Section Iii — Department and Program Budgets

SECTION III — DEPARTMENT AND PROGRAM BUDGETS

City Council………………………………………………………………………………….III-10 City Manager………..……………………………………………………………….………III-7 City Attorney……………………………………………………………………………….III-56 City Clerk……………………………………………………………………………….…. III-69 Civil Service Commission………………………………………………………………… III-87 Communications & Technology…………………………………………………………...III-99 Community Development………………………………………………………………....III-120 Finance……………………………………………………………………………………..III-140 Fire Department…………………………………………………………………………...III-159 Human Resources………………………………………………………………………....III-182 Municipal Court…………………………………………………………………………...III-198 Parks, Recreation & Community Services…………………………………………...... III-213 Police…………………………………………………………………………………….....III-248 Public Works……………………………………………………………………………....III-283 Redevelopment………………………………………………………………………….....III-331

City Council

FTEs Regular 1636.80 Temporary (not shown) 237.93 Total 1874.73

City of Reno, Nevada Section III-1 2008/2009 Budget

City Council Budget Summary

2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Legislative$ 1,159,821 $ 1,510,218 $ 1,163,876 $ 1,266,681 -16.13% Room Tax Fund 337,115 346,009 334,805 358,854 3.71% Total$ 1,496,936 $ 1,856,227 $ 1,498,681 $ 1,625,535 -12.43%

Expense Type:

Salaries and Wages$ 389,190 $ 375,420 $ 433,918 $ 433,918 15.58% Employee Benefits 251,299 244,488 $ 257,512 257,512 5.33% Services and Supplies 519,332 890,310 $ 472,446 575,251 -35.39% Room Tax - Tourism 337,115 346,009 334,805 358,854 3.71% Capital Outlay - - - - - Total$ 1,496,936 $ 1,856,227 $ 1,498,681 $ 1,625,535 -12.43%

Funding Sources:

General Fund$ 1,159,821 $ 1,510,218 $ 1,163,876 $ 1,266,681 -16.13% Room Tax Fund 337,115 346,009 334,805 358,854 3.71% Total$ 1,496,936 $ 1,856,227 $ 1,498,681 $ 1,625,535 -12.43%

City of Reno, Nevada Section III-2 2008/2009 Budget

2006/07 Actual Expenses

Room Tax Fund 22.5%

Legislative 77.5%

2007/08 Approved Budget

Room Tax Fund 18.6%

Legislative 81.4%

2008/09 Approved Budget

Room Tax Fund 22.1%

Legislative 77.9%

City of Reno, Nevada Section III-3 2008/2009 Budget

City Council Service Programs Five Year Goals and FY 2008/09 Program Budget

The City Council budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

City of Reno, Nevada Section III-4 2008/2009 Budget

City Council Legislative Program Summary

Legislative Program Code 0180

The City Council has developed a Consensus Vision For the Year 2010. The Key Performance Measures below are drawn from the four areas of the Council Vision. Each of them constitutes an Outcome Measure, i.e., a measure of the impact or benefit of the City’s services and community building efforts upon City residents; over time, the scores will reflect how closely the Council is achieving its vision for the community. Program Changes 1. None. Performance Measures

Quality of Life 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Ratings on a scale where 1 is poor and 5 is excellent:

Neighborhood as a place to live (1) 4.01 (2) (2) 4.25

The City of Reno as a place to live (1) 4.16 (2) (2) 4.25

Arts and Culture (1) 3.97 (2) (2) 4.25

Parks and/or Community Centers (1) 4.04 (2) (2) 4.25

Infrastructure 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Ratings on a scale where 1 is poor and 5 is excellent:

Street Repair (1) 3.01 (2) (2) 4.00

Appearance/maintenance of parks and/or (1) 3.99 (2) (2) 4.25 community centers

Economic Development 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Improving/diversifying the local economy. Ratings on a scale where 1 is poor and 10 is (1) (3) (3) (3) (3) excellent.

City of Reno, Nevada Section III-5 2008/2009 Budget

Government 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of residents who “Strongly Agree” (1) 59% (2) (2) 80% or “Agree” with the overall direction that the City Council is taking.

Ratings on a scale where 1 is poor and 5 is excellent:

Overall impression of City employees (1) 3.86 (2) (2) 4.25

Overall quality of service provided by the City (1) 3.84 (2) (2) 4.00

Quality of crime prevention (1) 3.56 (2) (2) 4.00

Quality of fire prevention and education (1) 3.89 (2) (2) 4.00

Quality of traffic enforcement (1) 3.49 (2) (2) 4.00

Performance Measures: Notes 1. Survey not conducted in FY 05/06. 2. Survey to be conducted on biennial basis. 3. This performance measure question was deleted in FY 06/07 from the City Services Survey.

City of Reno, Nevada Section III-6 2008/2009 Budget

City Manager

FTEs Regular 44.00 Temporary (not shown) 2.00 Total 46.00

City of Reno, Nevada Section III-7 2008/2009 Budget

City Manager Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Administration$ 655,739 $ 607,161 $ 668,734 $ 668,734 10.14% Council/Manager Off. Support 649,511 691,494 849,015 789,015 14.10% Intergovernmental Relations 1,243,926 314,680 473,490 473,490 50.47% Neighborhood Services 962,628 1,109,831 748,110 526,676 -52.54% Public Information 1,138,923 1,164,371 1,186,332 1,186,332 1.89% Customer Service 413,767 308,697 386,344 405,792 31.45% WEB Development 188,874 240,258 224,964 224,964 -6.37% Corporate Business Planning 125,122 148,013 146,948 146,948 -0.72% EEO/City-wide Training 427,021 473,378 494,692 469,692 -0.78% Internal Audit 135,882 200,038 213,238 213,238 6.60% Organizational Development 438,941 510,706 516,315 516,315 1.10% Risk Management 1,155,401 2,434,248 2,443,449 2,871,080 17.95% Workers' Compensation 9,660,903 5,325,424 5,240,010 5,160,896 -3.09% Special Events 969,785 1,128,659 1,224,391 1,253,415 11.05% Total$ 18,166,423 $ 14,656,958 $ 14,816,032 $ 14,906,587 1.70%

Expense Type: Salaries and Wages$ 3,471,211 $ 3,609,169 $ 4,151,035 $ 4,085,483 13.20% Employee Benefits 1,166,310 1,256,590 1,366,599 1,366,599 8.75% Services and Supplies 13,528,902 9,791,199 9,298,398 9,454,505 -3.44% Capital Outlay - - - - - Total$ 18,166,423 $ 14,656,958 $ 14,816,032 $ 14,906,587 1.70%

Funding Sources: General Fund$ 6,380,334 $ 5,768,627 $ 5,908,182 $ 5,621,196 -2.56% Workers' Compensation Fund 9,660,903 5,325,424 5,240,010 5,160,896 -3.09% Risk Retention Fund 1,155,401 2,434,248 2,443,449 2,871,080 17.95% Special Events Fund 969,785 1,128,659 1,224,391 1,253,415 11.05% Total$ 18,166,423 $ 14,656,958 $ 14,816,032 $ 14,906,587 1.70%

City of Reno, Nevada Section III-9 2008/2009 Budget

2006/07 Actual Expenses

Intergovernmental Relations Council/Manager Off. Support Neighborhood Services 7.3% 3.8% 5.7%

Administration 3.9% Public Information 6.7%

Customer Service 2.4% Corporate Business Planning 0.7%

Workers' Compensation EEO/City-wide Training 56.8% 2.5%

Internal Audit Risk Management 0.8% 6.8% Organizational Development 2.6%

2007/08 Approved Budget Council/Manager Off. Support Administration 4.8% 4.2% Intergovernmental Relations Special Events 2.2% 7.8% Neighborhood Services 7.7%

Public Information 8.1% Customer Service 2.1% Corporate Business Planning 1.0% Workers' Compensation 36.9% EEO/City-wide Training 3.3% Internal Audit Risk Management Organizational Development 1.4% 16.9% 3.5%

2008/09 Approved Budget

Council/Manager Off. Support 5.3% Administration 4.5% Intergovernmental Relations 3.2% Public Information Neighborhood Services 8.0% Special Events 3.5% 8.4%

Customer Service 2.7% WEB Development 1.5%

Workers' Compensation Corporate Business Planning 34.6% 1.0%

EEO/City-wide Training 3.2% Internal Audit 1.4%

Risk Management Organizational Development 19.3% 3.5%

City of Reno, Nevada Section III-10 2008/2009 Budget

City Manager Business Plan – Overview

Mission Statement: To provide administrative leadership to City Government; to carry out the policies and programs approved by City Council and disseminate information related to these; to assure nondiscrimination and fairness in City business, including hiring; to serve as a liaison with other governmental entities ensuring the most efficient provision of services and protection of the interests of Reno’s citizens; and to provide and ensure excellent service to City customers.

Overview The City Manager is appointed by the City Council and functions as the chief executive and administrative officer of the City government. He is responsible for the proper administration of all affairs of the City and provides direction to all City departments with the exception of the City Clerk, City Attorney and Municipal Court. The City Manager’s Office is organized into four primary service areas: Administration/Council Support; Intergovernmental Relations; Community Relations; and Organizational Effectiveness. Administration implements City policy as directed by the City Council by providing direction and leadership to City departments. Council Support prepares and distributes the Council agenda and agenda packets, coordinating requests for service from the Council, and providing assistance and office support for Council members. Intergovernmental Relations develops and implements an aggressive, responsible legislative lobby program; maintains active relations between local, state and federal legislative delegations to insure positive impacts and promote Reno’s position on legislative issues; and enhances regional cooperation on issues related to consolidation of services and areas of mutual public policy interest. Community Relations is responsible for communicating the City’s mission, vision and priorities to the public we serve and making City government more accessible to citizens. Within this office are the following business units whose purposes are as follows: Strategic Communication and Public Information: Provides important City information to residents and employees concerning Council priorities, special events and services, and provides information to the news media in a proactive, credible manner. Neighborhood Services: Develops and maintains close, positive, productive relationships between the City and its citizens through direct-contact programs, a strong Neighborhood Advisory Board (NAB) program, citizen education programs and the use of systematic public involvement practices in addressing community issues/problems. The budget in this program includes funds for community pride grants for each NAB, now totaling $420,000 annually.

City of Reno, Nevada Section III-11 2008/2009 Budget

Customer Service: Ensures that the City responds to citizen requests, inquiries, and complaints in a timely and responsive manner by facilitating communications between the public and City staff members and assisting the parties in identifying solutions. Web Development: Ensures that the City services via the WEB are streamlined and enhance doing business with City Hall and enhance communications between staff within City Hall. Organizational Effectiveness is responsible for improving the efficiency and effectiveness of the City’s internal operations. Within this office, there are five business units whose purposes are as follows: Corporate Business Planning: Develops City-wide business strategies to assist City management in realizing the goals of the City Council and implements performance measurement systems to enable the City to evaluate the effectiveness and efficiency of the services and programs provided. EEO/City-wide Training: Develops a diversified workforce representative of the community served, creates the City as a learning center sensitive to the issues of cultural diversity and citizens as our customers, and prepares employees through new skill training and access to education to take on the jobs of tomorrow. Internal Audit: Conducts performance audits/reviews of City departments and programs to determine whether operations are carried out in the most effective and efficient manner, in compliance with applicable laws and regulations. Organizational Development: Develops programs to foster cooperative action and promotes new ideas and innovative problem solving among and between employees and their supervisors, effectively recognizes employees for their achievements and contributions, and identifies ways to supplement the City’s financial resources through the acquisition of grant funds and donations. Risk Management: Keeps losses and costs related to property and liability claims to a minimum through a proactive program of risk assessment and loss prevention, economical placement of commercial insurance, and effective management of claims filed against the City. Workers’ Compensation: Minimizes losses and costs related to workers’ compensation claims through a proactive program of risk assessment and loss prevention, economical placement of excess loss insurance, and effective management of claims for compensation filed against the City. Special Events is responsible for showcasing Reno’s renaissance, contributing to vitality in the downtown, and enhancing the quality of life of residents and visitors to the Truckee Meadows. Top Accomplishments for FY2007/08 1. The City hosted the Green Summit in April 2007, attended by approximately 350 people, and developed the Green Priority Action Plan using the comments collected from residents and interested parties. 2. Launched the new City of Reno website in July 2007 to better communicate with citizens and visitors. The site has become a leader in local government websites, and expanded services include Reno Direct online service requests, Reno 13 Videos on Demand, interactive calendars, forwarding tools, RSS feeds, an online newsroom and additional features.

City of Reno, Nevada Section III-12 2008/2009 Budget

3. Identified sources and secured over $2.6M in grants and donations for the Community Assistance Center in FY06/07.

Major Issues and Strategies for FY2008/09 1. Council Priorities – Assure attainment of the priorities set out by the City Council by providing clear direction and leadership to operating departments. 2. Community Relations - Continue to incorporate the established long term communication strategy messages into the division's day-to-day communication activities. 3. Organizational Effectiveness-Develop an enhanced leadership process and develop and implement a succession plan/mentoring program as part of the overall leadership program.

City of Reno, Nevada Section III-13 2008/2009 Budget

City Manager Service Programs Five Year Goals and FY 2008/09 Program Budget

The City Manager’s budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 44.00 Employees by Program

O/E - Risk O/E - Workers' Community Special Events, 1.00 Management, 2.80 Compensation, 2.20 Relations - WEB Development, 1.00

City Council/City O/E - Organizational Manager Office Development, 3.40 Administration , 1.39 O/E - Internal Audit, Support, 9.43 1.00 Intergovernmental Relations, 1.18

O/E - EEO/City Wide Training, 1.60 Community Relations - Community Community Neighborhood O/E - Corporate Relations - Public Relations - Customer Services, 4.45 Business Planning, Information, 7.20 Service, 5.35 1.00

City of Reno, Nevada Section III-14 2008/2009 Budget

City Manager’s Office Administration Program Summary

Program Code 0170

Program Purpose To provide clear direction, leadership, and management necessary to ensure cost effective and efficient provision of municipal services, and to implement City government policy as mandated by the City Council.

Strategic Goals Addressed: Vitality in Downtown; Infrastructure Well-Kept; Strong Economy, Informed and Involved Citizenry; Opportunities for Arts, Culture, and Recreation; Neighborhood Excellence

5-Year Program Goals 1. High performance organization. Strategy A: Provide administrative leadership with proper standards for management accountability. Strategy B: Build strong and positive relationships between employees and management. 2. Customer service excellence. Strategy A: Improve communications with employees, Reno citizens, and the many diverse groups essential to the governmental process. Strategy B: Ensure that all neighborhoods in Reno are included in outreach and citizen participation efforts. 3. Responsive citizen services. Strategy A: Assure attainment of the City’s vision statement and the goals set out by the City Council by providing clear direction and administrative leadership to operating departments. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $655,739 $607,161 $668,734 $668,734 Full-Time Equivalents 1.39 1.39 1.39 1.39 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years.

City of Reno, Nevada Section III-15 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Provide leadership necessary to assure attainment of FY 08/09 Council priorities. 2. Monitor the progress of the new V.I.S.I.O.N strategic five year goals. Ongoing Program Objectives 1. Identify and coordinate department activities required to implement the priorities established by City Council. 2. Serve as a liaison with other governmental entities to insure the most efficient provision of services and to protect the interests of Reno’s citizens. 3. Provide leadership and direction to City departments and ensure accountability in the expenditure of public funds. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Council Priority Action Plans completed and 4 5 6 6 6 presented to City Council in a timely manner. 100% 100% 100% 100% 100%

Council Priority Action Plan Progress Reports 4 5 6 6 6 completed and presented to City Council at 100% 100% 100% 100% 100% mid-year and year end.

Annual City Council/Manager Goal Setting Yes Yes Yes Yes Yes Session held and results incorporated into the budget process each year.

Number and percentage of Department 9 9 9 (1) 9 Managers receiving performance evaluations 100% 100% 100% 100% by August of each year.

Performance Measures: Notes 1. Evaluations are conducted at the end of each fiscal year.

City of Reno, Nevada Section III-16 2008/2009 Budget

City Manager’s Office City Council/City Manager Office Support Program Summary

Program Code 0305 Program Purpose To provide direct support to the City Council and City Manager’s Office with respect to office services, agenda preparation and meeting management. Strategic Goals Addressed: Innovative Leadership

5-Year Program Goals 1. Efficient and responsive office support services. Strategy A: Identify customer service needs and devise effective processes to meet those needs. Strategy B: Optimize use of technological resources. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $649,511 $691,494 $849,015 $789,015 Full-Time Equivalents 8.43 9.43 9.43 9.43 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Restructure the recognition program for the City’s Boards & Commissions members. 2. Expand the use of electronic media to maintain files moving forward. Ongoing Program Objectives 1. Prepare and post City Council and Redevelopment Agency agendas and distribute agenda packets in accordance with the direction of City Manager, City Council and the requirements of local and state law. 2. Provide responsive, accurate, and courteous office and clerical support to the members of the City Manager’s Office and City Council.

City of Reno, Nevada Section III-17 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of City Council rating office support services as good or excellent: A) Quality A) 100% A) 100% A) 95% A) 100% A) 95% B) Timeliness B) 100% B) 100% B) 95% B) 100% B) 95% C) Overall Satisfaction C) 100% C) 100% C) 95% C) 100% C) 95%

Number and percent of City Council agendas 25 86 41 posted in accordance with the requirements of 100% 100% 100% 100% 100% Nevada’s Open Meeting Law: * A) Regular Meetings (1) A) 24 (2) A) 12 (2) B) Addendums B) 20 B) 12 C) Budget Hearings C) 3 C) 0 D) Council Subcommittees D) 28 D) 10 E) Joint Meetings with Other Agencies E) 11 E) 7

Number and percent of Redevelopment 18 22 12 Agency agendas posted in accordance with the 100% 100% 100% 100% 100% requirements of Nevada’s Open Meeting Law: * (1) A) Regular Meetings A) 17 (2) A) 9 (2) B) Addendums B) 5 B) 3

Number and percent of joint meetings between 6 12 (3) 6 12 the Reno City Council and Redevelopment 100% 100% 100% 100% Agency Board agendas posted in accordance with the requirements of Nevada’s Open Meeting Law. *

Performance Measures: Notes * Measures revised FY 08/09 to detail types of meeting agendas prepared and posted. Prior year data provided where available. 1. Number of agendas reflects only Regular and Special Council/Redevelopment Agency Board meetings. 2. Types of meetings to be held difficult to target as it depends on circumstances not yet known. 3. Measure added FY 08/09; prior year data provided where available.

City of Reno, Nevada Section III-18 2008/2009 Budget

City Manager’s Office Intergovernmental Relations Program Summary

Program Code 0320 Program Purpose To ensure positive impact on the City of Reno and promote Reno’s position on legislative issues, develop and implement an aggressive, responsible legislative lobby program and maintain active relations between local, state and federal legislative delegations. Strategic Goals Addressed: Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry

5-Year Program Goals 1. Provide a strong, influential legislative and intergovernmental program. Strategy A: Maintain active presence at legislative sessions and at interim committees and legislative events. Strategy B: Develop and implement an outreach education program tailored to state and federal legislators and staff. Strategy C: Increase lobbying efforts with public agencies in other local jurisdictions. Strategy D: Evaluate outreach and activity in Washington, D.C. and enhance programmatic opportunities. Strategy E: Monitor and/or participate in Sparks, County regional boards, League of Cities and other intergovernmental meetings. Strategy F: Create an internal City legislative action team to assist in developing the City’s legislative program and to provide expertise on legislative measures under consideration. Strategy G: Maintain active presence with community organizations that have an intergovernmental or public policy focus. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,243,926 $314,680 $473,490 $473,490 Full-Time Equivalents 1.18 1.18 1.18 1.18 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding increased for legislative year.

City of Reno, Nevada Section III-19 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Participate in development of the list of issues and positions for the Nevada League of Cities legislative packet. 2. Coordinate City’s participation in the Urban Consortium and assist with Consortium’s legislative education and issues agenda. 3. Develop federal appropriations request and priorities for FY 2010, and present to congressional delegation. 4. Establish an internal legislative action team to assist with legislation analysis, position recommendation and testimony. Ongoing Program Objectives 1. Ensure that any changes to Nevada State Law, requiring the City of Reno to adopt an ordinance, are complied with and enacted. 2. Develop and maintain an effective relationship with Truckee Meadows governmental agencies to promote a regional approach in addressing common issues/concerns. 3. Monitor proposed legislation and maintain active presence at State’s biennial legislative sessions. 4. Participate in interim studies approved for review by legislative subcommittees. 5. Coordinate the City’s involvement in regional issues. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of bills in the City’s legislative (1) 100% (2) (2) 100% package approved.

Percent of overall bills lobbied that resulted in (1) 82% (2) (2) 80% a positive/neutral effect on Reno.

City of Reno positions supported/adopted by 33% 0 2 6 2 favorable legislative action at federal level. * (3)

Performance Measures: Notes

∗ Measure changed for FY 07/08 from “percentage” to “number” to more accurately reflect the work of the City’s lobbying efforts at the federal level. 1. There was not a Legislative Session in FY 2005/06. 2. There will be no Legislative Session in FY 2007/08. 3. The Federal Government terminated earmarks during FY 2006/07.

City of Reno, Nevada Section III-20 2008/2009 Budget

City Manager’s Office Community Relations – Customer Service Program Summary

Program Code: 0335 Program Purpose: To be a catalyst for increased responsiveness to the citizens of the City of Reno, facilitate communications between the public and City staff members and assist the parties in identifying solutions to citizen requests and inquiries. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Citizen requests, inquiries and complaints are addressed in a timely and effective manner. Strategy A: Optimize use of new and existing technological resources to improve efficiency of Reno DIRECT and Reno Connect communications. Strategy B: Expand outbound electronic communication with citizens via Reno Connect. Strategy C: Identify reoccurring inquires and complaints through Reno DIRECT tracking system. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $413,767 $308,697 $386,344 $405,792 Full-Time Equivalents 5.35 5.35 5.35 5.35 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years. FY 08/09 Program Service Objectives 1. Train specific departmental City of Reno staff to use Reno Connect for citizen communication. 2. Research, develop and recommend possible solutions to reoccurring inquires and complaints through partnerships with departmental staff. Ongoing Program Objectives 1. Provide effective and timely response to citizen requests, queries, and complaints.

City of Reno, Nevada Section III-21 2008/2009 Budget

2. Educate the public and business community about Reno DIRECT, a citizen call center, the City’s focus on customer service and tips on how best to work with City staff. 3. Develop and implement strategies for new projects/programs to enhance City-wide customer service. 4. In coordination with the City-wide Training Program, provide introductory and on-going customer service training classes for City employees. 5. Provide valuable data regarding trends in citizen requests to facilitate the efficient deployment of City resources and assist in effective strategic planning and budgeting processes.

City of Reno, Nevada Section III-22 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of calls received by Reno Direct, and 52,084 43,706 40,000 20,321 42,000 percent resolved without a Service Request: * 76% 69% 65% 49% 65%

Number of Service Requests expected via 12,320 16,269 11,100 10,395 11,655 Reno Direct and percent assigned to City PD – 69% PD – 70% (1) PD – 77% (1) departments: * CD – 18% CD – 17% CD – 12% PW – 10% PW – 9% PW – 8% All Other – 3% All Other – All Others – 4% 3%

Percentage of Service Requests assigned to 95% 95% (2) (2) (2) appropriate departments within 24 hours.

Top 5 keywords of Reno Direct calls and 1) RPD – 1) RPD – N/A 1) RPD – N/A resulting percentage of total Service Requests: graffiti: in Reno, abandoned (1) graffiti: in (1) removal vehicle – 17% Reno, removal 22% 2) RPD – (proactive drive 2) RPD – graffiti in by) – 43% abandoned Reno, removal 2) RPD – vehicle (proactive abandoned 21% drive-by) vehicle - 12% 3) RPD – 16% 3) RPD – parking: illegal 3) RPD – parking illegal - 19% parking illegal 9% 4) Code Enf – 14% 4) RPD – violation: 4) RPD – graffiti in undefined graffiti in Reno, removal 3% Reno, removal - 7% 5) PW – street 12% 5) Code Enf – repair: pothole 5) RPD – debris on 3% patrol: request private for additional property – and 3% 5) Code Enf - violation, undefined - 2%

Average number of calendar days from point 1.2 days 1.9 days 2 days 1.0 day 2 days complaints are first reported to Reno Direct until first response by assigned department.

Number of after hours telephone calls handled 1,496 1,634 1,500 1,357 1,575 by new Reno Direct system. (3) (3) (3)

Percent of citizens responding to customer 95% 92% 90% 92% 92% satisfaction survey who express satisfaction (4) (4) with responsiveness of Reno Direct.

Average number of visitors per month to the 2,720 1,437 2,000 1,077 (5) City of Reno Regional Welcome Center at the Reno-Tahoe International Airport (RTIA).

Percent of visitors completing customer 100% 100% 95% 100% (5) comment cards who express satisfaction with services provided at the City of Reno Regional Welcome Center at the RTIA.

Number of users signed up for Reno Connect. (6) 3,795 4,000 3,877 4,200

Number of outbound messages from Reno (6) 763 700 437 735 Connect

City of Reno, Nevada Section III-23 2008/2009 Budget

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of Reno Connect users responding to (4) 93% 90% 93% 90% customer satisfaction survey who express (4) (4) satisfaction with information received via Reno Connect.

Performance Measures: Notes * Measure revised for FY 07/08 due to enhanced reporting capabilities of new system. 1. New measures added FY07/08 due to enhanced reporting capabilities of new system. Actual data reported where available. Establishing targets not relevant for this explanatory measure 2. Measure deleted FY 07/08 – replaced by the next two more effective measures. 3. FY 06/07 – Nortel System appears to have purged after hours data. Number reflects actual message center data for calendar year 2007. The Nortel System is scheduled to be replaced by Cisco Systems during the third quarter of FY 2007/08. The new phone system will allow for better call center tracking and reporting. 4. Reno Connect and Reno Direct customer satisfaction survey conducted October 2007 due to the implementation of the new city website. Future customer satisfaction surveys will be conducted bi-annually to coincide with the fiscal year reporting periods (year-end actual and mid-year). 5. Regional Welcome Center closed 2/28/08, due to airport construction. 6. New Measures added FY 06/07.

City of Reno, Nevada Section III-24 2008/2009 Budget

City Manager’s Office Community Relations – Strategic Communication and Public Information Program Summary

Program Code 0160 Program Purpose To promote a clear understanding of City policies, issues and activities as well as providing timely and accurate information on Council priorities, special events and services in an effort to enhance the public and City employees’ confidence in, and knowledge of, City government. Strategic Goals Addressed Vitality in Downtown, Strong Economy, Informed and Involved Citizenry, Neighborhood Excellence.

5-Year Program Goals 1. Communicate City of Reno messages and information to citizens and other external audiences in a responsive and efficient manner. Strategy A: Use technology and new communication media to share City of Reno messages. Strategy B: Develop new methods of communicating to the public about the City Council’s policy decisions and their positive impact on the community. Strategy C: Develop and maintain an effective media relations program to place stories on City programs and activities in regional, national and trade media. 2. Cultivate a well-informed and engaged City workforce. Strategy A: Improve use of the City’s intranet and Reno 13 programming to increase employee involvement and improve dissemination of information. Strategy B: Develop methods to improve the quality and quantity of resources of information available to the City’s workforce. Strategy D: Expand activities to highlight City government and City employees. 3. Leverage Reno 13 programming asses in order to maximize accessibility to City residents. Strategy A: Implement new technologies and communication media to distribute Reno 13 programming. Strategy B: Create new types of programming that can be used across diverse media. 4. Monitor and anticipate long-term issues to adopt in the long-term strategic communications plan. Strategy A: Develop new and innovative ways to continue communicating key messages to address long-term major issues.

City of Reno, Nevada Section III-25 2008/2009 Budget

Strategy B: Develop and foster partnerships with other agencies and organizations to communicate long-term issues. Strategy C: Develop ways to place key messages in City of Reno communications vehicles so they are understood and delivered by main stream media.

Program Budget Summary

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Continue to work with the City of Sparks on a joint public information program to educate the public about the tax structure, service levels and the operations of local governments. 2. Provide community presentations of DVD release, “In Our Own Words”, to promote long-term communications key messages. 3. Review Reno 13 programming and make any changes necessary to utilize production hours in the most effective way for City communication. Ongoing Program Objectives 1. Support Council’s efforts to obtain citizen input on Council priorities and emphasize Council priorities in public information and outreach efforts. 2. Enhance and maintain positive and effective working relationships with news media, reporters, editors and news directors that result in accurate reporting and cooperation on City issues and activities. 3. Continue aggressive news release, local media placement and media campaign programs to support key issues and City operations. 4. Develop/conduct communications survey/focus groups to assess effectiveness of Public Information Program and identify citizens’ preferred sources of news and information. 5. Support and promote community-wide events. 6. Continue to utilize a multi-media approach for providing information to the public. Strategically place key long-term messages in all City of Reno communications, where appropriate to ensure consistency and repetitiveness for greater impact.

City of Reno, Nevada Section III-26 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of employee recognition stories ran in 84 96 75 16 75 internal information sources and external media sources.

Percentage of phone calls, e-mails and voice 99% (1) 100% (1) (1) mails from other City departments receiving an initial response within one business day.

Percent of applications received for 74% 35% 30% 35% 33% Neighborhood Advisory Boards (NAB’s), and Reno Citizen’s Institute (RCI), resulting from City employee referrals.

Percent of respondents rating employee information as excellent or good on the City’s internal customer service survey: A) Quality A) 92% A) 89% A) 90% N/A A) 92% B) Timeliness B) 90% B) 87% B) 90% Survey Done in B) 90% C) Overall Satisfaction C) 93% C) 90% C) 90% June C) 92%

Number of division generated “feature” pieces 522 370 500 229 450 (topics) published or aired.

Number of division-generated stories placed 50 34 50 18 50 and run in national or trade media.

Number of media background briefings held. 160 118 100 33 100

Number of media relations classes held. 3 4 5 1 3

Number of division generated neighborhood 45 51 50 23 50 news stories published in alternative media.

Number of Reno 13 programs devoted to 42 55 35 32 35 Council Priorities.

Number of new special feature shows added to 13 10 8 4 8 Reno 13 programming.

Number of special events where a City exhibit 7 9 5 4 5 was displayed.

Number of stories generated that portrayed the (2) 123 15 82 City in a favorable light. A) Incorporating Council Priorities A) 24 B) Incorporating Lon-term Communications B) 24 Strategies C) Utilizing City of Reno partners C) 12 (3)

Percent of media members surveyed who rate (2) 100% 75% N/A 78% the City’s Public Information as effective.

Percentage of citizens surveyed who rate the 70% City’s Public Information as effective (4)

Number of city-wide announcements posted on 24 employees intranet by division specifically (4) designed to inform and engage employees.

City of Reno, Nevada Section III-27 2008/2009 Budget

Performance Measures: Notes 1. Measure deleted FY 08/09. 2. New measure for FY 06/07. 3. Measure redefined for FY 08/09 to provide greater clarity. 4. New measure for FY 08/09.

City of Reno, Nevada Section III-28 2008/2009 Budget

City Manager’s Office Community Relations – Neighborhood Services Program Summary

Program Code: 0166 Program Purpose: To promote citizen participation in City of Reno activities; address community issues; and encourage communication between the City and citizens through effective and innovative outreach programs, including Neighborhood Advisory Boards (NAB) and citizen education programs. Strategic Goals Addressed: Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. A well-informed, involved and supportive community. Strategy A: Encourage citizen participation through City publications, video productions and on the City’s website. Strategy B: Utilize the NABs for citizen input and reaction to City programs that will create a great city and neighborhoods. Strategy C: Utilize local media contacts and outlets for opportunities to publicize NAB meetings, activities and neighborhood news. Strategy D: Strengthen communication among citizens, employees and elected officials through the Neighborhood Services program. Strategy E: Provide education and forums to promote more vibrant neighborhoods. Strategy F: Partner with other agencies, departments and community organizations to help neighborhoods or regions of the City to develop a positive environment within their neighborhood. Strategy G: Update the format of Town Hall meetings and encourage community presentations at Neighborhood Advisory Board (NAB) meetings to share information and receive citizen input on ward specific issues and developments. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $962,628 $1,109,831 $748,110 $526,676 Full-Time Equivalents 4.45 4.45 4.45 4.45 Funding Sources General Fund General Fund General Fund General Fund

City of Reno, Nevada Section III-29 2008/2009 Budget

Program Changes 1. Moved Reno Clean and Green to Public Works budget. 2. Reduction in funding in services, supplies and capital due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Utilize Community Liaisons proactively to interact with businesses and residents in the community. 2. Provide opportunities for NAB members to act as Neighborhood Ambassadors and represent the neighborhoods at community meetings, events and on special task force committees.

Ongoing Program Objectives 1. Provide constituent support to City Council Members and Mayor through the Community Liaison positions. 2. Maintain and enhance programs designed to educate and inform citizens about the functions, processes, and activities of government. 3. Administer semi-annual Reno Citizen’s Institute (RCI). 4. Provide support and training to NAB members to improve effectiveness and efficiency. 5. Facilitate informative and productive NAB meetings and encourage citizen interaction on neighborhood issues. 6. Be responsive to citizen inquiries and facilitate resolution with appropriate city department or outside agency. 7. Bi-annually review and update Citizens Participation Handbook and NAB database. 8. Support Council’s efforts to obtain citizen input on Council priorities. 9. Support and promote community-wide events. 10. Complete and adopt annual action plans for each NAB.

City of Reno, Nevada Section III-30 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of citizens trained in the RCI program 67 59 40 20 40 and participant program evaluation; average 9.8 / 10 9.8 / 10 9.8 / 10 9.9 / 10 9.8 / 10 ranking.

Number of applications from RCI and NABs 5% 6 6 1 6 to other City of Reno boards and commissions, City employment, and volunteer activities. *

Number of Community Connections Town 5 6 6 0 6 Hall meetings held. (1)

Number of citizens participating in 200 340 200 0 200 Community Connection Town Hall meetings. (1)

Number of NAB meetings held. 83 85 80 34 80

Average number of citizens participating in 29 35 25 40 30 NAB meetings (including board members).

Number of citizens participating in Issue 200 550 400 150 200 Specific Summits. (1)

Performance Measures: Notes

∗ Measure modified in FY 06/07 from “percentage” to “number” of applications from RCI and NAB’s, and also expanded to include City employment and volunteer activities. 1. Town Hall meetings and Issue Specific Summits will be scheduled at the discretion of Council members and community needs.

City of Reno, Nevada Section III-31 2008/2009 Budget

City Manager’s Office Community Relations - Web Development Program Summary

Program Code: 0336 Program Purpose: Efficiently deliver City services, information and communications to the public via the world wide web and ensure an internet presence that reflects the highest standards and promotes the City’s goals and objectives. Utilize technology and the employee intranet to enhance avenues of internal communication and to streamline internal processes. Strategic Goals Addressed: Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry

5-Year Program Goals 1. Enhance City services and features offered through external website. Strategy A: Follow E-Government principles for delivering information online. Strategy B: Convert existing forms into web-based forms, and integrate with back-end databases where possible. Strategy C: Foster a multimedia approach including enhancing online audio and video capabilities. 2. Increase marketing and citizen education related to external website. Strategy A: Meet with citizens, usability groups and focus groups to determine service needs and to educate them on the City’s online capabilities. Strategy B: Develop and implement marketing plan to increase traffic to the City of Reno website. Strategy C: Develop partnerships with non-profit organizations and community groups to publicize City services available online. 3. Enhance employee intranet to increase productivity, share internal information and engage staff. Strategy A: Increase intranet functionality in project and task collaboration to facilitate employee productivity. Strategy B: Develop ongoing intranet training program for staff. Strategy C: Utilize intranet software to convert existing paper forms into a web-based multifunctional format, and integrate with back-end databases where possible.

City of Reno, Nevada Section III-32 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $188,874 $240,258 $224,964 $224,964 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Develop and implement an ongoing staff training program on employee intranet use. 2. Develop and enforce standards for accessibility on the City of Reno website. Ongoing Program Objectives 1. Lead the City to more efficient delivery of services using available website technology. 2. Continue to develop technology enhancements and new features on the City website in order to meet the evolving needs of citizens and staff. 3. Chair the website committee. 4. Work with departments to improve and expand intranet content. 5. Market website. 6. Maintain effective staff training programs for updating content on the website and intranet. 7. Continually evaluate online webcam possibilities.

City of Reno, Nevada Section III-33 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of respondents reporting on the City’s program internal customer service survey that rate as good or excellent: Web Services Web Services Web Services Web Services N/A Web Services A) Quality A) 82% A) 91% A) 90% Survey Done in A) 90% B) Timeliness B) 85% B) 92% B) 90% June B) 90% C) Overall Satisfaction C) 84% C) 90% C) 90% C) 90%

Number of meetings/sessions held: A) Full website committee meetings A) 4 A) 5 A) 10 A) 2 A) 10 B) Training sessions B) 10 B) 11 B) 10 B) 6 B) 10 (1)

Average number of website visits per month 169,181 212,482 175,000 62,228 65,000 (2)

Number of new web services added 10 0 5 17 5 (3) (3)

Number of employees trained to add, maintain 10 15 50 4 50 and update intranet (4) (5)

Number and percent of Council briefings 24 / 100% 24 / 100% 24 / 100% (6) (6) available on the intranet each year

Performance Measures: Notes 1. Website Committee restructured in FY 06/07. 2. New target reflects external visits only. 3. New web services not added in FY 06/07 due to transition to new website. Mid-year FY07/08 new web services exceeds annual target by 240% due to new design and features. 4. New intranet training program to be implemented FY07/08. 5. Year end measure. 6. Measure deleted FY 07/08; Council Briefings posted on intranet by City Manager’s Office.

City of Reno, Nevada Section III-34 2008/2009 Budget

City Manager’s Office Organizational Effectiveness - Corporate Business Planning Program Summary

Program Code 0375 Program Purpose Develop and implement City-wide business strategies and management systems to assure that the goals of the City Council and City management are realized and implement performance measurement systems to evaluate the effectiveness and efficiency of City services and programs. Strategic Goals Addressed Infrastructure Well-Kept

5-Year Program Goals 1. Fully implemented and operationalized strategic business plans for the 2008-2013 strategic business cycle throughout all levels of the City. Strategy A: Complete process of connecting the strategic plans of the City and departments to employee goals and plans. Strategy B: Assure consistency and accuracy in planning procedures, format and content. Strategy C: Continuously monitor plans and work with departments to improve depth and sufficiency of their plans and connection between planning and budgeting. Strategy D: Provide for training and education of departments, managers and others involved in business planning activities as needed. 2. Identify best practice community survey tools, such as the National Citizen Survey, and methods to allow the City to compare itself to other communities and implement surveys in conjunction with the Community Relations Department. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $125,122 $148,013 $146,948 $146,948 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy.

City of Reno, Nevada Section III-35 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Complete the 5 year strategic plan for 2008-2013 and integrate program objectives, strategies, performance measures and plans into the FY08/09 budget. 2. Assess performance measure quality in the first year of the plan to assure best practice alignment to programs and outcome base performance measures. 3. Work with HR and stakeholder groups to implement a results management system that ties individual goals and results to the strategic plan of the City and Departmental programs and strategies. 4. Work with HR and Departments to design and implement a succession plan which assesses future leadership needs, identifies and prepares employees, and assures that knowledge transfer is maximized between retiring employees and those replacing them.

Ongoing Program Objectives 1. Manage the City-wide business planning system, which includes working with departments to update department goals and program budget service objectives. 2. Complete and publish verified annual list of City-wide accomplishments. 3. Review and update program definitions, program service objectives, and performance measures each year. 4. Provide internal consulting services to assist City departments in the management and operations of their programs. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Department business plans/program budget Yes Yes Yes Yes Yes service objectives are updated on an annual basis by March of each year.

Percentage of department performance 20% 30% 35% 75% 35% measures reviewed for relevance each year. (1)

Fiscal Impact Model assumptions reviewed No (2) and updated by November of each year.

Number of major services identified for Public 1 0 1 0 1 Private competition.

Performance Measures: Notes 1. Development of new City strategic plan created opportunity to look at most departmental performance measures and provide direction on changes for new 5 year plan. 2. Measure deleted FY 06/07. Fiscal impact model responsibilities moved to Finance.

City of Reno, Nevada Section III-36 2008/2009 Budget

City Manager’s Office Organizational Effectiveness - EEO/City-Wide Training Program Summary

Program Code: 0340 Program Purpose: To assist the City in attracting and retaining a qualified workforce representative of the community served, assure fair treatment and equal opportunity for all persons and prepare employees to better serve the public through City-wide training and access to education. Strategic Goals Addressed: Vitality in Downtown; Infrastructure Well-Kept; Strong Economy; Informed and Involved Citizenry; Opportunities for Arts, Culture & Recreation; Neighborhood Excellence

5-Year Program Goals 1. Fair treatment and equal opportunity for all City employees and organizational sensitivity to the value of diversity in the workforce and community. Strategy A: Implement and monitor progress made under the City’s Diversity Action Plan. Strategy B: Conduct an external audit of the Diversity Action Plan. Strategy C: Provide investigative and consulting services to ensure City compliance with federal, state, and local EEO rules and regulations. Strategy D: Establish partnerships with community agencies and organizations to build understanding of and increase interest in local government career and business opportunities among diverse populations. Strategy E: Plan, coordinate, and implement the Annual Diversity Conference. Strategy F: Plan, coordinate, and implement the Annual Disability Awareness Day. 2. Employees trained to better serve the public. Strategy A: Develop and implement an annual City-wide training program to address the City’s major training needs. (For the City’s safety and OSHA compliance training, see Risk Management Program.) Strategy B: Provide instruction and improve understanding of the City’s vision, values, and goals. Strategy C: Provide communication skills training to City personnel to expand their skills to enhance customer service. 3. Improved efficiency and effectiveness of City operations. Strategy A: Provide an evaluation of service delivery and performance; work with departments when necessary to implement needed improvements.

City of Reno, Nevada Section III-37 2008/2009 Budget

Strategy B: Develop and coordinate supervisory training to assist new supervisors in honing their supervisory skills to maximize employee productivity and overall City efficiency and effectiveness. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $427,021 $473,378 $494,692 $469,692 Full-Time Equivalents 1.60 1.60 1.60 1.60 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in Temporary salaries due to reduced step 4 program. FY 08/09 Program Service Objectives 1. Collaborate with HR and stakeholder groups to identify enhancements to the leadership development courses and formalize a leadership curriculum for City employees. 2. Collaborate with HR and stakeholder groups to develop a City succession plan which includes mentoring and job shadowing programs. 3. Coordinate development and evaluation of on-line training programs available to City employees. 4. Transfer the City’s role as the fiscal agent for the Nevadaworks grant that funds the “Summer School Plus: Resources and Opportunities for the Classroom and On-the-Job” program to the University of Nevada, Reno College of Education. 5. Develop and coordinate a City-wide single point of entry for City internship programs with K-16 educational programs. 6. Collaborate with the Human Resources Department to improve the efficacy of New Employee Orientation programs. Ongoing Program Objectives 1. Work with the diversity advisory group to enhance organizational effectiveness in identifying and removing barriers to diversification in the workplace. 2. Monitor the efficacy of EEO and diversity-related initiatives, providing periodic reports of the City’s progress toward defined goals. 3. Design and manage the City’s in-house training program to address the City’s major training needs. 4. Administer the provider contract for the City’s Employee Assistance Program. 5. Investigate and assist in the timely resolution of EEO complaints. 6. Provide internal consulting services to assist departments in management of their operations.

City of Reno, Nevada Section III-38 2008/2009 Budget

7. Coordinate the “4 Steps Into the Future” course at Procter R. Hug High School. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of sessions offered and percentage of 83 109 115 12 80 workforce attending City-wide training 62% 64% 75% 14% 75% sessions. (1)

Percentage of participants who report 91% 96% 90% 95% 90% satisfaction with quality of training.

Number of enrollees and percentage of 80% 17 20 23 25 Business Update Group that has completed the 13% 15% 17% 19% managerial and leadership curriculum. Percentage of Business Update Group that is (2) currently enrolled in this curriculum..*

Percentage of workforce participating in 29% 44% 30% 10% 35% diversity management and awareness training.

Percentage improvement in the diversity 10.71% 17.74% 10% 7.88% 10% representation from the prior calendar year.

Performance Measures: Notes

∗ Measure modified for FY 08/09 to be more informative. o Multiple courses in conversational Spanish were not offered, the Reno Police Department now provides “Spanish in the Brief.” External computer training goals were replaced with internal on-line courses. Year end measure due to training sessions primarily being offered in second half of fiscal year. o New indicative measure added for FY 08/09.

City of Reno, Nevada Section III-39 2008/2009 Budget

City Manager’s Office Organizational Effectiveness - Internal Audit Program Summary

Program Code: 0370 Program Purpose: To assist City management and the City Council in improving accountability of City government and to promote improvement in the quality of City services, furnish objective, useful, relevant, accurate and timely audits, information, and recommendations regarding City operations. Strategic Goals Addressed: Infrastructure Well Kept; Informed and Involved Citizenry

5-Year Program Goals 1. Provide high quality audit services to identify opportunities for continuous improvement in the efficiency and effectiveness of City services. Strategy A: Conduct performance audits of all City departments for effectiveness, efficiencies and achievement of desired results. Strategy B: Review City systems/processes and identify areas where revenues could be enhanced, systems modified for greater efficiencies and/or costs reduced or avoided. Strategy C: Participate in City-wide teams as appropriate to ensure prudent business practices are considered regarding City services. 2. Provide accessible and useful means to inform citizens of the results of internal audit activities. Strategy A: Utilize best practices from other local government audit departments to create and maintain an Internal Audit page on the City of Reno website. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $135,882 $200,038 $213,238 $213,238 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Complete comprehensive performance audits of Communications and Technology Department and the Self-insured Heath Care Plans/Third Party Administrator.

City of Reno, Nevada Section III-40 2008/2009 Budget

2. Complete business license audit of AT&T telecommunication services. 3. Initiate comprehensive performance audits of the Redevelopment Agency and the City Clerk’s Office. Ongoing Program Objectives 1. Manage external contracts for department-wide performance audits to determine if operations are carried out effectively and efficiently, in compliance with applicable laws, and achieve results desired. 2. Identify and review City operations, programs, and business contracts where revenues could be enhanced, costs could be reduced or avoided, and provide useful recommendations which can be implemented in a timely manner. 3. Prepare annual report on implementation status of prior audit recommendations. 4. Provide internal consulting services to assist City departments in the management of their operations. 5. Serve as Primary Coordinator for the City’s participation in the ICMA Center for Performance Measurement Consortium. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Dollar amount of additional revenue Community N/A $150,000 Sierra Pacific $150,000 opportunities, cost savings, or inefficient Relations (1) Franchise practices identified in audit activities. Fire (1) (2) $175,000 Copiers - + $13,000/year $ 40,000/year

Percent of audit recommendations addressed 81% Attorney 85% Attorney 75% N/A 75% by department manager for 2 years after audit. 77% CD 92% CD 50% HR 60% HR (3) 70% Fire

Percentage approval rating from surveyed CR – N/A N/A 4 N/A 4 department managers on 5-point scale. Fire – 3.5 (4) (4)

Average dollar cost per hour for internal audit $76 vs. $160 $78 vs. $175 $80 vs. $180 $ 79 vs. $150 $84 vs. $175 services compared to private sector.

A) Number of ‘best practice” areas recognized A) 11 A) 11 A) 12 A) 11 A) 12 in national survey of Local Government B) N/A – Auditors B) 8.4 B) 9 Survey Done B) 9 B) Average of all survey respondents * (5) (5) Biannually

Performance Measures: Notes

∗ Measure modified in FY 06/07 to include average of all survey respondents. 1. Audits focused on increased accountability and effectiveness. Economic benefits not readily determinable. 2. Not Applicable; Sierra Pacific and Charter Cable audits were not completed in FY 2007. 3. Communications and Technology and Self-Insured Health Plan audits not yet completed.

City of Reno, Nevada Section III-41 2008/2009 Budget

4. Franchise Fee audits (regulatory in nature) conducted these years. No survey is taken for approval of the audited entity regarding their compliance with the franchise agreement. 5. City of Reno awarded Certificate of Distinction – the highest award the ICMA gives for participation in their performance measurement program. ICMA duties and budget review duties assigned from the retired Business Planning Manager position

City of Reno, Nevada Section III-42 2008/2009 Budget

City Manager’s Office Organizational Effectiveness - Organizational Development Program Summary

Program Code: 0380 Program Purpose: To assist City management in building a motivated, high performance work force, develop programs to promote new ideas and innovative problem solving, effectively recognize employees for their achievements and contributions, and identify creative ways to supplement public funds in support of community goals. Strategic Goals Addressed: Infrastructure well kept

5-Year Program Goals 1. Ensure employees are actively engaged in identifying and developing innovative solutions that serve to enhance organizational performance, service delivery and quality of work life. Strategy A: Establish and guide employee advisory groups to improve group dialogue, foster cooperative action, and promote innovative problem-solving between employees and their supervisors. Strategy B: Facilitate cross-departmental teams to address, on an ad hoc level, issues and problems affecting multiple divisions and/or departments. Strategy C: Identify and develop employees for future leadership positions in City government by formalizing career planning and succession planning processes. Strategy D: Develop and implement a management development model to equip managers, and interested employees, in the skills required to manage a dynamic environment and provide leadership to departments and the community. 2. Supplement the City’s financial resources through the acquisition of grant funds and donations. Strategy A: Provide central coordination of City-wide grant activities and work with departments to promote shared use of existing in-house resources and systems. Strategy B: Plan and coordinate fund development activities for key City-wide projects.

City of Reno, Nevada Section III-43 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $438,941 $510,706 $516,315 $516,315 Full-Time Equivalents 3.40 3.40 3.40 3.40 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Collaborate with HR and stakeholder groups to identify enhancements to the leadership development courses and formalize a leadership curriculum for City employees. 2. Collaborate with HR to develop a City succession plan which includes mentoring and job shadowing programs. 3. Work with HR and stakeholder groups to implement a results management system that ties individual goals and results to the strategic plan of the City and Departmental programs and strategies. 4. Reassess the Leadership Academy and make changes based on leadership gaps, management/leadership training curriculum, and mentoring/job shadowing programs. Conduct a new Leadership Academy for interested employees during the fiscal year. 5. Continue to coordinate the monitoring and tracking of certification required for Incident Command System (ICS) operations across the City to complies with Federal Emergency Management Administration (FEMA) regulations for reimbursement. Ongoing Program Objectives 1. Develop and facilitate employee advisory groups to foster cooperative action and innovative problem solving among and between employees and their supervisors. 2. Develop and facilitate leadership development processes among and between departments. 3. Support organizational change by managing and facilitating inter- and intra-department projects. 4. Review, periodically update and administer the City’s Employee Recognition Program to insure continued recognition of employee contributions and achievements. 5. Provide internal consulting services to assist City departments in the management and employee relations of their operations. 6. Facilitate the City-wide grant and fund development plan, identifying strategic grant funding needs and potential public and private funding sources.

City of Reno, Nevada Section III-44 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of organizational issues addressed and 10 9 8 4 8 streamlining initiatives resolved through employee advisory groups and cross department team activities.

Number of Leadership Academies completed 0 0 2 0 1 during the year and participant evaluation (1) (1) (1) average approval ranking.

Number of employees and percent of work 590 610 600 (2) 733 force acknowledged through the Employee 45% 46% 45% 45% Recognition Program.

Dollar amount of savings identified and $1.1M $200,000 $300,000 (2) $1.1M recognized through the Innovation Awards (3) Program.

Number of cross departmental grants which 4 9 4 3 4 shared resources and reduced admin costs.

Number of applications to new funding 4 6 3 2 3 sources.

Percent and number of multiple agency grants 50% 50% 40% 50% 40% applied for each year and awarded. (4) (4)

Grant dollars raised by the Grant and Fund $1.5M $1.56M >$1M $1.1M >$1M Development Manager.

Number of employees trained in Incident Command System programs and percent of all 90% employees who impact FEMA reimbursement (5) or Emergency Operation Center operations.

Performance Measures: Notes 1. Not implemented due to vacancy of Strategic Business Planning Manager and analysis of Succession Planning model that will better meet the needs of the City. 2. Year end measure with focus on year end events and year end reporting on City Buck utilization. 3. There were 6 Innovation awards given out to teams totaling 41 employees. Savings were determined through increases in productivity such as better use of employee time, improved communication and increased education. 4. Target for number cannot be set; dependant on funding availability. 5. New Measure FY 08/09. Target for number of employees to be set after first year of training completed.

