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Home My WebLink About01- City Administrator - budget Workshop o p� C I T Y O F S A N B E R N J�c ''D I_`N b'= ` INTEROFFICE MEMORANDUM TO : Barbara Pachon Director, Finance Department FROM: Huston T. Carlyle, Jr. �, Sr. Assistant City At DATE : May 22 , 1996 SUBJECT: Proposed Budget for FY 1996-97 Attached is the proposed budget for this office for FY 1996- 97 . As you will note, the bottom line exceeds the bottom line given our office. This is as a result of our need for a greater amount of funds in the Litigation Expense and Litigation-Outside Attorneys line items . This projection is furnished to us by the attorneys in our office, as well as the outside attorneys as the estimated amounts necessary to defend the City in the pending litigation matters during FY 1996-97 . Please let me know if you have any questions . Attachment cc : Mayor Tom Minor Council rCity Clerk City Treasurer City Administrator James F. Penman CITY OF SAN BERNARDINO BUDGET WORKSHEET PERFORMANCE DATA FY 1996-97 Fund Department Division/Section City Attorney PROGRAM DESCRIPTION (Objectives) : The functions of this office are to issue legal opinions and provide advice to the Mayor and Common Council, department/division heads, and boards and commissions on legal questions, and keep them abreast of new laws and current court decisions; prepare or review resolutions, ordinances, leases and agreements; prosecute ordinance violations and violations of certain state laws, defend City in court actions, including tort suits and commence court actions as directed by the Mayor and Common Council, or pursuant to law, attend various meetings with the Mayor and Common Council, department/division heads, and boards and commissions; attend various quasi-judicial hearings and conduct order to show cause hearings on Municipal Code violations; coordinate preparation of Municipal Code amendments . Perform2.Dta BUDGET JUSTIFICATION FY 1996-97 Department FUND City Attorney (051) GENERAL (001) Acct No . 5111 Materials & Purchase of miscellaneous office Supplies supplies and special office supplies relating to investigator' s needs, such as cassette tapes for interviews, film, film processing/development, etc . 5112 Small Tools Purchase of office furniture, & Equipment calculators, etc . costing less than $500 . 00 . 5121 Advertising Ads in Sun, Press Enterprise etc . and L.A. Daily Journal etc . for full-time attorneys, secretaries, paralegals and investigators, as needed. 5122 Dues & Dues : State Bar of California ($3839 .00) ; San Subscriptions Bernardino County Bar Association ($910.00) Riverside County Bar Association ($75 . 00) District Attorney' s Assn. ($100 . 00) American Bar Association ($78 . 00) ; IMLA ($965 . 00) ; Subscriptions : Sun ($126 .00) ; LA Daily Journal ($420 .00) GIMLA ($40 . 00) ; Miscellaneous ($1247 .00) 5123 Library Updating of law publications, as well as Books other publications to keep abreast of current trends in the law and legal issues affecting municipalities . In addition to the updating etc . , we have approximately $10, 000 in fixed costs of supplements to the sets of books currently in our library Budget.Jus FY 1996-97 Department FUND City Attorney (051) GENERAL (001) Page 2 5131 Mileage Reimbursement for Staff ' s use of private Reimbursement vehicles for travel to depositions, court appearances, seminars etc . 5132 Meetings and League of California Cities Annual Conferences Meeting (will be attended by 1 attorney) ; League of California Cities Spring Meeting (will be attended by 1 attorney) ; IMLA Annual Meeting (will be attended by 1 attorney) ; IMLA Mid-Year Meeting (will be attended by 1 attorney) ; these meetings and conferences will help the attorneys stay abreast of the changing laws and court decisions and trends in their respective areas . 5133 Education Attendance by attorneys at various seminars, & Training as required by law to keep their State bar license current, and to stay abreast of the changing laws and court decisions and trends in their respective areas . 5171 Equipment Rental expense for the rental of equipment, Rental supplies, storage unit for the storage of confidential material etc . 5172 Equipment Maintenance (labor calls) for PCs and Maintenance printers, typewriter repair and repair of transcribers etc . 5174 Printing Printing of forms, letterheads, miscellaneous legal forms, etc. 5175 Postage Mailing of legal documents and routine business correspondence, Federal Express charges for overnight mail, mailing of large packages and boxes of material on litigation. Budget.Jus FY 1996-97 Department FUND City Attorney (051) GENERAL (001) Page 3 5176 Copy Machine Copies of correspondence, litigation Charges documents, ordinances, resolutions, agreements, leases, and miscellaneous . 5177 Litigation Costs for court reporter fees for Expenses depositions, expert witness fees, filing fees and miscellaneous expenses . 5183 Management Reimbursement for business expenses incurred Allowance by the City Attorney. 5502 Professional/ For contractual services for outside Contractual consultants . Services 5503 Litigation Cost of attorneys fees charged by Outside Attys outside attorneys . 5505 Other Prof. Miscellaneous contracts and services Services that do not fall within the definitions of the other objects under Contracts and Services. 5601 Garage Charges for repairs made on vehicle assigned to City Attorney' s Office and vehicle replacement . 5602 Workers Compensation 5603 Liability 5604 MIS 5605 Telephone Equipment rental and toll charges . Support Budget.Jus FY 1996-97 Department FUND City Attorney (051) GENERAL (001) Page 4 5609 Vehicle Replacement 5610 Communication Shop Budget.Jus TRANSMITTAL SUMMARY (1996-97) Acct No. Account Title Budgeted New Estimates Dept Proposed (1995-96) (1995-96) (1996-97) soil Salaries Perm/FT 1,022,300 $1,038,000 $1,072,500 5031 Auto Allowance 3,600 3,600 (included in salary) 5015 Overtime 1,000 1,000 1,000 5026 PERS Retirement 5027 Health & Life Ins. 5028 Unemployment Ins. 283,700 283,700 286,700 5029 Medicare 50** ***PERSONNEL SERVICES 1,310,600 1,326,300 1,360,200 5111 Materials & Supplies 4,900- 4,900 4,900 5112 Small Tools & Equipment 2,500 2,500 2,500 5121 Advertising 2,200 2,200 2,200 5122 Dues & Subscriptions 7,800 7,800 7,800 5123 Library Books 35,000 35,000 35,000 5131 Mileage 400 400 400 5132 Meetings & Conferences 2,000 2,000 2,000 5133 Education & Training 4,000 4,000 4,000 5171 Equipment Rental 700 700 700 5172 Equipment Maintenance 6,000 6,000 3,000 5174 Printing Charges 1,200 1,200 900 5175 Postage 2,000 2,000 2,000 5176 Copy Machine Charges 15,000 15,000 15,000 5177 Litigation Expenses - 95,000 146,350 234,000 5183 Management Allowance 600 600 600 51** ***MAINTENANCE & OPERATION $179,300 $230,650 $315,000 5502 Professional/Contractual Svcs 9,400 9,400 5,000 5503 Litigation-Outside Attorneys 118,000 344,800 252,000 5505 Other Professional Services 61000 6,000 20000 55** ***CONTRACTS & SERVICES $133,400 $360,200 $259,000 5601 Garage 1,200 1,200 1,400 5602 Workers Compensation 14,300 14,300 14,300 5603 Liability 3,000 3,000 6,000 5604 MIS -0- -0- 1,050 5605 Telephone 23,700 23,700 23,700 5609 Vehicle Replacement 4,900 4,900 4,900 5610 Communication Shop 4,200 4,200 6,100 56** ***INTERNAL SERVICES 51,300 51,300 $57,450 Trans3.Sum 5702 Computer Equipment 60,000 60,000 -0- 5704 Other Equipment -0- -0- -0- 57** ***CAPITAL OUTLAY 60,000 60,000 -0- 50*** PERSONNEL SERVICES 1,310,600 1,326,300 $1,360,200 51*** MAINTENANCE & OPERATION 179,300 230,650 315,000 55*** CONTRACTS & SERVICES 133,400 360,200 259,000 56*** INTERNAL SERVICE CHARGES 51,300 51,300 57,450 57*** CAPITAL OUTLAY 60,000 60,000 -0- TOTAL 1,734,600 2,028,450 $1,991,650 Trans3 .Sum PERSONNEL SUMARY FY 1996-97 Budget Fund Department General (000) City Attorney (051) Classification Authorized Current Proposed City Attorney (M) 1 1 1 Sr. Asst. City Attorney (M) 2 2 2 Sr. Deputy City Attorney (C) 1 1 1 Deputy City Attorney IV (C) Deputy City Attorney III (C) 4 4 4 Deputy City Attorney II (C) _ Deputy City Attorney I (C) Executive Secretary 1 1 1 Administrative Operations Supervisor 1 1 1 Legal Secretary I 5 5 5. Legal Secretary II PI Paralegal 1 1 1 Investigator 2 2 2 Total 18 18 18 person2.sum 1 RESOLUTION OF THE CITY OF SAN BERNARDINO ADDING AND DELETING 2 VARIOUS CITY POSITIONS FOR THE PURPOSE OF CODIFYING PRIOR COUNCIL ACTIONS, AND REPEALING RESOLUTION NO . 