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PROCESS
The process is first the departments submit budget requests. The Tuesday in Sept the Mayor will have his capital (projects) budget done, the first Tuesday in October the Mayor will have his operating (daily costs to run the city) done. The Board of Estimate then will make changes to the budget and it will, in November, make it to the Common Council to vote. The calendar for the operating budget is here. The calendar for the capital budget is here. The Mayor’s instructions to the department on the operating budget asked them to
As you work with the Finance Department to prepare your agency budget requests, overall funding should not exceed 2013 amounts, except to fully fund already enacted commitments and certain cost-to-continue items. You should also prepare an alternate budget that includes specific proposals to reduce your requested budget by 3%.
with these stated priorities
I hope that we will be able to maintain essential city services next year as well as address issues relating to poverty in Madison. Boosting employment and stabilizing neighborhoods are key elements in strengthening our community, which will help our city budget in the long run.
Now that the departments have submitted their budgets, we have something to work with and people will be lobbying the mayor to get their items into his budget – so that is the target if you see something you like or don’t like! MayorGeneralMailbox@cityofmadison.com or 266-4511. The lobbyist are getting paid a lot to get what they want, mere citizens are largely not a part of the process at this point, unless YOU do something about it! Each step along the way means there are less and less changes left to be made as they approach the levy limits imposed by the state restricting how much they can spend. Next year, lobby your department heads! 🙂 And, your alders can (may not) have this information now, so you can start in on them as well! (allalders@cityofmadison.com).
MADISON METRO – DEPARTMENT 50
Documents submitted
Main Budget Document
Unlimited ride pass fare increase
$250,000 – Increase the fare of unlimited ride pass contracts from $1.15 to $1.30 per ride.
Transfer site security supp req
$21,000 – The success of the security measures that have been implemented at targeted transfer sites has been notable. Since security incidents have been increasing at other transfer locations as well, Metro would like to obtain additional police resources to apply to those sites.
Summer service reductions
$20,000 – Reduce summer service on selected campus and Sheboygan Avenue oriented routes.
Pilot In Person Assessments Results 04 13
$87,075 may be saved if less people use paratransit rides as a result of the pilot.
Paratransit in-person assessment supp req
$65,000 – This request is to fund a paratransit assessments coordinator position to perform ADA paratransit eligibility determinations, transit orientation, and path of travel assessments at Metro. Based on Metro’s 2013 pilot project results, establishing an in-person process for ADA paratransit eligibility increases the number of trips directed to fixed route service and decreases trip demand for paratransit service and increases the number of applicants referred to travel training. Disability advocates were supportive of the pilot project. In addition, National Transit Institute training on ADA paratransit eligibility determinations only supports the proposed in-person process. A full time position will address all new applications plus current customers to re-evaluate. This proposal is contingent on obtaining Federal section 5310 grant funding. In-kind match is allowed for the local share. The pilot project results are attached
Operations supervisor supp req
$64,000 – The additional supervisor would be dedicated to providing evening road coverage until midnight Tuesday through Saturday. Currently, a supervisor at the base covers this service through dispatch radio communications. With more security issues occurring in the evening, this supervisor will provide assistance to drivers and the public dealing with non-emergency security and service issues. A radio supervisor will still work evenings and be available to assist with road supervision when the situation warrants. The requested net cost assumes a hire date of 1/1/2014
New facility lease supp req
$200,000 – The transit operations are housed in a facility designed for 160 buses. The size of the transit fleet is 209 fixed route coaches and 17 paratransit buses. Overcrowding in the bus storage facility presents significant operational issues. Metro’s long term space needs are being addressed in the Long Range Facilities planning process but for the short term (5-8 years), Metro needs to lease space to support the existing service, and projected growth.
We can operate 12-16 buses in school dodger service from a satellite facility without adding additional staff, but will need to add hours to driver schedules to bring the buses to the main facility for fueling once/week. This will be accomplished without the use of overtime. The following costs assume that the lease would start on 1/1/14.
Holiday service
$25,000 – Discontinue service on New Year’s Day which is the lowest ridership day of the year.
