If the info was released, its here. There are a couple departments/divisions/units who did not submit their information yet. This is part one. The basic documents. The supplemental information will be in a second post. Hopefully tomorrow will be part two of both Capital and Operating Budgets. The information is not all uniform because departments submit their information differently. But, its a good look at what the basics of what was submitted were.
02 – ATTORNEY
1. This is essentially a continue current operations budget. There were some modifications in purchased services and supplies to cover anticipated costs. The net change in these accounts from 2010 – 2011 is an additional $2,178.
2. One attorney who has worked a 75% schedule for the last several years is moving back to a 100% position; the salary and benefits to bring this position to 100% FTE is $43,751. This is the community prosecution position and should enhance the City’s ability to deal with troubled or problem properties through nuisance and other actions.
3. To meet the target budget, we deleted funding for the Prosecution Intern position ($2,500). We also are delaying the hiring for all of 2011 a position of Legal Secretary 2 (.50 position), and we would also have to reduce our latest hired union attorney to a 70% schedule (30% salary reduction) to meet our target of $2,571.422. Reducing any attorneys would have a negative impact on our ability to provide legal services to the City.
4. To meet the 6% reduction of $154,285, we would have to cut the remaining 70% of the latest union attorney hiring, and 100% of the next most junior union attorney. Those two positions, with concurring benefits, would equal $157,614. Reducing any attorneys would have a negative impact on our ability to provide legal services to the City.
04 – DEPARTMENT OF CIVIL RIGHTS
The Department of Civil Rights has historically had numerous administrative positions. The department is looking for ways to maintain and strengthen existing programs, and at the same time eliminate some administrative positions.
DCR proposes to eliminate the Executive Assistant position the beginning of February 2011. In doing so, the department will need to reclassify the two Clerk Typist positions to Administrative Clerks in order to perform duties within job classifications and to account for increased work responsibilities.
The Budget also includes:
1. Salary for a Professional Aide that works with the EOC Hearing Examiner (as a reasonable accommodation) 26 hours per pay period.
2. Contract Compliance Aide at 80%
3. Disability Rights Coordinator position filled full time
4. Increased Interpretation and Translation funds
5. Increased Telephone funds
06 – COUNCIL OFFICE
The Budget includes:
1. Aldermanic salary adjustment per Madison General Ordinances 3.50
2. Reduction of Community Services Worker position in Hourly Employee pay.
08 – MAYOR’S OFFICE
No budget highlights, we’ll probably have to wait to see them until the budget comes out. Will have to take a look at it closer later.
10 – OVERTURE
The Budget includes:
1. The City’s subsidy for Overture Center is determined by the Operation and Cooperation Agreement between the City and the Madison Cultural Arts District. The amount is adjusted annually by the inflation factor used for the Expenditure Restraint Program (ERP). The inflation factor for 2011 is 0%, resulting in a subsidy of 1,795,873.
2. The Madison Cultural Arts District changed its fiscal year from a calendar year to a seasonal year beginning July 1 to enhance operational reporting and measuring. As a result, the information provided is for the period July 1, 2010 to June 30, 2011 with the exception of salaries and inter-departmental charges, which are for the calendar year 2011.
3. A payment in lieu of taxes in the amount of $498,400. This amount is specified in the Operation and Cooperation Agreement and is adjusted by the inflation factor used for ERP.
4. The elimination of two positions – Ov. Ctr. Planning Analyst (18-07, which is currently vacant) and the Ov. Ctr. Publicity Specialist (18-06), which will be employed by the 201 State Foundation.
5. Continued support for arts education programs. OnStage programming, for example, will provide approximately 30 performances for school age children with anticipated attendance of 30,000 students, teachers and parents from public, private and home schools throughout south central Wisconsin.
6. Continued support for community outreach at Overture Center including free and low-cost perofrmances and events such as Kids in the Rotunda, Overture after Work, Take 10 program, Meet the Artist, Duck Soup Cinema, the International Fest, Community Voucher ticket program, and a High School Musical Theater program.
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.
