HomeMy WebLinkAbout03- City Manager CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: Charles McNeely, Subject: That the City manager's proposed
City Manager Modified Budget Strategies for the
FY 10-11 and FY 11-12 budgets be
discussed and approved.
Dept: City Manager
ORIGINAL
Date: August 19, 2010
Meeting Date: August 23, 2010
Synopsis of Previous Council action:
June 15, 2010 Council meeting to discuss FY 2010-2011 Budget.
June 30, 2010 Resolution 2010-221 approving the Final Budget and directing staff to prepare budget
documentation.
June 30, 2010 Resolution 2010-224 approving ratifying the adoption of resolution No. 2010-221
approving and adopting the city of San Bernardino's final Budget for fiscal Year 2010-
2011 and directing the establishment of the City's Appropriation Limit as required by
Article XIII B of the California State Constitution.
Recommended motion:
That the City Manger'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.
Signature
Contact person: Barbara Pachon. Director of Finance Phone : ext. 5242
Supporting data attached: Ward:
FUNDING REQUIREMENTS: Amount: 8%General Fund savings over two fiscal years.
Source: (Acct. No.)Various Department Accounts
(Acct. Description)
Finance:
Council Notes:
Agenda Item No. 3
8/23/10
CITY OF SAN BERNARDINO -REQUEST FOR COUNCIL ACTION
STAFF REPORT
SUBJECT
That the City Manager's proposed Modified Budget Strategies to bring the FY 2010-2011 and FY
2011-2012 budgets into balance be discussed and approved.
BACKGROUND
On June 30, 2010 the City adopted its final budget for FY 2010-2011 that included Personnel Cost
Savings assumptions worth $10.7 million and various revenue strategy assumptions worth about$10.2
million.
Also at the June 30, 2010 Council Meeting, staff requested authorization to proceed with preparation
of the necessary documents to submit the Real Property Transfer Tax for voter approval. In addition,
at the same meeting staff also requested authorization to proceed with the formation of a City-wide
Maintenance Assessment District. After further consideration of these items,the Council determined
that these two budget strategies were no longer a viable option and instead requested staff to work on
a half cent increase to the Local Transaction and Use Tax as well as bring back the Police Impound
Yard proposal for further review and discussion.
On July 6, 2010, staff requested authorization to proceed with preparation of the necessary documents
to submit the half cent Local Transactions and Use Tax for voter approval. After further discussion at
the July 6a'meeting, the Council decided this budget strategy was also not a viable option to be
considered any further. The Police Impound Yard is still being reviewed and discussed by the Council
at this time. Based on these actions the City's FY 2010-2011 budget now has an estimated shortfall in
revenues of about $1.6 million due to the Council deciding not to pursue these various options.
Human Resources started the negotiations process with all the bargaining groups with the goal of
getting agreement on the implementation of the $10.7 million of Personnel Cost Savings.
Unfortunately at this point in time it is estimated that the Personnel Cost savings will fall short of
projections by about $1.1 million.
With only a small amount of new revenue identified at this time to help reduce the total anticipated
General Fund shortfall there is a net shortfall projected for FY 2010-2011 of just over$2.1million and
$7.8 million for FY 2011-2012. Based on these projected shortfalls staff was requested to provide an
8%reduction of their budgets over the two fiscal year periods. These proposed budget reductions are
being presented to the Mayor and Council for review, discussion and approval to implement.
2
FINANCIAL IMPACT
Based on all the assumptions discussed above, for FY 2010-2011 the City has a projected shortfall of
just over $2.1 million. In FY 2011-2012 the shortfall increases to about $7.8 million. In order to bring
the City budget into balance, either additional revenues need to be generated or expenditures need to be
reduced. If neither of these actions is taken starting this fiscal year the City will be out of funding and
will not be able to operate and pay for any services to the community.
RECOMMENDATION
That the City Manger'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.
3
City of San Bernardino
Updated General Fund
Financial Projections
Fiscal Years 2011 to 2015
General Overview:
Effective businesses must continually analyze operations and develop financial plans that
address the short term, mid-range, and long-term time frames. This type of analysis is
critical for an organization to maintain its financial strength and stability. A financial
analysis that reinforces a long-range focus allows an organization to systematically
identify, plan and achieve goals within its available financial resources.
A long range financial focus becomes even more critical in the face of the devastating
economic decline that our country has faced since the Fall of 2008. Our city has had to
respond to changing financial conditions in a manner and speed that is unprecedented.
The stock market incurred record losses, housing values experienced steep declines,the
foreclosure rate skyrocketed and unemployment rates dramatically escalated. The State
of California continues to wrestle with multi-billion dollar deficits and the national, state
and regional economy is still volatile and unstable.
In response to this economic tailspin, the City has depleted most of its financial reserves
and has been forced to balance its budget on a year to year basis using one time
resources, employee 10%concessions, and loans. In order to gain financial stability, a
long range financial projection is being presented for the City's General Fund. The
projections cover five fiscal years beginning with the current Fiscal Year 2010-2011 and
goes out to Fiscal Year 2014-2015.
Detailed below are the main financial assumptions and analysis that were used to update
the original General Fund financial projections that were presented to the Mayor and
Council back on March 11, 2010. Of the three scenarios originally presented to the
Mayor and Council back in March, the worse case scenario was determined to be the
most likely to occur so therefore that is the only scenario that is being updated at this
time.
Fiscal Year 2010-2011:
On June 30, 2010 the City adopted its final budget for FY 2010-2011 that included
Personnel Cost Savings assumptions worth $10.7 million and various revenue strategy
assumptions worth about$10.2 million. Listed below is a summary of the major budget
balancing strategies that were included in the FY 2010-2011 adopted budget.
I. $2.4 million of revenue from the sale of the Convention Center to EDA.
2. $6.2 million from a Utility Fee Study of Water, Refuse and Sewer operations.
3. $1.6 million from an increase to the Property Transfer Tax
4. $10.7 million of Personnel Cost Savings
5. $1.3 million savings from deferral of repayment of a loan from EDA
6. $1.8 million increase in assumed expenditure savings.
7. $1.3 million savings from a new Fire SAFR Grant.
' 8. $1.0 million savings from a Police Indian Gaming Grant.
Also at the June 30, 2010 Council Meeting, staff requested authorization to proceed with
preparation of the necessary documents to submit the Real Property Transfer Tax for
voter approval. In addition, at the same meeting staff also requested authorization to
proceed with the formation of a City-wide Maintenance Assessment District. After
further consideration of these items, the Council determined that these two budget
strategies were no longer a viable option and instead requested staff to work on a half
cent increase to the Local Transaction and Use Tax as well as bring back the Police
Impound Yard proposal for further review and discussion.
On July 6, 2010, staff requested authorization to proceed with preparation of the
necessary documents to submit the half cent Local Transactions and Use Tax for voter
approval. After further discussion at the July 6`h meeting,the Council decided this
budget strategy was also not a viable option to be considered any further. The Police
Impound Yard is still being reviewed and discussed by the Council at this time. Based on
these actions the City's FY 2010-2011 budget now has an estimated shortfall in revenues
of about $1.6million due the Council deciding not to pursue these various options.
Human Resources started the negotiations process with all the bargain groups with the
goal of getting agreement on the implementation of the $10.7 million of Personnel Cost
Savings. Unfortunately at this point in time it is estimated that the Personnel Cost
savings will fall short of projections by about $1.1 million.
With only a small amount of new revenue identified at this time to help reduce the total
anticipated General Fund shortfall there is a net shortfall projected for FY 2010-2011 of
just over$2.1million. The updated projections for FY 2010-2011 included in the attached
spreadsheet reflect the net projected shortfall for FY 2010-2011 and all years after that to
FY 2014-2015.
Revenue Assumptions:
After deducting the one-time revenue items from the FY 2010-2011 budget, the 5 year
projection model employs a range of assumptions as to how revenues will perform each
year based on predictions of how the economy will recover each year. The following
provides the estimated percent change in revenues that was assumed for each year in the
updated financial projection. These percent changes are the same ones that were used in
the original March 11, 2010 financial projection. At this point in time the original
percent changes are still deemed to be most likely to occur.
Worst Case
FY10-11 -2.5%
FYII-12 -1.5%
FY12-13 1.0%
FY13-14 1.0%
FY14-15 1.5%
In addition to applying the above assumptions to the revenue estimates, the estimates for
Property Tax, Sales Tax, and Utility User Tax were adjusted to reflect the increase in
revenues projected from the Kohl's E-Commerce Center as approved by Council at the
August 2,2010 Council Meeting.
Expenditure Assumptions:
The expenditure assumptions used in the financial projections assume that everything
authorized in the FY 2010-2011 adopted budget will continue into the future. For
example, the same number of authorized positions, using the current pay scale, was
assumed. Also assumed in the financial projections were the same operating Departments
doing the same amount and type of work.
Items that still have not yet been included in the 5 year financial projection at this point is
a plan to replenish the General Fund Reserve, funds for the replacement of old and out
h T i Plan t i
dated equipment/facility items, costs to implement the I Strategic , and se aside
funds to cover such expenses as pay off costs of vacation, sick, and holiday time when
employees terminate. It is assumed these costs will continue to be funded from savings
generated by keeping positions vacant. Once the economy and City budget begin to
stabilize, these items need to be added into the financial projections.
In order to be as accurate as possible on future year's projections, the expenditures were
broken down into various budget expenditure categories. The following provides a brief
explanation of the content and assumptions for each of the categories.
Salaries:
1. In the Updated FY 2010-2011 and FY 2011-2012 projections it was assumed
there would be about$9.6 million is Personnel Cost Savings in the General Fund
(about$675,000 of these Personnel Cost Savings are reflected in the Internal
Service Charge line budget for FY 2010-2011 and FY 2011-2012). This
assumption is about$1.1million less than what was originally included in the FY
2010-2011 adopted budget. Since not all bargain groups have completed the
negotiation process and we are already two months into the fiscal year, an
assumption is being made that not all personnel cost savings are going to be
realized.
2. There are no additional Charter 186 salary funds assumed at this time until FY
2012-2013 in which a 5% increase for Safety was included and a 3%increase for
each of the following years.
3. Sixteen additional Police positions from the COPS Rehiring Grant were added
into the budget starting in FY 2009-2010. Grant credits were also included to
reflect grant funds paying for the additional 16 positions through the first six
months of FY 2012-2013. It has been assumed that all 16 positions will be
retained by the City after the grant credits end in FY 2012-2013. As a result in
FY 2012-2013 there is an additional $1.2 million cost for these positions and $2.2
million in FY 2013-2014 and beyond.