City of Reno, Nevada Section III-45 2008/2009 Budget

City Manager’s Office Organizational Effectiveness - Risk Management Program Summary

Program Code: 0350 Program Purpose: To assist City Management in improving accountability of City government, minimize losses and costs related to property and liability claims through a proactive program of risk assessment and loss prevention, economical placement of commercial insurance, and effective management of claims filed against the City. Strategic Goals Addressed: Infrastructure Well Kept; Informed and Involved Citizenry

5-Year Program Goals 1. Reduce costs for property and liability claims. Strategy A: Decrease exposure through effective risk management training and proactive loss prevention programs. Strategy B: Decrease pay outs through timely and cost effective resolution of claims. 2. Ensure insurance coverage is sufficient to protect the City from claims arising out of City operations. Strategy A: Administer cost-effective, comprehensive liability and property insurance program. Strategy B: Optimize use of commercial insurance coverage. Strategy C: Supervise the administration of the City’s self-funded workers’ compensation program. 3. Continue to be compliant with state and federal OSHA requirements and keep employees prepared to safely serve the public. Strategy A: Develop and implement an annual City-wide safety awareness and training program. Strategy B: Guide and participate in employee safety groups and conduct periodic facility safety inspections to insure compliance with the City’s adopted safety plans. 4. Improve efficiency and effectiveness of City operations. Strategy A: Provide evaluation of service delivery and performance; work with departments when necessary to implement needed improvements.

City of Reno, Nevada Section III-46 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,155,401 $2,434,248 $2,443,449 $2,871,080 Full-Time Equivalents 2.80 2.80 2.80 2.80 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Increase in Indirect Costs. FY 08/09 Program Service Objectives 1. Develop strategies to mitigate and correct areas of high claim exposure in conjunction with the City attorney and operating departments. 2. Defend all lawsuits filed against the City of Reno unless the facts surrounding the case warrant settlement. 3. Monitor department safety committees and serve as advisor on the City-wide safety committee to ensure safety issues are resolved. 4. Continue to develop cost saving case management strategies in the self funded Workers’ Compensation program. Ongoing Program Objectives 1. Identify potential risk management issues and develop proactive strategies and mitigation protocols to contain the number of claims filed and cost of claims paid by the City. 2. Manage the City’s general liability and property insurance programs and pursue recoveries for damages to City property and personnel. 3. Administer a comprehensive property, general liability and environmental insurance program for Truckee Meadows Water authority and manage all Claims against the entity. 4. Administer the City’s risk management internal service fund and coordinate resources necessary to administer claims filed against the City in a timely, responsive manner. 5. Provide semi-annual executive summary and trend information to the City Manager and management team on risk, safety, and workers compensation. 6. Work with City departments to assure City-wide compliance with Federal and State regulations regarding occupational safety and health standards. 7. Evaluate City facilities for work place hazards and identify improvements which contribute to reduced claims and exposure. 8. Oversee the Incident Command training certification tracking process through the Safety training tracking system to assure the City complies with FEMA certification requirements. 9. Facilitate implementation of City programs by providing best practices risk management and safety consultation to departments.

City of Reno, Nevada Section III-47 2008/2009 Budget

10. Oversee the City’s franchise agreements and respond to all customer complaints.

City of Reno, Nevada Section III-48 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total amount collected and the collection rate $117,051.57 $215,529.42 Amounts will $66,496.74 Amounts will for 3rd party recoveries completed during the 81% 90% vary by year 67% vary by year fiscal year. 70% (1) 70%

Number of new incidents for City’s liability program and percent: 426 395 475 196 475 A) Resolved before reaching claim status. A) 268 / 63% A) 266 / 67% A) 285 / 60% A) 129 / 66% A) 285 / 60% B) Filed as a formal claim/lawsuit. B) 158 / 37% B) 130 / 33% B) 190 / 40% B) 67 / 34% B) 190 / 40%

Number and percent of new claims/ lawsuits filed under City’s liability program resolved through: 158 130 200 67 200 A) Denied/Dismissed A) 30% A) 32% A) 30% A) 18% A) 30% B) Settled B) 59% B) 50% B) 45% B) 43% B) 45% C) Pending C) 11% C) 18% C) 25% C) 39% C) 25%

Number of general liability claims paid during the last fiscal year and average cost per claim paid. A) Automobile A) 16/$3,297 A) 21/$3017 A) 30 / $2,500 A) 12 / $1174 A) 30 / $2800 B) Property (including Sewer Claims) B) 70/$6,099 B) 41/$2834 B) 75 / $1,900 B) 26 / $311 B) 75 / $2000 C) Bodily Injury C) 2/$8,817 C) 3/$2033 C) 6 / $7,200 C) 3 / $2033 C) 6 / $8000 D) Personal Injury (includes Civil Rights) D) 4/$1,372 D)1/$15,000 D) 2 / $13,600 D) 1 / $20,000 D) 2 / $15,000 E) Professional Liability E) 0 / 0 E) 0 / 0 E) 0 / 0 E) 0 / 0 E) 0 / 0

Total dollar amount and number of sewer back-up claims paid during fiscal year and $412,999 / 42 $98,683 / 16 $500,000 / 50 $2,812 / 6 $500,000 / 50 average cost per claim: $9,833 $6,168 $10,000 $469 $10,000

Total number of City vehicle accidents and average cost to repair: A) Police A) 30 / $2,640 A) 29 / $4051 A) 50 / $3000 A) 14 / $1002 A) 40 / $3000 B) All other City vehicles B) 50 / $1,165 B) 34 / $2637 B) 35 / $3000 B) 19 / $1443 B) 35 / $3000

Number of not-at-fault accidents and recovery percentage: A) Police A) 21 / 50% A) 26 / 85% A) 20 / 70% A) 16 / 45% A) 25 / 70% B) All other City vehicles B) 24 / 80% B) 11 / 100% B) 15 / 70% B) 12 / 100% B) 20 / 70% (1)

Number of safety training classes and percent 30 / 40% 30 / 40% 30 / 30% 15 / 20% 30 / 40% of non-uniformed workforce attending classes.

Number of City facility inspections completed 30 / $150,000 20 / $150,000 20 / $150,000 19 / $150,000 25 / $150,000 and estimated reduction in loss exposure from hazards identified.

Number of OSHA citations received and dollar 1 0 0 0 0 amount of fines levied against the City. $100 $0 $0 $0 $0

Number of safety courses coordinated or 10 taught and targeted number in attendance. 400 (2)

Annual inspections resulting in identification of: A) Number of Priority 1 OSHA violations A) 0 B) Percent of Priority 2 violations corrected B) 90% within 30 days.

City of Reno, Nevada Section III-49 2008/2009 Budget

Performance Measures: Notes 1. Due to the length of time involved to notify, prove and collect claims from third parties, the percentage of recovery will increase over time. 2. New measure for FY 08/09. Courses are defined as stand alone courses such as CPR, Smith Systems Driving course, CPR/First AID etc. 3. New measure in FY 08/09-measures outcomes of inspections. Priority 1 violations must be corrected immediately or site shut down. Priority 2 violations pose serious danger to life and health.

City of Reno, Nevada Section III-50 2008/2009 Budget

City Manager’s Office Organizational Effectiveness – Workers’ Compensation Program Summary

Program Code: 0360 Program Purpose: To assist City Management in minimizing losses and costs related to workers’ compensation claims through a proactive program of risk assessment and loss prevention, economical placement of excess loss insurance, and effective management of claims for compensation filed against the City. Strategic Goals Addressed: Infrastructure Well Kept

5-Year Program Goals 1. Develop programs to reduce costs for Workers Compensation and address repeat injury areas. Strategy A: Decrease exposure through effective claims investigation and proactive loss prevention programs (in conjunction with City Safety Officer). Strategy B: Decrease pay-outs through timely and cost effective management and resolution of claims. Strategy C: Assist departments in claims management, development of modified duty assignments, and the expeditious return to work of injured employees. 2. Ensure insurance coverage is sufficient to protect the City from claims arising out of occupational injuries and illnesses. Strategy A: Administer cost-effective, comprehensive workers’ compensation insurance program utilizing contracted service providers and in-house resources. Strategy B: Optimize use of excess loss insurance coverage. 3. Effectively manage heart and lung claims for Police Officers and Firefighters. Strategy A: Work with Police and Fire to implement hiring and ongoing practices that limit or minimize heart and lung liabilities. Strategy B: Assist City Finance Department in developing and implementing claims cost allocation and financing mechanisms. Strategy C: Work with Police and Fire Departments and third-party claims administrator to develop and implement effective claims management and disease-reduction programs.

City of Reno, Nevada Section III-51 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $9,660,903 $5,325,424 $5,240,010 $5,160,896 Full-Time Equivalents 2.20 2.20 2.20 2.20 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Monitor and enhance on-line claims reporting and database access for Parks, Recreation and Community Services and Public Works Departments to provide continued training and support. 2. Develop, with Police and Fire internal resources, “wellness” briefings and trainings, targeting factors that contribute to heart/lung disease and work comp injury prevention. 3. Incorporate the Employee Assistance Program for Police and Fire work comp cases to improve overall health and wellness of injured employees and reduce costs. Ongoing Program Objectives 1. Coordinate injury/illness reporting and claims management with City departments to facilitate timely filing pursuant to NRS and to provide assistance with case management and return to work issues. 2. Review employees’ and supervisors’ reports of injury/illness, identify areas that require mitigation/intervention, and partner with operating departments and Safety Officer to implement corrective strategies or programs. 3. Coordinate bimonthly claims meetings with Police and Fire Departments, respectively, and third-party claims administrator to manage individual claims, coordinate treatment and return to work, and minimize future claims exposure. 4. Monitor third-party claims administrator service delivery relative to contract specifications through scheduled reviews and ongoing feedback. 5. Identify and proactively address emerging workers’ compensation issues to improve employee services and reduce the City’s financial exposure. 6. Serve as advisor to the City-Wide Safety Committee and provide quarterly reports in order to ensure awareness of safety issues and to assist in their timely address and/or resolution. 7. Administer the City’s Workers’ Compensation internal service fund and coordinate resources necessary to administer claims for compensation filed against the City in a timely, responsive and cost-effective manner.

City of Reno, Nevada Section III-52 2008/2009 Budget

8. Commission and/or perform actuarial and other studies to monitor and forecast the City’s exposure. 9. Comply with State and Federal Occupational Safety Health Administration (OSHA) record keeping requirements to ensure timely and accurate record keeping. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of claims filed (excluding heart/lung 278 272 265 113 275 claims for Police and Fire): A) Police A) 95 A) 83 (1) A) 46 (1) B) Fire B) 86 B) 81 B) 38 C) Public Works C) 35 C) 59 C) 11 D) PRCS D) 47 D) 28 D) 14 E) All Others E) 15 E) 21 E) 4

Number of claims filed per 100 FTE 15.2 14.7 15 6 15 authorized positions (excluding heart/lung): A) Police A) 19.2 A) 16.9 (1) A) 9.2 (1) B) Fire B) 23.1 B) 21.2 B) 9.9 C) Public Works C) 13.6 C) 22.2 C) 4.0 D) PRCS D) 16.0 D) 9.7 D) 4.8 E) All Others E) 3.7 E) 4.9 E) .90

Average incurred cost* per claim (excluding $8,094 $13,624 $10,000 $7,448 $12,000 heart/lung): A) Police A) $8,571 A) $7,580 (1) A) $4,858 (1) B) Fire B) $10,890 B) $32,637 B) $10,532 C) Public Works C) $5,736 C) $2,648 C) $6,726 D) PRCS D) $3,580 D) $2,759 D) $10,541 E) All Others E) $8,687 E) $9,494 E) $335

Number of heart and lung claims filed: 30 33 30 14 30 A) Police A) 9 A) 20 (1) A) 7 (1) B) Fire B) 21 B) 13 B) 7

Total incurred cost* of heart/lung claims only: $5,203,709 $5,879,866 $5,500,000 $1,639,745 $5,500,000 A) Police A) $200,844 A) $5,868,348 (1) A) $1,622,609 (1) B) Fire B) $5,002,865 B) $11,518 B) $17,136

Ave. incurred cost* per heart/lung claim only: $173,457 $178,178 $205,000 $74,534 205,000 A) Police A) $22,316 A) $293,417 (1) A) $135,217 (1) B) Fire B) $238,232 B) $886 B) $1,714

Average wait time for injured employees at <1 hour Workers Compensation Clinic (2)

Performance Measures: Notes

∗ Incurred costs represent the total estimated liability (i.e., amounts already paid plus reserves) for the claim year. 1. Explanatory measure; department breakdown reported on actual basis only. 2. New measure FY 08/09 to help manage costs of “away time” of employee and increase accountability of vendor.

City of Reno, Nevada Section III-53 2008/2009 Budget

City Manager’s Office Special Events Program Summary

Program Code: 1330 Program Purpose: To showcase Reno’s renaissance, contribute to vitality in the downtown, and enhance the quality of life of residents and visitors to the Truckee Meadows. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Strong Economy, Opportunity for Arts, Culture and Recreation, Neighborhood Excellence

5-Year Program Goals 1) Ensure a well managed special events program. Strategy A: Promote Downtown and private property as appropriate special events venues. Strategy B: Support special events with City services, Police and Public Works, to the extent possible within the adopted City Budget. Strategy C: Determine the fair share of costs to be borne by event producers. 2) Effectively manage City services provided to special events and by negotiating long-term sponsorship contracts with event organizers, reduce the overall percentage of special events costs sponsored by the City from 60% to 40%. Strategy A: Progress milestones for percent of special event costs sponsored by City: FY 07/08 – 60% FY 08/09 – 50% FY 09/10 – 45% FY 10/11 – 40% FY 11/12 – 40% Strategy B: Long-term sponsorship contracts should reflect a year-to-year reduction in the percentage of city services sponsored by the City. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $969,785 $1,128,659 $1,224,391 $1,253,415 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

City of Reno, Nevada Section III-54 2008/2009 Budget

Program Changes 1. Increase due to increase in events. FY 08/09 Program Service Objectives 1. Establish a standard format for Downtown event venue configurations. 2. Refine criteria for determining eligibility of events for City sponsorship. Ongoing Program Objectives 1. Manage the Special Events permit process. 2. Track the costs and value of City-sponsored service and support. 3. Negotiate and administer special events contracts. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of Special Event Permits issued within 90% 100% 100% 100% Policy Guidelines. *

Dollar amount of special events expenses, $909,672 $909,000 $950,169 $1,051,096 dollar amount of cost recovery, and percent of $294,723 $373,600 $409,874 $513,031 City provided sponsorship for Special Events * 76% 59% 57% 51%

Performance Measures: Notes

∗ Measure revised in FY 06/07 to be more descriptive.

City of Reno, Nevada Section III-55 2008/2009 Budget

City Attorney

FTEs Regular 35.00 Temporary (not shown) 0.00 Total 35.00

City of Reno, Nevada Section III-56 2008/2009 Budget

City Attorney Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Civil Litigation/Legal Counsel$ 1,935,983 $ 2,070,332 $ 2,394,178 $ 2,394,178 15.64% Criminal Prosecution 1,558,230 1,726,667 2,023,349 2,023,349 17.18% Program and Service Mgt. 319,683 351,042 - - -100.00% Total$ 3,813,896 $ 4,148,041 $ 4,417,527 $ 4,417,527 6.50%

Expense Type:

Salaries and Wages$ 2,435,238 $ 2,640,987 $ 2,852,597 $ 2,852,597 8.01% Employee Benefits 946,260 1,051,486 1,176,157 1,176,157 11.86% Services and Supplies 432,398 455,568 388,773 388,773 -14.66% Capital Outlay - - - - - Total$ 3,813,896 $ 4,148,041 $ 4,417,527 $ 4,417,527 6.50%

Funding Sources:

General Fund$ 3,724,219 $ 4,055,674 $ 4,322,389 $ 4,322,389 6.58% Sewer Fund 89,677 92,367 95,138 95,138 3.00% Total$ 3,813,896 $ 4,148,041 $ 4,417,527 $ 4,417,527 6.50%

City of Reno, Nevada Section III-57 2008/2009 Budget

2006/07 Actual Expenses

Program and Service Mgt. 8.4%

Civil Litigation/Legal Counsel Criminal Prosecution 50.8% 40.9%

2007/08 Approved Budget

Program and Service Mgt. 8.5%

Civil Litigation/Legal Counsel Criminal Prosecution 49.9% 41.6%

2008/09 Approved Budget

Criminal Prosecution 45.8% Civil Litigation/Legal Counsel 54.2%

City of Reno, Nevada Section III-58 2008/2009 Budget

City Attorney Business Plan – Overview

Mission Statement: The Civil Division of the Office operates as a full service legal office providing timely, professional and competent legal advice to its clients. The Criminal Division operates proactively to achieve justice through the effective prosecution of misdemeanor offenses. As part of this mission, the Reno City Attorney’s Office promotes training, education, and preventative law. Overview The Office of the City Attorney is created by Section 3.060 of the Reno City Charter, which provides for an elected City Attorney who is the “legal officer of the City.” The Office is not a line department within the City, but rather serves as the legal counselor or lawyer for the City. The Office provides a full range of legal services including legal advice, litigation, and criminal prosecution of violations of City ordinances. The City Attorney’s Office also serves as the legal advisor to the Reno Redevelopment Agency, which is a separate legal entity. The Office consists of the elected City Attorney and his appointed staff within two divisions, Civil and Criminal.

The Civil Division represents the City in litigation ranging from simple personal injury cases to complex civil rights and wrongful death cases. This division also provides an in-house counsel function for all City boards, commissions, departments, and the City Council. This includes the provision of legal advice on a day-to-day basis including drafting and reviewing complex legal documents. This division consists of a chief civil deputy city attorney, ten deputy city attorneys, a legal researcher, and four legal secretaries. A management analyst (office manager) and office assistant (receptionist) provide equal support to the Civil and Criminal divisions.

The Criminal Division prosecutes misdemeanor violations of the Reno Municipal Code (RMC) and provides assistance to victims and witnesses through the Victim Advocate Program. The violations include traffic tickets, Driving Under the Influence (DUI), domestic violence, stalking, petit larceny, as well as a wide range of other offenses. This division consists of a chief criminal deputy city attorney, six criminal deputy city attorneys, four legal secretaries, a domestic violence crime prevention coordinator, an investigator, a DUI administrative specialist, and two victim/witness advocates who assist victims of domestic violence and stalking, as well as other crimes.

Top Accomplishments for FY2007/08 1. Development and implementation of electronic case management and filing in both Criminal and Civil divisions. One of many positive results has been more effective communication and information processing between the Reno City Attorney, Reno Police Department and Reno Municipal Court. Additionally, electronic case management has resulted in significant cost savings for the Criminal Division related to supplies, reduction of off-site hard file storage, all resulting in greater efficiencies in personnel time and costs.

City of Reno, Nevada Section III-59 2008/2009 Budget

2. Prevailed on over 20 litigation cases, including the following: Nevadan’s for Sound Government v. Reno Police Department; Dorsey v. Reno Repeat Offenders Program: Hughes v. City of Reno; Dehne v. City of Reno; Zante, Inc. v. City of Reno; and C.B. Maddox v. City of Reno

3. Provided quality legal services and document drafting for the Redevelopment Agency and the City on major projects which included: AAA Baseball Project; Ballroom; Cabela’s; ReTRAC Pedestrian Plaza; 10 N. Virginia; HOME Consortium; Post Office Project; YMCA; and other priority projects

Major Issues and Strategies for FY2008/09 1. Continued development and implementation of electronic case management and the interface of same between the Reno City Attorney, Reno Police Department, Reno Municipal Court and other criminal justice agencies. The on-going development and implementation of a “paperless” work environment will result in more efficient and less costly file and case management. 2. Continue to provide quality legal services for major projects and Council Priorities for both the City and Redevelopment Agency. 3. Continue to vigorously defend and represent the City and Redevelopment Agency in pending litigation cases. 4. Continue to effectuate communication on legal issues and preventative law with clients.

City of Reno, Nevada Section III-60 2008/2009 Budget

City Attorney Service Programs Five Year Goals and FY 2008/09 Program Budget

The City Attorney budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 35.00 Employees by Program

Criminal Division, Civil 16.90 Division, 18.1

City of Reno, Nevada Section III-61 2008/2009 Budget

City Attorney Civil Litigation/Legal Counsel Program Summary

Program Code: 0550 Program Purpose: To provide a full range of effective and economical legal services to the City in order to protect the City’s legal interests and reduce its legal liability. Strategic Goals Addressed: Vitality in downtown; Infrastructure Well-Kept; Strong Economy; Informed and Involved Citizenry; Opportunities for Arts, Culture, and Recreation; Neighborhood Excellence

5-Year Program Goals 3. Focus legal services in the area of preventive law to assure the transactional documents utilized by the City in its day-to-day operations are updated. Strategy A: Apply resources (attorney time) to the review of City policies in coordination with staff to assure appropriate contract management provisions are included in City policies. Strategy B: Apply resources (attorney time) to the review and updating of existing contractual documents utilized by the various departments to assure essential services are supported by appropriate legal documentation. 4. Update the use of technology to streamline and control expenditures pertaining to the legal services provided by the City Attorney’s Office. Strategy A: Focus on electronic filing of court documents and effective presentations through use of technology. Strategy B: Continue to explore and implement electronic options related to legal research throughout the City Attorney’s Office. Strategy C: Explore, and where recommended, implement electronic storage of City Attorney Office documents. 5. Focus the City Attorney’s Office to be a full service in-house legal office, handling the majority of legal matters for the City of Reno. Strategy A: Create higher skilled lawyers in the area of practice, which will result in greater knowledge of history of legal matters, and increased consistency in application of the laws. Strategy B: Encourage focused continued legal education pertaining to transactional and litigation matters of the City. Strategy C: Monitor outside counsel when utilized to assure the appropriateness of the services rendered and compliance with rate provisions as established.

City of Reno, Nevada Section III-62 2008/2009 Budget

Strategy D: Act as a resource to Redevelopment to monitor the work of outside counsel to ensure City needs are met. 6. Create and implement a training program for attorneys and staff in the City Attorney’s Office. Strategy A: Identify training needs and deficiencies to create a training program. Strategy B: Implementation of the training program, including accountability.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,935,983 $2,070,332 $2,394,178 $2,394,178 Full-Time Equivalents 15.70 15.70 16.90 16.90 Funding Sources General and Enterprise General and Enterprise General and Enterprise General and Enterprise Funds Funds Funds Funds Program Changes 1. Eliminated Program & Service Management Program, added 1.2 positions.

FY 08/09 Program Service Objectives 1. Focus on training for both attorneys and legal staff on issues pertaining to client relations, presentations and communication. 2. Increase communication on legal issues and preventative law through additional presentations, legal memorandum and other client communications. 3. Evaluate legal research, case management, and litigation and presentation software to select the most efficient, effective and technologically appropriate applications. Ongoing Program Objectives 1. Provide effective and efficient protection of the City’s legal interests and reduction of exposure on legal matters. 2. Strengthen the financial stability of the City through effective preventive law. 3. Vigorously represent the City in civil litigation matters. 4. Continue to provide and upgrade the City Attorney’s Office training programs by evaluating current and emerging legal trends and issues. 5. Continue to conduct training in public records laws, contract management, employee orientation and other topics to assist staff in interfacing with the public. 6. Continue to provide and upgrade presentations and community outreach programs through Reno Citizens Institute (RCI) and other legal education programs. 7. Continue to provide testimony at the Nevada State Legislature as required.

City of Reno, Nevada Section III-63 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Average cost per hour for In-house Counsel vs. $112/ $110 $130/ N/A $121 Private Counsel. (In-house Counsel does not $275 $285 $300 Year-end $300 include administrative overhead which would measure add approx. 10% to the costs).

Number of staff reports reviewed for legal 780 (1) (1) (1) (1) implications.

Percent of special projects completed. 95% (2) (2) (2) (2)

Number of lawsuits pending on June 30. 78 72 80 N/A A) City as Plaintiff A) 22 A) 16 A) 30 Year-end (3) B) City as Defendant B) 56 B) 56 B) 50 measure

Client satisfaction survey: Percent of responses from the Mayor, City Council, City Manager, and Department Heads and other staff members rating the services received from the City Attorney’s Office as satisfactory or better on the issues of: A) Timeliness A) 100% (2) (2) (2) (2) B) Cooperation B) 100% C) Courtesy C) 100% D) Availability D) 100% E) Understanding Client’s Needs E) 100% F) Quality of Service F) 91% G) Overall Satisfaction G) 98.5%

Number of FTEs and percent of time providing service delivery to each department: 11 11 11 12 12 A) City Clerk A) 0.13% A) 1.16% (3) A) 1.22% (3) B) City Council B) 3.15% B) 4.46% B) 5.16% C) City Manager C) 1.55% C) 2.77% C) 2.47% D) Civil Service D) 1.29% D) 0.45% D)_ 1.51% E) Communications & Technology E) 0.05% E) 1.36% E) 1.60% F) Community Development F) 21.33% F) 19.93% F) 14.87% G) Community Relations G) 1.03% G) 1.03% G) 0.92% H) Finance H) 7.40% H) 10.96% H) 10.55% I) Fire I) 3.27% I) 3.91% I) 2.49% J) Human Resources J) 6.59% J) 4.40% J) 3.67% K) Municipal Court K) 0.05% K) 0.14% K) 0.09% L) Police L) 10.65% L) 9.58% L) 10.23% M) Parks, Recreation & Community Services M) 3.35% M) 3.96% M) 8.20% N) Public Works N) 4.93% N) 7.48% N) 10.80% O) Redevelopment O) 3.43% O) 2.28% O) 3.46% P) ReTRAC P) 4.91% P) 4.83% P) 2.21% Q) Sewer Q) 3.87% Q) 4.68% Q) 3.92% R) Litigation R) 17.9% R) 16.62% R) 16.64%

Total excludes Continuing Legal Education

City of Reno, Nevada Section III-64 2008/2009 Budget

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number and percent of lawsuits resolved during the fiscal year through: A) Dissmissal prior to trial A) 18 A) 28 A) 5 A) 2 (3) B) Settlement prior to trial B) 14 B) 7 B) 5 B) 1 C) Trial verdict in favor of City C) 0 C) 1 C) 80% C) 0 D) Trial verdict in favor of adverse party D) 0 D) 0 D) 0 D) 0 E) Court decision in favor of City of Reno E) 14 / 100% E) 18 E) 80% E) 13/81% F) Court decision in favor of adverse party F) 0 F) 0 F) 0 F) 0 G) Total number of lawsuits resolved G) 47 G) 54 G) 15 G) 16 H) Reserve amounts released during FY *

Code Compliance and Business License* administrative hearing appeals: A) Filed during the fiscal year A) 40 A) 41 A) 45 A) 16 (3) B) Number of hearings resolved. B) 39 B) 35 B) 20 B) 17 C) % resolved within 60 days * C) 54% C) 63% C) 80% C) 100% D) Decisions in favor of City of Reno * E) Decisions in favor of Adverse Party *

Percentage of respondents reporting excellent or good on the City’s internal customer service survey (conducted by Org. Effectiveness): A) Quality A) 99% A) 98% A) 90% N/A – Survey A) 90% B) Timeliness B) 95% B) 84% B) 90% done in June B) 90% C) Overall Satisfaction C) 99% C) 90% C) 90% C) 90%

Number of presentations and/or trainings for (4) education or in furtherance of preventive law.

Performance Measures: Notes * Measures revised FY 08/09 to more descriptive. 1. Measure deleted FY 06/07. 2. Measure deleted FY 07/08. 3. Measure difficult to target as service delivery is dependent upon department requests or cases filed. 4. New measure for FY 08/09.

City of Reno, Nevada Section III-65 2008/2009 Budget

City Attorney Criminal Prosecution Program Summary

Program Code: 0560 Program Purpose: To promote safety and quality of life in the City of Reno through continued and ongoing investigation and prosecution of misdemeanor violations of the Reno Municipal Code. Continued assistance to victims and witnesses with an emphasis on serious crime. Strategic Goals Addressed: Infrastructure Well-Kept; Strong Economy; Informed and Involved Citizenry; Neighborhood Excellence

5-Year Program Goals 1. Update the use of technology to streamline and control expenditures pertaining to the legal services provided by the City Attorney’s Office. Strategy A: Continue to implement procedures that will streamline paperwork and reduce costs through use of software and other means in conjunction with the Reno Municipal Court and the Reno Police Department. 2. Electronic Storage of Documents. Strategy A: Continue to develop procedures for processing, filing and storing criminal files electronically. 3. Provide and upgrade presentations and community outreach programs. Strategy A: Continue to conduct training and provide support and program services including the following: the Reno Citizen’s Institute, the Washoe County Driving Under the Influence (DUI) Task Force, Senior Citizen’s outreach programs, Safe & Healthy Homes, University of Nevada Reno (UNR) criminal justice and Domestic Violence (DV) programs to students, mock trial interpreter program, programs to reduce domestic violence, elder abuse and driving under the influence, testimony at the Nevada State Legislature, the Domestic Violence Task Force, and other DV and legal education programs.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,558,230 $1,726,667 $2,023,349 $2,023,349 Full-Time Equivalents 16.90 16.90 18.10 18.10 Funding Sources General Fund General Fund General Fund General Fund

City of Reno, Nevada Section III-66 2008/2009 Budget

Program Changes 1. Eliminated Program & Service Management Program, added 1.2 positions. FY 08/09 Program Service Objectives 1. Develop and implement electronic case management and the interface between the Reno City Attorney, Reno Police Department, Reno Municipal Court as well as other criminal justice agencies. 2. Collect meaningful data and statistics to provide an overview of the resources allocated to prosecution and handling of criminal cases by the Criminal Division. 3. Focus crime prevention efforts including the education of the public relating to criminal justice, domestic violence and other public safety issues.

Ongoing Program Objectives 1. Improve the criminal justice system by gathering and sharing statistical information with other agencies. 2. Improve public awareness relating to DUI and domestic violence cases by educating the public on the criminal justice process, DUI, domestic violence and other public safety issues.

City of Reno, Nevada Section III-67 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Out-of-custody traffic arraignments: A) Total number staffed. A) 2,780 A) 3,159 A) 2,863 A) 1,406 (3) B) Percent resolved at arraignment. B) 76% B) 83% (1) B) 78%

Number of criminal warrants and summons reviewed. * 940 694 824 167 (3) A) 407 A) 362 (1) (1) B) 533 B) 332 (3)

Total number of in-custody arraignments. * 7,009 (1) 6,180 3,561 (1) A) 1,102 (1) (3) B) 5,907

Number of criminal cases prepared for trial: 3,007 A) Domestic violence A) 1,111 A) 1,185 A) 1,200 A) 547 (3) B) DUI B) 1,052 B) 1,210 B) 900 B) 863 C) Traffic C) 1,760 C) 1,552 C) 1,230 C) 848 D) Non-traffic D) 1,495 D) 1,385 D) 1,750 D) 749

Number of victim/witness contacts: 23,456 (2) (2) (2) (2) A) Domestic Violence Cases A) 20,692 B) All Other B) 2,764

City Attorney presentations: 28 31 30 13 24 A) Domestic Violence presentations. A) 14 A) 22 (1) A) 9 A) 18 B) Other presentations, including POST B) 14 B) 9 B) 4 B) 8 training.

Total number of criminal cases entered into 5,109 5,441 5,000 2,950 (3) case management system: A. Domestic violence. A) 1,548 A) 1,361 (1) A) 628 B. DUI. B) 773 B) 978 B) 658 C. Other. C) 2,788 C) 3,102 C) 1,676

Performance Measures: Notes * Measures revised FY 08/09 to effectively track all cases. 1. Due to change in management and case management philosophy, processes and methods are being redefined and reevaluated to more accurately measure and track all cases handled, prepared and reviewed by the City Attorney’s Office. 2. Measure deleted FY 07/08. The methodology for the statistical collection of the number of contacts between the victims and witnesses and the Criminal Deputies and Advocates does not present a meaningful relationship to accomplishing the goals of the City Attorney’s Office. 3. Measure difficult to target as cases entered are dependent upon number and type of cases generated by Reno Police Department arrests and citations.

City of Reno, Nevada Section III-68 2008/2009 Budget

City Clerk

Revenue Collection Records Management Council Support Central Cashiering/ Parking Tickets

Administrative Reprographics Hearing Officer (Contract Position)

FTEs Regular 12.00 Temporary (not shown) 0.00 Total 12.00

City of Reno, Nevada Section III-69 2008/2009 Budget

City Clerk Budget Summary

2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Council Support$ 488,937 $ 451,987 $ 450,821 $ 450,821 -0.26% Hearing Examiner Services 123,636 208,260 181,740 181,740 -12.73% Records Management 477,900 527,994 520,647 520,647 -1.39% Reprographics 361,527 387,800 350,371 350,371 -9.65% Revenue Collections 47,985 65,642 70,700 70,700 7.71% Total$ 1,499,985 $ 1,641,683 $ 1,574,279 $ 1,574,279 -4.11%

Expense Type:

Salaries and Wages$ 675,069 $ 687,700 $ 740,020 $ 740,020 7.61% Employee Benefits 240,549 $ 273,320 $ 277,211 277,211 1.42% Services and Supplies 584,367 $ 680,663 $ 557,048 557,048 -18.16% Capital Outlay - $ - $ - - - Total$ 1,499,985 $ 1,641,683 $ 1,574,279 $ 1,574,279 -4.11%

Funding Sources:

General Fund$ 1,499,985 $ 1,641,683 $ 1,574,279 $ 1,574,279 -4.11% Total$ 1,499,985 $ 1,641,683 $ 1,574,279 $ 1,574,279 -4.11%

City of Reno, Nevada Section III-70 2008/2009 Budget

2006/07 Actual Expenses

Revenue Collections 3.2% Council Support Reprographics 32.6% 24.1%

Hearing Examiner Services 8.2%

Records Management 31.9%

2007/08 Approved Budget

Revenue Collections 4.0% Council Support Reprographics 27.5% 23.6%

Hearing Examiner Services 12.7%

Records Management 32.2%

2008/09 Approved Budget

Council Support Revenue Collections 28.6% 4.5% Reprographics 22.3%

Hearing Examiner Services 11.5%

Records Management 33.1%

City of Reno, Nevada Section III-71 2008/2009 Budget

City Clerk Business Plan – Overview

Mission Statement: To provide support to the City Council and the Citizens of Reno by accurately recording and maintaining the proceedings of the Council, maintaining and making easily accessible all official records of the City; administer all regular and special municipal elections; providing for a City-wide records management program; coordinating Council appointments to all City boards and commissions; providing for administrative hearings for appeals of numerous civil infractions; providing for centralized collection of all City revenues; and for centralized printing and reprographic functions.

Overview The City Clerk functions as the Clerk of the Council and maintains all official records of the City, pursuant to the Reno City Charter, Section 3.040. This includes providing for all public notifications, a comprehensive legislative tracking system for council action and minutes, as well as the indexing of all documents for archiving and retrieval. The City Clerk also serves as the Secretary to the Redevelopment Agency and performs similar functions. The City Clerk is appointed by and reports directly to the City Council. In accordance with both the Nevada Revised Statutes and the City of Reno Charter, the City Clerk is responsible for the administration of regular and special municipal elections, codification of ordinances, as well as public records access. Municipal elections are held in conjunction with the statewide general elections, under contract with Washoe County at a cost of $60,000 as compared to over $200,000 for a “stand-alone” election. The City Charter designates that the City Clerk’s Office is responsible for the collection and deposit of all City of Reno revenues. The bulk of these monies are retrieved through the mail; however, there are over-the-counter transactions for a wide variety of payments. Additionally, the City Clerk’s Office is responsible for the administration of the parking ticket collection program. This includes the billing process, revenue collection and the appeals process, which incorporates an Appeals Hearing Officer who works under contract. This unit also issues residential and employee parking permits. This Office also receives, coordinates and schedules hearings for appeals regarding sewer fees, business licenses, water wasting and code enforcement citations and violations. The City Clerk’s office is also responsible for maintaining a City-wide, high-volume photocopy/ print shop. The section utilizes a numerous high-volume color and black and white copiers, and a multi-color offset press. The Records Management Division is responsible for establishing current and future directions for City-wide records management services. This includes developing and managing overall strategies, retention policies, media management, transfer, storage, maintenance, and disposal of public records. The Record’s Division is implementing a City-wide Electronic Records System.

City of Reno, Nevada Section III-72 2008/2009 Budget

Top Accomplishments for FY2007/08 1. Efficiently continued maintenance of all official records of the City, including implementation of upgrade to the comprehensive electronic records system. 2. Replaced out of date copiers, printers and software in the Reprographics Division, with Canon equipment and EFI software that: • Replaced black and white equipment with the newest versions. • Updates the color capability to the newest, state of the art color production that is vastly more economically friendly. • Updated all software and added web submission capabilities for print jobs. • The net financial result of the RFP was a cost savings of $9,058.78 per month or $434,821.44 over the life of the contract. 3. Completed the RETRAC retention policy project.

Major Issues and Strategies for FY2008/09 1. Continue to expand the amount of information electronically made available to citizens and staff. 2. Enhance efforts to collect unpaid parking violations in conjunction with the City Attorney’s Office exploring ways to compel payment. 3. Maximize the use of the Agenda Management System by expanding automation of permanent documents once City Council Meetings have been completed.

City of Reno, Nevada Section III-73 2008/2009 Budget

City Clerk Service Programs Five Year Goals and FY 2008/09 Program Budget

The City Clerk budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 12.00 Employees by Program

Hearing Examiner Services/ Council Parking Support, 4.00 Tickets, 3.00

Revenue Reprographics, Collections, Records 1.00 1.00 Management, 3.00

City of Reno, Nevada Section III-74 2008/2009 Budget

City Clerk Council Support/Clerk’s Official Function Program Summary

Program Code: 0385 Program Purpose: To provide direct support to the City Council by processing and recording City Council actions; managing all official records of the Council; coordinating the Council’s Board and Commission appointment process and administration of regular and special municipal elections. Strategic Goals Addressed: Informed and Involved Citizenry; Neighborhood Excellence

5-Year Program Goals 1. Ensure Council has ready access to the most accurate and up-to-date information in support of informed decision making. Strategy A: Provide timely response for information, reference and research requests by City Council members and their staff. Leverage electronic and digital- based information management tools and techniques to ensure that clear and accurate information is provided. Strategy B: Assure all City Clerk Council support staff has electronic access to complete legislative history of all Council action and documents relative to that history. Strategy C: Scan all qualifying documents into the Electronic Records System within one week of being created. 2. Coordinated, accurate, and timely announcement of election results. Strategy A: Prepare and compile election materials for candidates in conformance with NRS 294A and Secretary of State requirements; ensure that candidates meet required reporting requirements. Strategy B: Assist and confirm that all aspect of City of Reno Bond Advisory or Initiative measures are placed on the ballot in conformance with applicable State laws. Strategy C: In conjunction with the Washoe County Registrar of Voters to provide optimal reduction of expenses, prepare and conduct necessary election functions with the utmost trust and integrity. 3. Provide cost effective and efficient public access to City records. Strategy A: Develop and deploy legislative tracking/records indexing and public record access. Strategy B: Leverage information management tools and techniques; ERS system and browser-based solutions via internet and City Clerk staff direct assistance.

City of Reno, Nevada Section III-75 2008/2009 Budget

Strategy C: Expand electronic documenting applications within additional City Departments to provide broader access for both external and internal customers.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $488,937 $451,987 $450,821 $450,821 Full-Time Equivalents 4.00 4.00 4.00 4.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None.

FY 08/09 Program Service Objectives 1. Administer the 2008 Primary and General Elections. Ongoing Program Objectives 1. Record and maintain official records of the City of Reno.

2. Ensure compliance with required legal public notification and publication regarding City Council issues.

3. Facilitate communication and information sharing among the public, City Council and City staff.

4. Administer City municipal elections and ensure that financial disclosure and ethics reporting requirements are met.

5. Provide the City Council with candidates to fill vacancies on the City’s Boards and Commissions in a timely manner and maintain up-to-date applications and rosters for City Boards and Commissions.

6. Provide current database for up-to-date access to legislative actions, ordinances, agreements, and related Council actions.

7. Expand amount of electronic information made available to the City Council, City Staff and citizens.

8. Continue to maintain, update and provide access to the Clerk’s Index of all Legislative action for staff and Council use.

City of Reno, Nevada Section III-76 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of State and City election disclosure 100% 100% 100% 100% 100% statements and notification requirements met.

Percent of same day response to Council 99% 98% 100% 100% 100% requests for research and analysis of information.

Percent of same day response to public 97 98% 99% 97% 99% requests for research.

Number and percent of City Council minutes 46 / 99% 43 /100% 45 / 100% 27 / 99% 45 / 100% completed within 5 working days.

Number and percent of Board and Commission 40 / 90% 42 / 90% 40 / 95% 25 / 91% 50 / 90% nomination lists presented to the Council for action two weeks or more prior to the expiration of a term.

Percent of lists with at least one qualified 90% 92% 95% 92% 92% applicant per vacancy.

Number of ordinances and percent conformed 141 / 100% 91 / 100% 150 / 100% 47 / 100% 145 / 100% and submitted for codification within one week of adoption.

Number of contracts and agreements and 329 / 94% 307 / 95% 400 / 95% 166 / 95% 400 / 99% percent conformed and indexed within two weeks of action.

Number of Resolutions adopted and percent 211 / 100% 209 / 100% 300 / 100% 86 / 100% 179 / 100% conformed and distributed within one week.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-77 2008/2009 Budget

City Clerk Hearing Examiner Services/Parking Tickets Program Summary

Program Code: 0250 Program Purpose: To provide the public with a forum for adjudicating civil violations, administrative issues, and decisions concerning parking violations, business licensing, water and sewer billing, and code enforcement by contracting with independent hearing officers who hold hearings to determine facts and make findings and recommendations. Strategic Goals Addressed: Informed and Involved Citizenry; Neighborhood Excellence

5-Year Program Goals 1. Timely, efficient and fair adjudication of administrative issues assigned to the Hearing Examiner. Strategy A: Evaluate scheduling processes to ensure maximum number of defendants appear, and evaluate Examiner decisions which are appealed to the Reno Municipal Court or City Council. 2. Optimize collection of revenues owed the City of Reno as a result of parking citations and decisions rendered by the Hearing Examiner. Strategy A: Perform collections at City Hall. Strategy B: Enable collection of revenue at other cash management areas by agreement with other organizations (banks, stores, post office, utility company, etc.). Strategy C: Explore alternative methods to compel payment of outstanding parking violations Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $123,636 $208,260 $181,740 $181,740 Full-Time Equivalents 3.00 3.00 3.00 3.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy.

City of Reno, Nevada Section III-78 2008/2009 Budget

FY 08/09 Program Service Objectives 1. None. Ongoing Program Objectives 1. Assure that hearings are scheduled and findings made in a timely manner. 2. Continue to evaluate processes and find new opportunities for efficiencies. 3. Continue to pursue all opportunities for increased collection of parking ticket revenue both current and outstanding. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-year Target

Percent of cases heard within one half hour of 98% 98% 100% 97% 98% scheduled time.

Percent and dollar amount of outstanding 2% 2% 2% (2) (2) parking tickets collected via the Registration $28,000 $26,000 $28,000 Hold Program.

Dollar amount of outstanding parking tickets. (1) $ 654,000 (1) $750K - $800K $400,000

Number of hearings conducted: A) Parking A) 1,049 A) 2,020 A) 900 A) 1,050 A) 2,050 B) Water and sewer B) 42 B) 48 B) 50 B) 35 B) 70 C) Business license C) 50 C) 52 C) 50 C) 32 C) 60 D) Code enforcement D) 142 D) 210 D) 150 D) 150 D) 320

Percent of hearings scheduled within three 100% 100% 100% 100% 100% weeks of hearing request.

Number of hearing officer decisions A) Appealed to City Council or Municipal A) 0 A) 0 A) 1 A) 0 A) 0 Court B) Amended or overturned by Council or the B) 0 B) 0 B) 0 B) 0 B) 0 Court.

Performance Measures: Notes 1. Unable to obtain data. 2. Measure deleted FY 08/09. Per the advice of the City Attorney’s Office, holds are no longer placed on vehicle registrations.

City of Reno, Nevada Section III-79 2008/2009 Budget

City Clerk Records Management Program Summary

Program Code: 0210 Program Purpose: To provide records and information management services and to provide a safe and secure storage environment for City records which ensures maximum accessibility for research and reference purposes. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Provide efficient and effective operations. Strategy A: Implement recommendations of the 2004 program review (modernize systems and peripherals). Strategy B: Work with departments to organize decentralized records creation and management from the planning phase of the rim life-cycle. Strategy C: Secure productive and stable imaging production support staff. Strategy D: Continue to partner with City Attorney’s Office to train City personnel on public records requests, and on basic records management. Strategy E: Maintain two retention policy schedules per year. Others will be maintained on an as-necessary, ad-hoc basis. 2. Migrate from reliance upon manual processes in paper and film-based media to more automated electronic and digital processes and media. Strategy A: Leverage the capabilities of the Electronic Records System (ERS); using imaging where appropriate. Strategy B: Work with Communications & Technology personnel to implement 3rd- tier offsite electronic backup of ERS database and indices for disaster recovery purposes. Strategy C: Continue to work with the State of Nevada Electronic Records Committee to authorize electronic record keeping systems as an allowable state standard as the official copy of records for municipalities. Strategy D: Utilize Records Technician to assist with basic electronic records system management, and thus allow management more time for consulting activities and system applications’ enhancements. Strategy E: Replace old Kodak scanners with modern and efficient scanners that are compatible with the next version of Ascent Kofax (capture software).

City of Reno, Nevada Section III-80 2008/2009 Budget

Strategy F: Complete ERS migration from TREEV ERS software to Documentum ERS software. Retire TREEV software and servers. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $477,900 $527,994 $520,647 $520,647 Full-Time Equivalents 3.00 3.00 3.00 3.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Complete processing backlog of Police Department cases records. 2. Develop and deploy two new electronic records system (ERS) applications. 3. In conjunction with the Communications and Technology Department, secure 3rd-tier ERS backup disaster recovery. Ongoing Program Objectives 1. Provide prompt and efficient response to requests for media migration services and records retrieval. 2. Introduce and deploy records and information life-cycle management concepts and techniques. 3. Maintain information retention policies and publishing delivery system and tools. 4. Utilize the City Records Advisory Committee for policy and program guidance. 5. Offer records storage and retrieval services.

City of Reno, Nevada Section III-81 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of documents & images captured (all 35,344,516 43,219,666 60,000,000 51,094,816 90,000,000 media).

Annual savings realized through $220,500 $356,051 $600,000 $465,710 $700,000 implementation of the electronic records management system.

Percentage of respondents reporting excellent Note: 34% Note: 37% or good on the City/s internal customer service replied N/A replied N/A survey: A) Quality A: 86% A: 91% A: 90% N/A – Survey A: 93% B) Timeliness B: 88% B: 93% B: 90% Done in June B: 93% C) Overall Satisfaction C: 89% C: 89% C: 90% C: 93% (1) (1) (1) (1) (1)

Performance Measures: Notes 1. New measure added FY 08/09; survey always done, but results inadvertently left out of this program in the past.

City of Reno, Nevada Section III-82 2008/2009 Budget

City Clerk Reprographics Program Summary

Program Code: 0265 Program Purpose: To provide efficient, effective, centralized, high volume and high quality printing and copying services for the City. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Informed and Involved Citizenry, Opportunity for Arts, Culture & Recreation, Neighborhood Excellence

5-Year Program Goals 1. Provide cost effective, full service, internal reprographics unit with minimal reliance on outside vendors. Strategy A: Evaluate customer needs to develop appropriate programs and services. Strategy B: Acquire and maintain equipment and develop skills needed to provide high quality services. Strategy C: Reduce labor and costs by automating reprographics systems. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $361,527 $387,800 $350,371 $350,371 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. None.

Ongoing Program Objectives 1. Provide prompt and efficient response to requests for reprographic services.

City of Reno, Nevada Section III-83 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of service requests completed within 98% 98% 100% 98% 99% time frame requested.

Percentage of respondents reporting excellent or good on the City’s internal customer service survey: A) Quality A) 96% A) 93% A) 95% N/A – Survey A) 95% B) Timeliness B) 95% B) 86% B) 95% Done in June B) 95% C) Overall Satisfaction C) 97% C) 89% C) 95% C) 95%

Number of reprographics job requests per year 5,300 6,400 6,100 3,200 6,500 (all inclusive)

Number of pages photocopied per year: A) Black & white A) 2.4 million A) 2.0 million A) 2.2 million A) 1.2 million A) 2.4 million B) Color B) 2.2 million B) 1.8 million B) 2.0 million B) 1 million B) 2.2 million

Average cost of photo copying per page per (1) (1) (1) year: A) Black & white A) $ .027 A) $ .027 B) Color B) $ .216 B) $ .216

Number of press job requests completed per 343 322 350 155 325 year.

Performance Measures: Notes 1. Have not had capability to determine this amount. It is anticipated that with new equipment, costs can be better tracked.

City of Reno, Nevada Section III-84 2008/2009 Budget

City Clerk Revenue Collections Program Summary

Program Code: 0450 Program Purpose: To provide the City with a single centralized revenue collection service in accordance with the City Charter. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Optimized interest earnings on monies received. Strategy A: Timely and accurate deposit of all collections made. Strategy B: Implement alternate methods for depositing monies, e.g. electronic transfers, etc. Strategy C: Initiate alternative off-site cash collection methods. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $47,985 $65,642 $70,700 $70,700 Full-Time Equivalents 1.00 1.00 1.00 1.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None FY 08/09 Program Service Objectives 1. None. Ongoing Program Objectives 1. Ensure timely deposit of collected funds. 2. Provide efficient receipt of revenues.

City of Reno, Nevada Section III-85 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of funds deposited within 24 hours of 98% 97% 100% 97% 100% receipt.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-86 2008/2009 Budget

Civil Service Commission

Chief Examiner

Program and Recruitment and Service Examination Management

FTEs Regular 3.00 Temporary (not shown) 0.50 Total 3.50

City of Reno, Nevada Section III-87 2008/2009 Budget

Civil Service Commission Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Program and Service Mgmt.$ 144,348 $ 155,961 $ 157,895 $ 157,895 1.24% Recruitment and Examination 199,956 207,951 $ 213,412 213,412 2.63% Total$ 344,304 $ 363,912 $ 371,307 $ 371,307 2.03%

Expense Type:

Salaries and Wages$ 176,432 $ 169,835 $ 184,147 $ 184,147 8.43% Employee Benefits 77,729 83,935 84,195 84,195 0.31% Services and Supplies 90,143 110,142 102,965 102,965 -6.52% Capital Outlay - - - - - Total$ 344,304 $ 363,912 $ 371,307 $ 371,307 2.03%

Funding Sources:

General Fund$ 344,304 $ 363,912 $ 371,307 $ 371,307 2.03% Total$ 344,304 $ 363,912 $ 371,307 $ 371,307 2.03%

City of Reno, Nevada Section III-88 2008/2009 Budget

2006/07 Actual Expenses

Program and Service Mgmt. 41.9%

Recruitment and Examination 58.1%

2007/08 Approved Budget

Program and Service Mgmt. 42.9%

Recruitment and Examination 57.1%

2008/09 Approved Budget

Program and Service Mgmt. 42.5%

Recruitment and Examination 57.5%

City of Reno, Nevada Section III-89 2008/2009 Budget

Civil Service Commission Business Plan – Overview

Mission Statement: To provide civil service employees, City management, and the community with strategies and actions for effective and efficient recruitment, promotion, and conditions of work that are valid and reliable including objective, neutral, and fair appellate decisions.

Overview The City of Reno Civil Service Commission (CSC) is created by the Reno City Charter and is tasked to provide the City of Reno with an efficient work force, with equity to all persons concerned. Members of the CSC are appointed by the Mayor with approval by City Council. The CSC provides three main services: recruitment of employees, an evaluation of the merits required to serve as an employee, and retention of employees once hired. The cornerstone of the City’s employment program is equity for all persons employed and served. Employment with the City of Reno is accomplished through an individual’s demonstration of merit and fitness for the job in which the individual seeks to be employed. Only job-related considerations are allowed for employment and retention of employees. In recruiting applications, the CSC taps diverse resources and multi-cultural richness of the community, region, nation – and with the arrival of the Internet – the world. Diversity in cultures of applicants ensures the best and brightest individuals are hired, representing their particular training, profession, trade and discipline. The City of Reno workforce represents one of the most diverse local government workforces in the region. These employees provide the City with the ability and knowledge to accomplish effective and efficient service to the taxpayers. The CSC is also committed to providing career and promotional opportunities to City of Reno employees. The CSC is served by the Chief Examiner, Civil Service Technician, and Secretary under the policy and guidance of the CSC. Top Accomplishments for FY2007/08 1. Implemented automatic scoring for minimum qualifications to reduce time scheduling examinations and reduce workload while improving content valid minimum qualifications screening procedure. 2. Solicited input for Civil Service Commission Rules clarification and update of language from employee representing collective bargaining units and management. 3. Significant shift from training and experience supplemental questionnaire examinations to assessment panels, assessment centers and new written examination designs including multiple part format and separately timed examination sections. 4. Began implementation of and training for paperless vacancy requisition procedures which includes establishment of and identification requisition approvers at the department level and divisional initial approvers.

