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Home My WebLink About04- Budget Workshop CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM ZO Q JJF-� ?9 P?i 3: 57 San raar loo TO: Mayor and Members of the Common Council FROM: Barbara Pachon, Director of Finance cam,l SUBJECT: 15%Budget Reduction Plan—Replacement Pages DATE: June 29, 2010 Cc: City Manager, City Clerk, City Attorney, Department Directors Since the printing of the 15%Budget Reduction Plan, some minor changes were made to the following pages. City Manager's Office FY 2010-11 Proposed General Fund Reductions Civil Services Department FY 2010-11 Proposed General Fund Reductions Library Department FY 2010-11 Proposed General Fund Reductions Parks,Recreation and Community Services FY 2010-11 Proposed General Fund Reductions Included with this memo are replacement pages. Please make the appropriate substitutions. Also as a point of clarification, each department section includes a department organization chart as well as the department budget summary page from the original FY 2010-11 Proposed Budget. These pages are provided as reference only. 1 OFFICE OF THE CITY MANAGER CHARLES E. MCNEELY 300 North "D" Street • San Bernardino- CA 92418-0001 909.384.5122 • Fax: 909.384.5138 • San Be www.sbcity.org char ono w June 30, 2010 Honorable Mayor and Members of the Common Council: The Department Directors and I have worked collaboratively together to prepare the vision budget that has been previously presented to you for your consideration. However, balancing the budget was based on assumptions of the City's ability to increase revenue resources through a series of revenue generating measures, some of which is predicated on voter support. As has been described in the budget review process, we have been preparing an alternative plan for City Council to consider, if in fact, revenue resources cannot be increased as projected and further degradation of our financial resources continue. For continuity purposes, I am restating information regarding the City's economic situation and a description of the budget measures provided within the last budget message. Economic Background and Impact on the City We are experiencing an economic downtown of unprecedented proportion that is widespread and devastating in its magnitude. It began with the housing industry and banking crisis and has now expanded to virtually all facets of the economy, not just in San Bernardino, but throughout the State of California and nationwide. The economy continues to suffer from decreasing property values, a reduced credit capacity, ongoing instability within our financial institutions and reduced consumer confidence. The continued rise in unemployment directly impacts business production and sales. These factors significantly impact our ability to maintain a healthy revenue base to support essential services for our community. We are living through historic economic times that cause both tremendous challenges and unique opportunities. Our short and long term priority continues to be fiscal stability with the challenge of continuing to provide quality service and operation levels while living within our means; restoring and maintaining a healthy reserve to weather the uncertain future; and sustaining programs that will support economic vitality by which we can support strong and safe neighborhoods within our community. Budget Measures Over the last year, the City has implemented numerous actions designed to constrain General Fund spending, including imposing a freeze on most hiring, asking vendors to take a voluntary 5%reduction in i contract costs, placing restrictions on non-mandated travel and training, and reducing supply and material purchases to the extent practical. Additionally, significant reductions in budget allocations for facilities and public infrastructure maintenance were imposed, new revenue sources were identified and personnel costs were reduced through employee granted wage concessions. To further address a major shortfall in revenue resources, the City implemented one-time revenue mechanisms to help close the gap. These actions were undertaken to address a net General Fund shortfall of more than $59 million the City identified in mid 2008. These budget reduction actions have had significant impacts on the City's ability to deliver services to its residential and business communities, as well as on the employees who continue to provide these services. Despite the City's best efforts, a deficit of over $24 million is projected for next fiscal year with an estimated five year cumulative deficit of$188 million. In large part this deficit is due to an anticipated continued decline in sales tax, utility user tax and property tax revenues, as well as increases in costs related to personnel compensation, retirement and other benefits. The proposed "status quo" budget is balanced and it remains relatively flat from last year's expenditures. To accomplish this, the budget includes revenue strategies to increase our resources in several areas: Increase of Real Property Transfer Tax Rate, Increase of Refuse/Water/Sewer surcharge, changes in certain fines and permit fees, adoption of a more focused effort on debt collections and future sale of the Convention Center to the Economic Development Agency (EDA). An additional budget balancing strategy is the extension of the date of the City's repayment of an existing $1.3 Million EDA loan. The City's ability to meet these financial assumptions is predicated on future actions including voter approval of the property transfer tax, ability to create a City-wide assessment district and the completion of a study providing appropriate justification for assessing utility franchise fees. If these revenue generating measures are not realized, the City will continue to experience deficit spending and the projected revenue shortfalls will continue to grow exponentially. In order to prepare for an uncertain future, 1 have requested that the departments review their operations and prepare for Council consideration a contingency budget that will reflect 15% across the board reductions with recommendations on how to reduce the City's expenditures to match depleting revenue resources. As a full service provider which includes retaining our own police and fire services including labor intensive operations such as integrated waste management, the primary cost driver in the general fund is employee costs. Therefore,potential reduction solutions to the City's current budget crisis will require a critical look at changes within the workforce and the significant impact such changes will have on City services recognizing that the City has in fact already made serious cuts in this area 15% BudeetReductiou Plan It is with extreme mixed emotions that I submit for consideration the following 15% budget reduction plan. The budget scenarios provided by each department have been developed to address the growing revenue deficit. Although the management team fully supports the vision budget, we recognize that we need to prepare and have in place a plan if the proposed revenue generating measures are not realized. We remain concerned that further reductions within the organization will have severe consequences in our ability to provide even the basic level of services to the community. But as professionals, we must do our job to develop alternative plans that provide the Council with options if the new revenue measures are not realized. ii This is a difficult challenge to address and is not a road that we desire to take. Nonetheless, the departments and I are prepared to engage in dialogue on what a 15% or less reduction of expenditures means for the organization and its impacts within the community. As your staff, we are prepared to assist the Mayor and Council in pursuing the hard decisions necessary to stabilize the City's financial situation. Of great concern to me as your City Manager, however, is that we do not, in either of these options, focus on only one year, as we have done in the past; but rather, take a longer perspective on what is needed financially to bring stability in our services to the community and to our employees. What will be required of all of us in charting a different future for our community is the necessary courage to make the tough decisions that will best serve our community over the long run, and not just for the next fiscal year. Respectfully submitted, Charles E. McNeely City Manager iii 0 CITY OF SAN BERNARDINO FISCAL YEAR 2010-11 ESTIMATED EXPENDITURES 15% REDUCTION TARGET AND DEPARTMENT PROPOSALS Reduction Department URES %Decrease Target Proposal Mayor $ 844,600 0.15 126,690 126,690 Common Council 568,600 0.15 85,290 0 City Clerk 2,004,800 0.15 300,720 301,600 City Treasurer 202,400 0.15 30,360 40,500 City Attorney 3,776,700 0.15 566,505 0 City Manager 1,173,300 0.15 175,995 176,900 Civil Service 303,100 0.15 45,465 45,500 Human Resource 4,985,900 0.15 747,885 747,900 Library 2,259,100 0.15 338,865 338,865 Finance 1,668,200 0.15 250,230 250,000 Information Technology 3,566,800 0.15 535,020 535,000 Community Development 7,607,100 0.15 1,141,065 1,142,900 Fire 32,621,400 0.15 4,893,210 5,088,000 Police 63,880,300 0.15 9,582,045 9,688,500 Parks, Recreation, & Comm Servic 5,379,800 0.15 806,970 807,000 Public Works 8,784,600 0.15 1,317,690 1,417,000 Total 139,626,700 0.15 20,944,005 20,706,355 "Savings will be impacted by cost of employee buyouts, estimated at$2M e CITY MANAGER DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN City Manager's Office FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $1,293,400 General Fund Budget Total: $1,173,300 impact Statement: Reductions will require 15% Reduction Target: $175,995 restructuring of duties within the City Manager's Office. Department Recommendations Total: $176,900 Full Time Department Employee Total: 9 Proposed Full Time Employee Reduction: -2 New Proposed Full Time Employee Total: 7 Item Program Ongoing Budget Reduction Plan Impact Position Savings Change Eliminate Grants Coordinator Impact on coordinated efforts to secure grants and 1 Grants -$91,900 position develop legislative programs. _1 2 Admin -$85,000 Eliminate one analyst position Limit ability to develop and implement new initiatives, 1 perform analysis, etc. Total -$176,900 City Manager CITY MANAGER General Special Revenues Fund Administration Communications & Air Quality Comm. Relations Fideshare FIntergo s Coordination/ Organizational v. Re lations Effectiveness Neighborhood �Aets nts/ Services ure Full Time Em to ees Administration 3.65 Communications and Community Relations 1.40 Grants Coordination/Intergovernmental 1.45 Organizational Effectiveness 1.30 Neighborhood Services 0.10 Special Events/Art and Culture 0.10 Air Quality/Rideshare 1.00 City Manager Total 9.00 City 1Vmager Bu*et Sumary `20 7/08 ^2008/09 AXW I0 201911 Tern Actual Actual arlget Proposed Change AL tu 200 1lo-2171911 Adn nistiation 421,802 554993 653,818 651,600 20/0 Gxmunications and Cbnrnunity Relations 94,507 110,524 133,253 130,800 20/0 Ciants lion 115,172 134,691 10-389 159,400 20/0 CIganiz banal Efbctiveness 117,M 136-972 165,139 162,100 2% I-bighbodiood Services 25,072 29,321 35,351 34,-M 2% Special l3,-aWArts and C Wt re 25,072 29,321 35,351 34 70 2% CknevA>E+ndTotal 847,747 991,422 1,195-300 1,173,300 2% Air Quality/R deshare 100,967 10 ,507 216,100 120,100 44% SpemalI;L- a RndTafal 100,967 104507 21C1100 120,100 44% Depwfil7ert Total 94K714 1,095,929 1,411,400 1,293,400 -80/0 S Hq"xitimes by0assification Personnel Services 881,631 1,029,676 1,221,WO 1,194,80D 2% Maintenance&Cpeaations 40;341 29,007 563000 50000 00/o dual Services 4,200 13s 148 10,500 10500 Op/o Intemal Services B 21,942 24;098 23,200 32,100 38% CfipitalOA]ay - - 104000 - Dobt Service Cledits/Hllables - - - - Op/o Total 948,714 1,095-S29 1,411,400 1;293,40D -8% C Fhndng Sotwces Chiral Fund 847,747 991,422 1,115,300 1,06q 300 -3% EE A/CD13G 13.000 SEETA Refuse 54000 50,000 OP/o Air Quality/IbdeSl7ate �� 34000 OP/o 100967 101,50`/ 216;100 M 100 -44% Total 9-4$714 1,095,929 1,411,400 1,293,400 -8% AFor conpanson purposes pnor fiscal year actual eVe relit re are allocated to the crm mt program BWorl<p-rs Cbnpensation and Liability charges have been added to each Depa trme s Internal Service Charges. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM siD;-BeIIO TO: Charles E. McNeely, City Manager FROM: Debra Kurita, Assistant City Manager SUBJECT: City Manager's Office 15%Reduction Budget Summary DATE: June 28, 2010 Per your request, each City Department was asked to prepare 15% budget reduction plan. This reduction to the City Manager's Office represents expenditure elimination of$175,995 from the FY 2010/11 Preliminary Budget. The recommendations outlined in this memo total $177,217. The significant impacts will affect the day-to-day operations of the Administration, Grants Coordination/Intergovernmental Relations, and Air Quality Rideshare programs. Savings is attributed to the elimination of two positions, the Senior Management Analyst/Grants Coordinator and a Management Analyst II. The estimated personnel savings are in addition to the 10%MOU concessions currently being negotiated with the City's bargaining groups. 