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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 Wilsoft/ting City Administrator
SUBJECT: Budget Reduction Revisions
DATE: June 25, 1997
-------------------------------------------------------------------
Since the first budget hearing held on June 18, several department
have revised their recommended budget reductions. Those changes
are attached for the information of the Council.
In the Police department, the reduction proposal has been further
refined and the cost analysis modified accordingly. In Public
Services, a number of employees have elected to take the golden
handshake, which has allowed the department to restructure its
reductions. The Personnel Department reduction has changed due to
determinations recently made with regard to bumping rights.
t?/x'S-/?7
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ReviSecL
,
BUDGET REDUCTION WORKSHEET
DEPT: Personnel
.FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce Personnel Clerk I hours by 50%; reduce support services for employee
benefits administration, classification and compensation, hiring & separations.
POTENTIAL COST SAVINGS:
$15,000
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 opening city jobs, and preparing new and
revised job descriptions.
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? l yes _ no
If yes, list positions:
Personnel Clerk I (reduce to work 50% of
time; maintain pro-rated salary and
benefits)
2-
CITY OF SAN BERNARDINO
PUBLIC SERVICES DEPARTMENT
INTE~-OFFlCE MEMORANDUM
DATE:
Mayor and Common Council ~\
Fred Wilson, City Administrator q
Jim Howell, Director of Public Service
June 25, 1997
TO:
FROM:
SUBJECT:
GOLDEN HANDSHAKE 97/98 BUDGET IMPACT
TO PROPOSED 5"1. BUDGET REDUCTIONS
As of this date three (3) employees in Public Services have announced retirement effective
before October I, 1997. Two (2) of the employees are eligible for the Golden Handshake.
The combined salary and benefit I8vings for the year are approximately $93,000. I
propose to freeze these positions and offset the reductions listed on pages 30, 31, 32 and
page 36.
GENERAL FUND
Cost Center Position
SalarvlBenefits
405 Lead Maint.Worker
405 Maint.Worker I
408 Maint.Supervisor
$
32,000
25,000
36,000
TOTAL
$
93,000
3'
JUN 2 5 1997
CITY OF SAN BERNARDINO
POLICE DEPARTMENT
PROPOSED BUDGET REDUCTION PACKAGE
FY 1997/98
REVISED JUNE 24, 1997
i
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
Assist.ant Chief.
THE SBPD 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
5"
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.
-0-
$ 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. Savings are projected based on the
9 months that the position will be vacant.
2. Elimination of DARE Program: eliminate one P-2 Position via attrition and two vacant
P-1 positions.
-0-
$ 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. Projected savings include all annual
maintenance and operation charges for the unit. Annual recurring savings will be $219.550.
3. Restructure area commands/watch command: Utilize savings from eliminating one
vacant TClII position in dispatch to offset the upgrade of three P-2 positions to P-3
positions.
$ 30,400
$ 31,100
"
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. Net recurring cost will be $700 annually.
4. Replace the current FTO training program via attrition with a "pay for training"
program utilizing P-1 's: downgrade five P-2 positions to P-1 positions.
$ 11,361
$ 21,720
The department currently utilizes thirteen P-2 (corporals) as patrol trainers for newly hired
officers in the FTO program. Department reorganization will upgrade three P-2 positions
to sergeants for field supervision (refer to item #2). One P-2 training officer will be assigned
to each of the five area commands for oversight and administration of the FTO program and
to develop and provide standardized department training on critical tasks. The remaining
five P-2 positions will be downgraded to P-1 positions via attrition as the department
transitions to a "pay for training" FTO program utilizing police officers to augment the P-2
trainers. P-1 trainers will be selected based on their motivation to be field training officers
and possession of the requisite training skills and knowledge and utilized on a rotation basis.
Funding for the P-1 trainers will be derived from savings associated with downgrading the
five P-2 FTO positions via attrition. We anticipate that the pay for training program
transition with be completed by 1/1/98.
The department has experienced an annual attrition rate of 16 officers per year.
Replacement trainees complete seventeen weeks of training with FTO's. We anticipate P-1
trainers to complete half of the training. Annual recurring budget savings are estimated at
$20,718 after implementation.
5. Upgrade one CSRI position to CSRII assigned as crime prevention specialist.
$ 2,500
-0-
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 CSRII.
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.
Annual recurring costs are $2,500.
6. Reorganize police dispatch: outsource the Service Desk function 16 hours per day
and eliminate three Dispatcher 1111 positions via attrition.
$ 39,166
$ 180,323
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 for FY 1997-98 is the 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 currently have two Dispatcher 1/11, two Senior Dispatcher
and one Dispatcher Supervisor positions vacant. We anticipate that all three Dispatcher
1111 will be absorbed through promotion or attrition by 1/1/98. The annual recurring budget
savings is estimated at $164,612 after implementation.
7. Replace senior dispatcher trainee program with "pay for training" program utilizing
Dispatcher II positions: Downgrade four Senior Dispatcher positions via attrition
to Dispatcher 1111 positions.
