On the agenda

1. 2

   ↳You arrived here from a search for “Ammonia storage tank and feed skid replacement” — transcript expanded below

   Review of Proposed Departmental Budgets

   discussed

   Public Works staff (Robert) presented proposed FY17 departmental budgets for water/wastewater utility divisions, including water production, distribution, construction services, reclaimed water, water pollution control, sewer collections, and fleet garage, covering operating and capital line items such as SCADA upgrades, R&R funds, vehicle replacements, a $38,000 storage building, and a new $100,000 smoke testing program for sewer system inflow. Finance Director Crystal then presented the Finance Department budget, proposing consolidation from three divisions to two by eliminating the purchasing and warehouse division, reclassifying the purchasing administrator and inventory coordinator positions, and including a departmental study split across two divisions.

   • direction:Reallocate $20,000 from R&R structural maintenance to a new operating maintenance line item, keeping bottom line the same. (none)
   • direction:Consolidate Finance Department from three divisions to two, eliminating the purchasing and warehouse division and reclassifying positions. (none)

   📍Madison Street📍elevated water storage tank over by Gulf High🏢DEP🏢ESRI🏢FGUA🏢Pasco County🏢Tokay🏢Tyler Technologies👤Brian👤Crystal👤Mr. Davis👤Robert#Ammonia storage tank and feed skid replacement#BTRs and residential rental permits#CAFR preparation#Departmental study (Finance)#FY17 Proposed Budget#Lift station panel upgrades#Penny for Pasco#Procurement card program#R&R (Repair and Replacement) program#SCADA / telemetry system upgrades#Smoke testing program for sewer system#Zero percent discharge permit (bayou)

   ▶ Jump to 0:00 in the video

   ▸Show transcriptHide transcript

   Auto-transcript · machine-generated, may contain errors

   [00:00:00] as far as a roundup. And then we have $50,000 in the building and grounds [00:00:07] maintenance line item. We've got a couple pumps that need to be replaced, but the [00:00:12] cost of each individual pump is under the capital limit, so it dictates that it [00:00:18] goes into operating. We also had another increase in office supplies. The raw [00:00:25] water line item that we see there is directly related to those proposed [00:00:31] utility purchases that we talked about earlier. And then of course the operating [00:00:37] supplies miscellaneous saw an increase for the miscellaneous equipment that is [00:00:44] associated with those pump installations. [00:00:49] Our capital end of things call for exterior prep and painting of the [00:00:55] elevated water storage tank that we have over by Gulf High. We still [00:01:02] are in possession of some city wells, so we have started a $10,000 R&R to [00:01:11] maintain those. Our ground storage reservoirs for the water is scheduled to [00:01:19] be prepped and painted as well. We have some SCADA upgrades or a [00:01:28] telemetry system that basically is a computer system that talks to one [00:01:35] another. The different types of equipment talk to one another to where they can [00:01:41] do a lot of things that back in the day used to manually have to be [00:01:45] performed as far as monitoring the chemicals that go in for the treatment [00:01:49] of water, the adjustment of those chemicals as we move along. And so this [00:01:54] system is the next generation system that we're proposing and the good thing [00:01:59] about it too is it'll tie into the existing wastewater treatment plant. So [00:02:03] the 24-hour monitoring system that we have with a licensed employee over at [00:02:09] the wastewater treatment plant will also be able to have this system there to [00:02:15] where he can he can stay abreast of everything that's going on on that plant. [00:02:20] We have $20,000 in R&R for the emergency generator and processing [00:02:26] equipment, $17,500 for divisional fleet R&R replacements, and then we're [00:02:35] proposing to do some special purpose equipment replacements of our ammonia [00:02:40] storage tank and the ammonia feed skid with a pump. [00:02:49] The water and reclaimed water distribution operating budget has a lot [00:02:55] of the existing line items that we talked about that you see there and the [00:03:03] one thing that I do want to call out on this one is the software license [00:03:07] support that we've got with the ESRI software and Tokay software. ITC is [00:03:14] currently looking at combining all of those systems together with all of [00:03:20] the departments in the city so we would expect that that license might come [00:03:28] down. We had a typo from last year and that number didn't get changed so we [00:03:35] wouldn't expect that we would spend that amount. [00:03:42] We have $191,000 in R&R for trucks and trailers. We have 41, I'm sorry we [00:03:53] have a total of $191,000 in this line item. $41,000 of it is R&R for the [00:03:59] divisional fleet and $150,000 is for two service trucks. Those will be the last [00:04:04] two service trucks that we will need to be that need to be replaced and then our [00:04:11] whole divisions vehicles will be replaced and upgraded. We will have gone [00:04:18] from from gasoline to diesel and a upgraded vehicle so that a lot of these [00:04:26] trucks carry a lot of weight. A lot of them are pulling pumps that have a lot [00:04:29] of weight and so we've had to upgrade those vehicles so that they can last [00:04:36] longer so to speak. So our return on investment we're looking at instead of [00:04:40] replacing a vehicle about every 10 years when it comes to a service truck that [00:04:44] there's no reason why we can't get a minimum of between 15 and 20 years on [00:04:49] them. And then we've got $39,500 for R&R for loaders and backhoes and the [00:04:57] different miscellaneous equipment that's associated with this division. Our [00:05:03] construction services operating a lot of the same items. Our fuel is a [00:05:10] housekeeping issue or we had increased the fuel last year with the addition of [00:05:15] the one inspector and that line item for whatever reason didn't get updated so [00:05:22] that's an attempt to get that updated and then of course the software license [00:05:27] we're expecting that we won't spend that much as well. [00:05:35] The funds that are in the capital portion here are strictly R&R funds for [00:05:40] the divisional fleet. [00:05:44] Our reclaimed water production which is over at the wastewater treatment plant [00:05:49] had no proposed increases in that division. [00:05:55] And the special purpose equipment was strictly R&R funds so that was pretty [00:06:00] consistent with what we had last year. [00:06:05] The water pollution control operating saw pretty much basically about the same [00:06:13] type of increases. Auto parts was increased due to the fleet size but we [00:06:19] still were able to reduce the division as far as the reduction and what we [00:06:26] submitted last year in the budget. [00:06:30] The capital portion calls out for $38,000 for a new storage building. Right now we [00:06:37] have a lot of equipment and the facility is outgrown or I'm sorry the operations [00:06:43] has outgrown the existing utility storage shed and that one's probably about 30 [00:06:49] years old. [00:06:50] So here it says $58,000 in this thing it says $58,000. [00:06:56] This $6,299. [00:07:11] I think that's a typo. [00:07:20] Does that change that bottom line or? [00:07:22] It's $38,000 there was $20,000 for some R&R. [00:07:52] There was an additional item that was for structure maintenance that was an R&R [00:08:05] account that we took out and so it's probably I don't know if it's taken out of [00:08:11] that line item that you're looking at but the actual number that's only going to be [00:08:15] in there included is the $38,000 for the new storage. [00:08:19] I'm not going to try to do the math on that but you know what if the bottom line [00:08:23] is correct then too. [00:08:27] Robert and I discussed decreasing that R&R amount or the $6,299 by the $20,000 because [00:08:35] we were originally reserving our building in R&R for structural maintenance repairs [00:08:41] and we decided or discussed that that would actually be an operating expense. [00:08:45] So there will be a reduction of $38,000 here but an offsetting additional $20,000 for [00:08:53] maintenance and repairs of that structure. [00:08:55] So the bottom line will remain the same it's just going to be a reallocation. [00:08:59] Where would that $20,000 go? [00:09:02] There will be a new it will be in the 46 account numbers there will be a new line [00:09:08] item. [00:09:08] So where you see maintenance there's 4611, 4621, 4623 for maintenance of buildings and [00:09:16] grounds equipment and copiers. [00:09:17] There will also be a maintenance for the plant or the structural equipment that he's [00:09:23] referring to. [00:09:25] So the bottom line will remain the same. [00:09:27] The capital portion of the division shows that we have $171,000 in improvements other [00:09:40] than buildings that's $20,000 is for R&R funds and $95,000 for the emergency power [00:09:48] generator replacement, $56,000 for a return pump head works blower and generator transfer [00:09:56] switch and then of course our special purpose equipment calls for $6,500 in data radios [00:10:03] for the SCADA and that's basically transmitters that are tied into the different types of [00:10:10] facilities that we've got around the plant that all call in to the server. [00:10:16] And then of course this is one of the divisions that is funded 40% through Pasco County. [00:10:23] Speaking of that, is some of this numbers that you put in, you come see us every once [00:10:28] in a while and say, hey I'm going to spend some of your penny for Pasco money. [00:10:31] Is any of this possibility of penny for Pasco? [00:10:35] It's not penny for Pasco, it's utility money and basically we'll... [00:10:39] Oh, I'm not just saying this particular division, I'm just saying sometimes you come [00:10:45] knocking on our door for penny for Pasco money, is some of this, any of this can be [00:10:51] shipped to penny? [00:10:53] Not for utilities. [00:10:56] Okay. [00:10:57] Utilities have their own funding source and it's supposed to be used accordingly. [00:11:03] We've come to you for penny for Pasco for a lot of the street division type of items [00:11:09] like the Madison Street overlooks that we needed to stabilize. [00:11:14] I remember, I'm just, I'm not saying, you know, I'm just, I'm asking as a whole and [00:11:20] I just say, you know, water. [00:11:21] Typically not utility money. [00:11:23] It's its own revenue source. [00:11:27] Our sewer collections division operating, you'll see that we have a new line item for [00:11:35] professional services. [00:11:37] That $100,000 includes a smoke testing program. [00:11:41] I know that we've talked a lot about wet