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Home My WebLink About2007-0319 Study Session Packet / CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, March 19,2007 at 5:15 p.m. Council Chambers, 1175 East Main Street 1. Discussion of Update on the City's Fleet Program 2. Look Ahead Review 3. Discussion of Mayor and Council proposed budget 4. Review of regular meeting agenda for March 20, 2007 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrators office at (541) 488-6002 (TTY phone number 1-800-735-2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). r~' CITY OF ASHLAND Council Communication Study Session - Update on the City's Fleet Program Meeting Date: March 19, 2007 Department: Public WO~kS / E ui ment Contributing Departments: ce Approval: Martha Benn v Primary Staff Contact: Paula Brown E-mail: brownp@ashland.or.us Secondary Staff Contact: Mike Morrison, Jr. E-mail: morrism@ashland.or.us Estimated Time: 35 minutes 552-2412'~.JV- / 1 552-2355 Statement: This item will provide the Council with a status of the City's equipment fleet program, review of current fleet purchasing practices, overview of available alternative technologies, and the progress of our equipment program in transition as we plan for a more "greener" fleet. Staff will also provide recommendations for continued improvements and new initiatives. Staff will have several vehicles on display and be available for any questions at the Council parking lot at 4:45 pm prior to the meeting. Staff Recommendation: Although this is a study session and no formal action is requested, staff desires Council's input and direction on the following recommendations as we move toward formation of new budget strategies and policies. Staff is focusing on three new initiatives and requests Councils support for: 1. Creation of an Equipment Acquisition Committee to evaluate planned equipment purchases and recommend changes to Council on future purchasing proposals which may include: Allowance for up to a 40% cost increase per light duty vehicle to purchase low emission alternatives (a standard Ford Escape costs the City $18,000-20,000 yet the hybrid version of the same vehicle is $25,000-28,000) Increasing the heavy duty vehicle replacement frequency to bring all vehicles into the current emissions standards more quickly. This would increase overall vehicle replacement costs for the next 5-10 years. Developing a Green Fleet Transition Plan by October 2008 to reduce vehicle emissions, improve air quality and promote attainable solutions that are affordable, renewable and sustainable. 2. Pooling and sharing some of the City's inter- and intra- departmental heavy equipment (dump trucks, back hoes, etc) and looking for ways to decrease the size of the fleet (number of vehicles and pieces of equipment). In addition, "right size" the fleet by going to a smaller sized vehicle whenever possible. 3. Continue to investigate options for use of alternative and new technologies . Replace up to 25% of the light duty fleet with alternative technology vehicles (hybrids, electric vehicles, duel fuel vehicles etc.) Use bio-diesel as much as possible within manufacturer recommendations Evaluate the use of fuel additives to reduce vehicle emissions Evaluate the purchase of foreign made alternative vehicles The proposed changes to the purchasing strategy for the City's fleet reflect an increasing awareness to reduce negative environmental impacts. The proposal under consideration is an aggressive effort to improve our overall efficiency and reduce emissions. This is not a low cost proposal and will take a considerable financial commitment from our city. If Council desires, staff will bring forward a proposal to implement this strategy. If the cost of this proposal is greater than expected, any portion of the plan can be implemented with an improvement to reducing our combined fleet emissions. G:\pub-wrks\admin\PB Council\CC Fleet Info 20Feb07.doc Page I of 5 rj.1 Background: During the FY06 budget process, and even in years past, the size of the City's fleet, not just the number of vehicles, but also the physical size of each vehicle and the relative efficiency of each vehicle was questioned. Over the last several years, your staff has diligently looked at each piece of new equipment and replacement equipment with safety and efficiency in mind. For our fleet management staff, efficiency is not only fuel economy, but emissions, use of the vehicle for more than just one purpose, and economic efficiency or cost. Fleet Composition: Over the years, the Fleet Maintenance Division has recognized the need to not only accommodate other Department's needs, but also provide a standard for quality and quantity of our fleet. Staff has looked at ways to meet the needs for our personnel, their job functions and also look at Ashland's desire for sustainability through the reduction of fuel use and reduction in vehicle emissions. Although there are times when staff must acquiesce to the needs of the other Department and agree to a larger vehicle, it is not until we have looked at all of the alternatives and competing requirements for the use of the vehicle/equipment. Fleet Management personnel broadly categorize the fleet into three categories: Light Duty Vehicles; Heavy Duty or Special Use Vehicles; and Heavy Equipment. Each type of vehicle has its particular use and often doubles for other uses. Current Fleet Light Duty Vehicles . Police Patrol, Police