revenue summary report

Transcription

Ogden City
City Council Work Session Notice
May 21, 2015 – 5:30 p.m.
City Council Work Room
Municipal Building – Third Floor
2549 Washington Boulevard, Ogden, Utah 84401
Notice is hereby given that the City Council will meet in a work session on Thursday, May 21,
2015 at 5:30 p.m. in the Council Work Room on the third floor of the Municipal Building located at
2549 Washington Boulevard in Ogden City, Weber County, Utah.
The purpose of the work session is to:
 Receive Employee Groups input on the FY2016 Proposed Budget;
 Receive a Council Staff review of the FY2016 Proposed Budget;
 Discuss specific issues in the FY2016 Proposed Budget for the following:
o Compensation Plan
o Fees
o Fire Department
o Police Department
o Management Services Department
 Revenue
 Information Technology Annual Report and Equipment List
 Fleet and Facilities 2015-2016 Annual Report
 Discuss Council business.
Pursuant to Section 52-4-207 “Electronic Meetings” of the Open and Public Meetings Law, Vice
Chair White will participate in the meeting via teleconference and such electronic means will
provide the public body the ability to communicate via the teleconference.
~~~~~
In compliance with the Americans with Disabilities Act, persons needing auxiliary communicative aids and services for these
meetings should contact the Management Services Department at 629-8701 (TDD# 629-8949) or by email:
[email protected] at least 48 hours in advance of the meeting.
CERTIFICATE OF POSTING
The undersigned, duly appointed City Recorder, does hereby certify that the above notice and/or agenda was posted in three
public places within the Ogden City Limits on this 18th day of May, 2015. These public places being: 1) City Recorder’s Office on
the 2nd floor of the Municipal Building; 2) 2nd floor foyer of the Municipal Building; and 3) the Weber County Library. A copy was
posted to the Utah State Public Notice Website and the Ogden City Website, as well as provided to the Standard-Examiner.
TRACY HANSEN, MMC
OGDEN CITY RECORDER
Visit the City Council Meetings page at: councilmeetings.ogdencity.com
Ogden City Council Agenda Information Line – 801-629-8159
FY2016
COMPENSATION PLAN
PURPOSE OF
WORK SESSION:
Executive
Summary
Background
To Review and Discuss the Proposed FY2016 Compensation
Plan
The Council will meet with members of the Administration to discuss the
proposed Compensation Plan as set forth in the tentative Budget for
FY2016. In addition, each Department Director will address
compensation as it relates to each Department’s employees.
Utah Code 10-16-11 (Utah Municipal Code – Uniform Fiscal Procedures
Act for Utah Cities) requires that the City Administration prepare and
present an annual, tentative budget at the first regularly scheduled meeting
in May. The final budget must be adopted no later than June 22 of each
year.
In preparation for receiving and reviewing the budget, the Council also
requests additional information from the Administration relating to areas
of particular interest to the Council. This additional information includes
reports on current fiscal year goals and accomplishments, progress on
management audit recommendations, status of current year capital
improvement projects, staffing issues, debt service, equipment
replacement, and other relevant issues.
Budget Review Process
The Administrative and Council staff meet regularly as a Budget Team
during the budget process to discuss and review not only the current year
progress, but also any significant changes in the proposed budget. Council
staff may request additional information and justification for major budget
proposals. Staff also meets with each Department head regarding
Compensation Plan
During the Administration’s budget retreats, the Mayor, CAO and
Department Directors determine an amount that will be recommended for
Ogden City Council Work Session: March 21, 2015
1
employee merit or COLA increases. The Human Resources Division
outlines a timeline and criteria for completing the Pay for Performance
reporting in Halogen. A copy of that document outlining the timeline and
criteria is attached. Each Director has also been asked to address how his
department will apply the increases.
Council Staff Contact: Janene Eller-Smith, (801)629-8165
Ogden City Council Work Session: March 21, 2015
2
Stout, Lisa
Subject:
FW: Halogen / Merit Increase timeline and Criteria
From: Choate, Shawn Sent: Tuesday, April 21, 2015 10:18 AM To: Ashment, Mike; Buxton, Gregg; Christopulos, Tom; Johnson, Mark; Lowder, Jay; Mathieu, Mike; Williams, Gary; Anderson, Justin; Bauman, Eric; Brenkman, Todd; Bride, Terrence; Bridge, Edd; Brookins, Richard; Brown, Kevin; Brown, Mara; Burdett, Gregory; Carr, Paula; Choate, Shawn; Cook, Bill; Cooper, Brandon; Fishburn, Steve; Froerer, Buck; Greiner, Jon; Hansen, Tracy; Harvey, John; Huffaker, Perry; Johnson, Laurie; Junk, Mike; Moffett, Kenton; Montgomery, Greg; Ogden, Ward; Schwenk, Matt; Scothern, Greg; Stratford, Mark; Tarwater, Wayne; Wilkinson, Blake; Young, Eric Cc: Briskey, Heather; Judkins, Leslie; Olmedo, Heidi; Simpson, Trudi; Workman, Alison Subject: Halogen / Merit Increase timeline and Criteria Good Morning, Below is the Halogen and Merit Increase timeline and criteria. Please let me know if you have questions. Halogen Closes June 6th By June 12th – Each Director will have a Final report regarding each Department’s breakdown (score = increase amount). ALL evaluations must be complete and the process closed in order for me to run this report.  Police: Score of 2 or higher = 4% increase. If an employee receives less than a 2, they do not receive an increase.
 Fire: Score of 2 or higher = 4% increase with compression correction. If an employee receives less than a 2, they do not receive an increase.  Management Services: Score of 2 or higher = 4% increase. If an employee receives less than a 2, they do not receive an increase.  Legal: Evaluation Score determines Merit Increase  CED: Evaluation Score determines Merit Increase  Public Services: Evaluation Score determines Merit Increase By June 19, 2015 – Personnel Action forms created and distributed to employees. July 10, 2015 – Pay check with all changes (Pay‐period June 20 – July 3). This year’s increase is a 4% Merit.  Employee’s at the top or above their range will receive the 4% in the form of a one‐time bonus, if they meet the criteria set by the department director.  Employees hired into a full time position after January 1, 2015 are not eligible for a Merit increase.  Employees promoted or transferred from a full time position into a full time position are eligible for a merit increase assuming they were hired prior to January 1st and meet the evaluation criteria.  Employees active in Eden as of the beginning date of the pay period (June 20th) are eligible for the pay increase assuming they were hired prior to January 1st and meet the evaluation criteria.  All employees active in Eden as of April 8th were loaded into Halogen for an evaluation. Even if they aren’t eligible for an increase, they should receive the feedback in the review. Order of increases on paycheck: 1 – Reclass increases 1
2 – Merit Increase Divisions that are planning on providing an increase for part time staff need to contact Leslie to coordinate. Requests must be turned in to Leslie by June 19th. Shawn Choate, PHR Human Resource / Risk Manager, Ogden City Corporation 2549 Washington Blvd., Ogden, Utah 84401 T: 801.629.8731 | F: 801‐629.8735 [email protected] Director, Utah Human Resource State Council UtahSHRM.org 2
Merit Increase
COLA
Market Adjustment
Benefit Changes
Benefit Increase
Bountiful
Clearfield
Davis County
5%
2%
0‐3.5%
2%
No
1%
No
If necessary
Few Positions
Unknown
Unknown
No changes
Unknown
Unknown
4.6%
Layton
Avg. 3%
No
No changes
No
Lehi
Logan
Murray
Ogden City
Unknown
3%
Unknown
4%
Unknown
No
Unknown
No
Yes ‐ depends on position
Unknown
Few Positions
Unknown
No
Unknown
No changes
Yes
No changes
Unknown
5%
11.5%
6.6%
Orem
Unknown
No
No
Yes
No
Provo
2.5%
No
No changes
5%
2%
Unknown
3%
Unknown
See note
1‐2%
Avg. 2%
1%
Unknown
1.8%
Unknown
See note
1.5%
2%
Several positions
No
Unknown
No
Unknown
Few Positions
No
Unknown
Unknown
No changes
Unknown
No changes
No changes
No changes
No
Unknown
3.9%
Unknown
No
3.9%
12%
West Jordan
2.75% & 5%
1%
No
Unknown
Unknown
West Valley
Avg. 2.5%
No
No
No changes
8%
Agency
Roy
Salt Lake City
Sandy
South Salt Lake City
St. George
Tooele City
Weber County
Notes
Merit is given on anniversary date if employee is eligible.
Merit increase is based on performance. COLA was in January 2015. 1.6% medical increase & 3% dental increase.
Merit based on evaluation score.
Medical increase. City will pick up insurance increase.
8% medical & 3.5% dental. Adding PEHP vision option ‐ employee paid
5% for medical ‐ will be shared with employees. 1.6% dental will be passed along to employees.
Merit Increase planned January 2016. No traditional plan option – we now offer 2 HDHP/HSA options: $2k/$4k ded with $1k/$2k HSA or $3k/$6k ded with $1500/$3000 HSA Merit increase if not topped out. Market adjustments is 2.5% to those affected.
Will not have any information until late May.
7.5% increase to cover merit and market adjustments.
Medical increase.
Merit increase on employees anniversary date. Exempt non‐merit employees were given on 1/2/15. Medical increase 5% & Dental increase 7% effective 1/1/15.
Merit increase is 2.75% for general employees & 5% for public safety employees.
Merit increase for public employees effective date is unknown until approval. Police and Fire, if approved, is on anniversary date. Medical increase is 8%.
BUDGET REVIEW – FISCAL YEAR 2016
PROPOSED AMENDMENTS TO THE ATTORNEY FEES
COUNCIL STAFF REVIEW
PURPOSES OF
THE WORKSESSION:
-
To provide opportunity for the Administration to
describe proposed fee changes in detail to the Council
-
Provide a work session for the Council to ask any
questions about the proposed fee changes
PROPOSED FEE AMENDMENTS FOR FISCAL YEAR 2016 BUDGET - LEGAL
Attached to the Council Staff memo are memos and support information from the
Administration describing the fee changes and providing rationale and explanation of the
proposed changes as well as the Ordinances to implement the changes.
Budget Guidelines and Financial Principles
The Council’s Budget Guidelines proposed with the FY2016 budget state the following
regarding fees:
Fee Changes
Proposed fee changes are to be adopted as part of the budget review process. The City
Financial Principles related to fees are to be followed. The Council recognizes that
some fees are impacted by the calendar year, by seasonal activity, or by the calendars
or scheduling constraints of other governmental agencies or businesses and that
certain fees may need to be amended during the fiscal year and cannot be amended
during the budget process. Mid-year fee increase requests are due October 1
accompanied by sufficient rationale and justification. Fees to be implemented in
January (excluding utilities) will be considered at that time by the Council if all
applicable information is received.
Utility Fees. The recommendations of the 2012 Utility Rate Study, also known as the
Comprehensive Financial Sustainability Plan, are to be followed. A review of the
proposed changes included in the Utility Rate Study will be performed in a joint effort
Ogden City Council Work Session: May 21, 2015
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beginning in November each year. Fee changes that are submitted without a detailed
analysis will not be considered by the Council.
Financial Principles
The financial principles proposed with the FY2016 budget states the following regarding
user fees:
1. The City will review the annual budget for those programs which can be
reasonably funded by user fees. This review will result in a policy, which defines
cost and specifies a percentage of that cost to be offset by a fee and establishes a
rationale of the percentage. When establishing these percentages, the City will
consider:
a.
b.
c.
d.
Rates charged by other public and private providers,
Costs required to change the rate,
The ability of the users to pay, and
Other policy considerations, e.g., set a fine at a higher price than is needed to
cover the full costs of a program in order to serve as a deterrent.
2. The City will adjust user fee rates annually on an analysis of the criteria listed
above.
PROPOSED FEE OVERVIEW
Legal Fee Changes
The proposed fee amendments are specific to attorney fees assessed when a City attorney
assists in the enforcement or the collection of citations for civil violations. Up to this
point, there has been no established fee when this takes place leaving a question as to the
appropriate amount to charge for such services. The Administration’s transmittal
indicates that the proposed amount of $181 per hour is appropriate to recover expenses
for such action and that the amount proposed is the same as surrounding jurisdictions.
The ordinance proposed lists the fee as Attorney Fee for civil matters and includes some
clarification language in the collections section of the code.
2
Questions
1. Please discuss how the amount of $181 per hour was chosen and discuss what
the actual cost of the services would be per hour.
2. How often on average has this service been required over the last few years?
3. Has there been any charge for this service up to this point?
Attachments
1.
2.
3.
Fees transmittal
Attorney fee transmittal
Proposed ordinance
Memo Prepared By-
Council Staff:
Glenn Symes, 629-8164
3
Tentative FY2016 BUDGET
FIRE DEPARTMENT
PURPOSE OF
WORK SESSION:
To Discuss Tentative FY2016 Budget and Review
FY2015 Accomplishments and Challenges
______________________________________________________________________________
Executive
Summary
Background
The Administration will review the FY2016 Tentative Budget for the Fire
Department.
year.
The Administrative and Council staffs meet regularly as a Budget Team
individual departmental budgets. The information gleaned from these
meetings is then presented to the Council in a series of work sessions.
These work sessions offer the Council an opportunity to review and
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understand the tentative budget allowing the Council to make more
informed decisions.
Ogden Fire Department Budgets
The Ogden Fire Department is responsible for managing two budgets—the
Fire Budget within the General Fund and the Medical Services Enterprise
Fund.
A comparison of the FY2015 Adopted Budget and the FY2016 Proposed
Budget shows the followings:
Fund
Fire General Fund
Medical Services
Enterprise Fund
FY2015
Adopted
$7,000,800
FY2016
Proposed
$7,000,950
Change
Amount
$150
$9,772,875
$7,299,425 ($2,473,450)
% Change
>.01%
-25.31%
Fire General Fund Changes
Significant budget line items for the Fire General Fund expenditures are as
follows:
 Proposed 4% Merit (1% to Base Pay)
 No City-paid retirement benefit increases (.17% will be paid by
fire employees)
 No additional emergency management equipment requested
 Slight increases for training and education
Medical Services Enterprise Fund
Significant budget line items for the Medical Services Enterprise Fund
expenditures are as follows:
 No City-paid retirement benefit increases (.17% will be paid by
fire employees)
 Reduction of six (6) FTE’s—three (3) paramedic and three (3)
paramedic captain positions (Change in County Paramedic
Agreement)
2



Removal of Wildland Fire Program (Unable to negotiate an
acceptable contract)
New Medicaid Assessment
Increases for travel and training
Organization Structure / Staffing (Proposed)
Fire - General Fund
 Chief (1)
 Deputy Chief – Operations (1)
 Battalions Chief (4.5)
 Captains (18)
 Deputy Fire Marshal (2)
 Firefighters (48)
 Office Supervise (1)
 Senior Office Assistant (1)
Total of 76.5 Positions
Medical Services - Enterprise
 Deputy Chief - Medical (1)
 Battalion Chief (.5)
 Captains (0) (-3)
 Paramedics (27) (-3)
 Firefighters (9)
Total of 37.5 Positions (-6)
There are no new positions being recommended in Fire. There are a total
of six reductions due to the change in the County Paramedic Contract.
Capital Improvements
OFD is housed in six (6) fire stations located as follows:
 Station #1/Admin
2186 Lincoln
 Station #2
1185 21st Street
 Station #3
340 Washington
 Station #4
730 W. 24th
 Station #5
3450 Harrison
 Station #6
BDO
 Practice Tower
760 W. 12th Street
3
Funding to replace Station #3 at 450 North Street was budgeted in the
FY2015 budget year. There are no new CIP projects planned for FY2016.
Equipment
There are no major equipment purchases scheduled for the Fire
Department.
Questions
FIRE MANAGEMENT AUDIT
1. Please provide an update regarding the Fire Management Audit.
Identify the items that have been completed during FY2015 and
those that are proposed for completion in FY2016, if any.
2. Identify the remaining items from the Fire Management Audit that
have not yet been completed.
FIRE HYDRANT REPAIR PROGRAM
3. Describe the progress on the fire hydrants repair program.
PERSONNEL AND STAFFING
4. Please identify any vacant positions and indicate when (or if) they
will be filled.
5. Please explain how you plan to distribute the Merit increase to
your employees.
MEDICAL FUND
6. Please describe the new Medicaid Assessment.
7. Briefly explain why the Wildland Fire Program will not be going
forward.
GENERAL
8. Please review the documents provided in response to the Council
information request (if not previously covered).
4
9. Please update the Council on the Station #3 project, future plans
for Station #4 and a new fire training tower.
10. Please review your Department’s successes for FY2015.
11. Please review recent or on-going challenges for your Department.
Council Staff Contact: Janene Eller-Smith, (801) 629-8165
Glenn Symes (801) 629-8164
5
MEMORANDUM
TO:
Mark Johnson, CAO
FROM:
Fire Chief Mike Mathieu
DATE:
April 15, 2015
RE:
Council Information Request for Proposed 2015-16 Budget
Management Audit Update
The following recommendations from the Management Audit have been completed.
1. Completed the re-hire of three firefighters through the help of the SAFER Grant
(Staffing for Adequate Fire and Emergency Response) 2008.
2. Fleet Changes
a. Replaced one fire pumper (1991 pumper) which was a front-line engine
located at station #2 (1185 East 21st Street). A new pumper was placed
in service in the fall of 2008.
b. Replaced one fire pumper (1990 pumper) which was a front-line engine
located at station #3 (340 Washington Blvd.) A new 2010 pumper was
placed in service 09/2010.
c. An order and delivery for a third new pumper identified in the audit has
occurred. The 2011 pumper has been placed in service at station #5
3450 Harrison Blvd.
d. Replaced one fire pumper (1991 pumper) which was a reserve with a
2007 front line unit that had been located at station #2. A 2013 pumper
was placed into service at Station #2 in the first quarter of 2014.
3. At the completion of the audit our first line fleet average age was 10.6 years.
Best practices suggest first line apparatus life expectancy of 15 years, and 5
years of reserve status. Our first line fleet average age after delivery of the
latest pumper is 7.2 years old. (St #1 2004, #2 2013, #3, 2010, #4 2001, and
#5 2011). The average age of our 2 reserve pumpers will be 14 years (2007
and 1995).
4. The Water Division began their work on a hydrant maintenance program in
2011. In May 2012 the Fire Department inspected and provided minor
maintenance to all City hydrants. The Water Division used this information to
focus on a highest priority maintenance program. Through FY2014, the Water
Division has raised or repaired 277 hydrants at a cost of $144,138.79. Since July
1st 2014, 155 hydrants were operated with a more detailed inspection with 43 of
them being repaired. Total costs of repairs for FY15 was $28,681.22. This
represents a significant downward trend in fire hydrant maintenance costs as the
program appears to have caught up from a backlog of needs. It is hoped this
year’s numbers represent a baseline for future continued emphasis on hydrant
maintenance. The Fire Department completed another round of inspection and
minor maintenance during the months of April 2015 of all City hydrants. This
information will once again be used by the Water Division to perform further
inspection, maintenance and repair for the upcoming year.
5. Implemented Entry-Level Training Orientation Academy for new hires.
Completed and in place 2007. Minor adjustments and fine tuning occur each
year.
6. Completed restoration of station #5 in 2008.
7. Station #3 improvements of HVAC, kitchen remodel, painting and general
maintenance is completed.
8. Acquired 2.12 acres located at 422 East North Street for the future home of fire
station #3.
