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Home My WebLink About01-City Administrator CITY OF SAN BERNARDINO FIRE DEPARTMENT INTEROFFICE MEMORANDUM MEMO NO. To: Fred Wilson, City Administrator Through: Larry Pitzer, Fire Chief From: E. Guy Burdick, Fire Marshal Subject: Fire Prevention Positions and Fees Date: June 26, 1997 This memorandum addresses the issue of establishing fees for Fire and Life Safety plans review. Currently, the Fire Department is limited to cost recovery fees for Fire Systems plan review (sprinklers and alarm systems) based on the Uniform Building Code building valuation fee schedule (see table I-A). We do not charge for general plans review covering Fire and Life Safety requirements. The Planning and Building Department does charge for general plan review relating to construction elements of the proposed structure. Six local Fire Departments were surveyed concerning plan checking fees (See Attached Chart). All but one of the departments surveyed charge fees for fire system plans checks based on the Job valuation table in the Uniform Building Code (see table I-A). Redlands is the one exception that charges a recently adopted flat fee because of a fee survey done by an outside consultant, $25 for residential to $13 5 for commercial. All surveyed departments do a general review of plans for Life Safety checks. Four of the six departments charge for these reviews with fees ranging from the basic job valuation in the UBC to 25% of the Planning and Building fees. Redlands Fire Department charges a flat rate, $25 for residential to $135 for commercial, for this type of plan review and the other two do not charge. Three of the six surveyed departments had a dedicated plan checker position in the respective department. It appears to be reasonable and justifiable to expect that a separate fee should be charged for Fire and Life Safety plans review. Approximately 75% of a Fire Prevention Officer's (FPO'S) time is occupied just for the plans checking portion of the job. This does not include field inspections of the approved work or extraneous commitments such as meetings or phone calls with architects and developers. The total time dedicated to Fire and Life safety plans review approximates one full time FPO position. A full time FPO for the first year has a total salary and benefit package of $41,760, annually. G/~(p197 -:IF { F I~I: The Planning and Building Department is projecting revenue collection for FY 97-98 to be $200,000. If an 18% Fire Department plan check fee were to be implemented (based upon Planning & Building Fees), $36,000 would be collected for FY 97-98. This amount would come close to offsetting the cost of a full time FPO position for the Fire Department. The expected fee figures are a prediction; the collection of the proposed fees is dependent upon the economy of the region as well as the amount of development taking place. Because it is based on prediction., the figures could exceed or fall short of the expected amounts. The Uniform Fire Code requires certain high hazard occupancies to be issued Fire Department permits. We collected approximately $20,000 in FY 96/97 for permitted occupancies. However, because of staff shortage we were not able to complete inspections of all permitted occupancies. Consequently, if adequate staffing had been available, we would have collected approximately an additional $5,000 to $10,000. I project $36,000 annually could be generated. Adequate staffing of FPO's would allow the completion of all permitted occupancies; this would generate an additional $5,000 to $10,000 dollars. Consequently, with the plans review fees and additional permitted occupancy fee generation, a total of between $41,000 to $46,000 would be collected annually. If the 18% fee for Fire and Life Safety plans check is adopted, it would seem prudent to add a third position to the Fire Prevention Bureau staff, ie. an FPO at a cost of $41,760 for the first year. If these fees are adopted, I recommend that we review the amount of revenue generated over a six month period. If the six month review period shows that the amount generated by the fees is at or exceeds the level of funding we predicted, we then move ahead to fill one of the previously eliminated FPO positions. Note: Because there is no current automated system for fire inspection records, the Fire Prevention figures are best estimates. To obtain an accurate account of all inspection records would require a manual search and count, consuming an excessive amount of time. CITY Colton Lorna Linda Ontario Redlands Rialto Riverside San Bernardino General Plan Check for Fire/Life Stity F Amount Ch d ae ees arge Yes Yes 25% + 5% for field insoections Yes Yes 20% Yes' No No chan:Je Yes Yes $25 Residential to $135 Commercial Yes No No charae Yes Yes 9.1% Yes No No charge , Plans designated by the building department CITY Colton Lorna Linda Ontario Redlands Rialto Riverside San Bernardino Technical Plan Checks for Fire S t Amount Ch d sys ems arae Yes UBC Table' Yes UBC Table' Yes UBC Table' Yes $25 Residential to $135 Commercial Yes UBC Table' Yes UBC Table' Yes UBC Table' *Table 1-A Building Permit Fees (1994 Uniform Building Code) 1994 UNIFORM BUILDING CODE 1.A TABLE 1.A-8UILDING PERMIT FEES TOTAL VALUAnON FE! $1.00 to $500.00 $21.00 S501.00 10 S2.OOO.00 $21.00 for the finl $500.00 plus $2.75 for each additicmat $100.00. or fiaaion thereof. to and iocIuding $2.000.00 $2.001.00 to $25.000.00 $62.25 for the finl $2.000.00 plus $12.50 for eacb additicmat $1.000.00. or fiaaion thereof. to and inc:1udiDa 525.000.00 525.001.00 10 $50.000.00 $349.75 for the fim 525.000.00 plus $9.00 for eadI additional $1.000.00. or fraction thereof. to and ineluding $50.000.00 $50.001.00 to $100.000.00 $574.75 for the first $50.000.00 plus S6.2S for eadI addilicmat $1.000.00. or fraction thereof. to and ineluding $100.000.00 $100.001.00 to $500.000.00 $117.2S for the first 5100.000.00 plus $5.00 for each additicmat $1.000.00. or fraction thereof. to ItId including $500.000.00 $500.001.00 to $1.000.000.00 $2.117.2S for the first $500.000.00 plus S4.2S for each additional $1.000.00. or fraclion thereof. 1O and including $1.000.000.00 $1.000.001.00 and up $5.012.25 for the first $1.000.000.00 plus $2.75 for each additional $1.000.00. or fraction thereof Other lDspectlouud Fees: 1. ~ons outSide of normal business bours ................................... S42.oo per hour* (nunimwn cbarge-two bolUS) 2. Reinspection fees ..sessed under provisions of Section 101.8 ............................................................ S42.oo per hour* 3. Inspections for wbicb DO fee is specifically indicared ............................. S42.oo per bour* (minimum c~ne.baIf hour) 4. Additional plan review requited by cbanges. additions orrevisionslOplatls ....................................................... S42.ooperbour* (minimum cIwp-ooe-ba1f hour) 5. For use of oulSide consulllllltS for plan cbeclcing and inspections. or both ......................................................... Actua1 cosa"" .. "Or the lOW hourly casllo the jurisdicuOO, wbichever IS lbe grealesl. This cosl sbaII include superv1S1On. ovet!lead, equipment, boutIy wages and fringe benefits of lbe employees involved. ""Actual coslS include adminisualive ItId overllead coSlS. ! .... ~ '. .." FOCUS 92411 BOARD ~ l'nte:ied mto Reco~ at t', June 26, 1997 by fe Agenna Iten, I City of San Bernardino, Thomas Minor, Mayor 300 N. '0' Street San Bernardino, CA 92401 Honorable Thomas Minor: As chairperson of the Focus 92411 group I would like to share with you the concerns of this group and the residents regarding proposed budget cuts that would affect the San Bernardino City Library system. The Westside of San Bernardino is one of the most needy communities in the city. We have the highest crime rate, creating a higher risk for failure. Fortunately, our educators are doing an excellent job of providing our children as well as the adults with an opportunity to improve themselves. One way that teachers enhance the quality of education is by referring the students to the library (Dorothy Ingram Branch and Paul Villasenor Branch) for reference material, to work on projects, research papers and provide a study area. The possible closure of these facilities would be detrimental to the quality of life here. Therefore, this group wishes to express its unqualified support for the entire San Bemardino City Library system. Every effort must be made to fund our City Libraries at their current rates and a plan to expand this funding must be developed and implemented. I am certain that in your review of the funding process the ways and means to pay for our libraries will be determined. This will insure equal educational opportunities for the residents of the Westside and maintain their source for becoming contributing members of this city. If you would like to express your feelings and/or concerns or would like us to elaborate on the matter, I would be more than happy to discuss it further at your convenience. You may reach me at (909)885-8842. I conclude this letter with food for thought, as the late John F. Kennedy once said "Our progress as a nation can be no swifter than our progress in education". Sincerely, f4~~ City ClerklCDC Secy City of San Bernardino /I ~ h--::- Reyes E. Rios Chair SF/rah cc: City of San Bernardino-Members of Common Council City of San Bernardino-Library Director City of San Bernardino-Library Board (,/:2.~/97 -#/ '. t Economic Development Agency List of City Projects Funded by Agency For Estimated Five Year Period As of June 25, 1997 One time EXDenditures: De1mann Heights Water System Upgrade Community Newsletter Prior Years General Plan Amendment Street Tree Master Plan - French Street Tree Master Plan - French Pat Leathers Graf Clean-up St Patrick Day Parade Co-sponsor In-fill Street Improvements Christmas Clean-up Various Street Improvements Bond Proc Abandoned Sign Abatement Program Muni Code Revisions Kendall and Palm Underground Utilities Landscape Adjacent to Govt Parcels Landscape City Wide Median Landscaping Verdemont Loan Tree Trimming Golf Course Funds New Police Facility Sturges Loan Payoff Sturges Opeartions Median Landscaping Waterman Ave Underground Utilities South E Hard to Handle Trash Program Re-roof City Hall Resurface Arrowhead to Mill to 3rd Expansion Joint Replacement 3rd Level Parking Dist Security Bicycle Equip Re-engineer Illumination Park Structure Parking Structure Security Program 5 level E Street Terrace Baseline Area Merchants Security $34,675 per yr 2 yrs Police Community Service Office Baseline/Arrow Pioneer Cemetery Expansion Transfer CMO Fund (Later GC Funds) Sound Barrier Block Wall Crosstown Freeway CMO Council Chamber Improvements CMO Low Income Utility Rebate Program Street Improvements CMO Residual SB Community Against Drugs CMO Emmerton Elementary CMO $20,000 per yr 2 yrs $85,000 232,500 734,400 11,800 24,500 38,400 2,464 1,000,000 208,574 499,000 50,000 25,900 64,000 192,000 338,000 15,000 2,400,000 500,000 9,000,000 30,633 80,000 167,000 20,510 20,000 100,000 500,000 76,900 3,000 5,300 6,500 77 ,079 69,350 902 239,183 220,000 18,000 68,798 145,900 600,000 64,500 40,000 ~;a 017 #/ cD4 '. · Economic Development Agency List of Agency Funded Page - 2 - Hospitality Lane Security CMO Los Padrinos CMO Los Padrinos Low/Mod Los Padrinos Low/Mod Provisional Accelerated Learning CMO Rent Deposit Guarantee Relocation Police Community Office Wests ide Plaza Carousel Mall Escalator Repair Carousel Mall Lighting Design Carousel Mall Roof City Hall Lease Payments Mall Parking Lot Resurface Wal-Mart Mt. Vernon Storm Drains Little League Landscape Mayors Conference Room Furniture Electrical Conduits Highland/Boulder Patton Park Soccer CATV Tenant Improvements Street Lights 4th to 9th Traffic Signal 21st Stadium Jr Police Academy Grip System Permi t Tracking South E Street Bridge Tree Planting Program $59,403 96,000 435,000 185,000 83,042 160,000 4,600 15,228 13,800 50,000 231,000 425,115 800,000 1,800,000 12,981 13 ,239 170,000 2,900,000 325,000 200,000 120,000 13,000,000 26,000 25,000 20,000 200,000 20.000 Total One-time Expenses $39.365.501 193U '. . ~ '-., Economic Development Agency of the City of San Bernardino List of City Obligations Estimated For Fiscal Year 1996-97 As of June 25, 1997 . , " Central Citv proiects: City Maint Five Level Parking Radisson TOT Mall Security Guards Officers $445,000 Sgt. Pros tIer 79,500 Operations 13.000 CATV Tenant Improvements Mall Maintenance Sub-total $60,000 115,000 est 538,000 est 325,000 (one time) 330.000 est 1,368,000 LowlModerate Housin2: Code - Arden Guthrie Low Income Utility Rebate Program Gen Plan Update Housing Element Los Padrinos Graffiti City Water/Sewer/Refuse Rebate Rental Cert Program Sub-total 146,400 60,000 35,000 120,000 10,000 610.700 982,100 State Colle2e: Debt Service Police Fac Bond Issue Tree Trimming Sub-total 900,000 100.000 (one time) 1,000,000 Central Citv North: Sturges Auditorium Sub-total 20.000 (one time) 20,000 Admin-All Proiect Areas: Debt Service for Stadium Planning Code Enforcement Traffic Modular Affirmative Action Council Offices Council Assistant Safety Officer City Clerk Chairman's Office CVB TOT Sub-total 914,000 203,600 142,000 26,000 8,000 33,000 30,000 5,000 7,000 20,000 300.000 est 1,688,600 ~~o/77 # / eOlI ." .. List of Obligations Page - 2 - ,. Northwest: PEC Building Operations Sub-total .... 