HomeMy WebLinkAboutMinutes - May 7, 2002 SSCITY OF LODI
INFORMAL INFORMATIONAL MEETING
"SHIRTSLEEVE" SESSION
CARNEGIE FORUM, 305 WEST PINE STREET
TUESDAY, MAY 7, 2002
An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday,
May 7, 2002 commencing at 7:02 a.m.
A. ROLL CALL
Present: Council Members — Hitchcock (arrived at 7:08 a.m.), Howard, Land, Nakanishi,
and Mayor Pennino
Absent: Council Members — None
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).
C. TOPIC(S)
C-1 "Budget — Significant Changes and Capital"
City Manager Flynn reported that the City has been notified by the Public Employees
Retirement System (PERS) that there will be a 25% increase in medical insurance costs.
Workers Compensation is also expected to increase. The state may be taking away city
revenues, e.g., the Vehicle License Fee. Three percent of the City's Hotel/Motel Tax,
AKA Transient Occupancy Tax (TOT), is also in question and equates to $100,000, which
could negatively impact community promotion programs.
Finance Director McAthie reviewed the significant expenditure report (filed) and provided
the following information:
➢ Page 5 — $20,000 funding for a part-time chaplain was discussed at the May 1, 2001
Shirtsleeve Session and recommended for approval in year two of the budget with
encouragement that the Police Department pursue donations and fund raising for
continued support of the program.
➢ Page 6 — Upgrade of the Animal Control Officer to Supervisor was discussed at the
May 1, 2001 Shirtsleeve Session and recommended for approval in year two of the
budget, pending the completion of a reclassification study.
➢ Page 7 — $184,000 funding for hiring three Firefighters was discussed at the May 1,
2001 Shirtsleeve Session and recommended for approval in year two of the budget.
➢ Page 9 — $7,000 increase in fire safety educational program funding was discussed at
the May 1, 2001 Shirtsleeve Session and recommended for approval in year two of
the budget.
➢ Page 10 — $3,300 additional request for the annual required certification tests and
maintenance of equipment and aerial ladder for the newly purchased fire tiller truck.
Approval of the request is recommended.
➢ Page 11 — $8,600 additional request for Fire Station #4 for janitorial supplies,
landscape maintenance, laundry service, and small tools. Approval of the request is
recommended.
➢ Page 12 — Paramedic service; City Manager Flynn recommends that this be deferred
and the matter brought back to Council for further discussion and direction.
➢ Page 13 — Utilities Water/Wastewater; $180,000 additional request for chemical cost
and laboratory testing that is mandated by the California Regional Water Quality
Control Board. The City was informed after the 2001-03 budget was prepared that
Continued May 7, 2002
additional laboratory testing would be needed. Approval of the request is
recommended.
➢ Page 14 — Electric Utility $55,615 request to hire a ground person apprentice lineman.
This was discussed at the May 1, 2001 Shirtsleeve Session and recommended for
approval in year two of the budget.
➢ Page 15 — $28,150 to lease an office trailer for three years and to purchase new
furniture for the engineering division. Staff recommends that the request be denied
and that Electric Utility utilize space from vacant positions pending the move into its
new building.
City Manager Flynn added that this cost would be incorporated in the overall project
cost in the capital budget, as opposed to an ongoing operating cost because it is a
temporary relocation.
➢ Page 16 — Electric Utility request for an Electrical Technician. Four substations need
periodic maintenance and in the next two years the Utility will be adding two more
substations. Maintenance is two years behind due to staffing levels. Two Utility
employees will be retiring in the next five years. This request included funds for the
position, tools, and a truck in the capital budget. The Utility will fill vacant positions
prior to proceeding with hiring an electrical technician, and consequently have asked
that this request be pulled.
➢ Page 17 — Public Works request to convert a part-time Administrative Clerk to a full-
time position with benefits. This was discussed at the May 1, 2001 Shirtsleeve
Session and recommended for approval in year two of the budget.
➢ Page 18 — Public Works $35,000 funding request to hire a consultant to prepare a
street trenching damage assessment study. This request was recommended for
approval in year two of the budget.
In reply to Council inquiries, Public Works Director Prima stated that the goal of the
study is to establish a fee to assess those who cut the street. The money collected
will go back into the general fund for street maintenance. In order to stand up to
potential legal challenges it is imperative that Lodi prepares the assessment study.
➢ Page 24 — Public Works $52,375 request to increase the landscape maintenance
contract service to cover newly landscaped areas. This request was previously
recommended for approval.
➢ Page 25 — $7,000 additional request from Engineering/Streets for a part-time
technician assistance contractor for signal maintenance, inventory of signal
equipment, and replacement plan. The technician would also monitor all 41
signalized intersections and provide time recommendations to improve the traffic flow
and ease some of the congestion at signalized intersections. It is recommended that
the request be deferred.
➢ Page 26 — $30,000 request for traffic signal supplies such as monitors, amplifiers,
flashers, load switches, and battery tester. It is recommended that the request be
deferred.
➢ Page 27 — $36,200 to fund traffic signal maintenance services. Since 1985, 14
signals have been installed and five more are planned in the next several years.
Currently, 52.4% of an electrician's time is budgeted for maintenance. A conservative
ratio for Caltrans recommends 44 intersections to one electrician. Staff will evaluate
the use of contracting with part-time electrical technicians, or use of City electricians
and outsource other City duties. Approval of the request is recommended.
Mayor Pennino asked that more justification on this request be provided prior to
approval of the budget in June.
➢ Page 28 — Recreation Administration request to convert a part-time Administrative
Clerk to a full-time position. This was discussed at the May 8, 2001 Shirtsleeve
Session and recommended for approval in year two of the budget.
OA
Continued May 7, 2002
➢ Page 29 — Parks and Recreation $10,810 request for funding to hire a part-time intern
computer aided drafting (CAD) operator for construction drawings for park projects.
This request was previously recommended for approval.
In response to Council Member Howard, Parks and Recreation Director Baltz
explained that the intern CAD operator would work on smaller projects such as Hale
Park, new bleachers at the Armory, and minor projects at Lodi Lake.
➢ Pages 30 and 31 are requests to convert part-time laborers in Park Maintenance and
Sports Facilities to full-time. This was discussed at the May 8, 2001 Shirtsleeve
Session and recommended for approval in year two of the budget.
➢ Page 32 — $6,000 additional request for the Grape Festival ground lease, which
effective July 1, will increase from $14,000 to $20,000.
➢ Page 33 — $14,725 additional request for new Kinder Gym and Youth Kickball
programs. The programs will be offset by revenue and staff recommends approval.
Council Member Howard suggested that Council consider increasing Parks and
Recreation's standard 30% cost recovery in anticipation of increased projects.
Council Member Nakanishi concurred.
Mayor Pennino recommended that this issue be considered during 2003-05 budget
discussions, which will begin in March 2003. In addition he suggested that it be
included as a topic for discussion at the upcoming Special Joint Meeting of the City
Council and the Parks and Recreation Commission.
➢ Page 36 — $16,000 additional request for an Armory Building Site Supervisor. The
renovation of the Armory Building will create an indoor gym, which will require the
presence of a part-time site supervisor. Approval of the request is recommended.
➢ Page 37 — $13,900 additional request to hire one part-time lifeguard due to the
extension created by the Lodi Lake Trail Project and for expanding programs to
encourage water safety and education.
Mayor Pennino noted that he has inquired several times over the years about the
possibility of combining lifeguard duties under one program.
Council Member Howard concurred and stated that the program and training should
be run by one operation, rather than running two separate aquatics programs through
Hutchins Street Square and the Parks and Recreation Department.
Parks and Recreation Director Baltz explained that his department and Hutchins
Street Square serve different constituents and it has not been his observation that the
aquatics programs suffer because they are split.
Council Member Howard reported that the public is sometimes confused as to which
department to contact for aquatics programs. There have also been instances where
programs have been postponed, delayed, or canceled due to miscommunication
regarding authority. She reiterated that the aquatics programs should be operated
and supervised by one entity.
Mayor Pennino requested that the topic be scheduled for a future Shirtsleeve
Session.
Council Member Howard pointed out that one of the obstacles might be a struggle
between who will get the revenue produced from the aquatics program. She felt that
this should be set aside and focus placed on producing the best overall program.
Mayor Pro Tempore Hitchcock expressed her opinion that there should be one
program for training lifeguards; however, she believed that authority should be placed
at the location where activity is taking place. She favored a decentralized process, as
less layers of government tends to be more effective.
Council Member Nakanishi concurred with Ms. Hitchcock's comments and stated that
the Department Heads know more about how the programs should be operated.
3
Continued May 7, 2002
➢ Page 38 — $3,600 for softball supplies. Teams in adult sports softball programs have
requested that the City return to the policy of providing game balls for the adult league
play. The funding increase would be offset by revenues. Approval of the request is
recommended.
➢ Page 39 — $14,000 additional request to fund a new format for the Parks and
Recreation tabloid. Approval of the request is recommended.
In reply to Council Member Land, Parks and Recreation Director Baltz explained that
the department would like to change the format to a small magazine size, upgrade the
quality, have graphics ability, and a longer shelf life.
Mayor Pennino recommended that the tabloid be linked to the City's Web site.
➢ Pages 40 and 41 — Funding for extended hours of operation of the Library and to hire
a part-time reference librarian. These requests were discussed at the May 8, 2001
Shirtsleeve Session and recommended for approval.
➢ Page 42 — Additional request for full-time clerical assistant to provide assistance to
library administration. In August 2000 a part-time Administrative Clerk was hired.
The workload increased and it is recommended the contract for this position be
converted to full-time status.
➢ Page 43 — Request to provide prorated benefits for regular part-time library staff.
Benefits would include PERS, medical, prorated dental and vision, and prorated
vacation, sick, and holiday leave.
City Manager Flynn explained that the Director of Library Services has limited part-
time employees to 17 hours per week; however, she desires the flexibility to increase
the hours up to 30 hours a week. For some employees this may eventually amount to
over 1,000 hours a year, and under the current City policy, it would qualify them for
PERS benefits.
➢ Page 44 — $24,840 request to create a full-time Arts Program Assistant position to
replace the current part-time position. The Arts Commission has expanded the
number of classes offered to the community. This position would manage the
marketing, creation of new classes, productions offered for the School District, and
after school programs. Approval of the request is recommended.
In response to Council Member Land, Community Center Director Lange pointed out
that the revenue created by the addition of new classes would offset the cost for the
full-time position.
➢ Page 51 — $3,000 increased funding toward 4t' of July fireworks show. Approval of
the request is recommended.
➢ Page 52 — 10% reduction in current funding levels for the following Community
Promotions: Lodi Conference and Visitors Bureau, Chamber of Commerce, and
Downtown Lodi Business Partnership (DLBP).
City Manager Flynn explained that this is a "placeholder" in the event that the City's
TOT tax does not remain at its current level. Staff sees a linkage between this tax
and community promotions.
Council Member Land was opposed to the reduction and believed that a more
appropriate time to consider it would be the next budget cycle, should the TOT be
reduced. He stated that each of the community promotions organizations has been
doing an outstanding job and did not want to hinder their progress with a premature
reduction in funding.
Mayor Pennino and Council Member Nakanishi concurred with Mr. Land's remarks.
Mayor Pro Tempore Hitchcock was also opposed to the recommendation and added
that such reductions should not be made in an arbitrary manner. Each of the
community promotions organizations should be evaluated on their own individual
merits every two years.
4
Continued May 7,1002
Referencing page 53, Mr. Flynn pointed out that even with a 10% reduction, the City
makes significant contributions to its business community.
PUBLIC COMMENTS:
• Peter Westbrook, President of the DLBP, supported a linkage between his
organization and the TOT.
• Mark Chandler, Executive Director of the Lodi -Woodbridge Winegrape
Commission, expressed appreciation for the City's support of the Lodi
Conference and Visitors Bureau.
• Pat Patrick, Chief Executive Officer (CEO) of the Lodi Chamber of Commerce,
stated that he polled the Chamber Board and members who contribute to the
TOT and found that they would all support an increase in the tax as long as the
additional funds would be put back into promoting the community.
Mayor Pennino asked the City Clerk to research 1994-95 City Council minutes for
discussion related to designating a percentage of the TOT to promoting tourism.
Mr. Flynn reported that a letter was received from the Lodi -Woodbridge Winegrape
Commission and the Chamber of Commerce recommending that the City place on
the ballot a measure to increase the TOT to 10%. This matter will be brought back to
Council.
Mayor Pennino recommended that the request for a 10% reduction in current funding
levels for Community Promotions be removed from the budget.
➢ Page 54 — Engineering request to hire a Civil Engineer to augment development
services and traffic engineering staff. This request was discussed at the May 15,
2001 Shirtsleeve Session and recommended to fund the position net of savings.
➢ Page 55 — $50,000 additional request to continue current professional services with
Harris & Associates to provide plan check services for residential subdivisions. The
volume of development projects has remained high and become increasingly more
complex. Several residential subdivision projects have improved tentative maps, but
have not submitted the public improvement plans. The recent development impact
mitigation fee update mandates that these projects have their final maps approved by
Council prior to January 2003 if they are to remain under the old impact fee schedule.
It is anticipated that all of the residential projects not currently subject to the new
impact fees will be submitted for plan check within the next few months. Approval of
the request is recommended, which will be offset by revenue.
➢ Page 56 — $19,500 request for professional services to assist staff in the redesign of
the Mapguide Web site and purchase the software upgrade. Approval of the request
is recommended.
➢ Page 57 — $1,500 request to fund the annual financial audit of the Lodi Boys and Girls
Club. The City has significant resources invested in the support of the Lodi Boys and
Girls Club and feels it is in the best interest of the City to commit resources to support
management of these investments. Approval of the request is recommended.
City Manager Flynn recalled that when the Boys and Girls Club was initially
established the Council agreed that the City would audit its books to ensure it is
financially viable, because it operates on the City's property.
Mayor Pennino was not in favor of the recommendation, as he felt it was the
responsibility of the Boys and Girls Club.
Janet Keeter, Chairperson of the Boys and Girls Club Board of Directors, stated that
the club must annually prepare an audit for the National organization and for grant
purposes. She believed that $1,500 would cover only part of the cost for an audit.
Council Member Land was also opposed to the recommendation and noted that doing
so may open it up to other organizations making the same request.
Continued May 7, 2002
In response to Council Member Howard's concern about getting access to audit if the
Boys and Girls Club prepared it themselves, Mr. Flynn stated that he would have to
review the lease agreement.
Council Member Nakanishi supported the recommendation.
NOTE: Mayor Pro Tempore Hitchcock stated that she was not in favor of the Human
Resource Department request of $4,500 for body mechanics training, and left the
meeting at 8:22 a.m.
➢ Page 58 — Information Systems Division request for one full-time Network Technician
to support critical systems in the Police Department and elsewhere in the City. The
Police Department has access to grant funds to offset the cost for the first year of the
position and the general fund would assume the cost in subsequent years. Approval
of the request is recommended.
➢ Page 59 — City Clerk's Office request to hire an Administrative Clerk (confidential) that
would be funded net of part-time savings. This was discussed at the May 15, 2001
Shirtsleeve Session and recommended for approval in year two of the budget.
➢ Page 62 — $7,400 request for Fortis Software Upgrade/Support contract renewal.
This request was previously recommended for approval.
➢ Page 64 — $2,000 request for anticipated tuition reimbursement expenses. Approval
of the request is recommended.
➢ Page 65 — $3,250 request for annual membership dues for the United States
Conference of Mayors. These funds were previously paid from an Administration
Account and it was subsequently deemed more appropriate to be funded from the
City Council Account.
Mayor Pennino noted that funds are available in the Protocol Account and
recommended that a one-time expenditure be made for the dues payment.
➢ Page 66 — $4,500 request for body mechanics training. This was discussed at the
May 15, 2001 Shirtsleeve Session and recommended for approval with direction to
utilize expertise from Lodi Memorial Hospital for its prevention and education
programs.
