Loading...
HomeMy WebLinkAbout2007-03-01 Packet - Goals Workshop CITY OF UKIAH CITY COUNCIL AGENDA WORKSHOP CITY OF UKIAH CONFERENCE CENTER 200 S School Street Ukiah, CA 95482 March 1, 2007 4:00 p.m. to 7:00 p.m. 1. ROLLCALL 2. PLEDGE OF ALLEGIANCE 3. PRESENTATION OF DEPARTMENTAL GOALS FOR COUNCIL DISCUSSION AND DIRECTION 4. ADJOURNMENT Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 72 hours prior to the meeting set forth on this agenda. Dated this 23rd day of February, 2007. Gail Petersen, City Clerk ITEM NO: Workshop MEETING DATE: March 1,2007 AGENDA SUMMARY REPORT WORKSHOP SUB3ECT: PRESENTATION OF DEPARTMENTAL GOALS FOR COUNCIL DISCUSSION AND DIRECT[ON SUMMARY: The City Directors have prepared their departmental goals for presentation to the City Council so that discussion and direction may be provided at the beginning of the budget process. Updated capital improvement programs, equipment replacement schedules and budget goals achieved for 2006/07 as well as budget goals for 2007/08 (which will be in a more condensed form) will be presented subsequently to this discussion. The format of each document varies by department depending on the type of information provided. Some departments are by nature more construction project oriented versus a service division such as Finance that works more with process and computer functions. Staff will be making their presentations in the following order: 1. Finance 2. Community Development 3. Public Works/Engineering 4. Water/Sewer 5. Airport 6. Electric 7. Community Services 8. Fire 9. Police The workshop is scheduled for 4 to 7 pm to allow for questions and discussion. RECOMMENDED ACTION: Discuss goals and provide direction. ALTERNATIVE COUNCIL POLICY OPTIONS: N/A Prepared by: Candace Horsley, City Manager Coordinated with: Department Directors Attachments: Goals Approved: Candace Horsley, City M~ager Finance Department March 1, 2007 Includes Accounting, Utility Billing & Collections, Purchasing and Information Technology Divisions. Goals & Objectives FY07/08 I. Accounting: 1. Complete selection and implementation process of new financial software and associated hardware platform for the City. 2. Web site Internet & Intranet enhancements: · Account Payable vendor forms and invoice look-up capabilities · Account history · Payroll employee forms · Personnel benefit forms and/or changes · Accounts Receivable web payments 3. Organizational review · Continue development of staff to back-up key accounting positions · Long term planning for adequate service levels in the future 4. Investigate and evaluate third party payroll service · Efficiency - time savings tasks that may be able to be done by an outside service · Contingency plan for emergency staff coverage 5. Review banking services contract and performance 6. Investigate timekeeping systems that can interface with Payroll software. 7. Investigate Personnel database software that will interface with Payroll 8. Internal overhead rate evaluation and analysis for job costing purposes 9. Completion of the accounting for the Dec 2005 flood disaster as required for FEMA reimbursement. This includes the computation of the actual cost by project to repair the damage, submission to FEMA of the data in their required format and, for the small (less than $75,000) projects and paid vs. actual summary for all the projects together. Deadline Dec. 2007 10. Refine the reimbursable job billing system for all applicable business segments. These have been identified (so far) as: · Deposits for water1 sewer and electric work · Sewer lateral inspections and/or repairs · Site development plans · Restitution · Damage to City property · Building permits · Police time for court appearances This goal also includes the establishment of a Council approved overhead fee and the clean up of outstanding items from prior years 11. Provide financial oversight, management advice and Council Support related to all fiduciary matters for the City and RDA. II. Utility/Miscellaneous Billing & Collections Utility Meter Reading 1. Participate in selection and implementation process of new utility billing software for the City. 2. Conduct "User Fee" rate study on business licenses; 48 hour notices; disconnects & reconnects; NSF checks; etc. Provide recommendations. 3. Investigate utility budget billing process and revise/implement updated policy 4. Continue to enhance information available to City residents through the City website. · Investigate, evaluate and implement Internet payment process · Customer billing/usage inquiries along with monthly statement review · TOT businesses quarterly report forms · Airport information 5. Investigate self-service kiosk in lobby for city residents 6. Conduct a market survey and make selection of new Burster & Folder for processing of Utility Billing Department forms - bills, notices, statements. 7. Parking citations- investigate DMV electronic reporting and tracking software 8. Implement pilot program with Water and Electric depts, on AMIR (automated meter reading) initiative for both residential and commercial accounts. II1. Purchasing 1. Participate in selection process of new financial software for the City. Complete implementation activities of associated purchasing module. 2. Continue to enhance information available to suppliers and contractors through the City website. · More detailed information on how to buy from the City. 3. Use the City's intranet as a resource to provide centralized information that is accessible by all departments. · Vendor source list · Policy and Procedures · Standard Forms 4. Enhance Purchasing team's support for other departments · Encourage more centralization of City-wide purchasing functions. · Provide more procurement process training to City employees · Participate in the development, implementation and monitoring of procurement policies, regulations, laws, and contractual compliance. · Provide highly responsible and technical staff assistance in developing specifications for goods and services, including requests for bids and proposals. · Provide better response time to other department's needs. IV. Information Technology 1. Complete Phase II of the City of Ukiah Internet Web Site. · Implement online forms and process for residents to contact City staff 24X7 including items such as: a. Abandoned vehicle reports b. Pothole reports c. Streetlight repairs d. Broken Park Equipment e. Sidewalk repairs f. General questions/suggestions · Partner with Community Services, Public Works and Planning departments to provide a. Online resource scheduling b. Online fee payment options c. Online permit and licensing processes 2. Replace existing City WAN links with fiberoptic links to increase bandwidth and expand network functionality to our remote facilities and primary Internet connection. This strategy is intended to: · Increase the City's Internet connection sufficiently to enable live streaming broadcasts of City Council meetings. · Increase the connection rate of our remote site computer users enabling more efficient use of the computers in remote locations. · Elimination of CENTREX circuits (currently providing phone service) in remote facilities. · Provide a conduit for remote camera monitoring as needed. · Enable in-house video conferencing. · Provide Quality of Service for prioritized network packet delivery. 3. Replace Linux based Proxy Server with Microsoft lAS · Increase the accountability of City employee's use of the Internet. Switching to Microsoft lAS will change the IP accounting (the PC network address) method in exchange for user account based tracking of Internet resources. 4. Implement centrally managed City-wide desktop software system · Expand the work started in the 2006-07 time period. Increase application management centralizing to include published applications, default settings and managed upgrades. 