sedans, etc Light Duty Heavy Duty I Heavy total . Crew trucks, F350 Vehicles Special Use Equipment . Inspection vehicles, SUVs, etc gas 48 17 5 70 Heavy Duty I Special Use gas hybrid 4 4 . Sweeper, Dump Trucks diesel 7 29 15 51 . Vactor, Water Trucks natural gas 1 1 . Electric Rigs . Ambulance, Fire Apparatus propane 1 1 electric 2 2 Heavy Equipment . Backhoes, Loader total 71 46 23 129 . Forklifts, Dozer Many of our vehicles have specific requirements. Our police patrol vehicles must meet certain requirements to be "Patrol rated." There are only two vehicles that meet this rating; the Crown Victoria (that we use) and the Dodge Charger. Both are gas powered with little opportunity for adjustments. The police detective vehicles are not required to be patrol rated and can be smaller as long as they have room for the police equipment. The public works crew cab trucks are typically 4 wheel drive vehicles sized to carry a three-person crew and their equipment. These trucks double as snow plows and need to be able to climb the steep terrain in the winter. Typically these are one-ton crew cabs (Ford F350 or similar). Fleet Maintenance: The Fleet Maintenance staff balances the need for scheduled replacements with the maintenance liability of each vehicle. Much of the maintenance is completed in-house by our shop personnel and they become familiar with the requirements of each vehicle or piece of equipment. The shop personnel help to guide the vehicle/equipment operators, so that the vehicles are used appropriately and are sustained in good condition. If a piece of equipment requires continual or excessive maintenance, then early replacement is recommended. Conversely, if the vehicle or piece of equipment continues to operate adequately past its normal life expectancy, then it is recommended for deferred replacement. In general, our police and fire vehicles are heavily used and are routinely replaced earlier than at the end of useful life expectancy. In some cases, a certain type of vehicle may not perform as well and that may affect the requirement for unscheduled replacements or differing purchases. G:\pub-wrks\admin\PB Council\CC Fleet Info 20Feb07.doc Page 2 of 5 r., All vehicle maintenance is tracked through work orders for each individual piece of equipment. Not only is the specific complaint item examined when the equipment is brought in, but there is a typical standard set of maintenance items is also checked when the vehicle goes into the shop. Staff is beginning to benchmark shop mechanic productivity as compared to industry standards (APWA and SA E) and relate that to emphasis areas for overall improvement. In addition, we are also looking at benchmarking vehicle downtime and relative priorities for vehicles (ie: ambulance and other life safety vehicles will have priority over dump trucks.. .). Staff routinely works with external vendors to provide non-standard or major maintenance items. Approximately 10-15% of our maintenance work is performed by external vendors or mechanics. Fleet Age: Typically staff recommends replacement of vehicles at the end of the vehicle's useful life. Police vehicles often are replaced earlier so that the age of the fleet is relatively young (or new). The average age of our fleet is 6.4 years. Age of Vehicles and Equipment 20 Average age is 6.4 years I/) ~ 15 :E Q) > '0 10 .... Q) ..c E ;::, z 5 o ~ ~ ~ ~ ~ & ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Model Year Fleet Purchases: When it is determined that a vehicle or piece of equipment is in need of replacement, the first check is to see if the standard State bid has that particular vehicle. That allows the City to utilize a statewide contract that has already gone to bid and typically is able to purchase the vehicle at a reduced cost. Approximately 75% of the City's light duty vehicles are purchased through the state bid. For maintenance purposes, the City also tries to standardize purchases and not have one-of-a-kind vehicles. Hybrid vehicles (gas - electric) and natural gas vehicles are also available on State contracts. The majority of the heavy duty and medium duty vehicles are more specialized and require individual specifications. Currently there is only one natural gas vehicle on the state bid and that is the Honda Civic. Although Ford still offers hybrids, they discontinued their natural gas line in 2004. There has been a policy (perhaps just an unwritten policy) to purchase US made vehicles when at all possible. Council may wish to re- direct staff to evaluate options for foreign alternative fuel vehicles. Fleet Replacement Process: Several factors are used to determine when a vehicle is due to be replaced. Age, maintenance costs, downtime, number of miles or hours of use and appropriateness of the unit for the job it's doing, are all used to determine when the vehicle will be replaced. When it's determined that a unit is nearing the end of its usable life cycle, a replacement vehicle will be determined. The replacement vehicle will be decided with the combined knowledge of the fleet maintenance staff and the user department. In the past the thinking was often "the bigger the better," but over the past several years the emphasis has changed to what do we need, and can we go smaller. The vehicles intended use, required weight capacity; number of passengers, towability, and typical terrain of operation are all factored into the replacement. It is then determined what type of vehicle