Loading...
HomeMy WebLinkAboutItem 01 - Budget Major Issues AGENDA CITY OF GRAPEVINE, TEXAS SPECIAL CITY COUNCIL MEETING WORKSHOP MONDAY, JULY 27, 2009 AT 5:30 P.M. CITY COUNCIL CONFERENCE ROOM SECOND FLOOR 200 SOUTH MAIN STREET CALL TO ORDER 1. Review of Fiscal Year 2010 proposed budget major issues report by Staff. ADJOURNMENT If you plan to attend this public meeting and you have a disability that requires special arrangements at the meeting, please contact the City Secretary's Office at(817)410-3182 at least 24 hours in advance of the meeting. Reasonable accommodations will be made to assist your needs. In accordance with Texas Government Code, Chapter 551.001 et seq, Acts of the 1993 Texas Legislature,the Special City Council Meeting Workshop Agenda was prepared and posted on this the 20th day of July, 2009 at 5:00 p.m. 000' Cfl/tA/ — J•• ' . Brown Assistant City Secretary 2009-2010 Budget Major Issues Budget Report ..._mr. ..c. �� A1]� I : VII�E T E • , Y ' A S *Now killif A011 44," tto July/2; 2009 7/a1 /v5 Current Year Management Controls The economic recession has spread across the United States, North Texas and to the City of Grapevine. Although the effects of the recession have not hit Grapevine as hard as other areas of the country it has had a significant impact on the city's current budget and next year's budget preparation Sales Tax revenue has a direct correlation with the strength or weakness of the local and national economies. Sales Tax is the major source of revenue to the General Fund making up 46% of total fund revenue and 100% of both the Crime Control and Prevention Fund and the 4B Economic Development Fund. The tax revenue has shown several monthly declines, some more significant than others, during the current fiscal year (See Attachment A). Management of the current budget required actions that were swift, concise and penetrable. Early in the fiscal year a Budget Contingency Plan was implemented. In order to manage the budget under the fiscal restraints mandated by the recession, a number of actions from the contingency plan were implemented. • There was a freeze put on all vacant positions. A review committee was established and reviewed all positions. Only those requests that were considered absolutely essential to operations were approved for replacement. Savings from the position freeze is estimated to accumulate $800,000 to $900,000. • All capital purchases were frozen except for those the committee deemed critical to operations. Public Safety vehicles were allowed to be replaced during the year. • All purchases over $2000 were to be approved by a department head. This allowed for a management scrutiny of any major budgetary purchase. • All departments were required to develop a reduction plan that would decrease their budgets by 2, 5 and 10 percent. The plan also incorporated any necessary personnel reductions and service level reductions that would be required under each scenario. • Line item budgetary lockouts were installed on all budgets in order to insure adequate funds were available. These management actions allowed staff to monitor and control current year expenditures while still keeping an eye on the future. 2010 Proposed Budget These controls will continue through the 2010 budget. In conjunction with its expenditure control staff will also monitor revenues and come back to City council with a Mid-Year Budget Review. The fluctuations in sales tax receipts it has made it very difficult to project future revenues. The overall city proposed budget was prepared with the expectation that the recession will continue through 2010 and sales tax revenue will remain stagnant. The budget proposes to keep staffing at its current levels with attrition review and to continue with reduced budget without sacrificing service levels. Although there are no cost of living or