City of Milwaukee
 

Budget Answers


Preliminary Analysis of Certain City of Milwaukee

Employee Budget Suggestions
 

Department of Public Works

What would be the cost savings if the City of Milwaukee eliminates salting side streets?

DPW estimates savings of $1,105,433 if side streets were not salted in 2010, including savings of $565,536 for salt and $539,897 for labor. DPW notes that not salting side streets would create treacherous conditions for school buses and other motor vehicles and that once ice has bonded, it is nearly impossible to scrape it up without the use of deicing chemicals

 

What would be the savings if snow pay for supervisors is eliminated?

DPW estimates that eliminating snow pay for 57 DPW managers on call around the clock would save approximately $180,000 in 2010.


What would be the cost savings if residents were required to roll out their garbage carts and return them year-round? Would any reduction in the number of collection routes be achieved?

DPW estimates savings of $481,934 if residents are required to roll out their garbage carts and return them year-round, including $421,934 in labor and fringes, and $60,000 in fleet costs. There would be a reduction of 10 winter collection routes, eliminating the need for 20 Operation Driver Positions (6.6 FTEs) from December 1st to March 30th.

 

DPW notes that 10 less winter routes would result in 20 fewer drivers being available for snow plowing and as crews get behind as a result of inclement weather, residents will have to be frequently informed as to when to set out carts.

 

What is the total annual cost of the electricity to power the City’s streetlights?

$3,500,000 (for over 70,000 light units)


WE Energies’ electricity rates for the City’s streetlights vary at dawn and dusk. What is the cost savings of reducing streetlight burn time by one minute at dusk vs. reducing the burn time by one minute at dawn?

Annual cost savings per one minute reduction:

Peak (evening) = $19,500

Off Peak (morning) = $4,700

 

Comptroller's Office

What would be the cost savings if all City employees are required to have direct deposit for payroll checks, and no printed checks or deposit slips are issued?

The annual savings would be approximately $32,000, $5,000 in annual Comptroller’s Office Payroll Administration costs and $27,000 in annual 3rd party vendor charges for mailing. The Treasurer’s Office also has minor costs related to the sorting and distribution of checks and direct deposit slips.

 

Approximately 6,300 (86%) City employees are on direct deposit. DER - Labor Relations is negotiating with the unions and so far the labor agreements with MPA, MPSO, Local 215 Firefighters, MPA-Police Aides, , and Local 494, Electrical include an article requiring all members to utilize Direct Deposit.  

 

The Comptroller’s Office indicates that it is unclear whether or not the City is required to provide an employee with a hard copy of a direct deposit slip. The Comptroller’s Office cautions that if the information contained on a direct deposit slip was made available to employees only online that a number of employees might print the documents at work, thereby reducing the estimated savings. 

 

The Comptroller’s Office also indicates that it won’t be able to completely eliminate payroll checks.  The pre-note process they currently use to ensure that an employee has provided accurate information requires the issuance of at least one payroll check when there are changes to employees' financial institutions, account numbers, etc.  In addition, when an employee retires or terminates employment, the Comptroller’s procedure is to issue a check. 

How many Journal Sentinel newspaper subscriptions are there in the City Hall complex (all 3 buildings)? With the exception of one hard copy subscription for the LRB Library, what would be the cost savings if the rest of the subscriptions were cancelled? 

Based on a review of payment descriptions to the Journal Sentinel, the Comptroller’s Office determined that with exception of the LRB copy, City departments spent $6,390 for Journal Sentinel subscription payments in 2008. Not including the LRB copy, the City Clerk’s Office spent $2,470 on Journal Sentinel subscriptions in 2008 and Police Chief Flynn’s office spent $398 for 2 subscriptions.

 

 Budget & Management Division – Dept. of Administration

What would be the cost savings if there is no salary adjustment for management employees and elected officials again in 2010?

According to the Budget Office, eliminating the annual increase (management steps) for eligible management employees would save approximately $500,000 in 2010. Not providing management employees with a 2% cost of living adjustment (COLA) in 2010 would save approximately $875,000. Eliminating the 2010 salary adjustment for Elected Officials will save approximately $25,000.  The Budget Office indicates that these reductions will be part of the Mayor’s proposed budget.

 

Milwaukee Public Library

Which neighborhood libraries are currently closed on Saturdays? Are they closed only during the summer months? What is the time period (which months)?

