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TO:
C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
RECEIVED-Cln CLERI<
FROM:
Mayor and ~ron Council
Fred WilsO~ity Administrator '97 JUL 10 P2 :07
Options for Balancing the FY 1997-98 Budget
SUBJECT:
DATE:
July 10, 1997
-------------------------------------------------------------------
Since the special budget meetings began on June 18, the Council has
approved budget reduction measures totalling $2,680,900. These
reductions are summarized as follows:
Animal Control
Cemetery*
City Clerk
Civil Service
Code Compliance
Council Office
Facilities
General Government
Library
Parks, Recreation, and
Community Services
Personnel
Planning
Police
Public Services (General Fund portion)**
Public Works
Issue refunding bonds
Fund 9/1/97 bond payment with bond proceeds
Estimated ending fund balance - Cable TV
31,000
34,100
51,000
15,200
124,500
46,200
155,400
50,000
59,600
244,600
15,000
92,100
431,900
702,800
43,600
35,000
500,000
83,000
TOTAL REDUCTIONS:
2,680,900
* Not a General Fund reduction and not included in total.
** The Council approved an additional $101,200 in non-General Fund
reductions.
The remaining budget deficit is $2,119,200. The following options
exist for closing the remaining gap:
ODtion #1: Bond Issue
Potential revenue: $3,400,000
Bonds could be issued for the value (or a part of the value) of the
Refuse portion of the City Yards. The debt service could then be
paid by the Refuse Fund if it did not exceed $3,400,000, which is
the value of the Refuse portion of the yards. The appropriate
CJ -,jy A77 Jf I
resolutions for exercising this option are on the July 14 Community
Development Commission Agenda.
ODtion #2: combination of Additional Revenues/Cost Savinas
Computer Funds
Potential revenue: $521,000
On March 1, 1997, the prior City Hall Certificates of Participation
were defeased from funds set aside for this purpose in the City
Hall Lease Revenue Refunding Bonds dated December 1, 1996. As
stated in the refunding bond documents, any excess funds remaining
after the prior certificates were defeased would be deposited into
the Capital Improvement Fund of the refunding bonds. The total
amount of the excess funds deposited into the Capital Improvement
Fund was $365,751.
In a previous budget session, it was proposed that $200,000 of the
excess funds be used to balance the General Fund budget. The
remaining $165,751 in excess funds and all interest earnings are
currently earmarked for the computer network upgrade project that
is pending Council approval.
Bond counsel has determined that these excess funds plus interest
earned from the Capital Improvement Fund are not restricted to any
capital project use and can be used to help balance the city's
General Fund budget. Accordingly, the Council could use up to
$521,000 in funds from the City Hall refinancing to lower the
budget deficit. If this action were approved, the Police
Department would seek $321,000 in additional grant funds for the
CAD/RMS upgrade project.
Additional Refuse Items
Lease Yards to Refuse
Potential revenue: $430,000 - 464,000
In lieu of a bond issue, the Refuse Fund could make lease payments
to the City for the use of the City Yards. Ron Winkler, Director
of Development, has reviewed the recent appraisal of the property
and calculated the annual lease payment that may reasonably be
expected. His memo is attached for your reference (Attachment A) .
Move Street Sweeping to Refuse
Potential cost reduction: $428,800
In earlier budget actions, the Council shifted $244,400 in street
sweeping costs to the Refuse Fund. For this fiscal year, the
remaining General Fund budget for Street Sweeping is $428,800, with
an additional $178,600 to be expended from the balance of the AD
994 Fund. .
The City Attorney's Office has reviewed the legal issues
surrounding the use of Refuse funds for street sweeping. It has
been determined that "a considerable portion - but not all - of the.
street sweeping function can be funded out of the Refuse Fund..."
(see July 3 memo by Huston Carlyle, Senior Assistant City
Attorney). The portions of the service that cannot be funded are
the costs attributed to parcels that are not receiving refuse
service and/or water service, such as vacant parcels or those with
boarded-up structures.
Staff is developing a methodology to determine what proportion of
the city's parcels fall into this category, in order to determine
the corresponding percentage of street sweeping costs that cannot
be paid by the Refuse Fund. It is anticipated that at least 75% of
the costs can be justified, which would equal more than the
$428,800 currently in the General Fund budget.
If these two additional Refuse items are approved by the Council,
the Refuse budget will have been increased by a total of $1,137,200
for FY 1997-98. The Refuse Fund may not be able to absorb these
additional costs without a rate increase. A related memo from Jim
Howell, Director of Public Services, is attached (Attachment B) .
Fund Street Liqhtinq with Gas Tax Funds
Potential General Fund savings: up to $370,100
The city receives approximately $3.6 million annually in gas tax
revenues. In FY 1997-98, $2,225,000 will be transferred from the
Gas Tax Fund to the General Fund for street maintenance costs, with
another $2.9 million to be used for capital improvement projects.
The projected ending balance 6/30/98 for the Gas Tax Fund is
$370,100.
This $370,100 could be transferred to the General Fund to partially
fund street lighting costs. This may result in postponement or
elimination of certain planned capital improvements. It also
assumes that the anticipated revenues are received, and that no
funds will be available if projects exceed cost estimates.
Increase Vacancv Factor
Potential cost savings: $300,000
The Preliminary Budget includes a vacancy factor of $300,000. This
is the minimum estimated savings that will be achieved when there
are gaps of time between the creation of job vacancies and the
hiring of employees to fill the vacancies.
The Council could budget an increased vacancy factor amount. In
order to achieve the actual savings, departments may be required to
hold positions vacant for a longer period of time. Since many
departments have undergone significant reductions in force, there
may likely be noticeable impacts on service delivery if positions
were kept vacant for additional time.
Also, the city has in past years relied on vacancy savings to
replenish the fund balance and to lessen the impact on revenue
shortfalls. By increasing the budgeted vacancy factor, there will
be less vacancy savings available to maintain the fund balance for
next year.
Finance Deoartment Reduction
Potential cost savings: $50,800
The details regarding the consolidation of the Treasurer's Office
staff with accounting staff are attached (Attachment C) .
Utilitv User's Tax Revenues
Potential revenue: $100,000
Utility User's Tax revenue projections for FY 1997-98 included an
estimated $380,000 loss in revenue from Edison's upcoming 10% rate
reduction. More recent analysis received from Edison indicates
that the loss may be $170,000 less (Attachment D). To be
conservative, it is recommended that the Council revise the
estimate by only $100,000, rather than the full $170,000.
If all the items listed above in Option #2 are approved by the
Council, an ending fund balance of $115,500 would be anticipated
for FY 1997-98. It is recommended that a portion of this amount be
used to begin to repay the loan made to the EMS Fund by other funds
(see Attachment E) .
ODtion #3: Additional Deoartment Reductions
The third major alternative is for the Council to request
recommendations for additional department reductions. An
additional 2-4% in reductions would be necessary to eliminate the
budget deficit, and would likely result in additional service
reductions and layoffs.
Other notes
The majority of the reductions already approved by the Council will
result in ongoing savings to the city's General Fund. However, a
number are one-time reductions or adjustments:
Fund 9/1/97 bond payment with bond proceeds
Estimated ending fund balance - Cable TV
Remaining balance in AD 994 Fund
Fund balance
500,000
83,000
700,000
2,520,700
TOTAL ONE-TJ:ME REDUCTJ:ONS TO DATE:
3,803,700
If the use of the excess City Hall bond funds and/or the bond issue
for City Yards are approved, these would constitute additional one-
time savings. Unless new revenue sources or additional cuts are
identified in the near future, the Mayor and Council should
anticipate another budget deficit that will need to be addressed
during the budget process for FY 1998-99.
ECONOMIC DEVELOPMENT AGENCY
OFnmCITYOF~NBEMA~mO
DEVELOPMENT DEPARTMENT
MEMORANDUM
A'/Id..c~(1i- It
JUL 0 7 1997
------------ --~----------------------------------------------------------------------------------------
TO: James Howell, Director
Public Services
FROM: RONALD E. WINKLER, Director
Development Department
SUBJECT: CITY CORPORATE YARD LEASE
DATE: July 2, 1997
COPIES: Agerwy Administrator; City Administrator; File
---------------------------------------------------------------------------
-------------------------------
You have asked that this office suggest some economic parameters for lease of the city yard Pursuant to
that request, I have reviewed the appraisal prepared by Boznanski and Company. The appraisal indicates
the site size is 15.462 acres (673,525 sq. ft.) ofland, with 118,966 square feet of metal building and
10,742 sq. ft. ofshed. Total value is reported at $5,428,ooo,ofwhich land valued is at $2,526,000 with the
remainder to site improvements and building. Also, a map provided to me indicates 63% of the 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
annual lease paymenL The lease payment would be subject to periodic cost ofliving adjustments often
every five years indexed to the annual CPt. Further, the adjustment may be "capped" and "floored". That
is average annual adjustment not greater than 5-6% but not less than 3%. Based upon the appraisal and
subtracting out the metal building area, the range of ground lease payment adjusted by 63% would be
$]04,580 to $131,040.