EZ Rider fare increase
$42,000 – Increase the price of EZ Rider passes from $150 to $160 for a semester pass and $300 to $320 for an annual pass. The increase to the annual pass would not take effect until school year 9/2014 to 6/2015.
Budget Highlights
1. No increase in bus fares.
2. No new service changes for 2014.
3. Annualized costs for service improvements/expansions implemented in August 2013 resulting in an increased need for additional bus storage capacity.
4. An increase in fuel cost of $0.55 per gallon.
TRAFFIC ENGINEERING – DEPARTMENT 57
Documents submitted
Main Budget Document
ITS Plan
$15,000 – TE is requesting funding pay for a portion of a comprehensive multi-modal Intelligent Transportation System (ITS) plan for the City of Madison and wider Area. The plan will be developed with the MPO and other local goverments to foster ITS deployment in the region in a manner that makes best use of scarce resources and ensures interoperability of ITS subsystems and elements. It will update and refine for the Madison area the Wisconsin Statewide ITS Architecture and will build upon WisDOT’s Traffic Operations Infrastructure Plan (TOIP), which is focused primarily on the freeways. The plan will include an ITS operational concept that outlines the regional ITS goals and objectives and defines the transportation services that ITS ought to perform and the roles and responsibilities of ITS stakeholders
pavement markings
$40,000 – In 2009, the City Council passed a resolution (Leg Id# 16250) requiring City agencies to follow the “Complete Streets concept” for all new developments. This concept includes improved pedestrian crossings and bike paths to promote safety for pedestrians, bicyclists and motorists. Over the past 4 years, Traffic Engineering (TE) has attempted to meet these goals by adding bike lanes to all arterial/collector streets and improving pedestrian crossings. Specifically, 60 additional “Continental” crosswalks, 28 miles of bike lane markings and 200 bike lane symbols markings have been added. In order to maintain these additional pavement markings properly, TE would need to increase the amount it annually pays its epoxy contractor by $50,000. TE is able to fund $10,000 of these additional costs in its 2014 “cost to continue” budget but is submitting a supplemental request for the remaining $40,000 for pavement marking maintenance.
Inventory system
$42,000 – TE is requesting funding to purchase software to track its extensive electronic inventory. TE purchases over one million dollars of electrical components annually. Our current inventory system does not sufficiently track inventory information for accounting, customer billing, and operational purposes. TE’s communication section has an effect inventory control system and staff is studying whether this system could be expanded to track electrical inventory or another system would be more effective in maintaining accuate inventory records
Hourly reduction
$163,400 – This request would eliminate $163,400 ($146,700 salaries + $16,700 benefits) 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 of these employees paint regular school crosswalks, handicap ramps and speed humps. With out these funds,none of these pavement markings would be repainted in 2013. 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.
Budget Highlights
1. Under an agreement with the Metropolitan Unified Fiber Network (MUFN) the city will be responsible for maintaining 35 additional miles of fiber and conduit. In order to meet this required MUFN maintenance, TE has requested a new Traffic Signal Electrician position. The cost of funding this position as well as Fiber installation equipment associated would be off-set by additional MUFN fiber lease revenues .
2. TE has submitted a supplemental request to fund a portion of a comprehensive multi-modal Intelligent Transportation System (ITS) plan focusing on the City of Madison and metro Area. The MPO, Parking Utility and regional local governments are planning on sharing the costs of this study.
3. TE has submitted a supplemental requests to increase its funding for pavement markings and purchase an electronic inventory parts system to track, maintain and account for its sizeable inventory.
PARKING – DEPARTMENT 58
Documents submitted
Main Budget Proposal
Budget Highlights
1. Funding of $100,000 for signage, in the Capital Assets section, for the improvement of communication to customers.
2. Funding of $120,000 for the purchase of 12 new multi space meters, in the Capital Assets section, that will enhance customer service since they are more user friendly with more advanced displays.
3. Funding of $35,000 for the replacement of a utility truck, in the Capital Assets section, which is past its useful life. This truck is used for a variey of purposes related to the maintenance of our equipment and facilities.
