HomeMy WebLinkAbout02- City Manager CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
CITY MANAGER'S OFFICE
To: Mayor and Common Council
From: Lori Sassoon, Assistant City Manager U��
Subject: Summary of Budget Actions to Date
Date: August 1, 2008
Copies: Department Heads
Per your request, attached is a matrix summarizing the budget-balancing measures that have been
approved to date, sorted and totalled by department. Please let me know if you have any
questions.
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BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Hold vacant Assistant City Clerk for 6 months.
Fund: 001 Department:City Clerk(03 1)
Division: Administrative
Net Potential Expenditure Savings and/or Revenue Increase: Savings of$56,300
(Account# 50xx)
Summary of Proposal: Underfill the Assistant City Clerk position for six months and hold the vacancy
created for a period of six months. An existing employee in the Administrative Division will underfill the
Assistant City Clerk position being vacated. That employee will underfill as a Deputy City Clerk and return
to former position at the end of the six-month period when we will then recruit for the Assistant City Clerk.
Proposal Implications(pros/cons):
PROS:
Proposal will allow us to keep existing staff without laying off personnel in order to achieve budget cuts
requested by the City Manager's Office.
CONS:
Leaving a position vacant for six months will require a redistribution of duties that will impact the entire
office as personnel in the Business Registration Division and the RIM Division will have to assume more
responsibilities with the Passport Acceptance Facility, and personnel in the Administrative Division will
have to assume more duties related to the agenda process. Having one less person staff member may also
affect scheduling of vacations and any unexpected absences. There may be delays in responding to Public
Records Act requests and conducting research requested by internal/extemal customers.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Hold Office Assistant vacant; and reduce ProfessionaVContractual
Fund: 630 Department: Facilities Management(262)
Division: Telephone Support
Net Potential Expenditure Savings and/or Revenue Increase: $62,300 Savings
Summary of Proposal: Keep the Office Assistant position vacant for one year, and reduce the
Professional/Contract Services account by$15,000. The savings to the Utility Fund will reduce the transfer
from the General Fund to the Utility Fund,thereby creating a General Fund savings.
Proposal Implications(pros/cons):
PROS:
Office Assistant position in Telephone Support is currently vacant and the division can operate without this
person for one year. Savings: $47,300
The Professional/Contractual Services account is used for consultants to investigate means of cost
reductions. Savings: $15,000
CONS:
The division will operate with one employee, making coverage difficult when the employee is off.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Disaster Management Coordinator Funding
Fund: 001 Department: Fire
Division: Disaster Preparedness (206)
Net Potential Expenditure Savings and/or Revenue Increase: $60,000
Summary of Proposal: Fully fund the Disaster Management Coordinator position with UASI grant money.
Proposal Implications(pros/cons):
PROS:
The UASI grant has been awarded and it will take approximately one month to determine exactly what the
City will be receiving. However, it is anticipated that the funds will be sufficient to cover the entire cost of
the Disaster Management Coordinator position.
CONS:
The funding of this critical position should not be tied to grant revenue, the City needs this position whether
grant money exists or not.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Recognize additional revenue from AMR contract
Fund: 001 Department Fire(000)
Division: Emergency Medical Services
Net Potential Expenditure Savings and/or Revenue Increase: $50,000
(Account# 4881)
Summary of Proposal. Additional revenue from the renewal of the contract with AMR.
Proposal Implications (pros/cons):
PROS :
The contract with AMR is 10 years old and its review and renewal will generate additional revenue in that
area of $100,000.00. Previously we estimated new revenue from this source at $50,000.00. This contract
should be finalized in the next month.
CONS:
None
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Hold Vacant Mechanic I
Fund: 001 Department: Fire
Division: Fire Vehicle Maintenance(204)
Net Potential Expenditure Savings and/or Revenue Increase: $56,200
Summary of Proposal: Fully fund the Fire Equipment Mechanic II with San Manuel grant funding and leave
vacant Fire Equipment Mechanic I.
Proposal Implications(pros/cons):
PROS:
The position to be held vacant was added for FY08-09. The Fire Equipment Mechanics will not experience a
loss in staffing,as staffing levels will remain the same as FY07-08.
CONS:
Holding vacant one mechanic position slows the turnaround time of fixing/repairing life saving equipment.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Vacate(6)non-sworn police positions and keep(1)non-sworn police position
vacant for FY 2008/09
Fund: 001 Department:
Division:Various
Net Potential Expenditure Savings and/or Revenue Increase: $285,300
Summary of Proposal: The Police Department will vacate an additional(6)non-sworn positions and keep
(1)non-sworn position vacant in order to generate$285,300 in budget savings. Six positions are filled and
will involve layoffs of the junior employees in each classification.