6433 , SECTION 3 FOUR. Liability nsurance I 4 y 1 Liability Claims Specialist 5 1 Safety Officer 1 Typist Clerk II 6 SUBTOTAL 3 7 RISK MGT DIVISION TOTAL Ed 8 CITY ATTORNBY 9 1 City Attorney 2 Senior Assistant City 10 Attorney 1 Senior Deputy City 11 Attorney (Deputy City Attorney 12 IV (Deputy City Attorney 13 4 III (Deputy City Attorney 14 II ' (Deputy City Attorney 15 I 1 Administrative 16 Operations Supervisor 17 1 Paralegal 1 Executive Secretary 18 (Legal Secretary I 5 (Legal Secretary II 19 2 City Attorney Investigator 20 CiTy ATTO "Y DBPARTM3" TOTAL 18 21 22 CITY CLERX Administration 1 City Clerk 23 1 Administrative operations 24 Supervisor II 3 Deputy City Clerk I 25 1 Account Clerk III 1 Typist Clerk III 26 SUBTOTAL 7 27 28 5 1 RESOLUTION NO. 95-428 2 RESOLUTION OF THE CITY OF SAN BERNARDINO ADDING AND DELETING 3 VARIOUS CITY POSITIONS FOR THE PURPOSE OF CODIFYING PRIOR COUNCIL ACTIONS, AND REPEALING RESOLUTION NO. 64331 SECTION 4 FOUR. 5 BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS: 6 "POSITION CONTROL RESOLUTION" 7 The following classifications and number of positions under 8 each department are hereby established for Fiscal Year 1995- 96: 9 DEPARTMENT/DIVISION NO_ CLASSIFICATION TITLE 10 CITY ADMINISTRATOR 11 Administration 1 City Administrator 1 Assistant City 12 Administrator 1 Assistant to the City 13 Administrator 1 Administrative 14 - Assistant to the City Administrator 15 1 Executive Secretary 1 Secretary 16 SUBTOTAL 6 17 Alternative Transportation 18 Program 1 Administrative Analyst 19 SUBTOTAL 7 20 CITY ADMINISTRATOR TOTAL 22 A ministration 1 Director of Animal Control 23 3 Animal Shelter Office Specialist 24 SUBTOTAL 4 25 Field Services _ 1 Senior License Checker 26 4 Animal Control Officer 27 SUBTOTAL 5 28 1 CITY ATTORNEY ORGANIZATIONAL CHART (1996-97) City Attorney James F. Penman Municipal Law and RDA Litigation and Prosec tions Division Division Sr.Asst. City Attomey/Dennis A. Barlow Sr.Asst. ity Attorney/Huston T. Carlyle, Jr. Executive Secretary Dolores Delgado A A Atty Atty/Atty NAPa est. In st. HE SE DR SA RS HE SE DR BG DS CD (3/4) (3/4) (314) (1/4) (1/4) (1/4) Operations Supervisor \rgare ggin Legal Secty Legal Secty Legal Secty Legal S ecty Debra D onna Josie April Annette Organiza. Cht • ATTACHMENT 5B CLs cu cv � I } a O O O I u~ O O O o o W Z U W O O Lrl Lrl v+ O O /—{ w Q N I c`l OO. Q I NI i 64 xw m CC Ln CD CL Q O O � � o -'� u Z cu m z �4 �4 �4 J Cn G q Qr- 4-) Q � � Q J w U O Q) a) Q LL 1 } � W a cr 4-3 O 0 4-j w 44 �J ii rt O O r-I r-i N Z J W Q Q 1� N Z m O O Q ; W o a Z Z I I I am COP ALTERNATNE BUDGET REDUCTIONS Updated May 21, 1996 POTENTIAL PAGE DEPARTMENT PROGRAM/SERVICE REDUCTION COST SAVINGS 1 Animal Control Close Animal Shelter one 25,000 additional day per week 2 Animal Control Contract with a private vendor 11,800 for animal license canvassing 3 Facilities Reduce building maintenance ,3-5-,-680 services 4 Finance Delete Composition Bindery Clerk 30,000 5 Fire Eliminate one Ladder Truck 582,700 company 6 Fire Eliminate Equipment Mechanic II 38,200 **Library Reduce funding by $50,000 50,000 7 Parks & Rec. Eliminate Casa Ramona Center 50,800 contract for services 8 Parks & Rec. Cancel the 4th of July celebration 40,700 9 Planning Eliminate vacant Assistant Planner 46,400 position, which will reduce planning services 10 Police Share cost of crossing guard 80,000 program with the school district 11 Police Reduce vehicle purchases 50,000 TOTAL: 1,041,200 ** This should only be considered if no other budget-balancing options are viable. BUDGET REDUCTION WORKSHEET DEPT: Animal Control FUND: General Fund PROGRANUSERVICE REDUCTION: Close animal shelter to the public one additional day per week. POTENTIAL COST SAVINGS: $25,000 annually IMPACTS ON SERVICES: - Shelter is currently closed Sunday only. It would now be closed two days per week. - Public inconvenience could be offset by extended hours Tuesday-Friday. It - A majority of stray animals would be held one additional day to accommodate the "stray hold" - Office staff would answer phones and dispatch calls to field staff on Mondays, so there would be no impact on field services or police dispatch. Reduced kennel staff could still handle animals impounded by field staff. - Residents of contracting agencies (Colton, Loma Linda, and Fontana) will be affected by non-access to the shelter on Mondays. Positions affected? x yes _ no If yes, list positions: (1) Animal Shelter Attendant (currently filled by a temporary employee; employee would return to prior position of part-time License Checker) -1- BUDGET REDUCTION WORKSHEET DEPT: Animal Control FUND: General Fund PROGRAM/SERVICE REDUCTION: Contract with a private vendor for animal license canvasing; eliminate two temporary part-time Animal License Checker positions. POTENTIAL COST SAVINGS: $11,800, and unknown amount of additional revenue IMPACTS ON SERVICES: - No reduction in present day-to-day level of service. The two positions are presently vacant. - The canvassing program has suffered in recent years due to attrition/promotions. Utilizing an outside vendor for canvassing has the potential to increase revenue regardless of the number of part-time Animal License Checkers. - Other staff positions will have to provide coverage for annual rabies/licensing clinics. Possibly reduce the number of clinics. - Remain two part-time Animal License Checker positions would process licenses in the office. Positions affected? x yes _ no If yes, list positions: (2) Animal license Checkers (One employee in the position currently; two are on temporary full-time assignments) -2- BUDGET REDUCTION WO T DEPT: Facilities Management FUND: General Fund PROGRAIVI/SERVICE REDUCTION: Reduce building maintenance services POTENTIAL COST SAVINGS: + (net savings) IMPACTS ON SERVICES: Reduction will slow down,the delivery of building maintenance services by an average of 3 days. This would take the current service time on routine requests from 7 to 10 days. Savings in salary in benefits would total $65,600. These positions were chosen as they would have less impact on service. The other positions in this section are all designated as skilled trades (i.e., electricians, plumbers, etc.) Impact would be offset by adding $'30,000 for contractual services. This additional will allow the building maintenance section to privatize certain routine maintenance functions currently done in-house, and reduce the impact of losing these positions. Proposed areas for this work are door repairs, lamp replacement, and equipment repairs. Positions affected? x yes _ no If yes, list positions: (2) Building Maintenance Workers -3- eW11Y BUDGET REDUCTION WORKSHEET DEPT: Finance FUND: General Fund PROGRAWSERVICE REDUCTION: Delete Composition Bindery Clerk POTENTIAL COST SAVINGS: $30,000 EVIPACTS ON SERVICES: Main responsibilities of this position include type setting, filing and maintaining print job originals, and Municipal Code updates. The remaining two positions in the Print Shop can perform the most essential duties now being done by the Composition Bindery Clerk. These include simple type setting jobs and ' maintaining print job originals. Complex type setting and the Municipal Code updates would have to be contracted out. Municipal Code updates are several years behind. This is not a function that the Print Shop is equipped to handle. Better service would be obtained through an outside contract. If the position is eliminated, it is recommended that $2,000 in savings be set aside for contracting out Municipal Code updates. Positions affected? x yes _ no If yes, list positions: Composition Bindery Clerk -4- BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate one Ladder Truck Company (ladder Truck #4) POTENTIAL COST SAVINGS: $582,744 IlVIPACTS ON SERVICES: Minimal. Ladder trucks are used in special emergencies such as forcible entry, salvage and overhaul, aerial firefighting operations, ventilation, and vehicle extrication. The fire department currently operates two ladder trucks, with the other at station #1. , Ladder truck #4 will still be available for use, but the newer ladder truck operated by station #1 will be used for daily operations. Ladder truck #4 would be staffed with one engineer on one shift, and if necessary, another unit can be taken out of service in order to provide additional staffing for ladder truck #4. A reduction in manpower on truck #4 would result in a savings of$620,000. $37,000 of this savings would be set aside in an overtime account to staff the truck as needed. Public information duties (school assemblies, special events, etc.) would be distributed among the other units. The crew of ladder truck #4 currently provides the majority of these services. Positions affected? x yes _ no If yes, list positions: (3) Fire captain (2) Fire Engineer (3) Firefighter -5- BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General Fund PROGRAWSERVICE REDUCTION: Eliminate Fire Equipment Mechanic II POTENTIAL COST SAVINGS: $38,200 IMPACTS ON SERVICES: Position has been vacant since 1991. Positions affected? x yes _ no If yes, list positions: Equipment Mechanic H (vacant) -6- BUDGET REDUCTION WORKSHEET DEPT: Parks, Rec., and Community Svcs FUND: General Fund PROGRANUSERVICE REDUCTION: Eliminate Casa Ramona Center contract for services POTENTIAL COST SAVINGS: $50,800 IMPACTS ON SERVICES: Eliminates services at this center. Current information and referral services to the community include assistance with Social Security information, translation of written communications, health screenings, tax assistance, job information, etc. Approximately 30,000 service units annually. Positions affected? _ yes x no If yes, list positions: -7- BUDGET REDUCTION WORKSHEET DEPT: Parks. Rec., and Community Svcs. FUND: General Fund PROGRANUSERVICE REDUCTION: Cancel the 4th of July celebrations. POTENTIAL COST SAVINGS: $40,750 EMPACTS ON SERVICES: Eliminates a major city-wide event, patriotic in nature, affecting 10,000 attendees. Eliminates an opportunity to bring the community together. Eliminates an opportunity for promoting image and support to the City. Positions affected? _ yes x no If yes, list positions: —8— BUDGET REDUCTION WORKSHEET DEPT: Planning and Building Services FUND: General Fund PROGRAM/SERVICE REDUCTION: :Eliminate vacant Assistant Planner; reduce planning services :POTENTIAL COST SAVINGS: $46,400 PYWACTS ON SERVICES: Will result in longer processing times for development projects Will require redistribution of work load between fewer