City of Reno, Nevada Section III-90 2008/2009 Budget

Major Issues and Strategies for FY2008/09 1. Develop and implement paperless job applications and certifications, as well as coordinate with the Finance, Human Resources, and City Manager’s Office to implement on-line requisitions. 2. Replacement of “baby boomer” and “Safety 88” employees in the promotional classifications and entry level classifications that feed promotional applicant pools in public safety departments.

City of Reno, Nevada Section III-91 2008/2009 Budget

Civil Service Commission Service Programs Five Year Goals and FY 2008/09 Program Budget

The Civil Service budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 3.00 Employees by Program

Program & Service Workforce Management, 1.45 Planning & Development, 1.55

City of Reno, Nevada Section III-92 2008/2009 Budget

Civil Service Commission Program & Service Management Program Summary

Program Code: 0001 Program Purpose: To provide the City an efficient workforce, staff of the Civil Service Commission will plan, administer, and coordinate the resources necessary to insure the effective provision of services. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Provide effective and efficient provision of services. Strategy A: Ensure up-to-date and timely public communications to ensure awareness of Civil Service Commission meetings, decisions, policies, customer service resources and program activities. Strategy B: Organize records for efficient, secure, legal and confidential access. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $144,348 $155,961 $157,895 $157,895 Full-Time Equivalents 1.45 1.45 1.45 1.45 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Reduce paper records and increase use of DVD storage and on-line applicant tracking resources. 2. Implement on-line archiving of Civil Service Commission meeting minutes. Ongoing Program Objectives 1. Provide administrative support to the Civil Service Commission in its day-to-day operations, including posting of agendas, processing rule changes, conducting research, and scheduling appeals. 2. Provide career path counseling to employees covered by the City’s Civil Service system. 3. Provide a safe and secure storage environment for Civil Service Commission paper and digital records and examination materials which ensures prompt response to requests for retrieval.

City of Reno, Nevada Section III-93 2008/2009 Budget

4. Provide accurate and detailed information regarding Civil Service Commission meetings, recruitments, examinations, and rule interpretation referral to appropriate staff or legal counsel. 5. Ensure accurate recording, proper posting, and timely processing of payments for Civil Service Commission expenditures. 6. Continue to streamline records retention, storage and destruction, in order to provide a faster response to departmental candidates and Commissioner needs. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of records retrieved within one hour of 100% 100% 100% 100% 100% request.

Inventory method for all records developed 100% 100% 100% 100% 100% and records catalogue maintained.

Number of employees provided with career 62 63 40 14 40 path counseling.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-94 2008/2009 Budget

Civil Service Commission Recruitment/Examination Program Summary

Program Code: 0650 Program Purpose: To provide the City with an efficient workforce, with equity to all persons concerned, plan, coordinate and administer merit based recruitments and examinations for positions covered by the provisions of the civil service system. Strategic Goals Addressed: Infrastructure Well-Kept; Informed and Involved Citizenry

5-Year Program Goals 1. Diverse and qualified City of Reno workforce. Strategy A: Continue a comprehensive recruitment process to provide talent and diversity to the City of Reno workforce in coordination with Human Resources, Organizational Effectiveness-EEOC/City –Wide Training section and the Diversity Action Committee. 2. Development of innovative valid selection procedures for evaluation of applicants and development of effective candidates for entry level and promotional positions. Strategy A: Apply computer applications and internet tools to provide innovative and fast selection procedures. Strategy B: Develop innovative selection procedure designs for enhanced practical demonstrations of competency using City computer resources, equipment, vehicles and apparatus as well as proven traditional methods of employee selection. Strategy C: When legally approved, jointly with other jurisdictions explore and implement a new regional Fire Fighter physical agility examination. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $199,956 $207,951 $213,412 $213,412 Full-Time Equivalents 1.55 1.55 1.55 1.55 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Reduce minimum qualification evaluation time.

City of Reno, Nevada Section III-95 2008/2009 Budget

2. Develop and implement paperless job applications and certifications, as well as on-line requisitions. Ongoing Program Objectives 1. Provide timely and responsive merit based recruitment and examination services to operating departments upon request and in response to anticipated staffing needs. 2. Provide an applicant pool that reflects approximate ethnic labor market demography. 3. Maintain current content-valid, departmentally collaborative, cost-effective examinations. 4. Continually assess effectiveness of current recruitment and testing efforts and implement changes needed to insure that successful candidates meet operational needs and support departmental efforts to achieve organizational objectives.

City of Reno, Nevada Section III-96 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of original requisitions: A) Certified from existing lists A) 184 A) 151 A) 154 A) 77 A) 154 B) Requiring establishment of new lists B) 101 B) 38 B) 16 B) 10 B) 16

Number of supplement requisitions: C) Certified from existing lists C) 79 C) 46 C) 100 C) 73 C) 100

Percent of requisitions filled from the date Civil Service receives request until certification of list: Public Safety Classes: A) Within 5 work days A) 84% A) 82.5% A) 81% A) 100% A) 81% B) From 6 - 35 work days B) 4% B) 14.0% B) 10% B) 0% B) 10% C) From 36 - 65 work days C) 11% C) 3.5% C) 5% C) 0% C) 5% D) From 66 - 105 work days D) .5% D) 0% D) 3% D) 0% D) 3% E) Over 106 work days E) .5% E) 0% E) 1% E) 0% E) 1% Non-Public Safety Classes: A) Within 5 work days A) 50% A) 77.5% A) 75% A) 58.0% A) 75% B) From 6 - 35 work days B) 6% B) 6.0% B) 5% B) 17.0% B) 5% C) From 36 - 65 work days C) 18% C) 12.8% C) 10% C) 25.0% C) 10% D) From 66 - 105 work days D) 26% D) 3.7% D) 10% D) 0% D) 10% E) Over 106 work days E) 0% E) 0% E) 0% E) 0% E) 0%

Percent of applicants from the following racial/ethnic groups: Public Safety Classes: Firefighter and Police Recruit scheduled for 2003 A) Black A) 4% A) 5.4% A) 2% A) 5.0% A) 2% B) Hispanic B) 11% B) 11.5% B) 11% B) 12.0% B) 11% C) Asian C) 5% C) 3.7% C) 3% C) 4.0% C) 3% D) Indian D) 4% D) 3.6% D) 2% D) 2.5% D) 2% Non-Public Safety Classes: A) Black A) 4% A) 4.0% A) 2% A) 8.0% A) 2% B) Hispanic B) 11% B) 10.0% B) 11% B) 8.0% B) 11% C) Asian C) 5% C) 6.5% C) 3% C) 6.0% C) 3% D) Indian D) 4% D) 2.3% D) 2% D) 2.0% D) 2% (1) (2) (2)

Percent of test preparation requiring: A) Minimal changes from existing tests A) 75% A) 45% A) 60% A) 77% A) 60% B) Moderate changes from existing tests B) 17% B) 37% B) 23% B) 18% B) 23% C) Extensive changes from existing tests C) 8% C) 18% C) 17% C) 5% C) 17%

Percent of tests completed within: A) 0 -35 work days A) 75% A) 53% A) 75% A) 75% A) 75% B) 36-65 work days B) 17% B) 41% B) 20% B) 25% B) 20% C) 66-105 work days C) 8% C) 6%. C) 5% C) 0% C) 5%

Percentage of lists with available diversity 96% 78% 85% 81% 85% candidates.

Percentage of respondents reporting excellent Note: 38% or good on the City’s internal customer service responded N/A survey (Percent based on actual responses) A) Quality A) 87% A) 79% A) 90% N/A A) 90% B) Timeliness B) 82% B) 63% B) 90% Survey Done B) 90% C) Overall Satisfaction C) 84% C) 79% C) 90% in June C) 90%

City of Reno, Nevada Section III-97 2008/2009 Budget

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of lists and % rated by hiring entity for having candidate and service quality evaluated as: A) Good A) 95.2% A) 98% A) 90% Small number A) 90% B) Fair B) 4.8% B) 2.0% B) 10% of returns, all B) 10% C) Poor C) 0% C) 0% C) 0% rated good C) 0%

Performance Measures: Notes 1. Due to software change, statistics could not be broken out between public safety and non-public safety classes. Will be able to capture information in the future. 2. Target percentages based on information provided by the State of Nevada Demographer’s Office.

City of Reno, Nevada Section III-98 2008/2009 Budget

Communications & Technology

FTEs Regular 99.75 Temporary (not shown) 0.00 Total 99.75

City of Reno, Nevada Section III-99 2008/2009 Budget

Communications & Technology Budget Summary

2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Client Services$ 1,200,471 $ 1,722,181 $ 1,807,225 $ 1,807,225 4.94% Dispatch Operations 5,478,227 7,033,421 7,250,565 7,136,203 1.46% GIS 632,796 1,123,973 1,109,118 1,109,118 -1.32% Network Operations 1,067,578 1,167,836 1,138,063 1,138,063 -2.55% Systems & Programming 1,861,092 2,599,129 2,469,153 2,469,153 -5.00% Web Development - - - - - Total$ 10,240,164 $ 13,646,540 $ 13,774,124 $ 13,659,762 0.10%

Expense Type: Salaries and Wages$ 4,928,483 $ 6,008,634 $ 6,475,787 $ 6,475,787 7.77% Employee Benefits 1,888,188 2,483,856 2,624,151 2,624,151 5.65% Services and Supplies 3,423,493 4,833,281 4,674,186 4,559,824 -5.66% Capital Outlay - 320,769 - - -100.00% Total$ 10,240,164 $ 13,646,540 $ 13,774,124 13,659,762 0.10%

Funding Sources: General Fund$ 9,682,707 $ 13,108,540 $ 13,236,124 $ 13,121,762 0.10% Communications Fund 557,457 538,000 538,000 538,000 0.00% $ 10,240,164 $ 13,646,540 $ 13,774,124 $ 13,659,762 0.10%

City of Reno, Nevada Section III-100 2008/2009 Budget

2006/07 Actual Expenses

0.0% Systems & Programming 18.2% Client Services 11.7% Network Operations 10.4%

GIS 6.2% Dispatch Operations 53.5%

2007/08 Approved Budget

Client Services 14.6%

Systems & Programming 20.0% Network Operations 7.4%

GIS 7.4% Dispatch Operations 50.6%

2008/09 Approved Budget

Systems & Programming Client Services 18.08% 13.23%

Network Operations 8.33%

GIS 8.12% Dispatch Operations 52.24%

City of Reno, Nevada Section III-101 2008/2009 Budget

Communications & Technology Business Plan – Overview

Mission Statement: The Communications and Technology Department is comprised of two divisions; Emergency Communications and Information Technology.

The Emergency Communication division’s mission is to strive for excellence in providing City of Reno citizens, visitors, and the surrounding region, with professional timely communications links to emergency response services.

The Information Technology division’s mission is to serve the information needs of the City of Reno, including its citizens and employees. We will evaluate, integrate and support innovative technologies to help internal and external customers achieve their goals, while effectively maximizing return on resources and providing cost effective methods for citizens, businesses, vendors and others to easily access information and conduct business with the City.

All services provided by the Communications and Technology Department will be delivered efficiently and effectively, by trained and courteous professionals. We will be identified by our dedication, our professionalism and our pride in our achievements.

Overview The Department of Communications and Technology is responsible for region-wide emergency communications services (911), and enterprise-wide communication and information technology services. The Emergency Communication Division provides Enhanced 911 services to the citizens of Reno and Washoe County serving as the primary answering point for all emergency services calls in the County. The Communications Center operates twenty-four hours a day, seven days a week and is the primary link between the public and the various emergency services organizations. The division provides dispatch services countywide for all Law Enforcement, Fire Departments, Rescue Squads, as well as an array of other related services. The Technology Division is responsible for maintaining all computer, network, and telephone functions for the City of Reno. The Division supports City Hall, Fire, Police, Municipal Courts and Municipal offices at 56 remote locations in the city through its Local Area Network (LAN) and Wide Area Network (WAN). The GIS division provides land based decision support through the City’s Map Server and custom GIS analytical tools. The division designs, develops and maintains the City’s Geographis Information System which enhances the effeciveness of city business operations. This division has gained national recognition for its innovative use of GIS data on intranets and internets.

City of Reno, Nevada Section III-102 2008/2009 Budget

Top Accomplishments for FY2007/08 1. Relocated the City’s main computer facility and radio repair facility. 2. Enhanced the recruitment process for Public Safety Dispatch personnel 3. Implemented a new Voice Over Internet Protocol (VoIP) phone system for all primary City of Reno facilities. 4. Completed multi-year update to the Tiburon Public Safety software to latest version. 5. Implemented a new Building Permit software system. 6. Developed Watershed Public Outreach program for City’s MapServer. Major Issues and Strategies for FY2008/09 1. Sustain full public safety dispatch staffing using planned recruiting and retention policies. 2. Develop a Unified Communications Strategy (unified messaging, presence, mobile devices, and conferencing). 3. Push more network traffic through existing capacity. 4. Continue Virtualization to optimize server infrastructures. 5. Update and improve an adaptive security strategy for City technology.

City of Reno, Nevada Section III-103 2008/2009 Budget

Communications & Technology Service Programs Five Year Goals and FY 2008/09 Program Budget

The Communications and Technology budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 99.75 Employees by Program Network Systems & Operations, 7.25 Programming, 9.75

GIS, 5.00 Dispatch, 69.50 Client Services, 8.25

City of Reno, Nevada Section III-104 2008/2009 Budget

Information Technology Client Services Program Summary

Program Code: 1740 Program Purpose: To provide support services for desk-top computers, lap-top computers, 800 MHz radios and telephones systems. Program also provides for centralized Help Desk support. Strategic Goals Addressed: Infrastructure Well-Kept, Involved and Informed Citizenry

5-Year Program Goals 1. Provide technical information to staff via a centralized Help Desk function. Strategy A: Identify knowledge bases to help solve Personal Computer (PC) and software problems. Strategy B: Deploy latest version of Microsoft products Strategy C: Migrate to Microsoft Outlook Strategy D: Replace and Upgrade City Radios Strategy E: Implement the re-banding of the 800Mhz Radio System 2. Develop a Mobile and Wireless Computing environment. Strategy A: Work with Washoe County to manage 800Mhz radio system and upgrades. 3. Develop and implement a Radio Management Program. 4. Keep technology current through a technology refresh program. Strategy A: Replace 25% of personal computers annually to keep current on technology.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,200,471 $1,722,181 $1,807,225 $1,807,225 Full-Time Equivalents 7.25 7.25 7.25 7.25 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. None.

City of Reno, Nevada Section III-105 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Maintain VoIP databases and track adds, moves, and changes. 2. Relocate the Computer Shop and Helpdesk with minimal disruption to the users. 3. Maintain the City’s “Green” initiative through power management of the personal computers. 4. Certify Personal Computer Technicians on Windows Vista operating system. 5. Certify all staff on Cisco Voice over IP phone system. 6. Replace Help Desk software. 7. Review the EVDO Police wireless pilot project for full implementation. Review IP Zetron Fire Station paging for full implementation. Ongoing Program Objectives 1. Provide timely and effective desktop support services. 2. Continue PC replacement program. 3. Provide timely and effective desktop application support services. 4. Provide technical support services for the 800MHz radio equipment. 5. Provide technical support for users of the Voice over IP telephone system. 6. Maintain “Green” initiative in as many areas as possible. 7. Reduce overall operational costs. 8. Maintain the integrity of the Radio system.

City of Reno, Nevada Section III-106 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of respondents reporting on the City’s internal customer service survey that rate as good or excellent: Desktop Services Desktop Desktop Desktop Desktop Desktop A) Quality A) 95% A) 98% A) 90% A) 98% A) 95% B) Timeliness B) 91% B) 96% B) 90% B) 97% B) 95% C) Overall Satisfaction C) 95% C) 96% C) 90% C) 97% C) 95%

Help Desk Help Desk Help Desk Help Desk Help Desk Help Desk A) Quality A) 87% A) 89% A) 90% A) 89% A) 90% B) Timeliness B) 81% B) 82% B) 90% B) 82% B) 90% C) Overall Satisfaction C) 84% C) 86% C) 90% C) 86% C) 90%

Total number of help desk calls and percentage of calls: 1,700 2,382 2,000 A) Priority 1 Calls (Unable to work) (1) (1) A) <10% A) 2.5% (60) A) <10% B) Closed within one day B) > 75% B)82.5%(1965) B) >75%

Number of desktop computers replaced. 136 250 250 250 250

Performance Measures: Notes 1. New measure added FY 07/08.

City of Reno, Nevada Section III-107 2008/2009 Budget

Communications and Technology Dispatch Operations Program Summary

Program Code: 1710 Program Purpose: To promote the safety of the community; to provide emergency and non-emergency call taking and radio dispatch services to the appropriate public safety agencies in a timely and accurate manner; to promote the timely development and certification of Emergency Communications personnel to better serve the citizens of the Truckee Meadows; to develop 911 educational messages and programs in an effort to educate citizens in the proper use of 911 services. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Maintain an efficient and effective Emergency Communications Center. Strategy A: Sustain full staffing using planned recruiting and retention methods. Strategy B: Use current technology to enhance efficiency, and the worksite environment. Strategy C: Develop and revise, when necessary, Services Level Agreements. Strategy D: Develop and implement new classifications and/or specialized assignments. Strategy E: Develop and implement a quality assurance program. Strategy F: Preserve Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation. 2. Expand training opportunities to develop professional employees, and promote employee retention. Strategy A: Present Academy training that provides knowledge and skill base. Strategy B: Refine methods for measuring skills and abilities. Strategy C: Provide recognition for completed training. Strategy D: Provide in-service training that enhances knowledge and skills. Strategy E: Pursue training related Grant opportunities.

3. Develop and implement a 911 Public Outreach Campaign to educate the public about public safety communications. Strategy A: Maintain an informative and interactive website.

City of Reno, Nevada Section III-108 2008/2009 Budget

Strategy B: Identify proper 911 uses and misuses. Strategy C: Develop and distribute education materials. Strategy D: Work with media resources for public exposure. Strategy E: Work with School Districts for student exposure. Strategy F: Use statistical information to create targeted campaigns in various demographic areas.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $5,478,227 $7,033,421 $7,250,565 $7,136,203 Full-Time Equivalents 69.50 69.50 69.50 69.50 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Continue the dispatcher recruitment campaign. 2. Identify divisional training needs. 3. Assess and develop the website. Ongoing Program Objectives 1. Continued expansion of the level of service to the public and user agencies. 2. Continued growth of the nationally recognized training program. 3. Timely training for Communications personnel that supports community safety and homeland security. 4. Implement upgrades associated with the Tiburon CAD system.

City of Reno, Nevada Section III-109 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of inbound calls: * 500,000 A) Landline A) N/A A) N/A A) N/A A) N/A A) 400,000 B) Wireless B) N/A B) N/A B) N/A B) N/A B) 75,000 C) Abandoned C) 16,352 C) 30,439 C) 15,000 C) 15,422 C) 25,000 (1) (3) (1) (3) (1) (1) (3) (1)

Percentage of incoming 911 calls answered 72% 73% 95% 70% 100% within 10 seconds. (2) (2)

Percentage of total calls entered and dispatched: * Priority 1 – Imminent threat to life (5 min) 91% 93% 85% 93% 90% Priority 2 – No imminent threat to life (15 min) 73% 79% 75% 81% 80% Priority 3 – Informational in nature (1 hr) 77% 79% 75% 79% 80%

Total number and percentage of calls entered for specified agency: * 526,452 499,751 515,000 183,833 200,000 A) Reno Police Dept. A) 63% A) 70% A) 70% A) 69% A) 70% B) Washoe County Sheriff B) 13% B) 14% B) 14.5% B) 14% B) 14% C) Reno Fire Dept. / TMFPD/NDF C) 12% C) 15% C) 15% C) 16% C) 15% D) University of Nevada D) 1% D) 1% D) .5% D) 1% D) 1% E) Tribal Police and Other (N/A 9/2005) E) 1% F) Regional Animal Control (N/A 9/2005) F) 10%

Percentage of respondents from the public and user agencies reporting on the customer service N/A N/A N/A survey that rate dispatch services: Due to change Due to change Survey done A) Excellent in management, in management, A) 90% during second A) 90% B) Good survey was not survey was not B) 90% half of year. B) 10% C) Unsatisfactory completed completed C) 90% C) 0%

Number and frequency of public service 74 92 60 14 22 meetings conducted and/or attended. 6.2 per month 7.6 per month 5 per month 2.33 per month 2 per month average average average average average

Number of public service announcements on 2 0 3 0 2 released.

Total number of: A) Academy graduates A) N/A A) N/A A) N/A A) N/A A) 12 B) Finished training (completely certified) B) N/A B) N/A B) N/A B) N/A B) 18 C) Terminated or resigned before end of C) 4 C) 2 C) 1 C) 0 C) 1 probation (1) (1) (1) (1) (1)

Total number of positions authorized: 69.5 A) Number of new hires A) 13 B) Number terminated, resigned, or retired B) 2 (1)

Number of: A) Academies for new hires A) 3 B) In-house training for current employees B) 3 (1)

Number of dispatch website hits per month 125 (1)

Performance Measures: Notes

City of Reno, Nevada Section III-110 2008/2009 Budget

* Measures modified FY 08/09 to be more explanatory as not all 911 calls answered are entered into the system, and only calls entered into the system can be dispatched to an agency. Prior to FY 08/09, measure reflected all calls answered.

1. New measures added FY 08/09 to be more descriptive and to combine related measures where possible. 2. Target not attained due to decrease in staffing and increase in wireless calls which initially take longer to process. 3. Amount now reflects both landline and wireless calls, subsequently it has increased.

City of Reno, Nevada Section III-111 2008/2009 Budget

Information Technology GIS Program Summary

Program Code: 1750 Program Purpose: To use the GIS program as the point of convergence for all geographic based data within the City. The GIS will become the cornerstone for supporting all future land and location decision making and site analysis. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry, Opportunities for Arts, Culture, Recreation

5-Year Program Goals 1. Create and maintain 3D downtown model to be used for proposed development visualizations. Strategy A: Integrate City of Reno MapServer with GoogleEarth to view GIS data together with a 3D downtown model capable of presentation "fly- throughs". 2. Convert the “Pavement MapServer” to the next generation MapServer platform. 3. Provide staff and business access to economic development data, such as demographics and census data. Strategy A: Develop and Maintain Economic Development layers for the MapServer. 4. Convert the “Watershed MapServer” to the next generation MapServer platform. 5. Support arts and culture activities by identifying public art and historic locations on the GIS system. Strategy A: Work with Parks, Recreation and Community Services to identify and map public art sites. Strategy B: Convert the “Historic Resources” MapServer” to the next generation MapServer platform. 6. Improve GIS Basemap Integrity Strategy A: Update Orthophotography imagery data annually. Strategy B: Update City Limit boundary within 3 days of city council annexations. Strategy C: Collaborate with County agencies to insure data consistency every 6 months. 7. Improve Accessibility to Strategic GIS Information Strategy A: Develop new GIS data layers for MapServer.

City of Reno, Nevada Section III-112 2008/2009 Budget

Strategy B: Add or improve MapServer applications for decision support. Strategy C: Maintain a GIS data repository and data dictionary for framework basemap data themes: Parcels, Orthoimagery, Contours, Geodetic, Political Jurisdiction, Transportation, Hydrography as common access point for users to download data. Strategy D: Produce Orthophotography imagery mosaics for desktop users. Strategy E: Conduct bimonthly MapServer training workshops.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $632,796 $1,123,973 $1,109,118 $1,109,118 Full-Time Equivalents 4.00 5.00 5.00 5.00 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Improve GIS Basemap Integrity. 2. Improve Accessibility to Strategic GIS Information. 3. Improve GIS Planning and Awareness.

Ongoing Program Objectives 1. Create and maintain core base map data for City of Reno. 2. Create and maintain base map metadata for City of Reno. 3. Maintain the existing “Pavement MapServer.” 4. Maintain the existing “Watershed MapServer.” 5. Maintain the existing “Historic Resources MapServer.” 6. Process and distribute Parcel and Assessor Property data biweekly. 7. Continue E911 GIS data quality control during maintenance to ensure data is accurate. 8. Update E911 centerline data weekly. 9. Create and improve the City of Reno Internet Map Server, to deliver valuable GIS data and applications for Reno personnel, citizenry, local business, and tourists. 10. Support emergency response needed base map data and applications, including both paper map atlas products and via the Reno internet map server.

City of Reno, Nevada Section III-113 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of respondents reporting on the Note: 42% City’s program internal customer service responded N/A survey that rate as good or excellent: GIS Services A) Quality A) 95% A) 94% A) 95% N/A A) 95% B) Timeliness B) 96% B) 94% B) 95% Survey Done in B) 95% C) Overall Satisfaction C) 96% C) 94% C) 95% June C) 95%

Percentage of respondents reporting on the external users customer service survey that rate as good or excellent: GIS Services A) Quality A) 90% B) Timeliness B) 90% C) Overall Satisfaction C) 90% (1)

Average number of successful requests of > 40,000 MapServer per day. (1)

Number of MapServer training classes and 6 percentage of participants rating the training as 90% very good or excellent. (1)

Average amount of data transferred out from > 1 Gigabyte MapServer per day. (1)

Percentage of time GIS MapServer is available > 98% for use. (1)

Percentage of GIS MapServer use A) Internal to City of Reno A) 25% B) External to City of Reno B) 75% (1)

Percentage of GIS address corrections made to 95% the E-911 database within 48 hours. (1)

Performance Measures: Notes 1. New measures FY 08/09, which better reflect outcomes of GIS MapServer use.

City of Reno, Nevada Section III-114 2008/2009 Budget

Information Technology Network Operations Program Summary

Program Code: 1770 Program Purpose: To ensure that every City facility, department and user has access to a communications infrastructure that provides reliable, consistent and high-speed connectivity to internal and external resources. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Build and strengthen the City’s technology infrastructure. Strategy A: Upgrade City network to 10gigabit where possible. Strategy B: Convert remote sites on T1 data lines to wireless. Strategy C: Deploy Voice over Internet Protocol (VoIP) telephones City-wide. Strategy D: Evaluate migration to Windows Exchange server. Strategy E: Perform network security audits to ensure data and network security are maximized. Strategy F: Develop and enforce “technology acceptable use” policies. Strategy G: Develop high-bandwidth wireless database access strategy. Strategy H: Replace land line data communications with Wireless communications. Strategy I: Reduce overall costs associated with data and voice communications. Strategy J: Work with other agencies to develop standards-based communications and value-based interoperability. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,067,578 $1,167,836 $1,138,063 $1,138,063 Full-Time Equivalents 7.25 7.25 7.25 7.25 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Removed one time funding. FY 08/09 Program Service Objectives 1. Upgrade the server to 10gigabit fiber optics.

City of Reno, Nevada Section III-115 2008/2009 Budget

2. Convert T1 data lines to wireless technology to improve services and reduce annual costs. 3. Analyze current disaster recovery strategies. 4. Relocate all equipment and data lines to data center. 5. Implement and maintain VoIP servers and routers. 6. Relocate fiber optic lines to improve service and reduce costs. 7. Upgrade all servers and domain controllers to current Microsoft operating system. 8. Certify all Network Analysts and Senior Network Analysts on Windows Server operating system. 9. Upgrade Internet connection to address the growing needs of the City. 10. Obtain a direct data link from Regional Dispatch to City Hall. 11. Upgrade network infrastructure to maintain the latest in technology and security. Ongoing Program Objectives 1. Provide timely and effective information services including technical assistance and network management. 2. Network Management - maximize use of Novell and Microsoft network management tools to centralize network management and provide proactive problem management. 3. Management of add, changes, and deletes as they relate to computer resources and data communications. 4. Provide for the backup and restore of City data. 5. Ensure the City’s network is as secure as possible from outside intrusion. 6. Continuously look for technologies and applications to enhance City services to the public. 7. Maintain the City’s “Green” initiative. 8. Reduce overall operational costs. 9. Provide phone support for Voice over IP telephony system.

City of Reno, Nevada Section III-116 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of respondents reporting on the City’s program internal customer service survey that rate as good or excellent: Network Operations Network Ops Network Ops Network Ops Network Ops Network Ops A) Quality A) 94% A) 94% A) 95% A) 94% A) 95% B) Timeliness B) 90% B) 94% B) 95% B) 94% B) 95% C) Overall Satisfaction C) 93% C) 96% C) 95% C) 95% C) 95%

Percent of time computer network infrastructure available during working hours. 98% 99% 98% 98% 99% A) Primary File Servers A) 99% A) 99% A) 98% A ) 99% A) 99% B) Application File Servers B) 97% B) 99% B) 98% B) 99% B) 99% C) Router/Network Hubs C) 98% C) 99% C) 98% C) 100% C) 99%

Average number of inbound emails received 90,504 93,000 City wide per day. (1) (1)

Average number of spam emails blocked per 84,684 88,350 day and percentage of blocked spam emails to 93.6% 95% total email received. (1) (1)

Average number of computer viruses blocked 1,600 1,500 per day. (1) (1)

Performance Measures: Notes 1. New measures added FY 08/09. Previous year’s data entered where available.

City of Reno, Nevada Section III-117 2008/2009 Budget

Information Technology Systems and Programming Program Summary

Program Code: 1780 Program Purpose: Responsible for supporting the City’s multi-user applications, project management and database management. Strategic Goals Addressed:

5-Year Program Goals 1. Support City business procedures through the automation of City business processes. Strategy A: Phase out legacy systems by transferring the needed data to the City database standard, either Oracle or SQL. Strategy B: Adopt industry standards; promote compatibility and uniformity of hardware and software Strategy C: Minimize data duplication and the number of supported products. Strategy D: Integrate products, where possible, to minimize redundant data entry Strategy E: Foster sharing of resources throughout the City. Strategy F: Enhance security and reliability standards. Strategy G: Strive to implement tools that foster citizen participation in local government. Strategy H: Provide expertise and guidance when supporting business process improvements. Strategy I: Utilize consultants for high tech/low frequency projects when practical. Strategy L: Secure appropriate technology tools for City staff to accomplish their goals and to communicate information to the organization as authorized.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,861,092 $2,599,129 $2,469,153 $2,469,153 Full-Time Equivalents 9.75 10.75 10.75 10.75 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy.

City of Reno, Nevada Section III-118 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Implement software interface between New World financial system and PRCS system. 2. Implement and support deployment and expansion of an online payment system. 3. Implement software interface between New World financial system and LINKO environmental control system. 4. Implement and support a new Training tracking software package. 5. Update the disaster recovery plan. Ongoing Program Objectives 1. Maintain and support existing application software. 2. Maintain database software at required version level. 3. Maintain application software at required levels. 4. Ensure application software contracts current. 5. Provide user training on supported products. 6. Provide technology consulting and project management services to support divisions. 7. Regularly monitor software trends and evaluation of existing software environment. 8. Ensure all software licenses current and legal. 9. Consider total cost of ownership when evaluating new projects, including the up-front cost of hardware and software and the soft costs for implementing and managing it. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of respondents reporting on the City’s program internal customer service survey that rate as good or excellent: Systems and Programming Services S&P Services S & P Services S&P Services N/A S&P Services A) Quality A) 93% A) 95% A) 95% Survey Done in A) 95% B) Timeliness B) 93% B) 93% B) 95% June B) 95% C) Overall Satisfaction C) 93% C) 94% C) 95% C) 95%

Percent of maintenance and support contracts 100% 100% 100% 100% 100% renewed on-time.

Frequency of software license reviews Quarterly Quarterly Monthly Monthly Monthly conducted to ensure software compliance.

Number of software audit requests completed 4 3 4 3 6 per year.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-119 2008/2009 Budget

Community Development

Community Development Department

Planning Code Enforcement

Engineering Building

Program and Service Management

FTEs Regular 105.80 Temporary (not shown) 1.30 Total 107.10

City of Reno, Nevada Section III-120 2008/2009 Budget

Community Development Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Building$ 7,680,498 $ 7,853,455 $ 7,171,405 $ 6,433,096 -18.09% Code Enforcement 947,440 995,361 1,042,059 1,042,059 4.69% Engineering 789,779 662,026 418,379 418,379 -36.80% Planning 3,940,290 4,440,585 3,505,356 2,915,745 -34.34% Program and Service Mgmt. 488,748 564,961 574,987 574,987 1.77% Total$ 13,846,755 $ 14,516,388 $ 12,712,186 $ 11,384,266 -21.58%

Expense Type:

Salaries and Wages$ 5,680,203 $ 6,670,107 $ 5,925,055 $ 5,407,055 -18.94% Employee Benefits 2,300,063 2,813,714 2,449,952 2,232,052 -20.67% Services and Supplies 5,866,489 5,032,567 4,337,179 3,745,159 -25.58% Capital Outlay - - - - - Total$ 13,846,755 $ 14,516,388 $ 12,712,186 $ 11,384,266 -21.58%

Funding Sources:

General Fund$ 1,436,188 $ 1,560,322 $ 1,617,046 $ 1,617,046 3.64% Building Permit Fund 7,680,498 7,853,455 7,171,405 6,433,096 -18.09% Planning Fund 4,730,069 5,102,611 3,923,735 3,334,124 -34.66% Total$ 13,846,755 $ 14,516,388 $ 12,712,186 $ 11,384,266 -21.58%

City of Reno, Nevada Section III-121 2008/2009 Budget

2006/07 Actual Expenses

Program and Service Mgmt. 3.5%

Planning Building 28.5% 55.5% Engineering 5.7% Code Enforcement 6.8%

2007/08 Approved Budget

Program and Service Mgmt. Planning 3.9% 30.6%

Building 54.1% Engineering 4.6% Code Enforcement 6.9%

2008/09 Approved Budget

Program and Service Mgmt. 5.1% Planning 25.6%

Engineering 3.7% Building 56.5%

Code Enforcement 9.2%

City of Reno, Nevada Section III-122 2008/2009 Budget

Community Development Business Plan – Overview

Mission Statement: To assist in planning and developing a great city.

Overview The Community Development Department has five program areas. These programs are responsible for: Planning: This division is responsible for advance and current planning. Advance planning includes the City Master Plan, city-wide, regional center, transit corridor and neighborhood plans. Advance planning coordinates with other planning agencies such as The Truckee Meadows Regional Planning Agency and the Regional Transportation Commission Planning Department. Current planning reviews administrative and discretionary applications for existing or new development. This division is also responsible for reviewing business license applications, building permits and entitlement requests for compliance with the Master Plan, Municipal Code and adopted policies of the City Council. Case administration for Planning Commission is also handled by this division. Engineering: This division is responsible for the review and approval of technical studies and engineering plans for public facilities that will be built as part of private developments. The division also inspects and approves the construction of this infrastructure, which includes streets, storm drainage facilities and sanitary sewers. The division coordinates with other divisions within the department to ensure the department's efforts are efficient and effective and in the best interests of the citizens of Reno. Finally, the division continually interacts with the Public Works Department to ensure that improvements accepted for City maintenance satisfy all applicable codes, standard details and specifications. Building: This division is responsible for ensuring that structures are designed and built in compliance with the most current Building Codes. This includes processing permit applications, review of plans, assessing and collecting permit fees as well as Park fees, Public Works Sewer fees and Regional Transportation Commission fees, review of business license applications, scanning of permit records and providing inspection services in a timely manner to provide quality customer service. Code Enforcement: This division ensures properties in the city comply with appropriate code requirements and coordinates with other City programs to systematically improve neighborhoods. Program and Service Management: The program administers the department, supports Boards and Commissions staffed by the department, and provides personnel, payroll and expenditure accounting services for the department and assists in conversion to new permit tracking software (from Tidemark to Accela). Top Accomplishments for FY2007/08 1. Adopted Open Space and Greenways Plan, Policy Plan, Public Services, Facilities and Infrastructure Plan including concurrency management principles, completed

City of Reno, Nevada Section III-123 2008/2009 Budget

Convention Regional Center Plan to be adopted in 2008, completed South Virginia and West Fourth TOD Corridor plans, removed Dickerson Neighborhood Plan from Master Plan, updated McQueen & Greenfield Neighborhood Plans, replaced Neil Road Neighborhood Plan with Convention Regional Center Plan and completed Wells Avenue and Country Club Acres Neighborhood Plans. 2. CD Engineering Division processed approximately $54,000,000 in public improvements for the calendar year 2007. 3. Worked with the building community and citizens to issue 8,240 permits totaling $1,033,932,266 in valuation. 4. Aided private developers to complete high profile projects, such as Renown Tahoe Tower, the Peppermill addition and Cabela’s, so that each opened to the public by its planned deadline. 5. Code Enforcement addressed over 4,000 cases and issued its first ever abatement warrant. Major Issues and Strategies for FY2008/09 1. Continue to update the master plan in accordance with NRS and Regional Planning requirements. 2. Process major projects, such as Spring Mountain, a new community of 12,000 homes and 2 million square feet of commercial development. 3. Manage to provide service with very significant reduction in revenues. 4. Adopted standardized building codes so that contractors in all northern Nevada jurisdictions have a consistent set of rules and regulations, making construction an easier process in the City of Reno.

City of Reno, Nevada Section III-124 2008/2009 Budget

Community Development Service Programs Five Year Goals and FY 2008/09 Program Budget

The Community Development budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 105.80 Employees by Program Program and Service Management, 3.00

Planning, 19.50 Engineering, 6.00

Building, 69.30

Code Enforcement, 12.00

City of Reno, Nevada Section III-125 2008/2009 Budget

Community Development Building Program Summary

Program Code 0770 Program Purpose: To promote the health, safety and welfare of the community by ensuring new construction conforms to applicable building codes and ordinances. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Assure that new building construction meets the International Building Code, American with Disabilities Act Accessibility Guidelines (ADAAG), and other applicable codes and ordinance. Strategy A: Work in partnership with other Building Departments in interpreting and enforcing the International Codes. Strategy B: Provide efficient and effective development processing, permitting and inspections. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $7,680,498 $7,853,455 $7,171,405 $6,433,096 Full-Time Equivalents 66.30 67.30 67.30 63.30 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. Funding reduced by freezing positions and making other reductions in services and supplies, in response to economic conditions. 2. Transferred 4 positions to other City Departments due to economic conditions. FY 08/09 Program Service Objectives 1. Train staff on 2006 code updates. 2. Plan for 2008 electronic plan submittal pilot program. Ongoing Program Objectives 1. Provide accurate and prompt building plan review, permit issuance and inspection process. 2. Schedule 10% of inspections via internet.

City of Reno, Nevada Section III-126 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number and percent of permits issued within 4 weeks of receipt for: A) New Residential A) 2,795 / 86% A) 1,158 / 80% A) 1,210 / 90% A) 530 / 81% A) 1,060 / 81% B) Residential Remodeling B) 6,499 / 91% B) 5,018 / 93% B) 2,239 / 85% B) 2,243 / 95% B) 4,486 / 95% C) New Commercial C) 337 / 82% C) 420 / 91% C) 335 / 85% C) 143/ 93% C) 286 / 93% D) Commercial Remodeling D) 2,688 / 92% D) 1,983 / 97% D) 4,706 / 85% D) 894 / 90% D) 1,788 / 90% E) Signs E) 652 / 89% E) 530 / 94% E) 478 / 90% E) 228 / 97% E) 456 / 97% (1)

Average number and percent of inspections performed each month: A) Passed A) 8,987 / 80% A) 6,341 / 78% A) 9,831 / 80% A) 2,438 / 79% A) 4,876 / 79% B) Failed B) 2,184 / 20% B) 1,830 / 22% B) 2,458 / 20% B) 646 / 21% B) 1,292 / 21%

Percent of permits: A) Issued over the counter A) 47% A) 45% A) 45% A) 45% A) 40% B) Via internet B) 0% B) 0% B) 5% B) 0% B) 10% C) Staff reviews * C) 53% C) 55% C) 50% C) 55% C) 50% (2)

Number of Virtual Permit Place inquiries per 65,241 Waiting for 72,036 Waiting for Waiting for month and estimated number of staff time 19 hours info from IT 23 hours info from IT info from IT hours saved (3)

Performance Measures: Notes * Measure modified in FY 05/06 to be more descriptive. 1. Measure reflects downturn in residential construction market nation-wide. Target for FY 07/08 adjusted accordingly. 2. Discontinued issuing permits over the internet until the new Accela program is implemented. Current software no longer interfaces with software that accepts credit card payments. 3. “Inquiries” further defined with software vendor to reflect actual users vs. casual browsers of CityofReno.com or error. Hours saved are estimated and cannot be distinctively tracked.

City of Reno, Nevada Section III-127 2008/2009 Budget

Community Development Code Enforcement Program Summary

Program Code 0780 Program Purpose: To promote the safety of the community and improve the quality of life for residents by working with the community, neighborhood organizations, and other agencies to preserve and stabilize neighborhoods and ensure existing buildings conform to applicable building codes and ordinances. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Neighborhood Excellence

5-Year Program Goals 1. To improve the physical condition and appearance of the city and its neighborhoods. Strategy A: In addition to responses to complaints, proactive efforts, such as education programs, code improvements, and streamlining policies and procedures will be implemented. Strategy B: Partner with and assist the Redevelopment Agency to identify issues that may benefit from a proactive approach by Code Enforcement, thus enhancing the vitality in the downtown area. Strategy C: Establish and exercise procedures to proactively identify and address foreclosed homes, vacant residential and commercial buildings, and suspended development properties, to mitigate possible blight and other negative impacts that affect communities. Strategy D: Partner with other agencies, departments, and community organizations to help neighborhoods develop safe and clean environments for their residents. Strategy E: Partner with and assist the Police Department to address blighted properties that are directly associated with nuisance activities, thus providing dual positive impacts within the city. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $947,440 $995,361 $1,042,059 $1,042,059 Full-Time Equivalents 10.00 11.00 11.00 11.00 Funding Sources General Fund General Fund General Fund General Fund

City of Reno, Nevada Section III-128 2008/2009 Budget

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Develop effective approaches to minimize blight within the community to address vacant and abandoned buildings within the City. 2. Identify and adopt new policies and procedures to assist other departments and divisions to ensure compliance with the Municipal Code (such as implementing the Social Host Ordinance). 3. Initiate a program to prevent code violations by meeting with citizens and attending public community groups and Neighborhood Advisory Board meetings on a regular basis. Ongoing Program Objectives 1. Administer an effective City-wide code enforcement program. 2. Provide timely and fair response to calls for service. 3. Promote sense of security and fairness in code enforcement services through community interaction and education. 4. Examine and revise external systems and processes e.g., code enforcement, infrastructure maintenance, etc.) to provide for less direct supervision and to promote quicker resolution of problems.

City of Reno, Nevada Section III-129 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of code enforcement cases. 4,481 4,184 4,400 2,060 4,400

Number and percent of cases closed through enforcement action. 4,033 / 90% 4,105 / 98% 3,740 / 85% 1,904 / 92% 3,960 / 90% (1)

Number and percent of closed cases: A) Referred to other departments A) 41 / 1% A) 11 / .3% A) 150 / 4% A) 7 / .2% A) 10 / .20% B) Voluntary compliance B)3,065 / 76% B) 3,154 / 77% B) 2,543 / 68% B)1,596 / 83.8% B) 3,167 / 80% C) Notice of Violation C) N/A C) N/A C) N/A C) N/A C) N/A D) Administrative Fines or Abatements D) 927 / 23% D) 940 /22.7% D)1,043 / 27.9% D) 301 / 16% D) 782 /19.75% E) Criminal action E) 0 / 0 % E) 0 / 0% E) 4 / .1% E) 0 / 0% E) 2 / .05%

Percent of cases abated and closed: A) 1-30 days A) 76% A) 77% A) 68% A) 83.8% A) 80% B) 31-60 days B) 8.9% B) 17% B) 15% B) 12.5% B) 15% C) 61-90 days C) 2.07% C) 3% C) 2% C) 2.4% C) 2.4% D) Over 90 days or still open D) 13% D) 3% D) 15% D) 1.3% D) 2.6% (1)

Average number of calendar days from when 3 3 3 3 3 complaints were first reported until first response.

Number and percent of cases appealed to 48 / 1.07% 40 / 1% 60 / 1.3% 49 / 2.3% 90 / 2% Hearing Officer.

Number and percent of cases heard by the Hearing Officer: A) Withdrawn A) 4 / 8% A) 3 / 7% A) 3 / 5% A) 2 / 4% A) 5 / 6% B) Affirmed B) 44 / 92% B) 37/ 93% B) 56 / 93% B) 46 / 94% B) 84 / 93% C) Overturned C) 0 / 0 % C) 0 / 0% C) 1 / 2% C) 1 / 2% C) 1 / 1%

Performance Measures: Notes 1. Code enforcement cases and ongoing new assignments becoming more complex and taking longer to resolve voluntarily or through enforcement action. This impact is reflected in the targets for FY 07/08.

City of Reno, Nevada Section III-130 2008/2009 Budget

Community Development Engineering Program Summary

Program Code 0740 Program Purpose: To promote the health, safety and welfare of the community and protect the interests of the City by reviewing and inspecting new construction projects for conformance to applicable codes and ordinances. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. High-quality physical infrastructure (e.g., streets, sanitary sewer, etc.) provided by new development. Strategy A: Work in partnership with customers to create a higher degree of voluntary compliance and self-regulation through training and quality assurance. Strategy B: Partner with the Regional Transportation Commission (RTC) and other county and state organizations in the conceptualization, design and implementation of bus rapid transit and Transit Oriented Development (TOD) corridors, to support the downtown as a neighborhood and business district. Strategy C: Partner with RTC and other county and state organizations in the conceptualization, design and implementation of rapid transit and traffic corridors, to support the region with an emphasis on effective commute patterns and alternatives, safe and secure neighborhoods and well- designed pedestrian walkways. Strategy D: Recognize the value to the City of public improvements that are part of private developments and develop an effective program to assure the delivery of quality infrastructure. 2. Provide improved review of engineering aspects of new development. Strategy A: Improve review of development by implementing online plan review. 3. Comply with Clean Water Act, National Pollution Elimination Discharge System (NPDES) Stage II, to establish a higher level of control of runoff from construction sites. Strategy A: Assign duties and additional staff to implement the new program, as well as educate builders and business owners regarding the program to maximize voluntary compliance. Strategy B: Codify the requirements and standards for low impact development. 4. Improve the quality of infrastructure design and construction

City of Reno, Nevada Section III-131 2008/2009 Budget

Strategy A: Train all plan reviewers so that each will be more consistent, predictable and fair in his review. Strategy B: Establish and maintain an informal discussion group with the development community that meets periodically to solve existing problems and to propose and implement process improvements. Strategy C: Eliminate the engineer of record program, and substitute a program having developers pay the City a fee to have the City employ quality assurance inspectors for construction. Strategy D: Provide more efficient and effective development processing, permitting and inspections. 5. Reduce flood related costs to existing and new residents and businesses in the City and improve their safety. Strategy A: Reduce cost to public for flood insurance through continuation of the Federal Emergency Management Agency (FEMA) community rating system. Strategy B: Periodically update Reno Municipal Code (RMC) and the Public Works Design Manual to reflect newest data, design and construction methods and changes in technology.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $789,779 $662,026 $418,379 $418,379 Full-Time Equivalents 6.00 6.00 6.00 6.00 Funding Sources General Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. Funding reduced by freezing positions and reducing service and supply costs in response to economic conditions. FY 08/09 Program Service Objectives 1. Establish a development review committee that will meet at least monthly to discuss ongoing problems and develop solutions. Committee will consist of both City staff and members of the development community. 2. Codify the low impact development requirements, and work with the development community for their seamless implementation. 3. Codify the mitigation requirements in Critical Flood Pool “A”, and work with the development community for their seamless implementation.

City of Reno, Nevada Section III-132 2008/2009 Budget

Ongoing Program Objectives 1. Provide accurate, complete and timely engineering reviews of technical studies, plans, maps and permit applications. 2. Monitor the construction of public infrastructure improvements for quality assurance and compliance with City specifications and regulations. 3. Work in partnership with developers to create a higher degree of voluntary compliance with City specifications and regulations for developer constructed public infrastructure. 4. Continually monitor development review statistics to ensure that resources needed to deliver an acceptable customer level of service are provided in a timely manner. 5. Provide adequate inspections to assure compliance with the storm water pollution prevention program. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number and percent of reviews completed within 3 days of receipt from Building: A) Building Permits A) 4,564 / 87% A)2,390 / 74% A) 2,700 / 90% A) 1,992 / 73% A) 2,390 / 74% B) Certificates of Occupancy B) 450 / 90% B) 790 / 90% B) 300 / 90% B) 162 / 82% B) 324 / 82%

Total number and percent of parcel maps 121 / 100% 105 / 100% 100 / 100% 47 / 100% 94 / 100% reviewed within 30 days of filing.

Total number and percent of records of 65 / 100% 45 / 100% 60 / 100% 16 / 100% 32 / 100% survey/boundary line adjustments reviewed within 30 days of filing.

Total number and percent of final maps reviewed within:* A) 30 days of receipt from the developer’s A) 65 / 82% A) 47 / 90% A) 60 / 90% A) 9 / 90% A) 18 / 90% initial submission. B) 10 day time-frame for administrative B) 86/ 75% B) 47 / 75% B) 60 / 75% B) 10 / 80% B) 20 / 80% approval, after all corrections have been addressed by applicant.

Number of projects inspected and percentage 225 / 50% 175 / 50% 150 / 50% 70 / 50% 135 / 50% which require rework by the developer. (1) (1) (1) (1) (1)

Total number and percent of planning cases 1,000 / 90% 600 / 67% 675 / 90% 192 / 46% 384 / 55% and reviews of site plans completed within two (2) (2) week cycle.

Construction Site Discharge Program (NDPES Phase II): A) Total number and percentage of sites A) 114 / 90% A) 250 / 90% A) 110 / 90% A) 125 / 90% A) 250 / 90% inspected within 1 day of request. B) Closeout of projects within 3 days of B) 30 / 90% B) 30 / 90% B) 40 / 90% B) 15 / 90% B) 30 / 90% request.

Performance Measures: Notes * Within 30 working days of submission to the City, all documents are reviewed and comments are returned to the applicant for corrections. Within 10 working days of

City of Reno, Nevada Section III-133 2008/2009 Budget

resubmission to the City, if the applicant has not addressed all issues, applicant must resubmit with corrections, and the 10 day count starts over. 1. Engineer of record process – Intensified efforts in final inspections performed by City staff, for projects certified by the engineer of record, have identified higher than anticipated rework required. 2. Reduced staffing levels has lengthened turn around time.

City of Reno, Nevada Section III-134 2008/2009 Budget

Community Development Planning Program Summary

Program Code 0755 Program Purpose: To promote the health, safety and welfare of the community by preparing and implementing plans for the physical development of the city. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goal 1. Enhancement of regional position/financial stability. Strategy A: Effectively represent the City in the regional planning process. Strategy B: Partner with RTC and other county and state organizations in the conceptualization, design and implementation of rapid transit and traffic corridors, to support the region with an emphasis on effective commute patterns and alternatives, safe and secure neighborhoods and well- designed pedestrian walkways. 2. Consistent, clear, effective and current plans and development requirements. Strategy A: Improve and integrate the Master Plan and code as a more user-friendly “package,” enhance collaboration with diverse stakeholders in the city. 3. Efficient and effective review of development proposals. Strategy A: Continue to make process improvements. Strategy B: Provide efficient and effective development processing, permitting and inspections. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $3,940,290 $4,440,585 $3,505,356 $2,915,745 Full-Time Equivalents 19.50 19.50 19.50 15.50 Funding Sources General Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. Funding reduced by freezing positions and reducing service and supply costs in response to economic conditions. 2. Transferred 4 positions to other City Departments due to economic conditions.

City of Reno, Nevada Section III-135 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Continue to develop and adopt the housing plan element of the Master Plan. 2. Develop and adopt the historic resources plan element of the Master Plan. 3. Process Phase 2 (general) updates for Title 18, as funding permits 4. Develop Design Standards for center and corridor plans, as funding permits. Ongoing Program Objectives 1. Comply with state mandated, regional planning mandated, and local ordinance required reporting requirements. 2. Provide high quality, current plans and codes that are an integrated “package”. The Master Plan, including center, corridor and neighborhood plans, will be updated on a regular basis to reflect current policy direction from the City Council, Planning Commission and the Regional Plan. The code will be reviewed on an ongoing basis to identify issues and make appropriate amendments as directed by the City Council and Planning Commission. 3. Provide a prompt and accurate application review process.

City of Reno, Nevada Section III-136 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number and percent of planning progress 4 1 1 0 1 reports filed as required by State Law-April 1

Number of City-initiated Master Plan 9 8 4 15 6 amendments completed for conformance with Regional Plan.

Number of Code revisions completed within 9 16 14 18 6 15 months of amendment/update to the Master Plan or upon Council or Planning Commission direction.

Number of Neighborhood Plans written and/or 2 2 5 4 4 updated each year.

Total number of building permits reviewed, 5,438 / 26% 5,219 / 53% 6,500 / 75% 2,120 / 43% 4,500 / 75% and percent completed within 3 days of receipt from Building.

Total number and percent of business licenses N/A 3,914 / 60% 3,900 / 80% 1,620 / 60% 3,900 / 80% reviewed for proper zoning within 3 days of (1) receipt.

Total number of discretionary applications 320 184 250 93 200 taken to public hearing.

