HomeMy WebLinkAbout39- Council Office ORIGINAL
CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION
From: Wendy J. McCammack, Subject: Program Performance
Councilwoman, 7a'Ward Auditor(U)
Dept: Council Office
Date: September 16, 2010
File:
MCC Date: September 20, 2010
Synopsis of Previous Council Action:
August 2, 2010 Res. 2010-253 —Resolution of the Mayor and Common Council
approving and adopting the City of San Bernardino's final budget
document.
September 14, 2010 Personnel Committee—Referred item to full Council.
Recommended Motion: Discussion and Possible Action
-Wer0o. McCammack
Council Member, 7`s Ward
Contact Person: Wendy J. McCammack,
Council Member, 7a' Ward Phone: 5068
Supporting data attached: Ward(s): All
FUNDING REQUIREMENTS: Amount:
Source: (Acct. No.)
Acct. Description:
Finance:
Council Notes:
Agenda Item No: 39
Q9 Zo-20/U
CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION
STAFF REPORT
Subject:
Program Performance Auditor(U)
Background:
On September 14, 2010, the Personnel Committee discussed the new position of Program
Performance Auditor(U) with City staff. This position was described in item #51 of the Matrix
Consulting Croup's Management Study of the Integrated Waste Management Division which
was approved by the Council on June 15, 2010. Recruitment for this position is currently open.
During the discussion of the Program Performance Auditor (U) position, the Personnel
Committee raised the following issues and questions:
• Matrix Study recommendation that the City should authorize a Performance Auditor
Position (U) within the Office of the City Manager, and that the Integrated Waste
Management Fund should fund the position,initially.
• Position approved with the budget package (In concept).
C • New position did not come before the Personnel Committee before it was posted to
discuss qualifications, duties, and funding.
• Council policy and procedure was not followed.
• Position to be funded by Integrated Waste Enterprise Fund.
• Was salary range identified?
• We don't have any knowledge of what the Program Performance Auditor (U) would
do?Needs to fulfill Integrated Management Waste duties.
• Funding source for position? Integrated Waste division reductions.
• What methods will be taken to document work being done?
• What will person be doing to document assignments?
• Concern for duplicative waste due to the hiring of the Integrated Waste Manager. Tax
payer pays for positions.
• Impact of new position on the employee groups (concessions).
• Salary Comparisons with Palo Alto, Orange County, and City of Reno.
• How does the salary compare with private sector?
• Salaries and benefits for public employees are out of control.
• Support concept of efficiency auditor,need to get salaries back in line.
• Can position be made a one year position?
^ • Who's auditing the auditor?Performance evaluation.
i
v • Can position be tied to the two year budget?
• What happens if you hire someone at $ 106,000.00 + benefits and they do not find
any cost savings?Trust Matrix Report.
i
CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION
STAFF REPORT
• Council has authority to reduce the opening wage.
• Fund position at a lower amount and pay a percentage of savings.
• Hire as a 1099 employee or independent contractor answerable to the City Manager.
• There is a need for efficiencies.
• The Council will need to take action for a Salary Resolution.
• Performance Auditor is very specialized and unique. Only a few organizations with
this type of position.
• Issues how do we pay for the position? How do we sustain the position?
Financial Impact:
$106,200.00- $129,084.00 Annually+Benefits
Recommendation:
That this item be referred to the full Council for discussion and possible action.
Attachments:
San Bernardino City Professional Firefighters Local 891 v. City of San
Bernardino and San Bernardino Fire Department - San Bernardino County
Superior Court, Case No. 1007708;
San Bernardino City Professional Firefighters Local 891 v. City of San
Bernardino and San Bernardino Fire Department - San Bernardino County
Superior Court, Case No, 1007709.
END OF CLOSED SESSION
2. Budget Workshop and Deliberations - Fiscal Year 2010/11 - City, Capital
Improvement Program, and EDA-Budgets
MOTION: Discuss and take possible action concerning proposed City, CIP
and EDA budgets.
Approved
MOTION: That the Finance Department be directed to set up a procedure so
that funds collected for damaged street light poles be budgeted for
replacement of the damaged poles.
i
3. Presentation and Discussion of Matrix Consulting Group's Management Study
of the Integrated Waste Management Division
MOTION: Discuss and take possible action regarding the Matrix Report;
approve the Implementation Plan and direct staff to take all
actions necessary for implementation of the recommendations.
Approved
MOTION: That the recommendations presented by Matrix Consulting
Group's Management Study of the Integrated Waste Management
Division be approved; that staff be directed to take all actions
necessary for implementation of the recommendations, with the
exception of proposed revenue-generating measures subject to
Proposition 218; and, that the City Attorney confer with the City
Manager and come back to the Council before a decision is made
on revenue-generating measures.
Note: The foregoing motion was unanimously approved;
however, Council member McCammack requested that the record
reflect her protest to the hiring of any additional staff until the
Council has a full understanding of the Matrix Report.
3 06/15/7010
Council Member/Commissioner Shorett made a motion, seconded by Council
Member/Commissioner Kelley, that said resolution be adopted. Resolution No.
2010-261 was adopted with Brinker and McCammack abstaining.
12. ORD. MC-1330 - An Ordinance of the Mayor and Common Council of the
City of San Bernardino, California adding Chapter 2.73 to the San
Bernardino Municipal Code regarding collection of debts. FINAL
READING (Continued from July 19, 2010.)
Council Member/Commissioner Johnson made a motion, seconded by Council
Member/Commissioner Shorett, that said ordinance be adopted. Ordinance
No. MC-1330 was adopted unanimously.
13. RES. 2010-253 - Resolution of the Mayor and Common Council approving
and adopting the City of San Bernardino's final budget documents for
Fiscal Year 2010-2011; and establishing the City's Appropriation Limit as
required by Article XIII B of the California State Constitution.
Council Member/Commissioner Johnson made a motion, seconded by Council
Member/Commissioner Shorett, that said resolution be adopted. Resolution
No. 2010-253 was adopted unanimously.
14. RES. 2010-254 - Resolution of the Mayor and Common Council of the City
of San Bernardino authorizing extension of Side Letter/Resolution for the
General Bargaining Unit.
Council Member/Commissioner Johnson made a motion, seconded by Council
Member/Commissioner Shorett, that said resolution be adopted. Resolution
No. 2010-254 was adopted unanimously.
