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Home My WebLink About01-Finance . CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM FINANCE DEPARTMENT TO: MaY'" "'" Com_ Coo"," iJj Barbara Pachon, Director of FinanceJf,i~ If....; FROM: SUBJECT: DATE: TRANSFER OF CATV TO EDA (BUDGET SAVINGS) June 18, 1997 COPIES: Fred Wilson, City Administrator The Preliminary Budget Document reflects a total savings of $413,800 relating to CATV. However, the savings is listed as two separate budget-reduction measures in the Preliminary Budget Document. Prior to the $339,300 savings resulting from the transfer of CATV to EDA, a savings of $74,500 was alreadv factored into FY 1997-1998 budget projections on the Ways and Means report of 5/27/97 (copy attached for your convenience). Originally, Mid-Year projections assumed the FY 1997-1998 General Fund contribution to CATV would be $413,800. However, the estimated amount of the General Fund transfer was reduced by $74,500 from Mid-Year projections due to miscellaneous adjustments and the assumption CATV would utilize the estimated beginning fund balance to meet its budget requirement. In the Preliminary Budget Document, this savings is summarized with other transfer changes in the section entitled "Budget Message, . page 4 "Net decrease of various miscellaneous revenues and transfers in." The amount of savings resulting from the actual transfer of CATV to EDA is $339,300. Combined, both measures reduced the General Fund deficit by $413,800. If CATV had not been transferred to EDA, the proposed CATV budget would have been as follows: FY 1997-1998 EXPENDITURE ASSUMPTIONS FY 1996-1997 CATV Budget $456,500 Adjustment for increase in internal service charges + 2,400 Additional for equipment for new studio + 40,000 Adjustment for decrease in PERS rate - 7.600 FY 1997-1998 PROPOSED CATV BUDGET $491,300 Vl1!7 )! 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IA CO'('<" t~ "'I;!-J,Olo-> ~ '" \ ~~"O ~.,o '^""" - \ vJc",\J \-,\,<" '\0 KeC\,'> (on\I"'v...\,,~ f:,-y Clrf rh~sl2 '11!' c. So...s. c. "c) v'" C' V" ~ ""..., ~j v'" r V (' -'\~O- ~ k ~ '" So ....."'c~ fl y, ~ cI {'I b h il- \ ~ 1-:" # Cell" :J"" ,f(d. s. B. ) LA ~:l..'1"tr ~ \A "e ) \ 2. _ '11 . d 00 N.O, S1reeT ~ ~ n. "e rfQ r-cl i no . ~j A I 9 ~ J) l~ JYl A Y ~ R . toM /VI,' nor t cJ worcl ~ ~(;Jlrer c - II '5...1, !Ai CJ r d F', J. Cur) I r1, MD. J; nd. tv a rd B ,. r Ck, A r/ a.. 5 -- 3. rd ~ WQ rd () a. V I'~I 0 b cr he I Meul, 1::1. I MI Wflrd ~ e rrv ,DA~vUn I - .5 i h. W~lrc1 e e 1"r(t Ii IV ~ er 5'or11 - C, It h I Wll r d N "r, h e /-,,) I 1/ e (, .. 7 I 7 h t L,t,j~ r d 1 . W 6' U. I d I //< e. 1/ e 'l M t.<. C ~1 F (J r r In ( L/brctY'Y to be /e!~i op~n For peoPle '/kC fr)e~Thq1 ;JeeJ /Ylore S~ho~/Ir;9/ Bee "u 9 e W A en '1 ~ to. rte d 1 ~ , c h ot:J.'t'. J, ete, 1 cJ~ id n1: 1< 0a:1W ,M Y I AB I c,'.s , E v I rv lVi A f) n I ny it . . ._'. ~~~&.: 5-97 THU 15:24 ECON DEVEL AGENCY FAX NO. 7148889413 P.01 .. RENT SCHEDULE Comm. Lease Monthly Suite No. Unit Size' T9nant Nama/Use Date Terms Rent 0 396 sf S.E.LF. Youth Center 2-01-96 M/M $ 249.48 1 359 sl Peoples Choice, Inc. 12-02-86 M/M 00.00 2 280 sf Peoples Choice, Inc. 12-02-86 M/M 00.00 3 280 sf Peoples Choice. Inc. 1 2-02-86 M/M 191.80 4 244 sf Peoples Choice, Inc. 12-02-86 M/M 00.00 5 396 sf Peoples Choice. Inc. 12-02-86 M/M 00.00 6 314 sf PAC Admin. office 4-01-87 M/M 00.00 I 7 628 sf PAC Conference rm. 4-01-87 M/M 00.00 I. S 438 sf Westside CDC 2-19-97 M/M 229.14 9 740 sf Westside CDe 2-19-97 M/M 371.91 II 10, lOA 933 sf Urban League 3-15-97 1 yr. 376.20 11, l1A. 116 1,236 sf NAACP 4-02-93 M/M 00.00 12 441 sf Wests ide CDC 2-19-97 M/M 172.48 13 1.239 sl Community conI. rm. 00.00 14 891 sf Westside CDC 2-19-97 M/M 746.90 15 718 sf Nurse rm., City of S. B. 00.00 16,16A 933 sl S.E.LF. Youth Ctr. 10-01-96 M/M 541.31 17 718 sl Classrocm-vacant 00.00 , 18 718 sf Clothes room: 00.00 19 674 sf Classroom-vacant 00.00 20 447 sf Classroom-vacant 00.00 21 837 sf Classroom-vacant 00.00 22 713 sl Wests ide CDc-tood bank 2-19-97 M/M 5.20 23 1,424 sf Operation Second Chance 00.00 o. I. 24 1.639 sf KeSS TV 3. City of S.B. unknown M/M 00.00 , I 25 665 sf KCSS TV 3, City of S.B. unknown M/M 00.00 i 26 212 sf KCS8 TV 3. City of S.B. unknown M/M 00.00 27 1.593 sf KCSS TV 3, City of S.8. unknown M/M 00.00 38 271 sf KCSS TV 3. City 01 S.S. unknown M/M 00.00 29 2,495 sf KeSS TV 3, City of S.B. 7-01-88 M/M 00.00 30 410 sf Kess TV 3, City of S.B. unknown M/M 00.00 Library 3,551 sf Fin. Oept. City of S.B. 7-01-87 M/M 2,580.00 Orop center 1.463 sf Rec. Depl, City of S.8. unknown M/M 00,00 Totals: 26,296 sf $5,464.42 . Inclusive of ~ro rata share of common area. i.e. int~rior hallways. rest rooms. etc. IFI ~/rj'17 . - L-,'jrd,/ tJltift-! . _. . JUN~ - TIlU 15:25 . - ECOH DEVEL AG . 7148889413 ECONOMIC DEVELOPMENt AGENCY Monthly Rental Property Finance (PEC - Library) Greater Riverside Area Urban League People's Choice (PBC - Ste 3) Riverside Comm. Coll. (5055 Hallmark A/B) 5.E.L.F. Youth Center (PEC - Suite 0) S.B.L.F. Youth Center (PEC - Suite 16) Westside CDC (PEC - Suites 9, 12, 14, 22) 2173Al06/05/97;dg Current Rate 2580.00 376.20 191.80 945.54 249.48 541.31 1525.63 Paid I!:ID! 05/97 . 03/97 . 04/97 05/97 . 08/97- 04/97. 02197. P.02 . 4 " FY 1997-1998 ESTIMATED AVAILABLE FUNDS FY 1997-1998 Estimated Beginning Fund Balance $ 83,000 FY 1997-1998 Estimated Revenues + 69.000 FY 1997-1998 PROJECTED AVAILABLE CATV FUNDS $152.000 Difference between available funds and proposed expenditures ($339,300) PROPOSED TRANSFER FROM GENERAL FUND + 339.300 Estimated Ending CATV Fund Balance FY 1997-1998 u The Council should also note that it has been assumed that the entire CATV operation is being transferred to EDA. Accordingly, all liabilities (including vacation, and sick time accruals for CATV staff), as well as all assets (including equipment and the CATV Fund Balance) will be transferred to EDA. If the Council chooses, the estimated $83,000 Ending Fund Balance for FY 1996-1997 can remain with the City for an additional savings to the General Fund. Please contact me at x5242 should you require additional information. t-f / [ / ;?1 f)a I C/;7? t?h qj Q. Dear {. yo / eru:J$ " ~/'fh f-;"';' 'p/t?r/#/?/ . & i__~ rY171,aM ~ ! kn f.~ t. ~, 'ole b;; c;,.e/ e . j lAke ~ ?i7'-g--r/Tp? b~c~#fe' " "I'/? L.ea-y 111',?j' ~nrtj-J (lU'r- 1'",;/, f L<.p1? f'n:n-u?hn.c./f7hi:n?/ re,u/IPJ-' c;/'"/ ITI~t C/l1/ Clrf;"c~ L"f;;:'n" /,'m h"r'p1 ~ 1 c/J ,,,'/"h f'J'Ir I"n~n,fi t ~l?1a'a ~ J~"rl.IH~ O'/,~n, ~,/ ~ H 5-;?,n?e- ~ tler;;- ,.", /,17 r f awl , a// ~ ?e4/," hvJ. ~ IYt Ct>/?1t> r/ trl um/f.e/" t>H/. ~ CQn1 ~ .h 4 5c-i,4 t:>nd f4;! 4>/t~l t?/ /d1?117' / ~t>~// ~ ~ /Z..e.>>7eu~ ~ L..'br*7 tfI'/,ew? ,.. ~~e:/ ~~r /-"..- )f'~r' /n f-e.resf . 6 - /2 - /qq 7- ~....L,.."",- ~,,^~o... ) SALES TAX ANALYSIS ACTUAL ACTUAL MONTH FY 95-96 FY 96-97 JULY 1,768,000 1,896,600 AUG 1,948,236 1,706,159 SEPT 1,394,500 1,440,500 OCT 1,859,400 1,920,700 NOV 1,876,185 1,481,720 DEC 1,497,800 1,477,800 JAN 1,997,100 1,970,400 FEB 1,501,609 1,786,928 MAR 1,275,200 1,342,000 APR 1,740,700 1,789,300 MAY 1,858,030 1,755,430 JUNE 1,422,400 1,450,000 (ESTIMATE) TOTAL 20,139,160 20,017,537 FY 96-97 ORIGINAL BUDGET REVISED MID-YEAR ESTIMATE BUDGET PROCESS REVISED ESTIMATE CURRENT ESTIMATE FY 96-97 FY 97-98 BUDGET 20,300,000 20,150,000 NO CHANGE FROM MID-YEAR 20,017,500 20,361,300 FY 97-98 ESTIMATE IS 1.7% ($343,800) MORE THAN MOST CURRENT PROJECTION FOR 96-97 FY 97-98 ESTIMATE WAS 1.05% ($211,300) HIGHER THAN BUDGET PROCESS/MID-YEAR ESTIMATE . .. , ~:.$"':~Ql~ ~'~:~il~"';i'; 1 A 1 ! , 2 ! C ! D SAN BERNARDINO PUBLIC LIBRARY BUDGET 20,000 33,000 218,000 2,100 1,000 696,800 8,700 5,000 10,000 20,000 600 156,800 -L 1,172,000 T SERVICES 7,500 1- ---.---=-= 1 --==1- ____L ._+--- B 1 3 I 105 471 5001 Salaries Penn/Full Time 4 I 105 471 5012 Special Salaries . 5 i 105 471 5013 Automobile Allowance 6 1 105 471 50141 Salaries Temp/Part Time 7 i 105~ 5026i Pers Retirement 8 I 105! 4711 5027 Health & Life Insurance '_.9_ ' 105 471 i 5028 Unemployment Insurance ]_0 1051 471! 5029! Medicare+ .~~~ 471L 'pERSONAL EXPENSES , I I J ']_~_f-Jg5' 4711 5111! Materials & Supplies ~. 1051 4711 51221 Dues & Subscriptions J....5.j. 105: 471 I 5123! Library Books i 1 6~ 471' 513~Meetings&Conferences '"1'-71 105! 471! 51331 Education & Training 1 8 i ~ 4711 51711 Rentals 1~ 1051 471T5172i Equipment Maintenance -~----+---, 1 ,2_Q_~ 471: 51741 P!,nting Charges 2.!~~ 4711 51751 Postage 22' 1051 471: 5181~OperatingExpenses .2 3 ~.!q~L471' 5183~agementAllowance J!~l..._1.'l5: 471: 51881 City In-House Services 25' 105: 471: MAINTENANCE & OPERATION ~i I 27 1051 471' 550510THER PROFESSIONAL -' , 29! 1051 471 -30 '1051 471' _ 1 31 1051 4711 -----~._-_.----,----,.- 32 1051 471, -- -----,._-------j---~ .3.3...JE!i' 4711 5605: Telephone Support 34' 105! 471! 5606! Electric i'51 1051 4711 56071Gas :3 6 : 1 0514i1T56081 Water, Sewer, Geothermal 13 71 105 4711 56091 Vehicle Replacement+ 38' 105 4711 IINTERNAL SERVICE CHARGE+ ... ~, ,---"""""" I 40: 1051 4711 : LIBRARY -,---.;:r 5601 : Garage Charges 5602 ! Workers Compensation 56031 Liability 5604: M.I.S. Charges 1 E PRESENT FY 96/97 907,700 , f-- 3,600 196,400 121,400 104,000 2,900 8,500 1,344,500 , '1 2,900 13,500 13,100 33,100 28,500 125,000 1,000 l,90oT 2,9001 221,900 2,745,900 F PROPOSED FY 97/98 951 ,200 3,600 194,900 94,600 105,800 2,400 5,700 1,358,200 15,000 27,000 188,200 2,100 1,000 694,500 4,500 5,000 10,000 20,000 600 158,200 1,126,100 7,500 4,0.9~ 13,500 13,100 49,300 23,800 129~ 1,000 1,900 2,900 229,500 2,721,300 ~ iF/ <11'7 , . '. ~ LIBRARY FUNCTIONS THERE CAN BE NO COMMUNITY PROGRESS WITHOUT THE LIBRARY Why? Because.... -THE LIBRARY IS ABOUT OPPORTUNITIES FOR IMPROVED QUALITY OF LIFE - BY PROVIDING FREE ACCESS TO LIFE LONG LEARNING 2 . '. ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT: · business enterprises: . . business research/information center · · cultural base for its employees · · assists in maintaining a literate workforce · · nurtures and shapes future workforce · home improvement/blight reduction .free information about job opportunities, assistance to study for tests and acquire marketable skills "LIBRARIES will get you through times of no MONEY better than MONEY will get you through times of no LIBRARIES," 3 , education IMPROVED EDUCATION: -70% of the students in the San Bernardino City Unified School District come from economically disadvantaged homes -It is reasonable to assume that under these circumstances many students do not have homework assistance available at home nor the right home environment for studying -The library is the only place that provides homework assistance and a pleasant, safe study environment for these students -What do these students do after school? They can either take to the streets and contribute to the future criminal population or they can go to the library and grow up to be contributing members to society 4 I '" " crime CRIME REDUCTION:" -Justice Department studies have found that one of the factors contributing to crime is illiteracy - 85% of incarcerated juveniles and 65% of incarcerated adults are illiterate -National Criminal Justice Commission published their findings in THE REAL WAR ON CRIME -They found that the underlying causes of crime are poverty and lack of education 5 9 0:: 0 Z N '" 8 &l '" 0 '" - - '" N "' " '" ~ " '" 0 w ;; 0 '" '" '" 0 <0 N ;:::- '" '" '" " ;::: - 0 '" N V "' "' '" '" '" 0 ~ :! v "- "l. lJ) N " 0_ "'- v- ., V N - - - "' 0 M 0 on .,; N 0 r-: u; 0 N <C .,; ..; .,; - N V V V '" '" - - - N u; ;: - - ..J ..J :> , J: U Z <C 0:: ~ " Ie '" 00 ~ " "' v '" ;; v v '" " - '" '" '" '" '" '" ~ '" N ~ 0 0 '" 0 0 v ., N '" '" " - 0 v :!E '" '" '" " " u; u; iDa; ~ '" N V N - - '" - <C ..; ..; ..; ..; ..; N N N N N N N N N I~ )0- ICl :z c: 1- <C , , c: i I T I l:D , I ~I J: , I I I 1 U' I , Z' 1 i l:D ,<c : o 0[- "' v I~ '" "' '" '" I iO:: ., " '" " 0 '" ., '" I ::l N _ V ;; N i 1"- v CO.I"": N Ci " '" '" "' v ;:!: '" 0 '" 100. ~;1;~ "l. .,; N "'- '" " N '" " '" C- .,; - I'" "'I'" " N N N - I I :'I:t '" '" N '" - IW - - - - - IN N N N - 1 0 , ~I I~ I , ,0 I 0, 10::1 I I c: I i <l: , Z 1 1 c: I ' I , I 1>1 w I~I l:D z <l: 00 I~- (JJ :J '" "' '" N 0 '" '" - '" 0 V '" "' '" ~ '" '" "' " '" r::. '" '" 18 '" '" v ;::: 0; " '" '" '" V 0 " "' N " - - v :!E 0 "l. "!. V_ It? N~ 0 N V V V '" '" V v N 0_ v "'0 ai " N N r-: '" '" '" '" ..; .,; U; r-: .,; U; N - - - ai 0 1"-. -.i > '" 0 N ". '" "' '" re ~ ~ - - '" V '" N N W - N N J: C ..J W u.. I I I , i ~ I , u~ " " [;; " c: " '" .!!! '" '" ~ '" c: c: "0 c: c: c: " .!!! " .. " e " c: " I .., .. .., :s .., .., .., Iwla '" o:!! '" '" '" ~ C) c: c: c: e c: c: UI~ '6 ~ '6 ~ '6 '6 "'t '6 - ~ " " " ti) " " >~ '0 ... '0 ::. '0 e ~ ~ '0 ffio .5 0 .5 ~ .5 .5 15 c: 15 15 a.. 15 ~ 15 lJ) ~ c: oS! c: .. c: -~ c: c: '" v '" '" " '" v "' '" " o:!! ~ ~ "' '" " c: '" v '" '" ~ '" v "' '" " c: f;j C) ~ ~ ~ ... f;j i ~ ~ ~ ~ '" ~ f;j 1il i ~ ~ f;j i ~ ~ ~ e COl '" .!!! v '" I~ .,; ~ '" Oi '" '" '" '" '" '" ::. '" '" '" '" '" '" '" '" '" '" '" '" ~ '" '" '" I~ '" '" '" '" '" ~ '" '" '" '" '" e '" '" '" '" '" == '" '" '" '" '" .. '" '" '" '" '" - - - - - - - - - - - - - - - - - - - - - - - - - ~ it >- it it it (3 it it it it it 8 it it it it it t3 it it it it it ~ it it it it it u. r-- Ol OJ C -...q!'-::3 <<1",,"(0"""') O~ttto> 6 C') -.:t.5 - I . "0 ~oo:t(O.2 (tlO')O)o Q)--C >- C'l III ._ OlOl_ (/) 0 :; c OLOmf'.. J:IllCOCO OlC'lN ... ~ ~ k Q)">t'">tv OJ , - eMU')""" ::3mmm o'N;a:w >mmm < . Branches spending · Villasenor - operational cost - $103,336 . serves a population area of 29,448 people at $3.51 per person children's book budget - $9,200 11,170 children in the service area spends .83lt cents per child for books · Rowe branch - operational cost - $194,227 serves a population area of 57,818 people at $3.36 per person children's book budget - $14,000 17,117 children in the service area spends .82lt per child for books · Inghram branch- operational cost - $92,170 serves a population area of 26,464 people at $3.49 per person children's book budget - $7,000 11,600 children in the service area spends .6Ilt per child for books 7 B .' 0 ~en .... 01- .... O:() .... <t<t Poo" . zo: " ell 0:1- r- e( ~ ~~ I Wen l_ Cj:!J);l CD .... m~ t [, Zen _J .... , <tZ ~ enW CD=- ....' u.() I l_~ og I ~ C'\IIl.......~ !....l"'" L )-0> , ~ I '-......" -C'" J-T"" , , "" - u'\'lou~lrM .... . U an -^'f' ""_J rl I , ....- r- " r , I ,. \. '''c ( I~_-, ,.. ,./" (: . ," . .j . SAN BERNARDINO PUBLIC LIBRARY PRESENT PROPOSED FY 96/97 FY97/98 105 471 5001 SALARIES PERMlFULL TIME 907,700 951,200 105 471 5012 SPECIAL SALARIES 105 471 5013 AUTOMOBILE ALLOWANCE 3,600 3,600 105 471 5014 SALARIES TEMP/PARTTIME 196,400 194,900 105 471 5026 PERS RETIREMENT 121,400 94,600 105 471 5027 HEALTH & LIFE INSURANCE 104,000 105,800 105 471 5028 UNEMPLOYMENT INS. 2,900 2,400 105 471 5029 MEDICARE + 8,500 5,700 105 471 PERSONAL EXPENSES 1,344,500 1,358,200 105 471 5111 MA TERIALS & SUPPLIES 20,000 15,000 105 471 5122 DUES & SUBSCRIPTIONS 33,000 27,000 105 471 5123 LIBRARY BOOKS 218,000 188,200 105 471 5132 MEETINGS & CONFERENCES 2,100 2,100 105 471 5133 EDUCATION & TRAINING 1,000 1,000 ./ 105 471 5171 RENTALS 696,800 0 105 471 5172 EQUIPMENT MAINTENANCE 8,700 4,500 105 471 5174 PRINTING CHARGES 5,000 5,000 105 471 5175 POSTAGE 10,000 10,000 105 471 5181 OTHER OPERA TlNG EXP. 20,000 20,000 105 471 5183 MANAGEMENT ALLOWANCE 600 600 105 471 5188 CITY IN-HOUSE SERVICES 156,800 158,200 105 471 MAINTENANCE & OPERATION 1 ,172,000 431,600 105 471 5505 OTHER PROFESSIONAL SERVICE: 7,500 7,500 105 471 5601 GARAGE CHARGES 2,900 4,000 105 471 5602 WORKERS COMPENSATION 13,500 13,500 105 471 5603 LIABILITY 13,100 13,100 105 471 5604 M./.S. CHARGES 33,100 49,300 105 471 5605 TELEPHONE SUPPORT 28,500 23,800 105 471 5606 ELECTRIC 125,000 120,000 105 471 5607 GAS 1,000 1,000 105 471 5608 WATER, SEWER, GEOTHERMAL 1,900 1,900 105 471 5609 VEHICLE REPLACEMENT + 2,900 2,900 105 471 INTERNAL SERVICE CHARGE + 221 ,900 229,500 105 471 LIBRARY 2,745,900 2,026,800 9 prof 4/17/97 CALIFORNIA PUBLIC LIBRARY FUNDS A. B. c. 1996-97 AS 345 50% of Library District Actual PLF Change to Per Capita Full Funding Payment Payment Monrovia $ 22,671 $ 22,854 $ 31,392 Monterey Co. $ 110,100 $ 110,620 $ 151,950 Monterey P.L. $ 18,828 $ 18,918 $ 25,985 Monterey Park $ 37,423 $ 37,600 $ 51,648 Mountain View $ 41,692 $ 41,889 $ 57,539 Napa Co. $ 66,350 $ 66,664 $ 91,570 National City. $ 28,251 $ 32,136 $ 44,143 Nevada Co. $ - $ 51,113 $ 70,209 Newport Beach $ 40,405 $ 40,596 $ 55,764 Oakland $ 234,771 $ 235,881 $ 324,011 Oceanside $ 86,073 $ 86,480 $ 118,790 Ontario $ 83,266 $ 83,660 $ 114,917 Orange Co. $ 643,454 $ 739,633 $ 1,015,973 Orange P.L. $ 69,993 $ 70,324 $ 96,598 Orland $ 7,430 $ 7,596 $ 10,435 Oxnard $ 81,460 $ 90,064 $ 123,713 Pacific Grove $ 10,028 $ 10,076 $ 13,840 Palmdale $ 49,556 $ 65,800 $ 90,384 Palm Springs $ 24,383 $ 24,499 $ 33,652 Palo Alto $ 34,207 $ 34,369 $ 47,210 Palos Verdes $ 40,376 $ 40,567 $ 55,723 Palo Verde $ 4,513 $ 21,191 $ 29,108 Pasadena $ 80,167 $ 80,546 $ 110,640 Paso Robles $ 12,543 $ 12,602 $ 17,310 Placentia $ 28,082 $ 28,215 $ 38,756 Plumas/Sierra Co. $ 10,668 $ 14,006 $ 19,239 Pomona $ 72,017 $ 82,133 $ 112,819 Porterville $ 15,532 $ 20,298 $ 27,882 Rancho Cucamonga $ 41,964 $ 68,091 $ 93,531 Rancho Mirage $ 7,970 $ 8,008 $ 8,514 Redlands $ 38,359 $ 38,540 $ 52,939 Redondo Beach $ 37,365 $ 37,541 $ 51,567 Redwood City $ 41,984 $ 42,183 $ 57,943 Richmond $ 53,152 $ 53.404 $ 73,356 Riverside Co. $ 391,283 $ 640,728 $ 880,114 Roseville $ 34,909 $ 35,074 $ 48,178 Sacramento Public Co. $ 510,292 $ 635,634 $ 873,118 Salinas , $ 71,630 $ 71,969 $ 98,858 San Anselmo $ 7,105 $ 7,138 $ 9,805 San Benito Co. $ 9,149 $ 24,528 $ 33,692 San Bernardino Co. $ 265.471 $ 571,667 $ 785,251 San Bernardino P.L. $ 94,464 $ 106,749 $ 146,632 / 10 CONDITIONS: 1. WILL RECEIVE PLF (PUBLIC LIBRARY FUND) 2. WILL FOREGO ANY REDISTRmUTION TO CITY DEPARTMENTS OF ERAF SHIFT MONEYS 3. WILL INVESTIGATE, DEVELOP AND PREPARE A PLAN FOR INSTITUTING A DEDICATED LmRARY FUND IN THE FUTURE 11 SHOULD THE COMMON COUNCIL APPROVE THE LIBRARY'S BUDGET FOR FY 97/98 AS PETITIONED HERE, THE LIBRARY DIRECTOR WILL PROPOSE TO THE LIBRARY BOARD OF TRUSTEES A TIME TABLE FOR CREATING A PLAN FOR A LONG TERM SOLUTION FOR LIBRARY FUNDING. TIMETABLE SUBJECT TO BOARD APPROVAL: JULY, 1997.