All neighborhood libraries and Central Library have Saturday hours. Neighborhood libraries are open 10 a.m. to 5 p.m on Saturday. The following 6 neighborhood libraries are closed Saturday during the months of June, July and August: Center Street*, Forest Home, M.L. King, Mill Road, Tippecanoe and Villard Avenue

 

Central Library is open Saturday (year-round) from 9 a.m. to 5:30 pm., and the Central Drive-In is open Saturday from 9 a.m. to 5 p.m. 

 

* As Center Street Library is funded through Community Development Block Grant entitlement funding it could remain open on Saturday.


What would be the savings if Central Library and all neighborhood libraries were closed all day Saturday, year-round?

Gross Savings: $ 379,632

Net Savings: $140,217

 

Neighborhood libraries are open 7 hours and Central library is open 8.5 hours on Saturday. Currently, all libraries have Saturday hours during the school year and six neighborhood libraries are closed on Saturday during the summer.

 

The Library Director noted that student circulation aides, who reshelve books and provide other circulation services, would lose 8 hours of work if the library was closed on Saturday. Due to their school schedules, it is unlikely that those hours could be made up on other days. 

 

In addition the Library Director pointed out that Central Library is the Resource Library for the Milwaukee County Federated Library System. The Resource Library contract will bring $239,415 in revenue to the city in 2010. Chapter 43, Wisconsin Statutes, sets the minimum weekly hours of service for resource libraries at 51. Central is currently open 54 hours per week. If Central was closed on Saturdays the total number of open hours per week would drop to 45.5. As a result, the city would lose the resource library contract. 

 
What would be the savings if the Central Library and those neighborhood libraries open on Sunday were closed all day Sunday, year-round?

Estimated Savings: $50,000 - $60,000

 

Ten neighborhood libraries are closed year-round on Sunday. Central and 2 neighborhood libraries, Capitol and Zablocki, are open Sunday from 1 p.m. to 5 p.m., 7 months a year (Oct.-April). The Central Drive-In is closed Sunday year-round.  

 

Staff is compensated at time and a half, either in cash or in compensatory time. The number of staff requesting comp time vs. payment varies year to year. The total overtime budget requested for 2010 is $92,000. This will be used to pay for ALL overtime throughout the year. Assuming 50% of staff is paid for Sunday work in 2010, the total savings is estimated to be $50,000-$60,000. Based on available circulation statistics, per hour circulation is the highest on Sunday. Sunday hours also provide weekend access to those persons who for religious reasons are unable to use the library on Saturdays.


What would be the savings for eliminating one neighborhood library?

The savings for eliminating one neighborhood library is approximately $400,000.

 

 Milwaukee Police Department

What would be the cost savings if the Police Department’s horse patrol is eliminated? Please break out how many officers and position hours are assigned to horse patrol duty, and the total salary amount. What is the cost of the rental and upkeep of the horses? Is the full cost of the patrol paid from asset forfeiture funds?
Funding for the mounted patrol, including the $125,000 horse lease and $362,654 in personnel costs, is fully supported by the tax levy. (Prior to Chief Flynn’s arrival, the horse lease was paid out of asset forfeiture funds.) As such, the only cost that would truly be eliminated by disbanding the mounted patrol would be the $125,000 lease for the horses. The full-time personnel costs associated with the horse patrol are detailed in the table below. Of note, there are certain policing advantages with a mounted patrol, notably with crowd control.

HORSE PATROL PERSONNEL COSTS

Police Sergeant

1

$ 58,404

Police Officer

5

   304,250

Total Personnel Costs

 

$362,654

 

Some Wisconsin localities require police officer candidates to obtain law enforcement certification prior to applying for employment as a police officer. MATC offers such a law enforcement certification program; however, it is the City of Milwaukee’s policy that police officer recruits still have to take the City’s own training program even if they hold such prior certification. Would requiring completion of law enforcement certification prior to applying to be a Milwaukee police officer be a matter for labor contract negotiation, or could the City simply implement this as a policy change? What would be the cost savings if the City required applicants for police officer to obtain certification on their own, prior to applying for City employment?


BACKGROUND

Wisconsin Statutes gives a 15-person Law Enforcement Standards Board (“LESB”) the power to establish minimum educational and training standards for admission to employment as a law enforcement officer. Over and above certain minimum requirements, the LESB requires that law enforcement candidates obtain “law enforcement certification” by completing a state certified training program. Both the City of Milwaukee and the Milwaukee County Sheriff have training academies that enable recruits to obtain certification. However, other communities and law enforcement jurisdictions in southeastern Wisconsin do not have such academies. The 13-week police training program offered by MATC not only provides certification training for recruits hired by jurisdictions without academies, but also serves as a “resume builder” for civilians interested in a career in law enforcement.


