HomeMy WebLinkAboutBudget Discussion
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Proposed Schedule for
1990/91 Budget Process
8:00 a.m. Saturday, June 16
Remaining Departmental Budget Hearings
8:00 a.m. Saturday, June 23
Potential Make-up for 1990/91 Budget items.
Monday, July 2
1990/91 Budget Adoption
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o F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
CITY CLERK'S OFFICE
DATE: June 14, 1990
TO: The Mayor and Common Council
FROM: Shauna Clark, City Clerk
SUBJECT: Revenue Enhancement and cost saving measures
COPIES: Marshall Julian, City Administrator;
Andy Green, Director of Finance
The following is a list of revenue enhancement items and cost
savings measures that were presented on June 9, 1990, along with
others that are pending:
Paramedic Service Charae S400.000
The Fire Department has recommended a fee of $130 for residents
and $199.88 for non-residents for each emergency medical service
call. On April 16, 1990, the adoption of the fee failed by a
three-three vote.
Enaineerina fees
Engineering fees, including a landscape plan check fee, need to
be evaluated for more cost recovery.
Street cut. encroachment fees
Street cut and encroachment fees need to be evaluated for cost
recovery.
False Alarm Fee - Police DeDartment S150.000
Last month 97% of the alarms that the Police Department responded
to were false. Chief Dan Robbins has recommended that a fee be
charged for repeat false alarms. Please contact the Chief for
the specifics.
Gun Permit Charae
Approximately 100 gun permits are issued each year by the Police
Department. A review of the permit fee was recommended. 45 of
those gun permits are issued to reserve police officers.
Commercial Vehicle Fee S60.000+
At the budget retreat, Chief Robbins reported that the department
had seized a large pickup truck which will be used to issue
commercial vehicle overweight tickets. It is expected that the
tickets will generate over $60,000 in revenue as long as the
County forwards the citation money back to the City.
J
Memo to Mayor
Page 2 - June
anY Council
14, 1990
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Revenue Enhancements
Fund Dart of Code Enforcement with 20% set aside
It is possible to use 20% set aside monies
Enforcement activities in low and moderate income
to fund Code
census tracts.
Animal Control Charaes
The Animal Control Division
euthanasia and other service
charges was suggested.
charges for
it provides.
pick-up, adoption,
A review of these
ADnortionina the costs of Treasurer's Office to invested funds
The City Treasurer invests: Sewer, Water, Refuse, and other
designated funds. Presently, the City Treasurer does not charge
his administrative costs to these funds. All costs for investing
are borne by the general fund.
Incentive Proarams for Maintenance of Facilities
Mayor Holcomb recommended development of incentive programs for
the maintenance of facilities leased by non-profits, such as the
Boys 0 Club. The City would provide materials and the
organization would provide the labor. This would give members of
the organization some experience as well as develop pride in
their facility.
Use of O.J'l' Funds throuah SBETA for new hires
SBETA has an OJT program that pays a portion of an employee's
salary if the employee qualifies for the program and if the
training will work into a full time position.
parkina fees in downtown San Bernardino
Parking is necessary to attract development to downtown. Parking
fees create revenue for additional parking and promote car
pooling. The Mayor has requested a sticker program. Please
check with Wayne Overstreet for further details.
Use of Administrative Hearina Officer in Civil Service
Lengthy Civil Service hearings cause lost employee time,
especially for the City Attorney's Office that has to provide an
attorney for the Board in addition to an attorney for the
department that has disciplined an employee.
Admissions Tax
A 10% admissions tax would generate $576,000.
$576.000
Business License Rate Ad;ustments $280.000
The City Clerk's initial revenue enhancement report recommended
adjustment of minimum rates and the upgrading of flat rate
licenses. The minimum rate for a business license has been $40
since 1984. Some flat rates, such as the one for billboards
advertisers of $100 per year, have not been increased since the
adoption of the license ordinance in 1920.
r~#~k'A1:i::J
. City Clerk
<:tity of San Bernardino
INTEROFFICE MEMORANDUM
9006-3302
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TO:
Mayor and Common Council
;{ 6Jl
Planning and Building 1\
Larry E. Reed, Director of
. and Safety .
SUBJECT: Advanced Planning Positions
FROM:.
DATE: June 15, 1990
COPIES:
Marshall Julian City Administrator,
Bautista, Principal Planner
vince
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The Advanced Planning section of the Planning Division
proposes to create a series of five "teams" devoted to long-
range planning for the City. There are several important
reasons for the additional advanced planning staffing, which
are as follows:
1. The city has a $1. 5 million investment in the new
General Plan. This Plan must, by law, be kept up-to-
date and internally consistent. The City must work
toward implementation of its 418 Implementation
Programs/Measures, 35% of which are assigned to the
Planning Division to initiate and oversee. Failure to
implement the various programs and keep the overall Plan
up-to-date, will result in a legally inadequate General
Plan, increasing our exposure to lawsuits.
2. The State has already adopted, or is considering,
legislation which requires amendments to the Plan by
certain timeframes. Also, new information will become
available through the 1990 Census, which will
necessitate changes to various elements.
3. The Mayor and Council have requested or committed staff
to work on various programs, which were not anticipated
last fiscal year. Among these are the Air Quality
Element, the Norton Specific Plan, the 40th Street
Corridor Plan, the Highland Avenue Facade Improvement
Program and the Historic Structure Demolition Ordinance.
4. The large number of Council-initiated and citizen-
initiated General Plan Amendments.
INTEROFFICE MEMORC:bUM: 9006-3302
Advanced Planning Positions
June 15, 1990
Page 2
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These and other factors, which add to the standard workload
in Advanced Planning have caused a critical backlog in
projects assigned to the five existing positions. Therefore,
staff recommends the creation of five work teams, which would
be assigned as follows:
Team 1:
General Plan related issues including
amendments, Implementation Programs,
new elements, and the annual report.
Specific Plans and corridor studies.
text and map
monitoring,
Team 2:
Team 3:
RDA related issues, Norton Reuse Plan, and the Main
Street Program.
Team 4:
Historic Preservation Program.
Team 5:
Special Projects, including I-215 Widening, 1990
Post Census review, SCAG studies, update of land
use survey, annexations, demographics, etc.
CUrrently, the Advanced Planning Section has five positions
as shown on Figure 1. Under the team approach, five
additional positions would need to be added: one (1)
Historic Preservation Project Manager, two (2) Associate
Planners, and two (2) Interns. Figure 2 shows the proposed
organization of planning teams.
Yearly funding costs for the new positions are as follows:
Associate Planner/Historic Preservation Project Manager:
$3,526/mo. (Step 5) x 12 mo. = $42,312 + 30% =
$55,005.60
$55,005.60 x 3 positions - $165,016.80
Intern: (based on $8/hr.)
$1,360/mo. x 12 mo. = $16,320 x 2 positions. = $32,640
Total Costs:
3 Associate Planners
2 Interns
5 Total Positions
$165,016.80
32.640.00
$197,656.80
· Intern contracts are 6 months in length. This
calculation assumes that a "position" includes two 6
month contracts.
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