HomeMy WebLinkAbout01-Public Hearing Budget
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See page 31
Close Channel 3
H.
$490,000
$204,200
Annual savings:
Savings to end of FY:
Add back $25,000 to televise council Meetings only
Close City Hall One Day Per Week
Under 4/10 Plan
1.
See page 20-28
$23,212
$9,600
Annual savings:
savings to end of FY:
G
Eliminate Cellular Phones in Police Department
$31,000
$13,000
Annual savings:
savings to end of FY:
Restrict Other Cellular Phones to Emergency Use only
K.
$4,000
$1,700
. Annual savings:
Savings to end of FY:
L. Declare A Moratorium on Annexations - Thereby Reducing Real
property Division by One Position
$42,500
$17,700
Annual savings:
Savings to end of FY:
M. Declare A One Year Moratorium On Tree Trimming
$701,100
$366,800
Annual savings:
Savings to end of FY:
Q
Consider A 5% CUtback Across the Board for Civic & CUltural
Organizations FUnded by city
$15,000
$15,000
Annual savings:
savings to end of FY:
G
change Bi-weekly Payroll to Semi-monthly thereby Eliminating
Payroll Reserve See page 29
$133,000
$133,000
Annual savings:
Savings to end of FY:
G
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SAVINGS NOT IDENTIFIED BY DEPARTMENTS
Change Election Dates
Annual savings:
Savings to end of FY:
Savings next year:
See page 12-16
'$75,000
$0
$160,000
Eliminate city Hall Payments = Contingent Upon Refinance of
city Hall
Annual savings:
savings to end of FY:
$562,000
$562,000
Combine Street Lighting & Traffic Signals - Eliminate One
supervisor's Position
Management
Annual savings:
Savings to end of FY:
Eliminate Facilities
Restructure Department
Annual savings:
Savings to end of FY:
$60,800
$25,300
Director
Position
and
$83,400* (salaries & benefits)
$38,933
*Reduced by $10,000 for restructuring
Close Branch Libraries
Annual savings:
Savings to end of FY:
Close All Recreation Centers
Annual savings:
savings to end of FY:
See page 17
$613,700
$255,700
See page 17
$1,128,095
$470,400
Close City Hall During Christmas with Employees using Vacation
Time See page 18-19
Annual savings:
savings to end of FY:
$23,000
$0
H.
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Close Channel 3
Annual savings:
Savings to end of FY:
- -
"1 I
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See page 31
$490,000
$204,200
Add back $25,000 to televise Council Meetings only
Close city Hall One Day Per Week
Under 4/10 Plan
Annual savings:
savings to end of FY:
See page 20-28
$23,212
$9,600
Eliminate Cellular Phones in Police Department
Annual savings:
Savings to end of FY:
$31,000
$13,000
Restrict Other Cellular Phones to Emergency Use Only
Annual savings:
savings to end of FY:
$4,000
$1,700
L. Declare A Moratorium on Annexations - Thereby Reducing Real
Property Division by One Position
Annual savings:
savings to end of FY:
$42,500
$17,700
M. Declare A One Year Moratorium On Tree Trimming
Q
G
Annual savings:
savings to end of FY:
$701,100
$366,800
Consider A 5t Cutback Across the Board for Civic & CUltural
organizations Funded by City
Annual savings:
savings to end of FY:
$15,000
$15,000
Change Bi-weekly Payroll to semi-monthly thereby Eliminating
Payroll Reserve See page 29
Annual savings:
Savings to end of FY:
$133,000
$133,000
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REVENUES NOT IDENTIFIED BY DEPARTMENTS
Entertainment Tax
See page 31
Annual revenues:
Revenue to end of FY:
$683,000
$227,666
Refuse Administration Fees
See page 32
Annual revenues:
Revenue to end of FY:
$495,000
$495,000 (if charged back)
1% Increase in utility Tax
Annual revenues:
Revenue to end of FY:
$1,760,000
$586,666
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CHARGEBACKS TO ECONOMIC DEVELOPMENT AGENCY
NOT IDENTIFIED BY DEPARTMENTS
I
Transfer Carousel Mall Maintenance to
Economic Development Agency
See page 34-38
Annual savings:
Savings to end of FY:
$785,339
$785,339
j
Economic Development Agency pay for Mall Security
Annual savings:
Savings to end of FY:
$322,657
$322,657
Economic Development Agency pay for Fire station & Library Payment
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Annual savings: $885,081
Savings to end of FY: $885,081
j Economic Development Agency pay for Convention & Visitors Bureau -
Thereby tranSferring transient occupancy tax funds to the General
Fund
Annual savings:
savings to end of FY:
$260,000
$108,333
Total Annual Chargebacks:
$2,253,077
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SALE OF ASSETS (ONE TIME CASH INFUSIONS WITH TIMING
DEPENDENT UPON ABILITY TO COMPLETE THE SJl.T.F.l
Sell Property Targeted for cemetery Expansion
to Economic Development Aqency See paqe 40-45
Sale price:
$496,000
.,~ See paqe 46
~~ $6,000,000
Sell Patton Park Land
Sale price:
~ Sell Police station to Economic Development Aqency
32,000 square feet
Value unknown without appraisal
D.