staff members, resulting in less time for updates/maintenance of the General Plan and Development Code. :Positions affected? x yes _ no If yes, list positions: Assistant Planner (vacant) -9- BUDGET REDUCTION WORKSHEET DEPT: Police FUND: General PROGRAMISERVICE REDUCTION: Share the cost of the crossing guard program with the school district POTENTIAL COST SAVINGS: x',80,000 IMPACTS ON SERVICES: 9 None This item will require negotiations with the school district. Positions affected? _ yes x no If yes, list positions: -10- e BUDGET REDUCTION WORKSHEET DEPT: Police FUND: General Fund PROGRAM/SERVICE REDUCTION: Reduce vehicle purchases POTENTIAL COST SAVINGS: $50,000 IMPACTS ON SERVICES: - Proposed budget includes $91,600 for additional vehicle purchases/replacement. This action would reduce that amount to $41,600. Positions affected? _ yes _ no If yes, list positions: -11- 0 p CITY OF SAN BERNARDINO MANDATED FUNCTIONS MANDATE RESPONSIBLE AGENCY SOURCE Divide City into Wards Mayor and Council Charter § 3 Conduct of elections Mayor and Council and City Clerk Charter §§ 10, 11, 14-A Canvass of election returns Mayor and Council Charter § 11 Declaration of election results Mayor and Council Charter § 11 Fix compensation of election officers Mayor and Council Charter § 11-A Issue certificate of office City Clerk Charter § 12 Receive filing of certificates and oaths of office City Clerk Charter § 12 Reinstatement of officers and employees in the City Charter § 16 armed forces Approval of official bonds Mayor and Council Charter § 20 Receive filing of official bonds City Clerk Charter § 20 Receive filing of official bond of City Clerk Mayor Charter-§ 20 Legislative power Council Charter § 30 Maintain certified copy of ordinances City Clerk Charter § 33 Publishing/posting of ordinances City Clerk Charter § 33 Preparation of summary of ordinances City Clerk(or other designated official) Charter § 33 Approve summary of ordinances City Attorney Charter § 33 Recording Council vote in certain instances City Charter § 34 Public meetings City Charter § 35; Gov't Code § 54950 et seq Days of Council Meetings City Charter § 35 Preside at Council Meetings Mayor Charter § 36 Mayor pro tempore, in absence of Mayor Council Charter § 36 Establish procedure for sale of City property Mayor and Council Charter § 40 (a) Chief Executive Officer Mayor Charter § 50 Cause the strict enforcement of all laws and Mayor Charter § 50 ordinances DAB/tbm[Mandates.Rpt] Awl�7� Vigilantly observe the official conduct of all Mayor Charter § 50 public officers Books and records of the City to be open to City Clerk, Board of Water Commissioners Charter §§ 50, 60, 165 public inspection Gov't Code § 6250 et seq Cause books and record to be kept in proper Mayor and City Clerk Charter §§ 50, 60 form Lay instances of willful neglect of duty or official Mayor Charter § 50 misconduct before Council Information on state of the City Mayor Charter § 50 Annual audit of finances Mayor Charter § 50 General supervision of City departments Mayor Charter §§ 50, 52 Preservation of public order and suppression of Mayor Charter § 50 riots and tumults Appoint officers Mayor Charter §§ 51, 160, 182, 205 Approve appointments Council Charter §§ 51, 160, 182, 205 Fill vacancy in office of Mayor Council Charter § 51 Make sure that contracts and agreements are Mayor Charter § 52 fully performed Discharge appointive officers or employees for Mayor Charter § 52 dereliction, neglect or non-performance of duty (except classified employees) Chief legal officer City Attorney Charter § 55 (d) Represent and advise all City officers City Attorney Charter § 55 (d) Represent and appear for the City in all actions City Attorney Charter §55 (d) brought by or against the City Prosecute violations of City ordinances City Attorney Charter § 55 (d) Prosecute violations of certain State laws City Attorney Charter § 55 (d); Gov't Code § 91001.5 Attend meetings of the City Council City Attorney Charter § 55 (d) Draft proposed ordinances and resolutions City Attorney Charter § 55 (d) Prepare opinions City Attorney Charter § 55 (d) DABltbm[Mandates.Rptl 2 Provide City Attorney office space, equipment City Charter § 55 (e) and clerical help Keep the corporate seal City Clerk Charter § 60 Keep City books, records and documents City Clerk Charter § 60 Attend all meetings of the Council City Clerk Charter § 60 Keep a journal of Council proceedings City Clerk Charter § 60 Take affidavits and administer oaths without City Clerk Charter § 60 charge Keep books and records indexed City Clerk Charter § 60 Number and keep record of all demands allowed City Clerk Charter § 60 and certified Issue all City licenses City Clerk Charter § 60 Countersign all warrants on the Treasury City Clerk Charter § 60 Receive and pay out all moneys belonging to the Treasurer Charter § 70 City Keep an account of all receipts and expenditures Treasurer Charter,,§ 70 Make a monthly account to the Mayor and Council Treasurer Charter § 70 of the receipts and expenditures May not pay out moneys except on claims Treasurer Charter § 70 Examine Initiative, Referendum and Recall City Clerk Charter §§ 120, 121, 122 petitions for sufficiency Provide extra help for examining such petitions Council Charter § 120, 121, 122 Present to the Council sufficient initiative, City Clerk Charter §§ 120, 121, 122 referendum or recall petitions Pass initiative ordinance or set it for an election Council Charter § 120 Reconsider ordinance on referendum or set it for Council Charter § 121 an election Receive filing of copy of notice of intention of City Clerk Charter § 122 recall Receive filing of answer of officer sought to be City Clerk Charter § 122 recalled Transmit to Mayor and Council estimates of City Clerk Charter § 130 financial necessities of City Government DAB/tbm[Mandates.Rptl 3 General obligation bonded indebtedness may not City Charter § 133 exceed 15% of assessed property value General obligation bonds must be approved by City Charter § 133 2/3 vote of electorate Revenue bonds must be approved by a majority City Charter § 133 vote of the electorate Levy charges for sewer service Mayor and Council Charter § 134 Proceeds of sewer charges and operations to be City Charter § 134 paid into the sewer fund Processing of demands against the City City Charter § 135 Purchase of goods, materials and supplies over a City Charter § 140 certain amount pursuant to competitive bidding All warrants authorized by the Board of Water City Charter §§ 146, 164 Commissioners shall be paid out of the Water Fund All warrants authorized by the Board of Library City Charter § 148 Trustees shall be paid out of the Library Fund Costs of the Sewer system shall be paid out of City Charter-4 143 the Sewer Fund Six year term for Water Commissioners City Charter § 160 Oath of Office All officers Charter §§ 161, 222 Selection of President of Board of Water Board of Water Commissioners Charter § 162 Commissioners Keep a record of water service property Board of Water Commissioners Charter § 162 Keep record of receipts and disbursements on Board of Water Commissioners Charter § 165 account of water system Make and maintain a map of the water system of Board of Water Commissioners Charter § 166 the City File a statement of the financial condition of the Board of Water Commissioners Charter § 167 Water Department File a statement of Water Department property Board of Water Commissioners Charter § 167 with the City Clerk Ex-officio Secretary to the Board of Water City Clerk Charter § 168 Commissioners Keep a record of the proceedings of the Water City Clerk Charter § 168 Commission DAB/tbm[Mandates.Rpt] 4 Hold Board meetings twice a month Board of Water Commissioners Charter § 169 Shall receive a salary as specified Board of Water Commissioners Charter § 170 Ordinances to enforce rules and regulations of Mayor and Council Charter § 171 Board of Water Commissioners To provide for a police department Mayor and Council Charter § 180 et seq. To provide for a fire department Mayor and Council Charter § 180 et seq. Enforce the laws of the state and ordinances of Chief of Police Charter § 182 the City Control over all Fire and Police Departments' Mayor and Council Charter § 184 property Fire and Police salary determination process Mayor and Council Charter § 186 Automatic salary steps for Fire and Police Mayor and Council Charter § 186 Library under the management of Board of City Charter § 205 Trustees Selection of President of Board of Library Board of Library Trustees Charter §205 Trustees Selection of Secretary of Board of Library Board of Library Trustees Charter § 205 Trustees Board of Library Trustees to meet once each Board of Library Trustees Charter § 210 month Annual report to the Mayor and Council Board of Library Trustees Charter § 212 Appointment of Park and Recreation Commission Mayor and Council members Charter § 213 Selection of Park and Recreation Commission Park and Recreation Commission Charter § 216 Chairman and Secretary Advise the Mayor and Council on parks, Park and Recreation Commission Charter § 217 recreation and parkways Consider the Park and Recreation Department Park and Recreation Commission Charter §217 Budget Fiscal year City Charter §220 Office hours Mayor and Council Charter §227 Deposit money in the City Treasury All officers Charter § 229 Elective officers entitled to reimbursement for City Charter § 234 expenses DAB/tbm[Mandates.Rpt] 5 PERS Contract Mayor and Council Charter §234 (a) Civil Service Board City Charter § 246 et seq. Civil Service Board may not hold any other Civil Service Board Charter § 246 public office Election of Civil Service Chairman Civil Service Board Charter §247 Appointment of Chief Examiner Civil Service Board Charter § 247 Classified and unclassified service City Charter § 248 Veterans preference Civil Service Board Charter § 249 Adoption of Civil Service rules and regulations Civil Service Board Charter § 250 Approval of examinations Chief Examiner Charter § 251 Maintain lists of eligibles Chief Examiner Charter § 251 Certify appointments to Treasurer Chief Examiner Charter §251 Salaries may not be paid without certification Treasurer Charter § 258 Provide for promotions Civil Service Board Charter §252 Probation of not more than one year Mayor and Council Charter § 253 Procedures for and effective dates of discharges Civil Service Board Charter § 253 and reductions No discharge, etc. without reasons and opportunity City Charter §254 for hearing Manner, time and place for appeals Civil Service Board Charter § 255 Determine penalties for violation of Charter Civil Civil Service Board Charter § 259 Service provisions Approve penalty determinations of Civil Service Mayor and Council Charter § 259 Board DAB/tbm[Mandates.Rpt] 6 COPY *0 0 0 0 0 0 0 0 0 0 0 0 0 = 00000000000 0 30poowN000Od d' U-) O co O f,: ,- CT L6 T M N h �- to E T oo v- CD — M V- CN T_ U) 4- O co cc y u H Cfa > m .E c 8 u ' v O U ILI .2 d CL U 3 C U) Q CL C ;? o �? 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Weight/Stress o CTCNA - Management P e r "o d i c Blood Smoking Cessation Pressure Testing o iAC, Gi - See Above o FOMMATTQI - ...................................... Smok nq��`dissation 0 1C - Physical exam Newborn l—Pranata1 Sterilization / Class Infertility WellWoman Check treatment Stop Smoking Program Contraceptives Health Pregnancy Well Woman Care Program Vision / Hearing Nutritional testing counseling Stress Management Dietary Counseling Weight Reduction Diabetes Management Health Education Services o YSCA `' �� t3C - Mammograms Well..Care. Visit"""""*"" Cancer guidelines Mammograms Nutritional 0 8EALTM,NS - Counseling Chariging....Food Habits Allergy Screening Cholosteral Awareness Cardiac Prevention Smoking Cessation Christian Science Stress/Weight Treatment Management Immunizations CPR (children) Menopause Flu Shot Nutrition Class Time Management o PdR1C - Fitness and Smoking Cessation Exercising Cancer Prevention o .....................:............ Allergy.. Testing o ASER BC - Immunizations (when Arthritis Care medically necessary) Childbirth/Prenatal/ Parenting Diabetes Education coo [Ply OPTION: Eliminate Overtime for Battalion Chiefs POTENTIAL SAVINGS: $77, 300* BACKGROUND Currently, there are six budgeted Battalion Chief (BC) positions in the Fire Department. The position of Battalion Chief is a management, salaried position. Battalion Chiefs are allowed eighty-four (84) hours of administrative leave per fiscal year. Additionally, unlike other management positions in the City, Battalion Chiefs are also paid for overtime at straight time. Currently, two of the six budgeted Battalion Chief positions are vacant. One of the vacancies is staffed.by a Captain acting as a Battalion Chief and receiving acting pay. Battalion Chiefs are staffing the other position by working overtime. There are also two additional Battalion Chiefs acting in higher positions as Fire Marshall and Training Officer. Both are receiving acting pay. KEY FACTS ' Staff surveyed ten Charter 186 Cities regarding administrative leave and overtime for Battalion Chiefs. Of the ten cities surveyed: 4 cities give no overtime to Battalion Chiefs. 4 cities give no administrative leave to Battalion Chiefs. (One of the cities surveyed gives administrative leave only to Battalion Chiefs on a 40 hour, as opposed to 56 hour, work week. ) Only 3 cities give both administrative leave and overtime to Battalion Chiefs. of these three cities, the highest number of administrative hours given to Battalion Chiefs is 40 hours. The City of San Bernardino gives its Battalion Chiefs 84 hours of administrative leave per year. When a Battalion Chief uses administrative leave, the City pays another Battalion Chief straight time overtime to cover for him. Both the Fire Safety MOU and the Management/Confidential salary and benefits resolution do not address an obligation to pay Battalion Chiefs overtime. This appears to be based solely upon past practice. (Even if overtime pay is based solely upon past practice, any change would require meeting and conferring. ) *Based on actual 1995 data OPTION: Eliminate one Battalion (Reducing number of Battalion Chiefs from six to three. ) POTENTIAL SAVINGS: $292, 300 BACKGROUND Currently, the Fire Department personnel operate under two battalions. Six battalion chiefs (two per shift) divide supervision of the eleven Fire Stations. Staff has determined that battalion chiefs (BC's) spend approximately 93% of their time on administrative duties such as coordinating staff, tracking leave time, attending meetings, maintaining inventory of various equipment and supplies, and supervising building and ground maintenance. They also have non-productive (eating and sleeping) time. According to current operating procedures, for a single alarm fire, one BC is dispatched along with two engine companies and an aerial truck. For a multi-alarm fire, two BC's are dispatched with four engine companies and two aerial trucks. KEY FACTS On-scene management comprises approximately only 7% of a BC's total 24 hour on-duty time. In 1994 , BC's were deployed on only 7% of all 911 incidents, including EMS. ' At no time in 1994 did two single alarm fires occur at the same time, meaning that at no time were two BC's needed to handle simultaneous incidents. During the same 1994 time period, the Fire Department had only 10 multi-alarm fires for the entire year. In the event of simultaneous single alarm fires or a multi- alarm fire, the Fire Department can implement call-back procedures to ensure that incidents are properly managed. The Department can also train captains to assume BC duties under these circumstances. - By eliminating one battalion (3 BC's) , captains would assume responsibility for managing operations in their station. Captains are paid $82, 000 annually in salary and benefits and supervise two to three other sworn staff. If this recommendation is approved, the City Administrator's office will work with the Fire Department to develop a transition plan from two to one battalion. There are currently three vacant BC positions. One vacancy is being staffed by a captain acting as a BC and receiving BC pay. Battalion Chiefs are tilling the remaining vacancies through overtime. Additionally, due to a scheduled retirement, it is anticipated that there will be one more vacant BC position in May, for a total of four vacant BC positions. UPDATED 5/13196 CITY OF SAN BERNARDINO COPY PROJECTED GENERAL FUND BALANCE REPORT FISCAL YEAR 1996-1997 ESTIMATE ESTIMATE ESTIMATE DESCRIPTION FY 95-96 FY 96-97 FY 97-98 Estimated Revenues 67,123,100 67,710,300 68,710,300 Est. Operating Transfers In 7,188,600 4,813,500 4,813,500 Total Estimated Available 74,311,700 72,523,800 73,523,800 Expenditures 72,096,000 72,946,600 74,346,600 Transfers Out 3,356,600 3,444,700 3,444,700 Total Expenses 75,452,600 76,391,300 77,791,300 Excess (Deficiency) of Revenues over Expenditure (1,140,900) (3,867,500) (4,267,500) Beginning Balance 3,073,500 1,932,600 0 Ending Balance 1,932,600 (1,934,900) (4,267,500) FY 96-97 Expenditures do NOT include the additional $308,400 being requested by the City Attorney and $317,500 being requested by the Police Dept. FY 97-98 Assumptions: Revenues - assume total net increase of 1.5%. Expenditures - 72,946,600 186 Increase 700,000 PERS for Safety 700,000 Total 74,346,000 v �OnnpME CITY OF SAN BERNARDINO U INTEROFFICE MEMORANDUM CITY ADMINISTRATOR'S OFFICE TO: Mayor and Common Council FROM: Fred Wilson, Assistant City Administrator DATE: May 9, 1996 SUBJECT: Budget Workshop Materials Attached are the proposed budget reductions and revenue enhancements that were distributed at the last Ways and Means Committee meeting. The committee requested that this information be forwarded to the Mayor and Council for further discussion. Budget Reductions and Revenue Enhancements Budget Workshop May 13, 1996 BUDGET REDUCTION SUMMARY POTENTIAL GE DEPARTMENT PROGRAM/SERVICE REDUCTION COST SAVINGS 2 Administration Eliminate Asst. to the City Admin. position $ 17,800 (Done) and create Senior Administrative Analyst. 3 Finance Close/eliminate Central Stores 81,000 4 Fire Eliminate 1 battalion (reducing the number of 292,300 ' Battalion Chiefs from six to three). 5 Fire Eliminate overtime or administrative leave for 13,000 or 77,300 Battalion Chiefs. 6 Parks & Rec. Eliminate park tree trimming. 10,000 -X- 7 Parks & Rec. Eliminate Utility Payment and Postal 65,800 Service Center at the Westside Community Service Center. , 8 Parks & Rec. Close the Ceramics Studio. 4,200 9 Parks & Rec. Cancel Franklin D. Roosevelt Bowl concerts. 11,000 10 Parks & Rec. Eliminate one Community Services Manager, 41,000 -A— leaving only one to manage both the Downtown and Perris Hill Centers. 11 Public Services Reduce concrete repair/replacement program. 33,800 12 Public Services Eliminate Asst. Director position (general fund 42,400 portion). 