100.000 100,000 Mt. Vernon: Street Lights 4th to 9th Traffic Signal 21st Sub-total 200,000 (one time) 120.000 (one time) 320,000 Outside Proiect Area: Patton Park Soccer Sub-total 2.900.000 (one time) 2,900,000 Total All $8.378.700 .-,.- Total Included Above Ongoing Per Year $4.713.700 ProDosed for 1997-98: Ongoing as listed above Parking Lot MainlOper Net cost of Telecommunications Mayor's Office Stadium Manager Ongoing Costs Per Year $4,713,700 100,000 280,000 34.000 $5.127.700 2l57A Budget Benefits of the Waste Disposal Agreement Backaround Facts - Whv a Waste Disposal Aareement? . City of San Bernardino has been using the County landfill system for many years. . City now delivers approximately 200,000 tons per year. . City is already a stakeholder/investor in the County landfill system. The City is the County's biggest landfill customer. The County is doing the following to manage and develop the landfill assets for its customers: . County is planning for existing system liabilities, and needs waste flow revenue. . County has (and is developing) 25 years of landfill capacity in the valley. . County has determined that it can meet system costs by careful long .term budgetting. . County solid waste system is financially viable and stable. . County is evaluating County-provided transfer stations to provide better service. Therefore, the County is suggesting long term contracts for use of its landfill system. Maior Deal Points of the Waste Disposal Aareement: Two versions of the agreement (WDA and PSA) being developed, with generally similar concepts: . City provides waste, County provides landfill disposal services. . Term of agreement - being discussed - 10 to 25 years. . Lower fee for use of landfills - being discussed - reduction of $3.00 per ton or more. . Designated landfill - full knowledge of future conditions. . Indemnification against potential.environmentalliabilities. . Assurance of Competitiveness Negotiations are anticipated with at least 12 cities to finalize agreements. Benefits to the Citv: . City gets lower costs or a rebate check - estimate $600,000 per year. . City gets assurance of landfill capacity at reasonable price. . City gets protections - can terminate agreement if County can not stay competitive. . Citizens see no cost increase - the $600,000 from the WDA/PSA offsets extra, costs of Refuse Division in paying for use of City Yards. Clarification: The WDA/PSA is not related to blue ribbon committee discussions of privatizing the City Refuse Division. Reauested Action: Continue to participate in WDA/PSA process. Presentation to City of San Bernardino June 26, 1997 6- ;;). ~ -97 #- I l/JoRC.1I '- ,--- I , DEPARTMENT MAYOR COUNCIL CITY CLERK CITY ATTORNEY CODE COMPLIANCE CITY ADMINISTRATION CIVIL SERVICE PERSONNEL FINANCE PLANNING FIRE POLICE PUBLIC WORKS PUBLIC SERVICE PARKS FACILITIES TOAL GENERAL FUND LIBRARY CEMETERY CABLE TV ANIMAL CONTROL REFUSE GARAGE RISK MANAGEMENT TRANSPORTATION WATER DEPT. EDA IVDA TOTAL NON-GENERAL FUND IGRAND TOTAL CITY OF SAN BERNARDINO CHARGE BACK COMPARISON MIS FUND FY96-97 FY96-97 FY96-97 MIS COM SHOP TOTAL 6,400 6,400 6,000 6,000 23,000 23,000 1,100 6,100 7,200 16,200 1,100 17,300 7,700 7,700 4,400 4,400 3,700 3,700 177,700 177,700 29,600 29,600 155,300 227,900 383,200 608,200 593,400 1,201,600 22,700 22,700 5,000 5,000 8,500 1,200 9,700 24,000 4,000 28,000 1,099,500 833,700 1,933,200 33,100 33,100 - 2,500 2,500 6,500 4,800 11,300 104,700 61,000 165,700 5,000 5,000 7,500 7,500 6,800 6,800 2,100 2,100 13,300 2,400 15,700 1,100 1,100 181,500 69,300 250,800 FY97 -98 FY97 -98 FY97 -98 MIS COM SHOP TOTAL 11,000 11,000 13,200 13,200 31,100 31,100 2,500 3,100 5,600 35,200 1,500 36,700 9,300 9,300 5,200 5,200 12,600 12,600 153,100 153,100 90,300 2,300 92,600 59,100 199,700 258,800 538,100 586,500 1,124,600 34,000 3,700 37,700 5,000 5,000 26,300 3,600 29,900 38,200 3,900 42,100 1 ,064,200 804,300 1,868,500 49,300 49,300 1,100 1,100 3,300 300 3,600 10,000 3,100 13,100 68,800 66,100 134,900 5,000 5,000 11,200 11,200 6,800 6,800 1,900 1,900 10,600 10,600 700 700 168,000 70,200 238,200 11,281,000 I 903,0001 2,184,0001 11,232,2001 874,5001 2,106,700 I <6/~C;97 -# I-,Mft;' .. 1i z; m . . 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'I' !I-i i: ~ i..J z:z I W i ~I ~I~ I ffi 'I-I wl<( 1-1 Cl' . Z elll- D.' Z >- 0 ~ a: wi ' 0 >- ffi; olw wl<(:~ a I z a: 1-' -' m ell::!i'm a:1 ' ~ ~ ~'j:: ~ ~ ~Imi:i! ~ <lies ~ m W <( zlw <(I-Ia: ~ a > 0 ~ (J,(J <C ~ C):a:I~ >,W _ ~ I I I I I : , o o .... ..; o .. N 8 .... o o 10 ~ .. 01 0 0 I 0 0' , N -, i ... ..' co .. ~ N 1 1":- , i , I I I , I I , i I ~ " 0> , co 0. I i , I ! i 1 , I ' , , 1 : i , i , , , i ~ ~ e a z ~ Cl CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM CITY ADMINISTRATOR'S OFFICE TO: Mayor and Conunon Council FROM: Fred Wilso~/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 reconunended 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. Entered into Reconl" Council/CmyDevCms Mtg: ~/~S-/97 by re Agenda Item I q~/J.~ City Clerk/CDC Secy City of San Bernardino ~~ b-;;S-17 #-/ 0Ph/17 -==III Re.o./iSecL BUDGET REDUCTION WORKSHEET DEPI': Personnel .F1JND: 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) CITY OF SAN BERNARDINO PUBLIC SERVICES DEPARTMENT INTER-OFFICE MEMORANDUM - TO: Mayor and Common Council Fred Wilson, City Administrator ~\ FROM: Jim Howell, Director of Public Service DATE: June 25, 1997 SUBJECT: GOLDEN HANDSHAKE 97/98 BUDGET IMPACT TO PROPOSED 50/. BUDGET REDUCTIONS As of this date three (3) employees in Public Services have announced retirement effective before October 1, 1997. Two (2) of the employees are eligible for the Golden Handshake. The combined salary and benefit ~vings 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.WorkerI 408 Maint.Supervisor $ 32,000 25,000 36,000 TOTAL $ 93,000 JUN 2 5 1997 CITY OF SAN BERNARDINO POLICE DEPARTMENT PROPOSED BUDGET REDUCTION PACKAGE FY 1997/98 REVISED JUNE 24, 1997 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 padWgeproposal, 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 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 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-l 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 operatio'l 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-l 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 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. 