4. Funding of $19,000 for the replacement of a kubota (utility vehicle), in the Capital Assets section, which is past its useful life. This vehicle is used for a variey of purposes related to maintenance of and within our facilities.
5. A transfer of $15,000 to the MPO as our portion for the funding of a comprehensive multi-modal Intelligent Transportation System (ITS) plan for the City of Madison and wider Area
6. A payment-in-Lieu of Taxes (PILOT) to the City’s General Fund of $1,371,211.
7. A Parking Meter Occupancy fee payment to the City’s General Fund of $245,057.
8. Interdeparmental payments (including payments to other city agencies) of $851,731.
9. Reserves generated of $2,763,472 as the Utility prepares for the replacement of the Government East Parking garage within the next few years.
PARKS – DEPARTMENT 60
Documents submitted
Main Budget Document
Supplement Park 1
$73,899 – A new plumber position is needed in the Parks Division to accommodate the two new (with a third planned) spray parks, the growing number of drinking fountains, new restroom facilities and other plumbing repairs in the system. With Central Park having irrigation and the Reindahl and Elver splash parks, the existing maintenance staff will not be able to adequately address all plumbing needs without contracting work out at higher hourly rates.
Supplement Park 2
$46,991 – This additional funding provides resources to accommodate growing boulevard maintenance needs with City growth, Central Park maintenance, and snow removal efforts on bus stop routes. Parks continues to work with Metro to potentially fund a portion of the bus stop removal efforts by parks staff from Metro resources.
Supplement Park 3
$11,013 – Funding for partial year operation of the two new splash parks
Beaches
$116,178 – The Parks Division’s budget request includes funding for 7-day-a-week lifeguard services at the following beaches: Vilas, Olbrich, Tenney, Bernie’s, B.B. Clarke, Esther, James Madison, Olin, Spring Harbor, and Warner. Funding is included for staff to be present at Cypress Spray Park, but not at Elver or Reindahl Splash Parks. This reduction would eliminate guards at Bernie’s, Esther, James Madison, Olin, Spring Harbor, and Warner. This reduction would reduce guarded hours at Olbrich, Tenney and B.B. Clarke from 11-7 seven days a week to 12-6 Friday-Sunday. The season would be reduced from a twelve-week season to a ten-week season. Seasonal Aquatics Supervisor hours are reduced correspondingly to the service reduction. All beaches would still be open and posted appropriately providing recreational opportunities at the neighborhood beaches, but with no guard present.
GPM
$192,399 – Reducing seasonal staffing by 30% in East and West Parks Maintenance and 40% at the Forest Hill Cemetery could provide for a reduction in expenses of $192,399. The impact of this reduction would be a twice/month mowing cycle for general parklands across the City from the current 7-10 day cycle. Restroom cleaning would be reduced to 4-5 times per week from the current daily cycle. At the Cemetery, the string trimming and detail work around monuments would be reduced in frequency.
Toilets
$19,000 – This reduction would eliminate funding for all City-funded portable toilets in the Parks System. Currently, the City provides toilets at 23 park locations at various times throughout the year.
Conservation Parks
$24,508 – This reduction would reduce the Conservation Park Maintenance seasonal staffing budget by 70% to a single seasonal position. The seasonal positions in conservation assist the Conservation Technicians in controlled burns, wetland and praire restoration projects, and trail maintenance. The impact of this reduction would be a longer delay in routine maintenance at Conservation Parks and reduced productivity, as there would only be staff for a single crew in the Conservation section.
Mall
$17,913 – This reduction would reduce the Mall Concourse Maintenance seasonal staffing budget by 40%. This would reduce a seasonal position. The seasonal positions at the Mall assist during peak demand periods throughout the year. This includes assisting with events (e.g. Art Fair and Concerts on the Square), snow and ice removal, and weekend trash and recycling removal
Olbrich
$28,694 – This reduction eliminates funding for an hourly gardener at Olbrich and funding for gardening supplies, plants, and materials for the Gardens. The seasonal hours are normally used over a 26-week period between April and October in the outdoor gardens. The supply reduction would impact both the outdoor and Conservatory areas.
