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02-Finance
CITY OF SAN BERNARDINO o 201] -20]2 PRELIMINARY BUDGET o HONORABLE PATRICKJ. MORRIS, MAYOR AND MEMBERS OF THE COMMON COUNCIL Virginia Marquez Vacant Tobin Brinker Fred Shorett Chas Kelley Rikke Van Johnson Wendy J. McCammack First Ward Second Ward Third Ward Fourth War-d Fifth Ward Sixth Ward Seventh Ward ADMINISTRATIVE STAFF o Charles McNeely Barbara Pachon City Manager Director of Finance TABLE OF CONTENTS o I. BUDGET MESSAGE/OVERVIEW City Manager's Budget Message Budgeting and Accounting Policies Budget Calendar Draft Vision Statement and Goals IV IX X 2. COMMUNITY PROFILE I 3. BUDGET SUMMARIES Summary of Revenues, Expenditures, and Transfers Estimated Revenues and Expenditures - General Fund Estimated Measure "Z" District Tax Sub Report Estimated General Fund Revenues Estimated Other Funds Revenues Historical Summary of Revenues by Fund Historical Summary of Expenditures Expenditures by Category Detail of Interfund Transactions Budgeted Personnel Summary City of San Bernardino Departmental Organizational Chart 7 8 9 10 13 19 20 21 22 26 39A o 4. BUDGET CHARTS Projected General Fund Revenues 40 Projected General Fund Expenditures 41 Projected Support Services Expenditures 42 Major Revenue Sources Comparison 43 Budget vs. Actual Revenues 45 5. GENERAL CITY OPERATING BUDGETS City Manager 46 Air Quality 70 City Attorney 78 City Clerk 92 City Treasurer 108 Civil Service 116 0 Common Council 126 Community Development 136 Finance Department Fire Department General Government Human Resources Liability & Risk Management Workers Compensation Information Technology Telephone Support Print Shop Library Mayor Parks, Recreation & Community Services Cemetery Soccer Police Department Animal control Public Works Utilities Sewer Line Maintenance Fleet Integrated Waste Management SBETA 166 186 220 224 242 250 258 286 294 302 322 358 398 406 414 444 456 488 496 504 514 535 6. ASSESSMENT DISTRICTS 551 7. GRANT FUNDS Grant Budgets 553 8. CAPITAL IMPROVEMENT PROJECTS 561 9. DEBT SERVICE 603 10. APPROPRIATIONS LIMIT 610 11. BUDGET GLOSSARY Budget Glossary Abbreviations and Acronyms Guide 611 617 1. BUDGET MESSAGE/OVERVIEW BUDGETING & ACCOUNTING POLICIES The City of San Bernardino, California was incorporated on April 13, 1854 as a Charter City and operates under a "Strong Mayor" form of government. The Mayor is elected at large by voters citywide while the seven (7) Councilmembers are elected by voters within their respective wards. The City Manager provides overall management and supervision of all City departments. The City provides the following services: public safety (police and fire), highways and streets, sanitation, health and social services, culture-recreation, public improvements, community development (planning, building and zoning), public utilities (water and sewage), and general administrative services. Annual Budget Process Mid- Year Budget Review The City's fiscal year begins July 1st and ends on June 30th. Preparation for the annual budget process actually begins with a mid-year review of the current year's budget. In February, City departments are asked to estimate what their actual expenditures and revenues will be at June 30th based on actual expenditures and revenues received through December (the first half of the fiscal year). Finance Department staff analyzes the departmental estimates and makes adjustments to the estimates as needed. A report is then presented to the Mayor and Council which not only details what year-end expenditures and revenues are estimated to be, but also gives a preliminary first estimate of the City's budget needs for the upcoming year. Preliminarv Budget Preparation Departments are given their budget instructions in March. The budget instructions include: bottom-line departmental budget amounts, personnel costs for currently authorized budgeted positions, costs for internal service charges, instructions on how to use the automated budget system and current year revenue information. City departments are essentially held to the same bottom-line budget amounts as allocated in the current budget year with adjustments for changes in internal service charges, negotiated changes in personnel costs, increases/decreases in retirement and health benefit costs, and any other specific changes approved by the Director of Finance and City Administrator. Internal Service Departments (Information Services (IS), Fleet Services, Risk Management, Utilities and Telephone) prepare their expenditure and revenue budgets prior to other City departments so that internal service charges can be developed and included with the budget information and instructions given to other City departments. PreliminarY Budget Review Budget submittals are due back in Finance in early April for review and analysis before submittal to the City Administrator. Finance staff makes adjustments to departmental submittals as needed. tV Throughout the month of April, budget hearings are held with individual City departments, Finance staff, and the City Administrator. During the hearings, departments present their budget submittals and explain any requests for increased funding. Upon completion of hearings with each individual department, the City Administrator makes final adjustments to the departmental requests. A preliminary budget document is developed which presents the cost of providing service to the community at current levels (no service reductions are included in the Preliminary Budget Document). The Preliminary Budget Document also presents the estimated funding resources available, given the current economic outlook, legal restrictions, and the availability of state and federal funding. The Preliminary Budget Document is presented to the Mayor and Council in early May. Final Budget Adoption A series of special Council meetings are held in the month of June to review the Preliminary Budget Document and, if necessary, discuss options for balancing the City's budget. Departmental suggestions for revenue enhancements and expenditure reductions are presented to the Mayor and Council for their consideration. By June 30th, the Council adopts a balanced budget through passage of a resolution. Budgetarv Control and Accounting The City utilizes the following general procedures in establishing its annual budgets: · The Annual Budget adopted by the Common Council provides for the City's general operations. Such annual budget includes proposed expenditures and estimated revenues for all Governmental Fund Types. · The City Administrator or designee is authorized to administratively transfer budgeted amounts (with the exception of personnel accounts) within departments up to $25,000. Any other transfers or amendments to the budget required the approval of the City Council. Actual expenditures may not exceed budgeted appropriations at the department level for the General Fund and at the fund level for all other budgeted funds. The budget figures used in the financial statements are final adjusted amounts. · The budget is formally integrated into the accounting system and employed as a managed control device during the year for all funds. · Budgets for the budgeted Governmental Fund Types are adopted on a basis consistent with generally accepted accounting principles. · At fiscal year-end, operating budget appropriations lapse; however, incomplete capital improvements, equipment and contractual appropriations and can be carried over to the following year upon approval by the Mayor and Common Council. v Significant Accounting Policies Reporting Entity As required by generally accepted accounting principles, the City's financial statements present the activities of the City and its component units, entities for which the City is considered to be financially accountable. Blended component units, although legally separate entities, are, in substance, part of the City's operations and so data from these units are combined with data of the primary government. Each discretely presented component unit, on the other hand, is reported in a separate column in the combined financial statements to emphasize it is legally separate from the government. Each blended and discretely presented component unit has a June 30 year-end. Because these blended units are lee:ally separate entities, bude:ets for these entities are adopted separately by their respective boards and not included in this document. Blended Components Units: The Economic Development Agency (Agency) of the City serves all the citizens of the City and is governed by a board comprised of the City's elected council. The activity of the Agency is reported as a separate fund in the special revenue, debt service, capital projects and enterprise fund types. Included with the Agency's activities is the San Bernardino Joint Powers Financing Authority which is a blended component unit of the Agency. Discretely presented Component Units: The Municipal Water Department (Department) of the City serves all the citizens of the City and is governed by a board whose members are appointed by the mayor of the City. The Department operates three enterprise funds: the Water utility, Sewer Utility and Geothermal utility Enterprise Funds. Each of the Department's utilities are reported as separate enterprise funds. Included with the Department's activities is the West End Water Development, Treatment and Conservation Joint Powers Authority, the San Bernardino Public Safety Authority and the Colton/San Bernardino Regional Tertiary Treatment and Water Reclamation Authority, all of which are reported as blended component units ofthe Department. Complete financial statements and budgets of the individual component units can be obtained directly from their administrative offices. Economic Development Agency 201 North "E" Street, Third Floor San Bernardino, CA 92401 Municipal Water Department of the City of San Bernardino 300 North "D" Street, Fifth Floor San Bernardino, CA 92402 Measurement Focus. Basis of Accounting, and Basis of Presentation The accounts of the City are organized and operated on the basis of funds and account groups. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds according to their intended purpose and is used to aid management VI in demonstrating compliance with finance-related legal and contractual provIsIOns. The minimum number of funds are maintained consistent with legal and managerial requirements. Account groups are a reporting device to account for certain assets and liabilities of the governmental funds not recorded directly in those funds. The City has the following fund types and account groups: Governmental funds are used to account for the City's general government activities. Governmental fund types use the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting revenues are recognized when susceptible to accrual (i.e., when they are "measurable and available"). "Measurable" means the amount of the transaction can be determined "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. The City considers all revenues available if they are collected within 60 days after year- end. Expenditures are recorded when the related fund liability is incurred, exeept for unmatured interest on general long-term debt which is recognized when due, and certain compensated absences and judgments and claims which are recognized when the obligations are expected to be liquidated with expendable available financial resources. Property taxes, franchise taxes, licenses, interest and special assessments are susceptible to accrual. Sales taxes collected and held by the state at year end on behalf of the City are also recognized as revenue. Other receipts and taxes become measurable and available when cash is received by the City and are recognized as revenue at that time. Entitlements and shared revenues are recorded at the time of receipt or earlier if the susceptible to accrual criteria are met. Expenditure-driven grants are recognized as revenue when the qualifying expenditures have been incurred and all other grant requirements have been met. Governmental funds include the following fund types: The general fund is the City's primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The special revenue funds account for revenue sources that are legally restricted to expenditure for specific purposes (not including major capital projects). The debt service funds account for the servicing of general long-term debt not being financed by proprietary funds. The capital projects funds account for the acquisition of fixed assets or construction of major capital projects not being financed by proprietary funds. Proprietarv funds are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable F ASB pronouncements in accounting and reporting for its proprietary operations. Proprietary funds include the following fund types: vii Enterprise funds are used to account for those operations that are financed and operated in a manner similar to private business or where the council has decided that the determination of revenues earned costs incurred and/or net income is necessary for management accountability. Internal service funds account for operations that provide services to other departments or agencies of the City, or to other governments, on a cost-reimbursement basis. Fiduciarv funds account for assets held by the City in a trustee capacity or as an agent on behalf of others. Trust funds account for assets held by the City under the terms of a formal trust agreement. The agency fund is custodial in nature and does not present results of operations or have a measurement focus. Agency funds are accounted for using the modified accrual basis of accounting. This fund is used to account for assets that the City holds for others in an agency capacity. Fund Equitv Reservations of fund balance represent amounts that are not appropriable or are legally segregated for a specific purpose. Reservations of retained earnings are limited to outside third- party restrictions. Designations of fund balance represent management plans that are subject to change. The proprietary funds' contributed capital represent equity through capital grants and capital contributions from developers, customers or other funds. Vlll Thursday, June 23, 2011 Tuesday, June 28, 2011 Wednesday, June 29, 2011 Thursday, June 30, 2011 FY 2011/12 BUDGET CALENDAR Budget Hearing Budget Hearing Budget Hearing Target Date for Adoption of the FY 2011/12 Budget by the Mayor and Council DRAFT SAN BERNARDINO MAYOR AND COMMON COUNCIL VISION AND GOALS San Bernardino...Building a Better Community VISION STATEMENT In 2025, San Bernardino will be a prosperous community that reflects the fabric and traditions of an All American City. With its unique location, the City will serve as a destination for youth sports and recreation, cultural heritage and as a hub of governmental activity and professional servIces. San Bernardino is a wonderful place to live, work, and play, offering diversity in housing, amenities, and services which will all be easily accessible through this multifaceted transportation hub. San Bernardino will offer one of the most aggressive business incubator programs in Southern California to assist with the acceleration and successful development of entrepreneurial companies through an array of business support resources and services. The City will develop business initiatives that embrace sustainable growth in the market. San Bernardino places special emphasis on education, and works diligently to distinguish itself as a leader in the academic forefront. The City has a top-ranked public school system and is privileged to have one ofCal-State's distinctive campuses located within the city. San Bernardino's historic charm melds with its modem, family-friendly atmosphere, and its cultural diversity will be celebrated and woven throughout the community. As the County Seat, San Bernardino takes great pride in our reputation as a role model for other cities in the Inland Empire. GOALS Goall: Safe Community In 2025, San Bernardino's reputation will be second to none when it comes to the safety and welfare of its residents. In 2025 the residents of San Bernardino will support and appreciate their law enforcement personnel and view them as a valued asset to their crime free community. It will have active neighborhood associations that engage in their communities through town hall meetings and provide guidance to their elected officials. The Neighborhood Cluster Association takes a leadership role in coordinating neighborhood cleanups. In addition, there are neighborhood watches that take responsibility for crime prevention in their neighborhoods. Goal 2: Business and Economic Development The City of San Bernardino is business friendly, striving to provide easy access to public officials, resources, and incentives necessary to create an environment that expands job x opportunities. We strive to expedite and streamline economic development by providing one- stop business support services including eco-friendly options. We promote a competitive business environment that attracts and retains healthy businesses, reducing unnecessary bureaucratic red tape. Goal 3: Education We are a city that embraces the concept oflifelong learning. Together with our educational partners, we provide a network of support services from birth through retirement. We provide quality day care and preschool for all of our children. Our learning ready children have enviable choices in both quality public and charter K-12 programs. We offer our residents abundant educational opportunities through our local community college, our highly ranked state university, and 14 private colleges offering degrees for every career path. The City offers education, financing, location, and employee training assistance in partnership with the state university to startup business to assure the success of new enterprises. For those in retirement we offer a host of extended learning programs at all of our recreation and senior centers as well as our college and university campuses. Goal 4: Responsive Government The City of San Bernardino respects each one of its residents and business community and serves individual needs with efficient, transparent, and expedient action. Public officials are accountable to the people they serve by providing easy, effective access to services the public desires. The City of San Bernardino is fiscally responsible, visionary, and intelligent in its implementation and delivery of quality, cost effective services. We partner with the community and private sector for the greater good. Goal 5: Enhance our Vibrant Quality of Life In 2025, San Bernardino continues to be the premier location for family friendly events such as the Orange Show, Route 66, and the Western Regional Little League. The City boasts a beautiful, walkable downtown with an ambassadors program and many family friendly amenities. Visitors can catch a show at the California Theater or Sturgis Center for the Performing Arts, or stroll through our new modem art museum. Visitors will find a downtown that is full of public art, murals, statues and street performers. Sports oriented individuals and families have many choices as well. Visitors can take in a baseball game at the Arrowhead Credit Union Stadium or see an NCAA basketball game at the Cousollis Arena at CSUSB. We have added many ball fields and sports facilities in neighborhoods around the City so that families and kids can easily access our parks. Today, the City can brag about 20 libraries and community centers that make San Bernardino the most family friendly and diverse city in the Inland Empire. Goal 6: Transportation and Infrastructure In 2025, San Bernardino will welcome residents and visitors to the Inland Empire with a thriving, vibrant International Airport, which will be accessible by the SBX bus line and light rail. The City will become a model for transportation initiatives and will serve as a hub for all neighboring committees with its transit center. It will be a walkable community with many bike Xl lanes populated by water features which will be serviced by our abundant Bunker Hill Basin water reservoir. The City is a place with an intelligent, environmentally planned infrastructure designed for long term sustainability for all who live and work here. Goal 7: Beautification In 2025, the City of San Bernardino will have a reputation as a beautiful, clean city that is both inviting and attractive to its residents and visitors. The City has inviting corridors with murals at all entryways to the City. The once blighted, low yielding commercial corridors have been transformed into well thought out and pedestrian friendly walkways with greenbelts that include water features. Code enforcement ensures that all major corridors are maintained and parks are lush and green with youth sports amenities peppered throughout. Goal 8: Housing and Home Ownership In 2025, the City has an abundance of quality neighborhoods complete with parks, trails, and community centers. In addition, there is ample senior housing to provide for aging residents. The new government center has attracted condominium projects that provide housing opportunities to those who prefer living the urban lifestyle. Along with the wide range of housing opportunities, new or existing residents can choose from two master planned communities - "Arrowhead Springs" and "Martin Ranch" projects. The Cal State area has 900 units that offer live, work, and single-family residents all within access of a clubhouse. The EDA continues to provide first time homeowner assistance and has an impressive plan to buy former rental properties and convert to single-family owner occupied homes. Xll 2. COMMUNITY PROFILE o o o - CITY OF SAN BERNARDINO COMMUNITY PROFILE INTRODUCTION The City of San Bernardino is a community rich in history and cultural diversity. Influences of Nativc Americans, Mexican senlers, Spanish missionaries and Monnon emigrants can still be seen throughout the City today. From thc day in 1810 when Franciscan missionary Father Dumetz named the area San Bernardino to the present, San Bernardino - nestled south of the San Bernardino mountains and west of the lower desert - has been recognized for its scenic beauty and strategic location. Today, the City of San Bernardino serves as the county seat and is the largest city in the County of San Bernardino with a population of over 205,000. HISTORY San Bernardino's colorful history begins in the early years of the 19'h century when Spanish missionaries were the first senlers to the region. Mission "San Bernardino" was established in 1810 and the missionaries, along with the American Indians native to the area, diverted water to the valley from Mill Creek for irrigation purposes. As a result. the area flourished. In 1822, California became a Mexican territory. Gradually the mission period came to a close and soon came the rise of the '"Great Spanish Rancheros." The abandoned Mission San Bernardino did not stay vacant for long. "San Bernardino Rancho" was granted to the Lugo Brothers in 1842 and eventually became an important post on the trading route known as the "Spanish Trail"', where pioneer trailblazers like Kit Carson and ledediah Strong often traveled. In 1848, California joined the United States. By this time, many rancheros, discouraged by Indian raids and horse and canle stealing, left the area. The Iyugo brothers eventually sold San Bernardino Rancho to 1 a party of 500 Mormon settlers in 1852 who built a stockade around the ranch and named it "Fort San Bernardino." The community thrived and was officially incorporated as a City in 1854 with a population of 1,200. At that time, San Bernardino was strictly a temperance to\\n, with no drinking or gambling allowed. o As the last years of the 19th ccntury waned, the giant railway companies eventually found their way to San Bernardino, changing it from a sleepy to\\l1 into an enterprising city. Santa Fe, Union Pacific and Southern Pacific all made San Bernardino the hub of their Southern California operations. When the Santa Fe Railway established a transcontinental link in 1886, the already prosperous valley exploded. Even more settlers flocked from the East and population figures doubled between 1900 and 1910. Today San Bernardino has emerged into a modem urban community with a bright future. The enduring spirit and vitality of yesterday's pioneers are still evident and reflected in the pride of community. ~ \. I' " San Bernardino City Opera House 1882 QUALITY OF LIFE - ~r.;f~ ~i~ij~lJl ~;' ::-' (t-flr.r,; lni~ rr r----- . '. ,~.. -'- __! !.', .111 i'_!!f :. j .: ,J : , - ...-...::- ii,' -; ii" r' . ..,. r ~ r - ..... J!" l., .... ~ JItw,. ~ ! , _-. . I' .,.-, .,",. ., ~ --~ "'!.."!If 1 i ,__.. 111:'" ...,.~~, i--'----~--_ I'} 1: ' ~-~e~.:--!I: ~ ",- ..:..~-~ !l_.:.J!'''- tr;'1:"" - " '~,-- --~.',~ . /f'" . .i- ~~;"- ...: 11..... - ~ ----- "- .",.. ,'~~. .~~ ..... ' ~"~ f ~, ~ ~~ ...l~ ' 'r , ~,ij' Downtown San Bernardino 1927 The City of San Bernardino has adopted the shared values of Integrity, Accountability, Respect for Human Dignity, Honesty and Fairness. The vision for the City is to be strong and prosperous. City residents can expect high quality, cost effective services as well as an excellent public safety program, which is dedicated to providing the highest level of police and emergency services. The two hospitals within the City limits, San Bernardino Community Hospital and St. Bernardine's Medical Center are both state of the art facilities. City residents also have access to the nearby San Bernardino County Medical Center and the world renowned Loma Linda University Medical Centcr. With 32 parks and six community centers, residents can enjoy beautiful playgrounds, swimming and play pools, adult and youth sports, special interest classes and excursions. Thc City's first-rate menu of programs and services includes a public library system comprised of one main and three library branches 0 which provide life long learning to the world of ideas, information and creative experience for all citizens of San Bernardino. 2 o o o Enhancing public safety is also a key part of improving quality of life. Although budget issues eaused the need for some layoffs in the fire and police departments, crime has reduced significantly over the past year. The City launched Operation Phoenix.. a comprehensive crime-reduction strategy that incorporates crime prevention, suppression, and intervention. In partnership with County social services agencies, Operation Phoenix provides integrated public safety and community reductions in crime and improvements in quality of life. expanded Operation Phoenix to 2 additional areas of the community. Cities around the state are now replicating the successes of Operation Phoenix, and leading experts are pointing to the program as a model to reduce cnme. Residents voted to support these enhanced crime suppression and prevention strategies by passing Measures ,(V and Z in November 2006. These measures established an additional .25% sales tax that took effect in April 2007. Use of Measure Z funds are reviewed by a Measure Z Oversight Committee and are reported on by' the Committee annually. To date, funds have been spent primarily to hire the 50 Police Department personnel called for in the Police Hiring Plan. and also to fund parts of Operation Phoenix. Locatioll'Tramporr The City's elevation is 1.049 feet above sea level and encompasses the area of approximately 59.3 square miles. San Bernardino is located about 60 miles east of Los Angeles. 120 miles northeast of metropolitan San Diego, and SS miles northwest of Palm Springs. For more than 100 years. the city of San Bernardino has been a major transportation link between the east and west coasts. With rail, freeway, a nearby International Airport just 30 minutes away. and the Port of Los Angcles v..ithin an hour's drive. San Bernardino is the link to national markets, Mexico, and the Pacific Rim. Local bus service connects ten cities in a two county area and provides access to transcontinental bus connections. support services. resulting in significant In FY 2007-08, the Mayor and Council City of San Bernardino ) Mountain Resorts ~. 30 Los Angeles .111 iV J. - .,. ~....., .....,f. . ..." . ~ .~ iII110 _ ._, 3 In 1993 access to the City was further enhanced with the creation of the Metrolink commuter rail service. It provides long distance transportation to commuters from the San Bernardino area to major centers of employment. such as downtown Los Angeles. and Orange County. within 90 minutes. Schools o Providing quality education and programs to San Bernardino' s youth is an important priOrity to City residents. High standards and emphasis on mastering the fundamentals resulted in the district's steady improvement on standardized test scores. Many schools in the San Bernardino Unified School District have been named California Distinguished Schools. If private schooling is a preference. San Bernardino has many private schools. from kindergarten to high school. . 1.... San Bernardino Valley College. conveniently located two miles from downtown, serves over II. I 00 students who are enrolled in occupational training programs, job skill enhancement, and courses leading to Associate Degrees with transfer credits to four-year colleges. California State University San Bernardino is one of the Inland Empire's largest trainer of business managers. Cal State's School of Business and Public Administration is accredited by the American Assembly of Collegiate Schools of Business (AACSB) at both the under graduate and graduate degree 0 levels. With more than 17,500 students enrolled in more than 70 undergraduate and graduate degree programs, Cal State San Bernardino is one of the fastest growing campuses in the state university system. - . . ....., Recreation, Sports & Culture San Bernardino has a wide variety of recreational attractions. From playing golf at one of San Bernardino's many public and private golf courS<.'S, to a 30 to 45 minute drive to mountains, skiing, deserts, beaches, resorts, and world-class cultural and sporting events. a variety of acti,ities for all ages is available to residents and visitors. - ...) ~. _f. ~_ .,~~..-- 6.......:0.. ~ ..... ~~ ';. . "..'!$- · ,', - .. ;~.li:~ ~ ~.''':~'~~~. ~ :=-'~,L-'~. ...; '7~"~. :r:~.~"~.'" - . ... -""'t.~..~"".,~~...:, ~., . J., .,-~....,:.. .... ,,'.' ~.. '. ... ..._~ - ,....... "(;..~ - .................:".~..._o-. _~.:::_.-... ~_-:- --.e". . . ~ 1::'""" - . . ~'- _...-c;;_~._ ~ ,j-;J_ - _~ ,,_ _'_ ~ _....,.. :. - '.C;~..~:- "".... ~;...o.; .s--~-j1 .~. .~ ,j; ~ -Ii' ~": _ ~;:l ~~~...._ ~C:. ,~~.::: ~........, _~; .. e. .~. .... .;+ .......,,, ...~........ ~ ..t... - _ - _ - ':'~~~ . '-""~~~..... ." I '.' \ ~-~, --~. ;" ! ~~~?I"D~ . J~- ~.~ ....~t'.,~~. ... - -'. 'b ~ . ~... .... ~ - . ~..- .--... - .i'-."......., -:.-"'.- ....-., , .' . - . .--:;.~~..&:: . San Bernardino is home to the Inland Empire 66ers of San Bernardino, a Professional Baseball Club, which in 2006 became part once again of the Los Angeles Dodgers organization. The Inland Empire 66ers play at the multi-use Arrowhead Credit Union Park which regularly seats 5,000 people and can be expanded to seat 10,000. The City of San Bernardino is known as a "Youth Sports Destination". San Bernardino is home to the Little League Western Regional Headquarters and hosts the regional playoffs each year, \\ith fourteen 0 teams from 13 western states playing for the chance to advance to the Little League World Series in Williamsport, Pennsylvania for the national title. The City has also facilitated the installation of the first youth sports figure public art statue at Western Regional Little League Headquarters. 4 - [n [998, the San Bernardino Municipal Soccer Complex was officially dedicated and opened for tournaments and competitions. The complex is one of only a few premier youth soccer facilities in Southern California. Built on 50 acres, the complex offers 17 full sized soccer fields including 4 lighted championship fields. o The complex is home to a number of tournaments and activities throughout the soccer season. The complex provides increased revenue to the San Bernardino local economy from use of the local restaurants and hotels as well as overall operational support of the tournaments. San Bernardino' s historic California Theater. opened its doors in 1928, is now home to Theatrical Arts The theater Bernardino Symphony Orchcstra, under the direction of Maestro Carlo Ponti, Jr. Continuing the tradition of varicty and excellence. the San Bernardino Valley Community Concert Association also hosts international artists and touring companies ranging from the New York Theatre Ballct to the London Piano Duo. One of the city's most popular events is the annual Route 66 Rendezvous. [n the 1930s. Historic Route 66, which runs through downtown San Bernardino, was the first highway to link Chicago and the Midwest to Southern California. o Today the City of San Bernardino celebrates Route 66 with an annual four day event held each September. The city is host to over 400,000 visitors who come to see the show of over 2,400 pre-1973 Vintage automobiles and strect "rods" which cruised the highways during the I 930s through the early 1970s. This event is complete with exhibits. vendors. food booths. live entertainmcnt and a Cruisin' Hall of Fame. CITY GOVERNMENT The City of San Bernardino operates under a hybrid Mayor-Council-City Manager form of government. The Mayor is elected by the voters at large. and is the City's Chief Executive Officer. Each of the seven members of Council is electcd by voters within their respective wards. The Mayor and Councilmembers serve four-year terms. Under the supervision of the Mayor. the City Manager is the Chief Administrative Officer. The City Manager directs most City Departments, other than those governed by separate boards (Water Dept, Civil Service, Library) and the offices of elected officials. The City Manager's office, in addition to assisting the Mayor and Council in policy formulation, focuses on special projects. The City of San Bernardino also has an elected City Attorney. City Treasurer and City Clerk. o o OUR FUTURE ......."'t'l ...~ o '" ........ -~~ The city continues to help fiscally compensate the State of California for some of its budgetary losses. However. with sales tax dollars on the rise and a rebounding home market. City of San Bernardino has an extremely bright future. with exciting new projects. special events and new ways of doing business just over the horizon. A Mayor and Council retreat in 2010 helped to define where the City's elected officials believe the City could be by 2025. In 2025, San Bernardino will be a prosperous community that reflects the fabric and traditions of an All American City. With its unique location. the City will serve as a destination for youth sports and recreation, cultural heritage and as a hub of governmental activity and professional services. o San Bernardino is a wonderful place to live, work. and play, offering diversity in housing, amenities, and services which will all be easily accessible through this multifuceled transportation hub. San Bernardino will offer one of the most aggressive business incubator programs in Southcrn California to assist with the acceleration and successful development of entrepreneurial companies through an array of business support resources and services. The City will develop business initiatives that embrace sustainable growth in the market. San Bernardino places special emphasis on education, and works diligently to distinguish itself as a leader in the academic forefront. The City has a top-ranked public school system and is privileged to have one ofCal-Statc's distinctive campuses located within the city. San Bernardino's historic charm melds with its modem. family-fiiendly atmosphere, and its cultural diversity will be celebrated and woven throughout the community. As the County Seat, San Bernardino takes great pride in our reputation as a role model for other cities in the Inland Empire. As the city continues its quest to build a better community. staff has worked with limited resources to provide top-notch customer service through added programs. streamlined departments and a focus on improving city neighborhoods. o Ii 3. BUDGET SUMMARIES .. ESTIMATED ESTIMATED BALANCE ADDITIONS TOTAL DEDUCTIONS TOTAL BALANCE FUND / TITLE 7-1-11 REVENUESITRANSFER AVAILABLE EXPENSES I TRANSFER DEDUCT 6-30-12 CITY OF SAN BERNARDINO FY 2011-2012 SUMMARY OF REVENUES. EXPENDITURES. AND TRANSFERS 1001 GENERAL FUND' 2,085,4001114.365.900112.961.100 1129.412.400 1125.307,300 I 2.780.1001128,087,4001 1,325.0001 o SPECIAL REVENUE FUNDS: 105 LIBRARY 0 107.200 2.066000 2.173,200 2,173.200 0 2.173.200 0 106 CEMETERY 0 27.500 134.400 161900 161.900 0 161,900 0 107 CATV 0 0 0 0 0 0 0 0 108 ASSET FORFEITURE 303.200 333.000 0 636,200 458.600 0 458,600 177,600 111 AIR QUALlTY-AB 2766 122,400 246,200 0 368.600 115.700 70,000 185.700 182,900 118 DRUG/GANG AF\ 107,000 16,200 0 123.200 30,000 0 30.000 93,200 119 COMMUNITY DEV BLOCK GRAN 0 3.583,000 0 3.583.000 3,583,000 0 3,583.000 0 121 SBETA 0 2.363,600 0 2.363.600 2.363,600 0 2,363.600 0 124 ANIMAL CONTROL 0 1.503.000 449.100 1.952.100 1.951.300 0 1,951.300 800 128 TRAFFIC SAFETY /150.000 1.667.000 0 1.517,000 117.000 1,400.000 1,517.000 0 132 SEWER LINE MAl NT 2.108.900 4,200.000 0 6,308,900 4,784.200 1,510.900 6,295,100 13,800 133 BASEBALL STADIUM 37.000 0 0 37.000 0 0 0 /37.000 134 SOCCER FIELD COMPLEX 275.900 413.000 0 688,900 444.300 0 444,300 244,600 137 CFD 1033-Fire Station M&O 0 573.700 0 573,700 0 573.700 573,700 0 775 PERPETUAL CARE FUND 340.000 0 0 340.000 0 134,400 134,400 205,600 211 FIRE EQUIP ACOUISITION FD 114.000 0 0 114.000 80,000 0 80.000 34,000 TOTAL SPECIAL REVENUES 3.184,400 15.033,400 2,649.500 20,867.300 16.262.800 3.689.000 19.951.800 915.500 CAPITAL PROJECT FUNDS' 126 SPECIAL GAS TAX 838 100 5,493,300 0 6.331,400 2,242,900 3,620,000 5.862,900 468,500 129 1/2 CENT SALES & RD TAX 4,903,000 2.535,000 0 7.438.000 5.946,500 1.350,000 7.296,500 141.500 135 PROP42 TRAFFIC CONGESTION 1.094,400 0 0 1.094.400 1.041.900 0 1.041.900 52.500 208 VERDEMONTINFRASTRUCT 348.600 0 0 348.600 325,900 0 325.900 22.700 240 INFRASTRUCTURE LOAN 0 0 0 0 0 0 0 0 241 PUBLIC PARK EXTENSION 4.500 0 0 4.500 0 0 0 4,500 242 STREET CONSTRUCTION 13.600.600 26,425.300 0 22.824,700 22.824.700 0 22,824.700 0 243 PARK CONSTRUCTION 668.400 1.125.800 0 1.794,200 1.713.600 0 1,713.600 80,600 244 CEMETERY CONSTR 48.800 1.500 0 50,300 5.000 0 5.000 45,300 245 SEWER LINE CONSTR 4,037.300 160,000 0 4,197,300 3,877.500 225.000 4,102.500 94,800 246 PUBLIC IMPROVEMENT 933,100 0 0 933.100 881.000 0 881,000 52,100 247 CULTURAL DEVELOPMENT 424.500 215,000 0 639,500 0 357.000 357,000 282.500 248 STORM DRAIN CONSTR 3,278,400 215,000 0 3,493,400 3,236,900 132.700 3.369,600 123.800 250 TRAFFIC SYSTEM CONSTR 0 0 0 0 0 0 0 0 258 PROP 1 B FUND 4.374,400 0 0 4.374,400 2,294.800 0 2.294.800 2.079.600 TOTAL CAPITAL PROJECTS 17.352.900 36.170.900 0 53.523,800 44.390.700 5.684.700 50.075,400 3.448,400 ASSESSMENT DISTRICT FUNDS: 251 OTHER ASSESMENT DISTR. 0 17,000 0 17.000 17,000 0 17.000 0 254 LANDSCAPE DISTRICTS 0 1.072.000 200.000 1.272.000 1.272.000 0 1.272.000 0 TOTAL ASSESSMENT DISTRICT 0 1.089.000 200,000 1.289,000 1,289.000 0 1,289.000 0 IMPACT FEE FUNDS: 261 LAW ENFORCEMENT DEVEL 141.600 42.000 0 183.600 148.700 0 148.700 34,900 262 FIRE PROTECTION DEVEL 397.500 55.000 0 452,500 160.300 0 160,300 292,200 263 LOCAL CIRCULATION SYSTEM 547.100 22.000 0 569,100 514400 0 514,400 54.700 264 REGIONAL CIRCULATION SVST 6475.500 540,000 0 7,015,500 6.766.100 0 6766100 249,400 265 LIBRARY FACILITIES 16.500 26.000 0 42,500 42.500 0 42,500 0 266 PUBLIC MEETINGS FACILITIES 318.100 13,500 0 331,600 0 0 0 331.600 267 AQUA TICS CENTER FACILITIES 118800 14,000 0 132,800 0 0 0 132.800 268 AB 1600 PARKLAND 2,003,400 90,000 0 2 093,400 1,179,200 0 1.179,200 914.200 269 QUIMBY ACT PARKLAND 276.200 10,000 0 286.200 47.800 0 47,800 238,400 TOTAL IMPACT FEE FUNDS 10,294.700 812.500 0 11.107.200 8.859.000 0 8.859,000 2,248.200 DEBT SERVICE FUNDS: 306 AD 987 Debt Service 71,300 52,800 124.100 65 700 65.700 58,400 356 AD 356 NEW PINE AVE (377 .300) 68.300 0 r309.000 36,200 0 36.200 r345.200 TOTAL DEBT SERVICE FUNDS r306.000 121.100 0 184,900 101,900 0 101.900 r286.800l o ENTERPRISE FUNDS: 527 REFUSE 318800 26792.900 65,000 26.539.100 22817.300 3721,800 26539100 o o INTERNAL SERVICE FUNDS: 621 CENTRAL SERVICES FUND 0 165 400 0 165,400 165,400 0 165,400 0 629 LIABILITY FUND r570.400 3.153.900 0 2,583,500 3.006,100 0 3,006,100 r422.600 630 TELEPHONE SUPPORT 128.000 1.289.700 0 1.261,700 1.242,100 0 1.242,100 19,600 631 UTILITY FUND 1262.600 3.714.900 0 3,452,300 3.682,300 0 3.682,300 1230,000 635 FLEET SERVICES 400.300 7.625.000 0 8,025,300 7.685,000 0 7.685,000 340,300 678 WORKER'S COMP '9,856,500 3,844,300 0 16,012,200 3.735.900 0 3,735,900 19,748,100 679 INFORMATION TECHNOLOGY 169,200 4,448.300 0 4.617.500 4.464,200 0 4,464,200 153,300 TOTAL INTERNAL SERVICE 10,148,000 24.241,500 0 14,093.500 23.981.000 0 23,981.000 (9,887,500 1 TOTAL ALL FUNDS I 22,144.6001218,627.200115,875.600 1256.647,400 1243,009.000 115.875.600 1258,884,600 I (2.237.200)1 *General Fund has $3 million in loan liabilities that is not reflected in the beginning fund balance. , CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 2011-2012 GENERAL FUND o PROPOSED BUDGET FY 2011-2012 ESTIMATED REVENUE Property Taxes $ 27,375,000 SaleslDistrict Taxes 31,127,500 Utility User Taxes 22,500,000 Other Taxes 6,476,300 Licenses & Permits 7,832,700 Fines and Penalties 2,884,000 Use of Money & Property 837,000 Intergovernmental 3,708,900 Charges for Services 5,940,300 Miscellaneous 5,684,200 Total Estimated Revenues $ 114,365,900 Total Transfers In $ 12,961,100 TOTAL ESTIMATED FUNDS AVAILABLE $ 127,327,000 ESTIMATED EXPENDITURES Mavor $ 764,600 Common Council 616,000 Citv Clerk 1,445,200 Citv Treasurer 210,400 Citv Attornev 3,026,000 General Government 3,741,200 City ManaQer 1,282,000 Civil Service 365,400 Human Resource 614,300 Finance 2,518,400 Communitv Develooment 5,651,100 Fire 30,927,600 Police 61,161,400 Parks, Recreation, & Comm Service 5,116,900 Public Works 8,756,800 Total Estimated Expenditures $ 126,197,300 Loan Advance Repayment $ 410,000 Total Estimated Expenditure Savings $ (1,300,000) Total Transfers Out $ 2,780,100 TOTAL ESTIMATED DEDUCTIONS $ 128,087,400 o IEXCESS (DEFICIENCY) AVAILABLE 1 $ IESTIMATED BEGINNING FUND BALANCE" 1 $ IESTIMATED ENDING FUND BALANCE I $ (760,400)1 2,085,400 1 1,325,000 I BUDGETED RESERVE Reserve Related to Admin Civil Penalties 1,325,000 Reserve Loan Repayment - General Budget Reserve - BUDGETED RESERVE $ 1,325,000 IBUDGET EXCESS I (DEFICIENCY) 1 $ -General Fund has $3 million in loan liabilities that is not reflected in the beginning fund balance. -I o 8 CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 2011-2012 GENERAL FUND - Measure Z o ESTIMATED REVENUE District Tax Revenues Total Estimated Revenues Total Transfers In TOTAL ESTIMATED FUNDS AVAILABLE ESTIMATED EXPENDITURES Police L ~Park and Recreation - Total Estimated Expenditures Estimated General Fund Contribution Total Transfers Out TOTAL ESTIMATED DEDUCTIONS EXCESS (DEFICIENCY) AVAILABLE ESTIMATED BEGINNING FUND BALANCE ESTIMATED ENDING FUND BALANCE RESERVE FOR FUTURE COSTS 0 BUDGET EXCESS I (DEFICIENCY) ADOPTED BUDGET FY 2010-2011 5,120,000 $ 5,120,000 $ - $ 5,120,000 $ - 6,293,000 - 150,200 - $ 6,443,200 $ (1,663,400) $ - $ 4,779,800 $ 340,200 $ (340,200) $ - 0 $ - 9 REVISED ESTIMATE FY 2010-2011 5,517,000 $ 5,517,000 $ - $ 5,517,000 5,700,500 - - - $ 5,700,500 $ (523,700) $ - $ 5,176,800 $ 340,200 $ (340,200) $ - 0 $ - PROPOSED BUDGET FY 2011-2012 5,650,000 $ 5,650,000 $ - $ 5,650,000 $ - 5,972,200 - - - $ 5,972,200 $ (322,200) $ - $ 5,650,000 $ - $ - $ - 0 $ - CITY OF SAN BERNARDINO GENERAL FUND REVENUE REPORT FISCAL YEAR 2011-2012 DESCRIPTION ACTUAL ACTUAL ACTUAL 2007-2008 2008-2009 2009-2010 PROPERTY TAXES 4001 Current Secured 10,973,693 11,621,490 9,774,967 4002 Current Unsecured 530,779 603,367 573,633 4003 Prior Taxes 542,358 904,956 943,324 4006 SUDDlemental 1,971,639 903,455 347,167 4005 Other 162,045 167,060 158,997 4007 Prop Tx In Lieu of VLF 17,249,453 18,588,204 17,017,692 Total Taxes 31,429,967 32,788,532 28,815,780 OTHER TAXES 4221 Sales Tax 22,309,687 17,276,647 16,145,282 4220 ProD Tx In Lieu Sales Tax 7,280,284 6,520,295 4,266,819 4224 Utility User Tax 24,407,034 24,355,172 22,630,460 4201/14 Franchise Tax 3,323,073 3,091,966 2,688,512 4222 Transient OccuDancv 3,262,131 2,517,102 2,222,113 4223 Prop. Transfer Tax 649,330 390,814 393,621 4225 Sales Tax Public Safetv 982,803 863,890 761,482 4215 Tow Franchise 288,000 421,542 437,461 4227 Measure Z - District Tax 6,511,475 5,804,472 5,157,200 Total Taxes 69,013,817 61,241,900 54,702,950 LICENSES AND PERMITS 4301 Business Registration 6,105,401 6,197,871 5,841,347 4330 Buildino Permits 646,352 498,626 545,164 4331 Mechanical Permits 208,594 144,792 161,319 4362 On Site Inspection Fees 1,183,749 623,489 104,328 4363 On Site Plan Check 341,996 209,377 25,780 4361 Construction Permits 300,801 122,992 56,222 4342 EMS MembershiD 6,148 2,172 30,319 4336 Fire Code Permits 301,548 385,377 357,942 4337 Fire Plan Check 181,303 141,512 99,671 4351 Street Cut Permits 229,645 295,086 418,071 4333 Mobile Home Park Permit 26,374 26,169 51,424 4352 Misc Licenses & Permits 317,209 500,325 462,902 4353 Yard Sales Permit Fee 0 0 0 4303 Misc Citv Clerk Permits 3,490 2,383 4,477 4304 Misc Planning Permits 31,499 22,715 18,054 4360 Grading Permits 25,624 9,626 7,201 Total License & Permit 9,909,733 9,182,512 8,184,221 FINES AND PENALTIES 4420 Parking Citations 1,209,205 1,145,492 1.152,652 4410 General Fines 153,371 135,876 245,684 4401 Unauthorized Sion Fine 0 0 0 4411 Code Admin. Citations 145,468 182,982 582,838 4412 Fire Admin. Citations 73,865 96,767 64,976 4423 General Admin Civil Penaltv 0 609,714 1,087,553 4422 Fireworks Adm Civil Penaltv 0 15,729 7,223 4424 Police Admin Civil Penaltv 0 26,386 51,764 4426 Buildino Admin Civil Pen 0 5,500 13,000 4427 Fire Admin Civil Penaltv 0 26,215 36,657 4428 Code Admin Civil Penaltv 0 5,400 136,787 4429 General Administrative Cites 0 0 0 Total Fines/Penalties 1,581,909 2,250,061 3,379,134 10 BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-2012 o . 9,300,000 9,430,000 9,700,000 575,000 595,000 600,000 800,000 600,000 600,000 300,000 300,000 300,000 165,000 175,000 175,000 16,600,000 16,017,100 16,000,000 27,740,000 27,117,100 27,375,000 15,844,800 17,300,000 18,386,400 4,266,800 5,654,400 6,191,100 22,750,000 22,016,800 22,500,000 2,660,700 2,795,700 2,880,700 2,040,000 2,400,000 2,600,000 295,400 400,000 500,000 700,000 800,000 900,000 380,300 342,800 495,600 5,120,000 5,517,000 5,650,000 54,058,000 57,226,700 60,103,800 5,700,000 6,000,000 6,000,000 500,000 500,000 500,000 150,000 160,000 160,000 100,000 150,000 100,30(j" ) 20,000 32,300 35,000 70,000 20,000 25,000 20,000 20,000 20,000 375,000 375,000 360,000 100,000 94,000 100,000 300,000 150,000 150,000 26,000 40,000 51 ,400 400,000 200,000 300,000 15,000 0 0 4,000 4,500 4,000 22,000 22,000 22,000 10,000 5,000 5,000 7,812,000 7,772,800 7,832,700 1,046,600 1,132,000 1,150,000 200,000 150,000 200,000 100,000 0 10,000 560,000 500,000 550,000 60,000 60,000 60,000 1,310,000 750,000 100,000 10,000 10,000 10,000 50,000 85,000 100,000 12,000 12,000 3,000 35,000 50,000 100,000 ... 120,000 300,000 600,00~V 0 0 1,000 3,503,600 3,049,000 2,884,000 I CITY OF SAN BERNARDINO GENERAL FUND REVENUE REPORT FISCAL YEAR 2011-2012 I ACTUAL ACTUAL ACTUAL DESCRIPTION 2007-2008 2008-2009 2009-2010 t LlSE OF MONEY AND PROPERTY 4505 Interest Earninas 793,211 198,928 110,208 4520 land & Buildina Rental 407,302 487,584 602,361 4523 A TS land Rental 0 10,805 47,394 4530 Parkina Rental Fee 0 550 300 4922-26 Sale af Prooertv 306,288 5,120 1,964,718 4540 Vending Machine Comm. 40,622 38,669 29,175 Total Money & Property 1,547,423 741,656 2,754,156 c INTERGOVERNMENTAL 4603 Motor Vehicle In lieu 1,038,879 817,737 711,559 4621 Bookina Fee Subvention 0 0 0 4670 EDA & CDBG Reimb. 5,738,232 5,318,450 3,935,920 4651 Construction Reimb. 0 22,012 0 4606 Homeowner's Exemption 154,290 134,091 141,765 4616 POST 127,242 100,877 96,838 4625 State-Mandated Costs 63,156 88,703 255,962 4673 Water Reimbursement 338,500 349,600 358,600 4671 SBIAA Reimbursement 146,690 153,530 159,630 4615 Disaster Preo. Proaram 21,864 22,497 27,783 4619 Mutual Aid/Disaster Reimb. 1,206,619 795,269 506,326 Total Intergovernmental 8,835,472 7,802.766 6,194,383 ICHARGES FOR SERVICE ~~31 Plan Check Fee 392,708 230,880 172,672 ~789 Archival Fee - Devel Servs 36,723 24,976 22,353 4715 CD Technolooy Fee 0 43,855 50,343 4779 Blanket Inspection Fee 0 0 1,168 4880 EMS User Fee 227,341 260,086 449,482 4798 Storm Drain Utility Fee 288,709 271,148 237,698 4799 NPDES Bus Inspection 0 0 7,001 4815 Weed Abatement 204,399 150,733 174,268 4733 Prop/Buildina Abatements 740,701 765,997 726,641 4714 Plannino Develn Proiect 483,683 301,612 164,841 4305 Annual Alarm Permits 213,266 202,957 200,394 4780 Misc Develop Servs Chros 95,657 96,408 41,896 4766 Buildino Permit Review 67,470 71 ,430 63,681 4720 Plan Review Fee 131,366 73,462 59,306 4784 Plan Subdivision File Fee 78,511 119,356 327 4785 Non Subdivision Str Imp 205,199 174,480 27,682 4711 PW Subdivision File Fee 174,315 28,548 18,629 4718 Environmental 6,585 719 0 4735 Release Notice of Pendenc' 4,354 7,316 18,502 4863 Class Reoistration Fee 6,219 6,865 6,158 4862 Park Enerav Fee 4,312 5,095 6,742 4707 Passport Fees 99,200 67,458 72,032 4702 County Contract 487,000 487,000 487,000 4864 Swimmino Pool Fee 59,111 51 ,483 68,784 4861 Proorm/Facilitv Use Fee 65,516 67,233 49,159 4865 Non-Resident Fees 2,918 2,767 1,502 010 Misc Plannino/Buildino 144,253 111,707 105,528 11 .. BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-2012 200,000 150,000 200,000 490,000 550,000 530,000 79,300 79,300 77, 000 0 0 0 2,410,000 2,462,800 0 40,000 30,000 30,000 3,219,300 3,272,100 837,000 500,000 700,000 725,000 0 0 0 3,532,600 3,532,600 1,287,500 0 0 0 130,000 130,000 130,000 50,000 50,000 50,000 100,000 256,500 200,000 527,700 527,700 527,700 150,000 150,000 150,000 38,700 38,700 38,700 500,000 583,600 600,000 5,529,000 5,969,100 3,708,900 165,000 200,000 200,000 22,000 22,000 22,000 40,000 40,000 40,000 0 30,000 34,100 400,000 400,000 400,000 250,000 250,000 250,000 6,100 15,000 15,000 175,000 175,000 175,000 600,000 700,000 750,000 200,000 200,000 200,000 260,000 200,000 260,000 50,000 62,000 50,000 70,000 50,000 50,000 60,000 60,000 60,000 10,000 25,000 10,000 15,000 30,000 30,000 10,000 30,000 20,000 0 0 0 18,000 15,000 15,000 6,500 8,000 8,000 6,000 6,000 6,000 75,000 55,000 60,000 487,000 487,000 487,000 60,000 50,000 50,000 60,000 70,000 70,000 3,000 1,000 1,000 100,000 60,000 60,000 CITY OF SAN BERNARDINO GENERAL FUND REVENUE REPORT FISCAL YEAR 2011-2012 ACTUAL ACTUAL ACTUAL BUDGET REVISED PROPOSED DESCRIPTION 2007-2008 2008-2009 2009-2010 2010-2011 2010-2011 2011-2012 4743 PD TowinQ Release Fee 450,035 543,470 366,285 360,000 360,000 518,900. 4745 Code Tow Release Fee 0 960 5,261 5,000 5,000 5,000 4770 Crime-free Renta. Housing 0 0 0 0 0 104,100 4795 SiQnal MainUEnerQY 19,534 33,089 20,104 20,000 20,000 20,000 4802 Str Liqht Enerqy Fee 5,993 16,800 2,938 0 0 0 4701 Election Filinq Fee 24,306 1,064 14,874 0 0 20,000 4747 False Alarm Fee 54,035 55,806 50,944 71 ,400 71 ,400 100,000 4810 Misc. Development Services 21,842 6,936 3,373 5,000 5,000 5,000 4705 Utility Collection Fee 10,776 0 0 0 0 0 4708 Fire Traininq Aqreement 134,453 107,147 69,380 65,000 79,000 104,000 4881 Paramedic Reimb Contract 259,129 410,445 385,005 380,000 380,000 355,200 4786 Certificate of Completion 0 14,656 4,031 2,000 5,000 5,000 4752 Fireworks Requlatorv Fee 73,893 67,233 65,756 60,000 70,500 67,000 4753 Fire Archival Fee 3,955 2,908 1,621 5,000 2,000 2,000 4754 Fire Business Occup Insp 31,461 39,110 38,100 431,000 40,000 40,000 4755 Fire Rental Inspections 406,794 540,541 578,649 550,000 550,000 550,000 4709 Hazardous Material Fee 0 42,463 5,992 5,000 6,000 1,000 4767 Sinqle Family Rentallnsp 0 310,809 499,594 700,000 600,000 600,000 4768 Adm Cites-SFRIP 0 0 149,182 110,000 120,000 120,000 Total Charges 5,715,722 5,678,296 5,494.878 5.918,000 5,554.900 5,940,300 MISCELLANEOUS 4906 Water Fund Contr. 2,384,618 2,397,359 2,354,414 4930 Sewer Contr. - Water 500,000 500,000 500,000 4931 Water Land Sales 89,431 52,782 0 4910 Admin Service CharQe 352,300 384,800 375,300 4901 Misc. Other Revenue 309,077 441,035 2,468,743 4912 Off Track BettinQ 132,632 110,107 91,986 4741 Sale of Photos IReports 58,757 15,187 8,132 4740-5 Police Misc. Receipts 794,747 882,574 1,005,530 4746 Property Auction 19,224 3,886 12,186 4911 Restitutions 21,619 11,468 15,542 4905 Litiqation Settlement 57,957 135,681 1,317 4904 Drunk Driver Reimburmt. 32 0 0 4742 Pistol Ranqe Fees 0 0 26,895 4928 Bookinq Fee Reimburmt. 2,028 3,274 2,112 4750 Investiqation Fee 13,692 43,010 35,236 4926 CID Reimburmt 0 0 125,438 4933 Hazmat Incident Recovery 0 0 1,746 4937 Street Knockdown 0 0 0 4924 Damage Clain Recovery 25,447 80,617 109,568 Total Miscellaneous 4,761,561 5,061,780 7,134,145 I TOTAL GENERAL FUND ) 4,025,400 2,600,000 2,672,300 3,018,600 500,000 500,000 0 0 0 375,300 367,600 367,600 541,200 440,000 895,30<1 J 100,000 90,000 100,000 15,000 10,000 15,000 752,600 900,000 900,000 7,000 7,000 7,000 20,000 15,000 20,000 0 10,300 0 0 0 0 0 96,000 50,000 3,000 2,000 2,000 45,000 35,000 45,000 100,000 100,000 0 0 20,000 20,000 0 17,800 10,000 80,000 80,000 80,000 9.083,100 5,290,700 5,684,200 1132,795,6041124,747.5031116,659,6471 1116,863,0001115,252,4001114.365,9001 12 o CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 DESCRIPTION ACTUAL ACTUAL ACTUAL 2007-2008 2008-2009 2009-2010 I 105 ~IBRARY FUND 4618 State Aid-Libraries 4850 Miscellaneous Recei ts 4851 Libra Fines 4901 Mise Other Receipts Total Libra Fund 69,967 19,027 39,619 o 128,613 o 14,221 28,264 46,779 89,264 78,752 19,729 52,770 78,000 229,251 106 CEMETERY FUND 4505 Interest on Idle Cash 22,767 12,916 9,536 4775 Cemetery Burial Fee 68,393 20,928 22,715 4776 Sale of Vases 2,070 661 430 4777 Sale Concrete Boxes 27,753 8,430 10,068 4778 Sale Cemeterv Plots 65,482 8,389 4,687 4901 Misc. Receipts 2,000 2,000 0 Total Cemetery Fund 188,465 53,324 47,436 108 ASSET FORFEITURE FUND 4505 Interest on Idle Cash 8,968 8,869 10,965 4672 Asset Forfeiture Federal DOJ 274,926 149,916 391,668 4927 Asset Forfeiture 119,252 138,897 114,934 Total Asset Forfeiture Fund 403,146 297,682 517,567 111 AIR QUALlTY-AB 2766 FUND 4505 Interest on Idle Cash 3,056 942 522 4626 Rideshare Reimbursement 246,936 245,794 233,643 ~(Vater Department 5,100 5,200 5,200 . Air Quality-AB 2766 Fund 255,092 251,936 239,365 118 DRUG/GANG FUND 4505 Interest on Idle Cash 6,566 1,368 1,248 4929 Asset Forfeiture-DruQ/GanQ 19,547 23,576 18,632 Total Drug/Gang Fund 26,113 24,944 19,880 119 COMMUNITY DEV BLOCK GRANT 46XX FYll-12 Allocation 0 0 0 46XX FY10-ll Allocation Carryover 0 0 0 Total DruglGana Fund 0 0 0 124 ANIMAL CONTROL FUND 4320 Animal License 380,559 349,477 273,151 4352 Misc. License & Permits 2,755 1,175 1,025 4410 General Fines 36,759 26,595 15,460 4430 Animal License Penalty 47,770 37,150 20,700 4756 Animal Adootion Fee 56,968 47,233 39,190 4757 Contractee Shelter Fee 766,230 779,644 750,890 4759 Aoorehension Fee 44,541 32,466 15,900 4760 Board Fee 31,894 14,723 16,154 4761 Field Service Fee 410 15 65 4763 Owner Release Fee 22,752 24,718 17,748 4764 Vaccination Fee 20,512 16,437 14,683 4765 Microchip Fee 0 78,654 24,315 ~~Aiscellaneous Receipts 4,149 124 658 4 ~Ie of Equipment 0 0 0 TOIal Animal Control Fund 1,415,299 1,408,411 1,189,939 13 ~ BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-2012 70,000 70,000 30,000 15,000 10,000 15,000 30,000 20,000 25,000 46,800 37,200 37,200 161,800 137,200 107,200 10,000 10,000 10,000 20,000 12,000 10,000 500 200 500 8,000 5,000 5,000 4,000 2,000 2,000 0 0 0 42,500 29,200 27,500 8,000 8,000 8,000 150,000 350,000 250,000 75,000 75,000 75,000 233,000 433,000 333,000 1,000 1,000 1,000 240,000 240,000 240,000 5,200 5,200 5,200 246,200 246,200 246,200 1,000 1,200 1,200 10,000 15,000 15,000 11,000 16,200 16,200 0 0 3,229,900 0 0 353,100 0 0 3.583.000 300,000 250,000 300,000 500 500 500 14,000 20,000 25,000 19,500 25,000 25,000 35,000 35,000 35,000 906,800 906,800 1,014,800 15,000 15,000 20,000 17,000 14,000 20,000 0 0 200 16,500 20,000 25,000 14,700 14,700 14,000 24,500 20,000 23,000 200 300 500 0 0 0 1,363,700 1,321,300 1,503,000 CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 DESCRIPTION ACTUAL 2007-2008 ACTUAL 2009-2010 ACTUAL 2008-2009 126 SPECIAL GAS TAX FUND 4505 Interest on Idle Cash 17,870 26,510 4,571 4602 HUTA Proo42 Reolacement 0 0 0 4607 HUTA R&T 7360 0 0 0 4610 State Aid-2106 751,321 678,076 695,310 4611 State Aid-21 07 1,620,600 1,467,881 1,493,358 4612 State Aid-2107.5 10,000 10,000 10,000 4614 Proo 111-Hiohwav Users Tax 1,211,055 1,102,887 1,120,482 4945 Reimbursement 0 0 0 Total Gas Tax Fund 3,610,846 3,285,354 3,323,721 128 TRAFFIC SAFETY FUND 4440 CVC Fine 4441 Nester Red Lights Total Traffic Safe Fund 1,409,440 887,491 2,296,931 1,550,499 857,421 2,407,920 1,450,140 984,637 2,434,777 1291/2 CENT SALES/ROAD TAX FUND 4505 Interest on Idle Cash 180,145 62,098 33,285 46131/2 Cent Sales Tax 3,077,896 2,570,323 2,259,537 4630 State Aid Street Construction 197,137 0 0 4945 Construction Reimbursement 0 0 0 Total 1/2 Cent Sales/Road Tax Fund 3,455,178 2,632,421 2,292,822 132 SEWER LINE MAINTENANCE 4505 Interest on Idle Cash 209,892 71,086 54,069 4820 Sewer Line Maint 3,053,718 3,059,926 3,122,218 4903 Refunds and Rebates 0 0 0 Total Sewer Line Maintenance 3,263,610 3,131,012 3,176,287 133 BASEBALL STADIUM 4505 Interest on Idle Cash 4,691 297 (178 4924 Damaoe Claim Recoverv (8,236 0 0 4901 Baseball Team Lease Agreement 89,689 10,000 0 Total Baseball Stadium 81,453 10,000 (178) 134 SOCCER FIELDS 4505 Interest on Idle Cash 8,135 5,033 4,110 4520 Land & Buildino Rental 103,928 111,677 154,392 4528 Soonsorshios 0 0 0 4530 Rental Fee - Parkino 240,766 211,236 206,611 4861 Prooram & Facilities Fee 67,696 85,555 77,560 4862 Park Enerov Fee 4,287 3,978 5,254 4901 Mise Other Revenue 0 0 0 Total Soccer Fields 424,812 417,479 447,927 135 PROP 42 TRAFFIC CONGESTION FD 4505 Interest on Idle Cash 43,234 9,647 16,421 4635 Traffic Conaestion Relief 0 1,736,686 1,849,954 4903 Refunds/Rebates 21,220 0 0 Total Prop 42 Traffic Congestion Fund 64,454 1,746,333 1,866,375 137 CFD 1033-FIRE STATION FUND 4013 CFD 1033 Special Tax 66,655 557,901 567,896 4505 Interest on Idle Cash 13,442 7,590 5,026 Total CFD 1033-Fire Station Fund 80,097 565,491 572,922 14 BUDGET REVISED 2010-2011 2010-2011 10,000 5,000 5,000 2,046,400 2,056,700 2,276,900 3,227,500 0 0 0 689,700 676,000 0 1,471,100 1,441,900 0 10,000 10,000 0 1,105,400 1,083,500 0 0 0 5,283,900 5,337,900 5,493,300 1,500,000 1,200,000 1,400,000 950,000 700,000 267,000 2,450,000 1,900,000 1,667,000 35,000 35,000 35,000 2,300,000 2,400,000 2,500,000 0 0 0 1,913,200 1,913,200 0 4,248,200 4,348,200 2,535,000 25,000 3,100,000 o 3,125,000 50,000 3,200,000 o 3,250,000 25 000 4,1 4,200,000 I ! I : I 11 5,000 5,000 5,000 110,000 120,000 120,000 0 8,000 0 200,000 180,000 200,000 70,000 79,000 80,000 4,000 4,000 4,000 0 4,000 4,000 389,000 400,000 413,000 !I !I !I 567,800 5,900 573,700 567,800 5,900 573,700 5 0 5,900 573,700 CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 ACTUAL ACTUAL ACTUAL . DESCRIPTION 2007-2008 2008-2009 2009-2010 ~'~DEMONT IMPROVEMENT FUND 45 Interest on Idle Cash 43,785 21,637 11,230 4512 Verdemontlnfrastruction Fee 0 750 0 Total Verdemontlmprovement Fund 43,785 22,387 11,230 o l o I 4,163,641 1 1240 INFRASTRUCTURE LOAN FUND 242 STREET CONSTRUCTION FUND 4901 Misc Receiots/Refunds/Rebates 0 0 0 4630 State Aid-Street Constr. 204,638 0 0 4658 Federal Aid-F AU 867,957 1,888,984 22,458 4670 EDA Reimbursement 0 0 204,642 4671 IVDA Reimbursement 0 0 0 4677 Local Stimulus SAN BAG 0 0 0 4945 Construction ReimbursemenVMisc 437,490 149,316 821,685 Total Street Constr. Fund 1,510,085 2,038,300 1.048,785 243 PARK CONSTRUCTION FUND 4505 Interest on Idle Cash 26,207 1,607 12,826 4620 State Aid Park Dev 50,145 610,016 0 4651 Construction Reimbursement 0 0 0 4670 EDA Reimbursement 0 0 0 4732 Park Development Fee 70 0 0 Total Park Construction Fund 76,422 611,623 12,826 UETERY CONSTRUCTION FUND 4 \1terest on Idle Cash 1,675 984 750 4 ale Cemetery Plots 3,743 296 437 Total Cemetery Constr. Fund 5,418 1,280 1,187 245 SEWER LINE CONSTRUCTION FUND 4505 Interest on Idle Cash 247,367 87,115 59,275 4651 Construction Reimbursement 0 0 0 4821 Sewer Lateral Fee 0 0 0 4822 Sewer Connection Fee 378,884 54,850 96.001 Total Sewer Line Constr. Fund 626,251 141,965 155,276 246 PUBLIC IMPROVEMENT FUND 4505/4509 Interest on Idle Cash 161,335 39,459 25,492 4902 Contribution 0 0 0 Total Public Improvement Fund 161,335 39,459 25,492 247 CULTURAL DEVELOP FUND 4505 Interest on Idle Cash 48,352 25,442 10,321 4335 Cultural Devel. Constr. Fee 610,202 312,711 134,859 Total Cultural Devel Canst Fund 658,554 338,153 145,180 248 STORM DRAIN CONSTR FUND 4505 Interest on Idle Cash 277,287 87,244 52,036 4651 Construction Reimbursement 0 0 277,463 4819 Area Drainaae Plan Fee 0 0 0 4818 Storm Drain Fee 2,316,118 288,874 161,333 , Storm Drain Constr. Fund 2,593,405 376,118 490,832 15 -l!l BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-2012 5,000 5,000 0 0 0 0 5,000 5,000 0 01 01 395,200 1 1,208,100 0 1,702,400 6,227,900 3,999,800 0 22,160,900 4,783,800 17,377,100 577,700 99,000 202,700 660,000 0 660,000 2,898,700 0 2,898,700 4,084,400 0 3,584,400 37,817,700 8,882,600 26,425,300 5,000 5,000 5,000 1,432,400 728,800 1,120,800 0 0 0 0 0 0 0 0 0 1,437,400 733,800 1,125,800 1,000 1,000 1,000 500 500 500 1,500 1,500 1,500 60,000 60,000 60,000 0 0 0 0 0 0 40,000 200,000 100,000 100,000 260,000 160,000 30,000 30,000 0 0 0 0 30,000 30,000 0 15,000 15,000 15,000 100,000 160,000 200,000 115,000 175,000 215,000 40,000 40,000 40,000 0 0 0 0 0 0 100,000 160,000 175,000 140,000 200,000 215,000 CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 ACTUAL ACTUAL ACTUAL BUDGET REVISED PROPOSED DESCRIPTION 2007-2008 2008-2009 2009-2010 2010-2011 2010-2011 2011-q 250 TRAFFIC SYSTEMS CONSTR FUND 4505 Interest on Idle Cash 0 2,797 0 0 0 4630 State Aid Street Construction 74,545 0 0 0 0 0 4658 Fed Aid Street Construction 0 0 0 0 0 0 4803 Traffic Svstem Fees 0 0 0 0 0 0 4945 Construction Reimbursement 0 0 0 0 0 0 Total Traffic Systems Fund 74,545 2,797 0 0 0 0 1257 CITY WIDE AD 994 1 3,1691 01 01 I 01 01 01 258 PROP 1B FUNDS 4505 Interest on Idle Cash 99,565 78,846 36,591 45,000 45,000 0 4628 Proo 1 B Revenue 3,297,446 1,903,800 0 1,280,400 1,280,400 0 4945 Construction Reimbursement 0 0 71,400 0 0 0 Total PROP 1 B Fund 3,397.011 1,982,646 107.991 1,325,400 1,325,400 0 261 LAW ENFORCEMENT IMPACT FEE FD 4505 Interest on Idle Cash 2,074 3,042 1,765 3,000 3,000 2,000 4824 Development Impact Fees 97,644 83,685 169,095 30,000 40,000 40,000 Total Law Enforcement Impact Fee Fd 99,718 86,727 170,860 33,000 43,000 42,000 262 FIRE PROTECTION IMPACT FEE FD 4505 Interest on Idle Cash 12,469 9,034 8,591 8,000 8,000 5,000 4824 Development Impact Fees 92,796 78,901 189,798 30,000 50,000 50,000 4901 Misc. Receipts 0 104,213 30,346 0 0 0 Total Fire Protection Impact Fee Fd 105,265 192,148 228,735 38,000 58,000 55,000 263 LOCAL CIRCULATION IMPACT FEE FD -0- 4505 Interest on Idle Cash 25,664 13,352 7,830 10,000 5,000 2,000 4824 Development Impact Fees 408,782 60,883 28,623 10,000 20,000 20,000 Total Local Circulation 1m act Fee Fd 434 446 74 235 36 453 20 000 25 000 22 000 p 264 REGIONAL CIRCULATION IMPACT FEE FD 4505 Interest on Idle Cash 333,418 152,266 106,458 4824 Develooment Imoact Fees 3,752,399 691,916 303,296 4901 Misc Receipts-Loan Repavment 0 0 0 Total Reoional Circulation Imoact Fee Fd 4,085,817 844,182 409,754 265 LIBRARY FACILITIES IMPACT FEE FD 4505 Interest on Idle Cash 1,744 339 1,294 4824 Development Impact Fees 57,826 9,378 84,972 Total Library Facilities Impact Fee Fd 59.570 9,717 86,266 266 PUBLIC MEETINGS FAC IMPACT FEE FD 4505 Interest on Idle Cash 4,569 3,268 4,761 4824 Development Impact Fees 85,510 14,101 136,444 Total Public Meetinos Fac Impact Fee Fd 90.079 17,369 141,205 267 AQUATICS CENTER IMPACT FEE FD 4505 Interest on Idle Cash 1,680 1,184 1,622 4824 Development Impact Fees 29,822 4,794 43,389 Total Aquatics Center Impact Fee Fd 31,502 5.978 45.011 268 AB 1600 PARKLAND IMPACT FEE FD 4505 Interest on Idle Cash 29,122 16,117 29,341 4824 Development Impact Fees 723,632 45,144 985,741 Total AB 1600 Parkland Impact Fee Fd 752,754 61,261 1,015,082 16 100,000 100,000 50,000 20,000 150,000 150,000 0 0 340,000 120,000 250,000 540,000 500 1,000 1,000 10,000 25,000 25,000 10,500 26,000 26,000 3,500 3,500 3.500 10,000 10.000 10,000 13,500 13.500 13.500 1,000 2,000 2,000 5,000 12,000 12,000 6,000 14,000 14.000 ()- 10,000 40,000 40,000 10.000 275,000 50,000 20,000 315,000 90.000 CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 DESCRIPTION ACTUAL ACTUAL ACTUAL 2007-2008 2008-2009 2009-2010 I 269 uUIMBY ACT PARKLAND IMPACT FEE F 4505 Interest on Idle Cash 4824 Development Impact Fees Total Quimb Act Parkland 1m act Fee Fd 3,911 76,504 80,415 4,194 94,995 99,189 2,888 20,064 22,952 527 REFUSE FUND 4505 Interest on Idle Cash 58,284 19,127 25,350 4830 Commercial Rubbish 72,425 64,822 49,395 4831 Commercial Bin Rent 93,581 25,599 601 4832 Commercial Bin Service 9,803,805 10,140,807 10,561,275 4833 Commercial Special 1,607,712 1,129,203 1,178,787 4837 Automated Commercial Rubbish 0 0 0 4840 Residential Water Billed 8,856,698 9,418,919 10,155,752 4841 Residential "B" Accounts 1,155,599 1,324,896 1,328,661 4843 Dino Bin Service 2,531,429 2,830,053 2,509,371 4844 Commercial Penalties 21,410 19,274 34,659 4845 Residential Penalties 2,056 1,849 2,112 4846 Recvclina Receiots 185,524 224,240 253,680 4901 Miscellaneous Other Revenue 737,752 689,985 442,168 4922 Sale Salvaae Mater 82,370 86,253 (130,408) Total Refuse Fund 25,208,645 25,975,027 26,411,403 184,262 1 149,973 I 1621 CENTRAL SERVICES FUND 221,253 I ~ LIABILITY INSURANCE FUND 171,085 50,469 KUterest an Idle Cash 74,191 4 . nterdepartmental Receipts 3,244,500 3,082,400 3,075,900 Total Liability Insurance Fund 3,415,585 3,156,591 3,126,369 630 TELEPHONE SUPPORT FUND 4893 Water Deot. Receiots 131,688 119,127 102,139 4670 Ecanomic Develooment Aaencv 3,499 129 1,445 4897 Interdepartmental Receiots 752,498 423,450 506,395 4901/4903 Mise/SBETAlAsst Districts 18,228 11,999 7,531 Total Telephone Suoport Fund 905,913 554,705 617,510 631 UTILITY FUND 4893 Water Dept Receiots 0 0 0 4897 Interdepartmental Receipts 3,974,360 3,850,201 3,957,400 4903 Mise/Asst Districts/LED Reimb 0 0 196,000 Total Utility Fund 0 0 4,153,400 635 FLEET SERVICES 4670 Economic Develooment Aaencv 12,479 11,261 15,782 4897 Interdeoartmental Receiots 9,637,571 7,120,565 6,733,555 4901 Mise/Asst Districts/SBETAlSr Nutrition 0 89,914 104,549 4903 Refunds/Rebates 61.161 0 592.951 Total Fleet Services Fund 9,711,211 7.221.740 7,446,837 678 WORKERS' COMPENSATION FUND 4897 Interdepartmental Receipts 3.593,010 3,478.694 3,458,461 -4t: ~Vater Department 322.656 295.959 220.854 4 .~fisc Receipts 16.850 941 216 Total Workers' Compensation Fd 3.932.516 3.775.594 3.679,531 17 . BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-2012 3.000 5,000 5,000 10.000 5,000 5,000 13.000 10.000 10.000 25,000 25.000 2,100 56.800 3.000 3.600 500 500 800 11.550.000 6,000.000 5,079.600 1.100.000 1,900,000 1.214.700 0 3.820,400 4.220,200 11.200.000 11.275.000 13,542,900 1,513.300 215,000 0 2.500,000 1.515.000 1,956,400 21,000 3,000 3,800 2.000 500 400 225,000 225,000 160,700 500,000 500,000 607.700 30,000 0 0 28,723,600 25,482,400 26.792.900 142,400 1 165,400 1 165,000 1 30.000 30.000 30,000 2,961,600 2.961.600 3,123,900 2.991.600 2,991,600 3,153,900 110.800 110,800 76,700 5,000 5,000 7.800 599,000 599,000 1.200.200 8,200 8,200 5.000 723.000 723,000 1.289.700 0 0 0 3,618,400 3,618,400 3,544.600 197,000 197,000 170,300 3,815,400 3.815,400 3,714.900 12,500 12.500 1,900 7.328,200 7.328,200 6,750,300 50,200 50,200 56,800 0 400,000 816.000 7.390,900 7.790.900 7,625,000 3.347.500 3.347.500 3,494,300 350,000 350.000 350,000 0 0 0 3,697,500 3,697,500 3.844.300 CITY OF SAN BERNARDINO OTHER FUNDS REVENUE REPORT FISCAL YEAR 2011 - 2012 ACTUAL ACTUAL ACTUAL DESCRIPTION 2007-2008 2008-2009 2009-2010 679 INFORMATION TECHNOLOGY FUND 4670 EDA Reimbursement 0 0 0 4673 Water Reimbursement 668,306 710,700 539,600 4897 Interdeoartmental Receiots 3,776,200 3,444,400 3,147,900 4901 MisclSBETAlSANCATIIVDA 10,652 366,328 6,181 Total IT Fund 4,455,158 4,521,428 3,693,681 IGRAND TOTAL 1 78.477,1111 72.840,6681 69,728,1621 18 BUDGET REVISED PROPOSED 2010-2011 2010-2011 2011-0 61,900 61,900 5 , 522,600 522,600 461,900 3,032,800 3,032,800 3,934,000 700 700 1,000 3,618,000 3,618,000 4,448,300 1110,499,000 1 79,017,100 1100,687,600 1 o o o o o . CITY OF SAN BERNARDINO HISTORICAL SUMMARY OF REVENUES BY FUND FY 2006-2007 THROUGH FY 2011-2012 ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED PROPOSED DESCRIPTION 2006-07 2007 -08 2008-09 2009-10 2010-2011 2011-2012 001 General Fund 130,255,049 132,795,604 124,747,503 116,659,647 115,252,400 114,365,900 105 Library Fund 187,756 229,045 128,613 89,264 137,200 107,200 106 Cemetery Fund 188,053 186,465 53,324 47,436 29,200 27,500 107 Cable TV Fund 83,036 81,918 4,348 0 0 0 108 Asset Forfeiture Fund 252,884 401,597 297,682 517,567 433,000 333,000 111 Air Quality AB 2766 Fd 251,739 255,092 251,936 239,365 246,200 246,200 118 Drug/Gang Fund 24,453 26,113 24,944 19,880 16,200 16,200 119 Comm Dev Block Grant 0 0 0 0 0 3,583,000 121 SBETA 0 0 0 0 0 2,363,600 124 Animal Control Fund 1,361,664 1,415,249 1,408,411 1,189,939 1,321,300 1,503,000 126 Special Gas Tax Fund 4,008,311 3,610,846 3,285,354 3,323,721 5,337,900 5,493,300 128 Traffic Safety Fund 1,843,217 2,296,931 2,407,920 2,434,777 1,900,000 1,667,000 129 1/2 Cent Sales/Road Tx 3,430,097 3,455,178 2,645,865 2,292,822 4,348,200 2,535,000 132 Sewer Line Maint Fund 3,250,296 3,263,610 3,144,485 3,176,287 3,250,000 4,200,000 133 Baseball Stadium Fund 89,190 86,144 10,000 (178) 0 0 134 Soccer Fields Fund 335,256 424,812 417,479 447,927 400,000 413,000 135 Prop 42 Traffic Congst 1,508,404 64,463 1,746,333 1,866,375 0 0 137 CFD 1033-Fire Station 40,719 80,097 565,491 572,922 573,700 573,700 208 Verdemontlnfrastr Fd 181,569 43,785 22,387 11,230 5,000 0 240 Infrastructure Loan 5,535,200 0 4,163,641 0 395,200 0 242 Street Constr, Fund 649,258 1,510,085 2,038,300 1,048,785 37,817,700 26,425,300 243 Park Constr..Fund 1,458,184 76,422 611,623 12,826 728,800 1,125,800 244 Cemetery Constr Fd 5,069 5,418 1,280 1,187 1,500 1,500 245 Sewer Line Constr Fd 1,025,064 626,251 141,965 155,276 260,000 160,000 246 Public Improv, Fund 639,553 161,335 39,459 25,492 30,000 0 247 Cultural Development 1,030,264 658,554 338,153 145,180 175,000 215,000 248 Storm Drain Constr Fd 1,772,477 2,593,405 376,118 490,832 200,000 215,000 250 Traffic Syst. Constr Fd 357,505 74,545 2,797 0 0 0 251 Other Assessmt Distr, 46,116 47,578 66,495 67,307 17,700 17,000 254 Landscape Districts 826,921 1,046,339 1,342,117 1,437,228 1,287,700 1,072,000 257 AD 994 Citywide 8,418 3,169 0 0 0 0 258 PROP 1 B Funds 0 3,397,011 1,982,646 107,991 1,325,400 0 261 Law Enforcement Dev 209,956 99,718 86,727 170,860 43,000 42,000 262 Fire Protection Dev 213,048 105,265 192,148 228,735 58,000 55,000 263 Local Circulation Syst 355,090 434,446 74,235 36,453 25,000 22,000 264 Regional Circulation 2,215,772 4,085,817 844,182 409,754 250,000 540,000 265 Library Facilities 39,831 59,570 9,717 86,266 26,000 26,000 266 Public Meetings Fac 52,544 90,079 17,369 141,205 13,500 13,500 267 Aquatics Center Fac 20,364 31,502 5,978 45,011 14,000 14,000 268 AB 1600 Parkland 397,909 752,754 61,261 1,015,082 315,000 90,000 269 Quimby Act Parkland 53,995 22,952 80,415 99,189 10,000 10,000 305 AD 985 Industrial Pky 81,967 66,015 75,333 283 0 0 306 AD 987 Verdemont 65,850 54,552 59,874 65,567 52,800 52,800 311 Fire Station DS Fund 162,736 26,836 11,960 0 0 0 356 AD 356 New Pine Ave, 67,008 74,016 62,014 70,819 68,300 68,300 527 Refuse Fund 24,342,750 25,208,645 25,975,027 26,411,403 25,482,400 26,792,900 621 Central Services Fd 256,783 221,253 184,262 149,973 142,400 165,400 629 Liability Insurance Fd 3,323,414 3,353,484 3,156,591 3,126,369 2,991,600 3,153,900 630 Telephone Fund 954,396 905,912 554,705 617,510 723,000 1,289,700 631 Utility Fund 4,293,139 3,974,360 3,850,201 4,153,400 3,815,400 3,714,900 635 Fleet Services Fund 6,850,492 9,711,211 7,221,740 7,446,837 7,790,900 7,625,000 678 Worker's Comp Fund 3,817,658 3,932,516 3,775,594 3,679,531 3,697,500 3,844,300 679 Information Tech, Fd 4,525,481 4,455,158 4,521,428 3,693,681 3,618,000 4,448,300 GRAND TOTAL 212,945,905 216,583,122 203,087,430 188,029,013 224,626,100 218,627,200 19 CITY OF SAN BERNARDINO HISTORICAL SUMMARY OF EXPENDITURES BY FUND/DEPARTMENT FY 2006-07 THROUGH FY 2011-12 -ACTlTAL ACTUAL .6rTUAL ACTUAL ESTIMATED pRoPosED DESCRIPTION 2006.07 2007.08 2008-09 2009-10 2010-11 2011-12 General Fund: Mayor 963.616 945.939 805.567 806.091 696.900 764,600 Common Council 512,077 507,747 488,217 472,961 542,900 616,000 City Clerk 1,537,569 2,115,628 1,617,503 1,888,917 1,558,800 1.445,200 City Treasurer 165,035 188,950 209.461 197,763 202,200 210.400 City Attorney 3,112,729 3.490,670 3,609.499 3,457,097 3,908,900 3,026,000 Code Compliance 3.575,779 3.967.418 4,116,077 3,224,002 0 0 General Government 9,727,846 8,264,823 6,808,278 7,223,211 2,853,100 3.741,200 City Manager 752.455 847,747 990,923 1,002,141 1,179,700 1,282,000 Human Resources 395,191 436,090 440,359 476.406 541,500 614,300 Finance 1.446,573 1,639,392 1.588.330 1,541,031 1,599,200 2,518.400 Civil Service 327,275 384,159 292,656 283,797 288,800 365.400 Community Development 0 0 0 0 6,782,200 5,651,100 Development Services 5.756.444 6,038,894 5,086,697 3,889,599 0 0 fire 31,984,232 34,220,758 35,019,831 32,974,795 32,530.900 30.927.600 Police 58,035,937 64,933,493 65,625,095 59.668,889 61,209.900 61,161.400 Facilites Management 4.285.081 3.994.018 3.444,570 3,236,805 0 0 Parks. Rac. & Comm. SVC5 5,878,522 6.559,665 5,765,815 4,301,541 5,251,300 5,116,900 Public Services 5,781,861 6,109,959 5,233,174 4,892,927 0 0 Public Works 0 0 0 0 8,245.100 8,756.800 General Fund Total 134,218,222 144,645,350 141,142,052 129,537,973 127,391.400 126.197,300 105 Library Fund 2,884,881 2,983,878 2,910,274 2,173,088 2,138.100 2.173,200 106 Cemetery Fund 164,072 180,684 137,294 165,204 191,500 161,900 107 Cable TV Fund 578,340 588,192 369.763 0 0 0 108 Asset Forfeiture Fund 107,187 185,150 135,797 296,083 263,100 458,600 111 Airouality AS 2766 Fund 81,818 100,966 104,507 98,713 100, 00 115.700 118 Drug/Gang Fund 55,165 120.678 43.642 21,882 0 30,000 119 Comm Dav Block Grant 0 0 0 0 0 3.583.000 121 SBETA 0 0 0 0 0 2,363,600 124 Animal Control Fund 1.726.146 1,899,909 1,899,495 1,500,589 1,623,000 1,951,300 126~eciaj"7fas Tax Fund 1,222,992 1,026,973 125.497 229,412 2,259,10C 2,242.90C 128 Traffic Safety Fund 0 0 0 900,541 850,000 117,000 129 1/2 Cent Sales/Road Tax 2,612,909 3,704,639 2,935.098 1,939,529 5.203,900 5,946,500 132 Sewer Line Maiot. Fund 2,222,052 3,996,671 4,063,918 2,997,572 4,714,100 4.784.200 133 Baseball Stadium Fund 181,717 75.732 75,992 124,059 70 0 134 Soccer Fields Fund 354, 1 328,861 411,675 398.143 440,600 444,300 135 AS 2928 Traffic Congest. 526,6'8 >01,149 286,754 1,531,795 1.797,200 1,041,900 208 Verdemont Infrastructure 0 0 0 195,047 707,200 325.900 211 Fire Equip Acquisition Fd 0 0 141,364 70.678 98,100 80,000 240 InTrastructure loan 4,194,787 558,246 1,990,747 340,508 0 0 242 Street Construction Fd 1,200,741 3,019,072 2,352,226 3,644.466 31,578,900 22,824,700 243 Park? onstruction Fd 1,415,397 1,434,568 257,230 90,678 2,344,900 1,713,600 244 Cemetery -COnstr. Fd 0 0 0 0 5,000 5,000 245 ewer line Constr. Fd 549,588 752,304 311,229 235,860 4,1 8.600 3.877 ,500 246 Public Impr. Fund 1,481,113 2,672.224 862,621 74.319 1,7 7.400 881,000 248 torm Dram Constr. Fd 866,824 289,268 1,678,515 925,502 3,583,000 3,236,900 250 Traffic Systems C onstr Fd 1,185,330 560,792 98,943 0 0 0 251 Other Assessment Districts 38,398 33,329 258,355 5.505 17,700 17,000 254 Landscape Districts 709,447 1,010,291 1,266,285 1,363,274 1,287,700 1,272,00U 258 Prop 1 B Fund 0 351,964 1.637,655 830,126 4,095.400 2.294.800 261 aw Eilforcement Devel 210,519 86.400 46A 1 200,OUU 68.700 148,700 ore ro ec Ion eve 23,512 616,066 421,9U7 273,700 160,300 263 local Circulation System 0 183.080 75.506 191,086 0 514.400 264 Regional Circulation Sys 0 0 96,604 1.713,111 5,569.500 6.766,100 265 Library Facilities 0 86,601 8,094 30.989 80,000 42,500 266 Public Meetings Facilities 0 0 0 0 0 0 267 Aquatics Center Fac 0 0 0 0 0 0 268 AB 1600 Parkland 31.117 283,324 71,448 69,644 1,207,600 1,179,200 269 Quimby Act Parkland 0 0 0 0 50,000 47,800 305 AD 985 Industrial Pky 66,294 67,810 70.461 127.4Ul 0 0 306 AD 987 Verdemont Area 62,906 63,335 67,035 65,176 65.700 65,700 311 Fire Station OS Fund 75,272 77.676 0 0 0 0 356 AD 356 New Pine Ave. 55,906 42,041 33.455 32,573 36,200 36.200 527 Refuse Fund 21,531,785 22,949,941 22,397,485 23,552,306 23,753,400 22,817,300 621 Central Services Fund 263,791 256,718 245,167 228,473 206,200 165,400 629 LIability Insurance Fund ~0~79 2,100,834 2,808,130 3,072,609 2,895,000 3,00U 0 630 Telephone Support Fund 778,771 815.011 777,662 813,225 783,100 1 ,242, 1 00 631 Utility Fund 4,328,373 3,956,740 4,165,240 4,077,160 3,881,000 3,682,300 635 Fleet Services Fund 8,069,873 0:"93,692 7,292,721 7,137,171 7,466,000 7,685,000 678 Worker's Compo Fd 3,639,447 3.491,533 4,157,916 4,260,910 4,005,300 3,735,900 679 Information Technology 4,237,9 9 5,096,069 4.734,837 3,747,208 3,654,700 4,439,200 IGRANDOTITAIAD FUNDS :m5.490,177 219:695,207 213,1 1.476 199.491.495 250,56 >,300 I 243,874,000 o o o "The General Fund tshmaled expendlture.savings is not loelude~SJ.n!hj'_repolt__..... _ J 20 CITY OF SAN BERNARDINO EXPENDITURES BY CATEGORY-PRIMARY FUNDS BY OEPARTMENT & FUND FISCAL YEAR 2011-2012 PERSONAL MATERIALS CONTRACT INTERNAL CAPITAL DEBT GRANT TOTAL FUND I TITLE SERVICES {OPERATION SERVICE SERVICE OUlLA y SERVICE CREDITS EXPENSES GENERAL FUNO: .010 MAYOR 558,000 81,500 56,400 109,900 '41200 764,600 ( '10 COMMON COUNCIL 481,800 43,200 91000 616,000 ""'30 CITY CLERK 576,100 32,100 704,200 132,800 1,445,200 040 CITY TREASURER 180,600 11,300 4,400 14,100 210,400 050 CITY ATTORNEY 2,671,200 183,800 81,700 86,100 3,200 3,026,000 090 GENERAL GOVERNMENT '100,000 495,000 1,587,700 1,758,500 3,741,200 100 CITY MANAGER 1,136,100 34,600 6,000 105,300 1,282,000 108 CIVIL SERVICE 288,400 6,200 70,800 365,400 110 HUMAN RESOURCES 462,800 32,700 10,000 108,800 614,300 120 FINANCE 2,161,500 107,400 64,000 316,000 700 131,200 2,518,400 180 COMMUNITY DEVELOPMENT 3,513,700 423,100 906,300 796,000 12,000 5,651,100 200 FIRE 28,362,100 754,700 284,300 2,045,400 71,200 1,214,800 Ii ,804,900 30,927,600 210 POLICE 54,536,000 1,261,700 695,300 6,646,100 25,000 2,170,700 '4,173,400 61,161,400 380 PARKS & RECREATION 2,657,900 413,400 587,500 1,458,100 0 5,116,900 400 PUBLIC WORKS 3.365.000 1.130,800 1,246,000 3,012,500 2,500 8.756,800 ~ 5. ,500 , 44, l6,f5O,' 105 LIBRARY FUND 1,542,400 350,700 15.800 264,300 2,173,200 106 CEMETERY FUND 109,000 18,700 15,000 13,200 6.000 161,900 108 ASSET FORFEITURE FUND 155,900 87,500 200,200 15,000 458,600 111 AB2766 AIR QUALITY 85,700 21,400 4,500 4,100 115,700 118 DRUG/GANG FUND 25,000 5,000 30,000 121 SBETA 1,135,700 921,900 250,400 25,400 30,200 2,363,600 124 ANIMAL CONTROL FUND 1,170,000 110,000 73,400 497,900 100,000 1,951,300 128 TRAFFIC SAFETY 117,000 117,000 132 SEWER LINE MAINT 1,323.800 314,900 525,900 2,448,200 171,400 4.784,200 133 BASEBALL STADIUM 0 134 SOCCER FIELDS 273,500 73.200 17,700 47,900 32,000 444,300 P 5:040:100 1, 0 TAL . FUNDS: 126 SPECIAL GAS TAX FUND 0 0 2,242,900 0 0 0 0 2,242,900 129 1/2 CENT SALES/ROAD TAX 0 0 5,946,500 0 0 0 0 5,946,500 ( 5 AB2928 TRAFFIC CONGESTION 0 0 1,041,900 0 0 0 0 1,041.900 ..a VERDEMONT CAPITAL PROJ 0 0 325,900 0 0 0 0 325,900 '241 PARK EXTENSION FUND 0 0 0 0 0 0 0 0 242 STREET CONSTRUCTION 0 0 22,824,700 0 0 0 0 22,824,700 243 PARK CONSTRUCTION 0 0 1,713,600 0 0 0 0 1,713,600 244 CEMETERY CONSTRUCTION 0 0 5,000 0 0 0 0 5,000 245 SEWER LINE CONSTR 0 0 3,877,500 0 0 0 0 3,877,500 246 PUBLIC IMPROVEMENT FUND 0 0 881,000 0 0 0 0 881,000 248 STORM DRAIN CONSTR 0 0 3,236,900 0 0 0 0 3,236,900 250 TRAFFIC CONSTRUCTION 0 0 0 0 0 0 0 0 258 PROP 1 B FUND 0 0 2.294,800 0 0 0 0 2,294.800 TOTAL CAPITAL 44. 0 261 LAW ENFORCEMENT DEVEL 0 0 0 0 148,700 0 0 148,700 262 FIRE PROTECTION DEVEL 0 0 5,000 0 0 155,300 0 160,300 263 LOCAL CIRCULATION SYSTEM 0 0 514,400 0 0 0 0 514,400 264 REGIONAL CIRCULATION SYST 0 0 6,766,100 0 0 0 0 6,766,100 265 LIBRARY FACILITIES 0 42,500 0 0 0 0 0 42,500 266 PUBLIC MEETINGS FACILITIES 0 0 0 0 0 0 0 0 267 AQUATICS CENTER FACILlTIE< 0 0 0 0 0 0 0 0 258 AB 1600 PARKLAND 0 0 1,179,200 0 0 0 0 1,179,200 269 QUIMBY ACT PARKLAND 0 0 47,800 0 0 0 0 47,800 " Il,5UO U 0,05".OUU NDS: I 527 REFUSE FUND 6,405,500 6.725,100 1,147.000 5,247,300 2,500 3.294,900 15,000) 22,817,300 B;4ll5,5lllr ,1UU ,l4I,1 5, 3~ 15, a,o 11 ,jUU I AL VI FUNDS: 621 PRINT SHOP 52,900 103,200 5,000 4,300 165,400 629 LIABILITY FUND 322,500 2,637,600 24,000 22,000 3,006,100 630 TELEPHONE SUPPORT 437,800 751,800 4,500 48,000 1,242,100 .ILl1 UTILITY FUND 53,100 3,539,800 1,600 87,800 3,682,300 U FLEET SERVICES 1,965,100 4 384,000 138,000 315,700 324,100 558,100 7,685,000 WORKERS' COMP FUND 519,600 2.941.400 231,000 43,900 3,735.900 I 679 INFORMATION TECHNOLOGY 1.832,400 1,191,800 532.000 65,600 817,400 4,439,200 I IOIAL 900.00C 4 1. 0 23.956.000 I ~KANU IUIAL~^~tN~t~ I l1B.U!:m,LUU I 2\;1,211,9UU I bJ,tslJ.lUU I ~4,1!;l!;l.UUU I 1,blJ,;WU I !;l,lJZ.8UU I (o,lob,fUUH :lJI:US:lU,lUU I 21 CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2011-2012 TRANSFERS - IN TO GENERAL FUND: "From Special Gas Tax For - Street Maintenance - $3,130,000 Street Lighting - $490,000 "From Traffic Safety For - Police Costs - $1,400,000 "From 1/2 Cent Sales & Road Tax For- Administration - $250,000 Street Main!. - $500,000 Street Lighting - $600,000 "From Cultural Development Fund For- Fine Arts and Civic Promotional Costs "From Storm Drain Construction For - Administration "From Refuse Fund For - Administration - $2,690,700 Lease City Yards - $600,000 Lease City Hall - $55,200 NPDES Coord. Position - $66,600 Graffiti Program-$239,300 Tree Trimming - $70,000 "From Sewer Line Construction For- Administration "From Sewer Line Maint For- Administration - $1,027,800 Right of Way Charge-$483,1 00 "From CFD 1033-Fire Station For- Maintenance and Operation Costs "From Air Quality - AS 2766 Fund For - Traffic Engineering Costs MainUFuel for Alternate Fuel Vehic TOTAL GENERAL FUND 22 40,000 30,000 o 3,620,000 1,400,000 1,350,000 357,000 132,700 3,721,800 o 225,000 1,510,900 573,700 70,000 $12,961,100 I o o 23 CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2011-2012 TRANSFERS - OUT FROM GENERAL FUND: -To Animal Control Fund For- Operating Costs -To Library Fund For- Operating Costs -To Landscape Maint Districts For- Operating Costs -To Refuse Fund For- Street Sweeping TOTAL GENERAL FUND FROM SPECIAL GAS TAX: -To General Fund For- Street Maintenance Costs - $3,130,000 Street Lighting Costs - $490,000 FROM TRAFFIC SAFETY: -To General Fund For- Police Costs - $1,400,000 FROM 1/2 CENT SALES/ROAD TAX: -To General Fund For- Administration - $250,000 Street Maint - $500,000 Street Lighting - $600,000 FROM CULTURAL DEVELOPMENT -To General Fund For- Fine Arts & Civic Promotional Costs FROM STORM DRAIN FUND -To General Fund For- Administration of Fund 24 o $449,100 2,066,000 200,000 65,000 $2,780,100 I 3,620,000 1,400,000 o 1,350,000 357,000 132,700 o CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2011-2012 TRANSFERS - OUT o FROM REFUSE FUND 'To General Fund For- Administration/Accounting - $2,690,700 Lease City Yards - $600,000 Lease City Hall - $55,200 NPDES Coord. Position - $66,600 Graffiti Program - $239,300 Tree Trimming -$70,000 FROM SEWER LINE CONSTR FD 'To General Fund For- Administration FROM SEWER LINE MAINT FUND 'To General Fund For- Administration -$1,027,800 ROW Study - $483,100 o FROM CFD 1033-FIRE STATION FUND 'To General Fund For- Maintenance & Operation Costs FROM PERPETUAL CARE FUND 'To Cemetery Fund For- Operating Costs FROM AIR QUALITY-AS 2766 FUND 'To General Fund For- Traffic Engineering Costs MainUFuel for Alternate Fuel Vehicle TOTAL OTHER FUNDS IGRAND TOTAL TRANSFERS-OUT o 25 40,000 30,000 - - 3,721,800 225,000 1,510,900 573,700 134,400 70,000 $13,095,500 I $15,875,600 I I- Z W ::!E I- 0:: < a.. OW zo 0> 0:: III <In Zz 0::0 ~I- Zln <0 In a.. u.W O::!E i::~ 05 u. o W o Z ::J U. o . on ci N ~ a ~ ~ m > = ~ m E ~ '" (3 C .2 tl ~ "ll 0: "" .. o ;;; ~ o o ::; o "l o on ci N 8 = o '" >. Gl E o " .q: :t?:- U c m ~.!! 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'" -'" ~ .2 :c :J ll. o B 5 ~ u: ~ UJ p~ "ll 0: o o M ~ o on N ... ~ o o ... ~ o on ai ~ "!. ~ o o ci o on cO ,... ~ ~ o ~ w m en - CITY OF SAN BERNAROINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT De )arl:11E-nt P.....~.a'n & P:;SI',on"T !IE' 2009-111 ~10 1 t 2011.12 , Adopted Adopted Proposed CItv Attomw'a OffIce 0 Municipal Legal SeNices (CXXJ5) Assistant City Attorney (U) 0.84 0.84 0.50 City Alk>mey (U) 0.<45 0.45 0.42 City Alk>mey Adminstrative Supervisor (U) 0.17 0.17 0.72 City Attorney Investigations Supervisor (U) 0.10 0.10 0.00 City Alk>mey Investigate< 112 0.15 0.15 0.00 Deputy City Alk>mey I - "' - Sr. Deputy City Alk>mey 2.28 2.28 1.75 Executive Assistant To The City Alk>mey (U) 1.00 1.00 0.80 legal Seaetary 1 - II 1.43 1.43 1.49 Senior Assistant City Attorney (U) 1.35 1.35 1.01 7.n 7.n 6.69 lffigalion (0006) Assistant City Alk>mey (U) 0.12 0.12 0.09 City Alk>mey (U) 0.25 0.25 0.40 City Attorney Adminstrative Supervisor (U) 0.58 0.58 0.24 City Attorney Investigations Supervisor (U) 0.10 0.10 0.55 City Attorney Investigator 1/2 0.15 0.15 0.90 Deputy City Attorney I - "' - Sr. Deputy City Alk>mey 2.34 2.34 3.30 Executive Assistant To The City Alk>mey (U) 0.00 0.00 0.10 Legal Secretary I - II 1.49 1.49 1.73 $eNol' Assistant City Attorney (U) 0.41 0.41 0.89 5.44 544 8.20 Prosecution (0007) Administrative Anatyst I (Flex) 1.00 1.00 1.00 Assistant City Attorney (U) 0.01 0.01 0.41 City Alk>mey (U) 0.25 0.25 0.15 City Attorney Adminstrative Supervisor (U) 0.15 0.15 0.03 City Alk>mey Investigations Supervisor (U) 0.70 0.70 0.25 City Attorney Investigator 0.00 1.00 0.00 0 City Attorney Investigator 112 1.05 1.05 0.38 Deputy City Alk>mey II. "' - Sr. Deputy City Alk>mey 1.38 1.31 0.81 Executive Assistant To The City Attorney (U) 0.00 0.00 0.05 legal Seaetary I - II 1.70 1.70 1.86 Senior Assistanl City Alk>mey (U) 0.00 0.07 0.02 6.24 7.24 4.76 Economic Development Agency Services (0008) Assistant City Alk>mey (U) 0.03 0.03 0.00 City Alk>mey (U) 0.05 0.05 0.03 City Attorney Adminstrative Supervisor (U) 0.10 0.10 0.02 City Alk>mey Investigations Supervisor (U) 0.10 0.10 0.20 City Attorney Investigator 1/2 0.15 0.15 0.23 Deputy City Attorney I - "' - Sr. Deputy City Alk>mey 0.07 0.07 0.14 Executive Assistant To The City Alk>mey (U) 0.00 0.00 0.05 legal Secretary I - II 0.38 0.38 0.11 Senior Assistant City Attorney (U) 0.17 0.17 0.08 1.05 1.05 0.86 20.50 21.50 20.50 CitY Clerk's Office Administration (0001) CityCler1< 1.00 0.75 0.80 Deputy City Cleo1< 2.00 1.80 1.80 Executive Assistnat to the Director 1.00 0.95 0.95 Re<xlfds Management Specialist 0.00 0.05 0.05 Senk>r Customer Service Representative 0.00 0.10 0.15 4.00 3.85 3.75 Elec#ons (0009) CityCler1< 000 0.10 0.10 Deputy City Cler1< 0.00 0.05 0.05 0 0.00 0.15 0.15 27 CITY OF SAN BERNARDINO FUNDED FUll-TIME POSITIONS BY DEPARTMENT 200910 201011 2011-12 DCP.'