City Manager Flynn explained that the purpose of this request is to reduce Workers
Compensation claims.
Council Member Howard expressed support for the training to be offered on a
selective basis, rather than mandatory for all employees.
➢ Pages 68 and 69 — Finance Department request to convert one part-time Account
Clerk to full-time and for Customer Service Representative staff. These requests
were discussed at the May 15, 2001 Shirtsleeve Session and recommended for
approval in year two of the budget.
➢ Page 70 — Finance Department request to hire an Accountant I due to GASB 34,
redevelopment agency requirements, and the increase in grants. This request was
discussed at the May 15, 2001 Shirtsleeve Session and recommended for approval in
year two of the budget.
➢ Page 72 — Finance Department request to convert contract Parking Enforcement
Officer to an authorized position. It is recommended that the request be deferred until
the next two-year budget to allow time to evaluate the impact of the new parking
structure on the downtown area.
➢ Page 73 — Finance Department request to purchase a lobby security camera. Due to
pending relocation of the Finance Department, it is recommended that the request be
deferred.
Council Member Howard suggested that Police Partners be utilized as a security
presence.
rel
Continued May 7, 2002
➢ Page 75 — $5,610 request for maintenance of the new All Veterans Memorial Mall to
cover the cost of natural gas, electricity, pool cleaning service, and chemical filters.
Approval of the request is recommended.
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 8:35 a.m.
ATTEST:
Susan J. Blackston
City Clerk
7
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9
Mayor's & Council Member's Weekly Calendar
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WEEK OF MAY 7, 2002
Tuesday, May 7, 2002
7:00 a.m.
Shirtsleeve Session
1. Budget - Significant Changes and Capital
11:30 - 2:00 p.m.
St. Joseph's Medical Center Foundation's Bouquet of Life
Luncheon, Brookside Golf and Country Club.
3:45 - 4:30 p.m.
Human Service Agency's ARTSworkYES! tour of after school
program in the Visual and Performing Arts, Lawrence School.
Wednesday, May 8, 2002
8:00 - 5:00 p.m.
Pennino. Great Valley Conference, Sacramento.
Thursday, May 9, 2002
10:30 - 6:00 p.m.
Pennino. Great Valley Conference, Sacramento. Speaking
at 1:30 p.m.
Friday, May 10, 2002
Saturday, May 11, 2002
7:30 - 8:15 p.m. Hitchcock. Spring festival of the Lodi Promenaders
(square dancing group), Lodi fairgrounds.
Mayor Pro Tempore to give welcome speech to group.
Sunday, May 12, 2002
Monday, May 13, 2002
Disclaimer. This calendar contains only information that wasDrovided to the City Clerk's office
counciAmisOrnealndr.doc
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CITY OF LODI COUNCIL COMMUNICATION
AGENDA TITLE: Review of Significant Expenditure Reports and Capital Requests
MEETING DATE: May 7, 2002
PREPARED BY: Finance Director and Deputy City Manager
RECOMMENDED ACTION: That Council review with staff the attached Proposed Significant
Expenditure and Capital Requests for Fiscal Year 2002-03
Financial Plan and Budget (City Manager Recommended
Adjustments to tentatively Approved 2002-03 Significant
Expenditure & Capital Requests).
BACKGROUND INFORMATION: Attached for Council's review are the City Manager's
recommendations for the tentatively approved 2002-03 Budget.
The recommended adjustments to the Operating Budget
consist of Significant Expenditure and Capital Requests.
Council previously reviewed in detail SERs and Capital requests as submitted during
preparation of the two-year Budget; therefore, staff recommends that the review be limited
to new adjustments to the tentatively approved 2002-03 Budget.
What is not known at this time is the impact of cost increases for medical insurance, Worker's
Compensation and State revenue "take aways". Additionally, staff is studying the cost of
realigning office space from the relocation of staff from the City Hall Annex. These issues are not
addressed in the Budget and will be brought back to Council as information becomes available.
FUNDING: Not Applicable
Respectfully,
H. Dixon Flynn
City Manager
Attachment
APPROVED:
H. Dixon Flynn -- City Manager
��OF<
T 7F,CITY OF Low COUNCIL COMMUNICATION
AGENDA TITLE: Review of Significant Expenditure Reports and Capital Requests
MEETING DATE: May 7, 2002
PREPARED BY: Finance Director and Deputy City Manager
RECOMMENDED ACTION: That Council review with staff the attached Proposed Significant
Expenditure and Capital Requests for Fiscal Year 2002-03
Financial Plan and Budget (City Manager Recommended
Adjustments to tentatively Approved 2002-03 Significant
Expenditure & Capital Requests).
BACKGROUND INFORMATION: Attached for Council's review are the City Manager's
recommendations for the tentatively approved 2002-03 Budget.
The recommended adjustments to the Operating Budget
consist of Significant Expenditure and Capital Requests.
Council previously reviewed in detail SERs and Capital requests as submitted during
preparation of the two-year Budget; therefore, staff recommends that the review be limited
to new adjustments to the tentatively approved 2002-03 Budget.
What is not known at this time is the impact of cost increases for medical insurance, Worker's
Compensation and State revenue "take aways". Additionally, staff is studying the cost of
realigning office space from the relocation of staff from the City Hall Annex. These issues are not
addressed in the Budget and will be brought back to Council as information becomes available.
FUNDING: Not Applicable
Respectfully,
C7<
H. Dixon Flynn
City Manager
Attachment
APPROVED:
H. Dixon Flynn -- City Manager
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Shirtsleeve Informational Meeting
May 7, 2002
t
2002-03 Financial Plan and Budget
Funding
_
16,000
GF
Recommendation
Significant Expenditure & Staffing Changes Tentatively approved
offset by revenue
Additional Fund No Cost Defer Not Approved
as shown on
pg H-28
no additional cost
Dept Requests
i
Public Safety
24,640
-
3,000
Police Dept
(20,200)
z
5 Fund PR Chaplain
20,DDD
`
6 Upgrade Animal Control Officer to Supervisor
6,500
offset by gram yr 1
2,000
Fire Safety
3,250
-�
s
7 Hire 3 Fire Fighters
183.790
9 Fire Safety Educational Program funding
7,000
"u
10 Annual Maintenance - Certification test for Tiller Truck
3,300 3,300
11 Fire Station # 4 fundings
8,600 8,600
611,000
12 Paramedic
..�,_„'
611,000
Utilities
WaterlWastewaler
13 Wastewater Treatment Facility chemicaVlab costs
Electric Utility
14 Hire GroundpersoNApprentice Lineman
15 Lease temporary office trailer & furniture
16 Electrical Tech
Transportation
Streets & Engineering
17 Convert to Frr Administrative Clerk
18 Street Trench Damage Assessment Study
24 Landscape Maint Contract Service
25 Signal MainlenencOTIming Monitoring
26 Traffic Signal supplies
27 Signal Maintenance services
Leisure, Cultural & Social Services
Parks & Recreation
28 Convert to Frf Administrative Clerk
29 Hire PIT Intern/CAD opertor
30 Convert to F/T Laborers (2) - Sports facilities
31 Corvert to FR Laborers (2) - Park Maint
32 Grape Festival ground lease increase
33 Kinder Gym & Youth kickball program
36 Amory Building Site Supervisor
37 Increase in Aquatics personnel budget
38 Softball supplies
39 Tabloid design & printing
Library
40 Funding for extended hours of operations
41 Hire PIT Reference Librarian
42 FIT clerical assistance
43 Benefits for permanent part time staff
Community Center
44 Frr Arts Program Assistant
Community & Economic Development
Community Promotion
51 Increase funding for fireworks
52 Community Promotion Pamership funding
Engineering
54 Hire Civil Engineer
55 Contract Plan check services
56 Redesign map guide site & software upgrade
General Government
General Support
57 Financial audit - Lodi Boys & Gids Club
Information Systems
58 Network Technician
City Clerk
59 Hire Administrative Clark Confidential
62 Fortis Software Upgrade/Support
64 Tuition reimbursement
65 Conference of Mayors dues
55,615
18,900
35,000
52,375
17,875 ;;
10,810
44,070
42,810
30,000,:`,
20.665
49,000
25,980
7,425
180,000 180,000
28,150
97,875
7,000
30.000
36,200 36,200
6,000
14,725
16,000
13,900
3,600
14,000
e'z no additional cost
21,400
24,840
3,000
(20,200)
50,000
19,500
1,500
69,070
2,000
3,250
6,000
Funding
offset by revenue
16,000
GF
offset by revenue
will return to Council in future
offset by revenue
14,000
WW
pulled at Dept request
x
no additional cost
21,400
GF
24,640
3,000
(20,200)
offset by revenue
19,500
1,500
offset by gram yr 1
2,000
3,250
7,000
30,000
28,150
97,875
Comments
Funding
s
GF
GF
will return to Council in future
s
WW
pulled at Dept request
x
i
i
a
GF
GF
GF rev
GF
GF rev
GF rev
Lib
GF
GF
IMF rev
Water
GF
GF grant
GF
GF
2002-03 Financial Plan and Budget
Significant Expenditure & Staffing Changes
Tentatively approved
as shown on pg H-28
Additional Recommendations
Human Resources
General Fund
66
Risk Management - Body Mechanics Training
4,500
General Fund Revenue
Finance
101,295
68
Corwen to FIT Accounting Clerk, 8 CSR's
23,800
70
Hire Accountant 1
56,380
72
Convert to FIT Parking Enforcement Officer
199.500
73
Purchase lobby security, camera
50,000
5D,000
Facilities Services
75
All -Veteran's Memorial Mall
Recommendation
Additional Fund No Cost Defer Not Approved Comments Funding
?pt Requests
GF
29,700
3,900
Funding:
Tentatively approved
Additional Recommendations
Grand Total Funding
General Fund
595,405
104,100
699,505
General Fund Revenue
10,810
101,295
112,105
Library
50,665
21,400
72,065
WalerlWastawater
199,500
199.500
IMF
50,000
5D,000
Eledrie55,615
55,615
712,495
4 6,295
1,188,790
29,700
3,900
77,700 129,925
GF
2002-03 Financial Plan and Budget
General Fund
General Fund Revenue
General Fund Capital
Capital Requests
Dept Request
Recommended Designate Study
Design Acquisition
Construction
Debt Service Comments
Funding
Water
76.365
Wastewater
342.855
Electric
Public Safety
Streets
IMF
F819,210
Fire Safety
77 Purchase tow vehicle for command center
49,000
49,000
49,000
GF capital
Utilities
K,
Wastewater Utility
78 Main St storm drain mitigation
34,500192,000
34 sot) 5.iiiiliiii
34,500
WW
79 Wastewater outfall diversion structure
40.000
40,00025,000
15'000
WW
80 Remain Terminal Unit Replacement
152,710
1 52 710 "'KI.,
152,710
VOA#W
82 White Slough Pollution Control capital maim
192,000
1 92000
192.000
Electric Utility
83 Panel truck for Electrical Tech
30,000
Transportation
Streets
ree
84 Peach Street& ViAllow Avenue Reconstruction
120,000
... ... ..
Leisure, Cultural & Social Services
Parks & Recreation
85 Purchase Turf Tractor
20,500
Library
91 Main Library Expansion
2,300,000
2,300000
1,400,000 900,000
Community Center
92 Replace carpet in Senior Center
15,000
15.000
15,000
GF capital
93 Purchase portable Projector
15,000
Community & Economic Development
Engineering
....
94 High Resolution Geographic Info System Control Survey
55.000
General Government
Finance - Parking Enforcement
95 Purchase scooter for Enforcement Officer
10.000
98 Replace scooter for Enforcement officer
16,0006-0
00
16,000
Veh Rep!
Finance - Purchasing
97 Replace forklift
20.000
20.000
20,()00
Veh repl/E
Public Works Facilities Services
98 Repair Library Drainage System
60,000
3,135,710 2,819,210 1.425,000 1.152,710 241,500
Funding:
General Fund
General Fund Revenue
General Fund Capital
64,000
Library
2,300,000
Vehicle Replacement
26,000
Computer Replacement
Water
76.365
Wastewater
342.855
Electric
10,000
Streets
IMF
F819,210
SIGNIFICANT EXPENDITURE
STAFFING
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 hrs.
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.
2001-2002 Sionificant 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.
1
20011-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVI'T'Y: 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 SUNMIARY
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-term 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 to re staff Fire Station 41 with a Tnrck
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 2003-2005 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 shifts) to 40 hour work week.
• Shift supervision insufficient.
• Administrative duties inefficient.
• Reassign B/C's to 56 hour work week.
• Create 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 1 personnel reassigned to Fire Station #-l. Station 1 personnel will be reduced
from 0 fireflghters to 4.Tntck 1 personnel increase from 3 firefighters to 4 firefighters.
• Minimum per shift coverage increases from 13 firefighters including battalion chief to 14 firefighters
including battalion chief.
• Lo ug teen staffuig proposal silt require hi itig 3 firefighters and oue administrative Captain the following
two year budget.
ALTERNATIVES
' 1. Continue present staffing and responsibilities
2. Cover the downtown area with a three 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 fire station
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 SUMMARY
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
311,306.51
183,790.65
Savings — overtime
<-95,135.31>
Net Cost
5216,171.23
S183,790.65
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: ' Fire and Life Safety
REQUEST TITLE: Fire Safety Educational Programs
REQUEST SUMMARY
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 opportunities 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-Thons, 4's of July, Street Fair, and the
new Eastside Cultural Fair, in addition to fiuiding for the annual Santa program.
The increased level of funding for Fire Safety material is critical for die 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 will continue to solicit donations to offset expenditures for materials, a
computer, and training.
COST SUMMARY 2001-02 2002-03
Additional Cost
Supplies, Material and Services 7.000
Total
Total 1 7,000 1 :7:d
ALTERNATIVES
1. Continue with the current funding level - $10,000.
2. Continued dependence upon donations from businesses
3. Eliminate public education activities
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Emergency Services -Fire
REQUEST TITLE: Annual Maintenance increases for Certification Test for Fire Tiller Truck
REQUEST SUMMARY
Funding for annual required certification tests and maintenance of equipment and aerial ladder for newly
purchased fire tiller truck.
PRIMARY OBJECTIVE
Federal and state requirements mandate annual testing of numerous firefighting equipment. New equipment
on truck requires certification annually.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Lodi Fire Department placed an order, as approved by City Council, for a new fire tiller truck. The truck
will arrive fully equipped and has a number of pieces of equipment that will be required to have annual testing
and certification. The new equipment is additional equipment not presently in the fire departments inventory.
We ask that account 102012-7323 be modified to include ongoing costs of the tests and certifications.
Aerial Ladder (Failsafe) $1200
Ground Ladders (Failsafe) $1500
Hurst Tool rebuilt (Jaws of Life) $ 600
Total $3300
COST SUMMARY 2001-02 2002-03
Additional Cost
Staffing
Supplies, Material and Services $3300
Minor Equipment
Total $3300
ALTERNATIVES
1. Do not certify equipment per requirements
2. Do not rebuild existing equipment
7 A
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Emergency Services -Fire
REQUEST TITLE: Annual Budgetary Increases associated with Fire Station #4
REQUEST SUMMARY
Increase budgetary needs for adding fourth fire station to fire department service level.
PRIMARY OBJECTIVE
To allow the service and maintenance costs to operate Fire Station #4
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Increased costs associated with the addition of a fourth fire station and firefighters serving Lodi from three fire
stations to four fire stations.
Janitorial Supplies
102012-7353
$1500
Office Supplies
102012-7307
$1000
Landscape Maintenance
102012-7335
$1000
Laundry Service
102012-7304
$2000
Small Tools and Equipment
102012-7359
$2500
Fire Alarm monitoring
102011-7335
$ 600
Total
$8,600
COST SUMMARY 2001-02
2002-03
Additional Cost
Staffing
Supplies, Material and Services
$6100
Minor Equipment*
$2500
Total
$8600
*Minor tools include hammers, wrenches, screwdrivers, pliers, socket wrench sets, gasket kits, and various
other tools needed to perform equipment maintenance to fire department equipment.