Forestry
$17,824 – This reduction would eliminate funding for the Arborist Assistant positions within Forestry. These positions assist with watering, brush collection and other duties that allow Arborists to remain focused on pruning and direct tree care.
Rangers
$12,943 – This reduction would eliminate approximately 850 hours of peak demand work within the Park Ranger program. This work focuses on revenue collection; rule enforcement; community engagement; and general customer service. This reduction would lead to a reduction in staff available, leaving only one ranger on staff during some weekend hours during the summer.
Budget Highlights
1. Continuation of services.
2. Creation of a new Landscape Architect position within Parks Planning and Development. This position is funded by an increase in billings to Capital projects. The position will allow Parks to move forward with the 2014 Captial Budget as requested. This position will be heavily involved in the Playground and Accessibility Improvements project and will focus on design and neighborhood input.
3. Creation of a new 0.75 Recreation Services Assistant (Park Ranger) position. This permanent part-time position is funded from a combination of disc golf, dog park, and lake access revenues. The park ranger program is the primary front line customer service team for Madison Parks, and adding another permanent position will allow for improved coverage across the year.
STREETS – DEPARTMENT
Documents submitted
Main Budget Document
Public Education
$80,000 – The Streets Division has had its public education budget reduced from $160,000 to $25,000. In addition to the loss of general education funds, monies for an annual mailing of the Recyclopedia, a comprehensive guide to solid waste services that included a collection calendar were also cut. The loss of funds has led to a general erosion of recycling tonnages and an inability to inform the public about service changes such as the new program for recycling mattresses and box springs. Two years after significant changes were made in the types of recyclable material a majority of our customers are unaware of the new recyclable items. This costs the city money in lost revenues and for landfill fees for material that should be recycled. The Streets Division is seeking to have $50,000 added to its general public education funding as well as an additional $30,000 to restore the annual Recyclopedia mailing
Composting Pilot
$83,547 – The Streets Division would like to expand the pilot program to several additional neighborhoods in 2014. In addition we would like to add more commercial establishments and possibly an industrial facility. This additional material will help us replicate the mix of material we expect to process from a citywide program. Testing of this material is important in determining the processing needs for a facility as well as the revenue potential of the feed stock
REVENUE Brush Processing
$2,000 – This proposal would allow the Streets Division to increase our current brush processing fee of $30/ton to $34/ton for brush that is dropped off at our transfer station. There would be a minimum charge of $17 for any loads that are 1/2 ton or less. We estimate that we will receive 500 tons of brush in 2014 increasing revenues by about $2,000 annually.
REVENUE Delivery Fee
$20,000 – The Streets Division currently charges customers who have wood mulch delivered to them by semi-tractor load, a $200 delivery charge to recover fuel and maintenance costs. This request would increase the delivery charges to $250 per load. Streets currently delivers approximately 400 loads annually. Additional revenues of $20,000 would be generated with this proposal.
REVENUE Wood Mulch
$10,000 – This proposal would allow the Streets Division to increase our current $10 charge to $15 per 3 cubic yard bucket load of wood mulch that is produced at the Transfer Station/Brush Site from the brush material collected curbside and from Forestry. There would be a minimum charge of $15 for any amount less than 3 cubic yards as well. We estimate that we will be able to sell 2000 bucket loads of mulch per year increasing revenues by about $10,000 annually.
Seasonal Workforce-One half
$182,469 – The Streets Div hires up to 17 seasonal/hrly full-time Street & Sewer Maint I positions for the time period of April 1st through November 30th. These 40 hour per week hourly laborers work at the Self Help Drop Off Sites, work as vacation replacements for our permanent staff, assist with brush removal, leaf collection, student moveout, island weed removal, refuse collection, large item collection, street repair and various other special projects the Streets Division is asked to perform throughout the year. This proposal would eliminate funding for one-half (8) of these hourly employees for 2014. Scheduled facets such as refuse, recycling, brush, large items and staffing the Drop Off sites would not see an impact. Non-scheduled facets such as leaf collection, student moveout, island weed removal, stump removal and street repair would see a significant reduction in staffing levels thereby limiting the number of crews to be assigned to these facets.
