HomeMy WebLinkAboutAgenda Report - March 16, 1993S Pic
CITY 2MEETING .
Marchrch 244,, 1993
BUDGET PRESENTATION FOR PUBLIC WORKS DEPARTMENT
(STREET DIVISION AND WATER/WASTEWATER DIVISION)
CC -21(b) Mayor Pennino opened the meeting and reminded the audience
of the following guidelines for public input at the "Town
Hall" meetings.
"Specifically, the public is invited to tell the City
Council:
1. What City services do you (the public) feel
could be reduced or eliminated?
2. What ideas do you have for making the City
more efficient?
3. What City services are you willing to pay
more for in order to maintain them?
4. What City service. are you UNWILLING to see
cut, no matter what?"
Mayor Pennino informed the public of the "Town Hall"
Hotline phone number, 333-6896.
Public I—rks Director Ronsko presented an overview of the
Engineering and Water/Wastewater Division, mission
statement, organization chart and an overview of duties.
Glen Baltzer, Street Superintendent presented a report on
the Street Division and Fran Forkas made a presentation
regarding the Water Division, Wastewater Division and White
Slough.
The Cit) :ouncil posed sever -1 questions to staff And there
were no persons wishing to speak on the matter.
Mayor Pe:.zino informed the public that the next "Town Hall"
meeting would be on March 30, 1993 regarding the Library
and then on March 31, 1993 would be the Electric Utility
Department. Mayor Pennino also reminded the public that
the City Council meetings beginning April 7, 1993 will be
starting at 7:00 p.m.
;AaffirSuess
Praonpaegrteymetit
M sAR 1 1q9� &BoydUAltORSO�.
arse C('I*Y OL 12 March 1993
City of Lodi • %' UC NORt?C :r.'.'!.: •,,
221 West Pine Street
Lodi. CA. 95240
Attn: Mr. Jack Ronscoe, Director Public Works
Dear Mr. Ronscoe,
It has been mentioned that due to the financial restraints
that the City is currently experiencing it is possible that
the graffiti abatement program may be cut. The purpose of
this letter is express our dissatisfaction with that
possibility.
We feel it is a worthwhile program. As you know, the return
on the money expended .is not always seen in cash, but it is
seen in other ways. It is our ft, -ling that: this is one of
those items. The City of Lodi is made more attractive and
shows a sense of pride that all can enjoy because of the
efforts put forth.
Again, we wish to state our support for the graffiti
abatement program and hope that the City Council fin•
adequate funds to continue this important effort.
Let me also add our appreciation for all of your hard work
on behalf of the citizens of Lodi. It may go unspoken but
not unnoticed.
Schaffer Suess and Boyd, Realtors
Property Managment Division
Ltiid "�
Kevin Suess
Operations, Property Manager
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
TransmittalMemo.............................................................................................. l
Mission & Value Statement..................................................................................4
Privatization......................................................................................................... 5
Administration.................................................................................................. 7
EngineeringDivision..........................................................................................14
Building & Equipment Maintenance Division...................................................... 21
StreetDivision................................................................................................... 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
1
0 MEMORANDUM, City of Lodi, Public Works Department
To: City Council
Citizens of Lodi
From: Public Works Director
Date: March 16, 1993
Subject: Trwn Hall Meeting Handout
The Public Works Department is a multi -service Department and is made up of the four
operating Divisions shewn 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 training 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 n•.ission 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 similar policy
statement for the whole City.
Privatization
Because of the Council's specific interest in privatization, I have provided a discussion on
this 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
Town Hall Meeting Handout
Marcl 16, 1993
Page 2
faced with considering additional privatization, 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 increases and
decreases in the budget amounts shown.
Trainin
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, proper 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. CUITING BACK ON MAINTENANCE IS NOT A PRUDENT
WAY TO SAVE MONEY. if proper maintenance is not provided, the long-term costs
of 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 Approximate Replacement Value
Street System $ 70,000,000
Storm System $ 25,000,000
Sanitary System $ 50,000,000
Treatment Plant $ 40,000,000
Water System S 50,000,000
Vehicles and Equipment $ 5,000,000 •
Buildings $ 20.000,000 •
TOTAL $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,'.ibrary, and the larger Fire apparatus.
Since the City is not currently receiving o: putting funds aside for equipment or facility
replacement, except in Streets and for the treatment plant, the maintenance of our
-M%`KHE'40 DCC
- C'
Town Hall Meeting Handout
Much l6, 1993
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/Wastewater 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 $400,000 is simply charging out full overhead to
all non -General Fund accounts. Full o,.,-7head 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.
NjJA "
oub
L. Ronsko
c Works Director
ILWlm
attachment
TOWNMEMO DJC __._ __ -
CITY OF LODI
PUBLIC WORKS DEPARTMENT
'BUILDING A BETTER COMMUNITY"
OUR MISSION
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.