Total number and percent of reviews of site 51 / 100% 14 / 0% 25 / 100% 1 / 0% 5 / 100% plans completed in compliance with Code.

Total number and percent of minor deviations 18 / 100% 6 / 50% 15 / 100% 5 / 80% 10 / 100% in compliance with Code.

Total number and percent of records of survey 79 / 90% 45 / 100% 45 / 100% 16 / 100% 30 / 100% and boundary line adjustments reviewed in compliance with Code. *

Total number and percent of parcel maps 124 / 90% 105 / 100% 120 / 90% 47 / 100% 100 / 100% reviewed n compliance with Code.

Performance Measures: Notes * The Planning and Engineering figures differ slightly as not all of these require review by both divisions.

1. Information not available. Being addressed through finalization of business license module of New World financial system and implementation of new permit system (Accela).

City of Reno, Nevada Section III-137 2008/2009 Budget

Community Development Program & Service Management Program Summary

Program Code 0001 Program Purpose: To plan, administer and coordinate the resources necessary to ensure cost effective and efficient provision of Reno’s Community Development Department. Strategic Goals Addressed: Infrastructure Well-Kept,

5-Year Program Goals 1. Enhanced level of services. Strategy A: Use technology to enhance existing services and increase service levels in the future by providing most services to the customer from any location, at any time of the day and any day of the week (i.e., enhance “The Virtual Permit Place”). Strategy B: Analyze City service models and the use of new technology to provide services to citizens and recommend and implement approaches that better serve a growing City. Strategy C: Develop and implement succession planning and career planning in each division in Community Development to assure advance planning occurs for retirement vacancies. Strategy D: Implement a Management Development program that equips leaders to become effective managers to enhance internal recruitment for supervisory and management positions. Strategy E: On an ongoing basis examine and revise internal systems and processes to empower staff to more effectively and rapidly respond to changing conditions (e.g., labor market, changes in the economy, etc.) while maintaining necessary accountability and control. Program Budget Summary

Program and Service Mgmt. 2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $488,748 $564,961 $574,987 $574,987 Full-Time Equivalents 3.00 3.00 3.00 3.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None.

City of Reno, Nevada Section III-138 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Continue to work closely with each division to reduce expenditures. 2. Develop new customer service training program and process to monitor customer service. Ongoing Program Objectives 1. Ensure expenditures submitted by the department are legal, appropriate, and in accordance with budget provisions and fund policies. 2. Utilize permit tracking software to evaluate and allocate resources to improve (i.e., reduce) plan checking time. 3. Provide Permit Place services 24 hours per day/7 days per week so citizens can use the Internet to: a. See the Master Plan and maps; b. Submit applications for zoning changes; c. Submit building permit applications; d. File a code complaint; and e. Receive comments and status reports from staff; and f. Complete a building permit survey. 4. Monitor and improve new permit software (Accela).

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of performance measures met in all 89% 84% 88% 83% 90% department programs.

Percentage of program service objectives met 86% 73% 83% 75% 86% in all department programs.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-139 2008/2009 Budget

Finance

Finance Department

Payroll Financial Planning Revenue Collections Accounting Organizational Support

FTEs Regular 33.25 Temporary (not shown) 0.00 Total 33.25

City of Reno, Nevada Section III-140 2008/2009 Budget

Finance Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Accounting$ 708,436 $ 663,950 $ 713,589 $ 713,589 7.48% Payroll 307,903 227,386 234,713 234,713 3.22% Financial Planning 319,313 431,621 435,022 435,022 0.79% Organizational Support 384,196 377,248 362,140 362,140 -4.00% Revenue Collections 1,603,842 1,823,126 1,744,709 1,782,009 -2.26% Total$ 3,323,690 $ 3,523,331 $ 3,490,173 $ 3,527,473 0.12%

Expense Type:

Salaries and Wages$ 1,642,993 $ 1,734,265 $ 1,832,662 $ 1,832,662 5.67% Employee Benefits 669,989 783,564 811,869 811,869 3.61% Services and Supplies 1,010,708 1,005,502 845,642 882,942 -12.19% Capital Outlay - - - - - Total$ 3,323,690 $ 3,523,331 $ 3,490,173 $ 3,527,473 0.12%

Funding Sources:

General Fund$ 2,459,046 $ 2,440,639 $ 2,509,333 $ 2,509,333 2.81% Sewer Fund 864,644 1,082,692 980,840 1,018,140 -5.96% Total$ 3,323,690 $ 3,523,331 $ 3,490,173 $ 3,527,473 0.12%

City of Reno, Nevada Section III-141 2008/2009 Budget

2006/07 Actual Expenses

Accounting 21.3%

Payroll Revenue Collections 9.3% 48.3%

Financial Planning Organizational 9.6% Support 11.6% 2007/08 Approved Budget

Accounting 18.8%

Payroll 6.5%

Financial Planning Revenue Collections 12.3% 51.7% Organizational Support 10.7%

2008/09 Approved Budget

Accounting Payroll 20.2% 6.7%

Revenue Collections 50.5%

Financial Planning 12.3%

Organizational Support 10.3%

City of Reno, Nevada Section III-142 2008/2009 Budget

Finance Business Plan – Overview

Mission Statement: To provide fiscal services to the City; to manage City resources in a responsible manner; to provide financial management information to the Council, City Manager, department heads, and the public.

Overview The Finance Department is responsible for properly accounting for all financial activity including the preparation of City’s annual and other financial reports, maintaining the general fixed asset inventory, managing debt payments and new debt issuances, paying obligations owed by the City including payroll, ensuring that all businesses operating in the City are properly licensed and that all charges related to sewer use are properly billed and collected, providing cash and investment management services in accordance with the City’s adopted investment policy, and billing customers for miscellaneous fees and charges. The department assists the City in maintaining financial stability by conducting multiple-year fiscal analysis and preparing the City’s annual budget and Capital Improvement Plan, including providing technical assistance to departments and producing state-required budget documents. Top Accomplishments for FY2007/08 1. Completed the refinancing/debt restructuring of the Redevelopment Agency debt that allowed the Agency to reduce its annual debt service requirements. 2. Implemented the updated cost allocation process and new fees, including new fee methodologies, resulting from the new Cost Allocation Plan and Fee Study. 3. Implemented online bill paying system for sewer bills. 4. Streamlined procedures for tracking unclaimed property and remitting to the State of Nevada. Major Issues and Strategies for FY2008/09 1. Complete implementation of fiscal model program to improve financial analysis process. 2. Initiate process to implement online bill paying system for payment of business licenses and miscellaneous invoices. 3. Implement the electronic module that will allow employees to view and print bi-weekly pay stubs, resulting in time and cost savings, and reduction in use of paper.

City of Reno, Nevada Section III-143 2008/2009 Budget

Finance Service Programs Five Year Goals and FY 2008/09 Program Budget

The Finance budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 33.25 Employees by Program

Revenue Accounting, 8.70 Collection (Sewer & Business Licenses), 14.75 Financial Planning, 3.70 Organizational Support, 3.85 Payroll, 3.00

City of Reno, Nevada Section III-144 2008/2009 Budget

Finance Accounting Program Summary

Program Code: 0410 Program Purpose: Provision of timely and accurate operational accounting and financial services in compliance with governmental accounting standards, City policies and procedures, other legal requirements; and management of debt payments and new debt issues. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Comprehensive, consistent, efficient and user-friendly operating procedures for disbursement and other accounting-related activities. Strategy A: Continue comprehensive training program for internal and external employees on disbursement procedures to ensure accuracy and consistency. Strategy B: Review newly offered modules for the financial system to determine whether their implementation would increase efficiencies or otherwise benefit the operations of the Department or City as a whole. Strategy C: Continue cross training program to ensure accurate and timely processing and dissemination of accounting information. Strategy D: Develop periodic review process to ensure that accounting best practices are incorporated into business practices. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $708,436 $663,950 $713,589 $713,589 Full-Time Equivalents 8.70 8.70 8.70 8.70 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years. FY 08/09 Program Service Objectives 1. Research the feasibility of implementing the Contract Accounting Module offered by New World Systems.

City of Reno, Nevada Section III-145 2008/2009 Budget

2. Work with other departments to determine the need for enhancements to the financial system. 3. Cross-train accounting staff on the preparation of the Comprehensive Annual Financial Report. Ongoing Program Objectives 1. Accurate and timely presentation of financial information. 2. Compliance with all City policies and procedures as well as Federal, State and other local reporting requirements. 3. Preparation of the Comprehensive Annual Financial Report by December reporting deadline. 4. Receive unqualified opinion from external auditors and Certification of Achievement in Financial Reporting from the Government Finance Officers Associations. 5. Provide training for City employees on accounts payable policies and procedures.

City of Reno, Nevada Section III-146 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Unqualified audit opinion obtained for the Yes Yes Yes Yes Yes Comprehensive Annual Financial Report.

Annual Certificate of Achievement in Yes Yes Yes Yes Yes Financial Reporting from the Government Finance Officer’s Association obtained.

Accuracy percentage of information input into 100% 100% 100% 98% 100% system compared to source documents.

Number of days required to complete 1099 7 7 14 N/A 14 process. End of Year Measure

Number of duplicate vendor payments. * 48 27 0 14 5

Average number of weekly A/P invoices 636 605 700 588 700 processed (1)

Number of formal inter-department 2 1 1 0 1 disbursement training sessions completed.

Percentage of prior year management letter 90% 100% 100% N/A 100% comments resolved.

Number of departments where disbursement 11 18 (2) (2) (2) practices were audited for compliance with procedures.

Percent of invoices per week with incorrect (3) (3) < 3% 6% < 3% coding, returned to departments for correction

Percentage of updated and formally 40% 40% 80% 40% 80% documented user-related accounting procedures available on the Intranet.

Accuracy percentage of construction and other 100% 100% 100% 100% 100% contracts reconciled to the disbursement system and source documents.

Average number of annual vendor complaints 29 33 10 13 10 of incorrect payment. *

Performance Measures: Notes * Corrective actions must be taken at department level. 1. FY 07/08 target reduced due to TMWA invoices no longer being processed by the City of Reno. 2. Measure deleted FY 06/07; replaced by one below. 3. New measure added FY 07/08 to indicate success of training sessions.

City of Reno, Nevada Section III-147 2008/2009 Budget

Finance Financial Planning Program Summary

Program Code: 0420 Program Purpose: Maintenance of financial stability; enhancement of multiple- year fiscal analysis; coordination of the planning process for the annual budget and Capital Improvement Plan; distribution of intergovernmental revenues; and provision of financial updates. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Establishment of formal, comprehensive and consistent budget development process to ensure fiscal stability. Strategy A: Develop formal on-going process to monitor and analyze events and issues that have a fiscal impact on the City of Reno. Strategy B: Develop formal training process to ensure that internal and external employees are familiar with budget procedures. Strategy C: Continual monitoring of budget procedures to ensure that they are consistent with best budget practices. Strategy D: Develop effective, accurate, and timely process for determining the impacts of internal and external service consolidation. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $319,313 $431,621 $435,022 $435,022 Full-Time Equivalents 3.70 3.70 3.70 3.70 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Full implementation of position budgeting module in financial system, with associated internal controls. 2. Assist with the modification and update of the long-term financial strategic plan.

City of Reno, Nevada Section III-148 2008/2009 Budget

Ongoing Program Objectives 1. Ensure compliance with State requirements for budget reports by meeting legal requirements for timely reporting. 2. Maintain or increase bond rating for new debt issues. 3. Review existing debt for opportunities to reduce debt service costs to the City. 4. Provide monthly financial position updates to Council and City Manager. 5. Training for City employees of budget policies and procedures. 6. Complete indirect cost allocation process by December. 7. Complete mid-year budget analysis by February. 8. Provide services for debt administration. 9. Obtain GFOA Distinguished Budget Presentation Award. 10. Periodic audits of departments to ensure budgetary compliance. 11. Provide departments with a fiscal structure and guidance to achieve their program objectives.

City of Reno, Nevada Section III-149 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Tentative and State Budget submitted timely Yes Yes Yes Yes Yes and in compliance with State requirements.

Complete Budget, CIP and Budget-in- Brief by No No Yes No Yes August 31st each year

Distinguished Budget Presentation Award Yes Yes Yes Yes Yes received.

Percentage of respondents reporting on the City’s internal customer service survey that budgeting services rate excellent or good: A) Quality A) 92% A) 85% A) 92% N/A A) 92% B) Timeliness B) 91% B) 80% B) 92% Survey Done in B) 92% C) Overall Satisfaction C) 92% C) 85% C) 92% June C) 92%

Accuracy percentage of forecasted revenue 98% 99% 95% 85% 95% budget estimates in General Fund.

Accuracy percentage of forecasted revenue 95% 90% 95% 85% 95% budget estimates in all Other Funds.

Number of inter-department budget training 5 5 5 8 5 sessions completed.

Accuracy percentage of information input into 100% 100% 100% 100% 100% system compared to source documents.

Number of internal processes analyzed and 2 0 2 1 1 improved.

Number of external processes analyzed and 1 1 2 0 1 improved.

Number of budget practices audited for 3 2 4 1 2 compliance with procedures.

Percentage of updated and formally 100% 100% 100% 100% 100% documented user-related budgeting procedures available on the intranet.

Percent of time accurate budget augmentation 50% 25% 85% 33% 85% reports presented to Council by the second meeting of the month.

Percentage that financial reports are completed 67% 75% 75% 83% 83% and provided to Council, City Manager, and Departments within 45 days of month end.

Number of audits of departments completed to 13 3 5 7 6 ensure that payroll system and position control system is reconciled.

City of Reno, Nevada Section III-150 2008/2009 Budget

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-151 2008/2009 Budget

Finance Organizational Support Program Summary

Program Code: 0425 Program Purpose Provision of efficient and timely support services to City departments including identification of effective procurement opportunities, compliance with laws, and distribution of mail. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Fully automated and efficient procurement process. Strategy A: Finalize development of optical imaging system’s application to procurement. Strategy B: Develop formal, comprehensive and consistent training program to ensure maximum compliance with purchasing policies and procedures. Strategy C: Implement process to maximize use of procurement discounts and other procurement savings opportunities. Strategy D: Continual monitoring of procurement procedures to ensure that they are consistent with best procurement practices. 2. Efficient mail delivery process. Strategy A: Complete comprehensive analysis of mail processing function to identify areas that may be improved. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $384,196 $377,248 $362,140 $362,140 Full-Time Equivalents 3.85 3.85 3.85 3.85 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy.

FY 08/09 Program Service Objectives 1. Work with Departments to ensure compliance of Purchasing Policy.

City of Reno, Nevada Section III-152 2008/2009 Budget

2. Implement “Green” portion into Purchasing Policy and develop a tracking program for compliance. 3. Work with vendors to develop “green” options for departmental purchases. Ongoing Program Objectives 1. Ensure compliance with State and local purchasing requirements. 2. Analyze commodities purchased for potential efficiencies through competitive bidding. 3. Analyze other governmental entities practices for improvements in efficiencies in day-to- day operations. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Delivery of mail within one workday. 99% 99% 100% 99% 100%

Number of commodities identified for bidding 5 4 5 2 5 opportunities.

Percentage of respondents reporting on the City’s internal customer service survey that purchasing/procurement services rate excellent or good: A) Quality A) 94% A) 89% A) 97% N/A A) 97% B) Timeliness B) 94% B) 90% B) 97% Survey Done in B) 97% C) Overall Satisfaction C) 95% C) 90% C) 97% June C) 97%

Number of purchase orders reviewed for 2,159 1982 2,500 986 2,200 accuracy.

Number of inter-department purchasing 5 5 6 3 8 training sessions completed.

Accuracy percentage of vendor information in 96% (1) 100% (1) (1) data base.

Accuracy percentage of mail delivery. 98% 98% 100% 98% 100%

Percentage of updated and formally 100% 100% 100% 100% 100% documented user-related procurement procedures available on the intranet.

Average number of responses to formal bids. 4 5 6 6 6

Number of discounts negotiated on purchases. 5 6 10 4 10

Performance Measures: Notes 1. Measure deleted FY 08/09. Procedures and measures are performed in the Accounting program.

City of Reno, Nevada Section III-153 2008/2009 Budget

Finance Payroll Program Summary

Program Code: 0415 Program Purpose: Provision of accurate and timely payroll services for City employees. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Establishment of an efficient, effective and user-friendly payroll process. Strategy A: Implement the electronic module that will allow employees to view and print bi-weekly paystubs, resulting in time and cost savings. Strategy B: Continue formal, comprehensive and consistent training program to ensure maximum understanding and compliance with payroll policies and procedures. Strategy C: Continually monitor of payroll procedures to ensure that they are consistent with best practices and legal requirements. Strategy D: Review newly offered modules for the financial system to determine whether their implementation would increase efficiencies or otherwise benefit the operations of the Payroll Division or City as a whole

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $307,903 $227,386 $234,713 $234,713 Full-Time Equivalents 3.00 3.00 3.00 3.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Prepare a cost-benefit analysis of acquiring an automated time tracking system. 2. Work with other departments to determine the need for enhancements to the Human Resources Module of the financial system.

City of Reno, Nevada Section III-154 2008/2009 Budget

Ongoing Program Objectives 1. Prepare and issue payroll checks for City employees on a bi-weekly basis. 2. Ensure compliance with applicable City policies and procedures and Federal, State, and other local payroll-related regulations. 3. Modify and update payroll policies and procedures necessitated by revisions or updates made to the financial system. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Accuracy percentage of information input into 100% 99% 100% 99% 100% system compared to source documents.

Percentage of updated and formally 5% 0% 50% 0% 80% documented payroll procedures available on (2) (2) the Internet and intranet.

Average number of employee complaints of 6 5 11 1 <10 incorrect paycheck.

Number of formal inter-department payroll 5 2 2 1 2 training sessions completed.

Average time to process labor agreement 15 days 45 days 30 days 15 days 30 days changes.

Average time to process W2’s. 30 days 30 days 30 days N/A 30 days End of Year Measure

Average response time to employee inquiries. 24 hrs 24 hrs 2 working days 1.5 working 2 working days days

Average time to input employee-initiated 48 hrs 24 hrs 2 working days 2 working days 2 working days change of information requests.

Average time to input Performance and Payroll Action Forms (P&P’s) after receipt from (1) (1) 2 pay periods 1 pay period 2 pay periods department

Performance Measures: Notes 1. New Measure added FY 07/08. 2. Due to retirement of long term employee and implementation of new labor contracts, documentation of procedures had been delayed.

City of Reno, Nevada Section III-155 2008/2009 Budget

Finance Revenue Collections Program Summary

Program Code: 0450 Program Purpose: Development and enhancement of existing and potential financial resources by ensuring applicable license and sewer use fees are properly billed and collected, cash is invested within regulatory constraints, and compliance with licensing codes is facilitated through impartial and courteous service. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Establishment of an efficient, effective and user-friendly business licensing process. Strategy A: Identify business licensing process improvements through metrics comparisons, best practice identification, and customer surveys. Strategy B: Maximize use of optical imaging system in business licensing departmental approval process by linking to license module. Strategy C: Establish formal business audit process to ensure businesses are familiar and complying with business licensing regulations. Strategy D: Continual monitoring of business licensing procedures to ensure that they are consistent with best practices. 2. Establishment of an efficient, effective and user-friendly sewer billing process. Strategy A: Identify sewer billing process improvements through metrics comparisons, best practice identification, and customer surveys. Strategy B: Expand electronic deposit of sewer payments to more efficiently and accurately deposit City funds in a timely manner. Strategy C: Implement sewer billing program that provides payment options to users for billing frequency. Strategy D: Continual monitoring of sewer billing procedures to ensure that they are consistent with best practices.

City of Reno, Nevada Section III-156 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,603,842 $1,823,126 $1,744,709 $1,782,009 Full-Time Equivalents 13.50 14.00 14.00 14.00 Funding Sources General and Enterprise General and Enterprise General and Enterprise General and Enterprise Funds Funds Funds Funds

Program Changes 1. Funding reduced due to over-budgeting prior year in services and supplies. FY 08/09 Program Service Objectives 1. Continue review of billing processes City-wide to ensure billings and collections are centralized and coordinated. 2. Initiate process to implement online bill paying system for payment of business licenses and miscellaneous invoices.

Ongoing Program Objectives 1. Invest cash to maximize earnings within regulatory constraints. 2. Facilitate compliance with business license laws through gross receipts verifications of licensees. 3. Review and revise, where applicable, the business license code to reduce confusion and enhance compliance. 4. Maintain an effective and efficient sewer billing process. 5. Maximize municipal accounts receivable collections through thorough and courteous service. 6. Continue cross training programs in business licensing and sewer billing to ensure consistent application of process and system requirements.

City of Reno, Nevada Section III-157 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage that actual pool investment earning 100% 100% 100% 100% 100% met or exceeded investment policy bench mark during the month.

Accuracy percentage of information input into 98% 97% 100% 97% 100% system compared to source documents.

Average response time for customer inquiries. 12 hrs 24 hrs 24 hrs 8 hrs 12 hrs (1)

Number of business license audits completed. 90 95 110 55 110

Percentage of updated and formally 100% 100% 100% 100% 100% documented user-related business licensing procedures available on the intranet and internet

Percentage of updated and formally 100% 100% 100% 100% 100% documented sewer billing procedures available on the Internet and intranet.

Percentage of updated and formally 100% 100% 100% 100% 100% documented accounts receivable procedures available on the intranet.

Average delinquency days of miscellaneous 45 days 45 days 45 days 45 days 45 days accounts receivable.

Average collection rate of miscellaneous 90% 85% 95% 60% 95% receivables.

Percentage of completion of investment report 85% 83% 95% 92% 95% by the 15th of the month.

Performance Measures: Notes

1. Target reduced in FY 08/09 from 24 to 12 hours due to approval of additional position in FY 07/08.

City of Reno, Nevada Section III-158 2008/2009 Budget

Fire Department

Program and Service Fleet Maintenance Safety and Training Emergency Operations Fire Prevention Management

FTEs Regular 384. 70 Temporary (not shown) 0.00 Total 384.70

City of Reno, Nevada Section III-159 2008/2009 Budget

Fire Department Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Emergency Operations$ 45,375,803 $ 45,943,650 $ 48,316,872 48,316,872 5.17% Fire Prevention 2,117,725 2,458,398 2,503,956 2,503,956 1.85% Fleet Maintenance 1,877,733 1,729,301 1,776,063 1,776,063 2.70% Program and Service Mgt. 2,074,193 2,272,020 2,092,167 2,092,167 -7.92% Safety and Training 982,954 1,154,899 1,158,608 1,158,608 0.32% Total$ 52,428,408 $ 53,558,268 $ 55,847,666 $ 55,847,666 4.27%

Expense Type:

Salaries and Wages$ 32,907,772 $ 34,129,400 $ 36,314,504 $ 36,314,504 6.40% Employee Benefits 14,263,895 15,272,909 15,860,824 15,860,824 3.85% Services and Supplies 4,363,352 3,875,959 3,422,338 3,422,338 -11.70% Capital Outlay 893,388 280,000 250,000 250,000 -10.71% Total$ 52,428,408 $ 53,558,268 $ 55,847,666 $ 55,847,666 4.27%

Funding Sources:

General Fund$ 39,624,357 $ 40,498,136 $ 41,953,666 $ 41,793,120 3.59% TMFPD$ 12,804,051 $ 13,060,132 $ 13,894,000 $ 14,054,546 6.38% Total$ 52,428,408 $ 53,558,268 $ 55,847,666 $ 55,847,666 4.27%

City of Reno, Nevada Section III-160 2008/2009 Budget

2006/07 Actual Expenses

Program and Service Safety and Training Mgt. 1.9% 4.0% Fire Prevention 4.0%

Fleet Maintenance Emergency Operations 3.6% 86.5%

2007/08 Approved Budget

Program and Service Safety and Training Mgt. 2.2% 4.2% Fire Prevention Fleet Maintenance 4.6% 3.2%

Emergency Operations 85.8%

2008/09 Approved Budget

Program and Service Safety and Training Mgt. 2.1% Fire Prevention 3.7% 4.5%

Fleet Maintenance 3.2%

Emergency Operations 86.5%

City of Reno, Nevada Section III-161 2008/2009 Budget

Fire Department Business Plan – Overview

Mission Statement: To provide the citizens and visitors of Reno and the contracted service area of Truckee Meadows Fire Protection District with the best possible service. Our services will be delivered effectively and efficiently by highly trained and courteous professionals using modern techniques and equipment. We will actively work with the citizens of our service area and continually seek new opportunities in providing for public safety. We shall strive to meet these challenges by constantly reevaluating our service delivery goals and methods. We will be identified by our dedication and pride in service.

Overview The Fire Department provides primary, rapid intervention in a wide array of natural and human-created emergency situations, including: fires, technical rescues, medical emergencies, water rescues, and hazardous material releases. Additionally, the department administers numerous programs in Fire Prevention, including school programs, CPR training, baby-sitter training, as well as developing, adopting and enforcing life and safety regulations and emergency plans. The Fire Department utilizes a network of eighteen (18) career fire stations and eleven (11) volunteer fire stations strategically placed throughout the service area to allow effective response to all service areas within acceptable times.

Top Accomplishments for FY2007/08 1. Recovered more than $1,775,000 in reimbursements for wildland fire responses for FY 06/07. 2. Received $613,640 in grant funds from the Department of Homeland Security for the purchase of Fire Department personal protective equipment and Urban Search and Rescue Team training. 3. Opened and staffed the Somersett fire station in July 2007. 4. Started the planning process for the move of the downtown fire station to facilitate rehabilitation of the downtown area via a baseball stadium and retail shop complex. Major Issues and Strategies for FY2008/09 1. Evaluate and plan for extending the Department’s high level of service to existing service areas as the downtown core demand for service increases and future demand rises as new and existing high density residential development accelerates. 2. Research and develop funding strategies for replacement and remodeling of aging stations (40 plus years old).

City of Reno, Nevada Section III-162 2008/2009 Budget

3. Focus on continuing to improve response and regional cooperation of the integration and refinement of the 800 MHz system, regional interagency communications and Tiburon Dispatching System, in conjunction with the Communications and Technology department. 4. Continue discussions, joint planning and development of interlocal agreements with our Local, State and Federal partners to determine the most effective and efficient fire protection for the shared and adjacent areas of responsibility, with consideration given to the National Fire Plan. 5. Improve the Department’s emergency response capability by enhancing training, patient assessment skills, quality assurance and quality improvement programs. 6. Develop strategies to provide effective protection of properties within the wildland urban interface areas through active pre-suppression and efficient suppression activities, as well as continued use and support for the Federal Emergency Management Agency (FEMA) and Fire Management Assistance Grant (FMAG) process.

City of Reno, Nevada Section III-163 2008/2009 Budget

Fire Department Service Programs Five Year Goals and FY 2008/09 Program Budget

The Fire Department budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 384.70 Employees by Program

Program and Safety and Service Training, 5.00 Management, 16.00 Fire Prevention, 16.70

Fleet Maintenance, 6.00

Emergency Operations, 339.00

City of Reno, Nevada Section III-164 2008/2009 Budget

Fire Department Emergency Operations Program Summary

Program Code: 0920 Program Purpose: To enhance the health, safety, and welfare of the community; and provide timely response to emergency calls for service including emergency medical, fire, rescue, haz-mat mitigation and disaster response. Strategic Goals Addressed: Infrastructure Well-Kept and Neighborhood Excellence

5-Year Program Goals 7. Provide efficient and effective emergency operations services. Strategy A: Evaluate Departmental Emergency Operations utilizing best practices as benchmarks to improve service delivery and levels of service. Strategy B: Locate and construct a new downtown fire station that provides the best possible response times and coverage base on best practices of the industry. Strategy C: Develop criteria for new construction that provides threshold requirements for contractors and construction projects to construct facilities and provide equipment to provide the City standard of coverage to mitigate new construction impacts. Strategy D: Continue to seek grant funding for equipment, training, and life-safety programs. 8. Enhance the life safety and survivability of life and property in the wildland Urban Interface areas of the City and the area served by the Reno Fire Department Strategy A: Develop a phased approach to wild land clearance and construction regulations, with the Fire Prevention Division, that provides survivability and increased success of initial attack. Strategy B: Enhance the equipment, training, and response capabilities of the department responders. Strategy C: Cultivate cooperative agreements and support neighboring departments to provide a cooperative approach to suppressing major wildland fires. Strategy D: Develop a coordinated fuels management program for public owned property and enable private land owners to help themselves make their properties fire resistant and enhance survivability during a wildland incident. Strategy E: Participate in the development and implementation of the Nevada State Mutual Aid Plan.

City of Reno, Nevada Section III-165 2008/2009 Budget

9. Develop a fire facility replacement/improvement plan to maintain aging station infrastructure and assure current locations appropriate with development and response patterns. Strategy A: Identify Capital needs for existing Fire Facilities. Strategy B: Verify appropriate locations of existing stations and program new locations needed in concert with capital replacement planning. 4. Using best industry practices and assessments verify current capabilities and identify how to improve the standing of the Reno Fire Department. Strategy A: Conduct Standards of Cover Assessment as part of the departmental Strategic plan with an eye to becoming a Class I department, the highest recognized class. Strategy B: Prepare for next Insurance Services Office (ISO) rating period to obtain a lower risk rating resulting in improved fire insurance rates for the citizens within the service areas. Strategy C: Utilize tools as in Strategies A and B to provide a value added service to the City and its citizens. Strategy D: Investigate, design, implement, and monitor the ongoing effectiveness of a Fire Company Inspection Program (FCIP), as recommended in the audit.

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $45,375,803 $45,943,650 $48,316,872 $48,316,872 Full-Time Equivalents 339.00 339.00 339.00 339.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Implement performance and accountability standards for Company Officers for accurate data recording activities. 2. Develop an internal evaluation process for fuel mitigation jointly with Sierra Fire District. 3. Implement expanded Emergency Medical Technician I (EMT) capabilities, as recommended in the audit. 4. Implement and develop the company officer training certification program to enhance training provided to the line staff. 5. Investigate, design and implement a Fire Company Inspection Program (FCIP).

City of Reno, Nevada Section III-166 2008/2009 Budget

Ongoing Program Objectives 1. Provide timely response to calls for service, consistent with performance measures. 2. Take appropriate action to extinguish fires and mitigate other emergencies. 3. Pursue allowable cost recovery for emergency services provided. 4. Continuously improve the operational capability of emergency response personnel. 5. Maintain a current emergency management/response plan and train regularly. 6. Continue to maximize benefits associated with mutual aid cooperative agreements, for major emergencies, and provide appropriate support to neighboring jurisdictions. 7. Expand Fire protection services into newly developed areas of the city, as well as redefine service plans for downtown core expansion. 8. Coordinate internal and external resources at critical incidences through continued use of the unified command system.

City of Reno, Nevada Section III-167 2008/2009 Budget

Performance Measures:

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of calls for service and percent 24,768 33,408 36,000 18,470 36,000 attributable to: A) Emergency medical A) 65% A) 66% A) 75% A) 67% A) 75% B) Fire B) 4% B) 4% B) 5% B) 3% B) 5% C) Rescue C) 1% C) 1% C) 1% C) 1% C) 1% D) Hazmat and/or Hazardous Conditions D) 3% D) 3% D) 3% D) 2% D) 3% E) Other E) 27% E) 27% E) 16% E) 27% E) 16%

Total number of fire emergencies and number and percent responded to from dispatch to 1,112 1,335 1,500 558 1,500 arrival as indicated below: * A) City of Reno A) 773 A) 956 A)1,050 A) 396 A)1,050 1) Transitional – 6 minutes 1) 62 / 84% 1) 132 / 86% 1) 85% 1) 56 / 83% 1) 85% 2) Urban – 5 minutes 2) 711 / 82% 2) 819 / 82% 2) 85% 2) 340 / 82% 2) 85%

B) TMFPD B) 339 B) 379 B) 450 B) 162 B) 450 1) Rural – 7 minutes 1) 28 / 55% 1) 25 / 45% 1) 60% 1) 10 / 50% 1) 60% 2) Transitional – 6 minutes 2) 41 / 64% 2) 180 / 65% 2) 65% 2) 77 / 66% 2) 65% 3) Urban – 5 minutes 3) 270 / 79% 3) 174 / 79% 3) 85% 3) 75 / 79% 3) 85%

Total number of emergency medical calls and number and percent responded to from 21,418 22,021 24,000 11,969 24,000 dispatch to arrival as indicated below: * A) City of Reno A) 17,325 A) 17,595 A) 20,400 A) 10,114 A) 20,400 1) Transitional – 6 minutes 1) 1,075 / 86% 1) 1,256 / 85% 1) 85% 1) 660 / 86% 1) 85% 2) Urban – 5 minutes 2)16,250 / 81% 2) 16,339/81% 2) 85% 2) 9,454 / 80% 2) 85%

B) TMFPD B) 4,093 B) 4,426 B) 3,600 B) 1,855 B) 3,600 1) Rural – 7 minutes 1) 100 / 56% 1) 140 / 55% 1) 60% 1) 30 / 55% 1) 60% 2) Transitional – 6 minutes 2) 485 / 68% 2) 1,861 / 69% 2) 70% 2) 610 / 68% 2) 70% 3) Urban – 5 minutes 3) 3,508 / 80% 3) 2,425 / 80% 3) 85% 3) 1,215 / 82% 3) 85%

Number of structure fires: 137 124 <200 141 <200 A) Percent confined to room of origin A) 65% A) 60% A) 90% A) 68% A) 90% B) Percent confined to structure B) 26% B) 35% B) 9% B) 30% B) 9% C) Percent spread beyond structure C) 5% C) 5% C) 1% C) 2% C) 1%

Dollar amount billed and percent recovered $0 / 100% (1) from hazmat/rescues.

Percentage of ground ladder testing performed 100% (1) according to schedule.

Performance Measures: Notes

∗ Performance measure redesigned in FY 07/08 to reflect additional information regarding City of Reno vs. Truckee Meadows Fire Protection District (TMFPD) response times. Prior year data provided where available. 1. Measure deleted FY 06/07.

City of Reno, Nevada Section III-168 2008/2009 Budget

Fire Department Fire Prevention Program Summary

Program Code: 0900

Program Purpose: To enhance the safety of residents and visitors to the Reno area, minimize the loss of life and property caused by fires, hazardous materials incidents and other accidents through education of the public, code application and inspection of facilities.

Strategic Goals Addressed: Informed and Involved Citizenry

5-Year Program Goals 1. Provide Fire Prevention services based on positive interaction with citizens and neighborhoods. Strategy A: Reduce demand for emergency services by providing specialized services focused on fire prevention and education. Strategy B: Reduce fires and hazardous materials incidents through public education programs and by conducting timely and efficient plan review, permitting, and inspection of facilities. Strategy C: Develop a phased approach to wildland interface clearance development to reduce fire hazards in wildland/urban interface areas, in conjunction with the Emergency Operations Division. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,117,725 $2,458,398 $2,503,956 $2,503,956 Full-Time Equivalents 16.70 17.70 17.70 17.70 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Fire Prevention Inspector position transferred from Community Development during the FY 07/08 Fiscal Year. FY 08/09 Program Service Objectives 1. Increase fire inspections in high density areas; i.e., downtown Reno core. 2. Implement the Citizens Helping Inform Educate Fire Safety (CHIEFS) program, similar to the Police Department’s SAVE program.

City of Reno, Nevada Section III-169 2008/2009 Budget

3. Develop a hydrant repair, identification, computer data entry program, to decrease departmental budgetary costs. 4. Establish and implement an officer development program to provide training and monitoring for supervisory positions within the Fire Prevention Division. Ongoing Program Objectives 1. Limit injuries, loss of life, incidence of fires and hazardous materials accidents by conducting timely and efficient inspections of facilities, and by investigating causes of fires. 2. Limit damage to property and the environment from fires and hazardous materials incidents. 3. Maintain seven day turnaround time for Fire Department plan check review. 4. Continue to cooperate with other agencies to support youth safety and to improve public education presented jurisdictional wide in elementary schools and in adult safety classes. 5. Continue to enhance public information programs and customer services to accommodate the major internal and external growth. Continue to partner with Community Relations to provide timely information and service to the public. 6. Identify job fairs and staff booth space to emphasize minority and female applicants in non-traditional jobs within the Fire Department. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of structure fires per 1,000 in 137 / .65 124 / .77 <1.0 141/ .56 <1.0 population.

Number of reported fire related civilian 35 / 4 1 / 17 0 / 0 0 / 2 0 / 0 injuries/deaths total. (1)

Dollar amount of property loss and percent of $4,492,451 $8,374,998 <.1% $2,002,360 <.1% City’s assessed value damaged by fires. * .057% .11% .025% (2)

Dollar amount of property loss and percent of $1,219,950 $2,361,420 <.1% $911,900 <.1% Truckee Meadows Fire Protection District’s .041% .079% .031% assessed value damaged by fires. * (2)

Total number of fire inspections completed and number and percent completed for the 18,180 20,564 21,500 9,743 21,500 following entities: ** A) City of Reno A)14,201/ 78% A)14,771/ 72% A) 16,500/77% A) 6,085/ 62% A)16,500/ 77% B) City of Reno - New Construction B) 3,240/ 18% B) 5,156/ 25% B) 4,150/ 20% B) 3,381/ 35% B) 4,150/ 20% C) Washoe County C) 739/ 4% C) 637/ 3% C) 850/ 3% C) 277/ 3% C) 850/ 3%

Number of fire code deficiencies reported and 7,472 4,561 7,500 2,300 7,500 percentage corrected within 30 days. 91% 90% 100% 77% 100%

Performance Measures: Notes * Target represents national benchmark for incident/percentage of subject.

City of Reno, Nevada Section III-170 2008/2009 Budget

** Measure modified in FY 05/06 to specify entities fire inspections are being performed for 1. Number of deaths reflects the Mizpah fire incident on 10/31/2006. 2. Dollar amount of property loss associated with growth in development both in the City of Reno, as well as the Truckee Meadows Fire Protection District; numerous wildland fires; as well as several large critical incidences, such as the Mizpah fire event on 10/31/2006.

City of Reno, Nevada Section III-171 2008/2009 Budget

Fire Department Fleet Maintenance Program Summary

Program Code: 1216

Program Purpose: To ensure vehicle reliability and safety of employees using fire apparatus and equipment. Provide proactive and preventative maintenance and repair programs.

Strategic Goals Addressed Infrastructure Well-Kept

5-Year Program Goals 1. Maintain current fleet resources that will ensure the ability to provide efficient and effective Fire Department services. Strategy A: Provide adequate service levels based on workload factors, size, condition and age of the fleet. Strategy B: Provide fire mechanics with appropriate training, tools and resources to accomplish tasks timely, effectively and efficiently. Strategy C: Maintain a proactive approach to preventative maintenance of fire equipment. 2. Provide reliable and safe City/District fire vehicles and equipment. Strategy A: Replace aging emergency vehicle fleet in accordance replacement plan developed and approved in the City fire apparatus capital replacement program. Strategy B: Seek funding through federal grant programs to replace and/or add to fire apparatus owned by the City of Reno, Truckee Meadows Fire Protection District or Washoe County and assigned to volunteer fire stations. 3. New fleet maintenance facility. Strategy A: Research feasibility of a funding a maintenance facility. Strategy B: Research the feasibility of developing agreements and to perform work on behalf of other fire agencies in the region, through an enterprise fund program.

City of Reno, Nevada Section III-172 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,877,733 $1,729,301 $1,776,063 $1,776,063 Full-Time Equivalents 6.00 6.00 6.00 6.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Finalize implementation and utilization of maintenance management system to improve fleet maintenance operations. 2. Redefine and implement preventative maintenance scheduling to reduce time between the servicing of apparatus. 3. Research and provide staff training opportunities to promote fleet efficiency. Ongoing Program Objectives 1. Maintain fire equipment according to preventative maintenance scheduling and accomplish required annual pump testing and five-year aerial inspections in accordance with applicable schedules. 2. Partner with City’s Fleet Maintenance Shop to create program efficiencies. 3. Implement replacement schedules for light duty and heavy duty fleet; reducing old/outdated vehicles.

City of Reno, Nevada Section III-173 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of heavy fire apparatus assigned 54 / 97% 55 / 98% 55 / 100% 55 / 98% 55 / 100% to career fire stations and percent of monthly field preventative maintenance accomplished as scheduled.

Total number of heavy fire apparatus assigned 30 / 85% 30 / 85% 30 / 100% 30 / 75% 30 / 100% to volunteer fire stations and percent of field (1) (1) (1) preventative maintenance accomplished as scheduled.

Total number of light-duty vehicles and 124 / 93% 123 / 95% 124 / 100% 123 / 98% 123 / 100% percent of preventative maintenance accomplished as prescribed.

Total number of heavy fire apparatus and 84 / 70% 119 / 98% 84 / 100% 119 / 98% 119 / 100% percent of annual services/inspections accomplished according to schedule.

Percent of certification tests completed: A) 36 Pumpers (annual) A) 100% A) 90% A) 100% A) 59% A) 100% B) 5 Aerial ladders/snorkel (5 years) B) 100% B) 100% B) 100% B) 100% B) 100%

Percent of emergency apparatus that are 93% 95% 97% 93% 100% response ready at any given time (% of 119).

Performance Measures: Notes 1. Volunteer apparatus is often not delivered to Fleet personnel as scheduled, thus reducing the percent of services/inspections completed as scheduled.

City of Reno, Nevada Section III-174 2008/2009 Budget

Fire Department Program and Service Management Program Summary

Program Code: 0001

Program Purpose: To plan, administer and coordinate the resources necessary to ensure cost effective and efficient provisions of Reno Fire Department services.

Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Provide efficient and effective fire services. Strategy A: Foster and promulgate interagency agreements to enhance service delivery to citizens and visitors. Strategy B: Improve tracking/retrieval of data and information to effectively evaluate department finances, efficiency, customer service, leadership and communications. Strategy C: Develop a menu of statistical information utilizing best practices that are meaningful and provide the needed measurements for continuous improvement. Strategy D: Utilize exercise scenarios to perfect response to all risk incidents. Strategy E: Maintain and improve all risk service delivery through state of the art training programs. 2. Maintain resources necessary to provide efficient and effective fire services. Strategy A: Develop and stabilize financial resources, including actively seeking grant funding sources and researching the possibility of developing an enterprise fund structure for the Fleet Maintenance division. Strategy B: Participate in the City’s planning process for neighborhood oriented services by designing community meeting facilities into future fire station plans. 3. Enhance City and Regional Disaster/Emergency Management response. Strategy A: Improve and refine the departmental roles at both the City EOC and the Regional EOC, and ensure integration between the centers. Strategy B: Integrate the Department Operations Center (DOC) Concept into the City Emergency Plan. Strategy C: Rewrite and train City employees on a new EOC Operations Plan.

City of Reno, Nevada Section III-175 2008/2009 Budget

Strategy D: Participate in the Regional EOC Operational Plan. 4. Enhance the state of preparation for the occurrence of a City-wide emergency or any emergency within the City’s service area. Strategy A: Participate in City and regional emergency response planning, preparation, training and exercises. Strategy B: Develop and enhance regional interagency cooperation to facilitate the development of a Regional Urban Search and Rescue (USAR) team. Strategy C: Participate in Homeland Security planning and seek funding through appropriate grants. Strategy D: Incorporate homeland security procedures for community preparedness with other City departments. Strategy E: Coordinate with other agencies and departments to develop Citizen Emergency Response Teams, in order to assist in handling public safety concerns during major incidents. Strategy F: Continued participation in the development and implementation of the Nevada Emergency Management Compact. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,074,193 $2,272,020 $2,092,167 $2,092,167 Full-Time Equivalents 15.00 16.00 16.00 16.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Finalize the design for a replacement facility for the Emergency Coordination Center and participate in the construction and implementation process to bring this Center on-line in FY 08/09. 2. Hire and develop the new Emergency Management Administrator position for the City approved in FY 07/08, and have the Emergency Management Administrator develop and implement a plan to conduct City-wide emergency communications center exercises on an annual basis. 3. Assist with the design, construction and potential opening of the new South Meadows Fire Station #12.

City of Reno, Nevada Section III-176 2008/2009 Budget

Ongoing Program Objectives 1. Actively work with the citizens of Reno and Washoe County to seek new opportunities in providing for public safety. 2. Continue to be an active participant in discussions relative to regional fire service consolidation. 3. Submit grant applications as appropriate. 4. Continuously improve on data collection for all divisions within the Fire Department. 5. Assist in the regional efforts to improve and refine the Regional EOC Program. 6. Actively participate in Washoe-Local Emergency Planning Committee and the State Level Homeland Security Committee and seek pertinent grant and educational opportunities. 7. Negotiate and execute mutual aid agreements with outside entities for fire responses, reviewing and updating existing agreements on an annual basis. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of grant applications submitted and percentage of grants received for: A) City of Reno (1) A) 3 / 100% A) 3 / 100% A) 5 / 100% A) 3 / 100% B) Fire District/County B) 11/ 100% B) 3 / 100% B) 1 / 100% B) 3 / 100%

Number and percentage of regional disaster (1) 3 / 100% 2 / 100% 1 / 100% 2 / 100% exercises participated in.

Percentage of performance measures met in all 65% 78% 100% 74% 100% department programs.*

Percentage of annual program service 83% 85% 100% 71% 100% objectives met in all department programs. *

Dollar amount of emergency assistance $631,000 $1,775,000 $1,600,000 services provided to outside agencies: N/A A) Amount billed A) $1,975,000 Cannot predict B) Amount received B) $1,006,250 emergency (2) (2) (2) (2) occurrences

Performance Measures: Notes * Based on the final recommendations from the comprehensive department performance audit, the Department is continuing to evaluate existing performance measures for effectiveness and usefulness. Measures will be redesigned in FY 08/09. 1. New measure added FY 06/07. 2. Measure modified FY 08/09 to segregate amounts billed vs. amounts actually received. Previous years show amounts received only.

City of Reno, Nevada Section III-177 2008/2009 Budget

Fire Department Safety and Training Program Summary

Program Code: 0910

Program Purpose: To ensure a safe working environment by managing the department’s safety program / plan and train employees in the various aspects of their jobs.

Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Provide a safe working environment. Strategy A: Coordinate with Risk Management to assure that facilities, operations and equipment comply with recognized safety standards and regulations. Strategy B: Provide on-going training on the adopted Reno Fire Department Safety Plan. 2. Emergency service responders trained to provide optimum service to the public. Strategy A: Provide training for all employees in all job aspects, including but not limited to: safety, fire fighting, emergency medical, hazardous materials, water rescue and urban search and rescue training. Strategy B: Provide training for Company Officers to meet National Fire Protection Association (NFPA) fire officer qualifications in the areas of principles and practices, wildland/urban interface fire operations, building construction, incident safety officer and fire service instructor. Strategy C: Provide training for Fire Equipment Operators in the areas of apparatus operations to include engine pump operations and aerial operations. Strategy D: Provide driver training for all line personnel requiring State of Nevada Department of Transportation Commercial Driver’s Licenses (CDL), focusing on CDL requirements, accident avoidance, Code 3 driving, intersection safety, roll-over prevention and highway safety. Strategy E: Provide division level training to include Cardio Pulmonary Resuscitation (CPR) recertification, Pre-hospital life trauma life support, Self Contained Breathing Apparatus (SCBA) compliance, Ventilation drills, Truck company operations, Wildland refresher, and Wildland night drills. Strategy F: Provide specialized training for Water Entry Team, Hazmat Team, and Urban Search and Rescue Team; as well as Volunteers, Truckee Meadows, and Washoe County.

City of Reno, Nevada Section III-178 2008/2009 Budget

Strategy G: Increase knowledge, ability and skill level of entry-level firefighters to meet national certification levels. 3. Provide health, wellness, and fitness programs for emergency services personnel. Strategy A: Institute a comprehensive employee wellness program. Strategy B: Implement a continue-to-work program after injury or illness including: work skills verification; and completion of annual physicals and boosters; utilizing the NFPA Task #13 for returning to fire suppression activities. Strategy C: Continued development and implementation of the chaplaincy program. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $982,954 $1,154,899 $1,158,608 $1,158,608 Full-Time Equivalents 5.00 5.00 5.00 5.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Establish and implement Phase I of the Officer Development Program to provide opportunities for internal promotion and mentoring. 2. Implement training needed for Federal mandate for incident command. 3. Continue modifications to enhance the training records management system. 4. Restructure and implement an Explorer Post for local youth ages 14 through 18. Ongoing Program Objectives 1. Assure compliance with Federal and State regulations regarding job safety and health standards, and evaluate equipment, operating procedures and hazards in the work place. 2. Maintain a comprehensive program of standard training for career and volunteer/auxiliary members of the Department. 3. Assist the Civil Service Commission with implementation of entry-level and promotional examinations for the Fire Department. 4. Assure training/safety officers meet nationally recognized standards for Incident Safety Officer, and respond to all appropriate fire and rescue incidents, to ensure overall scene safety. 5. Provide and record company training, through the Company Officer Training Program, based on audit recommendations.

City of Reno, Nevada Section III-179 2008/2009 Budget

6. Continue the Fire Equipment Operator Certification Program for all drivers, both volunteer and career, increasing public and employee safety enroute to and on the fire ground and reducing apparatus maintenance costs. 7. Conduct additional City-wide training utilizing existing resources within the department, in areas of safety, SMITH drivers training, fire drills and fire extinguisher use. Performance Measures

TRAINING 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Average Total Training Hours Per Firefighter* A) Career A) 116 A) 113 A) 246 A) 130 A) 246 B) Volunteer B) 41 B) 44 B) 72 B) 20 B) 72 (1)

Number and percentage of career firefighters meeting departmental standards for specialty training hours. A) Hazardous Materials A) 37 / 100% A) 31 / 100% A) 33 / 100% A) 31 / 100% A) 31 / 100% B) Water Entry B) 31 / 100% B) 29 / 100% B) 30 / 100% B) 29 / 100% B) 29 / 100% C) Technical Rescue/Confined Spaces C) 32 / 100% C) 47 / 100% C) 33 / 100% C) 47/ 100% C) 47 / 100%

Number of hours delivered for Emergency Medical Services training per firefighter A) Career A) 16 A) 21 A) 30 A) 9 A) 30 B) Volunteer B) 8 B) 33 B) 36 B) 24 B) 44

Number of firefighters completing Fire Equipment Operator Certification * 18 11 24 11 24 A) Career A) 18 A) 11 A) 12 A) 11 A) 12 B) Volunteer B) 0 B) 0 B) 12 B) 0 B) 12

Number of firefighters completing Fire 8 11 12 11 12 Equipment Aerial Certification – Career Only (2)

Number and percent of firefighters meeting 163 / 322 33 / 329 100% 52 / 241 100% national standards for training hours** 50.6% 10% 21.6%

Total training hours delivered through the training division: A) Career A) 3,209 A) 2,745 A) 1,872 A) 1,299 A) 1,872 B) Volunteer B) 338 B) 472 B) 342 B) 224 B) 472 (3)

SAFETY 2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of lost work hours due to injury and 18,848 23,797 15,000 14,714 18,000 workers’ compensation incidents

Number of citations/fines and penalties paid 0 / $0 0 / $0 0 / $0 0 / $0 0 / $0 due to non-compliance to Federal and State laws.

Performance Measures: Notes

∗ In FY 06/07, performance measure separated into career and volunteer categories to better reflect the overall preparedness of the Department.

City of Reno, Nevada Section III-180 2008/2009 Budget

** Targets for average training hours per firefighter reflect national standards found in Insurance Service Office (ISO). 1. Based on ISO Standards, 240 hours Company Level training, 6 hours multi-company night drills. 2. Reflects reduction in backlog of firefighters needing to complete certification. 3. Based on audit recommendations, some company training is now being performed through the company officer training program, not the training division.

City of Reno, Nevada Section III-181 2008/2009 Budget

Human Resources

Workforce Planning Employee Services & Retention

Employee Relations

FTEs Regular 12.50 Temporary (not shown) 0.00 Total 12.50

City of Reno, Nevada Section III-182 2008/2009 Budget

Human Resources Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Employee Relations$ 506,703 $ 467,955 $ 566,324 $ 605,092 29.31% Employee Services 13,326,128 16,429,775 16,762,180 16,764,655 2.04% Workforce Planning & Retention 347,858 399,505 454,585 454,585 13.79% Total$ 14,180,689 $ 17,297,235 $ 17,783,089 $ 17,824,332 3.05%

Expense Type:

Salaries and Wages$ 796,628 $ 827,262 $ 954,729 $ 993,497 20.09% Employee Benefits 344,439 390,208 468,676 468,676 20.11% Services and Supplies 13,039,622 16,079,765 16,359,684 16,362,159 1.76% Capital Outlay - - - - - Total$ 14,180,689 $ 17,297,235 $ 17,783,089 $ 17,824,332 3.05%

Funding Sources:

General Fund$ 1,347,594 $ 1,431,890 $ 1,600,817 $ 1,639,585 14.50% Self-Funded Medical Funds 12,833,095 15,865,345 16,182,272 16,184,747 2.01% Total$ 14,180,689 $ 17,297,235 $ 17,783,089 $ 17,824,332 3.05%

City of Reno, Nevada Section III-183 2008/2009 Budget

2006/07 Actual Expenses

Workforce Planning & Retention 2.5% Employee Relations 3.6%

Employee Services 94.0%

2007/08 Approved Budget

Workforce Planning & Retention 2.3% Employee Relations 2.7%

Employee Services 95.0%

2008/09 Approved Budget

Workforce Employee Planning & Relations Retention 3.4% 2.6%

Employee Services 94.1%

City of Reno, Nevada Section III-184 2008/2009 Budget

Human Resources Business Plan – Overview

Mission Statement: To provide the City of Reno with efficient and effective customer service in the management of its human resources, labor/employee relations, and records services which subscribe to the principles of merit and fair and equal treatment of all persons concerned, while promoting the values of a diverse, appreciated, dedicated and empowered workforce.