11 – MONONA TERRACE
The Budget includes:
1. An overall reduction of $227,179 reduction in salaries, services and supplies to meet the Mayor’s directive not to exceed our Adjusted Base Budget ceiling of $3,022,364 due to a flat revenue projection in 2011 as a result of the ongoing recession.
2. 3.25 positions will continue to be frozen in 2011.
3. The frozen Event Coordinator position will be reinstated in the 2011 Base Budget, anticipating a slight increase in event activity over 2010 requiring additional event coordination.
4. Funding for Monona Terrace specific convention marketing(GMCVB) was kept at the 2010 budget level.
5. The replacements of two major pieces of cleaning equipment (riding extractor and riding vacuum) were added back into the budget after being cut in 2010.
6. Two conferences were added back into the budget for the Director to attend industry meetings. These were cut in 2010. Net impact of $2,033 higher than 2010 Adopted Budget.
7. PILOT and other charges from the City increased $3,564 to $345,342.
12 – LANDFILL
The Budget includes:
1. Beginning in 2011, staff time and associated benefits for employees of the Engineering Division working for the Landfill will be recorded directly in the special revenue fund. Prior to 2011, these costs were recorded in the General Fund and billed out to Landfill.
2. Projected cusotmer revenue has been decreased to reflect the receipt of insurance settlements related to prior landfill remediation costs.
18 – LIBRARY
The Budget includes:
1. City appropriation for the Madison Public Library: $12,430,259.
2. Reduction in the Dane County reimbursement to Madison Public Library due to the opening of the new Fitchburg Public Library in late spring or summer of 2011. As a result, Fitchburg residents will no longer use Madison’s libraries during the last half of the year, thus reducing Madison’s walk-in reimbursement payment from Dane County by $270,844, per the Dane County Library Service estimates.
3. The contracted payment that Madison Public Library receives for providing cataloging services for libraries in the South Central Library System will increase to $491,821.57 from $462,304 in 2011, based on the previous year’s cataloging activity.
4. City Real Estate is in final negotiations with representatives of the AT&T building on Henry Street to lease space in that building to house both public service and operating functions beginning in the summer of 2011. The current estimate of monthly rent for the temporary space for the Central Library functions is $22,500 per month, or $157,500 for seven months’ occupancy in 2011. This new expense is mitigated somewhat by the fact that the Library will pay no rent for the new Goodman South Madison Branch Library in 2011, and utilities will decrease because the existing Central Library is an energy hog! In addition, we will eliminate cleaning contracts for several branches, as our current maintenance department will take over their cleaning, and we will no longer need to fund contracts for central elevator maintenance for the 2nd half of 2011. On the down side, as of mid 2011, we will no longer receive rental income from the Dane County Library Service.
5. Salaries and benefits are reduced from the 2010 adopted budget by $110,905 (to $9,443,324). This includes one Librarian retirement, one 50% clerk vacancy, zero funding in 2011 of a Maintenance hourly position, as well as eliminating Sunday hours at Central (October through December, 2011.). Salary savings are targeted at 3%.
6. To balance the budget, the Library’s collections (books, DVDs, CDs, databases, digital content, and periodicals) are reduced by $179,461.
21 – OFFICE OF PLANNING AND COMMUNITY AND ECONOMIC DEVELOPMENT
No highlights.
1. Increasing funding for maintenance of Neighborhood Indicators Project by $5,000, bringing the total annual cost to $51,500.
2. Reduction of the Administrative Clerk 1 position in the MPO Section from 1 FTE to 1/2 FTE to better reflect the need for these services within the section.
28 – BUILDING INSPECTION
A vacant Zoning Code Enforcement Officer I was reduced to a 40% position in order to meet our budget target.
29 – ECONOMIC DEVELOPMENT
The Budget includes:
1. The 2011 request budget effectively is a continuation of 2010; with the exception of the CDA Project Manager position which has been moved from the EDD to the CDA operating budget.
