HomeMy WebLinkAbout01-Budget Deliberations
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BUDGET SAVINGS PROPOSAL SUMMARY
City Administrator's Office
Proposal TitlelDescriplion:
Share 25% more of Administrative Analyst II position with Development Services
Department/Public Works - 50/50 split (Various Capital Projects)
Fund, 001 General Fund Department: City Administrator
Division: 1 0 1
Net Potential Expenditure Savings and/or Revenue Increase: $17,300 in General Fund savings.
Summary of Proposal: 10% Budget Savings Proposal
Last year the Development Services Department had a vacant Senior Administrative Analyst
position, As part of the City Administrator's Office budget cut in FY 2003/04, the Administrative
Analyst position was split 25/75 with Development Services (25% to Development Services) to
support some of the remaining duties left by the Sf. Administrative Analyst. The arrangement has
worked well for both departments,
The primary r~sponsibility of the Administrative Analyst II in the c.A. Office is processing of the
agenda, Other duties include tracking legislative issues, providing staff support to certain council
committees, customer service survey tracking and follow-up, As a result oflast year's cut, this
position focused mainly on the agenda and the remaining office staff supported the other duties of
this position, In the face of the necessity of further budget cuts, it is proposed that another 25% of
the Administrative Analyst II position be shifted to Development Services. The agenda process
constitutes a workload of approximately 20-hour per week, Therefore, it is proposed that the
Administrative Analyst II position be split between the City Administrator's Office and the
Development Services Department to continuing assisting with the workload left by the loss of the
Sr, Administrative Analyst. The Development Service's portion (50%) of the position would be
funded through various capital projects.
The employee would be assigned to work 2,5 days per week (50% of the time) in the City
Administrator's Office and 2,5 days per week (50% of the time) in Development Services/Public
Works, This would result in a $17,200 savings to the General Fund for the City Administrator's
Office,
Proposal Implications (pros/cons):
Pros: Development Services suffered a great loss when the Sf. Administrative Analyst position was
not filled and ultimately cut from their budget. The Administrative Analyst II from the City
Administrator's Office has been extremely helpful to Development Services by tracking grants and
managing capital projects. Another 25% of the Administrative Analyst II position to Development
Services would increase the badly needed workload capacity of this position.
CODS: In adC:ition to the agenda, the Administrative Analyst II position performs other project
related tasks, In order to accommodate for the loss of 50% of the analyst's workload, other
Administrative Office staffwill have increased workloads, Additionally, staff will need to assist
with the agenda process during times when this position is in Development Services,
\
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Reorganize Code Compliance Department
Fund, 001-071-5011
Department. Code Compliance
Division: Code Compliance
Net Potential Expenditure Savings and/or Revenue Increase: $45,000 in savings
Summary of Proposal:
The Field Operations Manager position is currently vacant. It is proposed to eliminate the position
and expand Senior Officer roles (with a change in title and increase in salary range) to take on
increased management duties. Code Compliance currently has five senior officers. It is proposed
that a new classification be created with an expanded management role and that the Senior Officers
be eligible to promote into these positions. The new positions will increase the management duties
and require a higher level of certification and expertise than the current Senior Officer positions
along with requiring a minimum time as a Senior Officer before eligibility for promotion, We
believe that given the proposed standards that three of our current Senior Officer would be eligible
for promotion in the first year, Although the salary for the new position is currently under study it
is estimated that the top step of the new range would be approximately $8,000 to $10,000 higher
than the current top step of Senior Code Compliance Officer. Since salary and benefits for the
deleted position is about $75,000, the minimum savings from this organizational change is
estimated to be about $45,000,
In addition, we are proposing as part of the reorganization reclassifying the Administrative
Operation Technician incumbent to a Code Compliance Officer I. The Administrative Operations
Technician is an in-house computer technician. With the new computer hardware and software
acquired by Code Compliance the need for this position will be greatly reduced, Reclassifying the
incumbent will give us another officer to offset the management time the new Senior Officer
positions will be required to perfonn and make the expertise of the current employee available in
the rare instances where we will need in-house computer support,
Proposal Implications (pros/cons):
No impact on services to the community but increased duties for some Senior Officers and Code
Compliance Director which, should be offset by the new Code Compliance Officer position,
05119/0410:25 AM
l-
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TilleIDescriplion:
Delete Traffic Engineer; add contract services funding
Fund: Department: Development Services
Division: 185 - Traffic Engineering
Net Potential Expenditure Savings and/or Revenue Increase: $85,300
Summary of Proposal:
Delete one (I) Traffic Engineer position, and add contract services funding
Proposal Implications (pros/cons):
Deletion of the Traffic Engineer position would result in annual salary and benefit savings of
$110,300, An additional $25,000 in contract services would need to be budgeted, for a net savings
of$85,300,
The position does not require any specific registrations and cannot function without the oversight of
a registered civil engineer such as the City Engineer,
The Traffic Engineering Section currently has the following positions:
Traffic Engineer, Anwar Wagdy
Associate Engineer, Tim Porter
Engineering Assistant II, Tony Lugo
Engineering Assistant I, Bernardo Guevara
In the event that the position of Traffic Engineer is eliminated, the Deputy Director/City Engineer
would serve as the City's Traffic Engineer and directly supervise the remaining employees in this
section,
Note: The Traffic Engineering Section handles all traffic complaints, maintains records on all signs
and pavement markings, and issues work orders for installation of signs and marking and/or
modifications, The section reviews all development plans for traffic related issues and traffic
impact analyses, calculates traffic fees, determines needs for traffic studies, operates the traffic
model, times signals, studies accidents and recommends solutions, The section provides staff
support to the Traffic Safety Committee and provides support to Risk Management on traffic related
ISsues.
061l5/04 2:33 PM
5
Proposal TitlelDescription:
BUDGET SAVINGS PROPOSAL SUMMARY
Increase Planning and Bnilding fees to reflect costs
Fund,' 00 I
Department: Development Services
Division: Planning and Building
Net Potential Expenditure Savings and/or Revenue Increase: $30,000 (estimated)
Summary of Proposal:
A consultant will be retained to examine the City's planning and building fees, Most base fees have
not been adjusted since the late 1980's. The City of Lorna Linda recently retained a firm that
completed a fee update, and staff has solicited a proposal from that same firm, The actual amount
of additional revenue is unknown at this time,
Proposal Implications (pros/coils):
Pros:
· Additional revenue to the General Fund
· Most fees have not been adjusted in many years, and need to be revised
· Additional revenue will help to offset increasing costs to due the addition of employee positions
and other cost increases
Cons:
· Some may perceive fee increases as "not business-friendly", The fee study will include
comparisons to other area cities to ensure that the City remains competitive,
Lf
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescriplion:
Reduce Guards at Carousel Mall
Fund: 090
Department: General Government
Division: (EDA Cost Shift)
-
Net Potential Expenditure Savings and/or Revenue Increase: _ $37,800
Summary of Proposal:
The Economic Development Agency provides Guard Service at Carousel Mall. The guards work 24
hours per day, 365 days per year. They are there 24 hours per day to provide fire watch while the
building is occupied, The Mall closes at 9:00 pm, and reopens at 10:00am. The only reason for the
fire watch after 10:00 pm is for the custodial crews who clean the floors. These floors could be
cleaned from 5:00 am to 10:00 am when the mall opens, thus eliminating the need for fire watch
round the clock,
Proposal Implications (pros/COIls):
Reducing Guard service may have implications on Mall merchants who want to work late stocking
inventory or doing paperwork. The mall company would have to support this idea and require the
merchants to leave the stores at 10:00 pm, Mall Security staff would have reductions,
The Mall Guard Service is funded through EDA so these guards can receive Social Security. The
cost is then shifted to the City as part of the budget process, The City has been paying for these
services for the past three years,
OS/26/04 10:12 AM
'5
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Titleffiescription:
Eliminate City Hall Receptionist
Fund: 630-262
Department: Facilities Management
Division: Telephone Support
Net Potential Expenditure Savings and/or Revenue Increase: _ $29,000
Summary of Proposal:
The Telephone Support Fund provides a receptionist at City Hall. This position greets and directs
the clientele of City Hall, and acts as the telephone operator for the City, This proposal will
eliminate that position.
Proposal Implications (pros/cons):
Eliminating the Receptionist position places the city back where it was four years ago. There will be
a large City Hall lobby with no one there to direct the public and answer questions, The lobby may
be vandalized, and customers will roam the building looking for directions. This position also
answers the main number for the City, This work will shift back to Facilities Management, which is
down one clerical position. The ability to answer phones for other departments when they are in
meetings or gone will go away,
OS/26/0411:13 AM
b
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tilleillescription:
Delete Storekeeper Position
Fund: General Fund and Central Selvices Fund
Department: Finance
Division: Purchasing
Net Potential Expenditure Savings andlor Revenue Increase: $18,000 expenditure savings to
both the General Fund and Central Services Fund for total savings of$36,000.
Summary of Proposal:
It is proposed to delete the position of Storekeeper in the Finance Department. As a result of this
deletion the Print Shop will no longer run a mini-stores for Departments to order from and therefore
all needed supplies and items will have to be ordered from the City's contract with Office Depot.
