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Final Los Alamos FY2009 Performance Report 04.05.10
 

Final Los Alamos FY2009 Performance Report 04.05.10

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    Final Los Alamos FY2009 Performance Report 04.05.10 Final Los Alamos FY2009 Performance Report 04.05.10 Document Transcript

    • Incorporated County of Los Alamos  Performance Results Fiscal Year 2009  Report of County Governmental Performance  Fiscal Year Ended June 30, 2009 
    • TABLE OF CONTENTS Departmental Chapters Page Reader’s Guide………………………………………………………………………………….. 1 County Administrator……………..…………………………………………………………….. 5 County Attorney …………...…………………………………………………………………... 11 County Sheriff…………………………….……………………………….……………………... 14 Community Development…………………………….…………………………..…………….. 16 Administrative Services…………………………………………………………………….….. 24 Community Services……………………………………………………………………………. 48 Los Alamos Fire Department………………………………………………………………….. 76 Los Alamos Police Department……………………………………………………………….. 84 Capital Projects and Facilities………………………………………………………………….. 89 Public Works…………………………………………………………………………………….. 100 Los Alamos County Utilities…………………………….……………………………………… 131
    • Navigating the Los Alamos County  Performance Report: a Reader’s  Guide to LA Scores!  Transitioning to Performance  Management         April 2, 2010        Dear Reader:    Introductory Remarks: Integrating Comparisons  Los  Alamos  County  is  progressing  towards  meeting  its  objective  of  benchmarking  government  efficiencies  to  evaluate  programs  and  prioritize  funding  levels.  Our  local  government  performance  management,  performance  measurement  and  accountability  program  is  affectionately named LA Scores!—a progressive system for reporting the  performance  of  government  services.  We  county  managers  and  employees  have  been  working  very  hard  to  provide  services  to  our  beautiful,  exceptional  community,  and  we  are  pleased  to  present  this  report to you for your information and consideration.    With  this  FY2009  Performance  Report,  management  integrates  time‐ tested performance measures that are well‐defined and standardized by  the International City/County Management Association’s (ICMA) Center  for  Performance  Measurement  (CPM).    In  many  programs,  only  ICMA  measures  have  been  selected,  thereby  replacing  previously  adopted  performance  measures  that  were  used  in  prior  years.    In  this  report,  program  performance  is  compared  to  medians  for  participating  CPM  jurisdictions. Note these are simply comparisons, and benchmarks have  not yet been identified. The ICMA CPM bound 2007 and 2008 reports are  available  for  reference  use  at  the  Office  of  Management  and  Budget.  In  addition,  the  ICMA  CPM  2007,  2008  and  mid‐year  2009  reports  are  available  in  Adobe  Acrobat  format  at  the  ICMA  CPM  website  www.icma.org/cpm.    With CPM providing statistically cleaned performance data for 15 major  service  areas  from  approximately  200  U.S.  counties  and  cities  through  their easily accessible website, www.icma.org/cpm, Los Alamos County  managers  now  have  a  valuable  tool  to  benchmark  their  programs’  1
    • operational  performance  along  a  myriad  spectrum  of  mixed  service  offerings. County managers have been trained on‐site by an ICMA CPM  facilitator on all measurement definitions and reporting guidelines.    Converting from Performance Measurement to Performance  Management  In  addition  to  the  integration  of  ICMA  performance  measures,  the  County  Administrator  has  directed  staff  to  make  whatever  changes  are  necessary  to  use  performance  data  to  manage  services.  For  example,  managers  will  be  trying  different  ways  of  giving  and  receiving  timely  internal  feedback  regarding  operational  performance,  via  routine  management  meetings,  satisfaction  surveys,  discussion  groups,  their  Personal Performance Appraisals (PPA’s) and ad hoc analyses.     Reading Performance Information  Overall, the document is organized so that each Department has its own  chapter,  similar  in  format  to  the  annual  budget  document.  Each  departmental  chapter  begins  with  a  financial  summary.  The  financial  summary  typically  provides  charts  and  a  diagram  for  a  high  level  overview  followed  by  the  meat  of  the  financial  summary  –  multi‐year  expenditure  information  about  expenditures  by  program,  expenditures  by  fund,  and  the  number  of  Full  Time  Equivalent  (FTE)  employees  by  type  and  division.  In  performance  measurement  parlance,  expenditures  and  FTE’s  are  called  “inputs”  that  help  generate  the  “outputs”  or  services.    Following  the  financial  summary, each  chapter  will present  the  various  performance scorecards for each major program in that department. The  scorecard  is  a  blend  of  results,  outputs,  efficiencies,  and  operational  inputs, such as expenditures and FTE’s, and linkages to specific Council  Goals  and  Comprehensive  Plan  Vision  Statements.  You’ll  also  see  a  written  narrative  section  provided  by  the  Department.  This  narrative  is  their  professional  assessment  of  how  the  program  performed  for  the  single fiscal year ending June 30, 2009.     Starting top down in each performance budget section is presented:  • Program Purpose Statement, specifying major services, targeted  customers,  and  the  benefits  these  customers  can  expect  to  receive.  • Program expenditures and full time equivalent staffing levels for  FY2006 ‐2009. Note – Percentage Average Annual Change at far  right  calculates  the  average  annual  change  between  the  2006  Actual  and  the  2009  Actual.  Public  and  private  companies  commonly  use  this  calculation  as  a  general  way  to  present  growth or decline.  • References to Comprehensive Plan Vision Statements supported  by the program  • Council Strategic Goals supported by the program  2
    • • Narrative  Discussion  and  Analysis  –  The  Department’s  professional  assessment  of  program  performance  for  the  fiscal  year ended June 30, 2009.  • Core  Performance  Measures  –  A  tabular  scorecard  presents  the  program’s  actual  results  for  the  various  types  of  performance  measures, including both new and existing measures. Note ‐ for  many  recently  integrated  ICMA  CPM  performance  measures  there is either limited or no historical data so the average annual  change is limited to just a comparison of FY2008 as compared to  FY2009.  • Charts  –  These  commonly  present  2008  or  2009  actual  Los  Alamos results to other member ICMA jurisdictions for the same  measures.    The  following  table  displays  the  column  headers  used.  Numbered,  corresponding  descriptions  about  what  these  headers  set  forth  immediately follow.      (1)  (2) (3) (4) FY2007  FY2008 FY2009 %  Actual  Actual Actual Estimated  Annual  Average  Change      1. FY2007 Actual – Actual performance for the entire fiscal year ended  June 30, 2007.  2. FY2008 Actual – Actual performance for the entire fiscal year ended  June 30, 2008.  3. FY2009 Actual – Actual performance for the entire fiscal year ended  June 30, 2009.  4. %  estimated  Average  Annual  Change,  commonly  calculated  on  either ’07‐09 or ’08‐09 basis, as noted. The percentage shown here is  a calculation to obtain the average annual percentage rate of change  increase / (decrease) based on as much full year fiscal data available  starting with FY2007.    Glossary of Performance Measurement Terms  • Program  –A  functional  grouping  of  departmental  and  divisional  expenditures  and  activities  that  are  directed  toward  a  common  purpose, consistent over time.  • Purpose  –  Describes  the  customers  served  by  the  program  and  the  benefits provided.  • Result  –  Expressed  as  a  percentage/ratio,  measure  of  Program  benefit or effectiveness.  3
    • • Output  –  A  numeric  measure  of  service  units  produced,  and/or  customers receiving service.   • Demand – If customer requests or requirements for service typically  exceed  capacity,  then  a  demand  measure  is  required.  This  is  infrequently used.  • Efficiency  ‐  A  measure  of  expenditure  per  output  or  per  result.  At  least one efficiency measure is required for each program.  • B  –  If  noted  in  the  left  margin,  actual  results  are  gathered  for  this  measure  every  other  fiscal  year,  typically  from  the  community  survey.  • CPM  –  Measures  noted  as  such  in  the  left  margin  are  integrated  directly from ICMA’s Center for Performance Measurement and are  clearly defined by ICMA user manuals and graphs.      Thank  you  for  your  interest  in  Los  Alamos  County  government!  For  more  information  regarding  the  contents  of  this  report  or  to  request  additional copies, please contact our offices using the information below.      Respectfully submitted,      Brian Shelton, MBA, CTP  Senior Budget Analyst  LA Scores! Office  Office of Management and Budget  Incorporated County of Los Alamos, New Mexico  telephone 505‐661‐4543  fax 505‐662‐8069  brian.shelton@lacnm.us    4
    • Incorporated County of Los Alamos COUNTY ADMINISTRATOR Department Organization Department Summary Expenditures by Program County  Administration Ad i i t ti 72% Public  Lodgers' Tax  Media Services Information Fund 8% 12% 8% Expenditures as % of General Fund General Fund 93% County  Administrator 7% 5
    • Incorporated County of Los Alamos COUNTY ADMINISTRATOR Description The Office of the County Administrator administers and manages the organization of County functions in compliance with the goals and policies adopted by Council and provides staff support to the Council. The County Administrator is responsible for submitting the budget to Council. This office provides Public Information to inform, educate and involve citizens and employees about County projects, policies, and goals while enhancing the image of County government. Media Services are also provided for document reproduction and duplication, graphic design, audio-visual, and mail services to County offices. Mission The Office of the County Administrator provides support and systems that empower County departments to anticipate and meet citizen expectations and carry out County Council's policy initiatives. The Public Information Office appropriately informs, educates and involves citizens and employees about County projects, policies, and goals while enhancing the image of County government. Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change p y g Expenditures by Program: County Administration $ 1,570,371 2,354,720 2,398,476 24% Public Information 284,831 342,419 393,504 18% Media Services 208,084 252,846 256,569 11% Lodgers' Tax Fund 320,151 287,221 254,520 (11%) Customer Service 288,417 192,546 - (100%) $ 2,671,854 3,429,752 3,303,069 11% Expenditures by Fund: General $ 2,351,703 3,142,531 3,048,549 14% Lodgers' Tax Fund 320,151 287,221 254,520 (11%) $ 2,671,854 3,429,752 3,303,069 11% Expenditures by Type: Salaries $ 946,050 954,365 873,118 (4%) Benefits 304,128 311,119 284,712 (3%) Contractual services 1,222,317 1,936,329 1,966,821 27% Other services 112,063 109,281 96,502 (7%) Materials / supplies 54,497 73,551 50,379 (4%) Interfund charges 20,623 31,913 31,537 24% Capital outlay 12,176 13,194 - (100%) 0 - - $ 2,671,854 3,429,752 3,303,069 11% FTE Summary: Regular (full & part time) 15.50 15.50 12.00 (12%) Casual, Student,& Temp. 0.00 0.00 0.00 N/A 15.50 15.50 12.00 (12%) FTEs By Program: County Administrator 7.00 6.50 7.00 0% Public Information 2.00 2.80 3.00 22% Media Services 2.00 2.00 2.00 0% Customer Service 4.50 4.20 0.00 (100%) 15.50 15.50 12.00 (12%) 6
    • Incorporated County of Los Alamos NOTE: Mid year 2008, the KanDu customer service center was moved to the Utilities Department and renamed the Customer Care Center. FY 2008 and FY 2007 amounts are located in this department summary which shows FY 2009 decreases in Salaries and Benefits related to this move to the Utilities Fund. At the start of FY2009, Media Services moved to the CAO from the Information Technology Division. The prior years' actuals are restated in this summary. 7
    • Incorporated County of Los Alamos COUNTY ADMINISTRATOR - PUBLIC INFORMATION Program Purpose The purpose of the Public Information Program is to provide timely and accurate information to appropriately educate, inform and involve the citizens of Los Alamos County in County decisions. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Operating Expenditures/Budget 204,758 284,831 342,419 393,504 24.3% FTE's 1.50 2.00 2.80 3.00 26.0% Operating Expenditure/FTE $ 136,505 142,416 122,293 131,168 (1.3%) Strategic Goal Addressed Maintain Quality Essential Routine Services Narrative Discussion and Analysis The public information office was successful this year in conducting public outreach programs using a variety of tools and venues funded by their budget. Spending increased slightly in advertising because of additional communication needs not forecasted -- for example, the new Capital Improvement Project application process resulted in the need to advertise several public meetings and notifications. Requests for additional feedback from the public, such as the Municipal building options outreach time frame in December '09, also increased advertising dollars spent. However, the office was able to use savings from Printing when no issues of the Trinity Insite newsletter were expended (last issue: June 2008) to offset higher advertising costs spent with the Monitor or KRSN; the savings on Insite newsletters are reflecting in the cost for public info per household measure. The office successfully published its first issue of "the Citizen Handbook" for new residents, as well as continuing to support or enhance graphics design for other divisions. The Strategic Plan Annual Update was revised into an easier to read format and competitive searches for new print companies resulted in further cost savings to the Printing line item budget. The office continued to work toward its long-range goal of being able to offer graphics design or photography to other departments; for example, assisting with photography at department events, or developing ad and other campaign materials, such as work on the County fair/rodeo, triathlon, or Boards and Commissions ads for others. New interest in Los Alamos last year as a filming destination resulted in more staff hours being spent in this area to support the needs of filming crews, develop contracts, coordinate staff, and be on-site for filming activities. This was unanticipated in the budgets but was able to be managed because hours were not spent Trinity Site activities as anticipated. The staff was also busy assisting with 60th anniversary activities, which took a significant amount during the January - June timeframe, also unexpected. Results "B" = biennial measures.ICMA's Center for Performance Estimated Measurement does not provide Public Information measures. FY 2007 FY 2008 FY 2009 '07-'09 Actual Actual Actual Change Results Percent of residents surveyed who report that they feel they biennial, B have the information they need to participate in County 49% next survey 53% 8.2% decisions in '11 Percent of residents surveyed who respond "good" or biennial, B "excellent" when rating timeliness of information provided by 60% next survey 63% 5.0% the County in '11 Efficiency Expenditure per public information publication for 100 % $0.44 $0.24 $0.20 household distribution (32.8%) 8
    • Incorporated County of Los Alamos COUNTY ADMINISTRATOR - MEDIA SERVICES Program Purpose The purpose of the Media Services Program is to provide duplication, graphic design, audio-visual, and mail support services to County employees so they can obtain high quality printed materials, mail services, and technical support in a timely and accurate manner. Program Expenditures, Budget and Full Time Equivalents (FTE) Media Services as Part of Media Services as Part of Information Technology County Administrator FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Operating Expenditures/Budget 198,395 208,084 252,846 132,972 N/A Inputs for Duplication Cost per Copy N/A Equipment Data for this timeframe is unavailable 113,627 N/A Supplies and Freight in this format. 9,970 N/A N/A Subtotal Duplication Services 123,597 FTE's 2.00 2.00 2.00 2.00 0% Operating Expenditure/FTE $ 99,198 104,042 126,423 66,486 N/A Comprehensive Plan References - Vision Statements Engage citizenship Strategic Goal Addressed Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Media Services staff continued to primarily focus on Print Shop and Mail Run activities to support internal needs. However, staff began focusing more on "how" to better serve customers in efforts to support sustainability initiatives and develop work processes that would lead to better productivity. The office layout was reconfigured in January to add the Graphics Designer to the Media Services work area, and organization of storage and work flow were evaluated. The staff continues working on its long range goal to be able to offer more graphics design to customers as the expected move of the mail function to the Airport Basin Site takes place in the next FY. The budgeted amount for copies on the large copier at the Annex continued to result in savings in the printing budget and is being examined for that reason. While the number of work orders decreased to pre-FY 08 levels as expected, the number of print jobs remained fairly unchanged from the previous FY. Previous reporting on the consumeables budget had included the cost of postage/mail services with the program budget and this was corrected in the data collection process with more refined financial reporting. The costs for overage on copies per copier are also being more closely tracked to lower printing costs and use copiers with low "per copy" rates when possible. The division also moved toward more two-sided copies (less paper) and less costly production of posters (no laminate, less expensive poster boards) which lowered the consumeables budget this year. The division needs to work to find a more accurate representation of all copies being made on the large volume printers to more accurately reflect total copy counts for the data collection process and is exploring options in FY 10. The number of copies still remained high in FY 09 as divisions changed formats for some reports, & the agenda packets continued to have high page counts - a significant item. Printing in color counts also increased. 9
    • Incorporated County of Los Alamos COUNTY ADMINISTRATOR - MEDIA SERVICES Results ICMA's CPM does not provide Media Services measures. Estimated FY2007 FY 2008 FY 2009 '07-'09 Actual Actual Actual Change Internal Quality Survey Results Employee rating media services either excellent or good for 89% 87% overall quality (2.8%) Employee rating media services either excellent or good for 92% 88% overall responsiveness (3.8%) Outputs Number of copies/prints made 1,571,317 1,419,292 1,419,431 (5.0%) Number of print/copy jobs completed 718 912 760 2.9% Efficiency Cost per copy/print $0.13 $0.13 $0.087 (18.2%) 10
    • Incorporated County of Los Alamos COUNTY ATTORNEY Description The County Attorney's Office provides general legal assistance and advice to the County Council and Administration, provides counsel to the County organization and to the Board of Public Utilities, and represents the County before courts and administrative and regulatory personnel. The office also administers contracts for outside legal services performed for the County; prosecutes criminal cases before Municipal Court and, on appeals, to the District Courts and Appellate Courts of the State of New Mexico; and represents the County in trial before the appellate courts, the New Mexico Public Utility Commission, and other regulatory bodies and administrative agencies. Mission To serve the best interests of the County and its citizens by providing excellent and timely legal advice and counseling to the County Council, the County Administrator, and the boards and commissions; be a strong and effective legal representative and advocate for the County in legal matters; assist the County Administrator in serving the public and improving the work product of County staff by being available and engaged in county projects at an early stage and throughout the project; be available to the Council, as a body, and to Councilors individually to assure that Councilors have every reasonable opportunity to understand the legal ramifications of their actions; and work with County staff in a proactive manner to reduce or eliminate legal risks. Budget Expenditures as % of General Fund General Fund 98% Attorney 2% 11
    • Incorporated County of Los Alamos COUNTY ATTORNEY % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 393,114 406,370 $ 421,946 4% Benefits 130,213 111,667 144,930 5% Contractual services 92,014 79,789 146,174 26% Other services 19,077 11,234 14,312 (13%) Materials / supplies 18,983 26,460 20,033 3% Interfund charges 4,461 4,321 4,359 (1%) $ 657,862 639,841 751,754 7% FTE Summary: Regular (full & part time) 5.00 5.00 5.00 0% 12
    • Incorporated County of Los Alamos COUNTY ATTORNEY DEPARTMENT Program Purpose The purpose of the County Attorney Department is to provide competent, balanced and preventative legal counsel to Council, the County Administrator, and County staff members so that they all have the opportunity to make well informed and legally sound decisions which optimize program outcomes and to act in accordance with the law while maintaining a fair and open County government. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 738,717 657,862 639,841 751,754 1% FTE's 5.00 4.59 5.00 5.00 0% Expenditure/FTE $ 147,743 $ 143,325 $ 127,844 $ 150,250 1% Comprehensive Plan References - Vision Statements Engage citizenship Strategic Council Goals Supported by Department Resources Maintain Quality Essential Routine Services Results Estimated FY2007 FY2008 FY2009 % Performance Measures Actual Actual Actual Change '07 - '09 INTERNAL SERVICES SURVEY OUTCOME MEASURES #DIV/0! % Elected and Appointed officials satisfied or very satisfied that their decisions were based upon sound legal advice. 85% 100% 18% % Senior Management and Division Managers surveyed indicating confidence that their decisions were legally compliant. 86% 89% 3% 13
    • Incorporated County of Los Alamos COUNTY SHERIFF Description The Sheriff enforces those Federal, State, and County laws not under the jurisdiction of the Los Alamos Police Department. This enforcement includes service of legal process from various courts and provision of bailiff services as requested by the court. Budget Expenditures as % of General Fund General Fund 99.9% Sheriff 0.1% % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 39,276 41,378 42,147 4% Benefits 8,295 8,483 8,854 3% Contractual services 644 13 339 (27%) Other services 4,291 6,466 3,386 (11%) Materials / supplies 6,457 2,015 3,476 (27%) Interfund charges 542 529 452 (9%) Capital outlay 0 0 0 N/A $ 59,505 58,884 58,654 (1%) FTE Summary: Regular (full & part time) 1.75 1.75 1.75 0% Casual, Student,& Temp. 0.22 0.27 0.15 (17%) 1.97 2.02 1.90 (2%) 14
    • Incorporated County of Los Alamos COUNTY SHERIFF Program Purpose The Sheriff enforces those Federal, State, and County laws not under the jurisdiction of the Los Alamos Police Department. This enforcement includes service of legal process from various courts and provision of bailiff services as requested by the court. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 69,529 59,505 58,884 58,654 (5.5%) FTE's 2.03 1.97 2.02 1.90 (2.2%) Expenditure/FTE $ 34,251 $ 30,206 $ 29,150 $ 30,871 (3.4%) Comprehensive Plan References - Vision Statements Public Safety, implying Law Enforcement, underpins the entire Comprehensive Plan Vision Statement as stated in its preamble: "We will preserve our safe, small town atmosphere…." Strategic Council Goals Supported by Department Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Los Alamos County Sheriff’s Department continues to provide a means for timely service of process within the County. The Sheriff’s Department is currently recruiting for two vacant Deputy positions. The goal is to have sufficient qualified, trained Deputies employed prior to the election of a Sheriff in 2010. The Sheriff’s Department continues to maintain current registration of the sex offenders residing in Los Alamos County. New registration requirements and forms were enacted by the Department of Public Safety, effective August 1, 2009. These new requirements and forms have been incorporated by the Sheriff’s Department. Upon completion of the Jail Police Judicial Complex in 2010, the Sheriff’s Department will once again have a separate office from which to serve the residents of Los Alamos County. The proximity to the Police Department and Courts will facilitate expeditious service in a central location for the citizens. Additionally, a separate office for the Sheriff will ensure privacy while dealing in confidential matters. Results ICMA's Center for Performance Measurement does not provide measures for Sheriffs. Est. Average FY2007 FY2008 FY2009 Annual % Performance Measures Actual Actual Actual Change '07 - '09 CORE FUNCTION - LEGAL PROCESSES ADMINISTERED Percent of processes administered within legal time requirements 100% 96% 98.8% (0.6%) Number of processes administered 276 287 256 (3.7%) Expenditure per process administered $ 213 $ 205 $ 229 3.7% 15
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT 16
