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Home My WebLink AboutProgram Analysis Committee - January - March 1998 PROGRAM ANALYSIS COMMITTEE PROCEEDINGS Regular Meeting 7 :30 p.m. January 12, 1998 PRESENT: Alderperson Vaughan, Chair Mayor Cohen, Vice-Chair Alderpersons (8) Farrell, Blumenthal, Manos, Shenk, Taylor, Marcham, Gray, Sams OTHERS PRESENT: City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer EXCUSED: Alderperson Spielholz REPORT OF THE CHAIR: Alderperson Vaughan opened the meeting and welcomed everyone to the first meeting of the Program Analysis Committee (PAC) . Alderperson Vaughan reported that the City Clerk will be providing staff support for the committee . She further announced that the PAC meetings will be open to public, however the meetings will not include public comment sessions . Alderperson Vaughan stated that the Committee will meet the second (7 : 30 pm) and fourth (3 : 30 pm) Mondays of each month until August . PURPOSE OF COMMITTEE: Alderperson Vaughan distributed a Program Analysis Committee information sheet to Committee members . Discussion followed on the floor regarding the role of the Committee . The Purpose Statement was amended to read as follows : Purpose : To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenues associated with each program as it is presented to Council for consideration for funding during the budget process . COMMITTEE METHODOLOGY: Alderperson Vaughan requested Committee input on the information collection process . After discussion, the Committee approved the following methodology: The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee' s recommendations on how best to use the City' s resources . I . What will we do? A. Gather Information from Departments 1) briefings by department heads and their deputies 2) briefings by others with particular expertise example: Attorney' s office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with departments to identify sustainable revenue and cost saving initiatives D. Present this information to the Mayor and to Council before budget season (September 15th ) , accompanied by recommendations of various kinds 1 . revenue generation opportunities 2 . reorganization/combination of programs 3 . most effective and most economical use of resources - labor, buildings, programs, equipment 4 . exploration of new technologies or expanded use of computers 5 . cost/benefit analyses E. Serve as a resource during budget hearings II . The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible - with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility Information we' ll ask for: A. Equipment inventory, including anticipated ' 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated ' 98 purchases and explanation of how various items are used C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters, titles, salaries F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I . An organization chart for your department, including names of current personnel in each job Cost Saving Initiatives: Alderperson Blumenthal requested that the Committee explore initiatives to encourage employees to make suggestions regarding reducing operational costs . Alderpersons Blumenthal and Farrell volunteered to serve on a sub- committee to investigate possible incentives. Revenue Generation: The Committee identified the need for a policy regarding revenue generation to answer questions such as : are departments who raise revenues entitled to a portion of those funds? Committee Expectations: The Committee reviewed the list of information that Department Heads are expected to provide. Alderperson Vaughan noted that the information materials are expected to be forwarded to the Committee members on Tuesday or Wednesday before the meeting. She further noted that by having all of the program budgets submitted in a uniform format will assist Committee members in reviewing the information. Purchasing Practices: The Committee requested a report from Deputy Controller Thayer regarding the City' s current purchasing practices as it relates to items such as office supplies . :i •r MUNIS Presentation: City Controller Cafferillo conducted an online presentation of MUNIS, the City' s financial software package. The City Controller' s office will be working with department heads on creating program budgets as well as providing training on use of the software. Next Meeting: The next meeting will be on Monday, January 26, 1998 at 3 : 30 pm in Common Council Chambers . Items on the agenda include : Labor Contracts - Assistant City Attorney Kennedy Civil Service - Personnel Administrator Saul Affirmative Action - Personnel Administrator Saul Adjournment: On a motion the meeting adjourned at 9 :25 pm. i 0 ' " '',, CITY OF ITHACA ii";• `T'f'` .', 108 East Green Street Ithaca,New York 14850-5690 /�/ � -!4;‘:::f,d' , y ' t f;hi OFFICE OF THE MAYOR • ALAN J.COHEN es••,,«• •••.•'V - �� Q_ Telephone: 607/274-6501 Fax: 607/274-6526 To: Department Heads From: Alan J. Cohen, Mayor Re: Common Council Program Analysis Committee &L. Date: 12/27/97 i� c\\,t C i4.c I t 7f To facilitate the work of Common Council's Program Analysis Committee, 09 b J please prepare the following for distribution to committee members (please note 4p 'K' � .5 that this only applies to programs funded by the General Fund): / �` n 1) A listing of your programs within your department, with a brief (no more — �ti� , than one page) narrative for each program. You may also submit longer narratives and/or other documentation, but the shorter version is also required. In addition, lto� please think about a goal(s) for each program, to be discussed with the committee. `L 2) An employee roster for your department, identifying job title, salary, and 2 '�' hire date as it applies to seniority in their present bargaining unit (different from original hire date in cases when employee has moved between bargaining units) 3) A budget for each program, including all expenses, all directly attributable revenues for each specific program and all individual employees funded by each program. Departmental adminstrative costs are to be allocated amongst programs. 4) Recommendations to increase outside revenues to your department. 5) An organizational chart of your department. 6) A current inventory of your computer hardware, and a list of computer hardware purchases for 1998. 7) An equipment replacement schedule, including not only large ticket items that make it to the capital project list, but smaller equipment purchases like copiers. If you have any questions or need clarification of any item, please contact me at your earliest convenience. cc Pat Vaughan, Chairperson, Program Analysis An Equal Opportunity Employer with an Affirmative Action Program' �«� PROGRAM ANALYSIS COMMITTEE PROCEEDINGS JANUARY 26, 1998 3:30 PM PRESENT: Chair Vaughan Alderpersons : Farrell, Blumenthal, Marcham, Spielholz, Sams Shenk, Manos, Taylor, Gray OTHERS PRESENT: City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Assistant City Attorney - Kennedy Personnel Administrator - Saul EXCUSED: Mayor Cohen DRAFT OF THE GOALS AND METHODS DOCUMENT: Chair Vaughan asked for comments and/or possible revisions to the draft version of the Program Analysis Committee purpose, goals, and methods statement . Alderperson Blumenthal requested a revision to item I (C) to incorporate wording regarding soliciting suggestions from city employees as well as department heads . The following wording was approved: I . What will we do? C. Work with department heads and city employees to identify new revenue and cost saving initiatives and to solicit suggestions . REPORT OF CHAIR: Chair Vaughan reported that she has met with all city department heads except for the Youth Bureau, and she is meeting with Sam Cohen, John Doyle, Marcia Fort, Alice Green, and Allen Green on Wednesday, January 28, 1998 . During these discussions she has explained the Program Analysis Committee review process, reviewed the information that should be submitted, and attempted to respond to concerns expressed by department heads . REPORT OF THE COST-SAVING/REVENUJE INITIATIVES SUB- COMMITTEE: Alderperson Farrell reported on the Cornell University Employee Incentive Program. This program is administered through the National Association of College and University Business Officials . Employees may submit award applications for programs and/or systems that have been in place for a year, and have proven cost reduction data. There are two awards, the Management Achievement Award, based on increasing the quality of department and campus wide programs, and the Process Improvement/Resource Enhancement Award, which is based on re-engineering, re- design or restructuring processes that have reduced costs or increased revenues . After the application is submitted to Cornell, Cornell will select a few projects . The department of the employee that submits the application is awarded between $100-$500 (award is most likely shared with the employee) , and a special luncheon. The projects that are selected by Cornell will be sent forward to the National Organization, along with all of the other participating universities, who will rank projects and award between $1, 000 - $10, 000 . The sub-committee will investigate how such a program might be implemented within the city. EXPECTATIONS OF DEPARTMENTS WHO GENERATE REVENUE: Appointment of a Sub-committee Alderperson Vaughan requested that a sub-committee be established to review issues related to incentives for revenue generation initiatives (i .e. Who gets the additional revenue generated? Department vs . General Fund; What percentage is each entity entitled to? Etc. ) Alderpersons Taylor, Spielholz and Chair Vaughan will work with City Controller Cafferillo on this issue. COMPARATIVE DATA: Appointment of a Sub-committee Chair Vaughan requested that a sub-committee be established to review comparative data related issues (i .e. which community demographics should we be looking for? Population, college communities, upstate vs . downstate, etc. What types of questions should we ask? ; What is the most effective way to conduct the surveys?) Alderperson Gray, Chair Vaughan, and City Clerk Holcomb will meet to discuss these issues . TENTATIVE PRESENTATION SCHEDULE FOR 1998: Chair Vaughan presented the tentative presentation schedule as follows : FEBRUARY: 9th — Mayor' s Office City Clerk' s Office City Controller' s Office 23rd — Building Department MARCH: 9th - City Prosecutor' s Office City Chamberlain' s Office Citywide Purchasing Program - Steven Thayer 23rd — City Attorney' s Office Summary/Recall APRIL: 13th — Fire Department 27th - Youth Bureau MAY: 11th - Youth Bureau 26th - Youth Bureau - if needed Summary/Recall ** Please note change in date from Monday to Tuesday JUNE: 8th - Department of Public Works 22nd - Department of Public Works JULY: 12t11 - Police Department Personnel Office 27th - Department of Public Works AUGUST: 10th - Police Department Summary/Recall 24th - Planning Department Summary/Recall SEPTEMBER: 8th Extra meeting if needed to clear up unfinished business LABOR CONTRACTS: Assistant City Attorney Kennedy distributed a memo to the committee which detailed the city' s bargaining units and information relating to contract negotiation and arbitration, along with copies of the current labor contracts . The city has six labor unions, five of which are currently involved with contract negotiations . The city' s workforce is divided into labor unions as follows : Administrative Unit of the CSEA - approx. 111 active members, typically clerical, financial, technical and/or professional positions . Department of Public Works Unit of the CSEA - approx. 109 active members, typically laborers, machine operators, truck drivers, maintenance positions . Executive Association - approx. 13 active members, typically supervisory positions . This unit is not affiliated with a statewide organization. Police Benevolent Association - approx. 74 active members, police officers (with the exception of the Police Chief and Deputy Chief) . Ithaca Paid Firefighters Association - approx. 57 active members, firefighters, fire lieutenants, fire alarm superintendent . The Chief Officers Unit - approx. 5 active members, assistant fire chiefs . City employees not covered under union contracts are as follows : Management Employees - approx. 22 employees, department heads, deputies, and assistants (with the exception of the Deputy Building Commissioner - Executive Unit, and the Assistant Fire Chiefs - The Chief Officers Unit) Confidential Employees - approx. 16 employees, administrative secretaries and assistants where employee is entrusted with a large amount of confidential information. Elected Officers - 11 members, Mayor and Common Council Seasonal Employees The Taylor law was adopted by New York State in 1967 . The Taylor law was developed to govern the relationship between municipalities and unions, along with other laws such as NYS Labor law, Civil Service law, Human Rights law as well as other state and federal laws . The Taylor Law established the Public Employment Relations Board (PERB) to oversee the fair enforcement of the law' s provisions including: The method of selecting or recognizing a union and assigning a new or altered position to a particular union; It addresses a union' s responsibility to fairly represent all members of the unit; It prohibits striking by public employees; It prohibits municipal employers for "privatizing" or contracting out work done exclusively by bargaining unit members; It prohibits municipal employers from altering the terms of an expired labor agreement without bargaining with employees; and It requires bargaining with employees on all "mandatory" subjects of negotiation. PERB continues to determine what subjects are mandatory subjects of bargaining, what subjects are non-mandatory subjects of bargaining, and what subjects are excluded or prohibited from bargaining. Public employers must bargain over "terms and conditions of employment" . Items such as salary, wages, benefits, hours are conditions of employment which cannot be imposed and must be bargained. Non- mandatory subjects are those which may be discussed, but are not required. Subjects prohibited from bargaining are items that are forbidden by statue or are against public policy. Assistant City Attorney Kennedy further discussed Interest Arbitration, which provides for contract mediators and arbitrators, and is only available to police and firefighters . LAYOFF PROCEDURES FOR CITY POSITIONS: Personnel Administrator Saul distributed handouts which detail the layoff procedures for city positions following Civil Service Law, and Labor Contracts . She highlighted the following topics : Civil Service Law: Layoff procedures apply only to competitive class employees . Employee' s rights are determined by appointment status and seniority. Appointment status retention rights, from greatest to least are as follows : 1 . Permanent employee who has completed probationary period 2 . Permanent employee who is still serving probationary period 3 . Non Permanent employees Contingent Permanent employees Provisional employees - law doesn' t govern order of layoff, but labor contract may Temporary employees - neither law nor contract governs order of layoff Seniority is determined by the date of the employee' s original permanent appointment in the classified service which has been followed by continuous service. Continuous service is defined by state law and local rule. All layoff rights and procedures are contained with the specific city department impacted. ri Layoff rights and procedures include: Bumping - displacing another employee in a lower level position. The positions into which an employee may bump are narrowly and specifically defined. To bump, an employee must have greater retention rights than the employee in the lower position. Retreat - displacing another employee serving in a position in the layoff unit in the last lower level title the displacing employee held on a permanent basis . There are specific, restrictive rules governing the conditions under which retreat can occur. Preferred Lists - an employee who is laid off or displaced from a position is placed on a preferred eligible list for up to four years . During the life of the preferred list, the employee has an absolute right to reappointment to future vacancies in the same, similar or lower level positions . Noncompetitive class and labor class employees who are war veterans or exempt volunteer firefighters have rights to transfer to similar vacant positions upon abolishment of their positions . Labor Contracts: All employees represented by the Executive Association, Ithaca Paid Firefighters Association, Police Benevolent Association, and CSEA Administrative Unit hold competitive class positions, therefore layoff procedures for these employees are defined by Civil Service Law. Labor contract provisions in the CSEA Administrative Unit contract regarding seniority apply in situations that Civil Service Law does not cover, such as layoff order of provisional employees . Competitive class employees represented by the CSEA Department of Public Works Unit are governed by Civil Service layoff procedures . Once they exhaust their statutory rights, however, they may exercise additional bumping rights granted by the labor agreement . Noncompetitive and labor class employees represented by the CSEA Department of Public Works Unit are governed by the layoff procedures specified in the Department of Public Works labor agreement . Alderperson Sams noted that one of the problems associated with layoffs is affirmative action hirings . Although the city has been successful in hiring minorities and women recently, these employees are the most vulnerable to layoffs due to the fact that they have the least seniority. Further discussion followed on the floor regarding the Vacancy Review Committee appointment procedure and charges. ADJOURNMENT: On a motion the meeting adjourned at 5 :30 PM. F��y R-A5 PROGRAM ANALYSIS COMMITTEE SCHEDULE OF PRESENTATIONS February 9, 7:30 p.m. Mayor's Office Clerk's Office Controller's Office February 23, 3:30 p.m. Building Department March 9, 7:30 p.m. Prosecutor's Office Chamberlain Citywide Purchasing - S. Thayer March 23, 3:30 p.m. Attorney's Office Summary/Recall April 13, 7:30 p.m. Fire Department April 27, 3:30p.m. Youth Bureau May 11, 7:30 p.m. Youth Bureau May 26, 3:30 p.m. NOTE THE CHANGE IN DATE FROM MONDAY TO TUESDAY Youth Bureau, if extra time is needed Summary/Recall June 8, 7:30 p.m. Department of Public Works June 22, 3:30 p.m. Department of Public Works j3 July IA, 7:30 p.m. Police Department Personnel Department July 27, 3:30 p.m. Department of Public Works August 10, 7:30 p.m. Police Department Summary/Recall August 24, 3:30 p.m. Planning Department Summary/Recall September 8, 7:30 p.m. Extra meeting if needed to clear up unfinished business presentsched.doc . • Program Analysis Committee Purpose: To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenue associated with each pro- gram as it is presented to Council for consideration for funding during the budget process. The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council,the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. How will the Committee use the information it gathers? 1) To inform Council about departmental activities and programs. 2) To provide a consistent method of examining programs across department lines that will provide Council with a basis for thoughtful comparison of costs and benefits of each program. 3) To work with departments to identify additional revenue initiatives and cost saving measures, and to help departments develop feasible revenue initiatives to a point where they can be implemented. 