HomeMy WebLinkAboutMinutes - May 1, 2001 SSCITY OF LODI
INFORMAL INFORMATIONAL MEETING
"SHIRTSLEEVE" SESSION
CARNEGIE FORUM, 305 WEST PINE STREET
TUESDAY, MAY 1, 2001
An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday,
May 1, 2001 commencing at 7:02 a.m.
A. ROLL CALL
Present: Council Members — Hitchcock, Howard, Land, and Mayor Nakanishi
Absent: Council Members — Pennino
Also Present: City Manager Flynn, City Attorney Hays, and City Clerk Blackston
B. CITY COUNCIL CALENDAR UPDATE
City Clerk Blackston reviewed the weekly calendar (filed).
Mayor Nakanishi announced that he attended an event at the Boys and Girls Club on April 30 at
which the City received a Community Award.
City Manager Flynn reported that the City was recognized on April 26 as Large Employer of the
Year for its support of disabled employees. City employee, Jay Jensen was selected as Honorary
Employee of the Year.
C. TOPIC(S)
C-1 "Review of Significant Expenditure Requests"
City Manager Flynn stated that over the past five years the City has added over 50
positions and 10 contract positions. Over $2 million in computer software and hardware
has been purchased to improve efficiency. Investments in Maxicom irrigation systems
have been made to automate irrigation processes.
Deputy City Manager Keeter stated that the significant expenditure request
recommendations from the City Manager's Office are based on a balanced budget. She
noted that corrections have been made to the Summary of Significant Expenditures and
Staffing Changes, and page 31 Public Works Contract Landscape Maintenance
Increases (filed).
Ms. Keeter reported on the following significant expenditure requests and
recommendations:
Police Department
Request: $20,000 to hire part-time officer to assist with background investigations,
training, traffic, computerized voice stress analyzer examinations, maintenance of
radar units, and alcohol detector devices, which must be calibrated every 10 days.
Recommendation: Approve $10,000 in year one.
• Request: $65,000 to hire a fourth school Community Resource Officer (CRO). This
request was initiated by Lodi Unified School District (LUSD) who, in conjunction with
the Police Department, submitted a three-year grant through the COPS program. At
the conclusion of the three-year grant, LUSD has agreed to share 50% of the cost of
the CRO.
Recommendation: Approve as requested (100% funded through COPS grant).
Continued May 1, 2001
Council Member Hitchcock commented that the Sheriff's Department has not been funding
grant positions, due to the continued expense to the department when the grants expire.
She asked when the grants would expire for the other three CROs in the City.
Ms. Keeter indicated that she would provide this information to Council Member Hitchcock.
City Manager Flynn explained that the previous grant programs funded 100% the first year,
75% the second year, 50% the third year, and beyond that the cost becomes the
responsibility of the City.
In response to Council Member Land, Ms. Keeter reiterated that at the conclusion of the
three-year grant cycle, LUSD and the Police Department would share the cost of the new
CRO equally. A commitment letter from LUSD will be pursued.
In reply to Council Member Hitchcock, Police Captain Ron Tobeck reported that currently
there is one CRO assigned to each high school and a third Officer shares time between
other schools in the District.
Mr. Flynn stated that the grant application for the additional CRO was submitted by
Lawrence Elementary School; however, if approved, the Officer would be utilized
throughout all the grade schools in the District.
Ms. Keeter suggested that this request be revisited at a future meeting toward the end of
the budget process, at which time the status of the proposed LUSD funding commitment
letter will be reported to Council.
• Request: $20,000 to fund a part-time Chaplain. Currently the Police Department has
a voluntary chaplain program that has been funded for the past seven years through
donations and the Lodi Chaplaincy Association, a non-profit association. Chaplains
provide guidance and counseling to Officers when there is a crisis or emotional
situation.
Recommendation: Fund $20,000 in year two of the budget and encourage the Police
Department to pursue donations and fund raising for continued support of the
program.
Council Member Land asked that the wording on the request be changed from "hire" to
"grant" a part-time chaplain.
• Request: $6,500 to upgrade an Animal Services Officer to Supervisor.
Recommendation: Reconsider at year two of the budget, pending conclusion of a
reclassification study by the Human Resources Department.
Fire Department
• Request: $8,000 increase for fire safety educational program. Currently the
Department is funded at $10,000 for promotional materials to educate and provide
literature for fire prevention purposes.
Recommendation: Fund $7,000 in year two of the budget.
• Request: $216,170 in 2001-02 and $183,790 in 2002-03 to hire 5 Firefighters and 1
Battalion Chief. The Fire Department currently has one engine company at Station 2,
one at Station 3, and an engine and truck company at Station 1. When Station 4 is
completed the engine company from Station 1 will be moved to Station 4. The new
Quint Tiller apparatus will be housed at Station 1. The goal of the Fire Department is
to have four engine companies and one truck company, with Station 1 being staffed
by an engine company in addition to the Quint.
Recommendation: Approve funding to hire two Firefighters and one Battalion Chief in
2001-02; hire three Firefighters in 2002-03; hire three Firefighters in 2003-04; and hire
one Captain in 2004-05.
2
Continued May], 2001
In response to Council Member Land, Fire Chief Pretz stated that the Quint Tiller is
operated with four to five personnel. The long-term goal of the Fire Department is to have
15 personnel on each shift by 2004. In reference to paramedics in the Department,
Mr. Pretz stated that recommendations would be brought back to Council at a future
meeting.
Public Works
• Request: $56,760 for two-year contract analyst position to provide assistance to
Water/Wastewater Superintendent Fran Forkas and Street Superintendent George
Bradley at the Municipal Service Center.
Recommendation: Approve as requested in year one (funded through
Water/Wastewater Enterprise Fund).
In reply to Council Member Howard, Public Works Director Prima stated that though the
contract position is not primarily intended for resources at White Slough, it will help free
up the time of Mr. Forkas to devote more time to that area. Mr. Prima stated that the
flexibility of the contract position would be beneficial, due to the impending retirements of
Management Analyst II Sharon Blaufus, and Mr. Forkas.
Electric Utility
• Request: $90,000 for professional services for design and engineering studies
related to the following projects: 1) broadband market study and business model;
2) multi -dimensional bench marking; and 3) project development and technical
assistance.
Recommendation: Approve as requested in year one.
• Request: $10,000 for office furniture replacement in the meter test shop. The
furniture will be moved to the new Electric Utility building once construction is
completed.
Recommendation: Approve as requested in year one.
• Request: $83,100 to hire an Electrical Engineer for system planning and design.
Recommendation: To reconsider request when Johnson and Associates completes
the organization study of the Electric Utility Department.
In response to Council Member Hitchcock, Electric Utility Director Vallow stated that the
organization study should be completed by mid-July.
• Request: $15,000 to hire a temporary AutoCAD Technician to create and maintain
new maps, drawings, and diagrams, and augment existing AutoCAD staff.
Recommendation: Approve as requested in year one.
• Request: $27,210 to hire Administrative Clerk for the construction and maintenance
division.
Recommendation: To reconsider request when Johnson and Associates completes
the organization study of the Electric Utility Department.
• Request: $533,365 to hire line crew (one Foreman and two Linemen) and purchase
equipment. This request combines operating and capital expenses.
Recommendation: Approve as requested in year one.
• Request: $377,135 for contract personnel and tools
Recommendation: Approve as requested in year one.
• Request: $55,615 to hire Groundsperson/Apprenticeship Lineman. This is a
five-year apprenticeship program to reach the journey level lineman.
3
Continued May 1, 2001
Recommendation: Approve as requested in year two.
• Request: $20,000 professional services for painting of substation equipment.
Recommendation: Approve as requested in year one.
Public Works — Transportation
Request: $18,900 to convert a part-time Administrative Clerk to a full-time position.
Recommendation: Approve in year two.
Ms. Keeter reported that the City Manager has signed two-year contracts with several
part-time employees, who are working nearly 40 -hour weeks, to provide them with
medical benefits.
General discussion ensued about the benefits and drawbacks of part-time personnel and
contract employees.
D. COMMENTS BY THE PUBLIC ON NON -AGENDA ITEMS
None.
E. ADJOURNMENT
No action was taken by the City Council. The meeting was adjourned at approximately 8:20 a.m.
ATTEST:
Susan J. Blackston
City Clerk
4
Mayor's & Council Member's Weekly -Calendar =
WEEK OF MAY 1, 2001
Tuesday, May 1,
7:00 a.m/Shirtsleeve Session
1. Review of significant expenditure requests
Wednesday, May 2, 2001
2:00 P.M. Nakanishi. San Joaquin County City Selection Committee meeting, Board of
Supervisor's office.
7:00 p.m. City Council meeting.
1 Closed Session item UOT 0
7 Presentations
11 Consent Calendar items
3 Public Hearings
4 Regular Calendar items
One Ordinance /',
Thuurrs_day, May 3, 2001
11:30 - 1:00 p.m. Nakanishi and Land. National Day of Prayer, Civic Center Area.
Lt:, t D-
12:15 p.m. � Jolnt Council Lunch Meeting with the Greater Lodi Area Youth Commission,
Hutchins Street Square - Cottage Room.
1:30 p.m. SJC Sheriff's Grand Opening of its Upholstery Shop, Sheriff's
Distribution Center, 7000 Michael Canlis Blvd., French Camp.
Friday, May 4, 2001
7:00 p.m. Land. HSS Smooth Jazz Concert. Show at 6:00 p.m.
Saturdgx, May 5, 2001 Z �ADU)COL /V a 1 4 Co6-J; .r,
6:00 p.m. Nakanishi. Lodi Adopt -A -Child Angel Appreciation Dinner, The Merlot,
23 W. Pine treet. Dinner at 7:00 p.m.
6:30 p.m. �} Kn ghts oolumbus Public Safety Recognition Night Dinner, St. Anne's
Hall. Dinner at 7:30 m. � -t- �p + Le �"
p. y r o e o s b2�•� �Ay. 11� {t*Ul�
s.
iz
Sum, May 6, 2001
Reminder Lodi Street Faire
Disclaimer. This calendar contains only information that was provided to the City Clerk's office
counci 1lmisc\mcalndr.doc
2001-03 FINANCIAL P"; & SUDCRT
04/M/01
SUMMARY OYSIGNIFICANT EXPENDITURES AND STAFFING CHANGES
E
C"
Publics.taty
•
Police Protection
Police Aditunistrition
1 Hite Put Ulm ofkcr
0.5
:0,000
0.5
10,000
Support Services
2 Hire School itasourc.Officer
1
1
100% handed-LUSO COPS grant ($64.000)
Police Operations
3 Hire PT Chaplain
20,000
20.000
Azurnal Control
4 Upgrade Officer to Supervisor
6,500
6,500
Fire Safety
Fire Support Swicm
5 Fee Safety Educational Program fandtag
8,000
7,000
Emergency Services
6 Him Firdfighters (5) & Elet Chi-f(l)
3
216,170
3
214,170
3 193,790
1
183,790
netofsavings
Total Public Safety
4.5
270,670
4.5
=6,170
3 183,790
3
217,290
Public Utilities
Water/wastewater Utility Services
a Contract services - 2 years
56,760
56,760
split Amuling W/WWIDBCP/Std
Electric utility Services
Electric services
9 Professional services
90000
90'000
Electrical Engineering & ONmUom
10 Office hotiturs farplacentent
10,000
10,000
one tare only a Tmditm
II Him Electrical Enrmw
1
83100
Pending --T--- study
12 Him temporary AutoCad Technician
o"I
15,000
0.25
15,000
Electric Construction & Maintenance
13 Add Admarustrative Clark
1
27-110
(12,000)
pending re-organi-timstudy
15 Hut Lint crew & vehicles
3
533.365
3
533.365
17 Contict Personnal & toolm
377.135
377.135
19 Him GroundponsonfApprentice lineman
1 55,615
1
55,615
Substations & System
.0
1 NOC services for Painting
20.000
20.000
Total Pubtle Utilities
3.25
1,212,570
125
1,10',260
1 43,615
1.00
55,615
Transportation
Streets and Flood Control
21 Convert to Ffr Administrative Clark
0-2
18-900
02
19,900
net of savings front ptt (was contract)
Him temporary seactarial assistance
10.100
23 Stm-derNPIDESpennit
50,000
50,000
100% funded by Wastewater
24 Additional Rattling rot shed sweeping
In'000
92,000
100% funded by unurts-ter
25 Street Trench damage a»eesmettt study
35,900
35,000
offset by revenue
31 Laamincapt rmmt contract serviica
29.025
29X25
-T6-1.023
52,375
52.375
six mo cost in 1st yr. full YT funding 2nd yr
To"ITmnaportntion
0.20
225,025
52375
0.20
106-275
Lehum, Cat Iturm I & Sobel Services
Parks aid Recreation
Parks and Recreation Arimminastrution
32 Convert to F/T Administrative Clerk
0.2
17,875
0.2
17,875
net of savings frac pit (was contract)
33 Hire PIr Intern(CAD operator
Aquatics
03
10,810
0.5
10,910
Prop 12 fianding,
34 Him PIr Lifeguard
0.3
3,900
35 Him PIT Swim Instructors
of by mum - 5 hwmom for: Wks
Sports Facilities
36 Convert to Ffr Hffe Laborers, (2)
0-1
21395
0.2 22.775
04
44,070
net ofsavings; from pit (was contract)
37 Hire Laborer
1
39-255
not recommerarled - pending [me agree
Parks Division
38 A- Laj- -p-
56,100
not reconwrianded - pending k- agree
Lodi Lake Pak
39 Rare Pfr Laborer - injgqtion burt.liar
o.:$
12,640
0.5
12,640
Park Maintenance
40 Hire PIT Laborer
0.5
11,505
41 Convert to FIT Labom
0.2
19,IZ5
02 7.3,685
0.4
42,810
fid Ofitivinis from pA tom cotod)
Parks Program
Cultural Services
Library
42 Pte -l- Digital copier
9.900
9,800
pdat-tartnmrt
43 Fundmj for extended Kom of operation
0.5
61.630
0.2
30,000
45 H" Prr R%fame Librarian
0.5
20,665
0.5
20,665
C.--uty Center
Performing Arts Center
47 Him Stage Tech Manager
1
35,000
1
35.000
cost offict byttvenues,
47 A Lodi Arts Cournmarion. grant
25,000
:5,000
Swurtmartg PWI
48 1 Replace Pool m
9.300
--E7440
we tum only Orpamitures
Total Leisure, Cultural & Social Ser
16
353,900
L.3
0 46,460
2.2
166-230
2001.03 FINANCIAL PUN & BUDGET 04/30/01
SUMMARY OF SIGNIFICANT EXPENDITURES AND STAFFING CHANGES
FUNDING SOURCES:
Community Improvement
General Fund
14.7
1501,932
51
Additional fiords for Rgmu/DemolitKM
312,550 8
50,000
Transit Fund
50,000
41,270
1
41,270
cost offset by revenues
52
Contract Code Enforcement Of icer
1.0
57,200
57,200
Privull Sector Trust
9,800
Planning
9,800
Reanburaad by Others
1.0
-
1
-
53
Consultsnt acrvices
OfBetbyrevenues
40,000
60,810
40,000
50,000
0.5
10,810
impaetfea
Community Promotion
40,000
WeterFwul
32,366
54
LCV13 additional 6aidrng
70,000
70,000
164,366
56
DLBP additional Raiding
5,676
60,000
3,676
Electric Fund
5.2
one time mcprndiNre
3.25
Engineering
43,615 1
3$,615
215
2,819325
123
2,079,400 5.6
356,165 9-50
$9
Hue Civil Engineer
1
49,000
(20,900)
1
49,000
net ofsavings
60
Hire Engineering Tecbmaian
1
68,220
1
68,-120
61
Contract for Document Preservation
5,000
Community & Econ Der
2.0
399,420
1
295,420
(2000)
1
49,000
General Government
General Administration
Non • Departmental
62
Purchase LCD projectors (6)
move to capital
63
LAFCO membership & dues
13,000
13,000
Public Works Administration
64
Funding for Solid Waste contract
20,000
20.000
one time cxpendine'e
Administrative Serum
Infonmtion Systeme
65
Purchase Network Management Software
5,500
one tiara expenditure
City Clerk
66
Administrative Clerk Confidential
0.5
25,980
0.5
25,980
net of sevings Eon pit
Human Resources
68 a
Organization Study
10,000
10,000
one time expendatere
69
Hire Benefits Coordinator
0.25
12,685
net of savings from p/t h outside admin
72
Fund Recruitment Advertising
16,810
10,000
75
Fingerp-C
10,000
10.000
Risk Managemeent
76
Safety Progrsm (PW)
25,000
25,000
l00'/* funded by nastevatcr A ureter
77
111new A Injury Prevention Prograrn (Elec)
25,000
25,000
tom/. funded by Ekcuic
78
Body Mechanics Training
9,000
4,500
9,000
4,500
Finance Accounting Division
80
Convert to FT Accounting Clerk
0.2
23,800
0.2
23,800
net of sevings Eom ph (was contract)
81
Hire Accoummm 1
1
56,380
1.0
56,390
Finance Revenue Division
83
Convert to FIT Customer Service Rep (2)
02
0.2
0.4
net of sevings from ph (was u:ontract)
Organizational Support Services
Finance Field Services
84
Convert to FIT Meer Ruder
0.2
0.2
net of savings am ph (was contract)
Facilities Service
85
Convert to FT Corot Pro! Manager
-
nit of ea-va from pit(- contrast)
86
Hire Facilities Supervisor
1
63,315
1
63,315
(4,000)
one tune cost ofertuipmentnIatyr
88
Hire Facilities Maim WorkerUll
1
45,825
Fite Service
90
Hire Fleet Services Worker
1
41,270
l
41,5,70
Transit funded
Total General Government
4.35
357,740
2.2
222,08S 1.2
50,825
2.1
110,660
TOTAL OPERATING BUDGET
219
2,819325 '::
123.
2,079,400 5.6
356,165
9.5
705,070
FUNDING SOURCES:
General Fund
14.7
1501,932
72
665,422 4.6
312,550 8
638,645
Transit Fund
1.0
41,270
1
41,270
LDtacyMind
1.0
92,295
Privull Sector Trust
9,800
9,800
Reanburaad by Others
1.0
-
1
-
OfBetbyrevenues
0.5
60,810
50,000
0.5
10,810
lmpact Feu
40,000
40,000
WeterFwul
32,366
32366
Wastewater Fund
164,366
164,366
DBCP
5,676
3,676
Electric Fund
5.2
1,180,810
3.25
1,070,300 1
43,615 1
3$,615
215
2,819325
123
2,079,400 5.6
356,165 9-50
705,070
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST
ACTIVITY: Public Works
REQUEST TITLE: Contract Landscape Maintenance Increases
REQUEST SUNT P4ARY
This request is to provide funding for new landscaped areas approved by council that will to be added to the City Landscape
Maintenance contract during the next 2 -year budget cycle.
PRLNIARY OBJECTIVE
The primary objective is to cover the added costs of maintaining additional new landscaped areas due to new subdivision
landscaped walkways and street median landscape improvements. These new sites will add a significant increase of area and
maintenance. These areas are not currently included in the 2001 - 2003 budget proposals. The exact start date is not yet known.
