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Home My WebLink About18-City Attorney T~ tJYrM Bieri 0; #/~ INTER OFFICE MEMORANDUM OFFICE OF THE CITY ATTORNEY CITY OF SAN BERNARDINO DATE: January 22, 2009 ~njered Into Rae, at MCC/CDC M1g: J. ~-..itJ 7 iV: G~ QIf"i.'-+-r~1 \genda ~ No: It ~ J J~ c'e~t'Dr~~ta~~~A,L Aiy ot San Bernardino FROM: Mark Weinberg City Manager Stephanie D. Easland~ Assistant City Attorney TO: RE: Proposal to Close City Hall on Fridays CC: Patrick J. Morris, Mayor; Council Members; James F. Penman, City Attorney; Rachel Clark, City Clerk; David C. Kennedy, City Treasurer; Department Heads FACTS: During closed session on January 5, 2009, the City Manager obtained authorization from the City Council to pursue closing City Hall on Fridays in an effort to decrease this fiscal year's impending budget shortfall. This proposal raises a number oflabor/personnel issues implicating the Meyers-Milias-Brown Act (MMBA), the Federal Fair Labor Standards Act (FLSA) and the Memorandums of Understanding of the affected bargaining groups. CONCLUSION: The decision to partially close City Hall and implement involuntary furloughs, i.e., temporary layoffs, is not subject to the MMBA's mandatory bargaining requirements. However, the effects of such a decision are subject to the MMBA's meet and confer requirements. As for changing employees' schedules in orderto implement furloughs, the General and Mid- Management Memorandums of Understanding define their members' work schedules, except as otherwise provided, as either a 5/40, 9/80 or 4/10 schedule. However, the MOUs also provide for adjustments to these defined work schedules "as may be necessary for the efficient and economical provision of services for the public." If a schedule change is contemplated, these MOUs require two weeks notice of any schedule changes before such changes are implemented. F:\EASLAND\City Attomey\PropCloseCityHaIlFri.CMgr.mem. wpd ~Dltfil\~-tl -z111/ocr I /-kwl#/8 (!uMiilued -tl> ~ I 'I' 04 I I-reM -ll:- :z... An involuntary furlough is the equivalent of a temporary layoff. If an employee's schedule is changed to facilitate a closure of City Hall on every other Friday, the General and Mid-Management MOUs, in their management rights provisions, reserve to the City the unrestricted authority to layoff personnel on those closure days. However, the effects of such a layoff are subject to the meet and confer requirements of the MMBA, and any proposed furloughs/layoffs would be subject to the Civil Service Rules regarding layoffs for affected classified employees. As for salaries, the subject MOUs incorporate the salaries set forth in Resolution 6413 which sets forth the salaries of the City's non-safety employees using ranges, and steps within such ranges, based upon a monthly amount. However, these MOUs do not guarantee the entire monthly amount in the event an employee takes unpaid leave, and in fact, the practice is to reduce an employee's salary accordingly using an hourly rate that corresponds to the monthly amount. Since the proposed furloughs are the same as unpaid leave, an affected employee's salary can be reduced accordingly. In regard to issues that are subject to the MMBA's meet and confer requirements, the MMBA allows for the immediate adoption of an ordinance, rule, resolution or regulation without prior notice to, or meeting with, the unions in cases of emergency. However, the emergency must be articulated beyond mere speculation and with a substantial likelihood that serious harm will be experienced unless immediate action is taken. Furthermore, such bargaining requirements cannot be suspended based upon a proposal being more convenient, or in the City's best interests, and such action should not be taken lightly and without serious consideration of the existing circumstances. Lastly, involuntary furloughs with a corresponding reduction in pay will cause any FLSA exempt employees subject to such furloughs to lose their FLSA exempt status for those weeks where the deduction is imposed. The result is that these employees, who are normally exempt from the payment of overtime will be entitled to overtime wages for those hours worked over 40 hours in that workweek. DISCUSSION: From a labor standpoint, a primary issue is whether the proposal to close City Hall is a meet and confer matter or whether it falls within the City's management rights so as not to require bargaining with the labor groups. The MMBA governs labor management relations at the local government level. One of its stated purposes is to promote full communication between public employers and employees. To effect this goal, the MMBA obligates employers to bargain in good faith with employee representatives about matters within the "scope of representation." Pursuant to Government Code 93504, "[t]he scope of representation shall include all matters relating to employment conditions and employer-employee relations, including, but not limited to, wages, hours, and other terms and conditions of employment, except, however, that the scope of representation shall not include consideration of the merits, necessity, or organization of any service or activity provided by law or executive order." The employer may be relieved from its bargaining requirements under the "merits, necessity, or organization" language of Government Code 93504 as courts have held thatthis limiting language was intended to exclude general managerial policy decisions. See, Fire Fighters Union, F:\EASLAND\City Attomey\PropCloseCityHallFri,CMgr.mem.wpd 2 Local 1186, International Assoc. Of Firefighters, AFL-CIO v. City of Vallejo, 12 Cal.3d 608, 616 (1974). In Fire Fighters Union v. City of Vallejo, the court noted that in Government Code S3504, the phrase "wages, hours and other terms and conditions of employment" was taken directly from the National Labor Relations Act, which provides that "to bargain collectively is. . . to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment. . .." 29 U.S.C. SI58(d). The court found that "the adoption oflegislation providing for public employment negotiation on wages, hours and working conditions just as in the private sector demonstrates that the Legislature found public sector and private sector employment relations sufficiently similar to warrant similar bargaining provisions," and concluded that the bargaining requirements of the National Labor Relations Act (NLRA) and cases interpreting them may be properly referred to for interpreting the scope of bargaining under the MMBA. City of Vallejo, 12 Ca1.3d at 617. In regard to the issue of a partial closure of a business and the employer's bargaining obligations, the U.S. Supreme Court, in First National Maintenance Corporation v. National Labor Relations Board, 452 U.S. 666, 101 S.Ct. 2573 (1981), held that the decision to close facilities due to economic reasons is not part of the "terms and conditions" which mandate bargaining under the NLRA. This holding was based on the Court's conclusion that the "harm likely to be done to an employer's need to operate freely in deciding whether to shut down part of its business purely for economic reasons outweighs the incremental benefit that might be gained through the Union's participation in making the decision." First National Maintenance Corp., 452 U.S. at 686. The Court noted that requiring mandatory bargaining in such a situation would give unions a powerful tool for achieving delay, "a power that might be used to thwart management's intentions in a manner unrelated to any feasible solution the union might propose." Id. at 683. However, the Court also noted that "[i]f labor costs are an important factor in a failing operation and the decision to close, management will have an incentive to confer voluntarily with the union to seek concessions that may make continuing the business profitable. [Citations omitted.] At other times, management may have great need for speed, flexibility, and secrecy in meeting business opportunities and exigencies. . . . The publicity incident to the normal process of bargaining may injure the possibility of a successful transition or increase the economic damage to the business." Id. at 682-83. However, despite its finding that the decision to close is not a mandatory bargaining issue, "[t]here is no dispute that the union must be given a significant opportunity to bargain about these matters of job security as part ofthe 'effects' bargaining mandated by [the National Labor Relations Act]." Id. at 681. The same is true at the state level. In California, the Public Employment Relations Board (PERB) has consistently held that a decision concerning the level of service to be provided is a fundamental management prerogative which is not subject to negotiations. See, Mt. San Antonio Community College District PERB Decision No. 297 (1983); Mt. Diablo Unified School District PERB Decision No. 373 (1983); Davis Joint Unified School District PERB Decision No. 393 (1984). An employer's decisions to establish positions and services, eliminate services, abolish filled or vacant bargaining unit positions, and layoff bargaining unit members, are all matters ofmanagement prerogative not with the scope ofrepresentation. Mt. San Antonio; Alum Rock Union Elementary School District PERB Decision No. 322; Newman-Crows Landing Unified School District PERB F:\EASLAND\City Attomey\PropCloseCityHallFri.CMgr.mem.wpd 3 Decision No. 223 (1982). However, the effects of these decisions may be negotiable to the extent that they impact terms and conditions of employment of bargaining unit members. Alum Rock As previously stated, the cases interpreting the NLRA are applicable to the MMBA. Therefore, following the holding in First National Maintenance Corp., as well as numerous decisions of California's Public Employment Relations Board, the decision to partially close City Hall is not subject to the MMBA's mandatory bargaining requirements; however, the effects of such a decision are subj ect to the Act's meet and conferrequirements. In that regard, the proposed partial closure will affect employees' work schedules, wages, and workload. These effects resulting from the closure of City Hall will need to be addressed with the applicable unions representing the affected employees through the meet and confer process. Another issue that arises with the City Manager's proposal to close City Hall is how the current Memorandums of Understanding (MOUs) with the employee unions affect such a decision in light of the fact such closure will result in the involuntary furloughs of employees. Both the General Unit and Mid-Management Unit MOUs define their members' work schedules, "except as otherwise provided for," as follows: (1) a 5/40 schedule consisting ofa forty (40) hour work week, consisting of five (5), eight (8) hour days, exclusive of any meal periods; (2) a 9/80 schedule consisting of eighty (80) work hours in a two week period, consisting of eight (8), nine (9) hour work days and], eight (8) hour work day, exclusive of any meal periods; and (3) a 4/1 0 schedule consisting of a forty (40) hour work week consisting offour (4), ten (10) hour work days, exclusive of any meal periods. See, General Unit Employees Memorandum of Understanding, Article VI - Working Conditions, Section I(A); Middle Management Employees Memorandum of Understanding, Article VI - Working Conditions, Section I(A). Both MOUs also provide for adjustments to the defined work schedules and state "[i]t is understood and agreed that Department Heads shall establish such work schedules as may be necessary for the efficient and economical provision of services for the public, and to make such adjustment in work shifts as are from time to time required." General Unit MOU, Article VI - Working Conditions, Section I(B); Middle Management MOU, Article VI - Working Conditions, Section I(B). In such case, the subject MOUs require the City to give the employees and unions two weeks notice of any proposed changes. Therefore, the MOU allows management to change the defined work schedules as may be necessary for the efficient and economical provision of services for the public. In the case of City Hall closures, the necessity to adjust certain employees' work schedules arises due to the fact the work facilities are being closed in an effort to reduce a budget shortfall, however, the MOUs require two weeks' notice of any schedule changes before such changes are implemented. Additionally, requiring involuntary, unpaid furloughs due to closing City Hall one day every other week is, in effect, effectuating a temporary layoff of employees. As stated by the U.S. Supreme Court in Fishgold v. Sullivan Drydock & Repair Corporation, 328 U.S. 275, 66 S.Ct. 1105 (1946), a furlough is not considered a discharge, it is a form of layoff, as is a leave of absence. Id. at 287. In the subject MOUs, the City, in its management rights provision, reserved the unrestricted authority to layoffpersonnel as set forth in Article], Section I ofthe General and Middle Management MOUs: [T]he City retains all its exclusive rights and authority under City Charter, ordinances, resolutions, state and federal laws and expressly and exclusively retains its F:\EASLAND\City Attorney\PropCloscCityHallFri.CMgr.mem.wpd 4 management rights, which include but are not limited to: . . . determine the method and means to relieve its employees from duty because oflack of work or other lawful reasons, maintain the efficiency of governmental operations; determine the methods, means and numbers and kinds of personnel by which government operations are to be conducted. .." General and Mid-Management MOUs, Article I, Section I. Again, the effects of such temporary layoffs would be subject to the meet and confer requirements of the MMBA since such action affects the terms and conditions of employment, as well as the wages of affected employees. Additionally, the proposed furloughs/layoffs would be subject to the Civil Service Rules regarding layoffs for those affected classified employees. As to the effect the proposed furloughs would have on employees' salaries, both the General Unit and Mid-Management MOUs state that salaries are per Resolution 6413, as amended by the Mayor and Common Council. Resolution 6413 sets forth the salaries of the City's non-safety employees using ranges, and steps within such ranges, based upon a monthly amount. When the Finance Department issues paychecks to City employees, these monthly amounts are broken down into an hourly rate, and if an employee uses any unpaid leave, or no-pay status, the hourly rate is used to reduce the employees' salary. Such would be the case in regard to furloughs. The employee's salary would be reduced by the amount of time not worked due to the partial layoff. Although the monthly salaries set forth in Resolution 6413 are incorporated into the General and Mid-Management MOUs, nowhere is such monthly amount guaranteed regardless of whether an employee works or not. However, since this is a temporary layoff, in some circumstances, certain employees may be eligible for unemployment insurance benefits based upon their partial unemployment on those weeks where they are involuntarily furloughed.' In the situations where the City is required to meet and confer, the MMBA also allows for the immediate adoption of an ordinance, rule, resolution or regulation without prior notice to or meeting with the unions in cases of emergency. See, Government Code 93504.5. However, what shall constitute an emergency is left unexplained by the MMBA. In Sonoma County Organization of Public/Private Employees. Local 707. SEIU, AFL-CIO v. County of Sonoma, I Cal.AppAth 267 (J 991), the court explained that "emergency has long been accepted in California as an unforseen situation calling for immediate action." Id. at 276." Not only must urgency be present, the magnitude of the exigency must factor. Without question, an emergency must have 'a substantial likelihood that serious harm will be experienced' (citation omitted) 'Under the provisions of the Unemployment Insurance Code, a person must be "unemployed" to be eligible for unemployment insurance benefits. The definition of "unemployed" for benefit eligibility purposes, is contained in Section 1252 of the Code which, in pertinent part, provides: "(a) [a]n individual is 'unemployed' in any week in which he or she meets the following conditions: . .. (2) Any week of less than full-time work if the wages payable to him or her with respect to the week, when reduced by twenty-five dollars ($25) or 25 percent of the wages payable, whichever is greater, do not equal or exceed his or her weekly benefit amount. . ." f:\EASLAND\City Attorney\PropCloseCityHallFri.CMgLmem.wpd 5 unless immediate action is taken. The anticipation that harm will occur if such action is not taken must have a basis firmer than simple speculation. (Citations omitted.) Emergency is not synonymous with expediency, convenience, or best interests (citations omitted) and it imports more . . . than merely a general public need. (Citations omitted.) Emergency comprehends a situation of "grave character and serious moment." Jd. at 277. Therefore, if an emergency can be articulated beyond mere speculation and with a substantial likelihood that serious harm will be experienced unless immediate action is taken, legislation may be immediately implemented prior to engaging in the meet and confer process. However, the "possibility of misestimation inheres in the concept ofa perceived peril's imminence, in the discretionary nature of the power to declare an emergency, and in the deference courts must accord such a determination by the responsible legislative body." Jd. at 279. The realization of feared harm is not the criterion of governmental power to act. See, Dennis v. United States, 341 U.S. 494, 509-10, 71 S.Ct. 857 (1951). Clearly, any cessation of services that would endanger the public's health and safety would justify a determination that there was a substantial likelihood that serious harm would be experienced, thereby relieving the City from its meet and confer responsibilities prior to enacting legislation to address the situation. However, such bargaining requirements cannot be suspended based upon a proposal being more convenient, or in the City's best interests, and such action should not be taken lightly and without serious consideration of the existing circumstances. Additionally, it should be noted that the involuntary furloughs along with a corresponding reduction in salary for FLSA exempt employees will cause those exempt employees to lose their FLSA exempt status for those weeks where the deduction is imposed, thereby entitling these employees to overtime wages for those hours worked over 40 hours in that workweek. Although the FLSA does not normally allow for the furlough of exempt employees without losing their exempt status, a special exception has been enacted for public sector entities. Specifically, 29 C.F.R. 541.710(b) provides that: Deductions from the pay of an employee of a public agency for absences due to a budget required furlough shall not disqualify the employee from being paid 'on a salary basis' except in the workweek in which the furlough occurs and for which the employee's pay is accordingly reduced. F:\EASLAND\City Attomey\PropCloseCityHallFri.CMgr.mem.wpd 6 Thus, this provision means that overtime exempt employees must be treated in all aspects like a non-exempt employee during the workweek in which the furlough occurs, but will not lose their exempt status permanently. In essence, during the week of the furlough, the exempt employee must be temporarily switched to non-exempt status and is governed by all FLSA rules and regulations pertaining to non-exempt employees; e.g., the employee shall be eligible for overtime compensation should he/she exceed the overtime threshold.' Therefore, the City needs to be aware of the overtime exposure as a result of implementing regular and recurring furlough days, thereby causing exempt employees to lose their exempt status for those weeks in which a deduction is claimed. For Department Heads, managers or other FLSA exempt employees who put in a lot of work hours, losing their exempt status could prove costly to the City if their hours are not carefully monitored. 'The way the current 9/80 workweek is calculated, i.e. from noon Friday to noon the following Friday, poses a problem in regard to this regulation since the proposed furlough of every other Friday will fall within two workweeks, thereby causing exempt employees to lose their exempt status in every workweek. F:\EASLAND\City Attorney\PropCloseCityHaIlFri.CMgr.mem.wpd 7 ..' .' , INTER OFFICE MEMORANDUM OFFICE OF THE CITY ATTORNEY CITY OF SAN BERNARDINO Date: Mayor and Common Council John F. Wilson, Senior Assistant City Attorne~ February 2,2009 To: From: RE: Impracticability of Closing City Attorney's Office On Fridays CC: City Clerk, City Manager The City Attorney's office will contribute to the budget adjustment by processing more cases in-house, by aggressively developing the administrative civil penalty (ACP) program, and by billing EDA and other non-general fund accounts for services provided by this office. Critical and significant savings are a result ofthe office's loss prevention function which naturally expands as a result of the budget cuts in other departments. Any savings proposed to be derived from other approaches are illusory. The City Attorney's Office fully recognizes the critical condition ofthe City budget. The proposed cuts and revenue enhancements that the City Manager has put forward to address the issue are the types and levels of adjustments that must be made. Ten percent of the bones of City operations must go. As the City Manager has recognized, a uniform 10% cut across City departments is not the answer. Cherished beliefs concerning the contribution of a department to the health of a community must be adjusted. Unrealized but critical functions must be appreciated. The actual contribution of a department to the City during the period of budget adjustment and to City operations after the changes are in place is what is important now. <!.b~Vlwl fo 2../11/0"1, IUM~t~ Cc\'\'li\'\~ib "J,/t110QI It~~2. The demands on the City Attorney's office do not diminish, but increase in this environment; the volume of legal work generated by the public and the departments does not diminish as a result of the budget adjustments. Personnel and Human Resource issues must be worked through during the implementation of budget cuts. Experience shows that with staff reductions at the department level there will be increasing tacit and implicit reliance on the City Attorney's office to catch potentially costly errors in processing. City staff will become fatigued, and begin to take short cuts - sometimes to save money - in ways that are inappropriate. Additionally, staff reductions mean fewer people to bring their problem solving skills and Entered Into Rec. at MCC/CDC Mtg: ../ L/~ I by: t{~ cu.;c;:,-rcUj Agenda lIe No: /1 ~ by: y\:-,d~ (!--uv'~ City Clerk/CDC Secretary City of San Bernardino F:\WILSON\Mayor\City Atty FYi Closures 2.2.09.wpd " experience to bear at the department level, no second set of eyes, and people required to take actions beyond their level of competency to get the work done. This fatigue and reduced level of review has repeatedly occurred after previous City staff layoffs. After the budget cuts, if an attorney is not available to answer questions as needed, departments will start acting as their own attorney. The chief problem is that they don't recognize problems, and what were small issues become lawsuits. What it takes to resolve a legal problem is not changed by the fact that the City has made a budget adjustment. That translates into a minimum level of legal work to be performed on behalf of the City. The City Attorney's office is the most cost effective way of providing those legal services. This is especially true when you factor in the ability to catch problems early and the sensitivity to potential problems that comes from regular work with the staff. The least experienced deputy city attorney is paid $63.86 per hour. The least expensive outside attorney is $145.00 per hour. Given the minimum level of work involved, and a substantial inability to control the number of legal problems to be addressed through the budget process, cutting the staff in the City Attorney's office has counter-intuitive results. Instead ofthe costs oflegal service going down it goes up. A reduction of persons in-house to handle problems means that outside staffing must be acquired at an additional cost. Reducing the number of days staff works does not reduce the number of days needed to do the work, and, because of court calendars and outside counsel calendars, it does not place a control on the days when the work is to be done. This will result in an increase in overtime, not only for the attorneys, but for the support staff as well in that the attorneys cannot do the work without appropriate support staff. Because both the State and Federal courts are open each Friday, we have court appearances, and other legal deadlines Monday through Friday requiring the office to be open and staffed every day, including each Friday. Moreover, having only a minimum number of employees present is not practicable any day of the week, including Fridays. We have examined the possibility of having only one legal secretary and one attorney working on Fridays. A careful review of mandatory court appearances, deadlines for answers to complaints, depositions, settlement conferences, case management conferences, and trials results in the conclusion that at least 50% of the legal staff is necessary each Friday. In addition this office is subject to receiving 24-hour notices of ex parte hearings on Fridays, the same as any other weekday. A reduction in the number of personnel produces additional problems. The office has evaluated a number of scenarios for the reduction of attorneys and investigators. In one, there would initially be a gross savings of $102,000 in salary. However, the individuals involved must be paid $82,000 in accruals for a net one time savings of $20,000. Further, other personnel or outside counsel would be required to take over the cases and administrative advisement duties performed by the attorney at an additional cost. There would be no savings, but a net increase. The same basic result was achieved in the alternative scenarios evaluated. 2 F:\WILSON\Mayor\City Atty Fri Closures 2.2.09.""])d ,,~ , The investigators are important to the processing of the administrative civil penalties (ACP's). This is a program derived from one that has been in place in the City of Riverside for approximately 5 years. We use that program as a model. It has proven to be an effective way to achieve compliance with the City's code enforcement provisions, and has the secondary advantage of being a source ofrevenue to support code enforcement operations. The program involves a hearing before a hearing officer who determines liability and assesses penalties for violations of the City codes. Based on actions to date, a stream of income has developed from this process. It is anticipated that more significant revenues will be derived from the program after its 3rd year of operation. This is because our ordinances require that there be $100,000 in penalties assessed against a property before it can be made the subject of a foreclosure action. With a sale at foreclosure, the evidence suggests that $80,000 to $100,000 per sale in cash proceeds may be generated by the program resulting from the sale of property. It is important that at this stage, the program be properly supported. In this regard it is noted that while this office has a well researched belief in the legality of the effort, questions remain. It is important that an attorney, administrative analyst and clerical support continue to provide close supervision and accountability to avoid any unintended or unnecessary glitches that may render the program vulnerable to a successful court challenge. You are asked to note that the attorneys, legal secretaries and investigators in the San Bernardino City Attorney's Office have repeatedly demonstrated their willingness to make personal sacrifices for the benefit of our client, the City of San Bernardino. This past September, all but one of the attorneys and all legal secretaries accepted a 5% reduction in our pay without objection. (The attorney who did not receive the reduction was a new hire and was exempted by vote of the Mayor and Council.) In addition to the 5% pay reduction in September, the City Attorney also declined to accept his annual 5% pay increase in December. To the best of our knowledge, in all of the other city departments where a 5% pay cut was enacted, each of those employees received furlough days in exchange for the 5% pay reduction. In the City Attorney's Office because it was recognized that furlough days are an impossibility in terms of getting the work done, all effected employees agreed to forgo the furlough days that were offered by the City in exchange for the 5% pay reduction. In addition, we have reduced the City Attorney budget for travel, conferences, training, library, advertising, equipment, equipment maintenance, and contractual services. Also, outside counsel have reduced their fees by 5 %. As noted above, because our professional responsibilities as attorneys and legal staff require us to carefully and thoroughly work each case assigned to us, be it civil or criminal, we are required to spend as many hours as are necessary to assure that each case is properly prepared. The same is true oflegal advice we must research and provide for city departments and officials. We understand that we cannot properly prepare the cases and perform our other legally- mandated duties if we only work 40 hours a week, or if we only work a 9/80 schedule. Therefore, we are accustomed to working overtime without compensation. Ifwe are mandated 3 F:\WILSON\Mayor\City Atty Fri Closures 2.2.09.wpd ~ , to work only four days a week, there will not be enough hours in the work week to enable us to perform our duties at a level of competence sufficient to prevail in law suits and prosecutions. Also, we would be below the minimum amount of work required to represent our client within the bounds of professional competence. Given these facts, if our work week is reduced to four days, it would be necessary for us to work even more overtime hours than we do presently because of the shortened work week. However, because the reduction of the total work-week hours would be lowered by one day, our pay would be on an hourly basis and we would therefore lose our FLSA exemptions. Consequently, the City would have to compensate us at time and one-half our hourly wages, calculated without benefits. Because attorneys, city attorney investigators and supervising legal clerical staff are exempt from the Federal Fair Labor Standards Act (FLSA) none of the personnel in these three categories presently receives additional compensation for overtime worked. As professionals we are expected to put in whatever hours are needed to properly prepare our cases and to perform our other legal duties according to the professional standards of our profession. To do otherwise would subject us to disciplinary action by the State Bar if our failure to properly prepare and perform our duties is found to constitute malpractice. With the institution of a 4 day work week, the economics of the relationship is changed as a matter of law, and not at the behest of the staff. An examination of the overtime hours worked by attorneys and other FLSA exempt employees in our office last year demonstrated a high number of overtime hours worked as well as a high level of commitment. For example, one attorney who primarily advises the Development Services Department worked 392 overtime hours without pay in 2008. Our in-house appellate lawyer worked 424.9 overtime hours, also without additional pay. While the overtime of other attorneys varies depending on their assignments and legal experience and expertise, it is clear that if we have to pay overtime to the City Attorney FLSA exempt classifications, the costs of the overtime will not only cancel out the savings to the city, but will actually cost the city more than is currently being paid in salaries on a 9/80 work schedule. As attorneys, our pay would be considered high compared to most other non-management city employees. Our hourly salaries, with benefits range from a low of$63.86 per hour to a high of$98.66 for a Senior Assistant City Attorney. Given the above considerations, it is not cost effective for this office to reduce its hours and remain open only four days per week. For these reasons I request and recommend that the San Bernardino City Attorney's Office be exempted by the Mayor and Common Council from the imposition of a four day work week. I have discussed these difficulties and realities with the City Attorney and he concurs with my recommendation. 4 F:\WILSONlJ..1ayor\City Atty Fri Closures 2.2.09.wpd CITY OF SAN BERNARDINO CITY MANAGER'S OFFICE INTEROFFICE MEMORANDUM TO: Mayor and Common Council Entered Into Ree, at MCC/CPC Mtg: 2/ 'J../o 1 Mark F. Weinberg, Interim City Mab~ger /Y'A.tL~ mV~^1 Agenda ~ Recommended Budget Strategy by: L U.tl-~ City Clerk/C < C Secretary City of San Bernardino FROM: SUBJECT: DATE: February 2, 2009 COPIES: Department Directors Over the last few weeks, as the nation's economic malaise has grown deeper, our City's own financial condition has also deteriorated. We have taken several actions thus far to constrain General Fund spending, which have included freezing most hiring, asking vendors to take a voluntary 5% reduction in contract costs, eliminating all non-mandated travel and training, and culling supply and material purchases to the extent practical. These actions are in addition to those taken by the Mayor and Council in the summer of 2008 to address a projected shortfall of $17.3 million. The adopted FY 2008-2009 Budget withheld funding for 77 positions in the General Fund, resulting in numerous personnel layoffs and demotions. Significant reductions in facilities and public infrastructure maintenance occurred, new revenue sources were identified, and employee wage concessions were granted. Additionally, funds were transferred from the City's meager reserves to operating accounts. Still, despite this series of actions, the City's Finance Director now projects a deficit of over $9 million for the current fiscal year. This deficit is in large part due to the continued steep decline in sales tax revenues, as well as certain costs that are exceeding the original budget estimates. (Attachment A from the Finance Director provides greater detaiL) Furthermore, if nothing is done to address this shortfall, the projected deficit for next year could climb to nearly $29 million. Working closely with Department Heads, Finance staff, a Budget Ad hoc Committee and others over the course of several weeks, the City Manager's team has developed a budget strategy designed to preserve core municipal services. Because of the sheer size of the looming deficit, it is absolutely essential that the Mayor and Council take swift action to enact a set of measures that will address both current and projected budget shortfalls through June 2010. Spreading the recovery remedies over two fiscal years will help reduce the number of employee layoffs that would otherwise be required to cure the problem in just four or five months. The recommendations that follow include profound budget cuts that in many cases have significant impacts on service delivery, as well as our employees. In every case, we have sought to minimize those negative impacts through creative shifts in funding sources, and by identifying both one-time and recurring new revenues. However, our strategy does involve painful choices that seem inevitable at this time, including significant numbers of layoffs detailed below. ~~1t/~~/()1 tFI1 C!.llctfr-1W>t fa: 8-/17 I() r e.-~-liVl<<<4-h1', ~/lqIOq,litn1it2. Good decision-making begins with identifying those core values by which those decisions will be measured. In developing a budget strategy that keeps the City solvent through these tough financial times, I have been guided by the following core values: Prioritization of front-line public safety Preservation of basic levels of infrastructure and public property maintenance Maintaining minimum/necessary levels of leadership and administrative support services. Reductions notwithstanding, retain as many non-core services as possible. Preserve as much of an operating reserve as practical under the circumstances. Looking longer-term, the outlook for the City's future is a positive one. Development opportunities, along with significant transportation and transit improvements, are all on the horizon. Good progress is being made toward reducing the City's high crime rate. The federal stimulus plans will bring new investments in infrastructure. A new City Manager and new Police Chief will soon bring new creativity and ideas to our organization. But to position the City to recover in the coming years, and to take advantage of these positive long-term opportunities, difficult decisions need to be made in the near term. Overview of Budqet Strateay Attachment B is our recommended budget strategy. Summary The recommended budget strategy is a balanced approach which relies on a 10% employee wage reduction through June 2010 (achieved principally through closure of City Hall each Friday), new revenues, fee increases, expenditure savings through program service reductions, the sale of at least one real estate asset, and some one-time revenues, as well as short-term borrowing from the City's General Fund reserve. This plan results in the elimination of 130 full- time jobs, including some public safety positions. Core essential services such as front line police and fire personnel are preserved, however cuts to parks, libraries and development services are substantial. Key aspects of this strategy include the following: Budqet reductions: . A 10% work week reduction is assumed for all employees, effective March 1. City Hall would be closed to the public on Fridays except for Water Department customers. Off-site operations would also see reductions in public operating hours. In public safety, as well as a limited number of other employee classifications where work week reductions are not operationally possible, employees will see a 10% reduction in net pay and accrue time into a bank for future use. The draft operational plans for this work week reduction are further detailed in Appendix 1. This results in a savings equivalent to 10% of employee salaries. At this time, discussions with labor groups are in progress, and final implementation will need to take place by mid-February in order to realize the projected savings of $2.4 million this fiscal year, and ongoing annual savings of $9.8 million. . The Library and Parks, Recreation, and Community Services Departments would have operations suspended andlor reduced at many locations. Recreation centers would be closed 2 and/or unstaffed, including Nicholson, Westside/New Hope, Operation Phoenix East, and Galaxy/Norton. Park maintenance will be reduced to minimum levels, and contracted out to private providers in most cases. All summer aquatics operations would be suspended, except at Jerry Lewis Swim Center which is revenue-generating. . The Animal Control Department will be scaled back significantly with the elimination of contract services for Fontana and Colton. . Executive management will be reduced, with the elimination of the Animal Control Director, Code Enforcement Director, Information Technology Director, and Facilities Management Director. Those departments will be consolidated with other operations, with existing management staff assuming additional responsibilities. . Personnel cuts are proposed across most line operating departments, including most notably in Development Services, where 17 positions would be cut in addition to the 14 eliminated in the last budget cycle. You will note that further reductions are not recommended in certain small administrative departments, including the Finance, Civil Service, and Human Resources departments, as well as City Manager's Office. It is apparent to me that these departments could not continue to function at reasonable levels if personnel were reduced further; this is confirmed in both the 2007 Organizational Review, and also in the historical review of their staffing levels (see Appendix 2). For that reason, no further reductions are proposed in these departments. . Even with the very significant reductions in services noted above, some reductions in sworn personnel in Police and Fire are necessary to achieve a balanced budget. Front-line public safety response service must still remain our first priority. But given that Police and Fire operations now comprise 70% of the General Fund budget, it is inevitable that these departments must contribute toward the reducing the deficit. In the Police Department, it is proposed that we eliminate 29 sworn and 7 non-sworn positions, . including the 6 new officer positions that were scheduled to be added this year to complete the Police Department's hiring plan. These reductions are in addition to another 3 Sergeants and 3 Police Officer vacancies that were unfunded during the FY 08/09 budget process. The Police Department will be able to sustain this reduction in personnel and still preserve its 28 beat Patrol policing model. However, the reduction in personnel will have a significant impact on proactive specialized and support units and the roles they play in crime suppression and reduction. The department is working on a detailed implementation plan that will be completed once the Mayor and Council action is taken to approve the reductions. In the fire department, 10 sworn positions would be eliminated by reducing staffing levels from 4-person to 3-person levels at three fire stations. In total, personnel reductions and other cuts are estimated to provide nearly $2 million in savings this fiscal year, and nearly $13.3 million in FY 09/10. A total of 130 full-time positions would be eliminated. Revenue Measures and Use of Reserves: New revenues are proposed through a wide variety of fee increases, new fees, sale of sewer credits to the Water Department, and a proposal to open a City-operated tow yard. Some of these revenues are one-time measures, while others will provide ongoing funding. In total, the 3 , ongoing revenues would provide approximately $1.7 million in additional revenue annually. See Appendix 3 for detail regarding miscellaneous fee increases. Additionally, it is recommended that the Mayor and Council revisit several tax measures that were discussed in 2008, including an increase in the transient lodging tax (TL T), a new quarry tax, and new warehouse tax. Other ballot measures which might be prudent to contemplate include a lighting district and paramedic parcel tax. These tax measures would require voter approval, so their associated revenue has not been included in the FY 09/10 strategy. Longer term, however, these would provide new revenues to the General Fund. Significant use of General Fund reserves is needed to close the current year budget gap. As of this writing, the total estimated General Fund reserve totals $8.6 million, which equals roughly a 6% reserve. Because of the short time left in the fiscal year, and the time involved in implementing layoffs, we have assumed it may be necessary to use as much as $3.7 million of general fund reserves, $605,300 in Measure Z reserves, and $123,100 in tow fee set aside reserves in order to close the current year gap. The reserve is then replenished by the end of FY 09/10, as the full impacts of the shortened work week, expenditure reductions, and revenues are realized. In preparing this recommendation, each Department has formulated a set of budget scenarios that range from best to worst case. The complete set of proposals that were considered, as well as additional narrative regarding the impacts of the recommendations, is included in Appendix 3. While these narratives include a wide variety of possible options, only those items listed on Attachment B are recommended for consideration by the Mayor and Council. Attachment C is the alternative strategy, assuming that a 10% work week reduction is not realized. Timing is key to avoiding deeper service cuts and layoffs in the future. If the 10% work week reduction is not implemented over the coming weeks, this alternative strategy would be required. In addition to the measures included in the recommended strategy, it includes the following: . Significant cuts in Police department sworn personnel. The Police Department is developing a plan that would seek to preserve front-line patrol services; most of the sworn reduction would be made through the elimination or further reduction of special details and task force assignments. . Significant cuts in Fire sworn personnel, including removing the fourth person from most of the nine (9) engine companies that are currently staffed with four firefighters . Additional layoffs in Parks, Recreation, and Community Services and Public Services departments. . It is assumed that $3 million in budget savings will be achieved through upcoming negotiations with labor groups, all of whom have labor agreements that are expiring in 2009. . Even with those actions, use of $6.4 million in reserves would be required to close the gap, bringing the reserve to dangerously-low levels. Next Steps 4 It is important to note that with each passing day that action is not taken, the deficit grows. For this reason, the recommended strategy urges swift action, with the goal of ultimately minimizing the required reductions. Simply stated, if action is delayed, more cuts will be required. Today, it is recommended that the Mayor and Council discuss the recommended strategy, ask questions of the City Manager and staff, and hear input from stakeholders. We are not asking for your final approval today, but are requesting the following actions that will set the stage for final action in the coming weeks: 1. Authorize the City Manager to proceed changing work schedules as needed to implement the reduced work week and commensurate Friday closure of City Hall effective beginning on Friday, March 6. Human Resources will then initiate the meet and confer process with our labor groups regarding the impacts of this management decision, and a staff report will come to the Mayor and Council on February 17 to take the final action necessary to implement this change. 2. Authorize the City Manager and Department Directors to proceed with issuing layoff and bumping notices. Civil Service rules require a minimum of 30 day notice, so by starting that clock as soon as possible, the maximum amount of savings can be realized. Working with Civil Service, all employees potentially impacted through layoff andlor bumping would receive their notice, which will include a large number of employees. The Human Resources Department will concurrently initiate the meet-and-confer process regarding the impacts of layoffs, and on the proposals to contract out bargaining unit work. At a later date, layoff/bumping notices can be retracted if circumstances change. However, starting the 30-day clock helps minimize the timing issues that may ultimately necessitate additional layoffs. Ultimately, it is strongly recommended that the Mayor and Council take final action on these budget recommendations, and especially the reductions in the work force, at the February 17 Council meeting. I look forward to a productive discussion with you today, and over the coming weeks, as we position the City for a secure financial future. 5 It I g 'L/'L/()J 2 3 ---, Bud2et Actions for FY 08/09: FY 08-09 Preliminary Budget Deficit $ (17,362,900) Cut 77 full time positions $ 8,238,900 . Reduced materials and contract services $ 2,514,600 New revenues and use of other funds used $ 4,471,600 Reserves $ 2,137,800 Total Budget Balancing Measures: $ 17,362,900 4 Sales Tax Revenue in Free Fall S~O,OOO.()()(l :\6.1bl'- :J.l.1tIll~1 ~ ,U $35,000,000 $U1J,3.O? )0,100.000 130.000,000 5,__ 1Il.l32.s&11 ?1.1lQ,131 $25.000,000 ~:..U.ln $20,000,000 "0. "". "~I Au",,' ""1..1 Ac",.l ""'WlI ""\\1.1.1 ",.., ",.., "",.... RC\lilled 19'J~-lm 1999-2000 2000-2001 2001.1002 20<12.2(0) 200l.1004 2(l(W-200S 200$.2006 2006-2007 2007.200K 2008.2009 &\ilqlle 2008.2009 5 General Fund Projections for FY 08/09 & FY 09/10 APPROVED REVISED VARIANCE PROJECTED BUDGET ESTIMATE (APPROVED & ESTIMATE DESCRIPTION FYOS..(J9 FY 08-09 REVISED) FY 09.10 Estimated Revenues $ 135.866,600 $ 127,382,800 $ (8,483.800) $ 125,034,000 Transfers In $ 12.444,900 $ 10,888,200 $ (1,556,700) $ 10,463,200 Total Available $ 148,311,500 $ 138,271,000 $(10,040,5001 $ 135,497,200 Estimated Expenditures $ 148,342,700 $ 145,853,000 $ 2,489,700 $ 152.304,200 Vacancy Savings $ (1,300,000) $ - $ (1,300,000) $ (1,300,000) TransfersOul $ 5,081,600 $ 5,256.000 $ (174.400) $ 4,291,800 Total Expenses $ 152,124,300 $ 151,109,000 I 1,015.300 I 155,296,000 Excessl (Deficiency) of Available over Deduction I 13.812.800) I 112.838,000) $ (9,025,200) I (19.798,800) Estimated Beginning Balance I 12,497,700 I 12,497,700 0 I (9.025.200) Estimated Ending Balance $ 8.684.900 $ (340,300) $ (9,025,200) $ (28,824,000) Budgeted Reserve Reserve for PERS Safely Costs $ - $ - $ - Reserve for Fire Main!. Facilities I 630,000 I 630,000 I 630,000 Reserve for Measure Z-Disl Tax $ 605,300 $ 605,300 $ 605.300 Reserve for Tow Fee Set Aside $ 123,100 $ 123,100 $ 123,100 Reserve for OS Technology Fee $ 96,900 $ 96,900 $ 96,900 General Budget Reserve I 7,229,600 $ 7,229,600 $ 7,229,600 Total Budget Reserve I 8,684,900 I 8,684,900 I I 8,684,900 6 General Fund Expenditures By Category ."" 7~% 71"1. 11% ''''' "'" ." ''''' "" nll9 ,.", 0811I' o Persllllll ScTvites. Operl\l:lllS: M&O, Internal &rvice, COOlncl Snvi;:n 11I11 TnlZlfcr Out 0 Eq......~nllnd CapiaJ [m~ C Debt Service Percentage of General Fund Expenditures by Department ..% 17%17 18% Poli:elkp.nmenl heIkplrtmcnl Parb,Rn:.nd CoomSvn ''',,'' faciblies Pllnnm"Buikb'l, Iohol,mnl Ind &l.illrem. 0... 11]88/89 .98/99 008/091 Draft - 2/2/09 7 .' Net Operating Costs for City Departments 4'Y. S';' D Publk S.fdy Otpal1mntl (Polin, A~. Allmal Co.troll . U.... O~nlllll Departments (Par\l.l &I H.n. Code, Dutropmn. Su"kn, L1bnry, &; P1Iblit StrvltnlSlrUIS) o EIUltd Offiut (Mayor, Coutil, Oty Clln., Clly T,ulU''tr,Clly Alton,y) o Support Dfp.nmrat. tOty MIDlltr, HR, flUDtt, llillStrvin, PublltS,,,,,kulflnl, IT) 8 FY Oa..o9 Net Additional Total%of FY07JOa PositIons Proposed Worilforce Reduced Department Positions Reduced Reductions Total I Added Animal Control 25 2 8 10 -40% City Attorney. 19.5 -1 0 -1 5% CityCleril 17 1 1 2 -12% City Manager 6 1 0 1 -17% City Treasurer 3 0 0 0 0% Civil Service 3 0 0 0 0% Code Compliance 45 2 4 6 -13% Common Council 11 1 0 1 -9% Oev. Services 81 14 17 31 -38% FacilitiesMgt 32 10 1 11 -34% Finance 18 2 0 2 -11% Fire 209 3 11 " -7% HR 4.5 0 0 0 0% IT 21 0 5 . -24% Library 33 6 8 " -42% Mayor 8 1 1 2 -25% Parils and Rec 61 1 36 37 -61% Police 527 27 36 63 .12% Public Services. 45.85 17 2 19 -41% ropose enera un ta mg e uctlons TOTALS 87 130 217 . Note that an additional position was authorized lor the City Attorney's office in September 2008, bringing the total office staffing /0 ZO.5. Public Services counts exClude new graffiti and abatement positions. 