11
0
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Emergency Services - Fire
REQUEST TITLE: Paramedic Services
REQUEST SUMMARY
Implement paramedic service and staff six (6) paramedics (2 per shift) along with a Emergency Services
Administrator to the 2002-2003 budget.
PRIMARY OBJECTIVE
Initial step to create paramedic service by the Lodi Fire Department.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Lodi Fire Department was directed to study the feasibility of providing paramedic services to the citizens
of Lodi in an effort to improve emergency medical response to the citizens of Lodi. The recommendation was
to begin with the addition of two engines providing paramedic service. This would place paramedics on an
engine on both sides of the city and upgrade the medical equipment on these engines to paramedic level. A
administrator would be added to the fire department staff to coordinate the training, supplies and
administrative duties of the additional service.
Personnel Cost
102012-7100
$525,000
Safety Equipment
102012-7306
15,000
Medical Equipment
102012-7356
63,000
Administrator Office
102012-7701
5.000
Computer & Furniture
1 $611,000
Total
$611,000
COST SUMMARY 2001-02
2002-03
Additional Cost
Staffing
525,000
Supplies, Material and Services
Minor Equipment
86,000
Total 1
1 $611,000
ALTERNATIVES
1. Add additional staffing and fleet for paramedic service including transport
2. Retain service as presently supplied
12
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Water/Wastewater — Wastewater Treatment Facility 170403.
REQUEST TITLE: 300 Series Adjustment
REQUEST SUMMARY
Increase Wastewater Treatment Facility 300 Series to cover projected increases due to additional chemical cost and additional
laboratory testing as mandated by the California Regional Water Quality Control Board.
PRIMARY OBJECTIVE
1. Ensure funds available to cover chemicals needed to adjust the discharge pH and laboratory testing required to complete
monitoring mandated by the California Regional Water Quality Control Board.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The requested funds are necessary to meet unanticipated chemical cost and laboratory testing that was not required prior to
development of the current budget. The laboratory testing is mandated by the State. The City was only informed of this
requirement in the later part of the 2001 calendar year. The chemical cost is needed to meet current discharge requirements
but the extent of cost was unknown until the system to feed the chemical was installed. It is anticipated that $150,000
additional funds are needed in the 7355 series. An additional $25,000 will be needed for contracted laboratory tests
(7323 series) and $5,000 will be needed to cover additional laboratory cost (7362 series) at White Slough.
ALTERNATIVES
1. Allocate funds to cover the overage at the end of each budget year.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$180,000
Minor Equipment
Total
Savings
None
Net Cost
$180,000
:001 - 2003 Financial Plan and Budget
;IGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Electric Construction and Maintenance
REQUEST TITLE: Ground person/Apprentice Lineman/Linewoman
REQUEST SUMMARY
stablish 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 journey -level line men/linewomen in the
State of California and surrounding areas. Local Union 1245 I.B.E.W. (International 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.
eThe Memorandum of Understanding between City of Lodi and Local 1245 International Brotherhood of
lectrical Workers, from February 9, 1998 to December 31, 2002, Article III, Section 4-6 states the City of Lodi
intends to establish an apprenticeship program during the term of this MOU.
ALTERNATIVES
Continue hiring journey -level linemen/linewomen from the limited sources available with no entry-level
position in the Electric Utility Department. Also will be disregarding the Memorandum of Understanding
between the City of Lodi and Local #1245 I.B.E.W.
COST SUMMARY
Additional Costs
2000/02
2002/03
Staffing & Benefits
$ 50,615
supplies, Materials,Services
$ 2,000
Training
$ 3,000
Total I I I
$ 55,615
FINANCE 2001-2003
IMPLEMENTATION
Upon approval implement during 2002/2003 fiscal year.
Gmundpsn-Apprcmicc
101-03 Financial Plan and Budget
IGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
CTIVITY: Electric Utility, Engineering and Operations
EQUEST TITLE: Lease Temporary Office Trailer
EQUEST SUMMARY
unding for the lease of temporary office trailer and purchase of furniture.
-RIMARY OBJECTIVE
Ad needed office space to the Engineering Division.
;UMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
'he Engineering Division's work area is severely overcrowded and does not provide a productive work
,nvironment for the employees that work in this area. The existing Engineering Office was designed for five (5)
vork areas, nine (9) employees currently share this space. The temporary office trailer will add four (4)
additional work areas to the Engineering Division. This will provide a work area free of noise, distractions from
>ther co-workers and the privacy needed to meet with developers, contractors, field personnel, etc. The office
railer will remain on site until the new Electric Utility office building is completed. The furniture that will be
)urchased -for the temporary office trailer will be transferred to the Engineering Division's new office space
roithin the new building.
The budget request for 2002-03 includes first year's lease, setup and removal of the trailer, site modifications to
accommodate the trailer and furniture. Additionally, in each of the two following budget years (2003-04 and
2004-05) it will be necessary to budget $6,100 for the lease payment of the mobile office trailer. The total cost
for the three-year period is $40,350.
ALTERNATIVES
Do nothing. This alternative is not recommended.
COST SUMMARY
Additional Costs 2001-02 2002-03
Staffing
Utilities
Supplies, Materials, Services $16,650
Minor Equipment (furniture) $11,500
Savings
Total
IMPLEMENTATION
$28,150
Upon approval, the bidding and lease will be coordinated with the Purchasing Officer.
I
2-2003 Financial Plan and Budget
�NIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
TIVITY: Construction and Maintenance
QUEST TITLE: Electrical Technician
QUEST SUMMARY
fill the position of one (1) Electrical Technician (Substations) to work in the Construction/Maintenance
,ision. This request also includes Truck and tools necessary for the Electrical Technician to perform his/her
assignments. See capital request for truck.
,IMARY OBJECTIVE
increase the Technical services section staffing level by one (1) Electrical Technician in response to
:reasing maintenance at substations and substation maintenance not being performed for several years due
the lack of personnel.
JMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
ie City of Lodi Electric Utility has four (4) substations that need periodic maintenance. In the next several
:ars there will be two (2) substations added to the Electric Utility system, one (1) on the west side of the city
id one (1) at White Slough. With the existing staffing levels the periodic maintenance of the existing four (4)
ibstations are not being completed when scheduled. At this time the maintenance is two (2) years behind
;hedule. When the two (2) new substations are added to the Electric system it will be impossible to keep
,heduled maintenance with existing staff. The two Electrical Technicians' now on staff will be retiring in the
ext five (5) years. Therefore it is imperative that an Electrical Technician be added to staff in order to be
Pined on the City of Lodi substations' and maintenance schedules. This training will ensure continuity of
rocedures and maintenance for the City of Lodi Electric system upon the retirement of existing staff.
►LTERNATIVES
'ontinue to operate with existing personnel and let the substations continue to degenerate. Or hire a
,ubstation maintenance contractor. The cost is usually higher and the work is inferior to the performance of
existing staff.
COST SUMMARY
Additional Costs 2002-2003
Electrical Technician $ 82,875
Tools 15,000
Total 97,875
FINANCE 2002-2003
IMPLEMENTATION
Upon approval, implement during 2002-2003 fiscal year.
I
001- 2003 Financial Plan and Budget
kGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
kCTIVM: Public Works / Street Division and Water/Wastewater Division
ZEQUEST TITLE: Municipal Service Center Administration
REQUEST SUMMARY
Add a full-time permanent Administrative Clerk to City staff.
PRIINIARY OBJECTIVE
1. Maintain competent employees.
2. Bring this employment practice in compliance with City policy.
SUNT VNIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
For more than IS 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 CaTERS
insurance program will increase the cost of this temporary position.
ALTERNATIVES
1. Continue as we arc.
2. Send sone of the workload to other clerical throughout the City.
COST SMVL fARY
2001-02 2002-03
Additional Costs
Staffing
$33,400
Supplies, Materials, Services
Minor Eq ui mcnt
Total
savings Reduce Part -Time Funding
<14,500> -
Net Cost
518,900
1IMPLEMENTAT1ON
If this request were approved, die normal hiring process would be exercised.
17
0
001-2003 Financial Plan and Budget
IGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ICTIVITY: Public Works
2EQUEST TITLE: Street Trench Damage Assessment Study
1ZEQUEST SUNINIARY
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 sir 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.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
• Increased trenching due to communications cable of various types and replacement of water, sewer, and electric facilities.
ALTERINATIVES
' Continue with present practices.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services 535,000 0
Minor Equipment
Total
Savings
Net Cost 535,000 0
18
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 Trench 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
1996197, 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.
19
0
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.
20
I
City of Lodi
January 25, 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 2-1/2 months to complete.
Very truly yours,
CHEC CONSULTANTS, INC.
Ron E. Vicari II
Manager
Staff Engineer
21
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. $ 1,890
9 hours Consulting Engineer @ $150/hr. 1,350
Mobilization 600
Subtotal $ 3,840
Task B: Field Testing, Coring. Sampling and Defect Identification
(Based on 8 to 10 test locations)
15 hours Associate Engineer @ $105/hr.
$ 1,575
36 hours Deflection Testing @ $225/hr.
8,100
33 hours Technician Aid @ $70/hr.
2,310
15 hours Coring/Auguring @ $150/hr.
2,250
Mobilization
1,200
9 days Per Diem @ $951day
855
Patch Mix, Photos, Etc. (Miscellaneous Allowance)
375
Traffic Control
4.200.
Subtotal $20,865
Task C: Data Analvsis and Cost Calculations
12 hours Staff Engineer @ $95/hr.
$'1,'140
9 hours Data Analysis @ $1001hr.
900
6 hours Associate Engineer @ $105/hr.
630
12 hours Drafting @ $75/hr.
900
6 hours Consulting Engineer @ $150/hr.
900
Laboratory Testing (Allowance)
800
Subtotal $ 5,270
22
I
TABLE 1(Continued)
Task D: Final Report
18 hours Staff Engineer @ $95/hr. $ 1,710
6 hours Associate Engineer @ $1051hr. 630
3 hours Consulting Engineer @ $150/hr. 450
Subtotal $ 2,790
PROJECT TOTAL $32,765
23.E .► �.
.001-2003 Financial Plan and Budget
;IGNI MCANT EXPENDITLJRE REQUEST
kCTWM: Public Works
2EQUEST TITLE: Contract Landscape Maintenance Increases
REQUEST SUNRYIARY
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.
PR YL&RY 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.
SUNL MARY OF FACTORS DRI, G 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
ALTER-N'ATIVES
M None
COST SUMMARY
2001-02
2002-03
Additional Costs
Lower Sacramento Median
$25,000*
5251000**
South Hutchins Street and Kettleman Lane
median
$0
5211000**
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
BlrLEi\ E,\. TAT1ON
If funding is approved, finds r:ould only be used as new landscaped areas are added.
24
I
001- 03 Financial Plan and Budget
iIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
kCTMTY: Engineering/ Streets
REQUEST TITLE: Contract Professional Services for Signal Maintenance/ Timing Monitoring
REQUEST SUNIi 'IARY
To retain one part-time technical assistance contractor for signal maintenance, and timing monitoring. The technical assistance
includes providing an inventory of existing field signal equipment, timing monitoring and recommendations, and equipment
replacement plan. The contractor will work under the direction of the City Engineer or his assigned staff.
PRIMARY OBJECTIVE
1. To provide staff with an inventory and equipment replacement plan for signal upgrades.
2. To provide timing data and reduce the city's liability risk.
SUNMIARY OF FACTORS DRMNG THE REQUEST FOR CHANGE
We currently do not have a signal equipment inventory for the city's forty-one traffic signals. Over half of signalized
intersections have equipment that is over twenty years old. Some traffic equipment is obsolete and can no longer be serviced
and/or repaired. An equipment inventory and replacement plan will provide staff with budget information for equipment
upgrades. In the long -run, as equipment is replaced, the city's exposure to liability will be reduced.
If the equipment fails and cannot be repaired or serviced, the intersection may need to be completely shut down for an upgrade.
This unplanned shutdown can create unnecessary delays, waste motorists' time, and fuel, increase pollutant emissions, and
expose the city's to liability risks.
In addition, the contractor will monitor all forty-one signalized intersections and provide timing recommendations including
pedestrian timing. Currently, the traffic engineer is assigned the responsibility of preparing and maintaining timing plans for the
traffic signals. Currently, the signal timing plans are reviewed and revised with signal equipment upgrades, and when staff
receives citizen timing requests. Having the contractor perform this work will improve traffic flow and congestion at the
signalized intersections, and provide a proactive instead of reactive approach for timing problems.
ALTERNATIVES
1. Have the electricians perform the inventory and not do other duties. This will cause intersections to be not be properly
maintained and delay design projects.
2. Have the traffic engineer perform timing monitoring. This is the current process and causes project delays.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing $7,000'"
Supplies, Materials, Services
Minor E ui ment
Total
Savings
Net Cost $7,000
Notes:* Includes $2,000 from Streets, and $5,000 from Engineering.
25 -
?001- 03 Financial Plan and Budget
3IGNMCANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Streets Division
REQUEST TITLE: Traffic Signal Supplies
REQUEST SUNMIARY
To provide funds for the purchase of traffic signal supplies.
PRIMARY OBJECTIVE
Purchase the following equipment for proper signal system maintenance:
10 monitors
$11,000
10 amplifiers
$6,000
20 load switches, 10 flashers, 10 flash transfer relays
$8,000
1 battery tester
$6,000
Total
$30,000
SUNT IARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The above equipment list was prepared based on a recent inventory of spare signal equipment performed by an outside
contractor, To properly maintain the existing signal equipment, it is necessary to purchase the above equipment. To test the
batteries of the signal back up systems, a battery tester is also included in the equipment list tem. The battery back-up vendor
confirmed that the batteries should be tested using the tester. The recommended load switches, flashers and transfer relays will
be used for new signals as well as for part replacement. These items are usually included with new signal installations and with
the low bid process are of lower quality. They are items that fail most often and therefore, it is desirable to purchase better
1 quality equipment separately.
ALTERNATIVES
1. To purchase equipment as equipment fails. This causes intersections to not be properly maintained and exposes the City to
liability claims.
2. To delay the purchase of a battery tester. Potentially, without testing the batteries with a tester, they could fail unknowingly,
in turn the back up systems would not properly work.
3. Purchase the load switches, flashers, and relays with new signal installations and continue to replace as needed,
I
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
Minor Equipment $30,000
Total
Savings
Net Cost $30,000
26
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Public Works Dept. — Streets Division
REQUEST TITLE: Signal Maintenance Services
REQUEST SUMMARY
To fund traffic signal maintenance services.
PRIMARY OBJECTIVE
1. To provide preventive maintenance services for the existing forty-one signalized intersections.
2. To reduce the City's liability exposure.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Since 1985, fourteen new signals were installed and five are planned to be installed in the next few years. Additional
equipment, such as the battery back up system, was installed in half of the signal systems. All of this equipment needs to be
properly maintained. Currently, 52.4% of an electrician is budgeted to maintain all the traffic signals. The recommended ratio
of the Institute of Transportation Engineers, "Traffic Signal Installation and Maintenance Manual" is 31 intersections to 1
electrician. Caltrans recommends a 44:1 ratio. Using the less conservative Caltrans ratio, we should have 0.93 electricians for
our size system. Staff recommends increasing the man hours by 845 or 40.6% of an electrician. In order to accomplish this,
staff will evaluate contracting this work out to a part-time electronics technician, execute a contract with an electrical
maintenance company, or use the city electricians and outsource other duties.
ALTERNATIVES
1. To provide preventive maintenance as time permits. This is the current practice and increases the city's exposure to
liability claims.
2. To contract the preventive maintenance to a Signal Maintenance Contractor. This could be done, however, could be
costly.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing $36.200*
Supplies, Materials, Services
Minor Equipment
Total
Savings
Net Cost $36,200
* Does not include equipment costs.