- OCTOBER, 1997: LIBRARY DIRECTOR RESEARCHES AND PRESENTS INFORMATION ABOUT VARIOUS OPTIONS OF PUBLIC LIBRARY FUNDING TO THE LIBRARY BOARD OF TRUSTEES NOVEMBER, 1997 -- MARCH 1998: PUBLIC INFORMATION FORUMS - INFORM THE COMMUNITY ABOUT THE VARIOUS OPTIONS FOR FUNDING THE PUBLIC LIBRARY APRIL, 1997: LIBRARY BOARD CONDUCTS A PUBLIC OPINION SURVEY TO ASCERTAIN WHICH OPTION THE COMMUNITY FAVORS JUNE, 1998: PREPARE THE LIBRARY FUNDING ISSUE FOR THE NEXT ELECTION 12 , C I T Y 0 F SAN B ERN A R DIN 0 INTEROFFICE MEMORANDUM CITY ADMINISTRATOR'S OFFICE TO: Mayor and Common Council FROM: Fred Wilson, City Administrator SUBJECT: Recommended Budget Reductions and Revenues DATE: June 12, 1997 COPIES: All Department/Division Heads ------------------------------------------------------------------ As part of the budget process this year, all departments were asked to submit their recommendations on how a 5% expenditure reduction could be achieved. The blue pages contain the budget reductions and revenue options that are proposed to help achieve a balanced budget. A summary sheet is provided in addition to a more detailed Budget Reduction Worksheet on each reduction item. The attached pink pages contain the budget reductions that have already been incorporated into the Preliminary Budget. These include the internal service departments (Risk, MIS, Fleet, etc.), as well as the City Attorney, City Administrator, and Mayor's Office budgets. These reductions still require formal approval by the Council. Additionally, a budget reduction plan just has been submitted by the Chief of Police. This information is currently being reviewed by the Mayor, and will be transmitted to the Council on Monday. On Wednesday, June 18, we will a presentation to the Council. questions please contact me at review each of these reductions in In the meantime, if you have any extension 5122. 1iI1L IAhfhv~ Fred Wilson City Administrator ~~7 iF! . Table of Contents Summary of Budget-Balancing Options ............................... 3 Animal Control ......................................... 5 Cemetery .. . .. .. .. . .. .. .. .. . .. .. .. .. .. .. .. .. . .. .. . .... 6 CityClerk ............................................7 Civil Service ...........................................8 Code Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 9 Council Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 10 Facilities ............................................ 11 Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 14 Fire ............................................... 16 General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 18 Library ............................................. 19 Parks, Recreation, and Community Services. . . . . . . . . . . . . . . . . . . . . .. 20 Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 25 Planning and Building Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 26 Public Services Administration .................................... 29 Concrete .. .. . .. . .. . .. .. . .. . .. .. .. . .. .. . .. .. .. ... 30 Street Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 31 Right of Way . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 32 Street Sweeping ................................... 33 Street Tree Maintenance .............................. 36 Public Works ......................................... 37 OtherOptions ......................................... 39 Summary of Reductions Included in the Preliminary Budget .......................................... 44 City Administrator ...................................... 45 City Attorney ......................................... 46 CATV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 50 Mayor's Office ........................................ 51 M.I.S. ............................................. 52 Motor Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 53 Risk Management ....................................... 54 o Elll . 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C 0. .2 a " . 2" \ii .~ ... O. o E .~ ~ ~il w'" , I I g.l ... ~ ~ .. j, I ~I ~ lijl ~ i' ~l~ s '; en ~ ~ a 01.1~10 = :E 31'" ~ 01'0 0 o ~ ",,, ~ ~ 11 :>1" > ~"2'5]!:! 4)...... >:ii . 0 l~- I~I~ j j IP!~il. ,,"c'o'\ t~ l;~ ~ a ~ ~.2IU::I '" ~I~IO ~ 0. ~..,,;IIBIH ~ it ~ _ t gl~ ~ ~~. Ii 0::: TJ,i;;.$. ~:I, -g .a I~ iil-g ~ ~ Jj ~: ~I;fll~ ~ ;n~! ~ 1'1-,-1- -1-, j t!~ ~ m,~; li c, c:;1 C C c:: 1 .IJ:<IJ'<lJ1<IJ.lJ1 ~ ill I I I I i II I ~! I 15 . " z 11 4 BUDGET REDUCTION WORKSHEET DEPT: Animal Control FUND: 124 Animal Control PROGRAM/SERVICE REDUCTION: Eliminate one (1) Animal Control Officer. POTENTIAL COST SAVINGS: $40,000 IMPACTS ON SERVICES: Reduced stray animal control services, cruelty/abuse investigations, courtesy "no charge" animal pick-ups, and increases in response times on requests for service. Savings includes reduction in number of vehicles maintained, since one less Officer will be in the field. Positions affected? l yes _ no If yes, list positions: (1) Animal Control Officer (filled) 5 BUDGET REDUCTION WORKSHEET \ DEPT: Cemetery PROGRAM/SERVICE REDUCTION: I FUND: Cemetery Eliminate clerical support; reduce grounds maintenance. POTENTIAL COST SAVINGS: $34,100 IMPACTS ON SERVICES: The Cemetery Office is operated with two employees. With the Typist Clerk 11 position eliminated, the office will be closed at times during the day. To reduce grounds maintenance expenses, fertilizing and overseeding the lawns will be eliminated. Positions affected? ..x. yes _ no If yes, list positions: (1) Typist Clerk II (vacant) 6 BUDGET REDUCTION WORKSHEET \ DEPT: City Clerk PROGRAM/SERVICE REDUCTION: I FUND: General Reduce Business Registration staff. POTENTIAL COST SAVINGS: $51,000 IMPACTS ON SERVICES: This cut may reduce the amount of Business Registration revenue generated by the Division. Workload would be restructured to move apartment and commercial property rental registrations to inspectors now handling rental housing registration. All other businesses would be divided geographically between the remaining two inspectors. Account Clerk duties would be evenly divided among the remaining four Account Clerks. Positions affected? .x yes _ no If yes, list positions: (1) Business Registration Inspector (filled) (I) Account Clerk I (filled) 7 BUDGET REDUCTION WORKSHEET I DEPT: Civil Service I FUND: General PROGRAM/SERVICE REDUCTION: Reduce operating expenses. POTENTIAL COST SAVINGS: $15,200 IMPACTS ON SERVICES: No reduction in the level of service is anticipated. Fewer recruitments will result in savings in professional/contractual expenses for pre-employment and psychological exams. Various other expenses for dues, office supplies, training, printing, and postage would also be reduced. Positions affected? _ yes .x. no If yes, list positions: 8 BUDGET REDUCTION WORKSHEET I DEPT: Code Compliance PROGRAM/SERVICE REDUCTION: I FUND: General Reduce expenditures for maintenance and operations, and contractual services; reorganize weed abatement staff. POTENTIAL COST SAVINGS: $124,500 IMPACTS ON SERVICES: Weed Abatement staff will be reorganized to eliminate a vacant Weed Abatement Aide position, reclassify a Weed Abatement Aide to a Code Compliance Officer I, and reclassify a vacant Account Clerk 1 to an Account Clerk III. These position upgrades will improve the level of service to the public and streamline administrative functions. A reduction in contractual services, as well as maintenance and operations, will result in reduced funding for abatements, board-up's, and demolitions. However, this will be offset by increased funding from EDA for these purposes. Positions affected? ..x.. yes _ no If yes, list positions: (1) Weed Abatement Aide (vacant) (1) Account Clerk I (vacant)reclassified to Account Clerk III (1) Weed Abatement Aide reclassified to Code Compliance Officer I (filled) 9 BUDGET REDUCTION WORKSHEET \ DEPT: Council Office PROGRAM/SERVICE REDUCTION: I FUND: General Eliminate Administrative Assistant to the Council; hold Secretary vacant for 1997-98; add Administrative Operations Supervisor(U). POTENTIAL COST SAVINGS: $39,700 (net) IMPACTS ON SERVICES: Some of the savings from this reduction ($4400) would be reallocated for maintenance and operations. The total savings from the reorganization is $44,100. Positions affected? ..x. yes _ no If yes, list positions: (1) Admin. Assistant to the Council (vacant) (1) Admin. Operations Supervisor (U) (new) (1) Secretary (will fill new position) 10 BUDGET REDUCTION WORKSHEET I DEPT: Facilities I FUND: General PROGRAM/SERVICE REDUCTION: Reduce funding for alterations and renovations. POTENTIAL COST SAVINGS: $40,000 IMPACTS ON SERVICES: The budget for replacing worn, deteriorated carpeting will be reduced to $20,000. No roof maintenance will be performed this year. Positions affected? _ yes ..x. no If yes, list positions: 11 BUDGET REDUCTION WORKSHEET I DEFT: Facilities PROGRAM/SERVICE REDUCTION: I FUND: General Reduce various operating expenses. POTENTIAL COST SAVINGS: $80,700 IMPACTS ON SERVICES: Service levels to all departments will be affected by these reductions: Parking Control Checkers will not received 800 MHz radios this year ($7,100). Building maintenance supplies will be reduced ($8,600). This may result - -;;'1- hiJr in equipment being unavailable until funds are allocated for repairs. The city-wide painting contract will be reduced ($8,000). Contract cleaning services throughout the city will be reduced ($30,000). Contract for washing of windows and skylights at Carousel Mall will not be funded this year ($1,000). No vehicles will be replaced this fiscal year ($24,000). Use of college interns will be reduced; funds for