The process is first the departments submit budget requests. The Tuesday in Sept the Mayor will have his capital (projects) budget done, the first Tuesday in October the Mayor will have his operating (daily costs to run the city) done. The Board of Estimate then will make changes to the budget and it will, in November, make it to the Common Council to vote. The calendar for the operating budget is here. The calendar for the capital budget is here. The Mayor’s instructions to the department on the operating budget asked them to
As you work with the Finance Department to prepare your agency budget requests, overall funding should not exceed 2013 amounts, except to fully fund already enacted commitments and certain cost-to-continue items. You should also prepare an alternate budget that includes specific proposals to reduce your requested budget by 3%.
with these stated priorities
I hope that we will be able to maintain essential city services next year as well as address issues relating to poverty in Madison. Boosting employment and stabilizing neighborhoods are key elements in strengthening our community, which will help our city budget in the long run.
Now that the departments have submitted their budgets, we have something to work with and people will be lobbying the mayor to get their items into his budget – so that is the target if you see something you like or don’t like! MayorGeneralMailbox@cityofmadison.com or 266-4511. The lobbyist are getting paid a lot to get what they want, mere citizens are largely not a part of the process at this point, unless YOU do something about it! Each step along the way means there are less and less changes left to be made as they approach the levy limits imposed by the state restricting how much they can spend. Next year, lobby your department heads! And, your alders can (may not) have this information now, so you can start in on them as well! (email@example.com).
LIBRARY – DEPARTMENT 18
Main Budget Document
2014 Supplementals FINAL 4 Aug 7th
2014 Narrative for Supplemental Requests
3% Reduction Budget for Library
$415,185 – To submit a balanced budget proposal for 2014 and to avoid layoffs, the Library Board approved underfunding our hourly salary budget, eliminating Sunday hours at Central, Pinney, and Sequoya, keeping the materials budget at the Dane County Standards minimum amount, and using $350,000 from the Library’s contingency fund. In order to realize personnel and operational savings to meet the 3% cut budget, we recommend closing the Alicia Ashman Branch. The only way to achieve that goal is a reduction in our workforce since that is the major component of our budget. The decision to place Ashman in that role was determined by the fact that it is large enough to achieve the 3% reduction. In addition, library patrons in the area have other options including Sequoya Branch and Middleton Public Library.
Restore Library Contingency – Request $200,000
In order to balance our 2014 budget it was necessary to use $350,000 from the Library’s contingency for operating funds. This brings our remaining balance to $69,000. We are seeking to restore $200,000 to the contingency fund.
Library Collection supplement
Library Collection Funding – Request $100,000
The materials budget has been reduced for the last several years. It has remained at the lowest funding level possible under the Dane County Library Standards. Failure to meet these Standards would mean that Madison residents would be taxed by the County for library services, in addition to the municipal tax.
We are faced with rising materials’ costs and the need to purchase additional formats, i.e. e-books, further reducing the buying power of the allocated funds.
As a direct result of this limited purchasing ability, our circulation count is dropping. A reduction in circulation translates to a loss of operational funds. For the first time, in 2014, we will actually be charged instead of receiving reimbursement for our circulation contributions. The net effect is a loss of $75,000.
Branch Services Supplement
Branch Services Funding – Request $100,238.15
MPL has a lack of oversight at its branches due to a shortage of managers. Our busiest branch, Sequoya, has not had a manager for 7 years. Although locations have maintained the status quo of operations there has not been sufficient management to allow the facilities to really excel. We currently have 8 branches with only 4 branch supervisors to cover their operations. Some of the branches like Goodman South Madison, Meadowridge, and Pinney could greatly benefit from having a full time manager. (GSMB does have a full time manager and their level of community success is reflected by that fact.) This requested position would cover Sequoya, Ashman, and Monroe.
Out of School Hours Supplement
Out-of-School Time” Hours Funding – Request $376,439.35
We are developing several programs that are focused on out-of-school time (OST). We will require leadership and staffing resources to make the programs a success. The Youth Services Supervisor will coordinate these programs and establish relationships with MMSD and other agencies so we can collaborate on our OST programs. The Youth Services Supervisor position has been vacant for 6 years. At this time we have only 1.7 FTE teen librarians yet teen services are greatly needed at all of our locations. This request for two Teen Librarians includes one stationed at Goodman South Madison. GSMB has a very strong teen program but will lose its current teen librarian when Central reopens. The other Teen Librarian would be shared between the Hawthorne and Lakeview Branches.