9 Attachment A , 'Updated 1/30/09 DRAFT CITY OF SAN BERNARDINO PROJECTED GENERAL FUND BALANCE FISCAL YEARS 2008-2009 AND 2009-2010 DESCRIPTION APPROVED REVISED VARIANCE BUDGET ESTIMATE BUD/EST FY 2008-2009 FY 2008-2009 FY 2008-2009 $135,866,600 $127,382,800 $ (8,483,800) $ 12,444,900 $ 10,888,200 $ (1,556,700) $148,311,500 $138,271,000 $ (10,040,500) $148,342,700 $145,853,000 $ 2,489,700 (1,300,000) - (1,300,000) 5,081,600 5,256,000 (174,400) $152,124,300 $151,109,000 $ 1,015,300 $ (3,812,800) $ (12,838,000) $ (9,025,200) $ 12,497,700 $ 12,497,700 $ - $ 8,684,900 $ (340,300) $ (9,025,200) $ - $ - $ - $ 630,000 $ 630,000 $ - $ 605,300 $ 605,300 $ - $ 123,100 $ 123,100 $ - $ 96,900 $ 96,900 $ - $ 7,229,600 $ 7,229,600 $ - $ 8,684,900 $ 8,684,900 $ - $ - $ (9,025,200) $ (9,025,200) Estimated Revenues Transfers In Total Available Estimated Expenditures Vacancy Savings Transfers Out Total Expenses Excess/(Deficiency) of Available over Deduction Estimated Beginning Balance Estimated Ending Balance Budgeted Reserve Reserve for PERS Safety Cos Reserve for Fire Main!. Facilities Reserve for Measure Z-Oist Tax Reserve for Tow Fee Set Aside Reserve for OS Technology Fee General Budget Reserve Total Budget Reserve Budget Excess/(Deficiency) PROJECTED ESTIMATE FY 2009-2010 $125,034,000 $ 10,463,200 $135,497,200 $152,304,200 (1,300,000) 4,291,800 $155,296,000 $ (19,798,800) $ (9,025,200) $ (28,824,000) $ $ 630,000 $ 605,300 $ 123,100 $ 96,900 $ 7,229,600 $ 8,684,900 $ (37,508,900) CITY OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2009 - 2010 REVENUES FY 08-09 Revised Estimated Revenue Proiections Increase Sales Tax Estimate Net chanqe to UUT revenue Net chanqe to Current Secured Properly Tax Decrease Sale of Properly Revenue Decrease Prop Tx in Lieu Sales Tax Decrease Prop Tx in Lieu VLF Increase Motor Vehicle In Lieu Revenue Increase Hazardous Material Revenues Reduce Mutual Aid/Disaster Reimb Increase Single Familv Rental Insp. Revenue Reduce EDA Reimb for CATV, OP/Code carryover, Remove Shandin Hills Golf Course Revenue from EDA TOTAL TRANSFERS - IN FY 08-09 Revised Estimated TSF-IN Projections Remove San Mauel Funds for Fire Dept. TOTAL FY 09-10 $ 127,382,800 400,000 (200,000\ (200,000 (1,450,000 (300,000 (700,000 300,000 250,000 (400,000 900,000 598,800 350,000 - - - - $ 125,034,000 FY 09-10 $ 10,888,200 (425,000 - - - - $ 10,463,200 CITY OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2009 - 2010 EXPENDITURES et TRANSFERS - OUT FY 08-09 Revised Estimated TSF-OUT Projections Remove GF Transfer for CATV Remove Liabilitv Fund Additional TSF TOTAL FY 09-10 $ 146,530,800 60,000 2,500,000 500,000 - - 1322,600' 1,200,000 115,000 110,000 2,000,000 500,000 11,000,000 1139,000 250,000 125,000 $ 152,304,200 FY 09-10 $ 5,256,000 (564,200 1400,000 - $ 4,291,800 03 - c '" E .c " '" - - <C Iii u; '" 0 en ::I ~ ::I C C ;;; c .:;: Q) 0 c > '" Q) 0 <C '" 0:: N >- u.. en 0 en 0 0 ~ co ~ 0 ~ 0 '" N en >- c u.. .:;: '" '" ,., Q; :E c .l!! c C 0 '" 0 I!! 0 :;; '" U Q. '" C - 0 0 ;> .. ';; 0 Q. '" '" ~ 0 z i: 0 ;> ';; 0 Q. E .. ~ en 0 ~ Q. - c '" E t:: '" 0. 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'" '" oi oi N - < '0 :;; > <> 0 in Q> " <3 :0 .2 '" '" Q> 13 iD 6 '" U % ~ " ~ > '" '0 in i'l <3 '" ro " i" Q> Q> " '" a .0 '0 Q; ~ '" iD >: en '" en " ro " Q> "C Q> .0 "' " 'c g ~ > en Q> " i" ~ 0> " .0 " :Q '0, "' <> <> '0 Q> "' "' W Q> Q> " i" .0 U a; a; Q> 0 8 "C X <> <> '0 "C .& UJ Q> Q> ~ "' W ro "iii 10 ro Oi "' '" '0 '0 <> " E en J5 J5 ,~ ,~ U t; '0 <;; <;; >- x ~ ~ ~ u. UJ UJ "' (/) (/) UJ UJ " <l. N ~ ~ c ~ Appendix 1 Work Week Reduction Operational Plan In order to accomplish the proposed work reduction, departments were asked to submit operational plans. Below is an outline of how departments will accomplish the goal of the reduced working hours: All City Hall Departments (Not Water) With the exception of the Water Department, City Hall will be closed to the public every Friday. Although some departments may opt to have employees work on Friday and reduce their hours on other days of the week, City Hall will be closed to the public except for Water Department customers. The logistics of serving water department customers are currently being worked out with the Facilities Management Department and the Water Department. Facilities: In order to provide parking enforcement and custodial services on Fridays, Facilities Management is proposing to have employees work alternating Fridays and reduce their hours on other days of the week. IT: In order to continue with support of the Water Department, the hours of one IT Technician and one IT Analyst will have to be adjusted. IT staff who support Public Safety will not work on Fridays. However, one staff member is always on call (2417) to handle major emergencies. Animal Control Animal Control is proposing to reduce the number of days the animal shelter is open to the public. The shelter is currently open 6 days per week Monday through Saturday. In order to reduce the work hours of employees, the shelter would close on Mondays and be open to the public Tuesday through Saturday. The department believes that this plan would have the least impact on the public. Additionally, some of the field activities would have to be reduced. Code Enforcement Code Enforcement will mirror City Hall's closure and employees will be off on Fridays. Development Services/Field Services Development SerVices is proposing to re-assign one building inspector and one public works inspector to work on Friday and take another day off (to be determined) during the week. The department will monitor the workload and change the days as necessary. Fire Department The administrative office will close every Friday. Fire Prevention staff will adjust their days off so they can continue to do inspections 5 days per week. Librarv The Library Board is ready to act quickly to develop a reduced library schedule once the 2/2/2009 Page I Appendix 1 10% work week reduction is approved. Library staff has calculated some figures on circulation and library usage and it appears that Fridays consistently have much lower usage than Mondays. The board will take this information into consideration when making their decision. Parks. Recreation, and Community Services Department Administrative Services/Main Office: The main office will close every Friday and staff will work 36 hours Monday - Thursday. Construction/Maintenance: The regular construction crew will work Monday - Thursday and be off on Fridays. The weekend construction/maintenance crew will work from Friday through Monday. Landscape Maintenance: Staffwill work Monday - Thursday and be off on Fridays. Recreation: Full time staff will reduce their work week to 36 hours (Fridays oft) and % time staff will reduce their work week to 27 hours (varying days off). Community/OP Centers: All centers will reduce their operation to four days per week Monday through Thursday (from five days) and by 3 hours per day. Human Services: In order to keep the senior centers and to be able to serve the special needs population, the department does not recommend a Friday closure. Instead, management will work a 36 hour work week by taking either Monday or Friday off. This will allow continuity in management for oversight, eliminating the need for immediate Friday closures. Soccer Complex: Because the complex provides the most significant revenue to the City Friday - Sunday, the office will close and staff will be off on Mondays. Cemetery Operations: The cemetery office will close on Friday and the one administrative staff assigned to that office will work a 36 hr work week Monday _ Thursday. Public Services It is being proposed that in order to continue refuse collection services five days per week, the following positions will be exempt from the 36 hour work week, but will still be subject to a 10% pay cut in exchange for additional hours ofJeave time: Senior Integrated Waste Operator Integrated Waste Operator Equipment Mechanic I Equipment Mechanic II 2/2/2009 Page 2 Appendix 1 All other Public Service Department Employees will work a reduced 36 hr work week and the Administrative Office will be closed on Fridays along with the rest of the City Hall Departments. Police Department Administration - Administration is staffed with four non-sworn employees: (I) Executive Assistant to Director and (3) Executive Assistants. Currently all employees work a 9/80 schedule. Employees will convert to a 4/9 schedule. Police Dispatch - The Dispatch Center is staffed with (32) non-sworn employees: (I) Communications Manager, (4) Dispatch Supervisors and (27) DispatcherIlIl's, working a 4/10 schedule, with II staggered shifts daily to provide staffing that mirrors calls for service. Staffing levels need to be maintained to implement Split-Frequency operations on January 12th and to continue handling time sensitive evening Teletype entries. Therefore, dispatch will be exempt from the 36 hour work week, but still take a 10% reduction (instead they will accrue a bank of hours). Personnel & Training Unit - Personnel & Training is staffed with six non-sworn employees: (I) P&T Manager, (2) Background Investigators, (I) Training Coordinator and (2) Personnel & Training Technicians. Currently the manager and one Personnel & Training Technician work a 9/80 schedule while the remainder of the unit works a 4/10 schedule. Office hours are 0700 to 1730 hours M-F. Financial Unit - The Financial Unit is staffed with four non-sworn employees: (I) Administrative Analyst II, (I) Senior Administrative Assistant, and (2) Senior Office Assistants. Currently all employees work a 9/80 schedule. Office hours are 0730 to 1730 M-F. With the exception of the Senior Administrative Assistant assigned to Payroll, employees will convert to a 4/9 schedule working 0700 to 1730 each workday. The Payroll Clerk will be precluded from having an extra day off every two weeks because of the varying deadlines for submitting payroll. He/she will work a 4/8 schedule with every other Friday off. The office will close every Friday resulting in one less business day for employees to order needed budget items and handle payroll concerns. Records Bureau . The Records Bureau is staffed with (36) non-sworn employees: (I) Records Manager, (4) Records Supervisors, (26) Records Technician IIIl, (4) Police Transcribers and (I) Senior Office Assistant. Currently all employees work a 9/80 schedule on Shift I - 0660 to 1530, Shift 2 - 0800 to 1730, or Shift 3 - 1700 to 0230. Employees will convert to a 4/9 schedule working either on Shift I - 0600 to 1530 or Shift 2 - 0930 - 1900. Public counter hours will not change. Patrol Community Service Officers - There are currently (2) Community Service Officer II's and (3) Community Service Officer I's assigned to Patrol as report call responders. They work on a 4/10 schedule either Shift I - 0700 to 1700 or Shift 2 - 1130 to 2130. 2/2/2009 Page 3 Appendix 1 Employees will convert to a 4/9 schedule working either on Shift I - 0700 to 1600 or Shift 2 - 1130 to 2030, resulting in one less hour daily to respond to non-emergency calls for service. Traffic Unit - Traffic is staffed with four non-sworn employees: (I) Community Services Supervisor, (I) Community Service Officer II, (2) Senior Office Assistants. Currently the supervisor and Community Service Officer II work a 4/10 schedule while the (2) Senior Office Assistants work a 9/80 schedule. This configuration provides M-F office coverage with the traffic window open 0830 to 1600. All four employees will convert to a 4/9 schedule working 0700 to 1700 M-F. Traffic window hours will be 0800 to 1000 and 1300 to 1500, reducing the number of hours that the public can obtain releases for impounded vehicles or inquire on traffic accidents. On Mondays and Fridays only one Senior Office Assistant will be working to provide traffic window assistance. Some of these service issues could be mitigated through the use of citizen volunteers or Reserve Police Officers if they are available and the purchase of a customer numbering system to insure the public is assisted in a timely manner. Complaint Desk - The Complaint Desk is staffed with (14) non-sworn employees: (I) Community Service Officer Supervisor and (13) Community Service Officer I's, working a 4/10 schedule: Shift I - 0600 to 1600, Shift 2 -1000 to 2000, Shift 3 - 1400 to 2400 or Shift 4 - 2000 to 0600. They service the walk-in public from 0700 to 1900 and take telephone reports of selected "cold" crimes 24 hours a day. Employees will convert to a 4/9 schedule with additional Community Service Officers assigned to Shifts 1-3 to fill in to cover staffing losses and cover service reductions by the Traffic Unit. This will result in the moving up Shift 4 hours or eliminating Shift 4 staffing, reducing early morning support to the Watch Commander and requiring graveyard Patrol Officers to respond to and take reports on "cold" crimes currently handled by telephone. This impact could be mitigated by the purchase of a call answering machine with a recorded message to call 9-1-1 for emergencies or call back after 0600 to make non-emergency reports. Shift schedule options are as follows: Shift . Optioll 1 Ootioll 2 Shift 1 0600 - 1500 0600 - 1500 Shift 2 1100 - 2000 11 00 - 2000 Shift 3 1600 - 0100 1600 - 0100 Shift 4 1930 - 0430 2/2/2009 Page 4 Appendix 1 District Command Offices - The District Command offices are staffed with (4) Community Service Officer II's and (1) Community Service Officer I's working a 4/10 schedule with office hours of 0700 to 1700. Employees will work a 4/9 schedule from 0700 to 1600. A Community Service Officer II will need to relieve the CSO I each week on his/her off Monday or Friday. Vice & Narcotics - There are four non-sworn employees assigned to Vice & Narcotics: (1) Asset Seizure Specialist, (2) Community Service Officer II, (1) Community Service Officer 1. Currently the Asset Seizure Specialist works a 5/8 schedule and the remaining employees work a 4/10 schedule. Employees will convert to a 4/9 schedule working 0700 to 1600 each work day. Forensic and Property Units - The Property Unit is staffed with (4) non-sworn employees: (I) Forensics & Property Manager and (3) Property Technician VII, each working a 9/80 schedule. The Identification Unit is staffed with (13) non-sworn employees: (1) Forensics Technician III, (1 I) Forensic Technician IIIl working a 4/10 schedule: Shift I - 0700 to 1700, Shift 2 - 1600 to 0200 or Shift 3 - 2200 to 0800. The Identification Bureau provides 24/7 field response to gather evidence at crime scenes. One Forensic Technician position is vacant. Employees will convert to a 4/9 schedule working 0700 to 1600 each work day, resulting in one less hour daily to release property to the public and servicing department personnel. There will be significant impact for the Forensic Unit. Employees will convert to a 4/9 schedule: Shift I - 0700 to 1600, Shift 2 - 1000 to 1900, Shift 3 - 1600 to 0100 or Shift 4 - 2200 to 0700. If staffing levels continue to fall the unit would close from 2400 to 0600 daily with employees "on call" for urgent ID calls. Detective Bureau - The Detective Bureau is staffed with (13) non-sworn employees: (1) Crime Analyst, (6) Community Service Officer II's, (4) Community Service Officer I's and (2) Crime Analyst Support Assistants, each working a 4/10 schedule. The Detective Bureau reception window is open 0700 to 1800 M-F. Employees will convert to a 4/9 schedule working 0700 to 1700 each workday resulting in the Detective Bureau reception window closing one hour earlier. Non-sworn staffing on Mondays and Fridays will be reduced, resulting in an occasional closing of the Detective Bureau reception window. 2/2/2009 Page 5 r--- Appendix 2 Staffing in Administrative Departments City Manager's Office The 2007 Organizational Review stated: "In the City Manager's Office staffing is below the average. While the charter amendment in 2006 changed the City's structure to a City Manager form of government, the transition remains incomplete and staff has not been transferred to support new responsibilities. " · Six full time staff in 08/09, as opposed to an average of 12 in other cities · Charter change resulted in the City Manager now supervising most City Departments, which were formerly under the Mayor's supervision Civil Service The 2007 Organizational Review stated: "The City has experienced problems in the hiring process attributed to the lack of staffing in Civil Service. " · Historically small department · Primary functions include staffing the Civil Service Board, and managing the hiring, examinations and disciplinary actions of classified employees Finance The 2007 Organizational Review stated: "Staffing in the Finance Department could be considered 'lean' compared to other cities of comparable size. The primary difference can be seen in Purchasing where the City has two staff members compared to five elsewhere. " · 18 full time staff members, as compared to an average of 28 in peer cities · Responsible for the central financial functions of purchasing, accounting, payroll and cash management, as well as data analysis for other administrative departments · Assuming responsibility for Fire Department FLSA compliance with no additional staff Human Resources The 2007 Organizational Review stated: "San Bernardino's Human Resources Department is far below the peer average. " · Staff of 4.5 is below the average of peer cities with eight full time staff members (excludes Risk and Work Comp employees) · In 2008, HR took on the EEO functions from the Mayor's Office, absorbed the HR duties of EDA, and took over the scheduling of City wide pre-employment physicals, analysis and notification of results, with no additional staff De artment 88/89 98/99 08/09 City Manager's Office 8 6 6 Civil Service 2 4 3 Finance 23 21 18 Human Resources 10 5 4.5 M .~ "C c: G> 0. 0. <( U) III Q) "C - s:: Q) E Q) CJ s:: III ..s:: S::0l w8 Q)~ :;,~ S::N Q) >4= Q) l\l 0::0 , . ... oS .~ "0 G> ro 'u o III III '" III U; o U "0 C '" .l!! III C G> .. '" E ~ 5 .!: CJ '" - III Ul '" '" '" - ~ o u Z.!: .9 "0 '" :; .0 'C :t:: '" '" J!! .!: 3l E ~~ u 0 Cu iii ~>- cu. e( .. iU :<< ;; Q) C ~ .. u _ C o Q. o o o o~ ~ - '" o o '" '" .9 '" ~ '" E o .:= '" ",J!! 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'" 0 e 0 " '" rn Ul '" ::l C '" > '" c:: ~I General Fund Budget Reductions Preliminary 1 2008 I Additional Approved 2009 FY 08-09 , Budget % Proposed Proposed I Department Budget i Reductions Reductions Reductions Reductions , Animal Control 2,143,200 I 169,800 ' 8% 125,089 6% City Attornev 3,055,000 , 400,000 13% 305,500 10% Citv Clerk 1,877,700 98,000 5% 58,200 3% i I Citv Manaaer 965,400 120,600 ' 12% - 0% City Treasurer I 208,700 - I 0% - 0% I Civil Service I 317,200 22,400 7% - 0% Code Compliance , 5,149,400 - 0% 688,687 13% Common Council 571,900 , 42,300 ; 7% - 0% DeveloDment Services i 7,402,700 1,090,400 15% 1,077,823 15% 4,295,500 i I Facilities Manaoement 661,700 15% 235,876, 5% Finance I 1,896,600 167,700 9% - 0% Fire 34,333,400 1,351,500 4% 1,391,996 4% I Human Resources 547,700 28,000 5% - 0% I Information Technology 5,293,700 i 322,000 6% 462,082 ' 9% Librarv 3,380,000 T 384,700 11% 843,300 25% Mavor 1,176,300 123,200 i 10% 147,383 i 13% Parks and Rec I 6,651,100 412,400 I 6% 2,068,303 I 31% I Police 69,585,800 1,939,700 3% 5,432,107 8% Public Services I 6,887,800 ' 1,025,200 15% 437,775 6% DRAFT City Manager's Office 2/2/2009 . , - , APPENDIX 4 Department Budget Reduction Narrative and Scenarios . ANIMAL CONTROL BUDGET REDUCTION The department recommends two proposals for reducing costs to the General Fund. Option 1 - Under this proposal the department would lose one Senior Customer Service Representative/Dispatcher. The position of the Animal Control Field Supervisor would be replaced with an additional Animal Control Officer. There would be no capital improvements. Pros: Cons: Provides contract services with the cities of Fontana, Colton, Grand Terrace and Loma Linda. Reduces the amount needed from the General Fund. Overcrowding of animals and poor service delivery. Under current funding, the department is barely meeting contract demands, and the level of service to San Bernardino residents is greatly reduced. Total estimated savings: $104,851. Option 2 - With this proposal the department would eliminate the full service contract with Fontana, as well as the sheltering services for Colton and Grand Terrace. The only remaining contract would be with Loma Linda for full service. Under this option, the department would reduce staffing by 8.5, eliminating the part-time Director, Supervising Animal Control Officer, Animal License Office Supervisor, the Animal Shelter Kennel Supervisor, two Senior Customer Service Representative/Dispatcher, and three Animal Control Officers. Pros: Cons: Animal Control would be able to concentrate on providing better service to San Bernardino residents by eliminating competition for service with the other contracts. The number of animals being housed would be reduced to a more manageable level, reducing animal stress, and the spread of disease. Employee layoffs, and disrupted relationships with other cities. Total estimated savings: $125,089. . Animal Control - Budget Reduction Measures ADMINISTRATIVE SERVICES Director of Animal Control Animal Control Mana er Senior Customer Service Re Disnatcher Animal Shelter Office Sunervisor Overtime Total Staff Comnensation i! #of I Emn. ! i 1 i I 1 5 ! ! 1 Total Maintenance &. Oneration Total Contractual Services 1 i 1 ! ! ! Total Internal Service Charoes Total CaDital Outlav Total FIELD SERVICES Animal license Office Su ervisor Customer Service Re resentative Sunervisinn Animal Control Officer Animal Control Officers Overtime PT License Checkers Total Staff Comoensation Total Maintenance &. ODeration ! I Total Contractual Services : 1 Total Internal Service Charoes : ! Total : I SHELTER SERVICES Animal Shelter Kennel Su ervisor Animal Shelter Attendant Overtime Total Staff Comnensation 1;::1 1 1 ! 5 I I ! 6 I 1 I 1 ! 1 1 ! Total Maintenance & Oneration Total Contractual Services Total Internal Service Charaes Total 1 Grand Total : REVENUE Total Business Revenue I 1 ! I City of Fontana - 4757 City of Lorna Linda - 4757 City of Cotton - 4757 City of Grand Terrace - 4757 Contract Shelter Fee Total Revenue Net EXDense to General Fund , I I #of I Emn. I 1 I 1 1 8 8 11 FY08l09 Preliminary Budnet 162 202 87 545 I 250 888 ! 61023 1000 562 658 0.5 1 5 1 7.5 I 52 500 I 21 000 I 115 700 I 30 000 ,. 781 858 FY08/09 ! Preliminary i' # of Budnet Emn. 61 452! 1 47915 0 75635 l' 440041 8 I 39 000 I 110 000 774 043 I 10 i I 17 000 32 500 ; '$ ; 126 800 I 950 343 Preliminary # of i FY08/09 Emo. i 63 211! 1 i 233 300 I 5 4000 300 511 6 1$ 60 500 . 1 19 500 i I 30 600 1 I 411111 i i 2 143 312 I . Preliminary FY08/09 821 400 I 647736 72100, ; 32164 I I 6500 ! 758 500 I 1 1 579 900 $ $ 563 412 I 23.5; FY08/09 Current 62 400 I 87 545 I 250888 I 61023 I 1000 462 856 52 500 I I 21000 I 1 115 700 1 I 30 000 I 1 682 056 I I FY08/09 i Current Budnet i 61452 75 635 440 041 39 000 88 000 704 128 17 000 ! I ; I ; ;$ , 32 500 126 800 880 428 FY08/09 Current i 63 211 ! 233 300 4000 300 511 I 60 SOD I , , 19 500 i ; 30 600 ! I i 1$ 411111 I I< 1 973 595 I CUrrent FY08/09 I 821 400 i 647 736 72 100 32164 6500 ! 758 500 I I 1 579 900 ! 393 695 I #ot ii Emn. 0.5 i 1 I 4 1 ! ! 6.5 i i I 1 1 I ! , #of i Emn. 1 , 0 I 0 I 9 I I 10 , I i I , I ; I o tion 1 , #ot i Emn, i o , 1 I 3 I 1 Preliminary FY09/10 62 400 87 545 200 710 61023 800 I 412478 I 5 52 500 I 21 000 I 115 700 - I I i .. 601678' " i ! 1 o tion 1 , , , ' Preliminary FY i # of i 09/10 i Emn. i 61 452 i 0 I - 0 I o 6 495 046 24 375 66 000 646 873 I 17 000 i i 32 500 i 126 800 i I 823 173 I , ODtion 1 I # of : Preliminary FY i # of I I Emo. i 09/10 ' Emo. 11i 58533101 5 i 233300,4, o 3200 , 6 295033 I 4 I I I I I i i I I i , 1 I 1 I 1 1 I I i I I I 1$ i ! j 22.51 I I , , I I I 60 500 , 19 500 i 30 600 I i i 405 633 I 1$ i i. 1 830 485 i Ontion1 783 141 I 647736 i 72 100 I 32164 ! 6500 i 758 500 ! i I 541 641 $ 288844 15.0.' o tion 2 Eliminate Contracts 87 545 150 533 61023 400 299 501 31 000 10 000 52 500 393 001 o tion 2 Eliminate Contracts 6 330 031 10375 22 000 362 406 9000 20 000 65 000 1 $ 456406 Ootion 2 Eliminate Contracts 186 640 3200 189 840 39 000 15 000 30 600 . 274440 1123 847 Ontion 2 783 141 72 100 72 100 855 241 268 606 , CITY OF SAN BERNARDINO CODE ENFORCEMENT DEPARTMENT INTEROFFICE MEMORANDUM From: Wayne Harp, Interim Director of Code Enforcement To: Mark Weinberg, City Manager Subject: Budget Reductions in Code Enforcement Date: January 13,2009 Code Enforcement has been asked to provide budged reduction recommendations at three levels, Mild, Moderate, and Major. We have also been directed to not make reductions in those areas of Code which are "fee supported". In analyzing the Fiscal Year 2008/2009 budget for Code Enforcement it is revealed that Code Enforcement consists of five different accounts. They are: · 071-General Code Enforcement-a general fund supported account-$893,600 · 073-Neighborhood Revitalization-supported by CDBG funds-$2,250,300 · 074-Weed Abatement-a general fund supported account-$293,700 · 077-Graffilti Removal-an account no longer controlled by Code-$588,000 · 079-Single Family Rental Inspection-a general fund supported account-$941,700 Total-$4,967,300 In evaluating this budget in the light of my instructions not to cut in areas that are fee supported (079) or supported by special funds (073), and realizing that account number 077 is no longer under the control of Code, I am left with two accounts to work with, 071 and 074. These accounts total $1,187,300. Contained in these accounts is the funding for 9 employees, including 50% of the Department Director's salary and fringe benefits and 25% of the Administrative Analyst II and Administrative Assistant's salary and fringe benefits. For the purpose of this memo, the previous 2 positions will be considered to be part of account 073. a Scenario One (Mild) Department Director to continue on a part time basis. In the FlY 2008/2009 budget that position, including salary and benefits is budgeted at $219,530. During the last six months ofthe fiscal year, the Interim Director is only scheduled to work 16 hours per week at a cost of $25,466. The savings to occur in the last six months of the fiscal year will result in total savings of $84,299. Since 50% of this position is in the general fund, savings in that fund will amount to $42,149. This staffing proposal is only feasible if the position of Deputy Director is maintained in the table of organization. As this position is funded out ofCDBG funds J am not considering it for elimination. It is somewhat difficult to project Code's total expenditure for postage for the rest of the fiscal year. Since Weed Abatement (074) is not required to send certified mailings, there are no expected costs savings for this division. In all other divisions, including 079 (SFR), we are required, by the Municipal Code, to send all mailings by both certified ($5.34 each) and I sl class mail ($.42 each) for a total cost 01'$5.76 per mailing. Because of this requirement, we estimate that we will be over budget in postage (Acct. 5175) in divisions 071, 074 and 079. However, based on 07-08 expenditures, if we immediately eliminate the requirement to send mailings certified, we will reduce the overall deficit in each division this year and show costs savings in budget year 09-10 as follows: 071 4,617/5.76 = 802 mailings 802 x .42 = 337 802 x 5.76 = 4617 4617 - 337 = Savings: $4,280 073 99,402/5.76 = 17,257 mailings 17,257 x .42 = 7248 17,257 x 5.76 = 99, 402 99,402 - 7248 = Savings: $92,154 079 26,000 mailings (13,000 estimated SFRs, mailing of I notice and I invoice) 26,000 x .42 = 10,920 26,000 x 5.75 =149,760 149,760 - 10,920 = Savings: $138,840 Total Savings in FY 09/10: $235,274 2 I I To accomplish this, eleven Municipal Code Ordinances will have to be amended. Deputy Director Milligan will begin working on these amendments in order to be prepared if it is decided to take advantage of these potential savings. The Municipal Code also requires other departments to use certified mail. We do not intend to address these areas. Other departments may choose to examine these potential areas for savings. We can assist them in identifying the appropriate ordinances. Consistent with the City Manager's earlier directive we have left vacant the position of Senior Code Compliance Officer. This position became vacant due to a retirement. Leaving this position vacant will result in $45,166 in general fund savings for the last half ofthe current fiscal year. Further cost savings will also result with implementation of the new computer software, GoEnforce which is scheduled to go on-line February, 2009. With the new software, it is anticipated that the Department will become virtually "paperless". By going "paperless", we will reduce expenditures for both ink cartridges and paper, and estimate a cost savings in our materials and supplies account (5111) of approximately $2,000. Because there is a freeze on training, we can eliminate the budgeted costs for accounts 5132 - meeting and conference ($500.00) and 5133 - education and training ($800 remaining) for a total of $1,300. Lastly we have determined we can eliminate the monies allocated for rentals (account 5171 - rentals), resulting in a savings of $4,000. In synopsis I have made the following budget reduction recommendations in scenario one: . Part time director savings $42,149 . Leave Senior Code Compliance Officer position vacant, savings for the last six months of the fiscal year $45,166 . Reduction in Account 5111 $2,000 . Elimination of Accounts 5132 & 5133 $1,300 . Elimination of Rental Account 5171 $4,000 Total proposed reductions $94,615. It is important to note that this represents 8% of the funds I have been instructed to cut adjusted for the six months remaining in the fiscal year. 3 C:j Scenario Two (Moderate) In scenario two I will supplement all the savings from scenario one with the following budget reduction recommendations: . In account number 071 eliminate two Code Enforcement Officers, total savings for the last three months of the fiscal year are $35,888. Total proposed reductions in scenarios one and two $130,503. This represents 11 % of the funds I have been instructed to cut adjusted for the six months remaining in the fiscal year. Scenario Three (Maior) In scenario three I will supplement all the savings from scenarios one and two with the following budget recommendations: . Eliminate the part time director and either appoint the deputy director as "acting" or consolidate the director's position with another department head $10,610. This number assumes the change will occur on February 1,2009. It was previously proposed that Weed Abatement be eliminated which would result in salary savings of $36,494 for the last 3 months of the fiscal year. However, we will be forwarding a proposal to increase the administrative fee from $110 to $230 which will increase revenues by approximately $120,000 in weed abatement that will justify maintaining this division. Total proposed reductions in scenarios one, two, and three $141,113. This represents 12% of the funds I have been instructed to cut adjusted for either the last six months, or the last three months of the fiscal year, as I believe is appropriate. These recommendations also include the elimination of2.5 positions of the 9 contained in account numbers 071 and 074. 4 (,~ -l o - !!!. "'tI '" ii1 o " " !!. en III :S. ~ '" w in ... ;;: ;;? ~. ~ 0 Z-' =3 ro o ~. 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J'> _Ol 0 So OOlONWc.o OOO-JWO> IOOO~....l.~, "'tI ~ o '" ~ III '3 mz '3 l: "0 3 0"" '< '" '" ~ '" 0 '" .... O"'tl ::reDs: '" ii1 0 ~ 0 " 0"_ o " ::T '" "'- - -'< '" - ~en ~Ill t:3 :S. 0" 0'" co'" ~en ~Ill t3 :S. 0" 0'" co", "'11 -< N o o go - o <0 !!!en ~Ill ~ ~. 0'" co'" en III < S' '" '" "'11 -< )>oN " 0 " 0 l: <0 !..~ o '7 CITY OF SAN BERNARDINO Development Services Department Interoffice Memorandum TO: Mark Weinberg, Interim City Manager FROM: Valerie C. Ross, Director SUBJECT: Budget-Savings Scenarios DATE: January 28, 2009 COPIES: Lori Sassoon, Assistant City Manager The three scenarios for Development Services were submitted separately. All three keep vacant positions unfilled and have increasing numbers oflayoffs. All three will have increased impacts on project and plan check turnaround, as well as increased wait times for the public whether at the public information counter or over the phone. Administration (181 ) Proposal: Hold vacant one Customer Service Rep and reduce one Administrative Assistant. Summary: Generally, there will be some delays in routine processing of purchase orders, payments, billings, filing, and responding to public requests. FY 2009/10 Estimated Savings: $100,320 Public Works Land Development (183) Proposal: Hold vacant Senior Civil Engineer after retirement (6/30/09) and reduce Engineering Assistant I. Summary: There will be delays in processing/reviewing plans and responding to public requests. In addition, staff often reviews plans and environmental documents from outside agencies (school districts, sbX-related, adjacent jurisdictions, etc.). These reviews will be delayed or suspended. With the retirement of the senior civil engineer in June, the City will have to contract out for land surveying services. This person is licensed in both civil engineering and land surveying. FY 2009/10 Estimated Savings: $149,380 Public Works Capital Improvement Program (183) I did not include any CIP positions. I need these and more to complete current CIP projects, not to mention any economic stimulus projects that may come along. Some of the positions suggested for layoffs may be able to fill those positions either by lateral transfers or underfilling. ~ DS Budget Scenarios 01.28.09 Page 2 of 4 I have three part time people in CIP whom I have not proposed for layoffs since one hundred percent of their time is billable to CIP projects. The CIP Design section has over 120 active projects, 40 of which have been identified as high priority. Some projects are critical in that they have delivery deadlines and if the deadlines are not met, the City may lose funding and in some cases, funds may have to be returned to the source. Public Works Field Services (184) Proposal: Reduce a Senior Survey Technician and a Survey Technician. Savings would be net of an increase in contractual services of $70,000 to cover the responsibilities of the vacated positions. Summary: The survey crew spends about % of their time working on CIP projects. The other portion of their time is devoted to maintenance ofthe City's survey records, benchmarks, and survey monuments, along with survey work for other City departments. The latter service will not be provided with these layoffs. Vacating these positions is seen as a temporary measure only because the maintenance activities and other department work will need to be completed at some point. I did not include any Construction Inspector layoffs. The field inspectors are still extremely busy. The majority of inspections are related to CIP projects, the CaItrans' 1-215 improvement project (partially funded by SANBAG), and utilities (paid by the utilities). The 1-215 improvement project will be under construction for the next 5 years and based upon the first phase, there will likely be a need for increased inspection activities in order to protect the City's interests. Currently, I have between 1.5 and 2 inspectors assigned to this project for construction oversight to ensure adequate access to area residents and businesses, and to help minimize other related impacts. Staff anticipates going out to bid very soon with the Cajon Boulevard improvements project (Federal EDA Grant) and Hillwood is extremely anxious to keep this moving. In addition, Public Works inspectors will begin providing inspection services to the CIP projects being delivered by the Public Services Department. FY 2009/10 Estimated Savings: $35,972 Public Works Traffic (185) Proposal: Hold vacant Engineering Assistant II during FY 2009/1 O. Summary: I am not proposing to cut the Traffic Operations & Systems analyst position because it can be charged to Measure I funds instead of the General Fund as it is currently. The vacant Engineering Assistant II position will not be filled, leaving only the traffic engineering associate to handle office and field responsibilities. FY 2009/10 Estimated Savings: $69,420 q DS Budget Scenarios 01.28.09 Page 3 of 4 National Pollutant Discharge Elimination Svstem - NPDES (88) Proposal: Hold vacant Construction Inspector I for FY 2009/1 O. (Note: if filled, this position would charge approximately 50% to CIP projects.) Summary: The City is behind on commercial and industrial inspections and new regulations are being proposed by the Regional Water Quality Control Board (Regional Board). Cross training with the Public Works field inspectors has been ongoing allowing the latter to monitor and enforce prevention measures at construction sites and CIP projects. In addition, because of the shortfalls in the State budget, the Regional Board is aggressively looking for violations and the accompanying fines and the City is at risk. FY 2009/10 Estimated Savings: $31,670 Planning (190) Proposal: Reduce two Associate Planners and one Assistant Planner. Hold current vacancy of Development Services Technician during FY 2009/10. Summary: There will be delays in processing/reviewing plans and responding to public requests. In addition, staff often reviews plans and environmental documents from outside agencies (school districts, sbX-related, adjacent jurisdictions, etc.). These reviews will be delayed or suspended. All gas stations are required to have their evaporative vapor recovery (EVR) systems in place by April I, 2009. Not all gas stations have submitted applications at this time and there is likely to be a "rush" in March. The City is required to adopt water efficient landscaping provisions by January 2010 or default to the State model ordinance. With the cuts in personnel and professional/contractual, the City will have no choice but to default to the State's ordinance. Staff is already behind on the Development Code Update and this effort will be further delayed. Staff is proposing to hold Planning Commission meetings only once a month instead of twice as they are currently. If the Executive Assistant position is cut, it will likely be the one assigned to the Planning Division, who acts as the Planning Commission secretary. It is anticipated that there will be resistance from the two remaining Executive Assistants when the job duties are re- assigned, but that will be addressed. FY 2009/1 0 Estimated Savings: $289,001 Building Plan Check (192) Proposal: Reduce two Plans Examiners II's. Summary: At this time, it is more cost effective and efficient to use contract plan check services because the private firms are cutting costs to maintain workers. It is anticipated that this will /0- DS Budget Scenarios 01.28.09 Page 4 of 4 continue through the next fiscal year. The Senior Plans Examiner can monitor the agreements with the firms and assist at the public counter. FY 2009/10 Estimated Savings: $176,700 Building Inspection (191) Proposal: Reduce two Building Inspector I's and one Building Inspector II. Summary: The decrease in development activity does not justify the number of inspectors. However, there will be delays in response times due to fluctuations in work. The City's Mobile Home Park Inspector is currently a Building Inspector I, underfilling that position. This person will be bumped with layoffs. The Building Official is analyzing whether to re-assign another inspector or to give the inspection responsibilities back to the State. FY 2009/1 0 Estimated Savings: $225,348 Special Salaries Some of the positions proposed to be cut charge time to CIP projects and/or assessment districts. This does not necessarily result in lesser charges to special salaries. What it does mean is that the tasks completed by these people must be completed by other staff members or contracted out. In either case, the timeframe to complete projects is extended and the costs of projects are increased. General Comments Staff is implementing and in some cases, still reviewing the legislation that became effective January 151 to determine impacts to the City. For example, SB 1608 requires the City to have a building inspector who is certified in disabled access requirements by July 2010. This is easy to do, but requires training funds. AB 3005 requires local agencies to reduce vehicle impact fees for certain TOD housing projects. Although no specific projects are proposed at this time, Planning and Engineering staff still need to start reviewing to make recommendations. . AB 32 was the Global Warming Solutions Act of 2006, which requires the State to reduce greenhouse gas emissions to 1990 levels by 2020. The California Air Resources Board has met certain milestones, but still has more to complete between now and then. Related to this is SB 375, which links land use planning and transportation to this effort. Both of these will require a considerable amount of Public Works and Planning staff time, which may not be available to adequately address the issues. Most of the legislation that was approved this past year has similar implications to Public Works, Planning, and Building Services. ;j Ig 'S Om ~U) cniij 0, o c '" c >-'" LL '" ",g e~ "'~ OM ~Ig >- .E LL ~ U) 2l . ,.,0 _u "'- - " c c o c :E 0 ~ " 0. . " " ,., o C. 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C '0 C rn -' c . ~ o .. > " C '0 C rn -' ~ " c '~ W S (j " c " (J) '" '" C l' . " . ~ c " " c g W '" '" C rn u rn > 00 "'" NO l.O"lri ,,~ "'''' 00 "'<0 OM lfirxi "'''' 00 ~'" ~ ~ f'?-"<f "'''' C "1' a::: .~ " . ~:f ~ " " > \f):;::: di~ E .~ o ,S ;; E ''0 U'" Q)oc; - - M N '" N ~ 0, ~ '" '" '" <0 o N M '" -c c , u. .. :; c " '" .9 2l . o u 2l c " . " Q. ~ " '" J!l c " ~ " <> " '" I- 12 c 'S m U) .. c c o ~ " 0. .. o I- .!i E . '5 C . E . . " . . m :; 2l u " "e' <> 0. " .9 " E '" " e> m '" u . c ~ '8 <> " . " '" l- . City of San Bernardino Interoffice Memorandum To: Mark Weinberg, City Manager From: Michael Conrad, Fire Chief Subject: Options for Reducing Fire Department Operational Costs Date: January 17,2009 As requested, we have analyzed the fire department's operations to evaluate the cost of providing specific services, and to determine the impact to service levels if these operations were to be cut. The summary below follows the format requested with three escalating levels of impact on services. These are identified as options A, B, and C, with level "A" representing the least impactful options of those listed, and level "C" having the greatest impact on service levels. These options are eXplained in greater detail in Attachment A. Additional supporting information, including fire department response statistics, can be found in attachments B through D. As you know, the fire department has made several operational and staffing cuts over the past year to reduce operating costs. Through these cuts, we have reduced or eliminated programs and personnel. Although these cuts have reduced efficiency and quality in some areas, they have not significantly impacted the core functions of emergency response. However, at this point we have exhausted options that would result in a significant savings but would not affect these core functions. It is important to note that these options were developed based on this fact. The following is a summary of our analysis: Option "A": 1. Reduce staffing by decreasing the number of personnel currently assigned to certain engine and truck companies from four personnel to three persunnel. A minimum of one position could be reduced at an annual cost reductiun of$133,400. The maximum number of positions that could be reduced is 22, resulting in an annual cost reduction of approximately $2.9 million. 2. Reorganize fire department chief officer staffing. Eliminate une battalion chiefposilion, and place two battaliun chiefs on a 40-hour work schedule to perform administrative duties. Resulting annual cost reduction is approximately $253,000 3. Eliminate one Senior Administrative Assistant position. Approximate cost reduction would be $58,000 pg.l J . '2, Potential Annual Cost Reduction for Option "A": Firefi hter Position Only: Resource Minimum Annual Reduction (1 osition Maximum Annual Reduction (22 positions) 4 month Minimum Reduction 4 month Maximum Reduction 3 month Minimum Reduction 3 month Maximum Reduction I firefighter $133,400 $2,934,800 $44,467 $978,267 $33,350 $733,700 position Note: The number of positions reduced can be done in increments of one position, with a range between 1 and 22 positions. The level of cost reduction will be commensurate to the number of positions cut. Remainin 0 Resource I Admin Asst. Battalion Chief Reorganization Total tion "A" Reductions Annual Savin s $58,000 $253,000 4 Month Savin s $19,333 $84,333 3 Month Savin s $14,500 $ 63,250 $311,000 $103,667 $ 77,750 Impact on service levels: . Will likely result in delays in attacking structure and wildland fires, potentially leading to increased life and property loss. . Engines staffed with three personnel are 38% less effective on the fireground than engines staffed with four personnel. . Firefighter injury rates increase by as much as 36% when engine and truck company staffing is reduces from four person to three. . Reducing the number of battalion chiefs will compromise mandated command and safety functions on emergency incidents. This move will also increase chief officer level administrative workload. . Reducing administrative assistant staff will increase workload on remaining staff. These positions have already been reduced as part of the 2008 cutbacks. Option "B": 1. Eliminate staffing for up to two ladder trucks and/or one paramedic squad. This would be done in addition to option "A ". The cost reduction for one paramedic squad would be approximately $435,000. The cost reduction jor one of the two ladder truck companies would be $1,338,100. Cost reductionfor all three resources would be approximately 3,111,200. 2. Eliminate administrative training captain position. This results in a cost reduction of $152,700 pg.2 ,J Potential Annual Cost Reduction for 0 tion "B": Reduction Annual Reduction 4 Month Savin s 3 Month Savin s Training Captain $ 152,700 $ 50,900 $ 38,175 Paramedic Squad 226 $ 435,000 $ 145,000 $ 108,750 I Ladder Truck $ 1,338,100 $ 446,033 $ 334,525 company Both Ladder Truck $ 2,676,200 $ 892,067 $ 669,050 Companies Total Savings $ 3,263,900 $ 1,087,967 $ 815,975 Impact on service levels: · Response times to approximately 2,900 emergency medical calls for service will increase by approximately 33% or more. Such increases in response times are linked to increased patient mortality rates, particularly in cardiac emergencies. · Specialized services that are currently delivered by ladder truck companies may be delayed, or may not be available at all. This will have a profound impact on firefighting and rescue capabilities. . As with option "A", fewer firefighters would be available on the fire ground in a timely fashion, causing delays in firefighting operations, increased firefighter injuries, and increased risk to the community. Option "C": Close one or more of the city's 12fire stations. This could be done in addition to, or in combination with options "A" and "B", but it is recommend that it is only considered after the other options have been exhausted Potential Annual Cost Reduction for Option "C": Closin One Fire Station Resource Staffing for I fire station (9 total positions) Annual reduction $ 1,393,200 4 month savin s $ 464,400 3 Month Savin s $ 348,300 Impact on service levels: · Every emergency call for service in the district of the vacated fire station will receive response times as high as 18 minutes or more. This is more than double the response time that other areas ofthe city with an operating fire station will experience. This will also increase response times city-wide as units will frequently be out of their district to cover other areas. As discussed, these longer response times will have a direct effect on the health and safety of the community and firefighters. · Fewer overall resources in the emergency response system. This will decrease the fire department's ability to mitigate large fires and other significant incidents. Larger fires will result in greater dollar loss. pg.3 I,' ATTACHMENT A Detailed Analysis of Options for Reducing Fire Department Operational Costs Option "A"; ]. Reduce staffing by decreasing the number of personnel currently assigned to certain engine and truck companies from four personnel to three personnel. A minimum ofl position could be reduced at an annual cost reduction of$]33,400. The maximum number of positions that could be reduced is 22, resulting in an annual cost reduction of approximately $2.9 mil/ion. 2. Reorganize fire department chief officer staffing. Eliminate one battalion chief position, and place two battalion chieft on a 40-hour work schedule to perform administrative duties. Resulting annual cost reduction is approximately $253,000 3. Eliminate one Senior Administrative Assistant position. Approximate cost reduction would be $58,000. Background: Firefighter Staffing The fire department currently staffs 9 of its 14 engine and truck companies with four personnel. The remaining resources are staffed with three personnel. All of these are staffed on a 24/7 basis. The industry standard established by the National Fire Protection Association (NFP A) for fire department staffing recommends that engine and ladder truck companies are staffed with four personnel. Additionally, several studies provide evidence that four-person staffing on fire engines and ladder trucks is more efficient and results in fewer firefighter injuries during firefighting operations than three-person staffing. For these reasons, the City has been working for several years to incrementally increase staffing to the four-person level. However, in the context of statling reductions, maintaining four-person statling would limit any significant reduction options to removing entire responding units (engines, trucks, and/or the paramedic squad) from the city's emergency response system. Such a move would result in longer response times to emergencies, which is also contrary to NFP A standards that call for a total response time standard of six minutes or less on 90% of the calls for service. Additionally, there is substantial and compelling research showing a clear relationship between increased mortality rates and fire loss, and extended response times. This is particularly evident in Emergency Medical Service (EMS) calls. Research indicates that delays of as little as one minute can have a measurable negative impact on patient survival rates during critical medical emergencies I. Additional studies show that res~onse times exceeding 5 to 7 minutes can increase the patient's mortality risk by up to three times. These are important elements to consider as approximately 87% of the fire department's responses are medical in nature. ] White, R., Hankins, D., & Bugliosi, T. (1998). Seven years experience with early defibrillation by police and raramedics in an emergency medical services system. Resuscitation, 39(3), 145-151. Blackwell, T., & Kaufman, J. (2002). Response time effectiveness: Comparison ofresponse times and survival in an urban emergency medical services system. Academic Emergency Medicine. 