HomeMy WebLinkAbout02-City Manager
CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
INTEROFFICE MEMORANDUM
TO:
Mayor and Common Council
(
FROM:
Mark F. Weinberg, Interim City Mana
SUBJECT:
Updated Budget Strategy
DATE:
February 12, 2009
COPIES:
Department Directors
At the conclusion of the City Manager's Budget ReportlWorkshop on February 2, 2009,
the Mayor and Common Council authorized the City Manager to take the necessary
preliminary steps to reduce City Hall operating hours and the size of the City's workforce
in an effort to address the City's deepening fiscal crisis. Affected employees have been
properly noticed regarding the proposed schedule change and necessary steps to
proceed have been taken.
In preparation for the Friday closures, it was necessary to synchronize the day off for
those employees on a 9/80 work schedule. Currently, for FLSA purposes, 9/80 time-
reporting splits the pay period at mid-day on Fridays (4 hours into the employees' work
day). To accomplish the transition to the new synchronized work schedule it is
necessary to close City Hall and send employees home at 11 :30 am on February 13,
2009. This one-time half day closure allows us to place employees on the same 4-9
schedule without incurring FLSA overtime.
The synchronized schedule permits the MCC to implement City Hall Friday closures as
early as February 27,2009 to maximize projected savings.
As of February 10, 2009, one-hundred of the anticipated 175 layoff notices have been
issued by the Civil Service Examiner, who had three remaining departments to process.
The layoff noticing process is a complex one that requires close review of employee
hiring, assignment and promotion records, and which bestows certain rights, such as
"bumping", which can increase notifications geometrically.
The cornerstone of Staff's recommended strategy to address its anticipated $9 million
deficit for this year, as well as the projected $19.8 million deficit in FY 2009-2010, has
been employee wage or benefit concessions equivalent to 10% of base salary.
Reducing the work week to 36 hours for non-safety employees achieves this savings.
Similarly, employee concession discussions with safety groups were undertaken in
earnest to produce the same percentage savings, substituting compensatory time in lieu
of a reduced workweek.
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Thankfully, our General and Middle-Management units overwhelmingly voted to
participate in the 10% work week reduction. As of this writing, the vote by our
ManagemenUConfidential/Unclassified employees is not yet complete, but thus far is
unanimous in support of the proposal. We must recognize and commend these
employees for their personal sacrifices and willingness to work together for the greater
good of their fellow employees, and also of the community we serve. On Tuesday's
agenda, resolutions will be brought forward for your consideration that will implement
these 10% work week reductions (distributed separately from this packet).
Though not intended as a forum to address other compensation or working conditions,
staff agreed to recommend a proposal to the MCC which included a number of no-cost,
or minimal cost provisions for public safety employees designed to mitigate their
sacrifices and secure agreement. Furthermore, the Police Chief met with the Police
Officers' Association (POA) leadership for several hours in a collaborative, and
productive, effort to identify additional areas of Police operational savings. The plan that
emerged still relied significantly on the 10% employee concessions, but promised to
sharply reduce the potential for Police Officer layoffs-and even held out a thin hope that
such layoffs could be avoided by holding vacated positions open through the next fiscal
year.
Regrettably, these efforts have thus far failed to win the support of the POA or the
Firefighters. Earlier this week, a seemingly entrenched POA, without the benefit of
considering a written City proposal, sent a strong message of rejection, without counter.
The Fire Fighters' Union leadership have a written proposal in hand which captures the
outcome of discussions which may be characterized as "amicable and cooperative",
however it has not been presented to the membership for a vote. Therefore, as time is
of the essence, the updated budget strategy reflects the actions that must be taken
should agreement not be forthcoming.
Also in the aftermath of the MCC meeting of February 2, 2009 comes additional
information on the current status of the regional and local economy from economist John
Husing. Husing's analysis in early February reflects that the Inland Empire's
unemployment rate has soared to 11 %, matching the City of Detroit. Building permits
are down 87.5% in San Bernardino and Riverside Counties, while industrial and office
space vacancy rates have jumped to 18% and 20%, respectively. Average home values
in the Inland Empire have plummeted from $404,000 in 2006 to $211,000 today. These
figures, combined with predictions of more home foreclosures and the specter of a
looming consumer credit crisis, further emphasizes the City's need to take prompt action
to address a deteriorating economy.
Refinements/Updates since Februarv 2:
Exhibit 1 is the updated budget strategy that is recommended for your approval today.
The number of positions eliminated has been reduced to 107, which is 23 fewer than the
130 positions included in my original recommendation. The proposed reductions will
provide $3.4 million in savings this fiscal year, and $19.5 million annually beginning in FY
09/10.
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The following is a summary of the major changes since the plan that was presented on
February 2. These changes are denoted in italics on the accompanying Exhibit 1:
- The Finance Department has completed its mid-year budget review, which is
attached (Attachment A). The recommended budget strategy has been updated
to reflect the new deficit projection, which is approximately $15,000 higher than
the preliminary projection. It also reflects a slightly lower budgeted reserve, which
resulted from a reduction of $399,500 in the amount of Measure Z funds
anticipated to remain at the end of the fiscal year
In lieu of reducing staff in the City Clerk's business registration operations,
additional audit activities will be initiated to provide new revenues. These
additional revenues have been added in the "Revenues" section of the revised
budget strategy.
The Police Department has provided a revised proposal. The revised proposal
reflects the lack of agreement with the Police Officers' Association regarding the
10% reduction in payor benefits. Because of lack of agreement, it would seem
that additional sworn layoffs would be unavoidable.
However, in order to avoid layoffs of police officers and preserve public
safety resources to the extent possible, I am recommending that the Mayor
and Council impose a mandatory 10% furlough of all sworn Police
personnel, which will provide a savings of approximately $2.5 million on an
annual basis. That action, together with eliminating 16 sworn positions through
vacancies and attrition, will allow us to avoid deeper reductions in Police
operations.
In the coming days, city representatives will meet and confer with the POA
regarding the impacts of this furlough plan. It is anticipated that the furloughs will
begin on March 1.
Additionally, other modifications have been added, including reducing the number
of patrol cars purchased in FY 09/10, modifying jail staffing plans, and reducing
miscellaneous operational expenditures (see Attachment B). Also, you will note
that no reductions in Police civilian personnel are proposed.
- The Fire Department's budget reduction scenario has been revised to reflect the
elimination of a total of 10 P-1's, 12 P-2's, and a Battalion Chief. This revised
proposal reflects the lack of agreement as of this writing with the Firefighters'
Association, although we have had productive discussions and have appreciated
their willingness to discuss the 10% reduction.
This personnel reduction will result in reverting back to the 3-person staffing levels
for all engine companies. For more details, please refer back to the Fire
Department's analysis included in Appendix 4 of the materials distributed at the
February 2 workshop, and the February 12 memo from Deputy Chief Mat Fratus
(Attachment C).
According to the attached memo from Parks, Recreation, and Community
Services Director Kevin Hawkins (Attachment D), the Friends of the CID are
proposing to contribute $271,000 in their private funds to supplement CID
3
operations through June 30, 2010. This provides nearly the equivalent savings to
the original proposal to unstaff the site and contract with another operator.
This generous contribution will permit uninterrupted service and will allow time for
a longer-term plan to be developed regarding CID operations.
- The Mayor's Office, the Library Board, and the San Bernardino Unified School
District are working on an ambitious plan to staff branch libraries with volunteer
teachers and others. While this plan is in the early stages, it holds great promise
for some level of library services to be preserved at the branches.
The Library budget reduction has been reduced by $100,000 to preserve
maintenance and operational costs at the branches, including rent at Ingram
Branch. The savings from personnel reductions remains unchanged.
Parks, Recreation, and Community Services Director Kevin Hawkins has
proposed a plan that would mitigate the layoffs initially proposed in the Park
Maintenance Division. By terminating LMD maintenance contracts and shifting
City personnel to LMD's instead, slightly greater savings can be achieved to the
General Fund through contracting most park maintenance, but with 14 personnel
reductions instead of 26. Attachment E explains this in further detail.
The modified strategy makes very tough choices but positions the City to weather the
near-term financial storm. Longer term, it is staff's strong opinion that significant revenue
measures will be necessary to provide a stable revenue stream in FY 2010-11 and
beyond.
For that reason, we again recommend that the Mayor and Council reconsider the ballot
measures that were the subject of polling work and considered in 2008:
Warehouse tax: Potential annual revenue: $300,000
The warehouse tax is another form of business registration tax. A warehouse tax was
adopted by Redlands voters in 2007, and applies primarily to warehouse distribution
facilities. Based on the polling data, the warehouse tax is only marginally viable.
Increase TL T from 10% to 12%: Potential annual revenue: $620,000
The TL T, or "bed tax" as it is sometimes called, is collected and remitted by hotels and
motels. The TL T is a preferred tax measure from the administrative viewpoint; it provides
a stable revenue source, and its remittance can be audited.
Quarrv tax ($.18/ton): Potential annual revenue: $300,000 - $500,000
The quarry tax, formally known as the extraction and processing tax, is a form of
business registration tax. Like all taxes, increases to the business registration tax rate
and/or broadening of the tax base is subject to voter approval.
Other potential revenue-generating measures would include a real property transfer tax,
a library district tax, a citywide landscape and lighting district, and/or a paramedic parcel
tax. Upon the consensus of the Mayor and Council, staff will begin work immediately to
pursue the viability of these concepts for the November 2009 ballot.
'Also, it is recommended that the City once again explore the possible privatization of the
City's refuse operations. I understand this idea has surfaced through the years, though it
4
has not been brought to fruition. Based on our preliminary research regarding the
concept, it would appear that the privatization of the operation might provide a significant
one-time infusion of funds to the City, and allow for our insufficient reserves to be
bolstered (see Attachment F). Additionally, any agreement would need to provide
ongoing franchise fees that meet or exceed the amounts currently captured back to the
General Fund for administrative overhead and other expenses. Our employees would
need to be accepted by the new operator, and services and rates for our residents would
need to be competitive. I would anticipate bringing this matter back for a discussion with
the Mayor and Council in the next 30 days.
Recommendations:
In addition to adopting the resolutions presented separately by Human Resources on this
agenda, it is recommended that the Mayor and Council:
1. Receive and file the Mid-Year Budget Report.
2. Approve the City Manager's Modified Budget Strategy (Exhibit 1 and the
Attachments), and authorize the Director of Finance to amend the FY 08/09
budget and prepare the Preliminary FY 09/10 budget to implement these
measures.
3. Authorize the City Manager and the Director of Human Resources to proceed with
imposing furloughs on police sworn personnel.
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AflM~i A
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: Barbara Pachon, Finance
Director
Subject: Mid-Year Budget Review for
Fiscal Year 2008-2009
Dept: Finance
Date: 2/11/09
Synopsis of Previous Council Action:
September 2, 2008 Resolution 2008-356 approving and adopting the
FY 2008-2009 Budget.
Recommended motions:
That the FY 2008-2009 Mid-Year Budget Report be received and filed.
Contact person: Barbara Pachon, Director of Finance
Phone: 5242
Supporting data attached: Staff Report, Attachments
Ward: All
FUNDING REQUIREMENTS: Amount:
Source:
Finance:
Council Notes:
Agenda Item No.
CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION
STAFF REPORT
INTRODUCTION
Attached is the FY 2008-2009 Mid-Year Budget Report. This report is designed to keep the
Mayor and Council informed of the current financial position of the City and to provide an early
indication of next fiscal year's budget outlook. This report, which provides information
regarding fund balances available for next fiscal year, is really the first step in the FY 2009-2010
budget preparation process. The only action associated with this report is to receive and file it.
Each year in January, the Finance Department, as well as the individual departments, review in
detail the revenues and expenditures for the first half of the fiscal year to determine if actuals are
on target with projections, or if there is a savings or shortfall from original projections. The
attached report includes updated projections with a detailed analysis of the General Fund as well
as a summary review of other operating funds. For easy reference, each page of the Mid-Year
Budget Review has been color-{;oded.
The Summary of Revenues, Expenditures, and Transfers (blue report) provides a summary
overview of all the major funds in the City. The first column of numbers provides the audited
beginning budget fund balances for each fund. The last column of numbers on the report
indicates the estimated balances for each fund at 6/30/09.
Included in this year's mid-year report is the newly created "Estimated Revenues and
Expenditures - Measure Z District Tax" report (white sheet) which summarizes budgeted and
projected revenues and expenditures within the General Fund that are related specifically to the
recently voter-approved Measure "Z" general tax.
THE GENERAL FUND
General Fund Balance
The annual independent financial audit for FY 2007-2008 has been completed. The total
available & "spendable" FY 2008-2009 beginning General Fund Balance (reserved and
unreserved balances combined) is $12,512,871. This number is after processing continuing
appropriations and encumbrance carryovers from FY 2007-08 to FY 2008-09. (Minor note: this
amount includes $15,171 added to the fund balance as the result of an audit adjustment related to
a timing issue and is assumed to be used to reduce the deficit). Assuming that $8.285.400 is
still designated as the budgeted reserve and is not used during the vear. the estimated
undesignated fund balance at 6/30/09 is estimated to be a deficit balance of ($9.035.929). Within
the budgeted reserve, $205,800 is segregated as the reserve for Measure "Z."
The estimated shortfall of $9,035,929 is due primarily to lower than anticipated revenue growth
and to a lesser extent, higher than expected expenditures. Both departmental expenditures and
key revenues are discussed in greater detail in their respective sections below.