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,. 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 an 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 empicy3es.
We care about People, treat them fairly, and explain the decisi ; we make.
HEALTH & SAFETY
We plan cur work with safety in mind.
We consider public health and safety cur tcp priority.
We work safely and encourage others ,a do ;he same.
We ;.rcviCe cretecave dcthing, ecuicment and training m work 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 otter factors have to be
considered and these are discussed later.
Major 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) Or contracting out. Th
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/ Wastew-.er 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 part of this evaluation, we fjund 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
-i
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 ra outside contractor to property maintain the
CiWs 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 out 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 downtime
If the City was to contract 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 conveniencekustomer satisfaction
The City might be able to show a cost savings if all our utility billing was
contracted out. However, if the put;!;-- has to call Los Angeles or gets
bounced back and forth between the City and the private rm to resolve a
problem, the inconvenience may not be worth the sayings.
7. Internal convenience
If we had no abili•y 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
ADARNISTI2ATION
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.
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 programs.
The development and implementation of the annual Capital Improvement Program is also
a major responsibility of Public Works Administration together with the Engineering
Division.
Budget
Employees
5 -YEAR BUDGETiEMPLOYEES
92-93
91-92
90-91
89-90
88-89
5236,010
S288,830
1
S272,860
5232,585
5232,075
4
4
4
4
4
Major clang es in the years listed blow arc due to:
1990-91 • lrwease in equipmnA depreciation and salary aduwnems.
1992-93 . Decrease is due I.rgely to umnafe of equipmerd nuiirenanoe eape to Engineering.
Budget
Employees
TOTAL PUBLIC WORKS DEPARTMENT
5 -YEAR BUDGET/EMPLOYEES
92-93
91-92
90-91
89-90
88-89
$7,735,155
58,018,460
$7,553,560
$6,545,860
_
$5,609,765
95
95
95
90
85
PUBLIC WORKS
ADMINISTRATION
ORGANIZATION
JANUARY 1993
ENOINEPEPHNG
DPASION
PUBLIC WORKS
DIRECTOR
DEPARTMENTADMI
I i I INISTRATIVE
SECRETARY m ASSISTANT
ADMINISTRATIVE
CLERK II
BUILDING i EQUIPMENT I ' STREET
MAINTENANCE DIVISION DMS.ION
TOTAL AUTHORIZED FULL-TIME
DEPARTMENT POSITIONS
95
WATIRlWASTEWATER
DMSIDN
J.
AUTNORIZED
iULL-TIME
►GSITIONS
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
8
Pop. 51,000
Tracy
105
2
1
8
Pop. 40.000
Turlock
71**
1
0
5
Pop. 50,000
Vacaville
130
2
3
11
Pop- 70,000
Woodland
71
0
2
2
Pop. 43,000
Pop. 49,000
LODI 95 0 1 4•"
Pop. 53,000
•Ttis i hrde the Water arnd WaAewater Devmoni emptoyees vow are pan of Eavirovvnentat Utiliti es
—Includes Whits Depsrtrncrd which is nude up oithe Water and WaAewaw Division. This depubna t has 45
etaplo m including 3 clerical pokjorts
—Two powtiaa are shown under Adminadrsuon and two are shown under Street Division
-'LU•-
K
PRIVATIZATION
Administration
ACTrAWIPROJECT
Reason for Contracting Out
Dollar Savings
Existing Workload or
Time Restraints
Lack of Expertise or
Equip ment
Architectural Services
X
Copying/binding {large jobs)
X
X
Office Equipment Maintenance
X
Property Appraisals
X
Right of Way and Property
Acquisition
X
X
PPAOTOWk.XLS
ADMINISTRATION
Cost Reductions and Revenue Enhancements
Cost Reductions
1. Eliminate Director's participation in League of California Cities Annual S 1,100
Confer-^ce, Transportation and Public Works Policy Committee and
Program Committee. (Recommended)
2. American Public Works Association Congress and Equipment S 1,200
Show (Director). Director to pay his e-vn travel and per diem. Director
is committed to attend due to his appointment to Education Foundation
Board of Trustees and National Delegate representing Sacramento
Chapter. (Consider if revenue enhancements are insufficient)
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 S 160,000
City overhead) to "non -General Fund accounts". (Recommended) (approx.)
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 appropr:ai-- `non -
General Fund accounts," General Fund reimbursements would be increased.
*Public Works Director (subdivisions, street revenues, en,c: prise and
capital projects)
*Administrative Assistant (COG and street revenues, enterprise and
capital projects)
-Department Secretary (subdivisions, enterprise, and capital projects)
.Administrative Clerk 11 (subdivisions and capital projects)
UMMED WC
Enterprise I
Revenues,
Capitl
watr
EN
Administrative Funding
Present
Proposed (Adding Full Overhead)
neral Fund
70%
General Fund
479E
i i
1
PUBLIC WORKS DEPARTMENT
ENGINEERING
MISSION STATEMENT
Our mission is to apply professional civil engineering principles, standards
and judgment in planning, designing and constructing City facilities. This is
accomplished under the guidance of the Public Works Department's mission
and values.
