HomeMy WebLinkAbout02-Economic Development Agency
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ECONOMIC DEVELOPMENT AGENCY
OF TIlE CITY OF SAN BERNARDINO
REOUEST FOR COMMISSION/COUNCIL ACTION
FROM: Gary Van Osd"l
Executive Director
SUBJECT:
ECONOMIC DEVELOPMENT
AGENCY FISCAL YEAR 2004-05
BUDGET-CONTINUE EXPENDITURES
DATE: June 17,2004
OR1G1NAl
Svnonsls of Previous Commlsslon/Counell/Commlttee Action(s):
None.
Recommended Motion(s):
(Community Develonment Commission)
MOTION A: RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF SAN
BERNARDINO, CALIFORNIA, AUTHORIZING THE ECONOMICDEVEWPMENT AGENCY TO
CONTINUE EXPENDITURES, EXCEPT FOR THOSE PORTIONS OF CERTAIN BUDGET LINES
WHICH ARE RELATED TO THE UPTOWN REDEVEWPMENT PROJECT AREA, AT THE
BUDGETED LEVEL FOR THE 2003-04 FISCAL YEAR, WITH ALWWANCE FOR THOSE
BUDGETED ITEMS HAVING PRIOR COMMISSION APPROV AL,PENDING FINAL APPROVAL
OF THE 2004-05 BUDGET.
MOTION B: RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF SAN
BERNARDINO, CALIFORNIA, AUTHORIZING THE ECONOMICDEVEWPMENT AGENCY TO
CONTINUE EXPENDITURES FOR THOSE PORTIONS OF CERTAIN BUDGET LINES, WHICH
ARE RELATED TO THE UPTOWN REDEVELOPMENT PROJECT AREA, AT THE BUDGETED
LEVEL FOR THE 2003-04 FISCAL YEAR, WITH ALWW ANCE FOR THOSE BUDGETED ITEMS
HAVING PRIOR COMMISSION APPROVAL, PENDING FINAL APPROVAL OF THE 2004-05
BUDGET.
Contact Person(s): Gary Van OsdellBarbara Lindseth
Phone:
663-1044
Project Area(s):
All
Ward(s):
All
Supporting Data Attached:1lll Staff Report 0 Reso1ution(s) 0 Agreement{s)/Contract(s) 0 Map(s) 0 LtrlMemo
FUNDING REQUIREMENTS: Amount: $55.868.849
Source: All
SIGNATURE:
Budget Authority: Reauested
~.~<44~< (~ ti;
Barbara Lindseth
Admin Services Director
Commission/Council Notes:
__~~___~_~_::_l~__________________________________________________________________________
GVO:bl::Ageada COC budget continue 04-05.doc COMMISSION MEETING AGENDA
c..oq 2.CC4 -l '1 MEETING DATE: 06/30104
Agenda Item Number: :J..;
, . .
ECONOMIC DEVELOPMENT AGENCY
STAFF REPORT
Economic Development Al!enev Fiscal Year 2004-05 Budl!et - Continue Expenditures
Backl!round and Current Issues:
The Economic Development Agency's ("Agency") proposed budget for the fiscal year 2004-2005
anticipates resources totaling $55,868,849. Of this total, $32,263,441 are redevelopment project area
funds, of which $24,840,752 are anticipated new revenues, and $7,422,689 are carryover bond
proceeds and bond reserves. Anticipated resources also include $11,392,949 in 20% set-aside funds
(new revenues and carry-over funds combined) and a total of $12,212,459 in federal funds
(Community Development Block Grant, Neighborhood Initiative Program, Home Investment
Partnership Act, Emergency Shelter Grant, and Lead Base Paint Grant funds).
In light of the State's budget crisis, and the looming negative implications of continued Education
Revenue Augmentation Fund ("ERAF'') mandated payments, the proposed budget was held to a
slight increase of only $8,513 in Agency admini!rtration and operations expenditures, although the
Agency obligation to the Public Employees Retirement System ("PERS") increased by $56,725. In
order to achieve this overall slight increase, three (3) previously authorized vacant positions (Senior
Project Manager, Project Manager, and Assistant Project Manager) are not being recommended for
funding, while other administrative budget line items were held at 2003-04 levels or reduced.
For fiscal year 2004-05, ninety-five percent (95%) of the proposed budget encompasses required
expenditures based upon previous actions of the City Council and/or Community Development
Commission concerning Agency bond payments, contracts, agreements, projects and programs.
Thus, only five percent (5%) of the Agency's proposed budget, or $2,851,295, has not previously
been prioritized, obligated or committed and, therefore, is available for Agency staffing,
admini,qration and operations, general consulting, legal, special events, research, demographics and
materials.
The $2,851,295 discretionary budget amount referenced above includes $2,171,295 for Agency
staffing and direct administration/operations costs (3.9% of total budget), and $680,000 in Agency
costs associated with legal, general consultant services, special events, research, demographics and
materials.
The anticipated Agency's tax increment cash flow projection for fiscal year 2004-05 is a positive of
approximately $78,985, based upon projected increases in tax increment revenues, and the above-
mentioned slight increase in administrative costs. This projected positive cash flow for the Agency
comes, however, without taking into consideration any possible Agency contnbution to ERAF. At
this time it is unknown what ERAF payment level will ~ IJ1lIntl"ted, however, if the ERAF Economic
---------~--.-----------------------------------------------------------------------------------------.-----------
GVO:bl::Agenda CDC budget coutinue 04-05.doc
~OMMISSION MEETING AGENDA
MEETING DATE: 06130104
Ageuda Item Number:
" .
Commission Agenda Item
Agency Fiscal Year 2004-05 Budget
Staff Report Page - 2-
Development Agency contnlmtion is adopted in the State's budget at the $250 million level as
presently proposed, the Agency's ERAF payment could be approximately $2,000,000. At this level of
ERAF funding, the Agency could legally borrow half of the fiscal year 2004-05 Low-Moderate
Housing Fund's 20% set-aside allocation ($1,850,000) to pay most of the ERAF obligation, but will
be forced to use any other funds available for the remaining ERAF obligation ($150,000).
Environmental Impact:
None
Fiscal Impact:
The total of $55,868,849 is budgeted for the fiscal year 2004-05 in tax increment funds, low-
moderate 20% set-aside funds, and federal funds.
Recommendations:
At this time, it is recommended that the Community Development Commission adopt the attached
Resolutions, which continue expenditures for the Economic Development Agency at the fiscal year
2003-04 level, pending final approval of the fiscal year 2004-05 budget.
JJOA~ QAu-J,j~ rt;
Barbara Lindseth
Administrative Services Director
GVO:bl::Agenda CDC budget continue 04-0S.doc
COMMISSION MEETING AGENDA
MEETING DATE: 06130/04
Agenda Item Number:
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CC~fr
RESOLUTION NO.
RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF SAN BERNARDINO, CALIFORNIA, AUTHORIZING
THE ECONOMIC DEVELOPMENT AGENCY TO CONTINUE
EXPENDITURES, EXCEPT FOR THOSE PORTIONS OF CERTAIN
BUDGET LINES WHICH ARE RELATED TO THE UPTOWN
REDEVELOPMENT PROJECT AREA, AT THE BUDGETED LEVEL FOR
THE 2003-04 FISCAL YEAR, WITH ALLOWANCE FOR THOSE
BUDGETED ITEMS HAVING PRIOR COMMISSION APPROVAL,
PENDING FINAL APPROVAL OF THE 2004-05 BUDGET.
WHEREAS, the Community Development Commission ("Commission"),
having budget hearings on June 9, 2004, June 16,2004, June 22, 2004 and June 30,
2004, desires to continue the fiscal year 2004-05 expenditures, except for those
portions of certain Budget Lines which are related to the Uptown Redevelopment
Project Area, for the Economic Development Agency at the budgeted level for the
2003-04 fiscal year, with allowance for those budgeted items having prior
Commission approval, pending final approval of the fiscal year 2004-05 budget.
NOW, THEREFORE, BE IT RESOLVED BY THE COMMUNITY
DEVELOPMENT COMMISSION OF THE CITY OF SAN BERNARDINO,
AS FOLLOWS:
Section 1.
The Commission hereby authorizes the Agency to continue
fiscal year 2004-05 expenditures, except for those portions of Budget Lines 40 II,
4019,4500,4900,5010 through 5021, 6001 through 6005,6007 through 6012,6014
through 6018,6020,6021,6103,6301,6306,6401,6402,6500,6600, 6703, 7001
through 7003, 7102, 7302, 7305, 7306, 7402, 7403, 8002, and 8003 which are related
to the Uptown Redevelopment Project Area, at the budgeted level for the 2003-04
fiscal year, with allowance for those budgeted items having prior Commission
approval, pending final approval of the 2004-05 budget.
Section 2.
This Resolution shall take effect upon the date of its adoption.
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RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF SAN BERNARDINO, CALIFORNIA, AUTHORIZING
THE ECONOMIC DEVELOPMENT AGENCY TO CONTINUE
EXPENDITURES, EXCEPT FOR THOSE PORTIONS OF CERTAIN
BUDGET LINES WHICH ARE RELATED TO THE UPTOWN
REDEVELOPMENT PROJECT AREA, AT THE BUDGETED LEVEL FOR
THE 2003-04 FISCAL YEAR, WITH ALLOWANCE FOR THOSE
BUDGETED ITEMS HA VING PRIOR COMMISSION APPROVAL,
PENDING FINAL APPROVAL OF THE 2004-05 BUDGET.
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by
the Community Development Commission of the City of San Bernardino at a
meeting thereof, held on the _day of
, 2004, by, the
following vote, to wit:
Commission Members
Navs
Abstain
Absent
Ayes
ESTRADA
LONGVILLE
MCGINNIS
DERRY
KELLEY
JOHNSON
MCCAMMACK
Secretary
The foregoing Resolution is hereby approved this _day of
,2004.
Judith Valles, Chairperson
Community Development
Commission City of San Bernardino
By:
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10
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CC~fY
RESOLUTION NO.
RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF SAN BERNARDINO, CALIFORNIA, AUTHORIZING
THE ECONOMIC DEVELOPMENT AGENCY TO CONTINUE
EXPENDITURES FOR THOSE PORTIONS OF CERTAIN BUDGET LINES,
WHICH ARE RELATED TO THE UPTOWN REDEVELOPMENT
PROJECT AREA, AT THE BUDGETED LEVEL FOR THE 2003-04 FISCAL
YEAR, WITH ALLOWANCE FOR THOSE BUDGETED ITEMS HAVING
PRIOR COMMISSION APPROVAL, PENDING FINAL APPROVAL OF
THE 2004-05 BUDGET.
WHEREAS, the Community Development Commission ("Commission"),
having budget hearings on June 9, 2004, June 16,2004, June 22, 2004 and June 30,
2004, desires to continue the fiscal year 2004-05 expenditures for those portions of
certain Budget Lines, which are related to the Economic Development Agency
Uptown Redevelopment Project Area, at the budgeted level for the 2003-04 fiscal
year, with allowance for those budgeted items having prior Commission approval,
pending final approval of the fiscal year 2004-05 budget.
NOW, THEREFORE, BE IT RESOLVED BY THE COMMUNITY
DEVELOPMENT COMMISSION OF THE CITY OF SAN BERNARDINO,
AS FOLLOWS:
Section I.
The Commission hereby authorizes the Agency to continue
fiscal year 2004-05 expenditures for those portions of Budget Lines 4011, 4019,
4500, 4900, 5010 through 5021, 6001 through 6005, 6007 through 6012, 6014
through 6018,6020,6021,6103,6301,6306,6401,6402,6500, 6600, 6703, 7001
through 7003, 7102, 7302, 7305, 7306, 7402, 7403, 8002, and 8003, which are
related to the Uptown Redevelopment Project Area, at the budgeted level for the
2003-04 fiscal year, with allowance for those budgeted items having prior
Commission approval, pending fmal approval of the 2004-05 budget.
Section 2.
This Resolution shall take effect upon the date of its adoption.
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RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF SAN BERNARDINO, CALIFORNIA, AUTHORIZING
THE ECONOMIC DEVELOPMENT AGENCY TO CONTINUE
EXPENDITURES FOR THOSE PORTIONS OF CERTAIN BUDGET LINES,
WHICH ARE RELATED TO THE UPTOWN REDEVELOPMENT
PROJECT AREA, AT THE BUDGETED LEVEL FOR THE 2003-04 FISCAL
YEAR, WITH ALLOWANCE FOR THOSE BUDGETED ITEMS HAVING
PRIOR COMMISSION APPROVAL, PENDING FINAL APPROVAL OF
THE 2004-05 BUDGET.
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by
the Community Development Commission of the City of San Bernardino at a
meeting thereof, held on the _day of
, 2004, by, the
following vote, to wit:
Commission Members
Navs
Abstain
Absent
Aves
ESTRADA
LONGVILLE
MCGINNIS
DERRY
KELLEY
JOHNSON
MCCAMMACK
Secretary
The foregoing Resolution is hereby approved this _day of
,2004.
Judith VaIles, Chairperson
Community Development
Commission City of San Bernardino
By:
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BUDGET SAVINGS PROPOSAL SUMMARY
City Administrator's Office
Proposal TitlelDescription:
Share 25% more of Administrative Analyst II position with Development Services
Department/Public Works - 50/50 split (Various Capital Projects)
Fund. 001 General Fund Department. City Administrator
Division: I 0 I
Net Potential Expenditure Savings and/or Revenue Increase: $ I 7,300 in General Fund savings.
SlImmary of Proposal: 10% Budget Savings Proposal
Last year the Development Services Department had a vacant Senior Administrative Analyst
position. As part of the City Administrator's Office budget cut in FY 2003/04, the Administrative
Analyst position was split 25/75 with Development Services (25% to Development Services) to
support some of the remaining duties left by the Sr. Administrative Analyst. The arrangement has
worked well for both departments.
The primary responsibility of the Administrative Analyst II in the c.A. Office is processing of the
agenda. Other duties include tracking legislative issues, providing staff support to certain council
committees, customer service survey tracking and follow-up. As a result oflast year's cut, this
position focused mainly on the agenda and the remaining office staff supported the other duties of
this position. In the face of the necessity of further budget cuts, it is proposed that another 25% of
the Administrative Analyst II position be shifted to Development Services. The agenda process
constitutes a workload of approximately 20-hour per week. Therefore, it is proposed that the
Administrative Analyst II position be split between the City Administrator's Office and the
Development Services Department to continuing assisting with the workload left by the loss of the
Sr. Administrative Analyst. The Development Service's portion (50%) of the position would be
funded through various capital projects.
The employee would be assigned to work 2.5 days per week (50% of the time) in the City
Administrator's Office and 2.5 days per week (50% of the time) in Development ServiceslPublic
Works. This would result in a $ I 7,200 savings to the General Fund for the City Administrator's
Office.
Proposal Implications (pros/cons):
Pros: Development Services suffered a great loss when the Sr. Administrative Analyst position was
not lilled and ultimately cut from their budget. The Administrative Analyst II from the City
Administrator's Office has been extremely helpful to Development Services by tracking grants and
managing capital projects. Another 25% of the Administrative Analyst II position to Development
Services would increase the badly needed workload capacity of this position.
Cons: In addition to the agenda, the Administrative Analyst II position performs other project
related tasks. In order to accommodate for the loss of 50% of the analyst's workload, other
Administrative Office staffwill have increased workloads. Additionally, staff will need to assist
with the agenda process during times when this position is in Development Services.
\
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Reorganize Code Compliance Department
Fund. 001-071-5011
Department: Code Compliance
Division: Code Compliance
Net Potential Expenditure Savings and/or Revenue Increase: $45,000 in savings
Summary of Proposal:
The Field Operations Manager position is currently vacant. It is proposed to eliminate the position
and expand Senior Officer roles (with a change in title and increase in salary range) to take on
increased management duties. Code Compliance currently has five senior officers. It is proposed
that a new classification be created with an expanded management role and that the Senior Officers
be eligible to promote into these positions. The new positions will increase the management duties
and require a higher level of certification and expertise than the current Senior Officer positions
along with requiring a minimum time as a Senior Officer before eligibility for promotion. We
believe that given the proposed standards that three of our current Senior Officer would be eligible
for promotion in the first year. Although the salary for the new position is currently under study it
is estimated that the top step of the new range would be approximately $8,000 to $10,000 higher
than the current top step of Senior Code Compliance Officer. Since salary and benefits for the
deleted position is about $75,000, the minimum savings from this organizational change is
estimated to be about $45,000.
In addition, we are proposing as part of the reorganization reclassifying the Administrative
Operation Technician incumbent to a Code Compliance Officer 1. The Administrative Operations
Technician is an in-house computer technician. With the new computer hardware and software
acquired by Code Compliance the need for this position will be greatly reduced. Reclassifying the
incumbent will give us another officer to offset the management time the new Senior Officer
positions will be required to perform and make the expertise of the current employee available in
the rare instances where we will need in-house computer support.
Proposal Implications (pros/cons):
No impact on services to the community but increased duties for some Senior Officers and Code
Compliance Director which, should be offset by the new Code Compliance Officer position.
05i19i04 10:25 AM
l-
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Delete Traffic Engineer; add contract services funding
Fund: Department: Development Services
Division: 185 - Traffic Engineering
Net Potential Expenditure Savings and/or Revenue Increase: $85,300
Summary of Proposal:
Delete one (1) Traffic Engineer position, and add contract services funding
Proposal Implications (pros/cons):
Deletion of the Traffic Engineer position would result in annual salary and benefit savings of
$110,300. An additional $25,000 in contract services would need to be budgeted, for a net savings
of$85,300.
The position does not require any specific registrations and cannot function without the oversight of
a registered civil engineer such as the City Engineer.
The Traffic Engineering Section currently has the following positions:
Traffic Engineer, Anwar Wagdy
Associate Engineer, Tim Porter
Engineering Assistant II, Tony Lugo
Engineering Assistant I, Bernardo Guevara
In the event that the position of Traffic Engineer is eliminated, the Deputy Director/City Engineer
would serve as the City's Traffic Engineer and directly supervise the remaining employees in this
section.
Note: The Traffic Engineering Section handles all traffic complaints, maintains records on all signs
and pavement markings, and issues work orders for installation of signs and marking and/or
modifications. The section reviews all development plans for traffic related issues and traffic
impact analyses, calculates traffic fees, determines needs for traffic studies, operates the traffic
model, times signals, studies accidents and recommends solutions. The section provides staff
support to the Traffic Safety Committee and provides support to Risk Management on traffic related
Issues.
06/15/04 2:33 PM
J;;
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TillelDescriplinn:
Reduce Guards at Carousel Mall
Fund: 090
Department: General Government
Division: (EDA Cost Shift)
Net Potential Expenditure Savings and/or Revenue Increase: - $37,800
Summary of Proposal:
The Economic Development Agency provides Guard Service at Carousel Mall. The guards work 24
hours per day, 365 days per year. They are there 24 hours per day to provide fire watch while the
building is occupied. The Mall closes at 9:00 pm, and reopens at 10:00am. The only reason for the
fire watch after 10:00 pm is for the custodial crews who clean the floors. These floors could be
cleaned from 5:00 am to 10:00 am when the mall opens, thus eliminating the need for fire watch
round the clock.
Proposal Implications (pros/cons):
Reducing Guard service may have implications on Mall merchants who want to work late stocking
inventory or doing paperwork. The mall company would have to support this idea and require the
merchants to leave the stores at 10:00 pm. Mall Security staff would have reductions.
The Mall Guard Service is funded through EDA so these guards can receive Social Security. The
cost is then shifted to the City as part of the budget process. The City has been paying for these
services for the past three years.
OS/26/04 10: 12 AM
5
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Titleillescriplion:
Eliminate City Hall Receptionist
Fund 630-262
Department: Facilities Management
Division: Telephone Support
Net Potential Expenditure Savings and/or Revenue Increase: - $29,000
Summary of Proposal:
The Telephone Support Fund provides a receptionist at City Hall. This position greets and directs
the clientele of City Hall, and acts as the telephone operator for the City. This proposal will
eliminate that position.
Proposal Implicatiolls (pros/colis):
Eliminating the Receptionist position places the city back where it was four years ago. There will be
a large City Hall lobby with no one there to direct the public and answer questions. The lobby may
be vandalized, and customers will roam the building looking for directions. This position also
answers the main number for the City. This work will shift back to Facilities Management, which is
down one clerical position. The ability to answer phones for other departments when they are in
meetings or gone will go away.
