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HomeMy WebLinkAboutAgenda Report - March 16, 1993 (4)Okb ec Four — CITY COUNCIL' MEETING r�l March 23, 3.993 . ` �,„ MVS. \ "\ . BUDGET PRESENTATION FOR PUBLIC WORKS DEPARTMENT (ADMINISTRATION, ENGINEERING AND BUILDING & EQUIPMENT MAINTENANCE) CC -21(b) Mayor Pro Tempore Sieglock opened the meeting. Pub1.c Works Director Ronsko and the following staff members presented reports on the staffing, various duties, privatization, cost reductions and revenue enhancements of each division and answered several questions from the Council: a) b) c) Sharon Blaufus, Administrativ" Assistant (Administration); 'Rich Prima, Assistant City Engineer (Engineering Division); and Dennis Callahan, Building and Equipment Maintenance Superintendent (Building and Equipment Maintenance Division). The following persons spoke regarding the matter: a) Penny Beckman, 1022 Downing Drive, Lodi; and b) Virginia Lahr, 311 East Elm Street, Lodi. 1 al Engineering Division New & Increased Responsibilities - last 5 years Development Services . Subdivision grading plans & inspection . Impact fee program administration . Building permit review • Soils report review . Easement deeds for Electric Dept. PUE requirements . Lot line adjustment maps/de:- itions Streets & Traffic . Federal & Measure K funding planning & implementation (w/SJCOG) . Traffic control plans per Caltrans requirements . Congestion management program • Cherokee Lane committee Utilities . San Joaquin water technical advisory committee . Water/Wastewater infrastructure replacement funding & rate analysis • DBCP treatment systems implementation . Storm drain discharge permit program General • ADA implementation - parking Tots & curb ramps • San Joaquin Co. improvement standards committee • OASIS committee (emergency response coordination) . Local area network & microcomputer support . CIP programming PUBLIC WORKS DEPARTMENT "Building a Better Community" Mission Statement To provide responsive and courteous service and to plan, design, construct, operate and maintain the City facilities assigned to Public Works in an efficient and professional manner. TABLE OF CONTENTS Transmittal Memo 1 Mission & Value Statement 4 Privatization 5 Administration 7 Engineering Division 14 Building & Equipment Maintenance Division 21 Street Division 28 Water & Wastewater Division 38 Under each division shown above will be the following information: A. General Description/5-Year Budget and Staffing B. Organization Chart C. Comparable Staffing by Other Agencies D. Privatization E. Possible Cost Reductions and Revenue Enhancements F. Funding Chart To: MEMORANDUM, City of Lodi, Public Works Department City Council Citizens of Lodi From: Public Works Director Date: March 16, 1993 Subject: Town Hall Meeting Handout The Public Works Department is a multi -service Department and is made up of the four operating Divisions shown below. There is also an administrative section which includes the Public Works Director and other administrative and clerical support. .Engineering Division •Building and Equipment Maintenance Division •Street Division •Water/Wastewater Division These Divisions are very diverse and each Division Head has specialized treining and experience in their field and is fully responsible for the operation of their Division. The Water/Wastewater Division operates as two separate enterprise utilities. The format of this document includes Administration and each of the operating Divisions and covers the following subject matter for each: •Description of responsibilities .5 -year budget and staffing •Organization chart •Privatization •Comparable staffing by other agencies •Possible cost reductions and revenue enhancements •Fund sources Mission and Value Statement Two years ago, the employees in the Public Works Department, working together, developed the attached Mission and Value Statement. The Mission Statement is our Department's purpose and goal. The mission and value statements are used as tools in making everyday decisions related to policy and departmental operation. After using this document for two years, I feel good about the time our Department spent in its development. I feel strongly that Lodi could benefit from having a sim'tar policy statement for the whole City. Privatization Because of the Council's specific interest in privatization, I have provided a discussion on th:; topic which describes and explains that making a decision on whether or not to contract out is more than just looking at the initial savings. Because the City may be -l- Town Hall Meeting Handout March 16, 1993 Page 2 faced with considering additional priva::zation, I wanted the Council to be aware of some of the considerations our Department has used in evaluating the advantages and disadvantages of contracting out. 5 -Year Budget and Staffing As part of the description of responsibilities for each Division, we have included the Division's budget amount and the number of full-time authorized positions over the past five fiscal years. We have also provided an explanation of the major r increases and decreases in the budget amounts shown. Training In 1992/93, the Public Works Department reduced its budget for training, workshops and conferences by almost 40%. With the exception of a 25% reduction in general Departmental training, I am not proposing any further training reductions. I feel very strongly that, as the work force is decreased and we are asked to take on additional responsibilities. nrr,per training becomes even more important to the Department's operation. Facility Maintenance The allocation of funds for preventative maintenance programs and general maintenance for the facilities we maintain is especially important during the times of tight budgets and financial shortfalls. CUTTING BACK ON MAINTENANCE IS NOT A PRUDENT WAY TO SAVE MONEY. If proper maintenance is not provided, the long-term costs n= repairing or rebuilding facilities appreciably increases. The City has major investments in the following facilities, systems and plants maintained by the Public Works Department: City Facility. System. or Plant Street System Storm System Sanitary System Treatment Plant Water System Vehicles and Equipment Buildings TOTAL Approximate Replacement Value $ 70,000,000 $ 25,000,000 S 50,000,000 $ 40,000,000 S 50,000,000 $ 5,000,000 • S 20.000.000 $260,000,000 *This includes only the equipment and buildings being maintained by the Public Works Department and does not include buildings such as Hutchins Street Square, Parks and Recreation, Library, and the larger Fire apparatus. Since the City is not currently receiving or putting funds aside for equipment or facility replacement, except in Streets and for the treatment plant, the maintenance of our 'OW!.'MEMJ (JOU Town Hall Meeting Handout March 16, 199) Page 3 facilities is even more important. A reasonable design life for the facilities shown above would be 50 years. Even if we said the facilities would last 100 years (and most of them will not), the City should be putting approximately 2.5 million dollars aside each year for facility replacement. We must evaluate how we're going to replace these facilities in the future. Comparable Staffing In prior years, we have evaluated the staffing of other agencies for street maintenance and equipment maintenance and have determined what would be reasonable levels of service. Our Department had not previously looked at administrative and clerical support, engineering or water and wastewater. The comparable staffing evaluations we recently completed in these other areas were very enlightening and we found that Lodi is using less staff than comparable cities to perform the same functions. The City Council should feel good about the high quality of service we provide the citizens with staffing that is less than most other comparable agencies. I don't believe there is any question that, in Lodi, the