17
)01-03 Financial Plan and Budget
[GNIFICAN- T EXPENDITURE REQUEST AND STAFFING CHANGE
,CII=: Recreation Administration
MQUEST TIRE: Full Time Administrative Clerk
tEQUEST SUNMIARY
-lire 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.
SUNLtiIXRY OF FACTORS DRIVLNG THE REQUEST FOR CIIANGE
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 program 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
-$17,980
Net Cost
517,875
28
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
(ACTIVITY: Parks and Recreation Administration
REQUEST TITLE: Part-time Intern/CAD Operator
REQUEST SUMMARY
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 $100,000 per year in consulting fees, which allows us to put these savings back into projects.
PRIMARY OBJECTIVE
To save consultant fees by accomplishing in-house design of our park projects. To efficiently and economically accomplish the in-
house design of our projects for a complete package of construction drawings and specifications.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Our department has successfully proven that we can save outside consulting fees by doing construction drawings and specifications
in-house. This position provides the necessary staffing to accomplish our objectives efficiently. In addition, the city will be
receiving approximately $500,000 for park projects in per capita funds from Proposition 12. This position will assist in the design
portion of those projects. The CAD Operator will work on Parks and Recreation capital, CDBG, Service Club, Prop. 12 and in-
house projects.
ALTERNATIVES
' 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.
FJ
COST SUMMARY
2001-2002 2002-2003
Additional Costs
Staffing
$10,810
Supplies, Materials, Services
Minor Equipment
Total
$10,810
Savings
Net Cost
$10,810
29
I
}01-03 Financial Plan and Budget
IGNIFICANT EXPENDnUIE REQUEST AND STAFFING CHANGE
,CTIVITY: Sports Facilities
MQUEST Tn E: Two Full Time laborers for General Sports Facilities Maintenance
tEQUEST SUK IARY
iIire two full time laborers. This request is to bring the level of maintenance staff to an appropriate level for the number of
facilities maintained.
PRLbiARY OBJECTIVE
To provide maintenance of sports facilities in support of recreational programming.
SUNT LNIARY OF FACTORS DRIVL iG THE REQUEST FOR CH.ANI GE
Over the past sir to eight years, the Parks Division has increasingly relied on pan 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.
ALTEPUNATIVES
1. Continue using part time staff.
' COST SUMMARY 2001-02 1 2002-03
Additional Costs
Staffing 536,255 536.895
6uppiles.iviaterizus, OCtvIcca
Minor Equipment
Total 536,255 $36,985
Savings -514,960 -S14,210
Net Cost S21,295 522,775
NOTE: The request was for filling one position each year. The
recommendation that was tenatively approved was to
fill both positions in second year for a total
recommendation in the second year of $ 44,070.
30
0
01-03 Financial Plan and Budget
GNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
;,TI'VITX: Park Maintenance
EQUEST TITLE: Two Full Time Laborers for General Park Maintenance
EQUEST SUMMARY
:ire two full time laborers. This request is to bring the level of maintenance staff to an appropriate level for the number of
arks and facilities maintained.
'RItii •IARY OBJECTIVE
ro provide maintenance of general parks.
SUINU IARY OF FACTORS DRiV NG 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 male these two employees permanent full
time, one in 2001-02 and one in 2002-03.
ALTERNATBT- S
1. Continue using part time staff.
COST SUMMARY
2001-02
2002-03
Additional Costs
Staffing
$36,255
$36,895
Supplies, Materials, Services
Minor Equipment
Total
$36,255
536,985
Savings
-$17,130
-513,300
Net Cost
$19,125
523,685
NOTE: The request was to fill one position each year. The recommendation
was to fill both positions in the second year. Therefore
the tenatively approved recommendation total for 2002-03 is
for $ 42,810.
31
2002-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Recreation Administration
REQUEST TITLE: Lodi Grape Festival Grounds Lease Payment Increase
REQUEST SUMMARY
Increase the allocation for the lease payment to the Lodi Grape Festival and National Wine Show Association by $6,000.00
PRIMARY OBJECTIVE
To provide indoor space for various recreation activities and an outdoor soccer field.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The lease agreement between the City of Lodi and the Lodi Grape Festival and National Wine Show Association, which became
effective July 1, 2001, reflects an increase in the lease payment for use of facilities on the Lodi Grape Festival grounds from
$14,000 to $20,000 per year. The Lodi Parks and Recreation Department has leased Lodi Grape Festival facilities for many
years for various programs.
ALTERNATIVES
1. None.
COST SUMMARY
2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$6,000.00
Minor Equipment
Total
$6,000.00
Savings
Net Cost
$6,000.00
12
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Youth Sports
REQUEST TITLE: New Kinder Gym Program and Youth Kickball Program
REQUEST SUMMARY
Allocate funds to operate a tot kinder gym program and a youth kickball program.
PRIMARY OBJECTIVE
To provide community programs in the tot age group.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
With the success of the kickball program for children aged 3-5 a need has been voiced for programs targeting this age group.
The Department has gym -equipment available for use with a kinder gym program.
A registration fee of thirty dollars will help to offset the cost of staffing and supplies.
ALTERNATIVES
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
$10,625
Supplies, Materials, Services
$4,000
Minor Equipment (Balls)
$150
Total
$14,725
Savings
Additional Revenues
<$14,725>
Net Cost
<$0>
33
LODI PARKS & RECREATION KINDER GYM
Gym Programs will be held in the Recreation Annex, 111 S Stockton Street. Children
should wear comfortable clothing that is not too baggy. No zippers, buttons or buckles.
Space is Limited
Fee: Residents $ 30.00 for 5 weeks or $55.00 for 10 weeks
Non -Residents $ 35.00 for 5 weeks or $60.00 for 10 weeks
Register: Lodi Parks and Recreation Department, 125 N Stockton Street.
Tumblin Vine
17 months- 24 months (I Y? to 2 years)
Parent Participation
Using creative play and nurturing instruction, parent and young toddlers are
introduced to the movements of gymnastics. Age appropriate activities and
loosely structured class environment. This class will allow the parent and
child to explore and enjoy movement individually.
Tumblin Grape
24 months- 36 months (2 to 3 Y years)
Parent Participation
This class is designed to encourage group activity. This class will offer skill
development in locomotor skills, coordination and all around physical
activity. Gymnastic skills will include tumbling, balance beam, bars, and
trampoline. The class will provide a structure environment with routines
where toddlers begin to accomplish their own goals.
Tumblin Raisin
3 Y2 to 5 years
Toddlers will be introduced to gymnastics. They will participate in
specialized activities that encourage strength, flexibility, and individual
improvement with a social, playful and creative environment.
See schedule on reverse side.
Kmin er Gym
Lodi Parks & Recreation Department
125 N Stockton Street
Lodi, CA 95240
333-6742
Winter Session
Dates No Class
One
September 2 -October 4
Two
October 7- November 15 Week of October 31
Three
January 6- February 7
Monday
Class
Age
9:30-10:20
Tumblin Raisin
3 '/2 to 5
10:30-11:20
Tumblin Vines
1 '/2 to 2
11:30-12:20
Tumblin Grapes
2 to 3 '/2
1:00-1:50
Tumblin Raisin
3 '/2 to 5
2:00-2:50
Tumblin Vines
1 '/2to 2
Tuesday
Class
Age
9:30-10:20
Tumblin Vine
1 '/2 to 2
10:30-11:20
Tumblin Grapes
2 to 3 '/2
11:30-12:20
Tumblin Raisin
3 '/2 to 5
1:00-1:50
Tumblin Vine
1 '/2 to 2
2:00-2:50
Tumblin Grapes
2 to 3 '/2
Wednesday
Class
Age
9:30-10:20
Tumblin Grape
2 to 3 '/2
10:30-11:20
Tumblin Vines
1 V2 to 2
11:30-12:20
Tumblin Grapes
2 to 3 '/2
1:00-1:50
Tumblin Vine
1 '/2 to 2
2:00-2:50
Tumblin Raisin
31/2 to 5
Thursday
Class
Age
9:30-10:20
Tumblin Vine
1 '/2 to 2
10:30-11:20
Tumblin Grapes
2 to 3 '/2
11:30-12:20
Tumblin Raisin
3 '/2 to 5
1:00-1:50
Tumblin Vine
1 '/2 to 2
2:00-2:50
Tumblin Grapes
2 to 3 '/2
Friday
Class
Age
9:30-10:20
Tumblin Raisin
3 '/2 to 5
10:30-11:20
Tumblin Vines
1 '/2 to 2
11:30-12:20
Tumblin Grapes
2 to 3 '/2
1:00-1:50
Tumblin Raisin
31/2 to 5
2:00-2:50
Tumblin Vines
1 V2 to 2
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Youth Sports
REQUEST TITLE: Armory Building Site Supervisor
REQUEST SUMMARY
To supervise and operate the Armory Building.
PRIMARY OBJECTIVE
To provide a safe atmosphere, with adequate supervision, for the community and staff at the Armory Building.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
In April the city will start renovations on the Armory Building. This will therefore, create an indoor gym, which will require the
presence of a site supervisor.
It is anticipated that activities such as open gym and new programs will generate revenues as yet undermined.
Hours of operation are to be determined and are anticipated to include early morning and afternoon open gym times and evening
hours as needed for structured programs. This request is based upon an anticipated need for a part time supervisor for 30 hours
per week at $7.50 per hour for non -structured activity.
An estimated hours of operation may include:
Monday -Friday: 6:00am to 9:00am
11:30am to 1:30pm
5:00pm to 9:00pm
Saturday: 7:00am to noon
Loopm to 9:00pm
Sunday:
ALTERNATIVES
Open Gym
Open Gym
Structured Programs or Rentals
Open Gym or Structured Programs
Structured Programs or Rentals
Rentals as needed.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
$12,000
Supplies, Materials, Services
$4,000
Minor Equipment
Total
$16,000
Savings
Net Cost
1 1 $16,000
36
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Aquatics
REQUEST TITLE: Personnel
REQUEST SUMMARY
Increase the aquatic personnel budget in order to hire one part time Lifeguard due to the extension created by the Lodi Lake
Trail Project and for expanded programming.
PRIMARY OBJECTIVE
To supplement the aquatic personnel budget to provide for expanded programming and facility usage and safety.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Additional aquatic programming has been added such as Wading Tales (story time at Lodi Lake), Lifeguard Training, Jr.
Lifeguard camp, dances on the beach, family night, community water safety, summer water polo, water aerobics, private swim
lessons, mommy and me swim classes, and tot water classes.
All programs offered for the community are to encourage water safety and to educate the public on how to safely participate in
aquatic activities, and recognize and prevent aquatic emergencies. These programs have been successful in the current fiscal
year. Aquatic revenues have increased just over $10,000 from last year's levels and are anticipated to offset the requested
expenditure increase.
Also, in November/December of 2001 the city constructed phase one of Lodi Lake Trail Project. This has resulted in a larger
swim area, requiring the presence of an additional lifeguard.
ALTERNATIVES
Staff the beach with current levels, which does not meet the American Red Cross Standards for lifeguard coverage
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
$13,900
Supplies, Materials, Services
Minor Equipment
Total
$13,900
Savings
Additional Revenue
<$13,900>
Net Cost
$0
17
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Adult Sports
REQUEST TITLE: General Supplies: softballs
REQUEST SUMMARY
To supply funding such that game balls can be supplied by the City for all adult games.
PRIMARY OBJECTIVE
To provide equal sports equipment for all teams in all games.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The teams currently in the adult sports softball program have requested that the City return to the policy of providing game
balls for adult league play. Teams have been providing game balls during the last few years, and are generally displeased
with this practice. By having the City provide game balls, it enables all participants to play with equal equipment, and
provides better customer service to the players and teams. This request is offset with a request for a fee increase of $40 per
team, which will equal the proposed expense.
1
ALTERNATIVES
Teams may continue to purchase balls from various sources, which is the current practice.
COST SUMMARY 2000-01 2002-03
Additional Costs
Staffing
Supplies, Materials, Services $3,600
Minor Equipment
Total
-Savings
Additional Revenue <$3,600 >
Net Cost !so
19
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Parks and Recreation
REQUEST TITLE: Tabloid
REQUEST SUMMARY
To supply funding for new format of the Parks and Recreation Tabloid. The increase allocation will be for design, printing and
distribution of the Tabloid.
PRIMARY OBJECTIVE
To provide for the community a publication that advertises community events and activities within.
SUMV ARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Parks and Recreation Department desires to change and improve the tabloid format. The increase in funding will allow the
Department to have a professionally printed brochure and to target our populations with mailings. Our current format is to use
newsprint and distributed with the local newspaper. Our current allocation for 3 tabloids per year is $8,000.
ALTERNATIVES
Continue to provide the Department tabloid in its current format.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services (food, supplies)
Minor Equipment
Total $14,000
Savings
Net Cost $14,000
,n
x11-2003 Financial Plan and Budget
(GN97CANT EXPENDITURE REQUEST AND STAFFING CHANGE
.CTTVTTY: Library
-QUEST TITLE: Open the Library for Service on Sundays for 4 Hours
tEQUEST SUND4ARY:
:Ix -tend the library's hours of service to include 1-5 PM on Sunday. Provide full library services including
Professional reference services,
t) Circulation services and
3) Internet access
PRIMARY 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
SUMIYIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
Currently the library is open 60 hours per week. Area school libraries, academic libraries, and county public libraries
are closet 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 hoars. 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
Stafiina
49,628 -
Supplies, Materials, Services
12,000
Minor Equipment
Total
61,628
Savings
Net Cost
61,62E
NOTE: The tentatively approved recommendation was for $30,000 in 2002-03
since -it would take time to get this program up and running.
01-2003 Financial Plan and Budget
GNMCAN'T EXPENDITURE REQUEST AND STAFFING CHANGE
CTTVITY: Library
EQUEST TTTLE: Part-time Reference Librarian
EQUEST SUMMARY:
ire one part-time professional librarian to provide information services during peal: times
veekday afternoons, and weekends)
'R -UI LA,RY OBJECTIVE:
Increase customers' access to information by providing a professional librarian to assist in finding information throughout the
library's various collections.
?) To increase the customer's satisfaction with library services
3) Position the library with additional staffing to accommodate extending the library's hours of service
4) Provide the opportunity for professional staff to extend library services through outreach to the community.
SU,lI�1LARY OF FACTORS DRTVLNG THE REQUEST FOR CHANGE
The library has increased its collection and varied its information formats in recent years. The reference staff has increased its
involvement in outreach activities with community groups. The introduction of the Internet as a reference tool has increased the
staff's ability to answer more complicated reference queries. Although the introduction of the Intemet in homes has deceased the
numbers of customers questions, the level of complexity and the amount of staff time required to provide an accurate answer has
increased. In addition, the introduction of Internet stations for the public access has greatly impacted the reference desk activities.
During peak times especially after school, the volume of reference help required by the public increases. On weekends no
reference service is available when the full time reference librarian is at lunch.
ALTEIUNATWES Continue current staffing levels with no reference desk coverage during lunches and vacations, Linable to
increase library service hours or conununity outreach activities.
COST SUMLIARY
2001-2002 2042-2003
Additional Costs
Staffing
20,66$
Supplies, Materials, Services -
Minor Equipment
Total
20,665-
0,665Savings
Savings
Net Cost
20,665
A /
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Library Administration
REQUEST TITLE: Full-time clerical assistance for library administration
REQUEST SUMMARY: Provide administrative clerical assistance to library administration on a full time
basis.
PRIMARY OBJECTIVE: To continue to provide clerical assistance to library administration in producing
documents, minutes, etc. in a timely manner.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
In August 2000, library administration hired a part-time administration clerk to assist the Library
Services Director with numerous clerical functions. Initially the incumbent was assigned 25 hours per
week. In August 2001, the need to increase the hours became apparent and a contract was signed to give
the employee full-time status. To permanently establish sufficient clerical assistance for the library
service director, library administration is requesting the conversion of the current contract employee to a
full time regular position at the Administrative Clerk level.
ALTERNATIVES: Continue to employee clerical assistance for library administration on a contract basis.
