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HomeMy WebLinkAboutPACKET Town Board Study Session 2000-10-30_TOWN BOARD-BUDGET STUDY SESSION_______~~ Monday, October 30,2000 9:00 a.m. - 12:00 Noon Board Room 1. YEAR 2001-2002 GENERAL AND SPECIAL REVENUE FUNDS. Note: The next Town Board Budget Study Session is scheduled Friday, November 3rd. The Enterprise Fund and any budget changes will be discussed. TOWN-BOARD_BUDGETSTUDYSESMON Friday, November 3,2000 9:00 a.m. - 12:00 Noon Board Room 1. YEAR 2001-2002 ENTERPRISE FUND AND ANY BUDGET CHANGES. Note: The Town Board will conduct a public hearing on the 2001-2002 Budget during their Board meeting November 14, 2000. '. CONFIDENTIAL 10/26/00 2001-2002 BUDGET COMMENTS From TOWN of ESTES PARK BOARD OF TRUSTEES BUDGET REVIEW SESSIONS 1. Community Survey - Concern from Jeff and Sue that this produces public criticism and misunderstanding ("we already voted for that"). Lori suggested using local focus groups. Steve and Wayne suggest using in-house capabilities with the new utility billing system. 2. Community Services Funding - • Crossroads - Needs increase!(SD & SG) No increase, for Crossroads or Salud, or any (Mayor) Justify the increase (WN) • Housing - Land acquisition should be $100,000 (SD & SG) Habitat - tap fees or $, not both (Mayor) Water taps - paid M by Water Fund? (Mayor) 3. Fire Department - Concern about M FTE Secretary in 2002 (Jeff) - Does TEP pay more than it's share compared to rural? (SG & WN) - See attachment 1. 4. Stanley Avenue Sidewalk - concern that all neighborhoods will want (Jeff) - call it a "biketrail" (SG) / 5. Museum Minivan - move to Fleet or Admin? (Jeff) 6. PD Police Chief Selection - Need an executive session to discuss (SG & WN) 7. Advertising - Increase Occupation Licenses? (SO & WN) How do we justify 13.4% increase from 2000 to 2001? (Mayor) Earmark the lead sales revenue for advertising? (Jeff) 8. Traffic Calmers - Bad (SG) - Good (WN) - Make sure the neighborhood wants traffic calmers (Mayor, SG, JefO - Call them "Traffic Improvements" instead 9. Park s/w steam cleaning, cobble spray, pool cleaning - Buy a HOTSY and do in- house?(SG) - See Attachment 2 (memo from Public Works). 10. Build more bike trails on US 36 and 34(Fall River Road) - Use Open Space $ (SG _~ & WN) 11. Develop a written policy for the Catastrophic Loss Fund - How much we want in the fund and what it can be used for (SG & WN) 12. Ourfest Celebration - Reschedule in the Spring or Fall?(SG & WN) 13. "Islands" Annexations - Need to discuss in work session (Mayor, SG, WN) 14.L&P- Check/review vehicle replacement policy (SD & LJ) - Establish a Vehicle Purchase Fund? (Mayor & Jeff) 15. Totalize Electric Bills for Multiple meters/same owner?(Jeff) 16. Fiber Lease Revenues - Track as project # (Jeff & Mayor) 17. L&P& Water Masterplans - Update progress (Mayor, Jeff, SG, & WN) CONFIDENTIAL 10/26/00 18. L&P-Do feasibility Study to determine how long/how much $ to underground urban distribution lines. (SG & WN) 19. Water - Do we/ should we have a contingency plan for electricity for the water plants?(SG) 20. Legal Costs - Show total with a breakdown by attorney. (SG) 21. Parking Lot Equipment/Installation - (Paid Parking), need $50,000 for expense, show revenue generated (DH) 22. Municipal Building - Move or stay? (DH) Estes Park Volunteer Fire Department, Inc A-r,4 c.t m =T 1 /4% Operating Statement 09/30/2000 Month to Year to Date Date Revenue: Fund DMve 5,495.00 39,224.00 -14 Donations 1,960.00 15,270,00 -7 Labor Day 400.00 19,603.00 MDA Boot 4,572.00 4,572.00 Other Fund Raisers 0.00 -5,190.11 Cellphones 0.00 288.00 Sale of fire hose 2,930.00 2,930.00 Interest Earnings 147.82 3,077.38 TOTAL REVENUES 15,504.82 79,774.27 Expenditures: Telephone 65.18 3,420.59 Operating Supplies 134.89 2,120.11 Equipment 0.00 124,395.31 Training 0.00 1,661.68 Contributions 6,468.82 10,484.82 Other Expenses 837.19 5,246.56 Awards/Dues/Membership/Tution 297.85 2,545.48 Books & Software 0.00 302.45 Truck Maintenance 0.00 73.62 Dive Team 45.06 45.06 Labor Day Craft Fair 2,143.16 3,307.08 Insurance Policies 0.00 7,171.00 Fundraising Expenses 341.88 1,105.24 Bank Charges 3.00 6.00 Tax Preparation/Audit 0.00 245.00 TOTAL EXPEND!TURES 10.337.03 152.130.00 1998 Financials/09/28/2000 4 d 103 Estes Park Volunteer Fire Department, Inc Operating Statement 12/31/1999 Month to Year to Date Date Revenue: Fund Drive 0.00 11,830.00 3~ Donations 125.00 5,190.00 Labor Day 0.00 30,751.50 Restitution 951.84 951.84 Other Fund Raisers 0.00 6,451.11 Raffel Revenue 0.00 5,503.00 Cellphones 149.95 8,774.35 State Convention 0.00 14,842.10 Interest Earnings 316.88 3,997.26 TOTAL REVENUES 1,543.67 88,291.16 Expenditures: Telephone -78.96 7,205.34 Operating Supplies 160.69 1,258.40 Equipment 0.00 3,341.49 Training -39.55 2,994.70 Contributions 0.00 6,834.74 Other Expenses 955.57 11,220.72 Awards/Dues/Membership/Tution -50.00 797.65 Books & Software 0.00 0.00 Truck Maintenance 39.75 139.75 Dive Team 0.00 0.00 1999 State Firefighters Convention 0.00 23,383.93 Labor Day Craft Fair 0.00 2,639.65 Insurance Policies 0.00 7,190.00 Fundraising Expenses 85.29 153.29 Bank Charges 0.00 65.44 Tax Preparation/Audit 0.00 230.00 19981Elir#rk£@J#PE?mlme!