conferences, memberships, and training for employees will also be reduced ($2,000). Positions affected? _ yes ..x. no If yes, list positions: 12 BUDGET REDUCTION WORKSHEET \ DEFT: Facilities PROGRAM/SERVICE REDUCTION: I FUND: General Eliminate vacant Carpenter position. POTENTIAL COST SAVINGS: $34,700 IMPACTS ON SERVICES: This position has been vacant since February 1996 and has not been refilled to achieve salary savings. This will continue to mean delays in services on both emergency and routine requests. Positions affected? l yes_ no If yes, list positions: (1) Maintenance Carpenter (vacant) 13 BUDGET REDUCTION WORKSHEET \ DEPT: Finance PROGRAM/SERVICE REDUCTION: I FUND: General In the Print Shop. reduce Composer/Bindery Clerk hours from full-time to part- time. POTENTIAL COST SAVINGS: $12,000 IMPACTS ON SERVICES: There should be little impact on services. The volume of work that is currently handled by the Composer/Bindery Clerk can be done with reduced hours. If the volume of work for this position significantly increases over current levels during FY 97-98, the work will have to be contracted out. Positions affected? .x. yes _ no If yes, list positions: (1) Composer/Bindery Clerk (filled) 14 BUDGET REDUCTION WORKSHEET \ DEPT: Finance PROGRAM/SERVICE REDUCTION: I FUND: General Consolidate Treasurer's Office staff with Accounting staff on the fourth floor of City Hall; eliminate Administrative Operations Supervisor II position. POTENTIAL COST SAVINGS: $50,800 IMPACTS ON SERVICES: By consolidating staff and handling the Treasury functions from the fourth floor instead of the second floor, savings can be achieved by deleting one position. New procedures will have to be developed with the Water Department cashier for counting daily cash, armored car service pick-up, space usage, and access to the safe. All petty cash reimbursements, investments, and other Treasurer's Office functions will be handled from the fourth floor. Positions affected? l yes _ no If yes, list positions: (1) Administrative Operations Supervisor II (filled) 15 BUDGET REDUCTION WORKSHEET I DEPT: Fire PROGRAM/SERVICE REDUCTION: I FUND: General Reduce from four (4) to three (3) the number of personnel assigned daily to Engine 221 at the Central Fire Station; eliminate three (3) Firefighter positions; add a Fire Prevention Officer. POTENTIAL COST SAVINGS: $110,900 (net) IMPACTS ON SERVICES: Engine 221 is the last remaining non-paramedic engine with four personnel; the rest have three. This unit is the first or second engine in to most of the City's core high value area, i.e., high rises, malls, and other target hazards. Target hazards such as these necessitate intensive staffmg for initial emergency response. The fourth Firefighter is also used for other short term fill-ins, such as: _ Replacing on-duty fITe investigators when they are needed; _ Replacing Haz-Mat Team members while they attend training; _ Cover for negotiations and other Union leave as required by the MOU; _ Cover for depositions and jury duty; _ Temporarily replace on-duty Firefighters that need to leave duty because of illness or injury. Some increase in overtime has been factored in for those cases that off-duty personnel will need to be called back to duty to perform the above functions. No layoffs would result; the three personnel would be used as floaters to offset overtime used from constant manning/minimum staffmg coverage. (The increase in cost for use of floaters has been factored into the net savings.) Some of the savings from this reduction would be used to reestablish a Fire Prevention Officer that was previously eliminated. Positions affected? .x.. yes _ no If yes, list positions: (3) Firefighter (filled) (1) Fire Prevention Officer (created) 16 BUDGET REDUCTION WORKSHEET I DEPT: Fire PROGRAM/SERVICE REDUCTION: I FUND: General Close Fire Station No.9. POTENTIAL COST SAVINGS: $750,200 IMPACTS ON SERVICES: A target dollar amount equal to 5% of the total Fire budget is $756,900. Achieving a reduction that will reach that target requires a loss of personnel. In fact, a loss of one engine or ladder company is needed. There is no doubt that closing a station creates a significant geographic service gap. That gap equates to a serious delay of emergency responders for medical aid and fire suppression activities. In most instances, there would be several minutes added to the normal response time. The manifestation of increased response time such as this has a direct correlation and impact on life safety, firefighter safety, and property loss. Positions affected? .x. yes _ no If yes, list positions: (3) Firefighter (filled) (3) Captain (filled) (3) Fire Engineer (filled) 17 BUDGET REDUCTION WORKSHEET I DEPT: General Government I FUND: General PROGRAM/SERVICE REDUCTION: Reduce civic/promotional and fine arts funding. POTENTIAL COST SAVINGS: $50,000 IMPACTS ON SERVICES: Fine arts funding would be reduced by $31,000; civic/promotional funding would be reduced by $19,000. Positions affected? _ yes l no If yes, list positions: 18 BUDGET REDUCTION WORKSHEET \ DEPT: Library I FUND: General PROGRAM/SERVICE REDUCTION: Reduce library funding by 5 % . POTENTIAL COST SAVINGS: $137,400 IMPACTS ON SERVICES: To be determined by the Library Board of Trustees. Positions affected? _ yes _ no If yes, list positions: 19 BUDGET REDUCTION WORKSHEET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Reduce parks maintenance services. POTENTIAL COST SAVINGS: $123,700 IMPACTS ON SERVICES: No preventative maintenance will be performed on park facilities such as shade shelters, park restroorns, concession stands, bleachers, fencing, and basketball backboards and supports. Without this regular programmed maintenance, there will be more broken and worn equipment. Response times to correct repairs will be increased. Health and safety issues will take priority, with installations and construction performed as time allows. Positions affected? ..x. yes _ no If yes, list positions: (4) Park Maintenance Worker I (3) vacant; (1) filled. (Vacancies contingent upon move-up's to PMW II) 20 BUDGET REDUCTION WORKSHEET DEFT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Close Cal State and Mill swimming pools. POTENTIAL COST SAVINGS: $6,800 (net) IMPACTS ON SERVICES: These pools were closed in 1995, and reopened for a partial season in 1996. Positions affected? .x. yes _ no If yes, list positions: Part-time positions only 21 BUDGET REDUCTION WORKSHEET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Eliminate Senior Recreation Supervisor and reduce programming. POTENTIAL COST SAVINGS: $66,300 IMPACTS ON SERVICES: Reduction in the number of special interest classes, trips, and tours; less general staff support for special events. Most services will be preserved by reassigning duties to remaining staff, but quality of the operations may be impacted. Positions affected? ..x.. yes _ no If yes, list positions: (1) Senior Recreation Supervisor (vacant) 22 BUDGET REDUCTION WORKSHEET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Downgrade vacant Recreation Supervisor to Recreation Program Coordinator. POTENTIAL COST SAVINGS: $19,000 IMPACTS ON SERVICES: Reduction in level of support for youth sports programs and special events. Positions affected? ..x.. yes _ no If yes, list positions: (1) Recreation Supervisor (vacant) 23 BUDGET REDUCTION WORKSHEET DEPT: Parks, Recreation, and Community FUND: General Services PROGRAM/SERVICE REDUCTION: Eliminate Typist Clerk II. POTENTIAL COST SAVINGS: $28,800 IMPACTS ON SERVICES: Reduced customer service support at the Downtown Senior Center. There will also be delays in typing and filing of documents required for the Senior Nutrition program. Positions affected? ..x. yes _ no If yes, list positions: (1) Typist Clerk II (filled) 24 BUDGET REDUCTION WORKSHEET \ DEPT: Personnel PROGRAM/SERVICE REDUCTION: \ FUND: General Reduce Personnel Clerk II hours by 50%; reduce support services for employee benefits administration, recruitment, hiring & separations. POTENTIAL COST SAVINGS: $15,800 IMPACTS ON SERVICES: Availability of staff to troubleshoot employee benefit problems will be reduced. Employee appointments will be required instead of offering drop-in service at the counter. There may be delays in correspondence to employees regarding benefits. Slowdowns will be experienced in advertising for job openings, as well as opening city jobs and posting job flyers. In-processing of new employees will occur bi-weekly instead of the current weekly schedule. There will be delays in processing the average 40 employment verifications that are received each month for employees. Positions affected? ..x. yes _ no If yes, list positions: Personnel Clerk II (reduce to work 50% of time; maintain pro-rated salary and benefits) 25 BUDGET REDUCTION WORKSHEET DEPT: Planning and Building Services FUND: General PROGRAM/SERVICE REDUCTION: Eliminate (1) Assistant Planner. POTENTIAL COST SAVINGS: $43,500 IMPACTS ON SERVICES: Loss of this position will continue to impact service to the public. Fewer planners are available to provide general planning information and complete project processing. The public counter and phones are covered by the same planners who are responsible for processing minor applications as well as projects through the ORC and the Planning Commission. One person out sick