Proposal Implications(pros/cons):
PROS:
I. Budget savings of$285,300(9 mo.)in FY 2008/09.
Position Effective
10/1/08
CSO I 37,100
CSO I 40,500
CSO II 41,700
CSO II 42,200
CSO Sup 48,000
PRC 1 31,700
Forensic Spec. I 44,100
Total Savings $285,30
CONS:
1. Fewer employees in each assignment to complete the same amount of work.
2. Greater use of overtime to complete mandatory and essential tasks and work assignments.
3. Delays in completing non-essential and non-mandatory work assignments with some tasks being
eliminated altogether.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Vacate positions in Crime Free Rental Housing Program; Shift Program
responsibilities to Code Enforcement.
Fund: 001 Department: Police
Division: 225—Landlord Certification
Net Potential Expenditure Savings and/or Revenue Increase: $104,900
Summary of Proposal: The Crime Free Rental Housing unit provides landlord-tenant crime prevention
training for multi-unit housing complexes as well as a Crime Free Business Program. This proposal would
eliminate funding for CFRH unit. Program will be assumed by Code Enforcement.
Proposal Implications(pros/cons):
PROS:
1. General Fund personnel savings of$102,800 for FY 2008/09 and at least$140K annually thereafter.
2. Annual M&O savings of$2,100.
CONS:
1. Elimination of the Crime Free Rental Housing unit.
2. Elimination of the Crime Free Rental Housing and Business crime prevention programs.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tide/Description: 2008 Reorganization-Police Records Bureau and Information Technology
Fund: OOland 679
Department: Police($69.3K)and Information Technology($63.8)
Division: Police Records Bureau and Information Technology
Net Potential Expenditure Savings and/or Revenue Increase: $133,100
Summary of Proposal. The Information Technology Division had three potential layoffs:two Technicians
and one Analyst. One of the Technicians sole function is to support Public Safety. The non-Public Safety
Technician has bumping rights and to keep the Technician that directly supports the Police computer systems
it is necessary that both Technicians be removed from the layoff list.
The Police and IT Departments have agreed to transfer responsibility and oversight of scanning police
documents into the FileNET document imaging system to IT. Increased oversight, fine-tuning of the
scanning process and FileNET enhancements currently being brought on-line will reduce the number of
Police Records Technicians needed for the scanning function from five to three.One Police Records
Technician(PRT)position is currently vacant and will be held vacant. Another Technician (PRT)position in
the Records Bureau performing Teletype duties is resigning in September to return to school and the position
will be held vacant,effective 10/1/08.
Police Deprartment funding includes:
One PRT vacancy held after Scanning Unit Relocation. $32.1K
One PRT vacancy held from Teletype. $37.2K
IT Wine includes the following:
679-252-5111 Delete Motorcycle helmet headset kits $ 0.9K
Reduce Communication materials and supplies $ 6.9K
Reduce stock of portable radio batteries $ 7.OK
679-251-5133 Further reduce FY 08/09 training $ 7.9K
679-251-5172 Further reduce Imagine Desktop Maintenance $ 23K
Cancel Stratus Server Maintenance $10.2K
Delete Linear Systems DIMS maintenance $ 1.5K
679-252-5502 Reduce Trash Truck Strips&Installs $ 2.6K
Replace Police car batteries with a generic brand $ 5.OK
679-251-5505 Reduce Recall offsite media storage $ 4.OK
679-251-5702 Cut Replacement Systems Equipment $ 5.OK
Reduce Citywide computer support $1 O.OK
Total Savings $133.1K
Proposal Implications(pros/cons):
PROS:
• Report Scanning—Priority functions enhanced through increased technology. Detective Bureau aided by
quicker delivery/availability of high-priority documents. Records Bureau personnel (1FTE) can be
redirected to other tasks within work unit.
• Workload Shift — Teletype function shared and redirected. Dispatch Center will perform essential
teletype responsibilities during evening and early mornings(6 p.m.to 6 a.m.). One Records Bureau FTE
can be redirected to other tasks within work unit.
• The Police Department's operation will be most significantly impaired by the departure of the IT Public
Safety Group Technician H. Clearly, at this time, the Police Department will benefit immensely by
retaining the unique skill sets associated with the position of the IT Public Safety Group Technician II.
