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Agenda Report - April 2, 2003 I-02
1111111! 11 AGENDA TITLE. Review Significant Expenditure Requests Submitted as Part of the 2003- 05 Financial Plan and Budget 1, Any change in regular staffing 2. Significant one-time costs 3, Major service curtailments or expansions 4. Changes in operations that will significantly affect other departments or customer services 5. Changes that affect current policy 6. Dollar parameters vary by Department; however, changes that increase activity costs by more than $5,000 may be considered a major expenditure change. Attached for Council's review are two lists with accompanying back-up information. The first list "Summary of Significant Expenditure and Staffing Changes — City Managers Recommended", will be highlighted during the Council presentation. The second list "Summary of Significant Expenditure and Staffing Changes — NOT Recommended" is also provided for Councils' information, however it is not the intention of staff to include these in the presentation, Overall, staff is recommending approximately $545,940 in SERs of which only $91,990 is attributable to the General Fund, The balance of $453,950 is either offset by revenues or is part of an Enterprise Fund (Water, Wastewater, and Electric), Only one new staffing position, Electrical Technician. is recommended for the 2003-04 fiscal year. Funding: None Thank you, JanetS. Keeter Deputy City Manager APPROVED: 4#2budgetwunmrn,doc; Vicky McAthie Finance Director 03/27/03 Guy manager Recommended e Its S So 413{00 �t ��r�W�We4�pJ�h� .� IaGAN€z�8PC0 id Mffil", Via, i 00 p"`, i �t ��r�W�We4�pJ�h� .� IaGAN€z�8PC0 id ,q. High Ovam ISES rsfal 4, Np�R�fi�at809"1Baa 4 cI 00 p"`, I. N ' tesa� #7�ts a1, F���&a�Et�yMYt�C�D _ to ... emsti�tr�ts N -$9,506 p ppg� B ERiAl!6gg6 iq.. ooW N In 4_ WOO" " Baia"" Ong alloose of "ran 11"dow q GRY.0610 691 stn awal plan and Budget -special of "agagial Man and Raftel m k, d City Manager Recommended Significant Expenditure i Staffing Chang] OV02/03 3MAS YX,2003 SUMMARY OP 3AUNK ICANTENDIT€ RE'SAND STAITtNGMANGOS City Manager Reconmended P<,1i ; Pracettom P4�� Axtmbus"tio + 1 `R: 01 55 'I atia ,f'RtGSiT hLlilij+5i 1) 2 Seitiacc-`t,'anea)t Deck Alpha SvgpoTt servki 3 Hire PRgh f'_Finte U !3) role Opemvojv5 133'-1 overbure tat t:vntrol 5 11toreeAmAl Vet services li May z':neergrnicy Clyet wnz Pwcbase Sys'wo flu Tmck 731 8 Hire Fke6gbter, £,+i 9 impteraakt PACm-fla i rogmm Fin f ramig ZZ FllmdVirclixgbtoAcademy 33 Ftind Emcrg;moy Ve,Wil Cg -roans "nurse Tataf pmblk a.w*q PWIC Ltlm"t" iVatez/('dastrv✓atet' I3ttiry Sets mH 14 Storm water-mamgemagll Nova"I 16 OrpArlimtionFuaiaawil alle Rewxllue Meettu I -T iity Sri, co= limmess Piantultg &,Vaarketing 17 Probssional setwires increase: klecffiSC',a1 & Op"Dfiom 19 [Rel?lace IT 1ax90 forreet plalter 91 tlpgrrde AnteC:AD %oft e 26 Contrac=t fox aut mated m trxeahug 22 Replace 4 desktop ,� laptop comm -was 1 iecttric CGmti (dunx & M8gdmamx Z3 khie tt:ctocPi'I �ehiiiciNn 24 Cmratract£nr safely m)nsulttnt is purchase (7iiice frunitu:c I:lechu Sub+!Ai€sns & Sy>telns 16 5 4llGYp.Ss; wzv ei AM11 { 22 P.mVu1e ftnn3.r`ng €or a 11141 truttiing 2� contract foe'Wwaition 13air,'ang rcoa@ p"bik t1E9 oks TrimspamOm Ste: Nand.Hood C mRI 1 Z9 Crvl Convert mapment Analyai.to Ul: a;itho zzed Tow T"m - ihw t, swt, ctaf era! a Ned€s4 berths and Ret rnwn R,t reewm A owasixatm iia l.exse it)duar'stotr>_ge apace 1'arka AckmPasat`aSion 31 PIt inian, CAI} orzmicr After Se.hoo)114ygrounds 32 C,oi, Borchai4t=Scheai AAws<`huz llrrogrmr 33 W(mw1bricll;e.Nbddie Af2zr %tool pravgtwn C.rtliMidtlle:Aba school Frayrrun 51-; ,'Vftu SaWA Pla} gmand support inter€) 36 Lakewood Rwrcadnn T'"de€ r. YoQd , SpGtta 37 Pay himese. for Officials Covered No err field options .4dv1t SpoM 41€ Co,4tvwl with L cxb S,szfbau lJax4arc Assvc Sports, Pacilitiea 42 Matmonaneo tmatenaw Cir bal! fiekjn 43 Addiidenel f)F.(lciin8'rr e hleintcomwo 44 Contrw foriiug,,contrbi-SWa,, Park 45 i4.t-e4l}g,i. t3'7,�, iC i 41� fl, _A5 Lodi Lake 46 Hire Vt3.abo�er 47 fluml salm(r7%R'56vat. 48 Ftme C )uip Loth La G mmmcn progam Fljilipm-Rr maisli>iswrs 49 Purchme st' i'mazI F culnularciLy cem-�r 5!i l'irna)aie Iiig3ifA pre jeOor 51 Cont d for S.6ty MiKds Tc+ta8 t,o6atse Ccalcrzrtc[ASoL at Sw 5j R5 8.500 4.189 7,300 6,7.00 b,20p 7,t(MO 0,000 % 1 59,400 git'ftmds (.$143,000) Ovad yT Mo 30,M) 4!,000 S,D96 8,000 5,500 5.50p 7.0.000 s,©4o- s,a4a R.:cnrntnenrieri -cost amet:by ow, (1 O,DDfi) 6,001) h,000 om tuna charge - Prop 172 fi4nds 4 324,435 5,000 4 37.4,435 one limn uh:UPexzncltsdetl let Yea 1 17 5€Y6,345 A845 5D6,845 off, ea by some revue:0478,090) 22,340 2'2,+(3(1 i?_evommended wffsettry TV (26,000) __ .... .. 12.Ss115 Y�- one time charge 22.0 1,098,165 85,1.00 2 53,525 5 P18;660 i.18,5w 11$,500 (06,0 0) ',5,(}IHF ?5,01Df5 95,000 95,000 S,500 8.500 7,.300 7,300 21,OW 21,3410 7,t(MO i 127,3-i 1 12",S",5 20,000 70.400 I O,wo Io', tD0 S,D96 8,000 1Otoo 30,0011 7.0.000 COD 710623 1.00 446.175 (66,OW) has additional: 3 years Gmu aasoc6ate-d 25,0043 10,000 porfibl othot lr -100 sense savtnp Ong tam ohuge 20,()00 one tine ehaw 2,0130 7,406 2.320 (45,tM) imciudl©s I tzuck R, tools - our, Urn- cons 5,vm One time cosi'S 1 �._�_ def�F to FY SRO eflfh xtrpii�(9pSt 2TD-- 411,5(1© 75036 33,845 11;b95 recommended, offset by rev (50,730) 03-04 xecominf titled-•ofEsr.,t b)1 m (4'2 100) 04-05 recommended.-- offset :hy'xev (43;Za30) 03-04 tccommendad -- onset by rev (6,M) 03-04 zeaoxrunended .-%% by rev 41();000) 12,53E) p2,530) recommended -oi%Ebyrav€1.36,0'70w%T.) R, ammerrded --offsol by iarnsklr (23,540) .5.600 .5,000 20,()00 1o,ODD 2,220 2.320 5,vm 5,©©0 1 35,890 !7,000 R.:cnrntnenrieri -cost amet:by ow, (1 O,DDfi) &COOMMeRd€d -ca)xt offsa try min ('4,1.50) 5,000 5,000 one tam:; costs Renom yT 7--oiT:ieii 1'Y rev (9,.500) . �M,0951£,,290 �1.0 i?_evommended wffsettry TV (26,000) 70,3'70 .. 31,495 2003 ON RMANCIAL PPI AN & M9MI ���_� 3I2nYi003 eta P3�2iFcling `� Aaicty C`on,nntciih17^reiortnc�t t§x�,znnR�zaliora 52 Rf,-class Admin Clerk ?) to Pt.mtjt-Pectuuciasi Pubtic Wa& i z�€t;wdn& 53 Re b*-, Dagil=Mg lm;:.i:ivm conwmu€tity !'. to al,%on 34 RodvXup offfandmg fc, Cans Pram,,mri, COOM"hi3ag & Rc4m BM C'A� t14—g" 55 Ne ctaas Lex €j' C'M to 5st�at6at CM % Renta„.ni:..%xvefR webinfa-aeiion Infonnalion Systems 57 Cowin 1,,D to dupa€daea l pa(a a,4 scr COR ;i4d .Recta.,, AAM CIA- Na 5.^:au3r A+W CITh 59 Nord additiclW mainimstce - Ne, PD lnuld FUNWNGWAIRCM C=enesaI Fund t ehigle Ab airsvelzt.Trntd Libwy Riad. qf4 of by 1t eaen a Prop 172 Fater Fw d A'nni wsa-.rJ41"3 MaOD'c P -)M E ID,000 WAX - 1,041,455 810.30 Z6.4w, t7,I-V 26,4 [9.620 28;400 6,060 6,D(1Q (U00 2,i2D 2,720 890 g=,mmendod -no cast involved 3,.555 3;555 50% C-Aulmal fiord rv2 '129M (.5t1,6p0) for city aide izf htws 119050 6275 14978D 134'%0 =•s , • '; 5�.$'B40 . ,i! . .257 $6S s.El 1,1143'4ss 30,0 055,495 91,990 3.0 27ry,4.55 5.0 1,041,455 810.30 t7,I-V - [9.620 - tWOO 6,D(1Q 69,000 890 890 [,14,385 I I9,385 9 fiiHi (A7,OOb) _ 4 56-M25-32-075 mf.11 4fielU 26(SOtS 34.1§ Z'6"'86s 3431 " D 3.0 25't 65. S.Q6 t:t1A1;455 ACTIVITY. Polio Departmont — Administration REQUEST TITLE: Reclassification of Position REQITEST SIT .Y it is requested that the current Management Analyst fi position title be reclassified to a Management Analyst TII. This position is directly a o )tble to the Chief of Police. PRIMARY 0-0JECTIVE `lie objective of tho reclassification request is to more closely align the position with the level of responsibilities and duties regularly performed an independent basis. SVJMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The complexity, and diversity, of management, administrative and professional .responsibilities have significantly increased for this position over the years, This position functions independently from other classifications., reporting directly to the Chief of Police. This position's responsibilitjcs exceed the &pth, and scope, of the duties listed for the Mmagemmit Analyst 11 generalist duties of joumey level in the jolt specifications provided by Neaman resources and are xPore indicative of an advanced Journey level position. The current Management Analyst II (Betsy Gandy), has been in this position for 13 years. One area the exemplifies the scope of responsibility is the fiscal management of the departm. ent, The Management Analyst ll position assists the Chief in the preparation and review of the department budget, but is additionally responsible for monitoring and advising the Chief regarding the police budget on a continuing basis. The PD currently has over $ OO,000 in grants, which are also administered and monitored by this position. ALTERNATIVES To have the classification rervain the same and give additional duties to the Lieutenants. COST SUMMARV It is requested that the salary schedule of Management Analyst III (Job 'Type 439), be implemented. St -£? rtes Management Analyst II 4,321.20 4,537.22 Management Analyst IIB 4,969036 5,217.80 Additional Yearly Cost. 2003-2004: $5,185 (based on Step D) 2€104-2005. $8,170 (based on Stip ) IMPLEMENTATION With approval of this re uestjhe reclassification should be able to be completed by the staff of the 2003-2004 fiscal. yoar (July 1, 2003)= ACTIVITY- Felice Department -- Administration (Information Systems) REQUESTTITLEService Agreement --Deck Alpha REQUEST SUMMARY It is requested that the cast for a maintenance agreement for the Deck Alplia equipment be approved. PRIMARYOBJECTIVE To provide ongoing maintenance and ars immediate response to a system failure for the Computer Aided Dispatch/9-1-1 system at the Lodi Police Department. SUINNI A Y OF FACTORS DRIVING THE REQUEST FOR CHANGE A maintonance agreement for the service of the deck Alpha server in Dispatch will ensure drat we will have a technician responding to any hardware p..roblems we might encounter; guaranteed response time is 4 hours. This server is a vital coznponeint in the 9-1-1 emergency system and is the: backbone for all of our other information systems. ALTERNATIVES e currently have no a.greerne t for service on this crucial piece of equipment. In the even'' that we have a hardware problem, this system could be drawn for an undetermined amount of time, Where. tho A Ira Deck server system is dowry the Lodi police Department has no CAD, CLET S, deport Writing or RMS system functions. COST SUMMARY 2003--2004 2004 —2005 Yearly Maintenance Agreement $6,200 6,200 IMPLEMENTATION This maintetlance contract wouldbecon,,e effective July 1, 2003, if approved. 2003-2005 SIGNIFCANT EXPENDITURE REOVEST ACTIVY17Y Police Department to Support Services Division REQUEST TITLE HighTech Crime/Financial Crimes Investigators REQUESTS,UMMARY %� would l e to form a High Tech/Financial Crimes 'knit consisting of three investigators (police officers on special assignment). 'i°tais will uquire adding three Police Officer positions over the net two years to fill these positions We are requesting one position be filled in the fiscal vett° 2003-2004 and the reinaining two positions be in die 2004-2005 budget. year. PRYMARY ORPICTIVE To provide propedy trained personnel to investigate the .rising number of financial and computer gelated chores and to work in partnership urith the community and Crime Prevention to deter- these types of crimes. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Currently we have one part -tinge investigator (0 hrs per week) working exclusively on these types of investigations. '1'the remaming cases are being spread among the rest of the investi buns division Including the schoolresource officers and the special investigations unit- `lbese investigations are frcquently very involved and require a great deal of time, which takes them away £robin their Cather investigation& Fraud caws have increased greaity in the past. few years. These "while collar" crimes are often tunes very, complicated and involve a great deal of personnel resources to ,properly investigate, These climes require specialized knowledge to investigate _properly-, especially .in the area of Identity theft and Internet crimes. This unit would be responsible for the investigation of clWd exploitation cases that are becoming Inore prevalent on the int€htatet. Having a specialized unit that is responsible for investigating these crimes exclusively would improve the investigations and thereby enhance out ability to arrest and prosecute offenders in many of these cases, Additionally it mould provide the resources to allow us to partner with the business community to help deter these offenses. These crimes include Forgery. Einbezzkm nt, idmtily `ilheft, Financial Elder abuse, Internet Crunes, and Internet thiid xplorta.tion Crimes. Year 2t} t) 200J 2i30 ttrou&h Noymber Forgery 99 141. 254 hub zlethheni 5 til 11 Identity `left's unk. * 15 57 * in March 2002 a classification for identify Identity theft crimes was established to properly track these types of crimes. Prior to that time these cases were classified as Fraud or G d Theft investieons so the 2001 Statistics zWhv be inaccuiraict COST SUMMARY F'iscat scar 2003-2004 Staffing (Police Officer pay, and benefits) $69,000.00 (This position to be filled only if the city does not suffer any significant mduction in funding because of the staWbudget.sho ail) discal ' goQ4-2005 2[ Staffing (Police Officer Satary& benefits) -0- (These 0„( e position to be filled contingent on the polke department obtaining grant fonds to nay the initial costs with the stipulation that the city will ahqorb the cost on the expiration of the grant) catal Cost (two year budget) S69,000.00 (Grant funds would cover .143;00£1.130 during the last year of this budget) 3 SI ;11�;I'T3 F TMST ACTIVITY. Vo ice Department — Operations Division REQUESTTITLE,® DUI Overtime QUEST SUMMARY Tt is requested that additional overtime be approved to continue the DLU enf6rcernent pTogm n. PRIMARY OBJECTIVE The objective of the additional overtime, to be used specifically for DUI enforcement, is to coutinu€; to control the incidents of drunk drivers within the City of Lodi. SUMMARYF FACTORS IN THE REQUEST FOR CHANGE The Lodi Police Department received approval from the Office of Traffic Safety, in 2000, to participate in. their Traffic: Safety Initiative Grant. The Lodi City Council approved. participation in the OTS grant, for the amount of $279,000, on Resolution #2000®20& The purpose of the OTS grwit was to develop and implement a comprehensive traffic safety enforcement pmgrarn to reduce fatal and injury collisions where the primary collision factor was DUL The DUI enforcement consisted of 2 patrol cars dedicated to DIA and traffic safety, every Friday and Saturday night. In addition, DUI checkpoints were conducted on the first Saturday of each r ontK This program screened approximately 11,000 vehicles, resulted in Lodi having more DUI arrests that. lamer cities (i,e9, Stockton), acrd sil;nicantly reducing the accident rate. The funds have been utilized and the OTS grant completed. To continue our successful traffic safety enforc;enlent prograrn, we will creed additional over -time to be allocated for U11 checkpoints. ThQQ requested additional overtime of $40,000 yearly will allow the Police Departryient to have one patrol vehicle, on Friday and Saturday nights, to be dedicated to DUl enforcement The funds world also allow for approximately 6 DUI checkpoints yearly. ALTERNATIVES The alternative is to c fiminate the: Traffic Safety Initiative IDUi Checkpoint Program at its current enforcement standard. If no funds are available for DUI enforcement, we anticipate DUI related accidents to revert to previous levels. COST SUMMARY 2003-04 2004-05 Overtime for I UT Enforcement $80,000 $80,()00 IMPLEMENTATION We would like to continue. the current DUT enforcement program without a break in enforcement level. 4 ACTIVITY. Animal Shelter REQUEST TITLE: Professional Services for Animal Shelter REQUEST SUMMARY It is requested that line item 7232 in the Animal Shelter, be increased by $5,500 to accommodate veterinary visits to the Animal Shelter. PRIMARY OBJECTIVE The objective of this request is to make the dog and cat population at the Animal Shelter healthier. Healthy animals are more likely to be adopted by families, thus minimizing the number of animals that must be euthanized. ALTERNATIVES The alternative. is to have funding remain the same ($8,000), which is primarily for Koe-firmi costs to dispose of euthanized animal bodies. COST SUMMARV 2003-04 2004-05 Profession Services (Veterinarian) $5,500 $5,500 IMPLEMENTATION Animal Services would like to start implementation of the healthy animal prc�jeet at the begimlng of the next fiscal year. 9 ACTIVITY: Police Department — Animal Shelter REQUEST TITLEo Rental of Office Space REQUEST SUMMARY It is requested that the City continue to rent office space for the Animal Shelter staff and volunteers. The older portion of the Animal Shelter is completed used for the housing of the animals themselves, with no room for office space. PRIMARY OBJECTIVE To continue to provide enough office space for employees, mid volunteers, of the Lodi Animal Shelter, while furnishing the w4nals with adequate facilities until they are adopted. ALTERNATIVES To let the lease expire on the existing rental buildings and revert to the previous conditions, If conditions revert to what was previously available, we are not able to care for as many animals and the duration of time is decreased. Euthanasia and Kofran animal body compacting costs will increase if we go back to a smaller facility, COST SUMMARY Currently rental of the Animal Shelter office space is paid from the City's General Fund, It is requested that venial of office space for the Animal Shelter be continued from the cane sources 2003-04 2004-05 Rental Fees $5,000 $5,000 IMPLEMENTATION Continue with existing rental situation. 2003-2005 Financial Plan and Budget SIGNIFICANT EXPENM R RIJ ° AND TA TING CHANGE ACTIVITY. `. mer rcy Operations QUEST TITLE: Breathing fir System for Tru& 1 REQUEST SUMMARY Purchase and installation of lxeahiDg air system can Truck 1 for aerial operations and elevated firefighting sit -rations. PRIMARY:TV 'nis air systmn A411 allow con itauous functioning of emergency personnelon the aerial ladder or on upper floors or roof without having to descend after short, dr ation of activities. SUMMARY OF FACIPORS DRIVING THE REQUEST FOR CHANGE Safe and efficient firefighting operations with elevated platforms require the ability to have a constant air supply. The Self -Contained Breathing Apparatus ( D) firefighters carry on thein backs is sufficient for approximately 15 minutes of vigorous workn most. firefightiftg conditions, Tho installation of the proposed breathing sir system. will increase operating time daring extended above ground operafions, Moreover, installing a tireathing air system will limit respiratory hazArd exposure to firefighters worrig on upper floors and.. FOOL , Th addition, firefighters will be able to fill air cylinders at the ladder tip rarer than transporting portin cylinders to ground floer for exchange, Funding for this request will come f-om Propositico 172 fwid& ALTERNATIVES 1. M not ir€ ll the upgraded breathing air system amici continue the present operational procedures Cost 2003-2005 Financial Ilea and Budget SIGN IFICANTEXPENDITURE RK01JEST AND STAFFING CHANGE ACTIVITY: Emergency Oper-ati.ons REQUEST TIT , Add Four (4) Firefighters RF,QUEST SUa ' `Me addition of four fzrcfi.ghters will complete tlae mummer weeded to re-establish Engine i at Station 1, PRIMARY OBJECTIVE Re-establish a fire company in the downtowns arm. SUMMARY OF A ORS DRIVING THE REQUEST FOR CHANGE * Mil Tch, 2002 engine moved torn fire Station 1 to Firs. Station? 4 Staffing for Fire Station 1 reduced from 6 to 4 firefighters per shift. * C'ity anger/Council agreement to Zaire ill frrefrghteis over 4 years 2001-2004, * High value downtown left with no protection during truck company operations. ALTERNATIVES I. Delay re-establishing the engine company at Station I (downtown) for 1 year, cosi SUMMARY 2003-2004 2004-2005 Additional Cost staff 291,035 Material and Services $29,800 Minorquipment $49600 Tota I yry 5324,435 ((rryyqqyy Not Cost .. $324,435 AddifionaV Information, lin 2€ 02, the Lodi Fire Depanment a€aswered 4344 calls for service. 28.74% of these calls were in the Station 1 (downtown) ar a, �1�e Stations 41 calls were answered by the new Quint fire apparatus. The Quirt functions as bah an engine (firefighting capacity) and aruck company (Fescue, ventilation, support services). In addition to coverage in the downtown area, the truck (2051)has city-wide response responsibihtyy. While the truck may function as either an engine company or a truck company in the downtown response area., it functions primarily as a support unit throughout the city. The support function includes, search and rescue, ventilation, ladder-ing;, forcible entry, as well as salvage and overhaul duties on. the fire ground. As a result of the inoltiple tasks and the Tnultiple dirties assigned to the truck (2051), there are tunes when the downtown area is lett uncovered, This is also true d€ rung; times when the truck company is responding to medical emergencies either in the downtown arca tri to autc� accidents or Esther inoidcnts A -;thin the city, The downtown area Inas some of the highest valuation within the City of Lodi. The City has invested tri€nendous amounts of time, energy, and money to make the downtown area successful and vibrant. Therefore it is imperative that an engine company be re-established at fire Statism fi 1. 