5. Partner with Finance department to scope, plan and implement Finance and Utility Billing Programs software/hardware conversion · Work with Finance department to strategize and implement replacement or upgrade of business critical applications: a. General Ledger b. Accounts Payable c. Accounts Receivable d. Licensing e. Payroll f. Utility & Miscellaneous Billing g. Purchasing · Identify niche products that can fill in gaps once core software architecture decisions are finalized a. Financial and Utility Reporting b. Budget and long-range forecasting c. Financial analysis and modeling d. Utility rate setting Partner with Public Safety and Utilities department to provide business wireless mobility platform. · Pilot utility field operations. · Determine next steps for Police MDT deployment Provide City (Mitel) phone switch management and operations in-house. · Train IT department staff on administration of existing Mitel Phone System to reduce third party service calls and increase phone switch utilization for advanced features such as Voice over IP (VoIP). CITY OF UKIAH CITY COUNCIL AGENDA WORKSHOP CITY OF UKIAH CONFERENCE CENTER 200 S School Street Ukiah, CA 95482 March 1, 2007 4:00 p.m. to 7:00 p.m. 1. ROLL CALL 2. PLEDGE OF ALLEGIANCE 3. PRESENTATION OF DEPARTMENTAL GOALS FOR COUNCIL DISCUSSION AND DIRECTION 4. ADJOURNMENT Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 72 hours prior to the meeting set forth on this agenda. Dated this 23rd day of February, 2007. Gail Petersen, City Clerk CITY OF UKIAH Department of Planning and Community Development Short and Long-Term Goals February l, 2007 SHORT TERM GOALS - COMMUNITY PLANNING DIVISION Summary: · Assessment of workload, staffing, and customer service capabilities. Determine why and how to deal with the constant sense of being "overwhelmed." · Tmprove working relationship with the County, community groups, and those in the development community. · Increase and improve public information - website, permit tracking, brochures, media interaction · Tncrease staff / Commission training and ongoing education · Assessment of General Plan, Zoning Ordinance, Airport Master Plan - establish scope and timelines for revisions · Complete long-range planning major projects: MSR, SOI amendment, Form Based Code, Housing Element implementation, Hillside Ordinance, etc. · Continue cross-training Planning and Building Division Staff. · Review and analyze fees on an annual basis. Complete procedural revisions to the 100% cost recovery program for ma~ior planning permits. Goal Purpose Time Frame Complete assessment of planning To improve and maintain Immediate and ongoing workload, staffing level, and ways to excellent customer service, improve customer service. Examine and retain employees, and maintain address the constant sense of being positive staff moral and health. overwhelmed. Continue to build a strong working To effectively manage growth Immediately and Ongoing relationship with the County Planning and development in the City and Department and collaborate on addressing Valley and to maintain and regional planning issues in the Ukiah Valley, enhance the local quality of life. and on completing the Ukiah Valley Area Plan. Accomplish this goal by attending regular meetings with County Staff and playing a lead role on behalf of the City. 2 Improve relationships with community To develop a diverse team Immediately and ongoing groups and organizations by frequently approach to addressing meeting and discussing planning and community planning issues. buildings issues. Accomplish this goal by being proactive and setting up meetings with planning and building stakeholders. Significantly increase the planning To improve community 2007 and ongoing information on the City's website, awareness of local planning Accomplish this goal by working with issues, procedures, andgoals Znforrnation Techno/o~y Staff to post and objectives. To improve electronic documents and scan non- efficiency by increasing electronic documents for posting, electronic information and reducing face-to-face Increase hardcopy brochures at the front encounters. Provide customers counter, the opportunity to access the permit tracking system and Explore GIS opportunities for a public monitor the review of their accessible electronic permit tracking permit applications. system. Improve Staff performance by providing To improve customer service 2007-2008 more ongoing education opportunities, and Staff productivity increased participation in "big-picture" issues, and more opportunity for leadership roles and responsibilities. Accomplish this goal by maintaining conference and training budget, and delegating work and responsibilities. Complete the Afunicipal Service Review To establish and manage the 2007-2008 project, Amend the General Plan, have big-picture, and to plan for the LAFCO adopt a new City of Ukiah Sphere of future growth, development, Influence, participate in the discussions and conservation of the City. regarding tax and housing allocation sharing, and begin discussions about formal annexation policies. Accomplish this goal by producing necessary work products, attending regular meetings, and providing information to the Council. Complete the Community Visioning To create the tools necessary to 2007 Program and the development of a Form ensure that the future Based Zoning Code for the Downtown and development and Perkins Street corridor. Accomplish this redevelopment of the downtown goal by maintaining the timeline proposed and Perkins Street fulfill the by the consultant, community's vision. Receive direction regarding possible To determine if and how we 2007 revisions to the City Sign Ordinance. want tomodifythecurrentsign Accomplish this goal by discussing regulations alternative approaches with the Council. Revisit the Hillside Zoning Revision project To determine if and how we 2007-2008 with the City Council, discuss alternative want to revise our hillside approaches, and develop a work program, zoning regulations Accomplish this goal by conducting internal Staff meetings and scheduling a discussion with the Council. Begin an assessment of the General Plan To respond to growth pressures 2008 and Zoning Ordinance and develop an and changes in community update program, including preliminary dynamics since adoption of the funding and timeline. Accomplish this goal :[995 General Plan. by conducting routine sound-boarding meetings with Staff. 3 Begin an assessment of the Airport Master To determine if the Airport 2008 Plan update program, including preliminary Master Plan needs to be funding and timeline. Accomplish this goal updated to respond to by conducting routine sound-boarding development since 1996 meetings with Staff. adoption, growth issues, and community dynamics. Continue cross-training between Planning To improve customer service Immediate and ongoing and Building Divisions Review and analyze fees on an annual To ensure 100% cost recovery Immediate and ongoing basis. Complete procedural revisions to the for processing major 100% cost recovery program for major development permit application. planning permits with Finance Department. LONG TERM GOALS - COMMUNi'TY PLANNI'NG DTVIS1~ON Goal Purpose Time Frame Develop a regional planning focus along with our To better respond to 2007 and Ongoing infill planning and development strategy, community planning and quality of life issues. Complete the update to the General Plan, Zoning To respond to growth 20:~0 Code, and Airport Master Plan. pressures and changes in community dynamics Reorganize file storage, archive files, create planning To purge unused or out 2010 library/resource center dated materials and store all resource material in one area. improve public information on the web and in hard To ensure strong public 2007 and Ongoing copy about community planning and the review of participation in the development projects, decision making process about how we grow and develop. Be fully staffed to adequately handle the To improve and maintain 2007 and ongoing Department workload and provide superior customer excellent customer service, service, retain employees, and maintain positive staff moral and health. 4 SHORT AND LONG TERH GOALS - BU?LDTNG DTVISLON GOAL PURPOSE TZME FRAME Complete assessment of building To provide certainty to the 2007 and Ongoing permit review process, institute development community in terms changes for improving efficiency, of efficient and timely plan check decreasing review times, and services. improving overall customer service. Accomplish this task by meeting and working with Staff and interested members of the development community. Complete revisions to permit and To provide a smooth and easy 2007 and Ongoing building information forms, and building permit application develop a communication and process and to include those information feedback program affected by the process to help with the development community, shape and evaluate permit review Accomplish this task by meeting procedures. and working with Staff and interested members of the development community. Complete assessment of Building To improve and maintain 2007 and ongoing Division workload, staffing level, excellent customer service, retain and ways to improve customer employees, and maintain positive service. Examine and address the staff moral and health. constant feeling of being overwhelmed. Analyze the potential for To provide more comprehensive 2007 and ongoing establishing a true Building building related services to the Official position. Consider adding community and to protect the another building inspector public health and safety. position (full or half-time) to allow the Building Official to perform other important duties such as creating an unreinforced masonry incentive program, building permit fee study, Citywide building condition survey, etc. Explore sharing new inspector position with DPW. Significantly increase the building To improve community awareness 2007 and ongoing information on the City's website, of local building issues, Accomplish this goal by working procedures, and goals and with Information Techno/o~?Staff objectives. To improve efficiency to post electronic documents and by increasing electronic scan non-electronic documents information and reducing face-to- for posting, face encounters. Provide customers the opportunity to :Increase hardcopy brochures at access the permit tracking system the front counter, and monitor the review of their permit applications. Explore GIS opportunities for a public accessible electronic permit tracking system. 