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Home My WebLink About01-City Administrator ~jTY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION ~m: Fred Wilson, Acting City Administrator 'pt: Administrator's Office Subject: Budget Deliberations -- Fiscal Year 1997-98 -- Discuss and Take possible Action. :te: June 5, 1997 "nopsis of Previous Council action: :----.. 3COmmended motion: That the Mayor and Common Council discuss and take possible action regarding Fiscal Year 1997-98 Preliminary Budget. ~L · Signature :xltact person: Fred Wilson, Acting City Admin. Phone: 5122 .Jpporting date attached: Yes Ward: JNDING REQUIREMENTS: Amount: Source: (Acct. No.) (Acct. DescriDtionl Finance: :Jllllcil Notes: _ Previously - f /0 tJ & lib /17 Previously - f J -' () (/1: 6'- If 7 Previously - f 1/ 0 (, /.:z S- r7 Previously - f 1/ P'~ ft 7 ?h~h7 , , -P/ Agenda Item No -0262 .. ~;~y OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION STAFF REPORT At the June 2, 1997 Council meeting, the Mayor and Common council took action setting dates and times for consideration of the 1997- 98 Budget: Wednesday, Wednesday, Thursday, Monday, June 18, 1997 @ June 25, 1997 @ June 26, 1997 @ June 30, 1997. @ 9:00 a.m. 5:30 p.m. 5:30 p.m. 5:30 p.m. The presentation today is an overview of the preliminary 1997-98 budget by the Director of Finance. It is recommended that deliberations of budget reductions begin on June 18. .0264 , , , (\ ~ I ~ , ~ Table of Contents Summary of Budget-Balancing Options ............................... 3 Animal Control ......................................... 5 Cemetery .. .. .. .. .. .. . .. . .. .. .. .. .. .. .. .. .. .. .. . .. .... 6 CityClerk ............................................7 Civil Service . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . .. 8 Code Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 9 Council Office . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 10 Facilities ............................................ 11 Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 14 Fire ............................................... 16 General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 18 Library ....................... . . . . . . . . . . . . . . . . . . . . .. 19 Parks, Recreation, and Community Services . . . . . . . . . . . . . . . . . . . . . .. 20 Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 25 Planning and Building Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 26 Public Services Administration .................................... 29 Concrete .. .. .. .. . .. .. .. .. .. .. . .. .. .. . .. .. .. .. '" 30 Street Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 31 Right of Way . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 32 Street Sweeping ................................... 33 Street Tree Maintenance .............................. 36 Public Works ......................................... 37 Other Options ................................ . . . . . . . .. 39 Summary of Reductions Included in the Preliminary Budget .......................................... 44 City Administrator ...................................... 45 City Attorney ......................................... 46 CATV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 50 Mayor's Office ........................................ 51 M.I.S. ............................................. 52 Motor Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 53 Risk Management ....................................... 54 Previously tJ h ;/L/77 :/Lj cJl/j=30h 7 I; " 'I ,.'---L........- Ii, I I I I I I I I Ii ;.' ',' ,- ,I I r_- : ! ,If I;:) :__~ ~'_ _~'---L1-. : I,'::~ _ : !.... _-,' :l';:;....I-r:,. ',' i. ,,' : ;~,::--r-r-- i> I...., _ I 1~I(O)ln .... ; : :_ ~1ti~lj L ~, ii';;, i i......... iii, i If ii ; i I i I : . : ..... ': , :~l: ~- tt~ ~1; :ji;;ltl'r+t;;-h>;'~11 ! ! ,,-.-,'~i H i l~.H;+ tihll Ht~11 ! ~ ! I ~i~ I i I ~ l~ittt~L~ ~,~ ~y;~ ~~ .)j~ ;1!! ~j~ u'~n Ii ~ ~:!~~i~!! u n ,Ti!,d;'~I~ '. . "] : .~ . ,j 's. 'I III ... " c' I:r: -II ;; I I, I "0 '" I '; ~;[j I~ , ~,'~ 1i:fm I I " , -.,- . , I . ,,' < ",' ~"!:': I 1;- ",i\,f , . ;.." .0 ....] .'. '1i '~ ~. I W.. 1101 : i 1~1~ I Jli I ~III; '~i'~l' i Ili~ ~ I IU ~ ; ! ' I':{'~ i,ll' III 111'1 'i I' nij 1'!II~i'! I .1J"I'lf~i! 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Iii ill:! ::l~,.....lIl" -.'.i I~ 1 ~.. 'i,~" I ' 1 , i~!11 il:~ :~ij hI!! !iU I> ~ ~ i ! : I' , i !! I , I ii, II i ! II I nn~! ~~u~~ .. .. Itll J .. I I ) I I j . I t , 4 , i~j:.... .11:,;~;:i , " f BUDGET REDUCTION WORKSHRET 'fj , DEPT: Animal Control . PROGRAM/SERVICE REDUCI'lON: FUND: 124 Animal Control Eliminate one (1) Animal Control Officer. POTENTIAL COST SAVINGS: $40,000 IMPACTS ON SERVICES: Reduced stray animal control services, cruelty/abuse investigations, courtesy "no charge" animal pick-ups, and increases in response times on requests for service. Savings includes reduction in number of vehicles maintained, since one less, Officer will be in the field. Positions affected? L yes _ DO If yes, list positions: (1) Animal Control Officer (filled) 5 . - ,>:<< BUDGET REnUCllQN WORKSHEET DEPI': Cemetery FUND: Cemetery PROGRAM/SERVICE REDUCTION: FJiminllte clerical support; reduce grounds maintenance. POTENTIAL COST SAVINGS: $34,100 IMPACTS ON SERVICES: The Cemetery Office is operated with two employees. With the Typist Clerk IT position eliminated, the office will be closed at times during the day. To reduce -. grounds maintenance expenses, fertilizing and ov~il1g the lawns will be eliminlltPd . PositiODS affected? L yes _ DO If yes, list positioDS: (I) Typist Clerk IT (vacant) 6 BUDGET REDUCTION WORKSHEET DEPT: City Clerk FUND: General PROGRAM/SERVICE REDUCTION: Reduce Business Registration staff. POTENTIAL COST SAVINGS: $51,000 .. ... H., IMPACfS ON SERVICES: , This cut may reduce the amount of Business Registration revenue generated by the Division. Workload would be restructured to move apartment and commercial .' property rental registrations to inspectors now handling rental housing registration. All other businesses would be divided geographically between the remaining tWO. ... inspectors. Account Clerk duties would be evenly divided among the remaini'lg four Account Clerks. PosItioDS affected? ..x.. yes _ DO If yes, list positiODS: (1) Business Registration Inspector (filled) (1) Account Clerk I (filled) 7 BUDGET REDUCTIQN WORKSHEET DEPI': Civil Service FUND: General PROGRAM/SERVICE REDUCTION: Reduce operating expenses. POTENTIAL COST SAVINGS: $15,200 IMPACTS ON SERVICES: No reduction in the level of service is anticipated. Fewer recruitments will result in savings in professional/contractual expenses for pre-employment and psychological exams. Various other expenses for dues, office supplies, training, printing, and postage would also be reduced. PositioDS afl'ected? _ yes ..L no If yes, Ust positiODS: 8 BUDGET REDUCTION WORKSHEET DEPT: Code Compliance FUND: General PROGRAM/SERVICE REDUCTION: Reduce expenditures for maintenance and operations, and contractual services; reorganize weed abatement staff. POTENTIAL COST SAVINGS: . $124,500 ... . IMPAcrs ON SERVICES: . Weed Abatement staff will be reorglln;7.ed to elim;nllte a vacant Weed Abatement Aide position, reclassify a Weed Abatement Aide to a Code Compliance Officer I, . and reclassify a vacant Account Clerk I to an Account Clerk ill. These position upgrades will improve the level of seivice to the public and strP.lImline adm;n;"lrative functions. A reduction in contractual services, as well as maintenance and operations, will result in reduced funding for abatements, board-up's, and demolitions. However, this will be offset by increased funding from EDA for these purposes. Positions affected? ...!... yes _ DO If yes, list positioos: (1) Weed Abatement Aide (vacant) I I (1) Account Clerk I (vacant) reclassified to Account Clerk ill (1) Weed Abatement Aide reclassified to Code Compliance Officer I (filled) 9 BWGET REDUCTION WORKSHEET DEPI': Council Office FUND: General PROGRAM/SERVICE REDUCTION: RUminllte Administrative Assistant to the Council; hold Secretary vacant for 1997-98; add Administrative Operations Supervisor(U). POTENTIAL COST SAVINGS: $39.7.00 (net) .... IMPACTS ON SERVICES: Some of the savings froIi1 this reduction ($4400) would be reallocated for maintenance and operations. The total savings from the reorganization is $44,100. Positions affected? ...L yes _ no If yes, list positions: (1) Admin. Assistant to the Council (vacant) (1) Admin. Operations Supervisor (U) (new) (1) Secretary (will fill new position) 10 BUDGET REDUCTION WORKSHEET DEFI': Facilities FUND: General PROGRAM/SERVICE REDUCTION: Reduce funding for alterations and renovations. POTENTIAL COST SAVINGS: $40,000 . IMPACI'S ON SERVICES: . The budget for replacing worn, deteriorated carpeting will be reduced to $20,000. No roof maintenance will be performed this year. Positions affected? _ yes ...L DO If yes, list positions: 11 BUDGET REDUCTIOK WORKSHEET DEPl': Facilities FUND: General PROGRAM/SERVICE REDUCTION: Reduce various operating expenses. POTENTIAL COST SAVINGS: $80,700 -c- IMPACfSON SERVICES: Service levels to all departments will be affected by these reductions: - Parking Control Checkers will not received 800 MHz radios this year ($7,100). - ,.';!Bui1ding maintenancci supplies will be reduced ($8,600). This may result . in equipment being unavailable until funds are allocated for repairs. - The city-wide painting contract will be reduced ($S,OOO). - Contract cJP.lIning services throughout the city will be reduced ($30,000). - Contract for WlIAhing of windows and skylights at Carousel Mall will not be funded this year ($1,000). - No vehicles will be replaced this fiscal year ($24,000). - Use of college interns will be reduced; funds for conferences, memberships, and training for employees will also be reduced ($2,000). . PositioDS affected? _ yes .A. DO If yes, list positiODS: 12 L_ ____ BUDGET REDUCTION WORKSHEET DEFT: Facilities FUND: General PROGRAM/SERVICE REDUCTION: RUminate vacant Carpenter position. POTENTIAL COST SAVINGS: $34,700 c ,",',' IMPAcrs.ON SERVICES: c This position has been vacant since February 1996 and has not been refilled to achieve salary savings. This will continue to mean delays in services on both emergency and routine requests. PosItions affected? ..L yes",- DO If yes, list positions: (1) Maintenance Carpenter (vacant) 13 BUDGET REDUCTION WORKSHEET DEPI': Finance FUND: General PROGRAM/SERVICE REDUCTION: In the Print Shop, reduce ComposerlBindery Clerk hours from full-time to part- time. POTENTIAL COST SAVINGS: . $12,000 ..... .<<.'\.i .' . IMPAcrs ON SERVICES: There should be little impact on services. The volume of work that is currently handled by the ComposerlBindery Clerk can be done with reduced hours. If the volume of work for this position significantly increases over current levels during FY97-98, the work will have to be contracted out. PasitiODS affected? ..x. yes _ no If yes, list positions: (I) ComposerlBindery Clerk (filled) 14 " BUDGET REDUCTIQN WORKSHRET DEPT: Finance FUND: General PROGRAM/SERVICE REDUCTION: Consolidate Treasurer's Office staff wi$ Accounting staff on the fourth floor of City Hall; eliminate Admini!ltrative Operations Supervisor n position. POTENTIAL COST SAVINGS: $50,800 1.;B:;,j;~,;:~?: .... ..' ' IMPAClS ON SERVICES: By consolidating staff and handling the Treasury functions from the fourth floor instead of the second floor, savings can be achieved by deleting one position. New procedures will have to be developed with the Water Department cashier for '.. ~ dai1YCllSh,~ored car service pick-up, space usage, and access to the . "safe.' All petty 't;,I~h reimbursements, investments, and other Treasurer's Office functions will be"handled from the fourth floor, ,.~. -'- Positions affeCted? ..I.. yes _ DO If yes, list positions: (1) Admini!ltrative Operations Supervisor n (filled) 15 " BUDGET REDUCTION WORKSHEET DEPI': Fire FUND: General PROGRAM/SERVICE REDUCTION: Reduce from four (4) to three (3) the n1Jlnber of personnel assigned daily to Engine 221 at the Central Fire Station; eliminate three (3) Firefighter positions; add a Fire Prevention Officer. POTENTIAL COST SAVINGS: f't.~!~?i$llO,900 (net) ".,.'.; ..;:,..... _.,-,;."" IMPACTS ON SERVICES: Engine 221 is the last remaining non-paramedic engine with four personnel; the rest have three. This unit is the first or second engine in to most of the City's core high yaiue area, i.e., high rises, malls, and other target hazards. '. Target hazards sUch as these necessitate intensive staffing for initial emergency response~ The fourth Firefighter is also used for other short term fill-ins, such as: , - Replacing on-duty fire investigators when they are needed; - Replacing Haz-Mat Team members while they attend training; - Cover for negotiations and other Union leave as required by the MOU; - Cover for depositions and jury duty; - Temporarily replace on-duty Firefighters that need to leave duty because of illness or injury. Some increase in overtime has been factored in for those cases that off-duty personnel will need to be called back to duty to perform the above functions. No layoffs would resUlt; the three personnel would be used as floaters to offset overtime used from constant mannil\g1minimum staffing coverage. (The increase in cost for use of floaters has been factored into the net savings.) Some of the savings from this reduction would be used to reestablish a Fire Prevention Officer that was previously eliminlltPil, Positions affected? ..1. yes _ no If yes, list positions: (3) Firefighter (filled) (1) Fire Prevention Officer (created) 16 ." , BUDGET REDUCTION WORKSHEET II DEPT: Fire PROGRAM/SERVICE REDUCTION: FUND: General Close Fire Station No.9. POTENTIAL COST SAVINGS: $750,200 IMPACTS ON SERVICES: . A target dollar amount equal to 5% of the total Fire budget is $756,900. Achieving a reduction that will reach that target requires a loss of personnel. In fact, a loss of one engine or ladder company is needed. There is no doubt that closing a station creates a significant geographic service gap. .That gap equates to a serious delay of emergency responders for medical aid and fire suppression activities. In most iDstances, there would be several minutes added to the normal response time. The manifestation of increased response time such as this bas a direct correlation and impact on life safety, firefighter safety, and property loss. PositiODS affected? ..I.. yes _ DO If yes, list positions: (3) Firefighter (filled) (3) Captain (filled) (3) Fire Engineer (filled) 17 .' " BUDGET REDUCTION WORKSHEET DEPI': General Government FUND: General PROGRAM/SERVICE REDUCTION: Reduce civic/promotional and fine arts ~ding. POTENTIAL COST SAVINGS: $50,000 ,',c', IMPACTS ON SERVICES: Fine arts funding would be reduced by $31,000; civic/promotional funding would be reduced by $19,000. " PositlODS affected? _ yes ...L DO If yes, Ust positions: 18 BUDGET REDUCTION WORKSlIRET DEPl': Library FUND: General PRQGRAMlSERVICE REDUCTION: Reduce library funding by.S %. POTENTIAL COST SAVINGS: $137,400 ~:: . . . IMPACTs ONSERVICFS: To be determined by the Library Board of Trustees. PositiODs affected? _ yes _ no If yes, list positions: 19 BUDGET