15. RES. 2010-262 - Resolution of the Mayor and Common Council of the City
of San Bernardino authorizing the City Manager to execute extension offer
- year 3 of 3 - to the Food Service Agreement with the San Bernardino City
Unified School District relating to delivery of Type A lunches to City sites
for the District's year-round and summer lunch program for FY 2010/11.
Council Member/Commissioner McCammack stated she would abstain because
the school district is a business client. She left the Council Chambers and
returned after the vote was taken.
City Attorney Penman declared a conflict because his wife is a member of the
school board. He stated that the resolution had been reviewed and signed by
Special Counsel Sabo.
6 08/02/2010
RESOLUTION NO 2010-253
1 RESOLUTION OF THE MAYOR AND COMMON COUNCIL APPROVING AND
2 ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET
DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING THE
3 CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIII B OF
THE CALIFORNIA STATE CONSTITUTION.
4
5 WHEREAS, at the meeting of the Mayor and Common Council on June 15,
6
7 2010, the Finance Department was authorized and directed to set up a procedure so that
8 funds collected for damaged street light poles be budgeted for replacement of the
9 damaged poles.
10 WHEREAS, at the meeting of the Mayor and Common Council on June 15,
11 2010, the recommendations presented by Matrix Consulting Group's Management Study
12 of the Integrated Waste Management Division be approved; that staff be directed to take
13
14 all actions necessary for implementation of the recommendations, with the exception of
15 proposed revenue-generating measures subject to Proposition 218; and, that the City
16 Attorney confer with the City Manager and come back to the Council before a decision is
17 made on revenue-generating measures; and,
18 WHEREAS, at the meeting of the Mayor and Common Council on June 30,
19
20 2010, Resolution 2010-221 was adopted and,
21 WHEREAS, at the meeting of the Mayor and Common Council on June 30,
22 2010, Resolution 2010-224 was adopted and,
23 NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND
24 COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
25 SECTION 1. That certain document entitled "City of San Bernardino FY 2010-
26 2011 Appropriation Limit" as attached hereto and incorporated herein as Exhibit A; and,
27
28
t
2010-253
RESOLUTION OF THE MAYOR AND COMMON COUNCIL APPROVING AND
1 ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET
2 DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING THE
CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIII B OF
3 THE CALIFORNIA STATE CONSTITUTION
4
5 FY 2010 -2011 Final Budget Schedules 1 through 19 attached hereto and incorporated
6 herein as amended and conditioned by orders of the Mayor and Common Council,
7 are hereby approved and adopted as the FY 2010-2011 Final Budget Documents of the
8 City of San Bernardino.
9 SECTION 2. That Position Control Resolution 97-244 be updated to reflect the
10
11 changes in authorized positions that were incorporated in the FY 2010-2011 Preliminary
12 Budget or were authorized by orders of the Mayor and Common Council during budget
13 deliberations.
14 SECTION 3. That Salary Resolution 6413 be updated to reflect the changes in
15 authorized salary ranges that were incorporated in the FY 2010-2011 Preliminary Budget
16
or were authorized by orders of the Mayor and Common Council during budget
17
18 deliberations.
19 SECTION 4. That it is hereby found and determined that the documentation used
20 in the determination of the appropriations limit for the City of San Bernardino for FY
21 2010-2011 was available to the public in the Finance Department of said City at least
22 fifteen days prior to this date.
23
24 SECTION 5. That the Appropriations Limit for the City of San Bernardino as
25 established in accordance with Article X1II B of the Constitution of the State of California
26 is$261,465,005.
27
28
2
2010-253
RESOLUTION OF THE MAYOR AND COMMON COUNCIL APPROVING AND
ADOPTING THE CITY OF SAN BERNARDINO'S FINAL BUDGET
1 DOCUMENTS FOR FISCAL YEAR 2010-2011 AND ESTABLISHING THE
2 CITY'S APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIII B OF
THE CALIFORNIA STATE CONSTITUTION.
3
4 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the
5 Mayor and Common Council of the City of San Bernardino at a joint regular
6 meeting thereof, held on the_2,day of August 2010, by the following vote
7 to wit:
8 COUNCIL MEMBERS AYES NAYS ABSTAIN ABSENT
9
MARQUEZ x
10
11 DESJARDINS x
x
12 BRINKER
13 SHORETT x
14 KELLEY x
15
JOHNSON x
16
17 MCCAMMACK x
18
Rac tel G. Clark, City Clerk
19 The foregoing resolution is hereby approved this-3^ ay of August_,
20
21 2010.
22 Pkncky.. Morris, erg
23 City-75fSan Bernardino
24 Approved as to form:
25
26 \
By:
27 J s F. Penman, City Attorney
28
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U U U U
CITY OF SAN BERNARDINO, CALIFORNIA
Management Study of the Integrated Waste Management Division
# Recommendation Page#
49 A policies and procedures manual should be developed for the Customer Services 90
Section, Integrated Waste Management Division.
50 The Administrative Analyst II should develop the policies and procedures manual for 90
the Customer Services Section.
51 The City should authorize a Performance Auditor position within the Office of the City 91
Manager,and the Integrated Waste Fund should fund this position, initially.
Chapter 7-Analysis of Solid Waste Collection
52 The Integrated Waste Division should balance the residential trash, recycling, and 92
green waste routes in fiscal year 2010-11 using RouteSmart software.This balancing
should occur at the macro and micro-level.
53 The Integrated Waste Operations Manager,the Administrative Analyst 11,the Integrated 92
Waste Operations Supervisors, and three to five Integrated Waste Operators should
participate as a team in completing the balancing of the routes.
54 The Integrated Waste Division should obtain training by RouteSmart in the use of the 92
software.After the training,the Division should utilize the RouteSmart Production Lab
to provide initial assistance in the application and use of the software.
55 The Integrated Waste Management Division should balance the commercial front 101
loader routes using much the same approach recommended earlier for the residential
routes.
56 Additional routes should be established on Monday and Friday, and the twelfth route 101
should operate Monday through Friday as a full route. (While there is a route C-12, it
does not appear to function every day of the week and does not appear to function as a
full route when a twelfth route is utilized).A total of fourteen (14) routes would be
re uired on Monday and thirteen 13 on Friday.
57 The Integrated Waste Management Division should continue to convert commercial 103
front loader routes to 1-person crews.
58 This conversion should be accomplished by the Operations Supervisor in consultation 103
with the Operators for these routes.
59 Each commercial front loader route should be audited. In situations where backing the 103
front loader truck could be dangerous or the bin is located down an incline,the
Operations Supervisor should arrange for the two(2) Equipment Service Workers to
pull the bin out for easier collection by the front loader, and place the bin back after the
trash has been collected.
