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HomeMy WebLinkAbout32-Council Office CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION From: Wendy J. McCammack, Councilwoman, 7'h Ward Subject: Program Performance Auditor (U) Position Dept: Council Office Date: September 30, 2010 File: MCC Date: October 4, 2010 Synopsis of Previous Council Action: August 2,2010 Res. 2010-253 - Resolution of the Mayor and Common Council approving and adopting the City of San Bernardino's final budget document. September 14,2010 Personnel Committee discussed and referred the item to the full Council. September 20,2010 Council referred the item back to the Personnel Committee. September 28, 2010 Personnel Committee referred the item to the full Council. Recommended Motion: That the new position of Program Performance Auditor (U) not be hired and that the City Manager work with the new Public Works Director to implement the Maori,,",,,,,rt. ~ W ~dy J. McCammack Council Member, 7th Ward Contact Person: Wendy J. McCammack, Council Member, 7th Ward Phone: 5068 Supporting data attached: Ward(s): All FUNDING REQUIREMENTS: Amount: Source: (Acct. No.) Acct. Description: Finance: Council Notes: Agenda Item No: 32 MICC Date: 10/04/2010 ORIGINAL CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION From: Wendy J. McCammack, Subject: Program Performance Councilwoman, 7th Ward Auditor(U) Position Dept: Council Office Date: September 30, 2010 File: MCC Date: October 4, 2010 Synopsis of Previous Council Action: August 2, 2010 Res. 2010-253 — Resolution of the Mayor and Common Council approving and adopting the City of San Bernardino's final budget document. September 14, 2010 Personnel Committee discussed and referred the item to the full Council. September 20, 2010 Council referred the item back to the Personnel Committee. September 28, 2010 Personnel Committee referred the item to the full Council. Recommended Motion: That the new position of Program Performance Auditor (U) not be hired and that the City Manager work with the new Public Works Director to implement the Matrix Report. / ,/ W-ndy J. McCammack Council Member, 7th Ward Contact Person: Wendy J. McCammack, Council Member, 7th Ward Phone: 5068 Supporting data attached: Ward(s): All FUNDING REQUIREMENTS: Amount: Source: (Acct. No.) Acct. Description: Finance: Council Notes: Agenda Item No: 32 M/CC Date: 10/04/2010 CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION STAFF REPORT Subiect: Program Performance Auditor (U) Background: On Monday, September 20, 2010 the Council referred the new Program Performance Auditor (U) item back to the Personnel Committee for further discussion. On Tuesday, September 28, 2010, the Personnel Committee discussed the new Program Performance Auditor Position with City staff which included the City Manager, Charles McNeely and Gary Goelitz, of Matrix Consulting. Issues discussed included the following items: • The bullet points from the Personnel Committee Meeting of September 14, 2010 • How the salary range for the Performance Auditor was determined and the analytical skills required • The 2008 R3 Consultant Report recommendations not fully implemented • Use of contracted employee for a specific period of time • The time required to fully implement the Matrix Report recommendations to attain the $6M in savings will be two to three years • The need for management to achieve the savings within the existing Personnel budget • Refuse Department (IWM) problems known for seven years, staff was able to make correct some inefficiencies • Past consultants informed the City of the $6 M in savings four years ago • Alternative ways of paying for performance audit consultants, including the use of benchmarks and percentage of savings identified • Integrated Waste Management expertise needed by consultant • It is the job of the department head to find the cost savings identified in the audit reports Agenda Item No: 32 M/CC Date: 10/04/2010 CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION STAFF REPORT • Outside consultants and the legal issues • The benefit of using contracted employees • Impact on the morale of employees who have given 10% to 15% in concessions • Use contract employee to audit for a specific period of time • Management must implement consultant report recommendations • Allow time for the City Manager to work with the new Public Works Director to implement Matrix Report findings. Recommendation: That the new position of Program Performance Auditor (U) not be hired and that the City Manager work with the new Public Works Director to implement the Matrix Report. (McCammack, Shorett, Desjardins) Attachments: Personnel Committee Information from September 28, 2010 CITY OF SAN BERNARDINO REQUEST FOR COUNCIL, ACTION From: Wendy J.McCammac Councilwoman, 7th Ward Subject: Program Performance Auditor(U) Dept: Council Office Date: September 16,2010 File: MCC Date: September 20,2010 Synopsis of Previous Council Action: August 2,2010 Res.2010-253 -Resolution of the Mayor and Common Council approving and adopting the City of San Bernardino's final budget document. September 14,2010 Personnel Committee-Referred item to full Council. Recommended Motion: Discussion and Possible Action ,,.- .„-ii,itaiiiiii - We 1.• If .McCammackiiiiiii.iie Council Member, 7th Ward Contact Person: Wendy J. McCammack, Council Member, 7th Ward Phone: 5068 Supporting data attached: Ward(s): All FUNDING REQUIREMENTS: Amount: Source: (Acct. No.) Acct. Description: Finance: Council Notes: • Agenda Item No: 39 Mlec. : 0 Al / `ly (-) CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION STAFF REPORT Subject: Program Performance Auditor(U) Background: On September 14, 2010, the Personnel Committee discussed the new position of Program Performance Auditor(U) with City staff. This position was described in item #51 of the Matrix Consulting Group's Management Study of the Integrated Waste Management Division which was approved by the Council on June 15,2010. Recruitment for this position is currently open. During the discussion of the Program Performance Auditor (U) position, the Personnel Committee raised the following issues and questions: • Matrix Study recommendation that the City should authorize a Performance Auditor Position (U) within the Office of the City Manager, and that the Integrated Waste Management Fund should fund the position,initially. • Position approved with the budget package (In concept). • New position did not come before the Personnel Committee before it was posted to discuss qualifications, duties, and funding. • Council policy and procedure was not followed. • Position to be funded by Integrated Waste Enterprise