Report of the Montpelier City Council's Citizen Budget Review ...

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15. The City should investigate the costs and benefits of the current practice ofdeploying a fire truck on every ambulance call. Most residential calls can behandled by the two personnel on the ambulance call (oxygen and defibrillators canbe affixed to the ambulance cot as they are designed to accommodate thesetools).Public Works Subcommittee Recommendations1. If Montpelier wants to improve its quality of sidewalks (see City Council goals innext page) from pretty average to better than average, we suggest it will needto increase its current relatively low average of expenditures per mile of sidewalksper year.2. Thus, we suggest there should be a Pedestrian Plan developed by a citizen’scommittee with limited professional help to help better in the long run thedevelopment of the types of sidewalks envisioned in the 2012 MontpelierCity Council Goals.3. Further, it is clear to Montpelier citizens and its City Council that Montpelierneeds to improve their streets, and make it a priority.4. It seems that, the recommended and privately accepted, but not officiallyacknowledged, Complete Streets Policy should be followed; a policy thatcalls for improving all uses of the street whenever construction takes place.5. Formal inventories must be established for all assets the DPW is responsiblefor. Much of this institutional knowledge should be contained in a writtendocument similar to what was presented for the Equipment departmentbeing supervised by Eric Ladd.Detailed inventories were presented for the Equipment sub department, thisincluded purchase date, life, salvage value, depreciation, net value and purchasecost. Work orders should be used for all departments.6. Work orders should be used for all departments.Work orders were submitted for 2 departments Equipment and Water and Sewer.Using work orders will catalog, archive and quantify all work activities7. A formal schedule of maintenance should be developed for the Streetsdepartment.If recommendation #2 is adopted these work orders would fit hand and glove withthis schedule.8. Level of service standard as provided by Todd Law September 2012 shouldbe amended to include in the final bullet point a specific measure (1”) toassess if sidewalks need to be fixed. (See Appendix DPW 1)9. A formal work planning process should be established for all departments.Page 16 of 88
Equipment, Streets, and Wastewater Plant submitted non-standardized projectplans for October 2012. It was unclear how these plans were created.10. Corrective actions should be standardized and include the following: Datefor follow up; how it affected the department; and what will happen if theunacceptable action continues.This is an essential management tool that should be used regularly and as neededfor the following reasons:a. It sets a clear expectation for employees so they know what is expected ofthem;b. It holds them accountable to that expectation;c. It creates a paper trail that illuminates patterns in employee behavior;d. It sets a date for supervisors or directors to follow up with employees toacknowledge when behavior has improved.The department should continue to use merit pay as an incentive to rewardachievement in top employees.11. The subcommittee recommends that the Director of DPW improvecommunication and information sharing among his 5 divisions, andsuggests holding regular group meetings.The city manager should attend each of these sub-department meetings with in theDPW at least once a year. Workers in these departments have valuableinformation that must be filtered back into all of the above recommendations.Without a formal process to share information it is unlikely to happen effectively.12. The director of the DPW should relocate his office the Dog River facility.The men need to see their director more. There are several people to field visitsfrom the public, other city departments, and other requests for information. If thedirector must be involved he is very effective at e-mailing.13. Department Director and all 5 sub-department supervisors should berequired to attend budget training sessions.14. The city manager should take an active role in supporting the director of thisdepartment through mentoring and establishing clear and directexpectations for the director.DPW is a very large and visible department. They must continue to adapt to therecommendations that were made in the summer of 2011. This department hasseveral large known projects and most likely several that are unknown at this time.Without strong leadership this department will struggle to deliver value in exchangefor the taxes this department consumes. A level of standard for service deliveredshould be established and maintained.Page 17 of 88
Page 2 and 3: Table of ContentsTRANSMITTAL LETTER
Page 4: 1. EXECUTIVE S UMMARYa. Charge from
Page 7 and 8: f. Summary of RecommendationsThe BR
Page 9 and 10: available through VLCT. This will s
Page 11 and 12: 2: View City and staff responses to
Page 13 and 14: Building Inspector, half the depart
Page 15: should undertake this analysis prio
Page 19 and 20: 2. INTRODUCTIONa. History and Backg
Page 21 and 22: Administration and Finance Subcommi
Page 23 and 24: • Barre: City Clerk/Treasurer als
