AGENDA #2

 

March 1, 2002

Public Works Department – Management & Support Services Division

Initial Budget Presentation to the Mayor and Town Council

2002-2003

 

I. Mission Statement

 

The primary mission of the Management & Support Services Division is overall management and administrative support necessary for achieving public works operational goals and objectives.

 

II. Brief Services Description

 

The key services provided by the division are:

             

·        Management oversight of four operating divisions

 

·        Budget preparation, monitoring and control

 

·        Development and implementation of capital improvement programs

 

·        Personnel management, including coordination of training programs

 

·        Departmental safety coordination

 

·        Preparation of reports, both ongoing, routine staff work and special assignments as needed

 

·        Overall departmental review of design and development plans

 

·        Enforcement of Town’s Landscape and Tree Protection Ordinance

 

·        Provide landscape design services for Town projects

 

III. Departmental Revenue Estimates

 

See attached table.

 

 

IV. Departmental/Divisional Base Budget Cost Estimates

 

The following tables present budget data for the department and for the division.

 

Public Works Department

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-2002	2002-2003	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	5,754,025	5,754,025	5,468,800	5,784,400	0.5%
Operations	4,595,640	5,078,011	4,842,100	4,559,800	-0.8%
Capital Equipment	66,500	69,900	54,800	49,000	-26.3%
TOTAL	10,416,165	10,901,936	10,365,700	10,393,200	-0.2%

 

Management & Support Services Division

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-2002	2002-2003	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	424,663	424,663	430,100	432,500	1.8%
Operations	45,536	55,372	45,800	45,300	-0.5%
Capital Equipment	0	0	0	0	-
TOTAL	470,199	480,035	475,900	477,800	1.6%

 

 

Key Cost Issues in Base Budget Request

 

• Conversion of Occupational Health & Safety Officer from half- to full-time status (cost of conversion = $27,800)-included in Solid Waste Services Division

 

V. Key Programs or Services that are Going Well

 

• Plan review process for compliance with Landscape and Tree Protection Ordinance

 

VI. Key Programs or Services that Could be Improved

 

• Overall career development training program.

 

VII. Proposed Additions or Reductions

 

Additions

 

• Restoration of Training and Career Development funding

 

Cost - $1,600. These funds would be added to the division’s “business meetings & training” and “career development training” accounts to restore these totals to current funding levels. The cuts were made as part of the overall need for budget constraints.

 

Reductions

 

Because of the extreme budget constraints this year, all Department Heads are preparing recommended reductions for consideration by the Manager.

March 1, 2002

Public Works Department – Field Operations Division

Initial Budget Presentation to the Mayor and Town Council

2002-2003

 

I. Mission Statement

 

The primary mission of the Field Operations Division is to provide safe, well maintained rights-of-way and sound infrastructure throughout the Town.

 

II. Brief Services Description

 

The key services provided by the division are:

 

Traffic Section

 

·        Installation and maintenance of signs and pavement markings along Town streets

·        Maintenance of closed-loop traffic signalization system

·        Provision of street lighting town-wide

 

Construction Section

 

·        Reconstruction of selected streets

·        Installation of sidewalks, curb/gutter and other projects, including Streetscape

·        Construction of small to medium projects for Public Works and other Town departments

 

Streets Section

 

·        Maintenance of Town streets and gravel sidewalks

·        Seasonal collection of leaves at the curb

·        Cleaning streets in times of inclement weather and following special events

 

Right-of-Way/Drainage Section

 

·        Maintenance of Town’s storm water drainage system

·        Scheduled cleaning and sweeping of streets

·        Maintenance of rights-of-way through removal of trees and vegetation interfering with sight and planting and maintenance of street trees

 

III. Division Revenue Estimates

 

Provided with Management and Support Services section.

 

IV. Departmental Base Budget Cost Estimates

 

The following table presents budget data for the division.