General Fund Revenues
The Estimated Revenues and Expenditures General Fund Report (pink report) provides a
summary of the General Fund revenue estimates by category. The yellow report provides line
1
item detail for projected General Fund revenues. In total, estimated General Fund revenues are
projected to be $8,483,800 less than budgeted. This will be the second year in a row that City
revenues have been less than budgeted. In FY 07-08 the City's General Fund revenues were
more than $3 million short of budget projections.
Property Tax - With the exception of supplemental property tax which show a projected decline
of $300,000, property tax is a net of approximately $933,200 over budget, primarily to a higher
than expected payment in the "property tax in lieu ofVLF" revenue.
Sales Tax revenues for FY 2008-2009 are anticipated to fall dramatically short of the original
budget projections. In fact, based on collections to date, the sales tax revenues are now projected
to be $4,500,000 less than original budget estimates and $3,809,687 less than what was collected
for FY 2007-2008. In addition to the regular Sales Tax revenue, a $949,700 shortfall is
anticipated in "Property Tax In Lieu of Sales Tax" as compared to the estimate included in the
FY 2008-2009 Adopted Budget. This revenue account is part of the "Triple-Flip" program
mandated by the State ofCalifomia. In summary, it is anticipated that for FY 2008-2009 the City
is going to have a total sales tax shortfall (not including Measure Z) of $5,449,700, which is a
significant problem for the City budget.
Utility User Tax revenue is projected to be about $711,600 more than original projections.
Measure Z-District Tax revenues are estimated to be lower than the original budget projections.
Approximately $505,000 less will be collected in FY 2008-09 for a total of $6,545,000. As the
City develops more history with this relatively new revenue source, projections should become
easier to make.
Business Registration is also anticipated to be less than originally estimated in the budget due to
the down turn in the economy. Revised projections at this point estimate this revenue to be about
$438,800 lower than the original budget projections. With a slower economy several businesses
in the city have closed and new businesses are not coming into the City. Also, the FY 2008-09
budget included $265,000 more from Administrative Civil Penalties (ACP's) that has not
materialized as well as $341,800 from the new Single Family Rental Inspection Program which
also has not materialized.
Licenses and Permits revenue, highly dependent on building activity, are also for the most part
not doing well. Overall, the category (not including business license) is expected to collect
$2,605,400, which is approximately $759,300 less than budgeted. Grading permits are
anticipated to have a shortfall of $150,000 due to the $135,000 of ACP's that were included in
the budget but have not been collected.
Motor Vehicle in Lieu (VLF) revenue is also expected to be lower than budget projections by
$542,000 for a revised estimate of $258,000. Based on sales tax data, there have been fewer car
sales in FY 2008-2009 than in past years so this accounts for most of the shortfall.
Mutual Aid/Disaster Reimbursement revenues are currently projected to be about $440,000
more than what was originally anticipated in the FY 2008-09 Adopted Budget. Since these
2
revenues are a reimbursement for actual expenses incurred, the Fire Department's budget
(mainly in overtime) will be over expended but these increased revenues will help offset some of
these added costs.
Parking Citations - $150,000 was added to the revenue budget based on higher fees and late
charges, bringing the total budgeted amount to $1,350,000. At this time it appears that parking
citation revenue will fall short of this estimate by $150,000.
Overall, the revenue category of Charges for Services is expected to be lower than original
budget estimates. A net loss of $2,249,700 is estimated at this time (revised estimate of revenue
to be received in this category is $5,031,600). Some of the more significant changes in this
category are:
Plan Check Fees are projected to end the fiscal year with $150,000 less than originally
forecasted in the budget. This decrease revenue reflects the decreased volume of new
large building and expansion projects occurring within the City of San Bernardino.
Plan Review Fee revenue is projected to be $90,000 lower than originally estimated in
the budget. This decrease is due to the same reasons as stated above for Plan Check Fees.
Subdivision Filing Fees revenue also appears it will fall short of budget projections by
approximately $75,000. This decrease is also due to the same reasons as stated above for
Plan Check Fees and Plan Review Fees.
Single Family Rental Inspection Program - as this new program just gets off the
ground, revenues are expected to fall short of projections by approximately $1,000,000.
However there will be a corresponding expenditure savings in the program that will
offset a portion of this revenue shortage.
EMS User Fees - The budget for FY 2008-09 was increased by approximately $200,000
but it appears that Fire will not be able to collect this additional $200,000 and collections
will remain at levels similar to prior years.
Hazardous Material Fees - this was a new program that just recently went to Council for
approval. Due to the timing of getting the program started, revenues will fall short from
budgeted amounts by approximately $427,500.
The revenue category of Miscellaneous is projected to be on target with only a shortfall of
$50,800 less than the total amount budgeted (revised estimate is $4,642,400).
General Fund Exoenditures
The Estimated Revenues and Expenditures General Fund Report (pink report) provides a list by
department of estimated General Fund expenditures. General Fund expenditures (including
transfers out) are projected to be approximately $151,624,400. Although General Fund
departmental budgets and transfers-out overall show a savings of $2,147,300, it is important to
remember that a projected savings goal of $1,300,000 was already factored into the Adopted
3
Budget. Compared to this budgeted vacancy factor, expenditure savings are $499,900 more than
factored into the revised budget. Generally speaking, for most departments, projected savings is
from vacant full-time positions resulting from the hiring freeze. Savings have also been
achieved by the City Manager's freeze on travel and a 5% voluntary reduction in contract service
costs from vendors. The more significant issues related to departmental expenditure budgets are
discussed in the respective department sections below:
General Government - Expenditures for General Government are expected to come in
approximately $178,600 less than budgeted. $75,000 of this savings is in Civic &
PromotionaVFine Arts funding. Savings in debt service on City Hall and HUB debt service
payments are expected to generate savings of approximately $99,000.
Development Services - Compared to the approved budget at 12/31/08, expenditure savings of
approximately $713,400 are projected. Of this, approximately $420,000 is in salary savings
from vacant full-time positions. Other areas of anticipated savings include approximately
$240,00 in contract planning costs.
Police Department - The Police Department is expected be under budget by approximately
$1,024,900 (savings in Measure Z spending of $105,500 and savings in General Fund spending
of $919,400 net a total Police Department savings of $1,024,900.). However. almost $1 million
in savings is due to savings in the Nestor Red Light contract (orimarilv due to delaved
installation at new intersections) and corresoonds to reduced red-light camera revenue in rougWv
the same amount. Overtime is expected to be on target but full-time vacancy savings partially
offset payoffs in the amount of approximately $1.7 million, reducing the total overage in
personnel to approximately $700,000. Other areas of savings include $180,000 in patrol car
debt service (due to timing of first payment) and miscellaneous savings in M & 0 accounts of
approximately $357,000,
Measure Z - Out of the $8,232,000 budgeted in Measure Z funds ($7,989,800 in PD and
$242,200 in Parks & Recreation), all but $105,500 is expected to be spent or carried over into the
new fiscal year. (Any unspent funds will revert back to fund balance at the end of the fiscal year
and be available to be re-budgeted in the new fiscal year.) Estimated savings is the culmination
of savings in various M&O, capital, and contractual accounts. The revised budget includes the
recently approved increase of $278,000 for the helicopter contract.
Fire Department - The Fire Department is anticipated to be over budget by approximately
$952,400. This is due primarily to the wind events that occurred in the City earlier this fiscal
year and an increased number of mutual aid responses (approximately $300,000 in overtime
costs is attributed to mutual aid calls above the estimate factored into the original budget).
However, General Fund revenues will show a corresponding increase for reimbursement the City
receives from the agencies assisted, so there is no net impact to the General Fund.
Approximately $500,000 in unbudgeted payoffs also occurred in FY 2008-09. Finally, $110,000
in grant funding hoped to be received from UASI funds seems unlikely to occur this FY
4
City Manager's Office - Expenditures are expected to be over-budget by approximately
$187,600, primarily due to the unbudgeted payoff to the former City Manager.
City Attorney's Office - Expenditures are expected to be over-budget by approximately $34,500.
Estimates include the $200,000 budget increase recently approved by the Council in January
($164,000 for outside attorney fees and $36,000 for litigation costs).
Mayor's Office - Approximately $65,600 is anticipated in savings, primarily from the vacant
Assistant to the Mayor position.
Council Office - Approximately $27,700 is estimated in savings from the vacant Administrative
Operations Supervisor position.
Facilities Management - A total of $249,100 in savings is estimated. Most of this is a result of
vacant full-time positions ($70,000) and cumulative savings in M&O and contractual costs of
approximately $179,000.
Civil Service - Recently Civil Service saw the retirement of a long-term employee and the hire
of an interim Chief Examiner overlap with the permanent replacement, resulting in an overage of
approximately $8,300.
Parks and Recreation - Net savings for Parks and Recreation is estimated at $272,700. Similar
to PD, some of this savings is offset by a corresponding decrease in revenues. Rather than bill
EDA for reimbursement for contract landscape maintenance, Parks and EDA determined that it
would be better for EDA to pay for these contract services direct. So, savings in landscape
contracts is offset by a corresponding decrease in EDA revenue reimbursement.
Public Services - Public Services is estimated to finish the year with savings of approximately
$195,000. Most of the savings are the culmination of savings in miscellaneous M&O and
contract costs and $29,000 in delayed capital purchases.
Code Enforcement - Code Enforcement is projected to end the year with approximately
$322,000 in expenditure savings. Some savings are due to three vacancies for approximately 3
months. However, these savings were offset by the unbudgeted payoff of leave balances to the
former Code Compliance Director. Contractual savings of approximately $90,000 (primarily for
contract board-ups and abatements) also contribute to the estimated savings.
OTHER FUNDS
The Special Revenue Funds Revenue Report (green report) provides a three-year history of and
updated projections for funds other than the General Fund (Special Revenue Funds, Internal
Service Funds, and Enterprise Funds). Estimated expenditures for these funds can be found
summarized on the Summary of Revenues, Expenditures, and Transfers Report (blue report).
Most funds are on target with original budget projections. Some of the more significant issues
impacting other funds are outlined below:
5
,
Library - Revenues from State Aid are anticipated to be approximately $9,000 less than
anticipated. Library fines also are expected to be down by $15,000. Accordingly, the Library
will reduce expenditures in a like amount.
Animal Control - Revenues are estimated to be approximately $248,700 less than budgeted.
Some of this revenue shortfall will be offset by expected expenditure savings of approximately
$33,000. The transfer in from the General Fund to the Animal Control fund is expected to
increase from $393,500 to $609,200 to cover the remainder of the revenue shortfall.
Refuse - Expenditures are on target and are projected to be approximately $28,600 more than
originally factored into the original adopted budget. Revenue estimates have been reduced by
approximately $548,000. The main reason for this decrease is a slowdown in the area of
"commercial special" fees. The net result is that the Refuse Fund is expected to end the fiscal
year with an estimated ending fund balance deficit of approximately ($571,504).
Stadium Fund - The ending balance for the Stadium Fund at 6/30/08 is $92,253. No transfer-in
from the General Fund to the Stadium Fund is planned and the fund is expected to end FY 2008-
09 with a balance of approximately $64,253.
Soccer Fund - The ending balance for the Soccer Fund at 6/30/08 is $260,868. Similar to the
Stadium Fund, no transfer-in from the General Fund to the Soccer Fund is planned and the fund
is expected to end the year with a balance of approximately $162,968.
Fleet Fund - Fleet expenditures appear to be on target.
Capital Project Funds - For most Capital Project Funds it is assumed that any budgeted projects
not completed in FY 2008-2009 will be carried over into the new fiscal year; therefore no
savings in expenditures is anticipated. Projects have been budgeted in full, although, in reality,
their completion time spans multiple fiscal years. During the FY 2009-2010 CIP budget
preparation process, the status of all outstanding projects will be evaluated.
Workers Compensation and Liability Funds - Because of GASB accounting rules, the City is
required to show all of the City's unfunded liability for potential claims and judgments in both
funds (in essence what the amounts would be if every potential claim and judgment had to be
paid at one time). Therefore, as presented in the Adopted Budget, these funds have significant
deficit balances. The City, over the course of the last several years, has worked to reduce these
deficits by increasing chargebacks to other departments and reducing costs when possible.
CONCLUSION
The FY 2008-2009 Mid-Year Budget Report is really the first step in beginning the FY 2009-
2010 budget preparation process. The estimates developed during the FY 2008-2009 mid-year
process provide the foundation for estimating the City's available fund balances for FY 2009-
2010. The Finance Department will keep the City Manager, Mayor, and Council updated on
estimated balances as new information becomes available.
RECOMMENDATION
That the FY 2008-2009 Mid-Year Budget Report be received and filed.