ENGINEERING DIVISION
The Engineering Division is responsible for planning, designing and constructing the City's street, water,
wastewater and drainage systems in conformance with the 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. Streit, 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
alto provides engineering services 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 outside consultants is coordinated and reviewed by this Division.
The Division operates and maintains a microcomputer local area network supporting the Engineering
Division, Public Works Administration 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, parcel maps and off-site improvement plans for private developments are
reviewed to ensure conformance to City standards and master pians. The Engineering Division is
responsible for the inspection of private devckpers' oS-site improvements and all street and underground
improvements by other utility agencies installed under encroachment permits. Division issues
encroachment percaits for all work. activities, and major uses 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/revicwed 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, the design, construction and inspection of traffic
signals, and all studies 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 City's Capital Improvement Program.
Budget'
Employees
5 -YEAR BUDGET/EMPLOYEES
92-93
91-92
90-91
89-90
88-89
$788,130
$642,740
$630,630
$572,775
$490,065
15
15
IS
15
15
Major increases in the years listed below are due to:
1989-90 - salary adjustments.
1992-93 - reallocation of Street, Storm Drain, Water and Waster.,ater engineering expenses from those
divisions into this division and also inclusion of equipment maintenance expenses which were
previously charged to Administration.
'lrcludes amounts budgeted for Capital Improvement Program rnginc,:ring.
-i5-
ENGINEERING
DIVISION
ORGANIZATION
JANUARY 1993
ASSISTANT CITY
ENOINEER
DEVELOPMENT
SERVICES
Two4c COMPUTER
ENOINEERING COORDINATION
DESIGN t CONSTRUCTION
ENGINEEIWIG
ASSOCIATE CIVIL
ASSOCIATE TRAFFIC ENGINEERING
SENIOR CML
ENGINEER 1111
ENGINEER ASSISTANT
ENGINEER
iUl1•TIME
I
I rrr nra
16
ENGINEERING i
TRAFFIC ENG. DESIGN
DRAFTING A,
CONSTRI'JTION
TECHNICIAN IN I
ASSISTANT
r r r.n �wr
SURVEfi
ADMINISTRAMN
ASSISTANT ASSOCIATE CML
SENIOR ENG. ENGINEER ENGINEER
ENG, TECHNICIAN M. TECHNICAN
PUBUC WORKS =ISPECTOR
I TECHNICIAN I
SUPERVISOR SUPERVISOR
INSPECTOR uu
ENGINEERING
ENGINEERING ENGINEERWG
INTERN
TECHNICIAN YR TECHNICIAN YII----------------
iI
CONTRACT
EMPLOYEE
-----------------
PART-TIME i
AUTHORIZED
EMPLOYEE-----------------
iUl1•TIME
rosrnons
16
J
ENGINEERING - COMPARABLE STAFFING
Full -Time Positions
AGENCY Total Engineering Positions
Davis
24
Pbp. 501000
Manteca
9
Pop. 41.000
Roseville
27
Pop. 51,000
Tracy
17
Pop. 40,000
Turlock
14
Pop. 50.000
Vacaville
34
Pop. 70.000
Woodland
17
Pop. 43.000
Pop. 49,000
LODI 15
Pop. 53,000
-17-
PRIVATIZATION
ENGINEERING
ACTIViTYIPROJECT
Reason for Contracting Out
Dollar Savings
Existing Workload or
Time Restraints
Lack of Expertise or
Equipment
Aerial Photography
X
Architectural Services
X
Blueprinting (large lobs)
X
X
X
Laboratory Material & Soils
Testing
X
Office Equipment Maintenance
X
Property Surveying
X
Specialty Engineering/Studies
X
X
Traffic Signal Design (sometimes)
X
wtENTOVNM.x.IS
— sv—
-i
ENGINEERING
Cost Reductions and Revenue Enhancements
Cost Reductions
Leave anticipated 7/93 Engineering Technician (design section) vacancy S 14,000
unfilled. The annual cost of this position (salary plus benefits) is $32,000.
Since only approximately 40`!0 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 account -t.) This will mean a
slowdown in capital project design and reduced services in mapping. (Not
Recommended)
2. Cancel contract with half-time engineer. The total annual cost ofthis 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 $25,000-$50,000
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)
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 $ 70,000
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 $ 1,000 or less
or similar traffic controls are primarily for the benefit of a single property
owner/parcel. While staff has rLservations about "selling" traffic control,
there is some validity in asking the owner to pay for these benefits. A
policy would need to be developer) on this issuz. (Not Recommended)
Capital Improvemef
Program
21%
Impact Fees 2
Eng;ner
1I�
Capital improvement
Program
2".