Overview The Department of Human Resources is responsible for planning, coordinating and administering a comprehensive human resources management program for the City of Reno which includes the efficient and effective provision of: Employee Benefits: Administers the City’s benefit programs including group health care, life and long-term disability insurance programs, and deferred compensation. Employee Relations: Conducts contract negotiation with the City’s employee groups; administers the City’s employee discipline and employee relations program; and provides counsel and support to operating departments with regard to labor relations issues and contract interpretation. The overarching mission of this program is to provide services that aid in maintaining positive and collaborative relations with organization and non-represented employee groups. Workforce Planning and Retention: Administers plans and coordinates merit-based recruitments for positions exempt from the provisions of the civil service system. Also responsible for administering the City’s classification and compensation programs, including performing reclassification studies and working with departments regarding class specifications. Top Accomplishments for FY2007/08 1. Completion of Classification and Compensation Study. 2. Successfully Completed Negotiations with One Employee Organization which Resulted in a Collective Bargaining Agreement within the budget target. 3. Completed 62 recruitments for Calendar Year 2007. 4. Implemented monthly Benefit and Health and Wellness Information Newsletter to employees. Major Issues and Strategies for FY2008/09 1. Implementation of Classification and Compensation Study 2. Complete negotiations with one employee organization within the budget target. 3. Complete audit of City of Reno health plans.

City of Reno, Nevada Section III-185 2008/2009 Budget

4. Collaborate with Organizational Effectiveness and stakeholder groups to identify enhancements to the leadership development program and succession planning.

City of Reno, Nevada Section III-186 2008/2009 Budget

Human Resources Service Programs Five Year Goals and FY 2008/09 Program Budget

The Human Resources budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 12.50 Employees by Program

Employee Relations, 3.45 Workforce Planning and Development, 3.30

Employee Services, 5.75

City of Reno, Nevada Section III-187 2008/2009 Budget

Human Resources Employee Relations Program Summary

Program Code: 0680

Program Purpose: To establish and maintain positive and collaborative relations with organized and non-represented employee groups, facilitate the effective delivery of services through a consistent and cohesive approach to collective bargaining, agreement administration, and dispute resolution.

Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Sound and effective employee-management relationships. Strategy A: Represent the City in the negotiation of fair, equitable and fiscally responsible collective bargaining agreements, using the principles of interest-based bargaining. Strategy B: Provide for the timely, efficient, and effective disposition of grievances. 2. Efficient and effective City operations. Strategy A: Work with departments to ensure that collective bargaining agreements are administered in a fair and consistent manner with due regard to controlling operating costs and preserving the City’s right to manage. Strategy B: Administer the City’s corrective counseling/employee discipline program to ensure consistent, fair, and equitable treatment that addresses the City’s legitimate business interests. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $506,703 $467,955 $566,324 $605,092 Full-Time Equivalents 3.30 3.30 3.30 3.30 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years. FY 08/09 Program Service Objectives 1. Complete negotiations with one employee organization within budget target.

City of Reno, Nevada Section III-188 2008/2009 Budget

Ongoing Program Objectives 1. Maintain collaborative relationships with the ten bargaining units. 2. Administer the City’s collective bargaining grievance process and represent the City’s interest at arbitration. 3. Work with departments to administer the terms and conditions of the various collective bargaining agreements. 4. Administer the City-wide corrective counseling/employee discipline program and to ensure consistent, fair, and equitable treatment and appropriate consideration of the City’s legitimate business interests in maintaining efficient and effective City operations. 5. Provide training on changes in collective bargaining agreements. 6. Develop City staff expertise and resources to support committee requirements for collective bargaining of contracts. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of grievances filed at City 16 7 16 8 16 Manager level, and percent change from (0%) (-56%) (0%) previous year.

Percent of grievances advanced to arbitration. 31% 14% 50% 0% 50%

Percent of arbitration awards in favor of the N/A 100% 100% N/A 100% City. No arbitrations (1) No arbitrations

Percentage of respondents reporting excellent 49% Replied 49% Replied or good on the City’s internal customer service “N/A” “N/A” survey: A) Quality A) 88% A) 76% A) 90% N/A A) 90% B) Timeliness B) 88% B) 76% B) 90% Survey Done in B) 90% C) Overall Satisfaction C) 88% C) 76% C) 90% June C) 90%

Number of department hours spent in 21 25 25 19 50 management-labor cooperation meetings. (2)

Total number of disciplinary/performance 21 25 25 22 25 cases involving one or more hours of labor relations staff involvement.

Number of contract renewals: A) Anticipated A) 1 A) 5 A) 2 A) 1 A) 0 B) Unanticipated B) 0 B) 0 B) 0 B) 0 B) 0

Performance Measures: Notes 1. Two arbitrations decided in FY 06/07 – one award in favor of the City; one decision was split, which is considered a win-win by the arbitrator. 2. Problem solving efforts regarding labor contracts.

City of Reno, Nevada Section III-189 2008/2009 Budget

Human Resources Employee Services Program Summary

Program Code: 0675 Program Purpose: To enable the City to attract and retain a highly qualified, dedicated workforce, administer the City's group health and benefit programs, and related employee benefit programs in a cost effective manner. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Equitable and competitive employee benefit system designed to attract, retain and motivate a highly qualified, dedicated workforce. Strategy A: Develop and maintain an accessible, cost-effective City-wide group health insurance program promoting employee wellness and participation. Strategy B: Analyze and maintain competitive benefits package for all City-wide positions. 2. Improved efficiency and effectiveness of City operations. Strategy A: Provide internal consulting services to assist City departments in applying benefit and leave programs. 3. Effectively administer benefit programs with appropriate internal controls. Strategy A: Develop and administer systems necessary to insure that internal controls are in place and that employees receive the benefits to which they are entitled. 4. Confidential and secure employee benefit records. Strategy A: Maintain strict compliance with all Federal and State laws regarding benefit programs (e.g., HIPAA, COBRA, FMLA, etc.) Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $13,326,128 $16,429,775 $16,762,180 $16,764,655 Full-Time Equivalents 5.75 5.75 5.75 5.75 Funding Sources General and Internal General and Internal General and Internal General and Internal Service Funds Service Funds Service Funds Service Funds

City of Reno, Nevada Section III-190 2008/2009 Budget

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years 2. Increase in claims costs for self-insured medical. FY 08/09 Program Service Objectives 1. Complete audit for City of Reno health plans. 2. Collaborate with Organizational Effectiveness to reassess new employee orientations format. Ongoing Program Objectives 1. Administer and manage the City’s employee benefit and group health insurance programs. 2. Monitor benefits program for compliance, competitiveness, and reconcile funds to assure cost effectiveness of benefit programs. 3. Conduct research on best practices, identify changes and emerging issues, and make recommendations on plan improvements. 4. Work with other agencies and Nevada Healthcare Coalition to reduce costs. 5. Administer the Employee Insurance Advisory Committee.

City of Reno, Nevada Section III-191 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Midyear Target

Total number of positions reviewed as part of 18 45 (1) classification maintenance process each year.

Total number of appeals to classification and 1 / 15% 5 / 4.4% (1) percent resulting in upgrade.

Number of employee requested classification 18 / 100% 45 / 0% (1) studies and percent completed by Feb. 15th (2) each year.

Annual city-wide employee turnover rate (reported for Calendar Year end): A) Retired A) 5.8% A) 2.8% (1) B) Separated B) 3.1% B) 6.78% (3) (3)

Maximum annual percentage increase in premium rates for: A) Self-funded Reno plan A) 5% A) 0% A) 0% A) 0% A) 0% B) Self-funded Reno-Fire plan B) 5% B) 16.5% B) 0% B) 0% B) 0% C) Managed health care plan alternative C) 0% C) 0% C) Unk C) 9% C) 4%

Percentage of respondents reporting excellent or good on the City’s internal customer service survey for Benefits Administration: * A) Quality A) 90% A) 90% A) 95% N/A A) 95% B) Timeliness B) 90% B) 87% B) 95% Survey Done in B) 95% C) Overall Satisfaction C) 90% C) 90% C) 95% June C) 95%

Number of enrollees in health insurance plans: 2,278 2,313 2,213 A) Self-funded Reno plan (4) (4) A) 922 A) 924 A) 768 B) Self-funded Reno-Fire plan B) 470 B) 480 B) 487 C) Managed health care plan alternative C) 886 C) 909 C) 830

Total dollar amount of claims paid (including $18,610,917 $16,610,955 $17,700,000 $9,677,623 $18,500,000 medical, dental and vision) and percentage change from previous year: A) Self-funded Reno plan A) $7,985,232 A) $6,444,095 A) $7,500,000 A) $3,246,912 A) $7,500,000 -19% B) Self-funded Reno-Fire plan B) $3,794,141 B) $3,425,184 B) $3,800,000 B) $2,001,666 B) $4,500,000 -10% C) Managed health care plan alternative C) $6,831,544 C) $6,181,053 C) $6,400,000 C) $3,888,942 C) $6,500,000 -9.5% (4) (4) (5) (5)

Total average monthly claim paid per enrollee: A) Self-funded Reno plan (4) (4) A) $620 A) $704 A) $814 B) Self-funded Reno-Fire plan B) $560 B) $685 B) $770 C) Managed health care plan alternative C) $600 C) $698 C) $652

Performance Measures: Notes

∗ Measure modified in FY 06/07 to survey “Benefit Administration” only, not “Position Classifications” services included in previous years. 1. Measure moved to Workforce Planning and Retention Program FY 07/08. 2. Due to staff vacancy, no reclassifications were completed prior to February 15th.

City of Reno, Nevada Section III-192 2008/2009 Budget

3. The increase percent for the employee turnover rate, “retired,” is a result of the completion of the City’s Voluntary Early Separation Program which included members of IAFF (Fire Fighters). 4. New Measures added FY 07/08; prior year data provided where available. 5. Percent change in claims paid only applicable at year-end.

City of Reno, Nevada Section III-193 2008/2009 Budget

Human Resources Workforce Planning and Retention Program Summary

Program Code: 0650 Program Purpose: To provide the City with an efficient and effective workforce, by anticipating the staffing needs of City departments, changes in the make-up of the available labor force, and implementing programs to recruit a diverse pool of top quality employees. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. A qualified, diverse and well-developed workforce which enables the City of Reno to provide high quality, responsive services. Strategy A: Develop workforce planning processes to identify the number and type of employees needed in the future to accomplish organizational objectives. Strategy B: Prepare action plans to address imbalances in the numbers. Strategy C: Develop and maintain recruitment systems to attract a diverse pool of qualified candidates. Strategy D: Collaborate with Organizational Effectiveness (OE) in strengthening training programs to prepare employees to take on the jobs of tomorrow through new skill training and education. 2. Improved efficiency and effectiveness of City operations. Strategy A: Provide internal consulting services to assist City departments in the recruitment, selection, and retention of qualified personnel. Strategy B: Continue to train all departments in the enhanced recruitment and selection process for Civil Service positions as per the working contract between the Civil Service Commission and the City of Reno. 3. Equitable and competitive employee compensation and classification system designed to attract, retain, and motivate a highly qualified and dedicated workforce. Strategy A: Develop and maintain a rational system for job classification based on internal equity. Strategy B: Analyze and maintain competitive compensation and benefits package for all City-wide positions. 4. Confidential and secure employee personnel files. Strategy A: Update and maintain employee personnel files.

City of Reno, Nevada Section III-194 2008/2009 Budget

Strategy B: Maintain the City’s centralized personnel records to document imaging format in coordination with the City’s Records Management System. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $347,858 $399,505 $454,585 $454,585 Full-Time Equivalents 3.45 3.45 3.45 3.45 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years. FY 08/09 Program Service Objectives 1. Utilize the Financial and Human Resources Management Information System to produce timely reporting and maximize data storage. 2. Collaborate with OE and stakeholder groups to identify enhancements to the leadership development courses and formalize a leadership curriculum for City employees. 3. Collaborate with OE to implement a results management system that ties individual goals and results to the strategic plan of the City and Departmental programs and strategies. Ongoing Program Objectives 1. Manage the contract with the Civil Service Commission to provide timely recruitment and highly qualified candidates for all Civil Service positions. 2. Recruit a highly qualified and diverse workforce to fill areas in City departments where the under-representation of certain ethnic groups appear. 3. Administer and manage the City’s compensation and classification plans to ensure employees receive wages and benefits to which they are entitled. 4. Ensure that employee personnel files are maintained accurately and lawfully. 5. Complete non-civil service recruitment and selection in a timely manner.

City of Reno, Nevada Section III-195 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

For non-Civil Service recruitments: Percent of actual positions filled from the date Human Resources receives request until list of qualified individuals provided to department. A) Less than 60 days A) 74% A) 67% A) 75% A) 67% A) 75% B) Within 60-90 days B) 22% B) 11% B) 10% B) 33% B) 25% C) Within 91-120 days C) 0% C) 22% C) 10% C) 0% C) 0% D) Over 120 days D) 4% D) 0% D) 5% D) 0% D) 0%

Percent of recruitments requiring use of an 8.6% 16% 10% 33% 10% outside consultant.

Percentage of respondents reporting excellent or good on the City’s internal customer service survey for Recruitments: A) Quality A) 88% A) 71% A) 90% N/A A) 95% B) Timeliness B) 85% B) 63% B) 90% Survey done in B) 95% C) Overall Satisfaction C) 86% C) 69% C) 90% June C) 95%

Total number of positions reviewed as part of 18 45 20 (1) 0 classification maintenance process each year. *

Total number of appeals to classification and 1 / 5.5% 5 / 4.4% 0 / 0% 0 / 0% 0 / 0% percent resulting in upgrade. *

Number of employee requested classification 18 / 100% 45 / 0% 20 / 100% (1) 0 / 0% studies and percent completed by Feb 15th * (2)

Percentage of respondents reporting excellent 55% Replied 45% Replied or good on the City’s internal customer service “N/A” “N/A” survey for Position Classifications: ** A) Quality A) 88% A) 63% A) 90% N/A A) 95% B) Timeliness B) 88% B) 57% B) 90% Survey Done in B) 95% C) Overall Satisfaction C) 87% C) 62% C) 90% June C) 95%

Annual city-wide employee turnover rate (reported on a calendar year basis) * A) Retired A) 5.8% A) 3.5% A) 2.5% A) 2.6 % A) 5.0% B) Separated B) 3.1% B) 6.0% B) 3.0% B) 3.75% B) 3.0% (3) (4)

Number of employees: A) Currently in mentorship programs. A) 8 B) Added to mentorship programs in current B) 4 fiscal year. (5)

Performance Measures: Notes

∗ Measures moved from Employee Benefits program FY 07/08. ** Measure modified in FY 06/07 to survey satisfaction with “Position Classifications” only, not “Benefit Administration” services included in previous years. 1. Implementation of Compensation and Classification study and reclassification to be completed in later FY 07/08. 2. Reclassification process did not get started until the end of January 2007 due to employee turnover in the Human Resources Department.

City of Reno, Nevada Section III-196 2008/2009 Budget

3. The increase in percent for the “retired” employees in CY 2005 were a result of the completion of the City’s Voluntary Early Separation Program which included members of IAFF (Fire Fighters’ union). 4. Separations for CY 2006 were predominantly in the Police Department and include resignations, failed probations, and terminations. 5. New measure for FY 08/09.

City of Reno, Nevada Section III-197 2008/2009 Budget

Municipal Court

Program and Service Judicial Enforcement Judicial Proceedings Management

FTEs Regular 53.40 Temporary (not shown) 0.00 Total 53.40

City of Reno, Nevada Section III-198 2008/2009 Budget

Municipal Court Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Judicial Enforcement$ 1,200,607 $ 1,372,889 $ 1,877,982 $ 1,891,919 37.81% Judicial Proceedings 2,532,726 2,811,846 2,484,176 2,484,176 -11.65% Program and Service Mgt. 1,818,428 2,034,149 2,091,874 2,150,874 5.74% Total$ 5,551,761 $ 6,218,884 $ 6,454,032 $ 6,526,969 4.95%

Expense Type:

Salaries and Wages$ 3,325,709 $ 3,685,353 $ 3,896,615 $ 3,896,615 5.73% Employee Benefits 1,467,828 1,598,168 1,723,632 1,723,632 7.85% Services and Supplies 758,224 895,363 833,785 906,722 1.27% Capital Outlay - 40,000 - - -100.00% Total$ 5,551,761 $ 6,218,884 $ 6,454,032 $ 6,526,969 4.95%

Funding Sources:

General Fund$ 5,551,761 $ 5,862,378 $ 6,366,732 $ 6,239,669 6.44% Court Special Revenue Funds - 356,506 87,300 287,300 -19.41% Total$ 5,551,761 $ 6,218,884 $ 6,454,032 $ 6,526,969 4.95%

City of Reno, Nevada Section III-199 2008/2009 Budget

2006/07 Actual Expenses

Judicial Program and Enforcement Service Mgt. 21.6% 32.8%

Judicial Proceedings 45.6%

2007/08 Approved Budget

Judicial Program and Enforcement Service Mgt. 22.1% 32.7%

Judicial Proceedings 45.2%

2008/09 Approved Budget

Judicial Program and Enforcement Service Mgt. 29.0% 33.0%

Judicial Proceedings 38.1%

City of Reno, Nevada Section III-200 2008/2009 Budget

Municipal Court Business Plan – Overview

Mission Statement: To provide a forum for the fair and impartial adjudication of Reno Municipal Code violations; to resolve these cases effectively in an environment that is safe for all concerned. We will do this in a manner which promotes and upholds the integrity and independence of the judiciary, thereby maximizing the community’s confidence in the court.

Overview The Judicial Branch of the Nevada State Government was created by Article VI of the Nevada Constitution. The Nevada Revised Statutes (NRS) specifies that the Judicial Branch is to consist of four types of courts: the Supreme Court, the District Courts, the Justices’ Courts, and such municipal courts as may from time to time be established by the legislature in incorporated cities or towns. The Reno Municipal Court is created by the Reno City Charter and is governed by NRS and Nevada Supreme Court Rules of Court, as applicable to municipal courts. The Court operates in a cooperative and symbiotic relationship with the City of Reno. That is to say, the Court adjudicates traffic violations and criminal misdemeanors occurring within the geographic boundaries of Reno, and in return, the City provides funding, housing, and requisite services necessary for the operation of the Court. Trials and proceedings in the Reno Municipal Court pertain to adults over the age of 18, are without a jury, and are conducted by elected judges. In addition to the judges, the Court employs approximately 56 FTE employees. Reno Municipal Court works with the Reno Police Department, the City Attorney’s Office, Washoe County Detention Center and Sheriff’s Office, court-appointed legal defenders, private attorneys, victims’ advocates, Second Judicial District Court (on appeals), and a variety of treatment centers and other alternative sentence providers. At the State level, the Court works with both the motor vehicle division and the criminal history repository units of the Nevada Department of Motor Vehicles and Public Safety, the Nevada Supreme Court and its Administrative Office of the Courts (AOC). Top Accomplishments for FY2007/08 1. Reengineer Court processes, policies and procedures, implement new case management system, and train employees on changes. 2. Adopt new five-year strategic plan with philosophical focus on economy, efficiency, and enforcement. 3. Improve efficiency through electronic transfer of traffic citations to case management system. 4. Better utilize staff through reorganization and cross-training.

City of Reno, Nevada Section III-201 2008/2009 Budget

Major Issues and Strategies for FY2008/09 1. Develop and propose an indigent criminal defense counsel plan. 2. Strengthen therapeutic court program and enforcement endeavors. 3. Increase effectiveness through electronic records, warrants, reporting and inter-agency data exchange, including document imaging

City of Reno, Nevada Section III-202 2008/2009 Budget

Municipal Court Service Programs Five Year Goals and FY 2008/09 Program Budget

The Municipal Court budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 53.40 Employees by Program

Judicial Enforcement, 15.50 Program and Service Management, 18.50

Judicial Proceedings, 24.40

City of Reno, Nevada Section III-203 2008/2009 Budget

Municipal Court Judicial Enforcement Program Summary

Program Code: 1150 Program Purpose: To instill trust and confidence in the judicial process, the Judicial Enforcement Division will actively monitor and take appropriate actions to ensure that defendants complete sentences as ordered by the Court thereby strengthening the integrity of the criminal justice system and causing offenders to be accountable and encouraging rehabilitation leading to improved public safety. To provide safe and secure courthouse environment. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Effective Court Order enforcement. Strategy A: Reduce recidivism rates by ensuring defendants meet obligation of court- ordered sentences through strict adherence to court procedural guidelines and more intensive one-on-one communication with those under court supervision. Strategy B: Expanded use of technology to provide various and more convenient means of complying with court sentencing conditions. Strategy C: Provide expanded services such as house arrest and community service programs that will improve quality of life in neighborhoods and downtown Reno. Strategy D: Enhance communication and quality of educational and therapeutic programs. 2. Improved courthouse security. Strategy A: Implement recommendations of courthouse security assessment. Strategy B: Conduct regular security drills involving court staff and judges and other partner agencies.

City of Reno, Nevada Section III-204 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,200,607 $1,372,889 $1,877,982 $1,891,919 Full-Time Equivalents 10.50 10.50 15.50 15.50 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Moved positions from Judicial Proceedings. 2. Increased Travel/Training paid for by Court Assessments. FY 08/09 Program Service Objectives 1. Improve court security pursuant to PSI/Inocon security assessment recommendations. 2. Conduct at least one security training exercise. 3. Increase resolution of outstanding warrants. 4. Respond to failures to comply with sentence conditions within 2 business days. 5. Review and refine warrant issuance process. Ongoing Program Objectives 1. Maximize compliance with Court orders and the law through timely and effective follow- up on noncompliance. 2. Provide training for marshals as required by Peace Officers Standards Training (POST). 3. Continue to pursue Violence Against Women Grant (VAWG) and other grant funding opportunities. 4. Continue to pursue technological advances in the field of court order enforcement.

City of Reno, Nevada Section III-205 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of TTP contracts opened 4,909 4,517 5,500 (1) (1) A) Percent completed within 180 days A) 50% A) 43% A) 80% B) Percent completed within 270 days B) 62% B) 49% B) 90% C) Percent completed within 365 days C) 67% C) 51% C) 90%

Total number of warrants issued: 6,841 8,440 8,000 4,466 9,100 A) DV cases A) 909 A) 618 A) 700 A) 294 A) 600 B) DUI cases B) 427 B) 374 B) 300 B) 228 B) 500 C) Other cases C) 5,505 C) 7,448 C) 5,000 C) 3,944 C) 8,000 D) Total number active warrants (snapshot) * D) 18,000 D) 12,000

Total number of warranted cases served by the 966 610 1,600 366 1,600 Municipal Court Marshall’s Unit: A) DV cases A) 188 A) 97 A) 400 A) 36 A) 400 B) DUI cases B) 79 B) 39 B) 240 B) 48 B) 240 C) Other cases C) 699 C) 474 C) 960 C) 282 C) 960 D) Total number warrants deactivated * D) 1,700 D) 10,000 (2) (3)

Number of Misdemeanor and Traffic Dispositions resulting in Bail Forfeitures (1) (1) A) Non-traffic misdemeanor cases A) 589 A) 122 A) 900 B) Non-traffic misdemeanor charges B) 1,345 B) 424 B) 1,800 C) Traffic cases C) 10,324 C) 20,455 C) 20,000 D) Traffic charges D) 13,139 D) 27,577 D) 24,000

Total number of: A) Cases assigned to post-conviction A) 3,360 A) 6,720 supervision: B) Post-conviction supervision visits B) 9,000 B) 18,000 conducted C) Successful completions C) N/A C) 4,032 D) Dishonorable discharges D) N/A D) 20 E) Revocations E) N/A E) 1,300 (4) (4)

Performance Measures: Notes * Measure modified FY 08/09 to add further details of warrant activity. 1. Measures moved FY 08/09 to Program and Service Management program. 2. Significant decrease in warranted cases served due to security issues in new justice center and turnover in court marshal staff. 3. Will be purging a number of out-dated warrants in FY 08/09. Some of those warrants are more than 10 years old. 4. Measure added FY 08/09. Mid-year 07/08 data added where available.

City of Reno, Nevada Section III-206 2008/2009 Budget

Municipal Court Judicial Proceedings Program Summary

Program Code: 1160 Program Purpose: To promote the safety and quality of life in the City of Reno, and to ensure that justice is available to all, the Reno Municipal Court provides for timely, expeditious, and impartial adjudication of misdemeanor violations of the Reno Municipal Code. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Create uniform documents and record-keeping protocols for use in all court departments. Strategy A: Evaluate and revise current forms to ensure consistency. Strategy B: Consult with judges and develop new forms for adoption. 2. Enhance drug/alcohol court programs. Strategy A: Employ new technologies to assist in order enforcement. Strategy B: Provide more and better incentives for compliance. Strategy C: Enhance and strengthen relationships and communication with service providers. 3. Increase inter-agency coordination. Strategy A: Reinstate jail user meetings. Strategy B: Establish regular meetings with Reno Justice Court. Strategy C: Reinstate bench-bar meetings. Strategy D: Establish regular meetings with Reno Police Department and Reno City Attorney. 4. Provide more complete pre-sentence information. Strategy A: Hire in-house evaluator to produce pre-sentence recommendations. Strategy B: Produce local and state-level criminal history records. 5. Increase security awareness among staff. Strategy A: Provide training and regular updates on security measures and enhancements.

City of Reno, Nevada Section III-207 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,532,726 $2,811,846 $2,484,176 $2,484,176 Full-Time Equivalents 24.40 23.40 18.40 18.40 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Moved positions to Judicial Enforcement. FY 08/09 Program Service Objectives 1. Improve the expedience, accuracy, uniformity and retention standards of court records among the four departments and two division of the Court. 2. Strengthen and enhance therapeutic and supervision services available to the public. 3. Improve and develop relationships with external stakeholder entities. Ongoing Program Objectives 1. Adjudicate in a timely manner, and in compliance with applicable laws, all cases brought before the Court. 2. Continue to meet with criminal justice agencies such as Sheriff, Reno Police Department, and others to improve system coordination. 3. Maintain case clearance rate to ensure timely adjudication of cases.

City of Reno, Nevada Section III-208 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Case clearance rate: A) Total number of cases filed. A) 41,207 A) 44,416 A) 47,000 A) 20,248 A) 40,500 B) Total number of charges filed. B) 64,968 B) 71,295 B) 75,000 B) 27,225 B) 54,450 C) Total number of cases adjudicated C) 36,438 C) 42,459 C) 42,000 B) 20,014 C) 40,000 D) Total number of charges adjudicated. D) 40,128 D) 45,485 D) 47,000 C) 29,058 D) 46,300

Number of criminal cases: A) Dismissed before trial. A) 3,164 A) 4,414 A) 3,600 A) 939 A) 2,000 B) Guilty plea w/sentence before trial. B) 9,313 B) 9,477 B) 12,000 B) 3,186 B) 6,500 C) Acquittal C) 23 C) 36 C) 10 C) 3 C) 7 D) Conviction D) 34 D) 73 D) 60 D) 13 D) 30

Number of traffic cases: A) Dismissed before trial. A) 10,217 A) 11,166 A)12,000 A) 5,815 A) 12,000 B) Guilty plea w/sentence before trial. B) 16,783 B) 12,948 B) 29,000 B) 6,158 B) 12,500 C) Acquittal C) 19 C) 32 C) 20 C) 15 C) 35 D) Conviction D) 69 D) 116 D) 80 D) 23 D) 50

Total number of other cases: A) Domestic violence A) 1,557 A) 1,406 A) 1,500 A) 661 A) 1,400 B) DUI B) 952 B) 1,216 B) 1,200 B) 860 B) 1,800 C) Drug Related C) 578 C) 689 C) 750 C) 229 C) 600 D) Bench trials D) 168 D) 235 D) 300 D) 87 D) 200

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-209 2008/2009 Budget

Municipal Court Program and Service Management Program Summary

Program Code: 0001 Program Purpose: To plan, administer and coordinate the resources necessary to ensure cost effective and efficient operation of the Reno Municipal Court. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Utilize technology to improve access to justice. Strategy A: Convert court records to digital form. Strategy B: Electronic filing of criminal citations and complaints. Strategy C: Share electronic case records with other courts and agencies. Strategy D: Allow access to court services and information through the Web. Strategy E: Inter-agency cooperation and business practice reengineering. Strategy F: Electronically transfer warrants and case dispositions to State repository and other agencies. 2. Co-locate court-related services in Mills Lane Justice Center. Strategy A: Establish a booking satellite center and misdemeanor probation within confines of justice complex. Strategy B: Expand customer services and information available at the Justice Center and throughout the community. Strategy C: Provide substance abuse and other risk-related evaluations within Justice Center. Strategy D: Provide parenting classes and vehicle safety programs at Justice Center. 3. Enhance quality of work life. Strategy A: Employee career development, training and educational opportunities. Strategy B: Enhance rewards and recognition program. Strategy C: Restructure performance evaluation process to integrate with court values and goals. Strategy D: Continue to create opportunities for employee involvement in vision- setting and decision-making. Strategy E: Provide opportunities for employees to improve general health and well- being.

City of Reno, Nevada Section III-210 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,818,428 $2,034,149 $2,091,874 $2,150,874 Full-Time Equivalents 18.50 19.50 19.50 19.50 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Increase in Services and Supplies for Court View Maintenance and Travel/Training paid for by Court Assessments. FY 08/09 Program Service Objectives 1. Allow access to court records and service telephonically and through the Web. 2. Provide access to court records internally through single electronic portal. 3. Expand use of court child care center. 4. Expand and improve court interpretation and translation services. 5. Eliminate Deputy Court Administrator position and implement the recommended changes from the Compensation and Classification Study. Ongoing Program Objectives 1. Enhance the delivery, efficiency and effectiveness of services provided by the Reno Municipal Court. 2. Improve access to court information and educate public on court procedure. 3. Meet regularly with judges and staff to evaluate operations for continuous improvement. 4. Maximize collection of Court imposed fines, reduce time between assessment of fines/fees and full payment, and enforce court orders.. 5. Improve access to justice overall.

City of Reno, Nevada Section III-211 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of performance measures met in all 90% (1) 100% (1) (1) Municipal Court programs.

Percent of service objectives met in all 75% (1) 75% (1) (1) programs.

Total number of criminal and traffic charge dispositions resulting in bail forfeitures: A) Criminal charges A) 1,345 A) 424 A) 1,800 A) 218 A) 450 B) Traffic Charges B) 13,139 B) 27,577 B) 24,000 B) 9,625 B) 20,000 (2)

Total number of payment extension contracts opened and percent completed within: 4,909 4,517 5,500 2,100 4,200 A) 30 days A) 25% B) 60 days B) 15% C) 90 days C) 9% D) > 90 days D) 1% E) Percent sent to collections E) 50% (2)

Total number of collection contracts opened 2,100 and percent completed within: ** A) 30 days A) 25% B) 60 days B) 5% C) 90 days C) 5% D) > 90 days D) 15% E) Percent returned and warranted E) 50% (3)

Number of in-field bail forfeitures collected * 300 (3)

Performance Measures: Notes * Field bail postings are received via credit card by Marshals in the field, in lieu of arrest. Marshals contact the court clerks to process the payments. ** Collections made by a third-party collection agency. 1. Measures deleted FY 08/09. Replaced with more descriptive ones below. 2. Measures moved in FY 08/09 from Judicial Enforcement program. Expanded and modified to illustrate length of time to collect. 3. New measures FY 08/09 to track enhanced collection efforts.

City of Reno, Nevada Section III-212 2008/2009 Budget

Parks, Recreation & Community Services

FTEs Regular 98.95 Temporary (not shown) 193. 35 Total 292.30

City of Reno, Nevada Section III-213 2008/2009 Budget

Parks, Recreation & Community Services Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Athletics$ 743,886 $ 866,955 $ 764,661 $ 764,661 -11.80% Aquatics 1,186,821 1,172,360 1,027,678 1,027,678 -12.34% Arts & Culture 995,361 1,281,188 1,306,206 1,306,206 1.95% Golf Courses 1,318,748 1,221,622 1,332,447 1,207,137 -1.19% Indoor Centers 711,388 789,329 833,256 833,256 5.57% Park Maintenance 5,995,742 6,270,783 6,086,343 6,097,843 -2.76% Park Planning and Development 2,039,606 2,703,960 1,509,336 1,899,466 -29.75% Program and Service Mgt. 3,493,546 3,631,035 3,458,218 3,494,190 -3.77% Senior Development 250,382 275,306 287,016 287,016 4.25% Urban Forestry 483,638 632,686 636,870 636,870 0.66% Youth Development 3,107,347 3,058,340 3,335,723 3,335,723 9.07% Total$ 20,326,465 $ 21,903,564 $ 20,577,754 $ 20,890,046 -4.63%

Expense Type:

Salaries and Wages$ 8,130,945 $ 8,653,401 $ 9,169,344 $ 9,186,016 6.15% Employee Benefits 2,428,661 2,624,916 2,718,927 2,718,927 3.58% Services and Supplies 7,095,146 7,709,112 7,015,483 6,885,001 -10.69% Capital Outlay 2,671,713 2,916,135 1,674,000 2,100,102 -27.98% Total$ 20,326,465 $ 21,903,564 $ 20,577,754 $ 20,890,046 -4.63%

Funding Sources:

General Fund$ 11,771,398 $ 10,946,711 $ 11,450,212 $ 12,071,981 10.28% Parks and Recreation Fund 3,927,767 5,895,096 5,085,095 4,474,826 -24.09% Room Tax Fund 1,141,032 1,130,000 1,130,000 1,130,000 0.00% Stablization Fund - - - 335,786 Pub. Works Capital Projects Fund 300,000 300,000 300,000 300,000 0.00% Park Capital Projects Fund 1,867,520 2,410,135 1,280,000 1,706,102 -29.21% Golf Fund 1,318,748 1,221,622 1,332,447 871,351 -28.67% Total$ 20,326,465 $ 21,903,564 $ 20,577,754 $ 20,890,046 -4.63%

City of Reno, Nevada Section III-214 2008/2009 Budget

2006/07 Actual Expenses

Athletics Indoor Centers 3.7% Youth Development 3.5% Arts & Culture Aquatics 15.3% 4.9% 5.8% Urban Forestry Golf Courses 2.4% 6.5% Senior Recreation 1.2%

Program and Service Park Maintenance Mgt. 29.5% 17.2%

2007/08 Approved Budget

Indoor Centers Athletics Arts & Culture Youth Development 3.6% 4.0% 5.8% 14.0%

Urban Forestry Aquatics 2.9% 5.4%

Golf Courses Senior Recreation 5.6% 1.3%

Park Maintenance Program and Service Mgt. 28.6% 16.6%

2008/09 Approved Budget Athletics 3.7% Arts & Culture 6.3% Aquatics Youth Development Indoor Centers 4.9% 16.0% 4.0%

Urban Forestry Golf Courses 3.0% 5.8%

Senior Recreation 1.4% Community Services 1.5%

Park Maintenance Program and Service 29.2% Mgt. 16.7%

City of Reno, Nevada Section III-215 2008/2009 Budget

Parks, Recreation & Community Services Business Plan – Overview

Mission Statement To provide excellent parks, recreation and cultural opportunities which enhance the quality of life within the Reno community. We build people, parks and programs.

Overview The Parks, Recreation and Community Services Department has 11 programs covering the following service areas: Aquatics: This program operates and maintains five public swimming pools, three indoor, year- round facilities, and two which are outdoor/seasonal. Aquatic programs include a variety of instructional and learn to swim options, open/recreational swim, Water Fitness, lap swim and special events. The swimming pools are regularly used by the City’s Youth Development Program, Schools, Private Swim Clubs and other special use groups. Arts, Culture, and Events: This program provides a variety of services and programs to Reno citizens and visitors, and administers City-funded grant opportunities available for non-profit cultural and art organizations. Staff manage the Wingfield Park Amphitheater, City Plaza, McKinley Arts and Culture Center, Southside Center Auditorium, and facilitate City produced special events including parades and the Holiday Tree Lighting. Technical advice and services are available to local arts organizations. Staff administer support to the Reno Municipal Band, and manage the Public Art Program. Athletics and Outdoor Recreation: The Athletic division delivers a range of sport services and activities for adults, including leagues for basketball, softball, volleyball, and flag football. In concert with the Reno Youth Sports Association (RYSA), Athletics oversees the administration of outdoor sports facilities for both youth and adult sports programming. The Outdoor Recreation division operates the Rink on the River (ice rink), Whitewater Park at Wingfield, and Sky Tavern Ski Area. Staff manages a variety of concessionaire agreements, as well as coordinate use agreements with the Junior Ski Program and Project Discovery/Ropes Course. Golf: This program operates and maintains the 18-hole Rosewood Lakes Golf Course. Driving range, golf instruction, tournaments, leagues, merchandise, and food and beverage services are offered. Staff oversees the food and beverage concessionaire agreement for service. Indoor Centers: This program operates and maintains six facilities, including Northeast Community Center, Paradise Activity Center, Horseman’s Center, California Building, Neil Road Recreation Center, and Plumas Gym. The section oversees both drop-in and reserved use of the facilities and a wide assortment of activity and meeting space. The reception staff at the facilities provides comprehensive activity registration and facility reservation services for the Department. Park Planning and Development: This program coordinates the design and construction of new parks and recreation facilities, as well as manages additions, renovations, and capital improvements at existing parks and facilities. The Long Range Master Plan for the department is facilitated and fine-tuned through this section. Staff initiates grant requests to leverage funds for

City of Reno, Nevada Section III-216 2008/2009 Budget

park improvements, open space and trails and administers the reporting requirements for any subsequent grant awards. Park Maintenance: This program maintains parks, including landscaping and turf, play structures, outdoor courts, skate parks, picnic shelters, restrooms, furnishings, hardscapes, and other amenities. The Staff maintains assigned trails and open space. Staff installs and maintains annual flower beds and displays, and operates a greenhouse. Staff also maintains or contracts for maintenance of landscaped rights-of-way along major arterials and collector streets. Interlocal agreements with the school district for shared “school parks” are managed and staff oversees parks maintained through agreements with homeowner associations. Program and Service Management: This program coordinates community services and department-wide business functions providing administrative support, including personnel, payroll, accounting, and seasonal staff orientation and training. Executive level functions, including budget development, financial management, strategic planning, and policy development are included in this program. Community Services programs contain inclusion and adaptive services, community networks and partnerships, lifelong learning (contract instruction), and department-wide outreach marketing and publicity. Senior Development: This program plans, organizes and provides leisure programs for senior citizens interested in instruction, fitness, social activities and special events. This section manages the senior outreach objectives of the City, coordinating services and collaborating where possible with Washoe County, non-profit agencies, and other providers of services for seniors. Urban Forestry: This program maintains and manages Reno’s urban forest. Services include planting, inspecting, and pruning over 22,500 publicly-owned trees located in parks, along streets, and around civic buildings. The section offers arboriculture education and outreach. Youth Development: This program operates the Sierra Kids before and after school program at numerous schools, as well as manages partnerships with the school district on similar services provided at 21st Century federal grant sites. Other activities for youth and teens include Vacation Station, a variety of summer and holiday week-long programs, Reno Enrichment Centers (REC) (sites for preteen and teen interests), and the Youth City Council. This section facilitates nutrition services throughout the year at designated sites. Top Accomplishments for FY2007/08 1. Received $1.5 million in Grants and Reimbursement programs for: Youth Scholarships, Americorp Volunteers, Reno Municipal Band, Public Art Program, Youth Milk and Food Program, Inclusion training and Behavior Specialist support, Southside Center elevator, fishing dock at Virginia Lake and Terrace Sports Complex upgrades. 2. Received Awards for Excellence from the Nevada Recreation and Park Society for the design of Center Creek Park and the 3-on-3 Adult Wheelchair Basketball League. Vacation Station and the 26 Sierra Kids sites are now Character Counts, “Gold Medal Child Activity Centers.” 3. Completed $2.3 million in capital improvement projects, including construction of one new park and expansion of two others, improvements to six tennis courts, two new playgrounds, two new restrooms, a new footbridge over the river, new windows at the

City of Reno, Nevada Section III-217 2008/2009 Budget

California Building and improvements at several ball fields; in addition we completed ten public art projects for a total of $604,000 which includes 37 individual installations. 4. Initiated online registration for recreation programs. We went live in August and in five months have had 1416 transactions which for many transactions include multiple registrations. The total online registration revenue is $106,581. Major Issues and Strategies for FY2008/09 1. Identify existing facilities that need upgrades and areas for new facilities, refining cost estimates, applying green solutions and working with the Council subcommittee. 2. Utilize national standards, green solutions, customer surveys and public outreach to determine priorities for services and enhance service levels. 3. Research funding options for facilities and services with the Council subcommittee and pursue identified revenue sources.

City of Reno, Nevada Section III-218 2008/2009 Budget

Parks, Recreation & Community Services Service Programs Five Year Goals and FY 2008/09 Program Budget

The Parks, Recreation & Community Services budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 98.95 Employees by Program Indoor Centers, Youth 2.30 Athletics, 3.60 Urban Forestry, Development, 7.40 5.80 Aquatics, 3.30 Arts & Culture, Senior 6.00 Development, 2.20 Golf, 6.20 Program and Service Management, 10.70 Park Park Planning & Maintenance, Development, 49.85 1.60

City of Reno, Nevada Section III-219 2008/2009 Budget

Parks, Rec. & Comm. Services Athletics and Outdoor Recreation Program Summary

Program Code: 1350 Program Purpose: To enhance the quality of life for Reno citizens and provide a variety of athletic opportunities to promote the health and wellness of our community. Sport fields, courts and gymnasiums will be offered. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well Kept, Informed and Involved Citizenry, Opportunities for Arts, Culture and Recreation

5-Year Program Goals 1. Promote seasonal outdoor programs in downtown. Strategy A: Increase the use and visibility of programming at the Rink on the River and Whitewater Park. Strategy B: Develop partnerships with businesses and agencies to promote collaborations at the Rink on the River and Whitewater Park. 2. Offer the highest level of customer service to improve the quality of life for citizens. Strategy A: Identify amenities requiring improvement to raise the level of service standards. Strategy B: Develop a comprehensive Moana Site plan to meet the recreational needs of the community. Strategy C: Identify opportunities at Sky Tavern for expanded use and functionality. Strategy D: Participate in partnership opportunities with the University of Nevada Reno (UNR) and local groups to develop a multiuse sports complex. 3. Enhance existing methods of communication and open new pathways for communicating City efforts to the public at large. Strategy A: Utilize technology to promote communication and participation in program opportunities. Strategy B: Monitor and evaluate input from participants to enhance participation experience.

City of Reno, Nevada Section III-220 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $743,886 $866,955 $764,661 $764,661 Full-Time Equivalents 2.40 2.40 2.40 2.40 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Combined Outdoor Recreation into Athletics. 2. Reduction of funding in services, supplies and capital is due to the downturn in the economy FY 08/09 Program Service Objectives 1. Develop sponsorship policy to enhance revenue opportunities at the Rink and athletic facilities. 2. Conduct survey of facilities to identify deficiencies. 3. Evaluate and negotiate Sky Tavern Jr. Ski Program lease agreement expiring July 2008 and Project Discovery at Sky Tavern lease agreement expiring August 2008. 4. Investigate and evaluate software programs for athletics league scheduling. Ongoing Program Objectives 1. Adjust hours/programs to optimize participation and usage. 2. Maintain league fees at a comparable level with other local organizations/entities, and in accordance with the policy for fees and charges. 3. Manage concessionaire and use agreements to ensure that the partnerships are mutually beneficial. 4. Increase rentals of athletic facilities. 5. Evaluate programs for participation and satisfaction levels. 6. Improve cost recovery for athletics programs in accordance with fund policy.

City of Reno, Nevada Section III-221 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of respondents to survey who rate adult 95% 95% 90% 97% 95% athletic programs as good or better

Percent cost recovery for adult athletic programs 75% 100% 80% 62% 80%

Percent of respondents surveyed who rate adult 90% 91% 90% 90% 90% athletic facilities as good or better.

Total number of athletic programs and/or 22 23 25 18 25 tournaments offered.

Number of registered teams participating in: A. Softball Leagues A) 250 A) 245 A) 254 A) 143 A) 250 B. Basketball Leagues B) 56 B) 58 B) 60 B) 62 B) 60 C. Volleyball Leagues C) 101 C) 162 C) 104 C) 129 C) 150 D. Flag Football Leagues D) 12 D) 17 D) 12 D) 10 D) 16 E. Ultimate Frisbee Leagues. E) 18 E) 16 E) 18 E) 12 E) 18

Percent of respondents to survey who rate outdoor recreation programs as good or better A) Rink on the River A) 95% A) 92% A) 95% A) 95% A) 95% B) Whitewater Park B) 90% B) N/A B) 90% B) N/A B) 80% (1) (1) (4)

Percent cost recovery for outdoor programs 40% 67% 37% 60% 50% (4)

Total number of ice rink participants and 35,771 46,247 37,100 24,614 37,500 increase from last operating season. 10% 29% 6% As of 1/8/08 1% (4)

Total number of Whitewater concessionaire 4,219 3,784 4,000 3,705 4,000 participants during fiscal year. (2) (4)

Total number of rentals and activities scheduled 151 123 155 76 160 at Sky Tavern and percentage increase from prior 4% -18% 3% N/A 3% year. (3) (3) (4)

Performance Measures: Notes 1. Survey discontinued FY06/07 and FY 07/08. Will reinstate in FY08/09 to provide specific Whitewater Park feedback to be used to guide future improvements. 2. Estimated decrease attributed to patrons obtaining their own equipment. 3. Reduced use of Sky Tavern FY06/07 attributed to facility renovations. Installation of Automatic Chlorinator and heating systems replacement FY07/08 to improve water quantity and quality. 4. Measures transferred from Outdoor Recreation program in FY 08/09.

City of Reno, Nevada Section III-222 2008/2009 Budget

Parks, Rec. & Comm. Services Aquatics Program Summary

Program Code: 1340 Program Purpose: To provide safe, enjoyable, clean, attractive, and affordable aquatic facilities for residents and visitors. Recreational, instructional, educational, and competitive aquatic activities will be offered. Strategic Goals Addressed: Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry

5-Year Program Goals 1. Provide safe and welcoming recreational opportunities. Strategy A: Identify locations for replacement and raise level of standards while developing funding for replacement. Strategy B: Monitor and evaluate services to ensure compliance with performance standards. Strategy C: Provide staff support to the Recreational Facilities Subcommittee and communicate to identify aquatic locations to meet community needs. 2. Reach sustainability while maintaining high level of customer satisfaction. Strategy A: Develop and maintain partnerships and collaborations with local and regional organizations to enhance aquatic facilities expansion and renovation. Strategy B: Increase cost recovery percentages. Strategy C: Continue to implement programs that utilize geothermal practices to reduce fuel consumption. 3. Recognition by the community as being a subject matter leader. Strategy A: Communicate directly with participants through interviews and evaluations. Strategy B: Implement advanced technology where appropriate to provide more efficient or effective services.

City of Reno, Nevada Section III-223 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,186,821 $1,172,360 $1,027,678 $1,027,678 Full-Time Equivalents 3.30 3.30 3.30 3.30 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Reduction of funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Conduct safety audits at each swimming facility a minimum of three times a year to ensure quality lifeguarding skills. 2. Conduct a minimum of three standard review assessments to ensure facilities are clean and sanitary. 3. Collect a minimum of 500 surveys from a variety of pool users. Ongoing Program Objectives 1. Increase use of the pools. 2. Maintain fees in accordance with fees and charges policy. 3. Ensure that facilities are clean and sanitary.

City of Reno, Nevada Section III-224 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of instructional classes and 1,200 1,200 1,200 750 1,200 percentage which break even financially. 95% 97% 100% 48% 100% (1)

Number of open swim participants per available day at: A Moana A) 53 A) 54 A) 55 A) 81 A) 60 B) Northwest B) 41 B) 46 B) 50 B) 79 B) 50 C) NECC C) 11 C) 12 C) 20 C) 13 C) 15 D) Idlewild D) 157 D) 155 D) 160 D) 223 D) 160 E) Traner E) 65 E) 63 E) 70 E) 66 E) 70 (2)

Percentage of aquatics program subsidized by 62% 64% 59% 60% 59% the general fund and decrease in subsidy from 0% 0% 0% 4% 0% previous year. (3)

Percentage of participants responding to survey who: A) Rate the aquatics activities offered as good A) 93% A) 94% A) 95% A) 94% A) 95% or better B) Benefited from instructional classes offered B) 96% B) 95% B) 95% B) 96% B) 95% C) Intended to use aquatic services in the future C) 92% C) 94% C) 95% C) 93% C) 95%

Performance Measures: Notes 1. Water Fitness courses moved from Moana Pool have resulted in decreased participation. 2. Moana Pool closure has resulted in an unusually high number for open swim at all pools due to high use months (July and August) not being balanced with low use months (November and December). 3. Moana Pool closure is helping achieve a higher cost recovery.

City of Reno, Nevada Section III-225 2008/2009 Budget

Parks, Rec. & Comm. Services Arts, Culture, and Events Program Summary

Program Code: 1335 Program Purpose: To enhance the quality of life of residents and visitors to the Truckee Meadows and stimulate economic development in Downtown Reno by facilitating visual and performing arts, special events, and cultural programs. Strategic Goals Addressed: Vitality in the Downtown, Infrastructure Well Kept, Strong Economy, Informed and Involved Citizenry, Opportunities for Arts, Culture and Recreation

5-Year Program Goals 1. Develop active downtown streetscapes with street furniture designed by artists, temporary and permanent public art installations and diverse cultural events. Strategy A: Provide public art and cultural events that complement downtown revitalization. Strategy B: Provide sufficient public space and facilities for festivals, performances and public art in the downtown area and the Truckee River Arts and Culture District. 2. Ensure the Reno Public Art Collection is well maintained and includes adequate signage. Strategy A: Develop a program to establish and implement maintenance standards for the Reno Public Art Collection. Strategy B: Provide standardize signage provided for all public art installations, both temporary and permanent. Strategy C: Develop interactive tours through the City’s website, written publications and other technology such as pod casts. 3. Support an environment where arts and culture organizations and individual artists thrive and provide diverse offerings to the public which enhance the quality of life and livability of our region. Strategy A: Foster cooperation between arts and cultural organizations through a strong grants program which supports collaborations and enhances the sustainability of Reno’s art industry. Strategy B: Foster an environment that supports arts organizations and encourages programs that contribute toward creating and maintaining a skilled workforce. 4. Provide Citizens with opportunities to participate in and engage with the public art program, park special events and cultural programming

City of Reno, Nevada Section III-226 2008/2009 Budget

Strategy A: Develop a strong public and web based presence for disseminating information regarding the City’s public art, cultural events and programs. Strategy B: Develop opportunities for citizens to participate in the process of selecting public art throughout Reno including downtown, neighborhood parks and open spaces, and City facilities. 5. Reno citizens and visitors are enriched, empowered and educated by the presence of a strong and diverse arts community. Strategy A: Promote the value and role of the arts, public art and cultural tourism in the economic vitality and quality of life in Reno. Strategy B: Art is evident in all neighborhoods through the facilitation of public art installations, cultural events and festivals throughout the City. Strategy C: Support arts and culture organizations through competitive grant programs and training opportunities offered by the City. 6. The programs and expertise of the department staff are recognized locally, regionally and nationally, and the staff is recognized as subject matter experts. Strategy A: Provide skilled leadership and technical expertise to other jurisdictions and organizations regarding public art, grant programs and event/festival management. Strategy B: Prepare staff to speak at local, regional and national conferences and workshops. Strategy C: Ensure the Urban Park Program is a leader in providing urban opportunities to citizens and visitors. 7. Ensure Park Special Events and the Ranger Program provide diverse opportunities for citizens and visitors to enjoy well managed events and festivals in Reno parks, plazas and outdoor venues. Strategy A: Special event staff provides safe, clean, and well maintained venues for special events. Strategy B: Urban Park Rangers create exciting and innovative programs such as geo- caching of public art and parks, junior gardening and hikes, and walks which combine history with fitness. Strategy C: PRCS is a price leader for diverse special event venues and parks when compared to other providers in the area. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $995,361 $1,281,188 $1,306,206 $1,306,206 Full-Time Equivalents 6.00 6.00 6.00 6.00 Funding Sources Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund

City of Reno, Nevada Section III-227 2008/2009 Budget

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Identify additional locations for temporary public art installations and facilitate accordingly. 2. Complete the transition of the Park Ranger Program from maintenance to interpretative programming and events. 3. Initiate a Cultural Master Plan update with the Arts and Culture Commission. Ongoing Program Objectives 1. Provide programs, facilities, technical assistance, and funding that meets the needs of the community, arts organizations, and artists. 2. Provide office, rehearsal, work, exhibit and small arts organization incubator space in the McKinley Arts and Culture Center for arts and cultural organizations. 3. Promote downtown cultural events and festivals and facilitate neighborhood-based arts, culture and event programs. 4. Manage the City-funded art and culture grants programs. 5. Facilitate art, historic, and interpretive exhibits at civic facilities. 6. Oversee the installation of City-owned public art. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Reno Arts and Culture Commission rates Yes Yes Yes Yes Yes staff’s support/performance as good or better.