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. The reduction of these two positions will limit the ability of the of the City Manager's Office to develop, implement, and lead new initiatives (e.g. SB TAAG, Building a Better Community, etc.) and will result is slower turn around times for information requested by the Mayor and Common Council. The reduction of the two positions will negatively impact the City Manager's Office ability to plan, organize and conduct administrative and management analyses relating to assigned issues and programs; identify problems, determine analytical techniques and statistical and information which ultimately affects all departments in the City. The City relies heavily on its Management Analysts to gather processes and obtain necessary information, data and documentation for analysis; analyze alternatives and makes recommendations; prepare reports of study conclusions and present materials for management discussion. t 1 Grants Coordination /Intergovernmental Relations Program Ar 11 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. Air Ouality/Rideshare Program I The City Manager's Office is responsible for monitoring of the AB 2766 Air Quality Management District(AQMD) funds and administering the Rideshare program. These duties are currently shared among three employees and with the elimination of the Management Analyst II position, a portion of the Air Quality/Rideshare responsibilities will be absorbed by the current staffing. Impacts will be felt in the City's proactive marketing of the rideshare program due to the absence of participating in regional rideshare events, and the lack of new incentives offered to City employees who participate in the program. C 2 look CITY ATTORNEY DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN A City Attorney's Office FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $3,776,700 General Fund Budget Total: $3,776,700 15% Reduction Target: $566,505 Department Recommendations Total: not avail Full Time Department Employee Total: 22 Proposed Full Time Employee Reduction: n/a New Proposed Full Time Employee Total: 22 Item Program Ongoing Budget Reduction Plan Impact Position Savings Change Information not available at rintin time Total $0.00 City Attorney CITY ATTORNEY Municipal Litigation Prosecution EDA Legal Services Services Full-Time Employees Municipal Legal Services 7.92 Litigation 5.59 Prosecution 7.29 Economic Development Agency Services 1.2 Total 22 Cityy t SIlnzy A2ari/09 '20og/09 Flo Mall Peroff,c Actual Amt B*d Roposed Change A BW dtrres byPrag-jn 200910-2DIO(l I MrkipelLealRrxes 1,067,675 1,125,231 1,03,324 1,1) 80D 80/0 1,574;115 1,62&467 1,581,291 1,793,100 80/0 Rosealm 711,222 735,779 714,916 769,5OO 8% EcoricxYic IxvelTnu t Agatcy Services 117,659 121,722 118,279 127,300 8% Tod 3,494671 3,611,199 3,5(1870 3,774-M No 8l tuns byClassificafiw Personrcl Servios 2,515,573 2,560122 Z5-6,-M 2,651,400 3% Min terwice&Coxatior-s 3L3,897 455,692 412 00 4(12, 0 2% CMft tual Savices 63$604 565,338 501,030 677,800 39'/0 it temal Savioe 22472 15,400 17,100 41,6(0 WO/o Captial(lly 125 K647 zn 3,200 19% Ikbt Service Clecks/1371ables Total 3,494671 3,611,199 3,506,800 37-4-1O 8% C Ong Sautes Cataal Rrid 2,9. 801 3,317,299 3,9W 3,4K90O -12% EI)V C[W 350,000 112,100 355,500 104000 -72% Nvaterf4atfut 181,800 181,800 181,80D 181,800 (P/o Tad 3,494601 3,611,199 4,508)0 3,776 X00 NO ARrompamort purposes prior fiscal year actual opaik re are allocated to the cunt program BWoti m Corrparatiori and Liability doges have beat added to each mart's Inien- l Service Onges. CITY CLERK DEPARTMENT FY 2010-11 PROPOSED 15% 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 15% Reduction Target: $300,720 Impact Statement: Reductions would primarily Impact Department Recommendations Total: $301,600 maintenance, operations and part time assistance. Full Time Department Employee Total: 16 Proposed Full Time Employee Reduction: -0 New Proposed Full Time Employee Total: 16 Includes Reduction in Part Time Ongoing Position ngo Impact Item Program ngo Savings Budget Reduction Plan pact Chan e Impacts ability to provide services to public, Mayor 1 Admin -$19,600 Reduce Operating Costs and Council and departments. Reflects notification of reduction in costs from 2 Elections -$282,000 Reduce estimated election costs Registrar of Voters. Total -$301,600 City Clerk CITY CLERK Administration Elections Passport Records Business Regis. Acceptance Management TLTCollections Fiil-Tine HiVoyees Adninstnim' 3.fi5 Becwns 0.15 paste Accoance L05 Few ds Mora MErt L15 Aisi rs,sRegistration/TLTCollections I 1Q00 Tad 1 16 Qty Cleric B�rget S�mYtuy �oor7io� AMOW139 `20W IO 2D1a 11 Percent Actual Actual D Tiger Reposed Change A by PMgrairs 2009'10-2010'11 Adninistiation 548,746 419,549 514,3W 52 ,O00 1% Elections is 552,018 42ZO50 517,464 523,100 1°/O Passport Affiance X598 53,977 66,179 66,900 1% iris Mmag unt 99,513 76,064 93284 94300 10/0 13asiness P4eostration/TLTCbIlections 844;753 645,864 X1,875 80(4 500 10/0 -jam 2,115,628 1,617,523 1,98:3,200 ZCK80D 1% S Ekpenrih>nes byaassiSdim Personnel Services 1330435 1,297,4aD 1,219,OOD 1,230,100 1°/O Nbi tenanoe&Cperations 95,10,3 94,987 ICB 300 100,900 2% Cbrrtractual Services 583,193 1Q2r387 562,000 565,600 10/0 Irrteanal Services 105,009 122,597 94-300 104,800 110/0 CbpiU Cutlay 1,888 132 4600 3,400 2T/o Debt Service C3edits/Mables Tdal 2,115,675 1,617,513 I-983,2DO 2,004,800 10/0 C Fining Sortzes Cem al Fund 2,115,(28 1,617 523 1-%3,200 2,004,80D 1°/O Internal Service Fund Tobd 2,115,628 1,617,523 1,9K3,20D 2,004,800 10/0 `for conpanson 1xIIlosa prior fiscal year actual eDpomfiture,are allocated to the current program BWod"s C3x Mcrisad and Liability dicer& s have been added to each DTwbiu t s Internal Service Gvwges. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM Sin Berne IIO TO: Charles E. McNeely, City Manager FROM: Rachel G. Clark, CMC, City Clerk SUBJECT: City Clerk's Office 15% Reduction Budget Summary DATE: June 28, 2010 Per your request, my office has prepared a 15% Budget Reduction Plan which, if implemented, will result in the following described impacts to our operations. This reduction plan totals $301,600 and will impact primarily maintenance, operations, and staffing in three of the department's programs, i.e., Administration, Business Registration/TLT, and Elections. The plan will impact the Clerk's Office's ability to provide timely and quality service to the public, business community, City Departments, and the Mayor and Common Council. As such, I do not endorse or recommend its adoption. Administration Program This budget reduction plan impacts personnel in this office by reducing the part time funding of a Deputy City Clerk. This part-time position has been providing support to the department for the past two years while the Assistant City Clerk position has been kept vacant in order to realize salary savings. Further, the reduction plan will deplete any funding for basic support of the administration program; the plan will eliminate or severely reduce funding for necessary training, subscriptions, and maintenance of equipment. These reductions will affect the department's ability to perform its necessary functions, impacting the ability to prepare and properly post the agenda, to process notifications and filing of the Statements of Economic Interests, and to produce minutes of the Council meetings. Business Registration/TLT Program In the budget reduction plan, funds for computer equipment, part-time staffing, training, and business related subscriptions will be either eliminated or dramatically reduced. The computer equipment purchase that will be eliminated is necessary to complete the system upgrade that has enhanced the processing of licenses and increased office efficiency by adding bar coding and scanning capabilities. Further, the reduction plan will delete funding from the budget for part time salaries. This will completely eliminate the department's ability to hire interns who, in the past, have successfully assisted in identifying new revenue. 1 Elections Prozram The significant reduction in this program is in the area of professional contractual services where the budgeted amount has been reduced by $282,000 as a result of the Registrar of Voters' Office recent notification that the estimated cost for ballot measures on the November 2010 ballot will be considerably less than originally projected. Additionally, funds for necessary training and publications will be eliminated. The election law related training is most important as it is the opportunity to hear from officials at the Secretary of State's Office, the Fair Political Practices Commission, and other professionals about changes in the law or processes involving elections, campaign statements, Statements of Economic Interest, etc. Therefore, this reduction will have an impact on the staff's ability to perform its duties related to the election laws. 2 CITY TREASURER DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN City Treasurer's Office FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $202,400 General Fund Budget Total: $202,400 15% Reduction Target: $30,360 Department Recommendations Total: $40,500 Full Time Department Employee Total: 2.25 Proposed Full Time Employee Reduction: n/a New Proposed Full Time Employee Total: 2.25 Item Program Ongoing Budget Reduction Plan Position i Savings Impact Chan e I1 Admin -$40,500 Reduce M&O Water Department to cover share Treasurer's o erations Total -$40,500 1 City Treasurer CITY TREASURER Full Time Employees City Treasurer 2 25 City Treasurer Total 2.25 �Tremrer Y '�oa7iag IXWC9 ^200Cy10 Mall pemt Ad" Actual H,dget p Q,� A �' s°� 2009'lo-Mall Qty Treastuer 188,950 209,461 197,7)0 202,400 No Tatal 188,950 209,461 197,7)0 202„400 No H Fpmdhm bydassificafiam Perscnwl Services 16 817 191,758 170800 179,200 10/0 mifite&q)wlions 7,521 7,245 11,300 11,30o O/o ConuaCtual Services 4665 4;1% 4,400 4400 U)/o hrtanal SavrcesB 7,c47 6,292 5,200 7,%0 44% `.*iU OAiay Debt Servroe Cledlts/BRables Tbtal 188,950 209,461 197,-0 2Q2,400 2% C FmdW Smrces Gmaal Rmd 188,950 209,461 197,'M 202,400 No Tctd 18K950 209,461 197,i00 208400 No A For mipaasm proposes lnor fiscal�ear actual q)mditrue are allocated to the amt p ugwn BWO&Ers Cmparatior1 and Iiablity cl ges haw been added to each DTmtmifs htemal Service GuBes. CIVIL SERVICE DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Civil Service Department FY 2010-11 Proposed General Fund Reductions Impact Statement: Basic program services will remain Budget Summary Total: $303,100 intact. The reduction of Maintenance and Operations General Fund Budget Total: $303,100 expenses and the conversion of the Chief Examiner's 15% Reduction Target: $45,465 position to part-time will negatively impact timeliness Department Recommendations Total: $45,500 and customer service. Full Time Department Employee Total: 3 Proposed Full Time Employee Reduction: -1 2 Change to Part Time Position: .5 Proposed New Employee Total: 2.5 ongoing Position Item Program g g Budget Reduction Plan Impact Chan e Savin s Increase revenue reimbursement to General Fund by 1 Admin -18,600 Reduce M&O Water Department for services provided by Civil Service. 2 Admin -$26,900 Reclassify position to PT and _1 reduce operating costs Total -$45,500 Replacement Page Civil Service R CIVIL SERVICE .Administration Employment Services Full Time Employees Administration 1.00 Employment Services 2.00 Civil Service Total 3.00 (M Setvke BwW Smmuy 2WI09 2111, C9 20WI0 Mall PermA Acwal Actual Btdlpt Reposed Change A BWditm byPrOWMs 2DRIO-2D10'11 Adninisb 6m 17f 680 134689 134,571 139,400 4% Biploynrnt Services 207,479 155KI67 15$029 163,'X)0 4% Trial 384;159 292,855 292,600 301100 4% H F*endhm byOassifica6m Personnel Smites 329,421 28W 277,900 2K-0 2% Maintenance&Cf eratiam 9,761 4889 7,40D 7,40D 01/o Contactual Sw;ices 30429 - - - 011/0 htaTul Si i2 &548 7,-M 7,300 11,000 51% Capital OAby Ubt Service Chess/BMables Trial 384;199 292,856 292,600 3(Ii,100 4% C IzxhgSauces GeneralRmd 384;159 292,856 292,600 3AI00 4% Trial 389;199 292,856 292,600 3(l'3y100 4% Ajj3r oarparison pizposes pr"fis al year acWal e)perrTrtt e=aIlocated to the mnut gcg m BVUaicecs Caipersahm and LmW dwgs haw been added to each DepuMmis htenW Service ChuW,, CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM Su BC i n1 TO: Charles E. McNeely, City Manager FROM: Kelli Bruhl, Chief Examiner SUBJECT: Civil Service 15% Reduction Budget Summary DATE: June 28, 2010 As directed, I have carefully reviewed department operations and prepared a contingency budget to reflect a 15% 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. Administration Program As the primary budget allocations for the Civil Service Department are dedicated to the three staff members, any reduction in funding must directly impact personnel. The plan reduces the personnel allocation by converting the management position, the Chief Examiner, to a part-time position. Although basic program services as outlined in the Charter will remain intact, the reduction in hours worked by the Chief Examiner will negatively impact timeliness and service levels to internal and external customers, particularly during periods of high demand (heavy recruitment, lay-offs, disciplinary hearings). It will take longer to process applications and provide eligibility lists to departments, potentially impacting the quality and availability of services to the community. Reduction-in-force savings will be delayed, as an already lengthy process will take even longer. The completion of disciplinary hearings may be delayed, hindering the ability of departments to implement discipline in a timely manner and increasing administrative time paid to dismissed employees pending appeal results. Appellant-employees will be impacted as the waiting time to learn whether the department's disciplinary action will be upheld, modified, or reversed is extended. In addition, the completion of critical projects, such as rules revisions, records retention, and testing standards review, will be delayed, impacting the department's ability to streamline procedures and to improve the quality of candidates presented to departments for selection. 