13 Public Services Eliminate Typist Clerk III position - Street 27,400 14 Public Works Reduce Traffic Engineering Services. 111,500 15 Risk Management Eliminate Occupational Health Nurse Program. 97,300 16 Telecommunications Eliminate one Video Production Coordinator. 46,900 Y TOTAL: $895,400 -1- BUDGET REDUCTION WORKSELEET DEPT: Administration FUND: General Fund PROGRAWSERVICE REDUCTION: Eliminate Assistant to the City Administrator position, and create Senior Administrative Analyst POTENTIAL COST SAVINGS: $17,800 IMPACTS ON SERVICES: Impact is minimal. Duties previously handled by the Assistant to the City Administrator will be transferred to the new Senior Administrative Analyst. (This action was discussed and approved at the April 15, 1996, City Council meeting.) Positions affected? x yes _ no If yes, list positions: Assistant to the City Administrator (vacant) -2- BUDGET REDUCTION WORKSHEET DEPT: Finance FUND: General Fund PROGRAM/SERVICE REDUCTION: Close/eliminate Central Stores POTENTIAL COST SAVINGS: $81,000 (one position eliminated; additional savings to the GF by shifting one position to Fleet) EMPACTS ON SERVICES: - Public will not be affected. Central Stores is an internal service provider. - Everything that is currently stocked can be procured commercially. City also has full use of the County stores which are nearby and carry many more line items. - Sales have been declining. Last year's sales were $1 million; current year's projected sales are $700,000. - Stores operation is inefficient. Inventory turn level (ratio of sales to inventory value) of five or more is efficient; the City's is less than two. By comparison, Riverside County's turn rate is seven, and San Bernardino County's is ten. If approved one Storekeeper would shift to Fleet, and would no longer be funded by the General Fund. The other Storekeeper would come to City Hall and work with the Print Shop. The Purchasing Clerk will come to City Hall and perform administrative and clerical duties for Purchasing. Positions affected? x yes _ no If yes, list positions: (1) Warehouse Supervisor (2) Storekeepers* (1) Purchasing clerk* * Would shift to other functions -3- BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate 1 battalion (reducing the number of Battalion Chiefs from six to three) POTENTIAL COST SAVINGS: $292,300 EMPACTS ON SERVICES: No impact to the public; will impact the way the Fire Dept. is managed: Remaining Battalion Chiefs and other staff will have to assume administrative duties now done by BC's. This is the main responsibility of a BC; on-scent management comprises approximately only 7% of a BC's total 24 hour on-duty time. Need to implement a call-back procedure to ensure that simultaneous single alarm fires and/or a multi-alarm fire occurs to provide incident management. Dept. can also train Captains to assume BC duties under these circumstances. Fire captains will assume responsibility for managing operations in their station. Positions affected? x yes _ no If yes, list positions: (3) Battalion Chief(currently two vacant; two other vacancies anticipated in May). -4- BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate overtime or administrative leave for Battalion Chiefs POTENTIAL COST SAVINGS: $77,300 for elimination of overtime $13,000 for elimination of administrative leave IMPACTS ON SERVICES: None. Fire Safety MOU and Management/Confidential salary and benefits resolution do not address an obligation to pay Battalion Chiefs overtime. This appears to be based solely on past practice. , Positions affected? yes x no If yes, list positions: -5- BUDGET REDUCTION WORKSHEET DEPT: Parks. Rec., and Community Svcs, FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate park tree trimming POTENTIAL COST SAVINGS: $10,000 IMPACTS ON SERVICES: More than 500 trees will not be trimmed as planned for FY 96-97. - The only trees that will be trimmed will be those that pose a potential hazard, and they would only be trimmed on an emergency basis. Positions affected? yes x no If yes, list positions: -6- BUDGET REDUCTION WORKSEUEET DEPT: Parks Rec. and Community Svcs. I fVND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate Utility Payment and Postal Service Center at the Westside Community Service Center POTENTIAL COST SAVINGS: $65,800 IMPACTS ON SERVICES: Center will no longer collect utility bills or provide postal services, i.e., stamps, money orders, packages, etc. The Center processes approximately 30,000 utility bills per year and serves 25,000 postal patrons annually. This is a non-traditional service for this department and does not meet the , essential criteria for recreation and/or community service. It costs approximately $3.00 per utility bill paid through the center. The city collects approximately $9,000 from the utility companies and post office for our services. Of that amount, $5,000 is from the post office. However, the postal services department has requested that the City run the postal section as a public service, and they would pay $100 annually instead of $5,000 as in the past. Payment services are available at the local shopping center on Highland Ave. near the center. Postal services are available at post offices located at Highland and Arrowhead, and at 1041 N. Mt. Vernon. - With the closure, the total efforts of the Center Manager will focus on expanding services and maintaining current services, such as the information and referral program, federally funded programs for the hungry and homeless, rent/deposit program, and other adult and youth programs. Positions affected? x yes no If yes, list positions: (2) Cashier I positions -7- BUDGET REDUCTION WORKSHEET DEPT: Parks. Rec.. and Communitv Svcs. FUND: General Fund PROGRAM/SERVICE REDUCTION: Close the Ceramics Studio POTENTIAL COST SAVINGS: $4,200 LWPACTS ON SERVICES: The ceramics studio, located behind the Perris Hill Swim Center, is operated on a year-round basis. It provides fine arts instruction in ceramics, including pottery, wheel work, and sculpture. The studio is operated by a contracted instructor hwo is paid through student registration fees. , - Eliminates ceramic crafts opportunity to approximately 1,400 participants Savings will be in gas charges that are required to operate the kiln used to fire the students' works. Positions affected? _ yes x no If yes, list positions: -8- BUDGET REDUCTION WORKSHEET DEPT: Parks, Rec., and Community Svcs. I FUND: General Fund PROGRAM/SERVICE REDUCTION: Cancel Franklin D. Roosevelt Bowl concerts. POTENTIAL COST SAVINGS: $11,000 (fine arts funds) IMPACTS ON SERVICES: Two concert series, the Indian Summer Concerts and the Rites of Spring Concerts, have been offered to San Bernardino residents free of charge for the pst decade. This reduction eliminates musical entertainment in an outdoor setting to approximately 3,000 to 4,000 spectators. Positions affected? _ yes x no If yes, list positions: -9- BUDGET REDUCTION WORKSHEET DEPT: Parks. Rec.. and Community Svcs. FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate one Community Services Center Manager, leaving only one to manage both the Downtown and Perris Hill centers. POTENTIAL COST SAVINGS: $41,000 IMPACTS ON SERVICES: - Hours at the two Senior Centers will be reduced by approximately two (2) fours Per day- Additionally, senior special events such as the Senior Olympics and Senior Talent Showcase will be eliminated due to the reduction in management staff and the increased responsibility of managing multiple centers. Positions affected? x yes _ no If yes, list positions: (1) Community Service Center Manager (vacant) -10- BUDGET REDUCTION WORKSHEET DEPT: : PUBLIC SERVICES 406 CONCRETE PROGRAM PROGRAM/SERVICE REDUCTION: Eliminate Maintenance Worker I position - concrete POTENTIAL COST SAVINGS: $33,800 EMPACTS ON SERVICES: In FY 95-96, the concrete program was reduced by two Maintenance Worker. I positions, resulting in a reduced capacity to maintain the sidewalk infrastructure and repair damaged sidewalks in a timely manner. The loss of this position will be offset by the funds provided through CDBG for the sidewalk replacement program. Positions affected? R yes _ no If yes, list positions: Maintenance Worker I -11- BUDGET REDUCTION WORKSHEET DEPT: FUND: PUBLIC SERVICES 401 STREET MAINTENANCE ADMIN. PROGRAWSERVICE REDUCTION: Eliminate Assistant Director position POTENTIAL COST SAVINGS: $ 42,400 (General Fund portion) IMPACTS ON SERVICES: Assistant Director primarily focuses on personnel issues and day-to-day coordination of the various divisions. These functions would be assumed by the Director, resulting in a lack of long-range planning capacity and effective, inter-department coordinatior for designing and implementing solutions for community issues. Positions affected? X yes _ no If yes, list positions: Asssistant Director -12- BUDGET REDUCTION WOPJKSE EET DEPT: FUND: PUBLIC SERVICES 401 STREET ADMINISTRATION PROGRANUSERVICE REDUCTION: Typist Clerk III - Street Administration POTENTIAL COST SAVINGS: $27,400 IMPACTS ON SERVICES: This position was upgraded from an Account Clerk II to a Typist Clerk III when the Street Division Reorganization was approved on 4/17/95. The Department's Secretary has assumed some of these duties while this position has remained vacant. The Department Secretary now provides support to (3) managers, and reduced clerical support to the Director because of these additional duties. Positions affected? X yes _ no If yes, list positions: Typist Clerk III -13- BUDGET REDUCTION WORKSHEET