the Wide Area Network connection to the Internet operational. SUA4MARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Currently, all City access to the Internet is through individual modem connections to an Internet Service Provider. When the Wide Area Network (WAN) is operational, access to the Internet will be changed to a high-speed connection and available to everyone on the WAN. ALTERNATIVES • Discontinue access to the Internet via the Wide Area Network. • Continue adding individual modem lines (compromising network security) COST SUNBLkRY 1999-00 2000-01 Additional Costs Internet Service Provider and Connection $9,600 $9,600 Total $9,600 59,600 Savings Net Cost — 96 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPEI\DITURE REQtEST A.\ -D STAFFING CEA.NGE ACM,TTY: City Clerk REQUEST TITLE: Funds To Update Municipal Code Book (Zoning Ordinance Revisions) REQUEST SU:1L11ARY At the January 20, 1999 Council meeting, the City Council approved an agreement for a major revision to the City's zoning ordinance with the firm of Crawford, Multari and Clark, Associates. The City's zoning ordinance has not been significantly updated since the 1950's. PRL�ZARY OBJECTIVE A major revision such as this will require extensive modifications by the City's codifier, Book Publishing Company. By law, each time an ordinance is adopted a legal must be published within a prescribed time period in order that the public may be aware of the changes. It is anticipated that the costs will be in the range of 55,000. SU`;NWARY OF FACTORS DRIVING THE REQUEST FOR CH.-AINGE Major revisions to the Municipal Code will require codification amendments by the City's codifier, Book Publishing Company. Further, it is a requirement of law that legal publications are made within a prescribed time from the adoption of an ordinance. ALTERNATIVES None. As regulated by law, the City has no choice or alternative option available if this major revision is undertaken. COST SUMMARY I 1999-2000 I 2000-01 Additional Costs Staffing Supplies, Materials, Services $5,000.00 Minor Equipment Total Savings Net Cost I $5,000.00 bud ?c;.99siacxp.doe — 97 — 1999-2001 Financial Plan and Budget SIGMFICANT EXTEN-DITURE REQL-EST .kND ST.4FF13�G CILUNGE ACTiVTI-I': Elections REQUEST TITLE: City Clerk REQUEST SUNL IARY The conduct of local elections and the processing of State mandated campaign and conflict of interest filings. PRINIARY OBJECTIVE 1. To conduct General Municipal and Special Elections in the City of Lodi pursuant to State statute and in a professional, efficient and cost effective manner. We need to keep in mind, however, that inasmuch as we consolidate with the County of San Joaquin, there are some cost factors of which we have no control. 2. By State statute, the City Clerk serves as the filing officer for campaign statements and conflict of interest filings for elected officials, appointees and designated employees of the City. It is the goal of this office to ensure that all filings are made in a timely manner and pursuant to State statutes. SLTLMARY OF FACTORS DRINTG THE REQUEST FOR CHANGE The City of Lodi General Municipal Elections are held every November of even -numbered years. Therefore, fewer funds are required in off -election years, resulting in a larger budget request in the year 2000-01. Additionally, we received unofficial notification from the San Joaquin County Registrar of Voters' Office that the cost for the 1998 General A'lunicipal Election might be in the area of 516,000 (an increase of approximately 56,000 from the previous election). Therefore, we have significantly increased the dollar amount in the professional services account (:00 series) to cover the County's costs for the 2000 General Municipal Election. ALTERNATIVES None. State law mandates local elections and sets forth the duties and responsibilities of the City Clerk in the conduct of such elections. COST SUMMARY 1999-2000 2000-01 Additional Costs Staffm e 1,794 Supplies, Materials, Sen>ices 6,000 Minor Equipment Total Savines Net Cost 7.794 — 98 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPF.NDTTURE REQUEST AND STAFFLN G CHANGE ACTIVITY: City Clerk REQUEST TITLE: Funds For Staff Traituns REQUEST SUMMARY Funds to sends two Deputy City Clerks for training at the Continuing Education for Public Officials (CEPO) in Santa Barbara. This is an intense 7 -day conference geared toward team -building, education and management lessons, with credits that can also be applied to obtaining the Certified Municipal