Regarding the metal buildings, our appraisers advise that a rent of .20lt/sq. ftJmonth could be expected
which would yield $299,794 annually. Adding ground and building payments together 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 financed under a ground lease and the impact soil contamination may have on value.
If I can be of further assistance please call.
~~
Development Department
__.______.___R________________________________~______.__________----------------------------~----------------
REW:Iag:07-97-01.mem
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A'1f~'v r3
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTRAOFFICE MEMORANDUM
FROM: Jim Howell, Director of Public Services Departmen
TO: Fred Wilson, City Administrator
DATE: July 10, 1997
SUBJECT: Potential Refuse Rate Increase from Absorption of Sweeping Operation
In reference to the issue of a potential rate increase to refuse fees as a result of the
assumption of the street sweeping operation, the following is respectfully submitted. The
Refuse Division is currently projecting that an increase will be necessary on the commercial
rate structure and some of the multiple service level automated cart residential rates. This
does not include any additional costs of the Refuse Division assuming full responsibility for
the street sweeping operation, nor an estimation of the costs associated with an increase in
the frequencies of sweeping and lastly, does not assume payment of rent on the City Yard
in the amount of $475,000. These additional costs would probably offset the savings as a
result of the successful completion of a Waste Disposal Agreement or securing of lower cost
disposal capacity which may result in a reduction in disposal costs to the City of
approximately $300,000. We are anticipating preparation of a final agreement by the end
of July, and to commence negotiations with the County of San Bernardino somtime in
August.
The Refuse Division would respectfully suggest that any anticipated rate increase not take
effect until January 1, 1998. This effective date requires submission of a rate study to the
Council by mid to late October, and would further require a second reading of the rate
ordinance to occur no later than the second Council meeting in November. Staff would
not recommend proceeding any sooner with a rate increase than this for the following
reasons:
Staff is anticipating completion of the Material Recovery Facility/Transfer Station
Feasibility Study in mid-September, which will determine whether it is
economically and operationally feasible to construct and operate this type of facility
within the City. This may result in either additional cost savings due to improve
collection route efficiencies from the transfer station, or additional revenues and
expenses resulting from the need for the City to meet the 50% diversion mandate
through various recycling strategies, including the MRF.
..
Potential Refuse Rate Increase
Fred Wilson
July 10, 1997 - Page 2
Staff is anticipating a restructuring of the Refuse Operation which will result in the
reduction of three supervisor positions and the reclassification of the remaining
three supervisor positions, thus resulting in total additional cost savin gs. This
restructuring also would allow the Division to more effectively meet the cost
allocation requirements of Proposition 218.
Anticipated completion of preliminary engineering work and estimated engineering
costs for the closure of the Waterman landfill which may result in an additional rate
surcharge to cover this work.
Staff is anticipating the submission of the proposed rate adjustments, the results of the
MRF/TS Feasibility Study, the proposed Refuse Division restructuring and the
recommendations for the Waterman Landfill closure will be submitted as a single package
at the same time to the Council.
~rJ- C-
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? ..x.. yes _ no
If yes, list positions:
(1) Administrative Operations Supervisor II
(filled)
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JUL 0 3 199/
.
June 26, 1997
Mr. Fred Wilson, City Administrator
City of San Bernardino
300 North "D" Street
San Bernardino, CA 92418-0001
Subject: Possible Effects of Edison's 10% Rate Reduction on Utility User Tax
Dear Fred:
Attached, as you requested, are the possible effects of Edison's 10% rate reduction on
the City's utility user taxes. The calculations cannot be exact due to many variations
and are based on 1996 year-end revenues. Please keep in mind that these are
estimates to be used as an information tool rather than firm expectations for 1998.
The figures shown represent the domestic/residential and small commercial
accounts within the City limits. The small commercial rate schedules include
General Service 1, General Service Automatic Power Shift (none were found in San
Bernardino) and Time-of-Use General Service 1 accounts. None of these accounts
include Other Public Authorities such as Federal, State, County or City accounts
because of their exemption status.
If you have any questions concerning the attached information, please call me at
(909) 307-6726 and I.will be happy to help you.
Sincerely,
4#Zcfi7
Ray R. Gonzalez
RRG:ts
Attachments
cc: Ms. Barbara Pachon, Finance Dir. (w/attach.) ./
Ms. Lori Sassoon, Admin. Analyst (w/attach.)
POSSIBLE UTILITY USERS TAX REMITTANCE DECREASE
CITY OF SAN BERNARDINO
Estimates Based on 1996 Total Annual Revenue:
Total Annual Revenue of all accounts, excluding OPA
$93,936,952
All residential/domestic accounts:
All small commercial accounts:
Total affected accounts
$41,752,859
$ 7.603.116
$49,355,975
Total Annual Revenue of all unaffected accounts
- $49.355.975
$44,580,977
$49,355,975 x 10% = $4,935,598
$49,355,975 - $4,935,598 = $44,420,377
Total Annual UUT Revenue
+ $44.420.377
= $89,001,354
Possible Annual UUT Revenue without 10% decrease:
$93,936,952 x 8.5%
Possible Annual UUT Revenue with 10% decrease:
$89,001,354 x 8.5%
Possible Annual UUT loss:
$ 7,984,641
- $ 7.565.115
$ 419,526
ItHaclt.nwrJ- c
C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
FINANCE DEPARTMENT
TO:
Fred Wilson, City Administrator
/oiL-
FjI({~
FROM:
Barbara Pachon, Finance Director
DATE:
July 10, 1997
SUBJECT: EMS Loan
COPIES: Mayor Tom Minor; Larry Pitzer, Fire Chief
As requested my office and the Fire Department has completed a
review of the EMS Fund. Based on our review there is $723,400 that
has been expended or encumbered for the EMS program. This amount
includes funds for personnel, various maintenance and operation
items, renovation costs, the first lease payment on the eight
ambulance vehicles, and various equipment items and installation
costs.
At this time it does not appear many of the items obtained can be
returned to the original vendors. However, we are still looking
into this option. Staff is also pursuing options of maybe selling
some items to other jurisdictions. Also the Fire Department has
expressed a desire to retain and use some of the items in their
current operations. The Finance Department and the Fire Department
will continue to work on these options and will keep you updated on
our progress.
In October 1996, the Council approved a loan from various internal
funds to the EMS Fund to pay for the start up costs of the EMS
program. Since the EMS Fund was a new business venture and there
was insufficient collateral to back the loan, the City's General
Fund guaranteed the loan. Due to the recent Supreme Court decision
it does not appear the City will be going into the EMS Transport
business, therefore, the City's General Fund should begin to repay
the loan.
Attached is a proposed amortization schedule for the EMS loan of
$723,400. We have maintained the original seven (7) year pay back
starting in FY 1997-98 and interest at 5.5% per annum as was
approved in October 1996. Based on the proposed amortization
schedule the City's General Fund should budget and make a loan
payment of $127,292.66 in FY 1997-98. However, since staff is
still trying to pursue other options as indicated above for
disposing some of the items, I do not think it would be necessary
to make a full payment in FY 1997-98. I think a loan payment in
the range of $65,000 - 75,000 would be appropriate.
please let me know if you have any questions.
.
CITY OF SAN BERNARDINO
PROPOSED AMORTIZATION OF EMS LOAN
Principal
Year Payment Interest Principal Balance
723,400.00
1997/98 127,292.66 39,787.00 87,505.66 635,894.34
1998/99 127,292.66 34.974.19 92,318.47 543.575.87
1999/00 127,292.66 29,896.67 97,395.99 446,179.88
2000/01 127,292.66 24.539.89 102,752.77 343.427.11
2001/02 127,292.66 18,888.49 108.404.17 235,022.94
2002103 127,292.66 12,926.26 114,366.40 120,656.54
2003/04 127,292.65 6,636.11 120,656.54
Interest at 5.5% per annum
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
TO:
FROM:
DATE:
The Honorable Mayor and Common Council
Fred Wilson, City Administrator
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.