$ 2,718
$ 3,624
The department currently utilizes four Senior Dispatchers as trainers for newly hired
dispatchers. They are raid 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.
7
.
.
8. Reorganize Records: Outsource permits desk, document imaging scanning, subpoena
coordinator and file clerk functions: eliminate five PRCI positions via
attrition.
$107,432
$ 243,084
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 offender and narcotics offense registrants. 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 for FY 1997-98 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, two vacant PRCII positions and one
Stenographer (replaced by a PRCI from Records) retirement that will occur 8/21/97. We
anticipate that all five positions will be absorbed through promotion, retirement or attrition
by 9/1/97. Annual recurring budget savings are estimated at $137,032 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.
$ 7,800
$ 4,600
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 tflat will be downgraded is assigned to a division commander and will become
vacant 8/21/97 with the incumbent's scheduled retirement. Net annual cost is $3,200.
10. Create an Area Command POP Detective assignment: purchase five fully equipped
detective vehicles.
$ 162,500 -0-
9
,
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 recurring operation and maintenance cost of
$30,000 for the five vehicles in addition to the one-time equipment purchase cost
($132,500).
TOTAL SAVINGS - FY 1997-98
$ 795,801
NET BUDGET SAVINGS - FY 1997-98
$ 363,877
$ 431,924 .(
TOTAL COSTS - FY 1997-98
RECURRING BUDGET SAVINGS STARTING FY 1998-99
$ 507,324
FY 1997/98 and annual recurring savings are projections. We are working closely with
Finance to finalize the costs and savings associated with this proposal. Actual savings will
be determined based on dates positions slated for elimination become vacant, benefit
options selected by affected employees and the contract costs associated with outsourcing.
10
CITY OF SAN BERNARDINO
INTEROmCE MEMORANDUM
FINANCE DEPARTMENT
TO:
Mayor and Common Council ~) A
. '~,^--,
Barbara Pachon, Director of Finan
FROM:
SUBJECT:
TRANSFER OF CATV TO EDA (BUDGET SAVINGS)
DATE:
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
Previously t / / t)(,/;?'/'17
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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
1...2
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.
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
Previously tl ~V j/t/17
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SAN BERNARDINO PUBLIC LIBRARY BUDGET
~_.- i 'A B I C i D E F
1 i I 1 PRESENT PROPOSED
2 I ,
1 FY 96/97 FY 97/98
i 3 i 105 4711 5001 : Salaries PermlFull Time 907,700 951,200
4 I 105, 4711 5012 i Special Salaries
5 1 105: 471 : 5013 i Automobile Allowance 3,600 3,600
6 105' 471 ! 5014! Salaries Temp/Part Time 196,400 194,900
7 i 1051 4711 50261 Pers Retirement 121,400 94,600
8 I 1051 4711 50271 Health & Life Insurance 104,000 105,800
9 I 105: 4711 5028' Unemployment Insurance 2,900 2,400
-1"0 105' 4711 50291 Medicare+ 8,500 5,700
,---+- !PERSONAL
11, 105, 471 ' EXPENSES 1,344,500 1,358,200
~.-.. I
105' , 5111 ' Materials & Supplies I
13' 4711 20,000 15,000
1 4 105 471 5122' Dues & Subscriptions 33,000 27,000
" 51231 Library Books
~5 105, 471 i 218,000 188,200
; 1 6, 1051 471 ' 51321 Meetings & Conferences 2,100 2,100
17: 1051 4711 5133! Education & Training 1,000 1,000
18i 1051 4711 51711 Rentals 696,800 694,500
,
1 9, 105: 4711 5172; Equipment Maintenance 8,700 4,500
"20~ 1051 471. 51741 Printing Charges 5,000 5,000
21' 1051 471 5175, Postage 10,000 10,000
22' 105, 471 51811 Other Operating Expenses 20,000 20,000
23, 1051 471 ' 5183 1 Management Allowance 600 600
24 105: 471 5188: City In-House Services 156,800 158,200
25 105: 471 MAINTENANCE 8< OPERATION I 1,172,000 1,126,100
,,-,,--
27 105' 471 ' 550510THER PROFESSIONAL SERVICES 7,500 7,500
" y I
29, 105 471 5601 : Garage Charges ! 2,900 4,000
30 105 471 5602, Workers Compensation == 13,500 13,500
31 105 471, 5603' Liability I 13,100 13,100
------ - I
32 105. 471 5604: M.I.S. Charges ----J- 33,100 49,300
-.-----
33 105 471 5605' Telephone Support I 28,500 23,800
_m 471 '
34 1051 5606; Electric 125,000 120,000
35, 105: 471: 5607 i Gas 1,000 1,000
, 36' 1051 471 ! 5608! Water, Sewer, Geothermal 1,900 1,900
137, 1051 471 ! 5609' Vehicle Replacement+ 2,9001 2,900
'38: 1051 4711 1 INTERNAL SERVICE CHARGE+ 221,900 229,500
- ,
40: 105, 471. ' LIBRARY 2,745,900 2,721,300
-
Previously .// Ov /19'/97
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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:
e business enterprises:
.. business research/information center
· · cultural base for its employees
· · assists in maintaining a literate workforce
· · nurtures and shapes future workforce
e home improvement/blight reduction
efree 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
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
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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 .831t 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 .821t 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 .61 It per child for books
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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 AUTOMOB~EALLOWANCE 3,600 3,600
105 471 5014 SALARIES TEMP/PARTTlME 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 & OPERA TION 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.I.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
p r8f1' 4/17/97
CALIFORNIA PUBLIC LIBRARY FUNDS
, ~/( A. B. C.