E.
Sell Street Liqhts to Edison company
See paqe 47-54
Sale price:
$1.2 million
Sell Miscellaneous City Parcels
See attached memo from Gene Klatt
. See paqe 55-60
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REVENUES NOT IDENTIFIED BY DEPARTMENTS
Entertainment Tax See page 31
Annual revenues: $683,000
Revenue to end of FY: $227,666.
Refuse Administration Fees See page 32_
Annual revenues: $495,000
Revenue to end of FY: $495,000 (if charged back)
1% Increase in utility Tax
Annual revenues: $1,760,000
Revenue to end of FY: $586,666
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CHARGEBACKS TO ECONOMIC DEVELOPMENT AGENCY
NOT IDENTIFIED BY DEPARTMENTS
I
Transfer Carousel Mall Maintenance to
Economic Development Agency
See page 34-38.'
Annual savings:
Savings to end of FY:
$785,339
$785,339
j
Economic Development Agency pay for Mall Security
Annual savings:
Savings to end of FY:
$322,657
$322,657
Economic Development Agency pay for Fire station & Library Payment
-{\A
Annual savings: $885,081
Savings to end of FY: $885,081
j Economic Development Agency pay for Convention & Visitors Bureau -
Thereby transferring transient occupancy tax funds to the General
Fund
Annual savings:
Savings to end of FY:
$260,000
$108,333
Total Annual Chargebacks:
$2,253,077
B.
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SALE OF ASSETS (ONE TIME CASH INFUSIONS WITH TIMING
DEPENDENT UPON ABILITY TO COMPLETE THE SALE).
Sell Property Targeted for Cemetery Expansion
to Economic Development Agency See page 40~45
Sale price:
$496,000
.,~ See page 46
rfvD~ $6,000,000
Sell Patton Park Land
o Sell
D.
E.
Sale price:
Police Station to Economic Development Agency
32,000 square feet
Value unknown without appraisal
Sell Street Lights to Edison Company
See page 47~54
Sale price:
$1. 2 million
Sell Miscellaneous City Parcels
. See page 55-60
See attached memo from Gene Klatt
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OPTIONS FOR POLICE DEPARTMENT
Have Economic Development Agency pay for Mall security In order-to
reduce cuts in Police Department
Annual savings:
Savings to end of FY:
$322,657
$322,657
Sell Existing police station to Economic Development Agency
sq. footage = 32,000
Value per sq. foot unknown without appraisal
Pay for Cellular Phones in Police Department through asset
forfeiture funds (These funds were used to purchase phones.)
Annual savings:
Savings to end of FY:
$31,000
$13,000
Reduce Number of captains and/or Lieutenants
Salary & Benefits = captain
Annual savings: $101,945
. Savings to end of FY: $ 42,477
Salary & Benefits = Lieutenant
Annual savings: $87,573
Savings to end of FY: $36,488
Use funds set aside for MDT's ($500,000) to reduce cuts in Police
Department (One time solution because there will be no MDT money in
the future.)