6
CITY OF SAN BERNARDINO
SUMMARY OF REVENUES, EXPENDITURES, AND TRANSFERS
MIDYEAR FISCAL YEAR 2008-2009
FlIND /TITLE
~GENERAL FUND
ADDITIONS A V AlLABU': OEOllCfIONS
FlJl"D B..\I~.\."CE FOR BllDGET TOTAL
7-1-08 RE\'ENl![S TRANSFER IN PURPOSES EXPENDITURES TRANSFER OUT DEDllCTIONS
12,512.8711127,382,800 I 10,978,2001150,873.8711 146.369.100 I 5,255,300 1151.624,400 I
ESTIMATED
BALA:\CE
6-30-<>9
(750,529)1
SPECIAL REVENUE FUNDS:
105 LIBRARY 8.342 129,800 2,747.900 2.886.042 2.886.100 0 2,886.100 (58)
106 CEMETERY 45.353 61,000 0 106.353 167.800 0 167,800 (61.447)
107 CABLE TELEVISION 0 70,000 596,900 666.900 666,900 0 666,900 0
108 ASSET FORFEITURE 349,833 233,000 0 582,833 131,600 0 131,600 451,233
118 DRUG/GANG FUND 111.535 22,000 0 133,535 23,000 0 23.000 110,535
111 AIR QUALITY. AB 2766 128.693 252,200 0 380.893 121.000 140,000 261,000 119,893
124 ANIMAL CONTROL 41 1.331,200 609,200 1.940,441 1,940.400 0 1,940,400 41
128 TRAFFIC SAFETY 0 2,310,000 0 2.310.000 0 2,310,000 2,310.000 0
132 SEWER LINE MAl NT 4,707.459 3,310,000 78,000 8.095.459 7,599,900 250.000 7,849.900 245,559
133 BASEBALL STADIUM 92.253 33,600 0 125.853 61.600 0 61.600 84,253
134 SOCCER COMPLEX 260,868 310,000 0 570.868 407.900 0 407.900 162,968
137 CFD 1033-Fire Station M&O 15.818 566.200 0 582.018 0 556,200 556.200 25,818
211 FIRE EQUIP ACQUISITION FD 769.012 0 0 769.012 309.800 425,000 734.800 34.212
308 VERDEMONT INFRASTR FEE 769.000 0 0 769,000 0 769,000 769.000 0
527 INTEGRATED WASTE MGMT 1,317.496 24.687,000 387,600 26,392,096 24.281,300 2.682.300 26.963.600 (571.504)
TOTAL SPECIAL REVENUE FDS 8,575,703 33.316.000 4.419.600 46.311,303 38.597,300 7,132.500 45,729,800 581,503
CAPITAL PROJECT FUNDS:
126 SPECIAL GAS TAX 1,539,658 3,681.700 0 5,221,358 1,167,700 3,590,000 4,757.700 463,658
129 112 CENT SALES & ROAD TAX 3,965,237 4,617,800 0 8,583,037 8.351,700 250,000 8.601,700 (18,663)
135 AB 2928 TRAFFIC CONGESTIO 3,007 1.445.900 0 1,448,907 1.016.100 0 1,016.100 432,807
240 INFRASTRUCTURE BANK LOA (2,227,557) 4.549.800 0 2,322,243 2.092.500 0 2,092.500 229,743
241 PUBLIC PARK EXTENSION 4,538 0 0 4,538 0 0 0 4,538
242 STREET CONSTRUCTION (3,626,851) 28.476,600 0 24,849,749 24.849,700 0 24,849.700 49
243 PARK CONSTRUCTION 205,135 2.164.700 0 2,369,835 2.369,800 0 2.369.800 35
244 CEMETERY CONSTRUCTION 49,824 2,200 0 52,024 15,000 0 15,000 37.024
245 SEWER LINE CONSTRUCTION 4.816,110 180,000 0 4.996.110 4.455,800 225,000 4,680,800 315,310
246 PUBLIC IMPROVEMENT FUND 2.656,364 75.000 0 2,731,364 2.674,700 0 2.674,700 56,664
247 CULTURAL DEVELOPMENT FE 1,187,211 330.000 0 1.517,211 0 357.000 357,000 1.160.211
248 STORM DRAIN CONSTR. 5,499,036 600.000 0 6,099,036 3,818,000 132.700 3.950,700 2,148,336
250 TRAFFIC SYSTEMS CONSTR. 183,238 25.000 0 208,238 481,100 60.000 541,100 (332,862)
258 PROP lB FUND 3.045,047 4,145.800 0 7,190,847 7.190,800 0 7,190,800 47
TOTAL CAPITAL PROJECT FDS 17.299,997 50,294.500 0 67,594,497 58,482,900 4,614,700 63,097,600 4,496.897
IMPACT FEE FUNDS:
261 LAW ENFORCEMENT DEVEL 87,415 102,000 0 189,415 46,500 0 46,500 142,915
262 FIRE PROTECTION DEVEL 370.368 105,000 769,000 1,244,368 475,400 0 475,400 768,968
263 LOCAL CIRCULATION SYSTEM 669,430 112,000 0 781,430 807,200 0 807.200 125,770
264 REGIONAL CIRCULATION SYS 6,896,750 1,200,000 0 8,096,750 1,850,000 0 1,850.000 6,246,750
265 LIBRARY FACILITIES 16,586 31,000 0 47,586 47,600 0 0 /14
266 PUBLIC MEETINGS FACILITIES 147,374 40,000 0 187,374 0 0 0 187,374
267 AQUATICS CENTER FACILITIES 53.801 15,500 0 69,301 0 0 0 69.301
268 AB 1600 PARKLAND 859.933 380,000 0 1,239,933 1.332,400 0 1.332.400 192,467
269 QUIMBY ACT PARKLAND 88.803 25,000 0 113,803 0 0 0 113,803
TOTAL IMPACT FEE FUNDS 9.190.460 2,010,500 769,000 11,969,960 4,559.100 0 4.511.500 7.410.860
INTERNAL SERVICE FUNDS:
621 CENTRAL SERVICES FUND 17.089 185,000 87.200 289.289 289,300 0 289,300 (11)
629 LIABILITY INSURANCE (1.484,458) 3.132,400 400.000 2.047.942 3.122.100 0 3.122.100 (1,074,158)
630 TELEPHONE SUPPORT 450.795 652,600 0 1.103.395 624.000 0 624,000 479.395
631 UTILITY FUND (345.676) 3,762,300 0 3.416.624 3,726.300 0 3,726,300 (309,676)
635 FLEET SERVICES 564,503 7,808,500 426.500 8,799.503 8,537,500 0 8,537,500 262,003
678 WORKER'S COMPENSATION (7.730.381) 3.770,400 0 (3.959,981 ) 3,757,600 0 3,757,600 (7,717,581)
679 INFORMATION TECHNOLOGY 600.682 4,636,000 0 5.236,682 5.054.500 78,000 5.132,500 104,182
TOTAL INTERNAL SERVICE FD (7,927,446) 23,947,200 913,700 16.933.454 25,111.300 78,000 25,189,300 (8,255,846)
TOTAL ALL FUNDS
39,651,5851236,951.0001 17,080,5001293,683,0851 273,119,700 I 17.080.5001290,152,600 I 3,482,8851
CITY OF SAN BERNARDINO
ESTIMATED REVENUES AND EXPENDITURES
MIDYEAR FISCAL YEAR 2008-2009
GENERAL FUND
VARIANCE
FY 2008-09 FY 2008-09 FAVORABLE!
BUDGET MIDYR EST (UNFAVORABLE)
ESTIMATED REVENUE:
Property Taxes $ 31,130,000 $ 32,063,200 $ 933,200
Other Taxes 70,534,400 64,966,800 15,567,600
Licenses & Permits 10,003,500 8,805,400 (1,198,100
Fines and Penalties 1,838,300 1,580,000 1258,300
Use of Money & Properlv 2,477,600 2,445.200 (32,400
Interaovernmental 7,908,300 7,848,200 160,100
Charaes for Services 7,281.300 5,031.600 12,249,700
Miscellaneous 4,693.200 4,642,400 (50,800
Total Estimated Revenues $ 135,866,600 $ 127,382,800 $ (8,483,800)
Total Transfers In: $ 12,444,900 $ 10,978,200 $ 11,466.700
TOTAL ESTIMATED FUNDS AVAILABLE: $ 148,311,500 $ 138,361,000 $ (9,950,500)
ESTIMATED EXPENDITURES:
Mavar $ 992,300 $ 926,700 $ 65,600
Cammon Council 576,600 548,900 27.700
City Clerk 1,728.200 1,650,400 77,800
City Treasurer 202,400 214,800 112,400
City Attornev 3,342,800 3.377,300 134,500
Code Compliance 4,909,600 4.587,600 322,000
General Government 6,942,600 6,764,000 178,600
City Manaoer 845,100 1,032,700 (187,600
Human Resources 500,000 468,600 31,400
Finance 1,656,600 1,646,000 10,600
Civil Service 290,100 298,400 18,300
Development Services 6,382.900 5,669,500 713,400
Fire 34,466,900 35,419.300 (952,400
Police 61,197.000 60,277.600 919,400
Police Measure Z 7,989.800 7,884,300 105,500
Facilities Manaaement 3,851,100 3,602,000 249,100
Parks, Recreation, & Comm Service 6,614,600 6,341,900 272.700
Parks Measure Z 242,200 242,200 -
Public Services 5,611,900 5,416.900 195,000
Total Estimated Expenditures $ 148,342.700 $ 146,369.100 $ 1,973,600
Estimated Expenditure Savinas $ (1,300,000 $ - $ (1,300.000
Total Transfers Out: $ 5,081,600 $ 5,255,300 $ (173.700
TOTAL ESTIMATED DEDUCTIONS: $ 152,124,300 $ 151,624,400 $ 499,900
EXCESS I (DEFICIENCY) OF
AVAILABLE OVER DEDUCTIONS $ (3,812,800) $ (13,263,400) $ (9,450,600)
BEGINNING FUND BALANCE 7-1-08 $ 12,512,871 $ 12,512,871 $ -
ESTIMATED ENDING BALANCE $ 8,700,071 $ (750,529) $ (9,450,600)
BUDGETED RESERVE
Reserve for PERS Safety Costs $ - $ - $ -
Reserve for future revenue shortfalls 630,000 630,000 .
Reserve for Measure Z - District Tax 605,300 205,800 (399,500)
Reserve for Tow Fee Set Aside 123,100 123,100 .
Reserve DS Technology Fee 96,900 96,900 -
General Budget Reserve 7,229,600 7,229,600 -
BUDGETED RESERVE TOTAL $ 8,684,900 $ 8,285,400 $ (399,500)
EST UNDESIGNATED BALANCE 6-30-09 $ 15,171 $ (9,035,929) $ (9,051,100)
CITY OF SAN BERNARDINO
ESTIMATED REVENUES AND EXPENDITURES
FISCAL YEAR 2008-2009 MID-YEAR
MEASURE Z - DISTRICT TAX
VARIANCE
FY 2008-09 FY 2008-09 FAVORABLEI
BUDGET MIDYR EST (UNFAVORABLE)
ESTIMATED REVENUE:
District Tax Revenue $ 7,050,000 $ 6,545,000 $ (505,000'
- - -
Total Estimated Revenues $ 7,050,000 $ 6,545,000 $ (505,000)
Transfers In: $ - $ - $ -
TOTAL ESTIMATED FUNDS AVAILABLE: $ 7,050,000 $ 6,545,000 $ (505,000)
ESTIMATED EXPENDITURES:
Police 7,989,800 7,884,300 105,500
- - -
Parks, Recreation, & Comm Service 242,200 242,200 -
- - -
Total Estimated Expenditures $ 8,232,000 $ 8,126,500 $ 105,500
Transfers Out: $ - $ - $ -
TOTAL ESTIMATED DEDUCTIONS: $ 8,232,000 $ 8,126,500 $ 105,500
EXCESS I (DEFICIENCY) OF
AVAILABLE OVER DEDUCTIONS $ (1,182,000) $ (1,581,500) $ (399,500)
BEGINNING FUND BALANCE 7-1-08 1$ 1,787,343 I $ 1,787,343 I $ -
ESTIMATED ENDING BALANCE 1 $ 605,343 $ 205,843 1 $ (399,500)
RESERVE FOR FUTURE COSTS 1$ 605,343 $ 205,843 I $ (399,500)
EST UNDESIGNATED BALANCE 6-30-091 $ - $ - I $ -
-
CITY OF SAN BERNARDINO
MIDYEAR GENERAL FUND REVENUE REPORT
FISCAL YEAR 2008-2009
DESCRIPTION
ACTUAL ACTUAL DEC YTD BUDGET FYOO REVISED OVER/(UNDER)
FY2006-2007 FY2007-2008 FY2008-2009 FY2008-2009 % COll FY2008-2009 ORIG BUDGET
PROPERTY TAXES
4001 Current Secured 9,771,001 10,973,693 5,533,070 11.050,000 50% 11,050,000 0
4002 Current Unsecured 546,494 530,779 589,100 540,000 109% 610,000 70,000
4003 Prior Taxes 395,001 542,358 544,396 400,000 136% 765,000 365,000
4006 Supplemental 2,512,125 1,971,639 510,156 1,200,000 43% 900,000 1300,000
4005 Other 144,413 162,045 69,983 140,000 50% 150,000 10,000
4007 Prop Tx In lieu of VlF 14,870,875 17.249,453 0 17,800,000 0% 18,588,200 788,200
Total Property Taxes 28.239,909 31,429,967 7,246,705 31,130,000 23% 32,063,200 933,200
OTHER TAXES
4221 Sales Tax 25,331,713 22,309,687 6,200,512 23,000,000 27% 18,500,000 14,500,000
4220 Proo Tx in Lieu of Sales T 9,517,036 7,280,284 0 7,500,000 0% 6,550,300 1949,700
4224 Utility User's Tax 25,106,730 24,407,034 9,465,645 24,788,400 38% 25,500,000 711,600
4201/14 Franchise Tax 3,060,563 3,323,073 489,029 3,100,000 16% 3,100,000 0
4222 Transient Occupancy Tax 3,032,994 3,262,131 1,173,891 3,100,000 38% 2,850,000 1250,000
4223 Real Proo, Transfer Tax 946,155 649,330 216,011 600,000 36% 600,000 0
4225 Sales Tax Safety 976,573 982,803 408,570 1,000,000 41% 900,000 1100,000
4215 Tow Franchise 288,000 288,000 188,514 396,000 48% 421,500 25.500
4227 Measure Z - District Tax 1.162,882 6,511,475 2,286,876 7,050,000 32% 6,545,000 (505.000)1
Total Taxes 69,422,646 69,013,817 20,429,048 70.534,400 29% 64,966,800 (5,567,600)