SUivLNTARY OF FACTORS DRIVLYG THE REQUEST FOR CHANGE
Lower Sacramento Road median
South Hutchins Street and Kettleman Lane median
New subdivision frontage, including Parisis Ranch, Periegos Ranch, Century Meadows, and Lodi West 7
ALTERNATIVES
None
COST SUMMARY
2001-02
2002-03
Additional Costs
Lower Sacramento Median
$25,000*
$25,000**
South Hutchins Street and Kettleman Lane
median
s0
$211000**
New subdivision frontage, including Parisis
Ranch, Periegos Ranch, Century Meadows, and
Lodi West 7, based on 6 months maintenance
$4,025*
$6,375**
Total
$29,025
$52,375
Net Cost
$29,025
$52,375
*6 months, fiscal year 2001- 2002
**additional funding to meet full fiscal year 2002-2003 maintenance
DIPLENIENTATTON
If funding is approvcd, funds V •ould only be uscd as new landscapcd areas arc added.
31
C:SwindowstTEMP1VGEXPIandscapemaintincreases.doc 04130/01
N
2001-03 City Manager Recommended
SIGNIFICANT EXPENDITURE
AND
STAFFING CHANGES
2001.03 FINANCIAL PLAN & BUDGET
SUM?IARY OF SIGNIFICAN-f EXPENDITURES AND STAFFING CHANGES
Police Protection
Police Administration
1
Him Part time officer
D.5
20000
0.5
15.000
Support Serviccs
Him School Resource Ofri.-
I
I
100;6 funded-LUSD COPS Brant ($64.000)
Police Operations
3
Hire P/f Chaplain
20,000
20.000
Animal Control
4
Upgrade Officer to Supeniwr
6.300
6.500
Pine Safety
Fire Support Services
5
Fire Safety Educational Program funding
9,000
7.000
Emergency Service
6
Hire FircGghtm (5) & Bat Chief (1)
3
216,170
3
216,170
3
193,790
3
133,790
net of overtime savings
Total Public Safety
4.5
270,670
4.5
251,1?0
3
193.790
3
197.290
Public Utilities
W.mdwast-mr Utility Services
9
Conrns services - 2 years
56,760
56,160
split funding W/WW,DBCPISumt
Electric Utility Senior
Electric Services
9
Professional urvic.
90.000
90,000
Electrical Engineering & Operatic.
l0
OfTice furniture replacement
10.000
10,000
one time only mpendiare,
11
Him Electrical Engineer
I
U100
pending morganiaaiton study
• 12
Hire temporary A.wCad Technician
0.25
-15.000
025
15.000
Electric Construction & hlaintcranee
13
Add Administrative Clerk
1
27,210
(12,000)
pending re-organindon study
IS
Hire Line sew & vehicles
3
533.365
3
333.365
17
Contract Personnel & tools
377,135
377,135
19
Him Groundpesson/APprentice lineman
1
55.615
1
55.615
Substations & Systems
20
Prof. service for painting
20,000
20,000
Teta! Public Utilities
5.25
1.212.570
3.25
1.102.267
1
43,615
1.00
55,615
Traropannien
5vcccr and Flood Control
21
Convert to Fif Administrative Clerk
0.2
13.900
02
18,900
net of savings from pi (was conu=)
_2
Hire temporary secretarial assistance
10,100
23
Stormwata NPOES permit
30.000
50.000
100'. funded by waste -ter
24
Additional fisadmg for socaseeping
82,000
92,000
100%. funded by umsu-ster
25
Street Trench damage aasmmrn[ study
35.000
35.000
offset by revenue
31
Landscape maiet comae[ service
132.300
132.500
13:,500
132.500
six mo cost in 1st yr, ill yr funding 2.•nd yr
Taml Trmsponation
0.20
323,500
0.20
233.400
132,500
167,500
Lcisere. Cultural & Social Service
Parks and R. -tion
Parks and Recreation Administration
_
Convert m Ffr Administrative Clerk
0.2
17,975
0.2
17,975
eta of savings from p/t (veru contract)
33
Hire P/f lnterdCAD operator
05
[Oslo
0.5
10.910
34
Agmtia
Hire P/r Lifeguard
0.5
3.900
0.5
3.900
35
Him PIT Swim Instructor
afrset by ruvenue - 5 irsrrucmn for 2 A.
Spurts Facilities
36Convert
w FIT Hire Laborer (2)
0.2
21.:95
0.2
21,295
0.2
22.775
0
22,775
net of Savin® form VA (erns contras)
37
Hire Laborer
1
39.255
not recommended - pending lease agree
Ptrb Division
38
American Legion expenses
56.100
not recommended - pending lease agree
Lodi Lake Park
39
Hire PIT Laborer - irrigation installer
0.5
12,640
0.5
12,640
Park Maintermroe
40
Hire Pff Laborer
0.5
11,505
05
11,505
41
Convert to FIT Laborers (2)
0.2
19,125
02
0.1
:3,695
0,
23.685
net of savings from ph (was contract)
Parks Program
Cultural Servica
Library
42
Purchase Digital copier
9,800
9.800
private sector trust
43
Funding for extended bows of operation
05
61,630
0.2
30,000
45
Hiro P/1• Reference Librarian
0.5
20.665
0.5
20.665
Community Center
Performing Aro Center
+
Hire Stage Tech Manager
1
35,000
1
35.000
cost onset by revenue
47 a
Lodi Arts Commission grant
25,000
25,000
Swimminq Pool
43
Replace Pool lift
9,300
one time only "Peadirura
Total LA -re. Cultural & Social S-.
5.6
353.900
4.3
199,440
0
46,460
6
46.460
.001.03 FINANCIAL PLAN & BUDGET
SUMMARY OF SIGNIFICANT EXPEYDITVRES AND STAFFCIG CHANGES
Community & Economic Development
General Fund
15.7
Community Improvement
122
I, 124,6_ 46
350,875 4.8
499,750
Transit Fund
51
Additional funds for Repair/Demolition
50,000
Library Fund
50,000
82,295
0.7
cost offset by revenues
52
Contract Code Enforcement Officer
Private Sector Tnat
57,200
9,800
57,200
9,800
Reimbumed by Others
Planning
I
Impact Fee
53
Consultant services
40.000
40,000
40,000
19,866
impact fees
19.866
Community Promotion
Was evo ur Fund
176,866
176,866
-
54
LCVB additional funding
70,000
70,000
Electric Fund
56
DLBP additional funding
3_25
60,000
43.615 1
55.615
21.92,996,300
one time expenditure
17,2
Engineering
394,490 5.80
555}65
59
Hire Civil Engineer
1
49,000
(20,900) 1
49,000
net of savings
60
Hire Engineering Technician
1
63,220
1
68.2_0
61
Contract for Document Preservation
5.000
5,070
Community & fears Dew
2.0
399.420
1
290,4`0
(20,900) 1
49,000
Gener.l
Government
General Administration
Non - Departmental
62
Purchase LCO projectors (6)
27.000
9,000
9.0w
approved 2 in 2001, 2 in 2002
63
LAFCO membership & dues
13.000
13,070
Public Works Administration
64
Funding for Solid Waste contract
20,000
:0,000
Administrative Service
Information Systems
65
Purchase Ncmofk Management Software
5,500
5,500
one time expenditure
City Clerk
66
Administrative Clerk Confidential
05
23,980
0, 5
25.930
net of savings from p!t
Human Resources
68 a
Organization Study
10.000
10.?:0
69
Hire Benefits Coordinator
0.25
1;,685
net of savings from pit A outside admin
72
Fund Recruitment Advertising
16,810
16.110
75
Fingerprinting
10,000
10,000 _
Risk Marugerment
76
Safety Program (PW)
25.000
25.0W
100% f'--&4 by vaueuvW
77
Illness & Injury Prevention Program (Elco)
25,000
25,000
100% funded by Electric
.8
Body Sleehanics Training
9.000
4.W
9,000
4,500
Finance Accounting Division
s0
Convert to FIT Accounting Clerk
0.2
23,800
0.2
27.800
net of savings from ph (.was won=)
31
Hire Acmunrsnt 1
1
56.380
1
56,310
Finance Revenue Division
33
Convert 10 FIT Customer Service Rep (2)
0.2
2.200
0.2
2`00 0.2
2,200 0.2
2,200
net of savings from Plt (vru comma)
Organizational Support Services
Finance Field Services
84
Convert to FIT Meer Reader & vehicle
0.2
22.300
0 2
;300
(22,000)
net of savings (rum pit (was Contract)
Facilities Services
85
Convert to FIT Const Prof Manager &car
22,000
_.000
(22,000)
nn of savings from pit (v u contract)
86
Hire Facilitie Supervisor
1
63,315
1
63,315
(4,000)
one time cast ofequipment in Ist yr
88
Hire Facilities Maint Worker VII
1
45,825
Fleet Service
90
Hire Fleet Services Worker
1
41.270
1
41270
paid duu oast allocation by Transit
Total Gennal Goveransent
4,35
431.240
3.9
3;5155 1.2
9.025 0.4
39,500
TOTAL OPERATING BUDGET
02
2-497.995 5.6
394,490 5.8
555.363
FUNDING SOURCES:
General Fund
15.7
1,480987
122
I, 124,6_ 46
350,875 4.8
499,750
Transit Fund
Library Fund
1.0
82,295
0.7
50,665
-
Private Sector Tnat
9,800
9,800
Reimbumed by Others
1.0
I
Impact Fee
40,000
40.000
Water fund
19,866
19.866
Was evo ur Fund
176,866
176,866
-
DBCp
5,676
5,676
Electric Fund
5.2
1,180,810
3_25
1070500 1
43.615 1
55.615
21.92,996,300
17,2
2.497.995 5.6
394,490 5.80
555}65
PUBLIC SAFETY
POLICE
FIRE
GRAFFITI
ABATEMENT
2001-2002 Significant Expenditure Request
Activity: Police Department Administration
Request Title: Part time Position Addition
Project Description:
Add a part time police officer position to assist with background investigations,
training, traffic and CVSA examinations.
Project Objective:
Provide additional staffing to administrative services unit to assist with
background investigations, training and administration of CVSA examinations.
Existing Situation:
Currently there is one lieutenant and one corporal assigned to the administrative
services section of the Lodi Police Department. Staff assigned to this unit is
currently responsible for the investigation of citizen complaints, pre-employment
background investigations, training management and other administrative duties
as assigned.
Currently an officer from traffic or investigations is taken from their daily duties
to administer pre employment as well as criminal CVSA examinations. Much of
the time the officer(s) are compensated in overtime which costs the city a
considerable amount of money, the approximate rate is $37.00 per hour.
I would propose adding a part time officer (most likely retired) who would work
no more than twenty hours per week to handle CVSA examinations, assist with
background investigations, act as tow company liaison and calibration of radar
units and alcohol detection devices. State laws mandate calibration of these
units every ten days. Currently an officer is taken from regular patrol duties to
complete this task taking approximately four hours per week.
Project Costs:
Part time position would be compensated at a rate of $19.00 per hour which is
commensurate with part time park officers. Yearly cost would amount to
approximately $20,000.00.
-I-
2001-2002 SIGNIFICANT EXPENDITURE REQUEST
ACTIVITY: Police Department Support Services Division
REQUEST TITLE: School Resource Officer (Detective)
PROJECT DESCRIPTION:
Add one additional School Resource Officer to our Support Services Division. This
would bring our total School Resource Officer program up to four.
PROJECT OBJECTIVE:
The Lodi Unified School District is submitting paperwork to the State of California
COPS Office for the cost of an additional School Resource Officer. This request is for a
three-year grant cycle. School Resource Officers provide visible law enforcement
presence at each high school within Lodi City limits. Officers provide positive
interaction between law enforcement and students. The School Resource Officers giving
presentations at school rallies and in individual classrooms, attending school sporting
events and daily presence at the school accomplish this.
Lodi Unified would to expand the program by providing funding for an additional officer
to assist with working the grammar schools and the middle schools.
EXISTING SITUATION:
With three School Resource Officers there is intermittent Iaw enforcement
presence/contact at the grammar school and the middle school level. With the annexation
of Woodbridge Middle School, and the increased student population, it would be
beneficial to have an additional officer assigned to the middle schools. This would "free
up" the other officer to dedicate their time to the grammar school age children.
PROJECT COST:
The additional School Resource Officer's salary and benefits would be reimbursed by
Lodi Unified School District via their State COPS Grant ($64,000). If LUSD does not
receive grant funding, this position would not be pursued. If LUSD does receive funding
it would be for three consecutive years. At the conclusion of this three-year grant cycle,
LUSD and Lodi Police Department would want to make the commitment to split the cost
of this officer.
- 2 -
2001-2002 SIGNIFICANT EXPENDITURE REQUEST
ACTIVITY: Police Department Operations Division& Support
Services Division
REQUEST TITLE: Part -Time Chaplain/Counseling Services Contract
PROJECT DESCRIPTION:
Add one part-time position to continue the Chaplain's counseling services that have been
provided to the Police Department and citizens.
PROJECT OFJECTIVE:
The Police Department would like to continue to provide the option of non-
denominational spiritual support and counseling, during crisis situations, to Police
Department employees, City personnel and citizens.
EXISTING SITUATION:
Currently, the Lodi Police Department has the benefit of a primarily volunteer Law
Enforcement Chaplain Program. This program has been in effect for approximately
seven (7) years. During this time, the chaplains have been an invaluable resource during
the numerous crisis situations that have occurred at the Police Department. The chaplains
are not only available to police personnel, but are frequently on -scene to offer guidance
and comfort during emotionally charged situations involving the public. The Law
Enforcement Chaplain Program has functioned entirely on donations and fund-raising.
PROJECT COSTS:
Contract costs of $20,000 would provide for a part-time (based on an estimate of 120 firs.
month @ $13.88), Chaplain. All other program costs would continue to operate via the
donation/fund-raising process through an established private 501(c)3 Foundation.
- 3 -
2001-2002 Significant Expenditure Request
Activity: Police Department Administration -Animal Services
Request Title: Upgrade Animal Services Officer to Supervisor
Project Description:
Upgrade the position of Animal Services Officer classification (occupation #24) to
an Animal Services Officer Supervisor.
Project Objective:
Provide adequate and equitable compensation for this employee commensurate
with the duties and responsibilities of the position.
Existing Situation:
Currently there is one full time Animal Services Officer, two assistants, and part
time assistant, a part time kennel person as well as a number of volunteers
assigned to the shelter. The additional personnel as well as the increased
utilization of volunteers create a need for a supervisory position.
Currently one of the Animal Services Officer acts in a quasi supervisory function
in which her duties include scheduling, decision making, training, evaluation of
personnel, minor counseling, budgeting and planning. Despite the fact that this
position has evolved into additional responsibility the pay has remained the same
with the exception of normal pay increases.
I am proposing one position be upgraded to a supervisory position.
Project Costs:
$6,500.00 per year, This represents a 15% increase, which is consistent with
other positions moving from line level position to first line supervisor.
M -W
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: ' Fire and Life Safety
REQUEST TITLE: Fire Safety Educational Programs
REQUEST SUMV ARY
Request funding for increased Fire Safety Educational programs.
PRIMARY OBJECTIVE
To provide increased education of Fire Safety.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Fire Prevention Bureau has increased our commitment to educational programs and for oppomunities to
promote fire safety. Additional funding would be used to become more proactive in educating the public
through participating at functions such as the Grape Festival, Walk -A -'Ikons, 4h of July, Street Fair, and the
new Eastside Cultural Fair, in addition to finding for the annual Santa program.
The increased level of funding for Fire Safety material is critical for the success of these educational programs
for the public. The department has solicited donations from businesses, such as Allstate Insurance and
McDonalds which has been used to provide fire safety materials for annual Fire Prevention Week programs at
all Lodi elementary schools. We Neill continue to solicit donations to offset e..Venditures for materials, a
computer, and training.
COST SUMMARY 2001-02 2002-03
Additional Cost
Supplies, Material and Services 8,000.00
Total
Total 58,000.00
ALTERNATIVES
1. Continue with the current funding level - S10,000.
2. Continued depcndeucc upon dorratious iron businesses
3. Eliminate public education activities
- 5 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Emergency Services- Fire
REQUEST TITLE: Fire Administrative Reorganization - Add one (1) Battalion Chief & five (5)
Firefighters to Emergency Services Activity over the two-year budget
REQUEST SUMMARY
Add one Battalion Chief & 5 Firefighters. Along with the redistribution of 3 Battalion Chiefs, the Fire
Dept is requesting the addition of one Battalion Chief and five (5) firefighters to the emergency services
division of the fire department.
Three additional firefighters will be required in the 2002-03 budget to continue the long -tern strategy to
ultimately re -staff Fire Station #1 with an engine and truck company. Total department staff increases from
52 authorized personnel to 58 authorized personnel.
PRIMARY OBJECTIVE
To place Battalion Chiefs back on -shift schedules to provide closer contact and overall supervision of
emergency services personnel while continue to meet the administrative areas needed to meet the functional
needs of the fire department.
One firefighter was previously authorized in budget year 2000-2001. This request will authorize two
additional firefighter positions to the budget in 2001-02 which will increase previously agreed upon staffing
of the new truck/quint from three to four personnel. This staffing is necessary due to the planned relocation
of Engine #1 from Station #1 to Station #4. The combined responsibilities of engine and truck company
operations warrant four personnel and meet the requirements established in the "Standard of Coverage
documents that was approved in the last budget cycle (1999-2001).
. A 4 -year plan was developed and agreed upon by the City Manager tore staff Fire Station *I with a Truck
Company and Engine Company. The following two-year budget calls for adding three additional firefighters
in 2003-2004 and an additional Captain for Administrative duties in the 2004-2005 budget year. This will
allow for Fire Station # 1 to be restaffed beginning in July 2003. A request for a new engine will be submitted
in the 2003-04 budget.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
• 1993 Battalion Chiefs reassigned from 56 hour work week (24 hour shins) to 40 hour work week.
• Shift supervision insufficient
• Administrative duties inefficient.
• Reassign B/C's to 56 hour work week-
Create
eekCreate Training Chief position for improved co-ordination of department training.
• December 2001, Fire Station 4 will open for service.
• December 2001, Lodi Fire Department will take possession of new Truck/Quint.
• December 2001, Engine I personnel reassigned to Fire Station #4. Station 1 personnel will be reduced
from 0 fireligliters to 4.Tntck I personnel increase from 3 firelighters to 4 firelighters.
• Minimum per shift coverage increases from 13 firefighters including battalion chief to 14 firefighters
including battalion chief.
• Long terns staffing proposal will require luring 3 firefighters and one adn-Ldstrative Captain the following
two year budget
ALTERNATIVES
1. Continue present staffing and responsibilities
2. Cover the downtown area with a throe person combination truck/engine company
3. Increase truck company to four and move Engine -1 to Station #4
4. Continue present operation and choose not to staff new westside fine station
:WE
Increase the overtime budget to allow for coverage of vacations, sick leave and other department related
leaves requirements with present staff while increasing minimum staffing.