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Description The Community Development Department (CDD) is both a regulatory and policy department. CDD's role is to understand the future vision of the community, Planning and Zoning Commission, and County Council, and to create the regulations to make those policies real. CDD is responsible for approving development activities on private land, ensuring that buildings are built and remodeled to meet Building Code life and safety requirements, and helping property owners and business owners bring ideas to implementation. Community Development consists of Planning Services, Building, and Housing divisions. Mission To proactively plan and facilitate quality development and redevelopment, maintain neighborhood vitality, ensure sustainability and enhance the human and natural environment of the County. Goals Administer and implement the Downtown Code in order to achieve revitalization. Assist with the final adoption of the Comprehensive Plan and a revised Council s Function in concert with other departments in implementing the Council's economic diversification strategies. Budget Expenditures as % of General Fund General Fund 98% Community  Development 2% 17
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 678,478 722,583 750,165 5% Benefits 217,814 209,744 228,389 2% Contractual services 25,170 64,201 39,822 26% Other services 37,898 33,098 30,779 (10%) Materials / supplies 45,741 16,900 19,053 (35%) [2] Interfund charges 17,549 29,133 25,106 20% Capital outlay 35,588 0 0 (100%) [1] Fiscal charges 0 0 0 NA $ 1,058,238 1,075,659 1,093,315 2% FTE Summary: Regular (full & part time) 13.00 13.00 13.00 0% [1] Amounts for items less than $5,000 have been reclassified from capital outlay to materials/supplies. [2] Decrease in FY2008 due to fewer computer replacements. 18
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Program Purpose One of the main purposes of having a Community Development Department is to provide planning advice to the County Council and others and to provide prompt and accurate land use permitting services to present and future land users so as to promote the coordinated and efficient use of land in the County, support economic vitality, improve the community's physical appearance, and achieve the goals contained in the Council's Strategic Plan and Comprehensive Plan. The Community Development Department provides consultation, plan review, inspection and education services to builders and homeowners so they can save time and effort while complying with applicable codes. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Budget Expenditures '06-'09 Expenditures and Budget $ 1,029,110 1,058,238 1,075,659 1,093,315 2% FTE's 13.00 13.00 13.00 13.00 0% Expenditure/FTE $ 79,162 81,403 82,743 84,101 2% Expenditure/capita 56.70 58.30 59.26 60.23 2% Comprehensive Plan References - Vision Statements Revitalize downtown Diversify housing Engage citizenship Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Narrative Discussion and Analysis 1. The building permits and to some extent planning applications include review and work performed by other departments. 2. FY2009 actual cost per building permit increased due to additional large projects requiring multiple detailed plan reviews. 3. FY2009 cost per development application declined due to fewer larger project applications. 4. Community Development doubts the validity of the high and low figures for comparison with other municipalities due to large cost disparities; they are obviously not calculating costs the same way. 19
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT Results CPM denotes a measure defined and maintained by the ICMA Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '08 - '09 BUILDING PERMITS (All Types) Average # of calendar days from customer submittal of CPM building permit application to permit issuance - 6.80 6.88 1% # permits issued (see table A CPM on following page) 644 530 (17.7%) Average cost per permit CPM issued $ 126.77 $ 233.37 84% Estimated % LAND USE APPROVAL Average Annual AND PLAN REVIEW Change '07-'09 Percent of all development applications processed according to customer service standards for response time 98% 96% 99% 0.5% Percent of development application staff recommendations passed by the Planning and Zoning Commission 95% 100% 91% (2.1%) Total # of development plans CPM reviewed 58 157 200 85.7% Average cost per development CPM plan reviewed $ 622.08 $ 483.72 (22.2%) LAND USE PLANS AND CODES Number of planning documents and code updates drafted 10 11 9 (5.1%) 20
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg # Calendar Days from customer submittal  to permit issuance Hampton, VA  pop 146,139 ‐ HIGHEST,  167  Sandy Springs,  GA pop 85,790  ‐ HIGHEST,  64  Several  Communities  MEDIAN ‐ West  Jordan, UT,  Charlotsville, VA,  McAllen, TX &  Garnder, KS pop  Los Alamos pop  Sarasota County,  18,096 ‐ MEDIAN,   18,150 Actual,   FL,  10  8  6.88  Cartersville,GA  Los Alamos pop  pop 21,220 ‐ 18,150 Actual,   Cartersville, GA  LOWEST,  1  2007 6.8  2008 pop 22,235 ‐ 2009 LOWEST,  1  21
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg cost per permit issued Washoe County,  NV pop 107,999 ‐ HIGHEST,   $1,202.88  Addison, IL pop  36,947 ‐ HIGHEST,   $769.11  Los Alamos pop  18,150 Actual ‐ Los Alamos pop  MEDIAN,   18,150 Actual,   Phoenix, AZ pop  $126.77  $233.37  1.5 million ‐ MEDIAN,  $125.83  Austin, TX pop  Austin, TX pop  724,111 ‐ 724,111 ‐ LOWEST,  $5.41  LOWEST,  $5.32  2007  2008  2009  22
    • Incorporated County of Los Alamos COMMUNITY DEVELOPMENT DEPARTMENT HOW THE COMMUNITY DEVELOPMENT DEPARTMENT STACKS UP Avg Cost per development plan reviewed Rockford, IL  pop 151,441 ‐ HIGHEST,   $15,552.33  New Albany,  OH pop 6,584 ‐ HIGHEST,   $12,718.30  Phoenix, AZ  Columbia County,  pop 1.54  GA pop 106,887 ‐ million ‐ MEDIAN,   MEDIAN,   $1,281.70  $1,420.06  Los Alamos pop  Los Alamos pop  18,150 Actual,   18,150 Actual,   Cartersville,GA  Plant City, FL pop  $622.08  $483.72  pop 21,220 ‐ 35,000 ‐ LOWEST,   LOWEST,  $185.44  $45.33  2007  2008  2009  23
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT Expenditures as % of General Fund General Fund 80% Administrative  Services 20% Expenditures by Program Risk Management Proc/Materials  20% Accounting &  Mgmt Budget 6% 11% Indigent Health  Care 17% Information  Technology Human Resources 33% 13% 24
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT Description The Administrative Services Department is responsible for overseeing and coordinating functions that provide internal services to the County. The Office of Management and Budget (OMB) provides budgeting and financial management support necessary for efficient operations, prudent decision making and sound municipal stewardship. OMB functions include planning, organizing, directing and monitoring the accounting, auditing, collection of funds. The office has responsibility for preparing budgets, LA Scores! , financial statements and reports, investing public funds, monitoring expenditures, and managing the Indigent Health Care program. OMB also has administrative oversight over the following Funds: Debt Service, Self Sufficiency, Cerro Grande Fire, and CIP Permanent. The Human Resources Division administers personnel management and human resources development to provide the County with a highly-qualified and motivated work force. It also supports County departments by providing services such as recruitment, selection, classification, work force management, compensation, salary administration, benefits, records, performance appraisal administration, compliance, staff training and development, and employee and labor relations. The Information T h l Th I f ti Technology Di i i Division i responsible f th efficient and effective is ibl for the ffi i t d ff ti operation of information systems used by the County to provide services to our citizens. The Division provides services in the following areas: hardware and software support for the County’s desktop and server environment, application development and support, geographical information services, support for the County’s internet and intranet, and telecommunications. The Information Technology Division also provides graphic services and mail delivery to the County. The Purchasing and Safety/Risk Management Division is responsible for the purchasing, materials management, safety and risk management functions of the County. This includes contracting, procurement, materials management and protecting the personnel and assets of the County from exposures to loss through hazard identification, loss prevention, loss reduction and exposure avoidance methods. Additionally, the Division provides safety training, compliance and workers’ compensation services to employees. 25
    • Incorporated County of Los Alamos Department Summary % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Accounting & Budget $ 1,259,138 1,198,008 1,163,893 (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% Human Resources 1,130,874 1,280,880 1,423,916 12% Information Technology 2,733,785 2,997,659 3,632,241 15% Proc/Materials Mgmt 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 8,513,726 9,898,438 10,919,931 13% Expenditures by Fund: General $ 5,734,767 6,138,196 6,902,488 10% Indigent Health Care 993,076 1,892,186 1,860,474 37% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 8,513,726 9,898,438 10,919,931 13% FTE Summary: Regular (full & part time) 52.25 53.25 56.75 4% Limited term 2.00 2.00 1.00 (29%) Casual, Student,& Temp. 0.11 0.00 0.00 (100%) 54.36 55.25 57.75 3% FTEs By Division: Office of Mgmt & Budget 11.75 11.75 11.75 0% Human Resources 11.50 12.00 11.00 (2%) Information Technology 19.00 19.50 23.00 10% Purchasing & Risk Mgmt 12.11 12.00 12.00 (0%) 54.36 55.25 57.75 3% 26
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES DEPARTMENT - OFFICE OF MANAGEMENT & BUDGET Office of Management & Budget Mission The mission of the Office of Management and Budget (OMB) is to preserve the County's strong financial position by creating a responsible financial strategy, facilitating effective management of County resources through sound budgetary practices, and providing analysis and recommendations that optimize economic outcomes. Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Indigent Health Care Revenues $ 1,971,272 1,731,992 2,163,665 5% Expenditures 993,076 1,892,186 1,860,474 37% Net Revenues (Exp.) $ 978,196 (160,194) 303,191 (44%) Expenditures by Program: g g Accounting & Budget $ , , 1,259,138 , , 1,198,008 , , 1,163,893 ( ) (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% $ 2,252,214 3,090,194 3,024,367 16% Expenditures by Fund: General $ 1,259,138 1,198,008 1,163,893 (4%) Indigent Health Care 993,076 1,892,186 1,860,474 37% $ 2,252,214 3,090,194 3,024,367 16% Expenditures by Type: Salaries $ 738,523 760,421 736,710 (0%) Benefits 225,591 217,799 224,393 (0%) Contractual services 1,074,962 1,972,523 1,881,890 32% Other services 39,479 41,602 45,848 8% Materials / supplies 28,685 36,421 47,219 28% Interfund charges 96,884 65,270 88,029 (5%) Capital outlay 5533 0 - (100%) Fiscal charges 42,557 (3,842) 278 (92%) $ 2,252,214 3,090,194 3,024,367 16% FTE Summary: Regular (full & part time) 10.75 10.75 10.75 0% Limited term 1.00 1.00 1.00 0% 11.75 11.75 11.75 0% 27
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - HUMAN RESOURCES Human Resources Division Mission The mission of the Human Resources Division is to support County employees with quality, innovative and timely human resource policies, programs and services. The Division partners with management and staff to foster excellence, productivity and fairness as well as to strengthen the County’s ability to attract, develop and retain an excellent workforce. The Division also strives to maintain a workplace culture in which all employees feel valued and able to contribute their personal best to the achievement of County goals. Human Resources Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 708,213 762,943 789,330 6% [1] Benefits 213,792 232,447 246,321 7% [1] Contractual services 42,730 82,785 205,646 119% [2] Other services 110,856 90,771 89,853 (10%) [3] Materials / supplies 47,153 100,409 84,624 34% Interfund charges 7,324 8,643 7,964 4% Fiscal charges 806 2,882 2 882 178 (53%) $ 1,130,874 1,280,880 1,423,916 12% FTE Summary: Regular (full & part time) 11.50 12.00 12.00 2% [1] [1] HRIS Payroll Coordinator FTE moved back from Information Technology Division due to delay in HRIS software upgrade. [2] Increase for assessment testing for police and fire. [3] Decrease in advertising for recruitments. 28
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY Information Technology Division Mission The Information Technology (IT) Division improves County staff effectiveness and citizen services by supporting and upgrading County IT assets. Assets include the integrated County network (ICN), the central server facility (CSF), desktop computing resources, and all software applications used by County organizations. Information Technology Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 1,136,786 1,241,292 1,383,031 10% Benefits 346,619 391,030 456,255 15% Contractual services 730,845 787,668 1,034,751 19% [1] Other services 293,099 262,273 350,738 9% Materials / supplies 75,122 130,404 203,294 65% Interfund charges 40,024 34,079 34,866 (7%) Capital outlay 111,290 150,913 169,306 23% $ 2,733,785 2 733 785 2,997,659 2 997 659 3,632,241 3 632 241 15% FTE Summary: Regular (full & part time) 18.00 18.50 23.00 13% Limited term 1.00 1.00 0.00 (100%) 19.00 19.50 23.00 10% [1] Amounts for items less than $5,000 have been reclassified from capital outlay to materials/supplies. 29
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES - PROCURMENT, MATERIALS, AND RISK MANAGEMENT Procurement/Material Management & Safety/Risk Management Division Mission The Purchasing and Safety/Risk Management Division is responsible for the purchasing, materials management, safety and risk management functions of the County. This includes contracting, procurement, warehousing and protecting the personnel and assets of the County from exposures to loss through hazard identification, loss prevention, loss reduction and exposure avoidance methods. Additionally, the Division provides safety training, compliance and workers’ compensation services to employees. Procurement/Material Management & Risk Management Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Procurement/Material Mgmt $ 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 2,396,853 2,529,705 2,839,407 9% Expenditures by Fund: General $ 610,970 661,649 682,438 6% Risk Management 1,785,883 1,868,056 2,156,969 10% $ 2,396,853 2,529,705 2,839,407 9% Expenditures by Type: Salaries $ 558,125 623,948 622,259 6% [1] Benefits 182,311 213,123 211,676 8% [1] Contractual services 576,001 665,655 455,186 (11%) Other services 964,572 933,484 1,440,909 22% [2] Materials / supplies 82,213 60,950 66,330 (10%) Interfund charges 33,131 32,080 33,047 (0%) Capital outlay - - 10,000 100% Fiscal charges 500 465 0 (100%) $ 2,396,853 2,529,705 2,839,407 9% FTE Summary: Regular (full & part time) 12.00 12.00 12.00 0% [1] Casual, Student,& Temp. 0.11 0.00 0.00 (100%) 12.11 12.00 12.00 (0%) [1] Two new FTEs transferred from schools for consolidated mail/warehouse functions. [2] Increase in property insurance, dental insurance and workers' compensation insurance premiums. 30
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Program Purpose The purpose of the Human Resources Program is to provide recruitment/retention, total rewards and career development services to the organization (management, current employees and potential employees) so it can attract, retain and motivate people to accomplish the County and department goals. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 60,003 43,536 85,667 205,646 51% Operating Expenditures/Budget $ 1,062,710 1,087,338 1,195,213 1,218,270 5% FTE's 11.50 11.50 12.00 12.00 1% Operating Expenditure/FTE $ 92,410 94,551 99,601 101,523 3% Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis During the FY2009 budget cycle, one (1) FTE had temporarily been transferred to the IT Division to work on a special project that involved both IT and HR. This position was returned to the HR budget in FY2010. Additionally, as a part of the FY2010 budget, recruitment expenses for Public Safety were transferred into the HR budget. These two major budget items, in addition to the annual increase allowance of 7%) resulted in the increased budget of 10.8%. process. HR staff have worked closely with management in the recruitment process Process improvements have been implemented including training, more efficient processes, and identification of the most effective recruitment markets. The average number of working days to fill a vacant position has decreased; however, in most situations the anticipated time standard was exceeded due to the readverstisement of positions in order to obtain a higher quality of applicant pool. During FY2009, employee turnover was much less than anticipated. This figure is the lowest that it has been for nearly 10 years. Additionally, there were no employee grievances during this timeperiod. Employee benefits in the County are a huge retention tool with the County's percentage being well within the national average. With the State and County retirement and pension plans, the County contributes 18.15% to 30.25% of the base earnings per employee. The Human Resources Division is staffed to provide full comprehensive services in the areas of: recruitment, employee relations (including grievances, complaints, investigations), labor relations (including negotiations, hearings, grievances), training (including providing, facilitating, tuition assistance), compliance reporting, benefits (including administration of pension plans, retirement plans, wellness programs, donated leave), payroll processing and accounting, Personnel Board, Labor Management Relations Board, compensation structure (including market studies and job classifications), Employee Survey, and Employee Recognition Programs. Staff are cross-trained to assist in the various programs. 31
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change RECRUITMENT Average # working days for CPM external recruitment without candidate testing requirements 55 36.1 (34.4%) Average # working days for CPM external recruitment with candidate testing requirements 60 52.2 (13.0%) Total # positions filled (including promotions of existing employees, new regular CPM employees, and new temporary, casual and limited term employees 172 180 178 1.7% EMPLOYEE GRIEVANCES # of employee grievances and CPM appeals per 100 employees 1.67 N/A N/A % grievances resolved before Footnote 1 - CPM passing from management control 100% N/A N/A HR STAFFING LEVEL Ratio of total HR FTE's CPM (excluding payroll) per 100 total jurisdiction FTE's 1.44 1.40 (3.1%) EMPLOYEE JOB SATISFACTION 3% % employees who rated overall satisfaction as a County employee as satisfied or above on the Employee Survey 85% N/A EMPLOYEE TURNOVER RATE Turnover rate (excluding retirements, deaths, CPM probationary and part timers) for all positions 6.9% 2.1% (69.6%) BENEFIT COSTS Employee benefit costs as a CPM percentage of employee salaries (excluding overtime) 37.7% 39.4% 4.4% Footnote 1 - During FY2009, 0 employees filed grievances, and 677 employees were eligible to file grievances. Reporting 0% would be accurate, but would also be misleading, as management had no grievances to deal with. Therefore, the best answer is N/A, for Not Applicable. 32
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM HOW THE ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM STACKS UP Employee Benefits as % of  Employee Salaries Bridgeport, CT  pop 137,912,  69.0% Cumberland,  MD pop 20,758   ‐ Highest,  59.3% Los Alamos,  Los Alamos,  pop 18,150,  pop 18,150,  39.4% Casper, WY pop  37.7% 52,089 Median,  35.0% Sioux Falls, SD  pop 154,100  pop 154 100 Median, 36.2% McHenry, IL  pop 24,493 ‐ Colorado  Lowest, 15.6% Springs, CO pop  398,258 ‐ Highest, 4.0% 2007  2008  2009  33
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Ratio of HR FTEs per 100 Total  FTE's Windsor, CO ‐ Highest, pop.  19,201,  4.20  Pleasant Hill,  MO ‐ Highest,  pop 6,903,   2.98  Los Alamos pop  Los Alamos pop  18,150,  1.44  18,150,  1.40  Clayton, MO  Harrisonville,  pop 15,935 ‐ MO pop 8,946‐ Median,  0.78  Median,  0.80  Grain Valley,  Coral Springs,  MO pop 13,000  FL pop 128,930‐ ‐ Lowest ,  0.31  Lowest, 0.20 2007  2008  2009  34
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM Average # working days for external recruitment with  candidate testing requirements 70 60  60 48.8  52  45 50 Los Alamos,  40 NM 30 20 CPM Median ‐ 10 Floyd County,  GA 0 2007 2008 2009 Average # working days for external recruitment  without candidate testing requirements 60 55  50 40 34.6 36  32.0  30 Los Alamos, NM 20 CPM Median ‐ 10 Elgin, IL 0 2007 2008 2009 Turnover rate (excluding retirements, deaths,  probationary and part timers) for all positions Tacoma, WA pop 396,000 ‐ Median Los Alamos actual 2009 2.1% 6.6% 2008 6.9% 0.00% 2.00% 4.00% 6.00% 8.00% 35
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM Program Purpose The purpose of the Information Technology Program is to provide hardware, network and software services to County employees so they can utilize reliable technology and receive responsive services to accomplish their job duties. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 1,128,624 842,135 938,581 1,204,057 2% Operating Expenditures/Budget $ 1,970,108 1,891,650 2,059,078 2,428,184 7% FTE's 18.75 19.00 19.50 23.00 7% Operating Expenditure/FTE $ 105,072 99,561 105,594 105,573 0% Comprehensive Plan References - Vision Statements Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis Information Technology continues to move toward ICMA standards for eGovernment, staff expertise and system reliability. In FY 09 the Internal Services Survey showed that satisfaction with IT services increased y y g by over 23% from the 2007 survey. This increase in customer satisfaction is attributable to listening to our internal customers and implementing their recommendations. At the beginning of FY 2008, Information Technology met with customers throughout County departments to find out how we could provide better service. The top priority for improvement in IT services from internal customers was to move beyond technical expertise to how specific major applications operate by increasing IT personnel and the familiarity of those personnel with those applications. The specified applications were Financials, Utility and Public Safety applications. In the FY 09 budget request, IT personnel increased from 19.5 to 22 and IT dedicated three FTEs to the financial system, utility billing/work orders and the public safety dispatch/records management system. We have received positive feedback from the customers, including a comment from one customer that they no longer felt they needed to allocate a position within their group to focus on the internal workings of that system. There was consideration to move an FTE from HR to IT to provide the same type of service for the HR system and the FTE was temporarily moved from HR to IT in FY09, but the transition never occurred and the position was left in HR. Based upon the same series of meeting with internal customers, the next highest priorities were to increase IT resources, particularly personnel, funding and time and to provide increased 24/7 service and support for public safety. IT added support for the public safety system, Intergraph, which includes a new area of support, computers in public safety vehicles. IT continues to support Public Safety systems including the systems with which they interface with a smaller team than other Intergraph clients dedicate to support of the system. We have incorporated some of these duties into IT positions that were already in existence to provide the necessary support. The ownership and maintenance of the Intergraph system was transferred to the County from LANL two years ago. Since that time many additional modules have been implemented. Information Technology plans to meet with department customers again in FY 10 after we get a normalized response to the new internal services survey. This will be the first year utilizing the ICMA standard questions and ratings. The survey will become an annual process instead of biannual to keep a better appraisal of current customer satisfaction. EGovernment initiatives are in relatively new in Los Alamos County. Citizens continue to increase utilization of the eGovernment components as they become available. We expect dynamic change in these areas to continue as citizens become aware of the services and new services are added. The safeguards installed to protect against downtime in FY08 have shown to decrease system downtime and increase system stability. 36
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % Performance Measures by FY2007 FY2008 FY2009 Average Annual Strategic Plan Factor Actual Actual Actual Change '08 - '09 EGovernment Indicators # of unique user sessions on CPM County website 114,181 N/A # online transactions, approvals CPM and payments processed 52,445 64,760 11.7% dollar amount of electronic CPM payments accepted $ 371,379 $ 418,817 6.4% # Geographical information CPM systems queries (internet and intranet combined) 300 400 16.7% STAFF EXPERTISE % Change '07 -'09 Internal Customer Satisfaction CPM Rating of Information Technology Services Overall 64% 79% 23.4% % rating quality of IT CPM service as either excellent or g good 64% 79% 79% 23.9% 23 9% % rating timeliness of IT CPM service as either excellent or good 65% 80% 80% 23.6% SYSTEM RELIABILITY % Change '08 -'09 # general outages any time of day, including unplanned Footnote 1 - CPM outages plus scheduled maintenance (24/7 operations) 26 198 661.5% Average duration of general outages any time of day, Footnote 2 - CPM including unplanned outages plus scheduled maintenance (24/7 operations) 3.2 minutes .5 minutes (84.4%) Footnote 3 % scheduled systems uptime 99.65% 101.0% 1.4% Footnote 1 - No meaningful variance can be calculated as the counting method changed from year to year. Footnote 2 - No meaningful variance can be calculated as the counting method changed from year to year. Footnote 3 - Please contact IT Manager Laura Gonzales at 663-1991 for more info regarding 101%. IT didn't use all of the scheduled uptime for maintenance and had an overall uptime of 99.9812% including scheduled downtime on a 7x24x365 basis. 37