Funds available:
$500,000
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PROPOSID DIPARTMIHT BUDGIT CUTS
1991-92 FISCAL YIAB
(RIVISED AS OF 1-2-92)
VACA!lT
FIT POS INC LISS NIT (UNFAVOBABLI)
POS IN TOTAL CUTS APPLICABLI TOTAL CUTS 5 PDCINT FAVOBABLI
CUT CUT PII DIPT PAYOFF PII DIPT CUT VARIANCI
-------------------------------------------------------------------------------
IlAYOR 1 1 32,042 32,042 2S,244 3,79S
COIlIlllN COUNCIL 0 0 15,019 15,019 16,559 (1,540)
CI TY CLlU: 1 1 39,263 39,263 39,264 (1)
CITY TRIASUBlR 0 0 0 0 7S0 (780)
CITY ATTOBNIY 0 0 83,475 83.415 83,475 (0)
NON-DIPARTMIHTAL 0 0 90,000 90,000 198,265 (10S,265)
CITY ADHINISTBATOR 0.5 0 28,800 28,800 27,S75 925
CIVIL SIIVICI 0 0 12,58~ 12,5S7 13,959 (1,372)
PIRSONNIL 0 0 20,500 5 20,500 20.501 (7)
FINANCI 2 1 80,541 ",9' 80,541 73,676 6,S65
PLAIlIlING . BUILDING SIIVIC 5 1 lU,3~IO 12,985 109,315 124,707 (15,392)
FIll 24 'l:f>-I~ 688.561 110,541 576,026 688,436 (110,410)
POLICE 31 0...11 1,144.954 38,930 1.106.024 1.258.714 (152,750)
ENGINEIIING 3.5 1 198,289 1111~t 537 197,752 175,051 22,701
FACILITIIS IlANAGIMINT 5.5 2 216,32l/VV"} (9,884 166,437 185,907 (19,470)
PARK. REe . COMK Bves 7 1 299,280 IIS'l'/ 3,332 285 ,948 299,279 (13,331)
STRUT 7 6 199 ,644 2,049 197,595 237,944 (40,349)
RISK IlANAGEKJINT 2 0 49,919 .I/PII~ 3,805 46,114 35,540 10,574
-------------------------------------------------------------------------------
TOTAL GENIBAL FUND 89.5 39.0 3,319,501 232,063 3.087.438 3,506,242 (418,804)
LIBRARY FUND 5 3 150,000 3,267 146,733 151,019 (4,286)
CIMlTEBY FUND 1 0 14,893 266 14,627 14,110 517
CARLI TUIVISION FUND 0 0 24,500 24,500 24,500 0
ANlllAL CONTROL FUND 1 1 36,69S 36,696 35 611 J~ VI (., 1 085
TELEPHONE SUPPORT FUND 0 0 51,500 57,500 41:170S1:J)i\S:730
HOTOR POOL FUND 1 1 22,371 25,761 (3,396) 162,194 (165,590)
DATA PllOCISSING FUND 0 0 40,800 40,800 51,021 ",YiKJ (10,221)
-------------------------------------------------------------------------------
TOTAL ALL FUNDS 97.5 44.0 3,666,Z61 2S1,363 3,404,898 3,986,468 (581,570)
=====a=====================================================:===================
(1)
(1) INCLUDES POSITION6 WHICH ARE VACANT OR WILL BECOHB
VACANT THROUGH NOIKAL ATTRITION (TOTAL ACTUAL LAYOFFS -
53.5 )
TOTAL GENlBAL FUND CUTS NECESSARY
DUE TO PBOJECTED 6/30/92 DEFICITS
6,31S,900
TOTAL GINIHAL FUND CUTS IDENTIFIED
3,087,438
OTHEB FUND CUTS WHICH WILL BINEFIT GENIHAL FUND(LIB . A/C)
183,429
NECESSARY CUTS WHICH BEKAIN UNIDENTIFIED
3,048,033
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ACTIONS WHICH MUST PRECEDE CHANGES IN SALARIES OR BENEFITS
The followin<;J defines action necessary to make changes
employee salaries/benefits:
Salary reductions across the board:
Management/Confidential
Mid-Management
General
Fire Safety
Police Safety
Fire Management
Police Management
Reduction in benefits:
Management/Confidential
Mid-Management and General
Fire and Police Safety
Fire and Police Mgt.
