Here is the full list of budget cuts or revenue increases that each of the departments recommended to the Mayor for a menu of choices for cuts to our 2009 budget. While the Mayor won’t submit his budget until October 7th, these are the options he was given. Red numbers are cuts. Green numbers are additional revenue that is being suggested.
ATTORNEY’S OFFICE
1. In order to meet the request for a target base budget, we would have to lay off a 1/2 time Legal Secretary 2 position, that person assists our Ordinance Revision Specialist. We are asking to restore the 1/2 time Legal Secretary 2 position . This layoff will affect our ability to timely respond to requests for ordinance amendments. $23,771
2. In addition to the 2% budgeted salary savings that all departments are expected to have, we will meet an additional 2.77% through known salary savings throughout 2009, including two employees who work approved schedules of less than full time. The additional salary savings of 1.11% is the layoff of our Legal Secretary II position. The total projected salary savings is 5.88%. (I think the additional salary savings for employees not working full time is about $59,500. I calculated it myself off the info I have, so they may have additional information and therefore a different number, but it should be close.)
3. To partially meet the 5% contingency cut plan of $128,786, it would be necessary to lay off 1.5 Assistant City Attorneys, one for the entire 2009 budget year, the other working at 1/2 time for the 2009 budget year. Eliminating 1.5 positions would total $124.420. We anticipate that the failure to have these two positions would affect our ability to effectively prosecute ordinance violations in Municipal Court. (We would have to layoff 1.5 attorneys to meet our 5% contingency cut. The 1.5 attorneys plus benefits would equal $124,420. Least Senior Assistant City Attorney – laid off all year $59,940 + 37.8% benefits of $22,657, $82,597
2nd Least Senior Assistant City Attorney – Put as a .5 FTE for all of 2009
$30,350 + 37.8% benefits of $11,473 = $41,283)
4. To meeting the 5% contingency cut, we would also have to elimiate $4,366 in work study funding. This would seriously impact our ability to hire law clerks throughout the year. The clerks provide much needed research to our attorneys when they are compiling data for lawsuits or researching laws across the country for many of our areas of assignments. Total funded for 2009 is $11,500.
DEPARTMENT OF CIVIL RIGHTS
1. Significant reductions to the AASPIRE (Affirmative Action Students In Residence Program), as well as the agency’s Materials and Supplies and Purchased Services accounts in order to meet goal.
The following summarizes how the Department of Civil Rights would reduce its spending if it is necessary to reduce their budget by 5%:
Reduction of a Clerk-Typist from full-time to ¾ time $7,810 + fringe benefits $2,952 (With two Clerk-Typists at ¾ time, there will be inefficiencies due to increases moving of the second Clerk Typist to the reception desk to greet the public, reducing her working capacity.)
Reduction of a Contract Compliance Monitor from full time to half-time $28,120 + fringe benefits $10,629 (The reduction of Contract Compliance Monitors will decrease the effectiveness the department had hoped to achieve in 2009. There has been an employee on a leave of absence in one of these positions for an extended period of time. It was hoped that we would return to two full-time positions in 2009. Instead we will only have 1.5 positions.)
Reduction of AASPIRE Interns from 4 to 3 (There were six funded in 2008) $6,049 + fringe benefits $684
Conference/Meetings $300
Training/Travel $2,000
Interpreters/Signers $12,024
General Office Supplies $900
Subscriptions & Books $100
Training Materials/Supplies $466
(Additional reductions in Materials & Supplies and Purchased Services accounts will impact the Department’s ability to provide educational programming to bring about voluntary compliance with the laws the agency enforces on affirmative action, disability rights and equal opportunities.)
COMMON COUNCIL BUDGET
(Remember, this was submitted by staff (Lisa Veldran), with the blessing of our Common Council President and Pro Tem (Bruer & Clear)- but without the knowledge or consent of the rest of the Council.)
OPTION ONE was to
This reduction would eliminate
Alder expense account for each of the 20 Alders ($600 per Alder per year) or $12,000.
Postage expense by $2,000 to $9,452
Office supplies by $1,194 to $1,806
Reproduction/Fast Copy from $5,800 to $3,800 or $2,000.
It is anticipated that these reductions would have a signficant impact on the ability of the Council staff to provide expected service levels to Alders. The most signficant area of reduced service would be in substantially fewer constituent mailings being possible.
OPTION TWO was to reduce one of the staff positions by 30%. This option wasn’t on the CD of the budget information given to us by the comptrollers office, but it was in the paper and more details are available through the CCOC agenda. $17,702
MAYOR’S OFFICE
I didn’t dig through the details, but he’s offering a $10,000 which is less than 1%. I’ve blogged about the 70% increase in his budget before, but here’s the info for the last few years.
2007 1,053,672
2008 1,211,283
2009 1,201,609
I did not see his proposals for a 5% reduction in his office in the materials that we were given. I’d sure like to see what his 5% cuts might be. The Wisconsin State Journal game has a reduction of a mayoral secretary for $58,900.
OVERTURE CENTER
Here’s the significant notes from their budget submittal:
1. The City’s subsidy for the Overture Center, is determined by the Operational and Cooperation Agreement. The amount is adjusted annually by the inflation factor used for the Expenditure Restraint Program (ERP). The inflation factor for 2009 is 4.1%, resulting in a subsidy of $1,790,713, some of which is funded from the Transient Occupancy Tax Fund (??). [Those question marks are in the submittal.]
2. Funding for Payment in Lieu of Taxes in the amount of $497,000
3. Continued support for arts education programs. OnStage Programming, for example, will provide approximately 50 performances for school age children with anticipated attendance of 50,000 students, teachers and parents from public, private and home schools throughout south-central Wisconsin.
4. Continued support for community outreach at Overture Center including free and low-cost performances and events such as Kids in the Rotunda, Children’s Art Festival, Musical Memories, Overture after Work, Artist Workshops, Take 10 Program, Meet the Artist, Duck Soup Cinema, and the International Festival. In addition, Overture provides free galleries for Dane County artists. These programs and concerts are further supported through grants and sponsorships by local foundations and corporations.
5. Continued economic support in the community, region, and state. In 2005, Overture Center and its residents had total direct spending of $37,532,933 and supported 1,395 FTE jobs. Overture audiences paid $608,132 in sales tax on performance tickets in 2005.
6. A 100% increase in Worker’s Compensation Charges from $25,938 to $52,620.
7. Establishing the authorized permanent staff positions for Overture Center. All other amounts are provided as informational. The Madison Cultural Arts District may transfer funds between accounts as necessary to keep the City subsidy at the authorized level and/or to accommodate actual revenues and expenditures while maintaining the authorized City subsidy level.