4) To summarize and analyze the information presented, to set priorities and make recommendations to the Mayor for incorporation into the budget for the next fiscal year. 5) To inform other Council Committees of its findings and the priorities that have been established, and to recommend that these be incorporated into the budget for the next fiscal year. I. What will we do? A. Gather information from departments 1) briefings by department heads and their deputies 2) briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with department heads and employees to identify new revenue and cost saving initiatives and to solicit suggestions D. Present this information to the Mayor and to Council before budget season, accompanied by recommendations of various kinds 1. revenue generation opportunities 2. reorganization/combination of programs 3. most effective and most economical use of resources - labor, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible -with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated `98 purchases and explanation of how various items are used. C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters,titles, salaries, etc. F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I. An organization chart for each department, including names of current personnel in each job. Program Analysis Worksheet Program Description Department Program Program# Budget# What community needs does this program address?Briefly summarize any documentation of need or demand. What are the mission and goals of this program and how do they relate to the city's mission and goals? To whom are the services of the program provided? What are those services? How many people are served by these programs? What significant changes in the program,if any,are planned for 1998? Is there any other information Common Council should know about this program? Q:\CENTRAL\proganal.doc Page 1 of 2 Program Analysis Worksheet Program Goals Department Program Program# Budget# Please list measurable 1998 goals which are appropriate for your department.If possible,show 1997 actual figures for the measures you list Goal 1997 Actual 1998 Goal 1999 Goal—Est. Define each measure and add additional comments In addition to the measures listed above,you may give a qualitative description of how well the program is meeting its goals, including comparisons with last year,this year and next year. QA CENTRAL doc Page 2 of 2 • t r`r 77171 `i CITY OF ITHACA 1 OB EAST GREEN STREET ITHACA, NEW YORK 14950 OFFICE OF TELEPHONE CITY CLERK (607)274-6570 February 4, 1998 Mr. Charles F. Savage, City Clerk, City of Auburn Ms . Kathryn A. Peterson, City Clerk, City of Elmira Ms . Shirley A. Sanfilippo, City Clerk, City of Jamestown Mr. Richard P. Mullaney, City Clerk, City of Lockport Mr. John W. Wylucki, City Clerk, City of North Tonawanda Ms. Kathleen Athanas, Chamberlain, City of Poughkeepsie Mr. Edward Valentine, COA, City of Saratoga Springs Dear Fellow Clerks; The City of Ithaca has recently created a new standing committee named the Program Analysis Committee. The purpose of this committee is " to define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits, and revenues associated with each program as it is presented to Council for consideration for funding during the budget process" . The Program Analysis Committee is requesting comparative data from each department to help the members understand how the City of Ithaca compares with other municipalities of comparable size and demographics. I would appreciate your assistance in completing the following survey at earliest convenience, and faxing it back to me at (607) 272-7348 . Thank you in advance for your assistance. I would be happy to share the collected data with you if you are interested. Sinc411&LI ely, lie Conley Holcomb, CMC City Clerk I' "An Equal Opportunity Employer with an Affirmative Action Program" ft) Recycled Paper City of Ithaca Comparative Data Study Please complete and fax to: (607) 272-7348 1 . What is your official title? 2 . How many employees work in your office? Please list their titles : 3 . Have you or your Deputy received your CMC Certification? 4 . How many committees to you provide staff support for, and what functions do you support? Agenda Preparation Minute Preparation Photocopying, Distribution 5 . How often does your Council meet? 6 . What is the average length of your Council minutes? 7 . How long does it take you to complete the minutes? 8 . How many Local Laws did your municipality approve In 1997? Ordinances? 9 . Describe your involvement in Election procedures? 10 . Do you participate in the SARA Records Management Program? If yes, how many grants have you been awarded? In what categories/funding amount? 11. Which of the following licenses/permits do you issue, and how many do you issue annually? Marriage Licenses Marriage Transcripts Domestic Partnerships Hunting/Fishing Lic. Dog Licenses Handicap Parking Bingo - # of Organizations Games of Chance/Raffle # of Org. Going Out of Business Auctioneer' s Lic. Transient Merchant Events (downtown) Permit Please list any other licenses/permits you issue, and the number you issue annually: 12 . Do you use software applications to assist you in issuing these licenses or storing the information? If yes, please explain 13 . Does your municipality have a computer network (LAN/WAN) ? If yes, to what extent do your share data with different departments? 14 . Does your municipality have internet access, a web page, etc . ? If yes, what information does your office post on the web? 15 . Please list your professional affiliations: (NYCOM, NYALGRO, IIMC, etc. ) PROGRAM ANALYSIS COMMITTEE PROCEEDINGS FEBRUARY 9, 1998 7 :30 PM PRESENT: Vice-Chair Cohen Alderpersons : Farrell, Blumenthal, Marcham, Sams, Manos, Shenk, Gray OTHERS PRESENT: City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Systems Administrator - Kinne City Chamberlain - Parsons EXCUSED: Chair Vaughan Alderpersons : Taylor, Spielholz Vice-Chair Cohen opened the meeting and explained that Chair Vaughan was not able to attend tonight' s meeting due to a family medical emergency. Vice-Chair Cohen also reported that he will not be presenting information from the Mayor' s Office as scheduled, as he has not yet received his program budget numbers . PRESENTATION OF THE CITY CLERK'S OFFICE: Alderperson Shenk inquired as to the amounta•of time it took to prepare the information that will be presented. City Clerk Conley Holcomb responded that she worked on it for approximately three full days . City Controller Cafferillo and Mayor Cohen noted that they have contributed a significant amount of time to this project as well . Alderperson Shenk noted that the Committee should monitor the amount of information requested, as she felt that it could become overwhelming to department heads, and that some of the information may not turn out to be useful . Alderperson Blumenthal requested that the information be submitted to the Committee a few days before the scheduled presentations so that Committee members would have a chance to review it . City Clerk Conley Holcomb presented the following information from the City Clerk' s Office: City Clerk Revenue Sources: Marriage Licenses - $25 . - 369 issued in 1997 Marriage Transcripts - $10 . - 150 issued in 1997 Domestic Partnerships - $25 . - 6 issued in 1997 Sporting Licenses - varies - 343 issued in 1997 Dog Licenses - varies - 807 issued in 1997 Bingo Licenses - 4 organizations Games of Chance Licenses - 10 organizations Going out of Business Licenses - 2 issued in 1997 Transient Merchant Permit - repealed in 1997 Auctioneer' s Licenses - varies - 3 issued in 1997 City Code Book sales & Supplementation Minor sales City Clerk Conley Holcomb explained that most of the license fees are set by New York State agencies . Discussion followed on the floor regarding which licensing functions were offered through other local governmental agencies, and why the City should continue to offer these services . City Clerk Conley Holcomb explained how the Clerk licensing and financial software, purchased in 1996, has improved the efficiency of the Clerk' s office dramatically, and how the equipment ordered for 1998 will enhance the licensing program. Discussion followed on the floor regarding which license fees the City had the ability to alter. City Clerk Holcomb responded that the local fee for dog licenses could be raised from $5 . 00 to as high as $10 . 00 ; Auctioneer Licenses; and Domestic Partnerships, and city code/pamphlet fees . Further discussion followed regarding investigating new license fees for home-based businesses, Commons Use Permits, and Transient Merchants . Another area identified as in need of review is the city' s overall permitting process . City Clerk Holcomb reviewed the following programs administered through the City Clerk' s Office: Program 3200 - Committee Support - $21,614 The City Clerk' s Office provides clerical support in form of agenda and minute preparation, photocopying, mail distribution, meeting scheduling, filing, administering oaths of office, and roster preparation for city committees including, but not limited to: Common Council, Board of Public Works, Program Analysis Committee, Community Issues Committee, Six Mile Creek Advisory Board, Conservation Advisory Council, Disability Advisory Council and the Cable Commission. The City Clerk' s office ensures that accurate information is duly recorded and filed so that the public has accurate information relating to government proceeding at all times . The City Clerk' s office is also charged with recording and maintaining the history of the City of Ithaca. Program 3201 - Legislation Preparation - $7,792 This program ensures that legislative acts approved by Common Council are prepared, published, and codified in accordance with State and local laws . Included in this program is notification to the citizens of Ithaca of public hearings, legislation being considered, and legislation that will become effective in the near future. Codification in a timely manner allows Council, Department Heads, and the public, access to all of the City' s current laws and ordinances . Preparation of Local Laws, including "laying on the table" , preparation of local law forms, scheduling of public hearing, and filing with NYS Secretary of State, and possible referendum, are critical functions which assure that local laws are deemed valid. Program 3202 - Information Processing - $12, 938 The City Clerk' s Office processes and files records for many City functions, including, but not limited to : claims against the city, city contracts, permanent files, affidavits of publication, freedom of information requests, abandoned car sales, application/renewal notices for liquor licenses, certificates of insurance, civilian complaints against police officers, as well as offering notary public services . Proper processing and filing ensures that these records may be used for future reference, and are accessible to staff and the public. Program 3203 - Elections - $27,481 This program provides for the establishment of polling locations within each ward, the delivery of voting machines and election bags, programming voting machines, re- canvassing voting machines, and payment for services of Election Custodians and Inspectors . This program also involves maintenance and repair of voting machines as well as the conversion of voting machines to allow printer packs, and handicap panels . The city has 23 voting machines, to date 12 machines have been converted, and six more machines are scheduled for conversion in 1998 . The city has 5 election wards, and 19 election districts with ten polling locations . The city hires the services of 2 Election Custodians and approximately 76 Election Inspectors during the General Election. Program 3204 - Records Management - $21,744 The City of Ithaca Records Management Program utilizes competitive grant funds from the Local Governmental Records Management Improvement Fund to protect and conserve permanent, vital records, store inactive records, and destroy obsolete records . To date, the city has received $137, 059 of grant funds and has been awarded and the city has renovated storage rooms in the basement to create an inactive record storage facility with mobile aisle shelving units, inventoried, organized and boxed all of the city' s inactive records, destroyed approximately 800 cubic feet of obsolete records, created an automated index of Common Council minutes, photocopied 47 Common Council/Board of Public Works minute books onto acid-free paper, and is in the process of conducting a land based record process study. Program 3205 - Licensing - $32, 891 The City Clerk' s Office issues a variety of licenses and permits for the State of New York as well as the city including, but not limited to: marriage, dog, sporting, handicap parking, domestic partnership, marriage transcripts, bingo, games of chance, going out of business, auctioneer' s license, Commons use permits, mobile vending, outdoor dining. Program 3206 - General Administration - $13,819 This program is a catch-all for all of the administrative functions of the City Clerk' s office including payroll, purchasing, employee relations, training/coaching, etc. Program 3207 - Public Information/Research Assistance - $40,037 This program includes all of the questions that City Clerk staff field from customers at our counter, on the phone, e- mail, and regular mail . Information provided can be as simple as directions to another department or as complicated government process and procedures. Research is conducted in old minutes (1821+) , marriage records (1888+) , permanent files (1821+) , city directories (1900+) , contracts, committee files, etc . Program 3208 - Meetings Attended - $14, 572. In order to provide accurate information, and offer expertise to city staff and the public, the City Clerk must attend in house meetings, as well as required Common Council, Board of Public Works, and Program Analysis Committee meetings. The City Clerk is a member of the following internal committees : Computer Committee, IMPACT, Support Staff, GIS Working Group, Senior Staff and the Workforce Transition Committee. PRESENTATION OF THE CITY CONTROLLER'S OFFICE City Controller Cafferillo noted that the 1999 city budget will be developed in the same manner that the individual program budgets have been created. A detailed method of keeping time records will be required in order to obtain accurate measures of time distribution for programs . This type of system may be manageable for smaller departments, however could become extremely time intensive for larger departments . He further noted that he will continue to work with the Program Analysis Committee and Department Heads to develop a time record keeping system that will be manageable for all departments, as well as meaningful in terms of budget preparation. City Controller Cafferillo and Deputy Controller Thayer presented the following program information from the City Controller' s Office: Program 3100 - Accounting, Budgeting and Reporting - $93,460 This program includes all the accounting activity for the City. Maintaining and auditing City accounting records, preparing and managing City budget activity and preparing applicable internal, State and Federal reports . Program 3207 - Public Information/Research Assistance - $40, 037 This program includes all of the questions that City Clerk staff field from customers at our counter, on the phone, e- mail, and regular mail . Information provided can be as simple as directions to another department or as complicated government process and procedures . Research is conducted in old minutes (1821+) , marriage records (1888+) , permanent files (1821+) , city directories (1900+) , contracts, committee files, etc . Program 3208 - Meetings Attended - $14, 572. In order to provide accurate information, and offer expertise to city staff and the public, the City Clerk must attend in house meetings, as well as required Common Council, Board of Public Works, and Program Analysis Committee meetings . The City Clerk is a member of the following internal committees : Computer Committee, IMPACT, Support Staff, GIS Working Group, Senior Staff and the Workforce Transition Committee. ICS PRESENTATION OF THE CITY CONTROLLER'S OFFICE — 21q'" `� City Controller Cafferillo noted that the 1999 city budget will be developed in the same manner that the individual program budgets have been created. A detailed method of keeping time records will be required in order to obtain accurate measures of time distribution for programs . This type of system may be manageable for smaller departments, however could become extremely time intensive for larger departments . He further noted that he will continue to work with the Program Analysis Committee and Department Heads to develop a time record keeping system that will be manageable for all departments, as well as meaningful in terms of budget preparation. City Controller Cafferillo and Deputy Controller Thayer presented the following program information from the City Controller' s Office: Program 3100 - Accounting, Budgeting and Reporting - $93,460 This program includes all the accounting activity for the City. Maintaining and auditing City accounting records, preparing and managing City budget activity and preparing applicable internal, State and Federal reports. City Controller Cafferillo noted that department heads will be asked to make budget transfers on a weekly or monthly basis whenever an account may be overrun. Program 3101 - Payroll/Leave-time Administration - $62, 129 This program includes all collection, input and management of City payroll and leave records . Includes administration of compensated absences City-wide. Alderperson Manos inquired whether a bi-weekly payroll system would result in cost savings . City Controller Cafferillo responded that a bi-weekly payroll system would have to be negotiated with the labor unions . He further noted that the city has realized cost savings by utilizing a direct deposit system. Program 3102 - Labor Contract Negotiations/Administration - $8,195 This program includes the Controller' s Office involvement with labor contract negotiations . Also includes administration of the labor contracts during the year. Program 3103 - Water, Sewer, Joint Entity Administration - $15, 579 This program includes time spent on water and sewer system operations and improvements . Also, time spent on joint entity administration for the Sewer Joint Sub-committee (SJS) and the TCAT activity. Program 3104 - Financial System Supervision - $17,284 This program includes time spent on maintaining, updating and supervising the City' s financial system. MUNIS administration is included in this program. Program 3105 - Debt and Investment Program Management - $117, 646 This program includes time spent on preparing and coordinating debt issues during the year. Working with Bonding Attorneys and Fiscal Advisors and preparing official statements for debt sales . Program also includes administration and management of City' s investment program. Program 3106 - Employee Benefits and Insurance Risk Management - $19, 915 This program involves time spent of City-wide employee benefit programs including: Health insurance program; Worker' s Compensation program; and other benefit administration. Also includes administration of all City insurance programs and evaluating risk. Program 3107 - Purchasing and Contract Administration - $24,364 This program includes all purchasing activity for the City. Various activities include dealing with vendors, preparing and administration of procurement policies, approval of purchase orders and preparing, administering and approving of bids, RFP' s and quotes . Program also included preparation and administration of various City contracts . Alderperson Marcham inquired about the city' s office supply purchasing practices . Deputy City Controller reported that he is currently developing a new purchasing program, on State Contract, which would allow staff to input their supply requests into the computer system, after several requests have been received, he would approve the order and send it to the vendor ensuring that the city would receive the lowest prices for products based on quantity. Deputy City Controller Thayer will make a separate presentation at another PAC meeting on the city' s purchasing system. Alderperson Shenk suggested that the computer and equipment inventories requested for this committee should be reviewed by another entity such as the Computer Committee, who could forward recommendations back to the PAC for consideration. Program 3108 - General Administration and Staff Supervision - $39,431 This program includes general City administration, staff development, meetings and staff supervision. Program 3109 - Capital Program Administration - $13,030 This program includes capital program administration of all City capital projects . Includes preparing, maintaining and accounting for capital projects and capital activity City- wide. VACANCY REVIEW COMMITTEE: Common Council members confirmed that members appointed to the Vacancy Review Committee in 1997 will still serve in their capacities until the March, 1998 Common Council meeting. `./ ADJOURNMENT: On a motion the meeting adjourned at 10 :45 p.m. PROGRAM ANALYSIS COMMITTEE PROCEEDINGS FEBRUARY 23, 1998 3:30 PM PRESENT: Chair Vaughan Vice-Chair Cohen Alderpersons (9) Farrell, Blumenthal, Marcham, Sams, Manos, Shenk, Taylor, Gray, Spielholz OTHERS PRESENT: City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Systems Administrator - Kinne Building Commissioner - Eckstrom Deputy Building Commissioner - Radke REPORT OF CHAIR: Chair Vaughan thanked Mayor Cohen and Committee members for continuing on in her absence at the last meeting. PROGRAM DESCRIPTION WORKSHEET: Chair Vaughan noted changes that have been made to the Program Description Worksheet including the addition of the following fields : "Number of people who work on program?" "How often is this service performed? "How much time does it take to perform the service?" "Is special equipment required to perform service?" INCENTIVES FOR REVENUE GENERATION OR SUGGESTIONS: Alderperson Farrell reported that Cornell University has another program similar to an exemplary employee program. All employees are given nomination forms and may nominate other employees for outstanding performance based on established criteria. An employee based nominating committee and screening committee has been created and membership is rotated annually. Awards include $300 for the employee and a breakfast for the department in which the employee works . The UAW did not object to this program. Alderperson Farrell further noted that a program like this would need to be developed with City staff members to make it meaningful and successful . Alderperson Shenk suggested that Common Council set a maximum amount to spend and refer the project to IMPACT or another employee based committee to develop. Chair Vaughan and Alderperson Taylor are working on a plan to address the expectations of departments who create new, and sustaining, revenue generation initiatives . Further discussion on this item was referred to the next meeting. BUILDING DEPARTMENT PRESENTATION: Building Commissioner Eckstrom and Deputy Building Commissioner Radke presented the following information: Based on a comparable data study completed by Building Department staff, the City of Ithaca Building Department is one of the most efficiently run departments in the country compared to cities of comparable size. Building Commissioner Eckstrom stressed that good, and effective Code enforcement is the key to economic development, and successful neighborhoods . Alderperson Blumenthal noted that a community based peer group worked with City staff in 1991 to assist the Building Department in becoming consumer oriented, and in making improvements to the permitting system. Building Commissioner Eckstrom noted that as a result of the work of that peer group, the "turn-around" time for building permits is now two weeks . He further stressed that the Building Department staff is supportive of building developers and also spends a lot of time assisting non-professional developers . The Building Department encourages potential developers to discuss their proposed projects in the early stages and has established office hours from 8 : 00 - 10 : 00 am, Monday - Friday, for the Deputy Building Commissioner to meet with people to discuss their projects . 