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 salarieslbenefits associated with the three dispatcher positions that would be eliminated and a reduction of $62,603 in overtime costs. We currently have two Dispatcher 1111, two Senior Dispatcher and one Dispatcher Supervisor positions vacant. We anticipate that all three Dispatcher 1/11 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. 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 PRClI 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 that 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- 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 NET BUDGET SAVINGS - FY 1997-98 $ 795,801 $ 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. -. A B C D E F -..-- 1 PRESENT PROPOSED 2 FY 96/97 FY 97/98 3 105 471 5001 Salaries PermlFull Time 907,700 951,200 4 105 471 5012 Special Salaries 5 105 471 5013 Automobile Allowance 3,600 3,600 6 105 471 5014 Salaries Temp/Part Time 196,400 194,900 7 105 471 5026 Pers Retirement 121,400 94,600 8 105 471 5027 Health & Life Insurance 104,000 105,800 9 105 471 5028 Unemployment Insurance 2,900 2,400 1 0 105 471 5029 Medicare;. 8,500 5,700 - 1 1 105 471 PERSONAL EXPENSES 1,344,500 1,358,200 1 3 105 471 5111 Materials & Supplies 20,000 15,000 1 4 105 471 5122 Dues & Subscriptions 33,000 27,000 1 5 105 471 5123 Library Books 218,000 188,200 1 6 105 471 5132, Meetings & Conferences 2,100 2,100 1 7 105 471 : 5133 Education & Training 1,000 1,000 1 8 1051 4711 51711 Rentals 696,800 694,500 1 9 105 471: 5172 Equipment Maintenance 8,700 4,500 20 105 471, 5174 Printing Charaes 5,000 5,000 21 105 471 5175 Postage 10,000 10,000 22 105: 471 5181 Other Operating Expenses 20,000 20,000 23 105 , 5183 Management Allowance 600 471 600 24 105 471. 5188 City In-House Services 156,800 158,200 25 105 471 MAINTENANCE & OPERATION 1,172,000 1,126,100 27 105 471 5505 OTHER PROFESSIONAL SERVICES 7,500 7,500 .. 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 13,100 13,100 32 105 471 5604 M.I.S. Charges 33,100 49,300 33 105 471, 5605 Telephone Support 28,500 23,800 34 105 471 5606 Electric 125,000 120,000 35 105 471, 5607 Gas 1,000 1,000 36 105: 471 5608, Water, Sewer, Geothermal 1,900 1,900 37 105 471 5609 Vehicle Replacement+ 2,900 2,900 38 105 471 INTERNAL SERVICE CHARGE+ 221,900 229,500 40 105 471 LIBRARY 2,745,900 2,721,300 SAN BERNARDINO PUBLIC LIBRARY BUDGET .. Previously' (-0& !/i'/17 Previously' ! - (JW /Z~ /'17 Entered into Record at t.rJ.; /, 1 CouncillCmyOevCms Mtg: by fI Agenoa Item ~ ~-IuL~.~ City Clerk/CDG Secy , /. /. City of San Bernardino b / .;l (10/ 97 iF/ 1 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 ECONONITCDEVELOPMENT 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 5 I%: o z W III I~ I> I~ I 1< I !I%: , ItO I ':IE I !< 1 II%: , ::1: I lei >, :z D:! :- ~! i 0:, CO: ::i' I I :~: 0' -I iU: ...J, ,Z. CO'<: :J! :1%: 0..; . c::I . 01 "I~' ZI 1.00> 2i; II%: ~I ! 0: I. ! u.i 1 i>' CO I II%: I Z I~! ~ i!!21 l...l! I, ':IE I I~i i iSI I !...l I !~ I , , " I ,! I " I 'I I I ' I ''"I I 1(/)1:: I '~iJ2. 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C\l C\l C\ll I I I , I i , I I I I II I I I I "''''a>'-''/o'''''''''''1 ~~~(t.;;::. a;f:;re~~ CDIl)O)l.OM IlifDar-:.nfDal ~~re~~ .......... ... J!! ~ .!!! ::> .. ..., .! ~ ~ 'g ... '0 o oS t: "5 ~(?"U'>CD~ .!!!~115~~$ Bm~Q)m~ a;;...-.............. ..- i:)~~~~~ , I " a> 'tl " III ~ ~ C> " e :g ::) '0 o oS :t: "5 .. " .!!(f)""U'>CO"" ::)~115~~$ ~(J)(T)O)cncn I;(DC)CJ)Q)Q) 8~~~~~ l.O 0 Lt') 'llI' ..,. N_M.......... R :e 8 '" -- o " '" :r I I I I I I , , ! I I , I i I I I i I i I " "1..1011'''' ..... .... col"'" CD , II I I I I i I II I ~ ~ ~I~ ~ ... a> " E ~ ~ ~ e ~ Q" "5 ,," " ~~~~~~ .wCDmCO)m _.... Q) 0) OJ C) CD oC.....---.... u~~~~~ COC'),...C?O ....tOCDCOCD "":.,....,,"":.lll & ~ 0 C\l .....t--tO_ I I Iii I ' I , I , , , i I I I 1 : I I i I , II i I ' II i I i I , " '" '" ",il" CO) " .......... "lit (\/0"",11)0 eO"': 0":.- M"'#'MNN fl CO !;; {l " t: ~ ! g ~ 'g Eo '0 oS o "5 II: " tl)MVtl)CO,... {5~~~~~ tbC)CDCDCDOl ~---_..... :n~~~~ ..... '" CD c: -"'It"':J m~(C..., Cl"l."'..Cl 6 M "'It.5 - I . "0 ~"l:tc.c.2 CtJmCDo CD..... - c > C') "'._ "''''_ en 0 :; c: OlOCD'" :1:"'1010 "'C')N ~ .. ~ .. Q)..q...,.~ Q) I I I C('I')l()f'-. :JC)o>m ON~tc >mmo> 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 .61lt per child for books 7 " \,. '\::- f ,~::. '- f. .... ,: . \.:. . ., . . c_. B .- 0 Zen ... ... -I- ... 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", SAN BERNARDINO PUBLIC LIBRARY PRESENT PROPOSED FY 96/97 FY97/98 105 471 5001 SALARIE:S PERMlFULL TIME 907,700 951,200 105 471 5012 SPE:CIAL SALARIES 105 471 5013 AUTOMOBILE ALLOWANCE: 3,600 3,600 105 471 5014 SALARIE:S TE:MP/PARTTlME 196,400 194,900 105 471 5026 PERS RE:TIRE:ME:NT 121,400 94,600 105 471 5027 HE:AL TH & 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 E:XPE:NSE:S 1,344,500 1,358,200 105 471 5111 MA TE:RIALS & SUPPLlE:S 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 & CONFERE:NCES 2,100 2,100 105 471 5133 E:DUCA TION & TRAINING 1,000 1,000 105 471 5171 RE:NTALS 696,800 0 105 471 5172 E:QUIPME:NT 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 OTHE:R OPE:RA T/NG E:XP. 20,000 20,000 105 471 5183 MANAGE:ME:NTALLOWANCE 600 600 105 471 5188 CITY IN-HOUSE: SE:RVICES 156,800 158,200 105 471 MAINTENANCE & OPERATION 1,172,000 431,600 105 471 5505 OTHER PROFESSIONAL SERVICEI 7,500 7,500 105 471 5601 GARAGE: CHARGES 2,900 4,000 105 471 5602 WORKE:RS COMPE:NSA T/ON 13,500 13,500 105 471 5603 LIABILITY 13,100 13,100 105 471 5604 Mol,S. CHARGES 33,100 49,300 105 471 5605 TELE:PHONE: SUPPORT 28,500 23,800 105 471 5606 E:LECTRIC 125,000 120,000 105 471 5607 GAS 1,000 1,000 105 471 5608 WATE:R, SE:WE:R, GE:OTHE:RMAL 1,900 1,900 105 471 5609 VE:HICLE RE:PLACE:MENT + 2,900 2,900 105 471 INTERNAL SERVICE CHARGE + 221,900 229,500 105 471 LIBRARY 2,745,900 2,026,800 9 ..pyaf' 4/17/97 CALIFORNIA PUBLIC LIBRARY FUNDS A. 8. 