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Special City Council Strategic Planning Meeting Saturday, February 7, 2009 Page 11 Reduce or eliminate participation in community events above and beyond that addressed in the previous list Eliminate providing full annual CPR certification and training for all City staff, seasonal staff for Parks & Recreation and Public Works staff; eliminate Confined Space training and monitoring for the Public Works Department; eliminate fire extinguisher inspections for all city-owned vehicles and buildings; reduce Emergency Management training and record updating, which would impact his own position as co-emergency director Attempt to create a list of potential revenue sources, by moving forward discussion of the number and location of fire stations; how to fund new facilities, in the current economy; review logistical issues; and recognizing upcoming scheduled replacement of one fire engine and one EMS unit from an already underfunded equipment replacement fund. Discussion among Councilmembers and staff included: confirming the number of FTE salaries officers at eight, with 64 part-time firefighters and staff available at their hourly rates; further explanation of the computerized financial and payroll system, directly to the Finance Department, reducing extra administrative work and report creation. Councilmember Roe suggested that other departments, if they haven't already done so, look at similar financial/payroll redundancy issues. Further discussion included current operations with a Fire Marshal, Administrative Assistant, Assistant Chief, and Fire Inspector, all working out of the City Hall Fire Station, and their ability to provide immediate response. Mr. O'Neill advised that, by transitioning the Inspection to the Station #3 location, that person would be available to fill in when the part-time, on-call person was off-shift or as an emergency responder; and able to fill those other duties instead of another part-time person. Finance Director Chris Miller Mr. Miller noted that the department was comprised of three divisions, with their own specific challenges. License Center Division Mr. Miller noted that this had proven very successful, in addition to covering its own operational costs, providing a gross profit allowing it to offset other costs for the City, usually $200,000 surplus per year. Mr. Miller expressed pride in the operational achievements of this division; however, recognized that the current economy would not allow the Center to sustain those revenues. Mr. Miller estimated that, in 2009-10, revenues would be reduced by half due to reduced new car purchases, passports and other services, creating less revenue for General Fund and Information Technology operations. Mr. Miller indicated that staffls business model response would be to continue marketing efforts with auto dealers for renewal and registration services to bring in new business. Mr. Miller noted that this had proven successful in the past, and would hopefully continue to do so. Mr. Miller advised that cost reductions had been addressed by leaving