3 1 Employment Services Program Additional reductions will impact the maintenance and operations of this program. For example, membership in the Western Regional Item Bank (WRIB) will be discontinued. This is an organization that provides questions for written exams that may only be used if the membership is current. The primary impact of discontinuing membership in WRIB will be to departments that use written exams as a screening tool for some classifications. 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 may experience a decline in the quality of candidates presented for selection. Reductions are included in several other maintenance and operation activities. For example, postage costs will be reduced; as a result, all notifications to applicants will be made through electronic means, rather than hard copy, whenever an applicant provides an email address. Customer satisfaction will be negatively impacted by complaints from applicants who requested notification by mail. 2 i COMMON COUNCIL DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Common Council Office FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $568,600 General Fund Budget Total: $568,600 15% Reduction Target: $85,290 Department Recommendations Total: not avail Full Time Department Employee Total: 11 Proposed Full Time Employee Reduction: n/a New Proposed Full Time Employee Total: 11 Ongoing Im act Position Item Program Budget Reduction Plan p Change Savings Information not available at printing time Total $0.00 s Council COUNCIL City Council Council Support GtyGxrd z.OD Gila 4.00 G,Mffl Tbtd 11.00 OD Gbulal Buffet SmMily A20D7TS '20OWC9 '20R 10 2D10'l l 1 Actual Actual Sxlget Reposed Qange A hm by PrOWA s 2009'10-2014 11 (hy(bura 137,W L�,274 147,435 154•,500 -T/o (buncil SA)port 369,781 357,208 395165 414;10D -T/o Tad 507,748 VQ482 542600 56K600 9'/0 H F*encihres tydassificatim Paso noel des 452,568 431,2% 48W 501,200 3% Nbinterrance&Opa� 3634 33,9 447W 41,600 2% Gxtractual Services - 4478 - NO hrtemal SavicesB 18,115 16,100 15,60D 258" 6T/o C4)ital Q&y 431 4672. - D bt service - - - Gedits/lillables - - - R/o Tad 507,748 494482 542,600 568,60D 31/o C»ng Smves Gmeral Fund 457,748 444482 247,1OD 423,600 0D/o EDAI mM 5400D 54WD 295500 145,OOD (P/o s Tod 5(T7,748 494482 542,600 568,600 0P/o 'Far cmpauson purposes prior fiscal year actual opmditm are allocated to the txmrt progrann BWoriais Qxrper-Am and Liabffirty cinges have been added to each D4wtrrcvXs hitemal Service ChaW. 0 COMMUNITY DEVELOPMENT DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN 0 Community Development Department FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $7,607,100 General Fund Budget Total: $7,607,100 npact Statement: Reduction in personnel will 15% Reduction Target: $1,141,065 .estructure department organization and impact Department Recommendations Total: $1,142,900 delivery of service. Full Time Department Employee Total: 70 Proposed Full Time Employee Reduction: -13 New Proposed Full Time Employee Total: 57 Item Program Ongoing Budget Reduction Plan Impact Position Savings Change 1 Admin -$170,200 Eliminate Admin support position Impacts to Department's support services, Mobile 3 and reduce operation costs Home Park Permit and Political Sign Permit processing Permits/ Impacts to implementation of Permits & Customer 2 Customer -$131,400 Eliminate 2 positions Service Program, increased processing time, reduced -2 Service service to customers Building/ Eliminate Mobile Home Park 3 Safety -$$1,000 Inspector and return program to Loss of revenue of$26,000. -1 the State 4 Land Dev/ -$330,900 Eliminate 2 positions & reduce Delays in processing times for projects. -1 Plannin contract planning Code Eliminate 5 code officers, reduce Program will be reactive, reduces capacity to be 5 Fnfcment -$429,400 Part Time and reduce operation proactive. -6 costs Total -$1,142,900 Community Development COMMUNITY DEVELOPMENT Administration Permits & Customer Service Planning Land i Development Building & t!tw a ter MgmSafety PDES Code Enforcement Single-Family Rental Beautification Property Inspection eed[::A::b�t ement i Full Time Employees Administration 9.00 Enforcement&Beautification 23.50 Permits&Customer Service 9.00 Sin le Fam'I Rental Inspection 10.25 StEnwater Management 2.00 Building&Safe 7.50 Planning 4.00 Weed Abatement 2.25 Land Development 2.50 lCommunity Development Total 70.00 CWM"tyDr�eloprent &mTmy 09 'M'l0 3)1911 Nuart Adual Adual RTosed � A lncitu�es b)A°gnats 3009'10-371911 Adrrnst ubm 15®,076 1,611,436 1,577,321 17 800 80/0 ffiitcmut&Bmuffu6m 1,%92% 2,(92,®1 1,W,658 2,149,D 80/o F n&&QistomScty 559,8A 585,2.55 57Z%4 61KO NO FM*fba hIspec6m TQ997 q567 aB,195 867,600 8'/0 RMI' ffmugnw 401;1(53 415,012 405226 UKD NO R"C&&I&ty 615,548 632165 61$782 "40o 80/o Weed AbatenEnt 273 31 280,710 274,7668 290800 80/0 I"Itvekprr d IAW D224 M9135 211,-M 80/0 Fbming 60Q445 6106655 6603,600 65000 80/0 Talai 7,00588 7,19715 7,0400 7,607,100 80/0 H l ftm bydassificabm 1tsormdSavices 5551554 5,-/K891 5,171,5()0 5,39M 4% murtararrce&C�� 357,092 319,730 50Q400 55$900 INN oxtactual Services 417,899 677,(130 92Q 100 998;21)0 NO Kemal SavicesB 633,802 364W 392,500 0760 6YIo ap"Q4 19,141 4081 48,900 27,000 (P/o Dbt Service X100 0 0 0 (P/o Credits/Hllables Trial 7,005588 7,194715 7,04Z400 7,607,100 8% C Rmft Saraes General RM A43Q2ffi 4X565 4Q9,300 �W-M 2T/o BEA/CEB3 2,.575 00 2,6x0,L50 2,413,100 1,76Q400 -2P/o Trial 7,O05,W 7,194715 7,OIZ400 7,607,100 80/0 For=Tanscn RWes p�fiscal}rear actual q=&=are akcated to the amt progl-am %Wm Cl nwrAm and Ld*y dta p lum been added to each Upa mart's hrteanal Service Char,. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM siD 118 TO: Charles E. McNeely, City Manager FROM: Valerie C. Ross, Director of Community Development SUBJECT: Community Development Department 15%Reduction Budget Summary DATE: June 28, 2010 The following is the plan for achieving a 15% reduction of the Community Development Department budget. Given the impact on the Department's ability to provide services to the community, I do not recommend any of the personnel reductions; but I understand the need fo r the deep cuts. In general, this plan will achieve savings through eliminating positions; reducing expenditures in overtime, materials, and supplies; and by attaining some economies of scale related to the re-organization. Administration Program The reduction plan eliminates an Administrative Services Supervisor and 1 Accounting Technician that provide support and direction in this program. These reductions will result in diminishing the supervision and oversight capacity for the program and will impact the timely processing payroll, purchasing, and requests for proposals. Other functions of the supervisor position, such as management of the Mobile Home Park Annual Permit to Operate Program and the management of the Political Sign Permit Program, will also be negatively affected. Further, the Administrative Analyst II position assigned to support Code Enforcement support will be eliminated. This reduction will impact the ability to monitor and prepare the Code Enforcement portion of the budget, prepare user fee updates, process RFPs and other purchasing related items, prepay spedaf projects, track case documents and property owner notification procedures, and assist the Division Manager. Permits and Customer Service Pro ram The reduction plan eliminates the 50 percent of an Engineering Assistant that was allocated for this program. This position was assigned part time to the public information counter and part time to perform plan check and development project review. Eliminating this 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, or development impact fee deferrals. 1 f Further, the plan requires the elimination of an Associate Planner position that serves as the 3 "Planner of the Day" at the public information counter. Eliminating this position will require a different planner to perform these duties, leaving a Senior Planner and the City Planner to participate in all of the development review meetings, staff the Planning and Historical Preservation Commissions, as well as assume the duties of processing minor development permits and temporary use permits, answering the general telephone call questions or requests that average 40 per day, and responding to web-based inquiries and complaints. As a result, the turnaround for entitlement projects will increase, and the level of response and availability of the Planning staff to the public and other departments will decrease. 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 Permits and Customer Service Program is new to the department, and the reassignment 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, during the month of May there were an average of 80 people per day seeking information or permits for Planning, Building, and Land Development activities. The further reduction in staff, and the resulting increase in processing and wait times at the counter, may result in a potential loss in revenue from people doing work without obtaining permits, along with an increase in compliance costs. Building and Safety Program The reduction plan eliminates the Mobile Home Park Inspector and involves returning responsibility for the Mobile Home Park Inspection Program back to the State, which is the approach that most local jurisdictions have already implemented. The State only pays the City approximately $50,000 in permit fees, a sum that does not cover the cost of the inspector, let alone the support staffing required. The City has 41 mobile home parks with approximately 4,138 units. There will be an increase in response time to the residents of these mobile home parks, as they will have to contact the State and wait for that entity to respond to any issues or concerns relating to permits and maintenance. Although the program has a dedicated inspector, that inspector does regular inspection duties and Permits and Customer Service duties if there is are absences. Eliminating this position will also affect adoption of the 2010 California Building Standards Codes, hinder implementation of the California Green Building Code, and slow the ability to obtain the Certified. Accessibility Specialist certification as mandated by the State. Land Development Program In order to reach the 15% reduction target, an Engineering Associate position will be eliminated. As a result, the turnaround timeframe for on-site, off-site, and grading plan reviews will be increased from the current six weeks, creating additional delays to development projects. In addition, the review of various land use applications (e.g. TUPs, DPs, CUPs, etc.) for right-of- way, traffic, hydrology, or other engineering concerns will have extended review processing times. Further, the incorporation of NPDES Program submittals (e.g. SWPPPs, WQMPs and related BMPs) into site development plans would have to be curtailed or hastily accomplished. All of this will result in a reduced level of public safety, potentially increasing city liability, and 2 reducing service to customers on_development projects. The successful implementation of new regulations, such as the Water Wise and Water Efficient Landscape Ordinances will be compromised, and with only one person assigned to this program, the service will not be available when that individual has a vacation or illness. Planning Program The reduction plan includes a decrease in the allocation for contract planning. This approach will limit the Department's ability to retain outside consultants to assist with projects where staff does not have the expertise. Further, there will be no opportunity for any special studies related to new programs or policies. Single Family Rental Inspection Program The reduction plan calls for the elimination of 3 Code Enforcement Officers, of which two positions are currently vacant. The loss of these positions will increase total number of inspections assigned to each of the remaining officers. Elimination of these positions will result in a potential reduction in revenue from citations, but that cannot be accurately quantified because of the variables from one situation to another and one Code Officer to another. Code Enforcement/Beautification Program The reduction plan will eliminate two positions in the Beautification Program, a Code Officer I and a Code Officer II. The Officer I position is responsible for vehicle abatement duties. Although the remaining Code Officers will cover some of these duties, this reduction will force a shift from proactive to purely reactive vehicle abatement enforcement actions. There will be a loss in revenues from the decrease in citations, which will partly be off-set by the remaining Code Officers assuming vehicle abatement duties. Further, the loss of the Code Officer II will result in an increase in the timeframes for processing code violations and a decrease in the number of cases initiated; this will further reduce proactive efforts. Additionally, there is a potential reduction in revenue from citations from eliminating this position. 