DEPT: Public Works ND: General Fund PROGRAAUSERVICE REDUCTION: Eliminate two vacant positions in Traffic Engineering POTENTIAL COST SAVINGS: $111,500 E%IPACTS ON SERVICES: Deleting Associate Traffic Engineer will require re-assignment of other personnel, which will adversely impact response to traffic related complaints and development of solutions. It will eliminate a second professional level review in the section. Increases the time required to review and comment on traffic impact analysis. Generally, a TIA requires two weeks of concentrated effort. Loss of Associate will require the Traffic Engineer to review all aspects of TIA. Loss of a Maintenance Worker I impacts the section's ability to maintain the existing inventory of pavement markings and signs. Positions affected? x yes _ no If yes, list positions: Associate Traffic Engineer (vacant) Maintenance Worker I (vacant) -14- BUDGET REDUCTION WORKSHEET DEPT: Risk Management_ FUND: Worker's Comp PROGRAAVSERVICE REDUCTION: Eliminate occupational health nurse POTENTIAL COST SAVINGS: $97,300 (salary, benefits, and program supplies) IMPACTS ON SERVICES: - Eliminate audio testing for Fire Department. May need to contract for some audio testing. - Lack of on-site treatment for minor illnesses and injuries of employees. So?ne lost work time; more referrals to physician or clinic. - Eliminate in-house coordination of CPR and first aid training. - Eliminate in-house employee counseling on bloodborne pathogens. May need to contract for service. Positions affected? x yes _ no If yes, list positions: Occupational Health Nurse -15- BUDGET REDUCTION WORKSHEET DEPT: Telecommunications FUND:261 PROGRAM/SERVICE REDUCTION: Eliminate one (1) Mid-management position: Video Production Coordinator POTENTIAL COST SAVINGS: $46,900 IMPACTS ON SERVICES: Minimal. Production scheduling, staff assignments, and project follow-up responsibilities will be reorganized with few problems anticipated. The current CATV Manager will have to assume those duties. He has previously held this position at another broadcast station. Positions affected? R yes _ no If yes, list positions: Video production coordinator -16- 77 " Updated May 7, 1996 Revenue Enhancements Sell Pioneer Memorial Cemetery to a private operator 926,000 The cemetery is a historic part of the community, and has been owned by the city for over 100 years. However, the Cemetery Fund is projected to end FY 96-97 with a deficit of$92,800. While municipal cemeteries were common in the past, the community will be better served if the cemetery is sold to a private operator. The new owners will be able to make the investments necessary to upgrade and market the services of the cemetery. � .. 46 Increase parking citation penalties #1$The current penalty schedule was last revised on July 1, 1993. The City is currently charging less than neighboring cities on many code violations. The-- proposed bail schedule will be more in line with surrounding communities. Modify Municipal Code to allow for citations of vehicles not displaying current registration tags 6 7. The City currently writes citations for unregistered vehicles, pursuant to CVC Section 4000. This section of the code requires that vehicles be registered. As soon as the owner shows proof that the vehicle is registered, the citation must be dismissed. If this code change is made, citations would instead be issued for not displaying tabs (Section 5204). When an officer writes a citation, he is really saying that the license plate indicates that the registration is expired, due to expired tabs being displayed. If they correct the violation and replace the expired tabs, Section 40225 allows the City to charge $10.00 for administrative costs. (The state takes $5.00 of this for the Criminal Justice Construction Fund.) Increase Clerk's Office administrative fees for abatements 6,400 The City Clerk's Office charges administrative fees on building, vehicle, and weed abatements. This revenue would result from fee increases of $8 - $141, depending on the stage of the lien process that the abatement costs are paid. -17- J - Revenue Enhancements Impose new4ees for following lien process ite ,600 These new fees would be charged for issuing demand letters, release of lien documents, and duplicate release of lien documents. Change business registration fee for vending machines 32,4000- The current fee is$60 per year for 1 -25 machines, and$2.00 for each machine over 25. The fee would be $34 Pr�� per year for machine. „M Change business registration fee for pool halls 4,7Q The current fee is a flat rate of$100 per year. The proposed fee would be $60 per table per year. Increase weed abatement administrative fee to , reflect costs 20,000:'x`" Charge for Operator's Permits 9,000 The Police Department and the City Clerk's Office are both involved in issuing Operator's Permits. Charging a fee of$59 per permit would cover both departments' costs of processing these permits. Raise the towing administrative fee from $25 to $50 34,000 `' In an informal survey of other area cities, San Bernardino currently charges one of the lowest administrative fees ($25). The highest city charged $105 per vehicle, and the median fee is $50. A fee of$50 would more accurately reflect the costs incurred by the Police Department. Issue a citation for illegal burn calls rather 5,000-10,000 than a warning The Fire Department generally issues warnings rather than citations when illegal burns are reported. This estimate assumes 20 violations per year, with a fine amount of$250 per violation. -18- Revenue Enhancements Charge a fee for the third and fourth fire inspection loo,ppp (when a continued violation requires these additional inspections) Currently, the only fees for fire violations are paid when a case is heard in court and a judge sets the fines. In most cases, there is only a warning without fines. When fines are applied, they are usually light (less than $100). An average of only ten cases from the Fire Department go to court each year. Out of the 10,000 fire inspections done annually, approximately 5,000-require a third inspection and 2,500 require a fourth mns�ection 16t ,dear violad s' If the Fire Department were to charge a fee for-t�third mspW' wH of repeaM140;attons, F -" this revenue could result. TOTAL: 1,152,E Other Revenue Ideas Implement police-operated tow service for towing police impounds (potential net revenue - first year) 600,000 f' -19- COPY LITIGATION DIRECTORY NAME IN/OUT COURT/CASE NO. Anstine, R. v. City In Not Available Arellanes, Frank L. (City vs. ) In SBSC 264052 Armendariz, Tomas, etal v. City MB&A USDC 91-5757 Armendariz, Tomas, etal v. City MB&A SBSC 271093 Arriaga, Amanda, et al v. City MB&A SBSC SCV247466 Appeal E010264 Atchison, Topeka & Santa Fe v. Ed of Equalization County USDC C814365 Avila, Daniel, et al v. In SBMC SBCI 12522 Ballejos, John v. City In SBSC SCV 27859 Banks, Anthony v. City In USDC CV 95-3656 _0 . Barklage, Marianne v. City In USDC 94-7753 _1 . Beckett, James v. City A&W SBSC SCV 18510 _2 . Bell, John Lee v. City, et al LDB&B USDC 95-4231 _3 . Board of Water Commissioners v. Cardiff Mutual Water Co. In (Not Available) 4 . Boetjer, James v. Omnitrans In SBSC SCV 04858 5 . Bond, Leslie v. S .B. Comm.Dev.etal BB&K SBSC 276373 6 . Bravo, Eloisa v. City In SBSC SCV 29108 7 . Brazfield, Arthur Dean v. City, et al SBSC SCV15782 8 . Caldwell, Michael v. City In SBSC SCV26026 .9 . Cal Disposal Company (Peo. v. ) In SBSC SCV14163 'alifornia Pavement (See Lawhon) 0 . Cal Safari, Inc. , etc. v. City In USDC CV 94-955 1 . Castillo, Ann v. City In SBSC SCV18079 2 . Central City Company v. City, et al GVSN&T SBSC SCV29232 3 . Childress, Tammy etc. v. Ryne Vernon, City, et al In SBSC SCV23744 4 . City v. County BA&B SBSC SCV18697 5 . Coleman, Eric v. City, et al In USDC CV95-1190 6 . Cook, Esther v. Carousel Mall MB&A SBSC SCV 07595 7 . County of S .B. v. City, et al In RIV SC 224288 Appeal E012673 S .Ct . S050179 8 . County v. S .B. City Mun. Wtr. M.Carlos SBSC SCV 14571 9 . County of S .B . , et al (City v. ) In SBSC SCV24812 0 . Crain, Lawrence v. City WBD&S SBSC 229990/E011830 1 . DK Mechanical Contractors v. City In SBSC SCV27168 1 2 . Danco, George v. City In SBSC 1403 3 . Dowdell, Kenneth v. City In USDC CV95-4738 4 . Dowdell, Kenneth v. City In SBSC SCV 21219 5 . Duering, Dillon v. City In SBSC SCV 27970 6 . Dupee, Robert v. City In SBSC SCV 28025 7 . Early, Wm Roger v. City, et al In SBSC SCV 26115 S . Elvoid, Lawrence S . et al (Peo. v) GVSN&T SBSC SCV265131 9 . Estrada, Juan v. City of S.B . In SBSC SCV 16132 0 . Fairchild, Richard (Peo. v. ) In SBSC SCV225549 1 . Fakhoury, Kareem (Peo. v. ) In SBSC SCV 26595 2 . Fireman' s Fund Ins . Co. (City v. ) In SBSC SCV271849 3 . Flowers, Eljury et al v. City In USDC EDCV95-199 4 . Fontaine, Russell v. City, et al In SBSC SCV 21109 5 . Forsythe, Patrick v. City In SBSC SCV 04753 6 . GAEA Equitus Corp. v. City, EDA, etal In SBSC SCV 28589 7 . Gannett Outdoor Co. , Inc . (City v. ) In SBSC SCV 07036 3 . Garcia, Francella v. City In SBSC SCV 14834 9 . Graziano, Edward v. City In SBSC 266939 0 . Guardian Bank v. Penman, etal (USDC) MB&A USDC 92-4415 1 . Guardian Bank v. Penman, etal (SBSC) MB&A SBSC 272631 2 . Gutierrez, Loretta etc . v. City In SBSC SCV16983 3 . Hamilton, Mary v.S .B . City Mun Wtr M.Carlos SBSC SCV20533 : . Hardy, Annie v. City of S.B . , et al In SBSC SCV24437 5 . Hardy, Greg (Peo. v. ) In SBSC SCV24712 �5 . Henderson, Kenneth v. EDA, et al MO&H