COST SUMIV1ARY
2001-2002
2002-2003
Additional Cost
Staffing —
306,806.54
179,290.65
Supplies, Material and Services
4,500.00
4,500.00
Minor Equipment
Total
311,306.54
183,790.65
Savings — overtime
<-95,135.31>
Net Cost
5216,171.23
5183,790.65
-7-
PUBLIC UTILITIES
ELECTRIC
WATER
WASTEWATER
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works
REQUEST TITLE: Public Works Contract Field Operations Coordinator for Municipal Service CeWr and White
.Slough Water Pollution Control Facility
REQUEST SUMMARY
Add a full-time contract Field Operations Coordinator to City staff for a two-year period, assigned to the Municipal Service
Center.
PRIMARY OBJECTIVE
The primary objective is to assist the offices of the Water(Wasiewater Superintendent and the Street Superintendent and their
respective staffs with deferred and overdue project implementations. This position would be a valuable liaison between
Public Works and other departments (i.e., Finance, Human Resources, and Community Development) on various projects.
SUMMARY OF FACTORS DRIVING THE- REQUEST FOR CHANGE
During the past several years, and in the immediate future, several new programs have surfaced. These programs have not
been and cannot be adequately addressed by current staffing levels. Some areas not yet being addressed are:
Water rates and user analysis,
• Wastewater rates and user fee (SSUs) analysis,
NPDES permit needs (White Slough, and Storm Systems),
• Storm drain and environment quality issues,
• Research availability of grants and loans (plant expansion, Eastside infrastructure rebuild)
• Monitor and manage the DBCP Settlement Agreement
• Develop and implement public relations activities (citizens' awareness).
Many of these programs and issues are Federal and State mandates. These mandates require policy and program
development and implementation.
This position would serve the Water/Wastewater and Street Divisions. It is proposed that this position would be funded
35% Water, 35% Wastewater, 10% DBCP, and 20% Street. It is anticipated that this position would eventually rotate with
a Public Works position at City Hall in order to provide a working knowledge of all phases of the Public Works operation.
Office Space and a computer would be needed for this position. Clerical support would be provided from MSC staff.
ALTERNATIVES
Continue with present practices leaving many of these issues unresolved or inadequately addressed. Deal with the
consequences of Federal and State penalties, and/or lost opportunities for badly needed grants and low interest loans.
COST SUMMARY
2001-2002 2002-2003
Additional Costs
Staffing
$51,160
Supplies, Materials, Services
$3,000
Minor Equipment
$2,600
Capital Equipment - Vehicle
Total
Savings
Net Cost
$56,760
-8-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Electric Services '
EQUEST TITLE: Professional Services
REQUEST SUMMARY
Provide professional services to perform tasks ranging from administrative support to design and engineering
studies. Projects include Broadband Market Survey and Business Model, Multi -Dimensional Benchmarking,
and Project Development LegalfTechnical Assistance,
PRIMARY OBJECTIVES
To provide the Department with professional and clerical services to support various activities and projects
including:
• System design and project review associated with the West Interconnection Project.
• Various studies for fiber optics) city-wide data and SCADA networking.
• Provide technical support, maintenance and education for the Electric Utilities network and server. In
addition, network to development of a network to SCADA secure interface.
• Organizational analysis of functional and operational tasks of the Department.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Recent local changes in the communication industry (cable broadband and wireless broadband) coupled with
the continued deregulation of the electric providers, and CAISO communication needs have created many
opportunities that require professional assistance. In addition, various projects including the west
,nterconnect will create additional spin-off tasks requiring professional services (i.e. legal, environmental, land
issues, and technical).
ALTERNATIVES
COST SUMMARY
Additional Costs
Staffing
Utilities
Supplies, Materials, Services
Minor Equipment
Savings
Professional Services
2001-02 2002-03
Total s- S C' C- o o
IMPLEMENTATION
To be scheduled in both the 2001-02 and 2002-03 fiscal years.
Signif Exp Req Prof Services.doc
-9-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Engineering and Operations
REQUEST TITLE: Office Furniture (replacement)
REQUEST SUMMARY
Replace existing desks and file cabinets with workstations and test equipment furniture.
PRIMARY OBJECTIVE
Provide a work environment conducive to the tasks being performed in today's computer based meter test
shop and office.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The existing furniture today are ordinary office desk and file cabinets, all of which have seen significant usage
prior to being utilized in the meter test shop and office area. Drawer tracks on several file drawers are
completely worn out resulting in drawers jamming and increasing the likelihood of employee injury. Computers
have been added to the meter testing operation for both the test phase and for data management, etc. These
computers were fitted on to existing traditional but narrow desks leaving an inefficient and vary cumbersome
work area. It is recommended that the furniture be replaced with computer workstations and properly
designed test bench furniture to support the weight of the test equipment. The recommended furniture can
be relocated to the new service center when constructed.
ALTERNATIVES
Do nothing — not recommended. This alternative would have staff continue to work with equipment that is worn
out and not suited for its utilization.
COST SUMMARY
Additional Costs
2001-02 2002-03
Staffing
Utilities
Supplies, Materials, Services
Minor Equipment $10,000 $0
Savings
Total $10,000 $0
IMPLEMENTATION
On approval of this request, the equipment will be purchased.
Signd EAo Req 160613 Fumdure doc
2001.03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Engineering and Operations
REQUEST TITLE: Electrical Engineer
REQUEST SUMMARY
Add position of Electrical Engineer.
PRIMARY OBJECTIVE
To develop sufficient professional engineering staff to address and promptly respond to the ongoing
engineering issues associated with an electric utility the size of Lodi's. _
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Electric Utility Department has engineering issues, both long range and day to day, that are not being
properly addresses or not at all considered. The issues range from system planning and design, protection
and coordination, system studies to material and equipment application, specification, evaluation and failure
analysis. In addition such matters as power quality, surge protection and large customer energy evaluations
are not being performed at all. Staff training of a technical nature and staff technical support is at best
extremely limited due to other demands.on available personnel.
The Department had two Electrical Engineer positions filled until the summer of 1994 when one was eliminated
due to the City's financial situation. The other position has remained vacant since 1996.
Outside professional services have been utilized to assist on specific and definable projects. However, such
assistance does not address the daily issues and has proved to impact existing staff, been quite costly and
not practical to replace permanent staff. Permanent staff by working on a daily basis with the system gain
invaluable knowledge about the system. Such knowledge is lost if outside professional services are utilized
in lieu of permanent staff.
It is strongly recommended that this request be approved and the position filled. An Electric Utility the size of
Lodi's has sufficient engineering matters on a daily basis to employ two full time Electrical Engineers.
ALTERNATIVES
Do nothing — not recommended. This alternative has hidden costs examples of which are missed opportunities
due to poor planning resulting in costly retrofits. Likewise the system's capabilities are not maximized, resulting
in underutilized facilities, miscoordination causing excessive outage all of which has an associated cost factor
to both the City and its customers.
COST SUMMARY
Additional Costs
2001-02 2002-03
Staffing $76,600
Utilities
Supplies, Materials, Services
Minor Equipment $6,500
Savings
Total $83,100
IMPLEMENTATION
Upon approval, recruitment will be initiated for the position.
S.gnd E.o Req 16C61 1 Elecvuaf Engmeer.doc 11 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Engineering and Operations
REQUEST TITLE: Temporary AutoCAD Technician
REQUEST SUMMARY
N
Funding for temporary AutoCAD Technician in the Engineering Section.
PRIMARY OBJECTIVE
To maintain electrical maps and diagrams, construction specifications and engineering drawings and standards
current. In addition this position will assist existing staff with drafting tasks on various maintenance projects.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Electric Department has a large amount of maps, drawings and diagrams that has been developed over
the years as the system expanded. These records are at present in good condition and must remain such in
order to maintain a safe work environment for maintenance, construction and operating personnel. The
workload on the Department's staff, both present and in the foreseeable future, does not allow such records
to be properly maintained. The Electric Department is also committed to making significant improvements to
the electric system over the next 5 years and as a result will need to augment existing AutoCad staff in order
to prepare the necessary drawings for this additional maintenance workload within an acceptable timeframe.
The addition of a temporary AutoCad technician (25% full time equivalent) will provide the necessary relief.
ALTERNATIVES
Do nothing — not recommended. This option would let existing records deteriorate and would cause significant
delays for the Department in fulfilling its goal of improving the system and would impact the safety of the work
environment, especially for field people.
COST SUMMARY
Additional Costs 2001-02 2002-03
Staffing $15,000
Utilities
Supplies, Materials, Services
Minor Equipment
Savings
Total $15,000
IMPLEMENTATION
Upon approval, the current temporary AutoCAD Technician will continue to assist Engineering Staff.
- 12 -
Sqmf EAP Req 160612 AutOCadTeo doc
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
kCTIVITY: Electric Construction and Maintenance
REQUEST TITLE: Administrative Clerk
REQUEST SUMMARY
Add the position of Administrative Clerk to work in the Electric Construction and Maintenance Division. This request also
includes necessary office furnishings and a personal computer workstation.
PRIMARY OBJECTIVE
To increase staffing level to perform the more technical clerical type duties specific to the Electric Construction and
Maintenance Division.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Electric Utility Department is always striving for efficiency in all areas. At this time, this division functions without
fully dedicated clerical support, utilizing the time of the departments full time Administrative Clerk on a limited, time-
permitting
imepermitting basis. A large portion of the clerical duties and record keeping is currently being done by the Electric Utility
Superintendent, the Construction/Maintenance Supervisor, the Technical Service Manager and the Apparatus Mechanic.
The Administrative Clerk now performs all duties assigned from all divisions; the ConstructionlMaintenance Division is
allocated approximately 20% of the clerk's time. The existing filing system and record keeping methods are in serious
need of reorganization, updating and consolidation. The Maintenance/Inspection records required by General Order
#165 needs to have a program developed and computerized, as well as yearly reports that are required by the Public
Utilities Commission. This position will enable the record keeping and clerical work of the Electric
Construction/Maintenance Division to be brought up to an adequate level of standards and will allow compliance with
regulations, legislation, and General Orders.
Duties will include but are not limited to the following:
Provide customer support services by receiving calls from customers for scheduling of inspections. Work
with the Superintendent and Construction/Maintenance Supervisor to schedule daily Service Orders;
develop and maintain updated customized databases for safety, training, tool and equipment inventories,
General Order #95 (Tree Trimming), General Order #128, General Order #165 (mandated interval
inspections of overhead and underground electrical system). Prepare yearly reports required by the
Public Utilities Commission; class A drivers license and drivers physicals; inspection records for all field
equipment which require periodic inspections. Maintain purchase orders records; verify shipments of
materials and equipment received prior to releasing invoices for payments. Obtain price quotes; ship
parts for repairs and returns; assign budget account numbers to invoices after verifying prices; draft
and/or type letters, memorandums, and electrical reports as instructed. Type and assemble material and
equipment specification documents required to obtain bids for material or services; recap payroll hours
worked and maintain sick leave, overtime and vacation records for division employees. Type and
assemble preliminary budget documents for the division; organize and post safety meetings, take and
post meeting minutes.
This position will significantly reduce the time the Electric Superintendent (20%), Construction/Maintenance Supervisor
(20%), Technical Service Manager (25%), Apparatus Mechanic (25%) spend on record keeping and clerical work, which
Wil result in more time spent on technical duties relating to utility services and training.
- 13 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ALTERNATIVES
Continue with the Electric Superintendent, Construction/Maintenance Supervisor, Apparatus Mechanic and Technical
Services Manager doing the record .keeping and clerical work (not recommended).
COST SUMMARY
Additional Costs
2001-2002
Administrative Clerk
$
21,196 -
Overhead
$
5,088
Computer Workstation 8 Furniture
$
12,000
Total
$
38,284
Savings
$11,075
Net Cost
$27,209
FINANCE 2001-2003
IMPLEMENTATION
Upon approval, implement during 2001/2002 fiscal year.
- 14 -
2001.-2003 Financial Pian and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE .
.CTIVITY: Electric Construction and Maintenance
REQUEST TITLE: Line Crew One (1) Electric Foreman/Forewoman and Two (2) Electric Lineman/Linewoman
REQUEST SUMMARY
To fill the position of one (1) Electric Foreman/Forewoman and two (2) Electric Line men/Linewo men to work in
the Construction/Maintenance Division. This request also includes the necessary line/digger truck, one ton
flatbed truck and tools and equipment necessary for the new Linecrew to perform their job assignments.
PRIMARY OBJECTIVE
To increase the Line section's staffing level by one (1) Electric Foreman/Forewoman and two (2) Electric
Linemen/Linewomen in response to increasing maintenance of an aging electric system and the demands of
the constantly changing and expanding City. Also, to fully implement G.O. 165 inspection intervals and
repairs to the electric system as required.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Over the past five (5) years the Construction/Maintenance Division has employed continuously two (2) to
seven (7) contract Lineman and/or Groundmen.
In October, 1998 the California Public Utilities Commission imposed prescriptive distribution system
ispection and maintenance practices (General Order 165) on publicly -owned distribution utilities. G.O. 165
,pecifies 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. Due to previous, present and future workloads, the Construction/Maintenance
Division has not been able to implement G.O. 165 inspections to the standards required by the California
Public Utilities Commission.
Due to the aging of the electric system, it is necessary to add personnel in the Electric
Construction/Maintenance Division of the Electric Utility Department. The reliability and safety of the electric
system is seriously threatened. The underground system requires extensive replacement and rebuilding.
Pale replacement is invariable, and replacement of butt rotted poles 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.
-15-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE .
OST SUMMARY
Additional Costs
2001-2002
One (1) Foreman/Forewoman
$
65,354
Two (2) LinemenlUnewomen
$
118,810
Overhead
$
44,200
Digger/Linetruck
$
210,000
One Ton Flatbed Truck
$
60,000
Tools and Equipment
$
35,000
Total
$
533,364
FINANCE 2001-2003
IMPLEMENTATION
Upon approval, implement during 2001/2002 fiscal year.
- 16 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
_'TNITY: 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 Construction/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.
In October, 1998 the Califomia Public Utilities Commission imposed prescriptive distribution system
inspection and maintenance practices (General Order 165) on publicly -owned distribution utilities. G.O. 166
species 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
,k
ne following list is the major projects planned for construction during the 2001/2003 fiscal years.
• Construction of a new 60kV overhead and underground circuit from White Slough to Lower Sacramento
Road.
• Rebuilding the downtown underground electric system.
• 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 saving to the City of Lodi Electric Utility during the time when there is
no excessive workload. The contract personnel will be laid off.
ALTERNATIVES
Not hiring the contract personnel will result in degradation of service to new electric customers.
-17-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
,OST SUMMARY
Additional Casts
Account No.
2001-2002
Staffing
160650
$ 121,281
160651
80,854
Supplies, Materials, Services
160650
7300
40,000
160650
7700
30,000
160651
7300
15,000
160651
7700
45,000
Equipment Rental
160650
30,000
160651
15,000
Total $ 377,135
FINANCE 2001-2003
%IMPLEMENTATION
"Don approval, implement during 2001/2002 and 20022003 fiscal years.
- 18 -
2002-2003
2001 - 2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE .
OTIVITY: Electric Construction and Maintenance
REQUEST TITLE: Groundperson/Apprentice Lineman/Linewoman
REQUEST SUMMARY
Establish the position of Groundperson/Apprentice Lineman/Linewoman
PRIMARY OBJECTIVE
To increase staffing level to provide the Electric Utility Department with an entry level position for
Linemen/Linewomen.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
At 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.
tie Memorandum of Understanding between City of Lodi and Local 1245 Intemational Brotherhood of
clectdcal Workers, from February 9, 1998 to December 31, 2002, Article 111, 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. Also will be disregarding the Memorandum of Understanding
between the City of Lodi and Local #1245 I.B.E.W.
COST SUMMARY
Additional Costs 2000102
2002/03
Staffing
$ 38,890
Overhead
$ 11,724
Supplies,Materials,Services
$ 2,000
Training
$ 3,000
Tota)
1
55,614
FINANCE 2001-2003
IMPLEMENTATION
Upon approval implement during 2002/2003 fiscal year.
- 19 -
2001-2003 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
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.)
:)ST SUMMARY
Additional Costs 2001-2002 2002-2003
Sub Contract $ 20,000.00
Total $ 20,000.00
FINANCE 2001-2003
IMPLEMENTATION
Bid and contract each budget year 2001-2002 and 2002-2003.
- 20-
TRANSPORTATION
STREETS
STORMDRAINS
TRANSIT
2001- 2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works / Street Division and Water/Wastewater Division
REQUEST TITLE: Municipal Service Center Administration .
REQUEST SUMMARY
Add a full-time permanent Administrative Clerk to City staff.
PRIMARY OBJECTIVE
1. Maintain competent employees.
2. Bring this employment practice in compliance with City policy.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
For more than 15 years, there has been a part-time clerical position at the Municipal Service Center. This position serves the
Water/Wastewater and Street Divisions. This position started out as half-time. After approximately seven years, it grew into
a three-quarter time position. For the last four -years, this position has consistently operated at full time. In addition to this,
overtime has increased and the need to contract with temporary agencies has become much more common. These contract
employees have averaged three to four-month assignments each year, over the past several years. The new Ca1PERS
insurance program will increase the cost of this temporary position.
ALTERNATIVES
1. Continue as we are.
2. Send some of the workload to other clerical throughout the City.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
533,400
Minor Equipment
Total
Savings Reduce Part -Time Funding
<14,500> -'
Net Cost 1
$181900
IMPLEMENTATION
If this request were approved, the normal hiring process would be exercised.
- 21 -
2001- 2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works / Street Division and Water/Wastewater Division
REQUEST TITLE: Municipal Service Center Administration Temporary Services
REQUEST SUiNIMARY
This request is to provide funding to hire, when needed, short-term secretarial assistance from a temporary agency.
PRIMARY OBJECTIVE
1. To maintain production demands during peak periods.
2. To fill in for permanent staff when needed.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Over the last four years, there has been reoccurring need for this type of service at the lvlunicipal Service Center. Therefore, this
request is being based on past practice.
ALTE1U ATIVES
1. Don't hind in advance for this type of need and address it at year-end with a special allocation.
COST SUMYIARY 2001-02 2002-03
Additional Costs
Staffing 510,100
Supplies. Materials, Services
Minor Equipment
Total
Savings Reduce Part -Time Funding
Net Cost 510,100
Ii<IPLE'VENTATION
If this request is approved, the implementation would occur when needed.
- 22 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANCE
ACTIVITY: Public Works — Flood Control
REQUEST TITLE: Stormwater Pollution Prevention Plan and NPDES Permit N
REQUEST SUMMARY
This request is to retain a consultant to assist in preparing Federal and State mandated stormwater pollution prevention plan
and acquire the needed National Pollutant Discharge Elimination System (NPDES) Phase II permit.
PRMIARY OBJECTIVE
All cities with a population over 100,000 fall in the Phase I plan and are already required to have obtained a stormwater
discharge permit. Cities with a population under 100,000 fall into the Phase lI plan and are required to obtain a stormwater
discharge permit by March 10, 2003. A major requirement of obtaining a permit is to identify and put into place Best
Management Practices (B1viPs) to eliminate pollutants from entering our waterways.
It is anticipated that the Central Valley Regional Water Quality Control and others will be bringing heavy fines to those
agencies not in compliance by the deadline. - This is an unfunded mandate. Areas to be addressed are Mokelumne River
discharges, Woodbridge Irrigation Canal discharges, commercial and industrial facilities discharges, street cleaning practices,
and construction activities.
SUNINIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
• Phase II of the NPDES deadline is March 10, 2003.
• Environmentally the correct action to support.
• Protect the City from potentially significant fines/lawsuits (citizen).
ALTERNATIVES
Staff can find no acceptable alternatives.
COST S(J1Y[MARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services $50,000
Minor Equipment
Total
Savings
Net Cost 550,000
- 23 -
2001-2003 Financial Pian and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTMTY: Public Works
REQUEST TITLE: Street Sweeping Increase
REQUEST SUMMARY
This request is to increase street sweeping from once a month to once every two weeks.
PRIMARY OBJECTIVE
In 1993, the City drastically reduced its street sweeping activities from once every 12 working days to once a month. Since then,
the City has grown and, more importantly, awareness of the direct relationship of sweeping and storm water pollution has grown as
well. Our storm system drains directly into the Mokehunne River or the Woodbridge Irrigation District Canal. The most cost-
effective way to remove pollutants, dirt and debris from entering our storm system is to get it picked up before it has a chance to get
into our waterways. During the next couple of years, the City w«ill have to obtain a storm .ter permit under the NPDES Phase II
regulations and increased street sweeping is a typical `Best Management Practice".
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
• Reduction in pollutants, dirt and debris entering the storm system
• Environmentally responsible.
ALTERNATIVES
Continue with present practices.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services S82,000 1
Minor Equipment
Total
Savings
Net Cost 582,000
IMPLEMENTATION
If funding is approved, staff would present to Council options with regard to providing service in-house, the use of contract services
or a combination of both.
- 24 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works
REQUEST TITLE: Street Trench Damage Assessment Study
REQUEST SUMMARY
This request is to hire a consultant to provide a Trench Damage Assessment Study.
It is common knowledge that cutting trenches into roadways has a negative effect on the life of that roadway. This effect varies
from location to location. Damage has been measured up to six feet on each side of a trench. This accelerates the need for
maintenance and influences future asphalt overlay design during rehabilitation.
PRIMARY OBJECTIVE
It is anticipated that the City will adopt a trench fee ordinance as a result of this study.
SUlIiti1ARY OF FACTORS DRIVING THEREQUESTFOR CHANGE
• Increased trenchin.- due to communications cable of various types and replacement of water, sewer, and electric facilities.
ALTERNATIVES
Continue with present practices.
COSTS IARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services 535,000 0
MinorEquipment
Total
Savings
Net Cost S35,000 0
-25-
January 25, 2001
City of Lodi
1331 South Ham Lane
Lodi, CA 95242-3995
Attn: Mr. George Bradley
Street Superintendent
Subject: Proposal to Provide a Teench Damage Assessment Study
Dear Mr. Bradley:
It is our pleasure to provide this proposal for your consideration.
BACKGROUND
Civil Consulting
Pavement Management
Asphalt Technology
Construction Services
Asset Management
Job No: 01027
The City of Sacramento had a Trench Damage Assessment Study performed in
1996/97, in which it was determined that in their city there is significant pavement
damage adjacent to retrofitted utility trenches due to the relaxation of soils during
trenching. The testing program was a comparative deflection analysis performed by
CHEC Consultants. Damage was measured up to 6 feet on each side of a trench. For
trenches running longitudinal with the roadway, remediation would require an additional
1-1/2 Inch of AC overlay during rehabilitation. For patches and trenches running
transverse to the roadway, remediation would require full -depth AC repairs extending
3-1/2 feet beyond the trench limits in preparation for an AC overlay. The City elected to
pass an ordinance charging $3.50 per lineal foot as a maximum fee which was a
compromise position between full recovery of costs and the political need to be fair.
Since the Sacramento study, CHEC has tested over 200 trench analyses in
approximately 16 cities. The average damage measured from all studies was an
additional overlay requirement of 1.8 inches with a zone of influence of 10.4 feet.
Variables that may influence the extent of damage that could occur during trenching
include traffic, age of pavement and subgrade soil type. Pavement design tends to
eliminate the effects of traffic and subgrade soils except that in very rigid soil types,
there may be less impact due to trenching.
- 26 _
City of Lodi
January 25, 2001
Page 2
SCOPE OF LODI STUDY
It is our recommendation that this study involve no less than 15 sites. Test sites should
vary in age, traffic levels and soil areas. We will need five or six transverse trench sites
to verify the zone of influence. The remaining trenches will be used to determine
increased overlay requirement.
This proposal includes a limited amount of soil auguring and sampling along with coring
which is required for the analysis of the deflection data.
The proposed study is not intended to be a stand alone, statistically viable separate
study but is intended to have enough test sites to verify when and where trench
damage as it occurs is similar to Sacramento's and many of the other studies that have
been performed in the past few years.
The testing and analysis program outlined for this study involves the following major
tasks:
TASK A: Attend a series of meetings, we anticipate two, to determine certain
parameters in regard to the subject study; e.g., study zones, traffic
classifications, materials usage, soil types, City standard repairs.
TASK B: After review of all the information and the preliminary meetings, we will
perform a final selection of sections for further evaluation. All sections will be
located to a set reference point for future relocation. All sections will be
deflection tested with a DYNAFLECT using State of California Test Method
356. We will core the tested areas to determine existing AC, PCC, base
thicknesses and type. We will augur base and subgrade samples from
selected core sites for soil testing.
TASK C: We will perform an analysis on all information obtained. This analysis will be
used to make comparisons from which conclusions -can be drawn.
���
City of Lodi
January25, 2001
Page 3
TASK D: We will provide a full report of the findings. Our final report will include all
supporting data, assumptions and references.
SERVICES PROVIDED BY THE CITY
The City can save considerable consulting fees by providing the following services for
this study:
1. The City will preselect at least 15 known longitudinal trench sites where the location
of the trench is visible, conforming to variations in traffic and different areas of the
City. Additionally, the City should select at least 10 transverse trench cut areas.
CHEC Consultants will choose the final 15 trenches for testing from the City's list.
2. The City is to provide a Traffic Index for each segment and required permits.
Our proposal does not include the above tasks.
COST OF SERVICES
Table 1 provides a cost estimate breakdown of services for each task identified. We
have estimated that the total fees for the testing, analysis and report as discussed
should not exceed $32,765. The unknown extra is the number of meetings that may be
needed to explain issues to the Council, management, utility companies or others
involved.
We are prepared to start this project within one week of your approval of this proposal.
The entire study may take about 2-112 months to complete.
Very truly yours,
CHEC CONSULTANTS, INC.
po� I 'r � /,,-, �- - "—ff
Ron E. Vicari II
Manager
Staff Engineer
, N.
- 28 -J
TABLE 1
ESTIMATED COST BREAKDOWN
TRENCH DAMAGE ASSESSMENT STUDY
CITY OF LODI
JOB NO: 01027
Task A: Initial Project Setup and Meetings
18 hours Associate Engineer @ $105/hr.
9 hours Consulting Engineer @ $150/hr.
Mobilization
Subtotal
Task B: Field Testing, Coring Sampling and Defect Identification
(Based on 8 to 10 test locations)
15 hours Associate Engineer @ $105/hr.
36 hours Deflection Testing @ $225/hr.
33 hours Technician Aid @ $70/hr.
15 hours Coring/Auguring @ $150/hr.
Mobilization
9 days Per Diem @ $951day
Patch Mix, Photos, Etc. (Miscellaneous Allowance)
Traffic Control
Task C: Data Analysis and Cost Calculations
12 hours Staff Engineer @ $95/hr.
9 hours Data Analysis @ $100/hr.
6 hours Associate Engineer @ $105/hr.
12 hours Drafting @ $75/hr.
6 hours Consulting Engineer @ $1501hr.
Laboratory Testing (Allowance)
Subtotal
Subtotal
$ 1,890
1,350
600
$ 3,840
$ 1,575
8,100
2,310
2,250
1,200
855
375
4.200
$20,865
$ 1,140
900
630
900
900
800
$ 5,270
^ An-
-29-
t. ;��
TABLE 1(Continued)
Task D: Final Report
18 hours Staff Engineer @ $95/hr.
6 hours Associate Engineer @ $105/hr.
3 hours Consulting Engineer @ $150/hr.
$ 1,710
630
450
Subtotal $ 2,790
PROJECT TOTAL $32,765
-30-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST
ACTMTY: Public Works
REQUEST TITLE: Contract Landscape Maintenance Increases
REQUEST SUMMARY
This request is to provide funding for new landscaped areas approved by council that will to be added to the City Landscape
Maintenance contract during the next 2 -year budget cycle.
PRIMARY OBJECTIVE
The primary objective is to cover the added costs of maintaining additional new landscaped areas due to new subdivision
landscaped walkways and street median landscape improvements. These new sites will add a significant increase of area and
maintenance. These areas are not currently included in the 2001 — 2003 budget proposals. The exact start date is not yet
known.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
• Lower Sacramento Road median
• South Hutchins Street and Kettleman Lane median
• New subdivision frontage, including Parisis Ranch, Periegos Ranch, Century Meadows, and Lodi West 7
ALTERNATIVES
None
COST SUMMARY
2001-02
2002-03
Additional Costs
Lower Sacramento Median
$29,000*
$29,000**
South Hutchins Street and Kettleman Lane
median
$10,500*
$10,500**
New subdivision frontage, including Parisis
Ranch, Periegos Ranch, Century Meadows, and
Lodi West 7, based on 6 months maintenance
$93,000*
$93,000**
Total
$132,500
$132,500
Net Cost
$132,500
$132,500
*6 months, fiscal year 2001- 2002
**additional funding to meet full fiscal year 2002-2003 maintenance
I- IPLE�1fCLSTATION
If funding is approved, funds would only be used as now landscaped areas are added.
- 31 -
LEISURE, CULTURAL & SOCIAL SERVICES
PARKS
RECREATION
LIBRARY
COMMUNITY
CENTER
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDTTURE REQUEST AND STAFFING CHANGE
ACTIVITY; Recreation Administration
REQUEST TITLE: Full Time Administrative Clerk
REQUEST SUMMARY
Hire a full time Administrative Clerk for front office operations in the Recreation Division.
PRIMARY OBJECTIVE
To provide quality customer service and clerical support for the Recreation Division. _
SLJNIli IARY OF FACTORS DRIVh (G THE REQUEST FOR CHANGE
For many years, the Recreation Division front office clerical staff has consisted of one full time Sr. Administrative Clerk
supplemented by two 1500 -hour part time clerk positions. The front office staff provides customer service to thousands of
citizens each year as well as provides clerical support to three recreation supervisors and numerous prop am coordinators.
In the summer of 2000, one long-term clerk was put on an employment contract. This request is to make the contract employee
full time.
ALTERNATIVES
1. Continue this employee on a contract basis
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
$35,855
Supplies, Materials, Services
Minor Equipment
Total
$35,855
Savings
-$17,982
Net Cost
$17,873
- 32 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFLNG CHANGE
ACTIVITY: Parks and Recreation Administration
REQUEST TITLE: Part-time Intern/CAD Operator
REQUEST SUNMARY
Hire part-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 S100,000 per year in consulting fees, which allows us to put these savings back
into projects.
PRLVIARY OBJECTIVE
To save consultant fees by accomplishing in-house design of our park projects. To efficiently and econornically accomplish the
in-house design of our projects for a complete package of construction drawings and specifications.
SUNT DIARY OF FACTORS DRIVIING THE REQUEST FOR CHAINGE
Our department has successfully proven that we can save outside consulting fees by doing construction drawings and
specifications in-house. This position provides the necessary staffing to accomplish our objectives efficiently. In addition, the
city will be receiving approumately 5500,000 for park projects in per capita funds from Proposition 12. This position will assist
in the design portion of those projects.
ALTERNN ATBT.S
1. Use outside consulting services. This alternative would leave fewer funds available for construction.
2. No CAD Operator. This alternative would cause us to turn this task over to Public Works staff, which in turn would
greatly delay projects.
COST SUMMARY
1999-2000 2000-2001
Additional Costs
Staffing
Supplies, Materials, Services
510,810 _
Minor Equipment
Total
510,810
Savings
Net Cost
510,810
- 33 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE -
ACTIVITY: Aquatics
REQUEST ITME: Lifeguard
REQUEST SUMMARY
Hire (1) part-time lifeguard to guard the beach extension created by the Lodi Lake Trail project.
PALMARY OBJECTIVE
To provide a safe atmosphere, with adequate supervision, for the community and staff at the Lodi Lake beach.
SU,'v&IARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
In NovemberlDecember the city started phase one of Lodi Lake Trail Project. This has therefore created a larger swim area,
which will require the presence of an additional lifeguard.
ALTERNATIVES
1. Staff the beach with current levels.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
53,900
Supplies, Materials, Services
Minor Equipment
Total
53,900
Savings
Net Cost
53,900 -
- 34-
2001-03 F'mancial Plan and Budget
SIGNIFICANT EXPENDPTURE REQUEST AND STAFFING CHANGE
ACTIVITY: Aquatics
REQUEST TITLE: Swim Instructors
REQUEST SUND ARY
Hire (5) part time swim instructors for one additional swim lesson session (2 weeks/ Aug 20 -Aug 31).
PRIIi IARY OBJECTIVE
Provide additional (300) opportunities for children to learn how to swim.
SUNT VvLARY OF FACTORS DRTVL tG THE REQUEST FOR CHANGE
Citizen requests for late summer swim lesson opportunities.
ALTERNATIVES
Provide no sixth session of swim lessons
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
53350
Supplies, Materials, Services
Minor Equipment
Total
53350
Savings
Revenue
53600
Net Cost
<S250>
- 35 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Sports Facilities
REQUEST TITLE: Two Full Time Laborers for General Sports Facilities Maintenance
REQUEST SUN IARY
Hire two full time laborers. This request is to bring the level of maintenance staff to an appropriate level for the number of
facilities maintained.
PRitii IARY OBJECTIVE
To provide maintenance of sports facilities in support of recreational programming.
SUNS IARY OF FACTORS DRIVL iG THE REQUEST FOR CHANGE
Over the past six to eight years, the Parks Division has increasingly relied on part time staff for maintenance needs. In August
2000, two long-term part time staff persons were put on contract. This request to make these two employees permanent full
time, one in 2001-02 and one in 2002-03.
ALTERNATIVES
1. Continue using part time staff.
COST SUMMARY
2001-02
2002-03
Additional Costs
Staffing
$36,255
536,895
Supplies, Materials, Services
Minor Equipment
Total
$36,255
536,985
Savings
414,960
-514,210
Net Cost
521,295
$22,775
- 36 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE _
ACTIVITY: Sports Facilities
REQUEST TITLE: Full Time Laborer for National Guard Armory and American Legion Buildings
REQUEST SUNDIARY
Hire one full time employee for maintenance of National Guard Armory and American Legion buildings if the city acquires.
them.
PRIIi IARY OBJECTIVE
To maintain Armory and Legion Buildings for Recreation Sport Activities and Rentals. Impact is significant to bring these
buildings on line, not only with the facilities, but also the mowing and edging. With the addition of these two buildings for Sport
Activities and Rentals, this will place significant impact on our ability to maintain our other parks.
SUNIINIARY OF FACTORS DRIVPi IG THE REQUEST FOR CHAINGE
We currently do nor have additional hours specifically budgeted for Armory and Legion Buildings. We currently do not have
enough space for sport activities and rentals: We are asking for a full time laborer to allow for maintenance. Additionally,
these facilities need attention especially in the area of hardwood floo, maintenance, restroom maintenance, edging and trimming.
ALTERNATIVES
1. To defer maintenance until a current employee has finished his duties.
2. To contract out maintenance.
3. Staff with part tine.
COST SUMMARY 2001-2002 2002-2003
Additional Costs
Staffine $39.255
Supplies, Materials, Services
Minor Equipment
Total $39,255
Savings
Net Cost $39,255
DIPLEiV1ENTATIONS
If approved, additional staff to be hired July 2001 or when facilities are acquired.
-37-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTMTY: Parks and Recreation
REQUEST TITLE: Operating Expenses for American Legion Building
REQUEST SUMMARY
Operating expenses for use of the American Legion building by the Parks and Recreation Department to include program
staff, utilities, janitorial supplies, miscellaneous supplies, repairs to building, lease payments, insurance, and taxes.
PRIMARY OBJECTIVE
To provide the community with much needed indoor space for recreational programs and community uses.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The department is in the process of securing- use of the American Legion building for indoor recreational programs and
community uses. Once secured, the city will be responsible for ongoing operational costs of the facility. It is anticipated
that through program fees and community use fees, the costs associated with this request will be recovered.
ALTERNATIVES
1. Discontinue pursuing use of the facility and maintain current level of programming.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$10,000
$46,100
Minor Equipment
Total
$56,100
Savings
Net Cost
- 38 -
2001-2003 Financial Platt and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFLNG CHANGE
ACTIVITY: Lodi Lake Park
REQUEST TIRE: Part time Irrigation Installer
REQUEST SUMMARY
One 1500 hour additional pan time laborer to help finish installing irrigation and Maxicom water system on the south section of
the park.
PRIMARY OWECTIVE
To assist in the installation of automatic and Maxicom irrigation system on the south sections of the park. Would also be
available to install Maxicom clocks in other parks.
SUN IARY OF FACTORS DR1VL iG 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 higher cost.
COST SUMMARY 2001-2002 2002-2003
Additional Costs
Staffing $12,640
Supplies, Materials, Services
Minor Equipment
Total $12,640
Savings
Net Cost S12,640
Dr1PLENIENTATIONS
If approved, additional staff to be hired July 2001.
-39 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Park Maintenance
REQUEST TITLE: Part Time Laborer for Lodi Lakt Park
REQUEST SUMMARY
Hire one part-time employee 1500 hours for maintenance of Lodi Lake Park. With the completion of the new Beach area
landscaping (under construction), this will place significant impact on our ability to maintain the rest of the park. With the
addition of this person we will have a better control on maintenance of the Wilderness Area, West Bank and the rest of Lodi
Lake Park.
PRIVLARY OBJECTIVE
To maintain Lodi Lake Park Beach area which is currently under construction and help with the maintenance of the Wilderness
Area and West Bank.
SUMMARY OF FACTORS DRrVING THE REQUEST FOR CHANGE
We currently do not have additional hours specifically budgeted for Lodi Lake Park. With the completion of the new Beach
area, we will have additional maintenance with all the new landscaping. We are asking for 1500 hours of part-time hours to
allow for maintenance. Additionally, Wilderness Area and West Bank (13 Acres west of Lodi Lake) teed attention especially in
the area of edging, trimming and spraying.
ALTERNATIVES
Attempt to complete maintenance to the best of our ability.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing $11,505
Supplies, Materials, Services
Minor Equipment
Total $11,505
Savings
Net Cost $11,505
RVIPLEMENTATIONS
If approved, additional staff to be hired July 2001 - 40
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDMJRE REQUEST AND STAFMG CHANGE
ACTIVITY: Park Maintenance
REQUEST TrME: Two Full Time Laborers for General Park Maintenance
REQUEST SUDYWARY
Hire two full time laborers. This request is to bring the level of maintenance staff to an appropriate level for the number of
parks and facilities maintained.