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM HOW THE ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM STACKS UP 2008 % customers surveyed rating quality of IT  services  Los Alamos rating of customer service Overall satisfaction rating, CPM Mean 58% 37% 33% 27% 27% 7% 9% 2% Excellent Good  Fair Poor 38
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM HOW THE ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM STACKS UP 2008 % customers surveyed rating timeliness of IT  services  Los Alamos rating of customer service Overall satisfaction rating, CPM Mean 53% 39% 35% 26% 25% 9% 10% 3% Excellent Good  Fair Poor IT Operating expenditures per IT FTE Smyrna, GA pop  49,534 ‐ HIGHEST,  $390,886  MEAN, $150,580  Los Alamos Actual,  $105,594  Los Alamos Actual,  $105,573  Teton County, WY  pop 20,002 ‐ LOWEST,  $25,592  2008  2009  39
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES PROCUREMENT & MATERIALS MANAGEMENT Program Purpose The purpose of the Procurement and Material Management Program is to provide for the purchase, contracting, warehousing and delivery of materials and contract services to Departments so they have the materials and services they need to accomplish their tasks in an efficient manner. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Expenditures/Budget $ 585,359 610,970 661,649 682,438 5.2% FTE's 9.5 9.6 9.5 9.5 0.0% Operating Expenditure/FTE $ 61,617 63,643 69,647 71,836 5.2% Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis NOTE: Increase of FTEs and additional budget for FY10 are the result of the planned consolidation of LAPS and LAC material management functions 28,564 individual demands for material (line item issues, not eaches) were satisfied from inventory (i.e., not PO) for LAC during FY09. This included all types of material support – paper to pipe fittings (keeping people on the job, not chasing material at stores or involving a buying process) - things our workforce uses every day. Material management continues to be the primary (PO being distant day second) and most efficient method to deliver daily use and project material into the hands of our workforce. Our goal is, and has been, to increase the volume of material support via inventory issue versus individual purchase orders. Material Management continues to live up to its motto, "Same Day, Not Some Day", Items are provided instantly to our customers over the counter or through ready stores (items pre-positioned in their shop area), or via delivery every afternoon for items ordered online before noon the same day. In addition, items from purchase orders received by Material Management central receiving are processed and delivered that same afternoon. Other interesting numbers include that FY09 was the 15th straight year showing audited results of 100% inventory validity and an adjustment (gain, loss, damage) rate of less than 0.02%. Minimum acceptable rates are 95% or higher and 5.0% or less respectively. This demonstrates that in addition to efficiency, the operation is well controlled and mindful of our users' fiscal realities. Preparations for consolidating with LAPS have consumed considerable time for supervisory staff as details of an MOU for material support of LAPS was hammered out with their staff and a final document produced. LAC staff looks forward to providing LAPS with an increased level of service with the ability to leverage a larger staff, a more material support oriented process (all types of material, not just office supplies as in the current LAPS operation), and better buying power for the benefit of all. 40
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES PROCUREMENT & MATERIALS MANAGEMENT Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 MATERIALS MANAGEMENT % tangible goods requests processed within 3 business days 100% 98% 100% 0% Employee rating of experiences with materials and supplies order services N/A PURCHASING Employee rating of purchasing and procurement experiences CPM for timeliness, quality and overall. N/A 41
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES PROCUREMENT & MATERIALS MANAGEMENT HOW THE ADMINISTRATIVE SERVICES PROCUREMENT & MATERIALS MANAGEMENT STACKS UP Expenditures per Purchasing FTE Elgin, IL ‐ pop  94,487‐HIGHEST,   $202,758  Los Alamos, pop  MEAN,  $84,079  18,150 Actual,   $71,836  Los Alamos, pop  18,150 Actual,   Hampton, VA pop  Hampton VA pop $69,647  146,439 ‐ LOWEST,   $44,570  2008  2009  Calendars days from advtsg through PO issuance-informal bids #REF! LAC 25th %-ile Min 75th %-ile Median 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 42
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM Program Purpose The purpose of the Risk Management Program is to provide risk assessments, safety training and claims management services to the County, County employees and the public so the County can minimize losses, employees can return to work and the public can recover their loss. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Risk Fund Expenditures/Budget $ 3,788,077 1,785,883 1,868,056 2,156,969 (17.1%) FTE's 2.5 2.5 2.5 2.5 0% Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis Worker's Compensation expenditures for FY09 appear lower than norm due to the delay of major surgery relating to a major injury. The surgery will take place during FY2010 and the cost is estimated to bring the expenditures back up to the norm. The number of worker days lost per claim is higher than the previous years due to two major surgeries resulting in extremely long recovery periods. Risk Management training hours were down for fiscal year 09 due to there being only one staff member for 1/2 of the period. Combine that with new personnel in both positions, an established training program was not in effect until the latter half of the fiscal period. This would also account for the reduction in the number of safety audits performed. The safety officer was performing the entire risk department's functions for 1/2 of the fiscal year while providing leadership and mentoring to the Risk Manager when he came on duty. Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 WORKER'S COMPENSATION Expenditures for worker's CPM compensation per $100 of total jurisdiction salaries and benefits $ 1.00 $ 1.00 $ 0.69 (16.9%) CPM # worker days lost per claim 3.0 1.0 3.8 11.8% GENERAL LIABILITY Expenditures for liability claims per CPM capita $ 26.62 N/A General liability claims per 10,000 CPM population 25.90 N/A SAFETY AND LOSS Risk management training hours CPM per FTE 3.0 5.8 6.9 51.9% # safety audits completed 80.0 36.0 22.0 (47.6%) 43
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM HOW THE ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM STACKS UP Expenditures for worker's compensation per $100 of total  jurisdiction salaries and benefits compared to CPM Bridgeport, CT pop  137,912 ‐ HIGHEST,   $8.27  White House, TN  pop 9,891 ‐ HIGHEST,  $4.89  Shorewood, IL ‐ Schaumburg, IL‐ pop  pop 18,322 ‐ 75,936 ‐ MEDIAN,   MEDIAN,  $1.70  $1.72  Los Alamos, NM,  Los Alamos, NM,  pop 18,150 Actual,   pop 18,150 Actual,   $1.00  $1.00  Los Alamos, NM,  Mesa, AZ pop  Overland Park, KS  pop 18,150 Actual,   493,077 ‐ LOWEST,   pop  173,225 ‐ $0.69  $0.69  LOWEST,  $0.31  2007  2008  2009  44
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM HOW THE ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM STACKS UP FY2008 Workers Comp expenditures per $100 Jurisdiction salaries and benefits LAC RISK 25th %-ile Min 75th Max %-ile Median $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 $5.00 FY2008 Number of Worker Days Lost p Workers y per Comp Claim 25th %-ile LAC RISK Min 75th Max %-ile Median 0 5 10 15 20 25 45
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM HOW THE ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM STACKS UP # worker days lost per claim compared to CPM Dennis, NJ pop  5,907 ‐ HIGHEST,   32.50  Highland Park, IL  pop 31,365 ‐ HIGHEST,  23.25  Arlington, TX ‐ pop  739,543 ‐MEDIAN,   Los Alamos, NM,  Casper, WY‐ pop  3.26  pop 18,150 Actual,   52,089 ‐ MEDIAN,   3.80  Los Alamos, NM,  3.01  Los Alamos, NM,  pop 18,150 Actual,   pop 18,150 Actual,   3.00  1.00  Englewood, CO pop  Queen Creek, AZ  32,286 ‐ LOWEST,   22,679 pop  22,679 ‐ 0.10  LOWEST,  ‐ 2007  2008  2009  46
    • Incorporated County of Los Alamos ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM HOW THE ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM STACKS UP Risk management training hours per FTE CPM  2009 Median 6.9  4.5  2008 5.8  Los  1.7  Alamos,  2007 NM 3.0  ‐ 2.0  4.0  6.0  8.0  47
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT 48
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT Department Description The Community Services Department (CSD) includes Library, Parks, and Recreation programs, and certain cultural service contracts with outside agencies. The Library Division manages the Mesa Public Library and the White Rock Branch Library, providing informational, educational, recreational and research services, including acquisition and circulation of library materials, answering reference questions, offering youth programs, art exhibits, and special events. The Parks Division maintains all County parks, trails, open space, and various recreational The Recreation Division provides recreation programs, sponsors activities, initiates and plans projects and provides reservations for County facilities. It also assesses leisure time needs and desires of citizens to develop viable recreation programs; sponsors activities such as the Fair and Rodeo; and develops, coordinates, and implements special events. Facilities include an aquatic center, a golf course and an outdoor rink used for ice skating in the winter and day camp programs in the spring and summer. Department Mission The Community Services Department is committed to enhancing the quality of life in the community through cultural, recreational, and informational opportunities. 49
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT Department Summary % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Program: Library $ 2,151,296 2,252,071 2,594,709 10% Parks 1,900,787 2,187,780 2,013,490 3% Cemetery 121,160 174,217 172,884 19% Recreation 3,259,396 3,513,017 3,530,035 4% Cultural Services 454,014 584,735 812,268 34% Senior Center 283,042 307,550 305,811 4% $ 8,169,695 9,019,370 9,429,197 7% 50
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Fund: General $ 7,193,686 8,004,694 8,331,640 8% Golf 967,649 1,003,029 1,086,572 6% Aquatic Center Gift Sub-Fund 3001 3,115 2,934 (1%) Library Gift Sub-Fund 1,992 4,871 5,759 70% State Shared Revenue (Rec) 3,367 3,661 2,292 (17%) $ 8,169,695 9,019,370 9,429,197 7% FTE Summary: Regular (full & part time) 74.75 75.00 77.00 1% Casual, Student,& Temp. 23.41 24.10 24.98 3% 98.16 99.10 101.98 2% FTEs by Division Library 28.89 29.53 29.82 2% Parks 22.20 21.93 21.55 (1%) Recreation 44.57 45.64 48.61 4% Administration 2.50 2.00 2.00 (11%) 98.16 99.10 101.98 2% NOTE: For budget reporting purposes, the Administration Division is allocated over all of the General Fund divisions/programs in the Community Services Department. The allocation is based on the number of General Fund FTEs within each division. The allocated amounts are included in the interfund charges line item. 51
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - LIBRARY Library Division Mission Dedicated to enriching your life and the community by ensuring easy and equal access to ideas, information and services for all. Library Program Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Fund: General $ 2,149,304 2,247,200 2,588,950 10% Library Gift Fund 1,992 4,871 5,759 70% $ 2,151,296 2,252,071 2,594,709 10% Expenditures by Type: Salaries $ 1,237,397 1,305,361 1,348,930 4% Benefits 351,644 372,878 399,011 7% Contractual services 77,139 70,852 107,288 18% [1] Other services 42,358 50,153 54,479 13% Materials / supplies 226,071 272,177 354,673 25% [2] Interfund charges 150,157 169,998 111,100 (14%) p y Capital outlay 66,430 10,197 218,805 81% [ ] [2] Fiscal charges 100 455 423 106% $ 2,151,296 2,252,071 2,594,709 10% FTE Summary: Regular (full & part time) 26.75 27.50 27.50 1% Casual & Temp. 2.14 2.03 2.32 4% 28.89 29.53 29.82 2% [1] Increase for RFID maintenance and long range survey. [2] Amounts for items less than $5,000 have been reclassified from capital outlay to materials/supplies. Also slight increase in spending for adding to the library's collection. 52
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - PARKS Parks Division Mission Strive for continuous improvement in the promotion of safety and quality of the Parks infrastructure through reliable and consistent maintenance, development and enhancement of existing and new facilities and aesthetics of parks, trails and open spaces of Los Alamos County. Parks / Cemetery Program Budgets % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Program: Parks $ 1,900,787 2,187,780 2,013,490 3% Cemetery 121,160 174,217 172,884 19% $ 2,021,947 2,361,997 2,186,374 4% Expenditures by Type: Salaries $ 814,798 888,237 834,332 1% [1] Benefits 283,633 312,223 315,034 5% [1] Contractual services 160,255 105,225 119,602 (14%) Other services 34,309 43,193 34,655 1% pp Materials / supplies , 259,366 , 280,477 , 259,690 0% Interfund charges 443,091 722,156 606,765 17% Capital outlay 26,495 10,486 16,296 (22%) $ 2,021,947 2,361,997 2,186,374 4% FTE Summary: Regular (full & part time) 17.00 17.00 17.00 0% Casual, Student,& Temp. 5.20 4.93 4.55 (6%) [1] 22.20 21.93 21.55 (1%) [1] Increase due to difference between budgeted vacancies and filled positions and also higher health benefit participation. Also slight decrease in temporary wages. 53
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION Recreation Division Mission To provide a variety of recreational opportunities for the citizens and visitors of Los Alamos County. Recreation Program Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Sub-Program: Aquatic Center $ 1,309,525 1,470,189 1,369,558 2% Golf 967,649 1,003,029 1,086,572 6% [1] Rink 410,675 407,941 201,121 (30%) Other Recreation 571,547 631,858 776,033 17% [2] $ 3,259,396 3,513,017 3,433,284 3% Expenditures by Fund: General $ 2,285,379 2,503,212 2,341,486 1% Golf 967,649 1,003,029 1,086,572 6% Aquatic Center Gift Fund 3001 3,115 2,934 (1%) State Shared Revenue (Rec) 3,367 3,661 2,292 (17%) $ 3,259,396 3,513,017 3,433,284 3% Expenditures by Type: Salaries $ 1,525,031 1,603,278 1,619,517 3% Benefits 469,254 522,217 540,226 7% Contractual services 210,423 231,031 234,663 6% [1] Other services 87,367 64,632 69,908 (11%) Materials / supplies 269,163 355,333 431,582 27% [2] Interfund charges 685,324 719,866 515,762 (13%) Capital outlay 4,480 6,225 9,995 49% [2] Fiscal Charges 8,354 10,435 11,631 18% $ 3,259,396 3,513,017 3,433,284 3% FTE Summary: Regular (full & part time) 28.50 28.50 30.50 3% Casual, Student,& Temp. 16.07 17.14 18.11 6% 44.57 45.64 48.61 4% [1] Conceptual design work funding on the new Golf Course Club House included in FY 2009. [2] One time capital purchases made in FY 2009. 54
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - COMMUNITY AGENCIES/CULTURAL SERVICES Community Agencies / Cultural Services and Senior Services Program Budgets % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Program: Cultural Services $ 454,014 584,735 546,960 10% Senior Services 283,042 307,550 276,279 (1%) $ 737,056 892,285 823,239 6% Expenditures by Type: Salaries $ 10,919 11,206 12,029 5% Benefits 5,946 6,818 8,234 18% Contractual services 692,018 837,538 1,066,032 24% Other services 437 456 765 32% Materials / supplies 0 7,974 4100 N/A Interfund charges 27,736 28,293 26,919 (1%) $ 737,056 892,285 1,118,079 23% 55
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - ADMINISTRATION Administration Division Mission To ensure that the community has a balanced program of cultural, informational and recreational opportunities. NOTE: For budget reporting purposes, the Administration Division is allocated over all of the general fund divisions within Community Services. The allocation is based on the number of FTEs within each division. The allocated amounts are included in the interfund charges line item. Administration Division Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 156,948 166,636 169,891 4% [1] Benefits 41,171 40,753 38,439 (3%) [1] Contractual services 134,922 173,894 10,920 (72%) Other services 7,986 8,077 9,930 12% Materials / supplies 5,142 13,365 5,491 3% Interfund charges 3,773 2,133 4,042 4% Capital outlay 0 0 0 N/A Total to be allocated $ 349,942 404,858 238,713 (17%) FTE Summary: Regular (full & part time) 2.50 2.00 2.00 (11%) [1] Increase due to allocation differences between Admin budget and Community Agencies/Cultural Services budget. Administration Division Allocation % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Programs before allocation: Library $ 2,029,300 2,110,216 2,512,301 11% Parks 1,807,041 2,082,434 1,953,936 4% Recreation 3,125,196 3,355,358 3,433,284 5% 6,961,537 7,548,008 7,899,521 7% Allocation amounts: Library 121,996 141,854 82,408 (18%) Parks 93,746 105,346 59,554 (20%) Recreation 134,200 157,659 96,751 (15%) 349,942 404,859 238,713 (17%) Programs after allocation: Library 2,151,296 2,252,070 2,594,709 10% Parks 1,900,787 2,187,780 2,013,490 3% Recreation 3,259,396 3,513,017 3,530,035 4% $ 7,311,479 7,952,867 8,138,234 6% 56
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM Program Purpose The purpose of the Library Division is to provide easy and equal access to a variety of ideas, current information and library services to citizens and visitors of Los Alamos County, thereby enriching lives through a connection to the greater world. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 CSD Administrative Overhead $ 76,423 121,996 141,854 82,408 3% Program Expenditures/Budgets $ 1,862,798 2,029,300 2,110,216 2,512,301 10% FTE's 29.09 28.89 29.53 27.50 (1.9%) Program Expenditure/FTE $ 64,036 $ 70,242 $ 71,460 $ 91,356 13% Comprehensive Plan References - Vision Statements Expand education Enhance youth activities Strategic Council Goals Supported by Program Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis In FY 09, Circulation increased 2.9%, and number of visits increased 3.3%. In FY09, the library implemented the RFID, and within a few weeks circulation involved 60% voluntary self-check. The Library has also begun the process of completing a comprehensive inventory of the collection f th fi t ti ll ti for the first time i over fift in fifteen years. Self Check‐Out in Use at Mesa Public Library, Los Alamos, NM The libraries offer a full slate of programs for children and adults all year round, as well as special events, exhibits and ever expanding collections and services, focusing on the general collection, as well as on special materials such as foreign language materials and large print materials. The library has an art gallery which features world-class shows that rotate monthly, a regular film series and author talks. Children’s programs abound, and the library also has a teen following. 57
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM In addition to offering their own events, the libraries also participated in community-wide events, such as the 60th Anniversary Celebration, Health Fairs sponsored by local health organizations, and the Chamber of Commerce's event called the Next Big Idea. This past fall, the library staff hosted librarians from our sister city, Sarov, Russia, and we participated in a cultural exchange, with promises of a continued relationship in the future. Public Internet usage continued to rise, and wireless Internet service was added this year at the libraries. Results CPM = Measure maintained by ICMA Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 BIENNIAL OUTCOMES/RESULTS % citizens surveyed who have used the B library in past 12 months 84% 85% 1.2% % citizens surveyed rating library services CPM-B good/excellent [1] 92% 92% 0.0% % citizens surveyed rating availability of CPM-B materials good/excellent [1] 92% 92% 0.0% % citizens surveyed rating library customer B service good/excellent 95% 94% (1.1%) Estimated % ANNUAL RESULTS Change '08-09 CPM Circulation Rates per Registered Borrower 24.8 25.5 2.9% Estimated % SEMI-ANNUAL OUTPUT MEASURES Forecast Change '07-09 CPM # circulations 339,895 358,216 374,358 4.9% CPM # reference transactions 34,074 N/A CPM # attendees at library-sponsored programs 15,167 N/A CPM # library visits (persons entering) 273,749 270,944 278,444 0.9% CPM # uses of public internet computers 40,626 42,137 41,629 1.2% ANNUAL EFFICIENCIES Forecast Library operating and maintenance CPM expenditures per capita $ 108.00 $ 111.80 $ 123.58 7.0% [1] CPM measures the ratings with 2 separate questions, one for materials rating vs. one for services rating. The Los Alamos County community survey has combined materials and services into one question. For comparative purposes, until questions align to CPM, OMB has made the assumption that ratings for materials and services were equally important. 58
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM HOW THE COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM STACKS UP Circulation Rates per Registered Borrower ‐ Los  Alamos Comparison to CPM Median Los Alamos CPM Median 24.8  25.5  23.7  22.1  12.7  11.1  11.4  FY2006 FY2007 FY2008 FY2009 HOW THE COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM STACKS UP 2008 Total Annual Circulation per Registered LAC 25th %-ile Min 75th Max %-ile Median 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 59
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT LIBRARY PROGRAM 2008 Registered borrowers as % svc area LAC 25th %-ile Min 75th Max %-ile Median 22% 42% 62% 82% 102% 122% 142% 162% 2008 Attendance at library-sponsored programs-- Total per 1,000 population LAC 25th %-ile Min 75th Max %-ile Median 0 150 300 450 600 750 900 1,050 1,200 1,350 1,500 1,650 1,800 1,950 60
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM Program Purpose The purpose of the Parks Program is to provide maintenance, design, and development of trails, open space and outdoor recreational facilities, including the perpetual care of Guaje Pines Cemetery, so the public can have a safe and enjoyable outdoor recreational experience. Los Alamos youth enjoying the LA Skatepark near Mesa Public Library Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Administrative Overhead CSD Ad i i t ti O h d $ 69,998 69 998 93,746 93 746 105,346 105 346 59,554 59 554 (5.2%) (5 2%) Parks Expenditures/Budgets $ 2,165,302 1,807,041 2,082,434 1,953,936 (3.4%) Cemetery Expenditures/Budgets $ 116,167 121,160 174,217 172,884 14.2% FTE's 22.37 22.20 21.93 21.55 (1.2%) Program Expenditure/FTE $ 101,988 86,856 102,902 98,692 (1.1%) Comprehensive Plan References - Vision Statements Protect environment Improve recreation Improve mobility Upgrade infrastructure Preserve our past Strategic Council Goals Supported by Program Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Los Alamos County Parks Division has developed an "Integrated Maintenance Plan" (IMP) for all park sites and facilities. The IMP is a tool to identify the cyclic maintenance tasks and replacement requirements of facilities and estimated costs over a period of years. A five-year renovation cycle for tennis courts has been implemented. According to the budget analysis and the fees collected, the Guaje Pines Cemetery cost of provided services is subsidized by 75%. The Parks Division has gathered comparison rates from public cemeteries in similar economic comparable towns and counties. From this data the Parks Division will present a new fee schedule in FY2010 which will enable the County to begin to recoup the costs of the cemetery. 61
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM The highlights of the Parks Division's accomplishments over the past year include the completion of the skatepark and the award of two CIP projects: the Canyon Rim Trail and the lighting for the North Mesa Sports Complex, which are currently in progress. The New Mexico Recreation and Parks Association recognized the skatepark and the improvements to Overlook Park Road with awards. The Division has contracted for new outdoor toilet facilities at Camp May and North Mesa Picnic Grounds, as well as new pavilions at the picnic grounds and Overlook Park. Other highlights include landscaping and setting of the sculpture at the roundabout, participation in the Central Avenue Streetscape, tree planting throughout the County, and renovation of the Crow's Nest at the rodeo grounds. Results CPM = Measure maintained by ICMA Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 PARKS AND TRAILS BIENNIAL OUTCOMES/RESULTS % of residents surveyed reporting they visited B a County park in the last 12 months 88% 91% 3.4% % of residents surveyed who rate the condition of County parks, including tot lots B and playgrounds as either good or excellent 89% 88% (1.1%) % of residents surveyed reporting they used a County trail in the last 12 months for hiking hiking, B walking, or bicycling 74% 77% 4.1% %of residents surveyed who rate the condition of County hiking and bicycling trails B as either good or excellent 83% 87% 4.8% Estimated % PARKS ACREAGE INDICATORS Change '08-09 CPM Developed park acres per 1,000 population 32 50.7 58.4% CPM Total park acres per 1,000 population 248 271.1 9.3% Percentage of park acreage that is CPM undeveloped 86.9% 81.3% (6.4%) CPM Percentage of park acreage that is developed 13.1% 18.7% 42.7% PARKS STAFFING PER ACRE INDICATORS Estimated % Change '08-10 CPM Expenditures per acre $ 298.36 $ 291.20 (2.4%) Paid park maintenance FTE's per 100 acres CPM of developed park land 3.31 2.31 (30.2%) Paid park maintenance FTE's per 100 acres CPM of total park land 0.43 0.43 0.0% PARKS INPUTS (STAFF TIME) Estimated % Change '08-10 Hours paid for parks maintenance activities, CPM except golf 41,323 44,210 7.0% Total paid FTE's for all park maintenance CPM activities except golf 19.87 21.25 6.9% Estimated % CEMETERY OUTPUT MEASURE Change '07-09 # interments or burials provided 41 32 39 (2.5%) CEMETERY COST INDICATORS Estimated % Change '07-09 Expenditure per interment or burial provided $ 2,955 $ 5,444 $ 4,432 22.5% Percent of Cemetery operating expenses recovered through fees and charges 25% 23% 18% (15.1%) 62