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. For clarification, this estimate is for illustrative purposes and assumes that all factors are equal, which they are not. This projected loss of revenues is lower than in the Single Family Rental Program because Code Enforcement/Beautification Officers also prepare warrants and attend abatement hearings. Weed Abatement Program The reduction plan eliminates a Code Enforcement Officer II assigned to the Weed Abatement Program, which will leave the responsibility for all inspection and abatement duties to the Weed Abatement Coordinator. With this limited staff, the program will have to be focused on the hillside areas, in order to ensure that potential fire hazard areas are addressed. As a result, weed abatement activities in the other core areas of the City, including the downtown, will be diminished, which will create an increase in blight in those areas. However, the elimination of this position will not result in a loss of revenue. 3 I FINANCE DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Finance Department FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $1,668,200 0 Impact Statement: Reductions result in loss of General) Fund Budget Total: $1,668,200 personnel which will impact the processing time in the 15/o Reduction Target: $250,230 functions of purchasing, payroll and payables. Department Recommendations Total: $250,000 Full Time Department Employee Total: 16 Proposed Fulfil Time Employee Reduction: -3 New Proposed Full Time Employee Total: 13 Reduction in Part Time Item Program Ongoing Budget Reduction Plan Impact Position Savings Change 1 Admin -$56,000 Reduction in M&O Increase revenues from Water Department to General Fund for services provided. 2 Admin -$45,500 Eliminate PT& .5 FT positions Impacts special projects & low income program -0.5 eliminated 3 Accounting -$51,000 Eliminate 1 FT position Reduce invoice processing -1 4 Purchasing -$791000 Eliminate 1 FT position & Impacts processing of purchase order requests -1 downgrade 1 position 5 Payroll/ Benefits -$18,500 Eliminate .5 FT position Impacts payroll processing &customer service -0.5 Total -$250,000 Finance FINANCE Administration Accounting Budgeting Purchasing Payroll/ Benefits Full Time Employees Administration 2.00 Accounting 5.25 Payroll/Benefits 4.25 Purchasin g 2.00 Budget 2.50 Finance Total 16.00 - =A %L Finance Budget Summary A2007/08 A2008/09 A2009/10 2010/11 Percent Actual Actual Budget Proposed Change A.Expenditures by Programs 2009/10-2010/11 Administration 469,844 474,202 464,687 478,100 3% Accounting 338,256 341,394 334,544 344,200 3% Payroll/Benefits 314,376 317,292 310,925 319,900 3% Purchasing 160,185 161,671 158,427 163,000 3% Budget 356,732 360,041 352,816 363,000 3% Total 1,639,393 1,654,600 1,621,400 1,668,200 B.Expenditures by Classification Personnel Services 1,328,131 1,476,100 1,415,000 1,456,600 3% Maintenance&Operations 39,776 46,200 48,200 48,200 0% Contractual Services 1,462 3,400 3,400 3,400 0% Internal Service? 270,024 183,700 209,600 236,800 13% Capital Outlay Debt Service Credits/Billables - (54,800) (54,800) (76,800) 40% Total 1,639,393 1,654,600 1,621,400 1,668,200 3% C.Funding Sources General Fund 1,603,293 1,618,500 1,585,300 1,632,100 3% Water 28,100 28,100 28,100 28,100 0% EDA/CDBG 8,000 8,000 8,000 8,000 0% Total 1,639,393 1,654,600 1,621,400 1,668,200 3% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program $Workers Compensation and Liability charges have been added to each Department's Internal Service Charges. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM [MI ru 110 TO: Charles E. McNeely, City Manager FROM: Barbara Pachon, Director of Finance SUBJECT: Finance Department 15% Reduction Budget Summary DATE: June 28, 2010 As requested the Finance Department prepared a 15% budget reduction plan. This budget reduction plan for the Finance Department equals to a$250,000 reduction from the department's FY 2010-2011 Preliminary Budget. The reductions outlined below represent a significant impact to the Finance Departments day-to-day operations. The only way that the Finance Department could reach the 15% target reduction plan is to reduce staffing in the Department; the reduction plan includes the elimination of three full-time positions, a part-time position, and a variety of operation costs. In summary, these reductions will impact the department's ability to provide payments to vendors, process paychecks to employees, process tax exemptions to low income residents, and perform proper check and balance analyses. Administration Program The plan's reductions in Administration include eliminating a part-time position that is assigned special projects in areas of budget, accounting, and purchasing. Without this position some of the objectives for Finance in FY 2010-2011 will be impacted. For example, one of the major priorities that will be impacted is the implementation of a two-year budget. The proposed reductions in the Administration Program also include the elimination of a full- time position that works half time in Administration and half-time in Payroll. The, impact to Administration for eliminating this position would be to the Low Income Rebate Program for Utility User Tax, Refuse, and Water programs. Finance's ability to process requests by residents for exemptions will experience a much slower turn-around time and, thereby, impact the benefit to the residents. Accounting Program The proposed reductions in the Accounting Program include eliminating one Accounts Payable Technician. This will leave only one employee to process all of the invoices for the entire City. As a result, the current practice of paying invoices weekly will be reduced to a twice a month schedule, directly impacting the vendors who perform work for the City. These vendors will 1 receive payments at a much slower rate than the existing procedures provide. Unfortunately, in a down economy this may impact the ability of the businesses to survive. Also, it should be noted that Finance, with only one employee processing payments, would have very little ability to prepare manual checks if a department misses a payment deadline. This could cause the City to have to pay late payment penalties. Purchasing Program The reductions in the Purchasing Program include the elimination of one full-time position. This reduction will leave only one employee to process all of the bid and purchase order requests for the entire City. The departments will-receive bid results and purchase orders at a much slower rate, which in turn will greatly impact their ability to authorize the vendors to begin the work, thereby creating delays in completing the.projects. Unfortunately, this is not what is needed to help businesses survive in a down economy. Since the Purchasing Program would be reduced to a one-employee operation, the plan also downgrades the current Purchasing Manager position to a lower level position and moves the purchasing operation into the Accounting Program under direction of the Accounting Manager. As a result, the Accounting Manager will have a larger span of control and additional responsibilities that would impact and slow the accounting work that produces the monthly reports and the closure of the year-end financials. Payroll Program The plan's reductions in the Payroll Program include the decrease of half of a full-time position. This reduction will result in less check and balance analyses in payroll operations and reduced customer service. The Payroll staff will have less ability to answer questions from employees regarding their pay, accruals, PERS, the deferred compensation program and other aspects of their paycheck. F 2 _. . FIRE DEPARTMENT FY 2010-11 PROPOSED 15% 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 15% Reduction Target: $4,893,210 year will result in decreased service in all aspects of the Department Recommendations Total: $5,088,000 Fire Department's responsibilities. Full Time Department Employee Total: 191 Proposed Full Time Employee Reduction: -27 New Proposed Full Time Employee Total: 164 riori Program Ongoing Budget Reduction Plan Impact Position Savings p Change Community Risk Reduction in frequency of inspections and response to 3 Reduction -220,500 Eliminate 3 positions acitizen complaints regarding code violations. Fleet& Equipment -45,800 Eliminate 1 mechanic Impacts support of equipment for Fire Department. -1 Fire& i Rescue Impacts safety services. -23 Operation -3,521,700 Eliminate 23 positions Grant Credits -1,300,000 Grant credits Already included in preliminary budget Total -5,088,000 Fire FIRE DEPARTMENT Administration Disaster Preparedness Fire and Emergency Emergency Medical Services Communications Training & Community Personnel Risk Reduction Fleet& Equipment s Full Time Employees Administration 6.38 Fire and EMS 150.75 Training&Personnel 0.75 Community Risk Reduction 16.00 Disaster Preparedness 1.00 Fleet&Equipment 4.37 Emergency Communications 11.75 Fire Total 191.00 Fire Department Budget Summary 2007/08(A) 2008/09(A) 2009/10(A) 2010/11 Percent Actual Actual Budget Proposed Change A.1penditures by Programs 2009/10-2010/11 Administration 2,859,020 2,940,192 2,695,666 2,725,400 1% Fire and EMS 27,611,146 28,395,064 26,033,541 26,320,700 1% Training&Personnel 243,794 250,716 229,865 232,400 1% Community Risk Reduction 1,632,077 1,678,414 1,538,826 1,555,800 1% Disaster Preparedness 95,776 98,495 90,304 91,300 1% Fleet&Equipment 728,235 748,911 686,626 694,200 1% Emergency Communications 1,050,706 1,080,537 990,673 1,001,600 1% Fire DIFF 23,512 616,566 155,300 - Total 34,244,268 35,808,895 32,420,800 32,621,400 1% B.Ekpenditures by Classification Personnel Services 30,292,820 31,676,679 28,265,000 29,177,100 Maintenance&Operations 597,971 497,184 803,200 810,800 1% Contractual Services 240,525 252,298 314,200 326,500 4% Internal Services 1,197,865 1,053,325 1,041,300 1,884,500 81% Capital Outlay 215,000 34,246 127,300 24,500 -81% Debt Service 1,683,768 1,686,341 1,714,500 1,820,000 6% Credits/Billables (7,193) (7,744) - (1,422,000) Tom 34,220,756 35,192,329 32,265,500 32,621,400 1% C.Funding Sources General Fund 33,686,556 34,658,129 31,731,300 32,087,200 1% EDA/CDGB 534,200 534,200 534,200 534,200 00/0 Fire DIFF 23,512 616,566 155,300 -1000/0 Total 34,244,268 35,808,895 32,420,800 32,621,400 1% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. CITY OF SAN BERNARDINO ` INTEROFFICE MEMORANDUM si0 Be 110 TO: Charles E. McNeely, City Manager FROM: Michael J. Conrad, Fire Chief SUBJECT: Fire Department 15% Reduction Budget Summary DATE: June 28, 2010 The Fire Department's share of the tentative budget reductions equals $5.1 million. We have been fortunate to receive S.A.F.E.R. and R.C.P.G. grant funding in the amount of$1.3 million for this fiscal year effectively making our remaining budget reduction burden $3.8 million. This remaining estimated shortfall in funding is extreme and has serious, far reaching effects on the Fire Department's ability to provide the level of protection that the citizens currently expect. To reduce our costs by this amount requires a reduction of 27 positions across all divisions within the Fire Department. A reduction in force of this magnitude coupled with the loss of 19 positions last year will result in decreased service in all aspects of the Fire Department's responsibilities. Fire and Emergency Medical Services Program Our daily staffing level will decrease by 7 firefighters to a total of 42 resulting in the loss of one engine or truck company and the medic squad. We will also lose the 4t' firefighter on 1 of the 3 units that still have that level of staffing. In addition, the loss of a Battalion Chief will further erode our ability to provide timely and adequate command and control on incidents thereby increasing the potential for firefighter injury and for serious, negative impacts to life and property. The cumulative affect of these reductions will result in extended response times to an estimated 500 -1000 incidents annually. This longer response time will potentially cause an increase in the loss of lives and property of our residents. Community Risk Reduction Proaram/Fleet and Equipment Program The reduction in these divisions equate to the loss of 5 positions that will adversely affect arson investigation, code enforcement, development services, fire prevention and fire apparatus repair and maintenance. The impacts include a serious erosion of our arson investigation abilities by 1 losing the established "Lead Investigator" and requiring our future investigations be done as a collateral duty by shift captains. Arson case follow-up and coordination with the district attorney and other law enforcement agencies will be difficult to accomplish thereby limiting our ability to arrest and convict arsonists. The loss of the Code Compliance Officer, Plans Examiner and Fire Prevention Officer will result in a reduced level of service to the citizens. The frequency of Fire Code Permit inspections and multi-family complex inspections will be decreased and our response to citizen complaints regarding fire code violations will take longer to answer. The assignment of a Fire Plans Examiner to the Community Development department will cease thereby compromising the "one stop shop" concept for developers. The reduction of the Mechanic position will erode our ability to be proactive in doing preventive maintenance on our light duty vehicles and instead require us to be reactive: fix it when it fails, potentially resulting in higher costs for serious mechanical failures that could have been avoided. HUMAN RESOURCES DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Q i Human Resources Department FY 2010-11 Proposed General Fund Reductions Impact Statement: The suggested cuts represent reductions that impact,employees, retirees, injured Budget Summary Total: $7,412,000 workers, and the community. While several options General Fund Budget Total: $4,985,900 impact personnel/community several may increase 15% Reduction Target: $747,885 litigation, burden other departments,jeopardize Department Recommendations Total: $747,900 compliance with Federal/State mandates, reduce the number of service hours available to provide customer service, and assist the City family during critical incidents. Full Time Department Employee Total: 13 Proposed Full Time Employee Reduction: -1 New Proposed Full Time Employee Total: 12 Item Program Ongoing Budget Reduction Plan Impact Position Savings Chan e Workers Eliminate Employee Assistance Program not available to employees; litigation 1 Comp -$139,200 Program&operation costs reduction may compromise investigation and defense of workers comp claims. Reduce safety position to PT, 2 Liability -$152,100 reduce insurance premiums and Potential increase in liability claims. -1 j operation costs 3' _$65 , Human 400 Reduction in M&O Water Department to pay for additional costs and Resources reduce operation costs Administrative cost savings from Change in ability to customize health care plans, 41 Misc -$391,200 changing health coverage to transfer of costs for pre-employment physicals to PERS, reduce reserve at BICEP departments. 