HomeMy WebLinkAbout01-City Administrator
,. . "
Agenda for 7/3/97 Budget Meeting
1.
Mayor - read RAMS letter
2.
Barbara Dillon - report on Meet & Confer, and Privatization Committee meetings
fS-~
Parks, Recreation, and Community Services - $244,600 (Blue pages - p.20-24) ~
3.
Budl!et reductions continued from 6/30/97:
~-~
fa.
vb.
.,k.
Finance - $62,800 (Blue pages - p.l4-l5)
Police - $431,900 (police Reductions Proposal) ~
. jei. Public Services - 5602,800 (Green pages - p.6; Blue pages - p.29, 33-35) . ~
fi. Public Services Motor Pool- $201,200 (5100,000 General Fund portion) ~
I f. Establish a fee for Fire Department plan review - $41,800 (r!t{.kSf 10~ )~
4. Reductions already included in the Preliminarv Budl!et lPink Pa2es)
i City Administrator - $108,700 ~
,1.,}
\':1 I
{l\
vf.
Jd.
}.
City Attorney - $194,000 ~
Ma~or's Office - 534,000 r
M.I.S. - $102,600 ~
Risk Management - $277,500 ~
5. Discussion - Restrictions on computer network funding (Tim Sabo)
6. Discuss Manal!ement/Confidential Unit salary and benefit issues
a. Statement by Debi Biggs, President of the San Bernardino City Management
Association
b. Statement by Jim Penman
c. Note: $300,000 is budgeted in Non-Departmental for increases for General,
Mid-Management, and Management/Confidential
1/3/,'17
if!
.
..
713/97 Agenda - Page 2
7. Transfer title of Refuse Portion of City yants throullh a bond issue - $1.8 million
Note: The bond issue amount should equal the remaining deficit.
8. Shifting street sweeping program to Refuse Fund
9. Gas Tax funds to be used for Street Lighting costs
,
.
.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORA,.Ev1l1ll1d into Reeordal '7 ~/47
~'rMtlillCmvOevCms "'Ig: /6_,
TO:
Jim Penman
City Attorney
bV
re Agenda Item
FROM:
Huston T. Carlyle, Jr.
Sr. Assistant City Attorney
~
~ilY Clerk/COC Seey
City of San Bernardino
DATE:
July 3, 1997
FUNDING STREET SWEEPING FROM THE REFUSE FUND
RE:
The question has been raised concerning the possibility of funding the entire street
sweeping function out of the Refuse Fund rather than the General Fund. Research
indicates that a considerable part of the street sweeping function, but not its entirety,
may be funded out of the Refuse Fund.
The City currently provides approximately 42,500 residences with refuse service.
It also has approximately 2,500 commercial accounts (there are approximately 250
commercial businesses serviced by private companies). With the exception of those
residences which get their water from the East Valley Water District, the refuse charge is
billed on the City's water bill (the East Valley Water District customers are invoiced
separately by the refuse operation). All commercial accounts are also invoiced separately
due to the disparity in bills (commercial accounts can range from $60 to $6,000). The
monthly residential rate for three containers (blue top, black top, and green top) is $15.25.
Each of the refuse operated street sweepers has a collection ability; that is, they are
equipped to suck up debris - or refuse - which is on the streets, in addition to the pure
"sweeping" function. As such, "street sweeping" in San Bernardino is synonymous with
street refuse collection. The refuse which is collected by the street sweepers is placed in
rolloff bins, picked up by rolloff trucks, and taken to the appropriate landfill locations. It has
already been proposed by the Public Services Department (which oversees both street
sweeping and refuse functions) that the salary and benefits of the worker responsible for
the disposal of the debris collected by the street sweepers -- as well as the cost of the
rolloff truck used in the operation -- be absorbed by the Refuse Fund. It has also been
proposed that the "tipping fees" paid for use of landfills in this operation be shifted to the
:1//
7 p/'17
.
.
Refuse Fund. Both of these shifts appear to be legal in that they deal with a refuse
function.
Since the "back part" of this refuse operation would be funded by the Refuse Fund,
there is no apparent legal impediment to the "front part" (street sweepers collecting refuse
off the streets) also being funded by the Refuse Fund.
Proposition 218 specifically exempts refuse collection services from the voting
requirement imposed on so many other fees:
"Except for fees or charges for sewer, water, and refuse
collection services, no property related fee or charge shall
be imposed or increased unless and until that fee or charge
is submitted and approved by a majority vote of the property
owners of the property subject to the fee or charge or, at the
option of the agency, by a two-thirds vote of the electorate re-
siding in the affected area." Cal. Const. art. XIIID, Section 6(c)
The phrase "property related fees and charges" appears in the title of article XIIID,
Section 6 and, of course, in the above-quoted subsection (c). However, the phrase is not
defined anywhere in Proposition 218. Article XIIID, Section 2(e) uses the phrase
"fee...imposed...upon a parcel or upon a person as an incident of property ownership...."
Section 2(e) then creates a subset of those fees which it labels "fees or charges for a
property related service."
Proposition 218 does contain the following relevant definitions:
"'Fee' or 'charge' means any levy other than an ad valorem
tax, a special tax or an assessment, imposed by an agency
upon a parcel or upon a person as an incident of oroperty
ownershio, including user fees or charges for a orooertv
related service." Cal. Const. art. XIIID, Section 2(e)
(emphasis added).
"'Prooerty owners hiD' shall be deemed to include tenancies
of real property where tenants are directly liable to pay the
assessment, fee or charge in question." Cal. Const. art. XIIID,
Section 2(g) (emphasis added).
"'ProDertv related service' means a public service having a
direct relationship to property ownership." Cal. Const. art. XIIID,
Section 2(h) (emphasis added).
2
It appears from the prior definitions contained in Proposition 218 that a strong
argument can be made that the collection of debris/refuse from the streets, as well as its
hauling away and dumping in landfills, is a refuse operation and that such fees or charges
imposed for such operation are permissible, without a vote of the people, for this property
related service.
However, even though Proposition 218 exempts refuse collection services from the
voting requirement, it does not exempt refuse fees from the other criteria imposed on all
fees or charges:
>
"(b) Requirements for Existing, New or Increased Fees and
Charges. A fee or charge shall not be extended, imposed
or increased by any agency unless it meets all of the following
requirements:
(1) Revenues derived from the fee or charge shall not exceed
the funds required to provide the property related service.
(2) Revenues derived from the fee or charge shall not be used
for any purpose other than that for which the fee or charge was
imposed.
(3) The amount of a fee or charge imposed upon any parcel or
person as an incident of property ownership shall not exceed the
proportional cost of the service attributable to the parcel.
(4) No fee or charge may be imposed for a service unless that
service is actually used by, or immediately available to, the owner
of the property in question. Fees or charges based on potential
or future use of a service are not permitted. Standby charges,
whether characterized as charges or assessments, shall be class-
ified as assessments and shall not be imposed without compliance
with Section 4.
(5) No fee or charge may be imposed for general governmental
services including, but not limited to, police, fire, ambulance or
library services, where the service is available to the public at
large in substantially the same manner as it is to property owners.
Reliance by an agency on any parcel map, including, but not
limited to, an assessor's parcel map, may be considered a signi-
ficant factor in determining whether a fee or charge is imposed as
an incident of property ownership for purposes of this article. In any
3
legal action contesting the validity of a fee or charge, the burden
shall be on the agency to demonstrate compliance with this article."
Cal. Canst. art. XIIID, Section 6(b)
In the City of San Bernardino, there are numerous properties that are vacant or
boarded up or otherwise do not currently receive refuse pick up service and/or water
service. As such, they are not currently charged (nor can they be) for water which they
don't get or a trash collection service which they do not receive. However, under
Proposition 218, the entire street sweeping function cannot be billed only to those residents
and commercial customers who currently get charged because then the fee or charge
imposed would exceed the "proportional cost of the service attributable to the parceL"
For instance, ifthere are 50,000 parcels in the City, and the entire cost of the street
sweeping function is $675,000, then each parcel is charged $13.50 per year, or
approximately $1.13 per month. The fact that there may be 5,000 of those 50,000 parcels
which are vacant or boarded up or otherwise do not currently get billed does not permit
the refuse department to spread the $675,000 cost among 45,000 parcels. If a certain
amount of the cost of the entire street sweeping function is uncollectible, then that cost
must be borne by another legal source, but it cannot be collected from those who already
are contributing their fair/proportional share.
This is consistent with the provisions in Proposition 218 involving assessment
districts where a public entity such as the State of California must be assessed as part of
the computation, but if it refuses to pay, that cost cannot be spread among the other
assessed parties which are paying their fair proportional special benefits share.
As an aside, it is noted that the cities of Ontario and Beverly Hills include the costs
of the street sweeping operations in their respective cities in their refuse billings.
In conclusion, a considerable portion -- but not all -- of the street sweeping function
can be funded out of the Refuse Fund for the reasons contained herein.
4
.
~
~
C I T Y
o F SAN
INTEROFFICE
MAYOR'S
B ERN A R DIN 0
MEMORANDUM
OFFICE
TO: James F. Penman, City Attorney
FROM: Mayor Tom Minor
SUBJECT: Funding Street Sweeping from the Refuse Fund
DATE: July 1, 1997
COPIES: Fred Wilson, City Administrator
During the June 30 Council meeting, a question was raised
concerning the possibility of funding the entire street sweeping
function out of the Refuse Fund rather than the General Fund.
It is requested that your office provide an opinion regarding the
legal implications of such an arrangement, including whether or not
it would violate the provisions of Proposition 218. Since the
budget hearings are drawing to a close, your prompt response
is appreciated.
~\ \
7 ;fu-7}1/( ~ {~
ToM NOR"
Mayor
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
TO: The Honorable Mayor and Common Council
FROM: Fred Wilson, City Administrator
DATE: July 3, 1997
SUBJECT: FY 1997/98 Budget Information
COPIES:
The Mayor and Council requested the attached Budget related documents at its last
Council Meeting:
1. Golden Handshake Retirement Benefit.
2. Budget Costing of Benefits for Management Confidential Unit.
3. Budgeted FY 97/98 Salary & Benefits for Management/Confidential Unit.
4. Suggested Annual Lease Rate for City Corporate Yard.
5. Response to Norcal Proposal of June 26, 1997.
6. Eligibility of Gas Tax Funds for Maintenance and Operation of Street
Light System.
7. Computer Network Upgrade Project.
8. General Government Dues Cost.
9. Shift Street Sweeping Cost to Refuse Fund.
..A11.~ Entered into Record at I I
~rsON Council/CmyOevCms Mtg: I-J j 11
City Administrator
FAWlmd
by
re Agenda Item
~/~
City Clerk/COC Secy
City of San Bernardino
INTEROFFICE MEMORANDUM
City of San Bernardino
FROM:
David Oberhelman, Councilmember
~~I
Barbara Dillon, Director of Personnel
TO:
SUBJECT:
Golden Handshake
DATE:
July 2, 1997
COPIES:
Fred Wilson, City Administrator; Lorraine
Velarde, Executive Assistant to the Mayor;
Jorge Carlos, Executive Assistant to Council;
Barbara Pachon, Director of Finance
At the June 30, 1997 Council meeting on FY 1997-98 Budget
Deliberations, you commented on the Golden Handshake retirement
benefit. You asked about the savings generated by Golden Handshake
and commented that the savings should have been factored into the
FY 1997/98 budget.
The Mayor and Common Council approved the two years' additional
service credit on June 2, 1997. Eliaible members who retire within
the desianated Deriod. Julv 4. 1997 throuah October 2. 1997. will
be entitled to receive the additional credit.
* Because the window period is about to begin, staff is just
starting to receive information on eligible members
interested in receiving this benefit.
--As of July 2, 1997, the Personnel Department has received
copies of retirement applications for eight (8) employees
eligible for the Golden Handshake.
* To the extent possible, City departments have already factored
in Golden Handshakes into their FY 1997/98 budget reductions,
e.g., in Public Services.
* It should be noted that an earlier window period was intended
in amending the PERS contract (June 5 - September 3, 1997).
This would have provided more information for the FY 1997/98
budget deliberations.
* As the Council considered the Golden Handshake, the City
Administrator was asked to pare down the list of eligible
employees, to improve the ratio between Golden Handshake
classifications and unfilled vacancies.
--The initial list of classifications was presented in the
ADril 21. 1997 Council agenda, requesting that the Mayor
and Common Council certify compliance with Government Codes
7507 and 20903 pertaining to the PERS contract amendment.
This list included 114 classifications for an" estimated
total savings (General Fund & Non-General Fund) of $2.9
million, if evervone eligible elected the Golden Handshake.
--The final list of classifications was presented in a May 28,
1997 memorandum to the Mayor and Common Council as back-up
to the June 2. 1997 Council agenda, requesting adoption of
the ordinance authorizing an amendment to the PERS contract.
This list was pared down to 51 classifications for an
estimated total savings (General Fund & Non-General Fund) of
$1.2 million, if evervone eligible elected the Golden
Handshake.
In proposing the Golden Handshake, there were a number of reasons
for considering the benefit:
* It is a labor relations tool to provide options for employees
who may otherwise be subject to reductions-in-force.
* It provides an opportunity for a voluntary separations during
a time of severe budget constraints.
* It creates vacancies, so positions can more easily be deleted.
* It permanently reduces staff in each department that takes
advantage of the program.
As Personnel receives more information about specific employees
taking advantage of the two years' additional service credit, we
will prepare an updated list for the Mayor and Common Council,
noting classifications and estimated savings. The final costing
will be done by PERS once the window period is over.
Please call me at X5161, if you have any questions or need
additional information. Thank you.
BUDGET COSTING
Manaaement/Confidential Group Amount Months
1 % Salary reduction 4,614 12 55,368
Benefits 11.6% 6,423
Total -** $ 61,791
** Excludes Police and Fire Management
INSURANCE
City Paid Insurance amounts Employee Family
General Unit 187.73 315.00
Mid-Management 162.98 319.51
Police Safety 262.98 419.51
Fire Safety 169.12 331.79
Mayor and Council 754.08 754.08
Management/Confidential 754.08 754.08
Cost to change current City Paid to:
Number of Savings per Pay
Emp Affected Pavperiod Period Total
Mavor and Council
$320 City Paid 6 1,288 12 15,456
$420 City Paid 4 802 12 9,624
$500 City Paid 3 434 12 5,208
$600 City Paid 2 224 12 2,688
Manaaement/Confidential
$320 City Paid 84 9,423 24 226,152
$420 City Paid 70 5,498 24 131,952
$500 City Paid 58 3,683 24 88,392
$600 City Paid 38 1.783 24 42,792
Police Manaaement
$320 City Paid 15 1,837 24 44,088
$420 City Paid 13 1,121 24 26,904
$500 City Paid 10 606 24 14,544
$600 City Paid 6 283 24 6,792
Fire Manaaement
$320 City Paid 10 1,107 24 26,568
$420 City Paid 9 614 24 14,736
$500 City Paid 8 399 24 9,576
$600 City Paid 5 149 24 3,576
TOTAL@$320 $ 312,264
TOTAL@$420 $ 183,216
TOTAL @$500 $ 117,720
TOTAL @ $600 $ 55,848
Supplemental Life Insurance (if not City paid)
A
Savings per Pay
Pavoeriod Period Total
Mid-Manageme'nt 1,317 24 31M8
General 6,042 24 145,008
Police Safety 3,811 24 91,464
Fire Safety 1,923 24 46,152
Mayor and Council 545 12 6,540
Management/Confidential 4,844 24 116,256
Police Management 910 24 21,840
Fire Management 551 24 13,224
TOTAL * $ 472,092
AApprox, $422,092 is General fund savings and $50,000 is Non-General Fund Savings
Auto Allowance
Mayor and Council
Management/Confidential
Safety Management
1,365
2,950
425
12
24
24
16,380
83,400
10,200
TOTAL Auto Allowance
* $ 109,980
*Approx. $100,000 is General fund Savings. Employment contracts would have to be reviewed
and Resolution 12836 would have to be amended. Also 5 employees currently receive a City
vehicle in-lieu of an allowance that has not been factored into this savings.
Education Reimbursement
10,000
Admin Fee for Deferred Comp
1.00
725
12
8,700
.'
;<'
'r
".
~",
,
,i.I
,
;;"
":'11'1
.~ :
I
I
I
.
I
~.;.l
'- I
.1:, !
~ :
.\~ -.
~ t
q I
'. I
:<.~ -.:
~, .1
'.
I
I
I
I
I
I
""
".
.... -lJ I
.... >- I
,
J,..... I
.. -~ I
".
'.;!
,'II::' I
~ ~ I
"r
."
~-g:
, ~
''''
,t~O
H
.._ I-
~
*f
~~m
.t,'..
~;}&
";':'1
'''''2:
,
....,.
......~
H
~.
_Z
...
-
~
:...z
!~
-....
f~
- "
'1'>
..of
-
f:f:
%~
1"
,.
t
,
I
-~
..
"
~
-
,.. ,.
.....
I-
MZ
...%
..."
Z-'
,"0
..u
'"
'"
...
,
OODOO
acaClo
00000
..~
I-
HZ
lo.%
..."
Z-'
"'0
.."
'"
'"
...
III 0',," It.I C't
ItICl..:t"~
. . . . .
It'III.o0P1
ItI 0" "&11
:to=t'If1N
-.. --
Cl'lt-4o-ltl
""......t ....
>...
"
O-Z
%
..,
"'-'
., 0
.' "
'"
00000
00000
00000
>~
"
o-z
%
"'''
.. -'
00
"'''
'"
00000
&110000
It'C't....N
0"&1111.....
.....a 0 II'lt'l
~';'..m';
l'I'I Ut WII" ..
I
i
o
z
"
...
..
"
o
..
.
t' :!..
"
"
"
..
'"
"'
.,
r-
"
oO
o
o
"
"
"'
oO
"
oO
...
0-
...
"
"
"
..
'"
.'
"'
r-
"
oO
"
o
o
o
..
oO
"
oO
...
0-
...
~ ~ ~ ~ ~ ~ ~ ~
o I' ]~',,^[~'r~~:~~IIJ~~'';~'~'II!;'!o~ :~I'l~"~;r:t
"0' ~I ~~'f.~~ 0,,' 0 .~~ ~ 0 0 ~ ~ 0 0
o oo~oo 0 00 0 10 0' ~ 0 0
I I . I
I I i I
I I I i
I
III ~"oiD .a
"" .;:litO" fit
~.o':ti
..".."
0.0004.
" ~,:,: f" oO
....... ..
I
o ,0000 CI
: :~~f :
I
, I
o J.oo~
o 'P.~~f,
IItlDo..
om"f
F~f
~
"
oO
..
..
"
..
..
..
o
"
"
o
"
..
...
..
oO
..
...
lE
"
Z
...
...
>
o
-'
0-
lE
...
...
D
o '"
-' Z "
.J WII:...I
IaI ttlOW
1IIU10::0>
cf c:II..1 4:
UHO>W
I:::%-'Z
ZcfCc['"
.."
"'W'" I:::
WH elt
II:1:Z 0
......c>..J
:Z:OW41
U'IU't-:.a:,
I-
o
-'
................
..
..
"
-'
U
"
..
:t"l'l.......1J
11'100""'"
....'OlD.,.
00000
...................
I-
~
...
o
....................
....................
00000
........"".......
...
~
"
..
..
..
..
~
~
"
z
o
..
-'
M
'"
I-
..
...
z
'"
...
..
..
..
..
..
..
..
..
..
..
!
;'."-
,.
oO
..
~
..
M
..
~
o
..
o
"
o
..
...
..
oO
..
..
..
...
..
"
l..!..:-
oO
..
..
"
...
etfo,...m
N.....,...O
. . . . .
""Nr-P'IN
om..,......
0...."0.0
..
~
~ . ~ ~ ~
,......,.,0
....
o
o
00000
00000
"
00000
..
D
00000
00000
..
M,
~,
OttlD-GQlI
o,.....o-m
:~p~
l'lI'" lltl..
~I
WO OH
~DINU
HlEl...U
::t4U1>::l:
> "'lI 08::-1
e-le....
CC::l:k 0
c:lccr>
.. tI
we, Lm
u...w...
%>0-1%
e....&H4
~~~l~
i
......r.......
I
:;~;w;~
In
00000
.....04,.....04
!
...
~
..
.04....""....04
::"f::
...04 ...04
,
"'
..
'"
...
M
'"
...
...
"
..
"
..
..
"
..
..
..
..
..
"
..
0-
..
...
oO
"
..
a
~
---,---r-
I
I
i
c "..
z >~
:s..8
Ill"'.
scoc
-,uI
au
, <<
c-'z.
i~;1
'fl.";
....1
i!:l!
....
aa
"~'l'
..
..
a
I
....~
1m::
....
..
...
"
- :~:;. ~~ ,"
,c,- ",.
if;~;:~l.
i'':~:'._'~<:
oO
..
II
oO
r-
II
oO
r-
oO
..
DI"
D ' "
..
..
..
..
o
..
o
..
'"
..
..
oO
..
..
oO
..
~
..
..
..
..
D
..
..
..
-l':-r.,
~ ,
"
"
..
"
..
...
..
"
"
"
oO
..
..
..
"'
z
o
z
"
"
'"
.,
Z
o
...
-'
..
..
oO
..
"
..
'"
'"
"
..
..
II
..
"
..
..
..
..
o
"
..
o
oO
..
Il
. .
T T
I
I
I
I
~
..
i
..
..
Ii'
I
I
I
-
A
~
..
oO
..
a
..
t
i
I
i
I
I
a
a
o
i
j
...
..
r-
"
..
"
"
"
DOO
:1:
~I:
I
:
..
'"
...
-'
-'
M
lE
...
M
Z
<<
-'
...
a
'"
'"
oO
oO
I
1
!
"
..
..
..
..
'"
"
..
..
"
..
~
~ ~ ~,J ~
..
oO
...
..
to
"
..
..
..
..
..
--
"
r
1
..
I-
Z
...
..
::>
..
..
T
..
..
ffi
o
::>
I-
..
..
"
y
>
..
,
i
I
~
0-
..
>
>-
>-
>
-'
..
~
o
0-
..
..
III
..
..
...
..
..
III
..
<<
III
Ii
"
g
i
III
III
>
Cl
..
0-
a
III
=
,
~
.
.
n :...
~Z
"E
W'"
Z _.
",,0
IIU
o
"'
L
,
'"
,,~
I-
HZ
LE
W'"
Z~
"'0
au
"
"'
...
,.
,.
.
:.~
,
~
.,
.,
,...
<<
LZ
E
"'"
,,~
00
"'U
"
,.~
<<
LZ
E
"'"
,,~
00
"'U
"
CD
..
..
..
IE
<<
...
,.
I-
...
..,
a
'"
CD
IE
o
..
z
o
H
I-
H
"
o
..
>-
..
>-
"'
"
>:
E
'"
'"
I-
H
...
...
z
...
..
w
..,
Z
H
IE
...
a
z
"
>-
<<
..
"
..
o
..
..,
.
.
o
Z
U
'"
"
U
o
"
i
l
.
'" ,
i i
,
'" I.
W ,
,. .
o ,
~ .
L .
E I
'" r
I-
o
~
"
"
<<
~
u
'"
a
I-
L
'"
o
'"
~
f
.
o
o
o
..
"
..
..
I-
o
..
o
o
"
"
o
o
..
..
..
..
..
..
o
"
.
.
o
o
a
I
..
o
o
..
..
..
..
..
..
..
..
CD
..
..
..
o
o
o
"
o
..
o
o
o
o
..
..
..
i
.I
..
.;
o
.,
..
..
,.
..
...
Z
Z
'"
~
u
a
H
>
"
a
..
..
..
..
I
,
j
..
..
,
!
,JI'I
o
..
..
"
'"
Z
H
"'
z. Ide
~., I ~ =~ ..z
OW I III '" ~'" a'"
0,", I ~ :a~"Za:: 00
E> C I ZZ~OCD' DC
U.J ". weerwz .DC
UlDe>WCIIl:W!..ICJ 'ZOO:>>"
C"~HfoIC .",ICIOHZ,,", wi
tlUCIi:!Cd H'" :lIIwcaw
~~ZO..J~.O'"~..I~~WO
~za::~J"w~O.~~WJ~C
COC...~.JHlII.JO%C>~.Jc
"...a::WWHZWHW.Wa::UkD
a::UI_z_czau>wmzcc.J
C~WZDL04wc"'Dw..ro
zxac,cr:m,UO_EX.UD
~~~~.~~~"N~""~N"
:. . I
~~'.~"~~~~."""""1""
,.....tcNtf..."'..._UlUI .at-
"',.,...~"'fI\............. ....
: i i I
~1~~j~~1~~i~~J~~ ~
MJMM ""~""S"" "" "
~~UI~ ~~.~~ .~ .M M
0000 oo~oo 00 00 0
"~""~~"~""J""t""
I I ! 1
. . I I
i ' i i I
;,' ":~i cl'r,rJo~'F!_T'1 ,-hL~I-lEH
w ~ . ~ ~ ~ ~
~Il'l
.
..
.
.
.
I
.I
o
..
l...l._:.:.._.....
oloolo.lo.l.olo~jo
oooOOOOOOODOOOOO'O
,.... I .. .,. , .. . "
OOOODOOqOODOOODO 0
I I . i . l
I ,
I' i'
..~~.l....~...~....JONII~
O..NJ~~o~~.~m .. ~
, ~ .. ., I . . . ,. ..
~ri~o ~~O.~O.~O~4 0
~~~rOD4r.~.4rHD.~.
~~O~N~.~ooO~.NO~~M
. . . - ;. - - . . . . . . ~ - - I
:~::~.~~~~~~~::~~~
! ~ t4
. ~
"
J"
,. "
Ii
Ii 0
I
,
,
.
,
I
'0
10
I
..
"!
..
"
..
..
.
"
o
. , , I I
oJoooooJoO~QOUOO
0000000000000000
.. , , . . . . , . , . , . ..
0000000000000000
I
1
..
o
o
"
..
..
..
,
I i I
i I I I
, I . , I
0000000000000000
ooo~oooooo.ooooo
, . . .. , , . .. " . , . ,
t4~~~.Hm.OO.40M~.
"~..~NN~m~oo.~.~D.
~ ~~rD~~~r~~O~D~
~.~~~~~;4..G~~~O
r."~MM~~~M..m.~~
.. ,
i
..
~
.
.
.
,:...1
. ~ ~ "
"~\ii
.
.
"
..
o
~
..
I
,10
I.
.'
110
II
Ii
,!
"
'I
II
:1 ~
'"
"
Ii:
II ~
:10
,..
1'C'4
:1
,.
i
l. 0
'0
Ii ~
,.
'I
II
"
"
II
:10
II ~
,.
,'..
I' .
"
I, .
1:111
Ii ~
"
i
J
"
.
..
I
J
..
.
~
.
.
..
I
j
<I
J
I
I
,
I
I
9
..
::
.
~
I
I
~
..
III
!
oJ
oJ
H
"
..
"
o
]
i
l
~
.
.
o
o
10
10
1
,
.,
1
I
,
I
I
I
I
oociood
000000
.
01000000
, '
..
..
IN l:D..oltl.~
~ i ~ ": ': ~ II! "i
~ !";;: ~ ;1 ~ ~ ~
.. "''''lD,.,OtJ'
..
.
~
o
..
- -.. -.
o o~ofl'l"d
~ ............ ..
.
.
o
o 000000
o 000000
o 000000
o
o
,
o 000000
0, Doornoo
.. an';';':";";
IN ..olllWl"'IJa-
H 0~~1II~t4
.... -....
. o~,....oo.(i
..0 :,.,... ,.,rrt'l
.. ,
II
..
..
..
..
"
U
H
..
I-
"
L
N
I-
..
.. Z
a
... x
ZH
"'00
HO
:r !: ~ Q ~
: a~ ~ ~ ~
o .:az ..J:II
m ZHH
=~ ~: ~
..,..J]E ,
...
'IE
a
fO
:E
w
'0
: ~... ~... H'"
i:t' ~ ~ "'''''1''1
1Il,.........,..t-
IIl'Ill'IlII"O-;
o
..
IOO~C10Q
..........004~1
..
I-
o
. I
......J..........
000000
..................
..
l-
.
................1
,L.;.!,
~
,
.;';
. ~."
-:j'L.
..
"
"
"
~
..
~
m
.
"
"
"
"
"
"
..
..
..
..
"
..
..
"
..
..
"
..
.
"
"
o
..
..
~
m
"
o
"
"
"
o
o
..
..
II
~
.
..
..
..
o
..
....
..
. I-
o Z
...
o a
'"
I-
..
..
I-'
Z
...
a
o ~
m I-'
on
..'
CD ..