LICENSES AND PERMITS I
4301 Business ReQistrations 5,866,748 6,105,401 2,634,013 6,638,800 40% 6,200,000 1438,80m
4330 BuildlnQ Permits 1,020,470 646,352 270,383 615,000 44% 500,000 1115,000\
4331 Mechanical Permits 332,637 208,594 86,666 200,000 43% 200,000 0
4362 On Site Permits 1,602,834 1,183,749 343,475 600,700 57% 475,000 1125,700
4363 On Site Plan Check 712,370 341,996 35,117 300,000 12% 100,000 1200,000 .
4361 Construction Permits 326,522 300,801 83,062 250,000 33% 200,000 150,OOm
4342 EMS Membershio 16,504 6,148 888 15.000 6% 6,000 19,OOm
4336 Fire Code Permits 304,577 301,548 193,138 368,000 52% 368,000 0
4337 Fire Plan Check 206,532 181,303 75,096 229,000 33% 150,000 179.000l
4351 Street Cut Permits 145,407 229,645 70,240 175,000 40% 150,000 125.000l
4333 Mobile Home Permits 27,161 26,374 0 27,200 0% 27,200 0
4352 Misc Licenses & Permits 299,506 317,209 183,198 385,700 47% 385,700 0
4303 Misc Citv Clerk Permits 8,683 3,490 865 8,600 10% 3,000 15,600\
4304 Misc Plan nino LiclPermit 24,889 31,499 12,716 30,500 42% 30,500 0
4360 Grading Penn its 33,874 25,624 3,813 160,000 2% 10,000 (150,000)
Total License & Permit 10,928,714 9,909,733 3,992,670 10,003,500 40% 8,805,400 (1,1.98,100)
FINES AND PENALTIES
4420 ParkinQ Citations 917,069 1,209,205 485,683 1,350,000 36% 1,200,000 1150,00m
4410 General Fines 169,238 153,371 47,941 183,300 26% 100,000 183,30m
4411 Code Admin, Citations 90,549 145,468 84,943 240,000 35% 150,000 190,OOm
4412 Fire Admin, Citations 81,392 73.865 65,481 65,000 101% 120,000 55,000
4422 Fireworks Adm Civil Pen 0 0 9,645 0 0% 10,000 10,000
Total Fines/Penalties 1,258,248 1,581,909 693,693 1,838,300 38% 1.580,000 (258.300)
USE OF MONEY & PROPERTY
4505 Interest Earninos 1,073,619 793,211 98,202 500,000 20% 500,000 0
4520 land & BuildinQ Rental 474,154 407,302 331,549 427,600 78% 425,200 12,40m
4530 ParkinQ Rental Fee 67,258 0 0 30,000 0% 0 130,00m
4922 Sale of Prooertv 95,875 306,288 35,995 1,480,000 2% 1 ,480,000 0
4540 Vendina Machine Comm, 52,979 40,622 12,453 40,000 31% 40,000 0
Total Money & PropertY 1,763,885 1,547,423 478,199 2,477,600 19% 2.445,200 (32,400:
.
CITY OF SAN BERNARDINO
MIDYEAR GENERAL FUND REVENUE REPORT
FISCAL YEAR 2008-2009
ACTUAL ACTUAL DEC YTD BUDGET FYOO REVISED OVER/(UNDER)
DESCRIPTION FY2006-2007 FY2007 -2008 FY2008-2009 FY2008-2009 % COLL FY2008-2009 ORIG BUDGET
INTERGOVERNMENTAL
4603 Motor Vehicle In Lieu 1.381,205 1.038.879 258,031 800,000 32% 258,000 1542,000
4621 Bookino Fee Subvention 354,658 0 0 0 0% 0 0
4670 EDAlCDBG Reimb. 3,486,258 5.738,232 2,454,594 5,750,900 43% 5,750,900 0
4651 Construction Reimb 9,876 0 19,745 0 0% 0 0
4606 Homeowner's Exemotion 149,123 154,290 20,312 150,000 14% 130,800 119.200
4616 POST 132,146 127,242 51.328 100,000 51% 100,000 0
4625 State-Mandated Costs 863,049 63,156 88.703 50,000 177% 100,000 50,000
4673 Water Reimbursement 318,890 338,500 349,600 340,000 103% 349,600 9.600
4671 SBIM Reimbursement 130,905 146,690 39.182 136,400 29% 136,400 0
4615 Disaster Prep, ProQram 24.019 21,864 22,497 21,000 107% 22.500 1.500
4619 Mutual Aid/Disaster Reim 581,015 1,206,619 417.284 560,000 75% 1,000,000 440.000
Total I nterQovernmental 7,431,144 8,835,4 72 3.721.276 7.908.300 47% 7,848.200 160.100)
CHARGES FOR SERVICES
4731 Plan Check Fee 536,764 392,708 105,454 350,000 30% 200,000 1150.000
4789 Dev, Servs Archival Fee 47,940 36,723 13,615 35,000 39% 30,000 /5.000
4715 DS Technoloav Fee 0 0 15,861 96,900 16% 35,000 161,900
4880 EMS User Fee 270,586 227,341 85,207 430,000 20% 200,000 1230,000
4798 Storm Drain Utilitv Fee 283,836 288,709 143,550 260,000 55% 290,000 30.000
4815 Weed Abatement 247,674 204,399 61,997 200,000 31% 150,000 150,000
4733 Building Demolition 897,547 740,701 260,338 675,000 39% 675,000 0
4714 Plannina Develp Proiect 467,409 483,683 151,715 250,000 61% 250,000 0
4305 Annual Alarm Permits 211.944 213,266 92,808 220,000 42% 200,000 120,000
4780 Misc Develop Servs 114,563 95,657 63,908 92,700 69% 100,000 7.300
4766 Buildina Permit Review 45,842 67,470 39,330 65,000 61% 80,000 15,000
4720 Plan Review Fee 263,445 131,366 28,740 150,000 19% 60,000 (90,000
4782/4 Subdivision FilinQ Fees 320,350 78,511 120,222 75,000 -27% 0 175,000
4785 Non Subdivision Str Imp 121,372 205.199 78.710 150,000 52% 150,000 0
4711 Subdivision 136,746 174,315 9,218 100,000 9% 25,000 (75,000
4718 Environmental 14,063 6,585 719 10,000 7% 5,000 15,000
4735 Notice of Pendencv Rei 9,115 4.354 2.726 5,000 55% 5,000 0
4863 Class Registration Fee 31,276 6,219 2,588 6,000 43% 6,000 0
4862 Park EnerQY Fee 6,145 4,312 4,160 5,000 83% 3.000 12,000
4707 Passport Fees 110,010 99,200 24,168 100,000 24% 75,000 125,000
4702 County Contract 487,000 487,000 487,000 487.000 100% 487,000 0
4864 Swimmina Pool Fee 58,118 59,111 44,871 50,000 90% 45,000 (5,000
4861 Proarm/Facility Use Fee 71.158 65,516 25,059 60,000 42% 55,000 15,000
4865 Non-Resident Fees 3,310 2,918 931 3,000 31% 3,000 0
4710 Misc Plannina/Buildina 143,929 144,253 57,055 100,000 57% 100,000 0
4743 PD Tow Release Fee 403,200 450,035 271,995 514,800 53% 545,000 30,200
4745 Code Tow Release Fee 0 0 40 25,000 0% 0 125 000
4790-6 Sianal MainUEnerov 21,098 19,534 7,146 20,000 36% 20,000 0
4802 Str Liaht Enerav Fee 10,505 5,993 16,800 10,000 168% 16,800 6,800
4701 Election Filina Fee 1.622 24,306 60 25,000 0% 0 (25,000
4747 False Alarm Fee 77,488 54,035 28.950 60,000 48% 60,000 0
4810 Misc, Dev Services 6,747 21.842 189 15,000 1% 15,000 0
4705 Utility Collection Fee 60,403 10,776 0 50,000 0% 10,000 140,000
4708 Fire Trainina Aoreement 82,318 134,453 1,900 62,600 3% 62,600 0
4881 Paramedic Contract 259,129 259,129 86,376 359,100 24% 359,100 0
4786 Certificate of Completion 0 0 7,452 22,600 33% 15,000 (7,600
4752 Fireworks Reaulatorv Fee 101,108 73,893 40,751 75,000 54% 75,000 0
4753 Fire Archival Fee/Repts 2,755 3,955 1,731 4,000 43% 4,000 0
4754 Fire Bus Occuo Inso 50,386 31,461 17,010 50,000 34% 35,000 115,000
4755 Fire Rental Inspections 404,026 406.794 271,471 510,100 53% 510,100 0
4709 Hazardous Material Fee 0 0 11,368 477,500 2% 50,000 (427,500
4767 Single Family Rentallnsp 0 0 2,500 1,025,000 0% 25,000 (1.000.000)
Total Charaes 6,380,927 5,715,722 2,545,245 7,281.300 35% 5,031,600 (2.249,700
CITY OF SAN BERNARDINO
MIDYEAR GENERAL FUND REVENUE REPORT
FISCAL YEAR 2008-2009
DESCRIPTION
ACTUAL ACTUAL DEC YTD BUDGET
FY2006-2007 FY2007 -2008 FY2008-2009 FY2008-2009
REVISED OVER/(UNDER)
FY2008-2009 ORIG BUDGET
MISCELLANEOUS
4906 Water Fund Contr. 2,401,973 2,384,618 1,126,372 2,350,000 48% 2,350,000 0
4930 Sewer Contr. - Water 500,000 500,000 500,000 500,000 100% 500,000 0
4931 Water Land Sales 3,090 89,431 0 40,000 0% 52,700 12,700
4910 Admin Service Charoe 349,600 352,300 384,800 389,600 99% 389,600 0
4901 Misc. Other Revenue 396,358 309,077 154,681 273,000 57% 273,000 0
4912 Off Track Bettino 143,605 132,632 48,950 120,000 41% 100,000 120,000
4741 Sale of Photos IReoorts 116,639 58,757 8,614 30,000 29% 15,000 (15,000
4740-5 Police Misc. Receiots 839,549 794,747 11,495 800,000 1% 800,000 0
4746 Prooertv Auction 7,054 19,224 3,780 10,000 38% 10,000 0
4911 Restitutions 20,686 21,619 6,628 20,000 33% 20,000 0
4905 Utioation Settlement 176 57,957 475 10,000 5% 10,000 0
4904 Drunk Driver Reimburmt. 60 32 0 100 0% 100 0
4928 Bookino Fee Reimburmt. 1.630 2,028 1,597 2,000 80% 2,000 0
4750 Investioation Fee 12,538 13,692 18,709 58,500 32% 30,000 128,500
4924 Damage Clain Recoverv 36,618 25,447 36,504 90,000 41% 90,000 0
Total Miscellaneous 4,829,576 4.761,561 2,302,605 4,693,200 49% 4,642,400 (50.800
1 TOTAL GENERAL FUND
1130,255,0491132,795,6041 41,409.441 1135,866,600 I
30%1 127,382,800 I
(8,483,800)1
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL ACTUAL ACTUAL" BUI;lGET MID-YR EST
DESCRIPTION - 2005-06 2006-07 2007-08 . . 2008-09 ;;' 2008-09
105 LIBRARY FUND
4618 State Aid-Libraries 78,463 116,513 78,752 78,800 69,800
4850 Miscellaneous Receiots 19,092 18,977 20,157 20,000 20,000
4851 Librarv Fines 58,360 52,266 52,136 55,000 40,000
4901 Mise Receipts - - 78,000 - -
Total Library Fund $ 155,915 $ 187,756 $ 229,045 $ 153,800 $ 129,800
106 CEMETERY FUND
4505 Interest on Idle Cash 19,938 20,785 22,767 22,000 18,000
4775 Cemeterv Burial Fee 62,454 68,530 68,393 70,000 20,000
4776 Sale of Vases 1,206 2,124 2,070 2,000 1,000
4777 Sale Concrete Boxes 24,229 28,259 27,753 30,000 10,000
4778 Sale Cemeterv Plots 57,560 62,355 65,482 67,200 12.000
4901 Mise, Receipts - 6,000 - - -
Total Cemetery Fund $ 165,387 $ 188,053 $ 186,465 $ 191.200 $ 61,000
107 CABLE TV FUND
4505 Interest on Idle Cash 200 - - - -
4922/4852 ContracVSale Services 63,430 83,036 81,918 70,000 70.000
Total Cable TV Fund $ 63,630 $ 83,036 $ 81,918 $ 70,000 $ 70,000
108 ASSET FORFEITURE FUND
4505 Interest on Idle Cash - 4,214 8,968 5,500 8,000
4672 Asset Forfeiture Federal DOJ 1,592 144,268 273,377 100,000 100,000
4927 Asset Forfeiture 124,342 102,501 119,252 125,000 125.000
Total Asset Forfeiture Fund $ 125,934 $ 250,983 $ 401,597 $ 230,500 $ 233,000
118 DRUG/GANG FUND
4505 Interest on Idle Cash 7,793 6,812 6,566 7,000 4,000
4929 Asset Forfeiture-Drug/Gang 19,471 17,641 19,547 18,000 18,000
Total Drug/Gana Fund $ 27,264 $ 24,453 $ 26,113 $ 25,000 $,H>-'ll-22,OOO:
111 TRANSPORTATION FUND
4505 Interest on Idle Cash 1,390 1.697 3,056 3,000 2,000
4626 Rideshare Reimbursement 246,983 245,042 246,936 245,000 245,000
4906 Water Department 5,000 5,000 5,100 5,100 5,200
Total Transportation Fund $ 253,373 $ 251,739 $ 255,092 $ 253,100 $ 252,200
124 ANIMAL CONTROL FUND
4320 Animal License 332,392 357,328 380,559 457,200 320,000
4352 Mise, License & Permits 3,255 2,380 2,755 2,500 1,000
4410 General Fines 28,443 39,422 36,759 39,000 30,000