4 Total -$747,900 Human Resources HUMAN RESOURCES General Internal Service Fund Fund Administration Employee Workers Liability & Services Compensation Risk Mgmt Workforce Ping& Retention i Full Time Employees Administration 1.00 Employee Services 1.60 Workforce Planning and Retention 1.60 Liability/Risk Management 2.65 Workers Compensation 6.15 Human Resources Total 13.00 11nmBesaives Budget SLnmkry A20C 7/08 12006/09 A2M10 201911 Peroart Aa ual Actual Eudget Proposed Chalw A B4tdhres a,pregrmn 2005'10-2010'11 Adnnristratim 168,630 170,512 19Q675 218,400 19% Fnployee Services 132,418 133,896 149,728 171,500 19'/0 Ab�F'la'ming and Peberitim 135,043 136,551 152 C97 174900 15D/o Chmxd Rmdlbd 436,090 440999 493,lOD 564�80D M. L abulity/13skNbrmgaurt Z09R-32 3,076,050 3,075,900 3,102,80D 1% Wb&is Cbnpe isation 3,490,596 4;157,915 3,72 9,900 3,744;400 0'/0 bten"Senioe Tod 6,025,038 7,674,934 7298,900 7,412,000 2% R Fkpmdhres by0assifiralion Personnel Services 1,129,000 1,0685001 1,1 400 IZA,3O0 80/0 Nbirtenanoe&Operations 4415,02 6,130669 5,79TWO 5, 6,-X0 0'/0 Cbr>hach al Services 2745624 276,388 293,20D 286,200 2% hrternal Services 58,642 45,426 41,60D 55,80D 34% Chpkal Cartlay Debt Service Cledits/Efflables 147,140 134;450 - - 0'/0 Tod 6,025,088 7,674,934 7,29€900 7,412,000 2% C RundngSomDes Gore al Fund 282,990 287,899 340,000 411,700 21% Enk/CDBG 125,000 125,00D 125,000 125,000 0'/0 Vl�DTmtrart 28,100 285100 28,100 28,100 0'/0 Wcdiers G pm-r. ai 3,490996 4;157,915 3,72 9,(00 3,744,40D 0'/0 Lbbdity/Risk grt 2,0)K52 3,0X 060 3,075,900 3,102,80D 10/0 1bd 6, 5,038 7,674,934 7,29K" 7,412,OOD 2% AFcr ompanson purposes prior fiscal year actual eTerxhhue are allocated to the aura rt program BWaiis Cbnpar,,dm and Imbyky dmW have been added to each rut's hntemal Service Charges. i CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM ;Safler ioo TO: Charles E. McNeely, City Manager FROM: Linn Livingston, Director of Human Resources SUBJECT: Human Resources 15% Reduction Budget Summary DATE: June 28, 2010 As directed, the Human Resources Department has compiled a list of reductions equal to 15% of its 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. Liability and Risk Manar-ement Program The plan will eliminate the full-time Safety Officer and convert the function to part-time. This position is responsible for all aspects of occupational safety and health issues, managing/reducing accidental losses involving employees, third-party bodily injuries and property damage claims. As a result, the City will experience increased liability due to the lack of oversight and response to sewer claims, lack of mandated safety training, and failure to coordinate mandated Department of Transportation random drug testing. Additionally, an increase of fines and penalties for non-compliance from CalOSHA safety violations may occur_ The residents in our community will be impacted through reduced response time to claims handling. An increase in claims is anticipated due to budget impacts on City-wide services, for example, reduced maintenance on trees, streets, sidewalks,and street lighting. Employee Services Program To reduce the City's costs toward employee and retiree health care we are proposing to contract with Cal PERS for medical services. Six years ago the City evaluated the costs and benefits of leaving the Cal PERS system and determined that the move to contracting with an insurance broker would benefit both the City and employees. Although several of the reasons for the City leaving the Cal PERS have now been resolved, primarily the fact that the premiums are now rated by region and not State-wide, which provides a more competitive rate structure, some substantial issues still remain. Most significant is the City's inability to customize the health care plan to fit the needs of the employees and retirees. Additionally, there is a significant effort 1 involved in the manual enrollment and administrative implementation of converting all eligible employees and retirees into the Cal PERS health care system. The move to Cal PERS may financially impact employees and retirees who select HMO/PPO (excluding Kaiser) medical plans for calendar year 2011. Workforce Planning and Retention The functions of scheduling and monitoring of pre-employment physicals was transferred to the Human Resources Department from the Civil Service Department in FY 2007-08. Reducing pre- employment physicals may cause delays in conducting safety background evaluations in compliance with POST. The plan transfers the costs associated with pre-employment physicals to the hiring department, impacting their already reduced budgets. Workers Compensation Prop-ram The plan would eliminate the Employee Assistance Program and operational costs. This is not a mandatory program; however, during times of economic crisis utilization of EAP services tends to increase significantly. The programs eliminated will reduce ability to assist employees with critical incidents, family counseling, morale and productivity. In addition, failure to provide immediate service will impact the City-sponsored health care plan and may place the city at risk with unidentified safety issues. Additionally, the plan will reduce litigation by having workers' compensation staff handle all settlement conferences for non-represented applicants, including mandatory settlement conferences and lien trials. This reduction in litigation appropriations 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 that would increase City liability and related costs. 2 INFORMATION TECHNOLOGY DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN �r Information Technology Department FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $4,827,700 Impact Statement: Reduce efficiency in managing IT General Fund Budget Total: $3,566,800 needs of organization and create greater risk of down 15% Reduction Target: $535,020 time for departmental and city-wide applications. Department Recommendations Total: $535,000 Full Time Department Employee Total: 17 Proposed Full Time Employee Reduction: -1 New Proposed Full Time Employee Total: 16 Item Program Ongoing Budget Reduction Plan Im act Position Savings p Chan e Admin -$31,900 Personnel savings in recruitment GIS/Office Eliminate maintenance_& Any future Office upgrades will require repurchase of Automation -$92,900 operations costs and support software all desktop computers licenses. Delay upgrade of Fire Records Management System Public Eliminate maintenance& server. Elimination of several police department Safety -$236,000 operations costs and support software maintenance due to phase out of use. software Cutting several Police Department automation maintenance projects is of critical nature. Client - Service reductions will have a negative impact on Services $66,200 Eliminate 1 Technician II position man of the departments . -1 Network Eliminate maintenance& Reduce efficiency of networking division, ability to Services -$43,900 operations costs and support keep up with network growth, and remote access for software Ci employees. Business -$37,900 Reduce capital & maintenance costs Systems Impact staff expertise in new technology. Print Shop -$12,900 Reduce M&O Review alternate methods of duplication services. Telephone -$13,3001 Reduce M&O Reduce operating costs by anlysis of land line&cell phone usage. May impact service to departments. Total -$535,000 Information Techno logy INFORMATION TECHNOLOGY Administration Business Systems GIS & Network Office Automation Services Client Public Safety Services Systems Print Shop Telephone r Full-Time Em to ees Administration 2 Business Systems q GIS and Office Automation 2 Network Services 3 Client Services 2 Public Safety Systems q Total 1 Infomntim Tedi"ogy Butet SMmmy '2007/08 A20W09 ''2009'10 2D1a 11 limit Actual Actual Bidget Proposed Change A Bgridta,es by Programs 2OC910-2D1O'11 Adninistratim 339,442 317,454 271,146 2%,X0 2% aiSiness Systems 912,873 853,739 719,201 715,900 2% CIS and Cf iice Autonmtion 442,601 413,931 353,5V 347,100 2% Igty"k Services 992,4j6B 928273 79Z862 718,400 2% Client services 245,209 229-325 195,873 192-300 2% Public Safety Systems 2,01$036 1,887 14 1,612,004 1,582,600 2% Ptmt g10P 313,429 293,126 25D,%7 245,800 2% Telephone Sup" 892,088 834,1 712,598 699,600 2% TotEd 6,156,247 5,757,464 4 17,600 4827900 2% B.E*encihres bydassification Persotmel Services 2,200294 2,167,288 1,94��0 1,93 300 (r/o NUnterpance&OPerations 2,111,000 2,025,931 1,cXA600 2,04K200 3% Cbnftactual Services 694,960 986,315 595,-0 605,i0D 2% lntemal Services 52,577 68521 6300D 55,800 70/0 Outlay 855,552 267,545 201,500 179,900 -11% D+t Service 241,864 241,864 121,000 - -10(r/o Credits J Hgables TO" 6;156,247 5,757,464 4,917,60D 4;g27�Op 2% C Fincirg Sources Cbxmul Final 3,469,4OD 3,199,400 2,930,-M 3,OV,-D 4% Refuse 173,-M 157-%D 119;800 125,200 S% 1TFimd 50813 474890 21500 - -100'/0 wgff ffA 658-106 71Q-M 539,600 522,600 3% CdIer T at Rmd 143,6352 127500 1C3,600 19Q800 84% Rim glop 256,719 24 165 258r30D 245,800 -5% Tile Rind 815,012 777,661 75D-AD 699,600 -70/0 Tbd 6MI17M 5,652817 4,917,600 4;827, 0 -2% AFr oonpamon purposes Pte'fiscal year actual"Dm a are allocated to the cunerrt pmg am - BWor1<Ms and Lkilaffity charges have been added to each mart's Irrtemal Service C hmges_ CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM �i1 110 TO: Charles E. McNeely, City Manager FROM: Debbie Kurita, Assistant City Manager SUBJECT: Information Technology Department 15%Reduction Budget Summary DATE: June 28, 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 19.0 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, staffing and supplies. Several software upgrades would be delayed I including those related to office productivity, database, and both department and City-wide applications. Some maintenance contracts for both software and hardware would be reduced or eliminated and expenditures for computer equipment and supplies would be severely reduced. Further, an IT Technician II position would be eliminated which will impact the department's ability to respond to service requests from the operating departments. .The effects of the proposed reductions would be far reaching and would likely involve the following: an increase in system down time due to reduced maintenance contract coverage and staff related reductions, 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 exceedecL 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 15% REDUCTION PLAN A-4 Library Department FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $2,259,100 General Fund Budget Total: $2,259,100 npact Statement: A%15 reduction will result in the 15% Reduction Target: $338,865 closure of all three branch libraries that currently serve Department Recommendations Total: $338,865 very unique populations within our community. Library service would be centralized to the Main Library located in downtown San Bernardino. Full Time Department Employee Total: 20 Proposed Full Time Employee Reduction: -0 New Proposed Full Time Employee Total: 20 Reduction in Part-Time Employees Item Program Ongoing Budget Reduction Plan Impact Position Savings Change Recommendation approved by Library Board after 1 Library -$286,500 Close Branch libraries reviewing several scenarios on how to deliver library services within a reduced budget. 