HomeMy WebLinkAbout08-10-11 Board of Public Works Meeting AgendaA meeting of the oard of Public Works will be held Wedn sda August 1 0 2011, at
4:45 p y in Common Coun Chambers Third Floor, City Hall, > :e$East Green
Street, Ithaca, New York.
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Approval < Minutes m
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6.1 July � 201\ Regular y-X <4 d< «e Resolution
7. Administration and Communications (20 »»)
y y. Budget Discussion/Update
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E you have a disability that will require special arrangements to be made M order for yo you to m|\
participate in the meeting, p Gam contact the City Clerk at 607-274-6570 at least 4 hours
before the meeting.
The Board e Public Works meets m the second, %d and f # +«day a the months «4: mR All meetings a voting m +n,
opening with a public comment period. Meeting agendas are created +m /z public bp! Department opera a% Amm issues, and
requests made to the Superint @6± The Board reserves tGN21l2rbaI@mm A to three mulsand to request written comments
@lengthy or corn e issues. Thai Ryon may then be used %c a! committee agendas, with the sPker «a h invited % attend.
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Streets s Facilities
Streets and Facilities is the base of operations for several sections of the Department of
Public Works located at 245 Pier Rd. The Highway Section is a 27 person section that oversees
5 subsections including:
1. Two - person Bridge Crew that does routine maintenance on 36 bridges, pedestrian
handrails, meter posts, and supports other sections with metal repairs and fabrications;
2. Two - person Sign Shop maintains over 7,000 signs, pavement markings and supports
other sections with detour set -ups;
3. Five - person Sidewalk Crew which maintains 7.34 miles of City -owned sidewalks,
renlar s tree damaged sidle �. lks on 82 miles oof piivatee sidewalk In tiie Cliy Rlgllt of
r.�vev daa geu J111YJYYal
Way, and enforces the City's sidewalk maintenance ordinances;
4. Two - person Catch Basin Crew maintains 45 miles of Storm Sewer, 2,593 drainage
structures and several minor creeks and streams; and
5. Two Highway Crews that maintain over 68 miles of streets within the City, covering
everything from complete street rebuilds with new storm sewer and curbs, to milling and
paving, overlays, utility patching, filling potholes, street sweeping, snow removal,
guiderail repair or replacement, supporting Community Events by posting and placing
barricades for street closures and parades, and setting public art around the City. There
are another 4 miles of state arterial highway we do routine maintenance on under a state
contract.
The Parks and Forestry Section is an 8 person section with 5 seasonals for mowing in the
summer time. They take care of 23 City parks that cover approximately 400 acres. They also
mow the City Cemetery, the Flood Control Channel and all roadside mowing. They manage
13,249 street and park trees, removing 80 to 150 trees per year and planting 180 to 300 trees per
year, and prune 600 to 700 trees annually to maintain the City's urban forest. In addition to the
above work, the section does the snow removal in the parking garages, City parking lots and park
sidewalks. The mowing crew picks roadside litter along Route 13, picks up Christmas trees for
chipping and collects abandon shopping carts around the City. They also set up and take down
the Carousel in Stewart Park and work with citizen volunteers.
The Buildings and Grounds Section consists of 5 custodial workers to clean 6 buildings,
2 skilled technicians and a maintenance worker to maintain plumbing, heating and HVAC in 8
buildings located around the City.
The Parking Supervisor, with the aid of a working supervisor, oversees 10 parking lot
attendants and 3 Commons maintenance workers to clean and maintain the Commons and the
City's three parking garages.
Streets & Facilities
2012 Budget Narrative
The Solid Waste Section is a 5 man team that works 5 days a week 52 weeks a year
maintaining the trash pick up schedule and yard waste pick up. They also pick up dead animals
on City property, work with volunteers on City clean -up projects, and investigate illegal
dumping.
The Engineering Section has suggested adjusting permit fees that more closely reflect the
cost involved in issuing and following up on the permits. Based on the actual number of
permits issued last year, there would be an increase of $15,706. This amount was along with
$7,617 in cuts to their operating budget and $3,100 from their seasonal line to achieve a 7%
reduction in the section. The 5% reduction removed $2,000 from the seasonal line and $3,524
from their operating accounts. The 0% option didn't change the 100 lines but funds in the 400
lines were adjusted. The changes in the fee structure show as surplus.
The Superintendent's budget is over 95 % labor and despite a 56% reduction in the
operating lines and the elimination of overtime for staff, I fell $8,220 short of a minus 7%
budget. With the same cuts, I was still $5,212 short of a minus 5% budget. Since this office is
responsible for the City's vital infrastructure, a reduction in length of the work week doesn't
seem prudent. The shortfall could be made up by charging Special Events for the services they
receive from the DPW, approximately $13,000 per year.
The Building Systems Section met budget reductions through payroll: the Facilities
Manager resigned last spring and the estimated reduction in salary is $4,346. There are two
retirements in this department in 2012; down grading the positions and new hire along with a
custodial position that is not being filled, there is another $14,347 in savings. Total cuts to the
budget were $27,199 for a minus 7% and $19,428 for a minus 5 %.
The Court Facility budget has $4,000 in the overtime budget to pay for overtime required
to maintain the Court Facility when the Court's custodian is using leave time. Without a third
custodian at the IPD and Court Building there is no flexibility with the scheduling. We did meet
our minus 7% budget goal by reducing the utilities line to just cover 2010 expenditures. The
trend shows significant reductions in utility costs at this location. The minus 7% proposal
required a $5,368 reduction and the minus 5% required a $3,835 reduction.
For the Sign Shop to make the minus7% budget, the seasonal line reduced a worker by 3
weeks, a $1,400 savings. Another $9,676 was removed from the 400 lines, mostly out of material
lines, sign blanks and paint. This will result in less striping done in 2012. The clothing lines
were increased to cover Personal Protective Equipment (PPE) as well as contractual obligations.