4430 Animal License Penaltv 32,460 42,120 47,770 42,200 42,200
4756 Animal Adoption Fee 60,389 58,224 56,968 58,000 50,000
4757 Contractee Shelter Fee 717,669 718,285 766,230 758,500 758,500
4759 Apprehension Fee 41,676 50,983 44,541 45,000 40,000
4760 Board Fee 20,311 34,212 31,894 32,000 20,000
4761 Field Service Fee 1,402 1,802 410 1,000 500
4763 Owner Release Fee 39,848 31,026 22,752 25,000 25,000
4764 Vaccination Fee 21.310 20,570 20,512 21.000 18,000
4765 Microchip Identification - - - 94,000 25,000
4901 Miscellaneous Receipts 25,126 5,174 4,099 4,500 1.000
Total Animal Control Fund $ 1,324.281 $ 1.361,526 $ 1,415,249 $ 1,579.900 $ 1,331,200'
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL ACTUAL ACJ:.uA~, ~.P"'~ET~ ~P::YR EST
DESCRIPTION 2005-06 2006-07 ' 2007-08 -2008-09 2008-09
135 AB 2928 TRAFFIC CONGESTION
4505 Interest on Idle Cash 2,996 62,980 43,243 40,000 10,000
4635 Traffic Conqestion Relief 893,324 1,445,425 - 1,435,900 1,435,900
4903 Refunds & Rebates - - 21,220 - -
Total AB 2928 Traffic Congestion $ 896,320 $ 1,508,405 $ 64,463 $ 1,475,900 $ 1.445,900
126 SPECIAL GAS TAX FUND
4505 Interest on Idle Cash 39,031 27,654 17.870 25,000 25,000
4610 State Aid-2106 779,186 788,619 751,321 750,000 700,000
4611 State Aid-2107 1,627,047 1,638,717 1,620,600 1,620,000 1,550.000
4612 State Aid-2107,5 10,000 10,000 10,000 10,000 10,000
4614 Prop lll-Hiqhwav Users Tax 1,219,928 1,225,874 1,211,055 1,200,000 1,150,000
4658 Fed Aid - Street Construction - - - - -
4670 EDA Reimbursement - 50,000 - - -
4945 Reimbursement - 267,447 - 246,700 246,700
Total Gas Tax Fund $ 3,675,192 $ 4,008,311 $ 3,610.846 $ 3,851,700 $ 3,681,700
527 INTEGRATED WASTE MGMT
4505 Interest on Idle Cash 31,261 49,967 58,284 50,000 25,000
4830 Commercial Rubbish 86,152 77,617 72,425 80,000 70,000
4831 Commercial Bin Rent 130,448 100,884 93,581 100,000 50,000
4832 Commercial Bin Service 9,241,858 9,626,224 9,803,805 9,800,000 9,700,000
4833 Commercial Special 1,124,666 1,460,411 1,607,712 1,650,000 1,070,000
4837 Automated Commercial Rubbish - - - - -
4840 Residential Water Billed 8,622,065 8,865,093 8,856,698 8,800,000 8.850,000
4841 Residential "B" Accounts 1,087.208 1,144,970 1,155,599 1,155,000 1,150.000
4843 Dino Bin Service 2,437,484 2,555,032 2,531,429 2,555.000 2,700.000
4844 Commercial Penalties 18,764 20,788 21,410 23,000 20,000
4845 Residential Penalties 2,431 1,999 2,056 2,000 2,000
4846 Recvclinq Receipts - 174,459 185,524 190.000 190,000
4901 Miscellaneous Other Revenue 997,361 236,471 737,752 830,000 830,000
4923 Sale Salvage Mater - - 82,370 - 30,000
Totallnteqrated Waste Mgmt $23,779,698 $24,313,915 $ 25,208,645 $ 25,235,000 $ 24,687,000
128 TRAFFIC SAFETY FUND
4440 CVC Fine 744,964 1,005,419 1,409,440 1,400,000 1 ,400,000
4441 Nester Red Lights 493,466 837,798 887,491 2,376,700 910,000
Total Traffic Safety Fund $ 1,238,430 $ 1.843,217 $ 2,296,931 $ 3,776,700 $ 2,310,000
1291/2 CENT SALES /ROAD TAX FUND
4505 Interest on Idle Cash 63,392 181,759 180.145 130,000 130,000
46131/2 Cent Sales Tax 3,219,945 3,188,524 3,077,896 3,000,000 3,200,000
4630 State Aid - Street Construction - - 197,137 - -
4658 Fed Aid - Street Construction - - - - -
4670 EDA Reimbursement - - - 1,087,800 1,087,800
4945 Construction Reimbursement 200,000 59,814 - 200,000 200,000
Total 1/2 Cent Sales Tax $ 3,483,337 $ 3,430,097 $ 3,455,178 $ 4,417,800 $ 4,617,800
132 SEWER LINE MAINTENANCE
4505 Interest on Idle Cash 140,582 154,626 209,892 160,000 160,000
4820 Sewer Line Maint 3,024,273 3,093,150 3,053,718 3,100,000 3.150,000
Total Sewer Line Maintenance $ 3,164,855 $ 3,247.776 $ 3,263,610 $ 3,260,000 $ ~ 3,310;000'
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL ACTUAL ACTUAL; "".BYDgET, MID-YR EST
_ 7 ..~. 2008-09
DESCRIPTION 2005-06 2006-07 2007-08 . 2008-09
133 BASEBALL STADIUM
4505 Interest on Idle Cash - - 4,691 - -
4520 Land/Buildino Rental 500 1,004 - - -
4901 Baseball Team Lease Agreement 143,562 204,147 81,453 33,600 33.600
Total Baseball Stadium $ 144,062 $ 205,151 $ 86,144 $ 33,600 $ 33,600
134 Soccer Complex
4505 Interest on Idle Cash 4,124 5,804 8,135 5,000 5,000
4520 Land & Buildino Rental 176,668 72,700 103,928 70,000 70,000
4528 Sponsorships - - - - -
4530 Rental Fee - Parkino - 200,041 240,766 230,000 175,000
4861 Prooram & Facility User Fee 125,525 55,391 67,696 65,000 60.000
4862 Park Energy Fee - 1,320 4,287 2,300 -
Total Soccer Complex Fund $ 306,317 $ 335.256 $ 424,812 $ 372.300 $ 310,000
137 CFD 1033 Fire Station M& 0
4013 CFD 1033 Special Tax - 40,700 66,655 556,200 556,200
4505 Interest on Idle Cash - - 13,442 15,000 10,000
Total CFD 1033 Fire Station $ - $ 40,700 $ 80,097 $ 571,200 $ 566,200
240 INFRASTRUCTURE BANK LOAN FD
6453 Loan Proceeds - 5,450,237 - 4.549,800 4,549,800
4505 Interest on Idle Cash - - - - -
Total CFD 1033 Fire Station $ - $ 5,450,237 $ - $ 4,549,800 $ 4,549,800
242 STREET CONSTRUCTION FUND
4903 Mise Receiots/Refunds/Rebates - 11.350 4,813 2,898,300 2,898,300
4630 State Aid-Street Constr. 232,200 240,719 204,638 2,768,900 2,768,900
4658 Federal Aid-FAU 206,325 397,187 867,957 17,384,500 17,384,500
4670 EDA Reimbursement - - - 1,000,000 1,000,000
4945 Construction Reimbursement 28,458 - 432.677 4,424,900 4,424,900
Total Street Constr. Fund $ 466,983 $ 649,256 $ 1,510,085 $ 28,476.600 $ 28,476,600
243 PARK CONSTRUCTION FUND
4505 Interest on Idle Cash 50,865 47,154 26,207 20,000 20,000
4620 State Aid Park Dev - 340,901 50,145 2,144,700 2,144,700
4732 Park Develooment Fee 668,681 120,129 70 - -
4651 Construction Project Reimb, - 950,000 - - -
Total Park Construction Fund $ 719,546 $ 1,458,164 $ 76,422 $ 2,164,700 $ 2,164,700
244 CEMETERY CONSTRUCTION FUND
4505 Interest on Idle Cash 1,179 1,325 1,675 1,600 1,200
4778 Sale Cemetery Plots 3.218 3,744 3,743 3,700 1,000
Total Cemetery Constr, Fund $ 4,397 $ 5.069 $ 5,418 $ 5,300 $ -2,200
245 SEWER LINE CONSTRUCTION FUND
4505 Interest on Idle Cash 65,873 199,090 247,367 150,000 100,000
4651 Construction Reimbursement - - - - -
4821 Sewer Lateral Fee 3,252 195 - - -
4822 Sewer Connection Fee 1,382,187 825,779 378,884 250,000 80,000
Total Sewer Line Constr, Fund $ 1,451,312 $ 1,025,064 $ 626.251 $ 400,000 $ , 180,000
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL ACTUAL ACT,UAL BUDGET MID-YR EST
~._' ,. 2008-09
DESCRIPTION 2005-06 2006-07 2007-08 2008-09
246 PUBLIC IMPROVEMENT FUND
4505 Interest on Idle Cash 83,861 241,362 161,335 125,000 75,000
4902 Contributions - - - - -
4945 Reimburse Street Construction - 398,191 - - -
Total Public Improvement Fund $ 83,861 $ 639,553 $ 161,335 $ 125,000 $ 75,000
247 CULTURAL DEVELOP FUND
4335 Cultural Devel. Constr. Fee 549,379 999,211 610,202 400,000 300,000
4505 Interest on Idle Cash 9,716 31,054 48,352 50,000 30,000
Total Cultural Devel Const Fund $ 559.095 $ 1,030,265 $ 658,554 $ 450,000 $ 330,000
248 STORM DRAIN CONSTR FUND
4505 Interest on Idle Cash 72,475 99,737 277 ,287 100,000 100,000
4651 Construction Reimbursement 436,629 33,162 - - -
4658 Fed Aid - Street Construction - - - - -
4818 Storm Drain Fee 1.716,031 1,639,518 2,316,118 1,800,000 500,000
Total Storm Drain Constr. Fund $ 2,225,135 $ 1,772,417 $ 2,593,405 $ 1,900,000 $ 600,000
250 TRAFFIC SYSTEMS CONSTR FUND
4505 Interest on Idle Cash 38,047 13,385 - - -
4630 State Aid - Street Construction 129 108,000 74,545 75,000 25,000
4658 Fed/State Aid-Street Construction - 83,968 - - -
4670 EDA Reimbursement - - - - -
4803 Traffic Svstem Fees 828,561 152,152 - - -
4945 Reimburse St Constr 109,800 - - - -
Total Traffic Systems Fund $ 976,537 $ 357,505 $ 74,545 $ 75,000 $ ,,25,000
257 CITY WIDE AD 994
4057 AD 994 28,220 8,418 - - -
Total City Wide AD 994 $ 28,220 $ 8,418 $ - $ $ ..;~'.v~~
258 PROP 1B FUND
4505 Interest on Idle Cash - - 99,565 100,000 100,000
4628 PrOD 1 B 3,297,446 3,545,800 3.545,800
4670 EDA Reimbursement - - - 500,000 500.000
Total Prop 1 B Fund $ - $ - $ 3,397,011 $ 4,145,800 $ 4,145,800
261 DIF LAW ENFORCEMENT FUND
4505 Interest on Idle Cash 957 4,512 2,074 2,000 2,000
4824 Development Impact Fees 73,704 205,444 97,644 100,000 100,000
Total DIF Law Enforcement Fund $ 74,661 $ 209,956 $ 99,718 $ 102,000 $ 102,000
262 DIF FIRE SUPRESSION/MEDICAL
4505 Interest on Idle Cash 968 7,307 12,469 5,000 5,000
4824 Development Impact Fees 74,600 205,741 92,796 100,000 100,000
Total DIF Fire Supression/Medical $ 75,568 $ 213,048 $ 105,265 $ 105,000 $ . 105,000
263 DIF LOCAL REGIONAL CIRCULATON I
4505 Interest on Idle Cash 806 10,019 25,664 20,000 12,000
4824 Development Impact Fees 62,168 345,071 408,782 325,000 100,000
Total DIF Local Regional Circulation $ 62.974 $ 355,090 $ 434,446 $ 345,000 $....lOo1,121000
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL ACTUAL AC;IJ,tf'.b, ~B..ug_G~Jl. MIQ.-YR EST
DESCRIPTION 2005-06 2006-07 2007-08 ." 2008-09 . t. 2008~09 '
264 DIF REGIONAL CIRCULATION
4505 Interest on Idle Cash 7,625 72,114 333,418 200,000 200,000
4824 Development Impact Fees 587,535 2.143,658 3,752,399 1,000,000 1,000,000
Total DIF Regional Circulation $ 595,160 $ 2,215,772 $ 4,085,817 $ 1,200,000 $ " 1,200,000
265 DIF LIBRARY FACILITIES
4505 Interest on Idle Cash 49 999 1,744 1,000 1,000
4824 Development Impact Fees 3,738 38,832 57,826 30,000 30,000
Total DIF Library Facilities $ 3,787 $ 39,831 $ 59.570 $ 31,000 $ 31,000
266 DIF PUBLIC USE FACILITIES
4505 Interest on Idle Cash 61 1,294 4,569 5,000 5,000
4824 Development Impact Fees 4,690 51,250 85,510 35,000 35,000
Total DIF Public Use Facilities $ 4,751 $ 52,544 $ 90,079 $ 40,000 $ 40,000
267 DIF AQUATICS FACILITIES
4505 Interest on Idle Cash 25 511 1,680 500 500
4824 Development Impact Fees 1,911 19,853 29.822 15,000 15.000