 

Field Operations Division (All Sections)

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-2002	2002-2003	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	1,966,328	1,966,328	1,779,900	2,026,800	3.1%
Operations	1,711,817	1,876,894	1,775,700	1,727,600	0.9%
Capital Equipment	44,500	44,500	36,500	22,000	-50.6%
TOTAL	3,722,645	3,887,722	3,592,100	3,776,400	1.4%

 

 

Key Cost Issues in Base Budget Request

 

(None)

 

V. Key Programs or Services that are Going Well

 

·        Installation of curb ramps in compliance with Americans with Disabilities Act

 

·        Routine inspection and removal of debris from catch basins and outfalls

 

·        Responses to emergencies and special events

 

·        Expansion of street maintenance program to include alternative treatments in addition to annual contracted resurfacing

 

·        Maintenance of closed loop traffic signalization system

 

·        Ongoing provision of street lighting town-wide

 

·        In-house construction of streetscape improvements

 

·        Web site development and maintenance (loose leaf collection, snow removal and mosquito control)

 

VI. Key Programs or Services that Could be Improved

 

·        Street maintenance

 

·        Contract snow removal

 

·        Improvements to aging storm water drainage infrastructure

 

VII. Proposed Additions or Reductions

 

Additions

 

This list includes items that could be added to the budget within the Manager’s guidance of 2% additions to operating and capital accounts.  Additional information is provided below on key items not addressed in this add list.

 

·        Contract patching – ($10,000) This addition would allow us to expand our current effort to supplement in-house efforts.  We are currently unable to complete all of our patching needs each year.

 

·        Expand mosquito control program – ($7,500) Funds would permit the acquisition of two mosquito magnets for evaluation and public demonstrations.  In addition, funds would allow for additional public outreach efforts.

 

·        Contract snow removal – ($8,000) Funds would be used to contract with companies to ensure provision of motor graders in the event of winter storms.

 

Other Needs

 

There are certain key service issues that are not addressed in either the base budget or the 2% add list.  These include the following:

 

• Drainage channel maintenance – ($25,000) The drainage channel in the Oaks neighborhood needs to be cleaned of sedimentation and vegetation. The total cost assumes a combination of in-house and contract forces for the work.

 

• Street maintenance – ($25,000) Funds are needed to help absorb the overall cost impacts on maintenance of Town streets resulting from growth. For example, the addition of about 6 miles of streets in the Meadowmont development ultimately will increase the overall cost of street maintenance. By adding an amount such as $25,000 annually to absorb the ultimate increase, the overall impact on the Town’s general fund will not be as severe in any given year.

 

 

• Infrastructure extraordinary maintenance – ($25,000) Funds would provide for resources to make repairs that occur virtually every year.  Examples include guardrail replacement, drainage repairs (including pipe failures such as Reade Road) and larger pavement failures.

 

Reductions

 

Because of the extreme budget constraints this year, all Department Heads are preparing recommended reductions for consideration by the Manager.

March 1, 2002

Public Works Department-Internal Services Division

Initial Budget Presentation to the Mayor and Council

2002-2003

 

I.  Mission Statement

 

To provide fleet maintenance services and facilities maintenance services to all Town Departments except for Transit’s fleet maintenance and Housing’s facilities maintenance.

 

II.  Brief Services Description

 

The key services provided by the division are:

 

Fleet Section:

 

• Full-services automotive garage, including refueling station
• Preventive Maintenance
• Major repair work
• 24-hour emergency road service on-call
• Management of the Vehicle Replacement Program

 

Buildings Section:

 

• Preventive maintenance, repair and minor construction services
• Management of telephone systems
• Management of custodial contract
• 24-hour emergency repair service on-call
• Construction and major renovation project management
• Management of the Building Condition Assessment Program

III.  Division Revenue Estimates

 

Provided with Management and Support Services

IV.  Division Base Budget Cost Estimates

 

The following table presents budget data for the division.