The fuel costs have risen 41 % in the last year although consumption has remained constant. The
adjusted cost for all fuel and oil accounts are based on current consumption and a 2% increase in
cost for next year. We will continue to try to reduce consumption.
The Traffic Signals account is difficult to reduce by the 7% and 5% because 82% of the
operating budget is utility costs for traffic signals. Overtime for call -ins was reduced by 80%
because we no longer service the State's traffic signals. The two electricians still maintain over
33 City -owned traffic signals and the rest of the electrical services needed by the City. There is a
vacant funded Electrical Services Supervisors position that needs to be filled, and delaying the
Page 12
Streets & Facilities
2012 Budget Narrative
filling of that position for 3 months in the case of a 7% cut and a 2 month delay in hiring for a
5% cut. The delays in hiring along with about $3,000 in cuts to the operating lines allows us to
meet the minus 7% and minus 5% goals. Keep in mind we had to increase the clothing, fuel and
oil lines.
The Streets Administration account met the minus 7% goal by reducing the seasonal
budget by more than half ($7,781) and reducing the operating budget by $13,678. The clothing
allowance was reduced to cover only the average cost of PPE. The fuel line was funded to match
the Assistant Superintendent's predicted use. It had been previously billed to A5111. The minus
5% had the same seasonal reduction as well as an $8,478 cut in the 400 lines.
The Maintenance of Roads account, A5111, is the largest in the Division and has been
taking the brunt of budget cuts for several years. The operating funds have been reduced from
$526,000 in 2009 to $456,000 in 2010 to $452,000 in 2011. If the minus7% budget is adopted
for 2012, it will drop to $371,000. In the same period of time the cost of materials has climbed,
sometimes dramatically. Therefore, rather than using contractors through CHIPS funding to
augment our work schedule, we will spend the CHIPS funds with City forces. The down side to
this is that less overall work will be completed each year. I will propose that we charge Special
Events for the cost of services provided. Other sections within Highways will be pulled into
paving projects as needed.
The Garage account, A5132, will start charging for their labor for services and repairs to
other departments' vehicles in order to reach the minus 7% and minus 5% budget goals. Water
and Sewer Division has been getting these bills all along. Although this revenue only moves the
cost, it will give Department Heads a truer cost of operating a vehicle. The alternative is to
reduce maintenance of vehicles as a time we are reducing replacements.
The Commons Section, A5411, eliminated the seasonal line that typically pays for a
graffiti removal person. The overtime budget has also been reduced by $2,800. This will be
visible to the public.
The Parking Garage accounts, A5653 and A5654, had difficulty meeting the minus 7%
and minus 5% budget goals. To reach these goals we would have to reduce the labor cost by
reducing hours. Green Street Garage would require a reduction of 5 hours a week and
elimination of all overtime. The Dryden Road Garage would require $2,500 of overtime
elimination and a reduction of 673 hours for the minus 7% budget option or 412 hours for the
minus 5% budget.
The Parks and Forestry Section, A7111, would have to drop $10,533 in the seasonal line
and $7,500 in the overtime account. There will be one less person on the mowing crew. That
translates to minimal mowing in lesser used parks, snow plowing of non - revenue parks only
during regular shift hours, and reduced winter maintenance in some parks (i.e. Columbia Street
Park). There would be minimal mowing in the cemetery and Strawberry Fields. Stewart Park
requires 20 hours of overtime each week to open and close the park and clean bathrooms and
pavilions on weekends; we would look to eliminate this overtime or pass the cost along to the
Page 13
Streets & Facilities
2012 Budget Narrative
Youth Bureau and their rental fees. We could also save money by leaving the Carousel put
away. It takes a crew about a week to set up and tear down, which could save about $11,000.
The Golf Course account, A7250, has only one salary attached that is impacted by the
compensation study and the elimination of overtime covered most of that increase. The minus
7% and minus 5% goals were met by cutting line items in the operational accounts.
The Southside Community Center Building account, A7312, does not have much in the
way of places to cut: the large contractual services line, $164,408, is over 70% of the account.
The only way to meet the minus 7% and minus 5% goals was to reduce this line by $13,256 for
the minus 7% and by $9,810 on the minus 5% which is the City's donation to their operation.
Street Cleaning, A8171, is part of the City's Storm Water Pollution Prevention Plan that
proactively removes debris from the streets before it enters the storm sewer and eventually the
lake. This is more effective and efficient than just cleaning catch basins, and is mandated by the
state. All of the debris has to go to a land fill. Debris from the City goes to Seneca Meadows by
way of Casella, which costs $80 per ton as the tipping fee. We have already spent 143% of our
budget for this year. This 436 line was increased but only slightly because of the negative budget
goals.
The Refuse and Garbage Section, CL8160, should be exempt from the property tax cap as
a utility or service, but had to be reduced by $32,563 to make the minus 7% budget, to do this,
we had to look at offsetting revenue. The first thing we looked at is the special pick -up fee that
has not been adjusted since 1988. If the $20 fee is raised to $30 for single family homes, to $40
for duplexes, and to $50 for businesses, the City would have collected another $4,200 on last
year's violations. The second idea settled on was the Yard Waste issue. Last year's cost for
picking up yard waste was $18,900 (includes truck fuel and tipping fees). A charge of $1.50 per
50 lb bag will result in $18,900 revenues. The next $10,000 would have to be covered by trash
tag fee adjustments.