!:1ment Progftlm & Pes' :>11 ~It!e Adomed AdoJj!ecl Proposed Passport Acceptance (0010) Business Registration Representative CityCIer1< Depuly City CIer1< Records Management Specialist Senior Customef Service Representative 0.00 0.05 0.00 0 0.00 0.05 0.05 0.00 0.05 0.05 0.00 0.05 0.00 1.00 0.85 0.25 1.00 1.05 0.35 0.00 0.05 0.05 0.00 0.10 0.10 0.00 0.05 0.05 1.00 0.90 0.95 0.00 0.05 0.60 1.00 1.15 1.75 1.00 1.00 0.00 4.00 4.00 0.00 1.00 1.00 0.00 3.00 2.95 0.00 0.00 0.05 0.00 1.00 1.00 0.00 10.00 10.00 0.00 16.00 16.00 6.00 Reoords Managment (DOff) CityCIer1< Depuly City CIer1< Exeartive Assistant To Director Records Management Specialist Senior Customer Service Representative Busmess Registration I n T Collections (0012) Business Registration Acoounting Technician Business Registration Inspector Business Registration Manager Business Registration Representative CityCIer1< Senior Business Registration Representative Cttv Manaoer"l Office Adminmration (0001) Assistant City Manager 1.00 0.50 0.50 Assistant To City Manager 1.00 0.75 0.75 City Manager 1.00 0.65 0.65 Executive Assistant To The City Manager 1.00 0.75 0.75 Management Analyst II/Assistant Of The City Manager 1.00 1.00 1.00 5.00 3.65 3.65 Communications and Community Relations (0013) Administrative Assistant To City Manager 0.00 0.25 0.25 Assistant City Manager 0.00 0.10 0.10 0 City Manager 0.00 0.05 0.05 Community Relations Supervisor 0.00 0.00 1.00 Manager Of Communications 1.00 1.00 1.00 Senior S8 Direct Call Taker 0.00 0.00 2.00 58 Direct Call Taker 0.00 0.00 4.00 1.00 1.40 8.40 Grants Ccon:Jination /Intergovernmental Relations (0014) Administrative Assistant To City Manager 0.00 0.25 0.25 Assistant City Manager 1.00 0.15 0.15 City Manager 0.00 0.05 0.05 Projed Manager/Assistant to the City Manager 0.00 0.00 1.00 Senior Administrative Analyst/Giants 0.00 1.00 0.00 1.00 1.45 1.45 Organizational Effectiveness (0015) Assistant City Manager 0.00 0.25 0.25 City Manager 0,05 0.05 Executive Assistant To The City Manager 0.00 0.25 0.25 Management Analyst IVAssistant Of The City Manager 1.00 0.75 0.75 1.00 1.30 1.30 Neighborhood Servk:es (0111) City Manager 0.00 0.10 0.10 Assistant To The Mayor III (U) 1.00 1.00 1.00 1.00 1.10 1.10 Special EwmtslArts & Culture (0112) City Manager 0.00 0.10 0.10 Air Quafity/Rideshare (0016) Administrative Assistant To City Manager 1.00 0.50 0.50 Assistant To City Manager 0.00 0.25 0.25 Management Analyst IVAssistant Of The City Manager 0.00 0.25 0.25 1.00 1.00 1.00 9.00 10.00 17.00 0 28 . CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT 200910 201011 201112 DE'jJdrtmellt P'-gT2m & Pes,: vll TI:le Adoutcd Adopteel p~P;-s-;d Cltv Treasurer's 0trIce fOO1Tl 0 City Treasurer 1.00 1.00 1.00 Deputy City Treasurer 1.00 1.00 1.00 Treasury Assistant 1.00 1.00 1.00 3.00 3.00 3.00 CivllServk:e Administration (0001) Civil Service Board Chief Examiner 1.00 0.75 0.75 Human Resources Analyst 0.00 0.25 0.25 1.00 1.00 1.00 Employment Services (0018) Civil Service Board Chief Examiner 0.00 0.25 0.25 Human Resources Analyst 1.00 0.75 0.75 Human Resources Technician 1.00 1.00 1.00 2.00 2.00 2.00 3.00 3.00 3.00 Common Council City Coonel (0022) Councilperson 7.00 7.00 7.00 Coondl Support (0023) Administrative Anatyst II 100 1.00 1.00 Administrative Assistant To City Council 1.00 1.00 1.00 Cooncil Administrative Supervisor 1.00 1.00 1.00 Executive Staff Assistant To City Council 1.00 1.00 1.00 4.00 4.00 4.00 11.00 11.00 11.00 0 Communltv DeveloDment Administration (0001) Administrative Analyst I (Flex) 1.00 1.00 1.00 Administrative Analyst II 1.00 1.00 0.00 Administrative Services Supervisor 1.00 1.00 1.00 Code Enforcement Division Manager 1.00 1.00 1.00 Departmental Aocounting Technkian 1.00 1.00 1.00 Development Sefvices Administrative Supervisor 1.00 1.00 0.00 Director Of Community Development 1.00 1.00 1.00 Executive Assistant To Director 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 0.00 9.00 9.00 6.00 Sift(J1e Familty Ranta/Inspection Administrative Assistant 0.00 0.25 0.00 Code Comliance Officer II 9.00 6.00 0.00 Code Compliance Processing Assistant 1.00 1.00 0.00 Senior Code Compliance Officer (Flex) 1.00 1.00 0.00 11.00 10.25 0.00 Weed Abatement Administrative Assistant 0.00 0.25 0.00 Code Compliance Officer II 1.00 1.00 0.00 Weed Abatement Coordinator 1.00 1.00 0.00 2.00 2.25 0.00 Enforr;ement /Beautification (0021) Administrative Assistant 1.00 0.50 0.00 Administrative Assistant 0.00 0.00 0.00 Administrative Assistant 0.00 0.00 0.00 o 29 CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT 200910 201011 2011-12 Oepartm(-Ilt Prog";;rl' & Pos tl:;11 T: e Adopted Adopted Propos-;;d Code Complianoe 01ficer r 1.00 1.00 1.00 Code Compliance Officer II 17.00 15.00 23,00 0 Code Compliance Processing Assistant 3.00 3.00 4.00 Senior Code Compliance Oftic:er (Flex) 1.00 1.00 2.00 Supervising Code Compliance Officer 3.00 3.00 3.00 Weed Abatement Coordinator 0.00 0.00 1.00 26.00 23.50 34.00 Stormwate( Management (OO27) Construction Inspector II '.00 1.00 1.00 Npdes Coordinator 1.00 1.00 1.00 2.00 2.00 2.00 Pennffs and Customer Service Associate Planner 1.00 1.00 0.00 Building 0fTica1 1.00 0.50 0.00 Customer Service Representative 4.00 4.00 0.00 Development Service Tedlnician 2.00 2.00 0.00 Engineering Assistant I (Flex) 1.00 0.50 0.00 Executive Assistant 0.00 0,25 0.00 Senior Plans Examinder 1.00 0.75 0.00 10.00 9.00 0.00 Building and Safety (0028) Associate Planner 0.00 0.00 0.00 Building Inspection Supervisor 1.00 1.00 1.00 Building Inspector II 2.00 2.00 2.00 Building Inspector III 1.00 1.00 1.00 Building 0fTicia1 1.00 0.50 1.00 Construction Inspector II 1.00 1.00 1.00 Customer Service Representative 0.00 0.00 2.00 Development ServIces Technician 0.00 0.00 4.00 Engineering Assistant r (Flex) 0.00 0.00 0.00 Executive Assistant 1.00 0.75 1.00 Mobile Home Park Inspector 1.00 1.00 1.00 Senior Plans Examiner 0.00 0.25 1.00 8.00 7.50 15.00 Pfanning (0029) Assistant Planner 1.00 1.00 1.00 Deputy DirectorlCity Planner 1.00 1.00 1.00 0 Executive Assistant '.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 4.00 4.00 4.00 Land Development (0030) Engineering Assistant I (Flex) 1.00 0.50 0.00 Engineering Assistant III 1.00 1.00 1.00 Engineering Associate 1.00 1.00 1.00 Senior Engineer 0.00 0.00 1.00 3.00 2.50 3.00 75.00 70.00 64.00 f!!!MJg Administration (OOO1) Accounting Assistant II 0.50 0.50 0.00 Director Of Finance (U) 0.50 0.50 0.50 Executive Assistant To Director (U) 1.00 1.00 1.00 2.00 2.00 1.50 Business Registration / TL T Collections (OO12) Business Registration Aax>unting Technician 0.00 0.00 1.00 Business Registration Inspector 0.00 0.00 4.00 Business Registration Manager 0.00 0.00 1.00 o 30 . CITY OF SAN BERNARDINO FUNDED FUll-TIME POSITIONS BY DEPARTMENT 200910 201011 2011-12 Departr' f:1l1 Pr~9'ilm So Pco;,:'QI1 TIle Adopf(>(j Adoutcd Proposed Business RegistratiOn Representative Senior Business Registration Representative 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 10.00 o o Accounting (0039) Accountant r 1.00 1.00 2.00 Accountant III 1.00 1.00 1.00 Acx:oonting Manager (U) 1.00 1.00 1.00 Accounts Payable Technician 2.00 2.00 2.00 Senk>r Finance Specialist 0.25 025 0.25 5.25 5.25 6.25 Payrol/&maffls (0040) Accounting Assistant I 0.50 0.50 0.00 Accounting Assistant II 1.00 1.00 1.00 Payroll Manager 1.00 1.00 1.00 Pa)'l'Oll Technician 1.00 1.00 1.00 Senior Finance Specialist 0.75 0.75 0.75 4.25 4.25 3.75 Purchasing (0042) Accounting Assistant I 0.50 0.50 1.00 Ac:c:ounting Assistant II 0.50 0.50 0.00 Purchasing Manager 1.00 1.00 1.00 2.00 2.00 2.00 Budget (0043) Administrative Analyst I 0.00 0.00 1.00 Deputy Director Of FinancelBudget Manager 1.00 1.00 1.00 Director Of Finance (U) 0.50 0.50 0.50 Financial Analyst 1.00 1.00 1.00 2.50 2.50 3.50 16.00 16.00 27.06 Elm Administration (0001) Administrative Analyst II 1.00 1.00 1.00 Administrative Battalion Chief 0.00 0.38 0.38 Executive Assistant To Oirectof' (U) 1.00 1.00 1.00 FlreChief 1.00 1.00 1.00 Senior Administrative Assistant 2.00 2.00 2.00 Senior WarehouselDelivery Driver 1.00 1.00 1.00 6.00 6.38 6.38 Fire and Rescue Operations (OO4.f) Administrative Battalion Chief 1.00 0.50 0.50 BattslionChief 3.00 3.25 3.25 Deputy Fire Chief 1.00 1.00 1.00 Emergency Medical Services Coordinator 1.00 1.00 1.00 Fire Captain 42.00 42.00 42.00 Fire Engineer 42.00 42.00 42.00 Firefighter 16.00 16.00 10.00 FirefighterlParamedic 45.00 45.00 45.00 151.00 150.75 14-4.75 Training & Personnel (0046) Administrative Battalion Chief 1.00 0.75 0.75 Community Risk Reduction (0047) Administrative Assistant 1.00 1.00 1.00 Administrative Battalion Chief 1.00 1.00 1.00 Code Compliance Officer II 2.00 2.00 0.00 Fire Investigator/Captain 1.00 1.00 1.00 Fire Plans Examiner/Systems Inspector 1.00 1.00 1.00 Fire Prevention Officer 5.00 5.00 4.00 Fire Prevention Supervisor 1.00 1.00 1.00 Fire Prevention Technician 2.00 2.00 1.00 Fire Public Education Officer 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 16.00 16.00 12.00 Disaster Preparedness (0048) Emergency Services Manager 1.00 1.00 2.00 Fleet & Equipment (0050) Administrative Battalion Chief 0.00 0.37 0.37 Fire Equipment Maintenance SUpeMsof 1.00 1.00 1.00 Fire Equipment Mechanic I (Flex) 1.00 1.00 1.00 31 o CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT D€:'partme'1t Prcg-arr. & POS' :Ill Title 2.00910 2010 ,..!- 2011.12 AdolJtl!d Adopted PrOllosed Fire Equipment Mechanic II 2.00 2.00 2.00 4.00 4.37 4.37 0 Emeruency Communications (OOS1) Battalion Chief 1.00 0.75 0.75 Fire Communications Manager 1.00 1.00 1.00 Fire Dispatcher Ii 10.00 10.00 10.00 12.00 11.75 11.75 191.00 191.00 182.00 Human Resources Administration (0001) Director Of Human Resources (U) 0.20 0.20 0.20 Executive Assistant To Director (U) 0.60 060 0.60 Human Resources Manager 0.20 0.20 0.20 1.00 1.00 1.00 Employee Services (OO54) Director Of Human Resources (U) 0.20 0.20 0.20 HumanResourcesAna~t 0.60 0.60 1.00 Human Resources Manager 0.40 0.40 0.40 Seniof Human Resources Technician 0.40 0.40 0.00 1.60 1.60 1.60 WOI1don:e Planning and Retention (0055) Director Of Human Resources (U) 0.20 0.20 0.20 Human Resources Analyst 0_40 0.40 1.00 Human Resources Manager 0.40 0.40 0.40 Sen~rHumanResourcesTechnician 0.60 0.60 0.00 1.60 1.60 1.60 Uabifity/Risk Management (0056) Departmental Acrounting Technician 0.25 0.25 0.25 Director Of Human Resources (U) 0.20 0.20 0.20 Executive Assistant To Director (U) 0.20 0.20 0.20 Risk Manager 1.00 1.00 1.00 Safety Officer t.OO 1.00 1.00 2.65 2.65 2.65 Worl<'eIS Compensation (0057) 0 Departmental Accounting Technician 0.75 0.75 0.75 Director Of Human Resources (U) 0.20 0.20 0.20 ExeaJtive Assistant To Director (U) 0.20 0.20 0.20 WOl1l:ers' Compensation Adjuster 2.00 2.00 2.00 WorKers' Compensation Manager 1.00 1.00 1.00 WorKers' Compensation Technician 2.00 2.00 2.00 6.15 6.15 6.15 13.00 13.00 13.00 Information Technofoav Administraoon (OOO1) Departmental Accounting Technician 0.98 1.00 1.00 Director Of Information T echnoklgy 0.98 1.00 1.00 1.95 2.00 2.00 Business Systems (0058) Applications Development Manager 0.98 1.00 1.00 IT Analyst II 0.98 1.00 1.00 Senior IT Analyst 1.95 2.00 2.00 3.90 4.00 4.00 GIS And Otrice Automation (0059) GIS Administrator 0.98 1.00 1.00 Senior GIS Analyst 0.98 1.00 1.00 1.95 2.00 2.00 Network Services (0060) Senior Network Administrator 0.98 1.00 0.75 Senior Network Specialist 098 1.00 1.00 1.95 2.00 1.75 o 32 ~ CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT Client Se/Vice$ (0061) 0 IT Operations Supervisor 0.98 1.00 1.00 IT Technician II 0.98 1.00 2.00 Senior IT Technician 0.98 1.00 1.00 2.93 3.00 4.00 Publk; Safety Systems (0062) IT Analyst I (Flex) 0.98 1.00 1.00 IT Analyst II 0.98 1.00 1.00 Public Safety IT Manager 0.98 1.00 1.00 Senior IT Analyst 0.98 1.00 1.00 3.90 4.00 4.00 Telephone Suppod (0035) Senior Network Administrator 0.00 0.00 0.25 Telecommunications Coordinator 0.98 1.00 1.00 0.98 1.00 1.25 Print Shop (00<1) Reprographics & Mail Supervisor 0.98 1.00 0.00 Reprographics & Mail Technician 0.98 1.00 1.00 1.95 2.00 1.00 19.50 20.00 20.00 b!!!!:m AdministratkNJ (0001) Ubrary Administrative Supervisor 1.00 0.00 0.00 Library Administrative TechnicianIWebmaster 0.50 0.50 0.50 library Director 1.00 1.00 1.00 library Information Technology Manager 0.50 0.50 0.50 Library Technician II 1.00 1.00 1.00 4.00 3.00 3.00 Suppod SetvK:es (00<9) Library Administrative TechnicianIWebmaster 0.50 0.50 0.50 library Assistant 1.00 1.00 1.00 Library Information Technology Manager 0.50 0.50 0.50 Library Netwonl Administrator 1.00 1.00 1.00 0 Library Network Assistant 1.00 1.00 1.00 library Technical Services Supervisor 1.00 1.00 1.00 5.00 500 5.00 Central Ubrary Se/Vice$ (0063) librarian II 2.00 2.00 2.00 Library Circulation Supervisor 1.00 1.00 1.00 Library Compute( Lab Coordinator 1.00 1.00 1.00 Library Program Coordinator 1.50 2.50 1.75 Library Technician I 2.00 2.00 1.25 Oft'iceAssistant 1.00 1.00 0.00 Prtncipallibrarian 1.00 0.00 0.00 Senior Library Technician 1.00 1.00 1.00 Technology Librarian 1.00 1.00 1.00 11.50 11.50 9.00 Branch Library Services (OOM) library Program Coordinator 0.50 0.50 0.25 Library Technician I 0.00 0.00 0.75 0.50 0.50 1.00 21.00 20.00 18.00 MaYOr's Offtce Administration (0001) Office Assistant 0.00 0.00 1.00 Executive Assistant To Mayor (V) 0.50 0.50 0.50 0.50 0.50 1.50 Community Salely Parlnerships (0065) Mayor 0.25 0.25 0.25 Assistant To The MaY'" IV (U) 1.00 1.00 1.00 DeJeH't"le'lt pr:-~'" 11 & P':;"-,I':)11 T :Ie 200910 201Q...!:L g,Q-.1L!1. I:J Adopted Adopted Proposed o 33 CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT Department pr:=,:-"am & Pos,t,on Tit'e 200910 201011 fQ1,LR ~ Adopted Adopted Proposed 1.25 1.25 1.25 Customer Service And Communications (0067) 0 Assistant To The Mayor 111 (V) 0.50 0.50 0.25 Enwronmental Partnerships (0068) Assistant To The Mayor I-III (V) 0.50 0.50 1.25 Education Partnerships (0107) Executive Assistant To Mayor (V) 0.50 0.50 0.50 Healthy City Partnerships (0108) Assistant To The Mayor I-Ill (V) 0.25 0.25 0.75 Integovemmental Pamterships (0109) Assistant To The Mayor III (U) 0.25 0.25 0.25 Transportation Partnerships (0110) Assistant To The Mayor III (V) 0.50 0.50 0.50 Ma,or 0.75 0.75 0.75 1.25 1.25 1.25 5.00 5.00 1.00 Parks. Recreation and CommunItY ServIces Administration (0001) Administrative Assistant 1.00 0.45 0.45 Administrative SeMces Manager 1.00 0.70 0.70 Departmental Acx:ounting Technician 1.00 1.00 1.00 Director Of ParksIRecfCommunity Services (V) 1.00 1.00 1.00 Executive Assistant To Director (V) 1.00 1.00 1.00 5.00 4.15 4.15 Parks - Cemetery Administration Administrative Assistant 1.00 1.00 1.00 Park Maintenance Wcner II 1.00 1.00 1.00 2.00 2.00 2.00 Parl<s - Soccer Complex Administration 0 Community Recreation Program Supervisor 1.00 1.00 1.00 Deputy Director Of Par1tslRedComm Svcs (U) 1.00 0.70 0.70 2.00 1.70 1.70 Parks - Stadium Administration 0.00 0.00 0.00 Aquatics (0069) Community Recreation Manager 1.00 0.60 0.60 Recreation Coordinator 314 0.00 0.30 0.30 1.00 0.90 0.90 Sports (OO70) Community Recreation Manager 0.00 0.30 0.30 Recreation Coordinator 314 1.00 0.90 0.70 1.00 1.20 1.00 Center For Individual Development (OO71) CIO Program Manager 1.00 1.00 0.00 Recreation Therapist 1.00 1.00 1.00 2.00 2.00 1.00 Parks Maintenance (OO72) Administrative Assistant 0.00 0.30 0.30 Deputy Director Of ParksIRecfComm S\1C8 (V) 0.00 0.15 0.15 Maintenance Worker I (Flex) 1.00 1.00 1.00 Park Maintenance Worker II 6.00 6.00 6.00 Park Maintenance WoriI:er III 5.00 5.00 5.00 Parks Maintenance Division Manager (U) 1.00 1.00 1.00 Parks Maintenance Supervisor 2.00 2.00 0.00 Tree Trimmer Assistant 1.00 1.00 1.00 Tree Trimmer I 1.00 1.00 1.00 Tree Trimmer II 1.00 1.00 1.00 Tree Trimmer Supervisor I Arborist 1.00 1.00 1.00 19.00 19.45 17.45 RecresYon I Community Program (0074) 0 34 Dp Jarlr'lC 1'" ,", & p.:,S'! 011 Hie ~09.10 ~!!L1! ?il..!!:..!1.. . - Adopted Adopted Proposed f2!!Q Administration (0001) Assistant Chief Of Police 1.00 1.00 1.00 Chief Of Police 1.00 1.00 1.00 0 Community Service Officer II 0.00 0.00 2.00 DetectivelTraining Officer 2.00 2.00 2.00 Executive Assistant 3.00 3.00 3.00 Exeartive Assistant To Director (u) 1.00 1.00 1.00 Lieutenant 1.00 1.00 0.00 Police Captain 4.00 4.00 4.00 Police Officer 1.00 1.00 1.00 Sergeant 2.00 2.00 2.00 16.00 16.00 17.00 &ppott Services (0049) Administrative Analyst II 1.00 1.00 2.00 Administrative Analyst I 0.00 0.00 1.00 Senior Administrative Assistant 1.00 1.00 0.00 Senior omce Assistant 2.00 2.00 2.00 4.00 4.00 5.00 Patrol Field SeMces (0078) Community Service Officer I 16.00 17.00 24.00 Community SeMce Officer II 2.00 2.00 2.00 Community Services Officer Supervisor 1.00 1.00 1.00 OetectivelTraining Officer 5.00 5.00 3.00 lieutenant 5.00 4.65 5.40 Police Fleet Maintenance Expeditor 1.00 1.00 1.00 Police 0tIicer 168.00 176.00 134.00 Sergeant 25.00 26.00 26.00 223.00 232.65 196.40 Patrol Copps (0079) Community Service 0fTicer II 4.00 4.00 2.00 Crime Analysis Support Assistant 2.00 2.00 2.00 Crime Analyst 1.00 1.00 1.00 CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT o Community Recreation Manager Community Recreation Program Coordinator Community Recreation Program Supervisor Community Services Center Supervisor Deputy Director Of Par1WRedComm Svcs (U) Recreation Coordinator 314 1.00 2.00 1.00 2.00 0.00 1.00 7.00 Senior Services (0075) Community Recreation Manager Community Recreation Program Supervisor Human Services Program Manager Recreation Coordinator 314 0.00 1.00 1.00 1.00 3.00 City W<1e AcIM/ieS (0076) Administrative Assistant Admirnstrative Setvic:es Manager Community Recreation Manager Community Recreation Program SUperviSOf Recreation Coordinator 314 0.00 0.00 0.00 0.00 1.00 1.00 Landscape Maintenance Distrid (0001) Landscape Inspecbon Supervisor Landscape Inspector II lead Park Construction & Maintenance Wor1(er lead Parks Maintenance Worker Park Maintenance Worker II Par'll: Maintenance wmer III Plumber 1.00 3.00 1.00 1.00 5.00 3.00 2.00 16.00 59.00 o 35 .. 0.90 0.90 2.00 2.00 0.60 0.60 2.00 2.00 0.15 0.15 1.30 1.50 7.15 7.35 0.10 0.10 1.00 1.00 1.00 1.00 1.00 1.00 3.10 3.10 0.25 0.25 0.30 0.30 0.10 0.10 0.20 0.20 0.50 0.50 1.35 1.35 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 5.00 5.00 3.00 3.00 2.00 2.00 16.00 16.00 59.00 56.00 CITY OF SAN BERNAROINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT D€p......llf 111 P''J':'i!'n & PeS"101l T"Ie 2009 TO ~1QJ...!.. 201.!...!1. ~ Adopted Adopted Proposed IT Analyst r (Flex) lieutenant Police Officer Sergeant 1.00 1.00 19.00 4.00 32.00 1.00 1.15 20.00 4.00 33.15 1.00 1.20 18.00 4.00 29.20 o GangsIVioIonl Climes (0080) DetectiveITraining Officer 10.00 10.00 10.00 lieutenant 1.00 0.80 1.00 Police Officer 12.00 12.00 10.00 Sergeant 3.00 3.00 3.00 26.00 25.80 24.00 Traffic (0081) Administrative Analyst II 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 Community Sefvice Officer II 1.00 1.00 1.00 Community Servk:es Officer Supervisor 1.00 1.00 1.00 OetectivefTraining 01I'icef 1.00 1.00 1.00 lieutenant 0.00 0.40 0.40 Parking Enfoft:ement Ol'ficef 5.00 5.00 5.00 Police Officer 14.00 15.00 10.00 Senior Office Assistant 2.00 2.00 2.00 Sergeant 2.00 2.00 2.00 28.00 29.40 23.40 Gener.Jllnvestigations (0082) Asset Forfeiture Analyst 1.00 1.00 1.00 Community Service 0lTi0er I 500 5.00 6.00 Community Service Officer II 6.00 6.00 8.00 DetectivelTraining Officer 25.00 26.00 28.00 Ueutenant 2.00 1.80 1.80 Police Officer 21.00 22.00 21.00 Sef\leant 7.00 7.00 7.00 69.00 70.80 72.80 Forensics-Properly (0083) Forensic Specialist I (Flex) 1.00 1.00 1.00 Forensic Specialist II 11.00 11.00 11.00 Forensic Specialist III 1.00 1.00 1.00 Forensics & Property Manager 1.00 1.00 0.00 Property Evidence & Supply Supervisor 0.00 0.00 1.00 0 lieutenant 0.00 0.20 0.20 Property & Evidence Technician II 3.00 300 3.00 Senior Office Assistant 1.00 1.00 1.00 18.00 18.20 18.20 Dispatch (0084) Police Communications Manager 1.00 1.00 1.00 Police Dispatch Supervisor 4.00 4.00 4.00 Police Dispatcher I (Flex) 3.00 300 4.00 Police Dispatcher II 24.00 25.00 24.00 32.00 33.00 33.00 Recon1s (0085) Police Records Manager 1.00 1.00 1.00 Police Records Supervisor 4.00 4.00 2.00 Police ReaHds Technean I (Flex:) 5.00 5.00 0.00 Police Records Technician II 22.00 23.00 25.00 Police Transcriber 4.00 4.00 4.00 Senior 0tI'ice Assistant 1.00 1.00 0.00 37.00 38.00 32.00 Personnel And Training (0086) Community Service Officer II 2.00 2.00 2.00 PoIiceOl'Ticer 0.00 0.00 1.00 Police P&T Manager 1.00 1.00 1.00 Police P&T Technician 2.00 2.00 2.00 Police Training Coordinator 1.00 1.00 1.00 8.00 8.00 7.00 Traffic Safety 0.00 0.00 0.00 Police - Animal Control Administration (0001) o 38 - CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT Animal Control Manager 1.00 1.00 1.00 0 Animal Shefter Office Supervisor 1.00 1.00 1.00 Senior Customer SeMce RepIOispatcher 5.00 5.00 4.00 7.00 7.00 6.00 Police- Animal Control Field Services (0002) Animal Control Officer 6.00 6.00 6.00 Police - Animal Control Shelter SeMces (0003) Animal Shelter Attendant 6.00 6.00 6.00 Animal Shelter Kennel SUpeMsor 1.00 1.00 1.00 7.00 7.00 7.00 506.00 529.00 479.00 Public Wortta Administration Administrative Division Manager 0.00 0.00 0.45 Administrative Services Supervisor 0.50 0.50 0.50 Departmental Accounting Technician 0.30 0.30 0.30 Director Of Public Works 0.20 0.25 0.25 Exea.rtive Assistant To Director (U) 0.30 0.35 0.35 Senior Customer Service RepIDispatcher 0.70 0.75 0.00 2.00 2.15 1.85 CapitalProjeds (0025) City Engineer (U) 1.00 1.00 1.00 Construction Inspector I (Flex) 1.90 2.00 2.00 Construction Inspector II 1.90 2.00 2.00 Construction Survey Manager 1.00 1.00 1.00 Engineering Assistant I (Flex) 2.90 1.00 1.00 Engineering Assistant II 1.00 3.00 3.00 Engineering Associate 1.00 1.00 1.00 Executive Assistant 0.60 0.80 0.60 Principle Civil Engineer 1.00 1.00 100 Senior Administrative Assistant 1.00 1.00 0.00 Senior Civil Engineer 1.00 1.00 1.00 Senior Survey Technician 1.00 1.00 0.00 Survey Technician I (Flex) 1.00 100 1.00 0 16.50 16.80 14.80 Traffic Engineering (0026) Street lighting I Signal SUpeMSOf 0.00 0.00 1.00 Traffic Engineertng Associate 1.00 1.00 1.00 Traffic Operations & Systems Analyst 1.00 1.00 1.00 Traffic Signal Technician II 0.00 0.00 2.00 Traffic Signal Technician III 0.00 0.00 1.00 2.00 2.00 6.00 Real Property (0031) Assessment DistrictlReal property Manager 1.00 1.00 1.00 Assessment OistrictlReal Property Specialist 1.00 1.00 1.00 Executive Assistant 0.20 0.20 0.20 2.20 2.20 2.20 Custodial Maintenance (0036) Custodial Maintenance Supervisor 1.00 1.00 1.00 Custodian 5.60 6.00 6.00 Lead Custodian 1.90 2.00 2.00 Supervising Custodian 1.00 1.00 1.00 9.70 10.00 10.00 Building Maintenance (0037) Facilities Maintenance Mechanic 1.90 2.00 1.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 HVAC Mechanic 1.00 1.00 1.00 HVAC Supervisor 1.00 1.00 1.00 4.90 5.00 4.00 Street Maintenance (0088) Heavy Equipment Operator 1.90 2.00 3.00 lead Maintenance Worker 1.00 1.00 2.00 Maintenance Supervisor 0.00 0.00 1.00 ~ 200910 201011 2011 12 Departmellt P'og-ar'"" & Pcs'tlOI1 : to Arloptec! Adopted Proposed o 37 CITY OF SAN BERNARDINO FUNDED FULL-TIME POSITIONS BY DEPARTMENT C'f-pa'-:'n( 11 F'~. ~ 11 & P:s 1'011 Title 2009.!Q. ?OJJL..~ 201112 - Adoptu1 Adopted Proooserl Maintenance WOl1cer I (Flex) Maintenance Worker II Operations and Maintenance Division Manager 0.00 1.00 0.20 4.10 0.00 1.00 0.25 4.25 1.00 1.00 0.25 8.25 o Graffiti Removal (0089) Maintenance Worker I (Flex) 5.00 2.50 5.00 Concrete Maintenance (0091) Heavy Equipment Operator 1.00 1.00 0.00 Lead Maintenance Woric:er 1.00 1.00 0.00 Maintenance Supervisor 1.00 1.00 0.00 Maintenance Worker II 1.00 1.00 0.00 4.00 4.00 0.00 Street Ught Maintenance (0092) Eleclrician I (Flex) 0.50 0.50 2.50 Traffic Signal Maintenance (0093) Street lighting I Signal Supervisor 1.00 1.00 0.00 Traffic Signal Technician II 1.90 2.00 0.00 Traffic Signal Technician III 1.00 1.00 0.00 3.90 4.00 0.00 Public Wcri's - Sewer Une Maintenance (0094) Pump Mechank: 0.00 0.00 2.00 Administrative Analyst II 0.50 0.50 0.50 Administrative Services Supervisor 0.50 0.50 0.50 Departmental Accounting Technician 0.10 0.10 0.10 Director Of Public Works 0.20 0.25 0.25 Electrician I (Flex) 0.50 0.50 0.50 Executive Assistant To Director (U) 0.10 0.15 0.15 Hazmat Technician 1.00 1.00 1.00 Lead SeoNer Maintenance Worker 1.00 1.00 1.00 Operations and Maintenance Division Manager 0.20 0.25 0.25 Senior Customer Setvice RepIOispatdler 0.20 0.25 0.00 Senior ottice Assistant 1.00 1.00 1.00 SeNer Maintenance Supervisor 1.00 1.00 1.00 Sewer Maintenance Worker 11.60 12.00 10.00 17.90 18.50 18.25 0 IWM. Administration (0001) Administrative Division Manager 0.00 0.00 0.55 Administrative Analyst II 0.50 0.50 0.50 Departmental Aa:ounting Technician - Accountant I 1.60 2.60 1.60 Director Of Public Works 0.50 0.50 0.50 Executive Assistant 1.00 1.00 1.00 Executive Assistant To Director (U) 0.50 0.50 0.50 tw Customer Service Representative 4.80 5.00 0.00 Iw Customer Services SUpeMSOI' 1.00 1.00 0.00 lead tw Customer Service Representive 1.90 2.00 0.00 Operations and Maintenance Division Manager 0.50 0.50 0.50 Performance Auditor 0.00 1.00 0.00 Senior Office Assistant 1.00 1.00 1.00 13.30 15.60 6.15 IWM - Automated Residential CoI1edion (0095) rN Division Manager 1.00 1.00 1.00 IW F;eld Inspector 1.00 1.00 1.00 JW Operations Manager 1.00 1.00 0.00 fW Operations Supervisor 2.90 3.00 2.00 rw Operator (Flex) 1.90 2.00 6.00 Senior IW Operator 33.90 35.00 32.00 41.70 43.00 42.00 IWM. Commercial Refuse CoIIeG1ion (0096) Equipment Serice WOf1l:er (0 1.90 2.00 2.00 JW Operations Supervisor 1.00 1.00 2.00 IW Operator (Flex) 13.60 14.00 16.00 Senior IW Operator 19.40 20.00 17.00 35.90 37.00 37.00 fWM - Slreel Sweeping (0097) Lead Motor Sweeper Operator 1.00 1.00 1.00 Motor SlNeeper Operator 3.90 4.00 4.00 4.90 5.00 5.00 IWAf - Recycling I EntdfOflmental Sustainability (0098) Environmental ProjecI: Manager 1.00 1.00 1.00 0 36 CITY OF SAN BERNARDINO FUNDED FUll-TIME POSITIONS BY DEPARTMENT Do: ;..-f."<, ,( <:.:~ .'- So P:-s ":>1'''' "e ~C2~ '0 20'QJ! 201112 ~ - AdoI-Hed Adoplcr\ Proposed Environmental project Specialist 1.90 2.00 2.00 2.90 3.00 300 1.90 2.00 2.00 1.00 1.00 1.00 1.90 2.00 3.00 2.90 3.00 2.00 7.70 8.00 8.00 0.00 2.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 800 8.00 2.00 2.00 2.00 8.80 7.00 7.00 11.60 12.00 10.00 2.00 2.00 2.00 1.00 1.00 1.00 23.40 24.00 22.00 210.50 218.00 203.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 3.00 1.00 0.00 1.00 5.00 0.00 1.00 1.00 0.00 1.00 1.00 14.00 13.00 o IWM - Right Of Way Cleaning (0099) Lead Maintenance WorXer Maintenance Supervisor Maintenance Worker I (Flex) Maintenance Worker II IWAf - Graffiti Removal (0089) Maintenance Worker I (Flex) Utilmes (0034) Departmental Accounting Technician Project ManagerlEnergy Conservation (lI) Fleet - Administration (0001) Administrative SeMces Supervisor Departmental Accounting Technician Equipment Maintenance Manager Fleet Parts Storekeeper Fleet Parts T echnidan Fleet Services Division Manager (U) Vehicle Maintenance (0100) Equipment Maintenance Supervisor Equipment Mechanic I (Flex) Equipment Mechanic " Equipment Serice WOf'ker Fleet Fabrication Welder ~ o Deputy Direcot Of SarrA Director Of sarrA (U) IT Technician II Office Assistant SBETA Division Chief (U) SBETA Fiscal Officer SBETA Intake Specialist SarrA Wlll1<1ort:e Analyst I sarrA Wlll1<Iort:e Analyst II sarrA Wlll1<1ort:e Program Manager Senior Administrative Assistant Senior Office Assistant CITY TOTALS 1,178.50 1.219.50 '.''''2.50 o 39 CITY OF SAN BERNARDINO *CITY *CITY *MAYOR *CITY *CITY TREASURER CLERK COUNCIL ATTORNEY **W A TER - CITY -1 I MANAGER **LIBRARY **ECONOMIC **CIVIL DEVELOPMENT - - SERVICE AGENCY - **SBET A POLICE FIRE HUMAN FINANCE l- f-- RESOURCES PARKS, REC & PUBLIC COMMUNITY INFORMA TION I-L- - L COMM. 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RidcsllUl'e 1.00 Taa 17.00 Incudes stan:-torthe SBDfL"C."1 caJ.1 Center] 46 This page was intentionally left blank 47 City Manager Department Business Plan - Overview - . The mission of the City Manager's Office is to provide leadership, direction and oversight of all policies and programs established by the Mayor and Common Council, to efficiently and effectively implement the goals of the governing body in a fiscally responsible manner; and to give City employees the tools necessary to provide superior municipal services to the residents and business community of San Bernardino. I Mis~jon Statement: About The Department The City Manager is appointed by the Mayor and approved by the Common Council and functions as the chief executive and administrative officer of the City government. The City Manager is responsible for the proper administration of all affairs of the City and provides direction to all City departments (with the exception of the City Clerk, City Attorney, City Treasurer, Council Office, Mayor's Office, Library, Civil Service, and Economic Development Agency) via the following programs: Administration implements City policy as directed by the Mayor and Common Council by providing direction and leadership to City departments. Grants Management / Intergovernmental Relations seeks and secures funding opportunities for the City of San Bernardino in order to enhance, programs and service provided to its residents, employees and community at large. This function also develops and implements an aggressive, responsible legislative lobby program; maintains active relations between local, state and federal legislative delegations to insure positive impacts and promote San Bernardino's position on legislative issues; and enhances regional cooperation on issues related to consolidation of services and areas of mutual public policy interest. Community Relations is responsible for communicating the City's mission, vision and priorities to the public we serve and making City government more accessible to citizens. Within this office are the following business units as follows: Strategic Communication and Public Information: Provides important City information to residents and employees concerning Council priorities, special events and services, and provides infonnation to the news media in a proactive, credible manner. Also ensures that the City services via the WEB are streamlined and enhance doing business with City Hall and enhance communications bctwcen staff within the City. Customer Service: Ensures that the City responds to citizen requcsts, inquiries, and complaints in a timely and responsive manner by facilitating 48 communications, through the City's SB Direct Call Center, between the public and City staff members and assisting the parties in identifying solutions. Neighborhood Services: Develops and maintains close, positive, productive relationships between the City and its citizens through direct-contact programs, a strong Neighborhood Advisory Board program, citizen education programs and the use of systematic public involvement practices in addressing community issues/problems. Organizational Effectiveness is responsible for conducting performance auditslreviews of City departments and programs to improve the efficiency and effectiveness of the City's internal operations, and to ensure compliance with applicable laws and regulations. _-.0:.. Air Quality / Rideshare: Develops projects that reduce pollution coming mobile sources, such as cars and trucks. Accomplished primarily through an employee rideshare program, the City offers a variety of incentives to encourage employees to carpool, take the bus, walk, and bicycle to work. Top Accomplishmentsfor FY 2010/11 I. Fuslered jJositive internal relationships between departments, staff and the Mayor and Common Council. 2. Administered the Annual Vehicle Ridership Surveys (A VR) for the Inland Empire Commuter Services Report. 3. Provided leadership support to the entire organization. 4. Encouraged employee participation on projects Citywide. 6. Developed Community partnerships with Cal-State, San Manuel, San Bernardino City Unified School District. 7. Took lead role in clarifying roles of Council and Staff. 8. Developed and Implemented SB Direct, the City's first call center. 9. Conceptualized a complete Department reorganization to streamline efforts. 10. Facilitated reorganization physical relocations. ] ]. Completed Program Budget goals and new two-year budget approach ]2. Increased Community Outreach through Neighborhood Services program. ]3. Spearheaded the Employee Recognition program. 14. Assisted with the clarification of Council Goals and Vision. ]5. Directed hiring of key staff in the departments of Public Works, Community Development, Information Technology, and the City Manager's Office. 16. Lead review of Business Plan for Integrated Waste. 17. Developed labor relations program with Human Resources. 18. Initiated Community Developmcnt streamlining. 19. Restructured the City's graffiti program. 20. Developed employee intranet to increase productivity, share internal information and engage staff. 21. Created an effective long-term Strategic Communications Plan for the City that includes emergency, internal/external, neighborhoods and public outreach. 22. Developed a citizen satisfaction survey to receive feedback from the community. 49 23. Facilitated a complete redesign of the City's website making it more user friendly for the public and city employees. 24. Developed and implemented an effective medial public information policy and procedures for the City, EDA and SBET A. Major Issuesfor FY 20ll/I2 I. Administration - Continually monitor economic conditions to determine any needs to amend or change the budget and provide oversight to departments in maintaining possible budget cutbacks. 2. Mayor and Common Council Priorities - Assure attainment of the priorities set out by the Mayor and Common Council by continuing to provide clear direction and leadership to operating departments. 3. Adoption and maintenance ofa balanced budget for FY 2012-13. 4. Development of additional sustainable revenue sources to stabilize city budget, restore, and expand delivery of critical city services. 5. Getting buy-in and communicating effectively the Council's Priorities by the implementation of the financial aspects from city's Strategic Communication Plan. 50 This page was intentionally left blank 51 Oty Mtntger ~t&nnmy A=09 ":nJ;v 10 2010'1 I 2011/12 I""'=nt Actual Actual Adopted Fluposed O1ange A Elqcerrltures I:y Prq::nun; 2010'11 - 2011/12 Adninistmtion =,516 007,0EfJ 651,e:D 719,rol lCl'/o Cbrmunications and Cbrmunity Relations D 101,074 121,859 1?D,rol 492,300 27fP/o Gants Cbordination E 123,174 148,504 159,400 5'fl,4OO 27:'?/0 Og;miz1tional Brectiveness 125,261 151,020 162,100 IM,e:D 7'/0 NoighbOlhcxxl Services 111,583 134,529 144,400 ]37,300 -:'?/o ~ial &en1/ Arts and 01lture 26,814 32,328 34,AD ss,:ro &/0 Air QJality / Rideshare 104,507 216, 100 120, 100 1]5,AD -4"/0 u,pu1rrent TOOJI 1,095,929 1,411,400 1,4m,100 2,285,e:D 63% B Elqrrrltures I:y aassificali... TOOJI 1,029,676 1,22I,AD 1,297,100 1,72I,;ID 330/0 29,007 56,<ID 56,em 76,:ro 37'/0 13,148 ]0,500 10,:ro 378,500 3:{IS% 24,= 23,2XJ 39,:ro 109,400 177'/0 0 l00,em 0 0 CP/o 0 0 0 0 (Wo 0 0 0 0 (1'/0 l,(J)5,929 1,411,400 1,4m,100 2,285,e:D 630/0 fusonnel Services MUntenance &QJemtions Cbntrnctual Services D Internal ServicesBC capital ClItlay lliJt Service Gedits / B1lables C fundng Sources O,netal Fund BYI./ aa:f SlETA Refuse AirQJality / Rideshare Telephone Support Fund TOOJI 991,422 I, 115~UJ 1,1'Xl,em 1,217,em 7'/0 0 0 13,em 528,em 3%2% 0 :lJ,em :lJ,em 35,em -3CP/o 0 3Q,em 3Q,em ?D,em (Wo 104,507 216, 100 120, 100 115,700 -40/0 0 0 0 359,sm (Wo 1,095,929 1,411,400 1,4m,100 2,285,e:D (il% AFor conparison pLnp05es prior fiscal year actual e>pend~ure are allocated to the cunent plDgl<llTI "wod<els Cbnpensation and Jjability chaIges have been added to each D:partrrent's Internal Selvice Charges. c Blect:ive 7/2/LDll, Internal Services O-mrge; wll be distributed anung aJl progranl Aior-, these dlarges \:\ere placed in the Adninistration Pl'ograrn; only. Dlncludes $359, sm fiumthe Telephone Support Fund fur the SB DI=< Call Center E Oty Mlllaget'S CBXiallocation 52 2011/12 Proposed Special Event/Arts and Culture 3% \ Neighb~rhOOd~ ServIces . 6% '1<-Ie;:,. Air Quality / r Rideshare 5% Administration 31% Organjzational A Effectiveness 7% Communications and Community RelationsD 22% Full Time Employees Grants Coordination / Intergovernmental Relations \ 52% Organizational ~ Effectiveness /' 9% Neighborhood Services 8% Special Events/Art and Culture 7% Air Quality / Rideshare 1% Communications and Community Relations 23% 53 City Manager Program: Administration Program Summary Program Code: 0001 To provide clear direction, leadership, and management Program Purpose: necessary to ensure cost effective and efficient provision of municipal services, and to implement City government policy as mandated by the Mayor and Common Council. Strategic Goals . Responsive Government Addressed: . Safe Community . Business and Economic Development 5 - Year Program Goals 1. Ensure a high performance organization that provides excellent customer service and responsive citizen services. 2. Effective communication and understanding between and among elected city officials regarding their shared vision, goals, and priorities. 3. Implementation of the City's armually adopted vision, goals, and priorities in a strategic, effective, and efficient manner. 4. Supply City employees with the tools needed to provide professional city management and operations. 5. Increase operational coordination and efficiencies among city departments outside the authority of the City Manager (EDA, water department, city library and other independent city functions). Program Budget Summary :rrB'W 2:XU'1O XlICYll XllV 12 Actual Actual Adopted Proposed FLmding Level $'D3,SI6 5m7,O'D 50S 1,6.XJ $719,8XJ Full TIne BTployees s.m s.m 3.65 3.65 Flu"Kiing &:>urces Program Changes None. FY 2011/12 Program Objectives 1. Provide leadership as necessary to assure progress toward the attainment of the FY 2011/12 Mayor and Common Council priorities. 54 2. Oversee and coordinate the Mayor and Common Council meeting agenda process. 3. Provide oversight and assistance to all departments on City budget issues. 4. Lead the effOt1s for a comprehensive Climate Action Plan that establishes goals, strategies and objectives to reduce energy consumption and greenhouse emission levels. 5. Provide guidance and oversight to the Customer Service Task Force in implementing the new city-wide customer satisfaction program and report progress to the management team and Common Council. Ongoing Program Objectives I. Provide administrative leadership with proper standards for management accountability. 2. Build strong and positive relationships bctwccn cmployccs and management. 3. Assure progress towards attainment of the City's vision statement and the goals set out by the Common Council by providing clear direction and administrative leadership to operating departments. 4. Provide leadership and direction to City departments and ensure accountability in the expenditure of public funds. 5. Continue building relationships with professional community through the Busincss Roundtable. 6. Continue coordinating with the City Clerk's Office to stream line the agenda process. 55 Peiformallce Measares ie""; i,."k .;y.i;'c.?;..!:';ii/ '.::~; 2008/09 2009/1 0 2010/11 2010/11 2011/12 "'7>\:,'i;;~':'}:;.;' .;;'2';:r~i.,..,.,....... Actual Actual Target Mid.Year Target Mayor and Common Council Goal Implementation Plans completed and N/A N/A 8 6 8 presented to Common Council in a timely manner. Mayor and Common Council Priority Action Plan Progress Reports completed N/A N/A 8 4 8 and presented to City Council at mid-year and year end. Annual Common Council/Manager Goal Setting Session held and results N/A Yes Yes N/A N/A incorporated into the budget process each I year. Number of Customer Service task force meetings! progress reports to Common N/A 6/0 6/3 6/2 6/3 Council provided. Hold Community workshops to discuss N/A N/A 2 0 2 development ofClim('lte Action Pltm I Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Number of Business Roundtable meetings held' N/A 6 10 5 4 Peiformance Measare: Notes 1. Measure is being deleted due to measure being unattainable. 2. Meetings will be held quarterly for next Fiscal Year. 56 This page was intentionally left blank 57 City Manager Program: Communications and Community Relations Program Summary Program Code: 0013 To promote a clear understanding of City policies, issues and activities as well as providing timely and accurate information on Mayor and Common Council priorities, special events and services in an effort to enhance the public and City employees' confidence in, and knowledge of, City government. To be a catalyst for increased responsiveness to the citizens of the City of San Bernardino, facilitate communications between Program Purpose: the public and City staff members and assist the parties in identifying solutions to citizen requests and inquiries. Efficiently deliver City services, information and communications to the public via the world wide web and ensure an internet presence that reflects the highest standards and promotes the City's goals and objectives. Utilize technology and the employee intranet to enhance avenues of internal communication and to streamline internal processes. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Communicate City of San Bernardino messages and information to citizens and other external audiences in a responsive and efficient manner. 2. Implement long-term strategic communications plan for the City that includes emergency, internal/external, neighborhoods and public outreach. 3. Identify budget/funding resources to create a realistic communications plan for the City. 4. Media requests, inquiries are addressed in a timely and effective manner. 5. Enhance City services and features offered through external website. 6. Increase marketing and citizen education. 58 7. Effective communication of the City' adopted vision, goals, and priorities, and regular updates on the City's implementation and achievement, to the media, residents, businesses, and other external audiences. 8. Coordination ofmcssagcs with marketing efforts, education campaigns, and communications from other city departments and external agencies. 9. Expand the channels, methods, and opportunities for communications through the use of technology to enable citizens, businesses, and others to better communicate with and receive information from the City. Program Budget Summary ::XO:VW 2:X>>'10 ::DIO'lI ::D11/12 Actual Actual Adopted Froposed Funding level $101,074 $121,859 $13QlU) $492,300 Full TIlTe B"Iployees 1.00 1.00 1.40 &40 Funding Sources Program Changes 1. The creation and implementation of SB Direct Call Center. FY 2011/12 Program Objectives 1. Blend long-term communication strategies into ongoing communications efforts and develop communications vehicles to enhance access. 2. Improve communications with employees, San Bernardino citizens, and the many diverse groups essential to the governmental process. 3. Develop an internal media relations training course for employees. 4. Dcvelop and initiate a Citizen Academy that provides ample educational opportunity to our community members. 5. Maintain the SB DIRECT call center to ensure connection and responsiveness to the community' s needs and inquiries. 6. Develop a series of town hall meetings to engage the community regarding City servIces. 59 Ongoing Program Objectives I. Evaluate the use technology and new communication media to share City of San Bernardino messages. 2. Develop new methods of communicating to the public about the City Council's policy decisions and their positive impact on the community. 3. Develop and maintain an effective media relations program to place stories on City programs and activities in regional, national and trade media. 4. Expand activities to highlight City government and City employees. 5. Develop new and innovative ways to continue communicating key messages to address long-term major issues. 6. Develop ways to place key messages in City of San Bernardino communications vehicles so they are understood and delivered by main stream media. 7. Enhance and maintain positive and effective working relationships with news media, reporters, editors and news directors that result in accurate reporting and cooperation on City issues and activities. 8. Continue aggressive news release, local media placement and media campaign programs to support key issues and City operations. 9. Provide effective and timely response to citizen requests, queries, and complaints. 10. Educate the public and business community about SB DIRECT, a citizen call center, the City's focus on customer service and tips on how best to work with City staff. II. Continue aggressive news release, local media placement and media campaign programs to support key issues and City, EDA and SEBT A operations. 12. Continue oversight of City's medial public information policy and procedures for the City, EDA and SEBT A. 13. Continually meet with internal communications task force to ensure the implementation of comprehensive city-wide communication program. 60 Pelformance Measares ... .;> . 7008/09 7009/1 0 70010/11 20010/11 7011/12 . ;;;~;;2:'...' ;... Actual Actual Target Mid-Year Target .; , . .... ,.... Number of stories generated that N/A N/A J ncrease 40 N/A portrayed the City in a favorable light. to %25 (I) Number of departmental generated 5 2 "feature" pieces (topics) published or N/A N/A 5 aired. Number of media training classes held. N/A N/A 5 0 2 Percent of media members surveyed who 80% 89% 80% rate the City's Public Information as N/A N/A effective. Number of citizens trained through 50 0 50 Citizen Academy N/A N/A (2) Revamped look and feel of web site N/A N/A Yes Yes N/A (1) Monthly updates of website content N/A N/A N/A N/A 12 (3) Establish functional Call Center by mid- No N/A N/A No N/A year. (4) Yes SB Direct Operational 5 days a week N/A N/A N/A N/A (3) Performance Measure: Notes I. Measure is being deleted due to measure being unattainable. 2. First class of Citizen's Academy is scheduled for May 20 I I 3. New Measure 4. Call Center Scheduled to open June 15,201 I 61 City Manager Program: Grants Coordination / Intergovernmental Relations Program Summary Program Code: 0014 To seek and secure funding opportunities for the City of San Bernardino in order to enhance, programs and service provided to its residents, employees and community at large. Program Purpose: To ensure positive impact on the City of San Bernardino and promote San Bernardino's position on legislative issues, develop and implement an aggressive, responsible legislative lobby program and maintain active relations between local, state and federal legislative delegations. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Develop a comprehensive grant's program with a Grant's Manager. 2. Increase competitive grants awarded to the City by twenty-five percent. 3. Maintain a consistent level of formulaic grants awarded to the City on an annual basis. 4. Supplement the City's financial resources through the acquisition of grant funds and donations. 5. Provide a strong, influential legislative and intergovernmental program. 6. Foster positive relations with local/State/Federal governmental organizations and leaders that serve the interests and needs of residents and business in San Bernardino. Program Budget Summary 2JXEIOO xrr.YIO 2D10'11 2D11I12 Ac'tual Actual Adopted ProJXlSed FLuxling level $123,174 $J48,SO"l $159,40) $597,40) Full Tine ETployees un 1.00 J.45 1.45 Funding SDllCO:S Program Changes I. CDBG Administrative, Public Service, and Fair Housing funds moved into City Manager's Office from EDA. 62 FY 2011/12 Program Objectives I. Fomlation of an inter-departmental grants task force. 2. Supplement the City's financial resources through the acquisition of grant funds and donations. 3. Coordinate city-wide effort for Federal and State grants by monitoring legislation for requirements, and preparing to act as soon as program funding as it becomes available. 4. Participate in development of the list of issues and positions for California League of Cities legislative packet. 5. Evaluate the City's legislative needs and develop a list of priorities to be considered for the City's 2011 legislative package. 6. Create an internal City legislative action team to assist in developing the City's legislative program and to provide expertise on legislative measures under consideration. Ongoing Program Objectives 1. Provide central coordination of City-wide grant activities and work with departments to promote shared use of existing in-house resources and systems. 2. Oversee contract with a third-party grants data base (eCivis) to expand the number of funding opportunities available to the City. 3. Develop a City-wide grant and fund development plan, identifying strategic grant funding needs and potential public and private funding sources. 4. Administer CDBG Administration funds and allocations to Public Services Groups. 5. Work with State and Federal lobbyists to ensure grant funding for programs remains consistent. 6. Prepare and present quarterly reports to the Grants-Ad Hoc Committee. 7. Maintain active presence at legislative sessions and at interim committees and legislative events. 8. Develop and implement an outreach education program tailored to State and Federal legislators and staff. 63 9. Increase lobbying efforts with public agencies in other local jurisdictions. 10. Evaluate outreach and activity in Washington, D.C. and enhance programmatic opportunities. 11. Maintain active presence with community organizations that have an intergovernmental or public policy focus. Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid.Year Target Develop a coordinated, comprehensive N/A N/A Yes N/A legislative advocacy program for City Yes Council approval (I) Maintain a coordinated, comprehensive Yes legislative advocacy program for City N/A N/A Yes Yes Council approval Increase grants application submittals for N/A N/A 50% N/A N/A additional revenue resources. (I) (2) Implement Cross Department grants team N/A N/A Yes N/A N/A (I) (2) Performance Measure: Notes I. Measure is being deleted due to measure being unattainable 2. Measure to be extended until Grants Manager position is funded and filled. 64 This page was intentionally left blank 65 City Manager Program: Organizational Effectiveness Program Summary Program Code: 0015 To assist in improving accountability of City government and to Program Purpose: promote improvement in the quality of City services, furnish objective, useful, relevant, accurate and timely audits, information, and recommendations regarding City operations Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Provide high quality audit services to identify opportunities for continuous improvement in the efficiency and effectiveness of City services. 2. Provide accessible and useful means to inform citizens of the results of internal audit aClivilies. 3. Serve as Primary Coordinator for the City's participation in the ICMA Center for Performance Measurement Consortium. Program Budget Summary =00 XXD'IO 2.)10'11 2.)1 I/12 Actual Actual Adopted Proposed Funding level $125,261 $151,= $162, 100 $16'l;6Xl Full Tine BTploy= 1.00 1.00 1.30 1.30 Funding Soun:es Program Changes 1. None FY 2011/12 Program Objectives I. Initiate department-wide performance audits as funding permits. 2. Complete specialized reviews as dictated by budget constraint issues. 3. Utilize best practices from other local government audit departments to create and maintain an Organizational Effectiveness page on the City of San Bernardino's website. 66 4. Lead and oversee the City-wide departmental program and performance based budget development and process. Ongoing Program Objectives I. Manage external contracts for department-wide performance audits to determine if operations are carried out effectively and efficiently, in compliance with applicable laws, and achieve results desired. 2. Identify and review City operations, programs, and business contracts where revenues could be enhanced, costs could be reduced or avoided, and provide useful recommendations which can be implemented in a timely manner. 3. Assist Finance and all City departments in the management of their operations by providing guidance in strategic planning and program performance measures during the budget process. Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target Develop performance audits for departmental effectiveness and efficiency N/A N/A Yes N/A N/A (1) (1) Update and enhance program budget process in coordination Finance and all City departments. N/A N/^ Jan 11 No N/A (1) Oversee program/performance measures- based budget process in coordination with Finance and all City departments N/A N/A N/A N/A Yes (3) Pelformance Measure: Notes I. Measure is being deleted due to measure being unattainable 2. New measure 67 City Manager Program: Neighborhood Services Program Summary Program Code: 0111 To promote citizen participation In City of San Bernardino . . address community and acllvltles; Issues; encourage Program Purpose: communication between the City and citizens through effective and innovative outreach programs, including Neighborhood Cluster Associations and citizen education programs. . Safe Community Strategic Goals . Responsive Government Addressed: . Beautification . Enhance our vibrant quality oflife 5 - Year Program Goals 1. Increase the number and diversity of citizens participating in City of San Bernardino activities and governmental processes. 2. Maintain productive relationships between the City and its citizens through effective and innovative outreach programs, strong and dynamic neighborhood and business associations, citizen education programs, and the use of systematic public involvement practices that address community issues and problems with citizens and businesses. 3. Improve the quality of neighborhoods through increased awareness of maintenance standards and promotion of beautification programs within the City Program Budget Summary 2J:XEIC9 :X:O;VIO XlICYll XlI 1/12 Actual Actual Adopted Froposed Funding Level $111,583 $134,529 $144,40) $137,= Full line Hlployees 1.17 1.00 1.10 1.10 FLUlding 50urces Program Changes None FY 2011/12 Program Objectives 1. Enhance staff interactions with businesses and residents in the community. 68 2. Encourage Neighborhood groups to participate in community activities to promote the role of the Neighborhood Groups in the community. 3. Hold town hall meetings in the community for greater citizen participation. Ongoing Program Objectives 1. Provide support to Mayor and Common Council through program. 2. Ensure that all neighborhoods in San Bernardino are included in outreach and citizen participation efforts. 3. Support and promote the proposed San Bernardino's Citizen's Academy (SBCA). 4. Facilitate informative and productive neighborhood meetings and encourage citizen interaction on current issues. 5. Be responsive to neighborhood related concerns and inquiries and facilitate resolution with appropriate city department or outside agency. 6. Support Council's efforts to obtain citizen input on Council priorities. Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 2011/12 Mid-Year Target Number of Citizen programs held during the year Number of Town Hall meetings held. N/A N/A N/A 4 2 2 4 N/A o 2 Performance Measure: Notes None 69 Air Quality / Rideshare lAIR QUALITYIRIDESHAREI I [HI-Tine Fnp~ Air 0-13lity / Rideshare TOO1I 1.00 1.00 70 This page was intentionally left blank 71 Air Quality/Rideshare Business Plan - Overview Mission Statement: The mission of the Air Quality/Rideshare fund is to promote alternate modes of transportation to City Employees in order to reduce traffic congestion, increase transportation efficiency and improve air quality throughout the region. About The Department Air Quality I Rideshare develops projects that reduce pollution from mobile sources, such as cars and trucks. Accomplished primarily through an employee rideshare program, the City offers a variety of incentives to encourage employees to carpool, take the bus, walk, and bicycle to work. Top Accomplt.llment~for FY 2010/11 I. Successfully met all requirements of the AQMD annual audit 2. Participated in regional events to learn creative and effective ways to market the City's Rideshare Program to enhance employee participation 3. Promoted the City's Rideshare Program by hosting an interactive information booth at the 2010 City of San Bernardino Employee Health fair 4. Increase the City's average vehicle ridership over previous Fiscal Year. 5. Enhanced incentives olTered to City Employees who pm1icipate in the Rideshare Program 6. City Manager's Office staff assisted in finalizing the MOU for the S8x high speed transit system that will enhance City Employees use of public transportation to and from work Major Issuesfor FY 2011/12 I. Employees, pmicularly in management positions, are working earlier and later hours making it difficult to accommodate to a rideshare pm1ners schedule 2. It is difficult achieving the Average Vehicle Ridership goal of 1.5 employees per vehicle because most employees live local, which provides little financial incentive for sharing their ride to work. 72 This page was intentionally left blank 73 Air QmitylRioo.lnre ~tSlImmy ^2:xwoo AXXU'IO 2J10'11 2JI1!12 1~U'llt Actual Actual Adopted Ftopa;ed Omnb~ A Eq:errltures ~ J>rcwam; 2J10'11 - 2JI1!12 Air (lJality / Rideshare 104,'1J7 216, ICD 12J,ICD 115,100 -40/0 'IOOlI 104,'1J7 216, lCD 12J,ICD 115,100 -40/0 R Eq:errltures ~aassificalion ~ormel Services 81,563 81,ICD 85,100 85,100 CWo lVI1intenance &Q:>erntions ]2,844 21,4CO 21,4CO 21,4CO CWo Cbntractual Setvices 4,SCD 4,SCD 4,SCD 0'/0 Intemal Services B ID,ICD 9,lCD 8,SCD 4,ICD -52'/0 Olpital Oltlay lCD,CCD DXt Setvice Oedits / Bllables TOOl! 104,'1J7 216,]CD 12J,ICD 115,100 -40/0 C Flmdng Sources Air(lJality Fund 104,'1J7 216,lCD 12J,]CD 115,100 -40/0 'IOOlI 104,'1J7 216,lCD 12J, lCD 115,100 -49/0 AFQr conparison purposes prior fiscal year actual "'i"'lditure are allocated to the current program "worl= Cbnpensation and Liability charges have been added to each Lepartrrent's Interral Service Charges. 74 2011/12 Proposed Budget Air Quality / Rideshare 100% Full Time Employees Air Quality / Rideshare 100% 75 Air Quality/Rideshare Program: Air Quality / Rideshare Program Summary Program Code: 0016 This program accounts for the City's implementation of programs in accordance to AB 2766, the California Clean Air Act of 1988, and Rule 2202. Rule 2202 was designed to reduce mobile source emissions from employee commuting. The Rule requires employers to meet an emission reduction target (ER T) for their worksite, or to implement an Employee Commute Reduction Program (Rideshare.) that meets the rule exemption Program Purpose: requirements. This regulation was created to implement procedures that will result in a reduced number of single-occupant vehicles traveling to the worksite by offering incentives to employees for carpooling, bicycle usage, walking or using some form of public transportation. Employers with over 250 employees are required to comply with Rule 2202. Strategic Goals . Transportation and Infrastructure Addressed: . Enhance our vibrant quality of life 5 - Year Program Goals I. Continue to maintain compliance to Rule 2202 2. Administer the City's Employee Commute Reductions (Rideshare) program 3. Reduce the number of single-occupant vehicles arriving at City Hall 4. Achieve a 90% success rate on annual Rule 2202 employee survey Program Budget Summary ::JllY(9 XlB'10 XlICYll Xlll/12 Actual Actual Adopted Aupa5ed FLulding Level $104;507 $216, 100 $12), 100 $115,AD Full 11.,,, Equivalents 0.00 1.00 1.00 1.00 Funding fuu"CeS Program Changes I. The City will provide a one-time transfer to Omnitrans for a pilot program which will provide free bus passes for local Cal State and Community College students. 76 FY 201 0/11 Program Objectives I. Participate in City's Annual Heath Fair with a Rideshare booth. Distribute information about Rideshare programs incentives, and promote Rideshare Week 2. Participate in Annual Rideshare Week. 3. Distribute and collect Annual Vehicle Ridership Surveys, with a 90% cmployee response rate 4. Implement Rideshare programs and incentives, consistent with Rule 2202, to increase participation in City's Rideshare program Ongoing Program Objectives I. Reduce employee commuter cmissions through incentives offered to share their ride to work 2. Maintain compliance with Rule 2202 Peiformance Measures 200R!09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 2011/12 Mid-Year Target Increase the number of Rideshare Participants N/A N/A 20% N/A N/A (1) Average Vehicle Ridership (A VR) N/A N/A N/A N/A 1.50 (2) A VR Employee Survey Response Rate N/A N/A 90% 97% 90% Performance Measure: Notes I. Measure is being deleted due to measure being unattainablc. 2. New measure created to be consistent with State reporting. 77 CITY OF SANBERNARDINO FINANCE DEPARTMENT INTEROFFICE MEMORANDUM TO: Mayor & Common Council FROM: Barbara Pachon, Director ofFinancec THROUGH: Charles McNeely, City Manager SUBJECT: City Attorney's requested budget for FY 2011-12 DATE: June 23, 2011 This memorandum will serve as notification that the City Attorney's requested budget for FY 2011-12 totals $3,965,108. This requested budget is $939,100 higher than staffs current recommended budget. The recommended FY 2011-12 Budget for the City Attorney is $3,026,000 Based on Council direction for FY 2010-11, the City Attorney was authorized to over spend his department budget by $410,000, if needed. Based on current expenditures, it appears the City Attorney will spend the entire $410,000 authorized in FY 2010-11. The Director of Finance was directed to reduce the City Attorney's FY 2011-12 Budget by $410,000 to pay back the FY 20 I 0-11 authorized loan. Based on that direction, the Finance Department has presented for Council approval a budget in the amount of$3,026,000. City Attorney CITY ATTORNEY I I I I Iv! uruc ip at Litigation Prose cution EDA Legal Services Set'vice s Full-Time Employees Municipal Legal Services 6.7 Litigation 8.2 Prosecution 4.8 Economic Development Agency Services 0.9 Total- 20.5 78 This page was intentionally left blank 79 City Attorney Department Business Plan - Overview l Mission Statement: To carry out the duties of the City Attorney as set forth in the Charter of the City of San Bernardino. About The Department The City Attorney is an elected position established by the City Charter. The City Attorney is the chieflegal advisor for the City, and for all departments, boards, and commissions of the City. The City Attorney's Office provides legal counsel and representation for the City, prosecutes and defends legal actions, and protects the interests of the public. Top Accomplishments for FY 201 0/11 The City Attorney's Office successfully performed its duties in a variety of efforts throughout the year saving the City and its taxpayers millions of dollars in the process. In 20 10 the City won seventeen lawsuits against the City, lost only two and settled eight on terms favorable to the City. This includes the Manta Management vs. the City of San Bernardino (the "Flesh Club") lawsuit in which the Court vacated a $1.4 million jury verdict against the City and ruled that Manta Management, which was seeking to receive an order requiring the City to pay $11 million in lost income, recover nothing from its lengthy lawsuit against the City (original lawsuit filed by the Flesh Club against the City in 1994.) The City Attorney's Office has continued to aggressivcly defend our City in lawsuits in which we are named as a defendant. In 2010, 25 lawsuits were concluded which resulted in a net liability savings to the City of just over $6,000,000. Collected $1,053,975.42 in administrative civil penalties (the majority of which were issued by City Attorney Investigators) mostly frorn banks, mortgage companies, other lenders and absentee landlords, for not keeping properties they owned up to the property maintenance standards as required by the San Bernardino City Municipal Code. Many of said properties were foreclosures. In 2010 the City Attorney's Office continued to monitor seven gang injunctions and added thirty-one (31) additional defendants to those gang injunctions. Prosecuted to date, 17,038 misdemeanorlinfraction cases in Superior Court for FY 20] 0/20] I. Developed, in cooperation with the Police Department, Community Development Department and the San Bernardino County Department of Public Health, Alcohol and 80 Drug Abuse Prevention Program, and secured Mayor and Council adoption of the Deemed Approved Ordinance, amending the City's Development Code so that new and existing businesses selling alcoholic beverages do not become public nuisances associated with the public consumption of alcoholic beverages. Provided legal advice and representation to various City departments and the officers/employees of those departments in court cases, administrative hearings and before City Boards and Commissions, including but not limited to, the Water Department, Development Services (then a separate department), Library, Police Department, Fire Department, Parks and Recreation Department, Human Resources Department, Code Enforcement (then a separate department), Animal Control (then a separate department), Facilities Management (then a separate department), Information Technology, the Public Services and Public Works Departments (then separate departments), the City Council and its various committees, and all of the City Boards and Commissions. Responded to numerous citizen complaints and inquiries. Investigated numerous violations of the Municipal Code, including but not limited to, transient vendors, illegal parolee group homes, business and housing maintenance standards, squatters, panhandlers, etc. Successfully negotiated the reversing of the county island annexations which the City had been forced to enter into against the wishes of the Mayor and Council as a result of an ultimatum imposed by LAFCO. Began handling all State and Federal writs and appeals in-house, at an estimated savings in attorney fees of$150,000 to $200,000 in 2010. In 20 10 successfully protected confidential personnel files of San Bernardino City Police Officers in twelve (12) Federal criminal cases and in thirty-two (32) State criminal cases. In 2010/2011 retired three members of the City Attorney's Office staff, including two top management personnel and the Office's lead trial lawyer, for a savings to the City in personnel costs in future years. 81 A Eqrndtw-es I:y PtLgI~lb Oty Attorney ~tSlnnmy '^xmW ^3:X9'IO 2010'11 2011112 fucent Actual Actual Adopted fropa>ed O1ange 2010'11-2011112 1,156,4% 1,123, ';ill 1,176,8Xl W3,rnJ -17'/0 1,511,1t9 1,468,318 1,537, iUJ 1,352rnJ -12'/0 818,431 715,224 832,8Xl 5XJ,3OO -32'/0 125,1~ 121,556 127,300 13QiUJ 3% 3,611,199 3,Sffi,8Xl 3,674,6Xl 3,026,rnJ -18% Mmicipal ~ Sezvices Utigption l1U3ecution IixJncnic r::eveloprrent Agency Sezvices TOOl! R E'xJ:Errltures ~ Gassificati... fuEormel Sezvices Mlintenance &Q:lerations Cbntractual Sezvices Internal Sezvice ac capital Clrtlay I:ebt Sezvice credits 1 Bllables TOOl! 2,Sffi, 122 2,575, iUJ 2,714, iUJ 2,671,200 455,ED2 412,300 362,300 183,8Xl 565,338 SOI,rnJ 5528Xl 81,iUJ 15,400 17,100 41,6Xl 86,100 8,&17 2,iUJ 3,200 3,200 3,611,199 3,Sffi,8Xl 3,674,6Xl 3~O26,O:O -2% -49'/0 -ES"/o 107% ('1'/0 -18% C Fimdng Sources Gneral Ftmd ED\I CI:BJ 'Water Dpartnmt TOOl! 3,317,299 3,971,500 3,392,8Xl 2,735,100 -19'/0 112,100 355,500 1000rnJ lOO,rnJ a'/o 181,8Xl 181,8Xl 181,8Xl 1'Xl,9XJ 5% 3,611,199 4,Sffi,8Xl 3,674,6Xl 3,026,rnJ -18% ^ .. . fur conpanson pwp=es pnor fiscal year actual ~dItwe are alkx:ated to the cwrent program "workets Cbnpensation and Liability charges have been ackled to each Q,partrrent's Internal Sezvice Charges. cBfu::tive 71112011, Internal Sezvices Charges wll be distributed armng all program Prior, these charges \\ere placed in the Adrrinistration Frogram; only. $4IO,rnJofFYll-12BJ(lget assw-redto lepay budget advance in FYI0-1L If not all$410,rnJis neededtol1opay advance then balance not reeded wll beaddedtoOty Attorney FYI 1-12 budget. 82 2011/12 Proposed Budget Economic Development Agency Services Municipal Legal Services Prosecution ~ 19% ~ 4%\ Litigation 45% Full-Time Employees Economic Development Agency Services Prosecution 23% "\ Municipal Legal Se rvices Litigation 40% City Attorney Department Program: Municipal Legal Services Program Summary Program Code: 0005 Program Purpose: Strategic Goals Responsive Government Addressed: 5 - Year Program Goals Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual AdoDted Pro Dosed Funding Level $1,156,496 $1,123,702 $1,176,800 $973,000 Full Time Employees 7.2 7.8 7.8 6.7 Funding Sources Program Changes Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. FY 2011/12 Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Ongoing Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. 84 Performance Measures Peiformance Measure: Notes 2008/09 Actual 2009/10 Actual 20] 0/11 Target 20]0111 2011112 Mid-Year Target 85 City Attorney Department Program: Litigation Program Summary Program Code: 0006 Program Purpose: Strategic Goals Responsive Government Addressed: 5 - Year Program Goals Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Program Budget SummalY 2008/09 2009/1 0 20]0/11 2011/12 Actual Actual Adopted Proposed Funding Level $1,511,169 $1,468,318 $1,537,700 $1,352,000 Full Time Employees 5.0 5.4 5.4 8.2 Funding Sources Program Changes Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. FY 2011/12 Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. . Ongoing Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. 86 Peiformance Measures Peiformance Measure: Notes 2008/09 Actual 2009/1 0 Actual 20]0/1 ] Target 20]0/11 201 ]/12 Mid-Year Target 87 City Attorney Department Program: Prosecution Program Summary Program Code: 0007 Program Purpose: Strategic Goals Safe Community Addressed: 5 - Year Program Goals Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adonted Pronosed Funding Level $818,431 $795,224 $832,800 $570,300 Full Time Employees 5.8 6.2 7.2 4.8 Funding Sources Program Changes Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. FY 2011/12 Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Ongoing Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. 88 Peiformance Measures Peiformance Measure: Notes 2008/09 Actual 2009/10 Actual 2010111 Target 2010111 Mid-Year 2011/12 Target 89 City Attorney Department Program: Economic Development Agency Services Program Summary Program Code: 0008 Program Purpose: Strategic Goals Business and Economic Development Addressed: 5 - Year Program Goals Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Program Budget Summary 2008/09 200911 0 2010111 2011112 Actual Actual Adopted Proposed Funding Level $125,104 $121,556 $127,300 $130,700 Full Time Employees 1.0 1.1 1.1 0.9 Funding Sources Program Changes Past litigation against thc City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. FY 2011/12 Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. Ongoing Program Objectives Past litigation against the City has demonstrated that the establishment of goals by this office raises liability issues potentially costly to the City. Therefore, no goals are stated. 90 Performance Measures Performance Measure: Notes 2008/09 Actual 200911 0 Actual 201011 I Target 2010111 2011112 Mid-Year Target 9] City Clerk CITY CLERK Admini str atio n Ele clions Passport Records Acceptance Management FUlI-unr Bq:I~ Mninistration 3.75 Sections 0..15 Passport Acx;eptance 0..35 Records l\1magenent 1.75 &lSiness Registrution / lLT Cbllections I 0.00 TOOl! 6.00 &lSirx:s..,,> REgstlaioo Pn:::gantrnrEferred totre MrlJIXe DvatlTtllt lion the Oty Oerk e1t<'rti-.e 7/112011. 1 92 The page was intentionally left blank 93 City Clerk Department Business Plan - Overview To serve our internal and external customers with courtesy and professionalism and provide accurate, timely, efficient and cost effective services in carrying out responsibilities in the four programs that encompass this department, i.e., Administration, Elections, Passport Acceptance Facility, and Records Management. About The Department Mission Statement: The City Clerk is elected at large to a four-year term and carries out duties as mandated in the City's Charter and Municipal Code as well as State-mandated duties. The department has four programs: Administration, Elections, Passport Acceptance Facility, and Records Management. The Administration Program is responsible for preparing agendas and minutes of all meetings of the Mayor and Council/Community Development Commission. This Program processes all resolutions and ordinances and claims filed against the City. The Administration Program also receives appeals and is responsible for maintaining the City's Municipal Code, distributing supplements to Municipal Code subscribers, and maintaining the list of appointees to all City Boards and Commissions. The City Clerk is the custodian of all public documents for the City of San Bernardino. Under State- mandated duties, the City Clerk serves as the filing officer for all Statements of Economic Interest (Form 700). The Elections Program duties are actually performed by staff in the Administration Program and, if required, we enlist the support of personnel in the entire department to assist with a city-conducted election. For cost effectiveness, the City contracts with the County Registrar of Voters to conduct most of our elections; however, this office must be prepared to conduct its own elections ifrequired by the Mayor and Council. The City's regular elections occur every two years and staff prepares candidate notebooks, issues nomination papers and accepts them for filing, along with other documents required to be filed by candidates. Staff proofreads all candidate statements and arranges for the Federally-mandated translation from English to Spanish. This Program must also be prepared to handle any issues/processes concerning charter amendments, recalls, initiatives, referendums, and special elections. The Passport Acceptance Facility iP AF) Program provides a much-needed and convenient service to the public as every U.S. citizen traveling outside of the country is now required to have a U.S. passport. We have one person primarily responsible for this 94 program; however, there are personnel within the entire department who are trained as passport acceptance agents and provide valuable support services to the P AF. The Records Management Program is responsible for maintaining a database of the City's official documents and insuring public access to those documents in compliance with the Public Records Act. Records dating back to 1983 have been scanned and the database of public documents continues to be expanded. This Program has only one person assigned to scan documents and respond to public records requests; however, personnel in the Administrative Program also provide support services as needed. This Program maintains the records retention schedule and submits requests for destruction of records in accordance with the records retention schedule approved by the Mayor and Council. Top Accomplishmentsfor FY 2010/11 1. Issued nomination papers to 4 prospective candidates for the July 12, 2011 Special Election to fill the Second Ward Council seat vacancy. 2. In cooperation with the San Bernardino County Registrar of Voters, successfully conducted the 2010 ballot measure election. 3. Hired a part-time intern to lend much-needed support to the Records Management Program and scanned thousands of Business Registration Applications into the Laserfiche database. 4. The office handled a total of 36,213 phone inquiries and front counter customcrs in 2010 Major Issues for FY 2011/12 I. Recruitment and hiring of a new Records Management Specialist to fill the current vacancy in the Records Management Program. 2. Implement the Intelligent Meeting Management (IQM2) agenda management software program and, in cooperation with the City Manager's Office, the IT Department, and IQM2, provide training to all departments. 3. Fill the vacant Assistant City Clerk position to ensure a smooth transition upon the retirement of the current City Clerk. 4. Conduct the July 12, 2011 Special Election and November 8, 2011 Primary Election. 9S Oty Oem ~tSummy ^3;mw "2cm'10 2)1&]] 2)11112 ftlcent Actual Actual Adopted Ropased Change A J.<jq:Encitur<s Iy I"r<:gnun; 2)1&]]- 2)]]/12 Adninistration 419,549 514,397 5Xl,cm 543,:;:)) 5% Bections 422,= 517,4&1- 523,100 724,400 38'/0 Passport Acceptance 53,Wl 66, 179 66,9Xl 2),9Xl -55% Ra:ords Mmagerrent 76,ffiI 93,28'[ ~,3(XJ 147,400 56'/0 Ellsiness Registmtion 'TLTCbllections D 61-5,1/M 791,875 lID,:;:)) 0 -IOY/o TOOlI 1,617,523 1,983,3D 2,CX:>>,ffil 1,445,3D -28'/0 R J.<jq:Encitur<s IyOassificati... fusonne1 Setvices 1,297,42) 1,219,om 1,230, 1m 576,100 -53'% 1Vbintenance &Q:>emtions ~,987 103,300 1ffi,9Xl 32,100 -68% Clx1trnctual Setvices IC12,387 562,om 565,8J) -;oJ-,8J) 25'/0 Internal Setvices ElC 122,597 ~,3OO l04,ffil 132,400 2ff'/0 capital ClJt1ay 132 4,8J) 3,400 0 -lOY/o lliJt Setvice Gedits / Billables TOOlI 1,617,523 1,983,3D 2,CX:>>,ffil 1,445,3D -28'/0 C Rmdng Source; Gneral Fund 1,617,523 1,983,3D 2,CX:>>,ffil 1,445,3D -28'/0 TOOlI 1,617,523 1,983,3D 2,CX:>>,ffil 1,445,3D -28'/0 A .. . Forconpanson purposes pnorfiscal year actual e;>pendIlure are allocated totheculTent program "work=; Conpensation and liability charges have been added to each I::epartnent's Internal Setvice Charges. "Hrective 7/212)11, Internal Setvices Charges -.Mil be distributed armng all program Flior, these chatb>es \-\eIe placed in the Adrrinistration FrogI'm,; only. DEllsiness Registmtion 'TLT Cbllections prograntransfun,d to the Fmance U:partrrent effirtive July 1, 2)1 L 96 2011/12 Proposed Budget Passport Acceptance 2% Administration 38% Records Management _____ 11% ____ Elections 49% Full-Time Employees Passport Elections Acceptance 97 City Clerk Department Program: Administration Program Summary Program Code: 0001 To prepare Council agendas and minutes, process resolutions and ordinances approved by Council, accept and file claims and Program Purpose: appeals for the City, maintain current rosters for boards and commissions, maintain the Municipal Code, and file FPPC documents for the City to assure compliance with the California Government Code. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Cross-train staff in all aspects of the City Clerk's Office functions in order to retain optimum knowledge and efficiency when key staff members retire within the next few years. 2. Implement Intelligent Meeting Management (IQM2) agenda management software program to streamline the agenda process and more efficiently provide the City Council and the public access to agenda documents. 3. Outsource the maintenance of the Municipal Code to streamline and expedite updates to the Municipal Code. Outsourcing maintenance of the Municipal Code will also give us an opportunity to look at best practices employed by other cities. Program Budget Summary Xffi'OO :ngl0 2010'1] 2011/12 Actual Actual Adopted Flup=ed FlUlding level $+]9,549 $5]4,397 $52O,ffi) $543,50) Fullllrre 6Tploy= 4.00 4.00 3.65 3.75 Flll1ding SolUl:::.e:.:: Program Changes I. Increase in Full Time Employees (FTE) is due to the reallocation of personnel FY 2011/12 Program Objectives I. Fill the vacant Assistant City Clerk position to ensure a smooth transition upon the retirement of the current City Clerk. 98 2. Implement the IQM2 agenda management software program to streamline the agenda process and more efficiently provide the City Council and public access to agenda documents. 3. Send the Senior Customer Service Representative to the 201 I City Clerks Association "Nuts and Bolts" seminar for further training in the City Clerk's Office functions. 4. Send the City Clerk elect and Assistant City Clerk to the 201 I New Law and Election Conference for education on new laws affecting the City Clerk's Office functions. 5. Review the functions of the boards and commissions to streamline operations and avoid duplication of efforts. Ongoing Program Objectives 1. Record and maintain official records of the City of San Bernardino. 2. Facilitate communication and information sharing among the public, City Council and City staff. 3. Maintain up-to-date rosters for the City Boards and Commissions and comply with the Maddy Act which requires that by December 31 of each year a list of upcoming vacancies be posted. 4. Expand the amount of electronic information on the intranet and internet made available to the City Council, City Staff and citizens. 99 Peiformance Measures 2008/09 2009/1 0 20]0/11 20]0/1] 201 ]/12 Actual Actual Target Mid-Year Target Percent of City Council minutes completed within 30 working days. 97.5% 93.7% 98% 76% 90% Number of Council meetings 40 31 ]7 Percent of ordinances processed within one week of adoption. 100% 100% 100% 100% 100% Number of ordinances 35 20 15 Percent of resolutions processed and distributed within one week of adoption. 100% ]00% 100% 100% 100% Number of resolutions 437 509 202 Percent of contracts and agreements and indexed within one week ofCollnciJ (lction. N/A 100~/o 100% 100% ]00% Number of contracts and agreements 274 116 Percent of claims received, logged and routed to departments within 24 hours. 100% 100% ]00% 100% 100% Number of claims 444 469 440 211 Percent of requests for hearing forms received, logged and routed to departments within 24 100% ]00% 100% 100% ]00% hours. Number of request for hearings 449 515 500 153 Percent of requests for appeal forms reed ved, logged and routed to departments within 24 ]00% 100% ]00% 100% 100% hours. Number of request for appeal forms ]3 29 20 6 Percent of Statements of Economic Interest (700 Form) deadline notification emails/letters N/A 100% -N/A 100% 100% sent 1-2 month(s) prior to deadline. Number and percent of FPPC documents (Statement of Economic Interest) received on N/A N/A 290/100% N/A N/A time* Number of counter customers assisted* N/A N/A 900 N/A N/A Number of phone calls' N/A N/A 3,200 N/A N/A Overall cllstomer satisfaction level is rated by customers as meeting or exceeding N/A N/A 85% N/A 85% expectations. 100 "Measure will be deleted. Peiformance Measure: Nates I. Some data may be unavailable or incomplete due to new tracking procedures implemented March 2010. 2. *Measure is being deleted due to measure being unattainable. 101 City Clerk Department Program: Elections Program Summary Program Code: 0009 To conduct and monitor the election process for the City to Program Purpose: assure compliance with the City Charter, Municipal Code, and the State Elections Code to ensure a fair and impartial election process for all candidates running for office in the City. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Continue to conduct the nomination and election processes of the City In an impartial, efficient and thorough manner. Program Budget Summary 2008/09 2009/10 20]0/11 2011/12 Actual Actual Adopted Proposed Funding Level $422,050 $517,464 $523,100 $724,400 Full Time Employees 0.00 0.00 0.]5 0.15 Funding Sources Program Changes 1. None. FY 2011/12 Program Objectives 1. Continue preparing for the July 12,2011 Special Election to fill vacancy in the Second Ward Council seat. 2. Continue to update procedure manual for the charter amendment process and update, if required, procedures for recall, initiative and referendum. 3. Continue the preparation for the November 8, 2011 Primary Election nomination period by compiling candidate notebooks for offices up for election in 20 II (i.e. Council members for wards 3, S, 6, and 7 and the Offices of City Attorney, City Treasurer, and City Clerk). Ongoing Program Objectives l. Continue to update procedures manual concerning the election process. 102 2. Continue to stay abreast of California Election Laws and FPPC requirements affecting campaign committees. 3. Continue to provide courtesy notifications to candidates and committees 111 a timely manner regarding FPPC filing requirements. 4. Continue to review campaign statements in a timely manner and follow up with notifying those requiring amendments. Performance Measures Number and percent of campaign statements received on time. * Percent of courtesy notification emails/letters sent to campaign committees to notify of filing obligations 2-3 weeks prior to deadline. Number of notification ernails/letters sent. Percent of campaign statements reviewed within 6 months of filing. Number of campaign statements reviewed. Percent of candidate notebooks compiled prior to nomination period opening. Number of candidate notebooks compiled Percent of notices published by deadline pursuant to Government Code and Elections Code. Peiformance Measure: Notes 2008/09 Actual 200911 0 Actual 201011 I Target 201011 I Mid-Year 2011112 Target N/A N/A 25/95% N/A N/A N/A 100% 100% 100% 100% 71 28 N/A N/A 100% 100% 100% 53 --_.-_._...~-_._. N/A N/A N/A N/A 100% N/A N/A N/A N/A 100% 1. Some data may be unavailable or incomplete due to new tracking procedures implemented March 2010. 2. *Measure is being deleted due to measure being unattainable. 103 City Clerk Department Program: Passport Acceptance Program Summary Program Code: 0010 To screen official government issued documents and process passp0l1 applications for U.S. citizens intending international Program Purpose: travel on behalf of the U.S. Depm1ment of State according to passport and travel guidelines and generate revenue for the City via the processing and photo fees received for each passport application. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Continue to promote the Passport Acceptance Facility in order to attract more customers from the surrounding communities. 2. Continue to assure compliance with passport acceptance procedures mandated by the U.S. Department of State and offer courteous and efficient customer service. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $53,977 $66,179 $66,900 $29,900 Full Time Employees 1.00 1.00 1.05 0.35 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is due to the reallocation of personnel FY 2011/12 Program Objectives I. Continue to promote our Passport Acceptance Facility (P AF) services to increase revenue for the City. 2. Continue to conduct outreach campaigns about our P AF to the surrounding community agencies and organizations through public service announcements, intranet announcements, and Council meeting announcements from the City Clerk. 3. Continue to provide prompt, courteous, and efficient servIce to our P AF customers. 104 Ongoing Program Objectives I. Continue to stay abreast of laws and regulations govermng the process111g of passport applications. 2. Continue to stay abreast of travel laws and regulations 111 order to provide the most accurate information to the public. Peiformance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Revenue $67,444 $72,061 $75,000 $25,823 $60,000 Number of passport applications 2,008 2111 2,200 762 1600 processed. Number of pictures taken. 1,437 1520 1,500 521 1200 Number of after-hours Passport Nights 10 10 10 6 N/A offered. * Number of passport applications that do N/A N/A Under 5 0 Under 5 not pass State Dept. submission standards Number of photos returned due to quality N/A N/A Under 5 0 0 Issues. Number of counter customers assisted* N/A N/A 1,000 N/A N/A Number of phone calls* N/A N/A 1,000 N/A N/A Performance Measure: Notes 1. Some data may be unavailable or incomplete due to new tracking procedures implemented March 2010. 2. *Measure is being deleted due to measure being unattainable. 105 City Clerk Department Program: Records Management Program Summary Program Code: DOlI To maintain the records of the City utilizing technology to Program Purpose: optimize the efficiency and thoroughness of records for the City and the public in order to assure compliance with records retention schedules and the Public Records Act. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Continue to scan City documents into the Laserfiche database for efficient accessibility. 2. Continue to implement technological advancements in software and hardware that will allow for optimum office efficiency and retrieval of records. 3. Initiate discussions and proposal for a City-wide Records Information Management (RIM) Program. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $76,084 $93,284 $94,300 $147,400 Full Time Employees 1.00 1.00 1.15 1.75 Funding Sources Program Changes I. Increase in Full Time Employees (FTE) is due to the reallocation of personnel FY 2011112 Program Objectives I. Fill the Records Management Specialist vacancy. 2. Scan Campaign Statements and Statement of Economic Interest forms into Laserfiche for more efficient access by City Clerk staff. 3. Complete current records destruction proposal. 106 Ongoing Program Objectives 1. Continue to follow the records retention schedule in order to maintain the quality of storage systems for documents maintained by the City Clerk's Office. 2. Continue to image frequently requested documents, such as Council agenda backup, in order to more efficiently retrieve records when needed. 3. Continue to serve the public by fulfilling public records requests in an efficient and courteous manner, while assuring the fulfillment of the Public Records Act. 4. Provide opportunities for training and education in records management and laws affecting the RIM Program. Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target Percent of records requests responded to within 10 days Number of records requests N1A 98.9% 100% 100% 100% 280 400 105 Percent of records destroyed per records retention schedule. N/A 87% 100% 87% 90% Number of current document pages scanned* N/A N/A 75,000 N/A N/A Number of historical document pages scanned* N/A N/A N/A N/A N/A Scan one year of historical documents? N/A N/A N/A No Yes Peiformance Measure: Notes 1. *Measure is being deleted due (0 measure being unattainable. 107 City Treasurer crry TREi\SURER Full Time Employees Treasurer's Office I 3.00 Tot"J I 3.00 108 This page is intentionally left blank 109 City Treasurer Department Business Plan - Overview Mission Statement: The mission of the City Treasurer Department is to provide cash and investment management services in accordance with City's adopted investment policy and the safeguarding of the City of San Bernardino's cash and investment assets. Its mission is to provide excellent customer service to the citizens of San Bernardino and to provide excellent support and banking liaison services to city departments and the San Bernardino Municipal Water Department. Our mission includes the promotion of accurate and reliable deposit and investment accounting records and the timely preparation of reliable financial information. About The Department I. The City Treasurer is a part-time position elected at large to a four-year term. The City Treasurer is responsible for overseeing City and Water Dept. investments and related policies as established by the Common Council and derived from Resolution No. 91-212 of the City of San Bernardino and the Charter of the City of San Bernardino. Investments are made in conformity to the California Gov Code, Sections 53601 through 53659 and the Investment Policy of the City of San Bernardino 2. The City Treasurcr is also responsible for verification of cash and check collections which are processed through the Water Department Cashiers for the City and Water Department, their physical preparation for bank deposit, and reconcilement of bank deposits, ACH credits, and wire receipts. Top Accomplisltmentsfor FY 2010/11 I. Maintained full compliance with Investment Policy. 2. Prepared the annual review of dealer/ investor relationships and compliance to internal controls. 3. Reviewed and updated the Investment Policy for FY 10/11 and filed the revised FY 11/12 Investment Policy with the Mayor and Common Council Receipt 4. Maintained full compliance to GASB 31, with respect to appropriate valuation of investment securities. 5. Managed daily banking for the City. 110 6. Completed implementation of remote deposit system Major Issuesfor FY 2011/2012 I. Maintain a favorable rate of return on the City's investments while ensunng investments meet policies for risk III A EXp>nitures ~ Pn:gram. GtyTreasu-er ~t Summy '3xw<9 ~1O 3J10'11 3J1I1I2 Ren:ent Actual Actual Adopted Aup<:>>ed Olange 3J10'11-3J1I/12 2<9,461 197,1W Xl2,4OO 210,400 40/0 2<9,461 197,1W Xl2,4OO 210,400 40/0 Oty Treasurer TOOl! R EXp>nitures ~aassificalia1 fusonnel Services l\Ibintenance &QJerntions Cbntrnctual Setvices Internal Setvices flC Olpital ClItJay rux &!vice (}-edits / Bllables TOOl! 191,768 7,245 4,106 6,292 176,3Xl 11,300 4,400 5,;ID 179,;ID 100,6)) 10/0 11,300 11,300 a'/o 4,400 4,400 (Wo 7,= 14, ](XJ 88"/0 2<9,461 197,1W Xl2,4OO 210,400 40/0 C Flmdng Source; Gneral Rmd TOOl! 2<9,461 2<9,461 197,1W 197,1W Xl2,4OO Xl2,4OO 210,400 210,400 40/0 40/0 ARJr conparison purposes prior fiscal year actual e>penditure are allocated to the elll1Ult pmgpITI "workets Cbnpensation and Liability charges have been added to each U'partnmt's Internal &!vice Olargcs. c1nerease in Internal &!vice Chugcs due to the reallocation ofUilities and lnfonTIltion Technology Charges armng all departrrents and prograrl"E. llior these charges ""'" only charged to a rewdepartnmts. 112 2011/12 Proposed City Treasurer 100% Full-Time Employees City Treasurer's Office 100% 113 City Treasurer Department Program: City Treasurer Program Summary Program Code: 0017 Provision of cash and investment management services In accordance with City's adopted investment policy. Management of banking services and deposit services in a timely manner. Program Purpose: Preparation of accurate and reliable deposit and investment accounting records and the timely preparation of reliable financial information. Provision of support to other City departments. Strategic Goals Responsible Government Addressed: 5 - Year Program Goals I. None Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $209,461 $197,700 $202,400 $210,400 Full Time Employees 3.00 3.00 3.00 3.00 Funding Sources Program Changes I. None. FY 2011/2012 Program Objectives 1. Complete the review of on-going bond disclosure process. 2. Complete the review of investor/broker relationship and compliance to internal controls. 3. Review and update the employee staff manual. 4. Expand services provided to Fleet Management and Finance Department regarding fuel use and tax reporting. Ongoing Program Objectives 1. Maintain full compliance with Investment Policy 114 2. Continue cross training. 3. Maintain full compliance to GASB 31. Performance Measures Submit monthly report on investment activities on time and complete Bond Measure Disclosure Process. Overall customer satisfaction level is rated by customers as meeting or exceeding ex ectations. Performance Measure: Notes 2008/09 Actual Yes N/A 2009/1 0 Actual Yes N/A 2010/11 Target Yes 85% 2010/11 Mid-Year Yes N/A 2011/12 Target Yes 85% 1. None. 115 Civil Service CIVIL SERVICE I I Administration Employment Services Full Time Fmployees Administration 1.00 Employment Services 2.00 Total 3.00 116 This page was intentionally left blank 117 Civil Service Department Business Plan - Overview Mission Statement: To support City management to appoint and retain a qualified, effective workforce through fair, consistent, and objective screening, testing, and disciplinary appeal processes. About The Department The Civil Service Board is authorized by the City Charter. The Board consists of five Commissioners who are appointed by the Mayor with the consent and approval of the Council. The Board directs and is served by the Chief Examiner, an analyst, and a technician. The Civil Service Department provides pre-employment screening, testing, and certification services for approximately 500 job classifications in the City and the Water Department while ensuring that testing standards and examinations are valid, reliable, and job-related. In providing services to classified employees who appeal lay-off or disciplinary decisions, the Department ensures the Civil Service Rules are in compliance with the Charter and that City policies and procedures are fairly and consistently applied. Top Accomplishments for FY 201 0/11 1. Through mid-year, reduced "A verage-time-in-Civil Service" for application processing from an average of 14 to 10 working days. 2. Collaborated with impacted departments and City Manager's office to implement Tier 1 and 2 reductions-in- force to facilitate budget reductions. 3. Completed review of recommendations for revisions to Chapter 5 of Civil Service Rules with Board of Commissioners and City Attorney liaison. 4. Updated and streamlined testing standards for Police Dispatcher to include new validated testing product; testing standard now conforms to Fire Dispatcher. 5. Researched new test item bank product to better meet City's screening and testing needs and to enhance efficiency and effectiveness of Civil Service process. 6. Partnered with San Bernardino Unified School District to provide a professional setting with upgraded technology for testing large groups of applicants. 7. Worked with Job Corps, SBETA, and Asterisk programs to provide on-the-job training and mentoring to area interns. 118 8. Department staff served on the following committees and task forces: Information Technology, Teamwork, Communications, Transition ofIntegrated Waste Customer Service to Water Department, and SB Direct Call Center. Major Issuesfor FY 2011/12 I. Maintain/improve service levels to applicants, employees, and City management ~ Due to lay-offs and salary concessions, Department staffing hours reduced by nearly 30% (current staff at 3 FTE's, including Director). ~ During past six months, average number of "new recruitments opened" increased from six to nine per month. ~ During past six months, average number of "recruitments in process" increased from 17 to 20 per month. ~ Appeal hearings require staffing by two FTE's, leaving one employee to staff the department for the duration of the proceedings. ~ Department charged with responsibility for dedicating one employee, 5 hours per day, to provide coverage for 2nd floor public counter (approximately 10,000 contacts per year). 2. Online application process limitations ~ During a slow economy, number of unqualified applicants per recruitment ll1creases. ~ Online application allows unqualified applicants to complete and submit applications. ~ All applications must be screened and all applicants must be contacted with results. 3. Testing methods and instruments ~ Need to evaluate and implement new source for written test content. ~ Need to work with departments to review/revise written exams to ensure tests accurately assess knowledge and experience required to perform work duties outlined in current job descriptions. ~ Need to work with Information Technology to evaluate and update testing equipment. ~ Need to work with Facilities to provide a professional environment for testing and interviewing applicants. 119 A EXperrltures ~ Prq;:ram; Gvil Service ~ts..mmy "XffiIw ~1O 3)]0'11 3)] ]/]2 A==rt Act:uli Act:uli Ad::p:ed Prqxsed Glange 3)]0'] I -3)11/]2 134~6ID ]34,57] 139,'1CO ]&S;lX> 349/0 15l',]67 ]5l',029 ]63,1Ul ],:09,2Il 9'/0 292,856 292,cro 3Cl3, ]00 365,'1CO 210/0 .Adninistmtion Hrployrrent Services TOO>! B. EXperrltures ~aassificai<n Fersonnel &lVices lVbintenance &QJemtions Cbntractual Services Irterrcl SetviceB,C:;D capital Ortlay Dbt Service Gedits / Hllables TOO>! 21:D;2i57 4,889 o 7,1Ul 2:T/,= 7,'1CO o 7,300 284; IUl 7,'1CO o 11,000 288,'1CO 6,XO o 7Q,8Xl 10/0 -16'/0 0'/0 544% 292,856 292,cro 3Cl3, ]00 365,'1CO 21% C Rmdug Sources TOO>! 292,856 292,856 292,cro 292,cro 3m, ]00 3m, ]00 365,'1CO 365,'1CO 210/0 210/0 CCneml Hillel AFar colTJXUison pLUplJSES prior fiscal ycnr actual e>penditure are allocated to the G~t prograrn "workers Cbnpcnsation and liability eharges have been added to each I:::ejxutrrent's Intemal SelVi= Charges. cEflective7/1/'X>11, Internal5etviccs Chmges Vvil! be distributed 3lTDflgaJI progmm mar, these charges v..ere placed in the Ach,;nistration lyt-ogmlTE only_ oITlClease in Internal S=Ivice Ulalges due to the reallex::ation ot-Clilities and Infonnuion Technology Charges anung all departITL'TIts and prograrrs_ FTIar these charges v.ere only charged to a fuwdepartrrents. 120 2011/12 Proposed Administration 51% Employment Services 49% Full Time Employees Full Time Employees 33% r 121 Civil Service Department Program: Administration Program Summary Program Code: 0001 To retain a qualified and effective workforce through the Program Purpose: provision of efficient, responsive administrative services and support and the fair, consistent, and objective application of the Civil Service Rules and procedures. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Ensure the retention of an efficient and effective workforce to respond to the service needs of the Community. 2. Provide effective and efficient administrative support and services to the Civil Service Board. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level 134,689 134,571 139,400 186,200 Full Time Employees 1.00 1.00 1.00 1.00 Funding Sources Program Changes None FY 2011/12 Program Objectives I. Complete draft of revisions to Chapter 5 of Civil Service Rules for "meet and confer" process and Personnel Committee review. 2. Submit recommendations for revisions to additional chapters of Civil Service Rules to Board of Commissioners and City Attorney liaison. 3. Create an index of agenda items. 4. Complete Records Retention Project. 5. Continue to evaluate monthly reports to ensure meaningful data provided to Civil Service Board. 122 Ongoing Program Objectives 1. Ensure Civil Service Rules and procedures result in the retention of the most qualified and effective employees. 2. Increase staff knowledge of Rules and procedures and consult with multiple sources to ensure accuracy of determinations by Department staff to eliminate decisions overturned by Civil Service Board. 3. Provide timely and efficient administrative support and services to the Civil Service Board to include distributing agendas and back-up materials in compliance with posting requirements; conducting investigations; scheduling appeals; issuing subpoenas; and distributing Findings of Fact. 4. Manage confidential records and documents to ensure secure storage; prompt retrieval upon request; and destruction of obsolete records as appropriate. Continue to work to reduce paper files in favor of electronic storage. Peiformance Measures Percentage/(number) of complaints/issues resolved within three work days Percentage/(number) of requests for assistance with reduction-in-force issues with response time within three work days Percentage of Chief Examiner decisions upheld by CSB Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Peiformance Measure: Notes 2008/09 200911 0 2010111 2010111 Actual Actual Target Mid-Year 100% 100% 100% 100% (309) (336) (113) 100% 100% 100% 100% (250) (41) (56) 94% 100% 100% 100% 2011112 Target 100% 100% 100% N/A N/A 85% N/A 85% None 123 Civil Service Department Program: Employment Services Program Summary Program Code: 0018 To provide the City with a well-qualified workforce through the Program Purpose: coordination and administration of efficient, fair, consistent, and objective screening and testing methods and processes. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Ensure availability of a well-qualified workforce to meet City staffing and service needs. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level 158,]67 ] 58,029 ]63,700 179,200 Full Time Employees 2.00 2.00 2.00 2.00 Funding Sources Program Changes 1. None. FY 2011/12 Program Objectives I. Work with online application vendor to pursue "auto scoring" option to automatically screen-out unqualified applications. 2. Work with Informational Technology to implement an automated process to bar ineligible applicants from applying for "City-Only" promotional opportunities. 3. Contract with a new test item bank vendor to update test content; resume administration of written exams. 4. Continue to collect and evaluate oral board pass rates to establish baseline for improvement opportunities. 5. Explore intergovernmental partnerships to screen/test for common jobs. 6. Pursue membership in a professional organization that provides continuing education in testing and selection standards for public employers. 124 Ongoing Program Objectives 1. Continue to streamline processes in order to maintain or improve "A verage-time- in-Civil Service" for application processing and to ensure completion of all recruitments within thirty day goal. 2. Increase efficiency and effectiveness of screening through expanded use of automation features of online application process. 3. Collaborate with Human Resources and departments to review and revise testing standards, examination methods, and instruments to identify candidates most likely to be successful City employees. Peiformance Measures 2008/09 2009/10 2010111 2010111 2011112 Actual Actual Target Mid-Year Target Total number of applications screened 10,467 8,217 8000 3270 8000 Percentage/(number) of applications 80% 98% 98% 99% 98% submitted online v. hard copy (8326) (8069) (7840) (3235) (7840) Total number of recruitments processed 122 119 115 56 115 Percentage/(number) of recruitments 93% 98% 100% 96% 100% processed within 30-day goal (113) (117) (115) (54) (lIS) A verage number of working days 15 14 14 10 14 required to certify candidates to depts. Customer Service Index - percentage of complaints/challenges compared to 3% 2% 2% 2% 2% number of contacts. Performance Measure: Notes 1, Thirty percent reduction in staff hours compared to increases in average number of "new recruitments opened" per month and average number of "recruitments in process" per month may negatively impact performance in measures 4, 5, and 6. 125 Council COUNCIL I I City Council Council Support Rdl Tirre EiTd~ Cbuncilpersons 7.00 Cbuncil Support 4.00 TOOlI 11.00 126 This page was intentionally left blank 127 Council Department Business Plan - Overview To provide policy direction and leadership to enhance the sociaII and economic well-being of the City and its citizens. __~ Mission Statement: About The Department The Common Council is an elected body with legislative powers to enact ordinances, resolutions, policies and enforcement and funding actions to enhance the social and economic well-being of the City and its citizens. Seven members are elected to represent wards for a four year term. The Council Office is currently staffed by one Executive Assistant to the Council, one Administrative Operations Supervisor, two Administrative Assistants and one part-time Student Intern. Its role is to provide services that support Council to fulfill its legislative and constituent service responsibilities. Top Accomplishments for FY 2010111 1. Reduction of certain Development Impact Fees 2. Adopted Budget for FY 2010-2011 3. Code of Conduct Guidelines 4. Adopted 5 Year crp 5. Adopted Resolution Supporting High Speed Rail Alignment along the 1-215 Corridor 6. Approved Funding for SB Direct Call Center 7. New Metrolink Parking Structure 8. New Agenda Management System 9. Expansion of the San Bernardino Valley Enterprise Zone 10. Adopted Ordinance for Crime Free Rental Housing Program 11. Two new TELACU Senior Housing Complex 12. San Bernardino Economic Development Corporation 13. Office of Business Development Center through the Economic Development Agency 128 Major Issuesfor FY 2011/12 1. The economic situation will continue to impact City revenues and Council will continue to make difficult choices in order to provide services the community needs at an affordable tax rate. 2. Staffing levels are important in order to address the increase in constituent demand for services. 129 Cburil ~tSummy ^':mYm Actual A EXrendtures ~ Program; Oty COuncil COuncil &rpport TOOlI 110,673 m,lffi 4SO,482 R EXrendtures ~ Oassificati<rl Fasonnel Scrvices l'vbintenance &Q:>erations Cbntrnctual Setvices Internal Setvices ac ChpitaI Clrtlay Di>t Setvice Oedits / BUables TOOlI 431,2l'6 33,916 4,478 16,1()) 4,672 45D,482 C Rmdng Sources G:neral FW1d iIl'\ / <:I::R3 440,482 ~(XXJ 45D,482 TOOlI A2:WIO Actual 122,433 43J,167 5'l2,tm 4lli,3(XJ 4(),JU) o 15,tm o 5'l2,tm 247,1()) 295,SCO 5'l2,tm 2010'11 Adopted 128,3()) 440,3()) :68,tm 501,2lXl 41,tm o 25,8X> o :68,tm 423,tm 145,(XXJ :68,tm 20 11112 A-opa;ed 202,3()) 413, JU) 616,(XXJ 481,8X> 43,2lXl o 91,(XXJ o 616,(XXJ 47],(XXJ 145,(XXJ 616,(XXJ fu=nt Olange 2010'1] -20]]/12 58'/0 -<'P/o l:Wo -40/0 40/0 (1'/0 253% CPA) &'/0 11 0/0 CWo &'/0 AFor conparison pwposes prior fiscal year actual eJiJfnditure are allocated to the current program "workers Conpensation and Liability charges have been added to each D:partrrent's Internal Setvice C1mrges. clncrease in Internal Setvice C11arges due to the reallocation ofUilities and Inful11ntion Technology C1mrges ru1D!lg all departnents and program;. Aiorthese charges V>eI'" only charged to a Jew departnents. 130 2011/12 Proposed Council Support 67% City Council 33% Full Time Employees Council Support 36% City Council 64% 131 Council Department Program: City Council Program Summary Program Code: 0022 Program Purpose: To provide policy leadership and strategic direction for the City government of San Bernardino. Strategic Goals Responsive Government Addressed: S - Year Program Goals I. Establish an effective policy framework with goals, priorities and initiatives to guide City operations and budget investments. 2. Enhance customer service, communications with residents, and response times. 3. Review and update the City Charter to assure the most efficient effective form of government. Program Budget Summary 2008/09 200911 0 20]0111 20]]112 Actual Actual Adopted Pronosed Funding Level $] 10,673 $]22,433 $] 28,300 $202,300 Full Time Employees 7.00 7.00 7.00 7.00 Funding Sources Program Changes I. None. FY 2011/12 Program Objectives To make the legislative decisions that will increase the quality oflife for the residents and businesses within the City. Ongoing Program Objectives I. Conduct Council sessions, hearings, work sessions and meetings to set the policy direction for the City government. 132 2. Ensure public input to the legislative decision process through open and effective communication. 3. Fulfill legal and statutory duties of the Council for budgeting and financial stewardship. Performance Measures 2008/09 Actual 2009/10 Actual 20]01J ] Target 20]01J 1 Mid-Year 20] ]/12 Target 24 council meetings per year 84 council committee meetings per year N/A N/A N/A N/A N/A N/A N/A N/A Yes Yes Performance Measure: Notes 1. None. 133 Council Department Program: Council Support Program Summary Program Code: 0023 To assist City Council's in fulfilling its legislative and Program Purpose: constituent service functions by providing excellent administrative support services. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Enhance constituent/customer service through effective automated tracking and management of requests. 2. Modernize the Council Office to allow the Council and staff to work as efficiently as possible. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $379,809 $420,167 $440,300 $413,700 Full Time Employees 3.00 4.00 4.00 4.00 Funding Sources Program Changes I. None. FY 2011/12 Program Objectives I. Implement New Agenda Management Program 2. Prepare for Possibility of 5 New Council Members 3. Ergonomic Upgrades for Council Work Stations 4. Upgrade of Council Office Conference Room for Computer Access for Power Point Presentation capabilities Ongoing Program Objectives I. Provide responsive services to answer inquiries and accept and fulfill constituent requests. 134 2. Schedule and support meetings and appearances for Council members. 3. Provide general administrative support for the Council. Performance Measures 2008/09 2009/1 0 20]0/1 ] 2010/1 ] 201 ]/12 Actual Actual Target Mid-Year Target Coordinate 10 Special Events N/A N/A N/A N/A Yes Respond to 200 Constituent Requests Per N/A N/A N/A N/A Yes Week 60 Constituent Meetings Per Week N/A N/A N/A N/A Yes Perform 20 Ward Inspections Per Week N/A N/A N/A N/A Yes Prepare 430 Commendations N/A N/A N/A N/A Yes Performance Measure: Notes 1. None. 135 Community Development COMIVIUNITY DEVELOPMENT Administratio n Plannin g Land Building & Development Safety Stormwater Ivlgmt Co de Enforcement NPDES Full-Time Employees Administration 6.00 En fo rcemen t/Bea II tification 34.00 Stormwater Management 2.00 Building and Safety 15.00 Planning 4.00 Weed A batement I 0.00 Single Family Rental Inspection I 0.00 Land Development 3.00 Pe1111its & Customer Service 2 0.00 Total 64.00 I .. . Smgle Family Rental Inspection and Weed Abatement programs were combined with Enforcement & Beautification forthe FY20l1112 Budget Permits & Customer Service was combined with Building & Safety This page was intentionally left blank 137 Community Development Business Plan - Overview The mission of the Community Development Department is provide planning, urban design, historic preservation, plan check, permitting, and land use application services including ensuring maintenance of properties to citizens, developers, businesses and visitors so they can benefit from orderly and environmentally sensitive growth and development. About The Department Mission Statement: The Community Development Department is comprised of six program areas, which include Administration, Planning, Land Development, Building and Safety, Stormwater Management/NPDES, and Code. Enforcement/ I. Admiuistratiou. This program is responsible for the overall policy direction and management ofthe department and provides administrative support to management staff and programs. This division is also responsible for budget preparation and maintenance, billing for departmental services, processing all invoices and purchase orders, and personnel processing and policy. 2. Planning. This program is responsible for periodic updates of the City's General Plan and processing applications for conditional use permits, subdivisions, variances, and development permits consistent with the City's General Plan and Development Code, and other planning-related laws as outlined in the California Government Code. Staff also provides support to the Planning Commission, Development/Environmental Rcview Committee, and Historical Preservation Commission. The program oversees environmental analysis for public and private projects, prepares and administers specific plans and area plans, conducts special studies related to land use and development and works with other agencies and the public on special land use related projects. 3. Land Development. This program participates on the Development/ Environmental Review Committee to establish improvement requirements for new development and also provides plan checking for new development, including site grading and drainage and related off-site improvements within the public right of way. The division checks subdivisions, parcel maps, and records of survey for conformance with the Subdivision Map Act. 4. Storm water ManagementINPDES. This program is responsible for compliance with the City's Municipal Separate Storm Sewer System (MS4) permit, in accordance with the National Pollution Discharge Elimination System (NPDES) requirements. The division provides input on the design of development projects and ensures Water Quality Management Plans (WQMP) contain adequate best management practices (BMP) for storm water quality; inspects construction sites, 138 municipal property, and commercial and industrial businesses to ensure pollutant control measures are in place and provides stormwater-related educational material to the public and development community. 5. Building. This program is responsible for plan check submittal, plan review, issuance of permits, building and on-site inspections to ensure compliance with building codes, state laws and regulations, state energy and conservation requirements, disabled access requirements, implementation of the City's mobile home park inspection and unreinforced masonry building mitigation programs, and other City ordinances. The division provides staff support to the Disabled Access Appeals Board Building and Safety also provides general information related to planning, building, and engineering requirements thm assistance at the front counter. 6. Code Enforcement. This program is responsible for the promotion of safety, enforcing minimum property maintenance standards for single-family and multi- family rental properties, and inspecting all vacant lots in the City. Inspections are also conducted pro actively to find serious code infractions and also to ensure compliance with conditions of approval and mitigation measures on discretionary permits. This is accomplished by inspections, working with the community, neighborhood organizations and other departments and agencies to ensure that existing buildings and properties conform to the property maintenance ordinances and other applicable codes. Top Accomplisltmentsfor FY 2010/11 1. Implementation of staff reorganization for better service at the front counter. 2. Addition of Historic Preservation Commission information to the City web site. 3. Conversion to digital recording media for all public meetings. 4. Implementation of a no-fee pre-application conference service. 5. Implementation of paperless agenda distribution as an option for the Planning Commission members. 6. Adoption of the 20 10 California Building Standards Codes and the California Green Building Code. 7. Training and Certification of Building and Safety Staff to comply with SB 1608 (CA Access Specialist Certification (CASP)). 139 8. Implementation of the Interactive Voice Recognition (IVR) Te]ephone System allowing clerical resources to be redirected to the Call Center and other functions. 9. Creation a "One-Stop" public counter operation by crossed training staff on the basic building permit, planning applications and land development functions. 10. Creation of the RFQ process to establish contracts with four vendors to provide plan review services for the reorganized division. ] I. Creation of procedures for the implementation of Public Works' C&D construction ordinance as it relates to the issuance of building permits. ] 2. Implementation of a department program budget. 13. Addition of weekend coverage to address yard sales, transient vendors, and illegal signs. 14. Creation of the commercial enforcement addressing main commercial corridors and providing training concerning city expectation of commercial properties. ]5. Consolidation of all purchasing, billing and budget work for all divisions. 16. Established phone appointments for daily inspections and submition of projects for Planning Commission. 17. All department forms, fees, and applications have been placed on line. 18. Dedicated phone line for weekends was added and advertised widely. Major Issuesfor FY 20II/I2 ]. Coordination of the Omnitrans sbX project with local businesses. 2. Increase tracking of counter service established with quarterly comment card summary and survey. 3. Establishment of an electronic "plan check" submittal process to streamline the plan check process. (carryover) 4. Implementation of Water Efficient Landscape Ordinance. (carryover) 5. Complete the storage, archiving and organizing of files and plans. 140 6. Providing employee development opportunities through expanded training, with an emphasis on cross-training and professional certification. 7. Work with the Economic Development Agency to develop additional resources for home owners who lack financial ability to bring property into compliance. (carryover) 8. Streamline and consolidate services with Finance for processing business registration applications at the front counter. 9. Develop ordinances to provide tools necessary to facilitate processing of development applications. 10. Enhanced training for all departments that serve commissions - Planning Commission, Historic Preservation, and Board of Building Commission. II. Explore options for vacant lot beautification through installation of low maintenance vegetation in the down-town area. (carryover) 141 Community Development Budget Summary ^2008/09 A2009/1 0 2010/11 2011/12 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010/1] - 20] 1/12 Administration ],6] ],436 1,577,321 1,703,800 ], I 05,800 -35% Building & Safety 632,166 618,782 668,400 1,289,500 93% Enforcement & Beautification 2,032,691 1,989,658 2,149,200 3,350,700 56% Land Development 200,223 ] 95,985 211,700 359,800 70% Permits & Customer Service D 585,255 572,864 618,800 0 -100% Planning 616,655 603,600 652,000 70] ,500 8% Single Family Rental Inspection c 820,567 803,195 867,600 0 -100% Stonnwater M anagernent 415,012 406,226 438,800 449,800 3% Weed Abatement C 280,710 274,768 296,800 0 -100% Total Department 7,]94,715 7,042,400 7,607,100 7,257,100 -5% B. Expenditures by Classification Personnel Services 5,784,891 5,172,500 5,394,300 5,152,300 -4% Maintenance & Operations 3] 9,730 508,400 558,900 423,100 -24% Contractual Services 677,030 920,100 998,200 873,700 -12% Internal Services B,E 364,980 392,500 628,700 796,000 27% Capital Outlay 48,084 48,900 27,000 12,000 -56% Debt Service Credits / Billables Total 7,194,715 7,042,400 7,607,100 7,257,100 -5% C. Funding Sources General Fund 4,554,565 4,629,300 5,846,700 5,65],] 00 -3% EDA / CDBO 2,640,] 50 2,413,100 1,760,400 ] ,606,000 -9% Total 7,194,715 7,042,400 7,607,100 7,257,100 -5% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program. BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. C Single Family Rental Inspection and Weed Abatement programs were combined with Enforcement & Beautification for the FY 2011/12 Budget [) Pennits & Customer Service was combined with Building & Safety forthe FY201 ]112 Budget EEffective 7/1/2011, Internal Services Charges will be distributed among all program. Prior, these charges were placed in the Administration Prograrns only. 142 2011/12 Proposed Single Family Stormwater Rental ~~:ectlon ~ana:~~ nt weerd Aottem:ndtministration Planning \ \ 15% Permits & 10%---..... Customer Service o 0% land Development 5% Building & Safety 18% Total 11.00 Single Family Rental land InspectionA Weed ~Development AbatementA 0% 0% 6% ~ Enforcement/Sea its & utification 9% 5% Building and Safety 3% 143 Community Development Program: Administration Program Summary Program Code: 000] To plan, administer and coordinate the resources necessary to Program Purpose: ensure cost effective and efficient support services to the Community Deve]opment Department. Strategic Goals . Business and Economic Deve]opment Addressed: . Responsive Government 5 - Year Program Goals ]. Use new technology to provide improved services to citizens and to make recommendations and implement approaches that coordinate with other departments and serve a growing city. 2. Streamline the process for reimbursement and other accounting-related activities. 3. Deve]op and implement succession and career planning in each program to ensure effective management and supervision. 4. Focus on customer service and enhanced communications and consistency during the development process. 5. Examine and revise internal systems and processes to empower staffto more effectively and rapidly respond to changing conditions (c.g., changes in the economy, foreclosure trends, etc.) while maintaining necessary accountability and control. 6. Continue to work with the County Assessor's Office and Finance on tracking lien payments paid through property taxes. Program Budget Summary 2008/09 2009/1 0 20]0/11 2011/12 Actual Actual Adopted Proposed Funding Level $],6] 1,436 $1,577,321 $],703,800 $],105,800 Full Time Employees 2.00 9.00 9.00 6.00 Funding Sources ]44 Program Changes 1. Decrease in Full Time Employees (FTE) is a result of reallocation of personnel. FY 2011/12 Program Objectives I. Create written Policies and Standard Operating Procedures for every work group to effectively communicate expectations to staff and respond to community needs. (carry over) 2. Cross-train staff on all office and accounting procedures. (carryover) 3. Develop a program for measuring customer service satisfaction. 4. Ensure all employees work product is evaluated annually. 5. All newly adopted codes, plans and other pertinent information for the public shall be available on the website within 10 days of adoption. 6. GIS system with all property information including zoning, ownership, and links to permits shall be available to staff and the public on a fast, efficient system. Ongoing Program Obiectives I. Continue to monitor the archiving process for staff and public access. 2. Continue improvement of complaint tracking and follow-up measures through the SB Access Online. 3. Provide administrative, technical and financial support to Community Development to ensure cost effectiveness and efficiency. 4. Continue to meet with advisory group members from the development community to solve problems and propose process improvements. 5. Ensure expenditures submitted by the Department are in accordance with budget provisions and fund policies. 145 Performance Measures 2007/08 2008/09 2010111 2010111 2011/12 Actual Actual Target Mid-Year Target Percentage of annual performance targets N/A N/A 85% 65% 95% met in all programs. Maintain overall customer satisfaction rating of "Good" or higher on an N/A N/A 90% 73% 90% "Exceeded" scale in SB Access Online Program. Maintain overall customer satisfaction rating of "Good" or higher on an "Exceeded" scale in SB Access Online N/A N/A 90% 52% 90% Program with the Permits and Customer Service program. Percentage of planned FY2011 objectives N/A N/A 85% 75% 90% met by all programs. Percentage of Department performance measures with data and documentation N/A N/A 95% 80% 95% reported by required due date. Percentage of demands for I ien pay offs N/A N/A 95% 95% 95% processed within 30 days. Percentage of liens resulting in costs being fully recovered through lien N/A N/A 85% 70% 90% process. Percentage of department complaints investigated responded to within one N/A N/A 95% 93% 95% week. Percentage of employees attending 10 or more hours of professional training per N/A N/A N/A N/A 75% I year. Overall customer satisfaction level is rated by customers as meeting or 85% N/A 85% exceeding expectations. N/A N/A Performance Measure: Notes IThis was not previously measured. 146 Community Development Program: Planning Program Summary Program Code: 0029 To provide policy development and recommendation services to appointed and elected representatives to achieve orderly and Program Purpose: sustainable development and implement City General Plan policies and zoning regulations by processing land use and development applications, while providing information to the public. . Safe Community . Business and Economic Development Strategic Goals . Responsive Government Addressed: . Transportation and Infrastructure . Beautification . Vibrant Quality of Life 5 - Year Program Goals 1. Streamline and improve the City's Development Code and Planning Division review procedures and services. 2. Facilitate economic development and recovery of the City through plan creation, code modification and effective Planning Division services. 3. Improve and enhance the on-line resources and information related to planning and development on the City web site. Program Budget Summary 2008/09 2009/1 0 2010/11 201 ]/12 Actual Actual Adopted Proposed Funding Level $6]6,655 $603,600 $652,000 $70],500 Full Time Employees 4.00 4.00 4.00 4.00 Funding Sources Program Changes 1. None 147 FY 2011/12 Program Objectives I. Facilitate economic development by giving priority to application intake and new business registration reviews for key projects. 2. Implement the new Water Efficient Landscape Ordinance with a revision of the landscaping design standards and the landscape plan review process. 3. Identify neighborhoods having characteristics appropriate to begin a "Great Neighborhood" plan. 4. Identify corridors having characteristics appropriate to begin a "Great Street" plan. 5. Create educational material regarding Historic Preservation for property owners and the public to increase awareness of city assets. 6. Create landscaping checklist for public, plan checkers and inspectors to ensure compliance with Code. 7. Fully implement pre-application process to ensure access to all involved division staff early in the process giving developers and citizens access to needed information prior to significant private investment being made. Ongoing Program Objectives 1. Provide excellent service with Planning and zoning information and processing of development and other entitlement applications. 2. Continue to improve public access to records and resources by converting archivcd records to digital formats and making more forms and information available on the City web site. 3. Continue to cooperate with other agencies concerning their planned facilities in the City, or in the review of project plans that may impact the City, and in the preparation of regional plans that include or affect the City. 4. Work with EDA staff to ensure a coordinated approach to Planning and redevelopment activities and to facilitate economic development. 148 Performance Measures 2008/09 2009/10 2010111 2010111 2011112 Actual Actual Target Mid-Year Target Percentage of zoning verification reviews for new businesses (not property rental) N/A N/A 100% 99% 100% completed in 1 day or less. I Percentage of initial plan reviews N/A N/A 95% 100% 100% completed within 30 days Percentage of new planning cases reviewed, assigned and scheduled for N/A N/A 80% 21% 80% D/ERC if complete within two weeks. Number oflong range plans coordinated or prepared in collaboration with others to N/A N/A 5 implement the vision of the Mayor and N/A N/A Council. Percentage of call center CRM N/A N/A 50% 43% 85% assignments completed within 24hrs. Percent of General Plan elements meeting state law guidelines for completeness and N/A N/A N/A N/A 100% timelines.3 Percent of abeyances not due to staff 95% analysis or notification error.4 N/A N/A N/A N/A Percent of those surveyed satisfied with 80% adequacy of pre-application process. 5 N/A N/A N/A N/A Peiformance Measure: Notes I. Estimated from a 33% sample taken from days 1-10 of each month, July- December 2010. 2. All plans met plan check contract I" check turnaround time. 3. This performance measure was not previously tracked. 4. This performance measure was not previously tracked. 5. This performance measure was not previously tracked. 149 Community Development Program: Land Development Program Summary Program Code: 0030 To facilitate development in a manner consistent with the City's Program Purpose: municipal codes, Subdivision Map Act, and Public Works Standards, and Policies by reviewing public and private improvements associated with new development. Strategic Goals . Business and Economic Development Addressed: . Responsive Government . Safety 5 - Year Program Goals I. Ensure high quality infrastructure is provided by new development. 2. Improve access to City infrastructure records by making imaged documents available on-line. 3. Update the storm drain and sewer atlas to reflect the current system 4. Provide online plan check. 5. Develop standardized design policies for private stormwater basins. Program Budget Summary 2008/09 2009/1 0 20]0/11 2011/12 Actual Actual Adopted Proposed Funding Level $200,224 $] 95,985 $211,700 $359,800 Full Time Employees 3.00 3.00 2.50 3.00 Funding Sources Program Changes I. The Senior Civil Engineer position was created and filled in May, 2011. FY 2011/12 Program Objectives 1. Update the public improvement data bases when projects are completed and within one week of issuance of a celiificate of Occupancy. 2. Through outreach and education, assist developers in providing complete plans on the first submittal. ISO 3. Work in partnership with developers, City departments, and other agencies to create quality public improvements. 4. In coordination with the Public Works Department, update the City standard drawings for public improvements related to development projects. 5. Assess projects and devise options to ensure prompt processing of applications through the DRC process with the goal of no resubmittals. 6. Review all code section to remove impediments to development by inconsistent language or requirements that exceed reasonable standards. Ongoing Program Objectives I. Scan and index plans and documents and make them available online. 2. Optimize records and storage retrieval. 3. Provide accurate, complete, and timely engineering reviews of technical studies, plans, maps, and permit applications. 4. Monitor the construction of public infrastructure improvements for quality assurance and compliance with City specifications and regulations. 5. Track the value of public improvements constructed by private developers. 6. Provide ongoing training in Land Development issues for Community Development staff and the public. 151 Peljormance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of parcel maps, lot mergers, tot line adjustments, and certificates of N/A N/A 100% 17% ]00% compliance reviewed within 30 days. Percentage of planning cases and reviews N/A N/A 85% 90% 100 of site plans completed within one week. Percentage of final plans reviewed and N/A N/A 65% 90% signed within 48 hours. I 90% Percentage of initial plan reviews N/A N/A 80% 57% 80% completed within 20 days. Percentage of public improvement plans entered into the City's GIS data bases N/A N/A 85% 90% 95% within 30 days of C of 0 Percentage of the backlog eliminated regarding the updating of storm drain and N/A N/A N/A N/A 25% sewer at1a5.2 Percentage ofCRM's responded to within N/A N/A 77% the allotted 10 days. 90% 90% Percentage of development submittals N/A N/A N/A N/A 90% approved by DRC on the first review.' Performance Measure: Notes ]. The addition of the Senior Civil Engineer should significantly improve the turnaround time for map reviews. 2. This performance measure was not previously tracked. 3. This performance measure was not previously tracked. ]52 Community Development Program: Stormwater Management - NPDES Program Summary Program Code: 0027 To protect the quality and beneficial uses of all waters of the State through development review, construction and facility Program Purpose: inspections, education and storm drain system maintenance monitoring, in order to comply with all local, State and Federal water quality regulations. Strategic Goals . Responsive Government Addressed: . Safe Community 5 - Year Program Goals 1. Incorporate low impact development (LID) in the City's Development Code, ordinances, and standard design specifications. 2. Develop a City-specific Stormwater Program local implementation plan (LIP) that identifies responsible activities and staff. 3. Adopt ordinances that require control measures for known pathogen and bacteria sources. 4. Submit and obtain approval from the Regional Board on the Compressive Bacteria Reduction Plan. 5. Develop an inventory of septic systems within the City jurisdiction. 6. Develop a pro-active Illicit Discharge/Illegal Connection Program. 7. Develop a database module to track post-construction BMP inspections. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $415,012 $406,226 $438,800 $449,800 Full Time Employees 2.00 2.00 2.00 2.00 Funding Sources Program Changes 1. None 153 FY 2011/12 Program Objectives I. Review violation notices to determine most common offenses and create education training programs to address. 2. Ensure all NPDES permit inspection information and tracking is fully integrated into New World System. 3. Create and implement a full complement of training classes appropriate for Community Development staff - the front counter, planning, plan check, and field inspection. 4. Create Stormwater management education and assistance page on the web site 5. Work with IT to incorporate the NPDES MS4 permit inspection into Permits Plus. 6. Train other City departments on NPDES permit requirements. 7. Ensure inspection staff maintains professional certifications. 8. Provide educational material on the City web site for the most common NPDES violations and for water conservation. 9. Train staff as a Qualified Strom PractitionerlDeveloper as required by the Constmction Permit. 10. Submit and obtain approval from the Regional Board on Phase I of the Watershed Action Plan. II. Submit and get approval from the Regional Board on the WQMP manual. Ongoing Program Objectives I. Provide educational material to commercial and industrial site owners. 2. Participate in Area-Wide Program workshops and studies. 3. Continue to work with other divisions to incorporate NPDES requirements into new development and Capital Improvement projects. 4. Strengthen intergovernmental relationships that enhance NPDES regulatory compliance. 5. Work with staff and consultant to fabricate a storm water page on the web site. 154 6. Require maintenance agreements for all post construction BMP's. 7. Inspect MS4 permit specified existing businesses. Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of initial review of Erosion/Waste Management Control Plans, Water Quality Management Plans N/A N/A 80% 80% 90% and Storm water Pollution Prevention Plans completed within 30 days.' Percentage of inspection of the MS4 N/A N/A 85% 85% 95% permit-specified existing businesses. Percentage of inspections completed on N/A N/A 95% 95% 100% the date scheduled. Percentage of storm water-related N/A N/A 80% 80% 95% complaints investigated within one week. Percent of identified key staff persons in Public Works and Community N/A N/A N/A N/A 90% Development divisions fully trained in SWQMP requirements. 2 Performance Measure: Notes 1. Formerly, this was tracked as plans completed within 30 days. 2. This perfomlance measures was not previously tracked. 155 Community Development Program: Building & Safety Program Summary Program Code: 0028 To ensure the safety, accessibility, and energy efficiency of building construction within the City through the enforcement of minimum Building Standards adopted by the State of Program Purpose: California and the City of San Bernardino in order to provide for the safety, health and welfare of the public. Provide the development community with timely and efficient services relating to development applications, plan review and the issuance of permits. Strategic Goals . Business and Economic Development Addressed: . Responsive Government . Safe Community 5 - Year Program Goals I. Ensure that buildings constructed or remodeled within the City comply with the California Building Standards Codes contained in Titles 24 and 25 of the California Code of Regulations and other applicable laws and ordinances. 2. Improve the efficiency and effectiveness of the development process by the continued implementation of technology improvements and the continued training of staff. 3. Provide permit services 24 hours per day 7 days per week so citizens can use the internet to submit select permit applications, zoning applications, and see the Master Plans and GIS maps. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $820,567 803,195 867,600 $1,789,500 Full Time Employees 21.00 8.00 7.50 15.00 Funding Sources Program Changes I. Permits & Customer Service was combined with Building & Safety for the FY 2011112 Budget 156 FY 2011/12 Program Objectives I. Secure the services of a consultant for Certified Accessibility Specialist (CASP) functions on a as needed basis. Provide accessibility training for staff members as mandated by SB 1608. 2. Provide ongoing training for staff members regarding the requirements of the new codes. 3. Implement new law (H&S Sec. 13260) regarding carbon monoxide detectors in residential dwellings. 4. Synchronize the building code, land development, and planning review process of submitted construction projects. 5. Implement New World Software for Community Development. 6. Implement a Digital Plan Review syslem. 7. Organize the front counter operations to establish unitary control, accountability, and the effective and efficient delivery of services for all divisions of the department. 8. Cross-train existing counter staff in the processing of basic Building, Engineering, Stormwater Management, Planning and Code Enforcement applications. 9. Meet a standard processing or turn-around time for all disciplines involved in the review of construction plans and measure on-time performance. 10. Implement the improved procedure to prioritize the processing of major projects. 11. Fully Implement the Interactive Voice Recognition (IVR) System for the receipt of Public Works Inspections. 12. Establish a procedure for processing and reviewing electronic submittals. 13. Distribute a new Customer Service Survey through the mail, email, and in person. 14. Provide required training and certification for the Building Division staffto insure compliance with AB 717 (H&S Code 18965 et SEQ.) 157 Ongoing Program Objectives 1. Provide prompt, knowledgeable, and effective inspection, plan review, and application processing services to the development community. 2. Provide an integrated one-stop permit center for the intake and processing of development plans and the issuance of permits. 3. Improve the efficiency and effectiveness of the development process by the continued implementation of technology improvements and the continued training of staff. 4. Develop a program for measuring customer service satisfaction. Performance Measures 2007/08 2008109 2010/11 2010/11 2010/11 Actual Actual Target Mid-Year Target ---- ---------------...----- Percentage of initial plan reviews N/A N/A 80% 100% 80% com leted within 20- days. ] Recheck Turn-around time of 1 week or less.2 N/A N/A 80% 100% 80% A verage of 10 building inspections per N/A N/A N/A N/A 90% day per inspector. A verage customer wait time of 15 N/A N/A 45 min 23 min 85% minutes or less before receiving service.3 Percentage of customers that rate service N/A N/A 85% N/A 85% as above average or better.4 Percentage of zoning verification reviews and general inquiries completed in 15 N/A N/A 75% 73% 85% minutes or less. Percentage of permits issued on-line N/A N/A 10% 5.7% 20% Percentage of inspection request scheduled via the Interactive Voice N/A N/A 75% 54% 75% Recognition (lVR) or VelocityHa1l5 Percentage of plan review submittals N/A N/A 0% 0% 30% processed on-line.6 Percentage of Building Plan Reviews N/A N/A N/A N/A 20% conducted in-house7 Peiformunce Measure: Notes 1. Formerly, this was tracked with an initial review of 45 days. 2. Formerly, this was tracked with a turnaround time of2 weeks. 158 3. FOl1l1erly, this was tracked as average wait time in minutes. Now it will be tracked as the percentage of customers served within the standard time of 15 minutes or less. 4. A customer service questionnaire or other mean of surveying customer satisfaction needs to be developed. Customer service training to be provided to permit counter staff. 5. The percentage of inspection request reveived through automated systems for Community Development was 87% and 15% for public Works. 6. Pending purchase of hardware and installation of digital plan review software. 7. This is a new performance measure not previously tracked. 159 Community Development Program: Code Enforcement Program Summary Program Code: 0021 To promote the safety and beautification of the community and improve the quality of life for residents by working with Program Purpose: residents, business owners, neighborhood organizations and other departments and agencies to ensure that existing buildings and properties conform to the property maintenance ordinances and other applicable codes. . Safe Community Strategic Goals . Responsive Government Addressed: . Beautification . Housing and Economic Development 5 - Year Program Goals I. Research and propose proactive programs, code amendments, and enforcement tools. 2. Identify issues and problematic areas that may benefit from a proactive approach by Code Enforcement to enhance the vitality of the downtown arca. 3. Partner with other departments, agencies and community organizations to help neighborhoods develop safe and clean environments for their community and enhancement of major gateways into the City including beautifying on and off ramps, medians and main corridors. 4. Strengthen partnerships with Police and Fire Departments to address blighted properties that are directly associated with nuisance activities. 5. Implement a more effective and efficient process of notification and collection of incurred costs. 6. Explore different avenues of progressive penalties to encourage property owners to maintain their own properties (rather than having City contractor's perform abatements and collecting costs from owners) and to abate hazardous conditions and blight as they occur. 160 Program Budget Summary 2008/09 2009/ I 0 2010111 2011112 Actual Actual Adopted Proposed Funding Level $585,255 $572,864 $6] 8,800 $3,350,700 Full Time Employees 44.00 26.00 23.50 34.00 Funding Sources Program Changes 1. Single Family Rental Inspection and Weed Abatement programs were combined with Enforcement & Beautification effective 711/20 II. FY 2011/12 Program Objectives 1. Identify and adopt new policies, procedures and ordinances to assist all departments in addressing the increase in vacant, abandoned and forclosed properties throughout the City. (carryover) 2. Implement annual inspections of conditions of approval and mitigation measures on discretion permits. 3. Inspect and invoice all identified single-family rental properties. 4. Educate property owners on City requirements for maintaining their property and on the consequences for non-compliance. 5. Ensure information on all general code enforcement activities is online and in two languages. 6. All Code Enforcement Officer II's are to be CACEO certified at intermediate level. 7. Increase collection rate ofthe annual inspection fees. 8. Contract with an independent collection agency. 9. Increase collection rates to a minimum of 80% by working with Finance and other affected Departments to contract with an independent collection agency rather than collections through the lien process. 10. Implement the illegal and abandoned commercial signage inventory and abatement program required by Development Code. II. Implement full 7 day code enforcement coverage with full day supervision and minimum 50% staffing of required deployment team. 161 Ongoing Program Objectives 1. Continue to provide training keeping officers current on policies and procedures for the Go Enforce and other software programs. 2. Provide excellent and ethical customer service on a consistent basis regarding code enforcement issues. 3. Provide a link between residents and their municipal government enabling citizens to take personal responsibility for making sure that their neighborhoods and homes are safe, clean and of a consistent high quality. 4. Ensure that the physical condition of residential and commercial neighborhoods comply with adopted codes. 5. Respond effectively and efficiently to threats to the public health, safety and general welfare. 6. Provide timely and consistent response to calls for service. 7. Attend neighborhood and business groups or association meetings to assist with ncighborhood empowerment and revitalization efforts. 8. Partner and participate with other departments and agencies for the economic development and beautification of the downtown area. 9. Eliminate blight in commercial areas so as to stimulate economic health as the economy Improves. 162 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target Percentage of cases which are proactive. N/A N/A 25% 33% 40% Percentage of cases abated and closed A: 1-30 days 60% 73% 80% B: 31-60 days N/A N/A 15% 10% 10% C: 61-90 days 15% 4% 5% D: over 91 days or still open ]0% 13% 5% Percentage of cases appealed to Hearing N/A Officer N/A 25% N/A 10% Percent of customers waited on in 10 15min. 80% minutes or less. 1 N/A N/A N/A Percentage of conditions of approval N/A N/A N/A 75% cases closed within 30 days N/A Percentage of properties that qualify for N/A N/A 30% 6% 25% the "self-certification" program Percentage of cases abated and closed A: 1-30 days 45% 73% 80% B: 31-60 days N/A N/A 20% 10% 10% C: 61-90 days 15% 4% 5% D: over 91 days or still open 20% 13% 5% Collection rate of annual inspection fee N/A N/A 75% 64% 85% Percent of Single Family Rental cases N/A N/A with no violations on 1 st inspection N/A N/A 50% Abatement collection rate increased by a minimum of 10%.2 N/A N/A N/A N/A 60% Percentage of identified weed abatement properties inspected within 6 month N/A N/A N/A N/A 85% period. 3 Percentage of inspectors opening and closing same case in 30 days or less. 4 N/A N/A N/A N/A 80% Percentage of inspectors conducting 15 or more inspections per day. 5 N/A N/A N/A N/A 65% Percentage of warrants inspected and N/A written in one day or less. 6 N/A N/A N/A 5% Percent increase of weekend cases opened. 7 N/A N/A N/A N/A 40% Percentage of weekend cases resolved in the same day. 8 N/A N/A N/A N/A 30% 163 Performance Measure: Notes 1. This performance measure was not previously tracked and will now be tracked as a percentage of time. 2. This is a new performance measure and not previously measured. 3. This is a new performance measure and not previously measured. 4. This is a new performance measure and not previously measured. 5. This is a new performance measure and not previously measured. 6. This is a new performance measure and not previously measured. 7. This is a new performance measure and not previously measured. 8. This is a new performance measure and not previously measured. 164 This page was intentionally left blank 165 Finance FlNANCE AdministJ"atio n Accounting Budgeting Purc has ing Payrolll Business Reg Benefits TL T Colle ctions Rdl TInE Ehp~ Adtrinistration 15) Accounting 6.25 PayrolV'Eenefits 3.75 PL=hasing 200 *EUsiness Registration / JLTCbllections 10.00 B.1dget 3.5J T1JmI 27.00 *B..sin:2SS Registration ProgantransfuTed to the Firaxe Ll;partlYl'flt f"rall. theGty Clakcffu:tive7/1!2011. 166 This page was left blank intentionally 167 Finance Department Business Plan - Overview Mission Statement: The Finance Department promotes excellence, quality, and efficiency in the use of City resources by providing financial services to internal and external customers using sound financial management practices, effective leadership, and a team of employees committed to maintaining fiscal integrity and financial solvency. About The Department The Finance Department is responsible for the City's financial planning and budgeting; accounting of the City's resources; fair and accurate reporting ofthe City's financial position; and management & control of the entire City's financial activities. Additionally, the Finance Department provides data and analysis to assist the City Manager, Mayor and Common Council in formulating policies. The Finance Department provides the following support benefits to City Departments; accounting, accounts payable, accounts receivable, payroll/benefits, purchasing, budgeting, grant assistance, and cash management. Top Accomplishments for FY 201 0/11 I. Produced the Fiscal Year 2010-2011 Final Budget and posted it on the City's website. 2. Produced the Fiscal Year 2009-2010 Primary Government and CAFR Financial Statements. 3. Successful implementation of 8% budget reduction plan approved by Common Council to balance the FY 2010-2011 and FY 2011-2012 Budgets. 4. Entered into an agreement with an outside collection agency and centralized citywide debt collection program. 5. Worked with outside consultant on Full Cost Allocation Plan, Right of Way Study, and Comprehensive Fee Study to better document how City resources are allocated. 6. Assisted with the Integrated Waste Management (IWM) billing transfer to the Water department; this resulted in more efficiencies for the IWM. 168 Major Issuesfor FY 2011/12 1. The impact of current economic conditions of both the City and State makes revenue forecasting especially challenging to be accurate. 2. The State's budget shortfalls impact on local governments are unknown and the late timing of the State's budget decisions may cause additional budget adjustments by the City. 3. Work closely with Information Technology department to successfully implement the new integrated financial system. 4. As a result of financial system acquisition, update Finance Department policies & procedures to coincide with new technology. 5. Update 5 year plan in concert with Council's revenue enhancements. 169 A I!lqEndtures l!Y Pt'-l;;' "'''' FhuIax ~Summy "xmm ~1O XJIO'11 XJll!12 Frn:ent Actua1 Actua1 Adopted B-opffied 01ange XJIO'11-XJII112 474;D2 464,687 478, lCD 48),:aJ -4'/0 341~ 334,544 344;XD 36S,?O) 6'/0 317,292 31Q,925 319~ 304,3J) -"Wo 161,671 158,427 163,OCO 16'1,3J) 10/0 3ffl,On 352,816 363,OCO 456,OCO 26'/0 0 0 0 817,3J) 0'/0 1,654;6XJ 1,621,4:0 1,658,n) 2,563,4:0 5'f'/o AdnIDistrntion Accounting Thyrollla:nefits F\m.:hasing B.1dget B.lsiness Registration 1 TIT Cbnections C TOOII Up.. 1>"",01 R I!lqEndtures l!YOassificalioo fusonnel S=ices Mrintenance &cperntions Cbntrnctual Savices E Internal S=ices B,D ClIpital ClItJay r:ebt Savice Qedits 1 HIlables TOOII 1,47~ICD 1,415,OCO 1,511,OCO 2,211,5:0 46'/0 46,XD 48,3J) 48,3J) 107,4:0 123% 3,4:0 3,4:0 3,4:0 6'I,OCO 1782% 183,n:J xe,6XJ ~= 31~OCO 33% 0 0 0 n:J 0'/0 -54,= -54;= -131,xD -13l,2CD 0'/0 1,654;6XJ 1,621,4:0 1,658,n) 2,563,4:0 5'f'/o C Rmdng Sot.-res TOOII 1,618,5:0 1,585,:'00 1,9:XJ,9CD 2,:'0),1 CD 5'f'/o 0 0 58,6XJ 58,6XJ 0'/0 0 0 72,6XJ 72,6XJ 0'/0 28, lCD 28,ICD 28,ICD 78,ICD 178% 8,OCO 8,OCO 8,OCO OD,OCO 525% 1,654;6XJ 1,621,4:0 1,658,n) 2,563,4:0 5'f' /0 Qnaal fund Refuse SEErA Witter ~I CIB:i "RJr u.n'I-k";son purposes prior fiscal year actual ~ are allocated to the a.n:rent progrom ~od<as Cbnpensation andLiabilitycbatges have been added to each ~lu"ut's Internal S=ice Charges. 'Bnance ass1.ID1rlresponsibi\ity fur B.lsiness Registrntion "Hrective 7/I1XJ11, Internal Services Charges \'.i11 be distributed armng aIll"Ul9"Ul Flior, these chmges wre placed in the AdnIDistrntion fu>gram; only. ECNeraIl contractual e>penditures increased due the addition of the B.lsiness Registrntion programfromthe Oty Oerl<: 170 2011/12 Proposed Business Registration / TL T Collectionsc 32% ~Admjnistration /" 18% Purchasing 6% Payroll/Benefits 12% Full Time Employees Budget 43% Busi Registration I TLT Collections 8% 171 Accounting 6% , roll/Benefits 27% Finance Department Program: Administration Program Summary Program Code: 0001 To maintain financial stability through; enhancement of Program Purpose: multiple year fiscal analysis; coordination of planning process for annual budget; distribution of revenue and financial updates. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Implement a new comprehensive financial accounting system in order to increase flexibility, enhance productivity, strengthen financial reporting and accountability, and be more responsive to Department users. 2. Establish a formal, comprehensive and consistent 5 year financial forecasting plan for the City. Program Budget Summary 2fffi!(J) XDYIO LDIO'II LDI1/]2 Actual Actual Adopted Flopa;ed funding level $474,= $46+,687 $478, 1 CD $"l6),W Full TilTe Elployees 2CD 2CD 2CD 1.CD funding Sou= Program Changes I. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives I. Work with IT and other City Depmiments to successfully implement the new financial system. 2. Update five year financial forecasting plan. 3. Update current policies and procedures as the financial system implementation progresses. In addition, new policies and procedures will be created as a result of the new financial system. 172 4. Integrate Business Registration operations into the Finance Department. Ongoing Program Objectives 1. Ensure accurate and timely financial reports on an as needed basis, but no less than quarterly, to the Elected Officials, City Manager, and Departments. 2. Provide financial leadership and guidance to Departments on all Council agenda items. Performance Measures Number of Financial Reports prepared Percentage of Agenda items reviewed for tinancial impact Annually update five year forecast on schedule Number of special projects and tinancial analysis completed with negative recommendations 1 Update Liability Fund Reserves on a quarterly basis. Adopt Annual Operating Budget by June 30th, Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Percentage of outstanding invoices/billings sent to collections that are still outstanding at least 90 days from original invoice date Peiformance Measure: Notes 2008/09 2009/1 0 Actual Actual N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 2010/11 Target 4 20]0/11 Mid-Year 4 20] ]/12 Target 5 N/A N/A 100% 100% 100% Yes Yes Yes 6 N/A N/A N/A Yes N/A N/A N/A Yes 85% N/A 85% N/A 90% N/A Measure is being deleted due to measure being unattainable. 173 Finance Department Program: Accounting Program Summary Program Code: 0039 To provide internal and external customers with timely and Program Purpose: accurate accounting and financial services in compliance with governmental accounting standards, and to manage debt payments and new debt issuances. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals L Create comprehensive, consistent, and streamlined written financial operating procedures and policies that use best accounting practices to be used by all City Departments. 2. Establish a comprehensive and user friendly training program for all Department staff on finance related activities. Program Budget Summary 2!XfIIW XUYIO 3110'11 31lV12 Actual Actual ~ed Rmding level $341,394 $334;544 $344;2:D $385,::ill Rill TIrre E:n>loyees 525 5.25 525 6.25 Rmding Sources Program Changes I. Increase in Full Time Employees (FTE) is due to addition of I Accountant position. FY 2011/12 Program Objectives L Work with IT staff to implement the new financial system. 2. Continue strengthening internal controls and streamline operations where possible. Ongoing Program Objectives I. Reconcile all City bank accounts and cash transactions accurately and timely. 174 2. Process and pay all City invoices submitted for payment accurately and timely. 3. Prepare the City's Primary Government and CAFR financial reports. 4. Ensure the City's debt service payments are made timely. 5. Prepare monthly revenue and expenditure reports for all operating departments. 6. Prepare all required grant reports and ensure the City collects all grant revenues. 7. Ensure that billing invoices are issued accurately and timely. 8. Hire outside Consultant to conduct internal cash handling audit of departments responsible for handling cash. Performance Measures 2008/09 Actual 2009/10 Actual 2010/1 I Target 2010/11 Mid-Year 2011/12 Target Unqualified audit opinion obtained for the CAFR. Yes Yes Yes Yes Yes Annual Certification of Achievement in Financial Reporting from the Government Finance Officers Association obtained. Yes Yes Yes Yes Yes Percentage of monthly financial reports completed by the 15th day of the following month N/A N/A 66% 66% 66% Citywide training sessions provided on proper usage of newly acquired financial system N/A N/A N/A N/A 3 Perform petty cash audits of Internal Service Departments N/A N/A N/A N/A 3 Performance Measure: Notes I. None. 175 Finance Department Program: Payroll/Benefits Program Summary Program Code: 0040 Program Purpose: Provide timely and accurate processing and reporting of City payroll and benefits in accordance with applicable laws while providing quality customer service. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Have an automated and paperless payroll and benefits process that is streamlined, efficient, and timely. 2. Have comprehensive, consistent, and streamlined written payroll operating procedures and policies that use best payroll practices to be followed by all City Departments. 3. Establish a comprehensive and user-friendly training program for all City Departments' staff related to payroll/benefits related activities. Program Budget Summary 3:XWW :JX9' 10 2:>1<Yll 2:>11/12 Actual Actual Adopted Ftopa;ed Flmding Level $317,292 $310,925 $319,SU) $304,2XJ Full Tine 61ployees 425 4.25 4.25 3.75 Rmding Source; Program Changes 1. Updated performance measures to better reflect program objectives. 2. Due to the 8% budget reductions for FY 2010-11 .5 of 1 FTE was eliminated. FY 2011/12 Program Objectives 1. Work with the IT Department to implement the new financial system. 2. Cross train appropriate personnel to cover functions affected by reduction in force. 3. Create a consistent training program for department payroll contacts to enhance knowledge and communication. ]76 4. Increase the number of employees on direct deposit in order to increase efficiency. Ongoing Program Objectives I. The timely and accurate compensation of employees in accordance with City policies and directives and federal, state, and local laws. 2. The processing of mandatory and voluntary payroll deductions according to law and City policy. 3. The accurate and timely distribution ofrequired disbursements for payroll deductions to vendors and taxing authorities. 4. The timely reporting to appropriate federal, state, and local agencies within mandated deadlines. Performance Measures 700R/09 7009/10 7010111 7010111 7011/1? Actual Actual Target Mid-Year Taroet Number of payrolls processed annually 36 36 36 36 36 Number of payroll checks issued in a year 35,260 33,581 34,000 17,000 34,250 Percent of employees on direct deposit 85.1% 85.5% 87% 84.1.9% 87% Percent of payroll checks issued correctly N/A N/A 99.9 99.9 99.9% Percent of timely reporting to tax and N/A N/A N/A N/A 100% other payroll related agencies Number of inter-departmental training N/A N/A N/A 2 sessions held N/A Peiformance Measure: Notes I. None 177 Finance Department Program: Purchasing Program Summary Program Code: 0042 To provide effective and timely procurement of all items needed Program Purpose: by City Departments for their operations following all applicable laws and best practices. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Implement a fully automated, comprehensive, and paperless purchasing process in order to enhance productivity, efficiency, and timeliness and be more responsive to user Departments. 2. Comprehensive, consistent, and streamlined written purchasing operating procedures and policies that use best purchasing practices to be used by all City Departments. 3. Establish a comprehensive and user friendly training program for all Department staff on purchasing related activities Program Budget Summary 2ffJY(J) :J:X1Y 10 2:JICYll 2:JIV12 Actual Actual Adopted flDpa;ed FundingleveJ $161,671 $158,427 $163,<XD $164,xD Full Titre Hrployees 200 200 200 2CD Funding Sources Program Changes I. None FY 2010/11 Program Objectives I. Complete a comprehensive update of the current purchasing policies and procedures currently in the municipal code as recommended by the Management Partners study. 2. Work closely with IT Department to successfully implement the new financial system. 178 Ongoing Program Objectives I. Work with Departments to ensure compliance with all purchasing policies. 2. Work with vendors to obtain the best service at the lowest cost for all Departments. 3. Use other governmental purchasing options to reduce duplication and improve processing time for issuing a purchase order. Performance Measures Number of purchase orders issued Number of formal bids completed Percentage of total formal Bid awards given to local San Bernardino vendors I Number of internal purchasing user group training sessions per year. Number of formal vendor training sessions per year Percentage of commodities issued as co- operative purchase agreements Performance Measure: Notes 2008/09 Actual 1,700 20 200911 0 Actual 1,142 20 2010/] 1 Taroet 1,000 20 2010/11 Mid-Year 844 14 1.50% N/A N/A 10% 201]112 Tar et 1,050 22 N/A 2 10% N/^ 2% N/^ N/A N/A N/A N/A N/A N/A N/A 10% N/A ] Measure is being deleted due to measure being unattainable. ]79 Finance Department Program: Budget Program Summary Program Code: 0043 To coordinate the planning process for the annual program Program Purpose: budget and to ensure all Departments adhere to their final adopted budgets. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Establishment of a formal, comprehensive and consistent program budget process that uses best budget practices. 2. Develop a formal and comprehensive training process to ensure that all necessary employees are familiar and knowledgeable about how to prepare the City Program Budget. Program Budget Summary 2InYCE :rr:9'1O Xl]CYII Xl11/12 Actual Actual Adopted Aupased Fimding level $38J,01-1 $352,816 $3(i1,axJ $456,axJ Full line Hrployees 2:'D 2:'D 2:'D 3.:'D Funding Soun::es Program Changes I. Increase in Full Time Employees (FTE) is due to addition of I Administrative Analyst position. FY 2011/12 Program Objectives I. Complete accurate revenue projections for FY 2011-2012 with the assistance of all needed City Departments. 2. Complete the costing for all authorized full-time positions for the FY 2011-2012 program budget. 3. Work closely with the IT Department to implement the new financial system. 4. Implement two-year budget for FY 2012-2013 and FY 2013-2014. 180 Ongoing Program Objectives 1. Ensure the final adopted budget is correctly and accurately entered into the financial system. 2. Ensure that all authorized and approved amendments to the approved budget are processed timely and accurately. 3. Work with all City Departments to solve budget problems or questions that arise. 4. Provide excellent support to the City Manager and Council in making budgetary decisions. Peiformance Measures 2008/09 2009/10 2010111 2010111 2011/12 Actual Actual Target Mid-Year Target Complete budget process and adopt N/A Yes Yes Yes budget by June 30th N/A Number of special and significant projects worked on that require budget analysis N/A N/A 2 N/A N/A and assistance 1 Percentage of accuracy of general fund 95% 95% 95% revenue forecast N/A N/A Complete Mid-Year Budget Report by Yes March 31 st. N/A N/A N/A N/A Implemented Council approved N/A N/A Yes Yes N/A department re-organization plan 1 Conduct Citywide budget meetings N/A N/A N/A N/A 2 Percent of budget amendments posted 95% within 30 days N/A N/A N/A N/A Submit for the GFOA Distinguished Budget Presentation A ward annually N/A N/A N/A N/A Yes September 30th. Performance Measure: Notes IMeasure is being deleted due to measure being unattainable. 181 Finance Department Program: Business Registration / TL T Collections Program Summary Program Code: 0012 Program Purpose: To collect business registration taxes and transient lodging taxes for the General Fund in order to support ongoing City services. Strategic Goals . Business and Economic Development Addressed: . Responsive Government 5 - Year Program Goals I. Continue to maximize efforts and efficiencies in identifying and collecting revenues and continue to pursue and identify new revenue streams through information sharing programs with the State. 2. Streamline payment acceptance procedures through technology to reduce paper waste and duplication of efforts in multiple departments. Program Budget Summary 2fUY(}) :rr9'1O Xll<Y 11 X)] 1/12 Actual Actual Adopted fuJpased Funding level SD SD SD $817,= Full TnTe ETployees 0.00 0.00 0.00 10.00 Funding Soc= Program Changes 1. Effective 7/1/2011, the Business Registration program will be transferred from the City Clerk to the Finance department. FY 2011/12 Program Objectives 2. Increase audits of business registration accounts to offset revenue decreases resulting from economic climate. 3. Transfer the Bureau of Franchise's responsibilities to the Police Commission. 4. Implement conversion of Business Registration Software to New World Systems and train staff accordingly. 5. Provide staff for Business Registration processing in the "One-Stop" Business Counter located in the Community Development Department. 182 Ongoing Program Objectives I. Implement an audit schedule to ensure that accounts are reviewed on a regular basis. Proposal to repeat audits a minimum of every three years (Initial audit includes current year plus previous three years). 2. Continue aggressive efforts to gain compliance from delinquent accounts. 3. Efficient and timely processing of business registration applications and renewals. 4. To improve and efficiently administer the issuance of fireworks applications; collection of regulatory fees and insure compliance with applicable ordinance. 5. Continue to expand on relevant technological advancements to maintain optimum efficiency and accuracy of program procedures. 6. To assist with the invoicing and collection ofNPDES fees. 183 Performance Measures >",".,,- 2008/09 2009/1 0 2010/11 2010/1 I 2011/12 . ";,,,1;1'1' Actual Actual Target Mid-Year Target . c." _ Number of payments received via 12,222/ N/A 12,000/ mai l/counter/on-line 6,994/ N/ A 7,000/500 N/A N/A Percent of total revenue received via on-line N/A N/A N/A 2% 4% renewals Percent of delinquent/unregistered properties submitted to Council within 90 days of final N/A N/A N/A 50% 75% notification Revenues from previously unregistered $595,000 $300,682 $200,000 60,063' $100,000' businesses Number of properties reaching lien stage 787 N/A 800 N/A N/A Number of liens recorded w/County N/A N/A 300 N/A N/A Tax Roll Amount/% Collected to date' $109,142/93 N/A $250,000/93 N/A N/A % % Number of audits completed/Revenue realized N/A 8/17,914 50 / 0 25/ 50,000 through audits $100,000 Percent of renewal accounts remaining N/A N/A 30%/25%/5 26/23/3 30/25/5 unresolved 30/60/180 days after expiration date % Number of working days from payment N/A >24 <12 ~12 <12 processed to certificate mailed N umber of counter customers assisted I Unknown/5, N/A 8,000 050 N/A N/A Number of phone calls 1 Unknown/9, 16,000 215 N/A N/A N/A Number of renewal, coul1esy, and delinquent 31,583 33,000 notices processed and mailedl N/A N/A N/A N umber of renewals returned to customer due to N/A 1,500 incomplete information or fees I N/A N/A N/A Percent of renewals returned to cllstomer for N/A N/A 100% 100% correction within 2 working days N/A Number of rental property leads mailed 1 st 4,183 2,500 . , N/A N/A N/A notlce Number of AB990 leads reviewed/letters senti N/A N/A 1,000 /250 N/A N/A Number of AB990 revicws conducted N/A N/A N/A 0 500 Number of operator, live entertainment, massage N/A N/A 200 perm its processed N/A N/A Overall customer satisfaction level is rated by N/A N/A 85% customers as meeting or exceeding expectations. N/A 85% Number ofNPDES fees collected N/A N/A 50 N/A N/A 184 Peiformance Measure: Notes \Measure is being deleted due to measure being unattainable 2Number will decrease with proactive efforts. 185 Fire FffiE DEPARTMENT Administration Disaster Prepare dness Fire and Emergency Emergency Medical Services Communications Training & Community Personnel Risk Reduction F1e et & Equipment Full Time Emolovees Administration 6.38 Fire and Rescue Operations 144.75 Training & Personnel 0.75 Community Risk Reduction 13.00 Disaster Preparedness l.OO Fleet & Equipment 4.37 Emergency Corrnnunication 11.75 Total 182.00 186 This page was intentionally left blank 187 Fire Department Business Plan - Overview Mission Statement: The San Bernardino City Fire Department is dedicated to protecting and serving our entire community with a commitment to professionalism and performance excellence. About The Department The Fire Department provides protection of life, property, and environment from fire and other disasters; provides Advanced Life Support emergency medical services; conducts fire safety inspections of businesses; educates the public through school and community programs; responds to hazardous material incident scenes; provides aircraft rescue and firefighting; and is responsible for city-wide disaster preparedness. Top Accomplishments/or FY 2010111 1. Finalized the complete remodel of Fire Station 224. 2. Contracted for the manufacture of an Emergency Command/Communication Vehicle funded through the Urban Area Security Initiative (UASI) grant. 3. Maintained our emergency response capability, administrative oversight and prevention responsibilities while experiencing major budget reductions and loss of positions. 4. Completed a management reorganization necessitated by budget reductions. 5. Implemented a Hazardous Material Clean-up Program. 6. Completed the equipping of all of our stations with Vehicle Exhaust Ventilation systems, funded through grant money. 7. Completion of the Fire Department Strategic Planning process. 8. Implemented the TargetSafety on-line training for the department. 9. Converting to the new Computer Aided Dispatch system offered by the New World System by December 2011. 188 Major Issues/or FY 2011/12 1. Continue to provide top quality service to the community in the face of declining budgets. 2. Complete the installation of a new Station Alerting System department wide. 3. Complete the remodeling ofthe Airport Fire Station and staff as necessary. 4. Begin the development of a Vegetation Management Program within the Fire Department. 5. Develop new recruitment and hiring programs to help accomplish workforce diversity and increase local job opportunities. 6. Develop a proposal to establish a Reserve Firefighter Program. 7. Provide C.E.R.T. training to city residents and employees. 8. Research opportunities to provide vehicle repair and maintenance services to other agencies. 189 FIre Th.-t..I~II: ~t 5h.UIUlY XffY(f./AJ :3n.ndAJ XHCY11 2)11/12 P==t Ac1rnl Ac1rnl .Actpffl Prcp:sed ~ A ExpeIIittIes by I\ogt<lll-" 2)lCY11 - 2)11/r Ahir.oi::;tratim ~192 2,(J)5,(ffj 2, 725,4Xl 1,7.?IJ,W -37'/0 Fire Rescue aniEM') 28,395,001- ~033,541 ~'iOO 2fi;E1,4Xl 0'/0 1i'ainirg &Per.sane1 23),716 229,&55 232,4Xl 244;4(X) P/o Onmrity RiskRe.d..din 1,678,414 1,538,~ 1,555,9)) 1,127,<XD -28'/0 IAsaster Pref'ared=s ~495 9J,:?m 91,:'00 173,6D <.U'/o FW &EqJip:rect 748,911 6%,&5 (!l4,nl m<XD 5% llll:>!FL-YClrrrru:licatin 1,Cffi,537 9)),673 1,Un,6D 1,171,4Xl 17'/0 Fire Art} li<<itrn&IIFF 616,585 155,:'00 0 24O,?ffi 0'/0 TOOIl 35,IDl,895 32,~9)) 32,EQ1,4Xl 31,714,6D -3% R ExpeIIittIes byOassificmon Per.sane1 &:rvices 31,676,6/9 2B;2ffj,<XD 29,177,100 28,2W,'m -3% l'v1rirtemr= &Q=rti:rs 497,184 ffi3,:ID 810,9)) 8S4;9XJ 5% 0:Iiractml S=i:es ~ 314,:ill 326,5(D 517,'iOO :Y:;P/o Ir1:eIml &:rvices B,C 1,053,325 1,04l,3OO 1,884,500 1,881,500 0'/0 captal Otlay 34,246 127,:'00 24,500 7I,:ID 191% Thtt~ 1,6%,341 1,714;:ffi 1,8XJ,<XD 1,9:)1-,:'00 P/o Gedts I Rillal*s -7,744 0 -1,422,<XD -1,3):l.,'m ll'/o TOOIl 35,192,329 32;2B5,500 32,EQ1,4Xl 31,714,6D -3% C~SotneS G=rnl furl 34;658, 129 31,731,:'00 32,OO;zro 3WI7,6D -4'/0 IDA/OXB 534,aD 534,aD 534,aD 5'l6, 'iOO 2'/0 Fire Art}~&IIFF 616,585 15.s,:ro 0 24O,?ffi 0'/0 Total 35,IDl,895 32,~9)) 32,EQ1,4Xl 31,714,6D -3% 'Rr a:nptrism p.JJXEeS Jricr fiscal)ear actwl expnliIl.re are ,,1b:<ItP(l1o 1re curert lILYillll ~ Ch1]:ensa1inaniLial:ilitychng:s lnve 1:eenadirllo eachI:l:t=b.mfs Ir1:eIml SeIVi:e Chu:g ~ 7/21XHl, Ir1:eIml&:rvices ~ WI1 re dstnhtedanrrgalllILYillI1 PrKr, tl= <:lnrgs V\ere pacclin 1re Ah:iris1ra1i:nPILYillI8 rnIy. 190 2011/12 Proposed Fire Rescue and EMS Administration 5% Training & Personnel 1% Emergency Communications 4% Community Risk Reduction 4% Disaster Preparedness 0% Full Time Employees Fire and Rescue Operations 80% Training & Personnel 0% Emergency Communication 6% Community Risk Reduction 7% 191 Fire Department Program: Administration Program Summary Program Code: 0001 To provide management oversight and administrative support to Program Purpose: all fire department operations in an effort to maintain the highest quality emergency services, delivered on time and within budget. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Improve emergency response time by achieving required staffing during peak periods. 2. Implement a city-wide Citizens Emergency Response Team program to enhance disaster preparedness. 3. Enhance the Community Risk Reduction to improve public safety through increased inspections, education and community involvement. 4. Reduce the amount of time required for ordering and dispersing fire station supplies and equipment. 5. Improve tracking of supplies and equipment, identify use patterns, and ensure timely replacement of worn or outdated items. 6. Maintain fire department safety equipment to comply with NFPA recommendations. 7. Develop a fire facility replacement/improvement plan to maintain aging station infrastructure and assure current locations are appropriate with development and response patterns. Program Budget Summary 2008/09 200911 0 2010111 2011112 Actual Actual Adonted Pronosed Fundin2 Level $2,940,192 $2,695,666 $2,725,400 $1,730,500 Full Time Employees 6.00 6.00 6.38 6.38 Fundinp" Sources 192 Program Changes 1. None. FY 2011/12 Program Objectives 1. Enhance billing and collection programs as they pertain to the fire department. 2. Begin replacement of the department's old or unserviceable personal protective equipment in order to maintain compliance with NFP A standards. Ongoing Program Objectives 1. Apply for all appropriate grant opportunities and administer the grant funds that have been awarded to the fire department. 2. Maintain our ability to provide timely, accurate and courteous customer service via the walk-in window and telephone contacts. 3. Continue the accurate and timely processing of all fire department fiscal responsibilities including; billing, and collections. 4. Ensure that employees are equipped with safe and functional personal protective equipment (PPE's). 5. Improve supply ordering system that will reduce turnaround time for safety gear needs for fire department personnel. 6. Develop a database for tracking fire department supplies and equipment for Support Services. 7. Ensure that the department's stock of safety clothing is maintained at a level that ensures prompt replacement of worn, outdated, or broken equipment. 