5 SHORT AND LONG TERM GOALS - CODE COMPLI'ANCE GOAL PURPOSE TLME FRAME Provide rapid response and Eliminate health and safety issues 2007 and Ongoing closure to code compliance in the community in an efficient issues. Accomplish this task by and timely fashion. maintaining close communication with code compliance and supervising planning Staff. Develop an organized and To be more effective and 2007and Ongoing comprehensive Code Compliance productive in eliminating code Program with an emphasis on violations in the community. face-to-face personal contact and education. Conduct discussion and receive direction from the City Council regarding code compliance priorities. Accomplish this task by providing a framework to code compliance and supervising planning Staff and providing information and working with the Council. Continue to explore in-house code To meet City Council expectations 2007 and ongoing compliance assistance for Citywide code compliance opportunities from other Departments. Public Works Department 1) ENGINEERING a) Development - Senior Engineer's Responsibility i) City Drainage Study - RFP for Designer in Spring 2007 ii) New Subdivision Ordinance - in conjunction with the Planning Department, RFP for Land Planning firm Spring 2007 iii) Circulation Study - Council in March 2007 iv) Traffic Circulation Study Phase 3 Downtown streetscape - State Street (Henry to Mill) Main Street (Smith to Mill) MCOG 60k RDA 40k (Must be budgeted), Winter 2007 (Schedule is dependent on MCOG AB1600 Study v) Pavement Management Program update and GIS integration - Report to City Council prior to Budget b) Capital Improvements - Deputy Director of Public Work's Responsibility with support from the Assistant Engineer i) STIP (State Transportation Improvement Project) Projects (1) Oak Manor, Babcock, and Gobbi Street Intersection Realignment - Design in process; Construction Summer 2007 timeline is such that may request a year extension from the CTC. (2) Rail Road Crossings - Ford, Clara, Perkins, Gobbi, Talmage, Commerce, Airport Road, Plant Road - Design Complete - Bids rejected. CTC extended time period in order for the City to re-bid the construction projects. Construction Summer 2007 (3) Gobbi and Orchard Traffic Signal - Construction Contract Awarded, Construction Spring 2007 (4) Local Street Rehab (approximately '10 locations) - Design in house Summer 2007; Construction Summer 2007 (5) Arterial/Collector Rehab (approximately 10 locations) - Design in house Winter 2007; Construction Summer 2007 (6) ADA Curb Ramps phases 5 and 6 design and construct 40 ramps - Design under way; Construction Summer 2007 ii) Orchard Avenue Bridge (1) EDA Grant tentatively approved (2) Updating permits from all agencies (3) Final Design enhancements underway (4) Coordination with RCHDC proposed development underway iii) Talmage Road Relinquishment- Evaluating reconstruction options, coordination with Left Turn Lane project may be an advantage. -1- C:~Documents and Settings\CHORSLEY.CITYUK\Local Settings\Temporary lnternet Files\OLKl D\Public Works Department Goals 2007.doc Last printed 2/23/2007 l 1:50 AM iv) Talmage Road Left Turn Lanes into Airport Park Blvd - Design near completion; restriping alternative being explored, Construction Summer 2007 v) Railroad Depot- Design near completion; construction Winter 2007 vi) Traffic Signal Upgrade and Battery Backup (LED) HES Funding - Construction Summer 2007 vii) Opticom System - Installation to be coordinated with Traffic Signal Upgrade New proposal from vendor to Council in March 2007 viii) Clay Street Storm Drain between Pine Street and west side of Dora Street - Design in house Fall of 2007 construct Spring 2008 ix) Sidewalk Programs - Review and discuss existing sidewalk throughout the City as well as the existing programs, Council March 2007 2) STREETS a) State Cost Accounting Procedures - Continue to work with all applicable Departments to coordinate our efforts in compliance with the procedures. b) Overlay and grind out failed portions of streets as needed Summer 2007 (All proposed projects will be estimated and accounted for using the cost accounting manual) c) Equipment Replacement List- This list must be updated so it can be used as an effective budgeting tool. d) Creek Maintenance Program (Flood Control) - Coordinate with POSC and other interested groups to develop a policy that will direct the annual maintenance efforts. 3) GARAGE AND CORP YARD a) UST Remediation - On Going b) Space Plan - Design Fall/Winter 2007 c) Garage Accounting System - Research options and needs. -2- C:\Documents and Settings\CHORSLEY.CITYUK\Local Settings\Temporary Internet Files\OLK1D~Public Works Department Goals 2007.doc Last printed 2/23/2007 I 1:50 AM By: Ann Burck and Gary Dogali Date: 02/06/2007 Goals and Objectives: Purpose: Accomplish by: Time frame Funding Source: ob~ed:ive: 1. Televideo Inspection Locate and identify defects and City Staff 2006 - 2010 612-3510-110 of Sewer Collection obstructions in sewer collection system System for cleaning and repairs. Mandated under new NPDES Discharge Permit and River Watch Consent Decree. 2. Rehabilitation of Repair and/or replace defective sewer pipe Contractor and City Staff 2007 - 2015 612-3510-810/811 Sewer Collection and manholes to reduce inflow and System infiltration. Mandated under new NPDES Discharge Permit. 3. Develop Sanitary Ensure adequate O&M program for sewer Engineering Consultant 05/2007 - Not budgeted. Sewer Management collection systems to reduce/eliminate and City Staff 08/2009 Service revenues. System Program SSOs. Mandated under new SWRCB Waste Discharge Requirement, Order No. 2006- 0003-DWQ. 4.. Healthy Waterways Water sampling program for creeks to Engineering Consultant 2007 - 2008 $35,000 Study determine if sewer system exfiltration is and City Staff 612-3505-250 occurring. Compliance with River Watch Consent Decree. 5. Water Distribution Water main tie-ins or replacements at Contractor and City Staff 07/01/2007 $377,000 System Improvements 700 block of N. State St., Henderson Ln, Fund 840 Capital Hazel St. @ 3ackson/Maple, Dora/Grove, Projects and Cypress/Dora, Norton to Ford Ave., Spring St. btw. Perkins & Standley, Cochrane to Helen. 6. Asset Management Soft:ware program to manage assets to Software Consultant and 07/01/2007 $17,500 Program improve efficiency, reduce costs, and City Staff 612-3505-711 maximize life of public assets. Compliance with GAS8 34 and State SSMP Program. Mandated under new NPDES Discharge Permit. By: Ann Burck and Alan 3amisen Date: 02/06/2007 Goals and Objectives: Purpose: Accomplish by: Time frame Funding Source: object~ve: 7. Well Siting Study Determine optimum location to construct Engineering Consultant 07/01/2007 $150,000 b, vo new groundwater wells to meet DHS and City Staff 820-3908-250-001 water source capacity requirements. 8. Well Oevelopment Compliance with DHS water source Design Engineer, 07/0~./2008 Not budgeted. capacity requirements. Contractor, and City Service revenues. Staff 9. Water Conservation Revise a year-round comprehensive Consultant and City 07/01/2008 Not budgeted. Program water conservation program. Staff Service revenues. 10. New Water Tank on Currently a private tank not isolated Surveyor and City Staff 07/01/2007 $5,000 San .]acinta Ddve from City water system. Compliance 840-3948-800 with DHS water safety requirements. 11. Install 4 production Compliance with SWRCB and Title 22 Design Engineer and 07/01/2007 $35,000 meter calibration regulations City Staff 840-3948-800 vaults at all well sites 12. Install new water Compliance with new EPA regulations City Staff 10/01/2007 $9,000 sampling stations 820-3908-690-006 13. Seismic Retrofit of Protection against earthquake damage. Tank Contractor and 07/01/2008 Not budgeted. Zone 1S Reservoir Tank was built in 1948 and does not City Staff Monthly service charge have additional strengthening for revenues. earthquake protection. 