HomeMy WebLinkAbout35- City Administrator CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: Fred Wilson Subject: Budget deliberations -- FY 96/97
Dept:
Assistant City Administrator Budget
--) I t
Date: June 26 , 1996 �
Synopsis of Previous Council action:
6/17/96 -- Mayor and Common Council adopted Resolution #96-171
- approving an interim operating Budget for FY 96/97 pending
approval of a final Budget. Budget deliberations were
continued to the meeting of July 1 , 1996 .
Recommended motion:
That the proposed budget adjustments listed on Attachment A be
approved and that the Director of Finance be directed to incorporate
these adjustments as well as the adjustments listed on Attachment B
(which have been previously approved) into the FY 96/97 Budget.
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Signature
Contact person: Fred Wilson Phone: 5122
Supporting data attached: Ward:
FUNDING REQUIREMENTS: Amount:
Source:(Acct. No.)
(Acct. Description)
Finance:
Council Notes:
71/ b 9��
STAFF REPORT
On June 17 , 1996, the Council adopted an interim budget for FY 96-
97 pending adoption of the final budget. In addition, an amendment
was made relative to sharing the funding for crossing guards with
the School District. The net effect of this action was to increase
the remaining deficit to $529, 100 (rounded) .
Provided as Attachment B is a summary of the revenue enhancements
and budget reductions which have been approved by the Council to
date. This document reflects the remaining deficit of $529, 100.
Attachment A is a list of options which have been developed by
staff which involve a combination of revenue
enhancements/adjustments and budget reductions. These options
total $477 , 400 . They also assume approval of the reductions
previously made in concept. Assuming these options are approved,
the remaining deficit is $51, 700. Staff is continuing to identify
alternatives to close this gap.
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Attachment A
Updated 6/24/96
Alternative Budget Balancing Options
Current Budget Deficit: $ 5299100
Revenue Enhancements/Adjustments
Increase the sewer "in-lieu fee" transfer 200,000
from the Sewer Fund to the General Fund
from $304,000 annually to $504,000
Reduce booking fee trust fund 50,000
Increased Animal Control licensing revenues 45,000
through contracting for door-to-door canvassing
Reduce General Fund transfer (due to increased 30,000
revenues)
Budget Reductions
Eliminate Asst. Director of Planning and 55,000
Assistant Planner; establish new position of Land Use/
Development Manager
Reduce Mayor's Office expenditures 7,700
Approve reductions previously made "in concept": 89,700
Contract animal license canvassing (5,900)
Reduce building maintenance services (45,600)
Eliminate vacant Equipment Mechanic II (38,200)
Total reductions: 89,700
TOTAL REDUCTIONS/ENHANCEMENTS/ADJUSTMENTS: 477,400
DEFICIT REMAINING: 51,700
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REVENUE ENHANCEMENTS/ADJUSTMENTS
Increase Sewer "In lieu Fee" Transfer $200,000
The City currently receives $304,000 annually from the Sewer Fund which is under the
control of the Water Department. It is proposed to increase the fee to $504,000.
Increase Animal Control Licensing Revenues 45,000
See Attachment developed by Debi Biggs.
Reduce General Fund Transfer to CATV Fund 30,000
The revenue from sale of video tapes and contracted services was budgeted at $42,000
for Fiscal Year 1995-96. Due to increased activity in these areas, revenues are projected
to be approximately $72,000. The additional revenues which have been realized will in
turn reduce the amount of the general fund operating transfer for Fiscal Year 1996-97.
Booking Fees 50,000
The City has received a final billing statement from the County for booking fees owed
from July 1, 1990 through December 31, 1995. According to the County invoice, the
City owes $3,385,230 for this period. A preliminary reconciliation of the invoice to
Police Department records and funds set aside in the trust fund indicates that a minimum
savings of $50,000 can be realized. It should be noted that additional savings may be
achieved after a complete reconciliation of the invoice has been completed.