9. We have promoted a person to position of Emergency Management Coordinator
and he is continually working on our City’s’ emergency operations planning
efforts. He also serves as the department training officer.
10. Completed restoration of station #2 with reopening on Feb 13, 2014.
The following completions have occurred within fiscal year 2014-15.
1. Hydrant maintenance continued with a slightly lower number and cost for 201415 over 2013-14.
2. Fire station #3 architectural drawings are complete and the station is going to
bid for contractors to build. Anticipation of starting June 2015 with completion by
December 2015.
The following items are the remaining recommendations still to be addressed
1. Fire Stations: Remodel of station #4. However the focus for 2015-16 is to
complete the building of station #3. We will look to FY16-17 or FY17-18 to
address this station.
2. The training facility. From time to time Community Economic Development
receives inquiries regarding potential uses for our current training ground
property. The training facility location and replacement needs to be determined.
With the relocation of Station #3 enhanced collaboration is possible with the
Ogden/Weber ATC as they have begun an EMT (Emergency Medical Technician)
program and are looking at a firefighter certification program.
3. Emergency Management within the Fire Department is moving forward. One
person fills the responsibilities of City Emergency Manager and Training Officer
for the fire department. At times the person is spread too thin to give adequate
attention to both functions. Although these positions justify to be staffed
separately, I recommend keeping them combined until funding allows for
separation. I will be looking at 2016-17 to address this issue.
4. The clerical support position as identified within the audit is not being
considered currently.
The fire management audit of 2007 has been beneficial to focus on areas that needed
the most attention. Thank you.
OGDEN CITY
FY2015-2016 TENTATIVE BUDGET
SUMMARY OF STAFFING CHANGES
Enterprise
Fund
Department
Medical Services
Division
Paramedics
Position Title
Captain position eliminated
Enterprise
Medical Services
Paramedics
Enterprise
Public Services
Refuse Utility
Paramedic position
eliminated
Maintenance Technician
positions added consistant
with new Healthcare Reform
requirements
Equipment Operator
requirements
requirements
Water Production Supervisor
position added
Backflow Technician I
position added
Water Plant Tradesman
position added
Backflow Technician title
changed to Backflow
Technician II
Water Plant Operator
position eliminated
Water Plant Supervisor
position eliminated
Development Services
Supervisor position
eliminated
Technician position
eliminated
Plan Review/Code Inspector
position added
Enterprise
Enterprise
Public Services
Public Services
Refuse Utility
Sewer Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Building Services
Building Services
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Management Services
General
Management Services Comptroller
General
General
General
General
General
General
General
General
Building Services
Building Services
Building Services
Building Services
Building Services
Business Development
Administration
Code Services Supervisor
range increased from 39 to
50
Code Services Officer
reclassified to Sr. Code
Services Officer (moved from
Major Grants Fund)
Code Services Officer position
added
Benchmarked
Reclassified
Added
3
3
3
2
4
1
1
2
1
2
1
1
1
2
1
2
1
Code Services Collector
position added
1
Project Coordinator - Arts
Coordinator position added
1
Digital Media Producer
position added
Finance Manager/City
Treasurer title changed to
Comptroller
Deputy Division Finance
Manager title changed to
Deputy Comptroller
Eliminated Title Change
1
1
1
OGDEN CITY
Fund
General
Department
Division
Management Services Human Resources
General
Management Services Justice Court
General
Management Services Treasury
General
Police
Police
General
Police
Police
General
Police
Police
General
Police
Police
General
General
General
General
General
General
Internal Service
Internal Service
Trust
Police
Public Services
Public Services
Public Services
Police
Engineering
Public Ways & Parks
Benchmarked
Position Title
Human Resources Manager
title changed to Human
Resources/Risk Manager
Court Liaison range increased
from 33 to 38
Fiscal Op Manager/City
Treasurer position added
Police Officer position
eliminated
Crime Analyst Position added
Animal Services Officer
position added
Administrative Assistant
reclassified to Office
Supervisor and range
increased from 31 to 38
Senior Office Assistant
reclassified to Strike Force
Office Technician and range
Added
1
1
1
1
1
1
1
1
Building and Construction
Inspector title changed to
Construction Inspector (2
other Construction Inspectors
moved to Engineering and
charged out to Water and
Sewer)
New Maintenance Technician
requirements
1
5
Recreation Supervisor
position added
Public Services
Recreation - MWC
Assistant Recreation
Supervisor position added
Public Services
Recreation - MWC
position added
Management Services Information Technology Customer Account
Coordinator reclassified to
Senior Customer Account
Coordinator
Management Services Information Technology Telecommunications
Administrator and Security
Administrator reclassified to
Network Administrators
Community &
Community
Sr. Project Coordinator
Economic
Development
reclassified to Deputy
Development
Community Development
Division Manager
Total
Reclassified
Recreation - MWC
1
1
1
1
2
1
0
11
30
12
4
Position Vacant for Three Months or Longer
Title
Division
BUSINESS LIC ENFORCE OFFICER
CASHIER - JUSTICE COURT
COMMUNITY SERVICE OFFICER
FIRE CAPTAIN
FIRE CAPTAIN
FIRE CAPTAIN
GIS ANALYST
PARAMEDIC
PARAMEDIC
PARAMEDIC
PARKING ENFORCEMENT OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
SR. ACCOUNT CLERK
Building Services
Justice Court
Justice Court
Police
Police
Police
Fire
Fire
Fire
IT
Fire
Fire
Fire
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Comptroller/Treasury
Notes
Filled by part time employees.
Position being eliminated 06-30-15.
Position Vacant for Under Three Months
CONSTRUCTION INSPECTOR
DEVELOPMENT SERVICES SUPERVISOR
SR. ANALYST
WATER PLANT OPERATOR
WATER PLANT OPERATOR - TRADESMAN
Engineering
Building Services
Water
Water
Position advertised and closed.
Interviews conducted.
FIRE DEPARTMENT
Organizational Structure
Fire Department
Administration
Medical Services
Operations
Prevention
Non-general operations indicated by underlined text.
FUNCTIONS
The Fire Department is responsible for responding to many types of public safety requests from the
community. Services include fire prevention and emergency preparedness, education, investigations,
fire suppression, hazardous material mitigation, emergency medical services, and the operation of a
“911” emergency communication center.
89
OGDEN CITY
2015-2016 TENTATIVE BUDGET
FIRE
GENERAL FUND
EMERGENCY MANAGEMENT
OPERATIONS
OFD ADMINISTRATION
PREVENTION
26,600
6,040,675
539,450
394,225
7,000,950
OPERATIONS
OFD ADMINISTRATION
PREVENTION
OVERALL RESPONSIBILITY
GENERAL FUND
CAPITAL IMPROVEMENT PROJECTS
MEDICAL SERVICES
7,000,950
7,299,425
14,300,375
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
GENERAL FUND
90
MEDICAL SERVICES
OGDEN CITY
SUMMARY OF DEPARTMENTAL EXPENDITURES
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
FIRE
PERSONNEL SERVICES
SUPPLIES
CHARGES FOR SERVICES
OTHER OPERATING EXPENSE
DATA PROCESSING
EQUIPMENT
BUILDING IMPROVEMENTS
OFFICE EQUIPMENT
6,027,433
133,180
65,614
366,539
185,775
9,762
1,820
6,790,123
3,372,545
54,259
32,611
200,966
6,032
333
3,666,746
6,441,275
154,725
74,900
311,400
17,000
1,500
7,000,800
6,423,475
164,225
79,900
304,350
7,500
20,000
1,500
7,000,950
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
EQUIPMENT
OFFICE EQUIPMENT
DIVISION SUMMARY
FIRE
EMERGENCY
OFD ADMINISTRATION
PREVENTION
OPERATIONS
423,179
325,069
6,041,876
6,790,124
180,359
226,150
3,260,237
3,666,746
513,000
368,725
6,119,075
7,000,800
-
26,600
539,450
394,225
6,040,675
7,000,950
3,500
6,957,300
3,500
6,922,450
FUNDING SOURCES
FIRE
GENERAL REVENUES
INTERGOVERNMENTAL
OTHER FINANCING SOURCES
USER FEES/PERMITS
-
91
-
40,000
20,000
55,000
7,000,800
7,000,950
OGDEN CITY
SUMMARY OF EXPENDITURES BY DIVISION
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
FIRE
SUPPLIES
OFD ADMINISTRATION
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
OPERATIONS
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
EQUIPMENT
OFFICE EQUIPMENT
PREVENTION
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
FIRE TOTAL:
-
-
-
500
5,500
600
20,000
-
-
-
26,600
316,436
2,372
5,420
24,226
74,725
166,932
2,481
5,875
5,072
480,450
5,075
15,625
11,850
423,179
180,360
513,000
539,450
5,454,373
119,145
47,425
320,126
89,225
9,762
1,820
3,005,972
46,279
19,548
182,072
5,642,375
137,875
48,525
271,800
5,561,475
147,375
48,525
274,300
6,032
333
17,000
1,500
7,500
1,500
6,041,876
3,260,236
6,119,075
6,040,675
256,624
11,664
12,769
22,187
21,825
199,641
5,499
7,187
13,823
318,450
11,775
10,750
27,750
343,800
11,775
10,750
27,900
325,069
226,150
368,725
394,225
6,790,124
3,666,746
7,000,800
7,000,950
-
-
-
-
-
-
92
518,200
4,575
15,125
1,550
-
-
-
MEDICAL SERVICES
Medical Services
Ambulance Services
Paramedic Services
Wildland Medical
FUNCTIONS
The Medical Services Fund is a proprietary fund established to account for operations financed and operated
in a manner similar to a private business. The Medical Services fund accounts for ambulance and paramedic
services provided by Ogden City.
164
OGDEN CITY
SUMMARY OF REVENUES AND EXPENDITURES
MEDICAL SERVICES
2014
ACTUAL
2015
ADOPTED
2016
BUDGET
MEDICAL SERVICES
REVENUES
INTEREST
INTERGOVERNMENTAL REVENUE
MISCELLANEOUS
4,173,624
51,177
1,874,010
-
5,291,900
50,000
1,784,875
10,000
2,636,100
5,889,750
50,000
1,349,675
10,000
-
6,098,811
9,772,875
7,299,425
2,566,919
2,768,557
-
2,774,475
6,896,150
102,250
2,228,100
5,071,325
-
5,335,476
9,772,875
7,299,425
EXPENDITURES
FIRE PARAMEDICS
MEDICAL SERVICES
WILDLAND MEDICAL
165
OGDEN CITY
FISCAL YEAR REVENUE BUDGET
MEDICAL SERVICES
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
ADMINISTRATIVE
(5,413,526)
(3,542,936)
(4,708,100)
(4,708,100)
9,587,150
6,659,642
10,000,000
10,597,850
The entries in Administrative are for billing reductions
which must be recorded separately from the billing
revenue.
OPERATIONS
Operating Revenue is from operation of the
ambulance services.
4,173,624
3,116,706
5,291,900
51,177
26,244
50,000
5,889,750
INTEREST
GENERAL
50,000
Interest Earnings are from the fund's positive cash
balance.
51,177
26,244
50,000
50,000
COUNTY FUNDS
1,715,634
730,472
1,663,125
1,330,175
138,541
301,538
102,250
-
19,500
19,500
County Funds are primarily pass-through of County
assessed funds for paramedic services.
FEDERAL GRANTS
Federal Funds are reimbursements for participation
in the Wildland Medical program.
STATE GRANTS
19,835
-
Any State grants or funding for medical services
would be recorded under State Grants.
1,874,010
1,032,010
-
-
1,784,875
1,349,675
MISCELLANEOUS
OTHER
10,000
10,000
Other is to record miscellaneous revenue items.
-
-
166
10,000
10,000
OGDEN CITY
MEDICAL SERVICES
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
FUND BALANCE/CARRYOVERS
-
-
2,636,100
-
Carryover is the use of fund balance to fund primarily
capital purchases, but can also represent operating
costs.
MEDICAL SERVICES TOTAL
-
6,098,811
167
4,174,960
2,636,100
9,772,875
7,299,425
OGDEN CITY
MEDICAL SERVICES
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
FIRE
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
FISCAL CHARGES
EQUIPMENT
INFRASTRUCTURE TRANSFERS
OPERATING TRANSFERS
FUND BALANCE/CARRYOVER
3,509,428
258,938
581,030
356,870
75,000
538,638
210,084
(194,512)
5,335,476
1,994,837
144,549
334,317
310,749
44,375
326,625
2,636,100
5,791,552
3,807,750
304,675
613,825
476,600
76,000
324,600
61,500
2,636,100
1,471,825
9,772,875
3,214,050
296,425
844,725
544,100
77,000
560,000
61,500
1,701,625
7,299,425
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
FISCAL CHARGES
EQUIPMENT
OPERATING TRANSFERS
DIVISION SUMMARY
FIRE
MEDICAL SERVICES
WILDLAND MEDICAL
FIRE PARAMEDICS
5,768,557
4,378,434
-
2,566,919
8,335,476
1,413,117
5,791,551
6,896,150
102,250
2,774,475
9,772,875
5,071,325
1,784,875
60,000
2,636,100
5,291,900
1,349,675
60,000
9,772,875
7,299,425
2,228,100
7,299,425
FUNDING SOURCES
FIRE
INTERGOVERNMENTAL
MISCELLANEOUS
PRIOR FUND BALANCE
USER FEES/PERMITS
168
5,889,750
OGDEN CITY
MEDICAL SERVICES
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
FIRE
FIRE PARAMEDICS
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
2,383,804
46,046
64,203
36,090
36,775
1,303,288
21,603
26,952
39,499
21,775
2,507,900
64,550
85,800
78,950
37,275
1,928,325
64,550
85,800
111,650
37,775
2,566,918
1,413,117
2,774,475
2,228,100
WILDLAND MEDICAL
PERSONNEL SERVICES
SUPPLIES
MEDICAL SERVICES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
FISCAL CHARGES
EQUIPMENT
INRASTRUCTURE TRANSFERS
OPERATING TRANSFERS
FIRE TOTAL:
-
-
64,000
8,250
30,000
-
-
-
102,250
-
1,125,624
212,892
516,826
320,780
38,225
538,638
210,084
(194,512)
-
691,549
122,946
307,364
271,250
22,600
326,625
2,636,100
-
1,235,850
231,875
528,025
397,650
38,725
324,600
61,500
1,285,725
231,875
758,925
432,450
39,225
560,000
61,500
-
-
2,636,100
1,441,825
1,701,625
2,768,557
4,378,434
6,896,150
5,071,325
5,335,475
5,791,551
9,772,875
7,299,425
169
TENTATIVE FY2016 BUDGET
POLICE DEPARTMENT
PURPOSE OF
WORK SESSION:
Discuss Tentative FY2016 Budget
Review FY2015 Accomplishments and Challenges
______________________________________________________________________________
Executive
Summary
Background
The Administration will review the FY2016 Tentative Budget for the
Police Department.
year.
management audit recommendations, status of current year Capital
Improvement Projects, staffing issues, debt service, and equipment
proposals. Council Staff also meets with each Department head regarding
1
informed decisions.
Police FY2015 Legislative Intents
The Council identified four items in the Budget Guidelines and Goals for
the Police Department in the FY2015 Budget.
Budget Guidelines
8. Cops in Schools. The City Council supports the partnership with
the Ogden School District with the Cops in School program. The
designated officers will help teachers, parents, students, and the
community as resource officers. The City has committed to funding a
significant portion of these positions.
10. Crime Reduction Initiative. A report regarding the efforts of the
Crime Reduction Unit is to be provided annually as part of the budget
process.
Ogden Police Department Budget - Comparison
All of OPD operations are funded by the General Fund.
Police - General Fund
Adopted
FY2015
Proposed
FY2016
$18,533,225
$18,826,525
Change
Amount
$293,300
% Change
1.58%
Police General Fund Changes
Significant budget line items for the Police General Fund expenditures are
as follows:
 No retirement benefit increases
 Two additional FTE’s
 New Radio Equipment
Organization Structure / Staffing
Admin / Uniform / Detectives-Major Crimes / Detectives -Youth Crimes /
Detectives-Task Force / Cops in Schools / Support Services Community
Policing
2


















Chief – 1
Deputy Chief – 2
Deputy Director (Non-sworn) -1
Lieutenant – 8
Sergeant – 15
Police Officers – 112 (-1)
Comm. Service Officer – 5
Crime Analyst – 2 (+1)
Project Coordinator - 1
Police Records Supervisor – 1
Community Service Officer – 10
Administrative Assistant –1
Special Services Coordinator – 1
Senior Office Assistant – 4
Police Records Clerk – 6
Park Enforcement Officer – 2
Animal Services Supervisor – 1
Animal Services Officer – 3 (+1)
Total of 176 Positions (+1)
The proposed FY2016 adds one new Animal Services Officer and one
new Crime Analyst. It reduces the number of Police Officers by one for a
net plus one (1) change in total number of FTE’s.
There are no CIP Projects proposed for OPD in the FY2016 Budget.
Equipment
An amount of $95,000 has been budgeted to begin replacing outdated
radio equipment. Upgrades to Utah Communications Area Network
(UCAN) will require all radio equipment to be updated in the next two or
three years.
Questions GENERAL
1. Please review the documents provided in response to the Council
information request.
3
4. Please describe the proposed addition of one animal services officer
and one crime analyst.
5. Please discuss the challenges with keeping the Department fully
staffed.
6. Identify vacant positions and indicate how and when they will be
filled.
7.
Please explain how you plan to distribute the Merit increase to your
employees.
EQUIPMENT
8. Please review the request for funding for radio equipment. How many
radios will the $95,000 replace? If the funding does not cover
replacement of all required radio equipment, please outline future
needs and timeline for replacement of all radio equipment.
Council Staff Contact: Janene Eller-Smith, (801) 629-8165
Glenn Symes (801) 629-8164
4
Column1
Column3
Column4
Column6
Column8
Year
Moving
Non‐moving Parking
2013
6077
4867
9288
2014
6881
4796
9257
Total
12958
9663
Column9
Column10
Total
20232
20934
18545
Column11
3.35% Increase
41166
Ogden Police Department
Traffic Citations 2013 vs 2014
10000
9288
9257
9000
8000
6881
7000
6077
6000
4867
5000
4796
4000
3000
2000
1000
0
Moving
Non‐moving
Parking
2013
2014
Column12
Column13
OPD’S investment in crime reduction
• The Crime Reduction Unit represents 10% of OPD’s total work force. Represented below are average wages alone for the CRU for one year. – 1 Lieutenant ‐ $62,000
– 2 Sergeants ‐ $104,000
– 10 officers ‐ $416,000
Total ‐ $582,000
2013 COMPARED TO 2014
PART 1 CRIMES (20TH ST to 30TH ST / WASH BLVD to HARRISON)
PART 1 CRIMES
AGG ASSAULT
ARSON
AUTO THEFT
BURGLARY
HOMICIDE
RAPE
ROBBERY
THEFT
Grand Total
2013 TOTALS
62
4
102
182
1
4
36
602
993
2014 TOTALS
56
4
93
171
0
8
26
498
856
PERCENT CHANGE
‐10%
0%
‐9%
‐6%
‐100%
100%
‐28%
‐17%
‐14%
PART 1 CRIMES (20TH ST to 30TH ST / WASH BLVD to HARRISON)
650
600
550
500
450
400
350
300
250
200
150
100
50
0
602
498
182 171
102 93
62 56
4
AGG ASSAULT
ARSON
4
1
AUTO THEFT
BURGLARY
2013 TOTALS
HOMICIDE
8
4
RAPE
2014 TOTALS
36 26
ROBBERY
THEFT
CRU Statistics
2446
2500
1895
2000
1500
892
1000
653
633
530
500
581
402
346
375
263
360
0
Warrants
Parole checks
Citations
Field Interviews
2013
2014
Drug cases
Knock & Talk
Continued to work with AP&P • In conjunction with Adult Probation and Parole the CRU has developed information sharing spreadsheet where the most active and “at risk” paroles are identified. • Each week AP&P Agents will ride along with CRU Officers and pay extra attention to these individuals. CRU Gang Suppression • Crime Reduction Unit meet with the Gang Unit and Adult Probation and Parole each week to share information on current gang members and investigations. Gang member/High risk Parolee example
• Ogden Trece gang member Patrick Valdez. Valdez was a wanted fugitive from AP&P. • Responsible for 4 vehicle pursuits in the Ogden Area in summer of 2014. During pursuit he had a total disregard for innocent people driving very dangerously. • After pooling several weeks of surveillance, informant information and good old fashioned investigation, CRU captured him during a very violent escape attempt. Valdez attempted to flee in a vehicle when contacted by the arrest team. He rammed a home, a fence and a parked vehicle during his failed escape. While struggling with arresting officers, Valdez was bit by one of the K9’s, which led to his ultimate surrender.