Fund. • Was salary range identified? • We don't have any knowledge of what the Program Performance Auditor (U) would do?Needs to fulfill Integrated Management Waste duties. • Funding source for position? Integrated Waste division reductions. • What methods will be taken to document work being done? • What will person be doing to document assignments? • Concern for duplicative waste due to the hiring of the Integrated Waste Manager. Tax payer pays for positions. • Impact of new position on the employee groups (concessions). • Salary Comparisons with Palo Alto, Orange County, and City of Reno. • flow does the salary compare with private sector? • Salaries and benefits for public employees are out of control. • Support concept of efficiency auditor,need to get salaries back in line. • Can position be made a one year position? • Who's auditing the auditor?Performance evaluation. • Can position be tied to the two year budget? • What happens if you hire someone at $ 106,000.00 + benefits and they do not find any cost savings?Trust Matrix Report. CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION STAFF REPORT • Council has authority to reduce the opening wage. • Fund position at a lower amount and pay a percentage of savings. • Hire as a 1099 employee or independent contractor answerable to the City Manager. • There is a need for efficiencies. • The Council will need to take action for a Salary Resolution. • Performance Auditor is very specialized and unique. Only a few organizations with this type of position. • Issues how do we pay for the position? How do we sustain the position? Financial Impact: $106,200.00-$129,084.00 Annually+Benefits Recommendation: That this item be referred to the full Council for discussion and possible action. Attachments: San Bernardino City Professional Firefighters, Local 891 v. City of San Bernardino and San Bernardino Fire Department - San Bernardino County Superior Court, Case No. 1007708; San Bernardino City Professional Firefighters, Local 891 v, City of San Bernardino and San Bernardino Fire Department - San Bernardino County Superior Court, Case No. 1007709. END OF CLOSED SESSION 2. Budget Workshop and Deliberations - Fiscal Year 2 010/I 1 - City, C apital I Improvement Program, and EDA-Budgets MOTION: OTION: Discuss and take possible action concerning proposed City, CIP and EDA budgets. Approved MOTION: That the Finance Department be directed to set up a procedure so that funds collected for damaged street light poles be budgeted for replacement of the damaged poles. 3. Present.tion and Discussion of Matrix Consulting Integrated Waste Management Group's Management Study of the Inte �' ement Division MOTION: Discuss and take possible action regarding the Matrix Report; approve the Implementation Plan and direct staff to take all actions necessary for implementation of the recommendations. Approved MOTION: That the recommendations presented by Matrix Consulting I.. Group's Management Study of the Integrated Waste Management Division be approved; that staff be directed to take all actions necessary for implementation of the recommendations, with the exception of proposed revenue-generating measures subject to • Proposition 218; and, that the City Attorney confer with the City I Manager and come back to the Council before a decision is made on revenue-generating measures. Note: The foregoing motion was unanimously approved; however, Council member M go record reflect her protest to the hiring any additional ta ff m until Council has a full understanding of the Matrix Report. 3. 06/15/2010 Council Member/Commissioner Shorett made a motion, seconded by Council Member/Commissioner Kelley, that said resolution be adopted. Resolution No. 2010-261 was adopted with Brinker and McCammack abstaining. 12. ORD. MC-1330 - An Ordinance of the Mayor and Common Council of the City of San Bernardino, California adding Chapter 2.73 to the San Bernardino Municipal Code regarding collection of debts. FINAL READING (Continued from July 19, 2010.) Council Member/Commissioner Johnson made a motion, seconded by Council Member/Commissioner Shorett, that said ordinance be adopted. Ordinance No. MC-1330 was adopted unanimously. 13. RES. 2010-253 - Resolution of the Mayor and Common Council approving and adopting the City of San Bernardino's final budget documents for Fiscal Year 2010-2011; and establishing the City's Appropriation Limit as required by Article XIII B of the California State Constitution. - Council Member/Commissioner Johnson made a motion, seconded by Council Member/Commissioner Shorett, that said resolution be adopted. Resolution No. 2010-253 was adopted unanimously. 14. RES. 2010-254 - Resolution of the Mayor and Common Council of the City of San Bernardino authorizing extension of Side Letter/Resolution for the General Bargaining Unit. Council Member/Commissioner Johnson made a motion, seconded by Council Member/Commissioner Shorett, that said resolution be adopted. Resolution No. 2010-254 was adopted unanimously. 15. RES. 2010-262 - Resolution of the Mayor and Common Council of the City of San Bernardino authorizing the City Manager to execute extension offer - year 3 of 3 ® to the Food Service Agreement with the San Bernardino City Unified School District relating to delivery of Type A lunches to City sites for the District's year-round and summer lunch program for FY 2010111. Council Member/Commissioner McCammack stated she would abstain because the school district is a business client. She left the Council Chambers and returned after the vote was taken. City Attorney Penman declared a conflict because his wife is a member of the school board. He stated that the resolution had been reviewed and signed by Special Counsel Sabo. 6 08/02/2010 RESOLUTION NO 2010-253 1 RESOLUTION OF'TILE MAYOR AND COMMON COUNCIL A_IPPROVING ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET AND DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING G THE 3 CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE B OF THE CALIFORNIA STATE CONSTITUTION. 4 5 WHEREAS, at the meeting of the Mayor and Common Council 6 on June 15, 2010, the Finance Department was authorized and directed to set up a procedure so that 7 funds collected for damaged street light poles be budgeted for replacement of the 9 damaged poles. 