1996-97 A8 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
Palm dale $ 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
i 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 REDISTRIBUTION TO CITY DEPARTMENTS OF
ERAF SIllFT MONEYS
3. WILL INVESTIGATE, DEVELOP AND PREPARE A PLAN FOR
INSTITUTING A DEDICATED LIBRARY FUND IN THE FUTURE
11
. .
SHOULD THE COMMON COUNCIL APPROVE THE LmRARY'S BUDGET
FOR FY 97/98 AS PETITIONED HERE, THE LmRARY DIRECTOR WILL
PROPOSE TO THE LmRARY BOARD OF TRUSTEES A TIME TABLE FOR
CREATING A PLAN FOR A LONG TERM SOLUTION FOR LmRARY
FUNDING.
TIMETABLE SUBJECT TO BOARD APPROVAL:
JULY, 1997.. OCTOBER, 1997:
LmRARY DIRECTOR RESEARCHES AND PRESENTS
INFORMATION ABOUT VARIOUS OPTIONS OF PUBLIC
LmRARY FUNDING TO THE LmRARY BOARD OF TRUSTEES
NOVEMBER, 1997 -- MARCH 1998:
PUBLIC INFORMATION FORUMS. INFORM THE
COMMUNITY ABOUT THE VARIOUS OPTIONS FOR
FUNDING THE PUBLIC LmRARY
APRIL, 1997:
LmRARY 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
. _.*
JUt!'; 5-97 TIlU 15:24
;-
ECON DEVEL AGENCY
FAX NO, 7148889413
P.OI
, . .
.
RENT SCHEDULE
Comm. Lease Monthly
Suite No. Unll Size' TAnant NamG/US8 Date Terms Rent
0 396 sf S.E.LF. Youth Center 2-01-96 M/M $ 249.48
1 359 sf Peoples Choice, fne. 12-02-86 M1M 00.00
2 280 sf Peoples Choice. Inc. 12-02-66 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 sl Peoples Choice, Inc. 12-02-86 M/M 00.00
6 314 sf PAC Admin. offlce 4-01-87 M/M 00.00 I
7 628 sf PAC Conference rm. 4-01-87 M/M 00.00 L
8 438 sf Westside CDC 2-19-97 M/M 229.14
9 740 sl Wests Ide CDC 2-19-97 M/M 371.91 I,
10. lOA 933 sf Urban League 3-15-97 1 yr. 376.20 "
.
11,11A.11B 1.236 sf NAACP 4-02-93 M/M 00.00
12 441 sl Westslde CDC 2-19-97 M/M 172.48
13 1,239 sl Community cont. rm. 00.00
14 891 sf Westside CDC 2-19-97 M/M 746.90
15 718s1 Nurse rm., City 01 8. B. 00.00
16,1SA 933s1 S.E.LF. Youth Ctr. 10-01-96 M/M 541.31
17 718 sf Classroom-vacant 00.00
f
18 718 sf Clothes room: 00.00
19 674 sf Classroom-va:;ant 00.00
.
20 447 sl Classroom-vacant 00.00
21 837 sf Classroom-vacant 00.00
22 713 sl Weslside CDC-tood bank 2-19-97 M/M 5.20
23 1,424 sf OperaUon Second Chance 00.00 "
"
24 1,639 sf KCSS TV 3, City of S.B. unknown M/M 00.00 ,
I
25 665 sf KCSB TV 3, City of 8.B. unknown M/M 00.00 0'
;
26 212 sf KCSB TV 3, City 01 S.B. unknown M/M 00.00
27 1,593 sl KCSB TV 3, City 01 S.B. unknown M/M 00.00
38 271 sf KesS TV 3, City 01 S.S. unknown M/M 00.00
29 2,495 sf KCSB TV 3, City of S.B. 7-01-88 M/M 00.00
30 410 sl KCSS TV 3, City 01 S.8. unknown M/M 00.00
Ubrary 3,551 sf Fin. Dept. City of S.B. 7-01-87 M/M 2,580.00
Drop center 1,463 sf Rec. Dept, City 01 S.B. unknown M/M 00.00
Totals: 26,296 sf $5,464.42
. Inclusive of pro rata share of common 3rl;la, I.e. int~rior hallways, rest rooms. elc.