COST SUMMARY 20002-03
Additional Costs 0
Supplies, Materials, Services
Minor Equipment
Total
Net Cost 0
2002-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Library
REQUEST TITLE: Prorated Benefits for Permanent Part-time Library Employees
REQUEST SUMMARY:
Provide prorated benefits for library positions that are currently part-time, but regular. The benefits provided would include PERS
medical for the individual employee, and prorated dental and vision insurance, plus prorated vacation, sick and holiday leave other
benefits as appropriate.
PRIMARY OBJECTIVE:
1) To create a stable, well-trained staff of part-time Library Aids for the library's circulation services by decreasing the turnover
rate.
2) Maintain scheduling flexibility by retaining some pool part-time hours without benefits.
3) Increase remaining hours available for substitute library aids by 8 hours per week.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE:
Library clerical positions require extensive training for the staff member to become proficient in performing duties. In past
years the library has had employees working for the library for more than ten years in positions labeled part-time temporary. The
positions are indeed part-time, but are not temporary in nature. In recent years the library has experienced significant tum over in
these part-time slots, because staffers are seeking full time employment—largely to obtain medical benefits. This budget request
provides for exchanging 80 hours per week in a pool of 132 hours for the Library Aid position to create four (4) half-time (PT)
regular positions. The current allotment of 132 hours includes 12 hours for circulation staffing on Sunday. To allow for the need
to provide more assistance on Sunday, the budgeted hours would increase to 140 per week.
ALTERNATIVES:
Continue to supplement staffing at the circulation desk with our crew of part-time temporary Library Aids.
COST SUMMARY 2002-03
Additional Costs
Staffing $21,400
Supplies, Materials, Services
Minor Equipment
Total $21,400
Savings
Net Cost 521,400
Al
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Lodi Arts Commission
REQUEST TITLE: Hire Full Time Arts Program Assistant
REQUEST SUMMARY Create a full time Arts Program Assistant position to replace the current part-time position to
handle the additional load of classes and productions managed by the Arts Commission.
PRIMARY OBJECTIVE
1. Expand the arts specialty classes that the Arts Commission offers to the public.
2. Increase efficiency of programs offered.
3. Insure continued recruitment of instructors for areas that are not yet served in the arts.
4. Expand the outreach to the educational system for programs and productions offered to the school district and after school
programs.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Lodi Arts Commission continues to expand the number of classes offered to the community. The arts commission has
made a commitment to the community to assist in expanding the arts in Lodi, through its onn productions and to ensure that
arts education continues for the youth of our community.
The proposed plan to move a part time position to full time mould create the consistency and customer service for our
continued growth in our arts education component. Our current use of part-time staff and interns to manage the marketing or
the arts for our programs, creation of new classes, and productions offered for the school district and after school programs is
inconsistent.
Please see attached document showing growth of classes over last two years.
ALTERNATIVES
Continue using all part-time staff to operate programs at current level.
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
$36,42 0
Supplies, Materials, Services
Minor Equipment
Total
$36,420
Savings
Part-time Costs
(11,580
Net Cost
$24,8A10
Lodi Arts Commission
Arts Specialty Classes
End of Fiscal Year 1999-2000
Budget Report
Total Gross Revenue: $32,493.00
Total Disbursements: $24,009.59
Total Net Revenue: $8,483.41
Monthly Average Gross Revenue: $2,707.75
Monthly Average Disbursements: $2000.80
Monthly Average Net Revenue: $706.95
Total Students Served: 1120
Monthly Average Students Served: 93
AC
Lodi Arts Commission
Arts Specialty Classes
Monthly Budget Report
1999-2000
Fiscal Year Class 1 Instructor Earnings
Revenue Expenses Students
class receipts Instructors fees
Baby Loves Beethoven
$360.00
$252.00
12
Ballet & Jazz
$9,972.50
$7,524.38
327
Ballroom Dance
$1,170.00
$819.00
26
Belly Dance
$5,110.50
$3,577.00
229
Boys and Girls Club Art Class
$450.00
Children's Art
$4,255.00
$3,041.31
155
Computer Tots
$324.00
$259.20
9
Cooking For Kids
$245.00
$192.50
7
Crafts For Kids
$150.00
$135.00
3
Culinary- Cheese
$510.00
$357.00
17
Culinary- Pasta
$700.00
$490.00
20
Culinary- Olive Oil
$240.00
$168.00
8
Drawing & Caricature
$1,215.00
$745.50
33
Floral Bouquets
$186.00
$130.20
6
Italian
$1,200.00
$840.00
15
Mostly Manners
$1,100.00
$1,000.00
10
Modeling
$700.00
$490.00
14
Scrapbook & Fun with Photos
$180.00
$126.00
8
Tap Dance
$4,665.00
$3,265.50
215
Writing Your Memoirs
$210.00
$147.00
6
Total Revenue / Expenses:
$32,493.00
$24,009.59
1120
2000-2001 Gross Deposits:
$32,493.00
2000-2001 Expenses
$24,009.59
2000-2001 Net Earnings:
$8,483.41
A<
Lodi Arts Commission
Year to Date Budget Report
1999-2000
Fiscal Year Individual Arts Specialty Classes Earnings
Patrons
Class
Class
Served
Name
Revenue
48
Baby Loves Beethoven
Arts Classroom
$360.00
1308
Ballet
Thomas Theatre
$9,972.50
104
Ballroom Dance
Kirst Hall
$1,170.00
916
Belly Dance
Thomas Theatre
$5,110.50
Boys and Girls Club Art Class
Off site
$0.00
84
Cartooning
Arts Classroom
$795.00
36
Children's Art- Color Pencils
Arts Classroom
$225.00
268
Children's Art- Watercolor
Arts Classroom
$1,730.00
180
Children's Art- Oil Pastels
Arts Classroom
$1,280.00
136
Children's Art- Mixed Media
Arts Classroom
$1,020.00
36
Computer Tots
Arts Classroom
$324.00
7
Cooking For Kids
Crete Hall
$245.00
12
Crafts For Kids
Arts Classroom
$150.00
48
Creative Drawing
Arts Classroom
$420.00
17
Culinary- Cheese
Crete Hall
$510.00
8
Culinary- Olive Oil
Crete Hall
$240.00
20
Culinary- Pasta
Crete Hall
$700.00
6
Floral Bouquets
Arts Classroom
$186.00
60
Italian
Arts Classroom
$1,200.00
56
Modeling
Thomas Theatre
$700.00
40
Mostly Manners
Offsite
$1,100.00
17
Scrapbook- Fun with Pictures
Arts Classroom
$180.00
656
Tap Dance
Thomas Theatre
$3,425.00
204
Tiny Tot Tap
Thomas Theatre
$1,240.00
24
Writing Your Memoirs
Arts Classroom
$210.00
4291
Patrons used facilities
Total Gross Revenue
$32,493.00
Lodi Arts Commission
Arts Specialty Classes
End of Fiscal Year 2000-2001
Budget Report
Total Gross Revenue: $47,565.69
Total Disbursements: $34,816.87
Total Net Revenue: $12,748.82
Monthly Average Gross: $3,963.81
Monthly Average Disbursements: $2,901.41
Monthly Average Net: $1,062.40
Total Students Served: 1527
Monthly Average Students Served: 127.25
Lodi Arts Commission
Arts Specialty Classes
Monthly Budget Report
2000-2001
Fiscal Year Class ! Instructor Earnings
Total Revenue / Expenses: $47,565.69 $34,816.87 1527
2000-2001 Gross Deposits: $47,565.69
2000-2001 Expenses $34,816.87
2000-2001 Net Earnings: $12,748.82
Revenue
class receipts
Expenses
Instructors fees
Students
Art of Basketball
$352.69
$246.88
15
Baby Loves Beethoven
$210.00
$147.00
7
Ballet & Jazz
$11,040.00
$7,756.95
372
Ballroom Dance
$4,777.00
$3,343.90
338
Belly Dance
$4,681.00
$3,276.70
188
Cake Decorating
$900.00
$630.00
30
Children's Art
$3,341.25
$2,338.88
103
Cartooning & Caricature
$320.00
$224.00
8
Folk Dance
$200.00
$140.00
8
Gourd Painting
$120.00
$84.00
3
Guitar
$1,200.00
$840.00
24
Modeling
$1,100.00
$770.00
22
Musical Theatre & Ensemble
$1,435.00
$1,076.25
18
Natural Way to Draw
$280.00
$196.00
7
Night in Italy
$4,160.00
$4,160.00
64
Piano
$2,500.00
$1,750.00
28
Scrapbook & Fun with Photos
$45.00
$31.50
3
Singing Rhythmics & Linguistics
$120.00
$84.00
6
Tap Dance
$3,545.00
$2,481.50
150
Toddler Art
$825.00
$577.50
55
Violin
$3,443.75
$2,582.81
52
Voice and Singing
$2,970.00
$2,079.00
26
Total Revenue / Expenses: $47,565.69 $34,816.87 1527
2000-2001 Gross Deposits: $47,565.69
2000-2001 Expenses $34,816.87
2000-2001 Net Earnings: $12,748.82
Lodi Arts Commission
Year to Date Budget Report
2000-2001
Fiscal Year Individual Arts Specialty Classes Earnings
Patrons Class Class
Served Name Revenue
120
1111 Beg. Ballet
Thomas Theatre
$955.00
218
1112 Ballet I
Thomas Theatre
$1,893.50
32
1113 Ballet II
Thomas Theatre
$131.00
274
1114 Beg. Ballet
Thomas Theatre
$2,157.00
254
1115 Beg. Ballet
Thomas Theatre
$1,850.00
214
1116 Ballet I & II
Thomas Theatre
$1,883.50
98
1117 Beg. Ballet
Thomas Theatre
$735.00
230
1121 Tiny Tot Tap
Thomas Theatre
$1,475.00
166
1131 Jazz Dance
Thomas Theatre
$1,435.00
28
1211 Watercolor
Arts Classroom
$210.00
96
1212 Oil Pastels
Arts Classroom
$760.00
287
1213 Mixed Art
Arts Classroom
$2,371.25
32
1221 Cartooning and Caricature
Arts Classroom
$320.00
28
1222 The Natural Way to Draw
Arts Classroom
$280.00
220
1231 Toddler Art
Arts Classroom
$825.00
70
1311 Modeling
Thomas Theatre
$1,100.00
45
1341 Art of Basketball
Courts
$352.69
3
1351 Scrapbook / Fun with Photos
Arts Classroom
$45.00
28
1411 Baby Loves Beethoven
Arts Classroom
$210.00
98
1421 Piano
Practice Room #1
$2,500.00
139
1431 Beg. Violin
Performing Arts Theatre
$2,258.75
63
1432 Adv. Violin
Performing Arts Theatre
$1,185.00
24
1441 Singing Rhythmics
Arts Classroom
$120.00
97
1451 Voice and Singing
Practice Room #1
$2,970.00
96
1461 Beg. Guitar
Pisano Room
$1,200.00
0
1471 Musical Theatre Classes
Thomas Theatre
$0.00
4
1472 Musical Theatre Classes
Thomas Theatre
$65.00
4
1473 Musical Theatre Classes
Thomas Theatre
$65.00
12
1474 Musical Theatre Classes
Thomas Theatre
$195.00
13
1475 Musical Theatre Classes
Thomas Theatre
$210.00
0
1476 Musical Ensemble
Performing Arts Theatre
$0.00
20
1477 Musical Ensemble
Performing Arts Theatre
$500.00
16
1478 Musical Ensemble
Performing Arts Theatre
$400.00
834
2111 Beg. Ballroom
Kirst Hall
$3,247.00
276
2112 Inter. Ballroom
Kirst Hall
$1,080.00
120
2113 Adv. Ballroom
Kirst Hall
$450.00
118
2121 Beg. Tap
Thomas Theatre
$790.00
240
2122 Adv. Tap
Thomas Theatre
$1,280.00
230
2131 Beg. Bellydance
Thomas Theatre
$1,743.00
218
2132 Int. Bellydance
Thomas Theatre
$1,268.00
304
2133 Adv. Bellydance
Thomas Theatre
$1,670.00
32
2141 Folk Dance
Kirst Hall
$200.00
3 *
2221 Gourd Painting
Arts Classroom
$120.00
64
2511 A Night in Italy
Off Campus
$4,160.00
120
2551 Cake Decorating
Arts Classroom
$900.00
5588 Patrons used facilities Total Gross Revenue $47,565.69
002- 03 Financial Plan and Budget
IGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
100206.8099
►CTIVITY: Community Promotions
LEQUEST TITLE: Special Payments
MQUEST SUMMARY Allocate an additional $3000 to cover the increased cost of the aerial fireworks show at the July 4te
)ooh Ahhh Festival, sponsored by the Lodi Tokay Rotary Club.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The City of Lodi has sponsored the aerial fireworks show at the Lodi Tokay Rotary Club's Fourth of July event at Lodi Lake
at a $15,000 level for several years. A request has been submitted by the Club to increase the allocation to $18,000, fully
covering the cost of an extended show.
ALTERNATIVES
Continue to sponsor the show at the $15,000 level.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
Special Payments $3000
Total $3000
Savings
Net Cost $3000
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Community Promotion
REQUEST TITLE: Community Promotion Partnership Funding
REQUEST SUMMARY Reduce by 10% the current funding levels for the following Community Promotion
Partnerships:
Lodi Conference and Visitors Bureau
Chamber of Commerce
Downtown Lodi Business Partnership
PRIMARY OBJECTIVE
1. To encourage independent functioning of the programs.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The City has been funding the Conference & Visitors Bureau ($130,000), Chamber ($25,000) and Downtown
Partnership ($47,000) in order to support efforts to draw and retain business to Lodi. In the past several years the
City has been requested by the organizations to increase their level of funding in order to continue their programs.
The attached survey indicates the City of Lodi funds these types of organizations at a higher level than other most
other Cities. The recommendation is to reduce the current funding levels by 10% to encourage these organizations to
function independently of City funding.
ALTERNATIVES
To continue to look at the funding levels each year.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing (20,200
Supplies, Materials, Services
Minor Equipment
Total
-Savings
Net Cost 20,200
avis
0
$30,000 (to BIA through
$40,000
$70,000
irrently assessing
Redevelopment Agency,
ed for continued
Finance Dept collects fees but
ndin)
may start charging for service)
alt
0
0
0
0
odi
$25,000
$47,000
$130,000
$217,000
(additional 15,000 this year
for fee collection
lanteca
20% of amount
0
0
$61,000
generated by TOT
$61,000 earmarked
for Visitors Bureau
lodesto
$212,000 to BID
$252,350
$464,350
'Ionterey
0
0
$328,000 for marketing
$544,000
$85,000 for managing
conference center
$14,000 supplies
$117,000 contract to
run center
lapa
0
$66 (+ additional contracts
$275,000
$341,000
forspecial events)
toseville
$30,000 for
$2500 to Neighborhood
$11,500
$44,000
promotion of City
Association
;an Luis Obispo
$117,600 (Chamber &
50% of Business
$66,000
$264,666
Promotional activities)
License Fees (Farmers
market, events) $147,000
Stockton
Tracy
' no direct support, a
few (5)
memberships
@$220 each
' pay fee based on City 1$355,823 '$355,823 '
property value in (booking and marketing for
assessment district conference center: 41K
marketing commission: 30K
$52,000 ($15,000 to 0
Economic Development,
$11,000 to Workforce
Development, 9.5 to
Community Info, 16K to
n
$52,000
Woodland $3000 $25,000 (Funds part-time 0 $28,000
Downtown Coordinator
position: for promotion and
marketing of Downtown;
funded by development
agreement with Wal-Mart for
3-4 years, hope to continue
with agreement with Home
Depot)
c02
2001-03 Financial Plan and Budget
SIGN-MCAIN T EXPENDITURE REQUEST AND STAFFUN G CHANGE
ACTMTY: Engineering
REQUEST TITLE: Civil Engineer
REQUEST SUNhNLkRY
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 ma'inta'in traffic operations services.