The proposed cuts were as follows (the first number is the 2008 budget and the reduction is the amount they would reduce the 2008 budget):
Telephone Cellular 1,000 (1,000)
Electrical 5,000 (3,000)
Communication Equipment Repair 2,500 (500)
A/V Equipment Repair 15,000 (500)
Equipment Rental 35,000 (5,000)
Conference/Meetings 35,000 (5,000)
Training/Travel 25,000 (5,000)
Other Services General 180,648 (15,000)
Advertising-TV/ Radio 238,400 (10,000)
Advertising-Print 250,000 (10,000)
Design Services 27,500 (5,000)
Legal Services 35,000 (5,000)
Consulting Services 65,000 (5,000)
Art & Performance Contracts 3,280,000 (1,000)
Total $5,974,010 $(71,000)
General Office Supplies 20,000 (3,000)
Postage 105,500 (1,500)
Office Equipment 5,000 (1,000)
Computer Software 8,000 (2,000)
Safety Equipment 7,100 (500)
Doors, Locks & Keys 7,000 (2,000)
Paint 7,500 (500)
General Work Supplies 22,300 (500)
Communications Supplies 7,300 (200)
Printing supp,forms,tckts,app 167,000 (5,000)
Resalable Merchandise 8,000 (1,000)
Safety Supplies 3,500 (200)
Lab Supplies 14,000 (1,000)
Tools 4,800 (200)
Total $621,300 $(18,600)
MONONA TERRACE
Here’s their budget notes:
1. Meeting the adjusted base budget level for the subsidy of $2,979,262 in 2009 per the Comptroller’s office.
2. An aggressive approach to forecasting both 2009 revenues and expenses. Forecasted revenues will be a challenge for the staff to achieve based upon what is on the books today. We feel it is a realistic challenge for 2009.
3. Unavoidable increases in some accounts such as Steam.
Their cuts include:
Office Supply $2000
Elimination of the following equipment
– Clipper Extractor $3,750
– Walk behind sweeper $3,750
– Table cart $1,000
Eliminate AASPIRE and other internship programs $25,000
Eliminate Floor Scrubber $7,500
Reduction in printing $20,000
Reduce maintenance contract fees $55,000
Overtime and hourly wages $31,000
LANDFILL
Budget notes include:
1. $100,000 to replace the leachate pumping system at the Greentree Landfill
2. $50,000 to add a blower to the south end of the Demetral Landfill
3. $25,000 for SCADA Updates and Enhancements
This department doesn’t use general tax dollars and I believe was exempt from the 5% cuts.
COMMUNITY SERVICES
Here’s the budget notes.
1. A 3% cost of living increase for most continuing Community Resource Programs
2. The loss of a 1.0 FTE Weed & Seed Coordinator funded through a Federal Department of Justice grant.
Cuts include:
$187,125 cut to the Community Resources Program
$106,017 cut in Child Care Tuition Aid
I’ll try to find the details of these cuts to the Community Resource Program.
LIBRARY
Their budget notes are as follows:
1) City appropriation of $11,624,423 to cover negotiated compensation increases and debt service for 2009; a reduction in the Dane County reimbursement (payment from the County for people using Madison’s libraries who don’t live in Madison) of $127,503 from 2008.
2) Unavoidable increases in utilities, telephones, equipment maintenance contracts, janitorial services, MPL’s portion of the system-wide LINK consortium costs, and telecommunication expenses. Reduced budget for supplies and PC replacements. The budget for books, media and databases in 2008 is $1,170,259; we have reduced the collection budget for 2009 to $1,060,000, and reduced budget expenditures for hourly (non-permanent) employees by $133,560 from expected 2008 expenditures.
3) Reduced hours of operation at the Monroe Street Branch from 45.5 hours per week to 32 hours per week, reducing permanent staff by .55 FTE. Reducing hours of operation at Hawthorne, Lakeview, Meadowridge and South Madison Branches by closing Friday evenings – a total of eight less public service hours per week at these branches, and a reduction of .15 permanent staff. We are also reducing staff at Central by .2 FTE, for a total reduction of $59,702.
The reductions they proposed to meet the 5% include the following amounts of money:
Reduction of Central Library Hours of 9 hours per week for total of $228,672
.5 YS Librarian @ $24,441.95 + $9,239.06 benes = $33,681
1.0 RUS Librarian @ $48,859.22 + $18,468.78 benes = $67,328
.3 TS Librarian @ $14,665.46 + $5,543.54 benes = $20,209
1.0 Circ Clerk @ $32,415.82 + $12,253.18 benes = $44,669
.5 Maintenance Worker @ $22,860 + $8,641.08 benes = $31,501.08
.5 Print Shop Clerk(press operator) @ $22,702.65 + $8,581.60 benes = $31,287
12 hour reduction per week at three libraries for a total of $81,284.
Alicia Ashman
.2 Librarian @ $9,777.21 + $3,695.79 benes = $13,473
.1 YS Librarian @ $4,888.24 + $1,847.76 benes = $6,736
.2 Clerk @ $6,483.31 + $2,450.69 benes = $8,934
Pinney
.2 Librarian @ $9,777.21 + $3,695.79 benes = $13,473
.2 Clerk-Typist @ $6,483.31 + $2,450.69 benes = $8,934
Sequoya
.3 Clerk @ $9,724.24 + $3,675.76 benes = $13,400
Additional reduction in Hourly workers from reducing Ashman, Pinney and Sequoya 12 hours per week
1,309.16 hrs @ $11.21/hr = $14,675.68 + $1,658.35 benes = $16,334.04
Close Monroe St Library
The service area of the Monroe Street Branch is the smallest of any of our locations. Recent data shows that this Branch serves the fewest people per hour of any of our libraries, partly because of its proximity to the Central & Sequoya libraries, so fewer people will be impacted by closing. Although the immediate neighborhood is very supportive of its library, statistics show that people who live in the census tracts surrounding the Monroe Street Library frequently use the Central & Sequoya libraries. The antiquated building, at 2,500 square feet, does not provide the capability for needed current library services, including Internet access, programming and community meeting space, and adequate collections; the building is the only Madison library that is not handicap accessible. Total reduction of 3.29 FTE and building cost savings, totalling $204,044.
Reduction of 10 hours per week at 4 libraries for a total of $67,221.