Holiday Time without pay:
Same as salary reductions
Reduction in force:
in
- Unilateral Council Action
- Meet and Confer
- Meet and Confer
- Charter Change
- Charter Change
- Charter Change
- Charter Change
- Unilateral Council Action
- Re-open and amend MOU
- Re-open and amend MOU
- Unilateral Council Action
Classified (Civil Service protected) Council action with
reductions implemented through Civil Service Rules
Unclassified: Council action
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LIST OF GENERAL FUND SERVICES
THAT CAN BE CONTRACTED
(Information requested by Ways and Means - we have no cost
estimates at this time).
External Services (Services to Public)
*+ 1.
* + 2.
*
3.
* + 4.
5.
6.
7.
+ 8.
+ 9.
10.
11.
12.
Plan Check. (pass through)
Building Inspection. (pass through)
Engineering inspections.
(pass through on private
developments)
Various other Planning Services. (pass through)
Tree trimming.
Paramedic.
Police.
Animal Control.
Elections.
Park Maintenance.
Street Repair.
All construction projects.
INTERNAL SERVICES
+ 1.
Garage.
2. Fire Garage.
3. M.I.S.
4. Cable TV.
+ 5.
Custodial Service.
6. Security services on City buildings.
7. Engineering design for public works projects.
* Indicates increase in costs can be passed on to user.
+ Have studied or tried in past.
.
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C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE
DATE:
January 2, 1992
FROM:
Honorable Mayor and Common Council
r.\..::...-
Peggy Duce~ I~
Employee Comparison of Police Departments
TO:
SUBJECT:
COPIES:
----------------------------------------------------------------
In an effort to review staffing levels in various city departments,
a comparison of police department employees was done for sixteen
cities. The cities chosen were those used for the recent Police
Department salary survey. Each police department was called and
asked for a breakdown of civilian and sworn employees, number of
sworn employees by rank, department budget, and city population.
It was also requested that departments send their budget documents
to verify figures given over the phone.
An average was calculated for all cities in the survey, which is
the first column in the chart. San Bernardino is listed beside the
average, then each city is listed in descending population order.
It should be noted that Santa Clarita is the only city in the
survey which contracts with the County for police service.
As compared to other cities, San Bernardino has a very strong ratio
of police officers to citizens. The average is one sworn officer
for every 747 citizens. However, San Bernardino has one officer
for every 605 citizens. When comparing population to total police
employees, the average drops to one employee for every 513
citizens. San Bernardino again has strong coverage, with one
police department employee for every 384 citizens.
A comparison was also done of police department management
personnel to line personnel. For all cities, the average is one
sergeant supervises 6.64 detectives or police officers. San
Bernardino has one sergeant for every 5.51 officers. A comparison
was also done of sergeants to all non-management employees, since
in some cases, sergeants supervise civilians. The average was one
sergeant for every 10.58 non-management employees, while San
Bernardino has one sergeant for every 9.51 non-management
employees.
San Bernardino has civilianized at a higher rate than many cities,
at 36.53%, while the average is only 31.75%. Finally, the cost per
capita to operate the city's Police Department was $170.19, while
the average was $156.14.
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/JUDGET REDUCTIQ~
A
Eliminate one Lieutenant
46,888
Eliminate two Records Clerks
32,714
No change
M.E. T.. SMASH:
No change
Traffic..;.
Eliminate 30 Crossing Guards 86,398
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o
Transfer Traffic Officers to Patrol 0
Eliminate Traffic Administration
one Lieutenant, one Sergeant
and one. Typist Clerk 103,699
Revenue + 113,820
~
Eliminate part-time salarie,s
37,455
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Eliminate Svcs. Administrator
Eliminate Records Clerk "
75,718
17,585
42,430
Eliminate one Sergeant
l!JI.cMl.nnel & Training,;,
Eliminate Training Overtime 59,323
Eliminate Reserve Officer Stipend 39, 130
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I~RNAL/EXTERNAL POLICE -"..