OS/26104 11: 13 AM
h
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description:
Delete Storekeeper Position
Fund: General Fund and Central Services Fund
Department: Finance
Division: Purchasing
Net Potential Expenditure Savings andlor Revenue Increase: $18,000 expenditure savings to
both the General Fund and Central Services Fund for total savings of $36,000.
Summary of Proposal:
It is proposed to delete the position of Storekeeper in the Finance Department. As a result of this
deletion the Print Shop will no longer run a mini-stores for Departments to order from and therefore
all needed supplies and items will have to be ordered from the City's contract with Office Depot.
Office Depot will deliver all ordered items to Departments the next day. The Print Shop Staffwil\
handle the mail operation.
Proposal Implications (pros/colis):
There should be only minimal impact to operations. Departments will have to be sure to order
additional supplies before current stock is totally depleted, as it will take at least a day to receive
new supplies. Print Shop staff should be able to handle the mail operation with not much impact.
This position is currently vacant.
06/15/04 2:40 PM
1
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDeseription:
Disaster Management Coordinator
FU/ld:206
Department: Fire
Division: Disaster Preparedness
Net Potential Expenditure Savings and/or Revenue Increase: $59,400
Summary of Proposal:
Keep the Disaster Management Coordinator vacant for the first 9 months of the fiscal year for a
savings of $59,400.
Currently, the Disaster Preparedness Division is being handled by an Interim Disaster Management
Coordinator, Richard Blackburn, that is being funded through the City of San Bernardino
Employment and Training Agency (SBETA). SBETA received funds from the U.S. Department of
Labor to create temporary jobs in the San Bernardino City and County due to the wildfires in
October. The Interim Disaster Management Coordinator will be funded (pending the State's
budget) for a year, which commenced on March 1,2004.
Proposal Implicatiolls (pros/colis):
The Disaster Preparedness Division provides services to the community and departments on how to
implement and prepare emergency plans during a disaster. This division coordinates the City's
Disaster Response and mitigation programs. The activities provide and enhance the efficiency of all
city emergency management operations. Also, the Disaster Preparedness Division coordinates fund
recovery efforts during a declared disaster and is an advisor to department heads during an actual
emergency. The Disaster Preparedness Division has only one staff member, Disaster Management
Coordinator, which executes all necessary programs and assistance to the public.
At this time, SBET A will fund this position until the end of February 2005. However, if the State
eliminates grant funding during the fiscal year, we will be under-budgeted for hiring a permanent
employee. There is a need to maintain appropriate funds to transition into hiring a full-time
individual to continue the support services for the community and departments. If there is a lapse in
service in the Disaster Preparedness Division, it will impact the city in providing public information
and training for emergency personnel.
7(
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Eliminate General Fund support for the Park Extension Fund
Fund: 001/241
Depar/melll' General Government
Division:
Net Potential Expenditure Savings and/or Revenue Increase: $37,100
Summary of Proposal:
The General Fund would no longer transfer $37,100 into the Park Extension Fund. These funds,
along with the Park Construction Funds, are used for parks capital projects.
The General Fund's contribution to park capital projects is small relative to the other major funding
source. Park construction fees paid through the development process generate approximately
$300,000 annually, depending upon the level of development activity. Those funds would remain
unchanged.
Proposal Implicatiolls (prOs/COliS):
Pros:
. Cost savings
Cons:
. Less funding will be available to perform parks capital projects.
c;
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Purchase a scaled-down version of a citywide document management system, and use the savings to
help balance the budget
Fund. 679 (IS)
Department: Information Services
Division:
Net Potential Expenditure Savings and/or Revenue Increase: $125,000 (one-time savings)
Summary of Proposal:
Account 209-375-5702 (97/98 Bond) includes $224,200 and account 679-251-5702 (Computer
Equipment) includes $25,800 (for a total of $250,000) for the purchase of a citywide document
management system (DMS). IS intended to use these funds to implement a DMS that would serve
the needs of several departments including the City Clerk's Office, Development Services, Finance,
and Human Resources. However, in light of the budget crisis, IS proposes that a scaled-down DMS
be purchased for use in the City Clerk's Office, which has a critical need for such a system. The
system is scalable, so it is possible to expand it in the future for use by other departments.
Proposal Implications (pros/cons):
Pros
The proposed implementation of a scaled-down document management system (DMS) will address
the basic electronic document storage needs of the City Clerk's Office. It will allow the City
Clerk's Office to archive important documents in electronic form, with the following benefits:
. protection and preservation of vital documents from wear and tear
. fast and easy search and retrieval
. reduced storage space requirements
. automation of document routing processes through workflow capabilities
. potential to streamline the Counci I agenda process
The system can be expanded in the future for use by other departments.
Cons
A scaled-down document management system (DMS) will not have the capacity to support the
DMS needs of other departments.
The savings achieved through this proposal are one-time only.
06/09/047:39 AM
/ ~,
Li
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Mayor's Office Reorganization
FUlld: Oil Deparlmellt.' Mayor's Office
Divisioll: 0 II
Net Potential Expenditure Savings and/or Revenue Increase: $11,400
Summary of Proposal:
Not filii Secretary position, and upgrade the Staff Analyst I position to Assistant to the Mayor I
effective July I, 2004,
Proposal Implicatiolls (pros/coils):
It is anticipated that one Secretary position will become vacant effective October 1. This vacancy of
this position will result in savings for eight (8) months salary and benefits, after employee payouts.
It is proposed to use a portion of this savings to reclassify the Staff Analyst I position to the
Assistant to the Mayor 1. The incumbent in this position functions as the Director ofIntemational
and Cultural Affairs, and has similar duties and responsibilities as those of the other Assistants to
the Mayor. The reclassification will address this equity issue.
Pros:
. Expenditure savings
Cons:
. None
J I
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tilleillescription:
Mayor's Chief of Staff
Fund: OIl Department. Mayor's Office
Division: 0 II
Net Potential Expenditure Savings and/or Revenue Increase: $ 90,400
Summary of Proposal:
Not to fill position of Mayor's ChiefofStaff
Proposal Implications (pros/cons):
It is anticipated that this position will become vacant at the end of June 2004. The estimated savings
represent 12 months of salary and benefits savings for the remainder of the fiscal year, after
employee payouts.
Pros:
. Expenditure savings
Cons:
. Duties of this position will have to be assumed by other department employees for this budget
year.
06i15/04 3:25 PM
}2-
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Till_ill_scription:
Mayor's Project Manager
FUlId: OIl Departmellt: Mayor's Office
Divisioll: 0 II
Net Potential Expenditure Savings and/or Revenue Increase: $ 50,000 (net savings)
Summary of Proposal:
Do not fill position of Mayor's Project Manager; use portion of savings to fund contract services
Proposal Implications (pros/cons):
It is anticipated that this position will become vacant at the end of June 2004. At that time, a
contract employee may be retained to assume the duties of this position.
Pros:
. Expenditure savings
Cons:
. Some of the duties of this position may have to be assumed by other department employees for
this budget year.
061161042:28 PM
/2.5
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Service reduction at the Nicholson community center
FUlld: 001-388
Departmellt: Parks, Recreation and Community Services
Divisioll: 388
Net Potential Expenditure Savings: $29,269
Summary of Proposal: Convert Nicholson Community Center from a full service operation to a
part-time program facility with after school programs. The vacant Community Center Manager
position would be deleted and one of the new Recreation Coordinator positions will be added to
run the programs during the hours 2:00 p.m. to 8:00 p.m.
Proposal Implications (pros/cons):
Current Cost:
New Cost:
001-388-50XX (salaries/full-time staffing)
Total ~$48,300
Facility Rental Use Only Proposal:
Funds for oarHime emolovees
5014 and 5505 - FY 2003-2004 = $20,000
Miscellaneous FY 2003-2004 funding
5111 materials & supplies ~ $3,000
5112 small tools & equipment ~ $15
5121 advertising = $86
5122 dues and subscriptions = $86
5131 mileage reimbursement = $333
5132 meetings & conferences = $600
5174 printing charges = $283
5175 postage ~ $250
5507 facilities services = $650
5605 telephone support ~ $717
5606 electric = $9,316
5607 gas = $955
5608 water, sewer, geothermal ~ $955
5610 communication shop = $100
Funds for onel I) % Recreation Coordinator and
one( I ) Recreation Leader
5011 $29,500 and 5014 $12,000 for a total of
$41,500 at 6 hours per day, 5 days per week for
52 weeks
Total Personnel = $4t,500
Miscellaneous FY 2003-2004 funding
5507 facilities services = $650
5605 telephone support = $717
5606 electric = $9,316
5607 gas = $955
5608 water, sewer, geothermal = $955
5610 communication shop = $100
Total Miscellaneous = $14,877
Total = $85,646
Total Personnel & Miscellaneous = $56,377
Net Savings = $29,269
Pros:
. This will allow continued service to the
community for essential after school programs
that are currently in existence
Con:
. There are no significant detrimental effects as
there will be more than half of the current
programing.
06/30/043:30 PM
13
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Outsourcing of Delman Heights Center and Pool services and operations
Fund: 001-388/389
Department: Parks, Recreation and Community Services
Division: 388/389
Net Potential Expenditure Savings: $11,700
Summary of Proposal: Outsourcing the Delmann Heights community center to the Boys & Girls Club of
San Bernardino.
Proposa//mplications (pros/cons):
Current Cost:
New Cost:
Outsourcing contract Cost: $85,000
Unrealized pool revenue: $1200
Miscellaneous FY 2003-2004 fundino
Salary for one Full-time Community Center
Manager (based on Step Van the pay grade)
001-388-5011 (salaries/full-time staffing)
Pay range 2390
Step 5 = $47,090
+ Benefits -10,143
Total = $57,233
5507 facilities services = $600
5606 electric = $10,000
5607 gas = $1,000
5608 water, sewer, geothermal = $1,000
Total = 98,800
Funds for part-time emplovees
001-389-5014 (salaries part time)
$6184
001-388-5014
$25,000
Miscellaneous FY 2003-2004 fundino
5026 PERs retirement = $3500
5111 materials & supplies = $3,000
5112 small tools & equipment = $15
5121 advertising = $86
5122 dues and subscriptions = $86
5131 mileage reimbursement = $333
5132 meetings & conferences = $600
5174 printing charges = $283
5175 postage = $250
. 5507 facilities services = $650
Net Savings = $ 11,900
Total = $110,700
Pros:
A proven service provider for the wests ide will
provide valuable services to the Delman Heights
Community comparable to the services this
community has enjoyed from the city tor the last
40+ years. The core programs such as
Headstart, senior nutrition and special events
including Delfest will continue. Additional
services will be added for youth as well.