CRU Gang Suppression example
• 12‐14‐14 CRU Officers investigated a shooting at 2825 Adams Ave. There was evidence that the weapon used in the shooting was in the home. • Search Warrant was drafted and the house was searched. • CRU located two firearms in the home. • Arrested Brent Vigil and Issac Duran both Ogden Trece gang members. • Vigil is felony on felony at the WCJ. This was the third shooting he had been involved in during 2014. Other highlighted cases
• David Hernandez. 4 oz. of Meth and $4000 in cash. From routine traffic stop. • Kris Simmons. CRU worked with Major Crimes to track Simmons who was stealing cars in Ogden. Our use of electronic tracking equipment lead Officers to him in storage unit in Weber County. A standoff with SWAT and an Officer involved shooting ensued.
Goals and new programs for 2015‐2016
• Bait vehicle and property‐
– In 2014 the CRU secured a grant from the Utah Commission on Crime and Juvenile Justice to purchase GPS property trackers and a vehicle.
– The CRU received approval from the council to use evidence which was due to be auctioned or destroyed as bait to place the trackers in.
– The vehicle has been set up as a bait car with cameras, a GPS tracker and remote kill system. Goals and new programs for 2015‐2016
– The CRU has successfully deployed both the vehicle and property.
– We have already seen positive results and expect more in the next year. Goals and new programs for 2015‐2016
• CRU K‐9
– In a partnership with the Weber Morgan Strike Force the CRU will be adding a drug specific K‐9 within the next month. A private donation has helped us secure the dog and K‐9 vehicle. – We expect to see great results form the dog over the next year. The Ogden police Department currently has 13 open FTE officer positions. In the FY15 budget, OPD is authorized a total of 144 police positions with 118 of those being police officer positions. Five (5) of the 118 officer positions are called “float” positions as they may be filled with either a police officer or a (CSO) community service officer. In the Ogden City Staffing Document the Police and CSO positions are listed as follows: Position Range FY15 Police Chief DIR73 1 Deputy Chief DDD67 2 Lieutenant PL/57 8 Sergeant PS/50 15 Police Officer PO/38‐43 113 Police Officer/CSO PO/28 5.00 (Float) Community Service Officer 28 10 From FY12 through FY14 OPD averaged using four CSO float positions to fill ancillary jobs that had previously been filled with a police officer. Currently, CSOs are used to fill four ancillary positions, (2) Evidence Technicians, (1) Training/FLEET assistant and (1) CP assistant. The CP assistant manages the paperwork associated with the Good Landlord program and handles the Alarm Permit program. In an effort to put more officers on the street OPD redesigned the CSO front desk schedule for the FY15 budget year in an attempt to eliminate the need for using CSO float positions. The redesigned CSO desk officer schedule uses (6) CSO positions to cover front desk duties of the police department, thus allowing OPD to fill the aforementioned ancillary positions out of the authorized CSO staffing of ten (10). Initially, for FY15, OPD chose not to fill the four CSO float positions to ensure that the redesigned CSO desk officer schedule would produce the desired result. While not optimal, the redesigned CSO desk officer program does provide adequate coverage and will enable OPD to cover the stated ancillary positions with CSOs and to stop using “float” positions which equates to more officers on the street. OPDs ability to maintain authorized police officer staffing is being affected by several factors to include:  Lack of quality police officer applicants o Highlighted by increased numbers of applicants with major background issues o Increased number of officer candidates failing to complete the FTO field training process o New hire candidates who decide after being hired that police work isn’t for them o Increased number of candidates scoring poorly on the psychological suitability testing 



Current Civil Service hiring process averages three months from job posting to initial job offers o Several top candidates have taken jobs with other agencies before our process has completed and have stated they wanted to work for Ogden, but needed a job “now” Utah POST – over the past several years POST has on short notice eliminated or delayed training sessions o POST training is 3 months and FTO is 3 months – average new hire does not go on the road for 6 months o Cancelled POST sessions can add months to the hiring and training process Officers choosing to retire at the 20 year minimum even though they can add to their retirement at a rate of 2% for each additional year they stay Officers leaving to go to other departments o Primary complaint is the lack of a defined merit pay plan o Low pay for number of years’ experience – due to (5) years with no merit or COLA raise o Compression within ranks – again the result of (5) years with no merit or COLA pay raise Twenty‐one (21) officers have terminated employment between January 2014 and April 2015. The breakdown of causes for termination are as follows:  Retirement 4  Other police agency 7  Other employment non‐police 3  Training issues (FTO) 3  Education – law school 1  Resignation in lieu of termination 1  Other miscellaneous 2 We are currently in the process of offering a lateral hire opportunity to current POST certified law enforcement officers from other police departments in an effort to fill a number of the vacant positions. Although this will expedite the process of getting trained officers in the field, it creates contention and resentment amongst incumbent officers who have remained loyal and committed during the periods with no raises, only to see new officers who are starting at or above their current salary. Although 2015 is the off year for benchmarking, Ogden City HR has sent requests for pay and benefits information to several Utah cities that have been identified as having made wage and benefits adjustments in 2015, specific to the public safety sector, in an effort to curb employee loss and encourage retention. HR is also requesting information specific to retention programs for public safety that these and other cities currently have implemented or any programs they may be considering. Recruiting and retention for law enforcement officers in Utah and other states throughout the country has changed. The attached URL is just one article that illustrates the climate on a local level. We recently lost three officers to SLC on a lateral hire program due to significant pay increase and defined merit pay structure. http://www.ksl.com/?nid=148&sid=33529818 OGDEN CITY
Enterprise
Fund
Department
Medical Services
Division
Paramedics
Position Title
Enterprise
Medical Services
Paramedics
Enterprise
Public Services
Refuse Utility
Paramedic position
eliminated
requirements
Equipment Operator
requirements
requirements
position added
position added
position added
changed to Backflow
Technician II
position eliminated
position eliminated
Supervisor position
eliminated
Technician position
eliminated
position added
Enterprise
Enterprise
Public Services
Public Services
Refuse Utility
Sewer Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Building Services
Building Services
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Management Services
General
General
General
General
General
General
General
General
General
Building Services
Building Services
Building Services
Building Services
Building Services
Administration
50
Major Grants Fund)
added
Benchmarked
Reclassified
Added
3
3
3
2
4
1
1
2
1
2
1
1
1
2
1
2
1
position added
1
1
position added
Comptroller
Deputy Comptroller
1
1
1
OGDEN CITY
Fund
General
Department
Division
General
General
General
Police
Police
General
Police
Police
General
Police
Police
General
Police
Police
General
General
General
General
General
General
Internal Service
Internal Service
Trust
Police
Public Services
Public Services
Public Services
Police
Engineering
Public Ways & Parks
Benchmarked
Position Title
from 33 to 38
eliminated
position added
Added
1
1
1
1
1
1
1
1
Sewer)
requirements
1
5
position added
Public Services
Recreation - MWC
Public Services
Recreation - MWC
position added
Coordinator
Community &
Community
Economic
Development
Development
Division Manager
Total
Reclassified
Recreation - MWC
1
1
1
1
2
1
0
11
30
12
4
Title
Division
FIRE CAPTAIN
FIRE CAPTAIN
FIRE CAPTAIN
GIS ANALYST
PARAMEDIC
PARAMEDIC
PARAMEDIC
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
SR. ACCOUNT CLERK
Building Services
Justice Court
Justice Court
Police
Police
Police
Fire
Fire
Fire
IT
Fire
Fire
Fire
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Notes
SR. ANALYST
Engineering
Building Services
Water
Water
POLICE DEPARTMENT
Police Department
Administration
Animal Services
Investigations
Support Services
Uniform
FUNCTIONS
The Police Department is to enforce the law of the United States and the State of Utah, as well as
enforcing the ordinances of Ogden City. Additionally, Animal Services reports to this Department.
85
OGDEN CITY
POLICE
GENERAL FUND
INVESTIGATIONS
OPD ADMINISTRATION
SUPPORT SERVICES
UNIFORM
5,624,475
1,834,500
1,713,625
9,653,925
18,826,525
INVESTIGATIONS
OPD ADMINISTRATION
SUPPORT SERVICES
UNIFORM
GENERAL FUND
MISC. GRANTS & DONATIONS EXPENDABLE TRUST
18,826,525
18,826,525
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
-
GENERAL FUND
86
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
POLICE
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
14,694,300
528,466
1,000,922
898,716
562,650
17,685,054
8,700,328
322,969
262,901
500,265
9,786,463
16,132,100
376,600
1,112,175
912,350
18,533,225
16,382,100
426,600
1,097,175
920,650
18,826,525
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
DIVISION SUMMARY
POLICE
OPD ADMINISTRATION
UNIFORM
INVESTIGATIONS
SUPPORT SERVICES
1,792,618
8,559,468
5,776,697
1,556,270
17,685,053
525,391
5,348,362
3,188,845
723,865
9,786,463
1,591,900
9,148,025
6,063,350
1,729,950
18,533,225
1,834,500
9,653,925
5,624,475
1,713,625
18,826,525
FUNDING SOURCES
POLICE
FINES AND FORFEITURES
GENERAL REVENUES
INTERGOVERNMENTAL
MISCELLANEOUS REVENUE
USER FEES/PERMITS
184,000
660,000
16,994,150
509,575
32,500
153,000
18,533,225
87
95,000
190,000
620,000
17,229,525
535,000
157,000
18,826,525
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
POLICE
INVESTIGATIONS
PERSONNEL SERVICES
SUPPLIES
OPD ADMINISTRATION
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
SUPPORT SERVICES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
UNIFORM
PERSONNEL SERVICES
SUPPLIES
POLICE TOTAL:
5,466,497
60,056
136,078
114,066
3,006,942
43,423
62,258
76,222
5,694,550
42,550
160,000
166,250
5,229,575
66,625
160,000
168,275
5,776,697
3,188,845
6,063,350
5,624,475
664,591
147,838
427,780
14,759
537,650
396,461
98,954
21,699
8,277
1,039,800
91,100
454,375
6,625
1,232,025
141,100
454,375
7,000
1,792,618
525,391
1,591,900
1,834,500
1,108,142
28,044
316,106
78,979
25,000
568,499
13,773
92,950
48,644
1,111,800
72,025
392,400
153,725
1,117,400
47,950
392,400
155,875
1,556,271
723,866
1,729,950
1,713,625
7,455,070
292,529
120,958
690,911
4,728,426
166,819
85,994
367,123
8,285,950
170,925
105,400
585,750
8,803,100
170,925
90,400
589,500
8,559,468
5,348,362
9,148,025
9,653,925
17,685,054
9,786,464
18,533,225
18,826,525
-
-
-
88
-
-
-
TENTATIVE FY2016 BUDGET
MANAGEMENT SERVICES DEPARTMENT
PURPOSE OF
WORK SESSION:
Discuss Tentative FY2016 Budget
______________________________________________________________________________
Executive
Summary
Background
The Administration will review the FY2016 Tentative Budget for the
Management Services Department and discuss other general budget
issues.
year.
replacement, and other related issues.
1
informed decisions.
Revenues – All Funds
In the budget proposed by the Mayor, the amount of revenue to be
received in the fiscal year is estimated. This can be a difficult and
complicated process. The amounts for each revenue source are estimated
based on the historical amounts and what is known about the coming year
in terms of variables that could affect them e.g., the economy and sales
tax.
It is not often that the Council makes changes to the revenues projected in
the budget. Most changes to the proposed budget are done in the
expenditure side of the budget. This is because projecting revenues is
more difficult than determining what expenditures the City can afford
based on the revenue projected. Revenues are tracked through the year as
they become available. These are reported to the Council in the quarterly
financial reports.
Sources of Revenue
There are five significant sources of revenue in the General Fund that
account for approximately 75% of the revenue in the General Fund. These
are the property tax, sales tax, franchise tax (taxes on utilities), fees in lieu
of taxes, and allocations to municipal operations (transfers from the
enterprise funds to the general fund). The proposed budget shows an
increase in projected sales tax which includes general sales and use tax
and municipal energy sales tax. Property and franchise taxes are expected
to decrease from the previous year. This is due to a calculation adjustment
for property tax and a continued decrease in franchise and
telecommunications license fees. The continued decrease in
telecommunications license fees is currently being investigated by
municipalities throughout the state.
Revenues from general sales and use taxes are projected to increase by
$783,750 from last year’s budgeted amount. This is an increase of
approximately 5.25% from last year’s budgeted amount. Total General
Fund revenues are projected to increase by 0.5%.
2
Other than the five large revenue generators, the other 25% of the General
Fund revenue comes from fees, fines, permits, licenses miscellaneous
other taxes and some intergovernmental funds such as B&C Road Funds.
The General Fund is where the City has the most flexibility in terms of
how the funds will be used. This is also where much of the budget
deliberations are focused. However, the other City funds are also
significant and should be understood in terms of where their revenue
comes from. These include:
1) Enterprise funds show proposed estimated revenue of $77,266,175.
This is an increase of $5,263,250 overall compared to last year’s
budgeted amount. The majority of this change is due to the use of
retained earnings in the utility funds for capital projects that have been
scheduled for FY16.
2) The Internal Service funds show proposed estimated revenue of
$16,784,575. This is a decrease of $7,875 from last year’s budgeted
amount.
3) Major Grants come primarily from federal grants, such as
Community Development Block Grant Money (CDBG), and program
income from the City’s community development programs. The
Council reviews these in the Annual Action Plan each year prior to
review of the budget. The Annual Action Plan has been reviewed by
the Council already this year.
The Redevelopment Agency (RDA) Budget is also part of the proposed
budget revenue and will be reviewed separately by the RDA Board during
the budget process.
Summary of Major Revenue Changes in Proposed FY 2015 Budget
Below is a summary of the estimated revenues for all of the fund types in
the City Budget except the Major Grants which is reviewed with the
Annual Action Plan and the Redevelopment Agency which is presented in
a separate RDA Budget. The yellow sheets included with the budget
3
workbook show all of the projected revenue changes of $20,000 or more
in each fund as well as the total for each fund.
Projected Revenue by Fund
Revenue Fund
General Fund
Enterprise Funds
Water Fund
Sewer Fund*
Refuse Fund
Airport
Golf Courses
Recreation
BDO Infrastructure
Storm Sewer*
Medical Services
Internal Service
Funds
Fleet and Facilities
IT
Risk Management
Total
$54,199,450
$ Change
$272,475
$25,800,550
$11,529,125
$5,555,525
$3,516,375
$1,617,700
$270,075
$14,487,800
$7,189,600
$7,299,425
$222,250
($4,473,600)
$231,875
$767,750
($98,650)
$975
$3,896,500
$2,392,225
($2,473,450)
$11,249,075
$3,933,025
$1,602,475
($60,950)
$520,950
($467,875)
*The separation of Storm Sewer from the Sanitary Sewer fund is a change
for the FY16 budget.
Management Services FY2015 Budget Guidelines and Goals
Budget Guidelines and Goals associated with the Management Service
Department are included in a separate attachment.
Management Services Department Budget - Comparison
The Management Services Department is funded in part through the
General Fund and through three Internal Service Funds. A comparison of
the FY2015 adopted budget and the FY2016 proposed budget shows the
following:
4
General Fund
Adopted
FY2015
Proposed
FY2016
Amount
Change
%
Change
$558,300
$667,800
$109,500
19.61%
$1,477,100
$1,505,275
$28,175
1.91%
Human Resources
$530,025
$538,800
$8,775
1.66%
Comptroller
$593,325
$563,075
-$30,250
-5.10%
Fiscal Operations
$409,325
$476,050
$66,725
16.30%
Purchasing
$133,850
$133,050
-$800
-0.60%
Recorder
$405,750
$415,775
$10,025
2.47%
$4,107,675
$4,299,825
$192,150
4.68%
Administration
Justice Court
Total
Internal Service
Funds
Adopted
FY2015
Proposed
FY2016
Amount
Change
%
Change
$11,310,025
$11,249,075
-$60,950
-0.54%
Information Tech
$3,412,075
$3,933,025
$520,950
15.27%
Risk Management
$2,070,350
$1,602,475
-$467,875
-22.60%
Management Services Organizational Structure / Staffing
 Administration - 3 Positions (+1)
 Justice Court - 14 Positions
 Human Resources - 5 Positions
 Risk Management - 1 Position
 Comptroller – 5.35 Positions
 Fiscal Ops (Treasury) - 5 Positions (+1)
 Purchasing - 2 Positions
 Recorder - 4 Positions
 Fleet and Facilities - 19 Positions
 Information Technology - 14 Positions
Management Services – Total of 72.35 Positions
5
The FY2016 Budget adds back the City Treasurer position which was
combined with the Finance Manager position in the FY2015 budget. The
Administration is also proposing that a digital media producer position be
added for a total increase of two positions.
The Management Services Department has no proposed CIP projects for
funding in FY2016.
Equipment
Management Services will not receive any new fleet equipment under the
proposed FY2016 Budget. There will be new IT equipment purchases
which will be discussed separately.
Questions
REVENUES
1. Please provide an overview of the projected revenues in the proposed
FY2016 Budget.
2. Please review the plans for the Justice Court with regard to the continuing
reduction in Court fines and forfeiture revenues.
3. Please review the personnel changes in the Department.
4. Please explain how the Department intends to distribute the proposed merit
increase.
FACILITIES
5. Please explain the Administration’s plans for future maintenance of
city facilities.
NON-DEPARTMENT ACCOUNTS
6. Please review the general purpose for all non-departmental accounts
(e.g., why these funds are not in departmental budgets).
7. Please briefly review the following expenditure line items:
6
a.
b.
c.
d.
e.
Building Costs to Facilities
Facilities Costs – General City
Payroll Contingency
UCAN Radio Service Fees
Union Station Contract (New)
GENERAL /OTHER FINANCIAL QUESTIONS
8. Please review the documents submitted in response to the Council’s
request (if not otherwise covered).
9. Please review the fund balances for all funds, including the Fleet, IT
and Risk Management.
10. Please review the debt summary sheet.
11. Please review the transfers among funds.
12. Please review the BDO Lease Revenue distribution.
15. Please outline and discuss the “friendly” amendments that have been
proposed to date that will be suggested prior to adoption of the
FY2016 Budget.