will most effectively do the required tasks. When it is determined what type of vehicle needed, alternatives to conventional vehicles are always considered. The alternatives are only available in a few applications, but they have now become the priority for replacement. Safety is our primary concern, then efficiency. G:\pub-wrks\admin\PB Council\CC Fleet Info 20Feb07.doc Page 3 of 5 ~~, When the appropriate type of vehicle has been determined, the anticipated replacement cost will be added to the upcoming equipment replacement budget. When the equipment budget has been approved the replacement vehicle acquisition process will begin. We use existing state contracts whenever possible as they get the best pricing. If the desired vehicle cannot be purchased using a state contract, the appropriate process for the anticipated price of the vehicle will be used. When the new vehicle arrives and is ready for service, the vehicle being replaced will be taken out of service and disposed of properly, usually a sealed bid auction or trade in. The new vehicle will be put into service and funds will then be put away for its eventual replacement. Changes to Fleet over Time: 2001 2002 2003 2004 2005 2006 gas 72 70 71 72 72 70 gas hybrid 1 4 diesel 49 48 49 50 51 51 natural gas 1 1 1 1 1 1 propane 1 1 1 1 1 electric 1 2 2 2 2 total 121 121 123 126 127 129 Fleet Replacement Fees: A vehicle is purchased once and then the using department will pay an annual replacement cost to generate funds for the following vehicle replacement. There have been three different methods used to dispose of vehicles; 1) trade-in for new purchases; 2) sale at auction; 3) "trade" to another department for short term use (not typically recommended as the maintenance on vehicles recommended for retirement are generally high). Training and Safety: A primary concern for fleet purchases is safety. Many of the City's vehicles must operate on very steep streets and be able to carry loads up hills. This will impact the size of the vehicle, the engine size, braking requirements and other safety factors to ensure the safety of our employees. It would be very difficult to have our fleet maintenance staff compromise on vehicle safety. New Ideas for Green Fleet Transition: Goal: reduce emissions and reliance on fossil fuel powered engines Priorities: If the priority is to meet the goal of overall emissions reductions and to reduce fossil fuel use, then the considerations for costs must be balanced when evaluating vehicle purchases. Going "green" will likely not be the least expensive option as it will require more capital costs for the initial vehicle purchases (hybrid-electric, natural gas vehicles). In addition, it currently costs more for biodiesel and/or natural gas systems than gasoline or diesel, but there are environmental benefits. The attached presentation shows some of the pros and cons to alternative technology use. Thes are by no means exhaustive, but will give Council a general fell for the concerns. Staff's Initiatives for Consideration: As stated in the recommendations, staff is focusing on three new initiatives and requests Councils support for: 1. Creation of a equipment acquisition committee to evaluate planned equipment purchases and recommend changes to Council on future purchasing proposals to include: Allowance for up to a 40% cost increase per light duty vehicle to purchase low emission alternatives (for instance, a standard Ford Escape costs the City $18,000-20,000 yet the hybrid version of the same vehicle is $25,000-28,000) G:\pub-wrks\admin\PB Council\CC Fleet Info 20Feb07.doc Page 4 of 5 rA' Increase the frequency for heavy duty vehicle replacement to bring all vehicles into the current emissions standards more quickly. This would also increase cost requirements for vehicle replacement costs over the next 5-10 years. Target developing a Green Fleet Transition Plan by October 2008 to reduce vehicle emissions, improve air quality and healthy living for Ashland, and promote attainable solutions that are affordable, renewable and sustainable. 2. Pooling and sharing some of the City's inter- and intra- departmental fleet's heavy equipment (dump trucks, back hoes, etc) and looking for ways to decrease the size of the fleet (number of vehicles and pieces of equipment). In addition, "right size" the fleet by going to a smaller sized vehicle whenever operationally possible and reduce vehicle idling time (morning starts, stand by for work, etc) to reduce fuel use and air emissions. 3. Continue to investigate options for use of alternative and new technologies With improved technology, each vehicle replacement will be cleaner than its predecessor by an average of 20% or more Replace up to 25% of the light duty fleet with alternative technology vehicles (hybrids, electric vehicles, duel fuel vehicles etc.); target achieving an average of 20% reduction in emission for each vehicle replaced. Evaluate realistic options for 1 ton and specialized vehicles in addition to the sharing options shown above. Use bio-diesel as much as possible within manufacturer recommendations ~ Conduct an accurate analysis of current (2007) use of biodiesel ~ B20 for year around diesel fleet that is out of warranty; ~ Phase in B50 with testing for summer (July, August, September) use ~ Target opportunities for B20 testing for emergency vehicles. ~ Gain insights from Portland's testing and use by the City of Toronto Evaluate the use of fuel additives to reduce vehicle emissions Evaluate the purchase of foreign made alternative vehicles (Toyota and Honda) Related City Policies: Budget Valdez Principles Council Options: Staff requests Council's direction on the next steps for a "greener" fleet. Council may opt to ask for additional information or give emphasis to staff's recommended initiatives. Potential Motions: None - study session Attachments: City of Ashland Fleet Presentation G:\pub-wrks\admin\PB Council\CC Fleet Info 20Feb07.doc Page 5 of 5 r.l' City of Ashland Fleet City of Ashland - Fleet · 129 Vehicle in service -60 Light duty vehicles -46 Heavy duty/ Specialized vehicles -23 Heavy equipment Light Duty Vehicles . 