5507 facilities services = $600
5605 telephone support = $800
5606 electric = $10,000
5607 gas = $1000
5608 water, sewer, geothermal = $1,000
5610 communication shop = $100
Cons:
Community resentment has been mitigated with
several community meetings with PRCS staff
and Boys and Girls Club representatives
discussing the transition.
If
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Mill Center Lease
Fund 001
Department: Parks, Recreation and Community Services Department
Division: Community Centers
Revenue Increase: $ 9,600
Summary of Proposal:
Establish lease contract with More Love LLC for Mill Center
Proposa//mplications (pros/cons):
More Love LLC has proposed a 1 O-year lease for Mill Center. This facility does not
operate as a Community Center but is used as a lease facility. More Love LLC will use
the center as an Adult Day Care Center for the elderly citizens in our community.
Pros
-Monthly income of $800 plus utility cost. Also, More Love LLC will provide building
improvements at their cost.
-A new source of support for the Senior citizens in our community.
Cons
Facility will not be available for other Department program uses 6 days a week between 7
a.m. to 7 p.m.
05/25104 1:36 PM
jtJ
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription: Westside Community Services Center Outsourcing
Fund: 001
Department: Parks, Recreation and Community Services Department
Division: Recreation
Net Potential Expenditure Savings: $ 57,300
Summary of Proposal:
Contract out all current services at this site to the current landowner New Hope Baptist Church;
delete vacant Recreation Supervisor position
Proposal Implications (pros/cons):
Pros
. Budget savings realized by the general fund of$57,300 in the FY 2004-2005 and future
fiscal years.
. Service delivery should improve as contractor has long term experience working with the
clients
. Allowing staff to concentrate on other areas in the department.
. Implementation and facilitation of a new and on-going collaborative with the New Hope
Baptist Church.
Cons
None
FY 2003-04 total budget for 001-385: $129,317
FY 2004-05 proposed contract cost: $ 72.000
Net savings $ 57,317
Below is a list of current programs offered at the Westside Community Services CenteLAfter each program is a
notation as to whether the City of San Bernardino, Parks, Recreation & Community Services Department (i.e.
Department) or the New Hope Baptist Church (i.e. Church) would assume responsibility after this budget
reduction proposal was implemented.
1. State Fishing Passes, New Hope Baptist Church would Assume responsibility.
2. Homeowner and Renters Rebate, New Hope Baptist Church would Assume responsibility
3. Food Referrals, New Hope Baptist Church would Assume responsibility.
4. Social Security Assistance, New Hope Baptist Church would Assume responsibility.
5. Employment Assistance, New Hope Baptist Church would Assume responsibility.
6. Arts and Crafts Classes, New Hope Baptist Church would Assume responsibility.
7. Tutoring and Special Needs, New Hope Baptist Church would Assume responsibility.
8. Vita Income Tax Program, New Hope Baptist Church would Assume responsibility.
9. Employment Seminars, New Hope Baptist Church would Assume
10. Walking for Belter Health, New Hope Baptist Church would Assume responsibility.
II. Senior Nutrition classes, New Hope Baptist Church would Assume responsibility
12. F.E.M.A. (PRCS) Program, Department would still Assume responsibility over this program
06/15/043:37 PM
1<6
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/DescriptioD
CID Rental Reduction
FUlld: 001
Departmellt: Parks, Recreation and Community Services Department
Divisioll: Recreation
Net Potential Expenditure Savings: $9,000
Summary of Proposal:
Reduce rental agreement with lP A from $60,000 to $51,000
Proposallmplicatiolls (pros/colis):
Savings from rental
$9,000
Pros
Budget savings to the general fund in FY 2004-2005 and in future fiscal years
Cons
The only negative to the savings from rental is that a reduced amount of funds will be placed into
the C.LD. Capital Improvement Fund for future improvements. Presently, the fund is at a level so
as to meet immediate needs.
06109/048:25 AM
/1
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Till.ill.scription:
Parks and Recreation Fee Increase
Fund: General Fund
Department: Parks, Recreation, and Community Services
Net Potential Expenditure Savings and/or Revenue Increase: $11,500*
*(In addition to the GF savings there will also be $29, 250 in savings to the Cemetery fund from
cemetery fee increases).
Summary of Proposal:
Various fee increases (see attached summary).
Proposal Implications (pros/cons):
20
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2/
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Reduce- Facility Services line item 001-381-5507
Fund: 001 Department Parks, Recreation and Community Services Department
Division: Administration
Net Potential Expenditure Savings: $5,000
Summary of Proposal:
Reduce line item from 24,600 to 19,600
Proposa//mplications (pros/cons):
This line item is used to fund PSI security system for all Department facilities. PSI has
agreed not to increase our prices from last year thus the $5,000 savings.
Pros
Cons
Loss of funds for unexpected security cost for the budget year 2004-2005.
OS/25/04 1:37 PM
"} '7
,-,L
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description Reduce Part-time salaries in four divisions
Fund: 001
Department: Parks, Recreation and Community Services Department
Division: 384, 386, 387 and 388
Net Potential Expenditure Savings: $ 15,000
Summary of Proposal:
Reduce the part-time salaries for four divisions.
Proposa//mplications (pros/cons):
384 - $4,000
386 - $2,500
387 - $6,500
388 - $2,000
Total: $15,000
Pros
-The department would be allowed to keep a Recreation Coordinator Y.. position.
Cons
-The reduction in part-time salaries can lead to a reduction in programming in the recreation
centers.
-Lower part-time salaries will increase the duties and responsibilities of center managers and
supervisors leading to job burnout.
23;
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Increase Property Auction Revenues
FUlld: 001 Departmelll: Police
Divisioll: Various - Accounts #219
Net Potential Expenditure Savings and/or Revenue Increase: +$ 50,000 revenues
Summary of Proposal:
This proposal involves an aggressive program of auditing and reviewing property contained in the
Police Evidence & Property facility to identify and dispose of at police property auctions a greater
volume of property under police control. This task will be accomplished by the assignment oflight
duty employees who can research cases to determine items of property that can be disposed of and
prepare the property disposal forms necessary to sell items at police auctions. Property will then be
sold via an on-line auction service that reported will generate higher selling costs for the items.
Proposal Implications (proslcons):
Pros
. One-time revenue enhancement of $50,000 in FY 04/05 for police property auctions
Cons
. Potentially less revenue from police auctions in future budget years
06/09/047:38 AM
2-+
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescriplion:
Unfund an Administrative Sergeant's Position
Fund: 001 Department. Police
Division: Administration - Account #211
Net Potential Expenditure Savings and/or Revenue Increase: $ 131,600
Summary of Proposal:
This proposal would unfund the Police Sergeant's position assigned to the administrative offices and
reassign the duties of this position.
Proposal Implications (pros/cons):
Pros
. Budget savings of$131,600 in FY 04/05 and increasing thereafter due to COLA's.
Cons
. This position conducts extensive research on department policy and procedures,
programs and other management level studies. If this position was unfunded these
duties would need to be reassigned to police managers.
. Reassignment of the duties performed by this position would increase workload of the
employee receiving the duties and potentially impact on his/her morale and productivity.
06/11/043:39 PM
2-7
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description:
Manage Vacancies & Promotions
Fund: 00 I Department. Police
Division: Various - Accounts #211 to 224
Net Potential Expenditure Savings andlor Revenue Increase: $ 194,600
Summary of Proposal:
This proposal involves managing the filling vacancies in authorized police positions as well as
promotions to higher ranks. Each entry level and promotion opening would be evaluated to
determine the urgency of immediately filling the position and the impact of delaying such action.
Whenever feasible, filling vacancies will be delayed up to 90 days to generate salary savings.
Proposal Implications (pros/cons):
Pros
. Budget savings of$194,600 in FY 04/05.
Cons
. Delays in promotions may cause morale issues.
. Reduced staffing for extended periods will negatively impact the workload, productivity
and well being of remaining employees.
. In some cases, reduced staffing will negatively impact the delivery of service to the
public and department personnel.
This action would increase the City's budget vacancy factor from $500,000 to $694,600.