CONS:
None
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Outsource Street light services
Fund: 001 Department: Public Services
Division: Street Lighting(409)
Net Potential Expenditure Savings and/or Revenue Increase: $122,000 savings
Summary of Proposal: Layoff three electrician positions: (2)Electrician II and(1) Electrician I position.
Keep(1)Electrician I position to mark utilities for underground service alert calls.
Proposal Implications(pros/cons):
PROS:
Completely contracting out the street light maintenance and repair will save $139,925 to help close the
budget deficit. The contract amount will be increased by $110,000 to a total of$220,000. The contractor
will be able to respond to streetlights that are out. The contractor would also respond to pole knock downs
and stolen wire concerns. The contractor is well qualified and can repair whatever is damaged provided we
can pay for it.
CONS:
We have not had total contract service in street lighting. With a contractor costs are itemized and we can
track them, but we will not know if the $220,000 is enough funding to fix all lights, repair all pole knock
downs and replace all stolen wire. It will largely depend upon how much wire is stolen and how many poles
are knocked down this fiscal year. Overall, this is a further reduction in service from the first round of cuts
that were made. We will have three less persons to assist during wind events, or rain events or any other
protracted event that will require people to respond on a 24 hour basis.
Detail ofBud¢et Reductions:
$36,600 Garage and Fuel Savings
$46,200 Maintenance and Operational Savings
$149,200 Total Salary and Benefit Savings
($110.000) Increase in Professional and Contractual Services
$122,000 Total Net Budget Savings
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Hold Vacant Two Maintenance Worker II positions
Fund: 001 Department: Public Services
Division: Street Maintenance(402)
Net Potential Expenditure Savings and/or Revenue Increase: $75,200 savings
Summary of Proposal: One Maintenance Worker II has retired effective August 31 and a second position is
anticipated to become vacant. Vacate the position of the retiring employee effective September 1,and vacate
the position of the Maintenance Worker II effective 12/31/08.
Proposal Implications(pros/cons):
PROS:
Eliminating these two Maintenance Worker II positions will save the General Fund $75,200 this year and
more next. One of these positions will be vacant on August 31,2008 so we will not have to lay off someone.
The second position is anticipated to become vacant.
CONS:
Cutting two more positions further erodes the ability to repair potholes and sidewalks. The Department did
not receive additional contractor funding to make up for the reduction in staffing.
Two fewer persons on the crew will reduce the ability to respond to ongoing wind, rain or other events on an
ongoing 24-hour basis.
Detail ofBud¢et Reductions:
$46,500 MW II- Effective 9/1/08
$28,700 MW II-Effective 12/31/08
$75,200 Total Salary and Benefit Savings
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Vacate Administrative Assistant
Fund: 635 Department: Public Services
Division: Fleet Division(341)
Net Potential Expenditure Savings and/or Revenue Increase: $20,000
Summary of Proposal: Vacate Administrative Assistant in the Fleet Division.
Proposal Implications(pros/cons):
PROS:
Vacating the Administrative Assistant is expected to have net savings of$20,000 for the General Fund. The
amount of savings is less than might otherwise be expected because about half of Fleet Division costs are
paid through the Refuse or Sewer enterprise funds. Making the reductions at the administrative level will
keep more mechanic positions on the floor to maintain the City's growing fleet.
CONS:
The Administrative Assistant duties will have to be absorbed by the remaining administrative staff.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Vacate Equipment Maintenance Supervisor
Fund: 635 Department: Public Services
Division: Fleet Division(341)
Net Potential Expenditure Savings and/or Revenue Increase: $32,100 savings
Summary of Proposal: Vacate(1)Equipment Maintenance Supervisor
Proposal Implications(pros/cons):
PROS:
Vacating an Equipment Maintenance Supervisor is expected to have net savings of$32,100 for the General
Fund. The amount of savings is less than might otherwise be expected because about half of Fleet Division
costs are paid through the Refuse or Sewer enterprise funds. If adopted the Fleet Division will still have a
Division Manager,Equipment Maintenance Manager,and two Equipment Maintenance Supervisors.
CONS:
The day shift would have one Equipment Maintenance Supervisor instead of two. Remaining staff would
also need to assist the remaining day shift Equipment Supervisor as necessary with repair issues.
