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Fiscal Year 2011 Revised Budget Recommendation
THE COF Dubuque DtUB AII•AmericaCilY ' I Masterpiece on the Mississippi 2007 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Fiscal Year 2011 Revised Budget Recommendation DATE: March 5, 2010 The Fiscal Year 2011 budget guidelines called for a 2.47% property tax increase for the average Dubuque homeowner and a property tax increase for commercial (1.72 %) and industrial (1.72 %) properties. A significant cause of this property tax increase is the Municipal Fire and Police Retirement System increase in City contribution. The current payment of 17% of Police and Fire employee salary is mandated by the State to increase to 19.9% of salary, for an additional cost of $360,516 in FY 2011 or a 1.85% property tax increase for the average homeowner. The budget guidelines included an increase from 2% to 3% to the franchise fee that is charged on gas and electric bills. The City Council passed a resolution in 1993 which authorized the City to impose a franchise fee not to exceed 3 percent of gross revenue generated from the sale of gas and electric within the City of Dubuque. The I% increase in the franchise fee represents an estimated increase of revenue in FY 2011 of $828,000. The City Council unanimously passed the 1 % increase in the franchise fee at the February 15, 2010 City Council meeting. This increase will go into effect on June 1, 2010. Also, being met is the guideline for the continued allocation of $1 million in the uncommitted cash reserve general fund which was implemented in Fiscal Year 2010, which is normally an amount equal to 10% of the general fund operating expenses, to help weather any economic downturn with a minimal impact on the delivery of services. In addition, the guideline is being met to increase the one -time reserve by $500,000 in Fiscal Year 2011 due to the health insurance claims this year exceeding expectations and the possibility of needing to boost the health insurance reserve in Fiscal Year 2011. The recommended property tax rate for Fiscal Year 2011 of $10.03 per thousand dollars of assessed valuation (a 1.72% rate increase) will result in a 2.47% ($13.62) increase in the "City" share of property taxes for the average homeowner. The average commercial property taxpayer will see a 1.72% ($60.68) increase. The average industrial property taxpayer will see a 1.72% ($101.75) increase. From a historical perspective, the Fiscal Year 1987 City portion of the property tax rate was 31 % higher than the $10.03 Fiscal Year 2011 recommended rate. The property tax payment of the average residential property has increased just $1.77 per year since 1987. Since we do not yet know the Fiscal Year 2011 levies of the other cities, the chart below compares Dubuque's proposed Fiscal Year 2011 rate with the actual Fiscal Year 2010 rates of the other nine large cities in the State of Iowa. Fiscal Benchmarks Tax Rates for Iowa's 10 Largest Cities 9320 „" "518 577.04 $17.85 $17.85 $17.97 $18.31 P16 $15.22 $15.58 a$14 $12.43 x$12 $70.03 510.81 `o _- - 10 -- z $8 X I"- $6 } o $4 -- - - - -_ W $2 Dubuque Ames WeslDes Cedar Davenport Des lovra City qom City Council Waterloo Moines* Rapids Moines* Bluffs `Includes the transit tax levy adopted by the Des Moines Regional Transit Authority for comparability. Dubuque's Fiscal Year 2011 property rate is $10.03. Dubuque's recommended City property tax rate of $10.03 per thousand dollars of assessed valuation is the lowest in the state as compared to the other nine cities in the State of Iowa with a population over 50,000. The highest ranked City (Waterloo - $18.31) is 83% higher than Dubuque's rate, and the average ($15.90) is 58% higher than Dubuque. The City faces some significant financial challenges over the next several years, with property tax increases for the average homeowner projected at 10.08% in Fiscal Year 2012, 5.50% in Fiscal Year 2013, 10.53% in Fiscal Year 2014 and 4.29% in Fiscal Year 2015. 1 know that the City Council will not be approving property tax guidelines of this magnitude so the City must continue to identify operational efficiencies to give the taxpayer the best value for their investment and the City must also identify additional revenue opportunities. The City Council has held six public meetings over the last month on the Fiscal Year 2011 budget recommendation. Based on that public input and the comments from the Mayor and City Council, I would like to offer an amended Fiscal Year 2011 budget recommendation that still meets the City Council guidelines. Library There has been interest expressed by Mayor Roy Buol and several City Council Members to fund staffing requests for the Library. Library Director Susan Henricks has submitted a revised staffing level request that totals $203,178. This request proposes to fund the first improvement package request for $126,948 for eight part -time entry level positions (7,830 hours annually or 3.75 FTE) to staff three information kiosks in the renovated Library and would eliminate 0.85 FTE or 1,775 hours annually for Library Clerks, providing a net increase of 6,055 hours annually or 2.9 FTE. In addition, the second improvement package is being requested to be funded for $76,230 for part -time Library Aide positions (3,132 total hours annually or 1.5 FTE) to staff the combined Teen and Readers' Advisory Desk in the renovated facility during open hours. In addition, it would be necessary to provide funding of the tenth improvement package for $1,500 to provide advertising to seek candidates for the Library positions requested. The recommended Fiscal Year 2011 budget already included proposed funding of $24,593 for a portion of the first improvement package for 3 part -time entry level positions (3,654 hours annually or 1.75 FTE) to staff the information kiosk located on the second floor of the historic part of the renovated Library. These positions were recommended to begin January 1, 2011. The net increase in the Fiscal Year 2011 budget if the revised staffing level requested by Library Director Susan Henricks is funded is $178,585. This increase would represent an additional 0.91% ($5.03) property tax increase for the average Dubuque homeowner above the property tax increase already included in the Fiscal Year 2011 budget recommendation, if it were funded with property taxes. The City is required by state law to publish a notice of public hearing for the Fiscal Year 2011 budget estimate no less than ten days and no more than twenty days before the date of the public hearing which has to be held by March 15 This notice of public hearing includes the estimated total tax levy rate per $1,000 valuation on regular property, the estimated tax levy rate per $1,000 valuation on agricultural land, estimated revenues and other financing sources, and expenditures and other financing uses by state program. The City of Dubuque's published estimated tax levy rate per $1,000 valuation on regular property was $10.03, which was the recommended tax levy rate in the Fiscal Year 2011 budget recommendation. This publication was an oversight on my part. In past years the published rate exceeded the recommended rate to provide flexibility in the budgeting process. The City cannot exceed the amount published for the estimated total tax levy rate per $1,000 valuation on regular property and the City cannot exceed the amount published for planned expenditures in each of the eight program areas in the final adopted budget. The eight program areas defined by the State for reporting purposes include: Public Safety, Public Works, Health and Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, and Capital Projects. The City must assign their various cost centers to one of these programs based on reporting guidelines prepared by the Iowa Department of Management. The additional Library staffing proposed to be added to the Fiscal Year 2011 budget would increase the recommended tax rate from $10.03 to $10.12 per thousand dollars of assessed valuation. This increase in the tax rate is not allowed by state law in Fiscal Year 2011 since the notice of public hearing for the Fiscal Year 2011 budget included an estimated tax rate of $10.03. The tax rate adopted for Fiscal Year 2011 must be $10.03 or less per $1,000 valuation of assessed valuation. When the expenses for the estimated budget was prepared for the notice of public hearing for the Fiscal Year 2011 budget, there was $50,000 added in expenses to the Culture and Recreation state program to add flexibility if additional expenses were to be added prior to the budget being adopted for Fiscal Year 2011. The total amount of positions requested to be added for the Library is $178,585, which exceeds the total published for the Culture and Recreation program area by $128,585. Only, $50,000 of the additional Library positions could be included in the Fiscal Year 2011 adopted budget, the remaining $128,585 would need to be included in the first