Percentage of McKinley Arts and Culture 61% 60% 65% 28% 65% Center building usage by arts and culture organizations, programs, events and activities.

Percentage of Public Art collection owned by 70% 75% 80% 60% 80% the City, evaluated and cleaned annually.

Total funds matched from private support for $800,460 $1,968,830 $416,000 $666,297 $1,000,000 arts and culture through grants programs ($260,000 City funds).

New Public Art Projects completed in fiscal 2 9 9 8 5 year. (1)

Performance Measures: Notes 1. The back log of public art installations for existing and recent parks is complete. This number identifies the new parks coming on line and temporary projects planned for FY 08/09.

City of Reno, Nevada Section III-228 2008/2009 Budget

Parks, Rec. & Comm. Services Golf Program Summary

Program Code: 1370 Program Purpose: To provide affordable and accessible golf and related services to residents and visitors of the Truckee Meadows. Strategic Goals Addressed: Infrastructure Well-Kept, Strong Economy, Informed and involved Citizenry

5-Year Program Goals 1. Improve the quality and the condition of the golf course optimize environmental and recreational benefits to the City and participants. Strategy A: Upgrade irrigation systems to provide appropriate amount and distribution of water for turf health. Strategy B: Monitor and evaluate maintenance practices to ensure compliance with performance standards. 2. Develop opportunities for golf to reduce City subsidy. Strategy A: Research opportunities to outsource golf operation services. Strategy B: Maintain levels of service while pursuing options to purchase supplies with other courses to reduce expenditures. Strategy C: Foster partnerships with the golfing community to sponsor donations for equipment and amenities. Strategy D: Implement 5-year Business Plan for Golf Operations. 3. Seek input from customers and use new approaches to reach new customers for Rosewood Lakes. Strategy A: Seek input from participants on how to enhance their golf experience. Strategy B: Utilize new approaches and technology to reach potential participants. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,318,748 $1,221,622 $1,332,447 $1,207,137 Full-Time Equivalents 6.20 6.20 6.20 6.20 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

City of Reno, Nevada Section III-229 2008/2009 Budget

Program Changes 1. Reduction is across the board in response to the economic conditions. FY 08/09 Program Service Objectives 1. Define opportunities for changes on the golf course to change playability and provide new challenges for players. Target two projects. 2. Increase customer usage by expansion of existing club participation through increased tournament opportunities. 3. Create streamlined web pages to centralize information and make customer interaction easier. 4. Develop and implement variable fee schedule that allows for gradual increases that will minimize the financial impact on customers. 5. Monitor Multi-course Play Utilization Program in collaboration with Washoe County and Reno-Sparks Convention and Visitor Association. Ongoing Program Objectives 4. Enhance golf demand, rounds of golf, and revenues for City-operated golf facilities. 5. Provide staff training and level of service standards to ensure the delivery of excellent customer service at the golf facilities. 6. Monitor, evaluate, and adjust financial performance of City-operated golf course to effectively increase revenues and manage expenditures. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Average revenue earned per player per round of golf played: A) Rosewood Lakes A) $35.12 A) $27.92 A) $34.00 A) $29.60 A) $31.50 B) Brookside B) $8.31 B) $ 0.00 B) $ 0.00 B) $0.00 B) $ 0.00 C) Actual Industry Median (Nat’l Golf C) $33.00 C) $33.00 C) $33.00 C) $33.00 C) $33.00 Foundation) (2) (1)

Dollars per round received from the Rosewood $5.25 $3.86 $4.50 $4.84 $4.00 Lakes pro shop and concessions.

Cost per year per acre to maintain City golf $4,800 $5,150 $4,800 $5,480 $6,201 course(s). (3)

Performance Measures: Notes 1. Brookside Golf Course ceased operations October 2006. 2. Implementation of Good Morning Golf, a reduced rate program. 3. Additional funds directed to course improvements during the FY07/08 budget year.

City of Reno, Nevada Section III-230 2008/2009 Budget

Parks, Rec. & Comm. Services Indoor Centers Program Summary

Program Code: 1380 Program Purpose: To provide safe, inviting, and well maintained facilities for use by Reno citizens for recreational, cultural, and social service pursuits. A variety of meeting and activity space will be offered. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Ensure indoor facilities and infrastructure are well maintained, efficient, green and accessible to the public. Strategy A: Maintain existing facilities with the safety and comfort of customers and employees of paramount importance. Strategy B: Create a positive, professional and enticing environment where the public enjoys a high level of customer service in clean and well maintained facilities. 2. Ensure replacements for obsolete facilities are well planned, utilizing state of the art technology and green principles with a multi-functional and multi-generational focus. Strategy A: Employ sound planning principles to plan and design new facilities which will accommodate Reno’s planned growth. Strategy B: Incorporate “reduce, reuse, and recycle” technologies and energy efficient methods of heating, lighting and cooling into all facility designs. Strategy C: Ensure facilities are designed and maintained with the safety and comfort of customers and employees. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $711,388 $789,329 $833,256 $833,256 Full-Time Equivalents 2.30 2.30 2.30 2.30 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. None.

City of Reno, Nevada Section III-231 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Schedule Southside Center Auditorium for use as rehearsal and performance space and find funds to install a fire suppression system. 2. Expand our “Green Initiative” to include Reduce, Reuse and Recycle” at all our facilities. 3. Track janitorial performance and work with Building Maintenance to ensure facilities are well maintained. Ongoing Program Objectives 1. Maintain fees in accordance with fees and charges policy. 2. Increase use of recreation facilities. 3. Ensure that indoor centers are clean and safe. 4. Match the desired usage to the most appropriate facility and/or room and optimal schedules. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of respondents to survey who rate 95% 86% 90% 80% 90% indoor centers as good or better.

Percent cost recovery for indoor centers. * 28% A) NECC A) 24% A) 20% A) 23% A) 20% B) Neil Road Recreation Center B) 18% B) 20% B) 18% B) 20% C) Paradise Activity Center C) 25% C) 20% C) 60% C) 50% D) Community Halls D) 69% D) 50% D) 46% D) 50%

Percent of capacity for scheduled rentals and activities. A) Horseman’s Clubhouse A) 13% A) 25% A) 15% A) 13% A) 15% B) California Building B) 32% B) 30% B) 25% B) 26% B) 30% C) Paradise Activity Center C) 42% C) 45% C) 45% C) 53% C) 50% D) Neil Road D) 21% D) 32% D) 25% D) 67% D) 50% E) NECC E) 32% E) 39% E) 45% E) 58% E) 50%

Total number of public/private collaborations 5 / $400 8 / $0 8 / $0 9 / 2 8 / 2 for facility use and number of new collaborations.**

Performance Measures: Notes * Measure broken out by specific center in FY 07/08. ** Measure clarified in FY 08/09 to be more specific regarding new private collaborations.

City of Reno, Nevada Section III-232 2008/2009 Budget

Parks, Rec. & Comm. Services Park Maintenance Program Summary

Program Code: 1317 Program Purpose: To preserve the City’s investment in parks and to provide safe, aesthetically pleasing outdoor recreational facilities which are maintained at the most effective cost per acre. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Promote downtown beautification through enhanced maintenance of downtown parks, flowerbeds and flower baskets. Strategy A: Provide a higher level of maintenance of the downtown parks consistent with established levels of service standards. Strategy B: Plan for and maintain downtown flowerbeds and hanging flower baskets which enhance the aesthetics of the downtown environment. 2. Ensure parks and open space are professionally maintained for safety, aesthetics, recreation and sustainability. Strategy A: Maintain facilities according to established level of service standards for proper care, safety and usage. Strategy B: Implement advanced technology where appropriate to provide more efficient or effective services. Strategy C: Implement programs and projects to reduce green waste, water use and recycling. Strategy D: Upgrade irrigation systems to provide appropriate amount and distribution of water for plant growth. 3. Build environmental stewardship through volunteer programs and public education to promote benefits of parks and open space. Strategy A: Increase the number of parks with formal Adopt-A-Park agreements in place.

City of Reno, Nevada Section III-233 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $5,995,742 $6,270,783 $6,086,343 $6,097,843 Full-Time Equivalents 46.85 49.85 49.85 49.85 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. The Landscape Buffers program has been transferred to this program. 2. Reduction of funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Conduct irrigation audits at three major athletic fields to measure irrigation efficiency and implement methods to improve the effectiveness and efficiency of irrigation systems. 2. Implement three new Adopt-A-Park agreements with local businesses or community groups. 3. Add permanent decorative tree lighting along the downtown river corridor and Wingfield Park within budget authorizations. Ongoing Program Objectives 1. Improve maintenance practices and scheduling using actual history from the Maintrac maintenance management system and maintenance management plans for each site. 2. Identify and prioritize needed renovations to existing parks and facilities. 3. Develop and implement water conservation programs to reduce water needs throughout the parks; identify and track water savings.

City of Reno, Nevada Section III-234 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of site inspections completed according to the work plan. A. Parks A) 97% A) 99% A) 95% A) 96% A) 95% B. Rights-of-Way * B) 98% B) 107% B) 98% B) 125% B) 98% (1) (1)

Percentage of inspections that meet adopted maintenance standards. A. Parks A) 80% A) 91% A) 85% A) 92% A) 90% B. Rights-of-Way * B) 79% B) 88% B) 85% B) 93% B) 90%

Dollar cost of parks per year per acre $7,106 $7,149 $7,500 N/A $7,500 maintained. End of Year Measure

Labor/equipment cost per square foot of right- of-way maintained: * A. City maintained rights-of-way A) $0.150 A) $0.089 A) $0.100 N/A A) $0.100 B. Contracted rights-of-way B) $0.049 B) $0.093 B) $0.103 End of Year B) $0.155 C. Total cost (including utilities) C) $0.104 C) $0.180 C) $0.175 Measure C) $0.180 (1)

Number of respondents to satisfaction survey 119 50 100 70 100 and percentage who rate the conditions of the 86% 94% 90% 89% 90% park shelters and facilities as good or better.

Percentage of parks maintained according to 26% 30% 85% (2) (2) maintenance management plans (within 10%)

Variance from planned maintenance hours completed for primary activities: A. Trash and litter cleanup A) 26% A) +/-5% A) +/-5% B. Restroom cleanup B) 0% B) +/-5% B) +/-5% C. Playground maintenance (3) C) -4% C) +/-5% (3) C) +/-5% D. Turf and irrigation maintenance D) -13% D) +/-5% D) +/-5% E. Planter bed maintenance E) -21% E) +/-5% E) +/-5% F. Graffiti and vandalism repairs F) 252% F) +/-5% F) +/-5%

Total number and percentage of CIP ($350K) 3 / 50% 7 / 85% 5 / 100% 2 / 100% 5 / 100% projects completed on time and within budget.

Performance Measures: Notes * Measures for Rights-of-Way maintenance transferred from the Landscape Buffers program in FY 08/09. 1. The right-of-way maintenance contract was re-bid in April 2007 to upgrade maintenance levels to reflect current standards, resulting in increased cost of services. 2. Measure deleted FY 08/09, replaced with percentage of planned maintenance hours by activity to better reflect maintenance efforts. 3. New measure developed and implemented in January 2008, to better reflect activities.

City of Reno, Nevada Section III-235 2008/2009 Budget

Parks, Rec. & Comm. Services Park Planning & Development Program Summary

Program Code: 1316 Program Purpose: To enhance the quality of life for the Truckee Meadows through park planning, land acquisition and development of park sites and facilities in an efficient and aesthetic manner. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Ensure parks and recreation facilities meet the needs of the community and are regionally recognized for excellence. Strategy A: Provide advance planning for the overall park system. Strategy B: Provide funding and resources for facilities that meet City of Reno standards in all newly developed areas and existing underserved areas. Strategy C: Ensure that all facilities meet or exceed Americans with Disabilities Act (ADA) standards for accessibility. 2. Implement the Open Space and Greenways plan for maximum sensitive lands protection and community connections through a comprehensive trails system. Strategy A: Ensure efficient acquisition of land and identify key areas of protection and connections. Strategy B: Promote acquisitions and develop specific plans for public support and consumption. Strategy C: Create greater awareness and visibility to promote the Open Space and Greenways Plan and acquisitions to encourage use of them. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,039,606 $2,703,960 $1,509,336 $1,899,466 Full-Time Equivalents 1.60 1.60 1.60 1.60 Funding Sources Special Revenue and Special Revenue and Special Revenue and Special Revenue and Capital Projects Funds Capital Projects Funds Capital Projects Funds Capital Projects Funds

Program Changes 1. Reduction in Park Capital Projects.

City of Reno, Nevada Section III-236 2008/2009 Budget

FY 08/09 Program Service Objectives 1. Map all underserved areas and locate available sites for park development. 2. Inventory existing facilities for gaps in ADA and develop retrofit plan. 3. Create full survey of available lands from Open Space and Greenways Plan and other sources to create key land ownership map. Ongoing Program Objectives 1. In conjunction with Public Works, manage park projects to complete them on time and within budget. 2. Provide advance planning for the overall park system. 3. Assist with the implementation of the Open Space and Greenways Plan as directed with allocated resources. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of projects planned for the year 6 6 8 3 4 and estimated budget. $1.6 Million $1.6 Million $5.9 Million $1.3 Million $3 Million

Percentage of total park projects completed on 60% 83% 90% 100% 90% time and within budget.

Number of parks completed as a result of 0 1 4 1 2 approved Park Development Agreements. *

Number of identified projects completed for 3 3 2 2 2 ADA upgrades using annual Capital (1) Improvement Project appropriation.**

Performance Measures: Notes * Measure modified FY 06/07 to be more descriptive. 1. Measure transferred in FY 08/09 from Community Services program.

City of Reno, Nevada Section III-237 2008/2009 Budget

Parks, Rec. & Comm. Services Program & Service Management Program Summary

Program Code: 0001 Program Purpose: To plan, administer and coordinate resources to ensure cost effective and efficient provision of Reno Parks, Recreation and Community Services Department facilities and programs. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Staff effectively administers financial, volunteer and personnel resources. Strategy A: Revise and implement departmental policies and personnel records. Strategy B: Provide staff training on financial management and personnel management. Strategy C: Promote volunteer opportunities, and track the number of volunteers and number of volunteer hours to provide services and facilities. 2. Ensure that residents view the City of Reno as the provider of choice for neighborhood recreation programs, recreation facilities and parks, and rate participant satisfaction with PRCS facilities and services at high levels. Strategy A: Distribute positive publicity regarding neighborhood services to the media and other communication channels. Strategy B: Conduct customer satisfaction surveys that include International City and County Manager’s Association (ICMA) criteria and initiative improvements according to the input received. 3. Recognition is gained from local media that acknowledges the positive impact on the quality of life residents and visitors enjoy. Strategy A: Distribute publicity regarding impact of the Department on the quality of life to the media and other communication channels. Strategy B: Assist the media in covering Department stories to build relationships, trust and additional positive publicity. Strategy C: Utilize City of Reno media, website and Reno13 to positively impact the audience. 4. Ensure adaptive recreation and inclusion services achieve high levels of community visibility and participation. Strategy A: Establish and coordinate community partnerships and collaboration with area agencies and organizations to ensure a continuum of services for persons with disabilities.

City of Reno, Nevada Section III-238 2008/2009 Budget

Strategy B: Broaden the scope of adaptive recreation programs available to persons with disabilities. Strategy C: Secure increasing levels of grant and donor funding for inclusion and adaptive support and services. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $3,493,546 $3,631,035 $3,458,218 $3,494,190 Full-Time Equivalents 10.70 10.70 10.70 10.70 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Combined Community Services program with Program & Service Management program. 2. Reduction of funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Expand media releases to increase presence in print and broadcast media. 2. Produce and distribute a “Parks Recreation and Community Services Resource Guide.” 3. Implement audits, tracking and record keeping for fiscal and personnel management. 4. Utilize research to develop adaptive recreation pilot programs to determine community interest and participation. Ongoing Program Objectives 1. Ensure department expenditures are legal, appropriate and in accordance with budget provisions. 2. Measure citizen satisfaction with services provided by the department. 3. Establish, review and revise operating policies and procedures.

City of Reno, Nevada Section III-239 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of operating budget recovered through 39% 27% 30% 22% 25% user fees and percentage variance from 13% -12% 2% -8% 3% previous year.

Percentage of tasks implemented as outlined in 50% 88% 100% 100% 100% the volunteer plan.

Percent of program service objectives met in 95% 95% 90% 100% 95% all department programs.

Percentage of direct costs recovered through 80% 50% 80% 95% 90% contracted lifelong learning classes. (1)

Number and percentage of total staff trained in Behavior Based Safety. A) Permanent staff A) 73 / 85% A) 0 / 0% A) 90 / 97% A) 0 / 0% (2) B) Temporary staff B) 237 / 37% B) 99 / 18% B) 303 / 75% B) 52 / 9%

Number of adaptive recreation programs 4 implemented in fiscal year. (3)

Total dollars in grant and donor funding $25,000 received for inclusion and adaptive supports (3) and services.

Number of press releases distributed. 50 (3)

Percent of survey respondents with an overall satisfaction rating of : A) Excellent A) 35% B) Good B) 55% (3)

Performance Measures: Notes 1. Measure moved from Community Services in FY 08/09. 2. Measure deleted in FY 08/09, most staff completed the Behavior Based Safety (BBS) program and it is combined with the Temporary Staff Training. 3. New measures added in FY 08/09.

City of Reno, Nevada Section III-240 2008/2009 Budget

Parks, Rec. & Comm. Services Senior Development Program Summary

Program Code: 1360 Program Purpose: To provide recreation activity and social service community supports to meet the needs of the senior (age 55 and older) population of Reno. Strategic Goals Addressed: Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Provide quality programming that offers a full spectrum of services meeting the needs of seniors and caregivers. Strategy A: Participate in the design and implementation of the recreational plan for seniors promoting intergovernmental cooperation. Strategy B: Enhance communication efforts to solicit input and be responsive to needs identified by the community. Strategy C: Design and implement programs that achieve national standards and are regarded as “Best Practices.” 2. Develop partnerships that increase services and communication with residents and businesses and support healthy aging in place and social service connections. Strategy A: Senior programs and services are offered city-wide. Strategy B: Sponsorships provide a significant source of revenue. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $250,382 $275,306 $287,016 $287,016 Full-Time Equivalents 2.20 2.20 2.20 2.20 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Develop community partnerships to introduce active seniors to other community programs.

City of Reno, Nevada Section III-241 2008/2009 Budget

2. Implement outreach components targeting barriers to senior participation as identified through the Senior Services Liaison, Senior Outreach presentations and community input. 3. Implement programming at new Neil Road Senior Center Ongoing Program Objectives 1. Provide senior recreation services and outreach in an effective and efficient manner. 2. Expand senior recreation programs, activities and social services. 3. Provide opportunities for seniors to remain active, healthy, and fully engaged in the community. 4. Develop cooperative ventures with other providers to increase services. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of participants in senior programs and percentage increase from previous year: A. Socials A) 1,285 A) 834 A) 1,000 / 20% A) 600 A) 1,200 / 20% B. Travel B) 225 B) 530 B) 555 / 5% B) 229 B) 582 / 5% C. Workshops C) 4,817 C) 2,500 C) 2,500 / 0% C) 1,376 C) 2,500 / 0%

Percentage of participants surveyed who rate 95% 90% 95% 93% 95% programs offered to seniors as good or excellent.

Percent of direct cost recovery for Senior Programs: A. Senior Games A) 80% A) 80% A) 80% A) N/A - May A) 80% B. Travel B) 55% B) 55% B) 60% B) 58% B) 60%

Number of Senior Advisory Board initiatives 3 4 4 2 6 implemented.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-242 2008/2009 Budget

Parks, Rec. & Comm. Services Urban Forestry Program Summary

Program Code: 1319 Program Purpose: To enhance community aesthetics and safety, to extend the life of the City’s trees, and to maintain and care for trees in the City’s parks and rights-of-way. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Improve the quality and distribution of the City’s Urban Forest (both public and private trees) to optimize environmental, green objectives, economic, habitat and social benefits to the City and residents. Strategy A: Increase species diversity and geographic distribution of public trees. Strategy B: Increase annual tree planting targets to support Reno green initiatives. 2. Provide awareness of the importance of the Urban Forest through public education and greater participation in tree planting and stewardship activities. Strategy A: Expand the tree planting projects at elementary school sites. Strategy B: Provide educational programming to schools, service groups, environmental groups, neighborhood/homeowner associations and other interested groups on the value of trees and proper tree care and management. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $483,638 $632,686 $636,870 $636,870 Full-Time Equivalents 6.40 7.40 7.40 7.40 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Update the approved street tree inventory list and develop approved park tree inventory list to increase species diversity. 2. Develop and implement new block pruning schedule for scheduled tree pruning activities based on new tree inventory.

City of Reno, Nevada Section III-243 2008/2009 Budget

Ongoing Program Objectives 1. Improve maintenance practices and scheduling using data derived from computerized inventory system. 2. Promote tree stewardship through public education and outreach programs, including annual Arbor Day ceremony and tree care seminar, to maintain the City’s Tree City USA certification. 3. Enhance the safe work practices of staff. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of trees pruned per maintenance 53% 37% 90% 36% 90% schedule. (1) (1) (2) (1) (2)

Pruning hours per tree for scheduled pruning: A) Size I (1-6" cal.) A) 0.45 A) 0.59 A) 0.50 A) 0.85 A) 0.50 B) Size II (7-12" DBH) B) 0.69 B) 0.60 B) 0.95 B) 0.92 B) 0.95 C) Size III (13-24" DBH) C) 1.88 C) 0.81 C) 1.40 C) 1.57 C) 1.40 D) Size IV(25-36" DBH) D) 1.69 D) 1.42 D) 2.70 D) 2.69 D) 2.70 E) Size V (37+" DBH) E) 0.00 E) 0.00 E) 5.50 E) 0.00 E) 5.50

Number of hours per employee and percentage 23 / 100% 30 / 100% 24 / 100% 17 / 100% 24 / 100% of staff trained in safe urban forestry work practices.

Ratio of new trees planted for every tree 1.37:1 1.5:1 removed (excludes trees in new developments) (3) (3)

Number of public education programs offered 10 / 500 and total number of citizens attending. (3)

Performance Measures: Notes 1. The number of trees pruned on schedule is low because one of four Tree Maintenance Worker positions was vacant. 2. Staff time was redirected towards removal of dead and hazardous trees and new tree planting. 3. New measures added in FY 08/09.

City of Reno, Nevada Section III-244 2008/2009 Budget

Parks, Rec. & Comm. Services Youth Development Program Summary

Program Code: 1365 Program Purpose: To provide active, safe, nurturing and positive environments and recreational opportunities for youth. Strategic Goals Addressed: Informed and Involved Citizenry

5-Year Program Goals 1. Provide a full spectrum of quality programs by expanding communication with business and residents to increase services for youth in the community. Strategy A: Survey all programs and be responsive with results. Strategy B: Design and implement programs and services that achieve national standards and are recognized as “Best Practices.” Strategy C: Ensure teen programs are fully implemented throughout the community. 2. Obtain resources to support programming and training by collaborating with businesses utilizing intergovernmental cooperation, and increasing funding to support new technology. Strategy A: Provide a wide variety of training. Strategy B: Obtain wireless technology for all program locations to impact the environment and provide timely customer service. Strategy C: Develop relationships with local and regional experts to provide staff training opportunities. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $3,107,347 $3,058,340 $3,335,723 $3,335,723 Full-Time Equivalents 5.80 5.80 5.80 5.80 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Pursue second accreditation for Vacation Station from National accreditation organization.

City of Reno, Nevada Section III-245 2008/2009 Budget

2. Increase and improve training provided for the staff that work in teen and youth programs. Provide “Ready for Life” life skills training for all staff that wish to attend. 3. All Sierra Kids sites and Vacation Station will implement “Character Counts” curriculum and are recognized as “Gold Medal Child Activity Centers.” 4. All teen programs offer “Too Cool for Drugs and Violence” training for all youth that wish to attend. Ongoing Program Objectives 1. Provide programs that encourage youth to be responsible for their personal development and growth. 2. Meet cost recovery goals and maintain fees in accordance with the fee schedule. 3. Facilitate the Youth City Council and encourage diversity of membership. 4. Collaborate with youth serving agencies.

City of Reno, Nevada Section III-246 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of direct program costs that are recovered. * A. Sierra Kids A) 80% A) 97% A) 85% B. Vacation Station 80% 80% B) 80% B) 60% B) 65% C. Camps C) 80% C) 60% C) 65% D. REC – Reno Enrichment Centers D) 20% D) 6% D) 15%

Number of participants and percentage increase from previous year of participants in targeted youth programs. * A. Sierra Kids 2% 3% A) 1,700 / 6% A) 1,370 / 14% A) 1,700 / 6% B. Vacation Station B) 500 / 31% B) 380 / 110% B) 600 / 20% C. Camps C) 1,200 / 4% C)1169 / 101% C) 1,300 / 16% D. REC – Reno Enrichment Centers D) 165 / 10% D) 78 / 49% D) 173 / 8%

Number of special events and number of youth 4 4 3 1 4 served. 1,100 1,120 1,200 450 1,500 (1)

Percentage of customers rating youth service 90% 100% 90% 100% 95% programs as good or better rating.

Number of programs delivered in partnership 5 4 6 with community agencies addressing assets (2) and character development.

Number of youth ages 12 – 18 from areas of 750 450 800 significant gang activity participating in (2) structured developmental programs.

Number of meals served to youth in low income areas per year: A) Breakfast A) 5,000 A) 7,399 A) 6,000 B) Lunch B) 10,000 B) 15,430 B) 12,000 C) Dinner C) 10,000 C) 18,300 C) 20,000 (2) (3)

Performance Measures: Notes

∗ Measures modified FY 06/07 to count various youth activities separately. Previous years included summary data from combined number of programs. 1. This measure currently represents different events each year. We will be working to revise this measure to compare similar types of events. Measure represents Reno Idol Event, Kick Off Summer Event, and Diversity Luncheon. 2. New Measures FY 07/08. 3. Mid-year numbers for FY 07/08 reflect one time increase in number of sites offering meals.

City of Reno, Nevada Section III-247 2008/2009 Budget

Police

Police Department

Patrol - Crime Program and Service Investigations Training Community Affairs Prevention Management

Patrol - Gang Patrol - Traffic Records/Identification Enforcement

Patrol - Community Downtown Tax District Services Officers

FTEs Regular 483.50 Temporary (not shown) 19.13 Total 502.63

City of Reno, Nevada Section III-248 2008/2009 Budget

Police Department Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Community Affairs Division$ 1,041,358 $ 1,375,494 $ 1,231,402 $ 1,231,402 -10.48% Downtown Tax District 1,724,094 1,724,250 1,834,975 1,834,975 6.42% Investigations 10,056,328 9,610,255 10,129,847 10,129,847 5.41% Patrol - Community Service Officers 1,619,082 1,718,464 1,917,429 2,134,475 24.21% Patrol - Crime Prevention 27,913,096 29,463,333 30,345,545 30,245,545 2.65% Patrol - Gang Enforcement 2,647,163 2,687,261 2,730,023 2,730,023 1.59% Patrol - Traffic 5,874,826 6,241,166 6,232,492 6,232,492 -0.14% Plan Train & Research-Training 1,512,088 1,602,318 1,688,161 1,688,161 5.36% Program and Service Mgmt. 4,030,646 4,207,765 3,946,627 3,896,627 -7.39% Records and Identification 2,495,416 3,187,959 3,310,055 3,310,055 3.83% Total$ 58,914,097 $ 61,818,265 $ 63,366,556 $ 63,433,602 2.61%

Expense Type:

Salaries and Wages$ 36,343,690 $ 38,387,361 $ 40,951,791 $ 41,168,837 7.25% Employee Benefits 16,403,329 18,361,509 19,347,278 19,347,278 5.37% Services and Supplies 6,114,360 5,069,395 3,067,487 2,917,487 -42.45% Capital Outlay 52,718 - - - - Total$ 58,914,097 $ 61,818,265 $ 63,366,556 $ 63,433,602 2.61%

Funding Sources:

General Fund$ 58,914,097 $ 61,818,265 $ 63,366,556 $ 63,433,602 2.61% Animal Control Fund - - - - Total$ 58,914,097 $ 61,818,265 $ 63,366,556 $ 63,433,602 2.61%

City of Reno, Nevada Section III-249 2008/2009 Budget

2006/07 Actual Expenses

Records and Identification Downtown Tax District Plan Train & Research-Training 4.2% 2.9% 2.6% Program and Service Mgmt. Patrol - Community Service Officers 6.8% 2.7%

Patrol - Traffic 10.0%

Investigations 17.1%

Patrol - Gang Enforcement 4.5%

Patrol - Crime Prevention

2007/08 Approved Budget

Program and Service Mgmt. 6.8% Plan Train & Research-Training Records and Identification 2.6% 5.2%

Patrol - Community Service Officers 2.8%

Patrol - Traffic 10.1%

Patrol - Gang Enforcement 4.3% Investigations 15.5%

Patrol - Crime Prevention 47.7%

2008/09 Approved Budget Records and Identification Program and Service Mgmt. 5.2% Community Affairs Division 6.1% 1.9%

Plan Train & Research-Training Downtown Tax District 2.7% 2.9% Patrol - Community Service Officers Investigations 3.4% 16%

Patrol - Traffic 9.8%

Patrol - Gang Enforcement 4.3% Patrol - Crime Prevention 47.7%

City of Reno, Nevada Section III-250 2008/2009 Budget

Police Department Business Plan – Overview

Mission Statement: We are committed to partner with our community to create a safe city by providing the highest level of police services.

Overview The Reno Police Department provides the community with efficient, effective and equitable police services. The Department utilizes a Community Oriented Policing and Problem Solving (COPPS) philosophy to guide the delivery and quality of its services. Under COPPS, the department solicits the public’s participation in collaborative problem solving partnerships to address concerns related to crime, disorder and fear. The department is staffed by approximately 373 sworn officers and 102 non-sworn personnel. Primary responsibilities include, but are not limited to, uniformed patrol, criminal investigations, traffic control, special events staffing, community relations, records retention and work card processing, gang suppression, crime prevention and awareness, and youth and other related programs and services. The main headquarters building is located at 455 E. Second Street and houses the administrative and operational divisions. Three store front offices provide some decentralized services to neighborhoods (see below). The Internal Affairs unit provides citizens with convenience and privacy in a facility separate from the main police station. During the past five years, the department has undergone considerable change and reorganization. The primary focus of these changes has been to improve and expand services by putting additional and better trained officers “in neighborhoods.” This was made possible by a reduction in the number of officers previously assigned to special assignments being returned to uniformed patrol duties and some increased staffing authorized by City Council. The Field Operations Division now comprises Patrol, Community Services Officers, and Traffic. The Investigations Division now includes, Detectives, Regional Gang Unit, the Street Enforcement Team, Evidence, and Community Affairs. Top Accomplishments for FY2007/08 1. Developed the “Crash Meter” to track high crash locations (within the City) and deployed resources (Crash Reduction Team) to more effectively reduce fatalities. 2. Completed false alarm ordinance. Implementation stage set for March 2008. 3. Developed, with other city departments, a comprehensive Community Action plan for the Montello and Oliver area. 4. Expanded the Crime Free Multi-Housing program. Employees of the Community Affairs Division have encouraged property owners to voluntarily participate in Phase II (CPTED) and Phase III (Neighborhood Watch) of the Crime Free Multi-Housing program, even though they are not required to under the Reno Municipal Code.

City of Reno, Nevada Section III-251 2008/2009 Budget

Major Issues and Strategies for FY2008/09 1. Develop funding plan for the Public Safety portions of the Community Service Centers. 2. Maintain focus on methamphetamine problems in the community through providing prevention information, enforcement action and rehabilitation alternatives; and working with the Drug Court, Northern Nevada Meth Alliance, and Join Together of Northern Nevada. 3. Maintain focus on reducing response times and continuing open communication with neighborhoods on response times through Neighborhood Advisory Boards (NABs).

City of Reno, Nevada Section III-252 2008/2009 Budget

Police Department Service Programs Five Year Goals and FY 2008/09 Program Budget

The Police Department budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 483.50 Employees by Program Program and Records and Community Affairs Service Mgmt., Plan Train & Identification, Division, 9.00 Research-Training, 22.00 42.00 Downtown Tax 10.00 District, 14.00 Patrol - Community Service Officers, Investigations, 25.00 64.00 Patrol - Traffic, 52.50 Patrol - Gang Patrol - Crime Enforcement, 20.00 Prevention, 225.00

City of Reno, Nevada Section III-253 2008/2009 Budget

Police Community Affairs Division Program Summary Program Code: 0841 Program Purpose: To keep the public informed about issues pertaining to law enforcement, educating them about crime prevention and facilitating a partnership with our community through programs such as SAVE volunteers, Neighborhood Watch, Citizens Police Academy, DARE, GREAT, Cadets, Explorers and Crime Free Multi-Housing Strategic Goals Addressed: Vitality in the Downtown, Infrastructure Well-Kept, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Develop and produce “Reno’s Finest”, a television show to be aired on public broadcast Reno 13 which highlights various aspects of the Reno Police Department and programs. Strategy A: Develop and air at least 10 new shows of “Reno’s Finest” during the year Strategy B: Develop and air at least 3 Public Service Announcements (PSAs) highlighting police services. 2. Increase number of participants in Crime Free Multi-Housing, a three stage program that teaches community managers crime-free prevention techniques, Crime Prevention through Environmental Design principles, and the benefits of Neighborhood Watch programs. Strategy A: Complete first year study of multi-housing complexes who are participating in this program and those properties where police calls for service have decreased. Strategy B: If the study shows a decrease in police calls for service, look at amending Reno Municipal Code (RMC) so that complexes with fewer units than 120 would be required to participate. 3. Develop and implement the Police Operations Support Teams (POST) concept. POST Citizens would be called upon to help keep their neighborhoods safe from various types of crimes through organized surveillance during increased criminal activity. Strategy A: Recruit 50 members from the community through various involved organizations such as Neighborhood Advisory Boards (NABs), NAACP, churches, and CERT. Strategy B: Create a PSA to air on Reno 13 for recruiting POST volunteers.

City of Reno, Nevada Section III-254 2008/2009 Budget

4. Build community involvement for the Trauma Intervention Program (TIP) through volunteers and donations. Strategy A: Complete business presentations on the value of TIP and increase private donations through years one to five. Strategy B: Achieve recruitment target for volunteers each year. 5. Develop and Implement a Public Safety Explorer Post. Strategy A: Combine the Reno Police department Explorers and Reno Fire Department Explorer Posts to create public safety explorer post with a group of 30 explorers. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,041,358 $1,375,494 $1,231,402 $1,231,402 Full-Time Equivalents 9.00 9.00 9.00 9.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in temporary services and in fleet charges. FY 08/09 Program Service Objectives 1. Implement a new Citizen Police Academy solely for senior citizens and teaching crime prevention for senior citizens Ongoing Program Objectives 10. Monitor diversity hiring and available applicants for the position of police officer. 11. Continue the growth with the SAVE program to assist with service requests and parking issues. 12. Support the Associated General contractors and their efforts to decrease construction site thefts by attending quarterly meetings.

City of Reno, Nevada Section III-255 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of handicap parking code compliance 2,485 6,644 3,800 4,363 4,400 checks and citations issued for the year. (1)

Number of code compliance complaints for 84 369 200 152 250 handicap parking violations. (1)

Number of people assisted home by the 713 819 600 392 350 H.E.L.P officer. (5)

Police attendance at all Neighborhood (2) 91.5% 100% 63% 100% Advisory Board Meetings (4)

Total number of properties certified as Crime Free Multi-Housing properties * (2) A) Phase 1 A) 247 A) 300 A) 282 A) 300 B) Phase 2 B) 1 B) 20 B) 10 B) 20 C) Phase 3 C) 5 C) 10 C) 6 C) 10 (3)

Percentage of minorities hired for the position (2) 26% 20% 8% 20% of police officer

Total numbers by SAVE volunteers: A) Hours of Community Service (2) A) 24,390 A) 30,000 A) 13,777 A) 30,000 B) Citizen Contacts B) 12,613 B) 17,000 B) 10,728 B) 18,000

Number of community service presentations 132 128 200 35 75 requested and the percentage of presentations 100% 100% 100% 100% 100% completed.

Performance Measures: Notes * Measure modified in FY 06/07 to be more descriptive. 1. There are approximately 6,200 handicap parking signs in the City of Reno. On 10/1/05, State law changed making signs unenforceable until updated. In 2006 all 6,200 signs were updated by SAVE volunteers. Currently, out-of-compliance signs would be those missing from the parking space, or those less than 4 feet above the ground. 2. Measures added FY 06/07. 3. Stats only collected for half of that fiscal year (Jan – June 2007) and Phase 1 is combined numbers for complexes and managers in compliance. 4. Records not verifiable. 5. Washoe County Sheriff discontinued involvement in the H.E.L.P. program, therefore target has been adjusted.

City of Reno, Nevada Section III-256 2008/2009 Budget

Police Downtown Tax District Program Summary

Program Code: 0834 Program Purpose: To provide a high visibility law enforcement presence in the downtown area by fostering the partnerships with the downtown community while handling large special events that bring additional automobile and pedestrian traffic, and to create an environment that suppresses and discourages criminal behavior by maintaining consistent problem solving strategies in the downtown core. Strategic Goals Addressed: Vitality in the Downtown. Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry, Opportunities for Arts and Culture, Neighborhood Excellence

5-Year Program Goals 1. Enhance the Downtown Tax District Board to emphasize residential, business and city services partnerships. Strategy A: Identify stakeholders to the Downtown Tax District annually and update as needed. Strategy B: Analyze available information for improved problem solving and quality of life. 2. Improve the development of the Downtown Enforcement Team (DET) and emphasize problem solving and community partnerships. Strategy A: Conduct monthly analysis of calls for service in the downtown tax district. Strategy B: Deploy the DET to the high call for service locations, quality of life issues and crime problems. Improve pedestrian and vehicle traffic safety Strategy A: Conduct monthly analysis of high traffic accident locations. Strategy B: Evaluate historical data on high pedestrian accident locations and develop environmental, educational and enforcement components. 3. Continue to dedicate a strong police presence in the downtown area. Strategy A: Utilize the Reserve Office Program to increase uniform presence in the area. Strategy B: Conduct an analysis of the Reserve Office Program and the potential for improved impact in the downtown area.

City of Reno, Nevada Section III-257 2008/2009 Budget

4. Develop downtown video security system Strategy A: Map existing available video coverage Strategy B: Create integration plan to cover downtown with video security Strategy C: Determine funding sources to implement the system 5. Emphasize problem solving and crime fighting efforts. Strategy A: Monthly identify top call for service locations and quality of life issues. Strategy B: Increase the utilization of the Homeless Evaluation Liaison Program (HELP), Motel Interdiction Team, and Crisis Intervention Team. Strategy C: Annual update of partnerships assisting the RPD with problem solving and crime fighting efforts. 6. Utilize Neighborhood Contact Team operations. Strategy A: Analyze and define downtown areas needing attention to crime and quality of life issues. Strategy B: Re-define partnerships and resources for effective communication and safety in the downtown area. Strategy C: Assign personnel to report on crime and quality of life issues at appropriate meetings. 7. Increase visibility of the Downtown Enforcement Team (DET). Strategy A: Conduct monthly assessments to improve deployment of law enforcement services. 8. Utilize Reno Direct to identify problem areas and develop a multi-faceted approach to the issues. Strategy A: Complete quarterly assessments of Reno Direct service requests in the downtown tax district. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,724,094 $1,724,250 $1,834,975 $1,834,975 Full-Time Equivalents 14.00 14.00 14.00 14.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Examine the expansion of the Community Action Officer concept into the downtown area.

City of Reno, Nevada Section III-258 2008/2009 Budget

2. Develop a corporate Crime Prevention approach utilizing businesses and other services in the downtown area. 3. Continue to develop the Downtown Enforcement Team and Motel Interdiction Team concepts by analyzing and deploying those assets more effectively. Ongoing Program Objectives 1. Encourage ownership of the downtown neighborhoods by developing partnerships with citizens and businesses. 2. Continue special events planning for safe and enjoyable events in the downtown area. 3. Improve connectivity and service with other city service providers. 4. Encourage citizen participation with problem solving and crime fighting through the Police Officer Support Team (POST) and Neighborhood Action Team concepts. 5. Utilize the Street Enforcement Team and the Regional Methamphetamine Initiative to improve safety and quality of life in the downtown neighborhoods. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Supervisory attendance at all Tax District, Downtown Task Force and Security Director meetings. 100% 100% 100% 100% 100%

Number of officers, department wide, trained 40 57 75 34 32 in Crisis Intervention. (2)

Total number of businesses and percent 32 18 32 18 36 inspected for Safescape adherence. 100% 100% 100% 100% 100% (1)

Number of Motel Interdiction checks. 29 44 29 19 45

Participation in major special events. 100% 100% 100% 100% 100%

Performance Measures: Notes 1. Compliance met in 2005. 2. Earlier targets reflect training goals for the entire department, FY2008/2009 target reflects the training for new hires.

City of Reno, Nevada Section III-259 2008/2009 Budget

Police Investigations Program Summary

Program Code: 0860 Program Purpose: To promote the safety of the community and a feeling of security among citizens, crimes will be investigated to encourage timely apprehension of offenders and recovery of stolen property. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. Provide continued effective provision of services to victims of crime by sustaining the Victim Services Unit. Strategy A: Identify funding sources to gradually absorb the advocates and supervisor positions into the City budget. Strategy B: Expand the newly implemented volunteer victim advocate program to increase the volunteer base. Strategy C: Further develop a responsive community-based prevention and outreach program on family violence issues to enhance the safety of our citizens. 2. Reduce high volume property crimes, including vehicle crime, domestic burglary, retail and commercial/business crime. Strategy A: Identify higher crime areas which have a low number of Neighborhood Watch schemes, Set targets for expansion in these areas. Strategy B: Identify funding for and implement a “bait car” program to reduce motor vehicle theft. Strategy C: Implement a proactive stolen property GPS based tracking program to target identifiable property theft trends and reduce commercial crime. Strategy D: Encourage the use of security measures by householders, businesses and the community. Strategy E: Encourage the use of Crime Prevention through Environmental Design principles in new and refurbished properties. Strategy F: Consider the implications of close circuit television (CCTV) use, with a view to upgrading systems and monitoring. 3. Provide enhanced crime analysis services to area beat officers, investigative units, and citizens to fight and reduce crime. Strategy A: Identify funding sources to increase analysis staffing.

City of Reno, Nevada Section III-260 2008/2009 Budget

Strategy B: Expand high-tech analysis computer systems. Strategy C: Develop a responsive web-based site to provide crime analysis crime fighting and prevention information to the community to enhance safety and reduce crime. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $10,056,328 $9,610,255 $10,129,847 $10,129,847 Full-Time Equivalents 68.00 68.00 64.00 64.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Relocation of evidence storage facility to permanent city owned site with planning for future needs based upon the potential growth of the Police Department. 2. Develop a “Cold Case” investigative program within the Robbery/Homicide Unit to solve inactive and/or unsolved homicide investigations. This will include the development of case management between investigative entities in the Truckee Meadows to reduce dual efforts on potential same suspects. 3. Upgrade and modernize the electronic media center of the Detective Division to include video and electronic surveillance monitoring/storage equipment to enhance investigations. Ongoing Program Objectives 1. Successful prosecution of individuals committing crimes and recovery of stolen property. 2. Maintain crime clearance percentages within national average or better.

City of Reno, Nevada Section III-261 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of stolen property recovered. A. Vehicles A) 75% A) 75% A) 80% A) 74% A) 80% B. Other B) 4% B) 6% B) 5% B) 7% B) 6% (2)

Total number of crimes and percentage change from previous year per Uniform Crime Report (UCR) Part 1 stats: A) Murder A) 9/ +50% A) 27/+200% A) 10 A) 2 A) 15 B) Rape B) 98/ <19%> B) 92 /-6% B) 100 B) 16 B) 100 C) Robbery C) 483/ +20% C) 516/+7% C) 490 C) 91 C) 520 D) Assault D) 947/ <2%> D) 865/-9% D) 945 D) 138 D) 900 E) Burglary E) 1,882/ +7% E) 2,139/+14% E) 1800 E) 319 E) 1,850 F) Larceny F) 7,196/ +2% F) 7,003/+3% F) 7,200 F) 1,042 F) 7,000 G) Vehicle Larceny G)1783/ +35% G) 1,361/-24% G) 1,800 G) 171 G) 1,700 H) Arson H) 29/ <29%> H) 24 /-17% H) 40 H) 5 H) 40 Total UCR Part 1 Crimes Total: 12,427 Total: 12,027 Total: 12,385 Total: 1,784 Total: 12,125 +6% -3%

Clearance rates for UCR Part 1 crimes: A) Murder A) 111% (1) A) 96% A) 85% A) 0% A) 95% B) Rape B) 18% B) 17% B) 20% B) 25% B) 20% C) Robbery C) 28% C) 29% C) 30% C) 25% C) 30% D) Assault D) 47% D) 51% D) 45% D) 57% D) 45% E) Burglary E) 7% E) 9% E) 15% E) 10% E) 17% F) Larceny F) 23% F) 21% F) 20% F) 10% F) 20% G) Vehicle Larceny G) 11% G) 13% G) 10% G) 23% G) 15% H) Arson H) 24% H) 13% H) 15% H) 20% H) 20% Total Clearance Rate-Part 1 Crimes Total: 21% Total: 21% Total: 24% Total: 23% Total: 33%

Performance Measures: Notes 1. Homicide arrest from a case during a prior year. 2. Mid-year totals 07/08 are for two months only (July & August). September, October, November, and December will be available 3/01/08.

City of Reno, Nevada Section III-262 2008/2009 Budget

Police Patrol – Community Service Officers (CSOs) Program Summary

Program Code: 0838 Program Purpose: To support officers’ ability to respond to emergency calls for service in a timely manner, Community Service Officers (CSOs) will respond to citizen requests for non-emergency services in a prompt and cost efficient manner. Strategic Goals Addressed: Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Compile data to include customer service audits, which reflect a rise or decline in customer service satisfaction, with the goal of maintaining a customer service rating of 90% or above. Strategy A: Conduct customer service audits to gauge citizens’ approval to maintain a customer service approval rating of 90% or above. 2. Efficient and effective use of CSOs as an alternative to the use of uniformed police officers for non-emergency tasks. Strategy A: Create and maintain more accessible on-line and physical facilities for citizens to avail themselves of non-emergency police services as well as reducing demands for a uniformed police presence at non-emergency/non- investigating calls for service. Strategy B: Review and evaluate statistical data and compile information on the overall effectiveness of this approach. Strategy C: Work with Human Resources and Civil Service Commission to expand CSO tiers to create a career path for non-sworn professionals. 3. Responsive to neighborhood parking issues. Strategy A: Post abandoned vehicle with requisite 48 hour notice, with the intent of motivating the vehicle’s owner to remove it form the public street (voluntary compliance). Strategy B: Cite and tow vehicles that are not removed by the owner. 4. Re-design the on-line reporting format to make it more accessible to the public, thereby increasing the number of on-line reports, which will alleviate calls for service for patrol. Strategy A: Increase the number of on-line reports by 10% for the first six months of 2008 and then 5% each subsequent year.

City of Reno, Nevada Section III-263 2008/2009 Budget

5. Reduce non-emergency/non-investigative calls for service normally handled by uniformed officers by limiting the types of calls for service that would normally be responded to and by making referrals when appropriate, to the substations. Strategy A: Maintain the current level of 50% of all non-arrest reports completed by CSOs. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,619,082 $1,718,464 $1,917,429 $2,134,475 Full-Time Equivalents 22.00 22.00 22.00 25.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Funding was increased for salaries and benefits that were underfunded in prior years. 2. Added 3 Community Service Officers. FY 08/09 Program Service Objectives 1. Continue to develop a strategic and operational plan for integration of CSO I employees (formally known as parking compliance technicians) into the CSO Division. Ongoing Program Objectives 1. Continue to reduce non-emergency/non-investigative calls for service normally handled by uniformed officers. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of non-arrest police reports and 8,676 16,777 29,000 7,045 20,000 percentage taken by CSO’s. * 48.4% 52.5% 50% 48.4% 50%

Cost per hour of full time CSO vs. uniform $15.56-$22.61 $17.27-$24.29 $17.63-$24.80 $18.38-$25.85 $18.77-$26.39 officer. Vs. Vs. Vs. Vs. Vs. $20.06-$28.07 $21.81– $29.88 $22.73-$31.15 $23.21-$31.80 $23.70-$32.47

Percent of customers surveyed rating services 92% (1) 95% (1) (1) as satisfactory or better.

Performance Measures: Notes *17 CSO’s currently taking 50.02% of total non-arrest reports. 1. Measure deleted FY 08/09. CSO customer service data is no longer measured in the annual police department survey. Alternative Report Method (ARM) and decentralization were measured instead.

City of Reno, Nevada Section III-264 2008/2009 Budget

Police Patrol – Crime Prevention Program Summary

Program Code: 0836 Program Purpose: To promote the safety of the community and improve the quality of life for residents by developing problem solving partnerships with the community; responding to calls for service in a prompt and courteous manner; deterring crime through quick apprehension of criminals; and by adequately training newly hired officers. To provide a coordinated local strategy to gather and interpret police intelligence; and evaluate and monitor crime trends and provide information to insure effective deployment of police resources on day-to-day policing, including special events and homeland security. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry, Opportunities for Arts, Culture, and Recreation, Neighborhood Excellence

5-Year Program Goals 1. Continue improving problem solving efforts in the downtown area. Strategy A: Improve communications with law enforcement and City Service providers to assist in problem identification and solutions. Strategy B: Focus the Downtown Enforcement Team and Motel Interdiction Team missions on developing partnerships for improved problem solving and crime fighting. 2. Improve community partnerships with businesses and residents in the downtown area. Strategy A: Develop Neighborhood Action Teams to address problems in specific downtown neighborhoods. Strategy B: Be an active member of the Downtown Improvement Association. 3. Review the deployment of resources prior to each bid process to ensure appropriate and effective staffing levels. Strategy A: Statistically analyze calls for service and other policing efforts in each area of command with consideration given to the variables that may impact the analysis. Strategy B: Review the Alternative Reporting Methods (ARM) with an emphasis on maintaining customer service. 4. Report quality of life issues and infrastructure issues relating to other City of Reno service providers or other RPD units when observed.

City of Reno, Nevada Section III-265 2008/2009 Budget

Strategy A: Conduct bi-annual reviews of Reno Direct to ensure notifications services are processed in a timely manner. Strategy B: Update supervisory resource guides annually. 5. Improve pedestrian and vehicle traffic safety Strategy A: Conduct monthly tactical analysis of high traffic accident locations. Strategy B: Evaluate historical data on high pedestrian accident locations and develop environmental responses and education to improve pedestrian safety. 6. Continue integrated enforcement efforts with the Street Enforcement Team, Motel Interdiction Team and Regional Gang Unit. Strategy A: Produce weekly tactical crime analysis reports for patrol focusing on prolific offenders, crime and community problems. 7. Continue problem solving and enforcement efforts. Strategy A: Track and assess top calls for service locations, high crime areas and quality of life issues in the neighborhoods. 8. Continue development of the Crisis Intervention Team and Motel Interdiction Team Outreach. Strategy A: Expand partnerships with other service providers to improve outreach capacity. Strategy B: Expand service throughout the City of Reno. 9. Conduct Neighborhood Contact Team (NCT) operations in neighborhoods. Strategy A: Identify neighborhoods/business areas for NCT. Strategy B: Identify partnerships with additional resources to address the issues. 10. Continue connectivity to the Reno Police Department website. Strategy A: Review the website annually and update when necessary with crime trends and how to report information and share information . Strategy B: Periodically, provide the public with information on use of the website and available services. 11. Continue information sharing with Neighborhood Advisory Boards (NAB). Strategy A: Assign patrol personnel to report on crime prevention and community action information at all NAB meetings. 12. Increase traffic enforcement in the downtown area to ensure pedestrian safety. Strategy A: Identify high accident locations and increase enforcement efforts. Strategy B: Implement a pedestrian education and enforcement program. 13. Focus on problem solving efforts at high calls for service locations. Strategy A: Increase Crime-Free Multi-Housing concept at the top locations. Strategy B: Increase neighborhood watch and crime prevention programs.