8. Maintain an ongoing needs assessment for all fire station/facilities maintenance and furnishings. 193 Performance Measures Percentage of Department program measures with data and documentation reported by required due date. Number of invoices, pennits, patient care reports (PCR) processed.3 A. Multi Family Inspections Invoices B. Fire Permit Invoices C. Engine Company Inspections D. EMS Number ofIncident Report requests from the Public processed. A. Fire B. EMS A. Number of grant applications submitted. B. Number of grants received. C. Amount awarded Rate of collection for billable EMS responses. Number of billable EMS calls processed by billing service company Overall customer satisfaction level is rated by customers as meeting or exceeding expectations.6 2008/09 Actual N/A 2009/10 Actual N/A 2010/11 Target 80-100% 2010/11 Mid-Year 2011/12 Target A. 103 B. 44 A.7 B.7 20% 5,766 N/A A. 250 B. 150 A.7 B.5 C.3,894,990 17%1 10,000 85% 50% 100% A. 1,980 A. 1,850 A. 1,850 A. 1,171 A. 1,836 B. 1,364 B. 1,600 B. 1,600 B. 900 B. 2,000 C. 1,892 C. 1,892 C. 1,949 C. 1,411 C. 3,129 D. 20,268 D. 22,903 D. 24,000 D. 9,200 D. 20,000 A. 210 B. 106 A.7 B.6 15% 10,525 N/A A. 124 A. 250 B. 66 B. 120 A.4 A.8 B.O B.4 C.O C.850,072 13% 15%' 7,628 15,000 N/A 85% Performance Measure: Notes L Estimated based on recent collection trends. Accounts are not considered mature until after they have been in the billing system for nine months. Therefore, the FY 2009/10 numbers represent a significant number of accounts that the city will collect on, but have not yet matured. 2. Grant funding has been submitted each year to help fund these new requirements. 3. Patient care reports processing includes exporting data to ADPI. 4. Moved the self-contained breathing apparatus and fire hose measures to the Fleet & Equipment Program. 194 5. A much higher number of responses are now able to be billed because of the electronic data collection. The percentage of collections has dropped because of larger numbers being billed, even though both the actual numbers of patients paying, and the actual monies collected have continued to increase. 6. Utilize the City's website survey forms to compile data. 195 Fire Department Program: Fire and Emergency Medical Services Program Summary Program Code: 0044 To serve the community by preserving and protecting lives, property, and the environment from destructive natural and man-made elements through rapid response, effective Program Purpose: mitigation, and timely recovery efforts. To enhance the health and welfare of community members by providing rapid medical response, and to meet or exceed the national standards of care for emergency medical calls for service. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Reduce life and property losses due to fires in the urban setting. 2. Reduce life and property losses due to fires in the Wildland Urban Interface areas of the City. 3. Reduce the impact of hazardous materials on public and environmental health. 4. Enhance the ability of the fire department to meet the specialized rescue needs of the community. 5. Provide for the health and safety of fire safety personnel. 6. Increase patient survival rates of community members from critical illness and/or injury in the pre-hospital setting. 7. Increase the capabilities for data collection on patient care and outcomes. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adooted Prooosed Funding Level $28,395,064 $26,033,541 $26,320,700 $26,297,400 Full Time Emnlovees 163.00 151.00 150.75 144.75 FundinlZ Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result ofthe 8% reduction and reallocation of personnel 196 FY 2011/12 Program Objectives 1. Implement fire ground accountability system in compliance with NFP A standards and County-wide system 2. Continue to review and update response time standards and emergency response assignments as part of the ongoing fire department strategic planning process. 3. Conduct fitness assessment of fire safety employees. 4. Complete Emergency Medical Technician (EMT) recertification for all non- paramedic EMS employees. 5. Implement new OSHA requirements for TB testing of EMS employees 6. Update public/private partnership contract with American Medical Response. Ongoing Program Objectives I. Provide timely response to calls for service consistent with performance measures. 2. Take appropriate action to extinguish fires and mitigate other emergencies. 3. Promote practices and procedures that enhance the safety of the work environment. 4. Pursue allowable cost recovery for emergency services provided. 5. Continuously improve the operational capability of emergency response personnel. 6. Provide for timely equipment maintenance and replacement of firefighter equipment, and upgrade equipment as appropriate to take advantage of technology and industry advancements. 7. Continue to maximize benefits associated with mutual aid cooperative agreements for major emergencies and provide appropriate support to neighboring jurisdictions. 8. Monitor and adjust fire protection services as needed to accommodate the needs of the community. 9. Coordinate internal and external city resources at critical incidences through continued use of the unified command system. 10. Strive to meet established response time standards. 197 II. Expand data collection capabilities to evaluate patient outcomes and response to treatments. 12. Maintain efficiency of Emergency Medical Services (EMS) billing data collection, submission of billing, and revenue return. 13. Coordinate with other EMS providers and agencies to ensure a coordinated response to large-scale medical emergencies. 14. Maintain medical oversight to the department's Emergency Medical Dispatch (EMD) program. 15. Retain department Medical Director to ensure compliance with EMS regulations. 198 Performance Measures 2008/09 2009/10 2010/11 2010111 2011112 Actual Actual Target Mid-Year Target Total number offrre and rescue related 3,060 3,200 2,117 1,472 2,944 calls for service. Percent of fire and rescue calls for service with an initial unit (151 engine or truck on scene) response time2 of7 min., 74% 74% 75% 74% 76% 59 sec. or less. (City Standard) Number of fire and rescue calls for service by type: 1. Fires in Structures3 316 300 174 170 340 2. Vegetation Fires 279 265 173 141 282 3. Vehide Fires 240 228 118 102 204 4. Rubbish/waste Fires 343 325 138 170 340 5. Hazardous Condition4 240 228 101 127 254 6. Service Call (non-emergency) 294 279 184 229 458 7. Good Intent Call' 1,334 1,267 604 692 1,384 8. Other' 14 50 25 43 86 Total number of individual unit responses for fire and rescue related 6,910 7,300 7,200 3,630 7,260 responses for servicel Total number of EMS related calls for 23,790 23,500 N/A 11,100 22,200 servIce. Percent of struchrre fire calls with a minimum of 4 personnel on-scene within 45% 45% 43% 25% 25% 6 min. 59 sec. or less. (NFPA Recommendation) Percent of EMS calls for service with an initial (1 5t SBFD unit on-scene) response 83% 83% 84% 81% 85% time2 of 7 min., 59 sec. or less. Percent of EMS 9-1-1 calls classified as 15% 16% 17% N/A N/A ambulance only through EMD process. Containment of fire spread for structural fires7: 1. Percent of fires that were confined 64% 64% 45% 50% 50% to object or room of origin. 2. Percent of fires that were confmed 28% 28% 43% 40% 40% to the floor building of origin. 3. Percent of frres that extended 8% 8% 12% 10% 10% beyond buildin of on in 199 Performance Measure: Notes 1. A single fire cal1 for service may require multiple fire department units to respond. This number represents the total number of unit responses to fire and rescue related cal1s for service. 2. Response time calculated from the point where fire dispatch receives an emergency request for service, to arrival of a unit on scene or staging. 3. Fires in structures include buildings used as dwel1ings, as wel1 as those not designed or used as living quarters. 4. Hazardous conditions include non-fire incidents that may pose a threat to life or property. Examples include hazardous materials releases, electrical lines down, overheat of mechanical equipment, etc. 5. Good intent cal1s include false alarms, steam or dust mistaken as smoke, odor of smoke without fire, etc. These cal1s still require a fire department response before this disposition can be determined. 6. "Other" category includes incidental non-fire cal1s for service that do not fit in other categories. These calls may include weather related anomalies, citizen complaints, or stand-by for other agencies. 7. The goal of "containment" is to keep as many fires as possible confined to the object or room of origin, with as few fires as possible extending beyond that. Although prevention and code efforts will reduce the potential for fires and subsequent extension, these numbers also serve as a significant measure of the efficiency of fire department extinguishment efforts. 200 This page was intentionally left blank 201 Fire Department Program: Training & Personnel Program Summary Program Code: 0046 To train fire department personnel to serve the community by Program Purpose: preserving and protecting lives, property, and the enviromnent while ensuring a safe workplace. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Provide appropriate training for employees. 2. Provide training for Fire Suppression personnel to meet the National Fire Protection Association (NFP A) training standards qualifications in tbe areas of principles and practices, wildland/urban interface fire operations, building construction and Incident Command & Control. 3. Provide a Company & Chief Officer Succession Development Program tbat aligns itselfwitb NFP A recommendations to better prepare employees for advancement. 4. Provide certification training to Company and Chief Officers to meet the NFPA qualifications for Incident Safety Officer. 5. Provide additional training (Hazardous Materials, Technical Rescue & Confined Space) to better meet tbe specialized needs of the community and increase the number of personnel that are currently trained in these areas. Program Budget Summary 200S/09 2009/10 2010/11 2011/12 Actual Actual Adonted Pronosed Funding Level $250,716 $229,865 $232,400 $244,400 Full Time Fnmlovees 1.00 1.00 0.75 0.75 Fundin2: Sources Program Changes 1. None. FY 2011/12 Program Objectives 1. Continue to monitor the compliance and efficiency oftbe "TargetSafety" web- based training program to all fire suppression, fire prevention, and fire dispatch personnel. 202 2. Maintain Rancho Santiago College/Santa Ana contractual training revenue. 3. Complete the NFPA qualified training in the area of "Incident Safety Officer" for the Chief Officers. 4. Provide hazardous materials training for three employees to a minimum of the State certified Haz-Mat Technician level. Ongoing Program Objectives 1. Ensure compliance with OSHA mandated training requirements for all personnel. 2. Conduct periodic audits of minimum training hour to ensure compliance and submit training report to Rancho Santiago College/Santa Ana for tracking. 3. Evaluate the effectiveness and efficiency ofthe TargetSafety training program as well as the Department Wide Training manipulative skills program in effort to reduce training impact on response. 4. Develop and conduct the promotional process for Company and Chief Officer Candidates. 5. Administer the hiring of new personnel. 6. Complete the NFP A "Incident Safety Officer" training for Company Officers. 7. Develop minimum training hours for Fire Prevention and Fire Maintenance employees. 203 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Total number of mandatory training hours 45,006 43,913 52,695 N/A N/A completed for safety employees I Percent of safety employees meeting 26% 33% 75% N/A N/A minimum training requirements I Total percentage of employees meeting N/A N/A N/A N/A 100% the available training2 Minimum number of hours delivered for Emergencr Medical Services training per 24 24 24 12 24 firefighter Total multi-company training hours A-Il7 A-148 A-337 A - 284 A - 500 delivered per shift (A, B, C) B-Il7 B-148 B - 337 B-271 B - 500 C-1I7 C-148 C-337 C - 225 C- 500 Total number of personnel that have been USAR-34 USAR-34 USAR-34 USAR-34 USAR-34 certified in Haz-Mat Technical! Specialist HM-39 HM-39 HM-39 HM-39 HM-39 or Urban Search & Rescue (USAR) levels Performance Measure: Notes 1. Measure is being deleted due to measure being unattainable. 2. Minimum number of hours delivered for Emergency Medical Services training per firefighter has been eliminated and replaced with the 3rd category - Total percentage of employees meeting available training. 3. Multi-Company drills are specialized training hours on various subjects that are above and beyond the required mandated training. 204 This page was left blank intentionally 205 Fire Department Program: Community Risk Reduction Program Summary Program Code: 0047 Program Purpose: To reduce the loss of life and property through effective fire/life safety code application, inspection, and education. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Reduce the number of structure fires occurring in the city. 2. Reduce injury and mortality rates due to fire. 3. Implement a comprehensive computerized fire inspection and hazard complaint system used by both Fire Prevention and Fire Suppression personnel, which will increase efficiency at all levels. 4. Implement a Certificate of Occupancy program enabling the Fire Department to track changes in tenants, which will help ensure the safety of these tenants, the public, and responding firefighters. 5. Reduce the frequency and environmental impact of illegal disposal of hazardous materials. 6. Increase the capabilities of arson detection and conviction rate. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Pronosed Funding Level $1,678,414 $1,538,826 $1,555,800 $1,187,800 Full Time Emnlovees 16.00 16.00 16.00 13.00 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result ofthe 8% reduction and reallocation of personnel 206 FY 2011/12 Program Objectives 1. Work with state stakeholders to change the code requirements for exiting in large storage occupancies. 2. Work with Community Development to implement Certificate of Occupancy program. 3. Work with IT Department to integrate data processing, consistent with Community Development and Code Enforcement. 4. Continue engaging the citizens of San Bernardino to seek new opportunities in providing for public safety. Ongoing Program Objectives 1. Aggressively enforce the fire laws of the State of California and the City of San Bernardino. 2. Complete state mandated annual multi-family inspections and fire code inspections. 3. Provide Public Education events to all segments of the community. 4. Provide an all-encompassing Juvenile Fire Setter Program in collaboration with our school district and county partners. 5. Respond to all fire hazard complaints in a timely manner. 6. Efficiently provide comprehensive arson investigation services in collaboration with the District Attorney, San Bernardino County Arson Network and the Bureau of Alcohol, Tobacco, Firearms & Explosives. 7. Ensure that all fire inspectors are trained on ever-changing fire laws and standards. 8. Provide timely process of new construction fire plan check review. 207 208 Performance Measure: Notes 1. Increased fire dollar loss in budget year 08/09 is due to large loss at "Freeway Fire" incident. The total dollar loss for this incident alone was $10,000,000. 2. Data for the number of construction plan review and completed is based on the Fire Department doing residential sprinkler plan review and inspection. 3. Juvenile Fire-Setter Program (JFSP): The number of juveniles and families seen for fire setter intervention and referral will most likely see a decline. Around the end of November 2010, PEO/JFSP Interventionist Manny Sedano was re-assigned to other duties. His time, involvement and assistance with the JFSP has been drastically limited. This has and will have an effect on JFSP objectives. 4. A reduction in available fire-arson investigators and call out requests has slightly reduced the number of structure fires investigated by arson investigators. 5. This information will be included in the Fire Department's annual report. 209 Fire Department Program: Disaster Preparedness Program Summary Program Code: 0048 Provide the organization, training and equipment necessary to Program Purpose: help prepare the community members to respond to and recover from a disaster, either human caused or natural. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Establish a city-wide Citizen Emergency Response Team (CERT) 2. Establish the capability to support citizens with care and shelter in the event of a major disaster. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adooted Prooosed FundinQ Level $98,495 $90,304 $91,300 $112,800 Full Time Emolovees 1.00 1.00 1.00 1.00 Fundinp Sources Program Changes 1. None. FY 2011/12 Program Objectives 1. Complete the training ofC.E.R.T. instructors. 2. Begin providing C.E.R.T. training to community members. 3. Administer the UASI grant program funds in support of Community Preparedness, Mass Care and Shelter and Interoperable Communications. 4. Upgrade computers at the EOC. 5. Conduct tabletop exercise with elected officials and department heads. Ongoing Program Objectives I. Apply for and manage grant opportunities and funding for disaster preparedness. 2. Enhance public education in disaster preparedness. 3. Maintain a well trained and qualified employee workforce to staff the EOC as necessary. 4. Increase staffing in the Disaster Preparedness Division to enhance the City's ability to provide a viable program for the citizens. 5. Update the city's disaster manual. Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target Number of City personnel trained in disaster preparedness, C.E.R.T. or EOC management. 20 25 30 3 30 Conduct EOe training activations. Number of civilian personnel trained under the C.E.R.T. program. Number of disaster preparedness (CERT) programs taught. 1 o o 2 100 89 100 5 5 ](} 6 4 Performance Measure: Notes 211 Fire Department Program: Fleet & Equipment Program Summary Program Code: 0050 Program Purpose: To provide safe and reliable fire apparatus and provide proactive and preventative maintenance and repair programs. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Maintain fleet repair and maintenance services that will ensure the Fire Department's ability to provide efficient and effective services. 2. Provide reliable and safe City fire vehicles/apparatus through a managed replacement program. 3. Provide warehouse for tracking of fire department tools and equipment. 4. Adjust shop staffing levels to achieve highest and best level of service. 5. To replace one-third of self-contained breathing apparatus (SCBA) and cylinders while maintaining a reasonable amount of repair parts in-stock for emergency repaIrs. 6. Replace 50% of the department's existing hose stock. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Proiected ProDosed Funding Level $748,911 $686,626 $694,200 $730,000 Full Time Emolovees 4.00 4.00 4.37 4.37 Funding Sources Program Changes I. None 212 FY 2011/12 Program Objectives 1. Continue preventative maintenance scheduling to reduce time between the servicing of apparatus. 2. Send a minimum of one mechanic to California Fire Mechanic's Academy. 3. Implement software program that will track costs and time involved with all repairs on fire department vehicles/apparatus 4. To replace 23 breathing apparatus packs and 102 cylinders to keep within our 15 year B/A replacement program; grant funded. 5. Replace 150 BA masks to conform to the new B/A packs and meet CBRN requirements set forth by NIOSH 42CFR84 and NFPA 1981; grant funded. 6. Replace lost or damaged fire hose and foam used in firefighting operations. 7. Replace the department's hose stock as necessary. Ongoing Program Objectives 1. Maintain fire equipment according to preventative maintenance scheduling including required annual pump testing and five-year aerial inspections. 2. Implement replacement schedules for light duty and heavy duty vehicles. 3. Improve record keeping system for repairs and down-time for all fire department vehicles. 4. Move all small engine and power tool repair functions to automotive shop. 5. Ensure that SCBA systems and users are in compliance with NFP A standards. 6. Review and update a fire hose testing and replacement schedule in accordance with NFP A standards. 213 Performanceftfeasures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of Fire Apparatus replaced on 0% 22% 22% 10% 16% schedule Fire Command Vehicle replacement 0 0 27% 27% 27% Due/Replaced Percent of heavy apparatus meeting 40%' 100% 100% 15% 40% preventative maintenance schedule. Number of heavy apparatus mechanical 183 100 100 70 100 breakdowns repaired by apparatus shop. Percent of light vehicles meeting 50%' 100% 100% 28% 60% preventative maintenance schedule. Number of light vehicle mechanical NA 75 65 30 50 breakdowns repaired by apparatus shop. Number of SCBAs 164 164 164 164 141 Pt:n.:t:utagt: ofSCBAs Setviced 100% 100% 100% 75% 100% Number of fit tests given 197 197 197 178 172 Annual replacement plan SCBAs/ 0/0 14% 7% 0% 16% C hnders 7% or 11 units 5 Maintenance hours for seBA repair for 652 650 650 613 675 San Bernardino City units Maintenance hours for SeBA repair for 90 110 110 60 96 other department units Percent of fire hose stock replaced 0 30% 20% 0% 30% Percent of fire hose stock tested per 33% 33% 33% 33% 33% NFP A recommendation Performance ftfeasure: Notes l. Fire automotive shop was relocated during this time, resulting in a decrease in time and resources available for preventative maintenance. 2. Increase in maintenance issues is causing a decrease in number of completed PMs. 3. Higher percentage of lite vehicle PMs are being completed over apparatus due to the amount of time per vehicle. 4. Added the self-contained breathing apparatus and fire hose measures from the Administration & Support Services Program. 5. Grant funding has been submitted each year to help fund these new requirements. 214 6. Fire hose replacement is due to either irreparable damage, or it has aged beyond the NFP A recommended life span of 1 0 years. 7. Overall SCBAs for the department has been reduced along with the personnel reduction. 215 Fire Department Program: Emergency Communications Program Summary Program Code: 0051 The purpose of the San Bernardino Fire Department Emergency Communications Center is to receive and process emergency Program Purpose: and non-emergency calls from the public, other city departments, and outside agencies III order to provide expeditious information/resources to assist and enhance life, oroperty, and enviromnent. Strategic Goals Responsive Govermnent Addressed: 5 - Year Program Goals 1. Upgrade and strengthen the technology infrastructure of dispatching equipment and associated electronic interfaces to other fire department record keeping data bases. 2. Replace and upgrade fixed and portable radio equipment. 3. Conform to NFP A 1221 Standard: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. 4. Decrease dispatch processing times. 5. Achieve dispatch center accreditation from the National Academy of Emergency Medical Dispatchers. Program Budget Summary 2008/09 2009/1 0 2010/11 2011112 Actual Actual Proiected ProDosed Funding Level $1,080,537 $990,673 $1,001,600 $1,171,400 Full Time Emolovees 13.00 12.00 11.75 11.75 FundinQ Sources Program Changes 1. The Fire Emergency Communications Center will be converting over to a new Computer Aided Dispatch system offered by New World Systems. This will require all fire dispatchers to be trained on the new system. 216 FY 2011/12 Program Objectives I. The Fire Emergency Communications Center will be converting over to a new Computer Aided Dispatch system offered by New World Systems. 2. Replace Motorola STX 821 portable radios in order to provide suppression personnel with reliable and repairable radios for means of emergency and non- emergency communications. 3. Hire and train three new part-time dispatchers to decrease overtime costs and to have a larger pool of employees to call upon during multiple alarm emergencies. 4. Redefine roles/areas of responsibility for dispatchers during multi-alarm incidents to increase operational effectiveness. 5. Re-evaluate established baseline for processing times of all EMS call types. 6. Implement the final phases onhe fire department's new station alerting system. Ongoing Program Objectives I. Provide call taking services for emergency and non-emergency calls for our entire community. 2. Provide life-saving instructions over the phone within the parameters of Emergency Medical Dispatching (EMD). 3. Dispatch appropriate resources to requests for help while monitoring radio communication to ensure the safety and welfare of the public and safety personnel. 4. Maintain EMD certifications and continuing education for all dispatch personnel. 5. Continue employee training through TargetSafety. 217 Performance Measures 2008/09 2009/10 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target Total Number of Requests for Service Processed 1 1. EMS 21,483 25,635 26,245 13,676 23,857 2. Fire, Rescue, HazMat 4,275 3,516 4,645 2,144 4,247 3. Emergency Rescue 0 0 0 0 0 4. Hazrnat 0 0 0 0 0 5. Public Service Assist Calls 325 394 333 229 385 6. N on-Emergency Calls 80,459 75,839 73,887 39,329 80,684 7. Total Calls Processed' 106,542 105,384 105,110 55,378 109,173 Percentage oftime calls are processed within two minutes.3 1. Fire 76% 77% 77% 73% 77% 2. EMS (EMD)' 73% 83% 75% 83% 85% 3. Alpha 69% 65% 70% 4. Bravo 63% 62% 65% 5. Charlie 76% 80% 80% 6. Delta 88% 86% 90% 7. Echo 95% 93% 97% Training Hours per Year per Employee 30 34 15 44 88 Percent of dispatchers receiving minimum EMD compliance scores. 100 100 100 100 100 Performance Measure: Notes 1. Calls processed include all calls received at fire's communication center. These include false calls and ringing alarm calls that did not require units to respond. 2. Calls processed have been merged for Fire, Rescue, and HazMat. 218 3. Total calls include all business call that the Fire Communications center handles. These calls are from the public, various departments within our city, outside of our city, and other agencies. 4. Processing time is calculated from the time the dispatcher receives the call to the time the correct unit is deployed. 5. Emergency Medical Dispatching (EMD) is the process that fire dispatchers use to interrogate callers to determine the severity of the patient's injury or illness and to dispatch the appropriate resources. The medical severity starts with "Alpha" as the lowest in severity and ascends to "Echo" which represents the most acute medical emergency. 6. In the second block of performance measures, we will no longer use EMS (EMD) as a stand alone performance measure. We will break down the calls by medical severity from Alpha to Echo. Each will now have its own performance measure. 7. 2009-2010 percentages are based on previous calculations that we made and that data also needs to be verified by IT. 219 General Government GENERAL GOVERNMENT I l Fine Arts & Non-Departmental Cultural Affairs 220 This page has been intentionally left blank 221 General Government Business Plan - Overview About The Department The General Govemment Department consists oflwo programs; Fine Arts & Cultural Affairs and Non-Departmental. Funds budgeted for Fine Arts support various programs that aid the City in improving its community, developing and enhancing the cultural and aesthetic values of thee City and developing the civic affairs ofthe City. The Non- Departmental budget identifies and accounts for citywide program costs, which are not directly applicable to anyone department. 222 General Government Budget Sununary A2008/09 ,\ 2009/1 0 2010/11 20] 1/12 Percent Actual Actual Adopted Propos ed Change A. Expenditures by Programs 2010/11-2011!12 Fme Arts & Cultural Affairs 196,509 287,000 287.000 2H7.000 DO/ ,0 Non-Departmental 6,359,075 10,262,200 1,454,100 3.954,200 172(~/O Total 6,555,584 10,549,200 1,741.100 4,241,200 [44% B. Expenditures by Classification Personnel Services -805,157 2,281,900 -1,653,600 -100,000 -94% Maintenance & Operations 433,234 525,000 515,500 495,000 -4% Contractual Services 1,443,828 1,436,700 1,522,600 1,587,700 4" '" Internal Services B 4,362,300 4,389,700 0 0 0"10 Capital Outlay 0 430,000 0 0 0% Debt Service 1,12],379 1,485,900 1,356,600 2,258,500 66% Credits 1 Billables 0 Total 6,555,584 10,549,200 1,741,100 4,241,200 144% C. Funding Sources General Fund 5,696,084 9,589,200 1,184,100 3,384,200 186% EDA 1 CDBG 502,500 502,500 200,000 500,000 150% Cultural Development Fund 357,000 457,000 357,000 357,000 0% Total 6,555,584 10,548,700 1,741,100 4,241,200 144% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program BWarkers Compensation and Liability charges have been added to each Department's Internal Service Charges. 223 Human Resources HUtvIAN RESOURCES I I I Gene ral Internal Sen.-ice Fund fund Adm Uli sir atia n Employee W or kers LiabIlity & Services Compensation Risk M gmt 1N ark fore e - Planning & Retention Full Tirre EIq:i~ Adrrinistrntion I.oo E'Iployee SetVices 1.6) WorkfOrce Planning and Retention 1.6) Liability! RiskMmagenent 265 Worl=s CbnpensatiOll ti 15 U,rm1llElR TOOlI 13.00 224 This page was intentionally left blank 225 Human Resources Department Business Plan - Overview -, ._n _ . - Human Resources is dedicated to promoting organizational effectiveness through creative leadership that is responsive to our community, employees, and the public while providing customer service and quality human resources, labor relations, employee services, workforce planning, employee retention, risk management, and workers' compensation programs in a timely and cost-efficient manner. We are committed to fostering positive relationships between City employees and the community by promoting professional development and unity . through mutual resI'ect and sensitivity to the diversity of our population. Mission Statement: About The Department The Human Resources Department manages the City's human resources activities: labor relations, employee benefits, recruitment, compensation, and training. The Human Resources Department also oversees risk management and workers' compensation programs which reduce the risk of accidents and protect City assets from liability for accident losses and also helps City employees reduce injury and disease risks and maintain good health and fitness. Top Accomplishments for FY 2010//1 1. Negotiated an employee concession program with bargaining groups equal to a 10% budget savings. 2. Implemented cost-saving measures through employee health benefit plan reVISIons. 3. Established and met the Center for Medicare and Medicaid Services (CMS), Section 111, mandatory reporting requirements. 4. Enhanced the New Employee Orientation Program to include updated documentation and a power-point application. 5. Implemented an on-line training program to assist employees In meeting mandatory training requirements. 6. Implemented City-wide safety training program. 226 Major Issuesfor FY 20Il//2 1. The impact and challenges of the budget deficit on negotiating expiring collective bargaining agreements. 2. Technology challenges make loss prevention, human resources/safety training, and position control/vacancy difficult and labor intensive. 3. Maintaining competitive salary and benefits to maximize recruitment and retention of highly qualified applicants/employees during the current economic CrISIS. 4. Implementation of New World software programs. 5. Health & Wellness Program to lower/improve benefit usage, resulting in reduced health benefit premiums. 227 Adninistration Hrployee Services Workforce Planning and Retention Gneral FimdTolaI HnnnRes<Xn:e5 ~t &.rrnuy '2nstOO '2::ffii 10 3JIO'll 3J11I12 Fercent Actual Actual Adopted PlDposed Glange 3JIO'Il-3J11I12 142,6'10 159,507 182, AD 1%,400 7'/0 146,622 163,959 187,= 195,1()) 4''/0 151,el7 16:>,634- 194,3OJ =,= 15"/0 440,959 493,1()) 564,= 614,3OJ g>/o 3,076,Wl 3,075,<n:l 3,102,= 3,ffi'i, 1()) -Y/o 4,157,915 3, 729,<n:l 3,744,400 3,735,<n:l 0'/0 7;233,W5 6,8)5,= 6,847,= 6, 742,mo -2'/0 7,674,234 7,2S'8,<n:l 7,412,mo 7,356,3OJ -10/0 A Elq:endtures ~Pr<grnm; Liability/RisklVlmagerrent Worl<ets Cbnpensation InIen1aI Senice TolaI ~TomI R Elq:endtures ~aassification fusonnel Services IV1rintenanoe &Q:erations Cbntractual Services Internal Services aCD capital OJtlay I::ebt Service Oedits / Billables TomI 1,008,())1 1,176,400 1,271,3OJ 1,3M,<n:l Y/o 6, 130,8'& 5,787, AD 5,1%, AD 5,611,AD -Y/o 21\5,388 293,= 288,20) 265,mo --&/0 45,426 41,6Xl 55,= 174,AD 21Y/o 134,450 0 0 0 0'/0 7,674,234 7,2S'8,<n:l 7,412,mo 7,356,3OJ -1% C fundng Sourcl>s CCnera1 Fund ED'\ / CJ:B:} ~ter I:::eJ:rutrrent Worl<ets Cbrrpensation Liability/Risk l'vtmagerrent TomI 287,8':'9 340,mo 411,AD 407,3OJ -1% 125,mo 125,mo 125,mo 125,mo 0'/0 2E,1()) 2E,1()) 2l\1()) 82,mo 19.2"/0 4,157,915 3,729, <n:l 3,744,400 3,735,<n:l 0'/0 3,076,Wl 3,075,<n:l 3,102,= 3,ffi'i,1()) -Y/o 7,674,234 7~<n:l 7,412,mo 7,356,3OJ -10/0 Aror colTJXUison p.llpOSE'S prior flScaJ year actual e>penditure are allocated to tlJC current: pugram "worl<ers Cbrrpensation and Liability dl8lges have been added to each I:::e(:rutrrent's lntemal Service Olarges. crn-ective 7/ 113JII, Internal Services Ol8lges wll be distributed among all proodTIlTI ilior; these charges 'v\ere placed in the Adninistration A'();gIalTE only. Dlrx::rease in Internal 8eJ:vice Olarges due to the reallocation ofUilities and InronTIltion Technology 0largE'S anDng all dep:rrtrrents and prograrn;. P\iorthese charges 'v\ere only dl8lged to a fewdepmtrrents. 228 2011/12 Proposed Budget Workers Compensation \ 51% Administration 3% Liability/Risk Management 41% Full-Time Employees Workers Compensation 47% Employee Services 12% Liability / Risk Management 21% Workforce Planning and Retention 12% 229 Human Resources Department Program: Administration Program Summary Program Code: 0001 To provide customer-driven, service-oriented programs that respond to the City's needs; establish and maintain positive and Program Purpose: collaborative relations with organized and non-represented employee groups, contract administration, dispute resolution, and assure fair treatment and equal opportunity to all persons. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Represent the City in the negotiation of fair, equitable and fiscally responsible collective bargaining agreements. 2. Work with departments to ensure that collective bargaining agreements are administered in a fair and consistent manner with due regard to controlling operating costs and preserving the City's right to manage. 3. Administer corrective counseling/employee discipline to ensure consistent, fair, and equitable treatment that addresses the City's legitimate business interests. Program Budget Summary =0;> =10 2010'11 3:)11/12 Actual Actual Adopted Froposed FLuxling Level $142,6'10 $1 :9,.507 $182, /U.l $1 %,40.) Rill Tine 8rployees 1.00 1.00 1.00 1.00 FurKiing Sources Program Changes 1. None. FY 2011/12 Program Objectives I. Complete negotiations with firefighter employee organization within budget target. 2. Provide investigative and consulting services to ensure City compliance with federal, state and local EEO rules and regulations. 230 Ongoing Program Objectives 1. Maintain collaborative relationships with the seven bargaining units. 2. Provide timely, efficient, and effective disposition of grievances. 3. Investigate and assist in the timely resolution of EEO, internal and external complaints. 4. Work with departments to administer the terms and conditions of the vanous collective bargaining agreements. 5. Administer City-wide corrective counseling/employee discipline and ensure consistent, fair, and equitable treatment and appropriate consideration of the City's legitimate business interests in maintaining efficient and effective City operations. 6. Provide training on negotiated changes in collective bargaining agreements. 7. Develop City staff expertise and resources to support City requirements for collective bargaining of contracts. 8. Monitor and update policies to ensure compliance with new laws, regulations or legislation. 9. Administer/promote diversity awareness training. 10. Administer City-wide personnel-related Council and Personnel Committee items. 231 Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/1 ] Target 2010/11 Mid-Year 2011/12 Target Number of grievances filed at Human Resources Director level: 3 2 2 Number referred to City Manager: 0 0 0 0 Number of department hours spent in labor- 115 33.5 125 100 ]50 management cooperation meetings: Number of discip I inary /performance cases involving one or more hours of labor N/A N/A 25 5 2 relations staff involvement: Number of contract 7 7 7 5 7 renewals: Number of EEO complaints filed: 0 2 4 3 Investigations completed within designated timeframe: 0-60 days 3 60 - 90 days Over 90 days Overall customer satisfaction level is rated N/A N/A 85% N/A 85% by customers as meeting or exceeding expectations. Peiformance Measure: Notes I. None. 2"7 ~- This page was intentionally left blank 233 Human Resources Department Program: Employee Services Program Summary Program Code: 0054 To negotiate and administer the City's group health, wellness Program Purpose: and related benefit programs, and assure compliance with applicable federal and state laws and regulations, city policies and procedures, and Memoranda of Understandings (MOU). Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Manage health care costs through education and expansion/development of wellness programs. 2. Implement a new comprehensive Family Medical Leave Act (FMLA) tracking system to assist with mandated compliance. Program Budget Summary 2JXB!09 ::rrD']O 2)]<Y1I 2)111]2 Actual Actual Adopted Froposed FLUuing Level $146,622 $]63,959 $187,= $195,]00 Full Tine E'Tployees I.ill 1.00 1.00 I.ill runding SJLIT'ces Program Changes 1. None FY 20/ /1/2 Program Objectives 1. Conversion/implementation of a health insurance employee benefits system. 2. Administer a City-wide volunteer/intern program. 3. Develop Health & Wellness Program. Ongoing Program Objectives 1. Administer and monitor the FMLA program for compliance. 234 2. Administer and manage the City's employee benefit and group health insurance. 3. Conduct research on best practices, identify changes and emerging issues, and make recommendations on plan improvements. 4. Process, schedule, and enroll all eligible employees in retirement and health care programs. 5. Assist employees and retirees with health care concerns. 6. Conduct status meetings with current health care providers. 7. Sponsor annual health fair and Wellness Expo for all City, Water, & EDA employees. 8. Distribute benefit communication materials and administer an annual health benefit Open Enrollment program. 9. Administer the provider contract for the City's Employee Assistance Program (EAP). 235 Performance Measures 2008/09 2009/10 20]0111 2010/11 2011112 Actual Actual Target Mid-Year Target Annual average percent of increase in premium rates for 5. ] 12.7 10 10 10 health benefits. Number of employees enrolled in health care benefits: 1. Active 1,43] 1,420 1,430 ],430 ],430 2. Retired 395 403 4]0 410 410 3. COBRA 41 43 45 40 45 Percentage enrolled within N/A N/A ]00 99 97% contract restriction dates: 52 35 55 33 50 Number of employees utilizing FMLA benefits. Percentage of employees N/A N/A N/A N/A 97% notified within 10 days of potential FMLA benefits: Percentage of applicants for 80% Intern and volunteer's trained N/A N/A N/A N/A and assigned to City Depts.: Overall customer satisfaction level is rated by customers as N/A N/A 85% N/A 85% meeting or exceeding ex cetations. Status meeting with current N/A N/A 30 26 25 healthcare provider. Peiformance Measure: Notes 1. Health care benefit totals include City, Water, and EDA employees. 236 This page was intentionally left blank 237 Human Resources Department Program: Workforce Planning and Retention Program Summary Program Code: 0055 To attract and retain a highly qualified and dedicated workforce by anticipating the staffing needs of City departments; provide Program Purpose: training opportunities to all City employees, and design and develop a broad array of programs to support leadership development and strategic change. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Implement a new, equitable and competitive employee benefit system designed to assist with tracking benefits, salaries, positions, vacancies, and training by providing resources that are less labor intensive. 2. Expand the New Employee Orientation program to include updated documentation and the City's vision and goals. 3. Develop strategies and implement a Train-the-Trainer program to mcct the City's training needs. Program Budget Summary 2JX.8Im 2YJR'1O 201()lll 2011112 Actual Actual Aclopted PlDJX'Sed FLUxling level $151,617 $IW,634 $19'1,300 s;zn,lU) Full llrre HTployees 1.6) 1.6) 1.6) 1.6) r1..U1ding Sources Program Changes I. None. FY 2011/12 Program Objectives 1. Continue to enhance the New Employee Orientation program (0 include updated vision and goals. 2. Implement a City-wide paperless process for recruitment and filling of approved vacant positions. 238 3. Monitor and evaluate mandatory on-line training programs available to City employees for compliance. Ongoing Program Objectives 1. Administer and update weekly approved recruitments. 2. Work with City departments and outside agencies for comparable classification and or salary review. 3. Maintain employee data to ensure compliance with all federal and state regulations. 4. Process, schedule, and enroll all new employees m applicable benefits and programs. 5. Ensure compliance with federal and state-mandated training programs. 6. Maintain and monitor City-wide position control and vacancy data. 7. Design and manage the City's training program to address the City's major training needs. 239 Performance Measures 2008/09 2009/1 0 2010/1 ] 20]0/] I 201 ]/12 Actual Actual Target Mid-Year Target Percentage of completed recruitments within NIA N/A 95% requested timeframe: 100 95% Number of applications reviewed for non-Civil 413 2,422 700 Service classifications: 600 1,000 Annual city-wide employee turnover rate*: 41 ]5 30 I. Retired 8] 21 30 34 30 2. Separated full-time 40 30 employees 3. Separated part- ]41 4] 60 time employees 309 60 Performance Measure: Notes 'footnote: based 011 current economy. 240 This page was intentionally left blank 24] Liability & Risk Management LL"'.BLITY & RISK MANAGE1I..fENT I full-Tine Bq:l~ [jability/RiskMmagemnt Troll 265 265 242 This page was intentionally left blank ~ 243 liatility/RiskJVtmagellEnt ~tSunnuy "nwW ~1O 20HYII 201I/12 ~rcent Actual Actual Adopted Proposed Cnange A EXp:ndtures ~ Pr<:gram; 201CYII-20! 1/12 Liability/Riskl'vhnagerrent 3,076,00} 3.075.s(() 3,102,8Xl 3,CQ'\ HD -3"/0 T<blI 3,076,00} 3,<J75,5UJ 3,102,8Xl 3,CQ'\ 1m -3"/0 R EXp:ndtures ~aassificati<II Rosonne! &,rvices 188,972 258,3CD 2J9,ffD 322,50) 15"/0 I\IBintenance &QJerntions 2,8'l3,5ffi 2, 783,ffD 2, 7'72,ffD 2,637,ffD -{J'/O Cbntmctual &,rvices 29,430 24,= 19,= 24,= 26'/0 Internal &,rvices B,C 14,lro 10,= II,ffD 22,= <x:P/o capital Cl1tlay cebt Service Gedits / Hllab1es T<blI 3,076,00} 3.075.9)) 3,102,8Xl 3,CQ'\ 1m -3"/0 C Fimdng Source; <::cn<c>ral Fund 1,626, 18J 1,627,AXl 1,&D,AXl 1,684,50) 10/0 ReKlSe 1,251,lm 1,25I,lm 1,221,lm 1,052,= -14"/0 Se\-\ef 127,= 127,= 132,= 130,= -2'/0 Oher N:n.Ceneral hmd 71,ffD <:P,5UJ 00,= 139,ffD 75"/0 T<blI 3,076,00} 3,<J75,5UJ 3,1 02,8Xl 3,CQ'\ 1m -~Yo ^fur =1TjC'G1ison purposes prior fIScal year actual e>penditure are allocated to the CLment prograrn "workers Cbnpensation and uability charges have been added to each I:e[Xl11:rrent's Internal Service Charges. l..Irx:::rease in Internal &Ivice Charges due to the n=a.llocation ofUilities and Infonrntion Technology Glarges aIJDng all de[XU1:rrents and prog/3lTE. FTIorthese charges v.ere only chaIged to a fuwcle[xutI-rents. 244 2011/12 Proposed Budget Liability/Risk Management 100% Full Time Employees liability/Risk Management 100% 245 Liability/Risk Management Program: Liability/Risk Management Program Summary Program Code: 0056 To provide a comprehensive self-administered liability program by proactively resolving legitimate third-party claims, managing the Hazardous Materials, Department of Transportation and Program Purpose: Drug Testing Programs; conducting city-wide safety/incident committee and advising departments on a wide range of insurance-related issues. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Complete building assessment for all City structures. 2. Reduce costs for property and liability claims. 3. Ensure insurance coverage is sufficient to protect the City from claims arising out of City operations. Program Budget Summary =00 ='10 XlI<YlI XlI 1112 Actual Actual Adopted ed Fluxling Level $3,076,ffi.l $3,075,= $3,102,= $3,CO'>, 100 Full 'nrre Hrployees 265 765 265 265 Funding SJcuces Program Changes I. None. FY 2011/12 Program Objectives I. Commission Actuarial study to monitor the cost of City's liability exposure. 2. Annual audits performed by insurance vendors. 246 Ongoing Program Objectives 1. Identify potential risk management issues and develop proactive strategies and mitigation protocols to contain the number of claims filed and cost of claims paid by the City. 2. Manage the City's general liability and property insurance programs and pursue recoveries for damages to City property and personnel. 3. Administer a comprehensive property, general liability and environmental insurance program and manage all claims against the City. 4. Provide semi-annual executive summary and trend information to the City Manager and management team on risk, safety, and subrogation. 5. Work with City departments to assure City-wide compliance with Federal and State regulations regarding occupational safety and health standards. 6. Assist department safety training and serve as chairperson of the City-wide safety/Incident Review Committee. 7. Perform comprehensive analysis ofliability claims to determine steps necessary to reduce the number through actions such as training, changes in operations or improvements to policies and procedures. 247 Performance Measures 2008/0~ 2009/10 2010/11 20]0/11 20] 1/12 Actual Actual Target Mid-Year Target Number of claims against the City: 343 357 400 214 420 326 340 382 202 340 Number of claims resolved before reaching litigation statusl Percentage of claims resolved before reaching litigation: 80% Number of safety courses taught: 44 30 35 28 48 Number of traffic accidents reviewed 98 76 66 35 66 by the Safety Committee: Total amount collected for 3" party recoveries completed during the $80,616 $109,569 $80,000 $30,585 90,000 fiscal year: $78,594 $61,325 $55,000 $5, lIS Total amount paid for sewer back-up claims: Number of Sewer Back-Up Claims] 31 23 20 4 N/A Cost per claim: $2,529 $2,666 $2,750 $1,279 Response Time to Sewer Back-ups: < 2hrs N/A N/A N/A N.A All 2-5hrs 0 > 5hrs 0 Number of OSHA citations received: 0 0 0 0 0 Dollar amount of fines levied against 0 0 0 0 0 the City: Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding ex ectations. Peiformance Measure: Notes I Measure is being deleted due to measure being unattainable 248 This page was intentionally left blank 249 Workers Compensation WORKERS COMPENSATION R~I T1n~ Wod<ets Cbnpenskltion 615 T<1aI 6.15 250 This page intentionally left blank 25] WHkrs Cbrrpensation ~t SlIrrrruy ",=<9 Actual '2m;v1O Actual 4lI()l11 Adopted 4lIVI2 A:uposed l'lercent Olange 4lI()lII-4l11/12 A EX(rndtures ~ ~ 4,157,915 4,157,915 3,729,9X> 3,729,9.X) 3,744,400 3,744;400 3,735,'XXl 3, 735,'XXl (p/O (p/O Worl<ers Cbnpensation 'IOOJI R EX(rndtures ~ OassificaD<Il r~J:sonnel S=tvices IVbintenance &QJeratiollS Cbntmctuai &Yvices IntemaJ &Yvices Be capital Oltlay J::ebt &Yvice Credits / BlIables TOOl! 4<:8,1as 499,400 495,= 519,6Xl :P/o 3,2Al,~ 2,971,400 2,971,400 2,9'1-1,400 -1% 233,5<9 239,= 259,= 231,aD -110/0 20,8/9 19-400 18,aD 43,'XXl 144"/0 134,45) 0 0 0 (p/O 4,157,915 3,729,'XXl 3,729, 'XXl 3, 735,'XXl (p/o C Fining Sourcts Cknerdl Flmd RefilSe \M:l1el- I:::epartrrent ~ Clher N>n-<:er1eral Hmds TOOl! 2,999,278 2, 762,aD 2,751,400 2,649,aD -4'/0 (fiJ,U78 436,200 461,3CXl 459,= OYo 295,959 35J,axJ 35J,axJ 35J,axJ (p/o 1<:8,6Xl 181,= 181,= 277,IOJ 53% 4,16),915 3, 729,'XXl 3,744,400 3,735, 'XXl (p/O AFor =nJXlrison purposes prior fiscal year actual e>q:Jenditure are allcx::ated to the current prDgIllil1 ] Wod.;ers CbnJ=>sation and liability chruges have been added to each Qj:XlrttYent's IntemaJ &Yvice Charges. 'Increase inlntemaJ Service o-laIges due to the reallcx::ation ofUilities and InfonrntiOll Technology Charges a!Tung all dc1=Ortncnts arKi pn::::grarrE. FTIorthese charges v-.ere only charged to a fewdepartrrerlts. 252 2011/12 Proposed Full Time Employees Workers Compenstation 100% 253 Workers Compensation Program: Workers Compensation Program Summary Program Code: 0057 To provide a comprehensive, self-administered Workers' Program Purpose: Compensation program through pro-active management of cost containment, loss prevention, and legislative compliance. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Establish a City-wide return to work/modified duty program to assist employees and departments. 2. Upgrade the current workers' compensation claims handling system to allow for a more effective, technologically advanced system. Program Budget Summary 2JUYW 2:XB'1O XlICYII XlIV 12 Ac"1:ual Actual Adopted Imposed Funding Level $4,157,915 $3,729, 'AD $3,744,400 $3,735,'AD Full TIne Brployees 6.15 6.15 6.15 6.15 Funding S::JLm::.'eS Program Changes 1. None. FY 20/ ///2 Program Objectives 1. Review claims handling system to allow for enhanced reporting requirements. 2. Provide statutory benefits in a timely and effective manner. 3. Continue to explore/develop cost saving measures and program strategies for the self-funded Workers' Compensation program. Ongoing Program Objectives 254 1. Coordinate injury/illness reporting and claims management with City departments to ensure timely filing of workers' compensation injuries. 2. Coordinate bi-monthly claims status meetings with various departments to manage individual claims, treatment, and return to work. 3. Review employees and supervisors reporting of injury/illness for areas that require mitigation or intervention and partner with Risk Management to implement corrective strategies. 4. Facilitate implementation of Best Practices for City's Workers' Compensation program and coordinate resources necessary to administer claims for compensation filed against the City. 5. Coordinate a City-wide fitness for duty program. 255 Peiformance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Number of Workers' Comp claims: I. Open 352 330 300 68 300 2. Closed 255 225 225 137 230 Number of claims set-up within statutory time frames: I. All Departments (including 245 250 300 202 300 Water) 2. Police 148 160 160 160 180 3. Fire 66 70 65 65 90 4. Public Services 31 31 21 21 30 Pt::n.:enlage uf claims sel-up wilhin 100 100 100 100 98.5% time frame: Number of indemnity checks issued 1,371 1,700 1,500 1,200 1,700 within statutory time frames: Percentage of checks issued within time frames: 100 100 100 100 98.5% Overall customer satisfaction level IS rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Number of medical bills processed 11,293 11.700 11,000 9,500 11,000 within statutory time frames: Percentage of checks issued within statutory time frames: 100 100 100 100 98.5% Peiformance Measure: Notes 1. None. 256 This page was left blank intentionally blank 257 Information Technology INFORMATION TECHNOLOGY Administratio n j. Busine ss Systems GIS & Network Office Automation Service s Client Public Safety Service s Systems Print Shop Telephone Full-Time Emolovees Administration 2.00 Business Systems 4.00 Client SeIVices 4.00 Telephone Support 1.25 GIS and Office Automation 2.00 Network SelVices 1.75 Print ShOD 1.00 Public Safety Systems 4.00 Total 20.00 258 This page was intentionally left blank 259 Information Technology Department Business Plan - Overview The Information Technology Department's mission is to serve the information technology needs of the City of San Bernardino, including its citizens and employees. We will evaluate, integrate and support innovative technologies to help internal and external customers achieve their goals, while effectively maximizing return on resources and providing cost effective methods for citizens, businesses, vendors and others to easily access information and conduct business with the City. About The Department Mission Statement: The Information Technology (IT) department is responsible for enterprise-wide communication and information technology services. IT is responsible for maintaining all computer, business and enterprise applications, network, GIS, and email for the City of San Bernardino. The department supports City Hall, Police, Fire, and municipal offices at 40+ remote locations in the City through its Local and Wide Area Networks. Top Accomplishments for FY 201 0/11 I. Developed a financing and implementation plan for the Telephone Switch, Financial System, Community Development System, Human Resources and Payroll System, Public Safety Computer Aided Dispatch and Records Management System, and Agenda Management System. 2. Provided leadership and direction to the department through the appointment of a permanent Information Technology Director. 3. Developed standards for defining priorities for measuring categories of work requests from departments. 4. Developed new performance-based measurement tools through the implementation of customer satisfaction surveys. 5. Addressed areas of business continuity and disaster recovery for automated systems through the implementation of additional phases of the city server virtualization plan. 6. Worked with the Communications Division of the City Manager's Office in order to identify the resources and implement the recommendations to improve the City's website designed to enhance communication and transparency of government. This included the creation of City Facebook and Twitter accounts which now replicate news feeds from the City's web 260 site. This new technology streamlines citizen communication and directs them back to the City's main web site. 7. Identify resources and staff augmentation required in order to implement the following projects/plans: (a) Provided continuing education for staff city-wide in order to enhance effective use, management, updates, application/systems, business continuity and disaster recovery. (b) Completed majority of upgrades to city-wide desktop office automation software. 8. Installed new microwave point-to-point wireless WAN links to Fire Main, City Yards and the Water Reclamation Plant. 9. Installed new IP based telephone switch/PBX, voice mail and unified messaging system for City Hall. 10. Assisted in the implementation of the SB Direct Call Center. 11. Doubled the number of GIS interactive map applications for City Staff. 12. Trallsitioned management of the Print Shop from Finance to the IT department. Upgraded primary printer hardware and reduced Print Shop staffing requirement. Major Issues for FY 2011/12 1. Implement a new financial management system, human resources and payroll management system, community development/permitting system, Public Safety computer aided dispatch and records management system, and agenda management system. This comprehensive system replacement project will be the most demanding project ever undertaken by the IT Department. 2. Implement a new staff training lab in the basement at City Hall, which will enable traiuing programs required for current and future software implementations and other employee training. 3. Increase the number of GIS layers available to the City. 4. Implement a new backup hardware and software system for City Hall, Public Safety, and the Water Department. 5. Upgrade the City's crime mapping software. 6. Install a new firewall that will provide security to the City's intranet and provide access to the Internet from Police Mobile Data Computers 7. Upgrade 35 Fire Department Mobile Data Computers to EVDO wireless from their 800 MHz wireless because of functionality requirements of the New World Aegis (CAD/RMS) system. 8. Partner with California Emerging Technology Fund through their "Get Connected!" program, a comprehensive statewide public awareness 261 program to raise awareness about the economic and social benefits of broadband connectivity. The program aims to break down barriers and address misperceptions that perpetuate the Digital Divide that currently exists in California. 9. Implement free public wireless access at City Hall. 10. Assist the Police Department with their Downtown Surveillance Camera implementation project. II. Work with the City Manager's office to centralize administration of various departmental social networking sites, giving citizens one point of contact for accurate, timely, and pertinent City information. 12. Review contracts with telephone companies assuring the best possible service level agreement criteria and rates are being offered to the City. 262 This page was intentionally left blank 263 Infonnation Technology Budget Summary A2008109 A2OO9/1O 2010/11 2011112 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010111 - 2011112 Administration 317,454 271,146 266,200 300,900 13% Business Systems 853,739 729,20 I 715,900 1,113,000 55% GIS and Office Automation 413,931 353,549 347,100 324,500 -7% Network Services 928,273 792,862 778,400 614,200 -21% Client Services 229,325 195,873 192,300 349,000 81% Public Safety Systems C 1,887,314 1,612,004 1,582,600 1,762,600 11% Print Shop 293,126 250,367 245,800 165,400 -33% Telephone Support 834,301 712,598 699,600 882,200 26% Total Department 5,757,464 4,917,600 4,827,900 5,511,800 14% B. Expenditure. by Classification Personnel Services 2,167,288 1,942,700 1,938,300 1,983,700 2% Materials & Supplies 2,025,931 1,996,600 2,048,200 2,018,000 -1% Contractual Services 986,315 595,700 605,700 545,300 -10"/0 Internal Services BJ) 68,521 60,100 55,800 74,400 33% Capital Outlay C 267,545 201,500 179,900 817,400 354% Debt Services 241,864 121,000 0 73,000 0"/, Credits 1 Billables 0 0 0 0 0"/0 Total 5,757,464 4,917,600 4,827,900 5,511,800 14% C. FUnding Sources General Fund 3,159,400 2,930,700 3,043,700 3,405,300 12% Refuse 157,500 119,800 125,200 95,200 -24% IT Fund 474,890 215,300 0 25,000 0% Water Department 710,700 539,600 522,600 461,900 -12% Other Non-GeneralFund 127,500 103,600 190,800 476,800 150% Print Shop 245,166 258,300 245,800 165,400 -33% Tclephone Fund 777,661 750,300 699,600 882,200 26% Total 5,652,817 4,917,600 4,827,700 5,511,800 14% AFor comparison pwposes prior fiscal year actual expenditure are allocated to the current program. BW orkers Compensation and Liability charges have been added to each Department's Internal Service Charges. clnitial costs for the New World Software upgrnde Dlncreasein Internal Service Charges due to the reallocation of Utilities and Information Technology Charges among all departments and programs. Prior these charges were only charged to a few departments. 264 2011/12 Proposed Budget Telephone Support 16% Administration 6% I Business Systems 20% Public Safety Syste msC 32% Client Services 6% Network Services 11% GIS and Office Automation 6% Full-Time Employees Public Safety Systems 20% I Administration 10% Business Systems 20% Client Services 20% Network Services 9% Telephone Support GIS and Office 6% Automation 10% 265 Information Technology Department Program: Administration Program Summary Program Code: 0001 To provide Information technology guidance and direction to Program Purpose: the city leadership and departments to ensure the effective use of technology in providing services to the community. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental goals identified by the City's IT Strategic Plan development team. Program Budget Summary xwro =10 XllCYll 2011/12 Actual Actual Adooted ed Level $317,454 $Z71, 146 $2ffi,XX) $?CO,SW Rill TIlTE 250 1.95 200 200 Rmding Sources Program Changes 1. No significant changes are anticipated at this time. FY 2011/12 Program Objectives 1. Work with staff to implement new software systems on time and within budget. 2. Create computer training lab to facilitate internal staff training needs. 3. Lead the "Get Connected!" program to educate citizens about broadband use and narrow the digital divide within our community. Ongoing Program Objectives I. Ensure effective communication with city leadership and departments in order to fulfill the IT Mission Statement. 2. Support the City and departments in researching and implementing the enterprise and departmental applications scheduled for FY 2011/12 as identified by the City's IT Strategic Plan development team. 3. Work with staff to maintain a high level of customer service. 4. Meet with departments on a regular basis to identify technology needs and areas where IT can be of assistance. 266 5. Coordinate with vendors and departments to efficiently purchase and maintain: services, applications, automation and radio communications and networking hardware for all City departments. 6. Track budget of all IT programs and ensure aligrunent with financial system figures. Work with Finance to resolve inaccuracies/discrepancies. 7. Handle registration and travel arrangements for IT staff training and conferences. 8. Process HR and payroll related paperwork and transactions including employee evaluations, personnel action forms, timesheets. Performance Measures Develop and complete IT Strategic Plan. Complete departmental budget. Completion of City Server Virtualization Ian. Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Complete CRM service requests within ex ected turnaround times. Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Performance Measure: Notes 2008/09 2009/10 2010/11 2010111 2011/12 Actual Actual Target Mid-Year Target N/A N/A 100% 25% 25% N/A N/A 100% 100% 100% N/A N/A 100% 25% N/A N/A N/A N/A N/A 85% N/A 85% N/A N/A N/A N/A N/A 85% N/A 85% I. IT Strategic Plan development has been postponed until after the current major system implementation projects are completed. 2. The creation of a server virtualization plan is complete. Identified thirteen servers on the City side, and thirteen servers have been virtualized. Animal Shelter server will be virtualized during FY 11/12. PD servers are 60% virtualized, remaining servers will be virtualized during FY 11/12. 3. Customer satisfaction levels were measurable starting in May of2011. 267 Information Technology Department Program: Business Systems Program Summary Program Code: 0058 Provide technology services for enterprise and departmental applications, and the public and internal web sites, to non-public Program Purpose: safety City departments, with the goal of meeting their technology requirements for providing municipal services to the community. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental applications as identified by the City's IT Strategic Plan development team. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Pronosed Funding Level $853,739 $729,201 $715,900 $1,113,000 Full Time Equivalents 5.80 3.90 4.00 4.00 Funding Sources Program Changes 1. No significant changes are anticipated at this time. FY 2011/12 Program Objectives 1. Support the City and departments in researching and implementing the enterprise and departmental applications scheduled for FY 2011112 as identified by the City's IT Strategic Plan development team. 2. Implement SiteCheck, an online subscription service that can identify broken links, misspellings and accessibility issues on the City's public website. 3. Upgrade Laserfiche records management system to version 8 for planned integration with New World Systems Logos.NET, new functionality, enhanced security, improved performance, and to avoid possible loss of Laserfiche support in FY 2011112 from the vendor due to the age of our Laserfiche software. 4. Implement a new backup hardware and software system for City Hall and the Water Department. 268 5. Design and implement conversion oflegacy data to a new financial management system, human resources and payroll management system, community development/permitting system. Ongoing Program Objectives I. Continue to provide a high level of customer service. 2. Maintain and support existing enterprise and departmental applications, and the public and internal websites. 3. Maintain enterprise and departmental application software, operating systems, database engines, and related third-party software at necessary version levels. 4. Provide enterprise and departmental application software technology consulting and project management services to departments. 5. Ensure that enterprise and departmental application software vendor maintenance and support contracts are current. 6. Ensure that enterprise and departmental application servers are covered under hardware and software maintenance contracts. 7. Perform enterprise and departmental application server backups and maintain the enterprise backup system. 8. Install, administer, and maintain enterprise and departmental application servers. 9. Ensure timely and accurate transmission of payroll direct deposit and payroll/accounts payable positive pay data to Wells Fargo Bank. 10. Ensure timely installation of annual W2 and 1099 software updates to facilitate printing of these forms and electronic transmission ofrelated data by the City and Water Finance Departments. II. Ensure that Business Systems Program expenditures are appropriate and fiscally responsible. 12. Align Business Systems Program activities with the IT Strategic Plan. 13. Ensure that Business Systems Program responsibilities specified in the Master Services Agreement between the City and Water Department are met. 269 Performance Measures 2008/09 Actual 2009/1 0 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target Percentage of Business Systems Program Enhancement CRM requests completed successfully on or prior to expected close date. N/A N/A >85% 86.33% 85% Percentage of Business Systems Program Problem CRM requests completed successfully on or prior to expected close date. N/A N/A >80% 95.74% 85% Percentage of time enterprise and departmental applications fully functional during business hours. Complete phase one of server virtualization project for enterprise and departmental application servers. N/A N/A >99% 98.8% 99% N/A N/A Yes Yes N/A Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A N/A N/A 85% Complete CRM service requests within expected turnaround times. On time completion of New World Systems milestones under Business Systems control. N/A N/A N/A N/A 85% N/A N/A 80% N/A 80% Performance Measure: Notes 1. The Business System Program manages over 40 applications, hosted on more than 20 servers. 2. Enhancement requests are defined as requests that provide additional service or value to an existing technology infrastructure. 3. Problem requests deal with any issue that impedes or prevents usage of applications and/or servers. 4. Routine functions, such as server management, database maintenance, backup monitoring is not included in the CRM system. 5. Customer satisfaction levels will be measurable beginning in May of2011. 270 This page was intentionally left blank 271 Information Technology Department Program: GIS and Office Automation Program Summary Program Code: 0059 Provide geographic information (GIS) and office automation Program Purpose: (OA) technology services to employees and departments enhancing their ability to address City goals and citizen requests. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Provide GIS and Office Automation technology expertise, guidance, and support as required in the implementation of enterprise and departmental applications as identified by the City's IT Strategic Plan development team. 2. GIS: Enhance, maintain, improve awareness and provide training of the public and employee GIS web interfaces. 3. OA: Provide basic Microsoft Office training to employees that use these applications and request training. 4. OA: Providing Network Services division implements Voice Over IP (VOIP) actualize Unified Messaging component of enterprise email application. 5. Enabling self-service access to GIS data. Program Budget Summary X1JY(1) XXR'IO 2010'11 201V12 Actual Actual ed level $413,931 $353,5<19 $324;::Ul Full TIne Rluivalents 2S"O 1.95 200 200 Sour= Program Changes 1. No significant changes are anticipated at this time. FY 2011/12 Program Objectives I. Continue to provide a high level of customer service. 2. OA: Manage Microsoft Office 2007/2010 training program covering Microsoft Office applications and provide introductory one on one training as requested. 272 3. GIS: Advertise within City the availability of external and internal GIS web interfaces. Train City managers and analysts on the effective usage of these web applications. 4. GIS: Providing funds are available, install and transition existing external GIS web interface and data to the latest ESRI web-server technology. Maintain, as necessary, on the existing platform, any data used and accessed by vendor applications that have not, as yet, transitioned to the new web-server platform. Ongoing Program Objectives 1. OA: Maintain Office Automation enterprise level applications and servers that control: E-mail, Microsoft Updates, anti-virus protection, anti-spam protection and file servers. 2. OA: Support essential employee access and usage of Microsoft Office. 3. GIS: Provide GIS data, maps and reports as requested by City staff and citizens. 4. GIS: Maintain, enhance and support usage of GIS public and internal web sites. 5. GIS: Work closely with Economic Development and Water Agencies GIS staff to ensure optimum use of GIS by employees and departments enhancing their ability to address City goals and citizen requests. 6. OA & GIS: Increase response time of all GIS and OA CRM requests. 7. OA & GIS: Align GIS and OA activities with the IT Strategic Plan. 8. Maintain the GIS and OA services project budget and related contracts. 273 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target OA: Develop or provide for Microsoft Outlook and Word training programs for N/A N/A 100% 100% 100% City staff. OA: # of Staff Trained - Provide basic Outlook training to employees that N/A N/A 60% 100% 80% request training. OA: # of Staff Trained - Provide basic Word training to employees that request N/A N/A 50% 100% 80% training. GIS: Provide basic training on the effective use of the City's GIS internal and external web interfaces to City N/A N/A 80% 90% 80% mauagers and analysts where GIS would enhance their ability to meet City goals and citizen requests OA & GIS: Complete Category I requests N/A N/A 75% 87% N/A within one day of submittal. * OA & GIS: Complete Category 2 requests N/A N/A 75% 100% N/A within one week of submittal. * Percentage of time enterprise and departmental applications fully functional N/A N/A >99% 99% 99% during business hours. Overall customer satisfaction level is rated by customers as meeting or N/A N/A N/A N/A 85% exceeding expectations. Complete CRM service requests within N/A N/A N/A N/A 85% expected turnaround times. Performance Measure: Notes l. Office Automation Summary - Enterprise Applications a. Email System: 4 Email Servers, -1400 logon accounts and mailboxes, 209 Distribution lists, 364 Contacts. b. File Servers: 2 with -1500 shared folders. c. Antivirus System: I server monitoring 1000+ PCs and Laptops, 33 File Servers and 4 Email Servers. d. Anti-Spam blocking approximately 7000000 spam or spam attempts per month. e. Microsoft Update Services patching -1000 PCs and Laptops. 274 f. Blackberry Enterprise Server servicing 105 PDAs. 2. GIS Summary: 1 File server, 2 Web Sites, -125 Layers 3. Customer satisfaction levels will be measurable beginning in May of201l. 4. *Measure is being deleted due to measure being unattainable. 275 Information Technology Department Program: Network Services Program Summary Program Code: 0060 To develop and maintain a dependable network infrastructure Program Purpose: for IT staff and City employees in order to provide a solid foundation for apolication software and automated technologies. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Implement a new data network, with possible voice over IP (VOIP) and Unified messaging implementation. 2. Assist in the design and implementation of communications projects as identified by the City's IT Strategic Plan development team. Program Budget Summary XXE!C9 XQ;I'10 201CYll 201V12 Actual Actual ed Ii level $928,273 $J9.2,= SOl4,XO Full Tnre 250 1.95 200 1.75 Sour= Program Changes 1. Decrease in Full Time Employees (FTE) is a result ofreallocation of personnel. 2. No significant program changes are anticipated at this time. FY 2011/12 Program Objectives 1. Continue to provide a high level of customer service. 2. Continue Virtual local area network segmentation within the City local area network (LAN). 3. Complete Local and Wide Area Network (LAN/WAN) documentation. 4. Implement wireless access point network within City Hall. 276 Ongoing Program Objectives I. Monitor and maintain existing LAN and WAN network segments and adjust network systems as needed. 2. Maintain the Network Services project budget and related contracts. 3. Maintain firewall, virtual private network and network monitoring systems. 4. Maintain Network diagrams and documentation. 5. Install, document and maintain structured network cable plant. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Wide area network system uptime within N/A N/A >98% 99.03 >98% business hours. CRM requests completed within due N/A N/A >80% 84.9% >80% date.* Local area network backbone uptime N/A N/A >99% 100% >99% within business hours Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Complete CRM service requests within N/A N/A N/A N/A 85% ex ected turnaround times. Performance Measure: Notes 1. Customer satisfaction levels will be measurable beginning in May of2011. 2. * To be discontinued in FY 11/12, replaced with customer satisfaction survey measures 277 Information Technology Department Program: Client Services Program Summary Program Code: 0061 The purpose of Client Services program is to effectively Program Purpose: maintain, and or repair all City / Water departments' desktop software programs & desktop equipment. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Plan and implement inventory data base system of all the City's department desktop computer systems. 2. Plan and implement inventory data base system of all the Water's department desktop computer systems. 3. Plan and implement a city-wide desktop computer replacement program. 4. Increase response time to all city & water department CRM requests. 5. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental goals as identified by the City's IT Strategic Plan development team. Program Budget Summary XXJYW xano 201<Y11 2011/12 Actual Actual Arlr.r.1-ed ed level $229,325 $195,873 $l92,= $3V,axl FWl Tnre 4.35 29.3 3.00 4.00 Sources Program Changes 1. Increase in Full Time Employees (FTE) is due to the reallocation of persoIDlel. 2. No significant changes are anticipated at this time. FY 2011/12 Program Objectives I. Continue to provide a high level of customer service. 278 2. Assist all city departments with the purchase of new desktop computers, and software. 3. Assist all Water departments with the purchase of new desktop computers, and software. 4. Completion of improved response time to CRM requests. 5. Implement a desktop computer inventory system for all City / Water Department Ongoing Program Objectives 1. Coordinate weekly & monthly delivery of all Water / City departments' backup tapes for off site storage. 2. Provide technical services of all desktop computer hardware and software maintenance support for all Water / City departments. 3. Provide technical support of all Water / City department's Blackberry phones. 4. Coordinate the hardware maintenance, and repair of all the different types ofHP laser printers for Water / City departments. 5. Provide technical services for Water department daily bill printing process. Performance Measures CRM requests completed successfully based on Priority system. Priority 1- Same Day' Priority2- Within a Week** Completion of a PC inventory program Complete CR1v1 service requests within expected turnaround times. 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target N/A N/A 80% 95% N/A N/A N/A 70% 90% N/A N/A N/A 90% 50% 90% N/A N/A N/A N/A 85% Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A 85% N/A 85% Performance Measure: Notes I. Client Services on a monthly average manages 120 opened CRM requests. 2. Number of Devices supported by Client Services: 1100 - Desktop PC's City/Water 100 - Laptop's City/Water 279 150 - Laser Printers Ci ty!W ater 91 Blackberry Smart phones 6. * To be discontinued in FY 11/12, replaced with customer satisfaction survey measures 7. ** To be discontinued in FY 11/12, replaced with customer satisfaction survey measures 280 This page was intentionally left blank 281 Information Technology Department Program: Public Safety Systems Program Summary Program Code: 0062 To manage and maintain all Police and Fire automation systems and to manage and coordinate the maintenance of the City's privately owned 800 MHz Motorola "SmartNET" radio Program Purpose: communications system in order to ensure high availability of critical public safety technology for Police and Fire personnel and to ensure radio communications services are available to all City departments. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Plan and implement transition to new 700 MHz radio system. 2. Plan and implement transition to replacement Mobile Data Computer devices. 3. Plan and implement Police and Fire desktop computer replacement program. 4. Assist Public Safety Communications Center with 911 PSAP upgrade. 5. Strengthen Police facility's UPS/Emergency Generator system. 6. Increase access to Public Safety applications with more e-Government features. 7. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental applications as identified by the City's IT Strategic Plan development team. Program Budget Summary :3:(8'CP 2lX9'10 201CYll 201V12 Actual Actual A...... ed ed Level $1,887,314 $1,612,00<1 $1,582,6Xl $1,762,6Xl Full TlITE 5.10 3.50 4.00 4.00 Sot=es Program Changes 1. No significant program changes are anticipated at this time. 282 FY 2011/12 Program Objectives I. Continue to provide a high level of customer service. 2. Complete CAD/RMS migration from Tiburon to the New World Systems so ftware. 3. Assist Police Department with transitioning money taking processes to the New World financial system. 4. Assist Police Department with transitioning Alarm Compliance system to an Internet-based compliance system. 5. Complete integration of new Fire Station Alerting System into CAD. 6. Complete integration of new Police "Laserfiche" document imaging system. 7. Assist the Police Department with facility UPS replacement. 8. Assist the Police Department with planning the 2010 COPS Technology Grant plan. 9. Assist the Police Department with the initial integration plan for the upcoming Downtown Safety/Security Camera program. 10. Finalize a radio system migration plan from 800 MHz to 700 MHz technology. II. Complete integration of new high-availability "virtual server array" for Police document imaging platform. 12. Complete integration of new high-availability "virtual server array" for Police facility security/surveillance camera project. 13. Assist the Police Department with "Reduction of Crime Through Technology" subcommittee. Ongoing Program Objectives 1. Continue to provide a high level of customer service. 2. Serve as the IT Department's budget coordination point. 3. Provide 24/7 on-call emergency support for key critical Police and Fire automation systems. 4. Provide 24/7 on-call emergency technical and communications support to the City's Emergency Operations Center (EOC). 5. Coordinate the hardware and software maintenance support for 30 different Police and Fire servers/application platforms. 283 6. Coordinate weekly backup processes for all Police and Fire automated systems. Performance Aleasures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target New Fire Station Alerting System will operational and integrated with CAD by N/A N/A Yes No N/A the end ofFY 2010-2011' New Fire Station Alerting System project N/A N/A Yes Yes N/A will be completed on budget' New "Laserfiche" document imaging system will be operational by the end of N/A N/A Yes Yes N/A FY 2010-2011' New "Laserfiche" document imaging system will be completed on budget N/A N/A Yes Yes N/A Meet with the Police Department when tile 2010 COPS Teclmology Grant plan is release by US DOJ to formnlate a N/A N/A By 01/11 N/A N/A submission package that meets the grant requirements. ** Meet with the Police Department and the City Manager's Office when the grant funding packages for the upcoming Downtown Safety/ Security Camera N/A N/A By 01/11 3/11 N/A program are released by the US DOJ to formulate an official project plan for later implementation*** Meet with the Police Department, Fire Department and the County 800 MHz Group Director to formulate an initial plan to move the City 800 MHz radio N/A N/A ByOI/11 2/11 N/A system over to the County's new 700 Mhz radio system**** Overall customer satisfaction level is rated by customers as meeting or N/A N/A N/A N/A 85% exceeding expectations. Complete CRM service requests within N/A N/A N/A N/A 85% ex eeted turnaround times. Performance Aleasure: Notes 1. *Intentionally delayed in anticipation for New World System. To be discontinued in FY 11112. 2. **Did not receive 2010 Cops Grant Funding. 284 3. ***Occurred in 3/11 with new IT Director. Duties assigned to team. To be discontinued in FY 11/12. 4. ****Began in 2/11 with new IT Director. Inventory first step in process. To be discontinued in FY 11/12. 5. All existing performance measurements, other than the two relating to customer satisfaction, will be deleted during FY 11/12. 285 TEIEPHONE SUPPORT Full-TIme Emnlovees Telenhone SUDDort 1.25 Total 1.25 286 This page was intentionally left blank 287 Telephone Support Business Plan - Overview Mission Statement: Telephone Support provides functional telephone service to the city facilities and community. About The Department Provide telephone support to all city phone lines, ensuring that city employees have dial tone on their lines. Provide efficient tools for telephone communications internally and externally for employees and the public. Install cable, wiring jacks, and provide programming for new locations and additions. Furnish monthly cost to the Finance Department for the purpose of charging each department with their telephone costs for landlines, cell phones, and pagers. Top Accomplishments for FY 2011/12 Install IP based PBX, voice mail and unified messaging in City Hall Implement plan to transition Police Department off of their NEC 2400 PBX and onto an IP based PBX. Major Issuesfor FY 2010/11 1) Upgrade aged city telephone system to better accommodate city lines and public communications. 2) Update telephone company services contracts to Cal-Net II or better levels. 288 This page was intentionally left blank 289 Thle)iII1e SI-HXJrt ~Slnnmy ":n:f;rro ^3m'10 2J1CY11 2JIV12 R=ent Actual Actual AdqJted Itopa;ed Change A Elq:errltures ~ P\~ "'I~ 2J1CY11- 2JIV12 TeIq:hone &Jpport 7T7,ffil 7SJ,3OO ffE,ffD hS2,2JO 2fl'/o TolaI 7T7,ffil 7:'O,3ffi ffE,ffD hS2,2JO 2fl' /0 R Elq:errltures ~Gassific3lioo fus0lllle1 &tvices ffi,153 152, AD 6Z,<m %400 56'/0 M3intenance &QJerations fm,725 :m,:m 632,:m 731,300 16'/0 CbntIactual &tvices 440 0 0 0 0'/0 Intemal &tvices B 5,021 5,100 4,xxl 4,:m 7'/0 Glpital OrtIay 8,822 0 0 0 0'/0 U:bt fuvice 0 0 0 48,C\XJ 0'/0 Gedits / BlJables ThbJI 7T7,ffil 7SJ,3OO ffE,ffD hS2,2JO 2fl'/o C Rmdng Sources GneraI Fund 356, 7T7 474;ffD 442,8Xl 5i9;:m 31% Water~ltjOlt 119,127 1CE,C\XJ l1O,8Xl 76,AD -31% Oher NJn-.<:.eneru] Fi.m 301,757 167,AD 146,C\XJ 725,ffD 5'P/o TolaI 7T7,f61 7SJ,3OO ffE,ffD hS2,2JO 2fl'/o ARJr a::nparison pl.lIpC6es prior fiscal year actual e>penditure are allocated to the c:urrent progmm "wod<ets Cbrrpensation andLiabIlity chaJges have been ad:led to each I.:lopulllD't's lntemal s.vice0larges. 290 2011/12 Proposed Budget Telephone Su pport 100% Full-Time Employees Telephone Support 100% 291 Telephone Support Program: Telephone Support Program Summary Program Code: 0035 Provide excellent service through telephone, data and wireless Program Purpose: technology that complies with state guidelines for city facilities and public communication. Strategic Goals Responsive Govemment Addressed: 5 - Year Program Goals 1. Transition from analog to Voice over Internet Protocol (VoIP) to increase efficiency and cost-saving technology that allows the city to manage voice calls using internet connections instead of a regular (analog) phone lines. 2. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental goals as identified by the City's IT Strategic Plan development team. Program Budget Summary ::nww XW10 2O](Y11 2011/12 Actual Actual Ac1nnted ed level $777,651 $7~ $aJ9,ffXJ ~?m Full Tnre 1.45 QSB I.CD 1.25 Sources Program Changes 1. Increase in Full Time Employees (FTE) is due to the reallocation of personnel. 2. No significant program changes are anticipated at this time. FY 2011/12 Program Objectives I. Improve 5th Street Senior Center telephone system that will allow our current vendors to service the system when needed (contracted vendor does not have access to system). The completion of 5th Street Senior Center telephone system will allow contracted vendors permission to monitor telephone system on a regular basis. 2. Upgrade Fire Stations to a more efficient system capable of communicating effectively for urgent cases and with other city departments. 3. Upgrade to more efficient PRI trunking technology. 4. Improve service response time by increasing the contract time for our "in house wire contractor." 5. Move to contract rates on existing voice circuits. 292 Ongoing Program Objectives 1. Continue to provide a high level of customer service. 2. On hands processing for all Telephone Support monthly reports, invoices, work orders, scheduling, etc. therefore assuring an accurate analysis for revenue. Performance Measures 2008/09 Actual 2009/10 Actua] 2010/11 Target 20]0/11 Mid-Year 2011/12 Target Continue active Teleconnnunication through telephone, data, and wireless technology. ' Submit requests to vendors to repair service outage within 24 hours, or repair service outage within 24 hours** N/A N/A 100% 100% 100% N/A N/A 100% 68% 100% Total work orders, repairs, moves, additions and changes completed by due date. *** N/A N/A ]00% 84% 80% Percent of montWy telephone invoices processed/submitted for payment on time. Provide monthly reports and department invoicing by 17th of each month. N/A N/A 100% 100% 100% N/A N/A 100% 100% 100% Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A N/A N/A 85% Complete CRM service requests within ex ected turnaround times. N/A N/A N/A N/A 85% Performance Measure: Notes 1. Provide service required to maintain landline, cell phone, data and pagers on continued active service through monitored invoices and assigning technical assistance if needed. 2. Restore telephone service outage beginning with public safety as priority basis. 3. Handle work orders. Moves, adds, changes or wiring oflines as requested by department. 4. Continue to maintain invoices for payments on time. 5. Organize monthly reports for direct totals for budget accuracy and charge departments. 6. 'Measure is being deleted due to measure being unattainable. 7. **Underperformance was based on the vendor's lack ofresponse rather than IT staff. 8. ***Reduced to 80% from 100% to reflect a more realistic goal. 293 Print Shop IPRINT SHOP I Iprint Shop Total Full-Time Employees l.OO 1.00 294 This page was intentionally left blank 295 Print Shop Business Plan - Overview Mission Statement: The Print Shop promotes excellence, quality, and efficiency in the use of City resources by providing print shop and mail services to internal city customers using sound practices and high customer services standards. About The Department The Print Shop operates as an internal service fund and provides printing and mail services with the operational costs of these services paid by the user Departments, The Print Shop is operated by the Information Technology department and is responsible for providing support related to various printed products including business cards, letterhead, flyers, and forms. In addition, the Print Shop is responsible for sorting, distribution and ~tamping of all incoming and outgoing mail as well as sorting and distribution of all inter-office mail. Top Accomplishments for FY 201 0/2011 1. Printed the mid-year fiscal 2010/2011 budget. 