weather discharge and our permit has a zero [00:11:48] percent discharge into the bayou, which means we need to take care of our treated water. [00:11:54] The problem that we're having is because we're a coastal community, a lot of that [00:11:58] stormwater can get into the storm or the sewer system and then we're treating stormwater [00:12:05] and not sewage, so to speak. [00:12:08] So the smoke testing will identify where we have people that maybe have opened up their [00:12:15] clean out and they'll drain their property they've taken and tied in their roof drains [00:12:22] into the sewer system. [00:12:25] Just those types of things we will show where maybe they've taken manholes and opened [00:12:31] those up so that they can get relief from flooding. [00:12:35] So we could get this money back through the magistrate? [00:12:40] We wouldn't get this money back in the magistrate. [00:12:42] What we would end up doing is the main purpose of it is number one to keep our costs down [00:12:49] as far as treating stormwater because we're not making any money off of that. [00:12:53] The other thing that would really help us is with that zero discharge that we have that [00:12:59] if DEP comes in for our enforcement we have to show them that we have done everything [00:13:06] that we can to make sure that our system is operational in an efficient manner and that [00:13:13] we're not contributing to that discharge that the rain event itself was just too large [00:13:18] for us to be able to handle it and we have to prove that to them and the only way that [00:13:23] you can do that is to have a smoke testing program like this and then once you identify [00:13:30] those areas then there are different types of elements that you can go ahead and start [00:13:35] implementing to correct the problems that you've identified. [00:13:40] So we wouldn't think that that number would stay like that forever but initially when [00:13:47] we start the program of course you're going to identify just all kinds of different items [00:13:53] and you're going to have to take care of them so this could be an ongoing program until [00:13:57] we can take care of it because our plant treats for FGUA. [00:14:02] It treats some of Pasco's, New Port Richey and different communities and so if we can prove [00:14:09] to DEP that okay we're treating everything that we can for us and we're not contributing [00:14:14] to the intrusion it's these other utilities that by law we have to take their waste then [00:14:24] they'll be the ones that'll be responsible to have to reduce what they're sending us. [00:14:31] Those ones that you said the outsiders are we selling them water? [00:14:36] We do some of them yes and some of it's on a... [00:14:39] Is that why we're required to take their waste then? [00:14:41] ...needed basis. [00:14:42] No it's our plant years ago our plant was designed for that and we have in our local [00:14:47] agreements and they have no other avenue other than to bring it to us so... [00:14:55] Mr. Nice Guy. [00:15:00] And so the only other line item here that we haven't talked about with the other divisions [00:15:07] is the postage. [00:15:13] This division does a lot of sending pumps and different items in for repairs and of [00:15:20] course the increased workload has created that line item to go up. [00:15:26] And then what we found out a couple times, we've increased the rent equipment software [00:15:32] up to $2,000 but we really don't expect to use that. [00:15:39] The reason why we included those additional funds is because this past year we ended up [00:15:45] having a situation where we lost total power and we needed to get a pump out there and [00:15:52] the pumps that you use have to have some kind of system to where they can communicate to [00:16:00] the operators as far as if they go down so that we can prevent a sewage spill and normally [00:16:09] if the lift station was operating like it should, it has all the communication capacity [00:16:15] that it needs and so we figured, and those pumps are very expensive to rent, so we figured [00:16:22] that we ought to increase this line item and then that way we would have those funds [00:16:26] available should the need ever arise. [00:16:29] So it's more of a preventative type of increase. [00:16:36] And of course this is the licensed software that we don't expect to use this much but [00:16:45] Brian is going to be working on those issues to where we're expecting to get a cheaper [00:16:52] price when we combine all of this. [00:16:58] The capital in this division shows $25,000 for lift station panel upgrades. [00:17:08] That's a norm. [00:17:10] It's a regular maintenance item. [00:17:13] The data processing equipment, that's a laptop for the division and then of course we have [00:17:19] our R&R funds for trucks and trailers, heavy equipment. [00:17:24] The communications equipment line item is a reduction from last year and it is to complete [00:17:33] the remaining lift stations that we have out there and upgrade them so that that project [00:17:39] could be completed this coming year. [00:17:42] Our special purpose equipment calls for sewer cameras, camera head and portable air compressor. [00:17:53] The fleet garage is our last enterprise fund. [00:17:58] The paint and body work is increased and most of that has to do with trying to keep the [00:18:07] fleet looking good to where it serves two purposes. [00:18:13] If you take care of your equipment when you get ready to