City of Reno, Nevada Section III-266 2008/2009 Budget

Strategy C: Analyze the effectiveness of the Community Action Officer Program and expand if appropriate. 14. Apply Crime Prevention through Environmental Design (CPTED) to all developments and problem areas. Strategy A: Provide annual CPTED training to the Patrol division. Strategy B: Present CPTED concepts at NABs and in specified community meetings. 15. Maintain an effective partnership with Code Enforcement and Public Works to improve response to quality of life issues in neighborhoods Strategy A: Utilize Reno Direct to identify problem areas and develop a multifaceted approach to the issues. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $27,913,096 $29,463,333 $30,345,545 $30,245,545 Full-Time Equivalents 217.00 225.00 225.00 225.00 Funding Sources General and Room Tax General and Room Tax General and Room Tax General and Room Tax Funds Funds Funds Funds

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Develop a comprehensive Crime Prevention approach utilizing businesses, the Washoe County School District, residents and private entities. 2. Analyze the effectiveness of the Regional Methamphetamine Initiative and make operational adjustments as needed. 3. Continue to develop the Area Patrol Command concept by assigning officers and other law enforcement assets to designated areas in Reno. Ongoing Program Objectives 1. Encourage ownership of the downtown neighborhoods by developing partnerships with citizens and businesses. 2. Improve operation’s plans to ensure safety of the event participants and to address the needs of the businesses, residents and tourists.

City of Reno, Nevada Section III-267 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of emergencies in progress, 345 473 500 195 500 (EIPS) calls for service percent responded to 94% 95 95% 92% 95% (dispatch to arrival time of first officer) within 5 minutes.

Total number of non-emergency calls for service and percent responded to within 45 108,271 117,291 120,000 58,288 118,000 minutes. * 1) 99% 1) 99% 95% 1) 99% 1) 99% 1) Priority 1-Danger to life/property imminent 2) Priority 2-Threat to person/property possible 2) 90% 2) 95% 2) 95% 2) 95% 3) Priority 3-No imminent threat life/property 3) 66% 3) 71% 3) 70% 3) 95% Total: 86% Total 88% Total 89% Total 89.75%

Number of corrective actions taken: A) Felony arrests (adult & juvenile) A) 3,109 A) 3,154 A) 3,200 A) 1,647 A) 3,300 B) Misdemeanor arrests (adult & juvenile) B) 9,509 B) 11,403 B) 9,500 B) 5,757 B) 11,500 C) Misdemeanor citations (adult & juvenile) C) 3,804 C) 3,996 C) 4,000 C) 2,086 C) 4,175

Percentage of respondents to Department survey who: A) 88% A) 89% A) 90% N/A A) 90% A) Feel Reno is a safe place to live. B) 84% B) 89% B) 85% Survey Done in B) 85% B) Agree that citizens and police work together March to provide community protection. C) Rate the quality of police contact as C) 75 % C) 78% C) 80% C) 80% positive. D) Agree that officers respond to calls for D) 81% D) 89% D) 80% D) 80% service in a timely manner. E) Feel that officers effectively deal with lawbreakers. E) 79% E) 83% E) 80% E) 80%

Performance Measures: Notes * Priority Calls – Beginning in FY 07/08, the calls for service are noted by their priority: 1) Priority 1 exists when danger to life/property is imminent, or a serious crime is in progress. 2) Priority 2 exists when a threat to a person/property is possible or a breach of the peace is occurring. 3) Priority 3 involves no threat to life/property and a delay in responding would not cause undue inconvenience to citizens.

City of Reno, Nevada Section III-268 2008/2009 Budget

Police Patrol – Gang Enforcement Program Summary

Program Code: 0837 Program Purpose: To promote the safety of the community and feeling of security among citizens, limit gang-related crime through aggressive law enforcement efforts focused on gang members involved in criminal activity. Strategic Goals Addressed: Vitality in the Downtown, Infrastructure Well-Kept, Neighborhood Excellence

5-Year Program Goals 1. Limit the effect of graffiti Strategy A: Target the most prolific graffiti offenders for arrest and prosecution. Strategy B: Develop and utilize partnerships with citizens and other city departments to ensure the timely removal of graffiti. 2. Address gang membership through effective community education and intervention. Strategy A: Develop a comprehensive educational program for the parents/guardians of at-risk youth. Strategy B: Cultivate partnerships with community groups, faith based groups, businesses and other stakeholders to define, develop, and implement intervention and diversion programs for at-risk youth. 3. Curtail gang related crime through effective and aggressive enforcement, intelligence gathering and diversion efforts. Strategy A: Through intelligence gathering and by networking with other division, law enforcement agencies and governmental entities; identify and arrest the most active and violent gang members and associates. Strategy B: Provide diversion alternatives to gang members and associates less active and un-involved in violent crime. 4. Identify and alleviate problems that contribute to neighborhood degradation (Broken Windows Theory) Strategy A: Abate reported graffiti on public property and private property, authorized by waiver, within 48 hours of reporting. Strategy B: Collaborate with Code Enforcement, RFD, Health Department and other viable partners to minimize the effect of sub-standard housing, rubbish removal, etc. on citizens in disadvantaged neighborhoods.

City of Reno, Nevada Section III-269 2008/2009 Budget

5. Integrate multi-state gang intelligence system into day-to-day intelligence gathering and enforcement efforts. Strategy A: Provide system training to northern Nevada agencies on new statewide gang system. Strategy B: Maintain membership and participation in Nevada State-wide Gang Task Force. 6. Continue regionalization of graffiti abatement and graffiti prosecution efforts. Strategy A: Develop cross-jurisdictional enforcement and prosecution protocols. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,647,163 $2,687,261 $2,730,023 $2,730,023 Full-Time Equivalents 20.00 20.00 20.00 20.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Provide gang training to law enforcement agencies, community groups and schools. Ongoing Program Objectives 1. Capture statistical information on gang and graffiti crime.

City of Reno, Nevada Section III-270 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of active gang members and 1,529 1,645 1,600 1,704 1,700 associates and percentage change from 13.26% 7.58% -3% 3.5% previous year.

Total felony crimes committed by gang 176 168 150 86 150 members and percentage of total felony 3% 3% 3% 3% 3% crimes.

Total occurrences of crime directly attributed 5,195 5,332 7,000 2,122 5,000 to gang members and percentage change from 3% 2.6% 3% -17% previous year.

Number of gang presentations to community 32 35 45 20 45 groups each year.

Number of handguns seized from gang 20 18 15 8 20 members each year.

Number of parental contacts each year. 21 62 80 47 100

Number of referrals each year. 11 14 20 6 15

Percentage of gang and/or tagger graffiti removed within: A) Hours A) 64% -48hrs A) 85% - 48hrs A) 90% A) 93% 48hrs A) 95% 48hrs B) Weeks B) 85% -2 wks B) 100% - 2wks B) 98% B) 100% 2 wks B) 100% 2wks C) 1 Month C) 93%-1 mth C) 100% - 1mth C) 100% C) 100% 1mth C) 100% 1mth

Number of the most active graffiti artists in 44 arrests 70 75 29 65 Reno arrested each year. 41 citations (1)

Performance Measures: Notes 1. Statistics no longer delineate between citation and arrest (both misdemeanor arrests and misdemeanor citations are adjudicated in the same manner).

City of Reno, Nevada Section III-271 2008/2009 Budget

Police Patrol – Traffic Program Summary

Program Code: 0839 Program Purpose: To ensure safe, efficient traffic flow and pedestrian safety in the community, the provisions of applicable traffic laws will be enforced and public education will be provided to reduce property damage, injuries and deaths associated with traffic crashes. Strategic Goals Addressed: Infrastructure Well-Kept, Neighborhood Excellence

5-Year Program Goals 1. Reduce the number of vehicle crashes, and identified high crash locations. Strategy A: Focus monthly proactive enforcement at high accident locations in each of the three police districts; North, Central, and South. Strategy B: Measure effectiveness on a quarterly basis. Strategy C: Work with Traffic engineers to develop safe roadways for vehicles, bikes, and pedestrians. 2. Decrease DUI related Traffic crashes Strategy A: Increase DUI enforcement through grant operations and enforcement. Strategy B: Partner with local law enforcement agencies to increase public education and awareness. 3. Improve pedestrian safety and connectivity (walk-ability) in the City of Reno Strategy A: Implement Pedestrian Safety programs via collaboration with other local law enforcement agencies, Nevada –Department of Public Safety (DPS), City of Reno Traffic Engineers, Regional Transportation Commission (RTC), and Nevada Department of Transportation (NDOT). Strategy B: Focus Crash Reduction Team on high pedestrian traffic locations. 4. Reduce side impact crashes Strategy A: Work with other jurisdictions and the legislature to implement “red light camera” enforcement.

City of Reno, Nevada Section III-272 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $5,874,826 $6,241,166 $6,232,492 $6,232,492 Full-Time Equivalents 46.50 46.50 46.50 46.50 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Establish a consolidated and certified Motor Officer Training program for the Truckee Meadows (multi-agency motor school). 2. Analyze the effectiveness of Commercial Vehicle Enforcement and Inspections. Ongoing Program Objectives 1. Improve the Traffic plans to expand on-line crash reporting 2. Deploy traffic resources into the three Police Areas of Command with an emphasis on pedestrian safety campaigns and reducing traffic crashes.

City of Reno, Nevada Section III-273 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Reporting of the number of traffic crashes. A) All accidents A) 5,998 A) 3,266 A) 6,000 A) 1,634 A) 5,500 B) Injury accidents B) 505 B) 1,138 B) 500 B) 657 B) 1,000 C) DUI accidents C) 117 C) 272 C) 100 C) 178 C) 230

Reporting of the number of traffic-related injuries/deaths. A) Total persons injured A) 692 A) 1,090 A) 650 A) 897 A) 1,000 B) DUI related injuries B) 57 B) 101 B) 50 B) 86 B) 100 C) Pedestrians injured C) 75 C) 109 C) 35 C) 58 C) 100 D) Deaths D) 20 D) 21 D) 15 D) 3 D) 10

Total traffic-related violations cited. 43,448 40,057 45,000 14,858 45,000

Reno Direct Service Requests A) Traffic Related A) 389 A) 2,751 A) 350 A) 1,191 A) 2,000 B) Parking Related B) 4,903 B) 5,013 B) 4,600 B) 2,216 B) 4,500 C) Average response time C) 9.8 days C) 2.9 days C) 8 days C) 2.1 days C) 2.0 days

Number of traffic crashes requiring Traffic 839 638 850 155 500 Detectives; and Number of traffic crash reports investigated by 839 638 850 155 500 Traffic Detectives

Number of DUI Arrests: A) By all officers A) 1,024 A) 1,342 A) 1,600 A) 879 A) 1,700 B) By traffic officers B) 689 B) 961 B) 1,400 B) 715 B) 800

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-274 2008/2009 Budget

Police Planning, Training & Research – Training Program Summary

Program Code: 0890 Program Purpose: To ensure the Department is capable of providing the highest quality service to the public, employees will be adequately trained; information on advances in methods and techniques in policing will be researched; and activities will be monitored for compliance with departmental goals. To promote the safety of the community and a feeling of security, encourage citizens to be more self-reliant in preventing crime in their neighborhoods and to become more educated about the role of law enforcement in their community Strategic Goals Addressed: Infrastructure Well-Kept, Neighborhood Excellence.

5-Year Program Goals 1. Ensure employees are trained the importance of the Community Oriented Policing and Problem Solving (COPPS) philosophy which guides the delivery and quality of police services. Strategy A: Develop an educational process which ensures that all employees of the Reno Police Department, sworn and non-sworn, are trained in the concepts of Community Oriented Policing and Problem Solving. Strategy B: Revisit the importance of this philosophy and service delivery at least two (2) times each year. 2. Employees are trained in a manner that complies with, and consistently exceeds, Nevada POST (Police Officers Standards Training) requirements for Category I law enforcement officers. Strategy A: Audits of training needs, training requirements and training levels of individual officers with the goal of implementing an ongoing, continuing education program providing training which allows law enforcement officers to obtain higher levels of POST certification as outlined by the Nevada Administrative Code: o Intermediate Certificate o Advanced Certificate o Management Certificate o Executive Certificate

City of Reno, Nevada Section III-275 2008/2009 Budget

Strategy B: Implement ongoing employee development program which identifies the future goals of individual officers as related to special assignments and promotional opportunities and which provides continuous training opportunities through varied delivery methods to meet these goals. Strategy C: Evaluate training needs of non-sworn employees and the increase of training opportunities to meet not only their operational needs, with the goal of employee development for future assignment and promotional opportunities. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,512,088 $1,602,318 $1,688,161 $1,688,161 Full-Time Equivalents 10.00 10.00 10.00 10.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Development and implementation of a regional leadership training program. 2. Identify and implement alternative training delivery methods to include web-based training opportunities. 3. Develop an ongoing training program specific to identified career paths within the Department, to include Patrol, Traffic Enforcement, Investigations and Supervision. Ongoing Program Objectives 1. Leadership/Supervisory training opportunities for all first-line supervisory personnel, both sworn and non-sworn, and those employees anticipating future promotional opportunities. 2. Ensure compliance with POST mandated in-service training requirements. 3. Increase instructors for all disciplines by 2%, and in particular for repetitive required training such as Defensive Tactics, Firearms and Driving Skills. 4. Evaluate all training processes on a continual basis to ensure that the most current and “best practices” are being followed. 5. Provide instructor development training to new instructors and advanced instructor development training for existing instructors.

City of Reno, Nevada Section III-276 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number and percentage of sworn officers 326 364 378 370 376 satisfying POST mandated training 89% 87% 100% 98% 100% requirements.

Number and percentage of civilian supervisors 9 12 12 12 12 receiving supervisory leadership training. 75% 100% 100% 100% 100%

Number of sworn officers who have obtained 36 15 50 3 19 basic POST certification. (1)

Number of sworn officers who have obtained 10 2 50 1 50 higher level POST certification. (2)

Number of new instructors. 43 33 50 39 50

Number of training hours available in addition 200 102 200 50 100 to annual POST requirements.

Number of persons attending supervisory 72 77 75 76 77 training.

Number of officers trained during the year in 100 Community Oriented Policing and Problem 26% Solving (COPPS) philosophy and percentage (3) (4) of total sworn staff trained.

Performance Measures: Notes 1. Target reflects the hiring numbers for sworn officers in a given year. 2. Reflects total eligible pool of sworn officers, higher certification is voluntary. 3. New measure FY 08/09. 4. 346 out of 385 (90%) of sworn personnel have received COPPS training from 1991 through 2007. Target reflects new hires and training given in conjunction with other courses.

City of Reno, Nevada Section III-277 2008/2009 Budget

Police Program and Service Management Program Summary

Program Code: 0001 Program Purpose: To plan, administer and coordinate the resources necessary to insure cost effective and efficient provisions of Reno Police Department services. Strategic Goals Addressed: Infrastructure Well-Kept, Neighborhood Excellence, 5-Year Program Goals 1. Plan and implement the police department’s decentralization plan in accordance with the City Council’s request to make police services more readily available to citizens. Strategy A: Determine the funding source for the project; private donation of property, increase tax base, re-allocation of capital funding. Strategy B: Project Management: Assign a team to develop and implement a plan to schedule the movement of furniture, equipment, and personnel to the new public safety locations. 2. Monitor citizen satisfaction with police services on an annual basis. Strategy A: Conduct an annual survey to determine citizen satisfaction with police services. Strategy B: Maintain an 80% satisfaction rating – percentage of respondents to the department survey who give the department a positive image rating. 3. Conduct business in a way that reflects a financially responsible approach to the department’s strategic business plan’s stated desired outcomes. Strategy A: Maintain a target of 6% - percentage of overtime paid as a ratio to total salaries paid. 4. Supplement the department’s general fund allocation with grant funds whenever possible, in support of the department’s stated program objectives. Strategy A: Obtain three grant awards per year and maintain a grant balance of $500,000 annually. Strategy B: Implement a strategic plan to obtain permanent City funding for the department’s grant funded employees. 5. Provide options to increase secure parking availability for department employees. Strategy A: Identify additional parking spaces in parking garages close to the police station.

City of Reno, Nevada Section III-278 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $4,030,646 $4,207,765 $3,946,627 $3,896,627 Full-Time Equivalents 21.00 22.00 22.00 22.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Added grant funded position mid-year 2007/2008. 2. Reduction in funding in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Planning and organizing the relocation of units to the old municipal-court building, and continuing to improve the working environment for all employees of the police department. 2. Utilize departmental resources efficiently to decrease the amount of overtime expended. Ongoing Program Objectives 1. Ensure expenditures submitted by the department are legal, appropriate, and in accordance with budget provisions. 2. Continue review of fiscal policies and procedure which impact the department’s ability to carry out stated desired outcomes. 3. Continue quarterly cash audits of all petty cash and buy funds assigned to each division within the department.

City of Reno, Nevada Section III-279 2008/2009 Budget

Performance Measures

2005/2006 2006/07 2007/2008 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of supplies and services paid as a 12% 10% 11% 6% 10% ratio to the total budget.

Number of new grants awarded and amount of 17 10 8 12 3 federal funding obtained. $1,204,717 $818,268 $1,000,000 $1,243,238 $500,000

Percentage of respondents to the departmental 74% 82% 80% N/A 80% survey who give the department a positive Survey Done in image rating. March

Percentage of overtime paid as a ratio to total 3% 5% 5% 5% 5% salaries paid.

Percentage of police audit recommendations 80% (1) implemented.

Performance Measures: Notes 1. New measure for one year only.

City of Reno, Nevada Section III-280 2008/2009 Budget

Police Records and Identification Program Summary

Program Code: 0825 Program Purpose: To promote the safety of the public and those involved in the criminal justice process, administer the identification and work permit process, for those individuals so required to by law, and to ensure the department is capable of providing the highest quality service to the public, provide a state of the art records and corrections management automated reporting system. Strategic Goals Addressed: Infrastructure Well-Kept, Informed and Involved Citizenry

5-Year Program Goals 1. The continued development of comprehensive, multi-agency, labor efficient system of record keeping and data exchange for arrests, criminal reports, traffic accidents, incidents and associated data, Strategy A: Complete implementation of upgrade to Tiburon Records Management and Automated Reporting System modules and implement interfaces to Accidents (Crossroads), Pawn (ASCII), on-line reporting (CopLogic), and Warrants (JLINK). Strategy B: Complete implementation of interfaces to document imaging system (Documentum) to include City Attorney’s Office, Reno Municipal Court and District Attorney. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,495,416 $3,187,959 $3,310,055 $3,310,055 Full-Time Equivalents 42.00 42.00 42.00 42.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Develop a comprehensive, multi-agency, labor efficient system of record keeping and data exchange for arrests. 2. Complete the upgrade to Tiburon Records Management and the Automated Reporting System.

City of Reno, Nevada Section III-281 2008/2009 Budget

Ongoing Program Objectives 1. Continue to administer the identification and work permit process and ensure the department is providing the highest quality service to the public. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of reports requested and percentage processed within 5 working days: A) Insurance Co./Public A) 5,288/ 80% A) 5,501 / 92% A) 5,711/ 90% A) 2,262 / 95% A) 5,800 B) Criminal history B) 6,561/ 85% B) 5,778 / 100% B) 6,103/ 90% B) 2,461/ 100% B) 5,000

Total numbers paying customers in work 5,310 4,412 4,200 1,561 4,000 applicant unit.

Total number of gaming fingerprint cards 699 366 570 94 300 processed.

A) Total number of false alarm notices issued A) 5,019 A) 5,834 A) 4,500 (3) (3) B) Number of users billed. B) 539 B) 3,809 B) 741

Total number of warrants entered into: A) NCIC and NCJIS* A) 1,206 A) 959 A) 921 A) 263 A) 600 B) Tiburon B) 5,998 B) 6,728 B) 5,650 B) 1,775 B) 4,000

Total number of convicted persons processed. 2,149 2,269 2,007 1,128 2,500

Total number of original Tiburon reports processed. A) Original A) 30,882 A) 41,449 A) 92,814 A) 19,422 A) 43,000 B) Supplement B) 13,876 B) 19,549 B) 59,103 B) 9,177 B) 20,000 (2)

Number of supplemental reports processed (1) 64,833 130,000 through document imaging

Performance Measures: Notes * National Crime Information Center (NCIC), Nevada Criminal Justice Information System (NCJIS) 1. New measure FY 07/08. Target to be determined after data is monitored. 2. Increase in reports due to addition of transcription pool for officers’ reports resulting in more supplemental reports being generated. 3. Measure deleted FY 08/09. False Alarm notices and billing will be handled through an outside vendor and not tracked through Records & ID.

City of Reno, Nevada Section III-282 2008/2009 Budget

Public Works

Sanitary Capital Projects/Traffic Maintenance & Program & Service Engineering Engineering Operations Management

Environmental Control Pavement Traffic Operations Maintenance

Stead Wastewater Reclamation Facility

Snow & Ice Control Paint and Sign

Property Downtown Parking Meters Management Maintenance

Green Facility Street Sweeping Initiative Maintenance

Sewer & Storm System Fleet Management Maintenance

FTEs Regular 252.75 Temporary (not shown) 20.65 Total 273.40

City of Reno, Nevada Section III-283 2008/2009 Budget

Public Works Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Facility Maintenance$ 4,035,602 $ 4,147,492 $ 4,285,700 $ 4,585,700 10.57% Capital Projects/Traffic Eng. 39,924,398 15,226,290 13,089,588 14,406,851 -5.38% Downtown Maintenance 807,736 1,018,739 916,677 916,677 -10.02% Environmental Control 653,092 852,313 885,375 885,375 3.88% Fleet Management 3,870,256 7,620,219 4,225,843 4,007,684 -47.41% Green Initiatives 0 0 230,000 283,000 - Paint and Sign 1,778,737 1,945,563 1,962,224 1,962,224 0.86% Parking Meters 205,552 210,539 206,070 206,070 -2.12% Pavement Maintenance 2,888,559 4,485,797 4,469,058 4,501,295 0.35% Program and Service Mgt. 1,007,531 878,224 992,013 957,013 8.97% Property Management 220,307 299,740 308,371 308,371 2.88% Sanitary Engineering 20,175,853 124,833,966 85,114,207 85,119,670 -31.81% Sewer & Storm System Maint. 4,729,849 5,539,641 5,231,884 5,231,884 -5.56% Snow and Ice Control 1,107,828 1,173,142 1,219,075 1,219,075 3.92% Stead Water Rec. Fac. 1,515,222 1,659,544 1,688,627 1,688,627 1.75% Street Sweeping 1,477,058 1,567,727 1,556,154 1,556,154 -0.74% Traffic Operations 1,544,667 1,137,876 1,107,842 1,107,842 -2.64% Total$ 85,942,247 $ 172,596,812 $ 127,488,708 $ 128,943,512 -25.29%

Expense Type:

Salaries and Wages$ 12,616,123 $ 14,144,359 $ 14,903,721 $ 14,903,721 5.37% Employee Benefits 5,409,277 6,329,857 6,380,694 6,380,694 0.80% Services and Supplies 34,361,127 38,087,845 38,492,720 38,616,539 1.39% Capital Outlay 33,555,720 114,034,751 67,711,573 69,042,558 -39.45% Total$ 85,942,247 $ 172,596,812 $ 127,488,708 $ 128,943,512 -25.29%

Funding Sources:

General Fund$ 16,004,296 $ 16,065,764 $ 14,769,859 $ 15,573,859 -3.06% Room Tax 612,000 612,000 - 612,000 0.00% Street Fund 12,579,526 13,353,621 13,551,056 13,583,293 1.72% Public Works Capital Projects 23,381,228 162,439 38,672 94,214 -42.00% Ad-Valorem Capital Tax Fund 607,907 1,114,120 1,200,000 1,363,721 22.40% SAD Capital Projects Fund 373,465 - - - - Street Bond/Impact Fee Fund 656,368 - - - - Sanitary Sewer Fund 27,285,280 132,974,316 93,011,611 93,017,074 -30.05% Motor Vehicle Fund 3,658,992 7,531,367 4,134,325 3,916,166 -48.00% Redevelopment Agency 783,185 783,185 783,185 783,185 0.00% Total$ 85,942,247 $ 172,596,812 $ 127,488,708 $ 128,943,512 -25.29%

City of Reno, Nevada Section III-284 2008/2009 Budget

2006/07 Actual Expenses

Capital Projects/Traffic Environmental Control Eng. 0.8% Facility Maintenance 46.5% 4.7% Downtown Maintenance Traffic Operations 0.9% 1.8%

Stead Water Rec. Fac. Fleet Management 1.8% 4.5% Green Initiatives 0.0% Snow and Ice Control 1.3% Paint and Sign Sewer & Storm System 2.1% Sanitary Engineering Parking Meters Maint. 23.5% 0.2% 5.5% Program and Property Management Service Mgt. 0.3% 1.0%

2007/08 Approved Budget Fleet Management Paint and Sign Parking MetersProgram and Service Mgt. 4.42% 1.13% 0.12% 0.51% Environmental Control Pavement Maint 0.49% 2.60% Green Initiatives Property Management Downtown Maintenance 0.00% 0.17% 0.59% Capital Projects/Traffic Eng. 8.82% Traffic Operations 0.66% Facility Maintenance Sanitary Engineering 2.40% 72.33% Stead Water Rec. Fac. 0.96% Sewer & Storm System Snow and Ice Control Maint. 0.68% 3.21%

City of Reno, Nevada Section III-285 2008/2009 Budget

2008/09Approved Budget

Pavement Maintenance 3.5% Program and Service Mgt. Parking Meters 0.8% 0.2% Fleet Management Paint and Sign 3.3% 1.5% Environmental Control Property Management 0.7% Green Initiatives 0.2% Downtown Maint 0.2% 0.7% Capital Projects/Traffic Eng. 10.3% Facility Maintenance 3.4% Traffic Operations 0.9% Stead Water Rec. Fac. 1.3%

Snow and Ice Control Sewer & Storm System Sanitary Engineering 1.0% Maint. 66.8% 4.1%

City of Reno, Nevada Section III-286 2008/2009 Budget

Public Works Business Plan – Overview

Mission Statement: To effectively plan, design, construct, maintain and operate public streets, storm drainage, sanitary sewerage, City buildings, and City fleet for public safety and convenience. Services are performed to ensure public facilities are provided to serve citizens for the longest period of time at the most reasonable cost.

Overview The Public Works Department is comprised of various technical, field and administrative staff to manage a variety of work programs and provide direct public services to carry out our mission. The department achieves results through employing a well trained work force that is committed to serving the needs of the community at the service levels defined by City Council. The department also supports the development activities within the City through interaction and support to the Community Development Department. The department also participates in many similar functions provided by other regional public service agencies including the Truckee River Flood Project, the Regional Transportation Commission, Truckee Meadows Water Authority, Truckee Meadows Water Reclamation Facility, Local Government Oversight Committee, Regional Water Planning Commission, Joint Coordinating Committee, Storm Water Permit Coordinating Committee, Emergency Management Response, and Legislative Issues.

The Public Works Department is organized into four divisions which include Administration, CIP and Traffic Engineering, Sanitary Engineering, and Operation and Maintenance Services.

Administration – this division is responsible to manage, monitor and report the department performance. This division also provides Property Management functions for City-owned real property including the ReTRAC project, and serves all City departments. This division also includes the City’s Environmental Administrator position which works with all City departments on environmental initiatives and work programs.

CIP and Traffic Engineering – this division implements a significant percentage of the City’s annual capital improvement projects on behalf of all City departments. Major project areas include the Neighborhood Streets program, Parks improvements, and Redevelopment Agency public projects. The division also provides municipal traffic engineering services primarily geared toward neighborhood safety and the general movement of goods and services throughout the community.

Sanitary Engineering - this division manages the Stead Wastewater Reclamation Facility, the City’s wastewater and water quality programs, the storm drain program, water supply and other resource programs, and coordinates with other regional partners on various water issues including Flood Control, Truckee River water quality, and water supply.

Maintenance and Operations - This division is responsible for providing Facility Maintenance, Downtown Maintenance, Fleet Management, Paint and Sign, Parking Meters, Pavement

City of Reno, Nevada Section III-287 2008/2009 Budget

Maintenance, Sewer and Storm System Maintenance, Snow and Ice Control, Street Sweeping, and Traffic Operations programs. Top Accomplishments for FY2007/08 1. Completed the transfer of land from Union Pacific Railroad to City of Reno ownership. 2. Received a $600,000 grant from the Truckee River Flood Project for Downtown Reno Bridges and Flood Walls Visioning process. 3. Completed the Virginia Street enhancement projects in downtown Reno. Major Issues and Strategies for FY2008/09 1. Complete the ReTRAC Plaza cover Phase I construction. 2. Complete Environmental Agreements and initiate the design of the Virginia Street Bridge. 3. Council adoption of the Truckee River Flood Benefits and Funding Program. 4. Update the 1997 Neighborhood Streets Strategic Plan with the adoption of the Accelerated Streets Plan. 5. Implement “Green” programs consistent with Council goals.

City of Reno, Nevada Section III-288 2008/2009 Budget

Public Works Service Programs Five Year Goals and FY 2008/09 Program Budget

The Public Works budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the City Council appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5 year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 252.75 Employees by Program

Stead Wastewater Street Sweeping, Property Reclamation Facility 6.05 Management, 2.00 Facility, 5.00 Maintenance, 29.50 Traffic Operations, Capital Snow & Ice 9.00 Projects/Traffic Control, 11.25 Engineering, 35.00 Sewer & Storm Downtown System Maintenance, 10.05 Maintenance, 39.84 Environmental Control, 7.00 Sanitary, 24.45 Fleet Services, Railroad, 4.80 16.10 Parking Meters, Program & Service Pavement 2.00 Paint and Sign, Management, 8.56 Maintenance, 24.10 19.05

City of Reno, Nevada Section III-289 2008/2009 Budget

Public Works Capital Projects/Traffic Engineering Program Summary

Program Code: 1200 Program Purpose: To assure safety of the public and the most efficient use of public resources, provide professional engineering services (planning, design, construction management and inspection) for City capital projects including street reconstructions and traffic flow improvements. Strategic Goals Addressed: Vitality In Downtown; Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Work with the Redevelopment Agency to continuously review and update the downtown development standards, including streetscape standards, and informational signage. Strategy A: Coordinate with and assist the Redevelopment Agency to implement and update downtown development standards. Strategy B: Participate in the review of downtown parking meter program. 2. Improve intersection safety and reduce congestion through incorporating Intelligent Transportation System (ITS) elements in the City’s Traffic Control system. Coordinate with Regional Transportation Commission (RTC) to ensure better progression through updated signal timing on City streets. Strategy A: Initiate a program to modernize the traffic signal and interconnect system and secure funding through the CIP process. Strategy B: Actively coordinate with RTC to prioritize projects critical to the City of Reno and provide input and direction to signal timing and synchronization projects administered by the RTC. Strategy C: Maintain and update the City website information for public awareness for these systems. 3. Coordinate with developers, utilities, and internal departments to ensure that all construction in the City right-of-way meets ADA standards. Strategy A: Continue to ensure that all City projects are ADA compliant. Strategy B: Actively coordinate with the Community Development Department to implement ADA standards for public components of developer projects.

City of Reno, Nevada Section III-290 2008/2009 Budget

4. Update the City’s physical development standards of public infrastructure to support a growing community while ensuring safe and effective public investments in infrastructure. Strategy A: Conduct periodic updates to the Public Works Design Manual. Strategy B: Involve development and association representatives in updating codes and standards. 5. Implement best management practices of communicating traffic implications from City construction projects and their impact on neighborhoods. Strategy A: Keep the traveling public informed of city projects and traffic related impacts via the City website and media. Strategy B: Meet with affected property owners directly impacted by city projects to answer questions and mitigate concerns. 6. Review the 1997 Neighborhood Street Rehabilitation Program with the City Council by the 3rd quarter of 2009, update the pavement management program as needed. Strategy A: Analyze the program to make necessary updates, determine funding requirements and develop a strategic plan to address the current backlog and future needs. Strategy B: Evaluate the proposed funding acceleration plan to advance work on Neighborhood Streets. Strategy C: Continue to conduct street condition analysis consistent with regional standards for process and timing. 7. Review and analyze intersections for needed improvements or upgrades to traffic signals. Strategy A: Review and analyze existing signalized intersections for timing and signalization improvements. Strategy B: Complete warrant analyses as needed on currently unregulated intersections to promote safe and efficient movement of traffic. Strategy C: Work with RTC and Community Development to facilitate the installation of signal improvements as needed with development. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $39,924,398 $15,226,290 $13,089,588 $14,406,851 Full-Time Equivalents 35.00 35.00 35.00 35.00 Funding Sources General, Special General, Special General, Special General, Special Revenue, and Capital Revenue, and Capital Revenue, and Capital Revenue, and Capital Project Funds Project Funds Project Funds Project Funds

City of Reno, Nevada Section III-291 2008/2009 Budget

Program Changes 1. Increase in funding for capital projects. FY 08/09 Program Service Objectives 1. Analyze the Neighborhood Street Rehabilitation Program and implement a Council approved acceleration program to address the current street needs. 2. Identify an enhanced process for ensuring that all public improvements are ADA accessible. 3. Improve the coordination with the Redevelopment Agency and Community Development Department to ensure that projects within the redevelopment areas meet development codes and the requirements on the Excavation and Encroachment permitting process. Ongoing Program Objectives 1. Complete CIP projects on schedule and within budget. 2. Complete more CIP projects with in-house staff. 3. Identify signals that require replacement due to age or different geometric needs 4. Meet departmental service request turnaround time guideline. 5. Maintain traffic signal coordination on arterial streets. 6. Continue working with Regional Transportation Commission (RTC) to develop regional Intelligent Transportation System (ITS) architecture required for future federal funding. 7. Complete projects on CIP list in accordance with specified dates and within accepted budget. 8. Continue to post critical traffic control information and other project data on the City’s website. 9. Plan, design and construct projects, excluding sanitary rehabilitation and treatment plant projects, necessary to prepare the City to meet its current and future service needs. 10. Implement the next five years of the facilities and infrastructure plan.

City of Reno, Nevada Section III-292 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Average design and construction administration 10% 15% 15% 9% 15% as a percent of construction cost. *

Percent of billable time for engineering services. 72% 66% 60% 65% 60%

Number and construction cost of projects closed this year: A) Streets A) 6 / $6.8 mil A) 2 / $2.5 mil (1) A) 2 / $5 mil (1) B) Other, including Facilities B) 17 / $3.7 mil B) 21 / $9 mil B) 8 / $1.1 mil

Controllable change order or force account as a 0.2% 1.1% 2% 0% 2% percent of overall construction costs. **

Savings resulting from in-house design and $749,330 $747,672 $200,000 $792,070 $300,000 management of capital projects. ***

Percentage of Engineering services performed in-house vs. consultants. A) Number of contracts (In %) A) 65% A) 83% A) 70% A) 80% A) 70% B) Construction value of contracts (In %) B) 81% B) 51% B) 70% B) 94% B) 70%

Percent of streets that are surveyed for pavement 49% 43% 33% 29% 33% condition

Percent of streets in “fair” or better condition 84% 85% 85% 84% 85%

Percent of respondents reporting satisfaction with neighborhood street projects: A) Quality of work done A) 100% A) 98% A) 90% A) 93% A) 95% B) Timeliness B) 91% B) 89% B) 90% B) 92% B) 95% C) Overall satisfaction C) 100% C) 96% C) 90% C) 98% C) 95%

Percent of time service requests are completed 100% 98% 97% 100% 97% within time frames per Service Request Guidelines.

Number of intersection improvements reviewed 8 8 6 3 7 and analyzed.

Number of intersection signal timing revisions. 25 28 14 15 16

Performance Measures: Notes * Measure includes consultant and city staff design/construction administration costs. ** Controllable change orders are defined as costs that could have been anticipated based on available project information. The result is the cost of change orders divided by the overall construction costs. *** Savings is projected by applying the average consultant design and construction administration to the construction projects designed and administered in-house. This amount is compared to the actual in-house costs for these projects.

City of Reno, Nevada Section III-293 2008/2009 Budget

1. Measure is dependent upon budget process and CIP approval. This measure is difficult to anticipate, therefore, it will be reported on actual basis.

City of Reno, Nevada Section III-294 2008/2009 Budget

Public Works Downtown Maintenance Program Summary

Program Code: 1280 Program Purpose: To maintain the Riverwalk, the Riverwalk Extension, and other downtown areas that are part of the Special Assessment Maintenance District. Strategic Goals Addressed: Vitality in Downtown; Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Maintain a high level of downtown cleanliness and reliable lighting. Strategy A: Provide level of service required to ensure Reno residents and visitors have a clean and well lit environment. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $807,736 $1,018,739 $916,677 $916,677 Full-Time Equivalents 10.05 10.05 10.05 10.05 Funding Sources General Fund and General Fund and General Fund and General Fund and Redevelopment Agency Redevelopment Agency Redevelopment Agency Redevelopment Agency

Program Changes 1. Removed budget for Utilities not used. FY 08/09 Program Service Objectives 1. Work with Maintenance District members to address decrease of “loaned operators” (from 7 to 5) and impact to service levels and cleanliness in District if not replaced. Ongoing Program Objectives 1. Clean and seal 235,000 square feet of sidewalk in the Maintenance District (an increase of 19% from FY 06/07 to 07/08). 2. Respond, investigate, and resolve problems reported by property owners. 3. Proactively walk the Maintenance District to assure service provided achieves quality and level of service desired. 4. Conduct inspection of Downtown lighting weekly and repair outages as required.

City of Reno, Nevada Section III-295 2008/2009 Budget

5. Assist Capital Projects in tracking and repair of warranty items related to downtown construction upgrades. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percentage of sidewalks cleaned according to 75% 99% 100% 95% 100% the maintenance schedule. (1)

Number of weekly inspections performed on 52 52 52 26 52 street lights. *

Total number of lights and percent of lights not 2500 2,500 2650 2650 working found in weekly inspections. ** 1% 1% <1% <1% <1%

Total number of lights and percentage of lights 2500 2,500 2650 2650 out on weekly repeat inspections. ** 1% <1% 0% <1% <1%

Percent of maintenance activities completed 96% 90% 100% 90% 90% monthly. (3) (4) (5)

Number of damaged light poles and average (2) 4 8 cost to replace due to specialized nature. $13,200 $26,400

Average rating of overall satisfaction of the 3.5 Downtown Maintenance program by participants in the Downtown Maintenance (6) district

Performance Measures: Notes * Measure modified in FY 07/08 to reflect inspection schedule being changed from bi- weekly to weekly, due to 69% increase in downtown lighting. ** Measure refined in FY 07/08 to add number of lights inspected. 1. Target not met due to decrease in the number of loaned operators and higher priority project requests for service. 2. New measure added FY 07/08. Target to be determined after appropriate data collected. 3. Lower because of Virginia Street construction. 4. Lower due to 21% increase of sidewalk area and the addition of new items to be maintained (i.e. flower pots, banners, lighting). Maintenance of an additional alley was also undertaken per request of Redevelopment Agency. 5. Target has been lowered due to the increase in area and items to maintain. 6. New measure added FY 08/09. Survey of downtown businesses will be conducted annually.

City of Reno, Nevada Section III-296 2008/2009 Budget

Public Works Environmental Control Program Summary

Program Code: 1270 Program Purpose: To provide industrial/commercial pretreatment and stormwater programs which protect the Truckee River and the City’s sewer treatment and collection systems, as well as a variety of programs for response to environmental “incidents.” Strategic Goals Addressed: Infrastructure; Efficiency & Effectiveness; Customer Service; Environment

5-Year Program Goals 1. Seek out an all encompassing software program that provides database tracking, storage, billing, permit writing and reporting. Strategy A: Consolidate pretreatment software programs with newly purchased LinkoCTS pretreatment software which replaces three antiquated databases: AS400, PreWIN, and Excel. Strategy B: Purchase computer laptops for the Environmental Control Officers to access City computer network systems while in the field. This feature will yield “real time” information for day-to-day operations while in the field and lend support to On-Call operations 24 hours a day, 7 days a week. Strategy C: Build interface with LinkoCTS which communicates to New World Systems for Environmental Control billing. 2. Implement a cost-effective industrial/commercial stormwater inspection and monitoring program. Strategy A: Assist the Interlocal Stormwater Committee to implement the required conditions of the Regional Stormwater Program for inspection and permitting of facilities as required by Nevada Division of Environmental Protection. 3. Continue to provide services to the Washoe County Stormwater and Pretreatment Program for the prevention of illicit discharges. Strategy A: Assure that terms and conditions of existing interlocal agreements are followed or amended as needed. Strategy B: Incorporate permitting program into City’s Sewer Use Fees and Information Systems to assure proper billing. Strategy C: Continue to identify and permit Washoe County industrial and commercial sewer users.

City of Reno, Nevada Section III-297 2008/2009 Budget

4. Coordinate and support activities designed to protect public health, the environment and property values through the remediation of contaminate soil and groundwater. Strategy A: Provide oversight of remediation activities at Stead. Strategy B: Support development of work plans for remediation of sites in Reno with soil and groundwater contamination by perchloroethylene (PCE). Strategy C: Support enforcement of the 2005 revision to the Reno City Ordinance for control of PCE at dry cleaners. Strategy D: Provide oversight of remediation activities at Reno Police Station. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $653,092 $852,313 $885,375 $885,375 Full-Time Equivalents 7.00 7.00 7.00 7.00 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Consider expanding PCE mitigation program with Central Truckee Meadows Remediation District. 2. Evaluate “turn key” options for irrigation allowances to expedite sewer billing process. 3. Explore printer options for use in officer vehicles to accommodate permit changes in the field. Ongoing Program Objectives 1. Ensure no violations of treatment plant permits or treatment plant upsets occur as a result of the pretreatment program. 2. Monitor individual businesses to maintain permit compliance without violations. Review all new businesses for permitting requirements and compliance to the wastewater codes. 3. Have no significant violations of industrial wastewater pretreatment programs during Environmental Protection Agency audits. 4. Timely response to environmental incidents; hence, maintain an on-call officer to respond to environmental incidents. 5. Cost-effective pretreatment program which protects the Truckee River, wastewater treatment plants, and other infrastructure from harmful discharges and prevents treatment plant upsets or permit violations. 6. Inspect all permitted businesses once per year.

City of Reno, Nevada Section III-298 2008/2009 Budget

7. Inspect and monitor categorical and significant dischargers in accordance with Federal EPA program requirements. Focus compliance efforts on troubled dischargers. 8. Implement a cost-effective industrial/commercial stormwater inspection and monitoring program. 9. Assist the Interlocal Stormwater Committee to implement the approved Regional Stormwater Program for inspection, monitoring, education and outreach as required by Nevada Division of Environmental Protection. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of violations of storm water NPDES 0 0 0 0 0 Permit resulting in penalties or fines. Amount $0 $0 $0 of fines paid.

Number of treatment plant upsets due to 0 0 0 0 0 industrial/commercial discharges.

Percent of discharge permit sites inspected 100% 100% 100% 100% 100% within 30 days after due date.

Number of violations found and percentage of 50 20 45 46 50 discharge violations corrected. 100% 100% 100% 100% 100%

Total number and percentage of emergency calls responded to within 45 minutes: 95 142 110 A) During business hours A) 77/100% A) 128/100% A) 100% A) 99/100% A) 100% B) During non-business hours B) 18/100% B) 14/100% B) 100% B) 11/100% B) 100%

Percent of new businesses reviewed quarterly 100% 100% 100% 100% 100% for permit status

Percent of “Categorical industry” businesses 100% 100% 50% 100% 100% inspected and monitored quarterly. (1)

Percent of required wastewater samples 100% 100% 100% 100% 100% collected per schedule.

Performance Measures: Notes 1. Reduction of quarterly inspections of categorical wastewater dischargers is permitted by Environmental Protection Agency. Repeat inspections of significant violators will be conducted instead.

City of Reno, Nevada Section III-299 2008/2009 Budget

Public Works Facility Maintenance Program Summary

Program Code: 1210 Program Purpose: To effectively maintain City owned facilities by performing preventative maintenance, repairs, remodel, project management and janitorial services. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Provide clean, comfortable and safe buildings in which to conduct City business and deliver services. Strategy A: Implement a well-planned preventive maintenance program for all City facilities. Strategy B: Dedicate resources to place an emphasis on preventative maintenance. Strategy C: Provide responsive maintenance/ repair services as needed. 2. Ensure the facility and infrastructure plan accurately reflects the resources and methodology for implementing maintenance activities to improve the condition of City buildings and structures to prolong their useful life. Strategy A: Implement and update on an annual basis the Capital Maintenance Plan adopted by Council. 3. Pursue an adequate funding stream for maintaining building facilities. Strategy A: Complete a Facility Condition Analysis for each building and provide a summary report of needs to Capital Improvement Program. Strategy B: Prepare report to City Council with recommendations on funding building maintenance needs. 4. In conjunction with Green Council Priority division, continue to examine and implement energy efficiency improvements in City Facilities where feasible. Strategy A: Analyze and prioritize opportunities for energy efficiencies within existing buildings as a part of the Facility Condition Analysis for each building. Strategy B: Pursue grant funding and other opportunities to complete projects resulting in energy efficiencies. Strategy C: Ensure adequate staff have completed the Facility Operators Certification for Utility Systems (FOCUS) and are current in methods of improving energy efficiency.

City of Reno, Nevada Section III-300 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $4,035,602 $4,147,492 $4,285,700 $4,585,700 Full-Time Equivalents 27.50 29.50 29.50 29.50 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Increase in utility costs. FY 08/09 Program Service Objectives 1. Recommend strategies to implement the results of the Facility Condition Analysis (FCA) of major City buildings to provide an inventory of future Capital Maintenance Projects needed. 2. Increase the amount of preventative maintenance being completed to included additional property added to the City inventory and address the aging infrastructure existing buildings. 3. Complete the Leadership in Energy Efficiency Design (LEED) accreditation of one staff member through the US Green Building Council as a part of the Council’s Green Priority. 4. Complete the analysis of at least one half of the City’s existing major buildings for opportunities in energy efficiencies. Ongoing Program Objectives 1. Maintain City-owned buildings to provide a safe, efficient and comfortable environment for building occupants and public visitors. 2. Update facilities and maintenance plan annually to accurately reflect building maintenance requirements. 3. Perform timely preventative maintenance on City-owned buildings. 4. Evaluate City facilities and correct deficiencies found as a result of ongoing safety inspections. 5. Provide emergency repair services as needed. 6. Work with City’s Green Program and City Architect to implement energy savings plan measures and additional conservation activities.

City of Reno, Nevada Section III-301 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of occupied facilities and (1) (1) (1) 47 47 percentage maintained according to the 83% 80% preventative maintenance plan.

Percent of resources spent on preventative 40% 56% 60% 49% 60% maintenance activities.

Percent of time major scheduled preventative 80% 83% 80% 83% 80% maintenance work activities are performed within designated time frames.

Maintain overall customer satisfaction rating 4.1 4.49 3.5 4.55 4.0 of 3.5 or better on a 5 point scale (job by job basis).

Percentage of respondents reporting excellent or good on the City’s internal customer service survey: Custodial Custodial N/A N/A Custodial Custodial Services A) 56% A) 52% (2) Survey Done In A) 75% A) Quality B) 64% B) 60% June B) 75% B) Timeliness C) 61% C) 58% C) 75% C) Overall Satisfaction Maintenance Services Maintenance Maintenance Maintenance Maintenance A) Quality A) 94% A) 96% A) 90% A) 95% B) Timeliness B) 94% B) 94% B) 90% B) 95% C) Overall Satisfaction C) 94% C) 98% C) 90% C) 95%

Percent reduction of deferred maintenance 1% -10% 1% -10% 1% (3) (3)

Performance Measures: Notes 1. Project to inventory and develop preventative maintenance plan has been deferred due to management vacancy from City’s Voluntary Early Separation Program - August 2004. New manager hired in 2006 and project is now on target for completion in FY 07/08. 2. These services are now performed by an outside contractor and a performance measure is being developed. 3. There was an increase in deferred maintenance because the City acquired many old buildings from the ReTRAC project and the YMCA purchase and they are in poor condition.

City of Reno, Nevada Section III-302 2008/2009 Budget

Public Works Fleet Management Program Summary

Program Code: 1216 Program Purpose: To provide safe and dependable vehicles for City departments through a proactive and cost effective vehicle management, preventative maintenance, repair, and vehicle replacement program. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Neighborhood Excellence

5-Year Program Goals 1. Ensure a safe and dependable operation. Strategy A: Effectively and consistently schedule preventative maintenance and repairs and provide customer feedback on “no show” rate greater than 5% for scheduled services. 2. Provide effective Fleet Management operation. Strategy A: Improve fleet management practices and the effectiveness, efficiency and productivity of the operation. Strategy B: Provide regular vehicle use review to ensure optimum utilization of fleet assets. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $3,870,256 $7,620,219 $4,225,843 $4,007,684 Full-Time Equivalents 16.10 16.10 16.10 16.10 Funding Sources Internal Service Fund Internal Service Fund Internal Service Fund Internal Service Fund

Program Changes 1. Reduction in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Install and implement the new fuel management system to link fuel usage to maintenance. Ongoing Program Objectives 1. Analyze City’s fleet needs and recommend number and types of vehicles to acquire and maintain.

City of Reno, Nevada Section III-303 2008/2009 Budget

2. Minimum of 95% “in-service” rate, (industry standard is 90%). 3. Maintain fleet maintenance software data (Fleet Focus). 4. Optimize vehicle parts on hand. 5. Evaluate need for assigned vehicles, determine if operational efficiencies exist, and identify economic alternatives to assignment of City vehicles. 6. Work with departments to ensure uniform application and interpretation of City policy with regard to the provision and use of City vehicles. 7. Conduct an annual physical inventory of the City’s fleet in December of each year. 8. Maintain all City motor vehicles in accordance with accepted industry standards and cost. 9. Complete vehicle preventive maintenance according to schedule. 10. Meet customer commitments in a timely and responsive manner. 11. Determine whether specialized equipment not of general use by other departments is required in specific vehicle. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of vehicle repairs needing rework: A) Police A) 0.7% A) 0.72% A) <3% A) 0.6% A) <3% B) All other City B) 0.7% B) 0.72% B) <3% B) 0.6% B) <3%

Percent of vehicles receiving preventative 60% 90% >95% 89.7% >95% maintenance per the established schedule. (1)

Average percent of time a vehicle is ready for 96.6% 93.1% 95% 95% 95% pick-up on the date and time promised.

Overall customer satisfaction rating of on a 4.9 4.91 4.5 4.95 4.5 5-point scale.

Productivity rate for mechanics and equipment 70.32% 78.8% 85% 79.2% 85% service workers. (1)

Percentage of respondents reporting excellent or good on the City’s internal customer service survey: A) 95.77% A) 92.3% A) >90% A) 95.4% A) >90% A) Quality B) 96.64% B) 93.1% B) >90% B) 95% B) >90% B) Timeliness C) 95.47% C) 90.1% C) >90% C) 94.8% C) >90% C) Overall Satisfaction

Average cost per hour for in-house work vs. $68 vs. $85 $70.72 vs. $85 $72 vs. $90 $72.66 vs. $90 $72 vs. $90 comparable private sector rate.

Performance Measures: Notes 1. Target not met due to position vacancies from City’s Voluntary Early Separation Program.

City of Reno, Nevada Section III-304 2008/2009 Budget

Public Works Paint and Sign Program Summary

Program Code: 1212 Program Purpose: To provide safe, effective and efficient traffic flow by maintaining the City’s system of traffic signs and street markings. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Safe and effective maintenance and repair of the City’s street signs and markings. Strategy A: Provide well-planned preventive maintenance and repair for all City street signs and markings. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,778,737 $1,945,563 $1,962,224 $1,962,224 Full-Time Equivalents 17.05 19.05 19.05 19.05 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. None. FY 08/09 Program Service Objectives 1. None Ongoing Program Objectives 1. Ensure compliance with Manual of Uniform Traffic Control Devices (MUTCD). 2. Repaint all street markings in downtown area in the spring and fall. 3. Complete street centerline striping on arterial/collector streets three times per year and twice a year on residential streets. 4. Stripe all non-downtown streets annually. 5. Stripe all school zones prior to start of school. 6. Work with Police Department cooperatively to eradicate graffiti on signs.

City of Reno, Nevada Section III-305 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of stop sign repairs completed and percentage done within: 492 448 405 205 410 A) One hour during business hours A)100% A) 100% A) 100 % A) 100% A) 100% B) Two hours during non-business hours B) 95% B) 95% B) 95% B) 95% B) 95%

Total number Traffic Engineering requests for 348 309 300 157 300 signs, stencils and striping and percentage 100% 100% 100% 100% 100% completed within 4 weeks except during winter months.