2 Housing Inspections Deputy Building Commissioner Radke reported that other municipalities do not conduct owner-occupied inspections . She further noted that she supports owner-occupied inspections as it discourages deteriorated housing, which results in a healthy tax base. The City of Ithaca Municipal Code requires the Building Commissioner to inspect owner-occupied units at least every five years . Owner-occupied inspections are not viewed favorably by homeowners, but they are a fire prevention measure, and mortgage lenders require inspections for real-estate transactions . Due to the need to prioritize staff resources, the 3 year inspection cycle of rental property takes precedence over owner-occupied inspections . Alderperson Farrell recommended that the City charge separately for owner-occupied inspections . BUILDING DEPARTMENT SOFTWARE : Building Commissioner Eckstrom reported that Geodemographics Inc. , is developing a software application for the Building Department which will be a key to improved departmental efficiency and record tracking. The visual basic programming language has been written, the data structures have been designed, additional modules are being prepared, and beta-testing will begin shortly. The Building Department is hoping to run dual software systems in March. Building Commissioner Eckstrom further noted that he is planning to replace departmental computers on a three year cycle. It was recommended that Common Council establish a city-wide computer equipment replacement schedule. BUILDING INSPECTIONS: Deputy Building Commissioner Radke noted that each Inspector in the Building Department would have to complete approximately 5. 99 inspections per day to accomplish everything that the City Code requires . Currently, Inspectors are completing approximately 3. 99 inspections per day. Deputy Building Commissioner Radke suggested that a chart may be useful for the Committee to review various options such as : 3 If an additional Inspector is hired, how many more inspections can be completed? If rental housing was inspected on a four year cycle as opposed to a three year cycle, how many more inspections can be completed? If the Department did not inspect owner-occupied housing, how many more inspections can be completed? If existing conditions in properties were noted, could certain properties be inspected on a more frequent/or less frequent schedule than other properties? Extensive discussion followed on the floor regarding current inspection cycles and staffing levels . DEPARTMENTAL ALTERNATIVES: Chapter C Program Mayor Cohen reported that the report generated on the proposed Chapter C Inspection program has been submitted to him for review. Chapter C includes maintenance for existing commercial buildings. Deputy Building Commissioner Radke explained that currently the Fire Department only inspects assembly buildings such as restaurants, theaters, etc. It is difficult for IFD staff to perform these inspections as current staffing levels and rotating schedules require firefighters to leave inspections for fire calls if needed and does not allow for consistency in the program. Consolidation of inspection services to one agency may be a viable option. Plan Review Mayor Cohen requested further information on a Self- Certification of Plans Program that has been instituted in New York City. Building Commissioner Eckstrom explained that the New York City Building Commissioner decided that he wanted to crack down on contractors working without building permits . He instituted a self-certification program in which developers could bring in an architect' s statement that verified that the project complied with all of the City' s codes, and receive a building permit. The New York City Building 4 Department randomly reviews 40-45% percent of the submitted plans . Building Commissioner Eckstrom stated that he is not in favor of this program based on his experience with design professionals . Deputy Building Commissioner Radke explained the process of plan review, and stated that major problems could arise with construction projects that have not been subjected to plan review. REVENUE GENERATION: Building Commissioner Eckstrom recommended the following increases in fees that were approved with the 1998 budget: Building Permits Fees - increase to $6. 00 per $1, 000 or fraction thereof Requested inspections outside normal hours - $45 Additional Plan Review - $35 Certificates of Occupancy - $35 Temporary Certificates of Occupancy - $35 Demolition Work - $6. 00 per $1, 000 or fraction thereof Potential New Fees: Out of Town Electrical Contractors - $100 Use Variance Application Fees - $200 Non-compliance Fee - either double the price of the building permit or the issuance of an appearance ticket and corresponding penalty ADJOURNMENT: On a motion the meeting adjourned at 5: 40 pm. 5 • PROGRAM ANALYSIS COMMITTEE PROCEEDINGS FEBRUARY 23, 1998 3:30 PM PRESENT: Chair Vaughan Vice-Chair Cohen Alderpersons (9) Farrell, Blumenthal, Marcham, Sams, Manos, Shenk, Taylor, Gray, Spielholz OTHERS PRESENT: City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Systems Administrator - Kinne Building Commissioner - Eckstrom Deputy Building Commissioner - Radke REPORT OF CHAIR: Chair Vaughan thanked Mayor Cohen and Committee members for continuing on in her absence at the last meeting. PROGRAM DESCRIPTION WORKSHEET: Chair Vaughan noted changes that have been made to the Program Description Worksheet including the addition of the following fields : "Number of people who work on program?" "How often is this service performed? "How much time does it take to perform the service?" "Is special equipment required to perform service?" INCENTIVES FOR REVENUE GENERATION OR SUGGESTIONS: Alderperson Farrell reported that Cornell University has another program similar to an exemplary employee program. All employees are given nomination forms and may nominate other employees for outstanding performance based on established criteria. An employee based nominating committee and screening committee has been created and membership is rotated annually. Awards include $300 for the employee and a breakfast for the department in which the employee works . The UAW did not object to this program. Alderperson Farrell further noted that a program like this would need to be developed with City staff members to make it meaningful and successful . Alderperson Shenk suggested that Common Council set a maximum amount to spend and refer the project to IMPACT or another employee based committee to develop. Chair Vaughan and Alderperson Taylor are working on a plan to address the expectations of departments who create new, and sustaining, revenue generation initiatives . Further discussion on this item was referred to the next meeting. BUILDING DEPARTMENT PRESENTATION: Building Commissioner Eckstrom and Deputy Building Commissioner Radke presented the following information: Based on a comparable data study completed by Building Department staff, the City of Ithaca Building Department is one of the most efficiently run departments in the country compared to cities of comparable size. Building Commissioner Eckstrom stressed that good, and effective Code enforcement is the key to economic development, and successful neighborhoods . Alderperson Blumenthal noted that a community based peer group worked with City staff in 1991 to assist the Building Department in becoming consumer oriented, and in making improvements to the permitting system. Building Commissioner Eckstrom noted that as a result of the work of that peer group, the "turn-around" time for building permits is now two weeks. He further stressed that the Building Department staff is supportive of building developers and also spends a lot of time assisting non-professional developers . The Building Department encourages potential developers to discuss their proposed projects in the early stages and has established office hours from 8 : 00 - 10 : 00 am, Monday - Friday, for the Deputy Building Commissioner to meet with people to discuss their projects . 2 r ` Housing Inspections Deputy Building Commissioner Radke reported that other municipalities do not conduct owner-occupied inspections . She further noted that she supports owner-occupied inspections as it discourages deteriorated housing, which results in a healthy tax base. The City of Ithaca Municipal Code requires the Building Commissioner to inspect owner-occupied units at least every five years . Owner-occupied inspections are not viewed favorably by homeowners, but they are a fire prevention measure, and mortgage lenders require inspections for real-estate transactions . Due to the need to prioritize staff resources, the 3 year inspection cycle of rental property takes precedence over owner-occupied inspections . Alderperson Farrell recommended that the City charge separately for owner-occupied inspections . BUILDING DEPARTMENT SOFTWARE: Building Commissioner Eckstrom reported that Geodemographics Inc. , is developing a software application for the Building Department which will be a key to improved departmental efficiency and record tracking. The visual basic programming language has been written, the data structures have been designed, additional modules are being prepared, and beta-testing will begin shortly. The Building Department is hoping to run dual software systems in March. Building Commissioner Eckstrom further noted that he is planning to replace departmental computers on a three year cycle. It was recommended that Common Council establish a city-wide computer equipment replacement schedule. BUILDING INSPECTIONS: Deputy Building Commissioner Radke noted that each Inspector in the Building Department would have to complete approximately 5. 99 inspections per day to accomplish everything that the City Code requires. Currently, Inspectors are completing approximately 3 . 99 inspections per day. Deputy Building Commissioner Radke suggested that a chart may be useful for the Committee to review various options such as : 3 If an additional Inspector is hired, how many more inspections can be completed? If rental housing was inspected on a four year cycle as opposed to a three year cycle, how many more inspections can be completed? If the Department did not inspect owner-occupied housing, how many more inspections can be completed? If existing conditions in properties were noted, could certain properties be inspected on a more frequent/or less frequent schedule than other properties? Extensive discussion followed on the floor regarding current inspection cycles and staffing levels. DEPARTMENTAL ALTERNATIVES: Chapter C Program Mayor Cohen reported that the report generated on the proposed Chapter C Inspection program has been submitted to him for review. Chapter C includes maintenance for existing commercial buildings . Deputy Building Commissioner Radke explained that currently the Fire Department only inspects assembly buildings such as restaurants, theaters, etc. It is difficult for IFD staff to perform these inspections as current staffing levels and rotating schedules require firefighters to leave inspections for fire calls if needed and does not allow for consistency in the program. Consolidation of inspection services to one agency may be a viable option. Plan Review Mayor Cohen requested further information on a Self- Certification of Plans Program that has been instituted in New York City. Building Commissioner Eckstrom explained that the New York City Building Commissioner decided that he wanted to crack down on contractors working without building permits . He instituted a self-certification program in which developers could bring in an architect' s statement that verified that the project complied with all of the City' s codes, and receive a building permit. The New York City Building 4 Department randomly reviews 40-45% percent of the submitted plans . Building Commissioner Eckstrom stated that he is not in favor of this program based on his experience with design professionals. Deputy Building Commissioner Radke explained the process of plan review, and stated that major problems could arise with construction projects that have not been subjected to plan review. REVENUE GENERATION: Building Commissioner Eckstrom recommended the following increases in fees that were approved with the 1998 budget: Building Permits Fees - increase to $6. 00 per $1, 000 or fraction thereof Requested inspections outside normal hours - $45 Additional Plan Review - $35 Certificates of Occupancy - $35 Temporary Certificates of Occupancy - $35 Demolition Work - $6. 00 per $1, 000 or fraction thereof Potential New Fees: Out of Town Electrical Contractors - $100 Use Variance Application Fees - $200 Non-compliance Fee - either double the price of the building permit or the issuance of an appearance ticket and corresponding penalty ADJOURNMENT: On a motion the meeting adjourned at 5: 40 pm. 5 r PROGRAM ANALYSIS COMMITTEE PROCEEDINGS MARCH 9, 1998 7 :30 PM PRESENT: Chair Vaughan Vice-Chair Cohen Alderpersons : (7) Blumenthal, Farrell, Sams, Manos, Shenk, Spielholz, Taylor OTHERS PRESENT: City Prosecutor - Falkson City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Systems Administrator - Kinne City Chamberlain - Parsons Fire Chief - Wilbur EXCUSED: Alderperson Marcham SPECIAL MEETING: Chairperson Vaughan noted that there will be a Special • Common Council meeting preceding the March 23, 1998 Program Analysis Committee meeting at 3 : 30 p.m. to discuss and vote on the TCAT appointments . ADDITIONS TO OR DELETIONS FROM THE AGENDA: Chairperson Vaughan requested the deletion of the Interim Report on Computer Policies . No member objected. Chairperson Vaughan further noted the revised scheduling of presentations to accommodate Superintendent Gray and Police Chief Basile' s schedules . REPORT OF CHAIR Chairperson Vaughan reported that she and Alderperson Taylor have met with City Controller Cafferillo and Fire Chief Wilbur to discuss the expectations of departments that create new and sustaining revenues . A meeting with Building Commissioner Richard Eckstrom is scheduled for March 10, 1998 . A report will be forthcoming. Summary/Recall - Chairperson Vaughan noted that she would like to implement summary/recall sessions after every three (3) or four (4) presentations to summarize what has been learned, to recall staff members to address unanswered questions, and to make recommendations . She asked for any recommendations, comments and/or suggestions . It was recommended that the City Clerk compile a log of questions for the Committee to address, as well as a log of recommendations made by the Committee. CITY PROSECUTOR'S REPORT: City Prosecutor Linda Falkson outlined the crimes under her jurisdiction and highlighted what she considered the most important items . Drug crimes - 243 cases in 1997 She described the general process of a prosecution, emphasizing the determinations she must make whether to offer a treatment or incarceration type of sentence . Criminal Cases - 2, 000+ Vehicle and Traffic Cases - 6, 000+ Collaborative Efforts: - City Prosecutor Falkson noted her interaction with the Neighborhood Watch programs, the Community Drug Task Force, the City of Ithaca Drug Task Force, and the Criminal Justice Committee. Domestic Violence Crimes: - City Prosecutor Falkson noted that she spends a great deal of time in the prosecution of domestic violence crimes . She prosecuted 126 cases in 1997 . The service she provides attempts to make the victims of these crimes safer through referrals to the Task Force for Battered Women and other agencies, and by properly sanctioning defendants by seeking convictions and sentences which may include incarceration, probation and treatment through the DOORS program. Prosecutor Falkson conducts outreach in this area as well . She is a member of the Domestic Violence Investigation Team, and is actively involved with enhancing prosecution without requiring victims to testify with the assistance of the preservation of 911 tapes and photographs . A pamphlet has been prepared to offer information regarding agencies and services available in this area. Vehicle & Traffic Violations: Fines are mandatory for this type of violation. In 1994, $108 , 838 in fines was collected. Deputy City Prosecutor Sherman spends most of his time prosecuting vehicle and traffic violations and quality of life violations, which are approximately 300-400 cases per year. Violent Crimes - non-domestic: - City Prosecutor addresses treatment needs, criminal histories, etc. The Tompkins County Crime Victims Assistance Program will assist victims of violent crimes in regards to perpetrator restitution, crime victims' advocacy and counseling. Property Crimes - This includes petty larceny, stolen property, etc. Restitution to crime victims is always attempted. Many crimes are inter-related; therefore the City Prosecutor sees her position as discerning how to prosecute individual cases . Public and Interoffice Services and Community Education City Prosecutor Falkson believes she has an obligation to keep communication open with the police department and individual officers as victims frequently call asking for the status of their case and other pertinent information. She also teaches seminars for area merchants on shoplifting, trains volunteers at the Task Force for Battered Women regarding how a victim receives an order of protection in a criminal court and in family court, and provides training for the Tompkins County Domestic Violence Legal Education Forum on domestic violence . Alderperson Sams asked if the City Prosecutor' s Office keeps statistics on how many drug related crimes are committed by people from out of town. City Prosecutor Falkson responded that she did not keep such statistics . Alderperson Sams asked if we know how many defendants are repeat offenders and how many are in the drug court program. City Prosecutor Falkson reported that there are approximately 40 people in the Drug Court program. No information was available on repeat offenders . City Prosecutor Falkson reported that Police Officer Ostrander transports drugs to the Port Crane Crime Lab to confirm the composition of drug substances . The turn around time for evidence testing has dropped in half due to the efforts of Officer Ostrander. Alderperson Sams asked about the coordination of training with the Community Police Board and the public on Police Procedures as well as proper arrest procedure training for Police Officers. Prosecutor Falkson noted that she would like to work closely with the Police Department on these topics . Alderperson Farrell noted that many of the items Prosecutor Falkson mentioned seemed to be integrated with other departmental programs and budgets . Is there a way to reflect the complete cost of specific programs? Alderperson Blumenthal inquired about the pros and cons of turning the prosecution of crimes over to the Tompkins County District Attorney' s Office . Prosecutor Falkson responded by mentioning that the District Attorney handles murder, rape, burglaries, and other felony cases, as well as some misdemeanor and criminal violations . She feels that if the City Prosecutor' s Office was abolished that the quality of life issues and vehicle and traffic violations would not receive the level of attention that City residents expect . The City receives approximately $127, 000 annually in fines, which would be drastically reduced if the District Attorney prosecuted these cases. Alderperson Blumenthal asked, if there were legal requirements regarding the transportation of evidence. Prosecutor Falkson replied that during trials the chain of custody of evidence materials must be reported: the transporter has to testify in court regarding transportation, the chemist must testify, etc. Therefore it makes sense to have a Police Officer provide the transportation of evidence. Alderperson Shenk asked if the City does seizure of property related to drug forfeitures . Prosecutor Falkson reported that seizures can only be conducted at the felony level, which is prosecuted at the County level . The City does receive a small percentage of the seizures . Alderperson Manos asked how long it takes to prosecute a crime . Prosecutor Falkson replied that violations are not usually in the system for more than a few months . A misdemeanor crime can take as long as six months . Jury trial terms are conducted every couple of months . Time lengths vary with the number of trials being carried out at the same time. • Alderperson Shenk asked about how Prosecutor Falkson makes the determination as to who handles a particular case. When and where is it determined whether a drug crime is a possession or a sale? How is a crime considered a felony? Prosecutor Falkson explained that the police officer or investigator makes the initial charging decisions . All charges are statutory. The Prosecutor' s Office only has one computer for three people to use and conduct significant research. A second computer has been purchased, but is not set up yet . Chairperson Vaughan asked about On-line services . If there was a combination effort with the City Attorney' s office would Westlaw be of service to the Prosecutor' s Office. City Prosecutor Falkson agreed that such a service would be beneficial . She has a couple of Interns who have access to the Internet and do research at the Cornell University libraries . The Supreme Court in the Tompkins County Courthouse has a small library for research possibilities and Deputy Prosecutor Sherman has some research capability at his private office . Prosecutor Falkson will check on the price of the packages . Chairperson Vaughan noted that the Committee would like to see the Prosecutor' s Office set quantifiable goals and report on the results of those goals next year. Discussion followed on the floor regarding collection of fines and where the collected moneys are budgeted. CITY CHAMBERLAIN'S OFFICE: City Chamberlain Debra Parsons presented the following information from the Chamberlain' s Office: Tax Collection The Chamberlain' s Office collects - City 1st and 2nd property tax installments - County Taxes - Delinquent School taxes, and - Enforces the collection of city taxes and school taxes The goal of the Chamberlain' s Office is to 1) Provide information to the public regarding: Delinquent School taxes Tax searches Tax info Penalty calculations Mailing receipts and copies of receipts Liens on property converged to re-levy to be included in the city tax bills in January. 