amendment to the Fiscal Year 2011 budget. It is understood that a majority of City Council would like to provide $178,585 for the revised Library staffing request. It is possible to adopt the revised Library staffing request at this public hearing subject to a budget amendment in Fiscal Year 2011. City staff will include the Library staffing request of $178,585 as part of the first budget amendment in Fiscal Year 2011, which will be brought to the City Council to set the public hearing for the amendment at the first City Council meeting in Fiscal Year 2011, which is July 6, 2010. The Iowa Code does not allow an amendment to occur prior to the start of the fiscal year that the amendment is for. Water Pollution Control Plant Upgrade On March 3, 2010, a draft report of the constructability review for the Water Pollution Plant Upgrade was issued by Story Construction Company. This draft report has indicated that the $62,973,000 construction design and construction services cost originally estimated by Strand Associates, Incorporated is $7,723,000 overstated based mainly on the current bidding environment. Reductions in cost include $179,000 savings due to shortened project schedule from 30 months to 25 months which reduces overhead costs; $895,000 savings in the administrative building, aeration tanks and other structures; $3,614,000 savings in equipment installation costs; $385,000 savings in yard piping based on square footage and size; $250,000 cost increase in plumbing and HVAC; and $2,900,000 savings for emergency generators and process controls based on historical cost. A schedule of bidding procedures for the Water Pollution Control Plant Upgrade is as follows: April 5, 2010 City Council approves project going out for bid April 6, 2010 WPC Plant Upgrade Project request for bidders advertisement April 27, 2010 Pre -bid meeting May 27, 2010 Bids are due May 31, 2010 Request for information from bidders June 11, 2010 Bid letter received from Strand June 21, 2010 Bid approval At the time the capital improvement project for the Water Pollution Control Plant Upgrade was created for the Fiscal Year 2011 budget, costs were increased $6,268,929 over three fiscal years, FY 2012 thru 2014, based on the 90% design done by Strand Associates, Incorporated. The $7,723,000 reduction in cost allows the $6,268,929 additional cost added in FY 2012 thru 2014 to be eliminated as well as a reduction of $1,431,071 in cost in FY 2011. The $7,723,000 reduction in project cost impacts the proposed rate increases over the next six years as follows: Sewer Rates FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Previously Recommended 11% 13% 14% 16% 13% 14% FY 2011 Rate Increases Revised Recommended 9% 11% 13% 15% 12% 12% FY 2011 Rate Increases Recommendation I respectfully recommend the following: $178,585 of the Library's minimum staffing request would be funded, adding 4.40 net full -time equivalents (9,187 hours annually) to the Library's personnel complement subject to a budget amendment in Fiscal Year 2011. This cost would be partially funded in FY 2011 by increasing the projected DRA lease revenue, which each year is partially used in the general fund to reduce property taxes, by $51,900 due to the Mystique currently performing better than budgeted projections. The remaining $126,685 is recommended to be funded by changing the split of the DRA lease revenue from 85% operating and 15% capital to an estimated 86.5% operating and 13.5% capital. The reduction in capital funding from the DRA lease will require reducing the FY 2011 CIP by an estimated $117,144. 1 am recommending delaying a portion of the construction of the Eagle Point Park — Riverfront Pavilion Restoration project by $117,144 and rebudgeting it in FY 2012. There will still be available $52,856 for design and a portion of the construction of the Riverfront Pavilion Restoration project. The reduction in Fiscal Years 2012 -2015 capital improvement projects totaling $525,084 will be dealt with during the budget process for those years. • $7,723,000 reduction in the Water Pollution Control Plant Upgrade capital project which would reduce the total cost budgeted in the five -year CIP from $62,973,000 to $55,250,000 and causes a 2% reduction in the recommended rate increase in FY 2011 for Sanitary Sewer, reducing the FY 2011 rate increase from 11 % to 9 %. I respectfully request Mayor and City Council approval of the revised FY 2011 budget recommendations. Michael C. Van Milligen MCVM /jml Attachments cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Jenny Larson, Budget Director Memorandum To: Mike Van Milligen, City Manager and Jenny Larson, Budget Director CC' Library Board of Trustees From: Susan Henricks, Library Director Fie: FY 2011 Budget — Library Staffing Date: march 3, 2010 As a follow up to the Budget Hearing of February 24, a listing of positions discussed are below: Improvement Package #1 Library Assistant Positions 7,830 hours or +3.75 FTE} 10036200 _ 61020 part time employees 10036200 — 61310 IPERS 10036200 -61320 FICA Total 10036220 — 61020 part time employees 10036220 61310IPERS 10036220 — 61320 FICA Total Total requested Assistants $85,246.78 $ 5,924.31 $ 6,521.11 $97,692.70 $41,987.22 $ 2,918.19 $ 3,211.89 $48,117.30 $145,810.00 Reduction in Library Clerk Positions ( -1,775 hours or -0.85 FTE} 10036220 — 61020 part time employees ($16,459.00) 10036220 — 61310 I PERS ($ 1 10036220 — 61320 FICA ($ 1 Total Reduction in Library Clerks ($18,862.00) Net Budget Impact of Library Assistants = $126,948.00 Library Aide Positions (+3,132 hours or 1.5 FTE) 10036200 — 51 020 part time employees 10035200 — 51310 1 PERS 10036200 -- 51 320 FICA Total 10036210 — 51 020 part time employees 100352 10 -- 51310 1 PERS 10036210 — 51320 FICA Total $33,259.00 $ 2,312.00 $ 2,544.00 $38 $33,259.00 $ 2,312.00 _$ 21544.00 $38,'115.00 Total Aides $ 76 Total All - $203,178.00 FY 2011 Budget Recommendation ($24,593.00) Net Budget Impact of Additional Staffing Request $178,585.00 The Board will review overall staffing over the next several months and make decisions as to what the impact will be on operations without the remaining requested positions that cannot be funded in FY 11. All hours of operation, existing personnel, and services will be reviewed in -depth and as decisions are made they will be shared with you immediately. Please contact me should you have questions. - 237 - - 238 - fir. 1 s. Improvement Package Sumn�ar� I of 13 The total of this decision package would allow funding of 8 part -time entry level positions (7,830 hours annually or 3.75 FTE) to staff three information kiosks in the renovated Library. Staff in the kiosks will be the first point of contact for library patrons providing directional questions, answering the phone, referring when necessary, checking in some library materials, handling retail sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks. The Library clerks in Adult Services (1,775 hours annually or .85 FTE) will no longer be required with this staffing model. Total Related Cost: $126,948 Tax Funds --- Recurring Total Property Tax Impact: +$.05411 +.64% Activity: Adult Services This decision package can be broken down into the following smaller packages as follows: la This portion of the improvement package would fund 3 part -time entry level positions (3,554 hours annually or 1.75 FTE) to staff the information kiosk located on the second floor of the historic part of the renovated Library. Staff in this kiosk will be the critical as a door monitor, as w ell as being the -239- % Change IFY 2008109 FY 2009110 FY 2009114 FY 2010111 from Adopted Budget Highlights Actual Adopted Amended Recomm'd FY 2009119 Employee Expense 1, 525,042 l ,694,344 1 ,594, 344 1 6.4% Supplies and Services 778,505 815544 873 782,961 -4.0 Machinery and Equipment 58,401 30,745 30,745 43,375 41.1 Subtotal 2,452,948 2 2 2,629,108 3.5 Debt Service 149 224 224,852 228 1.7% Total Requirements 2 2 2 2 Resources Library Gift Trusts 130,875 15,000 15 16 6.7% State Grants 14 13,000 13 14,000 7.7% TIF Revenue for Debt Abatement 149,049 224,852 224,852 228,644 1.7% Operating Revenue 236,541 79,950 79,950 115 44.5% Total 530,479 332 332,886 374 60.6% Property Tax Support 2 2 2,490, 385 2,483, 553 50 Percent Self Supporting 20.3% 12.0% 11.8% 13.1% Percent Increase (Decrease) 2.1% Personnel - Authorized FTE 29.24 28.87 28.87 29.27 Improvement Package Sumn�ar� I of 13 The total of this decision package would allow funding of 8 part -time entry level positions (7,830 hours annually or 3.75 FTE) to staff three information kiosks in the renovated Library. Staff in the kiosks will be the first point of contact for library patrons providing directional questions, answering the phone, referring when necessary, checking in some library materials, handling retail sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks. The Library clerks in Adult Services (1,775 hours annually or .85 FTE) will no longer be required with this staffing model. Total Related