merit increases for employees - 2 - included in the budget staff does not feel that Grapevine will fall behind in market comparisons. A current survey of area cities shows that most cities were not planning on giving any salary increases next fiscal year. Once again we will monitor the market and will revisit the issue during the Mid-Year Budget Review. Major capital equipment and technology requests were kept at a minimum only addressing critical needs. The Fleet Manager and the Information Technology Manager both revised their replacement policy criteria. Using the new criteria it was determined which vehicles and technology items would be replaced in the proposed budget. With the new additional criteria and review it was felt that the city could defer some major equipment purchases with little future impact Continuing with the philosophy of"pay as you go" major capital project funding is limited within the budget. These are difficult economic times for both residents of Grapevine and the city's department heads trying to manage quality service levels. The budget was prepared with the intent of minimizing the impact on both. The entire staff has worked hard to present a budget that incorporates quality services with fiscal restraint. The proposed General Fund budget is 4.5% less than the current year's budget but still maintains the cash funding to the Permanent Capital Maintenance Fund and the Permanent Street Maintenance Fund and keeps the fund balance at the 20% level. General Fund Issue #1: Sales Tax - The budget was prepared with a decrease of$2,150,000 over the 2008- 2009 Sales Tax budgeted revenues. The current fiscal year projection based on year to date receipts and a leveling off of sales tax decreases amounts to $21,256,828. The projected amount of receipts for the 2010 budget continues with the current year end projection and keeps it flat throughout the proposed budget year. Alternatives: a. Keep the budgeted projection flat. b. Lower the estimate using a trend based on past receipts. c. Increase the projection based on an economic recovery assumption. Staff Recommendation: Keep the budgeted sales tax receipts on the flat projection and review at mid-year. Issue #2: Property Tax — The second major revenue source of the General Fund is Ad Valorem Property Tax. It represents 15% of total revenues. The proposed budget keeps the tax revenue at the same level as the current fiscal year. The issue becomes at what tax rate the same amount of revenue will be produced. Because of the appraisal district's schedule and appeal reviews the effective tax rate will not be known until later in the year. The large amount of appeals, $1.7 billion, could cause an increase of the current rate up to the effective rate in order to produce the same amount of tax revenue. - 3 - • Alternatives: a. Keep the tax rate at the effective tax rate level. This could cause the actual tax rate of$.35 to increase. b. Keep the tax rate at the current actual rate of$.35. If this rate does not provide the same revenue as the current year then revenues will have to be lowered. Staffing reductions or service levels may be affected. c. Set the tax rate above the effective rate. This would allow for some flexibility in the General Fund budget. Staff Recommendation: Set the tax rate at the effective rate level which will produce the same amount of revenue as this year. Issue #3 — Pay Increases — The proposed budget does not include any funds for salary increases for employees. This was necessary in order to maintain current staffing levels. There are also no proposed additional health insurance costs to be paid by the employees. Alternatives: a. Leave the budget as proposed with no increases. b. Increase the budget to include either merit or market adjustments or both. Additional revenue increases or expenditure reductions