4. For FY 2010-2011 and all future years it has been assumed that Police will
continue to receive about $1 million from the Indian Gaming Grant.
5. For FY 2010-2011 and FY 2011-2012 it has been assumed that the Fire
Department will receive funds from the SAFR Grant that will offset existing
personnel costs. Starting in FY 2012-2013 this grant credit ends so the City will
have an additional cost of about$1.4million in Fire Salaries.
6. For some Non-safety positions, a small increase has been included each year for
step increases and then starting in FY 2012-20113 all step increases are assumed.
No additional salary increases resulting from MOU negotiations were assumed.
7. Special Pays are all assumed to stay constant with no major changes. The major
items included in this category are auto allowances, uniform allowances for
Safety, and education incentive pay for Safety.
8. Part-Time salaries were assumed to stay relatively constant each year with only
regular step increases included starting in FY 2012-2013. No increases in the
number or pay rate of Part-time employees have been assumed at this time.
9. Overtime costs were assumed to stay relatively constant through FY 2011-2012.
Starting in FY 2012-2013 an increase each year has been assumed due to Safety
Charter 186 pay increases. Approximately$6.8 million of the $7.3 million
overtime budget is spent in the Police and Fire Departments. In the Safety
Departments all but a very small part is paid to the Safety employees in those
Departments.
Retirement:
1. Since the City has two separate PERS plans, one for Safety employees and one
for all other employees(Miscellaneous employees), the costs have been broken
down into these two categories.
2. PERS provided the City with their best estimate as to what the PERS rates would
be in future years for both plans.
3. After FY 2010-2011 the PERS rates for both plans start to increase by large
amounts until FY 2014-2015. The Safety rate increases about 4%per year and
the Miscellaneous rate increases about 3%per year. These large rate increases are
needed to off set the major investment losses that PERS had during the economic
down turn.
4. Added into this updated five year projection is the assumption that the City will
implement a two-tier retirement system for both safety and miscellaneous
employees and this action would generate some savings for the City in the future.
Also assumed are new employees hired in future years will be paying either all or
some of the employee's retirement costs.
5. Included in the Safety retirement numbers is the $3 million payment for the
Safety Pension Obligation Bonds that the City sold in order to fund some of the
Safety PERS unfunded liability costs.
Other Personnel Costs:
1. City Paid Health Costs include health costs the City currently pays for all
employees and retirees.
2. The City currently budgets about $533,000 per year for retiree health costs. For
most employees the City follows the PERS policy and currently contributes the
minimum amount of about $108/month to retiree health costs. Each year this
amount increases by a CPI-Medical Component. It has been assumed this cost
will continue in future years.
3. City Health cost for current employees are assumed to stay about the same. Any
increase in cost for health care is assumed to be paid by the employee and not the
City.
4. Currently, Safety employees can also receive a higher City contribution to their
retiree health costs if they have received enough service years with the City as
negotiated in the Memorandum of Understanding. These added costs would also
be covered by the annual projected increases in this category.
5. Other taxes the City is required to pay are the Unemployment Tax and Medicare
Tax. The City only pays its share of these costs and the employee is responsible
for his or her share.
Other Operational Costs:
For Maintenance & Operations costs, Contractual, Internal Service Charges, and Capital
Outlay about a 1% increase has been factored into each year. This increase is to cover
any price increases or replacement costs for current items. In addition to the 1% increase
the Contractual budget has also been increased to reflect the cost sharing payments that
the City will make to Kohl's each year per the Council approved item at the August 2,
2010 council meeting.
Debt Service Charges are assumed to stay about the same. The Safety Pension
Obligation Bond costs are not included here as they are included with the Safety
Retirement costs discussed above. The remaining major debt charges currently budgeted
and paid by the City are:
1. City Hall Building $1 million per year.
2. Fire Equipment Leases and Fire Station Lease about $900,000 per year
3. HUB project debt payment $150,000 per year
The updated projections now assume that the City will repay the $1.6 million loan from
the Regional DIFF Fund in FY 2011-2012 and will repay the $1.3 million loan from EDA
in FY 2012-2013.
Budgeted Expenditure Savings:
The estimated budgeted expenditure savings each year for FY 2010-2011 and FY 2011-
2012 is just under $2.9million. Starting in FY 2012-2013 the savings has been reduced to
$2million per year. The reduction is based on the assumption that fewer positions will be
held vacant for shorter periods of time.
Transfers:
Transfers Out is estimated to stay about the same with about a 2% increase. This
increase would cover anticipated higher costs in Libraries, Animal Control, etc.
Summary:
Based on all the assumptions discussed above, for FY 2010-2011 the City has a projected
shortfall of just over$2.1million. In FY 2011-2012 the shortfall increases to about
$7.8million and then drastically increases starting in FY 2012-2013 after the current
Personnel Cost Savings are projected to end. In order to bring the City budget into
balance either additional revenues need to be generated or expenditures will need to be
reduced. If neither of these actions is taken starting this fiscal year the City will be out of
funding and will not be able to operate and pay for any services to the community.
City of San Bernardino
General Fund Updated Financial Projection Worst Case
Adopted Updated Projected Projected Projected Projected
2010-2011 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
Beginning Fund Balance $ 1,770,400 $ 1,770,400 $ 1,770,400 $ 1,770,400 $ 1,770,400 $ 1,770,400
Estimated Revenue:
Property Taxes 27,740,000 27,740,000 27,600,000 27,947,100 27,873,100 28,291,200
Sales Taxes 20,511,600 20,811,600 21,100,000 21,405,900 21,630,000 21,959,200
Utility Users Taxes 22,700,000 1 22,750,000 22,500,000 22,583,100 1 22,808,900 23,151,100
Measure Z District Tax 5,120,000 5,120,000 5,043,200 5,093,600 5,144,600 5,221,700
Other Taxes 6,956,000 5,376,400 5,295,800 5,348,700 5,402,200 5,483,200
Total Taxes 83,027,600 81,798,000 81,539,000 82,378,400 82,858,800 84,106,400
Licenses and Permits 7,812,000 7,812,000 7,694,800 7,771,800 7,849,500 7,967,200
Fines and Penalties 3,493,600 3,493,600 3,441,200 3,475,600 3,510,400 3,563,000
Use of Money&Prop" 3,195,000 3,195,000 747,100 754,500 762,100 773,500
Intergovernmental 5,349,100 5,349,100 5,268,900 5,321,600 5,374,800 5,455,400
Charges for Services 5,918,000 5,918,000 5,829,200 5,887,500 5,946,400 6,035,600
Miscellaneous 8,916,900 8,916,900 8,783,100 8,870,900 8,959,700 9,094,100
Transfers In/Loan Proceeds 13,449,000 13,449,000 13,200,000 13,250,000 13,300,000 13,350,000
Total Other Revenues 48,133,600 48,133,600 44,964,300 45,331,900 45,702,900 46,238,800
Total Estimated Revenues 131,161,200 129,931,600 126,603,300 127,710,300 128,561,700 130,345,200
Expenditures:
Salaries:
Full Time 71,113,800 71,113,800 71,048,200 77,348,200 80,648,200 82,448,200
Part-Time 2,128,600 2,128,600 2,130,000 2,150,000 2,160,000 2,175,000
Special Pays 1,568,300 1,568,300 1,575,000 1,575,000 1,575,000 1,575,000
Overtime 7,328,800 7,328,800 7,330,000 7,500,000 7,600,000 7,700,000
MOU Concessions (10,024,800) (8,924,800) (8,924,800) - -
Subtotal Salaries 72,114,700 73,214,700 73,158,400 88,573,200 91,983,200 93,898,200
Retirement:
Safety Retirement 14,357,000 14,357,000 14,600,000 15,160,000 15,675,000 15,775,000
Miscellaneous Retirement 5,319,100 1 5,319,100 5,320,000 5,582,300 5,752,300 5,800,000
Subtotal Retirement Costs 19,676,100 19,676,100 19,920,000 20,742,300 21,427,300 21,575,000
Other Personnel Costs:
City Paid Health Costs 9,294,700 9,294,700 9,300,000 9,350,000 9,400,000 9,450,000
Misc.Other Taxes 1,367,500 1,367,500 1,370,000 1,400,000 1 1,425,000 1,450,000
Subtotal Other Personnel 10,662,200 10,662,200 10,670,000 10,750,000 10,825,000 10,900,000
Maintenance&Operation 5,282,600 5,282,600 5,300,000 5,350,000 5,400,000 5,450,000
Contractual Services 6,900,100 7,060,100 7,300,000 7,625,800 7,771,000 7,903,800
Internal Service Charges 14,010,000 14,010,000 14,124,800 15,280,000 15,585,600 15,897,300
Capital Outlay 91,600 91,600 100,000 110,000 115,000 120,000
Debt Service Charges 2,171,400 2,171,400 2,171,400 2,171,400 2,171,400 2,171,400
Loan Repayments - 1,629,400 1,350,000 - -
Est.Expenditure Savings Factor (2,863,400) (2,863,400) (2,863,400) (2,000,000) (2,000,000) (2,000,000)
Transfers Out 2,769,800 2,769,800 2,800,000 2,850,000 2,900,000 2,950,000
Total Estimate Expenditures $ 130,815,100 $ 132,075,100 $ 134,310,600 $ 152,802,700 $ 156,178,500 $ 158,865,700
Budget Shortfall(Revenue-Expenses) 346,100 (2,143,500) (7,807,300) (25,092,400) (27,616,800) (28,520,500)
Reserve Fund Balance $ 2,116,500 1 $ (373,100) $ (6,036,900) $ (23,322,000) $ (25,846,400) $ (26,750,100)
CITY OF SAN BERNARDINO
DEPARTMENT 8% REDUCTION TARGETS/PROPOSALS
FOR FY2010.11/2011-12
8%
ADOPTED BASE 8% Reduction Department
DEPART Target
City Attorney $ 3,674,600 293,968 0
City Clerk 2,004,800 160,384 348,200
City Manager 1,283,000 102,640 102,900
City Treasurer 202,400 16,192 40,500
Civil Service 303,100 24,248 21,100
Common Council 568,600 45,488 0
Community Development 7,607,100 608,568 640,313
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
Ma or 734,900 58,792 58,800
Parks, Recreation, &Comm Servici 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 11,161,968 11,244,219
CITY ATTORNEY DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
City Attorney's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $3,776,700
General Fund Budget Total: $3,776,700
8% Reduction Target: $293,968
Department Recommendations Total: $0
Full Time Department Employee Total: 22
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 22
1st Program Ongoing Budget Reductio Position
Tier s Change
Information not available at
pnntinq time
Total $0.00 Total 0
CITY CLERK DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
City Clerk's Department
FY 2010.11 Proposed General Fund Reductions
Budget Summary Total: $2,004,800
General Fund Budget Total: $2,004,800
Impact Statement: Reductions would primarily impact 8% Reduction Target: $16,384
maintenance, operations and part time assistance. Department Recommendations Total: $348,200
Full Time Department Employee Total: 16
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 16
Includes Reduction in Part Time
1st Program Ungoing Budget Reduction Plan Impact Position
Tier __.... .,. Savin s Change
1 AReminlBus -$13,200 Reduce Operating Costs Impact to maintenance and operations-ongoing savings
2 Elections -$335,000 Reduce estimated election costs Reflects notification of reduction in costs from Registrar
of Voters-reflects one time savings
Total -$348,200 Total 0
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
4wnitlrl
es/
S
TO: Charles E. McNeely, City Manager
FROM: Rachel G. Clark, CMC, City Clerk
SUBJECT: City Clerk's Office 8%Budget Reductions
DATE: August 23, 2010
Per your request,my office has come up with proposed budget reductions for the City Clerk's
Office. You indicated that our 8%cut equaled$160,000; however our total proposed cuts
Op amount to $ 0,the major portion of which represents the reduction in costs for placing a
ballot measure on the November 2010 ballot.