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Vacate Fleet Operations Coordinator
Fund: 001 Department: 111
Division: Public Services/Human Resources Administration
Net Potential Expenditure Savings and/or Revenue Increase: $40,000
Summary of Proposal. Vacate Fleet Operations Coordinator(Refuse Fund)and transfer$40,000 of savings
to the General Fund.Human Resources will assume the monitoring of the Department of Transportation
(DOT)drug testing mandates and other DMV requirements for the City.
Proposal Implications(pros/cons):
PROS:
This transfer of responsibilities to the Human Resources will centralize all drug testing and DMV functions
for the City.
CONS:
Existing Human Resources staff will be required to absorb these additional responsibilities.
CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
INTEROFFICE MEMORANDUM
To: Mayor and Common Council
From: Lori Sassoon, Assistant City Manager
Subject: Options Regarding Take-Home Vehicles
Date: August 5, 2008
In accordance with your request at the July 31 Council meeting, options have been
developed that would recoup a portion of the City's costs related to take-home vehicles.
Current administrative policy allows for vehicles to be taken home under limited
circumstances, with the authorization of the City Manager. These circumstances
typically include the need for frequent after-hours response. While the policy limits take-
home vehicles to a 13 mile radius of City Hall, that provision of the policy has not been
enforced.
The bulk of take-home vehicles (approximately 60) are taken home by employees of the
Police Department. In addition, approximately 20 vehicles are taken home by employees
in the Fire, Public Services, Facilities, and Parks, Recreation, and Community Services
departments.
Attachments A through C outline the potential offsetting revenue to the City if employees
were to reimburse the City for the cost of the take-home vehicle beyond the 13 mile radius
each way. Each scenario uses one of the following costs per mileage in its assumptions:
• IRS Standard Rate - currently$0.505/mile
• Half of the 2008 IRS Standard Rate—currently $.255
• AAA Operating Costs for a large sedan - currently $0.191/mile
While the administrative details would need to be determined, it is anticipated that if we
were to require employees to reimburse the City for a portion of mileage, this would be
calculated as a flat monthly amount to be deducted from employee pay, which would
vary by employee depending upon their commuting distance. This would reduce the
administrative paperwork for the employees and the City. Again, the details would need
to be worked out.
Prior to the adoption of any change in policy regarding take-home vehicles, we would
need to complete the meet and confer process with affected bargaining groups.
-/� a
k-46 _0�-
r
Proposed Fee Charged for Take Home Use of City Vehicles Attachment A
IRS Standard Mileage Rate
Note: The IRS Standard Mileage Rates are set by the Internal Revenue Service each November for the
upcoming calendar year The rate is based on an annual study of the fixed and variable costs of operating an
automobile.
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each Round Exceeding Charge Each
Car# Trip 26 Miles Per Mile Year Car# Trip 26 Miles Per Mile Year
Car 01 26 $ - Car 43 72 46 $ 0.505 $ 4,832 '-
Car 02 32 6 $ 0.505 $ 630 !Car 44 50 24 $ 0.505 $ 2,521
Car 03 72 46 $ 0.505 $ 4,832 Car 45 88 62 $ 0.505 $ 6 512