9(4),288-295. pg.4 / J Although the city has worked diligently to reduce response times, the increasing number of emergency calls for service that the city is experiencing has resulted in response times that fall short ofNFP A standards. Any decrease in the number of resources available to respond to emergency calls will result in further degradation of this service measure. Reduction of Battalion Chief Position The city currently uses six battalion chiefs (two battalion chiefs per shift) to supervise field operations on a 24/7 basis, and perform a variety of administrative functions (see attachment "D"). One of the critical functions of the battalion chiefs is to take a command role in emergency operations. Ensuring that these incident command functions take place is required by Title 29 CFR 1920.120. Furthermore, NFP A Standard 1710 calls for a chief officer to respond to the scene of emergency incidents to perform command functions. These functions include implementing the Incident Command System (ICS), coordinating incident communications, tracking the precise location and function of each person assigned to the incident, and coordinating functions of outside agencies that may be involved with the incident. Typically, because of the complexity ofthese functions, a second battalion chief is dispatched to all incidents where multiple companies will be operating. The second battalion chief assists with the above functions, and often serves as the incident safety officer, a position also required by OSHA and NFP A. These personnel currently work on a shift schedule of 48 hours on and 96 hours off. This option would require that one of these positions be held vacant, resulting in an annual savings of $218,300. This option would also require that two other battalion chiefs be moved to a 40-hour workweek to perform administrative duties, respond to emergencies, and share the additional workload resulting from the vacant battalion chief position. These two battalion chiefs would perform functions and receive compensation on par with the current position of training officer. As 40-hour positions, they will not require backfill when leave time is taken. Therefore, the reconfiguration of these positions results in an additional annual cost reduction of approximately $40,500. Reduction of Administrative Assistant Position. The fire department currently has one vacant assistant to the director position. Fire will fill that position with one of the personnel that are currently working in the department as a senior administrative assistant. This will create a vacancy for a senior administrative assistant that will not be filled. The job duties from the vacated position will be shared by the new assistant to the director, along with remaining administrative staff. Option "A"s impact on service level: Reduction to four-person staffing on engines and ladder trucks Although NFP A standards recommend that engine and truck companies are staffed with four personnel, it does not state that they must arrive at the scene on the same apparatus. Therefore, even with a reduction to three-person staffing, firefighting operations can take place once enough personnel arrive at the scene to safely attack a fire. However, having to wait for additional personnel means that fire attacks will be delayed, which may result in additional property damage and increased health and safety risks to the public. pg.5 ......, The impact of these delays is significant as modern furnishings and construction materials have changed the dynamics of structural firefighting substantially. Recent studies from the National Institute of Standards and Technology show that the elapsed time from the beginning phases of a fire to the point where it is lethal to humans has decreased by 82% compared to similar studies in 19753. This means that fires in the home will grow in size so quickly that delays as little as one minute will have a profound effect on fire extension, property loss, and life loss. This may also result in fire extending beyond the structure of origin and spreading fire to other structures in a neighborhood or district. This could be particularly problematic during high-wind events, which are common in San Bernardino. Additionally, studies have found that a decrease from four-person staffing to three-person has contributed to an increased injuries to firefighters. One published study found that injuries per 100 firefighters increased by over 36% when staffing was reduced from four-person to three-person4. Reduced staffing also means fewer firefighters available to rotate out of large fires for rehabilitation. A lack of frequent and adequate rehabilitation during firefighting operations has been cited as a significant cause of cardiac arrest in firefighters. One recent study by the University of Illinois5 found that increased body temperature resulting from firefighting activities increased blood-clotting potential after only 18 minutes of firefighting operations. With fewer firefighters in the city's response system, providing rehabilitation to prevent such conditions while still attacking the fire will be increasingly difficult. In addition to being a health and safety concern for the city and our firefighters, such an outcome would result in increased costs associated with employee InJUrIes. Reduction of Battalion Chief Position The span of control ratio of chief officers to personnel supervised is already one of the highest in this region at approximately 18 employees per chief officer. By eliminating a battalion chief position, this ratio will increase further, and the efficiency of command and safety functions on multi-company incidents will be compromised. Although there will be additional chief officers available to respond to incidents that occur between 07:30 A.M. and 5:30 P.M. Monday through Friday, the remaining time periods will only have one battalion chief on duty to immediately respond to these incidents. Additionally, it will be difficult to rely on other personnel assigned to the incident to assist these required functions as other staffing reductions will tax an already limited number of people on incident scenes. The fire department plans to make use of on-call chief officers and mutual aid to respond to these scenes after hours and on weekends, but their response will be substantially longer than with the current system. Because many of these functions must take place in the first few minutes of an incident, these delays may have a significant negative impact on incident safety and efficiency. 3 National Institute of Standards and Technology (2004). Technical note 1455. 4 Analvsis of Fire Fighter Iniuries and Minimum Staffing Per Piece of Annaratus in cities with nODulations of 150.000 or more, December 199], International Association of Fire Fighters, pp 1-5. Study included data from 180 fire departments with a population of 150,000 or more. Similar results were found in studies conducted by Seattle W A FD and Providence RI FD. 5 University of Illinois Fire Service Institute Report (2009). Firefighter fatalities and iniuries: The role of heat stress and PPE. Firefighter Life safety Research Center. pg.6 I:f' Reduction of Administrative Assistant Position Vacating the senior administrative assistant position will increase the workload to the remaining clerical staff. In 2008, the fire department held another administrative assistant position vacant as a cost cutting measure. That position is still vacant, and this additional reduction of an additional clerical position will mean that certain reports and record keeping functions will be delayed. Some functions, such as billing for EMS or inspection services, must be processed in a timely fashion in order to ensure collection. Therefore, this reduction may require the occasional payment of overtime to clerical personnel so that the city can maximize their collection for these services. Potential annual cost reduction for option "A": $133,400 to $3.2 million. The range of cost reduction potential for option "A" is broad. The cost of one top-step P-l (non- paramedic firefighter) is approximately $133,400 annually. The amount of the cost reduction will be commensurate to the number of positions cut. Likewise, the magnitude of the service level impacts discussed above will increase proportionately as more positions are cut. The P-l is an entry level firefighter position. If option "A" is selected, this would be the rank level at which the reduction in force would occur. Although P-2 (paramedic firefighter) is also an entry level position, it will be critical to retain these positions in order to maintain Advanced Life Support (ALS) service delivery. Option "B": 1. Eliminate staffing for up to two ladder trucks and/or one paramedic squad resources. This would be done in addition to "A". The cost reduction for one paramedic squad would be approximately $435,000. The cost reduction for one of the two ladder truck companies would be $1,338,100. Cost reductionfor all three resources would be approximately 3,111,200. 2. Eliminate administrative training captain position. This results in a cost reduction of $152,700 Backl!.round: Elimination of Paramedic Squad and/or Ladder Truck companies Currently, the fire department staffs two ladder truck companies on a 24/7 basis. These resources operate out of two fire stations that are also staffed with a full-time ALS engine company These are referred to as "multi-company stations". One of these truck companies is also a paramedic (ALS) level resource, and the other is staffed with Basic Life Support (BLS) trained personnel. There is also one two-person paramedic squad located at station 226 along with a full-time engine company. Option "B" would call for the elimination of one or all of these resources, leaving only the engine resource to cover that stations district. The purpose for these resources is twofold. First, truck companies conduct specialized functions during structure fires, technical rescue, and hazardous materials incidents. These functions represent an integral part of the total response system and must be performed to ensure operational efficiency and provide for firefighter safety. If option "B" were implemented, it would require that the ladder truck be cross-staffed by the personnel assigned to the engine company at the respective station. Although this would allow the apparatus itself and the specialized tools it carries to be available at emergency scenes, the loss of the personnel that it would normally carry would have to be compensated for by sending additional resources to the emergency. This creates a domino effect pg. 7 JQ of resources responding out of their district to cover calls, leading to substantially increased response times and decreased efficiency. The sccond purpose for both the truck companies and the paramedic squad is to provide additional resources that are able to cover the city's increasing EMS call volume. This is particularly true of the one ALS truck company and the paramedic squad, although all three units contribute to this service. These units are assigned to the busiest districts in the city. This is necessary because the call volume in these districts is so high that the primary responding unit is frequently tied up on emergency calls when subsequent calls in the same district occur. Without additional resources available in that district, these subsequent calls require a response by resources from other district. Again, this results in increased response times to all calls for service, but the impact is even more pronounced due to the frequency of EMS calls. Elimination of Administrative Training Captain The fire department's training division consists of the training chief, and one administrative captain. Each work on a 40-hour per week schedule. The training captain is in charge of conducting department-wide training, arranging for training classes, creating revenue through the management of the department's training reimbursement program with Santa Ana College District, oversees the departments six-week training program for new employees, conducts probationary training and testing, and a variety of other functions. Working directly under the training chief, the training captain organizes more of the day to day required training, which allows the training chief to concentrate on long range personnel and training goals. These goals include recruitment, hiring, and promotional processes. It should be noted that since April of 2008, the fire department has held the administrative clerk position assigned to the training division vacant as a cost reduction measure. This has contributed to an increased workload for the existing training staff. Option "8"s impact on service level: Elimination of Paramedic Squad and/or Ladder Truck companies As discussed in option "A", an increase in response times of as little as one minute for EMS calls can result a significant increase in patient mortality rates. We know from our own response statistics that full implementation of option "BOO is certain to increase response times by roughly 33% on approximately 1,600 EMS calls for service in the three districts that will lose staffing for the additional truck or paramedic squad. Furthermore, engine companies from throughout the city will have to respond out of their assigned districts on a more frequent basis to compensate for this reduction of recourses. This will result in approximately I ,300 additional calls that will have a response time increase of approximately 33%. It should also be noted that in some situations, this option could lead to response times of over 15 minutes. This element will be discussed in detail in option "COO This increase in response times, coupled with the reduction in staffing outlined in option "A" will also affect the department's effectiveness in fighting fires. As mentioned, firefighters can still conduct fire fighting operations with three-person staffing, but only after enough personnel have arrived on-scene to perform operations safely and within the parameter of codes and standards governing firefighting operations. Failure to assemble an acceptable number of personnel is both a pg. 8 D/\ hazard to firefighters, and a liability to the citl. As discussed in other options, the delays that assembling an adequate number of personnel creates increases the potential for civilian and firefighter injuries and fatalities, and property loss. Elimination of Administrative Training Captain Eliminating the training captain will leave only the training chief to coordinate all personnel and training functions for over 160 personnel. Based on our research, this would leave us with the most understaffed training division for a department our size in the Southern California area. Prior to 2003, the fire department had attempted to run the training department with only a training chief. The result was that several mandated training programs were not taking place simply because there was not enough staff to organize and oversee the training. This issue was corrected with the addition of the training captain and clerical staff. However, we will likely regress to the same problems through this option. Furthermore, with the training captain and the training administrative assistant positions both vacant, it will be difficult to maximize the revenue potential of the training reimbursement program that the department participates in with the Santa Ana Community college district. This contract generates over $130,000 in revenue annually. Keeping fire department personnel current on job skills and mandated training is vital to service quality and to reduce liability to the city. Therefore, should this option take place, these functions would temporarily be handled by one of the battalion chiefs that were assigned to a 40-hour work week in option "B". Potential annual cost reduction for option "B": $152,700 to $4.6 million The annual cost for the training captain position is $152,700. The annual cost for the one paramedic squad in the city is approximately $426,850 for staffing and approximately $8,000 for fuel costs. Annual costs for each truck company is approximately $1,369,200 for personnel and approximately $12,000 in fuel costs. lt is assumed that these ladder trucks and squad will be retained by the city even though they are not staffed. Implementation of option "B" does not require that all three resources be eliminated. Therefore, the level of cost reduction for option "B" will depend on how many of these resources the city finds necessary to eliminate. Option "C": Close one or more of the city's 12 fire stations. This could be done in addition to, or in combination with options "A" and "B ", but it is recommend that it is only considered afler the other options have been exhausted Backe:round: The city has a total of 12 fire stations that are staffed on a 24/7 basis. One of the objectives of options "A" and "B" was to keep these stations open to ensure that citizens in all areas of the city receive help for fire and medical emergencies as quickly as possible. However, if options "A" and "B" are implemented, the only practical alternative left that will result in a significant savings will be to eliminate a paramedic engine company, thereby closing the fire station it responds from. The actual fire station that would be closed would be determined after careful consideration of multiple factors. This would include historical patterns of service delivery throughout the city and 6 See Administrator of the Division of Safety, OSHA vs. Clark County Fire Department, 1990, Department of Industrial Relations, Carson NV., Docket No. 89-385. Willful violation: Performing operations at a structure fire without an acceptable number of personnel on the scene of the incident. pg.9 ')1 for each individual district. Elements to be considered for each district would include total call volume and call types, calls by time of day and time of year, fire hazard severity, and response times from the next closest fire station. If the city should decide to implement this option, the fire department will research and present recommendations based on the level of reductions requested. Imoact on service level: The elements of response times and staffing that were discussed in options "A" and "B" applies in much the same fashion to option "C". Therefore, option "C" carries with it a significant potential for increased property and life loss due to fire, increased mortality rates from medical emergencies, and increased hazards to firefighters. However, unlike the other options, where response times are reduced on a portion of the calls for service, closing a station assures that every call for service in the affected district will receive longer response times. Furthermore, the level of increase in response times in the affected district(s) will increase significantly over those discussed in options '''A'' and "B". When determining the location for fire stations, the goal is to ensure that a responding resource can reach all parts of the district in 5 minutes or less. Although some of our fire stations are slated to be relocated in order to reach that goal, most stations are reasonably close to the goal. Therefore, when a station is closed, the next closest resource must travel at least 5 minutes just to get to the edge of the vacated district. If the location of the call is on the opposing side ofthat district, the responding unit will have to travel an addition 10 minutes to get to the call. In this scenario, the call, which would have taken only 5 minutes to drive to had the station been open, will now take 15 minutes to drive to because the closer station was closed. Such a response time is beyond any reasonable standard, and although a 15 minute would represent the higher end of response times that may be experienced, response times of greater than 10 minutes are likely to be common. Potential annual cost reduction for option "C": $1,393,200 per fire station The potential annual cost reduction consists of$I,369,200 in personnel costs, and estimated $24,000 in maintenance and operation costs for the fire station and the apparatus operating there. This estimate was made under the assumption that the city will retain ownership of the fire station, apparatus and equipment. pg. 10 ") ,..., ATTACHMENT B Fire Department Response Statistics for Calendar Year 2008 The following highlights of the fire department's service statistics were extracted from the city's fire Computer Aided Dispatch (CAD) system, and electronic Fire Records Management System (FRMS). These statistics were provided by the public safety section of the City's information technology department. Total emergency responses by fire department: 25,910 Total Fire/rescue related calls: Total unit responses to fire incident/ 3,189 (12.3% oftotal) 5,332 Total Emergency Medical Service (EMS) calls: Total unit responses to fire incidenti 22,721 ( 87.7% of total) 23,629 Estimated dollar loss from fires in structures: $8,875,100 Estimated value of structures affected by fire: $93,137,220 Estimated value of potential property saved through fire suppression efforts9: $84,262,120 Total calls for service proccssed by fire dispatchlO: 40,028 7 Many fire incidents require more than one fire resources to respond. This is particularly true in structure fires and wildland fires. This number indicates the total number of individual unit responses to fire related calls. 8 EMS calls that may require more than one unit include traffic collisions, specific types ofrescues, and when the complexity of the medical emergency may require additional personnel (full cardiac arrest, multi casualty incidents, etc) 9 Potential property saved through suppression efforts is calculated by subtracted the estimated dollar loss due to structure fires from the estimated value of the structures involved in fire. This number is also based on the assumption that if fire suppression efforts had not heen effective, there would be the potential for a total loss to the property. 10 This represents all emergency and non-emergency call types that were entered into fire's Computer Aided Dispatch (CAD) system. Not all of these calls required a response from the fire department. Many of these were screened through the Emergency Medical Dispatch (EMD) process and received an ambulance only response. Other call types include faulty alarm systems, incorrect jurisdiction, or false calls identified before a unit was sent. pg. II ;]~ Distribution of emer enc calls for service Location" EMS Fire Total % of Total District 221 3,516 389 3,905 15.1% District 222 2,059 253 2,312 8.9% District 223 1,571 246 1,817 7.0% District 224 3,412 325 3,737 14.4% District 225 1,033 211 1,244 4.8% District 226 3,895 460 4,355 16.8% District 227 1,589 210 1,799 6.9% District 228 1,301 181 1,482 5.7% District 229 1,291 192 1,483 5.7% District 230 1,345 319 1,664 6.4% District 231 1,274 269 1,543 6.0% District 232 433 133 566 2.2% Note: These represent single calls for service. Many of these required multiple units to respond, but they are still represented as a single call in this table. a See map in Attachment "c" pg. 12 !"'I Emergency Responses by Specific Fire Department Resource. Resource" Current Staffinl Fire Responses EMS Responses Total Responses ME22I 3 person 552 2,908 3,460 ME222 4 person 482 2,080 2,562 ME223 4 person 461 1,565 2,026 ME224 3 person 545 2,791 3,336 ME225 4 person 312 995 1,307 ME226 3 person 503 1,273 1,776 MS226 2 person 85 2,884 2,969 ME227 4 person 331 1,452 1,783 ME228 3 person 252 1,177 1,429 ME229 3 person 295 1,131 1,426 MEnO 4 person 433 1,337 1,770 ME231 4 person 339 1,132 1,471 ME232 4 person 218 483 701 MT221 4 person 234 217 451 T224 4 person 290 573 863 a Resource numbering corresponds to district location identified in Attachment C. b Minimwn staffing for all resources except MS226 include one captain, one fire engineer, and one paramedic firefighter. Four-person resources are staffed with the same rank structure, but include an additional non-paramedic firefighter. Abbreviations: ME: "Medic Engine". Paramedic staffed fire engine MS: "Medic Squad". Paramedic squad. Ford F-450 pick-up truck staffed with two personnel. Responds to EMS and fire calls MT: "Medic truck". Ladder truck staffed with one paramedic to deliver Advance Life Support (ALS) T: "Truck". Ladder truck staffed with Basic Life Support (BLS) personnel. pg.13 :25 ATTACHMENT C Fire Response District Map pg. 14 '7/ First In Response Legend , 221 I 225 229 222 i 226 230 223 ! 227 231 224 228 232 SELfNE F F RlAL .. " ~ , w"" LOVER , Main Map Legend .tiJ.. Fire Stations .. CHP .~ Golf Course ~ CMyPolice ~ ~ Hospitals II Sherifi' Iil City of San Bernardino ~ Fire First in Response Districts ~ pg. 15 ,17 ATTACHMENT D Current Distribution of Battalion Chief Administrative Duties Training Oflicer v' CICCS/Red Card coordinator v' Promotional Testing v' Recruitment/Entry level training and testing v' Tactical medic program v' Background Investigations v' Public Safety Academy liaison v' Admin. Captain v' Tower training v' Coordinate Probationary testing v' Scheduling training ( training calendar) v' Entry level testing v' SACCD coordinator Disaster Management Coordinator v' Disaster Preparedness Coordination and EOC/IMT v' Fire Grants / Special Funding / UASI v' Terrorism Training / Preparedness v' Communications center (with assigned battalion chief) v' Emergency equipment and meal agreements v' CERT (with two assigned battalion chiefs) EMS Coordinator v' EMS Advisory Board chairman (EMS Advisory Committee) v' EMS QI/QA chairman (EMS QI/QA Committee) v' EMS Supply (with FS22I Paramedics) v' EMD Coordinator v' Medical Director liaison v' EMT and Paramedic recertification tracking and coordination Battalion Chief 603 A shift v' Safety equipment inventory (BDO) v' Fire Apparatus Specifications and Procurement v' Fire Maintenance Shop (Oversee Shop Supervisor) v' Coordinate department Public Information Officer (PIO) program v' Fire Department Honor Guard liaison. Battalion Chief 604 B Shift v' Electronic communications (Cell phones, pagers, MDC, Radios, Sat phones) v' Fire communication center v' Computer Aided Dispatch (CAD) liaison. v' Wildland Firefighting committee pg. 16 " " v' T elestaff coordinator v' Sewing program liaison. v' Hose maintenance and repair program liaison v' Self Contained Breathing Apparatus (SCBA) maintenance and repair program liaison. Battalion Chief 604 A Shift v' Explorer program (with captain from station 232) v' Coordinate station assignments and rotations, station bids and transfers. v' Standard operating procedure coordination and distribution. v' Safety employee Holidays / Vacation Scheduling Battalion Chief 604 C shift v' Buildings and Grounds maintenance v' Fire station Furnishings v' Small Tools and equipment purchases. v' Wildland Firefighting committee v' Wellness/fitness program coordinator/liaison Battalion Chief 603 B Shift v' HazMat emergency response coordination v' Hazardous Materials Investigation Program (HMlU) v' Urban Search and Rescue (USAR) program coordinator. v' Electronic records management system. v' SAFERS, safety gear and uniforms specification and purchase. v' Accountability Passports / Helmet Labeling / Laminating (Engr. Darrell Degner PM Osekowski) Battalion Chief 603 B Shift v' SBIA operations coordinator v' Facility Supply Order and Distribution (Logistics Officer Mike Hudkins) v' Traffic collision cost recovery v' San Bernardino Regional operations and coordination. pg.I7 Jq CITY OF SAN BERNARDINO Facilities Management Interoffice Memorandum TO: Mark Weinberg, City Manager FROM: Jim Sharer, Director of Facilities Management SUBJECT: Facilities Management Budget Scenarios DATE: January 16, 2009 COPIES: As per your request at the budget briefing of January 12, 2009, below are the possible scenarios for the Facilities Management Department. Scenario #1 - Reduced Services, Cell Phone Allowance, Sale of Property And Paid Parking adjacent to the Courthouse Reductions will be made in Custodial if facilities are closed as part of the budget solution. These reductions will be provided to you as needed. Reducing the days and/or hours of operations of some facilities may not affect custodial service as we are already performing 'skip' cleaning (limited days and services) at most smaller off-sites. No cuts to Building Maintenance due to current reductions. No cuts to Parking Enforcement. This section generates revenue, so further cuts are counter productive. The City currently has approximately 400 City-issued cell phones and Blackberry instruments. Of the 400, 91 are used as two-way radios using the Direct Connect function, and cannot be taken away from the users. The remaining phones cost the City $150,000 per year. If the City were to recall all of these phones and issue a $25.00 cell phone allowance to approved employees, the savings would be $57,300 per year. The Harrison Fire Station located at 3250 Harrison Street has been decommissioned for the past 15+ years. The Sherriff's Department rents the site for $1.00 a year to house their Search & Rescue Team. The site has little value to the City and staff proposes selling this property to the County for fair market value. ~() The City has looked at the concept of parking meters in the downtown area for many years now. The Courthouse District is the most heavily used area for on- street parking, and a perfect site to test a paid parking program. The Courthouse District has approximately 150 on-street spaces that could be controlled using 15 pay & display multi-space pay stations. Using a combination of debt service and gas tax funds, the $180,000 pilot project would cost $1 ,700/mo in debt service and generate $4,400/mo in revenue, for a positive cash flow of $2,700/mo, which would be $32,400/yr. Scenario #2 - Consolidate with another Department Reduce costs by consolidating two or more departments. This reduction will allow the removal of one or more department heads, who could then be reassigned to department head vacancies in other departments (i.e. Code, Animal Control and Library). Potential matches for Facilities Management: Facilities and IT - Both provide internal services and maintenance, both heavily dependent on technology. Savings = 1 Director Facilities and Code Enforcement - Facilities operates Parking enforcement and has many ties to Code Enforcement Savings = 1 Director Facilities and Animal Control- non traditional mix, both operations are stand alone Savings = 1 Director Facilities, Code Enforcement and Animal Control - This would be create a single department performing most of the non-Police enforcement functions. Scenario #3 - Disband Facilities Management Consolidate the components of Facilities into other existing departments Utilities, Building Maint and Custodial Maint to Public Services Parking Enforcement to Code Enforcement Telephone Support to IT Project Management to PS or Dev Svcs Director to fill other vacant Director position (i.e. Code, Animal Control or Library). 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" " eo ] iV :~ III 0 0 .. .c eo eo " eo I: I: eo - I: () <( () ,!!! 0 0 I: a; 'n; I: 0 I: '" W en D- '" () '" C l- I- " " " en en en Q ~) Page 1 of 2 Sassoon_Lo From: Marek_To Sent: Tuesday, January 20, 2009 1014 AM To: Weinberg_Ma Cc: Sassoon_Lo; Pachon_Ba Subject: FY08-09 Budget Shortfall Options for IT Mark, Attached is a list of potential layoffs of IT personnel with associated cost savings. MODEST IMPACT: This involves the loss oCone IT Technician II. The individual filling the only IT Technician II position assigned to the IT Public Safety Group would lose his job because of his lack of seniority. Hence, one of the other IT technicians would need to cross-train to perform the Police-related IT functions. The elimination of an IT Technician II position would negatively impact the IT Division's ability to provide adequate service to departments and perform several important functions, including: . Perform daily server backups (financial system, utility billing system, email, etc.) . Maintain backup media inventory and manage off-site storage of backup media . Install, configure, maintain, and repair desktop PCs and printers . Install, configure, and maintain PC software . Maintain an inventory of City-owned computer hardware . Perform daily department service walk-throughs . Provide user support and help desk . Special job processing: Electronic transmittals (payroll direct deposit, positive pay, bank drafting), Water bill and notice printing, etc. MODERATE IMPACT: This involves the layoCCoCtwo IT Technicians II. Currently, there are three IT Technicians II positions in the IT Operations Group in addition to the one IT Technician II assigned to the IT Public Safety Group. The IT Operations Group provides day-to-day technical PC support to all City Departments, including PC hardware repair, software installation/upgrades, and user training. The Operations Group also provides support to all other IT groups (Network, GIS, Business Systems and Public Safety). The IT Operations Group also performs tasks critical to the City, i.e., daily backups of City/Water Department data, transmittal of City/Water payroll files to financial institutions, printing of Water utility bills, technical support during Council meetings, and support of Blackberry mobile devices. With 1200 computers to support (including PCs, laptops, Police MDCs), on average, each technician supports 300 computers, more than twice the industry average. The Management Partners' Final Organizational Review Report states that IT staffing is four to five employees less than a typical organization of its size. Any layoff in the IT Operations Group (in addition to the layoff of the IT Technician II in the IT Public Safety Group) will have a significant negative effect on services and response times: . Repair turn-around time would double to two weeks 1/20/2009 22 Page 2 of 2 . Daily walk-through of all departments would not be possible . All network cabling may need to be contracted, with cost transferred to requesting departments . Having a technician available for immediate response to other departments would cease . Repairs to Police/Fire MDCs would take significantly longer . Having a technician available for Council meeting technical support would be inconsistent . Helpdesk phone line would have to be eliminated due to lack of staffing . Payroll transmittal responsibilities may have to be transferred back to the respective departments . Support to internal IT groups would be reduced/eliminated All of the above impacts are based upon the layoff of one IT Technician II in the Operations Group and the sole IT Technician II in the Public Safety Group. The remaining two Technicians II will be responsible for all the functions currently performed by four technicians. The layoff of these two technicians will cause moderate to severe delays and cancellations of service. SEVERE IMI';'\.CT: This inyolves the layoff of three IT Technicians II and one ~nalyst I. If three of the four IT Technicians II are subject to layoffs, then the impact of service is so severe as to result in major delays and/or cancellations of critical services. The negative effects outlined in the MODERATE IMP ACT section will be exacerbated with the layoff of the third IT Technician II. City services will be significantly degraded as all departments are highly dependent on computer services. Layoff of IT Analyst I assigned to IT Business Systems Group is extremely significant. This position directly performs numerous tasks related to the City web site, new citizen request management (CRM) system, animal shelter management system, integrated secority management system (ID Badge), building permit system, business registration system, daily system backups, and provides support to senior IT staff. This position is the primary IT support position for the newly implemented citizen request management system. Ifthis position is lost, this significant workload will need to be absorbed by higher-level Analysts who already have a significant backlog of work. This will have a negative impact on both the day-to-day service provided to departments and various technology projects. The Water Department is funding 75% of an Analyst position with the expectation that IT will meet their service needs. Elimination ofthis position will impact ITs ability to meet its obligations to the Water Department, and may cause them to reconsider future funding for personnel or IT services. Tom Marek Director of IT 1/?O/?OOq z1 IT - Potential Layoffs (Revised) MODEST IMPACT: Savings Savings Position Annual Cost Monthly Cost April - June 2009 FY 2009 - 2010 IT Technician II $70,254 $5,855 $17,564 $70,254 Total $70,254 $5,855 $17,564 $70,254 MODERATE IMPACT: Savings Savings Position Annual Cost Monthly Cost April - June 2009 FY 2009 - 2010 IT Technician II $70,254 $5,855 $17,564 $70,254 IT Technician II $77 ,488 $6,457 $19,372 $77,488 Total $147,742 $12,312 $36,936 $147,742 SEVERE IMPACT: Savings Savings Position Annual Cost Monthly Cost April - June 2009 FY 2009 - 2010 IT Technician II $70,254 $5,855 $17,564 $70,254 IT Technician II $77,488 $6,457 $19,372 $77 ,488 IT Technician II $71,275 $5,940 $17,819 $71,275 IT Analvst I $71,465 $5,955 $17,866 $71,465 Total $290,482 $24,207 $72,621 $290,482 czc; In Defense of the Library The city of San Bernardino is facing an unprecedented budget shortfall, and the City Manager and Finance Director will have to make tough recommendations to the Mayor and the City Council. They will look to cut back or eliminate those things that are deemed non-essential services. In tough times, they will say, we must sacrifice some of the services and amenities the city might retain in more prosperous times. The challenge is to identify what is or is not essential to the city. Of course, we would all agree that public safety is of paramount importance, so the Mayor and Council will probably limit the cuts to the fire department and the poilce department, two agencies that are hard to cut anyway. In these tough times, the library may appear to be an amenity, one that can be sacrificed to the greater good. Cultural services become the target of cuts, and we may not recognize until too late that they are the lifeblood of our community. In an earlier round of budget reductions, one Council member suggested that we close all three branch libraries, and more recently, another city official suggested that the library's budget could be eliminated entirely. But the library is as essential a service to the city as the firefighters who protect our homes or the police who make a valiant effort to keep crime low and our citizens safe. A city worth living in has to offer more than physical security. The well-being of our libraries is a barometer measuring the cultural and educational health of our city. If you haven't been to the Feldheym Central Library or one of the three surviving branches (at one time, we had five), you may have forgotten why the library is essential. For some residents of the city, the library offers a convenient way to get to books. Libraries as repositories of books have somewhat fallen out of vogue, particularly for those who are doing well financially. Borders is only a dozen or so miles south in Riverside, and Barnes & Noble is even closer going either east or west of the city. But not all of us can afford to buy every book that we want to read. Others, and the elderly come to mind, may not so easily be able to get themselves to a bookstore in another city. If you've driven the freeways lately, the reasons are clear. Still others enjoy the convenience of being able to get a book from a library near their homes. I grew up in San Bernardino, and I don't remember that we had a bookstore in the city in the fifties; I certainly could not have afforded to buy as many books as I wanted to read. But in the twenty-first century, libraries offer so much more than books. When I go to Feldheym, the most obvious benefit of the library is that it provides computers and internet access for people who do not otherwise have ready access to them anywhere else. Young people are lined up next to older people, all of them waiting for their hour on the computer. Students of all ages use them to do research and other homework. Others use them to search for jobs. Even very young children are able to make use of the computers with special software designed just for them. And patrons, young and old, check out movies. There is a benefit to each of those individuals in how they use the library, but there is also a larger benefit to the rest of the community. A community is composed, in part, of people who have shared interests and experiences. Part of that framework of interests comes from the cultural capital we share, and that is made up, again in part, by the movies we have seen and talked about, the books on the best seller lists that are discussed by friends over coffee, and so on. The library provides a place for people to get movies when other sources aren't available (remember the Where house?) or inaccessible (how do you order from Netflix if you don't have a computer?). San Bernardino is slowly making a transition from jobs based on muscle power to those based on information and knowledge. To prosper and to attract the kinds of jobs that will be available in the future, we must have a citizenry that is literate, a term that today encompasses both the ability to read and the ability to use computers effectively. The library offers an avenue to a better world. For some, it provides escape through the realm of fiction. For other readers, the library offers through its wealth of books, the opportunity to learn lessons through the lives of others, real and fictional. The library engenders dreams of places one might travel, and often those dreams become the seeds that lift people up to make trips to those places they read about or saw in books in the library. The library offers the resources that allow men and women to train for a new job to sustain or even uplift their families and thus becomes the key to a better life. For some, the library is a refuge against the stifling heat of summer because electricity is too expensive. And perhaps, for a few, the library is the only place they can find peace and quiet; it becomes a bulwark against chaotic lives brought about by circumstances over which they have no control. I am reminded of that old proverb that laments the loss of the war because of the lack of a horseshoe nail. For want of a nail the shoe was lost. For want of a shoe the horse was lost. For want of a horse the rider was lost. For want of a rider the battle was lost. For want of a battle the kingdom was lost. And all for the want of a horseshoe nail. Of course, the value of something seemingly as trivial as a nail is only seen in hindsight. The library may only be seen as non-essential in difficult times such as we are faced with today. Public safety is important, but I hope that the Mayor and the City Council will exercise the foresight we expect of leaders and recognize that for want of a library, the city may be lost. I also hope that members of the community will rally to support the library. You can do so in a number of ways. Call the City Council member for your ward and say that the library needs his or her support. You can make a donation to the library by writing a check payable to the San Bernardino Public Library. If you want to give in support of a specific branch, the Board will make sure that your contribution supports that branch. If you simply want to support the library overall, the Board will be grateful for your support. Warm regards, ~~ Dr. Milton Clark, President San Bernardino Public Library Board of Trustees rJ-J , Option # Zero Operations Plan As Result of36 - Hours Work Week We would recommend closure of the Feldheym Library on each Friday. While unfortunate, this would be in uniformity to the closure of City Hall each Friday. The implications of the reduction would be that there would no library service available at any City Library facilities on Fridays. Savings: 10% reduction is equivalent to $213,190 -:J ....t? f Revised Option # 1 as of Library Board of Trustees Meeting 1/30/09 Branch hours were previously reduced fonn 54 to 30 hours per week in August 2008. This option would further reduce hours at three branch libraries from 30 hours per week to 24 hours per week. Hours would be as follow: Monday 12 - 8 p.m. Tuesday 12 - 8 p.m. Wednesday 10 - 6 p.m. Implications of Reduced Services: . Fewer hours for homework help . Fewer hours for public use of computers . Would have to reconsider story time days at branches Savings from full time vacancies and part- time employees at three branches: $278,498 and additional savings in operational cost. Inghram Branchl Library Pages - Rowe Branch/Library Pages Villasenor/Library Pages Deputy Library Director Branch Manager I @ Rowe Br. Library Technician II @ Rowe Br. Total Personnel Savings $2,500 7,500 2,500 134,481 73,190 58.327 $278,498 nr;, Revised Option # 2 as of Library Board of Trustees Meeting 1/30/09 Reduce branch hours from 30 hours per week to 24 hours per week and close Feldheym on Thursdays. Feldheym hours would be: Monday - Wednesday 10 - 8 p.m. Sahrrday 10 - 6 p.m. Full- time staff would be working 4 - 9 hour days. Omit part-time librarians, library teclmicians and Intems. Implications of Reduced Service: . Feldheym would only be open Monday, Tuesday, Wednesday and Saturday . Would lilldoubtedly negatively affect fines, fees, checkout periods, revenue collected for computer printing fees, photocopier fees . Meeting Rooms unavailable for much of the week, less revenue collected . Fewer hours homework Assistance . Fewer hours Public Computer use . Fewer opportunities for youth activities . Fewer hours for filing for unemployment benefits, resume preparation and job hlillting. Savings: from full time vacancies and part-time employees at three branches and Feldheym Central Library: $378,498 plus some additional savings in operational cost. Deputy Library Director Branch Manager I @ Rowe Br. Library Technician II @ Rowe Br. Reduction in Part-time hours Total Personnel Savings $134,481 73,190 58,327 100.000 $378,498 01/30109 /-171 Option # 3 analysis Temporarily close three branches; Feldheym on minimal four day per week schedule. Feldheym would be reduced from 54 to 38 hours per week: Monday, Tuesday and Wednesday 10 - 8 p.m. Saturday 10 - 6 p.m. Implications of Reduced Services: . Will result in a reduction of staff from 30 to 20 full-time positions . Less patron access to nearby library facilities. . Would undoubtedly negatively affect fines, fees, checkout periods, revenue collected for computer printing fees, photocopier fees . Meeting Room unavailable for much of the week, less revenue collected . Fewer opportunities for youth activities . Fewer hours for filing for unemployment benefits, resume preparation and job hunting . Fewer hours available for homework help and family access to libraries . For Inghram, we would have to remove collection or have church suspend monthly rental fee ($3,669) . Still obligated to pay monthly bill to Verizon for computer and phone lines at branches . Many patrons do not have money or transportation to easily reach the FeIdheym Library . In addition to regular library services, literacy services would only be available 38 hours per week . StilI obligated to pay Canon monthly lease and maintenance for photocopiers at Branches. I J./ Option # 3 Savings: Positions listed below include salary & benefit costs: Deputy Library Director Library Assistant @Feldheym Branch Manager I @ Rowe Library Technician II @Rowe Branch Manager I @ Inghram Library Technician II @ Inghram Branch Manager II @ Villasenor Library Technician II @ Villasenor Sub-total personnel savings: Part-time staff: Total personnel savings: Meetings & Conferences Education & Training Rentals (Inghram Branch) Management Allowance Workers compensation, est. 25% Electric (3 branches closed) est. 25% Gas, water, sewer, geothermal, est. 25% Telephone support, est. 25% M.I.S. charges - In house Other Professional Services Other Operating expenses Sub-total Total 01/28/09 $134,481 48,519 73,190 58,327 74,552 52,778 86,640 53.898 $582,385 $140,000 $722,385 3,500 2,000 43,900 600 6,700 32,825 1,750 13,500 4,000 7,130 (Rowe & Villasenor Security monitoring) 5,000 (3M security gate Maintenance @ 3 br.) $120,905 $843,290 2 1/;7 . JANUARY MONDAY 28 - 844 FRIDAY 4 - 682 FEBRUARY MONDAY 11 - 701 FRIDAY 29 - 492 MARCH MONDAY 17 - 909 FRIDAY 7 - 649 APRIL MONDAY 28 - 662 FRIDAY18 - 581 MAY MONDAY 12 - 643 FRIDAY 30 - 562 JUNE MONDAY 23 - 1030 FRIDAY 6 - 638 JULY MONDAY21 - 1316 FRIDAY 18 - 674 AUGUST MONDAY 4 - 1143 FRIDAY 16 - 675 CIRCULATION ST A TS FOR 2008 SEPTEMBER MONDAY 15 - 650 FRIDAY 5 - 763 OCTOBER MONDA Y 27 - 651 FRIDAY 31 - 841 NOVEMBER MONDAY 10 - 852 FRIDAY 14 - 641 DECEMBER MONDAY 15 - 522 FRIDAY 12 - 484 d3 . _PARKS, RECREA nON & COMMUNITY SERVICES Essentially, our reduction proposals are divided into the division of Parks, Recreation and Community Services. Difficult time require difficult decisions and regardless of the decisions made, the Department remains committed to providing quality services and programs for the youth, adults and seniors ofthis community. Aquatics and Part-Time By re-organizing the department's resources, an elimination of $11 0,000 in Part time Recreation hours between Division 001/388 & 001/389 is possible. The reductions would necessitate modified community center operations, delay/reduction of swim program and other seasonal programming. By closing all aquatic centers, except for the Jerry Lewis Swim Center, the City would achieve an additional $47,000 in General Fund savings. Administration (Division 381) Reduce administrative office staffing by eliminating two Senior Office Assistants for a total savings of $94,032 to the General Fund. Eliminations will result in delayed processing of AP; however, duties will be reallocated to remaining administrative personnel. Park-Maintenance (Division 382) Eliminate the majority of in-house park maintenance operations (25 FT personnel -3 vacancies and 22 filled positions) and contract the entire operations. Included in the proposal would be two (2) PMW I's, ten (10) PMW II's, eight (8) PMW III's, two (3) Parks Lead MW, two (2) Plumbers and one (I) Landscape Inspector II. Utilizing the current methodology for LMD's with contract maintenance, the department would separately bid LMD's or groups of LMD's separate contractors and/or bid all operations as a total maintenance package. This proposal provides savings of$964,527 to the General Fund. One PMW II would be allocated to the LMD's to monitor the park maintenance contracts and ensure each LMD is being allocated the correct amount of expense. This would provide an additional savings to the General Fund of$53,000. Community Services Division (Division 383) Hold Recreation Division Manager Position vacant. Savings for FY 2008/09 were already realized at mid-year. General Fund savings of $134,900 will be recognized in FY 2009/10. cm ( Division 384) Closing the Center for Individual Development would require the elimination of two (2) full time positions (Program Manager and Recreation Therapist) and eleven (II) part-time positions. The Parks, Recreation and Community Services L-IJ . City would reserve $92,000 of the savings of closing the center for a future partnership agreement. Total net General Fund savings are estimated to be $212,100. Community Centers: The close of one or all of the City's community centers, senior centers and Operation Phoenix centers will greatly reduce/eliminate programs and services to the public. Listed below are the estimated savings from closing each community center, senior center, and Operation Phoenix centers: Delmann Heights: Discontinuing the City's contract with the Boys and Girls Club would save the General Fund $104,000. Wests ide Community Center: Discontinuing the City's contract with the New Hope Church would save the General Fund $100,800. Casa Ramona: Discontinuing the City's contract Casa Ramona for the operation of the Drop-In-Center would save the General Fund $50,783 Galaxy/Norton Recreation Center: Closure of the recreation center would eliminate one (I) Community Recreation Program Supervisor, one (I) % Recreation Coordinator and three (3) part-time employees. Total savings to the General Fund would be $160,100. Nicholson Community Center: Closure of the community center would eliminate one (I) % Recreation Coordinator and four (4) part-time employees. Total savings to the General Fund would be $58,800. OP East: Converting OP East to an unstaffed site would eliminate one (I) % Recreation Coordinator and four (4) part-time employees. Total savings to the General Fund would be $82,261. Hernandez Community Center: Closure of the community center would eliminate one (I) % Recreation Coordinator and four (4) part-time employees. Total savings to the General Fund would be $64,068. Ruben Compos Community Center: Closure of the community center would eliminate one (I) Community Center Supervisor, one (I) % Recreation Coordinator and two (2) part-time employees. Total savings to the General Fund would be $105,624. Parks, Recreation and Community Services 2 /-1< . . OP Central: Closure of OP Central would eliminate one (I) Community Center Supervisor and four (4) part- time employees. Tota] savings to the Genera] Fund would be $]08,0]0. OP West: Closure ofOP West would eliminate one (I) Community Center Supervisor and four (4) part- time employees. Tota] savings to the Genera] Fund would be $80,26]. 