60 All of the commercial front loaders acquired by the City should be low cab forward 103
LCF chassis.
61 The City should utilize the conversion to 1-person front loader routes to benefit the 103
commercial customers served by the City by reducing commercial trash collection rates
or providing additional services such as expanded recycling at no additional cost to the
commercial customers.
62 Integrated Waste Operation Supervisors and the Operators should be held accountable 106
for complying with the legal weight limits of the collection vehicles.
1 63 The development of sperm cations for collection trucks by the Fleet Services Division 106
should include the participation of representative Operators and Supervisors from the
Integrated Waste Division.
64 The Integrated Waste Management Division should utilize a more efficient methodology 108
for collection of roll-off containers. bring an empty container to the first container site,
leave that empty container at that site, take the full container to the landfill and dump
the waste from the container, and then take that empty container to the second site.
65 The Integrated Waste Management Division should balance their commercial roll-off 108
routes.
66 The Integrated Waste Division should increase the increase the size of the commercial 108
roll-off routes to not less than 8 roll-off containers per day.
Matrix Consulting Group Page 11
CITY OF SAN BERNARDINO, CALIFORNIA
Management Study of the Integrated Waste Management Division
8. THE CITY SHOULD AUTHORIZE A PERFORMANCE AUDITOR POSITION.
The City lacks a Performance Auditor position.
The City should authorize a Performance Auditor position within the Office of the
City Manager. The most recent National Association of Local Government Auditors
survey found public sector organizations had one (1) auditor for every 787 city or
county-wide positions. The City of San Bernardino, with 1,181 authorized positions in
fiscal year 2009-10, certainly warrants one (1) auditor position.
The National Association of Local Government Auditors identified a number of
benefits of an auditor position including the following:
• Enhance accountability to taxpayers and bondholders;
Build credibility with citizens;
• Help ensure that public funds are spent only in the public interest;
Help to earn and increase taxpayer confidence and respect for government;
Provide an independent and objective perspective so that the City's decisions to
expend public funds involve balanced and extensive information;
Report audited results and outcomes of programs and services;
Identify and discourage fraud through special reviews and presence in the
organization;
Verify compliance with policies, procedures, laws and regulations;
Identify risk;
Proactively prevent problems by evaluating controls through regular reviews of
organizational activities: and
• Review and appraise reliability of financial and operating information.
Recommendation #51: The City should authorize a Performance Auditor position
within the Office of the City Manager, and this position should be funded, initially,
by the Integrated Waste Fund.
Matrix Consulting Group Page 91
Fiscal Year 2010-11
Budget Discussions
City of San Bernardino
Charles E. McNeely, City Manager
Barbara Pachon, Director of Finance
August 23, 2010
Budget Meeting Overview
1) Clarification of Financial Status
2) Change in Financial Philosophy
"The Groundhog Day Effect"
3) Updated 5-Year Financial Outlook
- 8% budget reductions
4) Live Within Your MeansNision Budget
5) Council discussion/direction and possible
action
Clarification of
Financial Status
City's Financial Status: Open the Books
According to the City's independent
auditor, Rogers, Anderson, Malody, &
Scott, LLP (RAMS):
• FY Ended 6/30/2009 — fund balance of
$2.7 million
• GFOA recommends — fund balance of
$23.1 million
• Possible "going concern" paragraph in
FY 2009-10 opinion letter
Q
City of San Bernardino
Audited General Fund Balances
s,e.sao.oaa
sls,000,000
slz000,oao
se.aoo,000
se,aao,aao
53 000,aoo
sArae,m
L
1888 N00 3001 2003 NOJ NO! NOS 1008 3007 2008 3008
Fb9tl YUr
City Treasurer
• Cash position
• Quarterly Treasurer's Reports
• Future outlook
Symptoms of Bankruptcy
• Cash flow liquidity problem
• Low or no reserves
• Continued structural budget problems
• Needed reduced operation hours to balance
the budget
• Needed reductions in employee pay and
benefits to balance the budget
• Borrowing to balance budget
• Using one-time funds to offset ongoing
S
Vacancy Facts
Safety vacancies (27 PD and 4 Fire): 31
Non-safety or civilian position: 30
General Fund vacancies: 61
Other/entemrise fund vacancies: 20
Total current vacancies: 81
General Fund vacancies: _ $5,000,000
Current budgeted vacancies = ($2,863.400)
et add ' vacant ositi savings: — $2,136,600
Change in Financial
Philosophy
"The Groundhog Day Effect"
The City's Economic Outlook:
A Quick Review
Clips from John E. Husing's presentation to the
Mayor and Common Council on March 11, 2010
Normal When Will
Everything On the Table
i♦
�.T.e
x ,e
The Inland Empire's Economic Outlook
Local Government:
The darkest cloud now hanging over a revival of the
Inland Empire's economy is the impact of declining
state and local budgets on K-12 education plus city
and county governments. This is a result of the
decline in retail activity and property valuations due
to the deep recession. As government revenues
tend to lag the economy by a year, those declines in
the recent past will mean serious local government
and education job losses for the next year.
-Sou b EHv ng s+Iy 101014 Em mQumerty Ee is fGpOn
FY 1995-96 to FY 2009-10
Note: The following are excerpts from the budget message of
adopted annual budgets from the past fifteen(15)years.
• FY 1995-96: projected general fund shortfall of$2,463,000
• FY 1996-97: eliminated a budget deficit of$2,560,800
• FY 1997-98: projected a budget shortfall of$7.2 million
• FY 1998-99: the budget shortfall projected was $2,125,500
• FY 1999-00: the deficit was increased to $2,399,100
• FY 2000-01: no projected deficit/shortfall.
• FY 2001-02:no projected deficit/shortfall.
• FY 2002-03: used General Fund budget reserve to offset the
$2,914,300 General Fund Budget shortfall.
j
i
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I
i
FY 1995-96 to FY 2009-10
• FY 2003-04: Deficit reduction measures reduced projected
deficit of$7.4 million to $4,049,400.
• FY 2004-05: Deficit reduction measures reduced projected
$6.7 million deficit to $3,650,600.
• FY 2005-06: Proposed$9.8 million deficit was eliminated
through a series of budget reduction measures.
• FY2006-07:no projected deficit/shortfall.
• FY 2007-08: Projected deficit of approximately $974,100.