Respectfully submitted,
Ray Benjamin
Assistant Superintendent of
Streets & Facilities
Page 14
City of Ithaca DPW Water & Sewer Division
Overview / Brief Summary of Services Provided,
Facilities & Infrastructure, Operations & Maintenance,
Capital Replacement
The City of Ithaca Department of Public Works (DPW) Water & Sewer (W &S) Division
provides the City of Ithaca's 30,000 plus customers with water and sewer service, this
includes water treatment, water distribution, wastewater collection, and wastewater
treatment. The wastewater treatment plant (WWTP) known as the Ithaca Area
Wastewater Treatment Facility (IAWWTF) located at 525 Third Street is jointly owned
by the City and the Town's of Ithaca and Dryden, and is operated and managed by the
City of Ithaca. The Water Treatment Plant (WTP) located at 202 Water Street and the
W &S Division Offices along with the Water Distribution and Wastewater Collection
System Construction, Operation & Maintenance Facility located at 510 & 600 First Street
are wholly owned, managed, and operated by the City of Ithaca. The Water & Sewer
Division is currently staffed with 57 permanent employees, 6 seasonal employees, and 5
interns. In addition to providing water and sewer related services to the public, the Water
& Sewer Divisions Professional / Technical Staff includes Geographic Information
Systems, Engineering, and Environmental personnel who provide expertise, specialized
services, and support to all other City Departments. The professional staff also provides
these same services in a collaborative manner to other local, and regional governments,
municipalities, institutions, organizations, coalitions, committees, working groups, etc.
The City of Ithaca wastewater collection system and treatment facilities consist of
approximately two hundred fifty million dollars ($250,000,000) of infrastructure
including; the IAWWTF (the wastewater treatment plant); the collection system consists
of approximately 84.79 -miles / {447,691 -LF} (as of 7/2011) of sanitary sewer gravity and
force mains; 5,246 plus- service connections /laterals; 12- sanitary sewer pumping stations;
12- sanitary sewer flow monitoring stations; 5- siphons /under water crossings; pipe
bridges; bridge crossings; 2,400 - manholes; and many other system appurtenances. The
life cycle expectancy of our sanitary sewer infrastructure components for the most part is
between 50 and 100 years (excepting pumps, motors, mechanicals, controls, which
average more nearly 25 years). Using a 100 -year life cycle to calculate replacement costs,
the average annualized capital replacement budget figure for all our wastewater
infrastructure is in the neighborhood of two million five hundred thousand dollars
($2,500,000). Note, this is a capital cost and does not include the operating and
maintenance costs which are detailed in the Annual Operating Budget Requests.
During the last ten years we have replaced 5.67 -miles of sewermain in our collection
system, this equates to a 150 -vear replacement life cycle. To meet a 100 -year
replacement life cycle we need to replace an average of 0.85 -miles of the collection
system on an amlual basis (8.5- miles /10- years). To keep this pace we need to budget a
minimum of $680,000 annually for the 100 year life cycle capital replacement or
rehabilitation of our wastewater collection system (sewer pipes under the streets). The
value of the 84.79 -miles -miles {447,691 -LF) of sanitary sewer gravity and force mains
(pipes) under the streets in the collection system is between $68,000,000 &
Page l of 9
$112,500.000. based on an average cost range of $150 /LF to $250 /LF for estimated
replacement costs. Using a 100 -year life cycle the annual capital replacement or
rehabilitation costs are between $680,000 and $1,125,000. (Note the costs for
replacement or rehabilitation of large or deep sanitary setis�er°s in the densely developed
areas of the City will be greater and the costs for replacement or rehabilitation of
shallower sanitary setirers in the least dense residential areas will be less.)
The City of Ithaca water distribution system and water treatment plant consist of
approximately three hundred million dollars ($300,000,000) of infrastructure including;
the WTP; the distribution system consists of approximately 103.3 -miles {545,424 -LF}
(as of 7/2011) of watermains; 5,435 plus - service connections; 100 plus -fire service lines;
6 -water storage tanks; 3 -water pumping stations; pipe bridges; bridge crossings; 637
plus -fire hydrants; 1,600 plus - valves; 10- control valves; and many other system
appurtenances, plus roughly 700 -acres of watershed lands; 2 -dams the 60 foot dam and
the silt dam (the VanAlatta's and 30 foot dams were not considered here since they are
betoty our rcnlw ti —al -er^ intake.,,); the reservoir; etc The life. cycle e.�,�,e.�f --, f water
/, , J'�+t�+ l+nn.J\.i.LUl .Y' of our Y�V�ale
infrastructure components for the most part is between 50 and 100 years (excepting
Pumps, motors, mechanicals, controls, which average more nearly 25 years). Using a
100 -year life cycle to calculate replacement costs, the average annualized capital
replacement budget figure all our water infrastructure is in the neighborhood of three
million dollars ($3,000,000). Note, this is a capital cost and does not include the
operating and maintenance costs which are detailed in the Annual Operating Budget
Requests.
During the last ten years we have replaced 3.07 -miles of watermain in our distribution
system, annualized this equates to a 336 -year replacement life cycle. To meet a 100 -
year replacement life cycle we need to replace an average of 1.03 -miles of the
distribution system on an annual basis (103- miles /10- years).We need to budget a
minimum of $550,000 annually for the 100 year life cycle capital replacement or
rehabilitation of our water pipes under the streets. The value of the 103.3 -miles {545,424 -
LF} of watermains (pipes) in the distribution system is between $55,000,000 &
$95,000,000, based on an average cost range of $100 /L1F to $175/LF for estimated
replacement costs. Using a 100 -year life cycle the annual capital replacement or
rehabilitation costs are between $550,000 & $950,000. (Note the costs for replacement
or rehabilitation of larger diameter i+,atermains in the densely developed areas of the
City will be greater and the costs for replacement or rehabilitation of smaller diameter
watermains in the least dense residential areas ivill be less.)
The primary mission of the W &S Division includes the daily operation and maintenance
of the Wastewater Treatment Plant, Water Treatment Plant, Water Distribution System,
and the Wastewater Collection System, plus the annual capital construction projects for
new and replacement infrastructure. Our duties all entail a high level of public / customer
services, support, communication, and coordination. In order to perform this work the
Water & Sewer Division is equipped with approximately three million dollars
($3,000,000) of construction equipment, maintenance equipment, and service vehicles,
including heavy construction equipment, computers with specialized hardware &
Page 2 of 9
software, high tech electronics, specialized vehicles and equipment, trucks. cars, bicycles,
tools, etc. The average life cycle of our fleet and specialized equipment is between 10 and
15 years which yields an annual budget for replacement of between $200,000 and
$300,000. These items are for the most part budgeted and paid for out of the operating
funds, as they should be.