SBSC SCV16489 7 . Hill, Mark, et al v. City, et al In SBMC SBCI27000 3 . Hodgdon, Warner (People v. ) In SBSC SCV01030 9 . Howard, Sherry v. City of S .B. In SBMC SBCI15298 0 . Insurance Company of the State of Pennyslvania v. City, et al T&E USDC 94-0125 1 . JNH Nationwide Investments *(Peo. v. ) GVS&N SBSC 265129 2 . Kinard, Justin v. City In SBMC SBCI26729 3 . Kitchen, Tanisha etc. v. City, et al In SBSC SCV 24528 4 . Lawhon, Michael v. Calif . Pavement/ Calif . Pavement v. City, et al In SBSC SCV 25826 � . LeBrun, Jeffrey (Peo. v. ) GVSN&T SBSC 265130 6 . Manta Management Corp (Peo. v. ) In SBSC SCV 18157 7 . Martinez, Jose, et al v. City In SBSC SCV 27310 3 . Meech, Dean R. v. City MO&H SBSC SCV 18049 9 . Moore, David Paul v. City, et al In USDC 95-424 D . Moore, Randy v. City, et al In USDC 95-7532 1 . Moreno, Joe v. City, et al In SBSC SCV 16187 2 . Murcia, Pedro v. City In SBSC SCV 18115 _y 16, 1996 2 ,3 . Murphy, Jani v. City, et al In SBSC SCV 23716 -4 . Nash, Estate of In SBSC SPR 56637 -5 . Oden, Floyd v. Bd Admin of PERS In Not available -6 . Patel, Amrut N. v. Comm. Redev, (City) In USDC 91-14206 -7 . Patel, Suryakant (People v. ) In SBSC 26006 78 . Purnell, Norman v. City, et al In SBSC SCV 09097 ,9 . Ramirez, Rosa Maria v. City In SBSC SCV 13814 0 . Ramos, Ramona v. City In SBSC SCV 16451 ?1 . Revere Finance Corp v. City, et al In SBSC SCV 28961 =2 . Rosa, Maxine v. City In SBSC SCV 26933 13 . Roy, Debdas v. Sotelo/City In SBMC SBCI12861 :4 . Saman, Yousef v. City MB&A USDC 93-448 5 . San Bernardino Hotel/Motel vs . City of S .B . , et al In SBSC SCV264661 6 . Schlosser, Randy v. City, et al In SBSC SCV20993 :7 . Scott, Deborah v. City, et al In SBSC SCV22447 8 . Smith, Richard v. City In SBSC SCV 21835 9 . Solis, Jocelyn v. City In SBSC SCV21312 -0 . So . Pacific . Transp. v. Bd of Eq. County Not Available •1 . So. Pac . Pipe Line v. City County Not Available 9 -2 . Stubblefield Construction v.City#2 In SBSC 252058 ,3 . Sunwest Bank v. City, et al In SBSC 02084 .4 . Taylor, Russell E. v. City In SBSC SCV 11040 -5 . Turner, Lonnie v. City In SBSC CI276398 6 . Vasquez, Priscilla v. City In SBSC SCV 25761 7 . Walker, Brenda (City v. ) In SBSC SCV 06402 8 . Webster, Lawrence (Peo. v. ) In SBSC SCV 03727 -9 . Wood, Patrick J. et al (Peo.v. ) GVSN&T SBSC SCV265128 _00 . Wooten, Frank v. City In SBSC SCV 27737 _01 . Yagman, Stephen v. City, E�t al MB&A SBSC SCV 28312 _02 . Zito, Thomas v. City In SBSC SCV20627 Cases handled outside monitored by our office. . . . 25 Cases handled in house . . . . . . . . . . . . . . . 77 ay 16, 1996 3 (��Uopo LITIGATION DIRECTORY NAME IN/OUT COURT/CASE NO. _ . Anstine, R. v. City In Not Available 3 . Arellanes, Frank L. (City vs. ) In SBSC 264052 3 . Armendariz, Tomas, etal v. City MB&A USDC 91-5757 _ . Armendariz, Tomas, etal v. City MB&A SBSC 271093 � . Arriaga, Amanda, et al v. City MB&A SBSC SCV247466 Appeal E010264 � . Atchison, Topeka & Santa Fe v. Bd of Equalization County USDC C814365 7 . Avila, Daniel, et al v. In SBMC SBCI 12522 3 . Ballejos, John v. City In SBSC SCV 27859' ? . Banks, Anthony v. City In USDC CV 95-3656 �0 . Barklage, Marianne v. City In USDC 94-7753 ;1 . Beckett, James v. City A&W SBSC SCV 18510 _2 . Bell, John Lee v. City, et al In USDC 95-4231 -3 . Board of water Commissioners v. Cardiff Mutual Water Co. In (Not Available) :4 . Boetjer, James v. Omnitrans In SBSC SCV 04858 -5 . Bond, Leslie v. S.B. Comm.Dev. etal BB&K SBSC 276373 , -6 . Bravo, Eloisa v. City In SBSC SCV 29108 -7 . Brazfield, Arthur Dean v. City, et al SBSC SCV15782 _8 . Caldwell, Michael v. City In SBSC SCV26026 _9 . Cal Disposal Company (Peo. v. ) In SBSC SCV14163 alifornia Pavement (See Lawhon) 30 . Cal Safari, Inc . , etc . v. City In USDC CV 94-955 ?1 . Castillo, Ann v. City In SBSC SCV18079 22 . Central City Company v. City, et al GVSN&T SBSC SCV29232 23 . Childress, Tammy etc . v. Ryne Vernon, City, et al In SBSC SCV23744 24 . Cimarron Ranch etc . v. City In SBSC SCV 17045 35 . Citizens for Preservation of SBSC 02292 Badgers Canyon v. City In Appeal E013097 26 . City v. County BA&B SBSC SCV18697 37 . Coleman, Eric v. City, et al In USDC CV95-1190 28 . Cook, Esther v. Carousel Mall MB&A SBSC SCV 07595 39 . County v. City of Colton, et al In RIV SC 224288 Appeal B012673 30 . County v. S .B. City Mun. Wtr. M.Carlos SBSC SCV 14571 31 . County of S .B . , et al (City v. ) In SBSC SCV24812 32 . Crain, Lawrence v. City WBD&S SBSC 229990 33 . DK Mechanical Contractors v. City In SBSCSCV27168 34 . Danco, George v. City In SBSC 1403 35 . Dowdell, Kenneth v. City In USDC CV95-4738 36 . Dowdell, Kenneth v. City In SBSC SCV 21219 37 . Duering, Dillon v. City In SBSC SCV 27970 38 . Dupee, Robert v. City In SBSC SCV 28025 39 . Early, Wm Roger v. City, et al In SBSC SCV 26115 :0 . Elvoid, Lawrence S . et al (Peo. v) GVSN&T SBSC SCV265131 4�/ ��/' hyvll 41 . Estrada, Juan v. City of S .B. In SBSC SCV 16132 42 . Fairchild, Richard (Peo. v. ) In SBSC SCV225549 43 . Fakhoury, Kareem (Peo. v. ) In SBSC SCV 26595 44 . Fireman' s Fund Ins . Co . (City v. ) In SBSC SCV271849 45 . Flowers, Eljury et al v. City In USDC EDCV95-199 46 . Fontaine, Russell v. City, et al In SBSC SCV 21109 47 . Forsythe, Patrick v. City In SBSC SCV 04753 48 . GAEA Equitus Corp. v. City, EDA, etal In SBSC SCV 28589 49 . Gannett Outdoor Co . , Inc . (City v. ) In SBSC SCV 07036 50 . Garcia, Francella v. City In SBSC SCV 14834 51 . Graziano, Edward v. City In SBSC 266939 52 . Guardian Bank v. Penman, etal (USDC) MB&A USDC 92-4415 D3 . Guardian Bank v. Penman, etal (SBSC) MB&A SBSC 272631 D4 . Gutierrez, Loretta etc . v. City In SBSC SCV16983 o5 . Hamilton, Mary v. S .B. City Mun Wtr M.Carlos SBSC SCV20533 D6 . Hardy, Annie v. City of S .B. , et al In SBSC SCV24437 D7 . Hardy, Greg (Peo. v. ) In SBSC SCV24712 58 . Henderson, Kenneth v. EDA, et al MO&H SBSC SCV16489 59 . Hernandez, Ralph v. R. Arias, et al In SBSC SCV 25768 30 . Hill, Mark, et al v. City, et al In SBMC SBCI27000 D1 . Hodgdon, Warner (People v. ) In SBSC SCV01030 52 . Howard, Sherry v. City of S .B. In SBMC SBCII5298 53 . Insurance Company of the State of Pennyslvania v. City, et al T&E USDC 94-0125 -4 . JNH Nationwide Investments (Peo. v. ) GVS&N SBSC 265129 , :)5 . Kinard, Justin v. City In SBMC SBCI26729 36 . Kitchen, Tanisha etc . v. City, et al In SBSC SCV 24528 D7 . Lawhon, Michael v. Calif . Pavement/ Calif . Pavement v. City, et al In SBSC SCV 25826 S8 . LeBrun, Jeffrey (Peo. v. ) GVSN&T SBSC 265130 -�9 . Manta Management Corp v. City In USDC ED 94-251 70 . Manta Management Corp (Peo. v. ) In SBSC SCV 18157 -1 . Martinez, Jose, et al v. City In SBSC SCV 27310 72 . Meech, Dean R. v. City MO&H SBSC SCV 18049 3 . Monoco v. City In SBMC 11553 74 . Moore, David Paul v. City, . et al In USDC 95-424 75 . Moore, Randy v. City, et al In USDC 95-7532 76 . Moreno, Joe v. City, et al In SBSC SCV 16187 77 . Murcia, Pedro v. City In SBSC SCV 18115 78 . Murphy, Jani v. City, et al In SBSC SCV 23716 79 . Nash, Estate of In SBSC SPR 56637 30 . Oden, Floyd v. Bd Admin of PERS In Not available 31 . Patel, Amrut N. v. Comm. Redev, (City) In USDC 91-14206 32 . Patel, Suryakant (People v. ) In SBSC 26006 33 . Peer, Mary C. v. City In SBSC SCV270179 34 . Pope-Ludlam, Valerie v. City, et al In SBSC SCV 25769 35 . Purnell, Norman v. City, et al In SBSC SCV 09097 36 . Ramirez, Rosa Maria v. City In SBSC SCV 13814 37 . Ramos, Ramona v. City In SBSC SCV 16451 38 . Revere Finance Corp v. City, et al In SBSC SCV 28961 39 . Right to Know et al v. City S&G SBSC SCV 18649 ':ay 15, 1996 2 90 . Rosa, Maxine v. City In SBSC SCV 26933 91 . Roy, Debdas v. Sotelo/City In SBMC SBCI12861 92 . Saman, Yousef v. City MB&A USDC 93-448 93 . San Bernardino County et al v. City In RIV SC 224288 94 . San Bernardino Hotel/Motel vs . City of S .B. , et al In SBSC SCV264661 95 . Schlosser, Randy v. City, et al In SBSC SCV20993 96 . Scott, Deborah v. City, et al In SBSC SCV22447 97 . Scott, Juanita, et al v. Common SBSC SCV 13711 Council of City of S .B. G&R Appeal E015306 (Conflict) 98 . Smith, Richard v. City In SBSC SCV 21835 99 . Solis, Jocelyn v. City In SBSC SCV21312 100 . So. Pacific . Transp. v. Bd of Eq. County Not Available 101 . So. Pac . Pipe Line v. City County Not Available 102 . Stubblefield Construction v. City#2 In SBSC 252058 103 . Sunwest Bank v. City, et al In SBSC 02084 104 . Taylor, Russell E. v. City In SBSC SCV 11040 105 . Turner, Lonnie v. City In SBSC CI276398 106 . Vasquez, Priscilla v. City In SBSC SCV 25761 107 . Viera, Sandra v. City In SBSC SCV 14179 108 . Walker, Brenda (City v. ) In SBSC SCV 06402 109 . Webster, Lawrence (Peo. v. ) In SBSC SCV 03727 110 . Wood, Patrick J. et al (Peo.v. ) GVSN&T SBSC SCV265128 111 . Wooten, Frank v. City In SBSC SCV 27737 , 112 . Yagman, Stephen v. City, et al MB&A SBSC SCV 28312 113 . Zito, Thomas v. City In SBSC SCV20627 Cases handled outside monitored by our office. . . . 27 Cases handled in house. . . . . . . . . . . . . . . 86 May 15, 1996 3 COSTING FOR ALTERNATIVES OCCUPATIONAL HEALTH PROGRAMS I. OSHA-MANDATED PROGRAMS - TITLE 8 A. Bloodborne Pathogens This year, approximately 110 employees reported Bloodbome Pathogen incidents to Risk Management. rions * Combined class, Bloodborne Pathogens/First Aid/CPR —60 employees (4 classes) _ $1,080 * Single class, Bloodborne Pathogens (assume Fire Dept. will conduct and coordinate First Aid/CPR) —60 employees (2 classes) _ $456 --Twice/year (120 employees) _ $912 B. Hearing Conservation The following options are based on employees visiting a clinic. Options could also be explored for on-site van testing, which will be at a higher cost. To date, 135 Fire Safety employees have been tested this year. It is anticipated that Police Safety, Garage and Tree Trimmers would be tested in September 1996 (260+ employees). ti n * 135 Fire Safety Employees Q $8/test = $1,080 * 260 Employees (as above) Q $8/test = $2,080 ...