would be required. Each 1% increase would require and additional amount of$ 230,000 to be added to the budget. Staff Recommendation: Leave the budget as proposed. Issue #4 — TMRS Increase — The Texas Municipal Retirement System has updated and changed the actuarial methodology it uses to calculate funding. As a result of the change TMRS notified cities that an increase in employer funding would be required to make the fund actuarially sound. An option was given to the cities to gradually increase the employer contributions over an eight year period. The City of Grapevine has chosen this option and the increased payment for the 2009-2010 budget is $ 259,000. Alternatives: a. Continue on the eight year payment plan. b. Become current with new TMRS employer rate immediately. c. Reduce employee retirement benefits. Staff Recommendation: Because jumping to the current rate would be costly and the other alternative, the reduction in benefits could cause a loss of current employees and become an issue in recruitment. Staffs recommendation is to continue with the pay out proposal. - 4 - Issue #5 — Transfer to the Quality of Life Fund - Because of the recession transfers to the Quality of Life Fund have decreased. The 2009 budget include a $6 million transfer but will only receive a $4.0 million actual transfer. The 2010 Proposed Budget projects a $4.0 million transfer. Alternatives: a. Redefine the type of projects to be included in the fund. If the redefinition is limited to major capital projects then a multi-year funding program should be developed. b. Finance projects through the issuance of debt. This allows the fund to pay debt service over a longer period of time in accordance with the useful life of the asset. c. Accumulate cash reserves and pay as you go for projects as funds become available. Staff Recommendation: Redefine project funding philosophy and develop a multi year funding proposal. This would allow for major projects to be defined which may take several years of funding to complete. Staff will also review with City Council the sales tax projection and transfer update at mid year. Issue #6 — Parks and Recreation Fee Increases — The budget includes several fee increases for aquatics and facility reservations. These are done to cover the cost of offering these services and programs. The increases are outlined in the following chart: (See chart on next page.) - 5 - Current Proposed Annual Amt. Increase Aquatics 20,000 paid Entrance Fee $1.50 $2.00 $40,000 $10 000 $35/res $45/non res $42/res 1,500 @ avg. $45 Group Swim Lessons (avg. $40) $52/non res $67,500 $7,500 $60/res $70/non res $67/res 250 @ avg. $72 Semi-Private Swim Lessons (avg. $65) $77/non res $18,000 $1,750 $90/res $100/non res $100/res 150 @ avg. $105 Private Swim Lessons (avg. $95) $110/non res $10,500 $1,500 10 sold Season Pass-Individual $40 $50 $500 $100 115 sold Season Pass-Family $80 $100 $11,500 $2,300 30 sold Punch Pass $30/25 adm. $40/25 adm, $1,200 $300 SUBTOTAL $23,450 Facility Reservations $70/3 hr res. $10013 hr res. , estimated 82 i $20 add. hr. $25 add. hr. resident $100 3 hr non res $150/3 hr non • 10 non res. ren. Parr Park & Pickering Park $25 add. hr. res $30 add. hr. $9,700 $2,960 250 rental hours Mitchell House $100/2 hr res $150/2 hr res. $37,500 $12,500 • 160 rental hours Merlot Room $25/hr $50/hr $4,750 $4,000 $800/3 hrs, res. 7 res. $400/3 hours $1,600/3 hrs non 3 non res. Weddings (full length) res only res $10,400 $6,400 $200/30 minute during wk res 4 res. $400/30 minute 2 non res. Weddings (short) None during wk NR $1,600 $1,600 SUBTOTAL $27,460. TOTAL $50,910 Alternatives: a. Fund the proposed budget with the fee increases included. b. Fund the proposed budget without the fee increases and reduce Parks and Recreation's budget by $50,910. Staff Recommendation: Include the fee increases in the budget. - 