.. u
u
~
o
o
o
o
o
..
I-
..
..
..
o
-J
-J
H
..
'"
:E
...
H
..
"
:E
"
Z
W
a
..
I-
..
.
..
..
..
..
..
..
:-
m
d
~
..
.
..
'"
W
.
>'
:11
..
:-
,.
,.
>-
-J
...
U
on
'"
IL
...
..
...
..
IE
"
..
~
...
on
"
...
-J
...
IE
I-'
...
'"
a
~
..
...
...
>-
a
-'
..
:E
...
..
...
..
u
u
.
t
.
I
J
J
,
c.
.E
~
.:...
"'
o
t-
O'
O'
~
'"
o
~
"
.,
..
..
..
~
..
..
..
>
..
..
..
o
"
..
..
o
~
Z
o
H
..
H
'"
o
a.
>
..
>
..
..
%
%
"
'"
..
H
~
..
Z
..
..
..
o
%
H
..
~
o
Z
..
>
..
a.
'"
'"
o
..
..
~
..'"
..
HZ
~%
.."
%~
..0
..u
.,
..
~
000
000
....0
"'~
..
HZ
~%
"",
Z~
..0
..U
.,
..
~
......
......
, . '.
1I1t'-...
""0
..~'"
..~..
~~
>'"
..
a.Z
%
"'''
"'~
00
..U
..
000
000
00..
>~
..
a.Z
%
"'''
"'...
00
"U
.,
000
000
......
....'"
~~..
"'..~
.."'..
..
..
..
'"
"'I
..
,..
'"
,..
..
..
..
..
..
..
..
..
..
'"
'"
'"
..
..
..
oooooe
000000
c:C::Oc:~~
..
..
..
..I..
" ..
.. ..
"
"
'"
'"
..
..
..
I
..
o
o
..
o
r;.,
'"
"
..
..
,
..
..
..
"
..
..
..
..
..
..
..
..
c;
i
1
I':
D-
..
..
..
~
"
o
"
..
.
..
..
..
..
..
..
o
..
..
..
..
..
,..
..
o
"
"
..
..
..
..
..
"
..
o
..
"
..
..
..
..
,..
..
"
o
"
..
..
..
..
..
"
..
.
"
"
..
..
..
.,
,..
I :
,
I
I
I
..
..
"
..
"
..
..
..
"
..
.
.."
.."
. .
.."
,
i
!
....
...
'. .
a
....
f~
""
"..
.."
I
0"
""
'. .
....
....
....
in:
o
Z
U
..
'"
U
o
'"
...
:E
..
Z
..
..
>
o
~
a.
:E
...
z
.. 0
.. ...
eN....
~Z..
....e>
"'..
"'..
.. ..
0"'''
z....
......
"0"
..0..
m('t'lio4
..
o
~
'"
'"
..
...
U
"
..
......
"....
....
i
o..o!.
......
..
a.
...
o
.....,j,4
......
~....
......
..
...
.
.
"
..
..
..
..
.
..
'"
..
,..
'"
"
..
1:""0.00"-
.....-IOND'r-
. . '. . .;.
If"o-CDN.:t'M
t-ll'rltrlN"'O
o........mlllo
';'';'fi.ri-';'i-
..t c""
..
..
o
000000
C1oacao
000000
..
"
..
..
..
'"
..
..
000000 0
C10ccae 0
. . . I . .
"ONII..... t'I
,..,...Ut"'('If" ('It
u..."",..... tv
..... .
mltl.om.o." ...
",,.,,,,,,,cr-Ut It'
..
z
...
..N
......0
II: Z C.....
......CIII
ID",.",
ZlI::C:Ji%1Il
11I<<>10:1
::1::1:"">%'"
u cwu>
2:'''"'.....
z Ca::G.H
.. ... '"
CUZ%C
MH>U'l.-t
I~~~C=>
oa:......a::G::
WIaICH4C
U>:leCCII!:t
wtN~""~
,..,....0........
..tIll'O......
,..,,..11I
, !
i
00.0001 0
............... '"
I
i
... .................. ...
.. NN~C'lC\I.. N
.... ................ ...
...................
..
~
.. ..
.. "
.. O'
o ..
,.. "
.. ..
,.. ..
>
Z
L
..
"
:E
a.
Z
Z
o
.,
'"
..
.
..
I
1
,
I
I
I
I
I
1
..
..
..
'"
o
..
.,
>
o
..
..
'"
"
..
..
..
..
..
..
..
..
..
..
..
T , - ~ l~
I
, . I i
~.ft~:; L"'TI':.~-~~l~'-~G.Ei 1
.
.
.
..::. ~~';'
"
..
o
,..
..
,..
..
..
o
.. ..
" ..
" ..
o
..
..
..
..
..
..
..
.. .. ..
.. .. ..
.. .. ..
~
o ..
.. ..
1
..
...
.. ..
Tlltl
...
..
..
..
I
'ilEJil~J~J~:
.
j
III
ih
Z"
....
z'"
u"
.!oz
a~
.....
oz
..u
.....
:;lE
I
....
~~
...
I
,
....
....
I
!
....
....
....
.10..
I
..
':i,'J
I
, 0
, ..
,
,.
I
,
,
,
I'
I
,
,
,.l.
,..
I'.
,..
, ..
,,..
,
, ..
''''
,
,
,
,
,
..
..
..
I
"
"
..
"
..
..
'"
..
..
..
I
i
..
..
..
,
';.-..:
,
~------.
I
..
..
..
.. ..
.. ..
.. ..
..
..
li-
..
"
..
...
.. ..
.. ..
.. ..
,.. ,..
'" '"
.. ..
.. ..
..
"
..
.. ..
" "
" "
"
"
..
"
..
..
...
..
"
"
"
'"
..
'"
..
'"
"'
o
..
u
..
H
..
..
...
..
>
..
..
"
..
" ..
.. ..
~
..
..
.. ..
,.. ,..
.. ..
..
II-;!
...
.
"
..
..
'"
..
'"
..
"
..
o
"
..
J '!.
,..
,,..
,..
I,;
,..
,
,
,
I
I
"
"
"
"
"
"
..
o
..
..
..
,..
..
.
I
I
.!...
....
"..
~.o
.....
, .
'1tI11l
"'..
"'...
....
"..
"0
"0
....
0"
..;.
....
....
~,..
....
"
..
'"
0..
.....
.....
",or.
-l~
"
..
z>
z..
0..
OlE
~'"
,....
"',..
I
I
I
....
....
I
.....
,.,..
....
....
~
..
z
..
o
"
..
'"
..
..
Z
..
a
"
ih
..
u
u
.-
..
,
I
I
i
"
,..
-l
..
U
"'
o
a.
~
..
..
..
..
':
':
..
..
en
..
..
...
..
.,
..
..
..
o
"
..
..
..
>
"
...
..
lE
..
..
..
.
en
u
u
I
~
w
..
J
I
.
. If>
,
,
, "
.,
on~ ..
>- 0
~Z
...E ~
"l:J ..
Z" ~
"'0
..'" ..
~
,
"
'"
'"
...
"
,
,
;N 0
'" 0
LZ
E 0
on"
on..
00
"''''
'"
>-~ 0
'" 0
LZ
E ...
on" ~
on.. ...
00
"'''' ...
'" ..
..
~
~
~
'"
'"
'"
>-
o
Z
'"
'"
on
'"
o
on
>-
'"
'"
o
"
..
'"
o
...
Z
o
~
>-
~
on
o
L
>-
'"
~
4
Z
Z
"
on
>-
~
...
!oJ
;:;
..
'"
'"
Z
~
'"
...
o
Z
'"
'"
Z
'"
Z
'"
'"
>-
o
..
L
Z
'"
>-
o
..
.. ..
.. ~
'" ..
..
'"
" 0
.. ..
~
L
on
on
o
'"
'"
>-
L ..
101 ...
o ~
I ..
,
I
101'
.. I
"
..
>-
'"
:r
101
..
'"
'"
:r
'"
H
Z
..
f
:.1
;
..
..
~
II
o
P-
OI
o
o
o
o
o
...
..
..
..
..
..
1
o
..
..
...
~
~
o
o
o <>
o 0
"
o <>
..
..
D-
..
o
...
..
" "
.. ..
.. ..
~ ..
.. ..
.. ..
.. ..
o
o
o
o 0
0'0
o 0
o
o
o <>
<> 0
..
..
..
..
..
,.
.. ..
<> <>
.. ..
.. ..
.. on
>-
'"
..
"
Z
H
:r
o
"
'"
'"
Z
..
..
..
..
o 0
~ ~
..
..
..
.. ..
... ..
~ ~
..
~ ~:
~ ~ ~ ~ ~ ~ - ~
I~;:; "kl '.' - ~ 1"'~J!L:t'ofr"~I~I","~I'lti""''''
l ":' 'g'r"~ ~r~ ~ . g"C)' /~
" "., I' ,I
o 0 0 00 0 0 ~ 0 0 0
I
I
I
o
o
o
"
..
..
~
..
..
..
"
..
..
..
o
..
..
"
"
..
..
o
"
..
"
..
..
..
o
..
..
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o 0
~ I :
: I ~ i
..
o
..
..
..
..
..
..
II
..
I
n
I
>-
>-
101
'"
eo
"
'"
Z
o
eo >->-
'" ZZ
:r ....
'" "''''
H ....
eo >->
.. ....
..
.. "0
.. ....
.. ....
o 0 00 0
~" .........
..
...
..
. IIID .
o 00 0
" Nt'I ...
....
.. ..
o 0
.. ..
,.
"0
..~
..~
....
....
.....
....
00
00
00
00
00
....
....
....
.....
....
..
o
..
..
..
..
..
o
o
o
o
o
"
o
..
..
o
..
I
r
I:;
I
'"
I ~
I
I;:
,
10
10
10
I
i
,
I
,
'0
'0
,
i E
I ;
..
o
"
o
..
..
;.
..
,.
I
,
,
I
I
,
"
o
o
,
o
o
"
..
..
'!!
f
I
I
I
I
I
i
i
Z
c
~
t
I
1
..
..
..
T
,
o
..
..
II
..
..
..
o
o
o
o
o
..
..
..
..
..
D
..
..
..
..
o
..
..
..
II
..
..
o
o
o
D
o
..
..
PI
..
PI
..
..
"
t~?;~~.:t(.
OJ;.
~ ~ . . .
..' , """'1'1',,1,,-
J~o~oDL
0, ..., D, D. D. 0, 0, 0., D,
'1
., Ofooc:roo,o
I I I. i
I . .- -! ..!
I
..
..
...
o
..
"
..
o
o
o
o
o
...
..
..
...
..
on
'"
'"
H
..
oJ
:r
'"
IE
D
..
W
D
..
o
..
..
o
..
..
PI
...
..
I
I
..
..
,,:
<>
..
"
..
I
I
I
<>
<>
o
..
o
~
..
r
't'
I
I
..
PI
1
i
..
..
C111~NlD~"'C1~
.01;1 N" "CD:t"o to.
." . . . . . . .
"'''''''~'''lIlml'fl..g
,,""'''1111I"..000
'*::~~':~'*::~~~
.00.......0'....(>4..
.. oot.. ...-I....
..
o
..
.
..
'!'
..
<>
ClOOOOOOClO
000000000
f
,
000000000
o
o
..
..
'"
,r.
..
i
000000000
000000000
. " . .'j . . . ,
OOfItl:t" atOlt N.o
mol"" lDlt,.. CD N'"
"lIlD.~lD..:t1t'
';T';~f"';';";
tII ... "'''Lf'UI
I
..
PI
to
,
I
I
I
I i ~
I i H
I H
I ~ ~4 i>
iHlfIlIl,t>Zlll::
-=....WCWI1lU
Cl:IoICZ....l....H
W LOllO:W:Il:Z
Z Z, %ucr II::
tot WH"'lt~W.O
.... ~ z : >
U"'~~~jj~lt~
Zl _wecl>
z :J:H"%%rt;~
W ~Zq:CJCJlt<<
....C::lCWHtotCeI
"'71::"'~ZZ"fS
:r::[:I:
CD lD N fI (IlIN iN iN t"
Mm'O..1........
Iii
000000000
..........................
,
i
, I
...'it.....................
UI"'IPUlI4tIl'IIIU1C11
iNr.iNC1~fliN~iN
..,....r..r
I '
I !
, i
-".1,
I
I
Z
~
~
"
...
..
.."
~
..
Z
~
~
..
..
'"
'"
>-
..
,.
I,."'
f'
j
..
"
J
'I:
!
..
..
*
".
".
".
>
;!
~
D
..
Ii.
..
~
IE
,
0:
..
..
,
w
..
..
W
i;I,
~
..
g
"
..
..
W
".
D
oJ
..
Z
~
..
...
~
;"I
,
,
I
10 < ,
>- ,
~Z'
"-E'
..", ,
Zj'
"'0'
..",
,
o ,
.. I
.. ,
I
,
"'~,
>- ,
~Z'
1-1&.-:1: I
11&J::l1
12::-11
I L&l 0 I
I IDU'
, ,
'0 ,
,.. ,
,... I
, ,
, ,
,
,
'>N
'"
~Z
E
"'''
"'...,
00'
..",
o ,
,
I
I
I
,
>'"
" ,
~Z'
E'
"''''
"'j
00
.."
o
"
...
...
~
'"
..
j
"
~
..
..
..
~
..
"
...
>
..
...
o
o
"
..
..
o
...
Z
o
~
..
~
'"
o
..
>
..
>
..
"
E
E
"
'"
..
~
"-
...
Z
...
..
...
o
Z
~
..
"-
a
Z
..
>
..
..
'"
..
o
..
o
.
"
o 0 ole
o 0 010
,
o 0 0'0
, ,
: I
,
, I
I
I
I
..
..
~
..
~
'.
-L--J..__L
o
Z
"
...
'"
"
o
..
,
,
,
,
,
,
....,
E'
'"
Z'
,
W ,
...
>
o
j
..
E
W
..
o
-'
'"
..
..
...
"
"
..
..
0.
...
" ,
,
,
,
w,
j'
"
"
..
..
..
..
"
..I
..
..
..
..
..
..
,.
..
..
..
..
..
..
..
..
N
..
i
!
,.."f,
.
o 0 c
.. .. ..
.. " ..
.. ..
',I, ~ I ~
CD I CD
'" ..
,,. ..
,
,.. ..
,.. ~
,
,
,
,
,
..
..
..
..
..
..
..
..
"
..
..
'"
~
..
..
.
..
~
..
~
..
..
I.
0-
..
I
I
..
..
..
..
..
~
..
..
.
:<
..
..
"
"
..
..
..
"
,
!
I
00'0
00'0
,', .
0010
,
,
,
,
,
,
,
,
,
,
,..
'"
I
'N
, ~
'"
,
''''
''''
,
,
,
I
,
::=
. "
....
.....
....
....
....
....
....
....
.... ..
.... ..
.
..
..
..
.
i
I
101 0
10' 0
, .1
IO! CII
,
,
,
,
"
,
,
,
,
, CI
'"
"
, "
, ~
,..
,
,
,
,
,
,
,
,
::: I :
,
.. I ..
~ I :
i
.. CI
.. ..
.
..
tolO tol tol.o
"'.0 fI" fI" fI"
"'I' tol C'I lit
CD.,. m f CD 0
GIll' CD lID ,...
...! :...
,
..
..
N
i
I
'" I
i
,
I
: I
~ 1
.. r
.. l<
: r
;:;)'Joc.
..
'w
j
j
w
"
"
Z
..
..
...
.. II
..
..
..
I
'1"
'"
:>
..
..
..
..CI
....
..e
jZ
..
..
..
..
......
zo
...0
0"
..~
....
....
.-4':"
!
..0
....
I
,
I
....
..0
"'..
....
I
M
,'~ .~.
-~ .~;,:.:
..
..
..
..
'"
..
CI
'"
oJ
"
..
..
..
..
'"
..
..
"
..
o
"
j
...
..
z
"
~
'"
..
..
..
'"
..
..
'"
CI
'"
..
-
.
I
'CI
,..
,
,..
I;'
..
..
"
"
.
..
..
"
..
CI
..
..
..
..
.
..
o
,.
o
,.
..
o
..
<: L.!..L~ 'ill .l: R
-
.1
I g
I ~
, I
,
,
I
,
,
,
,
; ~
,."
I ,j;
!]'
'L
I~
,..
! I
11
: I
l~
I.
'0
,
,
,
..
..
..
'"
'"
..
..
o
o
..
o
..
..
CI
"
..
,.
..
..
o
..
o
,
I
0..
..0
C;~
1
..
CI
..
..
..
o
..
..
"
'"
'"
..
..
I
I
.. ~..
~, H
r::
IP,~ 0
.... ..
I
j ,
L 1
I~ :
.... :
'l!"!, .
....ro-
T..'..
,..
__l..__-Ll
..
"
..
..
..
..
..
..
..
..
..
..
..
..
"
..
,.
..
..
"
..
,.
j
il!
iii..
U
..e
U
~"
j"
~~
'!'~
"'..
,
i
~E I
t= r
II' WI WI J.... .!.
: ~ ~ =: f
, >c,~..tl
::
>
CI
o
..
"
..
..
"
Z
..
~
'"
..
..
..
..
J
..
..
oJ
>#
I
I
o b'
~ . ~ .. - ~ -,-
'," 0 ".. , ,~.
,---'--__0_-..1-:'---'_ _ll~...L:i.l..:~
,
">I
..
I
"
o
'"
,.
,..
I "
'I'
'0
'"
,
,
,
I
,
,
,
,
J
o
o
..
..
..
.,
,,.
'0
,..
I
'"
'N
,
,
,
,
,
o
o
o
o
..
..
'"
..
,.
'0
,~
'--
"
N
'"
,
..
..
..
...
..
..
,.
"
"
~
o
o
o
o
..
"
..
,.
,.
..
Z
...
..
"
..
E
..
...
Z
..
,
"
'"
..
..
o
..
"
'"
'"
"
,
I
Lo
''i,'.
'"
o
o
o
,.
..
..
...
"
"
"
CI
o
o
o
lit
"
lit
,.
,.
..
..
..
..
'"
'"
--
o
o
o
...
..
..
...
N
..
"
o
o
o
o
..
"
..
,.
,.
..
"
'"
..
.
....
CI..
....
....
..,.
.....
....
....
.....
..~
....
....
....
....
....
....
....
....
,...
....
E
~
...
zz
oz
w...
j~
..
wo
.....
..
"E
..e
""
0'"
.....
.."
"'''
....
"'''
,...
O'
....
....
~~
....
"''''
~~
"
'"
~
.
1
..
..
Z
...
o
"
..
'"
~
..
Z
...
"
::>
..
.'"
'"
"
"
>
..
i
1
i
,,;
IE
'+.
>-
:!
l!
>
~
j
..
"
'"
II
...
..
!t
..
,
~
"
~
...
'"
..
w
j
w
..
..
..
o
CI
"
..
w
...
>
o
...
..
:r
w
..
w
'"
"
"
.
.
,
'"
~
..
,,~
0-
~Z
...1
..."
Z~
"'0
..U
"
'"
..
,.",
"
o.Z
,.
.."
..~
00
"U
"
,.~
"
o.Z
,.
.."
..-'
00
"'U
"
CD
"
"
...
..
"
...
,.
I-
...
"
"
"
..
..
o
..
Z
o
M
0-
M
'"
"
0.
,.
..
,.
..
"
,.
,.
"
'"
0-
I-
..
...
Z
...
..
...
"
Z
I-
..
..
"
Z
"
,.
"
0.
'"
'"
o
'"
"
~
,
- ,
iJ ,)
.U
1ft
o
o
o
'0
'0
,
'0
,
,
I
,
,
,
,
':
,
o
"
"
..
..
..
"
o
o
o
"
o
..
,..
..
..
o
..
..
00
00
00
0"
0"
""
....
.."
....
....
00
00
00
00
00
....
0"
.."
,....
.."
...
,.
"
Z
...
...
,.
o
-'
L
,.
...
0-
o
-'
..
..
"
-'
U
"
..
0-
0.
...
o
...
-'
o
"
"
..
..
..
"
o
o
o
o
o
..
,..
..
..
o
..
o
..
..
..
..
..
..
..
....
00
",.
0"
....
0-..
0'"
~I-
>Z
"z
0",
"...
. lit""
,....
,..
00
.....
.....
"CD
....
......
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
'I' :'T' :1'~~r''''lOl'1~T~=l' ilTI;!;:-i-~:;L;,'3 ~_J2I~'li:-rh;;;:;,
g~gl!::g~ ;~~ ~Ig g~~~i~t~g
o .. 0 I :.. 0 '! 0.. 0 ~ 0 0' 0.. 0 Ii 0 ..
I. I I I 1,1
Ii . ~ i !i
.. ..1'....1 ~"" '''0 J," CD'O"~'" !I..
,..~ "''''0- ..0011;.. ~'IIl-4I~II"
, . I. I'
;; ;;~ ~~;I;~; ;!~H~il;
I I .
I I I !
g g ~ ~ gl~ jg ~ g ggg:g
o 0 0 0 010 ~~ ~ 0 0 ,ool'~
! ' I I '
I ..,
I "
I ·
I ~ ~
g :;: 0 g ~~~ tio
o ::~.ll~
1 pI! I!
^
"
o
o
..
"
..
"
..
"
"
..
"
..
"
..
"
"
'0
'0
,
'0
,
I
I
,
,
I
.
I
I
.
'0
, 0
,
, 0
, ..
,..
1-
, "
I ::
I
,
..
o
o
o
o
..
o
..
..
..
..
..
..
"
..
..
"
"
..
..
..
i
z
o
0-
~
W
>
W
>
W
-'
Z
..
0-
..
...
..
..
..
o
..
..
..
..
..
"
..
CD
lO
..
to
..
1
.
~.!"
..
..
o
o
o
"
..
r
..
..
"
..
0-
..
..
-----1
,
o
..
..
..
,0-
,
10
= I:
.. lO
...
..
Il
"
.
.
"
"
..
"
..
-r--T'
I
I
i
I
I
,
I
I
I
..
...
,.
..
..
"
"
"
..
"
~
>
~
"
Ii
'0
.,
..
w
u
>
o
.,
..
"
..
..
..
I
,
o ..
.. ..
..
i
I
.... ...
"0 ..
0- 0- ..
..
'--T,
. <.:"
.t'<";,~
~.:",.", .,'
~~'f'i:l,;::.:~
I
..
d
,
1
..
o
..
o
....
....
o
..
0- ....
Il ....
P'l :.004
.(I !,:.,;
..0 i....
I
I
II ~
'I"
,..
II":
'"
I..
,
II
0-
Il
"
..
..
il-
I I
, I
I I
j
" I
.. I
9 I
L
l ..
l
.kl",., ,,'
r
I
..
Z
H
-'
; ~z:
-'..
..."
,.
;~z
, "
..Z
H
....
.....
I~~
'.,.,
.....
....
"...
lOUl
I
I..
I"
,.. 0
'......
..
..
..
~ !::::
:t' jat..
,.....
I
I
I.
I
..
..
0-
.
,
o
..
o
"
,
"
"
I: 0
."
'I'
',0
""
II"!
,I-
,,,
,..
,
.
I
'..
..
..
.
..
..
If' ,"C..
-t'
,
I
...
~
..
"
~
I
-'
...i
2l
W
"
"
I-
'"
'"
(
..
..
lO
U1
U
U
>-
CD
..
..
..
..
..
..
..
..
CD
..
....
..
I-
Z
"
U
..
>-
..
0:
..
>-
~
~
t;
on
o
::::
..
...
::1
~
..
...
..
..
CD
~
...
III
~
~
..
l:l
>-
o
-'
..
~
::l
~
..
..
..
..
~
..
"
.~
......i:
W~
Z~
"'0
"U
"
Ir
...
.,
,I
,
U>~
~
~z
...:0:
01"
Z..
010
"U
"
Ir
...
,
,
~
"
o
~
"
~
>-"
..
..Z
:0:
u>"
U>~
00
IrU
"
>-~
..
..z
:0:
u>"
u>..
00
IrU
"
..
V-
V-
~
'"
..
01
>-
~
01
"
o
"
..
'"
o
...
z
o
M
..
M
U>
o
..
,
o
z
U
...
U>
U
o
U>
~
.~
o
o
..
..
..
..
'"
..
~
o
o
o
o
o
..
..
..
I'
..
I
'0
o
o
I
i
o ..
o ..
o 0
'.
'0 0
,.. 0
,
'0 0
,
,
I
.,
I
,
,
,
I
I
I' ..
o ..
~ ..
~ ..
.. ..
o "
~ ~
o 0
o 0
o 0
o
..
..
..
I'
o
U>
..
..
,..
..
..
..
..
'"
..
~
I' I'
o 0
~
..
~
..
I
,
,
~ ~
~ ~
.. ..
o 0
... ~
o
o
o
o 0
o 0
o ..
>-
..
>-
'"
..
:0:
:0:
"
U>
...
M
...
...
i5
..
...
"
Z
M
'"
...
o
z
..
>-
..
"-
U>
..
o
'"
"
...
:0:
..
Z
01
...
i;
..
"-
:a:
...
...
o
..
..
..
..
..
U
"
..
...
"-
01
o
...
..
o
~
'"
...
..
o
o
o
..
..
..
I'
..
..
..
I'
..
...
..
..
..
H
'"
'"
...
:a:
U
z
Z
>-
..
...
..
..
..
..
~
..
o
...
..
...
..
...
..
...
..
~
..
..
~
..
1;.>
.
.... ~ .,.
~Ii~;f~.
,. ... "jI. "'> "II! 'll\ 10 ~ ~ ,.. .. . .
~'r:.'r -~r~~~f:]::."~!! '~ur]':'i~! .:'~."I,":'I-"! ;~
00' I ~ f. Q I I 0 ~ ~ f. ~ ~ a 0 L, f ~ I 0 ~ ~ L 0 ~
10 c; o! 10 oo~oo 0 0 r101 0 ~oi!o ~
I I! i I '. I ~
i i! I: Ii!
. ~l~ :. ~o.~. ~ r ~ 01 0 .N~ r ~
~ 0 0 to ~O~~~ ~ . r ~ ~ r~~ 0 ~
D" 0" 0- 10- ":.0': a:i ~ CD CD": r-. I ,... .4.t ~ t- III
rJ ~ ~ I ~ i:~~~=:! ~: i: I' : ::D ~ ~
N ~ ~ l~ ~~~G~" ., G CD CD N~~ 4 U
" ~ "l~ "~"". ..., T . ""1 ~ ~
I i I I I
I I i
o .b: 0 I 0 aoep 0
o 0 01 0 000 0
o ell 01 0 ~C:J; 0
! I I
! I i
.
o
o
..
..
'"
~
..
z
o
H
~
..
~
..
"
~
...
H
Z
..
o
~
...
V-
..
o
~
~
..
..
~
..
..
V-
..
..
"
...
o
o
o
o
o
o
o
o
10
10
I
I ~
I =
..
N
'"
...
..
----1
o
~
...
..
..
~ ..
.. ..
.. ..
...
I
I
I
,
..
~
o
00000
00000
o
o
o
o
o
o
00000
i
o
o
o
,
i
o
o
..
V-
..
f.
..
I
,
I
o
~
..
..
Il"
.
f
oae!.
000
o
o
o
o
00000
00000
o
o
o
o
o
o
II
II
I'
V-
..
o
o
..
I'
II
..
D
..
. . "
II
II
I'
V-
..
.,al) 0
0"'0 It"
-G...tll'l 0
.;~n:t..
....rl~
..
I'
D
..
D
..
rralDO
00.....
.0..:10"0
..
V-
..
V-
..
..
..
..
..
..
,..,.......N
....rl'..
i
I
I
i
c
>-
c
..
"
Ir
..
:0
o
...
n", ~
! I~ >
. '% ww
Ie C[ i ... U
X N ~I"'::J ...
wo lkl:: a:
-'OCOL
<<z-'w
wtJo~
"':0: Z
:0:.....
zc HU
~~md~
~~Jl:~
WC1'O:IE
.............
I
I
.'''''1,.,....0
I'I'T~~
o 00000
.., ..............
o
..
i
..
~
z
..
,.
"
~
"
C
H
:t
..
Z
~
I
I..
'''''''
11II1d>
I~~~
,....0
IlftL9
1""'1::.
1...1&1';'
I' ~ ~ =
ZOZ
.....0:
.,"..
'.....1
"I'
1'1'
I:]
"'~1
I
,
I
......
::1
!
..
..
1
".
It
I
I
"
'i'
I
"
~
..
V-
'l'
~
~
f:'I N ..............
III ww ,...,...".,...,..
f" .. ......,...
......,......