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM HOW THE COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM STACKS UP Developed park acres per 1,000 population LAC 25th %-ile 75th Min Max %-ile Median 0.30 20.30 40.30 60.30 80.30 100.30 % of Developed Park Acreage LAC 25th 75th %-ile %-ile Min Max Median 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 63
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM HOW THE COMMUNITY SERVICES DEP'T. PARKS & CEMETERY PROGRAM STACKS UP Paid park maintenance FTE's per 100 acres of developed park land LAC 25th %-ile Min 75th Max %-ile Median 0 10 20 30 40 50 60 70 Expenditures per acre LAC 25th %-ile Min 75th Max %-ile Median $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 64
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM Program Purpose The purpose of the Recreation Program is to provide a variety of indoor and outdoor recreational opportunities to citizens and visitors of Los Alamos County so they can have a safe, enjoyable recreational experience that is fee supported. Los Alamos youth and families enjoying some of the many healthful and fun recreational opportunities provided. Program Expenditure, Budget and Full Time Equivalent (FTE) History FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 CSD Administrative Overhead $ 85,329 134,200 157,659 96,751 4% Program Expenditures/Budgets $ 3,081,508 3,125,196 3,355,358 3,433,284 4% FTE s FTE's 45.30 45 30 44.57 44 57 43.64 43 64 47.60 47 60 2% Program Expenditure/FTE $ 68,024 $ 70,119 $ 76,887 $ 72,128 2% Comprehensive Plan References - Vision Statements Improve recreation Enhance youth activities Strategic Council Goals Supported by Program Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis The Los Alamos County Recreation Division is committed to meeting the recreation needs of all County citizens and visitors. The Division provides recreation and competitive activities through our facilities and assists local organizations and agencies that offer programs to the community. As part of its programming, the Recreation Division offers several classes on a contract instructor basis. Two capital projects for Recreation Division facilities were approved by County Council in the FY2010 budget for Phase I funding to develop design schematics and cost estimates. The first project is the renovation or demolition and rebuild of the Golf Course clubhouse and the second is for a Leisure Pool addition to the Aquatic Center. Information from the Phase I studies will be presented to Council for construction funding approval. In a continuing effort to provide the citizens of Los Alamos quality programming, the Recreation Division routinely evaluates current programs for effectiveness. Programs may be modified and even eliminated should the participation trends indicate the need for a change. Staff is continually seeking new program ideas to expand the many offerings to citizens. Because of the current fiscal constraints in the FY2011 and FY2012 budgets, the Division will continue to review and revise the many programs and events in order to provide the most effective services to the citizens of Los Alamos County. This last year, the Recreation Division eliminated the Viva Recreation Day in May due to low participation, poor weather, and a high dedication of staff resources. 65
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM As we removed this event from our schedule, we initiated the Movies in the Parks series which provided FREE movies for families in different neighborhood parks throughout the summer. This program was hugely successful with an average of 200 people each week for our first summer. The Recreation Division also initiated a number of teen activities and events throughout the summer. The most successful was held at the new Skate Park where a large number of teens competed in various skate tricks for prizes. The big surprise at this event was the very large number of spectators that included parents, grandparents, and general public. The satisfaction for Recreation Division services continues to be high with a 92% satisfaction rate for the Golf Course and 83% for Recreation Programming. There was an 18% increase in the number of 9-hole golf rounds this year from 29,221 to 34,558, a 4% increase in aquatic visits from 86,843 to 90,275, and an increase of 2 new Recreation Programs and 5 new Special Events. The Recreation Division recognizes the importance citizens and visitors have for good activities. Results Note - Where actual results are unavailable, these are new measures CPM = Measure maintained by Center for Performance Measurement at ICMA Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 TOTAL RECREATION DIVISION PER CAPITA Recreation expenditures per 1,000 population $ 175,614 $ 182,212 $ 173,234 (0.7%) Net total Recreation Division fees, charges and rental revenue (loss) per 1,000 population $ (76,515) $ (96,749) $ (103,946) 16.6% GOLF COURSE SERVICES CPM Net golf revenue (loss) per capita $ (14.97) $ (7.84) $ (16.97) 6.5% Net Golf Course revenue (loss) per 9-hole rounds played $ (12.31) $ (8.91) 72.4% Expenditure per 9-hole round of golf played $ 33.81 $ 27.26 (80.6%) Golf Course expenditure per capita $ 49.30 $ 45.55 $ 51.90 2.6% % golf expenditures offset by fees & other revenue 70% 68% 67% (1.9%) % golf customers satisfied or very B satisfied 91% 92% 0.4% # 9-hole rounds played / service day 116.75 N/A # golf visits / service day 99.8 N/A # golf visits provided 31,374 29,221 29,553 (2.9%) CPM # 9-hole rounds of golf played 29,221 34,558 18.3% # golf course service days 296 N/A 66
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM Estimated % WALKUP AQUATIC CENTER FY2007 FY2008 FY2009 Average Annual SERVICES Actual Actual Actual Change '07-'09 Net Aquatic revenue (loss) per visit accommodated $ (11.77) $ (12.01) $ (11.73) (0.2%) Net aquatic revenue (loss) per 1,000 population $ (55,442) $ (56,199) $ (58,326) 2.6% Aquatic expenditure per 1,000 population $ 72,925 $ 72,959 $ 74,120 0.8% % aquatic center expenditures offset by revenues 32% 23% 25% (11.8%) CPM # aquatic visits accommodated 87,457 86,843 90,275 1.6% # aquatic center service days 328 N/A # aquatic visits / service day 275 N/A ICE SKATING RINK SERVICES Net rink revenue (loss) per visit $ (11.38) $ (8.24) $ (5.83) (28.4%) Net rink revenue (loss) per 1,000 population $ (12,340) $ (10,409) $ (6,661) (26.5%) Total annual program expenditure per 1,000 population $ 20,399 $ 19,699 $ 10,349 (28.8%) Total annual program expenditure per rink visit accommodated $ 18.81 $ 15.59 $ 9.06 (30.6%) B % rink customers satisfied or very satisfied 91% 90% (0.4%) # of facility visits / service day 209.4 N/A # facility visits accommodated at rink f ilit i it d t d t i k 20,130 20 130 23,451 23 451 20,731 20 731 1.5% 1 5% # service days. 99 N/A 67
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 ONGOING RECREATION PROGRAMS Net recreation revenue (loss) per ongoing program participant $ (1.56) N/A Expenditure per ongoing recreation participant $ 2.55 N/A Net recreation revenue (loss) per 1,000 population $ (1,883) N/A Expenditure per 1,000 population $ 3,064 N/A # of program participants accommodated per program 809 N/A # ongoing recreation program participants accommodated 20,013 23,088 21,844 4.5% # ongoing Recreation Programs 27 N/A # new programs 2 N/A % ongoing recreation program B participants satisfied or very satisfied (biennial community survey) 81% 83% 2.5% BEAR CAMP Net revenue per day camp participant $ 1.84 N/A Expenditures per day camp participant $ 20.95 N/A % day camp expenditures offset with fee revenue 115% N/A # day campers / service day 82.2 N/A # day campers accommodated 4,191 N/A # day camp service days 51 N/A # day campers turned away 0 N/A SPECIAL EVENTS Net Revenue (loss) per special event participant accommodated $ (6.57) N/A Expenditure per special event participant accommodated $ 8.00 $ 12.00 $ 13.05 27.7% Net Special Event Revenue (loss) per 1,000 population $ (2,253) N/A Special Event Expenditure per 1,000 population $ 3,663 $ 6,188 $ 4,479 10.6% % spec event expenditures offset by fees & other revenue 36% 35% 50% 17.0% # special event participants per special event 736 353 (52.1%) # spec event participants 8,499 9,570 6,353 (13.5%) # 1-time spec events 13 18 38.5% 68
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM HOW THE GOLF COURSE REVENUE AND USAGE COMPARES 2008 Net revenues per capita -- golf only LAC 25th %-ile 75th Max Min %-ile Median ($11.00) ($6.00) ($1.00) $4.00 $9.00 $14.00 2008 # 9-hole Rounds of Golf Played per Capita LAC GOLF COURSE 25th %-ile 75th Min Max %-ile Median 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 69
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - RECREATION PROGRAM HOW THE AQUATICS PROGRAM USAGE COMPARES 2008 # participants per capita --Aquatics programs 25th %-ile Min 75th Walkup Max %-ile Aquatic Median Center 0 1 2 3 4 5 6 70
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - SENIOR SERVICES PROGRAM Program Purpose The purpose of the Senior Services Program is to provide recreational, educational and social programs, congregate meals, and transportation services to residents age 50 and over so they can maintain an active, independent life. Program Expenditures and Budget FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 299,112 283,042 307,550 276,279 (2.6%) Comprehensive Plan References - Vision Statements Improve recreation Provide healthcare Improve mobility Strategic Council Goals Supported by Program Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis Vehicle trips provided by the Senior Center depend upon the requests they get from people who are in need of this service. County staff and Senior Center staff make estimates each year based on past history knowing that there is likely to be a different depending upon the need for the service. i Results Note - Where actual results are unavailable, these are new measures Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 BIENNIAL OUTCOMES/RESULTS B % seniors rating services good to excellent 77% 82% 6.3% ANNUAL RESULTS % community seniors served by senior center 31% 32% 33% 3.0% SEMI-ANNUAL OUTPUT MEASURES # seniors served by senior center 2,263 2,348 2,410 3.2% # meals served 17,829 22,439 21,328 9.4% # vehicle trips provided to seniors 10,838 9,479 9,569 (6.0%) SEMI- ANNUAL EFFICIENCIES Expenditure per senior served by senior center $ 31.27 $ 128.51 $ 123.00 (4.3%) Expenditure per meal served $ 3.29 $ 4.15 $ 5.00 23.2% Expenditure per vehicle trip provided $ 8.06 $ 5.79 $ 6.00 (13.7%) 71
    • Incorporated County of Los Alamos COMMUNITY SERVICES DEPARTMENT - SENIOR SERVICES PROGRAM Indicators for Meals Served at the Senior Center # Meals Served to Seniors at the Senior Center 22,439 21,328 17,829 FY2007 FY2008 FY2009 Expenditure per meal served $5.00 $4.15 $3.29 FY2007 FY2008 FY2009 72
    • Incorporated County of Los Alamos COMMUNITY SERVICES CULTURAL SERVICES PROGRAM Program Purpose The purpose of the Cultural Services Program is to provide social and educational programs to residents and visitors to the community so they can enjoy their special events, concerts, visual and performing arts and cultural programs participation experience. Program Expenditures and Budget FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Expenditures/Budgets $ 378,708 454,014 584,735 546,960 13% Comprehensive Plan References - Vision Statements Revitalize downtown Preserve our past Expand education Enhance youth activities Strategic Council Goals Supported by Program Resources Diversify the Economy and Revitalize Los Alamos and White Rock Downtowns Narrative Discussion and Analysis The percentage variance from the FY10 adopted budget over the FY09 actual budget is attributed to the addition of one full year of contract expenses to our budget this year for Family Strengths Network. This contract is for domestic them to address.domestic violence/child abuse issues. Last year, the Community Services budget paid only a partial amount on this contract. This budget year the contract was transferred over from the Police Department , and therefore the entire amount of the contract was paid out of the Community Services Administration Budget. In addition, the Public Health rental services agreement is part of element is part of this budget and the rental amount went up approximately 24%. This increase is required by our agreement with the owner.With regard to the estimated average annual changes, the results of the biennial survey are unknown from year to year and staff estimates the actual year based on the previous year. In addition, it is difficult to estimate visitors to the various facilities, such as the Historic Museum as there are variables which staff cannot anticipate that affect the number of visitors. 73
    • Incorporated County of Los Alamos COMMUNITY SERVICES CULTURAL SERVICES PROGRAM Results Note - Where actual results are unavailable, these are new measures Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 BIENNIAL OUTCOMES/RESULTS % residents surveyed through the B community survey that rated free community concert series as either "good" or "excellent" 77% 76% (1.3%) CORE OUTPUT INDICATORS # participants served through Historic Society programs 29,031 30,093 34,567 9.1% # participants served through Arts Center programs 15,246 14,842 17,592 7.4% # participants served through Arts Council programs 4,167 9,023 8,535 43.1% # free community concerts provided 21 21 22 2.4% # times youth aged 8-13 attended an FCYAC event or program 11,890 N/A # NMSU cooperative extension participants served 12,503 N/A CONTRACT PROGRAM INPUTS Historical Society: # paid staff hours per year 12,000 N/A Historical Society: # volunteer hours per year 13,000 N/A Arts Council: # paid staff hours per year 2,000 N/A Arts Council: # volunteer hours per year 12 N/A Art Center: # paid staff hours per year 60 N/A Art Center: # volunteer hours per year 50 N/A 74
    • Incorporated County of Los Alamos COMMUNITY SERVICES CULTURAL SERVICES PROGRAM EFFICIENCIES BASED ON DIRECT COUNTY CONTRACT EXPENDITURES Total Aggregate Expenditure per participant served by the Historic Society, Arts Center and Arts Council combined $ 2.12 $ 2.01 $ 1.86 (6.3%) Expenditure per free community concert $ 3,774 $ 3,361 $ 3,429 (4.7%) Contract expenditure per youth attendee of FCYAC program or event $ 12.56 N/A Contract expenditure per NMSU cooperative extension participant $ 6.63 N/A Expenditure per Historic Museum participant served, including visitors and attendees $ 2.13 N/A Expenditure per Arts Center participant served, including visitors and attendees $ 1.70 N/A Expenditure per Arts Council participant served, including visitors and attendees $ 1.06 N/A # of Participants and Visitors by Cultural Services Program b Fi P 35,000 by Fiscal Y l Year 30,000 25,000 20,000 15,000 10,000 5,000 0 2007 2008 2009 # participants served through Historic Society programs 29031 30093 34567 # participants served through Arts Center programs 15246 14842 17592 # participants served through Arts Council programs 4167 9023 8535 75
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT 76
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT Description With the intent to protect life and property, the Fire Department develops and delivers fire protection to Los Alamos County and Los Alamos National Laboratory (LANL). The department responds to fire and rescue calls; maintains capabilities for fire suppression, crash-fire-rescue service, and hazardous material and other incident responses; and provides state-of-the-art training to ensure the highest level of personnel safety and effectiveness. The department also ensures compliance with the fire services cooperative agreement with LANL (Department of Energy beginning October 1, 2009). Mission We dedicate our efforts to provide for the safety and welfare of the citizens and visitors of the County of Los Alamos, our community, the Department of Energy, and the Los Alamos National Laboratory through the preservation of life, the environment, and property. Budget Expenditures by Fund Fire (Enterprise) 84.3% Fire (Non‐ contract) 2.7% Fire (General  Fund) 11.6% Fire Marshal (State  EMS (State Grants) Grants) 0.1% 1.3% 77
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Fund: Fire (Enterprise) $ 14,728,365 14,945,913 17,423,422 11% Fire (Non-contract) 0 1,408,549 554,000 32% Fire (General Fund) 0 0 2,398,485 38% Fire Marshal (State Grants) 329,775 309,965 261,026 45% EMS (State Grants) 12,987 3,283 23,025 (35%) $ 15,071,127 16,667,710 20,659,958 15% Expenditures by Type: Salaries $ 8,063,979 8,025,261 8,708,594 16% Benefits 3,481,661 3,494,404 4,226,176 6% Contractual services 327,419 339,538 395,867 59% Other services 229,869 126,854 197,733 54% Materials / supplies 544,321 655,486 977,276 13% Interfund charges 2,320,394 2,297,234 5,493,734 10% Capital outlay 103,484 320,384 106,578 272% Debt Service 0 1,408,549 554,000 N/A $ 15,071,127 16,667,710 20,659,958 15% FTE Summary: Regular (full & part time) 141.00 141.00 148.00 1% FTEs by Division: Emergency Medical 2.00 2.00 3.00 0% Fire Life Safety 3.00 3.00 4.00 0% Operations 125.00 125.00 131.00 1% Training 1.00 1.00 3.00 33% Administration 10.00 10.00 7.00 0% 141.00 141.00 148.00 1% Budget Summary In the November 2006 election, voters passed a new GRT fire excise tax that took effect on July 1, 2007. Amounts received from this new tax will be used to repay the Economic Development Fund for the construction of the Fire Station 3 capital project. 78
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT Program Purpose The main purpose of the Fire Department is to maintain a state of readiness and to respond to emergency incidents throughout the Los Alamos County community, the Department of Energy and the Los Alamos National Laboratory so that life, environment, and property are preserved. The Fire Department also trains and qualifies its personnel to cope with real and potential emergency incidents throughout the Los Alamos County community, the Department of Energy and the Los Alamos National Laboratory. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Contract Expenditures/Budgets $ 14,705,268 14,728,365 14,945,913 17,423,422 5.8% General Fund, Grants, Non-Contract $ 319,302 342,762 1,721,797 3,236,536 116.4% FTE's 135 140 118 151 3.8% Expenditure/FTE $ 111,293 107,651 141,252 137,002 7.2% Comprehensive Plan References - Vision Statements Public Safety underpins the entire Comprehensive Plan Vision Statement as stated in its preamble: "We will preserve our safe, small town atmosphere…." Strategic Council Goals Supported by Program Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis Annually, the Los Alamos Fire Departments Life Safety Management Division, strives to personal prevent injury, loss of life or loss of property through the creation, implementation and management of fire protection, fire prevention and various public education programs. The Division uses many forums to accomplish these goals, meeting with children and adults of all ages, life styles & backgrounds, at schools, day care centers, detention & correctional facilities, hotels, businesses & other assembly organizations, both inside and out of the County. The focus on prevention and value of education through outreach, published information, practical demonstrations and discussions on safety helps individuals help themselves and others. The following are just some of the events that the Fire Department sponsors or participates in, on a regular basis: • Fire Prevention Week – During the second week of October, firefighters visit every school, day care center & senior center in the community. • Los Alamos National Laboratory Annual Picnic - • LANL Safety Day • Pojoaque Boys & Girls Club Safety Day • Fire Station Tours for children • 4th of July Celebration • Los Alamos County Annual Picnic • Community Parades • Community Functions (Chamberfest, Health Fairs, Homecoming bonfire, United Way Event, Health Council Children’s Festival, etc.) • Fire Extinguisher Training • Pojoaque Schools Career Day • Firefighters Day NM State Fair Event • Senior Centers “Smoke Detector Change Your Battery Campaign” • Fallen Firefighter Haagen Daz Ice Cream Night The constant and consistent presentation of safety to the community results in low accident, fire and other incident rates in the community. 79
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT Results Note - In some cases, where actual results are unavailable, these are new performance measures for the Department. CPM = Measure maintained by Center for Performance Measurement at ICMA Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 CORE EXPENDITURE Per capita total Fire/EMS personnel and CPM operating expenditures - NO VOLUNTEERS $ 812 $ 898.00 $ 1,138 18.4% Estimated % FIELD CARE OF PATIENTS WITH FULL Average Annual CARDIAC ARREST Change '08-'09 Total number of patients served by EMS CPM provider 900 712 (20.9%) Of the number above above, how many were in full cardiac arrest from medical causes (not CPM from trauma)? 14 3 (78.6%) Of the number of full cardiac arrest patients above, the number who exhibit a pulse upon CPM delivery to a medical center. 2 2 0.0% Estimated % EMERGENCY MEDICAL RESPONSE TIME Average Annual MEASURE Change '08-'10 Average time, in seconds, from conclusion of dispatch to arrival on scene. Calls requiring an emergency response (light/sirens; whether CPM ALS or BLS) 74% 318 seconds 275 seconds (13.5%) Estimated % STRUCTURE FIRE PERFORMANCE Average Annual INDICATORS Change '08-'10 Total fire structure incidents per 100,000 CPM population 97.00 60.60 (37.5%) Total fire personnel injuries related to structure CPM fire incidents 0 0 0% Total fire personnel deaths related to structure CPM fire incidents 0 0 0% Total civilian injuries related to structure fire CPM incidents 0 0 0% Total civilian deaths related to structure fire CPM incidents 0 0 0% COMMUNITY RISK REDUCTION INDICATORS Estimated % Average Annual Change '08-'10 Number of Acceptance Inspections (new CPM construction) 14 12 (14.3%) CPM Number of Fire Code Compliance Inspections 89 42 (52.8%) CPM Number of Fire Code Re-Inspections 12 11 (8.3%) Number of Special Inspections (complaint CPM driven) 2 0 (100.0%) Number of Non-Inspection Approvals (pre-fire CPM plans) 645 530 (17.8%) TRAINING OUPUT Estimated % Average Annual Change '08-'10 Average # of training hrs/yr per fulltime firefighter 180 388 115.6% 80
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT HOW THE LOS ALAMOS FIRE DEPARTMENT STACKS UP Per capita total Fire and EMS personnel and operating  expenditures for fire departments staffed without volunteers Los Alamos CPM Median $1,200  $1,084  $1,000  $898  $812  $800  $600  $400  $200  $126  $132  $126  $‐ FY2006 FY2007 FY2008 FY2009 Los Alamos Fire Department FY2008 Per Capita total Fire and EMS personnel and operating expenditures LAFD 25th %-ile Min 75th Max %-ile Median 0 100 200 300 400 500 600 700 800 900 1000 81
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT HOW THE LOS ALAMOS FIRE DEPARTMENT STACKS UP Average time, in seconds, from conclusion of dispatch to  arrival on scene. Calls requiring an emergency response  (light/sirens; whether ALS or BLS) Los Alamos CPM Median 318  310  302  296  275  FY2006 FY2007 FY2008 FY2009 Los Alamos Fire Department FY2008 Average time in seconds from conclusion of dispatch to arrival on scene, requiring an emergency response (lights and sirens, Advanced and Basic Life Support) LAFD 25th %-ile Min 75th Max %-ile Median 150 200 250 300 350 400 450 500 82
    • Incorporated County of Los Alamos LOS ALAMOS FIRE DEPARTMENT HOW THE LOS ALAMOS FIRE DEPARTMENT STACKS UP Total fire structure incidents per 100,000 population Los Alamos CPM Median 96.00  97.00  98.40  86.00  60.60  FY2006 FY2007 FY2008 FY2009 Los Alamos Fire Department FY2008 Total fire structure incidents per 100K population LAFD 25th 75th %-ile %-ile Max Median 10 60 110 160 210 260 310 360 410 460 83
    • Incorporated County of Los Alamos LOS ALAMOS POLICE DEPARTMENT Department Organization Department Summary xpenditures Expenditures by Program Operations 61% Consolidated  Dispatch 18% Animal  Control Detention 5% 18% Expenditures as % of General Fund General Fund Police 86% 14% 84
    • Incorporated County of Los Alamos POLICE DEPARTMENT Description The Los Alamos Police Department responds to calls for service, investigates crimes and accidents, and serves as a resource to local and surrounding communities, other law enforcement agencies and other organizations. The Los Alamos Police Department is involved in programs including, but not limited to, crime prevention, Region III Drug Task Force, domestice violence, preventative DWI efforts, juvenile justice initiatives, animal services, volunteer programs, (e.g. reserves, patrol, detention, animal control) and emergency management coordination. Mission The mission of the Los Alamos Police Department is to provide for law enforcement and public safety services that help to give the people of the community a safe and secure environment through the administration of programs developed by members of the police department and through community and intergovernmental partnerships. Budget Summary % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Animal Control $ 355,584 346,272 364,669 1% Detention 1,327,853 1,010,935 1,268,302 (2%) Consolidated Dispatch 1,058,374 1,307,888 1,269,437 10% Operations** O ti ** 4,184,968 4 184 968 3,935,341 3 935 341 4,115,784 4 115 784 (1%) $ 6,926,779 6,600,436 7,018,192 1% Expenditures by Fund: General $ 6,808,760 6,474,211 6,947,259 1% State Grants 118,019 126,225 70,933 (22%) $ 6,926,779 6,600,436 7,018,192 1% Expenditures by Type: Salaries $ 3,687,441 3,786,379 3,891,670 3% Benefits 1,409,511 1,430,975 1,543,829 5% Contractual services 459,016 369,403 348,162 (13%) Other services 330,950 236,997 299,818 (5%) Materials / supplies 306,777 197,189 286,554 (3%) Interfund charges 313,352 385,513 362,023 7% Capital outlay 419,692 193,980 286,136 (17%) Fiscal charges 40 0 0 (100%) $ 6,926,779 6,600,436 7,018,192 1% FTE Summary: Regular (full & part time) 75.00 75.00 76.00 1% Casual, Student,& Temp. 0.55 0.57 0.54 (1%) 75.55 75.57 76.54 1% By Division: Animal Control 4.55 4.57 4.54 (0%) Detention 11.00 11.00 13.00 9% Consolidated Dispatch 18.00 17.00 15.00 (9%) Emergency Management 2.00 2.00 2.00 0% Records / Administration 6.00 6.00 13.00 47% Operations 34.00 35.00 29.00 (8%) 75.55 75.57 76.54 1% 85