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 IOakland $ 234,771 $ 235,881 $ 324,011 ! Oceanside $ 86,073 $ 86,480 $ 118,790 IOntario $ 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 ?acific Grove $ 10,028 $ 10,076 $ 13,840 ::>almdale $ 49,556 $ 65,800 $ 90,384 ::>alm Springs $ 24,383 $ 24,499 $ 33,652 ::>alo Alto $ 34,207 $ 34,369 $ 47,210 ::>alos Verdes $ 40,376 $ 40,567 $ 55.723 "alo Verde $ 4,513 $ 21,191 $ 29,108 "asadena $ 80,167 $ 80,546 $ 110,640 "aso Robles $ 12,543 $ 12,602 $ 17,310 "Iacentia $ 28,082 $ 28,215 $ 38,756 "Iurnas/Sierra Co. $ 10,668 $ 14,006 $ 19,239 "omona $ 72,017 $ 82,133 $ 112,819 "orterville $ 15,532 $ 20,298 $ 27,882 . ={ancho Cucamonga $ 41,964 $ 68,091 $ 93,531 ~ancho Mirage $ 7,970 $ 8,008 $ 8,514 ':edlands $ 38,359 $ 38,540 $ 52,939 : edondo Beach $ 37,365 $ 37,541 $ 51,567 edwood City $ 41,984 $ 42,183 $ 57,943 ichmond $ 53,152 $ 53.404 $ 73,356 iverside Co. $ 391,283 $ 640,728 $ 880,114 Jseville $ 34,909 $ 35,074 $ 48,178 acramento Public Co. $ 510,292 $ 635,634 $ 873,118 alinas $ 71,630 $ 71,969 $ 98,858 an Anselmo $ 7,105 $ 7,138 $ 9,805 an Benito Co. $ 9,149 $ 24,528 $ 33,692 an Bernardino Co. $ 265,471 $ 571,667 $ 785,251 ~n Bernardino P.L. $ 94,464 $ 106,749 $ 146,632 10 CONDITIONS: 1. WILL RECEIVE PLF (PUBUC LIBRARY FUND) 2. WILL FOREGO ANY REDlSTRmUTION TO CITY DEPARTMENTS OF ERAF SHll'"l' 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 DmECTOR 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: LmRARY DmECTOR 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 LIBRARY APRIL, 1997: LmRARY BOARD CONDUCTS A PUBLIC OPINION SURVEY TO ASCERTAIN WHICH OPTION THE COMMUNITY FAVORS JUNE, 1}j98: PREPARE THE LmRARY FUNDING ISSUE FOR THE NEXT . ELECTION 12 . ...~ r ~ 5-91 THU 15:24 ECON DEVEL AGENCV FAX NO, 7148889413 P,OI , , '; RENT SCHEDULE Comm. Lease Monthly SuIteNt'l. Unit Size' Tgnant NamA/Use Date Terms Rent 0 396 sf S.E.LF. Youth Center 2-01-96 M/M $ 249.48 1 359 sf Peoples Choice, Ine. 12-02-86 M1M 00.00 2 280 sf Peoples Choice, Inc. 12-020086 M/M 00.00 3 280 sf Peoples Choice, Ine. 12-020086 M/M 191.80 4 244 sf Peoples Choice, Ine. 12-02-86 M/M 00.00 S 396 sf Peoples Choice. Inc. 12-02-96 M/M 00.00 6 314 Sf PAC Admin. office 4-01-87 M1M 00.00 I 7 628 sf PAC Conference rm. 4-Q 10087 M/M 00.00 I' S 438 sf Westslde CDC 2-19-97 M/M 229.14 9 740 sf Wests Ide COC 2-19-97 MIM 371.91 ,: 10, lOA 933 sf Urban League 3-15-97 1 yr. 376.20 . l',11A.116 1,236 sf NAACP 4-02-93 M/M 00.00 12 441 sf Wests ide COC 2-19-97 M/M 1 72.48 13 1,239 sf Community conf. rm. 00.00 14 891 sf Westside CDC 2-19-97 M/M 746.90 1S 718 sf Nurse rm., City of S. B. 00.00 16.16A 933 sf S.E.LF. Youth Ctr. 10-01-96 M/M 541.31 17 718 sf Classroom-vacant 00.00 18 718 sf Clothes room: 00.00 19 574 sf Classroom-va:;ant 00.00 20 447 sf Classroom-vacant 00.00 21 837 sf Classroom-vacant 00.00 22 713 sf Westside COO-food bank 2-19-97 M/M 5.20 23 1,424 sf Operation Second Chance 00.00 t I. 24 1,639 sf KCSa TV 3, City of S.B. unknown M/M 00.00 , !. 25 665 sf KCSEI TV 3, City of S.B. unknown M/M 00.00 ; 26 212 sf KCSS TV 3, City of S.B. unknown M/M 00.00 27 1,593 sr KCSS TV 3. City of S.S. unknown M/M 00.00 38 271 sf KCSS TV 3. City of S.B. unknown M/M 00.00 29 2,495 sf KOSB TV 3, City of S.B. 7-01-88 M/M 00.00 30 410 sf KCSB TV 3, City of S.B. 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 of S.B. unknown M/M 00.00 Totals: 28,296 sf $5.464.42 . Inclusive of pro ra2 share of common area. i.e. int~rior hallways, rest rooms. etc. . Previously . , - cJr; /;8"/'17 I 0/ ~ c.j'17 Previously' _ j -O~/25/&J7 If/ _. . JUN'" 5-91 TIlU 15: 25 ECOH DEVEL AGENeV FAX NO. 1148889413 P.02 ~" \. ECONOMIC DEVELOPMENT AGENCY Monthly Rental Property Current Paid Rate ~ Finance (PBC - Library) Greater Riverside Area Urban Leasue People'. Choice (PBC - Ste 3) Riverside Comm. Coll. (5055 Hallmark A/B) S.B.L.F. Youth Center (PEC - Suite 0) S.B.L.F. Youth Center (PEC - Suite 16) Weatside CDC (PEC - Suites 9, 12, 14, 22) 2580.00 376.20 191.10 945.54 249.48 541.31 1525.63 05/97 . 03/97 . 04/97 05/97 . 08/97' 04/97. 02197. Entered into Record at CouncillCmvOevCm, 'Ho lR /;u /r7 by -rnN. (J~ / re Ayelloa Ilell' ~ h. CLt<-L/k.-- City ClerklCDC Seer. Cil\ ,I "an 8ernlnllal ..~ 2173A;06/05/97;dg 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 tj;r/Jl #/ 0/:;s-j97 -# I FY 97-98 ESTIMATE WAS 1.05% ($211,300) HIGHER THAN BUDGET PROCESS/MID-YEAR ESTIMATE I .. OUlpJ8UJ88 U8S .0 ..1!.. A~8S:JO:JllIJal:J~ ~.tf . wall epua8\t lU Aq I L b/l1 ~ :81W sW:J^aoAw:lIl!~UnD:I ~ A t;, h7 18 pJO:lall DiUI n'''~''J3 1 ~ r 7 #( f CITY OF SAN BERNARDINO ~ j INTEROFFICE MEMORANDUM ~ FlNANCE DEPARTMENT "" ~ ~ co >-= ~ ....- "'.... Ma,~ ... Com""", Cm",cil JJ "- ~ enli u= Q:D TO: a. Ua::l - ~ ~= -2 -ca -.. ~(I) FROM: Barbara Pachon, Director of Financ I ~ '1!e 1 u_ au >-co ..,. ->- <i .-- .... e U.- SUBJECT: TRANSFER OF CATV TO EDA (BUDGET SAVJ:ti,> '" u .: -e ca .5~ .... DATE: June 18, 1997 -a= = 12'" '" .... ..= c -= =0 >- .. COPIES: Fred Wilson, City Administrator ...u ~ .. 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 / / {) &> 11f/'l7 Previously - t /.1 O/t/:z.S-/'17 0~h7 #/ . 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. . 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. ~:fttJd/ Ld~ b(6J Fred Wilson City A~ministrator Previously - . I, ~1.1i /IY/11 J I O&j.t'Jjql ~ ~ ;l-L/3 CJ.- ~ '1'/- 5~ G/.:2,/77 IF{ Previously -, . Table of Contents . Summary of Budget-Balancing Options ............................... 3 Animal Control ......................................... 5 Cemetery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6 City Clerk ............................................ 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 Other Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 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 hi .-0 0-0 0-" o ~~ i ~ .._~ ~ .::::~ ,g, . ~ - . o O-:J -0 '~~I G) ';l:I..!! ~,~;~ E~:il :ell ~; 8i v >,0..10 . 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I C , ! , I~ " E ! I OJ ~ !! ... <: ,~ 0"" , '~ ii '~' j- lit I '~: _, ~'- -'I i I-i~l j al Iz calia; c' II '. i.l Ei~i ,. ~ '" II,>>'" '! 0: '. E!:!., ~ ..!.Iq a:, Ii ~ I-;" " ~I 'I :0 . I. ~ I. . , " J ='!!:! ~~ :::J~~j~I~', 1m 8, :Li , ,~ cnic..: c..c..c..c..:c.. "- '. 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? ..x.. yes _ no If yes, list positions: (1) Animal Control Officer (filled) 5 . BUDGET REDUCTION WORKSHEET DEPI': Cemetery FUND: Cemetery PROGRAM/SERVICE REDUCTION: 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 II 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 FUND: General PROGRAM/SERVICE REDUCTION: 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? .A.. 