citizens are getting their money's worth. Cost Reductions and Revenue Enhancements Under each of the Divisions, we have recommended some possible cost reductions and revenue enhancements. With the exception of the Water/Wnstewater enterprise funds, the amounts shown would have a direct effect on the City's General Fund and could be used to help balance the 1993/94 operating budget. It is felt that any savings or revenue enhancements made in Water/Wastewater should remain in those enterprise accounts to provide for some of the deficiencies that presently exist; i.e., system replacement, reasonable reserves, system upgrades, etc. We have recommended that a number of additional revenue enhancements be considered. Of those recommended, approximately 5400,000 is simply charging out full overhead to all non -General Fund accounts. Full overhead would include not only the appropriate overhead in the Public Works Department, but also the full administrative overhead of the City Manager's office, City Attorney, City Council, etc. If we are to truly compete with private industry and evaluate additional privatization, it is important that we operate the City as a business and charge the full cost of its operation. The Public Works Department is looking forward to presenting this material to the City Council on March 23 and 24 and answering any questions the Council and citizens may have. L. Ronsko ic Works Director JLR/lm attachment inVA?:MF ;‘ CITY OF LCDI PUBLIC WORKS DEPARTMENT 'BUILDING A Bt t I tR COMMUNITY" OUR MISSION To provide responsive and courteous service and to plan, design, construct, operate and rnaintain the City facilities assigned to Public Works in an efficient and professional manner. WE VALUE: LODI'S FUTURE We take pride in conserving resources. We plan our work anticipating future needs. We work to make Lodi a better place to live. We encourage innovation and look for better ways. QUALITY SERVICE We believe in doing it right the first time. We strive for excellence and take pride in our work. We are responsive to citizen complaints and concerns. We anticipate, listen, and respond to the needs of our community. TEAMWORK We encourage participation and ideas from all levels. We believe cur success depends on teamwork, trust, and honesty. We believe that all employees play :gin important role in the departmental team. We recognize our different values and skills; this diversity contributes to our success. THE INDIVIDUAL We take suggestions and complaints seriously. We encourage individual initiative and acceptance of responsibility. We promote the personal and professional growth of our employees. We care about people, treat them fairly, and explain the decisions we make. HEALTH & SAFETY We pian our wcrk with safety in mind. We consider public health and safety cur top priority. We wcrk safely and encourage ethers to do the same. We provide protective clothing, equipment and training to wcrk safely and efficiently. -4- PRIVATIZATION It is clear, from the previous town meetings, that the City Council is interested in privatization and what can be contracted out. In Public Works, the answer to "What can be contracted out?" is the same as with many City departments; that is, EVERYTHING. The question, "Can we save money and still provide acceptable service?" must be answered positively if we are to contract out any given task. In general, the three major factors in evaluating privatization are listed below. However, in evaluating and making the decision whether or not to contract out, a number of other factors have to be considered and these are discussed later. Maior Reasons for Contracting Out • dollar savings • existing workload or time restraints • lack of expertise or specialized equipment The Public Works Department currently contracts out around forty different types of tasks. The privatization used by each Division is included as part of the Division material provided in this packet and also indicates the major reason(s) for contracting out. The two major Public Works areas we currently contract out which were previously done by full-time City employees are: Janitorial Maintenance - The Public Works Department had a janitorial work force who maintained the majority of the City buildings. In 1979, this work was contracted out and the employees requesting to be kept on were reassigned to the Water/ Wastewater and Street maintenance forces. Landscape Maintenance - Landscape maintenance of Public Works facilities (i.e., around City buildings, street medians, parking lots, well sites and pumping stations) was accomplished by full-time Parks and Recreation Department employees. In 1979, it was decided to contract out this type of landscape maintenance. Prior to making a decision on contracting out work, there are other areas besides just cost, existing workloads or time restraints, and lack of expertise or equipment that have to be evaluated. Listed below are a few of these areas along with specific examples: 1. Initial cost versus potential long-term cost The City formally evaluated contracting out the operation of our White Slough Treatment Facility in 1979. As pan of this evaluation, we found there were contractors who would come in and "low ball", providing a very attractive initial cost. When the agency has lost all of its trained personnel and done away with all of its specialized equipment, the contractor could drastically increase the operational costs since the public agency would have difficulties getting back into the business once they gave up providing the service. There is also no incentive for an outside contractor to properly maintain the City's equipment. Therefore, long-term cost of equipment replacement could increase. 2. Warranty work There's some work that must be done by certified firms or dealerships in order to maintain the warranty on a specific item or piece of equipment. 3. Providing emergency response If the City was to contract an all of its waterline maintenance work and repair and an emergency occurred, contractors may not be able to drop everything and call in their work forces from different areas to make immediate response. 4. Equipment down time If the City was to :,ontract out all equipment maintenance to a local garage, would they be able to drop all work in order to make a repair to a vehicle needed to keep a maintenance crew working in the field? 5. Cost of administering contracts Some types of privatization take staff time to ensure that work is being accomplished correctly and in conformance to the contract agreement. Administering the landscape maintenance and janitorial maintenance contracts takes more staff time than administering elevator and boiler maintenance. 6. Public convenience/customer satisfaction The City might be able to show a cost savings if all our utility billing was contracted out. However, if the public has to call Los Angeles or gets bounced back and forth between the City and the private firm to resolve a problem, the inconvenience may not be worth the savings. 