2005 RESEARCH

In late 2005, Ald. Donovan explored the concept of sending Police Department recruits to the MATC state certified training program for the first 13 weeks of training. Under the studied scenario, the City would have paid the MATC tuition of those police officer candidates who had passed all initial phases of the Board of Fire and Police Commissioners (“FPC”) selection process, with the candidate required to complete the MATC course prior to being hired by the City. In theory, the typical 23 week Police Academy training period, where recruits are paid employees of the City, could then be reduced to just 10 weeks, thereby savings the City 13 weeks of salary and fringe benefit costs for each recruit.

In a legal opinion dated October 28, 2005, the City Attorney’s Office weighed in on hiring applicants only after the successful completion of the 13-week MATC class, pointing out several potential hurdles to implementation. It appears that these hurdles were by no means insurmountable. Briefly:

1) The FPC sets the rules of selection and appointment to the Police Department. As such, the FPC would need to authorize any changes to the selection process of recruit candidates.
2) For Americans with Disabilities Act reasons, it was deemed important that City medical examinations be given after completion of the MATC class.
3) The City and the applicant should agree in writing that there is not guaranteed employment with the Police Department upon graduation from MATC.
4) Whether such a change would present a disparate impact claim under Title VII of the Civil Rights Act of 1964 was deemed a gray area. A disparate impact claim exists when an employer has adopted a particular employment practice that, although neutral on its face, disproportionately and negatively impacts members of one of Title VII’s protected classes.
5) Because the candidate would not officially be hired by the Police Department until completion of the 13-week MATC program, a LESB waiver may be required if the candidate had neither a 2-year associate degree nor 60 college level credits.

CURRENT INQUIRY
The current employee suggestion is different from the 2005 Ald. Donovan scenario in one small but important regard: Under the Donovan scenario, the candidate had established a quasi-relationship with the City (e.g., candidate passed preliminary screening by FPC; City pays candidate tuition) whereas the current suggestion appears to require the candidate to obtain law enforcement certification, via MATC training, prior to applying with the City. If so, then issues #4 and #5 highlighted in the 2005 City Attorney opinion could prove more problematic. 

Specifically, the LESB requires that a law enforcement applicant shall:
“possess either a 2-year associate degree from a Wisconsin technical college system district or its accredited equivalent from another state or a minimum of 60 fully accredited college level credits. An applicant who has not met this standard at the time of employment shall meet this standard as a requirement of recertification by the Board at the end of his or her 5th year of employment as a law enforcement officer.”

Whereas the significant majority of Wisconsin municipalities require educational requirements be fulfilled prior to application with the respective police department, Milwaukee does not. Rather, Milwaukee requires officers complete requisite education within 5 years of employment. This policy, part of FPC recruitment and testing standards, has been in place to ensure that Police Department sworn strength reflects the community at-large by hiring candidates from the full spectrum of cultural backgrounds and socio-economic levels.

Requiring candidates to attend obtain law enforcement certification prior to consideration for employment is, on face, a de facto requirement that the candidate possess an associates degree or 60 college level credits prior to employment with the Police Department. (This is indeed a requisite entrance requirement to the MATC program.) This would be in direct conflict with current FPC recruitment policy. However, Vince Vitale, MATC Associate Dean of Protective Services, indicated that the school could waive the requisite education requirements if the candidate were “sponsored” by the City. Whether the LESB would grant a waiver given that, under this proposal, the applicant has no relationship with the City, would need to be determined.

If this proposed arrangement indeed requires civilians to have satisfied the associate degree/college credit requirements prior to entering the MATC program, then Title VII of the Civil Rights Act of 1964 issues may arise. Specifically, the federal government may deem that these higher educational requirements adversely affect minority and/or economically challenged individuals who would otherwise be qualified for Police Department recruit training.

On the other hand, is should be mentioned that various professional law enforcement organizations have and continue to push for stronger educational requirements for police officer applicants due to the demands of 21st century policing and corresponding move to more “community oriented” policing.


Labor Contract or Policy Change?
With respect to the question of whether requiring completion of law enforcement certification prior to applying to be a Milwaukee police officer is a matter for labor contract negotiation, the answer appears to be contained in the final paragraph of the 2005 City Attorney opinion, contained below. “Impact bargaining” can be described as bargaining over the impact of a policy after the policy has been adopted.