PRENLARY OBJECTIVE
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.
SUMNL,kRY Or FACTORS DRIVLNG THE REQUEST FOR CHA\GE
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 starting 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 engineeriing design to fill a retirement
vacancy.
ALTERNL ATrVES
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 $39,000 per
year.
3. Delay review of development applications and defer traffic operations enhancements.
COST SUNINIARY
2001-02 2002-03
Additional Costs
Staffing
6S,000
Supplies, Materials, Services
3,000
Ntinor Equipment
Total
71,000
Savings
22,000
Net Cost
49,000
54
2001- 03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Engineering
REQUEST TITLE: Contract Plan Check Services
REQUEST SUMMARY
Continue current professional services contract with Harris & Associates to provide plan check services for public improvement
plans for residential subdivisions.
PRIMARY OBJECTIVE
Provide timely plan check services for developers of residential subdivisions without hiring permanent staff.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The volume of development projects (commercial, industrial and residential) requiring improvement plan review has remained at
a high level for the past 3 to 4 years and we anticipate that trend will continue for the foreseeable future. In addition, project
sites are approaching the General Plan boundaries and the infrastructure design is becoming increasing complex. This translates
into more and more staff time required for project review, in both the project design and plan review phases. As an example,
we are currently working with the developers and engineers on the two shopping center sites at the intersection of Kettleman
Lane and Lower Sacramento Road. We anticipate that these two projects alone will require significant amounts of staff time
over the next year. Current policy dictates that commercial and industrial projects take precedence over residential projects with
regard to staff time. The Department and Development Services staff is committed to providing timely plan check services to
accommodate all developers and promote economic growth. There are currently several residential subdivision projects that
have approved tentative maps, but have not yet submitted public improvement plans. The recent Development Impact
Mitigation Fee Update mandates that these projects have their final maps approved by Council prior to January 2003 if they are
to remain under the old impact fee schedule. We anticipate that all of the residential projects not currently subject to the new
impact fees will be submitted for plan check within the next few months.
The cost of these services is funded by engineering plan check fees paid by the developers.
ALTERNATIVES
Add one full-time engineering technician or engineer. The new employee would need to be experienced in public
improvement design and plan check standards.
Lower expectations for plan review turnaround time. Staff currently sets a target date of 30 days for completing the review
of a first plan check submittal.
COST SUMMARY
2001-02 2002-03
Additional Costs
$ 50,000
Staffing
Supplies, Materials, Services
Minor Equipment
Total
$ 50,000
$ 50,000
-Savings
Net Cost
$ -0-
c:
002-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
l,CTIVTTY: ENGINEERING
; EQUEST TITLE: REDESIGN MAPGUIDE SITE AND UPGRADE SOFTWARE
2EQUEST SUNILi lARY
execute a professional services agreement to assist staff in the redesign of the Mapguide website and purchase the software
ipgrade to complement these efforts.
PRIMIARY OBJECTIVE
Redesign the Mapguide website to provide quicker access, improved visual appeal, and increased functionality of the website.
Enhance the security features of the website and increase the usage by other staff members.
SUNIVIi ARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
In response to our meeting with the City Manager at the annual Division meeting on February 5, 2002, we are requesting the
purchase of a software upgrade and professional services to assist staff in the redesign of the Mapguide site. The Mapguide site
has evolved and transformed over time and several versions of the Mapguide software. It is necessary to redesign the site
concurrent with the software upgrade to elevate the future functionality of the site. Benefits to the City's maintenance program
can be achieved once this work is complete with the first project an update of the Water System Database coupled with a Valve
Maintenance program.
ALTERNATIVES
Delay the upgrade and redesign for a third year.
COST SUMMARY
2001-2002 2002-2003
Additional Costs
Staffing
Supplies, Materials, Services
$19,500
Minor Equipment
Total
$19,500
Savings
Net Cost
$19,500
Si
002- 03 Financial Plan and Budget
,IGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
100205.7323
ACTIVITY: General Support
tEQUEST TITLE: Professional Services
tEQUEST SUMMARY Allocate $1,500 to fund the annual financial audit of the Lodi Boys and Girls Club.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The City of Lodi has significant resources invested in support of the Lodi Boys and Girls Club. It is in the best interest of the
City to commit resources to support the management of those investments.
ALTERNATIVES
COST SUMMARY
2001-02 2002-03
Additional Costs
Staffing
Supplies, Materials, Services
$1,500
Special Payments
Total
$1,500
Savings
Net Cost
$1,500
c'7
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Administration, Information Systems Division
REQUEST TITLE: Network Technician
REQUEST SUMMARY
Staff increase of one full-time authorized Network Technician
PRIMARY OBJECTIVE
To provide necessary staffing level to support critical systems in the Police
Department and elsewhere in the City
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
System size: The City has more than 300 PC workstations, 20 servers, several
local area networks connected to a wide area network, 22 mobile data computers,
several mission critical systems, and many other electronic devices being
supported by three people, one of whom is a police corporal. The City's systems
are too large and too complex to be adequately supported by existing staff.
Backup: There is currently a lack of adequate support to properly ensure
ongoing functionality of critical systems now operating in the Police
Department. The potential exists for a system failure to occur with no
qualified backup person to respond. There is not currently sufficient support
staff to allow for vacations, time off, and necessary training without leaving
these critical systems uncovered. The Police corporal is solely responsible and
trained to provide the necessary 24 hours, 7 days a week support. The new
position would be dedicated primarily to the Police Department and would train
with the corporal.
The Police Department has access to grant funds to offset costs for the first
year of the position. The General Fund would assume the remaining costs in the
following years.
ALTERNATIVES
1. Continue under current staffing levels and continue the risk of outages
2. Reduce support requirements by reducing City's technology
COST SUMMARY
2002-03
Additional Costs
Staffing
66,070
Supplies, Materials, Services
3,000
Minor Equipment
Total
Savings - grants
(69,0705
Net Cost
0
59
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 list 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
59
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 / 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)
60 v
• 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/seaVmatting/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 33,185
Elimination of part time staff (100101) -5,000
Elimination of part time staff (100102) -2,205.
Total Cost: $ 25,9'$0
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.)
61
2001-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: City Clerk's Office
REQUEST TITLE: Fortis Software Upgrade/Support Contract
Project Description:
Purchase Fortis Imaging System Support Renewal from Westbrook
Technologies, Inc.
Project Objectives:
Upgrade/support contracts assure technical support in a timely manner and a
product compatible with the other products it integrates with. Support contracts
provide peace of mind and ensure that the EDM system runs at optimum
performance. They also enable the product manufacturer and the VAR to keep
qualified technical people on staff.
When manufacturers of products that work with Fortis, upgrade those products,
very often Fortis must integrate those revisions into the Fortis product and issue
upgrades to users. For example, Windows 2000 contains some printer driver
changes that are required for certain scanners to continue functioning with Fortis.
These pass -on upgrades occur two or three times a year. In that Fortis can view
and manage hundreds of file formats, e.g. Word, WordPerfect, Excel, Lotus,
AutoCAD, etc., whenever any of those products have been upgraded, it is often
necessary for a Fortis upgrade if the customer plans to launch those programs.
Other upgrade features are product enhancements, some of which are required
to run new modules. For example, the latest version of Fortis is required if a
customer wants to add Fortis'workflow product, Info.
Customers that rarely use technical telephone support are actually saying that
the product has no bugs and is easy to use. Good engineering produced this
outcome, and income from Upgrade/Support agreements help maintain this high
level of quality.
If the City wants to add a Fortis module, like COLD or workflow, or add
databases (departments) or more seats, or even refresher training, the
Upgrade/Support contract must be current.
F?
Existing Situation:
The City is currently covered under a support agreement with Westbrook
Technologies, Inc. through June 30, 2001.
Schedule and Project Costs:
Breakdown of cost for annual Fortis support:
Fortis SQL Server $3800
Fortis Scan Station 180
Fortis Edit Station 125
Fortis View Stations (8) 720
Fortis PowerWeb 2600
Total Per Year $7425
Fortis Imaging System Support Renewal:
Period of July 1, 2001 — June 30, 2002 $7,425
Period of July 1, 2002 — June 30, 2003 $7,425
Total = $14,850
Budget year: 2001-02 Budget year: 2002-03
Account: 100101.7323 Account: 100101.7323
Amount: $7,425 Amount: $7,425
63
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: City Clerk
REQUEST TITLE: Tuition Reimbursement
REQUEST SUMMARY
Anticipated tuition reimbursement.
PRIMARY OBJECTIVE
To adequately fund account 100101-7366 for anticipated tuition reimbursement expenses in
accordance with the City's Tuition Reimbursement Policy.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
City Clerk Blackston is enrolled in The University of San Francisco Bachelor of Public
Administration program, and will be attending courses through February 2003.
COST SUMMARY:
Tuition Reimbursement 2002-03 -- $1704.00
Books — $296.00
ALTERNATIVES
N/A
Total = $2000.00 (100101-7366)
64
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: City Clerk
REQUEST TITLE: The United States Conference of Mayors Membership Dues
REQUEST SUMMARY
Mayor's Annual Membership Dues to the United States Conference of Mayors.
PRIMARY OBJECTIVE
To renew membership in The United States Conference of Mayors.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
Prior to 2001, The United States Conference of Mayors annual membership dues were paid from
an Administration Account. Subsequently, it was deemed more appropriate for this expenditure to
be deducted from City Council Account 100103-7309.
COST SUMMARY:
The United States Conference of Mayors —Annual Membership Dues
(payable December 2002) — $3,250.00
ALTERNATIVES
N/A
65
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Risk Management
REQUEST TITLE: Body Mechanics Training
REQUEST SMNIMARY: 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 lover unit costs of training sessions provided by the City by reducing travel and business
expenditures associated with training.
SUtI.IMARY 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 S18,000, 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.
66
COST SUMMARY:
2001-02 2002-03
Additional Costs:
Supplies, Materials, & Services: 59,000 59,000
Total: 59,000 59,000
INNIPLEINIENTATION:
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.
NOTE: The tentatively approved recommendation was to fund
$4,500 each year..
67
01-2003 Financial Plan and Budget
GNIFICANT EXPENDITURE REQUEST AND STAFFIi IG CHANGE
MIVM: Accounting Services
EQUEST TPTLE: Convert one (1) Part-time Accounting Clerk to Full-time authorized position
EQUEST SUMMARY
onvert one Part-time Accounting Clerk to handle the increased workload in Payroll and Accounts Payable. Currently, Payroll
being processed by one Payroll Technician and half time of one Accounting Clerk. Since the JDE system was put in place,
•ocesses have either changed or additional edits are put in place to maintain accuracy and reliable internal control. The work is
)ubled and it cannot be handled with the same level of staff. The same is true with the Accounts Payable desks, since the
nplementation of the Purchasing and Inventory modules and converting into a voucher system, Accounts Payable processing is
Inger than we used to. Overtime is constant and the staffs are burnt-out.
RLMARY OBJECTIVE
To reduce overtime and to promote efficiency, accuracy and reduce staff stress and burn -out.
To have additional staff to handle the requirements of GASB 34 to input all capital assets into the system and to do
depreciation.
;UNL 1ARY OF FACTORS DRIVING THE REQUEST FOR CHa.NGE
.he 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
;rent, 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
hem 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 run 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.
*Net of 12, 000 in Overtime and Part-time
NOTE: The tentatively approved recommendation was to fund this in 2nd year.
68
)01-2003 Financial Plan and Budget
IGNTFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
.CTPMY:
XQUEST TITLE:
tEQUEST SUNMIARY
additional CSR I staff member each budget year
?RI1fARY OBJECTIVE
fo better service and implement special incentives, services, programs and centralized telephone pool for current and
)otential City of Lodi utility customers.
41low for a process action team 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.
SMNITMARY OF FACTORS DRIVING THE RF -QUEST 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 deregulation.
ALTERNATIVES
Reduce current and proposed levels of customer service
Reduce training and growth of employees
COST SUINIMARY
2001-2002
2002-2003
Additional Costs
Staffing 7101)
537700.00
537700.00
Materials, Services 7359
2000.00
2000.00
-Supplies,
Minor Equipment 1,7359
200.00
200.00
Total
Savines
7103 contract employee)
(37700.00)
(37700.00)
Vet Cost
NOTE: The tentatively approved recommendation was to fund in second year.
69
1-03 Financial Plan and Budget
:MEICANT EXPENDrMRE REQUEST AND STAFFING CHANGE
-TI=: Accounting Services
;QUEST TITLE- Hire Accountant I
;QUEST SUNRYIA-RY
re one Accountant I to handle the increased workload created by the demands of increased Federal/ State grants . The
ditional work due to the additional requirements of the Environmental Abatement Program (PCE/TCE-16M COPs), the
:ctric Utility Improvement Bonds (43M COPs), the additional work because of the Redevelopment Agency and the additional
auirements of GASB 34. These have a major impact in the workload, responsibility, required expertise and level of effort on
Accounting Staff. In addition, this new person will assist in the transition to the Phase IV of the ME implementation of the
)B Cost, Fixed Asset and Contract Management modules.
RD- LAP.Y OI3.iECTIVE
Ensure compliance with all State. Federal, local grants, redevelopment agency and debt service requirements.
Ensure that the City has adequate, experienced staffing necessary to develop, implement and mange the above requirements.
Ensure the accurate and timely filing of required reports and grant reimbursement requests.
Ensure compliance to the GASB 34 requirements.
To prevent staff bum -out and to achieve a higher level of efficiency.
>UNCNI.ARY OF FACTORS DRIVING THE REQUEST FOR CH-ANGE
1ASB 34 is expected to restructure much of the information local governments have reported in the past. Information
raditionally limited to enterprise infrastructure, now includes new financial reporting requirements involving all capital assets —
ncluding infrastructure assets like, roads, bridges, tunnels, drainage systems and lighting systems. It also requires reporting of
depreciation expenses. GASB 34 also requires reformauing 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 • C'i!.c has a1so hecnmc more. actircly involve rd tsith the uze of whcr alternative funding source-, 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 G
Accountant I, one Accountant I1 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 reporting requirements to die State Controller's office. GASB 34 is here to stay and the impact to currera
staff is inevitable. Contracting this out is not an option unless the whole financial statements will be contracted out.
70
)1-03 Financial Plan and Budget
GNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
MVITY: Accounting Services
3QUEST TITLE: Hire Accountant I
DST SUMMARY
2001-02 2002-03
dditional Costs
Stafrmg
56,380
Supplies, Materials, Services
Minor Equipment
Total
56,38.0
avings
Net Cost
56,380
NOTE: The tentatively approved recommendation was to fund in 2nd year
as we got closer to GASB 34 implementation.
71
2001-03 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
ACTIVITY: Finance Dept — Parking Enforcement
REQUEST TITLE: Convert Contract Parking Enforcement Officer to Authorized Position
REQUEST SUMMARY Convert Contract Parking Enforcement Officer to Authorized Position to continue
additional workload with Saturday enforcement.
PRIMARY OBJECTIV
1. Continue to provide greater customer service to the downtown area
2. To continue increased efficiency
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The City has been working with the Downtown Parking Committee to resolve some of the parking issues they face
daily. One of the recommendations was to have enforcement on Saturdays. The City hired a contract Enforcement
Officer to handle Saturday enforcement, and to assist in the enforcement of the PCP and Downtown areas on a day-
to-day basis. In the past several years the Parking Enforcement Officer had no backup in case of illness, vacation
etc. Finance used to have two full time authorized Parking Enforcement Officer positions in the early 1990's.
ALTERNATIVES
To eliminate Saturday enforcement.
COST SUMMARY 2001-02 2002-03
Additional Costs
Staffing 29,700
Supplies, Materials, Services
Minor Equipment
Total
Savings
Net Cost 29,700
72
102-2003 Financial Plan and Budget
:GNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE
CTIVITY:
EQUEST TITLE:
:EQUEST SUMMARY
Finance Revenue
Lobby Security Cameras
istall security cameras and recording equipment in Finance Department lobby.