sell it at auction, you'll be able to [00:18:19] get that money back. [00:18:21] A lot of it has to do with accidents that the existing fleet gets into and we use that line [00:18:28] item to go ahead and do the body work and paint. [00:18:32] Those expenses have increased. [00:18:36] Our travel and training has increased. [00:18:39] We are trying to certify a technician to be able to work on fire apparatuses. [00:18:47] That's just not a piece of equipment that anybody can work on. [00:18:53] Our postage has gone up considerably. [00:18:57] A lot of that has to do with returning of cores for credit and our proactive maintenance [00:19:02] program that we've started. [00:19:05] The maintenance of equipment to the gas buoy and fuel pumps was increased and then of course [00:19:13] our operating supplies have increased for a lot of the outfitting or the repurposing [00:19:22] of the different vehicles that the different departments have. [00:19:28] And then of course our capital calls for R&R funds for the trucks and trailers and $7,000 [00:19:36] for equipment software that goes hand in hand with the certified technician to be able to [00:19:44] diagnose the different defects that you might have on some of those fire equipment. [00:19:51] And then we've got $8,000 for the replacement of the oil and grease reels. [00:19:57] And that concludes my presentation. [00:20:00] This may be for Crystal. [00:20:03] Do you have some total numbers on this R&R program that we're starting up? [00:20:09] August 1st. [00:20:12] After we go over the second half of the department budgets, we will. [00:20:16] Good job, Robert. [00:20:18] Thank you. [00:20:21] Crystal, you're up. [00:20:28] All right. [00:20:51] Good evening, everyone. [00:20:54] Tonight, I will be going over the finance department's budgets for fiscal year 17, [00:20:59] as you already know. [00:21:01] Currently, as it stands now, the finance department consists of three divisions. [00:21:07] We have the accounting and budgeting division, billing and collection, and purchasing and [00:21:11] warehouse. [00:21:14] The significant responsibilities of accounting and budgeting are accounts payable, payroll, [00:21:21] financial reporting, which includes the CAFR preparation and budgeting preparation and [00:21:26] monitoring. [00:21:27] Under billing and collection, significant responsibilities include utility billing, [00:21:32] establishing and disconnecting water services, processing new applications and renewals of [00:21:38] BTRs and residential rental permits, and cashiering, or collecting and processing of money collected. [00:21:47] In purchasing and warehouse, we oversee all purchasing activities. [00:21:52] We oversee the RFP process and basically gather those proposals provided to the city. [00:22:01] We administer the procurement card program and oversee purchasing and management of city [00:22:05] inventory. [00:22:10] For fiscal year 17, we propose that the three divisions be compiled into two divisions, [00:22:16] eliminating the purchasing and warehouse division. [00:22:20] With the implementation of Tyler Technologies, which the finance department will be affected [00:22:26] first with that implementation, the purchasing process has been streamlined significantly. [00:22:34] The workflow and the approval process will all be electronic, and there will no longer [00:22:39] be a need to physically print purchase orders and get them signed. [00:22:44] The purchasing administrator's position won't be totally eliminated, but a lot of what that [00:22:53] person does will basically be electronic at that point. [00:22:59] We felt it necessary to reclass this position into accounting and budgeting and create new [00:23:07] responsibilities for this person. [00:23:09] Is that why the increase in the budget? [00:23:12] Yes. [00:23:13] Also in the purchasing warehouse division was the inventory coordinator. [00:23:19] This person was housed under purchasing and warehouse, but worked directly with Robert [00:23:26] and his team, was physically located at the warehouse, and like I said, he worked 100% [00:23:34] with Public Works. [00:23:38] So we felt it only made sense logically to have this person under the Public Works, [00:23:47] one of the Public Works divisions. [00:23:49] His role as purchasing the actual inventory will remain the same, and that still will [00:23:55] flow through finance. [00:23:57] But he, as personnel, will be housed under Public Works moving forward. [00:24:03] This is kind of hard to see, but this is supposed to be the proposed department staffing, [00:24:10] and basically it's the two divisions that remain, accounting and budgeting. [00:24:14] And I know not to use yellow next time. [00:24:17] Please. [00:24:18] And it does eliminate the purchasing. [00:24:21] This is an arc chart of the two divisions together, but in your package you have them [00:24:28] separately, and you'll be able to see them better. [00:24:32] For the sake of time, I did have some slides that gave an overall view of the cost and [00:24:41] expenditures by department, but I think it may be better if we just go over the budget [00:24:48] schedules that were in your packet, and we can just go line by line and go over the increases [00:24:53] or decreases there instead of the slides that I had prepared. [00:24:59] So if you look at your budget schedule for accounting and budgeting, as Mr. Davis already [00:25:06] pointed out, personnel services did increase by about 33 percent compared