In
Encroachment Permit Engineering Fees
Fees 5% 16%
Engineering Division Funding
Present
Wster/Wastewater
udlides Gas Tax
7% 1%
Proposed (Adding Full Overhead)
Watermastewater
Utilttles Gas Tax
9% 1%
General Fund
58%
eneral Fund
37%
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 and 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.
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 fimctions 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 Hall, the Fire Prevention
Building, Carnegie Forum, Public Safety Building. and the Municipal Service Center are carried out by a
contract janitorial sepia 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.
Thus Section performs, coordinates, andfor supervises minor congruetion and remodeling done on and in
City buildings. Cc astruction administration of large building remodel or construction projects, and
coordination of that work with architectural firms, is the responsibility of this Division's SuperintcndenL
5 -YEAR BUDGEVEMPLOYEES
92-93 91-92 90-91 89-90 88-89
Budget 5426.825 $450,845 5407,635 5307,635 5323,115
Em lovas 2.5 2.5 2.5 2.5 2.5
Maj mareaua in the years laded below are ate to:
989-90 - salary adjustroaas. additional eons of mew CArrrcgie Fm m antd additi n of lease for new standby generator in Public
Safety l3usldins.
EOUIPMENT MAINTENANCE - This Division is responsible for the preventive maintenance program
and repair.- 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 Dia) -A -Ride vehicles and heavy-duty trucks, per State regulations. The Division is also
responsible for Clean Air Act regulations, alternative fuel issues and environmental and recycling
requirements related to ithicics 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
'chicles and equipment
Budget
Employees
5 -YEAR BUDGET/EMPLOYEES
92-93
91-92
90-91
89-90
88-89
S737.990
S1.015.620
S998.235
5851,570
5665,800
7.5
8.5
8.5
8.5
7.5
Major change in the yeas listed beio- arc due to:
19$9-90- Addition of lead \Madame position (partial years salt ry adjuatrnaw, increases in materia! costs and usage and equipn :nt
depreciation srtd robutldetgof Public Works Iii -Tanga.
1990-91- Full -year cod of 1.rad Mechanic position and increase t, oWipment dtproiatiorc
1992-93 -. F.lirninuion of Pa -y Coordinator position due to hiring h -cru, eliminaaion of all equipment depreciation, decrease in fuel
coat and uuge. T6= decr a were ofact by increases clue to salary adjustrnents cernd addition of Fire Depart ce tick
nu n emme-
BLDG. & EQUIP.
MAINTENANCE
DIVISION
ORGANIZATION
JANUARY 1993
BLDG. i EQUIP. MAINTENANCE
SUPERINTENDENT
BUILDING I EQUIPMENT
DI
MATENANCE MAINTENANCE
SENIOR BLDG. EQUIP. MAINT,
MAINT. WORKER I I SUPERVISOR
BUILDING I L±LEADEQUIPMENT
MAINT. WORKER CHANIC
WELDER -
MECHANIC
9"URANCE
CLAIM6
}
u
MEA.I t4U1P.
HEAVY EQUIP.
MEC►44-41C
MECHANIC
HEAVY EQUIP.
HEAVY EQUIP,
MECHANIC
MECHANIC
WELDER -
MECHANIC
9"URANCE
CLAIM6
}
u
EQUIPMENT MAINTENANCE STAFFING COMPARISONS (EQUIPMENT -TO -PERSONNEL)
AVERAGE OF CITIES SURVEYED 39.2 53.6 (w/Tracy)
37.5 48.2 /w/oTracvl
LODI 1.5 .5 Adm. Clerk (20 hr./wk.)
4 0 274 102 376
no••• yes yes
51.9 71.6
•Parts Coordinator eliminated
.5 lead mechanic
through hiring freeze last year
.75 welder
11�ni�eat-IaPenawnd
when employee retired
Direct Sh0P lAbor
E41lipmeal
Malntalne4
Total 7.25
Ratio
Musca A
Supervisor
(NW %pport Staff
1ltechaale
Servke Wr1wr
IA"v3e4 Vehkk
Non-l.kenu4
T•W
ReAre
Wdele
Pollee
Ptrt
Overall
Direct IAbor
I)AVIS
I I Adm. Clerk (full-time)
4
0
200
12
212
yes
yes
yes
35.3
53
Cotal 6.00
TRACY
1 1.25 Adm. Clerk
3
0
128
131
259
yes
yes
no
49.3
86.3•
(I full-time plus 1 part -tine
® 10 hr./wk.)
Total 5.25
MANTECA
1 .25 to .375 Adm. Clerk
4
0
150
20
170
refine
yes
yes
32.4
42.5
(10-15 hr./wk, posting costs
+
only) 41'artslcomputer position
not filled wbm employe
transferral last year.
inial 5.25
VACAVILLE
1 .125 Adm. Clerk (5 hr./wk.)