    • Incorporated County of Los Alamos LOS ALAMOS POLICE DEPARTMENT Program Purpose The purpose of Los Alamos Police Department (LAPD) is to provide police patrol, emergency response investigative services, records management, and emergency planning and disaster recovery services to citizens, visitors, and employees within Los Alamos so they can feel safe. The LAPD manages a Detention facility to monitor, detain and hold inmates so that their basic personal needs are met during a safe confinement, and the LAPD also provides an Animal Control Program to provide animal pick up, enforcement, sheltering, fostering and adoption services to the community so that unwanted, dangerous, or noisy animals do not negatively impact citizens. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Department Expenditures/Budget $ 6,404,946 $ 6,926,779 $ 6,600,436 $ 7,240,620 4.2% FTE's 60.13 75.55 75.57 76.54 8.4% Expenditure/FTE $ 106,518 $ 91,685 $ 87,342 $ 94,599 (3.9%) Comprehensive Plan References - Vision Statements Public Safety underpins the entire Comprehensive Plan Vision Statement as stated in its preamble: "We will preserve our safe, small town atmosphere…." Strategic Council Goals Supported by Department Resources Maintain Quality Essential Routine Services Narrative Discussion and Analysis y The Los Alamos Police Department has been working towards New Mexico State Accreditation. State accreditation requires the department to meet over 200 core standards that are considered best practices for law enforcement. The process has involved updating police department policies and upgrading equipment to meet the required standards. Scheduled completion of the accreditations process is mid-2010. The Los Alamos Police Department has completed a project to allow officers to become cross commissioned law enforcement officers in designated areas of Santa Fe County that border Los Alamos County. This was done to better serve our community by quickly responding and taking care of minor traffic crashes and minor crimes that occur in these neighboring areas. This also helps the Santa Fe County Sheriff’s Office during times when they have limited resources available. The Jail Police Judicial Complex (JPJ) is currently under construction. The new jail and court buildings are nearing completion with an expected completion date by end of December 2009. The current police department building will be vacated and construction will begin to renovate the police department spaces with an expected completion date in 2010. Upon completion of all three buildings we will have a safer jail in compliance with state and federal standards, all courts in one location, and a better police station with room for long term projected growth. The Los Alamos Police Department continues recruitment efforts to fill all open positions. Currently, all detention positions have been filled. Officer recruitment has been expanded from local and state levels to a national level targeting certified officers. This will help fill currently vacant positions quicker and prepare for future vacancies from anticipated retirements in the department. The result for citizens is improved response times and more officers on patrol. 86
    • Incorporated County of Los Alamos LOS ALAMOS POLICE DEPARTMENT The police department has had several major cases in the last year. In August 2008, Los Alamos experienced its first premeditated murder in 14 years. Officers quickly arrested the suspect and the resulting investigation lead to a conviction. In 2009, officers investigated leads about possible methamphetamine manufacturing and sale in the county. The Los Alamos Police Department arrested several individuals involved in this crime that is a serious danger to Los Alamos citizens. Additional leads from the methamphetamine investigation lead to more arrests and recovery of property in several auto and home burglaries directly related to sale and distribution of the drug. The Los Alamos Police Department has continued to work with the Assistant District Attorney assigned to Los Alamos in the prosecution of all major cases. Los Alamos continues to enjoy very low rates of crime and especially violent crime as a result of proactive efforts. The Police Department has worked at analyzing and recognizing problem traffic areas in Los Alamos County in an effort to reduce traffic accidents. Input from citizens in the community to problem traffic areas is actively and continuously encouraged. Diamond Drive construction has been a major concern of citizens and the police department. Officers have spent many hours in directed patrols of the construction zone to minimize traffic congestion, prevent backups and keep drivers safe. Results Note - In some cases, where actual results are unavailable, these are new performance measures for the Department. CPM = Measure maintained by Center for Performance Measurement at ICMA Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '08 - '09 CORE STAFFING CPM LAPD Sworn FTE’s per 1,000 population 4.07 1.96 2.02 3% CPM Median 1.84 1.88 2% VARIANCE LAPD HIGHER (LOWER) STAFFING THAN CPM MEDIAN 7% 7% 14% VIOLENT AND PROPERTY CRIME INDICATORS LAPD # UCR Part 1 Crimes Reported per CPM 1,000 population: 16.8 11.9 (29%) Los Alamos # UCR Part 1 Violent 3.25 2.70 (17%) Los Alamos # UCR Part 1 Property 13.55 9.20 (32%) CPM Median Total # UCR Part 1 Crimes Reported per 1,000 population 35.53 37.31 5% CPM median # UCR Part 1 Violent 2.95 3.35 14% CPM median # UCR Part 1 Property 31.75 34.07 7% % UCR PART 1 CRIMES CLEARED CPM LAPD UCR Part 1 Violent 86.4% 55.0% (36%) CPM Median 54.5% 60.0% 56.3% (6%) VARIANCE LAPD HIGHER (LOWER) CRIME CLEARANCE THAN CPM MEDIAN 26.4% -1.3% (105%) CPM LAPD UCR Part 1 Property 6.5% 22.8% 250% CPM Median 19.0% 19.2% 22.8% 19% VARIANCE LAPD HIGHER (LOWER) CRIME CLEARANCE THAN CPM MEDIAN -12.7% 0.0% (100%) RESIDENT DEMAND FOR TOP PRIORITY CALLS Los Alamos # Top Priority Police Calls per CPM 1,000 population 74% 97.37 144.13 48% CPM Median 174% 57.90 63.20 9% 87
    • Incorporated County of Los Alamos LOS ALAMOS POLICE DEPARTMENT How the Los Alamos Police Department Staffing Level Compares Sworn FTE's per 1,000 population Riverside, MO ‐ Highest, pop.  2,979,  9.00  Charlottesville, VA  ‐ Highest, pop  40,745,  5.79  Los Alamos pop  Los Alamos pop  18,150,  1.96  18,150,  2.02  Casper,WY pop  Needham, MA pop  53,003 ‐ Median,   30,457,  1.85  Smyrna, GA pop  1.84  49,854‐ Median,   Centennial, CO pop  1.88  174,180 ‐ Lowest ,   Centennial, CO pop  0.92  175,552‐ Lowest,  0.82 2007 2008 2009 88
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT 89
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT Department Description The Capital Projects & Facilities Department, CPFD, is responsible for all general fund, airport and solid waste capital improvement projects and associated project management. CPFD consists of four divisions: Administration, Capital Project Management, Facilities and Custodial. CPFD manages all Capital Projects irrespective of the department within which they may be sponsored, with the exception of Utilities and Road and Storm Water Projects. Additionally, the Department also performs the functions of capital projects planning; construction and inspection; oversight of county facility construction and the ongoing maintenance and upkeep of our facilities. Department Summary Expenditures by Program Capital  Improvements  Projects 92.8% Project  Management 0.3% Facilities  Facilities   Maintenance  3.6% Projects 1.8% Custodial 1.6% Expenditures as % of General Fund General Fund 91% CPFD 9% 90
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Program: Project Management $ 0 0 180,953 N/A Facilities 1,711,406 1,914,324 2,200,470 13% Custodial 859,643 918,505 967,343 6% Facilities Maintenance Projects 1,885,719 1,208,173 1,122,274 (23%) Capital Improvements Projects 11,879,387 4,722,089 57,502,593 120% $ 16,336,155 8,763,091 61,973,633 95% Expenditures by Fund: General $ 4,456,768 4,041,002 4,471,040 0% Capital Improvements Projects 11,879,387 4,722,089 57,502,593 120% $ 16,336,155 8,763,091 61,973,633 95% FTE Summary: Regular (full & part time) 28.00 28.00 31.00 5% Limited term 0.00 0.00 0.00 N/A Casual, Student,& Temp. 0.00 0.00 0.50 N/A 28.00 28.00 31.50 6% FTEs by Division: Administration 0.00 0.00 3.50 N/A j g Project Management - General 0.00 0.00 0.00 N/A Facilities 14.00 14.00 14.00 0% Custodial 14.00 14.00 14.00 0% Project Management - CIP 0.00 0.00 0.00 N/A 28.00 28.00 31.50 6% Budget Summary In FY 2008, Council approved the reorganization of the Public Works Department which split and transferred several divisions to the new Capital Projects and Facilities Department (CPFD). The Facilities and Custodial Divisions were transferred to the new department and the Administration and Engineering Divisions were split, with 5 FTEs moved from Engineering to the CPFD Project Management Division and 2 FTEs moved from PW Admin to CPFD Admin. Capital Project funding is now shown in CPFD with the exception of road CIP projects which will remain and be managed in Public Works. In addition to the transfer of FTEs from Public Works to CPFD, Council also approved 2 additional regular FTEs, a department director and a division manager, and a half time temporary FTE for clerical assistance. Council also approved the conversion of 3 limited term project managers to regular status. Two of these converted positions are located in the Project Management Division and one is in the Public Works Engineering Division. 91
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT - ADMINISTRATION Administration Division Mission The Administration Division provides the Capital Projects and Facilities Department with support services and courteous customer service to internal staff and the community. Administration Division Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 0 0 178,924 N/A [1] Benefits 0 0 63,221 N/A [1] Contractual services 0 0 10,668 N/A Other services 0 0 14,449 N/A Materials / supplies 0 0 15,202 N/A Interfund charges* 212,306 236,536 0 (100%) Capital outlay 0 0 0 N/A $ 212,306 236,536 282,463 15% FTE Summary: Regular (full & part time) 0.00 0.00 3.00 N/A Casual, Student,& Temp. 0.00 0.00 0.50 N/A 0.00 0.00 3.50 N/A [1] Increase due to transferring positions from the Project Management Division. This senior office specialist position replaces the capital projects division manager position. Administration Division Allocation % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Programs before allocation: Project Management $ 0 0 173,584 N/A Facilities 1,605,253 1,796,056 2,062,923 13% Custodial 753,490 800,238 829,796 5% 2,358,743 2,596,294 3,066,303 14% Allocation amounts: Project Management 0 0 7,369 N/A Facilities 106,153 118,268 137,547 14% Custodial 106,153 118,268 137,547 14% $ 212,306 236,536 282,463 15% Programs after allocation: Project Management 0 0 180,953 N/A Facilities 1,711,406 1,914,324 2,200,470 13% Custodial 859,643 918,505 967,343 6% $ 2,571,049 2,832,829 3,348,766 14% 92
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT - PROJECT MGMT Project Management Mission The Project Management Division provides the County of Los Alamos residents, Council, Boards and Commissions, and Departments with professional project management expertise required to build new, and maintain existing, County infrastructure. The Division provides oversight to the Facilities Maintenance Projects and the Capital Improvement Projects. The purpose of the Facilities Maintenance Projects is to provide major maintenance of the County’s building infrastructure so the buildings can continue to meet the needs of the community. The purpose of the Capital Improvements Projects is to provide major replacements and improvements to general County infrastructure. Project Management Program Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 0 0 192,788 N/A Benefits 0 0 (33,272) N/A Contractual services 0 0 0 N/A Other services 0 0 3,016 N/A Materials / supplies 0 0 6,799 N/A Interfund charges 0 0 11,622 N/A Capital outlay 0 0 0 N/A $ 0 0 180,953 N/A FTE Summary: Regular (full & part time) Gen Fund 0.00 0.00 1.75 N/A Regular (full & part time) CIP Fund 0.00 0.00 4.25 N/A Limited Term CIP Fund 0.00 0.00 1.00 N/A 0.00 0.00 7.00 N/A 93
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT - FACILITIES Facilities Division Mission Provide preventive facilities maintenance, major repairs, work space planning support, emergency facilities-related support, review of contract documents for contracted facilities construction and maintenance projects, and provide small construction projects with its licensed contractor staff. Facilities Program Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 625,678 666,544 700,242 6% Benefits 189,903 227,281 252,108 15% Contractual services 55,413 58,370 264,308 118% [1] Other services 39,326 43,969 42,680 4% Materials / supplies 162,192 169,471 204,595 12% [2] Interfund charges 630,754 734,917 736,338 8% [3] Capital outlay 7,833 13,429 [4] 0 (100%) Fiscal charges 307 343 199 (19%) $ 1,711,406 1,914,324 2,200,470 13% FTE Summary: Regular (full & part time) 14.00 14.00 14.00 0% [1] Increase in contracts for outside repair service of fire alarms, elevators, overhead doors, etc. [2] Increase in supplies to be more in line with actual costs. [3] Increase due to overlap of utilities between old building and new buildings to be occupied in FY 2010. [4] FY2008 Increase for tool boxes, shelving, etc. 94
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT - CUSTODIAL Custodial Division Mission Provide regular daily custodial-type maintenance on County facilities as well as Event Support for community uses of various County-owned facilities including night and weekend hours. Custodial Program Budget % Avg. FY 2007 FY 2008 FY2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 483,583 493,086 491,964 1% [1] Benefits 176,510 175,855 199,425 6% [1] Contractual services 14,906 24,785 27,863 37% [2] Other services 6,041 5,951 5,324 (6%) Materials / supplies 53,256 67,139 69,409 14% Interfund charges 125,347 151,689 173,357 18% [3] Capital outlay 0 0 - N/A $ 859,643 918,505 967,343 6% FTE Summary: Regular (full & part time) 14.00 14.00 14.00 0% [1] Difference between budgeted vacancies and filled positions. [2] Increase for contractual custodial service due to increase of square footage of maintained facilities. [3] Increase in administration budget allocation. 95
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT CUSTODIAL PROGRAM Program Purpose The purpose of the Custodial Program is to provide cleaning, planned maintenance, and event support services to County staff and facility users so they can have nice looking, reliable and timely use of County facilities. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 19,227 14,906 24,785 27,863 13.2% Administrative Overhead $ 100,500 106,153 118,268 137,547 11.0% Operating Expenditure $ 637,393 738,584 775,452 801,934 8.0% FTE's 14.0 14.0 14.0 14.0 0.0% Program Expenditure/FTE $ 45,528 52,756 55,389 57,281 8.0% Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis The Custodial Division increased pest control and window washing contracts in FY'09 due to customer requests. According to the International Facilities Manager Association, the average per square foot cost for City/County buildings is $1.42. The County is $1.60. The County continues to provide event service support for afterhours and weekends. FY'09 the Custodial Division was working short staffed by 2 FTEs. Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2008 FY2009 Average Annual Performance Measures Actual Actual Change '08 - '09 CUSTODIAL COST PER SQUARE FOOT CPM Total costs per square foot $ 1.21 $ 1.60 32% CUSTOMER SATISFACTION Customers rating custodial services overall as either excellent or good 75% n/a 96
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT CUSTODIAL PROGRAM HOW THE CUSTODIAL PROGRAM COMPARES 2008 TOTAL Facilities Expend per sq ft - Custodial Service - In-house only w/o security LAC 25th %-ile 75th Max Min %-ile Median $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 $5.00 $5.50 $6.00 97
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT FACILITIES MAINTENANCE PROGRAM Program Purpose The purpose of the Facilities Program is to provide routine maintenance, repair, and event support services to facility users so they can have timely and reliable use of County facilities. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditure Expenditure Expenditure Expenditure '06-'09 Capital and Outside Services $ 138,034 63,246 72,142 264,308 24.2% Administrative Overhead $ 100,500 106,153 118,268 137,547 11.0% Operating Expenditure $ 1,687,564 1,542,007 1,723,914 1,798,615 2.1% FTE's 14.0 14.0 14.0 14.0 0.0% Program Expenditure/FTE $ 120,540 110,143 123,137 128,473 2.1% Comprehensive Plan References: Vision Statements Upgrade infrastructure Protect environment Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis Increases in FY'09 Facilities expenditures were the cost of leasing modular buildings at Ashley Pond and Lavy Lane and a full year of utility costs at White Rock Fire Station #3. The International Facilities Association Benchmarks for 2009 report an average cost of $2.20 per square foot for City/County Government facilities. The Facilities Division at $2.41 per square foot is 10% higher. Communities with colder climates average 20% increased facility maintance costs. FY'09 the Facilities Division was working short staffed by 1 FTE. 98
    • Incorporated County of Los Alamos CAPITAL PROJECTS & FACILITIES DEPARTMENT FACILITIES MAINTENANCE PROGRAM Results CPM = Measure defined and maintained by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '08 - '09 REPAIR COSTS All facilities total repair CPM expenditures per square foot $ 1.19 $ 2.41 103% HOW THE FACILITIES MAINTENANCE PROGRAM COMPARES 2008 TOTAL Facilities Expend per sq ft - Repair & Maintenance Service - In-house w/o utilities LAC 25th %-ile Min 75th Max %-ile Median $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 $5.00 99
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT **Expenditures for these two Enterprise Funds are shown in the Public Works Department, but these two divisions report directly to the County Administrator’s Office Administrator s Office. 100
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT Department Description The Public Works Department is comprised of the following areas of responsibility: engineering and surveying, project management, equipment and fleet maintenance, street maintenance, traffic operations and maintenance, transit, and support of Major Maintenance and Capital Improvement programs. For budget presentation, the Environmental Services and Airport Divisions are included in this summary. These two divisions report directly to the County Administrator's Office. Department Summary Expenditures by Program Environmental  Services 23% Airport 1% Transit 11% Capital Projects ‐ Roads 28% Traffic 8% Pavement 12% Equipment Engineering/Surveyi 14% ng 3% Expenditures as % of General Fund General Fund 89% Public Works 11% 101
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Engineering $ 762,972 697,155 673,098 (6%) Equipment 3,173,152 3,197,529 3,013,258 (3%) Pavement 1,787,300 2,071,368 2,648,204 22% Traffic 1,405,673 1,589,681 1,711,261 10% Transit 0 1,568,268 2,433,731 100% Environmental Services 3,725,890 3,181,735 4,979,785 16% Airport 207,524 433,269 266,368 13% Street Maintenance Projects 531,529 56,063 105,378 (55%) Capital Projects - Roads 0 5,546,117 6,092,144 100% $ 11,594,040 18,341,185 21,923,227 38% Expenditures by Fund: General $ 3,955,945 4,358,204 5,032,563 13% Equipment Fund 3,173,152 3,197,529 3,013,258 (3%) Transit 0 1,568,268 2,433,731 100% Environmental Services 3,725,890 3,181,735 4,979,785 16% Airport 207,524 433,269 266,368 13% State Shared Revenue 531,529 56,063 105,378 (55%) Capital Projects - Roads 0 5,546,117 6,092,144 100% $ 11,594,040 18,341,185 21,923,227 38% FTE Summary: Regular (full & part time) 70.25 92.25 91.25 14% Limited term 2.00 3.00 0.00 (100%) Casual, Student,& Temp. 2.19 2.21 1.55 (16%) 74.44 97.46 92.80 12% FTEs by Division: Administration 5.15 5.17 3.14 (22%) Engineering/Surveying 7.00 7.00 5.25 (13%) Equipment 10.00 10.00 11.00 5% Pavement 14.00 14.00 16.00 7% Traffic 11.53 11.53 11.41 (1%) Transit 0.00 22.00 22.00 100% Environmental Services 19.26 19.26 18.75 (1%) Airport 1.50 1.50 1.50 0% Capital Improvements Projects 6.00 7.00 3.75 (21%) 74.44 97.46 92.80 12% Budget Summary For presentation, Environmental Services and Airport are included in this section even though they report directly to the County Administrator. All other divisions included here report to the Public Works Director. In FY 2008, Council approved the reorganization of the Public Works Department which split and transferred several divisions to the new Capital Projects and Facilities Department (CPFD). The Facilities and Custodial Divisions were transferred to the new department and the Administration and Engineering Divisions were split, with 5 FTEs moved from Engineering to the CPFD Project Management Division and 2 FTEs moved from PW Admin to CPFD Admin. More detail can be seen in the the CPFD Department Summary. Capital Project funding is now shown in the new department with the exception of road CIP projects which will remain and be managed in Public Works. 102
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - ADMINISTRATION Administration Division Mission The Administration Division provides the Public Works Department with support services and courteous customer service to internal staff and the community. Administration Division Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 288,199 300,209 223,660 (12%) Benefits 90,576 96,077 69,699 (12%) Contractual services 8,349 8,308 9,624 7% [1] Other services 11,207 13,219 11,817 3% Materials / supplies 10,473 11,789 9,123 (7%) [1] Interfund charges* (173,049) (193,067) 11,993 107% [1] Capital outlay 10,898 0 25,190 52% [2] $ 246,653 236,535 361,106 21% FTE Summary: Regular (full & part time) 5.00 5.00 3.00 (23%) Casual, Student,& Temp. 0.15 0.17 0.14 (3%) 5.15 5.17 3.14 (22%) [1] Cost allocation differences between Public Works and Capital Projects and Facilities based on 7 months of operation with the 2 departments. [2] Purchase of a vehicle in FY 2009. *Interfund Charges - Admin Allocation for Facilties and Custodial in FY 2007 and FY 2008 have been moved to the Capital Projects & Facilties Department. Administration Division Allocation % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Programs before allocation: Engineering $ 709,896 646,256 615,051 (7%) Pavement 1,681,148 1,969,570 2,471,300 21% Traffic 1,318,249 1,505,843 1,585,106 10% 3,709,293 4,121,669 4,671,457 12% Allocation amounts: Engineering 53,076 50,899 58,047 5% Pavement 106,152 101,798 176,904 29% Traffic 87,425 83,838 126,155 20% 246,653 236,535 361,106 21% Programs after allocation: Engineering 762,972 697,155 673,098 (6%) Pavement 1,787,300 2,071,368 2,648,204 22% Traffic 1,405,673 1,589,681 1,711,261 10% $ 3,955,945 4,358,204 5,032,563 13% 103
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - ENGINEERING/SURVEYING Engineering/Surveying Mission The Engineering Divison is responsible for the design, construction and supervision of municipal improvements within the public right-of-way. It also provides technical and administrative expertise for technical review, contracting, budgeting, scheduling, procuring, managing, and overseeing countywide engineering projects in the capital improvements program, road replacement and street maintenance projects. Provides oversight of improvements completed in conjunction with private developments and coordinates a variety of programs to ensure County operations comply with County, State and Federal regulations. Works closely with developers to ensure public improvements are built in accordance to County Construction Standards. Serves on Interdepartmental Review Committee to review development applications and advises the planning and zoning commission, other boards and commissions and County Council. The Survey Division provides survey support to County owned properties to properly assess boundaries and support in the vacating and granting of easements, the disposal and leasing of County owned real property, as well as other types of real property and land related transactions. Also provides survey support for the County’s Capital Improvement Program and activities. The purpose of the Street Maintenance Projects is to provide major maintenance of the roadway infrastructure including pavement, curb/gutter, sidewalks, and storm drains, so that reasonably safe streets are provided for the community. The purpose of the Capital Improvements Projects is to provide major replacements and improvements to general County infrastructure. Engineering/Surveying Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 528,199 521,988 430,973 (10%) [1] Benefits 66,020 34,580 101,114 24% [1] Contractual services 5,394 944 8,693 27% [2] Other services 32,483 32,605 24,023 (14%) [3] Materials / supplies 17,487 34,921 18,099 2% [3] Interfund charges 68,563 72,117 88,695 14% [3] Capital outlay 44,826 0 1,501 (82%) $ 762,972 697,155 673,098 (6%) FTE Summary: Regular (full & part time) Gen Fund 7.00 7.00 5.25 (13%) Regular (full & part time) CIP Fund 4.00 4.00 3.75 (3%) Limited Term CIP Fund 2.00 3.00 0.00 (100%) 13.00 14.00 9.00 (17%) [1] Allocation differences between general fund salaries and benefits and capital improvement fund salaries benefits. [2] Increase in maintenance contracts for plotters. [3] Cost allocation differences between Public Works and Capital Projects and Facilities based on 7 months of operation with the 2 departments. 104