The proposed recommendations would impact primarily maintenance and operations in three of
our department's programs, i.e., Administration, Business Registration/TLT, and Elections.
Administration Program Impacts on Maintenance and Operations
The recommended cuts would totally deplete any funding for meetings and conferences ($300),
education and training($100), equipment maintenance($300), and management allowance
($200). Eliminating funding for meetings and conferences will prohibit staff from attending
regional meetings of the City Clerks Association and workshops sponsored by the Association.
A reduction in training costs would not allow us to send a staff member to a"Nuts and Bolts"
workshop for City Clerk's staff, and elimination of equipment maintenance would leave us with
no funds to cover any costs for breakdowns in our office equipment.
Business Registration/TLT Program
A total of$7700 would be eliminated from Business Registration/TLT Program. Affected
accounts include a reduction in funds for dues and subscriptions ($200) ,meetings and
conferences ($400); and computer equipment($1900) and total depletion of funds for Training
($100), Rentals ($500), and Part time salaries($4600).
Elimination of funds for training and car rentals would leave us without funds for staff training
or a vehicle for field work should our current vehicle break down.
Elections Program '335, cod
Due to a reduction in estimated costs for placing a ballot measure on the November 2010 ballot,
we can delete.$35�96d from professional contractual services and$200 for Dues and
/�'►, Subscriptions for a total reduction of$ S9 290 in the Elections Program.
�.,i
336' 000
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Rachel G. Clark, CMC, City Clerk
SUBJECT: City Clerk's Office 8% Budget Reductions
DATE: August 23, 2010
Per your request, my office has come up with proposed budget reductions for the City Clerk's
Office. You indicated that our 8%cut equaled $160,000; however our total proposed cuts
amount to $358,800, the major portion of which represents the reduction in costs for placing a
ballot measure on the November 2010 ballot.
The proposed recommendations would impact primarily maintenance and operations in three of
our department's programs, i.e., Administration, Business Registration/TLT, and Elections.
Administration Program Impacts on Maintenance and Operations
The recommended cuts would totally deplete any funding for meetings and conferences($300),
education and training($100), equipment maintenance($300), and management allowance
($200). Eliminating funding for meetings and conferences will prohibit staff from attending
regional meetings of the City Clerks Association and workshops sponsored by the Association.
A reduction in training costs would not allow us to send a staff member to a"Nuts and Bolts"
workshop for City Clerk's staff, and elimination of equipment maintenance would leave us with
no funds to cover any costs for breakdowns in our office equipment.
Business Registration/TLT Program
A total of$7700 would be eliminated from Business Registration/TLT Program. Affected
accounts include a reduction in funds for dues and subscriptions($200) , meetings and
conferences($400); and computer equipment($1900) and total depletion of funds for Training
($100),Rentals ($500), and Part time salaries ($4600).
Elimination of funds for training and car rentals would leave us without funds for staff training
or a vehicle for field work should our current vehicle break down.
Elections Program
Due to a reduction in estimated costs for placing a ballot measure on the November 2010 ballot,
we can delete$350,000 from professional contractual services and$200 for Dues and
Subscriptions for a total reduction of$350,200 in the Elections Program.
Budeet Reduction Plan Impacts to Personnel
In the Business Registration/TLT Program, one of the recommended cuts would delete $4,600
from our budget for part time salaries. This would completely eliminate our ability to hire
interns who, in the past, have successfully assisted this department in identifying new revenue.
CITY MANAGER DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
City Manager's Office
FY 2010.11 Proposed General Fund Reductions
Budget Summary Total: $1,293,400
General Fund Budget Total: $1,283,000
Impact Statement: Reductions will require 8% Reduction Target: $102,640
restructuring of duties within the City Manager's Office. Department Recommendations Total: $102,900
Full Time Department Employee Total: 10
Proposed Full Time Employee Reduction: -1
Full Time Emploee Total: 9
Item Program Ongoing Budget Red Impact Position
s
Savin Chan e
Impact on coordinated efforts to secure grants and
1 Grants $91,900 Eliminate 1 vacant position 1
develop legislative programs.
2 Admin -$11,000 1 Temporary Savings Temporary savings of ATCM position until filled
Total -$102,900 Total -1
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
$11 111
TO: Charles E. McNeely, City Manager
FROM: Debra Kurita, Assistant City Manager
SUBJECT: City Manager's Office 8%Reduction Budget Summary
DATE: August 23, 2010
Per your request, each City Department was asked to prepare an 8%budget reduction plan. This
reduction to the City Manager's Office represents expenditure elimination of$102,640 from the
FY 2010/11 Approved Budget. The recommendations outlined in this memo total $102,900.
The significant impacts will affect the day-to-day operations of Administration and Grants
Coordination/Intergovernmental Relations programs.
Administration Program
The main focus of the City Manager's Office is to provide leadership, direction and oversight of
all policies and programs established by the Mayor and Common Council and to supply the City
employees with the tools necessary to provide superior municipal services to the residents and
business community of San Bernardino. Delaying the replacement of the Assistant to the City
Manager position will limit the ability of the of the City Manager's Office to develop,
implement, and lead new initiatives (e.g. SB TAAG, Air Quality/Rideshare, AQMD, etc.) and
will result is slower turn around times for information requested by the Mayor and Common
Council.
Grants Coordination/Intergovernmental Relations Program
One significant deficiency the City faces is the lack of a centralized and coordinated grant effort.
Although the position is currently vacant, the elimination of the Senior Administrative
Analyst/Grants coordinator will continue to limit the City's ability to actively seek and secure
funding opportunities for the City. The elimination of this position will also affect the City's
ability to continue development and implementation of a centralized, aggressive and responsible
legislative lobby program that was started in FY 2010/11. Current staff will continue to maintain
active relations between local, state and federal legislative delegations to insure positive impacts
and promote the City's position on legislative issues.
CITY TREASURER DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
City Treasurer's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $202,400
General Fund Budget Total: $202,400
S% Reduction Target: $16,192
Department Recommendations Total: $40,500
Full Time Department Employee Total: 2.25
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 2.25
let Program ongoing Budget Plan Impact Position
A. ins .fi Chan e
1 Admin -$40,500 Reduce M&O Water Department to cover share Treasurers operations
Total -$40,500 Total 0
CIVIL SERVICE DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Civil Service Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $303,100
General 8% Red Budget Total: $$24,100
Impact Statement: Basic program services will remain Reduction Target: $24,248
intact. 8/a Re
Department Recommendations Total: $21,100
Full Time Department Employee Total: 3
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 3
Program Budget Reduction Plan Impact
1st Ongoing Posit'
Tier Saving's
Increase revenue reimbursement to General Fund by
1 Admin -21,100 Reduce M&O Water Department for services provided by Civil Service
and reduce de artment M&O
Total -$21,100 Total 0
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Kelli Bruhl, Chief Examiner
SUBJECT: Civil Service Budget Reduction Summary
DATE: August 10, 2010
As directed, I have carefully reviewed department operations and prepared a contingency budget
to reflect a 7%to 8% expense reduction. The reductions will have a negative impact on service
levels to internal and external customers. I am neither endorsing this plan nor am I
recommending its adoption.
Reduction
Maintenance& Operation Expense Reductions
Membership renewal in the Western Regional Item Bank(WRIB)will be delayed
until January 1, 2011, resulting in a 50% savings of the renewal fee. (Questions provided
by WRIB for written exams may only be used if the membership is current.)
Reductions are included in several other Maintenance & Operation accounts. For example,
postage costs will be reduced by sending all notifications to applicants via electronic means
rather than hard copy whenever an applicant provides an email address.
Service Impact
The primary impact of delaying the renewal of membership in WRIB will be to departments
that use written exams as an assessment tool for some classifications. Until the membership
is renewed, written tests will be revised to eliminate WRIB content and, in some cases,
may not be used at all. Departments that use written tests to predict the ability of an applicant
to successfully perform on-the-job may experience a decline in the quality of candidates
presented for selection.
Customer satisfaction will be negatively impacted by complaints from applicants who request
notification by mail. (City Attorney staff has expressed reservations about using electronic
means to notify applicants who indicate their preference for notification by postcard.)
1
Miscellaneous Item
Increase Master Services Agreement with Water Department
After review of the usage of Civil Services by the Water Department, a proposal was submitted
to increase the amount the Water Department reimburses the General Fund through a Master
Services Agreement from$69,200 to $87,780 for fiscal year 2010/2011.
In recognition of the services provided by Civil Service to the Water Department, a"credit'
toward the reduction is included in the contingency plan in the amount of the increase ($18,580)
in reimbursement between the two fiscal years.