7. Internal convenience If we had no ability to make minor repairs or modifications to equipment and buildings, staff would spend more time looking for someone to do the work than it would take to get it done. -6- PUBLIC WORKS DEPARTMENT ADMINISTRATION n MISSION STATEMENT Our mission is to provide administrative and management support for department divisions and ensure consistency with City policies and Council direction. This is accomplished under the guidance of the Public Works Department's mission and values. F ADMINISTRATION The Public Works Department consists of the following four operating Divisions: • Engineering • Building and Equipment Maintenance • Streets • Water/Wastewater Public Works Administration provides overall administrative and management support for these departmental divisions, as well as clerical support for Administration, Building Maintenance, and all areas of Engineering which include design, construction, traffic and development services. Each Division within the Public Works Department is basically a department in itself. The Water/Wastewater Division is operated as two independent utility enterprise funds. The administrative staff coordinates the departmental functions and acts as liaison between the Public Works Department and other City departments in the overall operation of the City. The Director represents the City on numerous committees and coordinates and interacts with other governmental jurisdictions and private firms and organizations. Administration establishes the departmental rules, policies and procedures; coordinates the submittal of the aggregate Public Works Department Operations and Maintenance Budget; prepares reports and studies requested by the City Manager and City Council; oversees labor compliance requirements for City contracts, works with the City Attorney in the acquisition of all City property, and develops the department's in-service safety and training program. The development and implementation of the annual Capital Improvement Program is also a major responsibility of Public Works Administration together with the Engineering Division. 5 -YEAR BUDGET/EMPLOYEES 92-93 91-92 90-91 89-90 Budget I 5236,010 $288,830 $272,860 $232,585 Employees 4 4 4 4 Majat changes in the years listed below are due to: 1990-91 - increase in equipment depreciation and salary adjustments. 1992-93 - Decrease is due largely to transfer or equipment maintenance expenses to Engineering. Budget Employees TOTAL PUBLIC WORKS DEPARTMENT 5 -YEAR BUDGET/EMPLOYEES 92-93 91-92 90-91 89-90 $7,735,155 $8,018,460 $7,553,560 $6,545,860 95 95 95 90 88-89 $232,075 4 88-89 55,609,7651 85 1 PUBLIC WORKS ADMINISTRATION ORGANIZATION JANUARY 1993 DEPARTMENT SECRETARY ADMINISTRATIVE CLERK II PUNUC WORKS . DIRECTOR ADMINISTRATIVE ASSISTANT ENGINEERING BUILDING i EQUIPMENT STREET DIVISION MAINTENANCE DIVISION OMSION TOTAL AUTHORIZED FULL-TIME DEPARTMENT POSITIONS 95 WATERIWASTEWATER DIVISION AUTHORIZED FULL•TIME POSITIONS 4 ADMINISTRATION - COMPARABLE STAFFING Full -Time Positions Employees in Administrative Public Works Assistant/ Deputy Analyst/Assist. AGENCY Depart. Director Positions Positions Clerical Positions Davis 99 1 2 8 Pop. 50,000 Manteca 94 2 0 4 Pop. 41,000 Roseville 130• 0 0 Pop. 51,000 Tracy 105 2 1 Pop. 40,000 Turlock 71** 1 0 Pop. 50,000 Vacaville 130 2 3 Pop. 70,000 Woodland 71 0 2 Pop. 43,000 Pop. 49,000 LODI Pop. 53,000 95 0 'This includes the walla mind Wastewater Divisions' employe= who are part of Environmcn al upstia 1 **Includes Utilities Department which is made up of the Water and Wastewater Division. This department has 43 anployees includes; 3 clerical positions ••'Two positions are shown under Administration and two ue shown under Street Division. -?0- 8 8 5 11 2 9r: 4*** r ACTIVITY/PROJECT Architectural Services Copying/binding (large jobs) Office Equipment Maintenance Property Appraisals Right of Way and Property Acquisition PI OTOWN ALS PRIVATIZATION Administration Existing Workload or Lack of Expertise or Dollar Savings Time Restraints Equipment -:1- X X X i ADMINISTRATION Cost Reductions and Revenue Enhancements Cost Reductions 1. Eliminate Director's participation in League of California Cities Annual Conference, Transportation and Public Works Policy Committee and Program Committee. (Recommended) 2. American Public Works Association Congress and Equipment Show (Director). Director to pay his own travel and per diem. Director is committed to attend due to his appointment to EducationFoundation Board of Trustees and National Delegate representing Sacramento Chapter. (Consider if revenue enhancements are insufficient) $ 1,100 S 1,200 3. Reduce general departmental training by 25%. S 1,000 (Consider if revenue enhancements are insufficient) Revenue Enhancements 1. Charge full overhead (Public Works Administration and general City overhead) to "non -General Fund accounts". (Recommended) Public Works Administration is now funded 30% by the Water and Wastewater enterprise funds and 70% by the General Fund. If the appropriate portion of labor costs (see positions listed below), plus expenses and full City overhead, is allocated to the appropriate "non - General Fund accounts," General Fund reimbursements would be increased. •Public Works Director (subdivisions, street revenues, enterprise and capital projects) •Administrative Assistant (COG and street revenues, enterprise and capital projects) •Department Secretary (subdivisions, enterprise, and capital projects) •Administrative Clerk II (subdivisions and capital projects) COST4.ED DOC $ 160,000 (approx.) Administrative Funding Present Proposed (Adding Full Overhead) - 13 - zJ /General Fund 70% General Fund 47% PUBLIC WORKS DEPARTMENT ENGINEERING MISSION STATEMENT Our mission is to apply professional civil engineering principles, standards and ; tidgment in planning, designing and constructing City facilities. This is accomplished under the guidance of the Public Works Department's mission and values. 14- 1 ENGINEERING. DIVISION The Engineering Division is responsible for planning, designing and constructing the City's street, water, wastewater and drainage systems in conformance with thc General Plan and as outlined in the City's Capital Improvement Program. Master plans for water, wastewater, drainage and street facilities are developed and maintained by this Division. Street, parcel and utility system maps are also drawn and maintained by this Division. The majority of Public Works projects designed by the Engineering Design Section are constructed under the formal bidding process. This necessitates the Division's preparation of specifications and contract documents, as well as providing inspection and contract administration for these projects. The Division also provides engineering SaViCCS for other City departments, mainly Parks and Recreation Department. Such work is either done in-house or by outside consultants depending on the scope of the project. Work done by canside consultants is coordinated and reviewed by this Division. The Division operates and maintains a microcomputer local arca network supporting the Engineering Division, Public Works mon and the Community Development Department. Drafting, mapping, word processing, spreadsheet, database and other specialized software is supported by this Division for the above personnel plus the Street, Water/Wastewater and Building and Equipment Maintenance divisions. Final subdivision maps, pared maps and off-site improvement plans for private developments are reviewed to ensure conformance to City standards and master plans. The Engineering Division is responsible for the inspection of private developers' off-site improvements and all street and underground impror,:ments by other utility agencies installed under encroachment permits. Division issues r..croachmcnt permits for all work activities, and major uscs in the public rights of way and easements. Legal descriptions needed for assessment districts, annexations, easement and street vacations, and the acquisition of rights -of --way, easements and property are prepared/reviewed by the Engineering Division. The Engineering Division is also responsible for design of traffic control facilities within the City. This includes responding to public questions and complaints, thc design, construction and inspection of traffic signals, and all studics and recommendations regarding loading zones, pedestrian crossings, school crossings, parking and no -parking zones, speed zoning and the installation of stop and yield signs. The Division administers the City's Development Impact Mitigation Fee Program and coordinates development work with the Citys Capital Improvement Program. 