or on vacation severely impacts daily operations. One Assistant Planner position was lost last fiscal year, leaving seven planning positions, a Secretary, and a Typist Clerk. The Clerk position is also proposed for elimination as part of the 5 % budget reduction. Positions affected? ..x.. yes _ no If yes, list positions: (1) Assistant Planner (vacant) 26 BUDGET REDUCTION WORKSHEET DEPT: Planning and Building Services FUND: General PROGRAM/SERVICE REDUCTION: Eliminate (1) Typist Clerk II (Planning Division/Development Services). POTENTIAL COST SAVINGS: $25,300 IMPACTS ON SERVICES: Deleting the Typist Clerk II position will affect service to the public. This person provides reception services for the department. Preparation of DRC agendas may be delayed. Records maintenance will be affected because no one will be available to do filing and cataloging of project files on a regular basis. Preparation of routine correspondence, memos, copying, and distribution of documents may be delayed. Computerization of the Development Code and preparation of the Planning case processing schedule may be delayed. The Planning Commission Secretary and the Director's Secretary will be affected by the loss, as these positions will continue to assume responsibility for the above duties in addition to their current duties. Positions affected? ..x. yes _ no If yes, list positions: (1) Typist Clerk II (vacant) 27 BUDGET REDUCTION WORKSHEET DEPT: Planning and Building Services FUND: General PROGRAM/SERVICE REDUCTION: Reduce professional and contractual services. POTENTIAL COST SAVINGS: $23,300 IMPACTS ON SERVICES: Loss of these funds will preclude the Planning Division from processing city initiated development and special projects which require geologic review. archaeological review, or further environmental review. Fewer workshops will be provided for staff regarding CEQA law, subdivision law. etc. The preparation of the update to the Housing Element of the General Plan, which is due June 1998, may be delayed. Processing times will be delayed on plan checks which would normally have been sent out. Positions affected? _ yes .x.. no If yes, list positions: 28 BUDGET REDUCTION WORKSHEET DEPT: Public Services - Street Admin. FUND: General PROGRAM/SERVICE REDUCTION: Eliminate funding for the computerized customer service system. POTENTIAL COST SAVINGS: $17,800 IMPACTS ON SERVICES: Without the computerized customer service system, improvements in customer service response and management of street maintenance requests will be difficult. Positions affected? _ yes ..x.. no If yes, list positions: 29 BUDGET REDUCTION WORKSHEET DEPT: Public Services - Concrete Maintenance FUND: General PROGRAM/SERVICE REDUCTION: Eliminate (1) Maintenance Worker II. POTENTIAL COST SAVINGS: $30,300 (net) IMPACTS ON SERVICES: Eliminating one Maintenance Worker II from the concrete crew will result in longer delays in sidewalk repair. Some of the savings ($1300) would be used to purchase more materials and supplies for the remaining personnel. Positions affected? ..x.. yes _ no If yes, list positions: (1) Maintenance Worker II (vacant) 30 BUDGET REDUCTION WORKSHEET DEPT: Public Services - Street Maintenance FUND: General PROGRAM/SERVICE REDUCTION: Reduce miscellaneous operating expenses POTENTIAL COST SAVINGS: $35,900 IMPACTS ON SERVICES: Reduction of field radio communication equipment wiII result in restricted ability to coordinate field work. Without funds to purchase an additional sandbagging machine, there wiII be delays when providing sandbags to residents during rainstorms. Less funding wiII be available to rent equipment for storm clean-ups, and to purchase asphalt for pothole patching. Positions affected? _ yes..x.. no If yes, list positions: 31 BUDGET REDUCTION WORKSHEET DEn': Public Services - Right of Way FUND: General PROGRAM/SERVICE REDUCTION: Downgrade Heavy Equipment Operator to Maintenance Worker I; decrease operating expenses. POTENTIAL COST SAVINGS: $16,800 IMPACTS ON SERVICES: As a result of the downgrade to Maintenance Worker I, this position will not be allowed to function using heavy equipment such as a skip loader or a large mower. Instead, work will be performed by hand. This will reduce the efficiency of operations, and increase the time required to clean up illegal dumping. Reductions in overtime and materials will mean delayed response to clean up requests, and reduced use of weed killer. Positions affected? l yes _ no If yes, list positions: (1) Heavy Equipment Operator (filled) 32 BUDGET REDUCTION WORKSHEET DEPT: Public Services Street Sweeping FUND: General PROGRAM/SERVICE REDUCTION: Reduce street sweeping frequency to once per month for residential/collector streets, and twice per month for arterial streets. POTENTIAL COST SAVINGS: $272,400 IMPACTS ON SERVICES: Residential streets are currently swept twice per month, and would instead be swept once per month. Arterial streets are now swept weekly, and would instead be swept twice per month. Availability of sweepers for rainy-day make-ups, special cleaning services, storm drain clearing, and storm clean-up will be reduced. This may result in a depreciation of community appearance and some localized flooding caused by debris blocking storm drains. Positions affected? ..x. yes _ no If yes, list positions: (1) Maintenance Supervisor downgraded to Lead Worker (filled) (4) Motor Sweeper Operators (filled) 33 BUDGET REDUCTION WORKSHEET DEPT: Public Services Street Sweeping FUND: General PROGRAM/SERVICE REDUCTION: Shift costs of disposal operation to the Refuse Fund. POTENTIAL COST SAVINGS: $69,400 IMPACTS ON SERVICES: One Maintenance Worker II is responsible for disposal of the debris collected by the street sweepers. Since this is actually a Refuse operation, it is proposed that the Refuse Fund absorb the salary and benefits of the MW II and the cost of the rolloff truck used in the disposal function. Positions affected? l yes _ no If yes, list positions: (1) Maintenance Worker II (shift to Refuse) 34 BUDGET REDUCTION WORKSHEET DEPT: Public Services Street Sweeping FUND: General PROGRAM/SERVICE REDUCTION: Shift costs of tipping fees to the Refuse Fund for debris collected by Street Sweeping. POTENTIAL COST SAVINGS: $175,000 IMPACTS ON SERVICES: None. Positions affected? _ yes l no If yes, list positions: 35 BUDGET REDUCTION WORKSHEET DEPT: Public Services - Street Tree Maintenance FUND: General PROGRAM/SERVICE REDUCTION: Eliminate Professional/contractual services; reduce funding for smalI tools and equipment. POTENTIAL COST SAVINGS: $17,000 IMPACTS ON SERVICES: The number of years in the tree trimming cycle will be increased with this elimination of alI General Fund contract tree trimming. Replacement of broken and worn tools will be restricted. Positions affected? _ yes ..x. no If yes, list positions: 36 ~ BUDGET REDUCTION WORKSHEET DEPT: Public Works - Field Section FUND: General Fund PROGRAM/SERVICE REDUCTION: Eliminate (1) Construction Inspector. POTENTIAL COST SAVINGS: $36,500 IMPACTS ON SERVICES: Loss of staff wiII require other staff members to make up work to insure compliance with permits. May impact the overall quality of construction performed, as not all work may be fully inspected. WiII increase the geographic area covered by each remaining inspector. and increase travel costs to projects. Positions affected? ..x. yes _ no If yes, list positions: (1) Construction Inspector (filled) 37 BUDGET REDUCTION WORKSHEET \ DEPT: Public Works - NPDES PROGRAM/SERVICE REDUCTION: \ FUND: General Fund Reduce materials, supplies, and equipment. POTENTIAL COST SAVINGS: $7,100 IMPACTS ON SERVICES: The city pays $54,000 annually for its portion of the area-wide NPDES permit. In addition, the city is required to provide its own public education program, monitor storm water, and regularly clean catchbasins. These reductions will have an overall impact on the ability to meet the obligations of the area-wide permit and the education program. Also, half of all catchbasins are now cleaned each year by a contractor; there could be some reduction in the number cleaned this year. Positions affected? -yes ..x.no If yes, list positions: 38 OTHER OPTIONS \ DEYf: OPTION: I FUND: General Issue Refunding Bonds; reduce debt service payments on Fire Station and Library facilities. POTENTIAL COST SAVINGS: $45,000 illGHLIGHTS: (Details were provided in the backup materials for the 6/2/97 Commission agenda.) Positions affected? _ yes ....!... no If yes, list positions: 39 OTHER OPTIONS DEPr: FUND: General OPrION: Extend maturity date of 1989 bonds to reduce debt service payments. POTENTIAL COST SAVINGS: $110,000 HIGHLIGHTS: Extend the maturity date of the 1989 Bonds from September 1, 2013, to the maturity date of the Refunding Bonds of September 1, 2022, for an annual debt service reduction of $110,000 per year through 2013. (Details were provided in the backup materials for the 6/2/97 Commission agenda. ) Positions affected? _ yes l no If yes, list positions: 40 OTHER OPTIONS I DEPT: I FUND: General I OPTION: Fund 9/1197 bond payment with proceeds of the 1997 Refunding Bonds. POTENTIAL COST SAVINGS: $500,000 IDGHLIGHTS (Details were provided in the backup materials for the 6/2/97 Commission agenda.) Positions affected? _ yes .x. no If yes, list positions: 41 OTHER OPTIONS DEPT: Refuse FUND: General OPTION: Transfer title of Refuse portion of City Yard to the Refuse Division. POTENTIAL REVENUE: $2,700,000 ffiGHLIGHTS: Authorize the transfer of title of the Refuse Division portion of the City Corporate Yard for a consideration of $5,400,000 to be released to the City in equal installments during the 1997-98 and the 1998-99 fiscal years with a lease-back to the City and payments to be made from the Refuse Fund. (Details were provided in the backup materials for the 612/97 Commission agenda.) Positions affected? _ yes ..x. no If yes, list positions: 42 OTHER OPTIONS DEPT: Fire FUND: General OPTION: Establish a fee for Fire Department plan review POTENTIAL REVENUE: $70,700 IDGHLIGHTS: (Additional details will be provided via separate memo from the Fire Chief.) Positions affected? _ yes ..x.. no If yes, list positions: 43 e ~:"lll 8::g 0." 