10 WHEREAS, at the meeting of the Mayor and Common Council on June 15, 11 2010, the recommendations presented by Matrix Consulting Group's Mana 12 • gement Study of the Integrated Waste Management Division be approved; that staff be directed to take 13 all actions necessary for implementation of the recommendations, with the exception of 14 15 proposed revenue-generating measures subject to Proposition 218; and, that the City 16 Attorney confer with the City Manager and come back to the Council before a decision is 17 made on revenue-generating measures; and, 18 WHEREAS, at the meeting of the Mayor and Common Council on June 30, 19 2010, Resolution 2010-221 was adopted and, 20 21 WHEREAS, at the meeting of the Mayor and Common Council on June 30, 22 2010,Resolution 2010-224 was adopted and, 23 NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS: 25 SECTION 1. That certain document entitled "City of San Bernardino FY 2010- 26 2011 Appropriation Limit" as attached hereto and incorporated herein as Exhibit A; and, 27 28 1 2010-253 RESOLUTION OF THE MAYOR AND COMMON COUNCIL.APPROVING AND 1 ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET 2 DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING THE CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIII B OF 3 THE CALIFORNIA STATE CONSTITUTION 4 FY 2010 -2011 Final Budget Schedules 1 through 19 attached hereto and incorporated 5 6 herein as amended and conditioned by orders of the Mayor and Common Council, 7 are hereby approved and adopted as the FY 2010-2011 Final Budget Documents of the 8 City of San Bernardino. 9 SECTION 2. That Position Control Resolution 97-244 be updated to reflect the 10 changes in authorized positions that were incorporated in the FY 2010-2011 Preliminary 11 12 Budget or were authorized by orders of the Mayor and Common Council during budget 13 deliberations. 14 SECTION 3. That Salary Resolution 6413 be updated to reflect the changes in 15 authorized salary ranges that were incorporated in the FY 2010-2011 Preliminary Budget 16 or were authorized by orders of the Mayor and Common Council during budget 17 18 deliberations. 19 SECTION 4. That it is hereby found and determined that the documentation used 20 in the determination of the appropriations limit for the City of San Bernardino for FY 21 2010-2011 was available to the public in the Finance Department of said City at least fifteen days prior to this date. 23 SECTION 5. That the Appropriations Limit for the City of San Bernardino as 24 25 established in accordance with Article VIII B of the Constitution of the State of California 26 is$261,465,005. 27 • 28 2 2010=253 RESOLUTION OF THE MAYOR AND COMMON COUNCIL APPROVING AND ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET 1 DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING THE CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE xm B OF 2 THE CALIFORNIA STATE CONSTITUTION. 3 I_HEREBY CERTIFY that the foregoing Resolution was duly adopted by the 4 5 Mayor and Common Council of the City of San Bernardino at a j oint regular 6 meeting thereof,held on the 2 day of August , 2010, by the following vote 7 to wit: 8 COUNCIL MEMBERS AYES NAYS ABSTAIN ABSENT 9 MARQUEZ 10 11 DESJARDINS 12 BRINKER. 13 SHORETT 14 KELLEY X 15 • JOHNSON 16 MCCAMMACK X 17 6Ra,c,44.,Q 18 Rac rt el G. Clark,City Clerk 19 The foregoing resolution is hereby approved this3 -day of August , 20 21 2010. 22 • ries\ • P .Moths, 11 23 City s San Bernardino 24 Approved as to form: 25 26 By: L 27 J. ,1 -s F.Penman,City Attorney 28 3 X Z L.... _= .- II)) Qy e o '4-8 E .p* �s, 0 U N LI .� = MI 0 ® at 0 0 bo cn W ,54 cd ® ® a.) 0 ;-+ pa' an, ;.,4 a) ‘-c: rg ›•(L) 410 v) ay Ct cd cd 0 CII) $2. *4;4 •1-4 at 4 I) E °�' ■Ime E 4a' 731 0 czt 4-4 0 limmi E � ® 0 4.3 cd 1■••■• r) (1) 5 co ® ,' +.'' V U Cl)SW 4 a Oft4 -.4111.1) cn ® ® 0 0 4 .t.24 = 4 7d 6 4 c;`_), +4 0 a) t40 0 a) Ci? :c1) ;) Cn 1-ct 5 c9 .2 E‘' ...it 0 cu •E gl 8 E °> to® S Zi 1.) c+i c s..D'4":'' 1 <:(i Fd 4 P4111 aLl OL) • • • • . L.. L.. a) as m CO CO Cu o co CU ca N CC 000 0 I" IN- ® O d• CV 0) CNI CO CO CA 0) ILO t1' 0 P � •47 !1' N I ' ° P n P e0 69 69 b9. Ef} CO N- C10 1 0 CD d' I.6 ti L COd' N 0 0 I Q t9 .0 .r+ 0 O W .a CII N a) .m in Q O L 0. C1) ;4 . a) c v Q -� ° a) 113 a) ® m L n O Ear- a� m a-a) 1 1:: E 5 co -c `t 2 a N a) ,L O C/) 0 ® CL. C.) 0 O f L CU a) ® • L . m Q m CO O ® 2 c 0_ ® p_ co O C O O _A = _ >+ CITY OF SAN BERNARDINO, CALIFORNIA Management Study of the Integrated Waste Management Divas!.n # Recommendation Page# 49 A policies and procedures manual should be developed for the Customer Services 90 Section, Integrated Waste Management Division. 50 The Administrative Analyst II should develop the policies and procedures manual for 90 the Customer Services Section. 51 The City should authorize a Performance Auditor position within the Office of the City 91 Manager,and the Integrated Waste Fund should fund this position, initially. Chapter 7-Analysis of Solid Waste Collection 52 The Integrated Waste Division should balance the residential trash, recycling, and 92 green waste routes in fiscal year 2010-11 using RouteSmart software. This balancing should occur at the macro and micro-level. 53 The Integrated Waste Operations Manager,the Administrative Analyst II, the Integrated 92 Waste Operations Supervisors, and three to five Integrated Waste Operators should participate as a team in completing the balancing of the routes. 54 The Integrated Waste Division should obtain training by RouteSmart in the use of the 92 software.After the training, the Division should utilize the RouteSmart Production Lab to provide initial assistance in the application and use of the software. 55 The Integrated Waste Management Division should balance the commercial front 101 loader routes using much the same approach recommended earlier for the residential routes. 56 Additional routes should be established on Monday and Friday,and the twelfth route 101 should operate Monday through Friday as a full route. (While there is a route C-12, it does not appear to function every day of the week and does not appear to function as a full route when a twelfth route is utilized).A total of fourteen (14) routes would be required on Monday and thirteen (13)on Friday. 57 The Integrated Waste Management Division should continue to convert commercial 103 front loader routes to 1-person crews. 58 This conversion should be accomplished by the Operations Supervisor in consultation 103 with the Operators for these routes. 59 Each commercial front loader route should be audited. In situations where backing the 103 front loader truck could be dangerous or the bin is located down an incline,the Operations Supervisor should arrange for the two(2) Equipment Service Workers to pull the bin out for easier collection by the front loader, and place the bin back after the trash has been collected. 60 All of the commercial front loaders acquired by the City should be low cab forward 103 (LCF)chassis. 