~ t{ ,,,',,' ;,to R...",. / /
~rsON Council/CmyOevCms Mtg: 1-; 3 17
City Administrator
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City Clerk/COC Secy
City of San Bernardino
INTEROFFICE MEMORANDUM
City of San Bernardino
TO:
FROM:
David Oberhelman, Councilmember
~u::v~1
Barbara Dillon, Director of Personnel
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, it 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
ManaQementlConfidential 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
Emo Affected Pavoeriod 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
ManaQementlConfidentlal
$320 City Paid 84 9,423 24 226,152
5420 City Paid 70 5,498 24 131,952
$500 City Paid 58 3,683 24 88,392
5600 City Paid 38 1,783 24 42,792
Police ManaQement
$320 City Paid 15 1,837 24 44,088
5420 City Paid 13 1,121 24 26,904
5500 City Paid 10 606 24 14,544
$600 City Paid 6 283 24 6,792
Fire ManaQement
$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)
Mid-Management
General
Police Safety
Fire Safety
Mayor and Council
Management/Confidential
Police Management
Fire Management
TOTAL
Savings per
PavDeriod
1,317
6,042
3,811
1,923
545
4,844
910
551
Pay
Period
Total
24
24
24
24
12
24
24
24
31,608
145,008
91,464
46,152
6,540
116,256
21,840
13,224
* $ 472,092
*Approx. $422,092 is General fund savings and $50,000 is Non-General Fund Savings
Auto Allowance
Mayor and Council
Management/Confidential
Safety Management
TOTAL Auto Allowance
1,365
2,950
425
12
24
24
16,380
83,400
10.200
* $ 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
Admin Fee for Deferred Comp
1.00
725
10,000
12
8,700
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D 17: 38
ECON DEVEL AG NCV
FAX NO. 7148889413
P.Ol
EeO~OMIC DEVELOP}IENT AGENCY
OF THE elIT OF SANBER.1IlARDINO
DEVELOP~IENT DEPARTMENT
MEMORANDt'M
.------------.---------------------..-------...-----.------_._._----._..------_..~------..----_...------_..--------
TO: James Howel~ Director
Public Services
FROM: RONALD E. WINKLER, Director
Development Department
SUBJECT: CITY eORPOR.HE YARD LEASE
DATE: July 2, 1997
COPIES: Agency Administrator; City Administrator; File
______________....______.._____...._____.._.___..._.______a.._____..._____...._____._._______________._.____---..-
You have a~ked that this office suggest some economic parameters for lease of the city yard. Pursuant to
that request, I have reviewed Lilc appraisal prepared by Boznanski and Compllny. The a~praisal indicatcs
the site si7.e is 15.462 acres (673,525 sq. ft.) ofland, with 118,966 square feet of metal building and
to, 742 ~q. ft. of shed. Total value is reported at S5,428,OOO.ofwhich land valued is at 52,526,000 with the
remainder to site improvemenLS and building. Also, a nlap provided to mc indicates 63% orlhe land al'ea is
anriboted to retuse yards.
As a rule under a ground lease:, an 8 to 10 percent return on land value should be sought initially as an
annuallcase pa)1l\en\. The ItlaOe pa)'n'ent would be subject to pc:riodic cost of living "djustmenu often
every five year~ indexed to lhc annual CPI. Funher, the adjostment may be "capped" and "noored". ThaI
is average annoal adjo~tmenl not greater than 5-6% but not less than 3%. !'lased upon the appraisal and
subtracting oot the metal building area, the range of ground lease payment adjusted by 63% woold be
$104.580 to S 131 ,040.
Regarding the metal buildings, our appraisers advise that a rent of .20Flsq. ft.lmonth could be expected
which would yield $299,794 alIDoal1y. Adding ground atld building payments t~)gether 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 financl.-d under a ground lease and the impact soil contamination may have on value.
If 1 can be of further assistance please call.
Poat-if' Fax Note 7671 lJA\8
To- W From
Co./Oepl. co.
Photlt' P"nn. .
F.._ ...
.~~~ ,.
r2~~
~W'~~1NKLER, Directur
De\'elopmcot Dcpllrbncot
_..----_._-----------~------_.-_.._--_.-----~------~-_...._----_._._-----------------_._--------_._----_._-----~--
REW:lag:07.97-01.mem
CITY OF SAN BERNARDINO
PLBLlC SERVICES DEPARTMENT
I:'IiTER-OFFlCE MEMORANDUM
TO:
FROM:
BY;
:\l \ YOR TO:\! :\1I:-:OIl':\/DfBERS OF THE COM.:\~Ol'i Ol~C/L
}.'..\/ES R. HOWELL. DIRECTOR OF pt:Bue SER\leE ,
l ) -:-:~ :\lERRlLL. .\CTI~G SOLID \~'.\STE :\l \. '\.\GE
RESPO~5E TO :-.oORe. \L PROPOS.\L OF .IC\E 26, 1997
.IC:-:E 30. 1997
FR.ED \1;1LSO:\. em' .\D:\lL'\/STR.\TOll,l,\.\/ES PE:-;~L\.". em' .\TTOll'\EY
SUBJECT:
DATE:
CC,
Staff has prepared the following analysis of the pce:!enration made by :-;orcal/San Bemardino to
the '\la~or and Common Council on Thursday, June 16"',
1. The City has used the County Landfill system since approximately 1960,
?
"bile the rotal amount of ,,:astes generated within the City's corporate boundary is
approximately 100,000 tons, the City's Refuse Di,-ision only handles approximately 110,000
tons per year for which the City pays a tipping fee. The remaining 95,000 tons of "iaste is
handled b~ the franchised private haulers iJack's Disposal, CaI's Disposal and Curran's) as
\l'ell as individual busin~ses which self.haul theie own wastes to the landfill. :\orcal has
inflated the amount of tonnage dieecdy under the City's control to make this offer appe-olC
altC'Jcti,'e, In acruality, the Cil\"s tOW13ge is estimated at 110,000 tons foc FY97-98, and is
expected to continue to decrease to approximate!. 80,000 ton:; b~ the year 2000 in response
to increased tec,'cling and \l'aste di,'ersion effortS, The City would see a reduction of
approximately 5330,000 per year in FY97.98 under the Norcal scenario at currene
tonnages.
3, The City has no fmancial inrece:!r in the ownership, management and operation of the
County landfd! system. The Cicy is onl~ a usee of the system, Implying that the City is a
"stakeholder/in..estor" in the County's mtem may imply liability/responsibility that the
City d~ not currendy ha"e, The Coun[\' is the sole owner of the landfill system and
COntrAct; with "oreal/San Bernardino foc it's operAtion,
4. The City. in cooperation \l.ith other cities u'ithin the County and the Waste Systems Di.'ision
of the County, has been in,'ol\'ed in on-going discussions related to the Participation and
$en-ice .\greement oudined to the Council by :\oreal. Staff has recendy been authorized to
expend $1,000 in order to participate wim lIliel,'e other cities in preparing me Waste
Disposal .\greement. Th~e cities ha,'e elected to hire a negotiator to prepare an agreement
acceptAble to the cities. and to ha,'e this negotiator represent me collective interest; of the
cities at the negotiating rAbie, The cities felt this action was necessary due ro lack of
tespo"s;,'eness of the Count\' :\oreal regarding issues of cOllcem for the cities,
5. \~biJe ,",oreal represents that this agreement is a "win-win" for both parties, the proposed
reduction in tipping fee cates and the length of term are inconsistent "..ith those offered in
both Orange and Ri..erside Counties for in-county "''aSte. For example, R.i,'erside County
has proposed offering rates as low as 523.50 for transfer uucks and 527.50 for franchi:!e
coUection trucks for a ten vear period. Given the cate for franchise coUection trucks, the.
proposed Riverside Coill'-ty rate represealS a rate reductioa of $5.50 per toa less than .
me existing ~orcal/San Bemardino rate of 533.00 per ton. Staff has continually maintained
that further sa,-jogs are a.-aiJable to the City, howe..er the County refuses to acknowledge
mis cost pressure. Additional down"..ard pressure on cates will OCcur as large landfills such
as Eagle ~lountaio and ~lesquite landfill.
6. The m-ings proposed by ,",oreal would be offset by the fact that the City could sa..e an
estimated 5990,000 per year by reducing me amount of ",'aste deli.-ered to the County
system from 110,000 tons to 80,000 tons.
,
C I T Y
o F SAN
INTEROFFICE
B ERN A R DIN 0
ME!10RANDUM
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 naintenance.
In June, 1990, Proposition III was approved to create a new
funding source for transportation, and iI:lpose the requireI:lent
that congestion r.IanageI:lent plans be prepared for each county.
The official Title and Sunnary for Proposition III states that
it \Iould 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 iI:lpact 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. prohibi tions
against the eXDenditure of Section 2105 Funds for the
maintenance and - operation of the street lighting systel'l.
However, diversion of these funds to finance street lighting
costs would have a significant detrimental impact upon our
street rehabilitation and Capital Il'Iprovernent PrograMs.
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 9130/98. 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: $ 1,830,108.
Move of CLETS line: $ 4,000.
Dispatch console modifications: $ 48,500.
Balance of project: $ 2,687,356.
Contingency fund: $ 150,000.
Total Project Cost: $ 4,719,964.
Total police grant funds: $1,164,251.
Total bond issue funds: $ 3,533,849. -
Total CDBG funds: $ 21,864.
Total Project Funds: $ 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 seepe 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
- --.--"---- - -----.----- -.--.---------- ------- --- --------------
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTER-OFFICE MEMORA]\:'DUM
TO:
FROM:
BY:
--- - - --------- - - ------ --- ------\-----------
FRED \'lLSO:-';. (In' .-\D~IL'I5TR.\TOR ~' ~
j.\.\IES R. HO\'ELL, DIRECTOR OF Pl'BLIC SER\'JCES" ,
L\,);>; ~IERRILL. .\CTI>;G SOLID W.\STE ~L\>;.\GER ~
.\SSDIPTIO>; OF STR.EET 5"EEPl>;G OPER.\TIO>; BY THE REFl'SE Dl\ 1510>;
SUBJECT:
DATE:
JlU' 3. 1997
cc:
Council at their meeting of June 30'\ suggested staff analyze the feasibility of the Refuse
Di,-ision assuming the total operating expenses of the street sweeping section. Scaff has
recommended that S175,OOO Tipping Fees and $69..~00 for PelSonnel and Equipment be shifted
o\'er to dIe Refuse Division's Commercial Operations for a total of $2-H,400. This shift is possible
because this ,'ehide would then be able to sen'ice additional coll.off CUStomelS outside of city
operations and therefore offset some of dIese expenses. The additional cost of $70 1,200, if a\'eraged
o"er both the residential and commercial customer base would result in an increase of hypothetically
SO.92 per month On the single family residential rate and a hypothetical additional cost of S8.97 per
month for each commercial bin customer. .-\dditional analysis would be necessary to pro.-ide more
detailed COSlS per each customer sen'ice rate le,'el.