2) Make sure the money is collected and processed as quickly as possible. City taxes: 3 . 5 million -collected by 2/3/98 County Taxes : 4 .2 million -collected by 2/3/98 all money was invested by 2/5/98 3) Provide timely and complete information to those who request it . In 1996 1, 000 tax searches were conducted, and 610 tax searches were completed in 1997 . To date, City tax collection is a manual process . The Chamberlain' s Office expects to install the MUNIS module when it is complete. Price comparisons have been completed and the other companies are approximately 7-8 times higher than the contractual price with MUNIS. The MUNIS system will allow the Chamberlain' s Office to do electronic posting, balancing, and searching by property. There are provisions in real property tax law to allow for electronic posting. Alderperson Shenk asked how much time the MUNIS system would save. City Chamberlain Parsons responded that to be able to search by property rather than by tax number will result in tremendous savings of time. They expect a great deal of time savings not only with the posting issues but also in the balancing issues, because the roles and cash receipts need to be balanced at the end of each day. However, she pointed out that switching to an electronic program would be a huge time commitment in the beginning. All the departments who have access are using the MUNIS system for their financial records . There is a possibility the Chamberlain' s Office may have MUNIS by 1999 . The Chamberlain' s Office receives approximately $5, 000 annually from Tompkins County for County tax collection. The City receives approximately $50, 000 annually in penalties and interest on school tax bills . Water and Sewer Bill Collection City Chamberlain' s office collects approximately 1, 700 water and sewer bill per month for 12 months a year. A third of the City is billed every month, everyone receives quarterly billing. This involves : Entering the readings into the computer system, Handling address changes, Accepting payments, Answering questions about increased consumption, Making bill adjustments as necessary, Speaking with people about their penalties when the bills aren' t paid, Providing information to the Water and Sewer Department about consumption, Recording names, addresses and billing histories . Water turn-offs . If someone has two delinquent bills and is going on the third delinquent bill, the Chamberlain' s Office notifies them that their water can be turned off . Water and Sewer bills can be turned into liens on property. The Chamberlain' s Office has matched water services with property address and tax map numbers . A lot of hours have been committed to this project to allow the information to be integrated into the MUNIS billing system which will be on line in the near future. There was a question regarding electronic meter readings . Radio controlled meters are already in place in some areas . The goal is to conduct physical readings with equipment similar to what NYSEG uses. This information will be downloaded into the system. City Chamberlain Parsons noted that she does not believe that there will be a significant time saving available in this process . Alderperson Blumenthal asked about the user-friendliness of Ithaca' s water bills . Chamberlain Parsons responded the bills would remain in the postcard form however a new printing format will be instituted. Parking Lot Revenue Collection Approximately $1, 000 a day is collected in the various parking lots . The parking fees are submitted to the Chamberlain' s office to be deposited. The new parking lot equipment allows for improved internal controls and audits . No significant drop has been noticed in revenues in conjunction with the closing of Woolworth' s . The question was raised whether the parking equipment would be upgraded at the Dryden Road Parking Garage. City Chamberlain Parsons responded that the Dryden Road Garage equipment is much newer, than the equipment that was replaced in the Woolworth Lot . There is an intention to review the Dryden Road equipment for alternatives to the present system. Parking Violations The Police Department issues approximately 70, 000 parking tickets per year, approximately 5096+ are issued using hand- held ticket writer system. The rest are hand written and are put into the system manually. The Chamberlain' s Office maintains records, processes payments, collects and enforces the payments . They have a variety of enforcement techniques : appeals, scofflaws, collections, tag and tow for more than five unpaid parking tickets after notice . The MUNIS parking ticket module is due in late spring. The City is working with the company to develop the program. An equitable way to distribute moneys collected from violation fees is that late payments and penalties ($150, 000) , should go to Chamberlain' s while fines should go to IPD. Cash Management The Chamberlain' s Office provides support for funding payrolls, capital project payments, accruing interest on 170 accounts and investments, and balancing accounts 13 checking accounts and 14 savings accounts . Partial reconciliation (electronic) is available through Tompkins County Trust Company. She is negotiating with the bank right now. This has not been done previously because the two systems (TCTC and the City' s) have not been compatible . They are much closer now. The Chamberlain' s Office also provides backup support to the accounting, budgeting, and payroll systems for the Controller' s Office. City Chamberlain Parsons recommended merging the parking violations budget with the Chamberlain' s budget . ADJOURNMENT: On a motion the meeting adjourned at 10 : 00 p.m. • To: Senior Staff From: Pat Vaughan, Chairperson, Progr. •.lysis Committee Date: March 13, 1998 Subject: Computer Inventory As part of the Program Analysis Committee's work, we have put together a group to examine some aspects of the city's computer policy. This subcommittee has three members: Rick Gray, Doc Kinne, and me. In particular, we would like to explore replacement/upgrade policies within departments and also across departments, and to do this, we need accurate information on what computer equipment is actually in each department. I realize that we have asked you to give us this information as part of your department's appearance at the Program Analysis Committee,but we would like you to send this to the subcommittee in advance of your scheduled presentation. In fact, we'd like to have it by Friday, March 20, 1998. When we received an equipment list from the Controller's department, we realized that these files were no longer up to date. We will pass your information on to Steve Thayer so that he can update his files. A spread sheet format is probably most useful, but because we would like so much information, you may want to print this on an 1 1 x 17 sheet or to use two pages. Try to use a readable type size. We appreciate your help. Here's what we would like to know: Name of current user Computer's departmental name (Mickey Mantle, Marilyn Monroe, etc.) Manufacturer Serial number CPU (Pentium II-300, 486/66, etc.) Hard drive size RAM 3.5 floppy (yes/no) 5.25 floppy (yes/no) CD ROM (yes/no) Other accessory (describe) Year acquired Cost to acquire (if you can find this easily) Warranty remaining, if any Operating System now used Monitor Size How this computer is used (CAD, email, spreadsheets, word processing, etc.) Revised AGAIN 3/17/98 PROGRAM ANALYSIS COMMITTEE Changes are underlined SCHEDULE OF PRESENTATIONS February 9, 7:30 p.m. Clerk's Office Controller's Office February 23, 3:30 p.m. Building Department March 9, 7:30 p.m. Prosecutor's Office Chamberlain March 23, 3:30 p.m. Mayor's Office Summary/Recall April 13, 7:30 p.m. Fire Department April 27, 3:30p.m. Youth Bureau May 11, 7:30 p.m. Youth Bureau, continued May 26, 3:30 p.m. NOTE THE DATE CHANGE FROM MONDAY TO TUESDAY Youth Bureau, continued, if extra time is needed Summary/Recall June 8, 7:30 p.m. Department of Public Works June 22, 3:30 p.m. Police Department July 13, 7:30 p.m. Department of Public Works, continued Citywide Purchasing July 27, 3:30 p.m. Department of Public Works, continued Personnel Department August 10, 7:30 p.m. Police Department, continued Attorney Summary/Recall August 24, 3:30 p.m. Planning Department Summary/Recall September 8, 7:30 p.m. PLEASE NOTE THE TIME CHANGE TO TUESDAY Extra meeting if needed to clear up unfinished business presentsched.doc. PROGRAM ANALYSIS COMMITTEE MONDAY, MARCH 23 1998 3:30 P.M. COMMON COUNCIL CHAMBERS AGENDA A. Amendments to today's agenda B. Report of the Chair/Vice-Chair C. Possible report- subcommittee on revenue expectations D. Appointment of a subcommittee to study the feasibility of a community survey E. Today's presentations/questions to departments Mayor's Office - A. Cohen F. Further questions on previous presentations G. Summary statements on previous presentations H. Recommendations from this Committee Handouts in this packet: Revised Presentation Schedule PROGRAM ANALYSIS COMMITTEE PROCEEDINGS MARCH 17, 1998 7 :30 PM PRESENT: Chair Vaughan Vice-Chair Cohen Alderpersons : (7) Blumenthal, Farrell, Sams, Manos, Shenk, Spielholz, Taylor OTHERS PRESENT: City Prosecutor - Falkson City Clerk - Conley Holcomb City Controller - Cafferillo Deputy City Controller - Thayer Systems Administrator - Kinne City Chamberlain - Parsons Fire Chief - Wilbur EXCUSED: Alderperson Marcham SPECIAL MEETING: Chairperson Vaughan noted that there will be a Special Common Council meeting preceding the March 23, 1998 Program Analysis Committee meeting at 3 : 30 p.m. to discuss and vote on the TCAT appointments . ADDITIONS TO OR DELETIONS FROM THE AGENDA: Chairperson Vaughan requested the deletion of the Interim Report on Computer Policies . No member objected. Chairperson Vaughan further noted the revised scheduling of presentations to accommodate Superintendent Gray and Police Chief Basile' s schedules . REPORT OF CHAIR Chairperson Vaughan reported that she and Alderperson Taylor have met with City Controller Cafferillo and Fire Chief Wilbur to discuss the expectations of departments that create new and sustaining revenues . A meeting with Building Commissioner Richard Eckstrom is scheduled for March 10, 1998 . A report will be forthcoming. Summary/Recall - Chairperson Vaughan noted that she would like to implement summary/recall sessions after every three (3) or four (4) presentations to summarize what has been learned, to recall staff members to address unanswered questions, and to make recommendations . She asked for any recommendations, comments and/or suggestions . It was recommended that the City Clerk compile a log of questions for the Committee to address, as well as a log of recommendations made by the Committee. CITY PROSECUTOR' S REPORT: City Prosecutor Linda Falkson outlined the crimes under her jurisdiction and highlighted what she considered the most important items . Drug crimes - 243 cases in 1997 She described the general process of a prosecution, emphasizing the determinations she must make whether to offer a treatment or incarceration type of sentence. Criminal Cases - 2, 000+ Vehicle and Traffic Cases - 6, 000+ Collaborative Efforts: - City Prosecutor Falkson noted her interaction with the Neighborhood Watch programs, the Community Drug Task Force, the City of Ithaca Drug Task Force, and the Criminal Justice Committee. Domestic Violence Crimes : - City Prosecutor Falkson noted that she spends a great deal of time in the prosecution of domestic violence crimes . She prosecuted 126 cases in 1997 . The service she provides attempts to make the victims of these crimes safer through referrals to the Task Force for Battered Women and other agencies, and by properly sanctioning defendants by seeking convictions and sentences which may include incarceration, probation and treatment through the DOORS program. Prosecutor Falkson conducts outreach in this area as well . She is a member of the Domestic Violence Investigation Team, and is actively involved with enhancing prosecution without requiring victims to testify with the assistance of the preservation of 911 tapes and photographs . A pamphlet has been prepared to offer information regarding agencies and services available in this area. Vehicle & Traffic Violations: Fines are mandatory for this type of violation. In 1994, $108, 838 in fines was collected. Deputy City Prosecutor Sherman spends most of his time prosecuting vehicle and traffic violations and quality of life violations, which are approximately 300-400 cases per year. Violent Crimes - non-domestic: - City Prosecutor addresses treatment needs, criminal histories, etc. The Tompkins County Crime Victims Assistance Program will assist victims of violent crimes in regards to perpetrator restitution, crime victims' advocacy and counseling. Property Crimes - This includes petty larceny, stolen property, etc. Restitution to crime victims is always attempted. Many crimes are inter-related; therefore the City Prosecutor sees her position as discerning how to prosecute individual cases . Public and Interoffice Services and Community Education City Prosecutor Falkson believes she has an obligation to keep communication open with the police department and individual officers as victims frequently call asking for the status of their case and other pertinent information. She also teaches seminars for area merchants on shoplifting, trains volunteers at the Task Force for Battered Women regarding how a victim receives an order of protection in a criminal court and in family court, and provides training for the Tompkins County Domestic Violence Legal Education Forum on domestic violence. Alderperson Sams asked if the City Prosecutor' s Office keeps statistics on how many drug related crimes are committed by people from out of town. City Prosecutor Falkson responded that she did not keep such statistics . Alderperson Sams asked if we know how many defendants are repeat offenders and how many are in the drug court program. City Prosecutor Falkson reported that there are approximately 40 people in the Drug Court program. No information was available on repeat offenders . City Prosecutor Falkson reported that Police Officer Ostrander transports drugs to the Port Crane Crime Lab to confirm the composition of drug substances . The turn around time for evidence testing has dropped in half due to the efforts of Officer Ostrander. Alderperson Sams asked about the coordination of training with the Community Police Board and the public on Police Procedures as well as proper arrest procedure training for Police Officers . Prosecutor Falkson noted that she would like to work closely with the Police Department on these topics . Alderperson Farrell noted that many of the items Prosecutor Falkson mentioned seemed to be integrated with other departmental programs and budgets . Is there a way to reflect the complete cost of specific programs? Alderperson Blumenthal inquired about the pros and cons of turning the prosecution of crimes over to the Tompkins County District Attorney' s Office. Prosecutor Falkson responded by mentioning that the District Attorney handles murder, rape, burglaries, and other felony cases, as well as some misdemeanor and criminal violations . She feels that if the City Prosecutor' s Office was abolished that the quality of life issues and vehicle and traffic violations would not receive the level of attention that City residents expect . The City receives approximately $127, 000 annually in fines, which would be drastically reduced if the District Attorney prosecuted these cases . Alderperson Blumenthal asked, if there were legal requirements regarding the transportation of evidence. Prosecutor Falkson replied that during trials the chain of custody of evidence materials must be reported: the transporter has to testify in court regarding transportation, the chemist must testify, etc. Therefore it makes sense to have a Police Officer provide the transportation of evidence. Alderperson Shenk asked if the City does seizure of property related to drug forfeitures . Prosecutor Falkson reported that seizures can only be conducted at the felony level, which is prosecuted at the County level. The City does receive a small percentage of the seizures . Alderperson Manos asked how long it takes to prosecute a crime. Prosecutor Falkson replied that violations are not usually in the system for more than a few months . A misdemeanor crime can take as long as six months . Jury trial terms are conducted every couple of months . Time lengths vary with the number of trials being carried out at the same time. Alderperson Shenk asked about how Prosecutor Falkson makes the determination as to who handles a particular case. When and where is it determined whether a drug crime is a possession or a sale? How is a crime considered a felony? Prosecutor Falkson explained that the police officer or investigator makes the initial charging decisions . All charges are statutory. The Prosecutor' s Office only has one computer for three people to use and conduct significant research. A second computer has been purchased, but is not set up yet . Chairperson Vaughan asked about On-line services . If there was a combination effort with the City Attorney' s office would Westlaw be of service to the Prosecutor' s Office. City Prosecutor Falkson agreed that such a service would be beneficial . She has a couple of Interns who have access to the Internet and do research at the Cornell University libraries . The Supreme Court in the Tompkins County Courthouse has a small library for research possibilities and Deputy Prosecutor Sherman has some research capability at his private office. Prosecutor Falkson will check on the price of the packages . Chairperson Vaughan noted that the Committee would like to see the Prosecutor' s Office set quantifiable goals and report on the results of those goals next year. Discussion followed on the floor regarding collection of fines and where the collected moneys are budgeted. CITY CHAMBERLAIN' S OFFICE: City Chamberlain Debra Parsons presented the following information from the Chamberlain' s Office: Tax Collection The Chamberlain' s Office collects - City 1st and 2nd property tax installments - County Taxes - Delinquent School taxes, and - Enforces the collection of city taxes and school taxes The goal of the Chamberlain' s Office is to 1) Provide information to the public regarding: Delinquent School taxes Tax searches Tax info Penalty calculations Mailing receipts and copies of receipts Liens on property converged to re-levy to be included in the city tax bills in January. 