14. AssatManagement Compliance with GASB 34. Soff~Nare Software Consultant and 07/01/2007 $17,500 Program program to manage assets to improve City Staff 820-3901-711 efficiency, reduce costs, and maximize life of public assets. 15. Rehabilitate Well #4 Well needs a new pump and motor, new Design Engineer, 9/15 to $60,000 (750 gpm, 1.08 MGD) building, new electrical switchgear. All Contractor and City Staff 11/15/07 $20,000 in FY 06-07 these items are 50+ years old. Budget 820-3908-2S0-003 16. Replace 100,000 Most recent inspection found the interior Contractor and City Staff 07/0~./2008 $150,000 gallon PZ2 Reservoir coating was peeling and had scaling Not budgeted. (60+ yrs. Old) rust. [f not replaced, this tank must Monthly service charge have new interior coating, new ladder revenues. and guardrail ($56,000) By: Ann Burck and Andy Luke Date: 02/06/2007 Goals and ObjegUves: Purpose: Accomplish by: Time frame Funding Source: objective: 17. ~ Improvement Maintain compliance with NPDES Contractor, Construction 06/30/2009 $75,060,000 Project Discharge Permit and increase plant Manager and City Staff 611-74t0-800 capacity to permit sewer connections from the City and UVSD for next 20 years. 18. Cai-OSHA Compliant Trainings, materials and equipment to Safety Consultant and 07/01/2007 $3,000 Safety Program ensure compliance at WWTP with all Cai- City Staff 612-3580-250-002 OSHA safety regulations. $3,000 612-3580-690-002 ~.9. Percolation Pond Determine if a hydraulic connection Engineering Consultant Workplan - $115,000 Hydrogeologic Study exists beb~een ponds and Russian River. and City Staff 04/02/2007 6~.2-3580-250-003 Mandated by new NPDES Discharge Report- Permit 12/20/2009 20. Nitrate Removal Pilot Reduce nitrate content of plant effluent Engineering Consultant 2007 - 2010 Not budgeted. Study by treating pressate from belt filter press and City Staff Service revenues. solids treatment process. Nitrate discharge limit mandated by new NPDES Discharge Permit. 21. Levee Maintenance Repair rodent damage and regrade Contractor and City Staff 10/01/2007 $30,000 and Repair sludge ~agoon levees needed for solids 6~.2-3580-250-005 treatment process. 22. Reclaimed Water Tnitial design study for a reclaimed water Engineering Consultant 07/01/2008 Not budgeted. System Study system to reduce use of potable water and City Staff Service revenues, for irrigation, federal and state grants (appropriation requests submitted). 23. Asset Management SofoNare program to manage assets to Sofft~are Consultant and 07/01/2007 $17,500 Program improve efficiency, reduce costs, and City Staff 612-3505-711 maximize life of public assets. Compliance with GASB 34 and State SSMP Program. Mandated under new NPDES Discharge Permit. EXECUTIVE SUMMARY Water System Water Supply. The City obtains it water supply from the undertow of the Russian River (surface xvater) and one groundwater well. The pumping sources for the distribution system consist of a Ranney collector and two wells 0~'ells 3 and 5), which are considered undertow of the Russian River and subject to the requirements of the water right permit, and one groundwater well (XVell 4). Well 4 is believed to be from percolated groundwater and not undertow of the Russian River; and therefore, is considered a groundwater source. The City no longer uses wells 1, 2, and 6. Wells 2 and 6 were removed from the City's latest domestic water supply permit and may no longer be used as a source of supply. Well 2 has been rated for only 50 gallons per minute (gpm). The cost to install a new annular seal and the electrical upgrades required did not make it economically feasible to keep this well in service as a domestic water supply. Well 6 pumps into Well 2. Well 2 could be used as a source of water supply for the near by ball fields, which would remove the ball fields from the domestic xvater supply. The Ranney collector has an existing pumping capacity of 3,400 gpm or 4.8 million gallons per day (mgd). The maximum pumping capacity obtained from the Ranney collector was 9 mgd, well below its original design pumping capacity. The Ranney collector pumping capacity has steadily declined from 9 mgd to its current pumping capacity of 4.8 mgd. Two separate engineering proiects from 2002 2004, were undertaken to increase the Ranney capacity. The existing laterals were cleaned and four new laterals were added. The projects improved the quahty 6f the Ranney influent, but did not significantly increase the capacity. The loss in pumping capacity of the Ranney collector may be a result of changes in the Russian River channel moving away from Ranney collector and the compaction of clays and silts in the riverbed over the Ranney collector. In addition to the loss of Ranney collector pumping capacity, another concern is that it can only be used approximately six months a year during the drier weather months when the turbidity is lower. During the rainy months, the turbidity increases, making it veu' difficult to treat and requiring significantly more backxvash water to clean the Microfloc contact clarification-filtration units. During these times of higher turbidities, it is not feasible to rely on the Ranney collector as a water supply source. Well 3 has a pumping capacity of 650 gpm and is available for use throughout the year. The pump was replaced in 2005 with a Peabody-Floway vertical turbine pump. It is available for use throughout the year. Well 4, which is the percolating groundwater source, has a pumping capacity of 750 gpm. It is equipped xvith a I957 Jacuzzi vertical turbine pump. Replacement of the pump/motor was budgeted in l%f 2006-07. The work will begin in mid-September, when City' water demand decreases, and is expected to be completed by mid-November 2007. Well 5 has a pumping capacity of 300 gpm. It is located near the Ranney collector; and is only used for about thirty, days out of the year and when the Ranney collector is not being used. It is equipped with a 1984 Berkeley vertical turbine pump. The total pumping capacity during the summer months is approximately 4215 gpm or 6.06 mgd and during the rainy months, because the Ranney collector cannot be used, the pumping capacity is approximately 1700 gpm or 2.44 mgd. The typical peak da3,- water demand during the rainy months is 2 mgd and during the summer months, approximately 6 mgd. The peak water demand of the City has been 7.677 mgd, which cannot be met by thc existing pumping capacity but was met through use of our reservoir system. Thc system does not have much redundancy and therefore the city has been in the process of determining enhanced capacity options for the Ra~ney and wells since 1999. The CiD' is evaluating the addition of at least two wells to increase thc rehability and redundancy to the water supply system. The Potter Valley Project diversion from the Eel River watershed to the Russian River watershed by Pacific Gas and Electrical (I>G&E) has been reduced by 33 percent. This diversion has been ongoing for almost 100 years with agricultural, municipal, and commercial economies relying on this diversion. It is not known thc exact effect that thc reduced flow into the Russian River watershed will have on the City's ~vater supply. Water Treatment Facilities. In 1992, the City constructed a water treatment facility for water from the Ranney collector. ']he water treatment plant and its capacity are regulated by strict requirements set by the California Department of Health Services. The water treatment facility has a capacity to treat up to 6 million mgd. However, because the Ranney collector system capacity is only 4.8 mgd, the water treatment plant capacity is limited to 4.8 mgd. As mentioned earlier, the xvater treatment plant is only operated during the dr3- months when the turbidity is low. The Water System Improvement Project begun in 2001, was completed in 2006. The hnprovements included the addition ofa ttfird 3 mgd Microfloc contact clarification-filtration unit. The purpose of the improvements was to increase reliability and provide redundancy at the water treatment plant. The water treatment plant is desigl~ed to expand to treat another 3 mgd with the addition of a fnurth Microfloc unit. Improvements also included a two new Ranncy pumps, a rebuild of the third Ranney pump, a new high service pump station with three new pumps, a ne~v chlorine scrubber, chemical systems, water quality monitoring, and a new electronic control system, SCADA. Water Distribution System. The xvater distribution system consists of surface water xvell pumping, percolated groundwater well pumping, water treatment plant high service pumping station, storage reservoirs, and piping to and within the water distribution system. After chlorination, surface water