Plow at 3 inches
$279,414 – The Streets Division presently performs general plowing of all City streets when accumulations reach 3″ during a storm event. This occurs on an average of 6 times per winter season. By increasing the snow depth that would generate a general plow from 3″ to 4″, it is anticipated that two (2) less general plowing storms would take place thereby decreasing overtime salaries, vehicle maintenance and hired contractors wages
Midnight Sanding
$82,038 – The Streets Division currently sands all hills, curves and intersections of all streets that are not salted in order to provide traction to assist vehicle control during the winter. All streets are sanded after a new snowfall. This reduction would reduce staffing levels after a snowfall. Once the snow has stopped falling and the main arterials, connector streets, bus routes and streets near hospitals and on Metro bus routes are in safe winter driving condition, crews will no longer sand the residential streets between the hours of midnight through 4 am. Streets would only be sanded from 4 am through midnight after new snowfall. This will result in hills, intersections and curves of residential streets not being sanded as quickly as in previous years
Student Moveout OT
$21,354 – Every August, the Street Division makes an extra effort to clean up the streets during and after the August 15th move out of privately owned student housing in the central City. Refuse, recycling and large item crews are scheduled not only regular hours but also overtime hours in an effort to clean up the garbage as quickly as possible. With this proposal, no overtime funds would be utilized. Extra crews would continue to be used during the regular work day but overtime would cease. The cleanup time would increase from the current week to 10 days to upwards of 3 weeks before the cleanup would be complete
Crosswalk OT
$37,923 – Currently the Streets Division performs snow removal on crosswalks in the downtown pedestrian corridor utilizing overtime funds in order to more quickly facilitate snow clearing. This proposal would eliminate the overtime funding associated with removing snow from crosswalks. Snow removal at crosswalks would continue during regular business hours when crews are available.
Snow Removal OT
$30,793 – The Streets Division currently removes snow from midnight to seven AM from the Madison Municipal Building, in front of the Hilton Hotel on Wilson Street, Library on Henry Street, 300 block of Henry Street and some bus stops on major Streets. This reduction will reduce the overtime cost. The Streets Division will remove the snow on straight time hours. This could result in more traffic and possibly some unsafe conditions.
South Point
$20,308 – Currently, there are 3 locations in the City where Madison residents can drop off yard waste and other products. Two of the locations are full service self help drop off sites and the South Point site only accepts yard waste. This proposal would close the site at South Point. The remaining two full service sites will remain open from April through November. The South Point site handles 23% of the yard waste currently dropped off Citywide. Far West residents would have to drive to the W. Badger Road site to drop off yard waste.
Sunday Hours
$20,308 – Currently, the Streets Division operates three (3) Self Help Sites in the City where Madison residents are able to drop off yard waste, refuse, recyclables, appliances, electronics, brush, large items, metals, batteries, cooking oil, plastic bags, textiles, shoes, mattresses and rigid plastics for recycling and disposal. The Street Division operates these sites seven (7) days per week from 8:30 am to 4:30 pm with added hours on Tuesdays and Thursdays until 8:00 pm. This proposal would eliminate the Sunday hours. The reduction seen would be in hourly wages & fringe benefits
Budget Highlights
1. An increase of $251,500 in anticipated revenues from the sale of recyclables to reflect expected market prices in 2014.
2. An increase in Landfill tipping fees of $73,800 due to an increase in cost per ton from $40 to $42.
3. An increase in Snow & Ice Control Supplies of $109,250 due to an increase in the cost per ton of salt & sand and the need to order additional salt due to a depleted supply.
4. An increase in Street Repair Materials of $62,000. Our vendor for the emulsion we use for street repair is non-compliant with our Affirmative Action division. This will cause us to seek other remedies to repair the streets with local mixes that are not as high a quality which means that they will need to be repaired more often causing a signficant rise in the cost of the material used.
GOLF – DEPARTMENT 65
Documents submitted
Main Budget Document
Budget Highlights
1. A continuation of full clubhouse and maitenance operations of the City’s four golf courses.