REDUCTION WORKSHEET DEPI': Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Reduce parks maintenance services. POTENTIAL COST SAVINGS: , " $123,700 IMPACTS ON SERVICES: No preventative maintenance will be performed on park facilities such as, shade shelters, park restrooInS, concession stands, bleachers, fencing, and basketball backboards and supports. Without this regular programmed maintenance; there will be more broken and worn equipment. Response times to correct fePairs will be increased. Health and safety issues will take priority, with installations and construction performed as time allows. Positions affected? ..L yes _ DO If yes, list positions: (4) Park Maintenance Worker I (3) vacant; (1) filled. (Vacancies contingent upon move-up's to PMW II) 20 '. BUDGET REDUCTION WORKSlIRET DEl[: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Close Cal State and Mill swimming pools. POTENTIAL COST SAVINGS: "" $6.800 (net) IMPAcrs ON SERVICES: These pools were closed in 1995, and reopened for a partial season in 1996. Positions affected? ..L yes _ DO If yes, Ust positions: Part-time positions only 21 , , BUDGET REDUCTION WORKSJrnET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: F.1iminatp. Senior Recreation Supervisor and reduce programming. POTENTIAL COST SAVINGS: ,', ,$66,300 \ ,',' '<'b~~;:", IMPAcrs ON SERVICES: Reduction in the number of special interest classes, trips, and tours; less general staff support for special events. Most services will be preserved by reassigning duties to remaining staff, but quality of the operations may be impacted. PositiODS affectecl? ..L yes _ DO If yes, list posltioDS: (1) Senior Recreation Supervisor (vacant) 22 BUDGET REDUCTION WORKSHEET DEPl': Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Downgrade vacant Recreation Supervis9r to Recreation Program Coordinator. POTENTIAL COST SAVINGS: $19,000 IMPACTS ON SERVICES: Reduction in level of support for youth sports programs and special events. PosidODS affected? ..L yes _ DO . If yes, Ust posidODS: (1) Recreation Supervisor (vacant) 23 BUDGET REDUCTION WORKSHEET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: F.1iminate Typist Clerk II. POTENTIAL COST SAVINGS: $28,800 ... . IMPACTS ON SERVICES: Reduced customer service support at the Downtown Senior Center. There will also be delays in typing and filing of documents required for the Senior Nutrition program. PositiODS affectecl? ..L yes _ DO If yes, list positions: (1) Typist Clerk II (filled) 24 BUDGET..REDUCTION WORKSHEET DEPT: Personnel FUND: General PROGRAM/SERVICE REDUCTION: ~.l\ Reduce Personnel Clerk \r ~urs ty 5~'%; reduce support services benetits 9dmini~tration, ~ruitment, hiring & separations. POTENTIAL COST SAVINGS: " "'. $15,800 IMPACfS ON SERVICES: Availability of staff to troubleshoot employee eftt problems will be reduced. .,Einployee appointm..m~ will bere'quired '~foffering drop-in service at the... .. . counter. There may be delays in: co ence . fu eJnployees regarding benefits. Slowdowns will be experienced in adv ing for job openings, as well as opening city jobs and posting job flyers. In-processing of new employees . occur bi-weekly instead of the current weekly schedule. There will be delays in rocessing the average 40 employment verifications that are received month for employees. . o If yes, list posido~. ~ ..\~'l P~::~n~~~~=~w: 50% of tits) .-\ Positions affected? ..A. yes BUDGET REDUCTION WORKSHEET DEYl': P1Annil1g and Building Services FUND: General PROGRAM/SERVICE REDUCTION: F.!iminAtp. (1) Assistant Planner. POTENTIAL COST SAVINGS: . ..., . $4~.,.SOO . ".'..' . IMPACTS ON SERVICES: Loss of this position will continue to impact service to the public. Fewer planners are available to provide general planning information and complete project ~;11g. The public counter and phones are covered by the same planners who are respOnsible for processing minor applications as well as projects through the DRC and the PIAnni11g Commi!t~ion." One person out sick or on vacation severely i"'P"cts daily operations. One Assistant Planner position was lost last fiscal year. leaving seven planning positions, a Secretary, and a Typist Clerk. The Clerk position is also proposed for eliminAtion as part of the 5 % budget reduction. PositioDS affected? ...L yes _ DO If yes, Ust positions: (1) Assistant Planner (vacant) 26 BUDGET REDUCTION WORKSHEET DEPT: Planning and Building Services FUND: General PROGRAM/SERVICE REDUCI'ION: RUminAte (1) Typist Clerk n (Planning Division/Development Services). POTENTIAL COST SAVINGS: ~,300 .. . '::":",...,,__',,c.'_: . IMPACTS ON SERVICES: Deleting the Typist Clerk n position will affect service to the public. This person provides reception services for the department. ~tion of DRC agendas may be delayed. Records maintenance will be affected because no one will be a\'8ilible to do filing and cataloging of project files on a regular basis. . Preparation of routine correspondence, memos, copying, and distribution of docmnents may be delayed. . Computerization of the Development Code and preparation of the Planning case processing schedule may be delayed. The Planning Commission Secretary and the Director's Secretary will be affected by the loss, as these positions will continue to assume responsibility for the above duties in addition to their current duties. .. Positions affected? ..!...yes_DO If yes,. list positions: (1) Typist Clerk n (vacant) 27 BUDGET REDUCTION WORKSHEET DEFI': Planning and Building Services FUND: General PROGRAM/SERVICE REDUCTION: . Reduce professional and contractual services. POTENTIAL COST SAVINGS: $23,300 IMPACTS ON SERVICES: e ::.; these funds will... the Planning Division from processing City. initiated development and. special projects which require geologic review. logical review, or further enviromnental review. Fewer workshops will be provided for staffregardiDgCEQA law,subdivision law, etc. The preparation-of the update to the Housing ElemCnt of the General Plan, which is due June 1998, may be delayed. Processing times will be delayed on plan checks which would normally have been sent out. Positions affected? _ yes ...L DO If yes, Ust positions: 28 BUDGET REDUCTION WORKSHEET DEPl': Public Services - Street Admin. FUND: General PROGRAM/SERVICE REDUCTION: E1iminllte funding for the computerized Customer service system. POTENTIAL COST SAVINGS: $17,800 IMPACTS ON SERVICES: , Without the computerized customer service system, improvements in customer !', service response and management of street maintenance requests will be difficult. Positions affected? _ yes ...L no If yes, Ust positions: 29 . . BUDGET REDUCTION WORKSHEET DEPT: Public Services - Concrete Maintenance PROGRAM/SERVICE REDUCTION: Eliminate (1) Maintenance Worker II. POTENTIAL COST SAVINGS: $30,300 (net) IMPACTS ON SERVICES: F.1imin"ting one Maintenance Wor longer delays in sidewalk repair. purchase more materials and FUND: General II from the concrete crew will result in me of the savings ($1300) would be used to . es for the remaining personnel. , .t { ~' If yes, Ust positions: (1) Maintenance Worker II (vacant) 30 BUDGET REDUCTIONWORKSBEET DEPr: Public Services - Street ~aintP.tlllnce FUND: General Reduction of field radio communication equi t will result in restricted ability to coordinate field work. Without funds to P chase an additional sandbagging machine, there will be delays when provi' sandbags to residents during rainstorms. Less funding will be availabl rent equipment for storm clean-ups, and to purchase asphalt for pothole . . g. PROGRAM/SERVICE REDUCTION: Reduce miscellaneous operating expenses POTENTIAL COST SAVINGS: $35,900 ,.:...>;. .,.~ "--,. -'~(~: IMPACfS ON SERVICES: Positions affected _ yes.x.. DO If yes, 6st positions: 31 BUDGET REDUCTION WORKSHEET DDT:~b~SeM~s-roptofW~ FUND: General PROGRAM/SERVICE REDUCTION: Downgrade Heavy Equipment Operator to Maintenan~ Worker I; operating expenses. POTENTIAL COST SAVINGS: $16,800 IMPACTS ON SERVICES: As a result of the downgrade to Maintenan~ orker I, this position will not be allowed to function using heavy equipment ch as a skip loader or a large mower. Instead, work will be performed hand. This will redu~ the efficiency of operations, and increase the time to clean up illegal dumping. Reductions in overtime and materials ill mean delayed response to clean up requests, and reduced use of weed er. . f ~\"1 PositiODS affected? yes _ DO H yes, list positions: (1) Heavy Equipment Operator (filled) 32 : BUDGET REDUCTION WORKSHEET DEFI': Public Services Street Sweeping FUND: General PROGRAM/SERVICE REDUCTION: Reduce street sweeping frequency to once per month for residential/collector streets, and twice per month for arterial streets. POTENTIAL COST SAVINGS: $272,400 IMPACTS ON SERVICES: Residential streets are currently swept twice per month, and would instead be swept once per month. Arterial streets are now swept weekly, and would instead be swept twice per month. Availability of sweepers for rainy-day make-ups, special cleaning services, storm drain clearing, and storm clean-up will be reduced. This may result in a depreciation of community appearance and some IOClIli7.ed flooding caused by debris blocking storm drains. Positions affected? .x. yes _ DO If yes, list positioos: (I) Maintenance Supervisor downgraded to Lead Worker (filled) (4) Motor Sweeper Operators (filled) 33 BUDGET REDUCTION WORKSHEET DEPI': Public Services Street Sweeping FUND: General PROGRAM/SERVICE REDUCTION: Shift costs of disposal operation to the Refuse Fund. POTENTIAL COST SAVINGS: $69,400 . . . . . . IMPACTS ON SERVICES: One Maintenance Worker II is responsible for disposal of the debris collected by the street sweepers. Since this is actually a Refuse operation, it is proposed that . the Refuse Fund absorb the salary and benefits of the MW II and the cost of the rolloff truck used in the disposal function. Positious affected? ..L yes _ DO If yes, list positious: (1) Maintenance Worker II (shift to Refuse) 34 BUDGET REDUCTION WORKSHEET DEfT: Public Services Street Sweeping FUND: General PROGRAM/SERVICE REPUCTlON: Shift costs of tipping fees to the Refuse Fund for debris collected by Street Sweeping. POTENTIAL COST SAVINGS: $175,000 IMPACTS ON SERVICES: None. Positions affected? _ yes ..1 no If yes, list positions: 35 BUDGET REDUCTION WORKSHEET DEPl': Public Services - Street Tree Maintenance FUND: General PROGRAM/SERVICE REDUCTION: F.1imin"t~ Professional/contractual services; reduce funding for equipment. POTENTIAL COST SAVINGS: $17,600 IMPACfS ON SERVICES: The number of years in the tree trimming cycle w: be increased with this elimination of all General Fund contract tree . g. Replacement of broken and worn tools will be restricted. ~ { l X W i~A. -J il Positions affected? _ y. .A. no If yes, list positions: 36 BUDGET REDJ,JCTION WORKSHEET DEPl': Public Works - Field Section FUND: General Fund PROGRAM/SERVICE REDUCTION: F:1iminlltp. (1) Construction Inspector. POTENTIAL COST SAVINGS: . $36,SOO .,. . ..' '. ..:'..;r',:r<, . '<" .:.'>,~~.;" , IMPACTS ON SERVICES: '. . Loss of staff will require other staff members to make up work to insure compliance with permits. May impact the overall quality of construction performed, as noull work may be fully inspected. Will increase the geographic area covered by each remllining inspector, and increase travel costs to projects. Positions affected? ...L yes _ no If yes, list positions: (1) Construction Inspector (filled) 37 BUDGET REDUCTION WORKSHEET DEPT: Public Works - NPDES FUND: General Fund PROGRAM/SERVICE REDUcnON: Reduce materials, supplies, and equipment. POTENTIAL COST SAVINGS: '" $7,100 IMPAcrs ON SERVICES: The city pays $54,000 annually for its portion of the area-wide NPDES permit. 1n addition, the city is required to provide its own public education program, monitor storm water, and regularly clean catchbasins. These reductions will have an overall impact on the ability to meet the obligations of the area-wide permit and the education program. Also, balf of all catchbasins are now cleaned each year by a contractor; there could be some reduction in the number cleaned this year. Positions affected? Jes ..I...DO If yes, list positions: 38 OTHER OPTIONS DEPT: FUND: General OPTION: Issue Refunding Bonds; reduce debt service payments on Fire Station and Library facilities. POTENTIAL COST SAVINGS: $45,000 . IDGBLIGHTS: (Details were provided in the backup materials for the 6/2197 C<>mmi!l~ion agenda.) Positions affected? _ yes .L DO If yes, Ust positions: 39 OTHER OPTIONS DEPl': FUND: General OPTION: Extend maturity date of 1989 bonds to reduce debt service payments. POTENTIAL COST SAVINGS: $110,000 :' "'>.,<Z ' . . HIGHLIGHTS: ..... .... . " Extend the maturity date of the 1989 Bonds from September I, 2013, to the maturity date of the Refunding Bonds of September I, 2022, for an annual debt service reduction of $110,000 per year through 2013. (Details were provided in the backup materials for the 6/2197 Commission agenda.) Positions affected? _ yes ..A. DO If yes, list positions: 40 OTHER OPTIONS DEPT: FUND: General OPTION: Fund 911/97 bond payment with proceeds of the 1997 Refunding Bonds. POTENTIAL COST SAVINGS: $500,000 .' ,.:' , " IDGHLlGBTS (Details were provided in the backup materials for the 6/2/97 Commission agenda.) Positions affected? _ yes .A. DO If yes, list positions: 41 OTHER OPTIONS DEPI': Refuse FUND: General OPTION: Transfer title of Refuse portion of City Yard to the Refuse Division. POTENTIAL REVENUE: $2,700,000 ,,', , " , ",' IDGHLIGHTS: Authorize the transfer of title of the Refuse Division portion of the City Corporate Yard for a consideration of $5,400,000 to be released to the City in equal installments during the 1997-98 and the 1998-99 fiscal years with a lease-back to the City and payments to be made from the Refuse Fund. (Details were provided in the backup materials for the 6/2197 Commission agenda.) Positions affected? _ yes ...L DO If yes, list positions: 42 DEPI': Fire OPI'lON: OTHER OPTIONS FUND: General Establish a fee for Fire Department plan, review POTENTIAL REVENUE: $70,700 '.. '. HIGHLIGHTS: , , , .. , (Additional details will be provided via separate memo from the Fire Chief.) PositiODS affected? _ yes ..L DO If yes, list positioDS: 43 " , I -".-,.y _. :..t:,:; ......,";. 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BUDGET REDUCTION WORKSHEET ;;, '.';,: ~>\ :r~,,")~~":~; ,"':. .?" 'J.~ -.; ,';~.. \:/!' --;.'...' (. "'" H~~~" ',';'.--'. ''f'' ,'--,:,; . l~#~;~l~t:.: ~~.ei{:~:;j)v: ,;~~( }:,:.:.."j:..';'-~--;"-'ry., :~1~,~f:~' ~.:~:,":,; -< ~ 1'.....\ \ . j~.:~,;, . {' ~ ' fl~i;f.Ji , , "" , '1j,. ':. ":? ~~::~ J~~~ -,~....~.. "'!:'" ~~ r,. ')"~~7' ....":":,~'.''':--:;,''~'~7-.:~_~''.J?'': .....:':' .~."t"r I ". ."J :.~_"'~-~-'~':""~:.''''~:,-.,-.,^.~,'f'~'- ~'" ..-,., t,t' '." -." '-',' ;-\ ~:.):'"{~.tf'"~;;~"K, ~::, ,:",;,,'ty,~ ;~~i~;~ "~,:'; ,ie, -.,:;", ~;;~ ~! ),i,' _:'~__"""'~~..I;, 0:)' 't:':';"~::' '1:~ ,\.u....., ~-.; ~j~~ >.-;'jV_ .:".~~...."f~'4#r>;'"....-}{i:l~jl-.~(:ro: . - \.,.~,-"..ff:---- f~(I}.1('iIr"'r,:,<fi);,~1:t.).: (l:';~}ii;~~c;\""/:\ ;~JlUDGET."RE~B~TI~~'W:Olp{SIIEETi'}' ~:>;.N/" ':':;'::'r~.iJ'-<""' :,', - -" '/<'-: ( '." ",r,"\ ") .' ~~;~~'~:~ '. .~<t~~t~3 . ';"1 ~ '~':~~:~:~,t}~ , .