5 -YEAR BUDGET/EMPLOYEES 92-93 91-92 90-91 89-90 88-89 Budget* 5788,130 5642,740 5630,630 5572,775 5490,065 Employees 15 15 15 15 15 Major inc:cases in the years listed below arc due to: 1989-90 - salary adjustments_ 1992-93 - reallocation of Street. Storm Drain. Water and Wastewater engineering expenses from those divisions into this division and also inclusion of equipment maintenance expenses which were previously chargcd to Administration. 'Includes amounts budgeted for Capital Improvement Program engineering. WM-AM DOC ENGINEERING DIVISION ORGANIZATION JANUARY 1993 DEVELOPMENT SERVICES ASSOCIATE CML ENGINEER ENGINEERING TECHNICIAN VII CONTRACT EMPLOYEE PART-TIME EMPLOYEE TRAPPIC ENGINEERING ASSOCIATE TRAFFIC ENGINEER AAAA TRAFFIC ENG. ASSISTANT rernNYC SENIOR ENG. TECHNICIAN J ENGINEERING INTERN ASSISTANT cm ENGINEER COMPUTER COORDINATION ENGINEERING ASSISTANT ASSISTANT ENGINEER DESIGN ASSOCIATE CML ENGINEER I IDESION NL CONSTRUCTION ENOWEERINO SENIOR CML ENGINEER CRAFTING & SURVEYS ENG. TECHNICIAN SUPERVISOR ENG TECHNICIAN SUPERVISOR ENGINEERING TECHNICIAN W ENGINEERING TECHNICIAN W CONSTRUCTION ADMINISTRATION PUBLIC WORKS INSPECTOR NI PUBLIC WORKS INSPECTOR LII AUTHORLI D FULL-TIME - POSITIONS If ENGINEERING - COMPARABLE STAFFING Full -Time Positions AGENCY Total Engineering Positions Davis 24 Pop. 50.E Manteca 9 Pop. 41,000 Roseville Pop. 51,000 Tracy Pop. 40,000 Turlock Pop. 50,000 Vacaville Pop. 70,000 Woodland Pop. 43,000 �.cya�w.,. P•v�,:,�,r:.� Y .: a:�:� s <w:'S� c.::.�;::o,>:�:fi ,,,.v'� 'k�r�.d Pop. 49,000 LODI Pop. 53,000 -17- 27 17 14 34 17 15 1 ACTIVITY/PROJECT PRIVATIZATION ENGINEERING Reason for Correcting Out Existing Workload or Lack of Expertise or Dollar Savings Time Restraints Equipment Aerial Photography X Architectural Services X Blueprinting (large jobs) X X X Laboratory Material & Soils X Testing Office Equipment Maintenance X Property Surveying X Specialty Engineering/Studies X X Traffic Signal Design Isom stimes) X MENTOVW XLS ENGINEERING Cost Reductions and Revenue Enhancements Cost Reductions 1. Leave anticipated 7/93 Engineering Technician (design section) vacancy unfilled. The annual cost of this position (salary plus benefits) is $32,000. Since only approximately 40% of the work done by technicians in the design section is funded by the General Fund, the cost reduction is less. (The remainder is capital project and utility accounts.) This will mean a slowdown in capital project design and reduced services in mapping. (Not Recommended) $ 14,000 2. Cancel contract with half-time engineer. The total annual cost of this half- $ 8,000 time position (salary plus benefits) is $20,000. Since approximately 40% of the work done by this person is funded by the General Fund, the cost reduction is less. This will mean a slowdown in capital project design and traffic engineering services. (Not Recommended) Revenue Enhancements 1. Establish an encroachment permit fee. The City of Lodi presently has no charge for permitting and inspection of work done by utilities and other private parties within the City right of way. Lodi is one of the few communities in California that has not established this type of fee. City staff could develop this fee schedule in house. The amount of revenue enhancement would vary with permit activity. (Recommended) $25,000-$50,000 2. Charge full overhead (Engineering, Public 'Works Administration and $170,000 general City) to enterprise, capital and development impact fee funds. This would place the hourly rates of engineers and technicians on a more comparable bases with those in the private sector. However, our rates would still be lower than those in the private sector. (Recommended) 3. Increase engineering fees to include full overhead. A study (which could be done in house) would be needed to make the appropriate adjustments to the sliding scale fee structure. The amount of revenue enhancement would vary with development activity. (Recommended) 4. Charge for special curb markings. Many requests for curb markings or similar traffic controls are primarily for the benefit of a single property owner/parcel. While staff has reservations about "selling" :.affic controls, there is some validity in asking the owner to pay for these benefits. A policy would need to be dew:loped on this issue. (Not Recommended) CAEN." DOC -19- $ 70,000 $ :,000 or less 1 Capital Improvement Program 21% Engineering Division Funding Water/Wastewster Utfitiss 7% Present Gas Tax 1% Impact Fees 2% Engineering Fees 11% Capital Improvement Program 29% Proposed (Adding Full Overhead) Water Wastewater Utilities 9% Gas Tax 1% 7/ Carvers! Fund 58% General Fund 37% Impact Fees 3% Encroachment Permit Fee- 5% -70- Engineering Fees 16'Y. 1 PUBLIC WORKS DEPARTMENT BUILDING & EQUIPMENT MAINTENANCE MISSION STATEMENTS Building Maintenance Our mission is to manage and maintain City buildings in a professional and efficient manner, providing responsive service to all City departments. This is accomplished under the guidance of the Public Works Department's mission . 1 values. Equipment Maintenance Our mission is to manage and maintain the equipment and vehicles for all departments. This is accomplished under the guidance of the Public Works Department's mission and values. -21- BUILDING AND EQUIPMENT MAINTENANCE DIVISION The Building and Equipment Maintenance Division is responsible for the maintenance of City buildings and City vehicles and equipment This Division actually functions as two separate units, each with its own responsibilities. BUILDING MAINTENANCE - The Building Maintenance Section is responsible for the maintenance of most City buildings, totaling 186,000 square feet Janitorial duties in City Fall. the Fire Prevention Building. Carnegie Forum, Public Safety Building, and the Municipal Service Center are carried out by a contract janitorial service administered by the Building and Equipment Maintenance Division. The Division is responsible for the general maintenance and repair of the heating, air conditioning and other electrical and mechanical systems within most City buildings, including the fire stations. This Section performs, coordinates, and/or supervises minor construction and remodeling done on and in City buildings. Construction administration of large building remodel or construction projects. and coordination of that work with architectural firms, is the responsibility of this Division's Superintendent 'Budget Employees 5 -YEAR BUDGET/EMPLOYEES 92-93 91-92 90-91 5426,825 S450.845 5407,635 2.5 2.5 2.5 89-90 5407,635 2.5 88-89 5323,115 2.5 Major increases in the yens listed below are due to: 1989-90 - salary adjustments, additional costs anew Carnegie Forum, and addition of lease for new standby generator in Public Safety Building EOUIPMENT MAINTENANCE - This Division is responsible for the preventive maintenance program and repairs of vehicles and major equipment for all City departments, except for the Fire Department's larger apparatus trucks and the Parks and Recreation Department's small equipment (mowers, Cushman, etc.). The maintenance garage is responsible for smog certifications on all City vehicles and inspection certification on Dial -A -Ride vehicles and heavy-duty trucks, per State regulations. The Division is also responsible for Clean Air Act regulations, alternative fuel issucs and environmental and recycling requirements related to vehicles and equipment In addition to the maintenance function, the Division recommends the replacement schedules for equipment and prepares the specifications and contract bidding documents for the purchase of new City vehicles and equipment Budget Employees 5 -YEAR BUDGET/EMPLOYEES 92-93 91-92 90-91 5737,990 51,015,620 $998,235 7.5 8.5 8.5 89-90 5851,570 8.5 88-89 5665,800 7.5 Major changes in the years fisted below are due to: 1989-90 - Addition of Lead Mechanic position (proal yaw), salary adjusimerw, increases in material coda and usage and equipment depreciation and rebuilding of Public Works Hi -ranger. 1990-91 - Full -year cod of Lead Mechanic position and csaease in equipnacrt depreciation. 