Hawthorne
.2 Librarian @ $9.777.21 + $3,695.79 benes = $13,473
.2 Clerk @ $6,483.31 + $2,450.69 benes = $8,934
Lakeview
.2 Librarian @ $9,777.21 + $3,695.79 benes = $13,473
.2 Clerk @ $6,483.31 + $2,450.69 benes = $8,934
Meadowridge
.2 Librarian @ $9,777.21 + $3,695.79 benes = $13,473
.2 Clerk @ $6,483.31 + $2,450.69 benes = $8.934
South Madison – Agency 183800
Undetermined Reduction in Hourly Employees only
OFFICE OF DIRECTOR OF PLANNING AND DEVELOPMENT
There were no budget notes. The 5% reduction options included:
AASPIRE Intern – $5732
“Other” in Purchased Services – $5000
Office Equipment – $1000
Postage – $500
Fast Copy – $1200
Computer Supplies – $559
Training/Travel – $1000
Consulting Services – $5,000
PLANNING DIVISION
Here are their budget notes:
1. A reduction in Neighborhood Grants from $143,000 in 2008 to $92,000 in 2009.
2. Move Preservation Planner from 70% (.7 FTE) to 100% (1.0 FTE)
Their 5% reduction options include additional cuts of:
– This reduction would eliminate the Planner 3 position included in both the 2007 and 2008 budget to support neighborhood planning efforts and the Office of Neighborhood Support. $70,686
– This is a further reduction in the Neighborhood Grants Program. The base budget reduces the program from $143,000 in 2008 to $92,000. This is an additional reduction of $38,187 taking funding for the program to $53,813.
CDBG OFFICE
Budget notes include:
1. A City subsidy increase of 3% as a cost of living increase for City-subsidized programs.
2. Authorization to allocate reprogrammed and other HUD-approved funds for continuing CDBG, ESG and HOME-funded projects for the first two quarters of 2009, through revisions to previously approved Action Plans, and allocate later-approved funds to those or to new projects during the latter part of the year, provided the total budgeted amount per project does not exceed the amount approved by the Common Council upon adoption of this budget.
3. A transfer of $75,000 from the Inclusionary Zoning fund to support administration of the program.
The 5% cuts include:
Fair Housing Council Testing $4,768
Wisconsin Youth Center Facility Use $10,156
Tenant Resource Center Mediation $2,750
Building Trades Council START $5,526
Salvation Army Shelter $2,500
Tellurian ` ReachOut $2,500
Boys and Girls Club Allied Core $5,088
Boys and Girls Club Taft Core $2,000
Bridge LakePoint Waunona (Vera) Facility Use $3,088
TOTAL $38,376
COMMUNITY DEVELOPMENT DIVISION
There are no budget notes. I also did not see any 5% cuts.
The budget is going from 77,744 in 2008 to 128,292 in 2009. This is the salary for the new staff person (Bill Clingan) for Community Development.
BUILDING INSPECTION
There were no budget notes.
The 5% cuts include the following options:
– De-fund Code Enforcement Officer III position. Reduce the number of Code Enforcement Officer III’s, New Construction Inspector. The downturn in housing starts will allow us to transfer the position to a vacant position in the Minimum Housing Section. $84,838
– Cut Plan Review Specialist II position. This position provides plan review primarily for One and Two Family Dwellings. The elimination of this position will result in delays and decreased service for our customers that seek approval of their building plans. $73,066
– Cut Planning Systems Impr. Analyst position. This position provides this Department and our customers with timely and accurate reports. The position was also responsible for the production of many custom made maps for other Divisions and Agencies throughout the City. $87,466
– De-fund Property Code Inspector I (50%) position. This vacant half-time position was primarily devoted to graffiti enforcement. Our existing staff has adequately addressed graffiti complaints and referrals. They haven’t filled this position in the last 5 years. $26,374
ECONOMIC DEVELOPMENT DIVISION
Budget notes include:
1. Please see attached for the Economic Development Division’s 5% Reduction Plan.
2. Please correct the job title from Community Development Supv. to Economic Revitalization Supervisor.
(on Compensation tab, cell A12)
3. Please remove #5 below.
Cuts and increases in revenues include:
#1: Vending Permit Fees
The City’s Street Vending program, including sidewalk cafe’s, contribute significantly to the daily experience of downtown residents, employees, students, and visitors. The program is also a source of revenue for the City, generating over $80,000 of permit fees.
A full-time permanent Street Vending Coordinator and an hourly Street Vending Monitor manage the program. Although the Division receives an Inter-Agency Billing of $6,000 for the Banner Program, which is also managed by these individuals, it does not receive direct credit for the $80,000 of permit fees noted above. One option for meeting our 5% reduction target would be to provide an Inter-Agency Billing for at least a portion of these Vending Permit fees.
#2: Increase Inter-Agency Billing from SR Funds
The Office of Economic Revitalization currently has budgeted to receive a credit of $73,000 through an Inter-Agency Billing from SR Funds (59910). This credit can be used to cover the salary of Economic Revitalization staff. The Division will raise this by a total of $47,000 to $120,000 to meet the 5% reduction target.
#3: Reduce Purchased Services and Supplies Budget
As is noted within the following spreadsheet, the Division will reduce its Purchased Services and Supplies Budget by a total of $21,750 to meet the 5% reduction target.
General B&G Repairs & Maint $4,000.00
Other Services General $3,400.00
Legal Services $5,700.00
Consulting Services $4,600.00
Total $17,700.00
General Office Supplies $1,350.00
Postage $1,400.00
Office Equipment $1,000.00
Computer Software $300.00
Total $4,050.00
MADISON CITY CHANNEL
They had no budget notes and I didn’t see their 5% suggestions.
COMPTROLLER
1. Salary savings budgeted at 2.9% which will be achieved by managing vacancies as they occur.
2. Funding of $50,000 for a collection agency contract for delinquent ambulance bills, estimated to yield $200,000 in General Fund Revenue.
3. Funding for a continuation of existing services.
Their 5% reduction possibilities are:
1. Eliminate $2,000 in overtime (plus $364 in associated benefits).
2. Eliminate $1,900 for bottled water.
3. Reduce training/travel request by $3,000.
4. Eliminate one position from the City’s Administrative Support Team (formerly Clerical Pool). $44,309 The City’s centralized Administrative Support Team (formerly Clerical Pool) was established in 1972 to provide general clerical assistance to City agencies for periods of time ranging from a few hours (e.g. answering the phones during an agency’s weekly staff meeting) to, in some cases, several weeks (e.g. assisting with licensing or voter registration in the Clerk’s office during elections) without the need to hire additional employees. Over the last several years, Pool staff have provided several thousand hours of assistance annually to more than 2 dozen City agencies during peak work periods or unexpected employee absences. Elimination of this position will have a direct impact on the services we are able to provide to agencies.
INFORMATION TECHNOLOGY
Budget notes include:
1. Two positions unfunded for entire year to make target.
* Vacant MIS 1 Web Development position – $66,020 ($ 47,910 Salary plus $ 18,110 Benefits)
* MIS 2 Helpdesk position scheduled for Military duty all of 2009 – $79,664 ($57,811 Salary Plus $ 21,853
Benefits)
2. Addition of new annual lease payment of $19,206 for Computer Training Room at Villager due to open Dec. 2008.
3. Total of $11,500 permanently transferred to Council Office for funding Alder ISP connections and resulting reduction of target.