~" DEPI: Risk Minagelnent '1,~~ -~. ~'~~ff: ~ , . :;:~i~~~~~:"~~~' ~:';~f;{.::~ FtJNri: . Workers' . Compensation "~."~~Cl""::~:l_'::---~::,,::, "~,.',' -'~l,....Nr.;,;;_.-l'i,"\-l', "Jl'IlM'. ..., ' , ' ~ -~; .;)/ ., ~.";-; .~),'<~. . . " :,';,. ",;..:~~,', :::::'-;%. f~~1~': ........ .... , imooRAMlsiIVI6EllK;iut:11oN. :'~:*~:~i.~~,'!~l~'l}f~~~~~?~*;!-.'f~tl; :':~':i(~~{'~'I.~um~~1?n~~~'\1.'1":'{".\::~\i. ," ?:}!:,'~:t:~Red '.-~ .,. 7;tf'i,~~'!:ki},;~~R~ii~.;;:A::.~0~;!,^ ::'-::' --:r.i.-'y,:-, i+.V'ri'>~S.;:.*~~~:' i; ~.~".";' 'J,\~.~#t':lf"''';'; ~" " "~'A' ...;,1j:<,,-,<<--::'/~;i;ti~):r,f' ' ", -. , ' (";'!'-~T-:l:<"~I'l4:",~':r.r.^",,'~ , ',~~;;tP',;;!':'~ " . , ". ~: f ""~ .':- / "/, ,,"',." .' ...:'~'}].-\,-'{'.- 1i,'i':;; *",,\';1:'1.,' )~rJ;~~~~~ ;f~}:!:: CITY OF SAN BERNARDINO POLICE DEPARTMENT PROPOSED BUDGET REDUCTION PACKAGE FY 1997/98 Previously - . (/{ (Iv /IIP/17 Previously - . / / tJ ~ ;1 '/91 Previously - . /.1 0 1/ p" /17 Previously - . / I () V /21/ /17 JUNE 11{ 1997 ~;4 /17 .#/ City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Mayor Tom Minor Fred Wilson, City Administrator From: Lee Dean, Chief of Police~ Subject: Budget Reduction Package Date: June 11, 1997 Copies: On June 4th the Police Department's executive staff completed a detailed "audit" of organization-wide resource critiques. (I described this process for you last month and sent along exemplars) . What follows is a comprehensive budget reduction strategy with both immediate and long-term impacts. I am submitting this to you as a package proposal, essential in terms of allowing some degree or thoughtful planning. The first, and perhaps most important item for discussion, is our COPPS grant. Failure to budget for COPPS allocated positions will put at issue our compliance with grant mandates, and thus continued funding; (I note that you have been copied on letters from Simon and Company, which addressed this point). Therefore, I recommend a more cautious approach, outlined in my June 2nd memorandum to you; (attached). Program changes and corresponding cost reductions ($) are set forth on a budget reduction worksheet (4 pages), giving a brief descrip- tion of each adjustment. Following this is a "responsibility chart" which outlines, in random order, specific "action items" to achieve the program changes. Finally, a revised table of organization is included. Captain Mike Billdt will have Patrol Services; Captain Bob Curtis, Investigations. Personnel and Training, Internal Affairs, and Budget will fall under the l'.ssistant Chief. THE SBPO IS CCIIIITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGM PROBLEM RECOGNITION AND PROBLEM SOLVING Chief of Police Senior Secretary Executive Officer/P.I.O. Assistant Chief Internal Affairs Personnel & Training Budget Executive Investigations Division Admin Officer/P .1.0. Analyst Secretary Fleet Watch Secretary Maintenance Command Intelligence Area "A" Command Records Transcription POP/BMET Traffic Bureau Detective Narcotic Bureau Alarm Street Team Area "B" Command Ordinance Homicide Area "C" Command Special~ed POP/BMET Crimes Narcotic POP/BMET Street Team FBI Area "0" Command Task Force Lab I POP/BMET Area "E" Cemm~~d Task Ferce D:s!r'::liPOP Crimes r' POP/BMET ID/Property Crime SANCATT Communications Analysis Task Ferce Bureau , POP Detectives I (TOY Patrol) ......_....Jl,S. ",... --.lIlIIII SAN BERNARDINO POLICE DEPARTMENT FY 1997/98 BUDGET REDUCTION WORK SHEET BUDGET ITEM COSTS SAVINGS 1. leave one police captain position unfilled in FY 1997/98. $ 91,800 The department will reduce from three to two the number of divisions within the department which will cause an increase in the administrative duties for the two remaining captain positions. They will have less time available to effectively manage and administer the organization and complete future training activities. 2. Elimination of DARE Program: eliminate one P-2 Position via attrition and two vacant P-l positions. $ 219,550 Subject to City Council approval, the police department will be discontinuing our participation in the DARE program, effective June 30, 1997. The school district has decided not to fund DARE as it is currently designed and will look to other programs of drug education and intervention. The DARE Program has served a useful role, but that role is no longer viable under a shared resources approach. The DARE survey report submitted earlier this year did not justify continuing the program in its current design. Importantly, the DARE concept originally contemplated sustainment, education through the middle schools. This, of course, has not been feasible given budget restraints. 3. Restructure area commandsiwatch command: Utilize savings from eliminating one vacant TClII position in dispatch to offset the upgrade of three P-2 positions to P-3 positions. $ 33,444 $ 32,148 On 8/5/96, the City's community policing area commands were expanded from three to five. Effective 7/1/97, the department's watch commander alignment will transition from a one lieutenant and three sergeants configuration to four sergeants. The lieutenant's position will be reassigned as the patrol commander's executive officer to handle the increase in administrative duties of the Patrol Captain. These changes necessitate the addition of three sergeants to provide field supervision for critical incidents and to ensure an acceptable span of control is maintained. 4. Replace the current FTO training program via attrition with a "pay for training" program utilizing P-1's: downgrade 9 P-2 positions to P-1 positions. $ 22,739 $ 56,472 The department currently utilizes thirteen P-2 (corporals) as patrol trainers for newly hired officers in the FTO program. They are paid as trainers regardless if a trainee is assigned to them or not. During the next six months, the department will transition to a pay for training program utilizing P-1 (police officers) who are motivated to be field training officers and possess the requisite skills and knowledge. The department has experienced an annual attrition rate of 16 officers per year. We anticipate that the pay for training program will be in place effective 1/1/98 with all 9 remaining P-2 positions in the Patrol Division absorbed through attrition. Trainees will complete seventeen weeks of training with FTO's. Annual recurring budget savings are estimated at $67,466 after implementation. 5. Upgrade one CSRI position to CSRII assigned as crime prevention specialist. $ 2,820 The department will be decentralizing it's Crime Prevention Unit and establishing a CSRII Crime Prevention Specialist position in each of the five area commands. Staffing will be provided by reassigning three CSRII positions in Crime Prevention and one CSRII position in Personnel & Training to the Patrol Division and upgrading one CSRI position to CSRII. Each CSRII will provide intensive crime prevention programs within their geographical area and have oversight of the Crime Free Multi Housing Program units within their command. 6. Reorganize police d:~patch: outsource the Service Desk function 16 hOL:.s pr day and eliminate three Dispatcher VII positions via attrition. $ 39,166 $ 117,234 Service desk duties require less training, knowledge or skills than call taking or radio dispatching. The service desk can be outsourced sixteen hours per day or 5,840 hours per year (the equivalent of 3 full time positions). Outsourcing this function will guarantee the service desk is staffed sixteen hours per day and help eliminate chronic staffing shortages due to absences and training of new personnel and reduce overtime costs associated with staffing dispatch. The total savings is combination of the salaries/benefits associated with the three dispatcher positions that would be eliminated and a reduction of $62,603 in overtime costs. We anticipate that all three Dispatcher 1/11 will be absorbed through attrition by 1/1/98. The annual recurring budget savings is estimated at $156,134 after implementation. 7. Replace senior dispatcher trainee program with "pay for (raining" program utilizing Dispatcher II positions: Downgrade four Senior Dispatcher positions via attrition to Dispatcher 1/11 positions. $ 2,718 $ 3,624 The department currently utilizes four Senior Dispatchers as trainers for newly hired dispatchers. They are paid regardless if a trainee is assigned to them or not. During the next six months the department will transition to a pay for training program utilizing Dispatcher II who are motivated to be trainers and possess the requisite skills and knowledge. The department has experienced an average attrition rate of four dispatcher positions each year. Each trainee completes an intensive nine month training program with their assigned trainers. We anticipate that the pay for training program will be in place effective 1/1/98. We currently have one Dispatch Supervisor and one Senior Dispatcher openings. Annual budget savings are estimated at $1,812 after implementation. 8. Reorganize Records: Outsource permits desk, document imaging scanning, subpoena coordinator and file clerk functions: eliminate five PRCI positions via attrition. $ 85,933 $ 220,819 The department is proposing to outsource the permits desk, document imaging scanning, subpoena coordinator and file clerk duties within the records bureau. The permits desk fingerprints job applicants, sex off""der and narcoti::-s offense registral"s. The assigned clerk catalogues scars, marks and tatoos on registrants and enters this information into the violent crime index network. A trained contract jailer would be better suited to fill this position and would minimize the City's liability exposure. The document imaging scanning, subpoena coordinator and file clerk duties do not require a. fully trained police records clerk to handle these duties. Outsourcing these functions would help eliminate chronic staffing deficiencies associated with absences and training and reduce the overtime expenditure in records. The total savings is based on the salarylbenefits for the five PRCI positions that would be eliminated and a projected reduction in overtime expenditure of $ 87,702. We currently have two vacant PRCI positions and anticipate that all five positions will be absorbed through attrition by 9/1/97. Annual recurring budget savings are estimated at $161,863 after implementation. 9. Downgrade one Senior Secretary position to Secretary. Utilize savings to move Senior Secretary position assigned to the Chief's Office from General Employees' Unit to Management and Confidential Employees' Unit at step 3. $ 2,088 $ 3,732 The Senior Secretary position assigned to the Chief's Office should be a Management and Confidential Employees Unit position. The Chief's secretary routinely handles a large volume of information deemed to be sensitive and confidential. The Senior Secretary's position that will be downgraded is assigned to a division commander and will become vacant 8/21/97 with the incumbent's scheduled retirement. 10. Create an Area Command POP Detective assignment: purchase five fully equipped detective vehicles. $ 138,500 The department will create a POP detective assignment having five existing P-2 positions assigned TDY from the Detective Bureau to the five Area Commands. Staffing will be provided, in part, by reassigning (3) Vice/Narcotics P-2 and one Personnel & Training P-2 recruiter to the Detective Bureau. Each detective will be part of the newly created POP team consisting of a POP sergeant (administrative sergeant assigned to the Area Commander), POP officers, B-MET officers and the CSRII crime prevention specialist. The POP units will provide the Area Commanders with the resources necessary to target and suppress crimes and community problems specific to their command. The detectives will be housed at the Community Service Offices and will need unmarked detective vehicles to perform their duties. There will be an annual operation and maintenance cost of $6,000 in addition to the one-time equipment purchase cost ($132,500). TOTAL SAVINGS - FY 1997/98 $ 745,379 $ 327,408 TOTAL COSTS - FY 1997/98 NET BUDGET SAVINGS - FY 1997/98 $ 417,971 RECURRING BUDGET SAVINGS STARTING FY 1998/99 $ 598,353 RESPONSmILITY CHART FOR DEPARTMENT P&T reassign to A;C - In charge of volunteer Assistant Chief Harp coordinator (CSRIIl), P&T, backgrounds, OPAL, payroll & backup PIO Outsoaice'si:jY:iced#~e~Ii~~~:::!:lISPmI Captains Canis & BilIdt positions vii . attrition DO....llgraCle " Senior Diipatchefposldoii$to [)Isp Captains Cunis & Billdt II via attrition - Creaie.a.payto/lr<1fJlirig~ program forDISP O'.s ..... .... . Elim~~t'l"q~(~~!~#t-utilizc saviDgs Debi Shuker to upgrade 3 P-2 positions to P-3 AClllJN Close King;riwi Stre~ff$I Qro~;~,~8*J9~ CSRltopltWll . ". C!eat~XRrWit~tRg@#,R~~f;;Y~ft Assign ReseiVeOffi~iS;~!i';AAl!~ Upgrade 3 p-Z's to Sg!. r~ir;~j!;~1~r.it@;p~t~;,~~~ Exccutive Officer-Develop In-house pop training course Sgt's rotate lhrough pop supervisor position for a I year period Officers rotate through POP every 6 months Executive Officer develop POP prospectus to include overall philosophy Lieutenant assignments Traffic program-reduce by I officer P&T P-2 recruiter assigned to Detcctive Bureau 5 Detectives TDY to patrol for pUlposes of area detectives ~IaiDtain all 7 area command offices w/staff of PRCI Relocate all area commanders to upsrairs office bay previously occupied by Community Programs TCll assigned to Community Programs becomes receptionist for area command offices. TCII to <~~tinue alarm ordina.~'_~ &; iollow thn._gh L!. Aragon 7-7-97 Erticiency Initiative & 1-1-98 Margaret Diamond L!. Jarvis 7-7.97 Debi Shuker 8-1-97 Lt. Dan Malone 7-15-97 Lt. W.D. Smith 7-15-97 Captain Billdl '" Area ImmcdiatclIn Commanders Place Captaiu BilIdt & Area Immcdiatcl!n Commanders Place Lt. W.O. Smith 9-1-97 Assist. Chief Harp 7-7-97 Captaiu Billdt 7-7.97 Captaiu Cunis 7-15.97 Captains Cunis & BiIldt 7-15-97 Captaiu BilIdt 7-7-97 In Place Sgt. Kleltenbcrg 8-15-97 LL Neigel 8-15-97 6-5-97 6-5-97 6-10-97 7-7-97 9-1-97 1-1-98 8-1-97 R~:t:is:ign dispalch trainiog SUpervisOTto fi.lJr~ Dadie Alsop 7-1-'17 noor supervision duties .. .....~...h. OULSource permits desk and. documelitl~&iDi Captain Cun!s 10-1-'17 scanning functioolElimioate 4 PR.O Jiosi~<!~;'roi attrifion Ouc5ource subpoena coordinator function Captain Cunis 1-1-98 E!imin;ue I PReI via attrition Add 2 part-time police transcriber positions Anita Peny 6-5-'17 6-5-97 In Place O\:t~ource..addiliori.a1..fi!~d':!:f#\#ig'!!~E Captain Cunis 8-1-97 W~e:: I Modify plJl:1lic.~oiinret~iviCifl!OiiI~Ja~.~ Anita Peny 7-1-97 ~:~u;s~e~~i~[i~~7t~~..~!x{~r9!fi;lml!rW Eliminate DARE Program and eliminate I P-2 Captain Cunis 7-7-97 position & 2 P-I positions (next P-3 promotion to eliminate P-2 allrilion) Re.:lSsi~?&$JY!jj9lil!~!!t$Ii.ii'!;l1e~ Lt. Neigel 7-7-97 p~troi ~~~7:lf~~~~~llai~ Lt. Neigel 7-7-97 f~~~~t_II~E?]ffiLI@~" Lt. Neigel 7-7-97 T~r~?:gg~SI1ffl!Iitl~J:;t9ffi~J Lt. Neigel 7-7-97 Desigii:!tegjii~ei1.~!?II'rogfAA1...f99!4J!l!~ Area Commanders & CSR 7-7-97 11 Tr.msfer Rideshare CoordinatoiCluries.lq!tama Margaret Diamond 7-7-97 ."":"""':"":':.:'.. ,..,:.,......,.;.,...,.:;...",:,.,.... '....;.,:;.:.;.:.:.:.:.:,......;..;.,.;;;.;.;.:.~;.....:.;.:-:-:.,,;;.;.x.~~ Un'I bri~~I~~fl{~g\!itiIB Capla!n Billdt . 