Clerk (CMC) status. PRIMARY OBJECTIVE The City Clerk's Office believes in supporting and educating its staff. CEPO is probably the most important and rewarding training available for municipal clerks. It helps to build and strengthen one's management skills, to reaffirm the importance of working in unison with fellow team members and to expand the knowledge of the inner workings of the City CIerk's Office. SUMMARY OF FACTORS DRrVING THE REQUEST FOR CHANGE Both Deputies have a number of years of experience with working in the City Clerk's Office and have attended numerous City Clerk -related conferences and training sessions. Both are members of the City Clerk's Association of California (CCAC) and International Institute of Municipal Clerks (IIIvIC) organizations. CEPO is a natural extension of this education and training, and is a three-year commitment. This significant expenditure request is for 2 CEPO sessions each, year, which are held in February and September. ALTERNATIVES COST SUMMARY 1999-2000 2000-01 Additional Costs Staffing Supplies, Materials, Services S4,340 $4,340 Minor Equipment Total Savings Net Cost $4,340 $4,340 budget199sigexp2.doe — 99 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Finance - Revenue REQUEST TITLE: Staffing Change REQUEST SUMMARY: Hire two full time account clerks PRIMARY OBJECTIVE: 1 To offer excellent customer service in a more efficient manner. 2 To maintain current customers and acquire additional customers during deregulation. 3 Ensure that the City has adequate, full time employees who maintain a greater efficiency due to daily work exposure. 4 To prevent staff burn -out and to achieve a higher level of efficiency and attention to detail. 5 To give current staff time to actively pursue the business license ordinance and gain additional revenue. 6 To avoid the risk of part-time staff having the responsibility of handling cash in excess of 515,000.00 on a daily basis. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE: We continue to have an increase of service orders due to the mobility of customers. Implementation of a Customer Information and Utility Billing System nake it necessary to hire and train employees in a full time capacity as was stated in Council Communication dated April 15, 1998 addressing the purchase of a CIS system ALTERNATIVES: Continue to operate using part-time staff. COST SUMMARY: 1999-2000 2000-01 Additional Costs Staffing 547,887.68 S52,042.08 Supplies, Materials, Services Minor Equipment Total 547,887.68 $52,042.08 Savings (100505.7103) 530,282.64 40,039.08 Net Cost 517,605. $12,003. - 100 - 1999-2001 Financial Plan and Buduct SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Fina;tce Field Sen -ices REQUEST TITLE: Cellular Phones REQUEST SUMMARY Purchase eight (8) portable combination radio/cellular phones for a total cost of $1,285.00 for use by the 'Field Services staff. The monthly fee per unit is S22.00. PRIMARY OBJECTIVES 1. Increase quality of communication. 2. Decrease cost of communication system. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Field Services staff spends the majority of their working day in the field. Their only means of communication is a portable radio system. The replacement cost per unit is approximately S1,600; three units have been replaced over the past seven years. The radio system's signal quality is inconsistent; also the unit is bulky and heavy. ALTERNATIVE 1. Do nothing - continue with the current system. COST SUMMARY 1999-2000 2000-2001 Additional Costs Utility & Communications S2,115 $2,115 Supplies, Materials & Sen -ices 1:285 0 Total 3.400 2.115 Savings <1;770> <1,770> Net Cost S1.630 S 345 The savings would be from 1) monthly pager fee, and 2) the monthly radio transmission fee that the Public Works Department pays for on the current system. There would be additional savings if a buyer could be located for the used portable radios. - 101 - 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHARGE ACTIVITY: Finance Field Services REQUEST TITLE: Lead deter Reader REQUEST SUMMARY Create a new position to assist the current staff of four (4) Meter Readers and one (1) Accounts Collector. The Lead Meter Reader would fill in for the Meter Reader or the Accounts Collector positions during an absence. This person would also read the new accounts that are being added monthly, read the large account and survey meters for the Electric Utility Department, and fill in when the Accounts Collector is performing energy audits. PRIMARY OBJECTIVES Decrease the dependence on part time employees. 