to the estimated [00:25:12] amount in fiscal year 16, and that's directly related to the purchasing administrator position [00:25:18] being reclassed to accounting and budgeting. [00:25:22] And it also includes a reclass of an accounts receivable clerk position from billing and [00:25:28] collection to accounting and budgeting. [00:25:30] So there are two positions added here, or reclassed here, that account for the increase. [00:25:39] Under operating, there is an increase overall of about 50 percent, a little over that actually. [00:25:53] Which line are you looking at? [00:25:55] Overall, total operating and capital compared to estimated 16, it's right under 50 percent, [00:26:01] and that's related to a departmental study that we propose having done next year for [00:26:08] our department, especially with the implementation of Tyler and the shift of workloads. [00:26:15] We felt it necessary for someone to come in and evaluate the positions that we have and [00:26:22] some of the processes that we have in accounting and budgeting division and the billing and [00:26:27] collection division to just identify deficiencies that we may have and recommend some improvements. [00:26:35] Half of the cost of the study is budgeted in accounting and budgeting. [00:26:39] The other half will be budgeted in billing and collections. [00:26:43] 6411, is that going to be new flooring, I hope? [00:26:46] I'm sorry? [00:26:47] 6411, office furniture, fixtures, is that going to be new flooring? [00:26:52] It's desperately needed. [00:26:53] The flooring is handled in another budget. [00:26:56] Okay. [00:26:57] Not part of our zen. [00:26:58] I agree, it is desperately needed. [00:27:01] Yes. [00:27:02] If there aren't any questions on this division's budget, I'll move on to billing and collection. [00:27:10] Total personnel services, the cost for total personnel has declined compared to last year's [00:27:22] budget, and that's related to the one position that was reclassed to accounting and budgeting. [00:27:29] So there is a small decline there. [00:27:34] And operating and capital, again, there's a slight increase, and that's related to the [00:27:41] departmental study. [00:27:42] So both divisions, we were really constant with what we were requesting for operating [00:27:49] and capital expenditures this year. [00:27:52] Our focus was really just on restructuring and restructuring of workload and more of [00:27:59] what our responsibilities were throughout the department. [00:28:02] How long was this, you bring these professionals in to take a look at, how long does that take, [00:28:08] a month, a couple weeks? [00:28:11] We haven't started consulting or engaging, soliciting any firms, but I would anticipate [00:28:19] at least three months. [00:28:21] I mean, you came from an auditing group, that's why I was asking. [00:28:25] I would say maybe three to four months for a true detailed review of all of the positions [00:28:32] and the workflows and efficiencies and the processes that we have. [00:28:37] So Crystal, I'm looking at the operating capital, the total operating and capital. [00:28:44] So under the professional services, you've got the 17-5 and then debt recovery 10. [00:28:50] Is that what you're talking about? [00:28:53] The professional services being the? [00:28:56] Yes, that would be the departmental study. [00:28:59] The debt recovery is an outside company that we've used and we're currently using to help [00:29:07] us collect on outstanding utility accounts. [00:29:10] The reason that you don't see a huge balance or an amount for fiscal year 16 is because [00:29:17] in 15, where you see that 22,500 number, we prepaid for their services. [00:29:24] So in 16, there's very little expenditures related to it. [00:29:29] But moving forward, we expect to have to pay. [00:29:33] Do you have some kind of number that we're due? [00:29:39] I can get that for you. [00:29:41] Just curious. [00:29:43] And then Crystal, the credit card charges? [00:29:46] That is for credit card processing. [00:29:48] So all of our utility services, payments that we take by way of credit card, [00:29:55] that's just for the processing of them. [00:29:57] And is there something different that we're due? [00:30:00] In that, we're just increasing credit card, [00:30:03] I mean, it looks like last year's was budgeted at 15. [00:30:07] The reason- [00:30:08] Estimated at 38, budgeted for 15, and then- [00:30:10] And look at the previous two years. [00:30:13] The budgeted amount, [00:30:17] it was budgeted at that amount, [00:30:19] anticipating the city [00:30:26] giving that charge to the customer. [00:30:28] And I believe it was approved [00:30:31] by way of ordinance or resolution [00:30:33] to flow that charge to the customer. [00:30:37] However, our system, [00:30:39] and Brian, you can piggyback off, [00:30:42] add to this, our Sun Guard system, [00:30:45] the system we currently use, [00:30:46] doesn't allow us to actually apply that charge [00:30:50] to the customer, so we're not able to do it. [00:30:53] But the budgeted amount was anticipating that, [00:30:56] or anticipating the implementation of Tyler [00:30:59] and us being able to do it. [00:31:00] We just haven't been able to. [00:31:02] But once we move forward with Tyler, [00:31:04] we do anticipate a reduction in that cost. [00:31:07] So there'll be some correlation in collecting the debt, [00:31:11] being able to take credit cards [00:31:12] should eliminate the number that we currently [00:31:16] are not collecting, does that make any sense? [00:31:20] Right, correct. [00:31:21] The inefficiency is really costing us money, [00:31:22] is what you're saying? [00:31:23] It is. [00:31:24] Yeah, big time. [00:31:26] Just a little knowledge that I have of this is, [00:31:30] it's a set fee that the government can charge, [00:31:34] and the set fee that the MasterCard Visa can charge too, [00:31:40] so it can wash itself and be zero, I think. [00:31:44] I think it's somewhere around 75 cents, [00:31:46] I think it is, per charge. [00:31:50] I'm not sure if that was a question or a statement, but. [00:31:53] I think it's a statement. [00:31:54] A statement, okay. [00:31:56] Yes, there is a fee on both sides [00:31:58] that the credit card companies charge, [00:32:00] and that we're allowed to charge our customers [00:32:03] for that convenience. [00:32:05] Yeah, well normally it's a percentage, [00:32:06] but in utilities and in government, [00:32:08] I think it can be a set fee. [00:32:15] If there aren't any more questions, [00:32:18] that concludes my presentation for finance. [00:32:21] What do you guys need for fuel? [00:32:23] We actually do have, in our billing and collection division, [00:32:29] the meter reader technician, Paul. [00:32:32] Oh, okay. [00:32:33] He has a service truck that he uses very frequently [00:32:37] to go out and connect and disconnect water service. [00:32:42] Good, thank you. [00:32:45] I think we can read meters now without going out there, [00:32:48] if I remember correctly. [00:32:50] With your permission, we'll move on [00:32:51] to the fire department. [00:32:53] Presentation, Chief Fitch. [00:33:09] Good evening. [00:33:11] Tonight we'd like to present, as you know, [00:33:13] the 2017 budget. [00:33:17] We have it broke down into two different divisions. [00:33:20] The first division is Supervision 071, [00:33:24] which consists of fire chief, assistant fire chief, [00:33:29] a full-time administrative assistant, [00:33:31] and a part-time administrative assistant. [00:33:34] The biggest change that you will see [00:33:37] as we go through this budget [00:33:40] is that we move the assistant chief [00:33:43] from the firefighting division to the supervision division, [00:33:48] which made sense to us to have him in supervision [00:33:53] as opposed to firefighting. [00:33:55] So the increases and decreases that you see, [00:34:00] the biggest reason is for that move. [00:34:04] The supervision, we'll start with that one. [00:34:07] The accomplishments that we've accomplished [00:34:10] within the last fiscal year, [00:34:12] we oversaw the response of 4,300 calls, [00:34:17] conducted over 1,000 inspections of city businesses, [00:34:20] completed over 5,300 hours of training. [00:34:23] We provided fire safety and prevention educations [00:34:27] through station tours, visits, schools, [00:34:29] participating in events sponsored [00:34:32] by local churches and businesses. [00:34:36] We applied for a AFG grant, [00:34:39] which we have not heard back from [00:34:43] to see if we have been awarded that. [00:34:45] What do those initials mean? [00:34:47] Assistance to Firefighters Grant. [00:34:50] And that is to buy new SCBAs, [00:34:54] Self-Contained Breathing Apparatus, [00:34:56] air tanks that we wear on our backs into fires. [00:35:01] That's 265,000. [00:35:04] We just recently refurbished Ladder 1 [00:35:08] with a repainting and new reflective striping, [00:35:11] a new safety chevron on the back [00:35:13] and new LED emergency lights. [00:35:16] The initiatives that we have within this division [00:35:18] for next year, secure a new site for relocation [00:35:20] and construction of a new Fire Station 1, [00:35:23] which is currently ongoing. [00:35:25] Purchase property and continue station design [00:35:28] with our architectural firm, [00:35:30] computer software upgrades and acquisitions. [00:35:34] Purchase and install Zoll software [00:35:37] for incident reporting purposes. [00:35:39] Implement and train personnel using new software. [00:35:43] Implement and interface between Southern Software, [00:35:46] which is the CAD system [00:35:47] that the Fire and Police Department will be using, [00:35:50] and Zoll to enable call information [00:35:53] to be automatically inserted into incident and EMS reports. [00:35:58] Contract negotiations with [00:36:00] the International Association of Firefighters, [00:36:02] Local 1158 Union, and complete that negotiation process [00:36:07] for a ratified contract agreed upon [00:36:09] by the city and the union. [00:36:14] So we'll move right into the fire supervision schedule. [00:36:20] As far as personnel services, as we go down, [00:36:24] I won't go line to line. [00:36:28] We'll just hit some of the ones that fluctuated the most. [00:36:32] Again, like I said, 11-12, the second line down, [00:36:35] that's adding the assistant chief in there. [00:36:38] And as we go down, the first fluctuation that you see, [00:36:43] an increase of $500 for cleaning allowance, [00:36:46] that is a reflection of adding [00:36:49] that assistant chief position in there. [00:36:53] Inspector incentive pay, again, [00:36:55] that's adding his position in there. [00:37:00] And the rest of them are social security matching, [00:37:03] pension fund, health insurance, [00:37:06] all a total reflection of adding another supervisor [00:37:09] within that department division. [00:37:15] As we go down to the operating capital