Total DIF Aquatics Facilities $ 1,936 $ 20,364 $ 31,502 $ 15,500 $ 15,500
268 DIF AB 1600 PARKLAND
4505 Interest on Idle Cash 304 9.529 29,122 30,000 30,000
4824 Development Impact Fees 23,408 388,380 723,632 350,000 350,000
Total DIF AB 1600 Parkland $ 23,712 $ 397,909 $ 752,754 $ 380,000 $ ,,380,000
269 DIF QUIMBY ACT PARKLAND
4505 Interest on Idle Cash 152 1,327 2,888 5,000 5,000
4824 Development Impact Fees 11,704 52,668 20,064 20,000 20.000
Total DIF Quimby Act Parkland $ 11,856 $ 53,995 $ 22,952 $ 25,000 $ .'W"25,000
621 CENTRAL SERVICES FUND
4897 Interdepartmental 253,085 256,783 221,253 200,000 185,000
Total Central Services Fund $ 253,085 $ 256,783 $ 221,253 $ 200,000 $ ...~185,000
629 LIABILITY INSURANCE FUND
4505 Interest on Idle Cash 79,311 85,619 108,984 50,000 50.000
4897 Interdepartmental Receipts 3,472,200 3,203,100 3,244,500 3,082,400 3,082,400
4924 Damage Claim Recovery - - - - -
Total Liability Insurance Fund $ 3,551,511 $ 3,288,719 $ 3,353,484 $ 3,132,400 $ 3,132,400
630 TELEPHONE SUPPORT FUND
4541 Telephone Commission 1,812 1.093 - - -
4893 Water Deol. Receiots 126,929 130,195 131,688 120,000 120,000
4670 Economic Development Aaencv 119 8,167 3,499 - -
4897 Interdepartmental Receipts 733,763 802,261 752,498 523,000 523,000
4903 Refunds and Rebates/Misc. Receipts 6,902 12,680 18,227 9,600 9,600
Total Telephone Support Fund $ 869,525 $ 954,396 $ 905,912 $ 652,600 $ '<.v 652,600
CITY OF SAN BERNARDINO
SPECIAL REVENUE FUNDS
FISCAL YEAR 2008 - 2009
ACTUAL .ACTUAL ACTUAL . BUDGET MID-YR EST
'" '2008-09
DESCRIPTION 2005-06 2006-07 2007-08 , 2008-09
631 UTILITY FUND
4897 Interdepartmental Receipts 4,022,653 4,293,139 3,974,360 3,762,300 3,762,300
4944 LED Retrofit Reimbursement 110,000 - - - -
4901 Misc Receipts/Refunds & Rebates 1,605 - - - -
Total Utility Fund $ 4.134,258 $ 4,293,139 $ 3,974,360 $ 3,762,300 $ 3,762,300
635 FLEET ,SERVICES FUND
4506 Interest - - - - -
4670 EDNWater Reimbursement 10,649 9,562 12,479 15,800 15,000
4896 Replacement Contribution 142,400 - - - -
4897 Interdeoartmental Receipts 6,178,158 6,825,770 9,637,571 7,783,200 7,783,200
4901/22 Misc, Other Receipts 17,372 15,160 61,161 9,500 10,300
Total Fleet Services Fund $ 6,348,579 $ 6,850,492 $ 9,711,211 $ 7,808,500 $ 7,808,500
678 WORKERS' COMPENSATION FUND
4897 Interdepartmental Receipts 3,708,340 3,477,901 3,593,010 3,420,400 3,420,400
4901 Misc Receipts - 15 16,850 - -
4906 Water Department 222,253 339,757 322,656 350,000 350,000
Total Workers' Compensation Fd $ 3,930,593 $ 3.817,673 $ 3,932,516 $ 3,770,400 $ 3.770,400
679 INFORMATION TECHNOLOGY
4670 EDA Reimbursement 356 2,203 - - -
4673 Water 433,873 510,499 668,306 710,700 710,700
4897 Interdepartmental Receipts 3,808,200 4,000,200 3,776,200 3,530,600 3,530,600
4901 Miscellaneous Receipts 142,329 12,579 10,651 394.700 394,700
Total Information Technology $ 4,384,758 $ 4,525,481 $ 4,455,157 $ 4,636,000 $, ~<< 4,636.000
IGRAND TOTAL
1$69,645,7951 $81,221,5341 $82,425,2271 $113,995,600 I $ 109,568,2001
CITY OF SAN BERNARDINO
DETAIL OF INTERFUND TRANSACTIONS
FISCAL YEAR 2008-2009
TRANSFERS - IN VARIANCE
FY 2008-09 FY 2008-09 FAVORABLE!
BUDGET MIDYR EST (UNFAVORABLE)
TO GENERAL FUND:
'From Special Gas Tax For- 3,590.000 3,590,000 0
Street Maintenance-$2,420.000
Street Lighting - $1,170,000
'From Traffic Safety For- 3,776,700 2,310,000 (1,466,700)
Police Costs - $1,400,000
Nester Red Lights - $2.376,700
'From 1/2 Cent Sales & Road Tax For- 250,000 250,000 0
Administration
'From Cultural Development Fund For - 357,000 357,000 0
Fine Arts/Civic & Promotional Costs
'From Traffic Systems Constructions For - 60,000 60,000 0
Administration
'From Storm Drain Construction For- 132,700 132,700 0
Administration
'From Refuse Fund For - 2,682,300 2,682,300 0
Administration $1,910,200
Street Repair 50,000
Lease City Yards 600,000
Lease City Hall 55,200
NPDES Coord, Posil. 66,600
'From Sewer Line Construction For- 225,000 225,000 0
Administration
'From Sewer Line Maintenance Fund For - 250,000 250,000 0
Administration
'From Fire Equipment Fund For- 425,000 425,000 0
San Mauel Funds for Fire Depl. costs
'From CFD 1033-Fire Station Fund For- 556,200 556,200 0
Maintenance & Operation Costs
'From Transportation Fund For- 140.000 140,000 0
Traffic Engineering Costs $80,000
MainllFuel for All. Fuel Veh $60,000
Crossing Guards $0
TOTAL GENERAL FUND $12,444,900 $10.978.200 (1,466.700)
CITY OF SAN BERNARDINO
DETAIL OF INTERFUND TRANSACTIONS
FISCAL YEAR 200S-2009
TRANSFERS - IN VARIANCE
FY 200S.Q9 FY 200S.Q9 FAVORABLE!
BUDGET MIDYR EST (UNFAVORABLE)
TO ANIMAL CONTROL FUND:
"From General Fund For - 393,500 609,200 215,700
Operating Costs
TO CATV FUND:
"From General Fund For - 564.200 596,900 32,700
Operating Costs
TO LIBRARY FUND:
"From General Fund For- 2,815,500 2,747,900 (67,600)
Operating Costs
TO WORKERS COMPENSATION FUND:
"From General Fund For - 0 0 0
Operating Costs
TO REFUSE:
"From General Fund For - 387,600 387,600 0
Street Sweeping - $65,000
Graffiti Program - $322,600
TO CENTRAL SERVICES FUND:
"From General Fund For - 94,300 87,200 (7,100)
Operating Costs
TO BASEBALL STADIUM:
"From General Fund For - 0 0 0
Operating Costs
TO LIABILITY FUND:
"From General Fund For - 400,000 400,000 0
Operating Costs
TO FIRE DEV IMPACT FEE FUND:
"From Verdemont Infrastructure Fund For- 769,000 769,000 0
Verdemont Fire Station Debt payment
TO SEWER LINE MAINT FUND:
"From Information Technology Fund For- 78,000 78,000 0
Loan Repayment
TO FLEET FUND:
"From General Fund For- 426,500 426.500 0
Vehicle Replacement Costs - $300,000
Repayment of Operating Costs - $126,510
TOTAL OTHER FUNDS I $5,928,600 $6,102,300 173,700
IGRAND TOTAL TRANSFERS-IN
1$18.373,5001 $17,080,500 I
(1,293,000)1
CITY OF SAN BERNARDINO
DETAIL OF INTERFUND TRANSACTIONS
FISCAL YEAR 2008-2009
TRANSFERS - OUT VARIANCE
FY 2008.()9 FY 2008.()9 FAVORABLE!
BUDGET MIDYR EST (UNFAVORABLE)
FROM GENERAL FUND:
'To Animal Control Fund For- $393.500 609.200 (215.700)
Operating Costs
'To Library Fund For- 2,815,500 2,747.900 67.600
Operating Costs
'To CATV For- 564,200 596,900 (32,700)
Operating Costs
'To Baseball Fund For- 0 0 0
Operating Costs
'To Central Services Fund For- 94,300 87,200 7,100
Operating Costs
'To Refuse Fund For- 387.600 387,600 0
Street Sweeping - $65,000
Graffiti Program - $322,600
'To Fleet Fund For- 426,500 426,500 0
Vehicle Replacement Costs - $300,000
Repayment of Operating cost- $126,500
'To Liability Fund For- 400.000 400,000 0
Operating Costs
'To Workers Compensation Fund For- 0 0 0
Operating Costs
TOTAL GENERAL FUND $5,081.600 $5.255,300 (173,700)
FROM TRAFFIC SAFETY:
'To General Fund For - 3,776.700 2,310.000 1,466,700
Police Costs
FROM SPECIAL GAS TAX:
'To General Fund For- 3,590,000 3,590,000 0
Street Main!. Costs-$2,420,000
Street Lighting Costs-$1, 170.000
FROM 1/2 CENT SALES/ROAD TAX:
'To General Fund For- 250,000 250,000 0
Administration
FROM CULTURAL DEVELOPMENT
'To General Fund For- 357.000 357,000 0
Fine Arts & Civic Promotional Costs
FROM TRAFFIC SYSTEM CONSTR
'To General Fund For- 60,000 60.000 0
Administration of Fund
CITY OF SAN BERNARDINO
DETAIL OF INTERFUND TRANSACTIONS
FISCAL YEAR 2008.2009
TRANSFERS. OUT VARIANCE
FY 2008-09 FY 2008-09 FAVORABLE!
BUDGET MIDYR EST (UNFAVORABLE)
FROM STORM DRAIN FUND
'To General Fund For- 132,700 132,700 0
Administration of Fund
FROM REFUSE FUND
'To General Fund For- 2,682,300 2,682,300 0
Administration $1,910,500
Street Repairs $50,000
Lease City Yards $600,000
Lease City Hall $55,200
NPDES Coord. Position $66,600
FROM SEWER LINE CONSTR FD
'To General Fund For- 225,000 225,000 0
Administration
FROM SEWER LINE MAINT FUND
'To General Fund For- 250,000 250,000 0
Administration
FROM INFORMATION TECHNOLOGY FUND
'To Sewer Line Maint Fund For- 78,000 78.000 0
Loan Repayment
FROM VERDE MONT INFRASTRUCTURE FUND
'To Fire Dev Impact Fee Fund For- 769,000 769,000 0
Loan Repayment
FROM CFD 1033-FIRE STATION FUND
'To General Fund For- 556,200 556,200 0
Maintenance & Operation Costs
FROM FIRE EQUIPMENT FUND
'To General Fund For- 425.000 425,000 0
San Manuel funds for Fire Dept Costs
FROM TRANSPORTATION FUND
'To General Fund For - 140,000 140,000 0
Traffic Engineering Costs $80,000
MainUFuel for All. Fuel Veh $60,000
Crossing Guards $0
TOTAL OTHER FUNDS $13.291,900 $11.825,200 1,466,700
IGRAND TOTAL TRANSFERS-OUT
I $18,373,500 1$17,080,500 l
1,293.000 I
,
Attachment B
City of San Bcrnardino
San Bernardino Police Department
Interoffice Memorandum
To:
Mark Weinberg, City Manager
From:
Michael A. Billdt, Chief of Police
DRAFT
Subject:
Budget Reduction Scenarios - Revised Alternatives 1 & 2
Date:
February 11, 2009
Copies:
At the February 2, 2009, City Council meeting, a budget reduction strategy was presented to the
Mayor and Council members that addressed the $9 million budget shortfall for FY 2008/09 and
projected shortfalls through June 2010. Reductions for the Police Department included two
scenarios requiring either the elimination of 29 sworn and 7 non-sworn positions or 49 sworn
and 15 non-sworn positions. These reductions are in addition to another 3 Sergeant and 3
Detective positions that were unfunded and 22 non-sworn positions that were eliminated during
the FY 08/09-budget process,
On February 5, 2009, the Police Executive Staff met with Police Officers Association President
Rich Lawhead, Vice President Travis Walker, and POA member Steve Filson to discuss methods
to mitigate the impact of the proposed reductions in sworn and nonsworn police personnel. After
a productive and collaborative five-hour meeting, several strategies were identified in order to
mitigate the need for layoffs for both the sworn and nonsworn members of the Department.