2
COMMON COUNCIL DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Common Council Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $568,600
General Fund Budget Total: $568,600
8% Reduction Target: $45,488
Department Recommendations Total: $0
Full Time Department Employee Total: 11
Proposed Full Time Employee Reduction: 0
Full Time Employee Total: 11
d -
1st Ongoing � Posit)
Tier Program —savings Budget Reduction Plan Impact � f
Information not available at
printing time
Total $0.00 Total 0
COMMUNITY DEVELOPMENT DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Community Development Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $7,607,100
General Fund Budget Total: $7,607,100
Impact Statement: Reduction in personnel will 8% Reduction Target: $608,568
restructure department organization and impact Department Recommendations Total: $640,313
delivery of service.
Full Time Department Employee Total: 70
Proposed Full Time Employee Reduction: -6
Full Time Employee Total: 64
1st progr Tier am Ongoing Budget Reduction Plan Impact ition
Savings µ.
1 Admin 4105,300 Eliminate 1 vacant position and Impact support services. 1
reduce operational expenses
2 Permits -$118,307 Eliminate I vacant positions Delay in processing times for projects. 1
3 Land Dev -$28,532 Eliminate 1 vacant position Delay in processing times for projects. 1
Single Eliminate 2 vacant positions and
4 Family $227,000 reduce operational expenses Delay in inspection turnaround 2
Inspections
Code Eliminate 1 vacant position and
5 Enfo/Beau- $123,974 reduce operational expenses Delays in processing times. -1
tification
6 Weed -$37,200 Reduce operational expenses Reduction in resources
Abatement
Total -$"0,313 Total -6
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Valerie C. Ross, Interim Director
SUBJECT: Community Development Department—8%Budget Summary
DATE: August 23, 2010
The following are my recommendations for achieving an 8%reduction of the Community Development
Department budget. I have vacant positions in most programs so they are included in my recommendations.
We have lost numerous positions in Planning and Building and Safety over the last few years, including
filled positions last fiscal year, so I do not want to cut additional, filled positions if at all possible. I have re-
reviewed some of our original budget items and still believe we will achieve some savings through
economies of scale related to the re-organization and other savings such as Overtime, Materials and Supplies,
Printing, and Postage so I have not addressed these areas on a program by program basis.
Program—Administration (0001)
Recommendations Explanation Savings
Overtime Reduce Amount 23,000
Salary Savings Reduce Amount 40,500
Materials and Supplies Reduce Amount 13,900
Printing Charges Reduce Amount 12,000
Postage Reduce Amount 13,000
Other Operating Expenses Reduce Amount 2,900
Total 105,300
Administrative Analyst II—Holding this Code Enforcement support position vacant will impact the
preparation of the Code Enforcement Program's portion of the budget, user fee updates,RFPs, P.O.s, cash
receipting, special projects, tracking of case documents and property owner notification procedures, and
assisting the Division Manager.
Salary Savings—This is a result of the reclassification from a Director position to a Division Manager
position.
None of these measures will affect revenue.
Program—Permits and Customer Service (0024)
Recommendations Explanation Savin s
Engineering Assistant I .5 Eliminate vacancy 28,533
Associate Planner Eliminate vacancy 89,774
Total 118,307
Community Development
8%Budget Summary
August 23,2010
Page 2 of 3
Engineering Assistant I(.5)—This person was assigned part time to the public information counter and part
time to do plan check and development project review. Eliminating this vacant position will impact the
implementation of the new Permits and Customer Service program, increase the processing time for
development projects, and reduce the level of service to customers seeking development related information,
property address number assignments, existing street and infrastructure plan research, and development
impact fee deferrals.
Associate Planner—This person was the "Planner of the Day" at the public information counter. Eliminating
this vacant position means a different planner will take on these duties, leaving a Senior Planner and the City
Planner to attend meetings,participate in D/ERC and Planning Commission, and the Historical Preservation
Commission, and assume the Assistant Planner duties, including the processing of minor development
permits and temporary use permits, answering general telephone calls (average 40 per day),responding to
web-based inquiries and complaints, etc. The turnaround for entitlement projects will increase, and the level
of response and availability of the Planning staff will decrease as a result.
Additionally,much of the service to customers at the public planning counter will be transferred to the two
remaining Development Services Technicians who already have full workloads, resulting in an increase in
the wait times for customers seeking Planning, Building, and Engineering permits or information.
The reassignments of staff to this program has already occurred and cross training is underway. However,
the wait times at the public counter often reach or exceed one hour. For example, for the month of May there
was an average of 80 people per day seeking information and/or permits for Planning, Building, and Land
Development activities. There is a potential loss in revenue from people doing work without obtaining
permits, along with an increase in compliance costs.
Program—Land Development (0030)
Recommendations Explanation Savings
Engineering Assistant I .5 Eliminate vacancy 28,532
Total 28,532
This will not result in a direct loss of revenue.
Program—Single Family Rental Inspections (0019)
Recommendations Explanation Savings
Code Enforcement Officer H Eliminate vacancy 67,050
Code Enforcement Officer II Eliminate vacancy 67,050
Overtime Reduce Amount 5,000
Materials and Supplies Reduce Amount 36,400
Small tools and Equipment Reduce Amount 12,000
Professional Services Reduce Amount 22,500
Motor Vehicles Reduce Amount 17,000
Total 227,000
Code Enforcement Officer II (2 positions)—Eliminating these vacant positions will increase the inspection
turnaround timeframes and increase the total number of inspections per officer since the remaining Code
Community Development
8%Budget Summary
August 23,2010
Page 3 of 3
Enforcement Officers will receive additional inspection assignments. There will be no after hours
inspections.
There is a potential reduction in revenue from citations by holding the positions vacant. At an average of
approximately$5,000 per officer per month, that's an estimated$60,000 per year for each officer.
Program—Code Enforcement/Beautification (0021)
Recommendations Explanation Savings
Code Compliance Officer II Eliminate vacancy 62,474
Part Time Reduce Amount 25,000
Overtime Reduce Amount 18,500
Materials and Supplies Reduce Amount 18,000
Total 123,974
Code Officer H—Eliminating this position will result in an increase in timeframes for processing code
violations and a decrease in the number of cases initiated and further reducing proactive efforts. Doing so
could cause a potential reduction in revenue from citations. The average estimated revenues per officer in
this program are approximately$2,500 per month which equated to $26,000 per year in potential revenue
reduction. (This is lower than in the Single Family Rental Program because Code
Enforcement/Beautification Officers also prepare warrants and abatement hearings.)
Program—Weed Abatement(0020)
Recommendations Explanation Savings
Overtime Reduce Amount 2,000
Materials and Supplies Reduce Amount 1,200
Printing Charges Reduce Amount 1,500
Postage Reduce Amount 500
Contractual Services Reduce Amount 20,000
Motor Vehicles Reduce Amount 12,000
Total 37,200
Total Savings in Community Development $640,313
i
I
i
f
i
r
FINANCE DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Finance Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $1,668,200
General Fund Budget Total: $1,668,200
Impact Statement: Reductions result in loss of
personnel which will impact the processing time in the 6% Reduction Target: $133,456
Department Recommendations Total: $133,500
functions of purchasing and payroll.
Full Time Department Employee Total: 16
Proposed 2nd Tier Employee Reduction: -1
Full Time Employee Total: 15
Reduction in Part Time
1st Program Ongoing Budget Reduction Pla Impact Position
Tier Savin s -.Change
1 Admin -$56,000 Reduction in M&O Increase revenues from Water Department to General
Fund for services rovided.
2 Budget -$21,400 Reduction in M&O and PT
Subtotal $77,400 Subtotal 0
Item Program Savin s Budget Re inp8
Loss of Accounting Technician will result in slower
t Purchasing $41,000 Eliminate 1 position 1
processing time of services provided to departments
2 Accounting -$151100 Portion of Deputy Director Temporary charge of portion of Dep Dir salary to refuse
c arged to Refuse Acct until Accountant position if filled
Subtotal $56,100 Subtotal -1
Total $133,500 Total -1
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
Sim Ilrroan inn
TO: Charles E. McNeely, City Manager
FROM: Barbara Pachon, Director of Finance
SUBJECT: Finance Department 8%Budget Summary
DATE: August 23, 2010
As requested the Finance Department prepared an 8%budget reduction plan. This budget
reduction plan for the Finance Department equals to a$133,500 reduction from the department's
FY 2010-2011 Approved Budget.
The recommended reductions are outlined below and they represent a significant impact to the
Finance Departments day to day operations. The only way that the Finance Department could
reach the 8%target reduction plan was to include the elimination of a full-time position,
reduction of part-time hours and some operation costs.
Administration and Budgeting
The proposed reductions in Administration include increasing revenues from the Water
Department to the General Fund to cover costs of services provided by Finance to that
department. The budgeting program will be impacted by a reduction in the operations as well as
a loss of part-time hours for the person who has been essential to the budget preparation process.
Accounting
Per the Matrix report on Integrated Waste, a position of Accountant has been added to the
Finance budget. In order to achieve additional cost savings,the recommendation is to
temporarily charge a portion of Deputy Director's salary to the refuse account until the
Accountant position is filled in order to cover finance services currently provided.
Purchasing
The proposed reductions in Purchasing include the reduction of one full-time position. This
reduction would leave only one employee to process all the bid and purchase order requests for
the entire City. Departments would receive bid results and purchase orders at a much slower rate
which in turn would greatly impact Departments ability to get their work completed. hi addition
work out to Vendors would be a much slower rate since work is not authorized to begin until a
purchase order is awarded. Unfortunately again in a down economy this is not what is needed to
help businesses survive. There will also be a reduction in service to the Low Income Rebate
Program as this position is also responsible for the processing of that program.
FIRE DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Fire Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $32,621,400
Impact Statement: A reduction in force of this General Fund Budget Total: $32,621,400
magnitude coupled with the loss of 19 positions last 8% Reduction Target: $2,609,712
year will result in decreased service in all aspects of Department Recommendations Total: $2,666,227
the Fire Department's responsibilities.
Full Time Department Employee Total: 191
Proposed 1st Tier Employee Reduction: -3
Proposed 2nd Tier Employee Reduction: -7
Full Time Employee Total: 181
1st Program Ongoing Budget Reduction Plan Impact Positionil
Tier Savin s Chan ,
1 Grant SAFER grant, UASI and RCPG Already included in current budget
Credits -1,450,000 credits
Community Loss of Fire Prevention Officer will impact number of
2 1
Reduction -70,722 Eliminate 1 vacant position annual inspections.