Office Depot will deliver all ordered items to Departments the next day, The Print Shop Staff will
handle the mail operation,
Proposal Implications (pros/cons):
There should be only minimal impact to operations, Departments will have to be sure to order
additional supplies before current stock is totally depleted, as it will take at least a day to receive
new supplies, Print Shop staff should be able to handle the mail operation with not much impact.
This position is currently vacant.
06/15/042:40 PM
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BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description:
Disaster Management Coordinator
Fund: 206
Department: Fire
Division: Disaster Preparedness
Net Potential Expenditure Savings and/or Revenue Increase: $59,400
Summary of Proposal:
,
Keep the Disaster Management Coordinator vacant for the first 9 months of the fiscal year for a
savings of $59,400.
~
Currently, the Disaster Preparedness Division is being handled by an Interim Disaster Management
Coordinator, Richard Blackburn, that is being funded through the City of San Bernardino
Employment and Training Agency (SBET A), SBET A received funds from the D,S, Department of
Labor to create temporary jobs in the San Bernardino City and County due to the wildfires in
October. The Interim Disaster Management Coordinator will be funded (pending the State's
budget) for a year, which commenced on March 1,2004,
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16
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Proposal ImplicatiOlls (pros/coils):
The Disaster Preparedness Division provides services to the community and departments on how to
implement and prepare emergency plans during a disaster. This division coordinates the City's
Disaster Response and mitigation programs. The activities provide and enhance the efficiency of all
city emergency management operations. Also, the Disaster Preparedness Division coordinates fund
recovery efforts during a declared disaster and is an advisor to department heads during an actual
emergency, The Disaster Preparedness Division has only one staff member, Disaster Management
Coordinator, which executes all necessary programs and assistance to the public,
At this time, SBETA will fund this position until the end of February 2005, However, if the State
eliminates grant funding during the fiscal year, we will be under-budgeted for hiring a permanent
employee. There is a need to maintain appropriate funds to transition into hiring a full-time
individual to continue the support services for the community and departments, If there is a lapse in
service in the Disaster Preparedness Division, it will impact the city in providing public information
and training for emergency personnel.
r
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Eliminate General Fund support for the Park Extension Fund
Fund: 001/241
Depar/melll: General Government
Division:
Net Potential Expenditure Savings and/or Revenue Increase: $37,100
Summary of Proposal:
The General Fund would no longer transfer $37,100 into the Park Extension Fund. These funds,
along with the Park Construction Funds, are used for parks capital projects,
The General Fund's contribution to park capital projects is small relative to the other major funding
source, Park construction fees paid through the development process generate approximately
$300,000 annually, depending upon the level of development activity. Those funds would remain
unchanged.
Proposal Implicatiolls (pros/coils):
Pros:
. Cost savings
Cons:
· Less funding will be available to perform parks capital projects.
1
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tilleillescription:
Purchase a scaled-down version of a citywide document management system, and use the savings to
help balance the budget
Fund, 679 (IS)
Department: Information Services
Division:
Net Potential Expenditure Savings and/or Revenue Increase: $125,000 (one-time savings)
Summary of Proposal:
Account 209-375-5702 (97/98 Bond) includes $224,200 and account 679-251-5702 (Computer
Equipment) includes $25,800 (for a total of $250,000) for the purchase ofa citywide document
management system (DMS), IS intended to use these funds to implement a DMS that would serve
the needs of several departments including the City Clerk's Office, Development Services, Finance,
and Human Resources, However, in light of the budget crisis, IS proposes that a scaled-down DMS
be purchased for use in the City Clerk's Office, which has a critical need for such a system. The
system is scalable, so it is possible to expand it in the future for use by other departments,
Proposal Implications (pros/cons):
Pros
The proposed implementation ofa scaled-down document management system (DMS) will address
the basic electronic document storage needs of the City Clerk's Office, It will allow the City
Clerk's Office to archive important documents in electronic form, with the following benefits:
· protection and preservation of vital documents from wear and tear
· fast and easy search and retrieval
. reduced storage space requirements
. automation of document routing processes through workflow capabilities
. potential to streamline the Council agenda process
The system can be expanded in the future for use by other departments,
Cons
A scaled-down document management system (DMS) will not have the capacity to support the
DMS needs of other departments,
The savings achieved through this proposal are one-time only,
06/091047:39 AM
It
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tilleill.scription:
Mayor's Office Reorganization
Fund: 011 Department: Mayor's Office
Division: 011
Net Potential Expenditure Savings and/or Revenue Increase: $11,400
Summary of Proposal:
Not filiI Secretary position, and upgrade the Staff Analyst I position to Assistant to the Mayor I
effective July I, 2004.
Proposal Implications (pros/cons):
It is anticipated that one Secretary position will become vacant effective October 1. This vacancy of
this position will result in savings for eight (8) months salary and benefits, after employee payouts,
It is proposed to use a portion of this savings to reclassify the Staff Analyst I position to the
Assistant to the Mayor I. The incumbent in this position functions as the Director of International
and Cultural Affairs, and has similar duties and responsibilities as those of the other Assistants to
the Mayor. The reclassification will address this equity issue,
Pros:
. Expenditure savings
Cons:
. None
II
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Tilleillescription:
Mayor's Chief of Staff
Fund: 011 Department: Mayor's Office
Division: 011
Net Potential Expenditure Savings and/or Revenue Increase: $ 90,400
Summary of Proposal:
Not to fill position of Mayor's Chief of Staff
Proposal Implications (pros/cons):
It is anticipated that this position will become vacant at the end of June 2004. The estimated savings
represent 12 months of salary and benefits savings for the remainder of the fiscal year, after
employee payouts.
Pros:
. Expenditure savings
Cons:
. Duties of this position will have to be assumed by other department employees for this budget
year.
06/15/043:25 PM
}2-
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Mayor's Project Manager
Fund: Oil Department' Mayor's Office
Division: 0 II
Net Potential Expenditure Savings and/or Revenue Increase: $ 50,000 (net savings)
Summary of Proposal:
Do not fill position of Mayor's Project Manager; use portion of savings to fund contract services
Proposal Implications (pros/cons):
It is anticipated that this position will become vacant at the end of June 2004. At that time, a
contract employee may be retained to assume the duties of this position.
Pros:
. Expenditure savings
Cons:
. Some of the duties of this position may have to be assumed by other department employees for
this budget year.
0611 6/042:28 PM
12,5
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Service reduction at the Nicholson community center
Fund: 001-388
Departmellt: Parks, Recreation and Community Services
Division: 388
Net Potential Expenditure Savings: $79,200
Summary of Proposal: Convert Nicholson Community Center from a full service operation to a
rental only facility. The vacant Community Center Manager position would be deleted.
Proposal Implications (pros/cons):
New Cost:
Current Cost:
Facility Rental Use Only Proposal:
001-388-50XX (salaries/full-time staffing)
T otal ~$48,300
Funds for Dart-time and contractual emolovees
5014 and 5505 - FY 2003-2004 = $2,184
Funds for oart-time emolovees
5014 and 5505 - FY 2003-2004 = $20,000
4hrs/rental x Recreation Specialist @ $1 0.501hr x 52
weeks
Miscellaneous FY 2003-2004 funding
5111 materials & supplies ~ $3,000
5112 small tools & equipment ~ $15
5121 advertising ~ $86
5122 dues and subscriptions = $86
5131 mileage reimbursement ~ $333
5132 meetings & conferences = $600
5174 printing charges = $283
5175 postage ~ $250
5507 facilitIes services ~ $650
5605 telephone support = $717
5606 electric = $9,316
5607 gas ~ $955
5608 water, sewer. geothermal = $955
5610 communication shop ~ $100
Miscellaneous FY 2003-2004 funding
5507 facilities services = $650
5605 telephone support = $717
5606 electric = $9,316
5607 gas = $955
5608 water, sewer, geothermal ~ $955
5610 communication shop = $100
Total = $14,877
Net Savings = $ 70,769
Total = $85,646
Pros:
· Cost savings. In the long term staff would develop
and RFP for the purposes of identifying a non-profit
agency capable of providing community services to
local residents. This would result in additional
revenue to the city.
Cons:
. Potentially significant negative public response by
a few vocal local citizens. This could be mitigated by
shortening the RFP process for non-profit operation
of the center.
06/15/042:51 PM
J!;;
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Outsourcing of Delman Heights Center and Pool services and operations
Fund: 001-388/389
Department: Parks, Recreation and Community Services
Division: 388/389
Net Potential Expenditure Savings: $11,700
Summary of Proposal: Outsourcing the Delmann Heights community center to the Boys & Girls Club of
San Bernardino.
Proposal Implications (pros/cons):
Current Cost:
New Cost:
Salary for one Full-time Community Center
Manager (based on Step Von the pay grade)
Outsourcing contract Cost: $85,000
Unrealized pool revenue: $1200
Miscellaneous FY 2003-2004 fundino
001-388-5011 (salaries/full-time staffing)
Pay range 2390
Step 5 = $47,090
+ Benefits - 10,143
Total = $57,233
5507 facilities services = $600
5606 electric = $10,000
5607 gas = $1,000
5608 water, sewer, geothermal = $1,000
Total = 98,800
Funds for part-lime emplovees
001-389-5014 (salaries part time)
$6184
001-388-5014
$25,000
Miscellaneous FY 2003-2004 fundino
5026 PERs retirement = $3500
5111 materials & supplies = $3,000
5112 small tools & equipment = $15
5121 advertising = $86
5122 dues and subscriptions = $86
5131 mileage reimbursement = $333
5132 meetings & conferences = $600
5174 printing charges = $283
5175 postage = $250
5507 facilities services = $650
Net Savings = $ 11,900
Total = $110,700
Pros:
A proven service provider for the wests ide will
provide valuable services to the Delman Heights
Community comparable to the services this
community has enjoyed from the city for the last
40+ years. The core programs such as
Headstart, senior nutrition and special events
including Delfest will continue. Additional
services will be added for youth as well.