Two digital services staff members are being requested. The first will primarily manage an E-Badge program developed to enhance and document OST. In addition they will work on other virtual programs and assist with programs for outreach to young people. The second digital services staff member will focus on our social media content and connections. In addition, this staff member will work to help implement the library’s self-publishing of local content.
Maintenance – Request $132,770.62
Library facilities have been maintained by the same number of staff for the last 30 years despite a significant increase in size. Library square footage has grown from 130K to 208K. The demands on staff are currently exceeding their ability to address ongoing issues or make repairs in a timely fashion. In addition, as HVAC systems become far more sophisticated, additional skill sets will be needed, requiring expertise at the Maintenance Mechanic level.
Sunday Hours Supplement
Sunday Hours Restoration – Request $98,598.78
These funds need to be restored to the budget in order to continue our highly successful Sunday hours at Central, Pinney, and Sequoya. Sunday hours during the school year (September through May) have proven to be some of our busiest times during the entire week. Sundays offer a unique opportunity particularly for working families or individuals to have at least one day during the week when they are available to use library services. It also receives significant usage by students preparing their school assignments for the next day.
Hourly Staffing Supplement
Hourly Staffing – Request $39,296.41
The new Central Library will have a second entrance, two more public floors, additional meeting rooms and 70 additional public computers. We depend on hourly staff to provide security monitoring and internet assistance. This staffing need is imperative to maintain a welcoming environment and to provide for the numerous computer users. The utilization of hourly workers for these functions also permits other staff to provide additional customer services.
To submit a balanced budget proposal and to avoid staff reductions, the Library Board approved underfunding our hourly salary budget, eliminating Sunday hours, keeping the materials budget at the minimum required by the Dane County Library Standards, and using $350,000 from the Library’s contingency fund.
The following are our requests to restore or improve services:
1) Hourly Staffing – Restore $39,296.41 We depend on hourly staff to provide security monitoring &internet assistance. This staffing need is imperative to maintain a welcoming environment,to provide for the numerous computer users & also permits other staff to provide additional customer services.
2) Sunday Hours - Restore $98,598.78 These funds need to be restored to the budget in order to continue our highly successful Sunday hours at Central, Pinney, and Sequoya.
3) Maintenance – Request $132,770.62 Library facilities have been maintained by the same number of staff for the last 30 years despite a significant increase in size from 130K to 208K. The demands on staff are currently exceeding their ability to address ongoing issues or make repairs in a timely fashion. More sophisticated HVAC systems require expertise at the Maintenance Mechanic level.
4) Out-of-School Time – Request$376,439.35 We are developing several programs that are focused on out-of-school time (OST). The Youth Services Supervisor will coordinate these programs and establish relationships with MMSD and other agencies so we can collaborate on our OST programs. This request for 2 Teen Librarians includes one atSouth Madison, and the other would be shared between Hawthorne &Lakeview . 2 digital services staff members are being requested to manage an E-Badge program, work on other virtual programs,assist with programs for outreach to young people, focus on our social media content & connections, & help implement the library’s self-publishing of local content.
5) Branch Services – Request $100,238.15 We currently have 8 branches with only 4 branch supervisors to cover their operations. This requested position would cover Sequoya, Ashman & Monroe.
6) Library Collection - Request $100,000The materials budget has been reduced for the last several years. Funding needs to be increased to incorporate new formats, i.e, ebooks, and to meet demand.
7) Contingency – Restore $200,000 In order to balance our 2014 budget it was necessary to use $350,000 from Library’s contingency for operating funds, leaving a balance of $69,000.
PUBLIC HEALTH – DEPARTMENT 44
Main Budget Document
PHMDC 2014 Budget Proposal Highlights
POLICE – DEPARTMENT 71
Main Budget Document
Reduction – Civilian positions
$640,502 – In addition to personnel cuts that eliminate the Crossing Guard Program and cut 13 commissioned positions, in order to meet a 3% budget reduction the MPD would also need to eliminate approximately 11 non-commissioned positions. These positions would likely include Police Report Typists, Court Services clerks, Records clerks, Parking Enforcement Officers and other administrative personnel. The cost estimates are based on the current least senior positions throughout the department. Obviously a reduction of this level would severely impact direct service to city residents, reduce general City revenue, and slow the internal records processes thereby impacting the ability of officers to solve crime
Reduction – 13 Police Officers
$944,529 – Since more than 90% of the Police Budget is related to salary and benefits for MPD and other City employees, a target reduction of 3 % would result in a reduction of personnel. To meet that goal, the MPD would propose eliminating 13 of the least senior police officer positions. A reduction of this magnitude will affect our ability to maintain all or parts of several very successful units/initiatives including, but not limited to, the Special Investigation Unit (SIU), the Crime Prevention Gang Unit (CPGU), Neighborhood Officers, the Safety Education Unit and the Test unit.