1992-93 -. Elimination of Parts Coordinator position due to hiring freeze, elimination of all equipment depreciation, decrease in fuel cod and usage. "these decreases were offset by e>seases due to salary adjustments and addition of Fire Depart vehicle maintenance. BLDG. & EQUIP. MAINTENANCE DIVISION ORGANIZATION - JANUARY 1993 BUILDING MAINTENANCE SENIOR BLDG. MAINT. WORKER BUILDING MAINT. WORKER BLDG. S EQUIP. MAINTENANCE SUPERINTENDENT HEAVY EQUIP. MECHANIC HEAVY EQUIP. MECHANIC WELDER. MECHANIC EQUIPMENT MAINTENANCE EQUIP. MAINT. SUPERVISOR 1E10 EQUIPMENT MECHANIC poil HEAVY EQUIP. MECHANIC HEAVY EQUIP. MECHANIC !''III'! i'I!ICIII!ItlII litI;l 1�111 EC IPI E+PARTE,,I!tl ! 0°I "'��°II I J: Fm,p1b311lg!,gq 11,! ,Iii INSURANCE CLAMS I'I+EUMINATED "•' HIRINISEREE2C AUTIWNno l!� PULL•TM4E PCHflG1'q 10 DAVIS fatal 6 n TRACY Total 5.25 MAN'. ECA EQUIPMENT MAINTENANCE STAFFING COMPARISONS (EQUIPMENT -TO -PERSONNEL) E4atpwent-ear:noaud Direct Shoe Labor Ew aloment Malntalmd Ratio Supervisor 011ier Support Stan I Adm. Clerk (full-time) Total 5.25 VACAVILLE 1 Total 6 125 TURLOCK loud 6Ix) ROSEVILLE 2 rota! 18.50 STOCKTON 1.25 Adm, Clerk (1 full-time plus t part-time Q 10 hr./wk.) .25 to .375 Adm. Clerk (10-15 hr./wic. posting costs only) •Parts/computer position not filled when employee transferred last year. .125 Adm. Clerk (5 hr./v.t.) wo. k order input only 0 1.5 Adm. Clerk (1 full-time, 1 part -tine) 5 1.125 - 1.5 Adm. Clerk (1 full-time, 1 part-time (4 - 20 hr./wk. ), as needed) Total 28.25 AVERAGE OF CITIES SURVEYED LODI 1.5 .5 Adm. Clerk (20 hr./wk.) *Pats Coordinator eliminated through hiring freeze last year when employee retired Total 7.25 • Tracy only does servicing and minor repair work " 25Y. time spend on non -equipment welding ••• Lodi w'I1 add buses in 1993/94 Mechante 4 3 4 3 4 1 lead mechanic 12 22-(2)=20 (hiring fry) I welder fabricator 1 body shop foreman 4 .5 lead mechanic .75 welder mechanic• • Braes • Mass Stroke Worber licensed Vehicle non -licensed To Vehicle Nike Fin Overall Meet Gabor 0 200 12 212 yes yes yes 35.3 53 0 0 2 0 3 0 0 128 131 259 yes yes no 49.3 86.3• 150 20 170 refuse ycs yes 230 240 400 853 32.4 42.5 45 275 no no yes 44.9 55 50 290 buses yes ycs 48.3 150 550 )es )es Yes 113 966 refuse yes yes 58 29.7 36.7 34.2 43.9 39.2 S3.6 (w/Tracy) 37.5 48.2 (w/o?ncy) 274 102 376 now yes yes 51.9 71.6 O:1DOCtTOWNSRV3.XL 3/16.93 7 01. ACTIVITY/PROJECT Boiler Maintenance Elevator Maintenance Janitorial Maintenance Landscape Maintenance Property Management Security Alarm Maintenance Smoke Detection Maintenance (Jail) Specialized Repair/Installation: carpet, painting/wallpapering, glass replacement PRIVATIZATION BUILDING MAINTENANCE Reason for Contracting Out Existing Workload or Lack of Expertise or Dollar Savings Time Restraints Equipment X X X X X X X X X EQUIPMENT MAINTENANCE X Reason for Contracting Out Existing Workload or Lack of Expertise or ACTIVITY/PROJECT Dollar Savings Time Restraints Equipment Aerial Lift Truck X Maintenar celCertification Glass Replacement X Large Tire Repair/Changing X Major Diesel Engine X X Repair/Rebuilding Paint and Body Work X Radiator Repair X Transmission Repair X NOTE: Equipment Maintenance is currently evaluating privatization of vehicle 3 : equipment maintenance. PRROTOV XIS BUILDING AND EQUIPMENT MAINTENANCE Cost Reductions and Revenue Enhancements Cost Reductions Building Maintenance 1. Evaluate the consolidation of the Building Maintenance functions City wide. There may be a direct dollar savings but, at the minimum, there could be an increase in organizational efficiency. (Recommended) Eouioment Maintenance 2. Evaluate a vehicle reduction program on a City-wide basis. Evaluation would include review of total vehicles assigned, take-home vehicles, better utilization of motor pool and Council van, monthly car allowance, sharing of vehicles/equipment, etc. (Recommended) CRBLD&EQ Doc -26- S ????? S ????? Building Maintenance Funding Parks & Recreation 7% Dial -A -Ride 6% Electric 10% LEGEND O OENERILL FUND Equipment Maintenance Funding Other 10% General Fund Wastewater 11% Water 4% ENTERPRISE FUNDS TRANSPORTATION DEVELOPMENT ACT (TDA) FUND! Public Safety 24% 100% 41, PUBLIC WORKS DEPARTMENT STREET MISSION STATEMENT Our mission is to manage and maintain streets, curbs, gutters, sidewalks, City trees, traffic and street signs and markings, the storm drainage system and provide street cleaning services. This is accomplished under the guidance of the Public Works Department's mission and values. -2'8- STREET DIVISION The Street Division is responsible for the maintenance of street systems and public parking lots and the operation and maintenance of the storm drain system. Street Maintenance - This includes the general maintenance, repair, sealing and resurfacing of 156 miles of street and 16 miles of alley. Curb, Gutter, and Sidewalk Maintenance - This includes inventory of all public sidewalks within the City, temporary repairs to all areas which could cause someone to trip and fail in order to reduce the City's liability, and administering the City's sidewalk repair program which removes and replaces sidewalks having an offset greater than 3/4 inch. Street Tree Maintenance - This includes the maintenance of 4,940 trees (consisting of 56 different species) in parkways, tree wells, City building grounds and public parking lots. General maintenance consists of spraying, trimming, root surgery, and removal. The Division also administrates and conducts an annual street tree planting program. Street Cleaning - This includes sweeping over 320 miles of street curbs, 16 miles of alley and 19 public parking lots. Downtown parking lots are swept weekly; residential street curbs on a 12 -working day frequency and, during leaf season, on a 10 -day frequency; downtown commercial street curbs are swept 3 times per week and alleys are swept biannually. Traffic Control - This includes installation and maintenance of 4,730 directional, regulatory, warning and street signs, painting of lane lines, crosswalks, pay Iment legends, parking stalls and curbs. The Division is also responsible for the signalized intersections and 4 overhead beacons; however, the electrical maintenance is provided by the Electric Utility Department. Street Light Maintenance - The Street Division is responsible for funding the maintenance and power for the City's 4,030 streetlights. Actual maintenance is performed by the Electric Utility Department. Storm Drain Maintenance - This includes the general maintenance of 102 miles of trunk lines, 1,515 manholes and 2,445 catch basins and the operation and maintenance of 14 pumping stations, 47 pumps and motors (5 hp to 50 hp) and 9 retention basins. The Division is also responsible for responding during storms to keep the drainage system functioning properly and ensuring that the pumping stations and retention basins, which are a crucial part of the system, are working to their full capacity. Public Parking Lots - This includes the general maintenance, repair, sealing, resurfacing, cleaning and painting of parking stalls in 19 public parking Icts. TTTOWNDOC -29- 1 The Street Division is also responsible for the supervision of the Municipal Service Center clerical staff, " public right-of-way encroachment violations, graffiti abatement, administration of the Public Works landscape maintenance contract and maintenance of related irrigation systems, annual public right-of-way weed control program and the management of the Public Works radio system. 