expenditures, [00:37:22] there are a few increases. [00:37:24] We kept everything pretty much in line with last year [00:37:27] with a few increases. [00:37:30] Again, travel and training, we increased by $600. [00:37:35] That is with the assistant chief being within that division, [00:37:41] we thought an extra $600 would be fair for that. [00:37:48] Also, as you scroll down, pretty much stays the same. [00:37:56] So we get to fuel, we have a lot of control over that. [00:38:04] Comes down to the bottom line, [00:38:05] an increase of $59,250 compared to $55,470. [00:38:16] And then a total of $335,116 compared to $217,860. [00:38:23] Again, $74,000 of that was moving the assistant chief over. [00:38:34] Okay, the next one is the firefighting division. [00:38:38] Accomplishments from 2016. [00:38:41] Again, we responded to the same amount of calls [00:38:44] that I stated on the previous division. [00:38:50] Increased the part-time firefighter EMT pool [00:38:53] from eight to 10, which will help us [00:38:56] keep a shift level of seven daily. [00:39:00] Promoted one district chief, we promoted one captain. [00:39:04] Hired three full-time firefighters due to vacancies [00:39:07] created by retirements and or resignations. [00:39:11] Initiatives for 2017, reestablished an R&R fund [00:39:16] for the replacement of future capital improvement purchases, [00:39:19] including replacement of a defibrillator monitor [00:39:22] and apparatus. [00:39:24] Continued training and development in the following areas. [00:39:27] EMS training in accordance with Southern Software, [00:39:31] CAD, and ZOLE, to be automatically inserted [00:39:34] into incident and EMS reports. [00:39:36] Implement and train personnel using new software. [00:39:40] Fire tactic training, urban search and rescue training. [00:39:46] This division consists of 21 full-time firefighters. [00:39:50] We have three district chiefs, three captains, [00:39:53] and the rest firefighters. [00:39:56] And we are budgeted for 10 part-time firefighters. [00:40:03] So as we move down in the schedule, [00:40:06] you'll see the same reflection as a deduction [00:40:11] for the division head salaries [00:40:13] without the assistant chief being in there. [00:40:17] So you will see a lot of decreases here [00:40:19] with some minor increases. [00:40:22] As we go down to 13-14, part-time firefighters, [00:40:26] that increased due to adding two additional. [00:40:34] One thing that I want to point out that we did, [00:40:37] we added special event overtime line item, [00:40:40] 14-11, right underneath that. [00:40:45] And the reason for that is that allows us to track [00:40:48] the overtime that we spend for special events. [00:40:52] So it just doesn't come out of our regular overtime budget. [00:40:55] We allocated that amount of money for the different events [00:40:59] that we participate in and those event holders [00:41:04] normally pay a fee for our personnel to be there. [00:41:11] Employee incentives went down. [00:41:14] Health insurance waiver stipend increased a little. [00:41:19] Cleaning allowance went down. [00:41:21] Paramedic incentive pay went down [00:41:23] due to the assistant chief is a paramedic [00:41:25] and he's no longer there. [00:41:27] Inspector incentive pay went up. [00:41:29] We had a couple firefighters that went [00:41:31] and got their inspector certification. [00:41:35] USAR incentive pay went down. [00:41:41] Now we're down to personnel. [00:41:42] Travel and training, we increased by $100. [00:41:49] I'm sorry, 1,000. [00:41:52] As you know, we're promoting, educating our firefighters [00:41:55] and we are a certification-based department. [00:41:58] So all certifications, as you know, [00:42:01] have an expiration date. [00:42:03] So our firefighters and EMTs and paramedics [00:42:05] need to get recertified on an annual or biannual basis. [00:42:13] Maintenance of equipment, you can see that went down [00:42:15] from 25 to 10,000. [00:42:17] And the same reason we decided to itemize that down [00:42:22] for better internal tracking purposes. [00:42:25] So all in all, it didn't really go up that much. [00:42:28] We just separated that out and itemized it [00:42:30] for us to be able to track what we spend that money on. [00:42:36] For instance, if we have our air pack maintenance person [00:42:39] give us a call and say, how much money do I have left [00:42:42] in my budget to repair air packs? [00:42:44] Now we can look at it and give him an idea [00:42:48] because we added the line item maintenance MSA equipment. [00:42:52] So we can keep track of how much money is left [00:42:54] in certain line items to take care of certain equipment. [00:43:06] Office supplies went up a little bit. [00:43:09] Small tools, fuel, bunker gear. [00:43:15] We also added that line item that used to come out of [00:43:23] clothing and apparel. [00:43:24] And we increased that because of the two new [00:43:27] part-time firefighters, we need to outfit them [00:43:29] in bunker gear. [00:43:30] And bunker gear is the personal protective equipment [00:43:33] that we wear into fires. [00:43:35] That's all custom fit. [00:43:38] So it's fit per firefighter. [00:43:42] So there is an added cost there. [00:43:45] What does it cost to outfit a firefighter? [00:43:50] Not necessarily full-time, but a part-time? [00:43:54] It would be the same as a full-time. [00:43:56] Okay, and what does that cost per man? [00:43:59] It's anywhere between $1,200 and $1,500 [00:44:01] for a full