2. Printed all back up received for the 24 Mayor and Council Regular Agenda Meetings in FY 2002-2010. 3. Replaced 12-year-old main printers at an overall reduced cost to the City. Major Issues for FY 2011/12 I. Evaluate and develop a strategic plan with IT Staff for addressing equipment and technology needs in the Print Shop. 2. Investigate replacing current postage system (first class and certified mail) with more efficient and less costly system. 296 This page was intentionally left blank 297 Illii: SIqJ ~tSu:mmy "xuvw "Awl0 xncy 11 :Dl1/12 Frn:ent Actual Actual Adcpted I\uposed Olange A ElqHrlllres ly PI _ "'." :DICY11- :D11I:D12 flint 9q> 245,lai 258,7ffi 245,3Xl 165,4OJ -33"/0 T..,. 245,lai 258,7ffi 245,3Xl 165,4OJ -33"/0 R ElqHrltures lyOassifiC3li<D fusOl1llel &.vices 127,4C9 123,0:0 113,6Xl 52;;m -53'/0 Ivlrintenance &Q>erations lW,7lP l26,3D l26,3D Iffi,xD -1S'/o CbnIIactual Services 2,&58 5,0:0 5,0:0 5,0:0 (J'/o Internal &.vices B 5,ICD 4,ICD 1,0:0 4,:llJ :rrP/o QpitaI 0rtIay UiJt Service Oedits / HIIab]es T..,. 245, lai 258,7ffi 245,3Xl 165,4OJ -P/o C Rmdng StxJrcts Gneral fund 43,8]6 83,:llJ ffi,:'OO 0 -IOJ'/o flint 9q> fund :Dl,:llJ 175,0:0 165,0:0 165,4OJ (J'/o T..,. 245,116 258,7ffi 245,:llJ 165,4OJ -33"/0 ARJr conparison pwposes pricr fiscal year actual ~ are allocated to the a.nrent program ~otl<= Cbnpensation and Liabi1ity chatges have been added to each Lq:mtrrmt's IntemaI Service Chatges. 298 2011/12 Proposed Print Shop 100% Full-Time Employees Print Shop 100% 299 Print Shop Program: Print Shop Program Summary Program Code: 0041 Program Purpose: To provide effective and timely printing, mailing and document support for all City Departments. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Continue to develop automated and efficient printing and mailing processes. 2. Provide technology expertise, guidance, and support in the implementation of enterprise and departmental goals as identified by the City's IT Strategic Plan development team. Program Budget Summary 7JXFIQ) 3X9'1O XlIO'l1 XllV12 Actual Actual A ed Leve] $245,1<<> $258,3CO $245,SXJ $]65,400 full Trrre E:m]oyees 29) 1.95 200 1.00 Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result of reallocation of personnel. 2. No significant program changes are anticipated at this time. FY 2011/12 Program Objectives 1. Prepare an analysis and list ofrecommendations to reduce costs and improve efficiency and processing of outgoing mail. Ongoing Program Objectives 1. Continue to provide a high level of customer service. 2. Provide accurate and timely printing for all City Departments as requested. 3. Process all incoming and outgoing mail for City Departments on a timely basis. 4. Investigate replacing current postage system (first class and certified mail) with more efficient and less costly system. 300 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of print jobs processed on time 1,774 610 342 342 90% 90% 90% Percentage of out-going mail items 272,290 116,941 114,770 114,770 stamped and processed on time 90% 99% 90% Overall cllstomer satisfaction level is rated by customers as meeting or N/A N/A N/A N/A 85% exceeding expectations. Complete CRM service requests within N/A N/A N/A N/A 85% ex eeted turnaround times. Performance Measure: Notes 1. None. 301 Library LIBRARY I I I I Administration Central Library Branch Library Support Service s Service s Services RJIl 'lhno Adrrinistrntion 3.00 Scrvices 5.00 <:entral Lilmny Scrvices 9.00 llimch Library Scrvices 1.00 'ThI:aI 1&00 302 This page was intentionally left blank 303 Library Department Business Plan - Overview Mission Statement: The mission of the San Bernardino Public Library is to support formal education and to provide free access to the world of ideas, information and creative experience for all citizens of San Bernardino. About the Department The library is a cultural center where the people of San Bernardino come together to learn, to grow, and to experience a sense of community. It provides opportunities for free lifelong learning and economic improvement and aids the community in the creation of informed and educated citizenry. The Library is governed by an autonomous administrative Library Board of Trustees as provided by Article XII of the Charter ofthe City of San Bernardino. Library services are provided at four sites: Norman F. Feldheym Central Library, Inghram Branch Library, Rowe Branch T .ibrary and Villasenor T ,ihrary. Top Accomplishments for FY 201 0/11 I. Provided library services to nearly Y2 million visitors at the four library locations in the city and loaned 327,400 books and other library materials to the public. 2. Served 102,851 customers who used the library's public access computers to search for information, apply for jobs and increase their computer skills. 3. Conducted a survey of over 500 customers, resulting in a targeted work program for 2010111 based on patron input. 4. Reallocated staffing to provide service excellence at the Branch Libraries, resulting in a 5 % increase in circulation at those locations. 5. Re-invented the Children's Room by creating Family Place for Toddlers, painting wall murals and obtaining a phased plan for further creative enhancements; refurbished the Bing Wong Auditorium and renovated the public restrooms at the Norman Feldheym Central Library. 6. Initiated the Family Place program at Norman Feldheym Central Library, a grant program which allowed the purchase of educational manipulatives for toddlers, books for parenting, renovation for the Children's Room and ultimately created a nationally recognized center for toddlers and families to learn and grow together. 7. Applied for and received three grants for an increase of$95,000 in library revenues and the establishment of two new programs (Family Place and Digital Storytelling) and one facilities improvement project (CDBG grant of $60,000 to create a Literacy and Workforce Development Computer Center). 8. Applied for and received over $40,000 in donations from the Friends ofthe San Bernardino Public Library and $52,000 from the San Bernardino Public Library Foundation for the purchase of books, programs and furniture for all four branches of the San Bernardino Public Library system. 304 9. Created two new revenue streams: accepting operation ofthe cities Passport Program and hosting Inland Library System headquarters in existing office space at the Feldheym Library for a rental fee. By operating the Passport service with no increase or transfer in staff, the anticipated $80,000 in revenues will offset vanishing State dollars. The Inland System Rental will establish a base rental that will result in approximately $10,000 in rental income. 10. Created 20 digital stories promoting the city of San Bernardino through the grant funding Digital Storytelling project. These stories, recorded by the Mayor, Chairman of the San Manuel Indians, and 18 other long term residents ofthe City of San Bernardino are part ofan on-going project to record memories of San Bernardino, building on the Bicentennial Program celebrated in 2009/2010. 11. Established a Senior Services framework to create a Senior Services area in 2012 at the Feldheym Central Library complete with books and dedicated computers and begin delivery of materials to the homebound in Fall 2011. 12. Increased the number of job skills and job search resource tools located on public computers by 50% through a shared Inland Library System grant of $60,000. 13. Established two new partnerships to enhance services at the Libraries: San Bernardino Hospital, through a grant partnership; ILEAD professional intern opportunities for Library students, through UCR and various public libraries; and enhanced partnerships with four child development organizations through the Family Place project: First Five, University of Redlands, San Bernardino County Schools, United Way. 14. Provided the first electronic books to San Bernardino Public Library borrowers by partnering with Project Gutenburg, allowing the download of 200 of the greatest classic books of the ages. 15. Completed the first inventory of Feldheym Library accomplished in 10 years, generating a list of classic titles required by any good public library and ordering replacements as funding allowed. Major Issues for FY 20II/12 I. The difficult financial times continuc to challenge the Library, which relies on General Fund monies for 96% of its operational budget, supplemented with limited state funds and the donations of independent Friends groups and a 401 (c) (3) Library Foundation. With a Statewide Mean of $32.70 per capita for library expenditures, the per capita support for libraries in San Bernardino is $11.95.* This limited funding negatively impacts hours of service, age of book collection, condition oflibrary facilities and provision of new technologies. 2. Over the past 5 years, support for a book budget through General Fund monies has declined from $139,000 in 2006 to $0 for the past four years, resulting in an expenditure of $.60 per capita on books. Statewide mean is $2.72. * In the inventory of 20 11, over 5,000 titles were identified as needing replacement due to damage, general wear and tear or non-return of a borrowed item. These books ranged from award winning children's titles to the most basic of math, science, law, technology and health titles. Simply to replace the missing 5,000 titles would require a minimum budget of$100,000. This lack of book buying power 305 affects the community's ability to have current information, to read books of immediate interest and to borrow attractive and appealing children's books for their families. Circulation declines and visits to the library fall off. 3. Governor Brown's proposed State Budget reduces state support to public libraries by 50%, resulting in the elimination of book purchases formerly made from the Public Library Foundation Fund and a 50% reduction in overall Literacy Program funding. 4. Due to lack of capital funds, the library facilities throughout the city are suffering from deferred maintenance. The 81,000 square feet of dedicated library space requires over $1,000,000 in maintenance, from roofing repairs and carpeting replacement at Feldheym Library to refurbishing and refurnishing at Feldheym, Rowe and Villasenor branch libraries. Deteriorating facilities result in declining visits and escalating costs to repair neglected buildings. Notes: * Data based on California State Library publication "California Library Statistics 2011" which draws data from fiscal year 2009/2010. San Bernardino Public Library's expenditures declined an additional 8% since publication. 306 This page was intentionally left blank 307 lilr:ny ~tSlnmny ~C9 ~10 XllCY 11 XllV12 fu-cent Actual Actual Adopted Imposed Glange A ElqJendtures l:!YProw""" 201CYl1-20lV12 Adninistratian 716, 136 552,442 562,400 454,400 -19'/0 &lpport &.vices ~,512 373,763 38),= 417, leD 1CP/o centml Librruy &.vices 1,329,CXB 1,025,2:)} 1,043,7CO a>>,= -14'/0 B:anch l1brmy &.vices 346,'ro 2f57,675 Z72,= 467,xD 71% Librruy I:lFF 8,<>>1 31,= 0 42,= CP/o ToI3I 2,884,735 2,2S), leD ~,leD 2;I75,1W IDA> R ElqJendtures l:!YGassificaticn Ietsanne1 Services 2,317,341 1,6:13,= 1,6)5$0) 1,542,400 -4% IVhintenance &QJemtions 313,045 342,= 333,= 393,XD 18'/0 Cbn1nlctual Services c 8,cm 12,= 12,= 75,= 532'/0 Internal &.vices B 215,765 261,6Xl 277,400 2&1,3CD -5% Glpital Oltlay 22,4a:l 0 30,= 0 -l<XP/o Di>t Service G-edits I Hllab1es ToI3I 2,884,735 2,2S), leD ~,leD 2;I75,1W 10/0 C Rmdng Source; Gneral Fund 2,748,028 1.819,836 2,Wl ;!IJ) 2,005,= -10/0 CI:EG 0 0 0 6),= CP/o l1brmy Fund 128,613 89,264 161,= 107,xD -34'/0 ClllturaI ThveloprraJt fimd 0 29J,= 0 0 CP/o IibrnIy I:lFF 8,<>>1 31,= 0 42,= CP/o ToI3I 2,884,735 2,2S), leD ~,leD 2;I75,1W 10/0 ^fur =nparison purposes prior fiscal year actual e>pendlture are allocated to the cunent program "worl= Cbnpensation and liability charges have been added to each Qpartrrent's Internal Service Olarges. <Facilities inpmvenmt proj=t. Funding earring fiDmCI:EG 308 2011/12 Proposed Administration Branch Library serVices~ Support Services Central Library Services Full-Time Employees Central Library Se rvices 57% Branch Library Services 3% Administration Support Services 25% 309 Library Department Program: Administration Program Summary Program Code: 0001 To provide leadership, management and stewardship of the Program Purpose: system's resources under the direction of the Board of Trustees to ensure quality library service that is responsive to the community's needs. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Strengthen the library's financial sustainability and identify more stable revenue sources. a. Search for a method to create a bond measure to support libraries and parks. b. Establish a fair market rental agreement with Inland Library System after the passage of the State Budget for 2011/12. c. Generate additional revenues through grant writing. d. Expand the bookstore at the Central Library, partnering with Friends, Foundation and volunteers. e. Work with the Library Foundation to identify library projects to fund to mutually benefit the public and promote the Foundation. f. Adjust fines and fees based on the city-wide study underway in 2010/11. 2. Ensure an excellent customer service experience for the library customer at any library outlet. a. Establish a customer service training program to include full time staff, part time staff and volunteers. b. Design a survey to be administered annually to measure customer satisfaction with service and the library's ability to fill customer's requests for specific titles and information. 3. Broaden the base of support for the library by conveying a clear and consistent vision ofthe Library as an educational, enrichment and economic driver for the city which can help build a sense of community. a. Create a Library wide marketing program to promote all four library locations to the community. b. Improve the quality and condition oflibrary facilities with the identification of both creative problem solving to stop the deterioration of library facilities and the identification of revenues to provide cosmetic improvements. 310 c. Maintain open communications with the public through website, marketing and news releases. 4. Provide library services which are responsive to the needs of ALL San Bernardino residents. a. Identify the needs of each region by developing a strategic planning process which allows the residents to identify the immediate library service needs of their community using surveys, community meetings and focus groups. b. Respond to the expressed needs of the community by pursuing additional resources for operations through new partnerships and collaborations while maximizing existing partnerships. c. Identify new ways of delivering cost effective library services to those communities identified in the survey as "underserved": kiosks, bookmobile, virtual services, etc. d. Operate the new Senior Services Program, beginning the new computer access area and the homebound delivery program. e. Continue to identify and seek funding for digital materials, responding to lhe needs of "high lech" residents. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Prooosed Funding Level $716,136 $552,442 $562,400 $454,400 Full Time Employees 5.33 4.00 3.00 3.00 Funding Sources Program Changes 1. None. FY 2011/12 Program Objectives 1. Pass a Library Bond Measure with a 66% vote of the residents to enhance Library servIces. 2. Oversee and monitor library visits and program attendance. 3. Administer library cards issuances. 4. Oversee and monitor all fee and fine collections, and determine appropriate fine thresholds. 311 5. Administer book circulation and look at ways to improving. 6. Analyze 3,000 surveys, conduct 7 community meetings and hold four focus groups as part of the planning process, reaching 3,500 community members. 7. Create new partnerships to enhance library services 8. Oversee and explore ways of increasing volunteer's participation. 9. Monitor and solicit donations made by the Friends of the Library by opening a Friends Bookstore at the Central Library. 10. Solicit $60,000 from the Library Foundation funding to enhance library programs and refurbish Central library. Ongoing Program Objectives I. Provide oversight for the following: a. Provide library services for 524,000 visitors b. Loan 360,000 items to library customers each year c. Respond to 90,000 reference and information questions d. Provide access to the Internet for 80,000 customers e. Provide library programming to 30,000 guests 312 Performance Measures 2008/09 2009/10 2010111 2010/11 2011112 Actual Actual Target Mid-Year Target Number of visitors to a San Bernardino 544,917 476,900 524,000 225,944 551,250 Public Library Number of library card holders for the 130,580 138,000 142,000 92,196 102,900 system Number oflibrary materials checked out 310,297 327,000 360,000 152,000 360,000 through the system Number of children attending programs 10,049 19,600 22,000 9,170 24,200 Funds earned tluough fmes and fees $34,724 $35,000 $40,000 $14,538 $42,000 Number of volunteers recruited, trained N/A 105 130 76 187 and assigned Number of volunteer hours contributed N/A 12,000 14,000 5,742 18,750 Number of residents participating in the N/A 300 3,500 500 1,000 planning process for the future of libraries Amount of funds donated for library N/A $3,000 $10,000 $30,000 $62,500 services by the Friends of the Library Amount of funds donated by the Library $50,000 Foundation 0 0 35,000 $60,000 20 Number of shut in Service clients N/A N/A 0 20 Press Releases Issues N/A 40 75 22 75 Number of employees trained in customer 0 4 35 0 35 servIce Number of grants applied for 2 4 8 4 8 Dollar value of grants received (3) $87,560 $85,600 N/A $35,000 N/A (I) Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Performance Measure: Notes 1. Measure to be deleted due to department's inability to ensure grant awards. 313 Library Department Program: Central Library Services Program Summary Program Code: 0063 To provide quality library materials, services and programming Program Purpose: that meet the needs of a diverse community of children, teens and adults. Strategic Goals Education, Safe Community, Enhance Our Vibrant Quality of Addressed: Life 5 - Year Program Goals 1. Complete a tenant improvement project funded in 2010/11 through a CDBG grant fund to create a new computer center on the first level of the Feldheym Library, providing additional computers for the public, a dedicated computer training lab on the second floor and resulting in staff savings by placing all public computers in a single location. 2. Continue the "reimagining" of the Children's Room of the Feldheym Library, a tenant improvement project partially funded in 2010/11 through a State Library Grant and a matching grant from the San Bernardino Public Library Foundation which will allow for repainting and recarpeting of selected areas. 3. Ensure an excellent customer service experience for the library customer at the Feldheym Central Library. a. Full time, part time and volunteer staff will participate in a customer service training program conducted by the City of San Bernardino. b. Staff will work with multiple agencies, including San Bernardino Police Department, the State Parole Department and various non-profits specializing in children's services to ensure a family friendly experience at the Feldheym Library. 4. Develop a community vision that places the Feldheym Library in the minds of the public as a family friendly source of cultural enrichment, a partner with the schools in their child's education, a place to refresh job skills and reconnect with employment and the center of a new spirit of community pride. a. Solicit funding to create a multicultural series of family oriented programs emphasizing the art, music, literature and dance of cultures represented in the San Bernardino Community. b. Use a Cal State San Bernardino Intern to create a program that will work with the San Bernardino School District to identifY children reading below their grade level and provide them with tutoring support c. Apply for grants to increase the number of public access computers available and increase programs and training available to job seekers 314 d. Use a Cal State San Bernardino Intern to help develop a marketing program that will create a perception in the San Bernardino residents that the Feldheym Library has a strong family orientation. e. Provide a sense of community by aggressively pursuing bookings at the Bing Wong Auditorium that offer educational opportunities as well as the chance to discuss community issues. 5. Provide library services which are responsive to the needs of ALL San Bernardino residents. a. Recruit a volunteer based shut in service delivery system to provide materials to elderly housebound residents. Program Budget Summary 2008109 2009/1 0 2010111 2011/12 Actual Actual Adopted Proposed Funding Level $1,329,003 $1,025,220 $1,043,700 $894,500 Full Time Emnloyees 15.33 11.50 11.50 9.00 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives I. Oversee and administer summer reading club. 2. Maintain and ensure superior customer service. 3. Oversee and maximized borrowing capabilities. 4. Provide major multicultural celebrations for families. 5. Book and oversee educational or community issues based programs at the Bing Wong Auditorium. 6. Provide programs on job skills and job searching offered at the Computer Lab. Ongoing Program Objectives 1. Provide library services for over 400,000 visitors 2. Loan 245,000 items to library customers each year 3. Respond to 80,000 reference and information questions 315 4. Provide access to the Internet for 96,000 customers 5. Provide library programming to 26,400 guests Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Target Target Mid-Year Target Visits to the Feldheym Library (gate 392,949 368,294 405,120 178,590 400,000 count) (1) Books and library materials borrowed 202,045 220,000 245,000 100,150 245,000 from the Feldheym Library Number of Central library programs 599 500 525 187 525 Number of attendees at Library Programs 21,843 24,000 26,400 8,397 26,400 Customer Service Survey Ratings of N/A N/A 80% N/A 80% Good/Excellent Reference/Information Questions 51.169 65.500 72,000 48,000 80,000 Number of Computer Classes offered 40 40 50 20 50 Number of Internet Customers Served N/A 78,000 80,000 48,000 96,000 Number of active volunteers 78 70 80 55 80 Volunteer hours of service 3,120 10,000 10,500 5,800 10,500 Number of Family Place programs (2) N/A N/A 10 5 20 Attendance at Family Place programs N/A N/A 200 90 360 Bookings in Bing Wong Auditorium 138 85 97 34 97 Attendance at Bing Wong programs 12,862 8,700 9,300 2,970 9,300 Performance Measure: Notes 2. Central Library hours cut in 2008/09 from 54 per week to 46 per week Dependent onfundingfrom the Library Foundation. 316 This page was intentionally left blank 317 Library Department Program: Branch Library Services Program Summary Program Code: 0064 To provide accessible library service to neighborhoods at a Program Purpose: distance from the central library to meet the needs of the residents served. Strategic Goals Education, Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals I. Ensure an excellent customer service experience for the library customer at any of the Branch libraries. a. FuH time, part time and volunteer staff will participate in a customer service training program provided by City of San Bernardino. b. Redesigned surveys will be administered focused on patrons desired "outcomes" for each branch library location. 2. Expand access to each branch library through creative partnerships, volunteerism and redeployment of staff resources. a. Feldheym staff will reorganize to provide one full time employee at each Branch location to increase open hours at each branch library. b. Volunteers will be recruited and trained to assist in programming and special projects. c. Grants will be applied for to increase library services specifically requested through the strategic planning process and based on each branch communities expressed interests Program Budget Summary 2008109 2009/1 0 2010/11 2011/12 Actual Actual Adonted Proposed Funding Level $346,990 $267,675 $272,500 $467,200 Full Time Employees 0.67 0.50 0.50 1.00 Funding Sources Program Changes I. None FY 1011/12 Program Objectives 1. Create plan to Library open hours by 10 hours per week by January I, 2012 2. Maintain and increase library visits. 3. Oversee library program attendance by each branch. 318 4. Oversee library circulation by each branch. 5. Oversee and monitor the number of volunteers in each branch. Ongoing Program Objectives 1. Provide library services for over 10 I ,300 visitors 2. Loan 170,600 items to library customers each year 3. Respond to 33,000 reference and information questions 4. Add 4,000 books to the collection 5. Provide access to the Internet for 22,000 customers 6. Provide library programming to 3,000 guests Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Number of open hours per week 30 20 30 20 30 Number of library visitors (Gate Count) 151,968 91,637 100,800 48,712 101,300 Number of books and library materials 138,926 141,900 156,000 84,576 170,600 borrowed Customer Service Survey Ratings of N/A N/A 80% N/A 80% Good/Excellent Number of volunteer hours N/A N/A 1,500 913 2,000 Number of staff members trained in N/A 3 9 0 9 customer service excellence Number of books added to the branch 4,207 4,200 3,325 1,325 4,000 library collections Number of Internet customers served 15,070 16,430 16,490 10,158 22,000 Reference and information questions 44,718 31,000 33,000 15,245 33,000 Program Attendance 7,609 1,100 1,650 1,358 3,000 Performance Measure: Notes J. None. 319 Library Department Program: Support Services Program Summary Program Code: 0049 To provide technical support to the library's integrated library Program Purpose: system, network, email, public access computers, phone system and related matters; To provide collection development through ordering, processing and cataloging library materials. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Establish fiber connectivity for Feldheym Library by Warner Cable Inc., the new vendor obtained through the 2010/11 e-rate process. 2. Provide cost effective maintenance and support for the Library Network and the ISO computers that provide public access to the Internet, and staff work stations. a. Begin the process to place Library Information Technology support under the City's IT Department by transferring Assistant Network Administrator to the IT Department in exchange for contracted technology services. b. Evaluate the success of the transfer of staff in exchange for technology support at mid-year. c. Apply for continuation of E-rate funding to enhance Internet speed for staff and public computers. 3. Apply for State Grant to move from stand-alone system to an automation consortium to maximize cost effectiveness of the on-line catalog system and enhance resource sharing capabilities with area libraries, expanding the public's access to books and information. 4. Complete e-rate process for year 2012/2013. 5. Reallocate resources in the Technical Services Division a. Maximize public service by outsourcing cataloging and processing, transferring staff to public service areas at Feldheym and branches. b. Select a new book vendor to provide "shelf ready" materials for Central Library and Branches, speeding up patron's access to books. 6. Continue to develop the library website and other social network media to promote library services and a professional image by customize existing library website. 320 Program Budget Summary 2008/09 2009110 20 lOll I 2011/12 Actual Actual Adopted Proposed Funding Level $484,512 $373,763 $380,500 $417,100 Full Time Employees 6.67 5.00 5.00 5.00 Funding Sources Program Changes 1. None. FY 2011112 Program Objectives 1. Increase effectiveness and response time of Technology Support Services by 5% by contracting with the City's Information Technology Department. 2. Establish the Feldheym Library on fiber cable for delivery of digital services by December of2011. 3. Receive 100% of the E-Rate monies for which San Bernardino Public Library is eligible. Ongoing Program Objectives 1. Provide maintenance and support for the 160 computers which make up the library's network. 2. Provide updates to the Library's website to make the site current within a 48 hour target. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Number of computers on the network to be 150 150 160 160 180 maintained (I) Number of days to repair/replace public computers 0 0 2 1-4 4 reported as "out of order" Number of books processed 8,566 7,000 9,000 2,715 7,000 Web site accessed remotely N/A 3,000 5,000 1,200 6,000 E-Rate dollars earned (3) $87,560 $85,600 $92,700 $85,600 $85,600 Performance Measure: Notes 1. The Library is pursuing grant funding for 20 additional computers. E-rate funding which is available to schools & public libraries for phone and Internet access among other services based on the poverty-level of the community. The amount available varies year to year. 2. 321 Mayor MAYOR Administration Community Safety Partner ship s Customer Svcs Education Communications Partnerships Environmental Healthy City Partnerships Partnerships Intergovernmental Transportation Relations Partnerships Full Time Emolovees Administration 1.50' Community Safety PartnershiDs 1.25 Customer Service and Communication 0.25 Education Partnerships 0.50 Environmental Partnershins 1.25 Healthv City PartnershiDs 0.75 Intergovernmental Partnerships 0.25 Transportation Partnershins 1.25 Total 7.00 . Existing part-time clerical help converted to full-time Office Assistant position (at no additional cost) to reduce continuing turnover at the reception/clerical position. 322 This page was intentionally left blank 323 Mayor Business Plan - Overview To lead the City in the development and implementation of its shared vision, goals, and priorities through: (1) collaboration with other elected city officials, (2) policy guidance and oversight of the city manager, economic development agency director, police chief, and fire chief, and (3) partnerships with external agencies, businesses, community organizations, and residents. About The Department Mission Statement: The Mayor's Office is comprised of the Mayor, seven full-time staff, and a number of volunteers and interns who collectively work to fulfill the Mayor's role ofleading the City in the development and implementation of its shared vision, goals, and priorities through: (1) collaboration with other elected city officials, (2) policy guidance and oversight of the city manager, economic development agency director, police chief, and fire chief, and (3) partnerships with external agencies, businesses, community organizations, and residents. To fulfill its mission, achieve its objectives, and deliver on its responsibilities, the Mayor's Office works almost exclusively through creating partnerships with other public and private organizations and individuals that leverage City resources and opportunities. Top Accomplishments for FY 201 0/11 I. Part I major crimes (including violent and gang-related crime) continued a downward march, dropping 15% from the prior year, with violent crime declining 6%. 2. Partnered with Omnitrans and SANBAG to complete final design, engineering, environmental clearance and right of way acquisition for the sbX BRT project. 3. Partnered with SANBAG to continue working on the design, engineering and planning of the Downtown Passenger Rail Extension and Redlands Passenger Rail Projects. 4. Successfully worked with the California High Speed Rail Authority to identify the Downtown lntermodal Transit Center as a location for a high speed rail station. 5. Formed the Sustainable Advisory Task Force to work with City departments, stakeholders, and the public to develop the City's Sustainability Master Plan (e.g., Climate Action Plan). 6. Continued overall management of the City's Energy Efficiency & Conservation Block Grant program, projects, and activities. 324 7. Worked with federal legislators to obtain $500,000 from the Department of Justice to implement crime intervention and prevention strategies through community-based policing in the Police Department and additional youth services in the Parks & Recreation Department. 8. Obtained two Cal-GRIP grants totaling $749,293 for gang intervention programming through partnerships with Catholic Charities and the Urban Youth Conservation Corps. 9. Collaborated with California State University, San Bernardino to help obtain $3.3 million from the Department of Corrections to operate a day reporting center that increases oversight and accountability for parolees in San Bernardino. 10. Worked with the state Administrative Office of the Courts and the County of San Bernardino to complete the design, engineering, site preparation, and ground- breaking for the new $350 million, 36-court room state courthouse in downtown San Bernardino. II. Partnered with the Latino Health Coalition to begin developing a Healthy San Bernardino element and associated programs for the City's General Plan. 12. Secured sponsorship from the San Manuel Band of Mission Indians to complete the funding for construction of a new skate park at Speicher Park. 13. Began work with a coalition of San Bernardino charter schools to explore and evaluate the opportunities for a multi-school charter campus in San Bernardino. Major Issuesfor FY 2011/12 I. Adoption and maintenance ofa balanced budget for 2011-12. 2. Continue the diminution of Part I crimes (violent and major property crimes) and Part II crimes (minor and quality of life crimes) in accordance with trends oflast four years. 3. Complete Sustainability Master Plan and bring forward to Mayor and Common Council for consideration and adoption. 4. Complete Healthy San Bernardino Element for City's General Plan and bring forward to Mayor and Common Council for consideration and adoption, and expand the Healthy San Bernardino program with focus on community garden expansion and measurable outcomes. 5. Mitigate proposed corrections/parole realignment by the State of California by working with CSUSB, District Attorney, Police Department and other public 325 safety partners to increase effectiveness and oversight of parolees through increased capacity of the Day Reporting Center.. 6. Begin Green Home Makeover Program (e.g., Residential Energy Audit, Retrofit, and Rebate Program) targeting at least 100 homes, and complete all other EECBG solar power projects, by September 2012.. 7. Complete negotiations to commence passenger air service at San Bernardino International Airport. 8. Complete multi-charter school campus feasibility study by September 2011, and if feasible, work with coalition of charter schools on the design, funding, and execution for campus plan. 9. Execute MOD with SANBAG and Omnitrans, and begin design and engineering for the Downtown San Bernardino Intermodal Transit Center. 10. Partner with Ornnitrans and city departments to ensure commencement of smooth alllllillldy COllstlUction of sbX BRT project. II. Begin preliminary design and engineering for first phase of Red lands Light Rail project. 326 This page was intention all left blank 327 Mayor Budget Summary A2008/09 A2009/1 0 2010/11 2011/12 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010/11 - 2011/12 Administration 272,927 280,194 248,000 260,000 5% Community Safety Partnerships 168,929 173,426 153,500 146,200 -5% Customer Service & Communication 60,308 61,914 54,800 29,000 -47% Healthy City Partnerships 30,044 30,844 27,300 53,300 95% Transportation Projects 145,708 149,587 132,400 157,500 19% Education Partnerships 52,494 53,892 47,700 46,700 -2% Intergovernmental Relations 30,044 30,844 27,300 27,000 -1% Environmental Partnerships 48,313 49,599 43,900 44,900 2% Total 808,767 830,300 734,900 764,600 4% B. Expenditures by Classification Personnel Services 667,661 613,700 533,600 614,800 15% Maintenance & Operations 61,398 81,500 83,300 81,500 -2% ~ontractual Services 40,543 104,000 84,000 13,700 -84% lnternal Service B+C 34,165 31,100 34,000 109,900 223% Capital Outlay 5,000 0 0 0 0% Debt Service Credits / Billables 0 0 0 -55,300 0% Total 808,767 830,300 734,900 764,600 4% C. Funding Sources General Fund 612,767 534,300 523,700 764,600 46% EDA/CDBG 196,000 296,000 211,200 0 -100% Total 808,767 830,300 734,900 764,600 4% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program. BW orkers Compensation and Liability charges have been added to each Department's Internal Service Charges. cIncrease in Internal Service Charges due to the reallocation of Utilities and Information Technology Charges among all departments and programs. Prior these charges were only charged to a few departments. 328 Transportation Projects 21% Education Projects 10% Transportation Projects 25% 2011/12 Proposed Education Partnerships 6% lnte rgove rnme n tal Relations 3% Environmental Partnerships 6% Healthy City Partnerships 7% Customer Service & Communication 4% Community Safety Partnerships 19% Full Time Employees Intergovernment al Relations""",\ ~S% \ Administration 10% Community Safety artnerships 25% Healthy City Partnerships 10% Environmental Partnerships 10% 329 Administration 34% Customer Service & Communication 5% Mayor Program: Administration Program Summary Program Code: 0001 To provide policy guidance and oversight of the City Manager and the Executive Director of the Economic Development Agency (EDA) to ensure the City's adopted vision, goals, and Program Purpose: priorities are implemented in strategic, effective, and efficient manner; and to periodically celebrate and honor particular civic activities, achievements, milestones through self-funded special events. Strategic Goals Responsive Government. Addressed: 5 - Year Program Goals I. Effective communication and understanding between and among elected city officials regarding their shared vision, goals, and priorities. 2. Implementation of City's annually adopted vision, goals, and priorities in a strategic, effective, and efficient manner. 3. Professional city management and operations. 4. Increased operational coordination and efficiencies among city departments, the EDA, water department, city library and other independent city functions. 5. Annual self-funded celebratory/honorary events for the recognition of important civic activities, achievements, milestones. Program Budget Summary 2008/09 2009/1 0 2010/11 2011112 Actual Actual Adopted Proposed Funding Level $272,927 $280,194 $248,000 $260,000 Full Time Employees 0.58 0.50 0.50 1.50 Funding Sources Program Changes I. Existing part-time clerical help converted to full-time Office Assistant position (at no additional cost) to reduce continuing turnover at the reception/clerical position. 330 FY 2011/12 Program Objectives 1. Ensure the City's adopted vision, goals, and priorities for 2011-12 are implemented in a strategic, effective, and efficient manner through oversight and accountability of the City Manager and the EDA Executive Director. 2. Organize and host annual State of the City event. 3. Organize and host annual Golden Apple Awards for recognition of educational excellence in primary, secondary, and higher education. 4. Organize and host annual Mayor's Prayer Breakfast to honor the contributions of our city's communities offaith. 5. Complete recruitment and hiring of new Chief of Police by September 2011. Ongoing Program Objectives I. Build strong positive relationships between and among elected city officials and top city management. 2. Provide leadership in adoption of policies and strategies that increase operational coordination and efficiencies among city departments, the EDA, water department, city library and other independent city functions. 331 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target Regular strategic meetings with City Manager and EDA Completed at least Executive Director to ensure vision, goals, and priorities for N/A N/A N/A bi-weekly meetings Bi-weekly with both meetings 2011-12 are implemented in a executives strategic, effective, and efficient manner. Regular meetings with council members to ensure vision, Completed at least goals, and priorities for 2011- N/A N/A N/A monthly meetings Monthly 12 are implemented in a with participating meetings strategic, effective, and council members efficient manner. Annual performance Complete by evaluation of city manager and N/A N/A N/A N/A EDA Executive Director. May 1,2012 Organize and host Golden Completed April Complete by N/A N/A N/A April 31, Apple Awards. 20,2011 2012 Organize and host State of the Completed May 10, Complete by N/A N/A N/A March 31, City. 2011 2012 Organize and host Mayor's Completed May 6, Complete by Prayer Breakfast. N/A N/A N/A 2011 May31, 2012 Recruitment and hiring of new Complete by Chief of Police N/A N/A N/A N/A September 2011 Performance Measure: Notes 1. There are none at this time. 332 This page was intentionally left blank 333 Mayor Program: Community Safety Partnerships Program Summary Program Code: 0065 To reduce crime and enhance public safety through interagency Program Purpose: and intergovernmental partnerships that reduces violent crimes through integrated prevention, intervention, and suppression strategies. Strategic Goals Safe Community Addressed: 5 - Year Program Goals I. Institutionalize in the Police Department the Operation Phoenix partnerships and network to ensure relationships, referrals, and collaboration between and among the dozens of public and private agencies that assist in preventing, intervening, aIld suppressiIlg crime are maintained and strength end. 2. Reduce violent crime and gang-related violent crime by at least five percent per year. 3. Facilitate the interagency and intergovernmental partnerships to support violence prevention and intervention services to high-risk youth and their families. 4. Reduce the recidivism rate among parolees returning to the City of San Bernardino. 5. Prevent adolescent substance abuse in collaboration with the San Bernardino Drug Free Coalition. 6. Expand homeless resources through intergovernmental implementation of the San Bernardino County 10-year plan to end homelessness. Program Budget Summary 2008/09 2009/10 2010/1 I 2011112 Actual Actual Adopted Proposed FWlding Level $168,929 $173,426 $153,500 $146,200 Fun Time Employees 1.46 1.25 1.25 1.25 FWlding Sources Program Changes 1. N/A. 334 FY 2011/12 Program Objectives I. Continued partnership with the CSUSB Day Reporting Center and the CREST partnership. 2. Continue Cal-GRIP gang intervention funded services in partnership with the SBPD, Probation Department, Young Visionaries Youth Leadership Academy, the Urban Conservation Corps, and Catholic Charities. 3. Continue participation with the San Bernardino Countywide Gangs and Drugs Task Force, and the National League of Cities 13-City Gang Prevention Network to help develop and bring to the City best practices for reducing gang-related activity and violence. 4. Continued partnership with the San Bernardino County Board of Supervisors and the County Office of Homeless Services to reduce homelessness in the City of San Bernardino. 5. Continue to facilitate the prevention/intervention partnerships through the Operation Phoenix collaboration. Ongoing Program Objectives I. Enhance partnerships with County agencies, the School District, community based organizations, faith based organizations, and the community at-large through the Operation Phoenix Steering Committee. 2. Enhance gang intervention partnerships with the Urban Youth Conservation Corps and Catholic Charities. 3. Enhance Operation Phoenix Street Team coordination with partnership agencies. 335 Performance Measures 2008/09 2009/10 2010111 2010111 2011112 Target Actual Actual Target Mid-year Overall crime down Reduce violent Reduce violent crime and gang- N/A N/A N/A 6% and violent crime related violent crime. down 15% crime by at least 5% Obtained two Cal- Obtain additional GRlP grants totaling funding to expand $749,293 for gang crime prevemtion Roll out the new Cal GRIP intervention work of Urban funded gang outreach strategy by progranrurrringthrough Conservation Corps expanding partnerships with N/A N/A N/A partnerships with with high-risk Urban Conservation Corps and Catholic Charities youth, young adults, Catholic Charities. and the Urban and parolees Conservation Corps. through job training and work opportunities. Worked with federal legislator. to obtain Work with the $500,000 from the . Police Department Department of Justice and Parks & to implement crime Recreation Increase funding for crime intervention and Department to open intervention and prevention N/A N/A N/A prevention strategies community resource strategies through comrnunity- through community- center in north San based policing and youth services. based policing in the Bernardino/40" Police Department Street area to and additional youth reverse increase in services in the Parks crime and violence. & Recreation Department. Mitigate proposed Collaborated with corrections/parole California State realigmnent by the University, San State of California by working with Bernardino to help CSUSB, District obtain $3.3 million Attorney, Police Roll out the Day Reporting from the Department Center with the CREST N/A N/A N/A of Corrections to Department and partnership. operate a day other public safety reporting center that partners to increase effectiveness and increases oversight oversight of and accountability for parolees in San parolees through Bernardino. increased capacity of the Day Reporting Center. Participate in San Bernardino Attend monthly County Homeless Partnership N/A N/A N/A N/A meetings and look through the Interagency Council for opportunities to on Homelessness. expand resources to 336 address homelessness in San Bernardino. Work with Police Department to Secure funding and find sustainable funding for position to institutionalize the N/A N/A N/A N/A design position Operation Phoenix partnerships before end ofFY and network 2011-12 Continue leading Operation Continue facilitating Phoenix Steering Committee and N/A N/A N/A N/A and leading monthly Street Team meetings . Participate in San Bernardino Attend monthly Countywide Gangs and Drugs N/A N/A N/A N/A Task Force meetings Participate in National League of Attend quarterly Cities 13-City Gang Preventiou N/A N/A N/A N/A Network meetings Performallce Measure: Notes 1. There are none at this time. 337 Mayor Program: Customer Service & Communications Program Summary Program Code: 0067 To effectively communicate information to the public and Program Purpose: timely respond to inquiries, complaints, and requests for service from the public, while communicating positive messages to external audiences about the City of San Bernardino. Strategic Goals Responsive Govemment Addressed: 5 - Year Program Goals I. Effective communication of the City' adopted vision, goals, and priorities, and regular updates on the City's implementation and achievement, to the media, residents, businesses, and other external audiences. 2. Effective and timely response to inquiries, complaints, suggestions and requests from residents, businesses, community organizations and other parties. 3. Coordination of messages with marketing efforts, education campaigns, and communications from other city departments and external agencies. Program Budget Summary 2008/09 2009/10 201 0/11 2011/12 Actual Actual Adopted Proposed Funding Level $60,308 $61,914 $54,800 $29,000 Full Time Employees 0.58 0.50 0.50 0.25 Funding Sources Program Changes 1. Reduced staffing due to transfer ofresources to the City Manager's Office for opening of the San Bernardino Direct call center. FY 2011/12 Program Objectives 1. Improve use ofCRM system for logging and tracking complaints and requests. 2. Integrate the communication and marketing efforts of the City Manager, Economic Development Agency, Convention and Visitors Bureau to more effectively utilize available channels of communication and to increase awareness of city achievements and opportunities to both internal and external audiences. 338 Ongoing Program Objectives I. Regularly update Mayor's webpage with current information. 2. Produce weekly media advisory that provides timely information on the Mayor's schedule and events. 3. Work with the Communications Manager to improve timeliness, responsiveness and coordination of media inquiries. 4. Increase frequency of press releases regarding activities ofthe Mayor's Office and intergovernmental activities 5. Work with public relations or communications officers from external and regional agencies to support the timely dissemination of information regarding the activities that impact the City of San Bernardino. Performance Measures Creation of San Bernardino Direct call center by September 20 I 0 Participate in Communications Manager's citywide communications taskforce Issue weekly media advisory from the Mayor's Office Generate at least two press releases every month Respond and manage over 200 calls per day to the Mayor's Office and associated requests for assistance with an overall customer satisfaction level rated by customers as meeting or exceeding expectations. 2008/09 2009/1 0 2010/11 2011/12 2010/11 Actual Actual Mid-year Target Target N/A N/A Transferred financial resources from Mayor's Office to City Manager's Office to facilitate opening of Call Center in July 2011 N/A N/A N/A N/A N/A Attend montWy meetings and coordinate connnunications with Communications Manager Issue weekly media advisories each Monday Issue at least 26 press releases N/A N/A N/A Complete N/A N/A N/A Complete N/A N/A N/A 85% N/A N/A Performance Measure: Notes 1. There are none at this time. 339 Mayor Program: Education Partnerships Program Summary Program Code: 107 To ensure every child is academically successful through college, and to increase opportunities for life-long learning for adults, by working in partnership with both public and private Program Purpose: educational institutions and other community partners, to identify barriers or hurdles to learning and educational achievement and address them with appropriate systemic support and assistance in order to provide all youth and adults 21st century job and survival skills, and thereby make our community healthy and prosperous Strategic Goals Education Addressed: 5 - Year Program Goals 1. To create a broad partnership with educational and community organizations, businesses, and nonprofits to create neighborhood revitalization programs that are centered around strong schools, student academic achievement, and increased family health and prosperity, supported by a cradle-to-career pipeline of high- quality, evidence-based, cross-cutting services that are outcome driven and accountable. Program Budget Summary 2008109 200911 0 2010111 2011112 Actual Actual AdoDted Prooosed Fundin" Level $52,494 $53,892 $47,700 $46,700 Full Time Emolovees 0.58 0.50 0.50 0.50 Funding Sources Program Changes 1. N/A. FY 2011/12 Program Objectives 1. Work with the California Charter School Association and the eleven charter schools in San Bernardino to develop a San Bernardino Charter School Support Network to strengthen the resources and help address the needs of the charter schools in order to improve student academic achievement. 340 2. Work with coalition of high-performing, high-quality charter schools to develop a unique multi-charter school campus in San Bernardino to help provide our children a diversity of opportunities, environments, and programs for educational achievement and success. Ongoing Program Objectives 1. Enhance the Family-to-Family partnership with the San Bernardino County Department of Children and Family Services. 2. Enhance the partnership with Social Action Community Health Systems for the roll out of their Family Resource Center model. 3. Continue looking for funding opportunities to implement a childcare and preschool quality rating system and a model preschoollchildcare teacher training program to raise the quality of preschool and childcare opportunities available to residents and workers in San Bernardino. 4. Continue participation in the Mayor's California Education Roundtable. 341 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target Complete application to First 5 Grant application Commission for integrated cross- N/A N/A N/A not funded by First N/A platform 0-5 program in high 5. poverty area. Work with SBCUSD to begin California implementation of drop-out pilot Lighthouse District program at designated schools with N/A N/A N/A Consortium was N/A i3 funding through the California unable to secure Lighthouse District Consortium. grant funds. Create San Bernardino Charter Worked with local Assume leadership to School Support Network to California Charter ensure convening of School Association regular meetings of strengthen the resources and help N/A N/A N/A chapter to form local San Bernardino address the needs of the charter schools. charter school charter school support support network. network. Complete multi- Secured funding to charter school campus Work with a coalition of high- commence feasibility study by performing, high-quality charter feasibility study of September 2011, and schools to develop a unique multi- N/A N/A N/A multi-charter school if feasible, work with charter school campus in San campus in San coalition of charter Bernardino. Bernardino. schools on the design, funding, and execution for campus plan. Secured funding and sponsorship from First 5 for the Continue annual leadership and JumpStart Read for support of Read for the Record in N/A N/A N/A the Record N/A San Bernardino. Campaign that provided over one thousand books to City libraries and the SBUSD. Performance Measure: Notes 1. There are none at this time. 342 This page was intentionally left blank 343 Mayor Program: Environmental Partnerships Program Summary Program Code: 0068 The purpose of the Environmental Partnerships program is to improve the environmental quality oflife for city residents and workers, and to lower the long-term cost of business in the City Program Purpose: of San Bernardino, by working in partnership with public agencies and the private sector to develop and implement programs and projects that result in resource conservation, energy efficiency, and sustainable resource use. Strategic Goals . Enhance our Vibrant Quality oflife Addressed: . Business and Economic Development. 5 - Year Program Goals I. Establish a comprehensive citywide environmental sustainability program addressing the areas ofland use, energy, transportation, waste, water, and green infrastructure, with measurable reductions in greenhouse gas emissions and energy consumption. 2. Through partnership with the Economic Development Agency and the private sector, redevelop the City's antiquated geothermal distribution system to optimize the energy production that can be generated from the system. 3. Through partnership with the City Manager's Officethe Public Works Department, and the private sector, explore and fully analyze development of gasification/pyrolysis facility for waste-to-energy production. 4. Through partnership with the Water Department, support capitalization and development of the San Bernardino Water Factory. 5. Improve air quality and mitigate environmental impacts on the surrounding community from the BNSF rail yard. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual AdoDted Proposed Funding Level $48,313 $49,599 $43,900 $44,900 Full Time Employees 0.58 0.50 0.50 1.25 Funding Sources 344 Program Changes I. Additional % FTE is added to retain a person in the Assistant to the Mayor I position, for a period not to exceed one year, for the purpose of helping perform the requirements and activities of the Energy Efficiency and Conservation Block Grant received from the federal Department of Energy. The % FTE will be funded entirely from the grant funds and be devoted to exclusively working on the grant programs. The following is a sample ofthe grant responsibilities for this position: organize EECBG contracts, documents, agreements, resolutions, etc.; prepare and develop fact sheets for EECBG funded projects, Sustainability Master Plan, Downtown Redevelopment, Transit Improvement projects; and prepare performance and finance reports for EECBG program. FY 2011/12 Program Objectives I. Develop a comprehensive Sustainability Master Plan (e.g., Climate Action Plan) comprised of policies and measures that, when implemented, will enable the City to reduce it greenhouse gas (GHG) emissions from City operations and within the community at large. The strategies within the Sustainability Master Plan will cover a variety of sectors: land use, energy, transportation, waste, water, and green infrastructure. 2. Establish a regional AB 811 program to provide financing options for property owners to install energy efficient, water conservation and renewable energy improvements. 3. Create taskforce of government agencies and private sector interests to develop a long-term plan for the permanent reduction of air emissions at the BNSF rail yard, and begin seeking funding for implementation of the plan. 4. Oversee implementation of multitude of programs, projects, and activities set forth in the City's Energy Efficeincy and Conservation Block Grant grant funded program. Ongoing Program Objectives I. Reduce diesel emissions and other air contaminants, reduce noise and light glare, and minimize overall enviromnental impacts from rail yard operations on the surrounding community. 2. Include financial support of San Bernardino Water Factory in annual state and federal legislative priorities and lobbying efforts. 345 Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target N/A N/A Department of Energy Continue exploring other funding and Begin initial fonnation of AB811 disallowed use of financing N/A EECBG funds for program and district. creation of AB 811 opportunities for programs in California. creation of AB 811 program. N/A N/A N/A Formed the Sustainable Advisory Task Force to Complete work with City Sustainability Master departments, Plan and bring forward stakeholders, and the to Mayor and public to develop the Common Council for City's Sustainability consideration and Form a Sustainability Taskforce to Master Plan (e.g., adoption. Create Sustainabililty Master Plan Climate Action Plan). (e.g., Climate Action Plan) for the N/A N/A N/A Expand Sustainable City of San Bernardino. San Bernardino Website to include all Created Sustainable San information related to Bernardino website environmental programs and projects conducted by the City of San Bernardino. N/A N/A N/A Work with Lorna Partnered with Lorna Linda University, Linda University, BNSF, BNSF, CCAEJ, and and CCAEJ to obtain City departments to funding for major air complete air quality study and to obtain quality study and additional funding to Design and implement an air mitigation project at the begin construction of pollution mitigation project in the BNSF Rail Yard 4th Street air pollution neighborhood adjacent the BNSF Rail Yard with funding from mitigation project. AQMD, CARB and other sources. N/A N/A N/A Partnered with CARB to N/A obtain funding to convert diesellocamotives in BNSF Rail Yard to most advance technology for pollution control (GENSET locamotives). Oversee implementation of N/A N/A N/A Partnered with Dept. of Public Works to begin Complete all solar programs and activities set forth in implementation and power projects at city the City's Energy Efficiency and construction of 8 to 10 faciliites by September Conservation Block Grant grant solar power projects at 2012. funded program various city facilities. 346 N/A N/A N/A Partnered with City I Departments and US Green Building Council Help ensure all 11 to provide 11 city trained employees employees training for LEED (Leadership in pass testing to become Energy and LEED certified. Environmental Design) certification N/A N/A N/A Begin Green Home Received SCAG Makeover Program Compass Blueprint (e.g., Residential "Visionary Planning for Energy Audit, Prosperity A ward" for Retrofit, and Rebate design of Green Home Program) targeting at Makeover Program. least 100 homes by September 2012. Performance Measure: Notes 1. There are none at this time. 347 Mayor Program: Healthy City Partnerships Program Summary Program Code: 0108 To improve the health and well-being of city residents by working in partnership with public agencies and the private Program Purpose: sector to develop and implement policies, programs and projects that result in reduced obesity, improved diet and nutrition, increased exercise and healthy activities, access to fresh foods, and reduced at-risk behaviors. Strategic Goals Enhance our Vibrant Quality of Life. Addressed: 5 - Year Program Goals 1. N/A Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $30,044 $30,844 $27,300 $53,300 Full Time Employees 0.29 0.25 0.25 0.75 Funding Sources Program Changes I. Additional Y. FTE is added to retain a person in the Assistant to the Mayor I position, for a period not to exceed one year, for the purpose of helping perform the requirements and activities of the Healthy Communities Grant received from the County Department of Public Health through the Operation Phoenix Foundation. The Y. FTE will be funded entirely from the grant funds and be devoted to exclusively working on the grant programs. The following is a sample of the grant responsibilities for this position: develop pertinent and current information for the Healthy San Bernardino (HSB) website; finalize the Healthy San Bernardino Strategic Plan; review funding opportunities and assist with preparation of additional grant applications to sustain HSB; and assist with facilitation of monthly Healthy San Bernardino Collaborative meetings.. FY 2011/12 Program Objectives I. Partner with residents, community-based organizations, universities, hospitals, and local schools to esatblish a Healthy San Bernardino initiative that creates, increases, and improves: (I) access to healthy food; (2) safe streets, schools, parks, and public spaces; (3) access to appropriate healthcare, wellness, and prevention programs; (4) economic stability and quality educational and 348 employment opportunities; and (5) collaborative leadership and a community- wide sense of hope and purpose. 2. Work with the Parks and Recreation Department to successfully secure Proposition 84 funding for park development in underserved areas of the city, and develop partnerships with youth and community sports organizations to help support the operation and maintenance of the parks and amenities. 3. Continue expand opportunities to increase residents access to fresh fruits and vegetables. 4. Continue to support the sustainment and expansion community gardens so residents can learn to grow their own fruits and vegetables. Ongoing Program Objectives I. Continue to grow participation in the aunual Mayor's Run the Route 5k and !Ok event, and increase the link with school-based fitness objectives and programs to increase student participation. 2. Continue partnering with KABOOM! and community volunteers and sponsors to build more playgrounds and other park amenities in underserved areas. 349 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target KABOOM! Build at least two KABOOM! Fouudation funding N/A playgrounds by end ofFY 2010- N/A N/A N/A not available to II. City for 2010-11. Work with SB City's Prop. 84 Valley MWD to Work with the Parks and redesign and Recreation Department and other park grant resubmit Prop. 84 community partners to N/A N/A N/A applications did not park grant successfully secure Proposition 84 receive approval in application at E and funding for park development in fIrst round of 9th Street location for underserved areas of the city. funding. second round of funding. Partner with at least 10 schools to create a Maintain program that Continue to grow participation in prepares/trains their the annual Mayor's Run the Route number of Over 600 people studeuts to 5k and 10k event, and increase the N/A N/A participants participated in participate in the litik with school-based fItness in Mayor's Mayor's Ruu. Mayor's Run, and objectives and programs to Run above increase level of increase student participation 600 community participants/registran ts. N/A N/A Design If outside funding is secured, Healthy Website still in Complete design and begin publication and distribution San development launch website of a Healthy San Bernardino Bernardino information. website N/A N/A Partnered with Partner with residents, community and connnunity-based organizations, government universities, hospitals, and local agencies to Work with existing schools to esatblish a Healthy San successfully launch partners to maintain Bernardino initiative that creates, the Kidz Fuel funding and increases, and improves: (1) Snack Pack participation in Kidz access to healthy food; (2) safe program that Fuel Snack Pack streets, schools, parks, and public provides healthy program. spaces; (3) access to appropriate food for the healthcare, we1lness, and weekend to over prevention programs; (4) 1,095 local school econontic stability and quality children. educational and employment N/A N/A Partnered with the Complete Healthy opportunities; and (5) Latino Health San Bernardino collaborative leadership and a Coalition to begin Element for City's community-wide sense of hope developing a General Plan and and purpose Healthy San bring forward to Bernardino element Mayor and Common 350 and associated Council for programs for the consideration and City's General Plan adoption. N/A N/A N/A N/A Publish an environmental scan of San Bernardino focusing on three aspects: the retail food environment index; parks, recreation, and open space; and transportation and accessibility. N/A N/A N/A N/A Reactivate the Food Policy Conncil to develop langnage and policy related to the food environment and promoting food security in the City of San Bernardino. N/A N/A N/A N/A Establish the San Bernardino Garden Collaborative Network to develop a model for maintaining and enhancing current Continne to snpport the production of fruits and vegetables, and sustainment and expansion to develop a CO-OP community gardens, and continue model amongst the to expand opportunities to partners. increase residents access to fresh fruits and vegetables. N/A N/A N1A N/A Develop programming at the reestablished Westside Community Garden. N/A N/A N/A N/A Establish at least one new corrununity garden. Performance Measure: Notes 1. There are none at this time. 351 Mayor Program: Intergovernmental Relations Program Summary Program Code: 0109 To develop and maintain positive relationships with local, Program Purpose: regional, state, federal, and tribal governmental organizations through consistent communication and collaboration to address issues of mutual interest and concern. Strategic Goals Responsive Government. Addressed: 5 - Year Program Goals I. Positive relations with governmental organizations and leaders that serve the interests and needs of residents and business in San Bernardino. 2. Defined partnerships with the San Manuel Band of Mission Indians that further mutual governmental and cultural interests. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Prooosed Funding Level $30,044 $30,844 $27,300 $27,000 Full Time Employees 0.29 0.25 0.25 0.25 Funding Sources Program Changes 1. N/A. FY 2011/12 Program Objectives 1. Develop strategic plan for intergovernmental relations and projects between the City of San Bernardino and the San Manuel Band of Mission Indians that focuses on common governmental objectives and support of cultural activities. 2. Strengthen the working relationship between the City and the administrative and elected leadership of the San Bernardino City Unified School District. Ongoing Program Objectives 1. Continue strengthening the East Valley Mayors Roundtable. 2. Continue active participation and leadership on San Bernardino Association of Governments (SANBAG), Ornnitrans, Metrolink, Inland Valley Development Agency (IVDA), and San Bernardino International Airport (SBIA). 352 3. Continue participation in the United States Conference of Mayors. Performance Measures Maintain the Mayor's existing leadership positions at IVDA, SBIA, Metrolink, Omnitrans and SANBAG. Hold at least two meetings of the East VaHey Mayor's Roundtable to discuss specific collective action on issues of regional importance. Work with tbe San Manuel Tribe and the City Manager's Office to develop a strategic plan for tntergovemmental relations and projects between the City and tbe San Manuel Tribe. 2008/09 2009/10 20]0/] 1 Actual Actual Target N/A N/A N/A N/A N/A N/A N/A N/A N/A Performance Measure: Notes 2010/11 Mid-year Mayor reappointed to leadership positions at IVDA and SBIA; appointed vice-chair of Metrolink; appointed chair of SANBAG Commuter Rail Committee; and appointed chair of Omnitrans Plans and Productivity Committee. N/A N/A 2011112 Target . Maintain existing leadership positions. N/A N/A I. There are none at this time. 353 Mayor Program: Transportation Partnerships Program Summary Program Code: 0110 The purpose of the Transportation Partnerships program is to create, through partnerships with transportation agencies, sustainable forms of mass transit that connect San Bernardino Program Purpose: residents to places of employment, retailing, entertainment, and recreation within the city, the Inland Empire, and the Southern California region, resulting in increased economic development opportunities and a more sustainable city. Strategic Goals . Transportation and Infrastructure Addressed: . Business and Economic Development 5 - Year Program Goals I. Through partnership with Omnitrans, construct and begin operation of the sbX E Street Corridor Bus Rapid Transit (BRT) system. 2. Through partnership with SANBAG: (a) complete initial planning and obtain funding to begin construction of the Redlands Light Rail system, and (2) complete the construction of the Metrolink extension to the San Bernardino Intermodal Transit Center. 3. Through partnership with the California High Speed Rail Authority, ensure the San Bernardino Intermodal Transit Center is designated as a station on the Los- Angeles to San Diego segment of the California High Speed Rail System. 4. Through partnership with Omnitrans and SANBAG, open the San Bernardino Intermodal Transit Center in downtown San Bernardino to interconnect BRT, light rail, heavy rail, high speed rail, and regional bus service. 5. Through partnership with San Bernardino International Airport (SBIA) and Inland Valley Development Agency (IVDA), create a full service airport at the former Norton Air Force Base with commercial passenger service, air cargo service, and corporate and general aviation services. 6. In partnership with transportation agencies, design and develop transit stations in San Bernardino that create economic development opportunities within and adjacent to the transit stations. 7. Achieve measurable reductions in vehicle miles traveled through the development and implementation of enhanced mass transit options and transit oriented development immediately adjacent to transit stations. 354 Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $145,708 $149,587 $132,400 $157,500 Fun Time Employees 1.46 1.25 1.25 1.25 Funding Sources Program Changes 1. N/A. FY 2011/12 Program Objectives I. Develop a Transit Oriented Development (TOD) Overlay District around the planned sbX, Metrolink and Redlands Light Rail station locations. 2. Continue to strengthen partnerships and leadership roles with SANBAG, Omnitrans, and Metrolink transportation agencies to provide policy leadership and oversight related to the development of sbX BRT Project, San Bernardino lntermodal Transit Center and Redlands Light Rail. 3. Continue to advocate for a California High Speed Rail station location at the San Bernardino lntermodal Transit Center. 4. Commence commercial passenger air service and increase corporate aviation clients at the Million Air terminal at SBIA. 5. Continue advancing development of Red lands Light Rail service and extending service as a loop through entire East Valley (Lorna Linda, Redlands, Highland, and San Bernardino). 6. Continue working with SANBAG and CalTrans for accelerated completion ofI- 215 reconstruction. Ongoing Program Objectives 1. Develop air cargo service at SBIA. 2. Ensure the San Bernardino Intermodal Transit Center is developed as a station on the California High Speed Rail System. 3. Create plan for rail service between SBIA and the San Bernardino Intermodal Transit Center. 4. Continue exploring opportunities and feasibility of all weather mass transit service between the San Bernardino Intermodal Transit Center and the mountain communities and resorts 355 5. Ensure additional sbX BRT routes are interconnected with the E Street sbX corridor through the San Bernardino lntermodal Transit Center. Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-year Target N/A N/A N/A Partnered with Omnitrans and Partner with Work with Omnitrans to finalize SANBAG to Omnitrans and city design and commence construction complete fmal design, departments to ensure engineering, commencement of of the sbX bus rapid transit (BRT) environmental smooth and timely project clearance and right- construction of sbX of-way acquisition for BRT project. the sbX BRT project. N/A N/A N/A Successfully worked with the California High Speed Rail Work with local transportation Authority to officially Continue working identify the agencies and other partners to Downtown with Inland Empire ensure the California High Speed lnterrnodal Transit coalition to advance Rail Authority adopts a LA-SD high Center as a location the 1-215 alignment speed rail alignment that includes a for a high speed rail through the station at the San Bernardino station, and formed alternatives alignment Transit Center. Inland Empire analysis. coalition to support 1- 215 alignment for high speed rail. N/A N/A N/A Million Air Corporate Complete construction of customs facility and Work with SBIA to commence and General Aviation commence commercial passenger air service at Facility opened, and commercial air SBIA and continue expanding construction on customs facility passenger servlCe airport related operations and before end of 2011 services. commenced. calendar year. N/A N/A N/A Boeing partnership Work with Omnitrans and N/A N/A N/A SANBAG to complete design and Commenced design Execute MOD with engineering of the San Bernardino and engineering for SANBAG and Transit Intermodal Center and the the Downtown San Omnitrans, and begin Downtown San Bernardino Bernardino Passenger design and Passenger Rail Project (e.g., engineering for the Metrolink extension to transit Rail Project. transit center. center). Select consultant team and begin N/A N/A N/A Hired consulatant and Complete TOD development of Transit Oriented commenced Overlay District plan Development (TOD) Overlay development ofTOD and bring forward to District around the planned sbX and Overlay District. Mayor and Council for 356 Redlands Light Rail station consideration and I adoption. locations. N/A N/A N/A Worked with SANBAG to Continue advancing development of incorporate entire East Valley loop for Begin preliminary Redlands Light Rail service and Redlands Light Rail design and extending rail service as a loop project; to complete engineering for first through entire East Valley (Lorna alternatives analysis, phase of Red lands Linda, Redlands, HigWand, and San and to develop plan Light Rail project. Bernardino) . for accelerated development of project. N/A N/A N/A Ensured federal Ensure completion of ARRA funding for 9th Street and 16th SANBAG was all Street bridges, and Continue working with SANBAG applied to complete ion of and CalTrans for accelerated accerlerated reconstruction through completion ofl-215 reconstruction completion ofI-215 the downtown portion reconstruction ofI-215 corridor. project. Performance Measure: Notes 1. There are none at this time. 357 Parks, Recreation and Community Services PARKS, AND RECREATION I I General Special Fund Revenue Administration Aquatics Cemetery Soccer -I- Complex Sports 1-1- CID Parks l- Re creation Maintenance Comm. Prog. Senior l- Cily-Wide Service s Activities Outdoor l- F acilitie s RJII "Ii"" .Adn:inistration 4.15 QSO G:nter fur IndivicIuaI Thvelopr=1t 1.00 Parl<s l'vbintenance 17.45 Recreation / Cbm:runity Plogram 7.35 &:mar Se1vices 3.10 Gty Wide Activities 1.35 ~ 1.00 Clrrelely 200 SoccerGJrmIex LID Umdscape l'vbintenance Dstricts 1600 TOOII 56.00 358 This page was intentionally left blank 359 Parks Department Business Plan - Overview To provide excellent parks, recreation and cultural opportunities which enhance the quality oflife within the San Bernardino community. We create community through people, parks and programs. About The Department Mission Statement: The Parks, Recreation and Community Services Department provides a diversified system of parks and open spaces, recreation centers, programs and community services to meet social and leisure needs and enhance the quality of life for all City residents. The Administration Division manages personnel, finance and community services. The Parks Division maintains parks facilities, street trees and conducts landscape plan checks and inspections services. The Recreation Division provides community, human and social services as well as recreation programs for all ages. The Department provides diversified programming and maintenance activities at over forty (40) park facilities totaling 550 acres. The Department also oversees the landscape maintenance ofthe Carousel Mall, Public libraries, City Hall, Animal Shelter and various landscape areas such as Mt. View Avenue, Waterman Avenue and Muscupiabe Avenue, as well as the fountains at City Hall and the Carousel Mall. The Parks, Recreation and Community Services Department has 10 (ten) programs covering the following service areas: Administration, Aquatics, Sports, Center for Individual Development, Parks Maintenance, City Wide Activities, Recreation and Community Programs, Senior Services, Special Events, and Outdoor Facilities. Top Accomplishments for FY 201 0/11 1. Redesigned the Activities Guide for the improved professional marketing of programs, services and activities. 2. Reopening ofthe Nicholson Park Community Center, renamed the Nicholson Park Family Learning and Community Resource Center, in conjunction with the County Preschool Services Department and Project Life Impact. 3. Reopening of Operation Phoenix East Community Center to expand recreational services on the City's east side. 4. In conjunction with the Economic Development Agency, spearheaded the design, construction and opening of the Eastside Skate Park, which provides the City's second skate park facility. 5. Completed the Speicher Soccer Fields construction project, which provides public soccer fields for community play. 360 6. Continued quality service delivery with in-house personnel in recreation programming and park maintenance, despite an additional 8% reduction in financial resources, through an aggressive pursuit of grants (Kaiser), community collaborations (UYCC & SBET A) and agency partnerships (EDA). 7. Staff continued to leverage existing resources by aggressively pursuing and receiving approximately $750,000 in grant funding to support operations. Major Issuesfor FY 20Il/I2 1. Similar to past issues, where neighboring cities average $8,300 in funding per developed acre and the City of San Bernardino currently invests $2,400 per developed acre, championing the investment in the renovation and new development of the parks system and beautification of other landscape areas in the City as a major contributor to the economic vitality and social fabric of the City. 2. According to the National Recreation and Parks Association for park maintenance, industry standards are 1 person per 10 acres, whereas San Bernardino currently averages I person per 60 acres. 3. Identifying a stable funding source or sources sufficient to maintain citywide operations of community centers, programs and parkland. Funding for materials and operational expenses is insufficient as many annual purchase orders are depleted prior to the end of the third quarter. As these continue to go unaddressed, service requests have also increased as deferred maintenance becomes more prominent with fewer resources to address them thus significantly affecting departmental morale. 361 Parks Budget Summary A2OO8/09 ^2009/1 0 2010/11 2011/12 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010/11 - 2011/12 Administration D 2,017,341 1,570,527 1,692,300 741,000 -56% Aquatics 258,322 201,107 216,700 264,800 22% Sports 85,114 66,262 71,400 75,800 6% Center for Individual Development 276,918 215,584 232,300 168,200 -28% Parks Maintenance 2,247,410 1,749,639 1,885,300 2,119,600 12% Recreation I Community Programs 782,237 608,982 656,200 636,400 -3% Senior Services 378,363 294,561 317,400 340,300 7% City-wide Activities 201,817 157,118 169,300 149,500 -12% Outdoor Facilities c 34,451 26,820 28,900 781,600 2604% Cemetery 137,294 177,100 194,000 161,900 -17% Stadium 75,992 111,100 110,500 0 -100% Soccer Complex 411,675 424,700 454,000 444,300 -2% Landscape Maintenance Districts 0 1,157,300 993,000 1,271 ,200 28% Total Department 6,906,933 6,760,800 7,021,300 7,154,600 2% B. Expenditures by Classification Personnel Services 4,356,289 4,432,500 4,380,700 4,108,800 -6% Maintenance & Operations 536,989 578,300 614,000 594,300 -3% Contractual Services 738,967 761,300 704,300 620,200 -12% Internal ServicesB,c 1,200,201 983,700 1,272,100 1,793,300 41% Captial Outlay 74,487 5,000 50,200 38,000 -24% Debt Service Credits / Billables Total 6,906,933 6,760,800 7,021,300 7,154,600 2% C. Funding Sources General Fund 5,416,600 3,971 ,800 4,493,700 4,563,200 2% Measure Z 162,502 149,000 150,200 0 -100% EDA / CDBG 245,900 216,200 72,400 159,500 120% Refuse 0 70,000 70,000 70,000 0% Sewer Maintenance 0 30,000 30,000 30,000 0"10 Gas Tax Fund 456,970 453,700 453,700 453,700 0% Baseball Fund 75,992 111,000 110,500 0 -100"/0 Soccer Fund 411,675 424,700 454,000 444,300 -2% Cemetery Fund 137,294 177,100 194,000 161,900 -17% Landscape Maintenance District 0 1,157,300 993,000 1,272,000 28% Total 6,906,933 6,760,800 7,021,500 7,154,600 2% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program. "Workers Compensation and Liability charges have been added to each Department's Internal Service Charges. cIncrease in Internal Service Charges due to the reallocation of Utilities and Information Technology Charges among all departments and programs. Prior these charges were only charged to a few departments. DEffective 711/2011, Internal Services Charges will be distributed among all program. Prior, these charges were placed in the Administration Programs only. 2011/12 Proposed Soccer Complex 5% Outdoor FacilitiesC 10% Aquatics 3% Stadium 0% ce~ 2% Center for Individual Development 2% City-wide Activities 2% Senior Services 4% Recreation / Community Programs 8% Full Time Employees Cemetery Stadium 4% 0% \ City Wide Activities~~ 2% ~ Senior Services_ 5% Landscape Maintenance Districts 9% Administration 7% Recreation / Community Program 13% Parks Maintenance 31% Center For Individual Development 2% 363 Parks Department Program: Administration Program Summary Program Code: 0001 To plan, administer and coordinate resources to ensure cost Program Purpose: effectiveness and efficient provision of San Bernardino Parks, Recreation and Community Services Department facilities and programs. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Continue with the organizational restructuring to optimize operational efficiencies and utilize the goals and priorities ofthe Master Plan to develop future staffing plans and organizational structure. 2. Continue cooperative and coordinated planning within the Department, with other City Department and with public and non-profit agencies to minimize duplication and/or competition to provide the best use oflimited resources. 3. Revise the cost recovery policy and program classification system based on a cost recovery target for each program area, which may range from no cost recovery to 100%. 4. Streamline processes and create operational efficiencies by updating and implementing department policies and practices. 5. Secure "state of the art" equipment and technology and provide training to improve services and record keeping. 6. Hiring of additional support staffto assist in processing accounting, point of sale, counter operations and general administrative services. 7. Support training and professional development opportunities for employees that include conferences, seminars, cross training and memberships in trade or professional associations. 8. Update training materials so all division employees have a concise and consistent direction. 9. Effectively administer financial and personnel resources by revising and implementing departmental policies and personnel records and providing staff training on financial management and personnel management. 364 10. Ensure that residents view the City of San Bernardino as the provider of choice for neighborhood recreation programs, recreation facilities and parks, and rate participant satisfaction with PRCSD facilities and services at high levels. 11. Distribute positive publicity regarding neighborhood services to the media and other communication channels. 12. Conduct customer satisfaction surveys and adjust service delivery according to survey results. 13. Development ofa more effective "Friends of the Parks" Agreement and sponsorship opportunities to further promote department mission. 14. Recognition is gained from local media that acknowledges the positive impact on the quality of life residents and visitors enjoy. This can be achieved by distribution of publicity regarding impact of the Department on the quality oflife to the media and other communication channels. Moreover, assist the media in covering Department stories to build relationships, trust and additional positive publicity. Utilize City media, web site and TV station to positively impact the audience. Program Budget Summary Xffi'W xx:9'1O 2J10'11 2JIV12 Actual Actual R-opa;ed Rmding Level $2,017,341 $1,5/D,527 $1,(f)2,XD $741,aD Rill Trrre Iirployees 400 5.00 4.15 415 Rmding :'burces Program Changes 1. None. FY 2011/12 Program Objectives 1. Foster an open work environment that empowers employees and embraces the Department's organizational values and customer services orientation. Reward and recognize employees for their achievements. 2. Implement training materials to ensure all divisions have a clear, concise and consistent outline of city policies and procedures, as well as departmental policies and procedures. 3. Develop employee work plans to implement strategies set forth in the Park Master Plan. 4. Initiate an Adopt a Park program campaign to support park development and operations., Ongoing Program Objectives 1. Ensure that all employees have the materials needed to disseminate information for all programs and programming offered by the department. 365 2. Ensure that all citizens know the programs and activities offered by the Department through RecNet, brochures and other marketing pieces. 3. Technological updates in equipment and programs. 4. Provide support in all aspects of departmental and division responsibilities. 5. Ensure department expenditures are legal, appropriate and in accordance with budget prOVISIOns. 6. Measure citizen satisfaction with services provided by the Department. 7. Establish, review and revise operating policies and procedures. 