61 The City should utilize the conversion to 1-person front loader routes to benefit the 103 commercial customers served by the City by reducing commercial trash collection rates or providing additional services such as expanded recycling at no additional cost to the commercial customers. 62 Integrated Waste Operation Supervisors and the Operators should be held accountable 106 for complying with the legal weight limits of the collection vehicles. 63 The development of specifications for collection trucks by the Fleet Services Division 106 should include the participation of representative Operators and Supervisors from the Integrated Waste Division. 64 The Integrated Waste Management Division should utilize a more efficient methodology 108 for collection of roll-off containers. bring an empty container to the first container site, leave that empty container at that site,take the full container to the landfill and dump the waste from the container, and then take that empty container to the second site. 65 The Integrated Waste Management Division should balance their commercial roll-off 108 routes. 66 The Integrated Waste Division should increase the increase the size of the commercial 108 roll-off routes to not less than 8 roll-off containers per day. Matrix Consulting Group Page 11 CITY OF SAN BERNARDINO, CALIFORNIA Management Study of the Integrated Waste Management Division 8. THE CITY SHOULD AUTHORIZE A PERFORMANCE AUDITOR POSITION. The City lacks a Performance Auditor position. The City should authorize a Performance Auditor position within the Office of the City Manager. The most recent National Association of Local Government Auditors survey found public sector organizations had one (1) auditor for every 787 city or county-wide positions. The City of San Bernardino, with 1,181 authorized positions in fiscal year 2009-10, certainly warrants one (1) auditor position. The National Association of Local Government Auditors identified a number of benefits of an auditor position including the following: • Enhance accountability to taxpayers and bondholders; • Build credibility with citizens; • Help ensure that public funds are spent only in the public interest; • Help to earn and increase taxpayer confidence and respect for government; • Provide an independent and objective perspective so that the City's decisions to expend public funds involve balanced and extensive information; • Report audited results and outcomes of programs and services; • Identify and discourage fraud through special reviews and presence in the organization; • Verify compliance with policies, procedures, laws and regulations; • Identify risk; • Proactively prevent problems by evaluating controls through regular reviews of organizational activities: and • Review and appraise reliability of financial and operating information. Recommendation #51: The City should authorize a Performance Auditor position within the Office of the City Manager, and this position should be funded, initially, by the Integrated Waste Fund. Matrix Consulting Group Page 91 Fiscal Year 201041 Budget Discussions City of San Bernardino Charles E. McNeely, City Manager Barbara Pachon, Director of Finance August 23, 2010 Budget Meeting Overview 1) Clarification of Financial Status 2) Change in Financial Philosophy "The Groundhog Day Effect" 3) Updated 5-Year Financial Outlook 8% budget reductions 4) Live Within Your Means/Vision Budget 5) Council discussion/direction and possible action Clarification of Financial Status City's Financial Status: Open the Books According to the City's independent auditor, Rogers, Anderson, Malody, & Scott, LLP (RAMS): • FY Ended 6/30/2009 — fund balance of $2.7 million • GFOA recommends — fund balance of $23.1 million • Possible "going concern" paragraph in FY 2009-10 opinion letter City of San Bernardino Audited General Fund Balances 19,502,379 $18000,000 $15,000,000 $12,000000 $9,000,000 $6,000,000 $3,000,000 $2,708,319 $- 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Fiscal Year City Treasurer • Cash position • Quarterly Treasurer's Reports • Future outlook Symptoms of Bankruptcy • Cash flow liquidity problem • Low or no reserves • Continued structural budget problems • Needed reduced operation hours to balance the budget • Needed reductions in employee pay and benefits to balance the budget • Borrowing to balance budget • Using one-time funds to offset ongoing Vacancy Facts Safety vacancies (27 PD and 4 Fire): 31 Non-safety or civilian position: 30 General Fund vacancies: 61 Other/enterprise fund vacancies: 20 Total current vacancies: 81 General Fund vacancies: _ $5,000,000 Current budgeted vacancies = ($2,863,400) Net add ' vacant sosition savings: $2,136,600 Change in Financial Philosophy "The Groundhog Day Effect" The City's Economic Outlook: A Quick Review Clips from John E. Husing's presentation to the Mayor and Common Council on March 11, 2010 When Will Normal Start? Everything On the Table t � . CIO it --weak APP .1111rw- �u. The Inland Empire's Economic Outlook Local Government: The darkest cloud now hanging over a revival of the Inland Empire's economy is the impact of declining state and local budgets on K-12 education plus city and county governments. This is a result of the decline in retail activity and property valuations due to the deep recession. As government revenues tend to lag the economy by a year, those declines in the recent past will mean serious local government and education job losses for the next year. -Source John E Huang's July 2010 Inland Empire Quarterly Economic Report FY 1995-96 to FY 2009-10 Note: The following are excerpts from the budget message of adopted annual budgets from the past fifteen(15)years. • FY 1995-96: projected general fund shortfall of$2,463,000 • FY 1996-97: eliminated a budget deficit of$2,560,800 • FY 1997-98: projected a budget shortfall of$7.2 million • FY 1998-99: the budget shortfall projected was $2,125,500 • FY 1999-00: the deficit was increased to $2,399,100 • FY2000-01: no projected deficit/shortfall. • FY 2001-02: no projected deficit/shortfall. • FY 2002-03: used General Fund budget reserve to offset the $2,914,300 General Fund Budget shortfall. y11(P y� r FY 1995-96 to FY 2009-10 • FY 2003-04: Deficit reduction measures reduced projected deficit of$7.4 million to $4,049,400. • FY 2004-05: Deficit reduction measures reduced projected $6.7 million deficit to $3,650,600. • FY 2005-06: Proposed$9.8 million deficit was eliminated through a series of budget reduction measures. • r Y 2006-07< no projected deficit/shortfall. • FY 2007-08: Projected deficit of approximately$974,100. • FY 2008-09: Projected$15.1 million deficit increased to $20.3 million • FY 200940: Projected deficit of