POA President Rich Lawhead represented that should we be able to mitigate the need for layoffs,
he would seek to have his membership approve 10% concessions, On February 10, 2009, the
San Bernardino Police Officers Association met and voted not to approve the 10% concessions,
My staff has continued working on identifying potential budget strategies and savings which will
reduce or eliminate the necessity to implement police layoffs and reductions in rank. Moreover,
these efforts have identified new projected budget savings totaling $574,544 in FY 08/09 and
$2,783,532 in FY 09/10 which were not included in initial scenarios. The amounts will reduce
the number of sworn and nonsworn layoffs and reductions in rank in both scenarios. These new
savings consist of:
. Additional savings in non Personnel Services accounts totaling $342,985 in FY 08/09
(above Mid-Year projections) and $865,700 in FY 09/10.
. $39,500 (5%) in budgeted overtime savings in FY 08/09.
TilE SBPD IS COMMITrED TO PROVIDING;
PROGRESSIVE QUALITY l'OLlCE SERVICE;
A SAFE ENYIRON~IENT TO IMPROVE TilE QUALITY OF LIFE;
A REDucnoN IN CRIME TIIROUGIII'ROBLEM RECOGNITION AND PROBLEM SOLYING
. Additional salary savings via attrition and by keeping currently vacant sworn positions
unfilled through June 30, 2009, with budget savings totaling $231,559 in FY 08/09 and
$1,917,832 in FY 09/10.
It is my understanding that negotiations continue with the Police Officers Association and that a
potential exists whereby 10% savings can be achieved, Given this potential for additional budget
savings, I am proposing that Budget Reductions - Alternative Scenario 2 replace the two police
proposals presented to the Mayor and City Council on February 2, 2009. Should a 10% savings
be achieved through negotiations with the Police Officers Association, the need for sworn and
non-sworn police layoffs and reductions in rank will be eliminated. Through attrition we will
hold a total 16 sworn positions (2 Sergeants, 3 Detectives and II Police Officers) vacant through
June 30, 2010, The changes contained in Alternative Scenario 2 consist of the following:
Modify Jail Schedule and Staffing - Our San Bernardino Police Department Jail has been
temporarily non-operational since July 22, 2008, There is a pending RFCA, which would renew
our contract with Paramount Protection services for contract jailers, I am recommending this
item be pulled entirely and that we use full-time police employees to staff the jail four nights a
week (Thursday through Sunday) during swing shift hours (5:00 p,m. to 3:00 a.m,), This action
would result in staffing consisting of a police officer or reserve police officer serving as jailer
and a Community Service Officer working in the jail pod handling paperwork and administrative
duties. This proposal keeps the jail open during peak calls for service times and would prevent
our jail from permanently closing. As I have previously discussed, if we sought to reopen the
San Bernardino Police Department Jail after its permanent closure the City would be subject to
current Bureau of Prison regulations and potential major expenditures for retrofitting the facility.
This approach would further allow us to revisit the need for 24-hour-a-day jail operations should
the State eliminate booking fee subventions to counties, forcing the City to renew payments for
booking fees. We will realize $\31,185 in savings in FY 2008/09 (above Mid-Year projections)
and $373,800 in FY 09/10,
Transfer Seized Monies to the General Fund - The Police Department confiscates monies
believed to be stolen or derived from illegal enterprises by defendants. After court adjudication,
these funds are either returned to defendants under a court order or are transferred to the City's
General Fund. We currently have approximately $75,000 in adjudicated monies and monies that
will be adjudicated in the near future. These monies can be transferred into the General Fund,
In the remote chance that a claim is made and granted, payment of that disbursement must occur
from the General Fund,
Reduction in the Purchase of Marked Police Units - By extending mileage, we can reduce the
purchase of marked police units in FY 09/10 by 10 vehicles, Over a three year lease/purchase
plan, this will generate savings of approximately $48,900 in FY 09/10 and $98,700 each year in
FY 10/11 and FY 11/12.
Budget Line Item Reductions for FY 2008/09 - During Mid-Year Budget Review, we projected
total savings of $1,256,282 in all General Fund budget categories, not including Personnel
Services. My staff has reviewed each line item account and determined an additional $97,300
can be saved by eliminating all but emergency and necessary purchases.
Reduction in Line Items for FY 2009/10 - My Staff proposes that we reduce non-Personnel
Services line item accounts by $434,000 in FY 09/10, These reductions are in addition to those
previously proposed,
Reduction in Overtime Expenditures for FY 08/09 - Our overtime expenditures have dropped
since the reorganization, At our current rate of overtime usage, year-end overtime costs are
projected to be $2,674,500, which is $245,500 below budget. I am confident that we can save an
additional 5% or $39,500 by the end of the fiscal year.
Elimination of Non-Sworn Positions - The additional savings in Alternative Scenario 2, coupled
with a 10% contribution by the POA, eliminates the need to cut 7 non-sworn positions. 6 of
these positions are currently filled and would have caused layoffs and potential bump backs. 22
non-sworn positions were previously cut during FY 08/09 budget deliberations,
Measure Z vacancies - This proposal will be keep the six remaining Measure Z police officer
positions vacant for all of FY 09/10,
Current General Fund Vacancies - We currently have two General Fund police officer positions
vacant. This proposal will keep these positions vacant for all of FY 09/10.
Salary Savings from Attrition - We currently have 9 sworn positions (2 Lieutenants, 3 Sergeants,
I Detective and 3 Police Officer) slated for separations before the end of FY 08/09. In
Alternative Scenario 2, I plan on leaving 2 Sergeant, 3 Detectives and 4 Police Officer positions
vacant for the remainder of FY 08/09 and all of FY 09/1 O. Budget savings of $23 I ,559 in FY
08/09 and $1,172,632 in FY 09/1 0 will be realized.
Elimination of Sworn Positions - The additional savings in Alternative Scenario 2, coupled with
alO% contribution by the POA, eliminates the need to cut 29 sworn positions (4 Sergeant, 5
Detectives and 20 Police Officers) with layoffs effective April 1,2009. The elimination of sworn
positions would have caused reductions in rank of 4 Sergeants and 9 Detectives and the layoff of
29 Police Officers, Previously, 3 Sergeant and 3 Detective positions were unfunded and held
vacant during the FY 08/09 budget deliberations.
Summary - In closing, the strategies outlined in Alternative 2 considers the potential for sworn
police employees to make a 10% contribution and will generate total budget savings of$862,195
in FY 08/09 and $4,388,179 in FY 09/10. All police layoffs and reductions in rank can be
avoided if the 10% contribution is made and additional salary savings are generated via attrition,
Via attrition a total of 16 police positions will be held vacant through June 30, 20 I O.
Should there be an economic upturn in FY 09/10 with an increase in revenues, the City Council
can revisit the need to maintain vacancies and decide to fund all or part of them.
N
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Attachment C
City of San Bernardino
Interoffice Memorandum
To:
Lori Sassoon, Assistant City Manager
From:
Mat Fratus, Deputy Fire Chief
Subject:
Staffing Approach to Potential Layoffs
Date:
February 12,2009
CC:
Michael Conrad, Fire Chief
As we discussed, the prospect of a reduction in force in the fire department poses a potential for
laying off more senior firefighters (P-I positions) in order to keep enough paramedic/firefighters
(P-2 positions) to maintain current EMS service levels, Because pol and P-2 are both entry-level
positions, there are significant variances in seniority by rank versus total time with the
department. Given the depth of the proposed cuts, this could result in the laying off of members
with over 20 years of service while retaining some with less than one year. Fire administration
and the firefighters union both agree that this is an undesirable situation that should be
minimized as much as possible.
Therefore, the fire department would like to use paramedic-licensed engineers (P-3 positions) to
fill paramedic duties on a full-time basis in the event of layoffs. The purpose of this move would
be to organize any layoffs of safety employees in such a way that the employees with the least
seniority would be laid off first, regardless of being classified as a P-I or a P-2.
The Firefighters' MOU currently provides for licensed P-3s to work as a paramedic for a
specified premium pay (MOU Section Article 1Il, Sec I-G). This pay is calculated as the
difference between the established P-I and P-2 pay rates. Qualified P-3s who wish to take part in
this program make the request through the fire chief, and once approved receive a minimum of
96 hours of the premium pay per month. Hour worked in addition to the 96 are compensated at
the premium pay rate,
The result of using this approach would be that up to eight junior P-2s could be laid off instead
of more senior P-I s, However, we would retain the ability to keep our paramedic services at the
same level we have today, If more than 16 positions are cut, we will have used all 12 of the
paramedic P-3s, At that point, we may be forced to layoff P-I s that are more senior to retained
P-2s in order to maintain EMS service levels,
The fiscal impact of using this configuration is an annual savings of approximately $44,000.
This savings is a combined result of retaining more P-I s, which are paid less than P-2s, and the
fact that the 12 paramedic P-3s already receive 96 hours of premium pay monthly as part of their
MOU agreement.
Should the city decide to accept the city manager's recommended budget strategy, the fire
department will eliminate a total of 4 P-I positions, and 6 P-2 positions, We would then use
paramedic P-3s to provide paramedic services on units that lose a P-2 position. This will result in
two current P-2 employees being laid off.
Should the city decide to accept the city manager's alternative strategy, the fire department
would eliminate a total of 10 P-I positions and 12 P-2 positions, We would then use paramedic
P-3s to provide paramedic services on units that lose P-I s. This will result in 8 current P-2
employees and 7 current P-I employees being laid off,
I would also like to add that the configuration of using paramedic P-3s is not without difficulties.
Therefore, it would be our desire to ultimately return our staffing configuration to make use of P-
2s to deliver paramedic care on a permanent basis, Under the current circumstances, however,
we feel that this is the most palatable option,
Please let me know if you have any questions,
Attachment 0
Parks, Recreation & Community Services Department
Inter-Office Memorandwn
To:
Lori Sassoon, Assistant City Manager
From:
Kevin L. Hawkins, Director
Re:
CID Proposal
February 12, 2009
Date:
Since the proposed budget reductions were announced, the Department has aggressively sought to
mitigate the impact on the community and employees, As it relates to the Center for Individual
Development (CID), the proposed reduction of staffing - CID Manager, Recreation Therapist and
part time personnel would create a short term impact to service delivery,
As a result the Department has worked with the Friends of the CID on the following solution:
Use of the Friends of CID funds to pay for the remainder of the C,I.D, City Park Recreation &
Community Services Dept. staff, The $271,000 would last approximately 12 - 18 months. These
funds would pay for the C,I.D. Recreation Therapist salary and benefits and for the 10 C.I.D, part
time staff, This would also allow the continuation of service delivery (without interruption) to an
already underserved population group,
With the retirement of the CID Manager, effective April 1 , 2009, the Department as part of an overall
reorganization/consolidation will move the CID under a newly proposed Human Services Division,
which will include Senior Services, Nutrition and Youth and Family services, This Division will be
headed by Glenda Robinson, the Community Recreation Program Supervisor, which functionally
separates the Recreation Division into Recreation and Cultural and Human Services into a stand
alone section,
This proposal will provided $271,000 savings to the General fund and will increase
organizational/operational efficiency, Additionally, it will still allow for the pursuit of a capital
campaign for long term funding of the CID as well as focused discussions with other funding
partners,
Attachment E
Parks, Recreation & Community SelVices Department
Inter-Office Memorandwn
To:
Lori Sassoon, Assistant City Manager
From:
Kevin Hawkins, Parks, Recreation and Community Services Director
Re:
LMD Proposal
Date:
February 12, 2009
The Park Maintenance services savings derived from the City Manager's proposal to Common Council on
February 2"d meeting reflected a total general fund savings of $949,72S, detailed in Table 1 below. Applying
these reductions to the Park Maintenance division would result in significant service interruptions and related
revenue decreases. More specifically, traditional facility reservations could not be serviced by maintenance
workers to prepare and clean up a facility before and after use. Similarly, special requests and maintenance
needs that are nonrecurring would be difficult to accomplish given the nature of the proposed substitute
contract maintenance service.
Table 1.
Position #
PMW I (flex) 2
PMW II 11
PMW III 8
Pks Lead Wrkr 3
Plumbers 2
Monthly sal+ben
$3,654
$4,288
$4,719
$5,794
$5,601
Annual salary/benefits
$43,844
$51,455
$56,628
$69,528
$67,212
Total annual
$87,688
$566,005
$453,024
$208,584
$134,424
$1,449,725
26
Annual park maint. contract
Net savings in personnel
**Add'l est. M&O savings
Total est savings
-$6S0,000
$799,725
$150,000
$949,725
**$1S0,000 for M&O is on the high side
There are approximately $736,480 of personnel services (PMW) that the Department would like to shift to the
Landscape Maintenance Districts' (LMD) expense, Currently, there exists $930,226 of LMD contracts that
would be terminated and absorbed by a shift of $736,480 in personnel services and $150,000 in non-
personnel (Table 2 below), Relieving LMD contracts in these amounts would provide a balance of $43,746 in
LMDs, A shift of expenses from General fund to LMDs would continue to maintain a savings as the balance of
the Parks division (14) would be terminated or explored as part of contract services (estimated at $650,000).
Table 2.