8. Implement audits tracking and record keeping of fiscal and personnel management. Performance Measures 2008/09 2009/tO 2010/11 2010/11 2011112 Actual Actual Targel Mid-Year Target Publish and distribute Activity Guide N/A N/A 4 2 4 Upgrade staff computers/software N/A N/A 20 5 10 Department Rec Net/website updates N/A N/A 12 3 10 Personnel Trainings on management tools N/A N/A 4 2 4 Percent of operating budget recovered through N/A N/A 10% N/A 10% user fees Number of press releases generated N/A N/A 25 30 25 Percent of users/customers rating satisfaction as N/A N/A N/A ExceJlent or Good 50% 50% Grant applications submitted N/A N/A 10 5 10 Grants awarded N/A N/A 6 3 10 Grant revenue N/A N/A N/A N/A $918,054 Public/Private collaborations: A.3 A.2 A.3 A. New N/A N/A B.4 B.4 B.6 B. Maintained Online registration transactions N/A N/A 50 15 150 Online registration revenue N/A N/A 1500 235 2500 Overall customer satisfaction level is rated by N/A N/A 85% N/A 85% customers as meeting or exceeding expectations. Performance Measure: Notes 1. None. 366 This page was intentionally left blank 367 Parks Department Program: Aquatics Program Summary Program Code: 0069 To provide access to swim play and skill development through a diversified offering of safe and enjoyable activities at City Program Purpose: swimming pools for the participating public in order to promote healthier lifestyles, water safety awareness, relieffrom seasonal hot weather, and a higher quality of life for the community. Strategic Goals Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals 1. Create a comprehensive management strategy for maintenance of pool facilities, both short term (daily routine and preventative maintenance) and long term (capital improvement depreciation and replacement of equipment). 2. Expand program offerings to include a seasonal Junior Lifeguard Program, in-school Water Safety workshops, Lap Swim, and a City-sponsored Swim Club. 3. Hire and train a full-time Parks Maintenance Worker I (Pool Maintenance Technician) to conduct daily routine pool care and maintenance for all six pool locations. 4. Through the CIP program, develop three additional spray play parks at various sites throughout the parks system. Program Budget Summary Xffi'C9 :n!l'10 Xl1CYll Xl1l!12 Actual Actual Adopted fu:po3ed funding Level SQ58,322 $3J1,107 $Zl6,AO $26<>,3Xl fuII Trrre Em10yees 000 1.00 09) 09) funding &:..m:es Program Changes I. None. FY 2011/12 Program Objectives I. Ensure the opening of six community pool locations: JerryLewisFamilySwimCenter, Nunez Pool, Hernandez Pool, Mill Pool, Delmann Heights Pool, and Boys & Girls Club Pool. Neighborhood pools will offer a minimum 10-week open recreational swim season, two daily swim sessions Mondays through Saturdays from 1 :00pm-3:0Opm and 3:30pm-5:30pm from June - August. The Jerry Lewis Family Swim Center will offer approximately 90 days open recreational swim, two daily swim sessions weekdays and 368 three daily swim sessions on weekends from Memorial Day Weekend through Labor Day Weekend. 2. Provide a host of aquatics training and certification classes in Water Safety, Lifeguarding, Water Safety Instruction (Swim Instructor), and Lifeguard Instructor at a day, time, and frequency to meet the needs of the local community. 3. Continue to promote and accommodate private rentals (schools, church groups and community). 4. Provide learn-to-swim experiences for all segments of the community. 5. Maintain high quality and sanitary public swimming pool facilities resulting in zero mandated pool closures. 6. Hire, train, and retain qualified/certified lifeguard persormel to meet safety standards (approx. 50 aquatics persormel). 7. Incorporate team building activities into staffIn-Service Training. 8. Improve professionalism/public image via coordinating community involvement activities, enforcing uniform standards, maintaining optimal activities scheduling, posting signage, and providing for custodiaVpool maintenance work plans. Ongoing Program Objectives 1. Ensure greater access to all City neighborhood swimming pools by community residents via opening facilities, maintaining core operational hours, and meeting all health and safety standards. 2. Provide safe and clean community swimming and wading pools and water spray features for health through exercise and personal enjoyment. 3. Provide professional lifeguard services at City pools to ensure as high visitation as possible in an enjoyable, safe, and customer-service oriented enviromnent. 4. Provide swim lessons and water safety training to safeguard against drowning accidents, provide job certifications, and enhance community awareness for responsible swimming. 369 Performance Measures 2008/09 2009/10 2010/11 2010111 2011/12 Actual Actual Target Mid-Year Target # Days/hours of Operation - Jerry Lewis 100 81 90/360 81 90/360 Family Swim Center # Days/hours of Operation - Nunez, Mill, 161 147 180/720 147 180/720 and Hernandez Pools # Pool Rentals reservation permits issued 13 \3 12 13 15 # Learn-To-Swim Students Ages 6-17 155/101 106/62 160/80 106/62 160/80 Yrs. (PaidlFree) # of participants in open swim 37,415 37,531 43,300 37,531 43,300 # Training/Certification Class 80 70 75 17 75 Participation # of certification classes offered to recruit N/A N/A 8 4 8 life guards Performance Measure: Notes 1. Maintenance and operations funding for aquatics activities and facilities is well below minimum industry standards. No pool maintenance personnel are currently adequately funded in this nor the Facilities Division budget. 2. A Capital Improvement Program for pools and their amenities does not exist. Capital pool equipment and amenities are being operated well beyond their manufactured life expectancies. 3. All City pools are unheated because of the high cost of that service level of operation. This makes the scheduling of aquatics activities reliant upon weather conditions (ambient temperature affects water temperature, which affects participation and service provision). 4. The City of San Bernardino works closely with the American Red Cross in offering aquatics training and certification classes to the community; we are the only city in the Inland Empire to offer these classes/certifications in an effort to stay close to the job applicant pool. 5. A lack of qualified lifeguard applicants on a nation-wide scale, the nature of seasonal work schedules, and low wages challenge the process of maintaining required lifeguard services levels. 6. Grant funding for this type of service area is limited; grants are supplemental and "core" services are rarely funded by these sources. 7. The City provides funds for the Boys & Girls Club of San Bernardino to operate a summer season aquatics programs at the 9th Street Pool (Boys & Girls Club Pool) and Delmarm Heights Pool per agreement, following the same operational hours as the City. 8. There is a disconnect that exists between the location of City aquatics facilities in relationship to family residences. Current pools will need new water spray features and other amenities (climbing walls, floating attractions, waterslides, diving boards) if they are to become family "destinations". 370 This page was intentionally left blank 371 Parks Department Program: Sports Program Summary Program Code: 0070 To provide athletics experiences in leisure and competition (leagues, tournaments, classes, workshops) levels for Program Purpose: community residents and families of all ages in order to increase sports skills, develop physical fitness and mental health, provide opportunities for socialization and leadership development, and enhance community involvement. Strategic Goals Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals I. Foster joint provision of sports activities through cooperative agreements between school, county, church, community groups, and other service partners (service groups, non- profits). 2. Coordinate training of staff, sports officials, and parent volunteer coaches to promote individual sport skill sets, sportsmanship, safety, adherence to policies and procedures (program and facility), and philosophies of how to coach and communicate with sports players of various ages, stages of physical development, cultural backgrounds, and economic status. 3. Encourage a high degree of professionalism in customer service (greetings, grievance management, scheduling of services to meet needs) and maintenance of clean and safe sports facilities (ball fields, courts, pools, play equipment, concessions buildings/restroom lockers, score booths). 4. Hire a full-time Sports Coordinator to oversee all sports programs and facilitate greater program offerings and cost recovery. Program Budget Summary :3.J:E'W XWIO XlIO'l1 XllV12 Actual Actual Adonted flqx1sed Rmding Level $85,114 ~ $71,400 $75,KD Rill Trrre EIDloyees 1.00 1.00 12) 1.00 Rmding &:ut=; Program Changes I. Decrease in Full Time Employees (FTE) and reallocation of personnel. 372 FY 2011/12 Program Objectives I. Provide the following year-round Adult Team Sports Leagues: Men's Soccer (24 teams, one yearly season mid-Feb - Thanksgiving), Men's & Coed Softball (4 seasons annually, an average of24 teams per season and one Delmann Heights Summer Softball League with 6 teams), Men's Baseball (2 seasons, Summer & Fall, 12 teams per season), Men's Flag Football (I Fall season, 6 teams), Coed Volleyball (1 Spring or Fall season with 4 teams), and Men's and/or Senior Basketball (Spring or Fall season with 6 teams). 2. Provide the following year-round Youth Sports Activities: Basketball (Spring and Fall seasons), Track & Field (Spring & Summer), Girls Volleyball (Fall), and Flag Football (Fall). Provide the following year-round PeeWee Sports Activities: Basketball (Winter/Spring, Fall), Soccer (Spring), and T-Ball (Spring/Summer). 3. Introduce three new Adult Individual Sports Classes year-round in golf, tennis, and racquetball. 4. Manage the City contract to provide Men's Baseball and Men's/Coed Softball and the volunteer coordination of Men's Soccer and Delmann Heights Summer Softball League. 5. Manage two Tennis Court Lease Agreements with V.J. Scatliffe (Perris Hill Tennis Courts) and Ed Quielhe Blair Park Tennis Courts). 6. Coordinate the annual "Run The Route" - Mayor's Run on Route 66 (5K, !OK, and Kid's Runs and Health & Safety Fair) as the Committee ChairIRace Director. 7. Provide sports leagues for Adults and PeeWee/Youth/Teen ages in volleyball, basketball, t-balllbaseball, softball, soccer, flag football and other team sports of community interest or other target groups. Ongoing Program Objectives I. Improve direct supervision/management of all sports resources. 2. Maintain the highest standards of safety and orderliness. 3. Maintain a higher standard of care and maintenance for facilities serving City sports activities in the areas of turf and infield maintenance, cleanliness of floors and toiletries, graffiti abatement, and quick response for repairs to all facilities and equipment (Fiscalini Field; Perris Hill, Blair, and Hernandez Tennis Courts; Nunez Sports Field; Encanto Ball Fields; Delinann Heights Ball Field, and Norton and Hernandez Gymnasiums. As measured through periodic participant satisfaction surveys, with an 85% or better "good" to "excellent" rating. 4. Maintain same level ofteam participation in all sports activities. (Stabilize drop in team registrations due to poor economy.) 373 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target # Adult Sports Teams/participauts Served 110 85 102/1200 63 102/1200 # Youth Sports Teams/participants Served 40 45 45/500 23 45/500 # Volunteer Youth Sports Coach Hours 500 600 600 300 600 Hours of support to Mayor's Run N/A N/A N/A 65 120 Performance Measure: Notes 1. Adult sports teams are registered by full team rosters. Direct program costs are recovered through user fees. Only City-owned facilities are utilized by adult sports programs. 2. PeeWee, Youth, and Teen sports activities are registered individually and/or through teams created from involvement in community center activities and their promotion. User fees charged to these participants do not cover full costs to participate in an effort to make programs available to a larger community of youth participants. City and School facilities are utilized. 3. The Parks Maintenance Division and Facilities Division of Public Works are instrumental in the continuance of Adult Sports Programs, and their funding is inadequate to support the growth of adult sport participation. Minimal safety standards are being met (turf and infield maintenance, pest control, floor care, sports lighting, custodial, security). 4. The Service Provider Agreement for Men's Baseball has been reduced to operating June through October (instead of year-round), reducing the number of teams that can be served and the revenue produced. 5. Community Center Staff currently doubles as operating personnel for PeeWee and Youth Sports programs. Sports Staff coordinates the annual All-Comers Youth Track Meet (ages 9-14 years) and the Hershey State Youth Track Meet (Games), hosted by the City of San Bernardino for all of the Southern California Region. 374 This page was intentionally left blank 375 Parks Department Program: Center for Individual Development (CID) Program Summary Program Code: 0071 Program Purpose: To develop and enhance the independence and self reliance of people with disabilities through therapeutic recreation. Strategic Goals Enhance our Vibrant Quality of Life. Addressed: 5 - Year Program Goals I. Ensure the continuation and survival of existing crn programs for people with disabilities and seniors, including: Aquatics, Teen Club/Sunshine Club, and the Merri- Mixer program. 2. Return the crn programs and budget to funding through the City General Fund at the levels ofFY 08-09, at a minimum. Program Budget Summary :xx:8'a:> 2aR'lO all<Yll alIV12 Actual Actual Adopted F\:qx:sed Fimding Level $l76,9l8 $215,58'1- $232,:'ffi $1ffi,:ID Rill TIne E:mloyees 200 200 200 1.00 Fimding Sout=s Program Changes 1. Decrease in Full Time Employees (FTE) is a result ofthe 8% reduction and reallocation of personnel 2. The City of San Bernardino was a partner and lead agency in the Joint Powers Authority that owned the crn. Other partners included the County of San Bernardino and the San Bernardino City Unified School District. With the dissolution of the JP A, the partners continue to support the continuation of crn programs and activities. FY 2011/12 Program Objectives I. Operate the Teen Club/Sunshine Club after school program for disabled youth at its current level of 5 days per week. 2. Operate Twinges in Hinges Aquatic Exercise program for adults with physical disabilities and seniors at its current level of 4 session days per week and adult swim at is' current level of 2 sessions per week. 3. Operate the Merri-Mixer program for developmentally disabled adults at its current level of 3 days per week. 376 4. Provide in-service training for CID staff. Ongoing Program Objectives 1. Provide ongoing recreation programs for people with disabilities at the CID. 2. Provide information and referral to the public and people with disabilities concerning CID programs and other community programs for people with disabilities. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Teen Club/Sunshine Club Participants 3,249 3,589 3,100 2323 3,100 Twinges in the Hinges (Aquatic Exercise) 4,013 4,253 3,700 2426 3,700 Participants Merri-Mixer Program Participants 1,207 1,468 1,200 814 1,200 cm Staffln-service Training Hours 14 14 14 7 14 # of program hours provided N/A N/A 1300 1158 1300 Percent of users/customers rating N/A N/A 50% 50% 50% satisfaction as Excellent or Good Performance Measure: Notes 1. Weather and extended repairs to the in-door swimming pool can be critical factors in the attendance of the Twinges in the Hinges Aquatic Exercise program. New Federal- mandated anti-entrapment regulations may interrupt pool and spa use this coming budget year, which is a critical facility for many center users. 2. With the retirement of the incumbent CID Manager, the number of sponsored annual fundraisers and special events including: the Harvest Fair, Grapes & Gourmet, A Wine & Food Festival fundraiser, the annual Open House & Awards Reception, Family Day and the C.I.D. Walkathon Fundraiser will be shifted to the Friends ofCID for event coordination. 377 Parks Department Program: Parks Maintenance Program Summary Program Code: 0072 To preserve the City's investment in parks, trees and Program Purpose: beautification to provide safe, aesthetically pleasing outdoor recreational facilities and open space landscaping which are maintained at the most effective cost per acre. Strategic Goals Beautification Addressed: 5 - Year Program Goals I. Promote downtown beautification through enhanced maintenance of downtown parks, easements and greenbelts. a. Strategy A: Provide a higher level of maintenance of the downtown parks consistent with established levels of service standards. 2. Ensure parks and open space are professionally maintained for safety, aesthetics, recreation and sustainability. a. Strategy A: Maintain facilities according to established level of service standards for proper care, safety and usage. b. Strategy B: Implement advanced technology where appropriate to provide more efficient or effective services. c. Strategy C: Implement programs and projects to reduce green waste, water use and recycling. d. Strategy D: Upgrade irrigation systems to provide appropriate amount and distribution of water for plant growth. 3. Build environmental stewardship through volunteer programs and public education to promote benefits of parks and open space. a. Strategy A: Increase the level of parks/open space support with formal Adopt-A- Park agreements in place. 4. Reinstate park maintenance staffing back to industry standard level of one full time worker per 10 acres of park space. Provide complementing maintenance and operations supplies funding at the same standard so staff can address deferred and routine maintenance. 5. Improve the quality and distribution of the City's trees (both public and private) to optimize environmental, green objectives, economic, habitat and social benefits to the City and residents. 6. Establish a 7-year trimming cycle for all 52,000 City maintained street trees. 7. Qualify for Tree CityUSA certification. 378 8. Implement computer automated work order system for assigning maintenance requests and tracking completion and resource consumption (Iworqs, ParksScan) Program Budget Summary XJ:1'/CfJ XX9'10 :n10'1l :nlV12 Actual Actua1 fl-opooed Rmding level $2,247,410 $1,749,639 $1,885,3(D $2,1l9,6JJ Rill Tnre Bwloyees 19.00 19.00 19.45 17.45 Rmding S>urces Program Changes 1. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives 1. Maintain all 550 acres of open park space on a regular and quality basis. 2. Complete mowing, edging, pruning, and irrigation repair at all department maintained facilities. 3. Complete regular inspections of grounds and landscape conditions to comply with industry safety standards. 4. Coordinate with Sports program to develop a field wear index at several sitesto measure field impacts; update turf maintenance practices based on actual field usage. 5. Adjust maintenance plans for primary activities to reflect current patterns and demands;target labor hour increases for areas below standard. 6. Conduct a comparative analysis of park maintenance FTE's with cities in the California League of Cities. 7. Utilize supplemental volunteer and contract workers to offset underfunding in personnel salaries and positions (UYCC, Work Sentence, Glen Helen, and CCCs). 8. Coordinate with West Coast Arborist to update the street tree inventory in order to develop a 7- year street tree trimming schedule. 9. Develop a 7-year street tree trimming schedule. 10. Complete required paperwork to qualify for Tree City USA certification to promote tree stewardship. 379 Ongoing Program Objectives 1. Improve maintenance practices and scheduling using actual history from work order tracking software and/or CRM and create maintenance management plans for each site. 2. Identify and prioritize needed renovations to existing parks and facilities. 3. Develop and implement water conservation programs to reduce water needs throughout the parks; identify and track water savings. 4. Add maintenance personnel and resources to ensure compliance with industry standards as needed. 5. Maintain the established 7-year street tree trimming schedule in order to decrease liability for damage caused by City trees. 6. Promptly trim street trees that obstruct traffic signals and signs to ensure public safety. 7. Enhance the s~fe work practices of staff. 8. Provide an ongoing employee safety training program 380 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target Percentage of site inspections completed according to the work plan. N/A N/A A.IOO% A.50% A.IOO% A. Parks B.100% B.50% B.IOO% B. Contract sites Percentage of site inspections that meet adopted maintenance standards. N/A N/A A. 40% A.20% A.40% A. Parks B. Contract sites B.40% B. 20% B. 40% Hours worked by maintenance discipline: A. Trash and litter cleanup A. 4620 A. 1350 A. 3696 B. Restroom cleanup B. 4620 B.1012 B. 3696 C. Playground maintenance N/A N/A C.2310 C. 253 C. 1848 D. Turf and irrigation maintenance D.4620 D. 3805 D. 3696 E. Planter bed maintenance E. 2310 E.425 E.1848 F. Graffiti and vandalism repairs F.231O F.522 F.1848 Trees trimmed N/A N/A 5600 2800 5600 Trees removed N/A N/A 720 360 720 Trees planted N/A N/A 50 24 50 Performance Measure: Notes 1. None. 381 Parks Department Program: Recreation / Community Program Program Summary Program Code: 0074 To provide safe, inviting, and well maintained facilities for use by San Bernardino residents for citywide recreational, cultural, Program Purpose: and social service progranuning and activities ranging from specialized excursions and skill development through contract classes, trips and tours to active, safe, nurturing and positive environments and recreational opportunities for youth. Strategic Goals Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals I. Establish an on-line City Physical Activity Challenge similar to the President's and Governor's to assist in the national efforts to eliminate obesity. 2. Reinstate community center extended operating hours, Mondays through Saturdays. 3. Reopen Operation Phoenix East and Nicholson Community Centers and explore reprogramming of1eased/contracted sites such as Delmann Heights, Operation Phoenix Central and 9th Street Community Centers. 4. Establish Park Advisory Boards or Neighborhood councils at each center. 5. Provide a full spectrum of quality programs by expanding communication with business and residents to increase services for youth in the community. a. Strategy A: Survey all programs and be responsive with results. b. Strategy B: Design and implement programs and services that achieve national standards and are recognized as "Best Practices." c. Strategy C: Ensure teen programs are fully implemented throughout the community. 6. Obtain resources to support programming and training by collaborating with businesses utilizing intergovernmental cooperation, and increasing funding to support new technology. a. Strategy A: Provide a wide variety of training. b. Strategy B:. Obtain wireless technology for all program locations to minimize impact on the environment and provide timely customer service. c. Strategy C: Develop relationships with local and regional experts to provide staff training opportunities. 7. Reinstate dedicated full time position to manage all contract classes, trips and tours. 382 8. Establish interactive website where participants can search, locate and register for a class 3 months in advance without leaving there home. 9. Distribute quarterly department brochure free to all city residents. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $782,237 $608,982 $656,200 $636,400 Full Time Employees 5.00 7.00 7.15 7.35 Funding Sources Program Changes 1. Increase in Full Time Employees (FTE) is due to the reallocation of personnel FY 2011/12 Program Objectives I. Provide excellent customer service to city residents that frequent community centers 2. Provide affordable programming that meets the needs of all city residents 3. Facilitate a Teen Empowerment Program at all centers to encourage youth initiated civic and community problem solving. 4. Establish public/private collaborations for facility use and joint programming opportunities 5. Provide drop-in recreational experiences for youth and adult patrons seasonally. 6. To provide day trips and overnight trips for city and non-residents. 7. To provide a variety of cultural and skill development classes for youth and adults in the areas of sports, physical activity, arts, culture and educational experiences. 8. Post and update all activities, classes, special events, trips and tours on the city website Ongoing Program Objectives I. Provide program evaluation and community needs assessments 2. Provide programs that encourage youth to be responsible for their personal development and growth. 3. Meet cost recovery goals and maintain fees in accordance with the fee resolution. 383 4. Promote and prepare bi-lingual publicity materials for trips and tours and classes to include fliers, news releases, etc. 5. Meet with contractors, trips and tours vendors to review classes, trips, etc. Review and meet with interested contractors to provide leisure opportunities to residents. 6. Collaborate with youth serving agencies. 7. Increase use of recreation facilities. 8. Ensure that indoor centers are clean and sak 9. Match the desired usage to the most appropriate facility and/or room and optimal schedules. 384 Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of program costs that are recovered: A. Ruben Campos A. 10% A. % A. 10% B. Lytle Creek B. 10% B. % B. 10% C. Hernandez N/A N/A C. 10% C. % C. 10% D. Delmann Heights D. 10% D. % D. 10% E. Nicholson E. 10% E. % E. 10% F. OP East F. 10% F. % F. 10% G. OP West G. 10% G. % G. 10% # of participants in drop-in programs: A. Ruben Campos A. # A. 6692 A. 14000 B. Lytle Creek B. # B. 9700 B. 19400 C. Hernandez N/A N/A C. # C. 1040 C. 2080 D. Delmann Heights D. # D. 0 D. 0 E. Nicholson F # F. 755 E. 1600 F. OP East F. # F. 0 F. 4000 G. OP West G. # G. 2730 G. 5400 # of participants in recurring structured teen programming: A. Ruben Campos A. # A. 14987 A. 30000 B. Lytle Creek B. # B. 10 100 B. 20200 C. Hernandez N/A N/A C. # C. 12241 C. 24000 D. Delmann Heights D. # D. 0 D. 0 E. Nicholson E. # E. 1133 E. 2500 F. OP East F. # F. 2466 F. 5000 G. OPWest G. # G. 4570 G. 9000 # of participants in recurring structured adult programming A. Ruben Campos A. # A. 11519 A. 23000 B. Lytle Creek B. # B. 3005 B. 6000 C. Hernandez N/A N/A C. # C. 5762 C. 11400 D. Delmann Heights D. # D. 0 D. 0 E. Nicholson E. # E. 145 E. 300 F. OP East F. # F. 0 F. 300 G. OP West G. # G. 1786 G. 2500 Percent cost recovery for center rentals: A. Ruben Campos A. 100% A. % A. 100% B. Lytle Creek B. 100% B. % B. 100% C. Hernandez N/A N/A C. 100% C. % C. 100% D. Delmann Heights D. 100% D. % D. 100% E. Nicholson E. 100% E. % E. 100% F. OP East F. 100% F. % F. 100% G. OP West G. 100% G. % G. 100% 385 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Number of center special events: # A. 3 A. 6 A. Ruben Campos A. B. Lytle Creek B. # B. 0 B. 6 C. Hernandez C. # C. 3 C. 6 N/A N/A D. # D. 0 D. 0 D. Delmann Heights E. Nicholson E. # E. 0 E. 6 F. OP East F. # F. 2 F. 6 G. OP West G. # G. 2 G. 6 Percentage of customers rating youth N/A N/A 50% % 50% servIce rograms as good or excellent. Number of lunch program participants: A. # A. 2950 A. 6000 A. Ruben Campos B. # B. 3665 B. 7200 B. Lytle Creek C. # C. 398 C. 800 C. Hernandez N/A N/A D. # D. 0 D. 0 D. Delmann Heights E. # E. 0 E. 5000 E. Nicholson F. # F. 0 F. 3000 F. OP East G. # G. 0 G. 3000 G. OP West Number of facility reservations/rentals: A. # A. 6 A. 12 A. Ruben Campos B. # B. 0 B. 6 B. Lytle Creek C. # C. 12 C. 24 C. Hernandez N/A N/A D. # D. 0 D. 0 D. Delmann Heights E. # E. 8 E. 16 E Nicholson F. # F. 0 F. 6 F. OP East G. # G. 2 G. 6 G. OPWest N/A N/A N/A 3 5 Performance Measure: Notes 1. None. 386 This page was intentionally left blank 387 Parks Department Program: Senior Services Program Summary Program Code: 0075 To engage seniors 60 years and better in essential life services Program Purpose: and activities which enhance their dignity, support their independence, and encourage their involvement in physical and social activity. Strategic Goals Enhance our Vibrant Quality of Life. Addressed: 5 - Year Program Goals I. Increase the number of annual senior site rentals by 10%. 2. Provide supervision and support to the senior grant funded programs: Senior Nutrition Program, Senior Companion Program (SCP), and Retired and Senior Volunteer Program (RSVP). 3. Promote highlighted senior programs such as the Senior Olympics annual event in an effort to involve more attendees. 4. Inform city stakeholders of the senior residents' desire for design and construction ofa new state-of-the-art SeniorCenter in the downtown area to replace or significantly upgrade the current 5th Street Senior Center. 5. Seek additional funding sources to support the construction of a new downtown SeniorCenter to replace the existing 5th Street Senior Center. 6. Fund and hire additional part-time personnel to supervise increased number ofrentals and other senior activities. Program Budget Summary 2aB'W axu'1O 2)ICYll 2)11112 Actual Actual Adopted ed FundingIeveI $378,363 $294,561 $317,400 $340,300 Rill Tnre Rmloyees 3.00 3.00 3.10 3.10 Funding &Jun:es Program Changes 1. None 388 FY 2011/12 Program Objectives 1. Continue to meet service delivery participation standards in senior center(s) activities while promoting new programs through marketing endeavors that encourage greater Baby Boomer attendance. 2. Ensure that both 5th Street and Perris Hill Senior Centers are open and properly staffed during regular business hours, Monday through Thursday, as well as during special events, and rental usage after business hours. 3. Develop a marketing plan to increase the number of attendees at senior sites' special events, programs, and classes. 4. Provide facility rental accommodations to the public. 5. Continue to give administrative support and supervision to the following valuable senior grant-funded programs: Senior Nutrition Program, Senior Companion Program and the Retired and Senior Volunteer Program. Ongoing Program Objectives 1. Provide programs in education, creative arts, recreation, advocacy, leadership development, employment, health, nutrition and other supportive senior services. 2. Ensure that both the 5th Street and Perris Hill Senior Centers are routinely open and maintained for the benefit of the City's senior population 60 years and better. 3. Ensure proper scheduling and staffing of employees for senior classes, programs, activities, special events, and facility rentals at both the Perris Hill and 5th Street Senior Center sites. 4. Maintain a functioning Senior Advisory Board/Senior Affairs Commission 389 Performance Measures 2008/09 2009/J 0 2010/11 2010/11 2010/11 Actual Actual Target Mid-Year Target Number of participants in drop-in senior programs: A. Perris Hill 89,050 89,050 A. 39,000 A. 12,408 A. 24,000 B. 5th Street Senior Center B. 39,000 B. 18,302 B. 36,000 Number of participants in recurring senior programs: N/A N/A A. Perris Hill and A.# A. 12,408 A. 24,000 B. 5th Street Senior Center B. # B. 18,302 B. 36,000 % of customers rating service as good or NA NA 75% % 75% excellent. (Satisfaction Survey) Number of classes, programs, special events: 2,287 2,287 A. Perris Hill A.# A.96 A.200 B. 5th Street Senior Center B. # B.77 B. 150 Retired and Senior Volunteer Program, 88,369 88,369 92,000 38,764 80,000 number of volunteer service hours. Senior Nutrition Program, number of 49,370 49,370 55,000 22,607 44,500 meals served. Senior Companion Program, number of 66,179 66,179 67,000 35,174 70,000 Companion service hours Percent of cost recovery for senior programs: N/A N/A A. 10% A.% A.IO% A. Perris Hill B. 5th Street Senior Center B. 10% B.% B.IO% Percent of cost recovery for facility reservations/rentals: N/A N/A A. Perris Hill A.IOO% A.% A. 100% B. 5th Street Senior Center B.IOO% B.% B.IOO% Total number of public/private N/A N/A N/A 0 2 collaborations for facility use and programming Performance Measure: Notes 1. The completion of two surveys in FY 2010-2011 contributed in determining customer satisfaction with current activities and delivery systems and to determine FY 2011-2012 service needs and desires: Information and Assistance Satisfaction Survey and a Senior Centers Participant Survey. 2. Staff training remains a top priority to ensure better customer service, senior programs, facility rentals, and administrative procedures. Training will be given through a combination of in-house meetings, departmental training, and local senior service industry conferences and workshops. 390 3. The senior grant-funded programs are supported by the General Fund through many indirect in-kind means. These grant programs contribute valuable services that enrich the seniors' quality of life. Senior Services will continue to submit for grants to support key senior services, as it has done for over 35 years. The Senior Nutrition Program, the Senior Companion Program, and the Retired and Senior Volunteer Program all have played a major role is senior service delivery. 4. The Senior Nutrition Program currently feeds approximately 50,000 senior meals per year, the Senior Companion Program provides approximately 4,320 hours of service each month to 275 clients, and the Retired and Senior Volunteer Program currently has 355 active volunteers who work approximately 5,598.50 hours each month at a monetary value of$I13,369.63. (The $20.25 rate is determined by the 2008 Independent Sector / Research - The Value of Volunteer Time Report.) These grant programs will continue to receive approximately $6]8,000 or more in grant funding each year. It is a goal of the Senior Nutrition Program to have the General Fund and/or CDBG subsidize a larger share of the program, making a commitment to it as an essential core community service. Staffwou]d like to provide healthier menu in the selection of quality fruits, vegetables, grains, and meats for the senior participant. 391 Parks Department Program: City-wide Activities Program Summary Program Code: 0076 To provide citywide activities for City residents interested in Program Purpose: specialized excursions and skill development through contract classes,-trips and tours, mobile recreation, and cultural UfO grams. Strategic Goals Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals I. Develop interactive tours through the City's website, written publications and other technology such as pod casts. 2. Support an environment where arts and culture organizations and individual artists thrive and provide diverse offerings to the public which enhance the quality oflife and livability of our region. 3. Foster an environment that supports arts organizations and encourages programs that contribute toward creating and maintaining a skilledworkforce. 4. Develop a strong public and web based presence for disseminating information regarding the City's trips, classes, cultural events and programs. 5. Reinstate dedicated full time position to manage all contract classes, trips and tours. 6. Establish interactive website where participants can search, locate and register for a class 3 months in advance without leaving there home. Program Budget Summary 2fW09 2aR'10 allO'l1 alll!12 Actual Actual Adooted ITc.pa;ed Rmding Level $Xll,817 $157,118 $lill,3OJ $149,= Full TIrre fuployees aoo 1.00 135 1.35 Rmding Soun:es Program Changes I. None. FY 2011/12 Program Objectives I. Provide an opportunity for attendees - residents and visitors to the City - to interactively participate in a diverse visual and performing arts and/or cultural experience. 392 2. Encourage and promote leisure, recreational and cultural activities and economic development within San Bernardino. 3. Showcase and promote San Bernardino venues as viable options for economIC and cultural investment. 4. To provide day trips and overnight trips for city and non-residents. 5. To provide a variety of cultural and skill development classes for youth and adults in the areas of sports, physical activity, arts, culture and educational experiences. 6. Post and update all activities, classes, special events, trips and tours on the city website. Ongoing Program Objectives I. Promote and prepare bi-lingual publicity materials for trips and tours and classes to include fliers, news releases, etc. 2. Meet with contractors, trips and tours vendors to review classes, trips, etc. Review and meet with interested contractors to provide leisure opportunities to residents. 393 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Day trips N/A N/A 10 10 10 Day trip participants N/A N/A 300 56 300 Extended trips N/A N/A 10 2 10 Extended trip participants N/A N/A 40 11 40 Contract classes N/A N/A 25 15 25 Contract class registrations N/A N/A 2,500 150 2,500 Percentage of participants rating N/A N/A 50% 50% 50% classes/activities as good or excellent Percentage of costs recovered through N/A N/A 100% 100% 100% fees Public movie screenings N/A N/A N/A N/A 10 Movie screening attendees N/A N/A N/A N/A 1000 Mobile recreation programs offered N/A N/A N/A N/A 10 Mobile recreation program participants N/A N/A N/A N/A 300 Performance Measure: Notes 394 This page was intentionally left blank 395 Parks Department Outdoor Facilities Program Summary Program Code: 0077 to provide excellent customer service and quality outdoor rental facilities such as ball fields, tennis courts, and picnic shelters for Program Purpose: community users for private events, public special events, and resident youth sports leagues and activities in order to ensure coordinated safe access. Strategic Goals Enhance our Vibrant Quality of Life Addressed: 5 - Year Program Goals 1. Provide insight to the Recreation Facility Use Permit Application and reservation process for f~cility use and rental. 2. Assist in park maintenance and security for outdoor recreational facilities. 3. Coordinate annual collaborations with other service providers for the use of City outdoor and indoor sports/recreational facilities. 4. Coordinate the annual rental of garden plots at the Community Gardens. 5. Provide improved amenities of ball fields, picnic shelters, trash receptacles, and sports fields. Program Budget Summary XffiIC9 XlJ)'lO xnCYll xnV12 Actual Actual Adopted ed Rmding Level $34,451 $26,820 $28,9Xl $781,a:xJ Full Tn:re Ehploy=; o.co 0.00 0.00 Rmding Sour= Program Changes 1. Budget increase is a result of an increase in Internal Service Charges due to the reallocation of Utilities and Information Technology Charges among all departments and programs. Prior these charges were only charged to a few departments. FY 2011/12 Program Objectives 1. Revise the Facility Use & Application process. 2. Conduct biannual meetings for City and School ball field use by resident youth sports groups. 396 3. Coordinate ball field, tennis court, and other outdoor facility maintenance and repair requests with the Parks Maintenance Division, Facilities Division of Public Works, and other respective departments and agencies. 4. Manage agreements for the lease ofPerris Hill and Blair Park Tennis Courts; MeadowbrookBoxingAcademy; Fiscalini Field; BLAST soccer fields; and other joint City/School sports and recreational facility uses. Ongoing Program Objectives 1. Facilitate the facility reservation process for ball field, tennis court, picnic shelter, and other outdoor facility uses. 2. Coordinate a master schedule of use of City and School facilities by organized resident youth sports groups. 3. Coordinate volunteers for ball field and court maintenance on a routine priority basis. Performance Measures 2008/09 2009/10 201O/tl 2010/11 2011/12 Actual Actual Target Mid-Year Target Number of youth ball field user N/A N/A 40 19 40 reservations/pennits Number of adult ball field user N/A N/A 20 22 20 reservations/permits Number of private picnic shelter/gazebo N/A N/A 100 43 100 reservations/permits Number of tennis court 3 0 3 reservations/pennits N/A N/A Performance Measure: Notes 1. Department Administration (Main Office front counter staff) oversees the reservation of outdoor facilities. All facility use reservations are fee-based rentals as set by City Council Resolution. The priority of use ball fields is also outlined in the Field Allocation & Use Procedure and Policy document. 2. It is the Department's policy NOT to waive facility use fees unless otherwise approved by Ways and Means Committee and Mayor and Common Council. Refundable Deposits for damage and/or clean up and General Liability Insurance are not negotiable. 3. Maintenance of all outdoor facilities is accomplished by Park Maintenance staff cost centered in the Park Maintenance program. 4. Reservations/permits reflects single and recurring uses logged but does not double count participants or user groups. 397 Parks - Cemetery CEMETERY Full-Time I!Jnnlovees Cemetery I 2.00 Total I 2.00 398 This page was intentionally left blank 399 Parks Department - Cemetery Business Plan - Overview Mission Statement: To provide exceptional accommodations for families seeking permanent grave sites for deceased friends and loved ones. About The Department Established in 1853, the 26 acre Pioneer Memorial Cemetery provides resting places for some of San Bernardino's most historical residence. Comprehensive grounds maintenance consisting of mowing, trimming, setting of grave memorials, tree trimming, fertilization, irrigation and general beautification are included in the scope of services. Approximately 100 interments are performed annually, while a "pre-need" program is also available for all city customers. The City acquired the originalS-acre parcel in 1857 and continued acquiring land into the 1950's. Top Accomplishments for FY 201 0/11 I. Worked with Community groups for clean up/beautification days. 2. Improved internal scheduling and coordination to improve service delivery to clients. Major Issues for FY 2011/12 1. Irrigation system replacement is needed as all watering is done manually via quick coupler by staff daily. 2. Staff currently borrows much of the equipment needed to perform burials and disinterment services from neighboring departments. 3. Budget does not provide enough staffing to properly maintain the grounds and fully perform all services needed 4. Due to the age of the cemetery, there is a need to map all graves, especially in older sections, for permanent historical record. 5. Transition of active cemetery operations to endowment care as capacity is limited. 400 This page was intentionally left blank 401 Bnks Depn1Ired - GIretery ~Slnnmy "xw00 '2ml0 AlICY11 Al11l12 fu-cent Actual Actual Adopted fuJpased O1ange A IflqEndtures ~ PI_",)); AlICY11- Al11l12 Adninistrution 137,291- 177,10) 194,(0) 161,'Ul -17'/0 TornI 137,291- 177,10) 194,(0) 161,9)) -17'/0 R IflqEndtures ~aassificaioo fusonnel S=ices 104-,558 10J,50J 116,(0) 100,(0) ~/o l\I1rintenance &QJerations 9,924 :fJ,(O) :fJ,(O) 18, AD -52'/0 Cbntractual S=ices 23,W 17,W 15,(0) -14'/0 lntemal S=ices B 22,812 14,10) 15,W 13,:;ro -15>/0 Clpita1 OrtJay 6,(0) 6,(0) (f'/O D:bt Service Gedits / HIlables TornI 137,291- 177,10) 194,(0) 161,9)) -17'/0 C Rn:lng Soon:e> Grretery Fund 151,W 161,9)) 7'/0 fupetual Grre Fund 137,291- 177,10) 4l,W -1a:P/o TornI 137,291- 177,10) 194,(0) 161,9)) -17'/0 'lur conparison pmposes prier fiscal year actual e>penditure are allocated to the a.nrent program "worms Cbnpensation and liability charges have been ad:Ied to each Uv<u u m .Cs Internal Service ChaIges. 402 2011/12 Proposed Budget Administration 100% 403 Parks Department - Cemetery Program: Administration Program Summary Program Code: 0001 To provide final resting places for families and individuals in Program Purpose: order to memorialize their lives and record the genealogy of San Bernardino residents. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Technology upgrades: advanced cemetery software to integrate with city finance applications for AR and AP. 2. Irrigation replacement: upgrade to modernized automated smart irrigation system. 3. Staffing increases for ground maintenance and office support or sale of cemetery or its operations to private company to provide this service. 4. Additional fencing to cover all borders of the site for privacy and security. 5. Acquiring of equipment for cemetery use exclusively: back hoe, vault lowering system, etc. 6. Mapping of cemetery. 7. Data entry of all burial records. 8. As the Cemetery is near full capacity, the need to seek new customers has decreased, however the need for addressing deferred maintenance and family accommodation for more contemporary cemetery grounds has increased. In order to utilize the Cemetery endowment, the site needs to be declared full so finances from the endowment can accessed to accomplish 5 year goals and current objectives. Program Budget Summary 2008/09 2009/1 0 2010/11 201l!l2 Actual Actual Adopted Proposed Funding Level $137,294 $177,100 $194,000 $161,900 Full Time Employees 2.00 2.00 2.00 2.00 Funding Sources Program Changes I. None FY 2011/12 Program Objectives I. Increasing staffing levels for maintenance and operations; or 404 2. Sale of cemetery and/or operations to private company. 3. Certify closure and file with the state association after full capacity is reached to ensure access to endowment care funds for maintenance. 4. Obtain maintenance equipment for cemetery use exclusively. Ongoing Program Objectives I. Mapping of cemetery. 2. Irrigation replacement. 3. Data entry of burial records. 4. Access endowment care funding for maintenance. Performance Measures 2008109 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Percentage of plots rated in good to N/A N/A 80% 80% 80% excellent condition Hours worked by maintenance discipline: A. 700 A.350 A.700 A. Trash and litter cleanup N/A N/A B. 460 B.230 B.460 B. Turf and irrigation maintenance C. 230 C. 115 C. 230 C. Planter bed maintenance D.230 D.115 D.230 D. Graffiti and vandalism repairs Performance Measure: Notes 405 Parks - Soccer Complex SOCCER COMPLEX Full-Time Emolovees Soccer Complex I 1.70 Total I 1.70 406 This page was intentionally left blank 407 Parks Department - Soccer Complex Business Plan - Overview Mission Statement: The San Bernardino Soccer Complex promotes economic stimulation and revenue generation for the City and its businesses by providing sports tourism in soccer and other major athletic competitions serving Southern California. About The Department The San Bernardino Soccer Complex features 17 tournament quality fields and plays host to 48 weekend events per year in addition to league play. Currently the complex is managed by professional City Staff. As a major attraction to the community, the Complex generates direct and indirect revenue that covers the cost of maintenance and operations and contributes to the economic viability of the City. Top Accomplishmentsfor FY 201 0/11 I. Increased field rental for weekend tournaments by 33% with more than 6 new weekend rentals: State Cup, Adult State Cup, Mountain View Classic, SCS Bayern International, Verizon Wireless Copa Alianza and XK San Diego. 2. Completed a renovation project including installing a "new" well pump, paint wash station and materials storage stalls. 3. Secured sponsorship for marketing and publicity: tradeshow attendance at Soccer Nation Expo, Sports Destination Magazine, Cal South Magazine and CSL Tournament Book. 4. Awarded grant funding in the amount of $20,000 from the US Soccer Foundation for the purchase of an aerator. 5. Hosted the I st Annual Independence Cup in July and solicited sponsors for the event. 6. Developed an Operations Manual. Major Issues for FY 2011/12 1. Security lighting is minimal and does not illuminate the east-end where field maintenance equipment is stored. Funding is needed to repair existing lighting along the east-end of the complex for security. 2. Funding needed to repair existing in-ground exit gate system. Half the teeth are broken or missing. Warning signs do not light up in the evenings. 3. In patron parking lot there are numerous holes in the pavement that could pose liability exposure to the City. 408 4. Site grading and drainage is poor, requiring additional time for fields to dry after inclement weather. Soil composition has a heavy clay base with high salt content versus sand base with high nitrate content, making is difficult to mitigate compaction and sustained turf growth in certain areas. 409 :Rni>s DepntIred - SoccerChnJiex ~t s......my ^xJ:R;(f) "^xm10 2J1<Y11 2J11/12 fucent Actual Actual Adopted fu:pcsed Change A Elq:rndtures ~ PI ~"J" 2J1<Y11 - 2J11/12 Adrrinistratia: 411,675 424,AXl 454,CID 444;300 -2'/0 TOCII 411,675 424,AXl 454,CID 444;300 -2'/0 R Elq:rndtures ~aassificm(Il fusorme1 Services nJ,423 247,'UJ 285,300 2Z3,5OJ 4'/0 M:rintenance&Q=ations 57 ;xJ7 57,1'fD 65,50) 73;m 11% Cbnt:mctual Se>:vices 103,50) 74,CID 17,1'fD 17,'XO -10/0 Intemal Se>:vices B 45,CID 45,CID 45,1'fD 47,50) 5% 0lpitaI 0II:Iay 35,145 39,:;ro 32,CID -18'/0 lliJt Se>:vice Grots I HDab1es TOCII 411,675 424,'XO 454,CID 444;300 -2'/0 C Bmdng Sources ctneruI Rmd Soccer Rmd 411,678 424,AXl 454,CID 444;300 -2'/0 TOCII 411,678 424,'XO 454,CID 444,300 -2'/0 '1ur c:orIJXlrison putpOSes prier fiscal year actual ependiture are allocated to the = progmrn "wakts CbnpensationandUability charges have been ad:led to eachl:q=lI.mt's 1ntemaI Se>:vice Olarges. 410 2011/12 Proposed Administration 100% Full-Time Employees 100% 411 Parks Department - Soccer Complex Program: Administration Program Summary Program Code: 0001 To provide a premiere athletic venue for regional competitions Program Purpose: in order to stimulate the San Bernardino economy through sports tourism Strategic Goals Enhance of Vibrant Quality of Life Addressed: 5 - Year Program Goals 1. Seek grant opportunities to enhance the amenities of the soccer complex: synthetic turf field, additional field lighting and bleachers for a stadium field venue. 2. Successfully complete a renovation project to include staff/vendor access road from parking lot to food court. Program Budget Summary Xffi/(J) Xffi'JO XlIO'l1 XllV12 Actua1 Actua1 Adopted fuJposed RmdingIevel $411,675 $'I24,'XD $'l54,axJ $444,3(Xl FWl TIne Erployees 2m 2m l.1D l.1D Rmding Solm:es Program Changes I. None FY 2011112 Program Objectives 1. To increase night use during the Spring and Summer months utilizing the new fields at Speicher Park. 2. To increase tournament play in lieu of league playas a way to bring more revenue into the City. 3. Conduct a fee survey for similar sized facilities in and around SB County. 4. Based upon findings, establish a new fee schedule for field rentals at the Sc. Submit for Council approval. 5. Revise the reservation form/policy and have it approved by City Attorney 6. Replace marquee sign at main entrance to reflect city/department management. 412 7. Install signage on 4 blank marquees (2 @soutb end & 2 @ nortb end) to include a map of City, accommodations, restaurants, local entertainment, map of fields, etc. Ongoing Program Objectives I. Re-stripe parking lot and handicap zones. 2. Repair stucco and paint North & South building exteriors. 3. Re-welding of goals. 4. Increase marketing opportunities through parking ticket sponsors, banners and flags. 5. Repair parking lot lighting. 6. Repair RV electrical box. 7. Tdentify and record indicators of economic growth as a result of soccer complex reservations 8. The city shall establish a method of accounting for net revenue annually for the purpose of redistributing into the soccer fund from year to year. Net proceeds from previous years has not been reflected in the following fiscal year expenditure allocation, thus limited the ability for staffto market and improve the asset as a key economic contributor to the city. Performance Measures 2008/09 2009/1 0 2010/1 I 20010/11 2011112 Actual Actual Target Mid-Year Target N/A N/A 48 15 30 Number of practice and mid- N/A N/A 60 17 40 week reservations/permits Number of team rentals N/A N/A 480 17 40 Numbers of participants N/A N/A 400,000 69,975 400,000 Number of marketing/advertising N/A N/A 10 2 5 promotions employed Annual return on investment 10% 10% 10% percent N/A N/A Performance Measure: Notes 413 Police Department POLICE DEP ARTMENT Patrol Field Service s Patrol COPPS General Fund Administratio n Supp ort Services Personnel & Training Re C oids Dispatch Fore nsic s & Prop erty Gang & Violent Crimes Dov..rntovorn & City Hall See TRAFFI C GENERAL INVEST. Roll "linE Adrrinistrntion l7.<X Services S.<X Patrol Field Services 1%.40 Patrol r>--.--- 29.2) lent Gin= 24CD TIaflic Z3.4C G:ncral Investi=rians 72.3: furensics 18.2: ch 33.(( Fecords 32(( fusonnelAnd Training 7.(( TIaflic Safutv a<x R:>1i= - AnimU Cbntrol Adrrinistrntion 6(( R:>lice- AnimU Cbntrol Field Services 8.(( R:>li= - AnirnlI Cbntrol 9der Services 7.<X 'ThmI 479.00 414 This page was intentionally left blank 415 Police Department Business Plan - Overview Mission Statement: To provide progressive, quality law enforcement services, downtown security, parking control and animal control services; a safe environment to improve the quality of life; and a reduction in crime through problem recognition and problem solving. About The Department San Bernardino Police Department provides the community with progressive, quality police service. The department has developed a community oriented policing and problem-solving philosophy unique to the City of San Bernardino to maximize organizational effectiveness. The department actively solicits community interaction and collaborative partnerships to form problem-solving strategies relating to crime and the fear of crime. The Police Department is staffed by 299 police officers and 180 civilian personnel. The San Bernardino Police Department has developed three Bureaus to meet the community's needs. The three bureaus include the Field Operations Bureau, the Investigations Bureau and the Support Services Bureau. The department recently revised the deployment plan to ensure timely response, adequate proactive time for officers and increased focus on reducing violent crime. Top Accomplishments for FY 2010-11 I. Significant Reduction of Crime: Reduccd violent crime by 14.83%, reduced Part I Crime by 5% (during 2010 calendar year). 2. Integrated the Animal Control Department, Parking Control and Down Town Security programs into the Police Department budget and organizational structure. 3. Expanded the police department Community Police Academy program to 3 sessions. 4. Expanded the police department's Community Affairs Office. 5. Created Downtown Policing District. 6. Digitized the Professional Standards Unit audio recording system. 7. Implemented the Police Cadet Program, hired 12 Police Cadets. 8. Enhanced ongoing Leadership Development Program. 9. Revised Gang injunctions to include additional members. 10. Replaced 35mm camera equipment with digital cameras. II. Approved an Alarm Outsourcing contract with PMAM Corporation. 12. Implemented 9-1-1 cellular call processing in Police Dispatch. 13. Completed Sergeant and Lieutenant promotional testing. 416 Major Issues/or FY 2011/12 1. Mitigate impact of service and staffing reductions due to budget reductions. 2. Focus on keeping department response times within industry standards. 3. Develop a strategy to implement/fund Community Service centers in strategic locations within the City. 6. Identification of state and or federal law enforcement grant funding opportunities. 7. Providing quality animal sheltering and field services with limited resources. 8. Identifying funding for improvements to address capacity and deferred maintenance issues at existing shelter. 9. Modify COPS hiring grant from "new hire" to "retention" to reduce the number of police officer layoffs. 417 Police Budget Summary A2008/09 A2009/10 2010/11 2011/12 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010111 - 2011/12 Administration c 8,803,377 8,262,293 8,419,600 4,526,400 -46% Downtown & City Hall Security 83,647 78,505 80,000 80,000 0% Support Services 910,388 854,432 870,700 905,900 4% Patrol Field Services 27,013,746 25,353,394 25,836,100 27,255,600 5% Patrol COPPS 4,264,090 4,002,005 4,078,200 3,852,300 -6% GangsNiolent Crimes 4,335,190 4,068,735 4,146,200 4,063,600 -2% Traffic 3,715,055 3,486,716 3,553,100 3,437,200 -3% General Investigations 10,056,297 9,438,205 9,617,900 10,661,900 11% Forensics-Property 1,707,853 1,602,883 1,633,400 1,652,700 1% Dispatch 2,411,111 2,262,916 2,306,000 2,242,400 -3% Records 2,386,017 2,239,365 2,282,000 1,839,600 -19% Personnel and Training 1,105,284 1,037,350 1,057,100 1,249,400 18% Animal Control Administration 649,099 399,125 586,400 633,400 8% Field Services 646,553 397,560 584,100 723,300 24% Shelter Services 603,383 371,015 545,100 594,600 9% Drug & Gang Education D 43,643 79,700 30,000 0 0% TrafficSafetl 0 950,000 950,000 0 -100% Asset Forfeiture D 135,218 228,400 228,400 0 -100% Police DIFF 46,421 200,000 0 148,700 0% Total Department Expenditures 68,916,371 65,312,600 66,804,300 63,867,000 -4% B. Expenditures by Classification Personnel Services 59,791,543 56,772,800 58,343,400 55,666,000 -5% Maintenance & Operations 949,118 1,356,200 1,381,000 1,552,600 12% Contractual Services 2,125,501 1,755,000 ] ,893,000 963,700 -49% Internal Services " 4,610,647 4,583,500 7,041,900 7,343,700 4% Capital Outlay 299,300 39,700 126,000 343,700 173% Debt Service 2,003,920 2,010,700 2,083,700 2,170,700 4% Credits/BiIlables -9]0,079 -1,405,300 -4,064,700 A,173,400 3% Total 68,869,950 65,112,600 66,804,300 63,867,000 -4% C. Funding Sources General Fund 56,733,116 54,928,700 55,786,400 54,259,600 -3% Measure Z 7,383,918 5,95] ,000 6,293,000 5,650,000 -10% EDA/CDBG 267,100 267,100 300,900 300,000 0% Traffic Safety 2,407,920 2,490,000 2,450,000 1,517,000 -38% Animal Control 1,899,035 1,167,700 1,715,500 1,503,100 -12% Asset Forfeiture 135,218 228,400 228,400 458,600 101% Drug & Gang Education 43,643 79,700 30,000 30,000 0% Law Enforcement DIFF 46,421 200,000 0 148,700 0% Total 68,916,371 65,312,600 66,804,200 63,867,000 -4% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program. BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. cEffective 7/1/2011, Internal Services Charges will be distributed among all program~ Prior, these charges were placed in the Administration Prolrrams onlv. DDrug & Gang and Asset Forfeiture was combined with General Investigations. ETraffic Safety was combined with Traffic. 2011/12 Proposed Budget General InvestigatIons -.......... 17% Traffic 5%_ Gangs/Violent Crimes 6% Forensics-Property 1 3% \ Personnel and Training Z% Administration 1% ~~~::ds~~:~::S 1% AdministrationC 7% Support Services 1% Full Time Employees Personnel and Training 1% Traffic Safety 0% Administration - Animal (ontroI1% Downtown & City Hall Security 0% Shelter Services 1% Administration 4% Dispatch 7% General Investigations 15% Gangs/Violent Crimes 5% 419 Police Department Program: Administration Program Summary Program Code: 0001 Program Purpose: To provide effective leadership and create a positive, productive work environment. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Expand the Community Affairs Office. 2. Increase number of citizen advisory groups. 3. Enhance the department's image. Program Budget Summary 2008/09 2009/10 2010/11 2011112 Actual Actual Adooted Prooosed Funding Level $8,803,377 $8,262,293 $8,419,600 $4,526,400 Full Time Emolovees 16.00 16.00 16.00 17.00 Funding Sources Program Changes I. Increase in Full Time Employees (FTE) is due 10 the reallocation of personnel FY 2011/12 Program Objectives 1. Improve timeliness of internal investigations. 2. Create a viable succession / strategic plan. 3. Maintain Community Academy program. 4. Conduct a community survey to evaluate public perception of police services. Ongoing Program Objectives I. Continue to improve community relations and develop positive partnerships through department outreach including the Community Academy, citizen advisory groups and the Community Affairs Office. 2. Insure organizational accountability through fair;timely, internal investigations. 3. Develop effective leaders through personnel development and succession planning. 4. Expand partnerships with allied law-enforcement agencies in the region. 5. Improve department response to crime through effective crime analysis and call reduction strategies. 420 Performance Measures 2008/09 2009/10 2010/11 2010111 2011112 Actual Actual Target Mid-Year Target Percentage of internal investigations N/A N/A N/A 50% 50% completed within 6 months Number of community meetings held N/A N/A 50 25 50 Number of community members participating N/A N/A 220 125 250 in the Citizen Academy Number of sworn management positions with 16 16 16 16 20 a long term leadership development plan Number of civilian management positions N/A N/A 4 6 6 with a long term leadership development plan Decrease the number of work related 2% 150 189 138 60 accidents (135) Overall customer satisfaction level is rated by 85% customers as meeting or exceeding N/A N/A 85% N/A expectations. Percentage of Community Police Academy 5% 5% graduates involved in Police Support N/A N/A N/A Programs (watch groups, citizen volunteers (12) (25) and Downtown Police Ambassadors) Implement "Early Waruing" police officer N/A N/A N/A 2 training programs Performance Measure: Notes 421 Police Department Program: Patrol Field Services Program Summary Program Code: 0078 To be responsive to the public's safety needs by responding to Program Purpose: calls for service and proactively addressing crime and the causes of crime, thus improving the quality of life for those whom we are dedicated to serve. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Improved communication with external groups and other city departments. 2. Maintain adequate staffing to preserve peace and protect persons and property. 3. Evaluate service demands and make necessary adjustments to increase operational efficiency. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Pronosed Fundino Level $27,013,746 $25,353,394 $25,836,100 $27,255,600 lFull Time Emplovees 234.00 223.00 232.65 196.40 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. 2. Increase efficiency by strategic placement of cameras throughout the city to aid in response to calls for service and a reduction in crime. FY 2011/12 Program Objectives 1. Implement TEAM concept; Aligns personnel with supervision during shift. 2. Reduce CITE teams in order to increase District Resource Officer positions. 3. Increase Community Service Officer field deployment 4. Use Crime Analysis to identify emerging crime trends and criminal activity hot-spots. Ongoing Program Objectives 1. Maintain timely response to police calls for service. 2. Proactive approach to reducing crime and the fear of crime, thus improving the quality of life for the community. 422 Performance Measures Reduction in the number ofDeR part I crimes per calendar year 11,507 11,152 10592 2010/11 2011/12 Mid-Year Target -}% -}% (5B7) (10,274) 95,280 95,000 2008/09 Actual 2009/1 0 Actual 2010/11 Target **Total number of calls for service (per calendar year) 97,952 94,764 91,229 Average response time to priority 1 and emergency calls N/A 7.46 min 7.86 min 7.75 min 8.00 min Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A 85% N/A 85% Performance Measure: Notes I. Statistics are captured and recorded on a Calendar year basis. 2. UCR (uniform crime reporting) Part-I Crimes include homicide, rape, arson, robbery, burglary, auto theft and assault. 3. Priority I response time is dependent upon staffing levels. 4. Calls for service are indicated above as an "output". 423 Police Department Program: Patrol COPPS (Community Oriented Policing and Problem Solving) Program Summary Program Code: 0079 Leadership in collaboration with City residents and businesses Program Purpose: to develop, implement and continue problem solving resolution strategies; increase the public's awareness of crime prevention program such as Operation Phoenix; enhance crime response through improved police and community interaction. Strategic Goals Safe Community Addressed: 5 - Year Program Goals I. Conlinue to build and strengthen community partnerships and improve communication with external groups and other city departments. 2. Increase the community's involvement through neighborhood watch programs and cluster associations. 3. Identify crime and the causes of crime by applying problem resolution strategies using the problem solving models and coordinating efforts by city departments. 4. Add COPPS offices within the north and west policing districts. 5. Develop community surveys to gauge citizen satisfaction and viewpoints. Program Budget Summary 2008/09 2009/1 0 2010/11 2011112 Actual Actual Adopted Pronosed Funding Level $4,264,090 $4,002,005 $4,078,200 $3,852,300 Full Time Emnlovees 33.00 32.00 33.15 29.20 Funding Sources Program Changes I. Decrease in Full Time Employees (FTE) is a result ofthe 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives I. Strengthen and enhance partnerships with city departments through service integration. 2. Identify potential locations and funding sources for COPPS offices in the North and West policing districts. 3. Realign Homeless Coordinator efforts to focus on 'quality oflife' issues. 4. Increase bicycle and Equine mounted enforcement patrols. 5. Implement quarterly Virtual Mobile Community Center deployments in policing districts. 424 6. Conduct four Public Safety fairs. Ongoing Program Objectives 1. Maintain and build partnerships with the community. 2. Sustain and support Operation Phoenix objectives. 3. Enhance and expand community neighborhood watch groups. 4. Support patrol personnel through dissemination of accurate and timely crime analysis data. 5. Maintain a strong alliance with the State Department of Corrections to address Parolee rehabilitation. 6. Enhance community outreach through quarterly deployment of the "Virtual COPPS" command post. 7. Strengthen community youth outreach through quarterly public safety fair events. 8. Maintain and build partnerships within the community through the addition of four new Neighborhood Watch groups Performance Measures 2008/09 Actual 2009/10 Actual 2010111 Target 2010/11 Mid-Year 2011112 Target Number of Operation Phoenix meetings attended 12 12 12 6 12 Increase the number of active Neighborhood, Apartment and Business Watch / Cluster groups 10% 38 31 35 20 (39) Increase the Number of Parolee Ie-entry orientations attended 5% 50 47 34 16 (36) Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A 85% N/A 85% Number of Parolee Enforcement & PC290 programs coordinated 37 47 50 42 50 Performance Measure: Notes 1. Statistics are captured and recorded on a calendar year basis. 425 Police Department Program: GangsNiolent Crimes Program Summary Program Code: 0080 To promote the safety of the community by reducing violent crime through aggressive pro-active gang enforcement and Program Purpose: violent crime investigative efforts, leading to the arrest and successful prosecution of those arrested for violent and gang related crimes. Strategic Goals Safe Community Addressed: 5 - Year Program Goals I. Utilize evolving technology to track and document known gang members. 2. Gang intervention and "at-risk" youth diversion programs through effective community education. 3. Maintain a full-time "cold-case" homicide team. Program Budget Summary 2008/09 2009/10 2010111 2011/12 Actual Actual Adonted Pronosed Funding Level $4,335,190 $4,068,735 $4,146,200 $4,063,600 Full Time Emnlovees 26.00 26.00 25.80 24.00 Funding Sources Program Changes I. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives I. Increase utilization of enforcement of known gang members resulting in criminal prosecution with gang enhancements. 2. Review cold-case homicides from 1990 to present (if awarded DNA grant funding). 3. Implement quarterly Gang Education program for local businesses. 4. Schedule 10 multi-agency Gang Enforcement deployments with SMASH Ongoing Program Objectives I. The reduction of violent crime. 2. Improved monitoring and tracking of known gang members. 3. Additional gang injunctions against active street gangs. 426 4. The reduction of gang members in known street gangs. 5. Continue to identify grant funding to help fund educational programs targeting "at-risk" youth. 6. Reduce gang and violent crime through continued deployment ofthe Gang Team and creation of a Career Criminal Apprehension team. 7. Identify gang members for addition to existing gang injunctions. Performance Measures 2011112 Target Number of reported crimes attributed to gangs Number of violent crime "cold cases" reinvestigated Increase the P.c. 186.22 (Gang Enhancement) charges added to criminal cases involving gang members Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Difference between SBPD homicide case clearance rate and the national homicide clearance rate average. 2008/09 2009/10 2010/11 2010/11 Actual Actual Target Mid-Year N/A N/A N/A N/A 98 144 130 65 0 6 5 2 N/A N/A 67 N/A N/A N/A 85% N/A N/A 130 (-10%) 20 5% (70) 85% 5% Performance Measure: Notes IThe performance measure for gauging the gang crime rate will be developed during FY 11-12. The current CAD-RMS system does not have the tools needed to track this statistic. Additionally, parameters will be defined to determine how to classify a gang crime. 'The SBPD has applied for a grant "Solving Cold Cases using DNA" grant. If awarded, funding will be used to identify homicide cold cases that have the potential to be solved using DNA analysis. N/A N/A N/A N/A 427 Police Department Program: Traffic Program Summary Program Code: 0081 To be responsive to the public's safety needs by addressing Program Purpose: traffic safety issues through proactive enforcement, education programs and soecialized traffic investigations. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Improve traffic safety throughout the City of San Bernardino. 2. Continue enforcement programs related to driving under the influence. 3. Increase traffic educational programs targeting youth in our community. 4. Develop traffic safety programs to reduce the number of traffic violations and collisions. 5. Enhance training for traffic personnel. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Prooosed Funding Level $3,715,055 $3,486,716 $3,553,100 $3,437,200 Full Time Emolovees 29.00 28.00 29.40 23.40 Funding Sources Program Changes 1. Reassign (4) police motor officers to Patrol. 2. Termination of Red Light Camera program. FY 2011/12 Program Objectives 1. Maintain traffic safety programs with reduced number of Traffic officers. 2. Increase staff proficiency in investigating, analyzing and documenting traffic collisions. 3. Develop 'Distracted Driver' education and enforcement program. Ongoing Program Objectives 1. Support patrol personnel through specialized traffic enforcement expertise. 2. Provide training to department personnel on matters related to traffic enforcement and investigation. 3. Survey and identify locations with chronic traffic violations and high incidence of traffic collisions for traffic enforcement programs. 4. Continue special enforcement operations addressing DUI offenses. 5. Provide timely adjudication for Administrative Reviews. 6. Increase the use of traffic enforcement methods and investigations. 428 7. Involve the public in collaborative traffic safety solutions. 8. Aggressively enforce traffic violations that contribute to traffic collisions. 9. Conduct pedestrian and school bus safety programs. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Annual number of traffic collisions 2455 2425 2400 1075 2200 Annual number of traffic fatalities N/AI N/A 10 5 10 Increase DUI enforcement programs 10 12 26 13 27 Increase the number of traffic safety 2 2 2 5 programs Maintain occupant restraint system usage N/A N/A N/A N/A Yes above 90% Number of problem intersectionslroadway locations referred to Traffic Engineering N/A N/A N/A N/A N/A for safety evaluation Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Percentage of Traffic-Engineering referrals that result in safety N/A N/A N/A N/A N/A enhancements (lighting, signage, speed limit change, ete) Performance Measure: Notes 1. Seatbelt compliance is measured with pre and post safety program surveys. 2. Annual numbers of traffic collisions and fatalities are reported as "outputs" only. 429 Police Department Program: General Investigations Program Summary Program Code: 0082 To provide enhanced public safety through the promotion of timely, effective and efficient investigations and to ensure Program Purpose: proper utilization of laws permitting the seizure and forfeiture of property and to use asset forfeiture to deter crime and provide valuable resources in support of law enforcement. Strategic Goals Safe Community Addressed: 5 - Year Program Goals I. Develop an employee-training program focusing on career development. 2. Develop additional partnerships with outside law enforcement agencies. 3. Utilize seized assets to further law enforcement efforts related to narcotics. 4. Refine policies and guidelines for the seizure, management and disposition of forfeited property. 5. To ensure that potential revenue and assets are used to further law enforcement efforts. 6. Incorporate teclmology to increase efficient and effective criminal investigations. Program Budget Summary 2008/09 2009/1 0 20tO/11 2011/12 Actual Actual Adopted Proposed Funding Level $10,056,297 $9,438,205 $9,617,900 $10,661,900 Full Time Emplovees 71.00 69.00 70.80 72.80 Funding Sources Program Changes I. Reassign Vice officer to Patrol 2. Reassigned two Detectives to Metal Theft detail. 3. Reassigned three Detectives to Patrol Districts. 4. Use Asset Forfeiture funding to purchase New World CAD-RMS system. FY 2011/12 Program Objectives I. Identify items of stolen property using LEADS online database. 2. Conduct six Metal Theft public education programs. 3. Locate and address marijuana dispensaries operating in violation of the City's ordinance. 4. Educate Patrol officers on medical marijuana statutes and allowable enforcement. 5. Identify and address open-air drug markets within the city limits. 6. Utilize ABC grant funding (pending) to implement alcohol enforcement programs. 7. Use Asset Forfeiture funds to purchase (3) seized vehicles from U.S. Marshal. 430 8. To leverage remaining Drug and Gang reserves to provide resources for education, prevention and intervention programs. Ongoing Program Objectives 1. Rednce crime by providing quality, efficient, investigative services. 2. Aid in the apprehension, prosecution and dismantling of criminal enterprises. 3. Develop and maintain partnerships with outside law enforcement agencies to enhance information sharing and maximize available resources. 4. To use state and federally seized assets to support and maintain operations of the Vice and Narcotics off site facility. 5. Support Operation Phoenix and youth oriented anti-gang/drug programs. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Tar et Mid-Year Tar et Percentage of Investigations cases N/A N/A N/A 70% 75% assigned and closed within 30 days Provide LEADS online training to Patrol N/A N/A N/A 10 20 officers Conduct marijuana enforcement training N/A N/A N/A N/A 4 sessions with Patrol officers Implement Metal Theft public education N/A N/A N/A 3 6 programs Increase ratio of narcotics cases initiated compared to narcotics cases filed with the N/A N/A N/A N/A 90% District Attorney Number of asset forfeiture cases initiated N/A N/A N/A N/A 35 Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Number of asset forfeiture cases 49 43 40 20 41 adjudicated Performance Measure: Notes 431 Police Department Program: Forensics-Property Program Summary Program Code: 0083 Program Purpose: To support Investigations and Patrol programs with crime-scene processing, fingerprint identification and efficient property/evidence management. Strategic Goals Safe Community Addressed: 5 - Year Program Goals I. Transition to 100% digital imaging, still and video technology throughout the San Bernardino Police Department. 2. Develop formal training process to ensure that employees are familiar with updated forensic techniques and certifications. 3. Develop an efficient electronic process to identify retained evidence for final disposition. 4. Identify a more efficient storage system to alleviate overcrowding in the Police Department's evidence storage rooms. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adonted Pronosed Funding Level $1,707,853 $1,602,883 $1,633,400 $1,652,700 Full Time Emolovees 18.00 18.00 18.20 18.20 Funding Sources Program Changes None FY 2011/12 Program Objectives 1. Upgrade Property and Evidence Management hardware and transition to an electronic bar-coding operation. 2. Create Forensic Specialist IIII (flex) training manual for entry level staff. Ongoing Program Objectives 1. Continue to administer the Digital Imaging Management System server, security permissions and ensure that the department is providing the highest quality of service to the public and other agencies. 2. Continue to efficiently manage property and evidence from intake to final disposition. 432 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target 1370 448 ISO N/A N/A Total number of requests for digital images N/A 478 750 N/A N/A onCD1 Percentage of CD photo requests processed 95% 95% N/A N/A N/A within 3-days (475) (950) Total number of Forensic calls for service 7,487 7,362 6,190 3489 7000 Percentage of property disposition backlog N/A N/A N/A 60% 75% cleared within 30days Overall customer satisfaction level is rated by customers as meeting or exceeding N/A N/A 85% N/A 85% expectations. Percentage of incoming evidence processed N/A N/A N/A 98% 98% for storage within 24-hours Performance Measure: Notes 1 Some of the original performance measures are discontinued because they report only outputs. These will be replaced with more appropriate performance measures. 433 Police Department Program: Support Services Program Summary Program Code: 0049 To use best practices in the management of police budget, Program Purpose: payroll and alarm compliance processes thereby promoting fiscal accountability and maximizing City resources for the highest quality delivery of services to City employees and the community. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Implement an electronic payroll system. 2. Modernize office equipment to include document imaging capabilities. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adonted Proposed Fundin~ Level $910,388 $854,432 $870,700 $905,900 Full Time Emnlovees 4.00 4.00 4.00 5.00 Fundin~ Sources Program Changes I. Increase in Full Time Employees (FTE) is due to the reallocation of personnel. 2. Outsource the Alarm Compliance program. FY 2011112 Program Objectives 1. Increase collections of past due and unpaid alarm fines. 2. Reduce false alarm incidents by 10% through improved customer service interface and alarm management educational material. 3. Identify and apply for law enforcement grants. 4. Cross train Police Financial Unit Analysts. Ongoing Program Objectives I. Timely and accurate processing oftimesheets and payroll. 2. To monitor Alarm program operations and revenues. 3. To provide police and City employees with prompt and courteous service. 4. To oversee the maintenance ofthe Police facility and repair of police equipment. 434 5. To use best practices in the procurement of goods and services. Performance Measures 2008/09 2009/10 2010/11 2010111 2011/12 Actual Actual Target Mid-Year Tar et Number of timesheets processed 13368 12720 12720 6360 N/A annually'-' Number of active alarm pennits 8248 8062 7988 2591 8300 Reduce alarm calls for service by 5% N/A N/A 11,000 N/A 10,450 Percentage of alarm payments collected N/A N/A N/A N/A N/A when due I Increase alarm program revenues 5% N/A N/A 270,000 N/A 283,500 Number of grant applications submittedO N/A N/A 8 6 12 Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Percentage of pay periods that payroll is N/A N/A N/A 90% 95% delivered to Finance by deadline Performance Measure: Notes IFalse Alarm performance measure data is dependent upon outside vendor and therefore discontinued 2Timesheets processed annually are an output number 3Grant award data is based on fiscal year cycle. 435 Police Department Program: Dispatch Program Summary Program Code: 0084 To provide police emergency and non-emergency call taking Program Purpose: services for the public and to dispatch police resources to calls for service. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Mandatory Public Safety Answer Point (PSAP) 9-1-1 equipment up-grade. 2. Replacement of Public Safety Digital Recorder system. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Prooosed FundinQ Level $2,411,111 $2,262,916 $2,306,000 $2,242,400 Full Time Emplovees 33.00 24.00 25.00 24.00 Fundim! Sources Program Changes 1. New World CAD-RMS system implementation. FY 2011/12 Program Objectives 1. Review Dispatch related Standard Operating Procedures; update as needed. 2. Evaluate consolidation of Police and Fire Dispatch functions. 3. Complete transition from Tiburon CAD to New World CAD system. Ongoing Program Objectives 1. Primary 9-1-1 Public Safety Answering Point for Police and Fire Departments. 2. Entry and prioritization of calls for service. 3. Dispatch Police calls for service on two primary channels and one secondary channel. 4. Entry/modification/removalof department's California Law Enforcement Telecommunications (CLETS) records. 5. Ensure timely taking and dispatching of calls by maintaining adequate staffing at all times. 6. Prepare dispatch audio recordings and computer documents when requested by subpoena. 436 Performance Measures Average time required to answer E 9-1-} calls 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Tar et 409,313 375,018 310,456 N/A 315,000 126,585 114,297 133,920 N/A 135,000 8 seconds 8 seconds 10 seconds 10 seconds 9 seconds Total nnmber of calls answered Total nnrober of 9-1-1 calls answered Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A 85% N/A 85% Average response time (minutes from call received to officer arrival) for emergency calls for service N/A N/A 5 min 5 min 5 min Performance Measure: Notes 1. The 'number of calls answered' is reported as an 'output' only. 2. Call data is reported by calendar year. 3. Total number of calls answered includes 9-1-1 and non-emergency calls. 437 Police Department Program: Records Program Summary Program Code: 0085 To provide quality customer service to city departments, law Program Purpose: enforcement agencies and the public by maintaining and providing accurate records in a timely manner. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Upgrade records equipment to include printers, stenographic equipment and identification card printer. 2. Maintain a satisfactory staffing level to provide optimal customer service. 3. Implement training program to enhance management/supervisory skills. Program Budget Summary 2008/09 2009IJ 0 2010/11 2011/12 Actual Actual Adopted Pronosed Funding Level $2,386,017 $2,239,365 $2,282,000 $1,839,600 Full Time Emplovees 38.00 37.00 38.00 32.00 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2010/11 Program Objectives 1. Provide excellent customer service to city staff and the public. 2. Replace identification card printer. Ongoing Program Objectives 1. Provide accurate and timely data entry and document imaging. 2. Process court mandated registrants. 3. Reproduce police records requested by city departments, law enforcement agencies and the public. 4. Provide annual CLETS (California Law Enforcement Telecommunications System) re- certification training. 438 Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Tar et Number of reports transcribed annually 12,964 10,578 9141 4097 9200 Percentage of Records Management N/A N/A 70% 90% 95% System entries processed within 48 hours Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Percentage of court mandated 290 registrations who fail to appear for N/A N/A N/A N/A 100% registration and are reported to Police Detectives for follow up Performance Measure: Notes 1. Calculations are based on calendar year. 2. Number ofreports transcribed annually is represented as an 'output'. 439 Police Department Program: Personnel and Training Program Summary Program Code: 0086 To recruit and hire the highest quality of law enforcement Program Purpose: personnel; to provide personnel with professional training and equipment that will keep them safe and provide the community with exceptional police service. Strategic Goals Safe Community Addressed: 5 - Year Program Goals 1. Digitize personnel and training records. 2. Renovation and safety improvements at the range. 3. Develop and maintain recruitment systems to attract a diverse pool of qualified applicants. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Pronosed Funding Level $1,105,284 $1,037,350 $1,057,100 $1,249,400 Full Time Emnlovees 6.00 6.00 6.00 7.00 Funding Sources Program Changes 1. Add Training Officer to Personnel and Training program. FY 2011/12 Program Objectives 1. Conduct Detective promotional testing and evaluation. 2. Continue range improvement projects. 3. Enhance Crisis Intervention training Ongoing Program Objectives 1. Ensure the background and training files are maintained accurately and lawfully. 2. Maintain accurate seniority lists for sworn and civilian staff. 3. Report on a monthly basis the number of injured officers and anticipated time ofreturn to full duty. 4. Process certification lists received by civil service in a timely manner. 5. Process off-site training requests. 6. Ensure officers receive their 24-hour Advance Officer Training in the required time period. 440 7. Ensure certified instructors for various internal training classes are up-to-date in their certifications. 8. Ensure compliance with POST mandated/legislative mandated training requirements. 9. Recruit and hire the most capable and qualified officer candidates. 10. Provide Leadership/Supervisory training opportunities for all department personnel. 11. Purchase and keep updated quality and useful equipment to issue to officers and civilian personnel. Performance Measures Number of Cadets hired Number of hiring processes completed Number of promotional processes completed 1 Increase the number of training programs facilitated at the departmcnt Number of Community Academy sessions conducted (participants)l Increase the number of supervisors attending leadership & development courses 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target N/A 0 7 12 N/A 41 23 12 12 N/A 4 4 N/A 9 7 5 25 N/A 2 3 3 N/A (130) (150) (210) 23 6 13 12 16 Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. N/A N/A 85% N/A 85% Percentage of Police officers receiving perishable skills training N/A N/A N/A N/A 50% Performance Measure: Notes IPolice Cadet Positions are filled. Performance measure is discontinued. 2Community Academy program is now facilitated in Administration program. 441 Police Department Program: Downtown and City Hall Security Program Summary Program Code: 0033 Provide security for City Hall, the 5 level Parking Structure, the Program Purpose: main Library and the downtown business area adjacent to city properties. Strategic Goals . Business and Economic Development Addressed: . Enhance our Vibrant Quality of Life 5 - Year Program Goals 1. Provide public safety training to City Hall employees. 2. Provide Safety and Risk assessments for City Hall and downtown area. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $83,647 $78,505 $80,000 $80,000 Full Time Emplovees 0.00 0.00 0.00 0.00 Funding Sources Program Changes None FY 2011/12 Program Objectives 1. Establish a Downtown Policing District community Police office. 2. Implement Downtown crime prevention strategies for downtown businesses. Ongoing Program Objectives 1. Officers continue to patrol City Hall, the parking structure and the Feldheym Library. While on patrol the officers enforce parking violations, City ordinance violations, and minor Penal Code Violations. 