5% reduction possibilities include:
1. Cut MIS 1/2 Position #1 – This position is currently engaged in website development and has been designated to learn programming skills to integrate ESRI mapping techniques into website development for Police, Fire, Planning, Engineering and other departments needing this capability in their websites. This would be the second Web development position to be left vacant in 2009 and the 3rd of 39 total allocated positions in the Information Technology Department to be left vacant. $70,241
2. Cut MIS 1/2 Position #2 – This position is located in the Support Section and is assigned to the Helpdesk. Failure to fund this position will seriously hamstring the ability of the Helpdesk to respond to requests for service and in particular the ability to support the anticipated increased mobile data support requirements from the ELAM project. This would be the second HelpDesk position to be left vacant in 2009 and the 4th of 39 total allocated positions in Information Technology. $73,082
3. Cut MIS 1/2 Position #3 – This position is engaged in computer programming dedicated to the capture and retrieval of digital forms and records in the City’s Electronic Document Management System. This is one of only 2 employees trained in this very specialized programming language. Failure to fund this position will severely curtail the City’s progress in digital files storage and retrieval and will result in continued paper storage and retrieval issues. This would be the third Development position to be left vacant in 2009 and the 5th of 30 total positions in Information Technology. $59,677
CITY ASSESSORS OFFICE
Budget notes include:
1. The 2009 Operating Budget request reflects the target amount as instructed.
2. A reduction of funding for hourly salaries from 14,832 to 2,800. . Salary savings budgeted at 5.45%, which will be achieved by holding open an Property Appraiser 2 vacancy.
3. A supplemental budget request is submittedto fund an Administrative Clerk 1 (LTE). This position is to fulfill the MOU requirement for an LTE for assist with the support functions within the Assessor’s Office. This position would be needed from January 1 through December 31, 2009.
The 5% reduction possibilities include:
Priority 1: Lay off of an Administrative Clerk I
42,500 x .378 benefits = $58,565
Priority 2: Lay off an Assessment Aide 2
35,100 x .378 benefits = $48,367
The Assessor’s Office also requested to ADD service – This request is made in order to comply with the requirements of a Memorandum of Understanding between the City and Local 60. The MOU states: “The Assessor’s Office agrees to request an LTE position to be filled as soon as possible to assist with support staff duties through the end of 2009”. This is intended to be a half-time, LTE Administrative Clerk 1 position. This would add $25,588.
SENIOR CENTER
Their budget notes include:
1. Funding for basic operations of the Madison Senior Center. The City of Madison pays for building expenses, staff salaries/benefits and related supplies. Rental income from the use of the building by community groups and the public offsets these costs of basic operation.
2. Approximately $50,000 is raised annually by the Board of directors for programs and activity expenses. These funds are generated by participant fees, community gifts, donations, fundraising and grants, including support from the Madison Senior Center Foundation, Inc. (established in 2005), and these expenses and funds are not included in this budget.
Their 5% cuts include the following options:
1. Lay off of Supported Worker and AASPIRE Intern $5,869
2. Lay off Professional Aide I, Intergenerational Coordinator (15 hrs/wk) $11,590
This reduction will eliminate 8 intergenerational programs which encourage interaction between young people and citizens and older adult volunteers who ALL benefit from this important community service.
This position recruits volunteers and coordinates activities which
*enhances the lives of daycare youngsters,
*encourages writing in 5TH & 6TH graders,
*exchanges discussions with high schoolers,
*supports the literacy of ESL community members,
*establishes exchanges between older people and others of various cultures, and
*educates UW student nurses and doctors in patient relationships with senior adults.
3. They eliminate travel and training opportunities, advertising for Senior Center endeavors, subscriptions/books, and office and small equipment. $3,861
Advertising $1,000
Training/Travel $1,000
Subs/Books $300
Equipment $1,000
Small Equipment $500
Janitorial Supplies $61
HUMAN RESOURCES
There were no budget notes.
These are their proposed 5% reductions.
– Reproduction copier/Fast Copy $8,718
– Reduce expenses in Medical Services-Drug Testing $9,000
– Reduce expenses in Hourly Wages and Benefits $5,716
– Reduce Secretary 1 position by 10% $6,122
– Advertising $8,000
– Reduce Secretary 1 position by 20% $12,246
– Reduce Secretary 1 position by 20% $12,246
– Reduce Secretary 1 position by 50% $30,616
MUNICIPAL COURT
No budget notes. No 5% cut recommendations.
PUBLIC HEALTH
Budget notes include:
1) This budget eliminates a 0.5 FTE Clerk Typist III position to comply with the County Executive’s directive. The Department is planning to consolidate telephone receptioning at the East Washington Office and close the 5th floor Public Health office in the City-County building to the public. The 3rd floor office in the City-County building will remain open.
2) To comply with mandated budget cuts, Well Child Clinics will be eliminated in January 2009. There are about 70 clinics per year, serving about 200 families. Public Health Nurses assigned to this program will be assigned to other programs. A 1.0 FTE Public Health Nurse position will remain vacant until November 2009.
3) A 1.0 FTE Humane Officer was added by amendment to the 2008 budget, to be filled in mid-year. To comply with mandated budget cuts, this position will remain open until November 2009 and the two part-time officers terminated. Coverage will be reduced and there will be no Animal Service coverage in Dane County outside of Madison on Sundays.
4) The Department has a fee-for-service contract with Access Community Health Center for emergency dental services. To comply with mandated budget cuts, the Department will reduce these services by half. In 2009, the Department will be able to refer 115 fewer people than in 2008.
5) The joint net costs are $9,198,687. The Dane County portion is $4,963,604, the same as the 2008 budget. The City of Madison portion is $4,235,083, or an increase of $34,921 over the 2008 budget.
6) Only aggregate data is available for 2007. Information comes from two different accounting systems and cannot be allocated by program area.
There was no further information on the 5% cut.
CLERK
Budget note:
1. This budget was adjusted for a two-election year. We will have a smaller Election Official payroll in 2009, but will have more election supply costs because we will be responsible for a greater percentage of ballot and programming costs.
5% cuts could be reached by:
The major expenses in the Clerk’s Office are required by State Statute (payment of election officials, ballot costs, publication of legal notices, etc). The only way to cut $53,154 from the Clerk’s Office budget is to find a large expense that is not mandated by the state or federal government. To reach this target, we would need to eliminate our maintenance contracts on our election equipment. The would save $53,688.75, but may end up increasing Election Official payroll if our equipment breaks down and the Election Officials need to tally the election results by hand. Although this would be difficult with election equipment as old as ours, we would at least remain in compliance with the law.
TREASURER
No budget notes.