Wells 3 and 5 are pumped directly into the distribution system. Well 4, following chlorination, also pumps directly into the water distribution system. Thc tfigh service pumps are located at the water treatment plant and take stored treated water and pump it into the water distribution system. As of 2006 the City has eight reservoirs. As part of the Water System Improvement Project (2001 2006), three new storage tanks, with a combined capacity of 3.315 million gallons was added to the water distribution system. The combined storage capacity of the reservoirs is 6.1 million gallons (18.7 AF). The storage provides short-term treated water storage to be used on a daily basis and for emergency situations such as fire ilghtmg. It is not recognized as a water supply source. UKIAH REGIONAL AIRPORT FISCAL YEAR 2007-2008 OBJECTIVES 1) 2 3 4 5 6 7 8 9 Replace roof on old Administration building Secure Agriculture lease on portions of airport property Modify Pilot Control Lighting (PCL) system Negotiate new lease with CalStar Install security system at pedestrian gates Slurry Seal Max Hartley access road Paint centerline of Taxiway Request FAA grant funding for engineering portion of Storm Drain Project Negotiate new lease with DHL FISCAL YEAR 2007-2008 OBJECTIVES 1) Replace roof on old Administration Building The Old Administration building has been on site since 1963, and is currently being rented as office space by 3 aviation related businesses. This building is flat roofed and has not been roofed for about 20 years. Repairs to the roof were accomplished last year and a new roof was recommended at the time. This budget year is the time to fund a new roof for this building before we start experiencing many leaks. 2) Secure Agriculture lease on portions of airport property Staff has queried other airports and the FAA regarding the potential lease of airport property for agriculture purposes. This is being done at other California airports and would be a good revenue enchantment for our facility. Staff intends to work with the Economic Development Coordinator to lease some portions of our airport clear zones for this venture. An ideal crop would be hay, turf, or other low growth ag. crops. 3) Modify Pilot Control Lighting (PCL) Currently our runway light system is operated by PCL - the runway lights stay off until a pilot clicks the microphone on the traffic advisory frequency 7 times and then the lights are tumed on for about 10 minutes. This system saves the airport a significant amount of money in electric utility fees by not being on all night. Our Taxiway light system, which was added some years after the runway system, is on ali night. Staff intends to amend the taxiway light system to operate the same as the runway system. 4) Negotiate a new lease with Calstar The CalStar lease expires during the 2007-2008 FY and will need to be renewed. CalStar provides to the community much needed Emergency Medivac services from our airport 24/7. The present location of the CalStar operation is right at midfield on the West side. This operation has grown since it began a decade ago and has outgrown the site. Additionally, CalTrans Division of Aeronautics has advised that the present site is becoming unsuitable due to the proximity of the access road and buildings. Staff intends to pursue a lease with CalStar at another location on the airport. 5) Install security system on pedestrian gates In the just completed FAA grant, security fencing has been installed to require all persons going from landside of the airport to airside, must pass through a building or gate. Recent vandalism has shown that there is a need to put a key pad security system on the pedestrians gates similar to other General Aviation Airports. 6) Slurry Seal Max Hartley access road As a continuation of the Pavement Maintenance Program, staff intends to have the area known as the Max Hartley access road slurry sealed this year. This area is the access road from the north parking lot up to the Featherlite hangar. Some of this roadway was built in the early 1970's, the remainder in 1992 and is need of repair. 7) Paint centerline of taxiway The centerline stripe on the taxiway is faded and in need of repainting. Staff intends to repaint it with Public Works crews or have it done as an addendum to the slurry seal project. 8) Request FAA grant funding for engineering portion of Storm Drain project. Staffhas been in discussions with our grant writer and FAA about this project. Due to the timeline imposed on the City by FAA, and the amount of airport funds required up front, staff has decided to request funds for the design/engineering portion of this project, and then will ask for FAA funding for the remainder of the project next year. 9) Negotiate new lease with DHL DHL now operates a freight operation out of a 50X60 maintenance hangar just south of Fed Ex. The lease on this location expires this year. This site is very cramped for their operation and needs to be relocated. The old lumber mil! site on the East Side has become available this year and is a prime location for this type of operation. Staff intends to secure a lease on a portion of this site for DHL. By: Elizabeth Kirldey Date: 3/1/2007 Goal/Objective: Purpose: Accomplish by: Time frame: Funding Source: 1. Operation 8~ Develop RFP to obtain a 5-year Consultant & City Staff Q1 2008 ~$150,000 Maintenance of the professional services contract to properly 800.5536.250 Lake Mendocioe operate and maintain the hydroelectric Hydroelectric Power power plant. Plant 2. Gobbi Sub Capacity Upgrade Gobbi Substation and/or plan Contractor 2008 - 2012 $?7'? based on Expansion/Possible 2"d for 2"~ substation based upon R.W Beck Engineering Study Intercoenection Point engineering study. Install Supervisory 800.3642.250 and SCADA Control and Data Acquisition (SCADA). 3. Gobbi Substation Establish maintenance program for Consultant and City Ongoing ~$10,000 Maintenance Program Gobbi Sub. Utilize CMMS to generate Staff 800.36~2 work orders and maintain records. 4. Complete ABP Loop Develop RFP for engineering and Contractor and City Staff Q1 2008 ~$600,000 (Cherry Circuit) and construction to increase electric service 800.3646.250 backup (Gobbi Circuit) reliability to Airport Business Park (ABP) to ABP and City's Waste Water Treatment Plant. 5. Low Gap Sub Improve load switching and feeder City Staff Q2 2008 ~$320,000 Conversion to backup by converting Low Gap 800.3642.250 Switching Station Substation to Switching Station. 6. Electric Vault Identify, install and reconflgure Contractor Q2 2008 ~$150,000 Improvement Project hazardous vaults to eliminate/reduce 800.3729.250 electric hazard to city staff and improve reliability to reduce outages. 7. Transformer/Oil Construct facility to store oil filled Contractor Q1 2008 N$12,000 Storage Facility equipment for EPA compliance. 800.3733.250 8. Computer Procure asset management program to Soft, rare Consultant and Q3 2007 N$50,000 -sofcvvare Maintenance generate work orders, track and record City Staff 800.3733.800 Management System maintenance performed; maintain ~$25,000 - support (CMMS) inventory, safety, and training records. 800.3733.250 9. Wood Pole Develop RFP for contractor to perform Contractor and City Staff Ongoing 800.3728.250 Replacement Program work. Utilize CMMS to maintain records. 10. CaP-OSHA Compliant Utilize C~iMS to maintain records. City Staff Ongoing NA Safety Program 11. Hazardous Utilize CMMS to maintain records. City Staff Ongoing NA Waste/Inspections Recordkeeping 12. Outage Record Utilize CMMS to maintain record of City Staff Ongoing NA number of outages and their duration. 