11l~ e ~ o ',0: l: ~I~ ~~ '~ c:,<1l 0'" I.,. m .- " , "I I~,=' '~lljlll Ill''':;::;; ';:: 0 Q) ,lJ...Q.C1 c~I:~'I"llI;- IB ~I]! !~ ~I~ 5 1ii I';; 15 I-t:; E 10 .., H .u 1, ~ 'E ~.~~ " " ii.::t. ~o lll~ ~ '0.18 , I I I , I I I I I~ . > 1.9 'Io/~ _ e g "E IH 0J'! Ii! ,0.:>: - .. fll ~I ... ,0: ,~ ~i ll. .. .c: , ~~I ..,i~ b I 3 ~ .. .." 'g I ]i II -I ~I I I o ,~ Ie '_-I~I ~Q , i ~ CJ;a E U; ::s all t:: 'c ~ ~ ell"E a::l~, ~:.'i -,- II ", '" i:111 "Ul '~i~: I (/),......1 g'g:818 I,{)-O),m I"- o.uiiu"i:cj o M I"'" ''<t ~, I I I , c 5 I~ . " ::'-II~ ~I ~ ~ ~ =:' > 5: >- "1_ e 0 >0 2:"8. ~ '~I"I~ " U..... - C'IJ 2:'~5Q) ::I <IlI:o=I" Q,1(f) It! III 81'~1~1~ u5 ~!BI5 ~ ::!;!1~i-5 OOIGlIQ) :I:::I:'O::IO::: iii'iiil(iji'iii ~~I~I~I~ Q) CD lV <1l (!) " C)(!) I I I I ~ o E o ", " '" (} o o '" '" '" '" " D W B '" .. e e . ~ U "0 e o ii e .2 o > o .::;- e; o e . " ~ U o o o ;J; 5 ~ . ::; . S B c . ;; . ::t. B c . E . ~ , D E 'e " D W m ~ ffi Ul .Q., ~- 5 ~ . ::; ~~-.....~~ ~ E E ~ ~ 0. o 1ii -c . E ~ " ~ ~I,l Iml ~I , iIi'iIi I 8. I....... ,::11::1 ::lW' wi(/) =,- Ul.~1 I~I "1'~I~~i.'~ o m 8. of;: III L;,,C ~_ .s.iCl)llII ~ lrlllrl 8.1~:I,~I~I~I'~ ~~~ O~~lo ~i~ 5i ~ c: ~I~ en' EI"'1 El E '" .~,,~...,Io-," .0-.0- 't:I ~:~ mia-ti6-lS. < ~i~''''''''WI>lwlw o o "' oj o o o N., o N " . " e iIi x o 5 , ~ ~ ! ' I I I I ~ll ! I : II .~ I ~lll I II : l' II I I ill III I ~lllll I i' I I I ill I I I .., ~! 1 I I , _, I I 1 ~ I I I I lW-ll-W-, ll!! III ~I I i III, II I I ! I' ~ E E ~ ~ 0. . 1ii ~ E ~ " o .., ~ ~ D Ul :ii 44 , -I 1 ----+--- 0:0 0'0 u:I'O'l -.t",N ~'''' -,- " . " ~I ~I 5 ~l* iii' C ~'iIi l:~ cnl~ f:i ::::i III - , ~ g II e .'" Ea 81'~ . E '(015 ~I~ Jii-lO: N ----0,- -~~- ~ .....L!.- - +-,-- o o "', ,,.:' '" 'N. - . 0> . 0. II II 0. 'OlE 518 u..!1Il ~" :'::'.Cl :B'~ ~l~ ,en ~I u ~I It! :0 ----+t:-L , I 1 ---r---r jl o 0> ~I ., ::;1 ~, .~I 0:, I, BUDGET REDUCTION WORKSHEET DEPT: City Administrator's Office FUND: General PROGRAM/SERVICE REDUCTION: Hold Assistant City Administrator vacant. POTENTIAL COST SAVINGS: $108,700 IMPACTS ON SERVICES: Reduced oversight of city operations; less capability to handle long-range strategic planning, special projects, and organizational analyses. More time will be necessary to respond to information requests and needs from the public and elected officials. Positions affected? .x.. yes _ no If yes, list positions: (1) Assistant City Administrator (vacant) 45 BUDGET REDUCTION WORKSHEET I DEPT: City Attorney I FUND: General I PROGRAM/SERVICE REDUCTION: Leave Sr. Deputy City Attorney position vacant for FY 1997-98. POTENTIAL COST SAVINGS: $100,500 IMPACTS ON SERVICES: N/A Positions affected? ..x.. yes.,- no If yes, list positions: Sr. Deputy City Attorney (vacant) 46 BUDGET REDUCTION WORKSHEET DEPT: City Attorney FUND: General PROGRAM/SERVICE REDUCTION: Leave Legal Secretary I position vacant for FY 1997-98. POTENTIAL COST SAVINGS: $36,900 IMPACTS ON SERVICES: N/A Positions affected? -!.. yes _DO If yes, list positions: Legal Secretary I (vacant) 47 BUDGET REDUCTION WORKSHEET I DEPT: City Attorney I FUND: General I PROGRAM/SERVICE REDUCTION: Reduce litigation expenses. POTENTIAL COST SAVINGS: $15,900 IMPACTS ON SERVICES: N/A Positions affected? _ yes l no If yes, list positions: 48 BUDGET REDUCTION WORKSHEET I DEPT: City Anorney I FUND: General I PROGRAM/SERVICE REDUCTION: Reduce outside anorney expenses. POTENTIAL COST SAVINGS: $40,700 IMPACTS ON SERVICES: N/A Positions affected? _ yes l no If yes, list positions: 49 BUDGET REDUCTION WORKSHEET DEPT:CATV FUND: Cable Television PROGRAM/SERVICE REDUCTION: Move CATV to the Economic Development Agency POTENTIAL COST SAVINGS: $339,300 (net) IMPACTS ON SERVICES: None. Positions affected? _ yes l no If yes, list positions: 50 BUDGET REDUCTION WORKSHEET I DEPT: Mayor's Office PROGRAM/SERVICE REDUCTION: I FUND: General Fund Reimbursement by EDA for Assistant to the Mayor functioning as interim Stadium Manager. POTENTIAL COST SAVINGS: $34,000 IMPACTS ON SERVICES: The Assistant to the Mayor coordinates the functions of the Stadium, which is currently owned by EDA. Accordingly, EDA would reimburse the City for 50% of the salary and benefits for this position. Positions affected? Jes ...x.no If yes, list positions: 51 BUDGET REDUCTION WORKSHEET DEPT: Management Information Systems (MIS) FUND: MIS PROGRAM/SERVICE REDUCTION: Downgrade Intermediate Programmer to Programmer; reduce various operating expenses. POTENTIAL COST SAVINGS: $102,600 (net) IMPACTS ON SERVICES: Downgrade of Intermediate Programmer is necessary to help achieve 5 % reduction while having the least overall impact on service to departments. Overtime, training, print shop, and professional services were significantly reduced, which will impact level of service to all departments. Other issues: _ Funds for computer equipment were reduced from $54,300 to $4,000. Necessary equipment will not be purchased this year. _ Nine maintenance contracts will increase in cost next year; two County contracts will decrease in cost. _ No contingency funds are budgeted for the upgrade project. _ Reductions across operating accounts are a concern in a year of instability due to significant change. Positions affected? l yes _ DO If yes, list positions: Intermediate Programmer (filled) 52 . BUDGET REDUCTION WORKSHEET DEYI': Public Services - Fleet Division FUND: Motor Pool PROGRAM/SERVICE REDUCTION: Reduce fleet maintenance, parts support, and administrative staff. POTENTIAL COST SAVINGS: $201,200 IMPACTS ON SERVICES: _ Administrative support to the Division will be reduced by the downgrade of the Admin. Operations Supervisor II to Admin. Operations Supervisor I. Upgrade of Typist Clerk II to Account Clerk II will allow this position to absorb some fmancial duties. _ Elimination of Lead Storekeeper will result in reduced support for "parts room" functions, i.e., inventory control, ordering parts, parts issuance, etc. _ Two Equipment Mechanic Supervisors would be eliminated, and one Vehicle Maintenance Supervisor would be created. As a result, supervisory span of control will increase from the current ratio of 10 to 1; ratio will instead be 20 to 1. _ Two mechanic positions would be eliminated. City departments will see delays in preventive" maintenance services, as well as repairs for light trucks, sedans, patrol units, lawn mowers, and small equipment. _ Increases in the use of part-time employees will help reduce impacts on service levels. Positions affected? ...!... yes _ no If yes, list positions: Admin. Operations Supervisor II (filled) Typist Clerk II (filled) Lead Storekeeper (filled) (2) Equipment Mechanic Supervisor (filled) Equipment Mechanic II (vacant) Equipment Mechanic I (filled) 53 c BUDGET REDUCTION WORKSHEET DEPT: Risk Management FUND: Liability Fund PROGRAM/SERVICE REDUCTION: Eliminate part-time contractual Liability Claims Specialist; reduce other expenses. POTENTIAL COST SAVINGS: $144,600 IMPACTS ON SERVICES: With the elimination of the part-time Liability Claims Specialist, the caseload will be absorbed by existing staff. The recent broker selection process resulted in a reduction in the city's property insurance. The Contract Adjuster has been eliminated, and stringent adjusting standards for property claims have been developed. Positions affected? _ yes ..!.. no If yes, list positions: 54 , ., BUDGET REDUCTION WORKSHEET DEPf: Risk Management FUND: Workers' Compensation PROGRAM/SERVICE REDUCTION: Reduced miscellaneous operating expenses. POTENTIAL COST SAVINGS: $132,900 IMPACTS ON SERVICES: Reduced use of outside investigators and implementation of medical cost controls will result in significant savings. Staff will conduct the majority of investigations in house, and only use outside investigators on highly specialized cases. Staff will be handling the small litigated cases and appearing at the Appeals Board. This will reduce the cost of outside attorneys. Positions affected? _ yes .x.. no If yes, list positions: 55 . < CITY OF SAN BERNARDINO POLICE DEPARTMENT PROPOSED BUDGET REDUCTION PACKAGE FY 1997/98 ..."....;. ~ Entered into Record It & /I~ / '17 J U N H:oiJ1~I)CIfJ~S Mtg:,~ bY..q-. '. re Agenda Item .. . () .--/."..1.. ~ _ - \.