Cost: $126,948 Tax Funds --- Recurring Total Property Tax Impact: +$.05411 +.64% Activity: Adult Services This decision package can be broken down into the following smaller packages as follows: la This portion of the improvement package would fund 3 part -time entry level positions (3,554 hours annually or 1.75 FTE) to staff the information kiosk located on the second floor of the historic part of the renovated Library. Staff in this kiosk will be the critical as a door monitor, as w ell as being the -239- first point of contact for library patrons providing directional questions, answering the phone, referring when necessary, checking in some library materials, handling retail sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks. The Library Clerks in Adult Services (1,775 hours annually or .85 FTE) will no longer be required if all kiosks are staffed (representing an annual savings of $18,882). These positions are recommended to start January 1, 2011. The full year cost of these positions in FY12 is $50,189. Related Cost: $88,047 Tax Funds —Recurring Recommend - Yes Related Cost Savings: ($18,852) Tax Funds — Recurring Start Date: January 1, 2011 Net Cost. $49,185 FY 2011 Cost, $24,593 Property Tax Impact: +$.02481 +.25% FY 2012 Recurring Cost: $50,189 Activity: Adult Services Property Tax Impact: +$.0124/+.12% 1b This portion of the improvement package would fund 3 park -time entry level positions (2,810 hours annually or 1.25 FTE) funding of part -time entry level positions to staff the information kiosk in located on the first floor at the entrance of the renovated Library. Staff in this kiosk will be the critical as a door monitor, as well as being the first point of contact for library patrons providing directional questions, answering the phone, referring when necessary, checking in some library materials, handling retail sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks. Related Cost: $48,505 Tax Funds — Recurring Recommend - No Property Tax Impact: +$.02451 +.24% Activity: Adult. Services 1c This portion of the improvement package would fund 2 part -time entry level positions (1,555 hours annually or .75 FTE) funding of part -time entry level positions to staff the information kiosk in located on the first floor at the entrance of the renovated Library. Staff in this, kiosk will be the critical as a door monitor, as well as being the first point of contact for library patrons providing directional questions, answering the phone, referring when necessary, checking in some library materials, handling retail sales, maintaining public bulletin boards, and basic reference materials to mention some of the tasks. Related Cost: $29,157 Tax Funds — Recurring Recommend - No Property Tax Impact: +$,01471 +.15% Activity: Adult Services 2 of '13 The total of this decision package allows funding of part -time Library Aide positions {3,132 total hours annually or 1.5 FTE} to staff the combined Teen and Readers' Advisory Desk in the renovated facility during all open hours. The staff member in this position will work directly with teens in their area. Building service to teens is a Library department goal, a department review recommendation, and directly supports the Every Child Every Promise initiative. This position will also have in -depth familiarly with all fiction, genres, and authors from Young Adult through Adult literature and be able to research and refer titles to patrons based on an interview and using the collection, print, online, and Readers' Advisory resources. This will be the only position to serve adult patrons on first floor. Adult Services will be located on two floors in the renovated facility; staff presence on the first floor is essential. Total Related Cost: $78,230 Tax Funds -- Recurring Total Property Tax Impact: +$.03851 +.38% -240- Activity: Adult Services 1 Children Services This decision package can be broken down into the following smaller packages as follows: 2a This portion of the improvement package would fund 3 part -time Library Aide positions (2,010 total hours annually or 1.25 FTE) to staff the combined Teen and Readers' Advisory Desk in the renovated facility during the majority of open hours. The staff members in these positions will work directly with teens in their area. Building service to teens is a Library department goal, a department review recommendation, and directly supports the Every Child Every Promise initiative. These positions will also have in -depth familiarly with all fiction, genres, and authors from Young Adult through Adult literature and be able to research and refer titles to patrons based on an interview and using the collection, print, online, and Readers' Advisory resources. These will be the only positions to serve adult patrons on first floor. Adult Services will be located on two floors in the renovated facility; staff presence on the first floor is essential. Related Cost: $03,525 Tax Funds -- Recurring Recommend - No Property Tax Impact: -x$.03211 +.32% Activity: Adult Services 2b This portion of the improvement package would fund 1 part -time Library Aide positions (522 total hours annually or .25 FTE) to staff the combined Teen and Readers' Advisory Desk in the renovated facility during the majority of open hours. The staff member in this position will work directly with teens in their area. Building service to teens is a library department goal, a department review recommendation, and directly supports the Every Child Every Promise initiative. This position will also have in -depth familiarly with all fiction, genres, and authors from Young Adult through Adult literature and be able to research and refer titles to patrons based on an interview and using the collection, print, online, and Readers' Advisory resources. This will be the only position to serve adult patrons on first floor. Adult Services will be located on two floors in the renovated facility; staff presence on the first floor is essential. Related Cost: $12,704 Tax Funds — Recurring Recommend - No Property Tax Impact: +$.00041 +.06% Activity: Children Services 3of13 This decision package allows funding of a part -time Librarian I position (1 ,555 hours annually or .75 FTE) that will provide for the Reference Desk to be staffed by a professional librarian during all open hours seven days a week reducing the time spent at the Reference Desk by staff from Technical Services, Circulation Services, and Administration. Reducing time spent by managers from other activities on the Reference Desk will eliminate the need to request a 0.5 FTE library assistant (decision package #7) in Circulation and reduce a needed 0.5 FTE information technology specialist (decision package #5) to a 0.5 FTE Library Technology Specialist Assistant (intern) which will otherwise be needed in the renovated Library. Related Costs: $42,424 Tax Funds -- Recurring Recommend - No Property Tax Impact: +$.02141 +.21% Activity: Adult Services -241- 4 of 13 This decision package will provide for 3,550 additional hours annually ('i.7 FTE) for part -time Library Clerks to shelve materials in the renovated facility (two floors and four distinct locations in the building) as well as collect returns from various points in the Library for Circulation staff and check -in materials. Related Cost: $35,533 Tax Funds -- Recurring Recommend - No Property Tax Impact. +$.01851 +.18% Activity: Circulation Services I Youth Services 5 of '13 This decision package would allow funding for a part -time Library Information Technology Specialist ( ,044 hours annually or 0.5 FTE), The Library currently has 1 FTE to manage all aspects of 85 public and staff computers, 7 servers, and the network for all open hours, seven days a week. This staff member troubleshoots technology problems experienced by staff and patrons using Library electronic resources, manages the Library's web site, Internet access and wireless Internet access, Internet management software, databases, printers for the public, staff, and those unique to the circulation system, deals with vendors, and manages other Library software and databases as well as trains Library staff. when the Library is renovated, two self -check machines will be added and ten more desktop computers. Library visits will increase dramatically which will result in an increase in requests for technical support from staff and patrons. A half -time assistant to the Information Technology Specialist will ensure Library patrons will receive the technology assistance they need to fully use the Library. If improvement package #3 if funded, this position will not be needed as the Manager will not be working at the Reference Desk and will be able to assist in higher level projects. Related Cost: $25,410 Tax Funds - Recurring Recommend - No Property Tax Impact: +$.01281 +.13% Activity: Technical Services 8 of 13 This decision package would allow funding for a part -time Library Technology Specialist Assistant (intern) (1 ,044 hours annually or 0.5 FTE). The Library