,
I
,
"
1
o
I'
D
o
I'
II
..
I'
..
~
I'
..
I
"1"1
.
.
.
o
o
o
...
..
:; I
.
,.
T
.
.
.
"
:t
.J.
;f
.
>-
>-
>-
>-
..
"
U
..
o
..
"'
.
~
'"
..
'!
..
~
..
...
..
...
Of
.:
...
8
"
.
"
...
>-
~
..
"
'"
.
...
ri
'I
!
.
,.
"'"
....
HZ
~ .
w~.
Z...
WO'
"UI
I
o .
R .
~ I
I
I
)oN
..
LZ
.
"'~
"'..
00
"U
'"
')0"
..
LZ
.
"'~
"'..
00
"U
'"
..
.. 0
.. Z
"
U
" W
.. '"
w
)0 U
o
.... '"
W
'"
o
~
..
..
o
..
Z
o
H
....
H
'"
o
L
w
,. .
.. ..
Z
,.
" w
.. w
. )0
. 0
~ ..
'" L
.
.... W
H
~
W ....
Z 0
W ..
..
'"
W ..
" ..
Z ..
H U
"
~ ~
..
o
Z
'"
..
,. L
'" W
L 0
'"
'"
o
" w
'" ..
.
.
)
"
,. ,.
,
g, g g g
o
000
..
o
...
..
..
.......
('. tD.
t...,.r-
......
("'1:'1"
ciO:~
..
. .
..
..
o
o
o
00010
00010
,
00010
I
I
I
I
I
I
I
I
I
I
00010
00010
I
0:1'...'....
oI)iC't.':I'
0':1'.'0
~ - I" I .
0.... II.
O'trltoI':r
,..
Ii
o
o
o
..
o
..
"'
..
Z
D
..
Z..
00<
"'''
"
we
o
z..
..U
H
....."
a..~
uzw
"0"
)ow..
.."..
i
.......
......
....
,
000 0
.......... ...
..
..
..
...... It'
O"ctt' ..
...... ..
..""
I
01
0,
, ,
o
I
I
",
o
o
~!
. .
..
..
~,,-:
!:i:.
,'.'
~f~~;.t~.
~ ~ ~ ~ ~ ~ ~ ~ ~
'""~E~.i',]T.J<I'L! ...r'J'~",'s,,! illl,l; mllL'r~I'J" 'J"'I'1
I I
~
10
I 0
I
10
I
I
I
I
I
I
,
,
..
o
o
o
...
..
..
o
o
o
o
o
"
..
o
.1
..
..
..
..
O'
..
i
I
,
,
0,
0'
.'
o
..
.. '
...
...
..
..
...
..
.. .
o
o
o
o
"'
N
..
....
..
..
...
"'
1
'"
..
..
....
o
....
o
z
e
"
"
I
,
I
,
I
r
I
, I
I I
I I
1',"'--
" "
'~~t:L';j~J!!:iloi ~li I,~ (?> I. ~,~' ~J;::.j
I ! !
I I ~
I . i!l
. :>
I ~
. ..
I
r.-!,-, r !
,
I
I
I
I
I
1
...
1.1:
I
I
'I
I
I
i
I
I
"I,
,.
,.
..
~
:>
..
"'
. .J
"'
u
u
)0
..
"~;'
.~.
'l
~
I
I
~ :,',
~ I
~ I
.. .
..
It
,.
,.
,.
;t
u
..
o
:1
..
::
..
"
'!
..
t,
',!':'-
'.
I.
.'
I
I
\
\
I
,
..
..
..
..
..
..
'f
..
S
:>
..
..
~
o
..
~
"I
..
~
~
I
JUL- 2-97 WED 17:38
ECON DEVEL AC~NCY
FAX NO, 7148889413
--
P,OI
ECONOMIC DEVELOPMENT AGENCY
OF THE CITY OF SAN BERl-'ARDINO
DEVELOPMENT DEPAR1'MENT
MEMORANDlJM
,. . ____.._.. __ _... ..._........ ..._ __ _____.._ __ ......______ ____ _____ _..._ .____ ....._.._.. A._." __ __.._.. ....-...- -.. --.... -- -.. -.-.. --.... -...- -- -- -...-
TO: James Howel~ Director
Public Services
FROM: RONALD E, WINKLER., Director
Development Department
SUBJECT: CITY CORPORATE YARD LEASE
DATE: July 2,1997
COPIES: Agency Administrator; City Administrator; File
.-----.....------....------...------...-----...------..-----------..----..--------.....-----.......---------------...------_..-
You have a~ked that this office suggest some economic parameters for lease of the city yard. Pursuant to
that request, I have r;wiewed lhe appraisal prepared by HoznatlSki and Company. The aIlpraislil indicalcs
\he site size is 15.462 acres (673,525 sq. ft.) of land, with 118,966 square feet of melal building and
10, 742 ~q. ft. of shed. Total ,alue is reported at $5,428,OOO,ofwhich land valued is at $2,526,000 wi\h the
remainder to site improvemen\S and building. Also, a map provided 10 me indicates 63% or\he land area is
attributed to refuse yards.
As a rule under a ground lease, an 8 to 10 percent return on land value should be sought initially as an
annuallcase paymel1\. The leaoe paynlellt would be subject 10 periodic cost of living adjustment.q often
every five year~ ind."cd to lhc alIDual CPI. Funher, the adjustment may be "capped" and "noored". That
is average annual adju~tmen\ not greater than 5-6% but not less lhan 3%, Rased uponlhc appraisal and
subtracting out the mctal building area, the range of ground lease payment adjus\ed by 63% would be
$\ 04,580 to S 131.040.
Regarding the metal buildings, our appraisers advise thaI a rent of .20~/sq. ft.lmonth could be expected
which would yield $299,794 alIDually, Adding ground and building payments \ogethcr results in an annual
payment between $464,374 and $430,834.
Hopefully, the above provides a useful guide. Not included are factors to consider if new improvements
were to be Iinanc~d under a ground lease and lhe impact soil contamination may havc on value.
If I can be of furlher assistance please call.
ce.
rz~~
~W~W1NKLER, Director
Development DcpllrtlDent
Phof'le'
Fa>< .
pt'lnn. .
Flllt
~~\'r.'I"T"
_...--_.-------------~_...._-_.._-------_._-----_._.--_._..-._-_._~-------------~-----_.-_._-----_..__.-._--------
REW:1ag;07.97.01.mem
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTER-OFFICE MEMORANDUM
_ _ ______...________.~_.~____.__.__ _"U____ _.__._~..__~.~_____.__
BY;
,,'YO' TO" "",0' "Dm'" 0' me ww~""
J.\.\IES R. HO\\"ELL. DlR.ECfOR OF PCBUC SER\1CE
LY\:\: .\IERRlLL, AC1T\G SOLID "'.\STE \L\.'\;.\GE
RESPO\:SE TO :-lORe \L PROPOS.\L OF Jl'\:E 26, 1997
JC\:E 30, 1997
FRED \\lLSO\:, CIn' .\D\lL'\ISTR.\TOR;}.\.\IES PDi:\IA;" Cln' ATTOR.'\EY
TO:
FROM:
SUBJECT:
DATE:
CC,
Staff has prepared the following anal"is of the presentation made by Norcal/San Bemardino to
the \lamr and Common Council on Thursday, June 26",
\. The Cirr has used the Coun[\' Landfill s"tem since approximately 1960,
2, \'\bile the total amount of wastes generated within the City's corporate boundary is
approximately 200,000 tons, the City's Refuse Di,-ision onlv handles approximately 110,000
tons per vear for which the City pa" a tipping fee, The remaining 95,000 tons of waste is
handled bv the franchised printe haulers ,Jack's Disposal, CaI's Disposal and Curran's) as
well as indi,'idual businesses which self-haul their own wastes to the landfill. ~orcal has
inflated the amount of tonnage direcdy under the City's contralto make this offer appear
attrani,'e, In actualirr, the City's tonnage is estimated at 110,000 tons for FY97-98, and is
expected to continue to decte..,e to approximately 80,000 tons bv the year 2000 in response
to increased recycling and ",..,te di,'ersion efforts, The CilY would see a reduction of
approximately 5330,000 per year in FY97-98 under the Norcal scenario at current
tonnages,
3. The Cirr has no fmancial interest in the ownership, management and operation of the
Counrr landfill srstem. The City is omr a user of the system, Implying that the City is a
"stakeholder/investor" in the Countv's smem may imply liability/responsibility that the
Citv does not enrrendy h,,'e, The Counrr is the sole owner of the landfill srstem and
contractS with ~orcal/San Bernardino for it's operation,
.t. The Cirr, in cooperation with other cities ,,'ithin the County and the Waste S"tems Division
of the Coun[\', has been inyoh'ed in on-going discussions related to the Participation and
Sen'ice _\greement oudined to the Council by ~orcal, Staff has recendy been authorized to
expend $2,000 in order to participate with twelve other cities in preparing the Waste
Disposal .\greement. These cities ha,-e elected to hire a negotiator to prepare an agreement
acceptable to the cities, and to ha,-e this negotiator represent the collective interests of the
cities at the negotiating table. The cities felr this action was necessary due to lack of
respon:,i\'enes:, of [he Counry\:orcal reg-J.rdi.ng issues of concern for the cities.
5. \,{bile :\orcal represents that this agreemenl is a "win-win" for both parties, the proposed
reduction in tipping fee rates and the length of tenD are inconsistent with those offered in
both Orange and Riverside Counties for in-county was Ie. For example, Ri,.erside County
has proposed offering rates as low as $23.50 for transfer lrUcks and S27.50 for franchise
coUection lrUcks for a ten year period. Given the rate for franchise coUection lrUcks, the.
proposed Riverside County rate represents a rate reduction of $5.50 per Ion less than
the existing :-ioocal/San Bernardino rate of $33.00 per ton. Staff has continuaUy maintained
that further sa,-ings are available to the City, however the County refuses to acknowledge
this cost pressure. Additional downward pressure on rates will occur as large landfills such
as Eagle .\Iountain and .\Iesquite landfill.
6. The m.ings proposed b. :\orcal would be offset by the fact that the City could save an
estimated S990,000 per year by reducing the amount of waste deli,.ered 10 the County
svstem from 110,000 tons to 80,000 tons.
2
C I T Y
o F SAN
INTEROFFICE
B ERN A R DIN 0
MEl40RANDUM
TO:
FRED WILSON, City Administrator
FROM:
ROGER G. HARDGRAVE, Director of Public Works/
City Engineer
SUBJECT:
Eligibility of Gas Tax Funds for Maintenance and
Operation of Street Light Systen
DATE:
July 3, 1997
COPIES:
Gary Silvius;
File No. 6.50;
Jim Howell; Henry Empeno;
Reading File
At the budget hearing of 6-26-97, the question was asked if Gas
Tax Funds could be used to finance the annual cost of $1,255,200
for Maintenance and operation of the City's street light systeM.
An annual anount of $2,150,000 is projected to be received in
1997/98, pursuant to Sections 2106 and 2107 of the Streets and
Highways Code. This amount will be transferred to the General
Fund to offset costs incurred for street maintenance.
In June, 1990, Proposition III was approved to create a new
funding source for transportation, and inpose the requireMent
that congestion rnanagenent plans be prepared for each county.
The official Title and Sunnary for Proposition III states that
it \wuld provide new revenues to be used to reduce traffic
congestion by building state highways, local streets and roads.
Proposition III was codified as Section 2105 in the Streets and
Highways Code. The projected revenue for 1997/98 is $1,090,000.
All projected revenues from Proposition III has been designated
for projects in our Capital Improvement Program. An amount of
$500,000 is allocated each year for pavement rehabilitation.
Diversion of these funds would severely inpact our' street
rehabilitation program, and necessitate deferral of nany
projects.
Instructions issued in 1991 by the State Controller to cities
for preparation of the annual street report, contains a list of
Maintenance functions that are eligible expenditures for Gas Tax
Funds. One of these functions is:
"Maintenance of, and energy for, lighting
facilities on the city street system."
FRED WILSON.
Gas Tax Funds
July 3, 1997
Page - 2 -
It appears that -there are no legal or regulatory prohibitions
against the expenditure of Section 2105 Funds for the
maintenance and operation of the street lighting system.
However, diversion of these funds to finance street lighting
costs would have a significant detrimental impact upon our
street rehabilitation and Capital Improvement Programs.
0%L
ROGER G. HARDGRAVE
Director of Public Works/City Engineer
City of San Bernardino
Interoffice Memorandum
MIS Division
TO: Honorable Mayor and Common Council
FROM: Janis Ingels, Director of MIS
SUBJECT: Network Upgrade Project
DATE: July 2, 1997
COPIES: Fred Wilson, City Administrator
DepartmenUDivision Heads
---------------------------------------------------------------------------------
There has been considerable discussion during the Council budget meetings
concerning the proposed computer network upgrade project. Much of the
attention has been devoted to the funding mechanism under consideration,
rather than the content and necessity of the network upgrade itself. The
purpose of this memo is to reiterate the critical reasons for this upgrade and to
clarify the timing issues involved.
PURPOSE:
The Office Automation computer, used by both public safety and non-public
safety, has exceeded its maximum capacity, and cannot continue to support the
City's OA needs. Usage has increased from 50 users in 1990 to over 600 users.
The Police department alone is waiting to add 200+ users. Due to the fact that
new CAD and RMS software requires PC's, and public safety makes up half the
City's total OA users, there is substantial savings to the City in combining the
two replacement projects into a single, large project that commands significant
price discounting.
CAD and RMS software is over 10 years old. The vendor no longer has
technical support staff with the knowledge level required to properly maintain
this outdated version of their software. The software will not calculate dates
properly as of 01/01/2000. Information captured and stored on both CAD and
RMS is date stamped for both informational purposes, and in some cases, for
legal purposes.
TIME FACTOR:
The CAD/RMS software vendor stipulated the need for an 18 month timeframe to
complete the conversion of Police and Fire to new software. Police grant
funding is required to be returned if not paid out in full by 9/30/98. The upgrade
project is scheduled to come before you at the July 21 council meeting. This
leaves the vendor with a compressed timeframe of only 13 months to complete
the conversion. The City is unable to delay this project without risk of losing the
1.8 million dollars in Police grant funding.
COST ANALYSIS:
The upgrade funding is for a 10 year period. The normal lifespan of mini-seniers
and the network components is 7-10 years. The normal lifespan of PC's is 3-5
years. The City has historically kept equipment and software in service beyond
the normal lifespan. For example, the CAD/RMS software in use today is over
10 years old. Various equipment throughout the City has been in use beyond
normal lifespan expectancy.
I am comfortable with expecting the network and servers within this project to
serve the City throughout the 10 year debt service period. The only costs that
should be incurred would be addition of new sites to the network, or addition of
memory or disc space to servers to meet growth requirements. Expansion
capabilities have been given careful attention with regard to all project
equipment with possible potential need for future expansion over the 10 year
debt service. Leasing of equipment, including PC's, is still more expensive in
today's market than purchase. The PC's in the project are the highest level PC
determined to be affordable. The PC's are configured to last 3-5 years with no
need for upgrade.
The cost to upgrade PC memory and/or disc space is nominal, and will be less
costly for departments than planning for new PC's prior to the end of the 10 year
debt service. For these reasons, there should not be concern with the lifespan
of the equipment contained in this project terminating prior to payment of the
debt service.
The following cost figures are still preliminary, but are not expected to require
significant change:
CAD/RMS software:
Move of CLETS line:
Dispatch console modifications:
Balance of project:
Contingency fund:
Total Project Cost:
Total police grant funds:
Total bond issue funds:
Total CDBG funds:
Total Project Funds:
$1,830,108.
$ 4,000.
$ 48,500.
$ 2,687,356.
$ 150,000.
$ 4,719,964.
$1,164,251.
$ 3,533,849. -
$ 21,864.
$ 4,719,964.
- Includes City grant match obligation of $101,941.
CONCLUSION:
Staff has proceeded with negotiations with the low bid vendor with the
expectation of a single project as specified in the RFP. This process has
required several months. Recent questions by Councilman Oberhelman
regarding cost of the project if OA were to be withdrawn cannot be accurately
responded to without giving the prime vendor ample opportunity to revise project
technical specifications.
You cannot purchase a partial network. A network is either whole, or
nonfunctional. The network portion of the project, which is critical to the success
of the CAD/RMS replacement, is made up of several dozen, highly technical
parts. A high level, technical engineer from Digital Equipment Corporation was
tasked with development of the new network and its components. His
assistance would be required to reconfigure the network. Also, the prime
vendor is making use of a total of 9 sub-contractors, each of which would need a
new set of specifications to bid against, and ample time to do so.
Obviously, reducing the size and scope of the project would compromise the
high volume discounting that has been achieved within a single, larger project.
Also, more importantly, the replacement of the Office Automation system is as
vital to the City, including Public Safety, as replacement of CAD/RMS is to Public
Safety only. This is especially true in light of the continuing cuts to all City
departments. Citizens expect and demand that government operate like private
business, leveraging technology to deliver fast, efficient service. The tools
provided in this project are essential to the City's ability to meet the public's
demands and within the constraints of it's continually diminishing resources.
The time required to start over, reconfigure the technical specifications of the
RFP, and re-bid the project would severely impact the ability of the CAD/RMS
vendor to complete their portion of the project prior to the grant funding deadline.
Staff recommends this project go forward as configured, and without delay.
General Government Dues
In FY 1996-97, the following dues were paid from General Government
(001-092-5122) :
Southern California Associated Goverments
League of California Cities
U.S. Conference of Mayors
National League of Cities
$ 8,859
14,411
6,470
7,168
I
-,
,
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTER-OFFICE MEMORANDUM
FROM:
FRED \\lLSO:-;. Cl~' AD~Il:-;IS11L\TOR - - - ~~ ,-~ -
j.\.\lES R. HO\~ELL. DIRECTOR OF PL'BLIC SERYICES '
L Y:\:\ \IERRlLL. .-I.CTI:\G SOLID W.-I.STE \L-I.:\.\GER ~
.-I.SSD1PTIO:-': OF STREET S\~EEPI:\G OPER. -I. TIO:" BY THE REFl'SE DI\ 1510:\
Jl'L Y 3. 1997
TO:
BY:
SUBJECT:
DATE:
CC:
Council at their meeting of June 30"', suggested staff analyze the feasibility of the ReCuse
Division assuming the total operating expenses of the street sweeping section. Staff has
recommended that $175,000 Tipping Fees and $69,.WO for Personnel and Equipment be shifted
O\'er to dIe ReCuse Division's Commercial Operations for a total of $244,.lOO. This shift is possible
because this ,'ehicle would then be able to service additional roll-off customers ouc;ide of city
operations and therefore offset some of dlese expenses. The additional cost of $701,200, if averaged
o"er both the residential and commercial customer base would result in an increase of hypothetically
$0.92 per month on dle single fan1ily residential rate and a hypodletical additional cost of $8.97 per
month for each commercial bin customer. ,\dditional analysis would be necessary to pro,-ide more
detailed costs per each customer seNice rate le"el.
~
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO:
James F. Penman, City Attorney
FROM:
Henry Empeno, Jr., Deputy City Attorney
DATE:
July 2, 1997
MAYOR AND COUNCIL BUDGET MEETINGS
FIRE PREVENTION POSITIONS AND FEES
RE:
"
The Fire Department, in a June 26, 1997 memo to the City Administrator, proposed
to establish a "new fee" for Fire and Life Safety building plans review.
San Bernardino Municipal Code Section 15.04.081 already currently assesses a
plan review fee which includes the cost recovery for services provided by the Fire
Department. Attached is a copy of the Planning Department's December 19, 1989
Request for Council Action and Staff Report that led to the Council adopting MC 705 on
February 5, 1990, which increased the plan review fees. The Report lists approximately
$200,000 of indirect costs to the City for coordination and review by other City Agencies
(including the Fire Marshal), to justify in part, an increase in the plan review fees.
Any increase in the plan review fees must follow the substantive and procedural
requirements of Government Code Sections 66000 et seq. The fee must not exceed the
estimated reasonable cost of providing the plan review services. The Council must hold
a noticed public hearing, and must make available to the public at least ten days before
the meeting data indicating the estimated amount of the cost required to provide the plan
review services and the revenue sources anticipated to provide the services, including
General Fund revenues.
In deciding whether to increase the City's plan review fees, the Mayor and Council
should consider not only the need to recover the City's cost for providing the services, but
also whether higher fees may discourage new construction and development in the City.
~~~
HENRY EMP NO, JR.
Deputy City Attorney
Entered into Record It
CouncillCmyDevCms Mtg:
713 /r 1
cc: Fred Wilson, City Administrator
Larry Pitzer, Fire Chief by
E. Guy Burdick, Fire Marshal re Agenda Item
Mike Hays. Director Planning & Building ices r
L<:.J\....i. L l.!-L, L 10
HE ~atJP :r.~~~j
City Clerk/COC Secy
City of San Bernardino
7/3/91
#-1
"
- CITY OF SAN BEAM_ADINO Il.EQUEST "~R COUNCIL ACTION
From:
Larry E. Reed, Director
Subject:
Ordinances increasing . Plan
Checking Fees and certain
filing fees
Dept:
Planning and Building Services
December 19, 1989
Date:
Synopsis of PrllVious Council action:
On 11/6/89 Council referred the matter of Plan Checking Fees
to the Ways and Means Commmittee.
On 11/20/89 the Ways and Means Committee referred increasing
Plan Checking Fees to the Council, recommending approval.
On 12/4/89 the Council set the matter for Public Hearing on 1/8/90.
On 1/8/90 Council closed Public Hearing and directed city Attorn~ ~
to prepare Ordinance. ::~ ,_,
'.J
..'
~;: d
;:..
~.
...
-
Recommended motion:
Hotion No.1:
That further reading of the ordinances be waived and
that said ordinances be laid over for final passage.
Motion No.2:
Marshall Julian, City Administrator
Jim RiChardson, Deputy City Administrator
That the proposed staffing of a Permit Services Divi-
sion to be financed by increased Plan Checking fees,
be r~ferred to the Council Personnel Committee for
ceview ,od ceoommood't100. ,~)
t/ Signature
;:- LtJ
V Larry E. Reed
- Contact person:
Phone:
384-5281
Supporting data attached:
Staff Report
Ward:
All Wards
FUNDING REQUIREMENTS:
Amount:
N/A
#001-00041731
Source: (Acct. No.1
(Acct. Description)
Plan Check Fees
Finance:
Council Notes:
CA.REQUEST-13
75-0262
c.' b
Agenda Item No~::> ;.j .3 ;-
CITY OF SAN BERN. .ADINO - REQUEST F"II COUNCIL ACTION
STAFF REPORT
BACKGROUND:
The City has identified the need to improve' the level of it's Plan
Review and Plan Checking services. "The current level of Plan Checking
Service is deficient in terms of the number of people to handle the
volume of customers and their applications. Not having enough staff
negatively effects the ability to provide excellent customer service
and the City's ability to do an adequate technical Plan Check and
protect the public welfare. The Plan Check staff currently consists of
two (2) Typist Clerks, one (1) Plan Checker, and one (l)Plan Check
Engineer.
The cost of the current operation is $ 163,146.00 including overhead,
supplies, and equipment costs. The City is proposing to create a
Permit Services Division to address these identified deficiencies. This
new Division would have the following additional positions.
(1)
(1)
1/2
1 1/3
(2)
(1)
(21
8 5/6
FTE
Assistant Director
Senior Plan Check Engineer
Adm. Op. Supervisor (Office Mgr)
Receptionist (Typist Clerk II)
Planning Aide (Counter Tech)
Assoc. Planner (Planner II)
Plan Checker
positions
Range Classi-
fication # Step 5
4468 $5564
4429 $4580
4364 $3311
1065 $1639
1097 $2435
1127 $3526
1118 $3156
Total Cost
$86,798.40
$71,448.00
$51,651.60
$34,090.35
$75,972.00
$55,005.60
$98.467.20
$ 473,433.15
,
"-
1
In addition, there is approximately $200,000 indirect cost to the City
involving coordination and review by other Agencies (Fire Marshal,
Public Works, Engineering, city Attorney, and Administrative Personnel
I cost).
The total programming cost (current staffing plus the additional
positions is:
$ 473,433.15 proposed
$ 163,146.00 current
$ 200.000.00 indirect
$ 836,579.15 Total
Note: including overhead, materials and supplies.
To pay for this improved level of customer and Plan Check service,
increase in Plan Checking Fees, and new filing fees are being proposed.
The Uniform Building Code as published by the International Conference
of Building Officials (ICBO) sets forth Plan Check fees based on a
percent of the calculated building permit fee. The current Plan Check
fee is 65% of the Building Permit fee. The City currently doesn't
charge a filing fee to review alternate materials and methods of
construction applications or to appeal an administrative decision to
CA.STAFF-13
12/22/89
Page 1
75.0264
the Board of Building ~...mmissioners. The followL.~ increase in Plan
Check fees and new filing fees are being proposed:
1. Increased Plan Check fees (See Section 1, Subsection 15.04.080B of
attached Ordinance):
a. For commercial and industrial and mUlti-family buildings, an
increase to a fee equaling 95% of the Building Permit fee.
b. For single family and two family dwellings, an increase to a
fee equaling 75% of the Building Pe~it fee.
c. Exhibit "A" attached provides two examples, one of a house and
the second, a 5,000 square foot commercial building, showing
the additional Plan Checking Fees.
2. a. A $75 application fee to review a proposal to use an alternate
material and/or method of construction than that specified in the
State Building Code. (See section 2, Subsection 15.04.085A-8 of
attached Ordinance.)
b. This fee will cover 81% of the staff time for most
applications, which is approximately 1/2 hour of clerical time at
$11.72/ hour equalling $ 5.86, plus 3 hours of Plan Checking review
time at $28.84/hour equalling $ 86.54, for a total of $ 92.40.
3.
a. A $75
Board of
15.04.070B
filing fee to appeal an
Building Commissioners.
of attached Ordinance.)
administrative
(See section
decision of the
1, Subsection
b. This fee will cover 94% of staff time
hours of clerical time at $11.72/hour for
of Code Officer time at $21.99/hour equals
$ 79.87.
for most
$ 46.88,
$ 32.99,
applications, 4
plus 1.5 hours
for a total of
It is estimated that the above fee increases will
$120,000 per year based upon charging Plan Check
totalling approximately $200,000,000 of valuation.
The Plan Check fees collected for fiscal year ending June 30, 1989,
were $751,553.00. For the first five months (July through November,
1989), the Plan Check fees collected have equalled $ 323,844.00. The
revised estimate of Plan Checking fees for the current fiscal year
without the proposed fee increase is $770,000.
raise an additional
fees for projects
-
URGENCY CLAUSE: This item must be considered at the 1/22/90 meeting of the Mayor and
Common Council. The ordinance will provide for construction fee increases and any
delay will result in a loss of revenues. Related staffing additions are needed to
avoid expensive outside consulting services.
J S C. RICHARDSON.
eputy City Administrator -
Development
CA.STAFF-13
01/11/90
Page 2
- .,
.t:::: ~ /~ I t!. 1.1 A-
SINGLE FAMILY HOUSE
1800 SQ FT House x $57.91 per SQ FT = $104,238.00
575 SQ FT Garage x $16.26 per SQ FT = $ 9,349.50
Total: $113,587.50 Valuation
A. PERMIT FEE:
A $113,587.50 value house pays a $ 668.50 Building Permit fee
B. PLAN CHECK FEE:
1. Proposed $ 688.50 Permit fee x 75% = $
2. Current $ 688.50 Permit fee x 65% = $
* Additional Plan Check fee of $
516.38
447.53
68.84
========================================================---===========
COMMERCIAL - RETAIL STORE
5000 SQ FT Retail Store x $38.17 per SQ FT = $190,850.00 Valuation
A. PERMIT FEE:
A $190,850.00 value business pays a $ 958.00 Building Permit fee
B. PLAN CHECK FEE:
1. Proposed $ 958.00 Permit fee x 95% = $ 910.10
2. Current $ 958.00 Permit fee x 65% = $ 622.70
* Additional Plan Check fee of $ 287.30
Examples of Fees
CA.STAFF-ll
Page 3
12/21/89
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18 I
19 I
I
,
20
21
22
23
24
25
26
27
28
.'
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF SAN BERNARDINO AMENDING
SUBSECTIONS l5.04.080B AND l5.04.085A OF THE SAN. BERNARDINO
MUNICIPAL CODE INCREASING PLAN REVIEW FEES AND ESTABLISHING A FEE
FOR REVIEW OF ALTERNATIVE MATERIALS AND/OR CONSTRUCTION METHODS. .
THE MAYOR AND CO~.MON COUNCIL OF THE CITY OF SAN BERNARDINO
DO ORDAIN AS FOLLOWS:
SECTION 1.