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 .1 no If yes, list positions: 8 . BUDGET REDUCTION WORKSHEET DEPT: Code Compliance FUND: General PROGRAM/SERVICE REDUCTION: 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 ailrnini~trative 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 DEPT: Council Office FUND: General PROGRAM/SERVICE REDUCTION: 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? -L 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 DEPT: Facilities 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 ..A. no If yes, list positions: 11 BUDGET REDUCTION WORKSHEET DEn: Facilities 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 ..x.. no If yes, list positions: 12 BUDGET REDUCTION WORKSHEET DEPT: Facilities 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? ...L yes_ DO If yes, list positions: (1) Maintenance Carpenter (vacant) 13 BUDGET REDUCTION WORKSHEET DEPT: Finance FUND: General PROGRAM/SERVICE REDUCTION: 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? ..K.. 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? ..x.. yes _ no If yes, list positions: (1) Admini~trative Operations Supervisor II (f1lled) 15 . BUDGET REDUCTION WORKSHEET DEPT: Fire I FUND: General PROGRAM/SERVICE REDUCTION: 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, Le., high rises, malls, 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 fill-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 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 staffing 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 H yes, list positions: (3) Firefighter (filled) (1) Fire Prevention Officer (created) 16 BUDGET REDUCTION WORKSHEET DEPT: Fire FUND: General PROGRAM/SERVICE REDUCTION: 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 H yes, list positions: (3) Firefighter (filled) (3) Captain (filled) (3) Fire Engineer (filled) 17 BUDGET REDUCTION WORKSHEET DEPI': General Government FUND: General PROGRAM/SERVICE REDUCTION: Reduce civic/promotional and fme 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 afTec:ted? _ yes ..L DO H yes, list positions: 18 BUDGET REDUCTION WORKSHEET DEPl': Library FlJND: 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 H yes, list positions: 19 BUDGET REDUCTION WORKSHEET DEPl': 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 H 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? ..A. yes _ no If yes, Ust 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? .A.. yes _ no H yes, fist positions: (1) Senior Recreation Supervisor (vacant) 22 1- BUDGET REDUCTION WORKSHEET DEPI': 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? -!... 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 suppon 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 H yes, list positions: (1) Typist Clerk II (filled) 24 BUDGET REDUCTION WORKSHEET DEPl': Personnel FUND: General PROGRAM/SERVICE REDUCTION: Reduce Personnel Clerk n 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? ..L yes _ no If yes, list positions: Personnel Clerk n (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 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? .A.. 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 n (Planning Division/Development Services). POTENTIAL COST SAVINGS: $25,300 IMPACTS ON SERVICES: Deleting the Typist Clerk n 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 n (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. DO 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 ...L 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 rr.maining personnel. Positions affected? ...x.. yes _ no If yes, list positions: (1) Maintenance Worker II (vacant) 30 BUDGET REDUCTION WORKSIlEET 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 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 rainstorms. Less funding will 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 DEPT: 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 _ DO H 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 H 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 IT 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? ....!... yes _ DO If yes, list positions: (1) Maintenance Worker IT (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: $175,00> IMPACTS ON SERVICES: None. Positions affected? _ yes ..K.. no If yes, list positions: 35 BUDGET lmDUCTION WORKSHEET DEPT: Public Services - Street Tree Maintenance FUND: General PROGRAM/SERVICE REDUCTION: Eliminate Professional/contractual services; reduce funding for small 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 all General Fund contract tree trimming. Replacement of broken and worn tools will be restricted. Positions affected? _ yes ..K.. no If yes, list positions: 36 BUDGET REDUCTION WORKSI{EEt DEFT: 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 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? ..L yes _ DO If yes, list positions: (1) Construction Inspector (filled) 37 .' BUDGET REDUCTION WORKSHEET DEPT: Public Works - NPDES FUND: General Fund PROGRAM/SERVICE REDUCTION: 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? -..Jes ..1.no If yes, list positions: 38 OTHER OPTIONS DEPT: FUND: General OPTION: Issue Refunding Bonds; reduce debt service payments on Fire Station and Library facilities. POTENTIAL COST SAVINGS: $45,000 HIGHLIGHTS: (Details were provided in the backup materials for the 6/2/97 Commission agenda.) Positions affected? _ yes .A.. no If yes, Ust positions: 39 OTHER OPTIONS DEPT: FlJND: General OPTION: Extend maturity date of 1989 bonds to reduce debt service payments. POTENTIAL COST SAVINGS: $110,000 IUGHLIGHTS: 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 DEPT: FUND: General OPTION: Fund 9/1197 bond payment with proceeds of the 1997 Refunding Bonds. POTENTIAL COST SAVINGS: $500,000 lfiGHLIGHTS (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 DEPT: Refuse FUND: General OPTION: Transfer title of Refuse portion of City Yard to the Refuse Division. POTENTIAL REVENUE: $2,700,000 - IDGHLIGHTS: 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 ..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 HIGHLIGHTS: (Additional details will be provided via separate memo from the Fire Chief.) Positions affected? _ yes ..x.. no If yes, list positions: 43 JII '~ ;'tJ i,~ ,0.,8 '~i.~~ ':t=:,.... , '8 111.';:) , g''lll I'Q!~I- .!I'-ill) :il:i~i~ 'Ei~ijl la"iil~ 1>lof21 III i}i :.!! !..!'~ :'ll~ I~~ iCOO i II! c I~ ! 1'1_ 'ii ofiil. :~o ;_, 0 'III'C ,... :,i:,'i ~ 1(5'. .- ,o.~ ..I G> .g>1 ::'i 1111 ~, ca' .5; .e .::: e: Il' G> S Ie ~ ,> III :}i '6 .. Ill:5 ii '~ E !'ll~' I'BBt I'~ e lell ~ 'E ';0 il!~ , " " :a.:J: , .s:; ~i G>' 'l:I ::.' - Ui .5' .. c ~' ~ 1'01 u i i }1 , !! I'l!~ I~ L&.:> ~' ~, ls '=i <CI ~, :'!;:!,- (Ji~ ~'I', '5: ~I ' '0' ' .~I~ i,~' eni-l 0:08'0 0'0' ;0 101Q:l1G:l,"" olcD'.n,ci ~IC") ......,. 