Total linear feet of long line striping completed 3,898,020 3,912,757 4.8 Million 3,036,305 4.8 Million and cost per linear foot (LF). $.05 / LF $.05/ LF $ .05 / LF $ .04 / LF $ .05 / LF

Cost and man-hours per new street sign $156.27 $157.38 $157.00 $169.48 $172.00 installed. * 1.742 1.78 2.00 1.916 2.00

Number of signs requiring graffiti removal and 4,447 (1) cost per sign. $10.39

Performance Measures: Notes * This measure does not include new 9 inch street name signs which are more costly partially due to the changing out of existing poles to the new standard uni-strut poles. 1. Measure deleted FY 06/07: due to Police Department’s Graffiti Removal Program, the majority of these requests are completed by them.

City of Reno, Nevada Section III-306 2008/2009 Budget

Public Works Parking Meters Program Summary

Program Code: 1230 Program Purpose: To maintain parking meters and regularly collect meter funds that support effective and efficient parking meter operations to ensure proper management of limited available parking. Strategic Goals Addressed: Infrastructure Well-Kept

5-Year Program Goals 1. Provide safe and effective operations of the City’s approximately 1,300 parking meters and two parking lots. Strategy A: Provide cost-effective and well-planned preventive maintenance of all City parking meters and parking lot ticket dispensers. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $205,552 $210,539 $206,070 $206,070 Full-Time Equivalents 2.00 2.00 2.00 2.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. Reduction in services, supplies and capital is due to the downturn in the economy.

FY 08/09 Program Service Objectives 1. None Ongoing Program Objectives 1. Ensure parking meters are operational; replace batteries in meters annually. 2. Collect meter funds weekly. 3. Replace meter heads to reduce vandalism and loss. 4. Evaluate locations of existing meters with parking plan.

City of Reno, Nevada Section III-307 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of meters collected within adopted 100% 100% 100% 100% 100% schedule.

Average amount collected per parking meter. $515.16 $470.10 $350.00 $271.50 $350.00

Average cost and man hours per meter $9.89 / .23 hr $8.29/.19 hr $8.50 / .20 hr $12.84 / .29 $12.50/ .28 repaired.

Gross annual meter revenue. $576,459 $611,037 $575,000 $352,913 $590,000

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-308 2008/2009 Budget

Public Works Pavement Maintenance Program Summary

Program Code: 1219 Program Purpose: To provide safe and comfortable traffic operation by maintaining the City’s system of streets and right of ways. Strategic Goals Addressed: Infrastructure Well-Kept; Innovative Leadership; Neighborhood Excellence

5-Year Program Goals 1. Ensure safe and effective maintenance of the City’s street system and right of ways. Strategy A: Provide well-planned preventive maintenance for all City streets and right of ways. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,888,559 $4,485,797 $4,469,058 $4,501,295 Full-Time Equivalents 22.10 24.10 24.10 24.10 Funding Sources Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund Program Changes 1. None. FY 08/09 Program Service Objectives 1. None Ongoing Program Objectives 1. Ensure timely repair of potholes in summer, spring, and fall and of temporary repairs in winter. 2. Potholes repaired within one business day of notifications. 3. Complete six million square feet of crack sealing annually. 4. Complete crack seal for the contracted slurry seal streets. 5. Provide an aggressive removal and replacement program on deteriorated pavement. 6. Inventory vegetation control requirements for mowing and spraying. 7. Provide vegetation control annually. 8. Ensure compliance with the rights-of-way annual maintenance plan.

City of Reno, Nevada Section III-309 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total square feet (SF) of paved streets and: 130,759,290 134,723,726 135 Million 138,977,271 139 Million A) Square feet crack sealed. A) 6,708,510 A)15,454,921 A) 8 Million A)7,143,067 A) 11 Million B) Cost per square foot. B) $.10 B) $ .04 B) $ .08 B) $ .03 B) $ .09 (1)

Total number of pothole calls received from 336 168 150 73 150 public and percent repaired within 1 business 93% 100% 100% 100% 100% day after citizen requests are received. *

Total number of fences and guardrails repaired 82 77 35 22 50 and percent of time repaired within 4 weeks of 90% 90% 95% 90% 90% notification.

Percent of vegetation inventory: A) Mowed annually ** A) 21% A) 30 % A) 25% A) 25% A) 25% B) Sprayed for weed control annually. B) 40% B) 90% B) 90% B) 60% B) 90%

Performance Measures: Notes 1. Cost increase due to encountering several neighborhood streets with severe cracking, resulting in the use of 2-3 times the normal amount of material.

City of Reno, Nevada Section III-310 2008/2009 Budget

Public Works Program and Service Management Program Summary

Program Code: 0001 Program Purpose: To plan, administer and coordinate the resources necessary to ensure cost effective and efficient provision of Public Works Department services. Strategic Goals Addressed: Infrastructure Well-Kept; Innovative Leadership; Neighborhood Excellence

5-Year Program Goals 1. Ensure cost-effective and efficient provision of services. Strategy A: Continue emphasis on continuous process improvement. Strategy B: Monitor productivity gains in department. Strategy C: Enhance and expand information provided on City of Reno Public Works website. 2. City infrastructure is maintained and preserved at adopted levels of service. Strategy A: Update and implement the Facilities, Sewer Infrastructure and Streets Maintenance Plans. Strategy B: Seek new funding sources to meet current and future needs. 3. Ensure field maintenance facilities have adequate capacity and location for future employees and equipment. Strategy A: Identify strategic locations for future satellite maintenance facilities in the northern, southern, and western service areas. Strategy B: Complete Corporation Yard expansion plan to accommodate growth in maintenance areas. 4. Improve and upgrade the City’s Maintenance Management System (Mainstar) to provide accurate reports on individual programs within the respective field service areas. Strategy A: Acquire latest upgrades to existing Maintenance Management System and supporting GIS software with appropriate training. Strategy B: Participate in Mainstar User Group semi-annual meetings to share feedback and best practices with other agencies. 5. Create written Policies and Standard Operating Procedures to effectively communicate expectations to staff and respond to community needs. Strategy A: Develop Operating Manuals for each maintenance section within the Corporation Yard.

City of Reno, Nevada Section III-311 2008/2009 Budget

Strategy B: Use the Operating Manuals for training purposes and update as needed to reflect best management practices. 6. Continue to identify methods of aligning services to be consistent with a neighborhood based approach and enhance interaction with all the Neighborhood Advisory Boards. Strategy A: Provide quarterly reports to Neighborhood Advisory Boards (NABs) by Public Works Crew Supervisors assigned to their area. Strategy B: Update formal maintenance plans on an annual basis and seek input from the NABs. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,007,531 $878,224 $992,013 $957,013 Full-Time Equivalents 7.56 8.56 7.56 7.56 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Moved Green Initiative to separate program. FY 08/09 Program Service Objectives 1. Implement the FY07/08 Green Action Plan in developing on on-going sustainability program. Ongoing Program Objectives 1. Utilize the Maintenance Management System, CIP, strategic plans, and goals and controls systems to ensure provision services at established levels. 2. Provide for the maintenance of City facilities and infrastructure in accordance with the adopted facilities and infrastructure plan. 3. Continue customer satisfaction program to help ensure citizen input and improved satisfaction. 4. Evaluate the content and timing of performance reporting by each division.

City of Reno, Nevada Section III-312 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of performance measures met in all 84% 87% 90% 84% 90% department programs.

Maintain overall customer satisfaction rating 4.11 4.29 3.75 4.51 3.75 of 3.5 or higher on a 5 point scale in departmental customer satisfaction program surveys. *

Performance Measures: Notes * Includes Facility Maintenance, Sewer and Storm System Maintenance, and Streets program services only.

City of Reno, Nevada Section III-313 2008/2009 Budget

Public Works Property Management Program Summary

Program Code 1290 Program Purpose: To provide real estate services to all City departments and to serve as the central point of information for general public and City department inquiries regarding City owned real property. Strategic Goals Addressed: Infrastructure Well-Kept; Strong Economy; Neighborhood Excellence

5-Year Program Goals 1. Maximize lease revenue from One East First Street office space. Strategy A: Work with new and existing tenants and City's architect to provide a safe and attractive office environment that promotes lease renewal and demand for new leases. 2. Implement Redevelopment of railroad right-of-way plans. Strategy A: Develop plan that identifies higher and better uses for the right-of-way and criteria for property disposition, and develop auction process. 3. Improve access to City property records. Strategy A: Make all property management records available on-line. 4. Maximize revenue collection from ReTRAC acquired land. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $220,307 $299,740 $308,371 $308,371 Full-Time Equivalents 2.00 2.00 2.00 2.00 Funding Sources General Fund General Fund General Fund General Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Complete organization and auction process for sale and lease of City owned properties as directed by Council. 2. Complete transfer of all leases for City-owned property to Property Management Program.

City of Reno, Nevada Section III-314 2008/2009 Budget

Ongoing Program Objectives 1. Provide prompt and accurate responses to real property questions. 2. Negotiate acquisition and disposition of properties as requested. 3. Provide management of property leases in the railroad right-of-way, One East First Street, and other City owned properties. 4. Maintain accurate and electronically accessible real property records. 5. Work with other departments toward development of open space management plan. 6. Continue to inventory and map all city owned properties. 7. Complete organization of, and monitor all City-as-landlord leases on a monthly basis. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of inquiries responded to within 2 (1) 97% 95% 95% 95% days.

Percent of inquiries responded to within 10 (1) 100% 100% 100% 100% days.

Number of major purchase and sale (1) 9 6 6 10 agreements, options or leases and/or escrows closing.

Number of development related acquisitions (1) 13 10 14 10 and/or dispositions.

Number of property leases managed for the 68 68 City and total amount collected. $700,000 $1,400,000 (2)

Percent of lease revenues due the City which 95% are collected within 30 days of invoices being sent. (2)

Performance Measures: Notes 1. The Property Program Manager position has been vacant since June, 2005; Performance data not available. New Property Program Manager started January 9, 2006. 2. New measures FY 08/09.

City of Reno, Nevada Section III-315 2008/2009 Budget

Public Works Sanitary Engineering Program Summary

Program Code: 1240 Program Purpose: Provide strategic planning and implementation of regional wastewater capacity needs; provide infrastructure planning and programs to assess and implement capital and maintenance needs of the City sewer collection system, water reclamation facilities and flood control management; implement nonstructural programs that complement regional water and water quality needs for a sustainable environment; and respond to customer needs. Strategic Goals Addressed: Vitality in Downtown, Infrastructure Well-Kept, Strong Economy, Innovative Leadership, Opportunity for Arts, Culture & Recreation, Neighborhood Excellence

5-Year Program Goals 1. Complete the Truckee River TRAction project to optimize flood protection in downtown Reno to guide future bridge replacements and flood wall construction. Strategy A: Conduct public involvement process to evaluate flood protection options Strategy B: Seek Council and Flood Project approval of key downtown flood protection elements. 2. Complete the Visioning process relative to downtown flood reduction elements. Strategy A: Seek input from elected officials, stakeholders, and general public for the bridge “Visioning” process. Strategy B: Coordinate with the Federal Highway Administration, US Army Corp of Engineers and other pertinent State and local agencies to complete the environmental phase. Strategy C: Secure appropriate funding relative to flood reduction projects. Strategy D: Plan, design, and construct flood reduction projects. 3. Undertake planning and implementation processes with regional partners to achieve river sustainability and required facility infrastructure. Strategy A: Facilitate with regional partners the logistics, planning, and negotiations necessary to provide long-term solutions. Strategy B: Complete negotiations with affected parties and regulators to allow for a solution for additional effluent disposal through river discharge.

City of Reno, Nevada Section III-316 2008/2009 Budget

4. Complete an update to existing storm water drainage facility plans and consider a long- term funding source dedicated to upgrading or installing necessary infrastructure to reduce impacts from storms in neighborhoods or within the region. Strategy A: Implement internal drainage studies to identify needs for facility solutions. Strategy B: Consolidate facility analysis costs and pursue a study to implement a storm water utility for funding needs. 5. Conduct facility studies on meeting higher urban densification and associated infrastructure needs. Strategy A: Annually prioritize areas for review. Strategy B: Complete sewer capacity studies for infill and coordinate with other utilities for prioritized area each year. Strategy C: Develop facility needs with cost estimates for implementation for prioritized area each year. 6. Continue to support the regional Truckee River Flood Project to attain Congressional authorization and construction funding to reduce the regional economic impacts of disastrous floods. Strategy A: Continue long-term program for removal of impediments to river flows through downtown Reno. Strategy B: Work through the Flood Project to secure funding for advance replacement of city bridges affecting river flood way. Strategy C: Consider alternative sources to fund the local share of flood improvement costs. 7. For each sanitary sewer rate review, continue utilizing a citizen sewer rate advisory group. Strategy A: Provide outreach programs for citizen involvement and continue to sponsor advisory board for rate structure. Strategy B: Coordinate closely with city communications staff with any new rate proposals. 8. Continue developing and implementing low impact development and stormwater quality programs and provide public outreach on these programs on a continuing basis. Strategy A: Continue with outreach programs for each programmatic element for the health and stability for both drainage and watershed ecosystems specific to each affected drainage area. Strategy B: Use locally available communications media, such as the “Water Wise” program on Channel 4, to assist with communicating sustainable watershed goals. 9. Extend the reclaimed water system to more city parks and public facilities to further keeping Reno “green” and conserving water supplies, key elements in quality of life. Strategy A: Update the reclaimed water master plan for Reno.

City of Reno, Nevada Section III-317 2008/2009 Budget

Strategy B: Pursue the development of a reuse utility and evaluate the benefits of interconnectivity with Sparks and Washoe County Reclaimed water systems. 10. Continue the ongoing sanitary sewer replacement and repair program to retain a functioning system and add system capacity where needed to respond to new or infill development. Strategy A: Replace or repair approximately 50,000 feet (~$20 million) of underground sewer per year. Strategy B: Maintain and update funding plan to continue long-term needs. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $20,175,853 $124,833,966 $85,114,207 $85,119,670 Full-Time Equivalents 24.45 24.45 24.45 24.45 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. Reduction in Capital Projects. FY 08/09 Program Service Objectives 1. Implement the outcome of the public workshops to evaluate downtown flood protection options. 2. Present the results of the flood protection workshops to Council for review and input. 3. Through the new Western Regional Water Commission initiate development of interlocal facility solutions. 4. Develop a study to identify internal drainage issues and funding options. 5. Review existing infrastructure in the annual prioritized area to ensure sufficient sewer capacity to meet future urban densification. 6. Complete an update of the reclaimed water master plan. Ongoing Program Objectives 1. Plan and implement water reclamation facility treatment processes and capacity improvements for existing and future customers. 2. Continue to rehabilitate and/or replace aging infrastructure annually based upon risk and criticality of failure. 3. Organize, implement and maintain cost effective sewer collection system programs that are preventative maintenance oriented. 4. Storm Water Quality Management Program – Promote “Low Impact Development” concepts and post construction structural controls for long term storm water quality

City of Reno, Nevada Section III-318 2008/2009 Budget

improvement and update the Storm Water Quality Management Program in accordance with NPDES permit. 5. Utilize water quality models to revise the Truckee River TMDL. 6. Prioritize and conduct river and tributary restoration to provide TMWRF permit relief. 7. Pursue watershed and non-point source management strategies to sustain river water quality. 8. Include river and aquatic habitat restoration as a component of flood control projects for water quality improvements. 9. Develop reclaimed water reuse program as appropriate. 10. Continue to develop city-wide sewer capacity program and sewer model of the interceptors (18-inch diameter pipe and greater). Develop a city-wide graphical map in the IMS of the interceptors that depicts current and maximum capacities of the system. 11. Develop facilities plans for interceptors and trunks from information generated from the capacity analysis program. Develop plans for Transit Oriented Development Corridors. 12. Review user fees and connection fees and recommend appropriate funding levels biannually. 13. Develop condition assessment and prioritization program for Sewer Lift Stations. 14. Continue ongoing condition assessment of interceptors, trunks, collectors and neighborhood sewers. Develop plan and schedule for future inspection and assessment. 15. Coordinate implementation of North Valley’s facilities plan with on-going development. 16. Storm water and watershed program implementation. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Average design and construction inspection 4.78% 7.39% 16% 12.54% 16% engineering costs as a percent of construction cost.

Percent of billable time for engineering 60.38% 60.58% 60% 61.11% 60% services. *

Uncontrollable change order or force account 0% 0.22% 3% 0.24% 3% as a percent of overall construction costs. **

Savings resulting from in-house design and $297,177 $303,872 $200,000 $163,115 $200,000 management of capital projects. ***

Total linear feet of sewer pipe (1) (1) 3,000 3,000 3,500 repaired/replaced per year. (1)

Performance Measures: Notes * Billable time is defined as time spent by in-house staff for engineering services, (total time less vacation, sick time, training time, etc.). The higher the percentage, the greater the efficiency.

City of Reno, Nevada Section III-319 2008/2009 Budget

** Uncontrollable change orders are defined as costs that could have been anticipated based on available project information. The result is the cost of change orders divided by the overall construction costs. *** Savings projected based on the amount of time spent by engineering staff on projects and cost per hour compared to the consultant cost per hour times the amount of time per project. 1. New measure FY 07/08.

City of Reno, Nevada Section III-320 2008/2009 Budget

Public Works Sewer and Storm System Maintenance Program Summary

Program Code: 1215 Program Purpose: To provide an aggressive preventative maintenance program for both sewer and storm systems to ensure proper system operation, permit compliance, limitation of liability, prevention of overflows and flooding, protection of public health and the environment. Respond to system failures and flooding emergencies to maintain public health and safety. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Safe and effective operation of the City’s sanitary sewer and storm drain systems. Strategy A: Provide well-planned preventive maintenance and emergency response for the City’s sewer and storm drain systems. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $4,729,849 $5,539,641 $5,231,884 $5,231,884 Full-Time Equivalents 39.84 39.84 39.84 39.84 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. Reduction in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. Provide staff and resources to facilitate biannual Clean & Green event. Ongoing Program Objectives 1. Provide a proactive preventative maintenance program for sewer and storm drain systems. 2. Clean 1.85 million linear feet of sanitary sewer annually. (This meets the goal of cleaning the full system every 2 years.) 3. Clean 60,000 linear feet of high-frequency problem lines on a 3-month cycle. 4. Clean 108,000 linear feet of high-frequency problem lines on a 6-month cycle. 5. Clean 10,000 storm drain catch basins twice annually.

City of Reno, Nevada Section III-321 2008/2009 Budget

6. Maintain and operate 27 sewage pumping stations. 7. Provide excellent customer service to the citizens of the City of Reno 24/7. 8. Respond to all incidents within one hour during business hours and two hours during non-business hours. 9. Review and update inventory of City maintained drainage ditches. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Total number of work requests and percentage 578 534 600 310 600 responded to within 2 working days. 88% 95% 100% 90% 100%

Total number of emergency calls and percentage responded to within: A) 1 hour during business hours A) 96 / 100% A) 93 / 100% A) 150 / 100% A) 36 / 100% A) 100 / 100% B) 2 hours during non-business hours B) 42 / 100% B) 37 / 100% B) 75 / 100% B) 16 / 100% B) 50 / 100%

Total lineal feet of sewer lines and percentage 3.4 Million 3.7 Million 3.7 Million 3.7 Million 3.7 Million of system maintained. 48% 70% 50% 34% 50%

Cost and man hours per foot for: A) Flushing A) $ .21 / .005 A) $ .16 / .004 A) $ .25 / .005 A) $ .17 / .004 A) $ .25 / .004 B) Root cutting B) $ .41 / .010 B) $ .29 / .007 B) $ .40 / .010 B) $ .29 / .006 B) $ .40 / .007

Cost and man hours per basin to routine clean $19.81 / .406 $18.47 / .367 $22.00 / .33 $17.64 / . 381 $20.00 / .33 catch basins.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-322 2008/2009 Budget

Public Works Snow and Ice Control Program Summary

Program Code: 1250 Program Purpose: To provide City residents and businesses access to collector and arterial streets; to provide convenient and safe travel for all population groups in the community, while minimizing impact on the environment during normal storm cycles. Strategic Goals Addressed: Infrastructure Well-Kept; Innovative Leadership; Neighborhood Excellence

5-Year Program Goals 1. Provide safe access to City collector and arterial streets after a snow and/or ice storm event. Strategy A: Provide well planned snow and ice control operations. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,107,828 $1,173,142 $1,219,075 $1,219,075 Full-Time Equivalents 11.25 11.25 11.25 11.25 Funding Sources Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund Program Changes 1. None. FY 08/09 Program Service Objectives 1. None Ongoing Program Objectives 1. Keep collector and arterial streets safely accessible after a snow and/or ice storm event. 2. Review and update snow and ice plan by end of August, present to the Neighborhood Advisory Boards in September, and present to Council for approval in October each year. 3. Review and update Regional Snow Plan annually. 4. Update inter-divisional/departmental support annually. 5. Provide snow removal training to the corporation yard annually. 6. Provide Regional Snow Workshop to Sparks and Washoe County as directed in the interlocal agreements.

City of Reno, Nevada Section III-323 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Plow/sand priority 1 and 2 routes affected with snow or ice within the following time frames after the end of the storm event: A) 8 hours A) 85% A) 80 % A) 80% A) 65 % A) 80 % B) 16 hours B) 90% B) 90 % B) 90% B) 90 % B) 90 % C) 24 hours C) 100% C) 97 % C) 100% C) 90 % C) 100 %

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-324 2008/2009 Budget

Public Works Stead Water Reclamation Facility Program Summary

Program Code: 1241 Program Purpose: To ensure the health, safety, and welfare of the Stead community by operating the water reclamation facility in compliance with environmental regulations and State permit. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Operate and maintain the Stead Water Reclamation Facility in a safe and efficient manner and meet permit compliance requirements. Strategy A: Provide well-planned preventive maintenance program. Strategy B: Ensure all OSHA safety requirements are met. 2. Provide wastewater facilities that meet changing environmental requirements and plan for new capacity needs. Strategy A: Plan and construct upgrades and capacity increases to ensure Stead Water Reclamation Facility maintains regulations and meets capacity requirements. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,515,222 $1,659,544 $1,688,627 $1,688,627 Full-Time Equivalents 4.00 5.00 5.00 5.00 Funding Sources Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

Program Changes 1. None. FY 08/09 Program Service Objectives 1. Construct necessary modifications to the existing oxidation ditch to allow it to function as a storage reservoir for secondary effluent. 2. Optimize the Effluent Re-Use system by scheduling effluent delivery to existing customers, constructing truck fill pump station, and connecting O’Brian Middle School to the system. 3. Construct a dry storage building, Sewer Lines Maintenance Building, Sand-Salt Dome and on-site landscaping improvements.

City of Reno, Nevada Section III-325 2008/2009 Budget

Ongoing Program Objectives 1. Comply with all Federal, State, and local environmental requirements. 2. Provide reclaimed water for irrigation needs to Sierra Sage Golf Course and Reno parks. 3. Provide reclaimed water to contractors for dust control. 4. Continue meeting all OSHA SHARP requirements and operating the facility in a safe manner with no OSHA reportable or lost-time accidents. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of discharge permit violations and 2 0 0 0 0 amount of fines. $0 $0 $0 $0 $0 (1)

Number of gallons of reclaimed water (2) 216,180,000 125,000,000 117,680,000 175,000,000 provided.

Performance Measures: Notes 1. Violations were a result of the flooding on December 31, 2005. 2. New measure for FY 06/07. Data provided on a calendar-year basis.

City of Reno, Nevada Section III-326 2008/2009 Budget

Public Works Street Sweeping Program Summary

Program Code: 1218 Program Purpose: To enhance air and water quality of the community and provide a clean street appearance by regular sweeping of City streets. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Safe and effective sweeping of all City streets. Strategy A: Provide well-planned and efficient street sweeping program for all City streets. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,477,058 $1,567,727 $1,556,154 $1,556,154 Full-Time Equivalents 5.05 6.05 6.05 6.05 Funding Sources Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund Program Changes 1. Reduction in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. None. Ongoing Program Objectives 1. Ensure that streets are swept in accordance with Washoe Air Quality health standards: routinely every four weeks; for snow and ice events: within 4 days of event. 2. Ensure Council directive is met for the downtown area: at least one lane direction of each street is swept every day, seven days a week.

City of Reno, Nevada Section III-327 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of all streets routinely swept every four 100% 100% 100% 100% 100% weeks (excluding snow and ice events).

Percent of sanded streets swept within 4 days 100% 100% 100% 100% 100% after a storm event.

Percent of downtown streets swept at least one (1) (1) 100% 100% 100% lane direction each day. (1)

Cost and man hours per curb mile swept for: A) Routine Sweeping A) $29.99 /.258 A) $29.57/.252 A) $31.00 /.26 A)$26.61/.25 A) $27.20/.26 B) Winter Sweeping B)$32.17 / .277 B) $34.11/.270 B) $32.00 /.29 B)$32.01/.32 B) $33.41/.29

Performance Measures: Notes 1. New measure FY 07/08.

City of Reno, Nevada Section III-328 2008/2009 Budget

Public Works Traffic Operations Program Summary

Program Code: 1220 Program Purpose: To promote safe and efficient movements of traffic on City streets by operating and maintaining the City’s traffic signal system, school flashers, and the City’s downtown street and parking lot lighting. Strategic Goals Addressed: Infrastructure Well-Kept; Neighborhood Excellence

5-Year Program Goals 1. Safe, effective, and efficient traffic signal operations and maintenance. Strategy A: Provide well planned preventative maintenance of all traffic signals in accordance with maintenance management system plan and average daily production levels. Strategy B: Provide preventative maintenance for all safety lighting. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $1,544,667 $1,137,876 $1,107,842 $1,107,842 Full-Time Equivalents 9.00 9.00 9.00 9.00 Funding Sources General and Special General and Special General and Special General and Special Revenue Funds Revenue Funds Revenue Funds Revenue Funds

Program Changes 1. Reduction in services, supplies and capital is due to the downturn in the economy. FY 08/09 Program Service Objectives 1. None. Ongoing Program Objectives 1. Complete preventative maintenance on traffic signal cabinets once a year. 2. Complete preventative maintenance on traffic signal heads once a year. 3. Re-lamp illuminated street name signs every three years. 4. Ensure illuminated street name signs and downtown decorative street lights are properly illuminated. 5. Reset timing at all school zone flasher locations twice a year.

City of Reno, Nevada Section III-329 2008/2009 Budget

6. Repair safety lighting four times a year. 7. Repair non-functioning detection device within one week, weather permitting. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Percent of emergency traffic signal calls responded to: A) Within 1 hour during working hours A) 100 % A) 100 % A) 100 % A) 100 % A) 100 % B) Within 2 hours during non-working hours B) 100 % B) 100 % B) 100% B) 100 % B) 100 %

Percent of maintenance completed per Traffic 100% 100 % 100 % 100% 100% signal guidelines maintenance plan.

Percent of time spent on preventative 39% 40% 35% 38% 40% maintenance.

Performance Measures: Notes 1. None.

City of Reno, Nevada Section III-330 2008/2009 Budget

Redevelopment

Redevelopment Agency Board (City Council)

Redevelopment

Redevelopment Area Project Development Public Education and Community Resources - Planning/Economic and Management Marketing Community Services Development

FTEs Regular 14.00 Temporary (not shown) 1.00 Total 15.00

City of Reno, Nevada Section III-331 2008/2009 Budget

Redevelopment Budget Summary 2006/07 2007/08 2008/09 2008/09 Percent Programs: Actual Approved Recommended Approved Change 07/08 - 08/09 Economic Development$ 2,006,633 $ 2,187,157 $ 2,506,559 $ 2,193,927 0.31% Public Education & Marketing 168,429 369,444 387,821 387,821 4.97% Project Development & Management 979,064 324,495 217,790 3,561,306 997.49% Urban Market - - - 110,256 - Community Resources 5,648,411 3,546,935 3,861,134 3,345,084 -5.69% Total$ 8,802,537 $ 6,428,031 $ 6,973,304 $ 9,598,394 49.32%

Expense Type:

Salaries and Wages$ 714,257 $ 1,045,939 $ 1,039,362 $ 1,139,362 8.93% Employee Benefits 287,076 397,673 422,392 422,392 6.22% Services and Supplies 1,756,459 2,231,526 2,310,890 2,124,935 -4.78% Capital Outlay 6,044,745 2,752,893 3,200,660 5,911,705 114.75% Total$ 8,802,537 $ 6,428,031 $ 6,973,304 $ 9,598,394 49.32%

Funding Sources:

Redevelopment # 1 General Fund$ 3,006,313 $ 2,145,822 $ 2,578,152 $ 2,315,776 7.92% Redevelopment #2 General Fund$ 147,813 $ 735,274 $ 534,018 $ 3,937,534 435.52% CDBG 5,648,411 3,546,935 3,861,134 3,345,084 -5.69% Total$ 8,802,537 $ 6,428,031 $ 6,973,304 $ 9,598,394 49.32%

City of Reno, Nevada Section III-332 2008/2009 Budget

2006/07 Actual Expenses

Economic Development 22.8% Public Education & Marketing 1.9%

Project Development Community & Management Resources 11.1% 64.2% Urban Market 0%

2007/08 Approved Budget

Economic Development 34.0%

Community Resources 55.2% Urban Market Public Education & 0.0% Project Marketing Development & 5.7% Management 5.0%

2008/09 Approved Budget

Community Economic Resources Development 34.9% 22.9%

Public Education & Marketing 4.0%

Urban Market 1.1% Project Development & Management 37.1%

City of Reno, Nevada Section III-333 2008/2009 Budget

Redevelopment Business Plan – Overview

Mission Statement: To improve the quality of life for our citizens through redevelopment initiatives that attract, assist and retain businesses, eliminate physical and social blight, and develop highly diverse and desirable housing opportunities.

Overview The Redevelopment Agency was created in 1983 and serves as the economic development arm of the City of Reno. The Agency implements the City’s affordable housing and community development programs. Two Redevelopment Project Areas exist within the City of Reno. Redevelopment Project Area 1 (RDA1) was created in 1983 and consists of the downtown core. Redevelopment Project Area 2 (RDA2) was created in 2005 and consists of a number of non- contiguous sub-areas. RDA2 was amended in 2006 to include additional acreage. In January 2004, the Community Resources Division was incorporated under the Redevelopment Agency. As a whole, the Agency works to revitalize and improve blighted areas of the City by using such methods as land assembly, infrastructure upgrades and on-site improvements. The Agency accomplishes its mission under four program areas: Economic Development: To enhance private investment; facilitating a diverse and stable economic base; creating a vibrant retail/commercial sector; enabling higher quality employment opportunities; supporting development of the work force through the enhancement of education/training resources, and by encouraging development of highly diverse and desirable housing opportunities. Through initiatives and incentives, the Redevelopment Agency leverages private funding sources to create a climate of investment that will ultimately reduce the necessity for public subsidy. The Agency partners with investors and businesses to develop projects that may contribute to the redevelopment of the City by creating jobs, improving the surrounding environment, improving housing opportunities, adding to the tax base and ultimately becoming a net asset to the City of Reno. Community Resources: To promote housing opportunities within the City of Reno, this division works with the Washoe County HOME Consortium (WCHC) to promote and fund affordable housing throughout the region. Needs of low-income individuals and neighborhoods in Reno are addressed by funding human service providers, the Neighborhood Revitalization Program, and public infrastructure projects. In addition, Community Resources furthers the Redevelopment goal of economic development through funding of the small business loan program, as well as by funding public facilities. Project Development and Management: The Redevelopment Agency initiates and facilitates project development to aid in the expansion, enhancement and diversification of the City’s economic tax base. The Agency initiates projects by: issuing Requests for Proposals (RFP) on Agency-owned properties; actively soliciting developers to construct projects in accordance with the City’s and Agency’s plans and objectives; providing financial assistance and other

City of Reno, Nevada Section III-334 2008/2009 Budget

incentives: assisting with site assembly; acquiring and disposing of real property; negotiating Owner Participation Agreements (OPA) and Disposition and Development Agreements (DDA). The Agency facilitates development by: providing technical assistance and contract management to developers, local agencies and for-profit and non-profit organizations; assisting in securing easements and/or abandonment of streets and alleyways; and coordinating with other City departments to expedite the issuance of permits, applications and Master Plan amendments. Public Education and Marketing: The Redevelopment Agency involves the community in the development and evaluation of its programs, plans, and activities. Public education regarding Redevelopment Agency activities serves to inform and engage residents, business owners, community leaders and stakeholders a wide array of avenues that include: publications, news media, cable-access television, and through a variety of community meetings. The Agency actively markets business and investment opportunities to developers and businesses and promotes the City of Reno as the center of culture, commerce, and tourism in Northern Nevada. Marketing materials are developed on an annual basis for business opportunities City-wide, while specific marketing strategies are developed for particular development priorities. Top Accomplishments for FY2007/08 1. Successfully negotiated a Memorandum of Understanding (MOU) with the Nevada Certified Farmers’ Market Association and provided 12 weeks of entertainment and farmers’ markets at 10 N. Virginia Street Plaza laying the groundwork for the Urban Market. 2. Started and completed construction of the Event Center Phase II – the Ballroom. 3. Acquired three targeted properties in the Oliver and Montello neighborhood and secured funding to remediate environmental hazards and initiate the redevelopment process. 4. Initiated Redevelopment Priority Projects-AAA Baseball, entertainment core retail, downtown parking, downtown beautification, 10 North Virginia Street, Post Office, and ReTRAC Cover. Major Issues and Strategies for FY2008/09 1. Substantial completion of the AAA Baseball Stadium. 2. Complete the ReTRAC cover. 3. Open and monitor the Urban Market. 4. Enhance the Agency’s marketing strategy.

City of Reno, Nevada Section III-335 2008/2009 Budget

Redevelopment Service Programs Five Year Goals and FY 2008/09 Program Budget

The Redevelopment budget is focused on the services we deliver to the citizens of Reno. Since services are delivered through programs, the Redevelopment Agency Board appropriates all funds at the program level. The following pages provide detailed information about the various programs in this department. Each one provides 5-year program goals, a budget summary, an explanation of changes in the budget, ongoing and current service objectives and performance measures.

Distribution of 14.00 Employees by Program

Project Development and Community Management, 2.20 Resources, 6.25

Economic Development, 4.05

Public Education and Marketing, 2.50

City of Reno, Nevada Section III-336 2008/2009 Budget

Redevelopment Community Resources Program Summary

Program Code 0780 Program Purpose: Administer funds to facilitate the maintenance and development of safe and sanitary affordable housing; improve neighborhood environments by making physical improvements in the community; preserve and stabilize neighborhoods; provide funding for human services; and address the needs of the homeless population. Strategic Goals Addressed: Vitality in the Downtown, Infrastructure Well-Kept, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Increase affordable housing opportunities available to residents throughout the City of Reno. Strategy A: Encourage affordable and workforce housing in Redevelopment Areas 1 and 2. Strategy B: Use available funds to leverage funds for affordable housing construction and programs. Strategy C: Assist the jurisdictions and developers to build affordable housing to serve local businesses through Washoe County HOME Consortium (WCHC) funding. Strategy D: Encourage affordable and workforce housing opportunities throughout the City through development and maintenance of both rental and homeownership. 2. Strengthen neighborhoods through investment in public projects, human service programs and business development. Strategy A: Improve the proportion of pedestrian ramps throughout the City that are Americans with Disabilities Act (ADA) compliant through Community Development Block Grant (CDBG) funding. Strategy B: Offer small business loans to new or expanding businesses that increase employment opportunities for low and moderate income residents. Strategy C: Identify possibilities to build opportunities for the inclusion of cultural and recreational opportunities into programs and projects. Strategy D: Implement neighborhood revitalization programs that engage neighborhood residents in improving living conditions.

City of Reno, Nevada Section III-337 2008/2009 Budget

3. Collaborate with other entities to improve outcomes for individuals and families in the community experiencing homelessness. Strategy A: Encourage and participate in the development of programs that increase employment opportunities for individuals experiencing homelessness. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $5,648,411 $3,546,935 $3,861,134 $3,345,084 Full-Time 5.25 6.25 6.25 6.25 Equivalents Funding Sources Special Revenue Special Revenue Special Revenue Special Revenue Fund Fund Fund Fund

Program Changes 1. Reduction in Federal Grants. FY 08/09 Program Service Objectives 1. Collaboration with Washoe County and the City of Sparks to implement a monitoring program for the Community Assistance Center that ensures service providers maintain the facility and clients are assisted to become self-sufficient through effective shelter programming. 2. Initiate the implementation of the Regional Housing Task Force Action Plan recommendations adopted by City Council and work with Community Development to further the implementation of the Housing Element of the Master Plan. 3. Develop the 2009-2014 Consolidated Plan outlining the planned uses of CDBG, WCHC, American Dream Down payment Initiative (ADDI) and Emergency Shelter Grant (ESG) funds and including public participation and evaluation of community needs for housing and public services, for approval by the U.S. Department of Housing and Urban Development (HUD) by June 30, 2009. 4. Define operational responsibilities amongst the agencies that operate the Community Assistance Center, including site security and program/facility monitoring. Ongoing Program Objectives 1. Encourage the development of quality, affordable housing for low and moderate income residents through: a. Outreach and training to current and potential developers and Community Housing Development Organization (CHDO) boards regarding the needs of targeted residents, compliance requirements, and advances in affordable housing development;

City of Reno, Nevada Section III-338 2008/2009 Budget

b. Working with developers to overcome barriers to affordable housing development; c. Provide and administer loans which create additional and/or improve the quality of existing affordable housing units. 2. Administer grant funds to assist the community’s human service delivery system. 3. Administer grant funds for capital projects that will revitalize Reno’s neighborhoods. 4. Support Community Assistance Center operations with ESG funding. 5. Monitor WCHC, ADDI, CDBG, and ESG funded projects and programs in compliance with HUD regulations. 6. Utilize the Industrial Development Revenue Bond (IDRB) program to improve the provision of affordable housing in the community.

City of Reno, Nevada Section III-339 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of new jobs created from 0 0 10 2.25 5 CDBG/Section 108 economic development (2) assistance.

Number of home modifications projects 27 19 20 14 18 completed.

Number of pedestrian ramps installed. 17 0 20 26 20 (3) (3)

Number of new housing units developed 0 52 39 41 41 outside redevelopment area with financial (1) (4) assistance. (Washoe County HOME Consortium (WCHC) /BOND CAP).

Number of new WCHC rental units 14 175 4 9 41 built/rehabbed and completed with public (5) financial assistance including the Redevelopment area for the reporting fiscal year.

Number of new and rehabbed rental units 423 204 33 415 197 leveraged with WCHC public financial (6) (6) assistance for the first time during the reporting fiscal year.

Number and percent of projects meeting program objectives: A) Human Service A) 13 / 100% A) 6 / 100% A) 10 / 100% A) 7 / 100% A) 7 / 100% B) Affordable Housing Projects B) 27 / 73% B) 3 / 100% B) 35 / 100% B) 5 / 100% B) 37 / 100% C) Owner Occupied Housing C) 0 / 0% C) 10 / 100% C) 15 / 100% C) 7 / 100% C) 15 / 100% D) Down Payment Assistance D) 29 / 100% C) 15 / 100% D) 20 / 100% D) 0 / 100% D) 10 / 100% (7) (8) (8)

Homeowner rehabilitation projects completed 27 10 15 7 15

Outside capital leveraged as a percentage of 98% 80% 80% 92% 80% total funding for low-to-moderate income housing for projects approved for the first time for the reporting fiscal year.

Average number of days from approved 210 123 210 93 180 application for low-moderate income housing rehabilitation assistance to completion of rehab work.

Number of homebuyers assisted with down 29 15 25 0 10 payment assistance. (8) (8)

Performance Measures: Notes 1. No bond projects were on schedule to be completed within FY 05/06. 2. Due to allocation of funding to priority projects, the Reno Opportunity Growth Fund will have decreased resources to assist businesses in FY 08/09. 3. Funds from FY 06/07 and FY 07/08 were combined for the installation of pedestrian ramps.

City of Reno, Nevada Section III-340 2008/2009 Budget

4. Three funded projects should be complete by June 30, 2009. Additional funded units are anticipated to start construction, but not be completed. 5. No rehabilitation projects anticipated to be completed in FY 08/09. One rehab application was received in the past two funding cycles and is not anticipated to be completed before June 30, 2009. 6. Two large projects previously funded were completed in FY 07/08. No large projects currently planned. 7. On track for completion by end of fiscal year. 8. Program operator for down payment assistance cancelled program in 10/07. Anticipate new operator by 1/09, to be identified through a Request for Proposal process.

City of Reno, Nevada Section III-341 2008/2009 Budget

Redevelopment Economic Development Program Summary

Program Code: 0075 Program Purpose: To improve the quality of life for the citizens of the City of Reno by enhancing private investment; facilitating a diverse and stable economic base; creating a vibrant retail/commercial sector; enabling higher quality employment opportunities; supporting development of the work force through the enhancement of education/training resources, and by encouraging development of highly diverse and desirable housing opportunities. Strategic Goals Addressed: Vitality in the Downtown, Strong Economy, Neighborhood Excellence

5-Year Program Goals 1. Revitalize Redevelopment areas by instituting strategies that enable the creation of high quality commercial, retail, housing and corporate real estate investment opportunities; by providing appropriate incentives to encourage the highest and best use of land and water resources; and by encouraging the development of high quality education/training programs that lead to higher quality employment. Strategy A: Identify development opportunities both public and private to stimulate investment. Strategy B: Develop plans and programs for priority projects. Strategy C: Work with other City departments to evaluate and improve existing infrastructure that directly or indirectly impacts the ability of people to live, work and play downtown. Strategy D: Develop programs, plans and policies that generate additional tax increment. Strategy E: Identify opportunities and create partnerships between the Redevelopment Agency and the business community, Reno Sparks Convention and Visitors Authority, Washoe County, the Downtown Improvement Association, the Chamber of Commerce, merchant associations and the University of Nevada, Reno (UNR) to enhance economic vitality. Strategy F: Expand opportunities for interaction with the citizenry. Strategy G: Identify placemaking opportunities to create unique area identities through streetscapes, beautification, and other programs.

City of Reno, Nevada Section III-342 2008/2009 Budget

Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $2,006,633 $2,187,157 $2,506,559 $2,193,927 Full-Time Equivalents 3.05 4.05 3.05 4.05 Funding Sources Redevelopment Redevelopment Redevelopment Redevelopment Agency Agency Agency Agency Program Changes 1. Urban Market Added. FY 08/09 Program Service Objectives 1. Facilitate development of the Baseball Stadium retail component. 2. Monitor Urban Market and assess expansion possibilities. 3. Identify entertainment/retail potential of the trench cover. 4. Initiate development plans with the area north of the Baseball District and south of I-80 to strengthen connection between UNR and the Entertainment Core. 5. Initiate STAR bonds districts in areas where appropriate to assist private investment. 6. Work with the Grand Sierra Resort to solidify development plans. 7. Initiate tax incremental bonds to fund projects in RDA2. Ongoing Program Objectives 1. Evaluate development proposals, conduct financial analysis and provide technical assistance to developers and property owners who expand, enhance and diversify the economy of the City of Reno. 2. Attract new high quality businesses and retain and expand existing businesses. 3. Identify and strengthen partnerships and collaborative working relationships with other government entities, and for-profit and non-profit organizations. 4. Promote the highest and best use of underutilized properties for adaptive reuse.

City of Reno, Nevada Section III-343 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of Small Business Loans approved resulting in new businesses opened in: 0 A) RDA1 A) 2 A) 4 A) 0 A) 3 B) RDA2 * B) 1 B) 3 B) 0 B) 3 C) City-Wide * C) 2 C) 3 C) 0 C) 3

Number of businesses opened, expanded, or retained as a direct result of Redevelopment Agency efforts: 7 A) RDA1 A) 5 A) 8 A) 1 A) 8 B) RDA2 * B) 8 B) 8 B) 2 B) 8 C) City-Wide * C) 3 C) 6 C) 8 C) 6

Number of businesses opened, expanded or retained with indirect assistance provided by the Redevelopment Agency: 5 A) RDA1 A) 8 A) 4 A) 4 A) 4 B) RDA2 * B) 3 B) 4 B) 6 B) 4 C) City-Wide * C) 2 C) 4 C) 0 C) 4

Number of affordable/market rate housing units completed in: 0 / 59 A) RDA1 A) 0 / 545 A) 0 / 110 A) 0 / 8 A) 280 / 0 B) RDA2 * B) 41 / 825 B) 0 / 110 B) 491 / 0 B) 0 / 0 (4) (2) (3)

Number of housing developers contacted by the Agency and the resulting value of projects proposed for housing development in: 35 / $350 Mil 12 30 12 15 A) RDA1 A) $ 32.8 Mil A) $50 Mil A) N/A A) N/A B) RDA2 * B) $118.8 Mil B) $100 Mil B) N/A B) N/A (5) (5)

Number of new housing units identified and permitted for development in: 847 A) RDA1 A) 380 A) 220 A) 131 A) 35 B) RDA2 * B) 220 B) 770 B) 39 B) 35 (3) (3)

Amount (in millions of dollars) of Agency / Public and Private investment in: $4.8 / $20.6 A) RDA1 A) $3.9/ $60.9 A) $0 / $2 A) $2.1 / $84.6 A) $1.5 / $3/20 B) RDA2 * B) $0.770 B) $0 / $2 B) 100 B)

Number of jobs created through Agency efforts in new or expanded businesses in: 167 A) RDA1 A) 130 A) 50 A) 33 A) 330 B) RDA2 * B) 833 B) 50 B) 351 B) 50 C) City-Wide * C) 50 C) 50 C) 50 (6)

Number of development proposals reviewed and number of viable projects identified as a (1) result: A) RDA1 A) 4 A) 5 A) 7 A) 8 B) RDA2 * B) 4 B) 5 B) 4 B) 8 C) City-Wide * C) 1 C) 1 C) 0 C) 1

Number of businesses attracted to office space (1) in the Downtown Corridor. 3 5 2 5

City of Reno, Nevada Section III-344 2008/2009 Budget

Performance Measures: Notes * Measure revised for FY 06/07 to incorporate new redevelopment area (RDA2), and areas outside of the Redevelopment districts. 1. New measures added FY 06/07. 2. 280 affordable housing units currently under construction to be completed in FY 08/09. 3. With housing markets in a downturn, several large projects have been canceled and no new units are anticipated at this time. 4. Golden Apartments (159) and Southwest Village (332) projects in RDA2. 5. Value of projects reported on year-end actual basis only. 6. Cabela’s project opened 11/16/07 (RDA2).

City of Reno, Nevada Section III-345 2008/2009 Budget

Redevelopment Project Development and Management Program Summary

Program Code: 1200 Program Purpose: To coordinate the implementation of development and infrastructure projects to ensure compliance with the Redevelopment plans, goals, and objectives. Strategic Goals Addressed: Vitality in the Downtown, Infrastructure Well-Kept, Strong Economy, Informed and Involved Citizenry

5-Year Program Goals 1. Work with other City departments to develop, implement and manage capital improvement projects that aid in the expansion, enhancement and diversification of the City’s economic tax base. Strategy A: Coordinate, assist, implement and monitor Redevelopment Agency Priority Projects and Programs. Strategy B: Coordinate improvements to infrastructure. Strategy C: Assist developers and businesses to access incentive programs. Strategy D: Minimize adverse impacts to businesses because of construction, special events, etc. Strategy E: Activate existing facilities to increase programming and diversify the range of projects and programs in the downtown. Strategy F: Assist with venue implementation and development of placemaking projects. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $979,064 $324,495 $217,790 $3,561,306 Full-Time Equivalents 1.20 2.20 2.20 2.20 Funding Sources Redevelopment Redevelopment Redevelopment Redevelopment Agency Agency Agency Agency Program Changes 1. Increase in funding is in capital in RDA #2 to allow flexibility once projects are indentified. FY 08/09 Program Service Objectives 1. Complete development of the Baseball Stadium.

City of Reno, Nevada Section III-346 2008/2009 Budget

2. Complete development of the ReTRAC trench cover. 3. Form public/private partnerships to develop downtown parking structures. Ongoing Program Objectives 1. Pursue alternative funding of public and private infrastructure improvements including grants and other financial resources to assist with development projects. 2. Coordinate the activities of the downtown maintenance district with the Public Works Department. 3. Monitor development of priority projects to ensure timely completion. 4. Continue to provide technical assistance on public and private construction projects within Redevelopment areas.

City of Reno, Nevada Section III-347 2008/2009 Budget

Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Amount of funding secured from alternative sources in: $429,000 A) RDA1 A) $97,730 A) $1 Mil A) $2.5 Mil A) $3 Mil B) RDA2 * B) $0 B) $500,000 B) $0 B) $0

Number of construction projects and value of construction initiated by the private sector 6 requiring technical assistance by the Agency: $334 Mil 18 20 2 5 A) RDA1 A) $259 Mil A) $200 Mil A) $68 Mil A) $70 Mil B) RDA2 * B) $0 B) $200 Mil B) $7 Mil B) $10 Mil

Number of projects identified and value of construction of projects initiated by the Agency within the following areas: 1 / $53,000 6 A) RDA1 A) 1/$25M A) $20 Mil A) 1 / $35,000 A) 2 / $37 Mil B) RDA2 * B) 0 / $0 B) $20 Mil B) 1 / $437 Mil B) 1 / $100 Mil

Development Project Status

Project Initiation Pre-Construction Construction Project (e.g. Public Process, Activities (e.g. construction Completion Planning, Negotiating) (e.g. Design review coordination) and coordination, property acquisition, relocation assistance, regulatory process Project assistance)

Community Assistance Center – Ph 2 March 2007 6 months 12 months October 31, 2008

10 North Virginia – Retail March 2007 5 months 14 months May 2009

Downtown Parking Structure March 2007 14 months 16 months December 2009

Entertainment Core Retail March 2007 24 months 16 months August 2010

Beautification March 2007 Annual Process Annual Process June 30, 2012

Post Office – Acquisition March 2007 NA N/A June 30, 2008

River Access Plaza (Post Office) March 2007 12 months 18 months December 31, 2009

AAA Baseball Stadium June 2007 8 months 14 months April 2009

Urban Market Complete Complete 6 months September 2008

Performance Measures: Notes

∗ Measure revised for FY 06/07 to incorporate new redevelopment area (RDA2).

City of Reno, Nevada Section III-348 2008/2009 Budget

Redevelopment Public Education and Marketing Program Summary

Program Code: 0390 Program Purpose: To inform and involve the community in the Redevelopment Agency’s programs, plans, and activities, and to market opportunities to investors, businesses, and developers. Strategic Goals Addressed: Vitality in the Downtown, Strong Economy, Informed and Involved Citizenry, Neighborhood Excellence

5-Year Program Goals 1. Effectively market opportunities to developers, while informing and involving the community in Redevelopment programs, plans, and activities. Strategy A: Engage and share information with the public to enhance the perception of “Making Reno a Great Place to Live, Work and Play.” Strategy B: Provide up-to-date information to and encourage participation from the residents and business and development community. Strategy C: Strengthen relationships with merchant associations, business development organizations, schools and universities and private organizations and stakeholders. Strategy D: Expand opportunities for community involvement. Strategy E: Market the mix of opportunities in the redevelopment areas. Program Budget Summary

2006/07 2007/08 2008/09 2008/09 Actual Approved Recommended Approved Funding Level $168,429 $369,444 $387,821 $387,821 Full-Time Equivalents 2.50 2.50 2.50 2.50 Funding Sources Redevelopment Redevelopment Redevelopment Redevelopment Agency Agency Agency Agency Program Change 1. None. FY 08/09 Program Service Objectives 1. Develop and implement a marketing strategy for Redevelopment opportunities. 2. Provide up-to-date information to the community for plans and activities for Redevelopment project areas. 3. Market opportunities to the development community.

City of Reno, Nevada Section III-349 2008/2009 Budget

4. Formalize a Redevelopment Agency Speakers Bureau. Ongoing Program Objectives 1. Administer a marketing and public education program that effectively promotes the redevelopment opportunities and provides needed information to citizens and prospective developers. 2. Maintain the Agency page of the City’s website that is attractive, informative, and functional. Performance Measures

2005/06 2006/07 2007/08 2007/08 2008/09 Actual Actual Target Mid-Year Target

Number of Awards received. (1) 1 3 2

Number of public access specialized programs 2 2 3 4 3 targeted for Redevelopment issues.

Number of presentations to business, civic, and 70 40 30 15 30 community groups.

Number of activities and/or joint efforts to 14 14 14 8 14 promote River Walk Merchants’ organization with Redevelopment assistance.

Number of joint marketing efforts undertaken 3 3 8 2 8 to encourage new businesses in Redevelopment areas.

Number of businesses informed of financing (1) opportunities and dollar value of loans resulting for relocation or expansion of 45 20 15 20 businesses to: A) RDA1 A) $50,000 A) $250,000 A) $0 A) $100,000 B) RDA2 B) $150,000 B) $250,000 B) $0 B) $0 (2)

Performance Measures: Notes

1. New measure for FY 06/07. 2. Due to funding of priority projects, the Reno Opportunity Growth Fund currently has only $100,000 to make incentive loans to potential tenants in the Urban Market. No new funding is anticipated for allocation for FY 08/09.

City of Reno, Nevada Section III-350 2008/2009 Budget