5507 facilities services = $600
5605 telephone support = $800
5606 electric = $10,000
5607 gas = $1000
5608 water, sewer, geothermal = $1,000
5610 communication shop = $100
Cons:
Community resentment has been mitigated with
several community meetings with PRCS staff
and Boys and Girls Club representatives
discussing the transition.
/4--
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Mill Center Lease
Fund-001
Department: Parks, Recreation and Community Services Department
Division: Community Centers
Revenue Increase: $ 9,600
Summary of Proposal:
Establish lease contract with More Love LLC for Mill Center
Proposal Implications (pros/cons):
More Love LLC has proposed a 10-year lease for Mill Center. This facility does not
operate as a Community Center but is used as a lease facility. More Love LLC will use
the center as an Adult Day Care Center for the elderly citizens in our community.
Pros
-Monthly income of $800 plus utility cost. Also, More Love LLC will provide building
improvements at their cost.
-A new source of support for the Senior citizens in our community.
Cons
Facility will not be available for other Department program uses 6 days a week belween 7
a.m. to 7 p.m.
05/25/04 1:36 PM
It]
BUDGET SA VtNGS PROPOSAL SUMMARY
Proposal Title/Description: Westside Community Services Center Outsourcing
Fund: 001
Departmellt: Parks, Recreation and Community Services Department
Division: Recreation
Net Potential Expenditure Savings: $ 57,300
Summary of Proposal:
Contract out all current services at this site to the current landowner New Hope Baptist Church;
delete vacant Recreation Supervisor position
Proposal Implications (pros/cons):
Pros
. Budget savings realized by the general fund of$57,300 in the FY 2004-2005 and future
fiscal years.
. Service delivery should improve as contractor has long term experience working with the
clients
. Allowing staff to concentrate on other areas in the department.
. Implementation and facilitation of a new and on-going collaborative with the New Hope
Baptist Church.
Cons
None
FY 2003-04 total budget for 001-385:
FY 2004-05 proposed contract cost:
Net savings
$129,317
$ 72.000
$ 57,317
Below is a list of current programs offered at the Wests ide Community Services Center.After each program is a
notation as to whether the City of San Bernardino, Parks, Recreation & Community Services Department (i.e.
Department) or the New Hope Baptist Church (i.e. Church) would assume responsibility after this budget
reduction proposal was implemented.
1. State Fishing Passes, New Hope Baptist Church would Assume responsibility.
2. Homeowner and Renters Rebate, New Hope Baptist Church would Assume responsibility
3. Food Referrals, New Hope Baptist Church would Assume responsibility.
4. Social Security Assistance, New Hope Baptist Church would Assume responsibility.
5. Employment Assistance, New Hope Baptist Church would Assume responsibility,
6. Arts and Crafts Classes, New Hope Baptist Church would Assume responsibility.
7. Tutoring and Special Needs, New Hope Baptist Church would Assume responsibility.
8. Vita Income Tax Program, New Hope Baptist Church would Assume responsibility,
9. Employment Seminars, New Hope Baptist Church would Assume
10. Walking for Better Health, New Hope Baptist Church would Assume responsibility.
11. Senior Nutrition classes, New Hope Baptist Church would Assume responsibility
12. F.E.M.A. (PRCS) Program, Department would still Assume responsibility over this program
06/15/043:37 PM
1'6
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription
CID Rental Reduction
Fund: 00 I
Departmellt: Parks, Recreation and Community Services Department
Divisioll: Recreation
Net Potential Expenditure Savings: $9,000
Summary of Proposal:
Reduce rental agreement with lP A from $60,000 to $51,000
Proposal Implications (pros/coils):
Savings from rental
$9,000
Pros
Budget savings to the general fund in FY 2004-2005 and in future fiscal years
Cons
The only negative to the savings from rental is that a reduced amount of funds will be placed into
the CoLD. Capital Improvement Fund for future improvements. Presently, the fund is at a level so
as to meet immediate needs.
06/09/04 8:25 AM
/1
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Parks and Recreation Fee Increase
Fund. General Fund
Department: Parks, Recreation, and Community Services
... .
Net Potential Expenditure Savings and/or Revenue Increase: $11,500*
*(In addition to the GF savings there will also be $29, 250 in savings to the Cemetery fund from
cemetery fee increases).
Summary of Proposal:
Various fee increases (see attached summary).
Proposallmplicatiolls (pros/cons):
20
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BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description: Reduce- Facility Services line item 001-381-5507
Fund: 001 Department: Parks, Recreation and Community Services Department
Division: Administration
Net Potential Expenditure Savings: $5,000
Summary of Proposal:
Reduce line item from 24,600 to 19,600
Proposal/mplications (pros/cons):
This line item is used to fund PSI security system for all Department facilities. PSI has
agreed not to increase our prices from last year thus the $5,000 savings.
Pros
Cons
Loss of funds for unexpected security cost for the budget year 2004-2005.
OS/25/04 1:37 PM
22..
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal Title/Description Reduce Part-time salaries in four divisions
Fund: 001
Department: Parks, Recreation and Community Services Department
Division: 384, 386, 387 and 388
Net Potential Expenditure Savings: $ 15,000
Summary of Proposal:
Reduce the part-time salaries for four divisions.
Proposal/mplications (pros/cons):
384 - $4,000
386 - $2,500
387 - $6,500
388 - $2,000
Total: $15,000
Pros
-The department would be allowed to keep a Recreation Coordinator % position.
Cons
-The reduction in part-time salaries can lead to a reduction in programming in the recreation
centers.
-Lower part-time salaries will increase the duties and responsibilities of center managers and
supervisors leading to job bumout.
2~
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Increase Property Auction Revenues
Fund: 001 Department.' Police
Division: Various - Accounts #219
Net Potential Expenditure Savings and/or Revenue Increase: +$ 50,000 revenues
Summary of Proposal:
This proposal involves an aggressive program of auditing and reviewing property contained in the
Police Evidence & Property facility to identify and dispose of at police property auctions a greater
volume of property under police control. This task will be accomplished by the assignment of light
duty employees who can research cases to determine items of property that can be disposed of and
prepare the property disposal forms necessary to sell items at police auctions. Property will then be
sold via an on-line auction service that reported will generate higher selling costs for the items.
Proposal Implications (pros/cons):
Pros
. One-time revenue enhancement of$50,000 in FY 04/05 for police property auctions
Cons
. Potentially less revenue from police auctions in future budget years
06/09/047:38 AM
z.tf
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Convert the Carousel Mall Sergeant's position to a Part-time Civilian Manager
Fund: 001 Department: Police
Division: Carousel Mall- Account #214
Net Potential Expenditure Savings and/or Revenue Increase: $ 112,600
Summary of Proposal:
Delete the position of full-time Police Mall Sergeant at the Carousel Mall and replace that
supervisory position with a Civilian Manager who would work part-time (999 hours per year) at a
salary of$19.00 per hour.
Proposal Implications (pros/cons):
Pros
. Net budget savings in FY 04/05 would be $100,000. This is calculated as follows,
Police Sergeant salary + benefits $ \31 ,600
Less cost of part-time civilian manager - 19,000
Net savings $112,600
. There would be more continuity in the management of mall operations as turnover would occur
less frequently that transfers of Police Sergeants.
Cons
. Elimination of one Police Sergeant's position from the department's authorized Table of
Organization.
. Less opportunity for promotions to the rank of Detective/Corporal and Sergeant.
06/151043:03 PM
l~
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitlelDescription:
Unfund an Administrative Sergeant's Position
Fund: 00 I Department: Police
Division: Administration - Account #211
Net Potential Expenditure Savings and/or Revenue Increase: $ 131,600
Summary of Proposal:
This proposal would unfund the Police Sergeant's position assigned to the administrative offices and
reassign the duties of this position.
Proposal Implications (pros/cons):
Pros
. Budget savings of$131,600 in FY 04/05 and increasing thereafter due to COLA's.
Cons
. This position conducts extensive research on department policy and procedures,
programs and other management level studies. If this position was unfunded these
duties would need to be reassigned to police managers.
. Reassignment of the duties performed by this position would increase workload of the
employee receiving the duties and potentially impact on his/her morale and productivity.
06/1lI04 3:39 PM
2--7
BUDGET SAVINGS PROPOSAL SUMMARY
Proposal TitleIDescription:
Manage Vacancies & Promotions
Fund: 00 I Department: Police
Division: Various - Accounts #211 to 224
Net Potential Expenditure Savings and/or Revenue Increase: $ 194,600
Summary of Proposal:
This proposal involves managing the filling vacancies in authorized police positions as well as
promotions to higher ranks. Each entry level and promotion opening would be evaluated to
determine the urgency of immediately filling the position and the impact of delaying such action.