!
.
,-
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 %
Commercialllndustrial 2.203 0.555 %
Transportation 0.000 0.000 %
Noncore-:
Retail (Core Subscription only) 0.844 N1A
Wholesale 0.000 0.000 %
Unbundled Storagel 0.000 0.000 %
Zone Rate Credit
TOTAL $10.9n 0.421%
. Core Cuatamers prlmariIy use _ quanIltles of gas, hIM ptiaf1ty....... to gas service end
do not hIM __ fuel COf*'lly.
- N_ cuatamers are generaIy Iorge gas users who typlceIIy hlMlIIIemIItIve fuel copebIII\y.
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 firs~ quarter of 1998.
The impact on each customer and Customer class could vary depending on individual
usage and the Commission's final decision.
(f L\~~;lna 'tP'rT1
1IB/1'7 ~ (!...
.hrv ~~ "I ( ? )
Entered into Record It
Couneil/CmyOevCmS Mt.:
/J
.1">'Yvv #I ,~'
,~
Q_ . /. C-u" L.
~W-" ~c:.....-
Gll~ "I'H~/COC Seey
City Jl ~dll tl~rIIardino
,
~
Agenda for 7/3/97 Budget Meeting
1. Mayor - read RAMS letter
2. Barbara Dillon - report on Meet & Confer, and Privatization Committee meetings
3. Bud2et reductions continued from 6130197:
fa. Finance - S62,8OO (Blue pages - p.I4-15)
vb. Parks. Recreation, and Community Services - S244,6OO (Blue pages - p.20-24)
~. Police - $431,900 (police Reductions Proposal)
. .;cL Public Services - 5602,800 (Green pages - p.6; Blue pages - p.29, 33-35)
fi. Public Services Motor Pool - 5201,200 (5100,000 General Fund portion)
I f. Establish a fee for Fire Department plan review - $41,800
4. Reductions already included in the Pn.!iminArV Budet (Pink Pues)
.1.
j
~.
Jd.
.f
City Administrator - 5108,700
City Attorney - 5194,000
Mayor's Office - S34,ooo
M.I.S. - S102,6OO ~
Risk Management - 5277,500
5. Discussion - R~ctions on computer network fimding (Tim Sabo)
(). Discuss Mana2ementlConfidential 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 lD NOD-DepartmeDtal for lDcreases for General,
Mid-ManagemeDt, and MaDagemeDtlCoDfideDtial
7 1t.//17 .PI
7/3/97 Agenda - Page 2
7. Transfer title of Ret;,.... Portion ofGitv Yards throullh a bond iuue - $1.8 million
Note: ne bond Issue amount shoald equal the remalnfnC deficit.
8. Shifting street sweeping program to Retuse Fund
9. Gas Tax funds to be used for Street Lighting costs
.
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO:
James F. Penman, City Attorney
FROM:
Henry Empeno, Jr., Deputy City Attorney
DATE:
July 2, 1997
RE:
MAYOR AND COUNCIL BUDGET MEETINGS
FIRE PREVENTION POSITIONS AND FEES
.
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.
~ JA",L?2~~
v- I ,
HENRY EMP NO, JR.. v
Deputy City Attorney
Entered into Record 11
Council/CmyDevCms MID:
713/11
cc: Fred Wilson, City Administrator
Larry Pitzer, Fire Chief by
E. Guy Burdick, Fire Marshal re Agenda Item
Mike Hays. Director Planning & Building $en(ices Ii . 1-,
i.A-~L (:jLi, L L-GL 'L f,---,
HE.:ai.l'p:r.c:] \
. City Clerk/COe Secy
City of Sail Bernardino
071'11'17/1=/
'\
CITY OF SAN BEAft...ADINO IltEQUEST "~R COUNCIL ACTION
From:
Larry E. Reed, Director
Subject:
Ordinances increasing Plan
Checking Fees and certain
filing fees
Oept:
Planning and BUilding Services
Date:
December 19, 1989
Synopsis of Previous 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!y _
to prepare ordinance. :.,;: i:,
~: .:.,
...
'- d
~
,
;:.
Recommended motion:
-.
....
~
~lotion No.1:
That further reading of the ordinances be waived and
that said ordinances be laid over for final passage.
Motion No.2: 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
<eview and reco...nda.ion. ,~) ~ ~<-~
. . . t/ Signature
Marshall Julian, C~ty Adm~n~strator
Jim Richardson, Deputy City Administrator
U Larry E. Reed
. Contact person:
Staff Report
Supporting data attached:
Phone:
384-5281
Ward:
All Wards
FUNDING REQUIREMENTS:
N/A
IAcct. Descriotion}
Fees
Finance:
Council Notes:
CA.REQUEST-l3
75.0262
c.' b
Agenda Item No"'::> .; ~ ;-
CITY OF SAN BERN.. .ADINO - REQUEST F""R COUNCIL ACTION
STAFF REPORT
BACKGROOND:
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.
\ In addition, there is approximately $200,000 indirect cost to the City
involving coordination and review by other Agencies (Fire Marshal,
I 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
(1)
(1)
1/2
1 1/3
(2)
(1)
(2\
8 5/6
Range Classi-
fication # Step 5
4468 $5564
4429 $4580
4364 $3311
1065 $1639
1097 $2435
1127 $3526
1118 $3156
$
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
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
,
"
I
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 (lCBO) 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 ~.Jmmissioners. The followL.,r 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 for most
hours of clerical time at $11.72/hour for $ 46.88,
of Code Officer time at $21.99/hour equals $ 32.99,
$ 79.87.
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 Admi~istrator -
Development
CA.STAFF-13
01/11/90
Page 2
- "
c )( /#> I r~ J r ..4
SINGLE FAMILY HOOSB
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
2. Current
$ 688.50
Permit fee x 75% = $ 516.38
Permit fee x 65% - $ 447.53
* Additional Plan Check fee of
$
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
2. Current $ 958.00
Permit fee x 95% = $ 910.10
Permit fee x 65% = $ 622.70
* Additional Plan Check fee of
$ 287.30
Examples of Fees
CA.STAFF-ll
Page 3
12/21/89
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-,
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF SAN BERNARDINO AMENDING
SUBSECTIONS 15.04.080B AND 15.04.085A 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 COMMON COUNCIL OF THE CITY OF SAN BERNARDINO
DO ORDAIN AS FOLLOWS:
SECTION 1.
Subsection 15.04.080B 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 relating to handicapped imposed upon
commercial, multifa~ily and public bUildings.
Where plans a~:~ incomplete or changed so as to require
additional plan review, an additional plan review shall be
charged at the rate sr,o~m in Table No.3-A."
SECTION. 2
Sub~ection 15.04.085A of the San Bernardino
Municipal Code is n.3reby amended as follows:
PZ/ses
January 10, 1990
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"A. Uniform Administrative Code, 1988 Edition, Table
No. 3-A is amended by adding Nes. 5, 6, 7, and 8 under
Other Inspections and Fees as follows:
5. A fee in the sum of Fifty Dollars
($50.00) for 'I
or building
the inspection of any existing property
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,:",
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AN ORDINANCE OF THE CITY OF SAN BERNARDINO AMENDING
SUBSECTIONS 15.04.0808 AND 15.04.085A 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
~
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: ~ ?j~
U
PZ/ses
January 10, 1990
3
.,
Combining Our Code Enforcement Efforts
RECEIVE~-CIl '( CLEF~
Where it may be an accepted practice to have code'tllfQftenientlj(ivided 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 alo.lg:MUJ 6ea.... aW safety codes subordinated
by building codes and local ordinances, have been successful in abating these
nuisance properties. ~d31:') .JJJ:)-.G3^13J3Cl
Previously - t /- t'"j:i?fJj17
/V-C/
~/?7 ~
o7fr/17
-/ij
~
The courts realize that if the Fire Department brings them a public safety
problem and they fail to act the court will be in a liable position. This is a
position no judge wants to be in. It is the long standing professional reputation
regarding public safety and the expertise of the Fire Department that has
caused the court to take decisive action against property owners.
The logical umbrella for code enforcement is the Fire Department with one
person responsible for code enforcement. The Fire Marshal will direct the
division to take corrective measures to abate all public safety nuisances and
related conditions.
With the combining of Code Enforcement, the Rental Inspection Division, and
the Fire Prevention Division of the Fire Department the available resource
pool will be increased while at the same time the supervisory structure will be
streamlined maximizing the efficiency of the division.