5% reduction ideas include:
– A fast growing item in the city treasurer’s budget is credit card fees. Substantial savings could be seen by passing through some or all of these fees to the credit card user. Implementing a fee pass-through could be accomplished in a number of different ways: 1) An increase in charges could be made across the board. The necessary increase would be minimal, but it would result in everyone paying the charge/fee subsidizing those who choose to use their credit card. 2) A convenience fee could be assessed to online payers. All online payments create a bank charge. However, the charge for an ACH (bank debit) is significantly less than credit card, so if all online customers paid a fee, ACH payments would be subsidizing the credit card customers. 3) Only credit card customers would incur a charge. This appropriately charges the parties generating the bulk of the costs; however, it might be limited based upon agreements with the credit card companies.
– $25,000 (This proposal is actually an increase of revenue for the general fund, and, therefore, does not alter any specific lines of my budget.) Personal property tax traditionally has a higher rate of delinquency than real property tax. A number of measures could be put into place that would increase collection. Currently, applicants for a restaurant/liquor license are required to have their pp tax paid prior to renewal. A technolgy-based system (perhaps in conjunction with the ELAM buildout) could broaden the screening to all applicants for a city license or permit. Also, my office and the city attorney could try to identify high profile delinquents for court action and/or publicity regarding their delinquency. However, the mayor would need to consider the potential for “pushback” from the business community. (For perspective, about 10% of the pp accounts go delinquent, compared to 2% of the re tax.)
CDA REDEVELOPMENT
No budget notes.
No 5% reduction because they never had a budget before, so they have nothing to reduce by 5%.
HOUSING OPERATIONS
No budget notes.
No 5% reduction.
MADISON METRO
Budget notes include:
1. An increase from $1.50 to $1.75 for adult cash fares with corresponding increases for all other fare categories. This increase is projected, for purposes of this budget, to occur on 3/1/2009 and are expected to generate $400,000 additional revenue in 2009.
2. No changes in the service level that will be in effect at 1/1/2009. Built into the 2008 and 2009 numbers are the impact of service changes that will occur in October 2008.
3. A reduction in expenses of approximately $300,000 due to new contracts and scheduling efficiencies for purchased paratransit service.
4. An increase in expenses of $150,000 for additional security at transfer points.
5. Diesel fuel expense budget for 2009 is based on a cost of $3.75 per gallon.
5% reductions or increase in revenues includes the following proposals:
– $50,000 Using the automated bus announcement system to allow audio advertising on buses.
– $315,000 An increase from $1.75 to $2.00 for adult cash fares with corresponding increases for other fare categories. This would be in addition to the increase already incorporated in the submitted 2009 budget ($1.50 to $1.75 for adult cash fare with corresponding increases to other fares).
– $175,000 Discontinue providing bus service on seven holidays during the year (New Years Day, Martin Luther King Jr Day, Memorial Day, Fourth of July, Labor Day, Thanksgiving and Christmas Day).
PUBLIC WORKS AND TRANSPORTATION
Budget note:
1. Continuation of the additional incremental salary and benefits of the City Engineer for service as the Director of Public Works and Transportation.
No 5% cut suggestions.
ENGINEERING
Budget note:
1. Continuation of existing services
No 5% cut suggestions.
SEWER UTILITY
Budget note:
1. Continuation of Existing Services
2. $220,000 Contribution to the Enterprise Permitting System
3. Transfer of vehicles and equipment that previously were part of the Capital Budget
No 5% cut suggestions.
FLEET SERVICE
No budget notes.
5% cuts include:
The discretionary funds available within the budget have to come from capital asset requests. While this would meet the five percent reduction in the short term, the potential of increased repair cost is extremely high. Fleet service would delay replacement for one year.
Breakdown of the reduction is as follows;
Of the original 24 squads scheduled for replacement in 2009, ($581,897) the budget submitted reduces that number to 12. ($327,994)
This proposal will eliminate squad car replacements in 2009
2 arrow boards $10,000
1 Small car hoist $10,000
Reduce Misc tools and equipment $1,498
It is our opinion that extending the service of 12 squads by one year would have the have the least effect in increased repair costs due to the late in-service of the 2008 replacements.
It appears they made a 5% cut and would request to add all of the following back, however, this is essentially their cuts, I think.
– $72,420 – Reinstate monies for vacant positions:
One “Fleet Technician” and one “Automotive Maintenance Worker
Monies were deleted to meet the operating budget target.
– (4) intermediate sedans $92,000
– (2 )Small SUV $90,000
– 4 Trailers small $16,000
STORMWATER UTILITY
Budget notes:
1. Billings from the Streets Division totalling $2,312,690. This includes full funding of the street sweeping program and an increase from 40% to 50% of the cost of the leaf collection program.
2. $142,000 Contribution to the Enterprise Permitting System.
3. Transfer of vehicles and equipment that previously were part of the Capital Budget
4. Continued partnering with Dane County to improve the cleanliness of area lakes, beaches and shoreland. These efforts include contributing $25,000 to a lake barge and $25,000 toward the Yahara Lakes initiative.
No 5% cuts suggested.
TRAFFIC ENGINEERING
Budget notes include:
1. We are assuming an 8% increase in electrical costs for streetlights, traffic signals and facilities.
2. We are budgeting $20,000 in 2009 for Alliant to provide routine maintenance of street lights. Unlike MGE, charges for routine maintenance is not included in the city’s contract with Alliant. Generally, Alliant provides service to the outer portions of the city–which is the fastest growing portion.
5% budget suggestions are:
-In order to meet the budget reduction plan, TE would delay replacing a Traffic Signal Elecitrician 2 planning on retiring in June 2009 for 5 months. We had intended on underfilling this position with an entry-level Traffic Signal Electrician 1 for the last 6 months of 2009 (salary and benefits = $25,707). If this position is not restored two services provided by our Electrical Section will be greatly reduced or even eliminated. They would be the installation of street lights in the new developments and the installation of new fiber optic cable for both the City of Madison and other governmental agencies.
– This proposal would eliminate the Facility maintenance worker position. TE salary and Benefits would reduced by about $63,840 (sal. and ben.); however, since the Parking Utility pays for 25% of this position’s salary and benefits the total savings to TE would equal $47,880 (75% X 63,840). This would reduce routine and preventative maintenance at the Sayle street facility. Other staff would be distracted from their primary job responsibilities to provide facility maintenance.
– This request would eliminate $145,560 ($120,000 sal + $13,560 ben + 12,000 supplies) in funding for hourly Traffic Engineering employees. This represents all of our seasonal labor. These employees are generally students that work in the summer months. The majority paint regular and school crosswalks, handicap ramps and speed humps. With out these funds,none of these pavement markings would be repainted in 2009. Some seasonal employees work in the electrical section assisting in the installation of loop detectors and fiber optics. Other hourly employees help in the sign shop manufacturing signs and helping with loading and unloading barricades for block parties. These services would be delayed or reduced.