PER1,JNEL
BY
DIVISION
DIVISION/ Authorized Existing Inside outside
POSITIONS Building Building
Administration
P-7 1 1 1
P-6 1 1 1
P-4
Res./Devel./Insp. 1 1 1
P-3
Internal Affairs 1 1 1
P-2
Internal Affairs 1 1 1
Secretary 1 1 1
Patrol
P-5 1 1 1
P-4
Area Commander 3 3 3
station Command 4 4 4
P-3 25 22 25
P-2
Training Off. 17 19 17
P-1 126 118 126
CSR II
CSR I
Desk 10 9 10
Field 14 12 14
Equipment Maint. 1 1 1
Secretary 1 1 1
Records Clerk I 8 0 8
Services
P-5 1 1 1
P-4
Personnel/Trng.
& Comm. Programs 1 1 1
P-3
Commun. Programs 1 1 1
Mall 1 1 1
P-2
Commun. programs
(Police Acad.) .1 1 1
P-1
Commun. Programs
(DARE) 3 3 3
Mall 1 1 1
Records Mgr. 1 1 1
Senior Secretary 1 1 1
communication Supv. 1 1 1
DisJ?atch Superv. 5 5 5
Sen10r Dispatcher 4 4 4
DispatcherI/II 21 18 21
Crime Analyst 1 1 1
Rangemaster 1 1 1
PRC II 6 5 6
PRC I
Records 24 24
Transcription 5 5 5
ADDENDUM NO. 3
r'.' ' ,
l..- ,,)
Typist Clerk III
oispatch 1 1 1
Crime Analysis 2 2 2
Personnel/Trng. 2 2 2
Typist Clerk II
Commun. Programs 1 1 1
Telephone Operator 1 1 1
Account Clerk II 2 2 2
CSR III 1 0 1
CSR II
Personnel/Trng.
Reserve Coord. 1 1 1
Recruiter 1 1 1
Background Inv. 1 1 1
Commun. Programs
P.LO. 1 1 1
Crime Prevent. 2 1 2
Services Administr. 1 0 1
Investigations
P-5 1 1 1
P-4
Investigations 1 1 1
H.E.T./Traffic/IO 1 1 1
Vice/Narcotics 1 1 1
P-3
Traffic 1 1 1
H.E.T. 1 1 1
Vice 1 1 1
Narcotics 3 3 3
Investigations 4 4 4
10 1 1 1
P-2
Traffic 1 1 1
H.E.T. 1 1 1
Vice 2 2 2
Narcotics 5 5 5
Investigations 26 23 26
Intelligence 1 1 1
P-1
Traffic 9 9 9
H.E.T. 7 7 7
Narcotics 12 12 12
CSR II
Traffic 8 3 1 7
Vice 1 1 1
Narcotics 3 1 3
Investigations 4 3 4
10 Tech 10 10 10
Property Clerk 1 1 1
Property Assistant 1 1 1
Clerk T~pist II 1 1 1
Traff~c
Investigations 4 3 4
Secretary 1 1 1
stenogral?her 1
Narcot~cs 1 1
Vice 1 1 1
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~~POSED POLI~~ REDUCTIONS :,)
POSITION
,
I
Classification
Authorized positions Proposed Reductions
P-7
P-6
P-5
P-4 12
delete Research/Dev/Insp
and M.E.T./Traffic/ID
P-3 39
delete M.E.T.: Traffic:
and, Community Programs
P-2
delete from DARE/Jr.
Police Acad. and MET
P-1 158
delete (9) Traffic P-1:
delete (1) Vice/Narc.:
delete (6) MET
CSR I!
CSR I
Services Administrator
Records Manager
Communications Supervisor
Crime Analyst
Dispatch Supervisor
Senior Dispatcher
Dispatcher I/I!