currently has 1 FTE to manage all aspects of 85 public and staff computers, 7 servers, and the network for all open hours, seven days a week. This staff member troubleshoots technology problems experienced by staff and patrons using Library electronic resources, manages the Library's web site, Internet access and wireless Internet access, Internet management software, databases, printers for the public, staff, and those unique to the circulation system, deals with vendors, and Manages other Library software and databases as well as trains Library staff. When the Library is renovated, two self -check machines will be added and ten more desktop computers. Library visits will increase dramatically which will result in an increase in requests for technical support from staff and patrons. A half - time assistant to the Information Technology Specialist will ensure Library patrons will receive the technology assistance they need to fully use the Library. Related Cost: $15,380 Tax Funds - Recurring Recommend - No Property Tax Impact: +$.00781 +.08% Activity: Technical Services 7of13 This decision package would allow funding for 438 additional hours annually (.21 FTE) for the part-time on call Librarian Assistants in Circulation. The part -time Library staff positions include sick leave and -242- vacation benefits. When these employees are ill or on vacation, a substitute is called to work at the public service desks. In recent years, more staff positions have been added in the Circulation area, but the hours covered by substitutes were not increased. This has caused the part -time employee budget line in Circulation to be exceeded by $5,792 in FY 2009 and $9,380 in FY 2007. Funding of this decision package would ensure adequate staffing at the public service desk in Circulation. Related cost: $8,003 Tax Funds - Recurring Recommend - No Property Tax Impact: +$.00431 +.04% Activity: Circulation Services 8of13 This decision package allows funding of a part -time Library Assistant positions (1 ,044 hours annually or 0.5 FTE) to provide public service desk of Circulation to respond to telephone calls, and assist patrons in person by checking out materials, handling fines, and registering new borrowers. This position also manages the patron records in the database. Belated Cost: $19,441 Tax Funds — Recurring Recommend - No Property Tax Impact: +$.00981 +.l0% Activity: Circulation Services 9 of 13 This improvement level decision package will provide for one part -time library assistant ('1,044 hours annually or 0.5 FTE) in Youth Services. This position would provide public service to children and adults working with children by assisting at the Youth Services information desk answering directional questions in person, on the phone, or electronically and helping people find the materials they need during the Library's busiest times. This position will provide for consistent customer service from regular employees rather than relying on substitutes for additional staffing coverage on weekends. Additional programming opportunities during non - traditional hours will be realized through the funding of this position because this position will be able to work at the desk while the Library Aides conduct programming. Related Cost: $19,441 Tax Funds - Recurring Recommend - No Property Tax Impact: +$.0998! +.l0% Activity: 'Youth Services 10 of '13 This decision package will provide for the advertising to take place to seek candidates for the Library positions requested in the FY 2011 budget, Related Cost: $1 ,500 Tax Funds --- Non- Recurring Recommend - No Property Tax Impact: +$.00081 +.Ol % Activity: Administrative Services 11 of 13 This improvement level decision package will provide for new book titles to be added to the Young Adult book collection each year to maintain and improve service to young adults with the goal to grow more readers in this age group. The current Young Adult book budget does not provide enough funds to acquire each year's award - winning books listed on the American Library Association's "Best Books for Young Adults" and the Printz Award winners along with the popular series paperbacks. When the Teen Room was established in FY 2007, circulation of print materials to this age group rose 20 %. Circulation of print materials in FY 2008 rose 46% to this age group, There is a demand to which the Library has responded. The study "To Read or Not to Read" conducted by the National Endowment for the Arts published in November 2007 reports that the greatest decline in reading is in the age group of teens. The decline of reading represents a decline in literacy. Literacy skills are closely related to academic success, employment, and community engagement and even voting. A library department in 2005 ranked service to young adults a priority and service to this age group supports the Every Child Every Promise initiative. Related Cost: $2,000 Tax Funds — Recurring Recommend - No Property Tax Impact: +$.0010/+.01% Activity: Youth Services 12 of '13 This decision package will provide for the purchase of 2,531 ,324 kWh of electricity from a certified clean source over a two -year period of time. Green Energy would also provide for five credits to go toward LEED -EB credits. The projected LEED score sheet total as of July 2009 was 40 points which is two points below the Gold LEED certification and at the high end of the Silver LEED certification. Five additional LEED points would put the Library into the LEED Cold certification range. The purchase of green energy would begin April 2010 when the LEED performance period begins. Related Cost: $2,924 Tax Funds -- Non - Recurring Recommend - No Property Tax Impact: +$ .00151+ . 0'1 % Activity: Maintenance Services 13 of '13 This decision package will provide for the purchase three Adobe software licenses. Adobe software is used for digitization, web design and editing. The software is used every day. Related Cost: $1,200 Tax Funds -- Non - Recurring Recommend - Yes Property Tax Impact: +$-0006/+.01% Activity: Technical Services Sinnificant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense FY 2011 employee expense reflects a 3.5% wage package increase. Also, the Iowa Public Employee Retirement System (IPERS) increased the City contribution from 6.65% to 6.95% and the employee contribution from 4.3% to 4.5 % (which did not affect the City's portion of the budget). The increase in the City contribution for IPERS increased the Library budget by $4 or 4.5% in FY 2011. 2. The City portion of health insurance expense is budgeted to be increased from $005 per month per contract to $725 per month. - r'his increase in health insurance expense increased the Library budget $21,600 or 16% in FY 2011. Supplies & Services 3. Postage and Shipping increased from $9,770 in FY 2010 to $12,243 in FY 2011 based on FY 2009 actual of $14,243. 4. Office Equipment Maintenance Contracts decreased from $25,478 in FY 2010 to $19,558 in FY 2011 based on actual maintenance cost of the city -wide multifunction copier/printer/scanners in FY 2009, 5. Printing and Binding increased from $4,958 in FY 2010 to $5,542 in FY 2011 based on ordering new letterhead and envelopes due to a new logo and Leisure Services charges for brochure printing three times a year. 6. Legal Notices and Ads decreased from $8,596 in FY 2010 to $6,818 in FY 2011 based on FY 2009 actual of $5,840. 7. Dues and Memberships increased from $1 ,954 in FY 2010 to $2,625 in FY 2011 based on FY 2009 actual of $2,334. 8. Property Insurance decreased from $24,588 in FY 2010 to $15,428 in FY 2011 due to the City's insurance agent going out for bid and the budget being based on the new contract with the new carrier. 9. Conferences Travel decreased from $17,850 in FY 2010 to $14,000 in FY 2011 based on actual locations that the conferences will be held and two national conferences were held in FY 2010 (July 2009 and June 2010). 10. Electricity Utility Expense decreased from $68,283 in FY 2010 to $55,660 in FY 2011 based on FY 2009 actual of $53,010 and an increase of five percent. 11. Gas Utility Expense decreased from $17,021 in FY 2010 to $12,489 in FY 2011 based on FY 2009 actual of $12,489. 12. Telephone decreased from $8,416 in FY 2010 to $5,148 in FY 2011 based on FY 2009 actual of $6,147. 13. Property Maintenance decreased from $15,098 in FY 2010 to $7,000 in FY 2011 based on less maintenance being required after the completion of the Library Renovation project. 14. HVAC Maintenance decreased from $10,000 in FY 2010 to $3,888 in FY 2011 based on the entire system being replaced as part of the Library Renovation project and being under warranty in FY 2011. 15. Motor Vehicle Fuel increased from $521 in FY 2010 to $1,009 in FY 2011 based on FY 2009 actual of $985. 16. Motor Vehicle Maintenance increased from $150 in FY 2010 to $1,500 in FY 2011 due to the van being four years old and requiring more maintenance. 