Council Staff Contacts: Janene Eller-Smith, (801) 629-8165
Glenn Symes, (801) 629-8164
7
Management Services Budget Guidelines and Goals
Budget Guidelines
2. Budget Development. All ordinances, resolutions, fee studies, other studies, and supporting
documentation will accompany the proposed budget for consideration during the budget process.
The budget is submitted by the Mayor each year on the first Tuesday of May. The quantity of
documentation, explanation and detail will be commensurate with the size, scope or complexity
of each proposal.
3. Budget Transfers from Salaries and Benefits. In keeping with the intent of the pay-for
performance system, the Council desires that all salaries and benefits are spent for this purpose
and to receive notice of all budget transfers from salaries and benefits within 15 days of the
actual transfer of funds. The notice is to include the dollar amount being transferred, where it is
being transferred to, and for what purpose.
9. Council Notification. All significant changes to City programs and services that impact City
employees, citizens or businesses (e.g., new programs, changes in level of service to existing
programs or services, City events, contracting out of City Services, reorganizations, layoffs,
reductions in force, etc.) will be communicated to the Council via Council Leadership or the
Council Executive Director at least ninety (90) days prior to implementation or amendment to
allow for adequate time for the Council's review and public process.
13. Fee Changes. Proposed fee changes are to be adopted as part of the budget review process.
The City Financial Principles related to fees are to be followed. The Council recognizes that
some fees are impacted by the calendar year, by seasonal activity, or by the calendars or
scheduling constraints of other government agencies or businesses and that certain fees may need
to be amended during the fiscal year and cannot be amended with the annual budget process.
Mid-year fee increase requests are due October 1 accompanied by sufficient rationale and
justification. Fees to be implemented in January (excluding utilities) will be considered at that
time by the Council if all applicable information is received.
Utility Fees. The recommendations of the 2012 Utility Rate Study, also known as the
Comprehensive Financial Sustainability Plan are to be followed. A review of the proposed
changes included in the Utility Rate Study will be performed in a joint effort beginning in
November each year. Fee changes that are submitted without a detailed analysis will not be
considered by the Council. Building Permit Fees. The City's building permit fees are to be
evaluated on a biennial basis beginning with the FY2016 budget process.
1 14. Fleet Business Plan. The Fleet Division Business Plan will be reviewed annually. The
updated Fleet business plan is to be provided at the beginning of the budget process each year.
15. Foundations. Contracts with the various Foundations operating City facilities will be
monitored to ensure that management of the operations is consistent with the terms of the
Agreement. The Council will meet with representatives of the Foundations annually to discuss
short-term and long-term goals for the respective operations. The Foundations include Dinosaur
Park, Union Station, Marshall White, Wildlife Rehabilitation Center, Ogden Pioneer Days and
Get Out and Live (GOAL).
16. Grant Reporting and Monitoring. Grants are evaluated annually including grants received,
the amount and source of City match if applicable, grants being applied that will require a City
match, and the expected date of award. The "Annual Grants Report" is to be provided to the
Council in January each year with a work session discussion to follow in February.
19. Revenue Forecasts. Revenue forecasts are to include the rationale and assumptions made for
each of the significant revenue sources forecast in each proposed budget.
Budget Goals
5—Adopted June 17, 2014
12. Union Station: To support the Union Station Foundations’ efforts to raise private funds to
renovate Union Station and surrounding properties to create a world-class home for the Railroad,
Browning, and Cowboy museums.
13. Visioning and Rebranding Efforts: To complete the rebranding efforts to create a unified
City vision, logo, and website, etc., that reflects the goals, objectives and vision of the City.
15. Percent for Arts Program: To adopt amendments to the Percent for Arts Program that
refocuses the efforts of the Arts Capital Improvement Program. The amendments will align with
the updated arts master plan and the ongoing efforts to increase Ogden’s statewide, national, and
international stature. A joint visioning process will also take place in conjunction with updates to
the arts master plan.
2 OGDEN CITY
REVENUE SUMMARY
AIRPORT
GENERAL FUND
GOLF COURSES
GRANTS
MAJOR GRANTS EXPENDABLE TRUST
INTERNAL SERVICE FUNDS
FLEET AND FACILITIES
INFORMATION TECHNOLOGY
RISK MANAGEMENT
MEDICAL SERVICES
OTHER
CEMETERY PERPETUAL CARE EXPENDABLE TRUST
DOWNTOWN OGDEN SPECIAL ASSESSMENT
GOMER NICHOLAS NON-EXPENDABLE TRUST
TOURISM & MARKETING
PROPERTY MANAGEMENT BDO INFRASTRUCTURE
RECREATION
REFUSE UTILITY
SANITARY SEWER UTILITY
STORM SEWER UTILITY
WATER UTILITY
3,516,375
1,705,200
54,199,450
1,617,700
9,043,200
2.21%
1.07%
33.99%
1.01%
5.67%
16,784,575
10.53%
7,299,425
466,875
4.58%
0.29%
14,487,800
270,075
5,555,525
11,529,125
7,189,600
25,800,550
9.09%
0.17%
3.48%
7.23%
4.51%
16.18%
159,465,475
100%
9,033,200
10,000
11,249,075
3,933,025
1,602,475
200,000
126,375
1,500
139,000
GENERAL FUND
GOLF COURSES
GRANTS
CAP ITAL IMP ROVEMENT
P ROJECTS
INTERNAL SERVICE FUNDS
$159,465,475
AIRP ORT
MEDICAL SERVICES
WATER UTILITY
OTHER
STORM SEWER UTILITY
P ROP ERTY MANAGEMENT BDO
INFRASTRUCTURE
RECREATION
SANITARY
SEWER UTILITY
REFUSE UTILITY
40
OGDEN CITY
REVENUE SUMMARY REPORT
2014
ACTUAL
GENERAL FUND
INTEREST
LICENSES AND PERMITS
MISCELLANEOUS
TAXES
DOWNTOWN OGDEN SPECIAL ASSESSMENT
INTEREST
MISCELLANEOUS
TAXES
TOURISM & MARKETING
INTEREST
TAXES
2015
ADOPTED
4,949,273
2,424,407
72,412
3,403,832
2,301,809
1,097,555
125,000
38,091,714
4,803,250
2,720,000
50,000
3,159,575
2,173,500
1,102,575
30,000
39,888,075
3,699,650
2,470,000
80,000
3,485,000
2,434,500
1,109,075
301,375
40,619,850
52,466,002
53,926,975
54,199,450
535
23,000
30,000
112,250
750
53,000
112,500
13,125
112,500
165,785
166,250
126,375
959
113,228
1,000
48,000
100,000
1,000
28,000
110,000
114,187
149,000
139,000
12,500
44,867
2,254,718
4,861,578
10,000
5,948,850
5,291,550
10,000
103,675
1,591,525
7,173,663
11,250,400
1,705,200
41
750
-
-
INTEREST
2016
BUDGET
-
-
-
OGDEN CITY
2014
ACTUAL
WATER UTILITY
INTEREST
MISCELLANEOUS
TAXES
SANITARY SEWER UTILITY
INTEREST
MISCELLANEOUS
REFUSE UTILITY
INTEREST
MISCELLANEOUS
2015
ADOPTED
17,696,227
118,103
49,787
768,780
850,923
19,594,575
50,000
42,500
4,803,500
1,087,725
19,434,950
50,000
42,500
5,408,500
864,600
19,483,820
25,578,300
25,800,550
14,601,820
124,341
17,532
899,274
14,962,175
60,000
12,150
968,400
10,658,900
50,000
12,150
808,075
15,642,967
16,002,725
11,529,125
5,224,433
26,016
1,151
5,319,650
1,000
3,000
5,388,800
1,000
3,000
162,725
-
5,555,525
325,000
500
350,000
18,350
2,054,775
360,000
500
1,300,000
24,800
1,831,075
1,282,466
2,748,625
3,516,375
983,936
1,842
82,825
19,911
545,000
1,096,000
1,000
83,300
6,000
530,050
1,096,000
1,000
1,633,514
1,716,350
1,617,700
377,397
(4,508)
658,913
17,989
232,675
GOLF COURSES
INTEREST
MISCELLANEOUS
42
5,323,650
5,251,600
AIRPORT
INTEREST
MISCELLANEOUS
2016
BUDGET
6,000
514,700
OGDEN CITY
2014
ACTUAL
RECREATION
INTEREST
PROPERTY MANAGEMENT BDO INFRASTRUCTURE
INTEREST
240,100
1,000
28,000
240,100
1,000
28,975
584,973
269,100
270,075
4,068,640
41,723
3,385,590
3,503,750
45,000
7,042,550
3,413,750
45,000
11,029,050
7,495,953
10,591,300
14,487,800
-
-
4,628,650
10,000
1,000
2,549,950
-
-
7,189,600
4,173,624
51,177
1,874,010
5,291,900
50,000
1,784,875
10,000
2,636,100
5,889,750
50,000
1,349,675
10,000
6,098,811
9,772,875
7,299,425
7,085,400
(1,591)
3,513,346
600,000
8,839,950
5,000
267,125
2,197,950
8,861,275
5,000
267,125
2,115,675
11,310,025
11,249,075
-
INTEREST
MISCELLANEOUS
11,197,155
43
2016
BUDGET
240,885
262
343,826
STORM SEWER UTILITY
INTEREST
MISCELLANEOUS
MEDICAL SERVICES
INTEREST
MISCELLANEOUS
2015
ADOPTED
-
OGDEN CITY
2014
ACTUAL
INTEREST
MISCELLANEOUS
RISK MANAGEMENT
INTEREST
MISCELLANEOUS
INTEREST
CEMETERY PERPETUAL CARE EXPENDABLE TRUST
INTEREST
2015
ADOPTED
3,383,351
25
439
108,425
3,190,075
2,500
500
219,000
3,248,525
2,500
500
681,500
3,492,240
3,412,075
3,933,025
2,070,484
5,462
42,542
2,067,350
2,000
1,000
1,599,475
2,000
1,000
2,118,488
2,070,350
1,602,475
2,074
150
1,500
2,074
150
1,500
17,935
7,003
9,250
12,000
9,250
12,000
178,750
-
21,250
24,938
INTEREST
MISCELLANEOUS
7,145
(258)
1,988,622
46,145
54,606
MAJOR GRANTS EXPENDABLE TRUST
INTEREST
MISCELLANEOUS
44
200,000
3,000
3,000
-
13,000
7,000
-
-
2,096,260
16,000
10,000
2,270,149
22,504
1,174,936
2,062
2,780,550
2,187,675
-
-
6,383,650
94,600
438,275
4,893,975
110,700
1,840,850
3,469,651
9,697,075
9,033,200
139,794,547
164,022,475
159,465,475
-
GRAND TOTAL:
2016
BUDGET
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
ADOPTED
2016
BUDGET
GENERAL FUND
REVENUES
INTEREST
LICENSES AND PERMITS
MISCELLANEOUS
TAXES
4,949,273
2,424,407
72,412
3,403,832
2,301,809
1,097,555
125,000
38,091,714
4,803,250
2,720,000
50,000
3,159,575
2,173,500
1,102,575
30,000
39,888,075
3,699,650
2,470,000
80,000
3,485,000
2,434,500
1,109,075
301,375
40,619,850
52,466,002
53,926,975
54,199,450
321,252
1,102,462
1,590,849
1,235,343
819,135
756,737
154,281
537,383
916,226
2,280,844
1,274,567
596,745
544,508
2,219,719
504,700
1,924,300
1,771,816
423,179
6,041,876
325,069
1,792,618
5,776,697
1,556,270
8,559,468
3,048,281
649,931
327,514
141,917
411,836
1,603,880
3,314,951
441,725
1,123,950
1,565,950
1,181,100
720,850
794,400
165,475
593,325
1,008,275
2,269,450
1,292,000
409,325
530,025
915,000
535,750
2,035,400
3,848,850
513,000
6,119,075
368,725
1,591,900
6,063,350
1,729,950
9,148,025
2,924,625
591,375
398,650
133,850
405,750
1,372,650
3,135,200
263,600
1,184,550
1,705,025
1,196,225
881,275
789,900
167,700
563,075
1,038,750
2,260,250
26,600
681,150
476,050
538,800
910,000
609,650
2,173,075
3,599,525
539,450
6,040,675
394,225
1,834,500
5,624,475
1,713,625
9,653,925
3,096,125
615,275
443,025
133,050
415,775
1,519,475
3,110,650
52,524,352
53,926,975
54,199,450
EXPENDITURES
ARTS, CULTURE, EVENTS
ATTORNEY
BUILDING SERVICES
BUILDINGS
BUSINESS DEVELOPMENT
CED ADMINISTRATION
COMMUNITY DEVELOPMENT
COMPTROLLER
COUNCIL
DEBT SERVICE
ENGINEERING SERVICES
FISCAL OPERATIONS
HUMAN RESOURCES
INTERFUND TRANSFERS
MAYOR
MS ADMINISTRATION
NON-DEPT MISCELLANEOUS
OFD ADMINISTRATION
OFD OPERATIONS
OFD PREVENTION
OPD ADMINISTRATION
OPD INVESTIGATIONS
OPD SUPPORT SERVICES
OPD UNIFORM
PARKS
PLANNING
PUBLIC SERVICES ADMINISTRATION
PURCHASING
RECORDER
RECREATION
STREETS
60
MANAGEMENT SERVICES DEPARTMENT
Management Services Department
Administration
Comptroller
Fiscal Operations
Human Resources
Information Technology
Justice Court
Recorder
Risk Management
FUNCTIONS
The Department of Management Services serves as the focus for central support services in the areas of
financial management, budgeting, purchasing, personnel, risk management, information technology and
official recording of City documents, events and records. Additionally, the Justice Court staff reports to this
Department for all administrative and day-to-day operations.
73
OGDEN CITY
MANAGEMENT SERVICES
GENERAL FUND
COMPTROLLER
FISCAL OPERATIONS
HUMAN RESOURCES
MS ADMINISTRATION
PURCHASING
RECORDERS
563,075
476,050
538,800
2,173,075
133,050
415,775
4,299,825
COMPTROLLER
FISCAL OPERATIONS
HUMAN RESOURCES
MS ADMINISTRATION
PURCHASING
RECORDERS
GENERAL FUND
RISK MANAGEMENT
11,249,075
4,299,825
1,500
3,933,025
1,602,475
21,085,900
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
FLEET AND
FACILITIES
GENERAL FUND
GOMER NICHOLAS
NON-EXPENDABLE
TRUST
74
CAPITAL
IMPROVEMENT
PROJECTS
INFORMATION
TECHNOLOGY
RISK MANAGEMENT
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
MANAGEMENT SERVICES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
EQUIPMENT
3,148,439
74,472
615,590
75,164
215,625
27,397
4,156,687
1,775,520
36,561
295,653
29,363
13,964
2,151,061
3,295,825
93,825
603,925
114,100
4,107,675
3,487,975
93,825
603,925
114,100
4,299,825
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
EQUIPMENT
DIVISION SUMMARY
MANAGEMENT SERVICES
MS ADMINISTRATION
HUMAN RESOURCES
COMPTROLLER
FISCAL OPERATIONS
PURCHASING
RECORDER
1,924,300
544,508
537,383
596,745
141,917
411,836
4,156,689
1,059,552
279,433
326,337
193,088
76,675
215,977
2,151,062
2,035,400
530,025
593,325
409,325
133,850
405,750
4,107,675
2,173,075
538,800
563,075
476,050
133,050
415,775
4,299,825
FUNDING SOURCES
MANAGEMENT SERVICES
CARRYOVER
GENERAL REVENUES
MISCELLANEOUS REVENUE
15,100
1,477,100
2,615,475
15,100
1,452,100
2,832,625
4,107,675
75
4,299,825
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
MANAGEMENT SERVICES
COMPTROLLER
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
FISCAL OPERATIONS
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
HUMAN RESOURCES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
MS ADMINISTRATION
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
EQUIPMENT
PURCHASING
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
467,703
8,976
33,146
2,158
25,400
301,777
4,455
18,733
1,373
529,875
4,775
52,375
6,300
537,383
326,338
593,325
563,075
475,643
17,568
75,752
307
27,475
147,926
4,573
40,589
321,850
22,225
64,700
550
388,575
22,225
64,700
550
596,745
193,088
409,325
476,050
414,073
14,211
59,239
26,185
30,800
238,826
8,735
18,954
12,918
422,050
10,025
56,275
41,675
430,825
10,025
56,275
41,675
544,508
279,433
530,025
538,800
1,363,565
27,134
407,993
27,535
70,675
27,397
837,948
15,871
187,286
4,483
1,562,625
46,925
392,025
33,825
1,700,300
46,925
392,025
33,825
1,924,299
1,059,552
2,035,400
2,173,075
118,323
1,212
5,258
300
16,825
72,945
525
2,905
300
125,125
1,625
6,725
375
124,325
1,625
6,725
375
141,918
76,675
-
-
-
-
-
-
-
-
-
-
-
13,964
-
76
499,625
4,775
52,375
6,300
-
133,850
133,050
OGDEN CITY
GENERAL FUND
2014
ACTUAL
RECORDER
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
MANAGEMENT SERVICES TOTAL:
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
309,133
5,371
34,203
18,679
44,450
176,098
2,404
27,186
10,290
334,300
8,250
31,825
31,375
411,836
215,978
405,750
415,775
4,156,689
2,151,064
4,107,675
4,299,825
-
77
344,325
8,250
31,825
31,375
-
-
NON-DEPARTMENTAL
Non-Departmental Fund
Buildings
Debt Service
Interfund Transfers
Miscellaneous
FUNCTIONS
The Non-Departmental Fund includes common costs, which are either not directly related to any one
department or are common budgets shared by all entities in the General Fund.