13. Rate Study Finalize results from rate study currently Consultant and City Q4 2007 $29,900 being performed by Borismetrics. Staff 800.3733.250 14. Legislative and Remain current with legislative and NCPA and City Staff Ongoing $??? Regulatory ]ssuee regulatory issues as they arise. GOLF COURSE OPERATIONS PLAN AND IMPROVEMENT PROJECTS 1931 U I~_t-I MUNICIP^I, GOLF COURSE CITY OF UKIAH Submitted by: Frank Johnson/Jimmy Stewart, Tayman Park Golf Group, Inc. Table of Contents Section 1 - Overview Section 2 - Daily Course Maintenance Operations Section 3 - Staffing Section 4 - Equipment Section 5 - Improvement Projects Section 6 - Summary 1/31/07 Page 1 of 13 Section 1 - Overview As a part of the agreement for Golf Professional and Golf Course Concession Services, it was agreed that under the direction of the City, Tayman Park Golf Group, Inc. would develop a Golf Course Operations Plan which would provide recommendations on Daily Course Maintenance Operations, Staffing, Equipment and Improvement Projects. We feel that this "Golf Course Operations Plan & Improvement Project Report," is a living, working document and is a starting point/framework from which it can be updated and improved upon each year. In this first report, as we have been here less than a calendar year, we have set up the framework and areas of focus where it will be our goal this coming year, based on input from all players using the golf course, to assist in tandem with the City and the Men's Club in determining the priority of projects, the costs and optimum schedule so as to not affect play, along with the amount of funds that are available to complete these projects in a timely fashion - the City from budgeted funds & the Men's Club from Cart Barn revenues which per the lease agreement with City are to be designated for course improvements. In Section 6 under "Summary" we have also made some brief reconunendations on long term planning, revenue enhancement and cost control to ensure that funds are truly available each year so that we can carry out recommended improvement projects Our mission statement that we have coined for Ukiah Municipal Golf Course's which we hope will be adopted officially is as follows. "The mission of the Ukiah Municipal golf course is to become the best eighteen hole municipal golf course in Northern California, thereby providing the citizens of Ukiah with a fun, affordable golf experience for a wide variety of ages and abilities, while maintaining the history of the course and a positive outlet within the City. Additionally, the course will provide opportunities for non-profit organizations, serve as a recreation area, and be a tourist draw to the City while providing a positive image of Ukiah. In the long term, the operations of the golf course should be cost-neutral to the City." Thank you for allowing us to serve you. Frank Johnson & Jimmy Stewart Tayman Park Golf Group, Inc. 1/31/07 Page 2 of 13 Section 2 - Daily Golf Course Maintenance Operations Daily Golf Course Maintenance Duties The following items below are a list of recommended areas that w/Il be maintained by Golf Course Maintenance and Pro Shop Staff, depending upon weather conditions. All areas of the facility and grounds will be maintained in a professional manner which helps ensure that customers will enjoy their experience and return again to use the course and facilities. Clubhouse - The Clubhouse is to be preserved and kept in a professional manner. Staff will keep the area clean, organized and presentable to all visiting players, guests and members of the community. New landscaping will enhance first impression that golfers and visitors receive when they arrive at the course. Parking Lot - The parking lot w/Il be free of debris and dust at all times. The Parking Lot is the first impression that all players, guests and members of the community receive when they arrive at the course. Additional landscaping should be added to enhance this first impression of players, visitors and the community. Outside Eating/Viewing Area - This area is located just outside of all entrance doors. This important area lends itself to the development of a picnic and seating area for outdoor use on sunny, clear & mild days. Umbrella tables and chairs should be added to this enhance area. Pro Shop - The golf pro shop will be clean and organized at all times. Bathrooms will be cleaned daily and the pro shop will be preserved and kept in a professional manner. Tees - Tees will be mowed twice weekly or as needed. Trash cans and signs should be placed at each tee. Tees shall be sanded and seeded weekly and tee blocks moved daily. Fairways - Fairways will be mowed twice weekly or as needed. Slice seeding in the fall, aerifying twice a year, removal of broad leaf grasses and creating more definition should be identified in future budgets. Greens - Greens will be mowed at least 5 days a week. On the days that greens are not mowed they should at least be dew whipped so that players have a dry surface to putt on and this also will prevent fungus growth as well. Use of walk behind mowers in winter and once a week walk mowing in summer will allow for more frequent mowing and keep compaction to a minimum. Verti cut and top dress should be done more frequently. Verti drain greens twice a year and problem dry spots every few weeks in hot summer months. 1/31/07 Page 3 of 13 Collars - Collars will be cut twice weekly. Establishment of thicker and fuller grass in collars and approaches is needed. Additional slice seeding is recommended. Rough - Rough will be cut twice weekly. Operators will take further steps to create more definition with the fairway. Broad leaf removal should be put into future budgets. On-course Restrooms - Daily cleaning is vital to the appearance of our restrooms. Long term improvemem will include new fixtures, landscape, paint and external cleaning with washer. Bunkers - Bunkers will be raked daily and weeded when needed. New sand and drainage should be looked at as future projects. 1/31/07 Page 4 of 13 Section 3 - Staffing Maintenance Staff Work Schedule The following is a recommendation for the operation work schedule of the Ukiah Municipal Golf Course maintenance staff. Monday - Sunday in summer months (March - October) The Supervisor is on call 24/7, and schedules, trains and supervises staff. Must be hands on with the ability to cover and fill in for all scheduled work including the function performed by the Golf Park Service Workers particularly focused on the irrigation system and pesticide applications. The Supervisor must attend all necessary meetings - Men's Club, Women's Club, Parks Rec & Golf Commission, etc.., to ensue that conununication is maintained. The Golf Park Service Workers main focus is to help ensure that the irrigation system is working properly, the grass is irrigated sufficiently and yet water is conserved as well, especially in the hot sunm~er months where such attention is vital to the course remaining playable and in excellent condition. Next, they must maintain and mow the course. There should have at least three full time Workers, one part-time Worker and one seasonal Worker, particularly in the summer time. These Workers will cover weekends with a rotating schedule so two workers are working each weekend day and holiday. Monday - Sunday in winter months (November - February) All above employees with the exception of the two part time workers will stay and maintain golf course during winter. Minor & capital improvement projects on the golf course will be preformed when rain and bad weather is apparent with extra attention paid to overhauling/maintaining all equipment in preparation for the busier March - October months. Current Staffing - Summary The Maintenance positions currently in place are Supervisor and Golf Park Service Worker (fulltime, part-time, seasonal). Recommended Staffing It is recommended that over time maintenance staffing be broken down into the roles and job descriptions listed below with personnel officially positioned or hired into these areas of expertise. 1/31/07 Page 5 of 13 Superintendent The Golf Course Superintendent is entrusted with the management of the maintenance operations of the golf course. The Golf Course Superintendent assumes responsibility for managing and maintaining the golf course. He or she is responsible for the following: · Golf Course and practice areas. · Maintenance Equipment. · Clubhouse grounds and landscaping. · Restrooms and irrigation water on course. · Open spaces and areas on the course. · Sod Farm and nursery. · Working relationships with his or her staff. Training and organizing staff members and scheduling all members of staff to their projects. · Supervising the overall maintenance operations of the golf course, including capital & minor improvement projects. · Rendering professional advice, opinions, assistance and services to the facility's boards or managing body as required. · Participate in all long-range planning meetings. · Reports directly to the Community Services Director. · Meets weekly with Director of Golf to discuss areas of concern on the golf course. · Coordinates constantly with Director of Golf, Men's & Women's Club Presidents, Customers to ensure best possible playing conditions. · Promotes the game of golf. Promotes the City of Ukiah. Irrigation and Pesticide Specialist Under general supervision, perform skilled work in various crafts necessary to install, maintain, repair, and service any type of sprinkler, supply line, controller, satellite, and pumping system used for irrigation on the golf course. Select and apply any pesticide and fertilizer used by the golf course, and perform related duties as required by the Superintendent. Golf Course Maintenance Worker Under the direction of the Golf Course Maintenance Superintendent, assist in performing general and varied ground maintenance duties at the golf course. Ukiah Municipal