60 Vehicles in this class - 52 Gas Powered . Including 4 hybrids - 7 Diesel Powered - 1 Natural Gas City of Ashland Fleet . Overview of our city fleet . Review of current purchasing practices . Pros and cons of alternative technologies . Our potential use of these technologies . Options for future purchasing strategies City of Ashland - Fleet · Large fleet for a city of this size - Three departments other cities this size do not usually operate . Electric Department . Fire Department- Ambulance service . AFN Heavy Duty / Special Use Vehicles . 46 of these vehicles in operation - 29 Diesel Powered -17 Gas Powered 1 Heavy Equipment . 23 Units - 15 Diesel powered - 5 Gas Powered - 2 Electric Powered - 1 Propane Powered Vehicle Use Department using the vehicle - Intended use - What type of loads will it carry, and how much do the loads weigh - How many people will the vehicle need to ca rry - Will the vehicle be used in more than one application Efficiency & Safety . Adequate breaking for typical terrain . Correct engine size for expected load . Correct weight carrying capacity for anticipated application . Vehicle size vs. application - Go smaller whenever possible - Can a smaller vehicle safely do the required tasks - Will a smaller vehicle be overworked Vehicle Replacement . Vehicle use . Efficiency and safety - Job efficiency - Fuel economy - Correct vehicle size for the application . Cost Vehicle Size . In a heavy duty application, larger vehicles will do the job more efficiently " II' J~ 11.,;"""".,,,.-..,....;.<-,,..,,'"",,,,,, ~~\~ ',jl~~iW~I!:'i:"':r'r" "'Hoi.,,# ........fJ"+' ,,"',' , 'Q ".... " ~.ii .. 2 Why We Use 1-Ton Trucks . Needed for weight carrying capacity . Used for trailer towing . Used in specialty applications - Small dump trucks - Ambulances - Snow plow/sanders - Brush fire fighting units - Sewer rodding/cleaning - Electric department bucket truck 3 Vehicle Cost . Is the replacement vehicle available on a state contract? . Will added cost for alternative technologies be offset by fuel savings? . What is the priority, cost or "green"? Heavy Duty / Special Use Vehicles . Alternative technologies available in this class include- - Biodiesel - Diesel particulate filters - Diesel oxidation catalysts Alternative Technologies - Hybrids . Pros - Improved fuel economy - Reduced emissions - Similar to standard vehicles in range and operation . Cons - Limited models available - Significantly more expensive than a non- hybrid equivalent - Only available in light duty and smaller vehicles - Expensive battery that has a life expectancy of 7 to 8 years . Battery cost $7,000 Light Duty Vehicles . Alternative technologies available in this class include- - Hybrids - Biodiesel - Natural Gas - Electric - Ethanol (Dual fuel or E-85) - Diesel particulate filters - Diesel oxidation catalysts Heavy Equipment . Alternative technologies available in this class include- - Biodiesel - Diesel particulate filters - Diesel oxidation catalysts Alternative Technology- Natural Gas . Pros - Reduced emissions - Operation very similar to a standard vehicle - Maintenance very similar to standard vehicles Cons - Very large fuel tanks reduce cargo capacity - Very few models available - Still relies on non- renewable fuel - Only two fueling stations in Jackson County . Butler Ford . RVTD 4 Alternative Technologies - Electric Vehicles Pros - Zero emissions - Low operating cost Cons - Limited range of 40 miles per charge - Limited speed of 40 MPH maximum - Currently, only one manufacturer offering all electric vehicles in the USA - Very small and not crash tested Alternative Technology- Biodiesel . For this discussion, the Biodiesel being discussed will be the commercially available soy based product. Although many types of Biodiesel can be produced, the soy based product will most suit our needs. This is the only type available in large quantities, and the soy based product is thoroughly tested and meets the most stringent quality control standards. Alternative Technology- Biodiesel . Cons - Will void engine warranty if used at a higher concentration than 5% Biodiesel 95% conventional Diesel - Slight increased NOx emissions . One of the leading contributor to visible smog - Cold weather gelling - Reduced power as compared to conventional Diesel - Poor storage due to bacterial growth - Can harm some engine components especially in older vehicles - Can not be used in 2007 or later vehicles or vehicles equipped with a particulate filter Alternative Technologies- Flex Fuel (Ethanol- Unleaded) Pros - Reduced emissions - Can be used with either Ethanol or Unleaded - Similar operation and maintenance as standard vehicles Cons - Limited number of models available - Reduced power, E85 has roughly 75% the power of unleaded - Of the 