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - FLEET EQUIPMENT Fleet Equipment Division Mission Respond to County equipment needs using creativity, flexibility, training depth, and technical expertise. Provide equipment to operating divisions on a rental rate recovery basis. Fleet Equipment Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 435,919 441,222 490,280 6% Benefits 130,524 134,709 163,090 12% Contractual services 56,542 68,196 68,608 10% Other services 45,504 44,142 46,733 1% Materials / supplies 906,227 1,180,129 1,173,573 14% [1] Interfund charges 390,619 14,097 297,190 (13%) Capital outlay 1,207,817 279,789 773,784 (20%) $ 3,173,152 3,197,529 3,013,258 (3%) FTE Summary: Regular (full & part time) 10.00 10.00 10.00 0% [1] Increase in fuel costs, auto repair supplies, tools and shelving. Much of the increase in fuel and supplies is due to the increase in Fleet with the Transit function. 105
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - PAVEMENT Pavement Division Mission Provide both planned and responsive monitoring and repair to minimize the life-cycle cost of our County transportation system and to ensure safe, comfortable and reliable infrastructure. Pavement Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 626,031 714,183 783,305 12% [1] Benefits 268,222 300,272 364,274 17% [1] Contractual services 40,044 297,992 613,115 291% Other services 14,455 14,566 11,647 (10%) Materials / supplies 181,998 219,816 336,135 36% Interfund charges 656,550 524,539 534,441 (10%) [2] Capital outlay 0 0 5,287 100% $ 1,787,300 2,071,368 2,648,204 22% FTE Summary: Regular (full & part time) 14.00 14.00 16.00 7% [1] Increase for snow and ice removal. [2] Decrease in interdepartmental charges for fuel and also for the maintenance and replacement of equipment/vehicles. 106
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - TRAFFIC Traffic Division Mission The Traffic Division provides the County of Los Alamos with professional Traffic Engineering services; multi-modal transportation support; maintenance, operation, and repairs of all traffic control devices; and routine or emergency services for other transportation related items. Traffic Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 573,064 568,192 580,864 1% Benefits 216,900 208,784 220,632 1% Contractual services 136,793 104,734 11,948 (70%) Other services 39,831 34,771 32,946 (9%) Materials / supplies 128,911 262,592 341,969 63% Interfund charges 227,177 257,019 322,520 19% Capital outlay 82,997 153,589 200,382 55% [1] $ 1,405,673 1,589,681 1,711,261 10% FTE Summary: Regular (full & part time) 10.00 10.00 10.00 0% Casual, Student,& Temp. 1.53 1.53 1.41 (4%) 11.53 11.53 11.41 (1%) [2] Increase for signal cabinet replacements, server switching module, power transfer switch, and a sweeper/vacuum for parking lot and curb maintenance. 107
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - TRANSIT Transit Division Mission Improve and strengthen mobility in Los Alamos County and the surrounding region through an effective, efficient, and dependable transit system. Transit Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 0 655,968 895,716 37% [1] Benefits 0 307,099 391,092 27% [1] Contractual services 0 71,470 45,093 (37%) [2] Other services 0 57,410 70,634 23% Materials / supplies 0 183,741 58,938 (68%) Interfund charges 0 292,580 589,198 101% [3] Capital outlay 0 0 383,060 100% [1] $ 0 1,568,268 2,433,731 55% FTE Summary: Regular (full & part time) 0.00 0 00 22.00 22 00 22.00 22 00 0% [1] Increases due to expanded service in Fall 2008 (with the approval of 2 FTEs) and the proposed service expansion as a result of the North Central Regional Transit District initiative. Includes 7.5 new FTEs and 3 buses. [2] Outside contracts decreased as the old fleet of buses from LA Bus are either overhauled or replaced. Also decrease in outside contracts for painting of buses. [3] Increase mainly due to increase in replacement collection rate. 108
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - OTHER FUNDS - ENVIRONMENTAL SERVICES Department Description The Environmental Services Division accounts for the operation of the County landfill, commercial and residential refuse collection, curbside and drop off recycling, and composting of yard waste. Environmental Services Division Mission Provide a comprehensive Solid Waste Management program that includes collection, transportation, recycling and disposal of solid waste. Environmental Services Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 778,914 819,898 822,595 3% Benefits 303,739 306,378 312,092 1% Contractual services 1,298,264 358,187 2,395,915 36% Other services 40,773 40,950 49,687 10% Materials / supplies 140,754 472,267 200,200 19% Interfund charges 906,237 1,178,995 1,156,700 13% Capital outlay 218,828 5,060 31,138 (62%) Fiscal charges 38,381 0 11,458 (45%) $ 3,725,890 3,181,735 4,979,786 16% FTE Summary: Regular (full & part time) 18.75 18.75 18.75 0% Casual, Student,& Temp. 0.51 0.51 0.00 (100%) 19.26 19.26 18.75 (1%) 109
    • Incorporated County of Los Alamos PUBLIC WORKS DEPARTMENT - OTHER FUNDS - AIRPORT Airport Division Mission The Airport Division will maintain and enhance the Los Alamos Airport to ensure safe air transportation and mobility is maintained. Airport Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Type: Salaries $ 85,090 171,261 91,687 4% Benefits 21,582 29,975 23,297 4% Contractual services 16,167 189,277 76,273 117% Other services 8,117 6,140 7,051 (7%) Materials / supplies 10,897 17,627 5,692 (28%) Interfund charges 59,036 7,552 62,368 3% Capital outlay 6,635 11,437 0 (100%) Fiscal charges 0 0 0 100% $ 207,524 433,269 266,368 13% FTE Summary: Regular (full & part time) 1.50 1.50 1.50 0% 110
    • Incorporated County of Los Alamos PUBLIC WORKS - ENGINEERING PROGRAM Program Purpose The purpose of the Engineering Program is to provide project management, civil design, survey and inspection services to County departments and private contractors so they can make thrifty, timely and informed decisions. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 PW Administrative Overhead $ 46,661 53,076 53,305 58,047 7.5% Expenditures/Budget $ 641,225 709,896 643,850 615,051 (1.4%) General Fund FTE's 6.50 7.00 7.00 9.06 11.7% Expenditure/FTE 98,650 101,414 91,979 67,886 (11.7%) Comprehensive Plan References - Vision Statements Improve mobility Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis In 2009, construction of Diamond Phase II was completed and construction of Diamond Phase III began and is ongoing.   Central Avenue Pedestrian Crossing and Streetscape project was completed. Engineering Division managed the storm drain  improvements to Central, 9th Street, and Iris Street. Storm Drain Pipe Rehabilitation occurred in the Diamond Phase IV Area  including Sullivan Field. Staff managed the demolition of the buildings on Tract A‐11, the construction of NM 502  improvements and ABS Access Road, and inspected the roadway infrastructure for the Entrada Business Park, and other  smaller in the County. The Division supported multiple smaller drainage and concrete projects throughout the County. Staff  supported the CP&FD and Utilities Department in their projects.  The County recently contracted with IMS Infrastructure Management Services to collect pavement condition data on all Los  Alamos County roads. The pavement condition data was collected in 2005 and helped establish the original pavement  condition indexes which are now outdated. The County will utilize GBA Master Series for the pavement and assets  management. The new pavement condition data will help the County assess the pavement condition index on recent roadway  construction projects as well as all other roads and streets in the County. This data will help establishing the pavement  condition degradation curves in the GBA Master Series data base and will guide the County in prioritization of pavement  maintenance, rehabilitation and reconstruction projects. The combination of road construction and pavement maintenance  projects has helped improve the overall Pavement Condition Index (PCI) for the county's roadway infrastructure.   Results CPM = a measure defined and collected by ICMA's Center for Performance Measurement Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 CORE OUTCOMES Percent year over year increase in the pavement condition index 0% -2.2% 0.2% (0.7%) Paved lane miles assessed as being in satisfactory or better CPM condition as a percentage of paved lane miles assessed 89% 89% 0.0% 111
    • Incorporated County of Los Alamos PUBLIC WORKS - FLEET EQUIPMENT PROGRAM Program Purpose The purpose of the Fleet Program is to provide vehicle maintenance, repair and replacement services to County staff so they use safe and reliable County vehicles. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Capital and Contracts $ 342,252 1,264,359 347,985 842,392 35.0% Operating Expenditures/Budget $ 1,799,975 1,908,793 2,849,544 2,170,866 6.4% FTE's 10.00 10.00 10.00 11.02 3.3% Operating Expenditure/FTE $ 179,998 190,879 284,954 196,993 3.1% Comprehensive Plan References - Vision Statements Improve mobility Protect environment Strategic Council Goals Supported by Program Resources Maintain quality essential routine services Narrative Discussion and Analysis During the FY09 reporting period the Fleet Division was able to measure the baseline for the hours billed as a percentage of hours available. The result of 62% indicates that we will be redoubling our efforts to increase shop productivity and ensure we accurately document all maintenance and repairs. Also, during the fiscal year we were able to establish a baseline for the hours available per vehicle maintained by central fleet operations; the result of 51.5 hours demonstrates our employees commitment to each vehicle and the amount of maintenance and/or repairs each requires in any given year. Some of the most common practices in the shop is to perform a complete “safety check” on each unit in addition to the scheduled preventative maintenance. The safety check entails checking the brakes, steering, leaks, lights and tires. In addition, safety checks are preformed on a weekly basis for certain fleet units such as packers, side loaders, and transit buses. These routine safety checks could result in repairs being performed to correct an identified issue with the unit; such as a hydraulic leak. The Fleet Division also responds to service calls out in the field; which include, flat tires, jump starts, fuel, etc. The final baseline set in FY09 is the current number of FTEs in the central fleet operation which is currently at eleven. In FY10 the Fleet Division will be upgrading our fueling infrastructure and our Equipment Management System. The upgrades will allow for more accurate fuel accountability and better fuel usage records; the AIM2 which will be installed on all automotive units utilizes smart technology and will only dispense fuel to recognized County units. The upgrade to the equipment management system will allow us to track our productivity more efficiently, enter data real time, and will expand our reporting capability. These two systems will allow more accurate reporting of ICMA data in the coming fiscal years. 112
    • Incorporated County of Los Alamos PUBLIC WORKS - FLEET EQUIPMENT PROGRAM The AIM2 Fuel Master Card Reader, Close-Up Results All measures in this program are from the ICMA Center for Performance Measurement (CPM) The program needs to establish mileage reader cards in order to manage with these indicators. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 CORE STAFFING INDICATORS Hours billed as a percentage of CPM hours available 62.0% N/A Hours available per vehicle CPM maintained by central fleet operations 51.50 N/A Fleet maintenance FTE's in the CPM central fleet operation 11.01 N/A CORE MAINTENANCE EFFICIENCIES Buses: Total maintenance expenditures per mile driven N/A Solid Waste Packers: Total maintenance and preventative CPM maintenance expenditures per vehicle N/A Solid Waste Packers: Total CPM maintenance expenditures per mile driven N/A Police vehicles: total maintenance CPM and preventative maintenance expenditures per vehicle N/A 113
    • Incorporated County of Los Alamos PUBLIC WORKS - FLEET EQUIPMENT PROGRAM Police vehicles: total maintenance CPM expenditures per mile driven N/A Medium vehicles: Total maintenance and preventative CPM maintenance expenditures per vehicle N/A How does the Fleet Program Compare? 2008 Hours billed as a percentage of hours available LAC 2009 Min 75th 25th Max %-ile %-ile Median 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% 2008 Hours available per vehicle maintained by central fleet operation LAC 2009 25th %-ile 75th Max Min %-ile Median 0 25 50 75 100 125 150 175 200 225 250 275 114
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM Program Purpose The purpose of the Pavement Program is to provide maintenance of roadways, sidewalks, right-of- ways, and storm water drainage systems to the traveling public so they can move around the County in a safe and reliable manner. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Capital and Contracts $ 173,351 40,044 297,992 618,402 52.8% PW Administrative Overhead $ 100,500 106,152 121,835 177,121 20.8% Operating Expenditures/Budget $ 1,473,854 1,641,104 1,651,541 1,852,681 7.9% FTE's 14.00 14.00 16.00 16.63 5.9% Operating expenditure/FTE $ 105,275 117,222 103,221 111,406 1.9% Comprehensive Plan References - Vision Statements Improve mobility Strategic Council Goals Supported by Program Resources Improve transportation and mobility Narrative Discussion and Analysis The Pavement Di i i i charged with th responsibility of monitoring, repairing and maintaining Th P t Division is h d ith the ibilit f it i ii d i t i i the surface transportation system in Los Alamos County. As a division, we have discussed and subscribed to public works department policies and objectives as follows: • To provide responsive, quality maintenance of our transportation system to ensure safe, comfortable and efficient roads and streets, while minimizing citizen inconvenience. to provide consistent, timely and quality road and associated structure routine maintenance or replacement in order to ensure appropriate life cycle usage and to provide for measurable return on investment of expenditures in our transportation system. • To implement an annual pavement preservation program to upgrade our county road and street system by performing in-house major street maintenance projects as well as contracting out the larger, more technical or specialized projects. • To perform special and necessary road, sidewalk, curb and gutter and drainage maintenance or construction projects promptly, professionally, and within established budgets, schedules, and quality control practices. • To provide sufficient and cost effective snow and ice control operations on county roads, streets, parking lots and walkways in a timely and aggressive manner in order to ensure the safety of our citizens, a minimal disruption to our public education community, a minimal disruption to our local business community and economy and a minimal disruption to the services provided by our local government. • In addition, our division is somewhat unique in that in addition to serving the Public Works department, we also provide our services to other departments of Los Alamos County. For example, most of our emergency work orders come from the Los Alamos county department of public utilities (gas, water, sewer and electric). We are also aware that we have some 18,000 “Customers” to whom we make our division available to and encourage their assistance in alerting us to concerns that affect needs and safety of our citizens. 115
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM • To provide responsive, quality maintenance of our transportation system to ensure safe, comfortable and efficient roads and streets, while minimizing citizen inconvenience. • To provide consistent, timely and quality road and associated structure routine maintenance or replacement in order to ensure appropriate life cycle usage and to provide for measurable return on investment of expenditures in our transportation system. • To implement an annual pavement preservation program to upgrade our county road and street system by performing in-house major street maintenance projects as well as contracting out the larger, more technical or specialized projects. • To perform special and necessary road, sidewalk, curb and gutter and drainage maintenance or construction projects promptly, professionally, and within established budgets, schedules, and quality control practices. • To provide sufficient and cost effective snow and ice control operations on county roads, streets, parking lots and walkways in a timely and aggressive manner in order to ensure the safety of our citizens, a minimal disruption to our public education community, a minimal disruption to our local business community and economy and a minimal disruption to the services provided by our local government. • In addition, our division is somewhat unique in that in addition to serving the Public Works department, we also provide our services to other departments of Los Alamos County. For example, most of our emergency work orders come from the Los Alamos county department of public utilities (gas, water, sewer and electric). We are also aware that we have some 18,000 “Customers” to whom we make our division available to and encourage their assistance in alerting us to concerns that affect needs and safety of our citizens. As a division, pavement staff have willingly partnered into the adoption of performance indicators p g p that are tracked to indicate the effectiveness of our division operations. Through performance appraisals on each employee, we track our individual performance and contributions to the successful operation of the pavement division. FY 09 work accomplishment highlights by program: Right of way maintenance • work plan was to mow 210 acres of our r-o-w at an estimated cost of $224.75 per acre Actual acreage mowed was 250 acres at a cost of $91.82 per acre; variance due to work efficiencies gained by systematic approach. • work plan was to perform 450 employee hours of weed control/removal within county street r-o- w at an estimated cost of $37.75 per hour Actual weed control/removal was 560 employee hours at a cost of $38.27 per hour • work plan was to perform 2,160 lane miles of street sweeping at an estimated cost of $90.84 per lane mile Actual street sweeping was 3,090 lane miles at a cost of $32.88 per lane mile; variance due to an increase in frequency of sweeping. 116
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM Pavement maintenance • work plan was to perform 260 employee hours of pot hole patching at an estimated cost of $67.94 per hour actual pot hole patching was 805 employee hours at a cost of $43.20 per hour; variance due to reducing the normal pot hole crew by one employee and assigning to other work programs needing additional labor. • work plan was to perform 30 lane miles of crack sealing of asphalt streets at an estimated cost of $3,012.86 per lane mile actual crack sealing was 28 lane miles at a cost of $2,353.75 per lane mile; variance due to the recurring crack sealing program on streets that are in the pavement preservation schedule and required less material, labor and equipment resources to complete the sealing during this period. • work plan was to expend $875,114 in pavement preservation surface treatments (fog seal, overlays) performed by contractors funded and managed by the pavement division Actual pavement preservation expenditures to contractors was $1,119,666 (FOG SEALS - 209,834 s.y. at cost of $112,091; surface overlays - 97,798 s.y. at cost of $1,007,575); variance due to the use of snow and ice budget funds and available funding from other pavement division budget areas to fund additional overlay work to take advantage of the contract prices in effect during fy 09. Concrete maintenance • Work plan was to replace 1,720 l.f. of curb and gutter at an estimated cost of $80.75 per l.f. Actual curb and gutter replacement was 1,734 l.f. at a cost of $35.90 per l.f.; variance due to materials cost not increasing as high as anticipated. • Work plan was to replace 2,170 s.f. of sidewalk at an estimated cost of $20.77 per s.f. Actual sidewalk replacement was 5,450 s.f. at a cost of $12.65 per s.f.; variance due to materials cost not increasing as high as anticipated. • work plan was to build 4 each ADA access ramps in sidewalks at an estimated cost of $3,436.36 per each Actual ADA ramps installed was 10 each at a cost of $2,162.70 each; variance due to materials cost not increasing as high as anticipated. Snow and ice control • fy 09 budget estimate for labor, equipment, de-icing materials and on-call contract was $551,363 Actual snow and ice expenditures FY 09 were $451,517.75; variance due to requiring less snow and ice response than anticipated. 117
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM Special projects or work requests from other county departments or divisions • work plan estimated $87,707 in other department work requests for labor, equipment and materials Actual cost in FY 09 for other department support was $131,278.98; variance due to the nature of this work, which is reactionary to other department needs. In conclusion, the pavement division prioritizes all of our work based on one or more of the following criteria: 1) the safety of the public as related to streets,sidewalks,drainage structures and public right of way; 2) the needs of our business community; 3) the needs of our education community; 4) the protection of county investment in all county assets; 5) the functionality of infrastructure assets; 6) the aesthetics of right of way improvements in our community; 7) the value added result of our maintenance or replacement efforts and expenditures. Results CPM = a measure defined and collected by ICMA's Center for Performance Measurement Estimated E ti t d % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 CORE OUTCOME % citizens surveyed reporting road conditions as in either good Footnote 1 CPM or mostly good condition 81% 90% 5.7% OUTPUT INDICATOR FY2009 Forecast CPM # linear miles swept 2,861 3,373 3,090 2.6% Estimate % Avg FY2009 Annual Change CORE EFFICIENCIES Forecast '08-09 Operating and maintenance expenditures for street sweeping per lane mile for CPM which the jurisdiction is $ 37.75 $ 32.88 (12.9%) Snow and ice control CPM expenditures per capita $ 24.04 $ 25.23 5.0% Road rehabilitation expenditures per lane mile for which the CPM jurisdiction is responsible. $ 8,241 $ 6,478 (21.4%) Footnote 1 - The CPM median for this measure was 81% in FY2007. Their 2009 data report is not yet available. 118
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM HOW THE PUBLIC WORKS - PAVEMENT PROGRAM STACKS UP 2008 Exp Snow and Ice Control Expenditures per Snowy or Freezing Conditions Day LAC 25th %-ile Min 75th %-ile Max Median $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 $11,000 $12,000 $13,000 65 jurisdictions reported data for this calculation. Of those 65 reporting, OMB removed the following 4 jurisdictions as they had unusually high expenditure levels per day. They were: Rockford, IL $89,524, Sioux Falls, SD $65,788, Tacoma, WA $33,740, St. Cloud, MN $27,796/ snow/freezing conditions day. 2008 Snow & ice control expenditures per capita LAC - $24.04 25th %-ile Min 75th Max %-ile Median $0.00 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 119
    • Incorporated County of Los Alamos PUBLIC WORKS - PAVEMENT PROGRAM HOW THE PUBLIC WORKS - PAVEMENT PROGRAM STACKS UP 2008 # days with freezing/snow conditions at any time during day LAC 25th %-ile Min 75th Max %-ile Median 0 25 50 75 100 125 150 175 200 225 250 275 2008 O&M expenditures for street sweeping per lane mile swept LAC - $37.75 25th 75th %-ile %-ile Min Max Median $0 $50 $100 $150 $200 $250 $300 120
    • Incorporated County of Los Alamos PUBLIC WORKS - TRAFFIC PROGRAM Program Purpose The purpose of the Traffic Program is to install and maintain traffic control equipment, manage roadwork zones, support special events, and provide analysis services to the traveling public, police, fire, and road construction crews so they can travel and work more efficiently and in a safe environment. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 FY2010 % Avg. Annual Actual Actual Actual Actual Adopted Change Expenditures Expenditures Expenditures Expenditures Budget '06-'09 PW Administrative Overhead $ 82,698 87,425 83,838 126,155 118,148 15.1% Capital and Contractual Expense $ 285,691 219,790 258,323 212,331 227,200 (9.4%) Operating Expenditures/Budget $ 1,066,190 1,098,458 1,247,520 1,372,775 1,444,701 8.8% FTE's 11.52 11.53 11.53 10.97 11.37 (1.6%) Expenditure/FTE $ 92,551 95,270 108,198 125,139 127,063 10.6% Comprehensive Plan References - Vision Statements Improve mobility Strategic Council Goals Supported by Program Resources Improve transportation and mobility Narrative Discussion and Analysis The Traffic program enhances the quality of life for Los Alamos County residents and visitors by establishing and maintaining devices and systems that regulate traffic flow and allow people to move throughout the community safely and efficiently. Properly placed and properly functioning traffic signals, flashers, streetlights, traffic signs, pavement and curb markings, and traffic work zones often go unnoticed when provided with excellence, but play an integral role in people’s daily journeys from point A to point B. The Traffic program’s motto, not unlike other County services, could be “When We Go Unnoticed, We’re Doing Our Job Right!” This year alone, Traffic staff performed 589 traffic signal and flasher repairs or replacements, including traffic signals (red, yellow, green and green arrow, walk, don’t walk, and pedestrian timer signals) and flashing caution lights (fire and school flashers). At first glance, the increase from $403.50 in FY08 to $705.98 in FY09 per traffic signal and flasher repair may seem extreme, but upon further examination this increase is easily explained by a significant budget increase in FY09 for traffic signal components and due to the transition to ICMA reporting methods. When Council originally approved roundabouts as part of the Diamond Drive reconstruction project, only a minimal amount was budgeted for FY08 traffic signals repairs and upgrades on Diamond Drive in anticipation of roundabouts replacing the signals. However, once roundabouts were removed from the Diamond Drive reconstruction design, additional money for traffic signal replacement/maintenance was budgeted for FY09 to make up for routine work that was not budgeted or performed in FY08. Due to the transition from LA Scores to ICMA reporting methods, the number this year does still include repairs or replacement of portable traffic signals, such as devices used to alert drivers about roadwork or traffic delays, or any traffic signal controllers, wiring, and related equipment. 121