81
OGDEN CITY
NON-DEPARTMENTAL
GENERAL FUND
BUILDINGS
DEBT SERVICE
INTERFUND TRANSFERS
MISCELLANEOUS
1,196,225
2,260,250
910,000
3,599,525
7,966,000
BUILDINGS
DEBT SERVICE
INTERFUND TRANSFERS
MISCELLANEOUS
GENERAL FUND
TOURISM & MARKETING
7,966,000
384,000
139,000
8,489,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
GENERAL FUND
CAPITAL IMPROVEMENT
PROJECTS
82
MISC. GRANTS & DONATIONS
EXPENDABLE TRUST
TOURISM & MARKETING
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
NON-DEPARTMENTAL
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
LAND
DEBT SERVICE
EQUIPMENT
OPERATING TRANSFERS
98
1,581,187
1,345,873
10,000
2,280,844
70,000
2,219,719
7,507,721
2,554
935,675
867,183
955,075
2,176,885
40,875
533,750
5,511,997
100,000
1,423,125
1,776,800
1,637,075
2,269,450
70,000
915,000
22,950
8,214,400
100,000
1,158,050
1,791,925
1,675,775
2,260,250
70,000
910,000
7,966,000
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
LAND
DEBT SERVICE
EQUIPMENT
OPERATING TRANSFERS
DIVISION SUMMARY
NON-DEPARTMENTAL
BUILDINGS
INTERFUND TRANSFERS
MISCELLANEOUS
DEBT SERVICE
1,235,343
2,219,719
1,771,816
2,280,844
7,507,722
841,547
533,750
1,959,816
2,176,885
5,511,998
1,181,100
915,000
3,848,850
2,269,450
8,214,400
1,196,225
910,000
3,599,525
2,260,250
7,966,000
297,000
5,571,950
2,125,550
219,900
357,725
5,227,625
2,112,750
217,900
50,000
FUNDING SOURCES
NON-DEPARTMENTAL
GENERAL REVENUES
PROPERTY TAXES FOR GO BOND DEBT
8,214,400
83
7,966,000
OGDEN CITY
GENERAL FUND
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
NON-DEPARTMENTAL
BUILDINGS
DEBT SERVICE
DEBT SERVICE
INTERFUND TRANSFERS
OPERATING TRANSFERS
MISCELLANEOUS
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
LAND
EQUIPMENT
NON-DEPARTMENTAL TOTAL:
22,683
1,212,660
51,880
789,667
1,181,100
1,196,225
1,235,343
841,547
1,181,100
1,196,225
2,280,844
2,176,885
2,269,450
2,260,250
2,280,844
2,176,885
2,269,450
2,260,250
2,219,719
533,750
915,000
910,000
2,219,719
533,750
915,000
910,000
-
-
-
98
1,558,504
133,213
2,554
883,796
77,516
955,075
10,000
70,000
100,000
100,000
-
1,158,050
595,700
1,675,775
1,423,125
595,700
1,637,075
-
40,875
-
-
-
-
-
70,000
22,950
70,000
-
1,771,815
1,959,816
3,848,850
3,599,525
7,507,721
5,511,998
8,214,400
7,966,000
84
OGDEN CITY
Enterprise
Fund
Department
Medical Services
Division
Paramedics
Position Title
Enterprise
Medical Services
Paramedics
Enterprise
Public Services
Refuse Utility
Paramedic position
eliminated
requirements
Equipment Operator
requirements
requirements
position added
position added
position added
changed to Backflow
Technician II
position eliminated
position eliminated
Supervisor position
eliminated
Technician position
eliminated
position added
Enterprise
Enterprise
Public Services
Public Services
Refuse Utility
Sewer Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Building Services
Building Services
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Management Services
General
General
General
General
General
General
General
General
General
Building Services
Building Services
Building Services
Building Services
Building Services
Administration
50
Major Grants Fund)
added
Benchmarked
Reclassified
Added
3
3
3
2
4
1
1
2
1
2
1
1
1
2
1
2
1
position added
1
1
position added
Comptroller
Deputy Comptroller
1
1
1
OGDEN CITY
Fund
General
Department
Division
General
General
General
Police
Police
General
Police
Police
General
Police
Police
General
Police
Police
General
General
General
General
General
General
Internal Service
Internal Service
Trust
Police
Public Services
Public Services
Public Services
Police
Engineering
Public Ways & Parks
Benchmarked
Position Title
from 33 to 38
eliminated
position added
Added
1
1
1
1
1
1
1
1
Sewer)
requirements
1
5
position added
Public Services
Recreation - MWC
Public Services
Recreation - MWC
position added
Coordinator
Community &
Community
Economic
Development
Development
Division Manager
Total
Reclassified
Recreation - MWC
1
1
1
1
2
1
0
11
30
12
4
Title
Division
FIRE CAPTAIN
FIRE CAPTAIN
FIRE CAPTAIN
GIS ANALYST
PARAMEDIC
PARAMEDIC
PARAMEDIC
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
POLICE OFFICER
SR. ACCOUNT CLERK
Building Services
Justice Court
Justice Court
Police
Police
Police
Fire
Fire
Fire
IT
Fire
Fire
Fire
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Notes
SR. ANALYST
Engineering
Building Services
Water
Water
Merit Increase
COLA
Market Adjustment
Benefit Changes
Benefit Increase
Bountiful
Clearfield
Davis County
5%
2%
0‐3.5%
2%
No
1%
No
If necessary
Few Positions
Unknown
Unknown
No changes
Unknown
Unknown
4.6%
Layton
Avg. 3%
No
No changes
No
Lehi
Logan
Murray
Ogden City
Unknown
3%
Unknown
4%
Unknown
No
Unknown
No
Yes ‐ depends on position
Unknown
Few Positions
Unknown
No
Unknown
No changes
Yes
No changes
Unknown
5%
11.5%
6.6%
Orem
Unknown
No
No
Yes
No
Provo
2.5%
No
No changes
5%
2%
Unknown
3%
Unknown
See note
1‐2%
Avg. 2%
1%
Unknown
1.8%
Unknown
See note
1.5%
2%
Several positions
No
Unknown
No
Unknown
Few Positions
No
Unknown
Unknown
No changes
Unknown
No changes
No changes
No changes
No
Unknown
3.9%
Unknown
No
3.9%
12%
West Jordan
2.75% & 5%
1%
No
Unknown
Unknown
West Valley
Avg. 2.5%
No
No
No changes
8%
Agency
Roy
Salt Lake City
Sandy
South Salt Lake City
St. George
Tooele City
Weber County
Notes
Merit is given on anniversary date if employee is eligible.
Merit increase is based on performance. COLA was in January 2015. 1.6% medical increase & 3% dental increase.
Merit based on evaluation score.
8% medical & 3.5% dental. Adding PEHP vision option ‐ employee paid
5% for medical ‐ will be shared with employees. 1.6% dental will be passed along to employees.
Merit Increase planned January 2016. No traditional plan option – we now offer 2 HDHP/HSA options: $2k/$4k ded with $1k/$2k HSA or $3k/$6k ded with $1500/$3000 HSA Merit increase if not topped out. Market adjustments is 2.5% to those affected.
Will not have any information until late May.
7.5% increase to cover merit and market adjustments.
Medical increase.
Merit increase on employees anniversary date. Exempt non‐merit employees were given on 1/2/15. Medical increase 5% & Dental increase 7% effective 1/1/15.
Merit increase is 2.75% for general employees & 5% for public safety employees.
Merit increase for public employees effective date is unknown until approval. Police and Fire, if approved, is on anniversary date. Medical increase is 8%.
Stout, Lisa
Subject:
FW: Halogen / Merit Increase timeline and Criteria
From: Choate, Shawn Sent: Tuesday, April 21, 2015 10:18 AM To: Ashment, Mike; Buxton, Gregg; Christopulos, Tom; Johnson, Mark; Lowder, Jay; Mathieu, Mike; Williams, Gary; Anderson, Justin; Bauman, Eric; Brenkman, Todd; Bride, Terrence; Bridge, Edd; Brookins, Richard; Brown, Kevin; Brown, Mara; Burdett, Gregory; Carr, Paula; Choate, Shawn; Cook, Bill; Cooper, Brandon; Fishburn, Steve; Froerer, Buck; Greiner, Jon; Hansen, Tracy; Harvey, John; Huffaker, Perry; Johnson, Laurie; Junk, Mike; Moffett, Kenton; Montgomery, Greg; Ogden, Ward; Schwenk, Matt; Scothern, Greg; Stratford, Mark; Tarwater, Wayne; Wilkinson, Blake; Young, Eric Cc: Briskey, Heather; Judkins, Leslie; Olmedo, Heidi; Simpson, Trudi; Workman, Alison Subject: Halogen / Merit Increase timeline and Criteria Good Morning, Below is the Halogen and Merit Increase timeline and criteria. Please let me know if you have questions. Halogen Closes June 6th By June 12th – Each Director will have a Final report regarding each Department’s breakdown (score = increase amount). ALL evaluations must be complete and the process closed in order for me to run this report.  Police: Score of 2 or higher = 4% increase. If an employee receives less than a 2, they do not receive an increase.
 Fire: Score of 2 or higher = 4% increase with compression correction. If an employee receives less than a 2, they do not receive an increase.  Management Services: Score of 2 or higher = 4% increase. If an employee receives less than a 2, they do not receive an increase.  Legal: Evaluation Score determines Merit Increase  CED: Evaluation Score determines Merit Increase  Public Services: Evaluation Score determines Merit Increase By June 19, 2015 – Personnel Action forms created and distributed to employees. July 10, 2015 – Pay check with all changes (Pay‐period June 20 – July 3). This year’s increase is a 4% Merit.  Employee’s at the top or above their range will receive the 4% in the form of a one‐time bonus, if they meet the criteria set by the department director.  Employees hired into a full time position after January 1, 2015 are not eligible for a Merit increase.  Employees promoted or transferred from a full time position into a full time position are eligible for a merit increase assuming they were hired prior to January 1st and meet the evaluation criteria.  Employees active in Eden as of the beginning date of the pay period (June 20th) are eligible for the pay increase assuming they were hired prior to January 1st and meet the evaluation criteria.  All employees active in Eden as of April 8th were loaded into Halogen for an evaluation. Even if they aren’t eligible for an increase, they should receive the feedback in the review. Order of increases on paycheck: 1 – Reclass increases 1
2 – Merit Increase Divisions that are planning on providing an increase for part time staff need to contact Leslie to coordinate. Requests must be turned in to Leslie by June 19th. Shawn Choate, PHR Human Resource / Risk Manager, Ogden City Corporation 2549 Washington Blvd., Ogden, Utah 84401 T: 801.629.8731 | F: 801‐629.8735 [email protected] Director, Utah Human Resource State Council UtahSHRM.org 2
Schedule of Transfers
FY2016 Tentative Budget
Transfer To
GF
1000-1-84001 1000-1-84003
RDA
3140-2-84000
CIP
4100-1-84001 4100-1-84004 4100-1-84006
Airport
5130-1-84001 5130-1-84002
Golf
5150-1-8400*
BDO
5180-1-84001
Fleet/Facilities
6100-1-84002
IT
6120-1-84004
Major Grants
7130-1-84000
Other
*
Transfer From
GF
1000-1-09-300200-41006
1000-1-09-300200-41005
1000-1-09-300200-41016
1000-1-09-300200-41004
1000-1-09-300200-41017
-
13,125
200,000
700,000
10,000
2,345,875
1,390,025
500,000
1,500
6,030,000
13,125
11,190,525
13,125
200,000
650,000
50,000
-
10,000
CIP
4100-1-09-300200-41000
BDO
5181-1-09-550103-4100*
5181-1-09-550103-41002
5181-1-09-550103-41004
5181-1-09-700100-52000
301,375
202,000
150,000
492,500
1,200,000
1,390,025
500,000
Medical
5200-1-09-400500-4100*
5200-1-09-400500-41000
-
Fleet
6100-1-09-200901-41007
Gomer Nicholas
7100-1-09-200401-41000
-
1,500
RDA
660,000
Total
660,000
5,220,000
301,375
500,000
1,500
200,000
1,390,025
650,000
50,000
202,000
5,220,000
150,000
150,000
502,500
1,350,000
BDO LEASE REVENUE FUNDS PROPOSED BUDGET
Accumulated Full year Fund Balance as of June 30, 2014
Quality Neighborhoods Funding
FY 2016 Budget
$ 4,235,877
$ (1,200,000)
Funds Available
$ 3,035,877
CBD Mall District for Debt Service Coverage/Reserve $ (500,000)
Balance of Lease Revenue for Distribution
$ 2,535,877
Other CIP Total Available $ 2,851,056 Balance Available
TrackLine Business Park Infrastructure
Curb, Gutter and Sidewalk Replacement ‐ City
Curb, Gutter and Sidewalk Replacement ‐ 50/50
Street Construction
General Facilities Improvements ($100K PSB)
City Owned Parking Lot Improvements
Irrigation System Replacement at Mt. Ogden (Golf)
Gomer Nicholas Trust
General Park Improvements ‐ Comm Plan Lester
Repair Asphalt
Ball Park Infield
Grandview Restooms ‐ RAMP & Match
NON ‐ CIP
Union Station ‐ Site Plan Funding
Facilities ‐ Underfunded Ongoing
Sheltering at MWC & Golden Hours
LAN/Network
EOC ‐ Phones/Network
EN039 Vehicular Bridge Upgrades ‐ Study
FL008
UCA Radio Upgrades ‐ Non‐Lease
IT001
Unified Communication System (Phase II)
IT009
ERP Replacement
RG053 Recreation Maintenance
Funding ‐ Class Capital or B & C Road 2016 RAMP Funding
Minimum for Capital Operations Funds, Interest
$ 1,267,939 $ 1,267,939 $ 211,500 $ 103,679
$ 126,794 $ (126,794) $ ‐ $ ‐
$ 1,394,732 $ 1,141,145 $ 211,500 $ 103,679
50% split of Lease Revenue for Distribution
Minimum for Community Plan Projects (10%)
CD104
EN004A
EN004B
EN006
FL007
GC030
GF032
PK071
PK124
PY006
RG068
RM016
Balance for Proposed
$ 250,000
$ 367,020
$ 40,000
$ 555,555
$ 883,750
$ 151,500
$ 202,000
$ 1,500
$ 151,500
$ 30,300
$ 120,202
$ 30,000
Total $ 8,789,960
Project Total
$ 2,851,056
$ ‐
$ 2,851,056
$ ‐
Funded
$ 250,000
$ 327,020
$ 40,000
$ 167,194
$ 232,500
$ 151,500
$ 202,000
$ 210,000
$ 1,500
$ 151,500
$ 30,300
$ 20,000
$ 20,000
$ 103,679
$ 1,592,014 $ ‐ $ 211,500 $ 103,679
$ 100,000
$ 150,000
$ 40,000
$ 40,000
$ 5,000
$ 101,010
$ 1,600,000
$ 210,080
$ 779,383
$ 35,353
Total $ 3,575,470 $ ‐
$ 50,000
$ 150,000
$ 20,000
$ 40,000
$ 2,500
$ 101,010
$ 95,000
$ 100,000
$ 350,000
$ 35,353
$ 943,863 $ ‐ $ ‐
Total
$ 250,000
$ 327,020
$ 40,000
$ 377,194
$ 232,500
$ 151,500
$ 202,000
$ 1,500
$ 151,500
$ 30,300
$ 20,000
$ 123,679
$ 1,907,193
$ 50,000
$ 150,000
$ 20,000
$ 40,000
$ 2,500
$ 101,010
$ 95,000
$ 100,000
$ 350,000
$ 35,353
$ 943,863
$ 2,851,056
FY2016 TENTATIVE BUDGET
MANAGEMENT SERVICES
- Strategic Plan
- Equipment
PURPOSE OF
WORK SESSION:
Executive
Summary
Background
To review the FY2016 IT Strategic Plan, the Action
Plan for the Management Study, and Tentative FY15
Budget
The Administration will review the FY2016 IT Strategic Plan, the
progress on the action plan outlined in the Management Study, and the
Tentative FY2016 Budget for the IT Division.
September 3, 2013
The Council adopted Resolution 2013-21 authorizing a contract with Plant
& Moran to conduct a Management and Operations Study of Ogden City’s
IT Division. A previous study had been completed in April of 2004.
Given the significant advances in technology and changes in City
operations, both the Administration and Council thought it would be
beneficial to review existing policies and procedures to identify areas of
improvement. The Management and Operations Study was completed in
February 2014.
IT Strategic Plan
The IT Division initially issued a strategic plan in FY2004. An update to
this plan has been submitted annually. A copy of the FY2016 Plan is
attached.
1
Budget
Summary
Information
Technology
Adopted
FY2015
Proposed
FY2016
Amount
Change
%
Change
IT Operations
IT Communications
IT GIS
IT Cable TV Network
Total
$2,497,375
$531,350
$348,350
$35,000
$3,412,075
$2,985,425
$527,700
$384,900
$35,000
$3,933,025
$488,050 19.54%
($3,650) -0.69%
$36,550 10.49%
-00.00%
$520,950 15.27%
IT Internal Service Fund Changes
The IT Division operates as an Internal Service Fund. Significant budget
expenditures line items for the IT Division are as follows:
 No City-paid retirement benefit increases
 Additional funds for ERP replacement ($350,000)
 Additional funds for other equipment ($142,500)
Questions
1. Please review the IT Strategic Plan.
2. Please review the Audit Action Plan and discuss the significant
accomplishments for FY2015 and the most important issues to be
addressed in the upcoming year.
3. Please review the process and plan for the ERP replacement.
________________________________________________________________________
Council Staff Contact: Janene Eller-Smith (801) 629-8165
2
Strategic Master Plan
FY 2016
March 2015
Purpose of Strategic Master Plan






Promote order, alignment, prioritization, efficiency, and partnerships in technology
implementations
Describe clear annual objectives for the I.T. Division and for City technology advancement
Describe multi-year software, hardware, and budget objectives
Optimize technology investments
Ensure hardware and software compatibility among City systems
Ensure the security of the City’s data, networks, and infrastructure
City Technology Mission Statement
Provide a vibrant infrastructure, secure data and networks, robust information sharing and analysis tools,
and software applications that are reliable, long term, and financially viable and secure to support City
goals and strategic directions by








Establishing a reliable and scalable technology infrastructure
Prudently integrating “Cloud” hardware and software solutions
Evaluating software solutions on a Buy then Build basis
Providing a user-friendly data sharing infrastructure
Implementing consumer (user) selected and managed solutions
Promoting mobile computing and geographical solutions
Researching leading edge technologies
Prioritizing projects
City Technology Policies
1400 – Project Development
1410 – Hardware and Software Purchasing
1420 – Cell Phones/Stipend
1430 – Software and Electronic Data
1450 – Computer and Telecommunications Hardware and Physical Security
1460 – Hardware/Software Support and Hardware Tiering
1470 – City Technology Governance
Internal I.T. Policies
IT-8 Naming of City-Owned Devices
IT-9 Device and Software Maintenance Upgrade
Schedule
IT-10 Quoting and Purchasing IT Equipment and
Software
IT-11 City Information Access
IT-12 Public Safety Vehicles
IT-1 Customer Service
IT-2 Electronic Data Removal from Devices
IT-3 Sale of Surplus Equipment
IT-4 Customer Support Procedures
IT-5 Personal Appearance
IT-6 Project Governance and Development
IT-7 Approved IT Equipment Purchase by
Departments
2
March 2015
Steering and User Liaison Committees
I.T. Steering Committee




guides and approves City technology planning and direction
establishes and approves City technology financial initiatives and budgets
approves and prioritizes City technology projects and initiatives
approves and enforces City technology governance including ROI, policies, and standards
Projects Review Committee


reviews and scores City technology projects based on established technology governance,
selection criteria, ROI, standards and policies, and Administrative objectives
recommends project rankings and priorities to I.T. Steering Committee
G.I.S. Committee



reviews and recommends City G.I.S. technology, planning, direction, and standards
promotes use of G.I.S. technology in City projects
assists project teams with G.I.S. solutions and implementations
Web Committee




reviews and recommends City web site and social media technology, planning, direction, and
standards
promotes use of web sites and social media technology in City projects
acts as liaison between departments and web site managers
assists project teams with web site and social media solutions and implementations
3
March 2015
City Technology and Project Approval Governance Model
All City technology efforts and activities shall flow through the above governance methodology.
City technology activities listed on the right side of the model are proposed, initiated, and
requested by department staffs partnered with central I.T. staff, as indicated on the bottom left side
of the model.
Moving up the left side of the model, proposed technology initiatives are reviewed by I.T.
management for technical integrity and by User Liaison Committees for functional correctness,
priority, and recommendation up.
The I.T. Steering Committee, and Mayor/CAO if needed, approve all City technology proposals.
4
March 2015
I.T. Goals/Accomplishments FY 2015
FY15 Goal:
Implement I.T. Assessment Recommendations
FY15 I.T. Assessment Accomplishments
I.T. STRATEGIC GOAL #1
Ensure that the City’s future technology investments and IT Services are aligned and prioritized in
accordance with City management and Council.