21 Libra -$52,3651 Reduce Services at Central Longer lines at service desks Total -$338,865 Replacement Page Library LIBRARY Administration Central Library Branch Library Support Service s Services Service s Full Time Employees Administration 3.00 Support Services 5.00 Central Library Services 11.50 Branch Library Services 0.50 Library Total 20.00 Library Budget Summary A2007/08 A2008/09 A2009/10 2010/11 Percent Actual Actual Budget Proposed Change A.Expenditures by Programs 2009/10-2010/11 Administration 762,249 734,854 566,882 577,100 2% Support Services 546,558 526,915 406,473 413,800 2% Central Umry Services 1,296,655 1,250,055 964,318 981,700 2% Branch library Services 378,417 364,817 281,427 286,500 2% Library DIFF 86,601 8,094 31,000 - -1000/0 Total 3,070,480 2,884,735 2,219,100 2,259,100 2% a B.FKpenditures by Classification Personnel Services 2,372,424 2,317,341 1,603,000 1,545,400 4% Maintenance&Operations 356,173 313,045 342,500 394,300 15% Contractual Services 7,650 8,009 12,000 12,000 00/0 Internal Services 225,936 215,766 261,600 277,400 6% Capital Outlay 21,696 22,480 - 30,000 00/0 Debt Service Credits/Billables Total 2,983,879 2,876,641 2,219,100 2,259,100 2% C.Funding Sources General Fund 2,754,628 2,748,028 1,908,100 2,097,300 100/0 Library Fund 229,251 128,613 61,000 161,800 165% Cultural Development fund - - 250,000 - -1000/0 Library DIFF 86,601 8,094 31,000 - -1000/0 Total 3,070,480 2,884,735 2,250,100 2,259,100 00/0 AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM -Sil Be IIO TO: Charles E. McNeely, City Manager FROM: Deborah Kaye Clark, Interim Library Director SUBJECT: Library 15%Reduction Budget Summary DATE: June 28, 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. As a point of reference, the 2009-10 actual budget represented an allocation of$14.64 per capita investment in the Library as compared to a $34.69 average statewide. Further, the book budget received $30 compared to the State average of$1.97. Currently, under the proposed budget, the Library system is beginning to reorganize and regroup after a drastic reduction of 37% operational costs and 42% reduction in full time personnel. However, a further reduction of 15% will result in the closure of all three branch libraries, the elimination of the first book budget approved since 2007 and the reduction of public service coverage at the Central Library service desks, resulting in long lines and frayed tempers for the public we serve. Branch Library Program The loss of three branch libraries represents more than the closure of a building. It means the elimination of the heart of the individuals graced with their own branch. Villasenor, Inghram and Rowe represent very unique populations in our community. The loss to the Villasenor community means that 30,400 residents will not pass through its doors this year, looking for books to borrow, receiving homework help after school, using the computers to find jobs, attending the meeting room to keep the sense of community alive in Villasenor. In numbers, that means 37,183 books checked out (half in the hands of children), 7,341 computers logged onto, 40 students tutored after school and 2,433 attendees to community programs. But in reality it means the loss of resources to win and retain jobs, the erosion of education support for children, the elimination of library services for those parents who cannot I travel to Central Library because they are holding down two jobs or trying to run a single parent household. The loss to the community is a further sense of a community life that is disappearing and a greater reason to relocate to a city more supportive of their family goals—providing support for their children in their education and enrichment. The scenario is much the same at Inghram Branch Library 42,300 residents use Inghram Branch. In numbers, that means 27,568 books checked out, 6,181 computers logged onto and 34 students tutored after school. Inghram is also very active with local seniors and provides a strong sense of community and involvement for the Inghram Library Friends—who only this years received a grant of $25,000 from the San Manuel Indian Tribe—a grant that might have to be returned if this branch closes its doors. Finally, the Rowe Branch, our largest, oldest and most heavily used branch will close its doors to the nearly 29,000 residents they served this year. In numbers, that means 60,345 books checked out, 5,681 computers logged onto and another 42 students tutored after school. The numbers total over 85,000 resident visits eliminated, 100,000 books not borrowed, 19,200 computer sessions lost and 116 children with no school help after school. 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. MAYOR'S DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Mayor's Office FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $844,600 General Fund Budget Total: $844,600 15% Reduction Target: $126,690 Department Recommendations Total: $126,690 Full Time Department Employee Total: 6 Proposed Full Time Employee Reduction: -0 New Proposed Full Time Employee Total: 6 Includes reduction in Part Time -1 Item Program On g Savings Budget Reduction Plan Impact Position Change Mayor's Office will no longer provide a receptionist on 6th Floor. This position has been filled with part-time Admin/ Eliminate part-time hourly hourly since the full-time position was eliminated last 1 Customer -35,000 funding for receptionist on 6`h year. Customer service to public will be significantly 1 Service Floor. reduced, with no one to direct available full-time to answer the hundreds of daily calls that come into the Mayor's Office on behalf of the entire city, and no one available for the dozens of daily walk-ins to the 6th Floor. City will no longer have discretionary money that can Admin/ -10,000 be used for matching funds on small grants. Most Grants recently, this money has been used to meet the local match requirement for the several hundred thousand Eliminate all matching funds dollars in playground equipment donated by KABOOMI available for grants. to build five playgrounds at city arks. In the absence of the City having a full-time grant writer, the Mayor's Office has used its contractual Eliminate all contractual services services money to hire consultants to prepare grant 3 Comm -81,690 used to prepare grant applications. This past fiscal year, this money was Safety/Env used to prepare and successful) obtain over$850,000 applications. Y in grant funds for police and public safety, and over $375,000 in grant funds for environmental Total projects/programs. -$126,690 Mayor MAYOR Administration Community Safety Partnerships Customer Svcs Education Communications Partnerships Environmental Healthy City Partnerships Partnerships Intergovernmental Neighborhood & Relations Beautification Partnerships Transportation Partnerships Full Time Employees Administration 0.50 Community Safety Partnerships 1.25 Neighborhood&Beautification Partnerships 1.00 Customer Service&Communication 0.50 Environmental Partnerships 0.50 Healthy City Partnerships 0.25 Transportation Projects 1.25 Education Projects 0.50 Inter overnmental Relations 0.25 Ma or Total 6.00 Mayor BLOget Stmraty `2007/08 '2006iO9 '2009✓10 201(Y11 Pert ActW Acd al adW-t Pigmsed Cl�W Rugram A by 2009/10-2010✓1 AdIiisftaban 277,756 237,478 243,801 248,000 2% CamnrrtYSaftyPatmiships 171,918 146,988 150,901 153,500 00/o �& P�xh�. 122,862 105,046 107,843 109,700 (P/o CLEWn-cr Service&CCnnurication 61,375 52,475 53,872 54,800 0% HmIdyGty1'aftr=sI*s 30,576 26,142 26,838 27,300 (P/o TimVat&n Prt sects 148,286 126,783 130,158 132,400 011/0 EAjzE6 rptfft slips 53,423 45,676 46,892 47,700 (P/o h 30,576 26,142 26,838 27,300 (P/o dips 49,167 42,037 43,157 43,900 W/o Total 945,939 808,767 830,300 844,600 2% R Fxpend wes by Classfcadion Perscurizi Services 714,805 667,661 613,700 635,900 4% N>artua &Operatiom 73,349 61,398 81,500 83,300 2% CbrtactudSenioes 124,419 40,543 104,000 84,000 -19'/0 htmA SetvioeB 33,366 34,165 31,100 41,400 33% ate' 0 5,000 0 0 W/o Debt Service /E Total 945,939 808,767 830,300 844,600 2% C Fimiimg Souoes GamtalFuri 749,939 612,767 534,300 633,400 190/0 EEA/CEBG 196,000 196,000 296,000 21 1,-M -291)/o Total 945,939 808,767 830,300 844,600 2% For CmPexrmpiposes 1no'fi9cal�ear actLW O pmk=are albcaisd to the an$-t n BVkdcas COnpm3e6onarri Lia Dhyc iM� ham been added to each Dqmrtrr s hta A Service Qwgs, PARKS AND RECREATION DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Parks, Recreation and Community Services FY 2010-11 Proposed General Fund Reductions Budget Summary Total: $7,021,500 Additional cuts will severely cripple the department's ability General Fund Budget Total: $5,379,800 provide quality programs and services to youth, adults 15% Reduction Target: $806,970 and seniors that are vital to the current and future quality of Department Recommendations Total: $807,000 life to the San Bernardino community. Full Time Department Employee Total: 59 Proposed Full Time Employee Reduction: -11 New Proposed Full Time Employee Total: 48 Includes Reduction in Part Time Item Program Ongoing Budget Reduction Plan Impact Position Savings Chan e Community Close 5 recreation centers and Significant impact on programs for the community, 1 Programs -$399,300 eliminate all maintenance for especially youth. -2 Baseball Stadium Eliminate 5 park maintenance 2 Park Maint -$304,700 workers and 2 park maintenance Reduction in maintenance of parks, medians and -7 supervisor and put$100,000 into greenbelts. contract work Eliminate FT CID Manager and Impacts to administrative support for department 3 CID -$50,000 contract for a PT manager -1 4 Admin -$53,000 Eliminate 1 Admin support Impacts to administrative support for department -1 position Total -$807,000 Replacement Page Parks, Recreation and Community Services PARKS, AND RECREATION General Special Fund Revenue Administration Aquatics Baseball Cemetery Stadium Soccer Sports CID Complex Parks Recreation Maintenance Comm. Prog. Senior Special Services Events - d Outdoor Facilities Full Time Employees Administration 4.15 Aquatics 0.90 Sports 1.20 Center for Individual Development 2.00 Parks Maintenance 19.45 Recreation/Community Program 7.15 Senior Services 3.10 S ecial Events 1.35 Outdoor Facilities 0.00 Cemetery 2.00 Stadium 0.00 Soccer Complex 1.70 .Landscape Maintenance Districts 16.00 Total 59.00 Parks Budget Summary A2007/08 A2008/09 A2009/10 2010/11 Percent Actual Actual Budget Proposed Change A.Fxpenditures by Programs 2009/10-2010/11 Administration 2,304,948 2,017,341 1,570,527 1,692,300 80/0 Aquatics 295,150 258,322 201,107 216,700 8°/a Sports 97,248 85,114 66,262 71,400 80/0 Center for Individual Development 316,397 276,918 215,584 232,300 8% Parks Maintenance 2,567,818 2,247,410 1,749,639 1,885,300 80/0 Recreation/Community Programs 893,758 782,237 608,982 656,200 8% Senior Services 432,305 378,363 294,561 317,400 8°/U Special Events 230,590 201,817 157,118 169,300 80/0 Outdoor Facilities 39,362 34,451 26,820 28,900 8°/U General FundTotal 7,177,577 6,281,972 4,890,600 5,269,800 8°/a Cerretery 180,683 137,294 177,100 194,000 100/0 Stadium 75,817 75,992 111,100 110,500 -1% Soccer Complex 328,246 411,675 424,700 454,000 7% Landscape Maintenance Districts 1,157,300 993,000 -14% Special Revenue Fund Total 584,746 624,961 1,870,200 1,751,500 -6% Total Expenditures 7,762,323 6,906,933 6,760,800 7,021,300 4% B.Expenditures by Classification Personnel Services 4,604,058 4,356,289 4,432,500 4,380,700 -1% Maintenance&Operations 535,634 536,989 578,300 614,000 6% Contractual Services 1,176,315 738,967 761,300 704,300 -7% Internal Services 1,377,378 1,200,201 983,700 1272,100 29% Capital Outlay 68,938 74,487 5,000 50,200 904% Debt Service - Credits/Billables - Total 7,762,323 6,906,933 6,760,800 7,021,300 4% C.Funding Sources General Fund 6,459,089 5,416,600 3,933,300 4,493,700 14% Measure Z 162,502 149,000 150,200 1% EDA/CDBG 100,000 245,900 216,200 72,400 -67% Refuse 70,000 70,000 01/0 Sewer Maintenance 30,000 30,000 0°/a Gas Tax Fund 618,488 456,970 453,700 453,700 01/0 Baseball Fund 75,817 75,992 111,000 110,500 0°/U Soccer Fund 328,246 411,675 424,700 454,000 7% Cemetery Fund 180,683 137,294 177,100 194,000 101/0 Landscape Maintenance District - - 1,157,300 993,000 -14% Total 6,459,089 5,579,102 4,082,300 7,021,500 72% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program BWorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. CITY OF SAN BERNARDINO $ ' INTEROFFICE MEMORANDUM ;il TO: Charles E. McNeely, City Manager FROM: Kevin L. Hawkins, Parks, Recreation& Community Services Director SUBJECT: Parks, Recreation& Community Services 15% Reduction Budget Summary DATE: June 28, 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 plan to accommodate a 15% reduction in additional cuts to the proposed budget will 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 $807,000. Although the plan del nteates 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. Administration Prozram The plan will impact the Administration Program by further reducing main office staffing through the elimination of 1 administrative assistant position. As the Department is already stretched thin by the elimination of 2 office assistants last year, administrative duties such as telephone inquiries, reservations and general service delivery will be negatively impacted. Also, this decrease may impact internal controls, bi-lingual constituent services, processing of accounts payable and will increase the workload on remaining administrative personnel. Although the City's efforts to improve the website may help in mitigating some of the anticipated-reduction in service delivery, this decrease in staffing will result in slower service to both the internal and external customers of the department. 