6 - Convention and Visitors Bureau Fund The recession has had a definite impact on the amount of convention business and tourism that has taken place in Grapevine. The CVB has instituted a budget reduction plan for the current fiscal year. The 2010 Proposed Budget reflects a slight recovery in revenues but not to the extent of the current budget levels. The 2010 budget reflects a total budget decrease of $393,513 (-2.5%) from the 2009 budget. Issue #1 — Decrease in Occupancy Tax Revenue — The reduction in attendees and the cancellation of bookings has caused a corresponding drop in room rate and percentage room occupancy in Grapevine hotels. The 2010 budget projects a $1.63 million reduction in Hotel Occupancy revenues over the 2009 budget. Alternatives: a. Keep the estimated hotel tax revenues as projected and review at mid- year. b. Adjust the estimate either up or down. Staff Recommendation: Staff does recognize some positive development in the convention business. The current year end projection forecasts a substantial reduction in revenue. However, the 2010 cuts that reduction in half Staff feels that this is a realistic estimate based on recent bookings and occupancy rate increases. CVB staff will continue to monitor on a monthly basis. Staff recommends leaving the budget as proposed and will review receipts at mid year. Crime Control and Prevention District Fund The %2 cent Sales Tax that is the major source of revenue for the fund does not provide sufficient revenue to offset the expenditures and transfers of the fund. The revenues are projected as no growth from 2009 estimates. Issue #1 — Transfer from the General Fund — The expenditures and transfers will exceed revenues by $1.7 million. Alternatives: a. Allow the deficit to accumulate and reduce it in future years as sales tax revenues increase. b. Reduce the General Fund reserve to 20% and transfer $1.45 million to help offset the sales tax reduction. This will still leave a revenue shortfall of $330,410 which will be covered by the CCPD fund balance. The projected fund balance at the end of 2010 will be $8,992. - 7 - c. Revise the Sales tax projection or reduce the General reserve below 20%. Staff Recommendation: Reduce the General Fund reserves to 20% and transfer $1.45 million to the CCPD fund. This amount will and existing fund balance address the entire revenue shortfall. During the 2010 fiscal year staff will continue with the current budget contingency plan and will strive for budget savings that will reduce the amount of transfer. Special Revenue Fund Within the Special Revenue Fund is a fund that receives revenue from a $3.00 security fee that is added to a ticket issued through our Police and Municipal court. There is a proposal to replace this fee with a $3.00 technology fee per ticket. State law allows cities to charge one or both of the fees. Area cities vary on which fee is charged with some charging both. Issue #1 —Mobile Electronic Citation System — The Police Department and the Municipal Court Manager have investigated the use of mobile electronic citation units to replace paper tickets. The hand held devices allow for the storing of data and make the issuance of more than one ticket easier than rewriting all the information. The devices allow for the potential of increased revenues from citations and reduced expenditures from efficiencies in ticket processing. This would be the first step in adopting a paperless system. The funding for the devices and software would come from the technology special revenue fund if the $3.00 fee is approved. The fee is estimated to produce between $60-65,000 per year. Alternatives: a. Keep the security fee as is. b. Change the security fee to technology fee and pursue mobile electronic citation writer process. Once the initial software is purchased other departments such as the Fire