8 200-2005 Financial Plan and Budget SIGNIFICANT FAPE1 SIAI+ t A AC:`[ WI` Y; Emergency OperatioDs RF,QLW,STTITLEe Paramedic Program Request Sunimary Implement paramedic program wi'thizn the City of Lodi Fire Department. PIUMARY OILFECTIV Increase the level of emergency rn dic l carp: provided by the Lodi Fire Depaatn.ernt from Basic Life Support (ILLS) to Advanced life Support (ALS). 'This objective will require 17 new positions in the Lodi Fire Depaitment Moreover, the City of Lodi may consider implementing a First ResWider Fee to recover asst of providing services to the private providers. The 1,odi Fire Department answered 4344 emergency calls in 2002. Of these calls, 3018 were medical emergencies. In addition, the depwiment amwerod 279 fire cells of which 51 were structure fres, there were an additional 88 hazardous conditions incidwt-, that had the potential to become life threatening events. St MARY OF FACTORS DRIVING THE REQUEST FOR CHANGE In September 2002, Council unanimously approved and directed the fire department to proceed with providing paramedics can its engine; companies and to present Council with a plan to phase in the program during the 2.003-2005 budget-cycles.(September 18, 2002 .council minutes) Additional information included. Revenue estimates are lased on LFD First Responder Fee implementation. '[ine paramedic program is designed to increase love] of emergency care to the community mane] one basic life support system already in place. In additionto providing an enhanced level of service to the cm.rim.unity, paramedic- services enhance the safety of Swat team operations, fare ground operations, as well as provide Homeland Security s ppcoM By providing paramae services, the City of Lodi is better able to handle a wade variety of natural and parson caused disasters. In September, 2002, Council directed the fire deparknent to develop an implementation schedule for an engine company based paramedic program. Expenditure n down: Supplies, Material-, Services: Unit/person Total Personnel Protective Equipment $2,500 S 15,000 Unitorr s 450 $ 2,700 Fire, Academy y $4,500 27,(![3tl Lie: rise 130 $ 780 Total $7580 $45,480 Minor Equipment (Computers, station equipment) S 4,600 Total $506,845 Strength, Weaknesses, Opportunities, and Threats (SWOT) Analysis Paramedic Program Enhances the level orf medical care to the community Fire Station. location allows. for rapid response Fire Department paramedics are dual roll/multi-task personnel. * .Fire Dqwftent paramedics involved in Homeland Security. Fire Department paramedics provide additional emergency scene safety. * Fire Department parainedics provide tactical medical support for Poli Department SWAT team operations. * Fire. t .cnntparamedic-, enhance hazardous Materials Team Operation& Weaknesses - Paramedic nesses- Par edic pram adds cast to City budget, uncertain State budget crisis Difficulty pining access to County transport plan M 20W-2005 Financial FUP and Budget SIGNIFICANT EXPE.NIMURE lid Q!lEST ATID STAFFING CHANGE ACTIVITY: Emergency Operations REQUFSF TITLE: Paramedic Program Opportunity- * Enhance level of emergency ewe within the community, * Increased level of emergaicy preparedness, * Ability to partner with Stockton Fire Department Paramedic Program * Homeland Security grants for training and equipmet IWtmts'- 0 Uncerwil rev erme/reilliburgements ALT UI RNATIVES LObtain ALS cortill caticm permit and hire paratmedics m current fire-fighter eligibility list, 2,Postpone program imfil state budget crisis relieved. 3. Direct Fire! Department to devol op revue Weam. 10 20)M-2005 Financial Plan and Budget SIGN ICANT PEU 1 T APTAFFINGCHANGE °1' RTY. Emergency Operations REQUEST "1'.FTLE, Para 3edic Prograni REQUEST SUMMARY Implement paramedic pram vAthin the City of Lodi Fire DepaAment. PRIMARY OBJECIIATE Increase the level of er tr ency medical care provided by the Lodi Fire Dep ent from Basic life Support (BLS) to Advanced.Life Stapportt (ALS). 'Mis objective, will r taire 17 new positions in the lei Fire Department Moreover, the City of odi may consider immementing a First Res -ponder Fee to recover cost of providing services to the private providers. rc Lodi Fire Dep gent answered 4344 emergency calls in 2002. Of these calls, 3018 were medical emergencies. In addition, the depwinient answered 279 fire calls of which 51 were structure fire, there were an additional 98 hazardousconditions incidents that had the potential to become life threatening events. SUMMARY OF FACTORSDRIVING THE REQUEST FOR CHANGE in Septcrnber 2002. Council unafthously approved: and dire the (ke department tai proceed with providing paramedic:; on its.enoc 4ompanics and to present Council with a plan to phase i . the program during the 2003-2005 budget -cycles. les. (Sept l 8, 2002 Council minutes), utes), ev n e estimates are baso on LFDFirst Responder F cc implementation. The parani did program is designed to increase level of emergency care to the cmimunity beyond the basics life support system already in place. In addition to providing an enhanced levet of'service to the co mtmmunity, paramedic services enhance the safety of Swat team operations, Fre ground operations, as well as provide Homeland d S ity support. By providing paramedic services, the City of Lodi is better able to handle a wide variety of natural grid pion caused disasters, In Septi her, 2002, Council dire the fire departownt to develop an implementation t le. for an engine compmy based panimedic prograna. Due to the uncertainty of the state financial health, the fire department developped a First Responder Fee program to offset the cost of providing this service, First Responder Fee Revenue Analysis. The first responder fee is designed to recover costs associated with the provision of Emergency Medical Service& EMS response by the fire department is a variable asset to the .private: sector ambulance provider. Ideally, the first responder fee would allow the. private provider to reduce costs by reducing the number of ambulances s err lowering staffing or lir, the fire ep zit to increase the level of e, and the community would receive advanuerl dare sooner withot4 paying more. The fee is based upon a one (1) hmw rate_ A medical emergency c all takes approximately 1 hem from .start (dispatch) to finish (report writing). In 2002, the Lodi Fire Departnient answered 4344 emergency calls, 301.8 were medical e et envy. Fircfigbtens arrived on scene first, rendered aid Cantil the arrival of the private provider, assisted the private provider, before returning to service. Using the I how rate for calculations: Fire Apparatus 45.00 (California State Fire C;Itief� Ratc/Cf) rate) I Captain 22.43 our I Engineer $193,37/hour Firli.ht'S]7.57/how I Paramedic $20.2l/hour Dispatch mot t 13e 17/cmergency rail Adm i tive 15% $20,66 Total SINAI 3018 X S158AI - $478,0$0 ALTERNATIVES LObtain SLS certification permit and hire paramediQs on cWTent firefigbter firefightereligibility list. 1ftstpone prognun until state budget crisis relieved. 3. Du ed Fire tent to implement program without revenue. 200-1-2005 Financial Plan and Budget SIGNIFICANT EXPENDITURE ACTIVITY, Training REQUEST TITLE; Firefighter cad REQUEST SUMMARY New hire training for recruit firefighters through a joint participation with the Stockton Fire Department. PRIMARY OBJE CTJ VE To provide, a cost effective and consistent program of deliver - entry y of state required training for all level firefighters. SUMMARY OF FACTORS DRIVING 'TiE REQUEST FOR CHANGE There have been remit ebanges in the are figbter entry level requirements that dictate the need to provide the CM Firefighter I curriculum to now employee& New state requirements for training to the level of Firefighter I now require more training hours than in the past, and additional specialized curricalum, The department has the need, and strives to develop these young employees Wide. an eye on consistency of training for all new personnel, Two other important fiwtors, are the shortage of fire training fbicilities within the city of Lodi and the potential ntunber of firefighters to be bired in the next budget cycle, 'nie current shortage of afire training acilities and state certified training sites within the city means a significant amount of this trainitig could require contracting services to other agencies a Imfions anyway. The number of new personnel that are projected. to 1-m hired and trained over the next budget cycle would require a full time academy director at a minimum of six month-, of each yea. A study done by the Fire Training Division showed the joint academy with Stockton Fire cost le% per recruit than the cost of conducting a similar course completely in house. Anticipated costs are for five recruits per year based on the average over the past four years excluding additional positions which will be included in additional personnel request, ALTERNATIVES 1. Send re(nifts, away out of county to another academy. 2,1loJd academy in house at a cost per candidate exceeding this request, 12 2003-2005 Financial and Budget SIGNIFICANT EXPEU QUEST ANIS STA NCS CHANGE ACTIVITY; Training T`L ° icy Vel�icl� � °ator C�aaarse (l;.f REQUESF StMMARY SpWialized trainingfor Emergency Vehicle Opaator PRIMARYCT I o enhance the ouining for persotmel that may be assigned to drive apparatus during emergency situations and reduce the. risk of aecide ts, injuries and potaitial liabilities that may caused. The request is to have favi; driver's annually complete the filar day class and: have five complete the two day refresher course to he included annually in the training budget. SUMMARY OF FACTORS DRIVING THE REQUEST FOS CHANGE Emergency vehicle operatimis nationwide account for a large portion of injuries in the fire service. Lack of experience and training are often cited as factors in thew accidents. A Sacramento County study indicator that there is a correlation between the severity mid the number of accidents in relation to having completed Emergency Vehicle Operation Course training. There was also a redaction in incidents for up to a year following completionof a refresher VC . There are cwTently fiftem Engineer positions in Lodi Fire Dvparta ent. Five of these Engineers have less than two yens experience. Additionally there are flfteen firefighters that will, over the next year and a hail be trained to drive apparatus for relief duty. The Lodi Fire, Department currently facilitates the training mid certification for employees Class . 3 California Drivers Licenses through the DMV with an Employer Testing Program- This program however is focused the basics ofdrivin a commercial vehicle with. emphasis on the equipment of a particular apparatus to be operated. 17his coarse does not offer the in depth or hands on defensive driving techniques offered at an EVOC training site, ALTERNATIVES E ldentify.and develop a local site for this type Of tr3inin& 2.0 onfinu as we currently do with no change, RN 13 UTILITIES PRIMARY OBJECTIVE addressedCities vAth a population of under 100,000 falls into the National Pollutant Discharge Elimination System (NPDES) Phase 11 Plan and are required to obtain a stormwater discharge permit and maintain a stormwater management program, A major requirement of obtaining a permit is to identify and put into place Best Management Practices (BMP$) to eliminate pollutants from entering our waterways. Areas to be are Mokelumne River discharges, Woodbridge Irrigation ;commercial completedischarges, street cleaning: practices, and construction activities, PRIOR WORK City staff has hired a consultant to Program. will need to take place post the March 10, 2003 deadline to turn in a Notice of Intent (N01) and NPDES per This is ars € nf€ nd d mandate. Primary funding will be from a designated Wastewater account, SUMMARY OF FACTORS DRIVINGTHE REQUEST FOR CHANGE G • Requirement of the EPA and RWQCB, • Environmentally, the correct action to support. Protect the City from potentially significant fines/lawsuits (citizen). ALTERNATIVES place,Staff can find no acceptable alternatives, If a Stormwater Management Program is not in Boardanticipated that the Central Valley Regional Water Quality Control fines - to those. agencies not in compliance. Attached is a detailed 2003-2005 Program Cast Summary, Approximate casts for the remaining three years of the program areas fellows: $188,000 ,000 in 2005,$37,000 In 2006, and $36,500 in 2007. 14 OUT OF POCKET ** Indicates time cast for work thatcan be done in-house by City staff (MSC Management Analyst; position incl€ d in staffing request), approximately 73,000 total. Out of pocket cost to be contracted out, approximately $ 98,000 total. 2€ 0 2005 Financial [plan and Budget SIC C N IPENDI'[I l S'I STA W CHANGE ACTIVITY: Y: Wates° and Wastewater Utility S rviee I 7T I t I L Iia ®x �iI$€�ra valati€tntr to REQUEST SUM.MARY This request: is fcw aa) ev ivation and probable restmuhare of the management and organization of the' at r/ astey?dter DiviMon of the Public Works s Department. PRIMARY OBJECTIVE To provide cast -effective and quality service to the city's water and wastewater customers and keep up with public exp ^tat ms, rtgulatoyy mandates, new technology and practi , and to ensure continued operations in a cost-effective Manner, SUMMARY OF FACTORS DRIVING THE USES' FOR CHANGE variety of factors lead to this recommendation, they include: * Increasing Federal. and State Mandates for seater supply planning and oblations, including development review and operator certifications Increased mphasi5 on water supply planning and conservation, including groundwater management and/or recharge and surface water supply Comple k of operations and demands upon employees — For example, should we continue to expect all water/wastewater employees to be fully certified and competent in both disciplines or should we begin some degree of s€meciamlization Integration of sterna water into the wastewater anility and implementation of the mandated stoma water program, * Potential integration of water duality an. d conservation related activities into one operational unit, emphasizing public (and business) education and assistance * Anticipated retirements of long-term employees within the Water/Wastewater Division within this budget cycle This request assumes that the study would be performed by a combination of city staff (frons both Public Works and Human resources) and outside consulting assistance in 03/04 for implementation in 04/05The actual schedule may vary and the amount for the second year is simply a p..laccholder based on the cast of a Division Manager. ALTERNATIVES Continue with present or atmization and operation modes and acid staff as named within that framework. This alternative is "busitim as usual", which has served the City well in the past. However, periodically reviewing your operations is considered good business practice. v 2003-05 Financial Plan and Bu i dget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Business Planning and Marketing REQUEST TITLE; Professional Services Professional Services To provide professional services related to rates, financial analysis and power supply. One contract, Borismetrics, performs major daily duties in the positions of: Manager, Business Planning and Marketing and Manager, Rates and Resources, which are presently vacant. The amountrelated to this contract is $125,000 for FY 200312004. It is anticipated that if this contract were discontinued, then the vacant positions need to be filled. The secand contract, McDonWd Partners, Inc., provides highly technical analysis and servicesreiated to power market- Given the size of the Electric Utility Department's power supply budget, their assistance is critical in a changing power market to insure the best transaction for wholesale power we purchase or sell- The amount related to this contract is $125,000 for FY 200312004 The increase in funds for professional services is from $50,000 in the current budget yearto $250,000 in 2003 04 and $260,000 in 2004-05. This increase is off set by the 160603 101 series reduction of $110,000 FY 2003/2004 and of $117,000 in 200412005 whereby the Manager of Business Planning & Marketing position is not filled given the professional consulting support . The current 101 series contains this salary and benefit cost for that Position and will be transferred to professional services upon approval. The increase in profes,5ional services budget reflects the major duties performed by contract services related to the open positions which is a budget change from the last full budget cycle. The need for additional. power market analytic services reflects a need to have more capability given the volatility in power markets since the last budget cycle. None at this timc� Increased Cost 003-04 2004 - Professional Services 200,000 210,000 Savings frounfilled position -110 ,000-11O 7 Op � Net increase in 160603 90,000 93,000 IMPLEMENTATION Upon approval, implement during 2003-2005 budget cycle. 17 2003-05 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE TW IT Electric Utility, Engineering and Operations REQUEST TITLE. HP Lameformat Printer (replacement) Replace HP750 Design Jet Printer, PRIMARY OBJECTIVE Replace the HP750C Design Jet large format printer that was purchased over 6 years ago and is approaching the end of its useful life, SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Engineering Division, with eight (8) AutoCAD users, depends upon a high-speed reliable large format printer every day. The HP Design Jet 10500 large format printer is a complete production system solution for CAD users. Since the HP printer will allow Engineering staff to print from 24" and 36" multi -roil feeders a red Uction in paper waste will be realized - The printer delivers outstanding line and image quality drawings for Electric Utility Department work orders, maps and illustrations as well as quality drawings for presentations. Do nothing. This alternative is not recommended COSTSUMMARY Additional Costs 2003-04 2004-05 Staffing Utilities su.pplies, Materials, Service Minor Equipment Savings IMPLEMENTATION $8,500 Total $8,500 Upon Approval, the purchase will be coordinated with the Purchasing Officer. In 2003-05 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY. Electric Utility, Engineering and Operations REQUEST TITLE: AutoCAD 2002 Software (upgrade, 7 licenses) Purchase AutoCAD 2002 software (upgrade, 7 licenses). PRIMARY OBJECTIVE Stay current with industry standards for design software, Develop and maintain Engineering Division's.drawing standards, since ince AutoCAD is the primary design software for all engineering companies, it is important that the Engineering Division keep up with industry standards. AutoCAD 2002 has some new timesaving features with useful tools to help manage, attributes inside a drawing and create "fly -out tags" for the electrical system maps. In addition, the Engineering Division can develop design, dimensioning and scaling standards that can be applied to all drawing files. This software will be an upgrade from our current AutoCAD 2000 design software. ALTERNATIVES Do nothing. This alternative is not recornmended COST SUMMARY Additional Costs 2003-04 2004605 Staffing Utilities Supplies, Materials, Service Minor Equipment Savings IMPLEMENTATION $7,300 Total $7,300 Upon Approval, the purchase will be coordinated with the Purchasing Officer. IN ACTIVITY. Electric Utility, Engineering and Operations REQUEST TITLE. Automated Meter Reagiaj, Data 'rcac�ssin and �ustc�rr�er his la REQUEST SUMMARY Funding for contractor to remotely and daily interrogate time -of -use customers' electric meter data, process such data for billing by the Finance Department and post the data for customer access (viewing) via secured interna GonneGtion. To provide time -of -use customers access to their electric consumption data on a near real time basis and to autornate the time -of -use billing process. Time -of -use rates have been available for the largest customers for a number of years. Data for this process was originally retrieved monthly by metering staff via a laptop computer and processed for billing by the Finance Department, A significant amount of "hands on" work was involved and in-house modified software (spreadsheet) has been used for the data processing, The data was also processed into graph form and mailed to the custorners on a monthly basis. The data retrieval process was improved by installing either Phone iines or cell phones at each site (at present 46 sites). This system enabled data to be retrieved at any time from the Department's office. However, the data processing and formatting for billing was still a very time consuming and "hands on" process utilizing the in house developed software, The Department has been searching for an automated process to meet the billing and data presentation requirements. A firm has been located that specializes in this type of service for small utilities. This firm irate?