Previously t / > ()~ /J~/r7 .d/
-~~;97
-
_. . JU!l~ 5-97 nrn 15: 25
..' I'"
ECON OEVEL AGENCY
FAX NO. 7148889413
ECONOMIC DEVELOPllEl'IT AGENCY
Monthly Rental Property
. .
Finance (PEC - Library)
Greater Riverside Area Urban Le_cue
Peopl.'. Choice (PBC - See 3)
River.ide Coma. Coll. (5055 Hal1markAlB)
S.B.L.F. Youth Center (PEC - Suite 0)
S.B.L.r. Youth Center (PEC - Suite 16)
Westside CDC (PEC - Suites 9. 12, 14, 22)
2173A;06/05/97;dg
Current Paid
Rate ~
2580.00
376.20
191.80
945.54
249.48
541.31
1525.63
05/97 .
03/97 .
04/97
05/97 .
08/97'
04/97.
02/97.
P.02
~.
J..
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.
~Nd/ IA)~ P<(iJ
Fred Wilson
City Administrator
t7~ p5' /;'1
.If/
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Previously t /-1 J
Previously t /
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Table of Contents
Summary of Budget-Balancing Options ............................... 3
Animal Control ......................................... 5
Cemetery .. .. .. . .. .. .. . .. .. .. .. .. .. .. .. .. .. .. . .. .. . ... 6
City Clerk ............................................ 7
Civil Service ...........................................8
CodeCompliance........................................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
Other Options ........................ . . . . . . . . . . . . . . . .. 39
Summary of Reductions Included in the
Preliminary Budget .......................................... 44
City Administrator ...................................... 45
CityAttomey ......................................... 46
CATV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 50
Mayor's Office ........................................ 51
M.I.S. ............................................. 52
Motor Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 53
Risk Management ....................................... 54
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4
BUDGET REDUCTION WORKSHEET
\ DEPT: Animal Control
PROGRAM/SERVICE REDUCTION:
I FUND: 124 Animal Control
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? ...x. yes _ no
If yes, list positions:
(1) Animal Control Officer (fiIled)
5
BUDGET REDUCTION WORKSHEET
I 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? ..K.. yes _ no
If yes, list positions:
(1) Typist Clerk II (vacant)
6
BUDGET REDUCTION WORKSHEET
I 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)
(1) Account Clerk I (filled)
7
BUDGET REDUCTION WORKSHEET
DEPT: Civil Service
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 I to an Account Clerk Ill. 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? l 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
I 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 flU 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 ...!.. no
If yes, list positions:
11
BUDGET REDUCTION WORKSHEET
I DEFT: Facilities
I FUND: General
PROGRAM/SERVICE REDUCTION:
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
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 -1L no
If yes, list positions:
12
BUDGET REDUCTION WORKSHEET
I DEPT: Facilities
I FUND: General
PROGRAM/SERVICE REDUCTION:
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? ..x. yes_ no
If yes, list positions:
(1) Maintenance Carpenter (vacant)
13
BUDGET REDUCTION WORKSHEET
I 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? .1L yes _ no
If yes, list positions:
(1) Composer/Bindery Clerk (filled)
14
BUDGET REDUCTION WORKSHEET
DEPT: Finance
FUND: General
PROGRAM/SERVICE REDUCTION:
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, maJls, and other target hazards. Target hazards
such as these necessitate intensive staffing for initial emergency response. The
fourth Firefighter is also used for other short term fiJI-ins, such as:
_ Replacing on-duty fire 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 caJled 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? l yes _ no
If yes, list positions:
(3) Firefighter (fiJled)
(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 -K.. no
If yes, list positions:
18
BUDGET REDUCTION WORKSHEET
\ DEPT: Library I FUND: General I
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 restrooms. 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
DEPT: 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 progranuning.
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? l 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? ..K.. yes _ no
If yes, list positions:
(1) Typist Clerk II (filled)
24
i
I
BUDGET REDUCTION WORKSHEET
DEPT: Personnel
FUND: General
PROGRAM/SERVICE REDUCTION: ~V\~
Reduce Personnel Clerk \ ~urs ~y 5~%; reduce support services
benefits administration, r~~ruitment, hiring & separations.
POTENTIAL COST SAVINGS:
$15,800
IMPACTS ON SERVICES:
Availability of staff to troubleshoot employee enefit problems will be reduced.
Employee appointments will be required ins>.ead of offering drop-in service at the
counter. There may be delays in corresponi:lence 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.
/
n ""
Positions affected? ..x. yes
If yes, list positionx. ~ Ii\A/
Personnel Clerk If. (~uce to work 50% of
lime; maintain plo-rated salary and
~nefits )
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"
BUDGET REDUCTION WORKSHEET
DEFT: 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 wilI continue to impact service to the public. Fewer planners
are available to provide general planning infonnation 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
DRC 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 deparunent. Preparation of DRC agendas mat
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? l 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:
~ll^
~^;
IMPACTS ON SERVICES: I \\,1 T
~" of""" "'''''' will oJ.. p~,"""", D;,o;oo f<om pm=,'o. ciry
initiated development and special projects which require geologic review,
chaeological 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.