– Reduce overtime pay for TE staff by almost $17,000 (sal and ben = $19,722). This would reduce 2009 overtime pay from $60,000 (not including ben) to $43,000 (not including ben.) or a cut of over 28%. This would reduce TE’s ability to repair and complete projects in a timely fashion. This cut could help to delay traffic signal, sign, pavement marking, and street light installation.
– This proposal would eliminate TE funding of the Speeders Hotline Program. In 2009,TE has budgeted the transfer of $27,000 to the Madison Police Department to fund this program. This would take a tool away from the MPD to identify dangerous drivers.
PARKING UTILITY
Budget notes include:
1. Funds to implement multi-space metering on the street. These meters will accept credit/debit/smart cards and provide the utility with better maintenance/revenue feedback while increasing revenue.
2. Increased expenditures for credit card usage fees which have increased from $100,000 in 2004 to over $288,000 in 2009.
3. Funding of $51,000 for Transportation Demand Management planning from the MPO including TDM plan review and incentives.
4. A payment of $1,164,000 in PILOT compared to $1,055,911 in 2008 and $194,000 to the general fund for usage of on-street parking stalls.
5. Funds to continue the on-line renewals of residential parking permits started in 2008.
6. Substantial rate increase mid-year 2009 to generate an additional $610,000.
There was no requirement for them to makes suggestions to cut 5%.
PARKS
Budget notes include:
1. Funding requests submitted are based on 2008 Adopted operating budget and Comptroller’s Office adjustments to meet 2009 operation adjusted base budget.
2. Restoration of the positions of Parks Arborist 1 to our Forestry Section and two (2) Park Maintenance Worker positions to our East Parks and West Parks crews. (2009 Supplemental Budget Request submitted.)
5% cut suggestions include:
– Establishing a Regional Beach Management System that focus our lifeguarding and management efforts at the Tenney, Olbrich, Vilas and BB Clarke Beach locations. The small beach locations of Olin, Warner, Ester, Spring Harbor and Bernie’s would be open, not staffed with lifeguards and would be posted “No lifeguard present, Swim at your own risk”. Additional costs reductions will be acheived by unifying our Lifeguard 2 positions to Lifeguard 1 positions and reducing the number of Aquatic Supervisor positions. $52,960
– Reduction of object code line item expenditures for 51120, 54000 and 55000.
Reduction of premium pay. $9,600
– Vacancy savings of the delayed hire of 2 Construction positions. $59,000
– Establishing a Regional Ice Skating Management System that will focus our ice skating rink w/ concession locations at Vilas, Tenny and Elver Parks. The small / land based ice skating rinks locations of Warner, Olbrich, Westmorland, Goodman and Garner Parks would be closed. Cost reductions in pt staff for warming house / concession attendants and water, electric and fuel for maintenance of the eliminated rinks. $31,270
– The maintenance cost associated with the introduction of Thut Park, Lost Creek Park, Dominion Park and Door Creek Park into our Park Maintenance System. $31,000
– Reductions at Olbrich – Reduction of object code line item expenditures in the 54000, 55000 and 58000 series. $58,000
– Elimination of the Park Ranger program. The Park Ranger program ran late May – late October. Responsibilities include: After hour Park rule enforcement , shelter and restroom closures and general park security. $43,000
– Reduction of the number of seasonal Park maintenance staff hired for maintenance of City park properties, amenities and facilities in the West Parks, East Parks, Conservation, Forestry, Cemetery and Mall Concourse operations. Reduction will result in a decrease in level of service in maintenance and in our ability to mow and maintain parks, cemetery, conservation areas and medians, pick up trash, clean restrooms and shelters. $431,625
– Eliminate the lifeguarding service at Cypress Spray Park. The Spray Park would be opened and closed daily by Park Staff. $10,726
– Reduction of object code line item expenditures in 51200, 51300 and 55000 series.
The elimination of PT staff to cover the front desk during 4:40 -7;30 on Monday – Friday at Warner Park. The elimination of the purchase of the annual replacement of exercise equipment. $24,000
They want to restore the following:
– Restore the positions of Parks Arborist 1 to our Forestry Section and the two (2) Parks Maintenance Worker positions to our East Parks and West Parks Sections. These three (3) positions, currently vacant were used to balence our 2009 Budget request, to meet the target budget number provided by the Comptroller’s Office. $161,100
– The cost of additional utilities, fuel and equipment repair and maintenance associated with the purchase of the new snow making equipment and grooming machine for Elver Park Sled Hill and Ski Trails. $12,000
STREETS
Budget notes include:
1. Reduce funding by one half for sealcoating. Budget reduction of $157,500.
2. Decrease funding for public education regarding Streets Division services by $50,000.
3. Elimination of Streets Division’s support for the EnAct program. The EnAct program is a community based resource conservation program administered by the Madison Environmental Group. Budget reduction of $10,000 .
4. A net increase of $491,625 in anticipated revenues from the sale of recyclables to reflect expected market prices in 2009.
Possible cuts to reach 5% are:
– Sealcoating – This is a continuing program to maintain the City’s unimproved streets. Currently, all unimproved streets in the City of Madison are prepped and sealcoated on an approximate five year rotation. The amount of funding required to maintain the current sealcoating cycle of every five years is $315,000. In order to meet the 2009 Operating budget target, one-half of the sealcoating funding has been reduced. This 2009 budget reduction would eliminate the remaining sealcoating budget. Operationally, no unimproved streets would be sealcoated. This would net an additional $157,500 in savings for the 2009 budget.
– This service reduction will result in sanding operations being curtailed at midnight following snowstorms and resume again at 4:00 a.m. the following morning. Residential streets are sanded at the hills, curves and intersections after each snowstorm and after the salting operations are completed. Our current operations have this sanding often being done during the overnight hours. This reduction will delay the sanding of City residential streets until the day following a snowstorm. This service reduction will net a 2009 budget savings of $61,644.
– Leaf collection overtime – Currently, the Streets Division collects loose leaves throughout the City from October through December or until the first significant snowfall. While there is no set schedule to collect leaves, Streets Division crews work ten-hour days and an occasional weekend shift in order to get the approximate 16,000 tons of leaves collected prior to snowfall. By working this overtime, the Street Division usually is able to make 4 –5 cycles throughout the City for fall leaf collection. This budget reduction would result in no overtime funds being utilized to collect leaves and will cause the leaf collection cycle to go from 2-3 weeks per cycle to 3-4 weeks per collection cycle. Instead of making 4-5 cycles during the season, Streets crews would make approximately 3 cycles. This reduction will net a 2009 budget savings of $102,674.