Car 04 16 $ - Car 46 18 $ -
Car05 34 8 $ 0.505 $ 840 Car47 12 $ -
Car 06 35 9 $ 0.505 $ 945 Car 48 20 $ -
Car 07 26 0 $ - Car 49 70 44 $ 0.505 $ 4,622
Car 08 12 $ Car 50 34 8 $ 0.505 $ 840
Car09 9 $ - Car5l 16 $ -
Car 10 35 9 $ 0.505 $ 945 ',1 Car 52 26 $ -
Car 11 34 8 $ 0.505 $ 840 ,Car 53 14 $
Car 12 60 34 $ 0.505 $ 3,571 „Car 54 24 $ -
Car 13 35 9 $ 0.505 $ 945 Car 55 11 $ -
Car 14 44 18 $ 0.505 $ 1.891 Car 56 20 $ -
Car 15 34 8 $ 0.505 $ 840 Car 57 24 $ -
Car 16 34 8 $ 0.505 $ 840 ='Car 58 40 14 $ 0.505 $ 1,471
Car 17 40 14 $ 0.505 $ 1,471 :Car 59 10 $ -
Car 18 40 14 $ 0.505 $ 1 471 Car 60 20 $
Car 19 16 $ - Unit 1547 4 $ -
Car 20 35 9 $ 0.505 $ 945 Unit 218 5 $ -
Car21 10 $ - Unit618 15 $ -
Car 22 40 14 $ 0.505 $ 1,471
' Unit 227 20 $
Car 23 40 14 $ 0.505 $ 1,471 `.,Unit 510 12 $ -
Car 24 40 14 $ 0.505 $ 1,471 is Unit 539 12 $ -
Car 25 14 $ - Unit 446 12 $ -
Car 26 10 $ - Unit 549 10 $
Car 27 60 34 $ 0.505 $ 3,571 ,Unit 548 10 $ -
Car 28 8 $ Unit 540 20 $ -
Car29 26 $ Unit 605 10 $
Car 30 18 $ - >Unit 628 8 $ -
Car 31 75 49 $ 0.505 $ 5,147 Unit 647 8 $
Car 32 60 34 $ 0.505 $ 3,571 Unit 723 7 $
Car 33 40 14 $ 0.505 $ 1.471 Unit 725 8 $
Car 34 441 18 $ 0.505 $ 1,891 Unit 802 1 10 $
City Manager's Office
8/6/2008 Page 1 of 2
Proposed Fee Charged for Take Home Use of City Vehicles Attachment A
IRS Standard Mileage Rate
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each Round Exceeding Charge Each
Car# Trip 26 Miles Per Mile Year Car# Trip 26 Miles Per Mile Year
Car 35 10 $ - Unit BC-7 40 14 $ 0.505 $ 1,471
Car 36 861 60 $ 0.505 $ 6,302 Unit BC-8 50 24 $ 0.505 $ 2,521
Car 37 401 14 $ 0.505 $ 1,471 Unit BC-5 10 $
Car 38 351 9 $ 0.505 $ 945 Unit SS-2 10 $ -
Car 39 35 9 $ 0.505 $ 945 Unit SS-2 50 24 $ 0.505 $ 2,521
Car 40 35 9 $ 0.505 $ 945 Unit SS-21 10 $ -
Car 41 50 24 $ 0.505 $ 2 521 Unit SS-2 30 4T$ 0.505 $ 420
Car 42 46 20 $ 0.505 $ 2,101 Total $84,032
City Manager's Office
8/6/2008 Page 2 of 2
Proposed Fee Charged for Take Home Use of City Vehicles Attachment B
Half IRS Standard Mileage Rate
Note: The IRS Standard Mileage Rates are set by the Internal Revenue Service each November for the
upcoming calendar year. The rate is based on an annual study of the fixed and variable costs of operating an
automobile.
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each Round Exceeding Charge Each
Car#_ Trip 26 Miles Per Mile Year Car# Trip 26 Miles Per Mile Year
Car 01 26 $ - Car 43 72 46 $ 0.253 $ 2,416
Car 02 321 6 $ 0.253 $ 315 Car 44 50 24 $ 0.253 $ 1,260
Car 03 721 46 $ 0.253 $ 2,416 Car 45 88 62 $ 0.253 $ 3,256
Car04 16 $ - Car46 18 $ -
Car05 341 8 $ 0.253 $ 420 Car47 12 $ -
Car06 351 9 $ 0.253 $ 473 Car48 20 $ -
Car 07 261 0 $ Car 49 70 44 $ 0.253 $ 2,31
Car 08 12 $ - Car 50 34 8 $ 0.253 $ 420
Car 09 9 $ - Car 51 16 $ -
Car10 351 9 $ 0.253 $ 473 Car 52 26 $ -
Car 11 341 8 $ 0.253 $ 420 ` Car 53 14 $ -
Car 12 601 34 $ 0.253 $ 1,786 Car 54 24 $ -
Car 13 351 9 $ 0.253 $ 473 Car 55 11 $ -
Car 14 441 18 $ 0.253 $ 945 Car 56 20 $ -
Car 15 341 8 $ 0.253 $ 420 Car 57 24 $ -
Car 16 341 8 $ 0.253 $ 420 'Car 58 40 14 $ 0.253 $ 735
Car 17 401 14 $ 0.253 $ 735 Car 59 10 $ -
Car18 401 14 $ 0.253 $ 735 Car60 20 $ -
Car 19 16 $ - Unit 1547 4 $ -
Car20 351 9 $ 0.253 $ 473 Unit 218 5 $ -
Car21 10 $ - Unit 618 15 $ -
Car22 401 14 $ 0.253 $ 735 Unit 227 20 $ -
Car 23 401 14 $ 0.253 $ 735 ' Unit 510 12 $ -
Car 24 401 14 $ 0.253 $ 735 Unit 539 12 $ -