$23,300
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 ,SOO
IMPACTS ON SERVICES:
Without the computerized customer service system, improvements in customer
service response and management of street maintenance requests wiII be difficult.
Positions affected? _ yes ...!... 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. ~ome of the savings ($1300) would be used to
purchase more materials and supplies for the remaining personnel.
/
f
Positions affected? l yes _ no
/
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If yes, list positions:
(1) Maintenance Worker II (vacant)
30
BUDGET REDUCTION WORKSHEET
DEFT: Public Services - Street
Maintenance
FUND: General
Reduction of field radio communication equipment will result in restricted ability
to coordinate field work. Without funds to purchase an additional sandbagging
machine, there will be delays when providing'sandbags to residents during
I
rainstorms. Less funding will be availablelo rent equipment for storm clean-ups,
and to purchase asphalt for pothole patchihg.
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PROGRAM/SERVICE REDUCTION:
Reduce miscellaneous operating expenses
POTENTIAL COST SAVINGS:
$35,900
IMPACTS ON SERVICES:
/
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Positions affected?! _ yes l no
/
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..
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If yes, list positions:
31
J
BUDGET REDUCTION WORKSHEET
DEPT: Public Services - Right of Way
FUND: General
/
PROGRAM/SERVICE REDUCTION: /
Down~rade Heavy Equipment Operator to Maintenance Worke;r I; ~rease
operatmg expenses.
I
POTENTIAL COST SAVINGS:
$16,800
IMPACTS ON SERVICES:
As a result of the downgrade to Maintenance, orker 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.
I
"
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\~
Positions affected? ~ yes _ no
/
,
32
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If yes, list positions: \\
(1) Heavy Equipment Operator (filled)
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.
A vailability 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? l yes _ DO
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? ..x. 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 .x. no
If yes, list positions:
35
BUDGET REDUCTION WORKSHEET
DEPT: Public Services - Street Tree
Maintenance
FUND: General
PROGRAM/SERVICE REDUCTION:
It
/
Eliminate Professional/contractual services; reduce funding for smal
equipment.
POTENTIAL COST SAVINGS:
$17 ,()()()
IMPACTS ON SERVICES:
j
The number of years in the tree trimming cycle will be increased with this
elimination of all General Fund contract tree trimining. Replacement of broken
and worn tools will be restricted.
/
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Positions affected? _ ~es ..x. no
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If yes, list positions:
36
BUDGET REDUCTION WORKSHEET
DEPT: Public Works - Field Section
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
Eliminate (l) Construction Inspector.
POTENTIAL COST SAVINGS:
$36,500
IMPACTS ON SERVICES:
Loss of staff will 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. Will 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
I DEPT: Public Works - NPDES
PROGRAM/SERVICE REDUCTION:
I 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
I DEPT:
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..x. no
If yes, list positions:
39
OTHER OPTIONS
IDEPI':
OPTION:
I FUND: General
Extend maturity date of 1989 bonds to reduce debt service payments.
POTENTIAL COST SAVINGS:
$110,000
ffiGHLIGHTS:
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 612/97 Commission
agenda.)
Positions affected? _ yes ..x.. no
If yes, list positions:
40
OTHER OPTIONS
DEPT:
FUND: General
OPTION:
Fund 9/1197 bond payment with proceeds of the 1997 Refunding Bonds.
POTENTIAL COST SAVINGS:
$500,000
lllGHLIGHTS
(Details were provided in the backup materials for the 6/2/97 Commission
agenda. )
Positions affected? _ yes l no
If yes, list positions:
41
OTHER OPTIONS
I DEPT: Refuse
OPTION:
I FUND: General
Transfer title of Refuse portion of City Yard to the Refuse Division.
POTENTIAL REVENUE:
$2,700,000
HIGHLIGHTS:
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 6/2/97 Commission
agenda.)
Positions affected? _ yes l no
If yes, list positions:
42
r.
I DEPT: Fire
OPTION:
OTHER OPTIONS
I FUND: General
Establish a fee for Fire Department plan review
POTENTIAL REVENUE:
$70,700
ffiGHLIGHTS:
(Additional details will be provided via separate memo from the Fire Chief.)
Positions affected? _ yes l no
If yes, list positions:
43
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BUDGET REDUCTION WORKSHEET
DEPI': City Administrator's Office
F1JND: 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
DEPT: City Attorney
FUND: General
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,- DO
If yes, list positions:
Sr. Deputy City Attorney (vacant)
46
BUDGET REDUCTION WORKSHEET
DEPf: 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? ..x.. yes _no
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....!... no If yes, list positions:
48
BUDGET REDUCTION WORKSHEET
DEPT: City Attorney
FUND: General
PROGRAM/SERVICE REDUCTION:
Reduce outside attorney expenses.