7-7-97 Transfer SB Most Wanted Program duties to P&T Lt Neigel 7-7-97 T:Jining Unit CSRII1 maintaining those duties B.:.:::"'""'.1p PIO duties-tronsferred (rem Community Lt. Neig_' 7-:-97 .. P..::g4'Jrns CSRlll 10 f>&1 Lieutenant Tr:wsfer coOrdioati~.lJrspeciat~.vems;llj~ Captain Billdl 7-7-97 commander haying geO~hi~i~~;ti~ . :i~;~~..tr~ts~ft!u~~*r;J~;I; Lt. Neigel 7-7-97 , T~.l:lsfer crJining & personal safety (TIPS) ([om Lc. Neigel 7-7-97 I Corr:.:nunitl' Programs to Training Unit ... \Ii: L-lStroclor participation from attdiv:fiIl1n.l ~~~s~~~~~:r~~~o~~~.~~ Lt. Neigel 7-7-97 Transfer 10-48 program responsibility to PersoMel Ll. Neige! Cnit w/creation of a slanding COmmillee of volumeers to assist 7-7-97 ir:s~~~~j~eela~~~~~~~iijI!!lli!>l Margaret Diamond Transfer liaison officer duties for Jr. & 1m. Police pol Recruiter A.cademies from DARE to PersoMel Unit P-I recruiter Liaison to "Citylight" newsleller duties transferred to P&T Distribution of crime prevention materials-remain centralized in new slation area commander offices Transition neighborhood watch association to cluster groups 7-7-97 7-7-97 Ll. Neigel 7-7-97 Marg".ot Diamond 7-7-97 Caplain Billdt 1-1-98 Lt. Neige! 9-1-97 Reassign administrative secrelary to Intemal Captain Cunis 7-7-97 Affairs Relocate Roclcy May to interior office-Internal Sgt. K1ellCDberg 9-1-97 Affairs Admin. Analyst to Investigalions in revised table Caplain Cunis 7-7-97 of organizalion Relocate Administrative Analyst to office formerly Sgt. K1ellCDberg 9-1-97 occupied by Roclcy May Cpt. Curtis to move into Cpt. Richards' old office Captain Curtis 7-7-97 Patrol Exec. Officer to move into Cpt. Cunis' old Captain Cunis 7-7-97 ofrice Reassign budget to repon 10 AlC ~..ms~"'ti!m_E~~ .......-.....y..,..-,.-..................-.<. 1 Palrol CSRI position assigned to neighborhood watch team-upgraded to CSRII & utilize as area corrm:md/crime prevemion spec>list CF~[H Unit to repon to Patrol Exec. Officer Reserve Unit to repon to Patrol X-O Each area command/crime prevCDtion specialist CSRII will also assume responsibility for CFMH issues in their respective areas PJt:ol X-O to assume responsibility for jail ove:sight & contract Crime Analyst to create new table of organization to reflect a 2 Division alignment Watch Comm:mders to worle 4/10 plan Cap1ait! Curtis Lt. Neige! 7-7-97 7-7-97 Debi Shuker 8-1-97 Captain BiJldt Captain Billdt Caplain BiJldt 7-7-97 7-7-97 7.7-97 Captain Billdt 7-7-97 Kim Saymo 6-3()"97 Captain Billdt 7-7-97 Tramition 10 a 4 Sgt. W/C aligDment-repon to Caplain BilIdl 7-7-97 Patrol X-O Patrol X-O to be department too liaUon w/RWc Captain BilJdt 7-7-91 Mgmt Traffic Unit to repon 10 Patrol X-O Caplain BilJdl 7-7-91 Appoint CSRI to fill vacant desk CSR position Captain BilJdt 9-1-91 Hire replacement TCn to admiDster alarm Lt. Neigd 6-30-91 ordinance program Oversight for the Explorer Program transfemd to Margaret Diamon 7-7-91 the Training Unit, with voluntary advisors from the patrol division Delete Crossing Guards Sgt. Schwenka 8-1-91 Shaded areas recom-""ed by Resource Critique Committees SALES TAX ANALYSIS ACTUAL ACTUAL MONTH FY 95-96 FY 96-97 JULY 1,768,000 1,896,600 AUG 1,948,236 1,706,159 SEPT 1,394,500 1,440,500 OCT 1,859,400 1,920,700 NOV 1,876,185 1,481,720 DEC 1,497,800 1,477,800 JAN 1,997,100 1,970,400 FEB 1,501,609 1,786,928 MAR 1,275,200 1,342,000 APR 1,740,700 1,789,300 MAY 1,858,030 1,755,430 JUNE 1,422,400 1,450,000 (ESTIMATE) TOTAL 20,139,160 20,017,537 FY 96-97 ORIGINAL BUDGET REVISED MID-YEAR ESTIMATE BUDGET PROCESS REVISED ESTIMATE CURRENT ESTIMATE FY 96-97 FY 97-98 BUDGET 20,300,000 20,150,000 NO CHANGE FROM MID-YEAR 20,017,500 20,361,300 FY 97-98 ESTIMATE IS 1.7% ($343,800) MORE THAN MOST CURRENT PROJECTION FOR 96-97 FY 97-98 ESTIMATE WAS 1.05% ($211,300) HIGHER THAN BUDGET PROCESS/MID-YEAR ESTIMATE Previously - t / / (Jc,/I~"l7 Previously - t / / tJt//Z-~-/17 Previously - t // (Jt/j.z.b /'17 0~/n .PI , :. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM FINANCE DEPARTMENT TO: Mayor and Common Council ~1 i . ''M~ Barbara Pachon, Director of Finan FROM: SUBJECT: TRANSFER OF CATV TO EDA (BUDGET SAVINGS) DATE: June 18, 1997 COPIES: Fred Wilson, City Administrator The Preliminary Budget Document reflects a total savings of $413,800 relating to CATV. However, the savings is listed as two separate budget-reduction measures in the Preliminary Budget Document. ID2I to the $339,300 savings resulting from the transfer of CATV to EDA, a savings of $74,500 was alreadv factored into FY 1997-1998 budget projections on the Ways and Means report of 5/27/97 (copy attached for your convenience). Originally, Mid-Year projections assumed the FY 1997-1998 General Fund contribution to CATV would be $413,800. However, the estimated amount of the General Fund transfer was reduced by $74,500 from Mid-Year projections due to miscellaneous adjustments and the assumption CATV would utilize the estimated beginning fund balance to meet its budget requirement. In the Preliminary Budget Document, this savings is summarized with other transfer changes in the section entitled "Budget Message," page 4 "Net decrease of various miscellaneous revenues and transfers in. " The amount of savings resulting from the actual transfer of CATV to EDA is $339,300. Combined, both measures reduced the General Fund deficit by $413,800. If CATV had not been transferred to EDA, the proposed CATV budget would have been as follows: FY 1996-1997 CATV Budget Adjustment for increase in internal service charges Additional for equipment for new studio Adjustment for decrease in PERS rate FY 1997-1998 PROPOSED CATV BUDGET Previously - . / - () b /;,5'/97 Previously - . I - tJtJI /zsj"l1 Previously - . I -tJ"PI//'17 FY 1997-1998 EXPENDITURE ASSUMPTIONS $456,500 + 2,400 + 40,000 - 7.600 $491,300 t/~~7 :Pt 1 .. FY 1997-1998 FSTIMATED AVAll..ABLE FlJNDS FY 1997-1998 Estimated Beginning Fund Balance $ 83,000 FY 1997-1998 Estimated Revenues + 69.000 FY 1997-1998 PROJECTED AVAll..ABLE CATV FlJNDS $152.000 Difference between available funds and proposed expenditures ($339,300) PROPOSED TRANSFER FROM GENERAL FlJND + 339.300 Estimated Ending CATV Fund Balance FY 1997-1998 u The Council should also note that it has been assumed that the entire CATV operation is being transferred to EDA. Accordingly, all liabilities (including vacation, and sick time accruals for CATV staff), as well as all assets (mcluding equipment and the CATV Fund Balance) will be transferred to EDA. If the Council chooses, the estimated $83,000 Ending Fund Balance for FY 1996-1997 can remain with the City for an additional savings to the General Fund. Please contact me at x5242 should you require additional information. : A B C D E F 1 i , PRESENT PROPOSED 2 ! ! . FY 96/97 FY 97/98 , 3 , 105 471' 5001 : Salaries PermlFull Time 907,700 951,200 4 105. 471 : 5012: Special Salaries 5 , 105 471, 50131 Automobile Allowance 3,600 3,600 6 105' 471 : 5014: Salaries Temp/Part Time 196,400 194,900 7 105 471 : 5026: Pers Retirement 121,400 94,600 8 . 105: 471 : 5027: Health &: Life Insurance 104,000 105,800 9 105] 471 j 5028' Unemployment Insurance 2,900 2,400 1 0 105 471, 5029' Medicare+ 8,500 5,700 ~ 1 1 105; 471 ' PERSONAL EXPENSES 1,344,500 1,358,200 - , 1 3 105 471 : 5111 ' Materials &: Supplies 20,000 15,000 1 4 105 471 5122 Dues &: Subscriotions 33,000 27,000 1 5, 105, 471 , 5123: Library Books 218,000 188,200 . 1 6 105; 471 5132! Meetings &: Conferences 2,100 2,100 1 7; 105! 471 : 5133i Education &: Training 1,000 1,000 1 8: 1051 471! 5171 i Rentals 696,800 694,500 , 1 9, 105: 471' 5172, Equipment Maintenance 8,700 4,500 20 105: 471 5174, Printing Charges 5,000 5,000 21 105: 471 5175, Postage 10,000 10,000 22 105 471 5181' Other Operating Expenses 20,000 20,000 23 105, 471 ' 5183, Management Allowance 600 600 24 105 471 5188' City In-House Services 156,800 158,200 25 105: 471 MAINTENANCE &: OPERATION I 1,172,000 1,126,100 27 105' 471 5505' OTHER PROFESSIONAL SERVICEs! 7,500 7,500 ...... 29 105 471 5601 : Garage Charges 2,900 4,000 -- 5602' Workers Compensation L 30 105 471 13,500 13,500 -- 3 1 105 471, 5603 Liability , 13,100 13,100 - I 32 105 471 5604 M.I.S. Charges ~ 33,100 49,300 - .----- 33 105' 471 5605 Telephone Support I 28,500 23,800 34 105i 471 5606! Electric 125,000 120,000 35, 105. 471 5607: Gas 1,000 1,000 ,36, 105: 471: 56081 Water, Sewer, Geothermal 1,900 1,900 ! 3 7, 105! 471 , 5609! Vehicle Replacement+ 2,9001 2,900 , 3 8, 105i 471 : INTERNAL SERVICE CHARGE+ 221,900 229,500 40' 105, 471 , LIBRARY 2,745,900 2,721,300 SAN BERNARDINO PUBLIC LIBRARY BUDGET t/;1r/f"7 ,;J / ~/~;'7 #-/ ~t/?7 ~/ .. 1 v?~7 :#j LIBRARY FUNCTIONS THERE CAN BE NO COMMUNITY PROGRESS WITHOUT THE LIBRARY Why? Because.... -THE LIBRARY IS ABOUT OPPORTUNITIES FOR IMPROVED QUALITY OF LIFE - BY PROVIDING FREE ACCESS TO LIFE LONG LEARNING 2 ECONONITCDEVELOPMENT ECONOMIC DEVELOPMENT: e business enterprises: · · business research/information center · · cultural base for its employees · · assists in maintaining a literate workforce · .nurtures and shapes future workforce e home improvement/blight reduction efree information about job opportunities, assistance to study for tests and acquire marketable skills "LIBRARIES will get you through times of no MONEY better than MONEY will get you through times of no LIBRARIES." 3 , education IMPROVED EDUCATION: -70% of the students in the San Bernardino City Unified School District come from economically disadvantaged homes - It is reasonable to assume that under these circumstances many students do not have homework assistance available at home nor the right home environment for studying -The library is the only place that provides homework assistance and a pleasant, safe study environment for these students -What do these students do after school? They can either take to the streets and contribute to the future criminal population or they can go to the library and grow up to be contributing members to society 4 crime CRIME REDUCTION:. -Justice Department studies have found that one of the factors contributing to crime is illiteracy - 85% of incarcerated juveniles and 65% of incarcerated adults are illiterate - National Criminal Justice Commission published their findings in THE REAL WAR ON CRIME -They found that the underlying causes. of crime are poverty and lack of education 5 9 e: 0 Z f:l 0> 8 '" ;;; ;;; I') '" - ... '" ~ ... I') 0 N I') 8 I') 0 8. &oj ~ '" '" '" W :;. '" N '" '" 0 '" :!: :!: .... "'. ... ;:: ... - '" N ... '" "l. ":. ~~ N - I') '" (I) N 0 0 '!i .,; N g - ..: .; 0 N on .; on Kl - - - N '" - - - < - ... ... '" oJ. oJ :> ~I I ~I <: I e:' all <S; ... III <S; '" 8 ... 0 ~ '" ... ... I') ~ 0 ~ 0> '" ... '" N 0 '" 8 0 ... ::iEi ",l;l "1. -. "! "l. N I') N ... ... - ... '" ... 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J: III coco "''''N ... .. .. .. lDv'V"""," Q) I I I - ~C?lO"'" ::10)0)0) >0 (;J;;r Us "''''''' Branches spending · Villasenor - operational cost - $103,336 serves a population area of 29,448 people at $3.51 per person children's book budget - $9,200 11,170 children in the service area spends .831t cents per child for books · Rowe branch - operational cost - $194,227 serves a population area of 57,818 people at $3.36 per person children's book budget - $14,000 17,117 children in the service area spends .821t per child for books · Inghram branch- operational cost - $92,170 serves a population area of 26,464 people at $3.49 per person children's book budget - $7,000 11,600 children in the service area spends .61 It per child for books 7 o 2: en CI- a:() <(<( za: a: I- Wen 0:1:> ZOO <(z cnW u..() o~ >0) I-~ - () -L rl I I .-- r- " ; , I ~ \. '\.;r I ". " {--. \:- .. .-, g .-- ~oo.. . Cl> .... I, ~ I ccr ~Jr: ~...,....I ,.,. J _J N q cc .... ~~ Cl -"tl I r"f_ I .f;. ~ ... , o .;= ....' 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I ".."\ L , -1'7, .... ... . ...._J ",.W.alfM SAN BERNARDINO PUBLIC LIBRARY PRESENT PROPOSED FY 96/97 FY97/98 105 471 5001 SALARIES PERMlFULL TIME 907,700 951,200 105 471 5012 SPECIAL SALARIES 105 471 5013 AUTOMOB~EALLOWANCE 3,600 3,600 105 471 5014 SALARIES TEMP/PARTTlME 196,400 194,900 105 471 5026 PERS RETIREMENT 121,400 94,600 105 471 5027 HEALTH & LIFE INSURANCE 104,000 105,800 105 471 5028 UNEMPLOYMENT INS. 2,900 2,400 105 471 5029 MEDICARE ... 8,500 5,700 105 471 PERSONAL EXPENSES 1,344,500 1,358,200 105 471 5111 MATERIALS & SUPPLIES 20,000 15,000 105 471 5122 DUES & SUBSCRIPTIONS 33,000 27,000 105 471 5123 LIBRARY BOOKS 218,000 188,200 105 471 5132 MEETINGS & CONFERENCES 2,100 2,100 105 471 5133 EDUCA TION & TRAINING 1,000 1,000 105 471 5171 RENTALS 696,800 0 105 471 5172 EQUIPMENT MAINTENANCE 8,700 4,500 105 471 5174 PRINTING CHARGES 5,000 5,000 105 471 5175 POSTAGE 10,000 10,000 105 471 5181 OTHER OPERA TlNG EXP. 20,000 20,000 105 471 5183 MANAGEMENT ALLOWANCE 600 600 105 471 5188 CITY IN-HOUSE SERVICES 156,800 158,200 105 471 MAINTENANCE & OPERA TION 1,172,000 431,600 105 471 5505 OTHER PROFESSIONAL SERVICE: 7,500 7,500 105 471 5601 GARAGE CHARGES 2,900 4,000 105 471 5602 WORKERS COMPENSATION 13,500 13,500 105 471 5603 LIABILITY 13,100 13,100 105 471 5604 M.I.S. CHARGES 33,100 49,300 105 471 5605 TELEPHONE SUPPORT 28,500 23,800 105 471 5606 ELECTRIC 125,000 120,000 105 471 5607 GAS 1,000 1,000 105 471 5608 WATER, SEWER, GEOTHERMAL 1,900 1,900 105 471 5609 VEHICLE REPLACEMENT ... 2,900 2,900 105 471 INTERNAL SERVICE CHARGE ... 221 ,900 229,500 105 471 LIBRARY 2,745,900 2,026,800 9 I P yof' /.~ 4/17/97 CALIFORNIA PUBLIC LIBRARY FUNDS A. B. c. 1996-97 AB 345 50% of Library District Actual PLF Change to Per Capita FUll Funding Payment Payment Monrovia $ 22,671 $ 22.854 $ 31,392 Monterey Co. $ 110,100 $ 110,620 $ 151,950 Monterey P.L. $ 18.828 $ 18,918 $ 25,985 Monterey Park $ 37,423 $ 37,600 $ 51,648 Mountain View $ 41,692 $ 41,889 $ 57,539 Napa Co. $ 66.350 $ 66,664 $ 91,570 National City. $ 28,251 $ 32,136 $ 44,143 Nevada Co. $ . $ 51,113 $ 70,209 Newport Beach $ 40,405 $ 40,596 $ 55,764 Oakland $ 234,771 $ 235,881 $ 324,011 Oceanside $ 86,073 $ 86,480 $ 118.790 IOntario $ 83,266 $ 83,660 $ 114,917 I Orange Co. $ 643,454 $ 739,633 $ 1.015.973 IOrange P.L. $ 69,993 $ 70,324 $ 96.598 iOrland $ 7.430 $ 7,596 $ 10,435 i Oxnard $ 81,460 $ 90,064 $ 123,713 'Pacific Grove $ 10,028 $ 10,076 $ 13,840 Palm dale S 49.556 $ 65,800 $ 90,384 ?alm Springs $ 24,383 $ 24.499 $ 33,652 Palo Alto $ 34,207 $ 34,369 $ 47,210 ?alos Verdes S 40.376 $ 40,567 $ 55,723 ?alo Verde S 4,513 $ 21,191 $ 29,108 ::>asadena $ 80,167 $ 80,546 $ 110,640 ::>aso Robles $ 12,543 $ 12.602 $ 17,310 ::>Iacentia $ 28,082 $ 28,215 $ 38,756 ::>Iumas/Sierra Co. $ 10.668 $ 14,006 $ 19.239 ::>omona $ 72.01T $ 82,133 $ 112,819 ::>orterville $ 15,532 $ 20,298 $ 27.882 . "lancho Cucamonga $ 41,964 $ 68,091 $ 93,531 "lancho Mirage $ 7.970 $ 8,008 $ 8,514 "ledlands $ 38,359 $ 38,540 $ 52,939 "ledondo Beach $ 37,365 $ 37,541 $ 51,567 '1edwood City $ . 