Whenever feasible, filling vacancies will be delayed up to 90 days to generate salary savings.
Proposal Implications (pros/cons):
Pros
. Budget savings of$194,600 in FY 04/05.
Cons
. Delays in promotions may cause morale issues.
. Reduced staffing for extended periods will negatively impact the workload, productivity
and well being ofremaining employees.
. In some cases, reduced staffing will negatively impact the delivery of service to the
public and department personnel.
This action would increase the City's budget vacancy factor from $500,000 to $694,600.
06/151043:06 PM
z~
CITY OF SAN BERNARDINO
CITY ADMINISTRATOR'S OFFICE
INTEROFFICE MEMORANDUM
SUBJECT:
Mayor and ~mmon Council
Fred WiISo'~}ty Administrator
Analysis of options to enhance revenue from Refuse Services
TO:
FROM:
DATE:
June 16,2004
COPIES:
Lynn Merrill, Director of Public Services
In order to address the City's General Fund budget shortfall, R3 Consulting was retained
to analyze options to increase revenue to the City generated from solid waste operations.
Options evaluated include an expansion of City services; an expansion of franchised
hailer services; and restructuring how the City owns and manages its solid waste utility.
The analysis was prepared to provide the City with a document to discuss the viability of
the options.
After reviewing several options, R3 is recommending the City consider assigning all new
commercial growth to a franchisee. Under this scenario, the franchisee will be required to
pay the City a fee equal to approximately 2 times gross annual revenue received from all
new commercial accounts, In addition, the 15% franchisee fee would apply to all current
and all new Franchisee revenue. The City would have to agree not to accept any new
accounts. This option could result in the City receiving a net revenue increase of $46.7
million to the General Fund over the next 20 years. The actual' amounts of payments
received would be determined through a competitive bid and subsequent negotiation
process.
As an alternative, the attached summary report from R3 discusses the revenue-enhancing
options related to expanding the City's commercial refuse services. The underlying issue
with that option is that even if successful, growth in commercial business would not
greatly benefit the General Fund due to limitations in state law. For that reason, staff is
not recommending expansion of commercial refuse services at this time.
The next step in this process will be to retain R3 Consulting to prepare an RFP and
provide assistance through the franchisee selection and negotiating process. It is
anticipated that such an action may be prepared for consideration by the Mayor and
Council on June 21.
2.1
Q3
Consulting Group, Inc.
Resources Respect Responsibility
R3 Consultin9 Group, Inc
4811 Chippendale Drive. Suite 902
Sacramento, CA 95841
Tel. 916-576-0309
Fax: 916-331-9600
www.r3cgi.com
June 8, 2004
Mr. Fred Wilson
City Administrator
City of San Bernardino
300 North D Street, 6th Floor
San Bernardino, CA 92418
Subject: Option to Expand City Commercial Solid Waste Collection Services
Dear Mr. Wilson:
Per your request and as a follow-up to our report dated May 10, 2004, we have prepared a brief
summary of the City's options to expand its commercial solid waste collection services.
We appreciate the opportunity to assist the City in determining the best options to pursue for
commercial solid waste collection services. Please call me at (916) 576-0309, or e-mail at
rterwin@r3cgLcom, if you have any questions or comments.
Sincerely,
R3 CONSULTING GROUP
~"-~G-~-'U--
Richard Tagore-Erwin
Principal
attachment
Page 1
Expanded Commercial Services
As an option to continuing with the current commercial collection
system, the City could expand its operations to provide collection
services to all existing permanent and temporary debris boxes, and
all new commercia/ customers.
This would require the City to take several actions:
1. The City would need to either terminate the existing franchise
agreements with the franchised haulers, or wait until the
franchise agreements terminate eight years after the City
issues a notice of non-renewal in accordance with the terms
of the franchise agreements.
2. The City would need to purchase additional collection
vehicles and collection bins, provide additional maintenance
facilities for vehicles and bins, hire additional collection staff,
and hire additional customer service staff.
Expanding the City's operations to all commercial collection
operations would provide the City with additional gross revenue of
approximately $2.1 million per year', which would increase with
grow1h. Additional gross revenue generated from limiting expansion
to new grow1h only would be approximately $420,000 per year, based
on growth projections.
Because of potential limitations related to Proposition 21 B, under this
option, while expanded commercial operations may result in
additional net revenue to the Refuse Enterprise, the City's General
Fund would receive approximately the same amount (approximately
$315,000Iyear) it receives from the current franchise fees paid by
franchised haulers. In addition, any increased revenue is predicated
on growth in the commercial sector. If growth occurs at a faster pace
than anticipated, the City may have difficulty in providing all the
required services due to capital and personnel requirements. If, on
the other hand, the City invests in capital and personnel, and growth
is slower then expected, the City may be faced with underutilization
of vehicles, bins, and personnel, while absorbing the full cost of the
expansion. This may result in reducing available net revenue to the
Refuse Enterprise and revenue transfers to the General Fund.
1 Based on reported revenue from the current franchised collection
operations.
12.3
Page 2
Conclusion
Successful expansion of the City's commercial services is contingent
on future growth in the commercial sector and will require the City to
make a long-term commitment of capital and personnel with no
guarantee of a return on its investment. If the commercial sector
realizes sustained growth, and if the City is able to provide the
necessary capital and personnel to service the growth, then the
Refuse Fund may receive additional net revenue. However, we
understand that the General Fund will continue to be limited to
approximately 15 percent of gross revenue, as is currently provided
by the franchised haulers2.
If the City allows the franchised haulers to provide services to new
commercial accounts (Options 3 and 4 of the report dated
May 10, 2004), the City will receive the 15 percent franchise fees plus
payments for new account transition which are estimated to range
between $840,000 to over $1.1 million per year. Under the worst
case scenario, this approach would provide at least as much revenue
to the General Fund as expansion of City operations without the
necessary investment in capital and personnel, and the risk of a
revenue shortfall. Consequently, Options 3 or 4 pose significantly
lower financial risk to the City with a potentially higher return.
2 Franchise fees will increase from the current 11 % to 15% as of May 2005
in accordance with the terms of the franchise agreements.
Q3
Page 3
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-' "0
CITY OF SAN BERNARDINO
CAPIT AL OUTLAY DETAIL BUDGET WORKSHEET
DEPARTMENTIDIVISION: FISCAL YEAR: 2004/2005
ANIMAL CONTROL
PAGE I OF I FOR ACCOUNT NUMBER: 124-233
DESCRIBE EQUIPMENT OR MATERIAL:
RENOV ATE CAT BUILDING REPLACEMENT: YES 0 NO 181
ADDITIONAL: YES 0 NO 181
(List all the equipment to be replaced by this
request on the back ofth;s form)
JUSTIFICATION: (Explain necessity for, or benefit from this purchase)
A BOND CAPITAL PROJECT TO REPLACE THE CAT BUILDING THIS YEAR REMAINS UNFUNDED. HOWEVER
THERE REMAINS AN URGENT NEED TO MAKE IMMEDIATE IMPROVEMENTS TO THIS BUIDING TO REDUCE THE
SPREAD OF DISEASE AMONG HEAL THY ANIMALS. THE PUBLIC IS HIGHLY CRITICAL OF THIS PART OF ANIMAL
CONTROL.
LIST SIMILAR ITEMS ON HAND:
NONE
..
.
IS THE NEED FOR THESE ITEMS CONTINGENT UPON ADDITIONAL PERSONNEL?
YES 0 NO 181 IF YES, PLEASE EXPLAIN
COSTING: REQUEST BY:
R. K. CHILDRESS
UNIT PRICE X QUANITY = AMOUNT
(Depanment Head)
$75,000.00 X I = $75,000.00
NOTES: APPROVED BY:
COSTING OF PROJECT NOT YET COMPLETED
PROGRAM CHANGE REQUEST
DEPARTMENT: Development Services DIVISION: 188
NPDES Division
DESCRIPTIOWb The current NPDES Permit for San Bdno, Co, represents a significant change
. m previous NPDES permits. The monitoring, inspection and enforcement burden
has been placed on local agencies. Certain timetables for compliance are mandated
in the permit and failure to meet those timetables could subject the local agency to
penalties from the regional board andlor lawsuits from third party special interest
groups, The Mayor and Council recently adopted an urgency ordinance (No. MC-1167
on 3/1/04) which prescribes regulations to effectively prohibit non-storm water
discharges into the City's storm water drainage system. The City Engineer Is
responSible for administering, implementing and enforcing the provisions of the
ordinance. Current staffing is not adequate and funding is insufficient to implement
the provisions of the ordinance.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
188-5011 Alternative No, 2
Minimum start-up for the program with -.