set of gear. [00:44:10] I think that was pretty much stayed in the line [00:44:12] with last year. [00:44:14] Chief, why did the health insurance explode? [00:44:20] Which line are you on there, I'm sorry? [00:44:22] 2311. [00:44:24] It went from last year, $111,000 to $125,500 this year [00:44:32] to almost $200,000 for next. [00:44:37] So can you help us with that? [00:44:38] Yeah, I'll have to look into it specifically, [00:44:42] but this number is driven by a separate spreadsheet [00:44:45] that's formula-driven, and it's based on the number [00:44:48] of employees added to the worksheet. [00:44:54] Was there an increase in? [00:44:57] Only part-timers. [00:44:58] Part-timers. [00:45:00] into that. Okay, if you would, please. It does stand out, you're right. [00:45:08] So that's driven by bodies, not salaries, correct? Thank you. Any other questions? [00:45:16] Just a special-purpose equipment. What are we doing there? Is that R&R type [00:45:22] stuff? Okay, on the second page of that schedule, let me back up here. The EMT [00:45:30] medic license recertification, we added that line item as well [00:45:33] because that used to come out of the EMS equipment and that's an every two year [00:45:41] recertification for that. You add in an R&R account for $50,000 under trucks and [00:45:50] trailers. That's for the future purchase of a new ladder truck, which is 22 years [00:45:56] old and they have a 15-year lifespan. I'm well aware of that one. We're [00:46:02] trying to keep it going. New paint job isn't going to keep it going, but good [00:46:06] idea. Special-purpose equipment, MSA grant, again we're waiting to hear back from [00:46:16] that and that is a 90-10 reimbursement on that grant. So we're looking, we want [00:46:22] to spend $268,000 but we might get 90% of it back. Correct. So real minor only [00:46:28] costs us $26,800? Correct. The total operating capital on that is $550,010 [00:46:41] compared to $512,680 for a total of $2,453,417 [00:46:48] compared to $2,506,538. Thank you, Chief. [00:46:58] Pizza's here. Yeah, let's go ahead and do technology. I don't think it'll take us that long. [00:47:12] Good evening, Mayor and Council. Tonight I'll present the Technology Solutions 2016-17 [00:47:29] fiscal year budget. As everyone knows, we're borderlining our following [00:47:35] meetings, so I'm going to highlight the significant light items and answer any [00:47:39] questions on any portion of the budget as I go through the process. The first [00:47:45] increase will be in my regular full-time wages. This comes from the addition of a [00:47:51] help desk technician position. With all the recent software deployments and [00:47:57] software increases throughout the city, additional support staff is needed to [00:48:01] service the departments. They will be the first wave responder for troubleshooting [00:48:08] PC items, password resets, things of that nature. Will that mean you have four [00:48:14] people in your department, you and three other in your department? That is correct, sir. [00:48:19] The next line item is data line services. That represents the two additional data [00:48:26] services that we added. One in Sims Park is a data connection to run the camera [00:48:31] system and the LED display board, and the second is a data line connection that we [00:48:37] added in the Recreation Center that supports that facility along with some [00:48:41] City Hall services such as the Sun Guard connection. As Robert spoke about earlier, [00:48:47] there's an increase in my overall software rent as we consolidated the [00:48:52] ESRI costs of licensings throughout all the departments. We needed to add [00:49:00] some additional software, which after reviewing the licensing, it was [00:49:06] financially sound to move forward with the consolidation of that element all [00:49:13] under one umbrella package, which offered the city additional tools as well as [00:49:19] saving the city money over a three-year period. And then under capital items, we [00:49:26] have Tyler Technologies. This number represents the rollover from the [00:49:32] previous fiscal years as well as the annual maintenance for the 16-17 [00:49:38] financial year. As Crystal alluded to, we're in the process of wrapping up [00:49:46] financials as we complete our audit process and submit our 2015 fiscal data. [00:49:53] We'll get that returned. After that's been reviewed, we will move forward with [00:49:58] a go-live, which will significantly impact the city as far as bringing [00:50:04] resources together and allowing for timely transaction through requisitions, [00:50:10] reduced paper, and other items. And then the last item I have is special purpose [00:50:17] equipment, which is broken into two different projects. One is the replacement [00:50:21] of the microphones for council chambers. Many of the microphones in this room are [00:50:24] over 10 years old and need to be replaced. And the other is a voice over [00:50:29] IP phone system at the Recreation and Aquatic Center, which will provide [00:50:33] additional services to them that are not available currently in their phone [00:50:37] system, as well as act as the redundant failover to the City Hall system. [00:50:42] Any questions? Hearing none, I'd entertain a motion to adjourn.

   This text was generated automatically from the meeting video. It is not a verbatim or official record. For exact wording, consult the video or the city clerk.

2. 1Call to Order - Roll Call
3. 3Adjournment