171,000 fuel stations in the US, less than 1,000 offer Ethanol - Ethanol currently available at only two stations in Oregon . Eugene and Portland Alternative Technology- Biodiesel . Pros - Reduced co" Co, HC, and Particulate Matter . The atmosphere net gain of CO, is zero as the plant matter used to produce the fuel absorbs as much CO, as the fuel releases as it burns - Made in the USA - Most vehicles that can run on Diesel, will run on Biodiesel Alternative Technology- Biodiesel . A special consideration is that the city operates only one fueling station . If we switch those tanks to Biodiesel, all City vehicles will have to operate on Biodiesel . Or develop a new fuel point . Or continue to use the Grange Co-op 5 Alternative Technology- Biodiesel Concern for the yet untested use of biodiesel under all situations in Ashland has prevented staff from recommending full implementation of the switch to Biodiesel until it has been proven in our fleet. . Staff has been unwilling to switch the il, emergency vehicles to Biodiesel until proven with our use in cold weather and with our terrain. Alternative Technology- Diesel Particulate Filters- Oxidation Catalysts . We have received a CMAQ grant from ODOT to install these components on our existing Diesel equipment. . These filters and converters are completely passive and will reduce the emissions from 10 to 70% depending on the application and the filter used. . This retrofit will take place during the 2008-09 fiscal year. (CIP FY09) eavy rue miSSions Standards Emissions of large trucks largely unregulated until 1988 The emissions standards were very minimal until 2001 The emissions standards have now become very stringent Particulate matter as of January 1, 2007 is less than 2% of what was allowed in 1988 2007 and later heavy trucks will be factory equipped with particulate filters and oxidation catalysts NOx emissions now less than 2% of 1988 Emissions standards become even more strict January 1,2010 Diesel Particulate Filters and Oxidation Catalysts Installed on existing diesel fleet '::. "t.) ] ~! p..,--].. o. +1-'.::, .fL. ';.';':" jj . ~;;u. I~ [(j"'2fjl.J ~;.,., +~n:) . Inline with vehicles exhaust system. will convert harmful emissions to non-harmful emissions, and trap particulate matter . Particulate matter can then be cleaned from the filter and disposed of in a less harmful manner Our use of Biodiesel . Options - Stay with conventional diesel fuel use. - Monitor manufacturer recommendations and use concentrations that will not void vehicle warranties. - Use biodiesel in our entire fleet, and be willing to pay for any warranty issue attributed to that fuel. Engine cost in some of our vehicles can be as high as $30,000. - Fuel our out-of-warranty fleet at the Grange Co-op. Heavy Truck Emissions Standards . A general rule for vehicle emissions is the newer the vehicle, the stricter the emissions standards that vehicle must meet. The new emissions laws will prevent any truck built after 2004 from polluting like this. 6 Heavy Duty / Specialty Use Vehicle Replacement Most expensive of all categories to replace. - Costs range from $30,000 to $450,000 - Life expectancy is 12 to 20 years . Some vehicles in this category date back to the era of unrestricted emissions. - Very little alternative technology available in this category so the newer we keep our fleet, the cleaner it will be. - Biodiesel is the only alternative technology available in this class of vehicle, and it will not be compatible with new trucks. Proposal: Increase the frequency of vehicle replacement to reduce the cities combined net emissions. Future Light Duty Purchasing Practices . Consider low emissions alternatives whenever possible - Allow up to a 40% increase in the purchase price for low emissions alternatives . Go with a smaller vehicle in any application it can safely be accomplished. Over the next 8 years, increase the light duty fleet to 25% alternative technology . Annual cost increase to this portion of the fleet should be 10 to 15% per year to accomplish this goal Heavy Equipment Future Purchase Strategy . Unfortunately alternative technology is very limited in the heavy equipment category . Emissions standards are also not very regulated on this equipment - Emissions standards are starting to catch up to the heavy duty trucks, but they are not there yet. - It is expected that in the next few years emissions standards for off road equipment will be comparable with on road vehicles. - When this happens, a strategy similar to the heavy trucks will do the most to reduce our heavy equipment emissions. Increased Frequency of Heavy Truck Replacement . Proposal: Increase replacement frequency from 12 to 20 years to 10 to 15 years - Cost increase of equipment 20 to 33% per year ($150,000 to $200,000 per year) - Reduced emissions in some cases by as much as 90% - Overall emissions from city heavy trucks could be reduced by 25 to 40% over the next 5 years New Initiatives for Consideration Each vehicle replaced will be cleaner than its predecessor by an average of 20% or more Replace up to 25% of light duty fleet with alternative technologies "Right Size" the fleet by going to smaller vehicles whenever possible Use bio-diesel as much as possible, and as manufacturer recommendation allows Evaluate the use of fuel additives to reduce vehicle emissions Keep vehicle idle time to a minimum. When possible set the vehicle computer to allow idle time of 10 minutes maximum. Create an equipment acquisition committee to evaluate planned equipment purchases Heavy Equipment Future Purchase Strategy . At this time our only alternative for this equipment will be the installation of the diesel particulate filters, and oxidation catalysts. - This will take place during fiscal year 2008-09 through the CMAQ grant from ODOT . Biodiesel will also be used in this equipment to help reduce emissions. 