POTENTIAL COST SAVINGS:
$40,700
IMPACTS ON SERVICES:
N/A
Positions affected? _ yes l no
If yes, list positions:
49
BUDGET REDUCTION WORKSHEET
I DEPT: CATV I FUND: Cable Television I
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
DEPT: Mayor's Office
FUND: General Fund
PROGRAM/SERVICE REDUCTION:
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 lno
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? ..K.. yes _ no
If yes, list positions:
Intermediate Programmer (filled)
52
"" .' .
.
.
BUDGET REDUCTION WORKSHEET
DEPT: 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 L
Upgrade of Typist Clerk II to Account Clerk II will allow this position to
absorb some financial 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? A yes _ no
H yes, list positions:
Admin. Operations Supervisor II (filled)
Typist Clerk II (f1lled)
Lead Storekeeper (filled)
(2) Equipment Mechanic Supervisor (f1lled)
Equipment Mechanic II (vacant)
Equipment Mechanic I (filled)
53
... . I ..
,
.
BUDGET REDUCTION WORKSHEET
DEn: 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 ..x.. no
If yes, list positions:
54
" ,'II ..
.'
..
~
\.
BUDGET REDUCTION WORKSHEET
DEPT: Risk Management
FUND: Workers' Compensation
PROGRAM/SERVICE REDUCTION:
Reduced miscellaneous operating expenses.
POTENTIAL COST SAVINGS:
$132,900
IMPACTS ON SERVICES:
Reduced use of outside investigators and implementation of medical cost controls
will result in significant savings. Staff will conduct the majority of investigations
in house, and only use outside investigators on highly specialized cases.
Staff will be handling the small litigated cases and appearing at the Appeals
Board. This will reduce the cost of outside attorneys.
Positions affected? _ yes ...!... no
If yes, list positions:
55
,y\ '
. ,
CITY OF SAN BERNARDINO
POLICE DEPARTMENT
PROPOSED BUDGET REDUCTION PACKAGE
FY 1997/98
JUNE 11, 1997
Previously f /~ ~v /it, /91
Previously f /" O~ jJ? /17
.//:-;
tJ/; I~~ 1'1 '1
City of San Bernardino
San Bernardino Police Department
Interoffice Memorandum
To: Mayor Tom Minor
Fred Wilson, City Administrator
From: Lee Dean, Chief of Police~
Subject: Budget Reduction Package
Date: June 11, 1997
Copies:
On June 4th the Police Department's executive staff completed a
detailed "audit" of organization-wide resource critiques. (I
described this process for you last month and sent along
exemplars) . What follows is a comprehensive budget reduction
strategy with both immediate and long-term impacts. I am
submitting this to you as a package proposal, essential in terms of
allowing some degree of thoughtful planning.
The first, and perhaps most important item for discussion, is our
COPPS grant. Failure to budget for COPPS allocated positions will
put at issue our compliance with grant mandates, and thus continued
funding; (I note that you have been copied on letters from Simon
and Company, which addressed this point). Therefore, I recommend
a more cautious approach, outlined in my June 2nd memorandum to
you; (attached).
Program changes and corresponding cost reductions ($) 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
JI.ssistant 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
I
Personnel & Training
Budget
Executive Investigations Division Admin
OfficerlP.I.O. Analyst
Secretary Fleet Watch Secretary
Maintenance Command Intelligence
Area "A" Command Records
Vice/Narcotics
Transcription
POP/BMET
Traffic
Bureau Detective
Narcotic Bureau
Alarm Street Team
Area "B" Command Ordinance Homicide
Area "CO Command Specialized
POP/BMET Crimes
Narcotic
POP/BMET Street Team FBI
Area "D" Command Task Force
Lab I
POP/BMET Area "E" Comm~~d Task Force D:s!r':tiPOP
Crimes I "
POP/BMET
I D/Properly
Crime SANCATT
Communications Analysis Task Force
Bureau
I
POP Detectives I
(TDY Patrol)
Crimo_ UNO' Its.
1/11iOT
r--------
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 ~liminating 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 CSRII.