Subsection l5.04.080B of the San Bernardino
Municipal Code is hereby amended as follows:
"B. Uniform Building Code Subsection 304(c) Plan
Review Fees is amended as follows:
When a plan or other data is required to be submitted,
a plan review fee shall be paid at the time of submitting
plans and specification's for review. Said plan review fee
shall be 95% of the building permit fee for commercial,
industrial and multifamily buildings and 75% of the
building permit fee for single family and duplex buildings.
A fee of 10% of the building permit fee shall be charged
for residential and nonresidential plan check and
inspections to meet any State mandated energy requirements.
A fee of 10% of the building permit fee shall be charged
for plan check and inspections of any State mandated
regulations rela~ing to handicapped imposed upon
commercial, multifamily and public buildings.
Where plans a,~.3 incomplete or changed so as to require
additional plan review, an additional plan review shall be
charged at the rate ShO.1O in Table No.3-A."
SECTION. 2
Sub~ection l5.04.085A of the San Bernardino
Municipal Code is fh3reby amended as follows:
PZ/ses
January 10, 1990
1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21 /
22 /
23 /
24 /
25 /
26 /
27 /
28
"A. Uniform Administrative Code, 1988 Edition, Table
No. 3-A is amended by adding Nos. 5, 6, 7, and 8 under
Other Inspections and Fees as fOllows:
5. A fee in the sum of Fifty Dollars ($50.00) for'
the inspection of any existing property or bUilding
required to be made by the Department of Building and
Safety for compliance with the National Housing Act,
Section 22l(d)(2) or other lending institutions and
regulations thereunder shall be paid to the City by the
applicant for such inspection service.
6. A fee in the sum of Twenty-five Dollars ($25.00)
for the inspection of a room addition, garage, patio, or
other portion of a building when the entire building need
not be inspected.
7. [Blank].
8. An application fee of Seventy-Five Dollars
($75.00) for review of a proposed alternative material
and/or method of construction to be used instead of the
material and/or construction method specified in the
Uniform Building Code."
/ /
/ /
/ /
/ /
/ /
/ /
/ /
PZ/ses
January 18, 1990'~
2
i
!!
il
1 "
I'
2 II
I
3 i
4 'I
5 I
,
I
6 I
I
I
7 i
8 I
9
10
11
12 I
13
14
15
16
I
"
17 '!
18 i!
!
19 I
I
20 I
,
21 I
!
22
23 '
24 il
I
25 I
!
26 i
I
1
27 I
28 I
i
I
AN ORDINANCE OF THE CITY OF SAN BERNARDINO AMENDING
SUBSECTIONS l5.04.080s AND l5.04.085A OF THE SAN BERNARDINO
MUNICIPAL CODE INCREASING PLAN REVIEW FEES AND ESTABLISHING A FEE
FOR REVIEW OF ALTERNATIVE MATERIALS AND/OR CONSTRUCTION METHODS.
I HEREBY CERTIFY that the foregoing ordinance was duly
adopted by the Mayor and Common Council of the City of San
Bernardino at a meeting thereof, held on the
day of , 1990, by the following vote, to wit:
Council Members:
AYES
NAYS
ABSTAIN
ESTRADA
REILLY
FLORES
MAUDSLEY
MINOR
POPE-LUDLAM
MILLER
City Clerk
The foregoing ordinance is hereby approved this
day
of
, 1990.
w. R. Holcomb, Mayor
City of San Bernardino
Approved as to form
and legal content:
JAMES F. PENMAN,
City Attorney
By: ~ 7'J~
U
PZ/ses
January 10, 1990
3
i
. . ,
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO:
James F. Penman, City Attorney
FROM:
Henry Emperio, Jr., Deputy City Attorney
DATE:
July 2, 1997
RE:
MAYOR AND COUNCIL BUDGET MEETINGS
PAYMENT OF STREET LIGHTING AND STREET SWEEPING
WITH GAS TAX FUNDS
On November 5, 1974, the voters approved Proposition 5, later renumbered as
Article XIX of the California Constitution which states as follows:
Section 1. Revenues from taxes imposed by the state on motor vehicle
fuels for use in motor vehicles upon public streets and highways,...shall
be used for the following purposes:
(a) The research, planning, construction, improvement, maintenance, and
operation of public streets and highways (and their related public
facilities for nonmotorized traffic),....
This language is also repeated in Streets and Highways Code Section 2101(a),
which outlines the purposes for which gas tax funds can be used.
I have found no court cases or California Attorney General Opinions on point, but
I think that City street lighting and street sweeping projects or activities are consistent with
the "improvement, maintenance, and operation of public streets and highways." Therefore,
I believe that there is no legal prohibition against using Gas Tax Funds to pay for street
lighting and street sweeping.
In my telephone conversation with Roger Hardgrave on July 2, 1997, he reluctantly
agreed with my conclusion.
~[;~~~
HENRY EMPENO, JR.,
Deputy City Attorney
Entered into Record at
Couneil/CmyDevCms Mtl:
7/s/17
by
cc: Roger Hardgrave, Director of Public lJt~da Item
-i-~<:".It;/, ~u',-,k
HE n(JP;:rr.e::'Ij
City Clerk/CDC Seey
City of Sail Bernardino
7/3/17
#-/
"
5t::~~/
?NS
GENERAL PROVISIONS
high.
Section 1800), unless the context or a specific provision otherwise requires,
"acquire," or any of its variants, when used with reference to real property or
any interest therein, includes. but is not limited to, both of the following:
(a) Taking by condemnation, purchase, or lease.
(b) Receiving by donation or dedielltion.
(5ta15.1935, c. 29, p. 249, ~ 26. Amended by 5ta15.1986, c. 780, ~ 1.)
Hbtorlcal and Statutory Notel
abUc
'.1Ired
.:10DY
such
autc>
s,its
and
-n in
>ads,
into
.Dve
d by
:enL
Ud
The 1986 amendment rewrote the section
which previously read:
"'As used in the General Provisions and in
Divisions t and 2 of this code, unless the con-
teXt or a specific provision otherwise requires.
'acquire: or any of its variants, when used with
reference to real property or any interest there-
in. includes but is not restricted to:
"(a) Taking by condemnation, purchase or
1.....
"(b) Receiving by donation or dedication.
"(e) Taking or receiving in or by any man-
ner by which 3ny right. title or interest in or to
real property is capable of being transferred".
DerlvaUOD: 5tats.I927, c. 794, p. 1564, ~ 5;
5101$.1933, c. 767, p. 2033, ~ 3.
Pol.C. ~ 363h, added by 5tats.1921. c. 607, p.
1042, ~ I, amended by 5tats.I923, c. 286, p.
596, ~ 4; 5101$.1927, c. 252, p. 463. t 9; 5tats.
1933. c. 326, p. 903, t 12.
Pol.C. ~ 363u. added by 5tats.I933, c. 326, p.
899. ~ 4.
Pol.C. ~ 363v. added by 5101$.1933. c. 326, p.
900, ~ 5.
Pol.C. ~ 363x, added by 5lats.1933, c. 326, p.
901. ~ 7.
Pol.C. ~ 363y. added by 5tats.1933, c. 326, p.
901, ~ 8.
~~~
"f
~
,
j at
oub-
:ter-
gas
II v.
;43.
. a
=en-
:ot.
ghl
Jed
gbt
'ns
Cross Referencel
County highways, see ~ 943.
State highways, see ~ 102 et seq.
Ubrary References
WESTLAW Topic No. 200.
CJ.5. Highways ~ 175.
Words and Phrases (Perm.Ed.)
.
.
f
I
1
I
I
.
Eminent Domain ,",,19, 21.
WESTLA W Topic No. 148.
CJ.5. Eminent Domain ~ 32 et seq.
Highways ~7'/. et seq.
this
OD'
;h-
.u.
v.
58,
Notes of Decisions
sent and. therefore, of dedication and negatives
the idea of a mere license. Dietz v. King
(1969) 80 CaI.Rptr. 234, 276 A.C.A. 289.
2. Condemnation
Highway commission becomes quasi judicial
body to determine necessary matters in con.
demning land for highway. People v. Olsen
(1931) 293 P. 645. 109 C.A. 523.
Adverse use I
CondemnaUon 2
or
'Y.
as
10
""
ty
I. Advene use
If claim, of public use of highway rests upon
long continued adverse use, such use establish.
es against owner exclusive presumption of con-
.
f
I
l
,
I 27. Maintenance
As used in the general provisions and in Divisions 1 (commencing with
Section 50), 2 (commencing with Section 900), and 2.5 (commencing with
/J Section 1800), "maintenance" includes any of the following:
(a) The preservation and keeping of rights-of-way, and each type of road.
way, structure, safety convenience or device, planting, illumination equip-
ment, and other facility, in the safe and usable condition to which it has been
improved or constructed, but does not include reconstruction or other im.
provement. J1ec.t~s~t'''I~
~dd. ~ m:iAo.ffly -h>17 Se..c!- "2-101( a) [Oi~,3J
i ",t L rI.'~k. ca~ ht. lA~ed ~~~~Iy tE a;.'fk.20-
('I'tQj'ltm~lIc..~ ~s.eA I),. ~2/O1 '(A)-ctt1ac.J..iJ..!-fbrco'rl.,
~'ft"l~t .5W-ee.p1 c:r s1Yu-t I~,." "
a
,.
t,
y.
n
h
A27
GENERAL PROVISIONS
(b) Operation of special safety conveniences and devices, and illuminating
equipment.
(c) The special or emergency maintenance or repair necessitated by acci-
dents or by storms or other weather conditions, slides, settlements, or other
un'lSUal or unexpected damage to a roadway, struCture, or facility.
The degree and type of maintenance for each highway, or portion thereof,
shall be determined in the discretion of the authorities charged with the
maintenance thereof, taking into consideration traffic requirements and mono
eys available therefor.
(51315.1935, c. 29, p. 250 ~ 27. Amended by 51315.1935, c. 263, p. 950; 51ats.1959, c.
113, p. 1965. ~ I; 51315.1986, c. 780, ~ 2.)
Hbtorlca1 and Statutory Notes
For nole concerning 1935 acts affecting this DerlvaUoa: Sta15.1927. Co 794, p. 1563, f 2;
code, see Historical Note under f 1. Sta15.1933. c. 767, p. 2029, f 1.
Ubrary References
Words and Phrases (Perm.Ed.)
In general 1
Bridges and c:ulveru 3
Governmental functions 2
Warnings 4
Notes of Decisions
mere ministerial function. Zeppi v. State
(1959) 345 P.2d 33, 174 C.A.2d 484.
3. Bridges and c:uJveru
Where railroad hacJ granted easement to
coun.ies to use upper deck of bridge. agree.
menl bv which state undertook to make struc.
turaI changes because of changed conditions
due to increased traffic, requiring additional
policing, was merely in recognition of state's
statutory authority to make structural changes
in interest of safety, and did not indicate belief
of panies that railroad had obHgation under
agreement to make any change in structure
over which easement was granted. Whalen v.
Ruitz (1953) 253 P.2d 457. 40 C.2d 294.
Irrespective of who originally constructed
bridge or culven, and irrespective of whether
.he bridge or the road was first constructed.
the county is liable for maintenance of the
bridge or culven once it has been accepted by
.he county. 36 Ops.Atty.Gen. 282. 12-1~.
-<
1. In general
Instruction as to weather-immunity of state
was not objectionable in personal injury action
for alleged failure of state to maintain high.
way, since this section and ! 91 governing
duty to maintain highwa)'s do not set fonh
mandatory duty to maintain specific location
a. given time. Bossi v. Sta.e (1981) 174 Cal.
Rp.r.93. 119 C.A.3d 313.
The right to public use of a highway while
road work is being done is subordinated to the
right of the public authorities to make im-
pro".ements in the public interest. Gibson Y.
State (1962) 25 CaI.Rptr. 284, 208 C.A.2d 458.
--1
2. Govemmeatal func:tJODl
County could not be held liable. on theory of
failure to comply with mandatoI'). duty im-
posed upon a public entity by an enactment
that is designed to protect against risk of a
panicular kind of injury. for injuries sustained
by pedestrian who fell on allegedly defective
sidewalk since location. scope and character of
street maintenance and repair work is discre-
tionary and not mandatory in nature. Long~
fellow v. San Luis Obispo County (1983) 192
Cal.Rptr. 580, 144 C.A.Jd 379.
Maintenance of public highway is a "govern.
mental activity". to which rule of sovereign
immunity applies. as distinguished from a
4. Warnings
Cit\o" was not required to remedy dangerous
ponion of slate highway situated within city or
to post warnings of dangerous condition. and
was nol liable. because of failure to do so, for
deaths of driver and occupants of automobile
which went off highway and fell to bonom of
embankment. because of alleged dangerous
condition of highway. Gillespie v. City of Los
Angeles (1951) 225 P.2d 522, 36 C.2d 553.
Duty to maintain highway In condition safe
for travel is on municipal subdivision which
holds highway open to public for travel, which
duty includes not only duty 10 maintain sur.
18
~
.
.~
'~f
HIGHWAY USERS TAX FUND
Ch. 3
t 2101
SectIon
2121. Annual report of additions and exclusions from maintained county high-
ways; department approval; appeal; relinquishment of state highway to
county.
2122. TIme for award of contracts.
2126. Allocation of funds to counties and cities for street and highway mainte.
nance and reconstruction.
2127. Expenditure of base year expenditure; election; reduction of base year
expenditure; audits; reduction of allocation; reallocation nf funds; no-
tice.
Chapter 3 was added by Stats.l947, 1st E:t.Sess., c. 11, p. 3790, S 1.
HIstorical and Statutory Not...
For additional provisions of 5tats.I947, 1st
Ex.Sess., c. I I, affecting this chapter, see Hi..
torical Note under S 29.
Cro.. References
Compliance with t 2006 as prerequisite to making allocations or payments to counties from
highway users tax fund, see S 2006.
County highways, funds, see S 1622 et seq.
Expenditure of funds received by county from highway users tax fund. see S 1626.
Motor vehicle fuel taxes, use, see Const. Art. 19, S 1.
Road fund, deposit of money derived from highway users tax fund, see S 1622.
State highways, funds for highway purposes. see S 181 et seq.
t 2100. Continuation of fund
The Highway Users Tax Fund is continued in existence as the Highway
Users Tax Account in the Transportation Tax Fund.
Any reference in any law or regulation to the Highway Users Tax Fund
shall be deemed to refer to the Highway Users Tax Account in the Transporta.
tion Tax Fund.
(Added by 5tats.1947, 1st Ex.Se55., C. 11, p. 3790, S 1. Amended by 5ta15.1971, c. 1243,
p. 2436, S 18.)
I
HIstorical and Statutory Not...
Operative date of 1971 amendment. see note
under Food and Agric.C. S 224.
lJbrary References
Highways _Y..
WESTI.A W Topic No. 200.
C.JS. Highways is 176, 178.
\
1-
~.
t 2101. Appropriation
All moneys in the Highway Users Tax Account in the Transportation Tax
Fund and hereafter received in the account are appropriated for all of the
following:
(a) The research, planning, construction, improvement. maintenance, and
operation of public streets and highways (and their related public facilities for
587
1(
12101 HIGHWAY FUNDS
DIY. 3
nonmotorized traffic), including the mitigation of their environmental effects,
the payment for property taken or damaged for such purposes, and the
administrative costs necessarily incWTed in the foregoing purposes.
(b) The research and planning for exclusive public mass transit guideways
(and their related fixed facilities), the payment for property taken or damaged
for such purposes, and the administrative costs necessarily incurred in the
foregoing purposes.
(c) The construction and improvement of exclusive public mass transit
guideways (and their related fixed facilities), including the mitigation of their
environmental effects, the payment for property taken or damaged for such
purposes, the administrative costs necessarily incurred in the foregoing pur-
poses. and the maintenance of the structures and the immediate right-of-way
for the public mass transit guideways, but excluding the maintenance and
operating costs for mass transit power systems and mass transit passenger
facilities, vehicles, equipment, and services, in any area where the voters
thereof have approved a proposition pursuant to Section 4 of Article XIX of
the California Constitution.
(d) The payment of principal and interest on voter-approved bonds issued
for the purposes specified in subdivision (c).
(Added by Stats.1947, 1st Ex.Sess.. C. 11. p. 3790. ~ 1. Amended by Stats.1974. c. 807,
p. 1758, ~ 4; Stats.1980. c. 777, p. 2327, ~ 81.)
Ubrary References
Highways ~Y..
WEST!AW Topic No. 200.
CJ.s. Highways U 176. 178.
Notes of DeclslolLS
In geoeral 1
CoDltnJctlon with other law. 2
Without specific legislative authorization, a
city may not use gas tax funds to purchase
property adjacent to its streets for "greenbelt"
purposes. 57 Ops.Ally.Gcn. 142. 4-28-74.
Public money deposited in county road fund
may onl)' be spent on public roads within the
system of county roads. but public roads. not a
part of county road system. may be main-
tained. under certain circumstances. by motor
v.hicle licen.. fee funds and certain locallU
funds. 45 Ops.Any.Gcn. 98, 4-27-65.
Appropriations to counties made under this
section after the operative date of the Local
Transportation Development Act. come entire-
ly from the proceeds of the lUes collected
under the motor vehicle fuel license tax law
and such tax revenue may DOl be used to pay
salaries of crossing guards, under CoD.sL An.
26. f 1 (repealed. .... now. Art. 19). 43 Ops.
Atty.Gen. 161. 4-t4-64.
Highway users lU fund may be used for
removal of an island if a valid highway pur.
po.. i.s served by r.moval. 31 Ops.Any.Gen.
21.
588
,
.
,
I. In general
As authorized by f 2118.5, funds from the
highway users tax account in the transporta-
tion tax fund may be used for crossing guard
purposes only if such funds are derived from
the tax under the motor vehicle account and
the Motor Vehicle Transportation Ucense Tax
Law, but since there is no money presently
flowing inlo the highway users tax account
from the motor vehicle account and Motor
Vehicle Transportation License Tax Law, no
funds approprialed from the highway users tax
account can be used for the paym.nt of cross-
jng guards. 58 Ops.Any.Gcn. 865. 12-12-75.
Surplus street and/or highway land, pur-
chased with gasolin. lU funds, may be utilized
by a city for park purposes which a local
acency finds would mitipt. the .nvironmental
impact of a street COnstruction project. 58
Ops.Atty.Gcn. 844. 12-5-75.
1
H
. C
m,
f
n,
D<
fr
pa
~
At
boo
A~
19
1
at
tic
(A,
p.
L
rati
un,
H
\'
1 :
.
r
Us<
mc
the'
the
See
apI
the
inc
(Ad,
p. 3.
481.
SI
ingi
OS
the
Sess:
~
STlTUTION
Ivan it. cannOl
.:cretan- of sta~e
npel him to file
cler. because of
;lS to Voters or
~:Ct of the oro-
Jordan (1923)
~.
r'.
4
~r
~~-
C(rt\5h~tt()r\
ARTICLE XIX
MOTOR VEHICLE REVENUES
.,t
Section
1. Fuel taxes: use: streets and hieh\l,'avs; mass transit.
2. Fees and taxes upon \"ehicles, ~se or operation: purposes.
3. Allocation of revenues: determination of another basis for distribution: statutory
revision.
4. Public mass transit guideways; majority \'oter approval for allocation; bonds.
S. Pledge or use of revenues for paymem of bonds for streets and highway's; percem.
age.
6. Loan of designated r"'enues to state general fund; authority.
7. Scope of anicle.
8. Use of realty acquired by tax revenues for local public park and recreational
purposes.
9. Transfer of surplus state property: coastal zone.
10. Rejected.
~
'I
;,t
..:Ii.
i
WESTLA W Computer Assisted Legal Research
WESTLA W supplements your legal research in many ways. WESTLA Wallows you to
. update your research with the most currem information
· expand your library' with additional resources
· retrieve direct histo!)', precedemial history and parallel citations with the
Insta-Cite service
For more information on using WESTLA W to supplemem your research. see the
WESTLA W Electronic Research Guide, which follows the Preface.
~
,;:;''<
,'-"
<
~.
t
I
.-L
Heading of Article 26. Motor Vehicle Revenues. was renumbered and
amended to be the heading of Article 19 on June 8,1976.
Historical Sotes
Addition of an Anicle 19. proposed by Senate certain Senate and Assembly biJIs failed to be.
Const. Amend. No. 40. 1974. and conditioned come operath'e under the second and third re.
upon approval by the voters of Assembly Const. solved clauses of Senate Canst. Amend. No. 40.
Amend. ~o. 40, 1974 and the chaptering of 1974.
Fuel taxes; use; streets and highways; mass transit
Section I. Revenues from taxes imposed by the state on motor vehicle fuels
for use in motor vehicles upon public streets and highways, over and above the
. costs of collection and any refunds authorized by law, shall be used for the
following purposes;
(a) The research. planning. construction, improvement, maintenance, and
operation of public streets and highways (and their related public facilities for
nonmotorized traffic), including the mitigation of their environmental effects,
145
.
c\.
f
Art. 19. !it
MOTOR VEHICLE REVENUES
the payment for property taken or damaged for such purposes, and the
administrative costs necessarily incurred in the foregoing purposes.
(b) The research, planning, construction, and improvement of exclusive pub-
lic mass transit guideways (and their related fixed facilities), including the
mitigation of their environmental effects, the payment for property taken or
damaged for such purposes, the administrative costs necessarily incurred in the
foregoing purposes, and the maintenance of the structures and the immediate
right-of.way for the public mass transit guideways, but excluding the mainte-
nance and operating costs for mass transit power systems and mass transit
passenger facilities, vehicles, equipment, and sel"\ices.
(Formerly An. 26. 9 1. adopted June 4, 1974. Renumbered An. 19,9 1. June 8, 1976.)
Historical Notes
Amendment or this section bv Stau.1990.
A.C.A. 32 (Prop. 125) was rejected-at the So\". 6.
1990. general election.
Former 9 I. adopted :\.1a:; 7. 18i9. relating to
undesirable aliens. was repealed Soy. 4. 1952.
Derivadon: ConsL 1879, fonner ArL 26, ~ 1.
added SO\', 8. 1938.
Cross ReCerences
Distribution of proceeds.
Motor vehicle fuel license tax. see Revenue and Taution Code ~ 8351 et seq.
Cse fuel ta~. see Revenue and Taxation Code 9 9301 et seq.
Vehicle license fee. see Revenue and laution Code 9 11001 et seq.
:\.\otor vehicle fuel license taX generally. see Re\'enue and Ta.utiOR Code 9 7301 et seq.
CSt fuel tax generally. see Revenue and Ta-ution Code 9 8601 et seq.
Law Review and Journal Commentaries
\Vork of th~ 1949 California legislature. a\'ia.
tion. Ilasolin~ t3.X monies. 23 S.Cal.L.R~\". 1
, '~-lgi,
WESTLA W Electronic Research
See WESTL~ \\' Electronic Research Guide following the Preface.
Sotes oC Decisions
Transfer of funds \3
Archeological resou~es 8
Compensation of property owners 9
Construction ",1th other laws 1
Enforcement of traffic laws 11
Environmental effects 6
facilities 12
Funds transfer 13
Greenbelts 7
Highway users tax account 2
Highways 4
Lease revenues 3
Mass transit guideways 5
Mitigation of environmental effects 6
Property owner compensation 9
Public streets and highways 4
Related facUities 12
Safety to
Traffic capacity or safety 10
Traffic la~"S enforcement 11
,
...
1. ConstrUCtion with other laws
E,'en though Str, &< RC, ~ 2120. does not
expressly restrict expenditures to objectives enu.
merated under Constitution section. both Con-
stitution section and Str. & RC. g 2120 must
be gi,'en concurrent effect and so far as consti.
tution i:t concerned. expenditures may be of any
kind falling within classes mentioned in Consti-
tution section. 17 Ops.Atty.Gen. 157 (I951l.
2. Highway usen taX account
As authorized by Str. &< H.C. ~ 2 \18.5 funds
from the highway users taX account in the
transportation taX fund may be used for cross.
ing guard purposes only if such funds are de-
rh'ed from the tax under the motor vehicle
account and the motor vehicle transportation
146
:~~
~'t'
;:
~,
",v-
1
,
i
''f
:5:'
'-;:0"
)~j
~~;
'~"1'.
j"~
-~.'
'."-
.~~
-
,.,~'~
,
~.
..,~
MOTOR VE
....
...~
licens~ tax la\.\.
presently flo....!
account from
motor vehicle t
funds appropr:
account can be
guards. 58 O~
Retention of
would make tl'-
rec~i\'e appon:
al.:Count in the
eit....s di2ibilit-
would n-ot b~
stree~. 58 Op
3. Lease reve:
Str, &< H.C.
lowance or re:
possessory intt
quired for fu:
faciaUv invalic
of fu~i taxes. !
allocation of r
re:mictions ar
10c3~:on and a
rhed from pr
unus~d land~
T ransp. (App.
12 i Cal.App.3
4. Public strt
Constitutior
which have ~
fud tax. to p
pUQoses, dOt
road funds. '
mv:or vehic:
un.:er Str. &:
impro\"ing an.
not incorpor
Ops.Any.Gen
5. ~lass trar
Exclusive:
"exclusive p
that term is ;.
tion and in P
CaLConst. A:
70 Op,Alty,G
6. ~litigatio
Le2islative
loan -sruarant
assist-busine'
project ma~
account of t:
as the use 0
en\"ironmen:
Any.Gen.21
Surplus ,
chased with
by J city for
-~
-;1
.,.....
CITY OF SAN BERNARDINO
INTEROFFICE MEMORA ..~m~d into Record al
~'tMY!iIICmvDevCms r-,tg:
'1/S/'17
TO:
Jim Penman
City Attorney
. bv
re Agenda Item
FROM:
Huston T. Carlyle, Jr.
Sr. Assistant City Attorney'
rl,J
L..t..-<VL.i:.
~ity Clerk/CDC Secy
elly of San Bernardino
DATE:
July 3, 1997
RE:
FUNDING STREET SWEEPING FROM THE REFUSE FUND
The question has been raised concerning the possibility of funding the entire street
sweeping function out of the Refuse Fund rather than the General Fund. Research
indicates that a considerable part of the street sweeping function, but not its entirety,
may be funded out of the Refuse Fund.
The City currently provides approximately 42,500 residences with refuse service.
It also has approximately 2,500 commercial accounts (there are approximately 250
commercial businesses serviced by private companies). With the exception of those
residences which get their water from the East Valley Water District, the refuse charge is
billed on the City's water bill (the East Valley Water District customers are invoiced
separately by the refuse operation). All commercial accounts are also invoiced separately
due to the disparity in bills (commercial accounts can range from $60 to $6,000). The
monthly residential rate for three containers (blue top, black top, and green top) is $15.25.
Each of the refuse operated street sweepers has a collection ability; that is, they are
equipped to suck up debris - or refuse - which is on the streets, in addition to the pure
"sweeping" function. As such, "street sweeping" in San Bernardino is synonymous with
street refuse collection. The refuse which is collected by the street sweepers is placed in
rolloff bins, picked up by rolloff trucks, and taken to the appropriate landfill locations. It has
already been proposed by the Public Services Department (which oversees both street
sweeping and refuse functions) that the salary and benefits of the worker responsible for
the disposal of the debris collected by the street sweepers -- as well as the cost of the
rolloff truck used in the operation - be absorbed by the Refuse Fund. It has also been
proposed that the "tipping fees" paid for use of landfills in this operation be shifted to the
"
Refuse Fund. Both of these shifts appear to be legal in that they deal with a refuse
function.
Since the "back part" of this refuse operation would be funded by the Refuse Fund,
there is no apparent legal impediment to the "front part" (street sweepers collecting refuse
off the streets) also being funded by the Refuse Fund.
Proposition 218 specifically exempts refuse collection services from the voting
requirement imposed on so many other fees:
"Except for fees or charges for sewer, water, and refuse
collection services, no property related fee or charge shall
be imposed or increased unless and until that fee or charge
is submitted and approved by a majority vote of the property
owners of the property subject to the fee or charge or, at the
option of the agency, by a two-thirds vote of the electorate re-
siding in the affected area." Cal. Canst. art. XIIID, Section 6(c)
The phrase "property related fees and charges" appears in the title of article XIIID,
Section 6 and, of course, in the above-quoted subsection (c). However, the phrase is not
defined anywhere in Proposition 218. Article XIIID, Section 2(e) uses the phrase
''fee...imposed...upon a parcel or upon a person as an incident of property ownership...."
Section 2(e) then creates a subset of those fees which it labels "fees or charges for a
property related service."