92-93 Budget $2,366,320 Employees 30 5 -YEAR BUDGET/EMPLOYEES 91-92 90-91 89-90 88-89 S2,397,820 52,208,100 51,935,415 $1,729,320 30 30 27 26 Major inaeaas in tie years Gated blow are due to: 1989-40 - addtim of c clerical position. addition of Iwo far another sweeper, imams in both equipment maidarroe and street cam )990-91 - new refuse dnpeed charges, additional electric usage, additional drat engineering charges, addition of three lancer punka; additional material and equipment and Waxy increase; 1991-9Z- additional electric usage. additional materials, and salary Manna . sTIOWN.noc -30- STREET SUPERINTENDENT STREET DIVISION ORGANIZATION - JANUARY 1993 !STREET, ALLEY, TRAFFIC MAINTENANC6 � IL STREET CLEANING I STREET SUPERVISOR SUPERVISING ADMIN. CLERK -1 AOMIHSTRATNE CLERK S ADMINSTRATIVE CLERKS (pa't Errs) ASSISTANT STREET SUPERINTENDENT DIVISION INSURANCE CLAIMS STREET, STORM DRAIN. TREE. 11 & SIDEWALK MAINTENANCE STREET SUPERVISOR i J 1 UAINTENANCE 11 MAINTENANCE l I STREET CLEANING 1 1 MAINTENANCE1 I I I 1 ST. PAW 111 I ST. MW III fI SWEEPER OPER 1 INV V III MW II 1 —1 MW11 I -MWn 1 MW II Mmr n I 111111111151#11011 ii lll� Illi aoRER�I I�l ill 1' I 1 1 7 MWE Mwl I 1 ill Ifli;ljlj;!UMIMIINIjiil' A''II� PART-TIME EMPLOYEE IllIll��i Il��llll����l�i�l'II�!TI �I;Il.TH If�IIIIIIIIN II MAINTENANCE I I MAINTENANCE I I MAINTENANCE 1 1 MAINTENANCE 1 J1 ST. MW IR M,YI MW NOTE: Division resolves 646clrfe/1 and InNnxnantanan rrWntaNnoo Support ham tM EJaetrle Utility Mgt. for traffic NYns% end atom pumping Nations. ST. 'AVIS MW NW ST. MW IS MWE ,IIS 1 —1 SR TREE TRMR 1 1 TREE TRMR 10 TREE TRMR AUTHORISED FULL -TIME POSIflONS 30 STREET - COMPARABLE STAFFING In 1985, a survey of typical valley cities showed the average ratio of street miles to employees who strictly maintained streets was 12.6 miles per employee. This is an approximate method of measuring Ievel of service similar 'o uniformed officers per 1,000 population is for police services. In 1985/86, using this ratio of 12.6 miles per employee as a desirable level of service, we justified adding 2 street maintenance workers. Three additional street maintenance personnel were added in 1990/91 in order to mi.intain this keel of servict. Based on our present 172 miles of streets and alleys and 12.5 authorized street maintenance personnel, our current ratio is 13.8 miles per emptuyee. 1'..c 12.5 authorized street maintenance personnel does not include employees ^L.rfonning functions such as tree trimming, street cleaning, traffic painting, sidewalk replacement, etc. There are presently 2 vacant positions in street maintenance personnel. Since these positions are funded •.7th Street dollars, they would normally be filled even though there's a hiring freeze in place. However, since other maintenance positions in the City may be eliminated, we feel it is prudent not to fill these vacant positions until the budget is prepared. If the 2 existing vacant positions were not filled, the ratio would increase to 16.4 miles per employee. However, when these 2 vacant Street positions are filled, we will be able to provide nearly the same level of service and street maintenance as we provided in 1985. To actually reach the desirable level of service of 12.6 miles per employee, the City would have to add one additional street maintenance worker. TOWNCOM P. DOC -32- ACTIVITY/PROJECT Answering Service (Emergency Calls after Midnight) Concrete Work Discing !indeveloped retention basin property PRIVATIZATION STREET Reason for Contracting Out Existing Workload or Lack of Expertise or Dollar Savings Time Restraints Equipment X Landscape Maintenance X X Lane -line Painting X Preparing Required Herbicide Use Program Root Grinding X Slurry Seal and Chip Seal Application Tree Insecticide Spraying/ Injecting X X X Two-way Radio Maintenance X Weed Spraying of Frontage Road Drainape Ditch NOTE: Street Division will be evaluating privatization of painting crosswalks, pavement legends, parking stalls and curbs. ar.STToww.XLs -33- 1 STREET Cost Reductions and Revenue Enhancements Cost Reductions 1. Defer mercury street tight conversion program. S 33,000 The 1992/93 budget includes 533,280 in the Streets (General Fund) budget for converting 241 mercury street lights to sodium vapor lights, thus saving energy costs. This approximate amount is budgeted annually. The payback is just under 5 years. Although not recommended for all future years, this deduction is reasonable for this next year. (Consider if revenue enhancements are insufficient) 2. Eliminate graffiti removal program. S 11,000 (Consider if revenue enhancements are insufficient) 3. Eliminate residential street cleaning. S 55,000 (Consider if revenue enhancements are in tiicient) However, continue City-wide leaf season pickup and downtown, commercial, industrial, and parking lot sweeping. 4. Eliminate entire street cleaning program. 5220,000 (Consider if revenue enhancements are insufficient) Revenue Enhancements 1. Minimize Maintenance of Effort. (Recommended) 5397,000 With the passing of State Proposition 111 and the San Joaquin County Measure K, a Maintenance of Effort (MOE) requirement was implemented. Proposition 111 and Measure K provided public agencies with additional dollars for street maintenance and construction. Since most agencies use both General Fund and street dollars for the teal funding of their street maintenance and construction needs, an MOE requirement was implemented in order to ensure that all of the new street dollars passed by the voters would actually be used on streets. It requires that the average amount of General Fund dollars used for streets during 1987/88, 1988/89 and 1989/90 be maintained. Lodi's MOE amount is 51,403,800. This is the amount of General Fund funding that must be maintained from year to year. If an agency is using more General funds for streets than is required by their MOE amount, the agency may :educe the amount to that of the MOE requirement. In thc 1992/93 budget, Lodi is using 51,801,300 of General funds on the street system. Therefore, 5397,500 in street dollars could be used to enhance the General Fund. However, these dollars are currently budgeted for capital projects in our long-range street program; therefore, we would have to eliminate some proposed street projects. 2. Establish a storm water utility. (Recommended) 5360,000 The Public Works Department feels strongly that a storm water utility should be established. This will be the subject of the May 4, 1993, shirtsleeve session. With thc new EPA strictions on storm water discharge, this amount could easily double in the next 2 or 3 CRST1.t T DOC -34- 1 years. Because of the future discharge requirements to local agencies, it is reasonable to include City-wide street cleaning in the storm water utility. If these two services were combined in an enterprise fund, the City could recoup at least $360,000, plus City overhead This would amount to roughly $1.50 per parcel per month. If this concept is to be considered, we recommend a consultant be retained to develop the appropriate charge per parcel (based on size, zoning, street frontage and storm runoff volume) and to help promote the concept to the public. 3. Establish a City-wide stmt cleaning maintenance district. $220,000 (Not Recommended) 4. Evaluate establishing a streetlight maintenance district. $370,000 (Consider if revenue enhancements are insufficient) Presently, all citizens are paying for streetlights even though many do not have streetlights on their streets. If a district was famed, these costs would be spread to those who actually are receiving benefit. It would be reconunended that a consultant be retained to develop the district and appropriate charges. This would have to be done under the Street Lighting and Landscaping Act of 1972. It would require a vote of landowners within the City limits. 5. Evaluate charging new subdivisions for street cleanup. S 10,000 (Reconune) After a subdivision is accepted, and until there is approximately 60% buildup, the City incurs a major cost in additional street cleaning. This leaning includes the streets and storm drains due to dirt and construction material which leaves the undeveloped sites and ends up in the curb and gutta or storm drain system. We could charge the developers on a time -and -material basis or require a maintenance deposit to cover this work which is required by City forces. 