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 hours 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 salarieslbenefits 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":'1der and narcoti,s 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. Annual 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 TOY 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
TOTAL COSTS - FY 1997/98
$ 327,408
NET BUDGET SAVINGS - FY 1997/98
$ 417,971
RECURRING BUDGET SAVINGS STARTING FY 1998/99
$ 598,353
RESPONSmILITY CHART FOR DEPARTMENT
Relocate all area commanders to upstairs office
bay previously occupied by Community Programs
TCII assigned to Community Programs becomes
receptionist for area command offices. TCn to
"J~{inue alarm ordina.~'_" & iollow thn._gh
P&T reassign to ...;C - In charge of volumeer Assistant Chief Harp
coordinator (CSRIIJ), P&T, backgrounds, OPAL,
payroll & backup PIO
Outsouice$~ii:ed~~6l:liirii@~~J)I$~JfII Captains Cunis & Billdt
positions via 'attrition
DO....llgracI~ " Senior DiSPati:hei' POSitiODSto OISP Captains Cunis & Billdt
II via attrition -Cre3tea'payio/tr~Gig:' ,
programforDlSP n)" ""
EUmiria@;~t;rc:;Pffif~i~!#l-utilize savings Debi Shuker
to upgrade 3 P-2 positions to P-3
~~~. ~i~t:f.Stre~N~qffi~;.~~jiI.'~~t;l
C~eiit~;Y9!\!I!t~t!!~fi;r~~f;\wiji!
Assign ReseNeOffi~ff;~#1AA[~
Upgrade 3 P-2's to Sgt.
A~~~~I~~~[~Y_iw;;~~t~m;~jf
Executive Officer-Develop In-house pop training
course
Sgt's rotate through POP supervisor position for a
I year period
o ificers rotate through PO P 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 TDY to patrol for purposes of area
detectives
:'Iaimain all 7 area command offices w/staff of
PRCI
Lt. Aragon 7-7-97
Efficiency Ioitiative & 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 lmmediatelIn
Commanders Place
Captain Billdt & Area ImmediatelIn
Commanders Place
Lt. w.n. 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 Billdt 7-7-97 In Place
Sgt. K1eneoberg 8-15-97
Lt. Neigel 8-15-97
6-5-97
6-5-97
6-10-97
7-7-91
9-1-97
1-1-98
8-1-97
R::tssign disp;lIch training supervisor tof\llr~ Dodie Alsop 7-1-97
tloor supervision duties .. '-",._'.. ..-.w.........
Oursource permits desk and.d~me?iJ~~1 Captain Cunis 10-1-97
scanning functioalElimiaate .( PRcr,\l~sitill#i2!1!
attrilion
Ouc5ource subpoena coordinator function Captain Cunis 1-1-98
EiiminJre I PRCl via anricion
....dd 2 pan-time police transcriber positions Anita Perry 6-5-97 6-5-97
In Place
Outsource..addltiotW.'.n!#d':!'lS..~.l!i.\9I!f~lI Captain Cunis 8-1 -97
W~~f.. i
Modify .. ublic countefservice liOurStd2Q hCi\lfi Anita Perry 7-1-97
P,':'<::-:'---'-' _:,.,.:'.,..... _..::..".:.:-,__._,:,.,:.;,_".:., .,___',::"":",::_:_.:,_,.:._.:...::,,:.:.:.:.:.;.;.:.;.;.:.;:::::".,.:.;_:~:;~.;.;.;.
er \\;eekM'FlOalri~2 m dail [CreatSfit
~equ.;st4~RPl19* ..................Jt.................lcL......>o..."'5'1!",
Eliminate DARE Program and eliminate 1 P-2 Captain Cunis 7-7-97
position & 2 pol positions (next P-3 promotion to
eliminate P-2 attrition)
Reas~i@?g~!W'.I@im~~:@;tlfuii~l~Tt!l Lt. Neigel 7-7-97
patrol
~~tS~~ira1mii;~111.1(ijl~ Ll. Neigel 7-7-97
trainiJltMi:!
~~~r~~'IIIIlifE$[~-~@!f.. Lt. Neigel 7-7-97
Tr:!IlSr~~l'y$!Ut;ffljm;Jr,!t.Tm;~~J Lt. Neigel 7-7-97
Desigri:itec::iti*eii.p~m!i..grogti\m€9!li4!!l!!~ Area Commanders & CSR 7-7-97
n
Tr.msfer Rideshare CoordinarorGi1tiesia1Wlle Margaret Diamond 7-7-97
"':"-'-:-"-::"-;"-";'. "-":':""'-"-":"':':-;-:':';-:::-"-.. ';-;.;-:"':.;.:~;;:,.:..::---,-;.-,;:;,:;.;,;.:.;:;.~::;:;:;.:.,::,,:;,;,;,;;:::,;,
Unit
Lr:[~~~[~~~&j~lIiHila Captajn Billdt 7-7-97
w!Ci >'Hiijl
\Y....
Trmsfer SB Most Wanted Program duties to P&T Lt. Neigel 7-7-97
T:aining Unit CSRIII maintaining those duties
B.:::VJp PIO ducies-cr:'lnsferred frem Conununity Lt. Neigpl 7-'-97
.
P.~g:rJms CSRlll to P&l Lieutenant
Transfer ~gord\na~on9fsl'CC!a!.'~Yeat~W~ Captain Billdt 7-7-97
commanderb~Ying&eO~bi#!~#!!~~
Traasferoversigbi Q(CiiizeriAca~'auitatlil Lt. Neigel 7-7-97
: :-.-,':".:---:.... ---::'::- . . - .: -:'.:. -- ,:"'::;';':':"-" :. '. . '..,::,.:,:,:.,-,:..:.:..., " ::. ,:,.>:::.:.:.:.:::.:.:.;:;;;:::.:::;;.~.:.;
Training UilitwfrnstroCtor particiPiitioilftiiii1~!