Golf Course should have three types of golf course workers on staff at all times. Golf Course Maintenance Worker I is an entry-level classification for part-time and fulltime employees. Will assist in performing maintenance duties. Golf Course Maintenance Worker II is an intermediate classification. Workers will maintain golf greens, fairways and related areas, repair and assist in the 1/31/07 Page 6 of 13 installation of irrigation and drainage systems, operate all equipment related to golf course maintenance and am licensed for chemical application. Golf Course Maintenance Worker III is a journeymen-level classification. Worker will assist in training entry level & part-time staff in equipment operations and maintenance practices, operate, adjust and service all equipment, install and repair irrigation and drainage systems and are licensed for chemical application. Pro Shop Staff Work Schedule The current schedule has the Pro Shop area manned from daybreak to sundown, including the F& B operation being open in the evening until guests desire to leave 365 days a year. Anyone serving liquor will be over the age of 21. Staffing The Golf Operation is currently staffed according to these roles listed below. Director of Golf/Head Golf Professional The Director of Golf/Head Golf Professional is entrusted with the management of the golf operations of the golf course. He or she is on call 24/7 and is responsible for the following. · Promoting the game of golf. Promoting the City of Ukiah. · Spreading hospitality, happiness and good will among all members and guests. · Teaching the game of golf. · Promoting Junior Golf at the Club. · Acting as Rules Official at all Tournaments · Reporting to and meeting with the City, various boards, Committee members on ail golf operations related issues, policies and procedures. · Training, staffing and equipping of the staff and the Golf Shop. · Motivating staff members. · Working with City to assist in budgetary process and then meeting these sales goals. · Marketing of golf course to Ukiah and beyond. · Oversee all golf, tee sheet, pro shop, merchandise sales, cart fleet and F&B operations. · Checking daily deposits & finances to ensure completion & accuracy · Meet weekly and coordinate/communicate regularly with Golf Course Superintendent & staff to ensure best possible playing conditions for our patrons. 1/31/07 Page 7 of 13 First Assistant Professional · Spreading good will, hospitality among all members and guests. · Conducting Club Tournaments and Guests Tournaments including scoring & preparation of score sheets. · Acting as Rules Official at all Tournaments · Teaching and Conducting Golf clinics. · Controlling Tee Sheet, check in of players · Helping keep Golf Shop neat, clean and assist with inventory and maintain monthly inventory records. · Overseeing Golf Staff, organize staff meetings and assist all Golf Shop personnel. · Overseeing Merchandise Sales, F & B Sales & shop set up · Overseeing Cart Fleet operations · Closing out of daily operations, preparing daily deposits, check for accuracy. · Thorough understanding of overall operation. Pro Shop Assistants · Spreading good will, hospitality among all members and guests. · Merchandise sales, F & B sales, organize and help keep Shop neat and clean. · Organizing merchandise, change displays and assist in all merchandise matters. · Closing out daily operations, preparing daily deposits Cart Personnel · Keeping all carts in proper working order. Service in accordance with service policy. Report any major problems to First Assistant and/or Director of Golf. · Keeping all carts clean and neat. · Parking, storing & staging carts in an appropriate fashion Ranger/Marshall · Assuring the proper pace of play on the City's golf course. · Enforcing necessary golf course rules. · Keeping a rules book at all times, point out Club's rules and report slow groups to the pro shop staff. · Remembering diplomacy and discretion must be used with firmness to perform effectively as a Ranger. Coordination It is imperative that there is excellent communication between Golf Course Maintenance personnel and the Pro Shop Staff to ensure that the best possible playing conditions exist at all times for our customers. 1/31/07 Page 8 of 13 Section 4 - Equipment At the current time it is estimated that the City of Ukiah presently owns equipment with an estimated replacement value of approximately $250,000. Of this, pieces of equipment with an aggregate value in excess of $30,000 are nearing the end of their useful lives and will have to be replaced in the near future. The following is a list of equipment (in order of priority) that could enhance and help the Maintenance Supervisor and staff better do their job and eliminate undue maintenance expenses. Greens Mower as existing mower has been rebuilt two or three times and is costing more money to maintain than purchasing a new mower. Cost $22,000 New Fairway Aerator & Tractor to start an in-house program to help fairways and tees. Cost $36,000 Walk Behind Greens Mowers (2) to enhance winter play and to help with compaction issues in the summer. Cost $11,000 (total for two mowers) 200 Gallon Spray Rig (or equivalent) to help in removing broad leaf from fairways, tees and rough. Cost $10,000 Bunker Rake to enhance the look of all bunkers. Cost $7,500 These are the most important items that should be considered for purchase for this year. 1/31/07 Page 9 of 13 Section 5 - Improvement Projects Tee Rebuilding Project The original construction of the tees on the Ukiah Municipal Golf Course was not done well as they could have been. Not only are the tees small but also severely mounded. These tees are hard to maintain and are damaged, unintentionally, almost every time a turn is made with the mower. At least half of all teeing grounds are in very poor shape. All the tee work (including the irrigation & sodding) should be done as a capital budget project. The Director of Golf, Golf Course Superintendent and Golf Committee should get together and tour each hole and decide the best plan for rebuilding. Following this materials and labor should be cost out and a plan submitted for approval depending upon finances available. The best time to begin this project is in the winter when fill materials can be placed, leveled, and allowed to settle. Areas to begin first: All par 3's. Drainage Projects Installation of underground drainlines in fairways and rough areas has been ongoing and this along with improving bunker drainage should continue. The USGA states that proper drainage is the most important factor in maintaining quality turfgrass, along with improving the general playability of the course during winter months. All drainage work (fairways & bunkers) should be done as a capital budget project. The Director of Golf, Golf Course Superintendent and Golf Committee should get together and tour each hole, prioritizing concerns from the greatest to the least. After this is carried materials and labor should be cost out and a plan submitted for approval depending upon finances available. Areas to begin first: Identify areas where standing water remains constant throughout winter and affects play the greatest. Irrigation Projects During summer months maintenance should look for dry and wet spots throughout fairway areas, and adjust sprinkler heads/flows/times accordingly. As water conservation and cost could become an issue over time, examine possibilities of using well on back nine and possible reclaimed water as potential sources. Suggest the City retain an Irrigation Consultant to evaluate the Irrigation system for efficiency and to make recommendations for future upgrades including the use of the 1/31/07 Page 10 of 13 well on the back nine and the possibility of reclaimed water being used. All areas of the irrigation system should be looked at. Tree Trimming Identify areas particularly around greens that are overshadowed by tree limbs, branches, leaves and trim so that frost delays are lessened during the winter months. This will also enhance grass growth during the summer. During the summer months trees should be trimmed around enclosed tee areas to promote grass growth also. Bridge Repair on holes #10 and #11. Last winter's major storms brought the realization that our bridges on these holes could be closed for long periods of time and large amounts of revenue could be lost if either bridge is taken out of service. Should have someone with expertise in bridge work look at the bridges and give recommendations on what could be done to stabilize both bridges. Nursery Green Additional turf is sometimes needed for special projects on the golf course. Identify an area that a nursery green could be built and maintained yearly. Make sure and build this nursery green with a double collar. Cart Path Repair Continue to monitor all cart paths and make yearly improvements. Widen when needed. Areas with heavy water run off need drains along cart paths. 