Proposition 218 does contain the following relevant definitions:
"'Fee' or 'charge' means any levy other than an ad valorem
tax, a special tax or an assessment, imposed by an agency
upon a parcel or upon a person as an incident of orooerty
ownershio, including user fees or charges for a orooerty
related service." Cal. Canst. art. XIIID, Section 2(e)
(emphasis added).
"'Prooerty ownershio' shall be deemed to include tenancies
of real property where tenants are directly liable to pay the
assessment, fee or charge in question." Cal. Canst. art. XIIID,
Section 2(g) (emphasis added).
'''Prooertv related service' means a public service having a
direct relationship to property ownership." Cal. Canst. art. XIIID,
Section 2(h) (emphasis added).
2
,
It appears from the prior definitions contained in Proposition 218 that a strong
argument can be made that the collection of debris/refuse from the streets, as well as its
hauling away and dumping in landfills, is a refuse operation and that such fees or charges
imposed for such operation are permissible, without a vote of the people, for this property
related service.
However, even though Proposition 218 exempts refuse collection services from the
voting requirement, it does not exempt refuse fees from the other criteria imposed on all
fees or charges:
"(b) Requirements for Existing, New or Increased Fees and
Charges. A fee or charge shall not be extended, imposed
or increased by any agency unless it meets all of the following
requirements:
(1) Revenues derived from the fee or charge shall not exceed
the funds required to provide the property related service.
(2) Revenues derived from the fee or charge shall not be used
for any purpose other than that for which the fee or charge was
imposed.
(3) The amount of a fee or charge imposed upon any parcel or
person as an incident of property ownership shall not exceed the
proportional cost of the service attributable to the parcel.
(4) No fee or charge may be imposed for a service unless that
service is actually used by, or immediately available to, the owner
of the property in question. Fees or charges based on potential
or future use of a service are not permitted. Standby charges,
whether characterized as charges or assessments, shall be class-
ified as assessments and shall not be imposed without compliance
with Section 4.
(5) No fee or charge may be imposed for general governmental
services including, but not limited to, police, fire, ambulance or
library services, where the service is available to the public at
large in substantially the same manner as it is to property owners.
Reliance by an agency on any parcel map, including, but not
limited to, an assessor's parcel map, may be considered a signi-
ficant factor in determining whether a fee or charge is imposed as
an incident of property ownership for purposes of this article. In any
3
legal action contesting the validity of a fee or charge, the burden
shall be on the agency to demonstrate compliance with this article."
Cal. Const. art. XIIID, Section 6(b)
In the City of San Bernardino, there are numerous properties that are vacant or
boarded up or otherwise do not currently receive refuse pick up service and/or water
service. As such, they are not currently charged (nor can they be) for water which they
don't get or a trash collection service which they do not receive. However, under
Proposition 218, the entire street sweeping function cannot be billed only to those residents
and commercial customers who currently get charged because then the fee or charge
imposed would exceed the "proportional cost of the service attributable to the parcel."
For instance, if there are 50,000 parcels in the City, and the entire cost of the street
sweeping function is $675,000, then each parcel is charged $13.50 per year, or
approximately $1.13 per month. The fact that there may be 5,000 of those 50,000 parcels
which are vacant or boarded up or otherwise do not currently get billed does not permit
the refuse department to spread the $675,000 cost among 45,000 parcels. If a certain
amount of the cost of the entire street sweeping function is uncollectible, then that cost
must be borne by another legal source, but it cannot be collected from those who already
are contributing their fair/proportional share.
This is consistent with the provisions in Proposition 218 involving assessment
districts where a public entity such as the State of California must be assessed as part of
the computation, but if it refuses to pay, that cost cannot be spread among the other
assessed parties which are paying their fair proportional special benefits share.
As an aside, it is noted that the cities of Ontario and Beverly Hills include the costs
of the street sweeping operations in their respective cities in their refuse billings.
In conclusion, a considerable portion -- but not all-- of the street sweeping function
can be funded out of the Refuse Fund for the reasons contained herein.
4
If
t
C I T Y
OF SAN
INTEROFFICE
MAYOR'S
BERNARD
MEMORANDUM
OFFICE
I N 0
TO: James F. Penman, City Attorney
FROM: Mayor Tern Minor
SUBJECT: Funding Street Sweeping from the Refuse Fund
DATE: July 1, 1997
COPIES: Fred Wilson, City Administrator
During the June 30 Council meeting, a question was raised
concerning the possibility of funding the entire street sweeping
function out of the Refuse Fund rather than the General Fund.
It is requested that your office provide an opinion regarding the
legal implications of such an arrangement, including whether or not
it would violate the provisions of Proposition 218. Since the
budget hearings are drawing to a close, your prompt response
is appreciated.
~)I \
7 ;{{/v1 U eLM...
ToM NOR - , -
Mayor
'\
\
WHAT THIS MEANS TO YOU
If the Commission approves our request, we propose that the increase to each
customer class, effective by the end of first quarter 1998, be allocated as shown below.
Customer Class $ Million % Increase
Core.:
Residential 7.930 0.440 %
Commercial/Industrial 2.203 0.555 %
Transportation 0.000 0.000 %
Noncore-:
Retail (Core Subscription only) 0.844 N/A
Wholesale 0.000 0.000 %
Unbundled Storage/ 0.000 0.000 %
Zone Rate Credit
TOTAL $10.977 0.421%
. Core Customers primarily use smaller quantities of gas, have priorIIy access to gas service and
do not have oIlemalive fuel capaciIy.
.. Noncore Custome<s are generally large gas users who typically have alernelive fuel capability.
If the proposed increase is granted, a residential customer's monthly winter bill for 70
therms of gas usage would increase by 21 cents, from $46.81 to $47.02, effective upon
issuance of a final decision by the Commission by the end of the first quarter of 1998.
The impact on each customer and Customer class could vary depending on individual
usage and the Commission's final decision.
Entefed into Record It '1 / /17
COllncil/CmvOevCmsMtg: 15 ~ (!.,
nv.~?J~ rhv~'t C?j
fp A~~,,{1fl 'tfHTI
~-'~
GIlV ':te,KICDG Secv
City III :),ll 6~rnardino
';//
Ph7
,
\
I
r
City of San Bernardino
San Bernardino Police Department
Interoffice Memorandum
To:
Chief Lee Dean
From:
,
Captain Robert Curtis .,;:;;-~'/C-
Subject:
Urgency of the CADIRMS Upgrade Project
Date:
June 30, 1997
Copies:
--
BACKGROUND
"
The following information is provided in light of the recent discussion concerning the
abandonment of the CADIRMS 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 CADIRMS 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 or
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 7/7 197 to review and finalize the intended
use of grant funds.
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
Previousl.y - t
/ - Ov/3'() /9 7
7/"3,/97
#-1
\
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
,.
...
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 CAD/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 CAD/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 foundatior'} 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 4/1 197 through 5/31/97. We identified 14 separate incidents where
CAD/RMS problems caused unanticipated system failures or "crashes". CAD/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 PO 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. ..
c
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.
; ", ,...
.-
" " '" 1;/,
<: i I:. i!,;.r;
- i ;," - . 1 ~'I ! ,.:~~)',
~Tr-J:- -~~;'-I .~
~"~ i !fj
'-,> i,
. 0:11 ' "::.-~ -'~.T;; II : I!"
:~;~ r." i 8.)1 : :. ! ; i:~
, '::;1' J:-~-:I-~:-;'i:i-:;-0'::11 'I'~T ,. t; ~-i : I :-ct-~ i i ~i: :
:l!I~I" .,., .. - " .. '';' I I .~. I "., i" I ' ".. .0.' I , i!'"
)ir!cf~ ...t." ...1 Ii k.:.' ~.-. ;..! ~~..:.._.~4+-I'''=.:''''', 1.."1 I ;_';:'.L_~-. i ! i ! j;::~ ~~1
Ijlilt m ~ I ~ I i I ~ ~ II)~ III 1.8 r tn n I r~TI rl-
t>:CL'O, r'-~T~'---~~'1~'---~-++-~' ~ i,' -:L.~H I : ! ii_3'-++~~ I
I ' '" 1 I"'.' "f' I '.~.'..- ,,', ' I i.i.'. ""..' " .. I 1 I' .. 1 1 .' I
. illl i II " 1},11 i II III I i I! .! I ~ II ! ~
I!ii~ F' ~.... ; ~ n I r
1jj ~ ~. I -. '~ ~!.~ ;i1',
~ ~ ~ I I .:": f! ll'll! ~ ' ;"1':., ~-ell 1\i;.~ 'I ,I I
I"'~:; ~';. ~..' ~ ~ I T"jf: I ~7.; ~~.,l' ;tlf..".,".",. g '.'.~F.".,.. ~~.~ I ".:W.-'.:.':. I
8,""'8 ~ ~81 I ~~ ~ I :~c ..i:"H1ii~ 0 -~f :~! "~....J
l-d~i I F '!;>~' I -. "., . ~i l~li '''l~'EI'< ~ I ! .~~
~ dll ~ I t lil!!1 i" ! ~ I........,.l.! Id~~I.....I...I:I.. I
o ~) i! t ~ f,h ~"i~l .. Ifill ! 1111~ ll"i- ..
~ I !ll;!~Ui f;lli, I1tF~llpCJi~; '; I ".~.'.J...",.:{[;,..'G..~,H,;.'..,~..,.l!i"~I'I!il ''''I
~: I HT;l:~i ~~~~ I :;d~ ~:t,;,:n~i 'II I '~l.;'~i~~lliiri...:.a~ i!~flj
~II iCLlir~&1 r,~~~&!&:~~H,":m U'f!&r;&I~'Y~rrtTl i
~ i . oil limllll~l. m pplllllll~l'llll
~EI .~, I: I",., III.
i ;<- .' 8 ~ " ' ~l .,. ,~; I I I '0> ~S' t
~I~il ...: ' li'l I ~ "" '[ ,"" "" ft, ~ .~ I I :,';,,: I I
, I 'I'~' i' ,~ I ""'.' .!!~"[:.' ~ i.'." ;,..1'" "", "., $, I
'0 .- .;'"" 51 ~'8 ,"::. ',C~,~ ...'"~ ,','d M; , i."" ....,. i
I'~. ~..tl;~flll ~1~1' I ~.;j i.:~'1 f~jlt.~.l.ji II lili~1 i
... 0.., .... 1;010 "iU lI. ~""'I~... '''''O;"..;~:~;PQ. '~Q.~ll!
".;:, lL ,....':';
Previously - i / - (1&!-3C) h 7
~
"
II
i
CL
;V3j91
4f(
I
:- ~ I
i
, 1 '
: : I
I. i I
, I
I
I'
II
, I
I
I I = ~II
II~ I h !
I ~~ S 'a
il J
" I I il
I I I ~llii ~'a t~
I' I '0' =,1 'Ii t t
I I '-1:.i~W!W M Q. IX IX_
, '"c , , II
I ! I~~ I I
.Il~ mil
~11i I
dIll! I II
~ i I
~ I i
1l..! I i [,
, I i
"iil I I:
III. I
":'i I; I
.1 I! f
.g'! i! I
.ill J' '.
o' ~ .
,. ~' 4
.. !.
;;-",~ I
':r-L'
.~~ I ~:= ' i '
',_ I I
, ,
, ,
! I',
; I .
: ..,'. i!:.:;"
: : ; ! i I : :
, .,. I '
s
...
U l ~UUUI
.~~:,~li ~!~I;g~E
. ~N N N
~ 1~d
I ~i I ;
I ~!..iji
I H;f~~
~' ! 11 ~
=~ II ~ ~
h ~ I"
}ifl :il!il:l .!
.1111 Jlhlldll
I 1
i 1
') UIUU I
I
~
)
.
I
,I
I
.
~
~Ii
~j ~
II
N
~
N
f
..
REVISED 6/30/97
BUDGET REDUC1JON WORKSHEET
DEPI': A nimal Control
FUND: 124 A nimal Control
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? ..L yes _ no
If yes, list positions:
(1) Animal Control Officer (vacant)
(substitute for page 5 of recommended reductions)
3
REVISED 6/30/97
BUDGEr REDUCTION WORKSHEET
DEPI': Council Office FUND: General
PROGRAM/SERVICE REDUCTION:
F.liminate Admini~trative Assistant to the Council; hold Secretary vacant for
1997-98; add Adm;n;~tive Operations Supervisor(U).
POTENTIAL COST SAVINGS: .
$46,200 (net)
IMPACTS ON SERVICES:
Some of the savings from this reduction ($4400) would be reallocated for
maintenance and operations. The total savings from the reorganization is $50,600.
Positions affected? .A... yes _ no H yes, list positions:
(I) Admin. Assistant to the Council
(vacant)
(substitute for page 10 of recommended reductions)
II
IUE~S~I> 6/25/97
BUDG~T ImI>UCTION WORKSHE~T
DEPT: Personnel FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce Personnel Clerk I hours by 50%; reduce support services for employee
benefits "dmini~tion, 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? ..L yes _ no If yes, list positions:
Personnel Clerk I (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
(substitute for page 2S of recommended reductions)
5"
~-
REVISED 6/30/97
)JUDGET REDUCTION WORKSHEEl
DEPI': Public Services - Right of Way
FUND: General
PROGRAM/SERVICE REDUCTION:
Delete Lead Maintenance Worker and Maintenance Worker IT positions
POTENTIAL COST SAVINGS:
$68,200
IMPACTS ON SERVICFS:
The Right-of-Way crew ~ould be shifted from a 7-day to a 5-day per week
operation.
Positions affected? ..L yes_ no
If yes, list positions:
(1) Lead Maintenance Worker I (vacant)
(1) Maintenance Worker IT (vacant)
(substitute for pages 30-32, 36)
,
REVISED 6/30/97
BUDGE.T REDUCTION WORKSlIEET
DEP1': Public Works - Admini~tration
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate (1) Typist Clerk II
POTENTIAL COST SAVINGS:
$28,000
IMPACTS ON SERVICES:
Positions affected? ...L yes _ no
If yes, Ust positions:
(1) Typist Clerk II (vacant)
(substitute for page 37 of recommended reductions)
1
REVISED 6/30/97
BlJDGET REDUCTION WORKSHEET
DEPI': Public Works - NPDES FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Reduce materials, supplies, and equipment.
POTENTIAL COST SAVINGS:
$12,300
IMPACTS ON SERVICES:
Reductions in materials and supplies have an overa1 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? --.Jes ..Lno If yes, list positions:
(substitute for page 38 of recommended reductions)
,
OTHER OPTIONS
DEPI':CATV
FUND: General
OPTION:
Do not transfer the estimated FY 1996-97 ending fund balance for CATV over to
EDA
POTENTIAL REVENUE:
$83,000
mGBLIGBTS:
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 staft), 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 .A DO
If yes, list positions:
~
OTHER OPTIONS
ITEM: City Hall Refinance
FUND: General
OPTION:
(see below)
POTENTIAL REVENUE:
$200,000
WGHLIGHTS:
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 ..A. no
If yes, list positions:
I~
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
FINANCE DEPARTMENT
TO:
SUBJECT:
Mayor and Common Council ~
Barbara Pachon, Director of FinanCe)gjlalhtr)"-"
MOTOR POOL BUDGET
FROM:
DATE:
June 30, 1997
COPIES:
Fred Wilson, City Adrnini~trator
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.
/I
C i t Y
o r
San
B ern a r din 0
rnteroffice Memorandum
Subject:
Fred Wilson, City Administrator
Barbara Dillon, Director of Personnel bY
Annie Ramos, Director of Parks, Recreation & Community
Services ~(L
ParkS/Cemetery ConSOlidation
June 30, 1997
file
'1'0:
From:
Date:
Copies:
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
Superintepdent 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:
QDtion #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.
Savinas. oDtion #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.
ODtion #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.
I.L
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. action #2: $8,510 per year salary and benefits.
c..etery Superintendent
Salary
Benefits
$51,324
$12.559
$63,883
C..etery 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.
/3
Mavor's Recommendation
Starting Deficit
(4,800,100)
Budaet Reductions:
Animal Control
Cemetery-
City Clerk
Civil Service
Code Compliance
Council Office
Facilities
Finance
General Gov.
Library
Parks
Personnel
Planning
Police
Public Services
Public Works
Issue Refunding Bonds; reduce debt service on Fire Station and Library
Extend maturity date of 1989 bonds to reduce debt service
Fund 9/1/97 bond payment w/proceeds of 97 Refunding Bonds
E~tablish a fee for Fire Department plan review '
. Est. ending fund balance of Cable lV Fund for FY 96-97
Funds from City Hall refinancing
Subtotal:
31,000
34,100
51,000
15,200
124,500
46,200
155,400
62,800
50,000
59,600
244,600
15,000
92,100
431,900 _
702,800 y~, I. ( ,
40,399 ,-- ~
45,00~
110,0~~J +0 _ 5'<l5;lXJn
500,0~
41,800 -;tf;:::V.~
83,000
200,000
3,102,200
Transfer title of Refuse Portion of City Yard through bond issue
1,700,000
Estimated ending fund balance FY 97-98:
2,100
-Please note: Not a General Fund reduction and not included in total
Entered into ReconIlt'
CouncillCmyDevCm.Mtt:
-tJ~~; .
-~'"
Previously - t I - O(P /3tJ/97'
by -, .ILI
re Agenda Item -:fF:J
A~ ftt1d~~ mfJl1~/' -_-
City Clerll/CDC Secy
City of San Bernardin
Page 1
7/3/97
#1
.
,
,
Combining Our Code Enforcement Efforts
RECE1VE~-CIl'( CLEi;.~
Where it may be an accepted practice to have code'tllfQRenieQ'tilivided 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 aIOli1i:~h ~1I1 Mal safety codes subordinated
by building codes and local ordinances, have been successful in abating these
nuisance properties. ,~:J31J .U.u--G3^1333l:l
~iV-c./
pft7 ~
:.-~c /f7
.F
.
,
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 umbreUa 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 capitaIized 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 weD as code enforcement officers would be moved into the
Fire Department Fire Prevention Division managed by the Fire MarshaD. 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 wiD be acting under the guidance and direction
of the Fire MarshaU 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 PreventionDivision.
.
~
. .'
'.
CITY OF SAN BERNARDINO FIRE DEPARTMENT
INTEROFFICE MEMORANDUM
l
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 $13 5 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 $13 5 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 - t /~ tJb/;Zv It 7
Previously - t / - tJbj30/97
7/3/97
#1
..
"
!
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.
1 project $36,000 annually could be generated. Adequate staffing of FPO'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.
".
l
.-
CITY
Colton
Lorna Linda
Ontario
Redlands
Rialto
Riverside
San Bernardino
General
Plan Check
for Fire/Life
Safety
Fees
Amount
Charged
Yes Yes 25% + 5% for field inspections
Yes Yes 20%
Yes" No No charge
Yes Yes $25 Residential to $135 Commercial
Yes No No charge
Yes Yes 9.1%
Yes No No charge
" Plans designated by the building department
CITY
Colton
Lorna Linda
Ontario
Redlands
Rialto
Riverside
San Bernardino
Technical
Plan Checks
for Fire
S t
Amount
Ch d
~ys ems arae
Yes UBC Table"
Yes UBC Table"
Yes UBC Table"
Yes $25 Residential to $135 Commercial
Yes UBC Table"
Yes UBC Table"
Yes UBC Table.
"Table 1-A Building Permit Fees (1994 Uniform Building Code)
. .
l
1994 UNIFORM BUILDING CODE
TABLE 1.A-BUILDING PERMIT FEES
TOTAL VAUlAnON flU
SI.00 10 S500.00 S21.00
S501.00 10 S2.OOO.00 S21.00 for the first $500.00 plus $2.75 for eadllddilioDal
SIOO.OO. or fraaion Ihereof.to and including $2.000.00
S2.ool.oo to S25.OOO.OO S62.25 for the lint $2.000.00 plus SI2.50 for eacIl addilioDal
SI.ooo.oo. or fraction Ihereof. to and including $25.000.00
S25.OOl.OO to $50.000.00 S349.75 for the lintS2S.ooo.oo plus $9.00 foreadl
addilioDal SI.ooo.oo. or fraction thereof. to and including
S5O.OOO.OO
$50,001.00 to Sloo.ooo.oo $574.75 for the lint $50,000.00 plus S6.2S for 0Ich
additional S 1 .000.00. or fraction thereof, to and including
Sloo.ooo.oo
Sloo.ool.oo to $500,000.00 S817.2S for the lint 5100.000.00 ::::S.OO for each
additional SI.ooo.oo. or fraction f. to lUId including
$500,000.00
$500.001.00 to SI.ooo.ooo.oo $2.887.2S for the first S5OO,OOO.00 plus $4.2S for each
additional SI.ooo.oo, or fraction thereof. to and including
SI.ooo.ooo.oo
SI.ooo.ool.oo and up S5.012.25 for the lint SI.ooo,ooo.oo plus S2. 75 for each
additional SI.ooo.oo. or fraction thereof
Other lDspectlou ad Fees:
1. ~ons oUllide of nonna! business hours ................................... $42.00 per hour"
(1D1IIimum clwge-(wo hours)
2. Reinspection fees ...esoed UIIder provisions of
SectiOllIOS.8 ............................................................ $42.ooperhour"
3. Inspections for whicb 00 fee is specifically indicated ............................. $42.00 per bour"
(minimum c:bup-one-haIf hour)
4. Additional plan teview requiml by changes, additions
orrevisionstoplans ....................................................... $42.ooperbour"
(minimum cbarge-<me-haIf hour)
5. For use of outside consullaDlS for plan checking aDd
inspections. or both ......................................................... ActnaI cosu""
"Or the total hourly cost to the jurisdicnon, whichever is the grearest. This cost sbaII include supervision. overhead.
equipment, bourIy wages lUId fringe benefiu of the employees involved.
"" AcntaI COIlS include adminislllllive and overllead COSlS.
10A
.' -
~ .' ,
FOCUS 92411 BOARD
~ ~nte:ie.i1 mto Rltco~ at [',
June 26, 1997
bV
re Agen~a lien.
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 anellor 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,
~~erk~
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~ tI&-/;z.w;07 \
Previously - · / _ 0 t-/~ /'17
7/0/97
=!If
,
,
l
Economic Development Agency
List of City Projects Funded by Agency
For Estimated Five Year Period
As of June 25, 1997
One-time Expenditures:
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
previously - t / _ ~ /.;11//17
previously - t / ~~v/3{)fi 7
$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
7/3/97
-#(
~
...
.
Economic Development Agency
List of Agency Funded
Page - 2 -
Total One-time Expenses
$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
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
Wal-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
1931A
;'
r',
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. Pros tIer 79,500
Operations 13.000
CATV Tenant Improvements
Mall Maintenance
Sub-total
Low/Moderate Housing:
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 Co11eRe:
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
Previously - t
/-Ovpv/97
l-cJv?tJf;7
Previously - t
,
-
$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
7/3/97
df.-(
~, -'-.
, .
\
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 Proiect 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 Main/Oper
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
Backoround Facts. Whv a Waste Disposal Aoreement?
. 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.
Malor Deal Points of the Waste Disoosal Aoreement:
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.environmentalliabilities.
. 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.
Reouested Action: Continue to participate in WDA/PSA process.
Previously - t / - tJ~ / z.t" /9 7
Previously - t ) - (Jrv po j9 7
Presentation to City of San Bernardino
7/3/'17
#/
, "
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 I 903,000 I 2,184,000 I 11,232,200 I 874,500 I 2,106,700 I
Previously - . ;-tlv;3O /17
Previously - . / - tJiP /?V If 7
7-3-'17
#/
~!~lpI8 8181818 8'8 8'18 8 8 g'8 8 g! 8 gl8 8 8 8 8 8 8 ~ 8 g!1 '
bl~I~::-~F~~I~~~~~~-~-ltil~~~1 ~:-I~~:-lti~:~o"" ~' .1
1-'1..... ..... M M ..... ~ Q)I~ ~ r') ('II <q' II <q' i ..- ~...... ...... ~ I
I, I I I..: ' .:1 'I I, '
, ,[ I I
I !, ' [ ! I I ,
I !~!g I ~~ ~t~i ~ ~ ~I I~ ~ ~ ~ L
18 ~.;!..: i N ~ ~!.;: .;.; ~i i I .; ~
I~ 0 0 0 0'.0 Oi010 010'[.0'1010 01'0 0 o[ 010~1!0 0 0 0 0 000 ~co.1
<(OOIO:O'OOIOjOOO,oO'O'OOOOI 0000000000 =
..... o. N. .....:LO.IN~ ('I')~IN_I~ ....... ~1""'_I""".!O_,o..(I')_ N. N~[ I("')......w f"l o. co. o. N. CD. ~ co. I
10..... ("')1...... (\I,ll) Q)11l):N (") 010)1<0 "If 101(0 co.... CD I""" (f) 0 co LO.... <0...... 0
..... ...... ..- (") :M, ! '..... LO 0);1l) M:M :(\1 ('I') (&'), !V! I i..... CO..- ..... CD!
I I' . .....,;LO < ct.!!' I ......
i :101 ' ! I I, ......1 'I [
,::tl I I I ;.: ' " j'
i :U>: i i I : i I i I i I
I !~Itl~i~)~'.~ ~.!~I~_ ~_I~.i~.I~-i~18.i~_ ~ I~ ~ ~I~ g 8 ~ ~
II 1~ILOlco:N; :N MINILO III ~!~!m!~:""'!~ III IN.....-~~N~lti~
Il!:' I I '! I i I: I' I I I',' I"', I '" II
! I ! ii' ' : I, i'!" : I I I i 1,1
1 I !: I I 1 I
'i' i
I i
18'
'"
,
. .
. ,'"'
!e> I
i~[ I,'
'_!
, !
i
10
'0
:~,
if'-.
'0
IS!
'cO
'M
,
~
Q;
..
~
fIJ
i..~:1!8 81'8'818181 '81801818 8 ~i8 8
Ie> co. r-.. t'--.-0)!C"1. f'o..i 10 LO ?t (").:""_1('). o.ILO Ii)
, IN ("') ("')" 0) ("'), I en enlQ) Q)'.....I
, i: : I" I ~
;<101010,0:010:1:010'101010;0:00:00
'01001.0'01000'0,00',01.010 OiO 0
I ' ''It O),Ncn:O) CO U')~CO,CO U'):U') Q),Q) 0;..... ("')
IN: iM . ~I~:~iwo~:m'(",)-~:~NI
i !, :: I!..... 1("') ,
Ii!' i:: I !
m oio 0 0 o:OIOO:OiOO:OO o:oio
~!OiO 0 0 01010 010;00:0 0 0010;
m'.....!..... U')~..... ~iN!Q) Q):("')_:~..... U')_CO_O_Q)_I~.
'!: ("') ("');' iOI.....co.....N.....len
, ..... : !"lt~ I'"
, ~'
. VI
:l!
II:
,
, 00
00
:Q) 0
,~~
'..... .....
. ~,
,
I
i
! [
1 .
,Z I jO
:01 I I~
W ~~ ' 1 :LL.
u <, ' VI 1 '~
I-~'~ ~'I~ . ;~~i 'I '~
z~ ~~;~,~ Q,...J :a::i( w
!l! lI:o::;oi~l~ ~ Cl' i\?~ 1[3 ifi
F =WI- l"'::;lw'zwz, ::>(1) -C)
II:II:Ud~U'~VlOUz' ~'UUfIJ!::'~
<(oz ~I '~VlZZ U::i::i"~I'~<
II. >-~ :::>0 ~~ OO,~>II: ~ ....,ll! ::i.CD CD II: (3 I-
~ _ _ ,-[- ~ _ .],_ 0:::>:::> < < 0
c U UU,U!u!ua.. u. a..:u.. a.. a.. a.. a.. u.. I-
1
, '0 I
<( I
u:
,
i8 g
'" '"
1 '':! r:
~
,
, ,
,
i
I :
I
1 i
I I
1
I
I
I
~ 0 0 0001
cs8:ilRgg
~~ r<i.....-m
~ !
10100000 I;:;
!~ ~ ~ g ~ g ....
:~.....-<<i"":""'-I"": i
, . , [
. ! I I' I
. I ·
:~. :~II~ gl'gl..,~I.~
il.t"i, , N m NiMI
'N ' ' N I ,
: .;
:' I [
I! i 1
II I!
, I
,
iO:
!~:
,
:
,
, I i
, : i
I !
0,
Z!
: I ~!
I I u..'
i II- I ~
Igl- ~ ~ I ffi
1 ~ ~ I- <;J
I~ IZ Cll-' 11.1 Z
~ 0 <II:~ 0
>- 'Iffi I~ ~ ~ ~ ~ 0 Z
11:1- <(VI Cl::; VI 11:1 ~
~I~ 1':1::; :::> ~ " Z ~ < < ~
!!!I~ <IZ tli <'I!a ~ ~ 0 ~ 0
...Juu<a:e>D:::I-:>W_1-
, I
,
C>
C>
...