3
2
230
45
I75
no
no
yes
44.9
55
work order input only
1.,.±I 6.125
+ L,RLOCK
1 0
4
0
240
50
290
buses
yes
yes
48.3
58
`
1 lead mcchartic
600
e'MSEVILLE
2 1.5 Adm. Clerk
12
3
400
I50
S50
yes
yes
yes
29.7
36.7
(I Cull -lime, 1 part-time)
r�.-.1 I8.50
IS fOCKTON
5 1.125 - 1.5 Adm. Clerk
22-(2)-20
0
853
113
966
refuse
yes
yes
34.2
43.9
(1 Cull -time, 1 part-time
(hiring freeze)
[4.20 hr./4.1, as needed)
1 welder fabricator
1 body shop foreman
Total 28.25
AVERAGE OF CITIES SURVEYED 39.2 53.6 (w/Tracy)
37.5 48.2 /w/oTracvl
LODI 1.5 .5 Adm. Clerk (20 hr./wk.)
4 0 274 102 376
no••• yes yes
51.9 71.6
•Parts Coordinator eliminated
.5 lead mechanic
through hiring freeze last year
.75 welder
when employee retired
mechanic••
Total 7.25
• Tracy only docs servicing and minor repair work 0:1D0(.1TOWNSRVS Ms I
• • 2594 time spend on nonlquipment welding 3/1693
••• Lodi will add buses in 1993/94
A
PRIVATIZATION
BUILDING MAINTENANCE
ACTIVITY/PROJECT
Reason for ContractingOut
Dollar Savings
Dollar Savings
Existing Workload or
Time Restraints
Lack of Expertise or
Equipment
Boiler Maintenance
X
X
Elevator Maintenance
X
X
Janitorial Maintenance
X
X
X
Landscape Maintenance
X
X
Paint and Body Work
Property Manaf-smertt
X
Radiator Repair
Security Alarm Maintenance
X
X
Smoke Detection Maintenance (Jail)
X
X
Specialized Repair/installation:
carpet, painting/wallpapering, glass
replacement
X
X
EQUIPMENT MAINTENANCE
ACTIVITY/PROJECT
Reason for ContractingOut
Dollar Savings
Existing Workload or
Time Restraints
Lack of Expertise or
Equipment
Aerial Lift Truck
Maintenance/Certification
X
Glass Replacement
X
Large Tire Repair/Changing
X
Major Diesel Engine
Repair/Rebuilding
X
X
Paint and Body Work
X
Radiator Repair
X
Transmission Repair
X
NOTE: Equipment Maintenance is currently evaluating privatization of vehicle and equipment maintenance.
Pft3CT,h+AJ YLS
BUILDING AND EQUIPMENT MAINTENANCE
Cost Reductions and Revenue Enhancements
Cost Reductions
Building Maintenance
1. Evaluate the consolidation of the Building Maintenance functions S 7????
City wide. There may be a direct dollar savings but, at the minimum,
there could be an increase in organizational efficiency. (Recommended)
Eauioment Maintenance
2. Evaluate a vehicle reduction program on a City wide basis. S
Evaluation would include review of total vehicles assigned, take-home
vehicles, better utilization of motor pool and Council van, monthly car
allowance, sharing of vehiclestequipment, etc. (Recommended)
rxc
—% Z...
Parks d Re
7%
Dial -A -Rich
6%
Etectrfc
10%
Building Maintenance Funding
Equipment Maintenance Funding
Other
10'X.
General Fund
100%
170 Water -- --.1
24%
4%
LEGEND
O GENERAL FUND
((m�li�ul ENTERPRISE FUNDS
10 TRANSPORTATION DEVELOPMENT ACT rTDAr F(i*;OS
7
i
sr
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.
z 18
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, sealir% and
resurfacing of 156 miles of street and 16 miles ofslley.
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 fall 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, tr-e 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, pavement 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 th,s 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, 37 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 lots.
MOWN.mr_
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.
5 -YEAR BUDGEVEMPLOYEES
MOWN.Doc
-3,,'-
92-93
91-92 91
89-90
88-89
Budget
V,366,320
S2 397 820 $
_$1,935,415
$ 1 729 320
j
Employees
30
30
27
26
Myst i++aaea m the yeas L4edbdow arc
due to:
1989 40 - addtkm
ar& c wkJ pmk;m
add' m orkm for anadw sw. qw. iaaew,s
is bob eW mat mai
dinar s rd fled
material
cast;
1940.91- new
refine di Ww4 I Z
addhimA electric w addit wd shat a*awin<cbargm
sd&dw
ordree labww
poaitioert,
additional mrterial
and e4uipment and sslary irweasee,
1991-92 - additi=W
elearie saa8e, addit
=4 mataiak and aalwy iw. ew .