2. Provide greater customer service. 3. Increase inner office efficiency. SnBIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The part time hours worked is equal to 1.6 full time persons. There tends to be a steady turnover in the part time staff. The new trainees make more mistakes resulting in customer dissatisfaction. The addition of a full time person would lend itself to continuity in section practices and accuracy. The number of electric and water accounts read each month has increased over the past twenty (20) years from 18.000 to 25,000. The number of Meter Readers has remained constant at four (4). Approximately six years ago, another read day was added for a total of nineteen (19) days per month. Adding another day is not feasible since some months only have nineteen work days if there are holidays and/or five weekends. ALTERNATIVE 1. Do nothing - continue with the current staff. COST SUMMARY Additional Costs Staffing (Total Compensation) Total Savings from Part time Net Cost 1999-2000 2000-2001 542,000543,200 42,000 43,200 <24,605> <24,605> S 17.395 $18,595 — 102 — 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Fleet Services REQUEST TITLE: Parts Clerk REQUEST SUMMARY Add a Parts Clerk position and reduce part-time hours. PRIMARY OBJECTIVES 1. Provide an optimum -staffing level to serve the City's equipment maintenance needs while servicing and repairing City vehicles and equipment. 2. Lower administrative costs and improve efficiency of Shop operation. 3. Provide reliable, functional, and safe equipment for employees. 4. Make sure that preventative maintenance, repairs, and maintenance requests are completed in a timely and high-quality manner. 5. Maintain a balance between services performed by in-house support staff and services provided by vendors, contractors, and through contracted service arrangements. 6: Ensure that City vehicles present a positive image to the public. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Locating and obtaining repair parts and managing an inventory of frequently needed parts is an important portion of vehicle maintenance. Multiple attempts at managing our parts operation, without one staff person dedicated to that effort since the retirement of the Equipment Parts Coordinator and the elimination of that position, have been less than successful. In recent years, one Heavy Equipment Mechanic has been assigned the responsibility of managing the parts inventory and ordering. This is not the most effective use of City moneys, since it uses a higher paid employee to do lower classification work for a significant part of their workday (approximately 50-800/0 of an 8 -hour work shift). A new position of Parts Clerk is recommended. This position will be responsible for ordering parts, managing the parts inventory, coordinating deliveries, tracking warranties, doing data entry for the Shop's computer management system, and generating a variety of reports for supervisors and management. Hours for part-time clerical (50% of full time) would be dropped. ALTERNATIVES 1. Do nothing. This is not advised, since we have the responsibility to run our operation in the most cost-efficient and professional manner we can, which includes evaluating "how we do business" and implementing better ways to accomplish our mission, when possible. The evening shift currently lacks supervision, and, as stated earlier, multiple attempts at managing our parts operation, without one staff person dedicated to that effort (since the retirement of the Equipment Parts Coordinator and the elimination of that position), have been less successful than needed. 2. Utilize additional part-time help and contracts with vendors. This is not advised, since skill levels of part-timers are limited, training costs and efforts are not fully realized, and vendors cannot respond as quickly or completely yet still require in-house supervision and management. COST SUMMARY 1999-2000 2000-01 Additional Costs (Preliminary Estimate) Staffing: Parts Clerk (new classification @ C step) $31,625 $33,205 Savings J Part-time Adm. Clerk E/II and Summer Laborer <16,780> <16,780> Net Cost $14,845 $16,425 IMPLEMENTATION As soon as authorization is received and funds budgeted, the review and adoption of job descriptions, classification titles, etc. will be scheduled. These are estimated costs only, so exact costs will have to be determined. attachment — 103 — $i^y1 Exp?2 Rs Clk. d,^,c 1999-2001 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Fleet Services REQUEST TITLE: Fleet Services Worker (Equipment Service Worker) REQUEST SUMMARY Add one Fleet Service Worker (Equipment Service Worker) in 2000/2001 to the Fleet Services section of the Fleet and Facilities Division to help service the continually growing vehicle/equipment fleet. PRIMARY OBJECTIVES 1. Provide an optimum -staffing level to serve the City's equipment maintenance needs while servicing and repairing City vehicles and equipment. 