..
co
~
...
C>
C>
Oft
of
co
C>
:;:
...
..,
N.
~
I
1
I
i
:
..
'"
..
II.
I
,
,
,
I
i !
I
~
~
e
Q
z
~
Cl
.4- (. ~
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 , 1,281,000 I 903,000 1 2,184,000 I 11,232,200 I 874,500 1 2,106,700 1
Previously - t /-t?~jz.t;/97
~~7
#/
- -
.
~
.<:
'"
"
, ~'~ ~[I~S!.i~. ~ g.I'~ ~ S!. ~.~I~~. ~ ~ S!. ~
O~M~'~Wm~N~N'~.~~mNm
~..........,("') ("') .....U)O)'LOC\I("') N<q'CD
1 Ii' .....'1 N,_ CO
I I '! i": ..:
:; ,! I i
'11- iSiS! g;g g g g 8 gi
0: ;~:Il)~, Mi~ ~ ~ ~ ~:--I
101 1 i.....i, Ni~ ~ ~ 0.,1
, ' i '~i'" I
I ; . i I
I :.~:OIOIO:OIOiOII'O 0 olooro 0 0 0 0 01
l~iO OIOiOjOIO 0 0 0 00:0 goo 0 0:
i~:O~~I~:Lt')_,N_i~IN_~-_I("')_""'_:""'_ _o_("')_~~:
j21~ ~1~'Ni~;m!ll) ~ ~!~:m:~ ~ ll) ~ ~ :'
~ I ' ,.....: Ill). 0
.~, , : ! i i ..:
,CIl ,i ' 1 '
,., .
! ,gig 8!,8:81,81818 :5 818,818 g g g :5
:~:~_ll)J~iw.~~_m_~_~~_!N.I~_~o_m_~
i ,~~ll) ~,N' 1-IM1'" Lt') Lt')IN:.IO) . ..... m ll)
!m' I iN1 I ,NI.....~Q)..........
i ,W, 1 ,I I,'
'Q I ' I '
i I! I
I , I ,
, i
,c) '0 , I 0 I i
< !~ 10 ,
,~ I I
'lI! ir-: I '"
i ' '"
! . I
CIl 0'10'0'0'0'01 01010'01000010
:;;::0 olololoio 0 0 o!c 0 0 0 0 0
I...,'CO"" ......Q)!(f) 1'--1 to lO (O')'(O')j. (f') 0 l.t) It)
; "N:M,('"jaiiC"'i1 m:cDjcO as ~ I
, I , I I' I I
~ :, I I':
<',oioi"O',O:OIOio 0 01'0',0[,0 0 010 0
00'010-0'01010000'000000
1'V_lcnN_;cn;(J)i~ It). co. tD_llt). U').:co. a:>. o......~ (f)~
Ni:(f) I.....:..... ~ m,~ ......~ (f) .....,~ N
I I , . i I I
~oloio 0'0:oi,8IO 8',8 0 olg oioi,o
i ~!~:~~~~:~1~ ~ (f)~:~~ ~1~~8.i~1~~
I ~("') ("') I 01...... ~I...... N ,..... 10)
I ..... ,:!~ I : iN
! I: ' i I
'! 00' I
001
~'O' i
~~:~;
~~I
0'01
~:~I
. .,
~r::i
.....,
, CIl
lIE
II:
I
! 1
Z i C
, I Z
, W QI i :)
!!!;: , I [:3'11 ~
>-<10:: WU ~
~ ,!;1!::;I~I~ ,"5 w
,ffi ,,,II: "-.zl-uj Igjll:, z
i! :!lffiO~~lffi~w'~ ,~ml'~~
'II: II: !!c3 ~ ~ 5! '" 0 !!:z ~12 210015 ..J
< 0>- ::> >- >- c >- ..J "'1< z w - ..J ..JI" - <
lli <( 0 t:: t:: 0 t::12: ffi ~ :5 g; 51~ ~ ~ ~ b
C ~ U U U U UIU 0.. LL Q. LL 0.. 0.. 0.. 0.. LL ....
060000028880 I
~~~;!~g~CiSQ)~......21 I
oi.....cticti~co~u:i~ci to
~ .....("')..... ..... f')
~ N
000
000
"'~~
rilE
~~ ~I~ g~ ~~ g~ ~~ ~~ g~ ~~I '
0) ..... ("') 0 ~ ~ ..... ~ .....10
~I . ,..... ~..... ,.....;
I I !, ! I':,
:, 1 ! I
I I I
88888888
~""'N"""OO"""Q)
N.....~CON~Lti~
N N
.
!
I , II
I
I I, I
8'
'"
I
,
I 1
00000101
8 8 ~ ~ ~ ~'
.. ...1
.......... (f) ..... Q)i
~ 1
I
o 080200
~ ~~go~8
I"'-:~u:i.....~~~
~ I !
g! i~lg_ g~II~!R.I~
tQl ! I!~ ~!NI(f)1
'ii I :
I ,
, !
I ,
ii' I '
I 1 I j
i I I I i
, ! 1 I I I : !
I 1
I . I,
! I : i I
I. I'~
I II -' , ffi ~
I ~ I :ii-
1 ' l!z ~ ~ Ii:
1>-1 0 1 < II: w
1>-11:1 UI wzOc I
'0:: ~ ..J m C) ~ 35 0::1
I~ ~'I'~ i fu ~ ~ ~ ~I~I~
I~IU U < 0:: C) 0:: I- ;:a:ltu_
: i
I II
I I
,
!
o
o
t-
o.;
o
p
..
o
o
...
0
0
'"
;!
.,
81 0
0
~I N
i ..
"'. ...
P, I N
, !~
i
I
1
, '
I !
II !
,. I
III i
II
: I
.,
'"
..
"-
01
0'
m,
I
! ,
, !
I I
I
,
I
I
! ,
C :
Z
::l
II.
..I
~
W
Z
W ..J
III j:!:
z
0 0
Z ~
..J C
~ z
:!
C)
.
, .i
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.
Entered into ReconIlt
Council/CmyOlvCml Mtg:
{,/~S-/97
by
re Agenda Item
/
,?~/J.~
City Clerk/COC Secy
City of San Bernardino
Previously - t / -0&/2'5/'77
Previously - t I-Cr,j:zfR/17
Previously - t / -CJ~/30/'17
7/3/97
#/
ReviSecL
.
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? l yes _ no
If yes, list positions:
Personnel Clerk I (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTEJ3,-OFFICE MEMORANDUM
TO:
Mayor and Common Council
Fred Wtlson, City Administrator q
Jim Howell, Director of Public Service
June 25, 1997
~\
FROM:
DATE:
SUBJECT:
GOLDEN HANDSHAKE 97/98 BUDGET IMPACT
TO PROPOSED S% 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 ,avings 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
Salarv/Benefits
405 Lead Maint.Worker
405 Maint.Worker I
408 Maint.Supervisor
$
32,000
25,000
36,000
TOTAL
$
93,000
JUN 2 5 1997
CITY OF SAN BERNARDINO
POLICE DEPARTMENT
PROPOSED BUDGET REDUCTION PACKAGE
FY 1997/98
REVISED JUNE 24, 1997
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
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 operatiCl'l 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 1111 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 salarieslbenefits
associated with the three dispatcher positions that would be eliminated and a reduction of
$62,603 in overtime costs. We currently have two Dispatcher 1111, 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.
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 applicants, 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 PRCII 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-
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
NET BUDGET SAVINGS - FY 1997-98
$ 363,877
$ 431,924
TOTAL COSTS - FY 1997-98
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.
~
CITY OF SAN BERNARDINO FIRE DEPARTMENT
INTEROFFICE MEMORANDUM
MEMO NO.
To:
Fred Wilson, City Administrator
Entered into Record at
COllllCIIICllIvOeVCms Mtg:
lPh.5/11
,
Through:
Larry Pitzer, Fire Chief
bv
/
if~~
City Clerk/COC Secy
City of San Bernardino
From:
E. Guy Burdick, Fire Marshal
re AY"'Hla Ilem
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 $13 5 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 $13 5 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.
-/1/
~ /zs 177
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 of FPO'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.
CITY
Colton
Loma Linda
Ontario
Redlands
Rialto
Riverside
San Bernardino
General
Plan Check
for Fire/Life
5 ~
Amount
a ety Fees Charged
Yes Yes 25% + 5% for field inspections
Yes Yes 20%
Yes" No No charae
Yes Yes $25 Residential to $135 Commercial
Yes No No charae
Yes Yes 9.1%
Yes No No charge
" Plans designated by the building department
CITY
Colton
Loma Linda
Ontario
Redlands
Rialto
Riverside
San Bernardino
Technical
Plan Checks
for Fire
5 t
Amount
Ch d
iVsems arge
Yes UBC Table"
Yes UBC Table"
Yes UBC Table"
Yes $25 Residential to $135 Commercial
Yes UBC Table"
Yes UBC Table"
Yes UBC Table"
"Table 1-A Building Permit Fees (1994 Uniform Building Code)
.
.
.
-
1994 UNIFORM BUILDING CODE 1-.\
TABLE 1-A-BUILDING PERMIT FEES
TOTAL VAWAnON FU
51.00 to 5500.00 521.00
SSOI.00 10 52.000.00 521.00 forrhe firsl SSOO.OO plus $2.75 for ead1 additional
5100.00. or fiaaion thereof. to and including $2.000.00
52.001.00 to 525.000.00 562.25 for rhe first $2.000.00 plus 512.50 for eocIt additional
51.000.00. or fiaaion thereof. to and including $25.000.00
525.001.00 10 SSO.OOO.OO 5349.75 for tile firsl $25.000.00 plus 59.00 for eacb
additional 51.000.00. or fnu:tion thereof. to and including
550.000.00
550.001.00 10 5100.000.00 SS74.75 for tile lint SSO,OOO.OO plus S6.2S for eacb
additional 51.000.00. or fnu:tion thereof. to and including
5100.000.00
5100.001.00 to $SOO.OOO.OO 5887.25 for tile first 8100.000.00 J:::5.00 for each
additional 51.000.00. or fnu:tion f. to and iDcluding
SSOO.OOO.OO
5500.001.00 to 51.000.000.00 52.887.25 for die firsl 5500.000.00 plus $4.25 for eocIt
additional 51.000.00. or fnu:tion thereof. 10 and iDcluding
51.000.000.00
51.000.001.00 and up 55.012.25 for tile lint 51.000.000.00 plus 52.75 for ead1
additional 51.000.00. orfnu:tion rhereof
Other InspectIou ad Fees:
1. ~ons outside of normal business hours ................................... $42.00 per hour"
(1IWIimum c~o hours)
2. Reinspection fees assessed under provisions of
Section IOB.8 ............................................................ $42.00 per hour"
3. Inspections for which no fee is specifically indicared ............................. $42.00 per hour"
(minimum c~.ha1fhour)
4. Additional plan review required by changes. additions
or revisions 10 plans ....................................................... $42.00 per hour"
(ntinimum charge-<me.ha1f hour)
5. For use of outside consultants for plan checking and
inspections. or hoth ......................................................... AclnaI costs"
.Or tile toral hourly COSIIO tile jurisdiction. whichever is tile grearest. This COSI sItaIl include supervision. overIIcad,
equipment, hourly wages and fringe benefits of tile employees involved.
.. AcnraI COSIS iDclude adntinislllllive and overhCAd COSIS.
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
33,100 33,100
-
2,500 2,500
6,500 4,800 11,300
104,700 61,000 165,700
5,000 5,000
7,500 7,500
6,800 6,800
2,100 2,100
13,300 2,400 15,700
1,100 1,100
181,500 69,300 250,800
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
49,300 49,300
1,100 1,100
3,300 300 3,600
10,000 3,100 13,100
68,800 66,100 134,900
5,000 5,000
11,200 11,200
6,800 6,800
1,900 1,900
10,600 10,600
700 700
168,000 70,200 238,200
11,281,000 I 903,000 I 2,184,000 I 11,232,200 I 874,500 I 2,106,700 I
! ....,ooooloo'l'oOOOOIOIo!i! 0 001
, <!80000000000010csaloO
~I _ "!........ ~I~_ C'l N. ~.....w ~ <<!. CO........ _ _ "": &0"1
Oh- (f) ..... t() CO (7) U') N (") N CD 'ltl...... t() en N 00,
l-i.....,......,M:C"l ......~cn~I~M N'ltl
! il' I' I I....: .:1
, 1 1 I I
2 '818 8'~0 8 8 88 gl
2 lril~ '" .... "'.... '" 0""
8, N,~ ~ ri ri ri !
I : I I I
~ 0'10 oioio 010 0 010:010 0 0 0 0 0
i! ~ ~_ ~J~!~_ ~I~~t g. ~_ ~~.~J~_ ~ ~ ~_ ~ ~..i,
0.... (I') ......;N,U') en an N (I') OQ)~CO "'It II) CO co ::
1-1...... ......1("): ~(f) : ...... ~,cn,t()I~I(f) N (f) 01
I,m-" I' I i"':l
I :::t ~ I Iii I
jCl)i ' 'I
I : ; i I i I I I I
I. 10818818'18!i!!i! 8 8181.8W8 8 8 8 8
I> ....It() 0)'(0 CD as en ...... ...... COIN co ('I) 0 en......
I "'... to'"a:i"N"! l"':riNIl'iIl'iNi..1ai"ft-"':c>>a6
I N ('\11......0)..-1 ~
lD "I '
II!! I 'i I I !. I I
i Ii: ! i :: Ii' i
i Ie) ~
I !o(' I
i!1 1
18
<0.
!...:~
I I I , '8' 1
, I '......1 , I
: , I
1 'ai' ,
i "" I
~
;;
.,
.c:
Ul
!
:' 1 I
i~1818 8iOI8~1!81 81'!i!1818!.8'8IOlli881
:C)I~I"""_"""_lgl(f)_"""_i t() ~ (f).!(f)_i~~I&U') tn:
! IN,(") (f)10) (")1 cnicn!co co ......1. i
, I I' 1 I ' " , I
I , I I I ii, ': ,
i :~i~lgl~.Ig!gl~~g_~I~_'~.i~I~-!8_1~_g-,
I I 1N: 1M: ............ t() COI~ ......:~ (f)......~V N'
I . .. ".' .
i :: ! i! ; i' !
:000:0100;010;010100:0;001010
~IOiOO'OOlciib',Olo,oo:O:O'OI.O~O
;m:......'~:~'~ ~,N1~,~:M~~~ ~~,W~O~~!~~
, ~ : -MM! ! : 10:1"-- :W:~N~~IO)
, ~ : ; 'V 'V IN
! I ~ _ I
,
. ",'
2
II:
0'0
0'0
<0'0
~~~~
,~:~,
!~i :
gig!
N:~'
a)'~
~....
~
, . ! .
1 ~ ,
, c, , I
<,
0 ,
, 1
.
, ,
I I, ",IQ 1 ,.~
,. 01... ;: Ul....
, , >- z I~ 1 "'....
.... , , !;l! ~:tii "'I 'I .' ~ ~ i j~!
z: 1~a:Ia..lzS:2..J "a: I ;~:
~...Jlffi O~::E ~ !;l!!", ~ ~ ~ [fil ~
Ii: gj ~:d ~ ~~ ~}~ ~ z ~ ~Hl Ul ~~>
~ >- 0~:~,~col~15i~l~ ~.~ o~ ffi ffi ~Iu ~.
~ ~ u:u~u,uiulu!~I~ ~:~ a.. ~ ~ ~!~ e.
88888888088g
M~tD~o)ON~~W~N
~~MM'iILi~rD~g ~
~ N
000
000
"'~~
MrD
'"
I
~~ ~~ ~ 8~ ~ ~ ~~ ~ ~I~II
(J)~('I')O~~~W~IO.
'V I ~ W ~ ~,
I I I'
, Iii I :
i
,
88888!i!88
CO~N~OO~(J)
N~ ~ILiN~-ILi~
'" '"
,
I ,
i 1 i.
,
, ,
1 I
, 1
I
, I
,
i
. i
i
1 0
0
, I'"
. ,
i
io!
01
10>
1";1
1N,
,
I
,
,
, i I I I
1 : Iii
: ! III: i
I ,Iii i
I' ! I ~:
i 1 r ~.
Ii! '1 lLj
. ii' I ...JI
II' II' I...JI 1!z z II I ffi
0, I!l1Q Z
I a:: , oe:; t- I '"
, !!zi ,lll ~ Ii: I ~
1>- ffi: 8'1'" ""I~ ~ l!J! ' li11
111:...1 .... '" C> :; '" II: I I ....
~ ~I~I~I~ ~ ~ ~ ~I'.<I~ ~i
13 ~,~i~!~ ~I~ ... ~ @ ~ ~I
i
, i
! :
. '
8
....
iO: ~
I~:
'I g
" ....
I !
I 0
'"
'"
~
I CD
'" I~
'"
0
.; , 'N
"'! 1::1
~
i'P
,
I I
I
I I
I I i
! ! !
II i I
! I
i
I
.,
'"
.,
a..
,
I
1 ' I I
.
1
.
1 I I
I ! I
! . i
....
~
~
c
Z
~
'0
~ ----
, \
,
,
CITY OF SAN BERNARDINO i'. ~
INTEROFFICE MEMORANDUM "-
FINANCE DEPARTMENT .""
~ ..
""c
~ u'-
..""
M.,~... Com_ COO"," JJ "- ~ cn;Q
Uc
-
c..
TO: - uca
.. i :ii=
1;:1 -..
.!!cn
FROM: Barbara Pachon, Director of Finan I ~ 1!e u_
""..
ou - ""
"> .--
.... e u.-
SUBJECT: TRANSFER OF CATV TO EDA (BUDGET SAVIU.> .. u
-e =
.5(...) ..
""
DATE: June 18, 1997 -== c
"u ..
-c =
..", c
.... "" ..
COPIES: Fred Wilson, City Administrator ':u ~ -
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.
Prior 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 1997-1998 EXPENDITURE ASSUMPTIONS
FY 1996-1997 CATV Budget $456,500
Adjustment for increase in internal service charges + 2,400
Additional for equipment for new studio + 40,000
Adjustment for decrease in PERS rate - 7.600
FY 1997-1998 PROPOSED CATV BUDGET $491,300
Previousl.y - t 1- cJt, II,? /7 7
Previousl.y - t 1_ tJ(,/Ls;f7
Previousl.y - t / - t7CR/2.V/97
Previousl.y - t /- t? IR /.:30;17
7/3,/17
#/
,
.
. ,
\
FY 1997-1998 ESTIMATED AVAILABLE FUNDS
FY 1997-1998 Estimated Beginning Fund Balance $ 83,000
FY 1997-1998 Estimated Revenues + 69.000
FY 1997-1998 PROJECTED AVAILABLE CATV FUNDS $152.000
Difference between available. funds and proposed expenditures ($339,300)
PROPOSED TRANSFER FROM GENERAL FUND
+ 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 (including 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.
- ,
,,- 01-1
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 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.
r:t1ud/ iA Jtbv bfiJ
Fred Wilson
City A~ministrator
Previously - t /- OCR /I~ ~ 7
Previously - t / - iJi1> fL.!> /9 7
Previously - t / -(J"/~~h7
Previously - t /- CJ':;'?<, /97
7/3/17
14(
~.' "
. I
Table of Contents
Summary of Budget-Balancing Options ............................... 3
Animal Control ......................................... 5
Cemetery . .. .. .. .. .. . .. .. .. .. . .. .. .. .. .. .. .. .. .. .. . ... 6
City Clerk ............................................ 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
OtherOptions ......................................... 39
Summary of Reductions Included in the
Preliminary Budget ........................................... 44
CityAdministrawr ...................................... 45
CityAttomey ......................................... 46
CATV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 50
Mayor's Office ........................................ 51
M.I.S. ............................................. 52
Mowr Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 53
Risk Management ....................................... 54
(
,
, I~ ii' , ,
. ~
o ~
_-+o.._~
~
"
,~
si!!!
~!~
:0.._0
i:ll~!~1
I~ol"
ILL,Q.ICI
"EilS!]
'51~'li
~i~l~
I"
8
''215
:n
o
."
.~ .
l::i .5
o c
..'"
I I ~
'. .
;1!!:.,;;;!i
l"Ei5
i~i~
Ul
<:
0,
=1
""I
0,
",I
cr-
"UI
<:'
..
ii
al
t
'"
-g,
al
...
Ol~'
~1lI.
cal;a!
E~"C:
E1l!!,
",i!.1
cnl~:
I
1$
i.~
I.
,8
Ij
Ii
I Ie
, 15
'.~ 0
!tSiii
" E
111-
0:.:1
I.~ ;::
I~ "
IUl 15
iE .!!
II!! :g
~
..w
e
15
, "
! iii
l-g .6
i~ .i
e
E-
~~
. ~
~~
;
l
"
:!i
~
;~,
!!
;(
I
,
I~
!f
c
..
-~
~ "51
.0 "
,,0:
C i
, c
~ .~
"'.,
~I
~,
I-I
I I
I.
,
,
~
8
N
on
'01"
1:2:2
I"''''
IE!E
-I""
t: e:E
J! 21m
"Jl:Ji
W
~!
.;'
N.
8
c
.
c
~
.
E
.
~
c
,
e
a
8
, c
] ~'I
i' ~
~ "
il 0::;
B ii
'C CI
il
I
Iii
.,.
j
>0
.,.
S i!;i
. .01
'e '0
"
P ~i
!
I
i
I
~I
.,
.BI
~'
<Ill
.1
tli
gl
.
"
~
c
.
01
~ ~I
8. ,
l1 ei
f !I
o ,~
8 llYl
j 2!
_ 0:'
-,-.-
.
0;
c
"
"
e e!e
i ~15
"""
.~
~
"
'"
<~
"
8'
Iii
'5.1
E!
8'
0,
81
I I
I'
.-LL
I-I.....
,
,
~-+-
,
, I~
tsl ,"
., I~
I' I~
cir. :~
8' .,.'~
.. .
"."
E b E
~"~
"'''''''
8,
:;1
""
I
I
,
I
-----rr-
,.
g-i
"'I
0.1'
'~I I
E !
"CII, I
'"
~,
~!
il
.,.'
~I
"',
~
O'
=,
~I
c,
E,
~,
"'.
'~i
'itl' I.'
w '
,
,
, .
-I
~I
c,
~
i,
'ij!
c.
ii.
."
.
+f;c
, I
~
! i
II
Ie-
1c'J
'8
Ic
jJ!. '~
I ~
~i~,;
~Ig!;(
I
, .
-ii
II
I'
I,
tllli
c,Q)'-...
l!! 2'~
-g! ~
. . .
. <t"
.!i.!
i! ii
:! "5 >
. . 0
~n
1l1l~
o:o:w
I
HI:
~H
I
.
.0
=
jj
.
u.
!..... ---~,(<)rM
,15
i.1!!
lj'i
,,1<>:
.,..
" .
~I!
e:!l
li,o
I~I~
.u <,
U
~Ii"
,
I
,
II;
l~i ' .,-
"151...; !~
2 ?ICI)' "51
.s;:. ~1.E.e c
f"'-W!!lw
.- .~-'.I.~
u. u.. u..,0 u..
~'I I~,
~, !fil,
...... .....,
-t-
_.....~.....--.-----+-
~.
o
=
""
~I
.1:1
!I~
" a
ca.!;;
~-
.9 il
e 8
ii'"
= ~
:I! :;
~i
~ .
H
~II
8.0-
8~
8 ;!!
, a
11 .
0:"
I
II
21
II
.~I
~.
~,
il
~-i
;;,1
il,
il
l iGl'
: I'~I
~ ll,
.., .~i
Ii iti:
U'. '~,
.~ 01
W oL_+__
I. ,
I I I i
I I I i
~I~II:I !
4~i~ !,
II, ,
, ,
I
e'
At-
ii
..
u.
!
I
ei
u::::
3
~
Iii
a
..
~
c
"
i
"
..
~
.
c
>!
~
e
~
1!
.
lJ
u
8
,
11
0:
I:
c
<1l
~
"
e
"
il
"
-;;...,---~
---->---..._--~
(") :.-
~--~
~
,-:
:!
~
~ ,.~
.0, :!l,"
s' :~i.!iL
8' .~
~ ITiI~,_
c: 'g'.u:ll-
.!! c:i:;;
c o,tl
~ D:;iP3
i::' ;'~i2il
.1'1 !JlH~
~I~I~I~I~
("ilcOl<OlailGi
N- '<O....,N
.~
tl
,
]
>'
~
.
I E'-Ei
![I~!
I B ~ l!!;
i,::J'e'
],..
Ill, 'i:-ig
B!"'~I'O::.'
~!~!8.~'
.,al"a,
M.I" ~I'-'
Q.. E :::I 2:1=
.i~l~!~'l:
81lii :8!W,iU
I!! ~I~ll
.E:iia:'E'~
~IOI il, ~i::.
"Ill il'>i!
. '" "'i" 0
a.'ii CD i G)
8,016 .... l;j
~I~I,~JI~
,~IOWIC!W
I:
c
<1l
elelelele
II CD U U CI)
illil clillii
~~~
.,.
e
~
::;
t!
.
..
"
.0
"
.
c
c
~
"
..
"
c'
liij=
o::,t:;
-,.0
Jii"
iili1n
'Iii .-
':>0-
8!8
~''''
M!It)-
",N
8
.,
,,;
~
"
"
"
.
c
c
o
e
"
..
"
e
ii
=
8
,
11
0:
I:
c
"
~
ele
U
0;
c
c
~
"
..
ai
.SI
c
c
..
..
t
'el'~
'.~ ~
:g:
ID..,=>>
"I ~I]ll
,j!1ij.j!
~
1"1.'~I'~1
'B'':i ]!
;CIlIO Gl
~> D..1C
~
, ,
, ,
Ii
Ii
I !g
1=
.
o
CL
'~~
I. '
,- ~
.eN
~'.'-
'c' :0-
j III ~
io,,,
:0..:8
I
I
'.
'ti
I"
I~
I~
, 'i
! , I~..
I~ !l
rr: .
I.,~ ,~
~~
I'" "
jE 8'
II!! ~
...
"
0..0::;"
..
I:
o
:;:::;,
""' '
0, ,
, ,
"" I
.5H
u'
1:,
,",
1ai
aJ,
"
Q;i
"',
"co'
=i
aJ
.... i
O!",;
~1~1
calia:
Eii!'
EIll.l
='l!!1
ClHl.;
,._.~
~
Ii
~
I
1=1
I.;
Iii
ltil
,~
,e
i~'
'ii-
:;
~.I~, 8, ~,I~,I
~I~ ~:~I~!
,
I,
I
i ~
1=
'lil'II,.,
:ii ii:
~, It
~l' ~.
E 0
~ :ll $:
~ III UJ :::J
-; ~I! II :
~;l~ :;11;1
.... 2'! CI
Ii" '1- !l.,.~1
"II 0'''',
il ..E
{~ ~IHI'[1
di,:; 5 m
1IS'~ f!:
Bl!iI~I:;!1i1
ololE '!Iii,
~ 1ii 8 01181
~ i -5 ~-61
__u6u
wwo::ccr
ilHHI
,ll,,;co,;,ll,
,
,
! ~
, e
11" 8 I,.
II g;'
lea .~'
!~ ~
.
'e
~ i I I I,
>1 '
,~ ilj ~lfl
~~I"I~I"?1
.g~t4c41r41
ll.D..D..D..D..,
III
I~~t
loi' ~Ijj
i:g o::l~
I~'I~ ~
ISl;i!
~I; "
11::i 0 !;!
i~ ~,~
,.:::'8ij!
:>>lr5j i!
jg.'I8.1"
'O.!!!8
~..~
I.. ,~"~
0' CLI"
"'f. .
!:? i
,,- '" ~
'CL CL
II ~II
~ iti:i
en a.;w
,
,
, I
I~
.
'co
0'
0'
8.1
.
E'
e
~:
1
~Ir-:
I
i",
~I~
"[1.0
~I~
- CL
'~Ig.
"11 ~
~..
II) .~'
U
!liB
ill
W 0:::
Ii
II-
I~
_.'~"
N
~--,---.------
'C'4-_.~
, '
; I
0--"
N
I'
, ,
, ,
,
+-+- ;
,
~
:! '
_I II, I! II I,
~."I".
: : I: !:
, ' ! I
"
,
..
.'
e'
01
~
~! Inn~,~
i~: !~I~ ~,~. ~I~,
N i IIINIIMI
llffi' 1
I~, .~II
I~~ 1 ~ .
tniii
!!:sCfr
~ CI) i I) I
~i::BI
.8i~~ ~
ii, In >- al!