Fire&3 Rescue Unfunding two P1 Firefighters will have an impact on 2
Operation -283,314,Eliminate 2 vacant positions safety services.
Subtotal -1,804,036 Subtotal -3
Tier Program o Savings emu`gefRiaductfon Plan Im'
1 Grant Credit _100 000 Grant funding Savings from RCPG
2 Risk
Community Loss of Code compliance Officer and Fire Plans 2
Reduction -149 724 Eliminate 2 osition Examiner will impact inspections and projects.
3 Fleet& Loss of Equipment Mechanic I will impact proactive -1
E ui ment
-45,839 Eliminate 1 position maintenance and inspections.
Fire&
4 Rescue Loss of four P-1 firefighters impacts safety services. -4
O eration -566,628 Eliminate 4 positions
Subtotal -862,191 Subtotal -7
Total -2,666,227 Total -10
x CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Michael J. Conrad, Fire Chief
DATE: August 23, 2010
SUBJECT: 8% Budget Reduction Summary
This memo is a follow-up to our meetings of August 12"'& 17`h where we were requested
to provide a comprehensive proposal that identifies an 8% reduction in expenditures for
fiscal year 2010/11 and extending into fiscal year 2011/12.
The reduction in staffing that this shortfall requires will have negative effects on the Fire
Department's ability to provide the level of protection that is currently expected. To
reduce costs by this amount requires a reduction of 11 positions within the Fire
Department. As discussed, the reductions in staffing will be accomplished through
attrition if possible,with layoffs only occurring if the attrition rate is not adequate to meet
our cost reduction requirements.
This reduction in force, coupled with the loss of 19 positions last year will result in
decreased service in several aspects of the Fire Department's responsibilities. As a group
of fire professionals, we will continue to provide the highest level of service possible
with the personnel and equipment that is available to us. But there is no doubt that the
margin of safety that presently exists will decrease with fewer fire personnel on duty.
The following is an analysis of the reductions in staffing required to meet the potential
budget reduction of $2.6 million along with an explanation of the consequences
associated with those reductions.
Reduction in Fire & Rescue Operation Program
The level of reductions required of the Fire Department will result in the elimination of 6
safety positions. This will result in three additional engine company operating with a staff
of three personnel, which is below the four-person staffing level recommended by the
National Fire Protection Administration (NFPA). Recent studies show that this reduction
from four personnel to three on a responding fire unit reduces efficiency during
emergency operations by 25% or more. This loss in efficiency during critical operations
Page 1 of 3
is a contributing factor to increased property loss due to structure fires, and increased
mortality rates in both fire and medical related emergencies.
The effect of this reduction is compounded by the previous elimination of 12 firefighter
positions that was necessary to balance the City's 2009/10 budget. Collectively, these
reductions in force will increase the chances of fire extending beyond the structure of
origin and spreading fire to other structures in a neighborhood or district. This could be
particularly problematic during high-wind events, which are common in San Bernardino.
Wildland firefighting capabilities will also be negatively affected as fewer personnel will
be available for initial and sustained attacks at critical points in the fire's growth. Recent
studies show that a reduction from four personnel to three on a responding fire unit
reduces efficiency in wildland operations by over 40%. These same studies show that
this decreased efficiency on initial fire attacks results in a substantial increase in fire
losses and total fire suppression costs. Although the use of mutual aid will assist in this
area, it must be noted that the normal delays in receiving such aid will reduce overall
effectiveness. Reductions in fire ground staffing such as these have been shown to
increase firefighter injuries.
Reduction in Community Risk Reduction Program
The Community Risk Reduction Program will not be able to continue the same level of
service that the community has been provided the past nine years. We believe that largely
due to strong enforcement of state and local fire prevention laws the number of fire calls
has been reduced from 4,039 in 2000 to 3,189 in 2009 (21 percent reduction). Since
2002, the fatality rate has been sharply reduced. Additionally, thousands of occupancies
that were not inspected previously are now inspected on an annual basis. The fire
prevention team has been able to provide rapid response to complaints received and have
also run successful new programs such as the Juvenile Fire Setter program. Eliminating
and shifting personnel will result in reductions of service as follows:
• With the elimination of a Fire Prevention Officer the number of Fire Code Permit
inspections completed annually will be reduced. Some of the inspections will be
accomplished by assigning them to other Prevention Officers and/or paying a
minimal amount of overtime to accomplish the work. It may result in an
undetermined loss of revenue. The time interval between inspections will exceed
the one year time period currently being realized. Additionally, loss of this
position will increase the response time to complaints and requests from other city
departments.
• Elimination of one Code Compliance Officer will increase the time required to
complete multi-family complex inspections. Additionally, response to complaints
from other city staff and the public will take longer to resolve. This code
compliance officer also assists the department in preparing the documents
pertaining to Hearings on the closure of structures.
• Eliminating the Fire Plans Examiner/Systems Inspector will result in the loss of
the city's "one stop shop" concept. With this reduction the fire department will
not have sufficient staff to physically assign a person to the Development Services
Department. Overall coordination between the two departments will also suffer.
Page 2 of 3
The turn around time for construction plans could increase to 30 days or more for
the first submittal. Additionally, construction site inspections will no longer be
scheduled for the next working day; the time frame would increase to three
working days or more.
Reduction in Fleet & Equipment Program
The loss of a Mechanic 1 position will reduce the repair shop staffing from 4 to 3
mechanics. The Mechanic 1 is responsible for the maintenance and repair of all of the
light duty vehicles (approximately 50) in the fire fleets of San Bernardino and San
Manuel FD. The loss of this position will require that much of the repair work be
contracted to private repair and maintenance companies at an estimated cost of$10,000
annually. The loss of this position will seriously reduce the proactive maintenance and
inspection process and degrade our vehicle care to reactive; fix it when it fails. It also
will have an undetermined effect on our ability to fulfill our contract responsibilities to
San Manuel FD for the maintenance and repair of their fleet.
Budget Proposal-Tier 1
8%Reduction Recommendations
Description #of Annual Cost Savings
Positions
Savings from the SAFER Grant $ 1,300,000
Savings from the RCPG $ 100,000
Savings from the UASI Grant - - $ 50,000
Eliminate-Firefighters (vacant) 2 $ 141,657 $ 283,314
Eliminate-Fire Prevention Officer 1 $ 70,722 $ 70,722
(vacant)
Total Reduction: $ 1,804,036
Note: The figures are based on full year salary and benefits.
Budget Proposal-Tier 2
8%Reduction Recommendations
Description #of Annual Cost Savings
Positions
Savings from the SAFER Grant-2d $ 0
Savings from the RCPG - - $ 100,000
Eliminate-Firefighters 4 $ 141,657 $ 566,628
Eliminate-Code Officer 1 $ 67,654 $ 67,654
Eliminate-Equipment Mechanic 1 1 $ 45,839 $ 45,839
Eliminate-Fire Plans Examiner 1 $ 82,070 $ 82,070
Total Reduction: $ 862,191
Note: The figures are based on full year salary and benefits.
Page 3 of 3
HUMAN RESOURCES DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Human Resources Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $7,412,000
398
General
Impact Statement: The suggested cuts represent $
8/o Fund Budget Total: $ ,900
reductions that impact, employees, retirees, injured 8 Reduction Target: $398,872
Department Recommendations Total: $403,300
workers, and the community.
Full Time Department Employee Total: 13
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 13
1st Ongoing Position
Tier Program Savings Budget Reduction Plan Impact Change
I 1 Workers -$58,200 Eliminate Employee Assistance Program not available to employees.
Comp Program 8 operation costs
2 Liability -$150,000 Reduction in insurance Potential increase in liability claims.
rerm ms
Human Water Department to pay for additional costs and reduce
3 Resources $53,900 Reduction in M8O operation costs
4 Misc -$141,2001 Reduce reserve at BICEP Reduction of reserves from insurance pool.
Total -$403,300 Total 0
CITY OF SAN BERNARDINO
x INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Linn Livingston, Director of Human Resources
SUBJECT: Human Resources Budget Reduction Summary
DATE: August 23, 2010
The Human Resources Department was directed to compile a list of reductions equal to approximately 8%
of our overall budget. This list of reductions was extremely difficult to compose and will have significant
impacts on service levels to both City employees and the community we serve. Below is a summary of
our contingency budget with the most adverse actions. I am neither endorsing this plan nor am I
recommending its adoption.
➢ Eliminate Emniovee Assistance Program
This is not a mandatory program; however, during times of economic crisis utilization of EAP
services tends to increase significantly.
Impact
Programs eliminated will reduce ability to assist with critical incidents, family counseling,
employee morale and productivity. In addition, failure to provide immediate service will impact
the City-sponsored health care plan and place the city at risk with unidentified safety issues.
➢ Reduce Costs in Outside Attorney Litleation
Reduce litigation by handling all settlement conferences including mandatory settlement
conferences and lien trials with workers' compensation staff for non-represented applicants.
Impact
Reducing litigation costs could severely compromise the investigation and the defense of workers'
compensation claims. Without timely and appropriate review, the City could be placed in the
position of paying unmeritorious claims which would increase City liability and related costs.
➢ BICEP Revenue
The City requested that BICEP release reserves from the insurance pool in the amount of
$141,200.
Impact
The release of funds from our insurance pool will reduce funding levels for litigation claims,
which may create a funding shortfall and require the City to pay additional premiums.
1
INFORMATION TECHNOLOGY DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Information Technology Department
FY 2010.11 Proposed General Fund Reductions
Budget Summary Total: $4,827,700
General Fund Budget Total: $3,566,800
Impact Statement: Reduce efficiency in managing IT 8% Reduction Target: $285,344
needs of organization and create greater risk of down Department Recommendations Total: $286,040
time for departmental and city-wide applications.
Full Time Department Employee Total: 17
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 17
Ter Program,, - ong ons Budget Reduction Plan Impact e
GIS/Office Eliminate maintenance& Any future Office upgrades will require repurchase of all
1 -$27,380 operations costs and support desktop computers licenses, maintenance will completed
Automation software on time and material.
Public Eliminate maintenance& Certain maintenance will be done on a time and material
2 Safety -$164,110 operations costs and support basis and not covered under contract
software _
Client Eliminate maintenance& Reduce efficiency of networking division,ability to keep
3 -$10,000 operations costs and support up with network growth, and remote access for City
Services software employees.