 

Division Name-Internal Services (All)

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-2002	2002-2003	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	885,773	885,773	841,700	893,400	0.9%
Operations	764,805	851,202	906,600	758,800	-0.8%
Capital Equipment	16,000	17,003	12,300	27,000	68.8%
TOTAL	1,666,578	1,753,978	1,760,600	1,679,200	0.8%

 

 

Key Cost Issues in the Base Budget

 

• Decrease in fuel costs.  Budgeted costs estimated to drop 9.5% (from $1.05 to $0.95 per gallon).

 

• Capital Equipment costs are up $9,500 (246%), including replacement of automotive emissions inspection machine.

 

• Equipment Rentals are up $4,600 (230%) for portable toilets, tables & chairs for special event support.

 

• Contract Custodial Service is down $9,000 (12%) due to favorable rebid. 

 

 

V.  Key Programs/Services That Are Going Well

 

• Fleet Replacement Program

 

Ø      eliminated marginally operational vehicles

 

Ø      improved operational reliability

 

Ø      reduced the average age of the fleet from 6.6 to 4.8 years

 

Ø      reallocated one mechanic ($40,600)

 

• Technician Training

 

Ø      Four out of five of our Fleet Mechanics have achieved multiple Automotive Service Excellence (ASE) certifications.

 

Ø      Four out of six of our Buildings Mechanics have taken advantage of off-duty training to achieve a GED or advanced training in the HAVC or electrical trades.  

 

VI.  Key Programs/Services That Could Be Improved

 

• Automated Maintenance Management Systems

 

Ø      8-year old system software becoming obsolete and unsupportable.

 

Ø      Scheduled transition to the new software in the 1^st quarter of fiscal year 2002-03. 

 

• Project Management

 

Ø      Capital Improvements Plan that includes a long list of maintenance, repair and renovation projects. 

 

Ø      We are in the beginning phase of development of project to relocate the Public Works Operations Facilities.

 

Ø      Anticipated CIP projects in fiscal year 2002-2003

 

• Hargraves Center/A.D. Clark Pool Renovations
• Municipal Operations Facility Site Development
• Fire Training Facilities Capital Maintenance
• Town Hall Emergency Generator Installation
• IFC Shelter Capital Maintenance Project
• Chapel Hill Museum Roof Replacement
• Public Works Improvements Projects (Lube Pit and Truck Wash)

     

VII.  Proposed Additions or Reductions

 

Additions:  None

 

 Reductions

 

Because of the extreme budget constraints this year, all Department Heads are preparing recommended reductions for consideration by the Manager.

March 1, 2002

Public Works Department – Landscape Division

Initial Budget Presentation to the Mayor and Town Council

2002-2003

 

I. Mission Statement

 

The primary mission of the Landscape Division is maintaining grounds at Town’s facilities, including Public Housing, recreational areas, entranceways and cemeteries.

 

II. Brief Services Description

 

The key services provided by the division are:

             

·        Scheduled grounds maintenance at parks, cemeteries, parking lots, public facilities, Public Housing and other public locations

 

·        Maintenance of rights-of-way through replacement of trees and shrubs and mowing of road shoulders

 

·        Maintenance and inspection of Town’s playgrounds, including equipment, at parks and Public Housing sites to assure that playground safety standards are met

 

III. Division Revenue Estimates

 

Provided with Management & Support Services Division section.

 

IV. Departmental Base Budget Cost Estimates

 

The following table presents budget data for the division.

 

 Landscape Division

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-2002	2002-2003	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	891,412	891,412	857,800	909,200	2.0%
Operations	380,464	390,368	374,800	387,200	1.8%
Capital Equipment	6,000	6,000	6,000	0	-100.0%
TOTAL	1,277,876	1,287,780	1,238,600	1,296,400	1.4%

 

 

Key Cost Issues in Base Budget Request

 

(None)

 

V. Key Programs or Services that are Going Well

 

 

·        Seven day a week (including holidays) service areas, includes Parks, Franklin Street, parking lots and select Housing units.

 

·        Special event coordination, includes two annual Street Fairs, the Fiesta Del Pueblo, the annual Christmas tree lighting ceremony and various dedications.