2) Make sure the money is collected and processed as quickly as possible. City taxes : 3 . 5 million -collected by 2/3/98 County Taxes : 4 . 2 million -collected by 2/3/98 all money was invested by 2/5/98 3) Provide timely and complete information to those who request it. In 1996 1, 000 tax searches were conducted, and 610 tax searches were completed in 1997 . To date, City tax collection is a manual process . The Chamberlain' s Office expects to install the MUNIS module when it is complete. Price comparisons have been completed and the other companies are approximately 7-8 times higher than the contractual price with MUNIS. The MUNIS system will allow the Chamberlain' s Office to do electronic posting, balancing, and searching by property. There are provisions in real property tax law to allow for electronic posting. Alderperson Shenk asked how much time the MUNIS system would save. City Chamberlain Parsons responded that to be able to search by property rather than by tax number will result in tremendous savings of time. They expect a great deal of time savings not only with the posting issues but also in the balancing issues, because the roles and cash receipts need to be balanced at the end of each day. However, she pointed out that switching to an electronic program would be a huge time commitment in the beginning. All the departments who have access are using the MUNIS system for their financial records . There is a possibility the Chamberlain' s Office may have MUNIS by 1999. The Chamberlain' s Office receives approximately $5, 000 annually from Tompkins County for County tax collection. The City receives approximately $50, 000 annually in penalties and interest on school tax bills . Water and Sewer Bill Collection The City Chamberlain' s office collects approximately 1, 700 water and sewer bill per month for 12 months a year. A third of the City is billed every month, everyone receives quarterly billing. This involves : Entering the readings into the computer system, Handling address changes, Accepting payments, Answering questions about increased consumption, Making bill adjustments as necessary, Speaking with people about their penalties when the bills aren' t paid, Providing information to the Water and Sewer Department about consumption, Recording names, addresses and billing histories . Water turn-offs . If someone has two delinquent bills and is going on the third delinquent bill, the Chamberlain' s Office notifies them that their water can be turned off. Water and Sewer bills can be turned into liens on property. The Chamberlain' s Office has matched water services with property address and tax map numbers. A lot of hours have been committed to this project to allow the information to be integrated into the MUNIS billing system which will be on line in the near future. There was a question regarding electronic meter readings . Radio controlled meters are already in place in some areas . The goal is to conduct physical readings with equipment similar to what NYSEG uses. This information will be downloaded into the system. City Chamberlain Parsons noted that she does not believe that there will be a significant time saving available in this process . Alderperson Blumenthal asked about the user-friendliness of Ithaca' s water bills . Chamberlain Parsons responded the bills would remain in the postcard form however a new printing format will be instituted. Parking Lot Revenue Collection Approximately $1, 000 a day is collected in the various parking lots . The parking fees are submitted to the Chamberlain' s office to be deposited. The new parking lot equipment allows for improved internal controls and audits . No significant drop has been noticed in revenues in conjunction with the closing of Woolworth' s . The question was raised whether the parking equipment would be upgraded at the Dryden Road Parking Garage. City Chamberlain Parsons responded that the Dryden Road Garage equipment is much newer, than the equipment that was replaced in the Woolworth Lot . There is an intention to review the Dryden Road equipment for alternatives to the present system. Parking Violations The Police Department issues approximately 70, 000 parking tickets per year, approximately 50%+ are issued using hand- held ticket writer system. The rest are hand written and are put into the system manually. The Chamberlain' s Office maintains records, processes payments, collects and enforces the payments . They have a variety of enforcement techniques : appeals, scofflaws, collections, tag and tow for more than five unpaid parking tickets after notice. The MUNIS parking ticket module is due in late spring. The City is working with the company to develop the program. An equitable way to distribute moneys collected from violation fees is that late payments and penalties ($150, 000) , should go to Chamberlain' s while fines should go to IPD. Cash Management The Chamberlain' s Office provides support for funding payrolls, capital project payments, accruing interest on 170 accounts and investments, and balancing accounts 13 checking accounts and 14 savings accounts . Partial reconciliation (electronic) is available through Tompkins County Trust Company. She is negotiating with the bank right now. This has not been done previously because the two systems (TCTC and the City' s) have not been compatible. They are much closer now. The Chamberlain' s Office also provides backup support to the accounting, budgeting, and payroll systems for the Controller' s Office. City Chamberlain Parsons recommended merging the parking violations budget with the Chamberlain' s budget . ADJOURNMENT: On a motion the meeting adjourned at 10 : 00 p.m. PROGRAM ANALYSIS COMMITTEE PROCEEDINGS MARCH 23, 1998 3:30 P.M. PRESENT: Chair Vaughan Vice-Chair Cohen Alderpersons (9) Farrell, Blumenthal, Marcham, Sams, Manos, Shenk, Taylor, Gray, Spielholz OTHERS PRESENT: City Clerk - Conley Holcomb REPORT OF REVENUE GENERATION INITIATIVES: Alderperson Vaughan noted that the report of revenue generation initiatives recommends that departments receive a portion of new and sustainable revenues . PRESENTATION OF NETWORK ADMINISTRATOR' S OFFICE: Network Administrator Kinne presented the following information: Account 3510 - Departmental Support - $24, 534 . Departmental support takes about 40% of the Network Administrator' s time. This will increase as usage of the computer network increases . The department is looking into remote diagnostics, publications such as frequently asked questions, and upgraded training programs . Account 3511 - General Administration - $9, 628 -This is about 10% of the Network Administrator' s time. This is a catchall account that consists of items such as hooking up printers and attending meetings of the Electronic Futures Committee and the Partnership for an Electronic Future. Account 3512 - Network Administration/Planning and Development - $13, 501 - This consists of making user accounts, deleting user accounts, printing, security overviews, installation/design of the Novel Network and the internet TCPIP Network. The year 2000 issues are also incorporated in this program. The Youth Bureau and GIAC are now on the network. Streets and Facilities and Water and Sewer will be next . Account 3513 - Training Support - 8, 573 - This includes assessing training needs, curriculum development, lectures and seminars . Account 3514 - Web Development and Support - $8, 417 - This consists of basic web server maintenance, web site design, coordinating/consulting with departments on their web sites, coordinating web site updates from departments, and researching advanced web technology. MAYOR' S OFFICE: Mayor Cohen presented the following information: Account 3500 - Policy - $39, 000 - This includes attending meetings, NYCOM conferences, meeting with various New York State representatives, and general policy making. Account 3501 - Administration - $29, 328 - This includes presiding over meetings, supervision, making appointments, etc. Account 3502 - Constituent Outreach - $13, 411 - The Mayor' s Office receives between 35-50 calls per day. Outreach also includes the Op-Ed page in the newspaper, production of the cable show, and doing a monthly TV appearance on News Center 7 . Account 3503 - Ceremonial - $8, 006 - This includes speaking engagements, ribbon cuttings, and other duties associated with the Mayor' s Office. ADJOURNMENT: On a motion the meeting was adjourned at 5: 30 P.M. DRAFT DRAFT DRAFT Program Analysis Committee Purpose: To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenue associated with each program as it is presented to Council for consideration for funding during the budget process. The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. How will the Committee use the information it gathers? 1) To inform Council about departmental activities and programs. 2) To provide a consistent method of examining programs across department lines that will provide Council with a basis for thoughtful comparison of costs and benefits of each program. 3) To work with departments to identify additional revenue initiatives and cost saving measures, and to help departments develop feasible revenue initiatives to a point where they can be implemented. 4) To summarize and analyze the information presented,to set priorities and make recommendations to the Mayor for incorporation into the budget for the next fiscal year. 5) To inform other Council Committees of its findings and the priorities that have been established, and to recommend that these be incorporated into the budget for the next fiscal year. I. What will we do? A. Gather information from departments 1) briefings by department heads and their deputies 2) briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with departments to identify new revenue and cost saving initiatives D. Present this information to the Mayor and to Council before budget season, accompanied by recommendations of various kinds 1. revenue generation opportunities 2. reorganization/combination of programs 3. most effective and most economical use of resources - labor, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible-with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated `98 purchases and explanation of how various items are used. C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters,titles, salaries, etc. F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I. An organization chart for each department, including names of current personnel in each job. Program Analysis Committee Purpose: To define City departmental programs in a consis�te�nt m e� r�``th� at 11 allow Council to understand the costs and benefits e€ emg eac program as it is presented to Council for consideration for funding. The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. Some of these analyses and recommendations may be used to support the Mayor's budget which is presented to Council. , a1 i.t I tea L1cl Got" I. What will we do? Val- ( per) J A. Gather information from departments 9 1) briefings by department heads and their deputies 2)briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required ,ivd j 5av,nc D1t C. Work with departments to identify evenue initiatives D. Present this information to the Mayor and to Council before budget season, .. I . IS'- accompanied by recommendations of various kinds 1. revenue generation opportunities 2. res 'ganization/co bina s'o o ro s 3. most efective u o Ne o urces - a or, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones yeD/GioL, Doz�Qp1,C-t-L� / C. Comparative data as possible - with explanations �- (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on ✓ department replacement schedule B. Computer inventory, including anticipated `98 purchases and explanation of how various items are used. C. Information on labor contracts for each department 4" D. Current budget in program format ✓ E. Personnel information: rosters,titles, salaries, etc.` F. Goals in some kind of quantifiable format} G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue's I. An organization chart for your department, including names of current ✓ personnel in each job. Program Analysis Committee Purpose: To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenue associated with each pro- gram as it is presented to Council for consideration for funding during the budget process. The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. How will the Committee use the information it gathers? 1) To inform Council about departmental activities and programs. 2) To provide a consistent method of examining programs across department lines that will provide Council with a basis for thoughtful comparison of costs and benefits of each program. 3) To work with departments to identify additional revenue initiatives and cost saving measures, and to help departments develop feasible revenue initiatives to a point where they can be implemented. 4) To summarize and analyze the information presented,to set priorities and make recommendations to the Mayor for incorporation into the budget for the next fiscal year. 5) To inform other Council Committees of its findings and the priorities that have been `./ established, and to recommend that these be incorporated into the budget for the next fiscal year. I. What will we do? A. Gather information from departments 1) briefings by department heads and their deputies 2)briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with department heads and employees to identify new revenue and cost saving initiatives and to solicit suggestions D. Present this information to the Mayor and to Council before budget season, accompanied by recommendations of various kinds 1. revenue generation opportunities 2. reorganization/combination of programs 3. most effective and most economical use of resources - labor, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible-with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated `98 purchases and explanation of how various items are used. C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters,titles, salaries, etc. F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I. An organization chart for each department, including names of current personnel in each job. Program Analysis Worksheet `"?ro ram Descri tion Department Program Program# Budget# What community needs does this program address?Briefly summarize any documentation of need or demand. What are the mission and goals of this program and how do they relate to the city's mission and goals? To whom are the services of the program provided? What are those services? What significant changes in the program,if any,are planned for 1998? Is there any other information Common Council should know about this program? C:\WINDOWS\DESKTOP\Program Description.doc Page 1 of 2 Program Analysis Worksheet Program Goals Department Program Program# Budget# Please list measurable 1998 goals which are appropriate for your department. If possible,show 1997 actual figures for the measures you list Goal 1997 Actual 1998 Goal 1999 Goal—Est. Define each measure and add additional comments In addition to the measures listed above,you may give a qualitative description of how well the program is meeting its goals, including comparisons with last year,this year and next year. C:\WINDOWS\DESKTOP\Program Description.doc Page 2 of 2 _. PROGRAM: Food -p,CC i a 4 -. „/.47 PROGRAM# , 1. What community need does this program address? Briefly summarize any documentation of need or demand Seniors wish to remain at home as long as possible. Provision of a daily nutritious need is essential to A prev et hpspitalization or institutionalization. In 1996, 5,865 more meals were served than in 1995. The only''home-delivered meal service in the County serves less than 25 people in a limited geographical area. In 1996, 68,613 meals were delivered to 510 homebound seniors. 25,411 meals were served to 356 seniors in congregate sites. 1,422 meals were served through Foodnet Select. Nutrition Education and Counseling were also provided. The 60+population increased 12.5%from 1980 to 1990 and is projected to increase 23%by 2005. 2. Iv7Tat are the mission and goals of this program and how do they relate to the County's mission and goals? To help the elderly remain in independent living as long as possible and appropriate through maintenance of healthy diet, opportunity for socialization and referrals to other needed services, thus improving the efficiency and coordination of health and human services. a-r i 3. To whom are the services provided? What are those services? County residents 60 years of age and older. Home-delivered a meals require documentation of Home-delivered meals, congregate meals, nutrition education and counseling, medical-physical need. 44' Seniors returning from hospital and/or receiving in-home care referral to other services. and/or becoming too frail to provide or otherwise obtain a meal for themselves. A small number of younger people receive home-delivered meals on a pay for service basis,and county residents under 60 with same criteria 4. What significant changes,if any,are planned for 1997? a. Foodnet continues to seek new space in the wake of the closing of Biggs A. b. Foodnet is reanalyzing its staffing patterns in order to maximize its ability to continue to provide a high quality service to increasing numbers of seniors. Needs emerging from this analysis are reflected in an over-traget request. 5. Is there any other information the Board of Representatives or public should know about? Foodnet solicits voluntary contributions from clients. In 1996, 5134,704 was contributed, an increase of 110 over 199f A variety of community organizations also contribute to the program in various ways. Number Page °� � 0106.. PROGRAM.D Oi TIO!► : Sheet 2 t f ... ......:. '' ':>.:. ,GRAM: Food — bkt', eE co k Thic. ) l /Ai(s PROGRAM# va, ,5-- t a6= v " . 4:4 ` yam - pimt� - - . 5 , - -ii- i '} -4:-.- x -51%.} , --4--,y' ' rt:-t & ' _A`.. "r d y ,sue .R` i �`, i 'i"° +. t'T547-�'a^&-_ a,« ` i.. s. ''3 '`t�-' `-',_s." '� .4, xj' _ �'.sT• t-i.r �,�.,. _.-'' ''':7-7•'.--7.i,' 9.s`':�-}�' �.a. 1 1998 Objective 1998•Objcctive • ? 1997 Jan June w/aut:Over- w/Over-Taiget Statistical Measures: 1996 Objective :•1996:Actual .Objective 1997 Actual Target Request Request L i 87,742 94,616 93,000 39,52a May) 93,000 96,000 y) 1. # of meals 2. 3. . tk v,-r, .__�., _z:.... .:• ..�c.;K t_.._. ate; _tr �-r-. ., i. Define each measure and add any additional comments: • Unit of service is each meal served. In addition to the measures above,you may give a qualitative description of how well the proeram is meeting its goals,including • comparisons among last year,this year,and next year. In 1996, 5,865 more meals were served than in 1995. Contributions from clients increase 11%. • N,,mhP- 1 Page r �� i J1n7 1 1 li .samiL;rsimisis,zm3swnmnwrmnnmwamamanuwiwswisisiissaiazaiww �.•' ::...:: ::v :.:.::::::::::.;.:.,...::v :..::�::•:::......;.•.y y •v: :i:Wf.Wrr'ii':i"::::::::..... ...::.::::: :::::::::.:i:?ii:gi:iiii'.}i:ii!i•:^i'Li:<C::.i:.;i::r:. .. :..:. .:. :.::. .. W. .:.x //Jf.f.W�: .q.f::.......:::::J,4i:;:iiJii:.........:...::::.::.....:..... .....:...... •. ::iFr::•ii:iiiii:::i•i::::::Q::':•r':Y.:i:ti i:ii;>::: : ../ •v}:y sfii F^::.J nir:• JJ '�� IX •. .J. :/. F.:{:p. J •:X:: ..fA. .../:........ { SJf.:...i'•.;iT.:::.J"•.�ti�FV.7-'f4/h'FJ, JllW�f J :... ......... .................. ..... .................................. PROGRAM:',Supportive Services. . :.:`PAT/[L 710 k T, 1 Ac t 410 ]PROGRAM# cReg0 ZOO 1. What community need does this program address? Briefly summarize any documentation of need or demand The County population increased 8.1%between 1980 and 1990. The sixty and older population increased by 12.7%, and is projected to increase by 23%by 2005. These services singly and/or in various combinations help seniors maintain themselves in independent living and with a decent quality of life. At the same time,the program is much less costly to the county and the taxpayer than the residential care placements or local income supplements available through Social Services. In 1977 over 2,738 seniors were served in this program. 2. What are the mission and goals of this program and how do they relate to the County's mission and goals? Maintenance of independent living for seniors as long as possible and appropriate as well as maintenance of a decent quality of life,thus improving the efficiency and coordinating of health and human service outcomes. 3. To whom are the services provided? What are those services? County residents 60 years of age and older needing health, safety and income a assistance Information,referral,public information,counseling to obtain support,benefits and Caregivers of seniors who are b functionally disabled services,employment,housing and legal assistance, in home visiting,mini-home \f 1 �\ 1 c Residents of Nursing Homes repairs,food shopping,socialization,help to obtain energy related home d improvements,workshops and support groups for caregivers,financial help for e adult day care,health insurance conseling and ombudsman services for residents of residential care facilities. 