Network Eliminate maintenance& Reduce efficiency of networking division, ability to keep
4 -$37,000 operations costs and support up with network growth, and remote access for City
Services software employees.
5 Business -$27,550 Reduce capital&maintenance Impact staff expertise in new technology.
Systems casts
6 1 Print Shop -$20,0001 Reduce M&O Review alternate methods of duplication services.
Total 4266,040 Total 0
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: June Yotsuya, Interim Director of Information Technology
SUBJECT: Information Technology Department 8%Reduction Budget Summary
DATE: August 23, 2010
The Information Technology (IT) Department is an internal service department that provides
technology services to all of the City operating departments, including the Police and Fire
departments, as well as the Water Department. As an internal service, IT does not provide
services directly to the public; but instead, maintains and supports the technology infrastructure
and tools used by departments to provide services to the public. As a result, any reductions in
the IT budget will indirectly impact all City departments and their ability to provide key services
to the residents. Resident services that rely heavily on technology include police and fire, code
enforcement, building permits and inspections, refuse, parks and recreation, and animal control.
It is important to note that the technology support programs of the department experienced a 19
percent reduction in positions (21 to 17) over the past three years while the variety and amount
of technology supported by the department continued to grow.
The proposed budget reductions are primarily in the following areas: maintenance contracts,
equipment replacement and supplies. Some maintenance contracts for both software and
hardware would be reduced or eliminated and expenditures for computer equipment and supplies
would also be reduced.
The effects of the proposed reductions would increase system down time due to reduced
maintenance contract coverage, a decrease in productivity due to the use of out-of-date and
unsupportable software, and a decrease in reliability due to use of equipment that has exceeded
its useful life. The proposed cuts would result in reduced productivity for all City departments,
and this in turn would result in a reduced quality of service to the residents and businesses of San
Bernardino.
1
LIBRARY DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Library Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $2,259,100
General Fund Budget Total: $2,259,100
8% Reduction Target: $180,728
Impact Statement: Impact to library services including Department Recommendations Total: $180,370
fewer new materials and public computer access as
well slower processing times at information and check
out areas. Full Time Department Employee Total: 20
Proposed 1st Tier Employee Reduction: -1
Proposed 2nd Tier Employee Reduction: -1
Full Time Employee Total: 18
Reduction in Part-Time
1st Program Ongoing Budget Reduction Plan Impact Position
Tier Savings Change
1 Libra -$22,900 Reduction in PT Impact to support services
2 Library -$55,350 Reduction in M&O Fewer new materials and public computer access,
postage for direct mailers and maintenance
Loss of Coordinator will have impact on program
3 Library $62,560 Eliminate 1 vacant position 1
activities
Subtotal -$140,810 Subtotal -1
u. r ,
Ins Budget Reduction Plan """ "" Impact
11 Libra -$39,560 1 Eliminate 1 position Loss of Office Clerk will impact to support services 1
Subtotal -$39,560 Subtotal -1
Total 4180,370 Total -2
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
UA k IN
TO: Charles E. McNeely, City Manager
FROM: Deborah Kaye Clark, Interim Library Director
SUBJECT: Library 8%Budget Summary
DATE: August 23, 2010
In July of 2001,the City of San Bernardino passed a budget that supplied a record $3,000,000 to
the San Bernardino Public Library. That budget included$204,000 for books and salaries that
supported a 60 hour operation at Feldheym Library and 40 open hours at each of the three
branches.
Over the course of 10 years, that budget was reduced in both dollar amount and spending power
as the city began its downward economic spiral.
Currently, under the library's proposed steady state budget, the system is beginning to reorganize
and regroup after a drastic reduction of 37%operational costs and 47%reduction in full time
personnel.
However, a further reduction of 8%will result in the elimination of two additional full time
positions at the Feldheym Central Library, both public service positions, bringing the total loss of
full time positions to The vacant position was a Program Coordinator intended to provide create,
coordinate,promote and conduct programming at the Central Library. This position was key to a
major goal to promote the Central Library to families. Also eliminated was the position of Office
Clerk for the Reference Division and$20,200 in part time salaries. These losses will result in
longer lines in the check out areas, slower processing of magazines and periodicals and longer
lines at the information desks.
The book budget for the system, already a minimal amount of$36,300, is reduced by another
45%, leaving only$20,000 for books to cover a central library and three branches.
As technology needs within the community increase, the ability of the library to provide Internet
access and job search capabilities for the public are reduced through a$30,000 reduction in the
equipment replacement account. Earmarked to upgrade aging computers, replace damaged
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screens, add headsets to computer stations increasingly used for streaming video presentations
related to training and job searching, the elimination of these funds find us once again providing
less effective service to fewer residents.
The end is a loss to the education of a community, and embittered public who feel their city has
let them down and a further economic impact through lost jobs and more limited access to job
search tools.
Additional reductions for this $180,000 package include elimination of postage earmarked to
fundraising for this year; elimination of office equipment maintenance contracts in the hope that
equipment will remain functional and the elimination of two of the three public photocopiers at
the Central Library.
2
MAYOR'S DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Mayor's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $734,900
General Fund Budget Total: $734,900
8% Reduction Target: $58,792
Department Recommendations Total: $58,800
Full Time Department Employee Total: 5
Proposed Full Time Employee Reduction: -0
Full Time Employee Total: 5
let Program Ongoing Budget Reduction Plan Impact Position l
Tier Savin s ! Change
In the absence of the City having a full-time grant writer,
the Mayor's Office has used its contractual services
Comm Eliminate all contractual services money to hire consultants to prepare grant applications.
1 Safety/Env -58,800 used to prepare grant This past fiscal year, this money was used to prepare and
applications. successfully obtain over$850,000 in grant funds for
police and public safety, and over$375,000 in grant
funds for environmental projects/programs.
Total -$58,800 Total 0
PARKS, RECREATION & COMMUNITY SERVICES
DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Parks, Recreation and Community Services
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $7,021,500
Additional cuts will impact department's ability to provide General Fund Budget Total: $5,379,800
quality programs and services to youth, adults and seniors 8% Reduction Target: $430,384
that are vital to the current and future quality of life to the Department Recommendations Total: $435,000
San Bernardino community.
Full Time Department Employee Total: 59
Proposed 2nd Tier Employee Reduction: -3
Full Time Employee Total: 56
Includes Reduction in Part Time
1st Program Ongoing Budget Reduction Plan Impact Position
Tier Savings Change
Shift of funding for Operation Impact on programs for the community, especially youth.
1 Community -$170,000 Phoenix, elimination of City OP funding will be supplemented by federal grant,
Programs services for Norton Galaxy services at Norton will be provided by Public Safety
Center Academy.
2 Baseball -$100,000 Eliminate maintenance support Responsibility to shift to owner of stadium.
Stadium for stadium
3 Admin/ -$20,000 Reduction in PT Impacts to service delivery.
Parks
Subtotal -$290,000 Subtotal 0
Item Program S violas Budget Reduction{
1 CID -$25,000 Convert FT CID Manager to Impacts to administrative support for department. 1
contract PT manager
Eliminate 2 park maintenance Restructure park maintenance delivery and reduce
2 Park Maint -$120,000 supervisors; or 1 supervisor and services to youth. -2
close Delmann Heights
Subtotal 4145,000 Subtotal -3
Total 4435,000 Total -3
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Kevin L. Hawkins, Parks,Recreation&Community Services Director
SUBJECT: Parks, Recreation& Community Services 8%Reduction Budget Summary
DATE: August 18, 2010
Since July 2008, the Parks, Recreation & Community Services Department has experienced a
32% decrease in staff due to budget reductions. Given these reductions, staff is to be commended
for their commitment to providing the best level of services with limited resources. For
comparison purposes, it should be noted that the proposed budget maintains the current ratio of 1
maintenance worker for every 60 acres of park whereas the industry standard is 1 worker for
every 10 acres.
The revised plan to accommodate an 8% reduction in additional cuts to the proposed budget will
still severely cripple the Department's ability to provide quality programs and services to youth,
adults and seniors; services that are vital to the current and future quality of life to the San
Bernardino community. The following identifies the impacts of that plan in both the General
Fund and Measure Z General Fund allocations for a total of $435,000. Although the plan
delineates the actions that will be necessary to incorporate the reduction into the department's
programs, services and activities, I am neither endorsing, nor am I recommending the adoption
of this plan.
Community Programs
The implementation of all the actions included in the reduction plan will result in either the
shifting of funding sources for some of the community centers to non-General Fund sources
and/or the reduction of City sponsored activities at some of the community centers. Below is a
brief summary of the impacts to each community center.
Delmann Heights Center
Terminating the City administered programs at this center will involve discontinuing the current
contract with the Boys and Girls Club. Unlike the community centers that are solely operated by
recreation staff, Delmann Heights is open Monday through Friday; this Center averages
approximately 1,400 participants per month during the regular season and can peak to 2,400
participants per month through the aquatics and other enhanced activities during the summer.
The termination of the agreement and the resulting closure of the City portion of the center may
1
create safety and blight issues that may also impact the County Headstart program that is directly
adjacent to the community center.
Galaxy/Norton Recreation Center
Currently subsidized by the Public Safety Academy (PSA), this center will have the City's only
part-time employee working at this center eliminated. This will result in the elimination of all
recreational programs; making it a rental facility. This will remove any City presence from the
Norton Galaxy and require the liaison with PSA, and any rental customers to work through the
Department's main office.
Operation Phoenix Centers
The City currently budgets $150,000 of General Fund Measure Z funds to the Operation Phoenix
Centers. Recently the City received a Federal Grant in the amount of$500,000 for the Operation
Phoenix programs that can be used to replace the General Fund Measure Z dollars for two years.
There should not be any negative impacts to the current programs at the Operation Phoenix
Centers as a result of this funding source change.
Center for Individual Development Program
In order to maintain the Center for Individual Development (CID) community center programs
for people with disabilities, The Friends of CID continue to subsidize its operations by providing
$100,000. The plan to meet the 8% reduction involves eliminating the Center Manager position
and converting the management of the program to a part-time position. This disruption of the
management may prove harmful to the long term relationships established between the County,
school district and special needs community; however, the Department will seek to mitigate the
impact by contracting with the existing manager on a part time basis.
Parks Maintenance Program
In order to meet the 8% reduction target, the Parks Maintenance program will not go untouched.
Although the need for significant additional funding (to restore acceptable staffing levels to city
parks) and alternative/supplemental staffing (such as Glen Helen workers, volunteers, etc.) are
essential, the elimination of one (1) supervisor position (through attrition or retirement) and part
time hours is proposed.