PRR IARY OBJECTIVE
To provide maintenance of general parks.
SUING IARY OF FACTORS DRIVNG THE REQUEST FOR CHANGE
Over the past six to eight years, the Parks Division has increasingly relied on part time staff for maintenance needs. In August
2000, two long-term part time staff persons were put on contract. This request to make these two employees permanent full
time, one in 2001-02 and one in 2002-03.
ALTERNATIVES
1. Continue using part time staff.
COST SUMMARY
2001-02
2002-03
Additional Costs
Staffing
536,255
S36,895
Supplies, Materials, Services
Minor Equipment
Total
$36,255
536,985
Savings
-517,130
413,300
Net Cost
519,125
523,685
-41-
2001-2003 Financial flan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Library
REQUEST TITLE: Purcbase a digital copier
REQUEST SUMMARY:
Purchase a digital copier with printer networking capabilities for library staff use
PRIri IARY OBJECTIVE:
1) Streamline copying tasks by providing a copier with the following features
a) collating,
b) duplexing (two-sided copying),
c) multiple paper trays, etc.
2) Provide the rapacity to create quality copies
3) Reduce the repair bills for copying
4) Provide the opportunity to store document masters digitally and generate copies as needed
SUMMARY OF FACTORS DRrv9NG THE REQUEST FOR CHANGE:
The copier currently available for staff used is a refurbished Minolta. No additional features such as duplexing, collating, stapling,
automatic document feed, etc. are available on the machine. The machine overheats during minor copying jobs on colored paper.
Considerable staff time is used in larger copying projects or the project is taken to city hall. The copier model under consideration
for purchase provides the necessary features and the option to add new features in the future. The maintenance agreement
includes toner, parts and labor for up to 90,000 copies.
ALTEILNATIVES:
Continue to use the existing copier; lease a digital copier for S21 imonthy plus a per copy charge of .012, 36 month service
agreement applies.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
1,500
Minor Equipment
81500
Total
10,000
Savings
200
Net Cost
9,800
- 42 -
2001-2003 Financial flan and Budget
SIGNIFICANT EXPENDMJRE REQUEST AND STAFFING CHANGE
ACTIVITY: Library
REQUESTTTTLE: Open the Library for Service on Sundays for 4 Hours
REQUEST SUMMARY:
Extend the library's hours of service to include 1-5 PM on Sunday. Provide full library services including
l) Professional reference services,
2) Circulation services and
3) Internet access
PRLIIARY OBJECTIVE:
1) Enhance the public's access to information and the library's resources
2) Provide library services when other libraries are unavailable to students and information seekers
3) Hire one half-time reference librarian to share in providing professional information services on Sundays
SUiNVViARY OF FACTORS DRWING THE REQUEST FOR CHANGE:
Currently the library is open 60 hours per week. Area school libraries, academic libraries, and county public libraries
are closed on Sunday. Patterns of daily life are changing, more residents are experiencing lengthy commutes to the
Bay Area resulting in a need for more weekend hours. In 1995 fourteen (14%) percent of the library users polled in a
survey requested more weekend hours, many asking specifically for Sunday hours. Members of the public frequently
ask library staff and board members about opening the library on Sunday.
ALTERNATIVES:
Provide access to information only through a telephone reference service on Sunday.
Open the library with. limited services; for example, as a reading room with no materials checkout available and no
assistance in finding information.
COST SUMMARY
2001-2002 2002-2003
Additional Costs
Staffing
-49 628
Supplies, Materials, Services
12,000
Minor Equipment
Total
61,628
Savings
Net Cost
61,628
-43 -
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2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Library
REQUEST TITLE: Part-time Reference librarian
REQUEST SUMMARY:
Hire one part-time professional librarian to provide information services during peak times -
(weekday afternoons, and weekends)
PRIMARY OBJECTIVE:
1) Increase customers' access to information by providing a professional librarian to assist in finding information throughout the
library's various collections.
2) To increase the customer's satisfaction with library services
3) Position the library with additional staffing to accommodate extending the library's hours of service
4) Provide the opportunity for professional staff to extend library services through outreach to the community.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The library has increased its collection and varied its information formats in recent years. The reference staff has increased its
involvement in outreach activities with community groups. The introduction of the Internet as a reference tool has increased the
staffs ability to answer more complicated reference queries. Although the introduction of the Intemet in homes has deceased the
numbers of customers questions, the level of complexity and the amount of staff time required to provide an accurate answer has
increased. In addition, the introduction of Intemet stations for the public access has greatly impacted the reference desk activities.
During peal- times especially after school, the volume of reference help required by the public increases. On weekends no
reference service is available when the full time reference librarian is at lunch.
ALTERNATIVES Continue current staffing levels with no reference desk coverage during lunches and vacations. Unable to
increase library service hours or conununity outreach activities.
COST SUMMARY 2001-2002 2002-2003
Additional Costs
Staffing 20,667
Supplies, Materials, Services
Mina Equipment
Total 20,667
Savings
Net Cost 20,667
- 45-
Significant Expense and Smffioocxanmo
2001-03 FINANCIAL PLAN AND OUDGET
TEMPORARY/PART-TI-ME REQUEST
TFWARTMENT:_ Library
ACTIVITY: InforMA Han Services ACCOUNTNUMBER:
210801,
iw-
115
121 122 125
Est Time Hourly Totai Medicare PERS social Unemp oyment
TOTAL
Job Title Purpose Utilized -Rate Rtq tst Ingtirenee
Security Insurance
REOUEST
2001-02
2002-03
Specific Instrueflons,
Column 3- Identi!Y the tinit rcqulrtd (Example: 100 hours)
Column 4: Use the ap ropriate stiliry rile from the pirt-time/temErary rates
Column 6: MultiplZ the iFwunt in Column 5 by.0145 if the ern loyet Is s�jbect to Medics re (hired ifier 311186)
Column 7; Nly�jsly the amount in Column 5 by rate Indicsted on seporitte rate schedule for.part-time personnel only
Column 8: Multi& the simunt In Column 5 bX We Indicated on separate rate schedule for part-time personnel only
Column 10: Add columns 5 thru 9
.2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REOUEST AND STAFFING CHANGE
ACTIVITY: Hutchins Street Square — Performing Arts Center
REQUEST TITLE: Hire Full Time Stage Tech Manager for the Hutchins Street Square Theatre
REQUEST SUMMARY Hire a full time Stage Tech Manager to handle the operation and
management of the Theatre and conference rooms at Hutchins Street Square.
PRIMARY OBJECTIVE
1. Expand the use and operation of the theatre and conference rooms
2. Provide greater customer service
3. Increase efficiency
4. Provide level of protection for facility and high tech equipment
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The theatre was opened in 1999 as the final construction of the Square was completed. The department
made a commitment to the City to learn the system and piece -meal the operation until the next full budget
cycle in an attempt to manage efficiently.
The proposed plan to add a full-time stage manager matches the proposal of the Arts Commission and the
Hutchins Street Square Foundation over the past few years to supplement staff with a full-time stage tech
manager. Our current use of the theatre and conference rooms is managed by a variety of part-time, out
of town/on-call techs. The addition of a full-time manager would expand the potential use of the
facilities, increasing the opportunities of community use.
The addition of an aquatics coordinator at the Square's swimming pool realized a 20% increase of
revenues over the first twelve months of operation.
ALTERNATIVES
Continue using part-time staff on a need basis.
COST SUMMARY
2001-02
2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$
$
55,000
5,000
Minor Equipment
$
5,000
Total
$
65,000
Savings
$
30,000
Net Cost
S
35,000
-47-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Lodi Arts Commission
REQUEST TITLE: Lodi Arts Commission Grants
REQUEST SUMMARY. Add an additional $25,000 to the $50,000 that the Arts
Commission grants to community organizations.
PRIMARY OBJECTIVE
1. Expand the number of grant recipients.
2. Better, serve independent arts organizations in the community that the Arts
Commission assists with grants.
3. To continue to increase the number of arts projects that are produced in the greater
Lodi community.
4. Increase the audience impact from the arts.
SUMMARY OF FACTS DRIVING THE REQUEST FOR CHANGE
The Arts Commission has made a commitment to the community to assist in expanding the
arts in Lodi, through its own productions and to ensure that independent community arts
organizations flourish.
The proposed plan to increase grant funding for the arts will ensure the proper nourishment
and growth of the arts organizations in the area. By increased funding the City can assist
more organizations and with the help of the Arts Commission mentor and assist these
organizations to become viable self sustaining members of the community.
ALTERNATIVES
Continue at the current level of funding and reduce the number of organizations in the
community that we serve.
-47A-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Community Center'
REOUEST TITLE: Replace Existing Poollift.
REQUEST SUMMARY: Replace existing poollift with unit meeting current ADA standards and
increased capacity.
PRIMARY OBJECTIVE: Provide safe, easy to use and reliable lift service to handicapped
clients using the H.S.S. pool.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE: The current poollift has
reached the end of its working lifespan. Calcium deposits and corrosion damage the lifts seals
reducing capacity and cause binding in the lift's action. This lift is undersized for large clients,
does not offer padded surfaces, and does not contain people from falling out of the lift. Falls
have occurred twice. The current poollift does not have child safe edges. The new poollift will
have double the capacity (700 lbs.), padded arm rests, a trapeze overhead for the wheelchair
bound and does not reside in the pool- Savin; space, increasing lifespan of the apparatus.
ALTERNATIVES: Continue to utilize the existing lift. Consequences: Limited range of clients
able to access the pool. Possible liability due to falls.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$9,300.00 n/a
Minor Equipment
Total
$9,300.00
Savings
Net Cost
$9,300.00
-48-
'�EPEIYDE�y�
D�
Atil._
INDEPENDENT
LIFT
Homepage
Contact
Information
Tho Plant
CURRENT
MODEL
4180.5
Lifting Capacity
Product Features
,ingAVarranty
A FAMILY-OWNED AND MANAGED BUSINESS:
PricingfWarranty
INDEPENDENT LIFT PRICING
DESCRIPTION
PRICE
Model 41BD-5 lift
$8500.00
Includes all shower accessories
Step-up pump
Price does not include crating,
$500.00
shipping or tax where applicable
CONDITIONS OF SALE: In addition to prices listed
above, sales tax and shipping and crating charges
will be added to each purchase.
TERMS OF SALE: All sales and prices set forth are
strictly cash at point of sale. Prices are USD FOB
Bay City, Michigan.
RETURNED GOODS: No returns accepted without
prior auhorization, Merchandise must be returned
within 15 days of shipment. A restocking charge of
15%, plus freight, will be charged to customer.
TRANSPORTATION CLAIMS: if any merchandise is
damaged or lost in transit, the buyer must file a
claim with the common carrier under the carrier's
regulations.
METHODS OF PAYMENT: 50% deposit prior to
shipment and balance by certified check, money
order or cash at delivery, or prepayment by check.
PLEASE: Do not send cash by mail.
WARRANTY: 12 months on all parts & labor at the
factory, or by an authorized representative. This
warranty shall not extend to goods subjected to
misuse, neglect, accident or improper installation
or maintenance, nor goods which have been
altered or repaired by anyone other than seller or
its authorized representative. All claims for
allegedly defective goods must be made within ten
(10) days after buyer learns of such alleged defect.
Homepage I Contact Information I The Plant 14180.5 I Lifttg
Capacity I Product Features I PricinoMlarranty
-49-
sti IPp(ws
es z.4Q0
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I�o��EnDEj�r
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0
INDEPENDENT
LIFT
Homepage
Contact
Information
The Plant
CURRENT
MODEL
41SD-5
Lifting Capacity
Product Features
A FAMILY-OWNED AND MANAGED BUSINESS:
Homepage
MODEL 41 BD -4
(shown above)
ricinglWarranty Welcome to Morris Independent Lift®!
Features include waterpower, with hands-on control
at all tithes. You can swop or rc:L�rLc at any time.
Controls in Braille, no backward travel, floating
safety armrest, and overhead trapeze bar for solid
grasping. No part of the lift touches the inner wall of the
pool. The lift is capable of 700 pounds of lift, 44" of
overall travel, and it's constructed of 316 stainless
steel!
Please visit again!
As we have opportunities to show more of the
Independent Lift with additional presentations on this
site, we will be updating continuously to include more
helpful content. Thank you for visiting!
00041 7
Homepage I Contact Information ! The Plant E 4180.5 I Lifting
Capacity I Product Features i Pricing/Warranty
-50-
COMMUNITY & ECONOMIC DEVELOPMENT
BUILDING
PLANNING
CODE
ENFORCEMENT
ENGINEERING
ECONOMIC
DEVELOPMENT
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Community Improvement
REQUEST TITLE: Repair and Demolition Fund
REQUEST SUMMARY
Provide additional funding for the Repair and Demolition Fund to allow abatement activities to continue,
PRIMARY OBJECTIVE
1. To ensure that there is sufficient funding to allow for the abatement of public nuisance conditions by demolition,
vacant building securing and property cleanups.
SUMMARY OF FACTORS DRIVING THE REQUEST
The Community Improvement Division has recently streamlined the abatement process for the securing of vacant
buildings and the clean up of properties so that they may be done in a more timely manner. This process will cause an
increase in the number these routine abatements that will be done each year. In addition to these routine abatements, it
is also projected that there will be an increase in the number of demolitions of abandoned, dilapidated structures in
order to eliminate the nuisance and blight conditions. These demolition abatements will also provide an impetus for
redevelopment and reconstruction of new housing units.
ALTERNATIVES
1. Return to Council to request Special Allocations to cover abatement costs. This alternative would cause a
delay and defeat the purpose of streamlining the abatement process.
2. Seek funding through other sources such as CDBG and the Redevelopment Agency. Using CDBG funds
for demolitions would add an additional level of environmental review which would slow the abatement
process. Currently, the Redevelopment Agency does not have the necessary funding for these abatement
actions.
COST SUMMARY
Additional Costs
2001-02
2002-03
Staffing
0
0
Supplies, Materials and Services
550,000
Minor Equipment
0
0
Total
550,000
Savings
None
None
Net Costs
550,000
IMPLEMENTATION
With approval of this funding, abatement activities would be carried out without delay.
-51-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Code Enforcement
REQUEST TITLE: Contract Code Enforcement Services
REQUEST SUMMARY
Hire one additional Code Enforcement Officer, as needed over two years to support the existing code enforcement staff
in responding to complaints of substandard housing and dangerous building conditions, property maintenance and
zoning, violations, inoperable and abandoned vehicle and other nuisance conditions, specifically on the Eastside .
PRIMARY OBJECTIVE
1. Ensure that reports of substandard housing and dangerous building conditions are investigated promptly and that
the required abatement action is followed, thereby eliminating serious health and safety hazards in the Eastside
neighborhoods which is where the majority of those conditions exist.
2. Ensure that nuisance and blight conditions are abated in a timely manner.
SUMMARY OF FACTORS DRIVING THE REQUEST
The volume of code enforcement complaints being handled by the Community Improvement Division had become
increasingly harder to manage with the existing personnel. In response to that, an additional code enforcement officer
position has been authorized and contract services have been used in the interim until that position is filled. The use of
the contract services has proven to be very effective and has allowed us to move forward with the implementation of
proactive enforcement projects in various areas of the city, but mainly in the eastside residential neighborhoods where
the bulk of the substandard housing cases are concentrated.
ALTERNA'T'IVES
1. Add an additional code enforcement officer to the existing staffing. This alternative would work but may prove
to be unnecessary later on once the current funded positions are filled and are up to speed with the workload.
2. Cut back on any proactive enforcement projects. Reducing proactive enforcement activities would make
available the resources to handle the complaint driven caseload.
COST SUMMARY
Additional Costs
Staffing
Supplies, Materials and Services
Minor Equipment
Total
Savings
Net Costs
2001-02 2002-03
0
557,200
0
S57?00
None
S57,200
Contract costs are calculated at $55.00 per hour for a teen of G months a year for full-time or 12 -months for part-time.
Based on that hourly rate and those terms, it would cost relatively the same cost to hire a permanent position and
provide benefits.
IMPLEMENTATION
With approval of these services, a contract code enforcement officer would be hired as soon as possible.
-52-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Current/Advanced Planning
REQUEST TITLE: Housing Element Update
REQUEST SWWMARY:
This request involves a comprehensive update to the Housing Element of the General Plan.
PR1Ib1ARY OBJECTIVE:
The City of Lodi is required by State law to update the Housing Element of the General Plan by 2003.
This request will allow us to hire a consultant that is qualified to prepare the new element.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
The Housing Element was last revised in 1991. State law requires Cities to update the element on a
specific schedule. Lodi's next schedule revision is due in 2003. However, the City's element does not
meet current state guidelines on a number of areas.
ALTERNATIVES:
Do nothing.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Utilities and Communications
Supplies, Materials and $40,000
Services
Minor Equipment
Total
Savings
Net Cost $40,000
- 53-
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Community Promotions
REQUEST TITLE: Additional Funding for the Lodi Visitors' and Conference Bureau
REQUEST SUMMARY Allocate an additional $70,000 to the 560,000 base for fiscal year 20012002, totaling $130,000.
PRLNIARY OBJECTIVE
To fund the following vroiects in the specified amounts:
1.
Advertising
33,000
2.
LCVD Website
13,000
3.
Destination Marketing
16,500
4.
Community Relations
2,500
70,000
SUIN MARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The goal of the Lodi Visitors' and Conference Bureau is to promote Lodi as a destination for tourists seeking the wine country
experience. Projects to be accomplished with the additional funding include advertising in publications such as Sunset, VIA, and
CA Visitors' Guide, a consolidation of the Community Concierge (kiosk) and the Bureau's web site; various Destination Marketing
programs such as Familiarization Tours, a Festivals/Events Marketing Symposium, and the Wine Trail Map; Community Relations
such as FAM tours and Lodi 101 Employee Education workshops.
ALTERNATIVES
Continue with the base funding of $60,000 annually, limiting the ability of the Bureau to market the tourist trade in the City of Lodi.
COST SUMIVIARY 2001-02
Additional Costs
Special Payments 570,000
Total
Savings 0
Net Cost $70,000
-54-
a
C O N F E R E N C E A
Y I S I T O R S BUREAU
Janet Hamilton
City of Lodi
221 West Pine Street
Lodi, CA 95240
Dear Ms. Hamilton,
March 5, 2001
Per your request, we are providing a brief summary regarding the Lodi Conference &
Visitor Bureau's (LCVB) budget request for Fiscal Year 2001/02. The LCVB is
requesting an additional 570,000 to the $60,000 base, totaling $130,000 for FY
2001/02. These funds will allow the LCVB to continue successful projects and to create
a compelling marketing program.
Advertising
Ads in Sunset, VIA and CA Visitors Guide
LCVB WebsiteJKiosk
The Community Concierge (kiosk) & the LCVB website will
be consolidated into one site.
Destination Marketing
■ Familiarization Tours (FAM Tours) will help to familiarize media
representatives, travel planners and out-of-town hospitality service
providers with Lodi.
■ Festivals/Events Marketing Symposium will provide festival & event
planners with information, materials and skill building opportunities for
developing a competitive edge in marketing their events.
• Wine Trail Trail/Map will continue to expand as new wineries
come to our area.