MOWN.Doc
-3,,'-
LO
STREET
DIVISION
ORGANIZATION
JANUARY 1993
T! S T. ALLEY. TRAFFIC MAINTENANC
L STRER CI.SANlNO
STRUT SUPERINTENDENT
HSUPERVISINO
A[+MIN. CLERK
ADMINSTRATTVE
CLERK N
-------------'
I ADMNNSTRATTVE
I CLERK! (put bm)
---------------
ASSISTANT srREE r SUPERINTENDENT
--------------ASSISTANTSTREETSUPERINTENDENT
OMSION INSURANCE cUJMt6 I I STREET, StORM DRAIN. TREE.
SIDEWALK MAWTSNANCS
i
-------I
PART-TIME i
EMPLOYEE '
--------------
NOTE: Dt.1.Ion r*W"s drevkd Md Imtnnvnts"a a o.wMnw
ruppon Iron TheElonvle UdktY Dept. la adrK wqult tt.r! pUmn
pw,.Onp eletlOrr,.
AUYNOIM2ED
tlAl-TIM[
►oNmoNN
30
STREET SUPERVISOR
STREET SUPERVISOR
—
MArt+iENANCE
MAINTENANCE STREET CLEANING
MAINTENANCE
MAINTENANCE
MAINTENANCE NANRENANCE
MAINTENANCE
ST. Mw III
si ww nl SWEEPER OPER
ST. MVV III
ST. MfMV 111
ST. M W NI ST. MW IN
SR. TREE TRMR
Mew n
AAM N
I
MAIN
MN S
IAM N N.N N
TREE TRMR
I
Mw"
l �I (II so ER��II�IJ Mw N
MN 1
MMN N
'
MW 1
TREE TRMR
i
-------I
PART-TIME i
EMPLOYEE '
--------------
NOTE: Dt.1.Ion r*W"s drevkd Md Imtnnvnts"a a o.wMnw
ruppon Iron TheElonvle UdktY Dept. la adrK wqult tt.r! pUmn
pw,.Onp eletlOrr,.
AUYNOIM2ED
tlAl-TIM[
►oNmoNN
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 level of service similar to 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 1990191 in
order to maintain this level of service.
Based on our present 172 miles of streets and alleys and 12.5 authorized street
maintenance personnel, our current ratio is 13.5 miles per employee. The 12.5
authorized street maintenance Firsonnel does not include employees performing
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 with 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 newly the same level of service and
street maintenance as we provided in 1985_ To actuat;y reach the desirable level of
service of 12.6 miles per employee, the City would have to add one additional street
maintenance worker.
1". 'C0A1P.D0 r
/I—
PRIVATIZATION
I -
PRIVATIZATION
STREET
NOTE: Street Division will be evelusting privatization of painting crosswalks, pavement legends, parking stalls and curbs.
Reason for Contracting Out
Existing Workload or
Lack of Expertise or
ACTIVITY/PROJECT
Dollar Savin s
Time Restraints
Equipment
Answering Service (Emergency
X
Calls after Midnight)
Concrete Work
X
X
Discing undeveloped retention'
basin property
X
Landscape Maintenance
X
Lane -lino Painting
X
Preparing Required Herbicide Use
Program
X
Root Grinding
X
Slurry Seal and Chip Seal
Application
X
Tree Insecticide Spraying/ Injecting
X
Two-way Radio Maintenance
X
Weed Spraying of Frontage Road
X
Drainage Ditch
X
NOTE: Street Division will be evelusting privatization of painting crosswalks, pavement legends, parking stalls and curbs.
STREET
Cost Reductions and Revenue Enhancements
Cost Reductions
1. Defer mercury street light conversion program. S33,000
The 1992193 budget includes 533,280 in the Strata (General Fund) budget for converting
241 mercury street lights to sodium vapor lights„ thus saving energy costs. This approximate
amount is budgt A 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, a0
(Consider if revenue enhancements are insufficient)
3. Eliminate residential surer cleaning. $55,000
(Consider if revenue eahanccmc s are insufficient)
However, continue City-wide Ieaf season pickup and downtown,
commercial. industrial, and parking lot sweeping.
4. Eliminate entire street cleaning program. $220,000
(Consider if revenue enhancements are insufficient)
Revenue Enhancements
1. Minimize Maintenance of Effort. (Recommended) S397,000
With the passing of State Proposition f I 1 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 strut maintenance and construction.
Since most agencies use both General Fund and suect dollars for the total funding of their
street maintenance and construction needs, an MOE requirement was implemented in order
to enwre that all of the new street dollar✓ passed by the voters would actually be used on
struts. It requires that the average amount of General Fund dollars used for greets during
1987188, 198889 and 1989/90 be maintained Lodi's MOE amount is 51,403,800. This is
the amours of General Fund finding 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 reduce the amount to that of the MOE rcgvirement In the 1992/93 budget. Lodi
is using $1,801,300 of General funds on the street system. Therefore, $397,500 in street
dollars could be used to enhance the General Fund. However, these dollar 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) $360,000
The Public Works Department .,xis strongly that a norm �.dter utility should be established.