*ES 1,072.79 67,455.10 . Estes Park Volunteer Fire Department, Inc Operating Statement 12/31/98 Month to Yearto Date Date Revenue: Fund Drive 3,356.00 51,253.01 40 Donations 0.00 8,698.00 Labor Day 0.00 29,474.78 Other Fund Raisers 0.00 806.00 Cellphones 0.00 6,490.39 Interest Earnings 279.79 2,536.48 TOTAL REVENUES 3,635.79 99,258.66 Expenditures: Telephone 900.91 14,639.65 Operating Supplies 118.60 3,106.40 Equipment 0.00 3,234.42 Training 0.00 387.02 Contributions 0.00 9,965.56 Other Expenses 142.22 4,795.72 Awards/Dues/Membership/Tution 404.30 3,164.21 Books & Software 0.00 1,032.37 Truck Maintenance 0.00 5.99 Dive Team 0.00 835.30 1999 State Firefighters Convention 0.00 54.50 Insurance Policies 0.00 7,831.00 Fundraising Expenses 0.00 5,345.52 Bank Charges 0.00 20.00 Tax Preparation/Audit 0.00 0.00 1998 FinancinQA*36)0BENDITURES 1,566.03 54,417.66 A7741#mEN7 L TOWN of ESTES PARK Fij IE © IM Ovm [%1 1'141 -11 W Inter-Office Memorandum 41-111 OCT 1 6 2000 ~ m 1,2 7, i 1-:. L,i 1.9-. 1 - October 13, 2000 TO: Rich Widmer FROM: Public Works Department SUBJECT: Sidewalk, Cobbles, and Confluence Pond Cleaning Contracts - Budget Cuts ~ -~1 -0~ -=d: Note: Additional background information from Dan Speedlin is attached. During the summer of 1997 the Town Board and Administration noticed a degradation of the Parks Department Streetscape condition. It was determined that the two main causes of the degradation were: 1) Public Works personnel supervision 2) Lack of manpower In 1998, the following changes were implemented in an attempt to significantly improve the Parks Department infrastructure. 1) Daily, weekly and monthly supervisor "walk-throughs" to monitor the Streetscape conditions and schedule timely maintenance. 2) Increase the seasonal employee count. 3) Privatize certain labor-intensive and high-visibility maintenance projects. The cobblestones, sidewalk, ponds clean up projects were chosen. These projects were targeted because they require full-time, higher-paid employees with experience since seasonal employees could not be relied upon. Privatization of these projects allowed full-time employees to perform necessary supervisory activities. As a result of the changes mentioned above, the condition of the Streetscape has progressively improved to the point that this past summer's product was the best in 10 years and will be used as the "showcase" that future years will be measured against. rn€t /Rpnpfit Cost/Benefit is found on page 2. Action Privately contracting the three projects will: 1) Significantly increase the manpower available to beautify the Streetscape, which has had a very positive impact on the July 4th Parks Department product 2) Help the Parks Department avoid increasing the full-time employee count which has not increased since 1995. Staff requests consideration of retaining these three budget items. (Continued jtom page 1) Cnqt/Rpnpfit Costs: Sidewalk cleaning Capital equipment Waste water reclamation unit and in-house hotsy and tank; Cost $25,000 Man-hour impact 60 hrs. x 2 (spring and fall cleaning) = 120 hrs. Lack of seasonal employee supervision: 30 hrs. x 2=60 hrs. Misc.: Less-thorough cleaning due to lack of $17,000 high-pressure commercial pump/tank unit Cobblestone cleaning Capital equipment in-house; Cost rda Man-hour impact 24 hrs. Lack of seasonal employee supervision: 24 hrs. Misc.: Additional vehicle liability and less-thorough cleaning due to lack of high- pressure pump. Pond cleaning Capital equipment in-house; Cost n/a Man-hour impact 48 hrs. x 2 (spring and fall cleaning) = 96 hrs. Lack of seasonal employee supervision: 12 hrs. x 2=24 hrs. Misc.: I.,ess-thorough cleaning due to non-specialized equipment. Benefit Sidewalk cleaning budget cut: $7,000 Cobblestone cleaning: 3,000 Pond cleaning: 4, non Total budget cut: $14,000 BL/lb TOWN OF ESTES PARK Inter-office Memorandum Date: October 13, 2000 To: Bill Linnane From: Dan Speedlin Subject: Justification for privatizing sidewalk steam-cleaning, cobble cleaning and cleaning ofthe Confluence Plaza pools. Background: In 1997 the Parks Department was heavily criticized for the increasing lack of quality. One of the solutions suggested to the department was to privatize whenever possible, instead of hiring more full-time employees