31 – CITY CHANNEL
The Budget includes:
1. A supplemental request for restoration of funding for Madison City Channel operations due to lost revenue from the January 1, 2011 sunsetting of “PEG Access Fees.” This source of revenue has been lost as a result of the 2007 passage by the State of the “Video Competition Act.”
2. Deletion of funding for closed-captioning of Madison City Channel’s coverage of the Madison Common Council at an annual savings of $11,500.
3. Additional cuts from Purchased Services to lower expenditures in that category to $9,900.
4. A supplemental request for $12,000 in funding for ongoing maintenance and supplies.
5. Estimated savings of $5,000 in 2011 by turning in one of the City Channel vans (the 2005 Chevy Astro Van) back to Fleet Service.
33 – COMPTROLLER
The Budget includes:
1. Salary savings budgeted at 2.5% which will be achieved by managing vacancies as they occur.
2. Elimination of one position of Administrative Support Clerk 1 in the City’s Administrative Support Team. This will result in a 25% reduction of services to City agencies who depend upon this assistance during periods of peak workload.
34 – IT
The Budget includes:
1. Received agreement from Water and Metro Transit for small increases in inter-agency billings.
2. Underfill an MIS 2 position.
3. Reduced funding for after hours network monitoring.
4. IT negotiated contract change with Mad City Broadband will produce up to $54,000 in additional general fund revenue the first 12 months.
1. A 2011 Operating Budget request that is within the base target amount of $2,284,051.
2. A Supplemental Budget Request to restore full funding in 2011 for a Property Appraiser 2 position
being held vacant for the first 6 months of 2011 in the base budget to meet the target amount.
38 – HUMAN RESOURCES
1. Elimination of $5000 for the City Tuition Program.
2. Elimination of $5,041 for HR overtime pay.
3. Elimination of $7,000 for 2011 HR inter-department training.
4. Reduction in various supply accounts for $5,469.
5.Reduction of $7,018 in HR hourly monies.
6. Reduction of the HRA 2 position by 10% in five stages to full elimination of the position.
39 – MUNICIPAL COURT
No highlights.
45 – CLERK
The Budget includes:
1. $18,119 for the Alcohol License Enforcement Officer that was added to the Clerk’s Office budget last year, just in case we are given authorization to fill this position in July of 2011. The 2010 budget included $18,119 for this position, but the position has yet to be posted because of the current vacancy in the Alcohol Policy Coordinator position.
2. Funding to staff each City of Madison polling location with five Election Officials in February and seven Election Officials in April.
3. Replacement of some of our broken and unstable voting booths.
46 – TREASURER
1. During 2010 the city had a considerable change in banking charges. The bank has always paid the city a nominal amount of interest on the city’s balance in the bank. Historically, the interest was so low that little was kept in the bank above what was needed for check clearings. Late in 2009 the bank offered to pay the city a rate much higher than alternative investments ( .45%). However, the city would also be charged for the accompanying FDIC insurance. Nevertheless, even after the FDIC charge the city realized a return significantly higher than alternatives. This new arrangement increased the general fund’s interest earnings, but also increased the bank charges (related to the FDIC charge). The net effect is a positive to the city tens of thousands of dollars more than the increased bank charges.
1. The loss of a Tenant Services Aide position. HUD has mandated housing authoritiies to follow HUD’s Asset Management Program. Each of the housing authorities developments must maintain thieir own expense and revenues records. Each development must operate profitably or at least a breakeven level. The West Site is not operating profitably and so expenses must be reduced in an effort to bring it into profitablity, break even level. The elimination of this position will move the West Site closer to a breakeven level.
2. The loss of 2 painters positions. HUD has mandated housing authoritiies to follow HUD’s Asset Management Program. The CDA is able to contract painting at half the cost and so HUD requires us to move in that direction.Additionally, each of the housing authorities developments must maintain thieir own expense and revenues records. Each development must operate profitably or at least a breakeven level. The West Site is not operating profitably and so expenses must be reduced in an effort to bring it into a profitable or break even level. The elimination of this position will move the West Site closer to a breakeven level.