.e 5~i5.'
~Ij B ~ ill
im!~!1
'I~'I~ H~ .e'l
=gu.,'I' si lli~i
m"O"OfrOO
!.~':E.8 c_'i! ~
..' I,]::J ,...I.!!i.:!! Si
!i ,," <!!" . 0
J! .E_"~:;;
- fr"Om!~~
; ~i~ ~!~
en liSwu-l-wen
, I
i i i i I ;
Illllililill
II
i
I
~
~
,0
"
,
0.
j
=
4
~
, .
BUDGET REDUCTION WORKSHEET
DEPT: Animal Control
FUND: 124 Animal Control
PROGRAM/SERVICE REDUCTION:
Eliminate one (1) Animal Control Officer.
POTENTIAL COST SAVINGS:
$40, {)()()
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
H yes, list positions:
(1) Animal Control Officer (filled)
5
-. -,
L
" "
BUDGET REDUCTION WORKSHEET
DEPT: Cemetery
FUND: Cemetery
PROGRAM/SERVICE REDUCTION:
Eliminate 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 II
position eliminated, the office will be closed at times during the day. To reduce
grounds maintenance expenses, fertilizing and overseeding the lawns will be
eliminated.
Positions affected? ..x.. yes _ no
If yes, list positions:
(1) Typist Clerk II (vacant)
6
~ -)
.
'---
BUDGET REDUCTION WORKSHEET
DEPT: City Clerk
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce Business Registration staff.
POTENTIAL COST SAVINGS:
$51,000
IMPACTS 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 remaining
four Account Clerks.
Positions affected? ..x. yes _ no
If yes, list positions:
(1) Business Registration Inspector (f1l1ed)
(1) Account Clerk I (f1l1ed)
7
J...., """g...,...,,,,
.
. -
~.
- ~,_._....
BUDGET REDUCTION WORKSHEET
DEPT: 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.
Positions affected? _ yes ...!... no
If yes, list positions:
8
'tf;<"h'~"~"_'~~'~ w.;:r=,_
_..."d,.',.'"."......_~._
-
"
, ,
.- .
BUDGET REDUCTION WORKSHEET
DEn: 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
IMPACTS ON SERVICES:
Weed Abatement staff will be reorganized to eliminate 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 III. These position
upgrades will improve the level of service to the public and streamline
administrative 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? ..L yes _ no
H yes, list positions:
(1) Weed Abatement Aide (vacant)
(1) Account Clerk I (vacant) reclassified to
Account Clerk III
(1) Weed Abatement Aide reclassified to
Code Compliance Officer I (filled)
9
BUDGET REDUCTION WORKSHEET
DEFI': Council Office
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate Administrative Assistant to the Council; hold Secretary vacant for
1997-98; add Administrative Operations Supervisor(U).
POTENTIAL COST SAVINGS:
$39,700 (net)
IMPACTS ON SERVICES:
Some of the savings from 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)
(I) Admin. Operations Supervisor (U)
(new)
(I) Secretary (will f1l1 new position)
10
BUDGET REDUCTION WORKSHEET
DEYf: Facilities
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce funding for alterations and renovations.
POTENTIAL COST SAVINGS:
$40,000
IMPACTS 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 ~ no
H yes, list positions:
11
BUDGET REDUCTION WORKSHEET
DEn: Facilities
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce various operating expenses.
POTENTIAL COST SAVINGS:
$80,700
IMPACTS ON 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).
_ Building maintenance 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 ($8,000).
_ Contract cleaning services throughout the city will be reduced ($30,000).
_ Contract for washing 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).
Positions affected? _ yes...!.. DO
If yes, list positions:
12
BUDGET REDUCTION WORKSHEET
DEP'f: Facilities
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate vacant Carpenter position.
POTENTIAL COST SAVINGS:
$34,700
IMPACTS ON SERVICES:
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? ..!... yes.c- no
If yes, list positions:
(1) Maintenance Carpenter (vacant)
13
BUDGET REDUCTION WORKSHEET
DEPT: Finance
FUND: General
PROGRAM/SERVICE REDUCTION:
In the Print Shop, reduce Composer/Bindery Clerk hours from full-time to part-
time.
POTENTIAL COST SAVINGS:
$12,000
IMPACTS ON SERVICES:
There should be little impact on services. The volume of work that is currently
handled by the Composer/Bindery Clerk can be done with reduced hours. If the
volume of work for this position significantly increases over current levels during
FY 97-98, the work will have to be contracted out.
Positions affected? .L yes _ no
If yes, list positions:
(1) Composer/Bindery Clerk (filled)
14
lf7W~!,~:' "'r..;'~"Y',:,:,"?,;","..;,.,"._~_-",.,...._,",""."'.._._
BUDGET REDUCTION WORKSHEET
DEPT: Finance
FUND: General
PROGRAM/SERVICE REDUCTION:
Consolidate Treasurer's Office staff with Accounting staff on the fourth floor of
City Hall; eliminate Administrative Operations Supervisor II position.
POTENTIAL COST SAVINGS:
$50,800
IMPACTS 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
counting daily cash, armored car service pick-up, space usage, and access to the
safe. All petty cash reimbursements, investments, and other Treasurer's Office
functions will be handled from the fourth floor.
Positions affected? ..L yes _ no
If yes, list positions:
(1) Administrative Operations Supervisor II
(filled)
15
".,'.
BUDGET REDUCTION WORKSHEET
DEPI': Fire
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce from four (4) to three (3) the number 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:
$110,900 (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 value area, Le., high rises, malls, and other target hazards. Target hazards
such as these necessitate intensive staffmg 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 manning/minimum staffmg 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 eliminated.
Positions affected? l yes _ no
If yes, list positions:
(3) Firefighter (filled)
(1) Fire Prevention Officer (created)
16
"W!l1t_";"~~-:'.~.'1':'~,~'!''''''''''_''__''''''''
,./;'~l!0!'~~"",_ ~ .
-
BUDGET REDUCTION WORKSHEET
DEPr: Fire
FUND: General
PROGRAM/SERVICE REDUCTION:
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 instances, there would be several minutes
added to the normal response time. The manifestation of increased response time
such as this has a direct correlation and impact on life safety, firefighter safety,
and property loss.
Positions affected? ..K.. yes _ no
If yes, list positions:
(3) Firefighter (filled)
(3) Captain (f1lled)
(3) Fire Engineer (f1lled)
17
, ,
BUDGET REDUCTION WORKSHEET
DEPI': General Government
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce civic/promotional and fme arts funding.
POTENTIAL COST SAVINGS:
$50,000
IMPACTS ON SERVICES:
Fine arts funding would be reduced by $31,000; civic/promotional funding would
be reduced by $19,000.
Positions affected? _ yes .A. no
If yes, list positions:
18
"". ."'~'''Wl\~!'<~r!t _ ....,'N".~'~'"'..I..,.'w3
~~~" -
, .
BUDGET REDUCTION WORKSHEET
DEPT: Library
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce library funding by 5 % .
POTENTIAL COST SAVINGS:
$137,400
IMPACTS ON SERVICES:
To be determined by the Library Board of Trustees.
Positions affected? _ yes _ no
If yes, list positions:
19
~":~:':.'.:."',:".'J;l~';:.';~._._.",,;u
BUDGET REDUCTION WORKSHEET
DEPT: 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 restrooms, 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 repairs will
be increased. Health and safety issues will take priority, with installations and
construction performed as time allows.
Positions affected? ..K.. yes _ no
H yes, list positions:
(4) Park Maintenance Worker I
(3) vacant; (1) filled. (Vacancies contingent
upon move-up's to PMW II)
20
~i~';' ,--'.:':'f1,'~t'>-\~~~~~~,. ~~~!;:~;
, ,
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Recreation, and Community FUND: General
Services
PROGRAM/SERVICE REDUCTION:
Close Cal State and Mill swimming pools.
POTENTIAL COST SAVINGS:
$6,800 (net)
IMPACTS ON SERVICES:
These pools were closed in 1995, and reopened for a partial season in 1996.
Positions affected? ..L yes _ no
If yes, list positions:
Part-time positions only
21
BUDGET REDUCTION WORKSHEET
DEPI': Parks, Recreation, and Community FUND: General
Services
PROGRAM/SERVICE REDUCTION:
Eliminate Senior Recreation Supervisor and reduce programming.
POTENTIAL COST SAVINGS:
$66,300
IMPACTS 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.
Positions affected? ..x. yes _ no
H yes, list positions:
(1) Senior Recreation Supervisor (vacant)
22
~>.~,.".""",~-,.>,. ~" -,,~_.._~
K~
. ,
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Recreation, and Community FUND: General
Services
PROGRAM/SERVICE REDUCTION:
Downgrade vacant Recreation Supervisor to Recreation Program Coordinator.
POTENTIAL COST SAVINGS:
$19,000
IMPACTS ON SERVICES:
Reduction in level of support for youth sports programs and special events.
Positions affected? l yes _ no
If yes, list positions:
(1) Recreation Supervisor (vacant)
23
..._~oP2'-J<"'.'""""",.,~ "....~.
BUDGET REDUCTION WORKSHEET
DEPI': Parks, Recreation, and Community FUND: General
Services
PROGRAM/SERVICE REDUCTION:
Eliminate 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.
.
Positions affected? ..K.. yes _ no
H yes, list positions:
(1) Typist Clerk II (filled)
24
. \~....'~~'?"::""'1'ih";>__.~,.__,.",... ,^"_.~',,,~.
~_,.....".~"I-..:" .... v~~.~ ,<"'_.~.,~
BUDGET REDUCTION WORKSHEET
DEPT: Personnel
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce Personnel Clerk II hours by 50%; reduce support services for employee
benefits administration, recruitment, hiring & separations.
POTENTIAL COST SAVINGS:
$15,800
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 advertising for job openings, as well as opening
city jobs and posting job flyers.
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 II (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
25
,.,.~
BUDGET REDUCTION WORKSHEET
DEFI': Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate (I) Assistant Planner.
POTENTIAL COST SAVINGS:
$43,500
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
processing. 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 Planning Commission. One person out sick or on vacation severely
impacts 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.
Positions affected? ..K.. yes _ DO
If yes, list positions:
(1) Assistant Planner (vacant)
26
~'(;:::,~;:r;'!!"'@"~-;I'1ll~~..__. .
--~;?<I"
.
BUDGET REDUCTION WORKSHEET
. ~
DEPT: Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate (1) Typist Clerk II (Planning Division/Development Services).
POTENTIAL COST SAVINGS:
$25,300
IMPACTS ON SERVICES:
Deleting the Typist Clerk II position will affect service to the public. This person
provides reception services for the department. Preparation of DRC agendas may
be delayed. Records maintenance will be affected because no one will be
available to do fIling and cataloging of project fIles on a regular basis.
Preparation of routine correspondence, memos, copying, and distribution of
documents 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? ...J... yes _ no
If yes, list positions:
(1) Typist Clerk II (vacant)
27
'"",,"-
---
BUDGET REDUCTION WORKSHEET
DEPT: Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce professional and contractual services.
POTENTIAL COST SAVINGS:
$23,300
IMPACTS ON SERVICES:
Loss of these funds will preclude the Planning Division from processing city
initiated development and special projects which require geologic review,
archaeological review, or further environmental review. Fewer workshops will be
provided for staff regarding CEQA law, subdivision law, etc. The preparation .of
the update to the Housing Element 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 ..x. no
If yes, list positions:
28
- -..
".""".. ,~
~,
BUDGET REDUCTION WORKSHEET
DEPI': Public Services - Street Admin.
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate 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 ..x. no
H yes, list positions:
29
,."'.,,,.
, .
BUDGET REDUCTION WORKSHEET
DEPT: Public Services - Concrete
Maintenance
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate (1) Maintenance Worker II.
POTENTIAL COST SAVINGS:
$30,300 (net)
IMPACTS ON SERVICES:
Eliminating one Maintenance Worker II from the concrete crew will result in
longer delays in sidewalk repair. Some of the savings ($1300) would be used to
purchase more materials and supplies for the remaining personnel.
Positions affected? ...!... yes _ no
If yes, list positions:
(1) Maintenance Worker II (vacant)
30
':.y""..,.-,~~
-"'-'1111L__
~~,_,~XI
BUDGET REDUCTION WORKSHEET
DEPT: Public Services - Street
Maintenance
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce miscellaneous operating expenses
POTENTIAL COST SAVINGS:
$35,900
IMPACTS ON SERVICES:
Reduction of field radio communication equipment will result in restricted ability
to coordinate field work. Without funds to purchase an additional sandbagging
machine, there will be delays when providing sandbags to residents during
rainstorms. Less funding will be available to rent equipment for storm clean-ups,
and to purchase asphalt for pothole patching.
Positions affected? _ yes l no
If yes, list positions:
31
" '. ..,__...I'JI!"~q:'.<=ma'!R!',iili<_.,...~
.~t.!C,..""~~,,
, ,
BUDGET REDUCTION WORKSHEET
DEPI': Public Services - Right of Way
FUND: General
PROGRAM/SERVICE REDUCTION:
Downgrade Heavy Equipment Operator to Maintenance Worker I; decrease
operating expenses.
POTENTIAL COST SAVINGS:
$16,800
IMPACTS ON SERVICES:
As a result of the downgrade to Maintenance Worker I, this position will not be
allowed to function using heavy equipment such as a skip loader or a large
mower. Instead, work will be performed by hand. This will reduce the efficiency
of operations, and increase the time required to clean up illegal dumping.
Reductions in overtime and materials will mean delayed response to clean up
requests, and reduced use of weed killer.
Positions affected? ...!.. yes _ no
If yes, list positions:
(1) Heavy Equipment Operator (filled)
32
'''''',',.-.,.,.,.~-,..- <
.~",Jlt;7":lf, ..._..
, .
BUDGET REDUCTION WORKSHEET
DEFT: 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 localized flooding caused by
debris blocking storm drains.
Positions affected? .A. yes _ no
H yes, list positions:
(1) Maintenance Supervisor downgraded to
Lead Worker (filled)
(4) Motor Sweeper Operators (filled)
33
BUDGET REDUCTION WORKSHEET
DEP'f: 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.
Positions affected? ..x.. yes _ no
H yes, list positions:
(1) Maintenance Worker II (shift to
Refuse)
34
BUDGET REDUCTION WORKSHEET
DEPT: Public Services Street Sweeping
FUND: General
PROGRAM/SERVICE REDUCTION:
Shift costs of tipping fees to the Refuse Fund for debris collected by Street
Sweeping.
POTENTIAL COST SAVINGS:
$175,l1oo
IMPACTS ON SERVICES:
None.
Positions affected? _ yes ..x. no
If yes, list positions:
35
BUDGET REDUCTION WORKSHEET
DEFl': Public Services - Street Tree
Maintenance
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate Professional/contractual services; reduce funding for small tools and
equipment.
POTENTIAL COST SAVINGS:
$17,000
IMPACTS ON SERVICES:
The number of years in the tree trimming cycle will be increased with this
elimination of all General Fund contract tree trimming. Replacement of broken
and worn tools will be restricted.
Positions affected? _ yes l no
If yes, list positions:
36
4i...)!i t
BUDGET REDUCTION WORKSHEET
DEPT: Public Works - Field Section
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate (l) Construction Inspector.
POTENTIAL COST SAVINGS:
$36,500
.
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 not all work may be fully inspected. Will increase the geographic
area covered by each remaining 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 REDUCTION:
Reduce materials, supplies, and equipment.
POTENTIAL COST SAVINGS:
$7,100
IMPACTS ON SERVICES:
The city pays $54,000 annually for its portion of the area-wide NPDES permit.
In 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, half of all catchbasins
are now cleaned each year by a contractor; there could be some reduction in the
number cleaned this year.
Positions affected? --yes ..K.no
If yes, list positions:
38
".~-,
,..r._,,___
, .
OTHER OPTIONS
DEPT:
FUND: General
OPTION:
Issue Refunding Bonds; reduce debt service payments on Fire Station and Library
facilities.
POTENTIAL COST SAVINGS:
$45,000
mGHLIGHTS:
(Details were provided in the backup materials for the 6/2/97 Commission
agenda. )
Positions affected? _ yes ..L no
If yes, list positions:
39
'f"... ..<"
.' 'I
OTHER OPTIONS
DEPT:
FUND: General
OPTION:
Extend maturity date of 1989 bonds to reduce debt service payments.
POTENTIAL COST SAVINGS:
$110,000
IDGHLIGHTS:
Extend the maturity date of the 1989 Bonds from September 1, 2013, to the
maturity date of the Refunding Bonds of September 1, 2022, for an annual debt
service reduction of $110,000 per year through 2013.
(Details were provided in the backup materials for the 6/2/97 Commission
agenda. )
Positions affected? _ yes l DO
If yes, list positions:
40
'--
.-
" .,
OTHER OPTIONS
DEPT:
FUND: General
OPTION:
Fund 9/1197 bond payment with proceeds of the 1997 Refunding Bonds.
POTENTIAL COST SAVINGS:
$500,000
IDGBLIGHTS
(Details were provided in the backup materials for the 6/2/97 Commission
agenda.)
Positions affected? _ yes ..L no
If yes, list positions:
41
. '
OTHER OPTIONS
DEPT: Refuse
FUND: General
OPTION:
Transfer title of Refuse portion of City Yard to the Refuse Division.
POTENTIAL REVENUE:
$2,700,000
. mGHLIGHTS:
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 6/2/97 Commission
agenda. )
Positions affected? _ yes .x. no
If yes, list positions:
42
)1;"
,"
.' "
OTHER OPTIONS
DEPT: Fire
FUND: General
OPTION:
Establish a fee for Fire Department plan review
POTENTIAL REVENUE:
$70,700
HIGHLIGHTS:
(Additional details will be provided via separate memo from the Fire Chief.)
Positions affected? _ yes .A.. no
If yes, list positions:
43
5'''1'
iEiG.li,
::gl:g
-~
Ill~
'"
e e
j.Q
i'~ir,
10..10
, , '
ell
l,gl~~'.
I'~I ,
ic..b,
I e'lll'
',"I,Q -'
'G)"ijj ~
:~I& ~
,_i~8
~:,'~ "'"".
1~lm ~
1......leII....
0,_
ill.'CIl
,8
"
~
m
>
.9
e
e.
~i ~:~
.. ll~
tl ~~
"" .-
III! B 0
. .~ c
~. ~~
l I~.:i!
,E ~
.::: 1c..:I:
e :----
0..
..
S' ,
C:' , , Ii!!
~wm
'tl, 1 ' ,
~i
l.l
.s
~I
o
;::
l.l
::>
'tl
~
~
~
e
5
"
<(
L:-
o:~
-5':S'
~I~I
o'G.l1
"I'"
Q cui I
ljj g'1 I
~~I'OIO
01000
~I'" '" ~
6(0-1",-6
o C'll..-...,.
.... ' i
,
'E!
~i *
il~'m ~
.il c: Q)
Ii; I!l E
~Icu ~:8
0- co
~i!'a'Q)
a'~I'iiI~
G.l1_1.Q),'5
Cl~!~!O
u.i~...J!BIB
'01"01::J1::J
oiol~i~
;..-~;:r:Ia::::IO::
i!! Ii!! Ii!! ,ii!!
~I ~ ~ ~
c: c: c: c
~ ~I~I~
I ie:
I_'.Q
Ie 'to
~ "
IE U;
It:: "2
I "E
I~~
i
~,
~!
o
",
c(j
L:-'
__I
'"
o
o
'"
0;
'"
'"
<3
w
.9
'"
"
e
e
m
~
"
1;
e
o
ij
e
"
~
>
o
'"
i!!
~
e
~
'"
~
"
o
o
o
..
'"
~
0;
.9
"
m
.
.,.
.:i!
J2
"
~
E
~
,
~
E
'e
<3
w
i!!
~
e
~
'"
g,
m
::;;
-,
I....;
,
!~RNr-.-'-
,
,
-t~-
~
E
E
e
~
a.
~
;;
'Ii
~
.!l
E
! I
, 1
--+-t
i I
=' 1 'ii'"
iil 1 , 'dl
~I 1 I II!lI!l '
8. Iml ::J::J ,
::JI IE! CIJ en =i-
CI) ;1 I.~ B .!H~
~: it::...i ~ c fiilffi
.Q '.I!lI,I!lI-!i ~ 'fil'fi
~I=:::::$ ~ ~ ~ ~
1!l~1'~II:_I1ij -1-
O~rroi~i::E5ilii
t:__Ci5;FI,~.EIE
~!! ~ J~:JiJ
o
o
'"
oi
~
81
N..j
oi
N'
o
~
o
e
~
0.
~
~
,
~
i
ii'
.
..,
~I
ml
-I
~I
"
0'
"
~
E
E
e
~
a.
~
;;
'Ii
~
~
E
~
"
e
'"
e
~
o
{l
I!l,
~I
E,
~
,
II
0:
'"
:i!
8
0.1
"I
~
'"
$
u:
'"
:i!
o
~
.~
~
'"
.2
:0
,
a.
44
L
-';+-1';
00
"''''
'liN
..'"
-1-
o
~,
0'
II
~'
~10
" ~
..0
. e
U
0.'"
(1),.5
~:e
""I!l
-glo
:::::iIUl
-I'
m 0
, ~
II e
m m
E~
81-
~,E
;;~
.5'::J
E ~'O
=:Q)
.UJ.l"'.
'0.
"I E
e 0
,,,
"-10
~11D
=I~
~i.2
~
CI
~I
~,
'"
m'
e
m
'"
~
o
0:
iN
N
'..
..
'0
10
1M;
iti!
IN~I
I....:
~
'"
m
a.
.'
.' "I
BUDGET REDUCTION WORKSHEET
DEPT: City Administrator's Office
FUND: General
PROGRAM/SERVICE REDUCTION:
Hold Assistant City Administrator vacant.
POTENTIAL COST SAVINGS:
$108,700
IMPACTS ON SERVICES:
Reduced oversight of city operations; less capability to handle long-range strategic
planning, special projects, and organizational analyses. More time will be
necessary to respond to information requests and needs from the public and
elected officials.
Positions affected? ..K.. yes _ no
If yes, list positions:
(1) Assistant City Administrator (vacant)
45
"
... "1
BUDGET REDUCTION WORKSHEET
DEPT: City Attorney
FUND: General
PROGRAM/SERVICE REDUCTION:
Leave Sr. Deputy City Attorney position vacant for FY 1997-98,
POTENTIAL COST SAVINGS:
$100,500
IMPACTS ON SERVICES:
N/A
Positions affected? .x.. yes",- DO
H yes, list positions:
Sr. Deputy City Attorney (vacant)
46
,.
'.' '.,
BUDGET REDUCTION WORKSHEET
DEPT: City Attorney
FUND: General
PROGRAM/SERVICE REDUCTION:
Leave Legal Secretary I position vacant for FY 1997-98.
POTENTIAL COST SAVINGS:
$36,900
IMPACTS ON SERVICES:
N/A
Positions affected? ...L yes _no
If yes, list positions:
Legal Secretary I (vacant)
47
. ,* I..
BUDGET REDUCTION WORKSHEET
DEPT: City Attorney FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce litigation expenses.
POTENTIAL COST SAVINGS:
$15,900
IMPACTS ON SERVICES:
N/A
Positions affected? _ yes .L no H yes, list positions:
48
" .
.'" '.,
. .
BUDGET REDUCTION WORKSHEET
DEPT: City Attorney
PROGRAM/SERVICE REDUCTION:
Reduce outside attorney expenses.
POTENTIAL COST SAVINGS:
$40,700
IMPACTS ON SERVICES:
N/A
Positions affected? _ yes .L no
FUND: General
.
If yes, list positions:
49
"
..- .,.
. .
BUDGET REDUCTION WORKSHEET
DEPT:CATV
FUND: Cable Television
PROGRAM/SERVICE REDUCTION:
Move CATV to the Economic Development Agency
POTENTIAL COST SAVINGS:
$339,300 (net)
IMPACTS ON SERVICES:
None.
Positions affected? _ yes ..K.. no
If yes, list positions:
50
..41 ",.
. .
BUDGET REDUCTION WORKSHEET
DEPT: Mayor's Office
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Reimbursement by EDA for Assistant to the Mayor functioning as interim Stadium
Manager.
POTENTIAL COST SAVINGS:
$34,000
IMPACTS ON SERVICES:
The Assistant to the Mayor coordinates the functions of the Stadium, which is
currently owned by EDA. Accordingly, EDA would reimburse the City for 50%
of the salary and benefits for this position.
Positions affected? Jes ...Lno
H yes, list positions:
51
.
.
. ' ." ,"1 '.
-
. .
,
BUDGET REDUCTION WORKSHEET
DEPI': Management Information Systems FUND: MIS
(MIS)
PROGRAM/SERVICE REDUCTION:
Downgrade Intermediate Programmer to Programmer; reduce various operating
expenses.
POTENTIAL COST SAVINGS:
$102,600 (net)
IMPACTS ON SERVICES:
Downgrade of Intermediate Programmer is necessary to help achieve 5 % reduction
while having the least overall impact on service to departments. Overtime,
training, print shop, and professional services were significantly reduced, which
will impact level of service to all departments. Other issues:
- Funds for computer equipment were reduced from $54,300 to $4,000.
Necessary equipment will not be purchased this year.
- Nine maintenance contracts will increase in cost next year; two County
contracts will decrease in cost.
- No contingency funds are budgeted for the upgrade project.
- Reductions across operating accounts are a concern in a year of instability
due to significant change.
Positions affected? ...!... yes _ no If yes, list positions:
Intermediate Programmer (filled)
52
-----
,- .
. ~ .;'1. ,.. '.
.
BUDGET REDUCTION WORKSHEET
DEPT: Public Services - Fleet Division
FUND: Motor Pool
PROGRAM/SERVICE REDUCTION:
Reduce fleet maintenance, parts support, and administrative staff.
POTENTIAL COST SAVINGS:
$201,200
IMPACTS ON SERVICES:
_ Administrative support to the Division will be reduced by the downgrade of
the Admin. Operations Supervisor II to Admin. Operations Supervisor I.
Upgrade of Typist Clerk II to Account Clerk II will allow this position to
absorb some financial duties.
_ Elimination of Lead Storekeeper will result in reduced support for "parts
room" functions, Le., inventory control, ordering parts, parts issuance, etc.
_ Two Equipment Mechanic Supervisors would be eliminated, and one
Vehicle Maintenance Supervisor would be created. As a result,
supervisory span of control will increase from the current ratio of 10 to 1;
ratio will instead be 20 to 1.
_ Two mechanic positions would be eliminated. City departments will see
delays in preventive maintenance services, as well as repairs for light
trucks, sedans, patrol units, lawn mowers, and small equipment.
_ Increases in the use of part-time employees will help reduce impacts on
service levels.
Positions affected? ..x.. yes _ no
H yes, list positions:
Admin. Operations Supervisor II (filled)
Typist Clerk II (filled)
Lead Storekeeper (filled)
(2) Equipment Mechanic Supervisor (filled)
.
. ^ ..' 4J1tr ..
.
. .
>>
BUDGET REDUCTION WORKSHEET
DEPT: Risk Management
FUND: Liability Fund
PROGRAM/SERVICE REDUCTION:
Eliminate part-time contractual Liability Claims Specialist; reduce other expenses.
-c
POTENTIAL COST SAVINGS:
$144,600
IMPACTS ON SERVICES:
With the elimination of the part-time Liability Claims Specialist, the caseload will
be absorbed by existing staff.
The recent broker selection process resulted in a reduction in the city's property
insurance. The Contract Adjuster has been eliminated, and stringent adjusting
standards for property claims have been developed.
Positions affected? _ yes ..K.. DO
If yes, list positions:
54
.
... j....--
~
, .
BUDGET REDUCTION WORKSHEET
DEPT: Risk Management
FUND: Workers' Compensation
PROGRAM/SERVICE REDUCTION:
Reduced miscellaneous operating expenses.
POTENTIAL COST SAVINGS:
$132,900
IMPACTS ON SERVICES:
Reduced use of outside investigators and implementation of medical cost controls
will result in significant savings. Staff will conduct the majority of investigations
in house, and only use outside investigators on highly specialized cases.
Staff will be handling the small litigated cases and appearing at the Appeals
Board. This will reduce the cost of outside attorneys.
Positions affected? _ yes .L no
If yes, list positions:
55
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
Previously - t / - Ol/;'ir 1'/ "7
Previously - t I - ~(,p5/9 '7'
Previously - t / - tJvl;!.{#/'l7
FY 97-98 ESTIMATE WAS 1.05% ($211,300) HIGHER THAN
BUDGET PROCESS/MID-YEAR ESTIMATE . ..