Position #
PMW II 5
PMW III 3
Pks Lead Wrkr 2
Plumbers 2
Monthly
salary/benefits
$4,288
$4,719
$5,794
$5,601
Annual salary/benefits
$51,455
$56,628
$69,528
$67,212
Total annual for
class
$275,820
$182,286
$146,440
$131,934
$736,480
12
personnel
non-personnel
Total LMD burden
$736,480
$150,000
$886,480
$43,746
LMD Balance
The Park Maintenance savings realized In table 2 above would result in saving 12 park maintenance
positions while still eliminating 14 of the original proposed. Total net savings to the general fund that
results from shifting 12 full time equivalents to LMDs and eliminating 14 general fund full time positions
would be $1,085,566 (M&O included). Table 3 below outlines the proposed positions to be eliminated if
LMD position transfers are effectuated.
Table 3.
Position #
PMW I (flex) 2
PMW II 6
PMW III 5
Cnst Lead Wrkr 1
Monthly sal+ben
$3,654
$4,288
$4,719
$5,794
Annual salary/benefits
$43,844
$51,455
$56,628
$69,528
Total annual
$87 ,688
$308,730
$283,140
$69,528
Annual park maint. contract
Net savings in personnel
Add'l est. M&O savings
Savings from shift of 12 positions to LMD's
Total est savings
$749,086
-$650,000
$99,086
$100,000
$886,480
$1,085,566
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February 17, 2009
REStIVEr}-ClTY CLERK
'2ll89FEB 17 PH I:SO
The Honorable Mayor and
Members of the Common Council
c/o The City Clerk
City of San Bernardino
300 North "on Street
San Bernardino, CA 92418
RE: Parks Maintenance Budget
Council Meeting of February 17, 2009
Dear Mayor and Council:
I urgently request you to continue any action on cutting Parks maintenance personnel from
the budget, as my preliminary research indicates that this will cost the City taxoavers much
more than the oroiected savinas. The attached findings should be researched in depth and
fully understood before taking any action.
The savings proposed in the City Manager's Modified Budget Strategy, Exhibit One for PRCS
(contract out most Park maintenance) is $1,085,566. I've attached the findings of a study
done by the City of Brentwood, California that shows the average cost per acre of
maintaining one acre of city park land at $6,972 per acre for parks larger than four acres.
Smaller parks cost more per acre to maintain.
The City of San Bernardino has more than 600 acres of parks. A simple calculation of the
average cost per acre to contract out services of $6,972 times 600 acres equals a cost to
the City of $4.183.200 to contract out all park landscape services. This does not include all
potential costs of the duties currently performed by Parks maintenance personnel above and
beyond landscape services.
It would be a travesty to layoff the dedicated Parks maintenance personnel and then
discover that the cost of contracting the services is much higher than the City is currently
paying. The City of Brentwood's findings that are attached are supported by a number of
other estimates of cost per acre to maintain park landscape that can be found on the
Internet.
Please continue taking any action on this portion of the agenda until the true cost of
eliminating these positions is known.
Respectfully,
~~
Sam Catalano
3930 Broadmoor Blvd.
San Bernardino, CA 92404
(909) 884-0106
;:!FIR;
2. ~f}-01
CIty ot tlrentwood
,
Page 1 of:
tHf UfY Of-
B~WOOD
Home Con tad Us Bad.
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Planning Commission
c."lem!<M of EveD!~ IMS1mQ-"[~ I f AQ's I S!Leami~gjiig~J"jy-"
Current Agenda and Past Meetinlinformatio!l
PARKS AND RECREATION DEPARTMENT MEMORANDUM
Date: September 18, 2007
To: Planning Commissioners
From: Ken De Silva, Landscape/Facilities Manager
Parks and Reaeation Department
Subject: Planning Commission Agenda Item No. 7
Maintenance Cost Comparison of City Parks
Attached for your review is information requested by Commissioner Joe Weber regarding the difference in maintenance
costs between small parks and larger parks.
The data provided is only for landscepe maintenance. Because there are so many variables in park amennies at the
different parks we maintain, this was one method of trying to compare apples to apples.
Keep in mind an active athletic park (usually a minimum of 10 aaes in size) is maintained differenUy than a passive
neighborhood park. Also, parks that include specific amennies such as tannis courts and bell field lights also affect the
operations budget of a facility. A park with specific features, such as a water feature, gazebo, shade structures, and
restrooms, will cost more to maintain than a park of similar size without this feature. Thus, this analysis was prepared
based solely on the costs of landscape maintenance and 6llCIudes the costs of maintaining special amenities, such as
water features, gazebos, ate. Also, n should be noted that a more complex landsceped park with uneven terrain, or
small pockets of turf, will be more costly to maintain than less complex landscaped areas.
One fader that is an unknown relates to the asped of vandalism at our facilities. When we produce our budgets for the
next fiscal year we usually try to estimate how much of this each park will experience. This is diflicutt, as you can
imagine, to predid. This condnion can greatly affect the maintenance cost of a park.
You will notice that, in general if one is comparing like facilities, the larger the park is the less n will cost per acre to
maintain.
The Park and Recreation Commission will be presented this same information at its September meeting.
City of Brentwood
Park Maintenance Cost Analysis
Landscepad Total Cost
Park Size (approx.) Acreage Cost Per Aae
Parks - 10+ Acres
Sunsal Park 27.76193,529 6,972
Average Cost per aae 6,972
Parks - 4 to 8 Acre
Park Size (approx.) Acreage Cost Per Acre
bttp:/lwww.ci.brentwood.causlboardslDlanninI!lDlan0asta2endasl1>lan lI2enda ZOO7/l)l1Cket ZOO70918/DCl1ge... Z/17/2oo9
CIty ,or tsrentwooa
page 2. ot ,
Miwok Park 7.49 54,972 7,339
Black Gold park 3.59 18,764 5,227
Garin Park 4.90 33,955 6,930
Balfour Guthrie Park 4.97 33,229 6,686
Loma Vista Park 4.72 29,399 6,229
Orchard Park 4.65 40,653 8,766
Arbor V_ Park 4.n 30,433 6,380
Walnut Park 4.82 30,372 6,301
Apple Hill Park 4.03 25,232 6,261
King Park 6.40 43,409 6,783
Blue Goose Park 3.95 20,646 5,227
Oak Meadow Park 6.95 47,427 6,824
Veterens Park 6.69 54,956 8,215
Creekside Park 3.63 33,706 8,801
Heron Park 3.75 28,464 7,590
Average Cost per aae 6,905
Parks - 2 to 3 Acres
Park Size (approx.) Acreage Cost Per Acre
Rose Garden Park 2.80 16,181 6,223
Summerwood Park 3.80 23,277 6,466
McClarren Park 2.40 21,2798,666
City Park 2.82 25,168 8,925
Rolling Hills Park 2.11 13,405 6,353
Average Cost per aae 7,387
Parks - 1 to 2 Acres
Park Size (approx.) Acreage Cost Per Acre
Celeste Park 1.06 6,802 6,417
Mallard Park 1.n 12,548 7,069
Granville Estates Park 0.93 6,045 6,500
Egret Park 0.80 5,293 6,616
Lake Park 1.29 7,997 6,199
lNheatfield Park 0.75 4,813 6,417
Yokut Park 1.20 8,7017,251
Glory ParklSplrit Park 1.3710,164 7,419
Caboose Park 2.20 14,466 6,585
Average Cost per aae 6,721
Landscepad Total Cost
Park Size (approx.) Acreage Cost Per Acre
Parks - Under 1 Acre
Appaloosa Park 0201,440 7,200
Medallion Park 0.74 5,117 6,915
Anastasia Park 0.43 3,098 7,205
Kaleidescope Park 0.63 4,539 7,205
Rainbows End Park 0.72 5,166 7,206
Gemini Park 0.69 4,972 7,206
Peach Park 0.62 5,262 6,417
Palomino Park 0.23 1,658 7,209
Berkshire park 0.25 3,445 13,780
Skate Park 0.49 3,073 6,271
Marsh Creek VISta Park 0.17 2,721 16,006
Cherry Park 0.35 2,521 7,203
Frunwood Park 0.44 3,171 7,207
'Mndsor Way Park 0.08 581 7,013
Apricot Park 0.211,513 7,205
Topaz Park 0.151,166 7,773
Stonehaven Park 0.11 4,238 38,527
Curtis Park 0.06 437 7,283
Creekside Trailhead 0.35 3,n6 10,789
Homecoming Park 0.51 4,381 8,590
Almond Park 0.55 3,962 7,204
Marsh Creek Staging 024 2,556 10,650
Average Cost per acre 10,098
City of Brentwood Planning Commission
118 Oak Street
Brentwood, CA 94513
(925) 516-5405
Fax (925) 516-5407
E-mail p1!1Jll)ID!Lrnembe~.brentwood.ca.y!!
11ttJ):llwww.ci.brentwood.causlboards/1>lann;.1I!:l1>1~endaslJ)lan agenda 2007/packet 20070918lpcage... 2/17/2009
t
The Right Reverend T. Larry Kirkland
PRESIDING BISHOP
Reverend Normao D. Copeland
PRESIDING ELDER
~
Reverend Larry E. Campbell
SENIOR PASTOR
February 15,2009
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The Honorable Patrick Morris and the City Council
The City of San Bernardino
300 North "D" Street
San Bernardino CA 92418
Dear Mayor Morris and City Council:
It is with grave concern that I author this letter. I respectfully request that the San Bernardino City Council
reconsider its proposed plans to close three branch libraries so vital to constituents in our city: The Dorothy
Inghram Branch Library as well as the Howard M. Rowe and the Paul Villasenor Branch Libraries. The council
also plans to limit the days of operation of the Norman Feldheym Central Library to four days.
In addition, the city council plans on discontinuing its contract with New Hope Church's Westside
Community Center while simulianeously shutting down operation of the Nicholson Community Center and the
Galaxy/Norton Recreation Center.
I have a real personal connection with Dorothy Ingram because she has been a lifelong member of St. Paul
A.M.E Church and aside from her iconic status within our church membership I am aware of her deep care and
affection for our San Bernardino's youth. I also know she has written the council a letter where at one point she
admits, "I am disheartened that you would even consider cutting the lifelines of education for the children and
adults of this city by eliminating access to any libraries."
I too am disheartened. The First and Sixth Wards serve a large portion of the city's minority communities.
The libraries as well as the community centers are safe zones and safe havens for many students who choose not
to engage in negative lifestyles like gangs and crime. You are taking that social safety net from those young
people. From what I undersiand, according to statistics released by Norman Feldheym Central Library, the
Dorothy Ingram Branch Library has the highest user rate of all branch libraries. 1bat should weigh heavy on your
hearts and minds.
1355 West 21" Street
San Bernardino, California 92411
Office: (909) 887-1718
FAX: (909) 887-0509
Email: LarryCampbeIl14@ca.IT.com
Web Page: StpaulAMEChurchSoCal.com
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').~17-~1
.
In a recent newspaper article, the Dorothy Ingram Branch Library Program Director
Debra Bemben said losing the libraries will have deep consequences within the
communities they serve. "With our economic downturn, libraries are more important than
ever," Bemben said. "Usage and demand has increased, even as hours and personnel have
decreased. We are seeing more neighborhood kids here every day to do research and
homework, either by themselves, with parents or older siblings, or in study groups."
"Many do not have Internet access at home, and cannot afford to purchase the
books that they need for their school assignments. These are free services at the
library. People come to the library for luxuries they can no longer afford - DVD
rentals, free Internet access, and, of course, books. The unemployed use the Internet
for job searches, applications, and to apply for unemployment through the EDD
website. The closure of our library would be a tragedy and a defmite hardship for the
people of our neighborhood and community."
Ms. Bemben is right there in the trenches and I have full trust in her observation. I
urge the city council to give what Ms. Bembenjust as much credence.
I also understand that Sixth Ward City Councilman Rikki Van Johnson said in the
same article, that the "city's Library Board presented budget reduction options that
were adequate enough to work without having to close the libraries." Perhaps the
council should revisit the aforementioned Library Board's proposals.
From my position here at St. Paul A.M.E Church, there are people within our
church membership that I'm working with to construct positive solutions to keep our
libraries open totally from a community siandpoint.
It is of the greatest importance to our church and the Sixth Ward residents to
maintain current operations of our branch libraries and community centers.
Sincerely,
-2-
CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
INTEROFFICE MEMORANDUM
FROM:
Mayor and Common Council
Mark F, Weinberg, Interim City Managej~ ;ruJ
Update to Exhibit 1 - City Manager's Budget Strategy
TO:
SUBJECT:
DATE:
February 17,2009
COPIES:
Within the last two hours, I have learned that we have reached agreement with the Firefighters'
Association regarding the equivalent to a 10% wage concession, the details of which I will share
with you separately. I recognize and celebrate their leadership and willingness to join with our
General Unit, Middle-Management Unit, and Management/Confidential/Unclassified group in
accepting this 10% reduction.
Accordingly, Exhibit 1 has been modified as follows to reflect this new development:
No layoffs are proposed in the Fire Department. Instead, it is proposed that up to 12
sworn positions be eliminated by deleting vacancies and/or by attrition. Currently there
are eight sworn vacancies in the Department.
The 10% reduction savings has been factored in (see Page 4)
The total number of positions to be eliminated has been reduced from 107 to 96, again
reflecting the reduction in the number of positions proposed for elimination from the Fire
Department.
With the reduction in the number of layoffs, the budget for payouts of leave accruals has
been reduced from $1 million to $900,000 (see Page 4)
You will note that as a result of these actions, the ending fund balance projected on 6/30/09 is
reduced from $60,988 to $11,240. Reserve projections remain unchanged.
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