Record Clerk II
delete from Records
Record Clerk Trn/I
delete from Patrol Div.
comm. servo offices
Typist Clerk III
Typist Clerk II 6
delete Investigation Div.
receptionist
Telephone operator
Account Clerk II
Senior Secretary
Secretary
1 0
1 0
3 0
2
3 .;{ 4W::e/~
55
2 LZ{i~a42-C
16 d 4iic4d
23 0
23 0
1 1 ?Gea/ZC
1 0
1 0
1 0
5 0
4 0
21 0
'7 /' -C
6 1 /~/('a/J
38 5 '11Zea?d
5
o
1
1
2
o
o
o
o
2
2
Addendum Jl2
stenographer C 2
Fleet Maintenacne Expeditor 1
ID Technicians
Property Technician
Property Assistant
Rangemaster
Crossing Guards
,
I
:)
10
1
1
1
85
.5'"/..1.
o
o
o
o
o
o
85
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_ - J t/Aro..>
51
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ae4Ct4; Jrtf
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-
o
o
C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
CITY CLERK'S OFFICE
DATE: January 7, 1992
TO: Shauna Clark, City Administrator
FROM: Rachel Krasney, City Clerk
SUBJECT: List of Council requests regarding the City's budget.
COPIES:
--------------------------------------------------------------
The following is a list of requests made by the Mayor and
Council at their meeting of January 7, 1992 regarding the City's
budget review:
Council Member Minor requested that Assistant City
Administrator Ducey obtain additional information from other
cities in the comparison for the Police Department on the number
of calls for services, 24-hrs service, crime rate, response time;
the make up of other fire stations; a list of ratings of City's
calls; and the percentage of employees on patrol.
Council Member Estrada requested that City Administrator
Clark go back and prepare recommendations for cuts and present
these recommendations to the Mayor and Council for review.
Council Member Reilly requested information on the crossing
guard program. If the program is eliminated, would the City
School District have the option of hiring crossing guards and
billing the City for the costs.
Council Member Minor suggested that a cap or sunset clause
be placed on the utility tax increase.
Council Member Minor requested information from Sr.
Assistant City Attorney Barlow regarding legalities of imposing
an additional entertainment tax and whether or not this action
would result in a lawsuit against the City. He requested that
this information be brought back at the next budget meeting.
Mayor Holcomb requested that a specific briefing paper be
prepared on motorcycle officers: 1) costs; 2) revenue; 3)
potential for high workmen's compensation claim; 4) other
functions that maybe performed by the motorcycle officers
relating to criminal arrests as opposed to vehicle violators.
,
Council Member Minor requested that information be included
in the briefying paper on motocycles that if the City eliminate
this program will the City have to increase the number of patrol
cars.
~
Council Me~r Miller requested that, a~st of priorities be
prepared of the recommended cuts.
Council Member Reilly requested a break down of the costs to
broadcast the Mayor and Council meetings on Channel 3.
Council Member Estrada requested information of what the
exact impact will be on special project areas by using RDA monies
to offset the City's budget crisis.
City Treasurer Kennedy recommended that all City employees
have their paychecks automatically deposited into their bank.
Council Member Miller requested information regarding animal
control services in the cities of Rialto, Colton, and Fontana.
Rachel Krasney
City Clerk '
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CONfIDt:NTIi\L
CITY OF SAN BERNARDINO
INTEROFFICE MEKORAHDOK
TO: SHAUNA CLARK, CITY ADMINISTRATOR
FROM: ANDREW GREEN, DIRECTOR OF FINANCE
SUBJECT: 1991-92 PROJECTED DEFICIT
DATE: JANUARY 2, 1992
COPIES: DAVID REID, ASSISTANT DIRECTOR OF FINANCE; MARTY ROMEO,
INTERNAL AUDITOR/BUDGET OFFICER
Based upon the revenue trends as of November 1991, net General Fund
revenues are estimated to be approximately $6.3 million short of
the original estimate. This $6.3 million shortfall consists
primarily of an anticipated sales tax shortfall of approximately
$5.8 million. At the time that the original 1991/92 revenue
estimates were prepared, the state and other economists were
optimistic that the recessionary trend would improve by December
1991. Based upon these and other factors the sales tax estimate
was prepared. As of the November collections however, it is obvious
that the economic down turn shows no immediate sign of waning.
Complete Sales Tax information for the Christmas quarter will not
be available until late January or early February, however
indications are not promising.