4. What significant changes,if any,are planned for 1997? a. Acceleration of bringing elder cottages and shared living residences into the community. b. Development of a"college experience"for developmentally disabled adults with the cooperation of TC3. c. Development of an integrated long term care community-based services data base. S. Is there any other information the Board of Representatives or public should know about? These funds provide for the administrative operation of the entire program; our current capacity is severely strained. I uxnbet , .. ——-- .'.1ir;' ''R'' 'il,,,5';•? ' •• .4 ) ...."." .' . " .10,--.....1. -•- iiry.yviAmr"..f:.-" - .. . .... ..,....,..4u-----.---'-;;-...-.-::::.:::-..:...... ..,,,,..„....,kaw,••••••••••,-„,...• " .. <:,.1„........„........:,..:...,......:"—•-•••••••••.,—..„::„,„......::::......v.4..3■Aws.isq§,y,x1wwwer- A.:::::Kox4&o....:7?.-•,--.m.,.2-.z. •,..::,6-1„,-...21.o,-n..e.k..?-: :::,.:::::i::::::::::::: , •- —`714r.'- -1;<1 --414777riti-44,.....;,.,:ier.4-5!PROGRAM -...0 DO - ----,---=-...,-,-,------=-,- - -----------r--- ----------.- .. ----- .. .- .:... -.- -*::::-.7'*S.. .:-..--.*:-:*•••—•-:::*•;*.....-.**:•,, . *--.-:.'" .7--:72. i.::-... `:,:-.."; - ...-.1-.-:-v;--,'-':--1-. :.:-.1; ;.$.':'f:'':-:e0.,,,-,V3 .4-.''-'-'..:-:.:-%':,;:- CA-'::..,:::::*: ,""i'.-'-:''..4..''', ':::ga;::4 :::..':-:',: 1:-"..i'.'5:"`:::4"i4' ..'':',',`, ',...-..5c%*.'-'7.•:.'. 0.%'''-:,,,:"..'.'2::i1;?6"i%;:-IM::::.01.°---- : .. , -. . -- , - , .."-. ...:-;....0;..00K,f4,..i:::::::::,,,..&;E*-::):...,e A - ......:-. ., . ...... ....,-. , ..:.,-.:.,,,:...,. r...4„,.2k,.,.:. I,.1 . .. e...::::1991340bjectivef.: - : .. . . - - -...: 3-.,....„••:-.. .,'.',......:‘,..,....p....,-**$:,-.::!::..,'•....:9:-.f.i::,:.:*::$:::::,:,:::•••••::941.. -;:'"".'•••:.:w'...•5:•••'*:•:','.••••':::.,' ••:'"fR-••,•, :,..,:,:i$:•:•••5::':.„Wz' ?. _......:::•,:::::':•:::*_„=.:.•••••::::::',.:,..,...:•::::.7., *— • 1.1''::,,:i.:::`.*".':•:••••:•:••• ss:'::;:;:;:;::::M:•::::::::::::::%::':,:,:::::::*::*:::::;:::.::- 1::::::M,'•::.:•C.K:?..,.:1K::::•:•,;:k::::"::::,'.s,,' ...';,'''tine::::,::::;:•;::_ 1:::•AZift0tO:VrferZf.:::::i;:rWl Itryiee;iiiieee, .r.."..a.,....__,...$iii:".....'.:•'*..._••••••••••4_,.... ::i:i:Li:iiii.*:'•:?:::::„.. _..„4::—W,-,._•.:::&•••:.:•.:•::::::.....:•:-.::----i::..:*:,*frmi,*- ::. .-.:,,:::-Rii k.,:-......-. -- ,tical Measures: '''-'''.*1.996ObJiittiVe:':::::.M996.,:iitettlarig: . i:::::1951:Objeafirs:::,::::KI.,997Aebier;§:::::- i:',,TairgetiRtqueiv::::::::,:gatqueiv.:::::::::-. rid - *' .;:. ... doors or#of people served for 19 -_ 11,400 12,327 9 11,766 4763 (Jan 11,698 11,800 vices -i -.2..12, May) ,r -A --i- , ilk. •••..,.._.,1 4,,,• _ ,`,*,*"!, KA :0 12 1 a ..a. „_.. Define each and additional t measure an add any ationa comments: -- - • - , I 3,-.... ---T ,... ., fi. :Without our OTR,we would be able to serve fewer seniors seeking housing counseling and options as well as fewer caregivers seeking informatigg; - --, . '--"T referral and support. Our administrative ability would be severely strained. -,-- ...?. -.f..- -.,., --: - A , . -4 - • '.-.-7; ' ..-,... , . .... c...4. In addition to the measures above,you may give a qualitative description of how well the program is meeting its goals,including comparisons among last year,this year,and next year. .-V 1 ....i 1 -,.--- , 4 tt; .„ ,—,, - - *,,..., , , 1 i r.-1.,-'•;° — ' -,---, .:.,. , • 4---, ' ----T i *3. _ . ..., 4 . . . _ , . ... - .. -. .. . . . . . . . . . , ,.. . .-- , ..., . _ . 14 - ;.3. ._. ;., .. -- ■ 4 Number . Page# 1 i 2200 -0 105 1, 1 1 i 1 # ,._.. _.1.-_,_-..„.._ — _ •----- - , -7,,--7.7— ---- —, -. — 41 OGRAM: RECYCLING AND ENVIRONMENTAL SERVICES PROGRAM# £700 ,/. 1. What community need does this program address? Briefly summarize any documentation of need or demand. To provide an integrated and efficient system for the management of recyclable materials diverted from disposal by residents,businesses,and institutions. To provide a convenient and cost effective curbside collection of recyclable materials,materials which have been diverted from disposal and which will provide a guaranteed feedstock to the county RSWC. A program to divert reusable goods from disposal will help stimulate economic development,facilitate skill training,reduce waste needing disposal,and provide usable goods at reduced cost to county residents. • Post closure monitoring&maintenance of the closed facilities is mandated by NYSDEC. The closed landfills represent a potentially huge risk t to the public and the environment,proper monitoring and maintenance of these facilities is crucial to mitigating and minimizing that risk. A permanent Household Hazardous Waste management program will address the lack of a safe outlet for managing household hazardous waste(HHW.) 2. What are the mission and goals of this program and how do they relate to the County's mission and goals? To provide long term program stability,flexibility and cost effective management or recyclable materials at a cost less than disposal,to comply with NYS mandated goals as defined by the NYS Solid Waste Management Act of 1998 and county goals for safe and wise resource management. A reuse program will further the county's need to comply with state waste reduction goals,reduce the environmental impacts of waste disposal,promote diverse economic enterprises,and provide employment opportunities. To manage the closed/inactive solid waste facilities in Tompkins County in a manner that is environmentally sound,cost effective,socially responsible and safe. To provide Tompkins County HHW generators and Conditionally Exempt Small Quantity Generators(CESQG)with a safe,responsible,convenient, cost-effective disposal option,while providing educational outreach on reducing HHW and safe storage,use and disposal of hazardous household products. 3. To whom are the services provided? What are those services? a Tompkins County Community Receive,process,and marketing of recyclable materials Tompkins County Residents, and small, b qualified commercial generators. Curbside collection of recyclable materials All Tompkins County residents& c visitors to the county. Protection of human health and the environment Household generators of hhw and d CESQGs A permanent program for proper HHWM. e Tompkins County Community Outlets for reusable goods and purchase of used goods at reasonable or no cost. 4. What significant changes,if any,are planned for 1998? The Solid Waste Division continues to explore economically alternative methods to manage the leachate generated at the closed landfills. Currently,the division is investigating methods to reduce the volume of leachate collected by capturing a greater amount of leachate and less groundwater.SWD will be planning for a reuse initiative that would promote reuse,both on-site and through reuse enterprises off'site. An evaluation is underway to determine what sampling protocol and frequency will be implemented in the future. Implementation of a permanent HHWM program through the construction of a drop-off facility and operation of a year-round program. Through this new facility and program, Tompkins County citizenry will obtain a new HHW disposal method. 5. Is there any other information the Board of Representatives or public should know about? The alternative options for leachate management are being evaluated from the dual perspective of being both more environmental friendly and result in an overall cost savings. The County has committed itself to the implementation of a permanent HHWM program through its 20 year Solid Waste Management Plan(SWMP). The initial term of the curbside collection contracts will expire in October 1998 and must be extended or rebid. Budgeting Unit Number Page# l Sl�o 0192 3 _ — — -- .1 PROGRAM DESCRIPTION (Sheet 2 of 2) - 2OGRAM: RECYCLING AND ENVIRONMENTAL SERVICES PROGRAM# 57 CO i 99 `''''v•':: •••ecs 99..01.. ec e 8 e a t. .1.. QD .• i . J / 1 I ..............................• ' ...1111 ant.... �:•:•A'/OUt�QPC.......Qttr-T;ref;: Statistical Measures: •::3996:01iJectfvr::•:::t996::Actual:::. ::3991:Odfeeiive:• :110- oval>:.• •:'i Fftequeii;::.:.:.equest:::>:•: 1.Total Tonnage Recyclable Materials 13,853 14,777 14,457 7998 15,180 819,621 513,750 454,294 Pending June 475,402 2.Total Net Revenue Numbers 3.Number of vehicles using the Public Dropoff Area. N/A 79,037 80,000 41322 80,000 4. Total Tonnage Collected N/A 5866 N/A 3200 6500 5.Average Participation Rate 80i. 72% _ 80% 78% 80% Proper 6.Gallons of Leachate Management Achieved same 2,400,000 gals Same as 1997 N/A em 7.NYSDEC Violations Zero Violations Achieved same Zero Violations Same as 1997 N/A 8.Hillview Closure N/A Achieved N/A N/A N/A 9.Quantity of HHW collected 50-55 gal drums - 51-55 gal/month 10.Total Number of participants 4'/.o( 2000/yr 2000/yr 38,000 households 4%of 2,000 1520/yr - 1520/yr CESQG 80/vr 80/vr Define each measure and add any additional comments: 1. Total recyclable material tonnage is a measure of materials diverted from disposal. 2.Total revenue from the sale of recyclable materials. 3.Total number of vehicles using the PDO as a measure of customer satisfaction and facility effectiveness. 4.Total tonnage of materials collected through the curbside collection program which represents a cost saving to customer users since recycling costs less than disposal. 5. Average participation rate for curbside collection program based on selected collection routes. — 1 6. Actual number of gallons of leachate that are managed per DEC regulations. 7. Post-closure monitoring and maintenance conducted in compliance with all applicable DEC regulations and local laws. 8. The Phase III capping construction was completed on time and in budget,and in accordance with DEC regulations and the DEC approved closure plan and specifications. 9. Based on an annual household generation rate of.17(55 gal drum):51 55 gal drums/month. 10. Annual participation goal is 4%of households&CESQG,or approximately 2,000 participants/year. In addition to the measures above,you may give a qualitative description of how well the program is meeting its goals,including comparisons among last year,this year,and next year. Budgeting Unit page Number Si 60 019 3 : Y> - - rasg PROGRAM,DESCRIPTION (Sheet 1 of 2) PROGRAM: Maintenance,Traffic Control,Snow Rethoval — • -- !PROGRAM 6oco 411L741 1. What community need does this program address?Briefly summarize any documentation of need or demand This program provides the community and traveling public a highway system Pr a variety of personal,professional and recreational activities within the county. The county highway provides year around access to other highway systems for local and inter-county travel. Residents and non-residents are further provided a means to receive emergency services such as police,fire and ambulance. 2. What are the mission and goats of this program? The mission and goals of this program are to provide a safe and effective highway infrastructure through efficient maintenance and improvements throughout the calendar year. And further respond to snow and ice conditions and other emergencies due to inclement weather in a timely manner. 3. To whom are the services provided? What are those services? a Residents and traveling public road paving, construction and repairs b snow and ice maintenance c pavement markings,roadside signs d ditching and drainage maintenance roadside mowing, tree and brush removal emergency repairs due to flooding, wind, etc g guiderail installation and repairs 4. What significant changes.if any,are planned for 1998? There are no significant changes. S. Is there any other information the Board of Representatives or public should know about? The pavement conditions are deteriorating at a rate exceeding our ability to repair and upgrade because funding has not kept pace with cost of improvements. Twenty miles of pavement improvements per year and related maintenance are needed to adequately maintain our 307 miles of county highways in order to accomplish our mission and goals. Without the requested funding the cost of maintaining the system will continue to increase. Budgeting Page N Unit Num 5006 n t 8 8 K} •:M .rr • of , PROGRAM DESCRIPTION (Sheet 2 of 2) toGRpWL: Maintenance,Traffic Control,Snow PROGRAM# OW 1998 Objective 1998 Objective 6 Jan-June w/out Over- w/Over-Target Statistical Measures: 1996 Objective 1996 Actual 1997 Objective 1997 Actual Target Request Request •:6 39 16 6 '14 6 1.3 10 __ 1. miles paved ?_ I 3. Jr r Define each measure and add any additional comments. r I. 20 miles per year need to be paved,with a pavement li:e of 15 yrs..to maintain our 307 miles of roadways d t I r • i / ho.. l< l N • 'Based on adopted budget j f I I In add:ren to the measures above.you may is a quaiaa:r.e de.scrio*.ion of how well the pro€ram is meeting its goals.including_ comparisons among last year,this year.and next year I;. ; Our long stated goal of 20 miles per year is not being achieved. It IP The cost to rehabilitate a mile of roadway is increasing yearly. Costs for materials are easily averaging S70,000/mile for paving alone. ! Subbase repairs can easily cost an additional 530-50,000 per mile. It Highway supplies.which include not only paving products but gravel,guiderail,culverts.stone,and other materials,will " require 1 ;million dollars per year for the forseeabie future in order to meet our 20 mile per year goal. it I Without adequate funding repair expenses will increase as the quality of the county road system decreases :c i I 1 9 . ii ilased on ,.,., aa<�rle:; ill..•__; 5000 t 1 39 IL B.vV1%AINI vG*7'.+rs.ir I RAN (aneet 1 OT 1) JROGRAM: BRIDGES PROGRAM# JAS I. What community need does this program address? Briefly summarize any documentation of need or demand Bridges addresses community needs to travel safely and efficiently on county and town road systems that may otherwise create detours and delays if bridges were not open. 2. What are the mission and goals of this program and how do they relate to the County's mission and goals? The mission and goals of this program are to provide safe and effective bridges within the county system through timely maintenance and replacment of two(2) bridges per year and related bridge maintenance to ensure our bridges remain functional. 3. To whom are the services provided? What are those services? a Residents and traveling public structural repairs b painting c reconstruction/replacement �* d scour and erosion protection e inspection/design 4. What significant changes,if any,are planned for 1997? The county will be administering the replacment of two(2) bridges beginning in 1998 with Federal funding through the Intermodal Surface Transportation Efficiency Act 5. Is there any other information the Board of Representatives or public should know about? 50%of county bridges are classified as functionally obsolete or cannot carry loads they were designed for. This has resulted in bridges being posted with reduced load ratings which restricts use of larger trucks,farm equipment and emergency vehicles. Budgeting Unit Number Page# 5003 019 0 - f PROGRAM DESCRIPTION (Sheet 2 of 2) (BRIDGES PROGRAM N,5006 (,Federal, and other .cipal revenue Sources 1998 Objective 1998 Objective Jan-June w/out Over- w/Over-Target ical Measures: 1996 Objective 1996 Actual 1997 Objective 1997 Actual Target Request Request 2 2 ('4) 6 1 ongoing ('3) 3 4 '4 OF BRIDGES REPLACED 2 1 2 0 2 2 i 2.#BRIDGES PAINTED ('2) 5 3 ('4) 6 6 ongoing ('2) 6 6 3.#BRIDGES DESIGNS Define each measure and add any additional comments: 1. Replacement of 2 bridges per year is the program goal. Additional replacement or major rehabilitation have been possible and are projected due to availability of state, federal and town revenue sources. 2. Painting 2 bridges per year is the program goal given the number of metal bridges and an expected paint life of 15 years. 3. The program goal is to have 1 design"on the shelf' so if a schedule bridge cannot e built,a design for a substitute location will be ready. In addition to the measures above,you may give a qualitative description of how well the program is meeting its goals,including comparisons among last year,this year,and next year. Due to an increase in the number of flagged and deficient bridges,additional expenses for miscellaneous design and repair are anticipated for 1998. tin • Budgeting Unit Page Number 500$ 0191 9 To: Members of Program Analysis Committee From: Subcommittee on Departmental Expectations from Revenue Initiatives (P. Vaughan and J. Taylor) Date: March 23, 1998 Subject: Draft Report The Program Analysis Committee has asked all departments to identify areas which might produce more revenue for the City. We would like to examine the various sources of such increased revenue, and we believe that under certain circumstances this increase might be eligible for partial retention within the department generating such revenues. Some increased revenue will most likely be derived from increasing existing fees, but other increases could come from the creation of new programs or from provision of services in a new and different manner. There are also some instances where the department now provides a service at no charge, and believes that charging a fee would be appropriate because of the complexity of the service. In most cases, we would expect that any service for which a new fee is charged would be one which is used by a clearly defined subset of citizens, such as people selling their homes or homeowners requesting a building permit. It is our opinion that income that comes from an increase in existing fees is not a "revenue initiative"that would normally qualify for special consideration in retention of the extra income. These fee increases generally do not involve anything beyond an adjustment of the price charged to the consumer, and do not include provision of new or improved services. In other situations, where the department proposes provision of a service in a different and"improved"manner, we feel that a portion of the net income generated by that new or improved service should be available for use by that department. An example of this is a possible expansion of the role of the Fire Department in providing certain emergency medical services. One example of placing a fee on what had been a"free" service is the Fire Department's very tentative proposal to begin billing insurance companies for extrication of accident victims. This is a labor-intensive service requiring both special training and equipment, but because the need for this service is tied so closely to saving lives, we would need to examine closely how a charge of this type would be perceived by the community. We should look at the experiences of other municipalities and hear the opinions of our constituents before we agree to charge a fee for any life safety services. A less complex case is the proposal of the Building Department to charge fees for providing zoning information to those selling their properties. Although this information is available to those who come in person to search the department's files, many property sellers make telephone requests for this service rather than come to City Hall. The department reports that fulfilling such requests can sometimes be time-consuming, and proposes to institute a modest charge for the service. When the new Building Department software is completed, probably in late spring or early summer,this information will be more accessible, which is why the Department proposes only a modest fee for the service. We believe that this kind of charge is one which could be eligible for retention of some of the net revenue by the department. It is a cost which would be borne by a clearly defined and specialized group of citizens. Another example of a new revenue-generating activity is the Fire Department's proposed Regional Fire Training Center. Expansion of the current training center into a regional facility would serve a new set of customers (other municipalities and businesses) and would not create the problems that arise when new fees are imposed for a service that was previously free. With new activities of this kind there may be questions about startup costs, but we hope that the proposing department's business plan for a new initiative would be able to answer all of these. Certain departments, especially those providing public safety services, have long- standing mutual aid agreements or understandings with similar departments in other municipalities. Although it may seem logical to charge a fee for specialized services such as gorge rescues or underwater searches which are provided to other municipalities, we need to be very careful that we do not undermine the spirit of the mutual aid traditions which have been so important in providing the best coverage to citizens in all areas. The City also needs to be sensitive to citizens' concerns that they are already paying substantial tax bills, and do not want to pay extra for services which should reasonably be considered part of the "normal"package of municipal activities. We also need to be mindful of the "hassle factor", the difficulty of increasing a fee that will yield minimal extra income but which will have substantial negative impact on citizens' lives and/or pocketbooks. An example of such an undesirable fee increase is raising the cost of dog licenses. In a perfect world, each department and each employee would expend significant effort to increase the City's revenues and fiscal stability with no thought of personal or departmental gain. Until that Utopia