Car 25 14 $ - Unit 446 12 $ -
Car 26 10 $ - Unit 549 10 $ -
Car 27 601 34 $ 0.253 $ 1,786 Unit 548 10 $ -
Car 28 8 $ - Unit 540 20 $ -
Car29 26 $ - Unit 605 10 $ -
Car 30 18 $ - Unit 628 8 $ -
Car 31 75 49 $ 0.253 $ 2,573 Unit 647 8 $ -
Car 32 60 34 $ 0.253 $ 1,786 Unit 723 7 $ -
Car 33 40 14 $ 0.253 $ 735 Unit 725 8 $ -
Car 34 44 181 $ 0.253 $ 945 Unit 802 10 $ -
City Manager's Office
8/6/2008 Page 1 of 2
Proposed Fee Charged for Take Home Use of City Vehicles Attachment B
Half IRS Standard Mileage Rate
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each Round Exceeding Charge Each
Car# Trip 26 Miles Per Mile Year Car# Trip 26 Miles Per Mile Year
Car 35 10 $ - Unit BC-7 40 14 $ 0.253 $ 735
Car 36 861 60 $ 0.253 $ 3,151 Unit BC-8 50 24 $ 0.253 $ 1,260
Car 37 401 14 $ 0.253 $ 735 Unit BC-5 10 $ -
Car 38 351 9 $ 0.253 $ 473 Unit SS-2 10 $ -
Car 39 35 9 $ 0.253 $ 473 Unit SS-2 50 24 $ 0.253 $ 11260
Car40 35 9 $ 0.253 $ 473 Unit SS-2 10 $
Car41 50 24 $ 0.253 $ 1260 Unit SS-2 30 4 $ 0.253 $ 210
Car42 46 20 $ 0.253 $ 1,050 Total $42,016 :
City Manager's Office
8/6/2008 Page 2 of 2
Proposed Fee Charged for Take Home Use of City Vehicles Attachment C
AAA-Operating Cost Per Mile
Note: The AAA Operating Costs Per Mile for a large sedan can be found in AAA's publication "Your Driving
Costs." The Publication is updated in April of each year. Total operating costs include average gas price,
maintenance and tire expense.
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each FRoripc Exceeding Charge Each
Car# Trip 26 Miles Per Mile Year Car# 26 Mil es Per Mile Year
Car 01 26 $ - Car 43 72 46 $ 0.191 $ 1,827
Car 02 32 6 $ 0.191 $ 238 Car 44 50 24 $ 0.191 $ 953
Car 03 721 46 $ 0.191 $ 1,827 ' Car 45 88 62 $ 0.191 $ 2,463
Car 04 16 $ Car 46 1 18 $
Car 05 341 8 $ 0.191 $ 318 i Car 47 12 $ -
Car 06 351 9 $ 0.191 $ 358 Car 48 20 $ -
Car 07 261 0 $ - Car 49 70 44 $ 0.191 $ 1,748
Car 08 12 $ - Car 50 34 8 $ 0.191 $ 318
Car 09 9 $ - Car 51 16 $ -
Car 10 351 9 $ 0.191 $ 358 Car 52 26 $ -
Car 11 341 8 $ 0.191 $ 318 Car 53 14 $ -
Car 12 601 34 $ 0.191 $ 1,351 Car 54 24 $ -
Car 13 351 9 $ 0.191 $ 358 Car 55 11 $ -
Car 14 441 18 $ 0.191 $ 715 Car 56 20 $ -
Car 15 341 8 $ 0.191 $ 318 Car 57 24 $ -
Car 16 341 8 $ 0.191 $ 318 Car 58 40 14 $ 0.191 $ 556
Car 17 401 14 $ 0.191 $ 556 Car 59 10 $ -
Car 18 401 14 $ 0.191 $ 556 Car 60 20 $ -
Car 19 16 $ - Unit 1547 4 $ -
Car 20 351 9 $ 0.191 $ 358 Unit 218 5 $ -
Car21 10 $ - Unit 618 15 $ -
Car 22 401 14 $ 0.191 $ 556 Unit 227 20 $ -
Car 23 401 14 $ 0.191 $ 556 Unit 510 12 $ -
Car 24 401 14 $ 0.191 $ 556 `- Unit 539 12 $ -
Car 25 14 $ - Unit 446 12 $ -
Car 26 10 $ - Unit 549 10 $ -
Car 27 601 34 $ 0.191 $ 1,351 Unit 548 10 $ -
Car 28 8 $ - Unit 540 20 $ -
Car29 26 $ - Unit 605 10 $ -
Car 30 18 $ - Unit 628 8 $ -
Car 31 75 49 $ 0.191 $ 1 947 Unit 647 8 $ -
Car 32 60 34 $ 0.191 $ 1 351 Unit 723 7 $ -
Car 33 40 14 $ 0.191 $ 556 Unit 725 8 $
City Managers Office
8/6/2008 Page 1 of 2
Proposed Fee Charged for Take Home Use of City Vehicles Attachment C
AAA - Operating Cost Per Mile
Round Round
Trip Total Trip Total
Mileage Due Mileage Due
Round Exceeding Charge Each Round Exceeding Charge Each
Car# Tri 26 Miles Per Mile Year . Car# Trip 26 Miles Per Mile Year
Car 34 44 18 $ 0.191 $ 715 `> Unit 802 10 $ -
Car 35 10 $ - Unit BC-7 40 14 $ 0.191 $ 556
Car 36 861 60 $ 0.191 $ 2,384 Unit BC-8 50 24 $ 0.191 $ 953
Car 37 401 14 $ 0.191 $ 556 ; Unit BC-5 10 $ -