In addition to the anticipated General Fund shortfall, the city
must also deal with anticipated deficits due to unfunded
liabilities in the Internal service funds. The unaudited
accumulated Internal service funds deficit for 1990/91 was
$13,028,930. This unaudited amount doesn't include the reserves
which will be necessary as of June 30, 1991. This amount will be
provided by the external auditors with the 1990-91 financial
statements. It is anticipated that with the inclusion of the 1990-
91 reserves, the total accumulated Internal Service funds deficit
will exceed that of 1989-90.
The combined anticipated General Fund and existing Internal Service
funds deficits are in excess of $19,347,000 million. It is time to
take drastic steps to head off the potential shortfall which will
result if current trends continue.
I have attached charts (Internal Service Fund Deficit Activity;
Revenue Analysis) which compare Internal Service fund deficits to
the prior year and identify the components of the estimated $6.3
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million General Fund shortfall.
Due to the fact that claims experience fluctuates so greatly from
year to year, a comparison of actual claims activity would not be
a true indicator for trend establishment. Therefore, claim
expenditures are excluded from the attached Internal Service Fund
Deficit chart.
In the Revenue Analysis chart, the percentage of the total 1990/91
revenue which was collected as of November 1990, was compared to
the percentage collected as of November 1991. Assuming that the
prior year trend continues, November 1991 collections were short of
where they should be by approximately $2.9 million or 12.1%.
Applying this current trend to the remaining months of the fiscal
year would result in an approximate $7 million shortfall by June
30, 1992. However, there are other funds which effect the General
Fund where windfalls are anticipated. Applying these anticipated
windfalls to the anticipated General Fund shortfall results in the
estimated $6.3 million net year end General Fund shortfall.
I must emphasize that this $6.3 million year end shortfall is an
estimate based upon trends through November 1991. As actual
revenues are collected and compared to the prior year, trend facts
will change. As the trend facts change so will the year end result
which is based upon these trend facts.
The city is facing a very bleak financial future and only by taking
drastic steps now can an even more disastrous financial future be
avoided.
O~d~
Andrew Green
Director of Finance
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C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
CITY ADMINISTRATOR'S OFFICE RECEfVcQ..r"r ,(, _
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DATE:
December 27, 1991
'91 or/, 27
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TO: Division/Department Heads
FROM: Shauna Clark, City Administrator
SUBJECT: Budget Editorial
COPIES: Mayor and Common Council
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This is a response to the editorial that was published in The Sun.
Please share this with your employees because it explains the
City's current budget problems.
K
city Administrator
SC/sc
Att: 5
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CITY OF
San Bernardino
OFFICE OF THE CITY ADMINISTRATOR
SHAUNA CLARK
CITY ADMINtSTRATOR
December 27, 1991
Mr. Richard S. Kimball
Editorial Page Editor
The Sun
399 North "0" Street
San Bernardino, CA 92401
Dear Editorial Board:
Thank you for your editorial "Act now on budget woes: San
Bernardino's fiscal crisis calls for urgent decisions on services,
jObs." As City Administrator, I could not be more in agreement
that the latest shortfall requires immediate attention. However,
the editorial might lead Sun readers to believe that San Bernardino
has been ignoring budget woes. Not so!
In October 1990, three months after adoption of the 1990-91 budget,
San Bernardino was hit with state legislation that allowed counties
to charge cities for booking prisoners. Additionally, the City
lost other revenues from the state due to the state's inability to
cut its own budget.
The Mayor and Council responded immediately through a budget
cutting process that eliminated approximately 37 positions and cut
programs, thus avoiding a $2.9 million shortfall.
At the beginning of this. fiscal year, July 91, the Mayor and
Council adopted a lean budget, set aside a reserve, and remained
true to their plan to pay back an inherited $15,000,000 deficit.
In addition, San Bernardino's policy makers imposed a hiring freeze
that covered every general fund department except police.
The latest budget "woes" occurred when San Bernardino received its
quarterly sales taxes from the State of california. Sales tax
revenues were budgeted on the basis of projections made by the
state in March, 1991. However, the actual taxes are received with
a great deal of lag time between projection and collection and
indicated an unprecedented downturn in retail sales.