STORMWATER INFRASTRUCTURE - Note, not considered in any of our budgets are
the costs we're incurring in the performance of the City's obligations to review, permit.
monitor, and enforce the new stormwater Local law and State regulations for the State
Pollutant Discharge Elimination System (SPDES) General Permits for Stormwater
Discharges from Construction Activity and Municipal Separate Storm Sewer Systems
(MS4s).
Both Streets & Facilities (S &F) and W &S have been mapping the stormwater
infrastructure to identify, and quantify, what we have, own, and are responsible for, in
order to comply with State mandates. We have substantially completed this endeavor.
The costs associated with our stormwater infrastructure are likely to be on the order of at
least 50% of what they are for our sanitary sewer infrastructure.
The City of Ithaca stormwater /stormsewer collection and conveyance system consist of
approximately one hundred million dollars ($100,000,000.00) of infrastructure including
45.41 miles of storm sewers (as of 6/2009) and appurtenances, catch basins, curb inlets,
pipe outlets, etc. Also owned by the City are 2 groundwater/ high creek water/
stormwater pumping stations. These all are currently maintained and provided for under
the S& F Divisions Budget.
Considerable time, expense, and effort have been committed over the last five years, with
increases in the resources dedicated each successive year.
We will need soon to make the stormwater / stormsewer infrastructure a utility and
fund this infrastructure in much the same wav as we do our water and sewer
utilities, or incur the ever escalating capital expenses on our general fund to cover
both replacement of the existing system components and ensure compliance with the
ever increasingly stringent Federal and State stormwater regulations.
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DPW Water & Sewer Division 2012 Budget Request Highlights
Notes on Current Budget Line Items:
Computer Hardware /Software Highlights (210), (225) & (105)- In the Water and
Sewer Division facility at 510 First Street we have 25 computer work stations which we
have been replacing on a five year life cycle (Not including WWTP or WTP). We are
attempting to achieve a six year life cycle starting in 2013. 3 of the 25 workstations will
be older than 5 years in 2012. Normally we would be budgeting to replace all 3.
However, we are budgeting for the replacement of only one which has already failed,
plus enough to replace a second should another failure occur, and the budgeted amount
for the second computer will be returned if no failure occurs.
Pnge 3 qf'9
Personnel & Salaries (105)- We have no retirements of personnel pending for 2012. We
are anticipate going into 2012 carrying only 3- Vacancies at W &S, 2- Vacancies at the
IAWWTF. and 0- Vacancies at the WTP. as follows: 1- Engineering Aide; 1 -Water Meter
Technician; 1- Working Supervisor: 2 -WWTP Operator /Operator Trainees. We will be
requesting to fill at least two these five vacancies during the course of the year and have
included such in the 2012 budget requests. We have also budgeted for the addition of an
Operator Trainee and a Laboratory Technician in the 0 % and -2% budgets for the WTP.
We have also budgeted for upgrading the Assistant Civil Engineer position to Civil
Engineer in the W &S Division. We have cut the budget for seasonal and intern hires by
approximately 50% in both the -5% and -7 % scenarios.
Salary increases were budgeted as per the Mayor's guidance as follows: DPW Labor Unit
Contract = 0` %o; Admin Unit Contract = 0 %; Exec Unit Contract = 0 %; Management =
0 %. We expect the actual negotiated salaries to be closer to the 2% mark, however have
not reflected this in the 2012 Budget Request.
The CSEA DPW and Administrative Units Compensation Study Plan implementation has
increased the budget salary line by $96.014 in 2011, and will further increase the budget
salary line by $100,448 in 2011, by $95,057 in 2013, and by $75,087 in 2014. In order to
compensate for the salary line increases here other line items in the budget had to be cut
in excess of the 0 %, -5 %, and -7% scenarios.
For the 2012 budget we have cut the money budgeted for overtime in excess of 38 %.
This will change the level of service our customers /residents will experience in repairs of
watermain leaks and breaks. Instead of repairing a watermain leak or break immediately
on overtime, we will throttle and / or close system valves to reduce or stop the leak
temporarily until a crew can repair it during regular work hours. On average we
anticipate the resulting water -off time for customers / residents in an area affected by a
leak or break will increase from about 4 - 6 hours to somewhere closer to 8 -14 hours.
Similarly for the wastewater collection system we can minimize repair crew overtime by
setting up portable by pumping and returning during regular work hours to make
necessary repairs. Residents / customers will experience some level of service reduction
in bypass pumping noise and temporary road closures and / or traffic detours.
Overtime was budgeted based on previous years needs for the Water Distribution and
Wastewater Collection Systems, the Wastewater Treatment Plant, and Water Treatment
Plant, and reduced overall by 38 % with all reductions being made in work for the
distribution and collection systems. Since 2004 we have reduced overtime expended by
more than 66% in the work on the Water Distribution and Wastewater Collection
Systems. Overtime was reduced from the previous year by the following percentages
each year since 2004: (12 %) in 2005; (21 %) in 2006; (8 %) in 2007; (18 %) in 2008;
(12 %) in 2009; (27 %) in 2010, and is on track for another (18 %) in 2011. This was
accomplished by careful attention to the scheduling and planning of projects with respect
to personnel resources. preventive maintenance pleasures, staffing adjustments, new
equipment /technology, etc. For the IAWWTF overtime was budgeted for the same
amount as last year. For the WTP we expect overtime to increase over last year since we
Page 4 of 9
will be preparing for and possibly starting construction of the new Water Treatment
Plant. Overtime at all three facilities will continue to be closely monitored so we can use
it even more judiciously, efficiently. and determine when it will become more cost
effective to add personnel rather than increase the use of overtime.
Each year we bill all personnel salaries to the operational budget. than if need be at the
end of the year the capital project accounts are billed back for the actual salary amounts
used in the performance of work for capital projects.