• FY 2008-09: Projected$15.1 million deficit increased to
$20.3 million
• FY 2009-10: Projected deficit of approximately $19.8 million
Police Department
• $10.6 million in budget reductions since 2008
• 43 total positions reduced, including 22 sworn officer
positions
• Loss of helicopter services
• Loss of city jail services
• Streamlining patrol shifts
• Overtime reductions
• Severe limits on training
• Delay in equipment purchases or reliance on one time grant
funds
• Failing technology infrastructure—RMS/CAD
• Closed off-site service locations
• Use of asset forfeiture funds to extent possible
Fire Department
• 12 firefighter positions
• Battalion Chief position
• Training Captain position
• 5 Administrative positions
• Station Care and Maintenance
Community Development
• Staffing cut by 23 positions
• Impacts to the new permits and C/S Program
• Delays in all response times —phone calls,
inspections, project processing times, requests
for payments, CRM inquiries, etc.
Public Works
• Maintenance services in asphalt, concrete, traffic
signal and streetlight maintenance has reduced by
44.36 percent
• Facilities maintenance services has been reduced by
44 percent, increased time to complete services
causing necessary maintenance to be deferred.
• Fleet repair delays for both the auto and truck fleets
• Engineering services has been reduced by 54.76
percent resulting in less CEP projects being completed
• Emergency Response diminishes by 50 percent
Parks and Recreation
• 32% of Parks & Recreation staffmg cut
• Community centers are only open Monday —
Thursday
• 1980's — 60 park maintenance employees.
Today there are 11.
• Deferred maintenance repairs are no longer
optional, resulting in increased costs for
irrigation systems, community centers, have
created "civic blight."
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Library
• Public's access to libraries reduced by 47%
• Feldheym Central Library closed Fridays
• Branch Library hours reduced by 63% (from 54
hours per week to 20 hrs. per week)
• Inadequate book budget for 10 years; No book budget
for 3 years
• Over $1 million in deferred maintenance at Central
and branch libraries
• Overall budget reduced by 48% ($700,000)
• 38% of full time staff eliminated (11 positions)
• 40% of existing staff"bumped" to lower job
classifications
E
Updated Five Year
General Fund Projections
FY 2010-11 through FY 2014-15
5-Year General Fund Projections
_Projnted Projected Pm'etp ed Pmjc<red Projected
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
Be innin Fund Balavice S 1,770,400 S 1,770,400 S 1770,400 S 1,770,400 8 1,770,400
E,Omand Revenue:
,64
Tohl Tnxe, 82,254,900 81,021,100 81,831,300 82,619,600 83,889,300
1 ___.. ,900 _- _9 99 9. 192,9.
Tohl Other Revenues d1J]0,800 40,]50,300 41,157,900 U,569�00 12,192,900
Tohl Ead.Nd Revenue, 123,625,700 121771,400 -.122 89200 124,219,900 126,082,200
___11_40 99_40-1999_. .40_40___
Bz edimns: 9119_.4099_.
b:
uhriea aed Bemfib: 117,338,800 122,886,600 130,594,600 138,880,400 140,905,500
on 5669 6779
_siohmme&Operation 5,566,200 5,677,500 5,791,000 _ 5906,800 _ 6,025,000
4040_ _2,400
COnha0lml8ervina 7,180,400 713200 WO 7,470,500 7620,000 7,772,400
____ _8409 _._ _. __ _...
Interml Service Chaye,s, 13,8 @,000 14,086,200 14,367,900 14,655,300 14,948,400
_- ___ _
C>�bl OuOey 773,100 788,900 804,700 82800 837,200
_ 9409—. __._.
ebt Service Charges_ 2,259,600 2,259,600 2,259,600 2,259,600 2,259,600
Loan RRR�ymenb 1,308,700 1629400 - -
___ _.
Eat E rrdi P.Savibg_a Factor __ OOi000) _ (1,000,000 _SI,00o,000 _(1,000,000 1 p,000,000
modem OOt 2,600,000 2,652,000 2,705,000 2,759,100 2,814,300
obl F fl.N Ez odihres $ 149,837100 1 S 156,304,400 S 162,993,300 $ 171,902,000 S 174,562,400
Revenue 0ve Under Ez roes 26,211,400 dS33,000 40,004,100 47,683,100) 48,480,200
Net Fund Balance/ efieil S 24,441,000 S 2,762,600 S 8,233,700 E 45,912,700 S 46,709,800
Summary Reconciliation
FY 10-11 Budget Balancing Actions
FY 10-11 Projected Budget Balance ($24,441,000)
Revenue Enhancements 10,457,500
Personnel Cost Savings 10,700,000
Increased Grant Credits and
expenditure savings 4,100,000
Defer Loan Repayment to EDA 1,300,000
Total Budget Balancing Measures $26,557,500
FY 10-11 Adopted Budget Balance $2,116,500
s
3
Updated Projections for
FY10-11 and FYI 1-12
FY 10-11 FY 11-12
Net Revenue Shortfall ($1,579,600) ($10,100,000)
Personnel Cost Shortfall (L LOO 000) (1,100,000
Estimated Shortfall Total (2,679,600) (11,200,000)
Net Increase from Kohl's 536,100 592,700
Continue 17 Police vacancies
and Fire SAFR Grant Credit 0 2,800,000
Total Net Shortfall ($2,143,500) ($7,807,300)
5-Year General Fund Updated Projections
Ae09b6 uLm6 __ eroknee __ P.,�Id _ _P.p d_ aetnmt_..
2010-3011 2010-3011 2011-3013 2.12,013 2013-2014 20/73011
in F.vd Releek 1 1,770,443D S 1,770AN f 3665 S 3109 N S 3,709 ]9 1 I)09 I9
tiT.Ud 5555
6566.