Additional staffing to be added in future ,
fiscal years:
One half-time NPDES Supervisor $ 45,000
(A mid-mgmt. employee will responsibility
to coordinate and manage the program and
would have authority to Cite violators and
testify in court on behalf of City)
One (1) full-time Inspector (equivalent
To Construction Inspector II) 50,000
(Inspectors will cany out day-today activities
such as building data base of industrial uses, -
commercial uses, restaurants, and inspecting,
monitoring and enforcement responsibilities,
One half-time Secretary 18,000
(Support needed to maintain extensive data
base, including Input and status, inspection
records, and clerical support to program)
Various Vehicles, radios, various office furniture items
and supplies, telephones, etc. 10,000
TOTAL NET CHANGE
+$123,000
N die. SJ 100, {/UD ItlflawL
PROGRAM CHANGE REQUEST
DEPARTMENT: Development Services
DMSION:
181
DESCRIPTION:
Funds for cost of imaging services for archiving of permit and plan documents that are required,
according to state law, to be maintained indefinitely, On 8/4/03 the Mayor and Council approved
establishment of an archival fee. This fee became effective 10/6/03 and is charged to each
applicant who applies for a building permit, public works permit, or planning application. Funds
are to be used to create a records retention system, including payment to private vendol's to
perform the necessary scanning. Staff is requesting funds in an amount equal to the estimated
annual funds taken in for archiving. Since the effective date of the fee to mid-May, 2004, $9,172
in fees have been received. It Is estimated that $15,000 will be taken In for FY 04-05.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
01-181-5505
Professional/Contractual
Services
$15,000
TOTAL NET CHANGE
+$15rOOO
No'K. ,J] /0,000 furW-oZ-
PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Management DIVISION: 001-321
DESCRIPTION:
Replacement of the roofs at Fire Station 221 and Police Building B.
ACCOUNT EXPENDITURE JUSTIFICATION MtOUNT +(-)
NUMBER
001-321-5706 Fire Station 221 and Police Building B have roofs that are
over twenty years old. The roofs have surpassed their useful
lifes and now create potential health risks to the City and its
employees. The roofs will have to be removed and will be
replaced with roofs that include a twenty year replacement
I warranty. The funding for the projects will come from lease
! purchase financing. ,
158,000
Fire Sation 221
I 88,000
Police B1dg B
I I
TOTAL NET CH^"'1GE I 246,00000
I
i I
PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Managemnet DIVISION: 321
DESCRIPTION:
Fire Station 221 Air Conditioning replacement project - The central Fire Station located at 200 East Third Street
was built in 1982 and has two large multi-zone air conditioning/heating units on the roof. These units were state
of the art at the time, but have proven to be very inefficient over the years. They are now over twenty years old
and leak causing more energy waste, and allowing rain to enetr the building.
ACCOUNT EXPENDITURE JUSTIFICATION AJ'\10UNT + (-)
NUMBER
001-321-5706 Replace two multizone air conditioning units on the roof of 140,000
Fire Station 221.
Iflease-purchased, the payments would be $32,000/year for 5
years.
I
.
TOTAL NET CHANGE $140,000
/
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 202
DESCRIPTION: Emergency Operations-Overtime
Expenditure for this account is expected to exceed the budgeted amount by approximately
$950,000 to $1 million. This overage is due to inadequate funds in overtime (5015) to cover
strike team assignments (reimbursed into a revenue account), injuries, vacation, jury duty, and
sick time. Additional funding is needed for overtime cost for FY 04/05.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-202-5015 Overtime $975,000
..
-
TOTAL NET CHANGE $975,000
pJJ12.' 1j FN', (JOG ~
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DMSION: 202
DESCRIPTION: Verdemont Fire Station-Maintenance & Operations
Funds are requested for the Verdemont Fire Station to provide new fire personnel the required
protective gear and equipment.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-202-5015 Overtime $10,000
001-202-51 XX Maintenance & Operations $158,302
001-202-5505 Contractual $4,200
001-202-56XX Internal Service Charges $60,782
-
TOTAL NET CHANGE $233,284
Abk. ,j ZO~ 300 Iu,,~
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DMSION: 203
DESCRIPTION: Fire Prevention Overtime
Object (5015) is projected to be $6,010 over expended for overtime services by the end ofFY
03/04,
Fire Prevention Office issues fire code permits that require standby fee for Officers to attend
special events, These events consist of pyrotechnics, special effects, concerts, and circus
events. It is necessary to have a Prevention Officer to standby at these events due to fire
safety issues.
Also, we are not adequately budgeted for Arson Investigator overtime. The Arson Investigator
is required to appear in court on behalf of the City, respond to arson fire incidents at any given
time, continue training, prepare reports for outside agencies, patrol during the 4th of July, etc,
Fire Prevention Overtime needs additional funds to cover the overtime expense generated by
personnel. It is projected that Fire Prevention will have a deficit in the amount of $6,010
during the FY 03/04 and FY 04/05 for routine duties for the department.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (oj
NUMBER
001-203-5015 Personnel Services $6,000
..
.
TOTAL NET CHANGE $6,000
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 204
DESCRIPTION: Vehicle Maintenance-Maintenance & Operations
Additional funding is needed to continue apparatus repairs and services. Over the last few
years Fire has attempted to manage with the funds allocated through budget preparation.
Most of the recently purchased apparatus have had their warranties expired or soon will be
expired. Also, there have been several minor damages to the apparatus that required
unexpected body repair.
Consequently, a corresponding increase of parts and materials are being used. We are
requesting that materials and supplies and outside vehicle maintenance line items be increased
to meet the demands and standards essential to maintain fire apparatus.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-204-5111 Materials and Supplies $35,000
001-204-5173 Outside Vehicle Maintenance $15,000
..
.
TOTAL NET CHANGE $50,000
!JJk. JJ301 OOU fufld; oL
/
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 202
DESCRIPTION: Annual Fitness Evaluations
In FY 03/04, the fire department was awarded a grant from the Federal Emergency
Management Agency for fire operations and firefighter safety to develop and implement a
Wellness and Fitness Program. This grant allowed us to purchase exercise equipment, train-
the-trainer, and conduct baseline evaluations for firefighters. We are requesting additional
funds to conduct the 160 annual baseline evaluations for our department employees. This will
assist in continuing the program's goal to improve the health and longevity of firefighters and
increase their productivity and performance.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-202-5505 Other Professional Services $28,000
.
TOTAL NET CHANGE $28,000
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 203
DESCRIPTION: Archival Fee - Revenue Account
On February 18,2004, Council adopted Resolution #2004-58 authorizing the Fire Department
to establish a new fee to charge applicants for retaining plans, permits, and other documents
that are reviewed by Fire Prevention as part of the development process. Similar fees were set
for the Development Services Department on August 4,2003. In the near future, a document
imaging system will be developed to manage these documents for both departments, and this
revenue will help offset the cost of that system.
Revenue ~'c("::-u!!t #001-000-4753 has be,,!! assigned for the Fire Department to collect fee~ ir. I
association with the archival services that will be provided to the public effective July I,
2004. Fees charged by the vendor will be compensated from this account; there is no
additional cost to the City.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-203-5505 Other Professional Services $~
\ ( (I{)
v\.... .
,I
,.
-
TOTAL NET CHANGE $6,200+
!UiK-.' ,jj '-I, 50D KmMd-..-
PROGRAM CHANGE REQUEST
.
DEPARTMENT: City Administration
DMSION: Info Svs
DESCRIPTION:
Annual PC replacement fund contribution
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION AMOUNT + (_)
679-251-5702
Prior to FY 03/04, the IS budget included $120,000 in annual $150,000
PC replacement fund contributions needed to fund periodic PC
upgrades.
Many of the City's existing PCs are over 7 years old, are very
slow and unreliable, and cannot support current software, The
inability to upgrade all outdated PCs is having a significant
negative impact on the ability of departments to use
automation technology and provide adequate service.
Given the number ofPCs in use, $120,000 in annual
contributions is not enough to support a reasonable PC
replacement cycle (3 to 5 years). It is necessary to set aside at
least $150,000 per year.
TOTAL NET CHANGE $150,000
N()je $55; OOD ~
PROGRAM CHANGE REQUEST
DEPARTMENT: Parks, Recreation and Community Services Dept DMSION: 382-Park Maint.
DESCRIPTION:
This division provides diversified maintenance, construction, and inspection services for over
500 acres of parklands and facilities. The division also manages maintenance contracts for
150+ acres of parks and other landscaped areas throughout the city. This includes landscape
inspections for new commercial development, landscape construction, and plan review to
ensure landscaping compliance in accordance with the City's Development Code. This
division also supervises field maintenance for baseball, football, soccer, and other activities
held at the San Bernardino Stadium. In addition, this division provides logistical support to a
variety of city sponsored special events.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
382-5015 Maintenance workers on overtime will serve as citywide +$] 5,080
supervisors of volunteer park cleanup managers. These
volunteer managers will oversee crews of work sentence staff
at selected park sites to affect cleanup and minor maintenance
projects. The focus of these projects will include the larger
and more popular city parks including but not limited to:
Perris Hill, Seccombe Lake, Wildwood, Littlefield Shultis,
Nunez, Ly1le Creek and Anne Shirells parks,
I Park Maintenance Worker@ $29 hr for 26 Saturdays,
October-March@4hrsperSaturday=$3,016and
1 Park Maintenance Worker@ $29 hr for 52 weekend days
April-September@ 8 hrs per day = $12,064.
10 workers @ $10 hr X 4 hrs X-7 sites X 26 weeks = $72,800
10 workers@$IOhrX8hrsX7sitesX52 weeks =
$291,200 .