This %+ill be the subject of the May 4, 1993, shirtslccvc session. With the new EPA
restrictions on storm water discharge, this amount could easily double in the neat 2 or 3
1
years. Because of the future dischargle requirements to local agencies, it is reasonable to
include City-wide street cleaning in the storm water utility. I.f" -w two services were
combinod in an enterprise fend, the City Could recoup at least 5360,000, plus City overhead.
This would amount to roughly SIM per parcel per month. If this concept is to be
considered, we recommend . 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 -aide street cleaning maintenance district. $220,000
(Not Recommendod)
4. Evaluate establishing a streetlight maintenance district 5370,000
(Consider if revenue enhancements are insufficient)
Presently, all citizens are paying for streetlights even though many do not have streetlights
on their stress. if a district was formed, these costs would be spread to those who actually
are receiving benefit It would be recommended that a consultant be retained to develop the
district and appropriate charges. This would have to be done under the St-ect Lighting and
Landscaping Act of 1972. It would require a vote of landowners within the City limits.
S. Evaluate charging new subdivisions for street cleanup. S10,000
(Recommended)
After a subdivision is accepted, and until there is approximately 60% buildup. the City
incurs a major cosi in additional street cleaning. This cleaning includes the streets and
storm drains due to dirt and construction material which leaves the undeveloped sites and
ends up in the curb and gutter 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 ove hcad 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.
(RecDnunended)
7. Charge full overhead on billings for damage to City property. S 1,000
(Recommended)
These billings include cleanup of hazardous spills and damage to signs, traffic signs, fences
and trees which are all normally paid by instrance companies.
General Fund
68%
Street Division Funding - Present
-36-
tFunds
B%
Transportation Development
Act (TDA) Funds
14%
Administration
Parking Lot Main
1%
Tree MainL
7%
Street Light IN
165:
Street Division Funding
Present
Street Cleaning Stone Maint.
9% 6%
=-A
C&G Maint.
3%
raNic Control MainL
2%
ntrol Maint.
1011.
Future - Minimizing Maintenance of Effort (MOE)
Administration
Parking Lot Mair
1%
Tree Maint.
7%
Street Light 1
165'e
Street Cleaning Storm Maint,
9% 6%
int.
Cdv Maint.
3%
)ntrol Maint.
3%
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.
WATER/WASTEWATER 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
responstbilitics.
WATER UTELITY
This Division operates the water utility which provides potable water to 23,000 residential, commercial,
and industrial customcm The Water Utility is also responsible for providing water for adequate fire flows
and pressures to the City's fire hydrants, private fire suppression 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
s}stems, sand separators, one elevated water tank, and one granulated activated carbon filtration system
These wells deliver from 1,300 to 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 opera!ion, maintenance and repair of the 196 mites 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 the 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, etc., 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 the Mayor's DBCP Committee and
meeting and coordinating the efforts of the City Attorney, outside legal counsel, Iocal 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.
Budget
Employees
5 -YEAR BUDGETlEMPLOYEES
92-93 91-92 90-91 89-90 88-89
$1,154,690 $1,203,630 $1,094,955 $919,800 $765,765
12 12 1 12 1 12• 10
Major mages in the years titled below arc due to,
1989-90 - increases in tWirical power costs and mandated testing of weer wells.
1990-91 - inereaux in cloctneal power cost and repair needs at wells, reallocation of labor and salary adjustrnents and mardatcd
quartaty DBCP notices, addition of 30% of new Assistant wata/Wastewater superintendents salary.
L991-92 - increases in clavical power cost. new sate mandated annual fee by the DepwUnent of Health Sa vices, shifting a larger
percentage of Assist Wata/Wastewala Supaintardert's salary from wastewater atterV= to water Mapnse and increased
part-time staff for stepped-up Water eomavation Program
1992.93 - decreases in usage and cost of electrical power, decrease in materials and supplies, elimination of equipment depreciation. and
transfer of engineering expense to the Enginaring Division. However the decreases were offid by increases in costs for
DBCP expenses and increased labor oats.
IrLe addition of a two-pason meter ind-tilation aew was budgeted in the Capita Improvement Prvgram and is not reflected in the
Operating Budget
WASTEWATER UTILITY
WASTEWATER COLLECTIONS - This Division operates the wastc"atcr utility which is responsible for
collecting and conveying the 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
incl <s o tR nches, 1n miles of 30 -inch industrial caste outfall line, 3,600 manholes, I industrial waste
-3S+-
"--
and 7 domestic pumping stations, and 23,000 wastewater service 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 progn -n consists of systematic rodding, hydrocleaning, smoke testing and Tying
wastewater mains throughaut 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
5 -YEAR BUDGET/EMPLOYEES
92-93 91-92 90-91 89-90 88-89
$452,460 $521,385 $573,750 $370,195 8284,210
10 10 1 10 8 1 8
Major a -c" a the yera tisted below was dee to.