-rogates the meters daily via the phone/cell phone connections, processes the data for billing use monthly and posts the data daily for the customers to view via a secure internet connection. This process has been in a test mode since fall 2002. At this time it is recommended that this system be implemented on a permanent basis. The recommended system has a number of advantages as compared to the earlier in-house system. Sorne of the advantages are: availability of, nearly real time data to the customer (at most 24 hours old); commercially developed software is used for the data processing which provides data validation; data alarm points for out of range data and automatic data processing. The Department is also notified immediately in the event data cannot be retrieved. This enables the Department to correct the problem with a minimal amount of data loss, In the past as much as one month of data could be lost and would have to be estimated based on historical data, ALTERNATIVES Do nothing, This alternative is not recommended, The Department would revert back to the "hands on" mode with monthly update to the customer of load data and would again introduce a significant risk frorn data loss, processing errors and no data validation. In addition a significant amount of staff time would once again be expended on this process. All of these items can be expected to expand over time as the time -of -use system is growing, NN 2003-05 Financial Plan and Budget SIGNIFICANT EXPENDI TURE REQUEST AND STAFFING CHANGE (CONTINUED) ACTIVITY. Electric Utility, Engineering and Operations REQUEST TITLE: Automated Meter Reading, Data Processing and Customer Display COSTSUMMARY Additional Costs 2003-04 2004-05 Staffing Utilities $10,000 $11,000 Supplies, Materials, Services $11,000 $12,000 Minor Equipment Savings Tot $21,000 $23,000 UITSMI wl.. k Upon approval the system, as it is presently functioning in the test mode, will be implemented on a permanent basis. 9 2003-05 Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Electric Utility, Engineering and Operations REQU'EST TITLE r replacement) REQUEST SUWARY PZeplace and/or upgrade four (4) desktop and laptop computers. PRIMARY OBJECTIVE Repiace existing slow processor speed computers and laptops in the Engineering Division. The dynamic software used in the Engineering Division requires computers with a faster processing speed. The new computers with hyper -threading technology enable the processor to execute instruction threads in parallel which allows the processor to complete more tasks in a given amount of time maximizing employee efficiency. The computer purchase includes Windows and Microsoft Office software. Do nothing, This alternative is not recommended Additional Costs Staffing Utilities Supplies, Materials, Service Minor Equipment Savings IMPLEMENTATION $800 $800 $6,200 $6,200 Total $7,000 $7,000 Upon Approval, the purchase will be coordinated with the Purchasing Officer. 0 #fir Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY, Construction and Maintenance REQUEST TUTEE: Electrical Technician REQUEST SUMMARY To add a position of one (1) Electrical Technician (Substations) to work in the Construction/Maintenance Division. This request also includes Truck and tools necessary for the Electrical Technician to perform his/her job assignments. To increase the Technical services section staffing level by one (1) Electrical Technician in response to increasing maintenance at substations and substation maintenance not being performed for several years due o the lack of personnel. The City of Lodi Electric [utility has four (4) substations that reed periodic maintenance. In the next several years there will be two (2) substations added to the Electric [utility system, one (1) on the west side of the city and one (1) at White Slough. With the existing sting levels the periodic maintenance of the existing four (4) substations are not being completed when scheduled, At this time the maintenance is two () years behind schedule. When the two () new substations are added to the Electric system it will be impossible to keep scheduled maintenance with existing staff. The two Electrical Technicians' now on staff will be retiring in the next five () years. Therefore it is imperative that an Electrical Technician be added to staff in order to b trained on the City of Lodi substations' and maintenance schedules. This training will ensure continuity of procedures and maintenance for the City of Lodi Electric system upon the retirement of existing staff. ALTERNATIVES Continue to operate with existing personnel and let the substations continue to degenerate. Or hire a substation maintenance contractor. The cost is usually higher and the work is inferior to the performance of existing staff. COST SCJ 2003-2004 2004-2405 L Additional Costs � ictricai ici'€icsan�..��______._�_ ;>$ 82,875 Panel `u 16,000 Total Total $127,875 r -savings I Not cost $127,075° E Upon approval. implement during 2003-2004 fiscal year. 23 TITS Electric Construction and Maintenance REQUEST TITLE. Safety Consultant (Certified Trainer) Current safety and work procedure training. To keep the Electric Utility field crews current on safety procedures, work procedures and to keep in compliance with CAL/ SHA Rules & Regulations. To be in compliance with C LIOSHA Rules and Regulations for requirements for periodic training of field personnel. There is a need to have a certified consultant/trainer to do programs to keep in compliance, i,e, trench safety, updated rubber glove training, defensive driving, cable terminating, etc. There is in house training being done, but consultant/trainers. are needed to keep in compliance. There is a need to have training program established with intervals required to stay in compliance. None. Need to be in compliance with CAUOHSA Rules and Regulations. COST SUMMARY Additional Costs -- € _-_- 2003-2004 � 2004-2.005 Sub Contract $ 20,000. $ 20,000, Tafel 20,000, $ 20,00 . r Savings - Not Cost $ 20,000. 20,000. Upon approval, implement during 2000%2004 and 2004/2005 fiscal year.. 24 2003-2006. Financial Plan and Budget SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY, Electric Construction and Maintenance REQUEST TITLE, Office Fumiture Purchase module office furniture, PRIMARY OBJECTIVE To replace the existing furniture in the Electric Utility Superintendent Office and Construction/Maintenance Supervisor office. The two offices now utilize a mixture of used and unmatched furniture and file cabinets that cause overcrowding and does not utilize the office space to the maximum efficiency possible. There is a lack of storage space for files, books, and paraphernalia needed to conduct daily business- The computer station is an old desk. New module furniture will enable the office space to be utilized efficiently and to provide a friendly work environment. Also will provide a comfortable environment when talking to customers, vendors and employees, ALTERNATIVES Continue to use existing furniture and file cabinets. COST SUMMARY 2003-20.04 2004-2005 Additional Costs $ 10'000e Total $ 10,000. Savings ... ..... .... ..... ..... ....... Net Cost $ ... ... .. . . .. . FINANCE 2003-2005 IMPLEMENTATION Upon approval, implement during 2003-2004 fiscal year. 25 ACTIVITY, Electric Substations and Systems REQUEST TITLE: Jackets, Flame Resistant (Safety Clothing) REQUEST SUMMARY Provide jackets (Safety Glothing) to field crews, PRIMARY OBJECTIVE To provide the proper safety clothing to field personnel to be in compliance with CAL/OSHA rules and regulations. The Electric Utility Department now provides flame resistant shirts and 100% cotton jeans to field crews, but no jackets. Flame resistant clothing meets all the safety clothing standards for CAUOSHA and D/0 HA rules and regulations. Fabrics made of acetate, nylon, polyester and rayon are prohibited, The majority of winter jackets purchased today by the employee are made of the prohibited materials or a blend of them. Improper clothing could result in an increase of extent of injuries. The crews now use hot sticks to preform work on energized conductors, which keep them two (2) feet or more from the conductor. The new M.O.U, agreed on by the I-B.E. W. and City of Lodi 2003-2005, provides for rubber glove training. This training will have the employee working on energized conductors with rubber gloves, This method of work has the employee in the vicinity, in the event of flame or electric arc then he would when hot sticking. Without the proper safety clothing the injury would be worsened. To be in compliance with CAUOSHA, but most important of all, to have the safest working environment for the employee it is essential to provide proper safety protection. ALTERNATIVES 2M COST SUMMARY 2003-206-4—F 2004-2.005 Additional Costs $ 8,000. $ 8,000. Total $ 8,000. 8,000, Not Cost ----L",00 0x $ 8,000. Upon approval, 'implement during 2003-2004 and 2004-2005 fiscal year. 26 2003-2005 Financial Plan and Rudget SIGNIMANT WENOITURE REQUEST AND STA REQUEST SUMMARY Annual Training ALTERNATIVES STSUMMARY »2004 2004-2005 Additional Costs � 10.000. 10,000. _.. W Total _...._-. f $10,000, 10,000. Savings _ i 27 ACTIVITY. Electric Substations and Systems REQUEST TITLE: Contract for Professional Services (Painting) Contract for Substation Equipment Painting Prevent further degradation of exterior surfaces of substation equipment. The exterior surfaces of the power substation transformers and power circuit breakers are in need of painting, Damage to the exterior surfaces of the power circuit breakers and transformers have caused rust to form. This rust will in time cause the transformer cooling radiators and tap changers to leak oil. Due to the expertise needed in applying the commercial castings needed for this type of equipment, contracting for this service is necessary. Delay painting to a later budget cycle. (loot recommended.) — T_ - -_-- -- COSTSUMMARY2003-2004 -_ 266"-2€105 .�.. I — Sub Contract 2D,0 $ 20,000, ._,__._....,......,_..,._..-._._....._....-.�_�_.,....... � ! _. �_W_.,...... _....,. j .. ......_ Savings Not Cost _It -2-0,00-0 Bid and contract each budget year 2003-2004 and 2004-2005. W 2003-2005 Financial Plan and Budget SIGNIFICANT E EDI ACTIVITY, Y, Public Works Dept. —Municipal Service Center lYl Il l l`tsE e C t��sez t a'! C t yet e e t al t t Full -Time Permanent Position REQUEST SUMMARY Convert contract Management Analyst position assigned to the Municipal Service Center into a full-time permanent position PRIMARY t CIS .TECTI E: The primary otl tine is to assist the Water/Wastewater Superintendent and the Street Superintendent and their respective staff-, Nvith new, deferred, and overdue project implementations, This posiii€ n provides a valuable liaison between Public Works and other departments (iae., Finance, Human Resotirces, and Community Development) : on various projects, SUMMARY OF FACTORS TO DRIVING THE REQUEST FOR CHANGE During the past several years, newly mandated programs have surfaced and more are anticipated in the immediate f4ture, These programs have not b z and cannot he adequately addressed by current staffing levels. Some arm that Have been addressed by the contract Management Analyst and that will need ongoing maintenance are- * NPDES permit needs (White Slough, Stow Systems, Storm drains and environment quality issues), o Research availability of grants and ioarzs (plant expamion, Eastside infrastructure rebuild), * Monitoring and maintenance of White Slough land .lease agreements, * l velop and implement: public rehitions activities (citizens' awareness), - Safety Loss Control Manual updates (department safety committee/program revitalization), * dinance update, « public Works policy update. Many of those programs and issues are Federal and State mandates. These mandates require policy and program development and. implementation. This. position would serve the Water/Wastewater and Street Divisions, It is proposed that this position would be funded 25% Water, 25% Whit: Slough, 25% Wastewater Administration, and 25% Strut Division. This position would. work closely wilt the Publics Warks Management Analyst at City Hall in order to provide a working knowledge of all phases of the Public Works operation. `here is no cast increase related with this conversion as the current contract position enjoys all the same benefits associated with its full-time counterpart, ALTERNKFIVES I . Te inate the cora€raa ana e ent Analyst and leave many of the above issues unressoly , dial with the consequences of Federal and State penalties, and. miss opportunities for badly needed grants/low interest larvas. 2. Enter into an extended contractual agreement with the current Management Analyst. 3, At no increased cost, convert this position to a Ul-time position. The current contract for the Management Analyst will end can July 31, 2003. 4. Retain a, consultant. 19 D£ 'Aleump jo -Isla t, st ataq1 `. Aomoy 'sioopino pwols aq of taaara din a mp ao m aqs u Imuls"oD - A. V 'IV 'asn olui iaad an sural! -3q3 Ilt so away n guns Ipm popmu aq €[!m pum giaaoaaa aad 008.$4soi oa portutISIO sa and -ossa oxa.r! ind aq um Aaqj " a it n, gores plure saaaajr asagj a:rols of gogm ria an ds aooput o1mbopu oA q jou soap t1t �. o:aq� °saa;iazaoa P s a3go Isar `saago 6a oc�t as yos `ae it s q paa{o sa m! aso.i o 1wos -atga7 raa!t?o-q3 saiods aomaoj aaaotj saoa;! pleuop stiotm.A jo oauv4do3m aq4 Mz!,xoglaa pours", !3 aaCj gf)NVHD'HO4 I'M 'HJ, �)NIATNG SMOLJVA AO AdV ii °sa.aodS Ammjuoug moajstuov poi-oaaopp /�$ai. % a .rod moods 29uio4s op€Aoid o_j, -suodS AvA-volvaig UIOAJ wa ll paJIBiaop woos A OJOIS o� ooeds .a pm asa;aj ,2 JSaflogm ao a too a Y� 143png pus Bila Impaou 1-4 go-fooz 009'6so' N 003`6$ iao to in aor. W6 _e ®so 90-V€ OZ 170-€ QZ n L (O 'Aleump jo -Isla t, st ataq1 `. Aomoy 'sioopino pwols aq of taaara din a mp ao m aqs u Imuls"oD - A. V 'IV 'asn olui iaad an sural! -3q3 Ilt so away n guns Ipm popmu aq €[!m pum giaaoaaa aad 008.$4soi oa portutISIO sa and -ossa oxa.r! ind aq um Aaqj " a it n, gores plure saaaajr asagj a:rols of gogm ria an ds aooput o1mbopu oA q jou soap t1t �. o:aq� °saa;iazaoa P s a3go Isar `saago 6a oc�t as yos `ae it s q paa{o sa m! aso.i o 1wos -atga7 raa!t?o-q3 saiods aomaoj aaaotj saoa;! pleuop stiotm.A jo oauv4do3m aq4 Mz!,xoglaa pours", !3 aaCj gf)NVHD'HO4 I'M 'HJ, �)NIATNG SMOLJVA AO AdV ii °sa.aodS Ammjuoug moajstuov poi-oaaopp /�$ai. % a .rod moods 29uio4s op€Aoid o_j, -suodS AvA-volvaig UIOAJ wa ll paJIBiaop woos A OJOIS o� ooeds .a pm asa;aj ,2 JSaflogm ao a too a Y� 143png pus Bila Impaou 1-4 go-fooz ACTIVITY. Parks administration IJ:' T''I� part -tike nierk��I� Q �ratar REQUEST SUMMARY Dire part-time CAI) Operator to assist in the preparation of construction drawings for park improvement projects. By doirkg in-house design and construction documents, the Parks Division could save on consulting fees, which would allow us to palet those savings back into projects, PRIMARY OBJECTIVE To save consrkitw t fees by accomplishing in -hoes design and construction drawings of our park projects_ To efficiently and economically accomplish the in-house design of Parks and Recreation projects for a complete package of construction drawings and specifications, SUMMARY CTO DRIVING THE REQUEST FOR CHANGE With the existence of the Intern/CAD Operator position, the Barks Division has successfully proven that we can save consulting fps by doing construction drawings and specifications in-house. This position Inas showki it provide-, the necessary staffing to accomplish our objectives efficiently. In addition, the Parks and Recreation Department has approximately $700,000 for park projects in per capita fiends from Prop, 12 and 40 grant dollars. This position will assist in the design ortion of biose projects along with many other projects that will be, are responsibility in the: next two years, ALTERNATIVES l., Use outside c nsulting services. This alternative would leave fewer funds available for construction. 2, No CAD Operator. The department would .rely upon consultants or Public Works to perform design work. OST SUMMAKY Additional Costs . 711,495 2004-05 taff'irt ���^ u Ices, att'i�ls, ��r�is 'ikt�G}1`. kit E4�eY2t .�... "Teal $11 8495 Net Cost 31 2003-05 Financial Plan and Budget ING CHANGE ACTIVITY: after School Playground Programs REQUEST TITLE. Lysis Borchardt School after School Program REQUEST StfMMARY Provide an after school program at the new Lois Borchardt Elementary School. PRIMARY OBJECTIVE To create an after school program for students attending the new Iasis Borchardt Elementary School. SUMMARY OF FACTORSDRIVING THE .REQUEST FOR CHANGE Parents and principal of the new Lois Borchardt Elementary School are requesting an After School Program. This program will provide the students with an after school prograin at their own school so they do not have to be tra€rsportW to other after school sites. Children in the after school program are provided with hommork assistance, organized spurts, and arts and crafts in a supervised atmosphere, This program will be 100©/w cost recovery, ALTERNATIVES A&T.IV Do not otter this program 2 2003-05 Financial Plan. and Aller School Playground lir°ogres € dbrid e diddle After School program REQUEST SUMMARY Offer a new program for Woodbridge Middle Scbool students to attend after school. PRIMARY OBJECTIVE To provide Woodbridge Middle students with a quality, supervised after school program that would promote education, life sells, and organized. sports. SUMMARY FACTORS DRIVING THE REQUESTFOR CHANGE Parents have cxpressod a need to have quality, supervised programs fuer youth in the twelve to fourteen age group, Currently, there is a lack of programs in the city for the middle school -aged child, especially during the after school time when this group is least likely to he supervised. This program will be 100% cost recovery as mandated by the city council. ALTERNATIVES AT Do not offer this program 33 2003-05 Financial .Flag and. Budget SIGNIFICANT NDI TI V: After School Playground Program REQUEST TITLE- Lodi Middle After School program —__- REQUEST SUMMARY Offer a new program for Lodi Middle School students to attend after school. PRIMARY TIVE To provide Lodi Middle students with a quality, supervised. after school program that would promote education, flue shills, and organized sports. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Parents have expressed a need to have quality, supervised programs for youth in the twelve to fourteen age group. Currently, there is a lack of programs in the city for the middle school -aged child, especially during the after- school. time when this group is least likely to be supervised. This program will be 100% cost revery as mandated by the city council. Fees are anticipated to be between $95 - $100 per oath. ALTERNATIVES Do not offer this program 34 ACTIVITY- After School Playgrounds Program ZE JEST TITLE. After School uta i�rt REQUEST SUMMARV Flire one support staff (Mi tern) PRIMARY OBJECTIVE To support the Recreation Supervisor, Coordinator, and clerical staff in the daily operations of the after school programs SUMMARY E FACTORS It l C THE REQUEST FOR CHANGE Attwdance ire the After School Program has grown steadily over the past few years. Staff has: been successful in eliminating wait lists at the five school sites. The increase in enrollments requires additional staff time to nm the program efficiently, including clerical duties, purchase of supplies, and staff tiai.son with community groups (LUSD, Family Resource and Referral, Lodi police. Department) as well as ineeting with parents. Bring a support staff person to handle more mundane tasks for the biter School Programs will free Lip the Recreation. Supervisor to contioue to developing community partners .ip%, new programs, and to do on site visitations for reporting requirements for the Atter School Progearne ' 'hi.s position will be paid by the after school p� ogram parents 100% ALTERNATIVES Maintain the prograw at its went staffing level. 35 I.T S TITLE. _Recreation do Leader for Lakewood After School Program- REQUESTSUMMARY One recreation Leader for LakewoodAter School Program : PRIMARY OBJECTIVE IV To provide appropriate levels of staffing by lowering the chitd/staff ratio from 20; I to 15:1 at the Lakewoodlifter Sch.00:1 Program site. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The After School Program has seen a steady increase in participation. Parents pay a monthly fee of $ 70.00 permon.th, which covers the entire cost of the program as mandated by City Council. An additional Recreation .Leader is needed to achieve a 15:1 ^hild/staff'ratio at this site, which the intention of the department when the fee was increased in July 2001. T R ATI S 1. Cap the.f%umWr of participants. in the progranis, 2. Maintain a 201 ratio and lower the program fees at this site, W M'' ACTIVITY: : Youth and Adult Sports `lm �� Ii�er�ase for ���ials REQ LIS`,` SUMMARY Increase the. arnottat paid to officials in youth and adult It ro ranas.to stay competitive with le zn ad €sin co itiese PRIMARY OBJECTIVE CIV To supplement the budget and enable the City to retain experienced officials, SUMMARY OF FACTORS I THE REQUEST FOR CHANGE Official's fees have increased substantially during the last few years. This increase will allow us to recruit and. retain officials. Existing pay rates will cause expexi.ear d officials to leave the program for appropriate pay from. other leagues, leaving the City with inexperienced staff: Officials, if new or with lesser traioi g will diminish the duality of these progrm, offerings- Revenues for increase are anticipated to come from a $5.00 increase in BOBS programs. ALTERNATIVES TI 1. Continue offing a pay scab for officials that is unattractive, thus creating difficulties in obtai.ning and retaining officials. If approved, the accoaant distribution would be as fellows: 107022,7100 $75000 107025,7100 $3,000 M 2003-05 Financial Plan To operate a. year-roundsoccer facility serving youth and adults. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE In Decwnber, 2002 Council approved moving forward with the installation of the 2 donated soccer fields from Breakaway spmls'. In anticipation of completion of the project, staff is needed to run the programs. Revonues are anticipated to offset expenses. This promalrepr�sents staffs best estimate of operation casts and potential revenue of the facility. See attaQhmmt, ALTERNATIVES L Operate t4cifity tinder current staffing levels, which is tot fusible. 