|
STRATEGY/COST SAVING IDEA
|
STATUS |
ESTIMATED COMPLETION DATE |
ESTIMATED COST SAVINGS |
|
EMPHASIZE ECONOMIC DEVELOPMENT
|
|
CDD |
1. |
Re-examine economic development strategies to ensure that short term and long term goals are achieved and deliverable, including explore incentives
|
Strategies: City Council adopted goals and priorities on 2/10/04; on 9/28/04, Council clarified goals, reinstated promotion funds, and reaffirmed work program with increased short-term emphasis on sales tax producing businesses
Incentives: Study issue, ranked #8 by City Council, will begin in August |
Sept. 2004
March 2006 |
Strategy should result in increase in sales tax revenue.
N.A. |
|
USE TECHNOLOGY TO REDUCE COSTS
|
|
CDD |
2. |
E-mail business newsletter rather than mail hard copy |
The business newsletter was e-mailed for the first time in November. |
Nov. 2004 |
$9,000/year (reflected in 04/05 budget reduction) |
|
CDD |
4. |
Continue roll-out of hand held units for field operations |
Personal digital assistants (PDAs.) are in full operation by building inspectors and are in trial/training phase with neighborhood preservation officers. |
Feb. 2005 |
Increase in productivity will be realized in Building as demand for inspections increases; Neighborhood Preservation has budgeted 49% increase in products for 04/05; a small portion of this increase in productivity can be attributed to introduction of PDAs. |
|
ITD |
7. |
Establish investment fund to review and implement automation of processes citywide that are not currently automated
|
Funding source identified. Process developed. Technology Review Committee formed. Need to refine selection criteria and develop documentation and SOP. Also need to prepare RTC for appropriation of funds. |
2/28/05 |
Unknown – Savings may be achieved through automation of certain processes. |
|
FIN/DPW/ITD |
8. |
Continue the deployment of remote meter reading technology |
This project is ongoing. Currently, remote read technology is being used for all new meters and meter replacements. At the current pace, full replacement will take approximately 15-20 years. |
Ongoing |
Upon completion, savings are estimated to be approximately $150,000 per year. |
|
EXPLORE ALTERNATIVE SERVICE DELIVERY METHODS
|
|
DPR |
10. |
Explore contracting out recreation services where appropriate |
On-going—info provided under “completion date” and “cost savings” is specific to exploration of contracting gymnastics classes. |
Completed—analysis phase underway |
Unknown—“savings” will be in the form of increased revenue, not decreased costs |
|
OCM |
11. |
Redesign Organizational Effectiveness program to focus on PAMS and cost containment practices |
Work is continuing to rebuild PAMS. A program restructure will be submitted as part of the City Manager’s Recommended Budget. |
May 2005 |
No further cost savings beyond Council directed budget reductions are anticipated.
|
|
STRATEGY/COST SAVING IDEA
|
STATUS |
ESTIMATED COMPLETION DATE |
ESTIMATED COST SAVINGS |
|
MANAGE/CONTAIN EMPLOYEE SALARIES AND BENEFITS
|
|
HR/DPW/ITD |
13. |
Utilize flexible schedules to reduce overtime needs |
Administrative Procedure amended 1/14/05 |
|
Unknown |
|
HR/FIN/ITD |
15. |
Investigate tiered employee benefits for new hires |
Due to vacancy of HR Director, no progress |
Unknown |
Unknown |
|
FIN |
19. |
Conduct audit of overtime usage citywide |
In process; 25% complete |
June 2005 |
Unknown |
|
HR |
20. |
Explore alternate medical insurance plans |
Due to vacancy of HR Director,
No progress |
Unknown |
Unknown |
|
HR |
22. |
Institute a vesting requirement for retiree medical benefits |
Completed—went to Council and item has been tabled |
|
|
|
HR |
23. |
Investigate substituting a PTO program for disability where possible |
Completed—investigated during meet and confer with SEA and no changes are proposed |
Completed |
Unknown |
|
HR |
28. |
Review provisions of new workers’ compensation law |
Due to vacancy of HR Director, no progress |
2/28/05 |
Unknown |
|
HR |
30. |
Reevaluate the disability leave incentive program |
Due to vacancy of HR Director, no progress |
Unknown |
Unknown |
|
HR |
31. |
Focus on reducing workers' compensation claims/costs |
Due to vacancy of HR Director and Risk Manager, no progress |
Unknown |
Unknown |
|
STRATEGY/COST SAVING IDEA
|
STATUS |
ESTIMATED COMPLETION DATE |
ESTIMATED COST SAVINGS |
|
STREAMLINE CITY PROCESSES
|
|
DPR |
34. |
Combine Parks and Recreation Commission with Arts Commission |
Completed. Decision made to NOT pursue combination of two Commissions. Instead, Parks and Recreation Commission will meet once per month instead of twice. |
Completed January 2005 |
$6400. |
|
OCM |
35. |
Consolidate/update administrative policies |
City Manager has approved 15 out of 58 policies. |
May 2005 depending on timeliness of dept. submittals and union review. |
Data not available. |
|
MANAGE THE CITY’S “LIVESTYLE” AND EMPLOYEE EXPECTATIONS
|
|
FIN |
36. |
Review level of items supplied by central stores to employees |
Research began January 2005 |
June 2005 |
Unknown |
|
DPS/DPW/FIN |
38. |
Reduce low use fire apparatus |
To be addressed in Optimal Staffing Study |
June 2005 |
Unknown |
|
EXPLORE REDUCING CITY HOURS OF OPERATION
|
|
CDD/HR/LIB |
42. |
Close City offices between Christmas and New Years with use of PTO or unpaid time |
City operated with minimum staffing on December 27, 28 and 29. Use of time off without pay was voluntary.
Evaluation of success of program is underway to determine if City Hall can be closed between holidays in 05. |
Feb. 2005 |
TBD |
|
STRATEGY/COST SAVING IDEA
|
STATUS |
ESTIMATED COMPLETION DATE |
ESTIMATED COST SAVINGS |
|
EXPLORE REDUCING CITY HOURS OF OPERATION (Continued)
|
|
DPR/HR/CDD |
43. |
Utilize different/shorter business hours for the public |
Completed. Executive Leadership Team determined most feasible, effective option would be to further explore #42 above. Other options tabled at present. |
Completed October, 2005 |
See #42. |
|
EXAMINE WAYS TO MORE EFFECTIVELY USE CITY WORKFORCE
|
|
DPR |
46. |
Eliminate one recreation Superintendent position, replace with lower position |
Underway—HR preparing for job recruitment |
July, 2005 |
$25,000 |
|
HR |
47. |
Explore expanded use of job sharing and allowing more part time employees |
Just re-assigned to HR; no progress |
Unknown |
Unknown |
|
DPS |
51. |
Freeze vacant management positions in DPS during vacancy of Chief |
Two Assistant Director positions held vacant for six months.
|
December 2004
|
One position to be deleted pending implementation of City Mgr. 04-05 budget reduction plan.
Resources for remaining position utilized for management reorganization approved by Council 12/14/05 |
|
DPS/FIN |
52. |
Change traditional backfill requirements in Fire when a short term (sick day, etc.) vacancy occurs |
Pending results of Optimal Staffing Study |
June 2005 |
Unknown |
STRATEGY/COST SAVING IDEA
|
STATUS |
ESTIMATED COMPLETION DATE |
ESTIMATED COST SAVINGS |
|
|