TOTAL: $364,000
Total value to City: $364,000 - (overtime: $]5,080) =
$348,920
TOTAL NET CHANGE
$15,080
N die Jj I ~ 000 fituhoL
ArrACHMENT~
PROGRAM CHANGE REQUEST
DEPARTMENT: Police - Various Divisions
DIVISION: 210
The Police Department has projected overtime expenditures for FY 03/04 to be $1,910,500, wliich
represents a $399,100 (26.4%) increase over the budgeted amount of$1 ,511,400, It is essential that a
realistic overtime appropriation be approved in the FY 04/05 budget to maintain public and officer
safety levels due to vacancies and leaves, provide adequate coverage at numerous planned and
unplanned special events, for mandatory and stand-by court appearances, and for special enforcement
programs that support the problem oriented policing philosophy designed to reduce crime and
provide a safe environment to improve the quality of life. Cost control will be achieves with close
monitoring, flexible scheduling, and aggressive recruitment and hiring.
The following table is a five-year analysis of budgeted overtime monies along with actual year-end
expenditure:; and projected year-end expenditures for FY 03/04. We recognize that the requested
overtime contained in our budget is insufficient and will utilize salary savings to cover the deficit
should this program change request not be approved.
Fiscal Year
03/04
02/03
01/02
00/01
99/00
ACCOUNT
NUMBER
001-211-5015
001-212-5015
001-213-5015
001-215-5015
001-216-5015
001-217-5015
001-218-5015
001-219-5015
001-220-5015
001-221-5015
001-222-5015
Budgeted
Overtime
$1,511,400
1,511,400
1,411,400
876,400
953,300
Annual
Expenditures
$1,910,500 (projected)
2,024,112
2,481,048
1,966,274
1,614,735
EXPENDITURE JUSTIFICATION
AMOUNT+( -)
+ 500
+ 17,000
+ 30,700
+ 67,600
+ 28,400
+ 34,300
+205,500
+ 2,000
+ 2,000
+ 6,700
+ 7,500
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
Overtime
+398,900
fJoie' if zeo, OfJJ fiWJJ.fL
ATTACHMENT # 4
DEPARTMENT: Police
PROGRAM CHANGE REQUEST
DIVISION: City Jail (228)
The Police Department contracts with Wackenhut for jailer services. For FY 03/04 an annual P.O,
was established in the amount of $320,093. The Council approved spending limit is $357,650.
During the mid-year budget review, expenditures for Wackenhut employees in the jail were noted to
be over budget. Yearend expenditures were projected to be $360,000 or $40,000 over budget. The
increased expenditures occurred during the four months that CEASE and CITE programs were
operational, which required additional jail staffing to compensate for the significant increase in the
volume of prisoners.
From September 2003 to January 2004, the CITE and CEASE task forces made 2,125 arrests, 819 of
which were for felony offenses, 5,343 citations, 1,095 vehicle impounds and seized 46 firearms. The
task force officers focused their efforts on the 13 Reporting Districts (RD' s) with the highest crime
rates and realized a 20% reduction in Part-l crimes in these RD's.
In FY 04/05, we will again deploy a crime suppression task force during the summer months, and
perhaps during the holiday season. We will need to increase the budget for the Wackenhut contract
by $20,122 to provide additional jail staffing during these peak arrest periods. This will enable us to
employ two additional custody officers at the rate of$15.72 per hour, 40 hours a week for 16 weeks,
Absent the additional funding, task force officers will be compelled to transport prisoners to the West
Valley Detention Center in Rancho Cucamonga, whereby decreasing the time spent proactively
policing our streets and preventing crime in our communities. This additional burden will decrease
the efficiency and effectiveness of task force officers.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + ( - )
~O~2
001-228-5505
Wackenhut contact for jailer services
+20,122
ATIACHMENT # 4
DEPARTMENT: Police
PROGRAM CHANGE REQUEST
DIVISION: Records (222)
Commencing in FY 04/05, the San Bernardino County Sheriffs Department will begin charging
each police agency in the county new fees to operate and maintain the California Law Enforcement
Telecommunications System (CLETS) message switch. CLETS access is essential for department
personnel to access state and federal automated law enforcement databases, Via the CLETS access
switch, police agencies enter and recover stolen property and vehicles, run criminal history and
warrant checks on subjects, send and receive All Points Bulletins (APB's) on serious crimes, and
enter and recover missing persons.
The new fees include an "agency processing fee" of $600 per year, a "terminal browser fee" of$7.50
per terminal per month, a per transaction "super name search fee" and a "county WAN access fee" of
$3,888.88 per year. These new fees will add at least $36,000 to the annual CLETS contract with the
Sheriffs Department. Terminal browser fees are calculated $31,500 per year based on 350
computers and MDC's having CLETS access. We will be unable to calculate the super name search
fees until next fiscal year when we have historical data.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
/' ~OUNT+(-)
\. '" :$36,0'
001-222-5505
Additional fees for annual CLETS contact
+36,000
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES
DIVISION: 415
DESCRIPTION:
Perform repairs to the cover of the Waterman Landfill, per the Santa Ana Regional Water Quality Control Baud
and install a Landfill Gas Collection System per the Local Enforcement Agency. Includes engineering, pun:hue
of cover materials and installation of gas pumps.
, ,
~ '":
ACCOUNT
NUMBER
EXPENDITURE JUSTIFlCATION AMOUNT. + (_)
527-415-5502
Design and constIUction oflandfill gas system/cover repairs, +5534,604.00
Bryan A. Stirratt PO approved by MCC on May 3, 2004
527-415-5111
Purchase of engineered soils for landfill +5600,000.00
Purchase of Landfill Gas Pump and Treatment facility +5150,000.00
527-415-5704
527-415-5505
Miscellaneous hazardous materials disposal from drilling + 520,000.00
activities
TOTAL NET CHANGE + $1,304,604_00
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PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Management DIVISION: 630
DESCRIPTION:
Reclassify Administrative Clerk lito Account Clerk II
The Telephone Support Division has undergone major changes in the past three years. The Department has
always had an Administrative Clerk to run the desk. This position has changed drastically and now would be
better served by an Account Clerk II, as this position does more accounting work than clerical.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
630-262-50" Reclassify Administrative Clerk II to Account Clerk II $2,300/yr -
The Telephone Support Division has undergone major
c)1anges in the past three years. The Department has always
had an Administrative Clerk to run the desk. This position has
changed drastically and now would be better served by an
Account Clerk II, as this position does more accounting work
than clerical.
Administrative Clerk II $2063/mo
Account Clerk II $2256/mo
..
-
TOTAL NET CHANGE $2,300
..i, -.~
PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Management
DIVISION: 630
DESCRIPTION:
311 Citizen Request Management System - This is a web-based computer program that will track requests for
service received by the City. Citizens can access the system via website or by calling the City. All employees
with computer access will have access to the system. 11 will allow anyone to take a request or check the status of
a pending request.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
630-262-5502
GovPartners Implementation of Request Partner
$30,000
j'\nnual cost of service and software license
$24,000/yr
Contingency costs for implementation
$21,000
TOTAL NET CHANGE $75,000
4- :J
PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Management DIVISION: 631
DESCRIPTION:
Reclassify Account Clerk II to Account Clerk III
The Utility Division has undergone major changes in the past three years. The Department has always had an
Account Clerk II to nun the accounts payable desk. This position has changed drastically and now would be
better served by an Account Clerk III, as this position does more accounting and auditing work than ever before.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT'+ (-)
NUMBER
630-262-50" Reclassify Account Clerk II to Account Clerk III $2,7001yr -
.
{\ccount Clerk II $2256/mo
Account Clerk III $2481/mo
..
.
TOTAL NETCHANGE $2,700
~ .
PROGRAM CHANGE REQUEST
DEPARTMENT: Facilities Management DIVISION: 262
DESCRIPTION:
3\\ Telephone System Automatic Call Distribution System - To implement the 311 call Center as requested by
the Mayor, the telephone system would have to be automated to distribute calls to the next available attendant,
thus allowing us to have a non-centralized 311, The equipment to do this is called an Autmatic Call Distribution
(ACD) System. This will allow us to function like the centralized Call Center currently in the Water Department
ACCOUNT EXPENDITURE JUSTIFICA nON AMOUNT + (-)
NUMBER
630-262-5703 Capital Equipment. See Above $48,000
.'
..
.
TOTAL NET CHANGE $48,000
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 202
DESCRIPTION: Training Captain Position
The Training Captain will be responsible for directing, conducting, and coordinating the field
level training programs necessary to maintain job skills proficiency levels of fire department
personnel.
The salary for this position has been proposed as an 8% increase of the base wage of a Fire
Captain.
Maintenance & Operation will need to be increased to cover the necessary cost for equipment
(departmelIt uniforms, fire safetv I!ear, oal!er, and cellular ohone) for the Traininl! Caotain,
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-202-50XX Personal Services $143,800.00
001-202-51XX Maintenance & Operations $ 2,295.54
TOTAL NET CHANGE $146,095.54
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 201
DESCRIPTION: Reclassification - Account Clerk II to Account Clerk III
Bud2et Amount FY 2003-2004 Pro Dosed Bud2et FY 2004-2005
Account Clerk II (Step XX) Account Clerk III (Step XX)
Salary $ $
Benefit
Total $ $
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-201-50XX Personnel Services $
-
TOTAL NET CHANGE $ ~') ) /
<" ./.,(,.1,.