– Currently, the Streets Division has scheduled brush collection once per month from April through October. This budget reduction would eliminate the scheduled brush collection. Two Street Machine Operator 2 positions and two Street and Sewer Maintenance Worker 1 (Hourly) positions would be eliminated. The brush collection cycle would go from a cycle of once per month to an approximate once per 6-week cycle for the same time period of April through October. Crews would systematically work through the collection districts without a set schedule. This budget reduction will net $184,456 in savings. It is important to note that snow and ice response time; leaf collection and other seasonal operations of the Streets Division will suffer with each position eliminated.
– Currently, the Streets Division collects large, bulk items curbside on a weekly basis either the same day or the day after the normal refuse/recycling collection day. This budget reduction would make the collection of large items bi-weekly rather than weekly. Four Street Machine Operator 1 positions would be eliminated. The budget reduction will net $231,615 in savings. It is important to note that snow and ice response time; leaf collection and other seasonal operations of the Streets Division will suffer with each position eliminated.
– Currently, the Streets Division removes tree stumps that are on located on City property and right of ways. The Forestry Division removes all damaged, diseased and dead trees and supplies the Streets Division with the locations of the stumps. Streets Division crews notify Diggers Hotline to locate underground utilities prior to the stump removal. The stump is then ground and the hole is cleaned and filled with topsoil prior to Forestry replanting a replacement tree. This budget reduction will eliminate the stump grubbing program and make the property owners responsible for removing the stumps on their own, should they so wish. This budget reduction would include the elimination of two Street Machine Operator 3 positions and will net the 2009 budget $155,613 in savings. It is important to note that snow and ice response time; leaf collection and other seasonal operations of the Streets Division will suffer with each position eliminated.
– This request will increase from 3” to 4” the amount of snowfall accumulation required before a citywide general plowing operation is performed. General plowing operations require the Streets Division’s full complement of plow trucks, as well as additional private equipment. By increasing the amount of snowfall required before general plowing operations are performed, it is estimated that one less general plowing will be required during the winter months. This budget reduction will net a $164,816 budget savings for 2009.
WATER UTILITY
Budget notes:
1. Funding for continuation of existing services.
2. Reduction of 3 permanent positions – one a meter mechanic 2 position due to retirement, and one water utility operations leadworker and one equipment operator 3 position due to the winding down of the lead service replacement program.
3. The purchase of a truck mounted vactor/hydro-excavator, included in the capital assets section of the budget, with an estimated purchase cost of $325,000.
4. The utility plans to paint 2 water towers in 2009. We had budgeted for the painting of 1 tower in 2008, but only received one bid for the contract and that was over the budget and rejected. It is estimated that it will cost $350,000 per tower to paint them. We paint out towers every 20 years.
5. The utility has filed a formal rate case with the Public Service Commission of Wisconsin on April 14, 2008 with a requested 18% increase. We are awaiting a decision from the PSCW as to the final rate increase amount and we hope to hear by October of 2008. The revenue figures in the 2009 operating budget request include an estimated 14% rate increase. The rate increase is projected to be phased in beginning with the January 2009 billing and the full 14% increase will be effective with the June 2009 billing. The utility expcts to begin work it’s next rate case request and have the application filed with the PSCW in January of 2009. We did not include any additional revenue in 2009 as a result of this filing. Our last full rate increase was granted in August of 2007 and averaged 16%.
6. A bond issue of approximately $11,000,000 is anticipated in the summer of 2009. Our last bond issue was in December of 2007.
They did not submit a 5% budget increase and, in fact, asked for four additional new programs.
POOL
There were no budget notes and there were no recommendations for cuts.
POLICE
Budget notes include:
1. Full year funding for positions that were added for a partial year in 2008. These positions include 30 officers, 1 Lieutenant, 2 Sergeants, 1 Crime Analyst and 1 Information Specialist. There is also partial year funding for 2 Crime Analyst positions funded through mid-year 2009 with federal grants. Funding for these 2 Crime Analysts will begin when federal funds are no longer available.
2. Funds to upgrade 4 Police Officer positions to Sergeant to address supervisory concerns as highlighted in the Etico Patrol Staffing Study.
3. Although no additional Police Officer positions were requested, it is the recommendation of the Police Chief that the City continue to overhire officers to address annual attrition issues, and maintain recommended staffing levels.
4. Funding for computer maintenance contracts and repairs that were previously funded through federal technology grants.
5. Costs to equip two police vehicles so they are patrol ready and able to be utilized throughout the day or night, as well as funding to purchase two additional unmarked squad cars.
6. Continuation of funding for the Downtown Safety Initiative and the Mounted Program. Downtown Safety funding has been maintained primarily for overtime in the Central District. This coincides with recommendations in the Etico Patrol Staffing Study in regards to options available to address the spike in calls for service downtown on weekends. The pilot program for the Mounted Police which was begun in 2008, will be continued with funding provided for the acquisition and/or lease of horses, board fees, and professional fees such as veterinary or farrier services. Additional funds needed to maintain this program will be provided through fundraising efforts.
7. A Supplemental Request to utilize reallocated expenditures and planned revenue increases to fund critical personnel needs in the Records Section. This proposal includes funding to civilianize the Records Manager position to provide continuity of service and needed technical expertise to a position previously held by a Captain. This is part of the ongoing effort of the Police Department to continue to civilianize positions whenever possible, and is in line with recommendations made in the 2003 Staffing Study Committee Report.
8. A Supplemental Request to add Parking staff to address considerable needs related to parking enforcement. The revenue generated from this proposal will fund the added parking staff, the equipment and vehicle needed for those positions, and additional staff for the Records Section. This additional staff is needed in order to address critical concerns related to records management, and to provide timely information for criminal investigations and as part of ongoing efforts to expedite processes in the criminal justice system.
Their suggestions for 5% cuts were as follows:
– Reimbursed for special events costs $408,208 The Department plans for and staffs a series of annual special events. Some of these events are officially sanctioned by the City, and have a sponsor that pays some or all of the costs associated with police services. As a Police Dept. we recognize that, in the interest of public safety, it is our responsibility to staff these events. While the City does receive partial reimbursement for events such as Halloween, Rhythm & Booms, and the Fourth of July Elver Park celebration, the MPD incurs significant costs that are not reimbursed. Additionally, the cost of police service for the Mifflin Street Block Party is funded solely from the Police Operating Budget. This proposal is to require all costs for police services for all special events to be fully reimbursed.
– $29500 In 2007 the MPD negotiated an MOU with the MPPOA to adjust the promotional process to include an assessment center. This portion of the promotional process utilizes an outside vendor to develop and implement an unbiased process designed to highlight the top promotional candidates for the Detective and Sergeant positions. In 2008, staff evaluations indicated substantial satisfaction with this process, and the belief that this is an improvement over previous methods. If this funding is eliminated, the MPD will need to utilize internal staff to develop the testing elements and to assess staff qualifications for promotions. Without the use of expert consultants, significant staff time will need to be reassigned to the development and implementation of the 2009 process.