17. Library Material budgets which include books, audio /visual, periodicals, continuationslsenals, CD ROMs, and video materials increased from $334,948 in FY 2010 to $350,623 in FY 2011 based on a 2.5% increase over FY 2010 budget for books, 5% increase over FY 2010 budget -245- for audio and visual materials, 2.5% increase over FY 2010 budget for continuations and serials, and 2.5% increase over FY 2010 budget for video materials. 18. Online Information Service increased from $40,333 in FY 2010 to $42,411 in FY 2011 based on a 4% increase over FY 201:0 budget. 19. Bill Collection Services increased from $3,100 in FY 2010 to $4,133 in FY 2011 based on FY 2009 actual of $4,133. 20. Speakers and Programs increased from $0 in FY 2010 to $7,779 in FY 2011 due to the expenses being budgeted in the General Library Trust fund in FY 2010 and represent the mileage, honorarium, and supplies for adult, children, and teen programs. 21. General Library Trust expenses include $5,000 for online information services and $2,000 for promotion, which totals $7,00. Machinery & Equipment 22. Equipment replacement items at the maintenance level include: Adult Services Microfilm Reader Printer $10 Book Carts $ 1 Typewriter $ 900 Circulation Services Self Check $22 Coin changer $ 3 Telephone Headsets (6) $ 2 Technical Services Book Carts $ 1 Software Upgrades $ 820 Maintenance Services Wet/Dry Vacuum $ 855 Debt Service 22. Debt Service of $228,644 is budgeted for the Library Renovation urban renewal general obligation bond borrowed in FY 2009 and is paid with Greater Downtown TIF revenue. Revenue 23. Inter - library Loan Fees of $2,200 reflects a $1.00 fee for each inter - library loan request and partial reimbursement from the State and is projected to remain stable. 24. Direct State Aid is expected to increase from $13,000 in FY 2010 to $14,000 in FY 2011 and is contingent on the Iowa Legislature allocating funds. 25. The County 28 -E agreement income is anticipated to decrease from $12,000 in FY 2010 to $9,904 in FY 2911 based on the projected decrease of use of the Library by non - residents, and Non-Resident Library Fees is anticipated to increase from $12,590 in FY 2010 to $17,250 in FY 2011. 20. Meeting Room Fees increased from $250 in FY 2010 to $1,300 in FY 2011 due to the Library Renovation project being completed in FY 2010 and based on FY 2009 actual of $1,432. 27, Copy Service charges increased from $8,500 in FY 2910 to $10,100 in FY 2911 based on FY 2009 actual of $10,183. 28. Book Fines increased from $43,000 in FY 2010 to $75,000 in FY 2011 due to the Library Renovation project being completed in FY 2010 and more DVD's being checked out and increasing fines. Miscellaneous 29. The maintenance level budget is 13% self - supporting compared to the revenue guideline of 13 %. Form 531.1 Department of Management NOTICE OF PUBLIC HEARING BUDGET ESTIMATE FISCAL YEAR BEGINNING JULY 1, 2010 - ENDING JUNE 30, 2011 City of Dubuque , Iowa The City Council will conduct a public hearing on the proposed Budget at Historic Federal Building on 03/09110 of 6.30 pm (Date) xxlxxfxx (hour) The Budget Estimate Summary of proposed receipts and expenditures is shown below. Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor, City Clerk, and at the Library. The estimated Total tax levy rate per $1000 valuation on regular property .......... $ 1 ❑.02741 The estimated tax levy rate per $1000 valuation on Agricultural land is .. ......... $ 3.00375 At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part of the proposed budget. (563) 589 -4121 Jeanne F. Schneider, City Clerk phone number City Clerk/Finance Officers NAME Budget FY 2011 Re- estimated FY 2010 Actual FY 2009 (a) (b3 (c) FRevenu a & ❑ther Financin Sources ied on Property 1 ... 19,177,697 ....... 18,331,912 17,959 Less: Uncollected Property Taxes -Levy Year 2 ❑ 0 588,358 Net Current Property Taxes 3 19 77,697 1 8,331,912 17,371 ,062 Delinquent Property Taxes 4 0 0 5 TIF Revenues 51 9,080,612 6,610,851 4,942,358 Other City Taxes 6 14,628,325 13,591,708 1 1,184 Licenses & Permits 7 1,187,750 1,336,745 3,273,944 Use of Money and Property $ 17,144,673 12,833,420 14 Intergovernmental 91 41,81 ❑,047 56,370,847 16,893,400 Charges for Fees & Service 10 29,537,134 34,305,687 23,309,454 Special Assessments 11 229,000 1,945,851 141,860 Miscellaneous 12 6,930,645 6,350,736 12,446,367 Other Financing Sources 131 52,491,531 125,491,881 27,407,268 Total Revenues and other Sources 141 192,217 277,170,638 131,388,550 .......... r n Ex Othe inane Use & Fly q Public Safety 15 23 22,667,259 20 Public works 16 11, 336,376 11,873 11 Health and Social Services 17 1 18 1 889,254 958,395 870 Culture and Recreation 9,262,448 9,060,529 8 Community and Economic Development 191 11 ,728,675 12,242,720 10,071,244 General Government 20 6,937,832 6,863,358 5,673,727 Debt Service 21 6,445,719 5,807,516 5 Capital Projects 22 37,154,253 75,076,733 38,575,015 Total Government Activities Expenditures Business Type 1 Enterprises 231 241 107,030,735 62 144,549,908 94,432,077 101,214,124 30,322,662 Total ALL Expenditures 25 169,696,565 238,981,985 131,536,786 Transfers Out 261 23,646,450 67767 12,143,233 Total ALL Expenditures /Transfers Out 27 193,343,015 306,749,915 143 Excess Revenues & Other Sources Over (Under) Expenditures /Transfers Out 28 -•1 ,'125,601 ........ 29,579,277 ... -12,291,469 Continuing Appropriation 29 0 0 Beginning Fund Balance July 1 30 23,257,306 52,836,583 65,128,052 Ending Fund Balance June 30 31 22,131,705 23,257,306 52,836,583 Dubuque wPCP Modifications DRAFT REPORT" March 3, 2010 The following is Story Construction Co.'s Constructability Review for the Dubuque WPCP Modifications as designed by Strand Associates Inc. Topics to be discussed include: 1. Project Budget 2. Project Schedule 3. Site Access & Construction Staging Area/Needs 4. Temporary Sludge Management 5, Temporary Pumping /By- Passing 6. Recycling /Waste Management 7. Energy Star Rebates /Pay Application 8. Constructability Considerations 1. Project Budget The most current (January 2010) Opinion of Probable Construction Cost (OPCC) totals $S4,867,.000 including a 10% contingency. In short, our review indicates that bid day pricing will range in the $45 - $48M dollar range. we have summarized on Exhibit "A" Project Cost Summary a breakdown of the cost to provide additional detail to our review. We have listed below our opinion of the difference in cost between the two estimates. Division 1 — A smaller /shorter project than anticipated will require reduced General Conditions. Division 2 -10 —The Administration Building offered $470K in savings based on SF pricing history from similar projects. The Aeration Tanks provided savings totaling $6501< as the OPCC seemed to anticipate removal and replacement of the concrete deck. All other Building /Structures added $2251< in a variety of different areas. Division 11 Equipment --- our historical equipment installation costs ranges are 7 -10% of the equipment material value. The OPCC includes the installation cost at 35% of equipment value. Divisions 12 -14 - our historical equipment installation costs ranges are 7 -10% of the equipment material value. The OPCC includes the installation cost at 35% of equipment value. Please note that the Digester Cover installation cost does not follow the 7 --100 rule as that installation cost does total 35% of the material cost. Divisions 2 & 15 Piping —The savings in this area are all attributed to Yard Piping. our historical costs based on the footage and size of the pipe shown would create that savings of $385K. We did not complete a detailed takeoff and pricing of the interior process pipe, but summary level analysis would indicate that the OPCC includes more money than will be necessary provided cement lined ductile iron pipe is used. Potential savings from the cement lined Process Piping could range from $250K - $500K. The current specification requires glass lined pipe and that requirement would consume any of the potential savings from the Process Piping. Division 15 Plumbing & HVAC — Historical cost information would lead us to anticipate cost in this area to be higher than those included in the OPCC by $250K. Division 15 -- After accounting for the Emergency Generators and Process Controls, historical cost information would lead us to conservatively anticipate savings in this area of $2.91M. Potential additional savings could range from $500K - $IM. Current Market -- The current market conditions and recent bid results would lead us to anticipate savings beyond those described above. Those savings could range in the 3% - 7/o range of the total project. Aggressive advertisement of the projects, clear bid documents and timely, informative responses to bid questions are the most productive ways to achieve these additional savings. 