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CITY OF SAN BERNARDINO
HUMAN RESOURCES DEPARTMENT
INTEROFFICE MEMORANDIUM
TO:
LINN LNINGSTON, DIRECTOR OF HUMAN RESOURCES
/
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SUBJECT:
K. ANNE At V ARADO, HUMAN RESOURCES SUPERVISOR
RECLASSIFICA nON FOR KIM VONG
FROM:
DATE:
MARCH 15,2004
The purpose of this memorandum is to provide a classification recommendation for Kim V ong,
The following information provides a brief explanation of the recommendation to upgrade Ms,
V ong from an Account Clerk II to an Account Clerk m.
The job description for the Account Clerk m requires employees to have the ability to multi task
in the areas of record keeping and analysis. Based on the information provide by the Fire
department Ms. V ong has been responsible for processing Request for Payments, invoices, and
maintaining payroll records. In addition Ms. V ong has also been involved with the process of
billing other agencies for reimbursable expenses of salary, benefits, and overtime costs. The last
area that supports the upgrade is the annual budget process. Ms, V ong is involved in the review
of cost projections for personnel services and equipment needs,
In addition I reviewed the like positions in other City departments {police, Code, Park &
Recreation} and found that they all have Account Clerk m positions doing similar duties.
In conclusion it is my recommendation that Ms. V ong be reclassified to an Account Clerk m.
Please let me know if you need additional information to support this recommendation.
~~& t-''''-. hud~CJ-
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DMSION: 202
DESCRIPTION: Department Vehicle Replacement
In FY 01/02, the following vehicles were scheduled for purchase under the Vehicle
Replacement Program. In FY 02/03, the purchase of the vehicles did not occur due to funding
availability, Funds are requested for the purchase of approved vehicles and communication
devices.
Estimated cost:
2 - Command Vehicle at $61,621.00 each
1- Compact Truck at $18,000 approximately
2 - Mobile Display Terminals at $12,000.00 each
5 - 800 Mhz Mobile Radios at $5,175.00 each
2 - VHF Mobile Radios at $1,320 each
ACCOUNT EXPENDITURE JUSTlFICA nON AMOUNT + (-)
NUMBER
001-201-5609 Vehic1e Replacement $141,242
001-201-5703 Communication equipment $ 52,515
..
.
.
TOTAL NET CHANGE $193,757
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DMSION: 205
DESCRIPTION: Dispatch Personnel Services: Part Time and Over Time
Insufficient funds were budgeted for overtime salary ($31,300) and part-time salary ($0)
which will effect this year's end balance for Dispatch personal services, Expenditures for
.these accounts are expected to exceed the budgeted amount by an additional $29,700, This
overage is due to inadequate funds in overtime (5015) and part time (5014) salaries.
The Fire Dispatch Center requires that it be constantly staffed (24-7) when permanent
employees are not available to work due to sick usage, vacation, jury duty, injuries, etc.
Unfortunately, there has been no funding allocated to budget line item #001-205-5014
(Salaries T emplPart Time) for the previous years to cover personal services, Expenditure for
this account is projected to expend $21,000 to $25,000 during FY 04/05.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-205-5014 Salaries Temp/Part Time $25,000
001-205-5015 Overtime $ 4,700
..
.
TOTAL NET CHANGE $29,700
PROGRAM CHANGE REQUEST
DEPARTMENT: Fire DIVISION: 202
DESCRIPTION: Two - Fire Fighter Trainee
The City Attorney's Office, Civil Service, and Fire Department developed a mechanism that
would allow the City to select the most qualified graduates of the City's Fire Academy and
offer them an opportunity to complete an accredited academy while employed by the City as a
Fire Fighter Trainee.
We are requesting additional funding to establish two Fire Fighter Trainees for 9 months, to
train, prior to reclassifying their position into a Fire Fighter PI. The Fire Fighter PI is
required to have I year of experience to be considered for employment. We are crediting 3
months of the Fire Fighter Trainee for attending the City's Fire Academy and providing 9
months of on the job training to meet the qualifications of a Fire Fighter Pl.
Salary Breakdown:
Fire Fighter Trainee
Salary $3,552 (per month)
x 9 months
$31,968
x 2 (number of employees)
Total $63,936.00
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
001-202-5014 Salary Temp/Part Time $63,936.00
.
TOTAL NET CHANGE $63,936.00
PROGRAM CHANGE REQUEST
DEPARTMENT: City Administration DIVISION: Info Svs
DESCRIPTION:
Enterprise Backup System
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
679.251.5702 The number and diversity of computer servers utilized by the $100,000
City has increased rapidly over the past few years,
complicating the process of backing up critical City computer
data. The data on each server is currently backed up to its
own backup device using one of many different backup
procedures. The complexity of the current methods increases
the likelihood of operator error and exposes the City to the
risk of failed backups and potential data loss. In addition, due
to the large volumes of data that must be backed up daily,
backups are taking excessive time to complete (24 hours in
some cases).
The solution to these problems is a centralized, high-speed,
disk/tape hybrid enterprise backup system.
..
-
TOTAL NET CHANGE $100,000
PROGRAM CHANGE REQUEST
DEPARTMENT: City Administration DMSION: Info Svs
DESCRIPTION:
Additional Training
ACCOUNT EXPENDITURE JUSTIFICA nON AMOUNT + (-)
NUMBER
679-251-5133 The IS training budget was $40,786 in FY 01/02 and $30,511 $15,400
in FY 02/03.
The FY 03/04 training budget is only $7,000. Due to this lack
of funding, IS staffhas not been given the training needed to
support the City's technology. As a result, IS needs $15,400
in training to "catch up" with current technology. This in
addition to the $40,800 in training included in the base IS
budget to cover training associated with technology advances
in the coming year.
Training in the following areas is needed to catch up with
existing technology:
. Querying and Administering Microsoft SQL Server
. Microsoft Visual Basic.net Programming
· XML (extensible markup language) Programming
. Microsoft Windows Server 2003 Administration -
· Network Security
· Basic Printer Repair
TOTAL NET CHANGE $15,400
-'
PROGRAM CHANGE REQUEST
DEPARTMENT: City Administration DIVISION: Info Svs
DESCRIPTION:
Web Content Management System
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
679-251-5702 A comprehensive web content management systems is needed $60,000 (estimated)
to address problems and issues brought to the attention of
Information Services by June Durr of the Mayor's Office,
including but not limited to:
The lack of consistency (look and feel) throughout the City's
web site. For example, the Public Services section of the web
site looks very different from Animal Control's section due to
the fact that they were designed by different people.
Inadequate and/or out-of-date content. This is due, in part, to
the amount of time and technical skill required to update the
existing "manually" maintained web site.
The lack of advanced interactive capabilities needed to
provide online services.
.
Web content management systems are designed to address
these types of issues.
TOTAL NET CHANGE $60,000 (est.)
PROGRAM CHANGE REQUEST
DEPARTMENT: City Administration DMSION: Info Svs
DESCRIPTION:
Two Proxim 20 megabit 802.1la radio links
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
679-251-5702 Backup data communications links for the Main Fire and $60,000
Main Police stations, Currently the Main Fire Station is
connected to City Hall by 802.11 b wireless link. The Main
Police Station is connected to City Hall by single and
multimode fiber that runs underground up "D" street. Neither
of these links have backup or failover links in case of the
primary links failure. Primary link failure without backup
would be catastrophic.
..
.
TOTAL NET CHANGE $60,000
.......................,n,L '"
PROGR.:\lv! CHANGE REQlJEST
DEP.->..RTME"'"T: LB?-.'_1\.'!
DMSION: 471
DESCRIPTION:
The Library Board of Trustees of the San Bernardino Public
Library requests a minimwn of $50,000 for the purchase ofIibrary
books to be used by the community. This represents only one-
fourth ofthe eliminated book budget.
ACCOtJ1',"T EXPE:'1Drn"lU: JtJSTIFICA nON A:'\'1O '(TNT .;. (-)
l'o"T.iMllER
I I
5123 FY 2004/2005 wiIl be the second year $ 50,000
the San Bernardino Libraries wiIl
operate without a book budget. The
I provision of books to the community !
I is the most fundamental reason for the
i existence of any library. Even before
I the elimination of the entire library I
I
book budget, the amount was woefully
inadequate to meet the educational and I
informational needs of the community.
During FY 2002/2003 per capita
spending for books in the City of San
Bernardino was a mere $ 1_03, less
than the cost of a greeting card. It is .
. imperative that the people of San
Bernardino have access to free and
current books for their school
assignments and self-improvement.
TOTAL l'o"ET Ca.....>;GE
$ 50,000
PROGRAM CHANGE REQUEST
DEPARTMENT: Parks, Recreation and Community Services Dept DIVISION: 387-NortonlGaIuy
DESCRIPTION:
The Norton Recreation Center/Galaxy Ballroom facilities provide a wide range of recreational, cultural, youth,
adult, and community services. This division includes programs and services at the Norton Gymnasium, six
tennis courts, four racquetball courts, fitness and weight rooms, and Galaxy Ballroom. The Galaxy Ballroom
serves as the City's primary rental facility for family gatherings, business seminars, and other ceremonies. Tennis
programming, the rental operations of the Mill Center, and grants are also administered. With a new roof and
projected renovation improvements, the Norton Center programming will be expanded, being only one of two
Citywide gymnasiums and the only City-operated racquetball courts. The Galaxy facilities will require new
programming funds with the departure of the County Probation Department.