Reduction – Crossing Guards
$319,940- In order to meet target, the MPD submitted a budget proposal that included reducing the Crossing Guard Program by 50%. If the Supplemental request to add back this program is not funded, and if additional significant budget reductions are needed, the remainder of the Crossing Guard Program could also be cut
$60,000 – In 2013, funding was provided to resume implementation of the Law Enforcement Advocate Partnership (LEAP) program in Madison’s South Police District and expand it to the North Police District. This request is to maintain this program in 2014 and to expand it citywide. The funds will be used to contract with Domestic Abuse Intervention Services (DAIS) to provide follow-up contacts with victims of domestic violence, to educate participants about the role of law enforcement in domestic violence incidents and to increase the likelihood that victims of domestic violence will contact police if future situations occur.
$50,000 – In 2009, when the Etico staffing recommendations were presented, the workload variance in the Central District was highlighted. These peak service times, particularly Friday and Saturday evening, created a workload issue that is most efficiently addressed through the use of overtime. In 2013, the Department added funds to provide staff during these peak service hours. The current funding level was based on staffing this initiative during only peak weekends in the fall. In 2012 and continuing into 2013, issues in the downtown during the spring and summer months began to increase. As a result, it became necessary to increase the number of staff and weekends covered with this initiative. Therefore, we are requesting an increase in overtime to fund the necessary additions. The Department will continue to evaluate the initiative and will make changes in staffing levels as needed
$48,000 – In 2012 Ford Motor Co. discontinued the manufacturing of our primary patrol vehicle, the Crown Victoria Interceptor. As we are forced to transition to new vehicles, the squad equipment (e.g. lights, cage, radio console, rifle mounts, etc.) is no longer transferrable from the old generation Interceptor to the new make and model squad car, due to upgraded airbag requirements, ergonomic design and operational needs. Consequently, we are now required to purchase new equipment to fit the new vehicles. Although funds were added in 2013 to equip 11 vehicles, the proposal to increase the number of vehicles purchased in 2014 will require additional funds for vehicle equipment. This supplement would fund the required equipment needs for an additional 8 squad cars
Training Facility Admin Clerk
$55,188 – With the completion of the Madison Police Department Training Center (MPDTC), it is clear that additional staff is needed in order to optimize usage. The facility needs staff to ensure that each room (including training rooms, computer lab, auditorium, DAAT room, scenario room, driving simulator and the indoor firing range) is set-up and ready for all reservations and scheduled trainings. In addition, the myriad of details related to maintaining optimal function of all equipment, including ensuring proper usage, needs to be coordinated and various supplies ordered and distributed. Current staff levels do not allow for assignment of personnel to this function, and it is work that does not need to be completed by commissioned personnel. If this position is not obtained, revenue levels could be negatively impacted.
$15,575 – Since 2008, the number of records request received by the MPD has more than doubled. In addition, the scope and complexity of these requests have also increased, with many requests including not only a request for printed records, but also for historical documents, video, and “any and all” communications related to an issue. State law requires fulfillment of all requests within a reasonable period of time (10 days per the Attorney General). In spite of significant internal efforts, the MPD cannot meet these requirements and often has a backlog of requests for three months or longer. In order to begin to address these issues, an Acting Lt position was created in 2013. This supplemental request is to make that acting position permanent in 2014. Without this position, the liability to the City due to an inability to meet minimum requirements will only increase
$54,320 – Currently the MPD has only 2 MIS-2 positions that are responsible for trouble-shooting and fixing all of our technology problems, as well as managing all of our complex systems (including the Records Managements System, in-car video, vehicle laptops, specialty software for forensics and crime analysis, specialty investigative software, radio systems, etc.). These 2 employees, along with their supervisor, have already handled nearly 2,000 requests this year for help asssociated with computer, camera, radio, software and other equipment problems. This is resulting in signficant inefficiencies as employees are unable to work effectively when vehicles are sidelined for technology service and/or software glitches which create delays. This position is essential in efforts to minimize overtime and ensure optimal function
Restore Crossing Guards
$285,682 – Although the MPD believes that the Crossing Guard Program is helpful in ensuring the safety of school children, when evaluated in terms of basic police services, it was necessary to propose eliminating half of this program in order to achieve a 0% budget increase as required. Previous proposals to seek shared funding from the schools that utilize the service have not resulted in any revenue. This request would restore funding so that the program will be continued in full throughout 2014
1. To meet a 0% increase budget while providing Step, Longevity and Incentive increases required in various bargaining contracts, the MPD had to cut $280,782 from the current services. This cut was achieved by eliminating 1/2 of the Crossing Guard program (which included 26 crossing guards and 1 crossing guard supervisor). Restoration of this program was requested as our first supplement.