2. Operate facifity as a possible element of Park system., which is not feasible. I Do not. proceei with. the project. if approved, account distribution would be as follows: 1070217100 $55,520 1.07022.7300 Wt4OO 107521,7100 $26,150 107521,7300 $1.2,00€1 In Estimated Revenu.e Poionfiai for Propo!�ed Covered Soccer Farflity PRQGdd�,M OUP WEEKS IN NUMB E.ROr SEASON TEAMS NUMBER OF PLAYERS PRICE PER PLAYER RE >OCCER 37 $1,290 8-9 21001 enrollments. 66 $2,295 YPC)UTH (roughly basscf upon prior Breakaway Sports totais) 10l to yrs er team 12-14 U-7 BOYS 8 9 90 $35 $3,160 U-";0 BOYS 6 9 90 $35 $3,150 U-12 BOYS 8 9 90 $35 $3,150 .- BOYS U 1 14 a 9 90 $35 $3,150 U-16 BOYS a 9 90 $35 $3,150 U-19 BOYS 8 9 90 $35 $37150 Lj'-7 GERLS 6 7 70 $35 $2,450 U-10 GIRLS 8 9 90 $35 $3,150 GIRLS 8 9 90 $35 $3,150 U-14 GIRLS 8 9 90 $35 $3,150 U-.16 GIRLS 8 7 '70 $35 $2,450 U-19 GIRLS a 7 70 $35 X_2450 youth 102 3 V 3 TQurnarnerit i 1lieeiCerds 115 $75 $1,125 FLd! Tearn TournaamLnt 1 Weekends '10 $150 � —I 2G-0 stjbtotqat Tmirnarneni $2,625 ADULT (roughly based upor? prior Breakaway Sports tofals) Prig Per Team COED League a 12 120 $450 $5,400 WO N1 E N'S "A" b --ague a 4 40 $450 $I�Boo � ;ZEN'S "A" Leave B 8 80 $550 $4,400 iNA EN" "B„ L r-, a g u e S 8 8 80 $550 $4,400 NI�N'S 30+ 'A" League 8 6 60 $550 3-00 SuMotp! j!WuR 38 1400 $19,300 JOTAL SOCCER REVENUE $57,625 [TOTAL HOURS OF PLAYfWEF-K 7f7. . .. ..... — tuk pm,rams am cwmnty pmvioo uy khe paiqs a�d nap a ornent at vahus fadRl es of Kick"D;fll 100 $35 $3,5( of Soccer 10 100 $35 $3,5( -ol T-130 10 100 $35 —$35� otal Tot R'ograrr's 300 �RENTALSIFEES (;ovghyI(Lf` KIDS Vt FAK11h,'j FtK r%IU End of Season Parfles (Net Praflu) 0 0 $0.00 CONCESSIONS [toughly basad Sportstotals) rl,,f F �t per ;participant $0 N -umber of Participants - -,ber of Weeks .0 —;S-oo Profq TOTAL REVENUE M $75,040 YOUTH (programs are curren,,y provided hy Parks and Recreatior, at various facfffffos) G--?, 'Numbers are taken from 37 $1,290 8-9 21001 enrollments. 66 $2,295 1G-11 62 $2,155 12-14 34 $1_17575 Tota# Football 198 $6,915 tuk pm,rams am cwmnty pmvioo uy khe paiqs a�d nap a ornent at vahus fadRl es of Kick"D;fll 100 $35 $3,5( of Soccer 10 100 $35 $3,5( -ol T-130 10 100 $35 —$35� otal Tot R'ograrr's 300 �RENTALSIFEES (;ovghyI(Lf` KIDS Vt FAK11h,'j FtK r%IU End of Season Parfles (Net Praflu) 0 0 $0.00 CONCESSIONS [toughly basad Sportstotals) rl,,f F �t per ;participant $0 N -umber of Participants - -,ber of Weeks .0 —;S-oo Profq TOTAL REVENUE M $75,040 EXPENSES F—F —/c , LS fere:Coordinator 'Gc'er supervisor ll TOTAL OFFICIAL5 '*** —Gaml=raferee�-00—ve Hours Rate 320 $11.00 $3,520 450 $IZOO J� 4_00 $8,920 j�Q—U' IPMENT AND SUPPLIES PER 9 -WEEK SEASON Wrl(eri'avice Supplies Rrs,t Aid Supplies $500 Restroom suppWs $500 Spon ' sps SQpplies'( Balls, and Trophie-s) Exp mi/Team $35,00 k4,900 TOTAL EQUIPMENT $7,4001 —Uniforms - cover-2ed tjnderse Pchamp. � ---— 'La --- ---- ImARKETiNG Advertising $2,000 Brochures $0 porting $0 Fhotoocpl�s $0 gists.tjo, , q uip M F")t $0 Postage I ) 10 AQ L _1 11 MARKETING -1 11 — "" ' --- ---- _S2 TOTAL EXPENSES FOR 8 -WEEK SEASON $ FM—A1PTTTN—A—NC—E GL�rer'al 'Mair-gF-nince Worker (1650 hours@ $11) $18,150 aittas.!Egh'led fac7dity approxknateiy 9011 hours @$,9.50/,HR $5,000 _$3,200 OTAL MAINTENANCE $26.1 SO TOTAL EXPEN,9F- ANNUALLY ($2,290 A 48 WEEKS)+ $26,150 $136,070 AMINAL. NET INCOME 4 Adult Soccer Seasons $77,200 2 Youth Soccer 8easons $71,400 2 Rag Footbail Seasons $13,830 " Tot Program. eachlye-ar $10,500 TOTAL NET tNCOME $172,930 ANNUAL NET I NCO MF $172,930 V-N-N-5�17ET —INCOME (ONLY7--n�.R PP-MI-11AWS)' $148,600 $136,070 ANNUAL NET EXPENSE $136,01713 $12,r3d- $36,860 anvclpatod lila expija@ncypi I0 42 years. Tho r,.e;C has boon used ippmximaiwy S yeam w, anli ipat4 mplacng the ficam 1n 6ycas. 40 2003-05 Financial Flan Q1 ACTIVITY-. Adult Sports [T TlT l C€z tract itia a i ofibal:l iJar► ire Association To provide game officials for all adult softball games (900 games) through. a professional service contract, 'To allow itis Association the ability to recruit, retain and assign all softball officials. SUMMARY OF FACTORSTHE REQUEST FOR CHANGE With the increase of high school and competitive softball programs, a larger group of officials is needed. Firing busy times of the softball season, city League games are cancelled due to the lack of officials, The Association has asked, and city staff' agrees, that the Association would administer the training and assignment of officials With more flexibility than currently exists under the City's requirements. The Association would be able to draw umpires o adjoining communities for use when necessary. The funding would come from a transfer of monies from the 1.00 series to the 300 series. ALTERNATIVES Continue witb past practice of hiring ail officials as City employees at theme rates. This may require cancellation of some activities at game u1ne if staff is not available, and that may incur an additional expense by other staff members. COST SUMMARY 2003-04 200405 .d tional Costs tics, ata telae ti i s __----23,500 iz�or z�i ttaent --Total 23.500 Net Cost 0 IE 2003-05 Financial Ptah and.B d et SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY, Y, Sports Facilities i�;�,B"I`'I'17'I,a i�iairater�ane� iaterial.s fc�r ai.i Fields REQUEST SUNINNRY Provide $5,000 in funding for additional maintenances needed for recently renovated Dalt fields. PRIMARY OBJECTIVE 'To provide a higher standard of maintenance to gall fields at upo, Blakely and Kofu parks. SUMMARY OF FACTORSDRIVING THE REQUEST FOS: CHANGE In recem years, the city has received over $75,000 in community donations for ball field renovation► projects at Zypo, Blakely, and Kofu parks. These donations have brought the playing condition of the fields up to an acceptable standard. Staff desres to maintain the fields to the current standard, in so doing, additional services will be implemented at the sites to include fertilization four times per year, implementation of posterner ence weed control. program, infield soil enhancezn.ent, replacement of turf as needed, ALTERNATIVES Allow the newly renovated field to receive limited maintenance, 42 Ev 000'01S E L`R: LO i OOO'DIS M L MLO smo to3 sr N Ft1nom uoptlwns!p j€tnwan aqj spoAojdd jj •siseq popoou-slo ut uo pue as -�q m) luQ=Wvtww PUR zouewtulew Wal oJpuvtj. SgALLYNH311V '0AIlmoad oq oljjto SUVA011-0 s{ ou oou-o oluivtu ,Qjsauo, uLgjil gllA,% oijutuovAs r oA aq ojUtji3 &ogv Ulm, sPmij I—euoi ! pV ' ,IoA', XnssaWUM4jqcg plMIUM 01#U4q ti rsIAts d y Cott saop to pnq aau ualulietuut sixo ino -s al nd o ttt tt uldoi puv ulud `s1RAts rij a*4,fa3 sfl td luouzo -eett,/�aisosoj t1 aflott °saoa3 a o oauanu a a sat €totetu oa to d ` t31 u1 •soon@ avd jo 2utlurld luomoo,1doA put, utunid 6sIvAou t Ross ou 'smq I o ndo(l gaud 3o oounualumm o x .Ks u f�uot�tpp� !AOld 0 i `oaurualuftw A Jo spm POW)MVPt' qa! uoi IA1 I S3P d at1.l app%o As)vwwas'LsafI?)Aa spLm. oou ttojuln 001 a 1 . . s31j!1!-m,j sac' a. -UA )V lasOng Pun usla lovau i 2003-05 Finantial .mien and Budget SIGNIFICANT EXPENDITURE WROUES T AND STAFFING CHANGE ACTIVITY, sports Facilities REQ i T SUMMARY and a service to control the gophers at Salas Park. PRIMARY OBJECTIVE Control the.gopher population at Sala-, Park. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE There is a large gopher problem at. Salas Park. Staff needs to keep the gophers out of the park for the safety of all that use.the fields for sport programs. Staff has tried this service at other facilities and it has helped with the Problem. ALTERNATIVES 1, Continue with the practice of filling in. alt the gopher holes. The playing area will be unsafe. 44 PRIMARY OBJECTIVE Perform preventive maintenance on both of the basketball floor-, at the Grape Pavilion on an annual rotation basis. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Parks and Recreation department has (2) portable basketball floor lwation at the Grape.Pavilion, To maintain the floors and extend their life, each basketball ficor needs to be refinished every (2) years. Staff has developed a schedule of refinishing one flem a year. This has proves to work very weti, as our floors are old but still is relatively g(W shape, ALTERNATIVES L Defer maintenance, thus shorting the life of the floors. 45 2003-05 FinanciaAPlan and Bmdgut SIGNIFICANT NDI` . OUEST AND STAFFING CHANGE ACTIVITY: Lodi Lake Park REQUFAT SUMMARY Hire one f 1.1 time later for maintenance of Lodi LakePark. With the completion of KaWkiaaa Park and. Phase tI of the Bicycl�/Pedestrian Path to be completed this year, a significant impact has been placed on our ability to maintain the rest of the park. With the addition of this person we will have a better control waa maintenance of the Nature Area, West Bank, Candy tune Park, Lodi Lake Fork and Katrakian Park. PRIMARY Y (I J CTIV The Lodi Lake crew has been given the added responsibility of maintaining Katzakian Park. They will also have more responsibilities when Please IL of the BicycWPedestrian Path is finished. This person will help with the daily maintenance of ICatzakian bark as well as with the maintenance of the Nature Are.. SUMMARY FACTORS DRIVING THE REQUEST FOR CHANGE We currently do not have additional hours specifically budgeted for Lodi Leake Park. With the completion of. atzakian Park, e have additional maintenance with all the new landscaping. We are asking for a full time laborer to allow for maintenance. ace. Additionally, Nature Area and West Bank (.13 Acres invest of Lodi Lakc) meed attention especially in the area of edging, trimming and spraying. ALTERNATIVES i . Hire additional pari -time 1500 hour employee, 2. Increa current. part -tine hours allocation. 3. Attempt to complete maintenance to the best of our ability. C OST SUMMARY 2003-o4 . 2004®05 Additional Costs 35,800 Supplies, Materials, Srices Total $35,800 Net Cost 35,00 46 2003-05 Financial Plan ACTIVITY, Parks Programs REQUEST SUMMARY Provide the community of Dodi with an educational festival on the annual salmon migration and the importance of the ok lumne liver Region around Lodi Lake Park. PRIMARY OBJECTIVE To a{[o to $K000 for the artnual Samson Festival. SIAM ARYOF FACTORS BRINING THE(.il ST FOR CHANGE Currently special donations by sponsors along with vendor fees go into the Parks and Recreation Frust account. As invoices and expenditures aro submitted„ die money is tramsferred to cover cost& This event was established in 1998 and is.s pported by the community. ALTERNATIVES Continue use of "st account for revenue holding and request transfer allocation upon closes of event, 47 M ACTIVITY: Parks REQUEST SUMMARY Provide a summer camp program for children 8 --- 14 years cold, PRIMARY 0BJFCTIVE To offer three sopar tc 3wd y summer caps at Lodi lake Park for area. residents. SUMMARY EIS FACTORS DRIVING THE REQUE9F FOR I AI Carp Lodi Lake was establisbed,and: funded by a San Joaquin County grant program that is no longer available. For a nominal al fes, staff could provide a 00% cast recovery program, available to lel youth. The camp would foster outdoor awareness, Ecru building, nature a pre-eiation, crafs, water activities, educational speakers and more. ALTERNATIVES Do not offer a Camp Lodi Lake pro ra . 48 2003-05 Financial Plan and Budget SIGNIFICANT EXPENDITURE ACTIVITY- Equipqlealt maintenance. REQUEST SUMMARY Purchase (1) Sod Cutter PRIMARY OBJFCTIVE To remove worn and/or diseased sod and high spots of athletic fields and parks. The Sod Cutter allows us to recycle sod being removed, and also provides an exceptional installation and or repair of our turf This unit pays for itself in scads and labor savings as well as allowing us to provide a quality product that could not be attained otherwise. SUMMARY OF FACTORS DRIVING THE REQUEST FOR C14ANCE The sod cutter is in constant demand by our crews. Our existing Sod Cutter is subject to severe impact and vibration during operation, loading and wiloading. Due to the demand and use, the Sod Cutter is constantly in need of repairs, thereby increasing downtime and labor cost as well as hindering our commitment to in-1proving facilities. ALTERNATIVES Continue to use existing sod cutter, incurring more down time and increasing maintenanze. cost. 49 2(303-05 Financial Plan and 81idget SIGNIFICANT EXPENDITURE iIrSSI �Nl� �I lll�� C AI�t�E ACTIVITY: Performing arts Theatre Iild; ill+ST TITLE, Digital Pro*tor REQUEST SUMMARY Purchase a portable digital projector to be rented to various groups that use the Square for business and social events. The projector would also be available for use on-site by various City departments. C'urre ally, rental clients must provide their own projector. Due to the high cost for this item, most clients rent from stares in Stockton or Sacramento, Projectors of this type rent in our area for upwards of $500 per day. At minimum the Square would be able to rent this projector 6-8 tinges per year (on average this is how many requests we receive from rental clients asking if we have a digital projector), which would allow for a 2-3 year cost recovery of the equipment. PRIMARY OBJECTIVE Provide added value service to our clients by providing modern triols for various events. The cast of the projector would be recouped through rental revenues generated. SUMMARY OF FACTORS DRIVING THE EQUES'r FOR CMANGE More rental bookings can be had if we have the tools available for businesses to snake presentations, have seminars, etc. In addition, the projWtOr could be used for other revenue producing events, For example showing fine arts frinns in the Performing; Arts Theatre, and for other community snide activities. ALTERNATIVE'S ATIVE ]stone. IMPLEMENTATION Immediate, f ST SUIti�MARY Additional C-osts 2003-2004 2004-2005 Staffan Minor tat m(Lnt 91500 Total 9,500 _ Savings (estimated rental lees collected over 3+ years, aYeCaf> Cit rel?Cels .r^r �ctd` i4L } 53,000} 9'soo _. Net CrCSS< 0 . 0 2003-x05 Financial Plan and Budget SIGNIFICANT EP N I' ANDSTAFFING CHANGES ACTIVITY, Culture & Leisure, Arts & Culture REQUEST TITLE: LE: Security Guards for After Hours Events, and Evening and Weekend Arts Classes REQUEST SUMMARY Provide security guards for after-hours activities including hall rentals, use of the Performing Arts Theatre, and acts specialty classes. PRIMARY OBJECTIVE Help ensure the sa y and well-being of persons using the Square after -horns and those attending arts specialty classes as well as the safeguarding the property and facilities of Hutchins Street Square- SUMMARY quare_ U ,A ' OF FACTORS DIUVING THE REQUEST FOR CHANGE With the 41cr•ease in general ansae and the amount of arts Masses offered at the Square, it has become impossible to ensure that over -sight of the property, facilities and persons at the Square are safe and secure. For the Arts Specialty classes, in the .past, several options have been tried: l.) certain instructors were provided with keys to the facility to open.. and close for themselves, however dare to security issues, the instructors were required to return their keys, ) Lodi ,arts Commission n staf has stayed late or carne in on the weekends, however the overtime cassis and number of hours required after normal work -hours is prohibitive as well as not having enough staff to cover every evening and weekend. Mall rentals after-hours on weekday-, require over -sight by security for open and close, using .Maintenance staff for this purpose would be cast prohibitive as well as not having enough staff to cover. On weekends, maintenance staff usually opens for our clients with security being assigned during the actual event time for over -sight and eventually close. Using Maintenance staff for over -sight and close would be cost prasbibitive as well as not having enough staff to cover all events. ALTERNATIVES I , Have existing staffon site during evening and weekend hours, incurring overtime pay. COS IS A ' 2003-04 2004-05 Additional Costs Professional ServLm `i€i1I06 500 6,00' _. pinfe rotial Servi s 4U _. n 2 500 2L500. Total a � 26,Q00 27,000' Savings. (10 02€f) Offset by current m istration revenues. 5,000 6,000 (10840-34) Oyer by rental revenue (cast billed to errt cli�� 2.fl. 0 2I 59)i3' .� � cosi � None None.: IMPLEMENTATION As we are already paying for security now, implementation will continue as Mare. 5 l 2003-05 Financial Plan M ACTIVITY. Building Safety � Re-Classi t c=f 4cir rgistraty [ li t« €' rrrrii T€ chrrician REQUEST SUMMARY Fe-classifyiAg the vacate Administrative € lerk Il position to a PermitTechnician. PRIMARY:OBJECTIVE The objective is to improve public service at the front counter by re c(a sif ying the position. The person in this position will be We to answer routine code questions, process plans and have the ability to issue permits for minor construction pi`ojectso SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The, volume of customers at the public counter has increased significantly. The public expects to have building code questions answered and pians and permits processed in a timely manner. The two administrative clerks assigned to the froDt counter cannot answer the more technical questions or review construction drawings for intake. A permit technician will be able to answer routine oode questi€sns, review plans for intake and process the permit application, This will reduce the time the Building inspectors and Senior Building Inspector spends at the counter, thereby improving the plan check turn arcatrrrd time as well, TIt"V, 1. Assign a building inspector at the counter, This would reduce the time spent in the field inspecting and possibly increase response time and inapac-t construction project schedules. 2. Continue to have the administrative clerks be the first point of contact. The public will continue to wait for service and the duplication of effort with the building inspWors will continue. 3. Dire a contracet Permit T hniciara. Most coosulting firms, including the one we have currently, des not provide for this type of p€asitioa, IMPLEMENTATION Upon approvai of this request, the item will be referred to the Human Resources Department to prepare a job classification study. `l°ire objective of improved service should be achieved immediately. Success will be measured in a faster turn around time in plan cheek. Minor projects cain be issued over the counter and then the Building Inspector and Senior Building Inspector will have more time fob` uninterrupted platy check of major projects. There will be fewer complaints on plan check delays and possible reduction in overtime. 2003-05 Financial Plan . li OUEST AND ACTIVITY-, Community Promotions QUEST 'T .T - Reduction of da d fc�r Cern aurri �.c cwtion� REQUEST SUMMARY ' Request $18,000 reduction in donations for the purpow of Community Promotions. PRIMARY OBJECTIVE ro i€r'rpiement cost savings measures, by reducing City contributions for Community Promotions, SUMMARY OF FACTORS DRIVINGTHE REQUEST FOR C .A [$ Over the years, City contributions for Community Promotions and Economic Development have increased along with services, population, and revenues. !n light of the impending reduction in revenues and poggibte cutback of non-esscnfial services, it is recommended that the City reduce its annual contributions to the Doynitowwn Lodi Business Partnership and the Lodi Conference and visitors Bureau to 90% of the amount requested in the prior budget cycle. Barring the fiscal year 1992-1993, the City grants $78,000 to outside agencies such as the Lodi District Chamber of Commerce, tie Lodi Downtown Business Association, the Arts Commission*. and the San Joaquin Partnership. By fiscal year 20tJ -2003, the contribution amounts had grown to S396,0W, Arts Commission Current Allocations � $25,OW 10% Reduction Reduced Allocation Downtown Lodi Bosincss Partmxslr.i � $50,000 $5,000 $45,040 bots Conference and Visitors Bureau � 130,000 $13,000 $117,000 Lodi -1 okra. Ro vent coordinati€srr --� $36,000 IAA District C`t�a_ ,r of ( ommerco —o o San Joa urx l artnersltt - - $25,000 $30,000 During this samo. time period, Transient and yup icy Tai revenues increased from $236,000 annually to $439,000. Estimates for 2003-2004, however, are projected to be $289,000, a level not seen since 1997-98, when our contribution levels wvere at 5137,000. The $18,000 reduction is one of many recommended its carder to present a balanced budget. *This contribution to the Arts Commission serves as grants to outside organizations. This is not the funding for the Commission or its fimetions. ALTERNATIVES To continue with the current level of funding, further reducing funds available for essential services. 3 2003- 05 Financial Plan and Budget SIGNIFICANT EXPENDITURE REOUEST AND ACTIVITY: -Engineering II I I I I1 1 l ble Stan larticiar Classification REQUEST U 1 Y To expand the Seniori e inn, 'Vechnician classification by providing promotional opportunities for Senior Engineering Technicians who meet the upgrade qualifications and have been identified as having advanced skills and perform at a nigher level. PRIMARY OBJECTIVF 1. Retain highly skilled t hni,ca.3 staff 2, Provide incentive for technical staff to continue employment with the City and to encourage continued professional development of employees in this classification. 3. Compensate Senior En ineering 't'echn.