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
387-5175 Increased volume of mailings to support expanded operations. +400
Necessary expenditure to market the use of new facilities.
387-5505 Compensation to class instructors (independent contractors) as +6,864
a percentage of patron fees collected. New classes not
previously offered to the community at Norton, Galaxy, and/or
Mill Center.
..
-
TOTAL NE,T CHANGE $7,264
PROGRAM CHANGE REQUEST
DEPARTMENT: Parks, Recreation and Community Services Dept, DIVISION: 389-AquaticslSports
DESCRIPTION: The Aquatics/Sports division provides city-wide aquatics programs and
maintenance at five pool locations (Jerry Lewis Swim Center, Delmann Heights, Nunez,
Hernandez, Mill), sports and fitness classes, open swim, CPR/First Aid training, and
adult/youth/PeeWee sports programs. Contracts with sports management groups in the general
provision of sports interests and liaison with various sports associations are monitored under
this work division. field and court uses year-round by adult and youth sports groups are also
developed within this division, This division was newly created in the reorganization plan offY
03/04,
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
389-5111 The annual cost of pool chemicals (acid and chlorine) has +9,778
been under budgeted by $7,905 per the new fiscal year annual
based on the recent competitive bid won by Waterline
Technologies. Expenditures also include chemical feed parts,
paints and cleaning items for adequate equipmentlbuilding
maintenance, mechanical equipment replacement parts on
pools, rescue and safety materials, signage and materials for
other health/safety requirements, and supplies to maintain
sports classes and youth sports groups (Little Leagues,
football, soccer, softball, tennis) management. These
additional funds are needed to fully fund this low bid.
Expenses for new fees being imposed upon the City by the
389-5181 County for hazardous materials permits at all six City owned +1,623
pools. This is a fee that was previously waived by the county;
however, due to county budget constraints is being pursued
now.
389-5505 +8,123 -
These expenditures in the current fiscal year were all paid out
of remaining balances in trust accounts, reducing these
accounts to near zero. All of these professional services are for
required pool maintenance and operation (slide inspection by a
certified civil engineer, slides seal and polish, annual service
of filtration tanks, and annual preventive maintenance service
of chemical controllers). Pool operators must provide records
of these services and equipment for the approval of County
Health and State OSHA officials in order to open these
facilities for use bv the oublic.
TOTAL NET CHANGE +19,524
DEPARTMENT: Police
PROGRAM CHANGE REQUEST
DIVISION: Patrol (213)
1
In September 2000, the police department partnered with County Probation to create the IMP ACT program,
consisting of police officer/probation officer teams, supervised by a police sergeant, who utilized a variety of
enforcement and educational programs to hold Juveniles and young adults accountable to the terms of their
probation. Funding for four of the IMP ACT teams and supervising police sergeant was derived from a Bureau
of Justice Assistance (BJA) Nightlight grant obtained by County Probation. Funding for the Nightlight grant
ended on September 30. 2003 and was not renewed. At that time the department used accrued salary savings
to continue covering the salary/ benefit costs of the four police officer positions for the remainder of FY
03/04.
Concurrently with the wind down of the Nightlight grant, on January 19, 2004 the new Patrol Beat Plan was
II implemented, initially staffing 15 of the 21 beats within the five District Commands with existing resources.
_I The beat plan has required moving additional resources, including the four police officers previously assigned
. to the IMPACT program, to front line patrol duties. The retention of these positions is an integral component
i of beat plan and essential to provide minimum staffing necessary to deploy 15 beats on each of the four patrol
. shifts, seven days a week. The police sergeant's position has also been reassigned to patrol duties and is
needed to maintain an adequate officer-to-first-line supervisor span of control ratio and protect the City's
liability during critIcal police deployments and incidents.
The Patrol Beat Plan includes an incremental plan of increasing authorized police officer positions and support
I staff over a five-year period to support the deployment of 21 patrol beats. Staffing levels must be maintained
III and increased over the next five years to ensure the success of the Patrol Beat Plan.
I ~
:!
II The goals of the Patrol Beat Plan are:
II . Beat stability
il . Building ownership of the beat by officers (called territorial imperative)
. Police-community partnerships to work on community Identified problems
. Sufficient police resources to respond to calls for service and allow for proactive time to work with
the community
]1
II
Ii
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
00]-213-501 ]/5029
I
Four (4) additional Police Officers @ Step AlB
($88,800 x 4)
+$355,200
II 001-213-50] 115029
II
I!
,
I
One (1) additional Police Sergeant @ Step E
(All salaries include a projected 3% ]86 raise 811104)
+$138,900
+ $494,100
PROGRAM CHANGE REQUEST
DEPARTMENT: Public Services O1\lSIO;'I;: Fleet
DESCRIPTION:
The Fleet has a vacant Equipment Mechanic! position, and 3 vacant Extra Relief Heavy Laborer positions.
Fleet is requesting deletion of the EM! position, and 2 vacant ERHL positions. in order to create 2 Service
Worker positions. This will create a entry level position in Fleet, and allow Fleet to free up mechanics to
complete more complex repairs and improve PM levels. Salary range #1324 (52234-52716 mo.) See attached
draft job description
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
SOll Vacant EM! Salary & Benefits - $4L1S0.oo
5014 Saving from Part-Time Salary - $19,300.00
SOll 2-Service Worker Salary & Benefits + $60.436.00
.
TOTAL NET CHANGE
.. $14.00
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES
DMSION: 402St. MaiDt
DESCRIPTION: . .
Reclassification in title from Street Superintendent to Deputy Director of Public Services. Reclass mirrors rcclass
ofPlannining Manager, Finance Manager, Parks Superintendent, EDA Manager, and City Engineer to Deputy
Director positions. Increase in level of responsibility and duties reflected by transfer of Development Services
Streets Capital improvement ProlZram, Traffic Signal Division and Street Lighting Division personnel and
functions. _. - //
o
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION AMOUNT + (-)
431-5011
Salary enhancement funded through +3,600.00
Salary savings
Sewer Maintenance Supervisor salary savings (.5) pennanent
position to be paid by Development services. Reclassification
justified by job perfonnance and increase in level of
responsibility.
Salary savings to be paid by Development Services. -$3,600,00
431-5015
TOTAL NET CHANGE 0
,
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES
DIVISION: 402St. Maint
DESCRIPTION:
Replace Public Services Project Coordinator position with two (2) entry level maintenance I positions. Position
is not a full time function needed. Maintenance supervisors handle field checks and citizen complaints. Added
C.i.P. street rehabilitation and empasis on pothole repair requires more labor intensive focus.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
404-5014
Eliminate Public Services Project Coordinator position
Replace with two (2) Maintenance Worker I entry level
positions
Reduce Part Time Tree Maintenance
- $51,274.00
402-5011
402-5011
$53,616,00
- $2,342.00
TOTAL NET CHANGE 0
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES DIVISION: 402St. Maiot
DESCRIPTiON:
Incumbent Heavy Equipment Operators reclassified to New Senior Maintenance Worker. Change due to
elimination of job specific description. Creation of larger reclass labor group will allow cross training and
deployment, to accommodate new focus and needs of the department
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
402-5011 New job classification based on existing salary of Heavy 0
Equipment Operator
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-
TOTAL NET CHANGE 0
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES DIVISION: 404 Trees
DESCRIPTION:
Incumbent Tree Trimmer I and Tree Trimmer II reclassified to New Senior Maintenance Worker. Cbange due to
elimination of job specific description. Creation of larger reclass labor group win anow cross training and
deployment, to accommodate new focus and needs of the department.
-
-
ACCOUNT EXPENDITURE JUSTIFICATION AMOUNT + (-)
NUMBER
404-5011 Employees to be (Y -Rated) unsure of term. At present time 0
Tree Trinuner I is at $13.00 more per month. Tree Trimmer II
is at $338.00 more per month than the new job classification.
New classification set at Heavy Equipment Operator step 16
$3253.00 per month. Employees will receive no increase in.
salary until new position reach salary range.
-
TOTAL NET CHANGE 0
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES
DIVISION: 406Concrete
DESCRIPTION:
Salary increase for Lead Maintenance Worker position equal to Parks Maintenance Leadworker position (step
21). Level of skill and responsibility equal to Parks Maintenance Leadworker position. Increase in duties and
level of responsibility. Salary increase is at direction of City Admin. office to remedy union grievance and give
long overdue compensation.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
406-5015
Annual salary Lead Maintenance Worker
Annual salary of Parks Maintenance Leadworker position
Salary Differential
Reduce overtime
$45,288.00
$46,896.00
+ $1,608.00
- $1,608.00
406-5011
TOTAL NET CHANGE 0
-
PROGRAM CHANGE REQUEST
DEPARTMENT: PUBLIC SERVICES
DMSION: 406 Concret
DESCRIPTION:
Incumbent Heavy Equipment Operators reclassified to New Senior Maintenance Worker. Change due to
elimination of job specific description. Creation of larger reclass labor group will allow cross training and
deployment, to accommodate new focus and needs of the department.
ACCOUNT
NUMBER
EXPENDITURE JUSTIFICATION
AMOUNT + (-)
405-5011
New job classification based on existin salary of Heavy
Equipment Operator.
o
TOTAL NET CHANGE 0
.