06/15/043:06 PM
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Economic Development Agency
City of San Bernardino
Tax Increment Fund Projections
As of May 1, 2004
Projected Tax Inc
2004-05
Fiscal Year
18,500,000
2005-06
Fiscal Year
18,869,800
Expenditures
Pledged TI:
20% Set-aside
Bond Payments
Bond Fees
County Charges
Pass-through Agree
Total Pledged
3,700,000
12,343,000
87,000
53,700
690.141
16,873,841
3,773,960
12,343,000
87,000
53,700
867.600
17,125,260
Amt Avail Prior to
Other Obligations 1,626,159 1,744,540
Other RDA Revenue
Interest Earned 992,500 992,500
Notes Receivable 295,028 295,028
Rental/Lease Rev 1,837,224 1,837,224
OtherlMisc Income 441.000 266.000
Total Other Revenue 3,565,752 3,390,752
Total Est Available 5,191,911 5,135,292
Other RDA Obligations
Salaries/Benefits 384,484 384,484
Agency Operations 268,031 268,031
Contracts/Agreements 1,975,711 1,415,711
Notes Payable 590,400 690,400
Property Main/Oper 1,176,500 1,176,500
Professional Services 200,800 200,800
Research/Spec Events 120,000 120,000
Legal 347,000 277,000
PAC 50.000 50.000
Total Other Expenses 5,112,926 4,582,926
Estimated Balance 78.985 552.366
ERAF .. 2.000.000 2.000.000
Estimated Balance -1.921.015 -1.447.634
.. Based upon $250 million
Page 1
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Economic Development Agency
City of San Bernardino
Cash Flow Analysis - Tax Increment
Combined Project Areas
As of May 1, 2004
Fund Balance
Estimated Begin Bond Reserves July 1
Less/Add Estimated Balance Fy
Total Remaining Bond Reserves June 30
Estimated Bond Reserve July 1, 2004
Bond Payment Due September 1, 2004
Bond Payment Due October 1, 2004
Bond Payment Due December 1, 2004
Bond Payment Due December 15, 2004
Balance Remaining for Other Expenses
For the Period of 7-1-04 to 12-31-04
Page 4
Fy 2004-051 Fy 2005-06 I
8,425.000 I
78.9851
8.503.9851
8,425,000
311,773
5,702,116
154,766
636.714
1.619.631
8.503.9851
552.3661
9.056.3511
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Economic Development Agency
City of San Bernardino
Cash Flow Analysis
Low and Moderate Income Housing Fund
As of May 1, 2004
Budget Linel
Fiscal Year Cash Flow
20% Set-Aside Revenues:
Projects 20% Set-Aside
IVDA 20% Set-Aside
Total 20% Set-Aside
other Low/Mod Revenues:
Interest Earned Investments
Notes Receivable:
Rehab Loans/MAP
CCN Loan for Property
City SB New Pine
Pioneer Park
RDA Projects ERAF Loan 02-03
RDA Projects ERAF Loan 03-04
Rental/Lease Revenue:
SB Unified School
Total Other Revenues
Other Sources:
Carry-Over Funds
Total Other Sources
Total Estimated Available
Expenditures:
Bond Expenditures/Pass Through
Bond Debt Service Payment
Trustee Fees
Reserve For ERAF
Total Bond/Pass Through Exp
Other Obligations:
Salaries and Benefits
Agency Operations
Housing Contracts/Agreements:
Carry-Over:
NHS Rehab
Casa Ramona Grant
SF Beautification Loan/Grant
ANR 23 Lots Development
Oldtimers Fy 02-03
Old timers Fy 03-04
Old-Towne SFR Creative Solutions
Fy 2004-051
48011
4801
3,700,000
600,000
4,300,000
4011:40191
180,0001
4012
4012
4012
4012
4012
4012
15,000
50,000
20,000
11,546
35,193
108,210
42001
6,000
425,949
49001
6,667,000
6,667,000
11,392,9491
6301
6306
6402
424,000
6,000
2,000,000
2,430,000
5010-5021
6001-6021 :7001
535,610
114,299
7201
7201
7201
7201
7201
7201
7201
1,450,000
180,308
16,550
350,000
62,950
75,000
112,000
Page 1
New Projects:
Casa Ramona/Highland Stand-by
Utility Rebate Program
Consulting/Engineering
Single Family Beaut Grant NHS
Mobile Home Handyworker Grant
Home Safe Lead Test
City Wide MAP
49th St Dev/Acquisition/Relocation
Old Towne Development
Housing Authority Acq/Relocation
Meadowbrook Proj/Acq/Relocation
Notes/Loans Payable:
Comm Rein Fund Loan Dec 2015
Property Maintenance/Operations:
Gen Oper/Main/AcqlDisp Fees
Property Insurance
Weed Abatement
Relocation/Rent Assistance
Professional Services
Research/Mat/Special Events
Legal
Total Other Expenses
Total Expenditures
Unallocated Balance Projects
Fund Balance
Estimated Begin Fund Balance July 1
Add Carry-Over Balance
Add Estimated Revenues
Less Expenditures
Less Un allocated Balance
Estimated Fund Balance June 30
7201
7201
7201
7201
7201
7201
7201
7201
7201
7201
7201
73021
7102:7402:7403
7403
7403
7404
6600:6703:7305-6
6103
6500
72011
Page 2
200,000
65,000
50,000
1,200,000
100,000
20,000
500,000
600,000
700,000
800,000
500,000
15,0001
24,000
20,000
2,000
250,000
55,000
5,000
150,000
8,152,717
10,582,7171
810,2321
1,000,0001
6,667,0001
4,725,9491
10,582,7171
810,2321
1,000,0001
Economic Development Agency
City of San Bernardino
Cash Flow Analysis. Tax Increment
State College Project Area
As of May 1. 2004
Budget Llnel
Fiscal Year Cash Flow
Tax Increment Revenues:
Projected Tax Increment
expenditures Pledged Tax Incr:
20% Set-aside
Bond Payments
BoIld Fees Trustee
county Charges
Pa$$-tnrough Agreements
Tot$l Pledged Expenditures
Amount Avan Prior to Other. J;xp
otherRDA Ittyenues:
I~Ellmed Investments
Notes Receivable:
Verdemont
RentaVLease Revenue:
Golf Course
Lease 5055 HaRmark
Other/Mise Revenues:
Water Relm Golf Course
'Total Other Revenues
Total estimated Available
Other RDA Obligations:
Salaries and Benefits
Agency Operations
Contracts/Agreements:
Stater Bras June 2005
NoteslLoans Payable:
Comm Rein Fund Loan Dec 2015
Property Maintenance/Operations:
Shandin HiRs Water
Gen OperlMain/AcqlDisp Fees
Propertylnsuranee
5055 Hallmark
Weed Abatement
Professional Services
966.$301 995.0001
4011:40191 1 .320.0001 320,0001
40121 I 50,0001 50.0001
::1 330,0001 330,0001
17,820 17.820
48101 10,0001 10.0001
727;820 727.820
1,694,3501 1,722,8201
5010-5021 268.4471 268.4471
6001-6021:7001 187,154 187,154
73021 170,0001 01
73021 330.0001 330.0001
1
45001
8003
6301
6306
6401
.. 6402
7403
7102:7402
7403
7403
7403
6600:6703:7305-6
Page 1
Fy 2004.051 Fy 2005-061
6.010,0001
6,130,0001
1,202.000 1,226,000
3,743.000 3,743,000
. 15.000 15.000
18.000 16.000
67.470 135.000
5,043.470 . 5.135.000
25,000 25.000
4.000 4,000
45.000 45.000
10.000 10.000
2.000 2.000
95.376 95.376
State College Project Area
ResearchlMatlSpecial Events
Legal
Total Other Expenses
6103-6104
6500
EstImated Balance Fiscal Year
80021
Fund Balance
Est Begin BoI'ldReserves TI July 1
Less/Add EStlmated -Balance FY
To~ Remaining June 30
EstlmatedQond .~eserveJuly ~,~
Bond Payment Due October 1, 2004
BalanCe Remaining for Other ExPtn...
For the Perlod.of7-1.04 to 12-31.04
Page 2
20.946 20.946
50.000 50 000
1.207.923 1.037.923
486.4271
2.70().000
4864
3,186.421
2,700,000
2.200.076
499.924
684.8971
3.186.427
684.897
3.871324
Economic Development Agency
City of San Bernardino
Cash Flow Analysis. Tax Increment
Central City North Project Ar.a
As of May 1, 2004
Budget Unel
Cash Flow Fiscal Year
Tax Increment Revenues:
Projected Tax Increment
expenditures Pledged Tax Incr:
20%, Set-aside
Bond Payments
Bond FeeS Trustee
COUnty Charges
pass-tIlrough Agrllements
Total PI8dged expenditures
Amount Avail PrIor to Other Exp
Other RDA Revenues:
Interest Eamed Investments
Notes Receivable:
Robbins
RentallLeese Revenue:
California Theatre
4th & E MUler
Cinema Star
OlherlMlsc Revenues:
Cinema Security
T olal Other Revenues
Total EStimated Available
Other RDA Obligations:
Contracts/Agreements:
Cinema Float Loan 2007
Cinema Section 108 Payment
Center City 5th & E Parking
Tahiti Partners
NotesILoans Payable:
LowlMod Land Note
Property Maintenance/Operations:
Cinema Landscape
Cinema Security
Callfomia Theatre
Gen Oper/Main/AcqlDisp Fees
478-480 N 0 Landscape
45001
8003
6301
6306
, . 6401
6402
.
, I
4011:40191
40121
.4200
4200
4200
43001
I
7302
7302
7302
7302
73021
7403
7403
7403
7102:7402
7403
Page 3
Fy 2004-051
Fy 2005-061
897,0001
914,9401
179.400 182.988
809.000 809,000
4,000 4.000
3.000 3,000
13303 20,000
808.7@ 818,988
88.2971 95,9521
25,0001 25,0001
25,1281 25,1281
100.000 100.000
18.852 18.852
995.000 995,000
18,000
1,181,980
1,270,2771
18,000
1.181,980
1,277,9321
260,310 260,310
715,000 715,000
3,000 3,000
6,800 6,800
50,0001
50,0001
36,000 36,000
70,000 70,000
200.000 200.000
4,000 4,000
2,500 2,500
Property Insurance
Weed Abatement
Ct 5t 5quareIRoute 66 Clean
Professional Services
Legal
Total Other Expenses
Estimated Balance F1l1Cl1l Year
Fund Balan~
Est Begin Bond Reserves TI July 1
LesslAddElltimated Balance FY
Total Remaining June 30 .
Estimated Bond Reserve July 1, 2004
Bond Payment Due October 1, 2004
Balance Remaining for Other Expenses
For the Period of 7-1-04 to 12-31-04
Central City North Project Area
. 7403
7403
7403
6600:6703:7305-6
6500
45.000 45,000
2,000 2,000
10,000 10.000
7,210 7,210
20,000 20,000
1,431.820 1.431.820
-161.5431
-153.8881
49001
350;000 188,457
-161.543 .. -153 888
188 457 .34.569
350,000
375.595
-25.595
Page 4
Economic Development Agency
City of San Bernardino
Cash Flow Analysis. Tax Increment
Central City West Project Area
As of May 1, 2004
Budget Llnel
Cash Flow Fiscal Year
Tax Increment Revenues:
Projected Tax Increment
Expenditures Pledged Tax Incr:
20% Set-:aside
County Charges
PasS-through Agreements
T oteJ Pledged Expenditures
Amount Avail Prior to Other
Other RDA Revenues:
Intere$U:amed Investments
Rental/L88se Revenue:
Lease Don's Drugs
Total Other Revenues
Total Estimated Available
Other RDA Obligations:
Property Maintenance/Operations:
CC West PI~
Property Insurance
Weed Abatement
TotSl Other Expenses
Estimated Balance Fiscal Year
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance FY
Total Remaining June 30
4011:40191 5001 sool
42001 18,0001 18,0001
18,500 18,500
32.4341 32,3881
45001
8003
6401
6402
7403
7403
7403
80021
Page 5
Fy 2005-061
Fy 2004-051
18,0001
. 18,3601
3,600 3,672
200 200
266 . 600
4,066 4,472
13.9341
13;8881 '
3.000 3,000
6.000 .6,000
2,000 2.000
11,000 ..- 11.000
21.4341
21.3881
25,000 46,434
21,434 21,388
46.434 67,822
Economic Development Agency
City of San Bernardino
Cash Flow Analysis. Tax Increment
Southeast Industrial Park Project Area
As of May 1. 2004
Budget L1nel.