2. Improve efficiency of Shop operation by doing service -related work and other less technical jobs with lower classification workers rather than expending unnecessary funds to perform lower level tasks. 3. Provide reliable, functional, and safe equipment for employees. 4. Make sure that preventative maintenance, repairs, and maintenance requests are completed in a timely and high-quality manner. 5. Maintain a balance between services performed by in-house support staff and services provided by vendors, contractors, and through contracted service arrangements. 6. Ensure that City vehicles present a positive image to the public. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Equipment Maintenance Section currently maintains a fleet of vehicles and equipment totaling approximately 440 pieces, serving the entire City fleet, except mowing equipment and scooters. Included in the duties of the Equipment Maintenance Section are repairs to vehicles and equipment of all types and sizes; managing the parts inventory; troubleshooting and repair of mechanical operation problems in electric, hydraulic, and mechanical systems; welding/fabricating projects; and copying keys for vehicles. Other duties include providing preventative maintenance to all equipment; oversight of the equipment maintenance management system and software; and supervising contract labor and outside vendors. The current allocated staff consists of 10.5 full-time and .75 full-time equivalent positions. In the near future, it is likely more equipment and vehicles will be added to the City's fleet, particularly in the growing Transit operations. Responsibility for the Fire Department's heavy equipment, and standby generators at all well sites was added in the last budget cycle. Recent discussion has included consideration of providing contracted services to outside agencies as potential for additional City revenue. This remains to be decided, but should continue to be discussed and considered. If this plan is adopted, it will add more pieces of equipment per person for staff to maintain. The Fleet Service Worker position is the entry-level position in the equipment maintenance series of classifications. In 2000/2001, a second Service Worker position needs to be added to maintain a fair balance between the number of vehicles/equipment and the number of staff servicing them. We should continue to use outside vendors, as we do now, or hire specialized labor whenever it is most cost effective or requires specialized training, tools, or equipment. ALTERNATIVES 1. Do nothing. Keeping the same staffing level while adding vehicles and equipment to the fleet is not advised. The last three times additional personnel for the Equipment Maintenance Shop were approved, the appropriate equipment -to -maintenance personnel ratio for Lodi was 50-55 compared to an average of our survey cities of 43. Our current fleet size of 440 vehicles and pieces of equipment divided by 6.5 staff (Welder -Mechanic figured at 50%) requires each mechanic to service 67.7 vehicles and pieces of equipment. Adding one Fleet Service Worker will reduce that number to 58.7 vehicles and pieces of equipment per mechanic (440 divided by 7.5 staff), still significantly above the average. Si p Exp FAS rvWrkr. doc — 104 — ALTERNATIVES (continued) 2. Utilize additional part-time help and contracts with vendors. This is not advised since skill levels of part-timers are limited, training costs and efforts are not fully realized, and vendors cannot respond as quickly or completely yet still require in-house supervision and management. COST SUMMARY 1999-2000 2000-01 Additional Costs (Preliminary Estimate) Staffing: Fleet Service Worker (Salary @ C step) -0- $31,240 Benefits/Overhead -0- 6,250 Uniform -0- 240 Tools -0- 500 Total -0- $38,230 IMPLEMENTATION The hiring process (review of existing job specification, job analysis, etc.) would begin prior to the next fiscal year. Materials and supplies would be purchased as appropriate. — 105 — Sign Ex; F1 t s r vwr'. r. d 0C