Action #1 - Establish a standard project initiation protocol
 Standard project initiation protocol established
 Project Request form enhanced to include ROI, priority, and other criteria
 Projects properly scoped so that timelines are set correctly
 Project governance model and approval process established
 Projects and project documentation now sized accordingly for the amount of money
being spent and the time allocated to it
 Streamlined process created for requesting small and/or urgent projects
Action #2 - Create a Project Portfolio Management Process
 Fully functional project tracking tool developed
 Project status list published on Intranet for user review
 Business case for each project developed using set of fifteen criteria questions
including ROI, urgency, scope of use
 Long term costs and life expectancy now included in project scopes
Action #3 - Create and routinely update an annual strategic technology plan
 Annual IT Strategic Plan created on annual basis and presented to City
Administration and City Council
 City Operational Technology Protocol developed describing Technology roles and
responsibilities for central IT and decentralized departments users
 Formal IT Liaison program implemented with three user led technology committees;
Projects Review Committee, Web Committee, and GIS Committee
 In conjunction with the Annual Strategic Plan all IT job descriptions, staffing needs,
and staffing duties are reviewed and recommendations for change submitted to the IT
Steering Committee
 Service level agreements (Management Control Agreements) between IT and all
departments were implemented including a Management Control Agreement between
IT and OPD focusing on criminal justice responsibilities
 Multi-year hardware desktop replacement schedule approved and published annually
 Multi-year hardware infrastructure hardware replacement schedule approved and
published annually
 Cost of Services Model provided in assessment was reviewed and services to be
deleted, modified, and added were identified
 Multi-year IT budget projection created and submitted annually
 IT provided City Council with IT Assessment Action Plan and with periodic updates as
requested
Ensure that the City optimizes the use of its IT investment
Action #1 - Enhance the current IT Steering Committee
5
March 2015






The I.T. Steering Committee was established in 2012. Its membership has been
expanded to include all department directors. Its purpose and role in technology
governance has been defined, approved, and implemented.
Philosophical view of IT is shifting from one of Cost Control toward one of Strategic
Investment
City IT Governance model and procedures implemented
IT and Comptrollers implemented gradual move away from charging department IT
general fund IT budget accounts for IT services
Membership of IT Steering Committee was increased to include all department
directors
Annual project submission to correspond with annual budgeting implemented
Action #2 - Establish a technology review process that considers Return on Investment
 Technology review process is performed first by I.T. and then by the Projects Review
Committee.
 Project prioritization now based on five areas of criteria; Risk, Alignment, Urgency,
Impact, and Financial including ROI and expected life of hardware/software
Action #3 - Integrate Technology Planning and Budgeting Processes
 The current standard of buying software versus building software was reviewed and a
recommendation given to the I.T. Steering Committee to continue with the current
standard and not implement in-house software development. The recommendation
was approved. The City will continue to contract for software services when such
software cannot be purchased.
 A health check of the Net Motion server and software was performed to see if it met
best practices. Needed adjustments were completed.
 The TMobile air card problems were addressed by moving all air cards to Verizon as
of November 2014.
 Police and Fire now use the same vendor for air cards resulting in consistent
coverage.
 A Microsoft funded SharePoint test application was created to test and demo
SharePoint capability.
 SharePoint demos were provided to the three liaison user committees and to the I.T.
Steering Committee for the purpose of evaluation SharePoint as a City data sharing
tool.
 A SharePoint proposal was presented to the ITSC in August 2014. It was not
approved. A second proposal was presented in October 2014 and it was approved by
the ITSC. The approved implementation consisted of a Departmental cloud based
SharePoint under an I.T. umbrella. Each department is responsible for funding their
own licenses. A city-wide SharePoint implementation will be discussed during FY16.
 The City continues its strategy of using server virtualization and is currently 80%
virtualized. All new server requests are first evaluated for virtual server fit.
 A server replacement funding request was made for the FY16 and FY17 budgets. It is
anticipated these will be approved.
 A Wireless infrastructure needs assessment was performed and wireless capability
expanded to all City infrastructure locations.
 An assessment of City data storage (SAN) capability was performed, a SAN
replacement schedule proposed and funded, and needed SAN upgrades completed.
 Explore the possibility of more fully using the benefits that are provided by the
Enterprise Agreement. Some of the products that are included are: Online email Spam
filtering, SharePoint Team Licenses, Forefront desktop and server virus protection,
and System Center Configuration Manger. There are additional products that would
be available if the desktop licensing were to be upgraded to the “Enhanced” level
6
March 2015

makes advanced SharePoint Licensing, Exchange Voice Licenses, and Excel Forms
functionality.
Comparison assessment of available Microsoft products is ongoing with the goal of
replacing non-Microsoft products with their Microsoft equivalent thus reducing costs.
Assessments already completed are Lync and SharePoint. Office 365, Forefront, and
System Center are scheduled in the future.
Action #4 - Invest in adequate training
 Cross training between Network Administrator and Telecommunications Administrator
has been accomplished and is ongoing.
 Cross training among GIS staff has been accomplished and is ongoing.
 Cross training among Customer Support staff has been accomplished and is ongoing.
 Cross training among Database Administrators is currently in process.
 IT met with HR and evaluated training opportunities for IT staff in both technical and
non-technical courses. An IT training plan was proposed and approved and will be
prepared annually.
 Customer service training for IT staff is ongoing.
 Basic Crystal report training was provided to CACs.
 Advanced Crystal report training was provided to Technical Support II and III staff.
 The ITSC approved continuing with the City standard which assigns user departments
as first line support for functional software needs with vendors and I.T. as secondary
support. I.T. provides some training to IT staff regarding key user software
applications on an ongoing basis.
 Training and internal policies and procedures have been accomplished to improve
communication between IT staff in handling support issues.
 I.T. dress policies were reviewed and updated.
 I.T. has been trained to check in with departments prior to performing on site support.
 I.T. has moved to a bi-monthly schedule for performing system updates.
 A mobility criteria has been added to the project request form.
Build upon the Customer Service framework to create deeper Partnerships with major technology
users. Establish, communicate and implement a framework of standards, policies, and procedures
that results in a consistent methodology for the achievement of operational excellence.
Action #1 - Develop a formal IT liaison program.
 Three Liaison committees with representatives from each department are created,
approved, and functioning. They are the Projects Review Committee, GIS Committee,
and Web Committee and have roles in reviewing, scoring, and prioritizing projects,
reviewing and recommending technology direction and standards, promoting the use
of web and GIS technology, and assisting users with project implementations.
Action #2 - Establish consistent policies and procedures as part of the development and
deployment of technology-based solutions
 Technology policies are updated, approved, and implemented. I.T. will enforce the
policies. Exceptions to the policy will be handled by the I.T. Steering Committee
 The Data Security Policy has been reviewed and enhanced. A requirement to change
user passwords every 90 days is implemented.
 Acceptable Use, Internet, and Email Policies are contained within the Administration
and Employee Handbook.
7
March 2015

Policies have been published to all users and are located on the City’s intranet.
Additionally, I.T. has communicated policy, standard, and procedure updates to users
via email and Division Manager presentations.
Action #3 - Expand the skillset of the IT staff to include project management best practices and
IT vendor management techniques
 I.T. will train its CAC staff on vendor management in spring 2015.
 CAC staff were trained in project management best practices and one has acquired
PMP certification with the others to follow.
Ensure that the investments in technology and staffing are occurring in the correct areas and to
enable better customer service.
Action #1 - Telephone System
 Project funded and completed to upgrade vulnerable parts of the telephone system.
Action #2 – Security
 An Interagency and Management Control Agreement was established between I.T. and
Police to assure compliance with FBI security requirements.
Action #3 - Disaster Recovery
 I.T. is working with the EOC to begin a disaster recovery project for FY16.
Action #4 - Enterprise Applications
 In conjunction with the ERP and Cartegraph OMS projects, I.T. will identify where
data entry duplication exists and propose projects to resolve the issue.
 In conjunction with the ERP project, IT will identify all of the current and potential
future data interfaces so they may be incorporated.
 As requests for new software applications are proposed, I.T. looks to existing City
software first to see if it will satisfy the need.
 I.T. encourages technology discussions between business units through the use of the
liaison committees.
 Fire is moved off of FDM and onto ImageTrend.
 A Contract Management system will be reviewed as part of the ERP project.
 A third party assessment of department needs and wants has been performed.
Additional assessments will be performed as part of the ERP RFP build. Department
users and key stakeholders are engaged in the assessments
 I.T. coordinates training on key user applications. Prior to replacing functionality of
an existing enterprise application, users must ensure that functionality doesn’t already
exist or can be better utilized by the current solution.
 Data entry of geocoded data has been pushed to users and off of GIS staff.
 A GIS Liaison Committee is established and functioning.
Action # 5 – Staffing
 An assessment of the purposing and positioning of GIS within the City is being
performed by the GIS Committee with a recommendation forthcoming.
 I.T. proposed the addition of two full time help desk positions but was turned down.
Action #6 – Collaboration
 I.T. works with Weber State University for recruiting I.T. staff.
8
March 2015
I.T. Goals FY 2016
Implement remaining I.T. Assessment recommendations
I.T. STRATEGIC GOALS #1 and #2
Ensure that the City’s future technology investments and IT Services are aligned and
prioritized in accordance with City management and Council. And, ensure that the City
optimizes the use of its IT investment











Implement additional measures with Comptrollers and Administration to continue shift
towards I.T. as a strategic investment.
Perform a LanDesk and System Configuration Manager product comparison to
comparative Microsoft tools and make a recommendation.
Perform an e-Business capability evaluation in conjunction with the ERP project to
determine where e-Business applications would fit within the City.
Perform an enterprise comparison of Network Electronics to its Microsoft equivalent,
taking local available skillsets into consideration, and make a recommendation to the
IT Steering Committee.
Create, approve, fund, and annually test a disaster recovery plan.
Implement Forefront and System Center software.
Compare current Microsoft Exchange software to Microsoft Office 365 software and
make a recommendation to the I.T. Steering Committee.
Review and catalog all Crystal Reports reports.
Review and catalog all CarteGraph and SharePoint reports.
Research and implement report training opportunities for I.T and user staff.
Empower users to use reporting tools.
Build upon the Customer Service framework to create deeper Partnerships with major
technology users. Establish, communicate and implement a framework of standards,
policies, and procedures that results in a consistent methodology for the achievement of
operational excellence.
 Review and enhance data security policies to meet business processes.
 Establish a website content management policy (Web User Committee).
Ensure that the investments in technology and staffing are occurring in the correct areas
and to enable better customer service.








Create, approve, fund, and annually test a disaster recovery plan.
Identify areas of data duplication and propose projects to resolve (in conjunction with
ERP project).
Indentify all current and potential future data interfaces and propose solutions for
interfacing and integrating data across applications.
Work with the Legal Department to propose a direction for legal software at the City
(to include Fortis and Worldox).
As part of the ERP replacement project, identify and propose a city-wide project
management collaboration tool, including the evaluation of Basecamp and
SharePoint.
Work with Legal and Recorders to propose resolutions to City contract management
issues.
Continue to assist departments with software training needs.
Consider a projects/grants module when replacing the ERP.
9
March 2015






Propose streamlining HR and Financial processes using paperless technology.
As part of the ERP replacement study, identify and propose a city-wide document
management system.
Work with the GIS Liaison Committee to identify options for managing external utility
data.
Review potential mobile data entry options for GIS data entry.
Review Airport business needs and identify what can be met with GIS technology.
Review positioning and purposing of GIS staff and make proposal.
Streamline and accomplish FY17 annual project submissions
 Review and revise annual project submission process
 Begin annual submission process well ahead of September submission deadline
Promote City-wide data security awareness, prevention, and detection
 Provide quarterly City-wide security training
 Complete defined security and disaster recovery projects
Improve Internal Communications


Teach, promote, and monitor positive and respectful face-to-face communication to I.T.
staff
Improve frequency and quality of internal project team meetings
Improve City Hardware infrastructure
 Get City commitment to fund a multi-year hardware tiering plan
Provide meaningful training to IT staff
 Increase training funds in FY16 budget
 Create FY16 staff training plan
10
March 2015
I.T. Financials
Budgets and Revenues
The proposed FY16 budget is slightly less that the FY15 adopted budget. FY16 and
future year budget and expenditures will not exceed expected revenues.
I.T. Budget History
5000000
4500000
4000000
3500000
3000000
2500000
2000000
1500000
1000000
500000
0
FY 08
FY 09
FY 10
Budget
FY 11
FY 12
Expenses
FY 13
FY 14
FY 15
FY16
Revenues
I.T Fund Balance
I.T. has a goal to completely eliminate its Fund Balance deficit as of June 30, 2015.
11
March 2015
Citywide Software/Hardware Upgrade Plan
Enterprise Software Replacement – Proposed Schedule
Software
Worldox (Doc Mgmt)
Sportsman/Sportsite
Fortis (Doc Mgmt)
Chameleon (Animal License)
Code Enforcement
Versadex (P.S. Doc Mgmt)
Committee Mgmt
Good Landlord
Halogen (Perf. Appraisal)
Sitecore (Content Mgmt)
Ogdencity.com Refresh
Eden
Financials AR/AP/GL/CM/Bill
Purchasing
Bid Management
Project/Grant Accounting
Budget Development & Mgmnt
Contract Management
HR/App Track/Prof Dev
Payroll/Emp Self Serv/Exp Reim
Parcels/Permits/Inspections
Work Orders (Cartgrph replace)
Fleet Invent. (Cartgrph replace)
Fleet & Facilities (Cartgrph rep)
Business Licensing
Parking Ticket Mgmnt & Collect
Code Enforcement (Iworq rep)
Utility Billing
Fixed Assets
Cashiering (Quadrant replace)
Year
FY15
FY15/16
FY16
FY16
FY17
FY??
FY??
FY16 – 19
FY16
FY16
FY16
FY16
FY16
FY16
FY17
FY17
FY17
FY17
FY17-18
FY17-18
FY17-18
FY18
FY18
FY18
FY18
FY18
FY18
12
Notes
Ongoing upgrades
Ongoing upgrades
Ongoing upgrades
Ongoing upgrades - Weber County manages
Iworq – completion January 2015
Funded by Weber Dispatch Consortium
$20k estimated replacement cost
Project being initiated now
Part of ERP replacement
Web Site Refresh project
Web Site Refresh project $60k - $100k
March 2015
Internally Developed Software Replacement – Proposed Schedule
Software
Pay For Performance
Parcels/Permits
Good Landlord
Code Enforcement
Business License
Business License on-line
Year
FY17
FY17-18
FY16
FY15
FY18/FY19
FY18/FY19
Cost
Potentially part of ERP project
FY16 project (Requires contract programming)
iWorq implemented
The City has initiated a project to replace the current EDEN ERP software which has
served the City for over sixteen years but is now inadequate. Weber Dispatch has intiated
a project to replace its Public Safety software. Thus, most City business processes and
functionalities may be improved through implementation of newer and better ERP and
Public Safety software over the next several years.
As part of the ERP replacement project the City, with its ERP consultant, has defined
existing manual business processes and has initiated a project to review, eliminate, and/or
improve these processes prior to implementation of new ERP software.
13
March 2015
Hardware Replacement (tiering) – Proposed Schedule
Desktop, Laptop, Mobile, and Printer tiering is scheduled to be funded at 50% of normal
through FY2020 thus stretching the desired replacement schedule to more than a four year
rotation. I.T. provides each department with replacement recommendations. However,
departments have ultimate say in what equipment is replaced and when it is replaced,
based on the allowable budget.
The proposed FY16 Infrastructure Hardware Replacement of $161,000 (see figure 1) is not
fully funded in the proposed FY16 budget.
Hardware
Desk Top/Lap Top Tiering
inc. Pads/Tablets/Printers
Data Center HVAC (2)
PBX Servers/Gateways (18)
PBX Phones (491)
Servers Physical (32)
Servers Virtual (159)
Network Firewall/Filter (6)
Wireless AP (70)
Data Storage (179 tb)
Date Storage Remote (6 tb)
Switches/Routers (77)
Total (not inc. tiering)
FY15 FY16 FY17 FY18 FY19 FY20
70k
70k
70k
70k
70k
70k
250k
50k
30k
121k
30k
30k
50k
15k
22k
72k
5k
99k
10k
15k
15k
20k
20k
10k
161k
14
30k
100k
175k
85k
185k
315k
45k
March 2015
I.T. Staffing Plan
The number of full time staffing positions for FY 2016 remains at the FY 2015 level of
fourteen.
We proposed the following position reclassifications in the FY 2016 budget,
 Security Administrator and Telecommunications Administrator positions be
reclassified as Network Administrator positions because they perform the same
functions
 Customer Account Coordinator Range 43 position be reclassified equal to the
Customer Account Coordinator Range 50 position because they perform the same
functions (the Range 43 position was a left over Programmer position that was
used to hire a second Customer Account Coordinator in FY13)
Position (Full-Time)
Range
2015
2016
I.T. Manager
DIV
1
1
Operations Supervisor
51
1
1
Customer Acct Supervisor
51
1
1
Customer Acct Coordinator
50
1
2
Database Administrator
50
1
1
Network Administrator
50
Security Administrator
49
1
Telecom. Administrator
48
1
Sr. GIS Project Coordinator
48
1
Customer Acct Coordinator
43
1
Customer Support Supervisor
43
1
1
Customer Support Tech III
41
2
2
2
1
GIS Analyst
38
1
1
Cust. Support Technician II
33
1
1
Division Full-Time Totals
14
14
Division Part-Time Totals
5
7
Division All Position Totals
19
21
15
March 2015
Companion documents to this Strategic Plan
The following documents supplement the I.T. Strategic Plan. To access these
documents click on the hyperlinks attached to each document title.
I.T. Services Catalog
Technical Standards and Operational Protocol
City Technology Policies 1400, 1410, 1420, 1430, 1440, 1450, 1460, and 1470
Department Technology Master Plans
Quotes from Industry Experts Regarding I.T and Enterprise Governance
16
OGDEN CITY
Enterprise
Fund
Department
Medical Services
Division
Paramedics
Position Title
Enterprise
Medical Services
Paramedics
Enterprise
Public Services
Refuse Utility
Paramedic position
eliminated
requirements
Equipment Operator
requirements
requirements
position added
position added
position added
changed to Backflow
Technician II
position eliminated
position eliminated
Supervisor position
eliminated
Technician position
eliminated
position added
Enterprise
Enterprise
Public Services
Public Services
Refuse Utility
Sewer Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
Enterprise
Public Services
Water Utility
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Building Services
Building Services
General
Community &
Economic
Development
Community &
Economic
Development
Community &
Economic
Development
Management Services
General
General
General
General
General
General
General
General
General
Building Services
Building Services
Building Services
Building Services
Building Services
Administration
50
Major Grants Fund)
added
Benchmarked
Reclassified
Added
3
3
3
2
4
1
1
2
1
2
1
1
1
2
1
2
1
position added
1
1
position added
Comptroller
Deputy Comptroller
1
1
1
OGDEN CITY
Fund
General
Department
Division
General
General
General
Police
Police
General
Police
Police
General
Police
Police
General
Police
Police
General
General
General
General
General
General
Internal Service
Internal Service
Trust
Police
Public Services
Public Services
Public Services
Police
Engineering
Public Ways & Parks
Benchmarked
Position Title
from 33 to 38
eliminated
position added
Added
1
1
1
1
1
1
1
1
Sewer)
requirements
1
5
position added
Public Services
Recreation - MWC
Public Services
Recreation - MWC
position added
Coordinator
Community &
Community
Economic
Development
Development
Division Manager
Total
Reclassified
Recreation - MWC
1
1
1
1
2
1
0
11
30
12
4
Cable TV Network
Communications
GIS
IT Operations
FUNCTIONS
The Information Technology Internal Service fund is used to account for the financing of technology related
goods or services provided by the IT Division to other departments on a breakeven or cost reimbursement basis.