Staff Development (440)- For the 2012 budget, only staff development / training
required to maintain mandatory staff certifications and licensing necessary for the
performance of job duties has been budgeted for. Mandatory staff certification and
training requirements are increasing to keep up with ever increasing regulatory and
technological advances. The 2012 budget request for Staff Development is 0 %. The
following list is not complete, but it is a good part of our mandatory Staff Licensing
Certification / Training / Education program. Staff training and development
expenditures have a net positive effect on the budget in enhanced personnel performance,
operational efficiency, cost avoidance, as well as ensured regulatory compliance.
• NYSDEC Storm Water- Sediment & Erosion Control Certification for Working
Supervisors, Engineers, and staff involved in construction activities;
• NYSDOH Grade D Water Distribution System Operator- Certification for all water
distribution system Working Supervisors and Maintainers;
• NYSDEC Wastewater Collection System Operator Certification for all wastewater
collection system Working Supervisors and Maintainers;
• WWTP Operator Licensing for all Wastewater Treatment Plant Operators;
• WTP Operator Licensing for all Water Treatment Plant Operators;
• NYSDOH Cross Connection Control & Backflow Prevention Certification for all Water
Distribution System Working Supervisors, Water Treatment Operators, Wastewater
Treatment Plant Operators, and Senior Meter Technician;
• Professional Laboratory Certifications for Wastewater & Water Treatment Plant
Laboratory Staff.
• OSHA Construction & General Industry Safety Certification Courses for all personnel;
• DSNY (Dig Safe New York) Orientation courses /seminars about excavation notification,
location, and protection of underground utilities and excavation safety for all personnel,
a a c
• Professional Engineer License (PE) for professionals certifying (stamping) all design and
construction plans for water and sewer infrastructure to Department of Health and
Department of Environmental Conservation;
• Geographic Information Systems Certification Institute (LISP) for GIS Personnel;
• Continuing Education & Training for all of the above licenses and certifications to meet
maintenance and renewal requirements;
• Professional Association Memberships are key to staying current with legislation, grants,
funding, regulations, current principals, practices and innovations in the respective
professional and technical fields, these memberships include American Water Works
Association (AWWA), New York NN'ater Environment Association (NYWEA), Water
Environment Federation (WEF), New York Rural Water- Association (NYRWA).
Page 5 (?f'9
American Public Works Association (APWA), Urban & Regional Information Systems
Association (URISA), Nexv York State GIS Conference Advisory Council, etc.
Vehicle and Equipment (21.5) & Fuel (420) Budgets — Please note the main variable in
our vehicle and equipment fuel budget is the work we are doing in any given year, type,
scope, and size of the capital infrastructure replacement and rehabilitation projects.
In 2008 we expended $73,883.43 on fuel, (2008 average fuel cost = $3.058 /gallon). In
2009 we expended $33,327.48 on fuel. (2009 average fuel cost = $1.589 /gallon, a 48%
reduction from fuel costs in 2008). In 2010 we expended $60,597.22 on fuel (2010
average fuel costs $2.33/gal for diesel ($2.78 /gal for B5 Bio- Diesel), and $2.20 /gal for
gasoline.) In 2011 through August I" we have expended $47,858.41 on fuel, current fuel
costs are 48% above last years at $3.255 /gallon for gasoline, and $3.446 /gallon for diesel.
In 2010, 2011, and again in 2012 we requested a 0% increase. If we elect to contract for
the use of B5 bio- diesel we may need additional funds to do so. In fixture budgets we
mope to present an expanded graphical or tabled analysis of our fuel use and fuel cost
trends. We will continue looking closely at our vehicle and equipment usage, attempting
to achieve further reductions in fuel used. This goal will be facilitated by the scheduled
replacement of vehicles with more fuel efficient models, selecting the minimum size
vehicles necessary to perform the work, optimizing efficient use of vehicles and
equipment. combining trips /operations whenever and wherever possible, identifying and
eliminating unnecessary usage, idling of engines, carrying of extra or unnecessary
material. equipment. cargo, etc.
Scheduled 10 -year life cycle vehicle replacements for 2011 not purchased this year
included:
■ 915, a 4 -8 MPG vehicle, 2001 Ford 1 -Ton, 4 -wheel drive, 8- cylinder engine,
Utility Truck,
■ #22, a 6 -10 MPG vehicle, 2001 Dodge, '/4 -Ton, 4 -wheel drive, 8- cylinder engine,
Utility Truck with cap, racks, shelving for parts, equipment, and tools.
Scheduled 10 -year life cycle vehicle replacements (not to be purchased) 2012 (next year)
include:
■ #18, a 6 -10 MPG vehicle, 2001 Dodge' /4 -Ton Utility Truck with utility box and
lift gate, 2 -wheel drive, 8- cylinder engine.
ZD
Scheduled 10 -year life cycle vehicle replacements (to be purchased under 0% scenario,
not under -5% or -7% scenarios) 2012 (next year) include:
■ #304 an 8 -14 MPG vehicle, 2002 Chrysler Mini -Van (overloaded, used as a utility
van), front wheel drive, large 6- cylinder to be replaced with a Ford Transit
Connect, a properly sized more fuel efficient 22 -25 MPG vehicle, 4- cylinder
engine, front wheel drive, Utility Van outfitted with racks, shelving, and storage
capabilities;
Page 6 of 9
Utilitv Budget for Natural Gas & Electricity W &S + Water Treatment Plant (410) -
Note these numbers exclude the IAWWTF (Wasterwater Treatment Plant, a Joint Entity).
In 2005 we expended $190,799.11, in 2006 $200,277.62, in 2007 $179.539.63, in 2008
$160,150.34, in 2009 $184,284.07, in 2010 $174,642.37. For 2011 we budgeted
$198,184.00 which amounts to approximately a (10 %) decrease in the budgeted amount.
more accurately reflecting the actual expended amounts, and for- 2012 we budgeted the
same, a 0% increase over the previous year.