...-_....'.... ......-.-.....-.....-...-...-._,....
divisions .
Tr.lnSier [raining & perSonal safelY (TIPS)flol11 Lt. Neigel 7-7-97
Corr...munity Programs to Training Unit .'. ... . .....
\Ii :L"5trUClor participation fromalldiviSi~
TraasferSuD1lner Y oUtltpro&rariiresp?iW~g~ Ll. Neigel 7-7-97
from ComulImiry' Programs to P~rsoii#j.t.Wi..
Tr:ll1sfer 10-48 program responsibility to Personnel
Vnit w/creation of a standing commiuee of
volumeers to assisl
ir:~~~~~jtee~iW~~~i~~WY#i
Tr:ll1sfer liaison officer duties for Jr. & Int. Police
Academies from DARE to Personnel Unit pol
recruiter
liaison to "Citylight" newsleuer duties transferred
to P&T
Distribution of crime preveDlion materials-remain
cemralized in new slation area commander offices
Transition neighborhood watch association to
cluster groups
Lt. Neigei
Margaret Diamond
POl Recruiter
It. Neigel
Marg".ol Diamond
Captain Billdt
Lt. Neige!
7-7-97
7-7-97
7-7-97
7-7-97
7-7-97
1-1-98
9-1-97
Reassign administrative secretary to Internal Caplain Cunis 7-7-97
Affairs
Relocate Rocky May to interior office-Inlernal Sgt. K1enenberg 9-1-97
Affairs
Admin. Analyst to Invesligations in revised table Captain Cunis 7-7-97
of organization
Relocate Administrative Analyst to office formerly Sgt_ K1enenberg 9-1-97
occupied by Rocky May
Cpt. Cunis to move into Cpt. Richards' old office Caplain Cunis 7-7-97
Patrol Exec. Officer ro move into Cpt. Cunis' old Captain Cunis 7-7-97
office
Reassign budget to repon to AlC
~~'.li1i,~!li!i!~rtisgfel
1 Patrol CSRI position assigned to neighborhood
watch team-upgraded to CSRII & utilize as area
, corrm:ll1d/crime prevemion spec:-list
CF~[H Unit to repon to Patrol Exec. Officer
Reserve Unit to repon to Patrol X-O
Each area commandlcrime preveDlion specialisl
CSRII will also assume responsibility for CFMH
issues in their respective areas
Patrol X-O to assume responsibility for jail
oversight & comract
Crime Analyst to create new table of organizalion
10 reflect a 2 Division alignmenl
Watch Commanders 10 work 4/10 plan
CaplaiJ! Curtis
Lt. Neigel
Debi Shuker
Captain Billdt
Captain BilIdt
Caplain BilIdt
Caplain BiIldl
Kim Sayano
Captain BiIldt
7-7-97
7-7-97
8-1-97
7-7-97
7-7-97
7-7-97
7-7-97
6-30-97
7-7-97
Transilion 10 a 4 Sgl. W/C a1ignmenl-report 10 Captain BiIldl 7-7-97
Palrol X-O
Parrol X-O 10 be departmenl IOD liaison wlRisk Caplain BiIldl 7-7-91
Mgml
Traffic Unil 10 report 10 Parrol X-O Caplain BiIldl 7-7-91
Appoinl CSRI 10 fill vacanl desk CSR position Caplain BiIldl 9-1-97
Hire replacemenl TCn 10 adminsler alarm u. Neigd 6-30-91
ordinance program
Oversighl for lhe Explorer Program rransferred 10 Margarer Diamon 7-7-91
lhe Training Unil, wilh VOIUDrary advisors from
lhe parrol division
Delete Crossing Guards Sgt.Schwenka 8-1-91
Shaded areas recommended by ResoUIte Critique Committees
I
I ~!:rY ~OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
'---
.om: Fred Wilson, Acting City
Administrator
ept: Administrator's Office
Subject: Budget Deliberations -- Fiscal
Year 1997-98 -- Discuss and Take
Possible Action.
ate: June 5, 1997
tnopsis of Previous Council action:
i8COmmended motion:
That the Mayor and Common Council discuss and take possible action
regarding Fiscal Year 1997-98 Preliminary Budget.
$Jt~
· Signature
:ontact person: Fred Wilson, Acting City Admin.
Phone: 5122
.upporting data attached:
Yes
Ward:
=UNDING REQUIREMENTS:
Amount:
Source: (Acct. No.1
(Acct. Descriotionl
Finance:
ill
(Jv/ai/17
.:ouncil
Previously t /71
Previously t / ./
0(; Jt; /? 7
ov/t~/77
'5
Agenda Item 1\
C.tJy,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.
5-0264