€clans performing tasks typically assigned at the Assistant Engineer level. SUMMARY OF FACTORSDRIVING THE .REQUEST FOR CHANGE in California, the enginimring demand is high and tite supply is low. The new classification will provide an incentive for ernployco to maintain empioyment with the City aDd/or seek advancement within the city's engineering division. The regUOSt: is fur th(, human Resource Department to study and determine a. method to implement this advancement for the Scraior Engineering l`echni€iam This promotional opporumity+ is proposed to recognize qualified Senior Engineering Tcchnicians that due to their advanced technical skills and jab knowledge provide great vaIuze to the Public Works Department. The intent of this oppmtunity is to retains qualified personnel, and reduce staff ttamover. ALTERNATIVES If this upgrade is not approved, the, City may risk increased staff' t-amover of highly skilled individuals and reduced productivity. E 2003-05 Financial l Plan and Budget SIGNIFICANT ACTIVITY. City :Manager �I1 II 1� ; l ecla;silzeaiiort of lie ut Ci liana>er to Assistant City Manager That tier, current position of Deputy City Manager be reclassified to Assistant City Manager, to provide the position with supervi8ory responsibility and to ¢dopt the pay range consistent With the reclassification. The Assistant City Manager will further assist the City ,Manager in the day-to-day operations of the: City by assuming upervisoty duties of the following administrative departments and/or divisions: Facilities Maintenance:, Finance, Human Resources and Information Technology, SUMMARY OF FACTORS DRIVING 'TIFF REQUIEST FOR CHANGE The City Manager is tasked with a multitude of tasks to include the clay -to -clay operations of the. City, long term planixing and stratei iziag, fiscal stability, and protect devolopment. With the ever-increasing responsibilities, the CJM will delegate specific m3pervisory duties to the Assistant City Manager. 'l ie responsibilities of the Deputy City Manager have grown broadly, to include giver increasing interactions with elected officials, duties as the Public Information Officer for th- City, budget review and development, ageDdaistaff report preparation and review, official representation, wid more, The; next progressive step in the development of the position is tt? add supervisory responsibilities, beginning with the administrative functions of the city organization, Facilities Maintenance, Finance, Information Systems, and ilutnan Resources, epartment/DivisiDD directors/manager will report directly to the Assistant Citi` Nlanager, One of the factors driving this request is possible attrition within the next two years. ALTERNATIVE, S To continue with the current organizational structure, restricting the development opportunities for the position. 55 2003-05 Financial Pfau and. Budget SIGNIFICANT EXPENDITURE ACTIVITY- Community Promotions e Web Sate REQUEST SUMMARY Request $3,1100 annually for web site hosting. PRIMARY OBJECTIVE To increase capacity and functionality of the City of Lodi web site. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The City of Lodi web site is quickly exceaing. the capacity of its current web hosting server, and it woiit be long before our current provider can no longer ho it it due to size and throughput limitations. Moving to a dedicated server ill will allow for the maintenanm and complete control of the machine. It would provide the follovAng benefits: e Assign additional upload/access privileges • Host muffiple sites and multiple domains • Have up to 40 OB of storage space • Install additional web -enabled applications 0 Run a more advanced reporting software 0 install other services like DNS or a mail relay ALTERNATIVES To continue with the curreat arrangement, limiting the functionality of the web site.. W 2003-05 Financial Plan and Budget SIG NIFICANTEXPENDITURItl .IT: S 1 S I I AC'T'IVI'T'Y, Information Systems L iaS'I° 'I` TILE. ConvertIr c rmatic r teras Division to a D.. artment REQUEST SUMMNRY Remove Information Systems from Administration and place it in its own department, i.e. Information Systems Department There are no !grown costs associated with this request. PRIMARY OBJECTIVE To separate ISD from Administration for the purposes of identity, efficiency and structure. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CI"I I, * Information Systems needs its own identity, In the earlier days of data processing, IS shops were little more than "paperwork factories" with simple missions to print checks and marts, produce customer bills, and process payments, Today the focus has totally changod. IS departments are now charged with producing management Rdormation'maintaining the infrastructure, se(;wring the systems and data, and c€ nsulting with top inana ez ent onorganizational issues. IS I's rale in today's environment is to be the organizational resource for everything ftom. radios to networks, from mainframes to PCs. ISIS is a service grouts dedicated to supporting the entire City organization, much like the Human Resources and Finance Departments, ISD's services are separate and unique from those of any other department in the city. While IS services began as ars attachment to Finance, ISD now supports the entire organization, and in some cases the public at tame. ISD is also at the table, as it should he, when many organizational decisions are being developed, Accordingly, lofomiation Systems should be recopized as an independent department serving the IT needs of the organization. * Information Systems is currently a. division of Administration. With approximately 10 employees, ISD represents 75 percent of the staffing accounted for in the City Manager's Office. . This disproportionate number unfairly inflates Administration inistration staffing levels. * A quick and informal survey of Califoniia IT departments revealed that many IS shops are already departments, and among these that are stilt divisions there is a movement to make them departments. 'ne reasons cited for the changes were uniformly the recognitions that IS shops serve the whole enterprise and that their functions are as important as they ,are unique, (It is interesting to note that most of the IS shops started out as a function of the Finance Department, but &s their roles expanded they were .made separate departments). LT RiiATI[V S Leo nothing and leave Information Systems as a division of the Administration. COST SUMMARY 2003-04 2004-05 Additional C osts0 ti Staffing 0 _ 0 Sia tiffs,Materials, ServicestI 0 ?.incur . ri� mQ f€rtal...m_ _ _ .. Savin s.T_ /A � N/A �m ..._ �._.. Net Cast 0 0 57 REQUEST TITLE. Reclassify Administrative Clerk to Senior Administrative.Clerb IMPLEMENTATION As soon as authoftationis received and funds budgeted, the review and re -classification will be implemented, 2003-2006 Financial Plan and Budget SIGNIFICANT EX . PENDITURE kiidUEST AND STAFFING CHANGE REQUEST SUMMARY i «° �*:«» W i :: ; q 11111 1 , MII I i , , jI I I imI iT, 'I P The newPolice Facifity, under construction now, is scheduled to becomplete in January 2004. «:. :«a&m approximately 52,500 additional sq. ft. of 24 hours per day, 7 days per week, high maintenance facy to tall care of, ALTERNATIVES as a 241-1 building, it P4 have conssderable expenses in utilities ancl other opermonad expenses: that MUSt provided for, w go -pa6uejje aq iii slooiluoo wimas'ejeudoidde se poset4oind(Ilan saliddhS pus sleuglaiN City Manager Not Recommended Significant digs & StaffingChanges CITY OF LODI CALIFORNIA 04102/03 PG 2003-05 FINA3NCI , PLAIN a i3UMET 312.512[X SUMMARY o SIAFFINC, CHANG" NOT Recommended Police presEa~ oorc l okc A t nIfti €aw 2 Aafi 'i'ciTorism 'I'Y doing Support :Servos 3 Forensics Sotvacx f mdi g Polfc� Opx4 Koons 4 PelZc� Cadet Prog7wn Fire 'ry aar ing 7 Pnrvlxase; Network Totasi 1T€tMe Safety l(),a0(1 22:500 3S,00() ofFsc€ by rev (asst $ 36400 not recommended) Not rwoFilaBM£ ded -^ n(i additional conq S,it$5 one lime Charge S7, 51141 5,t3R5 VOW L.. Ez[�ta a r"Icck £_99fiiFYi3di i -.'€i €' iTEA& t & Op-atic5aB9 1 I-lim wecW..Gw P,Ioncscr 1 89,040 15,410 in addition to va"vit pccsi6on. 10 frim FIZOir'ic.9Iaatuvw r 1 700 3,480 11 i,£aw toi8a]9ormy office trailor & fasro twe 32,(1)() (20,000) some one time rosis Elcutxiu C'.0051XCiiei on & Maintananc:z U ff" Adnl€€1dsftadw C:IGA 1 27,7EE) (12 €3(1t)) NIR --nav of %avi ga — sonic one tame £Maes TOW ruhlkITtikkte,¢ .3,00 ?.32,450 (13,110) Transportation 14 Trawtv Siww supplios & FVP oquip rvlacc 47,0®(1 45,000 16 irmc klaaralpn=re larcticom 308,500 (53,00€3) some one tame costs in year one I? i'ra: fso SiPA Twhoician 1 35,00D t 00'(W vChivle in yr iso is Computmized S€Vi;4Saking System S ],otht one time chaegc Total Tra oxprssUljon mmm 1.00 401,500 72,40€1 € eigure, €`,u(Sur .dl 5W.181 Services pub Awt Rwwation PecredBAm fl< pss ighwim 19 Ixaso of Anwicarn Ixgkm facility N6,50 (60,0M) NfR-ofiaet by rev (36,00%, 1 time cap costs 20 npchase5 tables & ehaim for Aaanex 3,04x1 one lime chmge 7 1R tis .t diniif istratiou 21 N intent tw- Manages wrapwu cspomlor 9,315 Sp Itz Faciiitic,% I2 Hiirc pit .away" s Ssias.pwk, 8,sw 23 1-fim 0`t l^ iliti"S lviaint wr rw, Ilei 1 38,.200 24 Amhaw ff" scnA)ber 7,3()0 ona limp cross 25 FL,,w reocemmt 5,00 26 Puroha3c Main syswni - Blak-dv Pool . s,°soo (3,600) C7t1C�X lea€ 27 Him, M lah(srer 1 35,Aoo quipmvm& tWAnto nanc€s 28 pu a lssr, riding JAwft mowoc 3,000 one time assts 29 11=h4e4 2dra3rw 5,(160 €laze €irw costs 30 Nmhw loser 3,(100 oft 6mmc ctsis 31 h?trtsl ai Awi ier 2,0w one, bane cassis 32 In r ase,SaltIours 8,165 3.3 PUT hase dils: €f cimwt zi)uniu ring system 8,5(t} one time coats 14 I'wa chase Gab foT John Dcoro 110 Tractor go -,50O one lime QoSIS IjIva v M Him I:.itcaaacy Prowars t;awdinalor 1 17,530 18,620 portion offid by grant funding C:ssa unt niiy 6%Mtcr 365 31t #€' wfttltressor a alactmC t 6,(M €ana 3i4aw coats 37 000trart f€ir Staw Tw4ftsIa s of rt by rev (43,000) 38 liV13 qw copy machine 9,750 one£ time oos1s 3a9 Ire F1 A'hW65trativc Clerk t 39000 Tom Wqnre, CMhuraf & fmi Ser _3:Q 248,510 M) 15,770 2003-05 FINANCIAL PLAN & BUDGET SUMMARY Off SIG 7NIFICe-UNT FXPENDITTIRES AND STAFFING CHANGES NOT Recommended PC, V C: ommugmky hupmvamfg 40 Pumhase 4 Motorola PmUbk Radios Genest3l Government €�'�,y cnat€ae€1. 4; k?4a -&m5c Council Chambcs , ompuwj e qWp C'y cIc,tt 42 coma€ limit w vices - Cky %idr rcgorcis Famiion 44 CousAtamt s vi€ - cily �vsde . c€akc : tc ttcxza flwwm Ross€pups 8,030 8,0:30 funding - vehido abate€nou€ senice 6,3130 me finic c€ssis 9,W5 oma inane costs 15,230 one f mc; cs3sis 45 %lire V?. Bou f€i* C xn°tt natoc 1 40,000 5;000 48 Tum f/f Iraaft coor€fif9 nr 1 34;4;0 L=�cii"s 5E,^rdic�� 50 city wi& HVAC dua de awing 3 �,flipf} T€ftf Gennal Govvmment 2 12.5,7.75 20,280 VYI'AL OPERATING ft[, i,1 �y '' t,4 AOi,iF25 4:'t.IN; ING 501.7 2€ ES: (3 exal Fund 845.�ifs5 I_U '35,515 Vchiok AbisWincnf Finict 8,030 ulwaai°y 1 treed 17,530 l8,620 %fl�uEslc i'td 3 23250 1-101 ofIkE portion by fransfm fr m other dept 2003 2€ 05 SIGNIFICANT EXPEND) TU REALQUEST ACTIVITY, Police Department - Support Services Division QUEST~ TITLE- Detective (Part -Time) REQUEST SUMMARY It is requested that funding of the part-time detective position be increased to $20,000 annually, which would provide approximately 20 hours of service per week (not to exceed 960hrs.). Currently this position is funded for approximately 10 fours per wash, in the amount of $10,000 annually. PRIMARY OBJECTIVE This part -throe position enables us to provide timely investigations into forgery, fraud and ident€ty theft incidents. Since these are non-violent crimes, these investigations receive a much louver privity than ether- incidents; however, the investigation into these types of cases is very important to the victims, Without the part-time position, these crimes would be handled when time perinitted and we would not be able to provide the level of service that we do presently. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Our goal in the Investigations Bureau is to have less than 30 cases over 30 days cold. Over the last three months, we have averaged 24 cases over 30 days old. This part-time position greatly enhances our ability to consistently achieve this goal and provide a high level of service to our customers, Without the expansion of the part-time hours, citizens will - of have the personal attention and prompt level of service which we desire. Every victim perceives his or her personal situation to be special, which it is. The Lodi Police Department strives to have a high level of professionalism in an expeditious manner. This cannot be accomplished without the detective manpower to investigate this type of crime. ALTERNATIVES Maintain current funding of $10,000 per year budget, which provides about 10 hours per week of assistance, We will investigate and handle the non-violent ciimes as we currently do. siert the funding is spent, the crane load will increase for the full -tire, permanent Detectives. COST MMAR Additional `early Cost, 2003-2004'. $10,000 2004-2005: $10,000 IMPLEMENTA'T'ION If approved, we would expand the part-time detective's hours starting with the 2003-2004 Fiscal Year (July 1, 2003), if the additional Detective(s) positions are approved, we will withdraw this request, EXMDITURF, REOUEST SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE After the terrorist attacks of 9-11 and the subsequent implementation of the homeland security goal, first responders should be thoroughly training on what to do in case of a terrorist attack, Terrorist attacks span take many forms; bombs, bio -terrorism, contamination of water, long-term interruption of electricity and generalized fear and panic of the population, If a worst case scenario occurs, we must be prepared to respond, ALTERNATIVES The alternative is to adopt a "deal with it, if it happens" philosophy. This could have catastrophic consequences if a terrorist attack comes to pass. COST SUMMARY 2003-04 2004-0$ Department of Justice Training $22,500 $22,500 The Senate Appropriations Committee is continuing hearings on bomeland defense. We are hopeful that first responders, at a local level, will be able to obtain rederal funds for anti-terrorist/homeland security training. If this occurs these additional training funds would not be necessary. IMPLEMENTATION If approved, we would like to train half of the Police Department employees at the Department of Justice Advanced Training Center, each fiscal year, 2 ACTIVITYPolice Department/Support Services Division. REQUEST TITLE Forensic Services REQUEST SUMMARY We request that funding be provided for forensic services, Currently, the State of California Forensic Laboratories as part of criminal investigations supply forensic services. If the Mate begins charging for previously free servicos we need to be prepared for their fees. PRIMARY OBJECTIVE To provide necessary forensic services, as required, by investigations conducted by the Loci Felice Department. t. SUMMARY OF THE FACTORS DRIVING THE REQUEST FOR CHANGE The State of California is currently undergoing a budget crisis. One of the steps they aro considering to help resolve this issue, is to charge local police agencies for forensic services which were previously free of charge. These services would include, but are not limited to, DNA testing, firearm comparisons and blood/alcohol analysis. This is currently trader discussion, there are no set fees or a list of what services will be impacted. It is difficult.to determine actual anticipated casts because of the nature of our business, and not necessarily being able to predict the number of crimes, and the mature of the investigations requiring forensic assistance. COSH` SUMMARY The cost is arrived by speculation. The actual costs could be significantly higher or lower de er-rding, on what occurs with the Mate arra what crimes will occur in the City of Lodi. Forensic Services 2003-2004: $35,000 004-2005: 535,000 IMPLEMENTATION Implementation is dependent upon what is decided at the State level. Refer to attached correspondence from Attorney General Bill Lockmeyer regarding possible funding eats. ACTIVITY: Police Department Operations REQUEST SUMMARY It is requested that the Lodi police Department match the staffing, which will be provided by the California Human Development Corporation, by hiring five (5), part-time Police Cadets in the 2004-2005 fiscal year. PRIMARY OBJECTIVE The o*tive is to match the number of cadets provided by the California Human Development Corporation (CHDC , bringing the total number to ten (1 0) Police Cadets in 20€14 -- 2445 fiscal year. These five cadets will be employees of LPD, but without the application requirements t be in a low-income bracket, which is required by CHDC. C. Ire the 2004®2005 fiscal year the Cadet Program would expand to 10 natal Police Cadets, 5 would be grant/CHDC employees and 5 Police Department employees. This program will. benefit young adults in our community and be an additional option for our Explorer Post members who have reached the age of 18. The goal of the Cadet Prograin is to eventually foster these employees into full-time positions with the City f Lodi, SUMMARY OF FACTORS DRIVING UES T' FOR CHANGE The CDHC has worked with rather law enforcement agencies, including the San Joaquin Gauntly Sheriffs Office, with greatsuccess, implementing Police Cadet Programs. Currently this grant, program is still available fiom, the State of California via. the California Human Development Corporation. Five cadet positions at the Lodi Police Department would be sponsored by CDHC and completely funded by them through grants. The Cadet Program would expand its size in the 2004-2005 fiscal year by 5 additional Police Cadets which would be LPD employees. Participants in this program would be responsible for assisting € ur sworn and non sworn staff, in various tasks. As training progresses, the Police Cadets would have less direct supervision, thus giving the staff additional time to %Fork with the more complex responsibilities of their job. One specific program which could be implemented with the Cadets, is the Marro Prograim For 2002, we cA)Ilected approximately half of the commercial alarm renewal fees, which equaled $9,600 in revenue; the remaining permit fees are delinquent, No billings or Collections have I=n dune on excessive false alarm fees. If the Alarm Program is implemented using the Cadet's we could collect additional revenues, Eventually, the Police Cadets could be able to transition into full-time positions with the City of Dodi. Utilization of this program world give the City an opportunity to provide young citizens with positive rate € odels and reinforcement fi-orn the law enforcement sector. 4 I A T A A A V1114M "WPROR VIRAWAu — 1 i EQUST TITLE: Pofice Cadets Program ALTERNATIVES An alternative would be to only hire grant sponsored Cadet youth through CDHL. This alternative would be dependant on grant funds and be available only to those individuals that fit the guidelines established by CDHL. CDHL guidelines would limit our ability to attract and recruit a cross-seetioj3 of qualified young people. If the Cadet Program is not approved, another alternative would be to have a permanent posit* ion as an Alarm Coordinatorgadded to staff. Alarm permit concerns are now addressed by our Volunteer Supervisor, who also trains and oversees 110 senior volunteers, She currently utilizes senior volunteers to assist with same of the alarm collections, but without additional help to address the alarm pert it. concerns, the program will be overwhelming with her other responsibilities. The majority of cities the size of 1,odi have a full-time position dedicated to issues of alarm permits, updating of emergency contacts, excessive false Warms and collections COST SUMMARY Yearly Cost Staffing 5 Cadets (5 ca&ts (�,) $7/k x 20 tem, wk, x _52 wks/yT) Total Anticipated Revenues from Alarm Program Commercial Alarm Permit Revenues Excessive False Alarm Fees/Revenues Cadet Salaries Total Anheipared Yearly. Revenues Net Revenues for 2-y= Budget Cycle IMPLEMENTATION 2QQI-2004 1004-2005 0 $36,400-00 $ 0 $36,400.0O $22,3%00 $22,350.00 24,840,00 24,840.00 0 36,400.00 $47,190.00 $10,790.00 If approved, the Police Cadet Program would be implemented as soon as possible with the California Human Development Corporation. Start up of the Alarm Program would begin as after initial training of the Cadet's was completed. The City funded additions to the cadet program would riot be implemented until the beginning of the 2004-2005 Fiscal Year (July 1, 2004.)It iQrstood that if grant funding was eliminated, the Cadet staffing level would revert to five (5), part-time Cadets. I 2003 — 00 SIGNIFICANT E EN TII�ES� ACMV Ts Police Department Operations — Farling Enforcement RE, QIJES` ' "T`IT'LE® Conversion of Position REQUEST SUMMARY It is requested that the current part-time contractual Parking Enforcement Assistant be converted back to a full-time p, iima cnt position. PRIMARY OBJECTIVE The .Parking Enforc:err cnt assistant should be returned to its original permanent, full -tire position. This would retains the parking patrol area back to its previous strength of the past 25 years. SUININIARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Thx , City of Lodi continues to expand its perimeters. The Downtown Business Association and tile, revitalization of the downtown Lodi sector have been an important pant of Lath's growth and development. We need to make certain that parking enforcement is able to sleet its commitment to provide service to the downtown businesses and patrons, with a set schedule of patrol. We want to expand the parking enforcement schedule to include weekends, We are riot able to accomplish this with the current situation. ALTERNATIVES 1) We could expand the hours of the contract employee to full -tune; making certain weekend parking enforc,enic t is available; 2) Have the situation remain the same and not provide cninplete weekend service to the downtown business district, C; S`°S it 1 E Y it is rtquested that the salary schedule for the Parking Enforcement Assistant (Job Type 288) be iniplerneated. AM6onal Yeaily Cost: 2003-2004: no additional costs 2004-2005 IMPLEMENTATION With approval of this request, the Parking Enforcement Assistant would return to a permanent, full-time position at the beginning of the next Fiscal Year (July 1, 2003)0 2003-2005 Financial Plan and STAFFING cCT€`'ITVr Training BEQUEST TF(LE, FireF,mergency TraimnL Ne vork (FETV) REQUESTSUNTMA Y Purchase equipment and subscriptions for online training capabilities, PRIMARY OBJECTIVE To increase the efficiency and effectiveness of specialized fire company based video training throughout the department. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE With the opening of the fourth station and Fire Administration moving to a new location, the department has become increasingly spread out, The current video training program that we utilize is a VHS format and requires the tapes to be manually distributed from the Training Division among the four stations and the three shifts. This often may require the company to leave its district to pick up the required material from another location thereby potentially increasing the response time in an emergency. The efficiency and effective delivery of this information is hindered by the amount of time that is required to circulate the material through to all companies. A greater emphasis than cticr has been place on the company officers to schedule and coordinate the training needs of their personnel. The programming is broadcast 16 hours a day seven days aweek. The study materials and tests are available online 24 lux a day seven days a week. The database allows the Training Division to assign training and monitor the completion of the training. The amount of hours of training provided daily by this program, affords the flexibility for companies or individuals, to acquire training and information related to many aspects of Qaeir job, increasing the flexibility of scheduling training. FEIN also affords a greater inventory of resource training supplies for levering of fire personnel, to addition, the cataloging and maintaining of the video library has drawbacks. We are currently near capacity with our storage of these videos. Without this change in format, the department will be required to purchase equipment to support this growing library. Upon purchase of the equipment the monthly subscription cost would only minimally increase the raining budget. ALTERNATIVES 1, continue to purchase the VHS video program we currently use and purchase racks to accommodate the growing library. 2. Have the city negotiate with AT&T for a channel on their broadband to distribute the video training. This would require the installation of a cable feed to Fire Administration, a monthly service fee, and world require that companies be available during the broadcast. ACTIVITY: Electric Utility, Engineering and Operations REQUEST T111� Qp�rat�r �Ons�l� r� Inc ntent . REQUEST SUMMARY Replace the existing operator console in the dispatch center. PRIMARY OBJECTIVE To improve the work environment for the Utility Service Operators. being positioned above eye level. (belowrecessed consoleIt should be noted, that due to space limitations, the replacement be Additional Costs Staffing Utilities Supplies, Materials, Services Minor Equipment (furniture) $16,500 Savings HIM f flffaK42 AGTIVITY: Electric Utility, Engineering and Operations REQUEST TITLE: Bectric REQUEST SUMMARY Add position of Electrical Engineer (Note: This is in addition to the vacant Electrical Engineer position). PRIMARY OBJECTIVE To provide sufficient professional engineering staff to address and promptly respond to the ongoing engineering issues associated with the operation of an electric utility. The Electric Utility Department has engineering issues, both long range and day to day, that are not being properly addresses or not at all considered. The issues range from system planning and design, protection and coordination, system studies to material and equipment application, specification, evaluation and failure analysis, In addition such matter-, as power quality, surge protection and large customer energy evaluations are not being performed at all. Staff training of a technical nature and staff technical support is at best extremely limited due to other demands on available personnel, The Department had two Electrical Engineer positions filled until the summer of 1994 when one was eliminated due to the City's finandalcoed ition. The other position has remained vacant since 1996. Outside professional services have been utilized to assist on specific and definable projects. However, such assistance does not address the daily issues and has proved to impact existing staff, been quite costly and not practical to replace permanent staff. Permanent staff by working on a daily basis with the system gain invaluable knowledge about the system. Such knowledge is lost if outside professional set -vices are utilized in lieu of permanent staff. It is strongly recommended that this request be approved and the position filled, An Electric Utility the size of Lodi's has sufficient engineering matters on a daily and ongoing basis to employ two full time Electrical Engineers. ALTERNATIVES Do nothing -- riot recommended. This alternative has hidden costs examples of which are missed opportunities due to poor planning re,,3uffing in costly retrofits. Likewise the system's capabilities are not maximized, resulting in under-utilized facilities, miscoordination causing excessive outage all of which has an associated cost factor to both the City and its customers. COST SUMMARY Additional Costs 2003-04 2004-05 Staffing $81,240 $103,100 Utilities 300 350 Supplies, Materials, Services Minor Equipment 6,500 Savings Total $88,040 $103,450 IMPLEMENTATION Upon approval, recruitment will be initiated for the position, N t ALTERNATIVES Additional Costs 2003-04 s Staffing 8,700 $72,180 Utilities Supplies, Materials, Services Minor Equipment Savings Total $,700 $72,180 Upon approval the recruitment will initiated. 2003-05 Financial Plan and Budget SIGNIFICANT EXP��NDI qRE_REQUEEST AND STAFFING CHANGA ACTIVITY: Electric Utility, Engineering and Operations REQUEST TITLE,, Tom ear fte Trailer and Furniture. REQUEST SUMMARY Funding for the lease of temporary office trailer and purchase of furniture. PRIMARY OBJECTIVE Add needed office space to the Engineering and Customer Service Divisions. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Engineering Division's work area is severely overcrowded and does not provide a productive work e.nvironment for the employees that work in this area. The existing Engineering Office was designed for five (5) work areas, eight (8) employees currently share this space. The Department also has a vacant Electrical Engineer position with no location to house the position. In addition the Department is requesting two new positions, namely a second Electrical Engineer and a fourth Electrical Estimator elsewhere in this Financial Plan and Budget, Housing for these positions likewise is non-existent at this time. The Customer Service Division is also in need of additional office, space. Employees in this Division currently are "doubling up" in spaces designed as one work area, The temporary office trailer will offer adequate space to meet the needs of both Divisions, This temporary office trailer will also provide a work area free of noise and distractions from co-workers thereby improving productivity as well as the needed privacy to meet with developers, contractors, field personnel, customer s, etc. The office trailer will remain on site until the new Electric Utility office building is constructed. The furniture that wW be purchased for the temporary office trailer will be transferred to new office spaces within the new building. The budget request for 2003-04 includes first year's lease, setup and removal of the trailer and furniture. Funding for the lease during 2004-05 is also included in this request. Additionally funding for lease during 2005-06, estimated at $12,000, will be included in the 2005-07 Financial Plan and Budget. The total Cost for the three year period is $56,000 WimaiLu Do nothing, This alternative is not recommended. COST SUMMARY Additional Costs 2003-04 2004-05 Staffing Utilities Supplies, Materials, Services $17,OQO $12,000 Minor Equipment (furniture) 15,000 Savings Total $32,000 $12,000 IMPLEMENTATION Upon approval, the bidding and lease will be coordinated with the Purchasing Officer. Wimpas111 ACTIVITY. Electric Construction and Maintenance REQUEST TITLE; Adrninstrative Clerk REQUEST SUMMARY Add the position of Administrative Clerk to work in the Electric Construction and Maintenance Division. This request also includes necessary office furnishings and a personal computer workstation. PRIMARY OBJECTIVE To increase staffing level to perform the more technical clerical type duties specific to the Electric Construction and Maintenance Division. The Electric Utility Department is always striving for efficiency in all areas. At this time, this division functions without fully dedicated clerical support, utilting the time of the departments full time Administrative Clerk on a limited, time - permitting basis. A large portion of the clerical duties and record keeping is currently being done by the Electric Utility Superintendent, the Construction/Maintenance Supervisor, the Technical Service Manager and the Apparatus Mechanic, The Administrative Clerk now performs all duties assigned from all divisions; the Construction/Maintenane.0 Division is allocated approxirpately 20% of the clerk's time. The existing filing system and record keeping methods are in -serious meed eed of reorganization, updating and consolidation, The Maintenance/inspection records required by General Order #165 needs to have a program developed and computerized, as well as yearly reports that are required by the Public Utilities Commission. This position, will enable the record keeping and clerical work of the Electric Con strocticip/M a intenance Division to be brought up to an adequate level of standards and will allow compliance with regulations, legislation, and General Orders. Duties will include but are not limited to the following: Provide customer support services by receiving calls from customers for scheduling of inspections. Work with the Superintendent and Construction/Maintenance Supervisor to schedule daily Service Orders; develop and maintain updated customized databases for safety, training, tool and equipment inventories, General Order #95 (Tree Trimming), General Order #128, General Order #165 (mandated interval 'Inspections of overhead and underground electricM system). Prepare yearly reports required by the Public Utilities Commission; class A drivers 11cense and drivers physicals", inspection records for all field equipment which require periodic inspections. Maintain purchase orders records; verify shipments of materials and equipment received prior to releasing invoices for payments. Obtain price quotes', ship parts for repairs and returns" assign budget account numbers to invoices after verifying prices; draft and/or type letters, mernorandurns, and electrical reports as instructed. Type and assemble material and equipment specification documents required to obtain bids for material or services; re,--ap payro4l hours worked and maintain sick leave, overtime and vacation records for division employees. Type and assemble preliminary budget documents for the division; organize and post safety meetings, take and post meeting rninuteSL This position will significantly reduce the time the Electric, Superintendent (20%), Con struction/Maintenance Supervisor (20%), Technical Service Manager (25%), Apparatus Mechanic (25%) spend on record keeping and clerical work, which will result in more time spent on technical duties relating to utility services and training. 12 2003-2.005 Financial Plan and Budget SIGN IFI OANT:EXPENDITURE REQUEST AND STAFFING ALTERNATIVES Continue with the ElectriQ Superintendent, Construction/Maintenance upervisor, Apparatus Mechanic and Technical Services Manager doing the record keeping and clerical work (not recommended). COST Std AIg� 2003-2004 2004-2005 Additional Casks Overhead _ i _... G rnp t r rk t titan urnit r $12,0W savings $11,075. E Net Cost X27$209' FINANCE 2003-2005 IMPLEMENTATION Upon approval, implement during 2003/2004 fiscal year. OK it a-:: '� ;i► 2003- 05 and.. Budget SIGNIFICANT EXPENDITURE ACTIVITY: Streots Division REQUEST TITLE: Traffic Signal Supplies, Batteries, and Emergency Vehicle Preemption (EVIG) Equipment Replacement QUEST SUMMARY To provide funds for the traffic signal supplies, batteries for back-up syftr s, and EVP equipment, not covered in the Operating budget. PRIMARY OBJECTIVE The fallow Jist is a break down. of materials to be purchased over the two year budget. 1. To replace the batteries for the battery backup systems installed in July 2001; $16,000 2. To replace ofd EVP equipment each year $12,000 Purchase the following equipment for proper signal system maintenance: Monitors $8,800 Arnplifiers $1.0,000 Load switches, flashers, flash transfer relays $12,000 1 battery tester $6,000 2 Econolite Controllers ( SC2) $4,600 I Spare Cabinet (Refurbish) 119,60Q Sub -Total $52,000 Total for the. two year budget cycle is $92,000 SUMMARY OF FACTORS DRIVINGTHE.RFQUEST FOR CHANGE • In 2001, battery backup systems wore installed at twenty signals in prTaration for electrical black €pais. The service I of the batteries is three years, To provide the battery backup systems at those existing signal locations, the batteries need to be replaced. • The EVP equipment is old and not as sophisticated as the newer equipment. It wii;l hold a green call. when several emergency v6 i les are at an. emergency site. This causes congestion, delay and potential for motorist to run red lights. 'Tlie r nest is to replace the EVP equipment at six locations, Ham Lane and Vine, Tok y, Elm Streets, Cherokee Larne and Pine Stred, Dodi Avenue and Central avenue, and Hutchins Street and Century Boulevard. "llic above equipment list was prepared by an outside contractor based on an equipment inventory, To properly maintain the existing siVnal equipment, it is nemsitry to purchase the above equipment. To test the batteries for the signal back up systems, a batty tester is also included in the equipment list. The battery backup vendor confirmed that the batteries should be tested using the tester.. The rewramended load switches, ushers and transfer relays will be used for new sipials as well as for part replacement. These items are usually included with new signal installations and with the low bid process are of lower quality. They are items that fail most often and therefore, it is desirable to purchase better quality equipment separately, ALTERNATIVES I , To remove the battery backup systems. During electrical black outs, the signal indications will be dark and additional police personnel or traffic control devices will be needed at all the intersections. Another alternative is provide no additional warning devices. 2. To continue to notify Police and Fire personnel to turn off all warming lights. This exposes the City to liability claims, s, delays motorists and causos, unnemwy congestion, . To purchase Nuipment as equipment fails. This causes intersections to not be properly maintained and exposes the City to liability claims, To delay the purchase of a battery tester. Potentially, without testing the batteries with a tester, they could fail unknowingly, in turn the back up systems would not properly work. Purchase the toad switch, flashers, and relays with new signal installations and continue to replace as needed. 14 2003- 05 finapCial Plan ACTIVITY- Streets Division REQUEST TITM Trak Signal Supplies, Batteries, and Emergency Vehicle Preemption (EVP) Equipment €t Dlacernent. COST UMMARY 2003-04 2004-05 Additional Costs � .in r jai rent M. $47000 4 000 `rotal Net est � U7,000 � 45,000 NoW In 200.5/06, a Significant Expenditure will be requested for replacement of Light Emitting Diode (LED) ve .icle and pedestrian indications f , $135,000, 15 2003- 2005 Financial Plan and Budget ACTIVITY: Public Works Dopt — Street Division M EST TITLE: T re"o Maintenanco Pro'!Lcts This request is to fund costs associated with the backlog of care due the City's urban forest. This funding is in addition to the operating budget monies. PRIMARY OBJECTIVE The primary objective isto provide additional maintenance, which includes trimming, pruning, removal, planting, insect control, fertilization and mistletoe removal, to the City's urban forest, Maintenance of our trees needs to be done on a greater scale than that which we are currently performing. The Street DivWon has currently reported 7,946 trees under its jurisdiction. Of those trees, there are a number that will need. to be removed, replanted, pruned, trimmed, or replaced due to regular maintenance needs, request by homeowners or damage by vandalism, auto accidents or other causes. Other factors driving this request are: Beautification of the City throughout, More shade for Citi zens.(reducing the 'urban heat island effeer). Safety precautions;. av0ding/alieviating possible liability claims - ALTERNATIVES 1. Do nothing and become vulnerable to liability claims dealing with City trees that have either fallen, have not been trimmed; unhealthy, or have caused accidents. 2. Decreasethe pride citizens have in the appearance of the City. * indicates immediate need; work Decessary during first budget year. According to their review, ACRT recommends an annual cost of $214,000 for tree maintenance and planting, This provides for a cost-effective five-year maintenance plan and does not include costs for immediate needs or mistletoe and tree removal, 0 2003- 05 Financial ACTIVITY: Public Works Dept,Stmets , r REQUEST SUMMARV To fund traffic Signal Maintenance Technician. PRIMARY OBJECTIVE e To provide preventive maintenance services for the existing forty -cine signalized intersections, To reduce the City's liability exposure. .. 11 ILA i ALTERNATIVES Do nothing arid continue.the current practice of providing preventive maintenance as time permits. `phis potentially compounds the City's exposure to !lability claims as the number of signalized intersections increase zed prev . entive maintenance ntinues to fall behind. 17 2005 Financial =141M NMI 7;11 "111 REQUEST UMMAR ' ALTERNATIVES Do nothing and continue to outsource most specialty signs. COST SUMMARY 2003-2004 2004-2005 Additional Costs Sta Total iter, .gat �� Savings In �_� w: t 'aiojdua . jnom j M13 q3!q `sjuaaMAOada i rinjdw iq IYpwo uivjgo of uolu! ;r es sd 3 - tam aapun oxu sur yvpo o jLotq -, l4wov oql ospilo nd of omlo mq Z s u ua d s �q uu to s s€�� �t :i ;ut to �� p ua cog ea3 uc�r it ra �u t uPuPdRou mul uoj 't -luom da oa ..to. 4uoj[e a a uioq saq wads .aoopu! umo-Sirs poilml-i -umiSoid woo pl!go pr2:4i- o up prat stuvawd Imopon.4stai `s ssvma it er ds jo srolu aqj u runutaxaco oqi oi s tma raid peuonIppr upo "I Isnt lul € r stq jtaotulapdop aqj, un nsm `swouaad mmal po n[au! oAsq `ssWwd ua lips `suoilviloalq •muds woput: popaou ttonau juga O-ql ap!Aojd Plnom t{at llp uot8oj umijawv a i 10 0SWI iMA-mij 8 3o id w a 1 pm oar sjuoA la mas uegoq suoiss sfG N D W(MISM WH HHJ, 9NIAIii( . ° [ IDV fI .9p" urtu woo pur swgAwd limoillw-loW ioj wads jooput louaaaj!ppe uip!Aoid Xqojaql Xj!jjoqj not ol uuoiwary g i �mj fl1, IA'NVWMd °sluaiwAoidaur pue sIsc uojuivut os l ' jgjuow a; opupaut of Xjq!-o U0190-1 w3 atuv p 3suo Asvwlqas IsAllbax pan Uzij pts -o 2003-05 -0 Financial. Planand Budget SIGNIFICANT E IS ' : Ess AND STAFFING CHANGE ACTIVITY. TY. Re °eat on Administratio .E+ UE ` ' TITLE. LE. Purchase of tables and chairs for Recreation Annex REQUEST SUMMARY Purchase of 5 tables and 30 chairs to replace damaged equipment for recreation Annex rentals and other recreational program s on an annual basis. PRIMARY OBJECTIVE To equipment the Recreation Annex with adequate tables and chairs for various rentals of the facility and anther recreational program needs. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The Recreation Annex is inarketed to the community for various rental nes such as wedding and baby showers, meetings, family gatherings, etc. As part of the rental, the department provides seating for up to 200, Tables and chairs tweed to be replaced periodically due to wear.and tear. The Annex tables and chairs, when not in use for rentals, are also used for a variety of recreational program needs. ALTERNATIVES 1, Utilize, the existing inventory of tables and chairs. Do not provide tables and chair for users of the Recreation Annex, This option will require applicants to obtain their own tables and chairs, th°y making the rental of the city's facility less appealing. There is a high potential for loss of revenue as pe.ople will look elsewhere for adequately supplied indoor space. ;OST SUMMARY 003-04 2w-05 Additional Costs $aaff[k1 ,...,.. s w e .lips, fiat m 3,000 Minor Eauim.ent� Total X3,040 Net Cost $1000 20 2003-05 Financial Plan ACTIVITY-. Parks Administration REQUEST SUMMARY Hire a part�time computer oWator to enter data, monitor data and produce reports. Parks Division. currently has eight park facilities that have Maxicom hardware. Parks staff wants to increase the number of facilities that should have maxicom hardware, ACRT has a complete park tree inventory. PRIMARY OBJECTIVE By having this part-time position it would allow sWT to work toward putting Maxi an on-line. This position would also keep our tree inventory and tree work history current. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Even though we have a number of park sites where Maxicom hardware has been installed, staff has not been able to put this water management tool to use due. to not having a staff person to enter data and monitor the software program. Without this position, staff suggests that no additional hardware be installed at other park sites until the existing hardware is brought on line. To assist staff in the management of our park trees, the now available Tree Manager software program will need to be kept current. This position will assist in entering tree data, work history and produce required tree work, ALTERNATIVES I , Use outside consulting services. 2. No Maxicom/Tree Manager Computer Operator. This alternative will result in staff not putting the Maxicom. and Tree Manager programs online. COST SUMMARY Additional Costs Staiff Y�003-04 2004-05 $9,315 Materials, Services Total. $9,315 Net Cost S9,315 is ACTIVITY: Sports Facilities REQUEST TITLES Part time -empjoyee to assist Salas Park REQUEST SUMMARY Hire one (1) 1000 -hour part dine employee, PRIMARY OBJECTIVE Help provide general. maintenance to the four balffields and the park- Provide a quality facility and maintain our high level of service to our facility users, SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE This 26 -acre multi -use facility is very popular for sports events such as sollball, hardball, soccer, football and cheerleading, This facility is also used for.picnicr, through our reservation program and walk-ins. The playground area is popular with all ages. Staff has determined that this facility requires two employees during high -use titnes, of the year to maintain all of the facility improvements at a hi jh standard. Continue. to have one person handle a facility with four diamonds, thus lowering the quality of desired maintenance. COST SUMMARY Additional:Costs 2003-04 2004-05 Staffilrag Kim Sca lies, Materials, Services Mino Total S8,80 Net Cost, Sum 22 2003-05 Financia.I.Plan M Hire one (1) full-time employee to perform plumbing, irrigation, carpentry and pool maintenance tank within our sports facilities, SUMMARY OF FACTORS DRIVING THEREQUEST FOR CHANGE Currently the Parks Division has one (1) employee doing the same duties at all 28 developed park facilities. 'Me entire division. can be more, efficient with an additional staff person dedicated to Sports Facilities. The addition of this position would allow tasks to be accompli he'd in a timely Manner, 1, Continue with status quo and not go needed tasks accomplished in a timely manner. 2. Contract out special repairs asneeded and as budget allows. 23 Purchase a Poor scrubber that can clean both hardwood basketball. floors at the Grape Pavilion without having to recharge the unit. Ibis would allow staff to provide clean, safe playable courts. SUMMARY TOR, ORMING THE REQUEST FOR CHANGE € urrently we have one 24V -floor m er, which we use at two separate facilities, the National Guard Armory and.the Grape Pavilion. This unit has very limited.charging capacity which requires staff to recharge the unit between doing the floor svrvi s, This unit is used on three floors at the two different locations requiring staff to transport the unit from site to site, By using this one lower voltage unit hinders otos operations plus staff it concerned about the wear and sear on the unit, Staff can, be mueb more efficient Ntith the purchase of the new unit. ALTERNATIVES 1. Continue to use the one machine, risking damage to the machine and operating in at) inefficient way. 1 Amerapt to utilize the wrabber.provided by the Breakaway S s donation. 4 2003-05 unci Ilan a d.P d et SIGNIFICANT ` ; ENDI U EST AND STAFFING CHANGE TIVI'T ; Sports Facilities �° `�a gene �� .lc�tzteaat REQ tali TTI Fund the replacement c€f some of the fencing in the parks, PRIMARY OBJECTIVE Large areas of fencing in some of our parks need to to replaced. Staff also seeds to start replacing our portable fence panels, which we use at the hall diamonds, SUMMARYO DRIVING IF IL ` FOR There :is fencing at our facilities haat has beeti over looked in the years past. This was most likely overlooked because these areas. are not a high visual section of our park, 'These Wets do the job of keeping people •out when they are not allowed i the facility. They also serge the purpose to keep the public safe as well as to help prevent vandalism, The portable fencing is used. at bald dimnonds and other special events, The fence panels are old and after years of talo them app and dawwa and moving thecae around, the parcels are showing their age. The intent is to replace the panels a little: at a time so not to impact th.e ud et. ALTERNATIVES Status quo.leav€rag the fences easily breached. W 2003-05 Mnancial.plaa and. ACTIVITY- Spoils Facilities REQUESTMLE: Blakely Pool Alarm S t� The purchm-e„ installation and monitoringof an alarm system at Blakely pool. PRJMARY OBJECTIVE The department would like to install an alarm system at Blakely plant. SUMMARY OF FACTORS. DRIVING THE REQUEST FOR CHANGE Staff rind have, letter control of who is getting into the pasts. Staff has. noticed in the past where there has n evidence of maple swimming in the ftaeility when no one was scheduled to there, 'row the -point of safety aid security. staff feels fbe area should be alarmed, Staff request funds for the purchase, installation and mon itoring In fiscal year 2003-04, thereafter, only monitoring costs are needed.. ALTERNATIVES Do not install the alarm system, 26 2003-05 Financia.l. Plan and Budget SIGNIFICANT EXPENDITURE ACTIVITY. Other Parks REOUEST TITLE-. One Full Time 1,aborer for General Park Maintenance & Weekend Rental Clean U [lire one full time taborer. This request is to assist with. added maintenance responsibilities and to maintain parks rental facilities (Recreation rcK)rns mid picnic areas). PRIMARY OBJECTIVE To provide generalmainteriance of parks, To provide clean rentai facilities for those who are paying to reserve those areas. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE Currently "Other Parks" has three recreation rooms and six picnic areas (including restrooms) that staff clean. and maintains for weekday and weekend rentaK For the majority of the year all or most of these facilities are rented on Saturdays and. Sundays. Due to our current staff levels and the desire to maintain all of our facilities at a high level, staff has found it ncce,ssary to work overtime to provide the required services during. weekends and evenings. With the addition. of this position we can decrease our d=ands on our overtime account and provide even better service bath during the week and weekends. The workweek for this position would be Thursday through Monday. [011ZROLNUMN t, Continue to clean and maintain for weekend rentals ort overtime. Z. Discontinue cleaning and. maintaining for weekend rentals. 3. Increase part-time budget by $8,800 for a 1,000 hour position COST SUMMARY 2003-04 2004-05 Additional Costs $35,800 Total Net Cost $35,800 27 2003-05 Financial Plan M ACTIVITY; Equipment Maintenance REQUEST SUMMARV arohase (I) Riding ower PRIMARY OBJECTIVE To b stationed at Salas Pari: for mowing of diamonds and Park fronts, SUMMARY OF FACTORS DRIVINGTHE 1 FOR CHANGE The old mower is out dated and in Saeed of major repairs. ALTERNATIVES Continue to use push mowers or rebuild riding mower. to 2003-05 Finafticial. Plan ACTIVITY: Equipment Maintenance 7E' `TT» ��tcar REQUEST SUMMARY Purchase (1 ) aerator PRIMARY OBJECTIVE To reduce soil compaction in arm where tractor use is limited or would have adverse efts. t .:MARY OF FACTORS DRIVING THE REQUEST FOR CHANGE The condition of the existing aerator, commitment to improving facilities. ALTERNATIVES Continue to use existing aerator, incurring more down time and increasing maintenance asst, 3-0 Financial Plan ACTIVITY-. Equipment MaiDtenance REQUEST SUMMARY: Purchase ( 0 Thier PRIMARY k C° IV To add soilc is tees, and grading of athletic fields and parks. SUMMARYOF FACTORSDRIVING THE REQUEST FOR H N , Athletic field renavation schedule, commitmemt to improving facilities. <ERNATIVES. ontinve to till by hand, slowing production and efficiency. 30 2003-05 Financial Plan and Budget SIGNIMCANT EXPENDITURE ACTIVITY- Equipment Maintenance REQUEST SUMMARY Purchase (1) Aeriffer PRIMARY OBJECTIVE To reAuce soil compaction, thereby creating healthier more esthetically pleasing facility, as well as improving watering and maintenance efficiency, SUMMARY OF FACTORS DRYVING THE REQUEST FOR CHANGE Unhealthy turf resulting in unsightly facilities, water waste and increased maintenance cost. Continue with over watering, seeding and fertilizing. 31 SAMILVIKH'Aill1v 2mupell p u sepals punoMvid rma r `02V pug ozas ; `ossa put s olpppg f4!pOvJ cel uvd Ul Qnp `soil p Sawfatloom jo QSwwUT ul pilon (ji s s: kpjw punwasvIdjo pulewop Suls2olouly Pau of °jwwdinbajo lml-ow pun spunoi 1d jo. � .io ui av t 41luoyoUp alow cel watudin puv sat i Jno i A;),Idw!jo luor !wwoo no onax uoo off, '0001 of of C wjj. sin< wals!ssu o li md osoo vel AHvwwflS,LSAflo3w li sPSV gull ,-1 d JOJ s,10014 -1 u1 94qJll lLS3fl ald vam !v.,w rz a l b �Apne pug al l pue'UfSO-Coot 2003-05 Financial Plan ACTIVITY: Equipment Maintenaaw REQUEST TITLE: Closed Circu REQUEST SUMMARY Purchase (1) Closed Cirwit Monitoring System PRIMARY OBJECTIVE To monitor quipment aud facility, SUMMARV OF FACTORS DRIVING THE REQUEST FOR CHANGE Our current system is dated and provides very poor quality video. ALTERNATIVES Not to have monitoring capability of equipment and facility. w 2003-05 Financial Phew ACTIVITY: Equipment Maintenance REQUEST SUMMARY Purchase Cab for John Deere I 10 Tractor. PRIMARYOBJECTIVE To protect operator from dirt; debris and elements. Providing <a safe and productive work environment. SUMMARY OF FACTORS DRFVING THE REQUEST FOR CHANGE "Tae cab was not available when tractor was purchased. ALTERNATIVES I , Limit use of trac4or penditig wuditions. ., Continue to use tractor in e ist ng condi-tion 34 2003-Oi Financial Plan. . and Budget ACTWITY, Library REQUEST TITLE; Literac Pr2F2TEo inator RE.QIJEST L, E. ; Provide a regular position for the Coordinator of the Adult Literacy Services programs at the Lodi Public Library PRIMARY OBJECTIVE: To create a perinaneritiy funded and staffed literacy services program for the Lodi. Public Library to continue offering literacy service to the residents of Lodi. SUMN,, ,IARY OF FACTORS.RIVI EQUEST FOR CHANGE, In FY 2000/01 Lodi Public Library received a C.aliforriia Library Literacy Service (C LLS) grant through the California State Library for its then all volunteer Adult Literacy Program, Library add -ministration received authorization from the Library Board of Trustees at their April 17, 2000 meeting to apply for participation in the CLLS program. Under the award grants Moneys were available to remodel office space for the program and hire a project coordinator and office assistant. The, grant is renewable on an annual basis. The funding schedule varies throughout the five year period stalling , ltla 75% of the operating budget in the first year, full funding in years 2 and 3, and 75% and 50% respectively in years 4 and 5. following the fifth year of the grant period, up to 50% of the operating. costs are available through. the C;LLS program, FY 2003/04 and FY 2004/05 will be years 4 and 5 of the grant cycle. Of note, in a 1999 survey of California residents entitled Public Perception of Public Libraries conducted by META Inforniation Servic; ,s "over one third of the respondents felt it was "absolutely critical' that public libraries provide literacy p r1 anhs.3' In FY 2001102 the Lodi Public Library Adult Literacy Services program provided over 4500 hours of vo,juntter one--on-one tutoring frac more than 60 adult ?earners. 35 2003-05 Financial Plan and SIGNIFICANIT KXPEND1. ACTIVITY- HSS Mainteaaance II.��IJI�.' Ti'I'IE�a HVAC C;t�m ressor �� laec€aaent REQULZST SIUMMARY Replace 2 H\TAC compressors that are having continuous problems. PRIMARY OBJECTIVE To keep the now Working ILIAC, units in good condition and prolong the life of these units. To provide uninterrupted heating and cooling in the areas covered by these units which are used on a daily basis. SIINIMARY OF FACTORS DRIVING THE REQUEST FOR CRANGE The 2 units in question (cine serves the Senior Center, and the other serves Thomas Theatre) have been having compressor pmblc ms for more than a year. The Maint. Dqe t, has been doing service on these units monthly and outside contractors have als€a b(,,en working; on these units to make minor repairs. The breakers are continuously tripping on the corepressors and we have to bypass switches to Keep units working during some events. Heavier usage is causing, more frequent problems and with our c€antin:aing growth more; problems will occur disrupting paying clientele which gives us a negative appearance. ALTERNATIVES is oratinuo repairing problems. which wili eventuaally cause failure of the units, resulting in complete replacement of the HVAC unit at a much greater cost then replacing the corepressors. IMPLEMENTATION ATICAS Once these units have the comprc;ssors replaced we will have extended the service life of these units and be aide to give uninterruptedservice to those areas covered by these HVAC units. COST SUMMARY Additional Costs 2003-04 2004-05 S±aftt �e �Sct3 l��s: i�ai�rials, Se€w-ices Mine}i c ui t eaat $6A00 Total $6,000 Net Cost ,–......�.�..-_ — 6,000 ��_.._.,,....�. 36 2003-05financialflan and Budget SIGNIFICANT EP IT ROUE T AND STAFFING CHANGE ACTIVITYo Performing Arts Theatre REQUE9T T TLEL Contract Stage Technician QUEST SUMMARY With the increase in the use of the Performing Axts Theatre the need has arisen for mi additional fiat] -time contract gaff mornber to assist with theatrical productions, equipment maintenance and mpaira If this request is approved, the need for an independent contractor would Fre negated, resulting in a $20,000 decrease in professional services for this cost cerates (1.0 404,7323). Additionally, pet coast to the city on an at tua I basis will be close to zero in that the contractor's services will be billed to the rental client. PRIMARY OBJECTIVE', To assist: in the preparation and staffing of theatrical productions including conferences and seminar& To aiso wsi t ill the maintenance and repair of theatre teclmiiml equipment SUMMARY OF FACTORS DRIVINGTHE .REQUEST FOR CHANGE With dze increase in. usage of the theatre, anal in an effort to more closely cont of the quality of tmhnical. assistance offered to rental clients, the addition of a full-time contract employee would be of great benefit, The benefit", of having they additi full -tune staff member are also financial. For what .it its to bring in technical. assistance on an as needed basis, by offering ful 1-timo employment the amount earned per day drops considerably. `leis allows for the much needed ll -tame assistance in the maintenance and repair of technical. equipment. Furthermore, having the additional staff member will allow us to have more than one function In the m anity center at a time which generate-, more revenue. We also benefit financially in sorne savings in sire ovexti e earned by the other technical staff, ALTERNATIVES t. Continue to hirx contractors on a by the gob bads. `brie alternative will cast the eityy more in that the mark up will not be as great. Furthemore we will encounter full day tib rates for maintenance on non - rental days which we cannot bill out for. IMPLEMENTATION With approval ofthese costs, the contract can be executed immediately. M 2043-05 Financial Plan and :Budget SIGNIFICANT EXPENDITURE € T I` Y,. Community Center Administration REQUEST TITLE: Co . achi ire REQUEST SUMMARY The copy machine in the Hutchins Street Square Administration office was placed into service in November 1999. Due to the high volufne of copies processed through this machine a "solid work -horse" machine is needed. By 2004 this roachine will definitely he at the end of its lifecycle, ffieien� operation of the. Haztchins Street Square Administration office in meeting our photo -copying needs. SUMMARY OF FACTORS DRIVING THE.REQU£ ST FOR CHANGE The copier machine has broken down several times at critical points requiring staff to take the copying job to outside vendors (at additional expense) for completion due to deadline and time constraints. On occasion the copier has been dawn for 3-5 days waiting for service and/or parts for repair. ALTERNATIVES Nona. 38 20 03-05 Financial Pian and Budget SIGNIFICANTEXPENDITURE: ACTIVITY: Y: HSS Administration REQUEST "T JTL Administrative Clerk its Qk)EST SUMMARY Hire a full -tithe Administrative Clerk for the Administration sections of Hutchins Street Square due to increased rental usage and pubiic contact. PRIMARY OBJECTIVE Expand the programs offered to the publi(; through the HSS Administration including gift boxes, rentals, conference and event planning. Better serve the individuals and groups in the City who utilize the Square for events. Decrease dependency on part -.time staff that does not. work a normal 40 hot€€• work week. Increasc efficiency and c.ustorner service. SUMMARY OF FACTORS: DRIVING THE RE;Q;.l>'?ST FOR CHANGE Usage of Hutchins Street Square ton inties to increase, from paid rentals to community oriented clubs and events. flavin, a uh-time Administrative Clerk would enhance consistency and customer service to the public; and would provide for continued growth and expansion of the Square as the premiere conference center in the area.. ALT NATIVF U1 e part-time staff to coordinate rentals, the gift. box program, advertising, and event planning. r Y 21003-04 2004 -OS 38,000 T otal Q Savinos m sante Net Cost 3f )00 . W 3111FIriii :IMAM imla% � -riilli 2003-85 Financial Plan ACTIVITY: Community Improvement REQUF S I"ITLEt Purchase of Four (4) Motorola Portable Radios REQCES'r SUMMARY Authorize the purchase of Motorola Portable radios, related chargers, batteries and attachments for use by the Community Improvement Officers in the field. PRIMARY OBJECTIVE 1. To provide code enforcement personnel in the field direct communication with the Lodi Police Department Dispatchers and patrol officers for support when involved in vehicle abatement. StJMMARY OF FACTORS (DRIVING THE REQUEST The Community improvement Division is responsible for the abatement of inoperable, wrecked, or dismantled vehicles from private property. In the course of that activity, code enforcement staff have the need to contact the Lodi Police Department Dispatchers for registration information for the vehicles being tagged for abatement and to verify whether vehicles are stolen or not. Ili the instance where stolen vehicles are encountered, it is critical that contact is made with the Police Department hunrediately, for both the recovery of the vehicle and for the safety of the code enforcement officer. As a participant in the San Joaquin County Vehicle Abatement Authority, the City of Lodi receives funding based upon the Loci's population in relation to the total population of the County, as well as based upon the number of vehicles abated within the jurisdiction. These funds must be used in total each year for both personnel and equipment costs related to the abatement of vehicles. Based upon population alone, the City of Lodi will receive approximately $20,000 in the 2002,'03 fiscal year. "Phe purchase of these radios through the Vehicle Abatement Service .Authority fund would not impact the General Fund. 'I he cost for flue radios, batteries, remote speaker, battery char ger and programming is S1,862,40 per, plus applicable vales tax. ALTERNATIVES I. Continue to use cell phones for contact with Lodi Police (Dispatchers. This has proven to be less than reliable and not as immediate. C OST SUMMARY :additional Costs 2003-04 2084-05 Staffing 0 0 Supplies, Materials and Services 0 0 %Amer Equipment S 8,026.96 0 focal $ 8,026.96 0 Savings None None Net Costs $ 8,026.96 0 IMPLEMENTATION With approval of this funding, the radios and related equipment and programming could be purchased through the existing San ioaquin County Radio contract_ M Pursuant to Council's majorgoal/oicdive. To ensure an efficient nt and productive City organization by enhancing access to information through technology. To provide adequate computer equipment �a the Council ChamNr of the Carnie Porins for PowerPoint presemtati s, SUMMARV OF FACTORS DMINGTHE REQUEST FOR CHANGE Increased use of PowerPoint presentations and overhead. displays of naps, photos, and statistical charts, which art more clearly visible through the projection of an electronic image. Currently departments that wish to. display a PowerPoint presentation during a City Council ruceting east obtain a laptop and projector, set it upprior to the meeting, and disassemble it afterwards. eneiits of stationary equipment include increased efficiencies in staff time, less wear and tear on computer equipment, improved clarity of overhead displays, and availability of equipment to oiler Wi.es who conduct meetings in the Council Chamber (e.g_ the Planning Co emission and Rmeation o na ission)• ALTERNATIVES COST SUMMARY 2aa3-1a 20W05 Additional Costs SU lips, t ti l , �rvi s iaac�° a rant �� 6.390 r Total 6,390 av�msQ Net Cost $6,390 41 2003-05lean 1.Plan € CTM `Y: City Clerk 7 i I s {Part €>z�s lta�ht ervi s for fit. ide .records a gement Procedures, Manual. & 'ITrai QUEST SUMMARY. Te consultant will provide five two-hour txaining tnectings, suitable for citywide participation (whicb is recommended, using Records Coordinators designated ' each department). The following subi" will be covered. * Program overview and structure * Responding to public records requests * Filing procedures * Disaster recovery and planning w Disaster recovery procedures. * Inventories * Electronic records & e-mail * Records oquipment & preservation Transfers to inactive Storage * Records disposal PRIMARY OBJECTIVE Pursuant to Council's major goal/objective, To ensure an efficient aid prod uct Ive City organization through * Developing an eitive rords Management programa; * Providir;g ornploy e traiaaing and education; * Improve customer service. Benefits include: I.. Provide employee training and education regarding legal requirements and "best practices" of Like departments in other cities, 2, Erasure the City is in comphance with complex regulations, 3. Free space in departments. 