    • Incorporated County of Los Alamos In FY09, the Traffic program managed 290 work zones, down from 337 in FY08. In FY09, there were fewer work zones in White Rock because the Grand Canyon Road Rehabilitation Project and other concrete repairs were completed in FY08. Also, there were fewer work zones in FY09 than FY08 related to fog seal operations and electric and water utility repairs. Whenever a work zone effects traffic, the responsible entity, whether County staff or an outside contractor, must submit their proposed traffic control plan and apply for a traffic control permit with the Traffic program. Each traffic control plan is reviewed, modified (if needed), and approved by the Traffic Safety Specialist, who also inspects, monitors, and makes adjustments to the actual work zone according to MUTCD and ATSSA standards. The Traffic program also operates a sign shop and fabricates all street, directional, information, facility, and any other signs needed by the County. Of the 1143 signs fabricated, maintained or repaired by Traffic staff in FY09, 200 were new signs fabricated and installed. The remaining signs accounted for in the overall number are maintenance or repairs made to existing signs due to vandalism, other damage, or normal wear. In FY09, 274,814 linear feet of lanes were striped, compared to 305,495 in FY08. This number decreased in FY09 because the Diamond Phase 2 & 3 contractors assumed responsibility for striping within the project limits. In addition to the measured activities described above, the Traffic program also performs professional traffic engineering services including traffic impact studies, traffic counts, speed zone studies, traffic calming, pedestrian walk-ability, bicycle accessibility, crash analysis, and various other traffic engineering studies and reports. The Transportation Manager also serves as the staff liaison to the Transportation Board. In addition to the measured activities described above, the Traffic program also performs professional traffic g g g p , , p , g, engineering services including traffic impact studies, traffic counts, speed zone studies, traffic calming, pedestrian walkability, bicycle accessibility, crash analysis, and various other traffic engineering studies and reports. The Transportation Manager also serves as the staff liaison to the Transportation Board. Results CPM = a measure defined and collected by ICMA's Center for Performance Measurement FY2010 Estimated % FY2007 FY2008 FY2009 Adopted Average Annual Performance Measures Actual Actual Actual Target Change '07 - '09 OUTPUTS # work zones managed 358 337 290 350 (10.0%) # linear feet of lane lines striped 241,101 305,495 274,814 298,000 6.8% # traffic signs fabricated, maintained or repaired 906 1,135 1,143 1,000 12.3% # flasher maintenance repairs performed 322 411 308 370 (2.2%) # traffic signal maintenance CPM repairs performed 125 504 589 125 117.1% EFFICIENCIES #DIV/0! Expenditures per traffic signal CPM repair $ 403.50 $ 705.98 $ 400 75.0% 122
    • Incorporated County of Los Alamos HOW THE PUBLIC WORKS - TRAFFIC PROGRAM STACKS UP Expenditures per traffic signal repair Los Alamos Actual Arlington, VA ‐ Median Santa Fe, New Mexico ‐ Highest Dallas, Texas ‐ Lowest $900.00  Santa Fe, New Mexico ‐ Santa Fe, New Mexico ‐ $800.00  Highest,  800.00  Highest,  $800.00  $700.00  $705.98  $600.00  Arlington, VA ‐ Median,   Arlington, VA ‐ Median,   525.00  $500.00  $498.84  $400.00  $403.50  Dallas, Texas ‐ Lowest,   $300.00  $300.00  Dallas, Texas ‐ Lowest,   $200.00  200.00  $100.00  ‐ $‐ 2007  2008  2009  123
    • Incorporated County of Los Alamos PUBLIC WORKS - TRANSIT DIVISION Program Purpose The purpose of the Transit Program is to provide safe, efficient, and dependable transportation choices to the traveling public of Los Alamos County so they will experience improved mobility throughout the community. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '08-'09 Capital and Contracts $ - - $ 71,470 428,153 499.1% Operating Expenditures/Budget $ - - $ 1,496,798 2,005,578 34.0% FTE's 0.00 0.00 22.00 23.16 5.3% Operating expenditure/FTE $ - - $ 68,036 86,597 27.3% Comprehensive Plan References - Vision Statements Improve mobility Strategic Council Goals Supported by Program Resources Improve transportation and mobility y Narrative Discussion and Analysis As indicated on the Los Alamos County Community Survey conducted in September of 2008, 43% of citizens surveyed indicated that someone from their household had used transit at least once in the prior month. The Community Survey is conducted every two years, so although a more recent percentage is unavailable at this time, this number well exceeds the FY10 Adopted Goal of 25%. This percentage will likely increase when the survey is conducted in September 2010 because ridership has increased significantly. As of September 30, 2009, Atomic City Transit has completed 2 years of operations during which time yearly ridership increased from 254,502 in Year 1 to 403,342 in Year 2. Based on these numbers and unofficial feedback from citizens in the community, it can be concluded that Atomic City Transit has attained overwhelming success and support from citizens since the County took over operations in October 2007. Currently the system offers 4 fixed routes serving the neighborhoods in Los Alamos and White Rock, one fixed route serving the downtown loop, as well as Dial-a-Ride service. The neighborhood and downtown routes are serviced once per hour all day Monday through Friday with enhanced AM & PM peak service added in October 2008. The downtown loop is serviced every 20 minutes. Dial-a-Ride service is available to those who have a documented disability or those who are age 60 and over. Dial-a-Ride is a "curb-to- curb" service that operates from 6:00 a.m. to 7:00 p.m. Monday through Friday. Citizens are asked to call 661-RIDE between 7:30 a.m. and 4:00 p.m. up to three days in advance to reserve a ride. The General Public may also use Dial-a-Ride, but to ensure availability for the disabled or elderly the general public may only reserve the ride on the day of the requested ride. Service is scheduled to expand throughout the next 10 years, with 2 new routes serving the Eastern Area and a new school and youth summer route planned for FY10. 124
    • Incorporated County of Los Alamos PUBLIC WORKS - TRANSIT DIVISION On October 16th, 2008, employees celebrated Atomic City Transit’s 1st Birthday by cooking and serving over 1300 hotdogs to riders and the general public over the lunch hour on the Fuller Lodge Lawn. Attendees were treated to hotdogs, chips, cake, cookies and Atomic City Transit giveaways. Riders also picked up copies of the new Ride Guide, reflecting the enhanced AM & PM peak services. Also in October 2008, Atomic City Transit received first place honors in the 29th Annual American Public Transportation Association (APTA) AdWheel Awards for the “Atomic City Transit Ride Guide” entry in the Print Category, Schedule Notice/Timetable Subcategory. The awards, which recognize excellence in public transportation marketing and communications, were presented at a ceremony on October 6, in San Diego during the APTA 2008 Annual Meeting and International EXPO. Nearly 750 entries were submitted in this year’s competition. The Ride Guide was recognized for innovative thinking and creating a piece that truly works in the community it serves. Rather than simply mimicking industry standards, County staff focused on simplicity to create a comprehensive easy-to-use Ride Guide that includes an overall system map showing connectivity, individual route maps using innovative timepoints and simplistic schedules for each route, along with basic instructions and general information. The Ride Guide has been available on buses, at special events, and at various distribution points throughout Los Alamos and White Rock since April 2008. In April 2009, Atomic City Transit earned an Award of Achievement from the Federal Transit Administration (FTA) Region 6 for the highest percentage growth in transit ridership in New Mexico for a Non-Urbanized Area Transit Program for FTA FY2008. Also in April 2009, Atomic City Transit received the System of the Year award from the New Mexico Department of Transportation for the 2008 Section 5316 Job Access and Reverse Commute service. Both awards were presented at the New Mexico Passenger Transportation Association’s Annual Conference. Results Note-Total bus maintenance expenditures per mile driven is an ICMA CPM measure for which Fleet Program is accountable. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change RESULTS % citizens surveyed that indicated someone from their household had used transit at least once in the 43% N/A prior month OUTPUTS Footnote 1 # one-way passenger trips 142,286 391,338 N/A Footnote 1 # miles of service provided 227,510 430,180 N/A EFFICIENCIES Direct, variable operating cost per transit mile provided, excluding capital $ 4.77 N/A Footnote 1 - The FY2008 actual is for the 9 month period October 2007 through June 30, 2008. 125
    • Incorporated County of Los Alamos ENVIRONMENTAL SERVICES DIVISION Program Purpose The purpose of the Environmental Services programs is to provide convenient, consistent, economical and comprehensive recycling and disposal services to Los Alamos County residents and businesses that result in a clean community; to operate a transfer station to conveniently and cost-effectively process wastes in an environmentally sound facility, and to implement the Environmental Sustainability Initiative to enhance environmental quality and sustainability in Los Alamos County. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Capital/Contracts/Fiscal Charges $ 903,915 1,555,473 363,247 2,438,511 39.2% Operating Expenditures/Budget $ 2,394,487 2,170,417 2,818,488 2,541,275 2.0% FTE's 19.26 19.26 19.26 18.74 (0.9%) Operating Expenditure/FTE $ 124,324 112,690 146,339 135,607 2.9% Comprehensive Plan References - Vision Statements Protect environment Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Enhance environmental quality and sustainability Narrative Discussion and Analysis In FY09, construction of the LEED Gold Certified Eco Station facility was completed. FY09 completed Requirements of the $100,000 grant from New Mexico Energy, Minerals and Natural Resources were met, full payment was received and hundreds toured the showcase facility. Waste processing operations began in the transfer station in March 2009. The cost of hauling waste will cause the net revenue per ton processed to be negative in FY10. Therefore, a rate study and rate increase are scheduled for FY10. One third of the material brought to the solid waste facility was recycled in FY09, a decrease from FY08 due to less concrete recycled likely due to the economic down turn. Residential recycling rates remained at 17%, exceeding the state's rate of recycling of 12.4%. A survey using ICMA CPM measures indicates that Los Alamos County Environmental Services achieved a 16% increase in the number of citizens rating recyling services as either excellent or good. Some waste continues to be buried in the old County Landfill to meet final design grades. A utility scale solar installation is planned on the closed landfill and closure construction scheduled to begin in April 2010. Residential curbside recycling side loader. 126
    • Incorporated County of Los Alamos ENVIRONMENTAL SERVICES DIVISION Results CPM indicates a measure developed by the ICMA Center for Performance Measurement. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 RESULTS LAC tipping fee as a % of benchmark 71% N/A Los Alamos $ 45.00 N/A Teton County, WY Transfer St. $ 70.00 N/A Prescott, Arizona Transfer St. $ 57.25 N/A Footnote 1 Net revenue per ton processed $2 $8 $5 51.5% Footnote 2 Tons recycled as % of total tons 40% 46% 34% (7.8%) % residential waste recycled by 15% 17% 17% 6.5% State of New Mexico Recycling Rate 10% 11% 12.4% 13.1% Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 Recycling Collected for Residential AND Commercial Accounts combined CPM (excludes recyling and refuse delivered by other entities): Recycling tonnage as a % of total refuse and recycling tonnage 13.1% 14.9% N/A Footnote 3 % citizens rating residential collection CPM good or excellent 79% 93% 5.6% CPM % citizens rating residential recycling service good or excellent 70% 86% 7.1% Footnotes: 1. New cost to haul waste from transfer station will cause drop in net revenue per ton in FY10. Rate study will be completed and rates increased in FY10. 2. Decrease in large project concrete recycling caused lower overall diveration rate. Curbside and other rmaterials remained steady. 3. Citizen perception of trash and recycling services improved. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 OUTPUTS FY09 Actual Change '07 -10 # tons processed 39,633 46,451 38,306 (1.7%) # tons recycled 15,533 21,209 11,465 (14.1%) # commercial dumpster pick ups 25,532 24,336 24,300 (2.4%) FY09 EFFICIENCIES Forecast Change '07 -10 Cost per Commercial dumpster pick up $ 12.62 $ 12.56 $ 13.09 1.8% Average monthly cost per customer $ 17.07 $ 20.26 $ 15.75 (3.9%) Brand New Eco-Station 127
    • Incorporated County of Los Alamos ENVIRONMENTAL SERVICES DIVISION HOW THE ENVIRONMENTAL SERVICES DIVISION STACKS UP Recycling Collected for Residential AND Commercial  Accounts combined: Recycling tonnage as a % of  total refuse and recycling tonnage compared to  CPM McHenry, IL pop  Decatur, GA pop  24,493 ‐ HIGHEST ,  19,168 ‐ HIGHEST,  0.424 0.41 Mesa, AZ pop  493,077 ‐ MEDIAN, 0.139 Mesa, AZ pop  493,077 ‐ Los Alamos  MEDIAN, 0.12 Los Alamos  Actual, 0.149 Actual, 0.131 Savannah, GA pop   Savannah, GA pop   147,295 ‐ LOWEST,  29 O S 147,295 ‐ LOWEST,  0.01 0.013 2007 2008 2009 Recycling Pounds Per Capita Compared to CPM McHenry, IL pop  24,493 ‐ HIGHEST ,  360.9 Decatur, GA pop  19,168 ‐ 2nd  HIGHEST, 342.7 Los Alamos  Los Alamos  Actual, 186.4 Actual, 187.4 Andersen  Township, OH pop  45,277 ‐ MEDIAN,  133.1 Yuma, AZ pop   93,212 ‐ LOWEST, 1 2008 2009 128
    • Incorporated County of Los Alamos LOS ALAMOS COUNTY AIRPORT Program Purpose The purpose of the Airport Program is to provide aircraft operating areas, storage facilities and terminal facilities to aircraft owners, operators and passengers so they can safely and efficiently complete their travel to and from the county. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Capital and Contracts $ 671,037 6,635 200,714 - (100.0%) Operating Expenditures/Budget $ 190,936 200,889 232,555 266,368 12% FTE's 1.50 1.50 1.50 1.96 9% Operating expenditure/FTE $ 127,291 133,926 155,037 135,902 2.2% Comprehensive Plan References - Vision Statements Improve mobility Upgrade infrastructure Strategic Council Goals Supported by Program Resources Improve transportation and mobility Results ICMA's Center for Performance Measurement (CPM) does not benchmark municipal airports. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 RESULTS % take offs and landings without an accident or incident attributed to airport facilities 100% 100% 100% 0.0% % available aircraft parking spaces on lease 93% 73% 69% (13.9%) OUTPUTS # takeoffs and landings Footnote 1 accommodated 11,199 13,255 13,244 8.7% # based aircraft 74 74 73 (0.7%) EFFICIENCIES #DIV/0! Expenditure per based aircraft $ 2,715 $ 3,143 $ 3,649 15.9% Footnote 1 - This is not an actual count. It is an extrapolated estimate of a periodic actual sampling during the year as based on an accepted Federal Aviation Administration method of reporting. 129
    • Incorporated County of Los Alamos LOS ALAMOS COUNTY AIRPORT # takeoffs and landings accommodated Footnote 1 Linear (Footnote 1) 13,255  13,244  11,199  Actual Actual Actual FY2007 FY2008 FY2009 130
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT 131
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT Department Description Los Alamos County (LAC) Utilities Department's function is to provide our customers with quality electric, natural gas, water, and wastewater services to meet current and future needs and to achieve the highest level of customer satisfaction. Department Summary Expenditures by Program/Subfund Wastewater 8% Electric  Water Distribution Production 4% 61% Water Production 7% Gas 12% Electric  Distribution 8% 132
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Expenditures by Program: Electric Production $ 38,817,771 43,314,805 33,217,039 (7%) Electric Distribution 5,364,675 4,043,598 4,429,467 (9%) Gas 8,490,488 8,538,893 6,784,303 (11%) Water Production 2,689,683 3,201,684 3,611,379 16% Water Distribution 3,546,058 2,171,155 2,201,776 (21%) Wastewater 12,709,924 4,776,755 4,170,259 (43%) $ 71,618,599 66,046,890 54,414,223 (13%) Expenditures by Type: Salaries $ 4,582,017 4,885,589 5,448,220 9% [1] Benefits 1,553,235 1,602,290 1,855,541 9% [1] Contractual services 50,566,718 45,049,774 31,956,293 (21%) Other services 1,182,533 1,282,979 1,121,110 (3%) Materials / supplies 1,329,094 1,353,290 1,039,697 (12%) Interfund charges 2,737,405 2,875,516 3,105,497 7% Capital outlay 688,588 221,234 199,549 (46%) Fiscal charges 8,979,009 8,776,218 9,688,316 4% $ 71,618,599 66,046,890 54,414,223 (13%) FTE Summary: Regular (full & part time) 86.00 86 00 85.00 85 00 86.00 86 00 0% Casual, Student,& Temp. 7.13 5.75 5.12 (15%) 93.13 90.75 91.12 (1%) By Division: Electric Production 7.00 7.00 7.00 0% Electric Distribution 38.00 38.00 41.00 4% Gas 25.74 25.37 25.83 0% Water 10.25 10.25 10.25 0% Wastewater 10.13 10.13 9.13 (5%) 91.12 90.75 93.21 1% [1] Six FTEs transferred from LANL - Power System Operators. 133
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - ELECTRIC Division Description The Utilities Electric Production and Distribution Divisions manage the County's electric generation and transmission resources to meet the electric energy requirements for LAC customers and the DOE's LANL in the most cost-effective manner. The Production Division Director is chairman of the LAC/DOE Operating Committee which sets policy for the combined LAC/DOE power pool. The Distribution Division is responsible for maintenance, operation, and repair of all electric distribution lines and equipment owned by the County of Los Alamos to provide delivery of electric power to its customers. Electric Production Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 35,438,841 41,126,727 39,506,603 6% Expenditures 38,817,771 43,314,805 33,217,039 (7%) Net Revenues (Exp.) $ (3,378,930) (2,188,078) 6,289,564 286% Expenditures by Sub-Program: El Vado Generation $ 352,293 366,746 396,123 6% Abiquiu Generation 377,094 377 094 315,130 315 130 315,450 315 450 (9%) Contract Administration 7,363 9,997 - (100%) Load Control 631,821 711,790 1,022,559 27% Transmission - PNM 1,080,451 1,037,855 1,061,411 (1%) Transmission - Other 1,916,878 2,020,629 1,622,325 (8%) Purchased Power 12,082,436 15,690,255 13,272,060 5% Debt Service 8,485,276 8,758,194 9,099,117 4% Property Taxes 275,123 268,822 273,143 (0%) Insurance 101,070 174,547 - (100%) San Juan Operations 12,670,719 13,016,003 10,992,332 (7%) Interdepartmental Charges 242,318 199,909 220,386 (5%) Eng/Admin O/H 559,392 292,644 550,851 (1%) San Juan Plant Adjustment (5,627,756) NA Capital Expenditures 35,537 452,284 19,038 (27%) $ 38,817,771 43,314,805 33,217,039 (7%) Expenditures by Type: Salaries $ 487,526 540,092 826,900 30% Benefits 165,383 190,217 276,206 29% Contractual services 28,243,297 33,082,353 21,862,784 (12%) Other services 457,443 506,960 342,390 (13%) Materials / supplies 116,677 43,104 50,975 (34%) Interfund charges 852,364 572,622 739,629 (7%) Capital outlay 14,697 94,364 19,038 14% Fiscal charges 8,480,384 8,285,093 9,099,116 4% $ 38,817,771 43,314,805 33,217,038 (7%) FTE Summary: Regular (full & part time) 7.00 7.00 7.00 0% 134
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - ELECTRIC Electric Distribution Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 2,630,873 2,717,641 2,588,969 (1%) Expenditures 5,364,675 4,173,450 4,429,467 (9%) Net Revenues (Exp.) $ (2,733,802) (1,455,809) (1,840,498) 33% Expenditures by Sub-Program: Supervsn, Misc. Dir. Admin. $ 492,383 471,534 410,396 (9%) Substation Maintenance 87,484 20,991 14,331 (60%) Switching Station Maint. 7,919 12,629 2,863 (40%) Overhead Maintenance 277,827 304,134 503,347 35% Underground Maintenance 294,248 601,514 239,316 (10%) Meter Maintenance 69,895 52,298 54,037 (12%) Interdepartmental Charges 192,844 191,340 221,586 7% Eng/Admin O/H 767,374 632,802 886,858 8% In Lieu Taxes 304,733 324,689 352,206 8% Debt Service 462,937 582,434 580,607 12% Capital Expenditures 2,407,031 849,233 1,163,920 (30%) $ 5,364,675 4,043,598 4,429,467 (9%) Expenditures by Type: Salaries $ 2,103,396 2,095,671 2,323,707 5% Benefits 674,519 640,470 764,797 6% Contractual services 1,873,401 1,090,877 1,526,575 (10%) Other services 402,325 438,916 456,527 7% Materials / supplies 660,490 675,756 400,972 (22%) Interfund charges (1,281,167) (1,402,734) (1,648,500) 13% Capital outlay 457,672 13,517 24,782 (77%) Fiscal charges 474,039 491,125 580,607 11% $ 5,364,675 4,043,598 4,429,467 (9%) FTE Summary: Regular (full & part time) 38.00 38.00 38.00 0% 135
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - GAS DISTRIBUTION Division Description The Utilities Gas Distribution Division is responsible for maintenance, operation, and repair of all gas distribution lines and equipment owned by LAC in order to provide gas service to its customers. In addition, the division conducts gas leak safety checks on a regular basis and responds to customer gas safety requests. Gas Distribution Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 9,400,066 8,987,749 8,292,242 (6%) Expenditures 8,490,488 8,538,893 6,784,303 (11%) Net Revenues (Exp.) $ 909,578 448,856 1,507,939 29% Expenditures by Sub-Program: Supervsn, Misc. Dir. Admin. $ 202,552 217,284 330,946 28% Gas Distribution 157,268 208,766 229,710 21% Gas Meters 94,440 75,642 88,942 (3%) Interdepartmental Charges 153,485 168,006 167,111 4% Eng/Admin O/H 378,877 604,418 692,742 35% In Lieu Taxes 213,928 205,976 195,443 (4%) Cost of Gas 6,326,192 6,701,015 4,421,498 (16%) Capital Expenditures 963,746 357,786 657,911 (17%) $ 8,490,488 8,538,893 6,784,303 (11%) Expenditures by Type: Salaries $ 431,498 464,894 482,606 6% Benefits (6,785) (67,495) (10,153) 22% Contractual services 7,138,160 7,026,461 5,090,591 (16%) Other services 223,518 213,820 208,108 (4%) Materials / supplies 124,148 78,053 108,023 (7%) Interfund charges 564,022 823,160 861,240 24% Capital outlay 15,927 - 43,888 66% $ 8,490,488 8,538,893 6,784,303 (11%) FTE Summary: Regular (full & part time) 19.62 19.62 20.62 3% Casual, Student,& Temp. 6.12 5.75 3.77 (22%) 25.74 25.37 24.39 (3%) 136
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - WATER Division Description The Utilities Water Division is responsible for maintenance, operation, and repair of all water lines and equipment owned by the County of Los Alamos to provide safe water services to its customers. The Water Production Division ensures water quality control measures that meet or exceed state and federal regulations on safe drinking water. Water Production Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 3,240,010 3,622,144 3,941,896 10% Expenditures 2,689,683 3,201,684 3,611,379 16% Net Revenues (Exp.) $ 550,327 420,460 330,517 (23%) Expenditures by Sub-Program: Supervision and Oper. $ 788,089 800,418 814,246 2% Pumping Power 553,900 764,241 829,182 22% Wells 136,999 271,939 151,634 5% Booster Pump Stations 93,980 81,173 99,905 3% Treatment 27,749 45,735 26,818 (2%) Storage Tanks 10,309 17,548 10,290 (0%) Transmission Lines 19,731 25,045 54,408 66% Non Potable System 82,190 383741 130,423 26% Interdepartmental Charges 168,858 179,824 187,611 5% Eng/Admin O/H 284,814 209,365 252,294 (6%) State Water Tax 37,218 43,754 40,599 4% Capital Expenditures 485,846 378,901 1,013,969 44% $ 2,689,683 3,201,684 3,611,379 16% Expenditures by Type: Salaries $ 528,239 627,164 628,805 9% Benefits 185,804 223,572 224,459 10% Contractual services 756,105 686,765 1,180,493 25% Other services 70,645 84,607 77,961 5% Materials / supplies 91,731 116,139 106,662 8% Interfund charges 1,049,848 1,355,314 1,369,629 14% Capital outlay 7,311 108,123 14,778 42% $ 2,689,683 3,201,684 3,611,379 16% FTE Summary: Regular (full & part time) 10.25 10.25 10.25 0% 137