2. Project Schedule We have created a detailed schedule of the Project (Exhibit "B ") which illustrates 25 months construction duration. our recommendation would be to provide contract time of 30 months to Substantial Completion and 2 additional months to obtain Final Completion. Providing additional time in the bidding documents should not add cost to the project and it may allow smaller firms with fewer resources to bid the project thus increasing competition. The one down side to lengthening the construction duration is that the Plant Staff is forced to operate the plant during remodeling for a longer duration. Our schedule analysis focused on the Digester Complex, Solids Processing wilding and Disinfection System. The Digester Complex and Solids Processing Building contains the most technically difficult work with the highest degree of coordination required with the Plant Staff. Our feeling is that these areas of work need to be the focus of the Contractor with other areas of work scheduled in such a way to level manpower and to take advantage of seasonal changes. Additionally, the intermediate completion milestone for the Digesters does not appear to provide any schedule benefit with the possible exception of limiting the time the Plant Staff is impacted by conditioning sludge using the old system during the reconstruction. The window to modify the Disinfections Systems is aggressive yet obtainable. The Contractor can take advantage of the time required to relocate the main entrance and focus concrete manpower on the Disinfection System prior to starting the Digester Complex. our analysis is based on the assumption that adequate power is available in the existing gear to operate the UV Equipment. Should the assumption be wrong, the UV System work would need to be delayed one year to wait for the new electric service and equipment. Based on our schedule, that delay does not appear to adversely affect the overall project duration. This delay may affect the plant's ability to process water effectively and that should be reviewed prior to approval any type of delay. The balance of the work has a good combination of inside and outside work. This should reduce the need and cost for temporary enclosures while also allowing the contractor to level manpower and equipment needs, 3. Site Access & Construction Staging Area /Needs As our schedule indicates, the new main access road on the west side of the site will need to be the first work completed. with this work complete, the work at the Digester Complex can begin while allowing unobstructed access to the site for both the Plant Staff and the Contractor. it would appear that tight but adequate construction staging areas are present on the jobsite within the limits of construction as presently shown. Exhibit "C" indicates six locations we believe will need to be used as some point during the project by the contractor to adequately support the work. Area A: 50' x 150' = 7,500 sq. ft. Area B: 80' x 110' = 8,800 sq. ft. Area C: 80' x 100' = 8 sq. ft. Area D: 130' x 130' = 16,900 sq. ft. Area E: 80' x 150' = 12,0010 sq. ft. Area F: 15' x 570' = 8 sq. ft. We would recommend that the owner make contact with the land owner to the west to explore the possibility of leasing are area 150' x 250' near the Digester Complex. This space would be required should the contractor want to build the Digester Covers on the ground and set them in place with a crane. The contract documents could include the lease rate which give the Contactor the options to use the land and if is so, they can include the necessary rental cost in their bid. 4. Temporary Sludge [Management Exhibit "D" details a possible sequence for the demolition and reconstruction of the Solids Processing Building in combination with the start -up of the Digester Complex. This sequence can be mandated by the specification or merely used as a guideline. In a short bidding window, most contractors will use whatever sequence is provided to them and look to alter the sequence after they have started the project and had additional time to understand all the plant operational and construction requirements. 5. Temporary-By-Pass Pumping We have reviewed three locations where temporary by -pass pumping was believed to be required. These locations include the Primary Clarifier Influent Splitter Box (Structure2o), Structures 28, 32, 35 & 37 and the Mixed Liquor Splitter Structure (Structure 48 ). a. The Primary Clarifier Influent Splitter Box (Structure 20) would seem to have two possible sequences /options to consider as listed below. 1. The first option would be to by -pass pump around the box direct to the Primary Clarifiers to allow the existing gates to be removed, concrete repair coatings to be applied and cured and the new gates to be installed as shown. The by -pass pumping will cost $125K /month to provide 29 MGD capacity and will most likely need to be used for 2 months to meet the requirements of the concrete repair coatings. 2. The second option would to move the gates to a surface mounted location in the throat of the opening or on the discharge side of the box. This option would also require using an alternate Tanit Lining System as described in Exhibit " " as the concrete repair material as these materials can be used in damp conditions. This option would eliminate the need and cost for by -pass pumping. b. Structures 28, 32, 35 & 35 require extensive work. we have developed a sequence (Exhibit "E ") that eliminates the need for any bypass pumping. c. The Mixer Liquor Splitter Structure (Structure 48) would seem to have two possible sequences /options to consider as listed below. 1. The first option would be to by -pass pump around the box direct to the Secondary Clarifiers to allow the existing gates to be removed and the new gates to be installed as shown. The by -pass pumping will cost $125K /month to provide 29 l\AGD capacity and will most likely need to be used for minimum of 1 month. Please note that no concrete repair work is indicated at this location. Should concrete repair be required, the length of the by -pass pumping would be identical to item "a" above. 2. The second option would to move the gates to a surface mounted location in the throat of the opening or on the discharge side of the box. This option would eliminate the need and cost for by -pass pumping. 6. Recycling / taste Management In review of Section 01740 Construction Waste Management and Disposal, we offer the following comments; A. The goal of 75% by total weight of waste generated seems realistic and attainable. B. There would be some additional cost to the project for the extra administration required. Some examples are developing and writing up a Waste Management Plan, the Summary Reports required with the payment applications, the Final Report, record keeping, getting information from subcontractors, training, and jobsite education. C. There would be some additional labor cost with the sorting of debris, if a material recovery center is not available. This additional labor would be minimal. D. In 3.01 -D.3 the following materials are listed as the minimum to be recycled, please review the comments after each item, 1. Brick —Appears there would be minimal waste of this type and reprocessing is available close to the jobsite. 2. Cardboard -This is easily recycled in the area and would not amount to much. 3. Concrete -This would be a major portion of the total weight of waste generated and options for reprocessing are in close proximity to the jobsite. 4. Metals —This would be a major portion of the total weight of waste generated and options for reprocessing are in close proximity to the jobsite. 5. Crushed stone and bituminous pavement -- This would be a major portion of the total weight of waste generated and options for reprocessing are in close proximity to the jobsite. 0. Plastic, paper goods, and aluminum cans - -These items are is easily recyclable in the area and the waste would be minimal. 7. Drywall —this would be fairly minimal in comparison to the total weight generated. If this had to be recycled and could not be part of the 25% of total weight to be land filled, then It would be hauled to a processing facility in Eddyvilie, Iowa. Possibly additional options in Wis., or Ill.? 8. Wood and Lumber — Minimal waste generated and options in close proximity for reprocessing. 9. EPDM roofing — No option found for reprocessing that was within a reasonable distance of the site. This material would most likely have to be land filled. 10. Ceiling Tile —This appears to be minimal in comparison to the other tonnages but recycling options are available. It would have to be trucked to Madison, Wl. or Bettendorf, IA. Is it plausible to haul the small amount of ceiling the 100 miles to be recycled? If not, then this would go to the 25% of waste to be land filled. 11. Equipment removed —This would amount to a major portion of the tonnage and most would be scraped with metals. 