The IT fund accounts for the City’s use of technology, system networks, telecommunications, GIS, software
applications, cell phones, and Channel 17 cable TV network. Costs are charged to the departments on an
estimated usage basis.
176
OGDEN CITY
2014
ACTUAL
2015
ADOPTED
2016
BUDGET
REVENUES
INTEREST
MISCELLANEOUS
3,383,351
25
439
108,425
3,190,075
2,500
500
219,000
3,248,525
2,500
500
681,500
3,492,240
3,412,075
3,933,025
3,343,388
3,412,075
3,933,025
3,343,388
3,412,075
3,933,025
EXPENDITURES
IT - INFORMATION TECHNOLOGY
177
OGDEN CITY
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
OPERATIONS
3,383,351
2,279,897
3,190,075
3,248,525
Operating Revenues result from providing data
processing and communication services to other City
Departments.
3,383,351
2,279,897
3,190,075
3,248,525
INTEREST
GENERAL
25
-
2,500
2,500
balance.
25
-
439
329
2,500
2,500
MISCELLANEOUS
OTHER
500
500
Miscellaneous revenues account for revenues that do
not fit into other revenue categories.
439
329
500
500
TRANSFERS
108,425
-
219,000
681,500
Transfers represent the cost of upgrades benefiting
other City Departments.
108,425
INFORMATION TECHNOLOGY TOTAL
3,492,240
178
2,280,226
219,000
681,500
3,412,075
3,933,025
OGDEN CITY
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
MANAGEMENT SERVICES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
DEBT SERVICE
EQUIPMENT
1,322,472
9,814
929,055
585,062
2,146
3,621
591,868
(100,651)
3,343,387
749,950
4,745
803,226
291,292
1,044
441,935
2,292,192
1,384,050
8,175
984,525
616,450
2,500
161,800
254,575
3,412,075
1,473,950
9,475
1,051,400
584,750
2,500
654,300
156,650
3,933,025
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
DEBT SERVICE
EQUIPMENT
DIVISION SUMMARY
MANAGEMENT SERVICES
IT - INFORMATION
TECHNOLOGY
3,343,388
2,292,232
3,412,075
3,933,025
3,343,388
2,292,232
3,412,075
3,933,025
3,000
219,000
3,190,075
3,000
189,000
492,500
3,248,525
3,412,075
3,933,025
FUNDING SOURCES
MANAGEMENT SERVICES
MISCELLANEOUS
PRIOR FUND BALANCE
TRANSFER FROM OTHER FUNDS
USER FEES/PERMITS
-
179
FY2016 TENTATIVE BUDGET
MANAGEMENT SERVICES
- 2015-2016 Operations Plan
PURPOSE OF
WORK SESSION:
Executive
Summary Background
To Discuss the FY2015-2016 Fleet and Facilities Operations
Plan and the proposed FY2016 Budget
The Administration will review FY2015-2016 Fleet and Facilities
Operations Plan and the proposed FY2016 Budget for Fleet.
In 2002, the City Council conducted a management audit of the City’s
Fleet Division. One of the recommendations of the audit suggested the
Division complete an annual business plan. The Council has received the
annual business plan every year since the management audit was
completed.
A copy of the 2015-2016 Operations Plan for the Fleet and Facilities
Division is attached for the Council’s review. The report outlines the
Division’s accomplishments for the past year and establishes goals and
objectives for the coming budget year.
Budget Guidelines and Goals
The following were included in the FY2015 Budget Guidelines and Goals:
Guidelines
14. Fleet Business Plan. The Fleet Division Business Plan will be
reviewed annually. The updated Fleet business plan is to be provided at
the beginning of the budget process each year.
1
Goals
4. Fleet Management. To support the Administration’s ongoing efforts to
improve the City’s fleet. The Council also continues to encourage the
transition to more fuel efficient vehicles where practical and cost-effective.
Budget
Summary
The Fleet and Facilities FY2016 budget is summarized below:
Adopted
FY2015
Proposed
FY2016
Facilities
Fleet Operations
Electronics
Warehouse
Totals
$2,324,275
$7,677,950
$152,000
$1,155,800
$11,310,025
$2,357,250
$7,579,975
$154,675
$1,157,175
$11,249,075
Amount
Change
%
Change
$32,975
-$97,975
$2,675
$1,375
-$60,950
1.42%
-1.28%
1.76%
0.12%
-0.54%
Fleet and Facilities Internal Service Fund Changes
Significant budget line items for Fleet Division expenditures are as
follows:
 No City-paid retirement benefit increases
 Reduction in debt service payments ($83,925)
 Slight reduction in fleet replacement funds ($50,000)
Questions
1. Please review the FY2015-2016 Fleet and Facilities Operational Plan.
2. Please review the proposed FY2016 equipment purchases.
3. Please review the impact the state law regarding fuel efficient vehicle
requirement has had/will have on the Division.
4. Please describe the challenges facing the Division in FY2016.
Council Staff Contact: Janene Eller-Smith, (801)629-8165
2
Ogden City Management Services
2015-2016 Operational Plan
FLEET AND FACILITIES DIVISION
OGDEN CITY MANAGEMENT SERVICES
OPERATIONAL PLAN
2015
INTRODUCTION
Ogden City Fleet and Facilities is a Division of the Management Services Department
and is comprised of the following sections; Fleet, Facilities, Central Stores, Communications
and Security, and Administrative Services.
The Fleet Section is responsible for vehicle and equipment maintenance, repair,
licensing, vehicle and equipment surplus, and emergency services for Fleet equipment. The
Fleet section is responsible for the procurement, warranty repair, contract maintenance, and
service of 700 vehicles and pieces of motorized equipment, maintenance of emergency
generators, and the CNG fueling facility.
Under the direction of the Fleet Manager and the Sr. Project Coordinator, the shop
supervisor and six mechanics maintain and repair the vehicular equipment. The shop
supervisor is also responsible for holding a workplace safety meeting each week, which
includes Facilities and Warehouse personnel.
The Facilities Section is responsible for maintenance to City Facilities and
communications equipment. Under the direction of the Fleet Manager and the Sr. Project
Coordinator, this division is comprised of a Facilities Crew Leader and two Facilities Crew
Maintenance Technicians.
The Facilities Division is responsible for maintenance of all Ogden City facilities, construction,
and property management of over 1000 parcels of property, and for maintenance and repair of
500,000 square feet of facilities.
2
The Communications and Security section is responsible for radio communication
services, surveillance equipment and infrastructure, building access, and magnetic card reader
accesses to Facilities. Under the supervision of the Facilities Crew Leader, we have one fulltime employee dedicated to provide these services.
Our Administrative Services section is responsible for contract management and
oversight, property management, recordkeeping, accounts payable, assigning and completing
work orders and management of all documentation pertaining to each facility and each piece of
equipment. This division also monitors and works within the parameters of the budget of $11.3
million in fiscal year 2015. Under the direction of the Sr. Project Coordinator, this section is
comprised of two full-time Sr. Office Assistants and one part-time Office Assistant.
The administrative section also manages the Central City Warehouse which maintains
an inventory of about $850,000. The Central Stores Section, under the direction of the Sr.
Project Coordinator and the Warehouse Supervisor, is staffed by three parts technicians, two
full-time and one part-time.
The Accomplishments, Challenges, and Goals for each of the four sections are as
follows:
3
FLEET SECTION
Accomplishments
o
o
o
o
o
o
o
2014 - 2015 – The Fleet Committee continues to meet and further the progress on the triage
plan for upgrading necessary vehicles.
2014 – Fleet and Facilities personnel were trained in bus service operations and obtained the
proper endorsements to operate the shuttle services. This facilitated the operation of the
shuttle and trolleys during the temple opening and other important city events.
2014 – Fleet and Facilities staff were trained in FEMA principals and communication for an
emergency situation. Staff also obtained certifications in incident command theories and
practices.
2014 – 2015 - Fleet purchased or leased 127 new pieces of equipment in FY 14, which
included 35 police cars, 57 trucks and 10 refuse trucks. For FY15, Fleet has purchased 14
new pieces of equipment with some more purchases forthcoming. See Fleet Committee
Report in Appendix B, which details the current equipment replacement plan through FY17 to
better assess the needs of the city.
2014 – Since 2012, our average monthly attendance at safety meetings has continued to be
95%, demonstrating our commitment to workplace safety training.
2014 – Fleet personnel have gone 2,545 days without a lost time accident. Our supervisors
and employees are committed to identifying and resolving workplace safety issues.
2014 – Ongoing commitment to alternative fuel research and use. Entire Refuse fleet
consumes natural gas with a fully functioning fuel station located within the Public Works
compound. The committee will strive to increase the fuel efficiency when considering
replacement, as long as it is economically feasible.
Challenges
o
o
o
o
2015 - In July 2012, the Cartegraph Software system went live, replacing the old Starry
system. In 2013, we continued negotiations with Cartegraph to build reports and
modifications to their system that were to enable increased access to information assisting in
more effective management of the division and assist with small tools inventory for all city
departments. We discovered Cartegraph will not support Fleet in their new OMS
environment leaving us to explore additional software options to interface with Cartegraph
OMS, which Public Services utilizes. Currently, we are looking at options that interface with
Eden, which would improve the information flow with Accounting. Additionally, we are
researching the possible benefits of converting to the Fuelman Gascard program through the
state’s contract. This software program also interfaces with Eden and provides excellent
reporting.
The total replacement value of the fleet is nearly $22,000,000. To adequately replace
equipment by the end of the life cycle for the vehicle or piece of equipment, Fleet would need
a budget of $2,200,000 for vehicle replacement each year. The Fleet Committee is working
to find additional funding to achieve this goal incrementally.
Maintaining up-to-date training for all of our technicians is a challenge and a priority for our
Fleet Shop Supervisor.
The need to lift ambulance units for maintenance and repair is difficult with our current “flat
rack” system. Upgrading to a larger unit is desired.
4
Goals
o
o
o
o
o
o
Goal: The Division will provide fleet services to outside agencies when requested
and fuel to Ogden City Schools.
Goal: The Division will meet equipment requirements using the most appropriate
and cost-effective method--rental, purchase, department sharing, etc.
Goal: Upgrading our automotive and heavy truck diagnostic equipment which will
help in creating faster repair times and provide more accurate diagnostics.
Goal: The Division will review Departmental equipment requests, utilization and
other factors affecting “right-sizing” to ensure the City is maximizing vehicle use, fuel
economy and where possible, reducing departmental fleet budgets. Monthly usage
reports will be provided to internal customers to assist them in managing costs. In
order to maximize resources, all alternatives will be exhausted to guarantee
economical funding for equipment while meeting users’ specifications.
Goal: The Division’s Motor Pool will provide vehicles and equipment for using
departments on a daily rental basis to encourage sharing of otherwise infrequently
used equipment. One of Fleet’s most basic and critical services is to provide shortterm and long-term lease rentals of equipment and vehicles. Departments can rent a
van from the pool for a few hours or a month, or if there is justification, can have a
van assigned to the Department on a permanent basis. All costs associated with
the vehicle—fuel, wear and tear, cleaning, tire wear, etc.—are calculated into the
lease rate for the vehicle. (See “Rate Calculation” section below) If a using
department has a special or unique need arise, Fleet will find the required vehicle or
piece of equipment and acquire it—short-term or long-term as needed.
Fleet offers specialized trucks, trailers, passenger vehicles, mowers, leaf
blowers, generators and golf carts—just to mention a few. Operating the fleet on a
lease rental basis provides the City and its users the flexibility to operate effectively
while minimizing the cost of maintaining low-use or unique vehicles.
Goal: Fleet Services has highly trained and certified mechanics performing the
majority of the maintenance work on fleet vehicles. The Division has several
contracts in place for larger repair jobs such as transmissions, differentials, brakes,
etc. The Division also established contracts with vendors for repairs to ensure that
every vehicle can be moved through the maintenance process as quickly as
possible. Having contracts in place allows the fleet supervisor the flexibility needed
to ensure that the equipment is repaired in an efficient and timely manner.
5
FACILITIES SECTION
Accomplishments
o
o
o
o
o
o
o
2015 – Approval and funding has been obtained for the modernization of the two elevators in
the Municipal Building. The existing elevators were originally installed in 1929 and require
constant maintenance and repair. We were able to negotiate a value-engineered
modernization bid from the vendor who has been maintaining the elevators. Along with the
modernization, we negotiated an on-going maintenance Services Agreement for all elevators
in the city which will provide a cost savings of $26,537.76. The modernization will take
several months to complete, but ultimately will provide reliable elevator service to everyone in
the Municipal Building.
2014-2015 – The architectural design of Fire Station #3 has been completed and the plans
are now in the engineering stage. The construction of the station should begin in early
summer 2015. The Facilities Division is currently assisting with ensuring value engineering
and the most cost effective and quality construction is utilized for the Fire Department for this
project.
2014-2015 – Currently assisting with the installation of a T2 Luke II Paid Parking Station at
the Ogden Airport. This Parking Station will be operational in spring 2015. The station will
accept cash and credit card payments for parking at the airport. Additionally, customers will
be able to use a smart-phone application to pay for their parking in real-time or in advance. It
will also send texts to customers who can “Extend-by-phone” if their time limit for parking is
going to expire. This project will be the benchmark for a paid parking program for the city,
with the possibility of adding pay stations to other city surface lots in the future.
2014 – Completed a renovation of Fire Station #2, including seismic upgrades and tenant
improvements. The project went well overall, and the Fire Department is pleased to be in
their renovated building with all of the improvements.
2014 – Completed the remodeling of the office at the Ogden Airport. A new badging area
was constructed that puts the Airport in compliance with TSA Standards. A conference room
was added and a secured storage area was built for the TSA records.
2013 - 2015 – In November 2013, Ogden City partnered with a company called InScope
Energy to help us monitor, measure, and manage our energy consumption and they installed
the Enfuse Building Performance Management system in the Municipal Building. The
purpose of installing Enfuse was to empower Ogden City to identify and reduce energy waste
while aiding future budgeting and investment decisions with accurate modeling and historical
data. At this point, InScope has not been able to provide a cost savings model that would be
beneficial to the city. We are awaiting a response from InScope as to whether or not they
can provide a better offer. This would help position Ogden City as a regional sustainability
leader and major contributor to Utah’s energy efficiency efforts if it is economically feasible to
go forward with the project.
2015 – Facilities personnel have worked 961 days without a lost time accident. This number
shows that our supervisors and employees are committed to identifying and resolving
workplace safety issues.
Challenges
o
Being underfunded for the required preventative maintenance and proactive replacement of
structural, electrical and mechanical needs is the greatest challenge the Facilities Division
faces. In September 2013, a company called ISES conducted a Facility Condition
Assessment for Ogden City Buildings. Their report included Current Replacement Value,
Non-Recurring Project Costs by Priority, and Recurring Component Replacement Costs by
Year, including deferred maintenance costs. This plan gives us projections through 2023 for
6
each facility. The goal of obtaining this information is to help in being proactive, rather than
reactive and properly prepare and budget for upcoming maintenance costs. The results of
this study showed that we have approximately $1,768,678.00 in critical repairs needed on city
facilities to bring them up to code and ADA standards (listed as Critical). See Executive
Summary listed in Appendix C.
Goals
o
o
o
o
Goal: The Division’s Facilities Section will provide routine maintenance and repair services
to City facilities. The Division will also work to develop long term maintenance plans and
budgets for much needed capital improvements. Failure of larger pieces of equipment, such
as boilers, create funding challenges. The Division is looking for creative “fixes” and outside
funding for replacement and high-priced repairs.
Goal - The Division continues to work with the Division of Water Rights to obtain the proper
licensing so we can begin construction on a Rocky Mountain Power Blue Skies funded Hydro
Electric Power Plant. It will be located at the Water Treatment Facility in Ogden Canyon. As
part of the grant requirements, it will be an educational facility and will be available for the
public to tour.
Goal: The Division will provide nuisance abatement services for the Community and
Economic Development Department. The goal is to complete the request and the associated
paperwork within 7 working days from receipt of the notification. For CY2014, Nuisance
Abatement handled 336 separate cases at a total cost of $108,798.48.
Goal: The Division will continue to use the Facilities Service Request in Microsoft Outlook to
handle incoming service requests and to generate work orders. This has been very effective
in meeting the service requests from the various city customers. The Facilities Techs have
cell phones that receive request e-mails. Every facilities request is seen by each of the three
techs. Emergencies are identified and handled immediately. Work orders are generated at
the office and sent via e-mail to the techs so that they can complete the necessary paperwork
as repairs or requests are completed.
Communications and Security
Accomplishments
o
o
o
o
2014-2015 – A Request for Proposal (RFP) was completed in 2014 for the installation of
security cameras, card access and intrusion systems at the Water Treatment Plant and
Water Sites. The project was awarded to the low bidder, DSI (Digital Systems Installation), a
local Avigilon product dealer. The systems are currently being installed as part of the
construction of the Water Treatment Plant.
2014-2015 – Communications helped with the purchase of two surveillance trailers for the
Ogden Police Department. These trailers can be parked in various locations and offer video
surveillance, and overt law enforcement warnings with bright, multiple flashing lights. The
trailers’ main power source is solar, however can be changed to generator power depending
on which functions are being used at any given time.
2014 – Facilities and Communications installed and implemented a comprehensive security
access system in the Municipal Building using Avigilon products.
2014 – Facilities and Communications assisted the Airport in remodeling their office areas
and coming in compliance with FAA regulations for Airport Access. Avigilon Cameras and
Card Access Systems were utilized to upgrade the access requirements there. Due to the
ability to use one standard platform for all cameras, and the excellent price structure, Avigilon
products will continue to be implemented in any future security projects.
7
o
2014 – Under the direction of our Sr. Project Coordinator and with the assistance of our
Fleet Sr. Office Assistant, Communications completed a radio inventory in late 2014. All
applicable city departments were included in the inventory in order to identify the exact
number of radio units. The purpose of the inventory was to determine how many radios will
no longer be supported within the next year due to changes with UCAN. Many of the radios
will no longer be supported and there is an urgent need for all police radios to be encrypted.
Quotes were obtained for the replacement of the radios no longer supported and new models
that will support encryption, blue tooth and GPS technology. These proposals were
submitted to Administration in January budget sessions.
Challenges
o
o
The Mt. Ogden Communications Site is monitored and maintained by Communications.
This is a particularly crucial service for the City, as the site serves the public safety
community and several other public service agencies in Northern Utah. Services and
space are also rented to private service providers when the equipment will not
compromise the public safety mission. Communications services are charged at an
established hourly rate and radios are billed as a fixed rate per month. Building space
for communications equipment is charged by rack space and tower space used. The
Division is in the process of completing an evaluation of the current rate structure and
will make recommendations on the current rate structure and contract renewal once
UCAN starts charging us fees.
As cameras and card access systems need to be replaced, Avigilon products will be
used for replacement. This will help standardize the hardware and functionality of the
cameras and card access systems.
Goals
o
o
o
o
Goal: The Division will manage the Mount Ogden Communication Site with the
assistance of a qualified engineering firm. The Division will also update the radio
system for the City including the 800 MHz radio systems for better inter/intra
departmental communications and track current technologies to ensure that the City
is using the best possible communication methods.