50 – MADISON METRO
1. No increase in cash fares or passes.
2. No service reductions.
3. An increase of $70,000 over the 2010 budget, to $120,000 total, in Inter-Departmental payments to the Streets Division for the clearing of snow around bus stops.
4. State transportation grants of $18,029,300, an increase of $532,900 as compared to the 2010 budget.
5. All unlimited ride pass programs are now billed at the TPC approved rate of $1.15 per ride resulting in a revenue increase of $380,000 over the 2010 budget.
6. A proposal is included to contract with a third party to conduct in person assessments of all current and future paratransit passengers to determine eligibility. This could have a significant positive financial effect by transitioning passengers from paratransit service at $30 per ride to fixed route service at $3 per ride.
7. This budget estimates an increase of $124,500 to Metro’s contingency reserve which had a balance of $867,000 at the end of 2009. Both a recent management performance audit and a study conducted by an ad-hoc committee have recommended that Metro’s reserve balance should be at least $2 million.
53 – ENGINEERING
1. Beginning in 2011, staff time and associated benefits for employees working for the Sewer Utility, Stormwater Utility and Landfill will be recorded directly in the respective funds. Prior to 2011, these costs were recorded in the General Fund and billed out to the Utilities.
2. The previous services of Streets, Highways & Path Systems, Sidewalks and Environmental Engineering have been combined into the new Engineering & Administation service for 2011.
54 -SEWER UTILITY
1. Beginning in 2011, staff time and associated benefits for employees of the Engineering Division working for the Sewer Utility will be recorded directly in the enterprise fund. Prior to 2011, these costs were recorded in the General Fund and billed out to the Sewer Utility.
2. A projected increase of 5% in charges from the Madison Metropolitan Sewerage District for the processing and disposal of sewage collected.
55 – FLEET SERVICES
No highlights
56 – STORMWATER UTILITY
1. Beginning in 2011, staff time and associated benefits for employees of the Engineering Division working for the Stormwater Utility will be recorded directly in the enterprise fund. Prior to 2011, these costs were recorded in the General Fund and billed out to the Stormwater Utility.
2. Continued partnership with Dane County to improve the cleanliness of area lakes, beaches and shoreland. These efforts include contributin $30,000 to the funding of a lake barge to remove weeds and other debris from shrelines within the City of Madison.
3. Continued funding of 100% of street sweeping and 50% of leaf collection costs incurred by the Streets Division.
4. Continued work related to lake managment including lake level monitoring.
57 – TRAFFIC ENGINEERING
1. In July 2010, Alliant Energy informed us that they will, effective immediately, discontinue repairing and maintaining streetlights. In 2009, TE was charged almost $26,000 and over $6,000 2010 YTD for Alliant services. TE is submitting a supplemental budget request for funding for a Traffic Signal Maintenance worker to repair the streetlights no longer serviced by Alliant and has increased its 2011 street light supplies account.
2. This request includes funding for 4 additional hourly seasonal employees to assist: installing communications radio equipment in emergency vehicles, installing traffic signal loops, and painting crosswalks, bike paths and sharrows. Seasonal employees are a cost effective method of maintaining the city’s growing traffic control facilities and, as these facilities grow, a crucial resource for TE.
3. TE has requested an additional $20,000 over its 2010 budgeted amount (almost 26% increase) for epoxy pavement markings provided by a contractor. This requested increase is due to the growth in the quantity of pavement markings on bike paths and streets required to be maintained, and an anticipated increase in cost due a nationwide shortage of pavement marking materials.
4. We are requesting funding for a new Communications Worker position as the demand for emergency communication equipment installation in emergency vehicles has increased and with the highly anticipated new digital radio system, consultant studies have indicated a need for an additional 2 to 3 positions to handle work load. The addition of this position would help reduce overtime and hourly costs and provide additional revenue.
58 – PARKING UTILITY
1. Funds to continue implementation of pay-by-space multi-space parking meters on the street. These meters are more customer friendly since they accept credit/debit cards and provide the utility with better maintenance/revenue feedback while increasing revenue.
2. A Payment in Lieu of taxes (PILOT) of $1,144,800 and $192,718 to the City’s General Fund for usage of on-street parking stalls.