is achieved, however, we must recognize that both employees and managers are more motivated to put forth extra effort if they can expect some tangible result that will improve their corner of the world. Accordingly,this committee believes that the department should receive some assurances that at least a portion of the net proceeds of most new revenue initiatives will accrue to the department's benefit. . Although there are undoubtedly some instances where a straight percentage of the net applied to general operations is the most appropriate reward for this effort and initiative, we are inclined to view departmental programmatic goals as more worthy of consideration. These programmatic goals could take the form of retention of a program that might be endangered in a difficult budget climate, or of clearly described enhancement of one or more existing programs. For an example of a programmatic goal we can look to the Fire Department, which has been requesting increased staffing in order to open the West Hill Station during the daytime. This increased staffing would require hiring at least two more firefighters at a cost(including fringes) of about $50,000 per person per year It is unlikely that the department can cut non-salary expenses by an amount that would cover the cost of even one additional firefighter, but with selected cuts plus a share of new revenue initiatives, the department might be able to find the money to reach this programmatic goal. This Committee tried to determine an equitable formula for sharing the benefits of any increased revenues. We realize that almost any revenue initiative has many costs, and we therefore agreed that only the net revenues after all expenses, (including departmental overhead and salary fringes)should be considered available for sharing. After considering various figures, we agreed that we would recommend that the department might be permitted to receive one half of its net new income from selected eligible revenue initiatives. Departments use many strategies to maximize their return from the budget process, and one of these is the "generous estimate"method. We recognize that new initiatives cannot absolutely guarantee their revenue streams,but we would be naturally suspicious if a department's estimates and the revenues achieved were far apart at the end of the fiscal year. We would be even more uncomfortable if that situation persisted for a second year. If a department expects to receive a portion of the new net revenues it generates, it must provide a very good business plan with its request, including carefully calculated expense estimates and realistic revenue estimates. This is one aspect of the revenue generation process where creativity is not encouraged. This Committee will be hearing presentations from each department during the year, and we expect that many departments will outline a variety of suggestions to increase the revenue they generate. We welcome all such suggestions, but we want to remind everyone that it will not be possible to share the proceeds of every revenue increase. We nevertheless ask departments to bring their suggestions to us so that we can offer early encouragement and so that we can recommend appropriate initiatives for further consideration of sharing a portion of the new revenues. Program Analysis Worksheet Program Description Department Program Program# _ Budget# What community needs does this program address?Briefly summarize any documentation of need or demand. What are the mission and goals of this program and how do they relate to the city's mission and goals? To whom are the services of the program provided? What are those services? How many people are served by this program? How many employees are involved in this program?(FTE) What significant changes in the program,if any,are planned for 1998? Is there any other information Common Council should know about this program? Q:\CENTRAL\proganal.doc Page 1 of 3 Program Analysis Worksheet Program Goals Department Program Program# Budget# Please list measurable 1998 goals which are appropriate for your department.If possible,show 1997 actual figures for the measures you list Goal 1997 Actual 1998 Goal 1999 Goal—Est. Define each measure and add additional comments How often is this service performed? How much time is spent doing this program?(hours per year What special equipment is used to perform this program? What is the value of this equipment? Q:\CENTRAL\proganal.doc Page 2 of 3 Program Analysis Worksheet In addition to the measures listed above,you may give a qualitative description of how well the program is meeting its goals, including comparisons with last year,this year and next year. Q:\CENTRAL\proganal.doc Page 3 of 3 To: Program Analysis Committee Members From: Pat Vaughan, Chair Date: January 21, 1998 Subject: New Draft Attached is a new draft of document outlining the committee's goals and methods. I have inserted a section on how the committee will use the information that we collect, and have also made the changes we discussed at our last meeting. Please review this document and bring comments or suggestions for additional changes to the meeting on Monday afternoon. Program Analysis Committee Purpose: To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenue associated with each pro- gram as it is presented to Council for consideration for funding during the budget process. • The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. How will the Committee use the information it gathers? 1) To inform Council about departmental activities and programs. 2) To provide a consistent method of examining programs across department lines that will provide Council with a basis for thoughtful comparison of costs and benefits of each program. 3) To work with departments to identify additional revenue initiatives and cost saving measures, and to help departments develop feasible revenue initiatives to a point where they can be implemented. 4) To summarize and analyze the information presented,to set priorities and make recommendations to the Mayor for incorporation into the budget for the next fiscal year. 5) To inform other Council Committees of its findings and the priorities that have been established, and to recommend that these be incorporated into the budget for the next fiscal year. I. What will we do? A. Gather information from departments 1) briefings by department heads and their deputies 2)briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with department heads and employees to identify new revenue and cost saving initiatives and to solicit suggestions D. Present this information to the Mayor and to Council before budget season, accompanied by recommendations of various kinds 1. revenue generation opportunities 2. reorganization/combination of programs 3. most effective and most economical use of resources - labor, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings • II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments Ix for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible -with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated '98 purchases and explanation of how various items are used. C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters,titles, salaries, etc. F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I. An organization chart for each department, including names of current personnel in each job. Program Analysis Worksheet Program Description Department Program Program# Budget# What community needs does this program address?Briefly summarize any documentation of need or demand. What are the mission and goals of this program and how do they relate to the city's mission and goals? To whom are the services of the program provided? What are thoe'services? How many people are served by these programs?' • What significant changes in the program,if any,are planned for 1998? s Is there any other information Common Council should know about this program? ft./ Q:\CENTRAL\proganal.doc Page 1 of 2 Program Analysis Worksheet Program Goals Department Program Program# Budget# Please list measurable 1998 goals which are appropriate for your department.If possible,show 1997 actual figures for the measures you list Goal 1997 Actual 1998 Goal 1999 Goal—Est. Define each measure and add additional comments P ate. _N x. ` ' n In addition to the measures listed above,you may give a qualitative description of how well the program is meeting its goals, including comparisons with last year,this year and next year. -111 Q:\CENTRAL\proganal.doc Page 2 of 2 DRAFT DRAFT DRAFT Program Analysis Committee Purpose: To define and analyze City departmental programs in a consistent manner that will allow Council to understand the costs, benefits and revenue associated with each program as it is presented to Council for consideration for funding during the budget process. The Committee will acquire information about City departments and their programs and budgets, analyze that information, and transmit these analyses to Common Council, the Mayor, and the Department, accompanied by the Committee's recommendations on how best to use the City's resources. How will the Committee use the information it gathers? 1) To inform Council about departmental activities and programs. 2) To provide a consistent method of examining programs across department lines that will provide Council with a basis for thoughtful comparison of costs and benefits of each program. 3) To work with departments to identify additional revenue initiatives and cost saving measures, and to help departments develop feasible revenue initiatives to a point where they can be implemented. 4) To summarize and analyze the information presented, to set priorities and make recommendations to the Mayor for incorporation into the budget for the next fiscal year. 5) To inform other Council Committees of its findings and the priorities that have been established, and to recommend that these be incorporated into the budget for the next fiscal year. I. What will we do? A. Gather information from departments 1) briefings by department heads and their deputies 2)briefings by others with particular expertise example: Attorney's office on general impacts of labor contracts 3) comparative information from similar upstate communities B. Analyze this information so that we understand what departments do - why they do it, and the resources required C. Work with departments to identify new revenue and cost saving initiatives D. Present this information to the Mayor and to Council before budget season, `./ accompanied by recommendations of various kinds 1. revenue generation opportunities 2. reorganization/combination of programs 3. most effective and most economical use of resources - labor, buildings, programs, equipment 4. exploration of new technologies or expanded use of computers 5. cost/benefit analyses E. Serve as a resource during budget hearings II. The Process A. General information from briefings by specialists EX: personnel for affirmative action attorney for labor contracts personnel for Civil Service environment B. Briefings by departments lx for uncomplicated departments 2x or more for complicated ones C. Comparative data as possible -with explanations (interns to this, as possible) D. Small working groups assigned to particular departments - a possibility III. Information we'll ask for A. Equipment inventory, including anticipated ` 98 purchases and information on department replacement schedule B. Computer inventory, including anticipated '98 purchases and explanation of how various items are used. C. Information on labor contracts for each department D. Current budget in program format E. Personnel information: rosters, titles, salaries, etc. F. Goals in some kind of quantifiable format G. A brief narrative about each program H. Recommendations/ideas on ways this department can generate more revenue I. An organization chart for each department, including names of current personnel in each job. To: Acting Mayor Diann Sams and `./ the Program Analysis Committee of Committee Council From: Pat Kennedy, Assistant City Attorney Re: Basic Labor contract Information date: 26 January 1998 Pat Vaughn asked me to provide some basic information about the labor contracts and the parameters established by state law and the contracts themselves that impact on CC's ability to make any plans involving restructuring of the work force. You should all have received copies of the union contracts in your mailboxes last week. Bargaining Units: The majority of the city workforce is generally represented by 6 unions. 1. Administrative Unit of the CSEA. Admin represents approximately 111 current active city employees who hold positions that can be characterized basically as clerical, financial, technical and/or professional. 2. DPW Unit of the CSEA. DPW represents approximately 109 current active members who hold jobs that are primarily "blue collar", e.g., laborers,truck drivers, bus drivers, heavy machine operators and various employees with a variety of repair and maintenance skills. 3. Executive Association Exec. represents approximately 13 current active members who hold jobs that are basically supervisory. With the exception of the Deputy Building Commissioner, the Exec. are DPW employees. This unit is not affiliated with a statewide organization. 4. Police Benevolent Association PBA represents approximately 74 current active members who are all police officers, with the exception of the Chief and Deputy Chief. 5. Ithaca Paid Firefighters Association The Firefighters' unit represents approximately 57 current active members, all of whom are firefighters or fire lieutenants, as well as one fire alarm superintendent. 6. The Chief Officers Unit This Unit is an affiliate of the IPFFA and represents approximately 5 current active members, all of who are assistant fire chiefs. The Fire Chief and the Deputy Fire Chief are not part of a unit. There are four groups of city employees who are not covered by union contract: A. Management Employees - not covered by a collective bargaining agreement. This group of 22 employees is comprised of the Department Heads, all deputies (with the exception of the Deputy Building Commissioner) and most assistants (with the exception of the assistant fire chiefs). B. Confidential Employees - not covered by collective bargaining agreement This group of 16 employees is comprised of the departmental assistants where a strong degree of trust must exist between department head and employee and the employee is entrusted with a large amount of confidential information. C. Elected Officers Alder persons and the Mayor D. Seasonal Employees The number of employees in this group fluctuates, by season and job. They are not in a union. Some General theories governing municipal employment in New York: 1. The Taylor Law �./ In 1967, NYS adopted the Taylor Law. To a large extent the Taylor Law governs the relationship between municipalities and their unions. This relationship is also guided and to a certain extent controlled by the state's labor law, civil service law, human rights law, as well as a variety of federal and state laws and the state and federal constitution. However, the labor contract relationship is basically within the parameters of the Taylor Law. The Taylor Law establishes an administrative Board, the Public Employment Relations Board (PERB) to oversee the fair enforcement of the Law's provisions. Among other subjects, the Law cover: the method of selecting or recognizing a union and assigning a new or altered position to a particular union; it addresses a union's responsibilities to fairly represent all members of the unit; it prohibits striking by public employees; it prohibits municipal employers from"privatizing" or contracting out work done exclusively by bargaining unit members; it prohibits municipal employers from altering the terms of an expired labor agreement without bargaining with employees; and it requires bargaining with employees on all "mandatory" subjects of negotiation. 2. The Scope of Bargaining PERB has determined and continues to determine what subjects are mandatory subjects of bargaining, what subjects are non- mandatory subjects of bargaining, and what subjects are excluded or prohibited from bargaining. Basically, a public employer must bargain over all "terms and conditions of employment." Topics like salary, wages, benefits, hours, and agency shop fee deductions are classic examples of terms and conditions of employment which cannot be imposed and must be bargained. I've included a sample of some others as an attachment to this memo. Prohibited subjects, which cannot be bargained are those that are forbidden by statue or which are against public policy. Non mandatory subjects are those which may be discussed, but need not be. 3. Triborough (carrying over provisions of expired contracts) In 1972, PERB ruled, and the courts upheld, the concept that an employer could not refuse to carry over the provisions of an expired union agreement. An employer's refusal, for example to pay employees, was seen as too powerful a tool to force the union to reach settlement. So, all provisions of an expired contract, unless specifically covered by a"sunset" provision are carried over even after the agreement expires. This concept is currently being challenged in the state court of appeals. The contract in issue contains a minimum staffing requirement which the municipality says it cannot afford. 4. Interest Arbitration Police and firefighters have been given a benefit by state statute which is not available to other government employees. If a contract cannot be reached between the municipality and its uniformed service union, the union may file for impasse, bring in a mediator from PERB, and if mediation fails, have the contract dispute over salary and other mandatory subjects of negotiation decided by a team of three arbitrators. Other employees may demand mediation and public hearing review, but ultimately have no method of forcing an agreement on a municipality. LAYOFF PROCEDURES FOR CITY POSITIONS 1. Civil Service Law • Layoff procedures apply only to competitive class employees. • An employee's rights in a layoff are determined by two things: appointment status and seniority • Appointment Status Retention rights, from greatest to least: 1. Permanent employee who has completed probationary period 2. Permanent employee who is still serving probationary period 3. Non Permanent employees • Contingent Permanent employees - have greatest rights of non-permanent employees • Provisional employees - law doesn't govern order of layoff, but labor contract may • Temporary employees - neither law nor contract governs order of layoff • Seniority Seniority is determined by the date of the employee's original permanent appointment in the classified service which has been followed by continuous service. Continuous service is defined by state law and local rule. Seniority dates are adjusted for war veteran status, blindness, prior service in another jurisdiction, etc. as prescribed by state law and local rule. • All layoff rights and procedures are contained within the specific City department impacted. • Layoff rights and procedures include: Bumping - displacing another employee in a lower level position. The positions into which an employee may bump are narrowly and specifically defined. To bump, an employee must have greater retention rights than the employee in the lower position. Layoff Procedures for City Positions `./ Page 2 Retreat - displacing another employee serving in a position in the layoff unit in the last lower level title the displacing employee held on a permanent basis. There are specific, restrictive rules governing the conditions under which retreat can occur. Preferred Lists - an employee who is laid off or displaced from a position is placed on a preferred eligible list for up to four years. During the life of the preferred list, the employee has an absolute right to reappointment to future vacancies in the same, similar or lower level positions. • Noncompetitive class and labor class employees who are war veterans or exempt volunteer firefighters have rights to transfer to similar vacant positions upon abolishment of their positions. 