“In our judgment, given the predominant policy and management aspects of your proposal, there is no obligation to bargain with the MPA, prior to the implementation of the changes you envision, with respect to the City’s decision to incorporate MATC’s 13 week training program as part of the City’s selection criteria for police officers. If the City’s policymakers approve such a course of action, however, the final characteristics of the program may give rise to an obligation to engage in impact bargaining with the MPA.”


Cost Savings of Requiring Certification Prior to Applying to MPD

The cost savings of requiring law enforcement certification prior to application to the Police Department lie primarily in avoided salary and fringe benefit costs. Other costs per recruit, including $361 for equipment, $632 for uniforms, $600 for a protective vest and $453 for training ammunition, are incurred regardless.

As stated earlier, the Police Academy training period could theoretically be reduced by the 13 weeks of base standard training provided by the MATC certification program. However, the Police Department has opined that the 13-week MATC program would only translate to a 6 week Academy reduction. For comparative purposes, I have also provided the savings assuming the Academy time could be reduced by 8 weeks, 10 weeks, and finally the full 13 weeks. All scenarios assume a recruit class size of 40.

 

PRIOR CERTIFICATION ACADEMY COST SAVINGS

Academy Reduction

Salary Savings

Salary + Fringe Savings*

6 Weeks

$216,884

$286,287

8 Weeks

$289,179

$381,717

10 Weeks

$361,474

$477,146

13 Weeks

$469,916

$620,289

                       (*) Assumes a 32% fringe benefit factor.


 

 Fire Department

What is the number of fire apparatus (engines and ladders) that are currently staffed by 4 rather than 5 firefighter positions?

42 = 34 engines + 8 ladders


What is the number of fire engines and ladders with 5 firefighter positions remaining?

10 = 2 engines* + 8 ladders                             
*the engines are 1 DIVE and 1 HazMat single company houses

 
What would be the cost savings if staffing is reduced from 5 to 4 positions on the remaining ladders?

Cost Savings for 8 Ladders:

 

Base Pay

$1,517,530.56

Overtime/Special Duty Pay

$   439,507.23

Subtotal

$1,957,037.79

Fringes

$   515,960.39

Total

$2,472,998.18

 

 

The Fire Department has its own training academy and training program for new firefighter recruits. Is it possible for new recruits to obtain certification other than through the City’s training academy? (For example, some other Wisconsin localities require police officer candidates to obtain law enforcement certification prior to applying for employment as a police officer. MATC offers such a law enforcement certification program; however, candidates for Milwaukee police officer still have to take the City’s training program.)

 

MATC and WCTC vocational institutions offer Firefighter 1, Firefighter II and EMT certifications. Minimum standards for gaining certifications of Firefighter I & II and EMT from these institutions (called State certifications) do not parallel those of Milwaukee. Individuals certified by the State would still require the additional training provided by the Fire Department to be prepared to operate the department equipment and follow department protocols.

What would be the cost savings if the City required applicants for firefighter to obtain certification on their own, prior to applying for City employment?

Because Milwaukee firefighters get continuous training throughout their careers there would be minimal savings if potential recruits were certified prior to hire. The academy would still have the same training staff, they would just not provide the initial recruit training. The staff would continue to provide the training to seasoned firefighters on their continual training schedule.

 

Currently, fire recruits are not paid during the 10 week EMT portion of their training. This is the first phase of their training. Their City of Milwaukee employment commences as firefighter recruit candidates, after the EMT certification process.   This results in a salaries savings of $4,341 per candidate. Costs to the taxpayer include only salaries for department personnel who perform as instructors and course supplies. The EMT training is followed by 14 weeks of firefighting training. 

Would requiring completion of firefighter certification prior to applying to be a Milwaukee firefighter be a matter for labor contract negotiation, or could the City simply implement this change?

This is a policy change that requires a Fire and Police Commission decision.

 

Department of City Development

What would be the cost savings if funding for fireworks was eliminated from the Fourth of July Commission Special Purpose Account?

The 2009 Budget provided $105,000 for the Fourth of July Commission SPA. Of this amount, $52,500 was designated for fireworks at 10 parks. The 2010 Requested Budget includes the same funding level for this SPA.

 

mjm.prelim analysis budget suggestions. 9-22-09

 

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