.01l eA _ 33,13],600 41196 31,539p 33 ]A 3;832,300 56106600
Tobl O1 ftdlte" 61,131,600 62,131,600 26966.300 15,331900 63,]0 66,33,900
IDnl4tlmk0Rmexe 131441 1399319W ' IK 00 131,710,300 1E 1100 1
2656 _-
.i.... Besfib: _ _ 103,253,00_0_ 1_03,553,000 _ 103,m6 000 120,065,500 122,335,500 125.4_50 00
_ _ . . 5565_ _.
nehvueelO v�6o• _ 52,12600 5=,IN 5300000 5,350000 _3,200,000 5<5000.0
__r_
oek.elevl3ervinv _ _ 6900,100 ],06p,100 ],300,000 _0_,6_25,800 _ 7.71o. ]_,909,,100
6565._ _. _
ekndSe.rke_CY_ge _ _ Id 010000 1/010000 _ Id 122 B00 _15,280000 I=525600 I5,897,30
_91,600 ___91600 100000 5555 110,000 IIS,OM _ 120000
UI
eW 3ervia _, ,200 __2,1]Iy00 ___2,1]Ip00 13"200 _Esl]1,4W _ __I]Iid00
- __ X629 900 _ 1,950,000 ___ - -
L&peodbrt S aC+9i0b0 (3169,600)
(2,863,400 (2 A63 M
_ (z,000 000 (z.000�WO) ¢,aoo,000
nmten OOl 2,169,100 2,169,100 2,AW,000 ;250,000 2,900,000 ;950,000
ObI Rs3euk ea ueimres f 130415,100 3 132475.1001S 197,160600 S ISS,BOi)00 1 1 1]3 s 155 Tp
60wd R....... Z m 346,100 ;163900 ,;AN.W 5,093,100 1)616 0 (12920$00
3%B e1 Reduttioo TObk f t 6,o�A. 3 11 " 1 IM4a20 f 9 1331 1 9,N1,322
Reuem FOV6 B.IVVte M2% 1 3,169001 3KS,d595 9]09,6191 11,'133,5015 16163,900) 3 15,166,599
What If:No Cuts toPubficSsfety
FY2010/11 Percentage Total Cm
Budgeted of Positions w/oat Paddle Positions To
Positions w/o Safety Safety Be Deleted
City Altc 's Of.. 215 7% $ 779,242 9
Cry Clerk's Offee 16 5% S 519901 7
City Managers Office 9 3% S 326,1% 4
Car,T.g.e.Off.. 3 1% S 108131 I
Civ85mce 3 19. 5 109,731 1
Common Council II 4% S 399,682 3
Community Dweloment 62 M. $ 224]11]1 26
Fin..e 16 5% S 579901 7
Ff. 191 Nu S 0
Human Rescumes 6 2% S 217,463 2
Information Technology 20 ]% S 724,876 8
Library 20 1% S 721816 8
Mayne.off.. 6 2% S 217.463 2
Parka Rec and Comm SF. 40 13% S 1449 753 17
Pollre 529 We $ 0
Public World 70 23% S 3537068 29
Approx.General Fund
Positions(Includes Tnnskrs
to Other Funds) 1023.5 1m $11000000 125
Pereentase of mom-safety
workforce to be deleted 41%
Piddle Safety Positions 720
%afGF Poebion, 70%
Nan-Sakty Pushing 303.5
of gfGF Poudons 30%
5-Year General Fund Updated Projections:
Stay Within Your Means Budget
AJ.,.a uFe.red P, '.e Pat,d1 e,�;<tma P,eKtea
zo 10 o-zoll zulo-zall 2.H-2olx xolz-z 11 2W3 2014 2014 M5
in Food Bosh. $ 1,110,400 5 1,110,400 5 3,665,459 5 3(109019 5 3,109,679 5 3,109,619
Toal FeBmvhd Rewnwv 131,161400 HM1000 126$03.300 127,T0400 128$61,700 130.45400.
nisi Wdwle Ee vtitarte S 130 15,100 5 132,015,100 $ 131,460000 S 15;802,100 5 156,171f00 5 158,365,100
EumaO Rereeue-Ex nseel 3469100 2143.500) 1000,400 35,093 (17,616,800) (W20$00
8%BM tRedettiov Tatab S 5 4,438359 $ 11 44420 S 90H410 S 9044411 5 9,644,221
AdeiOovel Budget Reductions 5 15450410 S 15480,210 5 15,280,270
rve Food Balms wl 8% IS 1,116,500 1 S 3,665,459 13 3,109079 5 3,541,169 S 1AI1,P0 5 113011
Additional Cuts Needed 10%
Total Budget Reductions(5) $15,280,270
Number of Positions Deleted S 176
FY 2010/11
Budget Balancing Measures
8% Across the Board Reductions
CITY OF SAN BERNARDINO
DEPARTMENT 8% REDUCTION TARGETS/PROPOSALS
FOR FY2 01 0-1 112 0 11-1 2
8% 8%
ADOPTED BASE Reduction Department
DEPARTMENT EXPENDITURES Target Proposal
CityAftomey $ 3,674,600 293,968 0
CityClerk 2,004,800 160 384 348 200
CityManager 1,283,000 102,640 102,900
CityTreasurer 202,400 16,192 40,500
Civil Service 303,100 24,248 21,100
Common Council 568,600 45,488 0
Community Development 7,607,100 608,568 1 640.313
Finance 1,668,200 133 456 133,500
Fire 32,621,400 2,609,712 2 666 227
Human Resource 4,985,900 398 872 403,300
Information Technology 3,566,800 285,344 286,040
Library 2,259,100 180 728 180,370
Mayor 734,900 58,792 58,800
Parks,Recreation 8 Comm Service 5,379,800 430 384 435,000
Police 63,880,300 5,110,424 5 093 160
Public Works 8,784,600 702 768 834,809
Total $ 139,524,600 1 11,161,968 1 11,244,219
Public Works Department
8% Reduction Target: $702,768
Full Time Employee Reduction: -7
t
Significant Impacts:
• Fleet—Eliminate 2 vacant positions. Additional duties absorbed by remaining
mechanics.
• Streets—Charge for neighborhood clean-ups.Eliminate support for free
neighborhood clean-up events.
• Facilities—Reduce maintenance and operation.Less materials, for contracts,
decrease electric usage,and cleaning contract for parking structure.
•PW/Eng.-Eliminate the in-house survey unit.
anmMM9ftkiflnn Reduction in
Community Development Department
8% Reduction Target: $608,568
Full Time Employee Reduction: -6
Significant Impacts:
•Administration—Eliminate 1 vacant position.Impacts on support services
•Permits—Eliminate I vacant position. Delay in processing times for projects.
•Land Development—Eliminate 1 vacant position. Delay in processing times
for projects.
• Single Family Inspection—Eliminate 2 vacant positions and reduce
operational costs. Delay in inspection turn-around.
• Beautification—Eliminate 1 vacant position. Delay in processing times.
• Weed Abatement—Reduction in resources.
re 6
C
J
i
Police Department
8% Reduction Target: $ 5,110,424
Full Time Employee Reduction: -50
Significant Impacts:
• General Investigations—Reclassify positions. Hiring of civilian management
with experience in municipal finance and personnel.
•Records—Reclassify positions and eliminate 3 vacant positions. Provide a
more functional ratio of supervisors to technician personnel.