Existing fire suppression companies would initiate action within their own
response districts identifying problem buildings and areas.
Because the Fire Department has the reputation and an excellent track record
with the court system, it is imperative that the division names continue to
represent the Fire Department. The "Fire Prevention and Safety Division,"
should have uniforms that are the same or similar to the Fire department
suppression personnel for all division personnel including badges.
The expertise in each specific enforcement area should be 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.
-,,'j
.
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 Prevention Division.
.
I
J
City of San Bernardino
San Bernardino Police Department
Interoffice Memorandum
To:
Chief Lee Dean
From:
/ '
Captain Robert Curtis ~vC-
Subject:
Urgency of the CAD/RMS Upgrade Project
Date:
June 30, 1997
Copies:
--
BACKGROUND
The following information is provided in light of the recent discussion concerning the
abandonment of the CAD/RMS upgrade project.
The Local Law Enforcement Block Grant program provides funding to support local
law enforcement activities. Expenditures must be above previous General Fund
amounts to prevent supplanting. Supplanting not only puts at risk the current grant
funds but also future grant possibilities.
On 8/8/96, the Mayor and City Council ratified a request by the police department to
accept the 1996 LLEBG grant in the amount of $1,238,805 (including local match)
with the entire amount earmarked for replacement CAD/RMS computer systems. On
1/13/97, we received the full federal amount of the grant, $1,114,251, and placed
it in an interest accruing account per grant requirements. All grant funds, including
local match and all accrued interest, must be obligated and expended by 9/30/98 m:
returned to the Bureau of Justice Assistance.
PROGRESS TO DATE
As of today, the following major grant requirements have been completed:
· Successfully negotiated a joint spending plan with the county.
· Formed an advisory board to review the intended use of grant funds.
· Scheduled a public hearing for 7/7/97 to review and finalize the intended
use of grant funds.
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
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THE SBPO IS COMMITTED TO PROVIDING:
PROGRESSIVE QUALITY POLICE SERVICE;
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 foundation- that subsequent technology
acquisitions will be built upon. Our CAD/RMS systems must be replaced for the
following reasons:
,
· CAD system failure rates are unacceptably high.
· Citizen safety and service are compromised as pending calls for service
cannot be accessed until the system is restored.
· Officer safety is jeopardized as monitors freeze or loose unit location and
activity status.
· RMS slow downs are common and causes inefficiency.
· RMS will mistakenly interpret dates in the year 2000 as occurring in the
year 1900. The resulting inaccurate data jeopardizes crime analysis,
investigative and records efforts.
A 60-day survey of our CAD/RMS system performance was conducted for the time
frame of 4/1/97 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 PD 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
.t.... ~..'
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. ..
,
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.
Mayor'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 911/97 bond payment wlproceeds of 97 Refunding Bonds
E~tablish a fee for Fire Department plan review '
. Est. ending fund balance of Cable 1V 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 tf 3, I..: L '
40,300 - ~
45,00lJE:
110,0~~) fo ,U--l 5V~[}').o
500,0~
41,800 -;Z!~-4
83,000
200,000
3,102,200
Transfer litie of Refuse Portion of City Yard through bond issue
1,700,000
Estimated ending fund balance FY 97-98:
2,100
-Please nole: Not a General Fund reduction and not included in lotal
---~-_.. ~'-""
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CITY OF SAN BERNARDINO
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 Record It
Couneil/CmyDevCm. Mtg:
~/~S-/97
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City of San Bernardino
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ReviSed--
BUDGET REDUCTION WORKSHEET
DEPI': Personnel
.FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce Personnel Clerk I hours by 50%; reduce support services for employee
benefits admini~tration, classification and compensation, hiring & separations.
POTENTIAL COST SAVINGS:
$15,000
IMPACTS ON SERVICES:
A vaiIability 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
PUBUC SERVICES DEPARTMENT
INTEI!-OFFICE MEMORANDUM
TO:
Mayor and Common Council
Fred Wilson, City Administrator
~\
FROM: Tun Howell, Director of Public Service
DATE: June 25, 1997
SUBJECT: GOLDEN HANDSHAKE 97/98 BUDGET IMPACT
TO PROPOSED 5-;. BUDGET REDUCTIONS
As of this date three (3) employees in Public Services have announced retirement effective
before October I, 1997. Two (2) of the employees are eligible for the Golden Handshake.
The combined salary and benefit J8vings for the year are approximately $93,000. I
propose to freeze these positions and offset the reductions listed on pages 30, 31, 32 and
page 36.
GENERAL FUND
Cost Center Position
SalarvlBenefits
405 Lead Maint.Worker
405 Maint.WorkerI
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
() ~/'7 J1'1
1-
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 DUALITY 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-l positions.
-0-
$ 219,550
Subject to City Council approval, the police department will be discontinuing our
participation in the DARE program, effective June 30, 1997. The school district has decided
not to fund DARE as it is currently designed and will look to other programs of drug
education and intervention. The DARE Program has served a useful role, but that role is no
longer viable under a shared resources approach. The DARE survey report submitted earlier
this year did not justify continuing the program in its current design. Importantly, the DARE
concept originally contemplated sustainment, education through the middle schools. This,
of course, has not been feasible given budget restraints. Projected savings include all annual
maintenance and operation charges for the unit. Annual recurring savings will be $219.550.
3. Restructure area commands/watch command: Utilize savings from eliminating one
vacant TClII position in dispatch to offset the upgrade of three P-2 positions to P-3
positions.
$ 30,400
$ 31,100
On 8/5/96, the City's community policing area commands were expanded from three to
five. Effective 7/1/97, the department's watch commander alignment will transition from a
one lieutenant and three sergeants configuration to four sergeants. The lieutenant's position
will be reassigned as the patrol commander's executive officer to handle the increase in
administrative duties of the Patrol Captain. These changes necessitate the addition of three
sergeants to provide field supervision for critical incidents and to ensure an acceptable span
of control is maintained. Net recurring cost will be $700 annually.
4. Replace the current FTO training program via attrition with a "pay for training"
program utilizing P-l 's: downgrade five P-2 positions to P-l positions.
$ 11,361
$ 21,720
The department currently utilizes thirteen P-2 (corporals) as patrol trainers for newly hired
officers in the FTO program. Department reorganization will upgrade three P-2 positions
to sergeants for field supervision (refer to item #2). One P-2 training officer will be assigned
to each of the five area commands for oversight and administration of the FTO program and
to develop and provide standardized department training on critical tasks. The remaining
five P-2 positions will be downgraded to P-l positions via attrition as the department
transitions to a "pay for training" FTO program utilizing police officers to augment the P-2
trainers. P-l trainers will be selected based on their motivation to be field training officers
and possession of the requisite training skills and knowledge and utilized on a rotation basis.
Funding for the P-l trainers will be derived from savings associated with downgrading the
five P-2 FTO positions via attrition. We anticipate that the pay for training program
transition with be completed by 1/1/98.
The department has experienced an annual attrition rate of 16 officers per year.
Replacement trainees complete seventeen weeks of training with FTO's. We anticipate P-l
trainers to complete half of the training. Annual recurring budget savings are estimated at
$20,718 after implementation.
5. Upgrade one CSRI position to CSRII assigned as crime prevention specialist.
$ 2,500
-0-
The department will be decentralizing it's Crime Prevention Unit and establishing a CSRII
Crime Prevention Specialist position in each of the five area commands. Staffing will be
provided by reassigning three CSRII positions in Crime Prevention and one CSRII position
in Personnel & Training to the Patrol Division and upgrading one CSRI position to CSRII.
Each CSRII will provide intensive crime prevention programs within their geographical area
and have oversight of the Crime Free Multi Housing Program units within their command.
Annual recurring costs are $2,500.
6. Reorganize police dispatch: outsource the Service Desk function 16 hours per day
and eliminate three Dispatcher 1/11 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 1111 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 PRClI positions and one
Stenographer (replaced by a PRCI from Records) retirement that will occur 8/21/97. We
anticipate that all five positions will be absorbed through promotion, retirement or attrition
by 9/1/97. Annual recurring budget savings are estimated at $137,032 after implementation.
9. Downgrade one Senior Secretary position to Secretary. Utilize savings to move
Senior Secretary position assigned to the Chief's Office from General Employees'
Unit to Management and Confidential Employees' Unit at step 3.
$ 7,800
$ 4;600
The Senior Secretary position assigned to the Chief's Office should be a Management and
Confidential Employees Unit position. The Chief's secretary routinely handles a large
volume of information deemed to be sensitive and confidential. The Senior Secretary's
position tf)at 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
$ 363,877
TOTAL COSTS - FY 1997-98
NET BUDGET SAVINGS - FY 1997-98
$ 431,924
RECURRING BUDGET SAVINGS STARTING FY 1998-99
$ 507,324 .
FY 1997/98 and annual recurring savings are projections. We are working closely with
Finance to finalize the costs and savings associated with this proposal. Actual savings will
be determined based on dates positions slated for elimination become vacant, benefit
options selected by affected employees and the contract costs associated with outsourcing.