– $60,000 In 2008, Etico Solutions produced a detailed Patrol Staffing Study for the MPD. Since patrol services is only one portion of the overall police services provided by the MPD, funding has been included in the 2009 budget to analyze staffing levels for the remainder of the Department. This would include investigatives services (such as detectives, investigators), community policing teams, neighborhood officers, the traffic section, various services provided by civilians, etc. Loss of this funding would result in the continued use of recommendations from the 2003 Staffing Study Committee Report in order to determine optimal staffing levels.
– $20,000 As part of the Downtown Safety Initiative, in 2008 the MPD piloted a Mounted Patrol Program focused on providing regular mounted patrol services particularly downtown. These horses have proven invaluable in dealing with large crowds in an efficient and less confrontative manner, and with far fewer staff then would be required if the horses were not available. Utilization of horses in dealing with bar crowds has also proven to be highly effective, since mounted officers are able to see over crowds, and to detect and address conflicts as they are developing, before they turn into major confrontations. The Mounted Patrol has been used effectively both downtown and throughout the city at various special events, and has proven useful in engaging neighborhood populations that are generally not favorable to police interactions.
– $521,692 The School Crossing Guard Program provides an important and valuable service to the community in ensuring the safety and well-being of children as they travel to and from school. Although the MPD believes that the Crossing Guard Program is needed, this program falls within the purview of the Madison Metropolitan School District and they should assume the responsibility to provide funding. This proposal is to eliminate the 50 part-time hourly Crossing Guard positions, and the 2 part-time permanent Crossing Guard Supervisor positions from the Police Department Operating Budget.
– $1,760,655 In order to meet the required 5% budget reduction, the final proposal is to eliminate 26 police officer positions. This would reduce our authorized strength from 438 to 412. A reduction of this magnitude would have a long-term impact on the ability to provide essential service to the community. With the 30 additional officers from 2008 completing their Preservice Training in January, 2009 will be the first year that the Department will be fully staffed in spite of attrition. Over time, this reduction in the level of sworn personnel could result in either the reduction or elimination of programs such as TEST, Community Policing Teams, or Neighborhood Offices, and would directly impact traffic enforcement capabilities. Ultimately, we could be confronted with the need to reduce the number of patrol beats citywide. The potential impact is fewer officers on the street, more dropped calls and lengthier delays in response.
– $7,948 Add 2 Parking Enforcement Officers (PEO) and 1 Leadworker. They would essentially write enough tickets to cover their costs.
– Add staff to Records department and pay for them with parking revenues from hiring additional parking enforcement officers.
FIRE
Budget notes:
1. The goal of maintaining a minimum staffing level of 68 until the opening of Station No. 12, where staffing will increase to 72 on a daily basis. The staffing level assumes both the continuation of creative staffing methods developed by labor and management to optimize personnel resources and an absence level based on future projections and past experience.
2. Funding to staff Station No. 12, which is scheduled to open in April 2009. The staffing includes 9 Firefighters, 5 Lieutenants and 4 Apparatus Engineers. Promotions will not occur until the opening of this Station.
3. Funding to conduct a firefighter Applicant Process resulting in a 2 year, Police and Fire Commission approved, hiring eligibility list, valid until 12/31/10.
4. Funding for 6 new firefighters as part of the first phase of adding an 8th ambulance and to control overtime expenses. The department is currently exceeding 2008 overtime allocation. Each overtime shift, with benefits, cost $1,080. Each shift of regular pay with benefits cost $670, or a savings of about $410 per shift.
5. Funding to conduct at least one promotional process.
6. Funding for a Fall 2009 recruit class of 10 to replace vacancies and anticipated retirements.
7. Matching funding of 20 per cent for the FEMA Assistance to Firefighter Grant FY08 for protective gear.
8. Funding for benefits for the State Heavy Rescue Team continuation training, where the overtime and backfill is funded by the State.
9. Upon a vacancy occurring any Fire Inspector position may be deleted and a non-commissioned Code Enforcement Officer 3 position may be created.
5% cuts recommendations include:
– Not accept the award of $256,500 for firefighter protective gear resulting a savings to the City of $51.300 and a loss of $205,200 in federal funds. The City must replace firefighter gear due to age, wear and damage and is currently replacing old gear as funds are available.
– $122,868 Not fund training replacement employees due to retirements in 2010. The average cost with benefits of a new firefighter is $670 per shift. Failure to train replacements results in overtime with benefits of $1,080 per shift to backfill for vacancies. The Department has in the past requested a budget amendment to fund the annual Fall Recruit Class.
– The 2008 Department budget approved Plan Review revenue at $350,000. The 2009 requests a reduction of $30,000 in Plan Review revenue due to the continued decrease in construction projects.Increase revenue to the 2008 level at $350,000
– $51,800 Delay maintenance and perform only emergency repairs to buildings. Failure to adequately maintain our buildings will result in higher costs for replacement/repair in the future.
– $383,012 8th ambulance & 6 new firefighters. If these positions are eliminated then layoffs would result. in January, 2009 as the class is slated to begin 9/22/08. The 8th ambulance implementation date would need to be reviewed and adjusted. Furthermore, the Department is currently experiencing major overtime expenditures. Each OT shift costs the City $1080 as compared to a regular salary cost of $670 per shift.
– $76,822 Utilities reflect potential price increases. Gas is up 24% over 2007 and its expected to increase 15% higher than 2008. Electric rates are expected to increase 8-10% higher than 2008.
– $39,549 The Department is experiencing annual increases in costs for emergency response equipment and supplies, such as, small saws, and contractual items like laundry services. A reduction of $39,549 is proposed. Repairing this type of equipment is not cost effective.
– $703,102 The reduction includes not opening Station No. 12 and laying off 18 firefighters. The station is planned for opening in April, 2009.The reduction also includes the operating costs for services and supplies.
– $121,800 Firefighter applicant testing process, as part of a bi-annual process, coordinated by the MFD and funded by the City of Madison. The Police and Fire Commission create and approve a hiring eligibility list for the MFD Fire Chief.The Department will not be able to hire future firefighters without this funding as the eligibility list expires December 31. 2008.
– $456,477 The Department needs additional permanent salaries to cover increases in step, incentive, and longevity payments. Without this funding the Department cannot maintain our current authorized staffing. Seven firefighters would need to be llaid off unless funding is approved
– $24,317 Discontinue participation in the State training program recognizing that the City may no longer be part of the State Heavy Rescue Team. Not being on the team may require the City to return any vehicles and equipment covered by these grant funds.
That’s it, the department requests boiled down as briefly as possible. We’re jsut waiting to see what the mayor does with these requests. His budget will be out next week.