41,984 $ 42,183 $ 57,943 ,ichmond $ 53,152 $ 53.404 $ 73,356 'liverside Co. $ 391,283 $ 640,728 $ 880,114 'loseville $ 34,909 $ 35,074 $ 48,178 ~acramento Public Co. $ 510.292 $ 635.634 $ 873,118 ,alinas , $ 71,630 $ 71,969 $ 98,858 ,an Anselmo $ 7,105 $ 7,138 $ 9,805 .an Benito Co. $ 9,149 $ 24,528 $ 33,692 an Bernardino Co. $ 265.471 $ 571,667 $ 785,251 an Bemardino P.L $ 94,464 $ 106,749 $ 146,632 10 CONDITIONS: 1. WILL RECEIVE PLF (PUBLIC LIBRARY FUND) 2. WILL FOREGO ANY REDISTRIBUTION TO CITY DEPARTMENTS OF ERAF S.I::UJ!"l' MONEYS 3. WILL INVESTIGATE, DEVELOP AND PREPARE A PLAN FOR INSTITUTING A DEDICATED LIBRARY FUND IN THE FUTURE 11 SHOULD THE COMMON COUNCIL APPROVE THE LIBRARY'S BUDGET FOR FY 97/98 AS PETITIONED HERE, THE LIBRARY DIRECTOR Wll..L PROPOSE TO THE LIBRARY BOARD OF TRUSTEES A TIME TABLE FOR CREATING A PLAN FOR A LONG TERM SOLUTION FOR LIBRARY FUNDING. TIMETABLE SUBJECT TO BOARD APPROVAL: JULY, 1997 -- OCTOBER, 1997: LIBRARY DIRECTOR RESEARCHES AND PRESENTS INFORMATION ABOUT VARIOUS OPTIONS OF PUBLIC LIBRARY FUNDING TO THE LIBRARY BOARD OF TRUSTEES NOVEMBER, 1997 -- MARCH 1998: PUBLIC INFORMATION FORUMS - INFORM THE COMMUNITY ABOUT THE VARIOUS OPTIONS FOR FUNDING THE PUBLIC LIBRARY APRIL, 1997: LIBRARY BOARD CONDUCTS A PUBLIC OPINION SURVEY TO ASCERTAIN WInCH OPTION THE COMMUNITY FAVORS JUNE, 1998: PREPARE THE LIBRARY FUNDING ISSUE FOR THE NEXT ELECTION 12 " - JUH'; 5-91 THU 15:24 T ECON DEVEL AGENCY FAX NO. 1148889413 P.Ol l RENT SCHEDULE Comm. Lease Monthly SultA No. Unll Size' TAn ant Namca/Use Date Tenns Rent 0 396 sf S.E.LF. Youth Center 2-01-96 M/M $ 249.48 1 359 sf Peoples Choice. Ine. 12-o2~6 M/M 00.00 2 280 sf Peoples ChoIce. Inc. 12-020066 M/M 00.00 3 280 sf Peoples Choice, Ine. 1 2-02-86 M/M 191.80 4 244 sf Peoples ChOice, Inc. 12-o2~6 M/M 00.00 5 396 sf Peoples Choice. Inc. 12-02-86 M/M 00.00 6 314 sf PAC Admin. office 4-o1~7 M/M 00.00 I 7 628 sf PAC Conference rm. 4-01-87 M/M 00.00 /". e 438 sf Westside CDC 2-19-97 M/M 229.14 9 740 sf Westslde 000 2-19-97 M/M 371.91 I, 10. lOA 933 sf Urban League 3-15-97 1 yr. 376.20 " 11.11A,116 1.236 sf NAACP 4-02-93 M/M 00.00 12 441 sf Wests/de CoC 2-19-97 M/M 172.48 13 1,239 sf Community conf. rm. 00.00 14 891 sf Westside COC 2-19-97 M/M 746.90 15 718 sl Nurse rm.. City of S. B. 00.00 16.16A 933 sl S.E.LF. Youth CtT. 10-01-96 M/M 541.31 17 718 sf Classroom-vacant 00.00 ( 18 718 sf Clothes room: 00.00 19 674 sf Classroom-va~ant 00.00 20 447 sf Classroom-vacant 00.00 21 837 sf Classroom-vacant 00.00 22 713 sf Weslside OoCrfood bank 2-19-97 M/M 5.20 23 1,424 sf Operatlon Second Chance 00.00 " f. 24 1,639 sf KCSB TV 3. City of S.B. unknown M/M 00.00 I !. 25 665 sf KCSB TV 3, City of S.B. unknown M/M 00.00 ; 26 212 sf KCS8 TV 3. City of S.B. unknown M/M 00.00 27 1,593 sf KCSB TV 3. City 01 S.B. unknown M/M 00.00 38 271 sf KCSB TV 3. City of S.B. unknown M/M 00.00 29 2.495 sf KCSB TV 3, City of s.e. 7-o1~8 M/M 00.00 30 410 sf KCSS TV 3. City of S.8. unknown M/M 00.00 Ubrary 3.551 sf Fin. Dept, City of S.B. 7-o1~7 M/M 2.560.00 Crop center 1,463 sf Rec. Dept. City of S.8. unknown M/M 00.00 TOtals; 26.296 sf $5,464.42 . Inclusive of pro ra2 share of common araa, I.e. int~rior hallways. rest rooms, etc. Previsouly - . I - {)v /;r/r 7 Previously - . I -tJr,P<"/f 7 v/5~7 Previously - . 1- tJft> jzr.-/77 . f :/// - - _. - JlJ1l-. 5-97 TIlU 15:25 , . k ECON DEVEl AGENCV FAX NO. 7148889413 ECONOMIC DEVELOPlml'l'J: AGENCY Monthly lental Property Finance (PSC - Library) Greater liveraide Area Urban LeAlUe people's Choice (PIC - Ste 3) Riverside Coma. COl1, (5055 Hallmark A/B) S.B.L.F, Youth Center (PEC - Suite 0) S.B.L.F. Youth Center (PEC - Suite 16) Wests ide CDC (PEC - Suites 9, 12, 14, 22) 2173Aj06/05/97;dg L-______ Current Paid Rate ~ 2580.00 376.20 191.80 945.54 249.48 541.31 1525.63 05/97 . 03/97 . 04/97 05/97 . 08/97- 04/97. 02197. P.02 . . / ;'~.;' C I T Y 0 F SAN B ERN A R DIN 0 INTEROFFICE MEMORANDUM CITY ADMINISTRATOR'S OFFICE TO: Mayor and Common Council FROM: Fred WilsO~/ting City Administrator SUBJECT: Budget Reduction Revisions DATE: June 25, 1997 ------------------------------------------------------------------- Since the first budget hearing held on June 18, several department have revised their recommended budget reductions. Those changes are attached for the information of the Council. In the Police department, the reduction proposal has been further refined and the cost analysis modified accordingly. In Public Services, a number of employees have elected to take the golden handshake, which has allowed the department to restructure its reductions. The Personnel Department reduction has changed due to determinations recently made with regard to bumping rights. i I I I I f I I Previously - . / - ()fR/~~/9 7 1- t?& /2t//n Previously - . ~/~~7 ~/ , R.eviSecL / jl,''' BUDGET REDUCTION WORKSHEET DEPI': Personnel .FUND: General PROGRAM/SERVICE REDUCTION: Reduce Personnel Clerk I hours by 50 %; reduce support services for employee benefits administration, classification and compensation, hiring & separations. POTENTIAL COST SAVINGS: $15,000 IMPACTS ON SERVICES: Availability of staff to troubleshoot employee benefit problems will be reduced. Employee appointments will be required instead of offering drop-in service at the counter. There may be delays in correspondence to employees regarding benefits. Slowdowns will be experienced in opening city jobs, and preparing new and revised job descriptions. In-processing of new employees will occur bi-weekly instead of the current weekly schedule. There will be delays in processing the average 40 employment verifications that are received each month for employees. Positions affected? ..A. yes _ no If yes, list positions: Personnel Clerk I (reduce to work 50% of time; maintain pro-rated salary and benefits) 2. CITY OF SAN BERNARDINO PUBLIC SERVICES DEPARTMENT INTE~-OFFICE MEMORANDUM DATE: Mayor and Common Council ~\ Fred Wilson, City Administrator q Jim Howell, Director of Public Service June 25, 1997 TO: FROM: SUBJECT: GOLDEN HANDSHAKE 97/98 BUDGET IMPACT TO PROPOSED 5% BUDGET REDUCTIONS As of this date three (3) employees in Public Services have announced retirement effective before October I, 1997. Two (2) of the employees are eligible for the Golden Handshake. The combined salary and benefit~vings for the year are approximately $93,000. I propose to freeze these positions and offset the reductions listed on pages 30, 31, 32 and page 36. GENERAL FUND Cost Center Position SalarvlBenefits 405 Lead Maint.Worker 405 Maint.Worker I 408 Maint. Supervisor $ 32,000 25,000 36,000 TOTAL $ 93,000 3 JUN 2 5 1997 CITY OF SAN BERNARDINO POLICE DEPARTMENT PROPOSED BUDGET REDUCTION PACKAGE FY 1997/98 REVISED JUNE 24, 1997 i City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Mayor Tom Minor Fred Wilson, City Administrator From: Lee Dean, Chief of Police~ Subject: Budget Reduction Package Date: June 11, 1997 Copies: On June 4th the Police Department's executive staff completed a detailed "audit" of organization-wide resource critiques. (I described this process for you last '. month and sent along exemplars) . What follows is a comprehensive budget reduction strategy with both immediate and long-term impacts. I am submitting this to you as a package proposal, essential in terms of allowing some degree of thoughtful planning. The first, and perhaps most important item for discussion, is our COPPS grant. Failure to budget for COPPS allocated positions will put at issue our compliance with grant mandates, and thus continued funding; (I note that you have been copied on letters from Simon and Company, which addressed this point). Therefore, I recommend a more cautious approach, outlined in my June 2nd memorandum to you; (attached). Program changes and corresponding cost reductions ($) are set forth on a budget reduction worksheet (4 pages), giving a brief descrip- tion of each adjustment. Following this is a "responsibility chart" which outlines, in random order, specific "action items" to achieve the program changes. Finally, a revised table of organization is included. Captain Mike Billdt will have Patrol Services; Captain Bob Curtis, Investigations. Personnel and Training, Internal Affairs, and Budget will fall under the Assistant Chief. THE SBPD IS COMMITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING .ff" SAN BERNARDINO POLICE DEPARTMENT FY 1997/98 BUDGET REDUCTION WORK SHEET BUDGET ITEM COSTS SAVINGS 1. Leave one police captain position unfilled in FY 1997/98. -0- $ 91,800 The department will reduce from three to two the number of divisions within the department which will cause an increase in the administrative duties for the two remaining captain positions. They will have less time available to effectively manage and administer the organization and complete future training activities. Savings are projected based on the 9 months that the position will be vacant. 2. Elimination of DARE Program: eliminate one P-2 Position via attrition and two vacant P-1 positions. -0- $ 219,550 Subject to City Council approval, the police department will be discontinuing our participation in the DARE program, effective June 30, 1997. The school district has decided not to fund DARE as it is currently designed and will look to other programs of drug education and intervention. The DARE Program has served a useful role, but that role is no longer viable under a shared resources approach. The DARE survey report submitted earlier this year did not justify continuing the program in its current design. Importantly, the DARE concept originally contemplated sustainment, education through the middle schools. This, of course, has not been feasible given budget restraints. Projected savings include all annual maintenance and operation charges for the unit. Annual recurring savings will be $219.550. 3. Restructure area commands/watch command: Utilize savings from eliminating one vacant TClII position in dispatch to offset the upgrade of three P-2 positions to P-3 positions. $ 30,400 $ 31,100 ~ On 8/5/96, the City's community policing area commands were expanded from three to five. Effective 7/1/97, the department's watch commander alignment will transition from a one lieutenant and three sergeants configuration to four sergeants. The lieutenant's position will be reassigned as the patrol commander's executive officer to handle the increase in administrative duties of the Patrol Captain. These changes necessitate the addition of three sergeants to provide field supervision for critical incidents and to ensure an acceptable span of control is maintained. Net recurring cost will be $700 annually. 4. Replace the current FTO training program via attrition with a "pay for training" program utilizing P-l's: downgrade five P-2 positions to P-l positions. $ 11,361 $ 21,720 The department currently utilizes thirteen P-2 (corporals) as patrol trainers for newly hired officers in the FTO program. Department reorganization will upgrade three P-2 positions to sergeants for field supervision (refer to item #2). One P-2 training officer will be assigned to each of the five area commands for oversight and administration of the FTO program and to develop and provide standardized department training on critical tasks. The remaining five P-2 positions will be downgraded to P-l positions via attrition as the department transitions to a "pay for training" FTO program utilizing police officers to augment the P-2 trainers. P-l trainers will be selected based on their motivation to be field training officers and possession of the requisite training skills and knowledge and utilized on a rotation basis. Funding for the P-l trainers will be derived from savings associated with downgrading the five P-2 FTO positions via attrition. We anticipate that the pay for training program transition with be completed by 1/1/98. The department has experienced an annual attrition rate of 16 officers per year. Replacement trainees complete seventeen weeks of training with FTO's. We anticipate P-l trainers to complete half of the training. Annual recurring budget savings are estimated at $20,718 after implementation. 5. Upgrade one CSRI position to CSRII assigned as crime prevention specialist. $ 2,500 -0- The department will be decentralizing it's Crime Prevention Unit and establishing a CSRII Crime Prevention Specialist position in each of the five area commands. Staffing will be provided by reassigning three CSRII positions in Crime Prevention and one CSRII position / in Personnel & Training to the Patrol Division and upgrading one CSRI position to CSRII. Each CSRII will provide intensive crime prevention programs within their geographical area and have oversight of the Crime Free Multi Housing Program units within their command. Annual recurring costs are $2,500. 6. Reorganize police dispatch: outsource the Service Desk function 16 hours per day and eliminate three Dispatcher I!II positions via attrition. $ 39,166 $ 180,323 Service desk duties require less training, knowledge or skills than call taking or radio dispatching. The service desk can be outsourced sixteen hours per day or 5,840 hours per year (the equivalent of 3 full time positions). Outsourcing this function will guarantee the service desk is staffed sixteen hours per day and help eliminate chronic staffing shortages due to absences and training of new personnel and reduce overtime costs associated with staffing dispatch. The total savings for FY 1997-98 is the combination of the salaries/benefits associated with the three dispatcher positions that would be eliminated and a reduction of $62,603 in overtime costs. We currently have two Dispatcher 1/11, two Senior Dispatcher and one Dispatcher Supervisor positions vacant. We anticipate that all three Dispatcher 1/11 will be absorbed through promotion or attrition by 1/1/98. The annual recurring budget savings is estimated at $164,612 after implementation. 7. Replace senior dispatcher trainee program with "pay for training" program utilizing Dispatcher II positions: Downgrade four Senior Dispatcher positions via attrition to Dispatcher 1/11 positions. $ 2,718 $ 3,624 The department currently utilizes four Senior Dispatchers as trainers for newly hired dispatchers. They are raid regardless if a trainee is assigned to them or not. During the next six months the department will transition to a pay for training program utilizing Dispatcher II who are motivated to be trainers and possess the requisite skills and knowledge. The department has experienced an average attrition rate of four dispatcher positions each year. Each trainee completes an intensive nine month training program with their assigned trainers. We anticipate that the pay for training program will be in place effective 1/1/98. We currently have one Dispatch Supervisor and one Senior Dispatcher openings. Annual budget savings are estimated at $1,812 after implementation. S'" 8. Reorganize Records: Outsource permits desk, document imaging scanning, subpoena coordinator and file clerk functions: eliminate five PRCI positions via attrition. $107,432 $ 243,084 The department is proposing to outsource the permits desk, document imaging scanning, subpoena coordinator and file clerk duties within the records bureau. The permits desk fingerprints job appl icants, sex offender and narcotics offense registrants. The assigned clerk catalogues scars, marks and tatoos on registrants and enters this information into the violent crime index network. A trained contract jailer would be better suited to fill this position and would minimize the City's liability exposure. The document imaging scanning, subpoena coordinator and file clerk duties do not require a fully trained police records clerk to handle these duties. Outsourcing these functions would help eliminate chronic staffing deficiencies associated with absences and training and reduce the overtime expenditure in records. The total savings for FY 1997-98 is based on the salary/benefits for the five PRCI positions that would be eliminated and a projected reduction in overtime expenditure of $ 87,702. We currently have two vacant PRCI positions, two vacant PRClI positions and one Stenographer (replaced by a PRCI from Records) retirement that will occur 8/21/97. We anticipate that all five positions will be absorbed through promotion, retirement or attrition by 9/1/97. Annual recurring budget savings are estimated at $137,032 after implementation. 