•Patrol Field Services—Eliminate 17 vacant Police Officer positions.
• Patrol Field Services—Eliminate 8 vacant Police Officer positions, 6 will be
converted to CSO.
• Patrol Field Services—impact delivery of police emergency services.
Fire Department
8% Reduction Target: $ 2,609,712
Full Time Employee Reduction: -10
Significant Impacts:
•Community Risk Reduction—Loss of Fire Prevention Officer will impact
number of annual inspections.
• Fire and Rescue Operation—Un-funding 2 Firefighters will have an impact on
safety services.
-Community Risk Reduction—Loss of Code Compliance Officer and Fire
Plans Examiner will impact inspections and projects.
• Fleet and Equipment—Loss of Equipment Mechanic will impact proactive
maintenance and inspections.
flahtmodliftets safety services.
Parks, Recreation & Community Services
8% Reduction Target: $ 430,384
Full Time Employee Reduction: -3
Significant Impacts:
Community Programs—Shift funding for Operation Phoenix,elimination of
City Services for Norton Galaxy Center. Baseball Stadium—Eliminate
j maintenance support. Responsibility to shift to owner of stadium.
•Administration—Reduce part-time. Impacts to service delivery.
3 •CID—Convert FT CID Manager to contract PT Manager. Impacts to
administrative support for department.
-Park Maintenance—Eliminate 2 Park Maintenance Supervisors,or I
Supervisor and close Delman Heights.Restructure park maintenance delivery
an to
Library
8% Reduction Target: $ 180,728
Full Time Employee Reduction: -2
Significant Impacts:
•Reduce part-time. Impacts to support services
•Reduce maintenance and operation.Fewer new materials and public computer
access,postage for direct mailers and maintenance.
• Loss of Coordinator will have impact on program activities.
•Loss of Office Clerk will impact support services.
Finance Department
8% Reduction Target: $ 133,456
Full Time Employee Reduction: -1
Significant Impacts:
•Administration—Reduce maintenance and operation. Increase revenue from
Water Department to General fund for services provided.
•Purchasing—Eliminate 1 position.Loss of Accounting Technician will result
in slower processing time of services provided to departments.
j •Accounting—Temporary charge portion of Deputy Director salary to Refuse
until Accountant position is filled.
i
i
i
I
i
' Human Resources Department
8% Reduction Target: $ 398,872
Full Time Employee Reduction: -0
Significant Impacts:
• Workers Compensation—Eliminate employee assistance program.
•Liability—Reduction in insurance premiums potentially increase in liability
claims.
•Human Resources—Reduce maintenance and operation. Water Department to
pay for additional costs and reduce operation costs.
• Miscellaneous—Reduction of reserves from insurance pool.
Civil Service Department
8% Reduction Target: $ 24,248
Full Time Employee Reduction: 0
Significant Impacts:
• Administration—Reduce maintenance and operation. Increase revenue
reimbursement to General Fund by Water Department for services provided by
Civil Service and reduce department materials and operations.
IT Department
i
8% Reduction Target: $ 285,344
I Full Time Employee Reduction: 0
Significant Impacts:
I
•GIS—Eliminate maintenance and operation costs and software support.
j Future upgrades will require repurchase of licenses.
! • Public Safety-Eliminate maintenance and operation costs and software
support. Certain maintenance will be done on a time and material basis and not
covered under contract.
-Client Services -Eliminate maintenance and operation costs and software
support.Reduce efficiency of networking division,ability to keep up with
network growth and remote access for City employees.
c wm9M11l2kq. Impacts staff
i
i
i
City Manager's Office
8% Reduction Target: $ 102,640
Full Time Employee Reduction: -1
Significant Impacts:
• Grants—Eliminate 1 vacant position.Impacts coordinated effort to secure
grants and develop legislative programs.
Administration—Temporary savings of ATCM position until filled.
City Clerk's Office
8% Reduction Target: $ 16,384
Full Time Employee Reduction: 0
Significant Impacts:
• Administration—Reduce operating costs. Impacts to maintenance and
operations.
• Elections—Reduce estimated election costs. Reflects notification of reduction
in costs from Registrar of Voters. One time savings.
City Treasurer's Office
8% Reduction Target: $ 16,192
Full Time Employee Reduction: 0
Significant Impacts:
• Administration—Reduce maintenance and operation. Water Department to
cover share of Treasurer's operations.
City Attorney's Office
8% Reduction Target: $ 293,968
Full Time Employee Reduction: Not Available
Significant Impacts:
• N/A
r �
Mayor's Office
8% Reduction Target: $ 58,792
Full Time Employee Reduction: 0
Significant Impacts:
• Community Safety/Environmental—Eliminate contractual services used to
prepare grant applications. This past fiscal year, the contract was used to
prepare and successfully obtain over$850,000 in grant funds for police and
public safety, and over$375,000 in grant funds for environmental
projects/programs.
Common Council Office
8% Reduction Target: $ 45,488
Full Time Employee Reduction: Not Avauable
Significant Impacts:
N/A
t
Recommended Actions
1) That the City Manager's Modified Budget
Strategies be approved and implemented as outlined
in the staff report from Charles McNeely, City
Manager dated August 19, 2010; and that the
Director of Finance be authorized to amend the FY
2010-2011 budget and prepare the preliminary FY
2011-2012 budget to reflect the implementation of
these strategies.
O
O
City of San Bernardino invites app/ications fora
POSITION: PROGRAM PERFORMANCE AUDITOR
DEPARTMENT: CITY MANAGER
OPENS: MONDAY,SEPTEMBER 6,2010
SALARY: $8,850-$10,757 PER MONTH
NEW APPOINTMENTS GENERALLY START AT THE BEGINNING OF SALARY RANGE
APPLICATION
DEADLINE: OPEN UNTIL SUFFICIENT AMOUNT OF APPLICATIONS RECEIVED
APPLY ONLINE AT"www.sbcity.org".
JOB DESCRIPTION: Under general direction of the City Manager conducts performance audits of City government
operations, with emphasis on efficiency and effectiveness in carrying out the fimctions in accordance with StatelFederal
law, City policy and industry best practices,and performs related duties as assigned.
NIINIMUM OUAIMCATIONS:
A complete Job Description may be reviewed on the City's website (www.sbcitv.orel under www.ci.san-
bernardino.cams/dents/hr/iob classifications and salaries.aso
Certiticate/License: A valid California driver's license and the ability to maintain insurability under the City's
vehicle insurance policy.