5th Street Senior Center: Closure of the senior center would eliminate one (I) Recreation Coordinator, one (I) Program Manager and one (I) part-time employee. Total savings to the General Fund would be $130,128. Perris Hill Senior Center: Closure of the senior center would eliminate one (I) Community Recreation Program Supervisor and two (2) part-time employees. Total savings to the Genera] Fund would be $] 00,080. Other Options: Instead of contracting out parks maintenance as described above, eliminate the current LMD contracts and allocate]] General Fund personnel to the LMD's. An estimated 50% of their eligib]e time (approximately $745,000) less additional M&O expenditures would provide a savings of approximately $310,000 to the Genera] Fund. (as opposed to the savings $891,300 to contract the services out). Eliminate the department's soccer maintenance contract and assign one (1) PMW II to the Soccer Fund which would provide a Genera] Fund savings of$59,527. Parks, Recreation and Community services could be consolidated with Library, Code Enforcement or other departments. The Parks Division could be maintained, separated or contracted out for increased beautification efforts. The merging of Library and Recreation (Community Services Department) would allow the shifting of satellite branches to the community centers. Determination for executive oversight or exploration of Recreation Services staffing would need to be determined. The elimination of support personnel in any departmental consolidation would also be General Fund savings. Parks, Recreation and Community Services 3 / // , City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Mark Weinberg, City Manager From: Michael A. Billdt, Chief of Police Subject: Potential Budget Reduction Scenarios for FY 2008/09 Date: January 28, 2009 Copies: Patrick Morris, Mayor INTRODUCTION The City of San Bernardino is facing a daunting $] 2 million budget shortfall for fiscal year 2008/09 and an even greater deficit for fiscal year 2009/1 O. The City's General Fund budget for FY 2008/09 totals almost $150 million, of which the Police Department's budget comprises $68.9 million or 45.95%. The following matrix illustrates department's percentage of the General Fund and the corresponding budget reductions that the Police Department may need to implement to close the shortfall. Without PD FY 2008/09 Budget Deficit With PD Sworn Sworn Calculations Contribution Contribution Projected Deficit for FY 2008/09 $]2,000,000 $ 12,000,000 Less: 10% employee contribution (effective March I, 20091 $ (3,661,677) $ (2,167,773) Remaining Deficit $ 8,338,323 $ 9,832,227 Multiple by 45.95% (PD pet. Of General Fund)' $ 3,83 ],459 $ 4,5] 7,908 POTENTIAL BUDGET REDUCTION SCENARIOS Consistent with direction from the City Manager, the Police Department put together the following four budget reduction scenarios with varying implementation dates. THE SBPD IS COMMITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING t/7 . . . Budget Reduction - Police Department Page 2 of 4 Positions Eliminated FY 2008/09 FY 2009/10 Budget Reduction Non Savings Savings Savings Annual Scenarios Sworn Sworn 3/1/2009 4/1/2009 5/1/2009 Savinl!;s Alternative Scenario #2 29 7 $1,532,847 $1,221,548 $910,249 $5,432,107 Alternative Scenario # I 49 15 $ 2,473,447 $ 1,926,998 $ 1,380,549 $ 8,319,403 Middle Case Scenario 92 15 $ 3,757,957 $ 2,890,381 $ 2,022,804 $12,279,497 Worst Case Scenario 102 15 $ 4,451,619 $ 3,410,627 $ 2,369,635 $13,203,912 The Middle Case Scenario reflects a 10% employee concession by all employee groups. The Worst Case Scenario reflects a 10% employee concession by all employee groups except police sworn. The Alternative Scenarios do not reflect any employee concessions. As with most midterm budget reductions, the scenarios reflect a compressed implementation time frame that greatly increases the overall impact on the Police Department's budget. For instance, in order to make a $4.45 million reduction on March I, 2009, we effectively reduce the department's annual budget by $13.2 million as the cuts mostly involve personnel. Therefore, each of the four scenarios represents significant recurring budget savings for FY 2009/1 O. ORGANIZATIONAL IMPLICA nONS All four budget reduction scenarios will reduce the Police Department's Table of Organization, changing the department's organizational structure and impacting our ability to deliver efficient, difference-making law enforcement services. The Police Department is committed to maintaining a 28 beat Patrol policing model. This will ensure maximum operational function and responsiveness to community requests for police assistance. However, the reduction in personnel will have a significant impact on proactive specialized and support units and the roles they play in crime suppression and reduction. Once the Mayor and Common Council ratifies a Budget Reduction Scenario, the Police Department will need approximately two to four weeks to develop a reorganization plan which will be implemented over the remainder of the fiscal cycle. MEASURE Z FUNDING With the passage of Measure Z, the community recognized the need for additional funding to help augment the hiring of police officers. Measure Z added 40 police officers and 10 non- sworn employees to the Police Department's Table of Organization. Without Measure Z funding, the impact of the proposed reduction of police officers would have been even more severe. Regardless of the scenario adopted, without Measure Z our revised Table of Organization would include 40 less sworn and 10 less non-sworn positions. , /0 . .. Budget Reduction ~ Police Department Page 3 of 4 REVENUE ENHANCEMENT / MANAGEMENT PARTNERS RECOMMENDATION The Police Department reseatched and developed the following revenue enhancements and new revenue generating programs that could be implemented in FY 2009/1 0 to offset the budget shortfall. However, these revenue enhancements will have no impact on the budget deficit for FY 2008/09, which makes implementation of one of the budget reduction scenarios for FY 2008/09 even more critical and time sensitive. The Police Department reviewed the Management Partners recommendations and these are reflected in the revenue enhancements; i.e., an increase in alatm fees. PROTENTlAL FY 09/10 REVENUE ENHANCEMENTS User Fee Increases $ 49,098.50 Phase III Red Light Camera (RLC) $ 55,000.00 City-Operated Tow Yard Facility $761,300.00 Projected Total $865,398.50 The above schematic illustrates three potential revenue sources for Fiscal Year 2009/1 O. With respect to increases in User Fees, impound release fees were increased in Match 2008, while false alarm response fines have not been increased since 2004. Of the proposed increases for 2009, alarm fees ($28,300.00) and impound release fees ($19,500.00) will total approximately 99% of the User Fee revenue increases. Phase III of the Red Light Camera Enforcement project is at the conceptual stage and must be approved by the Mayor and Common Council prior to implementation. Projected revenue is based on a project approval and start-up date of July I, 2009, with vendor services contracts finalized and a staggered construction/build-out schedule of seven to twelve operational intersections. Construction would start in November 2009, and proceed forwatd with one new intersection each month of the fiscal year. The creation of a City-operated tow impound yard is also at the conceptual stage, with much research and discussion with City leaders in place. Again, actual implementation is contingent upon Mayor and Common Council commitment, action and approval. Proposed revenues for FY 2009/10 are based on securing and developing a business-ready tow yard location by October I, 2009, and commencing full-fledged operations. Delays in securing a business-ready tow yard will have a negative impact on realized revenues. Revenues will start off low and then peak as vehicles process through the 30-day impound process and are either returned to the owners or sold at lien sales. dPl . . . r Budget Reduction - Police Department Page 4 of 4 FY 2009/1 0 BUDGET IMPACTS While the four Budget Reduction Scenarios will cause $5.4 to $13.2 million in recurring budget savings in FY 2009/1 0, it is imperative that we place special citywide emphasis on realizing revenues; controlling operational costs, especially overtime; collecting outstanding debts, i.e. police services at the National Orange Show; and reducing the incidence of waiving fees for special events. ONGOING POLICE DEPARTMENT COMMITMENTS While potential police employee reductions will have a significant impact on the operations of the Police Department, a leaner and smaller-in-size police force will remain committed to: . Maintaining positive communication necessary for collaborating and working hand-in- hand and along side of our neighborhoods, businesses, schools, city departments, elected leaders and other government institutions . Focusing available resources to sustain and build upon our momentum of reducing violent crime. . Maintain a progressive 2 I sl century business-sense and stable leadership structure. . Take full advantage of current and future technology to maximize employee productivity and public service. . Implementing a common sense, department-wide reorganization that reflects our diminished Table of Organization. There is a high likelihood that patrol shift schedules and hours will be adjusted to maximize available coverage. . Maintaining our liaison with A TF and developing new collaborations. . Increasing citizen volunteers and Police Reserves. . Proceeding with "Crime Mapper", including filling the vacant IT Analyst position. . Developing an on-line reporting mechanism for low level misdemeanor crimes with no suspect information for more efficient citizen service, thus reducing the need for an on- scene police officer. . Reducing citizen service hours within the Departmcnt; i.e., closure of the front desk during late evening and early morning hours. . Eliminating the handling of minor non-injury traffic collisions. . Re-evaluate police service call for service prioritization to maintain "Emergency" call level response times. . Continuing to promote community group involvement and collaboration through the Operation Phoenix Model with prevention, intervention, and suppression components. . Exploring regionalization of specialized police services; i.e. SWAT. . Outsourcing of applicable police services. . Developing alternative service delivery methods. Irm .c:J, - . 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Jg ll:E:>.lEo50 c:~~ll..<::"" .S! 6' CO' ~~lO'Nr-.....M 11)""'''--''-..;.. -...;.. &. ~I . .. CITY OF SAN BERNARDINO OFFICE OF THE PUBLIC SERVICES DIRECTOR INTER-OFFICE MEMORANDUM TO: Mark F. Weinberg, Interim City Manager FROM: Ken Fischer, Public Services Director DATE: January 27, 2009 SUBJECT: Public Services Street Division Budget COPIES: Lori Sassoon, Assistant City Manager For the past several years the City has used a Gas Tax Transfer to repay the General Fund for Street Maintenance activities. Historically, the specific street services covered by the transfer from Gas Tax to the General Fund were not identified. It was just understood that our maintenance activities needed to be at least to the level being transferred. This approach has not been beneficial to the Public Services Department because even though a significant amount of the Department Budget was actually paid by Gas Tax, the expenditures are reported as a General Fund expense. This coming year I hope to change this budget practice and instead budget Street Division operations directly into Gas Tax. This year the total amount of Gas Tax transferred for Street Division use was $3,590,000. Of this total $2,420,000 is for "street maintenance costs", and $1,170,000 was for streetlight costs. With the immediate need to allocate these funds and consider steps to further reduce cost to the General Fund, I recommend the following: Section 401 Public Services Administration has a total budget of $283,700 in the General Fund. I recommend that we adjust the General Fund salary amounts downward by a total of $92,086. The affected employees are: 1. Senior Customer Service Representative, 25% charge to sewer is $13,848 2. Development Account Technician, 10% to sewer and 10% more to refuse for a total of $10,172. 3. Administrative Services Supervisor, 50% to sewer for a total of $36,862. 4. Director of Public Services, 10% more to refuse for a total of $19,652. 5. Executive Assistant to Director, 15% to sewer for a total of $11,551. The shifting of the funding sources is in recognition that the positions enumerated above provide staff support or direction to the sections funded through restricted refuse and/or sewer revenues. With the above funding shift the total General Fund exposure is reduced to $191,614. would like to apply $191,614 in Gas Tax to reduce the General Fund exposure to zero. c:-',) . . ~' Section 402 Street Maintenance has a total budget of $1,355,700, This entire work section is funded with Gas Tax. This section has a vacant Equipment Operator position that has not been replaced due to the City Manager directed hiring freeze. This section is fully funded through Gas Tax and my hope is to be able to fill this vacant position. Section 404 Street Tree Maintenance has a total budget of $503,300. This entire work section is funded with Gas Tax. We are unable to complete our work orders because the number of work requests has grown from approximately 100 to 150 per month and we budgeted last year based on 100 average requests. The Arborist position was frozen as part of the City Manager directed hiring freeze. With the loss of the Arborist and the increased work demand for safety trimming this work section no longer meets an acceptable service level and additional funding is necessary to meet the demand for safety related tree trimming. If we contract out all street tree maintenance services, it will require the elimination of four of the five positions in this Section. We would eliminate the Supervisor/Arborist, Tree Trimmer I, Tree Trimmer Assistant, and a Maintenance Worker I. I would retain the Tree Trimmer II to validate the work of the contractor and assist as necessary on any other tree maintenance issues, such as claims for damage involving tree growth. An increase of the tree trimming contract by $138,379 would allow for the tree trimming services to be maintained at current levels. The elimination of the four previously mentioned positions and associated internal service and maintenance cost reductions, net of the increase in contractual services, will save the City approximately $187,400. Section 405 Right of Way (ROW) has a total budget of $575,600. ROW operations have been transferred into the Refuse fund and has been assigned the new Section number 416. The Refuse Fund is committed to pay $343,000 of the $575,600 cost for ROW. This leaves a balance of $232,600 that the General Fund is to reimburse the Refuse Fund. I propose that the $232,600 remaining balance to be charged to the General Fund be full absorbed by the Refuse Fund. Section 406 Concrete is has a total budget of $374,500. This entire work section is funded with Gas Tax. Section 408 Traffic Signal Maintenance has a total budget of $1,158,300. I propose reducing this amount by $150,216 in Personnel Services costs to reflect the contracting out of traffic signal preventive maintenance. We use two traffic signal technicians to complete preventive maintenance on all 265 traffic signals. These employees complete preventive maintenance checks using the Caltrans checklist for traffic signal preventive maintenance. After the signal preventive maintenance check is completed any further work to be done is written up and a separate repair crew returns later to make the signal repairs. We have three traffic signal technicians to complete any necessary repairs. It is very cost effective to contract out the preventive maintenance portion of traffic signal maintenance because the practice is routine and follows standard Caltrans procedures. We could have a temporary contract for traffic signal preventive maintenance in place within 30 days. In the event there is an attachable bid available we can have an annual <:(Q .. . r agreement in place in the same 30 day period. A formal bid would take a short period of time because we are only seeking bids to complete preventive maintenance based on the Caltrans preventive maintenance checklist. There will be no noticeable difference at the traffic signals. Our remaining City crew will continue to do all the repair work and serve on the standby crew for after hour call outs regarding the traffic signals. Along with the $150,216 staff reduction, I have raised the Contractual Services costs $70,000 to reflect costs associated with contracting preventive maintenance on traffic signals. I used the City of Ontario pricing for the preventive maintenance work as a guideline for this estimate. Assuming all the reductions of positions in this memo, of the total cost of this section, Gas Tax will fund $994,608 and the General Fund will be responsible for $83,476. Section 409 Street Lighting has a total budget of $1,568,400. All services are contracted out with the exception of one Electrician I position who handles all Underground Service Alert markings. I propose transferring 50% of this employee's salary to the sewer fund. This would be a $32,872 savings to the General Fund. $357,702 of this section's costs are funded through Gas Tax. The General Fund subsidizes $1,177,826 of this work section. Section 635 Fleet Services has a total budget of $8,108,500. Of this amount over $4,000,000 is for fuel, contract maintenance, or materials and supplies. All costs are charged back to customer departments. Adjustments to the Fleet Staff will be largely dependent upon actions taken in user departments. If there are significant reductions in staffing, there will be a reduction in vehicle and equipment use, which should result in staff reductions on the light duty side of the operation. I do not see reductions in the heavy equipment area because virtually all of the costs are for the IWM division or the sewer section, which are enterprise funds and we struggle to meet mandated 90 day inspections on all our commercial vehicles. However, I do see additional revenues that we have not anticipated. Federal law provides for a 50 cent per gallon pumped rebate for every gallon of LNG or CNG pumped. In Calendar 2008 we pumped 340,000 gallons and are due a $170,000 rebate. In addition, we anticipate pumping 524,000 gallons in calendar 2009, which will mean an additional $262,000. We have a contract with a tax consultant that is being amended to include completing the work necessary to claim these federal rebates. We plan to receive the entire $170,000 for Calendar 2008 and receive quarterly payments for the rebates in Calendar 2009. During the final six months of this fiscal year we will be entitled to another $115,000 in LNG fuel rebate for a total of $285,000 this fiscal year. This is less than half the annual total of rebate expected. This is the case because we will not receive the 12 additional refuse vehicles that will run on LNG until at least May. Please note that the rebate funds are not tied to the price we pay for LNG/CNG. The Federal payment is just an incentive to promote the use of LNG/CNG fuel. We should be able to apply these revenues to the General Fund. -:::4 . .. ,. . The cost increase to the Sewer Fund would be $100,220. On January 1, 2009 a 5% rate increase went into effect. This recent rate increase will allow for these additional expenditures without impacting service levels. The cost increase to the Refuse Fund would be $257,338. On January 1, 2009 a 15% residential and 18% commercial rate increase went into effect. These increases will allow for these additional expenditures without impacting services levels or impacting the ability of IWM to proceed with implementation of the Business Plan. The attached spreadsheet lists all the various costs, and how they will be paid. A recap of the attached spreadsheet is as follows: FY 2008-09 Re-Cao of Budaet Balancina Measures: General Fund Reductions Sewer Fund Allocation 100,220 Refuse Fund Allocation 257,338 Position Reductions 415,919 Other Expenditure Reductions 60,100 Less: Contract Service Additions 1208,379) Net General Fund Reductions 625,198 Revenue Enhancements: Federal LNG/CNG Rebate 285,000 Total Revenue Enhancements 285,000 Total Budaet Balancina Measures $ 910,198 c-'~ ~ . A . ti ~ ~ " c. lii.E ""0 ;> c: z~ ~ ~ " <I),'"'' ... ~--+- -- 00 '" "- ... N ...... ...... "0 <0 "' c: 00 00 ::10_ 0 LLN N roO"J m ~ c: " C)WWW*B n_~ ~__ __ l><'O;tgg~ -g~0~~~ 'OlI'll.D en C C'lI"- .... ,," u.. 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'" "" Ou ill" '" u ~ 1l'O.-U .- C ~ Q) ~ (tI Q) 0 ~~U).~ _croQ) Q)(tI::1U) cct5ro g 2 E != ~.~ E - Q) (tI 0 Q) a.. ':2 o.s g> :E ;> E t5 '" o " o o o M " '" ... ... '" "- '" .; o N ... ... o o _ ci "' ... ... '" a; .0 _ " ... 00 '" '" ,.: on N ... o N N ci o _ ... 000 0'" "'''' aio <0_ ...-_C'!. _ _ o o on .,; on "'. _ ... o o o ci '" on '" ... o o on .,; _ 00 .0 ... ..J ~ o ... o z <( '" " c::-/ Aff-adwYJe0f Ii CITY OF SAN BERNARDINO ~ REQUEST FOR COUNCIL ACTION From: Barbara Pachon, Finance Director Subject: Mid-Year Budget Review for Fiscal Year 2008-2009 Dept: Finance ORIGINAL Date: 2/11/09 Synopsis of Previous Council Action: September 2, 2008 Resolution 2008-356 approving and adopting the FY 2008-2009 Budget. Recommended motions: That the FY 2008-2009 Mid-Year Budget Report be r,eceived and filed. / ~7 /Ij~ , '. . ~ f:pf , ~;. /t::. Signatu -/ Contact person: Barbara Pachon, Director of Finance Phone: 5242 Supporting data attached: Staff Report, Attachments Ward: All FUNDING REQUIREMENTS: Amount: Source: Finance: Council Notes: Agenda Item No. dow-it'\l-tu! +v :2-1/'1/01 I I#WI:#2. pu>>-eA -fvv uJUiVve- ~~ 1!J1 ~/f! =It /g ;)~17-0Cf CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION STAFF REPORT INTRODUCTION Attached is the FY 2008-2009 Mid-Year Budget Report. This report is designed to keep the Mayor and Council informed of the current financial position of the City and to provide an early indication of next fiscal year's budget outlook. This report, which provides information regarding fund balances available for next fiscal year, is really the first step in the FY 2009-2010 budget preparation process. The only action associated with this report is to receive and file it. Each year in January, the Finance Department, as well as the individual departments, review in detail the revenues and expenditures for the first half of the fiscal year to determine if actuals are on target with projections, or if there is a savings or shortfall from original projections. The attached report includes updated projections with a detailed analysis of the General Fund as well as a summary review of other operating funds. For easy reference, each page of the Mid-Year Budget Review has been color-coded. The Summary of Revenues, Expenditures, and Transfers (blue report) provides a summary overview of all the major funds in the City. The first column of numbers provides the audited beginning budget fund balances for each fund. The last column of numbers on the report indicates the estimated balances for each fund at 6/30/09. Included in this year's mid-year report is the newly created "Estimated Revenues and Expenditures - Measure Z District Tax" report (white sheet) which summarizes budgeted and projected revenues and expenditures within the General Fund that are related specifically to the recently voter-approved Measure "Z" general tax. THE GENERAL FUND General Fund Balance The annual independent financial audit for FY 2007-2008 has been completed. The total available & "spendable" FY 2008-2009 beginning General Fund Balance (reserved and unreserved balances combined) is $12,512,871. This number is after processing continuing appropriations and encumbrance carryovers from FY 2007-08 to FY 2008-09. (Minor note: this amount includes $15,171 added to the fund balance as the result of an audit adjustment related to a timing issue and is assumed to be used to reduce the deficit). Assuming that $8.285.400 is still designated as the budgeted reserve and is not used during the vear. the estimated undesignated fund balance at 6/30/09 is estimated to be a deficit balance of ($9.035.929). Within the budgeted reserve, $205,800 is segregated as the reserve for Measure "Z." The estimated shortfall of $9,035,929 is due primarily to lower than anticipated revenue growth and to a lesser extent, higher than expected expenditures. Both departmental expenditures and key revenues are discussed in greater detail in their respective sections below. General Fund Revenues The Estimated Revenues and Expenditures General Fund Report (pink report) provides a summary of the General Fund revenue estimates by category. The yellow report provides line 1 item detail for projected General Fund revenues. In total, estimated General Fund revenues are projected to be $8,483,800 less than budgeted. This will be the second year in a row that City revenues have been less than budgeted. In FY 07-08 the City's General Fund revenues were more than $3 million short of budget projections. Property Tax - With the exception of supplemental property tax which show a projected decline of $300,000, property tax is a net of approximately $933,200 over budget, primarily to a higher than expected payment in the "property tax in lieu ofVLF" revenue. Sales Tax revenues for FY 2008-2009 are anticipated to fall dramatically short of the original budget projections. In fact, based on collections to date, the sales tax revenues are now projected to be $4,500,000 less than original budget estimates and $3,809,687 less than what was collected for FY 2007-2008. In addition to the regular Sales Tax revenue, a $949,700 shortfall is anticipated in "Property Tax In Lieu of Sales Tax" as compared to the estimate included in the FY 2008-2009 Adopted Budget. This revenue account is part of the "Triple-Flip" program mandated by the State of California. In summary, it is anticipated that for FY 2008-2009 the City is going to have a total sales tax shortfall (not including Measure Z) of $5,449,700, which is a significant problem for the City budget. Utility User Tax revenue is projected to be about $711,600 more than original projections. Measure Z-District Tax revenues are estimated to be lower than the original budget projections. Approximately $505,000 less will be collected in FY 2008-09 for a total of $6,545,000. As the City develops more history with this relatively new revenue source, projections should become easier to make. Business Registration is also anticipated to be less than originally estimated in the budget due to the down turn in the economy. Revised projections at this point estimate this revenue to be about $438,800 lower than the original budget projections. With a slower economy several businesses in the city have closed and new businesses are not coming into the City. Also, the FY 2008-09 budget included $265,000 more from Administrative Civil Penalties (ACP's) that has not materialized as well as $341,800 from the new Single Family Rental Inspection Program which also has not materialized. Licenses and Permits revenue, highly dependent on building activity, are also for the most part not doing well. Overall, the category (not including business license) is expected to collect $2,605,400, which is approximately $759,300 less than budgeted. Grading permits are anticipated to have a shortfall of $150,000 due to the $135,000 of ACP's that were included in the budget but have not been collected. Motor Vehicle in Lieu (VLF) revenue is also expected to be lower than budget projections by $542,000 for a revised estimate of $258,000. Based on sales tax data, there have been fewer car sales in FY 2008-2009 than in past years so this accounts for most of the shortfall. Mutual Aid/Disaster Reimbursement revenues are currently projected to be about $440,000 more than what was originally anticipated in the FY 2008-09 Adopted Budget. Since these 2 revenues are a reimbursement for actual expenses incurred, the Fire Department's budget (mainly in overtime) will be over expended but these increased revenues will help offset some of these added costs. Parking Citations - $150,000 was added to the revenue budget based on higher fees and late charges, bringing the total budgeted amount to $1,350,000. At this time it appears that parking citation revenue will fall short of this estimate by $150,000. Overall, the revenue category of Charges for Services is expected to be lower than original budget estimates. A net loss of $2,249,700 is estimated at this time (revised estimate of revenue to be received in this category is $5,031,600). Some of the more significant changes in this category are: Plan Check Fees are projected to end the fiscal year with $150,000 less than originally forecasted in the budget. This decrease revenue reflects the decreased volume of new large building and expansion projects occurring within the City of San Bernardino. Plan Review Fee revenue is projected to be $90,000 lower than originally estimated in the budget. This decrease is due to the same reasons as stated above for Plan Check Fees. Subdivision Filing Fees revenue also appears it will fall short of budget projections by approximately $75,000. This decrease is also due to the same reasons as stated above for Plan Check Fees and Plan Review Fees. Single Family Rental Inspection Program - as this new program just gets off the ground, revenues are expected to fall short of projections by approximately $1,000,000. However there will be a corresponding expenditure savings in the program that will offset a portion of this revenue shortage. EMS User Fees - The budget for FY 2008-09 was increased by approximately $200,000 but it appears that Fire will not be able to collect this additional $200,000 and collections will remain at levels similar to prior years. Hazardous Material Fees - this was a new program that just recently went to Council for approval. Due to the timing of getting the program started, revenues will fall short from budgeted amounts by approximately $427,500. The revenue category of Miscellaneous is projected to be on target with only a shortfall of $50,800 less than the total amount budgeted (revised estimate is $4,642,400). General Fund Expenditures The Estimated Revenues and Expenditures General Fund Report (pink report) provides a list by department of estimated General Fund expenditures. General Fund expenditures (including transfers out) are projected to be approximately $151,624,400. Although General Fund departmental budgets and transfers-out overall show a savings of $2,147,300, it is important to remember that a projected savings goal of $1,300,000 was already factored into the Adopted 3 Budget. Compared to this budgeted vacancy factor, expenditure savings are $499,900 more than factored into the revised budget. Generally speaking, for most departments, projected savings is from vacant full-time positions resulting from the hiring freeze. Savings have also been achieved by the City Manager's freeze on travel and a 5% voluntary reduction in contract service costs from vendors. The more significant issues related to departmental expenditure budgets are discussed in the respective department sections below: General Government - Expenditures for General Government are expected to come in approximately $178,600 less than budgeted. $75,000 of this savings is in Civic & Promotional/Fine Arts funding. Savings in debt service on City Hall and HUB debt service payments are expected to generate savings of approximately $99,000. Development Services - Compared to the approved budget at 12/31/08, expenditure savings of approximately $713,400 are projected. Of this, approximately $420,000 is in salary savings from vacant full-time positions. Other areas of anticipated savings include approximately $240,00 in contract planning costs. Police Department - The Police Department is expected be under budget by approximately $1,024,900 (savings in Measure Z spending of $105,500 and savings in General Fund spending of $919,400 net a total Police Department savings of $1,024,900.). However, almost $1 million in savings is due to savings in the Nestor Red Light contract (primarilv due to delaved installation at new intersections) and corresponds to reduced red-light camera revenue in roughly the same amount. Overtime is expected to be on target but full-time vacancy savings partially offset payoffs in the amount of approximately $1.7 million, reducing the total overage in personnel to approximately $700,000. Other areas of savings include $180,000 in patrol car debt service (due to timing of first payment) and miscellaneous savings in M & 0 accounts of approximately $357,000. Measure Z - Out of the $8,232,000 budgeted in Measure Z funds ($7,989,800 in PD and $242,200 in Parks & Recreation), all but $105,500 is expected to be spent or carried over into the new fiscal year. (Any unspent funds will revert back to fund balance at the end of the fiscal year and be available to be re-budgeted in the new fiscal year.) Estimated savings is the culmination of savings in various M&O, capital, and contractual accounts. The revised budget includes the recently approved increase of $278,000 for the helicopter contract. Fire Department - The Fire Department is anticipated to be over budget by approximately $952,400. This is due primarily to the wind events that occurred in the City earlier this fiscal year and an increased number of mutual aid responses (approximately $300,000 in overtime costs is attributed to mutual aid calls above the estimate factored into the original budget). However, General Fund revenues will show a corresponding increase for reimbursement the City receives trom the agencies assisted, so there is no net impact to the General Fund. Approximately $500,000 in unbudgeted payoffs also occurred in FY 2008-09. Finally, $110,000 in grant funding hoped to be received from UASI funds seems unlikely to occur this FY 4 City Manager's Office - Expenditures are expected to be over-budget by approximately $187,600, primarily due to the unbudgeted payoff to the former City Manager. City Attorney's Office - Expenditures are expected to be over-budget by approximately $34,500. Estimates include the $200,000 budget increase recently approved by the Council in January ($164,000 for outside attorney fees and $36,000 for litigation costs). Mayor's Office - Approximately $65,600 is anticipated in savings, primarily from the vacant Assistant to the Mayor position. Council Office - Approximately $27,700 is estimated in savings from the vacant Administrative Operations Supervisor position. Facilities Management - A total of $249,100 in savings is estimated. Most of this is a result of vacant full-time positions ($70,000) and cumulative savings in M&O and contractual costs of approximately $179,000. Civil Service - Recently Civil Service saw the retirement of a long-term employee and the hire of an interim Chief Examiner overlap with the permanent replacement, resulting in an overage of approximately $8,300. Parks and Recreation - Net savings for Parks and Recreation is estimated at $272,700. Similar to PD, some of this savings is offset by a corresponding decrease in revenues. Rather than bill EDA for reimbursement for contract landscape maintenance, Parks and EDA determined that it would be better for EDA to pay for these contract services direct. So, savings in landscape contracts is offset by a corresponding decrease in EDA revenue reimbursement. Public Services - Public Services is estimated to finish the year with savings of approximately $195,000. Most of the savings are the culmination of savings in miscellaneous M&O and contract costs and $29,000 in delayed capital purchases. Code Enforcement - Code Enforcement is projected to end the year with approximately $322,000 in expenditure savings. Some savings are due to three vacancies for approximately 3 months. However, these savings were offset by the unbudgeted payoff of leave balances to the former Code Compliance Director. Contractual savings of approximately $90,000 (primarily for contract board-ups and abatements) also contribute to the estimated savings. OTHER FUNDS The Special Revenue Funds Revenue Report (green report) provides a three-year history of and updated projections for funds other than the General Fund (Special Revenue Funds, Internal Service Funds, and Enterprise Funds). Estimated expenditures for these funds can be found summarized on the Summary of Revenues, Expenditures, and Transfers Report (blue report). Most funds are on target with original budget projections. Some of the more significant issues impacting other funds are outlined below: 5 Library - Revenues from State Aid are anticipated to be approximately $9,000 less than anticipated. Library fines also are expected to be down by $15,000. Accordingly, the Library will reduce expenditures in a like amount. Animal Control - Revenues are estimated to be approximately $248,700 less than budgeted. Some of this revenue shortfall will be offset by expected expenditure savings of approximately $33,000. The transfer in from the General Fund to the Animal Control fund is expected to increase from $393,500 to $609,200 to cover the remainder of the revenue shortfall. Refuse - Expenditures are on target and are projected to be approximately $28,600 more than originally factored into the original adopted budget. Revenue estimates have been reduced by approximately $548,000. The main reason for this decrease is a slowdown in the area of "commercial special" fees. The net result is that the Refuse Fund is expected to end the fiscal year with an estimated ending fund balance deficit of approximately ($571,504). Stadium Fund - The ending balance for the Stadium Fund at 6/30/08 is $92,253. No transfer-in from the General Fund to the Stadium Fund is planned and the fund is expected to end FY 2008- 09 with a balance of approximately $64,253. Soccer Fund - The ending balance for the Soccer Fund at 6/30/08 is $260,868. Similar to the Stadium Fund, no transfer-in from the General Fund to the Soccer Fund is planned and the fund is expected to end the year with a balance of approximately $162,968. Fleet Fund - Fleet expenditures appear to be on target. Capital Project Funds - For most Capital Project Funds it is assumed that any budgeted projects not completed in FY 2008-2009 will be carried over into the new fiscal year; therefore no savings in expenditures is anticipated. Projects have been budgeted in full, although, in reality, their completion time spans multiple fiscal years. During the FY 2009-2010 CIP budget preparation process, the status of all outstanding projects will be evaluated. Workers Compensation and Liability Funds - Because of GASB accounting rules, the City is required to show all of the City's unfunded liability for potential claims and judgments in both funds (in essence what the amounts would be if every potential claim and judgment had to be paid at one time). Therefore, as presented in the Adopted Budget, these funds have significant deficit balances. The City, over the course of the last several years, has worked to reduce these deficits by increasing chargebacks to other departments and reducing costs when possible. CONCLUSION The FY 2008-2009 Mid-Year Budget Report is really the first step in beginning the FY 2009- 2010 budget preparation process. The estimates developed during the FY 2008-2009 mid-year process provide the foundation for estimating the City's available fund balances for FY 2009- 2010. The Finance Department will keep the City Manager, Mayor, and Council updated on estimated balances as new information becomes available. RECOMMENDATION That the FY 2008-2009 Mid-Year Budget Report be received and filed. 6 CITY OF SAN BERNARDINO SUMMARY OF REVENUES, EXPENDITURES, AND TRANSFERS MIDYEAR FISCAL YEAR 2008-2009 FllND I TITLE 001 GENERAL FUND ADDITIONS A V AILABLE DEDUCTIONS Fl'NDBAL\~CE ------.--.----- FORBrDGET----.-- TOTAL 7-1-08 REVENUES TRANSFER IN PURPOSES EXPENDITURES TRANSFER OUT DEDUCTIONS 12,512,871 127,382,800 10,978,200 150,873,871 146,369,100 5,255,300 151,624,400 ESTIMATED BALANCE f>.JO-09 (750,529) SPECIAL REVENUE FUNDS: 105 LIBRARY 8,342 129,800 2,747,900 2,886,042 2,886,100 0 2,886,100 (58) 106 CEMETERY 45,353 61,000 0 106,353 167,800 0 167,800 (61,447) 107 CABLE TELEVISION 0 70,000 596,900 666,900 666,900 0 666,900 0 108 ASSET FORFEITURE 349,833 233,000 0 582,833 131,600 0 131,600 451,233 118 DRUG/GANG FUND 111,535 22,000 0 133,535 23,000 0 23,000 110,535 111 AIR QUALITY - AB 2766 128,693 252,200 0 380,893 121,000 140,000 261,000 119,893 124 ANIMAL CONTROL 41 1,331,200 609,200 1,940,441 1,940,400 0 1,940,400 41 128 TRAFFIC SAFETY 0 2,310,000 0 2,310,000 0 . 2,310,000 2,310,000 0 132 SEWER LINE MAl NT 4,707,459 3,310,000 78,000 8,095,459 7,599,900 250,000 7,849,900 245,559 133 BASEBALL STADIUM 92,253 33,600 0 125,853 61,600 0 61,600 64,253 134 SOCCER COMPLEX 260,868 310,000 0 570,868 407,900 0 407,900 162,968 137 CFO 1033-Fire Station M&O 15,818 566,200 0 582,018 0 556,200 556,200 25,818 211 FIRE EQUIP ACQUISITION FD 769,012 0 0 769,012 309,800 425,000 734,800 34,212 308 VERDEMONT INFRASTR FEE 769,000 0 0 769,000 0 769,000 769,000 0 527 INTEGRATED WASTE MGMT 1,317,496 24,687,000 387,600 26,392,096 24,281,300 2,682,300 26,963,600 (571,504) TOTAL SPECIAL REVENUE FD~ 8,575,703 33,316,000 4,419,600 46,311,303 38,597,300 7,132,500 45,729,800 581,503 CAPITAL PROJECT FUNDS: 126 SPECIAL GAS TAX 1,539,658 3,681,700 0 5,221,358 1,167,700 3,590,000 4,757,700 463,658 129 1/2 CENT SALES & ROAD TAX 3,965,237 4,617,800 0 8,583,037 8,351,700 250,000 8,601,700 (18,663) 135 AB 2928 TRAFFIC CONGESTIO 3,007 1,445,900 0 1,448,907 1,016,100 0 1,016,100 432,807 240 INFRASTRUCTURE BANK LOA (2,227,557) 4,549,800 0 2,322,243 2,092,500 0 2,092,500 229,743 241 PUBLIC PARK EXTENSION 4,538 0 0 4,538 0 0 0 4,538 242 STREET CONSTRUCTION (3,626,851 ) 28,476,600 0 24,849,749 24,849,700 0 24,849,700 49 243 PARK CONSTRUCTION 205,135 2,164,700 0 2,369,835 2,369,800 0 2,369,800 35 244 CEMETERY CONSTRUCTION 49,824 2,200 0 52,024 15,000 0 15,000 37,024 245 SEWER LINE CONSTRUCTION 4,816,110 180,000 0 4,996,110 4,455,800 225,000 4,680,800 315,310 246 PUBLIC IMPROVEMENT FUND 2,656,364 75,000 0 2,731,364 2,674,700 0 2,674,700 56,664 247 CULTURAL DEVELOPMENT FE 1,187,211 330,000 0 1,517,211 0 357,000 357,000 1,160,211 248 STORM DRAIN CONSTR. 5,499,036 600,000 0 6,099,036 3,818,000 132,700 3,950,700 2,148,336 250 TRAFFIC SYSTEMS CONSTR. 183,238 25,000 0 208,238 481,100 60,000 541,100 (332,862) 258 PROP 1 B FUND 3,045,047 4,145,800 0 7,190,847 7,190,800 0 7,190,800 47 TOTAL CAPITAL PROJECT FDS 17,299,997 50,294,500 0 67,594,497 58,482,900 4,614,700 63,097,600 4,496,897 IMPACT FEE FUNDS: 261 LAW ENFORCEMENT DEVEL 87,415 102,000 0 189,415 46,500 0 46,500 142,915 262 FIRE PROTECTION DEVEL 370,368 105,000 769,000 1,244,368 475,400 0 475,400 768,968 263 LOCAL CIRCULATION SYSTEM 669,430 112,000 0 781,430 807,200 0 807,200 125,770 264 REGIONAL CIRCULATION SYS 6,896,750 1,200,000 0 8,096,750 1,850,000 0 1,850,000 6,246,750 265 LIBRARY FACILITIES 16,586 31,000 0 47,586 47,600 0 0 /14 266 PUBLIC MEETINGS FACILITIES 147,374 40,000 0 187,374 0 0 0 187,374 267 AQUATICS CENTER FACILITIES 53,801 15,500 0 69,301 0 0 0 69,301 268 AB 1600 PARKLAND 859,933 380,000 0 1,239,933 1,332,400 0 1,332,400 /92,467 269 QUIMBY ACT PARKLAND 88,803 25,000 0 113,803 0 0 0 113,803 TOTAL IMPACT FEE FUNDS 9,190,460 2,010,500 769,000 11,969,960 4,559,100 0 4,511,500 7,410,860 INTERNAL SERVICE FUNDS: 621 CENTRAL SERVICES FUND 17,089 185,000 87,200 289,289 289,300 0 289,300 (11) 629 LIABILITY INSURANCE (1,484,458) 3,132,400 400,000 2,047,942 3,122,100 0 3,122,100 (1,074,158) 630 TELEPHONE SUPPORT 450,795 652,600 0 1,103,395 624,000 0 624,000 479,395 631 UTILITY FUND (345,676) 3,762,300 0 3,416,624 3,726,300 0 3,726,300 (309,676) 635 FLEET SERVICES 564,503 7,808,500 426,500 8,799,503 8,537,500 0 8,537,500 262,003 678 WORKER'S COMPENSATION (7,730,381) 3,770,400 0 (3,959,981 ) 3,757,600 0 3,757,600 (7,717,581) 679 INFORMATION TECHNOLOGY 600,682 4,636,000 0 5,236,682 5,054,500 78,000 5,132,500 104,182 TOTAL INTERNAL SERVICE FD (7,927,446) 23,947,200 913,700 16,933,454 25,111,300 78,000 25,189,300 (8,255,846) TOTAL ALL FUNDS 39,651,5851236,951,000 I 17,080,500 1293,683,0851 273,119,700 I 17,080,5001290,152,6001 3,482,8851 CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES MIDYEAR FISCAL YEAR 2008-2009 GENERAL FUND VARIANCE FY 2008-09 FY 2008-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) ESTIMATED REVENUE: Property Taxes $ 31,130,000 $ 32,063,200 $ 933,200 Other Taxes 70,534,400 64,966,800 (5,567,600\ Licenses & Permits 10,003,500 8,805,400 (1,198,100 Fines and Penalties 1,838,300 1,580,000 (258,300 Use of Monev & Prooerty 2,477,600 2,445,200 132,400 Interqovernmental 7,908,300 7,848,200 160,100 Charaes for Services 7,281,300 5,031,600 (2,249,700 Miscellaneous 4,693,200 4,642,400 150,800 Total Estimated Revenues $ 135,866,600 $ 127,382,800 $ (8,483,800) Total Transfers In: $ 12,444,900 $ 10,978,200 $ (1,466,700 TOTAL ESTIMATED FUNDS AVAILABLE: $ 148,311,500 $ 138,361,000 $ (9,950,500) ESTIMATED EXPENDITURES: Mavor $ 992,300 $ 926,700 $ 65,600 Common Council 576,600 548,900 27,700 City Clerk 1,728,200 1,650,400 77,800 City Treasurer 202,400 214,800 (12,400 City Attornev 3,342,800 3,377,300 (34,500 Code Compliance 4,909,600 4,587,600 322,000 General Government 6,942,600 6,764,000 178,600 City Manager 845,100 1,032,700 (187,600 Human Resources 500,000 468,600 31,400 Finance 1,656,600 1,646,000 10,600 Civil Service 290,100 298,400 18,300 Development Services 6,382,900 5,669,500 713,400 Fire 34,466,900 35,419,300 (952,400 Police 61,197,000 60,277,600 919,400 Police Measure Z 7,989,800 7,884,300 105,500 Facilities Manaaement 3,851,100 3,602,000 249,100 Parks, Recreation, & Comm Service 6,614,600 6,341,900 272,700 Parks Measure Z 242,200 242,200 - Public Services 5,611,900 5,416,900 195,000 Total Estimated Expenditures $ 148,342,700 $ 146,369,100 $ 1,973,600 Estimated Expenditure Savinqs $ (1,300,000 $ - $ 11,300,000 Total Transfers Out: $ 5,081,600 $ 5,255,300 $ 1173,700 TOTAL ESTIMATED DEDUCTIONS: $ 152,124,300 $ 151,624,400 $ 499,900 EXCESS I (DEFICIENCY) OF AVAILABLE OVER DEDUCTIONS $ (3,812,800) $ (13,263,400) $ (9,450,600) BEGINNING FUND BALANCE 7-1-08 $ 12,512,871 $ 12,512,871 $ - ESTIMATED ENDING BALANCE $ 8,700,071 $ (750,529) $ (9,450,600) BUDGETED RESERVE Reserve for PERS Safety Costs $ - $ - $ - Reserve for future revenue shortfalls 630,000 630,000 - Reserve for Measure Z - District Tax 605,300 205,800 (399,500) Reserve for Tow Fee Set Aside 123,100 123,100 - Reserve OS Technology Fee 96,900 96,900 - General Budget Reserve 7,229,600 7,229,600 - BUDGETED RESERVE TOTAL $ 8,684,900 $ 8,285,400 $ (399,500) EST UNDESIGNATED BALANCE 6-30-09 $ 15,171 $ (9,035,929) $ (9,051,100) CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 2008-2009 MID-YEAR MEASURE Z - DISTRICT TAX VARIANCE FY 2008-09 FY 2008-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) ESTIMATED REVENUE: District Tax Revenue $ 7,050,000 $ 6,545,000 $ (505,000 - - - Total Estimated Revenues $ 7,050,000 $ 6,545,000 $ (505,000) Transfers In: $ - $ - $ - TOTAL ESTIMATED FUNDS AVAILABLE: $ 7,050,000 $ 6,545,000 $ (505,000) ESTIMATED EXPENDITURES: Police 7,989,800 7,884,300 105,500 - - - Parks, Recreation, & Comm Service 242,200 242,200 - - - - Total Estimated Expenditures $ 8,232,000 $ 8,126,500 $ 105,500 Transfers Out $ - $ - $ - TOTAL ESTIMATED DEDUCTIONS: $ 8,232,000 $ 8,126,500 $ 105,500 EXCESS I (DEFICIENCY) OF AVAILABLE OVER DEDUCTIONS $ (1,182,000) $ (1,581,500) $ (399,500) BEGINNING FUND BALANCE 7-1-08 1$ 1,787,343 1 $ 1,787,343 I $ - ESTIMATED ENDING BALANCE 1$ 605,343 I $ 205,843 $ (399,500) RESERVE FOR FUTURE COSTS 1$ 605,343 1 $ 205,843 I $ (399,500) EST UNDESIGNATED BALANCE 6-30-091 $ - $ -I $ - CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 DESCRIPTION ACTUAL ACTUAL FY2006-2007 FY2007 -2008 REVISED OVER/{UNDER) FY2008-2009 ORIG BUDGET PROPERTY TAXES 4001 Current Secured 9,771,001 10,973,693 5,533,070 11,050,000 50% 11,050,000 0 4002 Current Unsecured 546,494 530,779 589,100 540,000 109% 610,000 70,000 4003 Prior Taxes 395,001 542,358 544,396 400,000 136% 765,000 365,000 4006 Supplemental 2,512,125 1,971,639 510,156 1,200,000 43% 900,000 1300,000 4005 Other 144,413 162,045 69,983 140,000 50% 150,000 10,000 4007 Prop Tx In Lieu of VLF 14,870,875 17,249,453 0 17,800,000 0% 18,588,200 788,200 Total Property Taxes 28,239,909 31,429,967 7,246,705 31,130,000 23% 32,063,200 933,200 OTHER TAXES 4221 Sales Tax 25,331,713 22,309,687 6,200,512 23,000,000 27% 18,500,000 14,500,000 4220 Prop Tx in Lieu of Sales T 9,517,036 7,280,284 0 7,500,000 0% 6,550,300 1949,700 4224 Utility User's Tax 25,106,730 24,407,034 9,465,645 24,788,400 38% 25,500,000 711,600 4201/14 Franchise Tax 3,060,563 3,323,073 489,029 3,100,000 16% 3,100,000 0 4222 Transient Occupancy Tax 3,032,994 3,262,131 1,173,891 3,100,000 38% 2,850,000 1250,000 4223 Real Prop. Transfer Tax 946,155 649,330 216,011 600,000 36% 600,000 0 4225 Sales Tax SafelY 976,573 982,803 408,570 1,000,000 41% 900,000 1100,000 4215 Tow Franchise 288,000 288,000 188,514 396,000 48% 421,500 25,500 4227 Measure Z - District Tax 1,162,882 6,511,475 2,286,876 7,050,000 32% 6,545,000 (505,000) Total Taxes 69,422,646 69,013,817 20,429,048 70,534,400 29% 64,966,800 {5,567,600 LICENSES AND PERMITS 4301 Business Re!:!istrations 5,866,748 6,105,401 2,634,013 6,638,800 40% 6,200,000 1438,800 4330 Buildin!:! Permits 1,020,470 646,352 270,383 615,000 44% 500,000 1115,000 4331 Mechanical Permits 332,637 208,594 86,666 200,000 43% 200,000 0 4362 On Site Permits 1,602,834 1,183,749 343,475 600,700 '57% 475,000 1125,700 4363 On Site Plan Check 712,370 341,996 35,117 300,000 12% 100,000 1200,000 4361 Construction Permits 326,522 300,801 83,062 250,000 33% 200,000 150,000 4342 EMS Membership 16,504 6,148 888 15,000 6% 6,000 19,000 4336 Fire Code Permits 304,577 301,548 193,138 368,000 52% 368,000 0 4337 Fire Plan Check 206,532 181,303 75,096 229,000 33% 150,000 179,000 4351 Street Cut Permits 145,407 229,645 70,240 175,000 40% 150,000 125,000 4333 Mobile Home Permits 27,161 26,374 0 27,200 0% 27,200 0 4352 Misc Licenses & Permits 299,506 317,209 183,198 385,700 47% 385,700 0 4303 Misc City Clerk Permits 8,683 3,490 865 8,600 10% 3,000 15,600 4304 Misc Plannin!:! LiclPermit 24,889 31,499 12,716 30,500 42% 30,500 0 4360 Gradin!:! Permits 33,874 25,624 3,813 160,000 2% 10,000 {150,000 Total License & Penmit 10,928,714 9,909,733 3,992,670 10,003,500 40% 8,805,400 (1,1.98,100 FINES AND PENALTIES 4420 Parkina Citations 917,069 1,209,205 485,683 1,350,000 36% 1,200,000 1150,000 4410 General Fines 169,238 153,371 47,941 183,300 26% 100,000 183,300 4411 Code Admin. Citations 90,549 145,468 84,943 240,000 35% 150,000 190,000 4412 Fire Admin. Citations 81,392 73,865 65,481 65,000 101% 120,000 55,000 4422 Fireworks Adm Ciyil Pen 0 0 9,645 0 0% 10,000 10,000 Total Fines/Penalties 1,258,248 1,581,909 693,693 1,838,300 38% 1,580,000 1258,300 USE OF MONEY & PROPERTY 4505 Interest Earninas 1,073,619 793,211 98,202 500,000 20% 500,000 0 4520 Land & Buildina Rental 474,154 407,302 331,549 427,600 78% 425,200 12,400 4530 Parkina Rental Fee 67,258 0 0 30,000 0% 0 130,000 4922 Sale of Properly 95,875 306,288 35,995 1 ,480,000 2% 1,480,000 0 4540 Vendin!:! Machine Comm. 52,979 40,622 12,453 40,000 31% 40,000 0 Total Money & Property 1,763,885 1,547,423 478,199 2,477,600 19% 2,445,200 132,400) CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 ACTUAL ACTUAL DEC YTD BUDGET FYOO REVISED OVERI(UNDER) DESCRIPTION FY2006-2007 FY2007 -2008 FY2008-2009 FY2008-2009 % COll FY2008-2009 ORIG BUDGET INTERGOVERNMENTAL 4603 Motor Vehicle In Lieu 1,381,205 1,038,879 258,031 800,000 32% 258,000 1542,000 4621 Bookina Fee Subvention 354,658 0 0 0 0% 0 0 4670 EDAlCDBG Reimb. 