9. Downgrade one Senior Secretary position to Secretary. Utilize savings to move Senior Secretary position assigned to the Chief's Office from General Employees' Unit to Management and Confidential Employees' Unit at step 3. $ 7,800 $ 4,600 The Senior Secretary position assigned to the Chief's Office should be a Management and Confidential Employees Unit position. The Chief's secretary routinely handles a large volume of information deemed to be sensitive and confidential. The Senior Secretary's position that will be downgraded is assigned to a division commander and will become vacant 8/'21/97 with the incumbent's scheduled retirement. Net annual cost is $3,200. 10. Create an Area Command POP Detective assignment: purchase five fully equipped detective vehicles. $ 162,500 -0- 9 The department will create a POP detective assignment having five existing P-2 positions assigned TDY from the Detective Bureau to the five Area Commands. Staffing will be provided, in part, by reassigning (3) Vice/Narcotics P-2 and one Personnel & Training P-2 recruiter to the Detective Bureau. Each detective will be part of the newly created POP team consisting of a POP sergeant (administrative sergeant assigned to the Area Commander), POP officers, B-MET officers and the CSRII crime prevention specialist. The POP units will provide the Area Commanders with the resources necessary to target and suppress crimes and community problems specific to their command. The detectives will be housed at the Community Service Offices and will need unmarked detective vehicles to perform their duties. There will be an annual recurring operation and maintenance cost of $30,000 for the five vehicles in addition to the one-time equipment purchase cost ($132,500). TOTAL SAVINGS - FY 1997-98 $ 795,801 TOTAL COSTS - FY 1997-98 NET BUDGET SAVINGS - FY 1997-98 $ 363,877 $ 431,924 / RECURRING BUDGET SAVINGS STARTING FY 1998-99 $ 507,324 . FY 1997/98 and annual recurring savings are projections. We are working closely with Finance to finalize the costs and savings associated with this proposal. Actual savings will be determined based on dates positions slated for elimination become vacant, benefit options selected by affected employees and the contract costs associated with outsourcing. 10 ~ I , t Economic Development Agency List of City Projects Funded by Agency For Estimated Five Year Period As of June 25, 1997 One time EXDenditures: Delmann Heights Water System Upgrade Community Newsletter Prior Years General Plan Amendment Street Tree Master Plan - French Street Tree Master Plan - French Pat Leathers Graf Clean-up St Patrick Day Parade Co-sponsor In-fill Street Improvements Christmas Clean-up Various Street Improvements Bond Proc Abandoned Sign Abatement Program Muni Code Revisions Kendall and Palm Underground Utilities Landscape Adjacent to Govt Parcels Landscape City Wide Median Landscaping Verdemont Loan Tree Trimming Golf Course Funds New Police Facility Sturges Loan Payoff Sturges Opeartions Median Landscaping Waterman Ave Underground Utilities South E Hard to Handle Trash Program Re-roof City Hall Resurface Arrowhead to Mill to 3rd Expansion Joint Replacement 3rd Level Parking Dist Security Bicycle Equip Re-engineer Illumination Park Structure Parking Structure Security Program 5 level E Street Terrace Baseline Area Merchants Security $34,675 per yr 2 yrs Police Community Service Office Baseline/Arrow Pioneer Cemetery Expansion Transfer CMO Fund (Later GC Funds) Sound Barrier Block Wall Crosstown Freeway CMO Council Chamber Improvements CMO Low Income Utility Rebate Program Street Improvements CMO Residual SB Community Against Drugs CMO Emmerton Elementary CMO $20,000 per yr 2 yrs $85,000 232,500 734,400 11,800 24,500 38,400 2,464 1,000,000 208,574 499,000 50,000 25,900 64,000 192,000 338,000 15,000 2,400,000 500,000 9,000,000 30,633 80,000 167,000 20,510 20,000 100,000 500,000 76,900 3,000 5,300 6,500 77,079 69,350 902 239,183 220,000 18,000 68,798 145,900 600,000 64,500 40,000 Previously - f /~ t?t.-/J.~h7 , */J/f 7 1//7' ,/L/ " ... . Economic Development Agency List of Agency Funded Page - 2 - Hospitality Lane Security CMO Los Padrinos CMO Los Padrinos Low/Mod Los Padrinos Low/Mod Provisional Accelerated Learning CMO Rent Deposit Guarantee Relocation Police Community Office Westside Plaza Carousel Mall Escalator Repair Carousel Mall Lighting Design Carousel Mall Roof City Hall Lease Payments Mall Parking Lot Resurface Wa1-Mart Mt. Vernon Storm Drains Little League Landscape Mayors Conference Room Furniture Electrical Conduits Highland/Boulder Patton Park Soccer CATV Tenant Improvements Street Lights 4th to 9th Traffic Signal 21st Stadium Jr Police Academy Grip System Permit Tracking South E Street Bridge Tree Planting Program $59,403 96,000 435,000 185,000 83,042 160,000 4,600 15,228 13,800 50,000 231,000 425,115 800,000 1,800,000 12,981 13,239 170,000 2,900,000 325,000 200,000 120,000 13,000,000 26,000 25,000 20,000 200,000 20.000 $39.365.501 Total One-time Expenses 1931A ',' .J .... Economic Development Agency of the City of San Bernardino List of City Obligations Estimated For Fiscal Year 1996-97 As of June 25, 1997. Central Citv Proiects: City Maint Five Level Parking Radisson TOT Mall Security Guards Officers $445,000 Sgt. Prostler 79,500 Operations 13.000 CATV Tenant Improvements Mall Maintenance Sub-total Low/Moderate HousinR: Code - Arden Guthrie Low Income Utility Rebate Program Gen Plan Update Housing Element Los Padrinos Graffiti City Water/Sewer/Refuse Rebate Rental Cert Program Sub-total State Co11elte: Debt Service Police Fac Bond Issue Tree Trimming Sub-total Central Citv North: Sturges Auditorium Sub-total Admin-All Proiect Areas: Debt Service for Stadium Planning Code Enforcement Traffic Modular Affirmative Action Council Offices Council Assistant Safety Officer City Clerk Chairman's Office CVB TOT Sub-total , - $60,000 115,000 est 538,000 est 325,000 (one time) 330.000 est 1,368,000 146,400 60,000 35,000 120,000 10,000 610.700 982,100 900,000 100.000 (one time) 1,000,000 20.000 (one time) 20,000 914,000 203,600 142,000 26,000 8,000 33,000 30,000 5,000 7,000 20,000 300.000 est 1,688,600 b~07 ::#/ J... '. List of Obligations Page - 2 - " Northwest: PEC Building Operations Sub-total .... 100.000 100,000 Mt. Vernon: Street Lights 4th to 9th Traffic Signal 21st Sub-total 200,000 (one time) 120.000 (one time) 320,000 Outside Pro1ect Area: Patton Park Soccer Sub-total 2.900.000 (one time) 2,900,000 Total All $8.378.700 -- Total Included Above Ongoing Per Year $4.713.700 ProDosed for 1997-98: Ongoing as listed above Parking Lot MainlOper Net cost of Telecommunications Mayor's Office Stadium Manager Ongoing Costs Per Year $4,713,700 100,000 280,000 34.000 $5.127.700 2l57A Budget Benefits of the Waste Disposal Agreement Backaround Facts. Whv a Waste Disposal Aareement? . City of San Bernardino has been using the County landfill system for many years. . City now delivers approximately 200,000 tons per year. . City is already a stakeholder/investor in the County landfill system. The City is the County's biggest landfill customer. The County is doing the following to manage and develop the landfill assets for its customers: . County is planning for existing system liabilities, and needs waste flow revenue. . County has (and is developing) 25 years of landfill capacity in the valley. . County has determined that it can meet system costs by careful long term budgetting. . County solid waste system is financially viable and stable. . County is evaluating County-provided transfer stations to provide better service. Therefore, the County is suggesting long term contracts for use of its landfill system. Maior Deal Points of the Waste Disposal Aareement: Two versions of the agreement (WDA and PSA) being developed, with generally similar concepts: . City provides waste, County provides landfill disposal services. . Term of agreement - being discussed - 10 to 25 years. . Lower fee for use of landfills - being discussed - reduction of $3.00 per ton or more. . Designated landfill - full knowledge of future conditions. . Indemnification against potential environmental liabilities. . Assurance of Competitiveness Negotiations are anticipated with at least 12 cities to finalize agreements. Benefits to the Citv: . City gets lower costs or a rebate check - estimate $600,000 per year. . City gets assurance of landfill capacity at reasonable price. . City gets protections - can terminate agreement if County can not stay competitive. . Citizens see no cost increase - the $600,000 from the WDA/PSA offsets extra, costs of Refuse Division in paying for use of City Yards. Clarification: The WDA/PSA is not related to blue ribbon committee discussions of privatizing the City Refuse Division. Reauested Action: Continue to participate in WDA/PSA process. Previously - t j- tJ&/:2fJ./97 Presentation to City of San Bernardino ~ h . /. June 26,1997 f'/~/f~/ . . ~ .' ~.. ~- .' ~ . FOCUS 92411 BOARD ~ l'nte:ie.i1lilio R8co~.t l; June 26. 1997 bV re Agen03 Iterll I City of San Bernardino, Thomas Minor, Mayor 300 N. '0' Street San Bernardino, CA 92401 Honorable Thomas Minor: As chairperson of the Focus 92411 group I would like to share with you the concerns of this group and the residents regarding proposed budget cuts that would affect the San Bernardino City Library system. The Westside of San Bernardino is one of the most needy communities in the city. We have the highest crime rate, creating a higher risk for failure. Fortunately, our educators are doing an excellent job of providing our children as well as the adults with an opportunity to improve themselves. One way that teachers enhance the quality of education is by referring the students to the library (Dorothy Ingram Branch and Paul Villasenor Branch) for reference material, to work on projects, research papers and provide a study area. The possible closure of these facilities would be detrimental to the quality of life here. Therefore, this group wishes to express its unqualified support for the entire San Bernardino City Library system. Every effort must be made to fund our City Libraries at their current rates and a plan to expand this funding must be developed and implemented. I am certain that in your review of the funding process the ways and means to pay for our libraries will be determined. This will insure equal educational opportunities for the residents of the Westside and maintain their source for becoming contributing members of this city. If you would like to express your feelings and/or concerns or would like us to elaborate on the matter, I would be more than happy to discuss it further at your convenience. You may reach me at (909)885-8842. I conclude this letter with food for thought, as the late John F. Kennedy once said "Our progress as a nation can be no swifter than our progress in education". Sincerely, f4~~ City ClerklCOC Secy City of San Bernardino /l~~ Reyes E. Rios Chair SF/rah cc: City of San Bernardino-Members of Common Council City of San Bernardino-Library Director City of San Bernardino-Library Board Previously - , I ~ ()v /2{p / C; 7 ~;3&!1f7 cP/ C I T Y 0 F SAN B ERN A R DIN 0 INTEROFFICE MEMORANDUM CITY ADMINISTRATOR'S OFFICE Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: Recommended Budget Reductions and Revenues DATE: June 12, 1997 COPIES: All Department/Division Heads ------------------------------------------------------------------ As part of the budget process this year, all departments were asked to submit their recommendations on how a 5% expenditure reduction could be achieved. The blue pages contain the budget reductions and revenue options that are proposed to help achieve a balanced budget. A summary sheet is provided in addition to a more detailed Budget Reduction Worksheet on each reduction item. The attached pink pages contain the budget reductions that have already been incorporated into the Preliminary Budget. These include the internal service departments (Risk, MIS, Fleet, etc.), as well as the City Attorney, City Administrator, and Mayor's Office budgets. These reductions still require formal approval by the Council. Additionally, a budget reduction plan just has been submitted by the Chief of Police. This information is currently being reviewed by the Mayor, and will be transmitted to the Council on Monday. On Wednesday, June 18, we will a presentation to the Council. questions please contact me at review each of these reductions in In the meantime, if you have any extension 5122. i 1 t I I I I 1/l~d/ IJ J~ hfiJ Fred Wilson City Administrator Previously - t /"0 tJr.- j;(,? /tJ 7 Previously - t / --tJ(jfr/9 7 Previously - t I - t?(//2~ 7 Previously - t 1- tJp /z~ /77 (/~)/ '.#/ . \ DEPARTMENT MAYOR COUNCIL CITY CLERK CITY ATTORNEY CODE COMPLIANCE CITY ADMINISTRATION CIVIL SERVICE PERSONNEL FINANCE PLANNING FIRE POLICE PUBLIC WORKS PUBLIC SERVICE PARKS FACILITIES TOAl GENERAL FUND LIBRARY CEMETERY CABLE TV ANIMAL CONTROL REFUSE GARAGE RISK MANAGEMENT TRANSPORTATION WATER DEPT. EDA IVDA TOTAL NON-GENERAL FUND IGRAND TOTAL CITY OF SAN BERNARDINO CHARGE BACK COMPARISON MIS FUND FY96-97 FY96-97 FY96-97 MIS COM SHOP TOTAL 6,400 6,400 6,000 6,000 23,000 23,000 1,100 6,100 7,200 16,200 1,100 17,300 7,700 7,700 4,400 4,400 3,700 3,700 177,700 177,700 29,600 29,600 155,300 227,900 383,200 608,200 593,400 1,201,600 22,700 22,700 5,000 5,000 8,500 1,200 9,700 24,000 4,000 28,000 1,099,500 833,700 1,933,200 FY97 -98 FY97 -98 FY97 -98 MIS COM SHOP TOTAL 11,000 11,000 13,200 13,200 31,100 31,100 2,500 3,100 5,600 35,200 1,500 36,700 9,300 9,300 5,200 5,200 12,600 12,600 153,100 153,100 90,300 2,300 92,600 59,100 199,700 258,800 538,100 586,500 1,124,600 34,000 3,700 37,700 5,000 5,000 26,300 3,600 29,900 38,200 3,900 42,100 1 ,064,200 804,300 1,868,500 33,100 33,100 49,300 49,300 1,100 1,100 2,500 2,500 3,300 300 3,600 6,500 4,800 11,300 10,000 3,100 13,100 104,700 61,000 165,700 68,800 66,100 134,900 5,000 5,000 5,000 5,000 7,500 7,500 11,200 11,200 6,800 6,800 6,800 6,800 2,100 2,100 1,900 1,900 13,300 2,400 15,700 10,600 10,600 1,100 1,100 700 700 181,500 69,300 250,800 168,000 70,200 238,200 11,281,000 I 903,000 , 2,184,000 1 11,232,200 1 874,500 I 2,106,700 1 Previously - t I -0&/2(#/'77 ~/f7 #/ ! ~ .... 8 8 88.8:8 8 8 81~ 8 8i8 8 818 g 8888888 8 ~ ~ 8 g! : I 0 ~ . 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I ~ 1 .g . ~.. o ~i5 ~h~ ; ~ l jlli . tl B h",~l! rp.nl ~ ~ liS Hi H ~I] i 31~~' U - ~,P :;; . ~~li~ei~~ c ~!! 