HomeMy WebLinkAbout08.B-Council Office DOC ID: 2033 A
CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION
In Support/Opposition
From: Wendy J. McCammack M/CC Meeting Date: 09/17/2012
Prepared by: Renee Ramey, (909) 384-5188
Dept: Council Office Ward(s): All
Subject:
Nine Point Adjustment Plan to the Pre-Pendency Plan
Financial Impact:
None
Motion: Clarify and Amend the Previously Approved 9-Point Adjustment Plan to the Pre-
Pendency Plan.
Synopsis of Previous Council Action:
9B. City Manager
RES.2012-236-Resolution of the Mayor and Common Council of the City of San Bernardino
Adopting the Pre-Pendency Budget Plan. (At Meeting of August 29,2012,Item Continued to
September 4,2012.) [Ward(s): All]
Approved
i Motion
a— 9/4/2012: Continue the matter to September 5,2012 at 3:00 p.m.
Approved
Motion
9/5/2012:Approve the pre-pendency plan, as amended,replacing the Fire Department's proposed
budget with the alternate budget presented at the August 29,2012 Council meeting,with the
exception of the elimination of the PI position mentioned therein and eliminating the closing of
Station 11; include the nine points as presented at the September 5,2012 Council meeting;come
back in two weeks with an updated plan for the Fire Department budget; and direct the City
Manager,working with the City Attorney's Office,to issue an RFP for leasing public/private
partnership opportunities for the entire refuse operation,with the RFP to include: bifurcating the
City,managed competition,purchasing all solid waste equipment,employment offers to all
employees, state-of-the-art waste processing facility, and consideration of one or more haulers.The
City Attorney and City Manager should work together with a consultant to detemtine how to begin
this detailed opportunity for the City and provide a status report to the Council in two weeks
regarding the RFP.
Background:
SuyPorting Documents:
PPP Clarify and amend_agenda item-91712 (PDF)
Updated:9/13/2012 by Linda Sutherland A Packet Pg. 315
1. Parking Control Officers-Do not cut,but create proper training and benchmarks as to how,where and
when to properly ticket vehicles, including doing the vehicle abatement duties. Each officer has the
ability during regularly scheduled hours to cover their own salary,plus some. These are extra ears and
!� eyes on the streets which is beneficial. While creating cash flow,they have the ability to report other d
critical public safety and compliance issues. Net positive annual revenue potential per officer of d
approximately$50,000. a
2. Do NOT close The Veteran's Community Center at Speicher Park for at least six months. Leave it open 2
for now as new grant funding is in the works and Mr. Hawkins has stated there is current DOJ grant =
funding could possibly be reprogrammed and can sustain the center for another 6-8 months. No net cost e
for at least 6 months. Cost is approximately$40,000 per 6 months.
3. Do NOT close Rowe and Villasenor Library branches for at least six months. Leave them open for now a
and reconsider closure in six months.Approximately$100,000 in revenue necessary for this which can c
be achieved through additional net parking enforcement revenue. E
4. Do NOT layoff,cut or leave vacant any Civil Service protected code enforcement officer positions. The
savings is slated to represent$937,194. Those 10 officer positions can sustain their cost by the following G
formula: 10 employees, gaining compliance by writing a in of ONE ACP per day equals in very
conservative estimates$960,000 annually. No net cost to general fund but with performance a
benchmarks,which produces compliance, annual net positive revenue could be in the millions.
5. Compliance of businesses operating without proper registrations or under the moratorium of certain z
types of businesses can be fined$1000 per day. Clerk's office has inspectors that should conservatively Y
be able to generate an additional $250,000.
6. Refuse and Sewer Fund services paid for by those enterprise funds for/or on behalf of the general fund, E
nor their transfers in,have been reflected in the budget document. In previous years, the amount of t j
money from both of those funds has been between 8 and 12 million per several former sewer and refuse
employees ($11 million from refuse was confirmed by the Interim Public Works Director on 9-10-12).
Without any transfers in, we are being asked to cut more essential city services than necessary. Do NOT N
cut, or layoff any Civil Service refuse or sewer positions until,at a formal Council meeting, the Mayor
and Council is presented with a complete accounting and explanations of the transfers in and out of
those funds. Included in that presentation must be what was paid for by/or on behalf of the general fund. c
7. Internal Service fund transfers and charges have not been justified and documented in a clear and
understanding manner. At a formal Council meeting,present to the Mayor and Council a spreadsheet z
clearly describing what expenses comprise the Internal Service Fund charges and describe the
methodology used to justify the amount each department is charged back for their respective Internal
Service charges.
8. Timely(since March of this year)negotiations with employee groups asking for serious concessions m
have not proceeded prior to bankruptcy as this council directed. Please provide a weekly update of the o
status of all negotiations and a timeline that describes events to the date of each status update.
m
9. Do NOT cut or layoff any custodial positions until a proper RFP has been created and proposed to the
Council as an agenda item and that those City custodians are given the opportunity to make a proposal
similar to an RFP. m
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PacketPg. 316