2. Enhance Council security by replacing security personnel with police officers 442 Performance Measures 2008/09 2009/10 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target Safety training sessions provided to City N/A N/A 4 2 4 staff Security and risk assessments conducted N/A N/A 6 3 4 Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Number of crime prevention and business N/A N/A N/A I 2 risk assessments conducted Performance Measure: Notes l. None. 443 Animal Control ANITvIAL CONTROL I I Administration Field Services Shelter Services Full Time EmDlovees Police - Animal Control Administratiou 6.00 Police- Animal Control Field Services 8.00 Police - Animal Control Shelter Services 7.00 Total 21.00 444 This page was intentionally left blank 445 AnimalConuolDepartment Business Plan - Overview Mission Statement: The Department promotes, motivates and enforces responsible pet ownership in order to make the community a better place for both people and animals. The Department provides a safe environment for sheltered animals and actively promotes their adoption. About The Department The Animal Control Department performs a wide range of services for people and animals in the community including: . providing animal control field services for residents. . processing licensing for dogs and cats. . performing investigative services from citizen complaints. . conducting hearings regarding dangerous dogs, animal bites, and cruelty cases. . providing animal sheltering with public hours from Tuesday through Saturday. . providing low-cost animal adoptions to the community. The Department strives to maintain a high level ofrabies vaccination and pet licensing compliance in order to address community safety and health issues. The Department subscribes to the philosophy of addressing the root causes of pet overpopulation and irresponsible pet ownership by providing education on alternatives to indiscriminate breeding of pets, and encouraging people to become better pet owners in order to make the community a better place for both people and animals. The Animal Control Department is responsible for providing a full-service program to the cities of San Bernardino, Lorna Linda and Grand Terrace. The Department also provides animal sheltering services for contracted cities of Colton and Fontana. The Animal Control Department is managed by the Police Department. Top Accomplishments for FY 2010111 I. Reduced euthanasia by working with rescue groups to relocate animals. 2. Initiated analysis and conducted collaborative meetings with contracting agencies to explore the establishment of a Joint Powers Authority for a community shelter. 3. In 2010-11 the following upgrades to the shelter and kennel areas were completed: . removed ceiling in quarantine shelter area. . constructed additional office space for supervising Police Sergeant . constructed new seating in public viewing area. 4. Utilized $ I 00,000 grant to offer spay-neuter services to city residents. 5. Worked with non-profit rescue groups to adopt and transport out of state over 1000 animals. 446 Major Issues/or FY 2011/12 1. Providing quality sheltering and field services with limited resources. 2. Identifying funding for improvements to address capacity and deferred maintenance issues at existing shelter 3. Management and enhancement of efforts of volunteers and rescue group partnerships 4. Analysis and implementation of recommendations regarding structure and financing of Joint Powers Authority for sheltering facilities and services for San Bernardino and contracting agencies. 5. Consolidating Animal Control operations into the Police Department organization. 447 Animal Control Budget Summary A2008/09 A2009/1 0 2010/11 201 1/12 Percent Actual Actual Adopted Propos ed Change A. Expenditures by Programs 2010/11-2011/12 Administration 649,137 399,149 586,400 633,400 8% Field Services 646,591 397,583 584,100 723,300 24% Shelter Services 603,308 370,969 545,000 594,600 9% Total 1,899,035 1,167,700 1,715,500 1,951,300 14% B. Expenditures by Classification Personnel Services 1,456,326 814,100 1,180,800 1,170,000 -1% Maintenance & Operations 87,670 87,500 11 0,000 110,000 0"10 Contractual Services 71,152 45,000 73,400 73,400 0"/0 Internal Services Be 273,100 221,100 251,300 497,900 98% Capital Outlay 10,787 0 100,000 100,000 0% Debt Service Credits / Billables Total 1,899,035 1,167,700 1,715,500 1,951,300 14% C. Funding Sources General Fund 491,332 270,700 351,800 448,200 27% Animal Control Fund 1,407,703 1,397,000 1,363,700 1,503,100 10% Total 1,899,035 1,667,700 1,715,500 1,951,300 14% AFar comparison purposes prior fiscal year actual e:xpenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. cIncrease in Internal Service Charges due to the reallocation of Utilities and Information Technology Charges arrxmg all departments and programs. Prior these charges were only charged to a few departments. 448 2011/12 Proposed Budget Administration 32% Shelter service'l 31% \ Field Services 37% Full-Time Employees Field Services 38% Administration 29% Shelter Service 33% 449 AnimalConuolDeparlment Program: Administration Program Summary Program Code: 0001 Program Purpose: Provide quality customer service to the public in areas of adoptions, licenses, owner surrenders, and stray animals. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. With the assistance of a consultant, complete analysis and initiate implementation of recommendations regarding a Joint Powers Authority 2. Implement sufficient staffing levels to provide quality services and effective processing oflicenses and other administrative services Program Budget Summury 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adonted Pronosed Funding Level $649,137 $399,149 $586,400 $633,400 Full Time Emnlovees 7.00 7.00 7.00 6.00 Fundinv Sources Program Changes I. Decrease in Full Time Employees (FTE) is a result of the 8% reduction and reallocation of personnel. FY 2011/12 Program Objectives 1. Work with the Finance Department to develop a process to reduce the number of delinquent citations. 2. Develop and implement a program that monitors compliance with spay and neutering of all animals adopted from the Animal Control department. 3. Continue to rewrite department policies to comply with San Bernardino Police Department standards. Ongoing Program Objectives I. Pursue outstanding debt from past due citations. 2. Provide quality customer service to the community, and to educate the community about pet ownership and spaying/neutering of their pet. 3. Enhance Animal Control's website and insure its link to Pet Harbor is up-to-date. 4. Provide preparation and support for administrative hearings on animal control issues. 450 Performance Measures 2008/09 2009/1 0 2010 2010/11 2011/12 Actual Actual Actual Mid-Year Target Increase dog licenses issued by 15% 11 ,505 11,000 9,200 5290 10,580 Increase animal adoptions by 15% 3433 3900 3500 2,300 4,600 Number of hearings held 40 27 30 N/A N/A Number of spay/neuter vouchers issued 400 800 N/A N/A N/A Percentage of impounded animals that are N/A N/A 19% N/A 25% adopted Percentage of delinquent citations N/A N/A N/A 72% 50% Performance Measure: Notes I. Increased dog license sales will be accomplished by increased proactive and directed enforcement by license checker staff. 2. Increased adoptions will be accomplished using spay/neuter incentives and other adoption enhancements. 451 Animal Control Department Program: Field Services Program Summary Program Code: 0002 To protect people from the dangers and nuisances ofuncontroIIed animals and to keep animals safe from mistreatment and abuse by Program Purpose: enforcing city, county, and state laws. To coIIect the stray and unwanted animals in San Bernardino and contracting cities, including providing after-hour emergency response. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Develop sufficient resources to provide quality animal control field services 2. Enhance response time to caIIs. 3. Provide sufficient staffing and technology to enhance community compliance with dog licensing regulations 4. Develop system that tracks hours of canvassing of community for animal regulation compliance and determines direct impact of licensing on number of licensed animals. 5. Utilize Police Dispatch for Animal Control caIls for service. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adooted Proposed FundinQ Level $646,591 $397,583 $584,100 $723,300 Full Time Employees 8.00 8.00 8,00 8.00 FundinQ Sources Program Changes 1. Field services contract for City of Grand Terrace. FY 2011/12 Program Objectives 1. Increase dog license compliance citations by 10%. Ongoing Program Objectives 1. Providing public education on animal safety and li,censing regulations 2. Canvassing neighborhoods, enforcing licensing and mandatory spay/neuter compliance. 3. Continue investigating cases of animal code violations, animal neglect and abuse. 5. Continue provisions of after hour emergency service. , 452 Performance Measures 2008/09 2009/10 2010 2010/11 2011-12 Actual Actual Actual Mid-Year Target Increase citations issned by 90% 700 1,500 1500 1425 2850 Number of calls for field service 24,123 21,097 24,324 N/A 25,300 Number of clinics 3 2 2 N/A N/A Reduce overtime expenditure by $10,000 N/A N/A $45,818 $17,909 $35,818 Performance Measure: Notes 'Citations will be increased through the hiring of an additional Animal Control Officer and changing policy regarding the issuance of citations. 2Reduction of overtime expenditure will be accomplished by creating a swing-shift with 2 animal control officers. 3Measure is being discontinued 453 AnimalConuolDeparlment Program: Shelter Services Program Summary Program Code: 0003 Program Purpose: Provide temporary safe housing for all strays and/or owner surrendered animals from our community and contract cities. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Develop sufficient resources to provide quality animal sheltering services 2. Address deferred maintenance and capacity issues at current shelter. 3. Develop resources to provide oversight and administration of the volunteer program. 4. Continue working on increasing the shelter capacity by building additional kennels. 5. Improve aesthetics of the shelter facility. 6. Increase shelter revenue through outside contracts. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $603,308 $370,969 $545,000 $594,600 Full Time Emplovees 7.00 7.00 7.00 7.00 Funding Sources Program Changes 1. None. FY 2011/12 Program Objectives 1. Develop a more comprehensive partnership with animal rescue groups. 2. Reduce euthanasia rates 3. Increase number of animal adoptions. 4. Provide administration and direction to volunteer program and increase the volunteer base. 5. Develop and create a Crystal Report to track volunteer working hours. 6. Develop and create a Crystal Report to track the number of animal care days. Ongoing Program Objectives I. Continue to provide shelter service to our community, and contracting cities under a limited budget. 2. Continue to advance in programs that will benefit the health and welfare of our animals. 3. Maintain a good working relationship with rescue groups. 454 Performance Measures 2008/09 200911 0 2010 2010/11 2011112 Actual Actual actual target Target Number of animals received 17,391 18,175 18,127 N/A 18,200 Number of adoptions 2,200 2,144 3500 4000 4600 Reduce number of animal care days by N/A N/A lOA 8.84 8.84 15% Reduce animal adoption returns by 15% 164 184 85 38 75 Performance Measure: Notes 1. The reduction of animal adoption returns will be accomplished by better adoption counseling and screening of potential adopters. 455 Public Works PUBLIC WORKS General Fund Internal Svcs. Fund Custodial Maintenanc e Administration Street Maintanan c e Graffiti Removal Street Light Maintenance Vehicle Maintenance Real Prop erty Capital Projects Utilities Traffic Engineering Building Maintenance Full Time Emplovees Administration 1.85 Caoital Proiects 14.80 Traffic El1Ilineerim! 6.00 Real Pronerty 2.20 Custodial Maintenance 10.00 Building Maintenance 4.00 Street Maintenance 8.25 Graffiti Removal 5.00 Concrete Maintenance 1 0.00 Street Lil!ht Maintenance 2.50 Traffic Signal Maintenance 2 0.00 Public Works - Sewer Line Maintenance 18.25 IWM - Administration 6.15 IWM - Automated Residential Conection 42.00 IWM - Commercial Refuse Collection 37.00 IWM - Street Sweeping 5.00 IWM - Recycling I Environmental Sustainability 3.00 IWM - Right Of Way Cleaning 8.00 Utilities 1.00 Fleet - Administration 6.00 Vehicle Maintenance 22.00 Total 203.00 1 Concrete Maintenance merged with Street Maintenance program 2Traffic Engineering merged into Traffic Signal program Refuse Administration Automated Res. ColL C onunercial Collection Street Sweeping Rf":r.ycl Env. Sustain. Right of Way Enterpris e Fund The Facilities Management Division provides preventive, responsIve and emergency maintenance service to 140 City buildings. The division also provides custodial maintenance to 39 buildings and is responsible for payment and monitoring of all utilities. ~ Top Accomplishments for FY 201 0/11 1. The City commissioned several management and operational studies of the IWM Division over the past several years. The most recent is the Matrix study which was completed in 2010. Since then, the IWM Division has completed 145 out of the 228 or 63.5 percent of the recommendations. 2. The Public Services Department underwent a successful re-organization which occurred in FY 2010/11 and established current structure of the Public Works Department. The Public Works Department consists of five divisions: the Operations & Maintenance, the Engineering Division, the Integrated Waste Management Division, the Fleet Management Division, and the Facilities Management Division. Further refinements to the organization were completed in late FY 2010/11. This included the merging of Facilities Management and Operations & Maintenance Division. In addition, the refinement elevated the Administrative Section to the divisional level. 3. Successfully, in coordination with IT, integrated the Fire Department's fleet parts and purchasing software with that of Public Works. -'"'\ 4. Developed an objective and systemized approach to prioritizing street lighting repairs throughout the City. 5. Consolidated refuse billing with the City's Water Department, as a significant cost saving measure. 6. Added two full-time and two part-time positions to the streetlight maintenance program (Program 0092). 7. Increased safety at the Fleet Maintenance Services building by installing methane sensors, alarms and exhaust fans as well as an emergency generator. 8. Instituted efficiency in the fueling of refuse trucks by hiring a full-time fueling aid to accomplish the fueling afterhours. Prior to this, drivers lined up their trucks at the end of their shifts and often incurred overtime as they waited for the pumps to be free. "" 459 9. Purchased new Fuel Force software to allow credit card sales of natural gas. This provides the public and other entities an additional option to fuel their vehicles locally and also increased revenues for the City. 10. Retrofitted several City facilities with energy efficient lighting through the use of Southern California Edison financing. II. Entered into a solar power purchasing agreement for retrofitting lighting at City Hall and parking structure as well as the Police Department Annex, through the use Energy Efficient and Conservation Block Grant (EECBG) funding. 12. Repaired approximately 4,820 potholes throughout the City. 13. Resurfaced 4,659,012 square feet of city streets. 14. Removed approximately 3,576,532 square feet of graffiti within 24 hours of being reported. 15. Developed and issued of a Request for Proposals for a comprehensive Sewer Master Plan. Major Issuesfor FY 2011/12 I. Analyzing the structural strength of City Hall will be necessary as it was constructed in the early 1970's based on the 1967 Edition of the Uniform Building Code (UBe). Significant technical advancements in seismic engineering have occurred since the design and construction of the building. Public Works proposes to assess the seismic vulnerability and propose mitigation measures, as necessary. 2. Public Works is a diverse service entity with five disparate functions as noted in the department overview section. Current and future anticipated challenges require an organized well thought out approach to addressing the infrastructural and service needs of the City. In FY 2011/12, Public Works will endeavor to develop a departmental strategic plan, which will provide a roadmap to bring the department to optimum levels, despite the current challenging financial conditions. 3. The re-organization which occurred in late FY 2010/11 included the consolidation of the Facilities Management Division with the Operations & Maintenance Division and elevating the Administration Section to the divisional level. In FY 2011/12, Public Works will work towards fully integrating the Street Lighting, Traffic Signal Maintenance and Street Striping units into the Engineering Division's Traffic Section. In addition, Public 460 Works will recruit and fill the position of Operations Administrator (Administration Division Manager). This new division will be responsible for all administrative issues and activities in the department. Those include organizing, overseeing and directing budgetary, financial, procurement and bid processes; contract negotiation and administration; finalizing staff reports; assistance in personnel matters; coordination of various analytical studies and accomplishing internal financial and performance audits; developing, establishing and implementing policies and procedures; and formulating programs and projects. 4. The Public Works Department, Integrated Waste Management Division (IWM Division) has recognized that the current IWM rates for recycling, refuse, and green waste collection are not sufficient to meet the existing financial commitments in the fiscal year (FY 2011/12) budget. As a result, Public Works Department is completing a Rate Study. Draft results of this Rate Study indicate a need for an immediate rate adjustment. 5. The Public Works Department, Operations & Maintenance Division, Sewer Section has recognized that the current sewer rates for the collection system are not sufficient to meet the existing financial commitments in the fiscal year (FY 2011112) budget. As a result, Public Works Department will complete a Sewer Rate Study by October 2011. 6. The Operations & Maintenance Division of the Public Works Department is responsible for maintaining over 10,000 streetlights citywide. However, the City of San Bernardino is experiencing a significant decline in available lighting throughout the City. The declines in lighting are due to wire thefts and streetlight poles that have been knocked down. Public Works has set the goal of repairing inoperable lighting within 72 hours of being reported, after bringing the City to normal lighting condition by the end of 20 12. 7. Currently, there are 120 streetlight poles that have been knocked down and have not been replaced. Missing streetlight poles also contribute to blight in the City and decrease the safety of residents and neighborhoods. Each year, approximately 20 additional streetlight poles are knocked down or damaged. Implementing a program to replace the missing 120 streetlight poles and to allow for immediate repair or replacement of poles that are damaged yearly, will significantly reduce blight and increase the overall feeling of security for residents. 8. Currently there are more than 600 locations that required repair or replacement of broken or lifted sidewalks, curbs, gutters, and cross gutters. Lifted or broken sidewalks pose a significant danger to pedestrian and vehicle traffic. Broken curbs, gutters, and cross gutters prevent water from flowing properly into the storm drain system. Standing water breeds mosquitoes, bacteria, and algae and puts residents at risk for disease and other hazards. A program to 461 repair lifted or broken sidewalks, curbs, gutters, and cross gutters is essential to ensure that residents and visitors to the City are safe while walking or traveling throughout the City. Repairing these items contributes to a well- maintained appearance of the City in general. 9. Delivering CIP (Capital Improvement Program) projects on a consistent and timely basis will continue to be a challenge considering the available resources. Public Works has been utilizing consultants on an increasing basis to assist in the delivery of projects. While this strategy will have a positive impact, the backlog is so large; it will take considerable time to reduce the backlog. Deficient resources are the principal contributing factor to the growing project backlog. 10. Concurrent delivery and coordination of several major transportation projects will require extensive coordination and project management. These transportation projects include the 1-10 Tippecanoe Avenue interchange, the 1- 215 University Parkway interchange, the 1-10 Mt. View Avenue interchange, the Mount. Vernon Avenue Bridge, the Metrolink Extension, the State Street extension, the Transit Center, and various improvements around San Bernardino International Airport, including improvements to 3rd Street, 5th Street, and the Mt. View Avenue Santa Ana River Bridge. These transportation projects are needed to meet future travel demands and they are typically costly, long term endeavors. Some of the funding for these projects has been secured through federal, local and stimulus funds but more funding will be needed in future years to construct some of these projects. Limited resources will adversely affect project management capabilities and delivery of projects. II. Major concurrent construction projects, for example, the 1-215 widening, Omnitrans sbX and Hunts Lane Bridge will seriously strain existing personnel resources in the Capital Projects program, affecting inspection and project management personnel the most. 12. Each year approximately 600 lineal feet of guardrails are damaged in motor vehicle accidents. Dented, damaged, or missing guardrails pose a safety threat to vehicle traffic and contribute to blight throughout the City. The average cost to replace damaged guardrails is $72.00 per linear foot. In order to maintain the guardrails, $45,000 a year should be set aside to repair or replace damaged guardrails. Funds collected from insurance companies for damage to City property should be used to fund these repairs. Guardrail replacement services are usually funded in the CIP. 462 This page is intentionally left blank 463 A. Expe nditures by Programs AdministrationE Capital Projects Traffic EngineeringD Real Property Custodial Maintenance Building Maintenance Street Maintenance Graffrti Removal Concrete Maintenance C Street Light Maintenance C Traffic Signal MaintenanceD Fleet Administration Vehicle Maintenance Utilities Refuse Administration Automated Residential Collection Corrnnercial Collection Street Sweeping Recycling 1 Environmental Sustainability Right of Way Sewer Maintenance Total Department Expenditures B. Expe nditures by Classification Persormel Services Maintenance & Operations Contractual Services Internal Service B Capital Outlay Debt Service Credits 1 Billables Total c. Funding Sources General Fund Gas Tax 112 Cent EDAICDBd Refuse Fund Sewer Fund Fleet Fund Utility Fund Total A2008/09 Actual 2,980,055 590,245 228,679 169,138 913,118 ],006,374 722,193 308,347 398,098 306,157 718,624 1,622,859 5,784,172 4,]65,240 7,260,964 6,892,20 ] 6,102,061 563,739 684,819 578,139 4,063,920 46,059,142 13,683,659 15,930,76] 3,700,446 8,564,592 1,222,584 3,059,33 ] 5,695 46,167,068 4,364,302 3,715,600 o 170,000 22,085,009 4,063,920 7,407,031 4,165,240 45,971,102 A2OO911 0 Actual 3,070,721 608,202 235,636 174,284 940,899 ] ,036,993 744,165 489,700 410,210 3]5,472 740,488 1,673,] 57 5,963,443 3,84],100 7,877,736 7,477,649 6,620,391 611,625 742,990 627,248 3,079,800 47,281,910 13,519,900 ] 7,266,200 3,34],300 8,639,600 533,000 3,932,000 o 47,232,000 4,614,600 3,166,300 1,100,000 70,000 23,960,988 3,079,800 7,636,600 3,841,100 47,469,388' 2010/11 Adopted 3,]73,200 628,500 243,500 180,]00 972,300 1,071,600 769,000 451,]00 423,900 326,000 765,200 ],609,400 5,736,200 3,845,400 8,206,100 7,610,600 6,738,100 622,500 756,200 638,400 2,843,600 47,610,900 13,753,800 16,230,200 3,348,900 9,669,800 341,200 4,272,000 -5,000 47,610,900 4,498,300 3,166,300 ],100,000 20,000 24,79],700 2,843,600 7,345,600 3,845,400 47,610,900 2011112 Proposed 707,800 534,500 1,082,800 19],900 1,0]9,300 ],014,]00 1,396,200 529,600 o 2,413,500 o 1,086,000 6,599,000 3,682,300 ],4]7,800 10,291,500 8,373,400 1,144,900 782,100 807,600 2,653,]00 45,727,400 13,270,400 16,111,900 3,102,500 8,806,300 500,500 3,940,800 -5,000 45,727,400 4,036,800 3,620,000 ],100,000 132,900 22,817,300 2,653,100 7,685,000 3,682,300 45,727,400 Percent Change 2010111 - 2011112 -78% -15% 345% 7% 5% -5% 82% 17% -100% 640'10 -100'10 -33% 15% -4% -83% 35% 24% 84% 3% 27% -7% -4% -4% -1% -7% -9% 47% -8% 0% -4% -10% 14% 0% 565% -8% -7% 5% -4% -4% AF or comparison purposes prior fiscal year actual expenditure are allocated to the CWTent program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. C Concrete Maintenance merged with Street Maintenance program DTraffic Engineering merged into Traffic Signal program EEffective 7/1/2011, Internal Services Olarges will be distnbuted anxmg all program Prior, these charges were placed in the Administration Program; only. F CDBG funding for Street Light repairs. 2011/12 Proposed Vehicle Maintenancel 14% Refuse Administration 3% , Automated Reside ntial Collection Commercial Collection 18% Fleet Administration 2% Street Light MaintenanceC 5% Graffiti Removal 1% et Sweeping 2% Recycling / Environmental Sustainability Right of Way 2% 2% Sewer Maintenance 6% Building Maintenance 2% Real Property 0% Capital Projects 1% AdministrationE 1% Traffic I:ngineeringD 2% Automated Residential Collection 20% Full-Time Employees Commercial Collection 18% Street Sweeping 2%-:\ Recycling / Environmental Sustainability 1% Right of Way 4% Sewer Line Maintenance 9% IWM Administrati 4% Traffic Enginee 1% Capital Projects 7% Real Property 1% Utilities 1% Building Maintenance 2% Custodial Fleet Mai nte n an ce\d mi n istration 5% 3% Street Light Maintenance Traffic Signal 1% Maintenance 2% Administration 1% Street Maintenance 4% Vehicle Maintenance 11% Graffiti Removal 2% 465 Public Works Department Program: Administration Program Summary Program Code: 0001 To provide friendly, efficient customer service to callers to the Operations & Maintenance Division, accurately enter work Program Purpose: order information into the computerized work order tracking system, track completion of work orders and provide for day-to- day operation of the Operations & Maintenance Division. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Provide training opportunities for office staff to improve work related skills such as Customer Service training and Microsoft Excel training. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adooted Prooosed Funding Level $2,980,055 $3,070,721 $3,173,200 $707,800 Full Time Employees 2.00 2.00 2.15 1.85 Funding Sources Program Changes 1. Effective 7/1/2011, Internal Services Charges will be distributed among all program. Prior, these charges were placed in the Administration Programs only. 2. There has been personnel changes in two of the three office staff positions this year. The Senior CRS Representative Dispatcher position is currently vacant and the Senior Office Assistant that works in the office but is funded out of the Sewer fund is currently in training. FY 2011/12 Program Objectives 1. Process all accounts payables for the Operations & Maintenance and Engineering Division in a timely manner. Ongoing Program Objectives 1. Complete quarterly billing for Traffic Signal Shared Maintenance Agreements. 2. Track account and billing information for Mill & Overlay Capital Improvement Projects. 4. Provide an ongoing employee safety training program. 466 5. Complete yearly update of Emergency Operations Center (EOC) Manual. 6. Maintain coordination between the computerized work order tracking system (iWorQ System) and the Citizen Relationship Management System (CRM) utilized by the City Manager's Office. Performance Measures I. Percent of CRM request completed within 7-14 days 2. Percent of internal work order requests completed within 7-10 days 3. Percent of all billing (outside agencies) invoiced 4. Percent of all grant deadlines met 5. Overall customer satisfaction level is rated by customers as meeting or exceeding expectations. Performance Measure: Notes 2010/11 Mid-Year 2011/12 Target 2008/09 2009/10 2010/11 Actual Actual Target N/A 98% 90% NlA N/A 90% 95% 95% 95% 100% 100% 100% 90% 90% 90% 90% 95% 95% 100% 100% N/A N/A 85% N/A 85% I. The customer service call answered performance measure was deleted since it was not practical to track. 2. "Complete 90% of all CRM requests received" was changed as noted. 3. "Respond to all internal work order request within 7-10 days" is not an appropriate measure. It has been modified as shown above. 4. "Invoice 100% of all billing (outside agencies)" is not an appropriate measure. It has been modified as shown above. 5. The "Meet all grant deadlines (Y es/No)" was changed as noted. 467 Public Works Department Program: Street Maintenance (Operations & Maintenance) Program Summary Program Code: 0088 To provide street maintenance services by efficiently Program Purpose: maintaining the City's streets, sidewalks, curbs, gutters, cross gutters, storm drains and paved alleyways in order to improve the useful life and Quality ofthe City's street infrastructure. Strategic Goals Transportation and Infrastructure Addressed: 5 - Year Program Goals I. Ensure that all milling, overlay, re-surfacing and paving projects are completed on time and within the budget. 2. Ensure safe and effective maintenance of the City's streets and paved alleyways. 3. Ensure that the Pavement Management System that rates the conditions of all City streets is accurately maintained. 4. Establish a program to repair or replace lifted and damaged sidewalks to ensure pedestrian safety and enhance the aesthetics of the City. 5. Establish a program to repair or replace broken curbs, gutters, and cross gutters. Program Budget Summary 2008/09 2009/I 0 201O/I 1 2011/12 Actual Actual Adopted Proposed Funding Level $722,193 $744,165 $769,000 $1,396,200 Full Time Employees 4.20 4.10 4.25 8.25 Funding Sources Program Changes I. The asphalt and concrete program was merged into one program (Program 0088) entitled Street Maintenance. FY 2011/12 Program Objectives I. Repair at least 6,000 potholes, 20,000 square feet of sidewalks, 1,200 linear feet of curb and gutters, 120 linear feet of cross gutters and approximately 100,000 square feet of pavement with skin patch per year. 468 Ongoing Program Objectives 1. To maintain the useful life, quality and ride smoothness of the City's street infrastructure. 2. Repair potholes promptly to ensure public safety and reduce liability to the City. 3. Complete skin patch repairs to eliminate erosion and limit the number of potential potholes. 4. Provide a yearly ongoing employee safety training program. 5. Create an aggressive skin patch repair program for higb-traffic streets to prevent future potholes and to extend the life ofthe streets. 6. Create a list of damaged or missing sidewalks that require immediate repair or replacement. 7. Create a list of damaged or cracked curbs, gutters, and cross gutters that require immediate repair or replacement. 8. Reduce the number of work orders that are backlogged. 9. Repair or replace lifted or broken sidewalks to reduce trip hazards and ensure peciestrian safety within 48 hours. Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target 1. Percentage of all street maintenance requests entered into the system within 2 N/A N/A 100% 100% 100% days of submittal 2. Percentage of potholes repaired that 112% 95% 100% 102% 100% were entered into the system 3. Percentage of sidewalks repaired or 1.6% 33% 40% 9% 10% replaced that were entered into the system 4. Percentage of curb and gutter repaired or replaced that was entered into 6% 2% 4% 0% 10% the system 5. Number of times the priority list is updated 5 10 12 6 12 Performance Measure: Notes I. The "Update the priority list 12 times per year" was changed as noted. 469 Public Works Department Program: Graffiti Removal (Operations & Maintenance) Program Summary Program Code: 0089 To provide timely graffiti removal services by cleaning affected Program Purpose: areas professionally and quickly in order to reduce blight and to contribute to the beauty and sense of security in the City. Strategic Goals . Business and Economic Development Addressed: . Responsive Govermnent . Beautification 5 - Year Program Goals I. Remove graffiti from both public and private property within 24-hours from the time of the original report. Program Budget Summary 2008/09 2009/1 0 201O/1! 20J 1/12 Actual Actual Adopted Proposed Funding Level $308,347 $489,700 $451,100 $529,600 Full Time Employees 0.00 5.00 2.50 5.00 Funding Sources Program Changes 1. Increase in Full Time Employees (FTE) is due to the reallocation of personnel. 2. As part of the graffiti removal program, a mural maintenance/graffiti removal services contract is needed to assist the City with graffiti removal services in four mural locations. FY 2011/12 Program Objectives I. Complete 100% of all graffiti work orders within 24 hours Ongoing Program Objectives 1. Remove graffiti within 24-hours from the time it is reported. 2. Coordinate with the San Bernardino Police Department Graffiti Task Force and other local agencies to provide information on graffiti tags for prosecution of offenders. 3. Assist the Parks Department by removing large graffiti tags from park facilities. 4. Provide an ongoing employee safety training program. 470 Performance Afeasures 2008/09 2009/1 0 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target I. Percentage of graffiti work orders completed within 24 hours 50% 100% 100% 100% 100% 2. Remove at least 8,000 square feet of graffiti per day (YeslNo) No No Yes Yes Yes Performance Afeasure: Notes 471 Public Works Department Program: Street Light Maintenance (Operations & Maintenance) Program Summary Program Code: 0092 To provide a safe and well-lit environment for residents and Program Purpose: visitors by maintaining the City's approximately 11,000 streetlights. Strategic Goals Transportation and Infrastructure Addressed: 5 - Year Program Goals I. Establish a scheduled replacement program for the seven high-voltage streetlight circuits. 2. Establish a scheduled program to replace streetlight poles that are knocked down or damaged. 3. Establish a Preventative Maintenance Program. Program Budget Summary 2008/09 2009/10 2010111 2011112 Actual Actual Adopted Proposed Funding Level $306,157 $315,472 $326,000 $2,413,500 Full Time Employees 0.50 0.50 0.50 2.50 Funding Sources Program Changes I. The outside contractor was eliminated; city staff added two full-time and two part-time positions in order to provide all streetlight maintenance and repairs. FY 2011/12 Program Objectives 1. Decrease the number of streetlight outages reported. 2. Relamp at least 1,200 streetlights per year. 3. Repair or replace 90% of all streetlight poles that are knocked down. 4. Minimize the length of stolen streetlight wire by making it more difficult to reach the wire. 5. Reduce the backlog of streetlights that are out by implementing several anti-theft methods. 6. Complete inventory of streetlights that was started by EDA. 7. Repair light outages within 72 hours of being reported. 472 Ongoing Program Objectives 1. Repair streetlights in timely manner, within 72 hours of being reported. 2. Replacelrepair stolen streetlight wire. 3. Provide support to the Parks Department by providing electrical repairs to park facilities and irrigations systems, when resources are available. 4. Provide an ongoing employee safety training program. 5. Develop a schedule to replace seven high-voltage streetlight circuits to allow for faster and safer repairs. 6. Develop a schedule to replace knocked down or damaged streetlight poles. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target I. Percent of streetlight work orders N/A 50% 100% 59% 75% completed within 72 hours 2. Percent of stolen streetlight wire 25% 25% 50% 50% 75% replaced 3. Percent of functioning streetlights 75% 75% 75% 75% 75% 4. Eliminate 95% of the backlog of non- functioning streetlights by June 30, 2012 N/A N/A Yes No Yes (yes/no) Performance Measure: Notes 473 Public Works Department Program: Building Maintenance Program Summary Program Code: 0037 To efficiently operate and maintain City owned facilities Program Purpose: through preventive maintenance programs, repairs and or replacement services. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Increase the current preventive maintenance program completion percentage to extend service life of the buildings. 2. Iricorporate new technologies to provide onsite/offsite management of Energy Management Systems to monitor and schedule operations ofHV AC, lighting, and electrical systems. 3. Work with administration to develop a comprehensive deferred-maintenance program through inspections and user feedback. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $1,006,374 $1,036,993 $1,071,600 $1,014,100 Full Time Emoloyees 5.00 4.90 5.00 4.00 Funding Sources Program Changes 1. Decrease in Full Time Employees (FTE) is a result of the 8% reduction. FY 2011/12 Program Objectives 2. Track the percentage oftotal service hours on preventive maintenance work orders. 3. Track the percentage of preventive maintenance work orders completed within designated time frame. 4. Track the percentage of total service hours on Service Requests. 5. Track the percentage of service requests completed within designated time frame. 6. Maintain overall customer satisfaction rating of 70 percent or higher. 474 Ongoing Program Objectives 1. Work with Administration to establish revenue sources through utilities rebates and or government grants in order to replace inefficient equipment and electrical systems. 2. Work with Information Technologies Department to design and implement a customer survey system. 3. Maintain City owned buildings to provide a safe, efficient and comfortable environment for building occupants and public visitors. 4. Update the facilities and maintenance plan annually to accurately reflect building maintenance requirements. 5. Perform timely preventive maintenance on all City buildings. 6. Evaluate City facilities and correct deficiencies found as a result of ongoing safety inspections. 7. Provide emergency response for emergency repair services within lhour. 8. Retrofit existing equipment with energy efficient controls, components when feasible. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target l. Percentage of designated time frame completed on time: Emergency service requests (1 hour to respond/24 hours to complete). Urgent service requests (24 hours to 100% 100% 100% 100% 100% respond/5 days to complete). Routine service requests (30 days to complete). 2. Percentage of total service hours on Preventive N/A N/A 60% 60% 60% Maintenance work orders. 3. Percentage of Preventive Maintenance work orders N/A N/A 60% 60% 60% completed within designated time frame. 4. Percentage of total service hours on Service Requests. N/A N/A 40% 40% 40% 5. Percentage of service requests completed within NfA NfA 85% 85% 85% designated time frame. 6. Maintain overall customer satisfaction rating of 70 percent or higher (send at least two surveys to City NfA NfA 70% 70% 70% departments per year) 7. Number of evaluations completed per year. 5 5 4 2 4 Performance Measure: Notes 1. "Maintain overall customer satisfaction rating of3.5 or higher on a 5 point scale" was changed as noted. 475 Public Works Department Program: Capital Projects Program Summary Program Code: 0025 To plan, survey, design, construct, and inspect public projects Program Purpose: which improve or restore the City's infrastructure while ensuring quality and cost effective projects. Strategic Goals Transportation and Infrastructure Addressed: 5 - Year Program Goals I. Reduce the Capital Improvement Program (CIP) project backlog to consist of projects that fall within the currently adopted CIP. 2. Update the City's Standard Drawings for Public Works Construction. 3. Develop a Sewer Master Plan for the purpose of identifying capacity deficiencies, maintenance needs, and impacts of future anticipated growth patterns, sewer replacements, etc. 4. Establish prioritization procedures for Capital Improvement Projects. 5. Re-organize the Engineering Division to provide a volume of Capital Improvement Projects that is consistent with annual funding levels. 6. Establish a formal closeout procedure for all Capital Improvement Projects. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Proposed Fundin~ Level $590,245 $608,202 $628,500 $534,500 Full Time~loyees 16.70 16.50 16.80 14.80 Fundin e Sources Program Changes I. Decrease in Full Time Employees (FTE) is a result of the 8% reduction. 476 FY 2011/12 Program Objectives 1. Provide efficient in-house engineering services to deliver fully designed and construction ready projects in a timely manner. 2. Reduce in-house design costs to levels that are below similar design services of outside consultants without compromising design efficiencies. 3. Hire and project manage consultants when internal personnel resources are insufficient to accomplish projects. 4. Include the CIP budget in this section. Ongoing Program Objectives 1. Reduce andlorminimize construction change orders to below 15% of the project's awarded amount. 2. Provide accurate delivery estimates of Capital hnprovements. 3. Provide on-going inter-departmental assistance wherever available to help support continued budget reductions. 4. Ensure all new public improvements meet all Americans with Disabilities Act (ADA) requirements. 5. Incorporate state-of-the-art design methodologies to promote employee growth and training opportunities. 477 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target 1. Percentage of in-house design costs N/A N/A Less than Less than Less than against allocated project funding. 10% 5% 10% 2. Percentage of change order amounts N/A N/A Less than Less than Less than against bid award. 10% 5% 15% 3. Percentage of bid award against N/A N/A Less than Less than Less than allocated project funding. 75% 40% 75% 4. Percentage of design errors and N/A N/A N/A N/A N/A omissions as a percentage of construction cost! 5. Design costs as a percentage of N/A N/A N/A N/A N/A construction cost. 1 6. Project management costs, as a N/A N/A N/A N/A N/A percentage of construction costI. 7. Controllable change orders as a N/A N/A N/A N/A N/A percentage of approved project budgd. Performance Measure: Notes l. Measure is being deleted due to measure being unattainable. 478 This page is intentionally left blank 479 Public Works Department Program: Traffic Engineering Program Summary Program Code: 0026 Manage the design and operation of the City's streets and intersections in accordance with adopted standards and best management practices to ensure safe and efficient mobility. To promote safe and efficient traffic flow on City streets for Program Purpose: residents and visitors by operating and maintaining the City's 272 signalized intersections, traffic signal system, vehicle detection loops, warning flashers, City maintained parking lots, and by maintaining the City's guardrails, traffic signs, and street markings. Strategic Goals Transportation and Infrastructure Addressed: 5 - Year Program Goals I. Improve access and management of traffic engineering records. 2. Upgrade outdated equipment at signalized intersections. 3. Improve livability of residential streets adversely impacted by excessive traffic volumes and/or operating speeds by establishing a city-wide traffic calming program. 4. Improve pedestrian access, safety and traffic operation around elementary schools. 5. Establish a schedule to replace old wiring at signalized intersections. 6. Upgrade old traffic controller equipment to meet standards required for SANBAG Tier III & IV traffic signal coordination program. 7. Create a separate program for sign maintenance. 8. Establish a replacement program for damaged guardrail to meet new safety standards. 9. Merge this program with the Traffic Engineering program in order to maximize resources and deliver better services to the public. 480 Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adonted Proposed Fundin~ Level $228,679 $235,636 $243,500 $1,082,800 Full Time Emnloyees 2.00 2.00 2.00 6.00 Fundinl! Sources Program Changes I. The Traffic Signal Maintenance Program was merged into this program in order to maximize resources and deliver better services to the public. 2. Quarterly preventative maintenance of all signalized intersections and warning flashers provided by contractor. FY 2011/12 Program Objectives I. Review traffic control plans within two days of submittal. 2. Respond to traffic related inquiries within ten days. 3. Review traffic signal, signing and striping plans for CIP projects within three weeks. 4. Complete initial development plan reviews and related traffic studies within 45 days. 5. Service at least 1,080 traffic signal and flasher cabinets per year. 6. Replace at least 128 traffic signal bulbs per year. 7. Mark 100% of all Underground Service Alert locations. 8. Repair or replace at least 700 regulatory and warning signs per year. Ongoing Program Objectives 1. Oversee and support implementation ofthe valley-wide traffic signal interconnect, synchronization, and coordination project (Tiers I, 2, 3 & 4) led by SANBAG. 481 2. Work with SANBAG to implement software and hardware upgrades to the Traffic Management Center in City Hall. 3. Review signing and striping, traffic signals, and traffic control plans to ensure compliance with applicable codes, standards and ordinances. 4. Identify modifications and upgrades needed to improve traffic safety and operational levels of service. 5. Monitor accident rates to identify high accident locations that may need improvements or modifications. 6. Coordinate with and notify other City departments, emergency service providers, and outside agencies regarding planned road closures and detours. 7. Monitor existing corridors with interconnected traffic signals to ensure optimum coordination to minimize congestion and delay. 8. Complete preventative maintenance of all traffic signal and warnmg flasher cabinets four times per year. 9. Repair or replace traffic signal poles and cabinets damaged in traffic accidents. 10. Check and mark locations for Underground Service Alerts. 11. Provide safe and effective maintenance and repair of the City's street signs and markings in compliance with Manual of Uniform Traffic Control Devices (MUTCD). 12. Provide an ongoing employee safety training program. 13. Install missing "No Ped Xing" signs at identified locations. 14. Continue the 5-year citywide sign upgrade program per Federal mandate in the MUTCD. 15. Identify materials that are needed to complete modification to meet standards required for SANBAG Tier III & IV traffic signal coordination program. 482 Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target 1. Percentage of traffic control plans for encroachment pennits reviewed within 2 N/A N/A 80% 100% 100%* days of submittal. 2. Percentage of traffic related inquiries N/A N/A 70% 90% 90% responded to within 10 days. 3. Percentage of traffic signal and signing and striping plans reviewed for elP N/A N/A 60% 100% 100%* projects within 3 weeks. 4. Percentage of initial development related plan reviews completed within 45 N/A N/A 80% 100% 100%* days. 5. Percent of traffic signal and flasher 100% 100% 100% 100% 100% cabinets maintained 6. Percent of functioning traffic signals 100% 100% 100% 100% 100% 7. Percent of traffic signal bulbs replaced 50% 50% 50% 50% 50% 8. Percentage of all Underground ServIce 100% 100% 100% 100% 100% Alert locations marked 9. Number of regulatory and warning 1,072 700 700 350 700 signs replaced 10. Percentage of responses to Police Department requests for traffic safety N/A N/A N/A N/A 90% evaluations within 1 week. 11. Percentage of traffic safety requests 90% completed within 180 days. N/A N/A N/A N/A Performance Measure: Notes 1. The percentages for measures all measures were changed from 80%, 70%, 60% and 80% respectively to reflect higher results. 2. The lack of new development activity contributed to these high percentages.* 3. Performance measures 5-9 were added to capture the traffic signal maintenance measures. 4. Performance measures number 10 and 11 were added to measure traffic safety requests from the San Bernardino Police Department. The targets are estimated based upon current levels of funding and assigned staff. It is estimated that a maximum of 8 evaluations will be requested by the Police Department in FY 2011/12. 483 Public Works Department Program: Custodial Services Program Summary Program Code: 0036 To provide and maintain City owned facilities by performing Program Purpose: cost-effective custodial services to approximately 140 City facilities with a total area in excess of 540,000 SQuare feet. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Utilize green cleaning products and practices 2. Ensure the facility plan accurately reflects the resources and methodology for implementing custodial maintenance activities to improve the conditions for building occupants and visitors Program Budget SUIllIllUlY 2008/09 20091l 0 20 lOll t 20tt/I2 Actual Actual Adonted Pronosed Fundin 0 Level $913,118 $940,899 $972,300 $1,019,300 Full Time Rmnloyees 9.90 9.70 10.00 10.00 Fundin2" Sources Program Changes 1. Custodial Maintenance will be added into the iWorQ system in order to track productivity and costs. FY 2011/12 Progralll Objectives 1. Maintain overall customer satisfaction rating of 90 percent or higher. 2. Track the percent of time spent on preventative maintenance. 3. Track the percent of time spent on service request. Ongoing Program Objectives I. Change custodial service calls to maintenance request work orders and establish a record of service provided to City facilities. 2. Complete a 'facility condition inspection for each building and provide a surnmary report to manager. 484 3. Ensure that City facilities meet or exceed customer expectations for cleanliness and safety and enable City staff to effectively and efficiently deliver services to the public. 4. Provide event support. Performance Measures 2008/09 Actual 2009/10 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target 1. Maintain overall customer satisfaction rating of90 percent or higher (send at least two surveys to City departments per year) N/A N/A 90% 90% 90% 2. Percent of time spent on preventative maintenance. N/A N/A 5% 5% 5% 3. Number of complaints received per year 2 2 2 1 2 Performance Measure: Notes I. "Maintain overall customer satisfaction of 4.5 or higher on a 5 point scale (send at least two surveys to City departments per year)" was changed as noted. 2. "Percent of time spent on service request" is not an appropriate measure. 485 Public Works Department Program: Real Property Program Summary Program Code: 0031 To provide real property services to all City departments and Program Purpose: serve as the central point of information for inquiries regarding City owned real property, and to form and administer assessment districts. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Improve access to City property records, and optimize records retrieval. 2. Develop the information needed to create a GIS layer representing various forms of City property ownership. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $169,138 $174,284 $180,100 $191,900 Full Time ~loyees 2.20 2.20 2.20 2.20 Fundin po Sources Program Changes 1. None FY 2011/12 Program Objectives 1. Process the formation of assessment districts within 120 days. 2. Process Street vacations within 90 days. 3. Prepare annual assessment rolls at least 30 days prior to the end of the fiscal year. 4. Process development easements within three days. Ongoing Program Objectives I. Participate in a local college intern program to provide assistance with records management. 2. Develop a process and fee for City license agreements. 486 3. Ensure that application-processing fees adequately reflect the cost of services. 4. Centralize all existing and future City easements and lease documents. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011112 Actual Actual Target Mid-Year Target 1. Percentage of assessment district N/A N/A 100% 100% 100% formations processed within 120 days. 2. Percentage of street vacation processed N/A N/A 100% 100% 100% in 90 days. 3. Percentage of annual assessment rolls N/A N/A 100% 100% 100% completed by the end of May. 4. Percentage of development easements N/A N/A 100% 100% 100% processed in 3 days. Performance Measure: Notes 487 Utilities UTILITIES I Utilities Total Lool 1.00 Full Time l!lnpIoyees 488 This page is intentionally left blank 489 Public Works Department Business Plan - Utilities Mission Statement: The mission of the Public Works Department, Utilities Section is to find and implement energy efficiencies that can reduce the City's cost of electricity, verify the accuracy of the utility bills and help protect the environment. About The Division The Public Works Department, Utilities Section is responsible for identifying and installing energy efficiency measures where economically feasible. The Utilities Section is also responsible maintaining proper payment of over 1800 utility accounts each month. Top Accomplishmentsfor FY 2010/11 I. Worked with Edison to declare the City Hall, Police and Fire Department accounts as essential services facilities allowing them to be exempt from rolling black outs. 2. Using Edison's On-bill financing for lighting retrofits, added energy efficiency was achieved at 10 fire stations, 2 senior centers and the Animal Control facility. Major Issues for FY 2011/12 I. Identifying and implementing energy saving strategies by temperature variation, available lighting or simple change of personnel habits. 2. Maintaining accurate and on-time payments for over 1800 utility accounts each month. 3. Installation and inspection of four large energy efficiency projects in major City buildings. 490 Utilities Budget Summary A2OO8/09 A200911 0 2010111 2011112 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010111 - 2011112 Utilities 4,165,240 3,841,100 3,845,400 3,682,300 -4% Total 4,165,240 3,841,100 3,845,400 3,682,300 -4% B. Expenditures by Classification PeTS onnel Services 174,954 167,000 171,500 53,100 -69% Maintenance & Operations 3,719,826 3,569,800 3,569,800 3,539,800 -1% Contractual Services 0 0% Internal Services B 1,600 0% Capital Outlay 31,546 0 0 87,800 0% Debt Service 238,914 104,300 104,100 0 -100% Credits / Billables 0% Total 4,165,240 3,841,100 3,845,400 3,682,300 -4% C. Funding Sources General Fund 3,301,300 3,296,400 3,303,200 2,973,200 -10% Fleet Fun d 84,000 87,400 87,400 95,000 9% LIbrary Fund 138,300 157,000 157,700 134,700 -15% Assessment District 228,585 201,000 197,000 170,200 -14% Utility Fund 314,755 0 0 0 0% Other Non-General Fund 98,300 99,300 100,100 309,200 209% Total 4,165,240 3,841,100 3,845,400 3,682,300 -4% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. 491 2011/12 Proposed Full-Time Employees 492 This page has been intentionally left blank 493 Public Works Department Program: Utilities Program Summary Program Code: 0034 Program Purpose: To pay all City utility bills and invoice the various departments as required. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Transition to the use of electronic billing with controls and review. 2. Perform an energy audit on all City buildings. Program Budget Summary 2008/09 2009/1 0 2010/11 2011112 Actual Actual Adonted Proposed Funding Level $4,165,240 $3,841,100 $3,845,400 $3,682,300 Full Time Employees 2.00 2.00 2.00 1.00 Funding Sources Program Changes 1. None FY 2011/12 Program Objectives I. Track the percent of payments that are paid on time 2. Track the percentage of consumption reduced Ongoing Program Objectives I. Reduce the cost of utilities by increasing the use of energy efficient lighting. 2. Continue monitoring all accounts to ensure accurate billing rate. 3. Continue to review vendor billing rates on all accounts monthly, looking for opportunities to reduce cost. 4. Continue to seek opportunities to reduce energy consumption. 494 Performance Measures 1. Percent of payments that were paid on time 2. Percentage of energy consumption reduced Performance Measure: Notes 2008/09 Actual 100% 1% 2009/10 Actual 100% 2% 2010111 Target 100% 2% 2010/11 Mid-Year 100% 2% 2011/12 Target 100% 3% 1. None 495 Sewer Line Maintenance ISEWERLINE MAINTENANCE I Full Time EmDlovees Public Works - Sewer Line Maintenance 18.25 Total 18.25 496 This page is intentionally left blank 497 Public Works Department Business Plan - Sewer Section (Operations & Maintenance) Mission Statement: The mission of the Public Works Department, Sewer Section is "to protect the environment and the health and safety of the residents by managing and maintaining the city's sanitary sewer infrastructure." About The Section Under the direction of the Operation & Maintenance Division Manager, the Sewer Section is responsible for maintaining approximately 510 miles of sewer mains and 8,000 manhole covers. Staff uses jetting and vacuum equipment to keep the lines cleared. Sewer lines are cleaned on varying schedules. The crew uses video equipment to record the condition of sewer lines and handles emergency repairs 24 hours a day. Top Accomplishments for FY 201 0111 1. Replaced 150 failing manhole covers. 2. Implemented a maintenance program for lift station emergency generators. Major Issues for FY 2011112 1. The main cause of most sewer line backups is a result of resident's pouring cooking grease down the drain instead of placing it in a container and then in the City' black refuse can. 2. Major causes of Sanitary Sewer Overflows (SSOs) include: grease blockages, root blockages, sewer line flood damage, manhole structure failures, vandalism, pump station mechanical failures, power outages, excessive storm or ground water inflow/infiltration, debris blockages, sanitary sewer system age and construction material failures, lack of proper operation and maintenance, insufficient capacity and contractor-caused damages. Many SSOs are preventable with adequate and appropriate facilities, source control measures and operation and maintenance of the sanitary sewer system. 498 This page is intentionally left blank 499 Sewer Line Maintenance Budget Summary A2008/09 A2OO9/10 2010/11 2011/12 P erc ent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010/11 - 2011/1: Sewer Line Maintenance 4,063,920 2,997,572 2,843,600 2,653,100 -7% Total 4,063,920 2,997,572 2,843,600 2,653,100 -7% B. Expenditures by Classification Personnel Services 1,143,160 1,190,200 1,277,400 1,323,800 4% Maintenance & Operations 235,335 298,300 321,800 314,900 -2% Contractual Services 1,511,208 826,200 820,900 525,900 -36% Internal Services B 496,200 355,100 343,500 317,100 -8% Capital Outlay 678,017 410,000 80,000 171,400 114% Debt Service Credits 1 Billables Total 4,063,920 2,997,572 2,843,600 2,653,100 -7% C. Funding Sources Sewer Fund 4,063,920 2,997,572 2,843,600 2,653,100 -7% Total 4,063,920 2,997,572 2,843,600 2,653,100 -7% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. 500 2011/12 Proposed Full-Time Employees 501 Public Works Department Program: Sewer Line Maintenance (Operations & Maintenance) Program Summary Program Code: 0094 To maintain both sewer and storm drain systems to ensure Program Purpose: proper system operation, limit liability and prevent sanitary sewer overflows (SSO's) and flooding in order to protect public health and the environment. Strategic Goals Transportation and Infrastructure Addressed: 5 - Year Program Goals 1. Complete a condition assessment of the City's sewer line infrastructure to meet Sewer System Management Plan (SSMP) requirements. 2. Establish a manhole relining/replacement program. 3. Work cooperatively with the City of Colton to remove two lift stations from service to conserve energy and prevent inner-city sanitary sewage spills that violate state and federal storm water regulations. 4. Seek funding to support storm drain maintenance. Program Budget Summary 2008/09 200911 0 2010111 2011/12 Actual Actual Adonted Proposed Fundin. level $4,063,'120 $3,079,800 $2,843,600 $2,653,100 Full Time F~loyees 18.00 17.90 18.50 18.25 Fundin P" Sources Program Changes 1. Employees are able to receive and close work orders in the field using lap top computers with Wi-Fi capability. This allows for faster response times and reduces office staff time to close work orders. FY 2011112 Program Objectives 1. Clean 2,150,000 linear feet of sewer main line per year. 2. Clean catch basins as needed. 3. Clean storm drain culverts as needed. 4. Stay in compliance with state regulations for hazardous waste removal. 502 Ongoing Program Objectives I. Provide a proactive preventative maintenance program for sewer and storm drain systems. 2. Maintain and operate the 12 sewage pumping lift stations. 3. Inspect and maintain detention basins and flood control channels annually. 4. Clean-up hazardous material spills and provide collection and disposal of hazardous waste generated by Public Works crews. 5. Provide an ongoing employee safety training program. Performance Aleasures 2008/09 2009/10 2010/11 2010111 2011112 Actual Actual Target Mid-Year Target 1. Percentage of2,150,000 lineal feet of 100% 100% 100% 50% 75% sewer line cleaned per year 2. Number oflineal feet tbat was replaced 196 210 200 40 220 3. Number of Sanitary Sewer Overflows 29 20 20 5 10 (SSOs} per year 4. In compliance with state regulations for Yes Yes Yes Yes Yes hazardous waste removal (YeslNo) Performance Aleasure: Notes 503 Public Work - Fleet Services FLEET SERVICES I I Administratio n Vehicle Maintenance Full Time Fmnlovees Fleet - Adiministration 6.00 Fleet - Vehicle Maintenance 22.00 Total 28.00 504 This page is intentionally left blank 505 Public Works Department - Fleet Management Business Plan - Overview Mission Statement: The mission of the Fleet Management Division is to provide maintenance services to all City vehicles and heavy equipment (except for Fire & Water Departments vehicles). The Division manages, plans, and coordinates the purchases, maintenance, repair, and replacement of all City vehicles and equipment in a condition that is safe, legal and environmentally responsible, including maintaining the availability of adequate fuel supplies. About The Department Under the direction of the Public Works Director, the Fleet Management Division is responsible for acquisition, service and maintenance for the City's vehicles and equipment which is comprised of approximately 841 items. Fleet procures all City vehicles and equipment through the development of technical specifications. Final selections are based on life cycle costing and user requirements. Top Accomplishments for FY 201 0/11 I. Secured Grant funding to offset increased equipment costs associated with the purchase ofLNGICNG vehicles. 2. Completed the process to claim the $0.50 per gallon, IRS tax rebate for the Liquefied and Compressed Natural Gas (LNGICNG), which comprised a rebate of approximately $382,600 for 2010. 3. Completed a cooperative effort to share Fleet's information system software (RTA) with the Fire Department Repair Facility. Major Issuesfor FY 2011/12 1. Training and travel are major funding issues. Mechanics must be kept current with latest technologies to eliminate inflated costs and vehicle down time. 2. Several fleet surveys completed in the past ten years; opined Fleet staff is short by seven full time employees. 3. Shortage of staff and funding in the Fleet Division results in extended vehicle and equipment down time. 4. Need new Fleet software. 506 This page is intentionally left blank 507 A. Expenditures by Programs Fleet Services Budget Summary AZOO8/09 AZOO9110 2010111 2011/12 Percen t Actual Actual Adopted Proposed Change 201O/ll- 2011112 1,622,859 1,673,157 1,609,400 1,086,000 -33% 5,784,172 5,963,443 5,736,200 6,599,000 15% 7,407,031 7,636,600 7,345,600 7,685,000 5% Fleet Administration C Vehicle Maintenance Total B. Expenditures by C1assificatiou Personnel Services Maintenance & Operations Contractual Services Internal Setvices Capital Outlay Debt Service Credits / Billab]es Total 2,130,261 2,006,200 2,035,600 1,965,100 -3% 3,861,341 4,279,800 4,125,200 4,401,300 7% 14,240 22,500 22,500 120,700 436% 275,600 242,500 267,100 315,700 ]8% 378,035 3,200 3,200 324,100 10028% 747,554 1,082,400 892,000 558,100 -37% 7,407,031 7,636,600 7,345,600 7,685,000 5% C. Funding Sources General Fund Refus e Sewer Fleet Other Nou-Genera] Fund Total 2,547,841 2,915,300 2,767,300 3,226, I 00 17% 4,124,300 3,936,700 4,230,600 3,979,500 -6% 33 I ,500 193,400 173,800 175,100 1% 205,207 344,000 54,400 38,000 -30% 198,183 247,200 119,500 150,800 26% 7,407,031 7,636,600 7,345,600 7,685,000 5% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program. BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. cEffective 711/2011, Internal Services Charges will be distributed among all program Prior, these charges were placed in the Administration Programs only. 508 2011/12 Proposed Fleet AdministrationC 14% Full-Time Employees 509 Public Works Department - Fleet Management Program: Administration Program Summary Program Code: 0001 To provide management and administrative support for Program Purpose: effective, efficient and responsive delivery of fleet management services for City vehicle users. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Increase staffing level in the parts section to decrease down time and increase efficiency ofthe operation. 2. Increase the stocking levels in the parts section. 3. Fund an ongoing Vehicle and Equipment Replacement Program. 4. Purchase new IT Fleet Management software system. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $1,622,859 $1,673,157 $1,609,400 $1,086,000 Full Time Rmnloyees 6.00 6.00 6.00 6.00 FunduH! Sources Program Changes 1. The decrease Administration budget is a result of Internal Services Charges being distributed among aU programs. Prior, these charges were placed in the Administration Programs only. FY 2011/12 Program Objectives 1. Submit Annual Storm Water Report on time 2. Submit SB County Fire Hazardous Material Report 3. Maintain compliance with aU Federal, State and County Regulatory Agencies 4. Seek grant funding for vehicle and equipment purchases 5. Submit annual smog report to State of California Bureau of Automotive Repairs 6. Report number of gaUons used in city vehicles 7. Report gaUons ofCNG & LNG sold to public 510 Ongoing Program Objectives 1. Increase stock levels in parts section in order to decrease vehicle down time. 2. Fund on going Vehicle and Equipment Replacement Program. 3. Increase part's section staffto improve efficiency and support Fleet's swing shift. Performance Measures 2008/09 2009/10 2010111 2010111 2011/12 Actual Actual Target Mid-Year Target I. Submit Annual Storm Water Report by Yes Yes Yes Yes Yes July I". 2. Submit S.B. County Fire Hazardous Yes Yes Yes Yes Yes Material Report by March I". 3. Maintain compliance with all Federal, Yes Yes Yes Yes Yes State and County Regulatory Agencies 4. Submit annual smog report to State of California Bureau of Automotive Repairs Yes Yes Yes Yes Yes by December 31". 5. Provide at least 12 safety trainings per 12 12 12 6 12 year Performance Measure: Notes 1. Staff needs to keep track of how much CNG & LNG fuel is being sold to the public in order to maintain inventory and generate revenue. 2. "To acquire grant funding for vehicle and equipment purchases" is not an appropriate measure. It has been deleted. 511 Public Works Department - Fleet Management Program: Vehicle Maintenance Program Summary Program Code: 0100 To provide safe and dependable vehicles and equipment for all Program Purpose: City departments, through an environmentally responsible, timely and cost effective manner. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Continue to maintain well educated and trained technicians in order to provide cost effective maintenance. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $5,784,172 $5,963,443 $5,736,200 $6,599,000 Full Time Emoloyees 23.50 23.30 24.00 22.00 Funding Sources I Program Changes 1. Review the matrix consulting group's study of the integrated waste management division to develop a feasibility and implementation plan for the fleet division recommendations. 2. Two Equipment Mechanic II's were removed due to the 8 percent budget cuts. FY 2011/12 Program Objectives 1. Track the number of work orders that are completed annually. 2. Keep the mechanic's productivity level at 75 percent or better. The 75 percent is wrenching time that can be charged to a work order, the other 25 percent is related to other duties such as shop clean up, equipment repair, lunch, breaks, etc. 3. Track the number of Preventative Maintenance activities performed in the light equipment shop. 4. Track the number of Preventative Maintenance activitie's performed in the heavy equipment shop. 512 Ongoing Program Objectives 1. Track the annual number of work orders completed to be used as a measuring tool for monitoring vehicle breakdown trends, accident/damage costs and mechanic productivity. 2. Monitor work orders and run regular productivity reports to ensure that mechanic productivity levels remain at or above the National Association of Fleet Administrators industry standards. 3. Monitor the on-going preventative maintenance inspection program for heavy duty vehicles to stay in compliance with the US Department of Transportation and the California Highway Patrol. Performance Measures 2008/09 2009/10 2010/tl 2010/tl 20tl/12 Actual Actual Target Mid-Year Target 1. Number of work orders completed 12,280 9,301 11,000 5,000 12,000 annually 2. Mechanic's productivity level 75% or 68% 78% 75% 79% 75% better 3. Number of Preventative Maintenance 534 417 416 225 450 performed in the heavy equipment shop 4. Fleet availability- % of vehicles 78% 78% 75% 77% 75% available Performance Measure: Notes Performance measure number 5 is not measurable since the Fleet Software System (RTA) cannot track this. Fleet is evaluating the purchase of fleet maintenance software which, in part, will provide such analysis. 513 Public Works - Integrated Waste Management INTEGRATED WASTE MANAGEMENT Administration Automated Residential Collection Commercial Refuse ; Street Collection Sweeping Recyclingl Right of Way Cleaning Environmental Sustainability Graffiti Removal Full Time Emnlovees IWM - Administration 6.15 IWM - Automated Residential Collection 42.00 IWM - Commercial Refuse Collection 37.00 IWM - Street Sweeping 5.00 IWM - Recycling / Environmental Sustainability 3.00 IWM - Right Of Way Cleaning 8.00 Total ]01.15 514 This page is intentionally left blank 515 Public Works Department - IWM Business Plan - Overview Mission Statement: The mission of the Integrated Waste Management Division is to meet the solid waste disposal needs through efficient and effective operations, sound environmental practices, strategic planning, innovation and technology. About The Department The IWM Division is responsible for automated residential refuse collection, commercial refuse collection, street sweeping, recycling and environmental programs, right-of-way cleaning, graffiti removal services and the operations, maintenance and monitoring on the landfill gas extraction and treatment system at the Waterman Landfill site. Top Accomplishments for FY 201 0/11 The recent studies of the IWM Division, along with a sober review of the departmental challenges, required consideration of certain departmental adjustments. Those adjustments were accomplished through a minor re-organization of the department. An overview of the re-organization is provided in the following section which summarizes major issues for FY 2011/12. The Integrated Waste Management Division provides solid waste disposal services for the City of San Bernardino. In order to reach optimum levels of efficiency and services, the City commissioned several management and operational studies of the division over the past several years. The most recent is the Matrix study which was completed in 2010. This study proved to be invaluable in considering previous studies' recommendations as well as 129 new ones. The new recommendations covered four areas including: . Administration (66 recommendations) . Operations (37 recommendations) . Customer Service (7 recommendations) . Environmental (19 recommendations) The above new recommendations along with others identified in previous studies, total 228. The following table provides the status of accomplishments of the 228 recommendations during FY 2010/11. 516 Category # Recommendations Completed or Not Viable % Completed Administration 66 44 66% Operations 37 26 70% Customer Service 7 7 100% Environmental 19 7 36% Previous 2005 study by R3 9 6 67% Previous 2008 study by R3 90 55 61% Total 228 145 63.5% Major Issues for FY 2011/12 1. The local landfills are closing in 2013 and the division needs to work on a plan to meet the solid waste disposal needs of the City of San Bernardino. 2. Increase recycling citywide in order to stay in compliance with State and Federal laws and regulations. 3. The current IWM rates for recycling, refuse, and green waste collection are not sufficient to meet the existing financial commitments in the current fiscal year (FY 2010/11) budget. As a result, Public Works Department is completing a Rate Study. Draft results of this Rate Study indicate a need for an immediate rate adjustment. 4. Several studies of the Integrated Waste Management Division (IWM) have been completed with the most recent one in FY 2010/11. As discussed in the FY 2010/11 accomplishments section, of the aggregate 228 recommendations, 48 remain as incomplete as of the close of FY 2010/11. In FY 2011/12, the division has set a goal to increase the accomplishment percentage from 63.5 percent to 75 percent, for a total of 171 completed recommendations, at a minimum. 517 Integrated Waste Management Budget Summary A2008/09 A200911 0 2010111 2011/12 Percent Actual Projected Adopted Proposed Change A. Expenditures by Programs 2010/11 - 2011/12 Administration C 7,375,045 8,001,508 8,206,100 1,417,800 -83% Graffrti Removaf 197,540 214,320 219,800 -100% Automated Residential Collection 6,839,853 7,420,855 7,610,600 10,291,500 35% Commercial Refuse Collection 6,055,714 6,570,1 08 6,738,100 8,373,400 24% Street Sweeping 559,458 606,980 622,500 1,144,900 84% Recycling 1 Environmental Sustainability 679,618 737,347 756,200 782,100 3% Right of Way Cleaning 573,747 622,484 638,400 807,600 27% Total 22,280,975 23,552,306 24,791,700 22,817,300 -8% B. Expenditures by Classification Personnel Services 6,116,920 6,744,600 7,016,600 6,405,500 -9% Maintenance & Operations 7,330,532 7,907,200 7,097,000 6,725,100 -5% Contractual Services 826,225 1,031,000 1,074,900 1,147,000 7% Internal Service B 6,018,200 5,679,200 6,076,800 5,247,300 -14% Capital Outlay 130,131 114,800 255,500 2,500 -99% Debt Service 1,858,967 2,726,800 3,275,900 3,294,900 1% Credits 1 Billables (30,000) ( 5,000) (5,000) 0% Total 22,280,975 23,552,306 24,791,700 22,817,300 -8% C. Fnnding Sources General Fund 35,000 65,000 65,000 0% Refuse Fund 22,280,975 23,517,306 24,726,700 22,752,300 -8% Total 22,280,975 23,552,306 24,791,700 22,817,300 -8% AFor comparison purposes prior fIScal year actual expenditure are allocated to the current program. BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. 518 2011/12 Proposed / .' . Right otWay Graffiti RemovalD ~ AdmlnlstratlonC Cleaning 0% 6% 4% Street Sweeping Recycling / 5% Environmental Sustainability 3% Full Time Employees 0 Recycling / Environmental Sustainability Right ot Way 3% 8% Street Sweeping '" 5% IWM Administration 6% Public Works Department - IWM Program: Administration Program Summary Program Code: 0001 The purpose of the IWM Administration IS to provide Program Purpose: administrative and financial support to City staff and in order for the division to ooerate efficiently and effectively. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Ensure that the IWM Division meets the State mandated waste diversion goals. 2. Provide ongoing employee development. 3. Implement Matrix Consulting Groups recommendations. Program Budget Summary 2008/09 2009/1 0 2010/11 2011/12 Aclual Actual Adopted Pronosed Fundin. level $7,260,964 $7,877,736 $8,206,100 1,417,800 Full Time Employees 13.50 13.30 15.60 6.15 Funding Sources Program Changes 1. The decrease in Budget and Full Time Employees (FTE) is due the transfer of billing and cashiering services for Refuse customers to the San Bernardino Municipal Water Department. FY 2011/12 Program Objectives 1. Focus on decreasing number of vehicle incidents within the division. 2. Implement the following Matrix recommendations: # 12-15, 72, 73, 75, 76, 86, 106,121,123, and 124. . #12- The Integrated Waste Management Division should develop financial policies to guide the development of the five-year financial plan. These financial policies should be developed during 2010. . #13- The Integrated Waste Management Division should develop these financial policies in consultation with the Finance Department. . #14- These financial policies should be developed in concert with the development of the five-year financial plan. 520 . #15- These financial policies should include such aspects as balancing revenues and expenditures, long-range planning, asset management (the fleet and containers), revenue, and expenditures. . #72- The Fleet Services Division should establish a "line" of Equipment Mechanic I / II's that are largely allocated to the maintenance and repair of automated side loaders, commercial front loaders, and commercial roll-off trucks. . #73- This line should include approximately four (4) to five (5) Equipment Mechanic II's. . #75- These four (4) Equipment Mechanic and Lead Equipment Mechanic positions should be assigned to the swing shift. . #76- The Fleet Services Division should provide the mobile mechanic with his / her own portable radio, a dedicated channel, and advertise that availability to the Operators ofthe Integrated Waste Management Division (as well as other customers in other organizational units of the City with a consistent need to access to the mobile mechanic). . #86- The O&M Division and the IWM Division should develop a written agreement regarding the services to be provided by the IWM Division and the roles and responsibilities of the O&M Division. . #106- The City should renegotiate the contract with the Materials Recycling Facility contractor. The contamination rate in the contract should reflect actual rates based upon samples of the waste stream, and not 40%. . #121- The Integrated Waste Management Division should develop a training plan for its employees based upon a needs assessment. . #123- The Public Works Department should contract for a nexus study to enable the City to charge a construction street impact fee. . #124- The City should adopt a construction road impact fee. Ongoing Program Objectives 1. Provide excellent administrative support to the IWM Division 2. Manage all IWM contracts. 3. Provide and maintain competitive rates. 4. Provide efficient waste disposal services to the residents of San Bernardino. 5. Conduct cost analysis for all IWM operations. 521 Performance Measures 2008/09 Actual 2009/10 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target 1. Conduct a citywide audit of all residential accounts 1 . N/A N/A N/A N.A N/A 2. Percent of preventable vehicle incidents for the division that meet one accident per 4,500 driving hours. 3. Percent of completed recommendations as detailed in the 2008 R3 Business Plan and the 2009 Matrix Report. N/A N/A 80% 80% 90% N/A N/A N/A 63.5% 75% Performance Measure: Notes 1. Measure is being deleted due to measure being unattainable!. 2. Performance Measure number three has a targeted goal of75% instead of90%-100% due to funding and/or resources needed to implement additional recommendations. 522 This page is intentionally left blank 523 Public Works Department - IWM Program: Residential Refuse Collection Program Summary Program Code: 0095 Program Purpose: To provide timely, reliable and efficient residential waste collection services to the residents of San Bernardino. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Provide training to reduce unintentional damage to residential carts. 2. Conduct a study in order to route residential routes to the closest disposal facility. 3. Continue to improve morale in order to increase productivity. 4. Establish a fund to implement an ongoing purchasing program for the replacement of LNG trucks. 5. Utilize GPS technology to enhance route efficiency. Program Budget Summary 2JL8I(P 2X9'10 amYl! 3)11/12 Actual Actual Adooted ed funding Level ~l'>92,XJI $7,477,619 $7,61C\ffX) $10,291,= Rill T1ITe Bmloyees 4210 4LAJ 43.00 42.00 RIDding Sources Program Changes I. Decrease in Full Time Employees (FTE) is a result of reallocation of personnel. 2. Implement route sheets for all residential routes. FY 2011/12 Program Objectives 1. Ensure that all residential trash is picked up in a timely, reliable and efficient manner. 2. Track the number of missed pickups (reduce missed to 1/1,000 customers) Ongoing Program Objectives I. Ensure that all residential accounts are serviced in a timely manner. 2. Ensure that all residential route maps are accurate and well balanced. 3. Provide excellent refuse services to the residents of San Bernardino. 524 4. Continue to utilize the Bulky Item Program for City beautification. 5. Repair or replace residential carts that are damaged or have missing parts. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target I. Develop and implement a program to reduce tonnage on residential route N/A N/A 3/2011 N/A N/A collection I 2. Analyze ronte data to improve quality N/A N/A 1/2011 N/A N/A of service2 3. Percent ofrrrissed pickups that meet or 100% 99% 100% exceed one miss per 1,000 customers N/A N/A 4. Percent of all residential route maps N/A N/A 100% 95% 100% that are accurate and well balanced Performance Measure: Notes 1. Measure is being deleted due to measure being unattainable 525 Public Works Department. IWM Program: Commercial Refuse Collection Program Summary Program Code: 0096 To provide timely, reliable and efficient commercial waste Program Purpose: collection services and timely bin delivery and removal services to the businesses of San Bernardino. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Maintain accurate routes m order to ensure the collection of all commercial accounts. 2. Ensure compliance with all State commercial recycling mandates. 3. Minimize overweight loads. 4. Enforce C&D ordinance. 5. Utilize GPS technology to enhance route efficiency. Program Budget Summary 2008/09 2009/1 0 2010/1\ 201\/12 Actual Actual Adopted Proposed FundinQ Level $6,102,06\ $6,620,39\ $6,738,100 $8,373,400 Full Time~oyees 36.20 35.90 37.00 37.00 Funding Sources Program Changes 1. Develop new bin enclosure standards to assure adequate collection space. FY 2011112 Program Objectives 1. Ensure that all commercial trash is picked up in a timely, reliable and efficient manner. Ongoing Program Objectives I. Implement the commercial account audit results. 2. Implement a one-man operation as needed in order to be more cost effective. 3. Minimize the number of overloads. 4. Ensure that all commercial accounts are serviced on a timely manner. 5. Repair or replace commercial bins, as needed. 526 6. Provide excellent refuse services to the businesses of San Bernardino. 7. Continue ongoing safety training/tailgate meetings in order to operate in a safe and responsible manner. 8. Continue to hnplement the Safety Incentive Program. Performance Measures 2008/09 Actual 2009/10 Actual 2010111 Target 2010/11 Mid-Year 2011/12 Target I. Develop and implement a program to reduce tonnage on commercial route collectionl N/A N/A 3/2011 N/A N/A 2. Analyze route data to improve quality of service I N/A N/A 112011 N/A N/A 3. The number of safety training/tailgate meetings per year N/A N/A 12 6 12 4. Percent of all commercial route maps that are accurate and well balanced. N/A N/A 100% 75% 100% Performance Measure: Notes 1. Measure is being deleted due to measure being unattainable!. 2. "Have at least 12 safety training/tailgate meetings per year" is not an appropriate measure. It has been modified as shown above. 527 Public Works Department - IWM Program: Street Sweeping Program Summary Program Code: 0097 Program Purpose: To provide clean streets appearance by regular sweeping of City streets. Strategic Goals Beautification Addressed: 5 - Year Program Goals 1. Safe and effective sweeping of all City streets. 2. Coordinate with Fleet Maintenance to ensure that sweeper vehicles are in good repair condition so that the street sweeping schedule is maintained. Program Budget Summary 2fX:R/(F} 2lX9'10 :xJ10'1l :xJ11/12 Actual Actual ,-'_ eel eel Level $563, Tf) $611,625 $622,."aJ $1,144,gxl Rill Tnre Em10yees 4.'Xl 4.'Xl 500 5.00 Sourc= Program Changes I. Increase in the budget is due to in internal service charges which were previously placed in the administration program but effective 7/1/2011 these charges will be distributed among all Refuse programs. 2. Increase the number of trained back-up operators to decrease the number of missed street sweeping routes. FY 2011/12 Program Objectives 1. Provide a clean street appearance by providing semi-monthly sweeping of City streets. 2. Analyze current street sweeping operations to ensure compliance with NPDES requirements. Ongoing Program Objectives 1. Sweep streets two times per month to enhance the appearance and aesthetics of City streets. 2. Ensure that all streets are swept at least one time per month in accordance with National Pollutant Discharge Elimination System (NPDES) requirements. 528 3. Provide timely street sweeping services for special events in the City. Performance Measures 2008/09 2009/10 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target 1. Percent of total City Street miles swept 100% 100% 100% 50% 100% 2. Percent of total routes completed 100% 100% 100% 100% 100% 3. Complied with National Pollutant Discharge Elimination System (NPDES) Yes Yes Yes Yes Yes requirements? YeslNo Performance Measure: Notes 1. "Percent oftotal routes swept" is not an appropriate measure. It has been modified as shown above. 529 Public Works Department - IWM Program: Recycling / Environmental Sustainability Program Summary Program Code: 0098 Program Purpose: To enhance environmental standards for the community in order to be a sustainable and healthy City. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals I. Be a Zero Waste or "Green" City. 2. Prepare for AB32 requirements and other recent/upcoming regulations. 3. Continue securing grant funds that help support environmental programs. Program Budget Summary 2008/09 2009/10 2010/11 2011/12 Actual Actual Adopted Proposed Funding Level $684.819 $742,990 $756,200 $782,100 Full Time Employees 3.00 2.90 3.00 3.00 Funding Sources Program Changes I. Met the 50 percent diversion requirement. FY 2011/12 Program Objectives I. Meet the State Mandated Diversion of 50 percent. 2. Track the total gallons of oil/hazardous waste that is collected. 3. Implement the following Matrix recommendations: #97 and 98 . #97- The City should adopt requirements for institutions and/or businesses of a certain size to develop and implement recycling plans (for city adoption and implementation). · #98- The City should phase-in mandatory commercial recycling beginning in 2011. Ongoing Program Objectives I. Reduce recycling contamination in the residential section, which will increase revenues. 2. Implement ordinances and industry standards for grant requirements. 530 3. Develop expanded outreach programs for the community. 4. Audit commercial accounts and multi-family dwellings in order to identify and/or increase recycling opportunities. 5. Exceed State mandated diversion and per capita disposal requirements. 6. Support citywide events and programs. 7. Seek grant program opportunities. 8. Maintain the Watermen Landfill site. Performance Measures 2008/09 2009/10 2010111 2010/11 2011/12 Actual Actual Target Mid-Year Target I. Number of grants applied for 3 3 4 2 4 2. Amount of grant monies received $145,000 $125,000 $144,000 $150,000 $150,000 3. Meet the State Mandated Diversion of 75% 75% >50% >25% >50% 50% 4. Number of Community events held N/A N/A 2 2 Performance Measure: Notes 1. Recycling/Environmental Sustainability ensures materials handled through the IWM Division operations are properly tracked and in compliance with State and Federal laws and regulations. 