0.1,2 u: 18 16.g .g .:J 'OI~ l!:.g J: ~ i "~5H~.!!lul~ " ~.. Ill. go. 2 ! ~ ~~~'6~:! ~ CI ~ '0 ~1:i5 ~ ~ S :::I ~ 1< 5 el~ .; sl-g If.I ..:! W 1.&.'1- W W u.. en ~ ~ ~I~!~ ~ ~i HU~U E . i j I i .! ~ I ! , . , ! ~ . . z i . . J . , II ~I I II N .. N . a . ~ I REVISED 6/30/97 BUDGET REDUCTION WORKSHEET I DEPT: Animal Control I FUND: 124 Animal Control I PROGRAM/SERVICE REDUCTION: Eliminate one (1) Animal Control Officer. POTENTIAL COST SAVINGS: $31,000 IMPACTS ON SERVICES: Reduced stray animal control services, cruelty/abuse investigations, courtesy "no charge" animal pick-ups, and increases in response times on requests for service. Savings includes reduction in number of vehicles maintained, since one less Officer will be in the field. Positions affected? ..x. yes _ no If yes, list positions: (1) Animal Control Officer (vacant) (substitute for page 5 of recommended reductions) 3 REVISED 6/30/97 BUDGET REDUCTION WORKSHEET DEPT: Council Office FUND: General PROGRAM/SERVICE REDUCTION: Eliminate Administrative Assistant to the Council; hold Secretary vacant for 1997-98;a1l Admiaistr:itivp 0perations Supervisor(II} . POTENTIAL COST SA VINJ1Y $46,200 (net) C I- IMPACTS ON SERVICES: Some of the savings from this reduction ($4400) would be reallocated for . d' / l-sav' f h ... ~M /M mamtenance an operations. e-lotlI mgs- mm t \: rllorganlZatleu ., . . Positions affected? -X. yes _ no If yes, list positions: (1) Admin. Assistant to the Council (vacant) \1 V (substitute for page 10 of recommended reductions) 1/ REVISED 6/25/97 BUDGET REDUCTION WORKSHEET I DEn: Personnel I FUND: General - - I PROGRAM/SERVICE REDUCTION: Reduce Personnel Clerk I hours by 50%; reduce support services for employee benefits administration, classification and compensation, hiring & separations. POTENTIAL COST SAVINGS: $15,000 IMPACTS ON SERVICES: A vailability of staff to troubleshoot employee benefit problems will be reduced. Employee appointments will be required instead of offering drop-in service at the counter. There may be delays in correspondence to employees regarding benefits. Slowdowns will be experienced in opening city jobs, and preparing new and revised job descriptions. In-processing of new employees will occur bi-weekly instead of the current weekly schedule. There will be delays in processing the average 40 employment verifications that are received each month for employees. Positions affected? .x. yes _ no If yes, list positions: Personnel Clerk I (reduce to work 50% of time; maintain pro-rated salary and benefits) (substitute for page 25 of recommended reductions) 5" REVISED 6/30/97 BUDGET REDUCTION WORKSHEET DEPf: Public Services - Right of Way FUND: General PROGRAM/SERVICE REDUCTION: Delete Lead Maintenance Worker and Maintenance Worker II positions POTENTIAL COST SAVINGS: $68,200 IMPACTS ON SERVICES: The Right-of-Way crew would be shifted from a 7-day to a 5-day per week operation. Positions affected? ..x.. yes _ no If yes, list positions: (1) Lead Maintenance Worker 1 (vacant) (I) Maintenance Worker II (vacant) (substitute for pages 30-32, 36) ~ REVISED 6/30/97 BUDGET REDUCTION WORKSHEET DEPT: Public Works - Administration FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate (1) Typist Clerk 11 POTENTIAL COST SAVINGS: $28,000 IMPACTS ON SERVICES: Positions affected? ..x. yes - no If yes, list positions: (1) Typist Clerk 11 (vacant) (substitute for page 37 of recommended reductions) 1 REVISED 6/30/97 BUDGET REDUCTION WORKSHEET II DEPT: Public Works - NPDES I FUND: General Fund I PROGRAM/SERVICE REDUCTION: Reduce materials, supplies, and equipment. POTENTIAL COST SAVINGS: $12,300 IMPACTS ON SERVICES: Reductions in materials and supplies have an overal impact on the quantity of work produced, the ability to meet the obligations of the area wide permit, education program, and regular catchbasin cleaning. Positions affected? ---yes ..x..no If yes, list positions: , (substitute for page 38 of recommended reductions) 1. OTHER OPTIONS I DEPT: CATV OPTION: I FUND: General Do not transfer the estimated FY 1996-97 ending fund balance for CATV over to EDA POTENTIAL REVENUE: $83,000 HIGHLIGHTS: The preliminary budget document has assumed the entire CATV operation is being transferred to EDA. Accordingly, all liabilities (including vacation, sick, etc. accruals for CATV staff), as well as all assets (including equipment and CATV fund balance) will be transferred to EDA. If the Council chooses, the estimated $83,000 ending fund balance for FY 1996-97 can remain with the city for an additional revenue to the General Fund. Positions affected? _ yes ..x. no If yes, list positions: f) OTHER OPTIONS I ITEM: City Hall Refinance OPTION: I FUND: General (see below) POTENTIAL REVENUE: $200,000 HIGHLIGHTS: The refinancing of City Hall debt included an amount sufficient to pay principal and interest at the rate of 12 % annually on the Prior Certificates through their redemption date of March 1, 1997. Any excess was to be deposited into the Capital Improvement Fund. It has been determined that there is an excess of $200,000 that can be used toward the General Fund deficit instead of using it on capital projects. Positions affected? _ yes ..x.. no If yes, list positions: 10 CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM FINANCE DEPARTMENT FROM: Mayor and Common Council !1 Barbara' Pachon, Director of Financej~JL "11'-./ MOTOR POOL BUDGET TO: SUBJECT: DATE: June 30, 1997 COPIES: Fred Wilson, City Administrator The target 5% budget reduction given to Motor Pool was $201,200. This amount was calculated based on the original FY 1997-1998 bottom-line budget amount of $4,023,000. The original bottom-line budget amount was based on the FY 1996-1997 adopted Motor Pool budget of $4,045,300 less miscellaneous adjustments such as a decrease in PERS rates and changes in internal service charges to the Motor Pool fund. The total Motor Pool budget in the Preliminary Budget Document is $4,082,500, which is $59,500 over their target bottom-line of $4,023,000. After meeting with departments and reviewing their needs, as well as taking into account the expiration of manufacturer's warranties on certain vehicles and the aging of existing fleet, the Motor Pool Division submitted a budget of $4,082,500. Please note that the target cut of $201,200 has not been reflected in the Preliminary Budget Document and should have been presented to the Mayor and Council on a blue sheet instead of a pink sheet. Because Motor Pool is the only Internal Service Department proposing layoffs that affect filled positions, their 5% cut, unlike other Internal Service Departments' 5% cut, was not reflected in the Preliminary Budget Document. If the Council approves the proposed Motor Pool reductions, the portion of the Motor Pool cuts reducing the General Fund budget deficit will be $100,000. /1 C i t Y o f San B ern a r din 0 Interoffice Memorandum From: Fred Wilson, City Administrator Barbara Dillon, Director of Personnel 6Y Annie Ramos, Director of Parks, Recreation & Community Services AP-- Subject: Parks/Cemetery Consolidation To: Date: June 30, 1997 Copies: file At its June 25, 1997 meeting on Budget Deliberations - Fiscal Year 1997/98, the Mayor and Common Council discussed the issue of transferring the Cemetery Division to the Parks, Recreation and Community services Department. As part of the discussion, the City Administrator was asked to explore options for downgrading the position of Cemetery Superintendent once the transfer was approved by Council. The following options have been jointly developed with the Parks, Recreation and community services and the Personnel Departments. They are presented to your for your review and recommendation: option #1 The Cemetery Superintendent (U) is an unclassified, management position. The incumbents' current salary is $4,236 per month. On option is for the Cemetery Superintendent to be assigned as a Division Head reporting to the Director of Parks, Recreation & Community Services. The incumbent would remain in the management/confidential unit. Savinqs. option #1: -0- While the salary and benefits would remain the same, the Parks, Recreation and Community services Department would realize an advantage from being able to assign additional parks responsibilities to the incumbent. option #2 A second option is downgrading Cemetery superintendent (U) to a proposed classification of Cemetery Maintenance Supervisor, as a classified, mid-management position, with a top step of $3869 per month. This results in a salary reduction of $367 per month. Benefits are lower for a mid-management versus a management position. The incumbent would report to the Superintendent of Parks. /.1-- A job description for the proposed position would combine some duties of Cemetery Superintendent (U) with a Park Maintenance supervisor. Because the Cemetery Maintenance Supervisor will be a classified position, the civil Service Board must approve the job description and verify that the incumbent meets the minimum qualifications. Savinas. option #2: $8,510 per year salary and benefits. cemetery superintendent Salary Benefits $51,324 $12.559 $63,883 cemetery Maintenance supervisor (proposed) Salary Benefits savings $46,428 8.945 $55,373 $ 8,510 The savinas benefits the Cemeterv Fund alone. The Cemeterv Fund does not receive anv General Fund transfer. Please note that the Cemetery Division has already proposed a budget reduction for FY 1997/98, to eliminate one (1) vacant Typist Clerk II, for a savings of $34,100. Thank you. /? ,....' l' , Combining Our Code Enforcement Efforts RECEIVEO.-CIl'( CLEH~ Where it may be an accepted practice to have code'JllfQfteiUeQ\i1iWded into specialized divisions, we can no longer accept the inefficiency of this bureaucratic concept. Code enforcement, whether it is "Fire, Building, or Safety," is in essence, the protection of the public from hazardous conditions. It is reasonable to assume that property owners should be held accountable for conditions that exist on their property. If these separate divisions have the same goals, "to abate code violations," it only makes sense to reorganize, combining our efforts with our resources. We have seen our community change from one where its appearance was representative of the people who lived and worked here, to one of absentee land lords with seemingly no interest in our community. Run down rentals, with unsafe living conditions, covered with graffiti, and unsecured buildings that are public nuisances, are frequented by transients. The court system seems to be of the opinion that property owners should be given one stay after another on code violations rather than taking decisive action against them. This is the reason we have so many vacant buildings in our community. Some are boarded but many are unsecured and unsafe public nuisances. Reorganizing by combining code enforcement efforts is the trend in communities across the country. This concept has proven its effectiveness. If combining is our direction, the next step is to decide which department to reorganize under. Where many public agencies are unable to motivate the courts, the Fire Department, using fIre codes aloltl:-Mfh ba.... aW safety codes subordinated by building codes and local ordinances, have been successful in abating these nuisance properties. ~1l310 )JI:)-G3^1303~ ~/i/~ ~ft7 ~ ~ t;,~O~7 ~ .......' , The courts realize that if the Fire Department brings them a public safety problem and they fail to act the court will be in a liable position. This is a position no judge wants to be in. It is the long standing professional reputation regarding public safety and the expertise of the Fire Department that has caused the court to take decisive action against property owners. The logical umbrella for code enforcement is the Fire Department with one person responsible for code enforcement. The Fire Marshal will direct the division to take corrective measures to abate all public safety nuisances and related conditions. With the combining of Code Enforcement, the Rental Inspection Division, and the Fire Prevention Division of the Fire Department the available resource pool will be increased while at the same time the supervisory structure will be streamlined maximizing the efficiency of the division. Existing fIre suppression companies would initiate action within their own response districts identifying problem buildings and areas. Because the Fire Department has the reputation and an excellent track record with the court system, it is imperative that the division names continue to represent the Fire Department. The "Fire Prevention and Safety Division," should have uniforms that are the same or similar to the Fire department suppression personnel for all division personnel including badges. The expertise in each specific enforcement area should be capitalized on by forming teams of officers from each area of expertise. Division goals will be clearly identified with resources assigned to specific geographic areas. When a target area is identified, a task force could be formed by using the enforcement team and combining them with resources from the Police Department and the City Attorney's Office. The effectiveness of this concept addresses the problem from a sound operational perspective, the "Team Concept." It will reconcile public safety nuisances, insure a safe environment for renters and their children, and eliminate blight areas in our community. --.. ..' ."" The support staff as well as code enforcement officers would be moved into the Fire Department Fire Prevention Division managed by the Fire Marshall. The Code Enforcement Division Head would be eliminated for an estimated savings of $70,000. This consolidation makes since. It eliminates wasted management costs attributed to Code Enforcement and Fire Prevention being divided. Because the Code Enforcement Officers will be acting under the guidance and direction of the Fire Marshall they will have authority to act they do not have under the present configuration. Cross training will fill the gaps that presently exist in the Fire Prevention Division. CITY OF SAN BERNARDINO FIRE DEPARTMENT INTEROFFICE MEMORANDUM MEMO NO. To: Fred Wilson, City Administrator Through: Larry Pitzer, Fire Chief From: E. Guy Burdick, Fire Marshal Subject: Fire Prevention Positions and Fees Date: June 26, 1997 This memorandum addresses the issue of establishing fees for Fire and Life Safety plans review. Currently, the Fire Department is limited to cost recovery fees for Fire Systems plan review (sprinklers and alarm systems) based on the Uniform Building Code building valuation fee schedule (see table I-A). We do not charge for general plans review covering Fire and Life Safety requirements. The Planning and Building Department does charge for general plan review relating to construction elements of the proposed structure. Six local Fire Departments were surveyed concerning plan checking fees (See Attached Chart). All but one of the departments surveyed charge fees for fire system plans checks based on the Job valuation table in the Uniform Building Code (see table I-A). Redlands is the one exception that charges a recently adopted flat fee because of a fee survey done by an outside consultant, $25 for residential to $135 for commercial. All surveyed departments do a general review of plans for Life Safety checks. Four of the six departments charge for these reviews with fees ranging from the basic job valuation in the UBC to 25% of the Planning and Building fees. Redlands Fire Department charges a flat rate, $25 for residential to $135 for commercial, for this type of plan review and the other two do not charge. Three of the six surveyed departments had a dedicated plan checker position in the respective department. It appears to be reasonable and justifiable to expect that a separate fee should be charged for Fire and Life Safety plans review. Approximately 75% of a Fire Prevention Officer's (FPO'S) time is occupied just for the plans checking portion of the job. This does not include field inspections of the approved work or extraneous commitments such as meetings or phone calls with architects and developers. The total time dedicated to Fire and Life safety plans review approximates one full time FPO position. A full time FPO for the first year has a total salary and benefit package of $41,760, annually. Previously - '/ - ~ft /2b /17 ??