2. Labor Contract Layoff Procedures All employees represented by the City Executive Association, Ithaca Paid Firefighters Association and Police Benevolent Association hold competitive class positions. Therefore, layoff procedures for these employees are defined by civil service law. All employees represented by the CSEA Administrative Unit hold competitive class positions. Layoff procedures for these employees are defined by civil service law. Labor contract provisions regarding seniority apply in situations that civil service law does not cover (i.e. layoff order of provisional employees). Competitive class employees represented by the CSEA DPW Unit are governed by civil service layoff procedures. Once they exhaust their statutory rights, however, they may exercise additional bumping rights granted by the labor agreement. Noncompetitive and labor class employees represented by the CSEA DPW Unit are governed by the layoff procedures specified in the DPW labor agreement. LAYOFF PROCEDURES FOR CITY POSITIONS Civil Service Bargaining Title Classification Unit Layoff Procedure Layoff Unit Building Department Building Commissioner Unclassified None None Department Deputy Building Commissioner Competitive Exec Assn Civil Service Law Department Plan Review Officer Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Rental Housing Specialist Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Code Inspector Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Code Enforcement Officer Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Administrative Secretary Competitive None Civil Service Law Department Senior Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Typist Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department City Attorney's Office City Attorney Exempt None None Department Assistant City Attorney Noncompetitive None None Department Confidential Secretary Exempt None None Department Legal Assistant Competitive None Civil Service Law Department City Chamberlain's Office City Chamberlain Unclassified None None Department Account Clerk Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Customer Sew Representative Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department \./ Office Manager Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Principal Account Clerk Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department ; 1 City Clerk's Office City Clerk Unclassified None None Department Deputy City Clerk Exempt None None Department Administrative Secretary Competitive None Civil Service Law Department City Controller's Office City Controller Unclassified None None Department Deputy City Controller Exempt None None Department Administrative Secretary Competitive None Civil Service Law Department City Buyer Competitive CSEA Admin 1. CS Law; 2.CSEA Admin Department Payroll Coordinator Competitive None Civil Service Law Department City Prosecutor's Office City Prosecutor Exempt None None Department Deputy City Prosecutor Exempt None None Department Asst to the City Prosecutor Competitive None Civil Service Law Department ./ „ Layoff Procedures for City Positions-Page 2 Civil Service Bargaining Title Classification Unit Layoff Procedure Layoff Unit Department of Public Works Superintendent of Public Wks Competitive None Civil Service Law Department Asst Supt of Public Wks- S&F Competitive None Civil Service Law Department Asst Supt of Public Wks-W&S Competitive None Civil Service Law Department Administrative Secretary Competitive None Civil Service Law Department Fiscal Manager Competitive Exec Assn Civil Service Law Department Principal Account Clerk Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Senior Account Clerk-Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Senior Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Bldg Maint&Solid Waste Supr Competitive Exec Assn Civil Service Law Department City Forester Competitive Exec Assn Civil Service Law Department Motor Equipment Maint Supr Competitive Exec Assn Civil Service Law Department Supervisor of Streets Competitive Exec Assn Civil Service Law Department Asst Building Systems Supr Competitive Exec Assn Civil Service Law Department Transit System Manager Competitive Exec Assn Civil Service Law Department Supervisor of Water&Sewer Competitive Exec Assn Civil Service Law Department Golf Course Manager Contractual None None Department Electrician Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Assistant City Electrician Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Parts and Supplies Manager Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Storekeeper Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Working Supervisor Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Working Supervisor-Bridges Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Working Supervisor-Sanitation Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Automotive Mechanic Supr Competitive CSEA DPW 1. CS Law;2. CSEA DPW Dept/Barg Unit •-'W Automotive Mechanic Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Automotive Mechanic Helper Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Asst W/WW Tr PIt Mechanic Competitive CSEA DPW 1. CS Law;2. CSEA DPW Dept/Barg Unit Bus Driver Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Custodial Worker Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Laborer Labor CSEA DPW CSEA DPW contract Bargaining Unit Maintainer Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Maintenance Worker Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Motor Equipment Operator Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Parking Lot Attendant Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Supr of Water/WW Systems Competitive CSEA DPW 1. CS Law;2. CSEA DPW Dept/Barg Unit Senior Water Meter Servicer Competitive CSEA DPW 1. CS Law; 2. CSEA DPW Dept/Barg Unit Meter Servicer Competitive CSEA DPW 1. CS Law;2. CSEA DPW Dept/Barg Unit Plumbing Inspector Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Senior Laborer Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Tree Trimmer Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Truck Driver Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Civil Engineer Competitive Exec Assn Civil Service Law Department Assistant Civil Engineer Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Engineering Aide Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Engineering Technician Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Engineering Systems Manager Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Traffic Systems Engineer Competitive Exec Assn Civil Service Law Department Chief Water Tr Pit Operator Competitive Exec Assn Civil Service Law Department Water Treatment Pit Operator Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Chief Wastewater PIt Operator Competitive Exec Assn Civil Service Law Department Asst Chief WW Pit Operator Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department \.../ Wastewater Tr Pit Operator Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Director of Laboratories Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Instrumentation Electrician Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Pretreatment Coordinator Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department . Layoff Procedures for City Positions -Page 3 Civil Service Bargaining Title Classification Unit Layoff Procedure Layoff Unit Fire Department Fire Chief Competitive None Civil Service Law Department Deputy Fire Chief Competitive None Civil Service Law Department E Assistant Fire Chief Competitive IPFF/COU Civil Service Law Department Fire Lieutenant Competitive IPFF Civil Service Law Department Firefighter Competitive IPFF Civil Service Law Department Fire Alarm Superintendent Competitive IPFF Civil Service Law Department Administrative Secretary Competitive None Civil Service Law Department Admin Assistant- Financial Competitive CSEA Admin 1.CS Law; 2. CSEA Admin Department Account Clerk-Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Volunteer Coordinator Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Mayor's Office Administrative Assistant Exempt None None Department Systems Administrator Competitive None Civil Service Law Department Personnel Department Director of Personnel Noncompetitive None None Department Deputy Director of Personnel Competitive None Civil Service Law Department Administrative Secretary Competitive None Civil Service Law Department Senior Typist Competitive None Civil Service Law Department Planning Department Director of Planning &Devel Competitive None Civil Service Law Department Director of Economic Devel Competitive None Civil Service Law Department Historic Pres and N'hood Plnr Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Envir and Landsc Planner Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Planning Systems Manager Competitive CSEA Admin 1.CS Law;2.CSEA Admin Department Administrative Secretary Competitive None Civil Service Law Department Senior Typist Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Police Department Police Chief Competitive None Civil Service Law Department Deputy Police Chief Competitive None Civil Service Law Department Police Captain Competitive PBA Civil Service Law Department Police Lieutenant Competitive PBA Civil Service Law Department Police Sergeant Competitive PBA Civil Service Law Department Police Officer Competitive PBA Civil Service Law Department Administrative Secretary Competitive None Civil Service Law Department Senior Account Clerk-Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Senior Police Dispatcher Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Police Dispatcher Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Sr Community Sery Officer Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Community Service Officer Competitive CSEA Admin 1.CS Law;2. CSEA Admin Department Senior Typist Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department Typist Competitive CSEA Admin 1. CS Law; 2. CSEA Admin Department Data Processing Operator Competitive CSEA Admin 1. CS Law;2. CSEA Admin Department ., Custodial Worker Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit r • Layoff Procedures for City Positions -Page 4 Civil Service Bargaining Title Classification Unit Layoff Procedure Layoff Unit Youth Bureau (including GIAC) Youth Bureau Director Competitive None Civil Service Law Department Special Asst to YB Director Competitive None Civil Service Law Department Youth Development Coord Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Program Coordinator Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Prog Coord-Auto Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Worker Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Devel Program Leader Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Devel Prog Ldr-Auto Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Youth Devel Prog Ldr-Outing Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Educational Instructor Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Volunteer Coordinator Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Activities Center Coordinator Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Asst Activ Center Coordinator Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Recreation Facilities Manager Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Recreation Supervisor Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Recreation Supr-Expr Arts Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Recreation Supr-Spec Popul Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Recreation Spec-Spec Popul Competitive CSEA Admin 1.CS Law/2. CSEA Admin Department Recreation Leader Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Office Manager Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Administrative Assistant Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Administrative Secretary Competitive None Civil Service Law Department Senior Stenographer Competitive CSEA Admin 1. CS Law/2. CSEA Admin Department Principal Account Clerk Competitive CSEA Admin 1. CS Law/2.CSEA Admin Department Custodial Worker Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit Maintenance Worker Noncompetitive CSEA DPW CSEA DPW contract Bargaining Unit L./ To: Senior Staff From: Pat Vaughan, Chairperson, Progr lysis Committee Date: March 13, 1998 Subject: Computer Inventory • As part of the Program Analysis Committee's work, we have put together a group to examine some aspects of the city's computer policy. This subcommittee has three members: Rick Gray, Doc Kinne, and me. In particular, we would like to explore replacement/upgrade policies within departments and also across departments, and to do this, we need accurate information on what computer equipment is actually in each department. I realize that we have asked you to give us this information as part of your department's appearance at the Program Analysis Committee,but we would like you to send this to the subcommittee in advance of your scheduled presentation. In fact, we'd like to have it by Friday, March 20, 1998. When we received an equipment list from the Controller's department,we realized that these files were no longer up to date. We will pass your information on to Steve Thayer so that he can update his files. A spread sheet format is probably most useful, but because we would like so much information, you may want to print this on an 11 x 17 sheet or to use two pages. Try to use a readable type size. We appreciate your help. Here's what we would like to know: Name of current user Computer's departmental name (Mickey Mantle, Marilyn Monroe, etc.) Manufacturer Serial number CPU(Pentium II-300, 486/66, etc.) Hard drive size RAM 3.5 floppy (yes/no) 5.25 floppy (yes/no) CD ROM (yes/no) Other accessory(describe) Year acquired Cost to acquire (if you can find this easily) Warranty remaining, if any Operating System now used Monitor Size How this computer is used(CAD, email, spreadsheets, word processing, etc.) To: Members of Program Analysis Committee From: Subcommittee on Departmental Expectations from Revenue Initiatives (P. Vaughan and J. Taylor) Date: March 23, 1998 Subject: Draft Report The Program Analysis Committee has asked all departments to identify areas which might produce more revenue for the City. We would like to examine the various sources of such increased revenue, and we believe that under certain circumstances this increase might be eligible for partial retention within the department generating such revenues. Some increased revenue will most likely be derived from increasing existing fees,but other increases could come from the creation of new programs or from provision of services in a new and different manner. There are also some instances where the department now provides a service at no charge, and believes that charging a fee would be appropriate because of the complexity of the service. In most cases, we would expect that any service for which a new fee is charged would be one which is used by a clearly defined subset of citizens, such as people selling their homes or homeowners requesting a building permit. It is our opinion that income that comes from an increase in existing fees is not a "revenue initiative"that would normally qualify for special consideration in retention of the extra income. These fee increases generally do not involve anything beyond an adjustment of the price charged to the consumer, and do not include provision of new or improved services. In other situations, where the department proposes provision of a service in a different and"improved"manner, we feel that a portion of the net income generated by that new or improved service should be available for use by that department. An example of this is a possible expansion of the role of the Fire Department in providing certain emergency medical services. One example of placing a fee on what had been a"free" service is the Fire Department's very tentative proposal to begin billing insurance companies for extrication of accident victims. This is a labor-intensive service requiring both special training and equipment, but because the need for this service is tied so closely to saving lives, we would need to examine closely how a charge of this type would be perceived by the community. We should look at the experiences of other municipalities and hear the opinions of our constituents before we agree to charge a fee for any life safety services. A less complex case is the proposal of the Building Department to charge fees for providing zoning information to those selling their properties. Although this information is available to those who come in person to search the department's files, many property sellers make telephone requests for this service rather than come to City Hall. The department reports that fulfilling such requests can sometimes be time-consuming, and proposes to institute a modest charge for the service. When the new Building Department software is completed,probably in late spring or early summer,this information will be more accessible, which is why the Department proposes only a modest fee for the service. We believe that this kind of charge is one which could be eligible for retention of some of the net revenue by the department. It is a cost which would be borne by a clearly defined and specialized group of citizens. Another example of a new revenue-generating activity is the Fire Department's proposed Regional Fire Training Center. Expansion of the current training center into a regional facility would serve a new set of customers (other municipalities and businesses) and would not create the problems that arise when new fees are imposed for a service that was previously free. With new activities of this kind there may be questions about startup costs, but we hope that the proposing department's business plan for a new initiative would be able to answer all of these. Certain departments, especially those providing public safety services,have long- standing mutual aid agreements or understandings with similar departments in other municipalities. Although it may seem logical to charge a fee for specialized services such as gorge rescues or underwater searches which are provided to other municipalities, we need to be very careful that we do not undermine the spirit of the mutual aid traditions \./ which have been so important in providing the best coverage to citizens in all areas. The City also needs to be sensitive to citizens' concerns that they are already paying substantial tax bills, and do not want to pay extra for services which should reasonably be considered part of the"normal"package of municipal activities. We also need to be mindful of the"hassle factor",the difficulty of increasing a fee that will yield minimal extra income but which will have substantial negative impact on citizens' lives and/or pocketbooks. An example of such an undesirable fee increase is raising the cost of dog licenses. In a perfect world, each department and each employee would expend significant effort to increase the City's revenues and fiscal stability with no thought of personal or departmental gain. Until that Utopia is achieved, however,we must recognize that both employees and managers are more motivated to put forth extra effort if they can expect some tangible result that will improve their corner of the world. Accordingly,this committee believes that the department should receive some assurances that at least a portion of the net proceeds of most new revenue initiatives will accrue to the department's benefit. Although there are undoubtedly some instances where a straight percentage of the net applied to general operations is the most appropriate reward for this effort and initiative, we are inclined to view departmental programmatic goals as more worthy of consideration. These programmatic goals could take the form of retention of a program that might be endangered in a difficult budget climate, or of clearly described enhancement of one or more existing programs. For an example of a programmatic goal we can look to the Fire Department, which has been requesting increased staffing in order to open the West Hill Station during the daytime. This increased staffing would require hiring at least two more firefighters at a cost(including fringes) of about $50,000 per person per year It is unlikely that the department can cut non-salary expenses by an amount that would cover the cost of even one additional firefighter,but with selected cuts plus a share of new revenue initiatives, the department might be able to find the money to reach this programmatic goal. This Committee tried to determine an equitable formula for sharing the benefits of any increased revenues. We realize that almost any revenue initiative has many costs, and we therefore agreed that only the net revenues after all expenses, (including departmental overhead and salary fringes)should be considered available for sharing. After considering various figures, we agreed that we would recommend that the department might be permitted to receive one half of its net new income from selected eligible revenue initiatives. Departments use many strategies to maximize their return from the budget process, and one of these is the "generous estimate"method. We recognize that new initiatives cannot absolutely guarantee their revenue streams, but we would be naturally suspicious if a department's estimates and the revenues achieved were far apart at the end of the fiscal year. We would be even more uncomfortable if that situation persisted for a second year. If a department expects to receive a portion of the new net revenues it generates, it must provide a very good business plan with its request, including carefully calculated expense estimates and realistic revenue estimates. This is one aspect of the revenue generation process where creativity is not encouraged. This Committee will be hearing presentations from each department during the year, and we expect that many departments will outline a variety of suggestions to increase the revenue they generate. We welcome all such suggestions,but we want to remind everyone that it will not be possible to share the proceeds of every revenue increase. We nevertheless ask departments to bring their suggestions to us so that we can offer early encouragement and so that we can recommend appropriate initiatives for further consideration of sharing a portion of the new revenues.