Car 38 351 9 $ 0.191 $ 358 Unit SS-23 10 $ -
Car 39 35 9 $ 0.191 $ 358 Unit SS-24 50 24 $ 0.191 $ 953
Car 40 35 9 $ 0.191 $ 358 Unit SS-26 10 $ -
Car 41 50 24 $ 0.191 $ 953 Unit SS-27 30 4 $ 0.191 $ 159
Car 42 46 20 $ 0.191 $ 795 Total $31,782
City Manager's Office
8/6/2008 Page 2 of 2
San Bernardino Police Department
Analysis of Helicopter Services
Overview
The Police Department has contracted with California Aviation Services Inc for police helicopter patrol
services since June 19, 2006. The SBPD air program is an essential component of the successful
prevention, intervention and suppression strategies employed in the Police Department's community
policing model and has provided the following enhanced police services for the City.
• Force Multiplier — An officer in the helicopter can see 3-4 blocks in each direction around the
scene of an emergency call, which would require at least four ground officers. The flight officer
arrives on-scene with tools to see well into the darkness of night. One must take into
consideration the extra personnel freed up for other duties when the helicopter orbits overhead.
• During FY 2007/2008, our single helicopter was dispatched to over 2,836 calls-for-service. Over
516 of these calls were "emergency" incidents that would normally have an officer responding
with their lights and siren on.
• Reduced Response Time - The helicopter was the first unit on scene 1,166 times (41%) overall
and 193 times (37%) of the 516 emergency calls.
• The actions of the helicopter crew directly impacted about 272 successful arrests.
• Liability Reduction— While coordinating the pursuit for fleeing suspects, officers pursing people
can reduce their speed and increase their following distance knowing that it is almost impossible
for a suspect to get away from the helicopter crew. Without a helicopter, ground officers have to
increase their focus on the pursuit by reducing following distance thereby increasing the speed at
which they pursue. With the helicopter overhead it is even possible for ground officers to stop
pursuing under certain circumstances.
• The helicopter enhances law enforcement effectiveness, efficiency, evidence recovery and
officer safety.
Analysis
Helicopter services are funded in the Measure Z budget in account #001-223-5502. For FY 2008/09 the
Police Department is proposing to renew the contract with California Aviation Services Inc. for an
amount not to exceed $555,900. This service can be eliminated after providing California Aviation
Services Inc. a 30-day termination notice. Should this occur the Police Department would depend on the
San Bernardino County Sheriff's Department to provide police helicopter patrol services on an as
available basis, resulting a much lower overall level of coverage. Frequently the Sheriffs helicopter is
unavailable to respond to San Bernardino due to priorities elsewhere in the county.
Budget Analysis
Potential budget savings for FY 2008/09 are calculated as follows:
Annual budget for helicopter services $555,900
Less actual billings in FY 2008/09 (including 30 day notice) $138,975
FY 2008/09 savings $416,925
—tt"
XXXXX
CONTINUED FROM JULY 28, 2008
2. Budget deliberations - Fiscal Year 2008/09 - discuss and take possible action.
Resolution of the Mayor and Common Council of the City of San Bernardino
approving and adopting an interim budget of said City for Fiscal year 2008-2009
pending adoption of the 2008-2009 final budget.