4, Eliminate some duplication of 'cart. 5a Improve operations, efficiency nd consistency. ra. Clarify responsibilities within the organization. 7. Improve response times and customer service levels. Provide an efficient "bases' for operations in future years. SUMMARY OF FACTORS DRIVING THE REQUEST FOR CHANGE External factors New International Record -,Management Standards, (ISO 15489, parts i had 2) Recently published California Secretary ofState's Guidelines for Municipal Government records * Changes in the Public records . ct New technologies and the application of various laws to these new technologies: e-mail, electronic records, databases, electronic document ma a em hit, and document imaging Internal factors: Documents drive our business; legislation ostablishes the policies and procedures of every program we administer. if we make the records management function more effective, we are able to achieve more of our fundamwtal miss.ions, 0 in times of fromicia.l constraint, hamessing the "paper blizzard" becomes essential to maintaining even basic service levels. ALTERNATIVES N( 4 ACTIVICity Clerk . �ti I'azt I csltar�tices fc�r ide Records .m cent aac�anlraiire COST SUMMARY 2003-0.4 20€14-05 Additional Costs _ Total $9,975 _ --. Net Cost . _ $98975 "A records management pro ram. is actually a money saver -- a protection. against ineffective operations. It is even more significant as a safegi and against disaster and lawsuits." (International City/County Management Association) A recent Coopers & Lybrand shady showed that records and information systems often represent 50% of the total cost of doing business, and the average office makes 19 copies of each document, Average Costs. 20 to file each document 1.50 to retrieve each document ($20 x 19 copies = $380 to file) Tho average office lases d out of 20 documents, it then. assts; 120 to search for the document $250 to recreate it, if least. (l lost document = $370) W 2003-05 Financial. Plea and Budo SIGNIFICANT EXPENDITURE REQUEST AND STAFFING CHANGE ACTIVITY, City Clerk REQIj :S ` TITLE: (art.Il) Consultant Services for preparation of Cit wide Records Retention Schedule REQUEST SUMMARY The consultant: will provide: An executive staff presentation, a citywide "kickoff" meeting, project management and schedule. (1 day on site); Meetings with each department, one citywide rneettng, discussion of `:best practices" in each department (3 days on site); Retention schedules, including acc urate, current legal citations and document imaging information; Index to retention schedules. Through an interactive process, the firm_ proposes to develop an easy to use retention schedule for each department, and the City as a whole.. The schedules will include a full legal analysis for each record series. The schedule will be organized to reflect each department's filing structure and preferences, will show which records could be scanned into a document imaging system, and will identify if the paper version should be destroyed after imaging. Statewide guidelines, research, and analysis of applicable Federal and State lays for the records will tae used to forrnttlate t€re rete tion schedule. PRIMARY OBJECTIVE Pursuant to Council°s Major goallob.jective: To ensure an efficient and productive City organization through: rev==etas}�irr�, �r� efieetive rec®ids man�r,ger�er�t pr•z�I;rarrr Providing employee training and education Improved customer service. The project will he structured to increase participation, expedite results, minimize costs and ensure the successful implem. entation of an excellent. progra.rn. The approach is custornized to ensure the program: * Provides a "one time fix": * Is interactive, producing a high level of participation and ownership; * Matches the organization',,; values and structure; * Provides appropriate solutions; Can be implemented quickly; * Will achieve long-terrn. viability; and * Has the highest cost/benefit ratio and return on invesm.)ent. SUMMARY Y G FACTORS DRIVING THE REQUEST FOR CHANGE The City of Lodi does not have a citywide records retention schedule. ALTERNATIVES N/A "In today's litigious society records management is more important than ever, but unfortunately is still overloaded and under- funded at all levels ofgovernment, A round records management programdoesn't cost — it pays. It pays by improving customer service, increasing staff efficiency, allocating scarce resources, and proving a legal foundation for Trow art agency conducts its daily mission." (California Secretary of State Local Government RecordsManagement Guidelines Section 2-2060) 44 2003-05 Financial Plan andBudget SIGNIFICANT PENDITURE REQUEST AND STAFFING CHANGE ACTIVITY: Human Resources RE QUEST TITLE: Biro bull Time Benefits Coordinator EQUES` ` SUMMARY, Hire a full time Benefits Coordinator to process additional and more complex workload that has significantly impacted the Ilunian Resources Department. PREMARY OBJECTIVES: 1. Address increases in workload generated by legislation, transfer of responsibilities and increases in the City of Dodi employee population. 2. Assist with processing new workload generated by: * Increase in the number of Bargaining Units and variety of benefits offered. Fingerprinting of all employees and volunteers. Increased problems/concerns. with health and welfare care ® Administration of bene -fit programs 3. ?vlaintain a high level of customer service (internal and external) 4. beep up with increasing demand for services from retired City of Lodi ennployees. S. Assist with the administration of the City's retirement plan. (CalPERS). 6, Increase the, efficient processing of a broad range of requests from employees, City departments, the general public and other agencies. IM A :Y OF FACTORS DRIVING THE REQUEST FOR CHANGE - Since ICY 11394-95 the number of authorized full time positions in the City of Lodi has increased from 379 to 476 today (a 26% increase). Additionally we service a temporary workforce which fluctuates from 200 to -500 employees during the course of a given year. During this period of growth in authorized regular positions as well as temporary and contract employees, the number of staff devoted to the Human Resources function has not increased. We have also experienced a growth in the number of bargaining units, Since FY 2001-03 the number of Bargaining Units has increased from six (6) represented and five (5) lion -represented to eight (8) represented, and three (3) non -represented today. Because of the increase in bargaining units it has also increased our workload in the labor area and taus reduced the amount of time availab.le in the benefits area. Additionally, as a result of growth of the city's workforce, we have increased the number of employees we service which Inas not been reflected in the department's growth. Last and :most importantly, the time spent on working with CalPE RS on retirement and medical issues has increased substantially. To keep informed and participate in the ongoing proposed changes in the medical program as well as legislation which impacts our costs and choices in these programs requires staff preparation and time. M Additioi..aal workload has also been placed on Human Resources by the following: * The recent change of medical plans has required that billing and reconciliation for medical, dental, vision, chiropractic, life insurance and accidental death and dismernbera ent insurance benefits, revert to an in-house operation. This was previously handled by outside administration. * Base to the states recent health care crises there, has been a meed to assist employees more often with problems in dealing with their health insurance. The magnitude of these probler s cannot always be handled by the employee and weeds to be addressed more frequently by Human Resources staff. The increased demands placed on the Human Resources Department by the incremental growth of the City's overall workforce, coupled with the assumption of new responsibilities outlined herein, has pressed R to the point where we are unable to perforin all the work in a coirpt-,tent and efficient manner, The requested position will assist Human Resources in coping with increased workload and will play a vital and specialized rale in the department. The coast of this position would be approximately $40,0001. The: Benefits Coordinator will also be responsible for an extensive array of duties including: performing complex calculations such. as converting accumulated sick leave hours to medical benefits. C;ORRA payments, eligibility periods, retirement calculations, and others preparing reports and statistical summaries regarding affirmative action., position control, salary history, and various reports for State and Federal agencies * providing information to employees that requires interpretation and application of policies, procedures, and regulations ALTERNATIVES: * Transfer billirIg and reconciliation, retiree reimbursements, set up and maintenance and data entay responsibilities to another department. * The use of temporary employees was considered but not determined feasible due to specialized nature of work and on-going need for position, * Elianinaw programs and troubleshooting employee and City of Lodi concerns on medical insurance, Reduce service levels. W COST SUMMARY - Additional Costs Staffing EMPLEMJENTATION f.1003-04 2004-0-5 $40,000. 45,000 With. approval of this request, Human.Resp urces staff will, 0 Conduct recruitment for the position of Benefits Coordinator 47 ACTIVITY- Human resources REQUEST TITLE: Hire Full Time Training Coordinator REQUEST SUMMARY: Hire a fall time Training Coordinator to provide city-wide training, education and development for employees, PRIMARY OBJECTIVES: 1. To train, educate, develop and motivate our employees. Coordinate OSI A required training with risk management and user departments, 3. Assist employees to be more innovative, competitive, highly skilled, customer -focused and performance oriented, 4. Partner with local colleges (Delta, UOP) to offer a variety of classes and training. S. Conduct and coordinate, training and development using internal sources as well consulting professionals as needed. ti. Create one central. location for all training records and coordination. i, PI-ovide a City wide Health & Wellness Program. ?. Focus on instilling high morale and excellent customer service throughout the entire City. SUMMARY OF FACTORS DRIVING THE RE QUEST FOR CHANGE: The City has never hada focused training program F®r its employees. As the City continued to grow, the, City Manager and City Council have stressed the need to recognize and take care of our employees. Currently all departments handle their own training and development and the City has no system in place: to monitor or measure the success of these programs, As a result, employees may or may not receive the necessary or desired training. The, Training Coordinator would identify and. assess current training deficiencies. The benefits of a centralized training and development program are well documented __- increased morale, greater skill, greater job satisfaction, and more efficient work force. The City of Lodi strives to maintain its high quality of services in our community and in order to do so it must commit to the continuing development of our employees. The cost of this position could be borne or mitigated by transferring farads from reser departi-nent's training budgets. ALTE, I °`VS * Have each department responsible for their own training Conduct training on a to- be- determMed basis « Cor duct training when a problern is discovered COST SUMMARY: 2003-04 2004-05 A.c.ditional Costs Staffing 45,878 46,985 Total 45,878 46,985 Transfer from departments 11,469 11,469 Net Cost 34,411 34,411 IMPLEMENTATION With approval ofthis request, Human Resources staff will: 0 Coadiia recruitment for the position of Training Coordinator. 49 REQUEST 2%«±». Beginprogram tod City-wide Heating, Ventilation, and Air Conditioning (yvC)Duct ?«»»::, City -owned facilities' where needed. PRIMARY 08,JECTIVE$ < . « y w : voth old, dirty HVAC systems where » »» t: at a rate of two or three buildings per year,«. funding allows, , par Estimates . buildings, , :., z.. that a<« 4. «» existing « some .. , a: , . _ .. fiscal yeaes : operating budge «,<>«:o»: v w 4»««T©»» «Library alone is estimated to cost $25,000 to $28,000). : »,»»approach <.■ these :d £ a:¥< building will »<««,v t»e: < this request is approved. ALTERNATIVES I - Do nothing. Leave Ouctwork in buildings as they are. Test . air quali but don't:« clean ducts »<« facilities. 3. Clean fewer bu: »ng per year,saving money, «. increasing<:the time ; takes to service facifities that « 6dattention, IMPLEMENTATION As ,«. -:.« . . .,received (prioritization funds budgeted, :<»<»«.�� which e .=, . ,. ©«< will be first completed ...z<-w::.plan). Secondly, »« ....,.aa., ,:.. work will prepared©solicited. After proposals »® received and evaluated, §«work will be scheduled. 50 ;4I;MM AkY OF SIGNaY €cel r A7.19f€ 9 AF•I INU € (an( GE3 City Mean ager Rea°aazn nwaded k1-28 tlolice Pra)ta00, �b[Id: l�ItiFl111fAEritrl(s� l Cwii s MHILMamcnu Amlysf 11 5,165 3,185 Scrvise Agrecmt w,1-:cc1:, Iph.a G; 0Q 6,}00 sgry par s4tvices hire 111-h Cnrnr.lnvesti;(�t1nr; (3) t 09,COO 2 1 69,(}[1(1 grant funds (S143,OW) over yr two Police Opemilons 4 Oill avfffillrC i;6,(W 40,0()6 AnJnr4 f.',On rill 5 Yrormlional va *e viccs 5,.500 5,505 Rehltll csrof ice sj,{SVC .5,000 5,000 Foe Safety F.lmrgenGy Operations E3c:el€she. 1)ceadlxu g All Sy,,wnt fos Tne k 9l 6,006 6,OOtl one tutee chwge - Prop 172 fund& J? hire €€eclighicrs (4) 4 32.1 .35 4 324,415 one lime charges inclwhxt in year I 9 E:)tplenxeaY I'ambedir. i'togRart € "i 9lxi,H45 34,845 Y(a - 506,845 sf wt iry some revenue ($478,()80) PIW Ilaiallzg FtuldF cl%;1ilct A.Idcwy 22,70! 2;L,y1Q iJ Fulld £s:nergemy tteiiicta Crytt:rn'irnFF Cattrse _ X22.0 _ --�__ t2x ,i.. 1 me time chasye T.w Public sofolT l,wa,165 8.5,200 9. 53,525 21 918,060 PtLdxllc Ei€itftaes h,IltEcr?VVastewmtcr Utility Se€t�iccs &4 Slolx)I waler Mai)agentlat(11foy€am I 1 tP, w # 18,504 (66,6()0) (60,000) has atidnionel 3 years c ns associated �6 an6 MsIrrugm. 2-5,QOO 75,Ow 254DD Omtdc t_1titty Sem&ls BknlF&5 Piarinrttg & 11iatkoing t7 1>ra€e.55€u€hal say cqb i;zzrcase 9.%Ow 9S,Q{d0 14,0M I O,OW partial o1.t`Sct by too scltcs_.savings t:1CC.tmAl t:hipfrrtM,NTEi %171141[RrbOFK f4 R�I;lace i'tll WAC fote,aaf pwlter 8,500 8,500 one,, bmc charge 99 upgrade Ani CAD so0sawe 7,-m 7 aw one tinge. charge 29 Contntel for wfwrdated natter rcna.Enrg 2lr,000 21,006 2,000 7,000 22 Replace 4 clesku?p df: Tgpipp oornpnters 7,004 7,600 t>leuaia CI?rlshticiirlSF R. A4AtPtEC¢Ytrilec 2.3 l€ir,Fi)ca€aiu)i 127,875 S E27,B75(4.5,500) (4.5,00()) melt!deSift€Ickhnois-orrr.[iie.arsts �� C47)ltShs'-E Ci*r &7fri(l` F'Rn.4tittaFlt ¢p,QQS 26,wa Forchwc €))lice f'ttlniltrrc .50,00() 19,406 one ane cods 43ecirie "'I&Ialiort5 & Sytseavc I'urrtiasr. safriy clothing &,4:00 8,RO0 27 :'revicicfiepdirl.:(°i?rarcup(liUobling 1Q0t30 J0,6p0 7s ("nitru'A inr Sulktatinrl PNintlr)fj ..._---. 263 ft 24 6{m foteat i°erbtde Uisl )tea 4,17Ct 710,073 1.04 44n,E75 (17,E 10) (67,0ODj StT4€Ls and fgoM d Colwol $y -: nver; 1,'Bnitagotn,Lnl An:4y%l to HraV€17r,Yf%sofi _ I _ _ W de(4 to yr : -no Additional o�sI ZalTraaexpodmotni 2OU ,z()t_S6tt- 72,000- l,rsare, €tl€team€ & Smcfat ssxvlccs !'arks and R-r,.atecin A-clil.12ost A Ix ,nnu indict .30 Lcasc n1door.tiRim8r, sp cc 9,(.5£10 9,(iM ETarks Adrnuliarrwtloit 3I PA interni (,A(3 opera€at 11,495 t 1,495 AncT Sclioul PlaygtormcJs n PALS (�arctru df Wloot Aft whrx)) progeRrl rocontramdod Offset lly rev ($Q,%w). 03-04 33 4Yondbtid e t diddit AfkeraalFtiailpv€',l� I€conlmcrtdad--bract bysev 044)5 34 Lodi } fiddle Rita schao# program tac-nmmended--offset byre v.{4.3,R"3t)) 03.04 Allot Sehool MOYwound Strpparl atic;tl focoriu iearded--0.1(iSet by my (9,500) 03.04 36 t,nkewood Recre66ott t,cader tmommetided -- olfvct by lav (6,81(#) 03.0,1 Y,t O,Ccn S oAs . 77 NY €n ymgc for £7937cia1s recommended --offiw by my (10,OW) ail Covered socee78CIft QVxJ tions (62,530) by tev {t M"rV4i cost) Acdtiit Sj.).0 41 CwUad wn)) l,odr;si)i N11(.Ingnrl' X,�m Revownlerl ted -01T9ct by t€atrsfr'r (23,5())) $j"m Cacil3 las 4t sfeintahance zuntcr#alh for W, N fields 501) 5,400 43 AddiGanul hu€(irthg Tire ?4aitlanancro 20,60{1 14,0W 44 1._I W; acl l'or g,rpltsl 4:(alEsel- Sa4i lack 2,7170 2,220 45 kefinceh. tws Qtlmllfloes 513}(€5 3 t)QO !.a s cake k& flim Qt lahascr € 35,809 47 Fund Sar€nest Festj"i K�ivunendrsl --rust offset by ret' (10,00c) 48 Fiord amp B Ai hake swnti" PI-CWaltt Rcconlwnrt t&d --COst o(iscl by rev i7yf.i4j Equzptrwn Maintenance 49 Patchessu sad cutter 5,Oo€) S,QQQ etre tune rosis C€)nuitnnty C'caleF Purclwe G)lyg W psojVc:tor Recent yr 2 -otTsc by my (4;540) ,osd sci toy Fkapily guar4Y.K Rcconame ll led ^-D ..,4 by IGY (20,00) k1-28 ..jq.-...... SUMMARYFXPFtNt)srtR ZANDSTAVIFING MANG FN City Manager tiee� &+-[11N IMNGx SGURC Vk Tow Wmm, cidtarAl & I 1 Ser 4.0 323,095 16,290 1.0 20,770 31,44.5 30.0 P453,E85 Community ,% .C,nHP lc IieB'*IOPTek m 276,455 21.0 1,{41,455 vclWe Aha[elt cat FmO 8,40.34E iBuDding &,4ely Library Fund t7,5- 18,620 ,l'_tmil RE4 uty DeYF--',CpmcrI I t (1mimsilatioll (AW byRevelfiesil;opt77 S,gPt7 (i3Ow 5x Kc -F asi Mimi Oak €.i to Pf-,".mA TWimi m,,- 990 8.44 wmlewalet F GW € ollmluniiy 1'[6tt,oliol, 119,..%5 4,000 (41.QU0) €.isctric f land 4 :fi7,17.5 _ I Rrdu"O. 0f cunding (o1 (lanl NQ0,. gaps (18,000) 426 M 3.4.0 2,647,$45 1.0 54;x;940 3,0 F[mual 4 s:6 ivC, lbr w"I, lliiGrlii.}SE31k 3,720 2,720 Public WDI ks l,ti};9Fleedng '.. 1 lievlms 1`.a iySIFLGEFIFIj{ t}SY ijomP 26,00 Z�, i}� Caimpnnity&Su€?env .. 29,550 _.........W...-.... {t,2R0) µ ,Y... 26,400 QzFS€mt4 GOVCiPFLPicgo Cilyki[ .ga M Rx dixss Deptify € hi lay Arsietanl CNP 6,0L)0 (1,000 jp11FkA5i€ptIUSF S,°,'S7C('LiR ,57 Convert 1.S'17 4D department Rt ommmded —110 cot iimoly A racilitirs Smiuce 59 Pee" Adm Clark 10 Sellim Mal C4etk .1,5.55 3,555 50% cicaeml fma 59 Fund addifioaAmainlenancc- New PI) builr2_�_...._.-_.__._._ _ ........._._.. � 128,500 � 1x8,500 (50,000) for city wide utilities 'S AA G€0ern[ C'Ll': erakealaeci. 2 135,330 3,555 148 711, t2€:5€1© Tf9Chi.i?I'k;iitTWCe4kii)9CPPrT.:`3a.93 259jW `:I..O.,;;'t SO 940 3.R 25 IMI; 21.0 1443.4.1fe &+-[11N IMNGx SGURC Vk C-aarleralFund 30.0 P453,E85 91,9y0 3,0 276,455 21.0 1,{41,455 vclWe Aha[elt cat FmO 8,40.34E Library Fund t7,5- 18,620 - (AW byRevelfiesil;opt77 S,gPt7 (i3Ow 69,000 Wawr Fund 990 8.44 wmlewalet F GW 144,3P,5 119,..%5 4,000 (41.QU0) €.isctric f land 4 :fi7,17.5 _ I 327,675 - 46 1.10 426 M 3.4.0 2,647,$45 1.0 54;x;940 3,0 157,WS 2.t<00 - 5,4 ,455 11-29 2003-45 Financial Ilan and Bridget SIGNIFICANT EXPENDITURE REDUCTION RE €1 ST AND STAFFING CHANGE ACTIVITY., Community Promotions F� .IJES TITLE. Reduction of Fxaaadin 8 for C c�mmairait Prczaracptiaaps RE QUEST SUMMARY Request $18,000 reduction in donations for the purpose of Community Promotions. PRIMARY OBJEC31VE 110 iniplement cost savings measures by reducing City contributions for Community Promotions, SUMMARY OF FACTORS DRIVING THE REQUESTFOR CHANGE Over the years, City contributions for Community Promotions and Economic Development have increased along with services, population, and rovenues. In light of tha impending reduction in revenues and possible cutback of non-essential services, it is recommended that the City reduce its annual contributions to the Downtown Lodi Business Partnership and the Lodi Conference and Visitors Bureau to 90% of the amount requested its the }prior budget cycle. During the fiscal year 1992-1993, the City granted $78,000 to outside agencies such as the Lodi District Chamber of Commerce, the Lodi Downtown Business Association, the Arts Commission*, and. the San Joaquin Partnership, By fiscal year 2002-2003, the contribution amounts had grown to $396,000. Dut ing this same: time period, ` transient and Occupancy 'Tax revenues increased fronp $236,000 annually to $439,00 Estimates for 2003-2004, however, are projected to be $239,000, a level not seen since 199798, when our contribution levels were at $ l 37,000} The $18,000 reduction is one of many recommended in order to present a balanced budget. *']'his eoritribtation to the ,arts Commission serves as grants to outside organizations, `This is not the funding for the commission or its ft€nct.iuns. _..._ Current Allocations 10% Reduction -Red zaced1ococation Arts Com-i-nis:,ion _ $"% ,000 Total Strvin qs �.aacz`s:aa: land a Downtown Lodi Business Partnemhip S pescial Pa. : ents $5,000 $45,000 Lodi C",on fereneo and 'Visitors Burcau _$50,01163 $130,000 � $13,000 � $117,000 1_.c laiu%R€ptary fevemtcocprdinatieon _ $36,000 g Lodi District Chamber of Commerce .$25,600 Saar Joa ruin partnersh, �. _ $30,000 ALTERNATIVES To continue with the curre€it level of f ndin , further reducing funds available for essential services. COST SUMMARY Additional C Qsls 2003-04 2004-05 Total Strvin qs �.aacz`s:aa: land S pescial Pa. : ents $19,000