Depart, Fire Marshal's Office, Building inspections, etc. will benefit from the devices because of the flexibility built into the system. Staff Recommendation: The Municipal Court Advisory Committee has reviewed the proposal and recommends changing the security fee to a technology fee and the hand held system. Staff will present to City Council in August a review of the mobile electronic system. Utilities Enterprise Fund No major issues are noted within the Utilities Enterprise Fund. There are no proposed rate increases in either water or sewer. The proposed budget keeps a 90 working capital reserve requirement. - 8 - Lake Park Special Revenue Fund The Lake Park Special Revenue fund has taken over oversight and responsibility of Rockledge Park and has incorporated the necessary revenue and expenditures into the 2010 Proposed Budget. In addition the budget does incorporate some revenue fee increases which are discussed as a major issue. Issue #1 — Fee Increases — There are fee increases incorporated in the Lake Park proposed budget. The increases become effective January 1, 2010. They are as follows: • Increase of camping and pavilion fees an average of 4% • Raise Rockledge admissions from a $3.00 per car on Monday through Thursday fee to a charge of$5.00 per car. • Increase The Vineyards Campground full service RV site rentals from $40 to $42. Alternatives: a.. Eliminate the fee increases and reduce the proposed expenditures. b. Approve the increases and fund the proposed budget. Staff Recommendation: Approved the increases effective January 1, 2010. Issue #2 — Development of Rockledge Park - The budget as proposed funds Rockledge Park at its current developed use. Staff has been working with the Council Corps Committee on potential future development of the park. Staff will be reporting to the City Council in August on its research and findings. Lake Enterprise Fund The golf course has seen a decrease in the number of rounds played over the past few years. Part of the decrease can be attributed to 9/11 aftermath and the 2009 recession as well as the weather from the wet spring to the high heat of this summer. However, it is the business climate and the lack of tournaments and sponsored events that is the major cause of reduced rounds. It is estimated the Fund will break even for the current fiscal year after taking some expenditure reductions under the city's budget contingency plan. Issue #1 — Fee Increases — The number of rounds of golf has been reduced to 68,000 in 2010. In order to adequately fund the golf course fee increases are included in the proposed budget. The increases will be an additional $2.00 per round of golf and a $1.00 increase for a cart rental. Alternatives: a. Increase the fees but not have them apply to Grapevine residents. b. Do not increase the fees and reduced maintenance costs on the course. - 9 - Staff Recommendation: It is important to keep a well maintained course with a competitive rate in order to not loose additional rounds to competing courses. In addition, the golf course tries to cover all operating expenditures with golf course revenues. Staff feels that the rate increases should be approved. Staff will also look to City council for guidance on the fee break for Grapevine residents (as suggested by the Golf course Advisory Committee and City Council Member Lease). A survey taken by the pro shop shows the following number of players that are Grapevine residents: Percentages of Grapevine Residents Grapevine Golf Course Monday—Thursday—4% Friday— Sunday— 14% Gold Card Members —27% Grapevine Golf Association—25.6% If City Council wants to grant a reduction, staff would recommend that it be done through the Gold Card Program. Vehicle and Technology Replacements and New Requests The current fiscal year funded public safety vehicles and golf carts and some minor equipment