OUlPl8UI88 uas 10 ft.!..
A~aS:lO:l(l1181:l~
~'~ .
W8l1 epu8111f 81
All
I
L b/J!j 0}
t'J ~C7); 7
::#1
:
SAN BERNARDINO PUBLIC LIBRARY BUDGET
--~B--'---C D E F !
---- ,
1 . PRESENT PROPOSED
--
2 , . FY 96/97 FY 97/98
3 105 471 5001 . Salaries Perm/Full Time 907,700 951,200
4 105 471 5012 Special Salaries
5 105 471 5013, 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 & Lile Insurance 104,000 105,800
9 105 471, 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
-T-
,-,
1 3 105 471, 5111 Materials & Supplies 20,000 15,000
--
1 4 105 471 5122 Dues & Subscriptions 33,000 27,000
1 5 105: , 5123 Library Books 218,000 188,200
471,
1 6 105' 471 : 5132' Meetings & Conferences 2,100 2,100
17: 105' 471 : 5133: Education & Training 1,000 1,000
181 1051 4711 51711 Rentals 696,800 694,500
1 9 105, 471i 5172: Equipment Maintenance 8,700 4,500
20 105: 471 51741 Printing Charoes 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
-
2 5 105; 471' MAINTENANCE & OPERATION 1,172,000 1,126,100
27 105 471 5505, OTHER PROFESSIONAL SERVICE~ 7,500 7,500
'~
-
.29 105 471 5601 , Garage Charges 2,900 4,000
30 105 471 : 5602 Workers Compensation 13,500 13,500
31 105 471, 5603 Liability 13,100 13,100
32 105 471 5604 MJ.S. Charges 33,100 49,300
33 105 471, 5605 Telephone Support 28,500 23,800
34' 105, 471 : 5606 Electric 125,000 120,000
35' 105, 471 ' 5607: Gas 1,000 1,000
36' 1051 471 : 56081 Water, Sewer, Geothermal 1,900 1,900
37, 105: 471 : 5609 i Vehicle Replacement+ 2,900 2,900
38 105: 471 . INTERNAL SERVICE CHARGE+ 221,900 229,500
_.,--
40 105 471, LIBRARY 2,745,900 2,721,300
Entered into Record It
CouncillCmvDevCms Mtg:
Crt}.; I? 7
Previously - · 1- 0" flY ft 7
Previously - . 1- tJ ,,/2(;;17 I
Previously - . J - t'J&, pc. /'7 7
Previously - . I - (J f/ !3P /1/
by_
n Agenda Item
~
1
4...Ju1. A. ~
City ClerklCDC Seey
City of San Bernardino
~,
7/3/17
#/
, .
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
a:
0
z '" '" 8 '" 0> 0 ~ a; a; 8 U; '" "' N .... '" fil .... '" 0
W "' ~ ;:;. a> 0>
.... ;;: - ;;: "1. "! v. "1. "' 0> a> '" 0 "' v ~ 0> "'- "1.
III '" .... C!. "'. v. a>. v. '" - '" - - "'
< ,,; ri ,,; 0 ri 0 "' 0> '" 0 - - - '" '" - ,..: .,; 0 '"
- '" v v v "' "' -
...J
...J
I>!
I I
:1:1 I
I~!
Illil v .... "' v '" '" l>; ;; "' 0> V V '" .... ;;
0 .... '" 0 '" 8 v
I '" '" '" t:? a> a> - '" "' '" .... a> '" fil .... - 0 v
I:E i '" '" '" .... .,; .,; ,,; .; i '" '" '" ... '" - - a> -
I 1<, ri riM ri ri '" '" '" '" <i <i <i <i <i
10: 1
I i
>1 I:: 1 I
'Cl ' I i
:Z: I
0:1 1-' I ! I I I
<\ , , i I I I I , , ; I ,
0:, , I I , I I I , 1 i i I , ! !
CO: , 1 ! ! I I I I
I ,
:J I I I I i I , I
:1:' I , I
, I ,
(,) U: , I I
I I... I I
:J z; i I I Jo I
CD ,<, o oi- I I a> '" "'I'" '" ",I , i
Ie::: . "'... 0> a> .... a> .... 0 0> a> I
:::l C\l ,...:~ - '" I .... ... '" - '" .... '" "' ~I v ;!: '" I i
c.. ,co o. 'ltj""~ o "' ri ,,; ~Lri" <i 0 "l. a> .... "'I.... '"
~ ~I~ Lti _~ ... gJ '" '" '" .... - <i <i - ,
0 IW - - '" '" '" - I I ,
:3= I i
Z 10 I , , !
-I I I
0, ia: ! I ,
0: ,
I !
< I I I !
z I
0: , I , I I I I , i
i>! I I
l::ll Ia: I I I I
,<, , J I i
z Ia: ! I ,
I !
< ICO I I I "'10 I .,I....
en ,-I ~I
I...J! 10> "'0> "' '" 0>_ 0 ;!: "'"' ;;Ii t:? a>
, 8 - '" '" "' '" a> a> v ;;: 0; a> a> v 0 ....1"' '" - -I'"
I I:E ~ .... '" '" '" a> v "' '" 0 '" v ... '" a>v ;:t '" 0 v "' 0
I>: I~ r-:coJ ('\J~ ,..: .,; ,,; mcO ri ,,; .,; "':lli '" - - . . 0 ,....- ~p
i 0'" v'" "' '" re;;li !:l ~I a> ;;:
Iwl '" '" - - - '" '" '" '"
, I
, ':I: I
I ' I I 1 I
lei I
I I...J I I I
IW I I I i
Ill. I
I i I , , I I
, I I
I
1 ?l
I .... .... .... .... e:: ....
0> ..!!! 0> 0> 0> 0>
, " ~
IlIli'"' " .!! " " " "
" " CIl " " "
..., ~ ..., ~ ..., e ..., e:: ...,
W,e:: en en en en ! en
. 0 l~ " " ~ " "
IUI;: ~ '5 ~ '5 'g "l: '5
1-,'" " " "
j>'CIl .... "0 :::I "0 e "0 ~ "0
a: I :::I .E 0 .E ~ .E .E .E
IW 0 '0 e:: '0 '0 a.: '0 ~ '0
IlIl1?l '" " .S! " .. " ,," " "
v "'", .... ~ v "' '" .... .:!! '" v "' '" .... e:: '" v "' '" .... '" ~ "' '" ....
e:: lG ~ ~$ fa .... ~ l!! $ fa lG ~ l!! 0> fa lG ~ ~ $ 0> l:Il lG ~ 0> fa
.!!! :::I u'i ~ cO .s it;
I ~ 0> v ~ ;l;
0> 0>0> 0> :::I 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> ~ ~ 0> 0>
I~ ~ 0> 0>0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0> 0>0> 0> 0> .... 0> 0> 0>
- - - - ~ - - - - - - - - - - :::: - - - - - CIl - - - - -
~ ~~ >- U ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ t3 ~ ~ ~ ~ ~ :1l ~ >- ~ >- >-
u. u. u. u.
.....
Ol
Q) C
-vr---::l
as~(O....,
COl."l.Ol
'M"l:tC
o __
- I . "C
a!.VCO~
n5mo>o
Q)....."" C
>- M '" __
0l0l_
l/) 0
:; C
Qlt)mr---
J:Ill<O<O
OlM'"
L.. a ~ ~
Q)"od"v"'l:t
(l) I , I
CMlt>r--,.
:Jmmm
Oe'J:;a:(O
>0l"'0l
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 .83!t 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 .82!t 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!t per child for books
7
B
.'
0
Zen ..
..
-I- .. =
Co ""
a:< Poo~ ... "0
<a: co.I ~~
r- ~
~I- I 10
l_ ""
Wen
m~ .. I
zen ~ ~
I 10:-
<Z 0 ri! -..! "'" i
cnW .. l_~
.. I
u.O ....r- ~ (llf\.,-_
L- I "" l
O~ . ~... -1'7,
I ......." ""
L ,
>0') "J
U.loU,"leM ""-
I-T""
-
U 1M
0'
~~
r,
I
, -
,...- [
" ,
'I
,.
\ \~
\. ,.,
,-.
( ..
.....
,. ....
~-
. ,.J
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 AUTOMOBILE ALLOWANCE 3,600 3,600
105 471 5014 SALARIES TEMP/PARTTIME 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 MA TERIALS & 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 OPERATING 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 & OPERATION 1,172,000 431,600
105 471 5505 OTHER PROFESSIONAL SERVICEI 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
pr~ CALIFORNIA PUBLIC LIBRARY FUNDS
A. B. C.
1996-97 AS 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
Ontario $ 83,266 $ 83,660 $ 114,917
Orange Co. $ 643.454 $ 739,633 $ 1,015,973
Orange P.L. $ 69,993 $ 70,324 $ 96,598
Orland $ 7,430 $ 7,596 $ 10,435
Oxnard $ 81.460 $ 90,064 $ 123.713
IPacific Grove $ 10,028 $ 10,076 $ 13,840
I Palmdale $ 49,556 $ 65,800 $ 90,384
~Palm Springs $ 24,383 $ 24.499 $ 33,652
Palo Alto $ 34,207 $ 34,369 $ 47,210
Palos Verdes $ 40.376 $ 40.567 $ 55.723
Palo Verde $ 4,513 $ 21,191 $ 29,108
Pasadena $ 80,167 $ 80.546 $ 110,640
Paso Robles $ 12,543 $ 12,602 $ 17,310
Placentia $ 28,082 $ 28,215 $ 38,756
Plumas/Sierra Co. $ 10,668 $ 14,006 $ 19,239
Pomona $ 72,017 $ 82,133 $ 112,819
"orterville $ 15,532 $ 20,298 $ 27,882
'iancho Cucamonga $ 41,964 $ 68,091 $ 93,531
'iancho Mirage $ 7,970 $ 8,008 $ 8,514
'iedlands $ 38,359 $ 38,540 $ 52,939
'iedondo Beach $ 37,365 $ 37,541 $ 51,567
'iedwood City $ 41,984 $ 42,183 $ 57,943
'iichmond $ 53,152 $ 53.404 $ 73,356
"livers ide Co. $ 391 ,283 $ 640,728 $ 880,114
'1oseville $ 34,909 $ 35,074 $ 48,178
.3acramento 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 Bernardino P.L. $ 94,464 $ 106,749 $ 146,632
10
-- -
-- -
fi
4/17/97
CONDITIONS:
1. WILL RECEIVE PLF (PUBLIC LmRARY FUND)
2. WILL FOREGO ANY REDISmmUTION TO CITY DEPARTMENTS OF
ERAF SHIFT 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 LffiRARY'S BUDGET
FOR FY 97/98 AS PETITIONED HERE, THE LmRARY DIRECTOR WILL
PROPOSE TO THE LmRARY BOARD OF TRUSTEES A TIME TABLE FOR
CREATING A PLAN FOR A LONG TERM SOLUTION FOR LmRARY
FUNDING.
TIMETABLE SUBJECT TO BOARD APPROVAL:
JULY, 1997 -- OCTOBER, 1997:
LffiRARY DIRECTOR RESEARCHES AND PRESENTS
INFORMATION ABOUT VARIOUS OPTIONS OF PUBLIC
LIBRARY FUNDING TO THE LmRARY BOARD OF TRUSTEES
NOVEMBER, 1997 -- MARCH 1998:
PUBLIC INFORMATION FORUMS - INFORM THE
COMMUNITY ABOUT THE VARIOUS OPTIONS FOR
FUNDING THE PUBLIC LmRARY
APRIL, 1997:
LIBRARYBOARDCONDUCTSAPUBLICOPllnONSURVEY
TO ASCERTAIN WHICH OPTION THE COMMUNITY FAVORS
JUNE, 1998:
PREPARE THE LmRARY FUNDING ISSUE FOR THE NEXT
, ELECTION
12
JIlH': 5-97 TIlU 15:24 ECON DEVEL AGENCY FAX NO. 7148889413 P.Ol
. ...~. j
, t ,
.,
'j
RENT SCHEDULE
Comm. Lease Monthly
Suite N~. UnIt Size' TAnant NamQ/US9 Cab~ Terms Rent
0 396 sf S.e.LF. Youth Center 2-01-96 M/M $ 249.48
1 359 sf Peoplos Choice, Ine. 12..02-86 M/M 00.00
2 280 sf F'eoples Choice, Inc. 12-02-86 M/M 00.00
3 280 sf F'eoples Choice, Inc. 12-02-86 M/M 1 91.80
4 244 sf Peoples ChOice, Inc. 12..02-86 M/M 00.00
5 396 sf Peoplos Choice, Inc. 12-02-86 M/M 00.00
6 314 sf F'AC Admin. office 4-01-87 M/M 00.00
7 628 sf PAC Conference rm. 4-Q 1-87 M/M 00.00 I'
e 438 sf Westslde CDC 2-19-97 M/M 229.14
9 740 sf Wests Ide CDC 2-19-97 M/M 371.91 II
10, lOA 933 sf Urban Leaguo 3-15-97 1 yr. 376.20 "
l',11A.l1B 1,236 sf NAACP 4-Q 2.93 M/M 00.00
12 441 sf Westside CDC 2-19-97 M/M 172.48
13 1,239 sf Community conf. rm. 00.00
14 891 sf Wests Ide CDC 2-19-97 M/M 746.90
15 718 sf NurSe rm., City of 8. B. 00.00
16,16A 933 sf S.e.LF. Youth CIr. 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
21 637 sf ClassrOom-vacant 00.00
22 713 sf Wests/de CDC-food bank 2-19-97 M/M 5.20
23 1,424 sf Operation Second Chance 00.00 r
I.
24 1,639 sf KCSS TV 3, City of S.B. unknown M/M 00.00 ,
!
25 665 sf KCSB TV 3, City of 8.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 KCS8 TV 3. City of S.8. unknown M/M 00.00
38 271 sf KCSS TV 3. City of S.B. unknown M/M 00.00
29 2.495 sf KCSB TV 3, City of S.B. 7..01-88 M/M 00.00
30 410 sf KCSS TV 3, City of S.B. unknown M/M 00.00
Ubrary 3.551 sf Fin. Dept. City or S.B. 7..01-87 M/M 2.580.00
Drop center 1.463 sf Fiec. Dept, City of S.B. unknown M/M 00.00
Totals: 26,296 sf $5,464.42
. Inelusive of pro rata share of common area. I.e. int~rior hallways. rest roorn.s. etc.
Previously - t ;- 0(, Ir- /9 7
Previously - t 1- tJ~/zS-/Cj7
Previously t 1- Off jz.v/i 7 7/3/97
Previously - t 1- tJf.?/3t> /9' 7 #-1
. JUN~ 5-97 TIIU 15: 25
, , '. ,-
ECOH DEVEL AGENCV
FAX NO. 7148889413
P.02
ECONOMIC DEVELOPMERt AGENCY
Monthly Rental Property
Current Paid
Rate ~
Finance (PBC - Library)
Greater Riverside Area Urban League
People's Choice (PEC - Ste 3)
Riverside Comm. ColI. (5055 Hallmark AlB)
S.B.L.r. Youth Center (PEC - Suite 0)
S.B.L.r. Youth Center (PEC - Suite 16)
Westside CDC (PEe - Suites 9. 12, 14, 22)
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.
Entmd into Record at
CouncillCmvDevGm, ^HO
by ;nvv. (}~
/
f.R /;~ /r7
re Ayenoa lIen.
~h.u,-~
City Clerk/COC Secy"~
Cil\ ,f "~n Bern.rdlal ._~
2173A;06/0S/97;dg
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
Previously - I; ~(JIiJj;f/9f
Previously - I 1- ObIZ) ft7
Previously - I / - (J v /zt- /77
FY 97-98 ESTIMATE WAS 1.05% ($211,300) HIGHER THAN
BUDGET PROCESS/MID-YEAR ESTIMATE I ..
OUlpJIUI8g UIS JO ..l!..
A~8S:l0:lIlIJ8I:1:~
~.o/
wall epua6\1 al
All
/
L &/lI/ OJ
:lllW sW:l^aoAw:JII!~Uno:J
llllJo~all OlUI n~,o"J3
Previously - I / - pf; /.4- /97
7/3/'17
*!
,
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 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.
'/111L fA)tbv ~
Fred Wilson
City Administrator
Entered into Record I'
CI1""cillCmvDevCms Mtg:
b\
re "~,,,,(Ia Item
Previously - . /7~t?r"jir.>h7
Previously - . / - ()(; j;~ /'17
Previously - . /
-O("/2s/97
Previously - . 1-66/.z.t:-/97
City Cler
City of Sa
tJw/3tJ )17
~/
r
.
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
StreetTreeMaintenance .............................. 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
.
2
, ".~~,.'~,."~",,.
.."",~",..."g~'~; ~l
BUDGET REDUCTION WORKSHEET
DEPT: Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce professional and contractual services.
POTENTIAL COST SAVINGS:
$23,300
IMPACTS ON SERVICES:
-- -
~ ~ .---U
Loss of these funds wil1-precI..th~ fhuwD:.jl; Dl.lolv~ f.v.J.l processillg city
initiated development and special projects which require geologic review,
archaeological review, or further environmental review. Fewer workshops will be
provided for staff regarding CEQA law, subdivision law, etc. The preparation .of
the update to the Housing Element of the General Plan, which is due June 1998,
may be delayed. Processing times will be delayed on plan checks which would
normally have been sent out.
Positions affected? _ yes ...!... no
If yes, list positions:
28
l
CITY OF SAN BERNARDINO
POLICE DEPARTMENT
PROPOSED BUDGET REDUCTION PACKAGE
FY 1997/98
JUNE 11, 1997
Previously - '/7-0f/lt"/"!? Previously - I / _ /Jtll30/17
Previously - I I - ()/P/; r /'l7 J
Previously - I / - d('/;;!~-/'j I
. Previously - I I - tJlr(:t-l/ /17
~---'
7/:;;'17
City of San Bernardino
San Bernardino Police Department
Interoffice Memorandum
To: Mayor Tom Minor
Fred Wilson, City Administrator
From: Lee Dean, Chief of police~
Subject: Budget Reduction Package
Date: June II, 1997
Copies:
On June 4th the Police Department's executive staff completed a
detailed "audit" of organization-wide resource critiques. (I
described this process for you last month and sent along
exemplars) . What follows is a comprehensive budget reduction
strategy with both immediate and long-term impacts. I am
submitting this to you as a package proposal, essential in terms of
allowing some degree of thoughtful planning.
The first, and perhaps most important item for discussion, is our
COPPS grant. Failure to budget for COPPS allocated positions will
put at issue our compliance with grant mandates, and thus continued
funding; (I note that you have been copied on letters from Simon
and Company, which addressed this point). Therefore, I recommend
a more cautious approach, outlined in my June 2nd memorandum to
you; (attached).
Program changes and corresponding cost reductions ($) 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 SBPO 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
Chief of Police I
Senior Secretary
Assistant Chief
Internal Affairs
Budget
Executive
Officer/P.I.O.
Personnel & Training
I
POP Detectives I
(TOY Patrol)
c.-....,........K.S.
1/1'/11
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-1 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 earl ier
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 commands/watch command: Utilize savings from E:liminating 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-l 's: downgrade 9 P-2 positions to P-l 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-l (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 wi II 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 1/11 positions via attrition.
$ 39,166
$ 11 7,234
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 salarieslbenefits 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 1111 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 1111 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":"lder and narcoti~s offense registrar'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 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 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
~~o~ ~i~~ Streetl~sr. Offii:e;ri:@gn}>~f at
Create YR)\!ijt~r1l.~i't:r~~~v~~
Assign ReseiVeOffii:e~;~!#AAtlM
Upgrade 3 P-Z's to Sgt.
~~~~;~;Il;\~1~~r~~_@P~miiiJl~ij\i;
Executive Officer-Develop In-house pop training
course
Sgt's rotate through 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 Detective Bureau
5 Detectives TOY to patrol for purposes of area
detectives
:'laimain all 7 area command offices w/staff of
PRC!
Relocate all area commanders to upstairs office
bay previously occupied by Community Programs
TCII assigned to Community Programs becomes
receptionist for area command offices. TCII to
centinue alarm ordina.~'_" & iollow thrc_gh
P&T reassign to AiC - In charge of volumeer
coordinator (CSRIII), P&T. backgrounds,OPAL,
payroll & backup PIO
Outsouice.setViCe' destcF'Ellmmatcr~...DISPlllI
posilionsvliitirilioll'"
DO"llgrade <I Seniorpi$patCll~~posldilriSlo DISP
II \'ia at!!ilion - Create. a 'pay IO! tr~illg' . .
programforDlSP n) .. . ....
Elimiriate vacantTCUlindl.......!(:h-utilize savings
.....................~"...
to upgrade 3 P-Z positions to P-3
Lt. Aragon
Efficiency Initiative &
Margaret Diamond
Lt. Jarvis
Debi Shuker
Lt. Dan Malone
Lt. W.O. Smith
Captain BilIdt & Area
Commanders
Captain Billdt & Area
Commanders
Lt. W.D_ Smith
Assist. Chief Harp
Captain BiIldt
Captain Cunis
Captains Cunis & Billdt
Captain BiIldt
Sgt_ K1ettenberg
Lt. Neigel
Assistant Chief Harp
Captains Cunis & Billdt
Captains Cunis & Billdt
Debi Shuker
.i11~.lil
7-7-97
1-1-98
7-7-97
8-1-97
7-15-97
7-15-97
ImmediatelIn
Place
6-5-97
ImmedialelIn
Place
6-5-97
9-1-97
7-7-97
7-7-97
7-15-97
7-15-97
6-10-97
7-7-97 In Place
8-15-97
8-15-97
7-7-97
9-1-97
1-1-98
8-1-97
R.""ign dispatch training sUpervisortotiJltliliii! Dodie Alsop
tloor supervision duties .. ..........
Oursourcc permits desk and doctIme~tJ9#tUlj Captain Cunis
<canning functionfEliminatc '* PRCf posirioDiViii
3ttriEion . '.'-..".-----,-.':'.-:-,.;.-'.-.
OUlsource subpoena coordinator function
Eliminate 1 PRCI via attrition
Add 2 pan-time police transcriber positions
O,"rsorirce.'addillon~.I'\\~dC!)i;9i!iiJ;!!f~Im
\\"~e~
~I~i~;~[~~~{~ri~il~~lllmr
Eliminate DARE Program and eliminale I P-2
position & 2 P-I positions (nexl P-3 promotion to
eliminate P-2 attrition)
::6ii~~€$Bf,!ijij~i!i~ffig:~;Rt~1~!
~~~fu1~fpl~li~li~~liii.iiJ!~
f:~I~Bllfl~5E~i!\J!fW!R1~tI
T!":!IlSfett€~gHfijjmR~l'@f!~l
D<sigriaie..9;iti~eri.....Pll!t\1.If'ro~l\m...f9!!fi!i!i!!~
~~~sfer Rideshare C(l(lrdinat(lr.dutie~!?.!:~s
L:[~1mlt~~ijt[i.Ti_iB
w!Cit)iH;j,J!
Transfer SB Most Wanted Program duties to P&T
T,aining Unit CSRIIl maintaining those duties
,. B:.:k-up PIO dUlies-t"nsferred frem Conununity
P,.:g,ams CSRIIl to P&i LieUlenam
Transfer~()()rdinariOD: (lr$pecial..'~~erilsJo.~
commanderllaying geO~~l'bi8I~~~~
Transfer..9.yersiglll Q(tillZcnA~ifli~m
Training 1I111twffnstrtidor pariiciPati<:ln€#iii?~1
divisions . . ..... . .........
Transfer training&: personal safelY (TIPS) ftiloj
Co;r~'TIunity Programs to Training Unit .... .. .. ....
W:L,strUClor participation from alldivisiQIll!
Transfer Su~r y oritllpro&r3ijlresP<i#Si~itii
from Comilluniry Programs to P~oriii4t@l.
7-1-97
10-1-97
Captain Canis 1-1-98
Anila Perry 6-5-97 6-5-97
In Place
Caplain Curtis 8-1-97
II
J
Anita Perry 7-1-97
Captain Curtis
7-7-97
Lt. Neigel
7-7-97
Lt. Neigel
7-7-97
Lt. Neigel 7-7-97
Ll. Neigel 7-7-97
Area Commanders & CSR 7-7-97
II
Margaret Diamond 7-7-97
Captain Billdt 7-7-97
Lt. Neigel 7-7-97
Lt. Neig-I 7-~-97
Captain Billdt 7-7-97
Lt. Neigel 7-7-97
Lt. Neigel
7-7-97
Lt. Neigel
7-7-97
Transfer 10-48 program responsibility to PersoMel
Unit wlcreation of a standing commillee of
volunteers to assist
Jc:~~~~~~tee~1'~~I~~IIf!qjyl>.l
Transfer liaison officer duties for Jr. & Int. Police
Academies from DARE to PersoMel Unit P_I
recruiter
Liaison to "Citylight" newsleller duties transferred
to P&T
Distribution of crime prevention materials-remain
centralized in new station area commander offices
Transition neighborhood watch association 10
cluster groups
161{r~-
Reassign administrative secretary to Internal
Affairs
Relocate Rocky May to interior office-Internal
Affairs
Admin. Analyst to Investigations in revised table
of organization
Relocate Administrative Analyst to office formerly
occupied by Rocky May
Cpt. Cunis to move into Cpt. Richards' old office
Parrol Exec. Officer to move into Cpt. Cunis' old
ofiice
Reassign budget to repon to AlC
~.aI$~a!iSw.~~t!!
1 Patrol CSRI position assigned to neighborhood
warch ream-upgraded to CSRII & utilize as area
I cOIT'mand/crime prevention spec>'lisr
CF~lH Unit ro repon to Patrol Exec. Officer
Reserve Unit to repon to Patrol X-O
Each area command/crime prevention specialist
CSRII will also assume responsibility for CFMH
issues in their respective areas
Patrol X-O to assume responsibility for jail
oversight & contract
Crime Analyst to create new table of organization
ro reflect a 2 Division alignment
Watch Commanders to work 4/10 plan
LI. Neigei
7-7-97
Margaret Diamond
7-7-97
P-I Recruiter
7-7-97
Lt. Neigel
7-7-97
Marg". et Diamond
7-7-97
Captain Billdt
1-1-98
Lt. Neigel
9-1-97
Captain Curtis 7-7-97
Sgt. K1ellenberg 9-1-97
Captain Curtis 7-7-97
Sgt. K1ettenberg 9-1-97
Captain Cunis 7-7-97
Captain Cunis 7-7-97
CaptaiJ! Curtis
LI. Neigel
7-7-97
7-7-97
Debi Shuker
8-1-97
Captain BiIldt
Captain BiIldt
Captain BiIldt
7-7-97
7-7-97
7-7-97
Captain BiIldt
7-7-97
Kim Sayano
6-30-97
Captain BiIldt
7-7-97
Transition to a 4 Sgt. W IC alignment-report to Captain Billdt 7-7-97
Patrol X-O
Patrol X-O to be department IOD liaison wlRisk Captain BUldt 7-7-97
Mgmt
Traffic Unit to report to Patrol X-O Captain BUldt 7-7-97
Appoint CSRI to fill vacant desk CSR position Captain Billdt 9-1-97
Hire replacement TCn to adminster alarm Lt. Neige! 6-30-97
ordinance program
Oversight for the Explorer Program transferred to Margaret Diamon 7-7-97
the Training Unit, with voluntary advisors from
the patrol division
Delete Crossing Guards Sgt. Schwenka 8-1-97
Shaded areas recomm""lled by Resource Critique Committees
:I~";()F SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
'.
_\..
~r Fred Wilson, Acting City
\dministrator
"Pl. Administrator's Office
SU~Kt: Budget Deliberations -- Fiscal
Year 1997-98 -- Discuss and Take
Possible Action.
ite: June 5, 1997
'nopsis of Previous Council action:
!COmmended motion:
That the Mayor and Common Council discuss and take possible action
regarding Fiscal Year 1997-98 Preliminary Budget.
#Jt~
· Signature
,ntact person: Fred Wilson, Acting City Admin. Phone: 5122
.Jpporting data attached: Yes Ward:
JNDING REQUIREMENTS: Amount:
Source: (Acct. No.1
(Acct. DescriDtionl
Previously - t 17-tJv!I/P!77 Finance:
Previously - t J - tJ(;j;r/17
~ Notes: _ i - t?~/zs- 117
Previously - t
Previously - t 1- N/z~/<j 7 7/3/97
Previously - t /- ~~!3t)/97
~O262 Agenda Item No. #/
I I ___..
;I!'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.
J264
i1M":';'
e
e
'e