3. Funds to continue first-time and renewal applications of on-line Residential Parking Permits started in 2009.
4. $1.6M in Reserves Generated as the Utility prepares for the replacement of the Government East Parking garage within the next few years.
5. Funds to continue the garage lighting transition from HPS to fluorescent.
60 – PARKS
1. Funding for a continuation of services.
63 – PUBLIC WORKS
1. Additional funding for salary and benefits of the Streets Superintendent as the Public Works Team Leader.
2. Savings in Natural Gas and Electricity expenditures due to energy performance upgrades installed at Streets Division facilities in recent years.
3. Additional funding for Global Positioning System (GPS) charges previously funded through Fleet Services.
4. A 13% increase in the cost of the sealcoating program. Due to the inability to obtain a sealcoating contract in 2009, more streets are scheduled for sealcoating in 2011.
5. A $25,000 increase in Equipment Supplies to purchase replacement carts used in the automated refuse and recycling programs.
6. An increase of $245,300 in anticipated revenues from the sale of recyclables to reflect expected market prices in 2011.
1. Funding for continuation of existing services.
2. The utility plans to file a formal rate increase application with the Public Service Commission of Wisconsin in August of 2010 with an approximate 8% increase request. The revenue figures in the 2011 operating budget request include an estimated 8% rate increase. The rate increase is projected to be phased in beginning with the April 2011 billing and the full 8% increase will be effective with the September 2011 billing. Our last full rate increase was granted in December of 2009 averaged 22%.
3. A bond issue of approximately $12,000,000 is expected in the fall of 2010 and an additional bond issue of approximately $14,000,000 to $15,000,000 is anticipated in the summer of 2011. Our last bond issue was in December of 2009.
65 – GOLF
1. A 2% increase in budgeted revenues from 2010 budgeted amounts.
2. Funding for a continuation of services
71 – POLICE
1. Funding to operate the Police Training Center purchased in 2010. The total costs of $118,017 for utilities, phones, landscaping, snow removal and building maintenance were offset by a $50,000 savings in facility rental fees.
2. Maintaining the Grants Administrator position, hired through a Recovery Act grant in 2009, as a permanent position in 2011. Costs for the position in 2011 are partially offset by grant revenue in the amount of $15,000.
3. Continuation of the highly successful Transfer Point Initiative which provides additional police services at various transfer points to reduce criminal activity. The overtime and benefit costs added in 2011 are offset by transfer of revenue from the Transit Utility to pay for the service.
4. Several areas of cost savings such as reduced utilities due to a new HVAC system at the North District and solar panels at the East District, reduced computer supplies due to the increased use of multi-function devices, etc., were offset by increases in contract costs, unfunded mandates and the loss of grant revenue. (The detail of these changes is provided separately.)
5. Six supplemental requests are presented to address staff needs identified by police managers and the patrol and detective staffing studies. The first is a request to add an MIS-2 position in order to oversee the implementation of a new Records Management System to be purchased through a $700,000 federal earmark obtained with the assistance of Sen. Kohl. The remaining supplementals are requests for commissioned personnel to begin to address shortages identified in the detective/investigator and patrol staffing studies, and to purchase the vehicles needed for additional positions. The supplemental requests for officers are for consideration in the event that COPS funding is not obtained by the City of Madison for additional positions in 2010.
1. The goal of maintaining a minimum staffing level of 78. 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. Full funding for a double company station on the west side of the City.
3. Funding to conduct a Promotional Process .
4. Matching funding for the SAFER Grant of 18 firefighter positions.
7. Matching funding of 20 per cent for the FEMA Assistance to Firefighter Grant FY10 for an investigation camera and step mills for the fitness program.
8. Funding for a new firefighter hiring process .
9 Upon a vacancy occurring any Fire Inspector position may be deleted and a non-commissioned Code Enforcement Officer 3 position may be created.
10. Authorization for a fall recruit class with no funding in the budget.
MISSING
Community Development – CDBG,Senior Center, Community Services
CDA Operations – not housing