3,486,258 5,738,232 2,454,594 5,750,900 43% 5,750,900 0 4651 Construction Reimb 9,876 0 19,745 0 0% 0 0 4606 Homeowner's Exemotion 149,123 154,290 20,312 150,000 14% 130,800 119,200 4616 POST 132,146 127,242 51,328 100,000 51% 100,000 0 4625 State-Mandated Costs 863,049 63,156 88,703 50,000 177% 100,000 50,000 4673 Water Reimbursement 318,890 338,500 349,600 340,000 103% 349,600 9,600 4671 SBIAA Reimbursement 130,905 146,690 39,182 136,400 29% 136,400 0 4615 Disaster Prep. Prooram 24,019 21,864 22,497 21,000 107% 22,500 1,500 4619 Mutual Aid/Disaster Reim 581,015 1,206,619 417,284 560,000 75% 1,000,000 440,000 T otallnterQovernmental 7,431,144 8,835,472 3,721,276 7,908,300 47% 7,848,200 160,100) CHARGES FOR SERVICES 4731 Plan Check Fee 536,764 392,708 105,454 350,000 30% 200,000 1150,000 4789 Dev. Servs Archival Fee 47,940 36,723 13,615 35,000 39% 30,000 15,000 4715 DS Technoloav Fee 0 0 15,861 96,900 16% 35,000 161,900 4880 EMS User Fee 270,586 227,341 85,207 430,000 20% 200,000 1230,000 4798 Storm Drain Utilitv Fee 283,836 288,709 143,550 260,000 55% 290,000 30,000 4815 Weed Abatement 247,674 204,399 61,997 200,000 31% 150,000 150,000 4733 BuildinQ Demolition 897,547 740,701 260,338 675,000 39% 675,000 0 4714 Plannino Develp Proiect 467,409 483,683 151,715 250,000 61% 250,000 0 4305 Annual Alarm Permits 211,944 213,266 92,808 220,000 42% 200,000 120,000 4780 Misc Develoo Servs 114,563 95,657 63,908 92,700 69% 100,000 7,300 4766 BuildinQ Permit Review 45,842 67,470 39,330 65,000 61% 80,000 15,000 4720 Plan Review Fee 263,445 131,366 28,740 150,000 19% 60,000 190,000 4782/4 Subdivision Filino Fees 320,350 78,511 120,222 75,000 -27% 0 175,000 4785 Non Subdivision Str Imo 121,372 205,199 78,710 150,000 52% 150,000 0 4711 Subdivision 136,746 174,315 9,218 100,000 9% 25,000 175,000 4718 Environmental 14,063 6,585 719 10,000 7% 5,000 15,000 4735 Notice of Pendencv Rei 9,115 4,354 2,726 5,000 55% 5,000 0 4863 Class Reaistration Fee 31,276 6,219 2,588 6,000 43% 6,000 0 4862 Park Enemv Fee 6,145 4,312 4,160 5,000 83% 3,000 12,000 4707 Passport Fees 110,010 99,200 24,168 100,000 24% 75,000 125,000 4702 County Contract 487,000 487,000 487,000 487,000 100% 487,000 0 4864 Swimmino Pool Fee 58,118 59,111 44,871 50,000 90% 45,000 15,000 4861 ProQrm/Facilitv Use Fee 71,158 65,516 25,059 60,000 42% 55,000 15,000 4865 Non-Resident Fees 3,310 2,918 931 3,000 31% 3,000 0 4710 Misc Plannino/Buildino 143,929 144,253 57,055 100,000 57% 100,000 0 4743 PD Tow Release Fee 403,200 450,035 271,995 514,800 53% 545,000 30,200 4745 Code Tow Release Fee 0 0 40 25,000 0% 0 125,000 4790-6 Sional MaintlEnerav 21,098 19,534 7,146 20,000 36% 20,000 0 4802 Str Lioht Enemv Fee 10,505 5,993 16,800 10,000 168% 16,800 6,800 4701 Election Filina Fee 1,622 24,306 60 25,000 0% 0 125,000 4747 False Alarm Fee 77 ,488 54,035 28,950 60,000 48% 60,000 0 4810 Misc. Dev Services 6,747 21,842 189 15,000 1% 15,000 0 4705 Utility Collection Fee 60,403 10,776 0 50,000 0% 10,000 140,000\ 4708 Fire Trainino Aareement 82,318 134,453 1,900 62,600 3% 62,600 0 4881 Paramedic Contract 259,129 259,129 86,376 359,100 24% 359,100 0 4786 Certificate of Completion 0 0 7,452 22,600 33% 15,000 17,600 4752 Fireworks Reoulatorv Fee 101,108 73,893 40,751 75,000 54% 75,000 0 4753 Fire Archival Fee/Repts 2,755 3,955 1,731 4,000 43% 4,000 0 4754 Fire Bus Occuo Inso 50,386 31,461 17,010 50,000 34% 35,000 115,000 4755 Fire Rentallnsoections 404,026 406,794 271,471 510,100 53% 510,100 0' I 4709 Hazardous Material Fee 0 0 11,368 477,500 2% 50,000 1427,500) I 4767 Sinale Family Rentallnso 0 0 2,500 1,025,000 0% 25,000 11,000,000), I Total Charoes 6,380,927 5,715,722 2,545,245 7,281,300 35% 5,031,600 12,249,700\, CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 DESCRIPTION REVISED OVER/(UNDER) FY2008-2009 ORIG BUDGET MISCELLANEOUS 4906 Water Fund Contr. 2,401,973 2,384,618 1,126,372 2,350,000 48% 2,350,000 0 4930 Sewer Contc. - Water 500,000 500,000 500,000 500,000 100% 500,000 0 4931 Water Land Sales 3,090 89,431 0 40,000 0% 52,700 12,700 4910 Admin Service Charae 349,600 352,300 384,800 389,600 99% 389,600 0 4901 Misc. Other Revenue 396,358 309,077 154,681 273,000 57% 273,000 0 4912 Off Track Bettino 143,605 132,632 48,950 120,000 41% 100,000 120,000\ 4741 Sale of Photos IReoorts 116,639 58,757 8,614 30,000 29% 15,000 115,000\ 4740-5 Police Misc. Receiots 839,549 794,747 11,495 800,000 1% 800,000 0 4746 Praoertv Auction 7,054 19,224 3,780 10,000 38% 10,000 0 4911 Restitutions 20,686 21,619 6,628 20,000 33% 20,000 0 4905 Litioation Settlement 176 57,957 475 10,000 5% 10,000 0 4904 Drunk Driver Reimburmt. 60 32 0 100 0% 100 0 4928 Bookino Fee Reimburmt. 1,630 2,028 1,597 2,000 80% 2,000 0 4750 Investiqation Fee 12,538 13,692 18,709 58,500 32% 30,000 128,500) 4924 Damaqe Clain Recoverv 36,618 25,447 36,504 90,000 41% 90,000 0 Total Miscellaneous 4,829,576 4,761,561 2,302,605 4,693,200 49% 4,642,400 (50,800) 1 TOTAL GENERAL FUND 1130,255,0491132,795,6041 41,409,441 1135,866,600 I 30%1 127,382,800 I (8,483,800) CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ", " ,ACTUAL ACTUAL, ' ACTUAL;, ",I3.lJPl3,~T / MII:),cXR!=.ST DESCRIPTION '~2""", '. . .".~... ,....^.,"'" 7"2008-09 2005-06 ' 2006-07 2007-08, ~:2008-09 ' 105 LIBRARY FUND " '. " " 4618 State Aid-Libraries 78,463 116,513 78,752 78,800 69,800 4850 Miscellaneous Receipts 19,092 18,977 20,157 20,000 20,000 4851 Librarv Fines 58,360 52,266 52,136 55,000 40,000 4901Misc Receipts - - 78,000 - - Total Library Fund $ 155,915 $ 187,756 $ 229,045 $ 153,800 $ , 129,800 106 CEMETERY FUND 4505 Interest on Idle Cash 19,938 20,785 22,767 22,000 18,000 4775 Cemetery Burial Fee 62,454 68,530 68,393 70,000 20,000 4776 Sale of Vases 1,206 2,124 2,070 2,000 1,000 4777 Sale Concrete Boxes 24,229 28,259 27,753 30,000 10,000 4778 Sale Cemeterv Plots 57,560 62,355 65,482 67,200 12,000 4901 Mise, Receipts - 6,000 - - - Total Cemetery Fund $ 165,387 $ 188,053 $ 186,465 $ 191,200 $ 61,000 107 CABLE TV FUND 4505 Interest on Idle Cash 200 - - - - 4922/4852 ContracVSale Services 63,430 83,036 81,918 70,000 70,000 Total Cable TV Fund $ 63,630 $ 83,036 $ 81,918 $ 70,000 $ 70,000 108 ASSET FORFEITURE FUND 4505 Interest on Idle Cash - 4,214 8,968 5,500 8,000 4672 Asset Forfeiture Federal DOJ 1,592 144,268 273,377 100,000 100,000 4927 Asset Forfeiture 124,342 102,501 119,252 125,000 125,000 Total Asset Forfeiture Fund $ 125,934 $ 250,983 $ 401,597 $ 230,500 $ '. '233,000 118 DRUG/GANG FUND 4505 Interest on Idle Cash 7,793 6,812 6,566 7,000 4,000 4929 Asset Forfeiture-Drug/Gang 19,471 17,641 19,547 18,000 18,000 Total Drug/Gang Fund " $ 27,264 $ 24,453 $ 26,113 $ 25,000 $ "",<22.000, 111 TRANSPORTATION FUND 4505 Interest on Idle Cash 1,390 1,697 3,056 3,000 2,000 4626 Rideshare Reimbursement 246,983 245,042 246,936 245,000 245,000 4906 Water Department 5,000 5,000 5,100 5,100 5,200 Total Transportation Fund $ 253,373 $ 251,739 $ 255,092 $ 253,100 $ " 252,200 124 ANIMAL CONTROL FUND 4320 Animal License 332,392 357,328 380,559 457,200 320,000 4352 Mise, License & Permits 3,255 2,380 2,755 2,500 1,000 4410 General Fines 28,443 39,422 36,759 39,000 30,000 4430 Animal License Penaltv 32,460 42,120 47,770 42,200 42,200 4756 Animal Adootion Fee 60,389 58,224 56,968 58,000 50,000 4757 Contractee Shelter Fee 717,669 718,285 766,230 758,500 758,500 4759 Apprehension Fee 41,676 50,983 44,541 45,000 40,000 4760 Board Fee 20,311 34,212 31,894 32,000 20,000 4761 Field Service Fee 1,402 1,802 410 1,000 500 4763 Owner Release Fee 39,848 31,026 22,752 25,000 25,000 4764 Vaccination Fee 21,310 20,570 20,512 21,000 18,000 4765 Microchip Identification - - - 94,000 25,000 4901 Miscellaneous Receipts 25,126 5,174 4,099 4,500 1,000 Total Animal Control Fund $ 1,324,281 $ 1,361,526 $ 1,415,249 $ 1,579,900 $ ',,1,331::200, CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 I ACTUAL , ACTUAL, ,,'.Aq.TIJAYt'~ ~12.<iI;I;, ltl!P;:'(R. EST . .... -"T'.'-'~'-" . ,.;& ,"'-"'''<''_'' 7'200S-09 DESCRIPTION 2005-06 2006-07 . 2007':OS'; '~;'200S~09 135 AB 2928 TRAFFIC CONGESTION 4505 Interest on Idle Cash 2,996 62,980 43,243 40,000 10,000 4635 Traffic Conaestion Relief 893,324 1,445,425 - 1,435,900 1,435,900 4903 Refunds & Rebates - - 21,220 - - Total AB 2928 Traffic ConQestion $ 896,320 $ 1,508,405 $ 64,463 $ 1,475,900 $ 1,445,900 126 SPECIAL GAS TAX FUND 4505 Interest on Idle Cash 39,031 27,654 17,870 25,000 25,000 4610 State Aid-2106 779,186 788,619 751,321 750,000 700,000 4611 State Aid-2107 1,627,047 1,638,717 1,620,600 1,620,000 1,550,000 4612 State Aid-2107.5 10,000 10,000 10,000 10,000 10,000 4614 Prop 111-Hiahwav Users Tax 1,219,928 1,225,874 1,211,055 1,200,000 1,150,000 4658 Fed Aid - Street Construction - - - - - 4670 EDA Reimbursement - 50,000 - - - 4945 Reimbursement - 267,447 - 246,700 246,700 Total Gas Tax Fund $ 3,675,192 $ 4,008,311 $ 3,610,846 $ 3,851,700 $ 3,681,700 527 INTEGRATED WASTE MGMT 4505 Interest on Idle Cash 31,261 49,967 58,284 50,000 25,000 4830 Commercial Rubbish 86,152 77,617 72,425 80,000 70,000 4831 Commercial Bin Rent 130,448 100,884 93,581 100,000 50,000 4832 Commercial Bin Service 9,241,858 9,626,224 9,803,805 9,800,000 9,700,000 4833 Commercial Soecial 1,124,666 1,460,411 1,607,712 1,650,000 1,070,000 4837 Automated Commercial Rubbish - - - - - 4840 Residential Water Billed 8,622,065 8,865,093 8,856,698 8,800,000 8,850,000 4841 Residential "B" Accounts 1,087,208 1,144,970 1,155,599 1,155,000 1,150,000 4843 Dino Bin Service 2,437,484 2,555,032 2,531,429 2,555,000 2,700,000 4844 Commercial Penalties 18,764 20,788 21,410 23,000 20,000 4845 Residential Penalties 2,431 1,999 2,056 2,000 2,000 4846 Recvclina Receiots - 174,459 185,524 190,000 190,000 4901 Miscellaneous Other Revenue 997,361 236,471 737,752 830,000 830,000 4923 Sale Salvage Mater - - 82,370 - 30,000 Total Integrated Waste Mgmt $ 23,779,698 $ 24,313,915 $ 25,208,645 $ 25,235,000 $ 24,687,000 128 TRAFFIC SAFETY FUND 4440 CVC Fine 744,964 1,005,419 1,409,440 1 ,400,000 1 ,400,000 4441 Nester Red Lights 493,466 837,798 887,491 2,376,700 910,000 Total Traffic Safety Fund $ 1,238,430 $ 1,843,217 $ 2,296,931 $ 3,776,700 $ 2,310,000 1291/2 CENT SALES /ROAD TAX FUND 4505 Interest on Idle Cash 63,392 181,759 180,145 130,000 130,000 4613 1/2 Cent Sales Tax 3,219,945 3,188,524 3,077,896 3,000,000 3,200,000 4630 State Aid - Street Construction - - 197,137 - - 4658 Fed Aid - Street Construction - - - - - 4670 EDA Reimbursement - - - 1,087,800 1,087,800 4945 Construction Reimbursement 200,000 59,814 - 200,000 200,000 T otal112 Cent Sales Tax $ 3,483,337 $ 3,430,097 $ 3,455,178 $ 4,417,800 $ 4,617,800 132 SEWER LINE MAINTENANCE 4505 Interest on Idle Cash 140,582 154,626 209,892 160,000 160,000 4820 Sewer Line Maint 3,024,273 3,093,150 3,053,718 3,100,000 3,150,000 Total Sewer Line Maintenance $ 3,164,855 $ 3,247,776 $ 3,263,610 $" 3,260;000 ,$':flf" 3i~G;"OOO' CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL ACTUAL, ' BUDGET MID-YR EST .. '. '.~ -.c'.." - -'\1 ryr--. "'''',,<':~.-.'~ ., ..... '..; -,-' v';;' ..........-. DESCRIPTION 2005-06 2006-07 2007-0!f " 2008:09..' 2008-09 133 BASEBALL STADIUM 4505 Interest on Idle Cash - - 4,691 - - 4520 Land/Buildina Rental 500 1,004 - - - 4901 Baseball Team Lease Agreement 143,562 204,147 81,453 33,600 33,600 Total Baseball Stadium $ 144,062 $ 205,151 $ 86,144 $ 33,600 $ 33,600 134 Soccer Complex 4505 Interest on Idle Cash 4,124 5,804 8,135 5,000 5,000 4520 Land & Buildina Rental 176,668 72,700 103,928 70,000 70,000 4528 SoonsorshlOs - - - - - 4530 Rental Fee - Parkina - 200,041 240,766 230,000 175,000 4861 Proaram & Facilitv User Fee 125,525 55,391 67,696 65,000 60,000 4862 Park Energy Fee - 1,320 4,287 2,300 - Total Soccer Complex Fund $ 306,317 $ 335,256 $ 424,812 $ 372,300 $ 310,000 137 CFD 1033 Fire Station M& 0 4013 CFD 1033 Special Tax - 40,700 66,655 556,200 556,200 4505 Interest on Idle Cash - - 13,442 15,000 10,000 Total CFD 1033 Fire Station $ - $ 40,700 $ 80,097 $ 571,200 $ 566,200 240 INFRASTRUCTURE BANK LOAN FD 6453 Lpan Proceeds - 5,450,237 - 4,549,800 4,549,800 4505 Interest on Idle Cash - - - - - Total CFD 1033 Fire Station $ - $ 5,450,237 $ - $ 4,549,800 $ 4,549,800 242 STREET CONSTRUCTION FUND 4903 Misc Receipts/Refunds/Rebates - 11,350 4,813 2,898,300 2,898,300 4630 State Aid-Street Constr. 232,200 240,719 204,638 2,768,900 2,768,900 4658 Federal Aid-FAU 206,325 397,187 867,957 17,384,500 17,384,500 4670 EDA Reimbursement - - - 1,000,000 1,000,000 4945 Construction Reimbursement 28,458 - 432,677 4,424,900 4,424,900 Total Street Constr. Fund $ 466,983 $ 649,256 $ 1,510,085 $ 28,476,600 $ 28,476,600 243 PARK CONSTRUCTION FUND 4505 Interest on Idle Cash 50,865 47,154 26,207 20,000 20,000 4620 State Aid Park Dev - 340,901 50,145 2,144,700 2,144,700 4732 Park Develoament Fee 668,681 120,129 70 - - 4651 Construction Project Reimb. - 950,000 - - - Total Park Construction Fund $ 719,546 $ 1,458,184 $ 76,422 $ 2,164,700 $ 2,164,700 244 CEMETERY CONSTRUCTION FUND 4505 Interest on Idle Cash 1,179 1,325 1,675 1,600 1,200 4778 Sale Cemetery Plots 3,218 3,744 3,743 3,700 1,000 Total Cemetery Constr. Fund $ 4,397 $ 5,069 $ 5,418 $ 5,300 $ 2,200 245 SEWER LINE CONSTRUCTION FUND 4505 Interest on Idle Cash 65,873 199,090 247,367 150,000 100,000 4651 Construction Reimbursement - - - - - 4821 Sewer Lateral Fee 3,252 195 - - - 4822 Sewer Connection Fee 1,382,187 825,779 378,884 250,000 80,000 Total Sewer Line Constr. Fund $ 1,451,312 $ 1,025,064 $ 626,251 $ 400,000 $ \,180;OQO CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL . Ac:TUAL ACJUAL.~: --: ~PR~ET MID-YR EST ....' ,....-...,.;..._; '.:, .' 2008-09 DESCRIPTION 2005-06 2006-07 2007-08 2008-09 246 PUBLIC IMPROVEMENT FUND 4505 Interest on Idle Cash 83,861 241,362 161,335 125,000 75,000 4902 Contributions - - - - - 4945 Reimburse Street Construction - 398,191 - - - Total Public Improvement Fund $ 83,861 $ 639,553 $ 161,335 $ 125,000 $ 75,000 247 CULTURAL DEVELOP FUND 4335 Cultural DeveL Constr Fee 549,379 999,211 610,202 400,000 300,000 4505 Interest on Idie Cash 9,716 31,054 48,352 50,000 30,000 Total Cultural Devel Const Fund $ 559,095 $ 1,030,265 $ 658,554 $ 450,000 $ ., 330,000 248 STORM DRAIN CONSTR FUND 4505 Interest on Idle Cash 72,475 99,737 277,287 100,000 100,000 4651 Construction Reimbursement 436,629 33,162 - - - 4658 Fed Aid - Street Construction - - - - - 4818 Storm Drain Fee 1,716,031 1,639,518 2,316,118 1,800,000 500,000 Total Storm Drain Constr. Fund $ 2,225,135 $ 1,772,417 $ 2,593,405 $ 1,900,000 $ 600,000 250 TRAFFIC SYSTEMS CONSTR FUND 4505 Interest on Idle Cash 38,047 13,385 - - - 4630 State Aid - Street Construction 129 108,000 74,545 75,000 25,000 4658 Fed/State Aid-Street Construction - 83,968 - - - 4670 EDA Reimbursement - - - - - 4803 Traffic System Fees 828,561 152,152 - - - 4945 Reimburse St Constr 109,800 - - - - Total Traffic Systems Fund $ 976,537 $ 357,505 $ 74,545 $ 75,000 $.. . _25,000 257 CITY WIDE AD 994 4057 AD 994 28,220 8,418 - - - Total City Wide AD 994 .': ..' $ 28,220 $ 8,418 $ . . - $ . :- $' . .:f;:_"'.ll.~ 258 PROP 1 B FUND 4505 Interest on Idle Cash - - 99,565 100,000 100,000 4628 Proo 1 B 3,297,446 3,545,800 3,545,800 4670 EDA Reimbursement - - - 500,000 500,000 Total Prop 1 B Fund $ - $ - $ 3,397,011 $ 4,145,800 $ 4,145,800 261 DIF LAW ENFORCEMENT FUND 4505 Interest on Idle Cash 957 4,512 2,074 2,000 2,000 4824 Development Impact Fees 73,704 205,444 97,644 100,000 100,000 Total DIF Law Enforcement Fund $ 74,661 $ 209,956 $ 99,718 $ 102,000 $ . 102,000 262 DIF FIRE SUPRESSION/MEDICAL 4505 Interest on Idle Cash 968 7,307 12,469 5,000 5,000 4824 Development Impact Fees 74,600 205,741 92,796 100,000 100,000 Total DIF Fire Supression/Medical $ 75,568 $ 213,048 $ 105,265 $ . 105,000 $ .' 105,000 263 DIF LOCAL REGIONAL CIRCULATON 4505 Interest on Idle Cash 806 10,019 25,664 20,000 12,000 4824 Development Impact Fees 62,168 345,071 408,782 325,000 100,000 Total DIF Local Regional Circulation $ 62,974 $ 355,090 $ 434,446 $ 345,000 '$'>>"lf.;t1,12.000 CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAl. ACI,M~!ii, ~~f~~~~~f~ MID-YR EST ""'!'i~.-,,-...: -,'-'."--""!'':! t; ,.....;;.i DESCRIPTION 2005-06 . 2006~07 . 2007"08" 1?' 2008-09 264 DIF REGIONAL CIRCULATION 4505 Interest on Idle Cash 7,625 72,114 333,418 200,000 200,000 4824 Development Impact Fees 587,535 2,143,658 3,752,399 1,000,000 1,000,000 Total DIF Regional Circulation $ 595,160 $ 2,215,772 $ 4,085,817 $ 1,200,000 $. 1,200,000 265 DIF LIBRARY FACILITIES 4505 Interest on Idle Cash 49 999 1,744 1,000 1,000 4824 Development Impact Fees 3,738 38,832 57,826 30,000 30,000 Total DIF Library Facilities $ 3,787 $ 39,831 $ 59,570 $ 31,000 $ 31,000 266 DIF PUBLIC USE FACILITIES 4505 I nterest on Idle Cash 61 1,294 4,569 5,000 5,000 4824 Development Impact Fees 4,690 51,250 85,510 35,000 35,000 Total DIF Public Use Facilities $ 4,751 $ 52,544 $ 90,079 $ 40,000 $ . 40,000 267 DIF AQUATICS FACILITIES 4505 Interest on Idle Cash 25 511 1,680 500 500 4824 Development Impact Fees 1,911 19,853 29,822 15,000 15,000 Total DIF Aquatics Facilities $ 1,936 $ 20,364 $ 31,502 $ 15,500 $ 15,500 268 DIF AB 1600 PARKLAND 4505 Interest on Idle Cash 304 9,529 29,122 30,000 30,000 4824 Development Impact Fees 23,408 388,380 723,632 350,000 350,000 Total DIF AB 1600 Parkland $ 23,712 $ 397,909 $ 752,754 $ 380,000 $. .,;.380,0,00 269 DIF QUIMBY ACT PARKLAND . 4505 Interest on Idle Cash 152 1,327 2,888 5,000 5,000 4824 Development Impact Fees 11,704 52,668 20,064 20,000 20,000 Total DIF Quimby Act Parkland $ 11,856 $ 53,995 $ 22,952 $ 25,000 $ "y25.000 621 CENTRAL SERVICES FUND 4897 Interdepartmental 253,085 256,783 221,253 200,000 185,000 Total Central Services Fund $ 253,085 $ 256,783 $ 221,253 $ 200,000 $. .~ ,,;.185;000 629 LIABILITY INSURANCE FUND 4505 Interest on Idle Cash 79,311 85,619 108,984 50,000 50,000 4897 Interdeoartmental Receipts 3,472,200 3,203,100 3,244,500 3,082,400 3,082,400 4924 Damage Claim Recovery - - - - - Total Liabilitv Insurance Fund $ 3,551,511 $ 3,288,719 $ 3,353,484 $ 3,132,400 $ 3,132,400" 630 TELEPHONE SUPPORT FUND 4541 Teleohone Commission 1,812 1,093 - - - 4893 Water Deol. Receipts 126,929 130,195 131,688 120,000 120,000 4670 Economic Develooment Aaencv 119 8,167 3,499 - - 4897 Interdeoartmental Receipts 733,763 802,261 752,498 523,000 523,000 4903 Refunds and Rebates/Misc. Receipts 6,902 12,680 18,227 9,600 9,600 Total Telephone Support Fund $ 869,525 $ 954,396 $ 905,912 $ 652,600 $ '..i~; 652.600' CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL . ACTUAL ..AQTU~, ; BUDGET. MID"Yi3-EST ',J,,;}.~."'-_'--' -c'-', .' --';." ~Y2008~69' . DESCRIPTION 2005-06 2006-07 2007-08 2008"09 631 UTILITY FUND 4897 Interdeoartmental Receiots 4,022,653 4,293,139 3,974,360 3,762,300 3,762,300 4944 LED Retrofit Reimbursement 110,000 - - - - 4901 Misc Receipts/Refunds & Rebates 1,605 - - - - Total Utility Fund $ 4,134,258 $ 4,293,139 $ 3,974,360 $ 3,762,300 $ 3,762,300 635 FLEET SERVICES FUND 4506 Interest - - - - - 4670 EDAlWater Reimbursement 10,649 9,562 12,479 15,800 15,000 4896 Reolacement Contribution 142,400 - - - - 4897 Interdeoartmental Receiots 6,178,158 6,825,770 9,637,571 7,783,200 7,783,200 4901/22 Misc, Other Receipts 17,372 15,160 61,161 9,500 10,300 Total Fleet Services Fund $ 6,348,579 $ 6,850,492 $ 9,711,211 $ 7,808,500 $ 7,808,500 678 WORKERS' COMPENSATION FUND 4897 Interdeoartmental Receiots 3,708,340 3,477,901 3,593,010 3,420,400 3,420,400 4901 Misc Receints - 15 16,850 - - 4906 Water Department 222,253 339,757 322,656 350,000 350,000 Total Workers' Compensation Fd $ 3,930,593 $ 3,817,673 $ 3,932,516 $ 3,770,400 $ 3,770,400 679 INFORMATION TECHNOLOGY 4670 EDA Reimbursement 356 2,203 - - - 4673 Water 433,873 510,499 668,306 710,700 710,700 4897 Interdeoartmental Receiots 3,808,200 4,000,200 3,776,200 3,530,600 3,530,600 4901 Miscellaneous Receipts 142,329 12,579 10,651 394,700 394,700 Total Information Technology $ 4,384,758 $ 4,525,481 $ 4,455,157 $ 4,636,000 ..$:"'i:4,636,OOO · GRAND TOTAL $ 69,645,795 $ 81 ,221 ,534 $ 82,425,227 $ 113,995,600 $ 109,568,200, CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - IN VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) TO GENERAL FUND: *From Special Gas Tax For- 3,590,000 3,590,000 0 Street Maintenance-$2,420,000 Street Lighting - $1,170,000 *From Traffic Safety For- 3,776,700 2,310,000 (1,466,700) Police Costs - $1,400,000 Nester Red Lights - $2,376,700 *From 1/2 Cent Sales & Road Tax For- 250,000 250,000 0 Administration *From Cultural Development Fund For - 357,000 357,000 0 Fine Arts/Civic & Promotional Costs *From Traffic Systems Constructions For - 60,000 60,000 0 Administration *From Storm Drain Construction For - 132,700 132,700 0 Administration *From Refuse Fund For- 2,682,300 2,682,300 0 Administration $1,910,200 Street Repair 50,000 Lease City Yards 600,000 Lease City Hall 55,200 NPDES Coord, Posil. 66,600 *From Sewer Line Construction For- 225,000 225,000 0 Administration *From Sewer Line Maintenance Fund For - 250,000 250,000 0 Administration *From Fire Equipment Fund For - 425,000 425,000 0 San Mauel Funds for Fire Depl. costs *From CFD 1033-Fire Station Fund For- 556,200 556,200 0 Maintenance & Operation Costs *From Transportation Fund For - 140,000 140,000 0 Traffic Engineering Costs $80,000 MaintiFuel for All. Fuel Veh $60,000 Crossing Guards $0 TOTAL GENERAL FUND $12,444,900 $10,978,200 (1,466.700) CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - IN VARIANCE FY 2008-09 FY 2008-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) TO ANIMAL CONTROL FUND: "From General Fund For - 393,500 609,200 215,700 Operating Costs TO CATV FUND: "From General Fund For- 564,200 596,900 32,700 Operating Costs TO LIBRARY FUND: "From General Fund For - 2,815,500 2,747,900 (67,600) Operating Costs TO WORKERS COMPENSATION FUND: "From General Fund For- 0 0 0 Operating Costs TO REFUSE: "From General Fund For- 387,600 387,600 0 Street Sweeping - $65,000 Graffiti Program - $322,600 TO CENTRAL SERVICES FUND: "From General Fund For- 94,300 87,200 (7,100) Operating Costs TO BASEBALL STADIUM: "From General Fund For - 0 0 0 Operating Costs TO LIABILITY FUND: "From General Fund For - 400,000 400,000 0 Operating Costs TO FIRE DEV IMPACT FEE FUND: "From Verdemontlnfrastructure Fund For - 769,000 769,000 0 Verdemont Fire Station Debt payment TO SEWER LINE MAINT FUND: "From Information Technology Fund For- 78,000 78,000 0 Loan Repayment TO FLEET FUND: "From General Fund For- 426,500 426,500 0 Vehicle Replacement Costs - $300,000 Repayment of Operating Costs - $126,500 I TOTAL OTHER FUNDS I $5,928,600 $6,102,300 173,700 IGRAND TOTAL TRANSFERS-IN (1,293,000)l I $18,373,500 I $17,080,500 I CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - OUT VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) FROM GENERAL FUND: 'To Animal Control Fund For- $393,500 609,200 (215,700) Operating Costs . 'To Library Fund For- 2,815,500 2,747,900 67,600 Operating Costs 'To CATV For- 564,200 596,900 (32,700) Operating Costs 'To Baseball Fund For- 0 0 0 Operating Costs 'To Central Services Fund For- 94,300 87,200 7,100 Operating Costs "To Refuse Fund For- 387,600 387,600 0 Street Sweeping - $65,000 Graffiti Program - $322,600 "To Fleet Fund For- 426,500 426,500 0 Vehicle Replacement Costs - $300,000 Repayment of Operating cost - $126,500 "To Liability Fund For- 400,000 400,000 0 Operating Costs "To Workers Compensation Fund For- 0 0 0 Operating Costs TOTAL GENERAL FUND $5,081,600 $5,255,300 (173,700) FROM TRAFFIC SAFETY: "To General Fund For- 3,776,700 2,310,000 1,466,700 Police Costs FROM SPECIAL GAS TAX: "To General Fund For- 3,590,000 3,590,000 0 Street Main!. Costs-$2,420,000 Street Lighting Costs-$1, 170,000 FROM 1/2 CENT SALES/ROAD TAX: "To General Fund For- 250,000 250,000 0 Administration FROM CULTURAL DEVELOPMENT "To General Fund For- 357,000 357,000 0 Fine Arts & Civic Promotional Costs FROM TRAFFIC SYSTEM CONSTR "To General Fund For- 60,000 60,000 0 Administration of Fund CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - OUT VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) FROM STORM DRAIN FUND 'To General Fund For- 132,700 132,700 0 Administration of Fund FROM REFUSE FUND 'To General Fund For- 2,682,300 2,682,300 0 Administration $1,910,500 Street Repairs $50,000 Lease City Yards $600,000 Lease City Hall $55,200 NPDES Coord. Position $66,600 FROM SEWER LINE CONSTR FD 'To General Fund For- 225,000 225,000 0 Administration FROM SEWER LINE MAINT FUND 'To General Fund For- 250,000 250,000 0 Administration FROM INFORMATION TECHNOLOGY FUND 'To Sewer Line Maint Fund For- 78,000 78,000 0 Loan Repayment FROM VERDEMONT INFRASTRUCTURE FUND 'To Fire Dev Impact Fee Fund For- 769,000 769,000 0 Loan Repayment FROM CFD 1033-FIRE STATION FUND 'To General Fund For- 556,200 556,200 0 Maintenance & Operation Costs FROM FIRE EQUIPMENT FUND 'To General Fund For- 425,000 425,000 0 San Manuel funds for Fire Dept Costs FROM TRANSPORTATION FUND 'To General Fund For- 140,000 140,000 0 Traffic Engineering Costs $80,000 MainVFuel for All. Fuel Veh $60,000 Crossing Guards $0 TOTAL OTHER FUNDS $13,291,900 $11,825,200 1,466,700 'GRAND TOTAL TRANSFERS-OUT 1,293,000 I I $18,373,500 1$17,080,500 I 0~' ,,'\; -<"\. fo ~(j' 'S- " #~ q,,~ ~~. ,~ ~~ .,. '~ !.' , )': t,.,..., ;~ji:;}~i"" .... ..!~'~. _ ,':~~ ~"h;;'\-7"~ ,v'J_VL 1:; \~:;;'~1 rr'j'1..\..i/tL Fi.'E;'- LEGAL~, Y" IV JNRtrJIYf4.tArtCtJ e~OIV INTER OFFICE MEMORANDUM OFFICE OF THE CITY ATTORNEY CITY OF SAN BERNARDINO Legal Memo No. 09-023 DATE: Mark F. Weinberg, City Manager John F. Wilson, Senior Assistant City Attorney ) ~ February 11, 2009 TO: FROM: RE: City Borrowing from Enterprise Funds CC: Mayor and Common Council, City Attorney Question City Manager Mark Weinberg has requested an opinion regarding the legalities associated with the City borrowing money from its enterprise funds including the water, sewer and refuse funds, or from the Redevelopment Agency? Summary Nothing in the Charter of the City of San Bernardino precludes a transfer of revenues from one City fund to another. The fund from which revenues are transferred cannot be reduced to the extent that lawful yearly demands on the fund cannot be met. Loans from the Water Department require the cooperation of the Board of Water Commissioners. Otherwise, any transfer of funds must be made in such manner as not to violate the provisions of Proposition 218. Apparently, a loan ofless than one year term may be made from the RDA to the City when such loan is for purposes not related to the redevelopment activities of the Agency. Discussion For purposes of this analysis, the intent "to borrow" from a fund is distinguished from the intent to "to transfer" from a fund. A "transfer" is deemed to be accomplished when money is moved from one fund to another absent the intent to restore those monies at a future date. To "borrow" the money is deemed to be a "temporary transfer" of money from one fund to another with the intent to restore the money at a specified future time, with or without the payment of l!6 wti I\t.td -Iv :t-I'tt I oq I 1-ftMd/; 2.. .% W P A ::rTUYI -FF- I '0 0.:1//1/ DC, ~ . interest. A legal prohibition against the transfer of money will generally act as prohibition against the temporary transfer of money unless otherwise specified in the law (see e.g. California Constitution Article 16 96). Absent some legal limitation, the City Council has the authority to move money from one fund to another through an appropriate budget action. Where the money contained in a fund from which the transfer is to be made derives from special assessments based on the value of benefits conferred on property (e.g. water, sewer, and refuse collection), development fees exacted in return for permits or other government privileges, or regulatory fees imposed under the police power (e.g. fees for building permits, business licenses, etc.) Proposition 218 (including Prop. 13 and Prop.62) may become an issue. The issue arises when the fees or assessments charged are in excess of the cost to provide the benefit provided. Evidence that this has occurred is present when there is a direct statement by the government entity assessing the charge that some portion will be used for the general fund or for purposes other than providing the benefit. Evidence may otherwise be found in the circumstance that the money is expended for purposes other than providing the benefit for which it is collected. A transfer of funds, temporary or otherwise, may constitute evidence of such expenditure. In the context ofa transfer of funds, it appears that a violation of Prop. 218 is avoided to the extent that the record reflects that money transferred does not have its source in an overcharge for the benefit. The recommended way of demonstrating this is through the creation of record which shows that the transfer is actually a reimbursement of costs of services provided by the fund receiving the transfer. Absent such a record, a possible alternative approach is an accounting that shows that the transfer reduces the money remaining in the fund after the transfer to a level below that necessary to meet outstanding or anticipated demands on the fund. This latter approach would be consistent with a temporary transfer. Money could be transferred from one fund to another with the express proviso that the money be returned before the maturing of demands on the fund from which the money is transferred (see Auerbach v. Board of Supervisors (1999) 71 C.A. 4th 1427). Absent prop. 218 considerations, the transfer of money between funds in a charter city is generally a matter of local law (See Rancho Santa Anita v. City of Arcadia (1942) 20 C. 2d 319; Collier v. City and County of San Francisco (2007) 151 c.A. 4th 1326;). In San Bernardino, section 135 of the Charter of the City of San Bernardino provides in pertinent part that: The provisions of the laws of the State of California relating to ...the establishment and operation offunds and the transfer of revenue between funds which apply to general law cities shall be applicable to and given full force and effect in the City, provided that the Mayor and Common Council are empowered to and may, by ordinance, prescribe and provide for such matters and other matters directly related thereto and such ordinance after its adoption shall prevail over said provisions of the general law. 2 To the extent that the transfer of money is not limited by general law or the Charter, the City Council may take action to accomplish a transfer of money between funds (Auerbach id.). Section 134 of the Charter describes the Sewer Service Charges to be assessed by the City and requires their deposit into the Sewer Fund. The section otherwise sets forth the manner of collection of the charges and priority of use. Section 149 describes what shall be paid from the Sewer Fund. The language of the two sections is interpreted as describing what, at a minimum shall be paid from the fund and specifYing that as to the enumerated charges the Sewer Fund shall be the source of their payment. The language is not read to create a prohibition on other uses of the money in the fund. Charter Section J 64 along with sections J46, and 163(3), prescribes the management of the Water Fund. Section 164 specifically addresses the issue of a transfer of money from the Water Fund to the General Fund ofthe City. There it is stated that, .....except that the Common Council may, in its discretion, monthly transfer from the Water Fund to the General Fund not more than ten percent (10%) of the revenues of the Water Department during the preceding month...." The appropriate application ofthis permission granted in the City Charter to extract money for general fund use from the revenues of the Water Department could be the subject of a Prop. 218 Supreme Court case. For the purposes of this analysis I attempt to answer the limited question of whether the 10% is a cap on the money that may be temporarily transferred from the Water Fund to the General Fund. The language is read as controlling as to the authority and the limits of the transfer as opposed to the temporary transfer of money from the Water Fund. Given that reading, to the extent that any money in excess of 10% is transferred and replaced from and replaced in the Water Fund in a timely manner, the cap has not been violated. The question is then as to the length of time the money may be held. The safer course would be to exclude the Water fund as a source of transferable monies in amounts in excess of the 10% cap. It must be emphasized that the Prop. 218 questions (including Prop. 213 and Prop. 62) must be given due consideration before any transfer of money under this section. The Refuse fund appears as Account Number 527-410 in the City budget. It appears to be a creature of accounting developed to track the costs of Integrated Waste Management within the Public Services Department. The fund is not created by Charter save to the extent that under Section 143, the Mayor and Common Council may generally designate special funds. The adoption of the budget containing the reference to the Refuse fund is such designation. Given the origins of the fund, the use of the money contained in the fund may be directed through adoption by the Mayor and Common Council of an amending document with equal dignity to that by which the budget was adopted (Collier v. City and County of San Francisco. id.). The Redevelopment Agency is a goverrunental agency, separate and distinct from the City. Borrowing from the RDA would need to be conducted as between different goverrunent agencies. Goverrunent Code Sections 53820 et seq. through 53850 et seq. establish mechanisms for temporary borrowing between goverrunent agencies. There is a question as to whether the Redevelopment Agency is a "Local Agency" for purposes of these statutes. ] . California Constitution Article 16 9 18 sets forth the municipal debt limit. It generally provides that a city shall not incur indebtedness in any manner or for any purpose exceeding in any year, the income and revenue provided for that year without the assent of two-thirds of the voters. This has been interpreted to mean that a public entity may incur such contractual liability without voter approval if the contract creates no immediate indebtedness for aggregate installments, confines liability to each installment as it falls due, and each year's payment is for consideration actually furnished that year (City of San Diego v. Rider (1996) 47 C.A. 4th 1473). This is the basis upon which the City enters lease-purchase agreements for the long term purchase ofreal property, capital improvements, vehicles, etc. Conclusion The Mayor and Common Council may make temporary transfers of money between the funds of the City under such conditions as avoid violations of Prop. 218 and are otherwise in conformance with the Charter. Because the Redevelopment Agency is not a part of the City, different rules apply. Statutory authority exists for short term loans between government entities. It is not clear that the RDA is a local agency permitted to make loans under those statutes. The limitations on the use of tax increment funds would appear to be a source of constraint on the ability of the Agency to make a loan to the City for uses not limited to the Agency's redevelopment purposes. Any borrowing from the Agency would be subject to the debt limitation provisions of California Constitution Articlel6 g18. However, a properly structured loan document can overcome the prohibitions of this statute. additional CC: City Clerk City Treasurer Water Department General Manager EDA Interim Executive Director EDA Special Counsel 4 Entered I~to Ree. at MCC/CDC Mtg; ,//1/0" by: tuG Q ~, A ~' ~ ~~/"f gen a m '0: /51. by: . vI U~<..~ CIty Cler COC Secretary ~ City of San Bernardino CITY OF SAN BERNARDINO INTRA-OFFICE MEMORANDUM TO: James F. Penman, City Attorney Jamie J. Cimino, Administrative AnalYst~ February 13, 2009 FROM: DATE: RE: Administrative Civil Penalties' Citation Totals cc: Jolena E. Grider, Senior Deputy City Attorney CUMULATIVE TOTALS Per your request, I have compiled a report with the most current totals for Administrative Civil Penalties (ACP). These totals include penalties that are daily fines, therefore these totals will not be accurate beyond the date of the memo. TOTAL COLLECTED FUNDS: $80,461.02 TOTAL AWARDED BY HEARING OFFICER: $975,295.00 DEPARTMENTAL TOTALS Below is a departmental breakdown of the Administrative Civil Penalties totals. These totals are what was used to come up with the Cumulative Totals. Citv Attornev's Office The majority ofthe Penalties from the City Attorney's Office are daily fines, therefore, these totals will not be accurate beyond the date of this memo. It should also be noted that payments are an option, so the collected total does not equal the total awarded. In addition, the Administrative Civil Penalties issued by the City Attorney's Office are labor intensive and require different time allowances than those by other departments. The number of ACP's issued is far less than the amount of active cases within the City Attorney's Office. Total Colleted Funds: Total Awarded by Hearing Officer: $61,341.66 $771,840.00 F;/Cimino/Memos/ACPtotals.2.13.09 :::/fIg ~/17/{)'1 r!..AAflltu frJ .2.)I"f loq, /f.em://:;2... Police Department The Penalties issued by the Police Department are typically one time penalties that are issued much like a typical Police Citation (contact is made and a Penalty is issued), which means that the number of ACP's issued is equal to the number of active cases. The Police Department typically uses the Administrative Civil Penalties for Loud Noise violations (parties and vehicular music) and Mount Vernon Bridge Violations. Total Collected Funds: Total Awarded by Hearing Officer: $18,819.36 $60,250.00 Code Enforcement The Penalties issued by Code Enforcement are labor intensive, similarly to the City Attorney's. Code Enforcement is mostly using the Administrative Civil Penalties when previous remedies are not as effective. Total Collected Funds: Total Awarded by Hearing Officer: $0.00 $88,800 Fire Department The Penalties issued by the Fire Department are similar to those issued by the City Attorney's Office, they require more time to issue. Total Collected Funds: Total Awarded by Hearing Officer: $0.00 $54,405.00 F/Cimino/Memos/ ACPtotals.2. J 3.09 CITY OF SAN BERNARDINO CITY MANAGER'S OFFICE INTEROFFICE MEMORANDUM RfCEIVED-CITY Cl.ER~ _FEB 17 AHII:50 FROM: Mark F. Weinberg, Interim City Manager TO: Mayor and Common Council Members SUBJECT: Borrowing from Special Funds DATE: February 16, 2009 COPIES: Jim Penman, City Attorney; Rachel Clark, City Clerk; David Kennedy; Treasurer; Lori Sassoon, Assistant City Manager; Emil Mazullo, Economic Development Director; Stacey Aldstadt, Water Agency General Manager ......~M _."'.'.,______.'>'_..._..."."~._,.,,.,,__.,.____,._~_'_..---,,---,--_..._~,._.-.. - On February 11, 2009 the City Attorney's Office issued Legal Memo No. 09-023 regarding City Borrowing from enterprise and (presumably) other special funds. The memo indicates that I had requested an "opinion" in this matter. More accurately, during a discussion with the City Attorney over a month ago, in an effort to punctuate how serious the City's budget crisis was, I remarked that if our cash position deteriorates further I might soon be coming to him to explore our legal options for short-term borrowing from the City's non-General Fund sources. As a veteran City Manager, I always make it a practice to convey my requests for Legal opinions in writing. In the instant case, the City's cash position has not yet deteriorated to a point requiring me to formally request a legal opinion. It is important to note that my initial interest in temporarily transferring monies from special funds into the General Fund was strictly limited to extenuating circumstances arising in which the City was experiencing an acute, temporary cash flow problem. As a practical matter, San Bernardino, like many cities, already routinely processes inter-fund transfers, most often between the Sewer Fund, CIPs, the Trust Fund and the General Fund to accommodate fluctuations in cash flow. These inter-fund loans are always short term and generally are returned at the conclusion of the fiscal year in which they were processed. My professional experience in City Management leads me to vigorously oppose borrowing funds from any source in an attempt to address a budget that is structurally imbalanced. This position is almost universally reinforced by public sector managers, policy-makers, academicians and finance professionals. Len Wood, author of Local Government Dollars & Sense, writes "Debt issuance is a poor bail-out method". He urges elected officials to "avoid financial aimmickry" such as (Jpn-#nued fD ~/11/~~ tfun.#:z. =ilIa ~!17/()1 inflatinG revenue expenditures. underestimatinG expenditures. and "raidinG enterorise funds". Wood warns "You cannot borrow your way out of a fiscal crisis". Len Wood is a former City Manager and professor. His books are the culmination of interviews with dozens of local government elected leaders, city managers, and finance directors. Local Government Dollars & Sense is widely regarded as an essential read for newly elected government officals. One need go no further than Los Angeles County's response to the State's seizing of local revenues during the 1990s. The County gambled that the economy would rebound and hoped that the state and federal governments would come to their aide. It violated the cardinal rule of borrowing in government---never borrow to finance operating expenses. Los Angeles County went so far as to mortgage or otherwise pledge as security 99% of all its assets. Said Supervisor Zev Yaroslavski, ".. .the board of supervisors borrowed in order to avoid the tough decisions." Just this week, Felix G. Rohatyn, Chairman of the New York State Municipal Assistance Corporation, warned against state and local government borrowing to avoid similar tough decisions. Instead, Rohatyn urged stepped up pressure on municipal labor unions to obtain more work-rule changes and other cost-saving concessions that would make borrowing unnecessary. Rohatyn also warned that even modest borrowing would result in bond-rating agencies lowering New York City's ratings. Former Prime Minister Margaret Thatcher, upon first assuming power, promised that her government would take the attitude of a "careful housewife" and only spend what it receives. Such sage advice would be helpful to the state of California, which over the past several years has seen a $2 billion shortfall mushroom to a $42 billion deficit as a result of failed policies of borrowing "from Peter to pay Paul." Though the State apparently has yet to fully kick its addiction to borrowing, even it is now poised to approve a budget which relies far less on borrowing in favor of a more responsible blend of spending cuts and new taxes. For this, if for little else, the State is now receiving widespread praise. Virtually every professional association including the National League of Cities, California League of Cities, International Association of Cities and Counties, Institute of Local Government and the Government Finance Officers Association warn that local government borrowing should be restricted to either curing temporary short-term cash flow issues, or to finance government investments that create or strengthen revenue streams. Each of these organizations cites borrowing for other reasons, as a financial warning sign. For these reasons, the scores of stories describing how California cities are coping with revenue shortfalls are conspicuously devoid of cures that include borrowing. As your Interim City Manager, I remain steadfastly opposed to borrowing monies from any source, other than the General Fund Reserve, as a strategy to address what will surely be a protracted period of sharply reduced local government revenues. In fact, my plan to address our budget crisis draws heavily on our reserve, in anticipation that new revenue sources will be forthcoming within 24 months to insure its restoration. I must admonish the MCC that should it be reluctant to act on proposed revenues, or hesitate to place one or more of staff's recommended ballot tax measures before the electorate later this year---then deeper cuts to personnel and services should be considered at this time. FROM: INTER OFFICE MEMORANDUM OFFICE OF THE CITY ATTORNEY CITY OF SAN BERNARDINO Entered Into Rec. at MCC/CDC M1g:.2:inl0 Mayor and Common Council by: ~ ryY\..<</l'V~ James F. Penman, City Attorney Agend ten No. /3 by: f.J. CL~uJc February 17, 2009 City Cler CDC Secretary City of San Bernardino Opinion Re Borrowing From Enterprise Funds TO: DATE: RE: CC: Rachel Clark, City Clerk; David C. Kennedy; City Treasurer; Mark Weinberg, City Manager, Lori Sassoon, Assistant City Manager; Emil Marzullo, Interim Executive Director of Economic Development Agency; Stacey Aldstadt, General Manager of Water Department On three separate occasions, City Manager Mark Weinberg requested legal advice regarding borrowing from the City's Enterprise Funds to supplement the General Fund. The first time he brought the issue up was over a month ago. The issue had arisen in response to a verbal proposal by Councilwoman McCammack that we transfer funds, not borrow, but transfer, from Enterprise Funds into the General Fund. At that time, Mr. Weinberg said "I am going to need to rely on you to determine which funds we can borrow from." More recently, Mr. Weinberg said to me "I need to know if we can transfer money from the Water Fund, Sewer Fund, EDA and any other funds into the General Fund; what are the restrictions?" Earlier this month, Mr. Weinberg again asked me about the issue commenting he had still not heard anything. I assumed from those comments that Mr. Weinberg was requesting a legal opinion. Comments from other City officials, including at least three Council Members, caused me to believe that the legal advice on this issue should be put into writing. F :IPENMANIOpinBorrEnIF unds .MCC. mom. wpd aoh-/-in uu/ fv :L/!q/O'f, 1f~Y/4#:2 -=!lIB ~-/7-tJCf This office is not advocating the borrowing of money from other accounts. However, we have consistently repeated our belief that there are numerous services the City provides and costs which the City incurs for which payment or reimbursement could legally be made by more than one Enterprise Fund. I have read Mr. Weinberg's February 16, 2009 memorandum to the Mayor and Common Council regarding this issue. Nothing in that memorandum persuades me to believe that Mr. Weinberg did not request legal advice on this subject, even if he did not use the words "legal opinion." This issue obviously was of sufficient interest by several City officials to warrant the issuing of a legal memorandum. (I note that Councilman Kelley has asked more than once during budget discussions for an accounting of how much money is held in reserve throughout the City's various funds. I do not believe his questions have been rhetorical.) F :\PENMAN\OpinBorrEntFunds. MCC. mem. wpd 2 The Right Reverend T. Larry Kirkland PRESIDING BISHOP Reverend Larry E. Camphell SENIOR PASTOR Reverend Norman D. Copeland PRESIDING ELDER ~ ?:J .... rn "" <' ...., rn 1"'1 :2. "" rn - c? ...! \ <' 3 ~ - - ., February 15,2009 o "" <' b ~ The Honorable Patrick Morris and the City Council The City of San Bernardino 300 North "D" Street San Bernardino CA 92418 Dear Mayor Morris and City Council: It is with grave concern that I author this letter. I respectfully request that the San Bernardino City Council reconsider its proposed plans to close three branch libraries so vital to constituents in our city: The Dorothy Inghram Branch Library as well as the Howard M. Rowe and the Paul Villasenor Branch Libraries. The council also plans to limit the days of operation of the Norman Feldheym Central Library to four days. In addition, the city council plans on discontinuing its contract with New Hope Church's Westside Community Center while simultaneously shutting down operation of the Nicholson Community Center and the GalaxylNorton Recreation Center. I have a real personal connection with Dorothy Ingram because she has been a lifelong member of St. Paul A.M.E Church and aside from her iconic status within our church membership I am aware of her deep care and affection for our San Bernardino's youth. I also know she has written the council a letter where at one point she admits, "I am disheartened that you would even consider cutting the lifelines of education for the children and adults of this city by eliminating access to any libraries." I too am disheartened. The First and Sixth Wards serve a large portion of the city's minority communities. The libraries as well as the community centers are safe zones and safe havens for many students who choose not to engage in negative lifestyles like gangs and crime. You are taking that social safety net from those young people. From what I understand, according to statistics released by Norman Feldheym Central Library, the Dorothy Ingram Branch Library has the highest user rate of all branch libraries. That should weigh heavy on your hearts and minds. 1355 West 21" Street San Bernardino, California 92411 Office: (909) 887-1718 FAX: (909) 887-0509 Email: LarryCampbe1l14@ca.rr.com Web Page: StPaulAMEChurchSoCal.com -#/g' ~//7jo 1 OPnfiYitud tl.J of/1!1'1,!i:em#2 In a recent newspaper article, the Dorothy Ingram Branch Library Program Director Debra Bemben said losing the libraries will have deep consequences within the communities they serve. "With our economic downturn, libraries are more important than ever," Bemben said. "Usage and demand has increased, even as hours and personnel have decreased. Weare seeing more neighborhood kids here every day to do research and homework, either by themselves, with parents or older siblings, or in study groups." "Many do not have Internet access at home, and cannot afford to purchase the books that they need for their school assignments. These are free services at the library. People come to the library for luxuries they can no longer afford - DVD rentals, free Internet access, and, of course, books. The unemployed use the Internet for job searches, applications, and to apply for unemployment through the EDD website. The closure of our library would be a tragedy and a defmite hardship for the people of our neighborhood and community." Ms. Bemben is right there in the trenches and I have full trust in her observation. I urge the city council to give what Ms. Bemben just as much credence. I also understand that Sixth Ward City Councilman Rikki Van Johnson said in the same article, that the "city's Library Board presented budget reduction options that were adequate enough to work without having to close the libraries." Perhaps the council should revisit the aforementioned Library Board's proposals. From my position here at St. Paul A.M.E Church, there are people within our church membership that I'm working with to construct positive solutions to keep our libraries open totally from a community standpoint. It is of the greatest importance to our church and the Sixth Ward residents to maintain current operations of our branch libraries and community centers. Sincerely, - 2- " , February 17, 2009 RE6EIVEa~CIT'f CLERK . 2B89 FIB 17 PH I: SO The Honorable Mayor and Members of the Common Council c/o The City Clerk City of San Bernardino 300 North "D" Street San Bernardino, CA 92418 RE: Parks Maintenance Budget Council Meeting of February 17, 2009 Dear Mayor and Council: I urgently request you to continue any action on cutting Parks maintenance personnel from the budget, as my preliminary research indicates that this will cost the Citv taxoavers much more than the Droiected savinas. The attached findings should be researched in depth and fully understood before taking any action. The savings proposed in the City Manager's Modified Budget Strategy, Exhibit One for PRCS (contract out most Park maintenance) is $1,085,566. I've attached the findings of a study done by the City of Brentwood, California that shows the average cost per acre of maintaining one acre of city park land at $6,972 per acre for parks larger than four acres. Smaller parks cost more per acre to maintain. The City of San Bernardino has more than 600 acres of parks. A simple calculation of the average cost per acre to contract out services of $6,972 times 600 acres equals a cost to the Citv of $4.183.200 to contract out all park landscape services. This does not include all potential costs of the duties currently performed by Parks maintenance personnel above and beyond landscape services. It would be a travesty to layoff the dedicated Parks maintenance personnel and then discover that the cost of contracting the services is much higher than the City is currently paying. The City of Brentwood's findings that are attached are supported by a number of other estimates of cost per acre to maintain park landscape that can be found on the Internet. Please continue taking any action on this portion of the agenda until the true cost of eliminating these positions is known. Respectfully, ~~ Sam Catalano 3930 Broadmoor Blvd. San Bernardino, CA 92404 (909) 884-0106 fmlinlU.l1 fo >hq /fJ'f/ Iftl41:/f2.. =:tilt; :J-/n/OCj City of Brentwood Page 1 of: B~WOOD Ii Planning Commission Calendar of Events IMembers I F AQ's I Streaming Video Live Current Agenda and Past Meeting Information PARKS AND RECREATION DEPARTMENT MEMORANDUM Date: September 18, 2007 To: Planning Commissioners From: Ken De Silva, Landscape/Facilities Manager Parks and Recreation Department Subject: Planning Commission Agenda Item NO.7 Maintenance Cost Comparison of City Parks Attached for your review is information requested by Commissioner Joe Weber regarding the difference in maintenance costs between small parks and larger parks. The data provided is only for landscape maintenance. Because there are so many variables in park amenities at the different parks we maintain, this was one method of trying to compare apples to apples. Keep in mind an active athletic park (usually a minimum of 10 acres in size) is maintained differently than a passive neighborhood park. Also, parks that include specific amenities such as tennis courts and ball field lights also affect the operations budget of a facility. A park with specific features, such as a water feature, gazebo, shade structures, and restrooms, will cost more to maintain than a park of similar size without this feature. Thus, this analysis was prepared based solely on the costs of landscape maintenance and excludes the costs of maintaining special amenities, such as water features, gazebos, etc. Also, it should be noted that a more complex landscaped park wtlh uneven terrain, or small pockets of turf, will be more costly to maintain than less complex landscaped areas. One factor that is an unknown relates to the aspect of vandalism at our facilities. When we produce our budgets for the next fiscal year we usually try to estimate how much of this each park will experience. This is difficult, as you can imagine, to predict. This condition can greatly affect the maintenance cost of a park. You will notice that, in general if one is comparing like facilities, the larger the park is the less tl will cost per acre to maintain. The Park and Recreation Commission will be presented this same information at its September meeting. City of Brentwood Park Maintenance Cost Analysis Landscaped Total Cost Park Size (approx.) Acreage Cost Per Acre Parks - 10+ Acres Sunset Park 27.76193,529 6,972 Average Cost per acre 6,972 Parks - 4 to 8 Acre Park Size (approx.) Acreage Cost Per Acre httn.