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REVISED 6/30/97
BUDGET REDUCTION WORKSHEET
DEPI': ,4.nimal Control FUND: 124 ,4.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? .A. yes _ no If yes, list positions:
(1) Animal Control Officer (vacant)
(substitute for page 5 of recommended reductions)
.3
REVISED 6/30/97
BUDGET REDUCTION WORKSHEE1:
DEPI': Council Office FUND: General
..
PROGRAM/SERVICE REDUCTION:
F.liminate Admini~trative Assistant to the Council; hold Secretary vacant for
1997-98; add Adminiqrative 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 reorg;lni7.ation is $50,600.
Positions affected? .A.. yes _ no If yes, list positions:
(1) Admin. Assistant to the Council
(vacant)
(snbstitute for page 10 of recommended reductions)
1/
REVISED 6/25/97
JUlDGET REDUCTION WORKSlIEET
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? ..x.. yes _ no If yes, list positions:
Personnel Clerk I (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
(substitute for page 2S of recommended reductions)
5"
REVISED 6/30/97
BUDGET REDUCTION WORKSllEET
DEPr: Public Works - Admin;~tration FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate (1) Typist Clerk II
POTENTIAL COST SAVINGS:
$28,000
IMPACTS ON SERVICES:
..
PositioDS affected? .1 yes _ no If yes, list positions:
(1) Typist Clerk II (vacant)
(substitute for page 37 of recommended reductions)
1
REVISED 6/30/97
BUDGET 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? Jcs ..Lno
If yes, list positions:
(substitute for page 38 of recommended reductions)
,
OTHER OPTIONS
DEPT:CATV
F1JND: General
OPTION:
Do not transfer the estimated FY 1996-97 ending fund balance for CATV over to
EDA
POTENTIAL REVENUE:
$83,000
ffiGBLIGHTS:
The preliminary budget document has assumed the entire CATV operation is being
transferred to EDA. Accordingly, all liabilities (including vacation, sick, etc.
accruals for CATV staff), as well as all assets (including equipment and CATV
fund balance) will be transferred to EDA. If the Council chooses, the esrimatP.d
$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 ..L no
If yes, list positions:
II
.. OTHER OPTIONS
ITEM: City Hall Refinance
FUND: General
0Pl10N:
(see below)
POTENTIAL REVENUE:
$200,000
mGBLIGBTS:
The rcfiDancing 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 ...L no
If yes, list positions:
I~
CITY OF SAN BERNARDINO
INTEROmCE MEMORANDUM
FINANCE DEPARTMENT
TO:
FROM:
Mayor and Common Council ~
Barbara Pachon, Director of FinanCe_1);Jalh/tl"-"
MOTOR POOL BUDGET
SUWECT:
DATE:
June 30, 1997
COPIES:
Fred Wilson, City Adm;nl~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 Prelim;nary 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.
H the Counell 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 f
San
B ern a r din 0
Interoffice Memorandum
To: Fred Wilson, City Administrator
Fro.:
Barbara Dillon, Director of Personnel 59
Annie Ramos, Director of Parks, Recreation & Community
Services ~(L.. .
parks/Cemetery ConSOlidation
June 30, 1997
file
Su))ject:
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:
Otltion #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. Otltion #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.
Otltion #2
A second option is downgrading Cemetery Superintendent (U) to
a proposed classification of Cemetery Maintenance Supervisor,
as a classified, mid-management position, with a top step of
$3869 per month. This results in a salary reduction of $367
per month. Benefits are lower for a mid-management versus a
management position. The incumbent would report to the
Superintendent of Parks.
1.1-
~,
A job description for the'proposed position would combine some
duties of Cemetery Superintendent (U) with a Park Maintenance
Supervisor. Because the Cemetery Maintenance Supervisor will
be a classified position, the civil Service Board must approve
the job description and verify that the incumbent meets the
minimum qualifications.
Savinas. ODtion '2: $8,510 per year salary and benefits.
C..etery Superintendent
Salary
Benefits
$51,324
$12.559
. $63,883
C..etery Maintenanoe
Supervisor (proposed)
Salary ,.
Benefits
Savings
$46,428
8.945
$55,373
$ 8,510
The savinas benefits the CemeterY Fund alone. The Cem.eterv
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.
I~
Budget Benefits of the
Waste Disposal Agreement
Backaround Facts - Whv a Waste Disposal Aareement?
· City of San Bernardino has been using the County landfill system for many years.
. City now delivers approximately 200,000 tons per year.
· City is already a stakeholderlinvestor in the County landfill system.
The City is the County's biggest landfill customer. The County is doing the following to
manage and develop the landfill assets for its customers:
· County is planning for existing system liabilities, and needs waste flow revenue.
· County has (and is developing) 25 years of landfill capacity in the valley.
· County has determined that it can meet system costs by careful long .term budgetting.
· County solid waste system is financially viable and stable.
· County is evaluating County-provided transfer stations to provide better service.
Therefore, the County is suggesting long term contracts for use of its landfill system.
Maior Deal Points of the Waste Disposal Aareement:
Two versions of the agreement (WDA and PSA) being developed, with generally similar
concepts:
· City provides waste, County provides landfill disposal services.
· Term of agreement - being discussed - 10 to 25 years.
· Lower fee for use of landfills - being discussed - reduction of $3.00 per ton or more.
· Designated landfill - full knowledge of future conditions.
· Indemnification against potential .environmental liabilities.
. Assurance of Competitiveness
Negotiations are anticipated with at least 12 cities to finalize agreements.
Benefits to the Citv:
· City gets lower costs or a rebate check - estimate $600,000 per year.
· City gets assurance of landfill capacity at reasonable price.
· City gets protections - can terminate agreement if County can not stay competitive.
· Citizens see no cost increase - the $600,000 from the WDA/PSA offsets extra costs of
Refuse Division in paying for use of City Yards. .
Clarification: The WDA/PSA is not related to blue ribbon committee discussions of privatizing
the City Refuse Division.
Reauested Action: Continue to participate in WDA/PSA process.
Previously - t /- ~e-/2V/? 7
Previously - t /-4"/5"/17
Previously - t /- tJ ~D/17
Presentation to
tI/
t? 1 j;'/ 1t7
..
.l
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
Previously - t / _ ~v /2/' /9 7
Previously - t 1- t1"/~/97
. 1-_ orhJl ~ 7
Prev~ously - t '/ ~ '/"
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
-III
tJ Tj'/ /f7
REVISED 6/30/97
llUDGET REDUCTION WORKSEIEET
DEPr: Public Services - Right of Way FUND: General
PROGRAM/SERVICE REDUCTION:
Delete Lead Maintenance Worker and Maintenance Worker II positions
POTENTIAL COST SAVINGS:
$68,200
..
IMPACI'S ON SERVICES:
The Right-of-Way crew ~ould be shifted from a 7-dJJ.y to a 5-dJJ.y per week
operation.
Positions affected? ..x.. yes_ no H yes, list positions:
(1) Lead Maintenance Worker I (vacant)
(1) Maintenance Worker II (vacant)
(substitute for pages 30-32, 36)
{,
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CITY OF SAN BERNARDINO FIRE DEPARTMENT
INTEROFFICE MEMORANDUM
MEMO NO.
To:
Fred Wilson, City Administrator
Through:
Larry Pitzer, Fire Chief
From:
E. Guy Burdick, Fire Marshal
Subject:
Fire Prevention Positions and Fees
Date:
June 26, 1997
This memorandum addresses the issue of establishing fees for Fire and Life Safety plans
review. Currently, the Fire Department is limited to cost recovery fees for Fire Systems
plan review (sprinklers and alarm systems) based on the Uniform Building Code building
valuation fee schedule (see table I-A). We do not charge for general plans review
covering Fire and Life Safety requirements. The Planning and Building Department does
charge for general plan review relating to construction elements of the proposed
structure.
Six local Fire Departments were surveyed concerning plan checking fees (See Attached
Chart). All but one of the departments surveyed charge fees for fire system plans checks
based on the Job valuation table in the Uniform Building Code (see table I-A). Redlands
is the one exception that charges a recently adopted flat fee because of a fee survey done
by an outside consultant, $25 for residential to $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 $135 for commercial, for this type
of plan review and the other two do not charge.
Three of the six surveyed departments had a dedicated plan checker position in the
respective department.
It appears to be reasonable and justifiable to expect that a separate fee should be charged
for Fire and Life Safety plans review. Approximately 75% of a Fire Prevention Officer's
(FPO'S) time is occupied just for the plans checking portion of the job. This does not
include field inspections of the approved work or extraneous commitments such as
meetings or phone calls with architects and developers. The total time dedicated to Fire
and Life safety plans review approximates one full time FPO position. A full time FPO
for the first year has a total salary and benefit package of $41,760, annually.
Previously - . /- tJo/u If 7
Previously - . /_ tlvjiJ"h7
Previously - . 1- tl7/P13/f7
Ii/
t; 7fo/11
l
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.
.