~~y ClerklCDC Secy City of San Bernardino City of San Bernardino San Bernardino Police Department Interoffice Memorandum To: Mayor Tom Minor Fred Wilson, City Administrator From: Lee Dean, Chief of Police~ Subject: Budget Reduction Package Date: June 11, 1997 Copies: On June 4th the Police Department's executive staff completed a detailed "audit" of organization-wide resource critiques. (I described this process for you last month and sent along exemplars) . What follows is a comprehensive budget reduction strategy with both immediate and long-term impacts. I am submitting this to you as a package proposal, essential in terms of allowing some degree of thoughtful planning. The first, and perhaps most important item for discussion, is our COPPS grant. Failure to budget for COPPS allocated positions will put at issue our compliance with grant mandates, and thus continued funding; (I note that you have been copied on letters from Simon and Company, which addressed this point). Therefore, I recommend a more cautious approach, outlined in my June 2nd memorandum to you; (attached). Program changes and corresponding cost reductions ($) are set forth on a budget reduction worksheet (4 pages), giving a brief descrip- tion of each adjustment. Following this is a "responsibility chart" which outlines, in random order, specific "action items" to achieve the program changes. Finally, a revised table of organization is included. Captain Mike Billdt will have Patrol Services; Captain Bob Curtis, Investigations. Personnel and Training, Internal Affairs, and Budget will fall under the Assistant Chief. THE SBPO IS COMMITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT TO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING Chief of Police I Senior Secretary Executive Officer/P.I.O. Assistant Chief Internal Affairs Personnel & Training Budget Executive Investigations Division Admin OfficerlP.I.O. Analyst Secretary Fleet Watch Secretary Maintenance Command Intelligence Area "A" Command Records POP/BMET Transcription Traffic NST Bureau Detective Narcotic Bureau Alarm Street Team Area "B" Command Ordinance Homicide POP/BMET Area "C" Command Specialized Crimes Narcotic Area "0" Command POP/BMET Street Team FBI Task Force POP/BMET Area "E" Comm~~d Lab I , &J Task Force O:S!r'~tiPOP 1- Crimes POP/BMET IO/Properly Crime SANCATT Communications Analysis Task Force Bureau POP Detectives (TOY Patrol) Cdmo_UnIl.K.S. 111''''' SAN BERNARDINO POLICE DEPARTMENT FY 1997/98 BUDGET REDUCTION WORK SHEET BUDGET ITEM COSTS SAVINGS 1. Leave one police captain position unfilled in FY 1997/98. $ 91,800 The department will reduce from three to two the number of divisions within the department which will cause an increase in the administrative duties for the two remaining captain positions. They will have less time available to effectively manage and administer the organization and complete future training activities. 2. Elimination of DARE Program: eliminate one P-2 Position via attrition and two vacant P-1 positions. $ 219,550 Subject to City Council approval, the police department will be discontinuing our participation in the DARE program, effective June 30, 1997. The school district has decided not to fund DARE as it is currently designed and will look to other programs of drug education and intervention. The DARE Program has served a useful role, but that role is no longer viable under a shared resources approach. The DARE survey report submitted earlier this year did not justify continuing the program in its current design. Importantly, the DARE concept originally contemplated sustainment, education through the middle schools. This, of course, has not been feasible given budget restraints. . 3. Restructure area commandsiwatch command: Utilize savings from eliminating one vacant TClII position in dispatch to offset the upgrade of three P-2 positions to P-3 positions. $ 33,444 $ 32,148 On 8/5/96, the City's community policing area commands were expanded from three to five. Effective 7/1/97, the department's watch commander alignment will transition from a one lieutenant and three sergeants configuration to four sergeants. The lieutenant's position will be reassigned as the patrol commander's executive officer to handle the increase in administrative duties of the Patrol Captain. These changes necessitate the addition of three sergeants to provide field supervision for critical incidents and to ensure an acceptable span of control is maintained. 4. Replace the current FTO training program via attrition with a "pay for training" program utilizing P-l 's: downgrade 9 P-2 positions to P-l positions. $ 22,739 $ 56,472 The department currently utilizes thirteen P-2 (corporals) as patrol trainers for newly hired officers in the FTO program. They are paid as trainers regardless if a trainee is assigned to them or not. During the next six months, the department will transition to a pay for training program utilizing P-l (police officers) who are motivated to be field training officers and possess the requisite skills and knowledge. The department has experienced an annual attrition rate of 16 officers per year. We anticipate that the pay for training program will be in place effective 1/1/98 with all 9 remaining P-2 positions in the Patrol Division absorbed through attrition. Trainees will complete seventeen weeks of training with FTO's. Annual recurring budget savings are estimated at $67,466 after implementation. 5. Upgrade one CSRI position to CSRII assigned as crime prevention specialist. $ 2,820 The department will be decentralizing it's Crime Prevention Unit and establishing a CSRII Crime Prevention Specialist position in each of the five area commands. Staffing will be provided by reassigning three CSRII positions in Crime Prevention and one CSRII position in Personnel & Training to the Patrol Division and upgrading one CSRI position to CSRI!. Each CSRII will provide intensive crime prevention programs within their geographical area and have oversight of the Crime Free Multi Housing Program units within their command. 6. Reorganize police d;~patch: outsource the Service Desk function 16 hou's pr day and eliminate three Dispatcher 1/11 positions via attrition. $ 39,166 $ 117,234 Service desk duties require less training, knowledge or skills than call taking or radio dispatching. The service desk can be outsourced sixteen hours per day or 5,840 hours per year (the equivalent of 3 full time positions). Outsourcing this function will guarantee the service desk is staffed sixteen hours per day and help eliminate chronic staffing shortages due to absences and training of new personnel and reduce overtime costs associated with staffing dispatch. The total savings is combination of the salaries/benefits associated with the three dispatcher positions that would be eliminated and a reduction of $62,603 in overtime costs. We anticipate that all three Dispatcher 1/11 will be absorbed through attrition by 1/1/98. The annual recurring budget savings is estimated at $156,134 after implementation. 7. Replace senior dispatcher trainee program with "pay for (raining" program utilizing Dispatcher II positions: Downgrade four Senior Dispatcher positions via attrition to Dispatcher 1/11 positions. $ 2,718 $ 3,624 The department currently utilizes four Senior Dispatchers as trainers for newly hired dispatchers. They are paid regardless if a trainee is assigned to them or not. During the next six months the department will transition to a pay for training program utilizing Dispatcher II who are motivated to be trainers and possess the requisite skills and knowledge. The department has experienced an average attrition rate of four dispatcher positions each year. Each trainee completes an intensive nine month training program with their assigned trainers. We anticipate that the pay for training program will be in place effective 1/1/98. We currently have one Dispatch Supervisor and one Senior Dispatcher openings. Annual budget savings are estimated at $1,812 after implementation. 8. Reorganize Records: Outsource permits desk, document imaging scanning, subpoena coordinator and file clerk functions: eliminate five PRCI positions via attrition. $ 85,933 $ 220,819 The department is proposing to outsource the permits desk, document imaging scanning, subpoena coordinator and file clerk duties within the records bureau. The permits desk fingerprints job applicants, sex off""der and narcotics offense registrar's. The assigned clerk catalogues scars, marks and tatoos on registrants and enters this information into the violent crime index network. A trained contract jailer would be better suited to fill this position and would minimize the City's liability exposure. The document imaging scanning, subpoena coordinator and file clerk duties do not require a fully trained police records clerk to handle these duties. Outsourcing these functions would help eliminate chronic staffing deficiencies associated with absences and training and reduce the overtime expenditure in records. The total savings is based on the salary/benefits for the five PRCI positions that would be eliminated and a projected reduction in overtime expenditure of $ 87,702. We currently have two vacant PRCI positions and anticipate that all five positions will be absorbed through attrition by 9/1/97. Annua~ recurring budget savings are estimated at $161,863 after implementation. 