7 City Fleet Future Purchasing Proposal . Light Duty - Consider alternative technology whenever possible - Allow 40% cost increase per vehicle to purchase low emission alternatives - Go smaller whenever safely possible . Heavy truck / Specialty use - Increase frequency of replacement to bring all our vehicle into the current emissions standards as quickly as possible . Heavy Equipment - Monitor standards and develop a similar strategy to the heavy trucks when the emissions standards are increased. Summary . The purchasing strategy of the city fleet will reflect an increasing awareness of our environmental impact. The proposal brought forth in this presentation is an aggressive effort to improve our overall efficiency, and reduce our environmental impact. . This is not a low cost proposal, and would take a large commitment from our city. . With Council's direction, this is the strategy we will use from this point forward. Please let us know if you have any questions Thank you City Fleet Future Purchasing Proposal . This proposal would increase our equipment cost approximately 20% per year. - This 20% would cost between $150,000 and $200,000 per year. Emissions would be greatly reduced in our heavy truck fleet. In individual instances, emissions would be reduced as much as 90%. Our overall reduction should be 25 to 40% over the next 5 years . Light duty emissions should be reduced by 15 to 20%, during the same time line, with currently available alternatives, and even more as alternatives are improved. I Summary . 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III CII t;~ CD ::3 0 :boa CD )10 " ~~ S iii' ~&. iii' III :bon 0 tJ ~~ ~ n ." ~= .... iif III .::3 ~3. Q, CII q~ c:: ~ ~8 CD' C') - S!~ 8' C') ~if ::,- III ~~ ::3 CQ !II ~ if. if. if. if. I 1jj =r -6. ~~ 0< 8~ c g~ ~~ m~ a....., X " VC:;: Council Communication Study Session Discussion of Mayor and Council Budget CITY OF ASHLAND Meeting Date: March 19, 2007 Department: Administration Contributing Departments:.,'. l1-/fJ Approval: Martha Bennett /t 'P Primary Staff Contact: Ann Seltzer e-mail: Ann@ashland.or.us Secondary Staff Contact: Estimated Time: 30 Minutes Statement: This item is being brought to the Council to discuss the FY08 Mayor and Council budget prior to the budget process. Staff Recommendation: This is a study session and no formal action will be taken. Staff is seeking council direction on the allocation of the travel and training budget. Background: The FY08 Mayor and Council budget remains unchanged from the current year. Staff suggests a discussion on the allocation for travel and training in item 606 Other Purchased Services. This item includes allocations for advertising and printing ($2,700), air travel, training, lodging, meals, personal vehicle mileage ($14,935) and the largest allocation, professional membership dues ($33,125). Historically the travel and training is budgeted as follows: ACTIVITY AMOUNT GUIDELINE Air $1545 Approximately 2 tickets depending on destination (2 x NLC/DC) Personal Vehicle Mileage $2600 Reimbursement for personal vehicle mileage (7 x LaC, regional meetings etc.) Lodl!;inl!; $4100 Lodging (7 x LaC, 2 x NLC/DC) Meals $1540 Meals (7 x LaC, 2 x NLC/DC) Traininl!; $5150 Conference Registration (7 x LaC, 2 x NLC) TOTAL $14,935 While these are the guidelines staff has used for a number of years, they may no longer meet your needs and you may prefer to use a different set of guidelines to allocate the $14,935 for travel and training. Attachments: Proposed FY08 Mayor and Council Budget Allocation and description ofFY08 of Materials and Services 1 Mayor and Council Proposed Materials and Services Budget FY08 Target $63,383 (same as FY07 and 2% less than FY06) 601100 Office Supplies $200 Office supplies for city council (council packets, binders etc.) 601610 Meetings $1000 Related expenses for council meetings, study sessions, goal setting, Ragland award, volunteer recognition 601700 Books & $150 Publications and reference materials for Mayor Periodicals and Council 603100 Telephone $370 Local telephone (fixed cost determined by finance) 604100 Professional $8000 Consultant fees for goal setting/team building Services 606100 Advertising $2500 Display ads council agendas, study sessions etc. 606200 Printing $200 Allocation for printing materials for council 606311 Air $1545 Air travel for Mayor and council to conferences and on official city business, approximately 2 tickets depending on destination (2 x NLC/DC) 606313 Personal vehicle $2600 Reimbursement for personal vehicle mileage (7 mileage x LaC, regional meetings etc.) 606320 Lodging $4100 Lodging (7 to LaC, 2 to NLC/DC) 606330 Meals $1540 Meals (7 x LaC, 2 x DC regional meetings) 606400 Training $5150 Conference Registration (7 x LaC, 2 x NLC) 606500 Dues $33,125 Membership dues, LaC, NLC, Oregon Mayor's Association, SOREDI, RVCOG, Ashland Chamber 608400 Sister City $2900 Sister City activities during July 4 (gifts, hosting etc.) ~ cost of GTO princess Mayor trip to GTO TOTAL $63,380 CENTRAL SERVICE FUND ADMINISTRATION