7. Energy Star Rebates /Pay Applications In review of Section 01800 Utility Rebate Requirements, we offer the following comments: A. There would be some additional cost to the project for the extra administration required for both the Prime Contractor and the subcontractors. This would be attributed to the additional time to request, track, and compile this information each month. B. In 2.01A the following work categories are listed with the minimum requirements of each: 1. Appliances —This information should be easily attainable and we would foresee no problems getting it submitted for items in this category. 2. Plumbing —This information for most items would be easily attainable upon installation of the equipment. It may be helpful to include a table of specific types of equipment that require the rebate submittal, much like the table for the electrical section. Is it just for water heaters? or do toilets, faucets, etc. require documentation? 3. Electrical -- This seems very straight forward and clear, with the additional table provided. It may be advantageous to include similar tables for the other categories. 4. insulation —This may be the most difficult to get information gathered as it includes some many different trades and contractors with both the installation of insulation material and the installation of joint sealants. 5. Windows —This information should be easily submitted with very little additional work and should not be a problem. 6. Doors -- This information should be easily submitted with very little additional work and should not be a problem. 7. Mechanical Work -- This information for most items would be easily attainable upon installation of the equipment. It may be helpful to include a table of specific types of equipment that require submitting on, much like the table for the electrical section. C. It would also be helpful to mention this specification section specifically in each of the specification sections it affects. Possibly under the required submittal portion. This would draw as much attention to it as possible, and make sure that all contractors are well aware of it at the time of the bid and during the duration of the project. D. May be advantageous to include a sample form of what the provided documentation form, as mentioned in 3.01A, will be. wouldn't have to be the exact fora but possibly one from a similar project. Just so contractors have a feel of what is required. E. In 3.01A it is also tallts about the documentation being provided with each pay request when the equipment is installed. How would stored materials be addressed? It would be possible for some of the mechanical equipment and other item to be delivered to the job but not installed for a while. or installed but not started up for a while. when would the rebate submittal be required? Can an estimated value be put to the installation cost? Some additional conditions and requirements may be helpful. S. Constructabi lity Considerations 1. We have included Exhibit "I=" that is a series of questions /comments that we found during our review of the documents. 2. we have included Exhibit "G" that offers several recommendations for Section 09882 Tank Lining System. 3. Digester main floor precast— We will provide our input on this item in the final report. 4. Digester slab detail —We will provide our input on this item in the final report. 5. Digester exterior skin — We will provide our input on this item in the final report. 5. Bid Form We will provide our input on this item in the final report. 7. Lead Paint —We will provide our input on this item in the final report. 8. 9. Dubuque WPCP Modifications March 3 2010 Exhibit "A" Project Cost Summary Strand Cost Story Difference Description Opinion Review Under /(Over) Division 1 $ 3 $ 3 $ 178,947 Divisions 2 -10 $ 13 $ 12,307,400 $ 895 Division 11 - Equipment $ 16,233,600 $ 13,037,600 $ 3 Division 1214 $ 4 1 361,000 $ 3 $ 418,000 Division 2 & 16 - Piping $ 4,536,200 $ 4 $ 385,000 Division 15 - Plumbing & HVAC $ 2 $ 2 $ (250 Division 16 $ 10,559,700 $ 7 $ 2,900 Totals $ 54,567,000 $ 47,144,093 $ 7 Please note: Items listed in column for Strand Cost opinion include 10% Contingency � I _ 1.111 ._._ ._.._ ._ - -- - -• -- - - 7 � i - ._. •- 1111 ... .. - -- _. ........ 111_1.. ._ +� •- _._..__..... ._.._- 11.1_1_. _..__. - °.`� _____. - w a _��_:. _�.�. ._ � _ -•_.� - -. ... _ .._ ,.. _ __111_1 � •_..- _..__.- -..�._ ._ ... � :1111.. -•• _ -• -• ... _ _.. 111.1. ._...._....•..- - v - - iv H� I 1111 , -.. .._.:_ -; . -. _ _, _ __ ... • -� �] c r 0 L L t - __.._...... 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This lays out a possible sequence of activities to maintain the incineration of sludge, using only the North Incinerator, while making the modifications; to first make Blended Sludge to send to the digester complex; then to install equipment to dewater digested sludge upon loading of the digesters; and finally to complete the remaining system once the North Incinerator is taken out of service. 1. DEMO & NEW WORK FOR FLOOR INFILL AT S. INCINERATOR & BS TANK I&2. a. SEQ #1 to 11 b. Demo of the South Incinerator and the floor infill, to make space for installation of new equipment.. c. The rework of Primary Sludge Storage Tank No.1 to turn into Blended Sludge Tank No. 1 & 2. 2. REMAINING DEMO IN BLDG 75 WHILE STILL INCINERATING SLUDGE a. SEQ #12 to 34 b. These are items that are no longer in use and are not required for the North Incinerator to operate. Makes room to start installation of new equipment. c. SEQ #20 - May need to relocate water heaters to maintain hot water to locker rooms. Might be possible to leave in current location until new hot water service is provided to new locker rooms. d. Some temporary piping may be required to stop flow for some of the piping to be demoed in these areas. 3. PARTIAL EQUIPMENT DEMO WHILE STILL INCINERATING SLUDGE a. SEQ #35 to 39 b. Removal of additional pumps that can be taken out of service while leaving the required number in service for the incineration process. c. Removal of these items allows space for new equipment to be installed so new systems will be able to run upon completion of the Anaerobic Digesters. d. Some temporary piping may be required to stop flow to pumps removed while still maintaining flow to the pumps that remain in service. 4. EQUIPMENT & PIPING INSTALLATION AVAILABLE WHILE STILL USING NORTH INCINERATOR a. SEQ #40 to 61 b. Installation of as much of the equipment and piping as possible without tying into existing systems or interrupting sludge incineration. c. Issue #1, 2, 3, 4, 6, and 7 are related to a few of these sequence items. d. At this point no much more can be done until the Anaerobic Digester Complex is done and ready to receive Blended Sludge. 5. TIE - INS & START UP FOR BLENDED SLUDGE AND AD COMPLEX a. SEQ #62 to 71 b. Start up of BSL, DSL, TWAS, WAS equipment to start sending blended sludge to digesters. c. Tie into existing piping in Clarifier tunnel. If the one S Line and one of the PRS Lines were connected to the BSL system, Blended Sludge and the Borth Incinerator could still be in operation. A temporary shutdown of the Primary Clarifier Scum and Sludge line would be required for this tie in. The majority of the new piping should be in place so this shut down would be minimal and_ shouldn't require any temporary pumping or piping. d. The following assumptions were used to get to this point: i. only two of the three RDTP Pumps are installed. Ii. The D line off of the Heat Exchangers is temporary connected to an existing drain. iii. The Anaerobic Digesters can be started and operational using one Boiler and two Hot Water Pumps. iv. FR piping is not required to run to the AD Complex. 6. FORTY DAY WINDOW TO COMPLETE THE FOLLOWING FOR DSL DEWATERING AND LOAD OUT a. SECS #72 to 82 b. At this point the North Incinerator would have to be taken out of service and all sludge would be sent to the Anaerobic Digesters. The forty days was assumed from previous discussions of how long it would take to load the digesters. c. It would be essential to shut down the north Incinerator as soon as possible at this point so that the demo of the conveyor, incinerator sludge supply pump, and remaining centrifuge could take place so there is space and access to install the no systems. d. ~these sequence items include, which would need to be completed and in operation by the time the digesters are returning DSL to be dewatered and hauled away: 'r. Demoing the remaining or both centrifuge(s). ii. Installing the new centrifuges). iii. Tying in DSL and CNT piping to both centrifuges. iv. Demoing that had been used in incineration for the relocated polymer tanks and installation of the polymer system that services the centrifuges. v. Demolition and installation of conveyor system. May be possible to have some of the conveyor, in the addition, already installed. e. The centrifuges could now be started up and sludge could now be hauled away per the following assumptions. i. All the assumptions listed in 5d above. ii. CNT can be sent to existing drain until Centrate Storage Tanks No 1 &2 are complete. 