6. Charge full overhead on billings to City's Enterprise Funds S 9,000 (Water, Wastewater and Electric Utility) for cost of trench paving and repair. Charges made should be credited back to the Street Division, which is now not being accomplished. (Recommended) 7. Charge full overhead on billings for damage to City property. S I,000 (Recommended) These billings include cleanup of hazardous spills and damage to signs, traffic signs, fences and trees which are all normally paid by insurance companies. CISTAEET DOC ZC. General Fund 68% Street Division Funding - Present Transportation Development Act (TDA) Funds 14% Street Division Funding Present Administration 18% � — Street Maint. 27% Parking Lot Maint./ /•. `: `cf . .'�� 1% Tree Maint 7% Street Light MaInt. 16% Street Cleaning 9% Storm Maint. 6% C&G Maint 3% Traffic Control Maint. 2% Traffic Control Maint 11% Future - Minimizing Maintenance of Effort (MOE) Parking Lot Maint. 1% Tree Maint. 7% Administration 6% Street Light Maint 16% �1 (3wnerai Funds r— I I • , vials Street Cleaning 9% -37- Storm Maint. 6% Traffic Control Maint 13% PUBLIC WORKS DEPARTMENT WATER/WASTEWATER MISSION STATEMENTS Water Our mission is to manage and deliver a reliable supply of safe drinking water to meet the residential, commercial, industrial and fire protection needs of Lodi. This is accomplished under the guidance of the Public Works Department's mission and values. Wastewater Our mission is to provide quality wastewater services and promote a healthier environment through collection, treatment, reuse, and disposal of wastewater generated by the City of Lodi. This is accomplished under the guidance of the Public Works Department's mission and values. -33- 1 WATERIWASTEWATER DIVISION The Water/Wastewater Division is responsible for the operation and maintenance of the Water Utility and the Wastewater Utility. The personnel working in these two utilities have overlapping duties and responsibilities. WATER UTILITY This Division operates the water utility which provides potable water to 23.000 residential. commercial, and industrial customers. The Water Utility is also responsible for providing water for adequate fire flows and pressures to the City's fire hydr ants, private fire st►-;.rescio' systems, and private on-site hydrants. All of Lodi's water is pumped from the groundwater table. This Division provides this water by operating and maintaining 23 water wells and related equipment which includes standby generators, chlorination systems, sand separators, one elevated water tank, and one granulated activated carbon filtration system. These wells deliver from 1,300 4o 2,200 gallons per minute and have a total capacity of over 50 million gallons per day. The water is distributed through water mains ranging in size from 2 inches to 14 inches in diameter. Water crews are responsible for the operation, maintenance and repair of the 196 miles of water mains, 23,000 customer services, 3,400 water valves, and 1,600 fire hydrants. This Division routinely monitors water at each well and throughout thc distribution system to ensure that State and EPA water quality requirements are met. The Division must also review, research and be familiar with all new State and EPA regulations and legislation, available loans and grants, and new treatment system concepts, ctc., all of which is changing on a daily basis. The Division is responsible for the administration, coordination, and implementation of all activities related to Lodi's dibromochloropropane (DBCP) dilemma. This includes staffing thc Mayor's DBCP Committee and meeting and coordinating the efforts of the City Attorney, outside legal counsel. local legislators. along with State and EPA staff. Since 1976, the Division has also managed the highly successful water conservation program which has more than offset its costs with electrical pumping cost savings. I 92-93 Budget I S1,154,690 Employees ' 12 5 -YEAR BUDGET/EMPLOYEES 91-92 90-91 89-90 ( 88-89 $1,203,630 S1,094,955 $919,800 $765.7651 12 12 12' I 10 I Major changes in the years listed below are due to: 1989-90 - increases in electsical power cow and mandated testing of water weth 1990-91- increases in electrical power cwt and repair needs at welts, reallocation of labor and salary adjustments and mandated quarterly D13CP notices, addition of 50%ofnew Assistant Wata/Wadewata Superintendent's salary. 1991-92 - increases in eiatr, al power cora, new state mandated annual fee by the Department of Health Services, shifting • larger percentage of Assist Water/Wastewider Superintendent's salary kern wastewater enterprise to water enterprise and incased part-time staff for stepped-up Water Corawion Program J992-93 - decreases in usage and eon ofelaarieal power.. awe in materiala and supplies, elimination of equipment depreciattiat and trander ofenencering cwpan e to the Engineering Di However the decreases were offset by increases in cons Ire' DBCP expenses and increased labor costa 'The addition of a two -person meter inwtallation crew was budgeted in the Capital Improvement Program and u not reflected to 1/4 Operating Budget WASTEWATER L 'CITY WASTEWATER COLLECTIONS - This Division operates thc wastewater utility which is responsible for collecting and conveying thc domestic and industrial wastewater to Lodi's White Slough Water Pollution Control Facility. The collection system includes 162 miles of wastewater mains ranging in size from 6 inches to 43 inches, 10 miles of 30 -inch industrial waste outfall line, 3,600 manholes, 1 industrial waste -39- f and 7 domestic pumping stations, and 23,000 wastewater sepia laterals. The maintenance staff is responsible for the operation, maintenance and repair of these facilities. Maintenance is determined, scheduled and performed using a computerized preventative maintenance program. The -maintenance program consists of systematic rodding, hydrocicaning, smoke testing and TVing wastewater mains throughout the City. Additionally, the maintenance staff inspects, by TVing, all newly installed wastewater and storm lines installed by contractors. The Division responds to all customer complaints, and installs, repairs and replaces customers' wastewater service laterals as required. Budget Employees 92-93 5452,460 10 5 -YEAR BUDGET/EMPLOYEES 91-92 9C-91 89-90 4521,385 3573,750 5370,195 10 10 8 88-89 5284,210 8 Majsr chimes in the years 'isted below were due to: 1252 - increases in utility expenses. ie.. electricity. phones, etc., and materials and supplies, reallocation of labs and salary adjustments. ' j 9�2.1 - addition of sewer maintenance acw, and mases in equipment depreciation. reallocation of labor. salary adjustineres. and addition of 50% of new Assistant Water/Wastewater Supairte denrs salary. 1991-S j - decreases resulted from shilling Ass..tant Wider/Wastewater S v ..; , —4. , salary from wastewater to water enterprise, reduction in equipment depreciation. and shining staff time to water (DDCP). 