//UIUTW "i hr"n1wooclc".lls!hoard~/Dlannim!!DlanDastagendas/lllan agenda 2007/packet 2oo70918/pcage... 2/17/2009 City ofBrentwood Page 2 of: Miwok Park 7.49 54,972 7,339 Black Gold park 3.59 18,764 5,227 Garin Park 4.90 33,955 6,930 Balfour Guthrie Park 4.97 33,229 6,686 Loma Vista Park 4.72 29,399 6,229 Orchard Park 4.65 40,853 8,786 Arbor View Park 4.77 30,4336,380 Walnut Park 4.82 30,3726,301 Apple Hill Park 4.03 25,232 6,261 King Park 6.40 43,409 6,783 Blue Goose Park 3.95 20,646 5,227 Oak Meadow Park 6.95 47,427 6,824 Veterans Park 6.69 54,956 8,215 Creekside Park 3.83 33,706 8,801 Heron Park 3.75 28,464 7,590 Average Cost per acre 6,905 Parks - 2 to 3 Acres Park Size (approx.) Acreage Cost Per Acre Rose Garden Park 2.6016,181 6,223 Summerwood Park 3.60 23,277 6,466 McClarren Park 2.40 21 ,279 8,866 City Park 2.82 25,1688,925 Rolling Hills Park 2.11 13,4056,353 Average Cost per acre 7,367 Parks - 1 to 2 Acres Park Size (approx.) Acreage Cost Per Acre Celeste Park 1.06 6,802 6,417 Mallard Park 1.7712,548 7,089 Granville Estates Park 0.93 6,045 6,500 Egret Park 0.80 5,293 6,616 Lake Park 1.29 7,997 6,199 Wheatfield Park 0.75 4,813 6,417 Yokut Park 1.20 8,7017,251 Glory Park/Spirit Park 1.3710,164 7,419 Caboose Park 2.2014,4866,585 Average Cost per acre 6,721 Landscaped Total Cost Park Size (approx.) Acreage Cost Per Acre Parks - Under 1 Acre Appaloosa Park 0.20 1,4407,200 Medallion Park 0.74 5,117 6,915 Anastasia Park 0.43 3,098 7,205 Kaleidescope Park 0.63 4,539 7,205 Rainbows End Park 0.72 5,188 7,206 Gemini Park 0.69 4,972 7,206 Peach Park 0.82 5,262 6,417 Palomino Park 0.23 1,6587,209 Berkshire park 0.25 3,44513,780 Skate Park 0.49 3,073 6,271 Marsh Creek Vista Park 0.17 2,721 16,006 Cherry Park 0.35 2,521 7,203 Fruitwood Park 0.44 3,171 7,207 Windsor Way Park 0.08 5617,013 Apricot Park 0.211,513 7,205 Topaz Park 0.151,166 7,773 Stonehaven Park 0.11 4,238 38,527 Curtis Park 0.06 437 7,283 Creekside Trailhead 0.353,776 10,789 Homecoming Park 0.51 4,381 8,590 Almond Park 0.55 3,962 7,204 Marsh Creek Staging 0.24 2,556 10,650 Average Cost per acre 10,096 City of Brentwood Planning Commission 118 Oak Street Brentwood, CA 94513 (925) 516-5405 Fax (925) 516-5407 E-mail plannin9members@ci.brentwood.<;a.us L~.lIn_'_H _: 1.___..,,~~,., M n"!h~~T"'"/nt~nninr,jnl"'m""t"o"ml"""nl,,n lll!enda 2007/nacket 20070918/pc3j!;e... 2/17/2009 CITY OF SAN BERNARDINO CITY MANAGER'S OFFICE INTEROFFICE MEMORANDUM FROM: Mayor and Common Council Mark F. Weinberg, Interim City Manager~ ;ruJ Update to Exhibit 1 - City Manager's Budget Strategy TO: SUBJECT: DATE: February 17, 2009 COPIES: Within the last two hours, I have learned that we have reached agreement with the Firefighters' Association regarding the equivalent to a 10% wage concession, the details of which I will share with you separately. I recognize and celebrate their leadership and willingness to join with our General Unit, Middle-Management Unit, and Management/Confidential/Unclassified group in accepting this 10% reduction. Accordingly, Exhibit 1 has been modified as follows to reflect this new development: No layoffs are proposed in the Fire Department. Instead, it is proposed that up to 12 sworn positions be eliminated by deleting vacancies and/or by attrition. Currently there are eight sworn vacancies in the Department. The 10% reduction savings has been factored in (see Page 4) The total number of positions to be eliminated has been reduced from 107 to 96, again reflecting the reduction in the number of positions proposed for elimination from the Fire Department. With the reduction in the number of layoffs, the budget for payouts of leave accruals has been reduced from $1 million to $900,000 (see Page 4) You will note that as a result of these actions, the ending fund balance projected on 6/30/09 is reduced from $60,988 to $11,240. Reserve projections remain unchanged. Entered Into Ree, at. MCC/CDC Mtg' ~ It ~ Q by' ~ . {, 0 I . -' ~ 0Y1..tL'1^.-<L(~ ~~,en. de: "~ ii" i J ' . C' ',-- vJ:~ R h. Cf ~~ Ity Clerl</CC Secretary City of San Bernardino dt 10' :2-//1/0 I 1'7~iJ~. {!lYtlinULd -/tJ .2./t'l/P'rf /mm #"2.. - - :0 :E >< LU U; " o"itn::::l ..... ::::J C C Oi c 'S: ~ o c CI:l CI) ~<(UlO:: t 0> o CO o o '" t 0> o o !::! - :or .. 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" " 0 0 " " J!l w 19 19 " " Iii '" Q) m m '" E .8 .8 E E " CI 0:';::::; " .0 .0 ~ ~ " '" ::> ::> ::> W W aJ C/) C/) w w "ii o "- e "- '" ~ E <: " o '" o . ~ o o~ " l'J ::;;2 ~ ~ ~~ - 0 g~ ~.~ ~Ig o ~ en o ~ :\etions Takl.'n sineI.' 'ICC 2/2109 'It.'ding \kt and conkrred \\ilh ,dll'mplo\ee gn1up" l1lee\1ng" ongoIng Se\ eral lah\1I' gnHlp,; ha\ e agt'eL'lIIO III"" \\,lge henelit reduction,; I-tnployee ,;chedule,; ha\e been ,;ynchronized to prepare 1'01' Friday clo,;ure,; Layoff notice,; i"ued to appro.\imately 129 employee,; . Completed IY 200S-2009 Mid-Year Report Further budget meeting,; to rctine ,;trategie,; . State closing in on an approved budget ':''\'f'~'>'''' .;,<",~. Revised Budget ReeomllH'lldatiolls Ease Impact Additional operating salings identilied largeill'oliel' (j['e,ltc[' reli<\Ilee on "II ings Ii'om emplo\ee atll'ition lurther depletion or (;ene['al lund resen co, . No Police 'ayolTs - Furloughs pmposed to keep rmntline seniees presened No Fire layol]"s - Fire lighters hale pnllided 10"" concessions Potential position reductions sharply reduced li'om 130 to l)() . Plan to stalTbranehlibraries Ilith volunteers Iriends olTID pledge opcrating runds Parks in-source LMD maintcnance: Trims 12 layotfs '*~ '::J;i\_~ I{l'yised Police Plan: Sayings for FY 2009/10 . Modit'iedjail statling and operations - S373.X()() . ^ggrcgate M&O additional smings - S443.()()() . Deferring of I () vehicle purchases - S4S.9()() . Ilok! ] 6 sworn vacancies through 6/3()/2() I () - SI.9 million """'~.....,.,....,," ---:~'~":-'h-_f ~\;-"", 2 Police Department: Revised Budget Reductions FY2008/09 FY 2009/10 Program Position! #of Annual Notes Positions Savings4/lf2fKW Savingsl Revenue Modify jail schedule and stafrLng I 131,185 I 373,800 Transfer seized monies to the General Fund I 75,000 I Reduction in purchase of marked Police vehicles I I 48,900 Budget line item reductions (above mid-year projections) $ 97,300 I Reduction in budget line items in FY 09/10 I I 443,000 Total Savings GF NOD-Pusonnel Reductions , 303,485 I 865,700 5% reduction in overtime (February-June2009) I 39,500 I Salary savings by attrition - hold vacancies as Ihey occur Sergeant 2 I 90,181 I 317,684 Salary savings by attrition - hold vacancies as they OXUT Detective 3 I 46,404 I 429,120 Salary savings - vacant GF position (included in mid-year) Police 1 $ I 106,457 Officer Salary savings - maintain current Measure Z vacancies - use Police 6 I I 638,743 savings to offset other PD expenses Officer Salary savings - GF positions (not included in mid-year) Police . I 94,974 I 425,828 Officer Total Savings GF Personnel Services S 271,059 $ 1,917,832 Total Budgt't Reductions From Original Proposal , 287,651 , 1,604,647 Total Rt'vist'd Budget Savings S 862,195 , 4,388,179 FY07/08 FY08-09Net Proposed VaOlncies/ Department Positions PositionsRedu~d Reductions Attrition Layoff Animal Control 25 2 8 0 8 City Attorney. 19.5 -J 0 0 City Clerk 17 J 0 0 City Manager 6 J 0 0 City Treasurer 3 0 0 0 Civil Service 1 0 0 0 Code Compliance 45 2 . 1 3 Common Council 11 1 0 0 Development Services SI I' 17 4 13 Facilities Management 32 10 1 0 J Finance 18 2 0 0 Fire 209 3 13 13 Human Resources 4.5 0 0 0 Information Technology 21 0 5 0 5 Library 33 6 8 J 7 Mayor 8 1 1 J Parks and Recreation 61 J 21 5 16 Police 527 27 16 16 Public Services 45_85 17 2 0 2 Totals 87 96 41 55 Proposed General Fund Position Reductions . Note that an additional position was authorized for the City Attorney's office in September 2008. hringing the total office staffmg to 20.5. Public Services counts exclude new graffiti and abatement positiOIlS. 3 Economic Frccfall Gains 'Iomcntum . February I L unemployment rate re,lches II" (\ . Building permih in SB and Ri\l?rside Counties drop ~7.5"/" . Average home \,dues drop li'om S404K (200h) to S211K . Industrial and ol"fice space vacancies. I ~(X, & 20% . Next wave of variable mortgage ddaults coming . Credit card crisis next up ....w~.._....... '--/?;'-F-".~ Experts Advise Resist Temptation to: . Ch erestim,lte rnenues . LJmlerestim,lte expenditures: /\\oid ()ne-time measures . Borro\\ to linance operating cosh or to cure a structural delicit . Deplete reservcs without plan to restore . Allow unfunded liabilitics to languish . Make uni Corm cuh without prioritizing core servIces . Avoid tough decisions .,/.-............. -"'c'J;: Ci,\ 4 Recommendations for Council Action Toda~ . Reeeill.' and lile the Vlid-Yeat' Budget Rep(lrt. /\PP1\1\ e the City V1anager's :vlodi lied Budget Strategy, and autlll1ri/e the Director or linance to amend the FY OS ot) Budget and prcpare thc Preliminary ot) 10 Budget to implemcnt these measures, /\utllOri/e the City Manager and the Director or Human Resources to proceed with imposing furloughs on police sworn personnel, effective 3/l/09. 'M'~"" }Rt?:~:,' _,. -'\."\ 5 CITY OF SAN BERNARDINO CITY MANAGER'S OFFICE INTEROFFICE MEMORANDUM FROM: Mayor and Common Council I'lJi Mark F. Weinberg, Interim City Manai~ Updated Budget Strategy TO: SUBJECT: DATE: February 12, 2009 COPIES: Department Directors At the conclusion of the City Manager's Budget ReportlWorkshop on February 2, 2009, the Mayor and Common Council authorized the City Manager to take the necessary preliminary steps to reduce City Hall operating hours and the size of the City's workforce in an effort to address the City's deepening fiscal crisis. Affected employees have been properly noticed regarding the proposed schedule change and necessary steps to proceed have been taken. In preparation for the Friday closures, it was necessary to synchronize the day off for those employees on a 9/80 work schedule. Currently, for FLSA purposes, 9/80 time- reporting splits the pay period at mid-day on Fridays (4 hours into the employees' work day). To accomplish the transition to the new synchronized work schedule it is necessary to close City Hall and send employees home at 11 :30 am on February 13, 2009. This one-time half day closure allows us to place employees on the same 4-9 schedule without incurring FLSA overtime. The synchronized schedule permits the MCC to implement City Hall Friday closures as early as February 27,2009 to maximize projected savings. As of February 10, 2009, one-hundred of the anticipated 175 layoff notices have been issued by the Civil Service Examiner, who had three remaining departments to process. The layoff noticing process is a complex one that requires close review of employee hiring, assignment and promotion records, and which bestows certain rights, such as "bumping", which can increase notifications geometrically. The cornerstone of Staff's recommended strategy to address its anticipated $9 million deficit for this year, as well as the projected $19.8 million deficit in FY 2009-2010, has been employee wage or benefit concessions equivalent to 10% of base salary. Reducing the work week to 36 hours for non-safety employees achieves this savings. Similarly, employee concession discussions with safety groups were undertaken in earnest to produce the same percentage savings, substituting compensatory time in lieu of a reduced workweek. l1DvW1 t1 L-<.id -f, -:z.!t q loq I lfun4l1- ::t16 ~..n-Oq Thankfully, our General and Middle-Management units overwhelmingly voted to participate in the 10% work week reduction. As of this writing, the vote by our Management/Confidential/Unclassified employees is not yet complete, but thus far is unanimous in support of the proposal. We must recognize and commend these employees for their personal sacrifices and willingness to work together for the greater good of their fellow employees, and also of the community we serve. On Tuesday's agenda, resolutions will be brought forward for your consideration that will implement these 10% work week reductions (distributed separately from this packet). Though not intended as a forum to address other compensation or working conditions, staff agreed to recommend a proposal to the MCC which included a number of no-cost, or minimal cost provisions for public safety employees designed to mitigate their sacrifices and secure agreement. Furthermore, the Police Chief met with the Police Officers' Association (POA) leadership for several hours in a collaborative, and productive, effort to identify additional areas of Police operational savings. The plan that emerged still relied significantly on the 10% employee concessions, but promised to sharply reduce the potential for Police Officer layoffs-and even held out a thin hope that such layoffs could be avoided by holding vacated positions open through the next fiscal year. Regrettably, these efforts have thus far failed to win the support of the POA or the Firefighters. Earlier this week, a seemingly entrenched POA, without the benefit of considering a written City proposal, sent a strong message of rejection, without counter. The Fire Fighters' Union leadership have a written proposal in hand which captures the outcome of discussions which may be characterized as "amicable and cooperative", however it has not been presented to the membership for a vote. Therefore, as time is of the essence, the updated budget strategy reflects the actions that must be taken should agreement not be forthcoming. Also in the aftermath of the MCC meeting of February 2, 2009 comes additional information on the current status of the regional and local economy from economist John Husing. Husing's analysis in early February reflects that the Inland Empire's unemployment rate has soared to 11 %, matching the City of Detroit. Building permits are down 87.5% in San Bernardino and Riverside Counties, while industrial and office space vacancy rates have jumped to 18% and 20%, respectively. Average home values in the Inland Empire have plummeted from $404,000 in 2006 to $211,000 today. These figures, combined with predictions of more home foreclosures and the specter of a looming consumer credit crisis, further emphasizes the City's need to take prompt action to address a deteriorating economy. Refinements/Updates since February 2: Exhibit 1 is the updated budget strategy that is recommended for your approval today. The number of positions eliminated has been reduced to 107, which is 23 fewer than the 130 positions included in my original recommendation. The proposed reductions will provide $3.4 million in savings this fiscal year, and $19.5 million annually beginning in FY 09/10. 2 The following is a summary of the major changes since the plan that was presented on February 2. These changes are denoted in italics on the accompanying Exhibit 1: The Finance Department has completed its mid-year budget review, which is attached (Attachment A). The recommended budget strategy has been updated to reflect the new deficit projection, which is approximately $15,000 higher than the preliminary projection. It also reflects a slightly lower budgeted reserve, which resulted from a reduction of $399,500 in the amount of Measure Z funds anticipated to remain at the end of the fiscal year In lieu of reducing staff in the City Clerk's business registration operations, additional audit activities will be initiated to provide new revenues. These additional revenues have been added in the "Revenues" section of the revised budget strategy. The Police Department has provided a revised proposal. The revised proposal reflects the lack of agreement with the Police Officers' Association regarding the 10% reduction in payor benefits. Because of lack of agreement, it would seem that additional sworn layoffs would be unavoidable. However, in order to avoid layoffs of police officers and preserve public safety resources to the extent possible, I am recommending that the Mayor and Council impose a mandatory 10% furlough of all sworn Police personnel, which will provide a savings of approximately $2.5 million on an annual basis. That action, together with eliminating 16 sworn positions through vacancies and attrition, will allow us to avoid deeper reductions in Police operations. In the coming days, city representatives will meet and confer with the POA regarding the impacts of this furlough plan. It is anticipated that the furloughs will begin on March 1. Additionally, other modifications have been added, including reducing the number of patrol cars purchased in FY 09/10, modifying jail staffing plans, and reducing miscellaneous operational expenditures (see Attachment B). Also, you will note that no reductions in Police civilian personnel are proposed. The Fire Department's budget reduction scenario has been revised to reflect the elimination of a total of 10 P-1 's, 12 P-2's, and a Battalion Chief. This revised proposal reflects the lack of agreement as of this writing with the Firefighters' Association, although we have had productive discussions and have appreciated their willingness to discuss the 10% reduction. This personnel reduction will result in reverting back to the 3-person staffing levels for all engine companies. For more details, please refer back to the Fire Department's analysis included in Appendix 4 of the materials distributed at the February 2 workshop, and the February 12 memo from Deputy Chief Mat Fratus (Attachment C). According to the attached memo from Parks, Recreation, and Community Services Director Kevin Hawkins (Attachment 0), the Friends of the CID are proposing to contribute $271,000 in their private funds to supplement CID 3 operations through June 30,2010. This provides nearly the equivalent savings to the original proposal to unstaff the site and contract with another operator. This generous contribution will permit uninterrupted service and will allow time for a longer-term plan to be developed regarding CID operations. The Mayor's Office, the Library Board, and the San Bernardino Unified School District are working on an ambitious plan to staff branch libraries with volunteer teachers and others. While this plan is in the early stages, it holds great promise for some level of library services to be preserved at the branches. The Library budget reduction has been reduced by $100,000 to preserve maintenance and operational costs at the branches, including rent at Ingram Branch. The savings from personnel reductions remains unchanged. Parks, Recreation, and Community Services Director Kevin Hawkins has proposed a plan that would mitigate the layoffs initially proposed in the Park Maintenance Division. By terminating LMD maintenance contracts and shifting City personnel to LMD's instead, slightly greater savings can be achieved to the General Fund through contracting most park maintenance, but with 14 personnel reductions instead of 26. Attachment E explains this in further detail. The modified strategy makes very tough choices but positions the City to weather the near-term financial storm. Longer term, it is staff's strong opinion that significant revenue measures will be necessary to provide a stable revenue stream in FY 2010-11 and beyond. For that reason, we again recommend that the Mayor and Council reconsider the ballot measures that were the subject of polling work and considered in 2008: Warehouse tax: Potential annual revenue: $300,000 The warehouse tax is another form of business registration tax. A warehouse tax was adopted by Redlands voters in 2007, and applies primarily to warehouse distribution facilities. Based on the polling data, the warehouse tax is only marginally viable. Increase TL T from 10% to 12%: Potential annual revenue: $620,000 The TL T, or "bed tax" as it is sometimes called, is collected and remitted by hotels and motels. The TL T is a preferred tax measure from the administrative viewpoint; it provides a stable revenue source, and its remittance can be audited. Quarry tax ($.18/ton): Potential annual revenue: $300,000 - $500,000 The quarry tax, formally known as the extraction and processing tax, is a form of business registration tax. Like all taxes, increases to the business registration tax rate and/or broadening of the tax base is subject to voter approval. Other potential revenue-generating measures would include a real property transfer tax, a library district tax, a citywide landscape and lighting district, and/or a paramedic parcel tax. Upon the consensus of the Mayor and Council, staff will begin work immediately to pursue the viability of these concepts for the November 2009 ballot. Also, it is recommended that the City once again explore the possible privatization of the City's refuse operations. I understand this idea has surfaced through the years, though it 4 has not been brought to fruition. Based on our preliminary research regarding the concept, it would appear that the privatization of the operation might provide a significant one-time infusion of funds to the City, and allow for our insufficient reserves to be bolstered (see Attachment F). Additionally, any agreement would need to provide ongoing franchise fees that meet or exceed the amounts currently captured back to the General Fund for administrative overhead and other expenses. Our employees would need to be accepted by the new operator, and services and rates for our residents would need to be competitive. I would anticipate bringing this matter back for a discussion with the Mayor and Council in the next 30 days. Recommendations: In addition to adopting the resolutions presented separately by Human Resources on this agenda, it is recommended that the Mayor and Council: 1. Receive and file the Mid-Year Budget Report. 2. Approve the City Manager's Modified Budget Strategy (Exhibit 1 and the Attachments), and authorize the Director of Finance to amend the FY 08/09 budget and prepare the Preliminary FY 09/10 budget to implement these measures. 3. Authorize the City Manager and the Director of Human Resources to proceed with imposing furloughs on police sworn personnel. 5 ~ - ;e .c: >< W "iij U; " 0 C> " ~ " ,E C in C ~ 0 C > 0 <C '" " N Vlll:: ~ '" 0 '" 0 ~ !:::! '" ~ 0 .. 0 r/) N C> ~ C 'S: '" VI ~ .. .c: C r/) - C - C 0 r/) 0 !! 0 :;; " U c.. r/) C - 0 0 :;:: .. 'iij 0 c.. r/) " - 0 Z C 0 :;:: Ui 0 c.. 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Q Q e Q '" ~ E ~ . ~ -S ~ ~ ::;;2 "" ' '" . c.'! b) r5 ~'g c '. ~ _2 ~~ .:; ~ Oi c ~ AfjtJuJk~i A CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION From: Barbara Pachon, Finance Director Subject: Mid-Year Budget Review for Fiscal Year 2008-2009 Dept: Finance Date: 2/11/09 Synopsis of Previous Council Action: September 2, 2008 Resolution 2008-356 approving and adopting the FY 2008-2009 Budget. Recommended motions: That the FY 2008-2009 Mid-Year Budget Report be received and filed. Contact person: Barbara Pachon, Director of Finance Phone: 5242 Supporting data attached: Staff Report, Attachments Ward: All FUNDING REQUIREMENTS: Amount: Source: Finance: Council Notes: Agenda Item No. CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION STAFF REPORT INTRODUCTION Attached is the FY 2008-2009 Mid-Year Budget Report. This report is designed to keep the Mayor and Council informed of the current financial position of the City and to provide an early indication of next fiscal year's budget outlook. This report, which provides information regarding fund balances available for next fiscal year, is really the first step in the FY 2009-2010 budget preparation process. The only action associated with this report is to receive and file it. Each year in January, the Finance Department, as well as the individual departments, review in detail the revenues and expenditures for the first half of the fiscal year to determine if actuals are on target with projections, or if there is a savings or shortfall from original projections. The attached report includes updated projections with a detailed analysis of the General Fund as well as a summary review of other operating funds. For easy reference, each page of the Mid-Year Budget Review has been color-coded. The Summary of Revenues, Expenditures, and Transfers (blue report) provides a summary overview of all the major funds in the City. The first column of numbers provides the audited beginning budget fund balances for each fund. The last column of numbers on the report indicates the estimated balances for each fund at 6/30109. Included in this year's mid-year report is the newly created "Estimated Revenues and Expenditures - Measure Z District Tax" report (white sheet) which summarizes budgeted and projected revenues and expenditures within the General Fund that are related specifically to the recently voter-approved Measure "Z" general tax. THE GENERAL FUND General Fund Balance The annual independent financial audit for FY 2007-2008 has been completed. The total available & "spendable" FY 2008-2009 beginning General Fund Balance (reserved and umeserved balances combined) is $12,512,871. This number is after processing continuing appropriations and encumbrance carryovers from FY 2007-08 to FY 2008-09. (Minor note: this amount includes $15,171 added to the fund balance as the result of an audit adjustment related to a timing issue and is assumed to be used to reduce the deficit). Assuming that $8.285.400 is still designated as the budgeted reserve and is not used during the vear, the estimated undesignated fund balance at 6/30109 is estimated to be a deficit balance of ($9.035.929). Within the budgeted reserve, $205,800 is segregated as the reserve for Measure "Z." The estimated shortfall of $9,035,929 is due primarily to lower than anticipated revenue growth and to a lesser extent, higher than expected expenditures. Both departmental expenditures and key revenues are discussed in greater detail in their respective sections below. General Fund Revenues The Estimated Revenues and Expenditures General Fund Report (pink report) provides a summary of the General Fund revenue estimates by category. The yellow report provides line I item detail for projected General Fund revenues. In total, estimated General Fund revenues are projected to be $8,483,800 less than budgeted. This will be the second year in a row that City revenues have been less than budgeted. In FY 07-08 the City's General Fund revenues were more than $3 million short of budget projections. Property Tax - With the exception of supplemental property tax which show a projected decline of $300,000, property tax is a net of approximately $933,200 over budget, primarily to a higher than expected payment in the "property tax in lieu ofVLF" revenue. Sales Tax revenues for FY 2008-2009 are anticipated to fall dramatically short of the original budget projections. In fact, based on collections to date, the sales tax revenues are now projected to be $4,500,000 less than original budget estimates and $3,809,687 less than what was collected for FY 2007-2008. In addition to the regular Sales Tax revenue, a $949,700 shortfall is anticipated in "Property Tax In Lieu of Sales Tax" as compared to the estimate included in the FY 2008-2009 Adopted Budget. This revenue account is part of the "Triple-Flip" program mandated by the State ofCalifomia. In summary, it is anticipated that for FY 2008-2009 the City is going to have a total sales tax shortfall (not including Measure Z) of $5,449,700, which is a significant problem for the City budget. Utility User Tax revenue is projected to be about $711,600 more than original projections. Measure Z-District Tax revenues are estimated to be lower than the original budget projections. Approximately $505,000 less will be collected in FY 2008-09 for a total of $6,545,000. As the City develops more history with this relatively new revenue source, projections should become easier to make. Business Registration is also anticipated to be less than originally estimated in the budget due to the down turn in the economy. Revised projections at this point estimate this revenue to be about $438,800 lower than the original budget projections. With a slower economy several businesses in the city have closed and new businesses are not coming into the City. Also, the FY 2008-09 budget included $265,000 more from Administrative Civil Penalties (ACP's) that has not materialized as well as $341,800 from the new Single Family Rental Inspection Program which also has not materialized. Licenses and Permits revenue, highly dependent on building activity, are also for the most part not doing well. Overall, the category (not including business license) is expected to collect $2,605,400, which is approximately $759,300 less than budgeted. Grading permits are anticipated to have a shortfall of $150,000 due to the $135,000 of ACP's that were included in the budget but have not been collected. Motor Vehicle in Lieu (VLF) revenue is also expected to be lower than budget projections by $542,000 for a revised estimate of $258,000. Based on sales tax data, there have been fewer car sales in FY 2008-2009 than in past years so this accounts for most of the shortfall. Mutual Aid/Disaster Reimbursement revenues are currently projected to be about $440,000 more than what was originally anticipated in the FY 2008-09 Adopted Budget. Since these 2 revenues are a reimbursement for actual expenses incurred, the Fire Department's budget (mainly in overtime) will be over expended but these increased revenues will help offset some of these added costs. Parking Citations - $150,000 was added to the revenue budget based on higher fees and late charges, bringing the total budgeted amount to $1,350,000. At this time it appears that parking citation revenue will fall short of this estimate by $150,000. Overall, the revenue category of Charges for Services is expected to be lower than original budget estimates. A net loss of $2,249,700 is estimated at this time (revised estimate of revenue to be received in this category is $5,031,600). Some of the more significant changes in this category are: Plan Check Fees are projected to end the fiscal year with $150,000 less than originally forecasted in the budget. This decrease revenue reflects the decreased volume of new large building and expansion projects occurring within the City of San Bernardino. Plan Review Fee revenue is projected to be $90,000 lower than originally estimated in the budget. This decrease is due to the same reasons as stated above for Plan Check Fees. Subdivision Filing Fees revenue also appears it will fall short of budget projections by approximately $75,000. This decrease is also due to the same reasons as stated above for Plan Check Fees and Plan Review Fees. Single Family Rental Inspection Program - as this new program just gets off the ground, revenues are expected to fall short of projections by approximately $1,000,000. However there will be a corresponding expenditure savings in the program that will offset a portion of this revenue shortage. EMS User Fees - The budget for FY 2008-09 was increased by approximately $200,000 but it appears that Fire will not be able to collect this additional $200,000 and collections will remain at levels similar to prior years. Hazardous Material Fees - this was a new program that just recently went to Council for approval. Due to the timing of getting the program started, revenues will fall short from budgeted amounts by approximately $427,500. The revenue category of Miscellaneous is projected to be on target with only a shortfall of $50,800 less than the total amount budgeted (revised estimate is $4,642,400). General Fund Expenditures The Estimated Revenues and Expenditures General Fund Report (pink report) provides a list by department of estimated General Fund expenditures. General Fund expenditures (including transfers out) are projected to be approximately $151,624,400. Although General Fund departmental budgets and transfers-out overall show a savings of $2,147,300, it is important to remember that a projected savings goal of $1,300,000 was already factored into the Adopted 3 Budget. Compared to this budgeted vacancy factor, expenditure savings are $499,900 more than factored into the revised budget. Generally speaking, for most departments, projected savings is from vacant full-time positions resulting from the hiring freeze. Savings have also been achieved by the City Manager's freeze on travel and a 5% voluntary reduction in contract service costs from vendors. The more significant issues related to departmental expenditure budgets are discussed in the respective department sections below: General Government - Expenditures for General Goverrunent are expected to come in approximately $178,600 less than budgeted. $75,000 of this savings is in Civic & Promotional/Fine Arts funding. Savings in debt service on City Hall and HUB debt service payments are expected to generate savings of approximately $99,000. Development Services - Compared to the approved budget at 12/31108, expenditure savings of approximately $713,400 are projected. Of this, approximately $420,000 is in salary savings from vacant full-time positions. Other areas of anticipated savings include approximately $240,00 in contract planning costs. Police Department - The Police Department is expected be under budget by approximately $1,024,900 (savings in Measure Z spending of $105,500 and savings in General Fund spending of $919,400 net a total Police Department savings of $1,024,900.). However. almost $1 million in savings is due to savings in the Nestor Red Light contract (primarily due to delayed installation at new intersections) and corresponds to reduced red-light camera revenue in roughly the same amount. Overtime is expected to be on target but full-time vacancy savings partially offset payoffs in the amount of approximately $1.7 million, reducing the total overage in personnel to approximately $700,000. Other areas of savings include $180,000 in patrol car debt service (due to timing of first payment) and miscellaneous savings in M & 0 accounts of approximately $357,000. Measure Z - Out of the $8,232,000 budgeted in Measure Z funds ($7,989,800 in PD and $242,200 in Parks & Recreation), all but $105,500 is expected to be spent or carried over into the new fiscal year. (Any unspent funds will revert back to fund balance at the end of the fiscal year and be available to be re-budgeted in the new fiscal year.) Estimated savings is the culmination of savings in various M&O, capital, and contractual accounts. The revised budget includes the recently approved increase of $278,000 for the helicopter contract. Fire Department - The Fire Department is anticipated to be over budget by approximately $952,400. This is due primarily to the wind events that occurred in the City earlier this fiscal year and an increased number of mutual aid responses (approximately $300,000 in overtime costs is attributed to mutual aid calls above the estimate factored into the original budget). However, General Fund revenues will show a corresponding increase for reimbursement the City receives from the agencies assisted, so there is no net impact to the General Fund. Approximately $500,000 in unbudgeted payoffs also occurred in FY 2008-09. Finally, $110,000 in grant funding hoped to be received from UASI funds seems unlikely to occur this FY 4 City Manager's Office - Expenditures are expected to be over-budget by approximately $187,600, primarily due to the unbudgeted payoff to the former City Manager. City Attorney's Office - Expenditures are expected to be over-budget by approximately $34,500. Estimates include the $200,000 budget increase recently approved by the Council in January ($164,000 for outside attorney fees and $36,000 for litigation costs). Mayor's Office - Approximately $65,600 is anticipated in savings, primarily from the vacant Assistant to the Mayor position. Council Office - Approximately $27,700 is estimated in savings from the vacant Administrative Operations Supervisor position. Facilities Management - A total of $249,100 in savings is estimated. Most of this is a result of vacant full-time positions ($70,000) and cumulative savings in M&O and contractual costs of approximately $179,000. Civil Service - Recently Civil Service saw the retirement of a long-term employee and the hire of an interim Chief Examiner overlap with the permanent replacement, resulting in an overage of approximately $8,300. Parks and Recreation - Net savings for Parks and Recreation is estimated at $272,700. Similar to PD, some of this savings is offset by a corresponding decrease in revenues. Rather than bill EDA for reimbursement for contract landscape maintenance, Parks and EDA determined that it would be better for EDA to pay for these contract services direct. So, savings in landscape contracts is offset by a corresponding decrease in EDA revenue reimbursement. Public Services - Public Services is estimated to finish the year with savings of approximately $195,000. Most of the savings are the culmination of savings in miscellaneous M&O and contract costs and $29,000 in delayed capital purchases. Code Enforcement - Code Enforcement is projected to end the year with approximately $322,000 in expenditure savings. Some savings are due to three vacancies for approximately 3 months. However, these savings were offset by the unbudgeted payoff of leave balances to the former Code Compliance Director. Contractual savings of approximately $90,000 (primarily for contract board-ups and abatements) also contribute to the estimated savings. OTHER FUNDS The Special Revenue Funds Revenue Report (green report) provides a three-year history of and updated projections for funds other than the General Fund (Special Revenue Funds, Internal Service Funds, and Enterprise Funds). Estimated expenditures for these funds can be found summarized on the Summary of Revenues, Expenditures, and Transfers Report (blue report). Most funds are on target with original budget projections. Some of the more significant issues impacting other funds are outlined below: 5 Library - Revenues from State Aid are anticipated to be approximately $9,000 less than anticipated. Library fines also are expected to be down by $15,000. Accordingly, the Library will reduce expenditures in a like amount. Animal Control - Revenues are estimated to be approximately $248,700 less than budgeted. Some of this revenue shortfall will be offset by expected expenditure savings of approximately $33,000. The transfer in from the General Fund to the Animal Control fund is expected to increase from $393,500 to $609,200 to cover the remainder of the revenue shortfall. Refuse - Expenditures are on target and are projected to be approximately $28,600 more than originally factored into the original adopted budget. Revenue estimates have been reduced by approximately $548,000. The main reason for this decrease is a slowdown in the area of "commercial special" fees. The net result is that the Refuse Fund is expected to end the fiscal year with an estimated ending fund balance deficit of approximately ($571,504). Stadium Fund - The ending balance for the Stadium Fund at 6/30/08 is $92,253. No transfer-in from the General Fund to the Stadium Fund is planned and the fund is expected to end FY 2008- 09 with a balance of approximately $64,253. Soccer Fund - The ending balance for the Soccer Fund at 6/30/08 is $260,868. Similar to the Stadium Fund, no transfer-in from the General Fund to the Soccer Fund is planned and the fund is expected to end the year with a balance of approximately $162,968. Fleet Fund - Fleet expenditures appear to be on target. Capital Project Funds - For most Capital Project Funds it is assumed that any budgeted projects not completed in FY 2008-2009 will be carried over into the new fiscal year; therefore no savings in expenditures is anticipated. Projects have been budgeted in full, although, in reality, their completion time spans multiple fiscal years. During the FY 2009-2010 Clr budget preparation process, the status of all outstanding projects will be evaluated. Workers Compensation and Liability Funds - Because of GASB accounting rules, the City is required to show all of the City's unfunded liability for potential claims and judgments in both funds (in essence what the amounts would be if every potential claim and judgment had to be paid at one time). Therefore, as presented in the Adopted Budget, these funds have significant deficit balances. The City, over the course of the last several years, has worked to reduce these deficits by increasing chargebacks to other departments and reducing costs when possible. CONCLUSION The FY 2008-2009 Mid-Year Budget Report is really the first step in beginning the FY 2009- 2010 budget preparation process. The estimates developed during the FY 2008-2009 mid-year process provide the foundation for estimating the City's available fund balances for FY 2009- 2010. The Finance Department will keep the City Manager, Mayor, and Council updated on estimated balances as new information becomes available. RECOMMENDA nON That the FY 2008-2009 Mid- Year Budget Report be received and filed. 6 CITY OF SAN BERNARDINO SUMMARY OF REVENUES, EXPENDITURES, AND TRANSFERS MIDYEAR FISCAL YEAR 2008-2009 FUND I TITLE 001 GENERAL FUND ADDITIONS A V AILABLE DEDUCTIONS Fl1NDBALA~CE ------------------ FOR Bl'DGET---- TOTAL 7-1-08 REVENtlES TRANSFER IN PURPOSES EXPENDITURES TRANSFER OUT DEDUCTIONS 12,512,871 127,382,800 10,978,200 150,873,871 146,369,100 5,255,300 151,624,400 ESTIMATED BALA"CE 6-30-09 (750,529) SPECIAL REVENUE FUNDS: 105 LIBRARY 8,342 129,800 2,747,900 2,886,042 2,886,100 0 2,886,100 (58) 106 CEMETERY 45,353 61,000 0 106,353 167,800 0 167,800 (61,447) 107 CABLE TELEVISION 0 70,000 596,900 666,900 666,900 0 666,900 0 108 ASSET FORFEITURE 349,833 233,000 0 582,833 131,600 0 131,600 451,233 118 DRUG/GANG FUND 111,535 22,000 0 133,535 23,000 0 23,000 110,535 111 AIR QUALITY - AB 2766 128,693 252,200 0 380,893 121,000 140,000 261,000 119,893 124 ANIMAL CONTROL 41 1,331,200 609,200 1,940,441 1,940,400 0 1,940,400 41 128 TRAFFIC SAFETY 0 2,310,000 0 2,310,000 0 2,310,000 2,310,000 0 132 SEWER LINE MAINT 4,707,459 3,310,000 78,000 8,095,459 7,599,900 250,000 7,849,900 245,559 133 BASEBALL STADIUM 92,253 33,600 0 125,853 61,600 0 61,600 64,253 134 SOCCER COMPLEX 260,868 310,000 0 570,868 407,900 0 407,900 162,968 137 CFD 1033-Fire Station M&O 15,818 566,200 0 582,018 0 556,200 556,200 25,818 211 FIRE EQUIP ACQUISITION FD 769,012 0 0 769,012 309,800 425,000 734,800 34,212 308 VERDEMONT INFRASTR FEE 769,000 0 0 769,000 0 769,000 769,000 0 527 INTEGRATED WASTE MGMT 1,317,496 24,687,000 387,600 26,392,096 24,281,300 2,682,300 26,963,600 (571,504) TOTAL SPECIAL REVENUE FD5 8,575,703 33,316,000 4,419,600 46,311,303 38,597,300 7,132,500 45,729,800 581,503 CAPITAL PROJECT FUNDS: 126 SPECIAL GAS TAX 1,539,658 3,681,700 0 5,221,358 1,167,700 3,590,000 4,757,700 463,658 129 112 CENT SALES & ROAD TAX 3,965,237 4,617,800 0 8,583,037 8,351,700 250,000 8,601,700 (18,663) 135 AB 2928 TRAFFIC CON GESTIO 3,007 1,445,900 0 1,448,907 1,016,100 0 1,016,100 432,807 240 INFRASTRUCTURE BANK LOA (2,227,557) 4,549,800 0 2,322,243 2,092,500 0 2,092,500 229,743 241 PUBLIC PARK EXTENSION 4,538 0 0 4,538 0 0 0 4,538 242 STREET CONSTRUCTION (3,626,851 ) 28,476,600 0 24,849,749 24,849,700 0 24,849,700 49 243 PARK CONSTRUCTION 205,135 2,164,700 0 2,369,835 2,369,800 0 2,369,800 35 244 CEMETERY CONSTRUCTION 49,824 2,200 0 52,024 15,000 0 15,000 37,024 245 SEWER LINE CONSTRUCTION 4,816,110 180,000 0 4,996,110 4,455,800 225,000 4,680,800 315,310 246 PUBLIC IMPROVEMENT FUND 2,656,364 75,000 0 2,731,364 2,674,700 0 2,674,700 56,664 247 CULTURAL DEVELOPMENT FE 1,187,211 330,000 0 1,517,211 0 357,000 357,000 1,160,211 248 STORM DRAIN CONSTR. 5,499,036 600,000 0 6,099,036 3,818,000 132,700 3,950,700 2,148,336 250 TRAFFIC SYSTEMS CONSTR. 183,238 25,000 0 208,238 481,100 60,000 541,100 (332,862) 258 PROP 1 B FUND 3,045,047 4,145,800 0 7,190,847 7,190,800 0 7,190,800 47 TOTAL CAPITAL PROJECT FDS 17,299,997 50,294,500 0 67,594,497 58,482,900 4,614,700 63,097,600 4,496,897 IMPACT FEE FUNDS: 261 LAW ENFORCEMENT DEVEL 87,415 102,000 0 189,415 46,500 0 46,500 142,915 262 FIRE PROTECTION DEVEL 370,368 105,000 769,000 1,244,368 475,400 0 475,400 768,968 263 LOCAL CIRCULATION SYSTEM 669,430 112,000 0 781,430 807,200 0 807,200 125,770 264 REGIONAL CIRCULATION SYS 6,896,750 1,200,000 0 8,096,750 1,850,000 0 1,850,000 6,246,750 265 LIBRARY FACILITIES 16,586 31,000 0 47,586 47,600 0 0 114 266 PUBLIC MEETINGS FACILITIES 147,374 40,000 0 187,374 0 0 0 187,374 267 AQUATICS CENTER FACILITIES 53,801 15,500 0 69,301 0 0 0 69,301 268 AB 1600 PARKLAND 859,933 380,000 0 1,239,933 1,332,400 0 1,332,400 192,467 269 QUIMBY ACT PARKLAND 88,803 25,000 0 113,803 0 0 0 113,803 TOTAL IMPACT FEE FUNDS 9,190,460 2,010,500 769,000 11,969,960 4,559,100 0 4,511,500 7,410,860 INTERNAL SERVICE FUNDS: 621 CENTRAL SERVICES FUND 17 ,089 185,000 87,200 289,289 289,300 0 289,300 (11) 629 LIABILITY INSURANCE (1,484,458) 3,132,400 400,000 2,047,942 3,122,100 0 3,122,100 (1,074,158) 630 TELEPHONE SUPPORT 450,795 652,600 0 1,103,395 624,000 0 624,000 479,395 631 UTILITY FUND (345,676) 3,762,300 0 3,416,624 3,726,300 0 3,726,300 (309,676) 635 FLEET SERVICES 564,503 7,808,500 426,500 8,799,503 8,537,500 0 8,537,500 262,003 678 WORKER'S COMPENSATION (7,730,381) 3,770,400 0 (3,959,981 ) 3,757,600 0 3,757,600 (7,717,581) 679 INFORMATION TECHNOLOGY 600,682 4,636,000 0 5,236,682 5,054,500 78,000 5,132,500 104,182 TOTAL INTERNAL SERVICE FD (7,927,446) 23,947,200 913,700 16,933,454 25,111,300 78,000 25,189,300 (8,255,846) TOTAL ALL FUNDS 39,651,5851236,951,000 I 17,080,5001293,683,0851 273,119,700 I 17,080,5001290,152,600 I 3,482,885l CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES MIDYEAR FISCAL YEAR 2008-2009 GENERAL FUND VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) ESTIMATED REVENUE: Property Taxes $ 31,130,000 $ 32,063,200 $ 933,200 Other Taxes 70,534,400 64,966,800 15,567,600 licenses & Permits 10,003,500 8,805,400 11,198,100 Fines and Penalties 1,838,300 1,580,000 (258,300 Use of Monev & Prooertv 2,477,600 2,445,200 132,400 Interaovernmental 7,908,300 7,848,200 160,100 Charoes for Services 7,281,300 5,031,600 12,249,700 Miscellaneous 4,693,200 4,642,400 (50,800 Total Estimated Revenues $ 135,866,600 $ 127,382,800 $ (8,483,800) Total Transfers In: $ 12,444,900 $ 10,978,200 $ (1,466,700 TOTAL ESTIMATED FUNDS AVAILABLE: $ 148,311,500 $ 138,361,000 $ (9,950,500) ESTIMATED EXPENDITURES: Mavor $ 992,300 $ 926,700 $ 65,600 Common Council 576,600 548,900 27,700 City Clerk 1,728,200 1,650,400 77,800 City Treasurer 202,400 214,800 (12,400 City Attornev 3,342,800 3,377,300 134,500 Code Comoliance 4,909,600 4,587,600 322,000 General Government 6,942,600 6,764,000 178,600 City Manaaer 845,100 1,032,700 (187,600 Human Resources 500,000 468,600 31,400 Finance 1,656,600 1,646,000 10,600 Civil Service 290,100 298,400 (8,300 Development Services 6,382,900 5,669,500 713,400 Fire 34,466,900 35,419,300 (952,400 Police 61,197,000 60,277,600 919,400 Police Measure Z 7,989,800 7,884,300 105,500 Facilities Manaaement 3,851,100 3,602,000 249,100 Parks, Recreation, & Comm Service 6,614,600 6,341,900 272,700 Parks Measure Z 242,200 242,200 - Public Services 5,611,900 5,416,900 195,000 Total Estimated Expenditures $ 148,342,700 $ 146,369,100 $ 1,973,600 Estimated Expenditure Savinas $ (1,300,000 $ - $ 11,300,000 Total Transfers Out: $ 5,081,600 $ 5,255,300 $ (173,700 TOTAL ESTIMATED DEDUCTIONS: $ 152,124,300 $ 151,624,400 $ 499,900 EXCESS I (DEFICIENCY) OF AVAILABLE OVER DEDUCTIONS $ (3,812,800) $ (13,263,400) $ (9,450,600) BEGINNING FUND BALANCE 7-1-08 $ 12,512,871 $ 12,512,871 $ - ESTIMATED ENDING BALANCE $ 8,700,071 $ (750,529) $ (9,450,600) BUDGETED RESERVE Reserve for PERS Safety Costs $ - $ - $ - Reserve for future revenue shortfalls 630,000 630,000 - Reserve for Measure Z - District Tax 605,300 205,800 (399,500) Reserve for Tow Fee Set Aside 123,100 123,100 - Reserve DS Technology Fee 96,900 96,900 - General Budget Reserve 7,229,600 7,229,600 - BUDGETED RESERVE TOTAL $ 8,684,900 $ 8,285,400 $ (399,500) EST UNDESIGNATED BALANCE 6-30-09 $ 15,171 $ (9,035,929) $ (9,051,100) CITY OF SAN BERNARDINO ESTIMATED REVENUES AND EXPENDITURES FISCAL YEAR 2008-2009 MID-YEAR MEASURE Z - DISTRICT TAX VARIANCE FY 2008-09 FY 2008-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) ESTIMATED REVENUE: District Tax Revenue $ 7,050,000 $ 6,545,000 $ (505,000 - - - Total Estimated Revenues $ 7,050,000 $ 6,545,000 $ (505,000) Transfers In: $ - $ - $ - TOTAL ESTIMATED FUNDS AVAILABLE: $ 7,050,000 $ 6,545,000 $ (505,000) ESTIMATED EXPENDITURES: Police 7,989,800 7,884,300 105,500 - - - Parks, Recreation, & Comm Service 242,200 242,200 - - - - Total Estimated Expenditures $ 8,232,000 $ 8,126,500 $ 105,500 Transfers Out: $ - $ - $ - TOTAL ESTIMATED DEDUCTIONS: $ 8,232,000 $ 8,126,500 $ 105,500 EXCESS I (DEFICIENCY) OF AVAILABLE OVER DEDUCTIONS $ (1,182,000) $ (1,581,500) $ (399,500) BEGINNING FUND BALANCE 7-1-08 I $ 1,787,343 I $ 1,787,343 I $ - ESTIMATED ENDING BALANCE 1$ 605,343 $ 205,843 I $ (399,500) RESERVE FOR FUTURE COSTS 1$ 605,343 $ 205,843 I $ (399,500) EST UNDESIGNATED BALANCE 6-30-09 $ - $ -I $ - CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 DESCRIPTION ACTUAL ACTUAL DEC YTD FY2006-2007 FY2007 -2008 FY2008-2009 REVISED OVER/(UNDER) FY2008-2009 ORIG BUDGET PROPERTY TAXES 4001 Current Secured 9,771,001 10,973,693 5,533,070 11,050,000 50% 11,050,000 0 4002 Current Unsecured 546,494 530,779 589,100 540,000 109% 610,000 70,000 4003 Prior Taxes 395,001 542,358 544,396 400,000 136% 765,000 365,000 4006 Supplemental 2,512,125 1,971,639 510,156 1,200,000 43% 900,000 (300,000 4005 Other 144,413 162,045 69,983 140,000 50% 150,000 10,000 4007 Prop Tx In Lieu of VLF 14,870,875 17,249,453 0 17,800,000 0% 18,588,200 788,200 Total Property Taxes 28,239,909 31,429,967 7,246,705 31,130,000 23% 32,063,200 933,200 OTHER TAXES 4221 Sales Tax 25,331,713 22,309,687 6,200,512 23,000,000 27% 18,500,000 (4,500,000 4220 Prop Tx in Lieu of Sales T 9,517,036 7,280,284 0 7,500,000 0% 6,550,300 (949,700 4224 Utility User's Tax 25,106,730 24,407,034 9,465,845 24,788,400 38% 25,500,000 711,600 4201/14 Franchise Tax 3,060,563 3,323,073 489,029 3,100,000 16% 3,100,000 0 4222 Transient Occupancy Tax 3,032,994 3,262,131 1,173,891 3,100,000 38% 2,850,000 (250,000 4223 Real Prop. Transfer Tax 946,155 849,330 216,011 600,000 36% 600,000 0 4225 Sales Tax Safety 976,573 982,803 408,570 1,000,000 41% 900,000 (100,000 4215 Tow Franchise 288,000 288,000 188,514 396,000 48% 421,500 25,500 4227 Measure Z - District Tax 1,162,882 6,511,475 2,286,876 7,050,000 32% 6,545,000 (505,000): Total Taxes 69,422,646 69,013,817 20,429,048 70,534,400 29% 64,966,800 (5,567,600) LICENSES AND PERMITS . 