1 Community Programs The implementation of all of the actions included in the reduction plan will result in the closure of 5 of the City's community centers, which will eliminate programs and services to the public; primarily our youth. However, as explained below, some of the savings from these closures will be shifted to support the reopening of the Nicholson Center, which was closed as a result of reductions in the FY 09/10 budget reduction. The impacts of the closures of the community centers, which are already operating under modified operating schedules, are outlined below: 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 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 closure will eliminate a part-time employee position from this facility, resulting 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. Hernandez Center Closure of the community center will eliminate 1 Community Center Supervisor, a .75 Recreation Coordinator and 4 part-time employees. This closure, coupled with the loss of the recreational facilities at Norton, will eliminate the community's access to an in-door gymnasium as well as aquatics in this area. Currently, the Hernandez Center has a monthly attendance average of 3,113. Operation Phoenix Central The plan will require discontinuing the City's lease agreement with Valley Christian/First Church of Nazarene, home of Operation Phoenix (OP) Central and the elimination of the staff positions associated with this program. This will reduce the recreational and intervention activities currently provided to 1,209 youth per month in this underserved area. As a result of the elimination of OP Central, there may be an adverse impact on the crime rate in the area, which has been declining since the inception of this program. With the closure of this facility, a_portion of the staff will be shifted to the Nicholson Center to support the programming and reopening of that Center. Operation Phoenix West Closure of OP West will eliminate 1 Community Center Supervisor and 4 part-time employees for this Westside center that averages 1,983 monthly participants. This center is currently a 2 ` major hub for social, recreation and educational activity. In addition to eliminating these critical community outreach and recreational opportunities, the closure of the facility may also result in safety, vandalism and blight issues. Nicholson Community Center The reduction plan includes appropriating some of the savings from the closure of the OP Central to provide staffing and programming for the reopening of the Nicholson Community Center. Staff is currently negotiating an agreement with the County to operate a family resource program at this center; however,part of that agreement will require some City programming. The total revenue benefit is anticipated to range from $35,000 to $55,000 annually. This program will compliment the recently initiated tutoring program provided by volunteers at this center during the summer and reinstate programs and a facility in this underserved area of the City. Center for Individual Development Proeram 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 15% 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 15% reduction target, the Parks Maintenance program will eliminate 5 park maintenance workers and 2 supervisors, resulting in a need to contract out for general park maintenance. Because park maintenance contractors do not generally provide restroom maintenance, facility construction, repair services, or arrangements for special events, the reduction plan includes preserving a city parks construction crew to perform system repairs and to address any deferred maintenance needs. Further, general parks, median and greenbelt maintenance will be reduced, resulting in the end of maintenance of parks, with joint use agreements such as Nicholson and Mills, and a shift from bi-weekly to almost monthly maintenance of approximately 57 sites. 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 be shifted to the entity that owns the property (the Redevelopment Agency) through a renegotiation of the current Agreement between the Stadium,City and Agency. 3 i POLICE DEPARTMENT FY 2010-11 PROPOSED 15% REDUCTION PLAN Police Department FY 2010-11 Proposed General Fund Reductions Impact Statement: Significant loss in personnel will Budget Summary Total: $66,804,300 directly impact department's public safety mission,with General Fund Budget Total: $63,880,300 15/o Reduction Target: $9,582,045 crime fighting capabilities reverting to 1991 staffing Department Recommendations Total: $9,688,500 levels. Full Time Department Employee Total: 529 Proposed Full Time Employee Reduction 99 New Proposed Full Time Employee Total: 430 r Program Ongoing Budget Reduction Plan Position Savings Impact Chan e 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 _$80,900 Civilian Manager, reclassify management position in similar sized agencies and Investigtn Forensic Manager to Property creates a civilian career path for upper management Supervisor in addition to the cost savings involved. Grants management and personnel management should be enhanced. Records function currently has 4 supervisors Eliminate 3 Records Tech assigned, although the overall staffing for records has 2 Records -$232,700 positions, eliminate 1 Admin been reduced from previous personnel reductions. support position 9 This 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. Eliminate 25 vacant Police Officer positions of which 6 vacancies 3I Patrol Field will be converted to CSO 101 Police Services -$9374,900 positions, eliminate 10 existing ce Officer positions affected, however 6 � Police Officer positions (Measure vacancies to converted to CSO positions "95 Z), elimiante 66 existing officer positions (general fund) Total -$9,688,500 Police Department POLICE DEPARTMENT General Special nd Revenue Administration Support Traffic Animal Services Safety Control Patrol Field Patrol Shelter Services COPPS Services Personnel& Records Field Training Services Dispatch Forensics& Prop erty Gang& Downtown& Violent Crimes City Hall Sec. TRAFFIC GENERAL INV EST. Drug& Gang Edu. Asset Forfeiture Rol'EhYe Administration 1600 Sovices 400 Pahl Field Services 23265 Patrol CEPPS 33.15 lent Clitres 25.80 Traffic 2940 Cetaal hives ' -20.80 Fbrem":npperty 1820 33.40 PeO°rds 3800 lUsonnel and Tmmmg 640 Lbw OWI&Chy Dill SeCLWtty Q00 Traffic.Safety GOD Adrrinistrdtian-Animal Cbntrol 740 Field Services 800 SielterServices 700 Fb ice Total 529.00 Police Budget Summary A2007/08 2008/09 A2009/10 2010/11 Percent Actual Actual Budget Proposed Change A.Expenditures by Programs 2009/10-2010/11 Administration 8,614,629 8,812,787 8,271,125 8,428,600 2% Support Services 889,917 910,388 854,432 870,700 2% Patrol Field Services 26,416,554 27,024,202 25,363,207 25,846,100 2% Patrol COPPS 4,168,211 4,264,090 4,002,005 4,078,200 2% Gangs/Violent Crimes 4,237,712 4,335,190 4,068,735 4,146,200 2% Traffic 3,695,912 3,780,927 3,548,539 3,616,100 2% General Investigations 9,830,178 10,056,297 9,438,205 9,617,900 2% Forensics-Property 1,679,672 1,718,308 1,612,696 1,643,400 2% Dispatch 2,356,896 2,411,111 2,262,916 2,306,000 2% Records 2,238,336 2,289,823 2,149,083 2,190,000 2% Personnel and Training 1,080,431 1,105,284 1,037,350 1,057,100 2% Downtown&City Hall Security 81,766 83,647 78,505 80,000 2% General Fund Total 65,290,214 66,792,054 62,686,800 63,880,300 2% Administration 649,397 649,099 399,125 586,400 47% Field Services 646,850 646,553 397,560 584,100 47% Shelter Services 603,660 603,383 371,015 545,100 47% Traffic Safety 950,000 950,000 00/0 Drug&Gang Education 120,678 43,643 79,700 30,000 -62% Asset Forfeiture 185,150 135,218 228,400 228,400 00/o Police DIFFF 86,400 46,421 200,000 Special Revenue Total 2,205,736 2,077,896 2,425,800 2,924,000 21% Total 67,495,950 68,869,950 65,112,600 66,804,300 3% B.Expenditures by Classification Personnel Services 56,618,544 59,791,543 56,772,800 58,251,400 3% Maintenance&Operations 2,640,171 949,118 1,356,200 1,391,000 3% Contractual Services 2,423,067 2,125,501 1,755,000 1,888,600 8% Internal Services 5,828,016 4,610,647 4,583,500 7,041,900 54% Capital Outlay 660,613 299,300 39,700 208,000 424% Debt Service 1,970,201 2,003,920 2,010,700 2,083,700 4% Credits/Billables -2,644,662 -910,079 -1,405,300 4,060,300 189% Total 67,495,950 68,869,950 65,112,600 66,804,300 3% C.Funding Sources General Fund 57,588,951 56,733,116 54,928,700 55,786,400 2% Measure Z 4,799,732 7,383,918 5,951,000 6,293,000 6% EDA/CDBG 609,600 267,100 267,100 300,900 13% Traffic Safety 2,296,931 2,407,920 2,490,000 2,450,000 -2% Animal Control 1,899,908 1,899,035 1,167,700 1,715,500 47% Asset Forfeiture 185,150 135,218 228,400 228,400 00/0 Drug&Gang Education 120,678 43,643 79,700 30,000 -62% Law Enforcement DIFF 86,400 46,421 200,000 -1000/0 Total 67,587,350 68,916,371 65,312,600 66,804,200 2% AFor comparison purposes prior fiscal year actual expenditure are allocated to the current program E�Vorkers Compensation and Liability charges have been added to each Department's Internal Service Charges. CITYOF SAN BERNARDINO INTEROFFICE MEMORANDUM Sn,k i�a TO: Charles E. McNeely, City Manager FROM: Keith L. Kilmer, Chief of Police SUBJECT: Police Department 15% Reduction Budget Summary i DATE: June 28, 2010 The San Bernardino Police Department (SBPD) has become a primary and integral component of the public health, safety, and welfare needs here in the city due to the significant crime and public safety challenges that continue to exist in the community and surrounding areas. The organization has evolved into an effective and responsive crime-fighting agency, but with continuing challenges and threats relating to gang and narcotics activity, parole and probation monitoring/enforcement,juvenile crime, along with other enforcement and general crime related activity. Compounding these challenges are safety problems related to economic and other conditions that contribute to homelessness, multi-unit housing complaints, and a myriad of daily calls and concerns that affect quality of life and the feeling of safety among residents, businesses and potential visitors to the area. The provision of Community Oriented Policing and Problem Solving (COPPS) services by SBPD has followed the evolution of modern day policing strategies and practices. From these strategies, combined with the dedicated work of city employees and members of the public, the city has realized significant crime reductions and safety improvements, particularly in the last several years. The department continues to foster and improve COPPS and other law enforcement efforts, leading to increased public participation and support in developing a safer community. In the final equation, public safety and the perception of a safe community are part of the bedrock for establishing economic vitality and a better quality of life,_ Safety, crime reduction and improved quality of life are simply not achieved without the personnel and staffing resources needed to effectively police a city with our geographical size, population,workload and historical crime challenges. The city and its leaders have done a tremendous job thus far in dedicating resources toward this vital law enforcement mission. 1 In the past two years, since July 2, 2008, the police department has contributed to the general fund budget reductions in the amount of $10,660,481. A total of 43 positions, including 22 sworn officers, have been eliminated to bridge the general fund gap. Other reductions have resulted in eliminating helicopter support, closing the city jail, eliminating programs, streamling patrol shifts, reducing services, utilizing technology to the extent possible, reducing training and overtime to what is minimally necessary, utilizing seized assets to the extent legally appropriate, realigning department resources, recruiting volunteer support, delaying purchases and aggressively pursuing revenue generating/cost offset opportunities as appropriate. Beyond the above, the department currently carries 25 police officer vacancies and 7 civilian position vacancies. At any given time the department may have 15-25 personnel off work due to injury, military leave or administrative leave. These personnel realities contribute to reduced staffing availability, service levels and overtime usage. The department has also recently assumed management operations for Animal Control and Parking Enforcement. All Proerams The 15% Budget Reduction scenario for the police department would be, in my opinion, catastrophic for the community. We are at a bare bones operating level with current staffing. Cuts of this magnitude would effectively reduce the organization to staffing levels of two decades ago, beyond what is needed to police the community with any sort of effectiveness. The safety of our employees would be compromised on a daily basis. The ability to even provide basic patrol services to handle emergency calls for service would be questionable. Additional Impact Considerations • City's crime rate is now at its lowest point in decades, translating to 5,000 fewer victims annually compared to 1997. • Personnel reductions will revert crime fighting capabilities to 1991 staffing levels. • Crime rate will increase (1993 homicides were 83 compared to 32 in 2009). • Slower/longer response times. Some call types would be discontinued. • Ability to promptly coordinate problem solving solutions and special projects will be severely limited, if not discontinued altogether. • Overtime surely to increase; byproduct of reduced staffing, along with necessity to continue practical response to certain critical incidents which require high levels of expertise and manpower (homicides, sexual assault, civil unrest, barricaded subjects, SWAT, etc.). • San Bernardino's Violent Crime Index (2006, 2007, 2008) has remained nearly double that of the state and neighboring communities within the county. • Part II crimes, forgery, fraud, vandalism, weapons theft increased (2006, 2007, 2008). • There are 5,950 known gang members in San Bernardino. • San Bernardino is home to nearly half of the entire county gang population. • During the 2007/2008 school year the San Bernardino Unified School District Police reported over 2,500 documented gang related incidents. 