'RIMARY OBJECTIVES
To provide a safe working environment for Finance personnel and lobby customers.
;. To have recorded video for law enforcement to use for prosecution of offenders.
>UMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
.n daily operations some customers are refused immediate utility service due to not meeting eligibility
-equirements. In addition utility services are terminated weekly for non payment of delinquent bills.
These customers are required to come in to the Finance Department and make payment to restore
Services. In many instances they are irate and threatening. This puts our lobby customers and Finance
personnel at risk. Their behavior may change by having cameras and signs stating they are being
recorded. This request if approved, will resolve the safety hazard filed with the City Wide Safety
Committee.
ALTERNATIVE
1. Hire security guard at a cost of $34,840.00 per year.
COST SUMMARY 2002-2003
Installation and equipment $3,710
T-160 Video Tapes 190
TOTAL $3,Q 0G
February 27, 2002
City of Lodi
212 W. Pine Street
Lodi, California
Gail:
_ `�_.YC
JM -
y
+1;
. =. 11
ALARM COMPANY INC.
"Remember the Alamo"
The following information is in regard to a closed circuit television system for the above
location.
Install:
One (1) Sanyo triple density 24-hour/96-hour time lapse recorder.
One (1) Ever Focus 4 positions color quad splitter.
One (1) Javelin 21" color monitor.
Three (3) Kalatel GBC color dome cameras to cover each person upon
entry, front counter and seating areas.
One (1) Altronix power supply system.
Two (2) CCTV warning signs.
Seven (7) T-160 video tapes. CUA a. uk 7 u4kA.- +10
All needed conduit, coax/power wires and connections. 0
Full Service Installation
Installation: $ 994.60 plus tax ($ 46.25) _ fo qO - K
Monthly Full Service: $ 70.83 plus tax ($ 3.29) : -7 4. 1.1 Y.,5 (4 mos
- -7) 3 g +, fez x�5
• After the initial 36 -month agreement the total monthly charge will decrease to
$ 45.00 for Full Service, which includes all maintenance, wear & tear type
repairs/replacements including parts & labor on the sub -owned system.
Includes annual system inspections at no additional charge.
Please contact me to review this proposal.
Thank you,
"" 0. iow
Richard M. Ross
Security Consultant
HOME & BUSINESS
A Complete Line of Security Products
P.O. Box 573, Woodbridge, CA 95258
Lodi - 209/369-7749 - Stockton - 209/463-9971
ACO 3851 C-10 674046
190_
X3899-1-7
2001-2003 Financial Plan and Budget
SIGNIFICANT EXPENDITURE REQUEST
ACTIVITY: Facilities Services
REQUEST TITLE: All -Veteran's Memorial Mall
REQUEST SUMMARY
Provide funds for the maintenance of the new All -Veteran's Memorial Mall located in the Civic Center.
PRIMARY OBJECTIVES
1. Provide funding for the Facilities Services Division of the Public Works Department to maintain the newly completed
All -Veteran's Memorial Mall.
2. Ensure that this new City facility presents a positive image to the public.
SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE
The Veteran's Mall project, completed Spring 2002, stands as a memorial to all veterans and is symbolic of the
community's support for their sacrifices. In order to maximize the elements of the Mall, it is necessary to include funds
for operating the flame, the fountain, and for maintaining the reflective pool. These funds were not previously budgeted
pending completion of the project.
ALTERNATIVES
Seek sponsors to pay for operational expenses
COST SUMMARY 2001-02
2002-03
Additional Costs (Preliminary Estimate
Landscape Maintenance
Already budgeted
Natural Gas
$980
Electricity
2,650
Pool Cleaning Service Contract
1,680
Chemicals, Filters, and Miscellaneous Costs
300
Total
$5,610
CAPITAL OUTLAY
76
2001-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Fire
REQUEST TITLE: Joint Police/Fire Mobile Command Post Tow Vehicle
Project Description : Purchase a tow vehicle for the joint City of Lodi joint Police/Fire Mobile Command Post.
Project objectives: The Mobile Command Post is a part of the joint effort of the Police and Fire Departments to increase the City's
public safety response. The new Command Post will allow both Police and Fire commanders to operate at large scale emergencies,
crime scenes, and disaster sites. The Command Post was obtained through a law enforcement grant. The Fire Department is
responsible for towing and housing the vehicle. The tow vehicle will be used to tow other Fire Department trailers, i.e. technical
rescue trailer.
Existing Situation: The tow vehicle was included in the 2001-2003 Fire Department Capital budget. Funding through grants was
unsuccessfully researched. There are no grants available for this type of vehicle.
Project Work Completed
Schedule and Project Costs
Prior Project
Budgets 1999-2000 2000-01 2001-02 2002-03 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Fund
Sewer Fund
Total
$49,000 $49,000
X
Alternatives: Without this vehicle, the Mobile Command Post will not be fully functional. There are no other tow vehicles available
nor any vehicle of this type, capable of being used in a timely manner in the City fleet.
Project Effect on operating Budget: The vehicle will increase the capital budget.
77
1001-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: ENGINEERING
REQUEST TITLE: MAIN STREET STORM DRAINAGE MITIGATION PROJECT
Project Description
Design and construct approximately 350 LF of storm drain pipe along the southerly limits of Lodi Avenue from Stockton Street westerly to the intersection of
Main Street and Lodi Avenue to alleviate intersection flooding at this location (FY02-03). Design and construct approximately 700 LF of storm drain pipe along
Main Street south of Lodi Avenue, tie the proposed facilities into an existing 18" storm drain pipe located at the intersection of Stockton Street and Flora Street
(FY03-04).
Project Objectives
To improve existing storm drainage facilities and eliminate the periodic street flooding that impedes businesses adjacent to Main Street. This problem has
reportedly been ongoing for approximately twenty years.
Existing Situation
Property owner at 330 South Main Street has notified staff of periodic street flooding that impedes access to the business and could possibly cause property
damage during significant rainfall events. The absence of existing storm drainage facilities at the intersection of Main Street and Lodi Avenue and undersized
storm drainage facilities along Main Street are causing the current condition.
Project Work Completed
As part of the Stockton Street Rehabilitation Project, a new 18" diameter storm drain pipe was stubbed into Flora Street. The new storm drainage facilities
proposed on Main Street will de into this new stub. A 12" diameter storm drain pipe was stubbed into Lodi Avenue as part of the Stockton Street Rehabilitation
Project to serve as a tie in for the proposed intersection drainage facilities at Lodi Avenue and Main Street.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 200304 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Fund
$ 34,500 $ 54,500 $ 89.000
Wastewater Fund $ 34,500 $ 54,500 $ 89,000
Total
Alternatives
No Project
Project Effect on Operating Budget
Possible reduction to street maintenance operating budget since crews will no longer need to respond to the periodic street flooding.
2001-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIltIM: ENGINEERING
REQUEST TITLE: WASTEWATER OUTFALL DIVERSION STRUCTURE
Project Description
The City's existing outfall pipeline carries primarily domestic wastewater flows to the White Slough Wastewater Control Facility while the Industrial Waste Outfall
carries primarily seasonal industrial flows_ By constructing a diversion structure near the location where the pipelines cross Lower Sacramento Road, it would be
possible to divert flows from one outfall line to another to perform pipeline maintenance activities or to maintain temporary service in the event of a downstream
pipeline collapse or obstruction.
Project Objectives
To provide redundancy and increased reliability of the City's wastewater transmission system that carries wastewater flows to the White Slough Wastewater
Control Facility.
Existing Situation
The facilities affected by the request are isolated to the Domestic Outfall Pipeline and the Industrial Waste Outfall Pipeline. During construction, operation of the
IW pipeline operation will be considered to minimize the amount of bypass pumping and/or flow diversion.
Project Work Completed
in 1999, Camp Dresser and McKee completed a Trunk Sewer Corrosion investigation. This investigation determined the existing Outfall pipeline constructed in
1967 has experienced a normal rate of corrosion and the upstream reaches can be expected to last another 60 years. However, though the rate of corrosion appears
slow, if it extends into the steel reinforcement, the rate of pipeline corrosion will greatly increase and the structural strength of the pipe may be compromised.
Therefore, portions of the downstream reaches primarily consisting of 48" diameter reinforced concrete pipe will need pipeline maintenance. By constructing the
proposed diversion structure, it will be possible to maintain service in the event of a pipeline collapse, and maintenance on the downstream reaches will be much
less costly.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Tota]
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Fund
Wastewater Fund
Total
Alternatives
No Project
Project Effect on Operating Budget
Nora
$ 25,000 $ 25,000
$ 15,000 $ 15,000
47M rxm 10no,am
$ 40,000 $200.000 $240,000
$ 40,000 $200,000 $240,000
2001-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Water/Wastewater — Water Production 180453, Sanitary System Maintenance 170404, Storm
Drain System Maintenance 170405, Industrial System maintenance 170442
REQUEST TITLE: Remote Terminal Unit Replacement
Project Description
Purchase and installation of new Remote Terminal Units (RTU's) to replace the current outdated RTU's at City water
production wells, industrial and sanitary wastewater lift stations, and storm pumping stations over a three-year period.
Project Objectives
The RTU communicates monitoring data, operating instructions, and status reports between the above installations and the
Utility Control Center SCADA System. These controls are vital in the operation of the drinking water and wastewater
systems. It is proposed to phase in the new RTU's over a three-year period. Any old RTU's remaining during the phase-in
period can be repaired by "cannibalizing" units already removed.
Existing Situation
The current style RTU used at City water production wells, wastewater lift stations, and storm pumping stations are obsolete
and will no longer be serviced by the manufacturer. New style RTU's are already being installed at new locations. There are
about 34 obsolete -style RTU's that would be replaced. The RTU installations will be performed by the manufacturer. The
new RTU's will have additional data and control points, thus increasing future control and monitoring capabilities at the sites
(including possible security measures and remote operation of generators).
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Fund
Sewer Fund
Total
Alternatives
Project Effect on Operating Budget
$152,710 $159,650 $166,590 $478,950
$152,710 $159,650 $166,590 $478,950
CA
WaterNVastewater - RTU Replacement
Cost Worksheet
01
2002-03
2003-04
2004-05
1/3 plus:
1/3 plus:
113 plus:
Total
10%
15%
20%
Request
Labor $ 160,000
$ 58,667
$ 61,333
$ 64,000
$ 184,000
5700" RTU regular
30 @ $ 6,754
$ 202,620
$ 74,294
$ 77,671
$ 81,048
$ 233,013
1.5700" RTU large
4 @ $10,579
$ 42,316
$ 15,516
$ 16,221
$ 16,926
$ 48,663
Materials and Services Sub -Totals
$ 404,936
$ 148,477
$ 155,225
$ 161,974
$ 465,676
Spare
2 @ $ 1,234
$ 2,468
Parts
2 @ $ 150
$ 300
2 @ $ 115
$ 230
4 @ $ 209
$ 836
4 @ $ 114
$ 456
4 @ $ 403
$ 1,612
4 @ $ 267
$ 1,068
2 @ $ 200
$ 400
5 @ $ 328
$ 1,640
2 @ $ 559
$ 1,118
2 @ $ 546
$ 1,092
113 plus:
Total
4 @ $ 50
$ 200
10%
15%
20%
2 @ $ 60
$ 120
Request
Minor Equipment Sub -Totals
$ 11,540
$ 4,231
$ 4,424
$ 4,616
$ 13,271
Total at Today's $ - $ 416,476
$ 152,708
$ 159,649
$ 166,590
$ 478,947
01
Z002-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Wastewater Treatment
REQUEST TITLE: White Slough Water Pollution Control Facility Capital Maintenance
Project Description
Major replacements and repairs of facility components and equipment.
Project Objectives
Maintain reliability and efficiency of wastewater treatment facilities.
Existing Situation
The City's wastewater treatment facility was originally constricted in the mid 1960's, Various components, as listed, are in need of
major repair or replacement, independent of future improvements to the facility. Other components have been identified as needing
repair or replacement in a Component Reliability Study performed by the City's Wastewater Master Plan consultant.
Schedule and Proiect Costs
Fiscal Year
2002-03
2003-04
2003-05
Project
Total
Roadway Improvements (CM)
$
30,000
S 30,000
S
60,000
Ci Variable Frequency Drive Replacements (CM)
S
70,000
S
70,000
Digester Cleaning
S
5,000
S
55,000
S 55,000
S
115,000
CProgrammable Logic Controller Upgrade
S
102,000
S
102,000
Replacement Comminutors with Screens
S
30,000
$ 325,000
S
355,000
Restore Gate Operability at Headworks
S
5,000
$
56,000
S
61,000
Enlarge Capacity of Industrial Influent Pump
$
5,000
S
72,000
S
77,000
Temporary Clarifier Chemical Feed System
S
5,000
S
290,000
5
295,000
RAS and WAS Pump Modifications
S
30,000
S
30,000
Liquid HypochloriteBisulfite Disinfection
S
15,000
5 260,000
S
275,000
Total $ 192,000 S 578,000 S 670,000 $1,440,000
Wit going project from previous Bridget years.
®Funding for this project will be generated from unused funds budgeted in 2001102, for the Aeration Basin pH Control and
Chlorine Monitor Replacement.
Notes: All funding from Wastewater Capital Outlay Funds, 17.2
(CM) means Capital Maintenance Project account automatically appropriated with budget.
Alternatives
For slight reductions, roadway and equipment replacement projects can be deferred.
Project Effect on Operating Budget
Minor reductions in electrical and labor costs.
01
2002-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Electric Construction & Maintenance
REQUEST TITLE: Panel Truck for Electrical Technician position request
Project Description
This request accompanies the request for the Electrical Technician position. (See Significant
Expenditure Request and Staffing Changes pg 12)
Project Objectives
The truck is necessary for the Electrical Technician to perform his/her job assignments.
Existing Situation
The City has four substations that need periodic maintenance. The Dept has requested the addition of
one Electrical Technician position. This position will require a truck to perform job assignments.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Enterprise Funds
30,000
30,000
4'2
30,000
30,000
Z002-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Engineering
REQUEST TITLE: Peach Street and Willow Avenue Reconstruction
Project Description
Reconstruct pavement, install curb and gutter, install sidewalk, and improve street lighting on Peach Street, Willow Avenue and adjoining gap on Cochran Road.
Project Objectives
Make improvements to these vestiges of old County roads to correct street drainage problems, add sidewalks for safer pedestrian access, and enhance street
lighting. Final design details would be collaboratively developed with the neighborhood residents but would retain the existing rural character.
Existing Situation
These roads were annexed into the City around 1970. The condition today remains much as it was then with dirt pathways and poor lot and street drainage, and
limited lighting. A portion of Cochran Road is encumbered by a deferred improvement agreement that would contribute funding to the project. Past efforts at
obtaining some property owner participation were unsuccessful and some residents wished to retain the rural nature of the street.
Project Work Completed
1n 200/01 a chip seal and slurry were applied to rejuvenate the pavement, otherwise, no major improvement have been made.
Schedule and Project Costs
Prior Project
Budgets 2002-03 2003.04 2004-05 2006-07 Total
Phasing
Study
Design
$10,000
Acquisition
$110,000
Construction
Total
$120,000
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Street Funds (To Be Determined)
$120,000
Water Fund
Wastewater Fund
Total $120,000
Alternatives
The "no -project" alternative will cause the street to remain in its present condition having minor to moderate street drainage problems and substandard pedestrian
and bicycle conditions.
Project Effect on Operating Budget
None.
R4
L-03 Financial Plan and Budget Request
?ITAL IMPROVEMENT BUDGET REQUEST
'IVITY: Parks Maintenance Division
►VEST TITLE: Turf Tractor Purchase
ect Description
hase turf tractor
ect Objectives
.ave a tractor we could use for diamond renovations, maintenance and aeration of smaller more sensitive areas that would not damage turf
irrigation systems. To save on labor and material cost as well as providing more esthetically pleasing facilities to our customers.
ling Situation
only tractor we currently have is John Deere 6400 which is to large to be utilized for most maintenance activities.
ject Work Completed
currently have bids on two different tractors.