approximately$19.8 million Police Department • $10.6 million in budget reductions since 2008 • 43 total positions reduced, including 22 sworn officer positions • Loss of helicopter services • Loss of city jail services • Streamlining patrol shifts • Overtime reductions • Severe limits on training • Delay in equipment purchases or reliance on one time grant • Failing technology infrastructure—RMS/CAD • Closed off-site service locations • Use of asset forfeiture funds to extent possible City Treasurer's Office 8% Reduction Target: $ 16,192 Full Time Employee Reduction: Significant Impacts: °Administration—Reduce maintenance and operation. Water Department to cover share of Treasurer's operations. c - , City Attorney's Office 8% Reduction Target: $293,968 Full Time Employee Reduction: Not Available Significant Impacts: •NIA -.111!zi 11114k. 4041iibb 15:" Fire Department • 12 firefighter positions • Battalion Chief position • Training Captain position • 5 Administrative positions • Station Care and Maintenance Community Development • Staffmg cut by 23 positions • Impacts to the new permits and C/S Program • Delays in all response times —phone calls, inspections, project processing times, requests for payments, CRM inquiries, etc. Public Works • Maintenance services in asphalt, concrete, traffic signal and streetlight maintenance has reduced by 44.36 percent • Facilities maintenance services has been reduced by 44 percent, increased time to complete services causing necessary maintenance to be deferred. • Fleet repair delays for both the auto and truck fleets • Engineering services has been reduced by 54.76 percent resulting in less CEP projects being completed • Emergency Response diminishes by 50 percent 7 � Parks and Recreation • 32% of Parks & Recreation staffmg cut • Community centers are only open Monday — Thursday • 1980's — 60 park maintenance employees. Today there are 11. • Deferred maintenance repairs are no longer optional, resulting in increased costs for irrigation systems, community centers, have created "civic blight." Ski rn.•,i-, .V �(y.'4^ Y -�... Before A . • ; Ta z '+ - ` "f ,a;T", i :...'t;'",....-;'. -.tt • 6S j rte.- , - _ ``• ' ` ti "�i )9 4 After •:Rrtyyy - .. �'yA yy. - • My r iS . rt : t. a _ ate . Library • Public's access to libraries reduced by 47% • Feldheym Central Library closed Fridays • Branch Library hours reduced by 63% (from 54 hours per week to 20 hrs. per week) • Inadequate book budget for 10 years; No book budget for 3 years • Over $1 million in deferred maintenance at Central and branch libraries • Overall budget reduced by 48% ($700,000) • 38% of full time staff eliminated (11 positions) • 40% of existing staff"bumped" to lower job classifications Updated Five Year General Fund Projections FY 2010-11 through FY 2014-15 5-Year General Fund Projections Projected Projected Projected Projected Projected � 2010-2011 20 2011 2011-2012 2012-2013 2013-2014 2014-2015 Beginning Fund Balance $ 1,770,400 $ .':1,770,400 $ 1,770,400 $ 1,770,400 $ 1,770,400 Estimated Revenue:otal Taxes .. - .. ,254,900 81,021,100 81,831,300 _ 82,649,600 8388_9,300 00 Total Other Revenues 41,370,800 40,750,300 41,157,900 41,569,300 _ 42,192,900 Total Estimated Revenues 123,625,700. 121,771,400 • .122,989,200 124,21$,900 126,082,200 x enditures: _ —..-- - ------- 80, 0 17 338 800 122,886,800 130,594,600 138,880,400 140,905,500 Maintenance�c O erahon 'p 5566200 5,677,500 5,791,000 5,906,800 6,025,000 Contractual Services 7,180,400 — ---.-- _ ._.7—_--.... ----_—..__.. 7,324,000 7,470,500 7,620,000 7,772,400 Internal Service Cha es 13,810,000 --.—_._ .--_ _ ___._. _- 17, 0 , 55,300 18,400 — ---_- --- --Srvice h es ....14,086,200 ._...—..----- .---......_...__. .. -..__...._820,800 837,200 59, ._ _ 2,259,600 2,259,600 2,25900 2 59,600 Loan Re tkaYmens _ I,308,700.......29600 1629400 _st.Expenditure Sa ' s or ,000 ---- ----• —0) _ ..__- _._ )__ (i,000,000)___ (i,000,000) (1,000,000) (1,000,000 transfers Out 2,600,000 2,652,000 2,705,000 2,759,100 2,814,300 otal Estimate Expenditures $ 149,837,100 $ 156,304,400 $ 162,993,300 $ 171,902,000 $ 174,562,400 evenue Over(Under)Expenses (26,211,400) (34,533,000) (40,004,100) (47,683,100) (48,480,200 I et Fund Balance/Deficit $ (24,441,000 $ (32,762,600) $ (38,233,700) $ (45,912,700) $ (46,709,800 Summary Reconciliation FY 10-11 Budget Balancing Actions FY 10-11 Projected Budget Balance ($24,441,000) Revenue Enhancements 10,457,500 Personnel Cost Savings 10,700,000 Increased Grant Credits and expenditure savings 4,100,000 Defer Loan Repayment to EDA 1,300,000 Total Budget Balancing Measures $26,557,500 FY 10-11 Adopted Budget Balance $2,116,500 Updated Projections for FY 10-11 and FY 11-12 • FY 10-11 FY 11-12 Net Revenue Shortfall ($1,579,600) ($10,100,000) Personnel Cost Shortfall (1,100,000) (1,100,000) Estimated Shortfall Total (2,679,600) (11,200,000) Net Increase from Kohl's 536,100 592,700 Continue 17 Police vacancies and Fire SAFR Grant Credit 0 2,800,000 Total Net Shortfall ($2,143,500) ($7,807,300) • • 5=.Year:GeneraLF:und Tpda a le i _ls _ Updated Projected Projected Projected Projected 2010-2011 2010-2011 2011-2012 2012-2013 20134014 2014-2015 Beginning Fund Balance $ 1,770,400 $ .1,770,400 $ 3,665,459 S 3,709,679 -S: 3,709,679 S 3,709,679 Estimated Revenue.--_._-_—_ --- -- Total Taxes __ 83,027,600 81,798,000 81,539,000 8 5^78 00 82,858,800 ,9 46,236,400 Total OtherRevennes 48,133,600 48,133,600 44,964,300 45,331,900 45,702,900 46,238,800 Total Estimated Revenues 131,161,200 129,931,600 126,503,300 127,710,300 128,561,700 130,345,200 Salaries and Benefits: _ 102,453,000 103,553,000 103,748,400 120,065,500 124,235,500_—_ 126,373,200 Maintenance&Operation 5,282,600 5,282,600 5,300,000 5,350,000 5,400,000 Contractual Services 5,450,000 _.. 6,900,100 7,060,100 7,300,000 7,625,800 _ 7,771,000 ___7,903,800 Internal Service Charges— 14,010,000 14_,010,000 _ 14,124,800_ 15,280,000_ 15,585,600_____15,897,300 CapitalOnOay 600 600 91, 91, 100,000 110,000 —`— _--- 115 000 120,000 Debt Service Cha es --'— -_. 2171,400 2,171,400 2,171,400 2,171,400 2,171,400 2,171,400 Loan Re aymeats - - — ---1,629,400---__1,350,000 --- Eat._Expenditure Savings Factor (2,863,400) 2 863,400 (2,863,400)1 --- Transfers Out � , -(=- )�._.