to do the more technical duties. This was especially important during the heavy workload of spring start-up when we have a deadline of July 4~h to have the downtown area in top shape. Some of those tasks that were contracted out were sidewalk power-washing, pressure-cleaning of the cobble borders on the islands and blowing out and vacuuming the Confluence Plaza pools. • Sidewalk Power-Washing The power-washing of the downtown area sidewalks, trash cans and trash enclosures has never been done by town employees. Other communities with similar high-quality downtown area improvements, Old Town in Fort Collins and Pearl Street in Boulder for example, have had to deal with the same maintenance problems that we have. They have a lack of personnel, equipment and expertise. Both of these communities use the same contractor that Estes Park uses, on a schedule of twice a month or more to clean their entire areas. We use that company twice a year. In addition to the problems mentioned earlier, the private contractor also relieves its cities of some of the liability resulting from using high- pressure water (3500 psi.), steaming-hot water and various strong detergents around pedestrians, private businesses (windows), cars and most of all, the waste water flowing into the storm-sewer systems. We have looked into using our steam cleaner, a 55-gallon container for detergent, a large generator and the tanker truck to clean sidewalks in emergency circumstances, but haven't had to try it yet, so we are not confident ofthe results. Page 1 Deleting this budget item will require the following: 1. Purchase of a waste water reclamation unit, approximate cost $25,000.00 2. Additional labor: 7 to 10 days, 3 hrs. per day (5 a.m.- 8 a.m.), at least one full-time employee and another full-time or experienced seasonal person, probably on overtime. • Cobblestone Cleaning The cleaning of the cobbles around the traffic islands was another labor-intensive job that we decided to contract out. This project is a high-liability for passing vehicles and pedestrians (we have had to replace windshields doing this job). Because of the pressure to meet the July 4111 deadline and the lack of full-time experienced labor, we decided to contract this out. When cleaning the cobbles in the past, we didn't have a high-pressure/volume water system like the contractor presently uses. Instead, we used the air compressor to loosen the debris and the tanker truck set on high-pressure to flush the areas. It wasn't quite as efficient as the contractor' s equipment, as was evident in the results. Deleting this budget item will require the following: 1. No additional equipment, but the lower-pressure equipment will not provide the contractor's results. 2. Additional labor needed per cleaning: 4 days, 3 hrs. per day (5 a.m.- 8 a.m.), 1 full-time employee and another full-time or experienced seasonal person, probably on overtime. • Confluence Pools Cleaning The cleaning of the pools at Confluence Plaza was another job that was done in- house. A contractor with a specialized piece of equipment can do this labor- intensive job faster and better than we can. The Contractor has a very powerful vacuum that is used to suck-out storm sewers, pits and locate underground utilities by using compressed air to loosen the soil and the vacuum to remove it, which avoids digging. The vacuum is powerful enough to hold a rock the size of a large cantaloupe to the end ofthe vacuum tube. The town has a vacuum hose attachment on the Elgin Whirlwind sweeper, but as of today the manufacturer doesn't recommend putting an extension on the hose provided with the sweeper. This makes the use of the sweeper unacceptable for this job. Even though our sweeper isn't as powerful as the contractor' s, it would have been helpful. Page 2 4 I In the past, we cleaned the pools by using the air compressor to loosen the debris and a 2-inch hose to flush the debris to the drain. Because of the cobblestone bottom, it is a very tedious job. Since our cleanings are not as efficient as the contractor's, we would still have to perform a light-maintenance cleaning once a week. The contractor cleaning does not require these weekly cleanings. Deleting this budget item will require the following: 1. No additional equipment, but the in-house equipment does not provide the same results. 2. Additional labor: 3 days, 8 hrs. per day, 1 full-time employee and 1 seasonal employee. Recommendation: In the past, these three jobs have been very labor-intensive during a stressful time of the year, with moderate results. In consideration of the liability and the improved quality of the landscape maintenance in the past few years, I request that these projects be contracted out. DS/lb Page 3