$325,000
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BUDGET REDUCTION WORKSHEET
DEPT: Plnng/Bldg Svcs. FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate vacant Asst. Dir. Plnng/Bldg Svcs. $ 87, 900
Eliminate vacant Asst. Planner +46, 300
$134, 200
Establish new position Land Use/Dev. Mgr - 79, 200
Net Savings $ 55,000
POTENTIAL COST SAVINGS: $55,000
IMPACTS ON SERVICES:
Will result in longer processing times for development projects.
Will require redistribution of work load between fewer staff members, resulting in less
time for updates/maintenance of the General Plan and Development Code.
Positions affected? x yes _ no If yes, list positions:
Asst. Dir. of Plnng/Bldg Services (vacant)
Asst. Planner (vacant)
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BUDGET REDUCTION WORKSHEET
DEPT: Mayor FUND: General Fund
PROGRAMISERVICE REDUCTION:
Staffing Adjustments in Mayor's Office
POTENTIAL COST SAVINGS:
$7,700
IMPACTS ON SERVICES:
Eliminate Clerk Typist II position; increase hours of Human Relations Coordinator
from 20 to 30 hours, and restore Clerk Typist I from 3/4 time to full time.
Positions affected? x yes _ no If yes, list positions:
(1) Typist Clerk II (bumping will occur; no
layoffs anticipated.)
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BUDGET REDUCTION WORKSHEET
DEPT: Animal Control FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Contract with a private vendor for animal license canvasing; eliminate one temporary
part-time Animal License Checker positions.
POTENTIAL COST SAVINGS:
$5,900
IMPACTS ON SERVICES:
- No reduction in present day-to-day level of service. The position is presently
vacant.
- The canvassing program has suffered in recent years due to attrition/promotions.
Utilizing an outside vendor for canvassing has the potential to increase revenue
regardless of the number of part-time Animal License Checkers.
- Other staff positions will have to provide coverage for annual rabies/licensing
clinics. Possibly reduce the number of clinics.
Positions affected? x yes _ no If yes, list positions:
(1) Animal license Checker (part-time)
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BUDGET REDUCTION
PROPOSAL #2
Amended June 21, 1996
Eliminate one (1) Part-Time License Checker Position/Contract for Door-to-Door
Canvassing
Fiscal Impact: Savings Estimate $5,900/Revenue Estimate $45,635
Total Combined Savings and Revenue : $51,535
DESCRIPTION OF DIVISION
The Animal Licensing Division presently consists of one(1) Senior Animal License Checker and
three (3) part-time license checkers. This division is responsible for issuing and maintaining
accurate dog license records required by state mandate. Other responsibilities within the division
include the Veterinary Partnership Program and the Rabies Vaccination Verification Program.
The division plans all low-cost rabies vaccination/licensing clinics for the City (and Fontana).
There are five (5) clinics planned in San Bernardino and two (2) in Fontana in June and July
1996.
When the division was operating at 100 percent, the part-time License Checkers went door-to-
door to canvass for noncompliance in licensing. Over the course of the last few years, this
activity has suffered as part-time employees were serving in full-time capacities in other
divisions of the department.
There are presently two (2) part-time License Checkers processing renewals, issuing new
licenses, working the clinics, etc. The position to be eliminated is vacant.
IMPACT OF "REDUCTION"/CONTRACT CANVASSING
The proposal includes contracting with a private firm to provide door-to-door canvassing. The
benefits of the program include:
• increased revenue
• increased compliance on rabies vaccination and dog licensing
• computerized records will be "cleaned up," saving disk space as well as printing,
postage and personnel costs.
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The contractor will:
• make personal contact at each household in San Bernardino
• return up to two (2) more times for compliance
• provide noncompliance information to the City (contractor does not issue citations
for noncompliance)
• sell dog licenses that are delinquent or new licenses (will not sell to those who are
about to expire or have not been expired less than 30 days)
• provide an 800 number for residents to call for information, eliminating most calls
to the department
• be reimbursed for 60 percent of fees collected for delinquent dog licenses and $1 for
each new license generated
• not receive monies for future renewals.