531 Public Works Department - IWM Program: Right-oF-Way Cleaning Program Summary Program Code: 0099 To maintain the City's right-of-ways, paved alleys, Downtown Program Purpose: Beautification District, and Gateways Beautification locations and decrease blight. Strategic Goals Beautification Addressed: 5 - Year Program Goals I. Remove debris and weeds from the City's right-of-way and paved alleys to enhance the beauty of the City of San Bernardino. Program Budget Summary Error! Not a valid link. Program Changes I. Establish a Downtown Beautification crew to maintain a high level of cleanliness in the downtown area. 2. Establish a Gateway Beautification crew to keep identified entry points into the City free of debris and weeds. FY 2011112 Program Objectives I. Maintain the City's right-of-ways and paved alleys free of debris and weeds. Ongoing Program Objectives I. Provide vegetation control on right-of-way and paved alleys. 2. Remove trash and debris that is illegally dumped on City right-of-ways and paved alleys. 3. Maintain a high level of cleanliness in the downtown area. 4. Maintain a high level of cleanliness in the identified gateway entry points of the City of San Bernardino. 532 Performance Measures 2008/09 Actual 2009/10 Actual 2010/11 Target 2010/11 Mid-Year 2011/12 Target 1. Percent of reported illegally dumped trash picked up 100% 100% 100% 50% 100% 2. Number of safety training/tailgate meetings per year 3. Establish a program to track beautification efforts in Downtown area to assist in Downtown revitalization effortl 2 2 N/A N/A N/A N/A N/A Performance Measure: Notes 1. Measure is being deleted due to measure being unattainable. 2. "Have at least 2 safety training/tailgate meetings per year" is not an appropriate measure. It has been modified as shown above. 533 This page was intentionally left hlank 534 SBET A SBET A t t t Adult Employment Dislocated Worker Rapid Re sponse Youth Employment & Training Employment Training Employment Svcs. & Training Fnll Time Emnlovees Adult Employment and Training 4.26 Dislocated Worker Employment Training 4.54 Rapid Response Employment Services 3.90 Youth Employment and Training 0.30 Total 13.00 535 This page is intentionally left blank 536 SBETA Business Plan - Overview Mission Statement: The mission of SBET A is to advance the community by providing a one-stop career center which provides, career services, education, training, job search assistance, employment services, and business services to meet the economic needs of adults, dislocated workers, youth and businesses. To bridge employer needs and job seeker skills required by the changing economy. About The Department The City of San Bernardino Employment and Training Agency One-Stop Career Center, operates as a full-service comprehensive center for the City of San Bernardino Local Workforce Investment Area (LWIA) and its Workforce Investment Board. The Workforce Investment Board (WIB) designated SBETA as the administrative entity and operator of Workforce development services. The City of San Bernardino w"s designated as a Local Workforce Investment Area (LWIA) by the Governor in 1998. The Local Workforce Investment Board (WIB) provides private sector input, policy guidance and oversight of an entire system of education and training efforts that effect job seekers and their employers. The WIB is responsible for developing the five-year local workforce investment plan and conducting oversight of the One-Stop system and employment and training activities under Title I of the Workforce Act, in partnership with the Chief Elected Official, the Mayor. WIA is a federally funded program and the funds are administered by the U.S. Department of Labor (DOL). The funds are allocated by DOL to each state, to the Counties and Cities. In turn, each state is broken up into regions or L WIAs which receive the WIA funds from the state for their respective L WIA. In keeping with key principles of the Workforce Investment Act (WIA) and the State of California's vision and goals, the City of San Bernardino Local Workforce Investment Board has developed the following economic and workforce goals: . To continue utilization of high quality training provided to educate and train individuals unprepared to handle the demands of the workplace, especially low income, unemployed and under employed individuals, Welfare recipients and other targeted groups. . To facilitate user-friendly, customer-driven access to labor market, labor exchange and career decision-making resources. . To provide meaningful guidance to all persons seeking training or education, resulting in employment and self-sufficiency. . To assure the collaboration of all partners toward the development and implementation of a mutually beneficial workforce development system. . To assure the workforce investment system identifies and meets the needs of populations with multiple barriers to employment. 537 . To develop a comprehensive youth workforce development system that links local community, youth development, and education stakeholders. . To develop a local system that encouraged self-sufficiency by: I) ensuring that all those working or are willing to work have access to employment and placement opportunities leading to a least a minimum standard of living; 2) minimizing non-economic factors that impede participation in the workforce; and 3) recognizing the contribution to the City of San Bernardino of all persons who work or seek to improve their skills through training and education. The City of San Bernardino Employment and Training Agency (SBET A) One-Stop Career Center provides access to a full range of services regarding employment, training, education, and employer assistance. SBET A serves employers and all job seekers which include: . Adults (age 22 and older) . Dislocated Workers (individuals who have been laid-off due to downsizing or permanent closure) . Mature job seekers (age 55 and older) . Youth (age 14-21) These services are provided to local businesses at no cost: . Employee Pre-screening and Recruitment Services . Job Posting Services . Private Interview Rooms . Labor Market Information . Rapid Response Layoff Services . Classrooms and Conference Rooms . On-the-Job Training Wage Reimbursement . Skills Assessment Testing . Worker Opportunity Tax Credit . Enterprise Tax Credit . Assistance with Hiring Voucher Layoff assistance is provided through Rapid Response services. A team is available to provide technical assistance to an employer to ensure a smooth layoff process, and to conduct orientations to employees regarding the employment services available to assist them in obtaining future employment. Top Accomplishments for FY 201 0/11 I. SBETA partnered with Arrowhead United Way's Women's Leadership Council (WLC) to host two Interview for Success conferences. Twenty-six young ladies participated in workshops that focused on resume writing, 538 interviewing, dress for success, healthy lifestyles, and much more. The mission of the Arrowhead United Way's Women's Leadership Council is to improve the lives of young women through education, financial stability, and a healthy lifestyle. 2. US Census Bureau Job Fair-SBETA sponsored ajob fair for the census bureau employees that were laid off. Approximately 50 businesses participated in the job fair. Businesses were impressed with the caliber of job seekers. SBETA assisted with resume critiquing and presented job seeker strategies and transferrable skills workshops to the job seekers. 3. Kohl's Recruitment- SBETA accepted 7152 applications for various positions at the new Kohl's e-commerce facility in San Bernardino. So far SBET A has screened 2394 candidates and 194 individuals were hired. SBETA will continue to work with Kohl's as they ramp up their operations to full capacity. 4. New Start Program-SBETA received California Department of Corrections and Rehabilitation funding to serve individuals that are on parole. SBET A served 67 parolees through contracts with Temple Community and Operation Grace. SBET A placed some of these individuals in work experience programs with the parks and recreation department to assist with the upkeep of city grounds and parks. The parks department spoke highly of the group and appreciated that the individuals were hard workers. 5. Work experience - SBETA utilized ARRA funding to provide work experience to 107 youth during the summer. Some of the youth were placed in city departments where they were able to provide additional support to staff. This program was a great success. It offers the youth in the community the opportunity to gain work experience and it keeps them occupied during the summer months. 6. ROP Career Start Program-SBETA partnered with the Regional Occupational Program in the Career Start Program to provide educational services to youth that have dropped out of high school. In April of201 0, Gloria Fuentes, the teacher for the ROP program, received an award for teacher of the year. Thirty-sex students graduated with their GED. 7. Business Consulting Services-SBETA has contracted with two local business consulting firms to assist city businesses in averting layoffs, improving financials, and increasing job opportunities. 8. Marketing- You will be hearing a lot more about SBET A. The agency has been working with Heather Gray, the City of San Bernardino Public Relations Representative, on a marketing and public relations plan. Weare now in the implementation stages of telling our story to the community. SBETA has always done a great job in administering programs but now you will be hearing a lot more about the successes of our programs. 539 Major Issuesfor FY 201//12 1. The current economic conditions has presented challenges in assisting increased numbers of participants with placement in employment and the WIA wage requirements. 2. Providing services to increased number of customers with limited resources. 3. Funding cuts in the Workforce Investment Act Program 540 SBETA Budget Summary A2008/09 A2OO911 0 2010111 2011112 Percent Actual Actual Adopted Proposed Change A. Expenditures by Programs 2010111 - 2011/12 Adult Employment aud Training 1,171,307 1,710,180 785,400 747,400 -5% Youth Employment and Training 920,485 2,607,856 823,600 724,700 -12% Dislocated Worker Employment Training 412,084 1,556,760 629,300 594,000 -6% Rapid Response Employment Setvices 120,687 334,694 107,700 98,800 -8% B 0 0 519,800 123,900 -76% SBET A Program Cost Pools SBETA Administrative Cost Pools B 0 0 64,400 74,800 16% Total C 2,624,563 6,209,490 2,930,200 2,363,600 -19% B. Expenditures by Classification Personnel SelVices 1,340,086 2,278,130 1,340,900 1,049,500 -22% Maintenance & Operations 465,203 800,424 1,437,500 976,700 -32% Contractual Services 106,875 250,000 107,300 307,200 186% Training Services 712,399 2,880,936 0 0 0% Capital Outlay 0 0 44,500 30,200 -32% Debt Service 0 0 0 0 0% Credits / Billables 0 0 0 0 0% Total 2,624,563 6,209,490 2,930,200 2,363,600 -19% C. Funding Sources W orkcrfoTce Investment Act 2,624,563 6,209,490 2,930,200 2,363,600 -19"10 Total 2,624,563 6,209,490 2,930,200 2,363,600 -19% AFar comparison purposes prior fiscal year actual expenditure are allocated to the current program B Staffis refining the hybrid budgeting of expenses from Cost Pools to Programs. C Staff is anticipating a 20% reduction in Federal funds from FY 201011 I to FY2011112. 541 2011/12 Proposed Dislocated Worker Employment Training 25% Rapid Response Employment Services 2% Full-Time Employees Dislocated Worker Employment Training 31% Rapid Response Employment Services 0% 542 SBETA Program: Adult Employment and Training Program Summary Program Code: 0101 The purpose of the Adult Employment and Training program is Program Purpose: to provide adults (18 and over) with services that help them enter or re-enter the workforce. Strategic Goals Education Addressed: 5 - Year Program Goals 1. Provide quality training programs that meet the needs of the changing economy and addresses the needs of future growth in green technology. 2. Improve processing time for requests for training. 3. Implement an electronic ITA voucheringprocess through the I-Train Case Management. 4. Increase the public's, City employees, and City Officials awareness ofSBETA's programs and accomplishments Program Budget Summary 2fJJY(f) :;n);YI0 3)l(Yll 3)11/12 Actual Actual Adopted RqJosed Ii level $],171,207 $],7]0,]8) $785,400 $747,400 Fi.ill TInE Ebployees 4.62 4.26 FUnding So= Program Changes 1. Loss of ARRA funding and reduction in WIA formula funds. FY 2011/12 Program Objectives I. Complete a labor market survey to determine the needs of the local employers. 2. Establish a plan to train customers in areas that are supported by the demand for our local area. 3. Work with the Communications Manager on promotion of programs and accomplishments. 4. Upgrade Phone system to provide connection to city hall 543 Ongoing Program Objectives 1. Provide meaningful guidance to adults seeking training or education, resulting in employment and self-sufficiency 2. Ensure compliance with Federal and State WIA program requirements. 3. Provide on-going training to staff so they are trained and equipped to successfully handle the employment and training needs of both job seekers and employers. Ensure they are aware ofWIA program guidelines and are trained in case management procedures that maximize program outcomes. 4. To provide comprehensive outreach so that the communities-at-large are aware of the services available. 5. To continually enhance organizational performance through continuous improvement strategies. Performance Measures 2008/09 2009/10 2009/10 2010/11 2011/12 Actual Target Mid-Year Target Target Entered Employment 95.7 70% 69.2% 70% 72.5% Retained Employment 73.2 70% 73.1% 70% 77.5% Average Earnings in a 6 month period 10,171 10,000 8,654.42 9,000 10,000 Overall customer satisfaction level is rated by customers as meeting or N/A N/A 85% N/A 85% exceeding expectations. Performance Measure: Notes 1. Due to the change in the economy the performance measures have been adjusted downward. 2. The following performance are based on the WIA performance measure set by the state for the San Bernardino City Local workforce Area 544 SBETA Program: Youth Employment and Training Program Summary Program Code: 0102 The purpose of the Youth Employment and Training program is Program Purpose: to provide youth (14 to 21) with services that help them gain the skills necessary to enter post-secondary and secure employment. Strategic Goals Education Addressed: 5 - Year Program Goals I. Provide quality training programs that meet the needs of the changing economy and addresses the needs of future growth in green technology. 2. Implement an incentive program for youth. 3. Increase the public's, City employees, and City Officials awareness ofSBETA's programs and accomplishments Program Budget Summary "X!JYW XXF10 3:>lCY11 3:>1 V12 Actual Actual Imposed Rmding Level $920,485 $2,6J7,856 $823,6Xl $724,AD Rill Tmr EhpJoyees 4.88 454 R.mding Sources Program Changes I. Loss of ARRA funding and reduction in WIA formula funds. FY 1011/12 Program Objectives I. Complete a labor market survey to determine the needs of the local employers. 2. Establish a plan to train customers in areas that are supported by the demand for our local area. 3. Determine additional program elements that would strengthen the youth program. 4. Work with the school districts in identifying what they see as valuable program elements for students to continue on to post secondary education. 5. Work with the Communications Manager on promotion of programs and accomplishments. 545 Ongoing Program Objectives I. Provide meaningful guidance to youth seeking training or education, resulting in employment and or post-secondary education. 2. Ensure compliance with Federal and State WIA program requirements. 3. Assist youth with attaining their GED or high school diploma. 4. Provide on-going training to staff so they are trained and equipped to successfully handle the employment and training needs of both job seekers and employers. Ensure they are aware of WIA program guidelines and are trained in case management procedures that maximize program outcomes. 5. To provide comprehensive outreach so that the communities-at-large are aware of the services available. 6. To continually enhance organizational performance through continuous improvement strategies. Performance Measures 2008/09 2009/l0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Placement in Employment 87.2% 60% 61.11 % 44-37% 40% Placement in Education - Post Secondary N/A N/A 25% 27-23% 25% Attainment of Degree or Certificate 100.0% 45% 100% 90~45% 61% Literacy or Numeracy Gains of 2 grade 37.0% 30% 38.46% 60~ 30% 40% levels in Math or English 'The goal of the agency is to obtain more than one measure. Performance Measure: Notes I. Due to the change in the economy the performance measures have been adjusted downward. 2. The following performance are based on the WIA performance measure set by the state for the San Bernardino City Local workforce Area 546 SBET A Program: Dislocated Worker Employment Training Program Summary Program Code: 0103 The purpose of the Dislocated Worker Employment and Program Purpose: Training program is to provide dislocated workers (18 and over) with services that help them re-enter the workforce. Strategic Goals Education Addressed: 5 - Year Program Goals I. Provide quality training programs that meet the needs of the changing economy and addresses the needs of future growth in green technology. 2. Improve processing time for requests for training. 3. Implement an electronic ITA vouchering process through the I -Train Case Management. 4. Increase the public's, City employees, and City Officials awareness ofSBETA's programs and accomplishments Program Budget Summary 2J.EfW XC9'IO 20ICYll 2011/12 Actual Actual Arlnnted ed Fundin" Level $412,004 $1,556,76) $CQ9,30) $:94,(0) FiillTmr I 4.20 3.9:) Fundin" SouI1:es Program Changes I. Loss of ARRA funding and reduction in WIA formula funds. FY 2011/12 Program Objectives I. Complete a labor market survey to determine the needs of the local employers. 2. Establish a plan to train customers in areas that are supported by the demand for our local area. 3. Work with the Communications Manager on promotion of programs and accomplishments. Ongoing Program Objectives I. Provide meaningful guidance to dislocated workers seeking training or education, resulting in employment and self-sufficiency 547 2. Ensure compliance with Federal and State WIA program requirements. 3. Upgrade the skill level of participants for jobs that are in demand. 4. Provide on-going training to staff so they are trained and equipped to successfully handle the employment and training needs of both job seekers and employers. Ensure they are aware ofWIA program guidelines and are trained in case management procedures that maximize program outcomes. 5. To provide comprehensive outreach so that the communities-at-large are aware of the services available. 6. To continually enhance organizational performance through continuous improvement strategies. Performance Measures 2008/09 2009/1 0 2010/11 2010/11 2011/12 Actual Actual Target Mid-Year Target Entered Employment 84.6% 70% 92.31% 70% 79.5% Retained Employment 100.0% 70% 63.64% 70% 75% Average Earnings $8,329 9,000 13,506.79 9,000 12,000 Performance Measure: Notes 1. Due to the change in the economy the performance measures have been adjusted downward. 2. Following performance are based on the WIA performance measure set by the state for the San Bernardino City Local workforce Area 548 SBETA Program: Rapid Response Employment Services Program Summary Program Code: 0104 The purpose of rapid response employment services is to assist businesses that are planning to layoff employees, ease the Program Purpose: transition for both the employer and the employee. SBET A accomplishes this by providing businesses with outplacement services or their employees and also assisting businesses in developing layoff aversion strategies. Strategic Goals Responsive Government Addressed: 5 - Year Program Goals 1. Provide quality training programs that meet the needs ofthe changing economy and addresses the needs of future growth in green technology. 2. Expand business services. 3. Expand rapid response services to be more responsive to local business needs. 4. Increase the public's, City employees, and City Officials awareness ofSBETA's programs and accomplishments Program Budget Summary 2JX'iY(J) 2X9'IO XlICYII XlI 1112 Actual Actual Adooted ed FUnding Level $IXl,637 $334,/'94 $1<J7,/IX) ~8Xl Rill Tnrelnployees 0.30 0.30 !'\mding Sources Program Changes 1. Loss of ARRA funding and reduction in WIA formula funds. FY 2011/12 Program Objectives 1. Complete a labor market survey to determine the needs of the local employers. 2. Establish a plan to train customers in areas that are supported by the demand for our local area. 3. Explore the services that are provided by other workforce investment areas to determine if their offering would provide value to our area. 549 4. Explore the services that are provided by other workforce investment areas to determine if their offering would provide value to our area. 5. Work with the Communications Manager on promotion of programs and accomplishments. Ongoing Program Objectives 1. Provide immediate and on-site contact with the employer, representatives of the affected workers, and the local community. 2. Determine the potential for averting the layoff(s) in consultation with State or local economic development agencies, including private sector economic development entities. 3. Identify partnerships with private organizations that provide job training, including employers and/or private training providers, in order to leverage training opportunities for clients and minimize duplication oftraining efforts. 4. 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L ~"" FIRE LIBRARY MAYOR PARK/RECREATION POLICE PUBLIC SERVICES SBETA I iJ . . , , ~ ~- 553 CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 o DEPARTMENT: FIRE FUNDING SOURCES GRANT GRANT TOTAL DEPT # DEPARTMENT MATCH FUNDING 818 FY 2009 Staffing for Adequate $ - $ 2,769,606 $ 2,769,606 Fire & Emergency Response 842 2009 MMRS Grant $ - $ 321,831 $ 321,831 875 2010 Urban Area Security Initiative $ - $ 418,000 $ 418,000 Proposed CA Environmental Protection Agency $ - $ 20,000 $ 20,000 Proposed FY 2010 Asst. to Firefighters TBD $ 351,350 $ 351,350 Proposed FY 2010 Asst. to Firefighters $ 19,292 $ 77,171 $ 96,463 Fire Prevention and Safety Grants Proposed 2010 Homeland Security Grant $ - $ 79,845 $ 79,845 Proposed 2010 Metropolitan Medical Response $ - $ 317,419 $ 317,419 Proposed FY 2010 Staffing for Adequate Fire TBD $ 1,530,904 $ 1,530,904 and Emergency Response TOTAL $ 19,292 $ 5,886,126 $ 5,905,418 () Fire Grants . FY 2009 Staffing Adequate Fire! Emergency Response .2009 MMRS Grant {.l .2010 Urban Area Security Initiative ( .~.(, ' . . CA Environmental Protection Agency ,", ~~.. { ~}}~ :,\~~; . . FY 2010 Asst to Firefighters . FY 2010 Asst to Firefighters Fire Prevention 2010 Homeland Security Grant 2010 Metropolitan Medical Response FY 2010 Staffing Adequate Fire/Emergency Response o 554 o o o CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 DEPARTMENT: LIBRARY FUNDING SOURCES GRANT GRANT TOTAL DEPT # DEPARTMENT REVENUE FUNDING 520 Adult Education & $ 103,732 $ 103,732 Family Literacy 532 Calif. State Library $ 73,171 $ 73,171 Literacy Services TOTAL $ 176,903 $ 176,903 Library Grants . Adult Education & Family Uteracy . Calif. State Ubrary Uteracy Svcs 555 CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 o DEPARTMENT: MAYOR FUNDING SOURCES GRANT GRANT TOTAL DEPT # DEPARTMENT REVENUE FUNDING 887 Department of Energy $ 1,954,600 $ 1,954,600 TOTAL $ 1,954,600 $ 1.954.600 Mayor's Office Grants . Oept of Energy o o 556 o o o CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 DEPARTMENT: PARK AND RECREATION FUNDING SOURCES GRANT GRANT GRANT TOTAL DEPT # DEPARTMENT MATCH REVENUE FUNDING 503 Retired Senior Volunteer $ 42,700 $ 29,137 $ 71,837 509 Senior Companion $ 42,700 $ 299,779 $ 342,479 513 Senior Nutrition $ 259,462 $ 259,462 576 Nutrition Network $ - $ 103,420 $ 103,420 814 Operation Phoenix $ - $ 400,000 $ 400,000 TOTAL $ 85.400 $ 1,091,798 $ 1,177,198 Parks/Recreation Grants . RETIRED SENIOR VOLUNTEER . SENIOR COMPANION PROGRAM . NUTRITION NETWORK . SENIOR NUTRITION . OPERATION PHOENIX 557 CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 DEPARTMENT: POLICE FUNDING SOURCES o GRANT GRANT GRANT TOTAL DEPT # DEPARTMENT MATCH REVENUE FUNDING 810 JAG ARRA Bonus Grant $ - $ 1,005,287 $ 1,005,287 776 Indian Gaming 5B621 $ - $ 1,328,204 $ 1,328,204 808 COPS Hiring Grant $ - $ 1,826,672 $ 1,826,672 881 2008 UASI Grant $ - $ 300,000 $ 300,000 825 COPS Technology Grant 10 $ - $ 400,000 $ 400,000 889 Regional Cata. Planning $ - $ 100,000 $ 100,000 842 COPS Technology Grant 08 $ - $ 350,738 $ 350,738 Proposed JAG Formulary Grant $ - $ 215,264 $ 215,264 Proposed Ballistic Vest Grant $ - $ 26,332 $ 26,332 Proposed 2010 Homeland Security $ - $ 88,736 $ 88,736 Proposed BJA Great Earmark $ - $ 500,000 $ 500,000 TOTAL $ - $ 6,141,233 $ 6,141,233 Police Grants 558 o . JAG ARRA BONUS . Indian Gaming $6621 . Cops Hiring Grant . 2008 UASI Grant . Cops Technology Grant 2010 . Regional uta. Planning Cops Technology Grant 2008 JAG Formulary Grant Ballistic Vest Grant 2010 Homeland Security BJA Great Earmark o o o o CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 DEPARTMENT: PUBLIC WORKS FUNDING SOURCES GRANT GRANT TOTAL DEPT # DEPARTMENT REVENUE FUNDING 528 Waste Tire Enforcement $ 34,808 $ 34,808 Proposed Oil Payment Program $ 56,772 $ 56,772 Proposed Oil Payment Program $ 8,336 $ 8,336 TOTAL $ 99,916 $ 99,916 Public Works Grants . Waste Tire . Oil Payment Program I Oil Payment Program 559 CITY OF SAN BERNARDINO GRANT BUDGETS FISCAL YEAR 2011/12 o DEPARTMENT: SSETA FUNDING SOURCES GRANT GRANT TOTAL DEPT # DEPARTMENT REVENUE FUNDING 960 ADULT PROGRAM $ 934,299 $ 934,299 960 YOUTH PROGRAM $ 979,265 $ 979,265 960 DISLOCATED WORKER $ 743,268 $ 743,268 960 RAPID RESPONSE $ 154,408 $ 154,408 TOTAL $ 2.811.240 $ 2,811.240 Sbeta Grants o _ADULT PROGRAM _ YOUTH PROGRAM I DISLOCATED WORKER . RAPID RESPONSE o 560 8. CAPITAL IMPROVEMENT PROJECTS CITY OF SAN BERNARDINO GAS TAX (Highway Users Tax Account- HUTA) FUND 126 The Gas Tax is derived from a portion of the per gallon tax levied by the State of California and is allocated back 10 cities primarily based on population. Use of these revenues is restricted to the construction, imporvement and maintenance of City streets. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 126-160- 4505 Interest on Idle Cash 17,870 26,510 4,571 5,000 5,000 4602 HUTA R&T 7360-01d Prop 42 Funds 2103 0 0 0 2,056,700 2,276,900 4607 HUTA R&T 736Q-Old Gas Tax Funds 0 0 0 0 4610 State Aid - 2106 751,321 678,076 695,310 689,700 676,000 4611 State Aid - 2107 1,620,600 1,467,881 1,493,358 1,471,100 1,441,900 4612 SlateAid-2107.5 10,000 10,000 10,000 10,000 10,000 4614 Prop 111 Highway Users Tax 2105 1,211,055 1,102,887 1,120,482 1,105.400 1,083,500 4658 Federal Aid - Street Const 4670 Economic Development Reimbursement 4945 Construction Project Reimb (County) 4945 Construction Project Reimbursement 4901 Miscellaneous Receipts TOTAL REVENUE 3,610,846 3,285,354 3,323,721 5,337,900 5,493,300 EXPENDITURE DETAIL 126-160-5504-XXXX-0025 5016 Labor (proposed inCluded with construction) 5504 Construction 183,233 125.497 229,412 1,738,000 2,242,900 TOTAL EXPENDITURES 183,233 125.497 229,412 1,738,000 2,242,900 OTHER FINANCING SOURCES (USES) 126-000- 6450 Transfer In 7451 Transfer Out (2,910,000) (3,715,600) (3,220,000) (3,620,000) (3,620,000) TOTAL OTHER FINANCING SOURCES (USES) (2,910,000) (3,715,600) (3,220,000) (3,620,000) (3,620,000) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 1,022,044 1,539,657 983,914 858,223 838,123 AVAILABLE ENDING FUND BALANCE (DEFICIT) 1,539,657 983,914 858,223 838,123 468,523 561 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 126: Gas Tax (HUTA) Fund Expenditures 126-160-5504 Continuing Project 7476 City Yard Phased Pavement Replacement & NPDE8 Compliance. (GB04-007) $3,500 779t I-Bank Loan Repay (8808-023) $7,000 7871 Alley Repair Program (Annual) (8S- J) $25,000 7874 Campus Pkwy Fencing and PCC Pavement Installation (S808-001) $159,000 $194,500 Proposed New Projects 7233 Bridge & Railing Repairs at Various Locations (Annual) (88- A) $250,000 7306 Pavement Rejuvenation at Various Locations (Annual) 81urry (8S- D) $250,000 7360 Miscellaneous Infrastructure Repairs (Annual) (88- E) $50,000 7362 Residential Street Repairs at Various Locations (Annual) (88- I) $100,000 7375 Bus Stop Concrete Pads (Annual) (88- F) $50,000 7380 Guardrail Repair at Various Locations (Annual) (88- H) $61,700 779t I-Bank Loan Repay (8S08-023) $1,261,700 7871 Alley Repair Program (Annual) (S8- J) $25,000 $2,048,400 $2,242,900 562 CITY OF SAN BERNARDINO 1/2 CENT SALES AND ROAD TAX FUND 129 Measure I is the San Bernardino County voler approved 1/2 cent sales tax. These funds are restricted 10 the relief of traffic congestion through maintenance of streets and highways in our City. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 129.160. 4505 Interest on Idle Cash 180,145 75,542 33,285 35,000 35,000 4613 1/2 Cent Sales Tax (Measure J) 3,077,896 2,570,323 2,259,537 2,400,000 2,500,000 4630 Slate Aid - Street Construction 197,137 0 0 4658 Federal Aid - Street Construction 4670 Economic Development Reimbursement 1,913,200 4695 Construction Project Reimbursement 0 TOTAL REVENUE 3,455,178 2,645,865 2,292,822 4,348,200 2,535,000 EXPENDITURE DETAIL 129.160-5504-XXXX-0025 5016 Labor (proposed induded wifh construction) 5504 Construction 3,704,638 2,935,098 1,939,529 524,500 5.946.500 TOTAL EXPENDITURES 3,704,638 2,935,098 1,939,529 524,500 5,946,500 OTHER FINANCING SOURCES (USES) .129-000- 6450 Transfer In 7451 Transfer Oul (250,000) (250,000) (1,350,000) (1,350,000) (1,350,000) TOTAL OTHER FINANCING SOURCES (USES) (250,000) (250,000) (1,350,000) (1,350,000) (1,350,000) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 4,464,697 3,965,237 3,426,004 2,429,297 4.902.997 AVAILABLE ENDING FUND BALANCE (DEFICIT) 3,965,237 3,426,004 2,429,297 4,902,997 141.497 563 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 129: 1/2 CENT SALES & ROAD TAX Expenditures 129-160-5504-XXXX-0025 Continuing Projects $ 9,300 124,000 50,000 374,100 1,206,000 610,500 7,000 359,000 63,800 31,900 32,000 26,600 700,000 124,400 10,000 $ 3,728,600 $ 100,000 345,000 200,000 20,000 62,900 7121 Mt Vernon Bridge (8804-12) 7156 8treet 8afety Improvements at Various Locations (88-C) 7201 Del Rosa Widening - 6th to Baseline - Design (8804-17) 7202 Construct Accessibility Improvements at Various Locations (88-B) 7240 University Pkwy/I-215 Interchange Project Report & Freeway Loop EDA Funded $1,273,800 (8804-19) 7245 8tate 8treet Construction Phase 1B, 2, 3 & 4 (8804-9,10 & 11) 7323 Hunts Lane Grade 8eparation (SS04-51) 7381 Rancho Ave Medians (SS04-48) (EDA fund 377,400 + 37,000 from FY09-10) 7513 Highland Ave@ Del Rosa Channel- Widening (SS04-131) 7582 Traffic Calming on 4th Street at Tia Juana & Cabrera Ave (SS06-003) 7598 Widen/Extend Mt View Ave & Road Extension across Santa Ana River (SS07-03) 7671 Old Waterman Canyon Bridge Replacement (S807-14) 7681 Del Rosa - widen between 9th St & Warm Ck (8807-15) 7842 Highland Ave Pavement Rehab (Co-op w/City of Highland) (8S08-27) 7872 "H" St Widen from Kendall Dr to 40th St (Design Only) (SS04-152) Proposed New Projects 7156 Street Safety Improvements at Various Locations (8S-C) 7202 Construct Accessibility Improvements at Various Locations (8S-B) 7236 Mountain Ave (SS04-18) 7323 Hunts Lane Grade Separation (SS04-51) 7582 Traffic Calming on 4th Street at Tia Juana & Cabrera Ave (SS06-003) 564 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 129: 1/2 CENT SALES & ROAD TAX 7653 Rialto Ave (TC04-35) 7698 Widen 3rd Street and 5th between Tippecanoe and Palm (SS07-004) 7838 2-Way Left-Turn Lane on Industrial Pkwy (TC09-003) 7878 1-215 Widening: Inspection Costs (Seg 1,2,3,5 & 11) (SS07-004) 7897 Boulder Ave from Atlantic Ave to Pacific Pavement Rehab (SS11-016) 7913 Mountain View Ave Pavement Rehab - 46th Street to 50th Street (SS04-150) Davidson Street Pavement Rehab between 16th and 19th Street (SS12-013) California St from 19th to Washington Ave-Mill & Overlay (SS11-010) 9th Street & Sierra Way Signal Upgrade (TC12-001) 15th Street Pavement Rehab between Mt. Vernon Ave and Western (SS12-016) Highland Ave Pavement Rehab between Golden Ave and Lawrence (SS12-014) Magnolia Ave Pavement Rehab between Garner Street and Pico (SS12-005) 46th Street Pavement Rehab from Mountain View Ave to Sierra Way (SS12-001) 48th Street Pavement Rehab from Electric Ave to Mountain View (SS12-002) Ferree Street Pavement Rehab between Hardt Street and Coulston (SS12-015) 9th Street & Arrowhead Ave Signal Upgrade (TC12-002) Belmont Ave Pavement Rehab between Olive Ave and Walnut Ave (SS12-012) 21st Street Pavement Rehab between Valencia and Perris Hill Park (SS12-006) Del Rosa Pavement Rehab between Pumalo Street & Date Str East (SS12-007) Little League Dr Pavement Rehab between Palm and Little League Dr (SS12-008) Perris Hill Pk Rd Pavement Rehab between 21st and Pacific Street (SS12-009) San Bernardino Pavement Rehab between Riverview and Richardson (SS12-011) 565 60,000 50,000 60,000 50,000 135,000 60,000 45,000 30,000 20,000 50,000 150,000 65,000 35,000 30,000 45,000 20,000 35,000 65,000 70,000 160,000 100,000 155,000 $ 2,217,900 $ 5,946,500 CITY OF SAN BERNARDINO SEWER LINE MAINTENANCE FUND FUND 132 This fund is for the costs of maintaining Sewer lines as paid for from a portion of Sewer revenues. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 132-400- 4505 Interest on Idle Cash 209,892 71,086 54,069 50,000 4820 Sewer Line Maintenance 3,042,121 3,059,926 3,122,218 3,200,000 4,200,000 4901 Miscellaneous 4945 Reimbursed Street Construction 11,597 TOTAL REVENUE 3,263,610 3,131,012 3,176,287 3,250,000 4,200,000 EXPENDITURE DETAIL 132-400-XXXX-0025 5xxx Maintenance Activities 3,840,729 4,129,371 2,997,572 2,843,600 2,653,100 5505 Projects 44,300' 2,131,100 57xx Capital Outlay TOTAL EXPENITURES 0,840,129 4,129,371 2,997,572 2,887,900 4,784,200 OTHER FINANCING SOURCES (USES) 6450 Transfers In 78,000 78,000 7451 Transfers Out (250,000) (250,000) (380,000) (1,667,000) (1,510,900) TOTAL OTHER FINANCING SOURCES (USES) (250,000) (172,000) (302,000) (1,667,000) (1,510 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 5,534,578 4,707,459 3,537,100 3,413,815 2,108,915 CHANGE IN INTERFUND ADVANCE AVAILABLE ENDING FUND BALANCE (DEFICIT) 4,707,459 3,537,100 3,413,815 2,108,915 13,815 566 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 132: SEWER LINE MAINTENANCE Expenditures 132-160-5505 Continuing Projects 7475 Sewer Siphons Flushing @ Various Locations (SW-D) $ 117,500 7476 City Yard Phased Pavement Replacement & NPDES Compiiance (8B04-07) 476,800 7585 City Yard Fence (8B08-05) 63,700 7586 City Yard - Restoration of Buildings (8B04-1 0) 462,000 7701 Miscellaneous Sewer Repairs (SW-E) 62,500 7761 11th St - Wilson St to "I" St - Main Replacement (SW08-02) 14,800 7763 16th St - Perris St - Evans St - Main Replacement (SW08-04) 22,400 7870 Sewer Master Plan (SW10-014) 66,400 7901 Sewer Repair in "H" Street & Adjacent Sewer Mains (SW11-002) 100,000 7902 Wet Weather Flow Monitoring (SW11-001) 25,000 $ 1,411,100 Proposed New Projects 7475 Sewer Siphons Flushing @ Various Locations (SW-D) $ 20,000 7476 City Yard Phased Pavement Replacement & NPDES Compliance (8B04-07) 200,000 7701 Miscellaneous Sewer Repairs (SW-E) 250,000 7870 Sewer Master Plan (SW10-014) 100,000 7901 Sewer Repair in "H" Street & Adjacent Sewer Mains (SW11-002) 100,000 7902 Wet Weather Flow Monitoring (SW11-001) 50,000 $ $ 720,000 Total 2,131,100 567 CITY OF SAN BERNARDINO AB 2928 TRAFFIC CONGESTION FUND 135 Allocated from the State from sales tax on gasoline for the preservation, maintenance and rehabilitation (Prop. 42 funds). of local street and road sysem. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 135-160- 4505 Interest on Idle Cash 43,243 9,647 16,421 4635 Traffic Congestion Relief 1,736,686 1,849,954 4903 Refunds & Rebates 21,220 TOTAL REVENUE 64,463 1,746,333 1,866,375 EXPENDITURE DETAIL 135-160-XXXX-0025 5016 Labor (proposed included with construction) 5504 Construction 1,426,873 286,754 1,531,795 702,800 1,041,900 5720 Land 5807 Debt Service Interest TOTAL EXPENDITURES 1,426,873 286,754 1,531,795 702,800 1,041,900 OTHER FINANCING SOURCES (USES) 135-000- 6450 Transfer In 7451 Transfer Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 1,365,417 3,007 1,462,586 1,797,166 1,09 AVAILABLE ENDING FUND BALANCE (DEFICIT) 3,007 1,462,586 1,797,166 1,094,366 52,466 568 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 135 : ProJl 42 Fund Expenditures 135-160-5504 Continuing Project 7306 Pavement Rejuvenation at Various Locations (Annual) Slurry (SS- D) $191,900 7843 Pacific St Pavement Rehabilitation (Co-Op with City of Highland) (SS08-028) $750,000 7903 Medical Center Dr. from 9th SI to 16th St - Mill & Overlay (SS 11- 003) $100,000 $1,041,900 $1,041,900 569 CITY OF SAN BERNARDINO VERDEMDNT CAPITAL PRDJECT FUND FUND 208 In FY 08-09, EDA forgave the loan (proceeds in 308). Balance was moved from 308 Debt Service (30B was closed out) to newly created 208 Verdemont Capital Project Fund. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 208-160- 4505 Interest on Idle Cash 0 22,687 11,230 5,000 TOTAL REVENUE 0 22,687 11,230 5,000 0 EXPENDITURE DETAIL 208-160-5504-XXXX-0025 5504 Construction 0 0 195,047 381,300 325,900 TOTAL EXPENDITURES 0 0 195,047 381,300 325,900 OTHER FINANCING SOURCES (USES) 126-000- 6450 Transfer In 0 1,284,700 0 0 7451 Transfer Out 0 (398,700) 0 0 TOTAL OTHER FINANCING SOURCES (USES) 886,000 0 0 0 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 0 908,687 724,870 348,570 AVAILABLE ENDING FUND BALANCE (DEFICIT) 0 908,687 724,870 348,570 22,670 570 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 208:Verdemont Capital Project Fund Expenditures 208-160-5504 Continuing Projects 7743 Verdemont Community Center (PR04-028) $ 209,600 7890 President Ronald Reagan Park Improvements (PR10-003) 6,300 AI Guhin Park-Playground Equipment (PR09-001) 110,000 325,900 Proposed New Projects Total $ 325,900 571 CITY OF SAN BERNARDINO Fire Equipment Acquisition Fund FUND 211 This fund accounts for the Fire Equipment Acquisition revenues which can be used by the Fire Department to purchase new equipment and supplies that are needed by the Fire Department. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 211-160- 4505 Interest on Idle Cash 4824 Impact Fee TOTAL REVENUE EXPENDITURE DETAIL 211-160 -XXXX-XXXX-0025 50XX Salaries and Benefits 115,600 51XX Maintenance and Operations 7,986 63,000 5505 Other Contractual 20,202 26,417 18,000 17,000 5704 Miscellaneous Equipment (2,424) 44,261 5803 Debt Service TOTAL EXPENDITURES 141,364 70,678 18,000 80,000 OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out (425,000) TOTAL OTHER FINANCING SOURCES (USES) (425,000) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 769,012 202,648 131,971 113,971 AVAILABLE ENDING FUND BALANCE (DEFICIT) 202,648 131,971 113,971 33,971 572 CITY OF SAN BERNARDINO PARK EXTENSION FUND 241 The Park Extension Fund receives an annual transfer from the City's General Fund. The funds aaJocated to this fund are then used for the following: replacing damanged park equipment, irrigation systems and other repairs and improvements as needed. No in-house lobor costs are charged to these projects, only materials and equipment costs. 2007-08 2008..Q9 2009-1 0 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 241-160- 4505 Interest on Idle Cash 154 TOTAL REVENUE 154 EXPENDITURE DETAIL 241-160.5504-XXXX..Q025 5706 Alteration & Renovations 57XX Unappropriated Ward Funds TOTAL EXPENDITURES OTHER FINANCING SOURCES AND USES 6450 Transfer In 7451 Transfer Out TOTAL OTHER FINANCING SOURCES AND USES AVAILABLE BEGINNING FUND BALANCE {DEFICIT 4,384 4,538 4,538 4,538 4,538 AVAILABLE ENDING FUND BALANCE (DEFICIT) 4,538 4,538 4,538 4,538 4,538 573 CITY OF SAN BERNARDINO STREET CONSTRUCTION FUND FUND 242 The Street Construction Fund is used to account for various street capital projects for the City. These projects are usually considered major projects and are primarily reimbursed by other governmental agencies" 2007-08 2008-09 2009~10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 242~160~ 4505 Interest on Idle Cash 4630 State Aid Street Construction 204,638 3,999,800 4658 Federal Aid Street Construction 867,957 1,888,984 22,458 4,783,800 17,377,100 4670 Economic Development Agency Reimb 204,642 99,000 202,700 4671 IVDA Reimbursement 660,000 4677 Local Stimulus Funds (SANBAG) 2,898,700 4901 Miscellaneous 4,813 1,702,400 4945 Construction Reimbursement 432,677 149,316 821,685 3,584,400 TOTAL REVENUE 1,510,085 2,038,300 1,048,785 8,882,600 26,425,300 EXPENDITURE DETAIL 242-160-5504-XXXX~0025 5016 Labor (proposed induded with construction) 5504 Construction 3,412,754 2,352,226 3,644,466 6,244,400 22,824,700 TOTAL EXPENDITURES 3,4"12,754 2,352,226 3,544,466 6,244,400 22,824,700 OTHER FINANCING SOURCES (USES) 242-000- 6450 Transfer In 297,700 7451 Transfer Out 6453 Loan Proceeds TOTAL OTHER FINANCING SOURCES (USES) 297,700 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) (1,724,182) (3,626,851) (3,643,077) (6,238,758) (3,600,558) AVAILABLE ENDING FUND BALANCE (DEFICIT) (3,626,851) (3,643,077) (6,238,758) (3,600,558) 42 574 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 242: STREET CONSTRUCTION FUND Expenditures 242-160-5504 Continuing Projects 7121 Mt Vemon Bridge (HBRRP Portion) (5504-12) $ 4,212,900 7240 University Parkway(SS04-19) (SAFETEA-LU Funds) 2,089,700 7245 State Street Phases 1 B & 3 (STIP Funded) (SS04-09) 1,909,100 7576 Santa Fe Depot Parking Structure (CMAQ portion) (GB04-19) 6,445,100 7653 Rialto Ave & Meridian Ave Traffic Signal (LSP) (TC04-035) 189,000 7662 Upgrade existing Traffic Signal at Rialto & "I" (TC06-07) 34,600 7671 Old Waterman Canyon Bridge Replacement (SS07-14) 2,386,900 7716 Medical Center Drive and Magnolia Ave Traffic Signal (LSP) (TC07-001) Hl3,300 7732 Construct New Road Little League Dr (SS07-29) 191,600 7733 9th Str & "H" Traffic Signal Upgrade (TC04-48) 7,000 7773 Solar-Powered Speed Feedback Sign Program (TC08-03) 86,400 7802 Cajon Blvd Street Widening from South of Glen Helen (SS08-035) 2,813,700 7836 Westbound SR-210 Waterman Exit Ramp & 30th Traffic Signal (LSP) (Te08-009) 340,800 7838 2-Way Left tum on Industrial Pkwy (TC09-03) 29,200 7839 Traffic Signal at Baseline & Caiifomia (signal upgrade) (TC09-04) 137,000 7891 1-10 Freeway@TippecanoeAve-lnterchange Improvements (LSP) (SS11-008) 922,100 7896 Del Rosa Widening-5th Street to 6th and Warm Creek to Baseline (SS11-017) 30,600 $ 22,019,000 Proposed New Projects 7582 Traffic Calming on 4th at Tia Juana & Cabrera Ave (SS06-003) $ 250,000 7884 SBX Rapid Transit Corridor Project: Inspection Costs (5510-007) 200,000 9th Street & Sierra Way Signal Upgrade (TC12-001) 154,000 2nd Street to 3rd Street Connector Road (SS12-003) 50,000 9th Street & Arrowhead Ave Signal Upgrade (TC12-002) 151,700 $ $ 805,700 Total 22,824,700 575 576 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 Updated FUND 243: PARK CONSTRUCTION Expenditures 243-160-5504 Continuing Projects 7442 Citywide Irngation Repairs (PR04-16) $ 73, gOO 71,700 287,500 886,500 17,500 21,500 10,000 345,000 1,713,600 7443 Citywide Community Center Equipment (PR04-20) 7494 Perris Hill Senior Center Expansion (PR04-33) 7495 Ruben Campos Center Renovation (PR04-38) 7505 Speicher Park Soccer Fields (PR05-03) 7720 Lytle Creek Center RenovaUon (pR07-D4) 7754 Upgrade Irrigation System on Broadmoor (PR 08-06) 7898 Splash pads vaflous Centers Proposed New Projects xxxx $ Total $ 1,713,600 - . 577 578 CITY OF SAN BERNARDINO SEWER LINE CONSTRUCTION FUND 245 The Sewer Line Construction Fund accounts for developer fees for the expansion of the existing sewer system. There funds are used to extend and add new lines to our existing system to service the newly developed areas. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 245-160- 4505 Interest on Idle Cash 247,367 87,115 59,275 60,000 60,000 4821 Sewer Lateral Fee 4822 Sewer Connection Fee 378,884 54,850 96,001 200,000 100,000 4651 Construction Reimbursement TOTAL REVENUE 626,251 141,965 155,276 260,000 160,000 EXPENDITURE DETAIL 245-160-5504-XXXX-0025 5016 Labor (proposed incJuood with construction) 5504 Construction 752,304 293,675 235,860 131,500 3,877,500 TOTAL EXPENDITURES 752,304 293,675 235,860 131,500 3,877,500 OTHER FINANCING SOURCES (USES) 245-000- 6450 Transfer In 7451 Transter Out (225,000) (225,000) (225,000) (225,000) (225,000) TOTAL OTHER FINANCING SOURCES (USES) (225,000) (225,000) (225,000) (225,000) (225,000) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 5,167,163 4,816,110 4,439,400 4,133,816 4,037,316 AVAILABLE ENDING FUND BALANCE (DEFICIT) 4,816,110 4,439,400 4,133,816 4,037,316 94,816 579 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 245: SEWER LINE CONSTRUCTION Expenditures 245-160-5504 Continuing Projects 7406 Sewer main Extension in excess of 300' for SFR Dev (SW-A) $ 150,000 7407 Sewer Main Extersions (SW-B) 192,800 7412 Lincoln Ave - Macy St to State St - New Sewer Main (SW04-13) 18,800 7762 17th Street & H Street Sewer Replacement from I to 13th Street (SW04-013) 1,450,600 7766 Laurelwood Dr - Tippecanoe Ave to Ferree St - Study (SW08-06) 383,000 7767 Rialto Ave - Tippecanoe Ave to Lena Rd - Install new main (SW08-05) 454,000 7844 27th Str Sewer Replacement from Muscupiabe to Serrano (SW08-10) 25,000 7845 13th Str & "G" Sewer Replacement from "H" to "G" & 13th to 1 Oth (SW08-11) 20,000 7846 "I" Street Sewer from 5th to 16th (design only) (SW09-01) 50,000 7852 Court Stree @ Sierra Way (SW09-02) 6,000 7856 Sewer CIP Administration (SW-F) 20,000 7857 Highland Ave-Sewer Study/Realignment (west of Cedar to Twin Creek) (SW 1 0-01) 10,000 7858 Wall Street-Sewer StUdy (SW10-02) 20,000 7859 Gilbert Street Sewer Study (SW10-03) 10,000 7860 13th Street-Sewer Relocation between Baseline St and Spruce Alley (SW10-04) 10,000 7861 Blackstone Street-Sewer Repair (SW1 0-05) 10,000 7862 Huff Street and "K" Street-Sewer Realighement (SW1 0-06) 10,000 7863 Rialto Avenue-Sewer Study from "K" Street to "H" Street (SW10-07) 10,000 7864 Cedar Street andHighland Avenue-Sewer Study (SW10-08) 10,000 7865 28th Street and Waterman Ave-Sewer Study (SW10-09) 10,000 7866 Wall Street and Okive Street-Sewer Study (SW10-10) 10,000 7867 17th Street and Arrowhead Ave-Sewer realignment (SW10-11) 10,000 7868 Waterman Ave-Sewer Overflow Line at Twin Creek Bridge (SW10-12) 10,000 7869 "E" Street and Mill Street-Manhole Relocation (SW10-13) 10,000 7870 Sewer Master Plan (SW10-14) 354,800 7904 Rialto Ave Pavement Rehab from Lena Road to Tippecanoe Ave (SS06-044) 200,000 $ 3,465,000 580 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY 2011-12 FUND 245: SEWER LINE CONSTRUCTION Proposed New Projects 7856 Sewer CIP Administration (SW-F) $ 12,500 7870 Sewer Master Plan (SW10-14) 300,000 7902 Wet Weather Flow Monitoring (SW11-001) 100,000 $ $ 412,500 Total 3,877,500 581 CITY OF SAN BERNARDINO PUBLIC IMPROVEMENTS FUND FUND 246 The Public Improvements Fund are the remaining funds being held by the City from the Indian Bingo Settlement and additional funds contributed by Indian Bingo. These funds are used to complete various street improvements in the area of the Bingo facility and other special projects 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 246-160- 4505 Interest on Idle Cash 161,335 39,459 25,492 30,000 4902 Contributions 4630 State Aid Street Construction TOTAL REVENUE 161,335 39,459 25,492 30,000 EXPENDITURE DETAIL 246-16Q.-5504-XXXX-0025 5016 Labor (proposed included with construction) 5504 Construction 2,672,224 862,621 74,319 881,300 881,000 TOTAL EXPENDITURES 2,672,224 862,621 74,319 881,300 881,000 OTHER FINANCING SOURCES (USES) 246-000- 6450 Transfer In 7451 Transfer Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 5,167,253 2,656,364 1,833,202 1,784,375 933,075 AVAILABLE ENDING FUND BALANCE (DEFICIT) 2,656,364 1,833,202 1,784,375 933,075 52,075 582 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 246 ; Public Improvement Fund Expenditures 246-160-5504 Continuing Project 7252 University Pkwy & Northpark Blvd Traftic Signal Interconnect (TC04-008) $25,600 7550 Victoria Ave - Widen from Highland Ave to Lynwood Dr. (SS05-025) $855,400 $881,000 $881,000 583 CITY OF SAN BERNARDINO CULTURAL DEVELOPMENT CONSTRUCTION FEE FUND 247 The Cultural Development Construction Fee Fund are funds collected from developer fees. These funds are used to provide funding for the City's Fine Arts, Civic and promotional activities. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAil 247-160- 4335 Cultural Development Construction Fee 610,202 312,711 134,859 160,000 200,000 4505 Interest on Idle Cash 48,352 25,442 10,321 15,000 15,000 TOTAL REVENUE 658,554 338,153 145,180 175,000 215,000 EXPENDITURE DETAil 247-160-5504-XXXX-0025 5016 Labor (proposed included with construction) 5504 Construction TOTAL EXPENDITURES 0 0 0 0 0 OTHER FINANCING SOURCES (USES) 247-000- 6450 Transfer In 7451 Transfer Out (617,000) (357,000) (707,000) (357,000) (357,000) TOTAL OTHER FINANCING SOURCES (USES) (617,000) (357,000) (707,000) (357,000) (357,000) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 1,145,657 1,187,211 1,168,364 606,544 424,544 AVAILABLE ENDING FUND BALANCE (DEFICIT) 1,187,211 1,168,364 606,544 424,544 28::, 584 CITY OF SAN BERNARDINO STORM DRAIN CONSTRUCTION FUND 248 The Storm Drain Construction Fund are funds received from developers to expand or improve the City's storm drain system. These funds are used for the construction of new or expanded drainage facilities within City limits. 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL U PDA TED EST PROJECTED REVENUE DETAIL 248-160- 4505 Interest on Idle Cash 277,287 87,244 52,036 40,000 40,000 4651 Construction Reimbursement 277,463 4658 Federal Aid - Street Construction 4818 Storm Drain Fee 2,316,118 288,874 161,333 16(),000 175,000 4819 Area Drainage Plan Fee TOTAL REVENUE 2,593,405 376,118 490,832 200,000 215,000 EXPENDITURE DETAIL 248-160-5504-XXXX-0025 5016 Labor (proposed included with construction) 5504 Construction 289,269 1,659,354 925,502 304,600 3,236,900 TOTAL EXPENDITURES 289,269 1,659,354 920,502 304,600 3,236,900 OTHER FINANCING SOURCES (USES) 248-000- 6450 Transfer In 7451 Transfer Out (132,700) (132,700) (132,700) (132,700) (132,700) TOTAL OTHER FINANCING SOURCES (USES) (132,700) (132,700) (132,700) (132,700) (132,700) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 3,327,600 5,499,036 4,083,100 3,515,730 3,278,430 AVAILABLE ENDING FUND BALANCE (DEFICIT) 5,499,036 4,083,100 3,515,730 3,278,430 123,830 585 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 248 : Storm Drain Construction Fund Expenditures 248-160-5504 Continuing Project 7166 Box Culvert Repairs (SO- B) $98,600 7167 Cross Gutters and Drainage Inlet Repairs (SO- A) $34,000 7206 Mountain Ave Storm Drain: Replace Storm Drain between 39th Street & 40th Street (S004-004) $427,000 7316 State St Storm Drain: Install Master Plan Storm Drain at 1-210 Freeway (S004-008) $121,900 7478 Piedmont Dr. & Indian Canyon Drainage Modification (S005-002) $149,200 751"/ Alabama St Bridge Replacement Study at City Creek SOUlll of 3rd Street (S005-001) $289,700 7572 Sierra Way Storm Drain Installation from Parkdale Street to 40th Street (Design Only) (S006-002) $199,800 7574 Cleaning Storm Drains and Debris Basins (SO- C) $54,600 7575 City Yard Clarifier (GB04-012) $50,000 7709 Cleaning of Channels (SO- D) $88,500 7768 Meridian Ave & Poplar St - CSOP Project 3-5, Line F (design only) (S005-003) $581,000 7770 Storm Drain Study for Meyers Canyon Comprehensive Storm Drain Plan No's 7-E9, 7-E10 & 7-E11 (S008-002) $97,900 7834 27th Street Storm Drain from Little Mountain Rd to "H" Street (design only) (S009-001) $211,200 7835 Repair Drainage System - "I" Street (between Evans St & 13th Street) (S009-002) $26,500 7853 Storm Drain C.I.P. Administration (SO- E) $9,500 7854 Base Line St at Waterman Ave Storm Drain (S004-024) $100,000 7855 Wier Rd & Commercial - Convert "V" Ditch to Pipe (Study) (S01 0- 001) $25,000 $2,564,400 Proposed New Projects 586 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 248 : Storm Drain Construction Fund 7166 7167 7206 7749 7835 7853 Orange Avenue & Holly Circle Drainage Study (SD12-002) $20,000 Central Avenue & Bangor Avenue Drainage Analysis (SD12-003) $20,000 Base Line Street and Medical Center Drive Storm Drain Repair (SD12-001) $125,000 Box Culvert Repairs (SD- B) $45,000 Cross Gutters and Drainage Inlet Repairs (SD- A) $50,000 Mountain Ave Storm Drain: Replace Storm Drain between 39th Street & 40th Street (SD04-004) $200,000 Randall Basin (SD08-003) $100,000 Repair Drainage System - "I" Street (between Evans St & 13th Street) (SD09-002) $100,000 Storm Drain C.I.P. Administration (SD- E) $12,500 $672,500 $3,236,900 587 CITY OF SAN BERNARDINO PROP 1 B - LOCAL STREET & ROAD IMPROVEMENTS FUND 258 Allocation of Proposition 1 B State Bonds approved in 2006 to be allocated to cities and counties for local street and road purposes, Congestion Relief and Traffic Safety 2007-08 2008-09 2009-10 2010-2011 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROPOSED REVENUE DETAIL 258-160- 4505 Interest on Idle Cash 99,565 78,846 36,591 45,000 4628 Prop 1 B Allocation 3,297,446 1,903,800 1,280,400 4945 Construction Reimbursement 71,400 TOTAL REVENUE 3,397,011 1,982,646 107,991 1,325,400 0 EXPENDITURE DETAIL 258-160-5504-XXXX-0025 5016 Labor (proposed included with construction) 5504 Construction 351,964 1,118,293 830,126 138,300 2,294,800 TOTAL EXPENDITURES 351,964 1,118,293 830,126 138,300 2,294,800 OTHER FINANCING SOURCES (USES) 258-000- 6450 Transfer In 7451 Transfer Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 0 3,045,047 3,909,400 3,187,265 4,37 AVAILABLE ENDING FUND BALANCE (DEFICIT) 3,045,047 3,909,400 3,187,265 4,374,365 2,079,565 588 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 258 : Prop I-B Fund Expenditures 258-160-5504 Continuing Project 7202 Construct Accessibility Improvements at Various Locations (.A.nnua!) (SS- 8) $140,000 7236 Mountain Ave Curb, Gutter & 3idewalk (3304-018) $28,000 7665 Northpark Blvd and 3ierra Dr. Traffic 3ignallnstallation (TC06-010) $200,000 784 t Repair Bridge on 2nd 3treet at Warm Creek (3308-020) $492,700 7843 Pacific 3t Pavement Rehabilitation (Co-Op with City of Highland) (3308-028) $449,100 7905 Windsor Dr. Pavement Rehabilitation between Roxbury Dr. to Oakhurst Dr. (3311-015) $190,000 7906 Irvington Ave Pavement Rehabilitation between Olive Ave & Pine Ave (3311-014) $180,000 7907 Belmont Avenue Pavement Rehabilitation between Olive Ave & Palm Ave (3311-013) $90,000 7908 Windsor Dr. from Gilbert 3t to Base Line 3t - Mill & Overlay (3311- 012) $185,000 7909 "K" 3treet from Rialto Ave to Oak 3t - Mill & Overlay (3311-011) $178,000 79 t 2 Meridian Avenue from Foothill Blvd & 30uth to Railroad Bridge - Mill & Overlay (3311-002) $162,000 $2,294,800 $2,294,800 589 CITY OF SAN BERNARDINO law Enforcement Facilities, Vehicles and Equipment Fee FUND 261 This fund accounts for the Law Enforcement Facilities, Vehicles and Equipment impact fee imposed on new residential, commercial and industrial development to fund the cost of facilities, vehicles and equipment described or identified in the Law Enforcement Facilities Section the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPOA TED EST PROJECTED REVENUE DETAIL 261-160- 4505 Interest on Idle Cash 2,074 3,042 1,765 3,000 2,000 4824 Impact Fee 97,644 83,685 169,095 40,000 40,000 TOTAL REVENUE 99,718 86,727 170,860 43,000 42,000 EXPENDITURE DETAIL 261-160-XXXX-XXXX-0025 Carryover Purchase Orders Total 5111 Materials & Supplies 2,619 5173 Outside Vehicle Maintenance 5502 Other Professional Service 5504 Construction 5611 Vehicle Lease Payments 200,000 5701 Motor Vehicles 5703 Communications Equipment 9,120 148,700 5704 Miscellaneous Equipment 74,661 46,421 TOTAL EXPENDITURES 86,400 46,421 200,000 148,700 OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 74,097 87,415 127,721 98,581 141,581 AVAILABLE ENDING FUND BALANCE (DEFICIT) 87.415 127,721 98,581 141,581 34,881 590 CITY OF SAN BERNARDINO Fire Supression Facilities, Vehicles and Equipment Fee FUND 262 This fund accounts for the Fire Supression Facilities, Vehicle and Equipment fee imposed on new residential, commercial and industrial development to fund the acquisition of new equipment and relocation, expansion and construction of fire protection acilities described or identified in the Fire Protection Facilities section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 262-160- 4505 Interesl on Idle Cash 12,469 9,034 8,591 8,000 5,000 4824 Impact Fee 92,796 78,901 189,798 50,000 50,000 4901 Mise Other Revenue 104,213 30,346 TOTAL REVENUE 105,265 192,148 228,735 58,000 55,000 EXPENDITURE DETAIL 262-160-XXXX-XXXX-0025 50XX Salaries and Benefits 3,074 600 51XX Maintenance and Operations 456 5502 Professional/Contractural 23,512 453,975 4,000 3,500 5,000 5504 Construction 250,907 40,000 5505 Other Professional 8,200 5701 Vehicles 7,277 5704 Miscellaneous Equipment 3,100 5803 Debt Service 155,314 155,100 155,300 155,300 TOTAL EXPENDITURES 23,512 616,566 421,907 198,800 160,300 OTHER FINANCING SOURCES (USES) 6450 Transfers In 785,534 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) 785,534 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 288,616 370,369 731,485 538,313 397,513 AVAILABLE ENDING FUND BALANCE (DEFICIT) 370,369 731,485 538,313 397,513 292,213 591 CITY OF SAN BERNARDINO Local Circulation System Fee FUND 263 This fund accounts for the local circulation systems fee imposed on new residential, commercial and industrial development to fund the cost of streets, signals and bridges described or identified in the Circulation System section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 263-160- 4505 Interest on Idle Cash 25,664 13,352 7,830 5,000 2,000 4824 Impact Fee 408,782 60,883 28,623 20,000 20,000 TOTAL REVENUE 434,446 74,235 36,453 25,000 22,000 EXPENDITURE DETAIL 263-160 -5504-XXXX-0025 5504 Projects 183,080 75,507 191,086 18,900 514,400 TOTAL EXPENDITURES 183,080 75,507 191,086 18,900 514,400 OTHER FINANCING SOURCES (USES) 6450 Transfers In 27,427 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) 27,427 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 418,064 669,430 668,158 540,952 547,052 AVAILABLE ENDING FUND BALANCE (DEFICIT) 669,430 668,158 540,952 547,052 54,652 592 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 263 : Local Circulation Systems Fee Fund Expenditures 263-160-5504 Continuing Project 7338 City-Wide Traffic Signal Improvements (TC- A) $117,800 7486 Little Mountain Dr. & 48th Street Traffic Signal (TC04-031) $155,100 7651 Traffic Signals Battery Backup Systems (TC- B) $30,300 7654 Mt. Vernon Ave Interconnect and PPB from Mill Street to Highland Ave (Design Only) (TC04-036) $9,600 7773 Solar-Powered Speed Feedback Sign Program (TC08-003) $10,600 7774 Rancho Ave & Mill St Traffic Signal Upgrade (Design Only) (TC08- 005) $5,000 7775 Redlands Blvd & Gardena St Traffic Signal (TC08-004) $60,000 7839 Base Line St & California Ave Traffic Signal Upgrade (TC09-004) $16,000 7849 Kendall Drive & 48th Street Traffic Signal (TC07-002) $20,000 $424,400 Proposed New Projects 7839 Base Line St & California Ave Traffic Signal Upgrade (TC09-004) $90,000 $90,000 $514,400 593 CITY OF SAN BERNARDINO Regional Circulation System Fee FUND 264 This fund accounts for the regional circulation systems fee imposed on new residential, commercial and industrial development to fund the cost of freeway interchanges, railroad grade separations and regional arterial highways described or identified in the Circulation System section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 264-160- 4505 Interest on Idle Cash 333,418 152,266 106,458 100,000 50,000 4824 Impact Fee 3,752,399 691,916 303,296 150,000 150,000 4901 Mise Revenue-Loan Repayment 340,000 TOTAL REVENUE 4,085,817 844,182 409,754 250,000 540,000 EXPENDITURE DETAIL 264-160-5504-XXXX-0025 5504 Projects 63,740 82,711 149,300 6,766,100 TOTAL EXPENDITURES 63,740 82,711 149,300 6,766,100 OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out (short term loan to City GF) (1,629,400) TOTAL OTHER FINANCING SOURCES (USES) (1,629,400) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 2,810,932 6,896,749 7,677,191 6,374,834 6,475,534 AVAILABLE ENDING FUND BALANCE (DEFICIT) 6,896,749 7,677,191 6,374,834 6,475,534 249,434 594 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 264 : Regiomll Circulation Systems Fee Fund Expenditures 264-160-5504 Continuing Project 7121 Mt. Vemon Bridge: Bridge Replacement (5304-012) $1,960,100 7t60 40th 3treet Widening from Acre Lane to Electric Ave (3304-014) $884,100 7240 University Pkwy/l-215 Freeway Interchange Improvements (3304- 019) $500,000 7245 3tate Street Construction (PA & ED only) (S304-009) $801,000 7325 Palm Ave Grade 3eparation at BNSF Railroad Tracks (3304-053) $915,900 7655 Palm Ave & 1-215 Off-Ramp Traffic 3ignals (TC04-045) $350,000 $5,411,100 Proposed New Projects 7325 Palm Ave Grade Separation at BN3F Railroad Tracks (3304-053) $1,000,000 7891 1-10 Freeway @ Tippecanoe Ave - Interchange Improvements (L3P) (3311-008) $355,000 $1,355,000 $6,766,100 595 CITY OF SAN BERNARDINO Library Facilities and Collection Fee FUND 265 This fund accounts for the Library Facility and Collection impact fee imposed on new residential development to finance additions to the library collection described or identified in the Library Facility and Collection section of the Master Facility Plan. 2007-08 ACTUAL 2008-09 ACTUAL 2009-10 ACTUAL 2010-11 2011-2012 UPDATED EST PROJECTED REVENUE DETAIL 265-160- 4505 Interest on Idle Cash 4824 Impact Fee 1,744 57,826 713 9,378 1,294 84,972 1,000 25,000 1,000 25,000 TOTAL REVENUE 59,570 10,091 86,266 26,000 26,000 EXPENDITURE DETAIL 265-160-XXXX-XXXX-0025 86,601 8,470 30,989 83,000 42,500 5123 Library Books TOTAL EXPENDITURES 86,601 8,470 30,989 83,000 42,500 OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 43,618 16,587 18,208 73,485 16,485 AVAILABLE ENDING FUND BALANCE (DEFICIT) 16,587 18,208 73,485 16,485 (15) 596 CITY OF SAN BERNARDINO Public Meeting Facilities Fee FUND 266 This fund accounts for the Public Meeting Facilities impact fee imposed on new residential development to finance additions to the public meeting facilities described or identified in the Community Public Use Facilities section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 266-160- 4505 Interest on Idle Cash 4,569 3,268 3,500 3,500 3,500 4824 Impact Fee 85,510 14,101 136,400 10,000 10,000 TOTAL REVENUE 90,079 17,369 139,900 13,500 13,500 EXPENDITURE DETAIL 266-160-5504-XXXX-0025 5504 Projects TOTAL EXPENDITURES OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 57,295 147,374 164,743 304,643 318,143 AVAILABLE ENDING FUND BALANCE (DEFICIT) 147,374 164,743 304,643 318,143 331,643 597 CITY OF SAN BERNARDINO Aquatics Facilities Fee FUND 267 This fund accounts for the Aquatics Facilities impact fee imposed on new residential development to finance additions to community's aquatic facilities described or identified in the Aquatic Center Facilities section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 267-160- 4505 Interest on Idle Cash 1,680 1,184 1,622 2,000 2,000 4824 Impact Fee 29,822 4,794 43,389 12,000 12,000 TOTAL REVENUE 31,502 5,978 45,011 14,000 14,000 EXPENDITURE DETAIL 267-160-5504-XXXX-0025 5504 Projects TOTAL EXPENDITURES OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 22,300 53,802 59,780 104,791 118,791 AVAILABLE ENDING FUND BALANCE (DEFICIT) 53,802 59,780 104,791 118,791 132,791 598 CITY OF SAN BERNARDINO AS 1600 Parkland and Open Space Acquisition and Park Improvement Fee FUND 268 This fund accounts for the AS 1600 Parkland and Open Space Acquisition and Park Improvement impact fee imposed on new residential developement to finance the park and open space facilities described or identified in the Parkland and Open Space Improvement section of the Master Facility Plan. 2007-08 2008-09 2009-10 2010-11 2011-2012 ACTUAL ACTUAL ACTUAL UPDATED EST PROJECTED REVENUE DETAIL 268-160- 4505 Interest on Idle Cash 29,122 16,117 29,341 40,000 40,000 4824 Impact Fee 723,632 45,144 985,741 275,000 50,000 TOTAL REVENUE 752,754 61,261 1,015,082 315,000 90,000 EXPENDITURE DETAIL 268-160-5504-XXXX-0025 5504 Projects 283,324 71,447 69,644 106,800 1,179,200 TOTAL EXPENDITURES 283,324 71,447 69,644 106,800 1,179,200 OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 390,503 859,933 849,747 1,795,185 2,003,385 AVAILABLE ENDING FUND BALANCE (DEFICIT) 859,933 849,747 1,795,185 2,003,385 914,185 599 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 268 : Parkland & Open Space Fund (DIF) Expenditures 268-160-5504 Continuing Project 7341 Verdemont Master Park & Trail Plan (PR04-011) $349,700 7499 Electric Ave Greenbelt & Historic Sile (design only) (PR05-007) $19,800 7743 Verdemont Community Center (PR04-028) $532,900 7744 Little Mountain Trail (PR07-0n) $64,800 7748 Installation of Picnic Shelters at Ronald Reagan Park (PR08-002) $212,000 $1,179,200 $1,179,200 600 CITY OF SAN BERNARDINO 1:uimby Act Parkland and Open Space Acquisition and Park Improvement Fee FUND 269 This fund accounts for the Quimby Act Parkland and Open Space Acquisition and Park Improvement impact fee imposed on new residential developement to finance the park and open space facilities described or identified in the Parkland and Open Space Improvement section of the Master Facility Plan. 2007-08 ACTUAL 2008-09 ACTUAL 2009-10 ACTUAL 2010-11 2011-2012 UPDATED EST PROJECTED REVENUE DETAIL 269-160- 4505 Interest on Idle Cash 4824 Impact Fee 2,888 20,064 3,911 76,504 4,194 94,995 5,000 5,000 5,000 5,000 22,952 80,415 99,189 10,000 10,000 TOTAL REVENUE EXPENDITURE DETAIL 269-160 -5504-XXXX-0025 5504 Projects 2,200 47,800 2,200 47,800 TOTAL EXPENDITURES OTHER FINANCING SOURCES (USES) 6450 Transfers In 7451 Transfers Out TOTAL OTHER FINANCING SOURCES (USES) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 65,851 88,803 169,218 268,407 276,207 AVAILABLE ENDING FUND BALANCE (DEFICIT) 88,803 169,218 268,407 276,207 238,407 601 CITY OF SAN BERNARDINO BUDGET - JUSTIFICATION FY2011-12 FUND: 269 : QuimbylDIF Expenditures 269-160-5504 Continuing Project 7758 Verdemonl Park (future AI Guhin Park) (PR04-027) $47,800 $47,800 $47,800 9. DEBT SERVICE CITY OF SAN BERNARDINO CF 1033 - VERDEMONT FIRE STATION MAINTENANCE & OPERATIONS Program - 0105 FUND 137: CFD 1033 - Fire Station Debt Service 0 & M - Established to provide funds for the Operations & Maintenance of the Verdemant Fire Station 2008-09 2009-10 2010-11 2011-12 ACTUAL ACTUAL ADOPTED PROPOSED REVENUE DETAIL 137-150- 4013 CFD 1033 Special Tax 557,901 556,228 567,800 567,800 4505 Interest on Idle Cash 7,590 3,674 5,900 5,900 TOTAL REVENUE 565,491 559,902 573,700 573,700 EXPENDITURE DETAIL 137-150 TOTAL EXPENDITURES OTHER FINANCING SOURCES (USES) 137-150- 6450 Transfer In 7451 Transfer Out (581,433) (535,000) (562,600) TOTAL OTHER FINANCING SOURCES (USES) (581,433) (535,000) (562,600) AVAILABLE BEGINNING FUND BALANCE (DEFICIT) 120,819 104,877 129,779 140,879 AVAILABLE ENDING FUND BALANCE (DEFICIT) 104,877 129,779 140,879 714,579 603 CITY OF SAN BERNARDINO $1,101,681.82 LIMITED OBLIGATION IMPROVEMENT BONDS DATED FEB. 19, 1990 ASSESSMENT DISTRICT NO. 985 (INDUSTRIAL PARKWAY IMPROVEMENT DISTRICT) Program - 0115 FORMATION DATE SEPT. 8, 1990 FINAL MATURITY SEPT. 2, 2011 BALANCE JUNE 30, 2010 $ 1 FUND 305: A.D. 985 DEBT SERVICE The District is bounded on the northeast by a Santa Fe Railroad right-of-way, on the southeast by Palm Avenue, on the southwest by Interstate 215 and on the west by the San Bernardino County Flood Control Channel. The Assessment District was formed and the Bonds were issued in order to finance improvements in connection with Industrial Parkway and certain portions of Palm Avenue. The Bonds are secured by the unpaid assessments, together with interest thereon, on parcels within the District. Installments of principal and interest sufficient to meet annual debt service on the Bonds will be billed by the County of San Bernardino to owners of parcels against which there are unpaid assessments. The assessment installments billed against each parcel each year represent pro rata shares of the total principal and interest coming due that year, based on the percentage which the unpaid assessment against that parcel bears to the total of unpaid assessments against all parcels. 2008-09 2009-2010 2010-2011 2011-2012 ACTUAL ACTUAL ADOPTED PROPOSED 72,534 69,100 0 0 2,547 3,600 0 0 0 75,081 72,700 REVENUE DETAIL 305-150- 4055 A.D. 985 Assessments 4505 Interest on Idle Cash 4506 Interest on Bond Reserves TOTAL REVENUE EXPENDITURE DETAIL 305-150- 5197 Administrative Expense 5801 Debt Service - Principal 5802 Debt Service - Interest 14,884 6,173 45,000 115,000 10,576 6,227 70,460 127,400 175,859 180,480 180,480 125,780 o o o , o TOTAL EXPENDITURES AVAILABLE BEGINNING FUND BALANCE (DEFICIT) AVAILABLE ENDING FUND BALANCE (DEFICIT) 125,780 125,780 125,780 125,780 604 CITY OF SAN BERNARDINO $709,105.00 LIMITED OBLIGATION IMPROVEMENT BONDS DATED DEC. 2, 1991 ASSESSMENT DISTRICT NO. 987 (VERDEMONT AREA) FORMATION DATE MAR. 11,1991 FINAL MATURITY SEPT. 2, 2011 BALANCE JUNE 30, 2012 $55,000 Program - 0115 FUND 306: A.D. 987 DEBT SERVICE The District is bounded on the north by the City limit line, on the east by Walnut Avenue. on the south by State Highway 215 and Kendall Drive and on the west generally by Little League Drive. The Assessment District was formed and the Bonds were issued in order to finance the construction of roadway improvements, including excavation, grading, curbs, gutters, sidewalk and asphaltic concrete pavement, street lights, traffic signals, sewer and water improvements and related projects within the City. The Bonds are secured by the unpaid assessments, together with interest thereon, on parcels within the Assessment District. Installments of principal and interest sufficient to meet annual debt service on the Bonds will be billed by the County of San Bernardino to owners of parcels against which there are unpaid assessments. The assessment installments billed against each parcel each year represent pro rata shares of the total principal and interest coming due that year, based on the percentage which the unpaid assessment against that parcel bears to the total of unpaid assessments in connection with the financing. REVENUE DETAIL 306-150- 4062 A.D. 987 Assessments 4505 Interest on Idle Cash 4506 Interest on Bond Reserves 2008-09 2009-10 2010-11 2011-12 ACTUAL ACTUAL ADOPTED PROPOSED 58,968 63,903 51 ,400 58,090 587 298 700 528 317 29 700 349 59,872 64,230 52,800 58,967 TOTAL REVENUE EXPENDITURE DETAIL 306-150- 5197 Administrative Services 5801 Debt Service - Principal 5802 Debt Service - Interest TOTAL EXPENDITURES 15,032 16,263 15,059 19,526 40,000 40,000 45,000 50,000 12.003 8,912 5,619 1,938 67.035 65,175 65,678 71,463 92,264 85,101 84,156 71,278 85,101 84,156 71.278 58,782 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) AVAILABLE ENDING FUND BALANCE (DEFICIT) 605 C'-" OF SAN BERNARDINO $'" . J3,000 A.D. 1015 NEW PINE AVENUE LOAN FORMATION DATE DEC. lB, 199B Program ~ 0115 BALANCE JUNE 30, 2011 $352,300 FUND 356: AD 1015 NEW PINE DEBT SERVICE The purpose of this loan was to finance the costs of the infrastructure improvements consisting of the construction of New Pine Avenue. The Sewer Line Maintenance Fund will contribute $316,500, the Sewer Line Construction Fund will contribute $316,500, and the Economic Development Agency will lend $500,000 towards the construction of New Pine Avenue. 2008-09 2009-10 2010-11 2011-12 ACTUAL ACTUAL ADOPTED PROPOSED REVENUE DETAIL 356-150- 4064 A.D. 1015 New Pine 61,665 68,907 68,000 66,191 4505 Interest on Idle Cash 349 215 300 288 TOTAL REVENUE 62,014 69,122 68,300 66,479 EXPENDITURE DETAIL 356-150- 5197 Administrative Services 7,043 7,919 7,955 13.196 5802 Debt Service - Interest 26,412 24,700 28,200 27,479 TOTAL EXPENDITURES 33,455 32,619 36.155 40,675 AVAILABLE BEGINNING FUND BALANCE (DEFICIT) -474,414 -445,855 -409,352 -377,LVO AVAILABLE ENDING FUND BALANCE (DEFICIT) -445,855 -409,352 -377,206 -351,403 606 >-1- (ijro"ffi I (ij(ijrarororo ~~~~~~ (ij(ij(ij . lijro"ffi<1i i UZ " " " :J :::I ~ ::l ::I :::I " " " " ::J::l ::J:::I ZW o 0 0 eel:; C l:; C cC(;;CCC o C 0 0 t: C r.:: c w" 000 CCI:::CCC Ccc:ccc o 0 0 0 c: C l:.:: C ,,>- 111 11'=}111 ct:<!'<::(<(<(<( 111 '1' "f:1"f1 c'" 'E"E "E "E "E 1: "E "E "E "E "E .~ "E "E "E EIEE E 'E 'E'E 'E w" o:~ 000 <D(t) <Il Ql <l.J Ql Q) W 1lI Q) Q) <1J 000 0 Q) Q)Ql Q) ~o "''''''' (/)(/)U)(/){/)CI) UHf) U) (/) en (/) "''''''' '" (/)(/)U)(f) m -. ;~a~~M ieoQ~~N .N l.t) 0 - 0 v C8O~ ~ ~ ci!~~ v~m N romo '" v ~ ;; N m~.... .... roro ....m'" o lO 1.0 N r-- "~ro '" ~ o '" 0 m~o oj rom N-C"im lO(,,)- 0<0"<<5 l!)-~I"'i '" oj ,,; !:!:zo tD-<Xir-.: 0 ~m romN "'''' ~mro "'....0 ;; '" N oj N ~:)g ~ ~.... 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APPROPRIATION LIMIT FY 2011 - 2012 APPROPRIATIONS LIMIT INFORMATION WILL BE INCLUDED IN THE FINAL BUDGET DOCUMENT. 610 11. BUDGET GLOSSARY GLOSSARY OF BUDGET TERMS Account: A subdivision within a fund for the purpose of classifying transactions. Account Number: A numeric identification of the account. Typically a unique number or series of numbers. The City of San Bernardino's number structure is comprised of three fields of characters. They are as follows: Fund Number - Department Number - Object Code and looks like (000-000-0000). Adopted Budget: A budget which typically has been reviewed and "Adopted" (approved) by the Mayor and Common Council prior to the start of a fiscal year. The legal authority to expend money for specified purposes in the fiscal year time period. Appropriate: Set apart for, or assign to, a particular purpose or use. Appropriation: An authorization by the Mayor and Common Council to make expenditures and to incur obligations for specific amounts and purposes within a specific time frame. Appropriations Limit: As defined by Section 8 of Article XIIIB of the California Constitution, enacted by the passage of Proposition 4 at the November 6, 1979, general election, the growth in the level of certain appropriations from tax proceeds are generally limited to the level of the prior year's appropriation limit as adjusted for changes in cost of living and population. Other adjustments may be made for such reasons as the transfer of services from one government entity to another. Assessed Valuation: A percent of appraisal value assigned to real estate property for use as a basis for levying property taxes. Asset Forfeiture: The removal of money and property from persons involved in illegal criminal acti vi ty. Assessment: Charges made to parties for actual services or benefits received. Assessment Districts: An area where fees are assessed by the City to cover the construction, maintenance or service costs that have occurred in that specific area. Audit: Scrutiny of the City's accounts by an independent auditing firm to determine whether the City's financial statements are fairly presented in conformity with generally accepted accounting principles. Beginning Balance: Unencumbered and unreserved resources available in a fund from the prior fiscal year after payment of prior fiscal year expenditures. Bond: A written promise from a local government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance capital improvement projects. 611 City of San Bernardino Glossary of Budget Terms Budget: A fiscal plan of financial operation listing an estimate of proposed applications or expenditures and the proposed means of financing them. The budget must be approved by the Mayor and Common Council prior to the beginning of the fiscal year. Budget Amendment: Any changes made to the Adopted Budget Document. (Administrative Amendment - Changes to the budget that do not require the approval of the Mayor and Common Council and may be approved administratively by the Director of Finance. Legislative Amendment - Changes to the budget that require the approval of the Mayor and Common Council and may not be approved administratively. Budget Message/Transmittal Message: A message from the City Administrator to the Mayor and Common Council which summarizes the budget and highlights the most important aspects of the budget. Budget Year: The Fiscal year for which the budget is being considered; fiscal year. Budgeted Positions: Those ongoing positions approved in the final budget of the preceding year. Budgeted Reserve: The anticipated portion of a fund's balance designated by the Mayor and Common Council as reserved for contingencies and not to be appropriated unless directed and authorized by the Mayor and Common Council. CAD/RMS System: (CAD) A Computer Aided Dispatch System used by the Police and Fire Departments. (RMS) A Records Management System used by the Police Department. Capital Outlay: Expenditures which result in the acquisition of, or addition to, fixed assets. A capital item is tangible, durable, non-consumable, and has a useful life of more than one year and a value of more than $500 per unit. Capital Projects: A major long-term construction of, or improvements to, public physical facilities. Carryover: Process of carrying a budgeted and encumbered item from the current fiscal year to the next fiscal year. The new fiscal year account will reflect the increased amount of the carryover. CATV: Cable TV Division of the City of San Bernardino. This division provides regulatory oversight of the City's cable companies for franchise compliance, consumer protection, and franchise renewal negotiations. It operates and programs two access channels, one public and one educational for the community. CDBG: Community Development Block Grant - Contributions received from the Federal Government to be used or expended for a specific purpose or activity. 612 City of San Bernardino Glossary of Budget Tenns Certificates of Participation (COP): Obligations of a public entity based on a lease or installment sale agreement. Charter: A formal legal document of the City which specifies its purpose and describes the organization of the City's goverrunent. Charter 186: Establishes for the City of San Bernardino a basic standard for fixing salaries, classifications, and working conditions of the employees of the Police and Fire Departments of the City of San Bernardino, and the Mayor and the Common Council in exercising the powers and control over these departments Consumer Price Index (CPI): Measure of change in consumer as determined by a monthly survey of the U.S. Bureau of Labor Statistics. Debt Service: Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation (COP's). Deficit: Insufficient revenues to fully support current expenditures and obligations. Department: A major unit of organization in the City comprised of subunits named divisions and responsible for the provision of a specific package of services. Depreciation: Loss in value of an asset, whether due to physical changes, obsolescence, or factors outside ofthe asset. Designated Fund Balance: A portion of unreserved fund balance designed by city policy for a specific future use. Division: A major sub-unit of a department with responsibility for a clearly defined portion of the service package provided by a department. EDA: Economic Development Agency EMS: Emergency Medical Service Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended. Expenditures: The outflow of funds paid or to be paid for an asset, goods or services obtained. The actual spending of goverrunental funds. Fiscal Year (FY): A twelve-month period of time to whioh an annual budget applies and at the end of which a goverrunental unit determines its financial position and the results of its operations. In the City of San Bernardino, it is July I through June 30. Fixed Asset: Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. 613 City of San Bernardino Glossary of Budget Terms Fleet: A Division of the City of San Bernardino which operates under the supervision of the Director of Public Services. This Division is responsible for acquisition, service and maintenance of the City's vehicles and equipment. Franchise Fee: A charge for the privilege of using public rights-of-way and property within the City for public or private purposes. Fringe Benefit: Compensation that an employer contributes to its employees such as social security, retirement, life/health insurance, or training supplements. Fringe benefits can be either mandatory or voluntary. Fund: An independent fiscal and accounting entity with a self balancing set of accounts, used to record all financial transactions related to the specific purpose for which the fund was created. Fund Balance: The difference between fund assets and fund liabilities. General Fund: The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City's general operations and services such as street maintenance, parks, fire and police protection. General Government: A fund within the City budget which consists of two areas: 1) Fine Arts and Civic Activities - Which is the support of various programs that aid the City in improving its cornmunity, developing and enhancing the cultural and aesthetic values of the City, and developing the Civic Affairs of the City. 2) Non-Departmental- City-wide program costs which are not directly applicable to anyone City Department. Goal: A general statement of broad direction, purpose or intent, which describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year. Grant: Contributions or gifts of cash or other assets from another governmental entity or foundation to be used or expended for a specific purpose, activity or facility. Infrastructure: The physical assets of the City (Streets, water, sewer, public buildings, parks). Internal Audit: The review of financial transactions in both the Finance Department and in operating departments for compliance with local policy and generally accepted accounting principles. Internal Service Funds: A fund established to account for the goods and services provided by one City Department to another City Department and is financed on a cost-reimbursement basis. Lease Purchase: With the approval of the Mayor and Cornmon Council, a large purchase of capital equipment made by the City of San Bernardino which is paid through a financial corporation in payments. The payments can be made annually, semi-annually, quarterly or monthly. 614 City of San Bernardino Glossary of Budget Terms Liquidation: To convert assets into cash. Mid-Year Budget Review: A review of actual expenditure and reserves vs budgeted amounts half way through the fiscal year. Reserve and expenditure estimates may be revised based on actuals and new information not available at time the budget was adopted. MIS: Management Information Systems Division of the City of San Bernardino. This Division provides technology creation, maintenance, and general automation support to all City Departments. Memorandum of Understanding (MOD): The result of labor negotiations between the City of San Bernardino and its various bargaining units. Non-Departmental: Appropriations of the General Fund not directly associated with a specific department. Expenditure items and certain types of anticipated general savings are included. Ordinance: A formal legislative enactment by the City Council. It has the full force and effect of law within the City boundaries. Organizational Chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities. Outsource: The contracting of public services to an outside vendor. Overtime: Time worked in excess of an agreed upon time for normal working hours by an employee. Hourly or non-exempt employees must be compensated at the rate of one and one-half their normal hourly rate for overtime work beyond 40 hours in a work week. PERS: Public Employees Retirement System ~ The retirement system, administered by the State ofCalifomia, to which all permanent City employees belong. Preliminary Budget Document: An unapproved draft document listing an estimate of proposed applications or expenditures and the proposed means of financing them for a certain fiscal year. Proposition 218: The law which governs whether or not a City can approve/impose a tax without an electoral vote. Purchase Order: An order issued by the Purchasing Department which authorizes the delivery of specific goods or services, and incurring a debt for them. Reserve: The portion of a fund's balance legally restricted for a specific purpose and, therefore not available for general appropriation. Resolution: A special order of the Mayor and Common Council which has a lower legal standing than an ordinance. 615 City of San Bernardino Glossary of Budget Tenus Revenues: Funds received from various sources and treated as income to the City which are used to finance expenditures. These funds are received from sources such as local taxes, state shared revenues, fees charged, interest on investments and fines and forfeits. Salary Savings: Salary savings reflect personnel cost savings resulting from vacancies and as a result of employee turnover. Shortfall: The forecast amount, which will become a deficit to the City once all revenues and expenditures have been calculated. Special Revenue Funds: A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes. Taxes: Charges made against the public by a government to obtain the money it needs to finance its activities. Transient Occupancy Tax (TOT): A tax imposed on travelers who stay in temporary lodging facilities within the City. Undesignated Fund Balance: The unrealized balance of an account once all revenues and expenditures have been calculated. Utility Users Tax: Per the City of San Bernardino Municipal Code Chapter 3.44, a tax is imposed on users of utilities within the City, such as cable, gas, electric, and telephone, at a rate of 8%. This tax is a major revenue source for the City of San Bernardino. Vacancy Factor: The calculated savings of vacant positions and expenditure savings within City Departments. Vendors: Persons or companies providing services to the City of San Bernardino for payment. 616 ABBREVIATIONS AND ACRONYMS GUIDE Air Quality Management District AQMD (Also known as South Coast Air Quality Management District - SCAQMD) Assembly Bill AB Assessment District AD Assessor's Parcel Number APN Business Registration Certificate BRC (Also known as Business Liceuse) Computer Aid Dispatch CAD (Also kuown as Computer Aided Design) California Enviroumental Quality Act CEQA Certificates of Participation COP Citizens Optiou for Public Safety COPS Community Development Block Grant CDBG Community Development Commission CDC Comprehensive Annual Financial Report CAFR Conditional Use Permit CUP Consumer Price Index CPI Drug Abuse Resistance Education DARE Development Review/Environmental Review Commission DRC/ERC Economic Development Agency EDA (Also known as Former Redevelopment Agency - RDA) Emergency Medical Service EMS 617 City of San Bernardino Abbreviations and Acronyms Guide Environmental Impact Report EIR Fair Political Practices Commission FPPC Fiscal Year FY General Plan Amendment GPA Geographical Information Systems GIS Government Code GC Inland Valley Development Agency IVDA Joint Powers Authority (generic) JPA Legislative Review Committee LRC Local Agency Formation Commission LAFCO Management Information Systems MIS Mayor and Common Council M&CC Memoraudum of Understanding MOU Muuicipal Code (Also known as San Bernardino Municipal Code - SBMC) MC Norton Air Force Base (former) NAFB Online Computer Library Center OCLC Problem Oriented Policing POP Public Employees Retirement System PERS Public Information Officer PIO Records Management Systems RMS San Bernardino Association of Governments SANBAG San Bernardino International Airport Authority SBlAA 618 City of San Bernardino Abbreviations and Acronyms Guide San Bernardino Joint Powers Financing Authority SBJPFA San Bernardino Unified School District SBUSD Senate Bill SB Southern California Association of Governments SCAG Southern California Edison SCE Transient Occupancy Tax (Also known as Transient Lodging Tax - TL T) TOT Underground Utility District UUD Utility Users Tax UUT 619 S2 W o 0 � � � o N 4■■* O v OIL- ct Ct OJ U % '� 0 o � ct L M &..ct ct N • � .4—j ct ct .... ct cn h n 0 WU Ct ct • O W t�A cn • • /1 l • c Cld cn � o 0 U � 4j 4 ;-.4� Ct •PEO O O 4=0 c W M •� !� 4.4 ► N . . � OQ y •� U � c� � � .O � s. � 0 a� y bA q�p cd .� C � U � 0;moo U O Ct W Cf) ct ct Cld O � N M d- >1 C: Q) � O N >, L- O Cl -f-r to OU (6 E3 O N O � U) N 7 CM CL Z -- N a) � ON O � C � U' C m � m MU . . 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