One option that can be considered is the elimination of a second supervisor position instead of
the closure of the Delmann Heights Center. This option would even further reduce Park's ability
to maintain the City's park areas but it would stop the closure of a recreation center.
This measure mitigates the need to explore further measures, such as outsourcing both LMDs
and City Parks this fiscal year; however, the aforementioned need to reduce park maintenance
staffing ratios from 1 to 60 closer to the industry standard of 1 to 10 remains, in order to improve
current service delivery remains.
Baseball Stadium Agreement
The reduction plan includes eliminating the General Fund contribution for maintenance at
Arrowhead Credit Union Park. The funding for this program will have to be shifted to either the
2
entity that owns the property (the Redevelopment Agency) through a renegotiation of the current
Agreement between the Stadium, City and Agency.
Administration
The elimination of part time hours, which were used to supplement administrative staffing
throughout the Department. Although the City's efforts to improve the website may help in
mitigating some of the anticipated reduction in service delivery, all Divisions remain
dangerously thin(in staffing) since the 32% staffing reductions in FY 09/10.
3
POLICE DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Police Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $66,804,300
General Fund Budget Total: $63,880,300
Impact Statement: Impacts to civilian staffing and 8% Reduction Target: $5,110,424
police officer staffing levels. Department Recommendations Total: $5,093,160
Full Time Department Employee Total: 529
Proposed 1st Tier Employee Reduction: -23
Proposed 2nd Tier Employee Reduction: -27
Full Time Employee Total: 479
1st Program Ongoing Budget Reduction Plan Impact Position
Tier Savings _ Change
Will allow the hiring of a civilian management
professional with experience in municipal finance and
Reclassify Police Captain to personnel administration. This is a common
1 General -$80,890 Civilian Manager, reclassify management position in similar sized agencies and
Investigtn Forensic Manager to Property creates a civilian career path for upper management in
Supervisor addition to the cost savings involved. Grants
management and personnel management should be
enhanced.
Reclassify 2 Rec Supervisors to Records function currently has 4 supervisors assigned,
CSO I, Eliminate 1 Admin although the overall staffing for records has been
2 Records $63,370 support position, upgrade payroll reduced from previous personnel reductions. This -1
to Adm Analyst I change will provide a more functional ratio of supervisors
to technician personnel as they currently exist, as well as
a cost savings from the reclassification of the positions.
3 Records -$145,000 Eliminate 3 vacant positions Reduction in Records Tech I positions as part of -3
reorganization of records operation
4 Patrol Field -$1,700,000 Elimination of 17 vacant Police -17
Services Officer positions Currently held vacant in FY10-11 budget.
Eliminate 8 vacant Police Officer
5 Patrol Field -$463,300 positions of which 6 vacancies 8 Police Officer positions affected, however 6 vacancies -2
Services will be converted to CSO to converted to CSO positions
positions
Subtotal -$2,452,560 Subtotal -23
2n Ongoing Budget Reduction Plan Impact Position
d Program
Tier Change
1 Patrol Field $2,640,600 Eliminate 27 Police Officer _27
Services positions Impact delivery of police emergency services
Subtotal $2,640,600 Subtotal -27
Total $5,093,160 Total -50
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
To: Charles E. McNeely, City Manager
From: Keith Kilmer, Chief of Police
Subject: 8% Budget Reduction Proposal
Date: August 23,2010
Pursuant to your request to provide budget reduction options to attain an 8% overall savings in
the Police Department General Fund, equivalent to $5,093,160, the following personnel
reduction strategies (table below) are realistically the only method to achieve such a dramatic
cost reduction. As a result of cuts there will also be certain known and unknown service
impacts, depending on the level and extent of any reduction in the police department workforce.
These potential impacts are briefly summarized below.
Description Amount Amount Amount
Reclassify Police Captain to Civilian Manager $73,000
Reclassify 2 Records Supervisors* to CSO I $35,000
Eliminate(3)Records Tech I vacant positions $145,000)
Eliminate 8 vacant Police Officer positions $782,400
Eliminate 1 Senior Office Assistant $44,856
Add 6 CSOI positions $319,099
Reclassify Forensic Manager* to Property
Supervisor $7,884
Upgrade payroll to Admin Analyst I $16,488
Eliminate 27 Police Officer positions ($2,640,600)
Preliminary budget reduction total ($5,093,160)
TOTAL SAVINGS ($5,093,160)
*Currently filled position
Summary of potential impacts from police department personnel reductions above:
Civilian staffing levels have been reduced to critical levels at this point as a result of previous
budget savings measures. Under the above scenario, sworn officer staffing would be reduced by
eight police officer positions.
THE SBPD IS COMMITTED TO PROVIDING;
PROGRESSIVE QUALITY POLICE SERVICE;
A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE;
A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING
Budget Reduction Proposal for FY 2010/11
August 23, 2010
While the budget reductions will impact police services, the streamlining changes recommended
will mitigate some of the potential impacts. The potential impacts are listed below:
• Currently 17 police officer positions are being held vacant in the FY `10/11 budget
approved by Council. To meet the 8%reduction,these positions will need to be
eliminated.
• The(3)Records Tech positions to be eliminated are currently being held vacant.
• Service levels for investigative and administrative functions may be impacted, reducing
the ability to respond timely to interdepartmental, interagency and public requests, and
increasing levels of dissatisfaction with service.
• Eliminating eight of the currently vacant police officer positions should not reduce
services below current levels.
• COPS hiring grant requirements or restrictions will need to be addressed.
• A reduction in police call takers may increase response time to priority calls.
• The addition of the(8) CSO positions will minimize the impact of the reduction of
officers by adding report takers to the field. Increasing professional staff to augment
police response is consistent with the recommendations in the Management Partners'
Study.
There are likely additional financial and non-financial impacts to such a proposal. Please contact
me with any questions.
PUBLIC WORKS DEPARTMENT
FY 2010-11 PROPOSED 8% REDUCTION PLAN
Public Works Department
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $47,422,600
General Fund Budget Total: $8,784,600
8% Reduction Target: $702,768
Impact Statement: Service levels to public will be Department Recommendations Total: $834,809
impacted in conjunction with the operational impacts
to City departments. Full Time Department Employee Total: 216
Proposed 1st Tier Employee Reduction: -2
Proposed 2nd Tier Employee Reduction: -5
Full Time Employee Total: 209
Proposed Part Time Reduction: 3
f going Budget Reduction Plan Impact Position
Tier ins Change
1 PW/IWM $250,000 Renegotiate contract with IEE Savings estimated with new recycling contract
Eliminate 2 vacant positions and Additional duties absorbed by remaining mechanics,
2 Fleet $142,800 reduce M &O reductions in fuel and operating costs, outside vehicle -2
maintenance and other expenses.
Charge for Neighborhood Clean- Eliminate support for free neighborhood clean-up events
3 Streets $20,000 up Events which cost approximately$20,000 per year in
dum /waste fees and overtime.
Less material purchases, decrease in Santa Fe contract,
4 Facilities -$109,800 Reduction in M &O decrease electric usage, eliminate copier contract and
outside cleaning contract for parking structure.
Subtotal 4522,600 Subtotal -2
77 Impact Position
Surveying work now performed by a Sr. Survey&Survey
Eliminate the in-house survey Technician can still be provided by contract with the costs
1 PW/Eng $116,800 unit from the Capital Projects charged directly to a CIP project.Any survey requests 2
Program from other departments or for non-CIP project will require
an identified funding source.
Eliminate 2 Custodial positions, Reduction in service to Carousel Mall, Library&City Hall
and in M &O due to loss of 2 custodians and 3 PT
2 Facilities $195,410 1 Maintenance Mechanic and 3
reduction in PT positions personnel. Reduction in mechanic services with loss of
one maintenance worker.
Subtotal 4312,210 Subtotal -5
Total -$834,810 Total -7
CITY OF SAN BERNARDINO
�]Y INTEROFFICE MEMORANDUM
TO: Charles E. McNeely, City Manager
FROM: Randy Kuettle, Acting Director Public Works Department
SUBJECT: Public Works Department 8%Budget Summary
DATE: June 30,2010
The following is the Public Works Department plan to achieve an 8% reduction to the General
Fund. Of the Department's $47,422,600 operating budget, the impact to the General Fund is
$8,784,600, resulting is a reduction target of$702,768. The proposed cuts center on reductions
in personnel, public services, facility maintenance, support to the Metrolink and Santa Fee
Depot, fleet maintenance, and engineering. These measures will have a dramatic impact on
services provided to the public, as well as services currently provided to City departments.
Integrated Waste Management Administration:
The reduction plan includes renegotiation of the City's recycling contract with IEE. Anticipated
savings will be realized by readjusting recycling program requirements and methodology.
Fleet Maintenance Program:
The reduction plan eliminates two vacant Equipment Mechanic positions. The duties of the
Equipment Mechanics will be absorbed with the mechanical staff remaining in Fleet. This will
result in department vehicles not receiving timely service and repairs estimated at a reduction of
20%. Compliance with Department of Transportation and California Highway Patrol Biannual
Inspection of Terminal Program (BIT)will be further impacted.
These reductions cover additional cuts to operations material accounts and fuel usage as result of
other City Department personnel and service reductions. The fleet usage from each department
will vary depending on the reduction of vehicles not in service.
Capital Projects Program:
The reduction of an in-house survey unit from the Capital Projects Program budget will have
minimal impact to the program. Surveying work can still be provided by contract with the costs
charged directly to a CIP project. Many of the projects assigned to consultants will incorporate
the services as part of their project scope. It will be more efficient and cost-effective to use
I
survey consultants on an as-needed basis to provide survey services in support of in-house design
efforts.
Street Maintenance Program:
The reduction plan eliminates funding used to support neighborhood clean up events. As a result,
event organizers will be required to generate sufficient funds to cover the costs associated with
this service including staff overtime and dumping fees,which have been waved in prior years.
Building/Custodial Maintenance/Utilities Program:
The reduction plan eliminates one Maintenance Mechanic, two full time Custodians, and three
part-time Custodians. The duties for the Maintenance Mechanic will be absorbed by the
remaining staff resulting in a 20% reduction in response times to building maintenance requests.