1992-93 . decrease was due to transferring wi ioeaing expenses to the Engineering Division. and elimination of equipment drpraRtiioa. WASTEWATER TREATMENT - This Division operates a wastewater utility which is responsible for the operation, maintenance and repair of the City's White Slough Water Pollution Control Facility located south of Highway 12, off of Thornton Raad. This wastewater treatment plant was origi"ally constructed in 1967 with a treatment capacity of 3.5 million gallons per day (MGD) and its most recent expansion was completed in 1992 providing a current capacity of 8.5 MGD. This facility presently processes and treats an average flow of 5.8 MGD or 2,100 million gallons per year. During the spring, summer and fall months, the ueate effluent is combined with 260 million gallons a year from the City's industrial system and is used for ir.:gation of feed and fodder crops and permanent pasture on the City's property which totals 1,040 acres. During the winter months, thc effluent is discharged directly into the San Joaquin delta The Facility is staffed 7 days a week, 16 hours a day. The City's State -licensed plant operators, together with the plant maintenance personnel, arc responsible for ensuring that all treated wastewater generated by the City of Lodi is properly treated to conform to the requirements of our State of California discharge permit prior to land irrigation or discharge to the delta This Division staffs and operates a State -certified laboratory at the White Slough Facility. The laboratory is responsible for measuring and testing the influent, the treatment plant process, the quality of the effluent, industrial flows under the pretreatment program, and groundwater and delta water quality to ensure compliance with the mandated requirements of the State and Federal agencies. The laboratory personnel tests industrial discharges for compliance with City ordinances and State and EPA mandates, and calculates monthly and annual wastewater service charges for industrial users. The laboratory also performs weekly bacteriological tcsting on thc City's water system and administers and enforces the City's cross-conncxt.on control program as required by the State Department of Health Services and EPA. Budget Employers 1 1 5 -YEAR BUDGET/EMPLOYEES • 92-93 91-92 90-91 I 89-90 51,222,360 $1,166,190 $1,050,960 $889,010 14 13 13 13 88-89 5404,330 12 Major increaser in the years laced below was due to: 989-9Q - electrical power coats and materials end supplies. addition of Wastewater Operator position and 75% of nes WaterMselewater Inspector paitioa 1990.91- additional usage and cot of cledrical power, additional material. apply and semi= needK and salary adjushramts. 1991-92 - additional electrical pe...a oostK additional material. aippty and service neck and salary adrutmeds 1992.93 - The overall aaease was due to increase in labor coats and onseime purchase of tools and specialty equipment which was Whet by decreases in electrical gage and costs and a decrease in supplies. mMaia6 and service neater TOTAL WASTEWATER UTILITY 5 -YEAR BUDGET/EMPLOYEES I 92-93 I 91-92 I 90-91 89-90 8849 Budget S1,674,820 51,687,575 51,624,710 51,259,205 51,088,540 Employees 24 23 23 21 20 -4 i- i WATER! WASTEWATER DIVISION ORGANIZATION JANUARY 1993 r; 1 tete nnS!tnRttellawlOCOrt I I I I +ss ragrn.54$art svtwflttt(r 1. Pa et Pat !��!II 1'1l�xnerllitwl�Ill' . I"IE' E!!dlWI ! �0!!� il1�a I Dill �laa'll.�!!, Win CO CIM.+OI I L coeureeP Orcu p+rp.reel J xrur. Wtt ta(tMI prat I I JLar.' epte. tr emtw.f9 IOW' r twrRwwS uMIIrwd r+rtth.9(r.r(t SIN fr501APCPPOI 4.1 Yrl Me rte nr rw rtVePreett nnr r (tllrwM MOAK rt r r (aura M064 I urtencs!rr.¢t 9fif45at rN vY J IWW.4I I 436t =101:1"s I 1 , salt, CSISRUBX ;MU now Paned .1 PPP sup CDA611.101 la tit 1 tALW*9°1174C.V6413 1 I I I 1 I I OM CIO; wUpC4pWtf asrtt!a Yttr,S4,t.lRr rerlCal u' 9CaW w5fl>•O ttUnp W W*aM1 o tanar I t*W. I I OTWpfI �� plum 1 I 14CkK women I H MOM P!r OrUrlCI vtwa t nrr *mantel ePerc HOU: Diemen receive. Neptned and imtrumanet on mrntonanee a!OOart horn the Doettle talky Dept to weer trek. vow+err Eh e.onorr and WM I Slough. r —n PAIIT•TNJE EMPLOYEE iblitofo,,implitom,,,68I I I+ 111II!uk41HATEt)to 1i' li wawa 111.1111{lipll! lof tion.,Hohll, AUTHORIZED POSMOMI IJtL41ME STAFFING OF COMPARABLE OPERATIONS CITY WATER WASTEWATER WASTEWATER TOTAL COLLECTION TREATMENT Davis Pop. 50,000 25 employees 8 employees 13 employees 46 Flow: 5.0 MGD Manteca Pop. 41,000 11 employees 4.5 employees 11.5 employees 27 Flow: 4.7 MGD Tracy Pop. 40,000 20.5 employees 9 employees 15.5 employees 45 Flow: 6.5 MGD Turlock Pop. 50,000 15.5 employees 9 employees 15.5 employees 40 Flow: 9.0 MGD Vacaville Pop 70,000 24.5 employees 11 employees 24.5 employees 60 Flow: 7.5 MGD AVERAGE Pop. 50,200 Flow: 6.5 MGD Lodi Pop. 53,000 Flow: 5.3 MGD 19,3 employees 8.3 employees 12 employees 10 employees Legend Pop. - Population MGO . Million Gallon per Day (Flow at Wastewater Treatment Plant) 0193WR.12 16 employees 43.6 14 employees 36 } 1 STAFFING OF COMPARABLE OPERATIONS CITY WATER WASTEWATER WASTEWATER TOTAL COLLECTION TREATMENT Davis Pop. 50,000 25 employees 8 employees 13 employees 46 Flow: 5.0 MGD Manteca Pop. 41,000 11 employees 4.5 employees 11.5 employees 27 Flow: 4.7 MGD Tracy Pop. 40,000 14.5 employees' 9 employees 15.5 employees 39 Flow: 6.5 MGD Tuitock , Pop. 50,000 15.5 employees 9 employees 15.5 employees 40 Flow: 9.0 MGD Vacaville Pop. 70,000 18.5 employees* 11 employees 24.5 employees 54 Flow: 7.5 MGD AVERAGE Pop. 50,200 Flow: 6.5 MGD Lodi Pop. 53,000 Flow: 5.8 MGD 16.9 employees 8.3 employees 12 -imployees 10 employees Legend: Pop. - Population MGD - Million Gallon par Day (Flow at Wastewater Treatment Plant) 0193WR.12 16 employees 41.2 14 employees 36 'Employees operating water surface treatment facility not included in this total. 1 J PRIVATIZATION WATER Reason for Contracting Out Existing Workload or Lack of Expertise or ACTIVITY/PROJECT Dollar Savings Time Restraints Equipment Answering Service (Emergency Calls X after Midnight) Collection Agency X X Laboratory Work (specialized) Landscape Maintenance X Miscellaneous Concrete Work X X WASTEWATER X Reason for Contracting Out Fisting Workload or Lack of Expertise or ACT:VITT/PROJECT Dollar Savings Time Restraints Equipment Answering Service (Emergency Calls X after Midnight) Boiler Maintenance X Collection Agency X X Laboratory Work (specialized) X Landscape Maintenance X Miscellaneous Concrete Work X X Security Alarm Maintenance X Weed Abatement at White Slough x NOTE: Wastewater Utility is currently evaluating privatization of our collection system preventative maintenance program. PRWRTO*M.%LS -44- 1 WATER Cost Reductions and Revenue Enhancements Cost Reductions 1. Eliminate *rover retrofit program. under this program, a two-persoL • .ter crew installs meters on all commercial ant, industrial services. (Not Recommended) 5110,000 2. Require a water meter installation as a condition of any sale 5180,000 of property in the City of Lodi. The State now requires that all new water services be metered. The State will ultimately mandate all water agencies to retrofit all existing residential with a water meter. The City is presently metering at its cost, all existing commercial and industrial water services. A policy statement in the City's existing General Plan reads, Me City shall develop a program for metering all existing residential uses." Depending on whether it's a newer home (1975-1992), when a meter box already exists, or an older home, water meter installations cost the City between 5200 and 5600. In the last 12 months, there were 468 residential transactions. Assuming an average cost of 5400 per installation, and 450 sales of unmetered parcels per year, the City could save 5180,000 per year toward future meter retrofit costs. (Recommended) Revenue Enhancements 1. Charge full overhead on billings for damage to City property. These billings include damage to fire hydrants, meter boxes, etc., which are normally paid by car insurancc companies. (Recommended) WASTEWATER Cost Reductions and Revenue Enhancements Cost Reductions 1. Require a sewer cleanout installation as a condition of any sale of propet:y in the City of Lodi. This would bring sewer lateral up to current standards, reduce time field personnel take to determine location of sewer problem, and will reduce cost to new owner if their sewer lateral becomes clogged. (Recommended) 2. Eliminate preventative maintenance sewer cleaning crew. This crew was established by the City Council in 1990-91 to provide routine preventative maintenance to the wastewater collection system. Since 1989, the callouts for clogged sewers has been by reduced 40% and claims filed against the City has gone from 9 to zero in 1992 and to date in 1993. (Not Recommended) .RWATER CtiC - 45- S 2,000 S 70,000 Water/Wastewater Funding Water Wastewater WM.r Fund 100% -46-