<;•rw.:;::+iiw:'::<<"<..A;vat:�� °.•tY�%9,?"' t"-�,.{ j ;''A II. PATIENTS TREATED A. Industrial Injuries Approximately 1$Q employees were seen by Risk Management for industrial injuries and illnesses over the past two (2) years, or 2Q employees/year. �j / Costing for Alternatives May 13, 1996 Page 2 ti n * Use industrial medical clinic, 100 employees/year Q $53 (average of "limited" and "intermediate" care) = $5,300/year vi!1•v��.yyjv�h'yP��hnnM"'• `�OCMyO'%CRC4�:tt F OOQO]0.!R i:{L:itw:\+nW.iwt .ub' ..nvn ia:•7'"LO.. �\v.�w06.0:? •J?��•: ]v:•i B. Non-Industrial biuries Approximately 2,000 employees were seen by Risk Management are seen by Risk Management for colds, flu and other non-industrial illnesses and injuries. Options * Use First Aid Kits in departments for routine medications, such as aspirin. * Refer to private physician for more serious non-industrial illnesses and injuries. * Cost could include lost work time, if employees visit a physician. M. CITY-MANDATED PROGRAMS A. Fitness-for-Duffy The City has an average of 4 Fitness-for-Duty physicals per year. ti n * Reassign within Risk Management * -0- additional cost B. Disaster Preparedness Triage Training Three (3) Creative First Aid classes were scheduled last year. ti n * Reassign Disaster Preparedness Triage Training to Fire Department. M Costing for Alternatives May 13, 1996 Page 3 IV. NURSE-WITIATED PROGRAMS A. Wellness Programs The City had no formal wellness programs this past year. Risk Management did present brief talks prior to CPR and First Aid classes. ti n * Take advantage of programs offered by City's health providers. * Offer health risk appraisal at City's Health Benefits Fair conducted prior to Open Enrollment. B. Blood Drive Risk management staff chairs annual blood drive, conducts meetings and writes reports- tion * Reassign to another staff person within or outside Risk Management. * Contact another organization, such as Red Cross. Total ("highlighted" items) _ 9✓N:l�iGGv.YTYf i � o ° C�p� SAN BERNARDINO PUBLIC EMPLOYEES ASSOCIATION May 15, 1996 Honorable Mayor and Common Council City of San Bernardino 300 N. "D" St. San Bernardino, CA 92418 Dear Mayor and Council Members: Attached is the proposal that the San Bernardino Public Employees Association has prepared as an alternative to that presented to you by the City staff. We ask that you please seriously and objectively consider this proposal to balance the City's budget without layoffs and without service reductions. As you have stated, this is the time for tough choices and tough decisions. Although you may not find our proposal easy to accept, it definitely helps to resolve budgetary problems on a long term basis while maintaining service levels to the community. We appreciate your time and thank you in advance for your consideration. Sincerely, hael A. Lynd P. Labor Relations Representative Labor Relations Representative MAUbjr Q0001AMOC �J -71;9 433 North Sierra Way•P.O.Box 432•Son Bernardino,CA 92402-0432•(909)889-8377•FAX(909)888-7429 Proposed Reorganization and Downsizing Eliminate Assistant City Adminstrator $8,811 per month Create Director of Adrninistration Services $7,363 per month Reclassify and make subordinate to Director of Admmunstrative Services the following. Director of Finance $8,095 per month to Finance Manager $6,660 per month Director of Risk Management no salary change to Risk Manager Director of Management Information Systems $6,832 per month to Information Systems Manager $5,541 per month Director of Personnel $7,363 per month to Personnel Manager $6,340 per month Cable Television Manager no cage in salary Director of Administrative Services I I I I I I I Finance Risk. Information Personnel TV Manager Manager Systems Manager Manager Manager Eliminate Assistant to City Administrator _$68508 Change Purchasing Manager $4,941 to Buyer $3,627 Total Salary Savings $146,640 Plus Benefits 51.177 N Public Works/Pubhc Services Reorganize these two departments as follows: Reclassify Director of Public Works/City Engineer $8,367 per month to Director of Public Works $7,363 per month Create position of City Engineer separate from Director of Public Works $7111 per month Eliminate Assistant City Engineer Eliminate Director of Public Services Shy Savings $44,178 Eliminate Assistant Director of Public Services Salary Savings 538,040 Move Refuse,Streets and Facilities Management into Public Works and create organizational structure subordinate to Director of Public Works as follows: Director of Public Works I City Solid Waste Street Fleet Facilities Engineer Managff Superintendent Manager Manager Eliminate Project Coordinator from Facilities Management Salary Savings $50,000 Move Parking Control to Police Department Fund 20%of Directors Salary from Refuse Fund $17,671 Tom salary savings $161,977 Plus benefits 56,529 Eliminate Director of Animal Control and move Animal Control to Police Departrnent Salary savings $64,212 Plus benefits 22,409 Eliminate Assistant Director of Planning and Building Services e Salary savings $82,812 Plus benefits 28,901 Elminate Assistant Police Chief Salary savings $96,936 Plus benefits 33,830 Elimmate overture or Administrative Leave for.both Chiefs $13,000 or$77,300 Close Ceramics Studio $ 4,200 Reduce concrete repair replacement grogram $33,800 Eliminate Typist Cleric III position-Streets 627,400 Reduce Traffic Fmgineering Services $111,500 Total budgetary savings $999,623 Revenue Generators Increase transient occupancy tax 1.75° $247,520 Charge sports leagues for bdfrJd lighting energy costs 1000/0 $120,000 (50°/6 $60,000) Sell Pioneer Memorial Cemetery to a private operator $926,000 Increase various revenues $23200 Total budgetary enhancements $2,525,443 Why keep Stores? 1. Convenience. 2. One stop shopping-allowing for greater productive time rather than a large loss from choosing parts and supplies at numerous vendors. And how do we know the numbers of personnel involved and cost incurred. 3. Centrally located for easier accessibility to both,departments/divisions and vendors. 4. Standardization of supplies and materials. Why have 25 departments/divisions purchasing 20 different types of widgets,when 2 types would do the job for 25 departments/divisions? Several departments are using the same items of material,but buy from different sources,at different prices. 5. Shrinkage control-with a controlled inventory at Stores and departments purchasing through Stores on an as needed basis,the shrinkage should be under control. If departments are allowed at will and stock pile you will see shrinkage go up-and do they have storage for quantity buys for best buy? 6. Purchase from the County-yes we can at 141/o surcharge?Why not allow Stores that opportunity? Stores purchased and sold back to departments/division in excess of$845,000.00 in 1995. Add 140le $118,325.00. 7. Surplus property and disposition of Stores has an on-going recycle back to other departments/division. 137 items of furniture and equipment during the past year were recycled back ranging from ping-pong tables to typewriters,slide projectors,desks,etc.,thousands of dollars in savings. 8. Central receiving-Stores is a central receiving point for those departments/division that have all personnel assigned duties in the field-such as Park and Recreation,paint Striping,Traffic Signal,Street Trees,Sewer,Concrete,etc. It is unproductive time to have personnel standing by for deliveries that may or may not be on time. And again it is an added cost to vendors to attempt delivery where there is no one to receive? The cost will be passed on the City. 9. Fixed Assets-for control and accountability,all fixed assets should be received at central receiving on their way in and be tagged or numbered for control Same goes for fixed asset surplus. Control is very loose. 10. Short foam purchase order-makes everyone a buyer-with little control over buys. Reference report to John Murphy,December 7, 1995. Not much has change. 11. Multi Tool Rooms. Why? Should consolidate and centrally locate for all users. 12. Janitorial supplies-should never have been removed from stores. Facilities is not manned or equipped to handle-several departments/divisions buy direct rather than go through the hassle. 13. Building supplies-concrete(sack cement)hnmber,hardware material,safety supplies,each department going to have their own warehouse-storage is an expense. 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H r CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION From: Fred Wilson Subject: Set Budget Workshop -- May 13 , Assistant City Administrator 1996 -- 1 :00 p.m. - 5:00 p.m. L Date: April 22 , 1996 coo py Synopsis of Previous Council action: Recommended motion: That a Budget Workshop be set for 1 : 00 p.m. - 5:00 p.m. on May 13 , 1996 in the EDA Boardroom for the purpose of Council review of proposed budget reductions for FY 1996/97 . Signature Contact person: Fred Wilson Phone: 5122 Supporting data attached: Ward: FUNDING REQUIREMENTS: Amount: Source: (Acct. No.) (Acct. 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