Contractual Services (435)- Since we still do not have an alternate hard fill site, and the
Southwest Park Site is no longer available for the disposal of excavated materials we are
paying $10 + / - /ton to dispose of this material. We are presently contracting the trucking
and disposal of this material. We have been trying to use alternate fill sites whenever- the
opportunity presents itself. le.: landowner requests for clean fill, however most of these
sites require legal documentation in the form of a written permission / agreement
re Vle VVed by tjle Crty ALLU111ey's 011lce. `VVe esLlma+LeU that the average arinual excavation
spoil quantities and associated additional costs incurred will be in the range of 5,000 —
10,000 CY /YR (7,500 — 15,000 Tons /YR) @ $10.00 /Ton (2009 dollars) = 75,000-
150,000 $ /YR. In 2009 the actual amount expended on excavation spoils trucking and
disposal was $44,188, in 2010 $70,175, and to date (8/1) in 2011 $39,750 on excavation
spoils trucking and disposal. We have engaged the professional services of Barton &
Loguidice to progress permitting of the VanOstrand Road Hard -Fill Site in the Town of
Ithaca. We expect this process to take at least another year. In the mean time we are
proposing reopening selected areas of the Southwest Park for this purpose until we have
the new site permitted and in place. We have also been charging the portion of these
expenses attributable to capital projects to the associated project. Note. we have reduced
the budgeted amount for excavation spoils disposal by 72% or $62,038 in the 2012
budget in anticipation of regaining temporary use of a portion of Southwest Park for this
purpose.
Treatment Supplies (495)- The cost of process chemicals at both the water and
wastewater plants have decreased this year with staff efforts in maximizing the efficiency
of their use, and using less expensive alternatives where feasible. We have budgeted for a
15% decrease or $24,981 for this line item in the 2011 budget for the WTP and a 0%
increase at the W WTP.
Service Accounts F8342 & G8149- The budgeted amounts in these accounts are
somewhat artificial since most or all of the work is billed and the monies get returned to
the City as revenue. The work done here is for the construction, upgrade, or replacement
of water service lines, fire lines, and sewer service lines for our customers. We need to
consider updating and restructuring the billing rates 'for our vehicles and equipment so
that it reflects our actual costs. Actual material and labor costs are passed along to the
customer, however our vehicle and equipment rates are billed at Iess than actual cost.
Page 7 of 9
Stormwater - Regulations for stormwater runoff quantity & quality controls for all
construction and earth disturbance activities will add between 5% and 10% to the cost of
each our projects. This will primarily affect the following accounts: Watershed Account
(F8321); General Maintenance Accounts (F8341 &G8121); Service Accounts (178342,
G8149). Maintenance Accounts (F8343,44-45); and Capital Projects involving earth
distru bins construction; note, Emergency repairs are exempt. The practices required by
the new regulations are both labor and material intensive. They will probably save us a
percent or two of their actual cost especially during the final project site restoration
phases of our projects. We have not made an additional allowance in our budget
specifically for this work. We are anticipating that this additional work may add 5% to
10% to the cost of our work. We intend to track this component of the work and make the
necessary adjustments in future budgets.
Note, not considered are the costs we will be incurring in the performance of the City's
obligations to review, permit, monitor, and enforce the new stormwater Local law and
State regulations for the State Pollutant Discharge Elimination System (SPDES) General
Permits for Stormwater Discharges from Construction Activity and Municipal Separate
Storm Sewer Systems (MS4s). Considerable thought, time, effort, and public education
will have to be completed first. It is very probable that we will have to consider the
concept of fimding our stormwater infrastructure as we do our water and sewer utilities.
Geographic Information Svstems (GIS) Budget Note — The City GIS Team provides
service and support to many City Departments and is funded solely out of the Water &
Sewer Division's Budget. In future years we will be looking to share the costs of these
services proportionally to the support received.
Y. J: YY'' Y.Y.XYY::Y::Y.YYYY.YXYYYY.YYYYY YYY:CY.JCX:CY.Y.YYY.YYYYYY:C 'Y.YYY.YYXXXXY:FYYYY. �:
Notes on Some Exciting Possibilities for Savings in future budgets
UNIFORM PAYROLL & ACCOUNTING PRACTICES & SOFTWARE- The purchase
and implementation of a uniform payroll software package would eliminate redundant
data entry on the Division / Department level and at Controllers office. This project needs
to be researched for investment required vs. pay back period. This project would need to
be initiated from the Controllers Office. I'm sure we could effect a sizable time and cost
savings with the right tools applied here. Whatever the software and practices we choose
they should elegantly and efficiently support the different shift structures at the Water
Plant, Wastewater Plant, Water & Sewer, and Streets & Facilities, etc.
To take advantage of other potential efficiencies, cost savings, and enable real time
updated expenditure tracking and budget management it would be great if we could
explore practices and software to help us integrate our inventory management, accounts
payable, accounts receivable, work orders.. job costing. and billing functions. At the
present time these processes are rather disjointed and require very diligent and time
consuming measures to ensure evervthing connects and balances.
Page 8 of 9
*GPS FLEET TRACKING EQUIPMENT & MANAGEMENT SOFTWARE — We have
the potential for fuel savings, vehicle mileage savings, energy savings, added safety. etc.,
with the purchase and implementation of a GPS fleet tracking and management system.
This is a project which would necessarily span Departments and Divisions. I'd envision
this being implemented at S &F with support from GIS staff, at least initially. This project
would need to be researched for investment required vs. pay back period. From published
data and trade news articles, most fleets can expect a vehicle mileage and fuel savings in
the range of 20 % to 40 %. There would also be a job time savings element resulting from
having City vehicle users assisted in their decision making with respect to trip generation,
planning, and management.