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - WATER Water Distribution Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 1,898,853 1,687,556 1,410,453 (14%) Expenditures 3,546,058 2,171,155 2,201,776 (21%) Net Revenues (Exp.) $ (1,647,205) (483,599) (791,323) (31%) Expenditures by Sub-Program: Supervsn, Misc. Dir. Admin. $ 181,948 155,326 216,307 9% Hydrants 38,608 77,413 42,678 5% Water Distribution 229,811 303,175 282,482 11% Water Meters 292,501 284,297 178,295 (22%) Interdepartmental Charges 95,446 97,962 99,710 2% Eng/Admin O/H 483,467 380,805 443,996 (4%) Capital Expenditures 2,224,277 872,177 938,308 (35%) $ 3,546,058 2,171,155 2,201,776 (21%) Expenditures by Type: Salaries $ 297,919 387,732 336,398 6% Benefits 186,669 249,676 205,447 5% Contractual services , , 2,239,699 , 716,525 , 859,254 ( (38%)) Other services 10,811 12,891 13,510 12% Materials / supplies 157,726 211,218 126,297 (11%) Interfund charges 642,967 587,883 620,665 (2%) Capital outlay 10,267 5,230 40,205 98% $ 3,546,058 2,171,155 2,201,776 (21%) 138
    • Incorporated County of Los Alamos UTILITIES DEPARTMENT - WASTEWATER Division Description The Utilities Wastewater Division is responsible for maintenance, operation, and repair of all wastewater treatment buildings and equipment owned by the County of Los Alamos to provide wastewater services that meet or exceed state and federal wastewater regulations. Wastewater Program Budget % Avg. FY 2007 FY 2008 FY 2009 Annual Actual Actual Actual Change Revenue and Expenditure Summary: Revenues $ 3,517,591 3,388,282 3,332,776 (3%) Expenditures 12,709,924 4,776,755 4,165,774 (43%) Net Revenues (Exp.) $ (9,192,333) (1,388,473) (832,998) (70%) Expenditures by Sub-Program: Supervsn, Misc. Dir. Admin. $ 521,093 485,922 517,812 (0%) Wastewater Collection 319,939 382,524 493,428 24% Lift Stations 88,264 153,725 138,779 25% Effluent Irrigation 51,232 0 13,251 (49%) Wastewater Treatment , 674,578 , 648,629 , 968,726 20% Interdepartmental Charges 379,817 376,959 360,088 (3%) Eng/Admin O/H 308,547 282,931 239,865 (12%) Debt Service 0 0 0 NA Capital Expenditures 10,366,454 2,446,065 1,433,825 (63%) $ 12,709,924 4,776,755 4,165,774 (43%) Expenditures by Type: Salaries $ 733,439 770,036 849,805 8% Benefits 347,645 365,850 394,785 7% Contractual services 10,316,056 2,446,793 1,432,110 (63%) Other services 17,791 25,785 22,614 13% Materials / supplies 178,322 229,020 246,768 18% Interfund charges 909,371 939,271 1,162,834 13% Capital outlay 182,714 0 56858 (44%) Fiscal charges 24,586 0 0 (100%) $ 12,709,924 4,776,755 4,165,774 (43%) FTE Summary: Regular (full & part time) 10.13 10.13 9.13 (5%) 139
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC PRODUCTION Program Purpose The purpose of the Electric Production Program is to provide electrical energy services to the Los Alamos County Electric Distribution Division and the Department of Energy/Los Alamos National Laboratory so they can reliably serve their customers at competitive prices. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Revenues $ 37,449,191 35,438,841 41,126,727 39,506,603 2% Capital/Contracts/Fiscal Charges $ 32,052,129 36,738,378 41,461,810 30,980,938 (1.1%) Other Program Expenditures $ 1,749,971 2,079,393 1,852,995 2,236,100 9% NET Revenues (Exp.) 3,647,091 (3,378,930) (2,188,078) 6,289,565 19.9% FTE's 7.00 7.00 7.00 10.55 15% Comprehensive Plan References - Vision Statements Protect environment Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Enhance environmental quality and sustainability Narrative Discussion and Analysis Percent of time adequate power supply is available Power availability quantifies the Division’s ability to forecast load requirements, schedule available long-term resources and purchase electric energy on the market to supply bulk power, each and every hour, to the County and to LANL delivery points. It does not take into account distribution outages on County and LANL distribution systems. Performance in this category is on target. Percent of total energy supplied from county-owned resources and long-term contracts Agreements for long-term resources help ensure availability and stabilize prices. Typically, electric utilities plan to cover their entire forecasted load (plus 15 percent for contingencies such as forecasting errors or outages) with long- term resources. If adequate energy is available on the spot market, cost may be less or more than the cost of long- term resources. Performance in this category was on target. Revenue per megawatt hour from off-system sales Off-system sales are made when long-term resources obtained are greater than the hourly load. The target sale price for FY2009 was $55. The actual result of $32.91 is significantly below target. Most of the sales are made at the Four Corners Market Hub and fluctuate hourly due to supply and demand. Year to date is below target due to lower Four Corners average index price and higher volumes due to the new Kirtland/Sandia contract. Number of megawatt hours of electrical energy supplied Megawatt-hours of energy supplied will be equal to the demand for energy unless a failure of the transmission system or an energy crisis occurs. Generally, it is better to exceed the forecast than to fall short, to ensure that all fixed costs of production are covered. Total energy supplied is equal to energy from long-term resources plus purchases. Energy to load equals total energy supplied less sales, plus or minus, miscellaneous interchange. LANL and LAC used eight percent less than the forecasted load. 140
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC PRODUCTION Number of megawatt hours generated from county-owned resources and long-term contracts County-owned generation includes 36.5 megawatt (MW) from the San Juan Generation Station (SJGS), 13.8 MW from the Abiquiu Hydroelectric Plant, 8 MW from the El Vado Hydroelectric Plant, and 18 MW from the DOE’s TA-3 Plant. Long-term contracts include 10 MW from the Laramie River Station, and up to 20 MW from WAPA. In total, we generated 8 percent less than the original forecast. Specifically, TA-3 generated 79 percent less than forecasted. Number of megawatt hours purchased short-term Short-term purchases are made hourly, daily, or monthly based on forecasted requirements to supplement long-term resources. Year to date short-term purchased energy was 6 percent below the original forecast. Number of megawatt hours sold off-system Off-system sales are made when supplies exceed demand and the price covers variable plus a marginal contribution to the fixed cost of operating the County’s share of the SJGS. Estimates for the quantity of off-system sales are driven by load forecasts and variances in the availability of long-term resources. The actual off-system sales were above target due to the Kirtland/Sandia contract effective in January 2009. We purchase Kirtland/Sandia excess energy and sell off-system. Cost of energy from county-owned resources and long-term contracts The cost per MWh produced of $68.72 by county-owned resources and from long-term contracts remains near the long term average. Costs increased for the SJGS due to installation of additional environmental control equipment. Also, TA-3 operation expenses were higher than estimated. Cost per megawatt hour purchased The cost per megawatt hour purchased of $46.50 was significantly below the FY2009 year end forecast of $66 due to the decrease in the overall market price. Real time purchases are based on market price. Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 RESULTS % time adequate power supply is available 100% 100% 100% 0.0% % electricity supplied from owned resource/LT contracts 85% 79% 84.7% (0.2%) Revenue per MWH of off system sales $ 37.83 $ 55.47 $ 32.91 (6.7%) MWH SUPPLY # MWH of electrical energy supplied 590,117 550,623 567,821 (1.9%) # MWH from owned resources/LT contracts 501,508 435,160 481,054 (2.1%) # MWH purchased short term 88,609 157,189 106,694 9.7% # MWH sold off system 17,312 41,726 19,927 7.3% COST PER MWH Cost per MWH generated from owned resources/LT contracts $ 49.36 $ 58.33 $ 68.72 18.0% Cost per MWH purchased $ 54.00 $ 59.61 $ 46.50 (7.2%) LOAD County load as % of total load 21% 23% 22% 2.4% LANL load as % of load 74% 75% 78% 2.7% 141
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC DISTRIBUTION Program Purpose The purpose of the Electric Distribution Program is to provide electric energy services to Los Alamos County retail customers and Los Alamos County Water Production Division so they have access to reliable service at a reasonable price. The Electric Distribution Program includes a high degree of customer contact, including the operation of the Customer Care Center. The purpose of the Customer Care Center is to provide information and payment processing services to citizens of Los Alamos County so they can have easy access to the information they need about Los Alamos County government and a convenient method for making utility and property tax payments. Note - The Customer Care Center is budgeted in the Electric Distribution fund, however its personnel serve all Utility customers, i.e. for electric, gas, water, sewer, and it also provides General County information, including answering 311 calls. FY2010 Adopted Budget = $ 6,132,816 including capital outlay, contractual services and fiscal charges Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Revenues $ 3,138,994 2,630,873 2,717,641 2,588,969 (6.2%) Capital/Contracts/Fiscal Charges $ 1,863,531 2,805,112 1,595,519 2,131,964 5% Other Program Expenditures** $ 1,965,920 2,559,563 2,448,079 2,297,503 5% NET Revenues (Exp.) (690,457) (2,733,802) (1,325,957) (1,840,498) (238.7%) FTE's** 37.00 38.00 38.00 38.58 1% **includes Customer Care expenditure and FTE's Comprehensive Plan References - Vision Statements Protect environment Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Enhance environmental quality and sustainability 142
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC DISTRIBUTION Narrative Discussion and Analysis SAIDI as a percentage of the APPA average for this region The year-end SAIDI measure for the duration of electrical service interruptions exceeds the measure set for communities of our size by the American Public Power Association. At last year’s sustainability conference in Los Alamos, Jack McGowan of the Galvin Institute reported that the System Average Interruptible Index (SAIDI) in the United States was about 4 hours. This is the amount of time that the average electric customer could expect to be without power over the course of a year. This equates to reliability of 99.95%. When reporting their SAIDI, most utilities do not include outages caused by weather events. With weather events excluded the average SAIDI is about 1 hour, or reliability of 99.99%. The County’s SAIDI includes all outages and is currently about 2.5 hours or 99.97% reliable. With an FY09 target of 100 percent or less than the APPA index for average, accumulated down time (60 minutes) the accumulated down time for Los Alamos is 150 minutes. This is attributable to very lengthy outages that occurred in White Rock and the North and Barranca Mesa in the first Quarter. System Average Interruption Duration Index  (SAIDI) in minutes for past 12 months 160 140 120 150 100 80 60 60 40 20 0 Los Alamos DPU APPA Regional Average Ratio of LA County residential rate to the average residential rate of the 3 nearest electric utilities: Year end results are better than due to the average price for 500 kwh bill for LAC at $50.63 compared to an average for the three nearest electric utilities of $59.45 Percent of customers that rate electric reliability as good or excellent: Year end results are poorer than the target most likely due to the lengthy outages in the first quarter. Number of payment transactions posted in-house: The number of payment transactions posted in-house has dropped due to a contract with Los Alamos National Bank (LANB). The vast majority of transactions, including property taxes and utility payments, are being handled by LANB. 143
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC DISTRIBUTION Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 RELIABILITY OF SUPPLY System Average Interruption Duration Index (SAIDI), or the amount of time the average customer could expect to be without power, as a percentage of the American Public Power Association (APPA) average for this region 142% 353% 256.7% 34.5% RATE BENCHMARK Ratio of Los Alamos County residential rate to the average residential rate of the 3 nearest electrical utilities {see next page} 89% 85% 85% (2.2%) CUSTOMERS % electric utility customers that rate electric power reliability as good or excellent 92% 0% 80% (6.7%) # electric utility customers served 8,892 8,877 8,733 (0.9%) Operating and Maintenance expenditures per electric utility customer served (excludes cost of power and profit transfer) $ 314 $ 367 $ 363.96 7.7% KWH SALES Revenue per KWH sold $ 0.0811 $ 0.0874 $ 0.0904 5.6% Cost of Power per KWH sold $ 0.1063 $ 0.0930 0.1036 N/A # KWH sold (1,000's) 119,675 124,393 121,961 1.0% 144
    • Incorporated County of Los Alamos UTILITIES - ELECTRIC DISTRIBUTION Rates FY2007 FY2008 FY2009 Actual LAC RATE $ 46.42 $ 48.67 $ 50.63 Avg PNM, NORA and Jemez $ 52.16 $ 57.46 $ 59.45 Percentage (Ratio) 89% 85% 85% Electric Distribution Rate Comparison 60 50 40 30 LAC Rate 48.67 46.42 50.63 57.46 52.16 59.45 Avg PNM, NORA and Jemez 20 10 0 FY2007 FY2008 FY2009 CUSTOMER CARE CENTER Estimated % CUSTOMER CARE CENTER FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '10 RESULTS % calls answered before rolling to a backup queue or going to Voice Mail 87% 72% 89% 0.8% % Customers rating courtesy service attribute as either good or excellent 92% n/a % Customers rating knowledge service attribute as either good or excellent 82% n/a % accurate payment postings (processed in-house) 100% 99% 96% (1.4%) # payment transactions posted in-house 31,578 n/a 145
    • Incorporated County of Los Alamos UTILITIES - NATURAL GAS DISTRIBUTION Program Purpose The purpose of the Natural Gas Distribution Program is to provide natural gas supply and services to Los Alamos County utility customers so they have an adequate supply of natural gas, safely delivered at a price at or below PNM rates. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Revenues $ 8,039,771 9,400,066 8,987,749 8,292,242 1.0% Capital/Contracts Expenditures $ 7,851,398 7,154,087 7,026,461 5,134,479 (13.2%) Other Program Expenditure $ 758,675 1,336,401 1,512,432 1,649,824 30% NET Revenues (Exp.) (570,302) 909,578 448,856 1,507,939 338.3% FTE's 27.22 25.74 25.37 22.41 (6.3%) Comprehensive Plan References - Vision Statements Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Narrative Discussion and Analysis Number of therms delivered: Actual therms was less than expected due to warmer weather. The target is set based on a ten y p g g year average. Percent of LAC customer rate compared to PNM customer rate Performed poorer than target. PNM lowered their gas rates and the Department of Utilities did not lower rates during fiscal year 2009. Expenditure per natural gas customer served: The FY2009 year end result of $287.82 per customer served substantially exceeded the FY2009 target of $227. Expenditure per therm of gas purchased: Year end results were better than target due to lower market rates for gas purchased by DPU. Operating expenses per gas customer served was targeted for less than or equal to $454. The actual operating expenses were lower due, in part to open staff positions, lower than budgeted overtime, lower training expenses, uniforms and lower demand for locating gas mains. The budget for FY10 was adjusted to reflect appropriate spending levels. 146
    • Incorporated County of Los Alamos UTILITIES - NATURAL GAS DISTRIBUTION Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 SUPPLY Number of therms delivered 9,374,019 9,389,368 8,396,600 (5.4%) RATE BENCHMARK Percent of LAC price to PNM rate to its customers {see below} 88% 70% 113% 13.1% CUSTOMERS Percent of natural gas customers rating service as good or excellent 95% 95% 0.0% Number of customers served 7,682 7,675 7,605 (0.5%) Expenditure per customer served, less COG and profit transfer $ 305.00 $ 185.13 $ 287.82 (2.9%) SALES Ratio: Revenue per therm of gas delivered $ 0.991 $ 0.932 $ 1.002 0.5% PURCHASES Expenditure per therm of gas purchased $ 0.65 $ 0.72 $ 0.52 (10.8%) FY2009 FY2007 FY2008 Actual LAC RATE $ 32.19 $ 31.27 $ 72.60 PNM RATE $ 36.44 $ 44.58 $ 64.24 Percentage 88% 70% 113% Average Gas Bill Comparison 80 70 60 50 40 LAC Average Bill 30 64.24 20 72.6 32.19 31.27 36.44 44.58 PNM Average Bill 10 0 FY2007 FY2008 FY2009 147
    • Incorporated County of Los Alamos UTILITIES - WATER PRODUCTION Program Purpose The purpose of the Water Production Program is to provide water supply and treatment services to Los Alamos National Laboratory and Los Alamos County water distributors so they can provide safe, pure water to their customers. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditure Expenditures '06-'09 Revenues $ 3,504,000 3,240,010 3,622,144 3,941,896 4% Capital/Contracts Expenditures $ 682,831 763,416 794,888 1,195,271 21% Other Program Expenditure $ 2,103,167 1,926,267 2,406,796 2,416,108 5% NET Revenues (Exp.) 718,002 550,327 420,460 330,517 (22.8%) FTE's 12.00 10.25 10.25 10.32 (4.9%) Comprehensive Plan References - Vision Statements Protect environment Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Enhance environmental quality and sustainability Narrative Discussion and Analysis Thousands of gallons of water produced In FY2007, the year we started publishing this information, there was above normal precipitation with above normal distribution of rainfall throughout the entire year. This resulted in less water usage in FY2007 for irrigation. Expenditure per thousand gallons of effluent water provided Year end results were poorer than expected. The amount of effluent water provided was lower than forecasted and the expense were higher. The expenses are related to rework of the effluent pump station. Total operating and maintenance expense per thousand gallons of water produced The year end result of $1.85 per 1K gallons produced was much better than expected (forecasted at $2.15). Water production output was not a factor as this was only one percent below target. Expenditure levels were reduced. Actual expenses were $2,633,974 and the target was $3,064,224. Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 COMPLIANCE - SAFE DRINKING WATER Percent of water tests in compliance with SDWA standards 100% 100% 100% 0.0% PRODUCTION Thousands of gallons of water produced 1,245,586 1,458,459 1,420,686 6.8% Expenditure per 1,000 gallons of effluent water provided $ 1.0912 $ 3.8046 $ 1.3331 10.5% Total Operating and Maintenance expense per 1,000 gallons of water produced $ 2.14 $ 1.76 $ 1.85 (6.9%) 148
    • Incorporated County of Los Alamos UTILITIES - WATER DISTRIBUTION Program Purpose The purpose of the Water Distribution Program is to provide potable and fire suppression water supply services to Los Alamos County utility customers and the Los Alamos Fire Department so they can meet their consumptive and fire protection needs at a competitive price. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Revenues $ 1,921,978 1,898,853 1,687,556 1,410,453 (9.8%) Capital/Contracts Expenditures $ 97,966 2,249,966 721,755 899,459 109% Other Program Expenditure $ 1,099,984 1,296,092 1,449,400 1,302,317 6% NET Revenues (Exp.) 724,028 (1,647,205) (483,599) (791,323) (203.0%) Comprehensive Plan References - Vision Statements Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Narrative Discussion and Analysis Number of water service disruptions per 100 customers: Performance on this measure of .01 disruptions per customer was better than the target of 1.39 disruptions per 100 customers. Fewer disruptions during FY09 were due in part to capital improvement projects, such as Diamond Drive, that replaced antiquated water lines. Disruptions occur mostly due to burst pipes. Average LAC customer 6,000 gallon bill compared to neighbors: While the average LAC customer's water bill of $29 for six thousand gallons is less than the actual neighboring communities’ average bill of $37, the DPU performance for this measure is below the target. DPU set a target that its customers bills would be 71 percent of its neighboring communities and instead it was 79 percent. DPU increased water wholesale rates, however retail rates during 2009 remain the same. Operating and maintenance expenditure per customer served: In FY2007, the measurement included capital expenditures. FY2009 expenses were higher than FY2008 expenses largely due to higher meter change out expenses in FY2009. Another factor to higher cost per customer served was that the average number of customers served declined due to billing cycle timing due to weekends and holidays. Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 RELIABILITY OF SUPPLY Number of water service disruptions per 100 customers 1.57 0.03 0.01 (90.5%) ISO rating for water system 2 2 2 0.0% RATE BENCHMARK Average LAC 6,000 gallon bill as compared to neighbors {see below} 70% 82% 79.5% 6.9% 149
    • Incorporated County of Los Alamos UTILITIES - WATER DISTRIBUTION CUSTOMERS Percent of water customers rating service as good or excellent 97% 0% 96% (0.5%) Number of water customers served 7,150 7,185 7,073 (0.5%) Operating and Maintenance expenditure (excluding cost of water) per customer served [1] $ 470 $ 168 $ 209.65 (33.2%) PURCHASES Thousands of gallons of water purchased 913,014 1,123,042 973,081 3.2% Cost per 1,000 gallons of water purchased $ 2.17 $ 2.17 $ 2.32 3.5% SALES Thousands of gallons of water sold 720,433 800,273 781,692 4.2% Revenue per 1,000 gallons of water sold $ 4.68 $ 4.78 $ 4.74 0.6% [1] In FY2007, the measurement included capital expenditures. FY2009 FY2007 FY2008 Actual LAC 6,000 gallon bill $ 29.34 $ 29.34 $ 29.34 Avg Espanola and Santa Fe AVERAGE 6,000 gallon bill $ 42.12 $ 35.80 $ 36.89 Percentage (Ratio) 70% 82% 79.5% Water Distribution  6,000 gallon Water Bill Comparison 50 45 40 35 30 25 LAC 20 Espanola & Santa Fe 42.12 29.34 29.34 35.8 15 29.34 36.89 10 5 0 FY2007 FY2008 FY2009 150
    • Incorporated County of Los Alamos UTILITIES - WASTEWATER COLLECTION AND TREATMENT Program Purpose The purpose of the Wastewater Program is to provide sanitary sewer collection and treatment services to Los Alamos utility customers so they can have their wastewater safely and efficiently handled, and that downstream communities can have an environmentally safe river and effluent customers can receive inexpensive irrigation water. Program Expenditures, Budget and Full Time Equivalents (FTE) FY2006 FY2007 FY2008 FY2009 % Avg. Annual Actual Actual Actual Actual Change Expenditures Expenditures Expenditures Expenditures '06-'09 Revenues $ 6,135,951 3,517,591 3,388,282 3,332,776 (18.4%) Capital/Contracts Expenditures $ 2,850,515 10,523,356 2,446,793 1,488,968 (19.5%) Other Program Expenditure $ 2,180,532 2,186,568 2,329,962 2,676,806 7.1% NET Revenues (Exp.) 1,104,904 (9,192,333) (1,388,473) (832,998) (191.0%) FTE's 10.00 10.13 10.13 9.66 (1.1%) Comprehensive Plan References - Vision Statements Protect environment Upgrade infrastructure Strategic Council Goals Supported by Program Resources Maintain quality and essential routine services Enhance environmental quality and sustainability Narrative Discussion and Analysis Thousands of Gallons of sewage conveyed: The actual 451,640,000 gallons conveyed was below the FY2009 forecast of 510,038,000 due to a reduction in the gallons of water sold. Sewage conveyed is based on water use by customers. The fiscal year 2010 target was lowered to 450,000,000 to more accurately reflect actual performance. Additionally, in looking back at all three years' history, it is important to recall that a new billing methodology was used during FY2007. The billing methodology that was implemented for FY2007 billed customers based on their winter water consumption average or the current month, whichever was less. This contributed to the department underbilling customers in FY2007. Therefore, in June 2007, the County Council adopted an adjustment to the methodology to eliminate underbilling. Expenditure per thousand gallons of sewage conveyed: Although the expenses were within target, the gallons of sewage conveyed were significantly below target, thereby increasing the expenditure per thousand gallons of sewage conveyed. Expenditures were within line with adopted budgets. Expenditure per thousand gallons of sewage treated: The change in expenditure per 1,000 gallons of sewage treated is due to 2-3 employee vacancies during FY07; lower sewage treated volumes (15% reduction in comparing FY09 to FY07 volumes) and the new treatment plant opening in FY08 (September 2007). Gallons of effluent water reused: The target for gallons of effluent water was overstated. This target was revised to 75,000,000 for fiscal year 2010. In FY2007, the year we started publishing this information, there was above normal precipitation with above normal distribution of rainfall throughout the entire year. This resulted in less water usage in FY2007 for irrigation. 151
    • Incorporated County of Los Alamos UTILITIES - WASTEWATER COLLECTION AND TREATMENT Percent of sewage lost during conveyance: Sewage lost during conveyance was higher FY2009 due to the reworking of the effluent pumping station meters. Operating expenses per sewer customers served: The FY2009 result for this measure was better than targeted. Results ICMA's Center for Performance Measurement (CPM) does NOT benchmark publically owned Utilities. Estimated % FY2007 FY2008 FY2009 Average Annual Performance Measures Actual Actual Actual Change '07 - '09 COMPLIANCE - ENVIRONMENTAL SAFETY STANDARDS Percent of NDPES permit samples in compliance with environmental safety standards 98% 100% 100% 1.0% PRODUCTION Thousands of gallons of sewage conveyed 363,182 441,351 451,640 11.5% Expenditure per 1,000 gallons of sewage conveyed $ 2.0200 $ 2.0700 $ 2.3004 6.7% Expenditure per 1,000 gallons of sewage treated $ 1.4068 $ 1.8400 $ 2.2500 26.5% Thousands of gallons of effluent water reused 48,026 76,344 58,042 9.9% RELIABILITY OF SUPPLY Percent of sewage lost during conveyance 0.0165% 0.0000% 0.0555% 83.4% Number of sewer back-ups per 100 customers 0.01 0.04 0.03 74.1% CUSTOMERS FY09 Actual Percent of sewer customers rating collection services as good or excellent 91% 0% 91% 0.0% Number of sewer customers served 6,830 6,945 6,734 (0.5%) Operating expenses per sewer customer served $ 1,765 $ 373 $ 417 11.8% 152