4301 Business Reaistrations 5,866,748 6,105,401 2,634,013 6,638,800 40% 6,200,000 (438,800) 4330 Buildina Permits 1,020,470 646,352 270,383 615,000 44% 500,000 (115,0001 4331 Mechanical Permits 332,637 208,594 86,666 200,000 43% 200,000 0 4362 On Site Permits 1,602,834 1,183,749 343,475 600,700 57% 475,000 (125,700) 4363 On Site Plan Check 712,370 341,996 35,117 300,000 12% 100,000 (200,000)' 4361 Construction Permits 326,522 300,801 83,062 250,000 33% 200,000 (50,0001 4342 EMS Membership 16,504 6,148 888 15,000 6% 6,000 (9,0001 4336 Fire Code Permits 304,577 301,548 193,138 368,000 52% 368,000 0 4337 Fire Plan Check 206,532 181,303 75,096 229,000 33% 150,000 (79,000) 4351 Street Cut Permits 145,407 229,645 70,240 175,000 40% 150,000 (25,000) 4333 Mobile Home Permits 27,161 26,374 0 27,200 0% 27,200 0 4352 Misc Licenses & Permits 299,506 317,209 183,198 385,700 47% 385,700 0 4303 Misc City Clerk Permits 8,683 3,490 865 8,600 10% 3,000 (5,600) 4304 Misc Plannino LiclPermit 24,889 31 ,499 12,716 30,500 42% 30,500 0 4360 Grading Permits 33,874 25,624 3,813 160,000 2% 10,000 (150,000) Total License & Permit 10,928,714 9,909,733 3,992,670 10,003,500 40% 8,805,400 (1,1.98,100) FINES AND PENALTIES 4420 Parkina Citations 917,069 1,209,205 485,683 1,350,000 36% 1,200,000 (150,0001 4410 General Fines 169,238 153,371 47,941 183,300 26% 100,000 (83,300) 4411 Code Admin. Citations 90,549 145,468 84,943 240,000 35% 150,000 (90,000) 4412 Fire Admin. Citations 81,392 73,865 65,481 65,000 101% 120,000 55,000 4422 Fireworks Adm Ciyil Pen 0 0 9,645 0 0% 10,000 10,000 Total Fines/Penalties 1,258,248 1,581,909 693,693 1,838,300 38% 1,580,000 (258,300) USE OF MONEY & PROPERTY 4505 Interest Earninas 1,073,619 793,211 98,202 500,000 20% 500,000 0 4520 land & Buildina Rental 474,154 407,302 331,549 427,600 78% 425,200 (2,4001 4530 Parkina Rental Fee 67,258 0 0 30,000 0% 0 (30,0001 4922 Sale of Prooertv 95,875 306,288 35,995 1,480,000 2% 1,480,000 0 4540 Vending Machine Comm. 52,979 40,622 12,453 40,000 31% 40,000 0 Total Money & Property 1,763,885 1,547,423 478,199 2,477,600 19% 2,445,200 (32,400 CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 ACTUAL ACTUAL DEC YTD BUDGET FYOO REVISED OVER1(UNDER) DESCRIPTION FY2006-2007 FY2007 -2008 FY2008-2009 FY2008-2009 % COLL FY2008-2009 ORIG BUDGET INTERGOVERNMENTAL 4603 Motor Vehicle In Lieu 1,381,205 1,038,879 258,031 800,000 32% 258,000 1542,000 4621 Bookina Fee Subvention 354,658 0 0 0 0% 0 0 4670 EDAlCDBG Reimb. 3,486,258 5,738,232 2,454,594 5,750,900 43% 5,750,900 0 4651 Construction Reimb 9,876 0 19,745 0 0% 0 0 4606 Homeowner's Exemotion 149,123 154,290 20,312 150,000 14% 130,800 119,200 4616 POST 132,146 127,242 51,328 100,000 51% 100,000 0 4625 State-Mandated Costs 863,049 63,156 88,703 50,000 177% 100,000 50,000 4673 Water Reimbursement 318,890 338,500 349,600 340,000 103% 349,600 9,600 4671 SBIAA Reimbursement 130,905 146,690 39,182 136,400 29% 136,400 0 4615 Disaster Prep. Proaram 24,019 21,864 22,497 21,000 107% 22,500 1,500 4619 Mutual Aid/Disaster Reimc 581,015 1,206,619 417,284 560,000 75% 1,000,000 440,000 Totallnteraovernmental 7,431,144 8,835,472 3,721,276 7,908,300 47% 7,848,200 (60,100 CHARGES FOR SERVICES 4731 Plan Check Fee 536,764 392,708 105,454 350,000 30% 200,000 (150,000 4789 Dev. Servs Archival Fee 47,940 36,723 13,615 35,000 39% 30,000 (5,000 4715 DS TechnoloaY Fee 0 0 15,861 96,900 16% 35,000 (61,900 4880 EMS User Fee 270,586 227,341 85,207 430,000 20% 200,000 1230,000 4798 Storm Drain Utilitv Fee 283,836 288,709 143,550 260,000 55% 290,000 30,000 4815 Weed Abatement 247,674 204,399 61,997 200,000 31% 150,000 (50,000 4733 Buildina Demolition 897,547 740,701 260,338 675,000 39% 675,000 0 4714 Plannina Develp Proiect 467,409 483,683 151,715 250,000 61% 250,000 0 4305 Annual Alarm Permits 211,944 213,266 92,808 220,000 42% 200,000 120,000 4780 Mise Develoo Servs 114,563 95,657 63,908 92,700 69% 100,000 7,300 4766 Buildina Permit Review 45,842 67,470 39,330 65,000 61% 80,000 15,000 4720 Plan Review Fee 263,445 131,366 28,740 150,000 19% 60,000 190,000 4782/4 Subdivision Filina Fees 320,350 78,511 120,222 75,000 -27% 0 175,000 4785 Non Subdivision Str Imo 121,372 205,199 78,710 150,000 52% 150,000 0 4711 Subdivision 136,746 174,315 9,218 100,000 9% 25,000 (75,000 4718 Environmental 14,063 6,585 719 10,000 7% 5,000 15,000 4735 Notice of Pendencv Rei 9,115 4,354 2,726 5,000 55% 5,000 0 4863 Class Reaistration Fee 31,276 6,219 2,588 6,000 43% 6,000 0 4862 Park Enerov Fee 6,145 4,312 4,160 5,000 83% 3,000 (2,000 4707 Passport Fees 110,010 99,200 24,168 100,000 24% 75,000 125,000 4702 County Contract 487,000 487,000 487,000 487,000 100% 487,000 0 4884 Swimmina Pool Fee 58,118 59,111 44,871 50,000 90% 45,000 (5,000 4861 Proarm/Facility Use Fee 71,158 65,516 25,059 60,000 42% 55,000 (5,000 4865 Non-Resident Fees 3,310 2,918 931 3,000 31% 3,000 0 4710 Mise Plannina/Buildino 143,929 144,253 57,055 100,000 57% 100,000 0 4743 PD Tow Release Fee 403,200 450,035 271,995 514,800 53% 545,000 30,200 4745 Code Tow Release Fee 0 0 40 25,000 0% 0 125,000 4790-6 Sianal MaintlEnerov 21,098 19,534 7,146 20,000 36% 20,000 0 4802 Str Lioht Enerav Fee 10,505 5,993 16,800 10,000 168% 16,800 6,800 4701 Election Filina Fee 1,622 24,306 60 25,000 0% 0 {25,000 4747 False Alarm Fee 77 ,488 54,035 28,950 60,000 48% 60,000 0 4810 Misc. Dev Services 6,747 21,842 189 15,000 1% 15,000 0 4705 Utilitv Collection Fee 60,403 10,776 0 50,000 0% 10,000 140,000 4708 Fire Trainina Aareement 82,318 134,453 1,900 62,600 3% 62,600 0 4881 Paramedic Contract 259,129 259,129 86,376 359,100 24% 359,100 0 4786 Certificate af Comoletion 0 0 7,452 22,600 33% 15,000 17,600 4752 Fireworks Reaulatorv Fee 101,108 73,893 40,751 75,000 54% 75,000 0 4753 Fire Archival Fee/Reots 2,755 3,955 1,731 4,000 43% 4,000 0 4754 Fire Bus Occup Inso 50,386 31,461 17,010 50,000 34% 35,000 (15,000 4755 Fire Rentallnsoections 404,026 406,794 271,471 510,100 53% 510,100 0 4709 Hazardaus Material Fee 0 0 11,368 477,500 2% 50,000 1427,500 4767 Sinale Family Rentallnsp 0 0 2,500 1,025,000 0% 25,000 {1,000,000 Total Charaes 6,380,927 5,715,722 2,545,245 7,281,300 35% 5,031,600 12,249,700 CITY OF SAN BERNARDINO MIDYEAR GENERAL FUND REVENUE REPORT FISCAL YEAR 2008-2009 DESCRIPTION ACTUAL FY2006-2007 REVISED OVER/(UNDER) FY2008-2009 ORIG BUDGET MISCELLANEOUS 4906 Water Fund Contr. 2,401,973 2,384,618 1,126,372 2,350,000 48% 2,350,000 0 4930 Sewer Contr. - Water 500,000 500,000 500,000 500,000 100% 500,000 0 4931 Water Land Sales 3,090 89,431 0 40,000 0% 52,700 12,700 4910 Admin Service Charoe 349,600 352,300 384,800 389,600 99% 389,600 0 4901 Misc. Other Revenue 396,358 309,077 154,681 273,000 57% 273,000 0 4912 Off Track Betting 143,605 132,632 48,950 120,000 41% 100,000 120,000 4741 Sale of Photos IReports 116,639 58,757 8,614 30,000 29% 15,000 (15,000 4740-5 Police Misc. Receipts 839,549 794,747 11,495 800,000 1% 800,000 0 4746 Prooertv Auction 7,054 19,224 3,780 10,000 38% 10,000 0 4911 Restitutions 20,686 21,619 6,628 20,000 33% 20,000 0 4905 Litigation Settlement 176 57,957 475 10,000 5% 10,000 0 4904 Drunk Driver Reimburmt. 60 32 0 100 0% 100 0 4928 Bookino Fee Reimburmt. 1,630 2,028 1,597 2,000 80% 2,000 0 4750 Investioation Fee 12,538 13,692 18,709 58,500 32% 30,000 128,500 4924 Damage Clain Recovery 36,618 25,447 36,504 90,000 41% 90,000 0 Total Miscellaneous 4,829,576 4,761,561 2,302,605 4,693,200 49% 4,642,400 (50,800 I TOTAL GENERAL FUND 1130,255,0491132,795,6041 41,409,441 1135,866,600 I 30%1 127,382,800 I (8,483,800)1 CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 DESCRIPTION . 105 LIBRARY FUND '. ..... 4618 State Aid-Libraries 4850 Miscellaneous Receiots 4851 Librarv Fines 4901 Mise Receipts Total Library Fund ACTUAL 2005-06 ACTUAL 2006-07 ACTUAL,BUpGET.. ~ID~XR EST 2007-08: :2008~09';' 2008-09 78,463 116,513 78,752 78,800 69,800 19,092 18,977 20,157 20,000 20,000 58,360 52,266 52,136 55,000 40,000 - - 78,000 - - $ 155,915 $ 187,756 $ 229,045 $ 153,800 $ 129,800 106 CEMETERY FUND 4505 Interest on Idle Cash 19,938 20,785 22,767 22,000 18,000 4775 Cemeterv Burial Fee 62,454 68,530 68,393 70,000 20,000 4776 Sale of Vases 1,206 2,124 2,070 2,000 1,000 4777 Sale Concrete Boxes 24,229 28,259 27,753 30,000 10,000 4778 Sale Cemeterv Plots 57,560 62,355 65,482 67,200 12,000 4901 Misc. Receipts - 6,000 - - - Total Cemetery Fund $ 165,387 $ 188,053 $ 186,465 $ 191,200 $ 61,000 107 CABLE TV FUND 4505 Interest on Idle Cash 200 - - - - 4922/4852 ContracUSale Services 63,430 83,036 81,918 70,000 70,000 Total Cable TV Fund $ 63,630 $ 83,036 $ 81,918 $ 70,000 $ 70,000 108 ASSET FORFEITURE FUND 4505 Interest on Idle Cash - 4,214 8,968 5,500 8,000 4672 Asset Forfeiture Federal DOJ 1,592 144,268 273,377 100,000 100,000 4927 Asset Forfeiture 124,342 102,501 119,252 125,000 125,000 Total Asset Forfeiture Fund $ 125,934 $ 250,983 $ 401,597 $ 230,500 $ 233,000 118 DRUG/GANG FUND 4505 Interest on Idle Cash 7,793 6,812 6,566 7,000 4,000 4929 Asset Forfeiture-Drug/Gang 19,471 17,641 19,547 18,000 18,000 Total Drug/Gang Fund . $ 27,264 $ 24,453 $ 26,113 $ 25,000 $. ..,'22.000. 111 TRANSPORTATION FUND 4505 Interest on Idle Cash 1,390 1,697 3,056 3,000 2,000 4626 Rideshare Reimbursement 246,983 245,042 246,936 245,000 245,000 4906 Water Department 5,000 5,000 5,100 5,100 5,200 Total Transportation Fund $ 253,373 $ 251,739 $ 255,092 $ 253,100 $ 252,200 124 ANIMAL CONTROL FUND 4320 Animal License 332,392 357,328 380,559 457,200 320,000 4352 Misc. License & Permits 3,255 2,380 2,755 2,500 1,000 4410 General Fines 28,443 39,422 36,759 39,000 30,000 4430 Animal License Penallv 32,460 42,120 47,770 42,200 42,200 4756 Animal Adootion Fee 60,389 58,224 56,968 58,000 50,000 4757 Contractee Shelter Fee 717,669 718,285 766,230 758,500 758,500 4759 Aoorehension Fee 41,676 50,983 44,541 45,000 40,000 4760 Board Fee 20,311 34,212 31,894 32,000 20,000 4761 Field Service Fee 1,402 1,802 410 1,000 500 4763 Owner Release Fee 39,848 31,026 22,752 25,000 25,000 4764 Vaccination Fee 21,310 20,570 20,512 21,000 18,000 4765 Microchip Identification - - - 94,000 25,000 4901 Miscellaneous Receipts 25,126 5,174 4,099 4,500 1,000 Total Animal Control Fund $ 1,324,281 $ 1,361,526 $ 1,415,249 $ 1,579,900 $ 1.331;200' CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL ..A~JJJ~~ ~~IJD.GET.~ ~1!;k:VREST ~ ...~.."",..".~ ." '-.'. DESCRIPTION 2005-06 2006-07 2007-08: >i20d8~09- . . ~'2008-09 135 AB 2928 TRAFFIC CONGESTION 4505 Interest on Idle Cash 2,996 62,980 43,243 40,000 10,000 4635 Traffic Conoestion Relief 893,324 1,445,425 - 1,435,900 1,435,900 4903 Refunds & Rebates - - 21,220 - - Total AB 2928 Traffic Congestion $ 896,320 $ 1,508,405 $ 64,463 $ 1,475,900 $ 1,445,900 126 SPECIAL GAS TAX FUND 4505 Interest on Idle Cash 39,031 27,654 17,870 25,000 25,000 4610 State Aid-2106 779,186 788,619 751,321 750,000 700,000 4611 State Aid-21 07 1,627,047 1,638,717 1,620,600 1,620,000 1,550,000 4612 State Aid-2107.5 10,000 10,000 10,000 10,000 10,000 4614 Prop 111-Hiohwav Users Tax 1,219,928 1,225,874 1,211,055 1,200,000 1,150,000 4658 Fed Aid - Street Construction - - - - - 4670 EDA Reimbursement - 50,000 - - - 4945 Reimbursement - 267,447 - 246,700 246,700 Total Gas Tax Fund $ 3,675,192 $ 4,008,311 $ 3,610,646 $ 3,851,700 $ 3,681,700 527 INTEGRATED WASTE MGMT 4505 Interest on Idle Cash 31,261 49,967 58,284 50,000 25,000 4830 Commercial Rubbish 86,152 77,617 72,425 80,000 70,000 4831 Commercial Bin Rent 130,448 100,884 93,581 100,000 50,000 4832 Commercial Bin Service 9,241,858 9,626,224 9,803,805 9,800,000 9,700,000 4833 Commercial Soecial 1,124,666 1,460,411 1,607,712 1,650,000 1,070,000 4837 Automated Commercial Rubbish - - - - - 4840 Residential Water Billed 8,622,065 8,865,093 8,856,698 8,800,000 8,850,000 4841 Residential "B" Accounts 1 ,087,208 1,144,970 1,155,599 1,155,000 1,150,000 4843 Dino Bin Service 2,437,484 2,555,032 2,531,429 2,555,000 2,700,000 4844 Commercial Penalties 18,764 20,788 21,410 23,000 20,000 4845 Residential Penalties 2,431 1,999 2,056 2,000 2,000 4846 Recycling Receipts - 174,459 185,524 190,000 190,000 4901 Miscellaneous Other Revenue 997,361 236,471 737,752 830,000 830,000 4923 Sale Salvage Mater - - 82,370 - 30,000 Total Integrated Waste Mgmt $ 23,779,698 $ 24,313,915 $ 25,208,645 $ 25,235,000 $ 24,687,000 128 TRAFFIC SAFETY FUND 4440 CVC Fine 744,964 1,005,419 1,409,440 1 ,400,000 1,400,000 4441 Nester Red Lights 493,466 837,798 887,491 2,376,700 910,000 Total Traffic Safety Fund $ 1,238,430 $ 1,843,217 $ 2,296,931 $ 3,776,700 $ 2,310,000 129 1/2 CENT SALES /ROAD TAX FUND 4505 Interest on Idle Cash 63,392 181,759 180,145 130,000 130,000 46131/2 Cent Sales Tax 3,219,945 3,188,524 3,077.896 3,000,000 3,200,000 4630 State Aid - Street Construction - - 197,137 - - 4658 Fed Aid - Street Construction - - - - - 4670 EDA Reimbursement - - - 1,087,800 1,087,800 4945 Construction Reimbursement 200,000 59,814 - 200,000 200,000 Total 1/2 Cent Sales Tax $ 3,483,337 $ 3,430,097 $ 3,455,178 $ 4,417,800 $ 4,617,800 132 SEWER LINE MAINTENANCE 4505 Interest on Idle Cash 140,582 154,626 209,892 160,000 160,000 4820 Sewer Line Maint 3,024,273 3,093,150 3,053,718 3,100,000 3,150,000 Total Sewer Line Maintenance $ 3,164,855 $ 3,247,776 $ 3,263,610 $ 3,260,000 $ 3.310;000' CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL, ACWf\L; ",J}!A~~I! M,1R~ YR EST DESCRIPTION 2005-06 2006-07 2007~08' , "2008-09 " 2008-09 133 BASEBALL STADIUM 4505 Interest on Idle Cash - - 4,691 - - 4520 Land/Buildino Rental 500 1,004 - - - 4901 Baseball Team Lease Agreement 143,562 ,204,147 81,453 33,600 33,600 Total Baseball Stadium $ 144,062 $ 205,151 $ 86,144 $ 33,600 $ 33,600 134 Soccer Complex 4505 Interest on Idle Cash 4,124 5,804 8,135 5,000 5,000 4520 Land & Buildino Rental 176,668 72,700 103,928 70,000 70,000 4528 Sponsorshios - - - - - 4530 Rental Fee - Parkino - 200,041 240,766 230,000 175,000 4861 Prooram & Facilitv User Fee 125,525 55,391 67,696 65,000 60,000 4862 Park Energy Fee - 1,320 4,287 2,300 - Total Soccer Complex Fund $ 306,317 $ 335,256 $ 424,812 $ 372,300 $ 310,000 137 CFD 1033 Fire Station M& 0 4013 CFD 1033 Soecial Tax - 40,700 66,655 556,200 556,200 4505 Interest on Idle Cash - - 13,442 15,000 10,000 Total CFD 1033 Fire Station $ - $ 40,700 $ 80,097 $ 571,200 $ . 566,200 240 INFRASTRUCTURE BANK LOAN FD 6453 Loan Proceeds - 5,450,237 - 4,549,800 4,549,800 4505 Interest on Idle Cash - - - - - Total CFD 1033 Fire Station $ - $ 5,450,237 $ - $ 4,549,800 $ 4,549,800 242 STREET CONSTRUCTION FUND , 4903 Misc Receicts/Refunds/Rebates - 11,350 4,813 2,898,300 2,898,300 4630 State Aid-Street Constr. 232,200 240,719 204,638 2,768,900 2,768,900 4658 Federal Aid-FAU 206,325 397,187 867,957 17,384,500 17,384,500 4670 EDA Reimbursement - - - 1,000,000 1,000,000 4945 Construction Reimbursement 28,458 - 432,677 4,424,900 4,424,900 Total Street Constr. Fund $ 466,983 $ 849,256 $ 1,510,085 $ 28,476,600 $ 28,476,600 243 PARK CONSTRUCTION FUND 4505 Interest on Idle Cash 50,865 47,154 26,207 20,000 20,000 4620 State Aid Park Dev - 340,901 50,145 2,144,700 2,144,700 4732 Park Develooment Fee 668,681 120,129 70 - - 4651 Construction Project Reimb, - 950,000 - - - Total Park Construction Fund $ 719,546 $ 1,458,184 $ 76,422 $ 2,164,700 $ 2,164,700 244 CEMETERY CONSTRUCTION FUND 4505 Interest on Idle Cash 1,179 1,325 1,675 1,600 1,200 4778 Sale Cemetery Plots 3,218 3,744 3,743 3,700 1,000 Total Cemetery Constr. Fund $ 4,397 $ 5,069 $ 5,418 $ 5,300 $ "2,200 245 SEWER LINE CONSTRUCTION FUND 4505 Interest on Idle Cash 65,873 199,090 247,367 150,000 100,000 4651 Construction Reimbursement - - - - - 4821 Sewer Lateral Fee 3,252 195 - - - 4822 Sewer Connection Fee 1,382,187 825,779 378,884 250,000 80,000 Total Sewer Line Constr. Fund $ 1,451,312 $ 1,025,064 $ 626,251 $ 400,000 $, .180;000. CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL AC"BJAL. BUDGET M.ID-YREST "",,:,. . DESCRIPTION 2005-06 2006-07 2007-08 2008-09 -.-. 2008-09 246 PUBLIC IMPROVEMENT FUND 4505 Interest on Idle Cash 83,861 241,362 161,335 125,000 75,000 4902 Contributions - - - - - 4945 Reimburse Street Construction - 398,191 - - - Total Public Improvement Fund $ 83,861 $ 639,553 $ 161,335 $ 125,000 $ 75,000 247 CULTURAL DEVELOP FUND 4335 Cultural Devel. Constr. Fee 549,379 999,211 610,202 400,000 300,000 4505 Interest on Idle Cash 9,716 31,054 48,352 50,000 30,000 Total Cultural Devel Const Fund $ 559,095 $ 1,030,265 $ 658,554 $ 450,000 $ 330,000 248 STORM DRAIN CONSTR FUND 4505 I nterest on Idle Cash 72,475 99,737 277,287 100,000 100,000 4651 Construction Reimbursement 436,629 33,162 - - - 4658 Fed Aid - Street Construction - - - - - 4818 Storm Drain Fee 1,716,031 1,639,518 2,316,118 1,800,000 500,000 Total Storm Drain Constr. Fund $ 2,225,135 $ 1,772,417 $ 2,593,405 $ 1,900,000 $ 600,000 250 TRAFFIC SYSTEMS CONSTR FUND 4505 Interest on Idle Cash 38,047 13,385 - - - 4630 State Aid - Street Construction 129 108,000 74,545 75,000 25,000 4658 Fed/State Aid-Street Construction - 83,968 - - - 4670 EDA Reimbursement - - - - - 4803 Traffic Svstem Fees 828,561 152,152 - - - 4945 Reimburse St Constr 109,800 - - - - Total Traffic Systems Fund $ 976,537 $ 357,505 $ 74,545 $ 75,000 $ 25,000 257 CITY WIDE AD 994 4057 AD 994 28,220 8,418 - - - Total City Wide AD 994 . . . $ 28,220 $ 8,418 $ . - $ . - $ "';'~-I,,!,:-,! 258 PROP 1 B FUND 4505 Interest on Idle Cash - - 99,565 100,000 100,000 4628 Prop 1 B 3,297,446 3,545,800 3,545,800 4670 EDA Reimbursement - - - 500,000 500,000 Total Prop 1B Fund $ - $ - $ 3,397,011 $ 4,145,800 $ 4,145,800 261 DIF LAW ENFORCEMENT FUND 4505 Interest on Idle Cash 957 4,512 2,074 2,000 2,000 4824 Development Impact Fees 73,704 205,444 97,644 100,000 100,000 Total DIF law Enforcement Fund $ 74,661 $ 209,956 $ 99,718 $ 102,000 $ 102,000 262 DIF FIRE SUPRESSION/MEDICAl 4505 Interest on Idle Cash 968 7,307 12,469 5,000 5,000 4824 Development Impact Fees 74,600 205,741 92,796 100,000 100,000 Total DIF Fire Supression/Medical $ . 75,568 $ 213,048 $ 105,265 $ 105,000 $ '105,000 263 DIF lOCAL REGIONAL CIRCULATON 4505 Interest on Idle Cash 806 10,019 25,664 20,000 12,000 4824 Development Impact Fees 62,168 345,071 408,782 325,000 100,000 Total DIF local Regional Circulation $ 62,974 $ 355,090 $ 434,446 $ 345,000 .$'","~;.,112\OOO CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL ACJW~.L.) ~,~VQ~~:(.~, Mlp-YR.E&T DESCRIPTION 2005-06 2006-07 2007~08" ,1'7: 2008-09' !:;'i008-09 . , 264 DIF REGIONAL CIRCULATION 4505 Interest on Idle Cash 7,625 72,114 333,418 200,000 200,000 4824 Development Impact Fees 587,535 2,143,658 3,752,399 1,000,000 1,000,000 Total DIF Regional Circulation $ 595,160 $ 2,215,772 $ 4,085,817 $ 1,200,000 $. 1;200,000 265 DIF LIBRARY FACILITIES 4505 Interest on Idle Cash 49 999 1,744 1,000 1,000 4824 Development Impact Fees 3,738 38,832 57,826 30,000 30,000 Total DIF Librarv Facilities $ 3,787 $ 39,831 $ 59,570 $ 31,000 $ 31,000 266 DIF PUBLIC USE FACILITIES 4505 Interest on Idle Cash 61 1,294 4,569 5,000 5,000 4824 Development Impact Fees 4,690 51,250 85,510 35,000 35,000 Total DIF Public Use Facilities $ 4,751 $ 52,544 $ 90,079 $ 40,000 $ 40,000 267 DIF AQUATICS FACILITIES 4505 Interest on Idle Cash 25 511 1,680 500 500 4824 Development Impact Fees 1,911 19,853 29,822 15,000 15,000 Total DIF Aquatics Facilities $ 1,936 $ 20,364 $ 31,502 $ 15,500 $ 15,500 268 DIF AB 1600 PARKLAND 4505 Interest on Idle Cash 304 9,529 29,122 30,000 30,000 4824 Development Impact Fees 23,408 388,380 723,632 350,000 350,000 Total DIF AB 1600 Parkland $ 23,712 $ 397,909 $ 752,754 $ 380,000 $ 380,000 269 DIF QUIMBY ACT PARKLAND 4505 Interest on Idle Cash 152 1,327 2,888 5,000 5,000 4824 Development Impact Fees 11,704 52,668 20,064 20,000 20,000 Total DIF Quimby Act Parkland $ 11,856 $ 53,995 $ 22,952 $ 25,000 $ .",,25,000 621 CENTRAL SERVICES FUND 4897 Interdepartmental 253,085 256,783 221,253 200,000 185,000 Total Central Services Fund $ 253,085 $ 256,783 $ 221,253 $ 200,000 $.. 0185,000 629 LIABILITY INSURANCE FUND 4505 Interest on Idle Cash 79,311 85,619 108,984 50,000 50,000 4897 Interdepartmental Receipts 3,472,200 3,203,100 3,244,500 3,082,400 3,082,400 4924 Damage Claim Recovery - - - - - Total Liability Insurance Fund $ 3,551,511 $ 3,288,719 $ 3,353,484 $ 3,132,400 $ 3,132,400 630 TELEPHONE SUPPORT FUND 4541 Telephone Commission 1,812 1,093 - - - 4893 Water Depl. Receipts 126,929 130,195 131,688 120,000 120,000 4670 Economic Develooment Aaencv 119 8,167 3,499 - - 4897 Interdepartmental Receipts 733,763 802,261 752,498 523,000 523,000 4903 Refunds and Rebates/Misc. Receipts 6,902 12,680 18,227 9,600 9,600 Total Telephone Support Fund $ 869,525 $ 954,396 $ 905,912 $ 652,600 $. .;652,600 CITY OF SAN BERNARDINO SPECIAL REVENUE FUNDS FISCAL YEAR 2008 - 2009 ACTUAL ACTUAL ACTU~~ " "Iill,JDGET M!D~)'R J;:ST DESCRIPTION 2005-06 2006-07 2007-08 .. 2008c09 . 2008-09 . 631 UTILITY FUND 4897 Interdepartmental Receipts 4,022,653 4,293,139 3,974,360 3,762,300 3,762,300 4944 LED Retrofit Reimbursement 110,000 - - - - 4901 Misc Receipts/Refunds & Rebates 1,605 - - - - Total Utility Fund $ 4,134,258 $ 4,293,139 $ 3,974,360 $ 3,762,300 $ 3,762,300 635 FLEET SERVICES FUND 4506 Interest - - - - - 4670 EDA/Water Reimbursement 10,649 9,562 12,479 15,800 15,000 4896 Replacement Contribution 142,400 - - - - 4897 Interdepartmental Receipts 6,178,158 6,825,770 9,637,571 7,783,200 7,783,200 4901/22 Misc, Other Receipts 17,372 15,160 61,161 9,500 10,300 Total Fleet Services Fund $ 6,348,579 $ 6,850,492 $ 9,711,211 $ 7,808,500 $ 7,808,500 678 WORKERS' COMPENSATION FUND 4897 Interdepartmental Receipts 3,708,340 3,477,901 3,593,010 3,420,400 3,420,400 4901 Misc Receipts - 15 16,850 - - 4906 Water Department 222,253 339,757 322,656 350,000 350,000 Total Workers' Compensation Fd $ 3,930,593 $ 3,817,673 $ 3,932,516 $ 3,770,400 $ 3,770,400 679 INFORMATION TECHNOLOGY . 4670 EDA Reimbursement 356 2,203 - - - 4673 Water 433,873 510,499 668,306 710,700 710,700 4897 Interdepartmental Receipts 3,808,200 4,000,200 3,776,200 3,530,600 3,530,600 4901 Miscellaneous Receipts 142,329 12,579 10,651 394,700 394,700 Total Information Technology $ 4,384,758 $ 4,525,481 $ 4,455,157 $ 4,636,000 $, ,".' 4,636.000 IGRAND TOTAL 1$69,845,7951 $ 81,221,5341 $ 82,425,227 ( $ 113,995,600 I $ 109,568,2001 CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 200S-2009 TRANSFERS - IN VARIANCE FY 200S-09 FY 200S-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) TO GENERAL FUND: 'From Special Gas Tax For- 3,590,000 3,590,000 0 Street Maintenance-$2,420,000 Street Lighting - $1,170,000 'From Traffic Safety For - 3,776,700 2,310,000 (1,466,700) Police Costs - $1 ,400,000 Nester Red Lights - $2,376,700 'From 1/2 Cent Sales & Road Tax For- 250,000 250,000 0 Administration - 'From Cultural Development Fund For- 357,000 357,000 0 Fine Arts/Civic & Promotional Costs 'From Traffic Systems Constructions For- 60,000 60,000 0 Administration 'From Storm Drain Construction For - 132,700 132,700 0 Administration 'From Refuse Fund For- 2,682,300 2,682,300 0 Administration $1,910,200 Street Repair 50,000 Lease City Yards 600,000 Lease City Hall 55,200 NPDES Coord. Posit. 66,600 'From Sewer Line Construction For- 225,000 225,000 0 Administration 'From Sewer Line Maintenance Fund For - 250,000 250,000 0 Administration 'From Fire Equipment Fund For - 425,000 425,000 0 San Mauel Funds for Fire Dept. costs 'From CFD 1033-Fire Station Fund For- 556,200 556,200 0 Maintenance & Operation Costs 'From Transportation Fund For- 140,000 140,000 0 Traffic Engineering Costs $80,000 MaintlFuel for Alt. Fuel Veh $60,000 Crossing Guards $0 TOTAL GENERAL FUND $12,444,900 $10,978,200 (1,466,700) CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - IN VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) TO ANIMAL CONTROL FUND: 'From General Fund For - 393,500 609,200 215,700 Operating Costs TO CATV FUND: 'From General Fund For- 564,200 596,900 32,700 Operating Costs TO LIBRARY FUND: 'From General Fund For - 2,815,500 2,747,900 (67,600) Operating Costs TO WORKERS COMPENSATION FUND: 'From General Fund For- 0 0 0 Operating Costs TO REFUSE: 'From General Fund For - 387,600 387,600 0 Street Sweeping - $65,000 Graffiti Program - $322,600 TO CENTRAL SERVICES FUND: 'From General Fund For- 94,300 87,200 (7,100) Operating Costs TO BASEBALL STADIUM: 'From General Fund For- 0 0 0 Operating Costs TO LIABILITY FUND: 'From General Fund For - 400,000 400,000 0 Operating Costs TO FIRE DEV IMPACT FEE FUND: 'From Verdemont Infrastructure Fund For- 769,000 769,000 0 Verdemont Fire Station Debt payment TO SEWER LINE MAINT FUND: 'From Information Technology Fund For- 78,000 78,000 0 Loan Repayment TO FLEET FUND: 'From General Fund For - 426,500 426,500 0 Vehicle Replacement Costs - $300,000 Repayment of Operating Costs - $126,5,0 TOTAL OTHER FUNDS I $5,928,600 $6,102,300 173,700 IGRAND TOTAL TRANSFERS-IN 1$18,373,5001$17,080,500 I (1,293,000)1 CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - OUT VARIANCE FY 2008-09 FY 2008-09 FAVORABLEI BUDGET MIDYR EST (UNFAVORABLE) FROM GENERAL FUND: *To Animal Control Fund For- $393,500 609,200 (215,700) Operating Costs *To Library Fund For- 2,815,500 2,747,900 67,600 Operating Costs *To CATV For- 564,200 596,900 (32,700) Operating Costs *To Baseball Fund For- 0 0 0 Operating Costs *To Central Services Fund For- 94,300 87,200 7,100 Operating Costs *To Refuse Fund For- 387,600 387,600 0 Street Sweeping - $65,000 Graffiti Program - $322,600 *To Fleet Fund For- 426,500 426,500 0 Vehicle Replacement Costs - $300,000 Repayment of Operating cost - $126,500 *To Liability Fund For- 400,000 400,000 0 Operating Costs *To Workers Compensation Fund For- 0 0 0 Operating Costs TOTAL GENERAL FUND $5,081,600 $5,255,300 {173,700)1 FROM TRAFFIC SAFETY: *To General Fund For- 3,776,700 2,310,000 1,466,700 Police Costs FROM SPECIAL GAS TAX: *To General Fund For - 3,590,000 3,590,000 0 Street Main!. Costs-$2,420,000 Street Lighting Costs-$1, 170,000 FROM 1/2 CENT SALES/ROAD TAX: *To General Fund For- 250,000 250,000 0 Administration FROM CULTURAL DEVELOPMENT *To General Fund For- 357,000 357,000 0 Fine Arts & Civic Promotional Costs FROM TRAFFIC SYSTEM CONSTR *To General Fund For- 60,000 60,000 0 Administration of Fund CITY OF SAN BERNARDINO DETAIL OF INTERFUND TRANSACTIONS FISCAL YEAR 2008-2009 TRANSFERS - OUT VARIANCE FY 2008-09 FY 2008-09 FAVORABLE! BUDGET MIDYR EST (UNFAVORABLE) FROM STORM DRAIN FUND 'To General Fund For- 132,700 132,700 0 Administration of Fund FROM REFUSE FUND 'To General Fund For- 2,682,300 2,682,300 0 Administration $1,910,500 Street Repairs $50,000 Lease City Yards $600,000 Lease City Hall $55,200 NPDES Coord, Position $66,600 FROM SEWER LINE CONSTR FD 'To General Fund For- 225,000 225,000 0 Administration FROM SEWER LINE MAINT FUND 'To General Fund For- 250,000 250,000 0 Administration FROM INFORMATION TECHNOLOGY FUND 'To Sewer Line Maint Fund For- 78,000 78,000 0 Loan Repayment FROM VERDEMONT INFRASTRUCTURE FUND 'To Fire Dev Impact Fee Fund For- 769,000 769,000 0 Loan Repayment FROM CFD 1033-FIRE STATION FUND 'To General Fund For- 556,200 556,200 0 Maintenance & Operation Costs FROM FIRE EQUIPMENT FUND 'To General Fund For- 425,000 425,000 0 San Manuel funds for Fire Dept Costs FROM TRANSPORTATION FUND 'To General Fund For- 140,000 140,000 0 Traffic Engineering Costs $80,000 Maint/Fuel for All. Fuel Veh $60,000 Crossing Guards $0 TOTAL OTHER FUNDS $13,291,900 $11,825,200 1 ,466,700 IGRAND TOTAL TRANSFERS-OUT 1$18,373,500 l $17,080,500 I 1,293,000 l Attachment B City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Mark Weinberg, City Manager From: Michael A. Billdt, Chief of Police DRAFT Subject: Budget Reduction Scenarios - Revised Alternatives 1 & 2 Date: February 11,2009 Copies: At the February 2, 2009, City Council meeting, a budget reduction strategy was presented to the Mayor and Council members that addressed the $9 million budget shortfall for FY 2008/09 and projected shortfalls through June 2010. Reductions for the Police Department included two scenarios requiring either the elimination of 29 sworn and 7 non-sworn positions or 49 sworn and 15 non-sworn positions. These reductions are in addition to another 3 Sergeant and 3 Detective positions that were unfunded and 22 non-sworn positions that were eliminated during the FY 08/09-budget process. On February 5, 2009, the Police Executive Staff met with Police Officers Association President Rich Lawhead, Vice President Travis Walker, and POA member Steve Filson to discuss methods to mitigate the impact of the proposed reductions in sworn and nonsworn police personnel. After a productive and collaborative five-hour meeting, several strategies were identified in order to mitigate the need for layoffs for both the sworn and nonsworn members of the Department. POA President Rich Lawhead represented that should we be able to mitigate the need for layoffs, he would seek to have his membership approve 10% concessions. On February 10,2009, the San Bernardino Police Officers Association met and voted not to approve the 10% concessions. My staff has continued working on identifying potential budget strategies and savings which will reduce or eliminate the necessity to implement police layoffs and reductions in rank. Moreover, these efforts have identified new projected budget savings totaling $574,544 in FY 08/09 and $2,783,532 in FY 09/10 which were not included in initial scenarios. The amounts will reduce the number of sworn and nonsworn layoffs and reductions in rank in both scenarios. These new savings consist of: . Additional savings in non Personnel Services accounts totaling $342,985 in FY 08/09 (above Mid-Year projections) and $865,700 in FY 09/1 O. . $39,500 (5%) in budgeted overtime savings in FY 08/09. THE SBPD IS COMMITTED TO PROVIDING; PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING . Additional salary savings via attrition and by keeping currently vacant sworn positions unfilled through June 30, 2009, with budget savings totaling $231,559 in FY 08/09 and $1,917,832 in FY 09/10. 1t is my understanding that negotiations continue with the Police Officers Association and that a potential exists whereby 10% savings can be achieved. Given this potential for additional budget savings, I am proposing that Budget Reductions - Alternative Scenario 2 replace the two police proposals presented to the Mayor and City Council on February 2, 2009. Should a 10% savings be achieved through negotiations with the Police Officers Association, the need for sworn and non-sworn police layoffs and reductions in rank will be eliminated. Through attrition we will hold a total 16 sworn positions (2 Sergeants, 3 Detectives and 11 Police Officers) vacant through June 30, 2010. The changes contained in Alternative Scenario 2 consist of the following: Modify Jail Schedule and Staffing - Our San Bernardino Police Department Jail has been temporarily non-operational since July 22, 2008. There is a pending RFCA, which would renew our contract with Paramount Protection services for contract jailers. I am recommending this item be pulled entirely and that we use full-time police employees to staff the jail four nights a week (Thursday through Sunday) during swing shift hours (5:00 p.m. to 3:00 a.m.). This action would result in staffing consisting of a police officer or reserve police officer serving as jailer and a Community Service Officer working in the jail pod handling paperwork and administrative duties. This proposal keeps the jail open during peak calls for service times and would prevent our jail from permanently closing. As I have previously discussed, if we sought to reopen the San Bernardino Police Department Jail after its permanent closure the City would be subject to current Bureau of Prison regulations and potential major expenditures for retrofitting the facility. This approach would further allow us to revisit the need for 24-hour-a-day jail operations should the State eliminate booking fee subventions to counties, forcing the City to renew payments for booking fees. We will realize $131,185 in savings in FY 2008/09 (above Mid-Year projections) and $373,800 in FY 09/1 O. Transfer Seized Monies to the General Fund - The Police Department confiscates monies believed to be stolen or derived from illegal enterprises by defendants. After court adjudication, these funds are either returned to defendants under a court order or are transferred to the City's General Fund. We currently have approximately $75,000 in adjudicated monies and monies that will be adjudicated in the near future. These monies can be transferred into the General Fund. In the remote chance that a claim is made and granted, payment of that disbursement must occur from the General Fund. Reduction in the Purchase of Marked Police Units - By extending mileage, we can reduce the purchase of marked police units in FY 09/10 by 10 vehicles. Over a three year lease/purchase plan, this will generate savings of approximately $48,900 in FY 09/10 and $98,700 each year in FY 10/11 and FY 11/12. Budget Line Item Reductions for FY 2008/09 - During Mid-Year Budget Review, we projected total savings of $1,256,282 in all General Fund budget categories, not including Personnel Services. My staff has reviewed each line item account and determined an additional $97,300 can be saved by eliminating all but emergency and necessary purchases. Reduction in Line Items for FY 2009/10 - My Staff proposes that we reduce non-Personnel Services line item accounts by $434,000 in FY 09/10. These reductions are in addition to those previously proposed. Reduction in Overtime Expenditures for FY 08/09 - Our overtime expenditures have dropped since the reorganization. At our current rate of overtime usage, year-end overtime costs are projected to be $2,674,500, which is $245,500 below budget. I am confident that we can save an additional 5% or $39,500 by the end of the fiscal year. Elimination of Non-Sworn Positions - The additional savings in Alternative Scenario 2, coupled with a 10% contribution by the POA, eliminates the need to cut 7 non-sworn positions. 6 of these positions are currently filled and would have caused layoffs and potential bump backs. 22 non-sworn positions were previously cut during FY 08/09 budget deliberations. Measure Z vacancies - This proposal will be keep the six remaining Measure Z police officer positions vacant for all ofFY 09/10. Current General Fund Vacancies - We currently have two General Fund police officer positions vacant. This proposal will keep these positions vacant for all of FY 09/1 O. Salary Savings from Attrition - We currently have 9 sworn positions (2 Lieutenants, 3 Sergeants, 1 Detective and 3 Police Officer) slated for separations before the end of FY 08/09. In Alternative Scenario 2, I plan on leaving 2 Sergeant, 3 Detectives and 4 Police Officer positions vacant for the remainder of FY 08/09 and all of FY 09/10. Budget savings of $231,559 in FY 08/09 and $1,172,632 in FY 09/1 0 will be realized. Elimination of Sworn Positions - The additional savings in Alternative Scenario 2, coupled with alO% contribution by the POA, eliminates the need to cut 29 sworn positions (4 Sergeant, 5 Detectives and 20 Police Officers) with layoffs effective April 1, 2009. The elimination of sworn positions would have caused reductions in rank of 4 Sergeants and 9 Detectives and the layoff of 29 Police Officers. Previously, 3 Sergeant and 3 Detective positions were unfunded and held vacant during the FY 08/09 budget deliberations. Summary - In closing, the strategies outlined in Alternative 2 considers the potential for sworn police employees to make a 10% contribution and will generate total budget savings of $862, 195 in FY 08/09 and $4,388,179 in FY 09/10. All police layoffs and reductions in rank can be avoided if the 10% contribution is made and additional salary savings are generated via attrition. Via attrition a total of 16 police positions will be held vacant through June 30, 2010. Should there be an economic upturn in FY 09110 with an increase in revenues, the City Council can revisit the need to maintain vacancies and decide to fund all or part of them. N o ';: ell C o U rn o > :.;; t: ell 0 E+:i .Sl] <:5 c t/l 0 cO o ; E u 0 ::s :: "'Om ~ 0 .... 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I I I I i;; iL www~C) o 0 u m en tE!:E~(f)~ OOOro'- a> a> a> a ~ gggl-fIJ o 0 0 - a...a...o.. ! o I- -;:: '" ID >;- :2 :2 .!::: 0> .... ~ oi '" M ..f .... III 0> ~ N CD '" .... III 0> ~ N CD '" .... III 0> ~ N CD '" .... f/l CIl " .~ CIl en f/l Ol " .;; '" en - ell Ol '0 ::I m OJ - o I- Attachment C City of San Bernardino Interoffice Memorandum To: Lori Sassoon, Assistant City Manager From: Mat Fratus, Deputy Fire Chief Subject: Staffing Approach to Potential Layoffs Date: February 12,2009 CC: Michael Conrad, Fire Chief As we discussed, the prospect of a reduction in force in the fire department poses a potential for laying off more senior firefighters (P-I positions) in order to keep enough paramedic/firefighters (P-2 positions) to maintain current EMS service levels. Because P-I and P-2 are both entry-level positions, there are significant variances in seniority by rank versus total time with the department. Given the depth of the proposed cuts, this could result in the laying off of members with over 20 years of service while retaining some with less than one year. Fire administration and the firefighters union both agree that this is an undesirable situation that should be minimized as much as possible. Therefore, the fire department would like to use paramedic-licensed engineers (P-3 positions) to fill paramedic duties on a full-time basis in the event of layoffs. The purpose of this move would be to organize any layoffs of safety employees in such a way that the employees with the least seniority would be laid off first, regardless of being classified as a P-I or a P-2. The Firefighters' MOU currently provides for licensed P-3s to work as a paramedic for a specified premium pay (MOU Section Article III, Sec I-G). This pay is calculated as the difference between the established P-I and P-2 pay rates. Qualified P-3s who wish to take part in this program make the request through the fire chief, and once approved receive a minimum of 96 hours of the premium pay per month. Hour worked in addition to the 96 are compensated at the premium pay rate. The result of using this approach would be that up to eight junior P-2s could be laid off instead of more senior P-I s. However, we would retain the ability to keep our paramedic services at the same level we have today. If more than 16 positions are cut, we will have used all 12 of the paramedic P-3s. At that point, we may be forced to lay offP-1 s that are more senior to retained P-2s in order to maintain EMS service levels. The fiscal impact of using this configuration is an annual savings of approximately $44,000. This savings is a combined result of retaining more P-l s, which are paid less than P-2s, and the fact that the 12 paramedic P-3s already receive 96 hours of premium pay monthly as part of their MOU agreement. Should the city decide to accept the city manager's recommended budget strategy, the fire department will eliminate a total of 4 P-l positions, and 6 P-2 positions. We would then use paramedic P-3s to provide paramedic services on units that lose a P-2 position. This will result in two current P-2 employees being laid off. Should the city decide to accept the city manager's alternative strategy, the fire department would eliminate a total of 10 po] positions and ]2 P-2 positions. We would then use paramedic P-3s to provide paramedic services on units that lose P-] s. This will result in 8 current P-2 employees and 7 current P-] employees being laid off. I would also like to add that the configuration of using paramedic P-3s is not without difficulties. Therefore, it would be our desire to ultimately return our staffing configuration to make use of P- 2s to deliver paramedic care on a permanent basis. Under the current circumstances, however, we feel that this is the most palatable option. Please let me know if you have any questions. Attachment D Parks, Recreation & Community Services Department Inter-Office Memorandwn To: Lori Sassoon, Assistant City Manager From: Kevin L. Hawkins, Director Re: CID Proposal February 12, 2009 Date: Since the proposed budget reductions were announced, the Department has aggressively sought to mitigate the impact on the community and employees. As it relates to the Center for Individual Development (CID), the proposed reduction of staffing - CID Manager, Recreation Therapist and part time personnel would create a short term impact to service delivery. As a result the Department has worked with the Friends of the CID on the following solution: Use of the Friends of CID funds to pay for the remainder of the C.ID. City Park Recreation & Community Services Dept. staff. The $271,000 would last approximately 12 - 18 months. These funds would pay for the C.I.D. Recreation Therapist salary and benefits and for the 10 C.ID. part time staff. This would also allow the continuation of service delivery (without interruption) to an already underserved population group. With the retirement of the CID Manager, effective April 1 , 2009, the Department as part of an overall reorganization/consolidation will move the CID under a newly proposed Human Services Division, which will include Senior Services, Nutrition and Youth and Family services. This Division will be headed by Glenda Robinson, the Community Recreation Program Supervisor, which functionally separates the Recreation Division into Recreation and Cultural and Human Services into a stand alone section. This proposal will provided $271,000 savings to the General fund and will increase organizational/operational efficiency. Additionally, it will still allow for the pursuit of a capital campaign for long term funding of the CID as well as focused discussions with other funding partners. Attachment E Parks, Recreation & Community Services Department Inter-Office Memorandwn To: Lori Sassoon, Assistant City Manager From: Kevin Hawkins, Parks, Recreation and Community Services Director Re: LMD Proposal Date: February 12, 2009 The Park Maintenance services savings derived from the City Manager's proposal to Common Council on February 2"' meeting reflected a total general fund savings of $949,725, detailed in Table 1 below. Applying these reductions to the Park Maintenance division wouid result in significant service interruptions and related revenue decreases. More specifically, traditional facility reservations could not be serviced by maintenance workers to prepare and clean up a facility before and after use. Similarly, special requests and maintenance needs that are nonrecurring would be difficult to accomplish given the nature of the proposed substitute contract maintenance service. Table 1. Position # PMW I (flex) 2 PMW II 11 PMW III 8 Pks Lead Wrkr 3 Plumbers 2 Monthly sal+ben $3,654 $4,288 $4,719 $5,794 $5,601 Annual salary/benefits $43,844 $51,455 $56,628 $69,528 $67,212 Total annual $87,688 $566,005 $453,024 $208,584 $134,424 26 $1,449,725 Annual park maint. contract Net savings in personnel **Add'l est. M&O savings Total est savings -$650,000 $799,725 $150,000 $949,725 **$150,000 for M&O is on the high side There are approximately $736,480 of personnel services (PMW) that the Department would like to shift to the Landscape Maintenance Districts' (LMD) expense. Currently, there exists $930,226 of LMD contracts that would be terminated and absorbed by a shift of $736,480 in personnel services and $150,000 in non- personnel (Tabie 2 below). Relieving LMD contracts in these amounts would provide a balance of $43,746 in LMDs. A shift of expenses from General fund to LMDs wouid continue to maintain a savings as the balance of the Parks division (14) would be terminated or explored as part of contract services (estimated at $650,000). Table 2. personnel non-personnel Total LMD burden Total annual for class $275,820 $182,286 $146,440 $131,934 $736,480 $736,480 $150,000 $886,480 Position # PMW II 5 PMW III 3 Pks Lead Wrkr 2 Plumbers 2 Monthly salary/benefits $4,288 $4,719 $5,794 $5,601 Annual salary/benefits $51,455 $56,628 $69,528 $67,212 12 $43,746 LMD Balance The Park Maintenance savings realized In table 2 above would result in saving 12 park maintenance positions while still eliminating 14 of the original proposed. Total net savings to the general fund that results from shifting 12 full time equivalents to LMDs and eliminating 14 general fund full time positions would be $1,085,566 (M&O included). 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Q)C"OCc. c: co ffi rn E Q.)(ij......(ijO (!) .D. .~ .0 () '- Q) Q. !!2 .l'l .'2 1:: Q} '" ~ Q. ~ ~ t:: '" o E <l: oj "0 t:: '" '6 Q} ll:: "0 t:: <1l ,;; Q} ~ o t:: ~ ~ .'2" rn ii': '- Q Q} :0 .!!! .~ <1l - o t:: ~ ~ '" ~ o !::2 <0 ..... o '" <1l ~ t:: Q} E Q} ~ct ",LL -<l: .!!10 g", <1l~ .;:0 LL!::2 , <0 Q) () IE o en -~ Q) OJ "'''' co "'0 ::;;~ ~~ ON D;SfyJ-~ ~;;:rJ -#-~ Replacement Document CITY OF SAN BERNARDINO CITY MANAGER'S OFFICE INTEROFFICE MEMORANDUM ORIGINAL TO: Council member Wendy McCammack FROM: Mark F. Weinberg, Interim City Manage~ SUBJECT: Preliminary Analysis of Budget Conce DATE: February 19, 2009 COPIES: Mayor and Common Council; City Clerk; City Treasurer; City Attorney; Department Directors At the February 17 Council meeting, I received your memo to the Mayor and Council regarding possible ideas for addressing the FY 2008-09 budget gap. In the nearly 48 hours since receiving that document, we have reviewed these concepts and provide the following preliminary analysis. Many of the ideas outlined are in the conceptual stage. In general, while some of these ideas should certainly be explored further, this proposal does not provide cost savings or revenues that would cause me to revise my earlier recommendations. At this point, given the gravity of our financial situation, we must employ methods that are certain to result in either very near-term cost savings or revenue increases. Savings ideas or revenues that offer potential should be explored, but not in lieu of budget cuts or revenue increases that are immediately achievable. I would also add that in general, staff is unable to review or confirm the cost savings estimates that have been provided, as their basis for calculation is not included in the memo. Given the short time frame to prepare this analysis, I will not attempt to answer each and every point, but the following provides some feedback on the major points: . Code enforcement - Proposal reduces staffing levels by 3 officers. There will be some corresponding loss of revenues. We are assuming that remaining staff will make revenue generation a high priority, and that impacts will be minimal. . Fire - The memo references a plan presented by the Fire Union. We have committed to discussing these concepts further with Fire Management and Fire Union representatives, and some may have merit. Again, however, they are not in lieu of proposed reductions. #;1.. .;J -11-(JCf Replacement Document Additional workers' compensation injury case savings is possible, if and when a "return to duty" policy is implemented. This policy was recommended in the 2007 Organizational Review, and has been under discussion with Fire Union for several months. The additional revenues associated with billing for hazardous materials spills at traffic collisions was already factored into FY 08/09 budget, and was implemented by action taken by the Mayor and Council at the February 2, 2009 meeting. . Libraries - Use of Community Development Block Grant (CDBG) funds may be a viable option. This action would require reducing or eliminating public services grants to non- profit agencies. Up to 15% of CDBG allocation can be used for public services grants. Combining parks and library facilities may also be an innovative way to deliver services and achieve economies of scale. Given the City Charter's current structure, which provides oversight of the library system to the Library Board, a Charter amendment might be needed to provide the Mayor and Council with direct management oversight of library services. Alternatively, a joint management structure might be workable if the Library Board and the Mayor and Council were in agreement about how a joint management arrangement might work. Combining these services, though, would not necessarily result in "keeping all libraries open at current service hour levels", as professional library staff would still be required. Judy White, SBUSD, offered a proposal to keep the branch libraries open with the assistance of volunteers. While this will provide great savings, branch managers will still be needed to manage the volunteers. EDA has confirmed that this literacy program (specifically the funding of two branch managers) qualifies for CDBG funding. However, EDA must first determine how much, if any, 2009/10 unallocated funding is available for this program for the remainder of this FY. The total amount of CDBG funding allocated for 2009/10 was $3,503,520. Of that amount, $186,000 was allocated to public service providers. Another $144,000 of unallocated 07/08 funding was also awarded to public service projects for a total of $330,000. Please refer to Attachment 1 - Community Block Grant recommendations for 2009/10. Additionally, please note that the Stimulus Package includes additional CDBG funding which may further assist in the allocation of public service grants. EDA is currently studying the bill to determine how this will benefit the City of San Bernardino. Replacement Document . Police As a point of clarification, the "3% @ 50" retirement benefit was first extended to police employees during Mayor Valles' administration. The Police Safety Employees MOU covering the term January 1, 2003 - December 31, 2005 That MOU provided this benefit through PARS plan effective January 1, 2004. In 2006, the successor MOU provided that this benefit be continued through the regular PERS plan. As with the issue raised regarding the Fire Department, we share the concern and frustration regarding the time involved in settling workers' compensation cases. As you know, these employees continue to collect their full salary tax-free while the case is settled, under a provision in the state law known as "4850 time". State law further puts most of the control of this highly-regulated system into the hands of the employees and their treating doctors. Our staff in Workers' Compensation is diligent to work these cases through the system as quickly as we can, given these limitations in state law, while at the same time guarding against potential abuses of the system. With regard to the City Jail, on February 17 the Mayor and Council approved a proposal to reduce jail costs by $373,800 on an annual basis. That proposal is more fully described in Attachment B (green pages) of the City Manager's Budget Strategy dated February 12, 2009. The "golden handshake" program is primarily beneficial for reducing personnel while mitigating the human toll on the organization, but at a very significant near- term cost. In a less severe budget situation, we might recommend offering this program again as the City did in 2004. With regard to the Hummer vehicle that was mentionS'd on Tuesday evening, the Police Department has clarified that this vehicle is in storage (along with another truck) in Rancho Cucamonga until pending the outcome of disbursement proceedings. They have not been released for use by the San Bernardino Police Department due to federal errors in the processing of the forfeitures. Once these issues are settled, the vehicle will be sold to provide revenue to the General Fund. . Parks, Recreation, and Community Services Staff agrees that closure of Operation Phoenix centers should be considered along with all other options. As part of the action taken on Tuesday evening, the OP East center will be unstaffed, along with several other community centers. As noted above with regard to libraries, use of CDBG is an option but might impact funding for other local non-profit entities. Replacement Document Revenue Concepts With regard to the revenue-related suggestions, I offer the following: · State sales tax increase - does not impact local revenues. Current proposal is to increase state's sales tax rate, not local Bradley-Burns rate. · Proposed increase in VLF rate - does not appear to have any impact on local revenues. · Use of EDA tax increment funds - Funds can be used where a demonstrated benefit to project areas can be demonstrated. One option may be sale or assignment of Convention Center to EDA, which is currently being explored. However, this would provide one-time funds and should not be used to balance the current year budget; it should be viewed as a means by which our meager reserve can be replenished. · Unallocated CDBG could be used to fund parks and library programs, as noted above. · Red light camera revenues - Staff is not aware of any issue regarding "uncollected" red light camera revenues. The Finance Director's mid-year budget report notes that revenues estimates are revised because of timing issue related to installation of new RLC intersections, with corresponding contractual cost savings. · Use of special revenue funds - Special revenues and enterprise funds are segregated by law and cannot be used to fund General Fund operations beyond what is acceptable for administrative overhead and costs that can be properly justified. General Fund already assigns many allowable costs to special revenue and enterprise funds, such as the Refuse and Sewer funds. State law makes it very clear that fee payers, whether they be for sewer, water, or refuse services, can only be charged for the costs of providing the services related to those fees. Any suggestion that these funds can simply be "taken" from enterprise funds and used for General Fund purposes is simply wrong, and in clear violation of state law. The City Attorney's recent opinion notes that "temporary transfers" or "short term loans" are likely allowable under state law. While these may be allowable, they are certainly not advisable. I have repeatedly urged the Mayor and Council to avoid the temptation to consider these type of short-term, Enron-style accounting efforts that would avoid the real budget problem. · Sale of EDA-owned property "to replace revenues transferred from the Agency to the General Fund" - This could certainly be explored. The resulting Replacement Document revenues would be a benefit to the EDA, and would to not offset the General Fund problem. · Stimulus package- We are encouraged to hear some of the excellent programs that are funded in the new stimulus package, which was signed by President Obama on Tuesday. While the details are unfolding as we speak, the programs include additional CDBG allocation and competitive police hiring grants, along with some funds for transportation projects. Once they become available, and if we are a successful applicant for the competitive programs, stimulus funds may mitigate some of the impacts on services that we are currently experiencing. Thus far, none of the new programs could be used to fund current operational costs in lieu of budget cuts and/or layoffs. In the coming months, it will be a key priority of staff to aggressively pursue these new grant opportunities. Our federal lobbyists have been briefing us regularly, and we will keep the Mayor and Council apprised as information becomes available. · Sponsorship revenues - This should certainly be pursued. However, whether funds will actually materialize remains an open question. At the soccer complex, for example, our efforts to generate this revenue have thus far been unsuccessful. · Use of 20% set-aside funds - By state law these must be used to provide housing-related services to low and moderate income persons. Use of these housing funds will not provide direct general fund relief. · Borrowing against city-owned property - This is an unwise solution, for the same reasons noted above regarding borrowing from other funds. Borrowing our way out of a budget problem is poor public policy, and must be avoided at all costs. Furthermore, it is unclear that borrowing would even be possible in this current bond market. Staff has explored the issue briefly with Peter Shellenberger, our financial advisor from Public Financial Management. Mr. Shellenberger noted that our ability to issue bonds or certificates of participation at a reasonable cost would be highly questionable, given our lack of reserves and structural budget problem. Mark F. Weinberg ATIACHMENT I COMMUNITY DEVELOPMIlNT BLOCK GRANT ~D 09/1 D " New Proposal A. Public Serv;ce Pro rams/Adivlt" Name-CDCAC Reeommendations AmouDt Children and !llillltJi: rflcri " , . :"',,' , !,< ," ,'",; ,'i'" I. Central City Lulheran Mission $12,500 2. Olildren's Fund, Inc. $12,500 3. Gan~ Reduction Intervention TeamlUpward BOWld" $12,500 4. Home of Neil!hborlv Service, Inc. $12,500 5. Lorine's Learnine; Academv $12500 6, Proiect Life ImDact $12,500 7. Provisional Educational Services Inc." $12 500 8. St, John's Community Center $ 10,250 9, San Bernardino National Forest Association" $12500 10. Servants Heart Outreach" $ 10,250 II. Youlh Action Proiect, Inc' $10,250 12. Y oulh HOPe, Inc. $10,250 13. San Bernardino YMCA $10250 SeJilo....Servkes ':,.';",. i' " ' ,. 