.edule and Project Costs
Prior Project
Budgets 1999-00 2000-01 2001-02 2002-03 Total
tsing
Study
Design
Acquisition
Construction
Total
commended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Fund
Sewer Fund
Total
ternatives
-ne
.-oject Effect on Operating Budget
aintenance savings
85
$20,500
$20,500
$20,500
$20,500
February 21 2002
Turf Tractor
Parks and Recreation Department
The Benefits are Endless
My superintendent has brought to my attention that our current tractor (John Deere 6400) is not the
appropriate machine to perform turf and diamond maintenance activities. Do to the weight and size of
the equipment turf damage occurs when the tractor is used. Depending on the scope of the project
sometimes we have no option but to use the tractor.
Some of the problems we incur with the tractor are soil compaction, turf damage and occasionally
damage to our irrigation systems well as not being able to use it for certain projects because of location
and terrain.
The benefits of a smaller turf tractor would be a piece of equipment that we could utilize more often due
to its maneuverability and smaller foot print for diamond renovations, maintenance of smaller more
sensitive areas, aeration and fertilization just to name a few. We would incur less soil compaction and
turf damage as well having a healthier turf that will translate to maintenance and labor savings. It would
also grant us the ability to provide more esthetically pleasing facilities for our customers.
I have enclosed pictures of our existing tractor and an example of smaller turf tractors that would fit our
needs. Some of our current attachments could be installed on the smaller turf tractor. The price on these
examples range from $17,000 to $20,500 base line.
If you have any questions please give me a call.
Thank you,
Lary Moore
Parks Mechanic
125 N. Stockton Street
Lodi, CA 95240
Website: WWW.Lodi.Gov
E -Mail: PRDEPT{a,Lodi.Gov
Q6
(209) 368-1012
FAR: (209) 333-6153
12/21/2002 16:59 20yyd-JUo:)o I-- ---., „
Ib
Lk
1EED EQUIPMENT CO.
551, STINSON ROAD
TOCKTON. CALIFORNIA 95206
0 BOX 6279
TOCXTON, CALIFOR\IA 95206
nxs aa.,a/oc . {80.9) m -o A2 Attention: Steve Dutra and Larry Moore
zuotationjor: City of Lodi - Parks & Recreation Dept.
.125 North Stockton Street
Lodi, CA 95240
Fax: (209) 333-6153
We are pleased to submit thefoiiourin_q quotationfor your
Date: Estimated Shdpping Date:
21 -Feb -02 T. B. D_
:)UANT[W DESCRIPTION/MODEL
1 John Deere 5220 Tractor
2 Wheel Drive
9/3 Collar Shift
Turf Tires
:Dual Selective Control Valve
'Rockshaft with Flat Bar Extension Kit
ABOVE PRICES ARE VALID FOR 30 DAY5.
PRICES QUOTED DO NOT INCL UDE SALES OR USE TAX.
Quotation prepared by Dan Rogers, Territory Manager
JOHN DEERE
1310 NORTH CRYSTAL 4132
FRESNO. CALIFORNIA 93125
(Z06) 254.3614 - ;800) VOT•733r,
onside mHor..
'erms:
Net 3o .O it
UNIT PF: -[CE ymicoU _W,
S 16,965.00 :► 16,960,.uu
ncluded
ncluded
ncluded
ncluded
ncluded
Sub -Total
METk i�LE9If
UDI1E0 `� s
16,965.60
AN-ZU-ZUUZ WtU UD : Z l H11 UHV t U. BFiLUHJHKL Ut 0 i a t ZU4e r. U1
February 20, 2002
Mr. Larry Moore
City of Lodi Park Department
125 N. Stockton Street
Lodi, California 95240
Dear Larry:
Thank you for your interest in our line of quality turf care products. In response to our
conversation, I have prepared the following quotation from the specifications discussed:
Cub Cadet Model 7360 -4WD Turf'Tractor equipped 36hp liquid cooled diesel
engine, four speed gear drive traction system, three point hitch with hydraulics,
rear PTU and turf tires.
Price
20,337
Please add sales tax to the above prices. Includes set up, service, delivery, operator and
maintenance training. Quote in effect for 60 days.
Please peruse the information, should there be any questions, please feel free to contact
me at 916.927.3824 (office) OR 916.417.8337 (cell phone).
Alain, thank you and I look forward in serving your equipment needs.
Respectfully submitted,
David Baldasare
Manager Sacramento Operations
29
90
2001-2003 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Library
REQUEST TITLE: Design plans for Lodi Public Library Main Library Expansion
Project Description
Create design plans for the expansion of the existing library facility to create a downtown main library at the current
location based on the Library Facilities Master Plan
Project Objectives
1) To develop the design plans for the expansion of library services in the City of Lodi
2) To coordinate the plans and design for library expansion with the develop of future library services according to the needs assessment
3) To position the City of Lodi for submission of an application for a Library Construction Bond Act grant
Existing Situation The current 28,000 sq ft. library facility was built in 1978 with a federal public works and economic development grant. Among
other things, the building's existing heating and cooling system has needed extensive repair, adjustments and calibrations in the past several years. Library
administration and the Library Board of Trustees with the approval of the City Council authorized the development of a Library Facilities Master Plan in
spring 2001. After an evaluation of the library collections and existing structure and an assessment of the community information needs, the architectural
firm's library specialist determined that the library is currently undersized and would need to double in size to serve the community in 2021. The
architectural planning firm of Fletcher Fair Ayotte completed a concept plan in February 2002 and subsequently the plan was approved and endorsed by
both the Library Board of Trustees and the City Council in April 2002. As developed the recommended concept design expands the existing building in
an "L" shaped configuration with a two-story addition on the south west corner of the Lockeford and Church intersection. The expanded building
encompasses 59,802 sq. ft. and devotes space to adult, young adult and children's collections, technology stations and group study and meeting
rooms, a coffee shop as well as office space for staff, the literacy program and the Friends group. In addition to a needs assessment, the process of
developing the plan included a demographic analysis of the community, determination of future collection size and space allocations, and evaluation
of future library sites.
Funding
Lodi Public Library administration with the authorization of City of Lodi Council and the Library Board of Trustees may compile an application for
Public Library Construction and Renovation Bond Act of 2000 funds. These highly competitive state funds are available on a matching basis 35%
local and 65% state. Project elements eligible for funding and certifiable as match include land acquisition, building construction and furnishings. In
addition the fund raising efforts of the Lodi Public Library Foundation will focus on support of the expansion of the Lodi Public Library.
Project Work Completed
The Library Facilities Master Plan examined the scenario for construction of an addition to the existing library. The process included estimates for
land acquisition and other construction costs to implement the plan. This study phase of the project funded the Library Facilities Master Plan.
($118,000)
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study S118,000
Design $1,400,000
Acquisition 900,000
Construction 12.000.000
Total
Recommended Funding Sauces
City Capital Outlay Fund
Total
$2,300,000
Project Effect on Operating Budget
The operating budget for the current cycle (FY 2001-03) will not be impacted by this project phase. Upon completion, additional personnel may be required to staff
a second floor service desk.
a
2001-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Community Center — Senior Center
REQUEST TITLE: Replace worn carpeting
Project Description
Replace existing worn carpeting at Senior Center
Project Objectives
To provide a safe and attractive floor surface.
To prevent trip and fall hazards.
Existing Situation
The existing carpet is approaching 12 years of age and is in very poor condition, is unsightly and presents a safety issue
because of condition and the clientele that uses the facility daily.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
$15,000
Capital Outlay Fund $ I5,000
Electric Utility Fund
Water Fund
Sewer Fund
Total
92
2001-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Community Center
REQUEST TITLE: Purchase Portable Digital Presentation Projector
Project Description
Purchase a portable digital projector to be rented to various groups that use the Square for business and social events
Project Objectives
Provide added value service to our clients by providing modern tools for various events.
Existing Situation
The cost of the projector would be recouped through rental revenues generated. Projectors of this type rent in our area for
upwards of $600 per day. At a minimum the Square would be able to rent this projector 6-8 times per year, which would
allow for a 3 year cost recovery of the equipment.
More rental bookings can be had if we offer the tools necessary for a business to make presentations, have seminars, etc. In
addition, the projector could be used for showing fine arts films in the Performing Arts Theatre, and for other community
wide activities.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund- Computer
Electric Utility Fund
Water Fund
Sewer Fund
Total
15,000
$ 15,000
15,000 $ 15,000
15,000 $ 15,000
4'i
.002-2003 Financial Plan and Budget Request
:APITAL IMPROVEMENT BUDGET REQUEST
kCTIVITY: Engineering
:EQUEST TITLE: High Resolution Geographic Information System Control Survey
'roject Description
-his project provides the corner stone for future implementation of a Geographic Information System. The services to
>e provided by an outside survey firm will establish horizontal and vertical coordinates at approximately 75 locations
around the City. Generally, the locations will correspond to section and quarter section corners. The survey will tie
some existing City control points to each other and the Statewide coordinate system. The work will be performed
itilizing high-resolution global position satellite survey techniques.
rhe project would occur in two phases. The first phase would complete the surveys, calculations, and adjustments.
rhe second phase would construct the control monuments in the field and file a Record of Survey showing the
ocations of the control monuments.
Project Objectives
4 primary objective of this project is to create a standardized set of control points that will be used to facilitate
Development, engineering, and planning. In addition, it provides the basis for the development of a comprehensive and
accurate Geographic Information System.
Existing Situation
Presently, the City uses a variety of control points that are randomly selected, partly based upon convenience and
location. In the downtown area and to the east, the control points are either non-existent or not relationally accurate
with respect to vertical and horizontal coordinate values.
Schedule and Project Costs
Phasing
Study
Design
Acquisition
Construction
Total
2001-02 2002-03 Total
$55,000 $55,000
$55,000 $55,000
Funding: Impact Mitigation Fee Fund, Water Capital Fund, Wastewater Capital Fund
Project Effect on Operating Budget
Negligible
2002-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Finance Administration
REQUEST TITLE: Purchase Scooter for Parking Enforcement Officer position
Project Description
To purchase a scooter to be used daily by Parking Enforcement Officer.
Project Objectives
To properly equip the converted Parking Enforcement Officer position.
Existing Situation
Finance is requesting a scooter for the Parking Enforcement Officer position we requested be converted from contract
to authorized position. Since hiring the contract employee, we have been using a scooter purchased by Electric
Utility as backup. The Parking Enforcement Officers have had increasing "down time" due to needed repairs or
problems with the battery on the scooters. The scooters are then taken to Parks & Recreation for repair as they have
time. During the "down time" the Officers share one vehicle and the other walks her rounds, which impacts
efficiency.
In the past year both Officers have had incidents where someone issued a ticket tries to run down the Officer driving
her scooter. They do not have the added protection seen on newer scooters. In addition, the scooter can not be used
during very windy days — it has almost tipped over several times this year.
We are requesting purchase of one scooter to properly equip the converted Enforcement Officer position.
Project Work Completed
Recommend funding sources -- Equipment Replacement Funds, Electric Utility Funds and Transit Funds.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Transit Funds
Electric Utility
16,000
16,000
Project Effect on Operating Budget
Cost of maintenance however it would eliminate the need for long-term borrowing of a vehicle, and would add to the
efficiency and safety of the Officers.
nr
2002-03 Financial Plan and Budget Request
CAPITAL IMPROVEMENT BUDGET REQUEST
ACTIVITY: Finance Administration
REQUEST TITLE: Replace 1988 Scooter for Parking Enforcement Officers
Project Description
To replace 1988 scooter used daily by Parking Enforcement Officers.
Project Objectives
To increase efficiency of the Officers
To ensure reliability of scooters — reduce "down time" due to repairs
To offer increased protection of the Officers
Existing Situation
The scooter assigned to the Parking Enforcement Officer has had increasing "down time" due to needed repairs or
problems with the battery. The scooter then is taken to Parks & Recreation for repair as they have time. During the
"down time" the Officer walks her rounds, which impacts efficiency.
In the past year both Officers have had incidents where someone issued a ticket tries to run down the Officer driving
her scooter. They do not have the added protection seen on newer scooters. In addition, the scooter can not be used
during very windy days — it has almost tipped over several times this year.
We are requesting replacement of the 1988 scooter which has 3,706 hrs.
Project Work Completed
Recommend replacing the 1988 scooter in the 2002-03 Fiscal year. Possible funding sources -- Equipment
Replacement Funds, Electric Utility Funds and Transit Funds.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Transit Funds
Electric Utility
16,000
16,000
Project Effect on Operating Budget
Cost of maintenance however cost of constant repairs should be eliminated.
4A
001-03 Financial Plan and Budget Request
'APITAL IMPROVEMENT BUDGET REQUEST
►CTIVITY: Finance — Purchasing Division
MQUEST TITLE: Replace 1983 Toyota Forklift
'roject Description
teplace 1983 Toyota Forklift used in the Purchasing Division of the Finance Department at the MSC Warehouse.
. roject Objectives
ro ensure safe and reliable narrow -aisle equipment for use in the warehouse.
ro ensure efficiency — reduce down time for repairs to the forklift
Existing Situation
There are currently two forklifts used in the warehouse operation. The Toyota is the smaller of the two forklifts, rated at
3,000 pounds. This unit has been in operation since 1982. Based on the City Fleet Policy it was scheduled for replacement in
1997. It has undergone one engine overhaul, and has incurred over $1,000 in repairs during the first two months of 2002.
This forklift is used daily by both warehouse personnel and Electric Utility linemen who require a versatile, narrow -aisle,
tight -turning -radius lift. This unit is used to load and off-load trucks, to store and retrieve materials in the EUD warehouse
and outdoor storage areas, and to deliver Public Works -related materials to the Streets or Water/Wastewater divisions at
MSC.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Reconunended Funding Sources
Capital Outlay Fund Equip Replm
Electric Utility Fund
Water Fund
Sewer Fund
Total
Alternatives
Continue to use and repair the 20 year old forklift.
$20,000
$10,000
$10,000
Project Effect on Operating Budget
The purchase of a new forklift would reduce repair costs associated with the older vehicle.
001-2003 Financial Plan and Budget Request
:APITAL IlVIPROVEMENT BUDGET REQUEST
►CTIVITY: ENGINEERING
tEQUEST TITLE: LIBRARY ON-SITE DRAINAGE MODIFICATION PROJECT
'roject Description
)esign and construct modifications to the existing library storm drainage system. Currently, a small sump pump in the library basement collects most of the on-site
lrainage. The proposed storm drainage modifications include re -grading and paving the parking lot, re -plumbing the existing roof drains to discharge into the
treet gutter, abandon a portion of the existing drainage facilities and re -landscaping the library planters along Pleasant and Church Streets. The proposed
mprovements will divert a significant portion of the site runoffdirectly to the City's storm drain system and bypass the existing basement pump.
Project Objectives
ro increase system reliability and safety and to reduce frequency of basement flooding and switchgear damage when basement pump fails.
Existing Situation
The existing on-site storm drain system collects surface runoff in a sump located in the Library basement. A small pump then pumps the storm drainage to the
curb. The system is undersized to accommodate a moderate to significant rainfall event and frequently floods the basement, causing damage to materials and/or
existing electrical switchgear. This situation also creates a potential safety hazard to library and maintenance personnel. The proposed project will alleviate this
situation by diverting a signi ficant amount of storm drainage runoffdirectly to the City's storm drain system.
Project Work Completed
Preliminary site survey and discussions with building maintenance staff.
Schedule and Project Costs
Prior Project
Budgets 2001-02 2002-03 2003-04 2004-05 Total
Phasing
Study
Design
Acquisition
Construction
Total
Recommended Funding Sources
Capital Outlay Fund
Electric Utility Fund
Water Ford
Wastewater Fund
Total
Alternatives
No project
$ 5,000
4.55 rM
$ 60,000
$ 60,000
Project Effect on Operating Budget
Project should reduce operation and maintenance costs associated with maintaining the existing library drainage system.