Education: Graduation from a faun-year college or university with a degree in business
administration,public administration,economics or related field.
Experience: Five (5)or more years of professional performance auditing, analytical or similar work
experience; or any equivalent combination of education, experience, and training that
provides the required ]mowledge, skills and abilities. Government sector experience
Preferred.
***EMPLOYEES ARE CURRENTLY WORKING A 36 HOUR REDUCED WORK WEEK (EQUAL TO A 10%
PAY REDUCTION)***
PHYSICAL.REQUIREMENTS: Must be able to see and bear m the normal visuallaudio range(with or without correction); transport up to 50
pounds;exhibit normal range of body motion;and,work indoors and out in a variety of environmental conditions.
SELECTION PROCESS: Following a review of applications submitted,-qualified applicants will?bE notified by rail of date, time and place of -.
examinatiar. which may include written, oral, performance and other evaluation processes appropriate to ass6ss!iarowledge,skills and abilities
required. -
THE CITY RESERVES THE RIGHT TO RATE APPLICANTS BASED ON A REVIEW OF THE APPLICATION MATERIALS AND TO INVITE ONLY THOSE
MOST QUALIFIED APPLICANTS TO PARTICIPATE IN SUCCESSIVE PARTS OF THE SELECTION PROCESS.
"vesias of this bulletin do not constitute an expressed or implied contract Any provision contained in this bulletin may be modified orrevoked without notice.
SYSTEM#1009-ODIA DCR JOB BULLETINS/PROGRAM PERFORMANCE AUDITOR
EQUAL EMPLOYMENT OPPORTUNSTYEMPLOYER
Job Bulletin Page 1 of 2
CITY OF SAN BERNARDINO
Department of Human Resources
300 North D St.
San Bernardino, CA 92418
Sag 8;4emam
http:I/www sbcity.oro
INVITES APPLICATIONS FOR THE POSITION OF:
Program Performance Auditor (U)
An Equal Opportunity Employer
SALARY
$8,850.00 - $10,757.00 Monthly $106,200.00 - $129,084.00 Annually
OPENING DATE: 09/06/10
CLOSING DATE: Continuous
DESCRIPTION:
The Performance Auditor acts as the City's principal manager focused on conducting
objective performance audits and systematic assessments of City department
programs, functions, and/or activities in order to help the City Manager, Mayor and
Common Council improve overall operational efficiency, effectiveness and
accountability.
For the purposes of this position, the term "audit" will be defined as a methodical
examination or review of a condition or situation and does not pertain strictly to
financial accounting.
EXAMPLES OF DUTIES
Under general direction of the City Manager conducts performance audits of City
government operations, with emphasis on efficiency and effectiveness in carrying out
the functions in accordance with State/Federal law, City policy and industry best
practices, and performs related duties as assigned.
MINIMUM QUALIFICATIONS
Job Description may be reviewed on the City's website (www.sbciri.ora) under
http://www.ci.san-bernardino.ca_.usjdep.ts/hr/job clas_sifications_and salaries.asp
Licenses Certificates Special Requirements:
A valid California driver's license and the ability to maintain insurability under the
City's vehicle insurance policy.
Education/Experience:
Graduation from a four-year college or university with a degree in business
administration, public administration, economics or related field; and at least five
(5) or more years of professional performance auditing, analytical or similar work
experience; or any equivalent combination of education, experience, and training that
provides the required knowledge, skills and abilities. Government sector experience
Job Bulletin Page 2 of 2
preferred.
SUPPLEMENTAL INFORMATION
***EMPLOYEES ARE CURRENTLY WORKING A 36 HOUR REDUCED WORK WEEK
(EQUAL TO A 10% PAY REDUCTION)***
APPLICATIONS MAY BE OBTAINED AND FILED ONLINE AT: Job*1009-001A
htto�//www.sbcitv,om PROGRAM PERFORMANCE AUDITOR(U)
OR DR
300 North D St.
San Bernardino, CA 92418
NARar�
0
i
o` 3
A
t Class Code 10945
o —
�ooNOVa r+�
M/CC Date Adopted:
City of San Bernardino Signature:
Director,Human Resources
CLASS SPECIFICATION
Program Performance Auditor(U)
EEOC Job Category: Ofidats and Administrators
JOB SUMMARY
Under general direction of the City Managerconducts performance audits of City government
operations, with emphasis on efficiency and effectiveness in carrying out the functions in
accordance with State/Federal law, City policy and industry best practices, and performs related
duties as assigned.
DISTINGUISHING CHARACTERISTICS
The Performance Auditor acts as the City's principal manager focused on conducting objective
performance audits and systematic assessments of City department programs, functions, and/or
activities in order to help the City Manager, Mayor and Common Council improve overall
operational efficiency, effectiveness and accountability.
For the purposes of this position, the term"audit"will be defined as a methodical examination or
review of a condition or situation and does not pertain strictly to financial accounting.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the
position if the work is similar,related or a logical assignment to this class.
1. Works directly with City Manager to create an annual performance audit work plan subject to
Council approval.
2. Prepares monthly audit status reports.
3. Conducts performance audits to include, but not be limited to, cost effectiveness assessments,
best practices analysis, program performance evaluation, workload evaluations, process
reengineering, assessment of compliance with Federal and State laws, assessment of
compliance with City policy, service level assessments.
Performance Auditor Page 1
�r 4. Recommends to the City Manager approaches to how audit results can be applied to City
operations in order to reduce costs, increase productivity, improve service delivery and create
a higher level of accountability and transparency in all of the diverse activities of the City.
5. Reviews all performance audit results to ascertain that all relevant materials are presented to
the City Manager and to assure audit findings are properly presented.
6. Gathers and analyzes complex data of our City operations and services.
7. Evaluates internal controls to identify areas of risk and document areas for improvement.
8. Develops and executes audit programs, conducts fieldwork, and documents findings in work
papers.
9. Develops and communicates audit findings, along with recommendations for improvement,
to City Manager.
10. Maintains a professional rapport with management and works to ensure recommendations are
implemented.
11.Manages and prioritizes assignments to meet department work plan goals and deadlines.
12. Maintains integrity and objectivity throughout assignments, and models the ethical behavior
of the organization.
QUALIFICATIONS
Knowledge of.
1. Principles of organization and management, including performance auditing necessary to
direct the activities of a performance auditing function.
2. Effective auditing practices used in operating and controlling a complex organization.
3. Laws,regulations, and procedures relating to City government programs.
4. Principles and practices of fiscal management, budget administration and control necessary
to plan, develop and evaluate funding requirements; to prepare, present and justify budget
requests.