 

VI. Key Programs or Services that Could be Improved

 

·        General mowing services along rights-of-way (including sidewalks and bike ways) because of inadequate resources to properly maintain (edge, mow, blow, etc.) recent sidewalk additions.

 

·        Playgrounds Town-wide are in need of service upgrades due to increased frequency of use and the stricter enforcement of playground safety regulations.

 

VII. Proposed Additions or Reductions

 

Additions

 

·        Addition of resources for maintenance of NC 86 landscaping

 

Cost - $15,000 1^st year. Funds would be used to maintain the landscaping along the recently improved NC 86; service requirements relate to mowing and maintenance of anticipated new fall plantings.

 

·        Addition of 3 snow plows for clearing snow/ice from driveways and parking lots

 

Cost - $18,000. Funds would be used to acquire three snow plows for landscape trucks that would be used during adverse weather conditions to clear snow and ice from driveways and parking lots. Presently, equipment is borrowed from Field Operations sections when available, supplemented by contracted assistance.

 

Reductions

 

Because of the extreme budget constraints this year, all Department Heads are preparing recommended reductions for consideration by the Manager.

March 1, 2002

Public Works Department – Solid Waste Services Division

Initial Budget Presentation to the Mayor and Town Council

2002-2003

 

I. Mission Statement

 

The primary mission of the Solid Waste Services Division is collecting and hauling Municipal Solid Waste (MSW) generated within the Town of Chapel Hill.

 

II. Brief Services Description

 

The key services provided by the division are:

             

·        Scheduled once weekly curbside collection of residential refuse

 

·        Scheduled once weekly collection of commercial waste at no fee, with optional extra service for fee(s)

 

·        Scheduled weekly removal of yard waste at curb side

 

·        Removal of bulky items upon request (for a fee)

 

III. Division Revenue Estimates

 

Provided with Management & Support Services Division section.

 

IV. Divisional Base Budget Cost Estimates

 

The following table presents budget data for the division.

 

 Solid Waste Services Division

 

					% Increase
CATEGORY	2001-2002	2001-2002	2001-02	2002-03	(Decrease) from
	Original Budget	Revised Budget	Estimated	Requested	Original Budget
Personnel	1,585,849	1,585,849	1,559,300	1,522,500	-4.0%
Operations	1,693,018	1,904,175	1,739,200	1,640,900	-3.1%
Capital Equipment	0	2,397	0	0	N/A
TOTAL	3,278,867	3,492,421	3,298,500	3,163,400	-3.5%

 

Key Cost Issues in Base Budget Request

 

·        Base budget does not include any increase in tipping fee for Municipal Solid Waste or yard waste.

·        Conversion of Occupational Health and Safety Officer position to full-time

 

Cost - $27,800 1^st year. Present half-time position would have more time to take lead on safety compliance and training in department. Likely benefit would include reduction in risk of future safety violations (cf., OSHA enforcement) and losses due to injuries/accidents.

 

V. Key Programs or Services that are Going Well

 

·        Scheduled collection of residential refuse

·        Scheduled collection of residential yard waste

·        Scheduled collection of commercial refuse

·        Removal of bulky items

·        Conversion to weekly curbside service is complete. An analysis of the impacts of the conversion to curbside service, including a comparison of original to actual costs savings, will be completed this spring.   Exemptions are about 7%.

 

VI. Key Programs or Services that Could be Improved

 

·        Community Service litter collection program (could use additional service hours)

 

VII. Proposed Additions or Reductions

 

Additions

 

·        Compact rear-loaders

 

Total cost -- $140,000.  First year cost -- $11,500. Years 2 -7 cost $23,000/year. Year 8 cost $11,500.  Adding these trucks would allow us to take over service of Southern Village on July 1, 2003. We have the personnel resources to do the work; smaller trucks would allow us access to the alleys.  Without the trucks, we would either have to continue to contract for the collections (current price = $97,500 annually) or require collection at curbside. The latter course would obviate the truck acquisition, but would be unpopular with residents.

 

Reductions

 

Because of the extreme budget constraints this year, all Department Heads are preparing recommended reductions for consideration by the Manager.