2. The most critical staffing priority for the MPD is the need for an MIS-2 position to address ongoing technology issues with both hardware and software. This position has been requested regularly for the past several years and is even more critical due to the proposed purchase of new incar video and radio equipment in the next two years, as well as the addition of a computer lab at the Training Center and the plan to add another district station. A supplemental request for this position has been submitted.
3. A supplemental request has also been included requesting a permanent upgrade of a police officer position to Lt. With the phenomenal increase in the number, scope and complexity of records requests, it became necessary in 2013 to create an Acting Lt position to work full-time on processing records requests. Even with this temporary position, the MPD is unable to meet State recommendations for processing records requests.
4. The final staff request is for an Admin Clerk to provide logistical services at the Police Training Center. This position has been anticipated since the facility was obtained, and now that the full remodel is complete, it is clear that there is a substantial need for additional staff to ensure optimal facility use.
5. Supplemental requests have also been included to address needs for additional vehicle equipment as funding is added for additional squad cars, to increase funding for peak workload in the Central District Special Entertainment Zone, and to fund the LEAP program citywide in 2014.
6. The MPD salary schedule includes reclassing a PRT position to a PRT Leadworker position in order to assist the single PRT Supervisor with oversight of 21 full-time, 1 part-time and 3 hourly employees working 24/7 at various decentralized locations.
7. The Mayor’s target included an additional $79,618 for Vacation Convert To Pay (and $20,382 for associated benefits). Although this continues the plan to incrementally fund this contract provision, the overall budget will likely be approximately $490,000 less than the anticipated cost. In addition, with the changes in the timing of the Preservice Academy, as well as the approved annual overhire, it is important to note that it is unlikely that the MPD will be able to meet the 2% salary savings target
FIRE – DEPARTMENT 72
Main Budget Document
$25,000 – The City is working on a rental agreement for classroom and office space at the new Pubilic Safety facility. Funding of $25,0000 is included in 2014 for the shared costs of the old facility The 2014 annual lease cost is $50,000 and an additional $25,000 is needed to cover the rental lease.
$6,000 – The Department is required in the Firefighters Local 311 contract to have one employee on each shift to be a certified master diver.
$474,506 – Funding is requested to maintain current authorized positions. The SAFER Grant requires the City to fill each vacancy within six months of a vacancy occuring. In addition, these positions are needed to open Fire Station 13 in May
$474,506 Funding is requested to maintain current authorized positions. The SAFER Grant requires the City to fill each vacancy within six months of a vacancy occuring. In addition, these positions are needed to open Fire Station 13 in May.
The 2013 adopted budget approved a 2 per cent salary savings and the 20174 target request is at 3.12 per cent for salary savings. This supplemental request is to reduce salary savings to 2 per cent for 2014 so the Department can fill vacancies as required..
Haz mat trng
$20,000 – NFPA 472 has changed the training requirements for hazardous materials. Funding is required to contract for this instruction
FF applicant process
$54,976 – The Department no longer has a valld hiring list for hiring firefighter in 2014. A process is needed to create a new hiring list.
$166,585 – The Department needs one additional Assistant Chief to address the increase in the number of fire stations for 10 in 1986 to 13 in 2014. The Department will be providing services to the Village of Shorewood Hills in October and anticipates future contracts for services.
$1,339,420 – The 3 per cent reduction would result in a reduction in emergency staffing by 18.75 positions. This reduction would result in the City being in non-compliance with the SAFER 2 grant and not opening the Far East Station No. 13/
1. The goal of maintaining a minimum daily staffing level of 78 until the opening of the Far East Station No.13 increases daily staffing to 82 on May 11, 2014.The staffling level assumes both the continuation of creative staffing methods developed by labor and managment to optimize personnel resources and an absence level based on future projectdions and past experience.
2. Upgrade 9 firefighter positions to 5 Lieutenabts and 4 Apparatus engineers that are needed to open Station 13.
3. Funding to conduct a Apparatus engineer promotional process.
4. Authorization for a summer/fall recruit ckass with no specific funding in the budget, as is typical of past practice.
5. Upon a vacancy occurring any Fire Inspector position may be deleted.and a non-commissioned position may be created.
6.Salary savings of 3.12 per cent was required to make target and is higher than the recommended 2 per cent.
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