No Action Taken
MOTION: That full reading of the resolution be waived and that said
resolution be adopted.
Consensus
MOTION: That the matter be continued to 4:30 p.m., August 6, 2008, in the
Council Chambers of City Hall.
XXXXXXXXXXXXX
CONTINUED FROM JULY 289 2008
Economic Development Agency
R3. Budget Adoption Fiscal Year 2008-2009. (Backup material distributed on
June 30, 2008, Item No. R4; item continued to July 7, 2008, Item No. R43;
item continued to July 21, Item No. R33; item continued to July 28, Item
No. R3.)
(Community Development Commission)
A. Resolution of the Community Development Commission of the City of
San Bernardino, California, approving the Economic Development
Agency's ("Agency") budget for the Fiscal Year 2008-2009, except for
those portions of certain budget lines which are related to the Uptown
Redevelopment Project Area.
B. Resolution of the Community Development Commission of the City of
San Bernardino, California, approving the Economic Development
Agency's ("Agency") budget for those portions of certain budget lines
which are related to the Uptown Redevelopment Project Area for the
Fiscal Year 2008-2009.
C. Resolution of the Community Development Commission of the City of
San Bernardino, California, authorizing the funding of various City of
San Bernardino Fiscal Year 2008-2009 public improvement expenditures
and making findings and determinations as to the benefit to the various
redevelopment project areas for undertaking public improvements in
connection with these various City expenditures.
(Item Continued on Next Page) #Z
3
G. Conference with real property negotiator - pursuant to Government Code
Section 54956.8.
City Attorney Penman announced that the following additional item would be
discussed in closed session under Agenda Item No. 1D, Personnel:
Director of Code Enforcement
Closed Session Announcement
An announcement was made that in closed session the Council unanimously
approved a motion to rescind action taken on July 16, 2008 to place the Utility
User's Tax (UUT) exemption removal on Riverside Wells on the November
2008 ballot.
In open session, a motion was made by Council Member Kelley, seconded by
Council Member Baxter, to ratify the action taken in closed session rescinding
action to place the Utility User's Tax (UUT) exemption removal on Riverside
Wells on the November 2008 ballot. The motion carried unanimously.
Absent: Estrada, Brinker.
END OF CLOSED SESSION
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
2. Budget deliberations - Fiscal Year 2008/09 - discuss and take possible action.
Resolution of the Mayor and Common Council of the City of San Bernardino
approving and adopting an interim budget of said City for Fiscal year 2008-2009
pending adoption of the 2008-2009 final budget.
Approved
MOTION: That the matter be continued to July 31, 2008.
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXX XXXXXXXXXXXXXXXXXXX
CONTINUED FROM JULY 21, 2008
Economic Development Agency
R3. Budget Adoption Fiscal Year 2008-2009. (Backup material distributed on
June 30, 2008, Item No. R4; item continued to July 7, 2008, Item No. R43;
item continued to July 21, Item No. R33.)
(Item Continued on Next Page)
3 07/28/2008
40. Continued.
A. An urgency ordinance of the City of San Bernardino extending a
temporary moratorium on the establishment and operation of new
parolee/probationer group homes, registered sex offender group homes
and unlicensed group homes, declaring the urgency thereof, and taking
effect immediately. URGENCY
Adopted MC-1277
B. An ordinance of the City of San Bernardino extending a temporary
moratorium on the establishment and operation of new
parolee/probationer group homes, registered sex offender group homes
and unlicensed group homes. FIRST READING
Approved
MOTION: That said urgency ordinance A be adopted; and that said
ordinance B be laid over for fmal adoption.
Vote: Unanimous.
41. Budget deliberations - Fiscal Year 2008/09 - discuss and take possible action.
Consensus
MOTION: That the matter be continued to 4:30 p.m., July 28, 2008.
xxxxxyxxxx-xXXXXXXXXXXXXXX
42. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA: A three-minute
limitation shall apply to each member of the public who wishes to address the
Mayor and Common Council/Community Development Commission on a matter
not on the agenda. No member of the public shall be permitted to "share"
his/her three minutes with any other member of the public. (Usually any items
heard under this heading are referred to staff for further study, research,
completion and/or future Council/Commission action.)
43. Adjournment.
Consensus
MOTION: That the meeting be adjourned to 4:30 p.m., Monday, July 28,
2008, in the Council Chambers of City Hall to discuss the
2008/09 City and Economic Development Agency budgets.
19 07/21/2008