Licensing revenues for FY 94-95 were $168,069. Estimated Licensing revenue for FY 95-96
is $168,700. Projected Licensing revenue for FY 96-97 is $168,600.
It is estimated there are 35,021 dogs in the City; 33 percent are currently licensed. Of the
currently licensed dogs:
--50.6 percent of regular licenses are not neutered
--49.4 percent of regular licenses are neutered
--17 percent of all licenses are issued to senior citizens (30 percent of spayed/neutered
licenses)
Our first year goal has been set conservatively at 50 percent compliance rate. This would mean
adding an additional 5,605 licenses to the base.
Projected revenues include:
Senior Citizen: 953 @ $5 = $4,765
Regular: 2,326 @ $28 = $65,128
Altered: 2,326 @ $19 = $44,194
Total projected gross revenue is $114,087. City shall pay to the contractor 60 percent or
$68,452, leaving a projected revenue of $45,635 to the City.
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IMPACT ON STAFF
During peak seasons, all available staff are utilized for processing/inputting license renewals.
Occasionally, nonlicensing staff are used to provide adequate coverage for licensing clinics,
many times management and mid-management employees. (Note: Out of 22 "staff positions"
at clinics in June-July 1996, only two (2) are nonlicensing general unit members. They are
working the clinics as part of--not in addition to--their "regular" duties). The Representative
Duties section of the Job Description for Animal Control Officer (ACO) states, in part, " . . .
assists in arranging for or conducting rabies clinics . . . "
Follow-up for Noncompliance: Contractor does not issue citations for noncompliance. They
will, however, provide noncompliance information to the department.
There are seven (7) Animal Control Officers on staff. Presently, all are scheduled to work on
Mondays and Wednesdays. Whenever possible, one ACO is scheduled to assist in the front
office or on "special projects." With the closure of the shelter on Mondays becoming effective
July 1, 1996, the officer routinely scheduled for the office position will not be necessary. It is
very possible that this position will be utilized for proactive programs including follow-up for
noncompliance of licensing.
It is anticipated there will be no significant increase in the work load of the Animal Control
Officers. Issuing citations for noncompliance of City ordinances is a part of their normal duties.
Officers assigned to follow-up on leads supplied by the contractor will be performing this
function as part of--not in addition to--routine field work.
Daily Processing of License Renewals: No impact with respect to present operation.
IMPACT ON FY 96-97 BUDGET REDUCTIONS:
Estimated part-time salary savings: $ 5,900
Estimated net revenue from canvassing 45,635
Total $51,535
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BUDGET REDUCTION WORKSHEET
DEPT: Facilities Management FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Reduce building maintenance services (increase response time by 3 days)
POTENTIAL COST SAVINGS:
$45,600 (net savings)
IMPACTS ON SERVICES:
Reduction will slow down the delivery of building maintenance services by an
average of 3 days. This would take the current service time on routine requests
from 7 to 10 days. Savings in salary in benefits would total $65,600.
These positions were chosen as they would have less impact on service. The
other positions in this section are all designated as skilled trades (i.e., electricians,
plumbers, etc.)
- Impact would be offset by adding $20,000 for contractual services. This
additional will allow the building maintenance section to privatize certain routine
maintenance functions currently done in-house, and reduce the impact of losing
these positions. Proposed areas for this work are door repairs, lamp replacement,
and equipment repairs.
Positions affected? x yes _ no If yes, list positions:
(2) Building Maintenance Workers
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BUDGET REDUCTION WORKSHEET
DEPT: Fire FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate Fire Equipment Mechanic II
POTENTIAL COST SAVINGS:
$38,200
IMPACTS ON SERVICES:
- Position has been vacant since 1991.
Positions affected? x yes _ no If yes, list positions:
Equipment Mechanic II (vacant)
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