*COORDINATION -OF CAPITAL WATER & SEWER REPLACEMENT /
REHABILITATION / REPAIR WORK TO BE DONE IN CONJ[TNCTION WITH
STREETS & FACILITIES AND ENGINEERING OFFICE CAPITAL STREET
REBUILD PROJECTS- As a matter of practice whenever either Streets & Facilities,
NYSDOT, or the City Engineering Office initiate a capital street rebuild or improvement
r�rnjert ;a-- the under laying -11. and 0t —W mnii'ast'iil%ture mS at yr hear the IVU year
lifecycle mark, the Water & Sewer Division sets up a parallel capital project for the
replacement / rehabilitation of the water and sewer in order to ensure both the water and
sewer infrastructure as well as the new street work above it. Historically long term
proactive project planning and coordination forecasts have not been accurate enough for
specific capital project plans and budgets to be developed and synchronized to meet on
the ground in the same construction season. What is really needed to do this more
effectively is simply a general capital project for the replacement / rehabilitation of water
distribution and wastewater collection system mains and appurtenances. Then we can
have the flexibility to match and meet the schedules of other entities road rebuilding
projects.
To facilitate better future project planning and coordination we also need to develop and
implement a Water & Sewer Master Plan including level of service ranking for all our
infrastructure, as well as age and condition. This could be very efficiently done
incorporating existing data from infrastructure systems GIS mapping and data base,
consumption data from our water system water model, and new AMR system data bases.
It will first be necessary to complete the GIS mapping and databases for the sanitary
sewer collection and the storm sewer systems. We are continuing the collection of
sanitary and storm sewer location & elevation data, pipe size, type, capacity, condition,
maintenance history, and other material data, etc. We will soon need to purchase
modeling software, and develop & implement working models for both the sanitary and
storm sewer collection systems. On the Streets & Facilities side of things we are mapping
and assembling data bases on our GIS for inventory and planning purposes including:
traffic signals; signs; pavement condition; parking; pavement / striping; ... etc.
This could be used as a basis for assembly of a Streets & facilities Master Plan.
Page 9 of 9
CITY OF IT CA
108 East Green Street Ithaca, New York 14850 -5690
OFFICE OF THE CITY ENGINEER
Telephone: 607,,274.6530 Fax: 607/274 -6587
July 8, 2011
TO: Tim Logue, City Transportation Engineer
FROM: Kent Johnson, Junior Transportation Engineer
RE: Resident request to amend parking regulations in the 400 block of Worth Street
Four residences have a frontage along the 400 block of Worth St.: 410 Worth St., 125
Pearl St., 201 Pearl St., and 124 Vine St. ). The
three households within the City have signed a petition (see attachment) to have the City
portion of the 400 block of Worth St. changed from odd /even parking regulation to have
some sort of time restriction, such as "no parking 9am- noon" or "no parking 9am -4pm."
The purposes for the requested time restriction is to discourage storage parking by
commuters who do not live in the neighborhood and to reduce the level of traffic due to
these commuters.
During my one site visit (in the early afternoon 1 think), I did notice that virtually all of
the on- street parking spaces in this 4 -block neighborhood were occupied. Perhaps in the
future a more comprehensive approach to regulating the on- street parking in this
neighborhood should be undertaken, but at present only the 400 block of Worth St. is
being considered.
From a traffic engineering perspective, it is of little consequence what the on- street
parking regulations are changed to in this block. My recommendation is a three -hour
prohibition sometime between 9am and 6pm so as to discourage all -day commuter
parking. The City's Schedule of Parking Regulations currently has two types of three -
hour parking restrictions: "no parking 9am - noon" and "no parking noon -3pm" — I
recommend that one of those two regulations be used rather than creating a new
regulation time period.
LIM M
T
Name Address Phone#
Jj -
7 7,
CITY OF ITHACA
108 East Green Street Ithaca, New York 14850 -5690
OFFICE OF THE CITY ENGINEER
Telephone: 607/274 -6530 Fax: 607/274 -6587
To:
'dill Gray, Superintendent of Public Works
From:
Tim Logue, City Transportation Engineer
Date:
August 3, 2011
Re:
State Arterial Signal Maintenance
Lastly, it seems that the amendment should be signed not only by the City of Ithaca, but
also by New York State, in order to make it a binding amendment.
An Equal Opportunity Employer with a commitment to workforce diversification." 1s
Board of Public Works
Proposed Resolution
August , 2011
A resolution to authorize the Mayor to sign an amendment to the Arterial Maintenance
Agreement between the City of Ithaca and the New York State Department of
Transportation
WHEREAS, in letters dated December 5, 2010 and December 29, 2010, the New York
State Department of Transportation (NYSDOT) wrote to the City of Ithaca stating their
intention to begin performing all required routine and emergency signal maintenance
work of the arterial signals systems owned by NYSDOT within the City limits as of
January 1, 2011, and
WHERAS, City of Ithaca staff met with NYSDOT representatives in the spring of 2011
to discuss the terms of this proposal, and
WHEREAS, in a letter dated July 13, 2011, NYSDOT has offered three payment options
(actually they are deductions from the payments that NYSDOT makes to the City of
Ithaca under the arterial maintenance agreement), and
WHEREAS, recommended payment option r- e as a fair
methodology and sum, with beneficial impacts to the Department of Public Works
workload, now therefore be
RESOLVED, that the Board of Public Works authorizes the Mayor of the City of Ithaca,
with the advice of the City Attorney, to sign the proposed amendment to the Arterial
Maintenance Agreement between the City of Ithaca and the New York State Department
of Transportation under the terms of Payment Option Number Three.
Y44
STATE OF NEW YORK
DEPARTMENT OF TRANSPORTATION
REGION 3
333 EAST WASHINGTON STREET
SYRACUSE, NY 13202
www.nysdot.gov
CARL F. FORD, P.E.