the rest of the vehicles were put on hold for this fiscal year. The 2010 budgeted vehicle replacements were based on an analysis performed by the Fleet Maintenance Department that identified the most critical vehicles not replaced in 2009 and those scheduled for 2010. The analysis showed those vehicles with a higher probably of having significant repair problems next year. The total cost for these replacements is $1,468,169. The initial replacement schedule would have cost $3,000,000. The Information Technology Department also did an assessment of those major components that were of a critical nature to replace next year. Initial scheduled replacements and new requests totaled over $500,000. The proposed budget includes only $284,850. Issue #1 — Vehicle and Technology new and replacement items - As stated above the proposed budget only includes those items that have been identified as critical for replacement or new purchase. Alternatives: a. Fund only the critical new and replacement items. b. Reduce the number of items replaced. This would require putting additional funds in the Fleet Maintenance budget and an emergency replacement - 10 - reserve for Information Technology. c. Use Certificates of Obligation to fund all or part of the replacements. This could spread the payment of the equipment out over its useful life. Staff Recommendation: Continue with the "pay as you go"philosophy and fund only those critical items funded in the proposed budget. Looking Forward When the recovery will take place or to what extent is anybody's guess. Staff/Council will have to continue to deal with the problems this creates by continual review of major business issues. In order to accomplish this, strategic directions for the future are necessary. 1. Continue the budget contingency plan 2. Continue to pursue grant funds to achieve project whenever possible 3. Continue to monitor city employee salary levels and adjust as revenues begin to rise. 4. Continue to monitor enterprise activities and make personnel and operation decisions base on business necessity models. 5. Continue to use technology to increase efficiencies in municipal operations and programs. 6. Where practical, the city will continue to explore partnerships with other cities to decrease cost and/or duplication of providing services. 7. Utilize green management techniques wherever feasible. - 11 - Attachment A Sales Tax Collections $2,500,000 FY 2009 YID $2,000,000 $1,500,000 $1,000,000 — $500,000 $0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Crime Control—4B —General Sales 2009 Fund Budgeted Sales Tax Re-estimate Decrease General Fund $23,400,000 $21,256,467 $2,143,533 CCPD Fund $11,700,000 $10,628,234 $1,071,766 4B Fund $11,700,000 $10,628,234 $1,071,276 - 12 - X- I c- (D O CO CO J 0) CJ, A CO NJ -, O CD CO J O) 01 A W N -, 3 —X X O -< 0 o -.•.< „ G) 2 1 1 1 * * g o o cn cn cn cn v "0 :10., p 0 0 -, CD -, (D 3 0 ° m ° ° v m o) < < m m m m * 5) m 5, CD Q Q 7 O CD 3 O CD (p W (1,': CD CD co CD CD CD CD CA N N u) -rt X a. (C] * = O =. C7 N_O A W Cn CT CT A A co co N 0) rn co co co co Q O O O O O O W W W J J A A A 5' 5' .••F (/) 0 CD 0) N N — — — 0 0 0 N N CT N N N N W W 2 N 7 Q Q C7). ). CD N _, N N . (T W W 5. Q o CD W W W ( C 0 ea n N D FD- CD N C 0 C CD W Cl) '•, W O _ ' ": = Cn C 3 D 0 O —• .0 O J w CT CT CT CT N N ,Y n C -a W -1 A N A N (a7 CO CO 00 0) CO W 4 a N R' o a C = = j.-a 0 O O 1.'4 Cb N C A A W W 'don C)) U CD 0 a) m co V Cn ' W CO tD W J J N q0 tD C r: O Q OX. (D 3 d n C) n a _ :Cl A C7 TI Cr TI W K G) r '11 TI CA W W (7 W (7 (7 0 C7 c � a' = _ _ N G d N CD a -D a O ? a a 0 0 0 g O N 0 0 N 3 N CD a' a' CS r r« 0 m m < c 0 m n 0 0 0 - 0 n n < ^► = CD CD CD �: (D S -11Z8. --- 3 3 ° x W x x 0 0 0 CD 0 o W_ J o Cl (nD c cD X c') CD co ^) -° ,3102 a S -o a L7 G7 m < <° A °° :� m N Cn c 0 c (� (D (p D-). D - o o m o o ° cn n ° n = Cn cn o << -a 3 _ N m m v o co Q ,_ 0• S o ) 3 c _ -0 N 0 -3 o o 2 * o o -0 o a 'a CD CD CD C 0 Q) v o C Z. c C c c c c O 0 0 .