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78 selection, proofing, etc. Some reprioritizing of other tasks would need to take place to accommodatPage 10 the time required to manage production of the newsletter. Some staff time from other departments would also be required when asked to submit articles or provide content review. Other Options Considered The subcommittee discussed several options for potentially reducing costs, by combining a citywide newsletter with an existing publication or mailer, and reached the following conclusions: . Combining a City newsletter with the existing City Recreation Guide offers some significant cost benefits, primarily in postage. However, it is only published four times per year, it does not include businesses, and it would dilute the City newsletter's own clear, individual identity that is desired, as it would "merely" be an insert in that larger publication (when in fact the City newsletter should be the "lead" publication). . Combining in some form with the Port newsletter may offer some small economies of scale; however, as with the Recreation Guide, it's desired that the City newsletter have its own identity as the "lead" publication. Further, the distribution of the Port newsletter is less than the full citywide distribution that is desired for the City newsletter. . Inserting a newsletter in the City's utility bins is problematic due to the limited number of pages that can be inserted (other City departments frequently schedule insertions for various reasons); the mail-out takes place over a two-month billing period, so some customers would receive the newsletter nearly 2 months later than others; this would not go to individual apartments where the apartment owner normally is the recipient of the utility bill (utility bills go to about 23,000 addresses, versus the 38,000 to which we'd like to send a newsletter). 2