Cash Flow FISClII Year
Tax Increment Revenues:
ProjeCted Tax lna'ement
Expenditures Pledged Tax Incr:
20% Set-aside
Bond Payments
800<1 Fees Trustee
CotJrllyCharges
Pass.lhrotighAgreernents
. Total ~ expenditures
Amoullt AVail Prior to Other
Other RDA ,Rev8f!ues:
interest EaIJM!d InVestments
Notes R!l(l8ivable:
Subaru
Rental/Lease Revenue:
Lease ABC Ran'
OtherlMisc Revenues:
Hyundai Pass.through
Total Other Revenues
Total Estll:nated Available
Other RDA Obligations:
Salaries and Benefits
Agency Operations
Contracts/Agreements:
Hyundal Pss-through '
Property Maintenance/Operations:
Gen OperlMain/AcqlDisp Fees
Weed Abatement
Professional Services
ResearchlMatlSpecial Events
Legal
Total Other Expenses
Estimated Balance Fiscal Year
Fy 2~5' Fy 2005-061
3.600,0001 3.672.0001
720.000
2,5.25.000
26 00l)
10.
41,285
3.324,2&5
I . 27S.7t51 .' 289.6001
I .1so,oool '1SO.0001
1 9.5001 9.5001
I 5.5001 5,5001
~:::I 65.0001
230,000
505,7151 519.6001
13,0341 13,0341
9.064 9.064
65,0001 65,0001
45001
. 8003
6301
6306
6401
. 6402
.
4011:40191
40121
42001
49001
I
5010-5021
6001-6021 :7001
73021
7102:7402
7403
6600:6703:7305-6
6103-6104
6500
4,000 4,000
2.000 2000
34.687 34,687
1,017 1,017
40,000 40,000
168.822 168.822
80021
336.8931
350.7781
Page 6
Southeast Industrial Park Project Area
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance FY
Total Remaining June 30
2,200,000 2,536,893
336,1193 350,nll
2 536,893 2,lIlI7,671
Estimated Bond Reserve July 1, 2004.
Bond Payment Due October 1. 2004
Balance Remaining for otIler Expenses
For the Period of 7-Nt4 to 12-31-04
2,200,000
1.549.386
650.614
Page 7
Economic Development Agency
City of San Bernardino
Cash Flow Analysis - Tax Increment
Northwest Project Area
As of May 1, 2004
Budget Llnel
Cash Flow Fiscal Year
Tax Increment Revenues:
Projected Tax Increment
Expenditures Pledged Tax Incr:
20% set-aside
Bond PaymentS
Bond Fees Trustee
Counly Charges
Pass-lhrofJgh AgreementS
TQf8I PIedgedEXpendilures
Amount AVail Prtor to Other
other RDA Revenues:
. Irrterast Earned InvestmentS
OtherlMisc Revenues:
.Bio Mass Land Sale
TomlOtherRevenues
Total Estimated Available
other RDA Obligations:
SalarieS and Beneflls
Agency Operations
ContractsJAgreementS:
Bio Mass Land Sales
Mapa;
Properly Maintenance/Operations:
Gen OperlMainlAcqlDisp Fees
Weed Abatement
Professional Services
ResearchlMal/Special EventS
Legal
PAC
Toml Other Expenses
Estimated Balance Fiscal Year
221,6091 238,2601
4011:40191 55.0001 56.0001
49001 175,0001 55,~1
230,000
451,6091 293.2601
5010-5021 8.2281 . 8,2281
6001-6021 :7001 5.735 5,735
73021 1~:~1 6O.~1
7302
45001
8003
6301
6308
8401
8402
7102:7402
7403
6600:6703:7305-6
6103-6104
6500
6801
80021
Page 8
Fy 20Q4.0SI Fy 200s.o61
1.610,0001
1,642,2001
322,000 328.440
740.000 740,000
4.000 4,000
4,500 4;500
317,891 . 327,000
1,388.391 . ' 1.403,940
4.000 4,000
2,000 2,000
13.999 13,999
642 642
37,000 37,000
50,000 50,000
356,604 181,604
111,6561
95,0051
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance Fy
Total Remaining June 30
Estimated Bond Re..."e July 1, 2004
Bond paym8IJt Due October 1, 2004
Balance Remaining for Other Expenses
For the Period of M-G4 to 12-31-G4
Northwest Project Area
Page 9
650,000 745.005
95,005 111.656
. 745,005 856.661
650,000
3n .300
272.700
Economic Development Agency
City of San Bernardino
Cash Flow Analysis - Tax Increment
TrI City Project Area
As of May 1, 2004
Cash Flow Fiscal Year
Tax Increment Revenues:
Projected Tax Increment
Expenditures Pledged tax Incr:
20% Set-aside
Bond Payments
Bond FeeaTrustee
County Charges
Pass-throogh Agreements
Total Pledged Expenditures
Amount Avail PrIor to other
Other RDARevenue$:
Interest Earned Investments .
Total Other Revenues
Total Estimated Available
other RDA Obligations:
Salaries and Benefits
Agency Operations
Contracts/Agreements:
Costco
BP California
Rancon Lease
Properly Maintenance/Operations:
Gen OperIMalnlAcqlDisp Fees
Weed Abatement
Professional Services
ResearchlMatlSpecial Events
Legal
T olal Other Expenses
Estimated Balance Fiscal Year
Budget Llnel
45001
8003
6301
. 6306
6401
6402
.
I
1
4011 :40191
I 8001~~~~1
7302
7302
7302
7102:7402
.7403
6600:6703:7305-6
6103-6104
6500
80021
Page 10
1 . Fy 2004-051 Fy 2oo5..()61
1.750,0001 1,785,0001
350,000 .. 357,000
1,165,000 1,185,000
4,000 4,000
5,000 5,000
54.426 I 67,000
1,578.4~6 ~ 1,596,000
171.5741
187,0001
45.0001 i
45,000
216.5741
45,0001
45,000
232,0001
2,1151
1,475
2,1151
1,475
115,000 115,000
115.000 0
49.~ 49,~
4,000 4,000
2,000 2,000
8.853 8,853
165 165
120,000 50,000
418,594 233,594
-1.5941
-202,0201
TrI City Project Area
Fund Balance
Est Begin Bond Reserve TI July 1
Less/Add Estimated. Balance FY
Total Remaining June 30
EstImated Bond Reserve July 1, 2004
Bond Payment Due October 1, 2004
Balance Remaining for Other Expenses
For the Period of 7-1-'()4 to 12-31-04
Page 11
800.000 597,980
. -202.020 -1.594
597,980 596.386
800,000
659.171
140.829
Economic Development Agency
City of san Bernardino
Cash Flow Analysis. Tax Increment
Uptown Project Area
As of May 1, 2004
Budget L1nel
Cash Flow Fiscal Year
Tax Increinent Revenues:
Projected Tax Increment
Expenc!ltures Pledged Tax Incr:
20% Set-aside '
Bond Payments
Bond Files Trustee
CountY Charges
pass-through Agl'I!8'"ents
Total Pltldged ExplwIditures
Amount Avail Prior to other
otherROARevenues:
Interest Earned Investments
Total Other Revenues
Total Estimated Available
Otl1erRDA Obligations:
Salaries and Benefits
Agency O\:Ierations
Property M~lenancelOperallons:
Gen Oper/MainlAcqlDlsp Fees
Weed Abatement
Professional Services '
ResearchlMatlSpecial Events
Legal
Total Other Expenses
Estimated Balance Fiscal Year
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance FY
Total Remaining June 30
45001
8003
6301
6306
6401
6402
, 4011:40191
I'
I 6001':~~~~1
7102:7402
7403
6600:6703:7305-6
6103-6104
6500
49001
Page 12
Fy 2004-051 Fy 2005-061
480,0001 489,6001
96,000 97.920
290,000 ' 290 000
3000 3000
'2,0001 ' ," 2,000
3;6251 10000
3$4,5251 402,920
85.4751
86.aaol
::=1"
125,4751
::=1
126,6801
55,827\'
38,908
55,8271
38,908
4,000 4,000
2,000 " ',. 2,000
9,212 9,212
4,356 4,356
10,000 10,000
124,303 124,303
1,1721
2,3771
500,000 501,172
1,172 2,377
501,172 503,549
Uptown Project Area
Estimated Bond Reserve July 1, 2004
Bond Payment Due October 1, 2004
500,000
173.390
Balance Rernalnlng for other Expenses
For the Period of 7.1-04 to 12-31-04
326.610
Page 13
Economic Development Agency
City of San Bernardino
Cash Flow Analysis - Tax Increment
South Valle Project Area
As of May 1. 2004
Cash Flow Fiscal Vear
Tax Increment Revenues:
Projected Tax Increment
Expenditures Pledged Tax Incr:
20% Set-aside
Bond Payments
Bond Fees Trustee
County Charges
Pass-through Agreements
Total Pledged Expf!ndllures .
Amount Avail PrIor to other
Other RDARevenues:
Interest Ean18d Investments
OlherlMlsc Revenues:
laMesa Pass-through
Total Other Revenues
Total Estimated Available
Other RDA Obligations:
Salaries and Benefits
Agency.Operelfons
Contracts/Agreements:
laMesa Pass-through
Property MalntanancelOperations:
Gen OperlMalnlAcqlDisp Fees
Professional Services
ResearchlMaUSpecial Events
Legal
Total Other Expenses
Estimated Balance Fiscal Vear
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance FV
Total Remaining June 30
177.3711 183.6401
4011:40191 30.0001 30.0001
49001 100.0001 100.0001
130.000 130.000
307.3711 313.6401
Budget L1nel
45001
8003
6301
. 6306
. 6401
6402
...