DEPARTMENT MAYOR AND COUNCIL DIVISION Description 2005 Actual 2006 Actual 2007 Amended 2008 Proposed Fund# 710 Personal Services 510 Salaries and Wages $ 2,746 $ 3,096 $ 2,600 $ 2,600 520 Fringe Benefits 64,737 41,079 80,850 68,010 Total Personal Services 67.483 44,175 83,450 70,610 Materials and Services 601 Supplies 8,163 2,831 2,565 1,350 603 Communications 594 597 310 370 604 Contractual Services 1,219 480 6,443 8,000 606 Other Purchased Services 48,039 15,537 53,005 50,760 608 Commissions 3,971 1,686 1,060 2,900 Total Materials and Services 61,985 21,131 63,383 63,380 $ 129,468 $ 65,306 $ 146,833 $ 133,990 CITY OF ASHLAND Memo DATE: March 16, 2007 TO: Lee Tuneberg, Administrative Services/Finance Director Bryn Morrison, Account Representative WLv\ FROM: DEPT: Administrative Services RE: TOT Funds In researching the use of TOT funds by cities comparable to Ashland, I found that each city has a different approach to the amount they allocate for tourism, economic development, and cultural development. A matrix is attached showing which cities were contacted and the responses. In summary: Bend: A tourism promotion fund has been established to account for the promotion of tourism, with much of the funds allocated to the Visitor's and Convention Bureau on contracted basis. 29.4% of the funds generated from the tax currently go into this fund to be used in accordance with Section 1 of HB 2934(Oregon Laws, 2001) pertaining to tourism. The city contracts with the Bend Visitor and Conventions Bureau, the Central Oregon Visitor's Association or other entities authorized by the City Council to use these funds. The remaining amount is shown in the General Fund as discretionary revenues. Corvallis: 50% of the TOT is used for direct and indirect economic development. 30% is allocated for tourism and 20% is allocated for economic development through an application process similar to ours. Eugene: 100% of their TOT is allocated to the Performing Arts Center for tourism and cultural development. Grants Pass: Of the first 87.5% of TOT, 20% is for funding Public Safety, 20% for Parks Maintenance, 30% for Tourism. The remaining 30% is transferred to the General Fund for promoting economic development and downtown area activities. The remaining 12.5% of the total tax; 30% is transferred to the Tourism program and 70% is transferred to the Lands and Building fund for the acquisition and development of Park property. ADMINISTRATIVE SERVICES DEPARTMENT D. L. Tuneberg, Director Tel: 541-488-5300 20 East Main Street Fax: 541-552-2059 Ashland, Oregon 97520 m: 800-735-2900 www.ashland.or.us ~.. ...'1 CITY OF ASHLAND Memo Medford: 25% of the TOT is allocated to the Chamber of Commerce through a contract with the City on the specific use of the funds. The remaining 75% stays in the General Fund, of which 25% goes to Parks. Seaside: 57.6% of the TOT is allocated to the convention center. 20.1 % is allocated to promote and advertise the city through the City Promotions Committee and to operate the Seaside Visitors Bureau. 13.05% is allocated to the Public Safety Fund for general operations of Police, Municipal Court and Lifeguards. The remainder is used for Capital improvement and maintenance, Public Works maintenance and operation of tourist facilities, and Promenade maintenance, reconstruction, or expanSIOn. ADMINISTRATIVE SERVICES DEPARTMENT D. L. Tuneberg, Director Tel: 541-488-5300 20 East Main Street Fax: 541-552-2059 Ashland. Oregon 97520 TTY: 800-735-2900 www.ashland.or.us ~~, en 0 Q) 0 to ~ 0 to '" N (V) ""- Q) I'-- I'-- Q) 00 ~ 00 or) N c: 0 I'-- I'-- '" Q) 0. .... '" "< '" <9 N .... 'E ~ 0 0 Q) en. 0 E .... c5 0.. '" '" a I'-- Q) > Q) 0 ro .2 -S Cl .... 'E ~ 0 C; 0 Q) Q) "'! Q) Q; E ..... ~ 1'--- 0.. '" '" .s:: a co i5 <fJ Q) Q; > Q) .s:: 0 i5 CJ a -E I- a c: a CJ W .... 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In. a. .... 0 Q) ri N N .E N ro 0:: .... ro .E _!!! :g Q) Q) :::J Q) oR- oR- ~ oR- ~ oR- ~ oR- CD c: 0 0 0 .s :;: Q) ro I'-- Q) Q) In Q) Q) Q) co > 0:: "0 Q) 2: Q) ::c rn ro .!!l 15 u CJ .Q -co C a ....J ro > :::J ro 0 _!!! <n E ~<.: Q) ro "0 0 =s Q) (J) CJ') co <<= m~S en c: O_Q) ;::- .~ <n , <;; C:..r::: <n 01- G Cf) ro "0 ~ Qj a... "E Q) -0 a.; a.; c: ro c: <n .E "0 c: "0 c: ro "0 Q) C -en ro -en Q) :c c: ~ en ~ "0 ro :c ro en <n Q) 0 :::J Q) Q) <n Q) :::J <( lD U w <.9 ::2 Cf) <( Cf) w Transient Lodging Taxes February 5, 2003 Question l: Which cities assess a transient lodging tax as a means of addressing infrastructure and public safety needs attributable to visitors? Question 2: Which cities assess the transient lodging tax for general revenue raising? City Tourism-Related Programs General Fund Services Astoria 22% goes to support tourism related Any remaining funds go to the general infrastructure. Of the remaining funds, fund primarily to support public safety. $65,000 goes to tourism promotion and 1 % goes to the Chamber of Commerce. Baker City The city sends 70% of the tax collected 5% is taken to cover administrative costs to operate the Chamber and Visitor of collection and disbursement. Bureau; 25% is used to support the City's Economic Development effort. Bandon Part of the revenue is deposited into the Part of the revenue goes into the General Economic Development Fund, which is Fund, and is used for many purposes, used primarily to support the Chamber of including infrastructure projects and Commerce. public safety attributable to visitors. Bend A portion goes into