General
Plan Check
for Fire/Life
CITY Safety
Colton Yes
Lorna Linda Yes
Ontario Yes"
Redlands Yes
Rialto Yes
Riverside Yes
San Bernardino Yes
Fees
Yes
Yes
No
Yes
No
Yes
No
.-
Amount
Char ed
25% + 5% for field ins actions
20%
No cha e
$25 Residential to $135 Commercial
No char e
9.1%
No charge
" Plans designated by the building department
CITY
Colton
Lorna Linda
Ontario
Redlands
Rialto
Riverside
San Bernardino
Technical
Plan Checks
for Fire
5 stems
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Amount
Char ed
UBC Table"
USC Table"
USC Table"
$25 Residential to $135 Commercial
UBC Table"
USC Table"
UBC Table"
"Table 1-A Building Permit Fees (1994 Uniform Building Code)
.
1994 UNIFORM BUILDING CODe
1-.\
TABLE 1.A-BUILDING PERMIT FEES
TOTAL VALUAnOH -
SI.00 to S500.00 S21.00
S501.00 10 S2.OOO.00 S21.00 for tile first S500.00 plus $2.75 for each Idditioaal
S 100.00. or fraaion thereof. to and including $2.000.00
S2.00I.00 to S25.OOO.00 S62.25 for Ibe.fint $2.000.00 plus SI2.50 for each Idditioaal
S 1.000.00. or frlcion tI1eteof. to and in~lnrl;"g $25.000.00
S25.00I.00 10 SSO.ooo.OO S349.75 fortlle fimS25.ooo.00plus S9.00 foradl
Idditioaal SI.ooo.oo. or ftaction tIIenot to and iDcIuding
S50.OOO.00
SSO.OOI.00 to SIOO.ooo.OO SS74.75 for tile first S50.OOO.00 plus $6.25 for each
additioaal SI.ooo.OO. or ftaction lhaeof. to and iDcIuding
SIOO.ooo.oo
Sloo.ool.oo to SSOO.OOO.OO S887.25 for tile lint S 100.000.00 plus SS.OO for each
Idditiollll SI.ooo.oo. or ftaction tIlereof. to and iDcluding
SSoo.ooo.oo
SSoo.ool.oo to SI.ooo.ooo.oo S2.887.25 for !be lint S5oo.ooo.oo plus 54.25 for each
Idditiollll SI.ooo.oo. or ftaction tIIereot to and iDcludiDg
SI.ooo.ooo.oo
SI.ooo.ool.oo and up S5.012.25 for tile lint SI.ooo.ooo.oo plus $2.75 for each
additiollll SI.ooo.00. or ftaction lhaeof
Other lDspectIonsll1lll Fea:
1. ~ODS outside of nonnal business hours ................................... 542.00 per hour"
(1IIIIIimam ~ houn)
2. Reinspection fees '..-uod IUIdcr provisions of
SectiOll 108.8 ............................................................ 542.00 per hour"
3. ~ons for wbicb no fee is specifically indicated ............................. 54200 per hour"
(mutimum cIwJe-one-ha1f hour)
4. Additioaal plan ",view requinod by changes. additions
01" ",visions to plans ....................................................... 54200 per hour"
(minimum c:Iwp one.ha1f hour)
5. For use of outside c:onsuJlaalS for pllll checking and
inspections. or both ......................................................... Actual COIlS"
"
'Or tile tolalltourly cost to !be Jurisdiction, whicl1ever IS the grcarest. This COlt sIIaIllnclude supervwOD, ovaltead,
equipment. hourly wages and fringe benefilS of the employees involved.
.. Actual coSIS iDclude admiDistrative and overhead COSIS.
\
':~ ""..
,
r
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 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.
.:f(I~rL 1A.h~ b(6J
Fred Wilson
City A~~ministrator
Previously - t /- ~t, //7/'1 7
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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
Other Options ..................................... . . .. 39
Summary of Reductions Included in the
Preliminary Budget .........:................................ 44
City Administrator ...................................... 45
City Anomey ......................................... 46
CATV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ., 50
Mayor's Office ........................................ 51
M.I.S. ............................................. 52
Motor Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 53
Risk Management ....................................... 54
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BUDGET REDUCTION WORKSHEET
DEPT: Animal Control
FUND: 124 Animal Control
PROGRAM/SERVICE REDUCTION:
Eliminate one (I) Anima1 Control Officer.
POTENTIAL COST SAVINGS:
$40,000
IMPACTS ON SERVICES:
Reduced stray animal control services, cruelty/abuse investigations, courtesy "no
charge" anima1 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? ..!... yes _ DO
If yes, list positions:
(1) .Animal Control Officer (filled)
5
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BUDGET REDUCTION WORKSHEET
DEPI': 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? ..L yes _ no
If yes, list positions:
(1) Typist Clerk II (vacant)
6
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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 rem~;n;ng two
inspectors. Account Clerk duties would be evenly divided among the rem~;ning
four Account Clerks.
Positions affected? .A.. yes _ no
If yes, list positions:
(1) Business Registration Inspector (filled)
(1) Account Clerk I (filled)
7
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BUDGET REDUCTION WORKSUEET
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 A.. no
H yes, list positions:
8
BUDGET REDUCTION WORKSHEET
DEPT: Code Compliance
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce expenditures for maintenance and operations, and contractual services;
reorganize weed abatement staff.
POTENTIAL COST SAVINGS:
$124,500
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 ill. 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? ..x. yes _ no
H yes, list positions:
(I) Weed Abatement Aide (vacant)
(I) Account Clerk I (vacant) reclassified to
Account Clerk ill
(I) Weed Abatement Aide reclassified to
Code Compliance Officer I (filled)
9
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BUDGET REDUCTION WORKSHEET
DEPT: 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? ..x.. yes _ no
If yes, Ust positions:
(1) Admin. Assistant to the Council
(vacant)
(1) Admin. Operations Supervisor (U)
(new)
(1) Secretary (will fill new position)
10
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BUDGET REDUCTION WORKSHEET
DEPT: 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
If yes, list positions:
11
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BUDGET REDUCTION WORKSHEET
DEPT: 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, 1(0).
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 ...x.. no
If yes, list positions:
12
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BUDGET REDUCTION WORKSHEET
DEn: 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? ..x.. yes_ no
If yes, list positions:
(1) Maintenance Carpenter (vacant)
13
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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? ..x.. yes _ no
If yes, list positions:
(1) Composer/Bindery Clerk (filled)
14
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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? .A.. yes _ no
H yes, list positions:
(1) Administrative Operations Supervisor II
(filled)
15
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BUDGET REDUCTION WORKSHEET
DEPl': 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 staffing for initial emergency response. The
fourth Firefighter is also used for other short term fill-ins, such as:
- Replacing on-duty fire investigators when they are needed;
- Replacing Haz-Mat Team members while they attend training;
- Cover for negotiations and other Union leave as required by the MOU;
- Cover for depositions and jury duty;
_ Temporarily replace on-duty Firefighters that need to leave duty because of
illness or injury.
Some increase in overtime has been factored in for those cases that off-duty
personnel will need to be called back to duty to perform the above functions. No
layoffs would result; the three personnel would be used as floaters to offset
overtime used from constant manning/minimum staffing coverage. (The increase
in cost for use of floaters has been factored into the net savings.)
Some of the savings from this reduction would be used to reestablish a Fire
Prevention Officer that was previously eliminated.
Positions affected? l yes _ no
If yes, list positions:
(3) Firefighter (filled)
(1) Fire Prevention Officer (created)
16
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BUDGET REDUCTION WORKSlIEET
DEPl': Fire
FUND: General
II
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, frrefighter safety,
and property loss.
Positions affected? ..K.. yes _ no
If yes, list positions:
(3) Firefighter (filled)
(3) Captain (filled)
(3) Fire Engineer (filled)
17
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~ =__;,1':;' '-''"'i'm~'')~:~~'_:'':
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.
BUDGET REDUCTION WORKSHEET
DEPT: 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 ...x.. DO
H yes, list positions:
18
II
'f'};''i,'''l'i~:~''''''rn........',~'';'''''''''-~'':''~''5i'
-~"
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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 _ DO
If yes, list positions:
19
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'''''":.'''.n':~,,:':',r'-'-'''''-
.
BUDGET REDUCTION WORKSHEET
DEFI': 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? ..x.. yes _ no
If yes, list positions:
(4) Park Maintenance Worker I
(3) vacant; (1) filled. (Vacancies contingent
upon move-up's to PMW II)
20
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.."~'';':~~~.'T
"
BUDGET REDUCTION WORKSHEET
DEPT: Parks, Recreation, and Community FUND: General
Services
PROGRAM/SERVICE REDUCTION:
Close Ca1 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
":?"",,,~~-c-,:W',..,;,lI'~,_
BUDGET REDUCTION WORKSHEET
DEPT: 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? ..!... yes _ no
If yes, list positions:
(1) Senior Recreation Supervisor (vacant)
22
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...,..'"".,,.--......
"'.",'1<"'~r~-,"-.