5010-50211
6001-6021:7001
73021
7102:7402
6600:6703:7305-6
6103-6104
6500
49001
Page 14
Fy 2004.051 Fy 2005.081
790.0001
805.8001
158.000 161.180
418.000 418.000
8.000 8.000
3.000 3.000
25.629 . 32000
812.629 822 180
25.2991
17.634
25.2991
17.634
100.0001
100.0001
4.000 4.000
9.993 9.993
1.974 1.974
10,000 10,000
188.900 188,900
138.4711
144,7401
550.000 688.471
138,471 144.740
688.471 833.211
South Valle Project Area
Estimated Bond Reserve July 1, 2004
Bond Payment Due October 1, 2004
550,000
367.198
Balance Remaining for Other Expenses
For the Period of 7.1.Q4 to 12-31.Q4
182.802
Page 15
Economic Oevl!lopment Agency
City of San Bernardino
Cash Flow Analysis - TlIX Increment
Central City Projects Area
As of May 1, 2004
Cash Flow Fiscal Year
Tax Increment Revenues:
Projected tax Increment
ExpMtdlturee P1edlJ8d Tax Incr:
20% Set-aside. .
Bond Payments
BondFaes Trustee
CO!lniyCh8rgii$ .. .
.~~
Tol!lf ~~itUres
AmOunt Avail Prior to Other
~fU>>>\fl~~": .'
lii~(ElilPied.ltWestm8ntsl...
flottls ~:
"303 W Third &K:tion1 08 pass-lh I
RentaIIlease Revenue:
. credit Suisse Anc!reson Parking
CCCommerce J Build
L,ease 201 BuHding
spaces Ct & E
OIherIMIsc Revenues:
Central City (;:0 Mall Security
.' ColJri St $qIRoute6tl
Total QlherReVenues
Total Estimated Available
Other ROA Obligations:
Contracts/Agreements:
Central City Co J Building
Central City Co 3 level Parking
Noteslloans Payable:
303 W 300 Section 108 pass-lh
Property Mainlenance/Operations:
201 Building
Gen Oper/Main/AcqlDisp Fees
Property Insurance
Mall Security
Weed Abatement
Budget Une'
45001
J
40.11 :40.191
40121
4200
. 4200
. 4200
. 4200
::~I
73021
7302
73021
7403
7102:7402
7403
7403
7403
Page 16
Fy 2004-051 Fy 2005..061
. 2.485.0001
2,534;7001
~.' . -632,2401
I' '230.~1
I 210.4001
:230,0001
21o,400l
22.356
5,610
320.000
880
22.356
5.616
32O,(lO(J
2,880
33
40.;000
864,252
207,3641
232,0121
35,0001
17.000
210,4001
35,0001
17,000
210.400l
170.000 170.000
4,000 4,000
54,000 . 54,000
445,000 445,000
3,000 3,000
Central City Projects Area
Professional Services
ResearchlMaVSpecial Events
Legal
Total Other Expenses
6600:6703:7305-6
6103-6104
6500
Estimated Balance Fiscal Year
49001
Fund Balance
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance Fy
Total Remaining June 30
Estimated Bond Reserve July 1, 2004
Bond Payment Due September 1, 2004
Bond Payment December 15,2004
Balance Remaining for Other Expenses
For the Period of 7-1-04 to 12-31-04
Page 17
1.110 1.110
90.000 90.000
30.000 30.000
1.059.510 1,059.510
-852.1261
-827.4981
0 -852,126
-852.126 -827.498
-852,126 -1.679,624
o
311,773
636.714
-948.487
Economic Development Agency
City of San Bernardino
Cash Flow Analysis. Tax increment
Mt. Vernon Project Area
AS of May 1. 2004
Cash Flow FiscalVear
Tax Increment Revenues:
Projected Tax Increment
Expendltu.... Pledged Tax Incr:
20% Set-asl(le
Bond Payments
Bond fee$ Trustee
COUnty"Ch~
F.'ass-I\'lrotitlIl~81lts
T~ f'Iec!g!ldElqj8/1dIture$
Amount Avail PrIor to Other,
'Other RDA ReVenues:
JntilreiItEiitned ~ts
RenialiLeaseRevenUe:
Renda Comm
T olal Other Revenues
Total Estimated Available
Other Rf)A Obligations:
Salaries and Benefits
Agency Opera\lOtls
Conk&cbY~eements:
Bobbitt
Yellow Frleght
Property MaintemlncelOperallons:
Goo Oper~ainlAcqlDisp Fees
Weed Abatement
Professional Selvices
Research/Mat/Special Events
Legal
Total Other Expenses
Estimated Balance Fiscal Year
Budget L1nel
45001
8003
63Q1
',' 8306
" ',6401
, 6402
" , "
I
I
I
4011:40191
42001
I
Fy 200+051 Fy 2005-061
690;0001
703,8001
138 000
263,.000
4000
'2,000
.t05
.' 512.226
I
, 117.n21 '
s5.tiQol
1,2001
96,200
273.9721
" \ , .115.0001
~:=I
276,2401
1~,1M01
I 501(1.-50211 ~::I ~::I
6001-$021 :7001
I 73021 7,5001 7,5001
7302 81.115 81,115
, 7102:7402
7403
6600:6703:7305-6
6103-6104
6500
,
80021
Page 18
4,000 4.000
2.000 2.000
14,010 14.010
600 600
30,000 30.000
152,274 152.274
121.6981
123.9661
Fund Balance
Est Begin Bond Reserves n July 1
Less/Add Estimated Balance Fy
Tolal Remaining June 30
estimated Bond Reserve July 1, 2004
Bond Payment Due December 1, 2004
Balance Remaining for Other ElIpenses
For the Period of 7-1-04 to 12-31-04
Mt Vernon Project Area
Page 19
400,000 521,698
121,698 123,966
521,698 645,664
400,000
154.766
245.234
Economic Development Agency
City of San Bernardino
Cash Flow Analysis - Tax Increment
40th Street Project Area
As of May 1, 2004
Budget L1nel
Cash FloW Fiscal Vear
Tax Increment Ravanues:
'Projected TlIXlnaement
Expenditures Pledged Tax lner:
20% SeJ.aside
Bond Payments
Bond .,eesTrusle$
eountyCh8rges
Pass'throUOhAgreements
T~I PIedge4~diII.IreS
Anlount Avail PrIor to Qthar
'Other RDARavanues:
Interest Earheit 1Iw8Stinents
Total Oth8r Revenues
Total EstImated Available
Othar RDA'Obllgatlons:
Sa/arIes and Benefits
~ O~ratlons
Profe$slonal ~
Marke~ Events
Total Other Expenses
Estimated Balanee Fiscal Vear
Fund Balanee
Est Begin Bond Reserves TI July 1
Less/Add Estimated Balance FY
Total Remaining June 30
I
45001
8003
6a01
6306
8401
,6402
I
401t:4019I'
5010-5021.
6001"'6021 :7001
6600:6703:7305-6
. . ..' 6103-6104
. .
49001
Page 20
Fy 2004-051 Fy 2005-061
170,0001
173,4001
34,000
34.680
1,000
30
65
I, . 104,15Ol
106,7201
I .~:~t
"~::I
108,7201
106,7501
3,844
2,682
6,350
300
13,176 ~.u
93.5741
95.5441
250,000 343,574
93,574 95,544
343.574 439,118
Action Items for Budget Workshop
June 30.2004
I. Review list of "potential budget-balancing options" - Fred
. Present updates to budget reduction list
. Note response to Golden Handshake program
. List presents a plan for a balanced budget
· Requested that we add funding for 2 Police Officer positions using
asset forfeiture funds. These are 2 of the 4 positions that were
previously funded through the IMP ACT grant.
· Note that staffing levels continue to be reduced - 16 positions
eliminated last year; another 29 positions proposed to be
eliminated this year. Service levels are being impacted.
· Approve in concept, and direct stajJto incorporate these budget-
balancing options into the final budget for presentation and
adoption on August 2
2. Adopt the continuing resolution - Mayor
3. Draft CIP - Fred
· Drafts have been distributed to Mayor and Council
· Dinner workshop wiII be scheduled for Monday, July 19 to discuss
the CIP
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Economics & Politics, Inctntered into Record" Co /.s 0 10 J'"
961 Creek View Lane C""nr.iIlCmvDevCms Mtg: t::. tJ..L..
Redlands, CA 92373 ~ .,
(909) 307-9444 Phone ')/..
(909)748-0620 Fax hI . '..;--.,
iohnlii':iohnho'.io2.com . re I;,,~, oa Item
www.lohnhuSIDIl.com
Economic Impact - Tourisw-~ I .J. h ~
San Bernardino City Clerk/CUe Sec,
City of San Bernardino
By John Husing
One of the most important aspect of any community's economy, including that of San Bernar-
dino, is its ability to draw tourists from outside of its city limits or its geographic region. This is
the case because the dollars they bring from the outside world playa unique and powerful role in
the local economic base. As a result, monies invested by municipalities in generating tourism
usually are among the soundest investments that they can make.
Gold Mine Tier of the Economv. To understand these strong statements, the beginning point is
an understanding of how local economies operate. Put simply, a local economy cannot exist .
unless money comes to it from elsewhere. Thus, when gold was discovered in an Old Western
town, it was sold to the outside world and the money that came to the town supported the miners.
This was the "basic" or "primary" tier of the economy; the one that allowed it to exist. When the
miners, in turn, spent these same dollars at the local general store or saloon or in hiring a sheriff,
a "secondary" tier of the economy was also supported. The bigger the gold mine, the greater the
size of the secondary tier that could be supported. When the gold mine ran dry, the outside
money ceased arriving and town became a ghost town.
Tourism as Gold. For San Bernardino or any city, tourist dollars are part of the gold mine or
"basic" tier of their economy. This is the case as the money comes to the city from outside the
community. In the city, this is the case whether the activity is the Route 66 Rendezvous, the
Western Regional Little League Championship, the Snickers Far West Regional Soccer Tourna-
ment, the Soap Box Derby or the San Bernardino Symphony. When the money reaches local
hotels, restaurants, gas stations and retail stores, it is represents fresh "golden" dollars that oth-
erwise would not reach the community. In this respect, tourism plays the same role in the city's
economic base as a new manufacturer or distributor selling nationally, a new call center or a
new technology oompany.