~~7 M-/ The Planning and Building Department is projecting revenue collection for FY 97-98 to be $200,000. If an 18% Fire Department plan check fee were to be implemented (based upon Planning & Building Fees), $36,000 would be collected for FY 97-98. This amount would come close to offsetting the cost of a full time FPO position for the Fire Department. The expected fee figures are a prediction; the collection of the proposed fees is dependent upon the economy of the region as well as the amount of development taking place. Because it is based on prediction, the figures could exceed or fall short of the expected amounts. The Uniform Fire Code requires certain high hazard occupancies to be issued Fire Department permits. We collected approximately $20,000 in FY 96/97 for permitted occupancies. However, because of staff shortage we were not able to complete inspections of all permitted occupancies. Consequently, if adequate staffing had been available, we would have collected approximately an additional $5,000 to $10,000. I project $36,000 annually could be generated. Adequate staffing ofFPO's would allow the completion of all permitted occupancies; this would generate an additional $5,000 to $10,000 dollars. Consequently, with the plans review fees and additional permitted occupancy fee generation, a total of between $41,000 to $46,000 would be collected annually. If the 18% fee for Fire and Life Safety plans check is adopted, it would seem prudent to add a third position to the Fire Prevention Bureau staff, ie. an FPO at a cost of $41,760 for the first year. If these fees are adopted, I recommend that we review the amount of revenue generated over a six month period. If the six month review period shows that the amount generated by the fees is at or exceeds the level of funding we predicted, we then move ahead to fill one of the previously eliminated FPO positions. Note: Because there is no current automated system for fire inspection records, the Fire Prevention figures are best estimates. To obtain an accurate account of all inspection records would require a manual search and count, consuming an excessive amount of time. General Plan Check for Fire/Life CITY Safety Colton Yes Lorna Linda Yes Ontario Yes" Redlands Yes Rialto Yes Riverside Yes San Bernardino Yes Fees Yes Yes No Yes No Yes No Amount Char ed 25% + 5% for field ins ections 20% No char e $25 Residential to $135 Commercial No char e 9.1% No cha e " Plans designated by the building department CITY Colton Loma Linda Ontario Redlands Rialto Riverside San Bernardino Technical Plan Checks for Fire S stems Yes Yes Yes Yes Yes Yes Yes Amount Char ed UBC Table" UBC Table" UBC Table" $25 Residential to $135 Commercial UBC Table" UBC Table" UBC Table. "Table 1-A Building Permit Fees (1994 Uniform Building Code) 1994 UNIFORM BUILDING CODE 1-.\ TABLE 1-A-BUILDING PERMIT FEES TOTAL VALUAnON I'D $1.00 lO SSOO.OO $21.00 SSOI.00 10 $2.000.00 $21.00 for lbe fusl SSOO.OO plus $2.75 for each addilicmaJ $100.00. or fracljon lbereof. lO and including $2.000.00 $2.001.00 lO $25.000.00 $62.25 for lhe firsl $2.000.00 plDS $12.50 for each addilicmaJ $1.000.00. or IiIA:Iion !hereof. 10 and ;....lmn,. $25,000.00 $25.001.00 10 SSO.OOO.OO $349.75 for lbe fim $25.000.00 plDS $9.00 for ea:b addilicmaJ $1.000.00. or fnclion lbereof. 10 and including S50.000.OO SSO.ool.oo 10 $100.000.00 SS74.75 for lbe fim SSO.OOO.OO plus S6.2.5 for ea:b addilicmaJ $1.000.00. or fnclion lbereof. 10 and including $100.000.00 $100.001.00 10 SSOO.OOO.OO $817.25 for lbe Iim 5100,000.00 J:::5.00 for each additional $1.000.00. or fracljon f. 10 and including SSoo.ooo.oo $500.001.00 10 $1.000.000.00 $2.817.25 for lbe finl SSOO,OOO.OO plus $4.25 for ea:b additional $1.000.00. or fnclion lbereof.1O and including $1.000.000.00 $1.000.001.00 and up $5.012.25 forllllllim $1.000.000.00 plus $2.75 for each additional $1.000.00. or fracljon !hereof Other Inspecliona and Fees: 1. ~ oUlSide of DOnna! business boon ................................... $42.00 per bour" (1IIIDimum cbIzge-{wo boon) 2. Reinspeclion fees assessed under pmvisious of Section 108.8 ............................................................ $42.00 per bour" 3. ~oas for which DO fee is specifically indicaced ............................. $42.00 per bour" (1IWIim1UD clwge-<me.haIf hour) . 4. Additional plan review requiIed by chaages. additious orrevisioas 10 plans ......................... ............ ..... .. ........... $42.00 per bour" (minimum cbarge-one-half hour) 5. For use of 0UlSide c:onsuIlanls for plan checking and iDSpectioas..orbolb ..... .................................................... AcIUalcos.... .Or lbe lOW bourIy COSlIO lbe jurisdiclion, whichever is lbe grea-. This COSI shall include supemsion, ovaiIeId, equipment, hourly wages and fringe benefilS of the employees involved. .. AauaJ caslS include adminislralive and overllead cOsls. CITY OF SAN BERNARDINO CHARGE BACK COMPARISON MIS FUND DEPARTMENT FY96-97 FY96-97 FY96-97 MIS COM SHOP TOTAL 6,400 6,400 6,000 6,000 23,000 23,000 1,100 6,100 7,200 16,200 1,100 17,300 7,700 7,700 4,400 4,400 3,700 3,700 177,700 177,700 29,600 29,600 155,300 227,900 383,200 608,200 593,400 1,201,600 22,700 22,700 5,000 5,000 8,500 1,200 9,700 24,000 4,000 28,000 1,099,500 833,700 1,933,200 MAYOR COUNCIL CITY CLERK CITY ATTORNEY CODE COMPLIANCE CITY ADMINISTRATION CIVIL SERVICE PERSONNEL FINANCE PLANNING FIRE POLICE PUBLIC WORKS PUBLIC SERVICE PARKS FACILITIES TOAL GENERAL FUND FY97 -98 FY97 -98 FY97 -98 MIS COM SHOP TOTAL 11,000 11,000 13,200 13,200 31,100 31,100 2,500 3,100 5,600 35,200 1,500 36,700 9,300 9,300 5,200 5,200 12,600 12,600 153,100 153,100 90,300 2,300 92,600 59,100 199,700 258,800 538,100 586,500 1,124,600 34,000 3,700 37,700 5,000 5,000 26,300 3,600 29,900 38,200 3,900 42,100 1,064,200 804,300 1,868,500 LIBRARY 33,100 33,100 49,300 49,300 CEMETERY 1,100 1,100 CABLE TV 2,500 2,500 3,300 300 3,600 ANIMAL CONTROL 6,500 4,800 11,300 10,000 3,100 13,100 REFUSE 104,700 61,000 165,700 68,800 66,100 134,900 GARAGE 5,000 5,000 5,000 5,000 RISK MANAGEMENT 7,500 7,500 11,200 11 ,200 TRANSPORTATION 6,800 6,800 6,800 6,800 WATER DEPT. 2,100 2,100 1,900 1,900 EDA 13,300 2,400 15,700 10,600 10,600 IVDA 1,100 1,100 700 700 TOTAL NON-GENERAL FUND 181,500 69,300 250,800 168,000 70,200 238,200 IGRAND TOTAL 11,281,000 1 903,000 1 2,184,000 I 11,232,200 I 874,500 I 2,106,700 1 ~12 8 8 8.8'8 0 21'0'2 0 2 82'8 8 0: j!i~ C\!. 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It "' ., l<l " .. "l. - , i ' I I I 1 I i I II I I : I , I I i ; I - I I ~ i! f? C z i:! ~ City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Chief Lee Dean From: /. ...7 Captain Robert Curtis ./J~'/C Subject: Urgency of the CAD/RMS Upgrade Project Date: June 30, 1997 Copies: .- BACKGROUND The following information is provided in light of the recent discussion concerning the abandonment of the CAD/RMS upgrade project. The Local Law Enforcement Block Grant program provides funding to support local law enforcement activities. Expenditures must be above previous General Fund amounts to prevent supplanting. Supplanting not only puts at risk the current grant funds but also future grant possibilities. On 8/8/96, the Mayor and City Council ratified a request by the police department to accept the 1996 LLEBG grant in the amount of $1,238,805 (including local match) with the entire amount earmarked for replacement CAD/RMS computer systems. On 1/13/97, we received the full federal amount of the grant, $1,114,251, and placed it in an interest accruing account per grant requirements. All grant funds, including local match and all accrued interest, must be obligated and expended by 9/30/98 Q[ returned to the Bureau of Justice Assistance. PROGRESS TO DATE As of today, the following major grant requirements have been completed: · Successfully negotiated a joint spending plan with the county. · Formed an advisory board to review the intended use of grant funds. · Scheduled a public hearing for 7/7/97 to review and finalize the intended use of grant funds. I I With the assistance of MIS, we have committed hundreds of hours of staff time toward this project and the interrelated city network upgrade project. An inquiry has THE SBPD IS COMMITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING {-p/?7 ~ ~ I , been made to determine the additional amount of funding over and above the grant funds that will be needed from the city upgrade project to complete the CAO/RMS replacement project. We requested this figure from Janis Ingels, director of MIS, and were advised that the vendor estimates this amount to be $1.5 million for police only and $2.1 million for police and fire collectively. This amount includes a number of precursory network changes and support hardware required for the selected CAO/RMS upgrade. Ms. Ingels is available to provide further explanation, if needed. While LLEBG grant guidelines allow for modifications to be made, I conservatively estimate that it would take up to six months to receive authorization for the modification and accomplish the grant requirements mentioned above. Consequently, we most likely would b~ unable to expend a considerable portion of grant funding prior to the 9/30/98 deadline. NEED ASSESSMENT We have determined that the replacement of our CAD/RMS computer systems is our most critical technology need and the foundation- that subsequent technology acquisitions will be built upon. Our CAD/RMS systems must be replaced for the following reasons: · CAD system failure rates are unacceptably high. · Citizen safety and service are compromised as pending calls for service cannot be accessed until the system is restored. · Officer safety is jeopardized as monitors freeze or loose unit location and activity status. · RMS slow downs are common and causes inefficiency. · RMS will mistakenly interpret dates in the year 2000 as occurring in the year 1900. The resulting inaccurate data jeopardizes crime analysis, investigative and records efforts. A 60-day survey of our CAD/RMS system performance was conducted for the time frame of 411 197 through 5/31/97. We identified 14 separate incidents where CAD/RMS problems caused unanticipated system failures or "crashes". CAO/RMS was down for periods ranging from five to 60 minutes with an average down of 21 minutes. During these times dispatchers working Channel-1, our primary frequency, are required to recall and monitor the activities of an average of 20-40 units per shift during weekdays and up to 60 units during peak periods on weekends. To put this information in perspective, contact was made with dispatch centers serving departments of similar size or volume in southern California to determine the impact of CAD system failures on police operations. Sergeant Clay from Ontario PO reported that their CAD system fails infrequently. CAD failed once in the past several years due to a power failure and was down 45 minutes to an hour. CAD crashes are an officer safety problem as dispatchers are J trained today to rely on the computers for officer location and call and suspect information. Their primary frequency handles 13-14 units per shift on weekdays with a peak of 30-39 units on weekends. Communications Supervisor Charles Cobbley from Long Beach PD reported that their CAD system has failed twice in the last year, once for 15 minutes and other time for an hour. CAD system crashes definitely pose an officer safety problem as they lose unit location, unit activity and call information as well as pending call information. They have four primary frequencies and field between 120-140 units per shift. Duane Kendall, Area Commander of the CHP Inland Division Communication Center, reported that their CAD. system crashes once every 6-8 months with the system being down an average of 20 minutes per incident. Loss of CAD absolutely causes an officer safety problem as all unit information, including location and activities are lost, and individual dispatchers are hard pressed to retain and manage that information given their volume of units and activity. CHP fields 25-30 units per frequency per shift in the San Bernardino/Lake Arrowhead region and 40-50 units per shift in the Riverside/Ontario region. .. Communications Supervisor Holman from the SBSO reported that their CAD system crashes infrequently and thus is not a concern for them. The longest CAD failure was 1-2 hours. CAD failures don't pose an officer safety problem under routine circumstances as they rely on a back-up manual system. Problems do occur during peak traffic times as dispatchers are overloaded to where they lose unit locations and status. Dispatchers working primary frequencies handle an average of 20 units for Rancho Cucamonga, 15 units plus detectives in San Bernardino and 15 units in Fontana/Chino Hills station. SUMMARY We have an aging system that must be upgraded for reasons of both efficiency and safety. There may not be another viable window of opportunity for action in the foreseeable future. The effort expended, potential loss of grant funds and our "credibility factor" as to future grants make this project of prime importance. ":::> rP'P/ 34,100~ tfO 1""~ 51,000 15,200 124,500 46,200 155,400 62,800 50,000 59,60~ 244.600 15.000 92.100 431.900 702.800 . 46.390 45.000 110.000 500.000 41.800 83.000 200,000 3,102,200 Mavor's Recommendation Starting Deficit: Budaet Reductions: ( Animal Control ~ Cemetery- ? City Clerk 'f Civil Service 5 Code Compliance (.. Council Office 7 Facilities 8 Finance r General Gov. I~ Library II Parks IZ, Personnel 13 Planning lit Police 15 Public Services I/, Public Works 17 Issue Refunding Bonds; reduce debt service on Fire Station and Library Ir Extend maturity date of 1989 bonds to reduce debt service 19 Fund 9/1/97 bond payment w/proceeds of 97 Refunding Bonds ~ Establish a fee for Fire Department plan review 21 Est ending fund balance of Cable TV Fund for FY 96-97 22. Funds from City Hall refinancing Subtotal: .23 Transfer title of Refuse Portion of City Yard through bond issue Estimated ending fund balance FY 97-98: 1,700,000 ~ ~ ~' -Please note: Not a General Fund redudion and not included in total Page 1 t ~~t?~7 :LI