Community Relations
• FAM Tours will help to familiarize local business representatives
and community leaders with Lodi and how it benefits from tourism.
• Lodi 101 Employee Education workshops will be designed for
frontline employees who play critical roles in providing information
and resources to travelers and visitors.
TOTAL
$38,000
13,000
16,500
2,500
$70,000
Thank you for considering our request. For your information, the Winegrape
Commission's financial match is running for in excess of the originally agreed upon
5036. Please let me know if 1 can provide additional information for you.
Sincerely,
Sharon Dais
Lodi Conference & Visitors Bureau
2545 West Turner Road • Lodi. California 95242 • Toll•Free -55- 09.365.1195 • Fax: 209.367.0737 • www.visitiodi.com
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE .
ACTIVITY: Community Promotions
REQUEST TITLE: Funding for the Downtown Lodi Business Partnership
REQUEST SUMMARY Allocate $60,000 in order to fund 40% of the total operating expenses for the Downtown Lodi Business
Partnership.
PRIMARY OBJECTIVE
To extend funding agreement with the DLBP in order to support efforts to draw and retain business in the Downtown Lodi business
area.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The breakdown of projected operational costs for the Partnership includes $63,000 for administrative expenses and $75,000 for
advertising and marketing. It is anticipated that business assessments and fund raising events will supplement the funding from the
City of Lodi in order to continue the program at its present level.
ALTERNATIVES
Allow the DLBP to function independent of City" inding, potentially reducing the effectiveness of the program
COST SUMMARY 2001-02
Additional Costs
Special Payments 560,000
Total
Savings 0
Net Cost $60,000
-56-
S-3
4 a}
{
DOWNTOWN
March 9, 2001
D1611FATRUrel MAIZE 0101 Om W-11111442MRIM W_ MiNLIMMMOU
Memo to Janet -Hamilton
Subject: Downtown Lodi Business Partnership (DLBP)---general funding request in
the amount of $60,000 for budget year July 1, 2001—through June 30, 2002.
The DLBP has had its most successful near ever in 2000, greatly exceeding its
project goals for events and promotion in all areas. The combination of all events
drew' over 80,000 people to the Downtown core. With your continues support Nve
expect even great, accomplishments in the year 2001-2002.
The heart of Lodi, is it's Community Shopping Center, the Do%nto%vn business core.
These funds are necessary for our continued revitalization. The DLBP and the City
of Lodi have partnered last several vears'to create this success. Our Downtown area
is showing continued strong economic growth, in terms of new business, profitability
of existing business (see enclosed survey), and the success of all events.
City funding amounts to approximately 40% of the new budget, with businesses
assessments, and funding raising events bringing in 60% of total revenues.
The DLBP's events projects include the Farmers Market, Parade of Lights, a new
A&W Collectables show, Kiddie Parade, plus many others. In addition we
cooperatively work with the city on economic development, parking regulation---
permit, and solutions to the current theater parking situation --special marketing
for integrating the new theater into the business community, and business retention.
Part of our retention program includes a cooperative advertising programs for all
Downtown businesses, advise on business practices -through our news letters, and
working with business owners to answer their daily concerns about the business
clement in our Downtown area. In addition we provide Kiosk maintenance, and
governmental liaison with city officials.
Our total administrative expenses in the new budget year are projected to be
563,000 ---these expenses include the managing of the above listed events and
programs, office space rent, accounting, administrative salaries, telephone, and
other normal office expenses. .
P.O. Box 1565 Lodi, CA 95241 (209) 369-8052 FAX (209) 369-8053
Office located at 4 W. Pine Street, Lodi (corner of Pine d Sacramento St.)
e-mail. d1bp@mindspring.com
-57-
DOWNTOWN
� 1 ?
PAGE 2 OF 2
Our advertising and marketing expenditures to promote the Downtown will be over
575.000. The majority of this amount goes for newspaper, TV, Radio, billboards,
and printed marketing items such as parking and general marketing brochures for
the Downtown area.
The DLBP is ready to continue to meet the challenges presented in the continuing
opportunity of revitalization for our Downtown area. Even though we have come a
long way, there is still a continuing road to travel. Together. we can continue this
success. If you were to visit cities that do not have this cooperative program, you
will, for the most part, see cities that are having "heart problems".
The most successful Downtowns across this great nation, are the one's that have
implemented a public/privet partnership, such as we have done here in Lodi. It is
vital for our continued success, that the leadership of both parts of the partnership
continue to work together. We have proven that the DLBP is the best vehicle to
implement the action plan for our continued growth and success.
A contiouiny investment in Your Downtown, is an investment in the improving
health of the ON of Lodi ---our "heart" will improve and beat stronger.
Respectfully submitted by
Lewis F. Van Buskirk
Executive Director for the
Downtown Lodi Business Partnership
-58-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFL IG CHANGE
ACTIVITY: Engineering
REQUEST TITLE: Civil Engineer
REQUEST SUNLN ARY
Hire one Civil Engineer on a permanent basis to augment the staffing of the Development Services and Traffic Engineering
sections. One-half full-time equivalent is needed in each area to serve an increasing number of private development projects and
to maintain traffic operations services.
PRIMARY OB ECTNE
1. Improve customer service in the areas of encroachment permits and plan check review,
2. Enable supervisory staff to assign work tasks to appropriately skilled and trained persons in lieu of part-time interns.
3. Improve the productivity of both §ections through better utilization of staff.
SUNWARY OF FACTORS DRIVENG THE REQUEST FOR CHANGE
The combined workload volume of development projects and traffic operations enhancements has steadily increased as the
community has grown. The demand has been met by committed senior technicians, part-time interns, and contract services. An
imbalance exists in the department staffing that jeopardizes the department's ability to serve as a result of re -assignments,
transfers, and retirements. The key support civil engineer of Development Services has been re -assigned full-time to
engineering design. The key Senior Engineering Technician will be re -assigned to engineering design to fill a retirement
vacancy.
ALTERNATIVES
1. Hire one civil engineer as a permanent staff member assigned to Development Services and Traffic Engineering.
2. Contract with consulting firms to meet our customer service demands. Long-term contracts will be necessary because the
workload is not market driven but more turn -key in nature. The cost of these services will be approximately $89,000 per
year.
3. Delay review of development applications and defer traffic operations enhancements.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
68,000
Supplies, Materials, Services
3,000
Minor Equipment
Total
Savings
71,000
22,000
Net Cost
49,000
-59-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPEYD1TURE REQUEST AND STAFFII G CHANGE
ACTIVTTY: Engineering
REQUEST TTTLE: Engineering Technician
REQUEST SU►iV IARY
Hire one Engineering Technician on a permanent basis to complete the staffuig of the two -person survey crew. Principal duties
of the survey crew are to perform design surveys/construction staking in support of projects implemented by the Engineering
Division. The Engineering Technician will work under the supervision of a Senior Engineering Technician.
PRL IARY OBJECTIVE
1. Ensure that cost-effective survey services are provided to projects designed by the Engineering Division.
2. Implement quality assurance measures by assigning an individual technician whose principal duties are to support the chief
surveyor and, thereby, assure a greater constancy in the performance and quality of surveying services.
SUitiLNIARY OF FACTORS DRIVNG THE REQUEST FOR CHANGE
Services of a two -person survey crew are needed to support the Engineering Division projects that include: 1) downtown
revitalization; 2) water and wastewater infrastructure rehabilitation; 3) sidewalk and wheelchair ramp replacement; 4) Parks and
Recreation projects; and 5) roadway maintenance projects. Surveys are the final and most important part of the design process
and it requires two trained and experienced persons to comprise an effective and productive crew. For the most part,
Engineerin, Division projects are under S250,000 in construction cost but the annual value of capital improvements will exceed
S2.5 million for each of the next five to ten years. By nature, these projects are collaborative benveen Engineering, Streets, and
Water/Wastewater and, as a result, require on-call survey services that are difficult to secure from outside contract sources. At
present, the position duties are performed by interns and technicians that are pulled from other assignments.
ALTERNATIVES
1. Hire one engineering technician as a permanent staff member on the two -person survey crew.
2. Retain the services of a firm specializing in survey services at a supplemental cost of $70,000.
3. Continue existing operations.
COST SUMMARY
2001-02 2002-03
Additional Costs
StaffmQ
65,220
Supplies, Materials, Services
Minor Equipment
3,000 0
Total
Savings
63,220
Net Cost
1 63,220
60-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Engineering
REQUEST TITLE: Document Preservation Services
REQUEST SUMIARY
Contract with a firm specialized in the conversion and indexing of map and construction documents to dicital format. The
electronic files will reside in MapGuide and will be accessible over the Internet.
PR MARY OBJECTIVE
1. Preserve the integrity and quality of map and construction documents by significantly reducing handling of original
documents.
2. Enhance the functionality of existing MapGuide indexing by allowing the general public to preview subdivision maps, parcel
maps, and improvement plans from the Internet.
SUNT L iARY OF FACTORS DRIVLNG THE REQUEST FOR CHANGE
A majority of the City's "record" copies of mapping and construction plans are of paper or vellum media. Age and handling
have significantly damaged many documents. Access to this information is primarily facilitated by Engineering staff that
research, retrieve and copy these documents for public and private improvement projects. As the City continues to expand, the
number of these documents steadily increases. With the rehabilitation of the City's aged infrastructure systems, handling of the
older documents will result in accelerated deterioration of archival information. Enhancing the public accessibility to these
documents will reduce staff workload in this area.
ALTERNATIVES
1. Contract with a specialized firm to convert record documents to digital form.
2. Purchase a flat bed scanner and software and have staff perform the conversion. The alternative cost is approximately
$24,000.
3. Preserve original documents by working from prints of originals. Storage space limitations and the redundant effort to
maintain two sets of documents will add to staff workload.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
0 0
Supplies, Materials, Services
5,000
Minor Equipment
0 _ 0
Total
5,000
Savings
"*
Net Cost
5,000
-61-
GENERAL GOVERNMENT
LEGISLATION
ADMINISTRATION
CITY CLERK
SUPPORT SERVICES
NON -
DEPARTMENTAL
2001-02 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFLNG CHANGE
r'I'i:'VITY: General Services
etEQUEST TITLE: Purchase 6 LCD Projectors
REQUEST SUMMARY
Purchase six new LCD (Liquid Crystal Display) Projectors for City use. The new units gill cost an average of $4,500 each
and should have a useful life of from 5 to 6 years.
PRIr1ARY OBJECTIVE
The purchase of the LCD Projectors will assist City Departments in the following areas:
• Five LCD Projectors would be placed at the following locations: Carnegie Forum, Hutchins Street Square, the Library, the
Police Department, and the Parks and Recreation Department. The sixth would be loaned to various departments by
information Systems on an as -needed basis. They would be used for both presentations and training.
SUMivLARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Currently, the City of Lodi owns two LCD Projectors. One unit is used in the Finance Dept training room, and the other unit
is managed by the Fire Dept. Both units are available to City staff. However, because of the setup time involved and the risk
of being damaged, they are not used as often as they might be. These four units would be placed where they can be used on
demand. We have long had a need to provide training to City staff at the various locations, and these four units would fill
that need. And, finally, presentations are much more effective when they can be enhanced by modern technology such as
PowerPoint or live Web Based tools.
ALTERNATIVES
• Continue to operate as we do today.
COST SUMMARY
2001-02 2002-03
Additional Costs
Six New LCD Projectors 527,000 SO
Tota 527,000 SO
Savings
Net Cost
- 62 -
3001- 03 Financial Plan and Budget
SIGNIFIC.4:YT E.'{PENDITURE REQUEST A:\ -D STAFFING CE€:y:\GE
ACTIVITY: General Support
REQUEST TITLE: Membership and Dues
REQUEST MINIARY Funding for the City of Lodi's shat: of the cities' of San Joaquin County portion of the L.•+�FCO (Local
Agency Formation Commission) annual budaec.
SU: INIARY OF FACTORS DRI%•I\G THE REQUEST FOR CHA. CE
As required by AB2338, the State of California has mandated that cities share in the cost of operatioru for the Local Agency
Formation Comrnission (LAFCO). Operation costs for the agency «iIl be shared by c:.e Coe my of San Joaquin (0), the Special
Districts (0), and the cities (1/3). The Mayors of the cities detcmuned that the costs +.•ould be discibuted according to population.'
COST SIJNINtARY
I 2001-02 I 2002-03
Additional CosLS
Snffuls
I
Suoplies, Ma(enals, Services
S t 3,000
Nlinor E uiomenc
I I
Total
I S t 3 ,000
Sa�•y�os
I I
I I
I
I I
\L; -.( Cos(
I S f 3.000 I
- 63 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works
REQUEST TITLE: Solid Waste Administration
REQUEST SUMMARY
To provide funding to address the upcoming renewal of the solid waste removal contract, provide professional guidance
in meeting the City's goals and responsibilities as outlined in the SRRE, and provide matching funds for numerous
grants being offered by the State.
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
Many things have changed in the solid waste industry in the last few years. New programs must be added to continue
to meet the goals of the California Integrated Waste Management Board. There are also other sources of revenue in
the solid waste/recycling field that must be addressed. There are grants available through the State which require
matching funds. Many of these grants are for regional activities and San Joaquin County Public Works will take the
lead in securing funding. The City must have matching funds available to participate. Not only will these grants help in
the City's recycling and reduction of waste efforts, it will show our good faith effort to meet the goals of SB 939.
The contract with our solid waste contractors comes to an end June 30, 2003. We have the option to extend the
contract under the present agreement for an additional period if the contractor is notified 18 months (December 2001)
prior to the ending date. The contractor's operation has not been audited recently and this should be done before the
new franchise agreement is negotiated. An outside auditor would be hired to do this. It is imperative that a consultant
with experience in this growing and sophisticated industry be hired to assist in the preparation of the new franchise
agreement that will be most advantageous to the City and provide quality service to the customer at a reasonable price.
An audit will probably be a minimum of $10,000, and a consultant to help with the new agreement will be at least
$$10,000 in the next fiscal year. There are sources of revenue in the solid waste recycling field that have not been
addressed by the City. This is one of the things that would be included in the new agreement.
A waste generation audit is presently being conducted in the business and industrial sectors of the City. When this is
completed, probably in March, 2001, we will have information available which we didn't have in the past. After this is
completed, the City's Source Reduction and Recyling Element must be updated. Presently, there is not enough time
for in-house staff to do this and a consultant would be hired. This would be done in the second year.
ALTERNATIVES
• Extend the existing contract for an additional 7 -year term as provided
rate structure or franchise agreement.
• Don't participate with other regional agencies in acquiring grants to
waste.
COST SUMMARY
2001-2002
Additional Costs
Stalling
Supplies, Materials, Services $20,000
Minor Equipment
Total $20,000
'Savings
' Fines could be levied if goals are not met.
Net Cost $20,000
-64-
in the contract without developing a new
target recycling,, reuse, and reduction of
2001-02 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFLIG CHANGE
ACTMTY: Information Systems
REQUEST TITLE: HP Openview Network Management Software
REQUEST SU-MMARY
Provide support for the City's Wide Area Network (WAX) with a network alert and monitoring tool (HP Openview). 7I7he system
costs S 5,500.
PRIMARY OBJECTIVE
This network alert and monitoring tool will assist Information Systems Nvich keeping the City's network operational and will provide
an early waming when network problems arise
SUi`INMARY OF FACTORS DRIVVqG THE REQLEST FOR CH-kNGE
The Nide Area Network (WAN) is an extremely complicated system of electronics, software and infrastructure required to
work in harmony. City staff has learned new ways to be more efficient and has become very dependent on its operation. The
network management system will allow us to keep the network operational a higher percentage of the time. It can detect
components that have failed and alert us to take corrective actions. It is also capable of analyzing load patterns so we can better
balance network traffic. The result is a more smoothly operating network with higher degree of reliability.
ALTER:,NATIVES
• Continue to operate as we do today, %vaiting for a call from a user to let us kno.v .ve have a problem and then relying on an
outside vendor to resolve the problem
COST SUMINLA—RY
2001-02 '2002-03
Additional Costs
HP Opemiew \etvork Management S5,500
Total 55,500
Savings
Net Cost
- 65 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: City Clerk
REQUEST TITLE: Administrative Clerk (confidential)
REQUEST SUMMARY
Staff increase of one full-time authorized Administrative Clerk (confidential)
PRIMARY OBJECTIVE
Adequate staffing level to maintain current level of services.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
NEW Standards & Procedures: (instituted since July 2000)
• Minute preparation for all noticed City Council meetings. Minutes of Shirtsleeve Sessions were not
prepared prior to July 2000. This has increased the total hours of meetings per month, in which
minutes must be prepared, by a minimum of four hours. Standard minute preparation time is four
times the number of meeting hours (example: comprehensive minute preparation for a one-hour
meeting typically takes a total of four hours); this equates to an additional 16 hours of work each
month. The style of minutes for regular meetings has changed from a staff report 'cut and paste"
method, to minutes that are reflective of the actual discussion taking place at meetings. .
• Information Tracking: Logs are now maintained for tracking Council meeting minutes, Council
attendance, documents pending recordation, report of pending Council requests, public hearing
notification/procedures, and requests for information.
• Full review of Council agenda and staff reports is now being done prior to submittal to City Manager.
This results in more accurate documents and decreases the burden on City Manager staff.
• Same day response letters are now prepared for all citizen correspondence (including e-mail)
• Support to Mayor— A separate calendar is maintained, as well as a calendar summary, and phone
call reminders for all appointments. Preparation of general correspondence, response letters, and
City employee birthday cards from the Mayor are processed by the City Clerk's Office.
• Boards and Commissions — Preparation of publications soliciting applications, annual fist of
appointive terms to expire, communication with liaisons regarding vacancies, applications, and Brown
Act requirements.
• Proofing Lodi Municipal Code supplements received from Book Publishing; interim updating of Code
books for Clerk and City Attorney.
Technology: The Fortis electronic records management imaging system requires a significant amount of
on-going staff time for document preparation, scanning, and indexing. In addition to Council meeting
packets, ordinances, resolutions, minutes, and election documents, which the City Clerk's Office is
responsible for — there has been an increasing interest from other departments to add documents to the
Fortis system (e.g. budget documents, Planning Commission minutes, etc.). Though this is an excellent
idea, it will substantially increase the amount of staff time needed to index and process the documents.
Routine maintenance of the City Clerk's section of the City's Web site will soon be transferred from City
- 66 -
Manager staff to City Clerk's staff; maintenance will include posting agendas and other public notices
weekly, as well as creating and updating general information pages.
Administration Support Services: Deputy City Clerks serve as front counter receptionists for the entire
Administration division. City Clerk staff (2 Deputy City Clerks) devote approximately 2-3% of their time to
services unrelated to the City Clerk's Office (e.g. general secretarial support and fielding calls 1 counter
inquiries for City Manager and City Attorney staff). In addition, these interruptions result in a substantial
reduction in efficiency. Receptionist duties would more cost effectively be handled by a lower level
position.
BENEFITS OF ONE ADDITIONAL FULL-TIME POSITION IN CITY CLERK'S OFFICE:
• Currently when one staff member is absent (illness, vacation, training) there is an immediate 33%
reduction in productivity. A third staff person would allow more flexibility in scheduling, would better
balance staffing when additional assignments are added to the office, and provide time for Deputy
Clerks to take advantage of training and mentoring opportunities.