1989 90 - Vic eas" in utility civenem Le, eleciriMy, phos• etc.. and tmtanats and supplies, resNamix-e of tabor and salary
19W91 - addifion of sewer inaidaaance Der, cud inaeasea in equipm d d%reciwion, reallocation of labor, salary adJ+sbmaitz. and
addition of 50%of new Asittut water/Wastewater Supairdadaits salary.
1491-92 - decreases resuhed fran drifting Assistant Wata/Waatew" Supo iniadar's salary tion wadewater b water enterprise,
redxtim in equipment deprodatioq ard shifting statrtiow to water (DBCP).
1992-93 - decrease wit. due to traraderring o ngutesieg expenses to the Enginesug Divili and elvnimtian of equipmeot
I , ;jatjon .
WASTEWATER TREATNE - 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 Road. This wastewater treatment plant was originally constructed
in 1.967 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 treated effluent is combine! with 260 million gallons a year from the City's industrial system
and is used for irrigation of feed and fodder crops and permanent pasture on the City's property which
totals 1,040 acres. During the winter months, the 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, are responsi! !k ibr 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 motnthly and annual wastewater service charges for industrial users. The laboratory also
performs weekly bacteriological testing on the City's water system and administers and enforces the City's
cross -connection control program as required d by the State Department of Health Services and EPA.
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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
Vocaville
,p. 70,000 24.5 employees 11 employees 24.5 employees 60
Flow: 7.5 MGD
AVERAGE
Pop. 50,200 19.3 employees 8.3 employees 16 employees 43.6
Flow: 6.5 MGD
Lodi
Pop. 53,000 12 emp!oyees 10 employees 14 employees 36
Flow: 5.8 MGD
Legend:
Pop. - Population
MGD - Million Gallon per Day (Flow at Wastewater Treatment Plant)
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PRIVATIZATION
WATER
ACTIVITY"OJECT
Reason for Contracting Out
Dollar Savin2s
Existing Workload or
Time Restraints
Lack of Expertise or
Equipment
Answering Service (Emergency Calls
after Midnight)
X
Collection Agency
X
X
X
Laboratory Work (specialized)
X
X
X
Landscape Maintenance
X
X
Miscellaneous Concrete Work
X
X
WASTEWATER
ACTIVITYIPROJECT
Reason for ContractingOut
Do -'Sar Savings
Existing Workload or
Time Restraints
Lack of Expertise or
Equipment
Answering Service (Emergency Calls
after Midnight)
X
Boiler Maintenance
X
Collection Agency
X
X
Laboratory Work Ispecialized)
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.
Mxt 'ovwr. us
-44-
WATER
Cost Reductions and Revenue Enhancements
Coto Reductiom
I. Eliminate meter retrofit program. Under this posram, a $110.000
two, jxrson meter crew installs meters on all commercial and
industrial senders. (Not Recommended)
2. Require a water meter installation as a condition of any We $180,000
e f property in the City of Lodi. The State now requires that all new water services be
metered. The State will ultimately mandate ail 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, 'Tire City shall develop a program for metering all existing
residential uses.*
Depending on whether it's a newer home (1975•I992), where a meter box
already exists, or an older home, water meter installations coat the %icy between
$200 and $600. In the last 12 months, there acre 468 residential transactions.
Assuming an average cost of 5400 per installation, and 450 sales of untnctcred
parcels per year, the City could save $180,000 per year toward future meter
retrofit costs. (Recommended)
Revenue Enhancements
1. Charge full overhead on billings for damage to City property. S 2,000
These billings include damage to fire hydrants, meter boxes, etc., which are
normally paid by car insurance companies. (Recommended)
WASTEWATER
Cost Reductions and Revenue Enhancements
Cost Reductions
1. Require a sewer cleanout installation as a condition of any S 'M
sale of property in the City of Lodi. This would bring sewer lateral up to
current standards, reduce time field personnel take to determine location of
sewer problcR and will reduce cost to new owner if their sewer lateral becomes
clogged. (Recommended)
2. Eliminate prevcntati-,t maintenance sewer cleaning crew. $ 70,000
This crew was established by the City Council in 1990-91 to provide routine
preventative maintenance to he wastewater collection system. Since 1989, the
callouts for clogged sewers has born by reduced 40% and claims filed against the
City has gone from 9 to zero in 1992 and !o date in 1993. ('Not Rcx:ornmcndcd)
Ck'. "'.:ER 7
Water/Wastewater Funding
Water
Wastewater
Water Fund
100%
Fund
f