'E ~ ,~ > c ~I- '~ ~iJli!: ~i-I~llii jl '81G) i ':;:;1'" I :1l,itl !:ii::e:~ ajl!i8 "C''t:)::\.:1 o:ci'i'i ::r;':I:ia:la:: eieieie! I'!!!:! "I~!~i~ I-~ Ii g , .!l I c I - I E , II f li ~, u; 8 '" .,; '" '" o o o i ~ w S '" ~ j '0 '6 ,~ g .2 ~ :IE .. " .. c 8. ~ ~ \l :IE ~ ~ " .9 ~ 'E E S ~ ,~ ~ ~ 0. .ll i id ~ ~ il E !! ~ w i ~ ~ ~ :IE ~ E E ~ ~ 0. S " 'Ii E ~ o o .. oi ~ " " ~ '" ~ o '" :i ,-, ''-IN' N N ''O '-i ''O , 1- , , , , , , I I' I Ilslls' I, ';:," I" '" 2': '~'-I I l! ' I 8.1 il ' ~' I"E' "'1"'1=:- '" :, 1':1 ::,,2',2 , 'I cOle,!: ~U!i ~i~i ~!I~i~ !!:-!-ljl:Elc :E':E Hill~ii!~ il'i c ~'~ cllnlH 'E- ,~I'~'~"_I_-1_ C.....I 1:3.&::,:3:1 :i~I~1 1~,~I.B"tff 8 ' ~i 0' N, ~I I ~I :ii! C 'Ei "0: " Ii ~, i1 :5'1 ~' I' 8' ~, 'll, 0: i I I i ! 8 0. ~ :IE i "- ! '" u 2i ~ 0. 44 o,~ 0' .., .iN 'O,'" -1- .., ill! c ~I \li iiVl ~tlK ]i!~ .. 'll;" !ll'" en 1:5 ~.~ ~I~ ~I! ~I~ i'!! -!~ Si- G):E ~!B .-' ~ 5!'ll wlo: :0. "OiE e'O ~Io ~'I" -_! 251 "I ::JI --r 'E' ", E' i c " :IE ~ ,~ 0: Ie ,0 ,'" ,": IOn ,1l'It, :- " '" " 0. 11rl!' o 1= U ':l Ie IW ~ :0: -,' Ilg 1-' ! I BUDGET REDUCTION WORKSHEEt DEPT: City Adm;n;~trator'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. PositiODS affected? ..L yes _ no If yes, list positioDS: (I) Assistant City Admini!rtJ'ator (vacant) 45 - BUDGET REDUCTION WORKSHEET DEPI': City Anomey FUND: General PROGRAM/SERVICE REDUCTION: Leave Sr. Deputy City Anomey position vacant for FY 1997-98. POTENTIAL COST SAVINGS: $100,500 IMPACTS ON SERVICES: N/A Positions affected? .1l. yes.~ DO If yes, list positions: Sr. Deputy City Anomey (vacant) 46 I " > 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? A yes _no If yes, Ust positions: Legal Secretary I (vacant) 47 BUDGET REDUCTION WORKSHEET DEPT: City Attorney FUND: General PROGRAM/SERVICE REDUCTION: Reduce litigation expenses. POTENTIAL COST SAVINGS: $15,900 IMPACTS ON SERVICES: N/A PositiODS affected? _ yes A DO If yes, list positiODS: 48 BUDGET REDUCTION WORKSHEET DEPI': City Attorney FUND: General PROGRAM/SERVICE REDUCTION: Reduce outside attorney expenses. POTENTIAL COST SAVINGS: $40,700 IMPACTS ON SERVICES: N/A Positions affected? _ yes ..x. DO If yes, list positions: 49 ," BUDGET REDUCTION WORKSHEET DEPI':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 .A. DO If yes, list positions: 50 BUDGET REDUCTION WORKSHEET DEFl': 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 .1.DO If yes, list positions: 51 , ' . BUDGET REDUCTION WORKSHEET DEPT: Management Information Systems (MIS) FUND: MIS PROGRAM/SERVICE REDUcnON: 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 S54,300 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 _ no If yes, list positions: Intermediate Programmer (filled) 52 . . , , ~ . . . .. BUDGET REDUCTION WORKSHEET DEFl': Public Services - Fleet Division FUND: Motor Pool PROGRAM/SERVICE REDUCTION: Reduce fleet maintenance, parts support, and lIdmini!lt.rative staff. POTENTIAL COST SAVINGS: $201,200 IMPACTS ON SERVICES: _ Admini!lt.rative 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 financial duties. _ F1iminlltion 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 eliminlltM, 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 mllintP.1111nce services, as well as repairs for light trucks, senlln~, patrol units, lawn mowers, and small equipment. _ Increases in the use of part-time employees will help reduce impacts on service levels. Positions affected? ..L yes _ DO 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 " .. BUDGET REDUCTION WORKSHEET DEFT: Risk Management FUND: Liability Fund PROGRAM/SERVICE REDUCTION: Eliminate part-time contractual Liability Claims Specialist; reduce other expenses. POTENTIAL COST SAVINGS: $144,600 IMPAcrs 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 ..1. DO If yes, list positions: 54 , . . ., BUDGET REDUCTION WORKSHEET DEPT: Risk Management FUND:Woue~'Com~mation PROGRAM/SERVICE REDUCl'ION: Reduced miscellaneous o~rating 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 investigatiom in house, and only use outside investigators on highly ~ialized cases. Staff will be handling the small litigated cases and a~g at the A~ Board. This will reduce the cost of outside attorneys. PositiODS affected? _ yes ..L no If yes, list positiODS: 55 :ITy .c)F SAN BERNARDINO - REQUEST FOR COUNCIL ACTION .a ~ Fred Wilson, Acting City \dministrator Jt. Administrator's Office Subject: Budget Deliberations -- Fiscal Year 1997-98 -- Discuss and Take Possible Action. e: June 5, 1997 'opsis of Previous Council action: :ommended motion: That the Mayor and Common Council discuss and take possible action regarding Fiscal Year 1997-98 Preliminary Budget. $1Ji~ · Signature ntact person: Fred Wilson, Acting City Admin. Phone: 5122 .,porting data attached: Yes Ward: !NDING REQUIREMENTS: Amount: Source: (Acct. No.1 (Acct. DescriDtionl Notes: Finance: Previously - t 11/ tJfI jt ~/q 7 Previously - t /1 Nt /ii/17 Previously - t 1/ () ft (ZS- /1 / G,/Qc/?? ' ~/ . ~262 Agenda Item No , . It'Y'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. 264 ~ CITY OF SAN BERNARDINO POLICE DEPARTMENT PROPOSED BUDGET REDUCTION PACKAGE FY 1997/98 JUNE 11, 1997 Previously - . 11; ()v/I/Rl17 Previously - . / ~~/lrICJ7 ; Previously - . I, 17ft /LS/17 ~~7 #/ 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 ~.ssistant Chief. THE SBPO IS COMMITTED TO PROVIDING: PROGRESSIVE QUALITY POLICE SERVICE; A SAFE ENVIRONMENT YO IMPROVE THE QUALITY OF LIFE; A REDUCTION IN CRIME THROUGH PROBLEM RECOGNITION AND PROBLEM SOLVING I Chief of Police I Senior Secretary Executive Officer/P.I.O. Assistant Chief Internal Affairs Personnel & Training Budget Patrol Division Executive Investigations Division Admin OfficerlP.I.O. Analyst Secretary Fleet Watch Secretary Maintenance Command J ntelligence 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 Task Force D:s~r':tiPOP Crimes I - POP/BMET ID/Property Communications Crime SANCATT Analysis Task Force Bureau I POP Detectives I (TOY Patrol) CNM_"""..... 1/1'111 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-l 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 earl ier 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 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. $ 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 admin istrative 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 hOl:"s r.:r 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 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 veh ides. $ 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 $ 327,408 TOTAL COSTS - FY 1997/98 NET BUDGET SAVINGS - FY 1997/98 $ 417,971 RECURRING BUDGET SAVINGS STARTING FY 1998/99 $ 598,353 RESPONSIBll..ITY CHART FOR DEPARTMENT Close Kin~Street"NS1'.Offii:e;'iii;i$Signp~r~ CSRltOP3ljp! .... . ............ .'. ..... . .......N ... '. ................... '. ... ........ . Creat~....y!!Iijij!~t.P:~ft[~~f;.y*~ Lt. Aragon Efficiency Initiative & Margarel Diamond Lt. Jarvis Assign R.esefVeOffii;tii$;~ijil!!tlii! Upgrade 3 P-2's to Sgt. ~~~~;~I[~.i..~r_~;ps!k~i~.~~ Executive Officer-Develop In-house pop training course Debi Shuker Lt. Dan Malone Lt. W.O. Smith Sgt's rOlate through POP supervisor position for a I year period Captain Billdt & Area Commanders Officers rotate through POP every 6 months Captain Billdt & Area Commanders Executive Officer develop POP prospectus to include overall philosophy Lt. W.O. Smith Lieutenant assignments Assist. Chief Harp Traffic program-reduce hy I officer Captain Billdl P&T P-2 recruiter assigned to Detective Bureau Captain Cunis 5 Detectives TOY to patrol for purposes of area Captains Cunis & Billdt detectives ~Iaintain all 7 area command offices w/staff of Captain Billdt PRCI Relocate all area commanders to upstairs office Sgt. Klenenberg bay previously occupied hy Community Programs TCIl assigned to Community Programs becomes Lt. Neigel receptionist for area command effices. TCllto ccntinue alarm ordina.'l'_~ &.; follow thrc_gh P&T reassign to "';C - In charge of volunteer Assistant Chief Harp coordinator (CSRIII), P&T. backgrounds,OPAL, payroll & backup PIO Outsourceseryii:ed#KH"Eli~if~.oISI>Jm Captains Cunis & BilIdt posilionsvia'anrltioll DoviIlgr:ide4 Senior Prsp:itt:heiIiasldciriilq plSP Captains Cunis & Billdt U ...ia attrition - Crealea .paX (arlraining~ programforDISP n's .... ., Elimiliati::~tTClIliiidi~!i;h-utilize savings Debi Shuker to upgrade) ,,:2 pOsiiions'io p:j :;il~1:;~~.I~~1 7-7-97 1-1-98 7-7-97 8-1-97 7-15-97 7-15-97 Immediatelln Place 6-5-97 lmmediatelln Place 6-5-97 9-1-97 7-7-97 7-7-97 7-15-97 7-15-97 6-10-97 7-7-97 In Place 8-15-97 8-15-97 7-7-97 9-1-97 1-1-98 8-1-97 R~~sign disp:llCh {faming sUpervisor to li1lI..~ Dadie Alsop 7-1-97 noor supervision duties Outsour~ permits desk and ~d~g~!~ Caplain Cunis 10-1-97 scanning funct LonfEliminatc attrition Oucsource subpoena coordinator function Captain Cunis 1-1-98 E!imin;:He I PRC! via attrition Add 2 part-time police transcriber positions Anita Perry 6-5-91 6-5-97 In Place Outsource'ilddilion#...ti\#cl~K.~\#i9.!f~lm Caplain Cums 8-1-91 w~~!.: i Modify pulllic.!=oiiriier$elviCeljC>ursif&2!tliWJJ Anita Perry 7-1-97 ;:~u~#e~t~Ii~qafu1~ii.fu.~~i{~~~!sl~~fi'"" Eliminate DARE Program and eliminate I P-2 Captain Cunis 7-7-97 position & 2 P-I positions (next P-3 promotion to eliminate P-2 attrition) Reassi~ag$BPi!9~i!!!mf!#g~ifL~__ Lt. Neigel 7-7-91 patrol ~~~~1[;F~I~~~~"I'_i1>!@ Ll. Neigel 7-7-97 i;~i~l[afll!,€gEs~9m:lI!m:m:- Lt. Neigc1 7-7-91 Tr.msre~'f~$grtfflj@.g,!tT19p~J Lt. Neigel 7-7-91 Dosigriilte. Citiiel1P3irorProgiamCoordiiiiii~ Area Commanders & CSR 7-7-91 --.'..,...:-,....:,...,..."...,-.-,...".-.-;..:.,-..;......-.._..'. '. -...'..,.;.;';-.-;-._._,....,.:':.;.;-;,'..;.;.;.;WM.;.:.:<..:...; 1I T[~sfer ~idesl!are CO(jri!in.uqriluties.\il)'tiiiil'lil Margarel Diamond 7-7-97 ;.... '-'. . :; -,...." .'.,; ."-". : ;.;......-;-..;-;-.'_.:- ., .-.-.......-;..'.-...-....; ".'; ..;.:.;;;.:;.....:..-....;.;.....;~...;...;;.......... Unit ~':[~~~IL~~~ir!I1!~iill. Captain Billdl 7-7-91 w!CitYf;l~1 Transfer SB Mosl Wanted Program duties to P&T Lt. Neigel 7-7-91 T:-Jining Unit CSR11I maintaining those duties B':'::..""1Jp PIO duries-r:":"lnsferred (rem Community Lt. Neig-' 7-:-97 P-- grJms CSR11I to 1'&1 Lieutenant ., Trans fer coordination ofspeciar~~eriisj.,.~ Captain Billdt 7-7-97 commande(bayrng ge<;5i~jJbil:ll!':~~~~ i~:i~i.~~tS.~f:J!u1~*f~~~~1; Ll. Neigel 7-7-97 d,visions T t~sfer [raining & personal safelY (TIPS) hi@ Lt. Neigel 7-7-97 Corr-~"llunitl' Programs to Training Unic . W:L~StrtH:1Or panicipatioll frOIIta11diviifo~ Transfer Su~rYoutl1programreS~i~~~ Lt. Neigel 7-7-97 from Community Programs 10 P~nMett!ilij_.. Transfer 10-48 program responsibility 10 PersoMel Unit wlcreation of a standing COnunillee of volunteers (0 assist Transfer e .1oeeawaroiidi..l.....rlSibilli: nlf> .'1... ..' ........Sfl.....Y~....".~.:( from Commuaity PiOg'ralilS i~1DB~' .. Transfer liaison officer duties far lr. & Int. Police Academies from DARE to PersoMel Unit P_I recruiter Liaison to "Citylight" aewsleller duties transferred to P&T Distribution of crime prevemion materials-remaio centralized in new statioa area commander offices Transition neighborhood watch associatioa to cluster groups II@~' Reassign administrative secretary to Inlemal Affairs Relocate Rocky May to interior office-Internal Affairs Admin. Analyst ta Investigations in revised table of organization Relacate Administrative Analyst to affice formerly occupied by Rocky May Cpt. Cunis to mave into Cpt. Richards' old office Parrol Exec. Officer to move into Cpt. Cunis' aid ofrice Reassign budget to repon to AlC ~_.nw~itV!a~R~~,f!;,~rm I Patrol CSRI positioa assigned to neighborhood warch team-upgraded ta CSRII & utilize as area corrmand/crime prevention spec:-lisr CF~IH Unit to repon to Patrol Exec. Officer Reserve Unit to repon to Palrol X-O Each area command/crime prevemion specialist CSRlI will also assume responsibility for CFMH issues in their respective areas Par~ol X-O to assume responsibility for jail oversight & contract Crime Analyst to create new table of organization to reflect a 2 Division a1ignmem Watch Commanders to work 4/10 plan Lt. Neigei 7-7-97 Margaret Diamoad 7-7-97 P-I Recruiter 7-7-97 Lt. Neigel 7-7-97 MargHt Diamond 7-7-97 Captain Billdl 1-1-98 Lt. Neige! 9-1-97 Captain Cunis 7-7-97 Sgt. K1ettenberg 9-1-97 Captain Cunis 7-7-97 Sgt. K1ettenberg 9-1-97 Captain Cunis 7-7-97 Captain Cunis 7-7-97 Captain Curtis Lt. Neigel 7-7-97 7-7-97 Debi Shuker 8-1-97 Captain BiIldt Captain BiUdt Captaia BilIdt 7-7-97 7-7-97 7-7-97 Captain BiIldt 7-7-97 Kim Sayaco 6-30-97 Caplaia BiIldt 7-7-97 Transition to a 4 Sgt. W/C a1ignment-repon to Caprain BilIdt 7.7-97 Patrol x-o Patrol X-O to be depanment IOD liaison w!Risk Caprain BilIdt 7-7-97 Mgmt Traffic Unit to repon to Patrol X-O Captain BiJldt 7-7-97 Appoint CSRI to fill vacant desk CSR position Captain Billdt 9-1-97 Hire replacement TCn to adminsler a1ann Lt. Neigel 6-30-97 ordinance program Oversight for the Explorer Program transferred to Margaret Diamon 7-7-97 the Training Unit, with voluntary advisors from the patrol division Delete Crossing Guards Sgt.Schwcnka 8-1-97 Shaded areas rccom......."ed by Resource Critique Comminces