- O 0 per) n) CU 0 CD = o m C T Ch... _ it 2.1 < n) CD C) N 7 0 to B c (D 3 = Z .a N 7 CD O C )) ) Cll ' N X W to to O O -1 ' (n 0 C� to to to to to to to o to to tp O o n t o to tow tor to A ,.'0 ,-I•fD C, = 0 m N O N) N N N N O W O A N T O CO 0O 0 O O CO O (O O O fO b -a 5 3 = 7 Q C O O O O O R-2 .2-2. 82. .2. C O O O O O 0 0 O O m a = (U 3 '. p. cii ° O O O O O O O O O O O O O O O O O O O O O _cn a o _ Q ,x - .- > cT -< Q CD a- „ C (= Cn O N N 0 A 0 CT CT N A, - U1 W NJ Cu 0 cD 3 �• _ 5_ cT o 00 J 0 w 0 0 0 A o N n O O Fi 3 3 O 0 0 c 0 0 0 *' .*" ,.'' c' 0 o �' c O cn O 5' CC)) r N CD 0 f CD C 0 CD 5. .n-- p) N C O O C) A A ,< A N - W O O O N N < O -� N o " • `< K `< `< '< K `< `< `< `< `< `< ,.< `< •< << `< '< K 3 52 O -a = 3 = O 5• CD N U) o N N 0) 0) Cn CI) U) N CI) V) w Cr N V) CI) CI) W D) Cp CD E = 0 Eu. 3 C W 0) 0) CT W W J N N 3 J 3 m v = CD 5 o a) -, 3 3 3 3 3 3 3 3 3 o 3 o o '*0 0 = o O = Q (D 0 V) 0 0 0 0 CO U) 0 W 0 N CD r C O = N fD C 3 O C C n N N 0 Z o 0 0 ,<< ,<< 0 0 2 0 0 0 ., o 0 0 o S O - = CD n 0 0 -4 - K << K N w << << D •< •< •< cn N y N << '5., CD CD CD — CD a 0 2 2• CD n• Cn o v) 53 m in u) N rn w N n in P. Z = n CD D 6) �G Q - 0 n O� CD Tn. 2 0 = O c 3 m Cl)' (n — V) S r-� Cn "a cn = n• co Cg 0) LI j (D 01 O o O 01 0 0 0 0 O O O o g 3 m C _ m 3 'a '� N 0 j W (D C d'p N N N O O (P N o O CCDD O = C7 W Q Z Z O Z Cr tT CT 0 0 (T CT c■ O 4) Cn . p CD - D D °o D °o o °o °o °o °o °o °o cc z N = CD ° 0 C O 3 0 0 0 0 0 O' ' o £4 O CD 6) 0 C) < m 4, s CT m 1-=1) n) C a m W x 0 O - V/) < 0 ° ° 0 0 0 0 0 00 0 0 0 0 0 800000 C 3 �) o sll ° m c- c y �O 31 Cn co (n 0 cn fn cn cn fn .Cn - cn Cn cn Cn Cn cn Cn (n W W n 0) 0) 0) 0) CD 0) 0) CI) ^) 0) 0) CD 0) 0) CD 0) 0) A A _1 CD O O CD = = CD CD CD CD CD ID CD CD 0 CD CD CD CD CCDD CD CD CCDD = C Q C n/ E .CD CD "0 o * 0 O C p N C a = C 3 C (D v 3 7 a') N N rr N o ' o:o X X o X X o 0 o X X o X o 0 0 o X o o c_: 0, 0 • 10lLr°/1 '701) I Ni NW co j O CO b V C) CD Ni - O O OO V C) C D A W N - O O O V C) U .. 0) N — , 3 C W W W O O O O O O O O O O O O O O O O O O O CD N n CD CD N N (D 0 0 N O (D N (D N N N N 003 CD CU = = CD N N N 8 8 D N (D _ CT (j la CD 5' C U) U `< `< `< A A A Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni Ni N O O O A . - in co CO CO O O O O CD O O O O O O O O O O O O O C/ -' _, 0 C7 _ b_ C_ 01 C CT O CD D O Ni O N O O N N O D N O N Ni O (D N Ni O TN) O N 1,)(F) TN) CO CO co co N - Ni W W W N Ni Ni N O O O Q = N N N 6 (31) ,z 0) x , ,, c - -� �. a (O CO O CO (0 CO CO CO 0 CO CD CO CO (D O O -, 0 O O 7 aW1u. W Co CO 01 Ni Ni Ni �- Ni -� (O (D 9, CT 01 "O [n x,, W N N W =N .► O O O O O O O O O A -c. W N ("r to 7 °- C)OO CND (O O 0 r?OC) C07i CAii RI, 0' 0 O) QV) OWi W OAi OWi ONi O) OOi OVi OOi o (D (OD vt N Cr 7 g1 (..,-", W (,� m m Cn 0 m C) - -1 -1 � -0 -0 -1 -V 2 2 2 2 2 2 2 2 2 C) C) m Cn 0 C) c cn o 0 o cn 0 7 D) Q) ,....co D) n) W W W W W Co W W W m (7, 0 CD m m 3 Cli < a 01 C) n a a Z. o n < 0 0 0 0 a 0 0 o CD CD CD CD CD (D CD CD CD < < 7 y < < '* --ra)' CCD CD - 0 (,) m W 8 W a CD CD CD CD << << << << << << << << << 0 0 () ;� 0 0 O N :U C) O (D 1' U)N) A < .p ^-p T d v X 0 0 0 0 0 0 0 0 O .O-. ( -Dm cco (,� a 7 z O a' o g W O o m = _ 0 < < < < < < < < < )4 (�j O O N N 3 7 N -0 3 -0 co c3 N co N N N co N N co W W 0 -- 5 $ CD O CU - - f C 7 C m 7 7 7 7 7 7 7 7 7 (� (-, < < p (1) 7' n 0 co > > 7 o 3 "" CD 61 z CA 7 7 O.fD N fa) o) m N_ z CD s 3 CO CDEA 4..