300 NORTH 0 STREET SAN BERNARDINO
CALIFORNIA 92418 OOOt 714/384.5122
PRIDE -I
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Upon receipt of the actual data, the Finance Director reported that
if present downward trends were to remain consistent, San
Bernardino would experience a $5.7 million shortfall in sales taxes
by the end of this budget year; a shortfall, which if not
addressed, would increase the existing deficit to $20,000,000.
Prior to receiving the sales tax information and issuing the "bad
news" memo, this office had issued a memo (attached) requesting
each department to prepare a contingency plan for 3-5% budget
reductions with an emphasis on program cuts. The editorial points
out the answer will be more complicated than cutting X percent
across the board and the city should prioritize essential services
for cuts. A 5% across the board amounts to less than $3.5 million.
Our need by July 1 is to save over $6,000,000 and that is why
departments were instructed to submit a list of all programs and to
emphasize program cuts.
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Another ~ editorial, published December 22 and written by Jim
Specht, reported on a poll which confirmed that "Californians were
violently opposed to higher taxes, but can't imagine cutting
services". He encouraged the public to recognize that: "The
bottom line is that we are probably facing cuts in everything, if
the state is going to get by".
Every city official recognizes the need to preserve essential
services such as police and fire but that does not mean that each
of those departments does not have areas of operation within them
that could be cut without reducing essential service delivery to
the public. For example, patrol is probably the most essential
service in the Police Department, but the department provides a
myriad of other services that can be looked at in order to preserve
more funds to operate patrol.
Yes, as the Sun pointed out, San Bernardino may be in better shape
than surrounding cities. That is because San Bernardino has
addressed its budget problems as they have arisen.
On January 6, 1992, the Mayor and Council will set a date for the
budget hearings on the latest round of cuts. The participation of
the public is encouraged and appreciated. The hearings will be
televised on Channel 3 for the benefit of those who cannot attend.
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Sincerely,
~
city Administrator
SC/sc
cc: Mayor and Common Council
Division/Department Heads
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INTEROFFICE MEMORANDUM
TO: ALL DEPARTMENT AND DIVISION HEADS
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FROM: SHAUNA CLARX, CITY ADMIN:ISTRATOR
SUBJECT: RECOMMENDATIONS FOR POTENTIAL BUDGET CUTS
DATI: NOVEMBER 8, 1991
I have examined the monthly financial - report provided by the
Finance Department. In that report Andy Green, Director of
Finance, e.timate. that the deficit in the Gen.ra1 Fund, due to
rev.nue .hortfa11s, will get even worse a. the year progr......
As of October the revenue shortfall in the General Fund alone
amounts to approximately $2.6 million. In addition the existing
salary trend on salary savings may not be enough to support the
required $1.5 million necessary to balance the General Fund budget.
As a result of these factors, I have decided to have the Budget
COllllllittee prepare a continaencv plan of budget cuts to be looked at
with the midyear budget review. The Budget COllllllittee has
recollllllended a 5% decrease in existing budget levels.
In order to develop a plan of action to offset these anticipated
shortfalls, you are requested to examine your budget and recOllllllend
where a 3% and 5% reduction in your operation could take place. In
reviewing your department, keep in mind that the emphasis should be
placed on deletion of programs not across the board reductions.
Your recollllllendations should include the program function, materials
services and supplies, equipment and any personnel involved with
the program. This method will allow the remaining parts of your
operation to continue to function at existing levels.
I must emphasize that this is being requested as a part of the
midyear budget analysis. The information will be evaluated at that
time to deteraine how much will be implemented. Please provide
this infora&tion to Fred Wilson, Assistant City Administrator, DQ
later than December 17. Departments who have not responded by the
December 17th deadline will have their departments examined by the
Budget COllllllittee relying upon existing data. The Budget COllllllittee
will then prepare recollllllendations as to where the nonresponding
department's budget could be reduced.
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Your assistance a~ cooperation is vital to ensure an accurate and
fair midyear Dudqet analysis. Please follow the attached outline
when'developin9 your responses.
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city Administrator
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