9. Downgrade one Senior Secretary position to Secretary. Utilize savings to move Senior Secretary position assigned to the Chief's Office from General Employees' Unit to Management and Confidential Employees' Unit at step 3. $ 2,088 $ 3,732 The Senior Secretary position assigned to the Chief's Office should be a Management and Confidential Employees Unit position. The Chief's secretary routinely handles a large volume of information deemed to be sensitive and confidential. The Senior Secretary's position that will be downgraded is assigned to a division commander and will become vacant 8/21/97 with the incumbent's scheduled retirement. 10. Create an Area Command POP Detective assignment: purchase five fully equipped detective vehicles. $ 138,500 The department will create a POP detective assignment having five existing P-2 positions assigned TDY from the Detective Bureau to the five Area Commands. Staffing will be provided, in part, by reassigning (3) Vice/Narcotics P-2 and one Personnel & Training P-2 recruiter to the Detective Bureau. Each detective will be part of the newly created POP team consisting of a POP sergeant (administrative sergeant assigned to the Area Commander), POP officers, B-MET officers and the CSRII crime prevention specialist. The POP units will provide the Area Commanders with the resources necessary to target and suppress crimes and community problems specific to their command. The detectives will be housed at the Community Service Offices and will need unmarked detective vehicles to perform their duties. There will be an annual operation and maintenance cost of $6,000 in addition to the one-time equipment purchase cost ($132,500). TOTAL SAVINGS - FY 1997/98 $ 745,379 $ 327,408 TOTAL COSTS - FY 1997/98 NET BUDGET SAVINGS - FY 1997/98 $ 417,971 RECURRING BUDGET SAVINGS STARTING FY 1998/99 $ 598,353 RESPONsmn..ITY CHART FOR DEPARTMENT ~~~.'.~i~~..Slree!N$X.9ff}f#;\'5~~J~HI\fi Cr~I~Yl!!Wl!~t~~um~!llljfi . MsigriReseiVebffi~fS;I~!!)!!4!\~ Cpgrade 3 P-Z's [0 Sg[, ~:rr~~i~I~~~;~~r~lnltilWP~~~~~~; Executive Officer-Develop In-house pop training course Sgt's rOlate through POP supervisor position for a 1 year period Ofticers rotate through POP every 6 months Executive Officer develop POP prospectus to include overall philosophy Lieutenant assignments Traffic program-reduce by I officer P&T P-2 recruiter assigned to Detective Bureau 5 Detectives TOY to patrol for purposes of area detectives ~laimain all 7 area command offices w/staff of PRCI Relocate all area commanders to upstairs office bay previously occupied by Community Programs TClI assigned to Community Programs becomes receptionist for area command cffices, TClI to <"~tinue alarm ordin:J..~'_" &: follow thrc_gh Lt. Aragon 7-7-97 Efficiency Initiative & 1-1-98 Margaret Diamond Lt. Jarvis 7-7-97 Debi Shuker 8-1-97 Lt. Dan Malone 7-15-97 Lt. W.O. Smith 7-15-97 Captain Billdt & Area Immediatelln Commanders Place Caplain Billdt & Area Immediatelln Commanders Place Lt. W,D. Smith 9-1-97 Assist. Chief Harp 7-7-97 Captain Billdt 7-7-97 Captain Cunis 7-15-97 Captains Cunis & Billdt 7-15-97 Captain BilIdt 7-7-97 In Place Sgt, K1enenberg 8-15-97 Lt, Neigel 8-15-97 6-5-97 6-5-97 6-10-97 P&T reassign to A;C - In charge of volumeer Assistan[ Chief Harp ccordinator (CSRIII), P&T. backgrounds,OPAL, payroll & backup PIO Ot:tsolll'ceservi<:edesk+'Ell~e).I:!IS?Tm Captains Cunis & Billdt positions via attrition 7-7-97 9-1-97 DO"'llgrade 4 Senior DiSPatc1i~tpo~itioriS[~PJ$f Captains Cunis & Billd[ 11 .ia attrition - Create a 'p~)' [o/.tr:tilliJlg' program for DIS? n'~ . . Elimirilltiivir.canfl'CmiiiClisPiili;h-utilize savings Debi Shuker to upgrade) p-i pOsilio;tSiO' p:j 1-1-98 8-1-97 Rea.:;:)ign dispatch training sUpervisor to filJl!~ Dollie Alsop . 7-1-97 tloor supervision duties Outsource pefD)its desk .andd~ilie9~JIl1a*iijj Captain Cunis 10-1-97 scanning functioalEliminate 4l>Rgpositio~Yi~ attn[ion Outsource subpoena coordinator function Captain Cunis 1-1-98 Eliminate I PRCl via attrition Add 2 pan-time police transcriber positions Anita Perry 6-5-97 6-5-97 In Place Oursollrce additlonal..fi!#pfff~!!!1&1!~[m Captain Cunis 8-1-97 \\'ee::: I Modify. .PI!B!.ic..9?ijnter~l;yi9l:lW!!!M!9t9.~ Anita Perry 7-1-97 ;:Jut~~e#~~i.~~:tg!!!di!iIi{%~9!Si!~U Eliminate DARE Program and eliminate I P-2 Captain Cuni! 7-7-97 position & 2 P-I positions (next P-3 promotion to eliminate P-2 attrition) Reas~i~...~...P$gJl@~!!i~.i#yt~Jri~!wtfR*1I Lt. Neigel 7-7-97 patrol ~~'iir~ii.~il~~1111l~~ Lt. Neigel 7-7-97 traini#~ll!!l! f;~I~Rlf'ij~EfiEg~w!!!;}jJlmtl u. Neigel 7-7-97 Trari.st~tl&$SUffliilir~J;mll!!ffil Lt. Neigel 7-7-97 Desiigare..Citiie.d...~air?'..Rrogt@l.P%fi!i@~ Area Commanders & CSR 7-7-97 II J ransfer .Sidesl),,!e...c:;oqfi!inat9r.diiti#!ilij.1.liifil;!i Margaret Diamond 7-7-97 ... .,....,--....,..,.........,.",..........',',.....,.,.,..................'.......,.,..................,.........,.,.<<.,.".. Unit ~~~~~fI:~I;~B.[~illl;.l Captain Billdt 7-7-97 w!Cityffilll Transfer SB Most Wanted Program duties to P&T Lt. Neigel 7-7-97 Tr3.ining Unit CSRlII maintaining those duties Bookup PIO duties-tr.:lnsferred from Community Lt. Neig_l 7-:-97 ,. P:"ograffis CSRlII to P&i Lieutenant . Transfer c%rdiD~tiOn. aJ)j,e<:ial~y\ijit:sto~ Captain BiIldt 7-7-97 commandef.hay\ng..geO~;;.jJbi?!~!ili#J:>jljii T ransfe[ ()versigli.(?fSiiIzeril\9~r(futi~lYi Lt. Neigel 7-7-97 TrainingUrrltwfrnStruct<)f partl~iPatJ()~trOi#;!!j divisions Jr;msfer rraining& personal safelY (TIPS) rroiii Lt. Neigel 7-7-97 Community Programs roTrainmglinit .... ... . ...... w.'lnslruCtOr participarionfram a11divisi<)DS Transfer SUllllllerYouiliprograJ]l~~ill.1t1ij! Lr. Neigel 7-7-97 from Caminunity Programs. to Persoiilit1;Yi4f' Transfer 10-48 program responsibility to Personnel Lt. Neigei 7-7-97 Unit w/creation of a standing comminee of volunteers to assist TraIls!er e'" .'.lifecf awaroifdi"lif. refiiSibiliJ; Margaret Diamond 7-7-97 frol1l'.cq~riit. p;.;;gfj~II~B~~".,.",.,:f Transfer liaison officer duties for Jr. & (m. Police P-I Recruiter 7-7-97 Academies from DARE to Personnel Unit P-I recruiter Liaison to "Citylight" newsletter duties transferred Lt. Neigel 7-7-97 to P&T Distribution of crime prevention materials-remain Marg_, et Diamond 7-7-97 centralized in new station area commander offices Transition neighborhood watch association to Captain Billdt 1-1-98 cluster groups Ilt~:~~::,."."".. " , :<<<<".:.' # Lt. Neigel 9-1-97 ":0:':-, Reassign administrative secretary to Internal Captain Curtis 7-7-97 Affairs Relocate Rocky May to interior office-Internal Sgt. Klettenberg 9-1-97 Affairs Admin. Analyst to Investigations in revised table Captain Curtis 7-7-97 of organization Relocate Administrative Analyst to office formerly Sgt. Klettenberg 9-1-97 occupied by Rocky May Cpt. Cunis to move into Cpt. Richards' old office Captain Cunis 7-7-97 Patrol Exec. Officer to move into Cpt. Cunis' old Captain Cunis 7-7-97 office Reassign budget to repon to AlC Captain (unis 7-7-97 ~..ri@ff!'#ng!igWID#t~rmm;M Lt. Neigel 7-7-97 .-...."..---.............. ..............-........ I Patrol CSRI position assigned to neigbborhood Debi Shuker 8-1-97 watch team-upgraded to CSRII & utilize as area command/crime prevention spec:- list CF~lH Unit to repon to Patrol Exec. Officer Captain BiIIdt 7-7-97 Reserve Unit to report to Patrol X-Q Captain BilIdt 7-7-97 Each area command/crime prevention specialist Captain BiIIdt 7-7-97 CSRU will also assume responsibility for CFMH issues in their respective areas Pat:ol X-Q to assume responsibility for jail Captain BiIIdt 7-7-97 Q\"ersigh( & contract Crime Analyst to create new table of organization Kim Sayano 6-30-97 10 reflect a 2 Division alignment Watch Commanders to worle 4/10 plan Captain BiIIdt 7-7-97 Transilion to a 4 Sgt. W/C a1ignmenl-report 10 Caplain Billdt 7-7-97 Patrol x-o Patrol X-O 10 be departmenl 100 liaison wlRisk Caplain BUldt 7-7-97 Mgmt Traffic Unit to report to Patrol x-o Caplain BUldl 7-7-97 Appoint CSRl to fill vacant desk CSR position Caplain BUldt 9-1-97 Hire replacement TCn to adminster alarm Lt. Neigel 6-30-97 ordinance program Oversight for the Explorer Program transferred 10 Margarel Diamon 7-7-97 the Training Unit, with voluntary advisors from the patrol division Delete Crossing Guards Sgt. Schwenka 8-1-97 Shaded areas recommended by Resource Critique Committees , . \ CITY OF SAN BERNARDINO - REQUEST FOR. COUNCIL ACTION ~, =rom: Fred Wilson, Acting City Administrator )ept: Administrator I s Office Subject: Budget Deliberations -- Fiscal Year 1997-98 -- Discuss and Take Possible Action. )ate: June 5, 1997 .vnopsis of Previous Council action: Recommended motion: That the Mayor and Common Council discuss and take possible action regarding Fiscal Year 1997-98 Preliminary Budget. i1Ji~ · Signature Conum~rson: Fred Wilson, Acting City Admin. Phone: 5122 Supporting data atmched: Yes Ward: FUNDING REQUIREMENTS: Amount: Source: (Acct. No,) (Acct. DescriPtion) Finance: Council Notes: previously . /7/ tJt-;ft; /97 ot-j/07 .#/ 75-0262 r~ . CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION STAFF REPORT At the June 2, 1997 council meeting, the Mayor and Common council took action setting dates and times for consideration of the 1997- 98 Budget: Wednesday, Wednesday, Thursday, Monday, June 18, 1997 @ June 25, 1997 @ June 26, 1997 @ June 30, 1997 @ 9:00 a.m. 5:30 p.m. 5:30 p.m. 5:30 p.m. The presentation today is an overview of the preliminary 1997-98 budget by the Director of Finance. It is recommended that deliberations of budget reductions begin on June 18. 75-0264