REGIONAL DIRECTOR
Honorable Carolyn K. Peterson
Mayor, City of Ithaca
City Hall
108 E. Green Street
Ithaca, NY 14850
Dear Mayor Peterson:
July 13, 2011
Office of
Supt, and
Engineering
JOAN MCDONALD
COMMISSIONER
RE: STATE ARTERIAL SIGNAL
MAINTENANCE
As you are aware, as of January 1, 2011, the NYS Department of Transportation has
taken over the maintenance responsibility of the arterial traffic signals within the City of Ithaca
and other cities within Region 3. Since then, we have met with the various other cities within our
Region to discuss concerns and issues that have risen as a result of this decision. As a result of
these discussions, the Department has recently developed a third payment option that is in the best
interest of the City of Ithaca to choose in comparison to the other payment options.
This third payment option for the signal maintenance charges is more in line with the
pricing of the existing arterial maintenance agreement. Similar to the arterial maintenance
agreement payment method, the third option is based on $.85 per square yard with some
engineering judgment on determining square area for each type of signal device. This will be a
flat rate every year so you may plan accordingly on having this amount deducted each year from
the arterial maintenance agreement payments. The third option annual signal maintenance costs
will be:
$165.75 / year per three color signal
$33.15 /year per flasher signal
$17.00 / year per flashing sign beacon
'M]'M�4-iok A' 4
These prices include all the labor, equipment, and materials necessary to do the signal
maintenance work with our signal maintenance crew for 24 hours /7 days a week emergency
response for the year. The arterial signal devices within the City of Ithaca include 34 three color
signals and 4 flashing sign beacons. Therefore, the third option annual flat rate for the City of
Ithaca would be $5,703.50 to maintain all the signal devices for the year.
m a
AAA-
Honorable Carolyn K. Peterson
July 13, 2011
Page 2
The following are the three payment options available to the City of Ithaca. We believe
the third option is the most feasible option for the City in comparison to the other two payment
options. Please let us know as soon as possible which payment option preference the City would
prefer.
Option One:
The City is billed our standard maintenance rate that we use for each of our permit traffic
signals Statewide. This annual rate is currently $1,251.62 per signal and is based upon a
compilation of our actual signal maintenance costs Statewide.
Option Two:
The City is billed directly for actual labor, equipment and material costs. Billing will be
semiannually, and ail charges will be deducted from the semiannual arterial maintenance
payment made to the City. Obviously, maintenance charges would vary with this
approach.
• Option Three:
The City is billed a flat annual rate of $5,703.50. As described above, this is based on
$.85 per square yard depending on the number and type of signal devices within the City.
Billing will be processed by deducting half this amount from the semiannually arterial
maintenance payment that is made to the City.
Our main goal is to strive for consistency across Region 3 in all aspects of traffic signal
maintenance on State Highways. Please complete and sign the attached form which states the
payment option and agreement so that we can proceed accordingly in our administrative efforts in
taking over the arterial signal maintenance for the City of Ithaca.
Thank you in advance for your immediate attention to this matter. If you have any
questions or comments, please contact Scott Bates of our office at (315) 428 -4385.
Very truly yours,
E ism
? ,
d
j
_.. - rd
CARL F. FORD, P.E.
Regional Director of Transportation
Attachment
Cc: William J. Gray, P.E., Superintendent of Public Works (,,v/attachment)
CARL F. FORD, P.E.
REGIONAL DIRECTOR
A
STATE OF NEW YORK
DEPARTMENT OF TRANSPORTATION
REGION 3
333 EAST WASHINGTON STREET
SYRACUSE, NY 13202
www.nysdot.gov
AMENDMENT TO AGREEMENT
FOR MAINTENANCE AND REPAIR OF
STATE ARTERIALS HIGHWAYS
PASSING THOUGH THE
CITY OF ITHACA
JOAN MCDONALD
COMMISSIONER
The Department, under this amended agreement will take over the maintenance of the arterial traffic
signals as described under the existing arterial maintenance agreement for the above mentioned City.
It is agreed that the annual fee for the traffic signal maintenance will be (Please Check One):
Option One:
The standard maintenance rate that is used for each of our permit traffic signals Statewide. This
annual rate is currently $1,251.62 per signal and is based upon a compilation of actual signal
maintenance costs Statewide. The City of Ithaca has a total of 38 signal devices. Therefore, the
annual flat rate for the City of Ithaca is $47,561.56. Billing will be processed by deducting half
this amount from the semiannual arterial maintenance payment that is made to the City.
Option Two:
Direct actual labor, equipment and material costs. Billing will be semiannually, and all charges
will be deducted from the semiannual arterial maintenance payment made to the City. Obviously,
maintenance charges would vary with this approach.
Option Three:
Annual maintenance cost of $165.75 per Three Color Signal, $33.15 per Flasher, and $17.00 per
Beacon. Similar to the Arterial Maintenance Agreement, these rates are based on $.85 per square
yard for each type of signal device that is being maintained within the City. The City of Ithaca has
a total of 38 signal devices (34 — Three Color Signals and 4 Flashing Sign Beacons). Therefore,
the flat annual rate for the City of Ithaca is $5,703.50. Billing will be processed by deducting half
this amount from the semiannual arterial maintenance payment that is made to the City.
The City hereby grants permission to the State and its agents to enter upon and perform work on their
property as necessary for the purpose of performing maintenance on the arterial traffic signal devices.
The City understands that electrical costs are separate and are still the City's responsibility.
1 of'?
ACCEPTANCE:
In consideration of the terms of this agreement, the undersigned accepts all of the above terms,
conditions and provisions.
Signed:
Printed name:
(If Applicable)
STATE OF NEW YORK
) SS:
COUNTY OF
On the day of in the year before me, the undersigned, a
Notary Public in and for said State, personally appeared >
(Acceptees Name)
personally known to me or proved to me on the basis of satisfactory evidence to be the individual(s)
whose name(s) is (are) subscribed to the within instrument and acknowledged to me that he /she /they
executed the same in his/her /their capacity(ies), and that by his/her /their signature(s) on the
instrument, the individual(s), or the person upon behalf of which the individual(s) acted, executed the
instrument.
(Notary Public)
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