Page 25 and 26: Key Questions:• What is the FTE s
Page 27 and 28: Population 2010Total Admin/Fin Budg
Page 29 and 30: Budget Process Subcommittee ReportD
Page 31 and 32: CONCLUSIONS & RECOMMENDATIONS:The p
Page 33 and 34: Attachment 1Budget Process Subcommi
Page 35 and 36: Attachment 3NOTE: The following cha
Page 37 and 38: committee under a short deadline. T
Page 39 and 40: Total Long Term Debt per Capita:Lat
Page 41 and 42: Five City/Town Comparative Chart- D
Page 43 and 44: Department of Public Works over a p
Page 45 and 46: Health Benefits Subcommittee Report
Page 47 and 48: The following graph looks at change
Page 49 and 50: Matrix Subcommittee ReportJean Olso
Page 51 and 52: Planning Subcommittee ReportJane Ka
Page 53 and 54: Notes from Each Community:Much of t
Page 55 and 56: • Barre City: The Planning Depart
Page 57 and 58: Planning Departments by Town Exhibi
Page 59 and 60: and the City Manager should identif
Page 61 and 62: Public Safety Subcommittee ReportBo
Page 63 and 64: Recommendations:1. Time did not all
Page 65 and 66: nights, the shift coverage is only
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Significant Fall Hazards (SigHAZ):
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Further rationale for the above sug
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3. Roughly what is the percentage o
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Recommendations for DPW1. If Montpe
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[END PUBLIC WORKS SUBCOMMITTEE REPO
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According to the 2009 National Citi
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Table of Montpelier Recreation Depa
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during the school year. The Public
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Montpelier Barre Brattleboro Middle
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RECOMMENDATIONS• Other cities and
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Tax ComparisonsAppendix AMunicipal
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City/TownMedianMunicipalTax BillMun
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available for circuit breaker reduc
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2). PROPERTY TAX TARGET: Do you hav
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considering the adoption of a Capit
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, · 1deductible, combined with a H
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Appendix Budget - 41/1DATE:TO:FROM:
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Other Employee-related increasesHea
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City of Montpelier 2012-13 Goals an
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Date Subcommittee Montpelier Growth
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Data Subcommittee Nine (9) City Fin
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Data Subcommittee - Montpelier Five
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Montpelier 20.1 2/ Annual Report /
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Montpelier 2012 / Annual Report / 2
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DireCt Debt Service Ratios - Debt P
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• In order to make the assessment
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The Center Director conducts betwee
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The Department has initiated the co
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SECTIONRECOMMENDATIONENTITY /INDIVI
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SECTIONRECOMMENDATION8.1 (5) The Fi
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City of Montpelier - Department of
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City of MontpelierUSER: TPROVENCHER
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Asset Value & DepreciationAsset 10P
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REGULARLaboratory Preventative Payr
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City of MontpelierUSER: TPROVENCHER
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Work Order SummaryLabor Part Other
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Work Order SummaryWO#W/SMAINT24902
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Work Order SummaryWO#MHS24899 [COOL
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SCOPE OF WORK PERFORMEDDuring JUNE
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October 2012 Work, StreetsCulvert r
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RIDGE STREET RECONSTRUCTIONMONTPELI
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(0 C4.March 8, 2012I acknowledge th
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APPENDIX Rec 1FEBRUARY 2012 CITY CO
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those together.Mayor Hooper said th
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Council Member Timpone said they ha
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on, so they can perform their fiduc
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in terms of understanding the impli
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