The requests are categorized as emergency,priority, and regular. Staff will respond to the highest
status request first and make the necessary repairs, resulting in facility maintenance being
deferred throughout the year. The process of deferring maintenance will advance facility
deterioration, increasing future costs. The reduction in Custodial staff will result in a 25%
reduction in cleaning and maintenance services at all City facilitates.
City staff is also considering a proposal that will result in EDA to contracting with the City for
custodial and maintenance services at their facility.
The reduction plan to cut utility costs will be achieved by adjusting thermostat settings at all City
facilities. The thermostat points will be moved up two degrees in the summer and down two
degrees in the winter. In addition, heaters and air condition will be turned off on Saturdays and
Sundays on all floors of City Hall. Staff is also looking into the prospect of charging the Water
Department for operating on City Hall Friday closure days.
The reduction plan proposes to minimize support to the Santa Fee Depot for security services
and maintenance. Staff recommends reviewing current contracts and re-negotiating terms to
eliminate these support services.
2
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1 S
INTER OFFICE MEMORANDUM W Er
OFFICE OF THE CITY ATTORNEY E �, o
CITY OF SAN BERNARDINO C Q
0 I ,
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n
C9
To: Charles McNeely, City Manager
3PFrom: James F. Penman, City Attorney
Subject: Proposed City Attorney O c
]ect: Final Pro e Budget For FY 2010/2011 I
P
Date: June 30, 2010
Attached please find the final proposed budget from this office for FY 2010/1011. This is not
the 15% decreased budget amount. This is the amount we request even if additional reductions
are not found to be necessary.
Because this office has no control over how many lawsuits will be filed in the next fiscal year it
is not possible to reduce the proposed Outside Counsel costs line item by more than $125,00 and
the Litigation Costs line item by more than $40,449. We have made those reductions.
--- —`I1wDWothertne7itemnhat cauld-lye-reduced to-re-Aizu-xi5'/o reductinrrwould-be-in-personmel - — - -
costs. However, any such reduction would result in the immediate necessity to farm out to
outside counsel numerous existing law suits. The cost of the outside counsel would significantly
exceed the money saved by the personnel reductions.
Lawsuits cannot"sit and wait' to be defended. They must be defended aggressively. Failure to
file motions in court,to make any court appearance or to be ready for trial will result in sanctions
and then the entries of default judgments against the City. For example, if we had failed to make
any appearance in the Flesh Club case, failed to file any motions or required responses, or failed
to appear ready for trial,that case would have been lost instead of won. The City would have
faced an immediate demand to pay over$2.4 million including the judgment,post judgment
interest and attorney fees. The amount of$2.4 million is approximately 65% of the entire
proposed city attorney office budget.
We have obtained the now estimated 8%necessary budget reduction by the combined$165,449
reduction in outside counsel and litigation costs and by adding one ACP Enforcement position.
This position will result in an approximately$200,000 increase in fines and penalties for the
general fund for FY 2010/2011. After subtracting the salary, including benefits of the additional
position the net increase to the general fund will be $136,687.
III
MEMORANDUM
TO: James Penman, City Attorney
FROM: John Wilson, Sr. Asst. City Atty/�v
SUBJECT: Application of Budget Reduction
DATE: June 30, 2010
This office has been advised to prepare a budget reflecting a possible 15%reduction in
the amount proposed to be budgeted in fiscal year 2010/2011. The reduction equates to
$566,505. It was originally proposed that$466,505 be deducted from Account No. 5503,
Litigation-Outside Attorneys. The remaining$100,000 would be deducted from Account No.
5177, Litigation Expenses. We are now advised that the reduction is more in the range of 8% or
$302,136. As discussed, if an additional ACP Enforcement Position is added to the budget at a
cost of$63,313, and that position generates $200,000 in new revenue, it will be necessary to
reduce the Litigation - outside attorney account by $125,000, and the Litigation expenses account
by $40,449 to accomplish the 8% adjustment.
The sums contained in the proposed budget are based on projections of future costs of
current litigation provided by the outside attorney's presently handling these matters for the City.
The number in the proposed budget is actually$330,000 less than requested. With a further 8%
reduction,this office will experience a$455,000 under-funding of the money needed to properly
service the City. It is recognized that these projections may ultimately prove to be higher or
lower than the actual costs and are subject to some adjustment on that basis. However, it is a
-given-that-new litigation -
--— $ gation wril be-eomm�nce�agaz`n�the�ty unng a scal year which will
change these cost estimates.
These costs, like workers compensation, costs of basic utilities, and bonded
indebtedness, are not amenable to regular budget reduction practices in the short run. Reductions
in staff or other aspects of City Attorney Office operations represent false economies in that
anticipated revenues would be lost and/or the costs would continue to be realized elsewhere. To
the contrary, the longer term budget solution for the Office is to hire one or more additional
attorneys and support staff to perform work in-house.
The money must be available when needed. Proceeding on the basis that it will not is
problematic in terms of successfully resolving cases. However, in accounting for expenditures
for outside attorneys and litigation expenses, it may be a better practice to accept reasonable
projections of the costs and to book them to the departments whose activities give rise to the
expenditures. True costs of operations of the department are thereby documented and an
important information loop between operations and costs is created.
EXPENDITURE BUDGET LINE ITEM DETAIL
I� FISCAL YEAR 2009-2010 /
89,p QeJ'vt f,'aN 4 .44 A/9:4.1 PO
FDRD 001 GEMERAL FOND DIVISION 051 CITY ATTORNEY
Fro P.J k
ACCOUNT OSOECL A TITLE ACTUAL 2006-07 ACTUAL 2007-OB PROSBCTED 2006-09 ADOPTED 2009-10 ?,D/,p
i
5011 SALARIES PERM/FUL.LTIME 1,674,915 1,841,045 1,544,7716 ' 8041-
5013 AUTOMOBILE ALLOWANCE 4,500 5,700 .6000 6,300 j
5014 SALARIES TEMP/PARTTIME 76,176 96,056 91,213 dB�s'e- /'?37 SOD
5015 OVERTIME 345 1,997 5,516 3,000
5026 PERS RETIREMENT 243,357 343,012 371,488 . 361,200
5027 HEALTH 6 LIFE INSURANCE 186,290 194,597 213,824 221,400 u
5028 UNEMPLOYMENT INSURANCE 4,39D 4,862 4,869 4,700 L"
5029 MEDICARE 25,540 28,305 28,436 27,100 [
TOTAL PERSONNEL SERVICES 2,215,514 2,515,573 2.566,122 -2�2isT06' t( f I; �4•�
5111 MATERIALS 6 SUPPLIES 12,345 11,779 16,056 30.-000 /(>r000
5112 SMALL TOO--S 6 EQUIPMENT 0 0 0 1,100
512: ADVERTIS:::: 6,511 0 D 4,400
5122 DUES 4 SUBSCRIPTIONS_' 11,356 11,397 9,720 14,000
5123 LIBRARY BOORS 73,553 B8,765 87,606 75,000
51:3: MILEAGE 95 0 108 300
5132 MEETINGS - CONFERENCES 4,463 6,691 8,375 .5-DD'D 3, 04.
5133 EDUCATION. 6 TRAINING 10,837 7,994 2,599 1,14)0 11? uo 0
5 17i RENTALS 5,530 4,910 5,892 -& D G� 2d0
5172 EQUIPMENT MAINTENANCE 4,353 3,679 2,904 91000
5114 PRINTING CHARGES 6,061 61956 11,828 1i.SO41 (,a�0
T
5775 POSTAGE 51159 9,598 6,576 7,000
5176 COPY MACHINE CHARGES 4,336 81881 11,075 11,100
5177 LITIGAT:DN EXPENSES 162,586 158,157 292,864 X38:-690 IQ�/ /S�
5183 MANAGEMENT ALLOWANCE 35 - 90 88 600
TOTAL 14AINTENANCE_q OPERATION_ 309.220 313,897 455,692 439r300
5502 PROFESSIONAL/CONTRACTUAL SVCS 6,603 910 6,167 61000 '_! V
5503`LITIGATION-OUTSIDE ATTORNEYS 556,163 637,554 558,024 J88-DD0 Sy 51 EDO
5505 OTHER PROFESSIONAL SERVICES 0 140 . 1,147 1,000
TOTAL CONTRACTUAL SERVICES 564,765 638,604 565,338 ml 0.0 562/
�d
f
5601 GARAGE CHARGES 2,535 863 400 600
5609 IT CHARGES IN-HOUSE 2.700 2,500 1,400 2,800
5605 TELEPHONE SUPPORT 8,981 6,342 - 4,400 - 4,400 -}f
5610 COMMUNICATION SHOP 5,200 9,700 6,900 4,600
5612 FLEET CRGS FUEL 1,887 3,047 2,300 4,700
TOTAL INTERNAL SERVICE CHARGES 21,303 22,472 15,400
5702 COMPUTER EQUIPMENT 0 125 6,463 200
5704 MISCELLANEOUS EQUIPMENT 1,927 0 2,185 2,500
TOTAL CAPITAL OUTLAY 11927 125 6,647 --;9x00 �� 2 4.10
�l
TOTAL 3,112,729 3,490,670 3,611,199 41&Y 3i ': Ii 1 y
51-11 recivice� �'O 4 l
�-
S�o3
63 , d
City Attorney's Office
FY 2010-11 Proposed General Fund Reductions
Budget Summary Total: $3,776,700
General Fund Budget Total: $3,776,700
8% Reduction Target: $302,136
Department Recommendations Total: $302,136
Full Time Department Employee Total: 21.5
Proposed Full Time Employee Reduction: n/a
New Proposed Full Time Employee Total: 22.5
Item Program Ongoing Budget Reduction Plan Impact Position
Savings Change
Add 1 ACP Enforcement Position
1 Prosecution for a net increase in revenues of See Attached 1
$136,687
2 Litigation deduct$125,000 from Litigation-
Outside Attorney's acct.
i
3 Litigation deduct$40,449 from Litigation
expenses acct.
Total $0.00
Jo �W Gitil5o
&/30
Positions by Program
Position Program
Municipal Legal Services Liti ae tion Prosecution
(Incl. EDA)
Attorney 5.55 3.1 1.35
Legal Secs. 1.8 1.5 1.7
Admin. Super. .3 .6 .10
Admin. Analyst 1.00
Exec. Asst. 1.00
Investigator Super. .10 .10 .8
Invest. F/T .10 .10 1.3
Invest. P/T .05 .05 1_9
Sub-Totals 8.9 5.4 8.2
Total 22.5
Few"