7. REMAINING DEMO AND INSTALLATIONS TO COMPLETE SOLIDS PROCESSING a. SECS #83 to 119 b. "these sequence items include mainly the demo of remaining incineration equipment and the installation of the new equipment in those locations and the renovation of Primary Sludge Storage Tank No. 2 to Centrate Storage Tanks No. 1&2. c. If the temporary CNT drain line is unacceptable then SEQ x#83 to 92 would have to move up into the work in the forty day window. d. By the end of this sequence all the equipment and piping would be installed and operating as shown in the contract drawings. From this sequence of operations it seems possible to get the new sludge management systems running and able to send sludge to the Anaerobic Digesters while still incinerating sludge, using the North Incinerator. No temporary dewatering equipment would be required. 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Exhibit "F" Drawing Comments /Questions The following are a list of questions, clarifications, or errors that were noticed on the drawings. Since the drawings were 90% many of these items may already be addressed. 1. 05 -M1.02 -Should the G line on the south side of the Waste Gas Burner be labeled as 2" instead of 12 "? (Sl<) 2. 05 -M1.03 -- Key Note 4 is used on the 4" abandoned water line on the SW corner of Building 10. The description and location of Key Note 4 don't correspond. (SK) 3. 05- IM1.04 -- iv H 3 -01 is a new manhole set over existing pipe. Two pipes are in this location, but one is abandoned. The one that stays in service is on the on the northeast and is called out as "IE 623.0'+/_ 18" NE ". But it is also called out fora SIN and a SW Drop. No piping is shown? Also, the Key Note 1 description calls this manhole MH X -01. (SI() 4. 05 -M1.05 -- On south exterior side of Structure 35 with regard to the 36" PRE: It seems life I.E. 614.00 should be bold font, and I.E. 627.00 should be light font. (TT) 5. 20- D1.01 -- Key Note 3 reads "NOT USED" but shows up on the 3" PIN on the top left of the detail. (SK) 6. 20 -D1.01 & 20- ASM1.04 - KN 7 on 20- DI.01 -- WASP 35 -01 not shown on 20- ASM1.04. Seems like it should be Scum Pump, SCMP 20 -02? (SK) 7. 20 -D1.02 -The callout number 18 is missing from "Remove Aluminum Railing" on the Key Notes list. Key Note 18 is used on the details. (SK) 8. 20 -D1.02 -The smaller First Floor Plan just to the left of the Key Notes list; Key Notes used on this detail appear inconsistent with the Key Note list? (SK) 9. 30- ASM1.01 - 2" grout sloped 1% in 195'. Is existing slope E&W? (JR) 10. 40- ASMI.02 - Enlarged plan on left - 18" RAS at IE 618.50' (Typ. of 3) - Note just to the right says existing wall pipe penetration (typ. of 3). I don't see any existing 18" lines coming in to Structure 40? (RAS was mixed with 30" PRE from Structure x#37 before.) (JR) 11. 40- ASM1.02 - SLG 40 -02 03, 05 - No existing wall penetrations? Cut new 3' 6" square or round opening? (JR) 12. 40- ASM3.01 -- 36" DIP from B to C at lE 620.75'. New gate between A to B (40- SLG -07), rose to 620.75' or left at 614.50' (assumed elevation)? (JR) 13. 40- ASM3.01 -- SG 40 -01, 02, 03 --Top of weir elevation? HWL in tank 626.61.'; scales @ 624.2.5', low point and raise? (JR) 14. 62-ASM1.01 -The Foundation Plan's elevations do not agree with the elevations given on Floor Plan and the other Series 62 Sheets. (TT) 15. 75 -D1.01 to 75 -D1.08 -We would recommend either on the drawings or in the specifications, identifying the items that cannot be dernoed because they are required for the incineration process. Either hatch them differently, label them differently, or provide a list in the spec. This would eliminate a lot of questions for Strand before the bid and insure that all the bidding contractors were on the same page. (SK) 16. 75- ASM1.04 -- Is this the 6" WAS, just east of GL 3(e /w)- 4(n /s ) ? Or is it the 4" D shown on site piping plans? Does anything happen to the 4" D? (SK) 17. 75- ASM1.06 - NE corner of the detail; The 6" WAS @ cl EL 631.5' is shown here as being abandoned, but is shown on 05- M1.02 as being reused from KN9 /05 -I1 I.02 to Bldg 75? It appears on 75- ASM1.06 that the new WAS requires a new wall penetration and new buried piping? Should the pipe labeled as 6" WAS @ cl EL 631.5' (screened print & hatched as being abandoned) on 75- ASM1.06 actually be the D line shown on 05 -M1.02 as being abandoned? (SK) 18. 75- ASM1.07 ---The 6" FR line entering the building on the bottom right of the drawing doesn't show up on the site piping plan? (SK) 10. 75- ASM1.11 -- Key Note 4 is not used in the details? Should it be used at the Chiller instead of Key Dote 3? (SK) 20. 80 -P1.01 — 6 "won south side, toward the middle of the drawing. No continuation shown on the site piping plans? (SK) 21. 80- P1.01 -- 4" SAN @ GL B -2; Is this to connect to existing? Is this line in the building existing or new? No new shown on site piping plan? 22. Section 35050 -- On page 4, 15050 - 2.02 -D.1 the paragraph is cut off and doesn't finish on the next page. (SK} 23. General observation -- How should the RAS be dealt with as the process changes from the RAS going to the existing box to the new box? It seems like when Aeration Basin A is retrofitted, the new RAS box should go into service. However, if that is the case Aeration Basins B & C would have to be drained low enough to tie -in the new RAS piping. It seems like there could be some issues here that have a large impact on the operation of the plant. 24. General observation -- It would be ideal for the UV Building (Structure # 62) to be moved approximately 16 feet to the east. This would allow work to occur this Fall prior to the UV channel work starting. This would also eliminate the need for expensive shoring between the UV Building and the 60" piping to prevent the undermining of the building while the piping is being installed. There will not be enough time to install the 60" piping, build the UV Building, and be ready to begin disinfection in the Spring of 2011. Moving the building would result in additional paving, but the benefit of this is greater than the cost. Exhibit "G" Tank Lining System Review In review of Section 09882 Tank Lining System we offer the following recommendations: Include — both the Raven Lining System (2.02A) and the Sauereisen System (2.02B) in the specification, for the following reasons: 1. Both the filler and coating can be applied to damp concrete, 2. No moisture test is required to apply them to concrete 3. They also don't require 28 day cure time before applying to new concrete. As this would apply to the areas that receive the concrete restoration. The seven day cure on the repair mortar would still need to be required. 4. Because they can be applied to damp concrete it would greatly reduce schedule and eliminate the bypass pumping for the Primary Clarifier Sputter Box work. The reasons are described below in the information on the Tnemec Products. Eliminate -- Tnemec Series 218 Mortarclad and Series 435 Perma- Shield FR, or change to a different Tnemec product, because: 1. Both require a 28 day cure on all new concrete and the "Plastic Film Tape -Down Test (Reference ASTM D 4263)" on concrete surfaces they are being applied. Z, on areas that receive the concrete restoration, after concrete repair mortar is applied, it would be cured the 7 days per the specifications and manufacturer's recommendations. Then it would have to set another 21 days (for a total of 28 days) before the moisture test could be done. In locations like the Primary Effluent Splitter Box Discharge Boxes, it would be highly unlikely that a moisture test is going to pass. Flow would be stopped into the discharge box by using the gate or a bulkhead, however on the other side of the gate there would be constant flow to the other clarifiers that remain in service. There would be some moisture transmission between the common walls and just from the moist environment. The only way to even have a chance at passing the moisture test would be to bypass pump the influent around the box for the entire time of the concrete restoration and coating. This would be at least a two month time period to perform the concrete restoration, cure, and coat. At the 29 MGD we estimate the bypass pumping to be from $100,000 to $130,000 per month. 3. In areas that receive the lining system and no concrete repair, like the clarifier walls, clarifier effluent boxes, blended sludge storage tank walls, etc., they all have walls that are below grade, It would seem these areas will always have some degree of moisture passing through them and it would not be likely the moisture testing requirements would be met. 4. Also, Tnemec shoves that Series 435 is called Perma -Glaze and Series 436 being called Perma -- Shield 436 FR. Both products have the same curing requirements for concrete and moisture testing. Eliminate --The requirements for the 28 day cure on concrete and the "Plastic Film Tape -Down Test" requirements from 09882.3.03, of the specifications, because of the issues described above in the Tnemec product descriptions and it is not required by the Raven and Sauereisen Lining Systems. 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