-5- )_. (2,000,000)._--. (2,000,000) _, (2,000x000) 2,769,800 2,869,800 2,800,000 2,850,000 2,900,000 2,950,000 Total Estimate Expenditures 5' 130,815;100 $ .132,075,100 $' 137,460,600 $ 152,802,700 $ 156,178,500 5 158,865,700 Shortfall(Reveaue-Expenses) 346,100 (2,143,500) (11,200,000) (25,092,400) (27,616,800) (26,520600) 8%Budget Reduction Totals S • - ' .5 4,038,559 S 11,244,220 $ 9,644,220 S ' 9,644,221 $ 9,644,222 Reserve Fund Balance w18% S 2,116,500 S 3,665,459 5' 3,709,679' $ (11,738,501)$ (14,262,900) $ (15,166,599) What If:No Cuts to Public Safety FY 2010/11 Percentage Total Cut Budgeted of Positions w/out Public Positions To Positions w/o Safety Safety Be Deleted City Attorney's Office 21.5 7% $ 779,242 9 City Clerk's Office 16 5% $ 579,901 7 City Manager's Office 9 3% $ 326,194 4 City Treasurer's Office 3 I% $ 108,731 1 Civil Service 3 I% $ 108,731 1 Common Council 11 4% $ 398,682 3 Community Development 62 20% $ 2,247,117 26 Finance 16 5% $ 579,901 7 Fire 191 n/a $ - 0 Human Resources 6 2% $ 217,463 2 Information Technology 20 7% $ 724,876 8 Library 20 7% $ 724,876 8 Mayor's Office 6 2% $ 217,463 2 Parks,Rec,and Comm Svcs 40 13% $ 1,449,753 17 Police 529 n/a $ - 0 Public Works 70 23% $ 2,537,068 29 Approx.General Fund Positions(Includes Transfers to Other Funds) 1023.5 100% $11,000,000 125 Percentage of non-safety workforce to be deleted 41% Public Safety Positions 720 ofGF Positions 70% Non-Safety Position 303.5 %of GF Positions 30% S=Year G.enexal F lid Updated Projections: • �. _. {Stay._4„ 4010. 1 r`Means B,uodget Adopted Updated Projected Projected Projected Projected 2010-2011 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 Beginning Fund Balance $ 1,770,400 $ 1,770,400 S 3,665,459 $' 3,709,679 .8 3,709,679 $ . 3,709,679 Total Estimated Revenues ' 131,161,200 129,931,600 126,503,300 127,710,300 128,561,700 130,345,200 Total Estimate Expenditures 5 130,815,100 S 132,075,100 $ 137,460,600 $ 152,802,700 S 156,178,600 $ 158,865,700 Shortfall(Revenue-Expenses) 346,100 . (2,143,500)' (11,200,000) (25,092,400) (27,616,800) (28,520,500) 8%Budget Reduction Totals $ - S 4,038,559 $ 11,244,220 $ 9,644,220 S 9,644,221 8 .9,644,222 Additional Budget Reductions S 15,280,270 $ .15,280,270 $ 15,280,270 Reserve Fend Balance w18% $ 2,116,500 S 3,665,459 S 3,709,679. S 3,541,769 S 1,017,370 S 113,671 Additional Cuts Needed 10% Total Budget Reductions(5) $15,280,270 Number of Positions Deleted $ 176 FY 2010/11 Budget Balancing Measures 8% Across the Board Reductions ;use_` " ,, rte„ -- .fi CITY OF SAN BERNARDINO DEPARTMENT 8% REDUCTION TARGETS/PROPOSALS FOR FY2010-1112011-12 8% '' 8y ADOPTED BASE ' Reduction: Department : . DEPARTMENT.;: EXPENDITURES Target ::: ; Proposal City Attorney $ 3,674,600 293,968 0 City Clerk 2,004,800 160,384 348,200 City Manager 1,283,000 102,640 102,900 City Treasurer 202,400 16,192 40,500 Civil Service 303,100 24,248 21,100 Common Council 568,600 45,488 0 Community Development 7,607,100 608,568 640,313 Finance 1,668,200 133,456 133,500 Fire 32,621,400 2,609,712 2,666,227 Human Resource 4,985,900 398,872 403,300 Information Technolog 3,566,800 285,344 286,040 Library 2,259,100 180,728 180,370 Mayor 734,900 58,792 58,800 Parks,Recreation,&Comm Service 5,379,800 430,384 435,000 Police 63,880,300 5,110,424 5,093,160 Public Works 8,784,600 702,768 834,809 Total $ 139,524,600 11,161,968 11,244,219 Public Works Department 8% Reduction Target: $702,768 Full Time Employee Reduction: -7 Significant Impacts: Fleet—Eliminate 2 vacant positions.Additional duties absorbed by remaining mechanics. • Streets—Charge for neighborhood clean-ups.Eliminate support for free neighborhood clean-up events. •Facilities—Reduce maintenance and operation.Less materials,for contracts, decrease electric usage, and cleaning contract for parking structure. •PW/Eng.-Eliminate the in-house survey unit. •r ,,1 o. ,„! •.1 'tion.Reduction m Community Development Department 8% Reduction Target: $608,568 Full Time Employee Reduction: -6 Significant Impacts: •Administration—Eliminate 1 vacant position. Impacts on support services •Permits—Eliminate 1 vacant position. Delay in processing times for projects. •Land Development—Eliminate 1 vacant position.Delay in processing times for projects. • Single Family Inspection—Eliminate 2 vacant positions and reduce operational costs. Delay in inspection turn-around. •Beautification—Eliminate 1 vacant position. Delay in processing times. • Weed Abatement—Reduction in resources. Police Department 8% Reduction Target: $ 5,110,424 Full Time Employee Reduction: -50 Significant Impacts: • General Investigations—Reclassify positions. Hiring of civilian management with experience in municipal finance and personnel. •Records—Reclassify positions and eliminate 3 vacant positions.Provide a more functional ratio of supervisors to technician personnel. •Patrol Field Services—Eliminate 17 vacant Police Officer positions. •Patrol Field Services—Eliminate 8 vacant Police Officer positions, 6 will be converted to CSO. •Patrol Field Services—impact delivery of police emergency services. Fire Department 8% Reduction Target: $ 2,609,712 Full Time Employee Reduction: -10 Significant Impacts: •Community Risk Reduction—Loss of Fire Prevention Officer will impact number of annual inspections. •Fire and Rescue Operation—Un-funding 2 Firefighters will have an impact on safety services. •Community Risk Reduction—Loss of Code Compliance Officer and Fire Plans Examiner will impact inspections and projects. •Fleet and Equipment—Loss of Equipment Mechanic will impact proactive maintenance and inspections. • , T,,c.°PZ -E- E? - is 11 1:: 1. ! 4.0. is safety services. Parks, Recreation & Community Services 8% Reduction Target: $ 430,384 Full Time Employee Reduction: -3 Significant Impacts: • Community Programs—Shift funding for Operation Phoenix,elimination of City Services for Norton Galaxy Center.Baseball Stadium—Eliminate maintenance support.Responsibility to shift to owner of stadium. • Administration—Reduce part-time.Impacts to service delivery. • CID—Convert FT CID Manager to contract PT Manager.Impacts to administrative support for department. •Park Maintenance—Eliminate 2 Park Maintenance Supervisors,or 1 Supervisor and close Delmann Heights. Restructure park maintenance delivery and _, o y" " Library 8% Reduction Target: $ 180,728 Full Time Employee Reduction: -2 Significant Impacts: • Reduce part-time.Impacts to support services • Reduce maintenance and operation.Fewer new materials and public computer access, postage for direct mailers and maintenance. • Loss of Coordinator will have impact on program activities. • Loss of Office Clerk will impact support services. ti�l Finance Department 8% Reduction Target: $ 133,456 Full Time Employee Reduction: -1 Significant Impacts: •Administration—Reduce maintenance and operation. Increase revenue from Water Department to General fund for services provided. • Purchasing—Eliminate 1 position.Loss of Accounting Technician will result in slower processing time of services provided to departments. •Accounting—Temporary charge portion of Deputy Director salary to Refuse