• Would allow the City Clerk to devote more time to managing the office, rather than performing day-to-
day activities.
• Progress on the following backlog of projects could be made;
1. Creation of a meaningful policy & procedure manual
2. Records inventory
3. Development of an archival & vital records program
4. Creation of City Clerk's web page
5. Lodi Municipal Code in-house codification (potential savings of $6,000 per year)
6. Reorganize and streamline internal election related procedures and instructional documents
7. Movement towards a paperless environment (e.g. Council packets available on the Internet)
8. Conversion to open shelf, end tab filing system
9. Contracts — prepare folders, label, and file 70 executed contracts; log 2,650 contracts dating from
1946 to 1985 into the Access program
10. Fortis — process and image the following documents: Council Communication 1974 to 1995;
resolutions 1906 to 1983; ordinances 1906 to 1997; elections 1975 to 1995
PRELIMINARY JOB DESCRIPTION FOR ADMINISTRATIVE CLERK:
• First-line phone and counter coverage (lunch hour coverage for Administration)
• Twice daily mail runs (including dropping off payroll, picking up checks, getting petty cash, sorting
mail for all of administration, opening and handling City Clerk and Council mail - including copying
invitations for Council's binder and preparing response letters)
• Weekly deliveries to Council Members and miscellaneous errands
• Photocopying (agendas, minutes, packets, miscellaneous)
• Stuffing / addressing envelopes
• Packet copy, assembly and distribution
• Maintenance of the Mayor's and Council Member's meeting binders
• Preparation of weekly and monthly Council Member calendars
• Assistance with routine follow-up (prepare and label folders for original ordinances, copy resolutions,
etc.)
• Phone calls (reminders for campaign and conflict of interest filing deadlines; agenda and Council
Communication deadlines; follow-up on agenda calls - pastor confirmation and award recipients;
general business, etc.)
• Preparation of Fortis materials - resolutions, ordinances, budgets, election documents, etc.
• Assistance with travel (confirming hotel reservations, typing the travel folders, copying of information
to include in the travel folders, etc.)
• Lodi Municipal Code book supplements (ensuring the books are updated, mailing out of and billing for
the supplements, etc.)
• Mayor's birthday cards to employees (ensuring the cards are prepared, signed and mailed in
appropriate time frame)
-67-
• Miscellaneous filing - the finalized agendas and minutes, maintaining the State Cost Claiming Manual
documentation and log, etc.
• Maintenance of minute and ordinance books
• Council -hosted receptions - printing invitations on cardstock, mailing invitations, errands, set up and
clean up
• Process deeds for filing and recording
• Ribbon/seal/matting/framing of proclamations/certificates
• Setup and cleanup of Council meetings and shirtsleeve meetings
• Assist in preparation, setup, cleanup and errands for luncheons and Council -hosted events
• Inventory, ordering and stocking of Forum supplies (food, drink and office supplies)
• Inventory and maintenance of forms (Boards and Commissions applications, claims against the city,
Fair Political Practices Commission filings, etc.)
• Inventory and ordering of office supplies
• Recording and posting of agendas and meeting notices, Boards and Commission vacancies
• Miscellaneous office errands (Costco supplies, Council meeting refreshments, special event items)
• Assistance in compiling and producing annual telephone directory
• Assistance in preparing and maintaining contract files
• Assist with annual destruction of records process (to include purging obsolete computer documents)
• Recording bid openings
• Agendas, minutes and clerical support for Sister City Committee
COST SUMMARY:
Salary & benefits for 1 full time Administrative Clerk 33,184.12
Elimination of part time staff (100101) -5,000.00
Elimination of part time staff (100102) -2,205.00
Total Cost: $ 25,979.12
ALTERNATIVES
None. Denial of adequate staffing request will likely result in failure to achieve some or all of the major
objectives for 2001-03. (NOTE: Major objectives listed for the City Clerk's Office are above and beyond
current day-to-day functions and responsibilities.)
- 68 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Human Resources
REQUEST TITLE: Organization Study
REQUEST SUMMARY: Conduct an Organization Study of the Human Resources
Department.
PRIMARY OBJECTIVES:
To determine whether the current staffing levels and organizational structure of the Human
Resources Department are sufficient to address new workload generated by:
• increases in the City of Lodi employee population
• assumption of duties from the Finance Department
• implementation of the JD. Edwards software program
• administration of benefit programs
To continue providing a high level of customer service.
To increase the efficient processing of a broad range of requests from employees, City
departments, the general public and other agencies.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
Since FY 1994-95 the number of authorized full time positions in the City of Lodi has increased
from 379 to 444 today (a 17% increase). During this period of time, the number of staff devoted
to Human Resources functions has not increased. Over the past two years the Cin, purchased a
financial software package. When the payroll side of this system was implemented, HR assumed
responsibility for computing and inputting salary changes to the salary schedule and
classification plan and inputting other forms of data including employee transactions and benefits
information. This change had a significant impact on our workload.
Additional workload has also been placed on Human Resources by the following:
• The recent change of medical plans has required that billing and reconciliation for medical,
dental, vision, chiropractic, life insurance and accidental death and dismemberment insurance
benefits, revert to an in-house operation. This was previously handled by outside
administration.
• Transfer of responsibility from Finance for implementing all changes to the salary schedule
and classification plan.
• Maintenance of benefits changes on the JD Edwards system.
• Establishment of a program to recognize City employees on a quarterly and annual basis.
• Transfer of responsibility for managing the annual service awards program from the City
Clerk's office in 2000.
-68a-
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE (cont.) , -
• Transfer of functions previously performed by the Lodi City Employee's Association -
enrollment and reconciliation of accounts in health club.
• Setting up sick leave conversion accounts for retirees by translating unused sick leave into
dollars to be used for the purchase of medical care.
• Setting up a mechanism for retirees to receive reimbursement for medical premiums.
• Assisting retirees and surviving spouses with problems and special requests.
• Monitoring and coordinating the fingerprinting of employees and volunteer staff.
• Monitoring hours for temporary staff.
The increased demands placed on the Human Resources Department by the incremental growth
of the City's overall workforce, coupled with the assumption of new responsibilities outlined
herein, has pressed HR to the point -where we are unable to perform all the work required of us.
The requested study will assist Human Resources in determining what options are available to
enhance the department's capacity to deliver services to its clientele.
ALTERNATIVES:
• Transfer billing and reconciliation, retiree reimbursements, set up and maintenance and data
entry responsibilities to the Finance Department.
• Reduce service levels.
• Cease performing employee recognition responsibilities, and eliminate other programs.
• Increase the use of temporary employees.
COST SUMMARY:
2001-02 2002-03
Additional Costs
Supplies, Materials, Services 10,000 -
Total 10,000 -
IMPLEMENTATION:
With approval of this request, Human Resources staff will:
• Conduct a search for a professional firm to perform an organization study of the Department.
-s8b-
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Human Resources
REQUEST TITLE: Hire Full Time Benefits Coordinator
REQUEST SUMMARY: Hire a full time Benefits Coordinator to process additional
workload that has impacted the Human Resources Department.
PRIMARY OBJECTIVES:
1. Address increases in the City of Lodi employee population.
2. Assist with processing new workload generated by:
.. assumption of duties from the Finance Department
• implementation of the JD Edwards software program
• administration of benefit programs
3. Maintain a high level of customer service.
4. Increase the efficient processing of a broad range of requests from employees, City
departments, the general public and other agencies.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
Since FY 1994-95 the number of authorized full time positions in the City of Lodi has increased
from 379 to 444 today (a 17% increase). During this period of time, the number of staff devoted
to the Human Resources function has not increased.
During the first half of the 1990's, various components of the Risk Management function were
performed by the City Clerk, City Attorney, Assistant City Manager, Assistant to the City
Manager and Risk Management Technician. In FY 1995-96, the Risk Management functions
were consolidated and (1) one professional position was placed in the Human Resources
Department. In FY 2000-01, a clerical position was added to assist the Sr. Human Resources
Analyst (Risk Manager).
Over the past two years the City purchased a financial software package. When the payroll side
of this system was implemented, HR assumed responsibility for computing and inputting salary
changes to the salary schedule and classification plan and inputting other forms of data including
employee transactions and benefits information. This change had a significant impact on our
workload.
Additional workload has also been placed on Human Resources by the following:
• The recent change of medical plans has required that billing and reconciliation for medical,
dental, vision, chiropractic, life insurance and accidental death and dismemberment insurance
benefits, revert to an in-house operation. This was previously handled by outside
administration.
-69-
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE (cont.)
• Transfer of responsibility from Finance for implementing all changes to the salary schedule
and classification plan.
• Maintenance of benefits changes on the JD Edwards system.
• Establishment of a program to recognize City employees on a quarterly and annual basis.
• Transfer of responsibility for managing the annual service awards program from the City
Clerk's office in 2000.
• Transfer of functions previously performed by the Lodi City Employee's Association -
enrollment and reconciliation of accounts in health club.
• Setting up sick leave conversion accounts for retirees by translating unused sick leave into
dollars to be used for the purchase of medical care.
• Setting up a mechanism for retirees to receive reimbursement for medical premiums.
• Assisting retirees and surviving spouses with problems and special requests.
• Monitoring and coordinating the fingerprinting of employees and volunteer staff.
• Monitoring hours for temporary staff.
The increased demands placed on the Human Resources Department by the incremental growth
of the City's overall workforce, coupled with the assumption of new responsibilities outlined
herein, has pressed HR to the point where we are unable to perform all the work required of us.
The requested position will assist Human Resources in coping with increased workload and will
play a vital and specialized role in the department. This individual will be the staff person
primarily responsible for setting up, inputting and maintaining benefit, employee transaction and
other information in the new JD Edwards system. In addition, a savings of S15,672 (the fee
ABD Services would charge in the first year of its contract) will be realized by returning the
billing and reconciliation function to an in-house operation performed by this position. Another
517,520 will also be saved by not hiring temporary staff.
The Benefits Coordinator will also be responsible for an extensive array of duties including:
• performing complex calculations such as converting accumulated sick leave hours to medical
benefits, COBRA payments, eligibility periods, retirement calculations, and others
preparing reports and statistical summaries regarding affirmative action, position control,
salary history, and various reports for State and Federal agencies
• providing information to employees that requires interpretation and application of policies,
procedures, and regulations
- 70-
ALTERNATIVES:
N
• Transfer billing and reconciliation, retiree reimbursements, set up and maintenance and data
entry responsibilities to the Finance Department.
• Cease performing employee recognition responsibilities.
• Use temporary employees.
• Eliminate programs.
• Reduce service levels.
COST SUMMARY:
Additional Costs
. Staffing
2001-02
45,878
Total 45,878
Savings 33,192
Net Cost 12,686
IMPLEMENTATION:
With approval of this request, human Resources staff will:
• Conduct recruitment for the position of Benefits Coordinator
-71-
COST SUMMARY:
2001-02
Additional Costs:
Supplies, Materials, & Services: $16,810
Total: $16,810
IMPLEMENTATION:
With approval of this request, Human Resources staff will:
• Continue to actively recruit and aggressively advertise for vacant positions.
- 73 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Human Resources
REQUEST TITLE: Fingerprinting
REQUEST SUMMARY: To obtain additional funds for fingerprinting and/or conducting
child molestation background checks on applicants for City employment. These checks apply to
Public Safety positions or positions that work directly with, or supervise, children.
PRIMARY OBJECTIVES:
1. To ensure that City employees who work in close contact with children have been properly
screened to determine they do not have a criminal background.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
The Department of Justice has recently expanded requirements for background investigations on
applicants for positions that provide services to children. This request is being made to obtain
funding for all City positions that come in direct contact with or have authority over children.
Prior to these new requirements, the City had been conducting child molestation background
checks through the Department of Justice. For individuals applying for coaching positions, the
City will now perform a more thorough check using a fingerprinting process rather than a
process involving review of personal information provided by the applicant.
ALTERNATIVES:
• This program is mandated by federal law. It must be performed - a lower cost alternative for
obtaining this information is really not available.
COST SUMMARY:
2001-02 2002-03
Additional Costs:
Supplies, Materials, & Services: S10,000 S10,000
Total: S10,000 S10,000
IMPLEMENTATION:
With approval of this request, Human Resources staff will:
• Begin conducting fingerprint checks on all current City employees and applicants who fall
under the new Federal requirements.
-75.
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works
REQUEST TITLE: Safety Program
REQUEST SUMMARY
To provide funding for a consultant to update the Public Works Department's Safety Manual and the Public Works
Department's portion of the City's IIPP.
PRIMARY OBJECTIVE
To bring the Department into compliance with the State and Federal OSHA regulations and requirements.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Public Works Department's written safety program, which includes the City's Injury and Illness Prevention
Program, is not in compliance with new QSHA regulations. Just recently, the Electric Utility Department hired a
consultant to update their safety manual and their portion of the City's Injury and Illness Prevention Program. The
Public Works Department's mandated, written programs/policies are also out of compliance and must be updated.
Because this is a very specific field of expertise and no one on City staff has the experience needed to bring all the
policies and procedures up to date, it would be economically feasible to hire a consultant..
Although we believe our practices are fully in compliance, the written documentation is out of date. There are also new
requirements for record keeping that are not being followed because there is no one on staff who has been able to
keep up with the changes in the codes. A professional will be able to complete the task in a short period of time,
whereas many months of staff time would be spent if done by an employee not familiar with all the safety codes and
new requirements.
ALTERNATIVES
• Do nothing and continue with the existing, outdated written policies and practices.
COST SUMMARY
2001-02
2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$25,000
Minor Equipment
Total
$25,000
Savings (Cities are now subject to fines
which could be thousands of
dollars if documentation is not
current.)
Net Cost
$25,000
-76-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
,ACTIVITY: Electric Construction and Maintenance
REQUEST TITLE: Injury and Illness Prevention Program (Accident Prevention Rules and Training)
REQUEST SUMMARY
Update Injury and Illness Prevention Program (accident prevention rules and training).
PRIMARY OBJECTIVE
To update the Injury and Illness Prevention Program and accident prevention rules to comply with CAL -OSHA Rules and
Regulations.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The City of Lodi Injury and Illness Prevention"Program (I.I.P.R) has never been completed. The portion of the I.I.P.P.
that has been previously written is now outdated. The City of Lodi Electric Utility Accident Prevention Rules need to be
updated. At this time, there are no accident prevention rules that govern the Electricians, Electrical Technicians, Metering
Electricians or the office staff. Training programs, intervals of training need to be established.
It is imperative that a safety consultant be hired to complete the above mentioned items to comply with CAL -OSHA Rules
and Regulations.
.LTERNATIVES
Continue to use existing documents and be out of compliance with CAL -OSHA Rules and Regulations.
COST SUMMARY
Additional Costs 2001-2002 2002-2003
Supplies, Materials, Services $ 20,000.00
Total $ 20,000.00
FINANCE 2001-2003
IMPLEMENTATION
Upon approval, implement during the 2001/2002 and 2002/2003 fiscal years,
9WF_JE
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Risk Management
REQUEST TITLE: Body Mechanics Training
REQUEST SUMMARY: To obtain additional fiends for Body Mechanics Training.
PRIMARY OBJECTIVES:
1. To increase City employees' awareness of techniques for preventing back and other forms of
injury to the body.
2. To lower unit costs of training sessions provided by the City by reducing travel and business
expenditures associated with training.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
Public sector agencies are discovering that wellness programs and physical fitness training alone
are not the answer to growing costs of workers' compensation disability injuries and retirement
losses. City of Lodi employees, particularly those working in the field, are subject to constantly
changing conditions with reoccurring physical, often awkward demands placed on the body.
Body mechanics can be described as the proper way to perform daily activities that are safe,
energy conserving and help prevent the physical strains that may cause injury. Proper body
mechanics are employed to prevent back problems, decrease the stress and strains that everyday
life places on the body, and protect the ligaments and muscles of the back. Back pain will occur
from lack of proper body mechanics. Once back pain occurs, it is more difficult to treat and
increases the chance of reoccurrence. The best way to avoid back pain is to prevent it through
diet, exercise, stress management, not smoking, and by practicing good posture and body
mechanics.
This request is being made to obtain funding for a firm to provide body mechanics training for
City of Lodi employees in FY 2001-02 and 2002-03. Don Norris, Risk Manager for the City of
Modesto has been consulted on this subject. He indicates that a cost of S 15,000, spread over the
course of a two-year training program for field personnel, should be sufficient to obtain a firm
capable of meeting the City of Lodi's needs.
ALTERNATIVES:
Seek lower-cost forms of education in the form of pamphlets/articles distributed to City
employees.
-78 -
COST SUMMARY:
2001-02 2002-03
Additional Costs:
Supplies, Materials, & Services: $9,000 $9,000
Total: $9,000 $9,000
IMPLEMENTATION:
With approval of this request, Human Resources staff will:
• Obtain proposals in order to retain the services of professional training firms with expertise
in this discipline.
-79-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVI'T'Y: Accounting Services
REQUEST TTTLE: Convert one (1) Part-time Accounting Clerk to Full-time authorized position N
REQUEST SUMMARY
Convert one Part-time Accounting Clerk to handle the increased workload in Payroll and Accounts Payable. Currently, Payroll
is being processed by one Payroll Technician and half time of one Accounting Clerk. Since the JDE system was put in place,
processes have either changed or additional edits are put in place to maintain accuracy and reliable internal control. The work is
doubled and it cannot be handled with the same level of staff. The same is true with the Accounts Payable desks, since the
implementation of the Purchasing and Inventory modules and converting into a voucher system, Accounts Payable processing is
longer than we used to. Overtime is constant and the staffs are burnt-out.
PRIMARY OBJECTIVE
1. To reduce overtime and to promote efficiency, accuracy and reduce staff stress and burn -out.
2. To have additional staff to handle the requirements of GASB 34 to input all capital assets into the system and to do
depreciation.
SUIVfMARY OF FACTORS DRIVING THE. REQUEST FOR CHANGE
The conversion of the Financial Systems to JD Edwards is a great benefit to the City in providing more information city-wide.
Departments have more access to information and easier for staff to answer questions more quickly. Although the system is
great, this also means more input to the system than we used to do. In order to put out more information, the staff has to key
them to the system which is taking twice as much time to process. Processing time takes longer and staffs are constantly taking
overtime every week to tun Payroll and Accounts Payable.
ALTERNATIVES
1. Do the additional workloads with current staff. This means continued overtime in order for staff to meet deadlines for
Payroll and Accounts Payable.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing 23,800*
Su lies, Materials, Services
Minor E ui ment
Total
Savings
Net Cost 23,800
*Net of 12, 000 in Overtime and Part-time
-so-
2001-03 Financial Plan and Budges
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Accounting Services
REQUEST TITLE: Hire Accountant I
REQUEST SUNT 1ARY
Hire one Accountant I to handle the increased workload created by the demands of increased Federal/ State grants . The
additional work due to the additional requirements of the Environmental Abatement Program (PCE/TCE-16M COPs), the
Electric Utility Improvement Bonds (43M COPs), the additional work because of the Redevelopment Agency and the additional
requirements of GASB 34. These have a major impact in the workload, responsibility, required expertise and level of effort on
the Accounting Staff. In addition, this new person will assist in the transition to the Phase IV of the ME implementation of the
JOB Cost, Fired Asset and Contract Management modules.