5. City Human Resources policies and procedures, Civil Service rules and labor contract
provisions.
Performance Auditor Page 2
Ability to:
1. Research and evaluate a variety of financial and internal service programs and activities and
make sound recommendations for improvement.
2. Define issues, analyze problems, evaluate alternatives and develop sound, independent
conclusions and recommendations in accordance with laws,regulations,rules and policies.
3. Prepare clear, concise and comprehensive correspondence, reports, studies and other written
materials.
4. Exercise tact and diplomacy in dealing with sensitive and complex issues and situations.
5. Establish and maintain effective working relations with the City Manager, Mayor and
Council members, department heads and managers, staff, representatives of other agencies,
the public and others encountered in the course of work.
Education,Training and Experience:
A typical way of obtaining the knowledge, skills and abilities outlined above is graduation
from a four-year college or university with a degree in business administration, public
administration, economics or related field; and at least five or more years of professional
performance auditing, analytical or similar work experience; or any equivalent combination
of education, experience, and training that provides the required knowledge, skills and
abilities. Government sector experience preferred.
Licenses; Certificates; Special Requirements:
A valid California driver's license and the ability to maintain insurability under the City's
vehicle insurance policy.
PHYSICAL DEMANDS
The physical and mental demands described here are representative of those that must be met by
an employee to successfully perform the essential functions of this class. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is regularly required to sit; talk or hear,
both in person and by telephone; use hands to finger, handle and feel computers and standard
business equipment; and reach with hands and arms. The employee is frequently required to
stand and walk.
Specific vision abilities required by this job include close vision and the ability to adjust focus.
Performance Auditor Page 3
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this class. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential functions.
Employees work under typical office conditions, and the noise level is usually quiet. The
employee may periodically be required to work in the field,exposed to dust,noise and inclement
weather.
TESTING STANDARDS
Perfomnance Auditor Page 4
LFNAROr4
� 0
n
O +T ^a
A
Class Code 10945
-
M/CC Date Adopted:
City of San Bernardino Signature:
Director,Human Resources
CLASS SPECIFICATION
Program Performance Auditor(U)
EEOC Job Category: Officials and Administrators
JOB SUMMARY
Under general direction of the City Managerconducts performance audits of City government
operations, with emphasis on efficiency and effectiveness in carrying out the functions in
accordance with State/Federal law, City policy and industry best practices, and performs related
duties as assigned.
DISTINGUISHING CHARACTERISTICS
The Performance Auditor acts as the City's principal manager focused on conducting objective
performance audits and systematic assessments of City department programs, functions, and/or
activities in order to help the City Manager, Mayor and Common Council improve overall
operational efficiency,effectiveness and accountability.
For the purposes of this position,the term"audit"will be defined as a methodical examination or
review of a condition or situation and does not pertain strictly to financial accounting.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The duties listed below are intended only as iDustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the
position if the work is similar,related or a logical assignment to this class.
1. Works directly with City Manager to create an annual performance audit work plan subject to
Council approval.
2. Prepares monthly audit status reports.
3. Conducts performance audits to include,but not be limited to,cost effectiveness assessments,
best practices analysis, program performance evaluation, workload evaluations, process
reengineering, assessment of compliance with Federal and State laws, assessment of
^ compliance with City policy, service level assessments.
Program Performance Auditor Page 1
4. Recommends to the City Manager approaches to how audit results can be applied to City
operations in order to reduce costs, increase productivity, improve service delivery and create
a higher level of accountability and transparency in all of the diverse activities of the City.
5. Reviews all performance audit results to ascertain that all relevant materials are presented to
the City Manager and to assure audit findings are properly presented.
6. Gathers and analyzes complex data of our City operations and services.
7. Evaluates internal controls to identify areas of risk and document areas for improvement.
8. Develops and executes audit programs, conducts fieldwork, and documents findings in work
papers.
9. Develops and communicates audit findings, along with recommendations for improvement,
to City Manager.
10. Maintains a professional rapport with management and works to ensure recommendations are
implemented.
11. Manages and prioritizes assignments to meet department work plan goals and deadlines.
12. Maintains integrity and objectivity throughout assignments, and models the ethical behavior
of the organization.
QUALIFICATIONS
Knowledge of:
1. Principles of organization and management, including performance auditing necessary to
direct the activities of a performance auditing function.
2. Effective auditing practices used in operating and controlling a complex organization.
3. Laws, regulations,and procedures relating to City government programs.
4. Principles and practices of fiscal management, budget administration and control necessary
to plan, develop and evaluate funding requirements; to prepare, present and justify budget
requests.
5. City Human Resources policies and procedures, Civil Service rules and labor contract
provisions.
Program Performance Auditor Page 2
Ability to:
1. Research and evaluate a variety of financial and internal service programs and activities and
make sound recommendations for improvement.
2. Define issues, analyze problems, evaluate alternatives and develop sound, independent
conclusions and recommendations in accordance with laws,regulations,rules and policies.
3. Prepare clear, concise and comprehensive correspondence, reports, studies and other written
materials.
4. Exercise tact and diplomacy in dealing with sensitive and complex issues and situations.
5. Establish and maintain effective working relations with the City Manager, Mayor and
Council members, department heads and managers, staff, representatives of other agencies,
the public and others encountered in the course of work.
Education,Training and Experience:
A typical way of obtaining the knowledge, skills and abilities outlined above is graduation
from a four-year college or university with a degree in business administration, public
administration, economics or related field; and at least five or more years of professional
performance auditing, analytical or similar work experience; or any equivalent combination
of education, experience, and training that provides the required knowledge, skills and
Qabilities. Government sector experience preferred.
Licenses; Certificates;Special Requirements:
A valid California driver's license and the ability to maintain insurability under the City's
vehicle insurance policy.
PHYSICAL DEMANDS
The physical and mental demands described here are representative of those that must be met by
an employee to successfully perform the essential functions of this class. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is regularly required to sit; talk or hear,
both in person and by telephone; use hands to finger, handle and feel computers and standard
business equipment; and reach with hands and arms. The employee is frequently required to
stand and walk.
Specific vision abilities required by this job include close vision and the ability to adjust focus.
Program Perfonnance Auditor Page 3
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this class. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential functions.
Employees work under typical office conditions, and the noise level is usually quiet. The
employee may periodically be required to work in the field, exposed to dust, noise and inclement
weather.
TESTING STANDARDS
Program Performance Audkor Page 4