tourism promotion. The rest goes into the General Fund. Brookings 25% of the transient lodging tax goes to 75% goes to the General Fund. the Chamber of Commerce for tourism promotion. Burns The revenue is used as a means of addressing infrastructure and public safety needs attributable to visitors. Central Point All revenue goes to the General Fund. Coos Bay 2 cents goes to the Coos Bay-North Bend Tourism Promotions Committee. The other 5 cents goes towards repayment of debt for the Coos Bay boardwalk, cultural programs, Arts Museum, litter patrol, and general beautification. Garibaldi As required by ordinance, the funds go towards fire and police supplies and equipment, and public improvements. Most of the funds go to public safety. City Tourism-Related Programs General Fund Services Grants Pass 30% towards tourism promotion. 20% towards public safety. 15% towards economic development. 20% towards parks. 15% towards downtown program. Hermiston 30% of the tax goes toward the cost of operating and maintaining the Hermiston Community and Convention Center. The Community Center also houses the Chamber of Commerce's offices, which the city provides rent free. Hood River The county and two incorporated cities The remaining 10% for Hood River County contribute portions of their TL Ts to the County, 50% for Hood River, and 75% Visitor Council. Hood River County for Cascade Locks goes to the general gives 90%; City of Hood River gives fund, which pays for services like park 50%; Cascade Locks gjves 25%. maintenance and police. Klamath Falls The City receives a proportionate share of Klamath County's room tax. 1/6 of the city's receipts go to fund the county-wide tourism effort. The remaining balance is used for tourism activities at the airport (75%) and regional parks (25%). Lebanon 90% goes towards tourism and tourism related activities and projects. Lincoln City The city dedicates 1 % to public safety, which reduces the burden on the general fund by $350,000 per year. Newport 5% of the total is used for administration The remaining funds are distributed as of the tax. Of the remaining 95%, 45.5% follows: 40% to Trust and Reserve for is distributed to the Advertising and equipment; 32% to General Fund for Promotion Fund as follows: 53% to media public safety; 28% to the Airport Fund. advertising with a Portland firm; 27% In 1996, an additional 1 % was added, goes to the Chamber of Commerce for all of which goes towards the new operations; 12% goes to the Oregon Coast Wastewater Treatment Facility. Council for the Arts; 8% goes to Community Celebrations. In 2003, an additional 1 % was added, all of which goes to assist the Oregon Coast Aquarium. Ontario 22.5% goes to the Chamber of Commerce 52.5% goes to the Street Fund. and Visitors Convention Bureau. 12.5% goes to the Four Rivers Cultural Center. 12.5% goes toward parks and other community enhancement projects. City Tourism-Related Programs General Fund Services Redmond Part of the funds go towards tourism and The other part of the funds go towards the Chamber of Commerce. Tourism police and emergency services. includes the Deschutes County Fair and Expo as well as the Smith Rock and Eag]e Crest tourist sites. Rogue River 25% to public relations. 25% to parks, 25% to police protection, 25% to administration. Sandy 50% goes to the Chamber of Commerce to The remaining 50% stays in the General operate the Visitors Center. Fund. Sherwood The city assesses a transient lodging tax as a means of addressing infrastructure and public safety needs attributable to visitors. Sisters 33% goes to the Chamber of Commerce to The remaining funds go towards the support tourism and special event city's police service contract with the activities. Sheriffs Department. Stayton The city only collects about $ 10 per year, which goes into the genera] fund. St. Helens By ordinance, the revenue must be used for debt service on the construction of a convention center, and staff to promote the center and tourism in general. It is a separate fund in the budget. Sweet Home Funds are used for economic development activities and a portion of the funding goes to the Chamber of Commerce. The ordinance states that the funds can be used for any "pub]ic purpose." Ta]ent The city does not raise much in revenue, but the money is designated for parks. Umatilla 50% goes toward the Chamber of Commerce and 50% goes towards the future development of the Old Umatilla Town Site. Warrenton The City does contribute a portion of the The remaining revenue is used to pay tax to the local Chamber of Commerce, for public safety. which in turn uses the revenue to pay for promotional activities and a Visitors Center. City Tourism-Related Programs General Fund Services Woodburn 33% is decticated to tourism and economic The remaining 67% goes to the general development. Of this money, ] /3 is fund, where it helps pay for police and retained by the city for local festivals. 2/3 street maintenance. is granted to community organizations, which have included the Chamber of Commerce and the Woodburn Downtown Association. Yachats 28.5% goes towards visitor amenities and 7] .5% goes toward the general fund to a Visitors Center. pay for services such as streets, parks, library, museum, community center and planning. '" ~ 00 N U ..... Z a- <l Z >- o z " ~ ~ z 0;:3 _ 0 o . j ~ I- lr o l:l. "V 00 a- N ~~ a-~ UJM cO ::>'" VlX !:{~ Z UJ > <l:M r ..... 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