„„ EA Efl EA EA EA fA 'CS ffl EA ffl EA Eft EA En fA fA Ef) (ft EA to EA EA EA EA EA EA Et 01 N EA EA _ CD 1p C_ C) CD u, . C) OOO Ut O Ni CO Cb CT UA) Co 0 A A Co Co O 00) CO rs) Co CO Co W W W W W N N O O Co W 7 Q G O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O - u)-- n D O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O - 4 01 00000000000000000000100 0 0 0 0 0 0 0 0 0 0 0 0 0 71 Cfl CD �` a N 71 7 C/) O is W A N N R N N j N A A (b . e '` O W 4,.o..) N to-4, W N ..4-‘ CT fA N co_. CA N.,_. A co-A O O N O A N m0 S ; ' o o �=O:=o 0 0 �... o o 0 0 0 0 0 0 0 0 0 0 0 0 0 o y y ° ', < , 0i r.' a N n co CO 0Q W W Co A �A A A �W CO W W Co Co Co Co W W — -, W — --, > 0 IN cr) NCD c < ..< Ni O O O � << << << •<< << << K K << << << << << •<< << << << << (^) 0) << CO O O n (p _. W N N << `< << << << << •< N (p N N (p ( N N N N N (A N 0) (I) 0) (0 (0 N << ' ' E 3 n O 3 — m (n (n v) co 0 N � CD A CT A A A (" (� CA N O) N W 7 j "0 ry < -1 o ° 03) (3° N N U)) U)) (p Cc m 7 < 0 w co r C Q 70 _ A A A A A A A A W CO W W W W W W W o •� �Cn ) O O O N O O rt O .< • G < < CD <G (A N (A < < m N N y N N N N N N o N N (n N N N (T O 4 O `D co 0 0 c o CD C3 lD < \' E c 9 D , , co V N U (0 V V V W CO (T V W A W _ _, T N D D 3 CD 7 � ., V (0 O co O Co CO CO C -< V N -, `! b O CT A C O W a O T ( Ca)' cn 7 C7 - 01 °":"P O O - V AA A O UOV CAAW O W V W O V ( ) CD al W = CD .a 0 0 0 0 0 0 22 �0 D W V O h.s co J A O 0 Ni A 0 0 CD O CT W 0 (1, O� O CCD o w 0 CO CO 00 CO CO W CO W CO CO w W W w 3 O N O N o O O (T (T CT CT CT . CT CT CT CT (T (T CT CT CT N N N N CD (T Cl) CT O U) 0 0 0 • 0 0 0 0 (S `818000000' 0 0 0 (T CJ) - Z CT U) CD CD c jw 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o D y o o N (/) Q - 0 0 0 0 0 0 O' o O o 0 0. o 0; 0 0 0 0 0 0 0 0 0 0 0 O 0 Om CU N03 0 0 0 0 0 0 0 0 0 0 m _ (DCn oCll m ? 0 0 0 0 0 0 0 CD O CD 0 0 0 0 0 0 0 CD 0 0 0 0 o O 0 0 0 0 CD 0 0 0 C N O N CD Cn Cn Cn Cn Cn Cn Cn Cn U) Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn Cn 0)) 0 j (n (D c Cu Cu W W CD Cu Cu Cu W W W W W W W W W W Cu Cu W CU W W co W W W W (p' W N N CD Cn 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 3 . m 5 CD CD CD CD CD CD CD CD CD CD (D CD CD CD CD CD CD (D CD CD CD (D CD CD CD CD CD (D () $ CD > > d 7 7 -0 < < 0 N CD 3 7 7 3 CD CD 7 m K 0 () m CD >< >< X >< 0 0 O X X X X o 0 O >< >< 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 A°- na"• o' 7 • O o (A d d- o T T Z u_ v W `A 2 0 ✓ M M o M— T >— 06 LL N csi W c Ct o T T Q Z LLLL LLLL m W 2 d o 0 5 r _ 0 a 'c- T n a n W LL U- N co 8A 0 Q O O 0 c 'i 0 W >_ j © co © c J W LL o 0 v> co c\I N v- > = a M LL N LLJ d7 Q„ N cn a J O '� s O W C Li- W = L}L a a) d r 0 O V CV h- o >-• W w 0 1 N W U. 0 O UQ O 04 J H a w LL N N L W O tt U 0 I CC S CO W U > W CC H cc W W _I C m W w 2 p Z U o (/) 'I" v 00 _ H u_a rrs Z W `0 2 o UM co oo T r r LL N Csi LL CL 6R w O Et O N N ‘>7- N' Z LL U c0 w 4NA 2 CL o 0 T .— o aT T in L-Jw L}L LL M .O • CO 0 N Z O U Q O O_ c y T N J w � �- O _1 uL LL N O 0 N N • ( T _ -0 c• } co 06 0 Q c4 O a o N co • LL LL z -c s_ U_›- 2 N— 0_ CD rr N I- ii; U W W 0 I Cr) N W LL © 0 aUa N re a o M F z J O MI 0 IX S W 0 > w W H LLI CC W W —J u1 2 M Z Contingency for Vehicle Maintenance 2009 & 2010 Total Vehicle Replacement Cost $3,017,000 2009 & 2010—Green List 2--4 Total Maintenance Budget Increase $40,000 Sublet $10,000 Parts $30,000 Revised Budgets: FY 2009 $854,000 FY 2010 $847,000 $1,701,000 $40,000 Maintenance Increase $1,741,000 Total Q.i Nictuit 2009 & 2010—Green & Yellow List 141 1 • VuuN'4' • Total Maintenance Budget Increase $65,000 Sublet $20,000 Parts $45,000 Revised Budgets: FY 2009 $777,000 614,U1-' FY 2010 $445,000 7 $1,222,000 $65,000 Maintenance Increase $1,287,000 Total 2009 & 2010—Green,Yellow & Orange List Total Maintenance Budget Increase $125,000 Sublet $40,000 Parts $85,000 Revised Budgets: FY 2009 $115,000 FY 2010 $65,000 $180,000 $125,000 Maintenance Increase $305,000 Total 2009 & 2010—Total List Total Maintenance Budget Increase $180,000 this being 6% of the total Replacement Cost. Sublet$60,000 Parts $120,000 Note: This is based on the percentages of the probability for major and minor component failure and prognostic aging.