until Accountant position is filled. Human Resources Department 8% Reduction Target: $ 398,872 Full Time Employee Reduction: .0 Significant Impacts: • Workers Compensation—Eliminate employee assistance program. •Liability—Reduction in insurance premiums potentially increase in liability claims. •Human Resources—Reduce maintenance and operation. Water Department to pay for additional costs and reduce operation costs. •Miscellaneous—Reduction of reserves from insurance pool. Civil Service Department 8% Reduction Target: $ 24,248 Full Time Employee Reduction: 0 Significant Impacts: • Administration—Reduce maintenance and operation. Increase revenue reimbursement to General Fund by Water Department for services provided by Civil Service and reduce department materials and operations. IT Department 8% Reduction Target: $ 285,344 Full Time Employee Reduction: 0 Significant Impacts: • GIS—Eliminate maintenance and operation costs and software support. Future upgrades will require repurchase of licenses. • Public Safety-Eliminate maintenance and operation costs and software support. Certain maintenance will be done on a time and material basis and not covered under contract. •Client Services-Eliminate maintenance and operation costs and software support.Reduce efficiency of networking division,ability to keep up with network growth and remote access for City employees. 3 �° pa • : ;.• i + t . Impacts staff Y City Manager's Office 8% Reduction Target: $ 102,640 Full Time Employee Reduction: 4 Significant Impacts: • Grants—Eliminate 1 vacant position. Impacts coordinated effort to secure grants and develop legislative programs. •Administration—Temporary savings of ATOM position until filled. City Clerk's Office 8% Reduction Target: $ 16,384 Full Time Employee Reduction: 0 Significant Impacts: •Administration—Reduce operating costs. Impacts to maintenance and operations. •Elections—Reduce estimated election costs. Reflects notification of reduction in costs from Registrar of Voters. One time savings. Mayor's Office 8% Reduction Target: $58,792 Full Time Employee Reduction: 0 Significant Impacts: • Community Safety/Environmental—Eliminate contractual services used to prepare grant applications.This past fiscal year,the contract was used to prepare and successfully obtain over$850,000 in grant funds for police and public safety,and over$375,000 in grant funds for environmental projects/programs. Common Council Office 8% Reduction Target: $45,488 Full Time Employee Reduction: Not Available Significant Impacts: •N/A Recommended Actions 1) That the City Manager's Modified Budget Strategies be approved and implemented as outlined in the staff report from Charles McNeely, City Manager dated August 19, 2010; and that the Director of Finance be authorized to amend the FY 2010-2011 budget and prepare the preliminary FY 2011-2012 budget to reflect the implementation of these strategies. City of San Bernardino invites applications for: POSITION: PROGRAM PERFORMANCE AUDITOR DEPARTMENT: CITY MANAGER OPENS: MONDAY,SEPTEMBER 6,2010 SALARY: $8,850-$10,757 PER MONTH • NEW APPOIIWMENTS GENERALLY START AT THE BEGINNING OF WARY RANGE APPLICATION DEADLINE: OPEN UNTIL SUFFICIENT AMOUNT OF APPLICATIONS RECEIVED APPLY ONLINE AT"www.sbtdty.org". JOB DESCRIPTION: Under general direction of the City Manager conducts performance operations, with 1� audits of City government emphasis on efficiency and effectiveness in carrying out the functions in accordance with State/Federal law,City policy and industry best practices,and performs related duties as assigned. • MINIMUM QUALIFICATIONS: A complete Job Description may be reviewed on the City's website (www.sbcitv.org) bernardino.ca.us/depts/hr/job classifications and salaries.asi under www•ci.san- Certificate/License: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. Education: Graduation from a four-year college or university f administration,public administration,economics or related field ace business Experience: Five (5)or more years of fessional P� performance auditing, analytical or similar work experience; or any equivalent combination of education, experience, and training that the required knowledge, skills and abilities. Government sector experience ***EMPLOYEES ARE CURRENTLY WORKING A 36 HOUR REDUCED WORK WEEK (EQUAL TO A 10% PAY REDUCTION)*** • PHYSICAL REOU : Must be able to see and hear in the normal visual/audio range(with or without correction);transport up to 50 pounds;exhibit normal range of body motion;and,weals indoors and out in a variety of environmental conditions. SELECTION PROCESS: Following a review of applications examir�r+.which may include written, oral,performance and evaluation applicants p is notified'mail le of date,time and place of .... required. aPP to asstesHmovwledge, skills and abilities • THE CITY RESERVES THE RIGHT TO RATE APPLICANTS BASED ON A REVIEW OF TEE APPLICATION MATERIALS AND TO INVITE ONLY THOSE MOST QUALIFIED APPLICANTS TO PARTICIPATE IN SUCCESSIVE PARTS OF THE SELECTION PROCESS. The provisions of this bulletin do not constitute an expressed or implied contract Any provision contained in this bulletin may be modified orrevoked without notice. SYSTEM#1009-001A DCR JOB BULLETINS/PROGRAM PERFORMANCE AUDITOR EQUAL EMPLOYMENT OPPORTUNITY Job Bulletin Page 1 of 2 CITY OF SAN BERNARDINO Department of Human Resources 300 North D St. ., San Bernardino, CA 92418 Sal le i s INVITES APPLICATIONS FOR tTHE POSITION OF: Program Performance Auditor (U) An Equal Opportunity Employer SALARY $8,850.00 - $10,757.00 Monthly $106,200.00 - $129,084.00 Annually OPENING DATE: 09/06/10 CLOSING DATE: Continuous DESCRIPTION: The Performance Auditor acts as the City's principal manager focused on conducting objective performance audits and systematic assessments of City department programs, functions, and/or activities in order to help the City Manager, Mayor and Common Council improve overall operational efficiency, effectiveness and accountability. For the purposes of this position, the term 'audit" will be defined as a methodical examination or review of a condition or situation and does not pertain strictly to financial accounting. EXAMPLES OF DUTIES Under general direction of the City Manager conducts performance audits of City government operations, with emphasis on efficiency and effectiveness in carrying out the functions in accordance with State/Federal law, City policy and industry best practices, and performs related duties as assigned. MINIMUM QUALIFICATIONS Job Description may be reviewed on the City's website (www.sbcity org) under ttP:/®www.a`san-bernardino.ca.usJde is hr, 'ob_classifications and salaries.asp Licenses, Certificates, S.eclat