2 • San Bernardino County is home-base to second highest number of parolees in the state and third highest in the U.S., with over 10,000 parolees; 2,000 reporting in this city. • The City of San Bernardino is the County seat, bringing in a significant increase in daily population during the work week. • The City of San Bernardino experienced 108 murders in 2004 and 2005, while neighboring Riverside, home to a much larger population, recorded only 30. f 3 PUBLIC WORKS DEPARTMENT FY 2010-11 PROPOSED 15% 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 15% Reduction Target: $1,317,690 Impact Statement: Service levels to public will be Department Recommendations Total: $1,417,000 impacted in conjunction with the operational impacts to City departments. Full Time Department Employee Total: 216 Proposed Full Time Employee Reduction: -13 New Proposed Full Time Employee Total: 203 Proposed Part Time Reduction: 3 Ongoing Impact Position Item FProgram Budget Reduction Plan P Change Savings Eliminate 3 Admin support 1 -$363,300 positions and renegotiate Consolidate services within all programs of Public -3 Franchise Fee with recycling Works to generate savings. contractor Eliminate support position and The lift station is maintained and operated by the 2 Sewer -$67,400 Sewer program and all electrical costs associated with -1 pay for City Hall lift station costs the Lift Station need to be charged to the sewer fund. Eliminate 1 Equipment Maintenance Manager position Additional duties will have to absorbed by Division 3 Fleet -$292,600 and 2 Equipment Mechanic II Manager. Administrative function will slow down and -3 positions and reduce operation service will be reduced by 20% . costs due to less equipment being used Now Engineering -$165,800 Eliminate 2 Admin support Use contract services when they are needed -2 position and in house survey unit. Charge for Neighborhood Clean- Eliminate support for free neighborhood clean-up 5 Streets -$20,000 up Events events which cost approximately$20,000 per year in dump/waste fees and overtime. Eliminate 2 custodians, 3 PT, 1 Admin support position, 1 Reduction in service to Carousel Mall, Library&City 6 Facilities -$507,900 Maintenance Mechanic, decrease Hall building electric use and reduce operation costs Total -$1,417,000 Public Works PUBLIC WORKS General Internal Svcs. Enterprise Special Fund Fund Fund Revenue Administration Street lFleet Refuse Sewerline Maintanance Administration Administration Maintenance Graffiti Concrete Vehicle Automated Removal Maintenance Maintenance Res.Coll. Street Light Traffic Light Utilities Commercial Maintenance Maintenance Collection Street Real Capital Sweeping Property Projects Recycl Env. r; Traffic Custodial Sustain. Engineering Maintenance ,� Ri ght o f Building Maintenance Graffiti '+ Removal i �j fw-- m A&ril1StT'dlloil 215 Street Nt rAenar= 425 Ndiicle Nt"er anoe 2400 Gaffrti Pbroval 5.00 Cbmete Nbimtanance 400 Stteet hot Nbirttalat= 0.50 Traffic Nbintaiaioe 400 Fleet Adair station 600 C stodial Nbintenanoe 1000 BAding Nbirrtaix= 5-OD L7nies 200 Real Roperty 22D Rojeas 168D Tmffic 200 IVAlAdni-iist u im 13.60 Automated Pesxknbal CbRection 43.00 Cbnncrcial CbWcti 3700 Sam 5.00 /Hwimmtal 3.00 Rgtl ofWay 800 Seer line Nl&1erw oe 1850 Taal 216L00 R>b6c WAS Budget SL-wr-y A2007/OS A20W09 A20"10 201x11 F�aL�ert Acaftxl Acaal Fhxto Prcposw Cl-rw- A>lqiendktres by Fkmgrwm 2009 10-2010'11 AdZViytrdlia 3,461200 2-ch3aO55 3,070,721 3,173,2W 3% Sweet Miitenranoe 8385795 722,193 744,165 7' 000 3% Cia8ffi Ren1wal 252293 217,721 223,830 231,300 3% Carer a N16rteranoe 462-373 3965096 410,210 423-900 3% Street Lj&Nfa�ce 355-588 3066157 315472 3264000 3% Traffic Sigrw Nlta�e 834;650 7185624 740,488 766,200 3% 12ea1 ply 196,446 169,138 174,284 180,100 3% CbV"Projects 655543 990245 606,202 629-'M 3% Traffic Fsgirx" g 266,600 228,679 235,636 243,500 3% Qstodel Nbi enanoe 1 064546 913,118 940,899 972 2CO 3% EUIcfing Nlr�� 1,16B 59 1,006,374 1 036993 1071,600 3% Ckneral FlydENpermldres 9958-340 8249902 $5005900 K-)94600 3% Velicle Miirterw= 75685129 5,784,172 5963,443 5736200 -40/6 Fleet A tiQ- 2,067289 1,622,899 1673,157 1,609,400 -4% U flues -1950740 4,165,240 3,841,100 3,845400 O% htenral Service FtrtdExpenritrres 13,392138 11.572271 11,477,700 11,191,000 -2% Refi se AdrrasUtatiai 7,477,716 7260964 7,877,736 8,017,800 2% ALtcrrated Resid✓rtial Col)eeficrr 7,097945 6,892 201 7,477,649 7,61Q600 2% CAnnmrcial Co➢ectim 62&1217 6-102,061 6,621,391 6,7385100 2% Street,Skxeg 58Q-5,68 563,739 611,625 622-5M 2% Recycling/Envirarrertal S zWkob7rty 70520, 684,819 742,990 756,200 20/0 RigIY of Way 995,397 5-/85139 6x7248 6385400 2% Cra11ro Renuval 204994 199,052 215960 219,800 2% Enterprise Flyd EygpencjtLres 22946,099 22280,975 24,173,600 24;603,400 20/0 Sever N)iinterrffioe Expenditures 3,840,729 4,063,920 3,079„800 2,843,600 -80/10 Total E5epenrittres 50,137506 46,167,06$ 47,2:32,000 47,422,600 OP/o lL Expenditures by Classification Persarnel Services 14,8:158_53 13,683,659 13,519900 L3,565-500 00/o 1Vhinterm-ice&Operutiors 17,782,683 15930,761 17266,200 16230,200 $/o CartractLRl Services 4,070,812 3,71005446 3,341�N 3448-cM 0131/0 lrtenel ServioeB 9,797,829 85564,992 8,639,600 9,669,800 120NO C hpi al(Atlay 1,703,183 1,222 5&4 533,000 341,200 -3(P/o Debt Service 1983,001 3,099,331 3932,000 4272,000 ONO Ordts/ 1945 5695 - (5,000) OP/o Total 54137206 46,167,069 47232,(00 47,422,600 0/o C Fbnc§ g Soirzes Chneaal Fund 6,8455.340 4,364,30,2 X614,600 4,496-300 -3% Cos Tax 29101000 3,715600 3,160300 3,166_300 OP/o 1/2 Ceti - - 1,1OQ000 1,100,000 00/o ID CI)EI ' 200,000 1'70,000 70,000 20000 -71% Refise Fund 22,744,283 72,065,009 23-960968 24,6035400 3% Sever Fund 3,$&10,729 4,053920 3,079-800 2,843,600 -8% Fleet Find 9,435,396 7,407,CBI 7,636,600 7,345600 -4% LbTdyRzd 3956,740 4,166,240 3,841,100 3,845400 M/o Total 49,935490 45,971,102 47,469,388 47,471,600 OP/o AFror empaxIsm purposes pnor fiscal}ear able re ate allocated to the cLzrCMpnogarn %brl<em Cbn persatim and Lobulity clwWs have been added to each Depwayerfs htmx l Service Q=Bts CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM San Bernar ino TO: Charles E. McNeely, City Manager FROM: Randy Kuettle,Acting Director Public Works Department SUBJECT: Public Works Department 15%Reduction Budget Summary DATE: June 28, 2010 The following is the Public Works Department plan to achieve a 15% 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$1,317,690. 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 eliminates the positions of Executive Assistant and Senior Office Assistant. The Executive Assistant position provides administrative support the IWM Program Manager and Route Supervisors. The loss of support will have a direct effect on the administrative staff in other Public Works programs. The Senior Office Assistant provides support for the Route Supervisors and the Environmental Projects Manager. Those duties will be divided between those positions. The reduction of the IWM staff will have a negative effect on the tonnage tickets, payroll, and service requests. The funds for the positions will be shifted from the IWM account to cover general fund positions in the Public Works Department. The reduction plan reduces the street sweeping program to once a month. To implement the plan, one Lead Sweeping Operator position will be eliminated. The sweeping routes will revert back to the pre-2007 routes schedules and residents will notice their sweeping days will change. The effect will have 50% reduction on debris removed from the streets, diminishing the appearance of the City. The reduction in street sweeping is necessary to support additional reductions made in the Fleet Division. 1 Fleet Maintenance Program: The reduction plan eliminates two Equipment Mechanics and one Equipment Maintenance Manager. 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. The duties for adhering to AQMD requirements will shift to the Fleet Division Manager and the Administrative Supervisor will absorb the additional administrative responsibilities. These reductions cover additional 15% 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 survey consultants on an as-needed basis to provide survey services in support of in-house design efforts. In addition, the reduction plan eliminates the vacant Senior Administrative Analyst position, resulting in design engineers continuing to perform administrative duties and allocating less time on designing CIP projects. The on-going program objective to ensure CIP projects are completed in a timely manner will be adversely affected. The CIP project backlog will continue to grow unless the number of new projects added each year is reduced accordingly. 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. z 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. 2 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 Metrolink and Santa Fee Depot for security services and maintenance. 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U � -+-j 60q, 601� ct -� • � v' Oct cn ct1—�--I O \ U 00 ct 0 0 4� o U c� U . . �A ct o � O ct ct ct r..- O bA 4 ° c ct ct ct ct \ cn w O ct ct ,� ' � • � �'' sue._-� ,'' ct O rl • !�1 d ® el -1 NO C U Ct v� j ct Ct • bJo 'o ct CA ct ct Ct ct � c� w � � Q � w • r-., w 00 W d- N U' . o0 � 0 0 ct U0 • �-4 • 4--+ , t N N N ct 0 0 N ct Op 'M £ , U ,sue ct �O N cn O cn ct r4 cn ct U N ct cn • U �+ N N � c.� � U O O U O 4-j . . ct bfi c cn ct � � � � a) � • c cn E -o a) o � cn .� = cnCY) 0 .� Q-o CM oo -00 o 4-j E EE 0 U U) �OZ3am o UJ ct I ,--, ct N O N � o L`7 0 M � O ^ O � � O j ct cn C E o o ct o Got n � . . \ ct O cn ct ct N ° Q ° C wwG04 ct o �' 4J Ct Q ct N Ct �--� cn cn cn w o Q • �' ct N � w U � N O � c� N � ct ct r , � J--� N e�RNARD�'YO 4r _ p e M T J a` �G't'oED tN�` INTER OFFICE MEMORANDUM OFFICE OF THE CITY ATTORNEY CITY OF SAN BERNARDINO // Entered Into Rec, of MCC/CDC Mfg: G/3 by: To: Charles McNeely, City Manager Agenda Ite Al by, From: James F. Penman, City Attorney City CIerk C C Secretary City of San Bernardino Subject: Final Proposed City Attorney Of ce Budget For FY 2010/2011 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. -------The only other line-iterns-thatzould-be reducedto-reatizea-YS°la reduotian-would-be in personnel - - - 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. ��a�o 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-will be-commence against the ity unng the fiscal 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 ✓ FISCAL YEAR 2009-2010 eJ'y z hdN b;1�+ ./✓e4, OoS 41 - i FUND 001 GENERAL TL111D DIVISION 051 CITY ATTORNEY i (44 pa 'k� ACCOUNT OBJECT A TITLE ACTUAL 2006-07 ACTTIAL 2007-OB PROJECTED 2009-09 ADOPTED 2009-10 5011 SALARIES PERM/FULLTIME 1,674,915 1,841,045 1,844,776 11264�20 5013 AUTOMOBILE ALLOWANCE 4,;500 5,700 .6000 6,300 5014 SALARIES TEMP/PARTTIME 76,176 96,056 .91,213 -46:104' 3j 000 5015 OVERTIME 345 1,997 5,516 3,000 5026 PERS RETIREMENT 243,357 343,012 371,488 . 361,200 " 5027 HEALTH A LIFE INSURANCE 186,29D 194,597 213,824 221,400 5028 UNEMPLOYMENT INSURANCE 4,390 4,862 4,869 4,700 '' i 5029 MEDICARE 25.540 28,305 28,436 27,100 c � TOTAL PERSONNEL SERVICES 2,215,514 2,515,573 2,566,122 2,t24,!p9,S . 5111 MATERIALS 6 SUPPLIES 12,345 11,779 16,056 -20..900 16000 5112 SMALL TOOLS 6 EQUIPMENT 0 0 0 1,100 512: ADVERTS S:::G 6,511 0 0 4,400 5122 DUES L SUBSCRIPTIONS 11,356 11,397 9,720 14,000 5123 LIBRARY BOORS 73,553 86,765 87,606 75,000 5513; MILEAGE 95 0 108 300 5132 MEETINGS 6 CONFERENCES 4,463 6,691 8,375 .L-D= 13, Poo 5133 EDUCATION 6 TRAINING 10,837 7,994 2,599 3.,-490 t0� ✓0 O 5171 RENTAL'S 5,530 4,910 5,892 3r90D (, 1V0 5172 EQUIPMENT MAINTENANCE 4,353 3,679 2,904 91000 5114 PRINTING CHARGES 8,061 61956 11,828 yy„p,p8 610.0 5175 POSTAGE 5,159 4.598 6,576 7,000 5176 'COPY MACHINE CHARGES 4,336 B,BB1 11,075 11,100 5177 LITIGAT:ON EXPENSES 162,586 158,157 292,864 338,6,60 I9(311'S� 5183 MANAGEMENT ALLOWANCE 35 90 88 600 TOTAL NAINTENANCB A OPERATION _ _. 309,220 313,897 455,692 J34r366 3 6�j 2 5 1 '� 5502 $$PROFESSIONAL/CONTRACTUAL SVCS 8,603 910 6,167 6,000 -1,5503LITIGATION-OUTSIDE ATTORNEYS 556,163 637,554 558,024 °A.0�- yy G 8D0 5505 OTHER PROFESSIONAL SERVICES 0 140 . 1,147 11000 TOTAL CONTRACITIA, SERVICES '- 564,765 638,604 565,338 303.{966- 5621 ¢o o * r 5601 GARAGE CHARGES 2,535 883 400 600 5604 IT CHARGES IN-HOUSE 2,700 2,500 1,400 2,800 p y0 5605 TELEPHONE SUPPORT 8,981 6,342 4,400 4,400 5610 COMMUNICATION SHOP 5,200 91700 6,900 4,600 5612 FLEET CHGS FUEL 11BB7 3,047 2.300 4,700 TOTAL INTERNAL SERVICE CHARGES 21,303 22,472 15,400 +'-.l^'S vli 6 DD 5702 COMPUTER EQUIPMENT 0 125 6,463 200 5704 MISCELLANEOUS EQUIPMENT 1,927 0 2,185 2,500 TOTAL CAPITAL OUTLAY 1,927 125 8,647 _8 7409 3, Z-00 fi TOTAL _ 3,112,729 3,490,670 3,611,199 Ov 31 (y 11 Z 5 f ADO 1 RcP �j hD3 !'e 4l ur e� � 115/ DO0 63 3 L�K 56y wdgr a olU f 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. 3 Litigation deduct$40,449 from Litigation expenses acct. Total $0.00 JD 630 Ito 3! 5-`� Positions by Program Position Program Municipal Legal Services Liti ag 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 i Invest. F/T .10 .10 1.3 i j Invest. P/T .05 .05 1.9 Sub-Totals 8.9 5.4 8.2 Total 22.5 01-2ofro 3.51 0 o O _ Q U Z CL 2 E � w o � N 4Z O � N O � N � � � Q O U ct N N " � V4 N � � bA '� O r= m • ^ v 4-4 ct O r4 N U to V 1 " � C�l1 U • O O ct �-+ N � c� ^ cn cn • � • �+ con � U � ct N ct c . � Ct ct ct CIS¢, � . � N U � O N N � u 1� U r � � U ct cn o u ° o aA Ct N U M ct U ~ Ct O cd rte,,, U US 3 O ° c o � O NN � 0 :~ > ° C) o o o ; O °O $:14 o � � U Q., ct c� C/1 c ti) N O U a) c ct cn r� c N \ ^� ct � rA O N N `n rA ct V1 GQ N w C13 �--i c4z� U C �., ct c CA cn � � b�A ct ct ct 'A ct ct R UO O cn t++ N ct oc ct ct 0 . yy O C� u �3 N O � ¢' > o C o 0 W U U w CA a ca Py �i g, R O Q 11. 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