'U,;".....~;;"t';o1', , """'.', 14. I HilzhIand Senior Center I $ 10,250 Home~s ServieeS'\\Y.;\;,1i)l,,,.',, ,. ,. ,~' ,c" ,'; .', ',",,' .' ",.; , 15. Frazee Communitv Center $12,500 16. Marv's MercvCenter $12,500 ]1. I Oneration Grace, Inc. $10,250 lIealtb Services ' , . ..' . .".1~~f..~~~ . , . ]8. I AI-Shih COOic Inc, I $12,500 19. I Assistance LeulIe of San Bernardino I $12,500 Jol> tHnilliltllliilDiIl~ Services ,f : , "." ":.F~': -',;.:~;;:::L',::':,PT.-,~'- .,. 20. I Asian-American Resource Center I $10,250 .,Co'i.islCounselb1l1. Stii'V!c:es , , ~.- -". 21. Inland AIDS Proiect" $12.500 22. Mirac]es In Recoverv $12.500 23. New House Inc. $12.500 24. ODtion House, Inc. $12500 25. San Bernardino Sexual Assault Services $12,500 26. Time for Change Foundation $12,500 'General P..I>lie.serYI~: ,.,: "" :~ ,;,: ' " ..;C".. '." ,,' ,co'. " .,.!,i,,;J 27. I Le~a1 Aid Society of San Bernardino I $12,500 28. I Westside Brighter Vision Foundation" S 10,250 SUB-TOTAL $3Z9,7SO B. l. 2. 3. Amouot $2 50 300 $534 00 SUB-TOTAL $20,000 $50,000 $53,000 $410,000 $3,317,500 4. 5. TOTAL 53,647,Z50 P:\AaenciaS\AgencIa Atlachrnents\Ex1b11s\2DCJe\04..21.QB C08G AIoc::IdiOl"l$ FYO~.cIoc CITy'rif"'s;fJO'" c. .~r iPO~ :2-1"1-0"1 09FEB 19 PN~: 52 The city's budget problems should be over, but unfortunately they're not. The reason is simple: even though we brought a package of concessions to the city to balance the budget, our city's leaders continue their string of broken promises and flat out refused to hold accountable those responsible for the continued mismanagement of the department. As we have done on countless occasions, the San Bernardino Police Officers Association, based on feedback from our members, presented options to help the city to close its budget gap. Even as some of our city's elected leaders tried to portray the men and women ofthe police department as unwilling to cooperate with the budget balancing efforts and take our "fair share" of the pain, we continued to offer concessions to help solve the city's budget crisis. Yesterday, we presented a package of concessions totaling $3.3 million a year, which would allow the city to balance its budget. On behalf of the Police Department's rank and file members, we offered to give up significant portions of our previously agreed - upon benefits package, including parts of our health care and vacation allowances, to help the city in this time of need, The city required $3.3 million dollars from San Bernardino's sworn officers in order to balance its budget. We delivered that amount. However, the City Manager rejected our proposal and instead will recommend to the City Council at Thursday's special meeting that they authorize the City Manager to initiate furloughs of officers, even though the City Attorney has stated that this action would violate the City Charter and most likely bring litigation against the city. Why would the city open itself up to costly legal action instead of accepting concessions to balance the budget? Because the Association asked that the city stand by its word and remove Chief Billdt and his management team from their positions of power so that they can no longer mismanage the department. After a September 2008 vote of no confidence by the Association's members, we were told that the Chief would leave the department by March 2008. Mayor Pat Morris and the city broke its promise. We were told the Chief would only stay on until the budget problems were solved. But when we offered concessions to balance the city's budget, we were told that the Chief would still not leave the department. Another broken promise. The Association's members recently held a second vote of no confidence for the Chief and the majority of his team, with 99.5% rejecting the Chiefs stewardship of the department. But the reasons why the Chief should leave go beyond the fact that the men and women of the department have absolutely no confidence in his abilities. The Chief has created a toxic environment that has brought morale to an all-time low, Under the Chiefs leadership and in the face of well-known budget concerns, the department continued to hire new officers whose salaries the department could not afford #"2- .-7./1 f/o'l to pay. Law enforcement personnel were lured away from other agencies with financial incentives, in spite of the Chiefs full knowledge that our city was faced with financial problems. How is that fair to these officers and their families? Last week the Chief said, "If! would have known this economic crisis was going to occur, I wouldn't have hired these officers." Either the Chief has been living under a rock for the past nine months or he is being disingenuous. The SBPOA stepped up to the plate... we offered to drastically reduce our benefits in order to help our fellow officers, the city and the residents who we work to protect. We just don't understand why the city can't stand by its word and fulfill its promise to remove someone who has lost the respect of his entire department and has helped create the mess in which we find ourselves today. Enter~c'eCC/CDC Mtg: 2o/r f hi 7' by: V '-<., ~4C-<i..../ Agenda Item No: 1./ by: ~vO~. h cc.vJe.../ City Cler DC Secretary City of San Bernardino , , PROPOSAL SAVE PARK EMPLOYEES OPTION 1 CURRENT PARK MAINTENANCE LABOR BUDGET (SALARIES AND BENEFITS) $ 1,449,725.00 NEW PARK AND LMD MAINT. LABOR BUDGET LMD CONTRIBUTION GENERAL FUND CONTRIBUTION TAKE BACK STADIUM LANDSCAPE MAINTENANCE $ 1,374,000.00 $ 700,000.00 $ 650,000.00 $ 24,000.00 LABOR COST, EXISTING STAFF OF 24 (26- TWO VACANCIES=24) LESS 10% SALARYITIME REDUCTION ADD M & 0 COST ($150,000) $ 1,362,037.00 $ 1,225,833.00 $ 1,375,833.00 RETAINED LMD CONTRACTS $ TOTAL ESTIMATED SAVINGS TO GENERAL FUND $ 947,892.00 SUPPLlMENT PARKS STAFF WITH GLEN HELEN INMATE "WORK RELEASE" PERSONAL. EMPLOY 12-36 EXTRA WORKERS AT NO COST TO CITY. RESULT: NO LOST PARK JOBS, NO LOSS OF SERVICES Entered Into Rae, at MCC/CDC Mtg: :;!t f!o 'I by: \1u.-LG ,4.-a-.'-tL<~L Agend6ltem No: f?~ CA~.LAitz, by: ~J-I (C---!~ / City Clerk{ C Secretary City of San Bernardino ::If,;). .!J~~'cr PROPOSAL SAVE PARK EMPLOYEES OPTION 2 CURRENT PARK MAINTENANCE LABOR BUDGET (SALARIES AND BENEFITS) $ 1,449,725.00 NEW PARK AND LMD MAINT. LABOR BUDGET LMD CONTRIBUTION GENERAL FUND CONTRIBUTION TAKE BACK STADIUM LANDSCAPE MAINTENANCE $ 1,374,000.00 $ 700,000.00 $ 650,000.00 $ 24,000.00 LABOR COST, EXISTING STAFF OF 24 DEMOTE 8 PMW III'S TO PMW II'S LESS 10% SALARYITIME REDUCTION ADD M & 0 COST ($150,000) $ 1,320,653.00 $ 1,188,588.00 $ 1,338,588.00 RETAINED LMD CONTRACTS $ 34,412.00 TOTAL ESTIMATED SAVINGS TO GENERAL FUND $ 949,725.00 SUPPLlMENT PARKS STAFF WITH GLEN HELEN INMATE "WORK RELEASE" PERSONAL. EMPLOY 12-36 EXTRA WORKERS AT NO COST TO CITY. RESULT: NO LOST PARK JOBS, NO LOSS OF SERVICES RETAINING LMD CONTRACTOR(S) ON A LIMITED BASIS WOULD BENEFIT THE PARKS DEPARTMENT BECAUSE THEY WOULD BE AVAILABLE FOR EMERGENCY, SUPPLEMENTAL, AND EXTRA WORK IF NEEDED. PROPOSAL SAVE PARK EMPLOYEES OPTION 3 CURRENT PARK MAINTENANCE LABOR BUDGET (SALARIES AND BENEFITS) NEW PARK AND LMD MAINT. LABOR BUDGET LMD CONTRIBUTION GENERAL FUND CONTRIBUTION TAKE BACK STADIUM LANDSCAPE MAINTENANCE $ 1,449,725.00 $ 1,374,000.00 $ 700,000.00 $ 650,000.00 $ 24,000.00 LABOR COST, REDUCED STAFF OF 21 TRANSFER 3 PMW II TO C.sS OR ELSEWHERE LESS 10% SALARYITIME REDUCTION ADD M & 0 COST ($150,000) $ 1,207,672.00 $ 1,086,905.00 $ 1,236,905.00 RETAINED LMD CONTRACTS $ 137,095.00 TOTAL ESTIMATED SAVINGS TO GENERAL FUND $ 949,725.00 SUPPLlMENT PARKS STAFF WITH GLEN HELEN INMATE "WORK RELEASE" PERSONAL EMPLOY 12-36 EXTRA WORKERS AT NO COST TO CITY. RESULT: NO LOST PARK JOBS, NO LOSS OF SERVICES RETAINING LMD CONTRACTOR(S) ON A LIMITED BASIS WOULD BENEFIT THE PARKS DEPARTMENT BECAUSE THEY WOULD BE AVAILABLE FOR EMERGENCY, SUPPLEMENTAL, AND EXTRA WORK IF NEEDED. PROPOSAL SAVE PARK EMPLOYEES OPTION 4 CURRENT PARK MAINTENANCE LABOR BUDGET (SALARIES AND BENEFITS) $ 1,449,725.00 NEW PARK AND LMD MAl NT. LABOR BUDGET LMD CONTRIBUTION GENERAL FUND CONTRIBUTION TAKE BACK STADIUM LANDSCAPE MAINTENANCE $ 1,374,000.00 $ 700,000.00 $ 650,000.00 $ 24,000.00 LABOR COST, REDUCED STAFF OF 21 XFR 3 PMW II'S AND DEMOTE PMW III'S TO PMW III'S LESS 10% SALARYITIME REDUCTION ADD M & 0 COST ($150,000) RETAINED LMD CONTRACTS $ 1,166,288.00 $ 1,049,659.00 $ 1,199,659.00 $ 174,341.00 TOTAL ESTIMATED SAVINGS TO GENERAL FUND $ 949,725.00 SUPPLlMENT PARKS STAFF WITH GLEN HELEN INMATE "WORK RELEASE" PERSONAL. EMPLOY 12-36 EXTRA WORKERS AT NO COST TO CITY. RESULT: NO LOST PARK JOBS, NO LOSS IN SERVICES. RETAINING LMD CONTRACTOR(S) ON A LIMITED BASIS WOULD BENEFIT THE PARKS DEPARTMENT BECAUSE THEY WOULD BE AVAILABLE FOR EMERGENCY, SUPPLEMENTAL, AND EXTRA WORK IF NEEDED. CITY OF SAN BERNARDINO - REQUEST FOR CO UNCI AL From:Councilwoman Wendy J. McCammack Subject: Discuss and take possible action on alternative opportunities/proposals to prevent drastic reductions to public safety and other critical city services. Dept. Council Office Date: February 11, 2009 Synopsis of Previous Council Action: During the budget workshop on February 2,2009, the City Manager asked the City Council to consider closing the 2008-2009 budget gap, and to anticipate closing a looming 2009-2010 budget deficit, by allowing the City's administration to issue pink slips to all affected departmental employees. With a motion made by Councilman Kelley and on a 5-1 vote, permission was granted. Mr. Weinberg also asked that the discussion on other budget reduction measures be continued to the February 16, 2009 Council meeting. Recommended Motion: To discuss and take possible action on alternative opportunities/proposals to close the 2008- 2009 budget revenue shortfall and direct the City Manager to direct the Finance department to make any budget amendments necessary to implement any action taken by the City Coond' ,ndodlng any and a" fundIng ..0....0' expend"~ Ignature Contact Person: Councilwoman McCammack Phone: 5068 Supporting Data Attached: To be provided Ward: All FUNDING REQUIREMENTS: Amount: See attached Source: (Acct. No.) To be determined (Acct. DescriDtion) To be determined Council Notes: ~eVlntS'-v #-/J'D I :2-17-{) 9 - -JAB'-6D Agenda Item No. 18 D 2--1l-6~ {!()t1;n f1utd iD .2. ~ "N)1, !f#n #- '3 To: Mavor and Common Council From: Councilwoman Wendv McCamm~k Date: Februarv 17.2009 Re: 2008-2009 Budl!et !!ap; This is not the perfect plan, but a compromise in c1osinl! the shortfall. As part of today's discussion, I ask you to please consider the City Manager's two, very different. recent budget proposals. The first one was presented to the Mayor and Common Council at the last Council meeting on February :2 which originally slated a loss of 130 positions, The second one appeared on my doorstep Friday evening, and after working tirelessly for the past three-plus days, this document is before you in an attempt to combine all/or many of the ideas that have been negotiated up to the very last minute including this morning by the Mayor and City Manager. The Mayor's editorial piece appearing in yesterday's Sun basically supports the City Manager's second proposal. Along with all the other last minute information that we are being asked to consider today, I felt it necessary to put a compromise in writing for all to review with viable alternatives. The documents I have provided address these two, very different proposals. I will also illustrate, by department, how we can be in concert with some of their ideas and still close the current fiscal year budget gap without drastic city-wide lavoffs, reductions in police and other critical revenue l!eneratinl! services. closure of most of our community centers, libraries and the CID or borrowinl! anv monev. Some of the items listed on the Mayor/City Manager's modified budget strategy, can legally be funded by other city resources. There are also revenue strategies or shifts that have not been publicly discussed yet that are not one-time funds but ongoing somewhat restricted revenue sources, These budget transfers, which I have discussed privately with the City Manager. and during budget meetings and other previous discussions, will offset the increase in critical needs spending without further compromising our fiscal integrity for this year or next. Also, there are some discretionary spending cuts that have not been proposed, at least not publicly, to date that we should consider before closing any city facility. This alternate proposal employs employee cost-cutting measures and management techniques used by many successful business people and other governmental agencies and I respectfully ask for your consideration. I. Code Enforcement: At the last council meeting the City Manager proposed promotions of two Code Compliance Officers from a level One to a level Two. Yet the "modified" budget strategy before us tonight includes vacating two Code Compliance II positions. If these positions are revenue gene-rating, then it seems prudent to fund the positions and expect that their revenue generation will offset part of the cost of their positions. Another positive economic impact of code officers is their ability to force property owners to be compliant which inevitably means higher property values which means higher property tax revenues and lower commercial/residential vacancies. We were also expecting revenue to offset the cost of the Single Family Inspection Program as a result of Councilman Kelley's efforts and to date it is still not underway in a manner that he intended. Records show the program is not recovering its costs. Vacating code officer positions will only make it worse. Combining several departments such as Community Beautification and Conununity Services is cost saving and an excellent way to share costs. The 08-09 costs to implement above strategy before net revenue generation is approx. $81,054. Fire Department: The rank and file has offered revenue generating suggestions as well as reductions in discretionary expenditures without risking the public's or firefighter's safety. Their proposal suggests savings this fiscal year and larger savings next fiscal year without drastic reductions to first responder positions but reductions in upper management and discretionary positions. With their revenue enhancement suggestions and their offer of stepped-up responsibilities by the rank and file. their share of closing the budget gap is very close to being met. This plan was distributed to the Council last week. Also, closing the injury cases more quickly can easily save the department $10,000 per month which is an area of the budget we have not aggressively addressed. Fire and Police rank and file also suggested over a year ago that City Administration research and implement. as other jurisdictions have. charging insurance companies for traffic accident reports and HazMat clean up. This revenue source that has not yet been fully implemented, ') although suggested over a year ago. The 08-09 costs to implement above strategy not including additional net revenue generated or cost saving~ above strategies is approx. $382,952. 3. Libraries: The public outcry to stop the closure or reduction of the facilities, hours and professional staffing levels should not fall on deaf ears. Mr. Brinker suggested that by combining community centers with libraries we might realize excellent cost-sharing opportunities. This should be explored further. We grant CDBG money to non-protits for similar activities. Why can't we grant our own programs some of that same money~ Relying on hundreds of volunteers, as noble as it sounds, is an extremely difficult situation to manage at the levels being suggested. In the end that proposal does not seem capable of meeting the public demand for the facilities where critical job search for the unemployed, homework/research, early childhood reading, computer time necessary to file unemployment claims (as the Employment Development Dept. directs the unemployed to do) and many other critical services occur at our libraries on a daily basis. A compromise proposal is to keep all branch managers and existing staff, less pending retirees. Floating remaining staff and combining parks/community center staffers between all the branches possibly housing community centers inside the libraries to manage more efficiently a less ambitious volunteer force until they are properly trained. This also should be explored further. This proposal keeps all libraries open at current service hour levels. The 08-09 cost to implement the above strategy is approx. $180,600. 4. Police: Approximately 16 of the 20 reductions in PD spending were part of the suggestions made by the rank and file. The POA also suggested other benefit items that were offered to the Chief and the City Manager. The dollar amounts the POA offered met or exceeded the City Manager's expenditure savings while maintaining front-line officers (less only two positions). According to the rank and file, those concessions were not enough for the City Manager. Please find attached a proposal that fully staffs the current 28 (as well as a 20) beat plan proposal with enough front-line officers to provide quick response times. The furloughs suggested by the City Manager will in effect reduce the boots on the street by 33.9 officers annually (not including the proposed reduction in front-line officers of 6 positions with last year's reduction and now an additional reduction of 16). So in effect we could see a net loss of55.9 front-line officers at any given time with the modified City Manager's proposal. The most critical crime fighting tool according to all the recognized and respected sources is front-line responders. Also, please see a letter written by an officer (attached) which will at least put into an honest and unabridged perspective of the City Manager/Mayor/Police Chiefs unfortunately unproductive negotiations. Just two weebago we were originally asked to give pink slips to as many as 178 employees, yet today we are told it is not that bad. It seems that if eight different law enforcement agencies are willing to hire away from us almost half of our police force (SB County Sheriff s deputies will be receiving an I I % raise) than we just wasted a half- million dollar recruitment investment and hundreds of thousands of dollars in training our crime-fighting team which mayor may not leave us with the most qualified force. The recruiters say they are offering them jobs if we don't want them. I also understand the Chief is contacting those other agencies, leaving those recruiters questioning whether they should make the effort to hire any of our officers. As an aside, the 3% at 50 benefit was pushed by the Chief and the Mayor who touted it as a recruitment and retention tool to prospective officers and now the Mayor claims it costs too much? We pay thousands per month filling positions with extra Captains, Assistant Chiefs and Lieutenants while we take our time to close out injury cases. This waste needs to be addressed quickly and has been suggested almost two years ago. Another cost-saving suggestion is to close the jail all together. It provides a savings of almost $500,000 per year. See attached other cost-cutting suggestions totaling approx. another $250,000. That includes selling the Hummer the PD was to use as a recruitment vehicle. These strategies offer additional revenue of $286,566. 5. Parks Recreation and Community Services: Wejust spent $200,000 on the Parks Master Plan and now it gets thrown to the wind? As is the case with the last hired, the newest should go. so should Operation Phoenix centers instead of the older established and successful community centers. The older centers have been successfully providing critical youth and senior services to our community for years. The libraries have also been safe havens for many of our youth and can be combined to serve as additional community 2 centers combining expenses yet providing all the critical resources our Operation Phoenix centers cannot. This combining strategy, again, suggested by Councilman Brinker may have real possibilities. Our youth should be hanging out in Libraries. Yet, as both Libraries and Parks are provided less and less annual funding, under the direction of Kevin Hawkins, they can co-function fiscally responsibly. The other Parks and Recreation programming in many cases is supported by the customer. Programs that pay for themselves should not be unfunded or disbanded and some may need a little more funding help than others. There is an obvious need and customer demand to many of the services we currently provide, and most importantly the cm. But what is being overlooked is that many of the non-profits we fund through CDBG funding can also be funding our own programs and frankly should be, before we fund fly-by-night programs with no history or empirical data showing the success. See the news article attached. This proposal is to close all the Operation Phoenix centers and combine their assets and staffers with the Libraries. Some staffers have mentioned that usage has dramatically reduced and it has become more of a free babysitting service instead of a youth-diversion tool meant to provide educational/recreational resources. Libraries may be able to do both. We should leave open Nicholson, Casa Ramona, the cm (without exhausting private funds and keeping the director) and the Norton Center as it has paying customers (which according to the Park's Director is the best facility we have). Until we are able to more accurately identify 2009-2010 funding sources, outsourcing park maintenance is premature, in my opinion. We have always received better service by holding employees accountable than through contractors who have provided mediocre service and do not get fired until the end of their contractual term. That just further exposes taxpayer-owned assets to further deterioration. We are money ahead to keep the maintenance in house for the most part. There is some expertise that should be contracted out, but only in limited cases. There was no savings slated this fiscal year for this piece of the PRCS plan. The 08-09 net cost over City Manager's modified proposal is $87,986. We, as a council, also not in possession of a crystal ball but aware of state revenue-raising ideas, may very well receive a larger share of the sales tax and VLF revenues in the next 6 to 12 months. So for us to enact measures today in anticipation of the 2009-2010 budget may be dangerously premature. There are also other sources of revenue as explained below, that we either currently have or may have with voter approval that will also lessen the fiscal hurdle we must overcome for 2009-2010. The above alternative proposal costs approx. $446,026 more than the Mayor/City Manager's proposal for 2008-2009 but please find below revenues that may be able to offset those expenditureswithout borrowing or raising revenue projections, but simply transferring monies from funds to which the city currently has access. In my humble estimation, for this fiscal year, it is approximately 4.25 million, and next year double that in revenue to which we currently have access or will by the next fiscal yellf oiher than the Finance Director's projections. Revenue su!!!!estions: Some or all of these ideas need further eXDtoration re!!ardin!! timin!! and aDDroDriateness. A. tfthe State is to pass legislation that increases the sales tax that could mean (if we still receive 12% of the total) an additional 4 million may be realized based on calculations from Finance's current budgeted sales tax, (probably 09-10). B. If the increased VLF is to occur, that will provide us with another increased pro-rata share of a revenue source we currently receive (again probably 09-10). C. There is approximately 3 million in one-time Tax Increment monies left unspent. We were able to use 1.6 million last year to close a gap and we avoided spending all the reserves. Currently there are several non-essential projects on the wish list including 738,000 and I million to cover performances at the CA Theatre (they were supposed to be self-supporting) I million for a sewer line for the courthouse (not sure why would the City/EDA pay for a State project0), a $100,000 bus stop (isn't Omnitrans responsible for that?), and $300,000 to 1.8 million for the Woolworth tenant improvements. These items require further Council exploration. D. There is currently approximately $250,000 in 08-09 unspent CDBG revenues. E. There is approx. an additional I million due the city from the violators who run red lights. The enforcement-end of this citation is not being aggressively pursued in the court system. Through vendor and City elected official- pressure. asking for full enforcement of the law would go a long way to receiving revenues the taxpayers are owed. o ~ F. There is approx. $110 million in the special revenue funds. More detailed research needs to be done to legally transfer in additional revenues that will NOI drain those funds but be appropriate. G. There are over 21 pages of EDA owned property that could be sold over time to replace revenues transferred from the agency to the General Fund. H. This past Saturday evening Congressman Baca spoke of retention of existing or creation of approx. 8,200 jobs (30% of which could come to SB) in his district alone, slated for in the Economic Stimulus bill being signed today by the President. He also spoke of infrastructure money in that bill for his district, like the Mount Vernon Bridge, our roadways and other capital projects. 2500 retained or new jobs could be our 30%. See attached other expected windfalls. I. Sponsorship revenues sold by placing advertising on City-owned assets (similar to Arrowhead Credit Union freeway sign idea) has been proposed over and over again, yet still no action. Mr. Hawkins revisited this issue in a proposal months ago. J. 20 percent set aside monies can be used for services that relate directly to low and moderate income populations. There are millions in those pots through EDA and IVDA just waiting for us to request. K. As a VERY LAST RESORT, there is approx. $31,000,000 in uncollateralized city-owned property that could (in an emerl!:encv) be borrowed against before selling city assets for less than their highest potential value induding the sale of the city-owned asset Refuse Department. In speaking to a commercial lending institution (Union Bank) and after a long complex conversation, I gathered the following information: As an example, borrowing within the next 60 days $25,000,000, I was quoted a one year rate of anywhere between 2.1 % and 4.5% depending on several criteria. If we were customers, it was on the lower end. Ifwe had enough Tax Increment to pledge or assets to collateralize, the rates were also on the lower end. There are no huge start-up fees to this type of loan. The end result? It is cheaper in the long run to borrow the money then to sell an undervalued city asset for one-time revenue as the value of those assets will grow beyond your debt. v 4 A. Support for Reduction of a Battalion Chief: 1. Question: Is it not true the reason we want to have 4 person engine company's ideally, is so we can comply with the standards for 2 in and 2 out allowing the firefighters to go in and start putting the fire with just that one unit initially? Answer: YES! Question ConI: So if an engine company shows up to a fire with only three firefighters on it and then the next unit on seen is a Battalion Chief can the firefighters make entry into the structure to fight that fire or do they have to wait for another unit to show up before they go in. Answer: should be NO! The fire departments J}()licv is that the B. C. can not be counted as part of the 2 in 2 out. therefor the three man unit must wait until another unit arrives before initiatinf! the inside attack This Question illustrates the need or priority for the four person enf!ine comJ}()nv more then the Battalion Chief! 2. Chief Conrad's support of a non-reduction of a Battalion Chief: Chief Conrad will state that Command and Control is vital part of public and firefighter safety and that the earlier a B.C. is on scene of an incident the better the incident will run therefore limiting the risk of injury or death to the public and our firefighters. For the most part this statement is correct. What everyone needs to know is that every fire engine and truck company has a Company Officer. These Company Officers have the training and experience to manage an incident especially where there is multiple units responding. In fact, prior to a Company Officer getting promoted to this position he or she must have several hundred hours of classes that train them to take command of an incident and at least 6 years of firefighting experience with the San Bernardino City Fire department before they could test for this position. At the time when these Company Officers get promoted the fire department administration is signing off that he of she has the qualifications to manage personnel and manage emergency scenes. The span of control in any Command and Control setting is I commander to every 5 to 7 units with 5 being optimum. Question: What happens when an engine company gets to a emergency scene first when there are multiple units responding, before a chief officer? What does the captain do first? Answer: The company officer will name the incident and establish command. The captain becomes the incident commander. The captain maintains command of the scene until the B. C. arrives and proper transfer of command is initiated by a face to face conversation between the company officer (the 1. C.) And the B. Coo At that time the B. C. becomes the incident commander. 3. Question: What percentage of the total calls for service that the fire department responds to require a Battalion Chiefs response? Answer: Less then 5%. The San Bernardino City Fire Department responds to approximately 26.000 calls for service a year. Approximatelv 80 % of the 26.000 calls are medical aids or traffic collisions. Battalion Chiefs do not resJ}()nd to medical aids. Battalion Chiefs only respond to traffic collisions reQuirinfl rescue or extrication. Basicallv the rule of thumb is. a B.C. only resJ}()nds if the emerflencv reQuires three or more units to resvond. Aeain. all company officers have the trainine to maintain the command and control of an incident until a chief officer arrives. 4. Question for fire admin: In general, is it more beneficial for the citizens of this community in need help, to have a 4 person engine company or truck company respond or a Battalion Chief. Answer: 4 firefighters on the engine or truck company is providing the best service to the community and is the safest for the employee. Battalion ChiefS don't normallveneaf!e in fire suppression activities and they don't pull hoses or use any of the tools to extricate victims from cars. the firefif!hters and comvanv officers are the ones physically workine on emereencv scenes. B. Support For Reduction Of Fire Prevention Officers: 1. Question: How many fire inspectors did the fire department have 7 years ago. Answer: 4 Seven years af!O the enf!ine and truck company's did all the avartment and commercial permitted occuvancv inspections. At that time we did not charee the fees we charf!e now. The inspections can f!0 back to the enf!ine and truck comvanv's and the city can still charf!e the same fees with the same results and a significant savinfs while maintainine oubUc safety! y lnl!:ram Branch estimated operational c~st ia) 30 hours per week: Full time statf - 2 @ 30 hours per week Branch Manager I $55,914 (salary & benefits) Library Technician II $39,582 (salary & benefits) Subtotal: $95,496 Part-time statf: Library Pages/Part-time - 30 hours per week @$8.25 x 50 weeks = $12,375 Total Personnel Cost: $107,871 Annual rent charges: Materials/Supplies: Internal Services: Operating Cost: $43,000 4,000 600 (telephone) $48,500 (All other services are included in rental fee) Total Estimated Operational Cost: $156,371 Villasenor Branch estimated operational cost ia) 30 hours oer week: Full time staff - 2 @ 30 hours per week Branch Manager II $64,980 (salary & benefits) Library Technician II $40,422 (salary & benefits) Subtotal: $105,402 Part-time staff: Library Pages - 30 hours per week@$8.25 x 50 weeks = $12,375 Total Personnel Cost: $117,777 Materials/Supplies: Internal Services: Subtotal y $ 4,000 $ 8,000 $12,000 Total Estimated Operational Cost: $129,777 Rowe Branch estimated operational cost ia) 30 hours per week: Full time statf - I @ 30 hours per week Technology Librarian $55,380 (salary & benefits) Subtotal: $55,380 Part-time staff: Library Technician I $23,205 Library Pages - 30 hours per week@ $8.25 x 50 weeks = $12,375 Total Personnel Cost: $90,960 Materials/Supplies: Internal Services: Subtotal $ 4,500 $ 8,000 $12,500 Total Estimated Operational Cost: $103,460 RedeDlovment Efficiencv Plan - Current Configuration 2009 Reorganization based on 350 Sworn Officers Total First Responders: 120 (+5 current vacant slots) Northwest: 30 Northeast: 30 Southwest: 30 Southeast: 30 120 Total First Resoonders ner 10 hour shift Shift 1: 24 Shift 2: 19 Shift 3: 35 Shift 4: 13 Shift 5: 29 Oenlovrnent Hours 0700-1700 1100- 2100 1700 - 0300 1900-0500 2200-0800 Redeployment based on 310 Sworn Officers through attrition Total First Resnonders: 118 Total First Resoonders ner shift Shift 1: 24 Shift 2: 19 Shift 3: 42 Shift 4: 33 Denlovrnent Hours 0700-1700 1400-2400 1600- 0200 2200-0800 Redeployment of Resources to maintain 118 First Responders (net loss -2) . Minimal impact on current front-line staffing . Minimal impact on number of calls per officer . Maintains maximum deployments during peak hour . Necessitates redeploying 38 officers to patrol beat function Corridor Patrols 16 crr 10 Home~ssCoorofumtor 1 CTIP I Recruiter 1 GTF 2 BMET 2 Operation Phoenix 3 Air 1 1 Commercial Enforcement --1 38 y Current 28 Beat Plan . 2007 Calls for Service: . Calls per beat annually: . Calls per officer annually: 96,155 3434 801.2 Redeploy to 20 beat Plan . 2007 Calls for Service: . Calls per beat annually: . Calls per officer annually: 96,155 4807 814.8 Page 1 0 f 1 Subj: Date: From: To: A police officer writes: 2/15/20098:04:10 PM Pacific Standard Time Mackexpres Macke)(pres I am a sworn officer with the San Bernardino Police Department and a member of the SBPOA. I am not on the Board and cannot speak for the association as a whole. I do speak for myself and my observations. On 2/10/09, we were scheduled for a meeting of our general membership. Just prior to that Chief Billdt called for a meeting with sworn and civilian members. He told us that he had come up with a new plan that would save more jobs and promotions. He assured us that this plan would be working backward from the minimum 29 number we had been told, not the potential 49. All we had to do was agree to a 10% pay cut "across the board". He would not, however, give us any specific or general numbers of jobs or promotions saved. He would not even answer our questions as to how the 10% was to be calculated. Many cliches were used repeatedly such as "substantially mitigate", and "you'll have to negotiate that". When pressed for details, he said this new plan was a "work in progress". This, even though he was taking it to an ad hoc commitee the following morning. No one belived it. He said "you'll just have to trust me". Well, we don't. He's proven time and again he is not trustworthy. Who would trust that offer? At our general meeting, we were told by our President that he had just met with the interim City Manger. The City Manager basically gave him the same pitch. Let me see if I can summarize there offers: we're in a fiscal crisis. I want 1 0% of your money, but I can't tell you yet how that will be calculated. In return, I'll try not to fire as many of you. I can't tell you how many. Just trust me, even though I've been squandering money for the last 1-2 years in the face of this crisis. I went to those meetings hoping for a credible solution. I don't wanllo give up 10% of my pay. It will hurt. I was willing to vote yes for a credible chance to help my fellow officers and non-sworn employees. They all matter just as much to me, from the ones with seniority to the new ones whose name I haven't learned yet. I will never get to learn some of those names because of the mass exodus we are now facing. What a shame. There are some who will never agree to a cut because of mistrust and anger. I don't know if the majority would have voted for a credible offer, but I would have. I have heard several officers say that they would have also. The resounding no confidence vote is a reflection of how we've been treated, and it appears since then that it's going to get worse. I don't know if another offer would be considered, but it would have to be from a credible scource. That can't be the Chief, the Mayor, or the City Manager. The first two have proven that they can't be trusted in these matters. The City Manger is an overpaid hired gun who doesn't care about us and has no stake here. I am sick and scared for my city, my department, and my proffession. y A Good Credit Score is 700 or Above. See Y9urs ill just 2.eaJ.y-s.tep-sl Tuesday, February 17,2009 AOL: Mackexpres Page 1 of 1 Sub) Date: From: To: Other possible PO cost savings 2/17/20092:19:15 AM. Pacific Standard Time Macke~res Mackexpres PERS either do fresh start or underpay for this quarter. Some cities have done both. You have to pay it back later,but gives you relief now. IF you want more info on that, call Dave Swim in Magstani(SP) law office. You could easily save the whole amount you were talking about. Close the jail temporarily Look for license fees, one time annual costs and find out if they can be put off. Cut all contractors Get all pending medical retirements off the books (Taack, Moyer, Blackwell, Barlics, etc) by keeping the vacancy you get salary savings each month, probably 5k plus per person a month in savings, plus they don't keep accruing time. Calculate savings of all people who will retire before time period (ie Viola leaves May 01) saves 5K per person per month Bring one sergeant back from admin leave, decertify a sergeant, save 1500 (?) a month If Mitch retires this month, keep AC spot open till July (saves 65-70K) Decertify Paterson, move Boom to investigations, use patrol LIs to assist Ernie each week, provides succession planning, saves 55K (mar-June) Offer Golden Handshake (cost can be spread over time) to 7-8 people, saves layoffs, provides salary savings, 5k plus per person. Two furlough days a month to chief and AC (they can take off Fridays with no impact - you can calculate daily savings), this should be in addition to the 10% they already took, you create the problem you help solve the problem. Get tow yard up ASAP, could easily generate the amount you discussed Don't order any more ammo this year (Vince should have a big enough stock pile till June) You'd have to check to see what that would save I'm guessing 25K Fund Operation Phoenix through private donations, reduces whatever we fund for them. Look at Measure Z budget, cut out stuff, use only for officers Get Billdt to stop calling other agencies and let those who are ready to leave go, salary savings generated. If SWAT trainings costs us OT, cut it until July, they have enough hours this year to meet standards. Contract vehicle services If we have surplus equipment, sell it. ( if we have two commercial enforcement vehicles sell one, sell Hummer we were going to use as recruitment vehicle) A Good Credit Score is 700 or Above. See Y()lJI~injust 2 easy steps! Tuesday. February 17.2009 AOL: Mackexpres Page 1 of2 Subj: letter Date: 2/17/20092:22:12 A.M. Pacific Standard Time From: Mackexpres To: Mackexpres Dear City Council, I want you to be aware that there is a COPS grant coming in the federal bailout as well as state money targeted for local govemment. Mayor Morris knows this full well. It is curious to me that he is in such a hurry to rob law enforcement before the details of the bailout become public. Then, when the money comes down, he can continue to fund his efforts to self-promote his way to state and national office. Further, there is a huge duplication of services going on with the community center/recreation and parks aspect of Operation Phoenix. Each high school in San Bernardino is the recipient of an ASSETS Grant, that was a voter -approved state initiative and thereby immune from budget cuts at the state level. I n plain terms, every youth program at the parks and community centers is simply stealing kids from the programs at their schools, where they can be helped by professionals. It is a foolish waste of money. Every school in the district has an after school program as well as summer programs. There is plenty of money for this and irs not going anywhere. The district is scheduled to receive an additional 11 million in federal money from the bailout to fund after school and off track tutoring. The city needs to get out of the youth developmentlbabysitting business. All it does for the city is give Mayor Morris something to write on his awards applications. The city is paying for Mayor Morris to build his political career. Volunteers will staff the library and CID. This town has a rich history of volunteerism and retirees are waiting for the chance to pitch in. I am writing this mess. to urge you not to balance the budget and fix Mayor Morris' mistakes on the backs of the men and women who have sworn to protect you with their very lives. His irresponsible leadership has caused this crisis. How can you look yourselves in the mirror while you sit and do nothing as he ruins the lives of so many people just to hide his irresponsible leadership? You know that the voters desire increased police presence in San Bemardino more than anything else. How can you even consider Mayor Morris' attempt to gut the police department? It is clearly contrary to the will of the voters. Mayor Morris still has his son on staff and he still has Kent Paxton on staff. How long are you going to tolerate his games? The money is in the budget. People don't care about city hall. People don't care about community centers at the rec and parks department. 'MIen you continually remove the possibility of promotion, young officers know that this city is not a good place to build a career. My fervent hope is that they select cities with better management, because in this town the possibility of promotion is so remote that they could sit forever as a "boot on the streef' with no chance of career advancement. You can't remove hope from a young person and expect that they'll stay. They're better off in cities that offer viable opportunities for advancement. Both San Bernardino and Riverside County Sherriffs Departments offer much better opportunities for advancement, as do departments in the East Valley and the Palm Springs area. Further, with insufficient sergeants, the young officers are not safely supervised. With insufficient detectives, cases will backlog, so it won't matter if bad guys get arrested, they'll never be prosecuted Tuesday, February 17, 2009 AOL: Mackexpres Page 2 0[2 anyway. This mayor has ruined San Bemardino in a matter of a very short period of time. He tries to blame the economy, but you know the truth. He proved as a judge that he has no respect for law enforcement and does not believe in crime suppression as a deterrent to crime. Are you going to stand up to him or are you just going to let him continue to flush this city right down the drain? Allison Adams 909-583-7305 ---------------- --,---_.._-------~----_._--- _._._---~._-------- --_..------ .- A Good Credit Score Is 700 or Above. Sell yours in lust 2 easy steps! y Tuesday, February 17,2009 AOL: Mackexpres Feb.4. 200t) To the Mayor, Council and Citizens of San Bernardino: Recently a cost cutting proposal has been brought to the attention by the interim City Manager, Mark Weinberg, and voted for by our Council. In this proposal, the entire Parks and Recreation Department is on the chopping block. We here are writing on behalf of the Parks Maintenance Division. Most of us have been with the Parks Dept. for many years, yet regardless of tenure, it is understood cut backs need to be made in order to stay atloat. we all understand the seriousness of the economic crisis that affects each and every citizen in our city. For many years we've done more than our part to provide services with a very minimal budget and a continually broadening scope of responsibilities and expectations, this has been well documented by our Director in the San Bernardino County Sun. The proposal for laying off an entire Department will not only affect those members of the Parks Department, but have a far reaching impact in OUr local economy. Whether it's purchasing gasoline, T.V.' s, lunch, or groceries at Stater Bro.s, or even an automobile. In addition to this there are many local vendors that will take hard hits also, due to the fact that their products will no longer be needed for the many unrecognized duties of the Park Maintenance Division. In our humble opinion the rippling effect of this proposal has not thoroughly been thought out and how it will impact the residents and vendors of our community. Most of the "non resident" employees live within reasonable proximity to San Bernardino. In an actual head count, not including supervisors of the "Park Maintenance staft" is 25 employees who maintain an area of around 600 acres including parks, ballfields, playgrounds and memorial facilities 48 sites in all. This includes irrigation and plumbing, vandalism and graffiti, construction projects, parade and event support along with special interest projects that arise. In our opinion the city in which many of live and work is getting more than their money's worth for what little we have to work with and the level of service that we provide. Of the 25 Park employees, many were born and raised here, 16 reside within City limits. 18 of the 25 are homeowners, and 21 of the 25 live in San Bernardino County (Fontana, Lorna Linda, Bloomington, Rialto etc.) v Ironically the people making these life changing decisions for the members of our Department as well as the rippling effect that it will have on our local economy, take their paychecks, which consists of our tax dollars to far away cities to support their families and local economy there. Furthermore it is obvious, that interim City Manager Mark Weinberg, and his remaining city staff have no real understanding of the realm of responsibilities and services that the Park Maintenance Division provides for the community in which WE live. Thank you for your time signed: Mike Gomez, Steve Rouchleau, Greg Wallace, Larry Monk, Hector M. Garcia, Lori Hayes, Gary Powell, Richard Duncan, Rafael Vela, Gilbert Villasenor, Jesse Hernandez, Don Stubbs, Tim Sapien, Fulton Lee, Brian Lozano, Louie Cisneros, Joseph Sandoval, Mike Gonzalez, Carla Velarde, David Frichtel, Charles Moore, Santiago Irene, Emerald Pelaez, Shane Zeman, Sean McClintock During our meeting with Kevin Hawkins on Feb 4th 2009. He stated that his budget proposal consisted of 14 pages and that it was submitted to the council, of that proposal only the worse case scenarios made it through for the council to go over. Our question is as follows; Did the council receive and look over all 14 pages and if not. What happened to the remainder of Mr. Hawkins budget proposal. The current proposal is to layoff the entire Department and in lieu of this to replace the services provided with contract services. If this be the case where would the money come for to pay for contract services and Who will be writing the contracts, and Will this proposal be consistent with what the current Parks Maintenance Division already provides in service. It is to our understanding that according to the MOU that the City of San Bernardino cannot layoff personnel with the intent of replacing them with contract services (section 3 pg.9) We as city of San Bernardino employees and residents of this city understand the brevity of the economical situation, but stand firm in our convictions that something else can be worked through instead of eliminating an entire Department. We strongly encourage our Council, Mayor and Parks Director as well as other Directors to take another look at where cuts can be made. We know this can't be an easy task, but we're confident that both jobs can be spared as well as cuts being made, while providing some security to the overall impact on this great city of ours. 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