PRIMARY OBJECTIVE
1. Ensure compliance with all State, Federal, local grants, redevelopment agency and debt service requirements.
2. Ensure that the City has adequate, experienced staffing necessary to develop, implement and mange the above requirements.
3. Ensure the accurate and timely filing of required reports and grant reimbursement requests.
4. Ensure compliance to the GASB 34 requirements.
5. To prevent staff burn -out and to achieve a higher level of efficiency.
SUNINIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
GASB 34 is expected to restructure much of the information local governments have reported in the past. Information
traditionally limited to enterprise infrastructure, now includes new financial reporting requirements involving all capital assets —
including infrastructure assets like, roads, bridges, tunnels, drainage systems and lighting systems. It also requires reporting of
depreciation expenses. GASB 34 also requires reformatting of the financial statements of the fiscal year prior to the compliance
period, which for the City of Lodi, the year 2002-03. These will require a lot of effort to deal with the new accounting
standards.
Th- rite has olso become more artivcly involver) with the use of other alternative funding sources and so there is an increase in
federal, state and local grants; increased long-term capital financing to meet various long-range, capital improvements. 'These
alternative funding sources include various grants, CDBG funds, Redevelopment Agency, Special Assessments and Revenue
Bonds. Each of these has numerous levels of requirements covering filing of quarterly and or annual reports, annual or tri -
annual audits. In addition, the Redevelopment Agency requires developing and implementing a system to account for its
transactions separately.
ALTERNATIVES
1. Do the current workloads with current number of Accountants. The current workloads of the current accountants (1
Accountant I, one Accountant II and one Accounting Manager), are already overwhelming and with the implementation of
GASB 34 and the impending addition of the Redevelopment Agency, we need another Accountant to ease the load of the
already overburdened staff.
2. Contract with outside experts. Under this alternative, the City would contract out with outside experts at least the
Accounting for the Redevelopment Agency and even with that, the involvement of current staff will still be needed for
reconciliation and reportuig requirements to the State Controller's office. GASB 34 is here to stay and the impact to current
staff is inevitable. Contracting this out is not an option unless the whole financial statements will be contracted out.
- 81 -
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACITVM: Accounting Services
REQUEST TITLE: Hire Accountant I
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
56,382
Supplies, Materials, Services
Minor Equipment
Total
Savings
56,382
Net Cost
56,382
- 82 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY:
REQUEST TITLE:
REQUEST SUDAMARY
Additional CSR I staff member each budget year
PRIMARY OBJECTIVE
To better service and implement special incentives, services, programs and centralized telephone pool for current and
potential City of Lodi utility customers.
Allow for a process action tram to review department policies and procedures and submit changes or revisions to
management for approval.
Facilitate increased telephone and lobby traffic due to customer concerns regarding the impact of deregulation.
SUi1I1fARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
By increasing staff we can provide management with the timely information needed to make decisions that will promote
goodwill and deliver exemplary customer service. We also wish to continue to provide customers with a greater array of
payment options and programs. We must also limit or reduce the impact on customer support and service due to increased
levels of interaction caused by dereoul:Ltioet.
ALTEMNATI VES
Reduce current and proposed levels of customer service
Reduce training and growth of employees
COST SUMMARY
2001-2002
2002-2003
Additional Costs
Staffing 7101
537700.00
S37700.00
Supplies, Materials, Services 7359
2000.00
2000.00
Minor Equipment 17359
200.00
200.00
Total
Savings
7103 contract em to ee
(37700.00)
(37700.00)
et Cost
$2200.00
S2200.00
- 83 -
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Finance Field Services
REQUEST TITLE: Meter Reader
REQUEST SUMMARY
Hire one (1) additional Meter Reader. Currently, there are two (2) Meter Readers. The new position
would assist the current staff in obtaining the monthly readings for billing purposes.
PREMARY OBJECTIVES
1. Decrease the dependence on part time employees.
2. Provide greater customer service.
3. Increase inner office efficiency.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The part time hours worked is equal to 2.7 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 accaracy.
flee number of electric and water meter readings obtained each nionth has increased over the past t�venty-
one (2 1) years from 18,000 to 26,600. The meter readings are divided over four (4) routes. There are two
(2) felt time Meter Readers. The other two meter routes are filled by a Field Services Representative and
part time staff. Approximately seven years ago, in an effort to deal with the growing number of accounts,
another read day was added for a total of nineteen (19) days per month. Adding another day is not
feasible now since some months only have nineteen work days if there are holidays and/or five weekends.
When there is an unexpected injury or illness to staff, the meter routes fall behind. In order to catch the
work up, overtime or additional part time staff is utilized.
ALTERNATIVE
1. Do nothing - continue with the current staff.
COST SUMMARY
2001-2002
Additional Costs
Staffing (Total Compensation)
$41,841
Vehicle
22,000
Radio/Uniform
300
Total
64,141
Savings from Part time
<41,841>
Net Cost 522,300
- 84 -
2002-2003
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
4CTIVITY: Facilities Services
EQUEST TITLE: Construction Project Manager
REQUEST SUMMARY
Add one Construction Project Manager to the Facilities Services section of the Fleet and Facilities Division to help service
the continually growing number of Public Works construction and remodel projects.
PRIMARY OBJECTIVES
1. Provide thorough and professional administrative oversight to construction and remodel projects, direction to
contractors and architects, and management of contracted service arrangements related to those projects.
2. Provide an optimum -staffing level to serve the City's facilities construction and remodel needs.
3. Improve efficiency of operation.
a. Provide reliable, functional, and safe facilities for employees.
5. Ensure that City facilities present a positive image to the public.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
For the past 12 years the Fleet and Facilities Manager has had the responsibility for oversight of several significant
building remodel projects including remodeling City Hall, the Carnegie Forum, the City Hall Annex, the Senior Center at
Hutchins Street Square, and most recently the Conference and Performing Arts Center. Part time and full time
Construction Inspectors (contract employees) have been hired to help provide direct and daily supervision for these
projects. The construction inspector hired for the City Hall Remodel Project has been given increasing amounts of
responsibility, and has been a full time Construction Project Manager for projects including the Conference and
Performing Arts Center, the Multimodal Station Project, the Sacramento Street Parking Structure, Fire Station #4, and
the new Police Facility.
'n the near future there will be the responsibility for construction oversight for Fire Station #4, the new Police Facility, and
e Sacramento Street Parking Structure. Also in the planning stages to be constructed soon are the eastside Electric
Utility complex, new Animal Services Facility and Purchasing offices and warehouse. Remodeling and additions to the
existing Municipal Service Center, Fleet Services Shop, a Parking Structure at Church & Elm Streets, remodeling of the
existing Public Library, Public Safety Building, and provision of additional leased space (or trailers) in the Civic Center area
(especially during construction of the Police Facility) are likely.
A Construction Project Manager position should be added to the full time staff roster because of the continuing list of
building remodel and new construction projects planned. All phases of small and large building projects, from conceptual
design and budgeting to project completion, will be their responsibility. The Fleet and Facilities Manager will provide
supervision. A classification specification and pay scale need to be established, but for budgeting purposes are
estimated to be equal to what the City is paying now for salaries and benefits. It is recommended that this be a
professional/mid-management level position. The only additional financial impact is the cost of a vehicle.
ALTERNATIVES
Do nothing; keep the position as a contract position. Continue to hope that the existing contract employee will stay.
Take a chance that the investment of training, knowledge and experience given to the employee in the current
contract position won't be lost.
I COST SUMMARY 1 2001-02 1 2002-03 1
Additional Costs (Preliminary Estimate)
Staffinq: Construction Proiect Manager (Salary) 1 $55.725
s:
$9
$22,000
IMPLEMENTATION
The hiring process (creation of job specification, job analysis, etc.) would begin upon approval. Specifications for the
vehicle would follow as appropriate.
-85-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Facilities Services
REQU EST TITLE- Facilities Supervisor
REQUEST SUMMARY
Add one Facilities Supervisor to the Facilities Services section of the Fleet and Facilities Division to help manage
service of the continually growing number of buildings to be maintained.
PRIMARY OBJECTIVES
1. Provide an optimum -staffing level to serve the City's building maintenance needs while servicing and
repairing City facilities and equipment.
2. Improve efficiency of operation.
3. Provide reliable, functional, and safe facilities 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 and better utilization of services performed by in-house support staff and services
provided by vendors, contractors, and through contracted service arrangements.
6. Ensure that City facilities present a positive image to the public.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Facilities Services Section currently maintains a total of 15 buildings and associated equipment totaling
approximately 201,820 square feet, serving the entire City except for Park and Recreation and Community
Center facilities. Included in the duties of the Facilities Services Section are maintenance and repairs to
buildings and equipment of all types and sizes; managing building systems; troubleshooting and repair of
mechanical operation problems in electric and mechanical systems; woodworking/eveldina/fabricating projects;
and copying keys for buildings. Other duties include providing preventative maintenance to all facility equipment;
oversight and supervising contract labor and outside vendors, and administrating construction projects for
building remodels and renovations/additions.
The current allocated staff consists of 3.5 full-time positions; there are two (2) Facilities Maintenance Workers
and one (1) Senior Facilities Worker that actively take care of building needs and employee requests, and one
(1) Fleet and Facilities Manager that provides administrative oversight (50% allocated to Fleet Services and 50%
to Facilities Services). Currently the employee in the Senior Facilities Maintenance Worker position has had little
time to maintain and update files, building drawings/maps, key system, or materials inventory. There has been
no time to do a Facilities Needs Survey, evaluate nor implement Facilities Management software programs, or
work on planning, short or long-term goals. We are seeing an increase in overtime call -outs due to equipment
failures, and know that, in short, we are just not able to do the job the way we would like to do it.
In the near future, responsibility for the Fire Department's soon-to-be constructed Fire Station -94, the new Police
facility, and the Sacramento Street Parking Structure will increase the total number of square feet maintained to
approximately 395,430 square feet, almost doubling the space maintained now. Also in the planning stages to be
constructed soon are the eastside Electric Utility complex, new Animal Services Facility and Purchasing offices and
Warehouse, which will add another 71,000 sq. ft. to the facilities inventory. Additions to the existing Municipal
Service Center Fleet Services Shop, a Parking Structure at Church & Elm Streets, and additional leased space in
the Civic Center area (especially during construction of the Police Facility) are likely.
The Facilities Supervisor position is a new position in the facilities maintenance series of classifications. A
Supervisor position needs to be added to provide an improved level of direct supervision to staff in this section of
the division and to provide better daily direction and oversight. The City has been, and continues to be, adding
to the number of facilities and increasing the amount of square footage to maintain, while not increasing the
number of staff to service them. This has the current staff at the point of being reactive rather than proactive.
Management of building systems, implementation of facilities management software, and scheduling of work
becomes difficult, if not almost impossible. We are simply too busy fixing problems, without enough time to plan
and be proactive.
- 86 -
2001-2003 Financial Plan and Budget
Significant Expenditure Request and Staffing Change
Page 2 of 2
Our intent is to use more service contracts, especially for aging building HVAC systems (like those at the Public
Safety Building and Library), but those require supervision and management as well. We will 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 that we don't have. We must, however, have a realistic balance
between the number of facilities/equipment and the number of staff servicing them, and we must provide proper
supervision for the staff we employ.
Finally, the Fleet and Facilities Manager's time needs to be freed up to better oversee and manage City-wide
utilities (looking for ways to conserve, implementing energy efficiency projects, etc.), major building projects (to
help the Public Works Director due to the number of projects currently in process), and seeking ways to provide
better service in both Fleet and Facilities divisions.
ALTERNATIVES
1. Do nothing, Don't add the direct, daily supervision that staff need. Keep the same staffing level while adding
facilities, projects and workload. This is not advised.
COST SUMMARY
2001-02 2002-03
Additional Costs (Preliminary Estimate)
Staffing:
Facilities Supervisor (Salary @ A step)
$42,960
Benefits/Overhead
16,335
Furniture and Computer
4,000
Total
$63,315
IMPLEMENTATION
The hiring process (creation of job specification, job analysis, etc.) would begin upon approval. Materials and
supplies would be purchased as appropriate.
-87-
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Facilities Services
REQUEST TITLE: Facilities Maintenance Worker 1111
REQUEST SUMMARY
Add one Facilities Maintenance Worker 1111 in 2002/2003 to the Facilities Services section of the Fleet and
Facilities Division to help service the continually growing number of buildings to be maintained.
PRIMARY OBJECTIVES
1. Provide an optimum -staffing level to serve the City's building maintenance needs while servicing and
repairing City facilities and equipment.
2. Improve efficiency of operation.
3. Provide reliable, functional, and safe facilities 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 facilities present a positive image to the public.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Facilities Services Section currently maintains a total of 15 buildings and associated equipment totaling
approximately 201,820 square feet, serving the entire City except for Park and Recreation and Community
Center facilities. Included in the duties of the Facilities Services Section are maintenance and repairs to
buildings and equipment of all types and sizes; managing building systems; troubleshooting and repair of
mechanical operation problems in electric and mechanical systems; woodworking/welding/fabricating projects;
and copying keys for buildings. Other duties include providing preventative maintenance to all facility equipment;
oversight and supervising contract labor and outside vendors, and administrating construction projects for
building remodels and renovations/additions.
The current allocated staff consists of 3.5 full-time positions. There are two (2) Facilities Maintenance Workers
and one (1) Senior Facilities Worker that actively take care of building needs and employee requests, and one
(1) Fleet and Facilities Manager that provides administrative oversight (the Fleet and Facilities Manager's time is
allocated 50% to fleet and 50% to facilities).
In the near future, responsibility for the Fire Department's soon-to-be constructed Fire Station #4, the new Police
facility, and the Sacramento Street Parking Structure will increase the total number of square feet maintained to
approximately 395,430 square feet, almost doubling the space maintained now. Also in the planning stages to be
constructed soon are the eastside Electric Utility complex, new Animal Services Facility and Purchasing offices and
Warehouse; which will add another 71,000 sq. ft. to the facilities inventory. Additions and remodeling to the existing
Municipal Service Center, the Fleet Services Shop, adding a Parking Structure at Church & Elm Streets, and
additional leased space in the Civic Center area (especially during construction of the Police Facility) are likely.
The Facilities Maintenance Worker 1111 position is the entry-level position in the building maintenance series of
classifications. In 2002/2003, a Facilities Maintenance Worker position needs to be added to maintain a fair
balance between the number of facilities/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 that we don't have.
ALTERNATIVES
Do nothing. Keeping the same staffing level while adding facilities is not advised. One measure of workload
is the amount of facility that each staff member maintains. Currently that amount is 67,273 square feet per
staff member (201,820 total square footage divided by 3 staff). When new facilities are completed that total
will be revised to 395,430 (not including the planned Electric Utility complex, new Animal Services Facility
and Purchasing offices and Warehouse, which will be another 71,000 sq. ft.). Maintaining the existing staff
level will push the square foot amount that each staff member maintains to 131,810. Adding one Facilities
Maintenance Worker will reduce that number to 98,858 square feet per staff member, still 32% more than
each presently maintains.
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2001-2003 Financial Plan and Budget
Significant Expenditure Request and Staffing Change
Page 2 of 2
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. Several facilities require a high level of
security clearance as well, which cannot be easily or quickly attained for part-time help.
COST SUMMARY
2001-02
2002-03
Additional Costs (Preliminary Estimate) j
Staffing:
Facilities Maintenance Worker I/II (Salary @ B step)
- 0 -
$32,990
Benefits/Overhead
- 0 -
12,535
Uniform
- 0 -
300
Total
- 0 -
$45,825
* Salary @ B step
IMPLEMENTATION
The hiring process would begin upon approval. Materials and supplies would be purchased as appropriate.
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2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Fleet Services
REQUEST TITLE: Fleet Services Worker
REQUEST SUMMARY
Add one Fleet 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 levet 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 Fleet Services Section currently maintains a fleet of vehicles and equipment totaling approximately 410
registered and 55 miscellaneous pieces, serving the entire City fleet, except Parks Division mowing equipment
and scooters. Responsibility for the Fire Department's heavy equipment and standby generators at all well sites
are now maintained by this division. Included in the duties of the Fleet Services 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 11.5 full-time positions, which manage and work two shifts.
Current operations are reviewed for areas where we might contract additional work with outside agencies and
vendors. Recently we have partnered with the San Joaquin Sheriffs Department Jail Industries program for
vehicle painting, and have contracted out Smog Certifications that used to be done in-house.
In the near future, at least 15-20 more vehicles and equipment units will be added to the City's Fire, Police,
Transit, Community Development and Public Works Departments. 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, however, 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. Currently only one is allocated. This position was requested in the last 2 -year budget and was
denied. In 2001/2002, a second Service Worker position needs to be added to maintain a fair balance between
the number of vehicleslequipment 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 that we don't have.
ALTERNATIVES
1. Do nothing. Keeping the same staffing level white 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 -mechanic ratio for Lodi was 50-55 compared to an average of our survey
cities of 43. Our current fleet size of 465 vehicles and pieces of equipment divided by 6.5 staff (Welder -
Mechanic figured at 50%) requires each mechanic to service 71.5 vehicles and pieces of equipment.
a "S
2001-2003 Financial Plan and Budget -
Sig nificant'Expenditure Request and Staffing Change
Page 2 of 2
ALTERNATIVES (continued)
Adding one Fleet Service Worker will reduce that number to 62 vehicles and pieces of equipment per
mechanic (465 divided by 7.5 staff), still significantly above the average. Transit staffing
guidelines/standards from the Federal Transit Administration for vehicle -to -mechanic ratios suggest that
even more mechanics should be hired to serve transit vehicles (3.5 mechanics is the average for a transit
fleet of our size). However, with the addition of this position we believe we can wait until the next two-year
budget cycle before another position is recommended.
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. A recent comparison of
internal average labor costs per job versus external cost per job revealed that using City staff saves 32% by
doing work in-house.
COST SUMMARY
2001-02 2002-03
Additional Costs (Preliminary Estimate)
Staffing:
Fleet Service Worker (Salary @ A step)
$29,225
Benefits/Overhead
11,005
Uniform
290
Tools
750
Total
S41,270
IMPLEMENTATION
Our recommendation, per prior negative experiences, is that this position be considered as part of a
re-classification of the fleet services mechanic series, including job specifications for Fleet Service Worker,
Heavy Equipment Mechanic, Welder -Mechanic, and possibly Lead Equipment Mechanic.
Too often an employee in the Service Worker classification has been stuck there when their abilities,
experience, and training have carried them well into Heavy Equipment Mechanic job status. They have been
resigned to wait until an opening is created through retirement or vacancy. It is our hope that a Fleet
Mechanic 1111, and possibly Fleet Mechanic III, be adopted to prevent this from occurring in the future. A
reduction in incentives is possible, depending what is required for each position and necessary for
advancement bet% een levels. We believe that "block budgeting" gives the City greater flexibility in the hiring
process and is fairer to the employees, and should strongly be considered in this case.
The hiring process (review of existing job specification, job analysis, etc.) would begin upon approval. Tools,
materials and supplies would be purchased as appropriate.
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