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? A.. yes _ no
If yes, list positions:
(1) Recreation Supervisor (vacant)
23
:;;,:+'(~'''',"'""'
-."'~:
BUDGET REDUCTION WORKSHEET
DEPT: 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? ...!... yes _ DO
If yes, list positions:
(1) Typist Clerk II (filled)
24
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BUDGET REDUCTION WORKSHEET
DEPr: 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
H yes, list positions:
Personnel Clerk II (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
25
BUDGET REDUCTION WORKSHEET
DEPT: Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate (1) 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? ..L yes _ no
If yes, list positions:
(1) Assistant Planner (vacant)
26
-- - -,- "" '< ,~.~_,,%"'~'/",:'~:''if',1i'1,{~_~,~ l1Rf~C
.' .
BUDGET REDUCTION WORKSHEET
DEPT: Planning and Building Services
FUND: General
PROGRAM/SERVICE REDUCTION:
Eliminate (1) Typist Clerk IT (Planning Division/Development Services).
POTENTIAL COST SAVINGS:
$25,300
IMPACTS ON SERVICES:
Deleting the Typist Clerk IT 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 flies 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? ...x.. yes _ no
If yes, list positions:
(1) Typist Clerk IT (vacant)
27
ff""
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~'
"
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 ..K.. no
H yes, list positions:
28
ft:,fil:, ~_w_,,,,,"~,,,,,..r::';Y";'T.~,+c'li ~;4'f"~~,1ti-:r-):cc~.!;,,,' --
,.
BUDGET REDUCTION WORKSHEET
DEPT: 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 l no
If yes, list positions:
29
-- - ''''''i}.~,,,!;!, '''''''"'7'~.~..~"",-,.'r
~'~7]":~}"'!;'~'" ,,---
-'
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? .x. yes _ no
If yes, list positions:
(1) Maintenance Worker II (vacant)
30
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-.:v'\.,.".,.,.,.....~
>;:t~'-'~'I'~')I:qft<
. .
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..x.. no
If yes, list positions:
31
. '~'?i~r~~_;''":ipT'''T'':~'3'
''''~''.~/:'''~fi''''' '.:' ,
-t:~:':'~~~",_i:;,
.r ..
BUDGET REDUCTION WORKSHEET
DEPT: 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? .x.. yes _ no
H yes, list positions:
(1) Heavy Equipment Operator (filled)
32
..... -':"!:";J'~T"'"'l'~::>': "'.~'i1'l'. '.~""'~'T"'-<::'~~~"~-
-.",~~~"'}t1'''''1l'''\"!-'<I:!'''\'_l:!~',_
BUDGET REDUCTION WORKSHEET
DEPT: 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 weeldy, 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? ...x.. yes _ no
If yes, list positions:
(1) Maintenance Supervisor downgraded to
Lead Worker (filled)
(4) Motor Sweeper Operators (f1l1ed)
33
00 ".', '; "".,~
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., .
BUDGET REDUCTION WORKSHEET
DEPT: 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? l yes _ no
If yes, list positions:
(1) Maintenance Worker II (shift to
Refuse)
34
r
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-':;""1l"l'~:"~'
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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,<100
IMPACTS ON SERVICES:
None.
Positions affected? _ yes ..x. no
If yes, list positions:
35
,.'"f~'
'''''''-'"","~'
BUDGET REDUCTION WORKSHEET
DEPT: 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 .A.. DO
If yes, list positions:
36
'C"";'-':'i"-'T'._."..,.'Y\""""""""'<'~:.':""
.'-',," "'.."..,..,'
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BUDGET REDUCTION WORKSHEET
DEPT: Public Works - Field Section
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate (1) 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? ..x. yes _ no
H yes, list positions:
(1) Constroction Inspector (filled)
37
T'..~"""1',..,
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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 ..x..no
If yes, list positions:
38
,- """"'''''~'~''',"' ~-"-"""""'-"""-"""__"'7--
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OTHER OPTIONS
DEPI':
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 ...!.. no
H yes, list positions:
39
r
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OTHER OPTIONS
DEPl':
FUND: General
OPTION:
Extend maturity date of 1989 bonds to reduce debt service payments.
POTENTIAL COST SAVINGS:
$110,000
mGHLIGHTS:
Extend the maturity date of the 1989 Bonds from September I, 2013, to the
maturity date of the Refunding Bonds of September I, 2022, for an annual debt
service reduction of $110,000 per year through 2013.
(Details were provided in the backup materials for the 6/2/97 Commission
agenda.)
Positions affected? _ yes ..x.. no
If yes, list positions:
40
.,.,
"'-''''''~''n'/iII'r
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.,
OTHER OPTIONS
DEPl':
FUND: General
OPTION:
Fund 9/1/97 bond payment with proceeds of the 1997 Refunding Bonds.
POTENTIAL COST SAVINGS:
$500, ()()()
mGHLIGHTS
(Details were provided in the backup materials for the 6/2/97 Commission
agenda.)
Positions affected? _ yes ..x. no
IT yes, list positions:
41
.~c ',' "~c,,'~.;r-"'1:~'B'-Z~\-i':;~f~"~:";'~\
.;
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 l DO
If yes, list positions:
42
.--~''''''Il''''~'c;:'" 'T~',r,.._~,~'?"''"''_'~':'''''';'__'
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OTHER OPTIONS
DEPT: Fire
FUND: General
OPTION:
Establish a fee for Fire Department plan review
POTENTIAL REVENUE:
$70,700
IDGlILIGHTS:
(Additional details will be provided via separate memo from the Fire Chief.)
Positions affected? _ yes l no
H yes, list positions:
43
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lJUDGEr REDUCTION WORKSIlEET
DEPl': City Adm;n;~trator's Office
FUND: General
PROGRAM/SERVICE REDUCTION:
Hold Assistant City Admin;~trator 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.
PositioDS affected? .L yes _ no
If yes, list positiODS:
(1) Assistant City Admini~trator (vacant)
45
,
. .
.
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~ no If yes, list positions:
Sr. Deputy City Attorney (vacant)
46
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BlJI)GET 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)
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BUDGET REDUCTION WORKSHEET
DEP1': 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
If yes, Ust positions:
48
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BUDGET REDUCTION WORKSHEET
DEPT: City Attorney
F1JND: General
PROGRAM/SERVICE REDUCTION:
Reduce outside attorney expenses.
POTENTIAL COST SAVINGS:
$40,700
IMPACTS ON SERVICES:
N/A
Positions affec:ted?_ yes ..L no
.
If yes, list positions:
49
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BUDGET REDUCTION WORKSHEET
DEPr: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 .x. no
If yes, list positions:
50
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BUDGET REDUCTION WORKSIlEET
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? --.JeJl ..x..no
If YeJl, list positions:
51
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:BUDGET _REDUCTION WORKSHEET
DEPT: 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? ...L yes _ no
If yes, list positions:
Intermediate Programmer (filled)
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BUDGET REDUCTION WORKSllEET
DEPI': Public Services - Fleet Division
FUND: Motor Pool
PROGRAM/SERVICE REDUCTION:
Reduce fleet maintenance, parts support, and lIrlmini~trative staff.
POTENTIAL COST SAVINGS:
$201,200
IMPACTS ON SERVICES:
_ Arlmini~trative support to the Division will be reduced by the downgrade of
the Admin. Operations Supervisor IT to Admin. Operations Supervisor I.
Upgrade of Typist Clerk IT to Account Clerk IT will allow this position to
absorb some financial duties.
_ Elimination of Lead Storekeeper will result in reduced support for "parts
room" functions, i.e., inventory control, ordering parts, parts issuance, etc.
_ Two Equipment Mechanic Supervisors would be eliminated, and one
Vehicle Maintenance Supervisor would be created. As a resu1t,
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? .L yes _ DO
H yes, list positions:
Admin. Operations Supervisor IT (filled)
Typist Clerk IT (filled)
Lead Storekeeper (f1lled)
(2) Equipment Mechanic Supervisor (filled)
Equipment Mechanic IT (vacant)
Equipment Mechanic I (filled)
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BUDGET REDUCTION WORKSHEET
DEYl': Risk Management
FUND: Liability Fund
PROGRAM/SERVICE REDUCTION:
Eliminate part-time contractual Liability Claims Specialist; reduce other expenses.
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 ..1. no
If yes, 6st positions:
54
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BUDGET REDUCTION WORKSIlEET
DEPT: Risk Management
FUND:Woue~' Com~~twn
PROGRAM/SERVICE REDUCTION:
Reduced miscellaneous operating ex~nses.
POTENTIAL COST SAVINGS:
$132,900
IMPACTS ON SERVICES:
Reduced use of outside investigato~ and implementation of medical cost controls
will result in significant savings. Staff will conduct the majority of investigations
in house, and only use outside investigato~ on highly specialized cases.
Staff will be handling the small litigated cases and appearing at the A~s
Board. This will reduce the cost of outside attorneys.
Positions affected? _ yes.A.. no
If yes, list positions:
55
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***NOTE:
:his document was not
~ts length If scanned due to
of this dO. you wish to see
cument pI a copy
records ease contact the
management staff.
City of San $ernardilU
San Bernardino Stadium - Opened August 26, 1996
Preliminary Budget
1997-1998