Goal: The Division will continue to provide radio support for all of the Fire Stations
and communication support for outside agencies such as Weber 911 Dispatch and
the FBI.
Goal: Electronics will continue to provide amplified sound systems for special events
and will provide set-up and takedown services. Electronics is also responsible for
installing and maintaining all fuel monitoring equipment, all security hardware and
repairing all radio, MDT, and AVL equipment in the public safety vehicles.
Goal: Ensure that proper security equipment and access control minimize threats to
City facilities and critical infrastructure.
8
Fleet & Facilities Administration
Accomplishments
o
o
o
o
o
2015 – Administrative staff continues to process invoices for payment in less than 5 days
from the receipt of the invoice to ensure invoices are paid in a timely manner and maintain a
positive relationship with vendors.
2014 – Communications, with the assistance of our Fleet Sr. Office Assistant, completed a
radio inventory in late 2014, ensuring accountability for all radios currently in use. The
inventory was completed with the input and reporting from all applicable departments in the
city. We are currently looking at the future costs of replacement as many of the radios will no
longer be supported within the next few years and the police department’s need for
encryption, blue tooth and GPS is increasing.
2015 - The Division continues to streamline and maintain electronic files on each nuisance
abatement case. We are currently going live with the IWorq Software to track the
abatements. The Division completed cleanup of 336 cases in calendar year 2014 billing a
total of $108,798.48, which includes administrative fees.
2014 – 2015 - The Sr. Project Coordinator is working with Accounting to review Fleet Lease
rates being charged to the departments. We have succeeded in finding a way to reduce the
work required by accounting to process the information submitted by Fleet and Facilities for
billing. Administrative staff now processes the information for quarterly billings for lease
rates.
2014 – Administrative staff continues working with Accounting to estimate cost per square
footage to adequately recoup the money spent on facilities. Although funding does not
currently exist to adequately cover expenses, this is a good place to start on the road to
having Facilities funded to cover expenses required of the department. See Appendix D.
Challenges
o
o
o
Our Supervisor continues to work on organizing contracts and their expirations to know
when Request for Proposals, Request for Bids and contract renewals need to take
place. With the Fortis software not providing us with the expiration information, the task
must be done manually.
2015 - 2014 - In July 2012, we went live with the Cartegraph Software, replacing the old
Starry system. In 2013, we continued negotiations with Cartegraph to build reports and
modifications to their system to enable us to have increased access to information that
would assist in more effective management of our division and with small tools inventory
for all city departments. It was discovered that Cartegraph will not be able to support
Fleet in their new OMS environment leaving us to explore additional software options to
interface with Cartegraph OMS, which Public Services utilizes. Due to this issue, it takes
days and sometimes weeks to compile reports easily accessible in the old Starry
System. This will continue until conversion to a more dynamically functional software
program can be implemented.
Due to the unfortunate illness of the previous Sr. Project Coordinator, the administrative
staff was overloaded with extra duties and assignments to help ensure the smooth
functioning of the Division. The new Sr. Project Coordinator is working to make sure all
necessary functions are being addressed and brought up to date. Specifically, the
contracts with all vendors are in review to determine if renewals and expirations are
taking place as needed.
9
Goals
o
o
o
Goal: We are currently reviewing other software vendors that can meet the needs of
Fleet, Facilities, Central Stores and Communications. We hope to identify short and
long term solutions to our current situation and move forward on a path towards making
a change to a suitable software solution(s) before Cartegraph ceases to support the
Navigator client, which we currently use.
Goal: The Division’s Facilities Section will maintain the property records and inventory.
Our Division offers support functions to all departments controlling property and handling
property-related issues.
Goal: The Warehouse section will manage warehousing operations for the City and
continue to operate in compliance with OSHA standards. The annual inventory for FY2015
will be conducted June 29 & 30th, 2015. Throughout the year, quarterly cyclical counts are
completed to track inventory.
o
o
Goal: The Division will continue to purchase fuel and oil for the entire fleet and maintain
two fueling stations within the City. Division staff monitors tank levels weekly to ensure
there is adequate stock to meet the City’s needs. Orders are placed with a supplier when
tanks reach a set point. Special care is taken to ensure there is adequate fuel for long
weekends, special events, and snow plow season. The Division has also arranged with
local vendors to provide fuel in emergencies.
o The City’s ability to purchase in bulk keeps fuel and oil costs down and
allows Fleet to operate cost-effectively. Weber County Strike Force and
Ogden City Schools purchase fuel through the City.
o The City has also installed a compressed natural gas (CNG) station used
to fuel the Refuse fleet and other City vehicles as they are converted.
Phase II of the project has been completed, and the station is available to
any City CNG vehicle as a faster fueling option and back up to Phase I.
Goal: The Division provides warehousing and parts procurement for any department
needing assistance. However, staff’s primary function is to ensure that the front-line
crews have the parts and tools necessary to complete their work in a timely and effective
manner. Staff maintains and manages the inventory through use of the work order
system—the Cartegraph Software System--which includes an inventory control system.
Staff makes every attempt to take advantage of bulk price incentives and other cost
saving measures. Parts are charged out on an averaged basis where the cost of new
items in inventory is averaged with the cost of existing parts for a cost-per-item charge.
Inventory for the Water Utility, and Fleet and Facilities is valued in excess of $850,000.
10
CONCLUSION
The Fleet and Facilities Division will continue to provide outstanding customer service
and the highest quality of work possible. The Division will continue to carry out its mandate in a
cost effective and efficient manner and will strive for consistent excellence in all aspects of its
mission.
11
Appendix A
Organizational Chart
12
Fleet & Facilities Manager
Administration








Property Management (Database
Maintenance/Reporting)
Communications (Mt. Ogden)
Accounting/Budget
All Bids/Contracts (Fleet & Facilities)
City Zoning – Property Compliance (Demos)
Warehouse Support, Mail Services
Support for Facilities Maintenance, Nuisance
Abatement
Manage day-to-day office operations
Lead Technician

Oversee day-to-day Facilities
Maintenance and
Communications
Contractor Oversight
Security Oversight


Facilities
Technician
Supervisor



Manage day-to-day Warehouse & Mail
Services
Provide Office Support for Communications,
Facilities, Fleet and Warehouse
Contract Expirations/Renewals
Parts
Clerk
Parts
Clerk
Parts
Clerk
Fleet Maintenance
Facilities Maintenance
Facilities
Technician
Communications
Technician



Oversee Mt. Ogden
Operations
Building Security
MDT Vehicle Support
Sr. Office Assistant Facilities
Sr. Office Assistant Fleet
Part Time Office Assistant Facilities
13
Foreman

Fleet Maintenance


Emergency Services
Vehicle/Equipment Surplus
Mechanic
Mechanic
Mechanic
Mechanic
Mechanic
Mechanic
Appendix B
Fleet Committee Report
14
Fleet Committee Report – 2015
 Annual Replacement
15
Value of Fleet Equipment by Department March 2015
Total Replacement Value for Ogden City $21,843,928.20 (Value includes Airport)
Percent of Fleet Equipment by Department March 2015
16
Fleet Triage Summary
17
Replacement List / 4 Year Forecast
18
19
Appendix C
ISES Report
20
Appendix D
Facilities Costs and Square Footage Report
21
STRUCTURE
AIRPORT
FIRE STATION 2
FIRE STATION 3
FIRE STATION 4
FIRE STATION 5
FIRE STATION 6
THE JUNCTION
NORTH PARKING STRUCTURE
SOUTH PARKING STRUCTURE
MARSHALL WHITE CENTER
PUBLIC WORKS 2/SEWER OPS
PUBLIC WORKS 5/REFUSE OPS
PUBLIC WORKS 6/SIGN SHOP/FAC & COMM
PUBLIC WORKS BUILDING 8
PUBLIC WORKS 9/WASH BAY
PUBLIC WORKS 11/STORES WAREHOUSE
PUBLIC WORKS GROUNDS
FLEET FUEL ISLAND
PARKS FUEL ISLAND
COMMUNITY SERVICE BUILDING
FRANCOM PUBLIC SAFETY CENTER
GOLDEN HOURS SENIOR CENTER
MUNICIPAL BUILDING
PUBLIC WORKS 1/133 W 29TH
OGDEN CITY JUSTICE COURT
PROPERTY ID
400400
140090010
120660018
140190018
050200014
33134736
722402
010950001
010950006
101658
602400
605400
606400
608400
609400
611400
612400
622400
623400
102110
101400
565400
421734
601400
250400
YEARLY FUNDED:
MUNICIPAL BLDG/FPSC/COMM SVC
PUBLIC WORKS
GOLDEN HOURS
JUSTICE COURT
$703,975.00
$188,575.00
$15,000.00
???
TOTAL SQ FOOTAGE/ALL BUILDINGS:
1,053,804
FUND TYPE
SQUARE FOOTAGE
"A" BILL
12,400
"A" BILL
5,600
"A" BILL
6,500
"A" BILL
5,600
"A" BILL
5,600
"A" BILL
1,400
DIRECT BILL
DIRECT BILL
211,958
DIRECT BILL
401,600
DIRECT BILL
45,000
ENTERPRISE/INTERSERVICE
6,000
8,000
11,000
23,000
3,000
7,200
GENERAL FUND
8,784
GENERAL FUND
66,000
GENERAL FUND
22,500
GENERAL FUND
166,000
GENERAL FUND
36,000
GENERAL FUND
18,662
% SQ FOOTAGE OF TOTAL PROJECTED
TOTAL
FY15
1.18%
$15,047.04
0.53%
$337.68
0.62%
$2,953.68
0.53%
$0.00
0.53%
$2,269.32
0.13%
$0.00
$24,518.94
20.11%
$311,247.84
38.11%
$275,487.48
4.27%
$112,995.00
0.57%
$1,430.04
0.76%
$125.28
1.04%
$7,818.24
2.18%
$95,301.66
0.28%
$15,729.84
0.68%
$6,095.70
$498.00
$10,664.77
$5,094.43
0.83%
$90,382.74
6.26%
$302,618.76
2.14%
$54,307.32
15.75%
$431,353.20
3.42%
$179,434.56
1.77%
$63,424.68
TOTAL SPENT:
YEARLY FUNDED:
DEFICIT:
$1,993,751.48
$907,550.00
-$1,086,201.48
22
% OF $ SPENT
0.75%
0.02%
0.15%
0.00%
0.11%
0.00%
1.23%
15.61%
13.82%
5.67%
0.07%
0.01%
0.39%
4.78%
0.79%
0.31%
0.02%
0.53%
0.26%
4.53%
15.18%
2.72%
21.64%
9.00%
3.18%
MAINTENANCE AVG SQ FT
COST/SQ. FT COST/MONTH
$1.34
$40.14
$0.41
$12.32
$0.52
$15.51
$1.22
$36.47
$0.95
$28.48
$0.45
$13.40
$1.06
$0.53
$3.08
$1.41
$0.63
$2.62
$5.16
$7.92
$1.12
$31.67
$15.92
$92.46
$42.42
$18.89
$78.58
$154.86
$237.73
$33.61
$0.07
$0.03
$6.00
$5.04
$2.78
$2.36
$5.62
$3.93
$1.98
$0.94
$179.94
$151.08
$83.48
$70.70
$168.61
$117.96
COST AT
$2.75/SQ FT
$34,100.00
$15,400.00
$17,875.00
$15,400.00
$15,400.00
$3,850.00
$582,884.50
$1,104,400.00
$123,750.00
$16,500.00
$22,000.00
$30,250.00
$63,250.00
$8,250.00
$19,800.00
$24,156.00
$181,500.00
$61,875.00
$456,500.00
$99,000.00
$51,320.50
$2,947,461.00
23
24
Appendix E
Listing of All Ogden City Facilities
25
OGDEN CITY FACILITIES
FY 2015
Facility
Address
City Services
Municipal Building
Public Services
Public Works Building
Justice Court
Mt. Ogden Communication Site
2549 Washington Blvd
1875 Monroe Blvd
133 West 29th Street
310 26th Street
Mt. Ogden Peak
Public Safety Facilities
Public Safety Building
Fire Station #2
Fire Station #3
Fire Station #4
Fire Station #5
2186 Lincoln Avenue
1185 21st Street
340 Washington Blvd.
3450 Harrison Blvd
Operational Facilities
Parks Shop
Public Works Compound
Bldg #2 - Garage
Bldg #3 - Canopy
Bldg #4 - Canopy
Bldg #5 - Garage
Bldg #6 - Facilities
Bldg #7 - Salt Sand Dome
Bldg #8- Fleet and Facilities
Bldg #9 - Wash Bay
Bldg #10 - Shed
Bldg #11 - Parts Shed
1915 Monroe Blvd
133 W. 30th Street
175 W. 29th Street
Sports, Event and Public Service
Facilities
Golden Hours
El Monte Golf Course
Mount Ogden Golf Course
Lindquist Field
City Stadium
650 25th Street
1300 Valley Drive
1787 Constitution Way
235 23rd Street
26
Log Cabin
Lorin Farr Pool
Gift Ticket Shop
Education Building
Stewart Museum
Picadilly Building
1691 Gramercy
Water Utility Facilities
Weber Basin
Valve House
Chlorination House
Booster Pump House
Caretaker Dwelling House
Garage
Water Treatment Plant
Well Site Generator Bldg
Pumphouse
Chlorine House
Pumphouse
Well House
Steel Reservoir
Concrete Reservoir
46th North
East 23rd Street
East 23rd Street
East 23rd Street
23rd Street
23rd & Buchanan
900 Ogden Canyon
Eden
Eden
Mouth of Ogden Canyon
12512 Mountain Rd
Airport Road
1600 E 36th St (2)
4800 S. Ridgedale (2)
Airport Facilities
Ogden Airport Terminal
Airport Fire Station
Airport Maintenance Bldgs
C.A.P. Building
Cordant Tech Hangar
Airport Drive
Airport Drive
Airport Drive
Airport Drive
Airport Drive
Parks
Ogden River Parkway Info
Big D Sports Park
Beus Pond
Bonneville Park
College Heights (NS)
Courtyard Park
Dee Memorial Park
Eccles Park (NS)
Romrell Park
4th Street Softball Complex
Francis Park (NS)
Forest Green Park
1376 East Park Blvd.
4240 Country Hills
200 Quincy Avenue
4090 College Drive
2200 Harrison Blvd
1240 Capitol
Eccles & 25th Street
193 4th Street
400 Childs Avenue
625 East 675 North
4200 Taylor Avenue
27
Grandview Park
Jaycee Park
Lester Park
Liberty Park
Lions Club Park
Lorin Farr Park
MTC Learning Park
Monroe Park
Mt. Eyrie Park
Marquardt Park
Municipal Gardens
9th Street Park
Orchard Park
Rolling Hills Park
Ron Claire Park
Thomas Park (NS)
West Ogden Park
Miles Goodyear Park
Mt. Ogden
3815 Jackson Avenue
25th & Fillmore
625 25th Street
2150 Madison Avenue
1220 23rd Street
600 Canyon Road
1750 Monroe
850 30th Avenue
1225 North Canfield Drive
3182 Taylor Avenue
9th & Liberty
3250 Jefferson
1494 12th Street
925 East 825 North
2065 Buchanan
2471 E Avenue
2500 A Avenue
3090 Taylor Avenue
Other Facilities
Old Water Bldg(South Portion)
Union Station
Kiesel Parking Structure (MarketStar
Bldg.)
Junction Parking Structure - North
Junction Parking Structure - South
American Can Parking Structure
Marshall White Center
Dinosaur Park
133 W. 30th Street
2501 Wall Avenue
2450 Kiesel
Approx 2250 Grant
Approx 2350 Grant
2060 Lincoln
228 28th Street
1544 Park Blvd
*Not Included - Homestead Properties in Various Phases of Redevelopment
28
FLEET & FACILITIES
Fleet & Facilities
Central Stores
Communications
Facilities
Fleet
FUNCTIONS
The Fleet & Facilities Internal Service fund is used to account for the financing of goods or services provided
by one department to other departments on a breakeven or cost reimbursement basis. The Fleet & Facilities
fund includes costs of operating a maintenance facility for automotive, mechanical, and electrical equipment
used by other departments. These costs are billed to the other departments at actual cost, which includes
depreciation on the garage building, improvements, and the machinery and equipment used to provide the
services. This fund also accounts for maintenance of City facilities, management of the City’s radio tower and
radio equipment, and a central warehouse.
172
OGDEN CITY
2014
ACTUAL
2015
ADOPTED
2016
BUDGET
REVENUES
INTEREST
MISCELLANEOUS
7,085,400
(1,591)
3,513,346
600,000
8,839,950
5,000
267,125
2,197,950
8,861,275
5,000
267,125
2,115,675
11,197,155
11,310,025
11,249,075
10,000,023
11,310,025
11,249,075
10,000,023
11,310,025
11,249,075
EXPENDITURES
FLEET & FACILITIES
173
OGDEN CITY
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
OPERATIONS
7,085,399
4,870,316
8,839,950
8,861,275
Operating Revenue is from the sale of gasoline, rental
of vehicles and equipment, and electronic services.
7,085,399
4,870,316
(1,591)
-
8,839,950
8,861,275
INTEREST
GENERAL
5,000
5,000
balance.
(1,591)
-
5,000
5,000
MISCELLANEOUS
OTHER
1,501,364
1,852,693
192,125
192,125
2,011,982
453
75,000
75,000
267,125
267,125
Other describes revenue received that does not fall
into other revenue categories.
SALE OF ASSETS
Sale of Assets revenues generated through the
occasional sale of City fixed assets that are declared
surplus, primarily vehicles.
3,513,346
1,853,146
-
-
FUND BALANCE/CARRYOVERS
2,147,950
1,965,675
50,000
150,000
Carryover is the use of prior earnings to cover current
operating expenses and/or equipment purchases.
TRANSFERS
600,000
50,000
Transfers represent the cost of vehicles or equipment
benefiting other City Departments.
FLEET AND FACILITIES TOTAL
600,000
50,000
2,197,950
2,115,675
11,197,154
6,773,462
11,310,025
11,249,075
174
OGDEN CITY
2014
ACTUAL
2015
7-MO ACTUAL
2015
ADOPTED
2016
BUDGET
MANAGEMENT SERVICES
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
DEBT SERVICE
EQUIPMENT
1,349,011
134,546
2,266,285
6,044,477
114,850
50,592
6,213,364
(6,173,102)
10,000,023
786,575
55,370
1,155,601
3,190,261
66,975
464,660
5,719,442
1,456,675
181,975
1,870,500
5,308,075
114,850
1,309,400
1,068,550
11,310,025
1,529,650
181,975
1,870,500
5,308,075
114,850
1,225,475
1,018,550
11,249,075
PERSONNEL SERVICES
SUPPLIES
DATA PROCESSING
DEBT SERVICE
EQUIPMENT
DIVISION SUMMARY
MANAGEMENT SERVICES
FLEET & FACILITIES
10,000,023
10,000,023
5,719,441
5,719,441
11,310,025
11,310,025
11,249,075
11,249,075
FUNDING SOURCES
MANAGEMENT SERVICES
INTEREST INCOME
MISCELLANEOUS
PRIOR FUND BALANCE
SALE OF ASSETS
TRANSFER FROM OTHER FUNDS
USER FEES/PERMITS
-
175
197,125
2,147,950
75,000
50,000
8,839,950
5,000
192,125
1,965,675
75,000
150,000
8,861,275
11,310,025
11,249,075

revenue summary report

Transcription

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