Secondary Tier Expansion. Once the monies reach San Bernardino through tourism, it moves
through the city as the people receiving it spend it locally on payroll, supplies and services. In
this way, the secondary tier of the city's economy is increased because of the success of the tour-
ism activity.
The "basic" or gold mine effect is generally easy to trace since hotels, restaurants, gas stations
and retail sources can see the tourist money being spent and the city can count the taxes being
generated. The secondary impact is more difficult to spot since it simply takes the form of in-
creased spending by local residents and firms. For this reason, the Navy used to pay its fleet in
$2.00 bills so that when they hit port, the local community would see the enormous impact of the
spending by the fleet. The money went from the sailors to local merchants and then proceeded to
change hands increasing the size of the "secondary" economy.
When Route 66 Rendezvous caught fire, San Bernardino saw both its primary and secondary
economies grow in size. The same was the case with the Western Regional Little League and the
Snickers Far Western Regional Soccer Tournament. In 2003, when the soccer tournament went
San Bernardino Tourism
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elsewhere, the city lost that part of its "basic" economy. It also lost the "secondary" impact of
the funds that tourists associated with it never spent within the community.
Investment in Tourism. Unlike city spending on providing services to its local residents, the
expenditures made on tourism are an investment in increasing the outside flow of funds that can
raise both the "basic" and "secondary" tiers of economic activity and employment in the com-
munity. To the extent that it also causes people to come and buy retail goods and services, the
investment in tourism helps to generate sales taxes. To the extent that tourists stay with the local
hospitality industry, the investment in tourism raises transit occupancy taxes. . In addition, as
tourist monies work their way through the "secondary" tier of the economy, they generate addi-
tional sales taxes when local residents re-spend these same dollars on retail items.
Measurinl! Economic Impact. A good deal of research has been conducted by economistS to
provide policy makers with the tools to estimate the "basic" and "secondary" impact of tourist
spending. The purpose is to allow a judgment about the return officials are receiving from their
investment in tourism. There are several keys to making such estimates for San Bernardino.
One set of factors allows an estimate of the "basic" or gold mine impact of tourism on the city's
economy. These include:
. The number of tourists that come to the city and the number of days they stay. Or, put
another way, the number of "person-days" of tourism.
. The amount each tourist is expected to spend each day within the local economy on such
items as lodging, meals, gasoline, services, souvenirs and other retail items.
Another set of factors allows an estimate of the size of the "secondary" economic impact that
these basic dollars have on the city of San Bernardino's economy. To estimate this:
. The U.S. Bureau of Economic Analysis publishes data showing the full impact which an
increase in "basic" spending has on the "secondary" tier on Sari Bernardino's economy.
. This. research takes into account the way in which the average firm receiving "basic"
funds typically spends them on local payroll; supplies and services.
. It also takes into account the amounts which the local workers receiving these funds tend
to re-spend in the local economy buying items for their families, as well as the amounts
that the suppliers and service providers receiving money from their "basic" sector cli-
ents, tend to spend locally on things like their own workers and supplies.
In effect, the U.S. Bureau of Economics has provided the means to estimate what the $2 bills
used by the U.S. Navy would show about the full "secondary" impact of outside money changing
hands once it reaches an economy.
Route 66 Rendezvous Cost. San Bernardino's Route 66 provides a way in which to show how
this system works. To execute, market and manage this multi-day tourist event, the city provided
a 2003budget of roughly $400,000 to the San Bernardino Convention & Visitor Bureau (CVB).
Maximum Cost. In 2003, the CVB directly returned to the city the following monies to
support the Route 66 Rendezvous:
. $68,523 to pay police for security
. 48,000 to rent their offices
. 4,770 for business licenses of vendors
San Bernardino Tourism
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. 2.440 to pay firefighters for protection
$123,733 paid to the city
If the CVB was responsible for no other event but the Route 66 Rendezvous and if its operations
generated no sales tax or transit occupancy tax revenue, the maximum cost to the city would
have been their $400.000 budget minus the $123.733 paid to the city or $276.267.
Route 66 Rendezvous Tourists Do Not Arrive Randomlv. If this were the end of the analysis,
the $276,267 expenditure by the city would be the functionally equivalent to the kind of spend-
ing it makes for parks, or recreation... a cost incurred for a public service (the festival) rendered.
However, the 585.000 people who showed up for the Route 66 Rendezvous did not randomly
pick that day to be in San Bernardino. On the contrary, they carne because of the promotional
activities of the CVB in planning events, encouraging vintage car owners to attend them, obtain-
ing sponsors, placing advertising and using other forms of marketing.
Route 66 Rendezvous: Consen'ative Analvsis of Tourist Impact. To judge the effectiveness
of the $276,267 expenditure, it is thus necessary to estimate what type of additional tax revenues
and economic activity it generated for the city. Here, assumptions are necessary. To overstate
the case, very conservative estimates were chosen:
. Assume the police estimate of Route 66 Rendezvous attendance of 585.000 is 15%
too high. This would put actual attendance at 500.000.
. Assume that 20% of the 500,000 were residents of the city. In 2003, that would be
100.000 person-davs of attendance from a city with a population of 194,130, includ-
ing people of all ages.
To reach 100,000, that would mean that 52% of the city's residents would have to at-
tend the festival for one day. Or, if people average two days, it would be mean
50,000 or 26% of all city residents attended. If people average 2.5 days of attendance
it would mean 40,000 or 21 % of the city's residents attended.
Popular as the Route 66 Rendezvous has become, these figures indicate that it is
unlikely that more than 20% of the attendance came from the city.
That leaves 400.000 person-days of people corning to San Bernardino who are not
residents. .
. Assume that another 75.000 of these person-days come from people living in adjacent
towns and unincorporated areas who might normally spend money in the city.
That leaves 325.000 person days from tourists living at some distance from San Ber-
nardino who would have no reason to be spending time in the city.
. The California State Tourism Board calculates that, on average, a leisure tourist visit-
ing San Bernardino County spent $67.10 per person per day in 2003 (see attached re-
port). Assume that the figure is 10% lower for visitors to San Bernardino's Route 66
Rendezvous. That means per capita daily spending of only $60.39 for food, lodging,
fuel, souvenirs and retail goods.
. Under these very conservative assumptions, that is 325.000 person-davs of atten-
dance times $60.39 per day of spending or $19.626.750 of spending that would oth-
erwise not reach the city's economy.
San Bernardino Tourism
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. The California State Tourism Board also estimates that every $1.00 in tourist spend-
ing generates $0.0163 in local taxes, taking into account retail sales taxes, transit oc-
cupancy taxes and the fact that some money is spent on non-taxable items.
. $19,626,750 times 1.63% yields $319.916 in taxes to the city's coffers that would not
be there without the CVB and the festival.
Route 66 Rendezvous Profit. San Bernardino's net profit to the city from the Route 66
Rendezvous, even under these very conservative assumptions, would be the $319.916 in ad-
ditional tax revenue minus the $276.267 cpst of the CVB, or $43.649. Put another way, any
other impact of the CVB beyond the few days of the Route 66.Rendezvous is. pure profit to
the city. .
Route 66 Rendezvous As A Maior LOl!istics Operation. Two of those benefits are the
generation of a larger economy and more private sector jobs. Here the "gold mine" analogy
comes into play. The Route 66 Rendezvous creates considerable econornic activity and net
employment generation within the local economy.
. Though the" festival, the CVB is responsible for injecting $19.6 million in outside
money into the local economy. This is the basic or "gold mine" level of the economy.
When that money goes to local hotels, gas stations, restaurants,so;uvenir outlets or re.
tailers, it provides them with additional funds for their employees, suppliers and ser-
vice operations. As these funds change hands locally (a la the Navy's $2 bills), it cre-
ates additional economic activity.
. According to the U.S. Bureau of Economic Analysis, $1.00 of outside money entering
the San Bernardino and Inland Empire economies will generate 52.2573 in additional
economic and household activity.
Thus, the economic impact of the Route 66 Rendezvous is to raise the' level of the
economy by $19.6 million times 2.2573 or $44.3 million in activity that would oth-
erwise not occur. Of this, $24.7 million is "secondary" activity.
NOTE: Some of the $24.7 million in "secondary" activi..y would occur in retail
stores generating further retail sales taxes to San Bernardino. That amount is not
estimated but would be above the $319,916 in taxes discussed earlier.
. In addition, for every $1 million in outside money reaching retail operations will di-
rectly and indirectly create the equivalent of 24.2368 full time vear around iobs
somewhere in the economy. This figure accounts for both "basic" employment in the
firms receiving the spending, and the "secondary" generation of jobs as money works
its way through the economy.
The $19.6 million/1.000.000 in outside funds from the festival, or 19.6 times 24.2368.
means that the equivalent of 476 full time year around iobs are added into the econ-
omy because CVB has put on the Route 66 Rendezvous at the volumes assumed
above.
NOTE: To put the job generation into context, it would take a logistics operation with
523,259 square feet of space and 238 full time employees to create a total job impact, in-
cluding secondary effects of 476 jobs. The CVB generates this activity while also earning
the city a profit on its operations.
San Bernardino Tourism
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Summan'. San Bernardino's Convention & Visitor Bureau, even under extremely conserva"
tive assumptions, delivered a net profit of $43,649 to the city of San Bernardino in 2003.
TIris does not include retail sales taxes that occur because of the secondary activity set. off as
the funds brought to the city by tourists work their way through the economy.
For all intents, in 2003, the CVB is helped the city's general fund while also causing the
economy in and around the city to go up by $44.3 million. TIris increased activity resulted in
the equivalent of 476 full time year around private sector jobs being directly and indirectly
created. While delivering a profit to the city budget, the CVB thus delivered the economic
equivalent of a full operational 523,259 square foot logistics operation with 238 full time
workers.
Of course, the Route 66 Rendezvous is not the only activity in which the CVB is engaged.
Since that festival completely pays for its operations, while delivering a profit to the city, any
sales or transit occupancy taxes resulting from such other CVB functions as promoting con- .
ventions or increasing the tourism unrelated to events like the Western Regional Little
League Championship would represent additional profit to the city's general fund.
San Bernardino Tourism
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