1/31/07 Page 11 of 13 Section 6 - Summary The golf course is for the use and enjoyment of the public and all its patrons. In order that the public can be given the best possible golfing experience, the golf course operations and maintenance operations must be run as a business with all areas open to scrutiny. The most important fact is that "players are our lifeblood who provide the funds for us to operate and maintain this golf course." Our number one goal must be to keep our current and future patrons coming back. All planning and decisions must be therefore analyzed for the short term and long term effect they will have to ensure the playing satisfaction of our current customer and our customer twenty years from now. In order to do what we have outlined in this report (which is just a start) and in future reports, we must guarantee the current and long term financial stability of our golf & maintenance operations so that improvement projects can be carried out. Besides the obvious revenue categories where funds for improvement projects are generated, I. Rates, Fees & Rounds - The Parks, Rec & Golf Commission is constantly scrutinizing revenues each month through the new data available from the POS system installed in March 2006. From this on-going discussions are occurring on how to increase play - expanded use of the course by existing players and attracting new players (marketing to tourists, expanded tournament & league play, new junior programs, etc.). 2. Men's Club - as stipulated in the Men's Club lease with the City, cart barn revenues will be used for golf course improvement projects. There are also four other areas that need to be examined for their long term effect to the bottom line. These are: 3. Water - this is a major cost of operations and as conservation measures grow even a more important consideration is availability and increased cost. There has been talk of using the well on Hole 11 to water the back nine. In addition, the City has looked at reclaimed water being brought to the golf course side of town to water the High School, Grove Park, and the golf course itself. 4. Maintenance - One of City Council's statements last year when the subject was raised about the possibility of having Golf Maintenance Operations run by an outside company was, "we need to keep this option open." This option should be examined if costs can be saved and the customer experience maintained and/or enhanced. 5. Driving Range - with the extra revenues and different people this entity brings to the golf course - new players, additional revenue per round, late afternoon/evening practice, enhanced F&B, Merchandise sales, etc., this possibility must be explored in depth to see if it is a reality. 6. Restaurant/Bar - continue to explore feasibility for operation of a full service food & beverage facility on-site. 1/31/07 Page 12 of 13 Recommendations: Based on these observations, we would recommend that the following six actions occur this year (some are already on-going). Continued scrutiny of"Rates, Fees & Rounds" by the Parks, Rec & Golf Commission with comments or suggestions made at the appropriate time to the City and golfing public after sufficient review of the data and financial condition of the golf course. Review of "Golf Course Operations Plan & Improvement Projects Report" with the Men's Club Committee to budget, prioritize, schedule projects for 2007 that they would like to financially support from Cart Barn Revenues and/or physically help with. Review of "Golf Course Operations Plan & Improvement Projects Report" with the City, Golf Superintendent to budget, prioritize, schedule projects in 2007 ensuring coordination with Men's Club actions where necessary. Carry out an in-depth study by a licensed Irrigation Consultant to ascertain the current condition of the existing irrigation system, the remaining lifetime of the system, ways to enhance and improve the system (complete analysis of pumps, heads, valves, pipe, flows, pressure, coverage, etc.) making sure we are not wasting water in the process and that there are no budgetary surprises down the road. This study will also determine the feasibility of bringing on line the well on Hole 11, the effects on the current system and improvements needed should reclaimed water be used in the future and the expansion of the system, if possible, should any further course additions or improvements be made.. Have exploratory talks to examine the feasibility of moving the Maintenance Operations to an outside company and the possible effects to City employees, the condition of the golf course and the bottom line. Develop a "Golf Course Masterplan" by a licensed Golf Course Architect in tandem with input and consultation from the Men's & Women's Clubs, the City, the Parks, Rec & Golf Commission and the Golf Course Operations & Maintenance staff that will carry out two functions. First, to do a prioritized hole by hole analysis of course improvements needed to ensure the long term playability of the golf course and the enhancement of the playing experience for our customers. And secondly, to determine the feasibility and layout of a driving range and the changes/costs needed to accomplish this, if possible, versus the potential revenue and other benefits to be gained. 1/31/07 Page 13 of 13 Date: 02/14/2007 Goals and Objectives: Purpose: Accomplished by: Time frame Funding-Source: objective: 1. Review, amend as TO update the city's fire and life safety Fire Marshal 1/31/08 A part of the Fire appropriate, and codes Marshal's regular work adopt the 2007 Calif. plan. $3000 for new Fire Code code books 2. Purchase Mobile Data To store pre-plan, haz mat Fire Dept. Staff 6-08 $36000 for computers Terminals for 1st out storage,address,gas distribution system and software apparatus and chief information and make available during officers emergency response 3. Prepare specifications Replace aging, unreliable ladder truck Fire Dept. Staff Delivery by Apparatus replacement and obtain approvals 6/30/08 fund to purchase ladder truck 4. Develop and fund a FD invests significant effort and salary Fire Chief 7/30/07 $100,000 Measure S succession plan that and training funds in preparing FFs to addresses and deals meet the full requirements of their with the impacts of positionl. That investment and is lost significant employee when they take jobs with other Depts. turnover 5. Support efforts by PD Maintain effective dispatch services for Fire Dept. Staff See PD See PD objectives to address public safety departments objectives workload/staffing issue in dispatch 6. Implement 2"~ yr. Address FD issues identified through FO Staff Ongoing Dept. Budget tasks of the FI) Master outside consultant review of operations Plan Ukiah Police Department 300 SEMINARY AVENUE UKIAH, CALIFORNIA 95482 Bus: (707) 463-6262 Fax: (707) 462-6068 John Williams Chief of Police Ukiah Police Department 2OO7 - 2OO8 Goals Program development and implementation of a Traffic Enforcement/Education Unit. This unit will be staffed by the Traffic Officer Position authorized in the 2006/07 Police Budget. This position has yet to be filled. The program will focus on enforcement of specific traffic violations, coordination of Department efforts, and public education to reduce accidents and increase general traffic safety. Increase staffing of our Public Safety Communications Division by two positions. This is necessary to support the growing volume of public requests for assistance and activity created by the recent addition of five officers to the patrol force. The department will continue to work with the Sheriff and other jurisdictions to formulate a plan for a consolidated dispatch center. Develop response plan to explosive/suspicious devices. The will include training, incident response and scene management for Department personnel. Included will be the necessity to contract with Sonoma County to ensure response from the Sonoma County Sherifffs Office Bomb Squad. Assignment of a sworn officer to the Investigations Division as a full time Gang Investigator. This position will be responsible for developing/managing gang related information, investigation of gang related crimes, and coordination with other law enforcement agencies to combat gang activity and violence in our community. Develop strategy for identifying, assessing and monitoring training needs and issues. This will enhance the development of our relatively "young" patrol staff and provide the Department with a well-trained and efficient staff. It will also provide employees an opportunity to create a goal oriented career path.