Re.uirements: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. Education/Experience: Graduation from a four-year college or university with a degree in business administration, public administration, economics or related field; and at least five (5) or more years of professional performance auditing, anal experience; or any equivalent combination of education, experience,land training that provides the required knowledge, skills and abilities. Government sector experience hope//ageney.govermmentjobs.eomteitysanbemardi o/yob bull.etin.cfm?Job'D='256289 09/08/201(1 Job Bulletin Page 2 ©a 2 preferred. SUPPLEMENTAL INFORMATION ***EMPLOYEES ARE CURRENTLY WORKING A 36 HOUR REDUCED WORK WEEK (EQUAL TO A 10% PAY REDUCTION)*** APPLICATIONS MAY BE OBTAINED AND FILED ONLINE AT: httPlLwww.sbcity org Job#1009-001A ©R PROGRAM PERFORMANCE AUDITOR(U) 300 North D St. DR San Bernardino, CA 92418 http://ageney.govemnierttiobs.com/citvs. be di no/iob builetin.efm?Jobf=256289 OWN/eft rl ati¢f°(ko r. T i O 1 O F Class Code 7®645�, -H0ED 1V.8 M/CC Date Adopted: City ,•�f San Bernardino Signature: Director,Human Resources CLASS SPECIFICATION Program Perfi rmance Auditor(U) EEOC Job Category. Officials and Administrators Js B SUMMARY 1LTIder general direction of the City Managerconducts performance audits of City government operations, with emphasis on efficiency and effectiveness in carrying out the functions in accordance with State/Federal law, City policy and industry best practices, and performs related duties as assi aI ed. DISTINGUISHING CHARACTERISTICS The Performance Auditor acts as the City's principal manager focused on conducting objective performance audits and systematic assessments of City department programs, functions, and/or activities in order to help the City Manager, Mayor and Common Council improve overall operational efficiency, effectiveness and accountability. For 'F purposes of this position, Ie term"audit"will be defined as a methodical examination or review of a condition or situation and does not pertain strictly to financial accounting. ESSENTIAL DUTIES AND RESPONSIBIUTIES The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to I is class. 1. Works directly with City Manager to create an annual performance audit work plan subject to Council approval. 2. Prepares monthly audit status reports. 3. Conducts performance audits to include,but not be limited to, cost effectiveness assessments, best practices analysis, program performance evaluation, workload evaluations,, process �ineering, assessment of compliance with Federal and State laws, assessment of compliance with City policy, service level assessments. Performance Auditor Page 1 4. "ecommends to the City Manager approaches to how audit results can be applied to City operations in order to reduce costs, increase productivity, improve service delivery and create a higher level of accountability and transparency in all of the diverse activities of the City. 5. Reviews all performance audit results to ascertain that all relevant materials are presented to the City Manager and to assure audit findings are properly presented. 6. Gathers and analyzes complex data of our City operations and services. 7. Evaluates internal controls to identify areas of risk and document areas for improvement. 8. Develops and executes audit programs, conducts fieldwork, and docu ments findings in work papers. 9. Develops and communicates audit findings, along with recommendations for improvement, to City Manager. 10. Maintains a professional rapport with management and works to ensure recommendations are implemented. 11. Manages and prioritizes assignments to meet department work plan goals and deadlines. 12. Maintains integrity and objectivity throughout assignments, and models the ethical behavior of the organization. QUALIFICATIONS Knowledge of: 1. Principles of organization and management, including performance auditing necessary to direct the activities of a performance auditing function. 2. Effective auditing practices used in operating and controlling a complex organization. 3. Laws,regulations, and procedures relating to City government programs. 4. Principles and practices of fiscal management, budget administration and control necessary to plan, develop and evaluate funding requirements; to prepare, present and justify budget requests. 5. City Human Resources policies and procedures, Civil Service rules and labor contract provisions. Performance Auditor Page 2 • Ability to: 1. Research and evaluate a variety of financial and internal service programs and activities and make sound recommendations for improvement. 2. II efine issues, analyze problems, evaluate alternatives and develop sound, independent conclusions and recommendations in accordance with laws, regulations, rules and policies. 3. Prepare clear, concise and comprehensive correspondence, reports, studies and other written materials. 4. Exercise tact and diplomacy in dealing with sensitive and complex issues and situations. 5. Establish and maintain effective working relations with the City Manager, Mayor and Council members, department heads and managers, staff representatives of other agencies, the public and others encountered in the course of work. Education,Training and Experience: A typical way of obtaining the knowledge, skills and abilities outlined above is graduation from a four-year college or university with a degree in business administration, public administration, economics or related field; and at least five or more years of professional performance auditing, analytical or similar work experience; or any equivalent combination of education, experience, and training that provides the required knowledge, skills and abilities. Government sector experience preferred. Licenses;Certificates;Special Requirements: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. PHYSICAL DEMANDS The physical and mental demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to sit; talk or hear, both in person and by telephone; use hands to finger, handle and feel computers and standard business equipment; and reach with hands and arms. The employee is frequently required to stand and walk. Specific vision abilities required by this job include close vision and the ability to adjust focus. Performance Auditor Page 3 WORTS ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. 9 easonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Employees work under typical office conditions, and the noise level is usually quiet. The employee may periodically be required to work in the field, exposed to dust,noise and inclement weather. TESTING STANDARDS Performance Auditor Page 4